eolas magazine issue 70

Decarbonising our electricity system

Paddy Hayes

Thursday 9 October 2025 • Croke Park, Dublin

Environment Ireland® is Ireland’s major environmental policy and management conference. Now in its 21st year, this important event features a range of focused sessions highlighting the pressing issues facing the environment in Ireland and globally. The environment in Ireland, and across the globe, is coming under increasing pressure with crises developing in several areas including climate and biodiversity.

Ensure you don’t miss the latest developments in environmental policy and regulation and best practice in environmental management across the sector. Each year Environment Ireland hosts a number of visiting experts to showcase best practice internationally.

2025 speakers include...

Veronica Manfredi Director for Zero Pollution, Water Resilience and Green Cities European Commission

Barry Quinlan Head of Climate and Environment Policy Department of Climate, Energy and Environment

Tom Gaynor Chief Operations Officer Repak

Danielle Conaghan Partner and Head of the Environment and Planning Group Arthur Cox

Venkatesh Kannan Associate Director Irish Centre for High-End Computing (ICHEC)

Lucie Martin Research Officer, Behavioural Research Unit Economic and Social Research Institute

Heidi Redmond Circular Economy Adviser Strategic Investment Board Ali Sheridan Chair Just Transition Commission

Kevin O’Sullivan Environment and Science Editor The Irish Times

J Owen Lewis Chair, IIEA Working Group on Climate and Energy

Claire Downey Policy and Research Director The Rediscovery Centre

programme announced soon! Early bird rate available!

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In the eye of the zeitenwende...

In his final public address, the 34th President of the United States – and erstwhile Supreme Commander Allied Expeditionary Force during the Second World War in Europe – Dwight D Eisenhower warned: “In the councils of government, we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the militaryindustrial complex. The potential for the disastrous rise of misplaced power exists and will persist.”

Since 2022, Germany’s economy has been in crisis. Its supply of cheap –though geopolitically fragile – energy ended with Russia’s invasion of Ukraine. By the beginning of 2025, Germany’s automotive industry – the driver of post-reunification industry alongside chemical manufacturing and mechanical engineering – had structurally stalled.

Announced by its previous leader, Olaf Scholz – and endorsed and implemented by now Chancellor, Friedrich Merz – Germany has embraced a wind of change and pivoted towards rearmament.

At the end of March 2025, Germany’s national fiscal rule, the ‘debt brake’ which previously limited net new borrowing to 0.35 per cent at a federal level, was constitutionally amended. Furthermore, Germany has lobbied the EU to activate the emergency ‘national escape clause’ of the Stability and Growth Pact.

Meanwhile, the EU has adopted a five-year rearmament plan – previously ReArm Europe but swiftly rebranded as Readiness 2030 – to “massively boost its defence spending”; leveraging a total of €800 billion. Simultaneously, the inaugural European Defence Industry Strategy (EDIS) aims to “mainstream a defence readiness culture” i.e. establish a European military industrial complex. While it will exist in the shadow of its US counterpart, there is, in the words of The Wall Street Journal, “money to be made”.

Contrary to perceived wisdom, rearmament does not inherently act as a barrier to the spread of war. Precedent tells us otherwise. The problem with stockpiling military matériel is not only the pressure to use it, but the pressure to lose it in battle – ensuring the cogs of the military industrial complex can turn.

Faced with a resurgent militarism – even at the expense of socioeconomic investment (as per NATO’s Secretary General Mark Rutte), the continent stands on a precipice.

Now, perhaps more so than any other time since the Second World War, Ireland’s policy of military neutrality must be preserved, and act as a bulwark against – in the words of President Higgins – “an encouraged perception of the impotence of diplomacy”.

Ciarán Galway

Editor

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83 Sustainable tourism report

88 The 35th Government’s tourism priorities

96 Analysis: Tourism Policy Framework 2025-2030

99 Procurement report

100 Minister of State Émer Higgins TD on developing the first National Public Procurement Strategy

110 Ireland’s material consumption is well above the EU average

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126 Eileen Torres Morales from the Stockholm Environment Institute on how to twin public procurement and environmental policy 9 9

132 Europe

132 Ciarán Mullooly MEP: Putting communities first in Europe’s just transition

136 Barry Cowen MEP: If Europe cannot feed itself sustainably, it is not secure

138 Public affairs

138 Interview: Shared Island Unit Head Émer Deane

141 UK’s Northern Ireland Minister Fleur Anderson MP outlines the British Government’s criteria for holding a unity referendum

152 Political platform: Aontú leader Peadar Tóibín TD

154 Trade Union Desk: ETUC’s Esther Lynch

156 Back page: James Geoghegan TD on delivering vital subsea infrastructure projects

matters arising

Entire Gaza population at risk of famine

Gaza’s entire Palestinian population of approximately 2.1 million people is at “critical risk” of famine as the Israeli blockade on humanitarian aid in the region continues, according to a UN-backed assessment published in May 2025.

The report by the Integrated Food Security Phase Classification (IPC), a global initiative by UN agencies, aid groups, and governments, indicates that approximately 1.95 million people – 93 per cent of Gaza’s population – are living through high levels of acute food insecurity.

244,000 people face “catastrophic” levels of food insecurity. It states that around 500,000 people in Gaza face starvation and

Substantial completion of the new National Children’s Hospital has been delayed until at least September 2025 with patients to be treated at the facility by the end of June 2026 at the earliest.

This is the 15th time the project has been delayed since it began in 2016. Initially expected to cost €987 million, in February 2025 Minister for Health Jennifer Carroll MacNeill TD said it could rise to €2.24 billion. Delays have been exacerbated by tension between the builders, BAM, and the National Paediatric Hospital Development Board (NPHDB) overseeing the project.

The hospital was due for substantial completion in June 2025, as

that nearly 71,000 children are expected to be acutely malnourished over the next 11 months to April 2026.

Tánaiste Simon Harris TD called for the EU-Israel Association Agreement to be reviewed due to “war crimes” by Israel in Gaza. Harris called for the review as he said Israel is not meeting human rights provisions in the agreement due to its actions in Gaza.

In an exchange with independent TD Catherine Connolly, the Tánaiste described events in Gaza as “the genocidal activity of the Netanyahu government”, adding that there is “an act of evil going on”.

HEALTH

National Children’s Hospital delayed for 15th time

pledged by the contractor in September 2024. Following substantial completion of the hospital, it will be handed over to Children’s Health Ireland for operational commissions, a process which takes nine months.

During a Public Accounts Committee meeting in May 2025, NPHDB Chief Officer David Gunning said: “We understand and share the concern that it has not been completed. Once completed and operational, this hospital will be transformational.

“It is a significant investment on behalf of the State, and its impact will be far-reaching.”

Silicon Island: Ireland’s new National Semiconductor Strategy

The Government has launched Silicon Island: Ireland’s National Semiconductor Strategy in May 2025, aimed at creating 34,500 jobs in the sector by 2040.

In the semiconductor sector in Ireland, there are currently more than 130 indigenous and multinational companies providing 20,000 jobs and generating €13.5 billion in annual exports. Semiconductors, or microchips, are used in smartphones, computers, AI technology, and quantum computing.

The Strategy aims to attract multinational investment to Ireland, and support indigenous startups. It aims to secure industrial investments including a leading edge fabrication facility, two

Between 3.5GW and 18GW of fixed-bottom offshore wind could be developed around the coast of Ireland according to the Offshore Wind Technical Resource Assessment, published in May 2025.

The Assessment outlines analyses and recommendations to develop commercial fixed and floating offshore wind on Ireland’s coast. Minister for Climate Environment and Energy, Darragh O’Brien TD says the Assessment is “an important initial step as we look to designate offshore wind sites along our coastline, by providing a high-level assessment of potential areas for project development to inform planning”.

trailing edge foundries, and an advanced packaging facility. Silicon Island was also designed to strengthen Ireland’s research capacity and promote the nation as a hub for semiconductor excellence.

Minister for Enterprise, Tourism and Employment Peter Burke TD says: “From AI to quantum computing and the green transition, semiconductors are at the core of global innovation.

“This strategy is Ireland's commitment to helping deliver on the European Chips Act and to becoming a global leader in this vital sector. Ireland is turning to chips as the next big opportunity.”

Offshore energy: Progress and potential

Additionally, Future Framework for Offshore Renewable Energy 2025 Review, published alongside the Assessment, identifies the publication of the South Coast Designated Maritime Area Plan as a significant milestone in the delivery of the framework. The Review assesses the Government’s performance against the 29 medium-term actions to kickstart Ireland’s long-term offshore energy policy included in the Framework.

Minister O’Brien says: “An all-of-government approach is being taken to deliver on our offshore wind ambitions. Government will continue to work alongside industry to strive for the successful achievement of all actions and commitments under the Future Framework.”

Changes in climate conditions present 43 significant risks

Changes in climate conditions present 43 significant risks across all sectors of Ireland’s economy, society, and environment according to the findings of Ireland’s first National Climate Change Risk Assessment (NCCRA) published in early June 2025.

A total of 115 risks are identified in the Assessment published by the Environmental Protection Agency (EPA). Risks identified in the report pertain to energy, transport and communications, water security, public health, food production and supply, and ecosystems.

The Assessment highlights risks which require action in the next five years including disruption to communications and energy

distribution infrastructure due to extreme wind, and disruption and damage to buildings and transport infrastructure from extreme wind, coastal erosion, and coastal flooding. NCCRA also asserts that risks to the built environment and human health from flooding and heat should be prioritised for investigation in the next five years.

EPA Director General Laura Burke says: “Recent events, such as storms Darragh and Éowyn, demonstrated how damage to critical infrastructure such as energy, water supply, transport and communications networks in turn give rise to impacts on human health, biodiversity, and the financial system. Addressing these risks in an integrated and consistent way is key to achieving our national climate resilience objective.”

TRANSPORT

Public consultation on new transport adaptation plan launched

The Department of Transport (DoT) has launched a public consultation for the second Transport Climate Change Sectoral Adaptation Plan (T-SAP II).

DoT is seeking feedback from individuals, communities, businesses, and organisations across Ireland on the following areas: (1) whether T-SAP II prepares the transport system for climate change; (2) which parts of transport are most at risk and how your area is already being affected; (3) what support or changes are need to implement climate adaptation; and (4) how DoT can ensure the changes are fair and work for everyone.

The survey launched on 6 June 2025 and will remain open until 4 July 2025. Following this, the summary report will be published in August 2025 before the final plan is released in September 2025.

Upon launch of the public consultation, Minister for Transport Darragh O’Brien TD said: “Making transport more climateresilient is essential for public safety, for continuity of service, and long-term sustainability. This plan brings together climate science, risk assessments, and expert insights to guide adaptation actions across the transport sector.”

cúpla focal

“What is the social need of the demand – is it housing or is it AI? We’re going to have to think much more about managing demand.”

Oonagh Buckley, Secretary General of the Department of Climate, Energy and the Environment, outlines the choice facing the Government’s energy priorities.

“If you criticise Netanyahu's policies you are then described as being antiSemitic. That is a disgrace and a slander and it has been a slander against Ireland, against individuals, including myself...”

President Michael D Higgins commenting on the ‘antiSemitism’ smear used against opponents of the Gaza Genocide.

“Taking this case was about putting manners on the British Broadcasting Corporation... The British Broadcasting Corporation upholds the ethos of the British state in Ireland.”

Former Sinn Féin president Gerry Adams speaking after being awarded €100,000 in damages after suing the BBC for defamation.

“We

don’t need a tsar to do all of that, and we never, ever used the word tsar.”

Graham Doyle, Secretary General of the Department of Housing, Local Government and Heritage comes out against the need for a ‘housing tsar’.

Pearse Doherty TD: ‘Ireland playing a key role in facilitating Israel to raise money for genocide’

For the first time, in early June 2025, Micheál Martin and Simon Harris called what is happening in Gaza a genocide. This long-awaited recognition of the reality unfolding in Gaza only makes the other decisions they made in the first week of June all the more shameful, writes Sinn Féin spokesperson on finance, Pearse Doherty TD.

On the morning of 3 June 2025, government agreed to gut the Occupied Territories Bill and send it back to square one. Seven years ago, we had legislation. Now, in the words of Paschal Donohoe we have an “approval for the preparation of the general scheme of a bill”. As far from finished legislation as is possible.

On the following day, Martin and Harris made a truly shameful decision to lead their respective parties, Fianna Fáil and Fine Gael to vote down legally sound and ready to go legislation – Sinn Féin’s Israeli War Bonds Bill – that would have

ended Ireland’s facilitation of Israeli war bonds and finally sanctioned Israel.

The bombs and the bullets that are ripping children apart in Gaza have to be paid for. One of the key ways Israel does that is by raising money on international markets.

To do that in Europe requires a member state’s central bank to give permission. Ireland is the Central Bank that gives Israel the permission it needs to sell bonds they openly market as a means of supporting what they call the war effort.

We brought forward legislation that was drafted by the independent parliamentary legal advisors and underpinned by a full legal opinion. It would give the Minister for Finance the explicit power to instruct the Central Bank to revoke this permission.

While we should never have had anything to do with these war bonds, because we approve the legal requirements for their sale, we now have the power to pull the plug on them across the EU.

Credit: Sinn Féin

Credit: Sinn Féin

“Ireland is the only country in the

EU that gives Israel the permission it needs to sell war bonds.”

Sinn Féin spokesperson on finance, Pearse Doherty TD

This means no war bonds could be sold in Europe until Israel found another willing member state to facilitate it and went through the process – and it is not a quick or straight forward.

This has the potential to be an economic sanction of real substance that Ireland can do.

Government has been misleading the public all week to cover up this act of cowardice. The Government has been changing its story as it scrambles to find an excuse that will wash with the public.

First, it said it was against EU law – citing article 215 of the EU treaties. Nowhere does article 215 say a member state is not allowed to impose economic sanctions – nowhere.

Government dropped this quickly before anyone noticed how ridiculous it was. Instead, it watered it down to ‘could potentially be challenged’. Of course –like any legislation.

This has been further exposed as Deputy Gillian Toole, a government-supporting independent TD, broke ranks to vote in favour of the Israeli War Bonds Bill, claiming the Government had not provided information to explain how it contravened EU law.

Then, government said that it cannot legislate at national level to ban something at EU level. I am sure that sounded good to whatever overpaid advisor made it up.

Ireland is the only country in the EU that gives Israel the permission it needs to sell war bonds. Without that permission it

cannot sell its war bonds anywhere in the EU. That is irrefutable – the Central Bank has confirmed this.

As the legal opinion of the Office of Parliamentary Legal Advisers said, Ireland revoking the permission for Israel is “constitutionally compliant, compatible with EU law and in accordance with international law”.

After all the nonsense failed, the Government started attacking on technical language.

Bonds are not sold ‘through’ the Central Bank, it lectured. Whatever word they want us to use does not change the reality of what is happening. Ireland is playing a key role in facilitating Israel to raise money for genocide and we have the power to remove that permission.

I challenged the Government to produce its legal advice ahead of the vote.

Shamefully the Government seem determined to go back to the old play book. We saw it for years with the Occupied Territories Bill:

• dismiss and talk down to legal experts and drafters; and

• reference legal advice, they supposedly have received but no one gets to see.

In reality, there is no legal justification for government’s action.

This was an act of cowardice pure and simple and will be remembered for a long time.

First Home Scheme extended

The First Home Scheme (FHS) has been extended to June 2027 with an additional allocation of €30 million to resource it, the Government announced in May 2025.

The additional €30 million brings the State’s commitment to FHS up to €370 million which is matched 50:50 by participating banks to bring the total commitment to the scheme up to €740 million. Under the scheme, the State can fund up to 30 per cent of a property’s purchase price in exchange for an equity share in the home which the homeowner can buy back.

Since its launch in July 2022, 3,323 buyers in 25 counties have completed the purchase of their home under FHS, with 6,774 buyers in all 26 counties approved for the scheme. A total of 15,356 potential buyers have registered their interest in the scheme. In Q1 2025, there were 858 new FHS applications, a year-on-year increase of 49 per cent. Approvals in this period grew by 51 per cent to 727. By the end of Q1 2025, the average purchase price under the scheme stood at €384,859 with average

support provided under FHS equalling 17 per cent of the average purchase price, a total of €66,147. Under the scheme, 72 per cent of approvals have been for buyers in Dublin, Cork, Kildare, Meath, and Wicklow with the remaining 28 per cent spread across the remaining 21 counties.

Reaction

Speaking to reporters outside Leinster House on the morning of the announcement, Sinn Féin housing spokesperson Eoin Ó Broin TD called the extension “a mistake”, adding it will “make things worse”. He said: “One of the reasons why so many people are locked out of being able to buy their own home is house prices are going upwards. The First Home Scheme contributes to that.”

“It’s not the only factor, but it’s one of them. Therefore, anything that contributes to putting

“I want everyone to be able to afford their own home. This is something that should be within reach for people, and this scheme is one of the ways we are making that possible.”

Housing Minister

James Browne TD

upward pressure on house prices is a problem for me.”

During a joint committee debate on housing, local government, and heritage on 27 May 2025, independent TD Brian Stanley said: “Regarding prices, the curve seemed to go on a steep incline after the shared equity scheme and some other ones were brought in.”

Robert Kelly, director of economics and statistics at the Central Bank of Ireland, said for policymakers to target supply increase, “the only channel through which you can do it is to increase prices”. Kelly said he believes the policy is aimed at creating affordability and generating supply “to mitigate some of the price pressures”.

He also addressed the fact that the Government is considering extending the scheme to secondhand homes asserting that this “runs the risk you will increase the price pressure side of it”.

Prices

First outlined in the Government’s housing Strategy, Housing for All: a New Housing Plan for Ireland, FHS aims to bridge the gap between a homebuyer’s deposit and mortgage, and the price of their new home. It is primarily targeted at assisting first-time buyers, and ‘fresh start applicants’, those who previously owned a home but no longer have a financial interest in it.

Prior to the launch of the scheme, in February 2021, the Economic and Social Research Institute (ESRI) told an Oireachtas Joint Committee on Housing, Local Government, and Heritage that a combination of constrained housing supply and increased purchasing power enabled by the shared equity scheme would

“very likely lead to higher house prices”. In November 2021, the Central Bank of Ireland said “the scheme could create upward pressure on house prices” in a report called A financial stability perspective on the First Home shared equity scheme

From March 2022 to March 2025, 148,673 dwelling purchases by households at market prices were filed with Revenue, according to data from the Central Statistics Office. Of these, 52,071 (35 per cent) were by first time buyer owner-occupiers. This represents a percentage increase in the period from March 2019 to March 2022 when 42,462 (32.4 per cent) of 130,919 dwellings were purchased by first-time buyer owner occupiers. The total number of first time buyers increased by 22 per cent from 14,755 in the 12 months to March 2020 to 18,013 in the 12 months to March 2025.

In March 2025, 3,617 dwelling purchases by households were filed with Revenue for an average value of €414,710. This represents an increase of 22 per cent in property prices from March 2022 when 3,918 dwellings were purchased for an average price of €344,359.

Minister for Housing, Local Government and Heritage James Browne TD says: “I want everyone to be able to afford their own home. This is something that should be within reach for people, and this scheme is one of the ways we are making that possible.

“The Scheme has succeeded in responding to affordable housing needs in every county across the country to date, and has allowed so many to gain the keys to a permanent home.”

Recalling the four years since his appointment as Chief Executive (CE) of ESB in the summer of 2021, Hayes reflects on the challenges presented by the energy crisis, extreme weather events, and increasing geopolitical uncertainty, challenges that ESB has done its best to navigate on behalf of customers. Guided by its strategy Driven to Make a Difference: Net Zero by 2040, the electricity company has been working to create and connect sustainable, reliable and affordable energy, while supporting customers and communities.

Against that background, the ESB CE was encouraged to read the Climate Change Advisory Council’s most recent review of the electricity sector, which recorded that in 2024, Ireland’s electricity emissions reached the lowest level since record-keeping began in 1990.

“That is an incredible achievement by the whole electricity sector, particularly considering the growth of electricity demand during this time,” Hayes observes. “Of course we need to go further and faster but, reflecting on what the sector has achieved, not just in terms of progress towards net zero, but also in terms of supporting wider socioeconomic growth over the last number of years, it is an encouraging platform to build on for the future.”

Progress to date

Decarbonising our electricity system

In an exclusive interview with eolas Magazine, ESB Chief Executive Paddy Hayes underscores ESB’s commitment to its net zero by 2040 journey, tracks its progress to date, and addresses the known challenges of delivery.

Specifically, Hayes identifies progress against ESB’s three strategic objectives of:

1. decarbonising the electricity system;

2. building resilient infrastructure; and 3. empowering customers.

“Firstly, it is very positive to see how the whole sector – including government, regulators, EirGrid, generators, and retailers – has been stepping up to decarbonise electricity; building and connecting renewables in a way that has also promoted and supported energy security and energy independence,” he says.

“Secondly, the importance of continuing to invest in both resilient networks and network capacity is clear. While resilience may be increasingly challenged by more frequent extreme weather events, ESB is determined to bring innovation, its

delivery capability, and a willingness to collaborate to meet that challenge.”

Thirdly, ESB has made tangible progress supporting and empowering customers to increasingly use clean electricity to decarbonise. Hayes points to the ESB ecars network of 1,600 public EV chargers across the island of Ireland, to the deep home retrofit service offered by Electric Ireland Superhomes (a joint venture with Tipperary Energy Agency), and to the smart meter tariffs offered by Electric Ireland, the company’s retail arm, which allow customers to tap into cost savings based on time of use.

Prevailing challenges

Pursuing this journey to net zero by 2040 is not without its challenges, particularly around the construction of renewable generation and network infrastructure. Asked to identify the standout challenges, Hayes points to three.

Firstly, he emphasises supply chains. “The impact of geopolitical uncertainty coupled with concentrated demand is challenging supply chains, both extending delivery times and putting upward pressure on costs. Ireland is far from the only country working hard to decarbonise – so demand for equipment is strong and lead times have extended. It is highlighting the benefit of long-term contracts and relationships with reliable suppliers.”

Extreme weather events

Secondly, the ESB CE acknowledges the impact of climate change and more frequent extreme weather events, such as Storm Éowyn in January 2025. “The hurricane-level wind speeds of Storm Éowyn had never been recorded before in Ireland and had a very significant impact on our customers and networks.”

The possibility that Ireland will experience winds at those speeds on a more frequent basis is a key focus for ESB Networks’ future planning: feeding into its winter resilience plan for this coming winter, a review of storm response procedures, and a re-assessment of the scope of its plan for the upcoming Price Review 6 (PR6) period in respect of climate adaptation.

cover story

“The considerable progress the electricity sector has made is clear to see – the challenge now is to continue delivering at pace.”

“We cannot mention Storm Éowyn without acknowledging the impact that it had on customers,” reflects Hayes. “As dependence on electricity grows, we are determined to increase resilience – and this will be a major focus for the rest of 2025 and beyond.” In this context, Hayes pays tribute to “the ESB Networks and NIE Networks teams who, together with contracting partners, international support crews and volunteers from other parts of ESB, showed outstanding commitment to restoring power and supporting customers.”

Planning and public acceptance

Finally, the ESB CE addresses planning and public acceptance as key elements of infrastructure delivery. Welcoming the Government’s commitment through the Planning and Development Act and the allocation of additional resources to the planning system, Hayes acknowledges that ESB has “seen some projects move quickly through the planning process, often where there is already a footprint or experience of infrastructure in the vicinity”.

“It is understandable that concerns can be raised by local communities, and it is important that any such concerns are addressed,” he points out. “While it can be easier to get public support for infrastructure directly associated with local projects, acceptance of the need for and positive impact of regional and national projects is so important. Electricity infrastructure has unlocked many benefits for local communities, regions and for Ireland in the past – and much more will be required over the next

10 years to support the country’s continued social and economic growth.”

Growing demand

Ireland’s ongoing electricity demand growth stands in contrast to reductions in demand experienced in other European countries in recent years. “This rising demand is a great indicator of positive social and economic development and electrification,” says Hayes, “but, of course, the pace of growth presents a challenge.”

“While ESB is just one part of the electricity generation capacity equation, it has a strong pipeline of development projects. Recently, ESB has commissioned flexible engines at three locations around Dublin to provide additional generation capacity and has worked with EirGrid to provide additional temporary capacity at North Wall in Dublin and Shannonbridge in County Offaly. Construction is underway on a new gas turbine plant in Poolbeg and, adding that to the 300MW of grid-scale batteries that ESB recently commissioned in Cork and Dublin, all told that provides a positive support for energy security and a valuable response to a growing peak demand,” Hayes explains.

Network

ESB Networks has been scaling up, increasing investment and delivery of transmission and distribution projects over the past five years. “ESB Networks is now working with CRU and Eirgrid on the PR6 plan that sets out proposed investments for the five years from 2026,

Paddy Hayes, CEO, ESB

and it is clear from ESB Networks’ public consultation process that their expectation is for even more investment and enhanced delivery,” Hayes forecasts.

While capacity has been added to the electricity network to support new housing and business connections and greater electrification, challenges can arise when the pace of demand growth exceeds typical timelines for infrastructure development. This brings the discussion back to planning and the public acceptance of electricity infrastructure and underlines the importance of programmes like PR6 to invest in capacity in advance of demand.

At the same time, ESB Networks has been working quietly to facilitate farmers, homeowners, and small businesses to export renewable electricity from solar panels on their roofs. In 2024, it announced that over 100,000 rooftop solar microgenerators were connected to Ireland’s electricity network, capable at peak of providing over 400MW of clean electricity, the equivalent capacity of Ireland’s largest gas turbine power stations.

Current projects

Asked about the most exciting projects being undertaken by ESB currently, Hayes points to the evolution of Moneypoint Power Station situated on the Shannon Estuary. “There are many exciting projects in progress across the group but the work happening at Moneypoint right now is particularly relevant, as we expect to announce the end of coal generation this summer – a key milestone on the path to net zero.

“Moneypoint has been an absolute powerhouse, anchoring the Irish electricity system since the 1980s,” Hayes observes. “Now, having installed wind turbines and a synchronous compensator on the site in recent years, the staff in Moneypoint and the project teams involved deserve great credit for bringing this transition forwards.”

In agreement with Eirgrid and the CRU, the successful project to prepare the plant for a standby role, supporting system security, “is bringing coal-fired power generation in Ireland to an end. Following ESB’s transition away from peat generation in 2020, this is another major step – both tangible and symbolic – in the decarbonisation of the electricity system,” he says.

Offshore

Elsewhere, the Neart na Gaoithe offshore windfarm off the east coast of Scotland –jointly owned by ESB and EDF Renewables – became fully operational in May 2025, generating 450MW of clean electricity, building on ESB’s earlier investment in the Galloper project off the coast of East Anglia.

Meanwhile, Hayes gives credit to the project team for another ESB joint venture, the 1.1GW Inch Cape offshore windfarm, co-owned with Red Rock Power Limited, also off the Scottish coast. “The Inch Cape team showed great capability and determination to steer the project successfully through financial close and into construction recently, no mean feat at a time of global economic uncertainty.”

“ESB expects to be leveraging this experience to deliver projects like Inch Cape and Neart na Gaoithe off the coast of Ireland in the near future,” the ESB CE asserts.

Technology

Turning to the role of technology in the journey ahead, Hayes speaks enthusiastically about the pace of development in the last decade. “There are technologies being deployed – such as grid-scale batteries – which 10 years ago were only in development, and older technologies – such as synchronous condensers and static compensators –being applied for new purposes, enabling greater integration of renewables and secure delivery of less carbon-intensive electricity,” he explains.

“Likewise, there has been huge innovation on the demand side, with new technologies supporting greater flexibility and customer involvement in the energy system.”

Looking ahead, the ESB CE believes that identifying a means of cost effective longduration energy storage is “an imperative for Ireland’s future electricity system”. He suggests that “we have around 10 years to realise that ambition”, and, in the immediate term, “it is really important that we continue to pay attention to that”.

Affordability

Hayes is quick to acknowledge the importance of electricity affordability for residential customers and competitiveness for business.

“There is a strong and growing focus on affordability and competitiveness,” he says. “Wholesale electricity prices have reduced somewhat since the height of the energy crisis which followed Russia’s invasion of Ukraine in February 2022, but they remain much higher than they had been. While Electric Ireland has delivered three consecutive electricity price reductions in a very competitive retail market over the past 18 months, the electricity sector is aware that affordability remains a key challenge for customers.”

While some ask whether questions of affordability challenge the continued investment in renewables, Hayes explains that “only renewables can give us independence from the volatile price of international gas in the immediate future. To mitigate our exposure and reduce price volatility, it makes sense to build out more renewable generation, particularly offshore wind”.

People

With over 9,500 people working across its business, ESB has been on a recruitment drive in recent years to support the increased pace of delivery and growth.

While people have been recruited at all levels of the organisation, Hayes is particularly keen to discuss apprenticeships. “At the moment we have around 500 apprentices training across the ESB group, from craft apprentices in power stations and apprentice technicians in NIE Networks and ESB Networks, to business apprentices in insurance, accountancy, HR, and data analytics.”

“ESB Networks has grown the annual intake into its four-year apprenticeship programme from 60 traditionally to 100 more recently and is expanding further to 150 in September 2025, and there has been a really positive growth in the

“Bringing coal-fired power generation in Ireland to an end is a major step – both tangible and symbolic – in the decarbonisation of the electricity system.”

numbers of women coming into craft roles. It is a fantastic programme and a huge investment, but very much worth it for the future.”

Programme for Government

Reflecting on the 2025 Programme for Government, Hayes welcomes the Government’s “ambitions for the development of Ireland”, alongside the review of the National Development Plan (NDP) set to be completed in July 2025. “That is an important process for ESB, and we want to ensure that everything we do is aligned and that we deliver whatever is necessary to support the new NDP and the latest Climate Action Plan,” he says.

Vision

Asked whether ESB is meeting the pace required to decarbonise by 2040, Hayes points to the progress that has already

been made, even at a time of electricity demand growth, which supports the belief that ESB and the rest of the electricity sector will deliver. “We have built a development portfolio which will enable us to greatly decarbonise generation by 2040. The challenge now is to continue delivering these projects at pace while finding solutions for the economic long-term storage that will allow the capture of clean electricity at times of surplus, so as to be able to offer it back to customers when needed,” he says.

In summary, the ESB CE remains optimistic and confident. “The considerable progress made on the decarbonisation of the electricity system, in terms of both capacity and the expansion of infrastructure, is clear to see. While continued demand growth brings a challenge, I am confident that we – we as in ESB, and also the wider electricity sector – are up for it and, together, we will deliver.”

Profile: Paddy Hayes

Paddy Hayes has worked with ESB since 1999. Before his appointment as Chief Executive in 2021, he had various roles in ESB Networks and ESB’s Generation and Wholesale Markets business. Paddy is the chair of the Open Doors Initiative and a member of the Board of Directors of EPRI, the Electric Power Research Institute.

issues eolas

Report: Electricity suppliers ‘must help consumers save money’

The

Climate Change Advisory Council has said that the Government and the regulator “must ensure that electricity suppliers offer customers price plans that allow them to save money, change consumption patterns, and reduce emissions”.

In its annual electricity report, published in April 2025, the Climate Change Advisory Council (CCAC) states that Ireland’s carbon intensity of electricity generation is higher than the EU average. This is due to continued reliance on coal and oil, which are estimated to have contributed 13.4 per cent and 3.1 per cent of total electricity emissions respectively in 2024, while accounting for only 3.2 per cent and 0.7 per cent of indigenous generation.

Electricity emissions are reported to be 6.3 MtCO2eq in 2024, a decrease of 7.3 per cent from 2023 levels, with imports representing 14.8 per cent of electricity supplied in 2024.

Renewable electricity

While 1.6 GW of onshore wind (0.7 GW) and solar (0.9 GW) renewable projects received planning permission during 2024, only an additional 0.5 GW (0.2 GW onshore wind and 0.3 GW solar) of new utility-scale renewable capacity was connected, which is significantly below the 1.8 GW annual average increase in capacity that is required to meet 2030 targets.

In 2024, the dispatch-down energy from wind resources was 1,266 GWh (10.1 per cent of the total available wind energy) and 39 GWh from solar resources (5.3 per cent of the total available solar energy).

In addition to the 0.3 GW of grid-scale solar capacity connected in 2024, there

has been a significant increase in smallscale renewable generation, comprising mainly domestic rooftop solar photovoltaic panels, with a total of 0.5 GW connected by the end of 2024

Delivering a resilient electricity system

The CCAC calls on the Government to “urgently prioritise a more systemic approach to the delivery of a resilient electricity system that can withstand and recover quickly from disruptions such as extreme weather, economic shocks and cyberattacks”. This requires “significant additional capital investments – beyond business as usual – close inter-agency coordination, robust resilience metrics and maximising innovative technology use”.

The report also says that long-term development of multiple maritime ports to facilitate the construction, operation and maintenance of offshore renewable energy infrastructure “should be prioritised through a systemic approach”.

Increasing electricity supply

The report says government should “immediately align the legal mandate and strategy for all public bodies to act in conformity with the Climate Act 2021” and ensure “full depreciation of fossil fuel regulatory assets by 2050 as an integral part of the energy transition plan”.

One-fifth of the existing onshore wind fleet (>850 MW) will reach the end of its planning permission or require decommissioning by 2030. The CCAC calls on planners at local and national levels to adopt a constructive approach to repowering projects, including the appropriate use of the Habitats Directive derogation for imperative reasons of overriding public interest, while ensuring biodiversity benefits and risk mitigation.

“Sufficient resourcing and prioritisation within planning authorities will be critical to ensure that statutory timelines are adhered to for the significant volume of renewable planning decisions that need to be made in order to meet national targets, with the Council also calling on industry to accelerate construction of the 2 GW of onshore wind projects that have already received planning permission.”

The report also says that “significant investment and political support at national, regional, and local levels for upgrading the electricity grid infrastructure is vital for achieving the renewable energy targets and ensuring a sustainable, reliable and resilient electricity supply to all parts of the country”. The CCAC therefore calls for “the swift implementation of all solutions identified in EirGrid’s Shaping Our Electricity Future Roadmap and ESB Networks’ Networks for Net Zero strategy, with full transparency and monthly public reporting on the progress of each project”.

Inventory and projected greenhouse gas emissions for electricity sector (2018-2030)

Source: CCAC

Demand flexibility and reducing costs

In order to help customers save money and move their electricity consumption away from peak times, the CCAC says that government “must implement the legislative changes and licence modifications required to facilitate access to smart metering data as an immediate priority”.

“A campaign to encourage more customers to download their smart metering data from the ESB Networks online portal along with an expansion of the education and insights provided is required. The CRU has regrettably extended the deadline to 1 June 2026 for the introduction of standard dynamic price contracts to the retail electricity market, despite legislation enacted in 2022 entitling customers to dynamic electricity price contracts.

“The Council is calling on the CRU and electricity suppliers to offer a standard dynamic price contract to customers as soon as possible, in line with their legislated requirements. ICT solutions to inform customers about their real-time electricity consumption and pricing are needed to empower customers to reduce costs.”

The CCAC asserts that an enhanced emissions reporting scheme for large energy users must be operational by the end of 2025. “The Council expresses its deep disappointment at Ireland’s failure to transpose the recast Energy Efficiency Directive on time, including the failure to establish a publicly accessible reporting mechanism on the sustainability of data centres operating in Ireland.”

Commenting on the launch of the review of the electricity sector, Marie Donnelly, Chair of the CCAC says: “Despite the installation of almost two million smart meters, people, households, and businesses cannot easily access data on the consumption of their electricity to avail of better tariffs.

“Electricity suppliers must provide new tariffs, as set out in legislation, which is vital to both altering consumption patterns and shifting electricity usage away from peak times and saving people, households and businesses money. It is for these reasons that we are calling on the CRU to reconsider its decision to extend the deadline for electricity suppliers to offer these new tariffs.”

Navigating change to deliver sustainability and climate commitments

With participants from across the public and the private sectors, ESB hosted a round table discussion to explore the nuances of navigating challenges in delivering sustainability and climate commitments.

To what extent are geopolitical headwinds in sustainability and climate action impacting organisations – whether public or private sector –on the ground?

Sharon McManus

Amid ongoing geopolitical headwinds, most prominently the rhetoric in opposition to ESG observed in the United States, there is a psychological impact on all organisations. However, in ESB, where sustainability is embedded across all strategic activity, there is a resilience, and it remains a central strategic objective. For other organisations where it may not be a primary focus, I would argue that

embedding sustainability is a more challenging objective. There is a level of instability in the corporate world following the developments we have seen in the United States. More broadly, however, we should not let this distract from the enormous amount of progress that has been made on sustainability across all sectors, electricity in particular. This conversation should take place with this progress in mind, with a view to how we build on it going forward.

Fergal McParland

There is precedent in that Ireland has already successfully navigated geopolitical headwinds through the energy transition. We have faced serious challenges with Brexit, the Covid pandemic, and the war in Ukraine. We have met these and successfully persisted with delivery of the transition.

Round table discussion hosted by

More broadly, Europe must face prevailing geopolitical challenges by being as Adam Posen put it recently – its “best self”. The energy transition is not a choice, it is an obligation which Europe must continue to lead, and in which Ireland must play its role. Our sustainability policies are embedded in our climate legislation, and this is why Ireland is well-positioned to manage this current headwind.

Fergal O’Brien

The ESG backlash in the United States has had an impact on Ibec’s corporate membership, which comprises many USbased or US-led companies, and there is a challenge on how this is navigated in Ireland and by corporate HQs. The other challenge is the trade war and the uncertainty around how it will impact trade and investment decisions. The ESG backlash means that there is a challenge in that US-based corporate leaders are now hesitant to continue to support sustainability measures. The trade challenge, meanwhile, is a window in time, and we can continue to make longterm decisions with confidence that it will pass.

Lisa Ryan

At a global level, the immediate challenge concerns what happens at the next COP.

It is likely that as the US administration will embolden countries which were previously sitting on the fence on their climate commitments. Counterintuitively, the energy security challenge is more positive in that fossil fuels are becoming more expensive and will not be around for much longer, which is why it makes longterm business sense for organisations to invest in clean energy.

Mia Fahey McCarthy

Sustainability was once a concept that had to be sold to people, and now it is embedded in the structures of organisations across both the public and private sectors. However, everything goes in cycles. We are currently at a point where there is a disruption, but the hope lies in the fact that legislation underpins our long-term ambitions which are, in any case, already too embedded in our practices for any short-term disruption to leave a lasting damage.

Eimear Christian

ESG and sustainability are long-term transformation processes for businesses which are too deeply embedded to be structurally damaged by short-term political cycles, such as the ESG backlash in the US. Sustainability is something which must be done because it makes both moral and long-term business sense. The next step which must be taken now is ensuring that these principles are aligned with organisational business strategies, ensuring that progress can be measured. Organisations which are not taking these steps now will not be viable in the next decade, as unsustainable business practices will become economically unviable. Thinking about sustainability with a short-term mindset makes no sense; it requires a long-term view and this is the message that must be articulated.

How can the delivery of critical infrastructure, including renewable energy, be balanced against Ireland’s sustainability considerations?

Fergal O’Brien

Delivering our infrastructure ambitions is the biggest challenge we face nationally if we are to meet our long-term sustainability ambitions. We have a vision for sustainable infrastructure, which is positive. However, we have not yet operationalised this in terms of delivery. We still have robust assessment and legal processes which are built into the system. The core of this is the balance is between the rights of the individual and the public good. The Government introduced planning reforms, but the Planning and Development Act alone is not going to solve the bottleneck of infrastructure ambitions. We must grasp this challenge, or we will not meet our emissions reductions targets.

Eimear Christian

New and old infrastructure need to be considered in tandem. In the near term, slight increases in carbon to facilitate new build needs to be mitigated by deep retrofit of older projects. Delivering infrastructure projects at scale will require the use of energy and increase emissions temporarily, but the delivery of sustainable growth is dependent on this infrastructure being in place. We need full lifecycle assessments to be conducted to demonstrate the absolute GHG emission reductions that can be achieved by new infrastructure if low carbon is built in as a requirement at design stage.

Sharon McManus

The emphasis has been on emissions and carbon reduction for a long period of time and that will continue. Our goal is a net zero electricity system by 2040. Delivering infrastructure to make that happen will mean emitting carbon, but the infrastructure being delivered will enable significant emissions reductions in the long

Eimear Christian

Eimear Christian is Head of Sustainability and Innovation at Uisce Éireann. With over 20 years’ experience across finance, energy, consultancy, and sustainability, her expertise in the electricity and gas sectors as well as her experience in renewables, having led the Solar for Farms roll out at Bord Gáis Energy, created a natural transition into the sustainability space. Having worked as a director at Goodbody Clearstream, Eimear’s passion for sustainability grew and she has developed the Uisce Éireann sustainability strategy and set several key ambitions for the business.

Mia Fahey McCarthy

Mia Fahey McCarthy is Head of Sustainability (Ireland and International) at SSE plc. Mia has been in this role for almost eight years and oversees SSE's sustainability work in Ireland. SSE is a leading generator of renewables and flexible energy in the Britain and Ireland markets, and one of the world’s fastest-growing electricity networks companies. Prior to working with SSE, Mia held the role of Corporate Responsibility Manager with Bord na Móna.

