The Public Sector Magazine is an informative guide for Government, Civil, Public Sector and Semi State decision-makers. It is distributed to, amongst others, Government Ministers, Ministers of State, Dáil Members, Senators, Secretaries of Departments, Deputy Secretaries, Assistant Secretaries, Principal Officers, CEO’s of State and Semi-State Bodies, County Managers, County Councillors, Purchasing Officers, Press Officers, IT Managers and Training Officers, Doctors, Financial Institutions, Unions, Representitive Bodies, Embassies, Public and Private Partnerships and Political Commentators.
Ireland’s dedicated magazine for the Public Sector, Semi State Bodies, Local Government and Civil Servants
35 Opex at 50
11 Solar Powerhouse
Resolute Engineering Group has spent two decades lighting the way in Ireland’s solar revolution.
13 CIF at 90
Since 1935, the Construction Industry Federation has helped shape a €32bn industry.
18 South Eastern Technology University
Ireland’s newest university is helping deliver skills and innovation for the Southeast and beyond.
21 Grand Ambitions
Billions are pledged under the NDP, but can Ireland finally overcome planning bottlenecks to deliver?
24 Talents that Builds Nations
Sonas Technical connects the brightest minds to the projects shaping Ireland’s future.
26 Greener Future
Sustainability is now reshaping construction materials - from EU policy to Irish practice.
30 Living Heritage
From Georgian streets to rural cottages, Ireland’s past is alive in the fabric of our buildings.
32 Crafting Continuity
Magee Conservation: restoring Ireland’s landmarks with timeless skill and care.
35 Opex at 50
From mail automation to digital health, OPEX has been rewriting the rules for half a century.
41 Closing the Health Tech Gap
Ireland lags in digital health - but pioneers like Glenbeigh and OPEX are driving change.
44 Sixty-Five Years of Change
The Irish Wheelchair Association marks its legacy - and looks to the future of disability rights.
53 Neurodiversity Goes Mainstream Autism, ADHD and dementia are finally shaping the national conversation.
57 DFI: One Voice – Every Disability Uniting 100+ groups, the Disability Federation ensures no disability is left unheard.
59 Rehab in the Community Why brain injury recovery must move closer to home.
61 ADHD Now: Meeting the Moment
As the HSE reforms, ADHD Now delivers capacity, clarity and care.
62 A Home for Autism Support Galway Autism Partnership is turning grassroots passion into vital services.
69 DAA: Future in Flight
From legacy to lift-off, DAA is planning the next era of Irish aviation.
72 Concrete Foundations for Dublin Airport
Carlow Concrete underpins the growth of Ireland’s gateway to the world.
75 Aircoach: Ireland’s Ride Reliable, affordable, modern - the coach that keeps Ireland moving.
78 Ireland’s AI Ambition
A nation racing to lead in innovation - and in responsibility.
82 CeADAR: AI for the Public Good Ireland’s Centre for AI is accelerating adoption across business and government.
86 The Next Chapter in Accountancy
Pamela McCreedy on how a 7,000-year-old profession is transforming at speed.
97 Dublin Port: City Gateway Where trade meets tourism in the heart of the capital.
101 Collins Coaches: Driven by Legacy From Monaghan to the nation, a family name built on trust and service.
102 Regional Growth on the Move Transport and infrastructure powering Cavan and Monaghan’s future.
104 Nolan Coaches: Keeping Ireland Moving From schools to stadiums, Dublin to Donegal, Nolan Coaches keeps the wheels turning.
69 DAA: Future in Flight
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In the News
The latest news from Ireland’s housing and construction sectors.
€200m+ INVESTED IN FEMALE START-UPS
Ireland has been named second in Europe for investment in women-led start-ups, with €200.1 million invested by venture capital firms in 2024 – a 39% rise on 2023. The findings are from PitchBook’s All In: Female Founders in the VC Ecosystem report, which analyses pan-European VC investment in female founders. Ireland has consistently ranked in the top five countries for the past decade.
Minister for Enterprise, Tourism and Employment, Peter Burke, welcomed the results: “The increase in investment in women-led start-ups is a very positive trend. Strong VC investment is vital for early-stage and high-growth companies. The Government’s €250 million Seed and Venture Capital Scheme, administered by Enterprise Ireland, strengthens the funding ecosystem and harnesses the full talent pool to drive growth.”
Jenny Melia, Executive Director at Enterprise Ireland, added: “This reflects
the calibre and ambition of women-led start-ups in Ireland. Our focus is not only on ensuring access to funding through our High Potential Start-Ups programme and Pre-Seed Start Fund, but also on building an inclusive, wellconnected business environment. Our new five-year strategy continues to
MORTGAGE APPROVALS SOAR
The value of mortgage approvals reached almost €1.8bn in July which is the highest figure since 2011, according to latest figures from Banking & Payments Federation Ireland (BPFI). This represents a monthly increase of 13.7% and is 10% higher than the same month last year.
The BPFI data also shows there were 3,356 first-time buyer (FTB) mortgage approvals in July, with values exceeding €1.1bn for the first time. However, the BPFI data set only goes back as far as 2011 and therefore would not be able to offer comparisons with the level of mortgage lending during the economic boom in the 2000s.
Overall, 5,467 mortgages were approved in July with FTBs accounting for nearly two thirds of that figure. The
number of mortgages approved for the month was 12% higher month-onmonth, and 2.9% more than in July 2024.
The figures from BPFI - which represents the banking, payments and fintech sector - show that re-mortgage/ switching activity for July rose by 27% in volume terms year-on-year, and by 49.9% in value.
BPFI Chief Executive Brian Hayes said: “In annualised terms, FTB activity reached new heights with 32,363 mortgage approvals valued at almost €10.4 billion in the 12 months ending July 2025”.
“FTB demand remains very strong with the Revenue Commissioners reporting that Help-to-Buy applications reached almost 26,000 in the first seven months of the year, 47% more than in
prioritise women founders.”
Significant fundraises by women founders in Ireland, included biotech AI company Nuritas, founded by Dr. Nora Khaldi which raised $42 million and medtech company Luminate Medical co-founded by Barbara Oliveira raised €15 million.
the same period of 2024,” he said.
“Over the same period, Help to Buy claims exceeded 5,500, up 14% year on year,” Mr Hayes added.
Banking & Payments Federation Ireland (BPFI) Chief Executive Brian Hayes.
Dr Nora Khaldi, founder of biotech AI company Nuritas, which raised $42 million.
35% INCREASE IN HOME COMPLETIONS
Housing Minister, James Browne has welcomed the increased home completions reflected in CSO’s publication of their New Dwelling Completions Report for Q2 2025.
The report shows that there were 9,214 new dwelling completions in April, May, and June (Q2) 2025, a rise of 35% on the same three months of 2024. This is the second consecutive quarter that an increase in completions has been reported.
Commenting on the figures, Minister Browne emphasised: “Supply is central to dealing with all the key challenges in housing, so the figures published are a welcome development and will be of huge benefit to the families and individuals who will live in these homes.”
“Nonetheless, this Government remains committed to achieving its ambitious housing targets and I am determined to accelerate the pace of delivery to ensure even more substantial progress in the period ahead.”
“There is no single solution to our housing challenges, a multi-faceted approach is required. This is why this
DECENTRALISE TO DELIVER
Chambers Ireland has submitted a series of recommendations to the Local Democracy Taskforce, highlighting the need to devolve greater authority to local authorities.
Ian Talbot, Chief Executive of Chambers Ireland, stressed the transformative impact of reform, stating: “It’s time to let local authorities take the lead. Granting them the authority to act is essential to addressing infrastructure challenges such as transport and housing. It ensures decisions are made by those with the closest understanding of the communities they serve. We’re calling for greater devolvement to cut through bureaucracy and enable more effective delivery of those vital services.”
Talbot further emphasised the advantages of an enhanced local mandate: “The competence exists within local authorities to achieve meaningful outcomes. When they have the autonomy and resources to act, local needs are
government has implemented planning reforms to extend permissions for developments approaching the end of their timeframe, introduced targeted measures to increase rental supply and attract investment in the residential sector, and rolled out new supports to assist both prospective homebuyers and renters.”
The recent CSO data shows a sharp rise in housing output, with 9,214 new homes completed in the second quarter of 2025 - up 35% on the same period last year. Apartment construction more than doubled year-on-year to 3,053 completions, while scheme dwellings rose by 17% to 4,643. Single dwellings also recorded growth, with 1,518 completions, a 13% increase on Q2 2024.
addressed more efficiently, and they respond faster to challenges. This helps to ensure that strategies are grounded in lived experience and practical realities.”
He concluded: “The affiliated Chamber network remains committed to working alongside local authorities to support impactful local development.”
WELCOMING 154 NEW GARDA
The Minister for Justice, Home Affairs and Migration, Jim O’Callaghan, recently welcomed the attestation of 154 new Gardaí at a ceremony in the Garda College, Templemore. Of those attesting, 122 are men and 32 are women.
Minister O’Callaghan said visible policing remains one of the most effective ways of preventing crime and making communities feel safer. “Attitudes and approaches to policing must continue to adapt to the world we live in. However, what it means to be a Garda remains the same. Our new Gardaí have made a commitment to public service and to keeping people safe,” he said.
The new probationer Gardaí will now take up posts across the country, in what will be the largest allocation to regions outside Dublin in the past year. Sixty-six officers will be deployed to the Southern Region, including 20 each to Limerick and Cork city stations, while 45 will serve in the Dublin Metropolitan Region. Others will be assigned across the North West.
Minister O’Callaghan added that the government’s aim is to build safe, secure communities, noting the high interest in recent recruitment campaigns as evidence of strong commitment to policing careers.
Ian Talbot, Chief Executive of Chambers Ireland.
GRANTS FOR EXPORTERS IMPACTED BY TARIFFS
Enterprise Ireland has today announced two new grant schemes to support client companies affected by recently imposed US tariffs on EU products. The move comes as the Government prepares to publish its Action Plan on Market Diversification, aimed at strengthening Irish exporters’ resilience and reducing overreliance on any single market.
The new supports are designed to help businesses assess the impact of tariffs, adapt strategically and explore new opportunities. The Market Research Grant will provide up to €35,000 to companies seeking to analyse the effects of tariffs, gain deeper market insights and design mitigation strategies. The New Markets Validation Grant, meanwhile, will make up to €150,000 available for the development of entry strategies for new markets or new products.
Welcoming the measures, Minister for Enterprise, Tourism and Employment Peter Burke said the tariffs would inevitably affect both EU and US
GAS DEMAND RISES
Gas generated 51% of Ireland’s electricity in July, peaking at 92% and never falling below 17%. Gas demand surged in July as Ireland marked its first month in over four decades without coal contributing to electricity generation after the closure of the Moneypoint power station in Co Clare in June.
Gas Networks Ireland’s latest gas demand statement shows that overall gas demand in July 2025 rose by 22% compared to June, and by 8% compared to July last year, despite July this year being warmer than average. The increase
businesses and consumers. “These grants will provide crucial funding to exporters, enabling them to diversify and build resilience into their business models. While the US remains a vital partner, it is essential that Irish companies seize opportunities in other international markets,” he said.
Kevin Sherry, Executive Director at Enterprise Ireland, noted that around 450 Irish exporters, mainly in food and beverage, engineering, life sciences and consumer products, will be directly affected by the new 15% tariff. These companies account for €4 billion of Ireland’s goods exports to the US, out of total Enterprise Ireland client exports of €6.6 billion to the US in 2024. “Our new grants, together with our Trade Tariff Response Team and our global office network, will help companies both consolidate their US presence and diversify into new markets, protecting profitability and safeguarding jobs,” Sherry said.
was largely driven by higher gas demand to generate electricity, which grew by 35% compared to June and by 12% compared to the same month last year. Demand fell across most other sectors, including residential (-36%), education (-23%) and offices (-21%) month-on-month.
€696 m BOOST FOR HOUSING DELIVERY
Housing Minister James Browne has confirmed €696 million in extra funding to accelerate housing delivery nationwide. The package will deliver 4,600 new homes, bring vacant properties back into use, support tenants at risk of eviction, and extend aid to families affected by defective concrete blocks. Minister Browne said the funding is “about results –delivering secure homes in communities across Ireland and keeping momentum in tackling the housing crisis.”
Key allocations include:
■ €184m for social housing – split between Approved Housing Bodies and local authorities, supporting almost 25,500 homes already in the pipeline.
■ €114m for cost-rental schemes – providing affordable rents through CREL and STAR schemes, adding to nearly 4,000 homes already delivered.
■ €250m for the Development Contribution Waiver – cutting construction costs and encouraging supply, with 79,000 homes commenced under the scheme.
■ €38m for vacant property grants – helping revive almost 2,900 empty or derelict homes.
■ €50m for local authority acquisitions – protecting tenants from eviction through the tenant-in-situ scheme.
■ €60m for defective block remediation – continuing support for affected homeowners.
Minister Browne added: “We’ve made progress not seen since the 1970s – but the scale of the challenge demands intensified effort. This funding keeps that momentum going.
MANUFACTURING GROWTH SLOWS
Growth in the manufacturing sector slowed in August as output and new business growth eased to their weakest rates in seven months, a survey showed today. The AIB Ireland Manufacturing Purchasing Managers’ Index (PMI) fell to 51.6 in August from 53.2 in July, marking the slowest improvement in business conditions since March. PMI readings above 50 indicate growth, while those below signal contraction.
The report highlighted subdued demand, particularly in export markets, as a key factor behind the slowdown. New business intakes rose only marginally, with the latest upturn in order books being the slowest since January. Respondents cited intense competition and a lack of willingness to spend as reasons for the sluggish demand. A number of firms cited lower volumes of new business from UK clients. Despite the overall slowdown, business optimism for the year ahead rose to its highest since December 2024, with 44% of surveyed firms expecting a rise in output, up from 35% in July.
“Manufacturers linked business optimism to hopes of an improvement in the global economic backdrop and a subsequent rise in customer demand,” said David McNamara, AIB’s chief economist.
The survey showed a slight decrease in job creation, with employment numbers expanding at a slower pace than in previous months. Additionally, purchasing activity contracted for the first time in five months, reflecting efforts to streamline inventories amid softer demand.
Cost pressures increased in August as higher raw material costs from earlier in the year filtered through but the rate of inflation eased to the slowest since June 2024.
90% OF SMALL FIRMS USING AI
New research from the Small Firms Association (SFA), shows that 9 out of 10 small firms are using artificial intelligence (AI) for one or more business processes. The most popular uses for AI were reported to be automation of simple tasks and data analytics reporting.
The study found that the main barrier to deeper adoption of AI, is the lack of technical expertise followed by time pressures and a lack of a clear business strategy.
According to the research, sentiment around adopting AI tools is broadly positive, particularly amongst providers of financial and professional services. Over two thirds of businesses said that they are either enthusiastic or curious about using AI tools.
Three quarters of respondents said they have either started or are planning to investigate business use cases for AI. The retail sector respondents had the highest proportion of those that have not started or have no plans to use AI.
“While the survey shows that small businesses are interested and curious about it, AI adoption remains shallow among small firms as it is mostly confined to content generation
and simple data analysis, rather than innovation, product development, or decision-making,” said David Broderick, Director of the Small Firms Association.
“Therefore, many businesses have not yet explored its full potential. Government should work with business to leverage an unlocked National Training Fund (NTF) to fund investment up/re-skilling programmes in digital and AI.”
“The government also must ensure that Digital for Business and the Grow Digital Voucher support further digital and AI adoption and increase private sector access to innovation supports, particularly the R&D tax credit,” he added.
The nationwide survey of 357 businesses was conducted by Amárach Research.
MORTGAGE RATES FALL
Irish mortgage rates continue to fall and are now at their lowest level since March 2023.The gap between the average rate in Ireland and that of the euro zone also continues to narrow.
The average Irish mortgage rate is now 3.60%, down from 4.11% in June last year, according to the Central Bank of Ireland. This compares to the euro zone average of 3.29%.
However, rates varied hugely across the currency bloc as they have done for years – from as low as 1.72% in Malta to as high as 4.15% in Latvia.
Wide variations also exist within Ireland. An analysis by price comparison site bonkers.ie shows that for the average first-time buyer borrowing €300,000 with a 10% deposit, variable rates range from 3.18% to 4.70%.
TRADE TROUBLES
Minister for Enterprise Peter Burke has warned of “very significant challenges” amid growing global trading tensions, as the Government unveiled new supports to offset the impact of US tariffs on Irish exports.
The Action Plan on Market Diversification, launched with Tánaiste and Minister for Foreign Affairs and Trade Simon Harris, outlines more than 100 measures aimed at reducing risks and strengthening economic resilience. The initiative comes in response to US tariffs of 15% on EU exports.
Speaking on RTÉ’s Morning Ireland, Mr Burke said while Ireland has traditionally focused on the UK, EU and US, the plan is about “looking at new opportunities” in markets such as Asia-Pacific.
He confirmed an agreement with the Department of Public Expenditure allowing Enterprise Ireland to retain its own resource income, with €600m allocated for competitive funds. Of this, €200m in additional annual income has been secured under the National Development Plan.
Mr Burke acknowledged tariffs could “potentially” reduce job creation, though he stressed it is “very difficult to model” their impact.
Proposals include supporting the market entry of 170 new Irish exporters, exploring fast-tracked visa options for skilled workers, and establishing an air access fund to develop new routes, including strategic long-haul destinations.
CONSUMER SENTIMENT IMPROVES
Consumer sentiment recovered in August from a near two-year low as concerns about the impact of tariffs on European Union exports to the US appeared to ease, a survey showed today.
The Credit Union Consumer Sentiment Survey improved to 61.1 in August from 59.1 in July. The reading is below the 72.1 level posted in August
ESG CHANGES TO IMPACT COMPLIANCE
Seven in ten financial firms believe regulatory changes to Environmental, Social and Governance (ESG) rules in the US and EU will affect Irish compliance, according to a survey by the Compliance Institute.
More than half expect a “moderate” impact, while one in five anticipate “significant disruption” as ESG frameworks diverge internationally. The US has scaled back on climate regulations, DEI initiatives and sustainable investment rules, while the EU is moving to simplify sustainability reporting requirements.
Michael Kavanagh, CEO of the Compliance Institute, said initial European ESG reporting obligations for large, listed firms were “quite hefty,” but scope and deadlines for subsequent waves have since been eased. “That scaling back is having an effect,” he told RTÉ’s Morning Ireland.
Ireland faces a particular challenge as many US multinationals base their European headquarters here. “Compliance teams have to deal with all these different rules from multiple jurisdictions. Divergences only add to
2024 and far lower than the long-term survey average of 83.8.
Ireland is among the countries most exposed to President Donald Trump’s sweeping economic policies, with a significant proportion of employment, tax receipts and exports dependent on a cluster of mainly tech and pharmaceutical US multinational companies.
Michael Kavanagh, CEO of the Compliance Institute.
the burden in what is already a heavily regulated area,” Kavanagh said. Teams, he added, are being forced to expand resources to manage obligations across time zones.
He welcomed recent EU moves to ease reporting for SMEs but warned the overall direction is toward tougher sustainability expectations. Despite this, only four in ten Irish financial firms are proactively preparing for shifting ESG rules, while nearly half admit they have yet to take concrete steps.
Minister for Enterprise Peter Burke.
PRIVATE SECTOR SHORT-CHANGED
Private sector workers have been short-changed by a Government that has broken commitments on pensions, sick pay and cost-of-living supports, while announcing major tax breaks for business, according to SIPTU Deputy General Secretary Greg Ennis.
SIPTU has written to Minister for Enterprise Peter Burke seeking an urgent meeting on what it calls the Government’s failure to honour promises affecting hundreds of thousands of workers. These include delaying progress towards a living wage until at least 2029, shelving the abolition of sub-minimum youth rates, and postponing an increase in statutory sick pay from five to seven days in 2025.
Ennis criticised the decision to
IRELAND’S FIRST CLUSTERING CONFERENCE
A line-up of international thought leaders has been announced for the 28th TCI Global Conference, the world’s flagship event for clusters and innovation ecosystems, which comes to Ireland this October.
Taking place at the Dublin Royal Convention Centre from 14–16 October, the conference will gather industry leaders, policy makers, academics and cluster practitioners to explore how clusters can drive innovation, competitiveness and sustainable growth.
Keynote speakers include Dr Christian Ketels, renowned economist and competitiveness expert; Arantxa Tapia, former Basque Minister for Economic Development, Sustainability and the Environment; Dr Mark Esposito, Harvard faculty member and co-author of The Great Remobilization; Mariella Masselink, Head of “Industrial Forum, Alliances, Clusters” at the European Commission; and Joan Martí Estévez, one of Europe’s foremost cluster practitioners.
Hosted by economist Susan HayesCulleton, the event combines strategic insight and practical engagement through workshops, interactive cluster visits and plenary discussions.
Dr Ketels noted that while Ireland
provide a VAT cut to the hospitality sector, estimated to cost the State €1 billion, while ignoring prior commitments to workers. “Private sector workers have learned by experience that the State sees their pensions and futures as something to be bartered with to benefit its friends in the business lobby,” he said.
He warned that the failure to deliver meaningful cost-of-living measures could undermine the new auto-enrolment pension scheme due to launch in 2026, with workers potentially opting out in protest.
Recalling the pension levy imposed after the 2008 crash, which raised €2.5 billion – partly to fund VAT reductions for low-paid hospitality jobs – Ennis said history risks repeating itself.
“Unless the Government reaffirms and meets its commitments to private sector workers, the VAT cut in Budget 2026 will amount to another kick in the teeth for them and their families,” he said.
(L-R): Rachael Corridan, InterTradeIreland, Sarah Mallon, Enterprise Ireland, Alison Currie, InterTradeIreland and Paul Gunn, Invest Northern Ireland.
has thrived during globalisation, today’s uncertainty poses major risks: “Cluster-based development has proven to be a powerful way to create shared value across sectors and give places a voice in shaping their economic future.”
Alison Currie of InterTradeIreland, lead delivery partner, said the calibre of speakers “reflects the depth of expertise in the global cluster
community,” while Patricia Valdenebro, CEO of TCI Network, added that the programme would equip delegates with “next generation strategies to drive transformation and resilience.”
The conference is hosted by InterTradeIreland in partnership with Enterprise Ireland and Invest Northern Ireland, under the Shared Island Enterprise Scheme.
SIPTU Deputy General Secretary, Greg Ennis.
Leading in Solar Solutions
With over 20 years of experience in the Irish market, Resolute Engineering Group has established itself as a trusted leader in solar energy solutions.
Their expert engineering team specialises in designing and implementing custom solar systems for a wide range of applications. As an SEAI-approved solar installer, Resolute Engineering prioritise safety and compliance with the highest industry standards, ensuring that each project delivers efficient, long-lasting performance.
Resolute pride themselves on creating bespoke solar solutions tailored to the unique needs of every business. Their offerings include roof-mounted, ground-mounted, and carport solar systems, as well as battery storage solutions. Each system brings distinct benefits: roof-mounted installations maximise existing building space, ground-mounted systems are perfect for larger properties with open land, carports offer the dual advantage of generating energy while providing shaded parking, and battery storage enables energy independence by storing surplus energy for future use.