Sharon McManus

Sharon McManus is the Group Head of Sustainability at ESB, where she leads the strategic direction on sustainability across the organisation. Sharon’s role involves ensuring the delivery of sustainability strategies and fostering a culture of sustainability across ESB. Prior to her current role, Sharon served as an engineer corps officer of the Irish Defence Forces for 27 years and has worked in both combat and infrastructural engineering environments at home and abroad including as the Defence Forces Energy Manager with responsibility for energy management throughout the land, sea, and air domains.

Fergal McParland

Fergal McParland is Chief Technical Advisor (CTA) for Energy at the Department of Climate, Energy and the Environment (DCEE). Fergal has over 20 years’ experience in the energy sector. Prior to his role as CTA, Fergal held several roles at EirGrid Group across ICT, grid development, and interconnection. He has extensive experience in the development and design of European energy markets and previously held the role of chairperson of the Board of the Joint Allocation Office (JAO) in Luxembourg. Fergal was also previously a member of the GB TSO Steering Committee designated by the Department of Energy Security and Net Zero (DESNZ) in UK with responsibility for oversight of the implementation of post-Brexit cross border interconnector trading arrangements.

Fergal O’Brien

Fergal O’Brien is Ibec’s Executive Director of Lobbying and Influence. He leads and coordinates the organisation’s activity across a range of business policy issues and public affairs activity. He represents Irish business on several fora at both national and EU level and is currently a member of the National Competitiveness and Productivity Council and a council member of the Foundation for Fiscal Studies and was a member of the Commission on Taxation and Social Welfare. Prior to joining Ibec in 2005, Fergal worked for five years as an economic consultant with Fitzpatrick Associates.

Lisa Ryan

Lisa Ryan is a professor of energy economics in UCD School of Economics and the UCD Energy Institute. Her research is in clean energy technology adoption, energy markets, and climate change economics and related policy. She was the senior energy economist in the Energy Efficiency Unit at the International Energy Agency (IEA) in Paris until summer 2013. She has also previously worked as policy analyst in the public sector and Volkswagen AG.

“People are the enabler, and the wider climate and sustainability agenda hinges on community engagement.” Sharon McManus

term. ESB spent over €2 billion in 2024 alone on critical energy infrastructure, which is essential if we are to reach our national climate goals. We aim to spend another €13 billion over the next five years, supporting the Climate Action Plan and helping secure long-term sustainability for Ireland.

Fergal McParland

It is a whole-of-system challenge because this is about a step-change in how we deliver critical infrastructure to support the energy transition. The Price Review Six (PR6) period is probably the first of successive implementation strategies through which this stepchange will be realised. Utility companies have engaged constructively with the Department to support government’s sustainability ambitions. We have seen positive, collective leadership through the work of forums such as the Offshore Wind Delivery Taskforce which includes

participation from all the relevant stakeholders. If we are to succeed in the whole-of-system approach, we need engagement processes such as those established through these taskforces.

Lisa Ryan

Critical infrastructure is going to ensure enhanced sustainability and there are some areas where a significantly increased rollout of infrastructure is needed. We are not going to get to net zero emissions without, for example, district heating and we urgently need to make more progress on that. Offshore wind is another area where we need to see progress, as well as wastewater treatment capacity, especially if we are to tackle broad societal challenges such as the delivery of increased housing supply.

Mia Fahey McCarthy

Ireland has the potential to be one of the best places in the world to invest in and deliver clean energy infrastructure. There are so many variables needed to get all our infrastructure projects moving. For example, there are new technologies for refurbishing existing wind turbines which are coming to their end of life. However, the policy frameworks with respect to planning and the enabling infrastructure is not yet there to empower companies to repurpose and repower existing windfarms we already have on the system, and that will be critical to keep on the system in order for the State to meet its 2030 targets.

How do you see sustainability reporting evolving in the future, given developments like the European Commission’s Omnibus legislation?

Fergal McParland

To paraphrase Einstein, everything should be made as simple as possible, but not

“ESG and sustainability are... too deeply embedded to be structurally damaged by shortterm political cycles...” Eimear Christian

“There is a broad social contract dimension to the successful delivery of the energy transition...”

Fergal

McParland

simpler. This is a good summary of the tactical approach adopted for the Corporate Sustainability Reporting Directive (CSRD). The objective is to simplify sustainability reporting but no simpler than is necessary. The Omnibus package strikes this balance. It will ensure that sustainability targets are met without burdening SMEs. We should see more of that iterative cycle from a legislative perspective from the Commission, whereby the core principles are established and then through iteration the optimal mechanism for implementation is determined. A similar approach has been adopted for CBAM.

Fergal O’Brien

The Omnibus legislation reflects a new sense of urgency from the European Commission in balancing the climate perspective with the competitiveness agenda. The cost of what businesses were being asked to do was not proportionate to the benefit accrued. Sustainability reporting is important, but in the absence of sustainability leaders within SMEs, CEOs and CFOs were being asked to undertake this with incredible administrative costs. Everyone underestimated the scale of professional services costs, and a whole industry emerged around sustainability reporting which was never the objective.

Sharon McManus

ESB is a semi-state, but we are heavily reliant on capital markets to fund our objectives. As such, we require

transparent mechanisms which offer prospective investors an insight into our performance. The market is continuing to demonstrate a significant interest in sustainability and nature-related investment. A mechanism like the CSRD is so beneficial to organisations like ESB in that it provides for a level playing field, transparency, and assurance. While the European Commission is now seeking to strike the right balance, one misgiving I have in relation to the Omnibus package is the Corporate Sustainability Due Diligence Directive’s (CSDDD) supply chain aspect. Whether you are reporting under CSDDD or not, we must ensure a strong and stable supply chain.

Eimear Christian

The CSRD, although too complicated, enhanced awareness of risks from a business perspective. It would be unthinkable to see the CSRD vanish entirely so hopefully the Omnibus package will strike an optimal balance for everyone. Sustainability reporting is not new, rather the CSRD was an attempt to make it mainstream and comparable for financiers who want enhanced transparency around sustainability to inform their investment decision-making. To some extent, the markets will dictate the future of sustainability reporting, and it is likely that transparency will prevail. In time companies will realise there are numerous reasons to report on climate risk and resilience that go far beyond compliance.

Mia Fahey McCarthy

As Eimear says, we have been reporting against several sustainability frameworks for many years, though perhaps none as onerous as CSRD which is why they have not received the same attention. Nobody can argue that we do not need a transparent framework against which to compare companies’ sustainability performances. Ultimately, whichever way the Omnibus package lands, it must deliver a consistent mechanism that avoids undermining sustainability professionals.

Lisa Ryan

The ESG movement has brought the sustainability agenda into the boardroom, to companies, to areas of companies which are not involved in energy. I was concerned when I heard that CSRD was being reappraised. It is important that there is transparency around corporate sustainability – it enables companies to demonstrate that they are performing well and ultimately reduces greenwashing. Among colleagues in Smurfit Business School, there is an interest in the metrics of ESG, and their students are then bringing this knowledge into all areas of the economy. In that context, we must retain a transparent – though simplified –reporting framework.

How can we better engage the public on sustainability and net zero, to deliver change while ensuring a just transition?

Mia Fahey McCarthy

When discussing climate action and the net zero transition, we are often communicating with communities. Jargon means nothing to communities. We must communicate in a language that people can understand to bring people with us on the journey. SSE cannot operate without social or community acceptance and, in its absence, we would have a difficult road ahead in delivering new infrastructure. It is paramount that local communities see the benefits of these new infrastructure projects and of the energy transition more broadly, be that through local economic contributions of these projects, as well as employment and

“Delivering our infrastructure ambitions is the biggest challenge we face nationally...”

Fergal O’Brien

reskilling opportunities in new, cuttingedge and growing sectors. We must understand people’s sense of place and invest in infrastructure in a manner that minimises disruption, recognising that sometimes disruption is inevitable.

Lisa Ryan

One thing we know is that simply appealing to people to do good – and invest in a technology for the benefit of others – is not a one-size-fits-all solution. However, technologies that are mutually beneficial for the environment and individuals – such as solar panels – work particularly well. At the same time, we must ensure that price signals are fair. For example, if we are going to increase the cost of fossil fuel cars, we must ensure that a cheaper, viable public transport alternative exists. Price signals must also avoid being regressive and disproportionately affecting lowerearning cohorts of the population. For instance, they can be offset via mechanisms that redistribute revenue via social welfare, retrofits, or climate projects. Price signals must also be accompanied by information to ensure that people understand what is happening. It takes a long time for populations to get used to a new idea.

Fergal O’Brien

We do not talk enough about economic sustainability, for example, the economic sustainability of agriculture. Many holdings will not be economically viable unless we address the climate and sustainability challenge. We must also better integrate our energy and industrial

policies. In the next phase of industrial development, a major component will be energy. This will entail a substantive and economically sustainable transformation of regions. For example, the Shannon Estuary Economic Taskforce demonstrated excellence in terms of engaging a community and selling the economic development potential of the Shannon Estuary region.

Sharon McManus

In ESB, we want to move forward to a scenario in which communities recognise the benefits that the delivery of our infrastructure can bring to their regions through community benefit funds, job creation, and industrial development. People are the enabler, and the wider climate and sustainability agenda hinges on community engagement. The work of the Shannon Estuary Economic Taskforce is an exemplar of what can be achieved. Regarding communication, in the past our messaging may have been too complex at times – we need to simplify this and pivot emphasis away from the individual and towards the collective.

Fergal McParland

There has been a step change in public discourse around infrastructure delivery. How agencies and developers are now working with communities in terms of effectively communicating the benefits of infrastructure projects has been transformational. However, there is a broad social contract dimension to the successful delivery of the energy

“The ESG movement has brought the sustainability agenda into the boardroom.”

Lisa Ryan

transition that must be continuously articulated if we are to be successful. The fundamentals of community gain are now established in government policy, and the enhanced visibility of these principles via the consultative strategies of agencies and developers is a critical cornerstone for success.

Eimear Christian

One of Uisce Éireann’s current initiatives is to educate one million people on the value of water by 2030. We want people to engage and understand that water is a finite resource and that we have a collective responsibility for what is a shared resource. Consistent leadership and messaging around water infrastructure is essential to avoid undermining public opinion.

What opportunities exist for organisations to simultaneously enhance competitiveness while delivering sustainability and climate commitments?

Sharon McManus

Energy security is critical for our economic and national security. We are operating in a period of great uncertainty, and we must be comfortable with that. The opportunity for Ireland is immense, especially if we can ensure energy security through our abundant indigenous resources like wind power. It will be a challenge getting to that point, but it will unlock so much potential. Collaboration is the key to this journey, which means that opportunities exist for all organisations.

Fergal O’Brien

We are in a phase where the energy trilemma is coming into sharper focus in terms of affordability, security, and sustainability. We must have a more transparent conversation on competitiveness and cost; deciding who will pay for the net zero transition. These are the questions business leaders are consistently raising. We all know that there will be a cost to this, but there is no definitive answer as to what this cost will total.

Eimear Christian

The focus needs to be on collaboration rather than competitiveness when looking through an ESG lens. The only way to deliver climate commitments is by working together. Cost is a huge challenge for climate adaptation because there is a high level of uncertainty as to

“Nobody can argue that we do not need a transparent framework against which to compare companies’ sustainability performances.” Mia Fahey McCarthy

who will pay for it. Delays in approving large infrastructure projects will impact our overall competitiveness as a country to attract FDI as well as our ability to simply service organic growth. The Water Supply Project is an example of a critical project that needs to be expedited through the planning process. Getting the project off the ground will create enormous socioeconomic opportunities right across the country, but if we are to make progress, we must communicate the importance of this project and ensure that we bring the public on the journey with us.

Lisa Ryan

Climate change and sustainability investment is a long-term project for any organisation, and we must encourage organisations to understand these investments in that context. Energy efficiency is a classic example; there is a high upfront cost but a considerable long-term gain. We need to be transparent about costs, and the reality is that there will be costs either way; continuing to use fossil fuel energy will be expensive and will not guarantee energy security, whereas pursuing sustainability measures will ensure our long-term competitiveness.

Fergal McParland

There are considerable opportunities established through policy. Minister O’Brien recently showcased SEAI’s grants for SMEs for business energy upgrades, including the Non-Domestic Micro-generation Support Scheme (MSS), which allow for sustainable energy use to be embedded at SME level. The grants are available and SEAI is ensuring that those policy objectives are met, helping to bring communities on this journey with us.

Mia Fahey McCarthy

The key to making progress is enhancing supply chains, which will bring benefits to large businesses and SMEs alike and the collaboration opportunity emanates from that. For example, SSE recently held a stakeholder event with our suppliers to ensure that SMEs were properly informed in developing their own climate action plans. It is about seeing sustainability initiatives as a whole-picture piece and bringing all stakeholders right across the supply chain with us.

Ongoing areas of crossborder health cooperation

The re-emergence of structured cross-border health cooperation on the island of Ireland has gained renewed momentum after new funding announcements and a series of successful meetings between the two health ministers, Jennifer Carroll MacNeill TD and Mike Nesbitt MLA.

Minister for Health Carroll MacNeill TD met with the northern Minister Nesbitt on 14 May 2025 to discuss cooperation in the health sector at the twenty-sixth North South Ministerial Council Health and Food Safety meeting, which was held in the NSMC Joint Secretariat Offices, Armagh.

This followed Nesbitt’s visit to Dublin on 27 February, during which Minister MacNeill welcomed Minister Nesbitt to the Department of Health to discuss NorthSouth cooperation on health and social care, after which the two Ministers undertook a joint visit to the New Children’s Hospital.

After this, the North’s Department of Health introduced a £10 million initiative designed to ease persistent pressures on elective care services.

Funded through a broader £215 million package for waiting list reduction, the cross-border component marks a return to pragmatic interjurisdictional solutions, this time operating outside the previously relied-upon European Union legislative framework.

With access to EU healthcare directives no longer available to UK regions, the new mechanism operates through a reimbursement model for patients receiving procedures south of the border. While scaled modestly, the scheme is a notable indication of the ongoing strategic relevance of cross-border engagement in health both for service delivery and for longer-term systems innovation.

The Waiting List Reimbursement Scheme (WLRS) applies to individuals waiting over two years for treatment in the North’s Health and Social Care (HSC) system. Under the scheme, patients may independently

access treatment in hospitals across the border, with reimbursement up to the value of the equivalent HSC tariff upon completion. The approach aligns with past EU directive-based models in structure, but is now administered entirely through the northern department.

The scheme between the Government and the Northern Ireland Executive is an individual-based reimbursement system with eligibility thresholds and tariff limits. Costs in excess of HSC rates must be borne privately, and travel or accommodation expenses are not included.

Nesbitt has described the cross-border component as “a targeted investment to utilise all available avenues to reduce elective waiting times”, noting that its design ensures alignment with existing HSC financial parameters.

The northern department has emphasised that this is a time-limited and non-recurrent allocation. As such, it forms part of a short-term intervention strategy rather than a shift in structural service delivery. Future decisions will be based on performance data and wider fiscal considerations.

Policy alignment

There are several agreements in place covering specific specialist cross-border initiatives that ensure that patients can receive a range of medical procedures/services as close to home as possible. This has helped reduce travel time, and increase ease of access, which has been hugely beneficial for patients, their families, and carers across the island.

There is also ongoing engagement between both jurisdictions at official level, and this includes work on the exploration of those areas of health cooperation that could be further expanded to benefit residents on the island of Ireland on a cross-border basis.

The Department of Health says that opportunities to avail of further Shared Island Initiative funding are also being explored by officials in both jurisdictions. Under this initiative, the charity Cancer Fund for Children (CFFC) was awarded a total of €7.5 million (€5 million from the Department of Health combined with €2.5 million from the Shared Island Fund) to expand services with construction of a second residential therapeutic centre in Cong, County Mayo. CFFC has run Daisy Lodge in Newcastle, County Down since 2014, and the second centre will offer the same support services in a new location. The new centre, the Department states, “will welcome families from both Ireland and Northern Ireland for free short breaks and will establish a vital service based in the west of Ireland for children with cancer and their families to be able to relax

and enjoy time together with other children and their families who are going through a similar experience”.

A departmental spokesperson adds: “Additionally, stakeholders working in healthcare north and south of the border continue to collaborate on cross-border EU funding programmes. The PEACEPLUS programme, which builds upon the work of the previous PEACE and INTERREG programmes is a new cross-border funding programme supported by the EU, the UK Government, the Government of Ireland, and the Northern Ireland Executive. Aiming to ensure equal access to healthcare and fostering resilience in health services, this will be achieved through a range of collaborative, cross border health and social care initiatives.”

Furthermore, 10 projects have been selected to receive over €85 million in funding support under the main health and addiction calls of the PEACEPLUS Programme, aimed at primarily benefitting residents of the North, but also communities in the border counties in the South, namely Counties Cavan, Donegal, Leitrim, Louth, Monaghan and Sligo.

“Working collaboratively to address healthcare challenges in both jurisdictions is of the utmost importance and enhancing north-south cooperation will continue to be a priority for the Department of Health.”

In a statement to eolas Magazine, a Department of Health spokesperson said that the Department is “committed to continuing close and productive cooperation with the Northern Ireland Executive on health and social care issues”.

“The Department is deepening and broadening north-south cooperation in healthcare provision through direct links between officials and clinical staff in both jurisdictions, as well as cross-border engagements such as the North-South Ministerial Council (NSMC), the Shared Island Initiative, and the Cross Border EU Funding Initiative, PEACEPLUS.”

‘Substantial expansion’

acute hospital capacity required

of

Ireland’s public acute hospitals will require a net increase of between 4,400 and 6,800 inpatient beds by 2040, according to projections from the Economic and Social Research Institute (ESRI).

This expansion will be required to address demand growth driven by demographic trends, ongoing system pressures, and changing patterns of hospital utilisation.

The projections are set out in the ESRI’s Projections of National Demand and Bed Capacity Requirements for Public Acute Hospitals in Ireland, 2023-2040, prepared on behalf of the Department of Health under the ESRI/Department of Health Research Programme in Healthcare Reform.

The report, published in late-May 2025, applies the ESRI’s ‘Hippocrates model’ to

produce demand and capacity scenarios based on 2023 hospital activity profiles and updated population projections incorporating Census 2022 data.

The central finding is that Ireland will require a sustained programme of capacity expansion over the next 15 years to meet projected increases in demand for emergency and elective care.

The requirement for additional beds will arise even under optimistic progress scenarios which assume successful delivery of key reforms, including expanded chronic disease management and increased community-based care.

Demographic drivers of demand

The projected population of the State is set to increase from 5.3 million in 2023 to between 5.9 and 6.3 million by 2040. The proportion of the population aged 65 and over is expected to rise from 15 per cent to approximately 21 per cent. These shifts will have significant implications for demand for acute hospital services, given the higher rates of hospital use among older cohorts.

The modelling also takes account of trends in activity rates, healthy ageing

issues eolas

assumptions, and a range of policy-related factors, including the impact of potentially avoidable hospitalisations and waiting list management initiatives.

Projected activity growth

Across all services modelled, demand is projected to increase substantially by 2040:

• Emergency department attendances are projected to increase by between 333,000 and 444,000, with an average annual growth rate of 1.1 per cent to 1.4 per cent.

• Outpatient attendances are projected to increase by between 950,000 and 1.3 million, with an annual growth of 1.1 per cent to 1.5 per cent.

• Day patient discharges are projected to rise by between 302,000 and 442,000, an annual growth of 1.3 per cent to 1.9 per cent.

• Inpatient bed days are projected to rise by between 1.2 million and 2.1 million, reflecting an annual growth of 1.6 per cent to 2.6 per cent.

Capacity requirements

The core capacity finding is that inpatient bed capacity will need to increase by between 4,400 and 6,800 beds by 2040, requiring an annual growth rate in bed numbers of between 1.9 per cent and 2.8 per cent.

The report also projects a requirement for between 650 and 950 additional day beds.

These requirements are based on achieving target occupancy rates of 85 per cent to 90 per cent. If occupancy were to remain at current elevated levels, the additional capacity required could be even higher.

Scenarios and sensitivity analysis

The report presents multiple scenarios:

• a status quo scenario, assuming existing activity patterns continue;

• low-pressure and high-pressure scenarios, varying key assumptions including population growth and rates of healthy ageing; and

• a progress scenario, incorporating potential impacts of successful policy implementation, including:

o greater delivery of care in community settings;

o improved chronic disease management;

o reduced avoidable hospitalisations; and

o enhanced management of waiting lists.

Even under the progress scenario, which assumes effective delivery of Sláintecare reforms and optimal reduction of unnecessary hospital admissions, the model projects a requirement for significant additional inpatient capacity.

Policy implications

The report concludes that sustained investment in hospital infrastructure and workforce will be required over the coming 15-year period to meet the projected demand. The findings have implications for:

• implementation of the Acute Hospital Inpatient Bed Capacity Expansion Plan;

• capital planning and alignment with the National Development Plan and Project Ireland 2040;

• workforce planning, given the recruitment and retention challenges associated with operating an expanded hospital system; and

• design and delivery of integrated care models, particularly in respect of primary and community-based alternatives to hospital admission.

The report also highlights the importance of improving the health system data landscape, particularly in relation to outpatient services, where current data quality and consistency remain limited. The full implementation of the individual health identifier is deemed a key enabler for improved modelling and planning.

Next steps

The ESRI recommends that projections of this nature be updated regularly to reflect changes in demographic trends, service delivery models, and policy implementation. The authors further note that while system reforms will contribute to managing demand growth, they will not eliminate the need for significant capacity expansion.

Speaking upon publication of the report, Aoife Brick, senior research officer at the ESRI and lead author of the report, said: “Our findings highlight significant future growth in demand for public acute hospital services, driven primarily by population growth and ageing. The report offers policymakers evidence on the scale of service expansion needed to meet future demand.”

Reacting to the report, Minister for Health Jennifer Carroll MacNeill TD, said: “This resource from the ESRI allows us to better anticipate future healthcare demand and capacity, ensuring our health system evolves to meet the needs of our changing population. I look forward to ongoing engagement with the ESRI and our colleagues in the HSE as we continue to develop and strengthen our future capacity plans.”

CRU Chair Jim Gannon: Guiding the energy transition

eolas Magazine sits down with Jim Gannon, Chair of the Commission for Regulation of Utilities (CRU), to discuss the organisation’s new strategic plan, regulatory priorities, and the increasing complexity of energy and utility markets in Ireland.

Gannon frames the CRU’s strategic plan in the broader context of change. “There is a huge level of investment required over the coming years in our networks and systems,” he explains. “The market has grown in size and complexity, and we need to scale the organisation accordingly.” The CRU’s eight strategic priorities form the backbone of the new strategy. These are:

1. an acceleration to net zero;

2. enabling efficient and effective energy markets;

3. securing resilient, critical national infrastructure;

4. facilitating efficient infrastructure investment;

5. protecting consumers;

6. ensuring energy safety;

7. maintaining effective regulation of water services; and

8. empowering and protecting consumers to participate in and benefit from the energy transition.

Gannon states that agility, collaboration with policymakers and industry, and stakeholder engagement will be central to delivering on these goals.

Responding to policy change and economic pressures

According to Gannon, one of the most significant changes CRU is aspiring to deliver is an organisational shift toward more rapid decision-making, facilitated by increased resourcing and other measures, such as the implementation of a Programme Management Office to enhance delivery. This acceleration comes in response to changes at both European and national policy levels. “There is an increased focus on affordability for residential and small business users, and on competitiveness for larger businesses,” he says.

As Ireland invests in more advanced and digitalised energy networks, Gannon stresses the importance of driving greater value from these investments. “We must ensure that these investments are made in a way that does not place undue financial pressure on consumers,” he adds.

Delivering decarbonisation

Decarbonisation is a golden thread running through the CRU’s strategic plan. Gannon highlights that CRU’s regulatory frameworks, particularly in the context of Price Review 6 (PR6), are designed to support large-scale infrastructure development at an accelerated pace. “This includes facilitating solar farms, wind farms, offshore wind, storage and the necessary grid technologies to support them,” he notes.

The CRU is also focused on market structures that incentivise not only industrial demand response, but also small-scale demand-side response and microgeneration. “The new strategy tries to use both market mechanisms and system incentives to encourage behaviours that align demand with our increasingly decarbonised energy resources,” Gannon says.

This reflects a shift in regulatory emphasis, with increasing attention on how homes and businesses can adapt energy usage to support overall system efficiency.

The regulator’s role

In the energy transition, Gannon describes the CRU’s role as “twofold”:

Firstly, it is tasked with incentivising network operators to invest in appropriate infrastructure and to ensure that such investments are efficient.

Secondly, it must establish market incentives that maximise the use of renewable resources while promoting effective demand-side participation.

“These behaviours and investments, if incentivised appropriately, will lead to better outcomes for both consumers and businesses,” Gannon explains.

Integration of renewables and grid stability

Addressing the practical integration of renewables, Gannon stresses the need for increased grid investment to reduce curtailment and constraints.

In this context, CRU’s strategy points to the importance of flexibility technologies. These include demandside modifications in response to market signals and the deployment of battery storage at both large and small scales. These technologies can help 4

Joining Jim Gannon on the three-person Commission are two recently appointed Commissioners. (L-R): Fergal Mulligan, previously led the National Broadband Plan and held senior roles in ComReg and PwC. Dr Tanya Harrington was formerly Chief Regulatory Affairs Officer at An Post and held senior leadership roles at Powerscourt, NTR Foundation and in government.

mitigate overproduction of electricity from wind or solar by storing surplus energy for later use, thereby providing increased operational flexibility.

Additional measures include investments in system services that ensure grid stability. Technologies such as synchronous condensers, which replace the stabilising function of thermal generators, are viewed as essential to this effort.

Stakeholder engagement and strategic development

Gannon provides insight into the process behind the strategy’s development. The CRU engaged in both internal and external consultations, and feedback played a significant role in shaping the plan.

Stakeholders, Gannon states, consistently highlighted two challenges: the need to maintain energy security while continuing to accelerate decarbonisation alongside the requirement to balance this with affordability and competitiveness.

A consistent message across stakeholders was the need for CRU to be appropriately resourced to face the challenges ahead.

The CRU also engages closely with European policy developments through organisations such as the Council of European Energy Regulators (CEER) and the Agency for the Cooperation of Energy Regulators (ACER), to ensure that EU directives are both transposed and actionable within the Irish regulatory framework.

Decarbonised gas and the role of hydrogen

The CRU’s strategic direction includes a focus on developing a future decarbonised gas network. Gannon outlines the regulatory approach to both biomethane and hydrogen.

“I think there are two significant sets of opportunities and two significant sets of challenges around renewable gas.

“Biomethane is a very well understood technology. We have natural resources –different types of biomass in Ireland –that can produce biogas, which can then be injected into the gas grid. That is

“In recent years, the size and complexity of the sectors we regulate have increased, alongside additional responsibilities being added to our mandate.”

already happening. The technology exists, and the market incentives are a bit more familiar, so there is definitely an opportunity there.”

On hydrogen, he says: “The best use cases are less clear at the international level. More recently, a lot of the attention has focused on where hydrogen can be used effectively, especially in heavy industrial clusters where there might be a specific business case.

“This involves different approaches, including green hydrogen, which is produced directly from renewable energy, and blue hydrogen, which is made using more traditional means like natural gas.

“These methods result in hydrogen at very different price points. So the question is still open, not just globally, but specifically for Ireland, about where hydrogen fits best, both in terms of our current gas mix and our industrial demand.”

Infrastructure investment and grid resilience

In the short to medium term, CRU’s policy focus will centre on investment planning through its upcoming PR6 draft determination. Gannon described the proposed framework as agile and “permissive”, encouraging ESB Networks and EirGrid to deliver on ambitious network and systems goals.

However, the CRU is also focused on ensuring that network companies deliver value for money. “If delivery does not occur at the anticipated pace, we will ensure that consumers are not overpaying,” he explains.

Grid resilience, both in terms of physical and cyber threats, is also a growing area of focus. The CRU has requested that utilities demonstrate how their proposed investments account for extreme weather events, cyberattacks, and physical security risks.

Innovation and AI

The CRU is exploring how technology can strengthen its role in regulating Ireland’s energy markets. A recent area of focus is the use of artificial intelligence (AI), not only in consumerfacing applications such as smarter networks, but also in deeper market analysis.

“AI can be helpful in examining data and in sifting through information to determine trends, to determine habits, to determine particular behaviours,” Gannon notes. He sees potential in applying AI to monitor generator behaviour, assess market movements, and evaluate the use of natural resources like wind and solar energy.

Internally, the CRU is considering how AI can support its engagement with consumers. One area of interest is improving how feedback is processed

and prioritised. “How can we address different feedback we get from consumers to really make sure we are capturing their key priorities?” Gannon asks. The goal is to use digitalisation to build a more responsive and transparent regulatory process that ensures consumers’ voices are heard and acted upon.

Gannon also believes that smarter use of data can contribute to a more cost-effective energy network. With better analysis and control tools, the CRU sees opportunities to make more informed investment decisions, targeting resources where they can deliver the greatest impact, while also acknowledging the inherent risks associated with AI.

“It can provide us with more sophisticated tools and insights, that should allow us to plan a more cost-effective network,” he says. The emphasis is on using technology to support the energy transition while remaining focused on value for the end user.

However, Gannon acknowledges the need to balance these benefits against the energy demands of digital technologies themselves.

“For every kWh used for processing capacity, we need to seek value in return,” Gannon stresses.

Organisational growth and future capacity

Looking ahead, the CRU is seeking an increase in staffing and organisational capacity. The regulator is currently in ongoing dialogue with its parent department about growth requirements.

“In recent years, the size and complexity of the sectors we regulate have increased,” Gannon says. He also cites a range of new responsibilities being added to CRU’s brief that are driving this.

The CRU’s ambition is to ensure it can continue supporting national policy goals while delivering quality regulatory services to both consumers and industry participants.

Collaboration

Asked to summarise CRU’s message to the wider energy sector, Gannon emphasises the need for collaboration. “In a time of rapid transition, where affordability and competitiveness are key challenges, we need to make sure we are making the right investments and the right changes to the market. We work better when we work together with industry, consumers, and policymakers.”

Profile: Jim Gannon

Jim Gannon has been a Commissioner with the CRU since October 2019 and Chairperson since March 2023. Jim previously served as the CEO of the Sustainable Energy Authority of Ireland (SEAI), and before that worked for 15 years in the private sector within the engineering and energy sector. Gannon is a graduate of both the University of Galway and the University of Wales Aberystwyth, and he holds an MBA from the UCD Smurfit School of Business.

Government departments re-named issues eolas

Six months into the new government taking office, a comprehensive transfer of functions has taken place across the public sector, giving effect to the re-naming of a number of government departments.

The transfer of function of government departments took place between 1 June 2025 and 5 June 2025, under the statutory mechanism of section 6 of the Ministers and Secretaries (Amendment) Act 1939.

Subsections 6(1)(c) and 6(1)(d) of the Act enable the Government to transfer functions from one minister or department to another by utilising the Transfer of Functions Order mechanism, while subsections 6(1)(a) and 6(1)(b) authorise the Government to change the name and title of ministers and departments, also by order.

In spite of pre-election speculation that a new ‘department of infrastructure’ could be created and a new ‘department of home affairs’, no new departments have been created by the Fianna Fáil-Fine Gael-Regional Independent government. However nine of the 18 departments have had transfers of functions and names. These are:

• Department of Children, Disability and Equality, formerly the Department of Children, Equality, Disability, Integration and Youth

• Department of Climate, Energy and the Environment, formerly the Department of the Environment, Climate and Communications

• Department of Culture, Communications and Sport, formerly the Department of Tourism, Culture, Arts, Gaeltacht, Sport and

Media

• Department of Foreign Affairs and Trade, formerly the Department of Foreign Affairs

• Department of Justice, Home Affairs and Migration, formerly the Department of Justice

• Department of Education and Youth, formerly the Department of Education

• Department of Enterprise, Tourism and Employment, formerly the Department of Enterprise, Trade and Employment

• Department of Public Expenditure, Infrastructure, Public Services, Reform and Digitalisation, formerly the Department of Public Expenditure, National Development Plan Delivery and Reform

• Department of Rural and Community Development and the Gaeltacht, formerly the Department of Rural and Community Development

The Department of Agriculture, Food and the Marine; Department of Defence; Department of Finance; Department of Health; Department of Further and Higher Education, Research, Innovation and Science; Department of Housing, Local Government and Heritage; Department of Social Protection; Department of the Taoiseach; and Department of Transport all maintain their names and broad functions from the previous government term.

Ireland aiming to attract US professionals

The Government has approved the initiation of a talent acquisition programme to attract international researchers to Ireland in response to US policy changes which have “increased mobility among highperforming scientists”.

The Department for Further and Higher Education, Research, Innovation and Science, in conjunction with Research Ireland, is tasked with delivering the programme. The programme will focus on research projects across energy security, healthcare, life sciences, digital technologies and AI, food security, cyber security, semiconductors, and quantum technologies.

Funding cuts and clampdowns on immigration have created instability in the US scientific community, presenting an opportunity for Ireland to position itself as an attractive place for scientists to conduct research. Since January 2025, ‘Department’ of Government Efficiency (DOGE), formerly led by Elon Musk, has implemented cuts on health research by universities and government. The New York Times reports that DOGE banned researchers from the National Institute of Health (NIH) from publishing their scientific results in academic journals.

In March 2025, Immigration and Customs Enforcement (ICE) agents began arresting student protestors expressing proPalestinian views and detaining them in remote migrant facilities. The clampdown expanded in April 2025 as the Government began to terminate thousands of students’ legal residency at institutions in the US. More than 1,000 international students or recent graduates have had their visas revoked or legal statuses change. Some researchers abroad have refused to return to the US, creating further instability in US colleges.

Ireland aims to take advantage of the opportunity presented to Ireland by this uncertainty in the US through the programme. The Department asserts: “Ireland’s highly responsive skills system, spanning Higher and Further Education will be central to the response. The department is already mobilising supports for reskilling and upskilling through

Springboard+, micro-credentials, and apprenticeships.”

Minister for Further and Higher Education, Research, Innovation and Science James Lawless TD says: “This announcement continues to advance the priority of building Ireland’s knowledge-driven economy, which is strongly underpinned by a renewed commitment in the Programme for Government to enhance Ireland’s research and innovation system.

“In a time of uncertainty for the scientific community, Ireland remains firmly committed to investing in scientific excellence and upholding the core values of academic integrity and independence.

“We are committed to supporting Irish researchers at home and also to welcoming exceptional global talent who might now be questioning where they’ll be able to further their work.”

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Transport Minister Darragh O’Brien TD:

‘A transformative programme of investment in transport infrastructure’

A connected and sustainable transport network is key to Ireland’s economic growth and achieving our climate goals, writes Minister for Transport and Minister for Climate, Energy and the Environment Darragh O’Brien TD.

My vision for the next five years of this government is to drive forward a transformative programme of investment in sustainable and modern transport infrastructure to drive economic growth for the country.

Sustainable public transport is one of the most effective tools we have to reduce emissions and meet our climate targets. As Minister for Transport – and also for Climate, Environment and Energy – I know that the next five years are critical for delivering real change.

But this is not just about policy or targets. As a father to a 16-year-old daughter, I am reminded daily that climate action is not optional – it is urgent. For my daughter’s generation, the climate crisis is the defining issue, and they are rightly demanding that we act now. We owe it to them to build a future that is cleaner, fairer, and more sustainable.

As Minister, my priorities for the next five years include expanding our bus and rail fleets, building new rail stations, and accelerating the electrification of public transport through significant investment

in electric buses and charging infrastructure. I am also committed to supporting people in making the switch to electric vehicles (EVs) through grants that reduce purchase costs and by improving the supporting infrastructure.

Connectivity and liveability

We will also continue to invest in reliable, accessible, and efficient transport links between our towns, cities, and rural areas. At the same time, we will continue to upgrade and improve our road

“My vision for the next five years of this government is to drive forward a transformative programme of investment in sustainable and modern transport infrastructure.”

Minister

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

network – making it safer, more efficient, and better aligned with the needs of local communities by removing unnecessary traffic from city centres and making our towns and cities more liveable.

At the end of May 2025, I officially opened the Killaloe Bypass, a transformative road project which will reduce traffic and support the local economy in both Killaloe in County Clare and Ballina in County Tipperary. This was a €90 million investment by my department and will greatly improve the quality of life for residents of both towns. The alternative route will take through-traffic and HGVs out of both town centres, thereby significantly reducing congestion, protecting both heritage areas, and providing a much-needed boost to the local economy and the region’s tourism sector. The project also included active travel to encourage more people to use sustainable travel options.

International connectivity

Looking at the big picture, international connectivity is also essential for economic growth, which is why enhancing the capacity of Dublin Airport remains a priority for me as Minister for Transport and for the Government as a whole, working with key stakeholders and residents. I am also committed to strengthening connectivity across the entire country by investing in our regional airports – Kerry, Donegal, and Ireland West – as well as supporting the continued development of Shannon and Cork airports.

Public transport

In public transport, we are now progressing several major projects nationwide which will significantly improve Ireland's transport system. BusConnects is a transformative programme of investment in the bus system, providing better bus services across our cities. In Dublin, the major infrastructure element of BusConnects comprises the Core Bus Corridor schemes. These corridors aim to provide over 200km of enhanced bus and cycling infrastructure in Dublin. I am pleased to say that An Bord Pleanála has approved all 12 Core Bus Corridor applications in Dublin. My department aims to have the first of the Core Bus Corridors in construction this year.

We have also made strong progress in rail investment. In April 2025, I was pleased to open a new ‘through’ platform at Kent Station in Cork city. Works are also continuing on the other Cork Area Commuter Rail Programme Phase 1 works and I look forward to these works being complete in 2026. And the Luas Cork, the new light rail project for the city is progressing.

Cork, along with Dublin, has been selected by the European Commission to become one of Europe’s first climate-neutral cities. The proposed Luas Cork line supports this ambition by promoting sustainable, high-capacity public transport and reducing reliance on private cars.

We have also received planning approval for DART+ West and full approval for DART+ South West and the new DART+ Fleet, which is currently undergoing testing, will start rolling out on the Northern line from Dublin to/from Drogheda in 2026.

“I want to see construction work begin on the Dublin Metro during this term of government.”

The Metrolink is a critically important project, not just for the airport and the region but nationally too. I want to see construction work begin on the Dublin Metro during this term of government.

Safety on public transport

One of my key priorities is addressing safety on public transport. While significant progress has been made in

recent years through increased investment in safety measures, antisocial behaviour – or even the perception of it – remains a serious challenge.

Those who rely on or work within our public transport system must feel secure as they go about their daily lives. That is why I have initiated work to establish a dedicated Transport Security Force. This is a priority for me, and legislative proposals are currently

being developed in collaboration with the National Transport Authority (NTA) to bring this commitment forward.

Dependability

We also need public transport to be dependable. Workers, tourists, and businesses alike rely on a system they can trust. By and large, our public transport operators perform very well, as evidenced by record passenger numbers last year with a record 330 million journeys. The increase in usage reflects public confidence and the positive impact of affordable fares. However, there are challenges –particularly with buses not turning up as scheduled. I have met with the NTA to address this challenge and have tasked them with conducting a full review into the causes and solutions.

Affordability and accessibility

In the Programme for Government, we committed to keeping fares affordable and examining the further expansion of free public transport for children. Budget 2025 included a measure to extend free child fares on PSO services to children aged 5 to 8 years old. This is designed to help with the cost of living for families and encourage children to start using public transport from an early age. This cost saving will come into effect later this year.

Also from September 2025, all those aged 70 years or over in receipt of Free Travel will have an entitlement to receive a Free Travel Companion.

The Department of the Taoiseach has established a dedicated unit to focus on disability matters, reflecting a core commitment in the Programme for Government to drive a step change in the supports and services available to disabled people.

The Department of Transport will work with this unit to address broader accessibility challenges – particularly in ensuring that all public transport operators deliver safe, accessible, and inclusive services for all passengers.

Road network

Our road network plays a vital role in ensuring regional accessibility and supporting balanced economic development across the State. Strategic projects currently under construction – such as the M28 Cork to Ringaskiddy and the Adare Bypass – are clear examples of this commitment in action. These investments are not just about improving transport links; they are about connecting communities, enhancing regional competitiveness, and enabling long-term growth

The M28 project will greatly improve access to the Port of Cork at Ringaskiddy, ensuring the safe and efficient movement of goods to and from the port, while also supporting the additional port activities to Ringaskiddy. As a result, lands at Tivoli Docks in Cork city can be repurposed for much-needed residential and commercial development.

The Adare Bypass will greatly reduce congestion, air pollution, and noise in Adare. And with the Ryder Cup taking place in September 2027, this new road which will have a significant and positive impact on the local area in terms of economy and tourism.

Active travel

In 2025, we are investing €360 million in walking and cycling infrastructure,

recognising the proven economic, social, and health benefits that active travel brings to individuals and communities alike. Greenways and safe urban cycling routes are not only about mobility – they are about improving quality of life, supporting tourism, and enabling more sustainable, connected communities.

EVs

At the same time, we are driving forward the transition to EVs with a major expansion and modernisation of the national EV charging network. A reliable and accessible charging system is essential to support drivers in making the switch to electric.

New infrastructure schemes currently in development will form a critical part of this network, including a motorway charging scheme with 131 new high-powered recharging points, additional high-powered chargers along the primary and secondary national roads, and destination charging initiatives at sports clubs and in the midlands. Local authority pilot projects will also play a key role in delivering tailored, community-based charging solutions.

Over the next five years, I want to build on the progress already achieved and build a transport network Ireland needs to thrive economically while transitioning to a greener and cleaner environment.

Major public transport infrastructure programmes:

An insight into Jacobs’ approach to successfully unlock Irish growth

Ireland’s rapid growth over the last 20 years has led to a significant step change in the scale and complexity of projects required to meet its growing needs. Jacobs has been a leading player in delivering transport infrastructure across the globe for over 50 years, contributing to some of the most exciting projects worldwide and in Ireland.

Jacobs sits down with Willie Fraser, its Global Rail and Transit Market Director, to talk about the new era of mega projects dawning over the country. These transformative projects promote innovation and technology, transform regions, unlock economic growth and provide for our collective future.

Some of our recent infrastructure delivery contributions in Ireland include the emerging preferred route for Cork Luas, the North Runway project at Dublin Airport, and supporting the NTA to take BusConnects Dublin through tendering and into construction. In the UK, we have supported the Thames Tideway Tunnel programme, safeguarding the River Thames from pollution, and the Crossrail project, revolutionising London’s transport network with the new Elizabeth Line.

Our portfolio extends globally, with our recent work in Canada leveraging European experience to drive major schemes including the Metrolinx scheme in Toronto and the Translink BRT programme in Vancouver. We consistently focus on sustainable development and providing environmental benefits for the local community. We are seeing a huge focus on investment in rail projects because of their sustainable attributes.

Our success in these major infrastructure projects is underpinned by three key factors – our technical expertise, our programme management capability and our ability to inject our global experience into local project teams. We have local talent on the ground in major hubs across Ireland and the UK. These teams have a real stake in the communities we work in and are able to harness our global network and innovation to bring significant change at a local level. Our

global expertise enables us to offer unique insights to every project, no matter the scale.

“We offer unique expertise, deploying technical and programme delivery specialists on diverse global programmes, bringing lessons from one city’s first-of-a-kind project to another,” says Willie Fraser. “You need to have delivery capability, but also the ability to support clients with the bigger picture, such as understanding the business case and maintaining public support through stakeholder engagement. Our commitment is to sustain projects across political cycles, ensuring continuity and resilience.”

What do you think of the changing transport landscape?

“We are fortunate to be working within one of the pivotal technological shifts of our time that ties in with the increasing demand for sustainable local transport around the world,” says Fraser. “Major cities are becoming more and more congested, increasing commuter travel times, local traffic, loss of productivity, and reduced air quality. Cities from the Middle East to the USA, India to Malaysia, and across Europe are turning to rail systems to provide faster, more reliable, and sustainable transport solutions.”

In Ireland, rapid growth combined with urbanisation is being increasingly

served by electrified rail projects to compliment the major active travel and bus network benefits of BusConnects. DART+, Luas and MetroLink are prime examples. Jacobs has been at the forefront, developing schemes to enhance communities around the world.

So why are governments investing in rail projects such as high-speed, LRT, metro, and other electrified modes?

“The answer lies in the global themes of supporting city growth, promoting sustainability, improving connectivity for affordable housing and realising the economic benefits of faster movement of people to where they want to go.” Connectivity and economic activity go hand-in-hand; transport enables balanced growth across regions, improving productivity gaps and income inequality.

What are the key success factors for these generational mega projects?

With projects of this scale, the challenge is significant. Major projects are technically complex and capitalintensive. Clients need to secure experience and deep domain expertise to maximise value generation and safeguard their investment, balancing aspiration with affordability and their

own capability. The technical aspects involve highly complex engineering and construction delivery, while the social and economic benefits are transformational. Commercially, these projects require very high capital investment over long development periods, and they involve multiple governments across the project lifecycle.

Strong leadership with a positive and inspirational public narrative is key to securing and retaining support for a transformative mega-project through its journey of setbacks and successes. Communicating a project’s expansive social and economic benefits, how they serve the community, and the ‘why’, is crucial.

“The challenge is even greater when it is new,” says Fraser. “Governments that have done this before roll out new projects or expansions in cycles – like the Metro in Madrid. Once they have done it once, they are not deterred by the pitfalls – but unless you have this experience and have done it elsewhere, there will be unseen things you are not prepared for or willing to risk. That is where Jacobs comes in.”

At Jacobs, we support our clients in navigating complex projects that span changes in leadership and economic cycles, to provide for future generations. Some of the projects we are delivering today were first conceived decades ago. Sustained commitment, supported by delivery expertise, is essential to realising our clients’ long-term vision.

We build teams that combine our global experience with deep local knowledge and insight to ensure successful project outcomes. It is crucial that our project teams bring the right blend of technical and programme management capabilities tailored to the sector – such as rail – and within that, possess specialised knowledge in submodes like metro and light rail. These programmes require technical understanding, delivery capability and global expertise. We must not only grasp the technical specifics but also understand the socioeconomic value and the business case. Supporting our clients in making programmes affordable – and in maintaining the support of both governments and the public – is essential for major investments. A deep understanding of these critical factors shapes our delivery focus, driving key outcomes such as meeting project milestones, minimising community disruption, controlling costs and achieving innovation-led efficiencies.

Risks emerge and evolve throughout a project’s lifecycle – and for megaprojects, they do so on a far broader and more complex scale. To safeguard project outcomes and our clients’ interests, we must anticipate and manage a full spectrum of risks: from known-knowns and known-unknowns to the elusive unknown-unknowns. The latter are particularly prevalent in mega projects due to their scale, complexity, and many stakeholders.

We establish agile and experienced delivery teams to respond and adapt as the project develops, maintaining strong collaboration throughout. We also connect our clients directly to share lessons learnt, and we bring in Jacobs’ subject matter experts to help solve emerging challenges.

What does holistic programme delivery look like for Jacobs?

We manage major projects with a true cradle-to-grave approach, partnering with our clients to shape the programme structure, vision and success factors. From the outset, we engage clients and stakeholders to understand and build in the project’s fundamental requirements in the early stages, before tracking them through delivery. We thrive on translating technical, environmental and operational requirements into controlled, efficient delivery. By combining our best global talent, tools and solutions with strong local capability, we deliver transformational outcomes.

We also encourage contractors to innovate, bringing their expertise to the project, and aim to set up projects to enable this. We support contractors throughout design development and provide robust guidelines to ensure the final outcome meets project objectives and stakeholder expectations.

“Step-change projects affect communities during construction, with pain before gain. We work hard to minimise this while also

delivering

the benefits.”

For instance, project management of construction delivery in a congested urban environment – such as Dublin –poses unique challenges. We draw on our in-depth local knowledge to collaborate closely with local stakeholders, identifying key traffic flows to enable effective traffic management and minimise local disruption. Stakeholder engagement is continuous throughout construction, with dedicated teams keeping local communities informed about working hours, diversions, and major activities such as piling or blasting.

Major projects span several years. We use this time to train and develop staff, build sustainable teams and create career-enhancing opportunities. This

strengthens the growth and resilience of local teams. We extend our culture into schools through site safety and STEAM (Science, Technology, Engineering, Arts, and Mathematics) learning sessions, positively contributing to the communities we serve.

Do any flagship programmes showcase your global capability at a local level?

The Doha Metro Project is a testament to our ability to deliver a comprehensive suite of services and capabilities, showcasing our role as an integrator in one of the world's largest metro projects. We provided Project Management and Construction Management services, ensuring seamless coordination and integration across 42km and 18 stations, from downtown Doha to the New Doha International Airport. We implemented rigorous quality control measures to uphold the highest standards. Our role was pivotal in bringing together stakeholders – including government agencies, contractors and local communities – for better decisionmaking and problem-solving.

“Doha was a real testament to what a team as large as ours at Jacobs can offer in the major programmes space,” says Fraser. “Our services included

project management, construction management, quality assurance and stakeholder coordination. We oversaw the entire project lifecycle, from planning and design to execution and completion, ensuring that construction activities were carried out efficiently, safely and within budget. Our integration efforts contributed to the first section being opened to the public a year earlier than planned.”

What are some of the key challenges Jacobs navigates in the earlier project stages, to lay the groundwork for successful delivery?

All major projects are subject to rigorous and complex local permissions. It is essential to meet local and national expectations on environmental impact (such as ecological, noise, vibration, electromagnetic compatibility and air quality), as well as constraints like limited working space (particularly in urban areas), flood risk, managing heritage buildings and minimising impact to existing local services. Jacobs’ experienced planning teams are skilled at understanding and addressing local concerns. They work with planning authorities, engaging our design teams to develop sustainable, effective solutions that respond to 4

community needs and environmental priorities.

Our Dublin-based team holds significant expertise in Environmental Impact Assessments and Transport Impact Assessments, providing appropriate solutions which enhance the local community and minimise disruption. We are always conscious that designs need to evolve with changing circumstances and account for the impact of parallel projects.

We are in a new age of automation and digital disruption. How are we harnessing the latest technology?

Technology is transforming how communities use transport and is essential for building a sustainable future. Jacobs continually monitors emerging developments to ensure our transport solutions and delivery capabilities remain at the forefront of the industry.

“In rail projects, we collaborate with leading suppliers to provide innovative solutions, such as the installation of Computer Based Train Control (CBTC) systems,” comments Fraser. “These systems allow for remote management of driverless trains, offering energysaving operations and more frequent services than would be possible with traditional signalling.”

We have successfully implemented CBTC on new lines such as Dubai Metro and the Ampang (Malaysia) line, as well as retrofitting PATH in New York/New Jersey and the New York Subway. “We hope to bring what we have learned from this global cross-pollination and the automated transport revolution back to our Irish projects,” adds Fraser. “Much of our rolling stock team’s experience was earned through our various roles in Irish Rail over the last two decades.”

Technology advancements extend beyond physical improvements in design and construction – they are also transforming how we deliver projects. We use industry-leading tools, including proprietary solutions, to automate and enhance our design, construction and programme management processes. This includes live progress tracking across multiple data sources, 4D/5D modelling for integrated cost and schedule planning and control, and demand modelling to optimise construction resource and materials planning.

How do we embed safety across every aspect of our delivery?

“Safety is who we are; it is at the core of everything we do. For that to prevail as the fabric of the fast-paced and complex major programmes we deliver, it must be a matter of culture and behaviours, embedded in our people and our partners.”

Our strong safety culture is underpinned by our BeyondZero® programme, which has been running for over 20 years. All staff are encouraged to think actively about safety in everything they do. We foster a mindset that drives safer practices and positively impacts design, construction, operation and maintenance. “Our BeyondZero approach also has a positive effect on our client team culture, threading safety-first thinking through the project lifecycle,” adds Fraser. “Ultimately, we need to look after each other, and to care – about what is in front of us, and the bigger picture.”

In our projects across the world, we relentlessly navigate safety in design, evolving construction practices, operational improvements and sustainability challenges to set the benchmark for best practices and deliver outstanding results for our clients. Our deeply ingrained culture of caring ensures that safety and excellence are inseparable. “If anyone is up to the task, it is Jacobs.”

W: www.jacobs.com

Images courtesy of iStock ©

FuelEU Maritime enters effect

An EU regulation mandating the promotion of the use of renewable, lowcarbon fuels, and clean energy technologies for ships has entered effect.

The FuelEU Maritime Regulation, formally titled Regulation (EU) 2023/180, entered effect in January 2025.

Introduced as part of the Fit for 55 legislative package, the Regulation sets maximum limits for the yearly average greenhouse gas (GHG) intensity of the energy used by ships above 5,000 gross tonnage calling at European ports, regardless of their member state of origin.

Vessels with a gross tonnage of more than 5,000 account for more than 90 per cent of carbon dioxide (CO2) maritime emissions, despite the fact that they only constitute 55 per cent of the global shipping fleet.

The targets outlined in the Regulation aim to ensure that the GHG intensity of fuels used in the sector will gradually decrease over time, starting with a 2 per cent decrease by 2025 and reaching up to an 80 per cent reduction by 2050.

In addition to CO2, the targets also cover methane and nitrous oxide emissions over the full lifecycle of the fuels used onboard on a ‘well-to-wake’ (WtW) basis.

From 1 January 2030, under the Regulation, all passenger or cargo ships meeting the 5,000 gross tonnage must use on-shore power supply (OPS) or alternative zero-emission technologies and from 1 January 2035 in all EU ports that develop OPS capacity. However, EU member states are permitted to choose to apply the obligation to ports not covered by Article 9 of AFIR, from 1 January 2030.

National Ports Policy

The National Ports Policy is set to be reformed following a commitment in the Programme for Government, with the document stating that the Government will “support investment in our commercial and passenger port infrastructure through a new National Ports Policy”.

As highlighted in the Irish Ports Capacity Study 2023, growing trade volumes and the energy transition demand urgent investment in port infrastructure. The policy framework encourages ports like Shannon Foynes, Dublin, and Cork to deliver enhanced connectivity, climate readiness, and capacity expansion.

Speaking on the importance of this strategy in the Dáil in February 2025, Minister for Transport Darragh O’Brien TD said: “The continued commercial development of Shannon Foynes Port Company is a key strategic objective... Government expects the ports of national significance to lead the response to future national port capacity requirements.”

The future is bright for light rail in Ireland

In the 20 years since Luas commenced passenger service it has delivered substantial benefits to the city. Transport Infrastructure Ireland (TII) is constantly striving to build on this success and have significant plans underway to renew and upgrade the existing service and expand Luas services in Dublin and nationwide. TII believes Luas can play a key part in delivering Ireland’s ambitious economic, housing and sustainability goals.

From the private to the public sector, a sense of urgency pervades the system. Irish people cannot enjoy a good quality of life and the housing crisis cannot be solved without the basic utilities of water, energy, and transportation.

The challenges of supplying water and energy are not often noticed by the public who turn on a tap to find it flows and (except after a destructive storm) flick a switch and the lights come on.

Transport is a very different experience. Whether people travel by car, public transport, or bike, getting from A to B is a daily adventure, often successful but at times unpredictable, creating stress, and costing time and money.

Shifting from private car to public transport is universally accepted as the only way the growing population can travel reliably while reducing carbon emissions – a third of which are created by transport.

Different modes suit different journeys, but when it comes to high demand routes in urban areas, light rail is the king of public transport. Last year Luas celebrated 20 years in Dublin and its benefits have far surpassed original expectations.

It has broken all forecasted demand, carrying 54 million passengers in 2024. In addition, Luas has the highest rate of customer satisfaction of any Dublin-

based public transport operator with 89 per cent satisfaction rating. When passengers were asked; “Were you satisfied with your most recent trip,” 97 per cent said yes.

Apart from its attractions to the passenger – high-capacity, permeable into neighbourhoods, universal accessibility, quiet and attractive trams, high-frequency and reliability – Luas is a highly sustainable mode of transport. Trams generate zero emissions and can carry over 300 people, the equivalent of four buses. This capacity not only reduces carbon emissions per passenger; but is also more efficient as fewer drivers are needed to carry so many people.

Luas also stands out among large scale transportation projects, particularly in Ireland, as a series of capital projects delivered on time, within budget and overdelivering on benefits. All lines were delivered by Transport Infrastructure Ireland within five years of receiving planning approval.

But Luas delivers far more than satisfied passengers. In 2024, TII commissioned a report to assess the contribution Luas has made to living, working and socialising in Dublin over the 20 years of its operations. It showed that Luas is a key enabler of sustainable growth.

In the Dublin metropolitan area, one quarter of its population, one third of its jobs, and 45 per cent of those without a car live within a 15-minute walk of a Luas stop.

In the last 20 years over 10,000 new jobs in the services and technology sectors have located along the Luas Corridors.

Luas has also assisted significant expansion and redevelopment in areas such as Tallaght, Citywest, Sandyford, Smithfield, Fatima/Rialto, Docklands, and Cherrywood/Brides Glen.

With this huge success, there are two challenges now for Luas. First, how to maintain the excellent service on the existing network? Second, how does TII expand the network to bring the benefits of Luas to more people, both in Dublin and other cities?

Asset renewals and upgrades

With regard to the current network, TII is procuring a contract to supply new trams for the network with an order expected in early 2026 to supply 35 new trams for the Red Line to replace the current fleet. These trams will start arriving in 2028 and the entire fleet should be replaced by 2029 at an investment cost of almost €200 million.

When Luas was first procured 20 years ago, TII acquired the very best in tramway technology. Light rail depends much more heavily on electronics than other public transport modes like heavy rail and buses. We know how fast technology advances so TII is engaged in a major programme to renew and replace existing equipment, software and hardware. TII are also looking at new ways of working in areas such as security (digital CCTV), communications (5G), and signalling as part of a digital asset management and renewal system.

TII are also renewing and replacing tracks, overhead lines, and energy systems, which are nearing end of life. With the new Red Line trams due, TII will start replacing the Green Line trams between 2035 and 2040.

Other projects include an upgrade to the Red Cow Depot and the improvement of facilities at Red Cow Transport Hub, including new bus stops and parking, shelters, public toilets, bike parking, EV charging and driver facilities.

Artist’ºs Impression of proposed new bus interchange facilities at Red Cow Transport Hub.

“All going well, Luas Finglas could be operational by 2031, Luas Cork in 2035, Luas Lucan in 2036 and more new lines to follow.”

There will also be a new Luas stop on the Naas Road to facilitate the new ‘City Edge Town Development’.

New projects

All of this investment is needed to optimise the existing network. But what Dublin and other regions need is an expansion of the network so more people can avail of Luas’ benefits.

The project closest to delivery is Luas Finglas, a 4km extension of the Green Line from Broombridge to Charlestown. TII is optimistic that a Railway Order will be granted soon and TII are looking forward to delivering this project promptly. Luas Finglas has a significant advantage as much of the line is segregated from traffic, which improves running times. With two major regeneration projects and significant residential and commercial

development planned in the Finglas area, this Luas line will be key to housing development and job creation in Finglas. All going well, passenger services could be available in 2031.

Meanwhile, an emerging preferred route for Luas Cork is currently out to non-statutory consultation. This is a very complex project –18.5km in length running east to west, from Ballincollig to Mahon Point through the city centre. It passes key destinations such as CUH, UCC, and Páirc Uí Chaoimh, it will run down St Patrick’s Street and interchange at Kent Station. TII is targeting a Railway Order submission in 2027/2028 with passenger services possible in 2035.

TII are also studying route options for Luas Lucan which is a high demand route. TII hope to publish an emerging preferred route this year with passenger services forecast to be operational in 2036.

Luas Poolbeg is currently undergoing a pre-feasibility study and TII expect to procure engineering designers later this year to commence route selection work in late 2025 or early 2026.

Luas 2050

TII is constantly striving to build on the Luas success. Our Luas 2050 plan is a vision for how the ambitious plans for light rail

Artist’s Impression of New Luas Finglas line – View looking towards Resource Centre on Mellowes Road.

“By coordinating with other public stakeholders including the NTA, LDA, and local authorities, our Luas projects can also enable delivery of other such as residential, infrastructure and active travel projects.”

outlined in the Greater Dublin Area Transport Strategy could be delivered and integrated into the current network. In it, TII suggests that, like other light rail networks in Europe, it maintains a steady rate of incremental extensions and consistent delivery. This would build and maintain both a skilled team and secure supply chain, which would speed up delivery and procurement, and improve cost efficiency.

By coordinating with other public stakeholders including the NTA, LDA, and local authorities, our Luas projects can also enable delivery of other schemes such as residential, infrastructure and active travel projects. For example, there are two areas separate planned for redevelopment adjacent to Luas Finglas (Jamestown and Broombridge º) and the project is delivering cycle lanes alongside the light rail line.

TII is interested in working with NTA and local authorities to investigate the potential for light rail transport solutions in other cities across Ireland such as Galway and Limerick.

As Ireland faces the challenges of population growth and climate change, Luas is one of the obvious solutions to some big challenges. TII looks forward to delivering more projects and bringing light rail to more of Ireland’s population in the coming decades.

T: 01 646 36000

W: www.tii.ie

TII’s Luas 2050 Vision

Artist’s Impression of New Luas Cork Line – View along Patrick Street.

Transport Ireland 2025

Transport Ireland 2025, in partnership with Transport Infrastructure Ireland and sponsored by AECOM, took place on Friday 6 June at the Radisson Blu Royal Hotel, Dublin. The conference brought together 200 key stakeholders for a day of discussion and networking. Transport Ireland 2025 hosted a variety of expert domestic and international speakers who comprehensively explored the latest ambitions, challenges, and tangible opportunities for decision-makers and practitioners across the transport sector to accelerate the delivery of sustainable transport infrastructure.

Delegates heard from speakers, both visiting and local including Jack Chambers TD, Minister for Public Expenditure, Infrastructure, Reform and Digitalisation; Seán Sweeney, Transport Infrastructure Ireland; Diane Cowin, AECOM; Dearbhla Lawson, Land Development Agency; Mark Conroy, Iarnród Éireann and Andrea Lennon, Department of Transport.

Peter Walsh, Transport Infrastructure Ireland; Jack Chambers TD, Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation; Houssem Jerbi, Smart PMO; Derval Cummins and Diane Cowin, AECOM; Seán Sweeney, Transport Infrastructure Ireland and Ciarán Galway, eolas Magazine

Jack Chambers TD, Minister for Public Expenditure, Infrastructure, Public Service Reform and Digitalisation gives the Ministerial address.

Tara Spain, Michael Horan, and Audrey Keogh, Transport Infrastructure Ireland.

Clare Lammas, Transport Infrastructure Ireland and Barry Lennie, AtkinsRéalis.

A delegate asks a questions to the panel.

Ciarán Galway, eolas Magazine; Dearbhla Lawson, Land Development Agency; Geraldine Fitzpatrick, Transport Infrastructure Ireland; Garret Doocey, Department of Transport; Karen Kenny, Department of Housing, Local Government and Heritage; Finola O’Driscoll, National Transport Authority and Barry Kehoe, Westmeath County Council.

Caoimhín Ó Ciaruáin, Department of Transport.

Stephen Smyth, Transport Infrastructure Ireland; Andrea Lennon, Department of Transport; Mark Conroy, Iarnród Éireann; Andrea Carroll, daa; Brian Caulfield, Trinity College Dublin; and Caoimhín Ó Ciaruáin, Department of Transport.

Delegates at the Transport Infrastructure Ireland exhibition stand.

Michael Frew, Jacobs and Séan McCaffery, Iarnród Éireann.

Gavin O'Donnell, Arup; Nigel O'Neill Transport Infrastructure Ireland; and Paul Lavery McCann Fitzgerald LLP. Delegates

Leveraging our shared global experience to deliver for our passengers, PTAs, people, and the planet

Keolis is the world’s leading operator of automatic metro systems and tramways. We operate public transport networks on behalf of 300 transport authorities in 13 countries worldwide, with expertise in 13 different mobility modes, ranging from metros and trams to trains, bicycles and buses. Each year, more than three billion passengers use our services.

The Keolis model

From Hyderabad to Dijon and from Manchester to Boston, Keolis’ 70,000 employees share the same values: “We Imagine, We Care, We Commit.” These values are an intrinsic part of Keolis’ culture and history.

We deliver multimodal mobility solutions tailored to each town, city, or region’s

specific issues and financial constraints. While the fundamentals of service delivery – safety, security and performance – are our top priority, we continuously innovate to create attractive transport solutions that deliver for our stakeholders against four additional key criteria: passengers, public transport authorities (PTAs), planet, and people.

Placing passengers at the heart of everything we do

At Keolis, we ensure millions of people are satisfied every day by placing the passenger at the heart of everything we do. Our dedicated employees bring this to life by staying attentive to passengers’ needs and delivering exceptional service

on the ground. We deploy our Keolis Signature Service model to implement and then continuously monitor and refine.

Partnering with our PTAs

We secure the trust of PTAs by forging partnerships based on collaboration and transparency, and regularly independently assess this through ISO 44001 certification. We focus on what is important to PTAs, with shared objectives, agreed approaches and learning through open feedback.

Acting responsibly for the planet

We work with PTAs to decarbonise mobility. Keolis’ greenhouse gas reduction targets are in line with the 2015 Paris Agreements, with an aim to limit global warming to 1.5°C above preindustrial levels. Our climate transition plan is validated by the Science Based Targets initiative (SBTi), confirming that our efforts are consistent with global climate action standards.

Protecting our people’s health and safety

The health, safety, and wellbeing of our employees are our top priorities. We encourage diversity and inclusion, and we create the right conditions for our employees to feel fulfilled at work.

The world’s leading operator of automatic metro systems and tramways

Keolis operates 26 tram networks and eight automated metro networks worldwide and is the world’s leading operator in both modes. This expertise ensures that we meet the highest standards of safety, comfort, punctuality, and satisfaction.

We operate three of the UK’s most prestigious networks, including the Docklands Light Railway (DLR), Manchester Metrolink, and Nottingham Trams, carrying over half the UK’s light rail passengers.

In London, our award-winning DLR operation, a joint venture between Keolis and Amey, carries almost 100 million passengers annually. The DLR is an essential part of London’s transport system and is renowned internationally as a leading metro.

KeolisAmey Docklands was awarded the franchise in July 2014, and we have

“Keolis fosters collaboration and shares best practices among peers to ensure all our networks can deliver to the best of their ability.”

recently secured a new eight-year contract, extending our responsibility for the DLR until 2033. Under this renewed agreement, we continue to build on the strong foundations of collaboration developed with Transport for London and invest in accelerating the network’s social value for customers, colleagues and its communities. We aim to take an already industry-leading 99 per cent departure record and raise it further.

In Manchester, the Metrolink tram system, the largest in the UK, is a joint venture between Keolis and Amey, managing operations and maintenance on behalf of Transport for Greater Manchester (TfGM). Handling over 40 million journeys annually, we keep Manchester moving.

In Manchester, people are at the heart of everything we do. We provide an excellent service to our passengers while investing in our team, creating career pathways and growth opportunities, fostering a supportive, inclusive, and engaging work environment.

In Nottingham, Keolis is responsible for the operation and maintenance of the tram system, and is also part of the Tramlink consortium which was responsible for more than doubling the size of the network and fleet in 2015.

Nottingham trams offers sustainable transport for millions of passengers every

year, and we are proud to be a key part of the city’s ambition in becoming the first carbon neutral city in the UK by 2028.

Our commitment to delivering safe, smart, and sustainable public transport solutions extends beyond the UK. For example, in Dijon we have been operating France’s first global mobility contract since 2017, covering all transport modes in Greater Dijon including trams, buses, bikes, and parking, with the aim of changing travel habits to reduce car usage. In Dijon, private car usage is falling as a result, set to drop from 53 per cent in 2016 to 38 per cent by 2030.

Keolis operates networks around the world, including the iconic Dubai tram and metro – the longest fully driverless and automated metro network in the world. We have launched many of these ‘greenfield’ operations too, including in Doha, Qatar; Shanghai, China; and Hyderabad, India.

Across the world, through our centres of excellence and regular internal events including Tram and Metro clubs, Keolis fosters collaboration and shares best practices among peers to ensure all our networks can deliver to the best of their ability. For our passengers, PTAs, people, and the planet.

Addressing transport emissions

The transport sector is on course to exceed its sectoral emission ceiling of 54 million tonnes of carbon dioxide equivalent (MtCO2eq) set in the first carbon budget (2021-25) according to the Climate Action Plan 2025 (CAP25) published in April 2025.

Cumulative transport emissions from 2021 to 2023 have totalled 34.64 MtCO2eq, leaving a budget of 19.36 MtCO2eq for 2024 and 2025. For transport to remain within the sectoral emissions ceiling, it would require “an unprecedented 12.4 per cent decrease in emissions in both 2024 and 2025”, the Plan asserts.

CAP25 indicates that failure to remain within the first budget’s emissions ceiling would have a knock-on effect on the second carbon budget (2026-30), which sets a ceiling of 37 MtCO2eq.

It caveats the third consecutive increase in sectoral emissions by outlining the 5 per cent increase in GNI* and 3.5 per cent population growth in 2023, along with the population

growing by almost 2 per cent to April 2023. It states: “This suggests that some de-coupling of transport emissions from economic and population growth is occurring.”

The sectoral emission ceilings were agreed by the Government in July 2022 and stipulate the legally binding objective of reducing the 2018 emissions baseline of 12.3 MtCO2eq to 6.1 MtCO2eq by 2030, a 50 per cent reduction. Overall, transport emissions have decreased by 4.2 per cent between 2018 and 2023, with the sector contributing 19.5 per cent of Ireland’s total emissions.

The Plan asserts that “emerging challenges” will impede the transport sector in meeting targets set out in the first carbon budget.

To address this, the Department of Transport states that it will engage with stakeholders in the transport sector to achieve the following:

• recalibrate existing emissions modelling;

• develop refined proposals for amplified or additional decarbonisation policies; assess the decarbonisation potential of these proposed measures and set national targets for a renewed policy pathway;

• determine whether the transport sector can help address cross sectoral ‘unallocated savings’ for second carbon budget period (2026-2030); and

• look forward to longer-term pathways for post 2030.

CAP25 asserts that fleet electrification and the use of biofuels will “continue to provide the greatest share of emissions abatement in the medium term”. Numerous targets to address transport emissions are featured in the Plan including:

• 20 per cent reduction in total vehicle kilometres travelled relative to business-as-usual;

• 50 per cent reduction in fuel usage; and

• “significant increases” to sustainable transport trips and modal share.

CAP25 asserts that public transport needs to be modified as it contributes 28 per cent of the public sector’s overall greenhouse gas emissions, its second largest contributor after buildings. The Plan states that the sector must decarbonise its fleet and address transport demand generated by the sector through employee commutes and service users.

To achieve this, it recommends that the sector builds on existing mechanisms like the National Transport Authority’s (NTA) Smart Travel Mark and the Sustainable Energy Authority Ireland’s M&R System. CAP25 also outlines the following developments in the transport sector:

• public transport passenger numbers exceeded 300 million in 2023, a 24 per cent increase on 2024;

• 100 new and enhance rural bus services were implemented; and

• as of August 2024, 139,412 electric vehicles (EVs) were on the roads

Actions and updates

CAP25 outlines actions to be taken to address sectoral emissions. It references the All-Island Strategic Rail Review, which includes multiple actions to enable a modal shift to rail freight. This includes reducing track access charges, strengthening rail connectivity to the island’s busiest ports, and the development of a network of inland terminals close to cities on the rail network.

Ireland’s national transport demand management strategy Moving Together is awaiting government approval, while the Sustainable Mobility Action Plan – which sets out a strategic framework for active travel and public transport – is due to be developed.

The NTA is in the process of developing mobility hub pilots in line with commitments outlined in CAP23 and the Sustainable Mobility Policy. CAP25 states: “These pilots will inform the development of a national operating model for mobility hubs. The Department of Transport is also developing a new, and first, National Policy Statement on Shared Mobility.”

In 2024, the Department undertook public and stakeholder consultation to update the National Policy Framework for Alternative Fuel Infrastructure in line with Regulation (EU) 2023/1804 (AFIR). The regulation stipulates the mandatory minimum levels of alternative fuels infrastructure to be deployed by EU member states on the Trans-European Transport Network.

CAP25 also contains updates on actions taken to address transport emissions. It states that the Department has signed a three-year Behavioural Research Framework with the Economic Social Research Unit to encourage individuals, communities, and organisations to transition to sustainable transport.

On EVs, CAP25 notes that the National En-Route EV Charging Plan and the Regional and Local EV Charging Network Plan 2024-2030 were published in 2024. These documents set out aims to achieve a 300 per cent increase in charging capacity by 2025.

Upon publication of its 2024 Annual Review of transport, the Climate Change Advisory Council said: “The Council’s Annual Review of the transport sector, published today, highlights that emissions increased last year and that even with the full implementation of proposed policies and measures the sector will exceed its emissions ceiling. Reliance on expensive, imported fossil fuels needs to end if the sector is to reduce its emissions.”

BusConnects: From plan to progress

Last

month NTA was notified that the Kimmage to city centre Core Bus Corridor (CBC) Scheme was granted planning approval by An Bord Pleanála. Reaching this milestone on the BusConnects Dublin infrastructure programme is a very positive development, writes NTA interim CEO, Hugh Creegan.

The approval by An Bord Pleanála of the final CBC Scheme is good news for bus customers, good news for sustainable transport and good news for the city. It is also welcome from a cyclist’s point of view, because in addition to 230kms of dedicated bus lanes there will also be over 200km of cycle tracks delivered across the 12 Schemes.

The scale and transformative potential of the BusConnects Programme reinforces its central role in influencing the future roadmap of Ireland's transport system. It delivers on commitments within the National Development Plan 2021-2030, the Climate Action Plan 2025, the National Planning Framework 2040, the

Transport Strategy for the Greater Dublin Area 2022-2042 and other metropolitan area transport strategies. The BusConnects Programme is intended to fundamentally transform cities’ bus system so that journeys by bus will be fast, reliable, punctual, convenient and affordable. It will also transform cycling infrastructure by improving cycle facilities on key corridors, including providing segregated cycling routes and reducing the need to share limited road space directly with the improved bus services.

The programme encompasses a number of different projects including Core Bus Corridors (CBCs), the Network Redesign (NRD), Next Generation Ticketing (NGT) and fleet electrification.

The CBC project involves the development of continuous bus priority infrastructure and improved pedestrian and cycling facilities on key radial corridors across the Dublin region. Its vision is:

• to provide reliable and frequent bus services with improved cycling and pedestrian facilities;

• to connect people and places through expanded, integrated accessible sustainable transport system: and

• to enhance quality of life through a safer and greener transport system,

The granting of planning approval for the Kimmage CBC Scheme in May, really felt like the final hurdle had been overcome for BusConnects. It means that of the 12 Schemes that form the BusConnects Dublin infrastructure programme, all have now been given the planning green light.

While there are legal challenges against the approvals given by An Bord Pleanála for some Schemes. there is a significant number of Schemes which are clear from a planning and construction point of view.

Pictured at the launch of Phase 6a of BusConnects are Hugh Creegan, Interim CEO, NTA, Gwen Morgan, Director of Service Operations, Dublin Bus, Dervla McKay, Managing Director, Go-Ahead Ireland, Florin Bozsa, bus driver, Dublin Bus and Sinead Byrne, bus driver, Go-Ahead Ireland.

We are excited to get moving on these:

• Ballymun/Finglas;

• Liffey Valley;

• Ringsend;

• Tallaght/Clondalkin; and

• Lucan.

In the coming weeks, NTA will be announcing details of contracts for the construction of the first two Schemes, and by the end of the summer, there will be shovels in the ground as work gets under way in earnest. This key programme of investment in sustainable transport is finally moving from a design on a page to becoming a reality, and the benefits it confers on bus users and cyclists in communities across the city and beyond are about to become tangible rather than theoretical.

Benefits of core bus corridors:

• enhances the capacity and potential of the public transport system by improving bus speeds, reliability and punctuality through the provision of bus lanes and other measures to provide priority to bus movement over general traffic movements;

• supports the delivery of an efficient, low carbon and climate resilient public transport service, which supports the achievement of Ireland’s emission reduction targets;

• improves accessibility to jobs, education and other social and economic opportunities through the provision of improved sustainable connectivity and integration with other public transport services;

• enhances the potential for cycling by providing safe infrastructure for cycling, segregated from general traffic wherever practicable;

• enables compact growth, regeneration opportunities and more effective use of land in Dublin, for present and future generations, through the provision of safe and efficient sustainable transport networks; and

• ensures that the public realm is carefully considered in the design and development of the transport infrastructure and seek.

A new network of services

But other aspects of the BusConnects

Programme are already bearing fruit and making a real difference for customers.

In June 2021, the first of 12 phases of NRD became a reality with the roll out of the H-spine serving communities from Howth and Malahide to Dublin’s city centre. In January 2025, new 24-hour services running between Bray, the city centre and Ballymun – the E1 and E2 –were introduced as part Phase 6a. Phase 7 will be rolled out later this year which includes the F-spine services running from Tallaght/Templeogue through the city centre and on to Finglas/Charlestown.

Customer response to the revised network has been very positive. Thanks to the new connectivity, improved frequency, and the expansion of the round-the-clock services, passenger boardings in areas covered by the new network are up by 40 per cent when compared to legacy routes. This is probably better than we expected, and has reinforced our view that the sooner we implement the remaining phases the better.

The overall objective is to provide a network that better meets the needs of the overall region and takes account of the growing population and changing travel patterns. Key characteristics of the new network include a simpler network centred on eight main Spines labelled A to H. The new network was redesigned to better meet the Dublin region’s needs by considering population growth and

changing travel habits and offers more frequent services, particularly off-peak and at weekends, plus better coverage of the city, and for the first time, a proper network of orbital connections.

The redesigned network represents a major investment in enhanced bus services, delivering 71 per cent increase in scheduled service kilometres by the end of 2024. It also provides for a significant increase in overall capacity and better frequency for customers with more evening and weekend services. As well as this, nine new 24-hour routes have been launched so far as part of NRD.

Next generation ticketing

The ticketing systems on rail and bus are approaching the end of their useful life and require updating to a modern, faster and more efficient system. As part of the BusConnects Programme, a new ticketing system will be introduced which will incorporate the latest developments in account-based ticketing technology, including allowing use of credit / debit cards or mobile devices as a convenient means of payment. It will also enable more ticket choices, which cannot be currently provided in the existing system, as well as allowing faster introductions of fare alterations.

Following a highly competitive procurement process, in April 2024 the NTA awarded an overall framework

contract for the design, supply, installation and operation of a new multi-modal ticketing system to a Spanish information technology company, Indra Sistemas SA, which has designed, installed, and operated similar systems internationally.

This large and complex technology project is now in the analysis and design phase and will take approximately three years to deliver.

Simpler fare structure

The previous ‘stage’ payment system that operated for the Dublin urban bus system has now been simplified with a new fares structure. The new fares structure was introduced in November 2021 and comprises of a shortdistance fare on single leg journeys (approximately three kilometres or less) and a 90minute fare that allows customers to seamlessly switch between any combination of Bus, DART/Commuter Rail and Luas services at no extra cost subject to commencing the last leg within 90 minutes of first boarding.

This new system has made movement between different modes and different services of the same mode easy and convenient and has introduced new journey possibilities for many people. As these new fares have been implemented in the last few years, the impact of the project is being continually assessed to determine if the anticipated benefits have been realised, including increase in LEAP card usage and public transport passengers. In 2024, the 90-

minute fare was used 29.8 million times by bus passengers transferring from DART, Luas or another bus service within the preceding 90 minutes.

Transition to zero

BusConnects Dublin includes the transition to a zero-emission bus fleet to create a cleaner and more liveable city, contributing to the national priority to tackle climate change. The Transition to Zero Project also includes the electrification of existing bus depots and the construction of new depots to support operation of the fully electric fleet.

To date, the project has introduced 110 electric buses into service, with charging capacity in place in Summerhill and Phibsborough depots. In total, the electric bus fleet covered nearly 2 million kilometres in 2024. This led to approximately 1,900 tonnes of avoided CO2 emissions, when compared to the emissions of diesel buses travelling the same distance. This is enough to fill 383 Olympic-sized swimming pools with CO2

Reducing CO2 emissions will play a significant role in advancing the decarbonisation efforts of public transport, aligning with the goals of the Climate Action Plan. The NTA intends that 85 per cent of the Dublin metropolitan area urban bus network will be operated by low and zero emission buses by 2032, and solely by zero emission buses by 2035.

A national programme

BusConnects is a national programme and its principles are applicable across the country. That is why there are BusConnects programmes, not just in Dublin, but in Cork, Limerick, Galway and Waterford.

In Cork, the new network was published in 2022, offering an overall 50 per cent increase in service levels; two 24-hour services, and seven all-day highfrequency routes. This is scheduled to be implemented from next year.

Another key component of BusConnects Cork is the implementation of bus priority measures through the development of Sustainable Transport Corridors along key routes into the city centre. This will remove buses from general traffic congestion and improve punctuality and reliability, which should also benefit other bus services operating across the Cork area. Three rounds of public consultation have been undertaken in relation to the proposed Sustainable Transport Corridors across Cork. Work is now ongoing to prepare the required statutory consent applications to An Bord Pleanála to be submitted on a phased basis from early 2026.

In Limerick, a new network was

published in 2023 after a process of public consultation. This network will enable more people to avail of public transport resulting in increased access to a greater number of schools and workplaces across Limerick city. Overall service levels are to increase by about 70 per cent in the plan that will be implemented from 2027.

In Galway, a new network is scheduled for delivery in 2027. On the infrastructure side, the BusConnects Galway: Cross-City Link is being progressed by Galway City Council. This provide improved walking, cycling and bus infrastructure on this key access corridor in Galway City, which will enable and deliver efficient, safe, and integrated sustainable transport movement along the corridor.

The new BusConnects network for Waterford promising greater coverage and more services, will be implemented from 2027.