The company’s impressive project portfolio includes installations for some of Ireland’s most well-known companies, such as Meta’s headquarters in Ballsbridge, Dublin, Irish Rail, and the Primark Distribution Centre in Co. Kildare. Resolute Engineering has built a reputation for delivering excellence on projects of all sizes, using the latest solar technology to provide reliable, sustainable energy.
In addition to commercial projects, the Resolute team brings their expertise to Irish homes through their domestic solar division, Going Solar. With Going Solar, it is simple for homeowners to transition to renewable energy. From the initial consultation and bespoke system design to managing all necessary paperwork for grants and ESB connections, the Resolute team is there every step of the way. They are committed to ongoing support after installation, ensuring optimal performance and long-term satisfaction.
This year has been particularly successful for the business, with over 500 homes powered by their residential solar systems and major projects completed for St. Conleth’s Stadium, the new home of Kildare GAA, and the Domino’s Pizza Manufacturing Facility. The company’s track record shows that if companies like Meta, Irish Rail, and Primark trust Resolute Engineering Group, so can you.
Whether you’re looking to power a commercial property or your family home, Resolute Engineering deliver solutions built on quality, innovation, and integrity. Partner with Resolute and experience the benefits of solar energy – designed and installed by Ireland’s leading experts.
Contacts for more information: Commercial – info@resolutegroup.ie Domestic – info@goingsolar.ie
The CIF Marks Its 90th Birthday
This year marks a remarkable milestone for one of Ireland’s most influential representative bodies. Founded in 1935, the Construction Industry Federation (CIF) celebrates its 90th anniversary in 2025. Over nine decades, the federation has grown from a small group of contractors into a €32 billion industry voice, representing more than 170,000 workers and businesses of every size, from multigenerational family firms to innovative new entrants shaping Ireland’s built environment.
When a group of Irish construction leaders met in Dublin in 1935 to establish a representative body for their sector, they could not have foreseen the dramatic cycles of boom, bust and recovery that would shape both their industry and the Irish State over the following nine decades. Yet their creation - the Construction Industry Federation (CIF) - has endured as one of the most influential, resilient, and respected membership organisations in the country.
Today, as the CIF marks its 90th anniversary, it represents a €32 billion industry employing nearly 170,000 people. Its members, ranging from multigenerational family firms to modern contractors delivering high-tech infrastructure, have built much of the physical fabric of modern Ireland and the CIF’s history is inseparable from Ireland’s transformation from an agrarian, inward-looking state to a globally competitive, services-oriented economy.
The Early Years
Founded in 1935, the CIF’s early years were focused on representing contractors in an economy still dominated by agriculture and emigration. The federation’s role was primarily one of advocacy and collective bargaining, giving contractors a voice in industrial relations disputes, wage agreements and the regulation of building standards.
During the mid-20th century, as Ireland embarked on modest public works programmes - roads, housing schemes, and early hydro-electric power - the federation established itself as the central forum for employer representation. Its influence grew steadily in the decades that followed, particularly as Registered Employment Agreements (REAs) were introduced in the late 1960s. These REAs, negotiated between employers and unions, set wages and conditions across the construction workforce, giving the industry a degree of structure and predictability in an era when industrial disputes were common.
Ireland’s accession to the European Economic Community in 1973 marked a turning point. New sources of European funding began to flow into infrastructure, while urbanisation accelerated. The CIF expanded its services, accordingly, providing members with guidance on procurement rules, training and compliance with emerging EU standards.
The 1980s, however, were marked by recession and austerity. High unemployment and emigration affected every sector, including construction. The CIF’s task during this period was defensive - protecting jobs, lobbying for public investment, and ensuring that construction remained central to the state’s development strategy. The cyclical volatility of the sector became a defining feature of both the industry and its representative body.
The real transformation began in the 1990s, as Ireland entered its historic phase of rapid economic growth. Appointed director general of the CIF in 1993, Liam Kelleher inherited an industry on the cusp of unprecedented expansion.
Kelleher’s leadership coincided with Ireland’s emergence as a modern, service-oriented economy. Foreign direct investment surged, technology multinationals established major plants, and government capital investment programmes - often co-funded by the EU - fuelled demand for infrastructure. Construction employment grew by more than 50% in just five years, and by the early 2000s, over 136,000 people worked in the sector.
Kelleher argued consistently that infrastructure investment should be the number one objective of national economic planning. He championed public–private partnerships (PPPs), and pressed for reform of outdated planning processes, recognising that slow approvals were constraining the sector. His tenure also coincided with Ireland’s transition from net emigration to net immigration, with construction jobs attracting both returning emigrants and new EU workers.
The industry became a symbol of the country’s prosperity. Irish contractors delivered advanced facilities for global firms such as Intel, and the skyline of Dublin changed rapidly with commercial and residential developments. Yet Kelleher also warned of overheating in the housing market and consistently called for supply-side reforms.
When he stepped down in 2007, the CIF under his leadership had grown into a professionalised, highly influential lobbying body, equipped with research, industrial relations expertise and strong political connections. His successor, however, would face a storm few foresaw.
The Celtic Tiger Years
At the peak in 2007, construction employed around 237,000 people. By 2012, that number had collapsed to 83,000, a drop of over 60%. Property developers went bankrupt, banks curtailed lending, and thousands of tradespeople emigrated once
again. The CIF faced its greatest existential challenge.
Collapse and Crisis:
The Tom Parlon Era (2007 – 2023)
Tom Parlon, a former Government minister and president of the Irish Farmers’ Association, became director general in late 2007. Within months, the construction boom collapsed as the global financial crisis hit.
At the peak in 2007, construction employed around 237,000 people. By 2012, that number had collapsed to 83,000, a drop of over 60%. Property developers went bankrupt, banks curtailed lending, and thousands of tradespeople emigrated once again. The CIF faced its greatest existential challenge.
Tom Parlon, a former Government minister and president of the Irish Farmers’ Association, became director general in late 2007. Within months, the construction boom collapsed as the global financial crisis hit.
Parlon became a prominent public figure during this period, frequently in the media defending the industry and warning of the social consequences of collapse. He consistently pressed government to maintain capital spending on infrastructure even amid austerity, arguing that cutting investment would only deepen the recession.
The federation also had to adapt to new industrial relations realities. In 2013, the Supreme Court struck down the system of REAs, leaving the sector without a framework for wages and
conditions. The CIF responded by working with the Labour Court to introduce Sectoral Employment Orders (SEOs) from 2017 onwards, restoring a legally binding system covering pay, pensions and sick pay.
Parlon’s tenure was also defined by major initiatives to modernise and regulate the industry. In 2014, the CIF established the Voluntary Construction Register (VCR), later replaced by the statutory Construction Industry Register Ireland (CIRI) under the 2022 Act. This created, for the first time, a compulsory register of competent builders, sub-contractors and tradespeople.
Then came Covid-19. In 2020, Ireland became the only EU country to shut down construction entirely during the first lockdowns. Over 100,000 workers were laid off. The CIF lobbied intensively for safe reopening protocols and collaborated with government to develop site operating procedures. By May 2020, sites began to reopen, but Parlon acknowledged that recovery would take at least 12 months.
Despite these crises, the CIF under Parlon remained a central player in policy debates on housing, public procurement and skills shortages. His 16-year leadership was defined by resilience and survival- steering the federation through the collapse of the Celtic Tiger, the bailout years, and the global pandemic.
In mid-2023, long-serving CIF executive Hubert Fitzpatrick succeeded Parlon. His tenure, though brief, came at a pivotal moment as the industry grappled with both renewed demand and structural constraints.
Fitzpatrick has consistently pointed to three core priorities that must be addressed if the sector is to meet national ambitions. First among them are infrastructure bottlenecks, from water and electricity networks to transport, which he warned pose a direct threat to both housing supply and Ireland’s ability to attract and retain foreign direct investment. Without stronger delivery in these areas, he argued, broader economic and social goals will remain out of reach.
In mid-2023, long-serving CIF executive Hubert Fitzpatrick succeeded Parlon. His tenure came at a pivotal moment as the industry grappled with both renewed demand and structural constraints.
He also underlined the need for investment in skills and training to ensure the workforce can support government targets in housing and climate. Finally, he highlighted sustainability and regulation as central to the sector’s future, stressing the importance of embedding modern methods of construction while preparing for the full rollout of statutory CIRI registration.
His leadership coincides with the CIF’s 90th anniversary celebrations, which he framed as both a tribute to past
achievements and a call to adapt to future challenges. Networking, training and industry-wide campaigns such as #BuildingEquality and the Supply Chain Sustainability School expanded under his watch, reinforcing the federation’s role beyond lobbying into industry development.
Earlier this year, the CIF appointed Andrew Brownlee, former chief executive of Solas, as its new director general and he will take up his post in the coming months. Brownlee brings deep expertise in education, training and workforce planning - skills seen as essential as Ireland faces a dual challenge: delivering tens of thousands of new homes while meeting climate action obligations.
Brownlee has already highlighted the need for 50,000 additional workers by 2030, and potentially another 50,000 to deliver energy, water and transport infrastructure. He has argued that the skills challenge can be met through rapid, targeted training programmes, but only if the sector embraces a culture of continuous upskilling.
His tenure is expected to place strong emphasis on green skills, modernisation and labour force expansion, ensuring the CIF remains central to Ireland’s climate transition as well as its economic development.
Breaking the Boom-and-Bust Cycles
Breaking the destructive boom-and-bust cycles that have plagued construction. From the post-war building drives to the 1970s oil shocks, from the 1980s recession to the 2008 crash, the industry has repeatedly expanded and contracted violently.
The 2008 crisis was the most dramatic example, but not the only one. These cycles, often fuelled by speculative lending, left deep scars - bankrupt firms, unemployed workers, and unfinished estates.
The CIF has consistently argued for stable, predictable pipelines of work, driven by coordinated government capital programmes rather than speculative bubbles. Initiatives such as Project Ireland 2040 and the National Development Plan reflect, in part, decades of CIF lobbying for long-term investment planning
While leadership and public advocacy define much of its visibility, the CIF’s core strength lies in the services it provides to members:
■ Industrial Relations & HR – representing members at the Labour Court and WRC, advising on contracts, conditions, grievances and negotiations.
■ Training & Skills – through the CIF Training Academy and Construction Skillnet, members access world-class training at reduced rates, including accredited online learning.
■ Market Intelligence – regular reports and policy updates on housing, infrastructure and regulation.
■ Health & Safety – advisory services, audits and certification, including Safe-T-Cert.
■ Networking & Advocacy – regional branches and trade associations feed into a 34-member executive committee, ensuring a member-led approach to policy.
KEY MILESTONES IN CIF HISTORY
90 years of representing Ireland’s builders.
1935 Construction Industry Federation (CIF) founded in Dublin by a group of construction leaders.
1960s Introduction of Registered Employment Agreements (REAs), giving industry-wide structure to pay and conditions.
1973 Ireland joins the EEC; CIF begins guiding members through new EU standards and procurement rules.
1980s Industry hit by recession, CIF lobbies for sustained investment amid high unemployment and emigration.
1993 Liam Kelleher appointed Director General; oversees rapid growth during Celtic Tiger years.
2000s Major infrastructure projects delivered; Irish contractors build advanced facilities for multinationals like Intel.
2007 Tom Parlon becomes Director General months before the global financial crash devastates the industry.
2008–2012 Employment in construction falls by over 60%; CIF campaigns for capital investment to sustain jobs.