In conclusion, it is now clear that BusConnects is working. Passenger numbers are up thanks to the new network. The TFI 90-minute fare is now well embedded as part of the public transport experience. The process of modernising our ticketing system is under way. Emissions are reduced thanks to electrification. Ground is about to be broken on the CBCs.

There now can be no doubt that this kind of investment in bus services plays a vital role in providing a public transport system that is more useful, more affordable and more reliable for more people in more communities.

The broad geographical spread of BusConnects including the cities of Dublin, Cork, Limerick, Galway, and Waterford and the comprehensive approach of the Programme underscore its potential nationwide impact and demonstrate the concerted efforts of these regions in advancing sustainable urban mobility agendas.

NTA looks forward to the continued support at local and national level for the delivery of this crucial programme of investment.

T: +353 1 879 8300

E: info@nationaltransport.ie

W: www.nationaltransport.ie

BusConnects Liffey Valley interchange, completed in 2023.

All-Island Strategic Rail Review: Progress to date

Almost one year on from the publication of the All-Island Strategic Rail Review, eolas Magazine analyses the progress made recommendations outlined in the document.

To date, the most significant progress made is the development of a projects prioritisation strategy which is now at an advanced stage and planned for publication later in 2025. The Department of Transport (DoT) asserts that this strategy will consider “how best to optimise the sequencing and implementation of the Review recommendations, including both short-term interventions and longerterm projects”. It will inform DoT’s engagement on the ongoing review of the National Development Plan.

DoT says: “It should be noted that individual programmes and projects

referred to within the Review will be advanced subject to funding and relevant approvals, as required under the Infrastructure Guidelines in Ireland.”

Due to be delivered by DoT in the South and the Department for Infrastructure (DfI) in the North, it includes 32 recommendations to enhance and expand Ireland’s rail system up to 2050. Recommendations included in the Review aim to achieve the following:

• Additional capacity: Upgrade of much of the single-track rail network to double-track and fourtrack in some areas;

• Faster services: Reduced journey times with speeds of up to 200 km/h on intercity lines;

• Higher frequency: Hourly services between cities and regional/rural services to operate at least every two hours;

• Decarbonisation: Net zero rail system through overhead electrification of intercity routes and the introduction of new electric trains;

• Greater reach: Increase rail network route length from c. 2,300km to c. 3,000km by reopening former lines and opening new lines

• Wider access: Install new routes in north midlands, west, and north west for 700,000 people to live within 5km of a railway station; and

• More passengers: Triple the number of people using the rail system annually from c. 65 million to c. 180 million by 2050.

Progress

One recommendation for decarbonisation is the procurement of hybrid and electric rolling stock in the medium term as fleets come to the end of their life. In line with this, Iarnród Éireann unveiled the first five-carriage train of the new DART+ Fleet in November 2024 under the DART+ Programme. The train was delivered as part of a framework agreement providing up to 750 electric/battery electric carriages to Iarnród Éireann over a 10year period.

In November 2024, Translink launched the Better on Board Charter initiative which aims to achieve a “cleaner, greener and healthier Northern Ireland where public transport is the first choice for travel”. It encourages stakeholders from all sectors to endorse the use of public transport through two separate charters: one for Belfast, and the other for Derry. Translink is also currently undertaking a feasibility study for the electrification of Belfast to the border.

In line with the Review’s aim to improve intercity connection between the seven cities on the island of Ireland, an hourly service between Dublin and Belfast became operational in October 2024. DfI says that “procurement has also started on a new, faster, more sustainable Enterprise train fleet for the DublinBelfast route”.

Recommendations to improve regional and rural rail access include the extension of the railway into Tyrone, Derry and Donegal, increasing line speeds to at least 120 km/h (75mph), and the reinstatement of the Western Rail Corridor railway between Claremorris and Athenry.

The review also identifies the opportunity to restore the rail line between Derry city and Portadown, County Armagh. Preparatory works began on the line in November 2024 and its delivery would see the introduction of rail stations at Dungannon, Omagh, and Strabane (all in County Tyrone) to the network. Translink is also undertaking feasibility studies for the reopening of the Armagh to Portadown line and the Antrim to Lisburn line, with a link to Belfast international airport.

One of the recommendations for the promotion of sustainable cities is to connect Dublin Airport, Belfast International Airport, and Shannon Airport to the railway line. Iarnród Éireann CEO Jim Meade addressed the links to Shannon Airport in an interview with Limerick’s Live95 in February 2025.

“It is a priority for the region, for Shannon, and for Limerick. It has been talked about since my young days, even as a young manager here in Limerick. But what we have achieved is it is now in a plan. It is now actually in a plan, it is not being talked about anymore,” he said.

“There is a couple of years in getting through planning, identifying the

preferred route, getting it costed and getting a railway order to deliver it. But it is now part of that plan.”

The Review outlines four recommendations to improve freight across the island including the strengthening of rail connections to the island’s busiest ports, and development of a network of inland terminals close to major cities on the rail network.

Climate Action Plan 2025, published in April 2025, states that “work is already underway to implement these actions, including the Foynes rail freight line rehabilitation project”. In March 2025, Iarnród Éireann announced that it had completed the laying of 42km of new track on the line.

DfI says: “The recommendations in the All-Island Strategic Rail Review provide an evidence-based framework to inform future investment in the railways across the island of Ireland. However, more work is needed to test the feasibility and affordability of the Review’s recommendations and to secure the necessary funding to take projects forward.”

The vision for rail is clear

Through the existing investment programme, and the strategic vision under the All-Island Strategic Rail Review (AISRR), the way ahead is clear says Jim Meade, Chief Executive of Iarnród

The publication of the All-Island Strategic Rail Review in 2024 has provided a clear way forward for the development and expansion of the island of Ireland’s rail network and services over the next quarter century.

However, the most exciting aspect about this framework is that the core focus of it is already underway.

Our vision of being the backbone of Ireland’s sustainable transport network has rapidly moved, with the support of Government and the National Transport Authority, into delivery mode.

Right now, the five major cities in the country have projects underway which will deliver material benefit for customers and communities between now and 48 months hence, as well as key national programmes. Behind those, a firm pipeline of projects are in

development to enable us move from a record passenger total of 50.7 million journeys in 2024 to 80 million journeys in 2030.

DART+ Programme

Glimpses of the future are on track, with the first ten carriages – made up of two five-carriage trains – of 185 carriages of the new DART+ fleet delivered and in testing. The detailed testing and regulatory approval process is underway, to ensure our customers will travel on this new flagship fleet for the Dublin area from 2026.

The fleet order is an integral part of DART+, an investment which will see double the passenger capacity and treble the electrification across all Greater Dublin Area rail services.

National network

Our new National Train Control Centre at Heuston Station has been completed with train control systems being developed for commissioning from 2025 to deliver more efficient train management across the network and to cater for the expanded network and services.

Planning for a new Navan rail line, and procurement for a new Dublin/Belfast Enterprise fleet, has also begun.

Regional cities

Under the EU-funded Recovery and Resilience Plan, Iarnród Éireann is trebling the Cork commuter rail network’s capacity through:

• developing a new through platform at Kent Station;

• double-tracking Glounthaune to Midleton; and

• resignalling the Cork commuter network.

The new platform is open, and all three elements will be complete by 2026.

The planning process for the next phase of the Cork Area Commuter Rail Network is underway, to support a Railway Order application for eight new commuter stations, a new fleet maintenance depot, and the electrification of the Cork network.

In Galway, funding under the Urban Regeneration Development Fund (URDF) includes:

• investment for a 1km section of second track and a new platform at the existing Oranmore Train Station, allowing the busy commuter link between Athenry and Galway to grow/; and

• regeneration of Ceannt Station as part of a major Galway City Council Transport Connectivity project, with works to be completed in 2026.

In Limerick, the city’s new transportation hub centred on Colbert Station will boost services. Plans for new stations at Moyross and Ballysimon are currently progressing, and capacity studies are underway for Limerick Junction to Limerick to Ennis.

Waterford’s Plunkett Station is being relocated to be part of an integrated transport hub under plans to develop the city’s North Quays.

Rail Freight and Rosslare Euro-port

Iarnród Éireann’s Rail Freight 2040 Strategy is on track.

Works to reinstate the Limerick to Foynes rail line for freight services are underway following funding from the Department of Transport, a clear commitment to the goals of Rail Freight 2040, with a 2026 completion date planned. Up to 400 new wagons will also be ordered, with a first order of 150 placed in recent weeks.

Iarnród Éireann is also Port Authority for Rosslare Europort, and its status as Ireland’s Gateway to Europe has been confirmed with 36 services operating directly between the Port and Europe each week.

As well as investment in the Port Masterplan, the OPW’s Project T7 for a permanent Border Control Post, and the new TII N25 Rosslare Europort Access Road, an ambitious €200 million plan to

Project Serving Update Next steps

DART+ West Maynooth/M3 Parkway to City Railway Order granted

DART+ South West Hazelhatch to Heuston and Phoenix Park Tunnel

DART+ Coastal North Connolly to Drogheda

Railway Order Granted

Procurement process underway for suppliers

Railway Order application An Bord Pleanála decision awaited

DART+ Coastal South Connolly to Greystones Emerging preferred option being developed Planning in 2025

DART+ Fleet New trains for all DART+ routes above

185 DART+ carriages ordered 10 carriages in testing, entering service from 2026

become Ireland’s Offshore Renewable Energy Hub, with the port uniquely placed to support the development of the industry in the Celtic and Irish Seas.

All-Island Strategic Rail Review

And that is just what iºs happening now. We are developing the priorities to deliver the ambition of the AISRR, an agenda that will see:

• the rail network route length increase from circa 2,300km to almost 3,000km with the reopening of former and new rail lines;

• new routes in the North Midlands and North West, 700,000 more

people would live within 5km of a railway station;

• more passengers, almost tripling the number of people using the rail system annually; and

• electrification and alternative fuels for a sustainable transport network

Our journey to our sustainable future is to a destination which will benefit our country, our environment, our communities, and our society as a whole, everyone is welcome on board.

W: www.irishrail.ie

X: @irishrail

Delivering the DART+ Programme

Iarnród Éireann launched advertisements for pre-qualification questionnaires (PQQ) notices for five works programmes enabling the delivery of the DART+ Programme in May 2025.

Two of the PQQs relate to design and build single supplier frameworks to be used across the entire DART+ Programme. One PQQ pertains to the electrification of the extended DART+ network, while the other relates to civil and structural works.

Two of the remaining PQQ notices pertain to design and build works for the new Spencer Dock Station in Dublin city centre, and Connolly station works, which includes the development of a new station entrance at Preston Street. The final PQQ pertains to rail systems for DART+ South West, including four-tracking between Park West and Heuston Station, and remodelling of the Hueston Station track layout.

Iarnród Éireann aims for contracts to be awarded for the work programmes by the end of 2026, subject to approval and funding. All PQQs have been advertised through the Official Journal of the European Union

Iarnród Éireann is planning a further framework PQQ process for signalling works for the programme, along with a PQQ for the DART+ depot which is being progressed under a railway order.

Railway orders

Railway orders have been approved by An Bord Pleanála for DART+ West and DART+ South West which will facilitate the commencement of enabling works of DART+ infrastructure in 2026. The DART+ West railway order provides for the following infrastructure improvements:

• 40km of electrification and re-signalling of the Maynooth and M3 Parkway lines to the city centre;

• construction of a second station entrance on Preston Street and rail capacity enhancements at Connolly Station;

• construction of a new station at Spencer Dock with direct interchange with the Luas Red Line;

• construction of a new DART depot facility west of Maynooth Station, to maintain the new DART+ fleet; and

• deployment of new electric DART carriages on the Maynooth and M3 Parkway services.

The DART+ South West railway order provides for the following infrastructure improvements:

• 20km of electrification and re-signalling of the Hazelhatch and Celbridge line to Heuston and the south city via Phoenix Park tunnel;

• construction of a new station at Heuston West serving the Clancy Quay and Island Bridge community;

• four-tracking of the Parkwest and Cherry Orchard Station to Heuston line to enhance capacity;

• upgrade of the Phoenix Park tunnel; and

• deployment of new electric DART carriages on Hazelhatch and Celbridge services.

A railway order application for the DART+ Coastal North was lodged with An Bord Pleanála in July 2024. The application seeks permission to extend the electrified DART network from Malahide to Drogheda MacBride Station. It would increase the number of passengers per hour per direction from 4,800 to 8,800.

Jim Meade, Chief Executive of Iarnród Éireann, says: “With two railway order approvals from An Bord Pleanála, and a decision awaited on a third, we have reached another milestone in the transformative DART+ Programme as we advertise to the market to help deliver these major works.”

A total of 185 carriages have also been ordered for the DART+ fleet, and a framework contract with French fleet manufacturer Alston enables a fleet of up 750 carriages. The first 10 carriages – comprising two five-carriage trains – have already been delivered. They have commenced the testing, commissioning, and regulatory processing of these trains and they are expected to begin entering service during 2026.

Aims and benefits

The DART+ Programme aims to expand the DART network from 50km to over 150km across the Greater Dublin Area. Iarnród Eireann is collaborating with the National Transport Authority to deliver the programme to meet the aims outlined in the National Development Plan which lays out a transport strategy for the Greater Dublin Area.

It has been designed to double the passenger capacity for rail services from 26,000 passenger journeys per direction per hour to 52,000. Meade says: “Doubling the passenger capacity and trebling the electrification of the Greater Dublin Area network will allow so many more commuters choose rail, as the backbone of our sustainable transport network.”

The DART+ programme was designed to “promote multi modal transit, active transport, boost regional connectivity and make public transport the preferred option for more and more people” and “deliver frequent, modern, electrified services within the Greater Dublin Area”. Five areas for development are included in the Programme:

1. DART+ West: Maynooth and M3 Parkway to city centre;

2. DART+ South West: Hazelhatch and Celbridge to city centre;

3. DART+ Coastal North: Drogheda to city centre;

4. DART+ Coastal South: Greystones to city centre; and

5. DART+ FLEET: Purchase of new train fleet to increase train services.

Minister for Transport Darragh O’Brien TD says: “The DART+ Programme is central to our commitments under the Programme for Government to develop a strategic public transport network, specifically to provide the capacity and electrification to serve new and existing communities for generations to come.

“With DART+ trains already in testing, and infrastructure enabling works beginning in 2026, we are firmly into the delivery phase of an investment that will make a real difference to the lives of tens of thousands of commuters daily.”

Transdev and the future of public transport

As Dublin’s population continues to grow and the cityscape evolves, the pressure on its transport systems is intensifying. Congestion, environmental challenges, and changing commuter habits are reshaping how the capital moves.

The answer is more public transport infrastructure: smarter operations, better integration, and a commitment by operators to reliability at every level.

At the heart of this evolving landscape is Transdev, operator of the Luas light rail network. While trams are a visible part of Dublin’s streets, the real story of success lies beneath the surface: in maintenance, collaboration, day-to-day excellence – and in how those elements build public trust in Luas and public transport.

Delivering reliability every day

Major infrastructure announcements tend to steal the spotlight, but for most people, the daily experience of public transport defines their perception. Is the tram on time? Is it clean? Do services run reliably during disruptions or largescale events?

Transdev, through its 21 years of operating and maintaining the Luas network, plays a central role in ensuring the answers to these questions are consistently positive. Every on-time

departure, every safe journey, and every resolved issue contributes to a broader public shift – one that moves people away from cars and toward sustainable mobility.

It is here that Transdev demonstrates its value – not just as a service provider, but as a critical enabler of modal shift in Dublin. Over 54 million journeys were made on Luas last year.

Customer-centred service and seamless integration

Transdev does not operate in isolation. For example, Luas Customer Care is integrating with other public service operators into the TFI Help Centre, and there is extensive coordination with Dublin Bus, Go-Ahead, DART, Iarnród Éireann, and Bus Éireann at various levels.

This integration is vital. As BusConnects reshapes the city’s bus corridors with more frequent services, redesigned routes, and priority lanes, the challenge is not just building infrastructure – it is

ensuring all modes of transport work together. Luas and BusConnects do not compete; they complement each other, enabling a smoother, more flexible public transport experience.

For passengers, that means confidence: in journey times, in real-time information, and in the knowledge that transport providers are working together behind the scenes.

TII and NTA

Infrastructure development in Ireland is led by Transport Infrastructure Ireland (TII) and the National Transport Authority (NTA). These agencies set the strategic direction – planning investments, designing systems, and overseeing project delivery.

Their work is essential in turning policy into progress. But even the best infrastructure design must be matched by effective operations. That is where a trusted operator like Transdev comes in, turning strategic visions into everyday realities for passengers.

Together, TII, NTA, and Transdev form a public-private ecosystem that is reshaping how Dublin moves.

Operational excellence

Shifting commuter behaviour in a carcentric city requires more than infrastructure; it requires trust, and trust is built through performance. Transdev’s success in Dublin is grounded in operational excellence measured not just through KPIs like punctuality, safety, and customer satisfaction, but in the lived experience of passengers.

Behind each tram is a network of teams – customer support, operations, maintenance, safety, security, and human resources – working cohesively to ensure a safe, clean, and efficient system. Whether responding to events, managing service disruptions, or proactively maintaining assets, Transdev’s ability to deliver consistency is a model for public transport operations worldwide.

The company’s blend of global experience and local knowledge allows it to adapt quickly, innovate thoughtfully, and maintain the high standards needed to keep the system running, even during complex network challenges.

The hidden key to expansion

Ambitions for network growth – new Luas lines, larger fleets, and integration with existing systems – are meaningless without a stable foundation.

Transdev Ireland excels in both proactive and corrective maintenance. By leveraging predictive tools, digital asset management, and rigorous inspection regimes, the team ensures that today’s network remains safe, efficient, and ready for tomorrow.

This is more than technical diligence. A system that works flawlessly every day builds positive public support for expansion. It assures stakeholders that existing investments are protected –and that new ones will be wellmanaged.

Supporting a lowcarbon, intermodal future

As Ireland moves toward a low-carbon future, transport must lead the way by reducing car dependency and making public transport the preferred choice for most journeys.

Transdev supports this goal not just through Luas operations but by helping to build a truly intermodal transport ecosystem. Working with partners across rail, bus, and active travel, Luas is positioned as a key part of how Dublin connects.

Stability is progress

It is easy to equate success with expansion. But in a growing city, stability is just as important. A wellmaintained, resilient system enables sustainable growth and gives new investments a strong foundation.

Stability means trust, consistent delivery, and the operational strength that allows innovation to flourish, giving the public confidence in a system that works today and tomorrow.

The road ahead

Dublin’s transport future is ambitious and achievable. With leadership from TII and NTA, and trusted operators like Transdev keeping the system running strong, the city is poised for a transport transformation. Progress starts with performance. And performance starts with people and partners who deliver. Transdev’s track record makes it a cornerstone of Dublin’s future.

We will stay the course, meet challenges head-on, and continue to drive Dublin forward.

W: www.transdev.com/en/transdevdublin-light-rail

Rolling out alternative fuels

The development and deployment of alternative fuels in Ireland is occurring within the context of several overlapping regulatory obligations, policy frameworks, and working group outputs.

Ireland is legally required to meet targets set out under the Alternative Fuels Infrastructure Regulation (AFIR), in effect since 13 April 2024. Article 14 of this regulation obliges EU member states to prepare and submit a national policy framework (NPF) outlining measures for the development of the alternative fuels market and related infrastructure. The updated Irish NPF is required to be submitted to the European Commission by 31 December 2025.

The Alternative Fuels for Transport Working Group was established in 2023 to assist in coordinating crossdepartmental and inter-agency work related to transport decarbonisation via alternative fuels. The Working Group delivered its first report to the Minister for Transport in

March 2025, fulfilling Action TR/24/3 under Climate Action Plan 2024

Regulatory context and policy alignment

The AFIR sets binding targets for infrastructure development in EU member states. These targets include deployment of electric recharging infrastructure for lightand heavy-duty vehicles, hydrogen refuelling infrastructure, onshore electricity supply (OPS) in ports, and electricity supply to stationary aircraft. The Irish response to this regulation includes a revised NPF that builds on and replaces the existing 2017-2030 framework.

The Working Group has engaged in public consultations and submitted a draft of the updated NPF to the European Commission in December 2024, in line with Article 14. The NPF draft prioritises electrification and hydrogen infrastructure but notes the potential for inclusion of biomethane, advanced biofuels, and renewable synthetic fuels in the final version, pending further assessment and consultation.

Electric vehicle charging

AFIR requires Ireland to deploy sufficient charging infrastructure corresponding to the national electric vehicle (EV) fleet size. To meet Climate Action Plan targets for EVs by 2030, it is estimated that 712,395 kW of public charging capacity will be required. The National EV Charging Infrastructure Strategy 2022-2025 provides the baseline planning document for delivering this capacity.

For heavy-duty vehicles (HDVs), a separate public charging network on the TEN-T core network is planned, with spacing every 3km. This will be implemented via a dedicated HDV charging scheme administered by Transport Infrastructure Ireland (TII), to be developed in 2025.

Hydrogen refuelling

AFIR requires a minimum of five hydrogen refuelling stations in Ireland by 2030. These are planned to be located in Dublin, Cork, Limerick, Galway, with one additional TEN-T corridor site. Progress toward this requirement must be demonstrable by 2027. The Department of Transport has indicated that inclusion of hydrogen is necessary to meet both light and heavy-duty transport decarbonisation requirements.

Renewable transport fuels

The Renewable Transport Fuel Obligation (RTFO), implemented under Part 5A of the National Oil Reserves Agency Act 2007, mandates a rising share of renewable transport fuels in the road fuel mix. The RTFO rate is scheduled to reach 25 per cent in 2025, with a sub-target of 1.5 per cent for advanced biofuels. Consultations are underway for the 2025-2027 revision of the Renewable Transport Fuel Policy.

Two working groups support RTFO implementation:

1. Biofuels Sustainability Working Group: Conducted vulnerability assessments regarding fraud risks, including analysis of feedstock traceability, union database

functionality, and EU regulatory compliance. Outputs aim to inform legal and administrative adjustments.

2. RES-T Working Group: Supports modelling and research aligned with RED II targets for 2030. Ongoing work includes assessment of supply-demand dynamics for advanced biofuels and RFNBOs, including phases of modelling by Byrne Ó Cléirigh Ltd.

Future work will assess B30 blending feasibility, potential extension of RTFO to Non-Road Mobile Machinery (NRMM), and alignment of RTFO with the Renewable Heating Obligation (RHO) due in 2026.

Road freight decarbonisation

Road freight is predominantly diesel-fuelled and presents significant decarbonisation challenges. EU emission standards for HDVs require 45 per cent reduction by 2030, 65 per cent by 2035, and 90 per cent by 2040.

ZEVI has initiated fleet audit schemes and infrastructure support programmes. The DRIFTHDV study, submitted in 2024, highlights cost-related adoption barriers and recommends operational expenditure-based incentives.

Next steps

The Alternative Fuels Working Group recommends continuation of its current remit through 2025, with updates to its terms of reference. Key priorities include:

• finalising the NPF in consultation with stakeholders and the European Commission;

• completing sector-specific studies in maritime and road freight;

• developing a hierarchy for renewable fuel use across sectors; and

• supporting integration of CAP26 corrective actions.

A year-end report to the Minister is expected to be sent at the beginning of 2026, along with monitoring of aligned actions.

Speaking in the Dáil in February 2025, Minister for Transport Darragh O’Brien TD said: “Regarding alternative fuels and biomethane in particular, and alternative energy sources, I see [biomethane] as having a particular fit in that regard.” However, O’Brien said he would “not commit to a figure” on capital expenditure on biomethane as an alternative fuel “because further discussions need to take place”.

Bus Éireann’s journey towards greener, smarter public transport

2024 was another landmark year for Bus Éireann, defined by continued passenger growth, service expansion, and major strides toward our vision for a more sustainable transport future.

We recorded 111.6 million passenger journeys, a 4.3 per cent increase on the previous year, reflecting the evergrowing demand for public transport in Ireland and the incredible efforts of our 3,100+ strong team who deliver vital services across every corner of the country.

All areas of our business saw growth. Public Service Obligation (PSO) services rose by 7 per cent, Expressway grew by 4 per cent, and School Transport saw a 2 per cent increase, delivering 58 million school

journeys, a service that plays a critical role in rural and local communities. This growth reaffirms our position as Ireland’s national bus company, a trusted, national operator and an essential part of the public transport fabric of Ireland.

Despite this success, we are acutely aware that challenges persist, particularly in areas such as further improved punctuality and real-time updates for our customers. These remain key priorities for 2025 and beyond, especially as we work to adapt

to a growing population, increased urban congestion, and evolving customer expectations. As part of our corporate strategy, Horizon 28: Our Vision for Green Growth, we are focused on operational excellence, service innovation, and digital transformation.

The operating landscape is shifting rapidly. New competitive tenders, a heightened focus on sustainability, and rising customer expectations demand agility. In 2024, we began operating a new Direct Award Contract for PSO

services and were also awarded competitive contracts for Waterford City, Carlow Town, and the Eastern Commuter Corridor.

Technological transformation is, of course, key to our future success. In that regard, we have begun digitalising our school transport services and laid the procurement groundwork for a national smart ticketing rollout to 7,500 vehicles. Our investment in innovation will ensure that we remain competitive, efficient, and responsive to our customers’ evolving needs.

Sustainability is central to both our business strategy and our values as an organisation. For instance, we have committed to a 51 per cent reduction in emissions by 2030 and achieving netzero by 2050. In 2024, we introduced Ireland’s first fully electric regional city bus network in Limerick, with 34 battery-electric double-deckers covering 2.1 million zero-emission kilometres annually. We also trialled hydrotreated vegetable oil (HVO) fuel in Ballina, with further rollout planned this year.

Bus Éireann continues to also demonstrate its commitment to sustainability through the ongoing rollout of electric buses nationally. To further support this transition, we are currently undertaking depot electrification projects in Galway, Cork, and Sligo in partnership with the NTA, ensuring the necessary infrastructure is in place for a sustainable future in public transportation nationwide.

Moreover, Ireland’s 2030 decarbonisation goals are to the forefront of our strategic priorities. As bus transport offers the most costeffective way to meeting these goals which can be implemented with pace within a public transport context, Bus Éireann urges a more rapid investment in EV roll-out in the context of the 2026 budgetary dialogue.

Operationally, we also achieved significant milestones. We now operate 216 PSO routes across Ireland and launched a major expansion of services between Limerick, Shannon, and Ennis, integrating School Transport and public services to improve efficiency and connectivity. We also extended the Independent Travel Support service to Limerick, Galway, and Waterford,

“Our enhanced safety culture, informed by data and collaboration with the RSA and HSA, has helped minimise incidents and maintain high standards across all operations.”

providing critical support for customers with special needs. Our 99 per cent success rate for wheelchair bookings underlines our commitment to inclusivity.

Workforce development and growth has been a major focus. In 2024, we hired over 500 new employees, bringing our total workforce above 3,000 for the first time. This growth was essential to meeting service demand and was supported by targeted recruitment and training expansion.

We also continued to strengthen our Expressway brand, developing the business case for further investment in fleet and technology. On the school transport front, we collaborated closely with the Department of Education to pilot new eligibility criteria and support future growth, towards an ambition of serving an additional 100,000 children by 2030.

Safety remains our most paramount value. Our enhanced safety culture, informed by data and collaboration with the RSA and HSA, has helped minimise incidents and maintain high standards across all operations. We continue to champion ways in which public transport can be made safer and, in that regard, we are active members in the Department of Transport’s new safety taskforce and participate in the delivery of the Government’s Road Safety Strategy: Vision Zero

Looking ahead, Bus Éireann’s Horizon 28 strategic plan charts our strategic direction and aligns us with national policy goals including climate action, connectivity, and rural development. We

continue to benchmark against global best practices and collaborate with government, the NTA, and CIÉ to deliver world-class public transport services.

On a personal note, my tenure as CEO of Bus Éireann will conclude later this year. Over these past years, I have witnessed incredible dedication, resilience, and innovation across Bus Éireann. Our public service ethos is alive and well and for that I am deeply grateful to our employees, our leadership team, chairperson Miriam Hughes, our board, and all our stakeholders, most especially our customers. Together, we have not only met immense challenges over these past seven years but also delivered real progress for our communities across Ireland. With confidence, I will pass on the baton knowing that Bus Éireann is in a strong position to grow, to innovate, and to lead in creating a more sustainable, inclusive transport future for Ireland. The journey continues – with purpose, with pride, and commitment to providing the highest quality public transport service for our country.

T: 01 703 3446

E: info@buseireann.ie

W: buseireann.ie

Transport in Ireland snapshot 2025

Road traffic

Average total vehicle kilometres travelled

2022: 16,261

2023: 15,854 i2.5%

Road deaths

Total road traffic fatalities

2023: 180

2024: 172 i4%

Road freight

Total tonnage of goods transport by road

2022: 164.3 million tonnes

2023: 165.2 million tonnes

h0.5%

Port traffic

Total tonnage of goods handled by main ports

2022: 53 million tonnes

2023: 48 million tonnes i9%

Airport traffic

Total number of passengers handled by main airports

2023: 39.2 million

2024: 41 million

h4.6%

Licensed vehicles

Total number of licensed vehicles on the road

2023: 3 million

2024: 3.1 million

h3%

Licensed EVs

Total number of new EVs licensed

2023: 22,493

2024: 17,191

i24%

Luas passengers

Total number of passenger journeys carried on the Luas 2023: 48 million

2024: 54 million

h12.5

DART passengers

Total number of passenger journeys carried on the DART 2022: 15.9 million

2023: 19.9 million

h25%

Dublin bicycle journeys

Total number of Dublin bicycle sharing scheme journeys 2022: 2,001,810

2023: 2,034,075

h1.6%

Source: CSO Transport Hub, May 2025

Driving forward: Tackling Ireland’s driving test backlog

Delays in public services rarely occur in a vacuum. They are often the result of overlapping structural, social, and demographic pressures – and their resolution demands clarity, leadership, and sustained investment, writes Brendan Walsh, Chief Operations Officer, Road Safety Authority.

That is precisely the challenge the Road Safety Authority (RSA) faced and continues to navigate as we work to reduce the waiting time for driving tests, which stood at an average of 27 weeks at the end of April.

This is not a situation any of us consider acceptable, and I want to acknowledge the real-life impact this is having. For many people, driving is not a luxury – it is a requirement for employment, education, and caring responsibilities. At a national level, mobility is an economic enabler, a public service, and a vital component of rural and urban cohesion.

That is why we launched a comprehensive, time-bound action plan

to reduce the average waiting time to 10 weeks by early September 2025, as directed by Government. This is not just a target. It is a national imperative — and one the RSA is fully committed to delivering.

Context: How we got here

To understand the current pressures, we need to examine the demand curve. The volume of driving tests has risen steadily and steeply over the past four years – from 157,183 in 2021 to 253,850 in 2024. That represents a 61 per cent increase in testing volume, driven by factors such as a growing population, delayed demand from the Covid-19 period, and greater reliance

on personal transport in areas where public infrastructure is less accessible.

Scaling services in response to this level of growth requires government recruitment sanctions. It requires investment and takes time – and resources.

The RSA’s large-scale recruitment campaign to hire and train additional driver testers was not a light-touch process. It required almost 1,000 interviews, 200 practical driving assessments, Garda vetting, and seven weeks of structured training and on-theroad evaluation for successful candidates.

Brendan Walsh, Chief Operations Officer with the RSA with a number of newly qualified RSA driver testers following the successful completion of their training in Cork.

It is worth noting that diverting experienced staff to support this process had a knock-on effect on existing capacity. However, this was a strategic investment – not only to resolve the immediate backlog but to futureproof our service against volatility in demand.

What is being done now?

Our plan to restore test waiting times is already in motion and is underpinned by four core pillars:

• Expanded testing hours: We are now offering tests from 7:25am to 7pm, including evenings, Saturdays, and bank holidays, with overtime agreements in place to support this expanded schedule.

• Accelerated tester deployment: Revised training approaches and enhanced facilities mean that new testers are entering the system faster and in larger numbers.

• Targeted booking interventions: Manual oversight of our invitation process ensures priority is given to test centres experiencing the highest demand – allowing us to more efficiently match capacity with need.

• Infrastructure expansion: We are opening new driving test centres in strategic locations, bringing the total to 60 nationwide, which will increase accessibility and alleviate regional pressure.

To ensure transparency and public accountability, the RSA is publishing fortnightly progress updates, tracking key metrics as we implement this plan.

Maintaining a resilient, long-term system

While our immediate priority is recovery, we are equally focused on building resilience. This includes developing contingency planning to deal with future surges in demand, whether driven by demography, policy change, or unforeseen global events.

We are actively assessing external and internal capacity-building measures to ensure we can scale our services rapidly, should the need arise. We have also committed to close monitoring of external factors and will provide early warning to our parent Department if future headcount or resource adjustments become necessary.

It would be disingenuous to suggest we can completely eliminate risk. No public service can guarantee immunity from

the impacts of pandemics, international conflict, or economic shocks. But what we can do — and are doing — is building agility into our planning, our systems, and our people.

A shared effort

We are also calling on the public to help us make best use of existing capacity. Over 4,000 tests this year alone could not proceed due to issues such as vehicles lacking a valid NCT, insurance, or tax. Others were no-shows. Each missed appointment represents a lost opportunity for someone else – and compounds the backlog.

We ask customers to cancel well in advance if they cannot attend and to ensure that they and their vehicle are fully ready. This is a simple but powerful way to support national recovery efforts.

Driven by our people

It is important to recognise that the delivery of this action plan is only possible because of the shared determination and professionalism of our people. From driver testers on the front line working with learners in cars, to our call centre and administrative teams managing scheduling, queries, and logistics – each individual plays a vital role. These are not just roles within a system; they are public servants who have continued to deliver under sustained pressure, scrutiny, and at times, criticism. Their resilience, adaptability, and commitment to maintaining a safe, fair, and accessible service deserve our full recognition. Without their daily efforts, this recovery plan would not be possible – and I want to personally acknowledge and thank

every member of the RSA team for their contribution to this national challenge.

Our commitment

Let me be absolutely clear: reducing waiting times is our top operational priority at the RSA. This is not a temporary campaign – it is a strategic transformation of our service to meet the mobility needs of a modern Ireland. We understand the significance of a driving test in people’s lives. We see the stress, the delays, the impact. But we also see progress. We are increasing weekly test volumes. We are onboarding new testers. We are adding centres, extending hours, and reengineering the way we operate. This is a coordinated, evidence-led response, and we are confident it will deliver real results – sustainably.

The RSA will continue to engage with stakeholders across Government, our teams and the public to ensure we maintain momentum. I welcome ongoing dialogue with decision-makers and sector leaders as we move forward.

Driving is essential infrastructure – and the licence that enables it is not just a permit. It is an opportunity. One we are determined to restore, at pace and with purpose.

W: www.rsa.ie

Innovation in commercial aviation in 2025

Climate change, sanctions on Russia, and trade disruption with the United States are all geopolitical events which are fostering an innovation race in aviation arguably not seen since the introduction of the jet engine.

Among the developments are new commercial competitors emerging from Russia and China to the A320 and 737, produced by Airbus Industrie and Boeing respectively.

While supersonic travel has not been a feature in commercial aviation since the retirement of the Concorde in 2003, Boom Technologies in the United States has outlined its ambition to produce a new supersonic commercial passenger jet by 2030.

Furthermore, in light of the desire to decarbonise the aviation sector, there is a race underway to produce the first commercial electric aircraft. While there is no question of electric-powered aircraft being able to sustain highdemand medium-to-long-range commercial routes, they are highly feasible for the future of short-haul commuter traffic.

Innovation in the east

Geopolitical change amid the rising power of China, in alongside the western world’s shunning of the Russian Federation as a consequence of its invasion of Ukraine, have led to increased domestic demand for indigenously manufactured aircraft for both the domestic markets in China and Russia respectively.

China, the world’s second most populous country and third largest by land area, has an intricate aviation network, with Shanghai Pudong, Guangzhou Baiyun, Beijing Capital, and Shenzhen Bao’an airports all among the 20 busiest in the world. Furthermore, three of the world’s 10 largest airlines –China Southern Airlines, China Eastern Airlines, and Air China – are based in China, with these three airlines comprising a total combined fleet size

of 1,830 aircraft. Despite this vast scale in fleet size and air traffic, only 114 of this total are Chinese-manufactured aircraft.

To meet the demand from the Chinese Government to move away from western manufactured aircraft, Comac, the Chinese state-owned aerospace manufacturers, has produced two jetliners: the C909, a regional-sized jet; and the C919; a mid-sized jet comparable with the Boeing 737 and Airbus A320. Over 1,000 orders have been placed for the C919. While all these orders have been made by Chinese airlines, western orders remain a possibility (see below).

In Russia, the sanctions placed on President Vladimir Putin’s regime have meant that the Russian flag carrier Aeroflot and other Russian airlines are unable to order western aircraft or procure authentic components for the

maintenance of these aircraft. Under the orders of Putin, the United Aircraft Corporation – comprising Tupolev, Ilyushin, and Yakovlev and three other manufacturers – has developed the Yakovlev MC-21.

As of May 2025, there are 175 orders placed by airlines based in Russia and Azerbaijan, with potential for another 140. If these orders go ahead, this would be the greatest number of orders for a Russian commercial jetliner since the Tupolev 154, which was introduced in 1968, and the most since the collapse of the Soviet Union.

Electrifying aviation

Electrification of aviation is not a viable solution for international commercial traffic. However, for short commuter routes, electric aircraft have the potential to provide a commercial option for airlines seeking to replace turboprop aircraft, which are commonly used for routes between, for example, Britain and Ireland.

While there have been projects ongoing in Italy and Israel, these have been sidetracked due to technological development challenges. Furthermore, the ongoing Israeli genocide in Gaza means that trade ties between the State of Israel and western states may undergo significant transformation. In

this context, it is likely that there will not be a reliable supply pipeline to attract investment from commercial airlines in the western world.

Supersonic travel

Not since the retirement of the Concorde in 2003 has any commercial ticket been available to travel at supersonic speed. Viewed in the 1960s and 70s as the future of commercial air travel, the 1970s oil crisis and the rise of environmentalism meant that the only commercially viable path for Concorde was for tickets to be sold at ‘sky high’ prices.

23 years on from the retirement of Concorde, Boom Technologies – an American manufacturer established in 2014 – is targeting the introduction of a new supersonic jet, the Boom Overture, by 2030.

With a market projection claiming that there will be demand for 1,000 supersonic aircraft, the Boom Overture, has 35 firm orders in the United States. One potential bottleneck for the project is the manufacturer’s stipulation that operators “must use sustainable aviation fuel (SAF) and/or purchase high-quality carbon removal credits” due to the considerably higher fuel burn of supersonic engines than subsonic jet engines. Therefore, the delivery – and

commercial viability – of this project depends on the availability of SAF; a product which is not widely used to date and is expensive.

Aviation in Ireland

Headwinds facing US-European trade have led Michael O’Leary, the CEO of Ryanair, to threaten to end its lucrative partnership with Boeing.

Ryanair has a fleet of 587 aircraft, all of which are Boeing 737 aircraft. This means that Ryanair is the second largest operator in the world of the Boeing 737.

However, O’Leary, in response to US President Donald Trump’s initial imposition of tariffs on EU exports to the US, announced that Ryanair would explore the viability of changing its outstanding orders to the Chinese-built Comac C919.

Speaking in early May 2025, O’Leary, in a letter to American Congressman Raja Krishnamoorthi, said Ryanair would “reassess” its Boeing order if US tariffs increase the cost of the company’s planes. The airline currently has 330 planes on order with Boeing; the order is estimated to be worth about $30 billion.

eolas Magazine has approached Ryanair for comment.

Credit: Alex Beltyukov

The Yakovlev MC-21 is the most technologically advanced commercial aircraft to have been produced in Russia, and has relatively high market demand due to western sanctions on Russia.

Accelerating Ireland’s transport future

With Ireland’s population continuing to grow, urban expansion and a national drive toward decarbonisation, the challenge in delivering efficient and sustainable transport infrastructure has never been more pressing.

With major upgrades to heavy rail and light rail networks, the delivery of active travel, and improving bus corridors, the pipeline of planned investment is encouraging. However, turning strategic ambition into tangible progress often stalls due to a consenting process that is widely seen as unpredictable and slow.

The current challenge

Over the past few years, there has been welcome policy momentum through the likes of the National Development Plan and the Climate Action Plan, both of

which place transport and decarbonisation at the centre of our infrastructure strategy, “critical to… future development, underpinning social cohesion and economic growth”. However, stakeholders, including project promoters, local authorities, and consultants, are continuing to raise longstanding concerns that the current legislative and procedural frameworks for gaining development consent are probably not fit for purpose when applied to complex, nationally significant projects.

Major projects are often delayed due to overlapping environmental requirements, the risk of judicial review, and a planning system that continues to frustrate. The Planning and Development Act 2024 is a welcome step toward reform, but it is recognised that the transition to the new Act will take considerable time.

What solutions are available now?

There is no one-size-fits-all solution, but at Ardent we have found value in looking to the UK for lessons that might be adapted to the Irish context. The

planning reforms already in place must be accompanied by cultural change within consenting bodies, and greater collaboration between public and private stakeholders.

Graeme Black, a Senior Associate Director in Ardent’s Ireland team, notes: “I speak to colleagues in England and Wales regularly, and I am firmly of the opinion that the DCO (Development Consent Order) model is hugely beneficial in providing structure and predictability to the consenting process for major infrastructure projects, particularly in transport and energy.”

Although here in Ireland we do not have a like-for-like fast-track regime for major transport schemes, there are elements of the DCO scheme which can be applied in an Irish context. Its strength lies in the unifying of multiple consents and acquisition powers into a single application, with clear statutory timeframes and a defined role for stakeholder engagement. Early, transparent engagement with affected landowners and communities, backed by evidence-based consultation, significantly improves the quality of applications and reduces the risk of objections and delay.

At Ardent, we also look to leverage digital solutions to significantly enhance collaboration and efficiency in project teams. Atlas is our cloud-based application that acts as a single source of truth in centralising project data, ensuring team co-ordination, providing robust reporting capabilities, and derisking the consenting process. This enables us to move away from disparate spreadsheets to a real-time web-based GIS solution, which is tailored to bespoke project needs. In addition, Atlas Engage is our stakeholder relationship management platform designed with engagement on complex infrastructure in mind. It is used throughout project development and delivery lifecycle, capturing communications and insights to manage all stakeholder data and activities, with a focus on preparing for and securing consent approvals.

A smarter approach to engagement and land strategy

From our experience across hundreds of major infrastructure projects, we believe that land strategy, stakeholder

“For over 30 years we have seen the benefits of collaborating and working with strategic partners to strengthen project teams and streamline the consenting process.”

engagement and consenting should not be viewed in isolation. Too often, the land and engagement aspects are only considered after technical design has been finalised, by which point avoidable risks have already become embedded. Our innovative approach to stakeholder engagement includes the use of big data, local influencers and creative content (to reach younger demographics who are often more supportive), chatbots, and interactive project mapping. When integrated early in project development alongside land referencing, geospatial analysis, landowner engagement and planning advisory services, acquiring authorities can better understand constraint risks, shape routes to reduce impact, and build trust with communities long before groundwork commences.

Jon Stott, Group Managing Director at Ardent, adds: “As the first UK consultancy to achieve the milestone of acting in over 100 DCOs, our integrated approach to land referencing, stakeholder engagement, and consent management has been pivotal in reducing delays, reducing risk as projects move from consenting to delivery, and ensuring successful outcomes. We are excited to now have a team in Ireland to help unlock continued growth in the transport sector.”

Our team at Ardent has seen first-hand how this approach pays dividends. For over 30 years we have seen the benefits of collaborating and working with strategic partners to strengthen project teams and streamline the consenting process. Working with promoters, contractors and public bodies, we have delivered land and consent support for

complex schemes including East West Rail, Docklands Light Railway, West Yorkshire Mass Transit, National Grid upgrades, and offshore wind farms.

Delivering on ambition

Given the scale of the Project 2040 pipeline, we have a once in a generation opportunity to transform Ireland’s transport system, and to deliver infrastructure that connects communities, supports economic growth, and contributes to climate goals. There is no doubting the benefits to be derived from a metro rail link between Dublin Airport and the city, or from the expansion and electrification of DART, the extension of the Luas, as well as the growth of active travel and bus corridors nationwide.

Transport is a key component in Ireland’s infrastructure, which alongside planned enhancements to grid and water networks, will be crucial in meeting the minimum requirements for new housing and decarbonisation.

At Ardent, we are passionate about helping infrastructure promoters navigate that path. By combining expertise in land, consent and engagement, we are excited to play a part in the delivery of transport projects essential to enhancing connectivity, improving quality of life, and maximising Ireland’s economic growth.

E: ireland@ardent-management.com

W: www.ardent-management.com

In profile:

Established in mid-May 2025, the Committee on Transport is tasked with shadowing the work of the Department of Transport.

Comprising nine teachtaí dála and five seanadóirí, the Joint Committee on Transport of the 34th Dáil and 27th Seanad met for the first time on 21 May 2025.

Upon being appointed

Cathaoirleach Fine Gael’s Michael Murphy TD addressed the committee: “I... look forward to working with them all in a spirit of real partnership and co-operation to address the many issues and challenges we face under the remit of this committee.”

Michael Murphy TD

Taking place a week later, Fianna Fáil’s Shane Moynihan TD – as the only nominee – was unanimously elected Leas-Chathaoirleach of the joint committee. In responses, Moynihan outlined: “I look forward to working collaboratively with every member of the committee to advance what I hope is a national transport policy for both urban and rural.”

At this second meeting, the committee received an overview of the work being undertaken by the National Transport Authority and

was addressed by interim Chief Executive Hugh Creegan, Assistant Director of Transport Investment, Eoin Gillard, and Head of Public Transport Services Planning, John Nott.

Key figures:

Cathaoirleach: Michael Murphy TD

Leas-Chathaoirleach: Shane Moynihan TD

Clerk to the Committee: Regina Boyle

Press officer: Stephen Higgins

Shane Moynihan TD

Grace Boland TD Michael Collins TD

Cathal Crowe TD

Emer Currie TD

Pa Daly TD

Roderic O’Gorman TD

Louis O’Hara TD

Seanadóir Lorraine Clifford-Lee

Seanadóir Joanne Collins

Seanadóir Neasa Cosgrove

Seanadóir Mark Duffy

Seanadóir Imedla Goldsboro

Sponsored by

Embedding sustainability in policy and practice

Martin Ryan, Managing Director of Fexco Managed & Advisory Services, discusses the organisation’s vision of embedding sustainability in policy and practice.

In spring 2024, Fexco Managed & Advisory Services joined forces with eolas Magazine to host a round table on the transformative journey of Irish tourism. This session brought together leaders from government departments, tourism authorities, the energy sector, community groups, and private industry. The goal is to evaluate Ireland’s progress towards building an environmentally restorative, economically inclusive, and culturally authentic tourism model.

Fast forward to mid-2025, and it is clear that the sector has embraced this ambition. Grounded in the principles of regenerative tourism and aligned with the Climate Action Plan 2024, Ireland is reframing its tourism identity as a destination and a global exemplar of sustainability in action.

From compliance to contribution

Tourism’s inclusion in Ireland’s Climate Action Plan 2024 reflects a growing national consensus: no sector can afford to remain passive in the transition to net zero. As one of the most cross-cutting sectors of the economy, tourism has a profound influence on energy consumption, carbon emissions, land use, and cultural resource management. Transport, accommodation, food services, and infrastructure collectively represent a sizeable portion of tourism’s environmental footprint. As such, the imperative to embed sustainability within the tourism value chain is no longer just an ethical consideration – it is both a strategic necessity and a business survival issue.

The Climate Action Plan – anchored in the Programme for Government and aligned with the EU Green Deal and Fit for 55 package – sets out binding sectoral targets for decarbonising economic activity by 2030. For tourism, this means a decisive pivot toward lowemission mobility, energy-efficient accommodation, sustainable supply chains, and circular economy practices. The sector must also play a more active role in biodiversity protection and in supporting nature-based climate solutions, especially in ecologically sensitive rural and coastal areas.

Tourism’s decarbonisation pathway encompasses multiple coordinated actions: emissions reductions in aviation and ground transport; electrification of hospitality infrastructure; the adoption of green building standards; and better integration with regional land-use and biodiversity planning. Tourism destinations must also incorporate climate risk assessments – factoring in rising sea levels, flood risk, and ecosystem degradation that could threaten their long-term viability.

Operationalising this agenda, Fáilte Ireland’s Climate Action Programme –delivered in close collaboration with the

Fresh Thinking

Sustainable Energy Authority of Ireland (SEAI) – is providing practical tools, funding streams, and technical guidance to tourism businesses across the country. Hundreds of operators are now engaged in benchmarking their energy use, conducting environmental impact assessments, and undertaking retrofitting projects that include solar PV installations, heat pump adoption, and water efficiency upgrades. A growing number are signing up to science-based targets, moving beyond compliance to proactive climate leadership. Energy audits, carbon literacy training, and sustainability action plans are becoming core components of accreditation schemes such as the Green Hospitality Programme and Sustainable Travel Ireland.

This collective momentum is helping to reposition Irish tourism not just as a passive responder to climate

obligations, but as a proactive contributor to Ireland’s decarbonisation goals and a visible partner in delivering tangible, local climate benefits.

From tourist to stakeholder

The modern visitor is no longer a passive consumer. Motivated by ethics, personal wellbeing, and environmental awareness, today’s tourists increasingly arrive not just as guests, but as informed stakeholders with specific expectations around the social and ecological footprint of their travel. They want to engage meaningfully with places, understand their impact, and contribute positively to local economies. In this new paradigm, sustainability is not an optional add-on – it is a foundational requirement that shapes the decisionmaking process from the earliest stages of travel planning.

Fresh Thinking

Fáilte Ireland’s Sustainable Tourism Barometer 2025 reveals that more than 70 per cent of international visitors now actively seek out eco-certified tourism providers. This growing demand for authenticity and accountability is influencing every aspect of the tourism offer – from carbon transparency and green transport options to locally sourced food, inclusive programming, and the visible reinvestment of tourism income into host communities. These visitors are attuned not just to what they experience, but to how it is delivered and who benefits.

Digital platforms are rapidly adapting to this shift. Major booking engines and travel aggregators are beginning to feature carbon footprint calculators, filter searches by sustainability credentials, and highlight destinations with independently verified green certifications. Algorithms are being trained to favour operators that demonstrate transparency, ethical business practices, and a commitment to regenerative tourism principles.

This evolution is not merely about responding to consumer pressure; it represents a significant opportunity to

deepen Ireland’s competitive edge. The country’s diverse natural landscapes, rich heritage, and globally recognised storytelling tradition position it exceptionally well to deliver immersive, place-based experiences. These include slow-tourism offerings such as guided hikes through rewilded peatlands, storytelling evenings in Gaeltacht communities, farm-to-fork culinary trails, and heritage craft workshops that connect visitors to the people and practices that define Irish identity.

By leaning into these strengths and amplifying its sustainability credentials, Ireland can redefine its tourism narrative – from a destination of interest to a destination of influence in the global shift toward responsible travel.

Community-driven models: Tourism as a force for regional equality

In alignment with the National Planning Framework and Our Rural Future, tourism is increasingly recognised as a vehicle for balanced regional development. Once reliant on agriculture, industry, or peat extraction,

communities are repositioning themselves as hubs of cultural, ecological, and creative tourism.

One notable example is the Coillte Nature Partnership in the Midlands, which is restoring former peatlands into carbon sinks while developing interpretive trails and eco-tourism amenities. Local authorities, supported by the Just Transition Fund, empower communities to co-design visitor experiences that reflect their values and vision.

In the west, the Slow Adventure Cooperative in Leitrim has linked accommodation providers, craft producers, and outdoor guides into a single product, offering multi-day, lowimpact itineraries supported by local storytelling and circular economy principles. The initiative has led to a 22 per cent increase in overnight stays and has supported emigrants’ return to tourism entrepreneurship.

Policy integration

Policy frameworks are now reinforcing rather than resisting the shift toward sustainable tourism. At the EU level, introducing the Short-Term Rentals Initiative is bringing much-needed transparency to data, licensing, and taxation, enabling governments to manage tourism flows better, protect housing markets, and support sustainable practices.

Nationally, the integration of environmental impact assessments into planning processes for tourism-related developments ensures that new investments meet both regulatory and climate resilience standards. Local development companies are increasingly factoring tourism into Local Economic and Community Plans (LECPs), ensuring cross-sectoral coherence in how regions grow and adapt.

Additionally, the anticipated rollout of Corporate Sustainability Reporting Directive (CSRD) requirements in 2026 will demand robust ESG reporting from larger tourism and hospitality businesses. Fexco is already working with several such firms to develop streamlined data solutions, ensuring they are ready to meet these expectations and use ESG data as a strategic asset, not just a compliance exercise.

Strategic investment

Fáilte Ireland’s €14.5 million in new project funding marks a broader shift toward impact-driven investment in tourism infrastructure. Flagship projects now integrate biodiversity protection, cultural preservation, and climate adaptation from the outset.

In tandem, the Department of Rural and Community Development has prioritised tourism in Rural Regeneration and Development Fund calls, focusing on infrastructure such as greenways, dark sky reserves, and interpretation centres. These investments are yielding multiple dividends – improving visitor experiences, restoring natural capital, and strengthening rural economies.

Private investment is also mobilising. Impact investors and ESG-focused venture capital firms are showing increasing interest in sustainable tourism products. With the growth of green finance, tourism SMEs offering a measurable environmental or social impact are better positioned to secure blended capital.

Technology and data

Digitalisation is accelerating the sustainability transition. Platforms like Fexco’s PACE (Platform for Analysing Carbon Emissions) are now being explored for tourism-specific applications, helping destinations track emissions across visitor touchpoints. Such tools can also support local authorities in setting science-based

Fresh Thinking

“Ireland has the opportunity to become a global leader in regenerative tourism.”

targets and developing data-driven decarbonisation plans.

Beyond emissions, smart destination dashboards are being trialled in pilot areas such as Dingle and the Boyne Valley, aggregating data on water use, waste, seasonal congestion, and biodiversity indicators. These tools are transforming destination management, shifting from reactive problem-solving to proactive planning.

Tourism SMEs are also embracing digital transformation, with booking engines integrating sustainability filters, and social media campaigns pivoting to storytelling that highlights conservation efforts, cultural authenticity, and inclusive visitor offers.

Supporting systems change

At Fexco Managed & Advisory Services, we view tourism as a high-potential sector for delivering on Ireland’s broader ESG ambitions. Our work supports public bodies, tourism operators, and communities to align economic growth with sustainability through:

• Data solutions: Helping enterprises and regions develop carbon baselines and impact reports aligned with CSRD and ESG frameworks.

• Strategy and advisory: Guiding sustainable tourism masterplans, funding applications, and governance design for emerging destination management organisations (DMOs).

• Community enablement: Supporting grassroots initiatives through capacity-building, mentoring, and access to publicprivate partnerships.

We see particular potential in connecting tourism with energy transition, circular economy, and biodiversity strategies –ensuring tourism is not siloed, but integrated into the fabric of Ireland’s sustainable future.

Three priorities for

scaling sustainable tourism

To unlock the full value of Ireland’s sustainable tourism transition, coordinated national action is required across three key fronts:

1. Sustainable mobility: Prioritise lowcarbon transport links to and within tourism corridors – integrating rural transport schemes, EV infrastructure, and multimodal options.

2. Digital inclusion for SMEs: Invest in tools, training, and platforms to help micro and small enterprises monitor impact, digitise operations, and market themselves sustainably.

3. Policy alignment and local governance: Deepen integration between planning, climate, heritage, and tourism policy through stronger interdepartmental coordination and enhanced powers for local DMOs.

Destination Ireland reimagined

Ireland is not just transitioning how tourism looks – it is redefining what tourism is for. In doing so, it is demonstrating that tourism can support climate action, revitalise communities, protect heritage, and drive innovation. This journey is still unfolding, but the momentum is unmistakable.

As we look toward 2030, Ireland has the opportunity to become a global leader in regenerative tourism – a country that welcomes the world while safeguarding the very things that make it worth visiting.

Fexco Managed & Advisory Services is proud to play its part in that vision, helping shape a tourism sector that is inclusive, intelligent, and irreversibly sustainable.

W: www.fexco.com

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The 35th Government of Ireland’s tourism priorities

The

new government has changed the department responsible for tourism policy, with tourism now within the remit of the Department of Enterprise, Tourism and Employment.

Prior to this reshuffle, tourism had been within the remit of the former Department of Tourism, Culture, Arts, Gaeltacht, Sport and Media.

The Minister for Enterprise, Tourism and Employment is Peter Burke TD. However, at the time of writing, no Minister of State has been formally handed responsibility for tourism. The statutory handover of policy responsibility took place on 1 June 2025, under the Ministers and Secretaries (Amendment) Act 1939.

Programme for Government

The Programme for Government makes 37 references to tourism. The policy framework prioritises incremental growth in tourism capacity, with particular attention given to sustainability, infrastructure optimisation, regional distribution, and compliance with broader socioeconomic objectives.

The Government’s tourism policy is to be formalised in a new national tourism strategy to 2030, aimed at increasing visitor numbers and

Peter Burke TD, Minister for Enterprise, Tourism and Employment

employment levels in a manner aligned with national development goals. The strategy incorporates existing frameworks such as the Wild Atlantic Way, Ireland’s Ancient East, Hidden Heartlands, and Dublin, and aims to distribute tourism-related activity more evenly across geographic regions. This is to mitigate overconcentration effects and optimise regional economic outputs.

Support for agencies such as Fáilte Ireland and Tourism Ireland will continue, with these entities tasked with promoting Ireland as a tourism destination in both domestic and international markets. Planned initiatives include the ‘Year of the Invitation’, a community-focused campaign to encourage diaspora engagement and community-level tourism event organisation. The campaign is modelled on historical precedents such as The Gathering (2013) and is primarily cultural in orientation.

Infrastructure and connectivity

Infrastructure investment will be directed toward improved access to tourism sites. This includes public transport enhancements to high-volume tourism zones and expanded greenway and blueway networks. A comprehensive review of national aviation policy is to be conducted to assess capacity and utilisation at regional and national airports, with a view to maximising inbound and outbound connectivity.

The Government also intends to upgrade existing tourism infrastructure via the Outdoor Recreation Infrastructure Scheme. Investment is to be directed toward tidal pools, trails, walkways, and other facilities. Coillte will remain the primary agency for forest park maintenance and upgrades.

Sustainable and regenerative tourism

The document places a recurring emphasis on “regenerative” tourism, particularly in the Midlands. EU Just Transition Funds are to be deployed to support such projects. These are intended to achieve co-benefits in environmental remediation and economic diversification for areas experiencing industrial decline.

Tourism initiatives will be aligned with the Government’s climate and biodiversity strategies. Nature-based tourism assets such as greenways, blueways, and marine-based activities are identified as low-impact alternatives to conventional tourism forms. Funding for the National Walks Scheme and continued stakeholder collaboration (e.g., with landowners and local authorities) are central to these objectives.

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Marine and coastal development

A separate marine tourism strategy is to be developed in collaboration with Fáilte Ireland. Objectives include the enhancement of coastal visitor infrastructure, development of marina assets, and promotion of marine recreational activities such as whale and dolphin observation. These activities will be implemented alongside expanded Marine Protected Areas (MPAs) and associated conservation regulations.

The tourism strategy aims to ensure that ecological considerations are embedded within all marine sector tourism development proposals. The Government states that it will work to balance ecological protections with economic usage through legislative and policy oversight.

Economic development and sectoral integration

The programme outlines a continuation of financial and technical support mechanisms for rural tourism under the LEADER Programme and the Rural Regeneration and Development Fund. Measures include incentives for sustainable food and beverage tourism, particularly where local produce can be integrated into visitor offerings.

The tourism strategy will also interface with skills development policies to address career pathways within the hospitality and tourism sectors. Engagement with the Department of Further and Higher Education is planned to expand course offerings and labour market alignment, using the National Training Fund as the primary financing mechanism.

Analysis

The handover of tourism policy demonstrates that the new government views tourism as an economic enabler, rather than an intrinsic policy objective. The Government’s tourism-related policies as outlined in the Programme for Government are consistent with a cautious, data-driven approach to sectoral development.

The focus on regional balance, environmental sustainability, and infrastructure investment reflects a broader integration with national economic and planning frameworks. However, implementation will rely on coordination across multiple departments, regulatory compliance, and alignment with EU funding structures.

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Overseas visitor numbers sharply decline in 2023

Approximately 6,564,000 overseas visitors came to Ireland in 2023 according to Fáilte Ireland’s Key Tourism Facts 2023 National Summary published in February 2025.

This represents a 32 per cent decrease from pre-pandemic levels in 2019 when there were 9,674,000 overseas visitors, according to a report published by the Sustainable Tourism and Visitor Experience Lab (STORY) in September 2022. The report, titled Climate Change and Tourism: The Carbon Footprint of Irish Tourism, also states that Irish tourism contributed an estimated 11.62 MtCO2eq in emissions in 2019. This is the latest available data on emissions from the Irish tourism industry.

It asserts that overseas visitors accounted for 10.12 MtCO2eq, 87 per cent of tourism emissions. Climate Change and Tourism identifies aviation as “the most significant contributor to Irish tourism emissions”, accounting for 7.33 MtCO2eq. The following is a breakdown of the emissions generated by visitors by country.

• US: 2.99 MtCO2eq (41 per cent)

• Australia, New Zealand, and other Oceania countries: 1.14 MtCO2eq (16 per cent;

• Other areas: 0.99 MtCO2eq (13 per cent); and

• Great Britain: 0.36 MtCO2eq (5 per cent).

“The findings above demonstrate that long-haul flights have a significant impact on aviation emissions,” the report states. It asserts that the high levels of emissions generated by the US “is due to a combination of travelling long distances and higher visitor numbers”.

The report adds: “In comparison, Ireland’s most significant overseas tourist market, Britain, is responsible for only 5 per cent of aviation emissions. This is a relatively low contribution due to the shorter flight distance.”

In 2023, Great Britain had the largest contingent of visitors with 2,604,000, a 25 per cent decrease from 2019 when it stood at 3,487,000. It was followed by mainland Europe at 2,260,000, a 37 per cent decrease from 2019 when it stood at 3,609,000. There were 1,340,000 visitors from North America, a 29.5 per cent decrease from 2019 when it stood at 1,902,000. In 2023, 362,000 visitors came from ‘rest of world’, a 46 per cent decrease from 2019 when it stood at 676,000.

Approximately 1,347,000 visitors came from Northern Ireland in 2023, a 5.5 per cent increase from 2019 when it stood at 1,277,000. The STORY report estimates that visitors from Northern Ireland produced 0.15 MtCO2eq, 1 per cent of total emissions in 2019.

In 2023, 14,309,000 domestic trips were made in Ireland, a 23 per cent increase from 2019 when there were 11,621,000. The STORY report estimates that domestic visitors produced 1.35 MtCO2eq, 12 per cent of total emissions in 2019.

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Overseas visitors numbers 2019 vs 2023

4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000

500,000 0

Great Britain Mainland Europe North America Rest of world

It identifies internal transport as the highest contributor to domestic tourism emissions in Ireland. “Domestic tourism contributes nearly the same level of internal transport emissions as overseas tourists, even though their length of stay is far shorter. This is mainly due to the more prominent use of personal cars and further distances travelled.”

Although it is likely that emissions from domestic trips and visitors from Northern Ireland have increased in comparison to 2019, it can be assumed that total emissions from the tourism industry have reduced in line with the significant decrease in overseas visitors in this time.

2025 so far

Central Statistics Office data show that 1,612,000 foreign visitors completed a trip in Ireland during the months of January, February, March, and April in 2025. In April 2025, 528,100 foreign visitors completed a trip to Ireland, down by 4 per cent from April 2024 and up by 14 per cent from April 2023.

Great Britain had the largest contingent of visitors at 214,200, 40.6 per cent of the total. The US was second with 93,200 (17.6 per cent), followed by Germany with 36,300 (6.9 per cent).

Overseas visitors stayed a total of 3.4 million nights in the country, 1.5 per cent less than April 2024 and 6 per cent less than April 2023. On average, foreign resident overnight visitors stayed for 6.5 nights, up from 6.4 in April 2024 and down from 7.9 in April 2023.

European overseas visitors excluding Great Britain spent the most nights in the country at 1,339,900 nights (39 per cent of total). Visitors from Great Britain spent 959,000 nights (27.9 per cent), visitors from North America spent 856,300 nights (24.9 per cent), and ‘other’ visitors spent 281,400 nights (8.2 per cent).

A total of 1,931,300 visitors arrived by sea or air while there were 1,949,400 departures, up by 12.1 per cent from April 2024. Of all departing passengers, 64.2 per cent were outbound Irish residents. A further 8.8 per cent were same-day visitors while 27.1 per cent were foreign resident overnight visitors.

Ireland’s first certified sustainable destination

Clare County Council has recently achieved the globally recognised GSTC sustainable destination certification, awarded by leading certifying body EarthCheck.

In 2021, Clare County Council launched a 10-year Clare Tourism Strategy, Guiding our Journey to a Vibrant New Future in Tourism, which was an evidence-based, forward-looking, and innovative approach to tourism planning in Clare and a roadmap for public and private investment over the following decade. Led by the Tourism Department of Clare County Council, this strategy was shaped through extensive stakeholder and public consultation. The

strategy is underpinned by a clear and ambitious vision: “Clare is a globally renowned, sustainable, and vibrant destination by 2030.”

In an era of growing sustainability commitments, there is an increasing demand for transparency and integrity from stakeholders across the public sector, industry, residents, and visitors. Tourism is Ireland’s largest indigenous employer, supporting essential

livelihoods, especially in rural areas of Ireland such as County Clare. In the face of global uncertainties affecting other sectors such as pharmaceuticals and technology, there is a critical need to sustain and strengthen tourism as a resilient, community-driven pillar of Ireland’s economy.

Recognising the vital role of local authorities in managing destinations and tourism infrastructure, Clare County

Ireland’s first destination to achieve international sustainable tourism certification through EarthCheck. Picture: The Bridges of Ross, Co. Clare.

Council has adopted an initiative-taking leadership approach. Through crossdepartmental collaboration and engagement with external stakeholders, the Council has successfully secured Ireland’s first third-party verified sustainable destination certification from EarthCheck, the world’s leading certification body for sustainable tourism.

According to Councillor Shane Talty, Chair of Clare County Council’s Tourism Directorate SPC: “Securing this accreditation is a major achievement at a time when the tourism sector is navigating significant challenges. It is vital that our county continues to lead by example, setting a path that others may follow now and into the future.”

This internationally recognised certification requires destinations to monitor and report on a comprehensive set of environmental, cultural, social, and economic indicators, all subject to independent auditing. The requirement of annual auditing and benchmarking is a core component of the certification process, supporting continuous improvement by identifying strengths, gaps, and opportunities year-on-year, enabling destinations to adapt proactively to emerging challenges and sustainability goals. Clare’s achievement ensures that its tourism practices are informed by the highest global standards, offering a credible and measurable pathway toward sustainability. Furthermore, this certification places Clare County Council in a strong position to comply with the forthcoming EU Green Claims Directive, designed to prevent greenwashing and promote authenticity in environmental communications across the European market.

As part of the certification process, a Sustainable Destination Action Plan is currently being developed to guide the long-term implementation of sustainable tourism practices throughout County Clare. Central to the action plan is resident insights, ensuring that local values, concerns, and aspirations directly inform how actions are shaped and delivered. In collaboration with partners such as the Atlantic Technological University (ATU) and the Atlantic Coast Sustainable Tourism Observatory, a UN Tourism initiative, the certification supports evidence-based decision-making. The certification commitment is demonstrated through a series of key deliverables, including:

• establishment of a county-wide,

multi-sectoral Destination Green Team;

• adoption of a Sustainable Destination Policy;

• development of a Sustainable Destination Action Plan;

• destination Risk Assessment;

• implementation of an annual, thirdparty audit; and

• annual Benchmarking and reports.

Sustainable tourism in action: The role of local authorities

Local authorities play a critical role in the delivery of tourism across Ireland, with responsibilities ranging from infrastructure management to supporting Destination Experience Development Plans (DEDPs). The sustainable certification journey offers local authorities a structured framework to engage meaningfully with residents, visitors, local businesses, and public agencies to advance tourism in a more sustainable way. As local authorities across Ireland are now mandated to develop climate action plans, it is essential that tourism strategies are aligned with broader climate objectives. Clare’s experience in achieving the

certification provides a practical and replicable model for other local authorities seeking to integrate tourism with climate resilience and community engagement.

However, to fully realise this ambition at a national scale, dedicated funding within research mechanisms is essential. Such investment represents strong value for money, particularly when the outcome is a tourism sector that is more resilient, aligned with climate action goals and supports sustainable development strategies.

As James Hanrahan of Atlantic Technological University (ATU) notes: “Securing dedicated research funding is essential for sustainable tourism development. The Planning and Development Act 2024 plays a pivotal role in enabling forward-looking infrastructure planning and it is vital that we integrate planning processes with robust research to ensure evidenceinformed decision-making. Tourism, by its nature, experiences its ‘up days’ and ‘down days’, which makes having specialist, evidence-based expertise all the more critical. While local authorities may not always receive the recognition they deserve, their role within democratic governance is essential. Through elected representatives and structured planning

Ireland’s first Destination Green Team supporting an international sustainable destination certification, chaired by Deirdre O’Shea, Head of Tourism, Clare County Council.

frameworks, they are uniquely positioned to support long-term sustainability goals. Fundamentally, local authorities play a central role in realising the principle –that a good place to live is a good place to visit.”

County Clare’s Destination Green team

As part of Clare’s journey toward certification, County Clare has established Ireland’s first Destination Green Team, chaired by Deirdre O’Shea, Head of Tourism, Clare County Council. In addition, Clare County Council has resourced a full-time Sustainable Destination Development Officer, Fiona McKenna, who has led all background research and data collection. The team is dedicated to the implementation of the certification process. As McKenna notes: “One of the valuable outcomes of pursuing sustainability certification is the formation of the Destination Green Team and the ability to benchmark, and action against data as a team.”

Core responsibilities of the team include delivering Clare’s Sustainable Destination Action Plan, aligning relevant policies, and conducting risk assessments. The team brings together around 40 members, representing diverse expertise from Clare County Council’s Environment, Climate Action, Heritage, and Biodiversity departments, alongside strategic partners. This integrated governance model ensures that Clare’s sustainable tourism certification is informed by best practice and is aligned with national and EU policy objectives. Current members of the Clare Green Team include the following representatives, namely:

• Tourism Department, Clare County Council;

• Environment and Climate Action Department, Clare County Council;

• Municipal Districts, Clare County Council;

• Rural and Community Development Department, Clare County Council;

• Heritage, Biodiversity and Planning Department, Clare County Council;

• Burren and Cliffs of Moher UNESCO Global Geopark, Clare County Council;

• Clare Collections, Clare Tourism Development DAC;

• Irish Farmers’ Association;

• North Clare Community Group;

• Burren Ecotourism Network;

• East Clare Tourism Network;

• Loop Head Tourism Network;

• Private tourism businesses;

• Fáilte Ireland;

• National Parks and Wildlife Service (NPWS);

• Office of Public Works;

• Geological Survey of Ireland;

• National Monuments Service;

• Limerick Clare Conference and Sports Bureau;

• Shannon Airport; and

• Atlantic Sustainable Tourism Observatory, Atlantic Technological University, Sligo, Ireland.

The role of Shannon Airport and Moneypoint Power Station

As part of Clare’s EarthCheck certification process, key infrastructure sites were independently audited. These included Shannon Airport, a vital transport hub, and Moneypoint Power Station, currently undergoing a major transition towards clean energy while continuing to serve as a critical backup for Ireland’s electricity grid.

Shannon Airport

Sustainability is increasingly central to the strategic direction of both County Clare and Shannon Airport. The Shannon Airport Group has formed a Sustainability Team, led by Sinéad Murphy.

The key figures on the Shannon Airport Group’s Sustainability Team are active members of the Clare Green Team –, a cross-sectoral working group established to coordinate the EarthCheck certification. Their active involvement reflects a growing recognition of the airport’s role not just in connectivity but also in advancing climate and sustainability standards. During the EarthCheck audit, Shannon Airport demonstrated tangible actions across several aspects including carbon management, waste reduction, energy efficiency, biodiversity regeneration, and stakeholder engagement.

The integration of airport infrastructure within the county’s sustainability agenda highlights the importance of collaborative governance in destination management.

County Clare’s countywide sustainability approach builds on the proven model of sustainable tourism in North Clare, the Geopark Code of Practice (Photo: Awards night Code of Practice, April 2024).

The Shannon Airport proactive engagement is a showcase of the type of public-private partnership needed to transition Ireland’s regions toward more resilient futures. The collaboration between Clare County Council and The Shannon Airport Group through the Clare Green Team and sustainable destination certification, offers a leading example of how aviation, local authorities and community stakeholders can collectively work together through the lens of sustainability.

Moneypoint Power Station

Sustainability is also central to the evolving role of Moneypoint Power Station within County Clare and the national energy landscape, under the leadership of Stephen O’Mahoney. As one of Ireland’s largest energy generation facilities and a large historic employer within Clare, Moneypoint is undergoing a significant transition-from a legacy fossil-fuel plant to a forwardlooking clean energy hub.

Critically, it will continue to serve as a strategic backup provider for the national electricity grid. During the EarthCheck audit, Moneypoint Power Station demonstrated a commitment to emission reductions, energy innovation, and stakeholder cooperation. Its presence in the certification process underscores the county’s integrated approach to sustainability, one that does not exclude heavy infrastructure, but instead brings it into the forefront of the process.

By collaborating with Clare County Council within the certification, Moneypoint is helping to redefine what sustainability looks like for complex legacy energy infrastructure in a rural context. This alignment between energy transition and destination sustainability planning within certification positions Clare as a national example of forming strategic partners across climate, national security, and economic development.

Businesses’ role in sustainable destinations

County Clare’s approach to sustainable destination management draws on historical, proven models of business and cross-sectoral collaboration.

Established in 2019, the Burren and Cliffs of Moher UNESCO Geopark Code of Practice for Sustainable Tourism is adopted by approximately 60

businesses within the Burren Ecotourism Network.

The Code of Practice has been recognised as a best-practice in sustainability, requiring businesses to measure, monitor, and action against energy and water use, waste generation, use of local products and services, contribution to communities, protecting biodiversity and promoting culture.

As Carol Gleeson, manager of the UNESCO Global Geopark explains: “The Code is evidence-based, and third-party evaluated. When visitors choose businesses that have completed the Code, they are choosing businesses who demonstrate that they are actively protecting their landscape, investing in local economies, and are passionate about working together towards a better future for their communities.”

Clare County Council has demonstrated increased commitment to expanding the Code of Practice across more tourism networks within the county. This reflects the recognition that local businesses play a crucial role in transitioning destinations

to become more sustainable by aligning with recognised sustainability standards. Tourism enterprises that complete the Code of Practice not only reduce their environmental impact, but also enhance the visitor experience and strengthen the destination’s reputation. Their collective efforts are vital in meeting the sustainability indicators required for international sustainable destination certification.

For any more information or queries please contact The Tourism Department of Clare County Council T: 065 682 1616

E: tourism@clarecoco.ie

Policy framework sets tourism direction to 2030

Before the dissolution of the previous Dáil, the then-Department of Tourism, Culture, Arts, Gaeltacht and Media published the Tourism Policy Framework 2025-2030, setting out a range of sustainability-related goals for the sector.

Published in November 2024, the framework identifies climate action, environmental protection, and social responsibility as core components of future tourism development in Ireland. It takes a three-pillar approach –environmental, economic, and social –with particular emphasis placed on environmental sustainability due to intersecting national and EU targets.

Environment

Under the environmental pillar, the framework specifies that the State’s tourism sector must play a role in achieving climate mitigation objectives. A key action involves calculating a baseline for tourism-related carbon emissions, for which Fáilte Ireland is responsible. Once the baseline is

determined, the Department of Enterprise, Tourism and Employment will be mandated to establish reduction targets. By 2030, the average carbon emissions per visitor bed night must be reduced by 60 per cent. Targets will be embedded in successive short-term tourism action plans.

Tourism businesses will be expected to undertake environmental audits and implement emissions reduction measures. Public supports, such as grants or promotional funding, may be linked to evidence of environmental action. Guidance will be developed for operators to adopt practices such as switching to low-emissions energy sources, improving insulation, and reducing food waste. A platform will be launched to allow businesses to share

examples of actions taken, with a focus on replicable and measurable outcomes.

The framework also requires the publication of a sectoral adaptation plan under the National Adaptation Framework. This aims to address risks to tourism infrastructure from sea level rise, increased storm activity, flooding, and other climate-related impacts. The aim is that the plan will identify vulnerabilities in tourism-heavy regions and provide guidance on long-term resilience strategies.

Biodiversity is another area covered under the environmental pillar. The policy outlines that tourism development should not compromise natural habitats and must align with the National Biodiversity Action Plan

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Businesses will be encouraged to enhance biodiversity at their sites using measures such as wildflower planting, reduction of pesticide use, and conservation of native species habitats. Local authorities and public agencies will be asked to consider biodiversity impacts when planning tourismrelated infrastructure.

Water quality and waste are also addressed. The policy notes that tourism generates waste and resource consumption, particularly in high-traffic areas. The document refers to the national Waste Action Plan for a Circular Economy and sets out expectations for increased recycling, food waste prevention, and reduced plastic use in the tourism sector. Accommodation providers and visitor attractions are to ensure proper waste segregation, and the use of reusable items such as cups and containers will be promoted.

Transport is identified as a major source of emissions linked to tourism. The policy includes actions to reduce transport-related emissions, both for travel to and within Ireland. Visitors are to be encouraged to use ferries, rail and sail options, and lowemission vehicles.

To achieve this, the framework envisages collaboration with agencies responsible for transport infrastructure to support the rollout of electric vehicle (EV) charging stations at key tourism sites. Public and active transport options, such as cycling and walking, are to be included in destination experience development plans (DEDPs), especially in rural and nature-based tourism regions.

Economic and social

The economic and social pillars of the framework also contain elements linked to sustainability. Economic goals include a shift away from visitor volume growth towards revenue per visitor, based on the rationale that fewer, longer stays have a lower carbon impact than high turnover. Domestic tourism is identified as a lower-emissions alternative to outbound travel, and policies will be developed to encourage Irish residents to holiday at home.

Socially, the framework states that tourism should benefit host communities and avoid negative local impacts. It outlines that local authorities and tourism agencies should consider seasonality, regional balance, and employment quality when developing tourism strategies. The development of tourism careers that are stable, full-time, and year-round is a stated objective. Training will be made available to support businesses and communities in delivering sustainable tourism services.

The policy also states that tourists should be made aware of sustainability efforts and their role in contributing to them. The framework states that awareness campaigns will be launched to promote water conservation, litter prevention, recycling, and low-impact travel. The tourism agencies are expected to incorporate sustainability messaging into marketing materials, itineraries, and visitor information resources.

Verification and measurement are addressed through commitments to improve data collection and introduce reporting on environmental indicators. This includes revisions to visitor satisfaction surveys to capture perceptions of Ireland as a sustainable destination. Certification schemes and ecolabels may be supported or recognised, and Ireland’s performance will be aligned with international benchmarks where feasible.

Speaking at the time of publication, thenMinister Catherine Martin said: “This policy is formulated using the well-established sustainable development model that balances economic development with environmental and social considerations. Implementing the strategic objectives of this policy framework will bring tangible benefits to the sector and will also provide facilities and experiences of value to local communities.”

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Indicators of sustainable tourism

Climate Action Plan 2025 stipulates that a sectoral climate adaptation plan for tourism must be developed in 2025. Sustainable tourism indicators outlined by the Sustainable Tourism and Visitor Experience Lab (STORY) at the Atlantic Technological University could set the foundations for this plan.

STORY measures a tourism destination’s environmental impact using 17 core indicators across seven sub-categories: reducing transport impact; climate change; solid waste management; sewage treatment; water treatment; energy usage; and landscape and biodiversity protection. The core indicators for a destination’s success in reducing transport impact are:

• percentage of tourists and sameday visitors using different modes of transport to access the destination;

• percentage of those using local, soft mobility, or public transport services to navigate the destination;

• average kilometres travelled by those from accommodation to destination; and

• average carbon footprint of those travelling from accommodation to destination.

STORY evaluates a destination’s efficacy in addressing climate change by the percentage of tourism enterprises taking adaptation responses and actions, and those involved in climate change mitigation schemes including CO2 offset, low energy systems, etc. It also measures it by the

percentage of tourism accommodation and attraction infrastructure located in ‘vulnerable zones’.

Indicators for a destination’s solid waste management include waste production per tourist night compared to the general population waste production per person; the percentage of tourism enterprises separating different types of waste; and the percentage of total waste recycled per tourist compared to the total waste recycled per resident per year.

Sewage treatment is measured by the percentage of sewage from the destination treated to at least secondary level before discharge. Water management is evaluated by the water consumption per tourist night compared with that of residents, the percentage of enterprises taking water consumption reduction actions, and the percentage of enterprises using recycled water.

The core indicators for energy usage are as follows:

• energy consumption per tourist night compared with residents;

• percentage of enterprise taking action to reduce energy consumption; and

• percentage of annual energy consumption from renewable sources compared to overall energy consumption.

To evaluate landscape and biodiversity protection, STORY measures the percentage of local enterprises in the tourism sector actively supporting protection, conservation, and management of local biodiversity and landscapes.

In February 2025, Fáilte Ireland announced its plans for sustainable tourism development. According to the organisation, the plans include “significant investments in destination development, domestic marketing, festivals to spread visitors beyond the busy summer months and initiatives to attract more business events to Ireland”.

Commenting on the plans, Minister for Tourism Peter Burke TD says: “In line with our new Programme for Government, these robust plans look to create a balanced regional spread of tourism, develop long-term, sustainable, well-paid careers in the industry, enhance our tourism infrastructure and support the sustainable growth of this sector.”