2013 Supreme Court strikes down REAs; CIF later secures Sectoral Employment Orders (SEOs) to restore legal frameworks.
2014 Launch of Voluntary Construction Register (VCR) to promote competent and compliant contractors.
■ Pension & Financial Services – via CPAS, providing sectorspecific pension schemes and retirement planning.
■ Registers – including the Heritage Contractors Register, Safe-T-Cert companies, and CIRI, the hallmark of competence and compliance.
Membership also offers reputational benefits, giving contractors credibility with clients and government. For smaller firms, in particular, access to CIF expertise provides value far beyond membership fees.
A Federation for the Future
As the Construction Industry Federation celebrates its 90th anniversary, it stands as one of the most enduring institutions of modern Ireland. From its modest beginnings in 1935 to its present role representing a €32 billion industry, the CIF has been at the centre of every phase of Ireland’s economic transformation. Its leaders have faced down crises - from recessions to pandemics - while pushing consistently for reform, modernisation and investment. Its services have professionalised the industry, raised standards, and given contractors of all sizes a collective voice.
Looking ahead, the challenges are formidable: climate action, digitalisation, labour shortages and the need to build housing at unprecedented scale. Yet with its new leadership under Andrew Brownlee, its strong membership base, and its proven resilience, the CIF remains uniquely placed to represent, reform and renew Irish construction for decades to come.
Ninety years on, the federation’s mission is as relevant as ever: building not just Ireland’s infrastructure, but the foundations of its economic and social future.
2020 Covid-19 shuts down construction; CIF negotiates reopening with new safety protocols.
2022 Regulation of Providers of Building Works Act passed paving the way for statutory Construction Industry Register Ireland (CIRI).
2023 Hubert Fitzpatrick appointed Director General, focusing on skills, sustainability and infrastructure bottlenecks.
2025 Andrew Brownlee succeeds Fitzpatrick; sets out vision for workforce expansion and green skills.
2025 CIF celebrates 90 years as one of Ireland’s largest and most enduring membership organisations.
SETU: Constructing the Future
As the first and only university in the south east, South East Technological University (SETU) is not just a symbol of regional ambition - it is a powerful engine for transformation. From apprenticeships to PhDs, from startups to strategic infrastructure, SETU is shaping a future where local talent powers global innovation.
At the helm of its Faculty of Engineering and Built Environment (Carlow campus) is Dr Frances Hardiman, a leader with one foot firmly in academia and the other in the real-world demands of Irish industry. As she explains, “they’re not two separate worlds, academia and industry. We’re partners because we’re developing engineers for industry and advancing technology together.”
Connecting for Impact
The principles in SETU’s 2023-2028 strategic plan, “Connecting for Impact,” are evident in every layer of the university’s work. Programmes are developed in close partnership with industry to ensure that graduates are not only qualified but genuinely ready for the workplace. “We have a shared purpose to grow talent, to stimulate innovation and to engage in high level research to support our region.” Frances says, describing
SETU’s approach. “To bring industry into that research ecosystem and support enterprise development through supporting workforce development.”
The university supports 12 different apprenticeships, ranging from plumbing to carpentry to electrical work, while also driving research in key areas such as offshore wind and sustainability, advanced manufacturing, information and communication technologies, and the biological, pharmaceutical, and chemical sciences. This dual focus on practical delivery and forward-looking innovation is key to realising national targets in housing, infrastructure, and energy, and energising the south east region.
Clustering for Strength
One of SETU’s most successful industry partnership initiatives is the Enterprise Ireland-funded cluster Engineering the South
East, which Frances co-founded. “It was born out of a need to create a connected, agile and collaborative ecosystem,” she says. “We built it around what we call the Triple Helix model - a collaboration between academia, industry and government.”
The cluster organises career days, workshops, and company engagement programmes to ensure that real-world needs drive talent development, upskilling, and applied research. “This year, with support from the cluster, we successfully placed all our engineering students as part of their work placement,” remarks Frances. “
This collaborative approach has attracted international recognition.
Frances recently accepted an award at the University Industry Innovation Network (UIIN) Conference in Amsterdam. “We won an award for how we’ve developed an innovation ecosystem,” she notes. “Our European colleagues were really interested in the approach we have taken to develop and utilise our engineering cluster.
Breaking Barriers to Inclusion
Engineering and construction have long struggled with diversity. Hardiman knows the challenges firsthand. “I’m in engineering 25 years… I was the only female in my class in university,” she says. “We’re trying to change that.”
Frances Hardiman, Head of Faculty of Engineering & Built Environment (Carlow)
“I’m in engineering 25 years… I was the only female in my class in university,” she says. “We’re trying to change that.”
SETU runs a range of outreach initiatives, including open days, lab tasters, and events such as Women in Technology, which aims to promote the role of women in technology and provide essential information on career pathways for women to enter technological courses at SETU.
The university also caters strongly to mature learners. “There are so many avenues, supports and funding opportunities that cater for career changers and those that want to get into the workforce” Frances asserts. Recognition of Prior Learning, flexible scheduling and governmentbacked supports like Springboard and Skillnet are all part of the SETU offer.
Driving the Region Forward
SETU plays a visible and strategic role in shaping the south east’s economic future. That includes pioneering work in the energy transition. “The offshore wind industry is going to be a significant industry for us here in the south east,” says Frances, who leads SETU’s offshore wind strategy and serves as a Director of the South East Energy Agency.
SETU has also partnered with ESB Networks and a range of electrical contractors to support high-voltage training and
grid resilience. “We developed a high voltage electrical systems programme with the electrical contractors a unique qualification in Ireland,” she remarks.
These programmes, developed in close collaboration with industry, are vital to achieving national infrastructure and housing goals. “The construction sector is transforming rapidly from digital tools and sustainability targets to the rise of green energy infrastructure,” Frances says. “None of that can be done in isolation.”
Innovation Without Walls
SETU is as focused on innovation and enterprise as it is on education. The university supports start-ups through programmes like New Frontiers and Student Inc., provides incubation space, and commercialises its research.
Frances explains, “There is a lot of support, and we do a lot to facilitate entrepreneurship and rural enterprises.” She continues, “Entrepreneurship supports are available for postgraduate students and postdocs. If you’re researching and developing something new that’s patentable, there’s potential there for you to set up a company.”
The region’s economic development is closely tied to talent retention, and here, too, SETU is stepping up. “We have just launched a new scholarship called ‘Autom8’ - an automation scholarship to support companies finding it difficult to build expertise in this discipline. Companies offer scholarships to students taking automation courses and offer summer jobs where they mentor the students and guide them through the fundamentals of the degree. It’s all relationship building.”
Global Vision, Local Roots
A university in the heart of the south east, SETU has international ambitions. It hosts students from Spain, Canada and China, and has global partnerships in aviation and engineering. But it remains deeply connected to the region it serves. “We are absolutely for the region, but we are also expanding as a national and global university,” Frances says. Her vision is one of inclusivity, partnership, and drive. “Supported by our key regional stakeholders and partners, we connect for real impact – through our applied research, our employee upskilling and through our graduates .
In SETU, the south east of Ireland has a university that doesn’t just aspire to global relevance - it delivers it, every day, through the talent it nurtures, the partnerships it forms, and the future it helps to build.
Stand and Deliver
With a revised National Development Plan (NDP) set to channel €200 billion into housing, energy, water and transport by 2035, the resources are finally in place to tackle Ireland’s long-neglected infrastructure gap. However, the real challenge has long been structural rather than financial and doubts remain over whether Ireland can overcome the planning delays and delivery failures that have dogged so many projects in the past.
Ireland’s economic performance over the past decade has been exceptional. Low corporation tax regime coupled with a steady stream of foreign direct investment and record levels of employment have combined to give the State one of the healthiest balance sheets in Europe. But beneath the headline figures, Ireland’s creaking infrastructure remains a glaring weakness which threatens the country’s competitiveness.
From the housing crisis to bottlenecks in the energy grid and chronic underinvestment in water and wastewater networks, the country is playing catch-up after years of austerity and underdelivery. The updated National Development Plan (NDP) - a €200 billion blueprint for capital investment promises to address these deficits but whether it can overcome systemic blockages and Ireland’s poor record of timely delivery remains to be seen.
The original NDP, launched in 2021, set out a ten-year programme of capital spending worth €165bn. Since then, the fiscal landscape has shifted dramatically. A combination of
windfall corporate tax receipts, including the €14bn cash pile derived from the Apple ruling, and the sale of State assets has given government unprecedented resources. The revised NDP, unveiled by Public Expenditure Minister Jack Chambers this summer, will commit to €200bn investment by 2035 - €100bn in the next five years, followed by a further €100bn to 2035.
The plan includes an extra €30bn frontloaded in the early years, with €10bn ringfenced for critical energy, water and transport infrastructure. It promises the largest single investment ever in the electricity grid, a renewed commitment to the long-delayed Dublin MetroLink, and a significant increase in defence spending alongside allocations for health, prisons and sports facilities. The scale is unprecedented in Irish history, but the need is pressing.
Ireland’s housing shortage is now the most visible sign of systemic underinvestment. Despite government targets of 33,000 to 40,000 new homes annually, output has consistently
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lagged behind, constrained by planning delays, utility deficits and workforce shortages. Water and wastewater bottlenecks have halted development in towns across the country, while energy grid constraints have stalled both housing and industry. IDA Ireland has warned that without secure power; foreign investors will look elsewhere.
Transport is another weak link. Dublin’s metro has been planned for a quarter of a century without progress while congestion worsens by the year, and regional rail expansion remains limited.
In health, the saga of the National Children’s Hospital - with 15 missed deadlines and a budget overrun approaching €1bn - has become shorthand for Ireland’s inability to deliver large projects efficiently. This history of missed targets and spiralling costs explains the scepticism with which many view the NDP. The challenge is not ambition, but execution.
Business groups have welcomed the scale of the proposed investment, but both the Construction Industry Federation (CIF) and Ibec warn that without structural reform, the NDP will not deliver at the pace required. Hubert Fitzpatrick, Director General of the CIF, has been unequivocal in his assessment.
“Ireland’s infrastructure gap is the country’s most glaring competitiveness deficit, requiring urgent, plan-led investment in Budget ’26,” he says. “Construction companies want to deliver critical infrastructure here at home, but the projects simply aren’t materialising. The main barriers lie outside the industry with persistent planning delays, a lack of zoned land, and slow delivery of enabling infrastructure like water and electricity.”
For Fitzpatrick, the problem is not a lack of capacity or skilled workers, but a lack of coherent planning and delivery.
Ibec, representing Irish business, takes a similar line. In a recent paper, the group urged government to prioritise infrastructure investment above tax cuts or other spending commitments. Fergal O’Brien, Ibec’s Executive Director of Lobbying and Influence, argued that Ireland cannot afford to repeat the mistakes of the past. “We are trying to catch up after decades of underinvestment and delays. At the same time, Ireland’s population is projected to grow by nearly one million people by 2035. We can’t continue with the status quo and just hope for improved outcomes. We need to fundamentally rebalance the system to put the common good first,” he says.
Ibec has called for a new central statutory delivery body with the power to prioritise national projects, alongside reforms to ensure that individual objections cannot indefinitely stall projects of national importance. The group has also urged embedding a long-term fiscal target for capital investment into budgetary rules to prevent the boom-bust cycles that have dogged Irish infrastructure policy for decades.
The government is acutely aware of these concerns and in recent months has launched a series of measures designed to accelerate delivery. A new Infrastructure Division is being established within the Department of Public Expenditure, staffed with secondees from agencies such as ESB Networks, Eirgrid, Uisce Éireann and Transport Infrastructure Ireland, to bring technical expertise into the heart of policymaking.
An Accelerating Infrastructure Taskforce, chaired by Minister Chambers, will bring together senior private sector leaders and CEOs of semi-states to identify and unblock barriers. The role of the National Development Finance Agency
will be expanded to provide early-stage project management and financial support to departments. Fast-track planning measures, including exemptions from certain environmental assessments, are being considered to cut decision-making timelines. Chambers has made it clear that the stakes could not be higher. “This government wants to ensure our economy is capable of sustainable prosperity. Investment in key strategic infrastructure is vital to improve our competitiveness, particularly so when we face global uncertainty.”
Despite this reform agenda, the barriers to delivery remain formidable. Judicial reviews have become the Achilles heel of Irish infrastructure, with the Dublin Metro planning application under consideration for more than 1,000 days and still vulnerable to legal challenge. Public procurement and contracting rules remain rigid and adversarial, discouraging firms from tendering.
Workforce challenges persist, with estimates suggesting that 80,000 additional construction workers may be needed over the coming decade at a time when unemployment is already near historic lows. Administrative fragmentation spreads responsibility across multiple departments, semi-states and local authorities, slowing progress. Perhaps most damaging of all, high-profile failures such as the National Children’s Hospital have eroded public trust. Without visible proof of delivery, scepticism about the NDP will persist.
The government’s reforms are ambitious and in line with international best practice. Fast-track planning, centralised expertise and expanded NDFA support all point to a more professionalised and coordinated approach. Yet the question remains whether they will be implemented with sufficient urgency and authority. Ireland’s track record inspires caution. The Dublin Metro has been in planning for 25 years without progress. Water projects critical to housing delivery have been delayed for years. Major hospitals and schools have routinely overrun. The NDP review offers a rare chance to break this cycle, but doing so will require political resolve, cultural change within the public sector and the cooperation of communities.
Ireland’s infrastructure gap is now its most pressing competitiveness challenge. The revised NDP offers an unprecedented opportunity: €200 billion to modernise housing, transport, energy and water systems and to secure the foundations for long-term prosperity. But money alone will not solve the problem. The consistent message from industry and business is clear: reform is as important as investment. Unless planning delays, fragmented oversight and rigid procurement rules are addressed, Ireland risks repeating the failures of the past. The government’s new Taskforce and Infrastructure Division are important steps, but they will be judged by delivery, not design.
As Hubert Fitzpatrick of the CIF put it, “Construction companies have the talent and resources to meet demand. The main barriers lie outside the industry with persistent planning delays, a lack of zoned land, and slow delivery of enabling infrastructure like water and electricity.”
Unless those barriers are dismantled, the NDP risks becoming another ambitious plan that falls short of its promise. Ireland now has the resources, the urgency and the ambition. What remains to be seen is whether it can finally build at the pace required to match its economic potential and its citizens’ needs.
SMART TALENT FOR IRELAND’S INFRASTRUCTURE DRIVE
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Construction Materials and Pastures ‘Green’
As sustainability becomes a key policy area at a domestic and EU level, construction materials are becoming increasingly regulated. This regulation, along with the discretionary uptake of more sustainable practices by corporate entities, has resulted in greener materials coming to the forefront of the construction industry.
Given the activity in this area, we set out below a summary of the recent developments in construction materials.
The Recast Directive
The Energy Performance of Buildings (Recast) Directive 2024/1275 (the “Recast Directive”) aims to fully decarbonise EU buildings and make them Zero Emissions Buildings by 2050. The Directive defines a zero-emission building as
“A building with a very low energy demand, zero on-site carbon emissions from fossil fuels and zero or a very low amount of operational greenhouse gases.”
Ireland is required to transpose the Recast Directive into national law by 29 May 2026. In preparation, we can expect both regulatory changes and increased uptake of greener materials, such as timber and other low-carbon alternatives, as the market adapts to meet the targets in the Recast Directive (and the national laws transposing same).
See the above infographic for a timeline of key dates for targets under the Recast Directive.
Green Materials
One of the core focuses of sustainable construction is the reduction of embodied carbon. Embodied carbon is the total carbon emissions generated through the production, transportation, and installation of building materials. Concrete, as one of the most carbon-intensive construction materials, has come under increasing scrutiny. Several government-led initiatives aim to reduce its carbon footprint and incentivise greener alternatives, such as:
(i) 2025 Programme for Government and Climate Action Plan 2024 (CAP24)
The 2025 Programme for Government sets out multiple decarbonisation targets to give effect to the Climate Action Plan 2024 (“CAP24”) which is a response to the Recast Directive. One of the key targets of CAP24 is to decrease embodied carbon in construction materials produced and used in Ireland by 10% by 2025 and at least 30% by 2030.
(ii) Modern Methods of Construction
On 8 June 2025, Government Ministers launched the Modern Methods of Construction (“MMC”) Action Plan. The plan has at its core the active promotion of the adoption of MMC. These methods
favour materials such as cross-laminated timber and timber frame structures, which offer strong, versatile, and lower-carbon alternatives to traditional steel and concrete.
(iii) A Policy Shift on Materials
CAP24 emphasizes the urgent need to decarbonise the construction sector by targeting high-impact materials such as concrete and steel. The 2025 Programme for Government has a renewed focus on transitioning to lower-carbon cement alternatives. Public procurement policies will play a strategic role in supporting the market for these products by specifying their use in public works. Further, the Department of Enterprise, Trade and Employment is conducting a technical study on low-carbon cements. This focus on sustainable materials in public sector projects is expected to encourage innovation and compliance within the private construction industry.
(iv) Green Public Procurement (“GPP”)
increasingly seen as essential for long-term regulatory alignment and securing public contracts in a new green-conscious market.
Transparency in Construction Projects
To improve accountability, the 2025 Programme for Government mandates for increased transparency in construction. The Sustainable Energy Authority of Ireland (“SEAI”) will lead several initiatives, including:
■ A national database of construction materials.
■ A standardised embodied carbon calculation methodology and software; and ■ A new rating system to assess the embodied carbon footprint of buildings.
These measures are expected to enhance compliance, encourage innovation, and provide clearer guidance for project developers navigating emerging obligations.
GPP has been introduced as a key policy lever to drive the use of lower-carbon materials in construction. Under Circular 17/2025, public bodies must undertake Whole Life-Cycle Greenhouse Gas Emissions Assessments for certain publicly funded projects. From September 2025, this applies to projects receiving over €10 million (non-residential) or €60 million (residential) funding, with tighter thresholds from mid-2026. The policy aims to align public procurement with the decarbonisation goals set out in CAP24 and the 2025 Programme for Government. In practice, this is likely to favour the use of alternative materials such as low-carbon cement and timber. For the industry as a whole, the introduction of GPP introduces new legal and commercial considerations, including compliance obligations, potential procurement delays, and the management of additional design or assessment costs. While greener materials may entail higher upfront costs, they are
Conclusion
The regulatory landscape for construction materials is undergoing a profound transformation, driven by national and EU-level commitments to decarbonisation and sustainability. The Recast Directive is an essential instrument in this shift, establishing both aspirational goals and enforceable obligations aimed at greening the construction industry.
While regulation tightens, the construction sector is being encouraged through procurement, policy, and funding to move towards adopting greener and lower-carbon materials. The result is a growing need for industry stakeholders to stay informed and prepared. With sustainability increasingly becoming a legal as well as practical imperative, now is the time to anticipate and adapt to these developments.
Rhona Henry, Partner | Head of Construction & Engineering Matheson LLP.
Protecting Ireland’s Built Heritage
Ireland’s historic buildings and streetscapes are more than architectural backdrops: they shape daily life, anchor communities, and connect us to the past. Protecting Georgian terraces to vernacular cottages, and from shopfronts to monuments, is a complex task that blends law, funding, skills and local commitment.
Ireland’s built heritage is one of the State’s great public assets: Georgian streets and market towns, vernacular farmsteads and thatched cottages, the public buildings and shopfronts that lend character to everyday life. Government policy recognises this as a finite, irreplaceable resource and protects it through a range of measures including legislation, financial supports and local delivery. This strategy helps to promotes careful stewardship, sustain traditional skills and keep historic structures viable for families, businesses and communities.
At the centre of national policy is Heritage Ireland 2030, a cross-Government roadmap aligning departments, agencies and communities around protection, engagement and sustainable management. Within the Department of Housing, Local Government and Heritage, the National Built Heritage Service develops and implements policy, maintains the National Inventory of Architectural Heritage, issues guidance in the planning system, and co-ordinates architecture policy under Places for People as well as the National Landscape Strategy.
The work of the National Built Heritage Service is complemented by the Office of Public Works, which manages the State’s estate; the Heritage Council, which builds local capacity and awareness; and cultural institutions that preserve archives and expertise.
The statutory backbone is the Planning and Development Act 2000. Each local authority must keep a Record of Protected Structures (RPS), listing any building of special interest and conferring legal protection on its structure, interior, curtilage and features. Planning permission is required for works affecting its character, while Section 57 declarations clarify what is permissible. Where an entire streetscape merits protection, authorities may designate it an Architectural Conservation Area (ACA). Owners carry a legal duty of care, and enforcement powers range from remedial notices to penalties and possible imprisonment.
While regulation sets the guardrails, financial supports make stewardship feasible. The Department operates two core schemes, administered by local authorities: the Built Heritage Investment Scheme (BHIS) and the Historic Structures Fund (HSF). The BHIS is the workhorse for repair and conservation of protected structures, ACA buildings, vernacular heritage and shopfronts. It supports routine maintenance and more significant repairs, with grants ranging from €2,500 to €50,000, covering up to 80% of costs. Funding supports also exist for minor works and for thatched buildings. Awards are competitive, based on condition, urgency, conservation value, public benefit and professional oversight.
Launching the 2026 round, Minister for Housing, Local
Government and Heritage, James Browne said: “The Built Heritage Investment Scheme is a vital support to those who have taken on the responsibility of protecting the architectural evidence of our past ways of life while also introducing new vitality into our historic buildings.”
“Whether through inheritance, family connection, the desire for a home, or out of a simple love for the history and character of older buildings, owners and occupiers of historically important structures make a daily contribution to the sense of tradition and character present in so many of our communities. Schemes such as the BHIS therefore help to preserve the record of our shared past while securing the future viability of our historic buildings as homes, workplaces, and community spaces.”
The HSF supports more complex projects, typically €50,000–€200,000, for enhancement, refurbishment and adaptive reuse with clear public or community benefit. Both programmes are deliberately local-authority led, with conservation officers brokering solutions that balance heritage, housing and town-centre vitality.
Heritage policy also intersects with archaeology. The Community Monuments Fund, managed by the National Monuments Service, channels investment into the conservation, planning and interpretation of sites on the Record of Monuments and Places. Fiscal measures such as Section 482 tax relief support owners who open historic properties and gardens to the public while undertaking conservation works.
Local authorities are the engine room of delivery. Heritage Officers prepare county heritage plans, advise the public, build partnerships and run initiatives from National Heritage Week to community archaeology.
Minister
for Housing, Local Government and Heritage James Browne.
“The Built Heritage Investment Scheme is a vital support to those who have taken on the responsibility of protecting the architectural evidence of our past ways of life while also introducing new vitality into our historic buildings.”
Conservation Officers curate RPS and ACA designations, advise on planning applications, issue Section 57 declarations and support owners with guidance and grants. Council archaeologists, archivists and curators add depth, ensuring that protection on paper is understood and interpreted in practice. The most successful outcomes occur when national objectives, local knowledge and owner commitment align.