Procurement Minister Emer Higgins TD: ‘Making public procurement more open and transparent’

Minister of State with responsibility for Public Procurement, Digitalisation and eGovernment, Emer Higgins TD, speaks with eolas Magazine about the development of the first National Public Procurement Strategy for Ireland.

“Each euro that we spend on goods, services, and works has the possibility to bring far-reaching social and environmental benefit.”

Minister of State with responsibility for Public Procurement, Digitalisation and eGovernment, Emer Higgins TD

eolas Magazine (EM): Why do we need a new National Strategy for Public Procurement?

Minister of State Emer Higgins (MoS EH): The 2025 Programme for Government: Securing Ireland’s Future includes a commitment to reviewing the public procurement process to make it more transparent and support greater participation from SMEs in Ireland. According to European research, every year in the EU, over 250,000 public authorities spend around €2 trillion (around 13.6 per cent of GDP) on the purchase of services, works, and supplies.

This is a very significant amount of money, in Ireland it amounts to several billion euro each year. We have an obligation to ensure that this money is spent strategically, in a way that works for indigenous industry, for SMEs, micro enterprises, and for social enterprises.

I am passionate about supporting SMEs because I see their value at every stage of my life and career. I grew up watching my mother run a small business, I worked in the corporate world with PayPal, and later, as Minister of State for Business, Employment and Retail, I met business owners across the country. I saw first-hand not only the challenges they face every day, but also the vital role they play in driving employment, supporting communities, and strengthening our economy. They are the backbone of local enterprise and deserve real opportunities to thrive, including fair access to public procurement.

By procuring from social enterprises, a public body can use some of the money spent to improve access to employment for people with disabilities or other marginalised groups. Green public procurement can also be a tool to support government’s wider climate ambitions and the transition to a circular economy.

EM: What will this mean for public servants involved in public procurement?

MoS EH: One of the foundational policy positions of the strategy is to better equip public buyers to access the markets they depend on. This includes a focus on strengthening skills and confidence across the system. I am very aware that many public servants who procure are not procurement specialists. They are focused on delivering essential public services and procure goods and services as part of that wider role. That is why my department has been engaging with public buyers from across the sector to understand their main challenges and to work with them on practical solutions to improve how procurement is carried out.

Challenges brought about by crises such as the Covid-19 pandemic and Brexit have demonstrated the public sector’s resilience and ability to adapt to changing global circumstances.

Public buyers have had to show significant levels of agility to enable continuity of supply and service.

“This Government is committed to making public procurement more open and transparent.”

The pandemic had the dual effect of putting pressure on the supply of contracted goods and services while giving rise to new, previously unforeseen but highly sought after requirements, particularly in the area of PPE. Global competition for resources in the early stages of the crisis was fierce.

It was the professionalism, experience, and expertise of procurement practitioners that helped the country navigate its way through the crisis. By leveraging the shared experience and expertise of public buyers, I am keen to explore ways to expand the focus on resilience in the procurement system, building on the work undertaken to date, to prepare for any future challenges.

Public procurement projects are often complex and, as we have seen, even the best planned projects can be impacted by unforeseen circumstances. In this context, public servants need to be equipped with commercial skills to address these challenges in a timely and effective fashion. Through the strategy, we are keen to explore ways to train, retain, and develop talent and skills across the public procurement landscape.

Ensuring that public buyers and policy makers have the necessary skills and knowledge to deliver on the agreed actions will be crucial to the successful implementation of the strategy and I will work with colleagues across government to support this objective.

EM: How will the strategy seek to ensure greater participation from SMEs in the public procurement process?

MoS EH: Public procurement has significant potential to support SMEs and, with it, regional development, and the wider economy. The award of a public contract can act as a springboard for emerging micro-enterprises and SMEs to expand and export. I am aware of the growing network of social enterprises that have the capability to deliver a vast, and expanding, range of goods and services. Awarding a contract to a social enterprise can maximise the societal impact of the procurement spend. With these wider economic benefits in mind, one of the foundational policy positions of the strategy is to make participation in public procurement easier for suppliers, particularly SMEs and social enterprises.

I previously served as Minister of State with responsibility for Business, Employment and Retail. I also bring with me a decade of experience working in the private sector. So, I am acutely aware of the challenges faced by Irish businesses, particularly in these uncertain times.

Throughout this consultation process, we have listened carefully to the views of businesses across the country and the barriers they encounter when trying to access public procurement opportunities.

In 2023, my department issued practical guidance to public bodies on how to actively support SME participation in procurement processes. We also developed clear, accessible information for suppliers, to promote public procurement as a real business opportunity.

Building on this work, I am committed to identifying further practical measures to ensure that the public procurement system is more accessible and more responsive to the needs of SMEs.

EM: How can public service bodies use procurement to promote innovation?

MoS EH: Through the Public Service Transformation Strategy, my department is supporting a culture of innovation across the public service to help ensure the best possible outcomes are achieved for Ireland.

As part of the new procurement strategy, I want to explore how we can promote the use of innovation procurement as a strategic tool. It has the potential to improve how we deliver public services, unlock new opportunities for start-ups and SMEs, and support public bodies in addressing complex societal and environmental challenges. Public procurement can and should play a central role in shaping better solutions and better outcomes for the country.

EM: How will this strategy support sustainable public procurement?

MoS EH: Through the strategy, I am keen to explore the use of public procurement as a key lever to bring about wider government and societal objectives. Each euro that we spend on goods, services, and works has the possibility to bring far-reaching social and environmental benefit.

In recent years, significant progress has been made progressing the use of sustainable public procurement, which encompasses green public procurement and socially responsible public procurement.

There are many examples of public bodies implementing sustainable public procurement practices and using their procurement to yield wider social value, whether it be the awarding of a contract to a social enterprise, through the inclusion of criteria and contract conditions which promote social inclusion and the employment of people who are disadvantaged or the inclusion of green public procurement criteria.

Building on the work already being undertaken across the public sector, I am eager to ensure that the public sector leads the way as Ireland moves towards a more socially inclusive and sustainable future. The Strategy is a major stepping stone to this end.

EM: What will this strategy mean for the people of Ireland?

MoS EH: As this is a national public procurement strategy, is it only appropriate that the public sit at the very heart of it.

One of the foundational policy positions of the Strategy is that it must be in the public’s best interest. This position is reflected in the ambition of the Strategy, which is to improve the lives of those building their lives in Ireland through the delivery of strategic, innovative, sustainable, and transparent public procurement that supports competition and value for money.

I am very conscious of the critical role that public procurement can play in maintaining and building public trust in government. This Government is committed to making public procurement more open and transparent. As part of the consultation phase to inform the strategy, my department has been actively seeking views on how we can strengthen transparency in public procurement and ensure that the system works in the public interest.

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future

Lessons from the Court of Appeal decision in Killaree Lighting Services Limited v Mayo County Council

Avoiding legal challenges is a central concern for any contracting authority conducting a procurement competition. Ensuring that such processes are robust and fully compliant with the relevant legislation is essential, write Beauchamps’ Pat McInerney, and Cian Clifford.

While legal challenges can pose difficulties, they also offer valuable insights that can improve future procurement practices. The recent Court of Appeal decision in Killaree Lighting Services Limited v Mayo County Council provides useful guidance on key issues such as abnormally low tenders, standstill periods, and the application of the European Communities (Public Authorities’ Contracts) (Review Procedures) Regulations 2010 (S.I. No. 130 of 2010) (as amended) (the ‘Remedies Regulations’).

Background

The case concerned a procurement process led by Mayo County Council (MCC) on behalf of a number of other local authorities for the repair, maintenance, and upgrade of public lighting. The contract notice was published on 3 July 2020, with Killaree Lighting Services The law firm for Ireland’s future Limited (Killaree) submitting a tender on 31 July. On 14 August, MCC raised concerns about potentially abnormally low prices in Killaree’s tender. Killaree responded on 20 August, followed by further correspondence on 27 August, 4 September, and 15 September. Ultimately, MCC deemed the tender abnormally low and

Pat McInerney, Partner and Head of Public Sector & Regulatory.

Cian Clifford, Solicitor.

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excluded Killaree from the competition, notifying them on 9 October. MCC awarded the contract to another bidder on 27 October. Killaree initiated judicial review proceedings on 6 November 2020.

High Court decision

Killaree sought various remedies, including the setting aside of its exclusion and a declaration of ineffectiveness regarding the awarded contract.

The High Court addressed five key challenges:

1. the obligation to issue a standstill letter;

2. MCC’s duty to investigate abnormally low tenders;

3. interpretation of the tender documents;

4. evaluation of Killaree’s explanations for low pricing; and

5. adequacy of MCC’s reasons for exclusion.

While the Court found MCC’s 9 October letter failed to meet the standstill notice requirements under Regulation 5(1) of the Remedies Regulations, it declined to issue a mandatory declaration of ineffectiveness under Regulation 11(2)(b). The Court held that Killaree had not demonstrated that it was deprived of the chance to seek precontractual remedies and had not adequately explained why it failed to take steps to preserve its position in light of MCC’s letter of 9 October 2020, which made it plain that the contract would be awarded without further reference to Killaree.

Although the Court acknowledged it had discretion to issue a declaration of ineffectiveness under Regulation 11(7), it refused to do so, finding that Killaree had not properly pleaded this issue.

The High Court upheld MCC’s decision to exclude Killaree, citing Regulation 69 of the European Union (Award of Public Authority Contracts) Regulations 2016 (S.I. No. 284 of 2016) (the “Procurement Regulations”), which requires authorities to investigate abnormally low tenders.

The Court emphasised that this obligation overrides any discretion offered in the tender documents, and that MCC were entitled to reject the explanations put forward by Killaree.

On the issue of reasons, the Court ruled MCC had provided sufficient justification for Killaree’s exclusion, noting importantly that reasons can be discerned from the full body of correspondence – not solely from the final decision letter.

Court of Appeal decision

In January 2025, the Court of Appeal upheld the High Court’s core findings. It confirmed MCC was right to assess whether Killaree’s bid was reliable and whether it might impair contract performance. MCC was entitled to conclude that Killaree’s explanations were inadequate.

The Court also agreed that MCC had given sufficient reasons for exclusion. However, it disagreed with the High Court’s conclusion that Killaree was not deprived of the opportunity to pursue pre-contractual remedies. Still, since no substantive breach of procurement law was found, the criteria for a mandatory declaration of ineffectiveness under Regulation 11(2) were not met.

The Court further disagreed with the High Court’s finding that Killaree had failed to properly plead entitlement to a discretionary declaration under Regulation 11(7). Despite this, it upheld the refusal to grant the declaration, citing public interest factors, the involvement of multiple authorities, and the importance of legal certainty.

Finally, as the Court found an infringement under Regulation 11(7) but declined to declare the contract ineffective, it held that an alternative penalty under Regulation 13 was mandatory. The Court remitted the

matter to the High Court for further consideration on what that penalty should be.

Key learnings

The issue of abnormally low tenders rarely comes before the courts, making this decision a valuable source of guidance for contracting authorities on the application of Regulation 69 of the Procurement Regulations. The case reaffirms that contracting authorities are legally required under Regulation 69 to request explanations from tenderers whose bids appear abnormally low. Contracting authorities must therefore:

1. seek an explanation from the tenderer whose bid appears to be abnormally low;

2. assess the information provided by the tenderer; and

3. Decide whether to admit or reject the suspected tender.

The judgment also underscores the importance of issuing standstill letters in procurement processes. Although the Court ultimately declined to grant a declaration of ineffectiveness, MCC will nonetheless be required to pay a civil financial penalty of up to 10 per cent of the contract value to the Central Fund under Regulation 13 of the Remedies Regulations due to its failure to issue a compliant standstill letter. The Court of Appeal emphasised that Regulation 13 is mandatory and applies whenever a court finds an infringement under Regulation 11(7) but chooses not to declare the contract ineffective. For high-value contracts, such penalties could have significant budgetary consequences.

W: www.beauchamps.ie

The

Public procurement in Ireland

These statistics have been compiled via reports by the European Court of Auditors and the Central Statistics Office (CSO).

Procurement: Ireland in Europe

Ireland’s single bidding rate is 16%, compared to an EU average of 38%

The share of direct awards (‘no call for bids’) in Ireland is 1%, while the EU average is 6%

Ireland’s publication rate (TED notices as a percentage of GDP) is 3.3%, versus an EU average of 5.8%

The average time to award a contract in Ireland is 113 days, compared to 84 days in the EU.

The share of bids from SMEs in Ireland is 79%, higher than the EU average of 66%

The percentage of contracts split into lots in Ireland is 14%, whereas the EU average is 30%.

Source: European Court of Auditors, 2023

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Towards a national strategy for public procurement

Public procurement accounts for a large share of the State’s spending, billions of euros each year are spent on goods, services and works to support the State deliver its public services.

In many sectors such as energy, transport, waste management, social protection, and the provision of health or education services, public authorities are the principal buyers. Strategic public procurement ensures that public money is spent in the best possible way, delivering value for money for the people of Ireland and contributing to government’s wider horizontal ambitions around supporting indigenous industry while factoring in environmental and wider societal considerations.

Public bodies can use their procurement to stimulate employment, including among those disadvantaged groups that are underemployed, it can promote innovation, support the growth of SMEs, including social enterprises, and progress government objectives in the areas of climate change and social inclusion. Increasingly, the EU sees public procurement as a tool for steering investment.

Achieving these goals requires a collaborative, strategic approach and the Office of Government Procurement (OGP) is currently developing Ireland’s first National Public Procurement strategy. As part of this, the OGP conducted qualitative and quantitative research as part of an extensive public consultation exercise, to ensure the National Public Procurement Strategy worked for all stakeholders.

Why do we need a strategy?

The Programme for Government: Securing Ireland’s Future includes a commitment to reviewing the public procurement process to make it more transparent and work to ensure greater participation from SMEs in Ireland. The EU is also revising existing public procurement rules.

Minister of State Emer Higgins TD launched the public consultation for Irelands first national public procurement strategy with government and industry representatives in March 2025.

With EU amendments happening and the power of strategic public procurement coming more into focus it is timely to have a first National Public Procurement Strategy for Ireland.

What is the Strategy going to achieve?

The ambition of the Strategy is to improve the lives of the people of Ireland through the delivery of strategic, innovative, sustainable, and transparent public procurement that supports competition and value for money. It will achieve this by supporting SMEs, micro enterprises and indigenous firms and developing the commercial capability of public buyers and policymakers in Ireland. The Strategy will be designed to support the procurement system to be sufficiently agile to respond to wider economic, environmental, societal and geopolitical challenges, and facilitate a culture of innovation in public procurement to ensure the best possible outcomes are achieved for those living here.

In order to do this, three foundational policy positions have been adopted. The strategy must:

• be in the public’s best interest;

• enable public buyers to better access the markets on which they rely; and

• make participation in public procurement easier for suppliers.

How do we ensure the strategy works for all stakeholders?

In order to ensure the strategy works for all stakeholders, the OGP held public consultation workshops in Dublin and Cork in May with open invites to stakeholders interested in public procurement. Attendees were asked for their views on a number of strategic themes and these inputs are being considered and will feed into the overall strategy. As well as the public consultation workshops, the OGP also developed a survey for interested parties to complete and held bilateral meetings with industry bodies and government departments over the course of a two-month public consultation period. There was also engagement at political and European levels in the run up to the public consultation and well in advance of it.

In September 2024, the OGP in partnership with the European Commission ran a national ‘strategic dialogue’ on the use of green, socially responsible and innovation public

procurement. The output of this dialogue was the publication of a roadmap towards a National Public Procurement Strategy which is available on the gov.ie/ogp website.

OGP outreach and engagement

The OGP runs regular nationwide inperson network events and online information sessions for public buyers. This year, there will also be an OGP supplier event on 11 November which will be held in the Aviva Stadium and will give suppliers an opportunity to meet public buyers from OGP and the various central purchasing bodies. The event is being held in collaboration with InterTrade Ireland. This free event represents a unique opportunity for sellers interested in selling to Government to speak directly to public buyers and State agencies about how to grow your business and successfully tender for public procurement opportunities. More information will be available on the OGP’s social media channels and on the gov.ie/ogp website.

Digital transformation in public procurement

As well as being one of five central purchasing bodies in Ireland, the OGP is the national authority on public procurement in Ireland, with responsibility for procurement policy in the State. The OGP’s remit also extends to managing eTenders, the national electronic tendering platform and leading on the digital transformation of public procurement. In order to deliver on this ambition, The OGP has worked with stakeholders including the OECD to develop a new strategy for the digital transformation of public procurement. It has been

informed by significant stakeholder engagement and consultation including interviews, surveys of contracting authorities and economic operators, stakeholder workshops and engagement with other EU member states. Exploration of the strengths, challenges and opportunities in the current public procurement ecosystem allowed the OGP to develop a vision for digitalising public procurement and the key enablers of this vision. The overall ambition of this strategy is to design and deliver user-focused digital solutions that will enable the user, no matter their level of procurement experience, to seamlessly navigate the complexities of the end-to-end procurement process compliantly and efficiently. Users will be at the centre of all digital solutions designed and consulted with and kept informed throughout the process.

How to stay informed

The OGP is part of the Department of Public Expenditure, Infrastructure, Public Service Reform and Digitalisation. News is frequently featured across Departmental news channels.

Our website, gov.ie/ogp is kept updated with events including the supplier event in November. It will also be updated with progress on the National Strategy for Public Procurement and the OGP Strategy for Digital Transformation. You can also follow the OGP on LinkedIn and contact our support line with general queries by emailing support@ogp.gov.ie

Any queries in relation to the national strategy for public procurement should be emailed to strategy@ogp.gov.ie

Minister Jack Chambers at the first public consultation workshop held in Dublin in May.

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Ireland’s

material consumption ‘well above the EU average’

Buying Greener: Green Public Procurement Strategy and Action Plan 202427, published in April 2024, states that “Ireland’s material consumption is well above the EU average”, identifying Green Public Procurement (GPP) as a means to make Ireland “a more resource-efficient and circular economy”.

It says that Ireland’s public sector spends an estimated €18.5 billion on goods, services, and works. “This provides Ireland’s public sector with significant influence to stimulate and actively encourage the provision of more resource-efficient, low carbon, less polluting goods, services and works across the public sector, The Plan asserts.”

It also outlines that Ireland agreed to 17 sustainable development goals (SDGs) when it adopted Transforming our world: the 2030 Agenda for Sustainable Development in 2015. One SDG is to “promote public procurement practices that are sustainable, in accordance with national policies and priorities”.

It includes the following objectives:

• ensure GPP is a core and integral component of the public procurement process and associated governance structures in Ireland;

• set out measures to ensure that all procurement using public funds include green criteria, where possible;

• support further development of GPP criteria, enhance GPP knowledge and expertise, and facilitate Ireland’s participation in international collective efforts to use GPP as a lever for sustainable production and consumption; and

• support market conditions needed to deliver sustainable and innovative solutions for GPP.

Targets

To promote GPP in the public sector, a total of 12 targets across nine subsections are outlined in the Plan, beginning with the built environment. It states that from 2025, a “minimum proportion of construction materials procured by public bodies under new contract arrangements comprise recycled materials”. This target will be updated following the publication of the second Whole of Government Circular Economy Strategy.

Three targets are outlined under food procurement and food waste. One states that of money spent on food under contract arrangements, 10 per cent should be spent on certified organic foods, from the date of publication of the Action Plan. The second asserts that all new contract arrangements for canteen or food services should have a specific focus on food waste prevention from 2025. The third says that from 2024 all new contract arrangements for canteen or food services were to cease the use of disposable or single use cups, plates, and cutlery.

A single target under ICT equipment sets out that by 2025 at least 80 per cent of end user products like computers and mobile phones

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“Citizens need to be sure that what is purchased on their behalf has minimal harmful effects on the environment and society.”

Former Minister of State with responsibility for Public Procurement, eGovernment and Circular Economy, Ossian Smyth

procured by public bodies must be certified EPEAT Gold Standard or equivalent, TCO certified or equivalent, or will have been remanufactured.

On textiles, one target outlines that by 2027, polyester fibre products procured by public bodies must be manufactured using a minimum recycled content of 20 per cent “where possible and proportionate”. Under paper products and printing, 100 per cent of procured office paper for printing and photocopying must now be recycled. Two targets are included for energy related products, heating equipment, and indoor and outdoor lighting. The first states that from January 2025, 100 per cent of all tenders for the public procurement of these products were to include a requirement for tenderers to specify environmentally sustainable options once the product or its components comes to the end of life.

The second target states that no tenders for public procurement of heating systems installed in new buildings and major renovation retrofit projects can use fossil fuels. This is subject to exceptions outlined in the Public Sector Climate Action Plan Mandate 2023. No timeframe is outlined for this target.

The only target outlined for indoor cleaning services states that from January 2025, 100 per cent of tenders for the public procurement of indoor cleaning services were to include an obligation for tenders to outline staff training to be put in place. This is “to ensure that all staff involved in delivery of the contract have the knowledge and skills to apply cleaning methods, which will

reduce the environmental impact of the services”.

On road transport vehicles, the Action Plan states that 100 per cent of tenders for the public procurement of vehicles should be “to procure zero emissions vehicles only”. This is subject to exceptions outlined in the Public Sector Climate Action Plan Mandate 2023. No timeframe is outlined for this target.

The final target outlined in the Plan states that by 2027 “a minimum proportion of annual procurement by public sector bodies shall include used or repaired goods or materials”. It notes: “Availability of used or repaired goods will be informed by the national network to support and scale reuse and repair in Ireland that has been established by the EPA.”

In the foreword of the Plan, then-Minister of State with responsibility for Public Procurement, eGovernment and Circular Economy Ossian Smyth says: “Citizens need to be sure that what is purchased on their behalf has minimal harmful effects on the environment and society. At the same time, these goods, services and works must represent value for money. Green Public Procurement has the potential to deliver wider economic benefits where significant savings can be made over the whole life cycle of a purchase both for public bodies and for society in general.”

Procurement flexibility: A missed opportunity in the public sector

There is a considerable mismatch between the demands of the procurement function and the resourcing allocated in many public sector organisations which are dealing with ever constraining budgets and expectations that more can be achieved, writes Jeanne Copeland, founder and CEO of Greenville Procurement.

This is aligned with increasing compliance and reporting demands, and obligations around sustainability with many also attempting to define, design, and implement digital transformation programmes.

It is worth noting the 2023 European Court of Auditors Special Report 28/2023 highlighted the increase of

single bid scenarios peaking in 2021 at 42 per cent of all contracts. In the preceding 10 years, single bidding doubled across the EU and the number of companies submitting bids fell by over 50 per cent. This trend is not good for competition, value for money, or the taxpayer. At a time when we need the greatest innovations from technological

and sustainable perspectives, we need more and not less engagement.

To try and meet these competing demands, public bodies need to maximise the benefit of every procurement action taking account of the flexibility that exists within the public procurement regime to support sound and strategic procurement decisions.

Maximising flexibilities within public procurement

The EU Directives are frequently blamed for poor procurement. However, the flexibilities within the rules are not used to their full potential. Open tendering is the primary procurement procedure used; but is it the right one? While suitable for many procurements it should not be used without due consideration and is invariably not suitable for high value, complex, high risk, or sensitive procurements. Many tenderers decide not to bid if it is an open procedure due to the cost of tendering, the overly burdensome requirements, and the reduced chances of winning. It also allows for no real engagement between the two sides within the process.

Multi-stage procedures are more appropriate – particularly for larger, high risk contracts – and reduce the time and effort on tendering when executed efficiently. In particular, the competitive procedure with negotiation and the competitive dialogue procedures allow for significant engagement with tenderers before any award decision is reached. Both of these procedures provide real opportunity for greater understanding of what is required and what should or could be tendered as a solution.

The duration of contracts and frameworks should take account of the

Jeanne Copeland, CEO Greenville presenting at Procurex Ireland.

total life cycle; the cost, resources, overall investment, and feasibility of changing provider in shorter periods, and the risks associated with change. While four years is the standard duration for frameworks (eight years for utilities), both Directives allow for longer frameworks in “exceptional cases duly justified, in particular by the subject of the framework”. Where a contracting authority is tendering a new IT system for example, a single party framework for a 10 or even 15 year period (or longer) is more appropriate, it reflects the reality of the investment, the evolvement of the requirement, and more competitive pricing while minimising the risk associated with more frequent tendering or change of provider.

In multi-party frameworks, Dynamic Purchasing System (DPS) arrangements or even qualification systems, contracting authorities should not limit themselves to the same award criteria for mini-competitions and should always give themselves the discretion to change the weightings – this provides significantly more opportunity for real competition. Using the same criteria and weightings for all mini competitions ultimately results in tender decisions coming down to cost only. Once that outcome arises, tenderers stop bidding as they cannot afford to be involved in a race to the bottom. It also prevents the possibility of increasing weightings in area such as sustainability as the market develops more capacity to offer more sustainable solutions.

Maximising participation and competition

One of the considerations in designing procurements is to understand the size and scale of the market likely to bid for contracts and how to design the process to maximise participation.

Seeking overly high levels of insurance is a clear barrier. It is essential that a meaningful risk assessment is completed, including taking account of the value of contracts likely to be awarded under a procurement mechanism and not just the total value assigned over is lifetime. Insisting insurances are in place at time of award for contracts or single party frameworks, is appropriate. However, it may be overly burdensome for panels, qualification systems, DPSs, or multi-party

frameworks where no contracts are guaranteed and confirmation of agreement to implement would be sufficient in many cases.

Requirements to have Article 57 declarations witnessed by Commissioners of Oaths or other independent witnesses is unnecessarily onerous on bidders. This has been reflected in case law from the Court of Justice of the EU in Ambisig C-46/15 with the Court describing it as “excessively formalistic when compared to the straightforward declaration by the economic operator”. This witnessing element should be eliminated as a mandatory requirement. Indeed, the requirement to complete both an Electronic Single Procurement Document (ESPD) and an Article 57 declaration is also excessively bureaucratic as an unnecessary duplication.

Another requirement used without questioning is previous experience, commonly requesting three previous contracts – why? Its purpose is to give confidence that candidates or tenderers have a track record of delivering comparable contracts.

At the very least, what is being asked for from suppliers should be subject to some critical analysis as part of the design stage, moving away from formulaic practice and trying to put ourselves in the shoes of suppliers, considering what we really need demonstrated.

Conclusion

In summary the Directives provide options to engage in better practice serving both the buying and supply side. Contracting authorities have the freedom to reduce the burden on tenderers, the examples provided above are some of the most common, however, there are many ways to maximise the flexibilities, but it does require us to think differently. W: www.greenville.ie

Public procurement is complex but being flexible on the process and criteria can be beneficial to everyone.

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‘Limited digitalisation’ in Ireland’s public procurement

Ireland must establish a national digital procurement strategy if it is to enhance the digitalisation of its public procurement models, according to a report by the Organisation for Economic Co-operation and Development (OECD).

The OECD’s October 2024 report, The Digital Transformation of Public Procurement in Ireland: A Report on the Current State, provides an assessment of the maturity of Ireland’s digital public procurement systems. The report outlines existing structures and practices, identifies areas of strength, and details several shortcomings to be addressed through a national strategy.

The report was produced in cooperation with the European Commission Directorate-General for Structural Reform Support and was funded through the EU Technical Support Instrument. It forms part of the Strategy for the digital transformation of public procurement in Ireland.

According to the report, Ireland has developed a mature e-procurement system for the tendering phase. The eTenders platform functions as the national publication portal for procurement notices and is the sole eSender to the EU’s Tenders

Electronic Daily (TED). Sectoral central purchasing bodies (CPBs) have also developed their own tools and platforms.

The use of digital platforms in the tendering process is well-established. However, the report outlines that there is “limited digitalisation in the pre-tender and postaward stages”. It further identifies gaps in needs assessment, planning, contract management, invoicing, and performance evaluation. These areas are not consistently supported by digital tools or integrated systems.

Governance and interoperability

Ireland’s public procurement system is managed across multiple organisations. The Office of Government Procurement

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(OGP) provides leadership and is responsible for sourcing common goods and services. Other CPBs, such as those in health, education, local government, and defence, operate in their respective sectors.

The report notes that governance structures could better support the digital transformation process. There is currently no national strategy for digital public procurement. Most digital initiatives have been driven by regulatory requirements, including those under the EU Public Procurement Directive. This has resulted in “operational silos, limited system interoperability, and inconsistent data usage”.

The report recommends the establishment of a national digital procurement strategy, including clear governance arrangements, defined responsibilities, and engagement with stakeholders across the procurement system.

Data collection and use

The report highlights limited capacity to collect and use data across the procurement lifecycle. Data collected through eTenders and other systems is not consistently linked across platforms, and much of the post-award data is not systematically captured. Manual data transfer between systems creates inefficiencies and raises the risk of errors.

The OECD recommends that Ireland invest in data governance, quality, and accessibility. Improved data infrastructure would support oversight, enable evidence-based decisionmaking, and provide the basis for assessing procurement performance. The introduction of EU eForms and the development of the EU Public Procurement Data Space are identified as relevant developments for enhancing data consistency and interoperability.

Emerging technologies

The OECD notes that there is currently limited application of innovative or emerging technologies in public procurement in Ireland. Tools such as artificial intelligence, robotic process automation, and blockchain are being used in other EU member states to support supplier engagement, performance monitoring, and process automation.

The report recommends that Ireland develop a co-ordinated approach to assessing the applicability of such technologies within the public procurement context. This includes identifying functional requirements, potential use cases, and implementation frameworks.

Strategic alignment

The report outlines the need to align procurement digitalisation efforts with broader public sector digital transformation strategies, including Connecting Government 2030 and the Digital Public Service Strategy. Integration with systems in finance, budgeting, human resources, and public registries is identified as a means to improve efficiency and reduce duplication.

The OECD distinguishes between vertical integration (connecting national e-procurement platforms with internal systems used by contracting authorities) and horizontal integration (connecting procurement systems with other public sector systems). The report recommends that Ireland consider both approaches when developing its digital procurement architecture.

Recommendations

Key recommendations from the report include:

• establishing a national vision and strategy for digital public procurement;

• expanding digitalisation to cover all stages of the procurement lifecycle;

• enhancing governance structures to support co-ordination and implementation;

• improving procurement data quality, availability, and use;

• increasing system interoperability and user accessibility; and

• assessing and deploying emerging technologies in a structured manner.

The report concludes that while Ireland has made progress in digitalising certain aspects of public procurement, a more comprehensive and co-ordinated approach is required to improve system efficiency, reduce administrative burdens, and support wider policy objectives.

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All change? How to modify a public contract without risk

Public procurement in Ireland is governed by a complex framework that demands a careful balancing act between compliance and flexibility, write Beauchamps’ Áine Smith, and Cian Clifford.

One of the most challenging areas for authorities in recent years has been managing changes to existing contracts. Often, such bodies may not be alive to the fact that public procurement law continues to “bite” long after a contract is awarded. Getting a contract awarded in compliance with the rules can be challenging enough in the first place; the need to then keep an eye on how a contract evolves, particularly long-term contracts or those for complex services, is an additional burden, often complicated by changes over time to personnel tasked with managing those contracts.

Regulation 72 of the European Union (Award of Public Authority Contracts) Regulations 2016 sets out the limited circumstances under which contracts

may be lawfully amended without the need for a new procurement. A misstep in applying these provisions can expose an authority to legal challenge, audit scrutiny, and financial penalties, not to mention significant reputational damage and trust in the authority’s ability to manage public funds being seriously undermined. So what are the rules around contract modifications and when are changes permitted?

1. Modifications provided for in initial procurement documents: Changes to public contracts are permitted where they are provided for in clear, precise and unequivocal terms in the original procurement documents. This sounds straightforward, but can be difficult to achieve in practice, necessitating

the ability to clearly forecast and legislate for future needs. The original procurement documents must specify the nature and scope of the changes and conditions under which they may be used, and any proposed change must not alter the overall nature of the contract. In practice, it is rare to come across a contract which meets the required standards.

2. Additional works, supplies or services: In summary, modifications are allowed where additional works or services are necessary, and a change of contractor cannot be made for economic or technical reasons. A change made under this provision must not exceed 50 per cent of the

Áine Smith, Partner and Head of Procurement.

Cian Clifford, Solicitor.

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original contract value; if multiple modifications are made, the 50 per cent threshold applies to each one. A modification notice must be published in the Official Journal, notifying the market of the change. This increases the risk profile, as the notice can be seen as an invitation to challenge.

3. Unforeseen circumstances: Changes necessitated by unforeseen circumstances not attributable to the authority may be permitted, provided such changes do not alter the nature of the contract and their value does not exceed 50 per cent of the original value. As above, the 50 per cent threshold applies per modification, and a modification notice is required. The onset of Covid-19 is a now classic example of the kind of genuinely unforeseen circumstances justifying contract changes. But now that we are all too familiar with Covid, it cannot constitute a lawful basis under this provision going forward.

4. Corporate restructuring: A change to the identity of the original contractor is a material – and unlawful – change. This makes obvious sense: the whole thrust of the procurement regime is to appoint a contractor following a competition in compliance with the rules. If it were possible to simply swap in a new contractor once the contract was awarded, this would seriously undermine the intent and purpose of the rules. However, in limited circumstances, it is permissible to change the contractor – following corporate restructuring, including merger or acquisition, provided the change does not entail further substantial modifications and the new contractor satisfies any selection criteria used in the original competition.

5. Non-substantial modifications: Changes deemed not “substantial” are permitted. Examples of substantial modifications include:

• The introduction of conditions which, had they been part of the initial procedure, would have allowed other candidates to participate, led to a different tender being accepted, or

“As public scrutiny of public spending increases, a transparent and compliant approach to contract modifications is not just a legal obligation – it is a public duty.”

attracted more bidders;

• A change in the economic balance of the contract in favour of the contractor in a way not provided for in the original contract: for example, where the authority takes back risk originally transferred to the contractor;

• A significant extension of the contract’s scope.

6. Low value modifications: Low value changes are allowed if their value does not exceed the relevant EU threshold and is below 10 per cent of the initial contract value for services or supplies, or 15 per cent for works. Such changes must not alter the overall nature of the contract. Successive low value changes must be cumulated and must cumulatively stay within the above limits. Once the limits are exhausted, no further low value changes may be made.

Summary

Regulation 72 plays a pivotal role in ensuring that changes to public

contracts are handled with both legal precision and transparency. While Regulation 72 offers a degree of flexibility, this flexibility is constrained by strict legal requirements designed to preserve the integrity of the original procurement process.

Non-compliance with the provisions of Regulation 72 creates significant risk, exposing public bodies to legal challenge and reputational harm. It is therefore essential that any proposed modification is rigorously assessed against the defined parameters. The socalled “safe harbours” under Regulation 72 are not blanket permissions; they are narrowly defined pathways, the use of which must be clearly justified and, where required, notified to the market.

As public scrutiny of public spending increases, a transparent and compliant approach to contract modifications is not just a legal obligation – it is a public duty. Ultimately, adherence to Regulation 72 enhances authorities’ credibility and ensures that resources are managed responsibly.

W: www.beauchamps.ie

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Review of EU Public Procurement Directive underway

On 29 October 2024, the European Commission confirmed that it is conducting an evaluation of the Public Procurement Directives. This evaluation aligns with the political guidelines for the 20242029 term and responds to requests from the European Court of Auditors and the Council of the European Union.

The Commission has indicated that the review will cover a range of topics including the level of competition within EU procurement markets, procedural simplification, and the extent to which strategic objectives have been achieved. A call for evidence and a public consultation are to be launched, with input expected from contracting authorities, economic operators, and civil society stakeholders.

This development follows the publication of a review of the evolution of public procurement in the EU between 2011 and 2021 – formally titled Special Report 28/2023 – by the European Court of Auditors (ECA) on 4 December 2023. The review provides insight on competition levels, data quality,

procedural efficiency, and alignment with the stated objectives of 2014 legislative reform.

Decline in competitive tendering

According to the ECA report, competition in public procurement procedures decreased over the decade in question. The proportion of procedures with a single bidder increased from 23.5 per cent in 2011 to 41.8 per cent in 2021. During the same period, the average number of bidders per procedure declined from 5.7 to 3.2.

The rate of direct contract awards – defined as awards made without a prior call for bids – stood at approximately 15.8 per cent in 2021. The report

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notes that this figure varied significantly between member states, with Cyprus recording a rate of 42.3 per cent, while Greece reported 3.1 per cent. The ECA asserts that rates above 10 per cent are “problematic”.

Cross-border procurement accounted for approximately 5 per cent of procedures throughout the period under review. The report notes minimal variation over time. Luxembourg and Ireland reported above-average levels of cross-border procurement, at approximately 30 per cent and 15 per cent respectively.

Limited impact of 2014 reform

The 2014 reform of the Public Procurement Directive was intended to achieve simplification of procedures, improved access for small and mediumsized enterprises (SMEs), and greater integration of strategic policy goals. The report concludes that these objectives have not been met.

Regarding administrative efficiency, the average duration of award procedures increased from 62.5 days in 2011 to 96.4 days in 2021. Survey respondents cited process complexity and administrative burden as factors discouraging participation in tenders.

On SME access, the report finds no significant change in participation levels. Data from 2016 to 2021 shows stability in both the share of contracts awarded to SMEs and the volume of bids submitted by SMEs. Variations between member states were observed but not consistent across the dataset.

In terms of strategic procurement –referring to tenders designed to support environmental, social, or innovative objectives – the report notes that most procedures continue to rely exclusively on the lowest-price criterion. In eight member states, over 80 per cent of contracts were awarded based on price alone. The use of most economically advantageous tender (MEAT) criteria remains limited.

Monitoring and data quality

The report identifies weaknesses in the monitoring frameworks maintained by the Commission and member states. National monitoring reports lack uniformity and contain limited quantitative data. The Commission’s Single Market Scoreboard does not include disaggregated regional or sectoral data and lacks indicators on strategic procurement and appeals.

The primary data source for EU procurement monitoring, Tenders Electronic Daily (TED), exhibits persistent data quality issues. As of 2021, approximately 30 per cent of notices lacked complete values in key fields such as estimated contract value and number of offers received. Data input errors, such as implausibly high contract values (e.g., €9,999,999,999.99), were also identified.

The lack of a common unique identifier for contracting authorities and economic operators was noted as an obstacle to transparency and data reliability. Existing proposals for unique identifiers, such as the EORI number or eIDASbased solutions, have not been implemented EU-wide.

Limited corrective action

The report states that the Commission has taken limited and fragmented action to address the decline in competition. While a 2017 strategy paper outlined six thematic areas for improvement –including professionalisation, strategic procurement, and digitalisation – few of the related initiatives were implemented in full or within the originally intended timeframe.

Member state-level actions were also characterised as limited in scope. The report indicates that procurement authorities primarily focused on compliance with formal legal requirements rather than on the performance of procurement procedures. Survey data shows that a significant proportion of national stakeholders are either unaware of or do

not make use of key indicators such as the single-bidding rate or the share of direct awards.

Recommendations and Commission response

The ECA issued four recommendations to the European Commission:

1. clarify and prioritise public procurement objectives;

2. close existing gaps in procurement data collection;

3. improve the effectiveness of monitoring tools; and

4. analyse the root causes of limited competition and identify corresponding policy responses.

In its formal reply, the Commission accepted all four recommendations and committed to integrating them into the forthcoming evaluation process. It also referred to the planned rollout of the Public Procurement Data Space (PPDS), which aims to consolidate procurement data across member states and improve access to information. Full implementation of PPDS is anticipated by 2025.

Next steps

The Commission’s evaluation process is expected to run throughout 2025. Outcomes will inform possible legislative or policy changes in the current mandate. The call for evidence and public consultation will be the main mechanism for stakeholder engagement during the review period.

The evaluation is intended to assess the effectiveness, efficiency, coherence, and relevance of the existing Public Procurement Directive, with particular attention paid to the implementation of the 2014 reform and recent trends in procurement practice.

Cracking down on bid-rigging

Anti-competitive conduct can cause very significant harm to Ireland’s economy, businesses and consumers, writes Úna Butler, Commission Member of the Competition and Consumer Protection Commission (CCPC).

One of the Competition and Consumer Protection Commission’s (CCPC’s) primary objectives is the detection and investigation of cartels, which includes price fixing, market sharing and bidrigging. These are serious criminal offences, currently punishable, upon conviction on indictment, by a fine of up to €50 million or 20 per cent of turnover

in the 12 months prior to conviction and, in the case of an individual, imprisonment for up to 10 years or to both the fine and imprisonment. A company director can also be disqualified for five years.

Bid-rigging is considered a serious form of anti-competitive conduct worldwide because it undermines fair, competitive

tendering processes, especially in public procurement, where large amounts of money are generally involved in public service contracts. The name bid-rigging, or tender collusion, is self-explanatory, in that it involves cartelists coming together to collude and ‘rig bids’ and agree who will win a tender, with the agreed winner telling the other cartel members what

prices they should submit in order to try and ensure that the agreed winner’s bid wins.