For owners, responsibilities are clear but manageable. Regular maintenance – clearing gutters, repairing slates, repainting timberwork – averts most endangerment. Before major works, early advice and a conservation-led assessment are advised. Planning consent is required for alterations that affect special character, and Section 57 declarations provide certainty. If enforcement notices are
served, owners can seek time or financial help through grants, with appeal routes available. The system is designed to facilitate sensible repairs and upgrades that sustain use and comfort while respecting authenticity.
Good conservation is not stasis but the sensitive management of change. Earlier approaches often sought to “restore” to an imagined ideal, sometimes at the expense of genuine fabric. Contemporary philosophy, informed by international charters, places authenticity, minimum intervention and reversibility at the core. The default is to repair rather than replace, to use like-forlike materials, and to value later alterations where they have become part of a building’s story. Lime mortars, breathable renders and natural slate are functional necessities, not nostalgic affectations. By contrast, cement and plastic membranes can accelerate decay and are avoided.
Conservation also adapts to contemporary challenges. Climate action and energy efficiency loom large, but old buildings cannot simply be wrapped in impermeable insulation. Instead, fabric-first upgrades – draught-proofing, secondary glazing, attic insulation and careful services renewal – are encouraged, combined with routine maintenance to keep envelopes performing. State guidance promotes adaptive reuse and realistic energy measures. Digital tools such as Building Information Modelling now enrich conservation practice, creating digital twins of complex fabric and reducing risk before work begins.
Ireland’s architectural legacy is nationally distinctive and locally varied: brick terraces, limestone civic buildings, granite steps, handmade joinery, lath and plaster, stone outbuildings and historic yards. Interiors – cornices, shutters, staircases, hearths and ironmongery – are integral to character, often irreplaceable. The patina of time and the layering of alterations make the built environment more than façades, yet these are the qualities most easily lost.
Safeguarding this legacy is about looking back. It is about ensuring older buildings remain places to live, work and gather; that they contribute to housing supply and town-centre renewal; that traditional skills have a market and future; and that communities view heritage as a shared asset rather than a private burden. With clear laws, targeted grants and locally rooted delivery, the State has built a system that helps owners protect their heritage. The task now is to keep investing – financially and culturally – so that the next generation inherits streets and structures that still speak of who we are, not just what was allowed to disappear.
Preserving Ireland’s Heritage
Since its establishment in 2014, Magee Conservation has built a reputation as Ireland’s foremost specialist in the restoration and preservation of historic and protected buildings. With a staunch dedication to craftsmanship, tradition, and excellence, the company has become synonymous with safeguarding some of Ireland’s most iconic landmarks, ensuring their stories endure for future generations.
At the heart of Magee Conservation’s work is a profound respect for traditional building techniques. The company specialises in lime mortar and natural stone restoration, applying age-old methods to conserve the character and integrity of heritage
structures. Their meticulous approach extends to the careful cleaning of façades, roofs, windows, and intricate architectural details - methods that protect the beauty and longevity of these buildings, all while maintaining their historical authenticity.
What sets Magee Conservation apart is its highly skilled team of in-house stonemasons and conservation specialists. Many of these artisans have undergone extensive bespoke training, honing their skills through years of dedicated practice. Unlike many competitors, the company limits the use of subcontractors, choosing instead to nurture talent internally. This strategy ensures the delivery of consistently high standards and helps preserve vital traditional skills that are increasingly rare in the industry. Through apprenticeships and a culture of continuous learning, Magee Conservation has cultivated a workforce capable of tackling complex restoration projects with precision and care.
The company’s impressive portfolio includes some of Ireland’s most renowned restoration projects. These include the luxurious Westin Hotel in Dublin, the historic Roe & Co Distillery, the majestic Patrick’s Cathedral in Strabane, and the Presbyterian Church in Tullamore. Other notable ventures encompass the restoration of the Iveagh Trust Estate, the iconic Cleary’s Building in Dublin, Glasnevin Cemetery, and King’s Island in County Limerick. These projects have not only demonstrated the company’s technical expertise but have also earned it industry accolades, such as the Build and Engineering Award for Best Restoration Company in the Republic of Ireland.
Despite its successes, Magee Conservation faces ongoing challenges. One hurdle is the lack of awareness among some contractors and the general public about the importance of protected structures. There can be a lack of understanding of the cultural and historical significance of these buildings, which can sometimes lead to neglect or misguided restoration efforts. Nevertheless, the company remains committed to elevating standards within the industry and advocating for greater appreciation of Ireland’s architectural heritage.
Looking to the future, Magee Conservation aspires to be recognised as the leading conservation specialist across both the Republic of Ireland and the United Kingdom. Their vision is driven by a strong commitment to sustainability, a deep love
of traditional craftsmanship, and a dedicated, loyal workforce. Managing Director Mark Magee emphasises that their team is the backbone of their success, embodying the company’s values of excellence and passion.
As Magee Conservation continues to grow, its guiding principle remains unchanged: to protect and preserve Ireland’s historic buildings, one stone at a time. Through collaboration, craftsmanship, and a shared love of heritage, the company is ensuring that Ireland’s architectural treasures will stand resilient for generations to come.
OPEX at 50
As OPEX marks 50 years of innovation, its focus has shifted from mail automation to redefining how public institutions digitise records. From the NHS to Ireland’s health service, the company’s Falcon+ and Gemini platforms are transforming patient workflows, while its software-led strategy is shaping the next decade of public-sector digitisation. Public Sector Magazine catches up with Scott Maurer, President, OPEX International to reflect on fifty years of transforming the digitisation of medical documentation and public records in Europe and beyond.
By any standard, OPEX is an American original. Founded as a company specialising in mail-automation and now marking its 50th year under Stevens family ownership, the New Jersey manufacturer has evolved into a global force in document and warehouse automation with a presence in over 50 countries. In Europe, and especially across public services in Ireland, the UK, France and Germany, it’s a market lead in the painstaking, often invisible, yet immensely consequential work of turning mountains of paper into reliable, secure digital records that clinicians, officials and citizens can actually use.
Ask Scott Maurer, President of OPEX’s International Division, what has grounded that evolution and he cites two core principles which the company has long abided by: putting customers at the centre of operations and taking care of employees. “We actually - partner with our customers rather than just selling them something. We go in and we make sure we understand their workflows and their business needs and then use the power within our equipment to meet those needs. We try not to overly complicate the solution.”
That mindset - engineering paired with a near-obsessive interest in process - helps explain how a firm that once optimised cheque and mail streams is now working frontand-centre in some of Europe’s most sensitive digitisation programmes. Its scanners, software and support are helping hospitals and public bodies clear backlogs, reduce risk and, crucially, speed up care and service delivery.
From Mail Room to Medical Records
OPEX’s roots in imaging go back over three decades. “We released our first imaging equipment in 1989 in the remittance area where we were using imaging to locate marks on cheques and documents so we could orient them,” Maurer recalls.
That led to the Image Export Module for downstream processing and for years, OPEX quietly processed a huge share of US payments, honing its expertise in high-integrity capture before document imaging became its trademark.
A second pivot embraced by the company was warehouse
automation We took our equipment in the mail-processing industry and beefed it up,” Mauer says. “It was mainly a reversing of the process - putting things into bins versus pulling bins to take things out. The equipment was very adaptable; it just needed to be sized up considerably, from sorting letters to carrying a payload of upwards of 40 kilograms, and from machines about two metres tall to systems roughly ten metres high.”
OPEX have since gone on to pioneer retrieval systems that travel two - and now three - dimensional, innovations, among many others, that were showcased this year at LogiMAT in Stuttgart and underlined the company’s 50-year record of automation breakthroughs.
For public institutions, though, the transformative story is happening at desk height and as governments chase paperless ambitions without compromising privacy, OPEX’s Falcon+ and Gemini scanners, CertainScan software and software-first philosophy are proving decisive.
International Growth
OPEX’s European journey began, fittingly, with service. “We moved into the international business in about 1990,” Maurer says. Before that, OPEX sold through partners whose support in the beginning often fell short. “Service is one of the very important parts of the OPEX culture,” he adds. The change in approach began with a single hire - Shaun Lee, a service technician - who looked after accounts directly. “The accounts loved the idea because the equipment was now being taken care of and running properly. Shaun went on to become the Director of EMEA, running service, sales and partner relations for many years.”
With credibility restored and enhanced business grew rapidly, and the company enjoyed success with a number of British blue-chip corporate giants, public agencies and Government bodies. As envelope volumes declined, OPEX turned to service bureaus and healthcare.
“We’re also doing a lot now with the NHS with their medical-record scanning,” Maurer notes. “We have hundreds of machines in that vertical.”
Scott Maurer, President, OPEX International.
“The security dividend matters in clinical contexts. Fewer people touch records, reducing risk and ensuring compliance. The result is faster, safer digitisation at lower total cost—benefits that scale across the public sector, from legal archives to benefits administration.”
– Scott Maurer, President, OPEX International.
The strategic lesson is obvious: install, serve, learn - then scale. “Once we had good service overseas, we began to expand rather rapidly because people saw the
need for it,” Maurer says. The model has since been replicated across the region, including Ireland, where OPEX works with public agencies such as the An Post and the HSE, service bureaus and large enterprises, including Glenbeigh, the leading record management company which they have collaborated with on digitisation and digital mailroom programmes.
OPEX’s operative aims are clear. “We try to collapse steps and to simplify.” Maurer says. “That means mapping a client’s process from the time the truck arrives at the dock to the time [a record] is put in final storage… and then designing a solution that removes touches, handoffs and rework. If the right answer and solution is modest, OPEX will always say so.”
Transforming the Digitisation field
Its products align with that posture: highreliability capture (Falcon+ or Gemini), intelligent ingest and quality control at scan (CertainScan), flexible software to surface more functions earlier, and a direct, factory-trained service organisation backed by reliable technical support.
“Our service techs are factory-trained and employed by OPEX,” Mauer says. “They carry spares, and tech support can escalate to engineering if necessary. We do the concept, the engineering, the manufacturing, the installation and the service - everything is done by OPEX.”
In hospitals and public archives, the bottleneck is rarely due to scan speed but rather preparation and handling. OPEX’ equipment changed all that. “Our scanner is unique in that it will handle a wide variety of paper - damaged paperwithout prep work,” Maurer points out. “It allows them to open a folder, drop pages in one at a time, and scan with minimal prep. The actual wall-clock throughput beats any other workflow.”
That means cutting out what was previously a labour-intensive process. “Other scanners can scan up to 700 documents a minute,” Maurer notes, “but to get that they may need ten people prepping. They might actually run only ten minutes an hour.” By contrast, Falcon+ lets one person handle the document and see quality in-line. If an image is compromised, the operator can flag it as a “bad original,” preserving the audit trail so downstream
“Our scanner is unique in that it handles a wide variety of damaged paper with minimal prep. The actual wall-clock throughput time beats any other workflow out there.”
– Scott Maurer, President, OPEX International
QC doesn’t waste time rescanning.
The security dividend matters in clinical contexts. Fewer people touch records, reducing risk and ensuring compliance. The result is faster, safer digitisation at lower total costbenefits that scale across the public sector, from legal archives to benefits administration.
Europe’s regulatory regime is a patchwork of the substantive (GDPR) and the technical (increasingly, FADGI image-quality specifications borrowed from the US). OPEX is pragmatic. “GDPR is the main thing in Europe,” Maurer says. “FADGI is about crispness of the image, the colours matching exactly US standard that has leaked into some bids overseas.”
CertainScan’s in-line QC, exception flags and metadata controls provide a defensible audit trail into long-term preservation systems, while the one-touch workflow reduces the number of human exposures - a practical expression of GDPR’s data-minimisation principle. “You can edit on our scanners if you want to. If the image is bad, it pops up and you can rescan
right then. Far fewer people touching the documents obviously helps with GDPR,” Maurer says.
Medical Outcome Benefits
Digitisation is not just a back-office virtue. It can mean the difference between a clinician waiting hours for a file and opening a patient’s history instantly. “If someone comes into the emergency room and that medical record is stored somewhere, to retrieve it takes a while,” Mauer says. “But if I can call it up on my computer, it’s much faster.”
Across Ireland, the UK, France and Germany, OPEX’s deployments - direct to trusts and through service partnersare shrinking delays, with knock-on effects for care continuity, safety and resource allocation. Ireland, he adds, is ahead of many countries in Europe.
The next decade of public-sector digitisation will be led as much by software as by hardware. “We’re looking at
increasing the friendliness of our software on the digitisation side,” Maurer says. “Expanding features so customers can do more with the software and bring more to the scanner stage.”
On the warehouse side, OPEX’s Cortex Sort-to-Order software suite optimises bin management, analytics and order accuracy. The benefits derived from the crossover into public records is clear: the ability to orchestrate complex flows with software so hardware can be simpler and steadier. AI will also play a role by way of what Maurer refers to as “classification, information lift” - though he is cautious, ensuring innovation aligns with broad market demand.
Public procurement is patient work. Budgets are annual, risks asymmetric and reputations on the line. OPEX is always happy to stand by that what it sells and one service account on a state agency contract is entering its 25th year. “One of the accounts - this is their 24th or 25th year with our equipment. We’re the only original vendor still with service contracts. They renewed ours, year over year,” Maurer notes.
This degree of trust is earned by simplifying, documenting, servicing, and designing for fewer human touches where privacy is paramount. “We eliminate multiple steps,” he says. “Sometimes we’re able to combine steps they don’t even know they’re doing.”
“If we make a promise, we deliver that promise. That’s our intention in any account, public sector or otherwise.”
– Scott Maurer, President, OPEX International
Digitisation is often framed as an environmental good generating less paper and requiring less storage and fewer lorry miles. OPEX aims to make the claim stand up. “Our factories and offices here in New Jersey are net-zero our equipment is engineered to consume as little power as possible. All the materials that we use meet EU regulations,” Maurer notes.
The bigger green dividend accrues to customers and records retrieved electronically don’t need to be driven across town or hauled to warehouses and stored. Multiply that across the public sector and the emissions savings are significant.
Ireland’s Digital Future
Public services are not waiting for perfect conditions to digitise. The country retains significant back-filesparticularly in health - that are expensive to store and slow to access. The optimal path to 2030, in Maurer’s view, blends ambition with pragmatism. “For Ireland to have all - at least active - medical records digitised so they can be accessed across the entirety of the health service, and for all new records to be digitally captured, would be a big step forward,” he says.
“Use all we need, but not more than we need, that has been a simple but important philosophy at OPEX, ” Maurer says. Fifty years in, and with Ireland’s digitisation agenda gathering pace, it is not just a design philosophy. It is a public-value proposition.
TECHNOLOGY SPOTLIGHT
Falcon + and CertainScan
■ Falcon+ scanners streamline digitisation by eliminating extensive prep work. Operators drop-feed pages directly, cutting labour and reducing document exposure.
■ CertainScan software ensures in-line quality control and metadata tagging, helping organisations comply with GDPR and archival standards like FADGI.
■ Together, they deliver faster throughput, greater security, and fewer human touches - critical in sensitive areas such as healthcare records.
Transform
your
scanning workflow with OPEX®
Traditional high-speed scanning requires extensive prep and lots of labour, especially as jobs get messier and messier. High-speed scanners sometimes require multiple operators to keep them in continuous operation. This leads to additional labour hours driving up cost per image and driving down profitability.
The OPEX® Gemini® scanner is designed for maximum versatility and configurability and handles medical records and documents at the right speed while requiring minimal prep and controlling costs.
Contact info@opex.com to book a demo www.opex.com
Closing Ireland’s Digital Health Gap
Ireland lags behind its European peers in adopting electronic health records, leaving patients and clinicians reliant on paper files. With the Health Information Bill now paving the way for reform, providers such as Glenbeigh Records Management, supported by OPEX technology, are playing a central role in accelerating the shift to digital health. Alan McGeady, OPEX Project Manager (Ireland) outlines the scale of the opportunity and the barriers that remain.
Ireland remains an outlier in Europe when it comes to digital health. Despite broad recognition of the benefits of electronic health records (EHRs), the country is the only EU member state where patients do not have the option to access their health data online. According to the European Commission’s 2024 E-health Indicator Study, Ireland scored just 11% on e-health maturitycompared with Belgium’s 100% and Denmark and Estonia’s 98%.
At present, patients must rely on cumbersome processes such as Freedom of Information requests or Subject Access requests to view their own medical files. While the recent Health Information Bill promises to change this by establishing a secure, open-source platform for sharing patient data, Ireland is at least several years away from national-scale implementation.
The consequences of this lag are felt across the system. Paper records are prone to being lost or misfiled, clinicians waste valuable time retrieving files, and patients miss out on the benefits of joinedup care. As Professor Martin Curley of Maynooth University recently noted, every patient should have an electronic record accessible on their phone - allowing information to flow seamlessly between hospitals, GPs, pharmacies and patients themselves.
Against this backdrop, private providers such as Glenbeigh Records Management (GRM), supported by OPEX technology, are playing a vital role in bridging the gap. Glenbeigh has become the country’s largest medical records scanning contractor, helping major hospitals move vast volumes of paper into digital systems. OPEX’s high throughput scanning solutions have underpinned this growth, transforming Glenbeigh’s operations and positioning it at the heart of Ireland’s health digitisation drive.
“In regard to full implementation of medical record files like I have seen in the UK in the last 12 years, we are just at the very beginning,” McGeady explains. “Some of our Irish scanning contractors have small volume contracts. To my knowledge, only An Saolta group and CHI have large scale contracts with our clients.”
This patchwork progress contrasts sharply with the UK, where digitisation has been underway for more than a decade, albeit with challenges of its own. For Ireland, the opportunity is to leapfrog some of those difficulties and move directly to a modern, integrated system.
Challenges to Full EHR Adoption
The barriers, McGeady argues, are less about culture than capacity and funding. “The feedback we have got from healthcare professionals is they are ready and waiting, and it’s more a funding and global technical implementation barrier.”
He points to lessons from elsewhere: “In England, the NHS Trusts developed their own systems and interfaces and it’s challenging now to get a national system in place for legacy records. It’s the same for the GP practices; they do have a patient app for day forward and GP outcomes, but not legacy patient records. So, in Ireland, we have the chance to jump to where the NHS want to go to quickly.”
The Scottish experience offers another model. “For Scotland we worked with a few NHS Boards to integrate into a national repository system called SCIStore. This was a platform that the Scottish Government funded and was free. This meant more funds were available for scanning and end user portal systems. They have yet to implement a patient app.”
The case for digitisation is ultimately about improving care. “When medical paper records are digitised, it allows EDM (Electronic Document Management) systems which have ECM content management features built in to delve into the printed and in some cases the handwritten text,” McGeady explains.
“It allows the health professional to search for keywords across multiple volumes of the patient records. With AI, it can do even more with this and take the context of these keywords and summarise it - even look at other patients with the same symptoms or illness. With this addition we can get faster diagnosis or next steps. For me, a patient’s health record is not fully complete until we get the paper records digitised.”
Alan McGeady OPEX Project Manager (Ireland).
“In Ireland there are many other areas where we need to begin digitising paper records not only in primary and secondary care health. There is community health, mental health and also social and legal still to be looked at.”
Transforming Glenbeigh’s Operations
Glenbeigh’s evolution illustrates the transformative impact of technology. “Simply, the OPEX combined prep and scan solution needs less staff/FTE to scan the same or a greater number of documents compared to the competition,” says McGeady. “This equates to less floor space and preparation tables. Our scanner has unlimited duty cycles so can be used 24/7 which allows the scale-up contingency.”
That capability has allowed Glenbeigh to expand
dramatically, serving Ireland’s largest hospitals while maintaining efficiency and reliability.
Digitisation is not just about historic backlogs but also about embedding digital processes going forward. “Day forward are normally thin files where there is a lot of stop-start and it’s generally done by stackfeeding,” McGeady notes. “With that there is a need for QC and also image enhancements modifications post scanning which can be inefficient.”
“With the OPEX solution we provide automation blended with a hybrid approach to scanning - single or stacks. This allows the scan user to decide on the capture profile during scanning, meaning much less post-scan quality issues.”
The scale of the task ahead is vast. “In Ireland there are many other areas where we need to begin digitising paper records not only in primary and secondary care health. There is community health, mental health and also social and legal still to be looked at,” McGeady says.
“Glenbeigh are the largest medical records scanning contractor in Ireland and have the capacity to grow. They are already scanning for the big hospitals and have that delivery experience to carry them forward.”
Beyond Healthcare
OPEX technology is also unlocking potential across other sectors. “There is the drive for digital access for individuals to records wherever they may reside. So that normally means legacy paper will be scanned to provide this digital access,” McGeady explains.
“Digital records are admissible in Irish legal practice, so it allows organisations who want to reduce storage cost or make room to have their records scanned. Insurance, councils and archives are among the areas showing real momentum.”
Staffing is a persistent challenge for document-scanning businesses, but OPEX reduces the burden.
As McGeady puts it: “The OPEX combined prep and scan solution needs less staff to scan the same or greater number of documents compared to the competition.”
This efficiency not only lowers costs but also makes recruitment and retention more manageable in a tight labour market.
Meanwhile, the demand for digitisation shows no sign of slowing. “We know there is still a lot of paper to be scanned, and I see more government initiatives for digital replacements
“We know there is still a lot of paper to be scanned, and I see more government initiatives for digital replacements of paper records,” McGeady says. “Although I see the private sector leading the way, the main volumes will be from the public sectors.”
of paper records,” McGeady says. “Although I see the private sector leading the way, the main volumes will be from the public sectors.
“OPEX will be there to support Glenbeigh and our contractors through our continuous improvements to hardware and software. The OPEX professional services team can support our customers in quick turnarounds while ensuring the most efficient solution.”
Finally, McGeady situates OPEX within Ireland’s wider digital transformation. “The OPEX solution’s strengths are in high volume archival digitisation projects, wherever they appear. I am sure OPEX will be involved based on our pedigree already established in Ireland. OPEX have been involved in many pilots providing the public and private sectors with our innovations, knowledge and support as they begin their digital journeys.”
Looking to 2030, he sees a system where digitisation is not confined to healthcare but embedded across all sectors, from
legal and insurance to local government. For health specifically, the goal is a joined-up, accessible system that empowers patients and clinicians alike.
Ireland’s path to a digital health system is fraught with challenges - technical, financial and organisational. But with providers like Glenbeigh, enabled by OPEX technology, the building blocks are being put in place.
By reducing labour intensity, enabling 24/7 throughput, and improving quality control, OPEX has transformed how records are digitised in Ireland. This has allowed hospitals to clear historic backlogs, transition to “day forward” digital workflows, and lay the foundation for future integration.
The next five to ten years will be decisive. If government funding and national coordination align with the readiness of healthcare professionals and the capacity of providers like Glenbeigh, Ireland could finally close its e-health gap. By 2030, a digital health system that today feels aspirational may well be a reality.
Turning the Tide for Disability Rights
2025 marks a key milestone year for Irish Wheelchair Association (IWA). What began in 1960, with eight founding members, the majority first time Paralympians, placing ten shillings each in a hat to form an organisation that would address the significant lack of support and services for people with disabilities in Ireland, has grown into one of Ireland’s most prominent disability organisations.