In an open tender competition, contracts are won on the basis of competitive bids. Suppliers compete by tendering the lowest price at which they are willing to provide goods or services. In bidrigging cases, however, the winning price is often higher. Bid-rigging can also reduce the range and quality of goods and services available. In public procurement, competitive tendering is the most common means of getting value for money, but it is difficult to assess incidences of bid-rigging (as large efforts are made to keep cartel conspiracies hidden). If a public body is overpaying, then the State, its citizens and undertakings (businesses) are worse off. Extra costs can result in fewer public services being delivered and taxpayers end up paying more for those services.

Research shows that cartels last, on average, four to seven years. They also result in purchasers paying between 20 per cent and 30 per cent more for goods and services. With a public procurement budget in the region of €18.5 billion per year, bid-rigging cartels can impose a significant cost on the public purse in Ireland.

Finding cases of bid-rigging in Ireland largely depends on people reporting it to the CCPC, or cartel members seeking immunity from prosecution through the Cartel Immunity Programme (which the CCPC operates in conjunction with the Director of Public Prosecutions (DPP)) and/or the CCPC’s Administrative Leniency Policy. Without the right information and data, it is much harder for the CCPC to actively find bid-rigging.

One of the main ways other countries detect bid-rigging is by allowing competition agencies to screen public procurement tender data to try to spot signs of collusion. Many countries, including Brazil, Denmark, Portugal, Spain, Switzerland, the United States, and South Korea, have already begun this type of screening.

Collecting such information will bring other benefits, for example, it can be indicative of patterns and trends developing in the cost of goods and services. This information could also be used by officials buying goods and services to understand what prices are being paid across markets.

Published in December 2020, the Hamilton Review Group Report on structures and strategies to prevent,

investigate and penalise economic crime and corruption recommended new laws to: (i) create a specific offence of bidrigging, and (ii) enable the collection, collation and analysis of public procurement data to detect and deter bid-rigging.

The first of these recommendations was implemented in 2023, making bid-rigging a specific criminal offence under Irish law. New legislation is needed to implement the second recommendation, to allow the CCPC to access public procurement data for screening purposes from public procurers, such as the Office of Government Procurement (OGP) and other state departments and local government.

Concern among European and international bodies about bid-rigging in public procurement is not new. Bidrigging is an illegal practice in all OECD (Organisation for Economic Co-operation and Development) member countries and can be investigated and sanctioned under their respective competition laws.

The OECD’s Recommendation on Fighting Bid-Rigging in Public Procurement sets out the policy standard for prevention and detection of bidrigging in public procurement, where it:

• encourages the development of procurement databases and screening to detect bid-rigging cartels;

• supports co-operation between organisations involved in competition, public procurement, and criminal investigations; and

• highlights the need for assessing framework agreements, centralised purchasing, joint bids and subcontracts as possible collusion risks.

The European Commission also recommends creating databases on businesses that have been involved in collusion in the past. A large amount of procurement data is being created continuously from a variety of sources. Artificial intelligence (AI), algorithms and/or machine learning can be used to collect and analyse data from procurement databases to help uncover suspicious tenders and/or patterns in public procurement datasets.

The CCPC is a member of the European Competition Network Digital Investigations and Artificial Intelligence Working Group and has built up a strong network of contacts with colleagues in other competition authorities across the EU. The CCPC is working with European colleagues on a project to develop screening tools to help identify potential collusion in public tenders.

These tools, along with the introduction of legislation to allow the CCPC to screen public procurement data, for instances of potential collusion and possible bid-rigging, should contribute greatly towards the fight against harmful bid-rigging cartels.

W: www.ccpc.ie

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Cloud services procurement: 2025 policy update

In May 2025, the Office of Government Procurement (OGP) issued a revised version of its Cloud Services Procurement Guidance Note, superseding the 2021 edition.

This updated guidance is intended to support Public Sector Bodies (PSBs) in Ireland in procuring cloud-based services in a compliant, risk-aware, and commercially appropriate manner, taking into account the increasing reliance on cloud delivery models across all public service domains.

The revised note outlines procedural recommendations, contractual considerations, legal compliance obligations, and market engagement practices, with a particular focus on the complexities introduced by hyperscale providers and emerging technologies such as embedded artificial intelligence (AI) components.

The guidance reiterates that all PSBs must comply with EU and national procurement regulations, most notably the European Union (Award of Public Authority Contracts) Regulations 2016 (S.I. No. 284/2016), when procuring cloud services. These requirements include the publication of contract terms as part of the Request for Tender (RFT) and the use of transparent and nondiscriminatory procurement procedures.

Due to the distinctive contractual and operational characteristics of cloud services, the guidance advises PSBs that standard OGP contract templates may be insufficient and may require customisation to account for servicespecific risk factors, commercial terms, and performance arrangements.

Procurement procedure selection

The OGP highlights that PSBs must choose an appropriate procurement procedure type in accordance with the risk profile, market maturity, and complexity of the cloud services being sought. In circumstances where it is anticipated that standard terms and conditions may be rejected or modified by prospective suppliers – particularly hyperscale cloud service providers – the guidance suggests that negotiated procedures or competitive dialogues may offer a more suitable procurement path than open procedures.

PSBs are reminded that while negotiation-friendly procedures offer

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flexibility, they must be used in accordance with legal thresholds and must preserve the principles of transparency and equal treatment.

Market engagement

The guidance strongly recommends that PSBs undertake structured pre-market engagement, most often through the publication of a pre-market consultation (PMC) via the eTenders platform. This engagement should serve several purposes:

• Solution assessment: Determine whether the appropriate service model is infrastructure as a service (IaaS), platform as a service (PaaS), or software as a service (SaaS), and assess whether services include AI functionality.

• Risk assessment and DPIA: Conduct a data protection impact assessment (DPIA) and classify the data to be processed under the prospective service. PSBs must be able to demonstrate understanding of the nature, purpose, and legal basis for all personal data processed in the cloud environment.

• Supplier screening: Assess whether potential suppliers – including resellers and systems integrators – can meet GDPR and security obligations.

• Cost and lifetime analysis: Estimate the total cost of ownership (TCO) over the contract term, including variable usage-based pricing structures.

• Contract alignment: Identify conflicts between standard supplier terms and PSB requirements.

The guidance makes clear that engaging external legal and data protection advisors is advisable before initiating formal procurement processes.

Contractual and commercial considerations

The document outlines 10 contractual and commercial terms (CCTs), each of which addresses a specific challenge for cloud procurement:

CCT.1: Data protection: The PSB remains fully accountable under GDPR for data processing. Contracts must explicitly define processing roles, sub-processor controls, audit access, breach notification procedures, and restrictions on crossborder data transfers.

CCT.2: Hierarchy of documents: The PSB Services Contract must define a clear order of precedence among all documents, with PSB terms explicitly taking precedence over CSP terms – especially those included via embedded hyperlinks or “clickthrough” agreements.

CCT.3: Security requirements: Contracts must specify standards for data encryption (in transit and at rest), data residency, private vs public access, and responsibilities under the shared responsibility model.

CCT.4: Contract duration: Long-term contracts may offer improved unit pricing but introduce risk of supplier lock-in. PSBs should balance pricing incentives with flexibility for early termination and re-tendering.

CCT.5: Exit management: Exit provisions must cover data extraction, service transition, and handover obligations. Contracts should include a mandatory exit management plan reviewed at regular intervals.

CCT.6: Service suspension: CSPs may reserve rights to suspend service unilaterally. The PSB should seek to restrict such rights to well-defined and proportionate scenarios.

CCT.7: Pricing models: The note distinguishes between fixed pricing and consumption-based pricing, including PAYG and commitment models. PSBs must fully scope the pricing components, including compute, storage, bandwidth, and licensing.

CCT.8: In-life service management: Governance mechanisms must be in place to monitor SLA compliance, incident resolution, and strategic review. This includes regular supplier performance reviews and operational meetings.

CCT.9: Other contractual issues: These include force majeure, indemnities, intellectual property rights, software versioning, and novation clauses.

CCT.10: General procurement issues: PSBs must distinguish between direct CSPs, resellers, and systems integrators and ensure contractual accountability is not diluted in multi-party arrangements.

The 2025 Cloud Services Procurement Guidance Note is intended to serve as a technical resource for contracting authorities procuring cloud services. It does not represent a change in policy direction but consolidates recent legal developments and codifies procurement best practices into a single reference point. PSBs are expected to operationalise the guidance in all relevant procurement processes and to retain appropriate legal and technical advisory support. Compliance with GDPR, procurement law, and internal governance frameworks remains a fundamental requirement.

Inside Kildare County Council’s procurement unit

For a period of two years Kildare County Council was unable to recruit a procurement officer as the competition with the private sector was an obstacle we could not overcome.

Therefore, it was decided that a position would be recruited internally with the procurement officer a designated Local Authority Grade 7. It was then decided by management of Kildare County Council to future proof the procurement role by establishing a team of staff to support to the Procurement Officer.

The Procurement Unit in Kildare County Council now comprises of a team of four comprising, Clodagh Lyons, Senior

Executive Engineer for Procurement, Property and Facilities; Sabrina Fogarty, Procurement Officer; Fergus Hogan, Staff Officer; and Aiveen Dykes, Assistant Staff Officer. This ensures a solid team with procurement knowledge that will allow for staff movement into the future.

The role of the procurement unit in Kildare County Council is to assist staff to ensure procurement compliance, staff awareness and training, standardising

procurement procedures, and promoting the goal of attaining value for money for public money spent. We have an opendoor policy and are committed to assisting each section across Kildare County Council at any stage of the procurement process. We have a decentralised model of procurement in our organisation for the procurement of goods, services, and works which means that it is the responsibility of the individual sections to procure, which is backed up by the support and advice of the procurement team.

One of our key achievements in 2024 was the establishment of a procurement steering group which holds quarterly meetings. It has representatives organisation wide, from libraries, finance, economic development, transport, environment, public realm, community and housing. It serves as an intermediary between the procurement unit and the staff within individual departments.

There had previously been no such group in Kildare County Council for several years. The representatives in the group discuss the procurement issues that are going to have an impact on their sections, for example Office of Government Procurement reporting. The members then disseminate information back to their section. This has been very successful with full attendance from all participation at our quarterly meetings.

Another significant milestone for us in the Procurement Unit is the development of a procurement portal. Its function is to provide a ‘go to’ location for staff for all procurement information. This has become a popular site on our intranet with high traffic flow. We are also provided with information on the key areas that are searched and even the date and time when the portal is accessed. This allows us to build up trends on procurement across the organisation, and tailor our training programmes. In essence it acts as a ‘one-stop shop’ for procurement, providing information on procurement procedures and policies, guidance on thresholds, and tender document templates which end users can use when creating and publishing their tender and quotation documents.

The ‘Latest News’ section keeps our audience up to date with any procurement alerts or updates. The main types of queries that our staff ask are in relation to procurement advice, system support, and requests for procurement information. The portal provides a reporting facility which enables us to

look at what the main areas that end users are viewing and this helps us identify potential training needs, which allows us to support the organisation. On average, between 700 and 800 visits are made to the portal per month. Feedback from our staff has been very positive.

We also support staff navigating such platforms as eTenders and Supply Gov. This has been very successful with sections as they found the new eTenders system difficult to navigate.

In November 2024 the Procurement Office, in collaboration with the Local Enterprise Office, hosted a Public Procurement Briefing designed to equip local SMEs with the knowledge to successfully engage in Ireland's public procurement process. Our aim was to demonstrate transparency to SMEs and demystify the tendering process. This briefing highlighted KCC’s 2025 procurement plans, providing Kildarebased SMEs with valuable insights into opportunities for business growth.

Kildare County Council is committed to encouraging more local SMEs to engage in the procurement process. The briefing also provided an overview of KCC’s procurement plans across five key departments: roads/transport, housing, environment, corporate services, and enterprise and economic development. We also provided breakout sessions for people to get further information from the presenters.

Over the last two years, great strides have been made in addressing the deficit of procurement advice and knowledge

within the organisation. We have built up extensive support systems for all staff through the rolling out of extensive training on the basics of procurement through to more complex issues that arise.

Kildare County Council recently appointed an outside procurement adviser to develop the knowledge of the procurement team and to provide advice when challenges arise.

The key challenges we have faced were building up a good working relationship with our colleagues who are procuring in each section, and establishing a contracts register.

We work closely with the Office of Government Procurement, and they provide useful, prompt advice and assistance with tendering.

We aim to ensure high standards of openness, transparency, and compliance with all relevant public procurement directives and legislation in all our procurement work. Our mission is to support service delivery by the Council and to fulfil the strategic objectives in the Council’s Corporate Plan and to achieve value for money for Kildare County Council.

Our goal is to facilitate economic, social, and environment objectives through social and green procurement and by engaging with businesses and suppliers.

W: www.kildarecoco.ie

Meet the Buyer Event at MERITS Kildare 2024.

Green public procurement and decarbonisation

Eileen Torres Morales, research associate at the Stockholm Environment Institute, tells eolas Magazine that green public procurement holds the key to decarbonising the public sector across Europe.

Public procurement accounts for roughly 15 per cent of GDP across the European Union. That scale makes it a potentially powerful tool in the transition to a lowcarbon economy, however, it remains underused. Across EU member states, green public procurement (GPP) policies exist but are rarely mandatory, inconsistently monitored, and poorly integrated into wider climate strategies.

According to Torres Morales, GPP should be considered a core part of Europe’s climate policy framework rather than an optional add-on. “Green public procurement is not just about securing value for money,” she says. “It is also about delivering environmental and societal value. That is where the real untapped potential lies.”

At its core, GPP involves prioritising goods and services with lower environmental impacts throughout their life cycle. This includes operational emissions such as energy use during the life of a building or vehicle, but also embodied emissions like the carbon locked into construction materials or manufacturing processes.

“Think of the EU’s road transport and construction sectors,” Torres Morales explains. “They are both heavy users of materials such as steel and cement, which are sources of significant greenhouse gas emissions, and both rely heavily on public procurement. That means decarbonisation through GPP is both necessary and feasible, but it is not being pursued with the urgency or consistency it requires.”

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Fragmented implementation

Despite policy frameworks in place, the EU’s current approach to GPP is patchy.

“There are national action plans, and many of them have targets,” Torres Morales notes. “But those targets often go unmet. In most cases, GPP remains voluntary, and even where it is mandatory for certain product groups, enforcement and transparency are lacking.”

Procurement officers – the individuals responsible for applying these policies –often lack access to tools and training.

“They told us in interviews that they do not always understand how to apply environmental criteria or assess bids based on them. There is also fear of legal challenges,” she says.

The challenge, she argues, is structural. “You cannot expect meaningful decarbonisation if the people implementing policy do not have the support to do so. It is not just a matter of adding a green checkbox to the procurement process; it requires knowledge, time, and capacity.”

Data

One of the key barriers to successful GPP policy rollout, according to Torres Morales, is data. There is no harmonised EU-wide system for tracking the uptake or environmental impact of GPP. “It is very difficult to measure what progress is being made, or to compare between countries,” she says. “Some municipalities like Berlin, Rome, and Catalonia have started local-level monitoring, and the Netherlands is piloting greenhouse gas savings tracking. But overall, the data is sparse.”

Without standardised definitions, methods or reporting systems, even basic statistics become unreliable.

“According to public reports on GPP uptake, as of 2020, Poland reported that just 1 per cent of tenders were green. The Netherlands reported 67 per cent. But the methods used are so different, the numbers are not really comparable,” she says. “We need harmonised metrics that allow us to know what is working and where.”

Coherent, mandatory policy

To address these challenges, Torres Morales and her colleagues at SEI

conducted a one-year study, funded by Breakthrough Energy, looking at GPP in eight EU member states: Sweden, the Netherlands, Estonia, Poland, France, Germany, Italy, and Spain.

“We chose a mix of frontrunners and laggards,” she explains. “Countries with large and small economies, and different governance structures.”

The findings were consistent: better coordination is needed “within countries, between national and subnational governments; between member states; and between EU institutions and international actors. Right now, efforts are fragmented and overlapping”.

The report also recommends introducing product-specific carbon thresholds and expanding EU directives to include embodied carbon emissions, particularly important in sectors like transport, where focus still tends to be limited to tailpipe emissions.

“We need to move from soft incentives to clear rules,” she says. “That means mandatory thresholds, better data, and more robust monitoring. Without that, GPP will remain a marginal factor in the climate transition.”

Strategic value of procurement

Despite the current gaps, Torres Morales is optimistic. She sees signs that some governments and cities are beginning to take procurement seriously as a climate tool.

“Public procurement can drive demand for low-carbon materials, support innovation, and shift entire supply chains. That is not theoretical. We have already seen it in isolated examples; the challenge now is scaling that impact.”

However, she asserts that doing so will require more than goodwill: “Procurement officers need time, training, and clear mandates. Policies need to be enforceable, and their outcomes measurable. And there needs to be alignment between procurement strategies and national climate goals.”

Concluding, Torres Morales states that the key to progress is political will: “The potential is there, but unless GPP is treated as a core element of Europe’s decarbonisation strategy, with the investment and coherence that implies, it will not deliver what it could.”

Navigating AI in public procurement

AI and analytics are transforming public procurement, but authorities must balance innovation with the EU and Ireland’s strict rules on fairness, transparency and data protection.

Existing procurement directives still apply, and the new EU AI Act (from 2024) adds oversight for “high-risk” systems. Best-practice guidance (from OECD, WEF, etc.) recommends that robust risk management and procedural safeguards should be in place when AI is being procured.

Integrating AI into public procurement (buying AI)

AI solutions differ fundamentally from traditional software. They can be off-theshelf tools, bespoke models trained on client data, or embedded modules within larger systems. In any case, an AI offering is an evolving service, not a fixed product. This means procurement teams must specify not only the desired functions but also understand how the AI is trained, updated, and governed.

Key considerations include:

• Data rights and privacy: Contracts must define who owns the training data and outputs, forbid unauthorised reuse, and ensure GDPR and local privacy compliance.

• Explainability and auditability: Require that suppliers document how the AI works. Score bidders on model transparency, clarity of decision logic, and the auditability of outputs.

• Bias and fairness: AI reflects its training data. Buyers may need bias testing and regular fairness audits (with independent oversight if needed) to ensure equitable outcomes.

• Ongoing monitoring: AI models can change radically over time. Buyers must include clauses for retraining schedules, performance monitoring and KPIs to maintain accuracy and ethical behaviour.

Donnacha Phelan, Ross McCarthy – Directors, Keystone Procurement.

Standards for AI procurement are still emerging. Most authorities rely on existing IT procurement rules. In practice this means involving legal, technical and ethical experts from the outset, using pilot phases for complex AI projects, and insisting on staged rollouts. A riskbased mindset is essential:

• high-risk AI (e.g. medical or justice) needs deep ethical vetting and rigorous testing;

• moderate-risk AI (e.g. public chatbots) still demands transparency and auditability; and

• low-risk AI (e.g. internal writing assistants) can be bought with a lighter touch but require proper staff training.

Officers must also plan for failure modes. Robust exit clauses, clear intellectual-property terms and dataportability provisions are critical if an AI solution under-delivers. In short, buying AI means buying assurance that the tool will perform fairly, safely and in line with public-sector values.

Evaluating AI-generated bid responses (managing AI in tenders)

AI is also a game-changer in the tender process itself. With bids often spanning hundreds of pages, automated tools can flag missing documents, mislabeled files or internal inconsistencies, speeding up evaluation and ensuring no compliant bid is overlooked. For lower-value or routine projects, AI-driven completeness checks could enable smaller teams to handle more competitions with fewer errors. At the same time, AI is levelling the playing field for bidders. Those with dyslexia, disabilities or weaker language skills can use AI aids (like grammar checkers or ChatGPT) to structure and polish their responses. This assistive use of AI should not be seen as cheating – it is more like providing a ramp for accessibility.

Evaluation teams should distinguish between genuine assistive use and cases where AI is misused to mask a lack of expertise. The UK’s PPN 02/24 notes suppliers’ use of AI is not banned but advises transparency and due diligence. Buyers are encouraged to ask

“With the right governance, transparency and risk management, authorities can harness innovation without compromising accountability or fairness.”

bidders to declare any AI use and to put proportionate controls in place.

For example, authorities might require assurances that no confidential tender data was used to train the AI, and should conduct extra due diligence (site visits, clarifications or presentations) to check a supplier’s capacity when AI tools were used in bid preparation. When AI use is detected, evaluators should apply a riskbased lens. They should ask: Is this a high-stakes, €5 million contract or a routine €20,000 job? Does the bidder show real local knowledge and a solid track record? Are the technical and financial plans coherent?

Well-crafted AI-assisted text is not grounds for disqualification, but it heightens the need to verify that the bidder truly understands the work and can deliver. Contracts themselves may need updating. Many assume human authorship, so authorities should add AIrelated exit mechanisms (performance bonds, milestone reviews, dynamic penalties) in case of non-performance. At the same time, these safeguards must be fair so as not to deter smaller economic operators who may rely on AI for efficiency.

A future-focused balance

AI offers immense potential in public services, from predictive analytics to fraud detection, but it requires a balanced approach. Procurement teams

must blend AI’s strengths with human judgement. As one expert advises: “use AI as an “intelligent, assistive tool, not an oracle”. Global guidance from bodies like the OECD stress that AI procurement must safeguard public benefit and transparency. In practice, this means upholding core EU procurement principles – value for money, non-discrimination and transparency – even when AI is involved. It also means investing in skills. Teams must learn to write outcome-based specs and engage legal, IT and ethical experts early in the process.

Cross-functional governance (involving AI engineers, data stewards and ethicists alongside commercial officers) will become more common. In summary, navigating AI in procurement is about thinking big but buying carefully and responsibly. With the right governance, transparency and risk management, authorities can harness innovation without compromising accountability or fairness. The future of public procurement will be shaped by how well we integrate AI within the rules. The focus should not be on bending the rules for AI but bending AI to serve our rules.

W: www.keystoneprocurement.ie

PUBLIC SERVICES 2025

Date for your diary

Thursday 2 October • Talbot Hotel Stillorgan, Dublin

Better Public Services is the transformation strategy for the public service aimed at delivering for the public and building trust. The three core pillars of the strategy are: Digital and innovation at scale, Workforce and organisation of the future and Evidence-informed policy and services designed with and for the public

The vision is to create an inclusive, high quality and integrated public service provision that meets the needs and improves the lives of the people of Ireland. This conference will bring together key stakeholders from across Ireland’s public service to look ahead to what’s next and how we can deliver transformation at scale.

A high level panel of experts will look at key issues including:

3 Better Public Services: Update on delivery;

3 Strengthening public trust in government;

3 Embedding design across our public service;

3 Engaging with the service user – becoming citizencentric;

3 Designing inclusive and accessible public services;

3 Identifying skills gaps in the public service;

3 Driving equality, diversity and inclusion within organisations;

Exhibition opportunities available

3 Delivering large scale transformation;

3 New workforce models;

3 Innovative leadership;

3 Innovation in healthcare delivery;

3 Creating and using innovative solutions for government;

3 Sectoral update: health; justice; education; local government;

3 Best practice case studies.

There are a limited number of exhibition opportunities available which will be of interest to companies and organisations

or services they wish to promote. For further information on how your organisation can benefit, contact

Olivia.Ross@eolasmagazine.ie.

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Ciaran Mullooly MEP: Putting communities first in Europe’s just transition

The European Parliament speech writers love their catchy one-line slogans. When it comes to the move to decarbonation, they regularly quote an attractive phrase from the legislation that set up the Just Transition Fund (JTF) that stresses the importance that ‘nobody is left behind’ by the transition. I wonder if they really mean that, writes Independent Ireland MEP Ciaran Mullooly.

As rapporteur for the European Parliament’s report on the Just Transition Fund, I was tasked with critically examining how it is working for communities across the EU, and with proposing targeted measures to ensure it delivers for people whose lives have been upended by the transition away from carbon-intensive industries. This is not just a technical exercise; it is about making sure that justice comes before transition, so that no region or worker is left behind as we move towards a carbonneutral economy.

The JTF was created to help regions like the Irish midlands, Silesia in Poland, and others facing the closure of major carbon intensive employers and the erosion of entire local economies. In many of these

places, tens of thousands of jobs have been lost, triggering demographic shifts and economic stagnation.

If we fail to address these issues adequately, we risk deepening regional inequalities and increasing economic inactivity.

The reality is that each region has its own unique challenges, so we need flexible, tailored solutions rather than a one-sizefits-all approach.

Yet, the excessive administrative burden and complex rules have discouraged uptake of the fund, particularly for community and voluntary groups who often struggle to access support without outside help.

This is why I have called for a radical simplification of procedures to truly benefit those who need this fund, while preserving the shared management model that is essential for accountability.

The JTF must do more than just address immediate challenges. It should lay the groundwork for a sustainable economic future.

With rapid technological change and major geopolitical shifts, I believe we need a post-2027 JTF II, with greater financial resources and a renewed commitment to partnership and shared management.

Strategic plans must be prepared in every member state, with a focus on reaching social agreements with workers affected by the transition, especially over the

“My focus remains on ensuring that the JTF is truly effective for those who need it most.”

period from 2025 to 2049. We need to simplify the process for making use of local lands, buildings, and other assets for new employment projects, especially in renewables, and ensure that local communities, social enterprises, and the private sector are all involved. I am also urging the Commission to encourage member states to fully implement the provisions of European Directive 2019/994 relating to Citizen Energy Communities, so that citizens can play an active role in shaping their own energy futures.

To understand why this matters so much, it is important to look at the backdrop in the Irish midlands. For generations, Bord na Móna and the ESB were not just employers-they were the backbone of entire communities. Bord na Móna, established in the 1940s, was central to the development of the peatlands, building houses and even schools for its workers families. By the 1950s, the company was constructing hundreds of homes in towns and villages across the midlands, and the ESB’s rural electrification scheme brought power and new opportunities to communities. In places like Lanesborough, County Longford, and Shannonbridge, County Offaly, these companies shaped the landscape and the local identity.

When the transition came, it was abrupt and deeply disruptive. As someone who grew up in Lanesborough I lived through the Bord na Móna and ESB era. I saw first-hand the devastation that followed the closure of the power stations and bogs. The loss of jobs was not just an economic blow; it was a blow to the heart of the community. People who had worked for these companies for decades were suddenly left with little support and few prospects. In truth, there were many, many people who were left behind by the closures –taking early retirement or voluntary redundancies.

My own experience as a community volunteer in the midlands gave me a close-up view of the challenges. I spent years helping local groups apply for JTF funding for community enterprises, and I saw how difficult it was to navigate the bureaucracy and secure the match funding needed for even the most worthwhile projects. Later, as the JTF Tourism Activator for County Longford, I worked directly with community groups and local businesses to help them access new grants

and opportunities to regenerate their areas. I loved this work, but it also made me acutely aware of the obstacles that stand in the way of real progress.

Now, as an MEP and rapporteur for the JTF, I have experienced every side of this fund. I have listened to the concerns of former Bord na Móna and ESB workers, their families, and the community groups trying to rebuild. I have also travelled to other JTF regions, including Poland’s coal mining areas, where the scale of the transition is even greater. In Silesia, I saw both the similarities and the differences: while the social and economic impact is just as profound, the Polish Government and trade unions have negotiated a social contract that gives workers until 2049 to transition, with job guarantees, retraining, and social protection built in. This long-term approach stands in stark contrast to the rapid transition faced by communities in the Irish midlands.

Through all of this, my focus remains on ensuring that the JTF is truly effective for those who need it most. That means simplifying the rules, cutting red tape, and giving communities the time and support they need to make the positive changes that the fund promises. It means ensuring that strategic planning, social dialogue, and community engagement are at the heart of every transition plan. Most of all, it means putting people first.

Ciaran Mullooly is a former journalist and broadcaster with RTÉ News. He is an Independent Ireland MEP for the Midlands–North-West constituency. He is a member of the Regional Development, Agriculture, and Housing committees of the parliament.

European Citizens’ Panel on the new EU long-term budget: An Irish citizen’s perspective

In May 2025, a panel of 150 randomly selected citizens from each of the EU’s 27 member states agreed on a final set of 22 recommendations for a sustainable and flexible long-term EU budget. One of Ireland’s three panellists, Martin McKenna – a global marketing programme manager from County Meath – writes about his experience.

If you were to ask me in January 2025 what my perception of the EU was, I would veer more on the side of pessimism than anything else. I would have suggested that it has more power in Ireland than the Irish Government itself, which is no good thing. On the other hand, I have benefited greatly from the perks of EU membership having spent over three years living and working in another EU member state. Many others in Ireland have also benefited from European citizenship for a variety of reasons. Since the UK voted itself out however, it has felt like the Union has been at a crossroads, on the verge of a full-blown identity crisis in terms of defining its raison d’être.

In recent times, the EU has sought to inform its policies by bolstering citizen engagement via European Citizens Panels. Previous panels have been formed to tackle challenges such as sustainable energy and improving societal integration. The most recently concluded panel was tasked with quite a broad objective; to provide citizens’ recommendations for the next EU budgetary cycle beginning in 2027. 150 people from all 27 member states would come together to determine how “we the people” feel €2 trillion should be spent by the EU – simple!

Martin McKenna

“Participation in the panel has completely reinvigorated my sense of belonging to Europe and the EU.”

Martin McKenna, panellist, European Citizens’ Panel on the new EU long-term budget

For me it all started with a knock on the door in midFebruary 2025. The EU had hired local representatives in each member state to go door-todoor to find willing participants. After completing an online application form and several Zoom calls to reassure me that I was not being scammed, I was off on a plane to Brussels. I had been randomly selected as one of three Irish participants.

Joining me on the flight were a fifth-year student from Dublin (chaperoned by his father) and a retired prison officer from the midlands. Ostensibly, a representative cross-section of Irish society, and a sample of things to come.

The panel would take place over three weekends, one in-person meeting in late March, one remote meeting in late April, and a final in-person session in mid-May. The first weekend would see us working on defining key principles that should guide the citizens’ recommendations. The second weekend would see the group drafting initial recommendations. The final weekend would see us refining and prioritising our recommendations.

One day one, the approach taken was to provide the entire group with as much context as possible through the ‘Knowledge Committee’: a cohort of experienced EU policy experts, lecturers, and researchers. On the second day we were split into 12 individual focus groups to dive deeper into topics and allow citizens a greater voice on issues such as healthcare, defence, education, and immigration. The final day would see the groups reconvening to share the outcomes of the focus groups. During all sessions we were accompanied by interpreters providing real time interpretation, allowing everybody the chance to speak in their own native language.

All flights, transfers, and accommodation were funded by the European Commission, with catering and evening events organised to allow participants to get to know each other. The logistics behind such an event would leave your head spinning, but the outcome was surely worth it. By far the most rewarding part of this experience was to hear the perspectives of citizens from different member states.

From my own conversations, the priorities of those on EU’s southern and eastern borders are quite different to the average Irish person due to the geopolitical history of these countries. Invasion is perceived to be a real threat for those on the eastern frontier, so defence was priority one, two, and three. Consensus was more easily reached around topics such as healthcare, education, and innovation.

When all was said and done, 11 guiding principles and 22 recommendations were drafted and handed over to European Commissioner for Budget, AntiFraud and Public Administration, Piotr Serafin on 18 May. These recommendations are to be factored into EU budgetary negotiations later in the summer and can be viewed on the European Commission’s website (https://citizens.ec.europa.eu/europeancitizens-panel-new-european-budget_en). The participants of the panel have been assured that our influence will be evident once the final EU budget is presented.

This whole experienced has triggered something within me. Participation in the panel has completely reinvigorated my sense of belonging to Europe and the EU. For a long time I have been a passive participant in the democratic process. Prior to the European Citizens panel, the extent of my involvement would be to vote in elections or referenda whenever the day came, and to be frustrated by the news on a daily basis. The last couple of months has shown me that there is a bright future for the EU if there is significant continued investment in participative democracy infrastructure.

The process was imperfect, and days were long, but conversations were enriching, and lifelong connections were made. Sitting in a large room with hundreds of other average European citizens who are willing and able to make Europe a better place, will leave its mark on you for all the right reasons. If you get the knock on your door anytime soon, it is well worth answering.

Barry Cowen MEP: If Europe cannot feed itself sustainably, it is not secure

Europe today is grappling with the most complex set of security challenges in a generation – from Russian aggression in Ukraine to supply chain shocks and an ever-shifting global trade landscape, writes Barry Cowen MEP.

In response, the European Union has rightly committed to strengthening its collective defence. But, there is a glaring omission in this conversation – one that puts our long-term stability at risk. That omission is food security.

As someone who works closely with colleagues from eastern Europe – those on the frontlines of a more volatile continent – I understand the need for growing defence budgets. The EU is preparing for joint borrowing of up to €150 billion to fund collective defence under President Ursula von der Leyen’s ReArm Europe Plan. Combined with national spending, more than €800 billion in military investment is now on the table.

I will not stand in the way of this. But let me be clear: if the EU cannot feed itself sustainably, it is not secure. This is something being too quickly forgotten by some of my colleagues. Food security is not a secondary issue – it is a strategic imperative. Yet agriculture, the sector that feeds us and sustains our rural communities, is increasingly being asked to do more with less.

It should also be remembered that Europe’s food security extends far beyond our own borders. The EU is the world’s largest exporter of agri-food products and a critical donor of humanitarian food aid. It plays a stabilising role in global supply chains, particularly across Africa and the

Middle East. But that stability is not immune to shocks. During times when Europe’s food security is threatened –such as when the war in Ukraine exposed the EU’s reliance on Russian gas and fertilisers – the impact can be global.

Common Agricultural Policy

In recent times, the Common Agricultural Policy (CAP), once a cornerstone of European stability, has been allowed to erode. While member states’ contributions to the EU budget have risen to 1.08 per cent of GNI*, CAP allocations fell by 5 per cent in nominal terms and 12 per cent in real terms for the 2021-2027 period. If

"If we are to spend hundreds of billions on rearming Europe, we must also invest in our ability to feed it."

current trends continue, the CAP’s real value could shrink by more than half by 2034 – a shortfall of €250 billion. That decline will directly impact our ability to maintain a resilient, productive, and sustainable food system in the face of climate volatility, rising costs, and global shocks.

As Renew Europe’s lead negotiator on the European Parliament’s report into the future of European agriculture and the CAP post-2027, I have spent recent months consulting with farmers, experts, and stakeholders across Ireland and Europe. That work was published last month as a detailed position paper and continues as my team and I negotiate the form the Parliament’s final report will take. From the outset, food security has been central to my vision.

In that position paper, I argue that food security must be treated with the same urgency and seriousness as defence. If we are to spend hundreds of billions on rearming Europe, we must also invest in our ability to feed it. That means a stronger, ring-fenced CAP budget that grows in line with defence spending. Strategic autonomy cannot exist on empty shelves.

We also need to modernise how the CAP delivers. I have called for a third environmental pillar – alongside the existing income and rural development strands –to properly reward voluntary environmental ambition. Farmers using technologies like precision agriculture, artificial intelligence, and methane inhibitors must be incentivised. Supporting innovation is not at odds with food production – it is essential to its future.

Generational renewal

Europe is at risk of losing its next generation of farmers and, as such, the future of its food security. Young people face mounting barriers – from land costs to credit access to regulatory complexity. Pillar two of the CAP must be used to create genuine pathways into farming, including targeted supports, tax incentives, land leasing schemes, and training. Women in agriculture must also be actively supported and empowered. Rumours are circulating in Brussels in recent weeks that the European Commission may have plans to consolidate the CAP into a broader,

generalised funding mechanism – folding over 500 individual programmes into a single pot – raising serious concerns among farmers and indeed within my own team.

The fact that the CAP and Multiannual Financial Framework (MFF) proposals are now expected at the same time – whereas traditionally CAP proposals follow in the months after the MFF – has only heightened fears that CAP’s ring-fenced status could be dismantled. That would remove the strategic certainty farming communities rely on and turn longterm planning into a short-term political calculation. Agriculture cannot be funded at the whim of wider budgetary priorities.

Instead, during this time of growing global instability, Europe needs to reinforce the sectors that make it strong and self-reliant. Food production is one of them. A resilient agricultural sector is not a luxury – it is a necessity. We must reject false choices between defence and food security – both are pillars of a stable, sovereign Europe. By neglecting one in favour of the other, we will be doing nothing more than providing funding to build a fortress on piles of sand.

Barry Cowen is a Fianna Fáil Member of the European Parliament (MEP for the Midlands–North-West constituency. First elected as an MEP in 2024, Cowen was an Offaly TD between 2011 and 2024, following in the footsteps of his brother, the former Taoiseach Brian Cowen who represented the constituency between 1984 and 2011, and his late father Bernard, who was an Offaly TD between 1969 and 1973, and again between 1977 and 1984. Cowen briefly served as Minister for Agriculture, Food and the Marine in 2020.

Shared Island Unit head Émer Deane: ‘An ordinary way of thinking’ public affairs eolas

As the Shared Island initiative enters a new phase, Ciarán Galway meets with Émer Deane – the Assistant Secretary in the Department of the Taoiseach with responsibility for the Shared Island Unit – at Government Buildings to talk role and remit, developments, and delivery.

Ciarán Galway (CG): For context, what is the role of the Shared Island Unit?

Émer Deane (ÉD): Currently comprising nine people – and in the process of expanding to 11 – the Shared Island Unit is housed here in the Department of the Taoiseach, though it is based in Dublin Castle. The Unit was established in 2020 to advance and coordinate the Shared Island initiative, which was announced by Micheál Martin during his previous tenure as Taoiseach. The initiative itself has three broad strands to it: capital expenditure, the dialogue programme, and the research programme. Staffing aligns with those three pillars.

CG: What is the framework determining the Shared Island Unit’s interaction with Government and Executive departments?

ÉD: There is an interdepartmental group – which I chair – which brings together assistant secretaries from across government departments to examine and develop shared island projects.

In February 2025, with the Government’s announcement of an additional €1 billion out to 2035 for the Shared Island Fund, the Taoiseach wrote to all government ministers asking them to come forward with new proposals for new shared island projects by July of 2025. The Shared Island Unit is currently engaging with all government departments on developing proposals to meet that request.

CG: At the fourth Shared Island Forum on 10 April 2025, Taoiseach Micheál Martin announced a new phase of the Shared Island initiative. What does this mean for the unit?

ÉD: It means that the Shared Island initiative can think strategically out to 2035. Often, government departments do not have the privilege of timelines that are so long whereby time can be spent getting the strategic planning right in the knowledge that there will be time left to then deliver the project.

The National Development Plan is currently being reviewed. There was a Shared Island chapter in the previous iteration, and the Shared Island initiative –

“We are in the most positive position in at least a decade, if not a generation, to really move forward on north/south cooperation.”

Émer Deane, Assistant Secretary, British and Northern Ireland Affairs Division, Department of the Taoiseach

and all that the Government wants to achieve – will be reflected in the review, as the driver of a lot of infrastructure investment priorities for this jurisdiction.

The new phase is an opportunity to ensure that the Shared Island initiative is mainstreamed into government departments’ thinking over the period ahead, including through the reviewed National Development Plan. In terms of infrastructure and competitiveness, we share many of the same priorities. This matters on both sides of the border, and we can help to achieve the objectives of both the Northern Ireland Executive and the Government of Ireland through the Shared Ireland initiative.

CG: What are the Shared Island Unit’s most significant successes to date?

ÉD: The most notable success of the initial phase was to ensure that long-standing commitments have now moved ahead. That gave a certain confidence that the Government’s Shared Island approach can tangibly deliver.

Secondly, we now have more policy planning and implementation jointly pursued by departments north and south. For instance, in the education sphere, the two ministers for education are working together in a substantive way on addressing educational under attainment, which again, is a step beyond what has happened previously.

Thirdly, again, for the very first time, InterTrade Ireland, Enterprise Ireland, and Invest NI are undertaking substantive work and programmes together – with Shared Ireland initiative support –around female entrepreneurship and innovation in the border region and supporting green investment by firms.

We are now observing the benefits of cooperation that would not have happened without the Shared Island initiative.

CG: How does this overlap with the work of the North South Ministerial Council?

ÉD: When the Shared Island initiative launched towards the end of 2020, the institutions in the North were down and there was no North South Ministerial Council. However, it was important, even in those early days, to ensure that we continued to engage at official level with Executive departments in Northern Ireland.

Since the Northern Ireland Executive has been reestablished, ministers have been meeting their counterparts to develop ideas and programmes. The North South Ministerial Council has been back up and running since February 2024, and the first plenary meeting was in April that year. There was a second plenary in September, and the next one is in June 2025.

At these plenary and sectoral meetings, ministers often discuss Shared Island projects and propose ideas for new projects. The North South Ministerial Council is essential because it provides political direction. We in the Shared Island Unit are really pleased that it has resumed and that our work is recognised in that context and gets that political support and direction where required.

CG: What emphasis does the Shared Island initiative place on civil society?

ÉD: The Shared Island Unit has its own dialogue strand whereby we organise events. For example, the Shared Island Youth Forum brought together 80 young people from across the island to set out their vision and their values for the future of this island. They did great work, meeting over the course of a year and reporting in September 2024.

We also had a Future Takes series in 2024, where we asked prominent people in civil society to answer the question: For a more reconciled island of Ireland, however it is constituted, what should we give and what could we gain in the years ahead? We got all sorts of perspectives.

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Separate to that, we support a Shared Island Civic Society Fund which is administered by the Department of Foreign Affairs and Trade in alignment with what is a key ambition of the Shared Island initiative; building more strategic links and connections between civic organisations north and south.

CG: In the context of the new programmes for government –north and south – what are the Shared Island Unit’s most significant strategic priorities currently?

ÉD: For the first time in 13 years, we have a new programme for government in this jurisdiction and a programme for government in Northern Ireland. As such, in determining our focus, we are looking at where there is an alignment between the two programmes.

In May 2025, we had a meeting of all the secretaries general from this jurisdiction with their permanent secretary counterparts in Northern Ireland to discuss the obvious areas for cooperation.

Two big themes were infrastructure and competitiveness. Within that, there was a particular emphasis on transport, skills, healthcare, disability, and innovation. We are not short of ideas, but departments must identify the right projects that make sense to deliver jointly – unlocking additionality or extra benefit by doing so. The task for me and the team now is to encourage, guide, and support departments to develop actual programmes and projects out of those ideas.

Of course, the Programme for Government has some specifics. We will take forward the specifics, for instance around research and improving the data available north and south, working with the Central Statistics Office (CSO) and the Northern Ireland Statistics and Research Agency (NISRA). Rail travel is another huge area of potential cooperation, and the All-Island Strategic Rail Review will inform what the next phases will be for both administrations, north and south.

CG: What is the significance of having a ring-fenced Shared Island Fund?

ÉD: It is important because it gives the assurance that, in all circumstances, allisland thinking is going to be embedded and resourced as part of government policy. Its multiannual nature allows us and departments to be more strategic, which is a privilege and a luxury that is not necessarily afforded in other policy areas. It also allows us the time to build relations and project proposals, working

with counterparts in the Northern Ireland Executive, and with the British Government.

We are in the most positive position in at least a decade, if not a generation, to really move forward on north/south cooperation.

CG: How have relationships evolved?

ÉD: Following three years without the institutions in place, there is, of course, pressure for the Northern Ireland Executive to deliver in terms of public services. There is a greater openness than previously to use all partnerships to help drive that delivery forward, whether in partnership with the Irish Government, the British government, the US, or any other partner. So that is a more positive and fertile ground to work with than previously.

CG: What is your vision for the future of the Shared Island Unit?

ÉD: The most important thing is that allisland cooperation is not seen by either administration as an add on or a ‘nice to do’; rather it should become an ordinary way of thinking. That is the real task.

It would be a gamechanger if, for instance, in thinking about a major government focus – such as offshore renewable energy – we applied an allisland lens to the challenges and opportunities; planning to ensure we have the resilience, the skills capacity, and the supply chains required, north and south.

If you consider a major area of government policy focus currently, I would like to see it delivered in a way that, from the beginning, is framed in that sort of Shared Island thinking.

Émer Deane, Assistant Secretary, British, Irish and Northern Ireland Affairs Division, Department of an Taoiseach

A civil servant with almost three decades of experience, Émer Deane spent most of her career in the Department of Foreign Affairs and Trade, with a four-year stint as an advisor in the Houses of the Oireachtas. Now in her sixth year with the Department of the Taoiseach, Deane describes her current role as Assistant Secretary, British and Northern Ireland Affairs Division, as her “dream job” and outlines that affairs pertaining to the North are “my passion and my greatest interest”.

UK minister outlines criteria for united Ireland referendum

In an interview with eolas Magazine’s Joshua Murray in April 2025, the UK Government’s Northern Ireland Parliamentary Under-Secretary of State, Fleur Anderson MP, stated that opinion polls will determine when a referendum on Irish reunification will be called.

Since the interview was first published in agendaNi in mid-April 2025, the Northern Ireland Office (NIO) reportedly told the Belfast Telegraph that “responsibility for a referendum sits solely with the Secretary of State”, a statement which has been broadly perceived as the NIO backtracking on Anderson’s remarks.

In a subsequent press conference on 24 April 2025, Secretary of State Hilary Benn MP told reporters: “There is only one criterion relating to a border poll, and it is extremely clearly laid out in the Good Friday Agreement.”

The legislation underpinning the calling of a border poll is the Northern Ireland Act 1998. It states that the Secretary of State “shall exercise the power [to hold a referendum] if at any time it appears likely to him that a majority of those voting would express a wish that Northern

Ireland should cease to be part of the United Kingdom and form part of a united Ireland”.

However, the specific means by which unification could “appear” likely to a Secretary of State are famously ambiguous. When asked about this, Anderson said that for the Secretary of State to make that decision, “there would have to be some backup to it”, adding: “It would be based on opinion polls of the general public.”

Anderson further specified that opinion polls would take precedence over “the number of politicians” in reference to Sinn Féin now being the largest party in the North.

These remarks were cautiously welcomed by Sinn Féin, but condemned as “disgraceful” by the DUP.

Since the UK left the European Union, there has been a significant rise in support for Irish reunification in the North.

A February 2025 LucidTalk/Belfast Telegraph poll shows support for unification at 41 per cent, with 48 per cent in favour of remaining part of the UK. Before Brexit, a 2013 poll for the BBC’s Spotlight programme showed support for unification to be 13 per cent.

For context, when the UK Government agreed to hold an independence referendum in Scotland, support for Scottish independence averaged at 27 per cent.

Anderson, a Labour MP representing a southwest London constituency, also remarked that she was “not sure” if she is a unionist, adding: “I do not think I would be. I am not one community or another. I am not one side or another.”

However, when asked if she favours Northern Ireland remaining part of the United Kingdom, she said: “Yes, I think the union is a strong way of supporting everyone across the United Kingdom.”

Former Ulster Unionist leader Robin Swann MP subsequently raised these remarks in Prime Minister’s Questions on 23 April 2025, asking UK Prime Minister Keir Starmer MP “if he [Starmer] is a unionist”. In his response, Starmer did not acknowledge whether he is a unionist, instead asserting that “the Good Friday Agreement was one of the proudest achievements of the last Labour government”.

While there are signs that the UK Government is beginning to soften its stance on the calling of a border poll, calls for a referendum have been dismissed by Taoiseach Micheál Martin, who told the Belfast Telegraph in April 2025: “We’re not planning for a border poll in 2030.” The Taoiseach further refused to outline whether he hopes a united Ireland will have occurred by 2075.

Presidential election 2025: Runners and riders

In November 2025, Ireland will have a new President as the nation prepares for the end of the Michael D Higgins era. eolas Magazine looks ahead to the election.

As of April 2025, President Higgins holds an approval rating of 64 per cent among the general public, significantly higher than the leaders of any of the political parties on this island.

For the first time since 2011, all the major parties are expected to contest the election, with Fine Gael and Fianna Fáil having both confirmed that their parties will run candidates in the election, while Sinn Féin will contest the election either on a cross-party basis or in its own right.

Although all the major parties will be cautious about this election (Sinn Féin and Fine Gael were both embarrassed in the last one they, and Fianna Fáil was so unpopular in 2011 that it refused to take part), they will all be keen to put forward a party figure who can aim to match President Higgins’ popularity.

Fianna Fáil

Contesting the presidential election for the first time since Mary McAleese was returned to office in 2004, there is no clear frontrunner for the Fianna Fáil nomination.

Former Taoiseach and party leader Bertie Ahern has been teasing a run for the last three years and re-joined the party in 2023. However, Ahern brings significant baggage related to findings from the the Mahon Tribunal and his role in the financial crisis. In addition, having been out of politics for 18 years, Ahern is an unfamiliar figure for a significant section of the electorate as anyone born on or after 1990 will not have been of voting age by the time he left office.

In April 2025, Mary Hanafin, the party’s former deputy leader, remarked that she would be “open to” running for president “if Fianna Fáil wanted to have that conversation”. Like Ahern, however, Hanafin has been out of frontline politics for a long time, having lost her Dáil seat in 2011 before unsuccessfully attempting to get back into the Dáil in both 2016 and 2020.

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Fine Gael

Fine Gael has been in government for the last 14 years and has had seven taoisigh since being founded in its current form in 1933. However, in nearly a century of existence, the party has never won the presidency. Indeed, even at the height of its popularity in 2011, the party’s candidate, Gay Mitchell, polled a derisory 6.4 per cent of the popular vote.

Mairead McGuinness, the former European Commissioner and former Vice President of the European Parliament, is the favourite to win the Fine Gael nomination, and holds a narrow lead in the polls among prospective candidates.

While McGuinness has experience in statecraft, her ability to connect with the public is questionable and it is difficult to see what sets her apart from other prospective candidates in this election.

‘Left unity’

One possibility is a ‘left unity’ candidate, with Sinn Féin seeking to continue its unprecedented co-operation with the Labour Party and the Social Democrats. However, the initial favourite to receive backing from this prospective left coalition, Senator Frances Black, has said that she is “98 per cent certain” that she will not run for president.

Labour leader Ivana Bacik TD has stated that, for a candidate to be nominated on a cross-party basis, they would likely need to be an independent. In this context, the only other viable ‘left unity’ candidate is Galway TD Catherine Connolly, who has refused to rule out contesting the election.

Sinn Féin

In the event that it is unable to agree on a candidate with the other parties of the left, speculation has mounted that Sinn Féin could seek to nominate John Finucane, the Westminster MP for North Belfast, or approach Jarlath Burns, the President of the GAA.

However, on 9 June 2025, Burns ruled out seeking office, saying: “I have another year of the GAA presidency to do and I certainly would not be in the mood to give that up to go for anything else.”

Although Gerry Adams is riding high, having secured compensation of €100,000 from the BBC following defamation proceedings, the 77-year-old former Sinn Féin President, according to his party leader, is “not remotely interested” in seeking the office.

Populists without popularity

For right-wing populists, the 2018 election was a shot in the arm, with former Dragon’s Den host Peter Casey propelled to a second place finish in the last election –polling a respectable 23.3 per cent – following bigoted remarks the Derry man made about members of the Irish Traveller community.

Casey, who boasted in 2019 – “Of course I’m racist, I’m a very proud Irish man” – has indicated that he wishes to run again, although with the parties all running candidates, it is unlikely he will re-gain the support of the local authorities who nominated him in 2018. Since the 2018 presidential election, Casey has become a serial political loser, having failed to get elected to the Dáil in the 2020 general election (in two separate constituencies), and both the 2019 and 2024 European elections.

MMA fighter Conor McGregor, who was found civilly liable of rape in a Dublin court in 2024, has signalled his intention to run. Like Casey, however, it is unlikely he will gain the necessary support from the Oireachtas or local authorities to make it onto the ballot. McGregor has become a significant international figure in online right-wing media circles and was hosted by US President Donald Trump on St Patrick’s Day 2025, where he asked the US President to “look after its little bro”, referring to Ireland.

Process

Elections can be contested by any citizen of Ireland who is at least 35 years old, provided they meet the nomination criteria, which is:

• at least 20 of the 234 serving members of the Houses of the Oireachtas, or

• at least four of the 31 county or city councils, or

• themselves, in the case of a former or retiring president who has served a seven-year term.

Following the close of nominations, elections are conducted by means of the instant-runoff voting, which is the single-winner analogue of the single transferable vote used in other elections. Bunreacht na hÉireann refers to this system as “proportional representation by means of the single transferable vote”.

In spite of pledges by previous governments and a bill introduced to the Dáil by Aontú, the only people eligible to vote in this election will be Irish citizens resident in the 26 Counties, with Irish citizens in the North and the diaspora remaining ineligible.

A century on the move: The story of the Irish passport

Úna Fannon, Director of Operations with the Passport Service, reflects on the first century of the Irish passport, traces its evolution and looks ahead to the next century.

Over 100 years ago, on 3 April 1924, the Irish Free State began issuing passports to members of the public. What began as a handwritten document, green and embossed with a golden harp, has since evolved into one of the world’s most respected passports. In 2025, our passport is not only a symbol of Irish citizenship, but it also represents freedom of movement, national pride, and technological innovation.

To commemorate this centenary, the Department of Foreign Affairs and Trade has partnered with EPIC The Irish Emigration Museum, on a landmark exhibition entitled ‘On the Move – A Century of the Irish Passport’. This immersive display captures the

passport's evolution and its significance to the Irish people, drawing on personal stories and historical artefacts. The centenary has also been marked by a visual timeline illustrating the 100-year journey of the Irish passport, currently on display at the Passport Offices in Dublin and Cork.

From Saorstát Éireann to Éire

The first chapter in the Irish passport’s story begins in the fledging Irish Free State. The earliest passports bore “Saorstát Éireann, Irish Free State”. The passport held great symbolic weight, representing a new Ireland, forging its

own path on the global stage. The first Irish passports were issued in 1923 to the Irish delegation travelling to Geneva to attend the League of Nations. That same year, WB Yeats travelled to Stockholm on an Irish passport to collect his Nobel Prize for Literature.

By 1939, the passport's cover was updated to reflect Ireland's new constitutional status: Éire, Ireland. Personal information appeared bilingually in Irish and English. These design changes were a visual symbol of Ireland’s growing independence.

“In 2025, our passport is not only a symbol of Irish citizenship, but it also represents freedom of movement, national pride, and technological innovation.”

Úna Fannon, Director of Operations, Passport Service

European identity and digital innovation

The second major phase in the passport’s history coincided with Ireland joining the European Economic Community (EEC). Alongside other member states, Ireland began issuing a common EEC format passport in 1985, adopting a burgundy cover, and introducing new security features such as laminated photo and signature pages. The document’s security was further improved by the introduction of Machine-Readable Passports (MRP) in 1993, replacing the handwritten document.

Increased passport demand also prompted operational change for the Department. In 1987, a Passport Office opened in Cork. In 1992, the Passport Service issued 180,000 passports and by 2002, 537,000 passports were issued, leading to the expansion of the service and opening of a new office in Balbriggan, County Dublin.

A pivotal technological shift came in 2006 with the arrival of biometric ePassports, featuring a microchip embedded in a polycarbonate data page. The 2013 ePassport, filled with culturally resonant imagery from Irish history and landscapes, was awarded Document of the Year at the 2014 High Security Printing Conference.

Online era

The third era in the Irish passport’s evolution centres around digital transformation. In 2015, the Passport Service launched a comprehensive Passport Reform and Modernisation Programme, prioritising efficiency, security, and citizen convenience.

A notable innovation during this time was the Passport Card, introduced in 2015. Designed for EU/EEA travel, this credit-card sized passport offered adult citizens convenient travel to 31 countries. Children’s passport cards followed in 2018.

The launch of Passport Online in 2017 marked a turning point. Initially available to adult renewals, Passport Online expanded in subsequent years to include child renewal applications and, eventually, first-time applications in Ireland and overseas. By 2022, over 90 per cent of applications were submitted online.

Today, Passport Online is available to 99 per cent of Irish citizens worldwide. The service allows photo uploads, digital verification, and streamlined delivery. Behind the scenes, the Passport Service’s Customer Service Hub responds to over 12,000 public queries weekly, ensuring an award-winning customer experience.

A powerful document in an interconnected world

The Irish passport is one of the most secure and respected travel documents in the world. Recently ranked third globally by the Henley Passport Index, our passport allows Irish citizens visa-free access to 189 destinations.

The passport’s growing popularity tells its own story. A record-breaking one million passports were issued in 2022, and again in 2024.

This growth reflects not only increased mobility, but a deep-rooted pride in Irish identity. Growing demand for the Irish passport reflects the increased diversity of Irish society, with those who have chosen to make Ireland their home expressing their commitment to the country by becoming Irish citizens. Demand for Irish passports from overseas applicants is also on the rise. For the Irish diaspora, which spans generations and continents, the passport is a tangible and valued connection to their Irish heritage.

Looking ahead

The centenary of the passport offers us the opportunity to celebrate how far we have come, and to look ahead to the exciting opportunities the future holds.

As we step into the next century of the Irish passport, innovation continues. Under the Passport Service’s Reform and Modernisation programme, a number of key projects that will future-proof service delivery, safeguard the integrity of the passport and enhance customer experience will be rolled out over the next 18 months.

A public consultation in 2023 on the future design of the passport resulted in 15,000 citizens selecting native Irish flora and fauna to be featured in the new passport book. The beautifully crafted and secure document is expected to be released in mid-2026.

Above all, the staff of the Passport Service, based at our offices in Dublin 2, Balbriggan, and Cork City look forward to continuing to deliver excellent service to our citizens.

‘On the Move – A Century of the Irish Passport’ is open now at EPIC The Irish Emigration Museum, and is proudly supported by the Emigrant Support Programme, Department of Foreign Affairs and Trade.

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Aontú bill aiming to allow presidential voting rights in the North

A new bill introduced in the Houses of the Oireachtas aims to allow Irish citizens living in Northern Ireland to vote in Irish presidential elections.

Launching the Bill, formally entitled the 39th Amendment of the Constitution (Voting Rights in Presidential Elections) Bill 2025, Aontú leader Peadar Tóibín TD said: “The Good Friday Agreement confirmed that people born in the North of Ireland have a right to be an Irish citizen,” adding “currently nearly 700,000 people in the North of Ireland have exercised that right, are Irish citizens and hold an Irish passport”.

Noting that Irish citizens in Northern Ireland have a “right to stand in the

election”, he added that “the Irish State refuses them the right to vote”. Tóibín said neither Westminster nor Stormont have the power to grant this right to Irish citizens. He added: “It is in the gift of the people of this state and the Dáil,” he said. “It is this government that is preventing the full Irish nation voting as one for the first time since 1918.”

“The fact that the Irish Government are withholding democratic rights from 700,000 Irish people in the North is shocking. It is anti-democratic.

Opinion polls show that the vast majority of Irish people in the south of Ireland favour a referendum on a united Ireland.

“In the North there is growing support for a referendum even amongst many within the unionist population. The southern government is out of step with the Irish people. This Bill does not even go as far as a referendum but facilitates a real and practical step towards democratic selfdetermination.”

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To vote in the presidential election, you must be an Irish citizen and normally reside in the Republic, with exceptions for Defence Forces personnel and diplomatic staff serving overseas. Changing the criteria for voting in the presidential election would necessitate an amendment to the Irish constitution which would require a referendum. The next presidential election is due to take place by November 2025.

In many countries – including European countries such as France and Poland – citizens of the state who are not resident in the jurisdiction, can still vote in presidential elections.

Assembly motion

On foot of Aontú’s announcement, Sinn Féin tabled a nonbinding motion in the northern Assembly in early-May 2025 calling for Irish citizens in Northern Ireland to be entitled to vote in presidential elections in the Republic. The motion was carried with a majority of 46 to 25 with SDLP and Sinn Féin representatives voting in favour, along with 13 of 17 Alliance MLAs, and People Before Profit’s Gerry Carroll MLA.

In the motion, Sinn Féin referenced the 2013 Fifth Report of the Convention on the Constitution of Ireland which recommended affording Irish citizens residing outside of the Republic the right to vote in presidential elections.

First Minister Michelle O’Neill MLA, says: “It is a glaring anomaly that an Irish citizen living in the North can stand for election as President of Ireland, can be elected as President of Ireland but cannot vote to elect the President of Ireland.

“The office of the President of Ireland is held in the highest regard and respect in Ireland, among the Irish diaspora and across the world. That regard and respect has a particular significance and immediacy for Irish citizens in the North who have historically been denied participation in the life of their own nation by the historic and undemocratic injustice of partition.”

During the Stormont debate on 6 May 2025, DUP MLA Phillip Brett said: “The House and, indeed, those watching on television should be in no doubt that today’s debate is about the fact that Aontú outsmarted, outmanoeuvred and out-greened Sinn Féin, which is using the debate as an echo chamber to cover up the failings of its republican movement.

“We on these benches have huge respect for anyone who wishes to identify as Irish here in Northern Ireland, but it is clear that the Irish Government have absolutely zero interest in advancing the issue. The recently agreed Programme for Government by the parties in the Republic of Ireland makes no mention of it; they are not interested. More importantly, those who live in the Republic of Ireland have absolutely no interest in the issue either.”

SDLP Leader of the Opposition Matthew O’Toole MLA welcomed the fact that Sinn Féin members tabled the motion, adding: “This place, Northern Ireland, is part of the island of Ireland. One of the developments that we have seen somewhat uncomfortably in the past little while is a new definition. Occasionally, it has felt as though the primary and senior meaning of the word “Ireland” is the state rather than the island.

“For those of us who live in this part of Ireland and want to participate not just in the broader Irish nation but in politics on a cross-border and all-island way, it is time that we had the opportunity to vote in presidential elections.”

Sinn Féin leader Mary Lou McDonald TD said Taoiseach Micheál Martin TD must “honour the commitment” made at the Constitutional Convention and “set the date for the referendum”. She added: “The Assembly’s vote must be a watershed moment. The Government must now act with urgency. November’s election must be the last Presidential Election that excludes Irish citizens in the North.”

The Bill has made no further progress since its submission.

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Neutrality: Where Ireland’s political parties stand

As European countries upscale defence spending in the face of Russia’s continuing invasion of Ukraine and the EU’s publication of the White Paper for European Defence and the ReArm Europe Plan: Readiness 2030, Ireland’s neutrality has come under pressure. In this context, Ciaran Brennan has been engaging with the Oireachtas parties and listening to their stances on neutrality.

Fianna Fáil, Fine Gael, Sinn Féin, People Before Profit, and Aontú issued statements on their neutrality policy to eolas Magazine. Statements on neutrality policy made by the Labour Party, Social Democrats, Green Party, and Independent Ireland available on each party’s website have also been included.

Opposition TDs and Senators came together in a cross-party initiative under the Irish Neutrality League to defend the triple lock in early April 2025. Under the triple lock, the deployment of more than 12 Irish troops overseas requires government approval, approval by the Dáil, and a mandate by the UN. Speaking at the time of announcement of the initiative, People Before Profit TD Paul Murphy said: “The removal of the triple lock would fatally weaken Irish neutrality.”

Fianna Fáil

“Fianna Fáil believes in military neutrality, and we are militarily neutral. While we strongly value our military neutrality, Ireland is not politically neutral.

“We will continue to engage with international partners and reform the triple

lock legislation, whilst also ensuring that amendments to the legislation are in keeping with our values and policy of active military neutrality.

“The triple lock has nothing to do with military neutrality, but it has everything to do with the incapacity and the paralysis on the United Nations (UN) Security Council around peacekeeping missions. Ireland has a proud peacekeeping record. However, vetoes have meant that there have been times when we were unable to play a part in peacekeeping. There has not been a UN peacekeeping mission mandated by the Security Council since 2014.

“Ireland will continue to stand aside from military blocks, but we cannot stand aside from our international responsibilities. There is absolutely no definition of neutrality which requires us to allow another country to have a veto over when we can commit our troops to an international mission.”

Fine Gael

“Ireland is a militarily neutral country and Fine Gael is committed to preserving that

policy, which has been the policy of successive governments of Ireland since the Second World War.

“While Ireland is militarily neutral, we are not politically neutral and therefore Fine Gael is committed to working with international partners, including the EU and the UN, across a broad range of issues from peacekeeping to conflict resolution to overseas development assistance, such as the World Food Programme.

“In Fine Gael, we believe that the fundamental priority of any state is the protection of its territory and its people. That is why we are fully committed to the Irish Defence Forces, with measures to boost recruitment and training as well as investment in equipment and facilities.

“Following the report of the Commission on the Defence Forces, we are aiming for Level of Ambition two now while striving for Level of Ambition three so that our Defence Forces have the full-spectrum of defence capabilities comparable to similar-sized countries in Europe.

Credit: Defence Forces

“All of this is in keeping with Fine Gael’s commitment to strengthen Ireland’s defence capabilities while preserving our long-standing policy of active military neutrality.”

Sinn Féin

“Neutrality has long been the cornerstone of Irish foreign policy and it should continue to be so. Neutrality is the foundation upon which Ireland champions engagement, diplomacy, the primacy of human rights and the prevention and resolution of conflict through dialogue.

“Sinn Féin rejects the moves taken by the Irish Government to undermine Irish neutrality and dismantle the triple lock. We also reject the EU’s and Britain’s pursuit of hyper-militarisation, escalating an arms race by wasting billions of public monies on weapons rather than investing in the infrastructure and public services we badly need.

“Peace is not achieved by financing war. The focus of the international community should be on working towards peace and negotiation. Our own peace process is evidence of the importance of dialogue and cooperation.

“Sinn Féin’s priorities include:

• asserting the primacy of multilateralism within our multipolar world – this must be strengthened not weakened;

• maintaining the triple lock neutrality protection;

• holding a referendum to enshrine neutrality in the Irish Constitution;

• rebuilding our Defence Forces;

• opposing advances in the EU towards a centralised military framework and any move away from the requirement for unanimity in the making of EU Foreign Affairs and Defence Policies;

• advocating for a more peaceful, equal and equitable international relations system; and

• encouraging peacebuilding, dialogue, and conflict resolution in Ukraine, Palestine, and elsewhere, using our own peace process as an example of hope and prosperity.”

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Labour Party

The Labour Party states: “Ireland should not compromise on our long-established position of military neutrality but equally, we cannot be politically neutral in the face of imperial aggression or genocide. Our position of neutrality and support of the triple lock protects our Defence Forces.”

Social Democrats

The Social Democrats state: “Through our participation in EU and UN institutions the Social Democrats are committed to supporting diplomatic efforts towards peaceful and durable solutions to conflict in accordance with international law, as well as advocating and participating in the global struggle against hunger, famine, and extreme poverty.”

Independent Ireland

Independent Ireland states: “Independent Ireland supports maintaining the existing triple-lock mechanism. We are supportive of Ireland’s role within the EU, but oppose joining a multinational EU Defence Force. Our small island nation can play a larger role in facilitating peaceful international relations by remaining a neutral mediator, and Ireland should remain committed to its historical neutrality.”

People Before Profit

“People Before Profit aims to:

• defend Irish neutrality fully and make Ireland a voice for peace and against war;

• end the use of Shannon by the US military;

• reject any moves to end the triple lock and expose efforts to send Irish troops to fight foreign wars;

• withdraw from PESCO – This is a commitment to raise defence spending in preparation for joining NATO;

• withdraw from Partnership for Peace which aligns Ireland with NATO; and

• condemn Russian invasion of Ukraine – call for peace talks rather than supporting EU efforts to intensify war.”

Aontú

“Aontú supports the triple lock as key to neutrality; opposes treaty change; opposes moves towards a military alliance; seeks adequate spending on the army, naval, and cyber defences; and seeks to devolve foreign policy back to the nation states.”

Green Party

The Green Party states: “The Green Party is committed to active military neutrality and views it as an essential platform for our deployment of soft power, and for our credible support for multilateralism and the rule of law.”

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High level of confidence in Irish elections

There is a high level of confidence in elections and the democratic process in Ireland, according to research published in May 2025 by An Coimisiún Toghcháin.

The research, formally titled General Election 2024, National Election and Democracy Study (NEDS), indicates high levels of trust in the integrity of Ireland’s elections. For example:

• 94 per cent of respondents agree that elections are conducted in accordance with the law;

• 88 per cent agree that elections are well managed and that election officials are fair; and

• 96 per cent of voters agree that they are confident that their ballot papers were secret once they put them in the ballot box.

Notably, in terms of An Coimisiún Toghcháin’s education remit, the study also suggests that Irish voters are knowledgeable about aspects of the voting and democratic process, but that not everyone is fully engaged in the democratic process and further outreach regarding rules is required:

• 90 per cent of respondents understood that every one of their preferences has the potential to count;

• 76 per cent knew that they did not need to express a preference for each candidate on the ballot paper;

• 36 per cent agreed that information about voting procedures is not widely available; and

• 51 per cent mistakenly thought they needed their polling card to vote.

Other findings of this face-to-face study of just under 1,500 randomly-selected respondents are that:

• Registration prompts: For first-time voters, the influence of their friends, family, school, or work was key to encouraging them to get on the electoral register with 27 per cent citing this as important. 24 per cent were prompted by social media, newspaper, TV, or radio ads which were a focus for An Coimisiún Toghcháin during the election campaign.

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“We simply have to understand more about who non-voters are and why they are staying away from the polls, and so this data will feed into other research projects we are advancing through our broader research programme, and our public campaigns and engagement.”

Art O’Leary, Chief Executive, An Coimisiún Toghcháin

• Automatic voter registration: 73 per cent agreed with Ireland having a system of automatic voter registration despite 99 per cent of recently registered respondents considering the registration process to be easy.

• Reasons for non-voting: The highest reasons given by registered people for not voting on 29 November, were being away on the day (30 per cent) work commitments (27 per cent) with 12 per cent pointing to disinterest in politics, indecision at 11 per cent, and 6 per cent who said their vote did not matter. 37 per cent of those who did not vote were not on the register.

• Voting experience: 98 per cent of voters surveyed found the voting experience to be very easy or quite easy.

Engaging the electorate

There are two distinct elements of the study. The first focuses on broad challenges around the quality and functioning of Ireland’s democracy with a particular emphasis on areas relevant to the remit of An Coimisiún Toghcháin.

This includes questions such as those summarised above around voters’ experience of voting and registration, levels of political interest and knowledge, and voters’ information sources. This data will be used to benchmark An Coimisiún’s performance and guide its future initiatives. A key priority for An

Coimisiún is to understand the reasons why people do not vote, which is why the study includes a sample of 324 non-voters.

Attitudes to democracy

The second part of the NEDS includes questions which are a key focus for academics in international election studies around the world regarding whether and how people use their vote, motivations around voting choices, government satisfaction, political attitudes, and the factors that influence these.

Questions in this part of the study were selected by the academic members of the NEDS management board. Collecting data in these areas also allows Ireland to be part of comparative research on political and electoral systems, and democracy.

Welcoming this data, Art O’Leary, Chief Executive of An Coimisiún Toghcháin said it highlights the value of NEDS “to learn more about the experience and perspectives of current and potential voters as well as contributing to academic scholarship about democracy and elections”.

“We simply have to understand more about who nonvoters are and why they are staying away from the polls, and so this data will feed into other research projects we are advancing through our broader Research Programme and our public campaigns and engagement.”

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Political Platform

Peadar Tóibín TD

Peadar Tóibín TD was first elected as a Sinn Féin TD for the Meath West constituency during the 2011 general election. He resigned from Sinn Féin at the end of 2018 over its support for repealing the Eight Amendment on abortion and formed Aontú in January 2019. Tóibín outlines his political journey to eolas Magazine.

What inspired you to get into politics?

I had a strong interest in politics from a very young age. I am the youngest of seven children and when I was young, the dinner table was lively with discussions about emigration, ‘the Troubles’, the referenda on abortion etc. As a child, we were not allowed to watch TV on school nights, except for the news and programmes like Today Tonight. The hunger strikes happened when I was seven-years old, and I remember the coverage on TV. I remember the shock of each funeral when a hunger striker died. I remember the feeling of injustice, and was determined to find out more about the partition of Ireland.

“The political approach by the establishment was in lockstep on Covid, in immigration, public waste, lack of accountability, the family and carers’ referendums and on social issues. Aontú has been a breath of fresh air.”

What has been your proudest achievement in politics?

The foundation and growth of Aontú. Aontú is a relatively new political party, but we have proven ourselves very different from the political establishment. In the last 18 months, Aontú has won two referenda and made breakthroughs in the Dáil, in the Seanad, and in councils across the country. Aontú received the highest increase in vote of any party in the last election. Just under 100,000 voters across the 32 counties put their trust in Aontú. We are a grassroots, peoplepowered movement on the rise.

Who do you admire in politics or public life?

That’s a hard question. I admire people of conviction. People who sacrifice for the greater good. I also admire integrity, people who will remain true to their values even against the prevailing winds of the time. Lincoln, Pearse, Connolly, Sands, Sister Stan, Pope Francis. I think Richard Bruton was one of the most effective ministers in previous governments.

What inspired you to create Aontú?

The Irish political system had become incredibly lopsided. Most political parties were losing touch with grassroots members. Most sought to locate around whatever was the intellectual fashion of the day. There was little or no competition of ideas and a significant sector of Irish society had no representation.

I and many others believed that we need a party of commonsense that also had a compassionate heart. I think we have been proven right. The political approach by the establishment was in lockstep on Covid, in immigration, public waste, lack of accountability, the family and carers’ referendums and on social issues. Aontú has been a breath of fresh air.

Peadar Tóibín TD

What are your key priorities for your constituency?

There are nearly a quarter of a million people living in Meath. More Meath people commute more frequently and further than any other county. Navan is the biggest town in Ireland without a rail line. We have been promised a rail line for decades. I am the chair of the Meath on Track Campaign and I am determined that it will be built in the next eight years.

The Government also seeks to close Navan A&E. Given the damage to life of the closure A&Es in the Midwest to UHL Limerick, I think this would be a disastrous decision. I am the chair of the Save Navan Hospital Campaign. We are the most successful hospital campaign in Ireland, and I am determined that the A&E will not close. I am also frustrated by the fall in Garda numbers in Meath. I chair the Safer Meath Campaign to try and get more Gardaí into the county.

What are your interests outside of work?

My family. The last number of years have been incredibly busy. I do dozens of public meetings across the 32 counties. I always come home so as to have breakfast with the family. You only have kids for a short time and it is important to spend as much time with them as you can. The family has a plan to climb the tallest mountain in every county in the country. We have about nine counties done so far. I’m hoping to get another nine climbed with the kids before the end of summer 2025.

I make my own cider every autumn. In another life I was close to setting up a craft beer brewery. I plan to drink a beer from every county in the country over the next few years too. I am a bit of a ‘grow your own’ fan too and find the garden a balm for a busy mind.

TRADE UNION DESK

Public procurement must promote collective bargaining

Public procurement is one of the most powerful tools at the disposal of governments. In the EU, public procurement accounts for over 15 per cent of GDP – more than €2.5 trillion annually. Yet, this immense financial power is currently being squandered. Too often, public contracts are awarded to companies that undermine labour standards, bypass collective agreements, and ignore the fundamental right to collective bargaining. These practices not only exploit workers but also erode the social fabric that holds our economies together. It is time for a bold reset.

As the EU considers revising its Public Procurement Directives, we face a pivotal moment. The ETUC is calling for a transformation in how public money is spent. We demand that the revised EU procurement rules ensure that public money only goes to organisations that respect workers’ and trade union rights, that negotiate with trade unions, and whose workers are covered by collective agreements.

Why collective bargaining matters

Collective bargaining is the bedrock of Europe’s social model and one of the most effective tools for achieving fair pay and reducing inequality. Workers covered

It is time for a transformation of how public money is spent, writes the General Secretary of the European Trade Union Confederation (ETUC), Esther Lynch.

by collective agreements earn more on average than those without, and enjoy greater job security, improved working conditions, and a better quality of life. In contrast, workers excluded from collective bargaining often face stagnant wages, poor working conditions, and growing insecurity.

Yet, despite its importance, collective bargaining is under attack. Over the past two decades, its coverage has dropped by over 20 percentage points in several EU countries. This decline is driven by deregulation, employer resistance, and inadequate policy action. The result is an increasing prevalence of low-wage, precarious jobs and a widening gap between the rich and the poor.

The role of public procurement in supporting workers

Public procurement represents a unique opportunity to reverse these trends. It is one of the most direct ways that governments can influence labour standards. Unfortunately, the current EU legal framework undermines this potential by continuing to prioritise the lowest price in procurement decisions. More than half of public procurement procedures across the EU rely exclusively

on cost, with some countries seeing this figure soar to an alarming 97 per cent.

This ‘race to the bottom’ harms workers, undercuts quality jobs, and weakens collective bargaining. When public contracts reward companies that cut wages and sidestep labour rights, they create a vicious cycle of exploitation. Worse still, the existing legal framework offers insufficient guarantees for contracting authorities that want to prioritise social responsibility in their purchasing decisions, leaving many hesitant to act.

Public money should promote fairness, not exploitation

Public money should never support companies that disregard workers’ rights or undermine collective bargaining. Public procurement should not be a race to the lowest possible wage; it should be a race to the top – promoting decent jobs, social justice, and sustainable growth.

The ETUC is calling for the following changes to the EU Public Procurement Directives:

1. Mandatory criteria for collective bargaining: Introduce significant,

“Public money should never support companies that disregard workers’ rights or undermine collective bargaining.”

Esther Lynch, General Secretary, European Trade Union Confederation (ETUC)

mandatory award criteria that give preference to companies whose workers (and subcontractors) are covered by collective agreements.

2. Legal clarity for public authorities: Giving legal certainty to contracting authorities that want to promote quality jobs and collective bargaining through public procurement.

3. Respect for collective agreements: Ensuring that all bidders comply with relevant collective agreements, at sectoral, regional, or national level.

4. Exclusion of non-compliant bidders: Exclude companies that violate workers’ and trade union rights from public procurement processes.

5. Ban the use of price-only contracts: Eliminate the ability to award contracts based solely on price and introduce conditions that prioritize quality jobs and collective bargaining.

Additionally, we call for stricter regulation and limits to subcontracting, which often serve as a loophole for avoiding labour standards.

The power of public procurement: Hundreds of thousands of opportunities

In the EU, there are 250,000 public buyers who issue hundreds of thousands of tenders each year. That is hundreds of thousands of opportunities to set labour standards, promote collective bargaining, and improve working conditions across the continent.

Countries are already starting to move in the right direction. Through the tireless advocacy of trade unions, new laws and policies are emerging that embed collective bargaining as a prerequisite for public contracts. These steps must be scaled up and mainstreamed across the EU.

A recent study by the European Trade Union

Institute (ETUI), led by professor Niklas Bruun, demonstrates that integrating collective bargaining requirements into public procurement is fully legal under EU law. The time has come to put these findings into practice.

Public procurement should be a tool for social progress

Public procurement is not just about ‘value for money’ in the traditional sense. It is about delivering value for workers, too. Public procurement should reward companies that invest in their people, respect workers’ rights, and negotiate with trade unions – not those that exploit labour to cut costs.

The European Commission must take this opportunity to align EU procurement policy with the EU’s broader social goals, including the European Pillar of Social Rights. The next revision of the EU procurement rules must champion collective bargaining, quality jobs, and social fairness.

A call for a social procurement strategy

The ETUC urges the EU to adopt a social procurement strategy that leverages public spending to create fairer, more just economies. This is not just about improving the lives of workers today; it’s about securing a fairer future for all Europeans.

With the support of the Irish Congress of Trade Unions (ICTU), which has been a leading force in pushing for social procurement policies that prioritise fair wages and workers’ rights, not just in Ireland, but across Europe, I have no doubt that we will win improvements.

Let’s use the immense power of public procurement to strengthen collective bargaining and deliver on the EU’s promise of social fairness. Now is the time to act.

Credit:

This is not just a Dublin challenge. As the country’s economic and cultural hub, a thriving capital is a national good. From tourism and investment to talent attraction and public services, every part of Ireland benefits when Dublin works well.

That is why I strongly welcome the Programme for Government’s commitment to fully implement the recommendations of the Dublin City Centre Taskforce. Critically, this commitment sits within the Department of the Taoiseach, a signal of intent that this will be a priority across government, not just for one department or local authority.

Anyone familiar with Irish policy delivery knows how important that positioning is. Real delivery requires coordination, political will, and the weight of the Taoiseach’s office to bring various strands together. The Taskforce’s report outlines over 20 detailed actions that, taken together, can unlock a better future for our capital, from public realm upgrades and nighttime economy reforms to better use of vacant buildings and stronger support for local services.

But while the intent is there, delivery must now follow. The Taskforce made one point repeatedly: if Dublin City Council is to act as the lead

Turning commitment into delivery for Dublin

My recent general election campaign revolved around one clear promise: to be a strong voice for Dublin in Dáil Éireann. Our capital must become safer, more liveable, and a more attractive destination for people across Ireland and the world, writes James Geoghegan, Fine Gael TD for Dublin Bay South.

implementation body, it must be supported to do so. That means providing resources and tools, not just expectations.

Dublin City Council manages many of the day-to-day functions that shape quality of life in the capital, yet it operates on a far tighter budget per capita than many other European cities of similar size. When tasked with delivering ambitious change, as the Taskforce rightly recommends, it must have the funding and autonomy to succeed. This is not about duplication or overlap with central government, but about smart partnership.

That partnership is already visible in some areas. The expansion of city-centre policing, investment in Garda visibility, and planned legislative reforms around anti-social behaviour are all critical and welcome. These must now be matched by local-level investment in public space, cleansing, lighting, planning enforcement, and community activation, all areas where the Council has direct responsibility.

This is also a chance to reimagine how we approach urban development. As our capital evolves, so must our governance structures. Strengthening local government, supporting evidence-based pilot projects, and building policy

capacity within city institutions will be essential for sustained progress.

This is not a short-term project. The challenges and opportunities facing Dublin, from housing and public safety to culture and climate adaptation, require long-term coordination and consistency across electoral cycles. The Taskforce provides a shared blueprint. The Government’s commitment is a strong first step. But momentum must now be maintained.

Recent events in our city centre are a reminder of what is at stake. The urgency is real. And the path forward is clear.

If we empower our local institutions, ensure coordinated delivery across government, and hold fast to the shared vision set out in the Taskforce report, we can build a capital city that is safer, more vibrant, and more inclusive, not just for Dubliners, but for everyone who calls Ireland home.

The work starts now.

Fine Gael.