Now, in its 65th anniversary year, IWA is a powerful voice for disabled people that employs more than 2,500 dedicated staff and has a physical reach spanning over 65 locations across Ireland working with people with physical disabilities.
For Ann Marie O’Grady, appointed CEO in early 2024, the job is more than a leadership role; it’s a mission. “I was familiar with Irish Wheelchair Association, I thought, but
Sport is a key pillar of IWA’s work and is part of the origins of the Association. IWA-Sport has 20 volunteer-led sports clubs offering children and adults with a physical disability the opportunity to get involved in sport at grassroots up to Paralympic level.
actually I didn’t realise the scale,” she recalls. “IWA is very much embedded within the community, and a considerable proportion of our staff work in people’s homes, supporting them as personal assistants.”
Ann Marie guides us through the twin roles of IWA, service provision and advocacy. She puts the organisation’s work into perspective against the broader context of Ireland’s progress
on the UN Convention on the Rights of Persons with Disabilities (UNCRPD).
With a new government department focused on disability and the longawaited Optional Protocol finally ratified in October 2024, Ann Marie feels that the momentum for inclusivity for people with disabilities is building, but the challenges remain formidable.
IWA: A Service Network with Impact
What sets IWA apart is the sheer breadth of its work. As Ann Marie notes, the organisation is “Fundamentally... about improving the lives of people with physical disabilities and moving that dial, forward. So not only delivering quality in the present but working actively to change the future.”
The Association’s personal assistant (PA) and day services, accessible housing and transport and motoring programmes, holiday/respite service, national sports governing body delivered through IWASport, and advocacy work are all designed to support people with disabilities live the lives they choose. The focus is not simply on providing services/sports for people with physical disabilities, but on working with individuals to identify their requirements as they evolve.
On average, IWA provides 1.2 million hours of Assisted Living Service to over 2,000 adults each year. The service supports people in their homes or community. The scope of the PA service is personalised for each individual to meet their requirements, be it support to live their lives day to day, attend work or further education, socialising, sport/ fitness, travel, hobbies and so much more. IWA’s focus is on independence, whatever that looks like for the person.
Ann Marie emphasises, “There’s a real passion and drive to have people genuinely at the centre of everything and to support individuals in living their lives. It’s the inspiration that drives our teams across the organisation, whether it’s central service functions or whether it’s an individual working with somebody in a day centre, their homes or participating in sport. Each staff member can see that the work they do impacts individuals and we work hard to ensure that connection.”
For the last six years IWA has been in the top 10 of the Sunday Independent Best
Employers list, reaching number 2 in 2025, and Ann Marie feels that a key component of this is that connection and impact and the real mission driven sense of all that IWA do.
The Strategic Vision
The IWA’s 2022–2025 Strategic Plan is anchored around progress towards full UNCRPD implementation. Its pillars span people, services, advocacy, business processes/technology, financial prosperity, culture and identity and profile. Specific actions and metrics underpin each.
The vision and strategy are delivering results. During the 2024 Irish election year, IWA members took part in 13 election hustings across the country to give politicians first-hand experiences and opinions of people with disabilities on issues affecting them, such as housing, transport, accessibility and the cost of living.
“We need a disability/ accessibility impact assessment on all new technology... or we risk unintended consequences of disenfranchising people if they cannot engage with the technology. We need to consider digital poverty and if online business platforms are accessible.”
National campaigns showed IWA’s advocacy in action. The ‘Getting Nowhere’ campaign cast a laser focus on transportation infrastructure challenges faced by people with disabilities and the powerful need for more to be done to make transport accessible for all.
The ‘Voices of IWA’ series of videos delivered real-life member experiences to social media, building a powerful awareness and increasing public support. IWA’s Self-Advocacy Training Programme empowers people with disabilities to speak out, ensure their voice is heard, both in dayto-day issues they face, or larger national issues, increasing disability awareness in communities and organisations.
In parallel, IWA lobbies for systemic improvements - notably, to address the very significant cost of disability, housing policies that deliver genuinely wheelchairliveable homes, sectoral workforce plans that will support recruitment and retention of staff within the disability sector and trying to narrow the gap of participation in sport that currently exists. Other key issues around access in communities and transport still continue to prevent people with disabilities from living independently and remain high on IWA’s agenda. Improvements in these areas would support mobility and independence, which in itself enables so much more.
IWA’s values of Courage, Equality, Integrity, Excellence, Fun, Openness and
Ann Marie O’Grady, appointed CEO in early 2024, believes the job is more than a leadership role; it’s a mission.
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Mobility Scooters And Powered Wheelchairs
Visionary are not only written into IWA’s strategy but practised across the organisation. Staff begin meetings by sharing realworld reflections on values in action.
Ann Marie emphasises the importance of culture in the organisation: “Our culture is incredible,” she says, “It’s actually our greatest strength. We have a lot of people who have been with us 20-25 years, and I’ve always been impressed by the significant numbers who have progressed from entry level to senior roles.”
What is IWA’s greatest strength, also represents a challenge for Ann Marie - how to keep that culture strong in future years in a changing world, demographics and expectations.
A Fragmented Landscape: UNCRPD Implementation
Ireland ratified the UNCRPD in 2018, but progress has been slow. The Optional Protocol, an important mechanism which allows individuals to bring complaints to the UN if they believe their rights have been violated, was only ratified in 2024. The reality for many people with disabilities in Ireland today is limited access to housing, transport, employment, and adequate personal supports.
“People with disabilities are asking, why can’t I have a house that is wheelchair liveable? Why can’t I get work?
Why can’t I go on holidays?” Ann Marie says, echoing the frustrations voiced in IWA’s advocacy work.
While the creation of the Department of Children, Disability and Equality, is a welcome milestone, and there is the pending launch of the new National Disability Strategy, IWA stresses that implementation must be cross-departmental. “Every single element of government impacts people with disabilities... social protection, housing, transport, sport, employment, education, health and local government.”, she notes.
Challenges on the Ground
Despite widespread public and political support for disability rights in principle, the practical delivery of services is patchy. For instance, some people receive just 10 hours of PA support a week - insufficient for full participation in work or community life.
Dealing with workforce shortages are a critical element in delivering services successfully. “Unequal pay rates between staff in organisations like IWA, that are classified as Section 39 organisations, and their peers within the public sector continues to undermine our recruitment efforts and currently we do not have the workforce within the sector to fully deliver even the current service elements,” warns Ann Marie. “Some progress has been made with the recent WRC Agreement but there is still a gap to be bridged. An ESRI report released in June 2025
IWA continues to evolve their services to meet members› needs. They recently held the inaugural Fitness Inclusion Games, which saw close to 120 people with physical disabilities compete in a Hyrox/CrossFit-style competitive event. Their members continue to train in gyms in their community as part of IWA’s Fitness Inclusion Programme.
suggests a 60% increase by 2040 will be needed in the care workforce for older people alone; disability services face a similarly steep climb.”
Transport and housing remain perennial problems. Grants for the Wheelchair Accessible Vehicle (WAV) Scheme for taxis vanish within minutes of opening. Accessible taxis are in short supply. Public transport still fails many disabled users. Meanwhile, thousands of disabled people remain inappropriately living in nursing homes.
Lived Experience at the Forefront
A critical feature of IWA’s advocacy is its commitment to sharing the lived experience. “All of our campaigns are voiced and informed by our members,” says Ann Marie. From political hustings to pre-budget submissions, people with disabilities lead the narrative.
This is more than optics. It builds credibility, ensures priorities reflect reality, and encourages greater political accountability.
Technology: A Double-Edged Sword
IWA is optimistic about the potential of assistive technology and AI to reduce dependency and improve independence. In an IWA housing location in Belmullet, voice-activated tech gives
tenants greater independence. The tenant, Teresa, says, “Quite simply put, if I didn’t have all the technology that we have in the homes, I’d be dependent on people to help me to do simple things like closing the curtains.”
But Ann Marie notes the danger of tech-driven exclusion: “We need a disability/accessibility impact assessment on all new technology... or we risk unintended consequences of disenfranchising people if they cannot engage with the technology. We need to consider digital poverty and if online business platforms are accessible.”
“Even something as simple as sporting bodies moving to
Transport is a major obstacle for people with disabilities; IWA’s fleet of 134 accessible buses provides a vital service for their members.
online tickets has resulted in some people no longer attending games as the option to show up and pay at the stiles is gone. This has resulted in individuals losing part of their social life and community involvement. All due to an unintentional consequence. We need to be intentional. The same can occur with public services, so we need to be careful we don’t make things worse while intending to make things better. The answer – codesign with people with disabilities early in the process, not when everything is done.”
The shift to subscription-based services for technology has also created new funding challenges. Without sustainable financial models, even transformative tools remain out of reach.
Looking Ahead:
From Ripples to Tsunamis
So, what will success look like by IWA’s 70th year?
Strategically IWA are ambitious - fostering a society where disability is neither hidden nor exceptional, where people can live their lives as equals, without barriers.
“In terms of perception, there is a general sense that everyone has been touched by cancer so there is high awareness there, however there isn’t the same perception in the public that disability touches so many and could impact on any of us at a point in our lives, yet the census identifies that 22% of the population have some level of disability. If there’s a shift in culture to view disability as impacting widely and therefore the importance of society being an enabler rather than a disabler
and core to everything we do and how we think…. that to me would be massive,” says Ann Marie.
Ireland has come a long way since 1960. But the distance yet to travel is measured not only in legislation or funding, but in lived experience. For IWA, the journey is about more than services; it’s about building a country where everyone belongs.
As Ann Marie puts it: “The scale of what needs to change is huge and can be overwhelming, however tsunamis start with little ripples so we as a society, we as a public sector, we as the not for profit sector, working in collaboration with people with disabilities, have to focus on amplifying those ripples as it is the cumulative wave that can fundamentally change people’s lives for the future.”
To do that, Ireland must keep listening, keep acting, and above all, keep moving forward.
WA’s Personal Assistant services and Day Services focus on independence, whatever that looks like for the person.
PanPan Watch
The PanPan Watch is a revolutionary smartwatch that has been designed to provide quick and easy access to 24/7 support services in any situation. Whether it’s a fall, a medical emergency, or a dangerous situation, the PanPan Watch makes it easy to call for assistance.
It’s a Automated Fall Detection perfect solution for older adults, people with mobility issues, remote workers and anyone who wants to have peace of mind knowing that help is just a button press away.
The PanPan Kids Smartwatch is designed specifically with kids’ safety and parents’ peace of mind in mind! It’s the ideal solution for families who want a safe, easy-to-use device that keeps kids connected and secure without the need for a mobile phone.
PanPan Smartwatch is designed to set peace of mind for the user and their families. It works with a monitoring
platform for emergency reaction and a mobile app for family members to be informed. It has an intuitive user interaction with a single button.
Whether they’re at school, playing in the neighbourhood, or on a day out, the PanPan Kids Smartwatch offers a simple way for kids to reach you or get help in any situation.
PanPan Kids Smartwatch Key Features
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Key Features
• One button emergency call
• Two-way phone call
• Automated Fall Detection
• Live locations, location lookup, safe zone
EMERGENCY RESPONSE OFFERS SOLUTIONS TO
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If you are living alone or have an illness or disability you may benefit from a Lifeline Alarm from Tunstall Emergency Response which allows you to call for help from anywhere in your home, at any time.
The alarms are linked to our monitoring centre. When an alert is raised by any piece of equipment in your home our operators will be notified immediately. They will assess the situation and will contact your family or carer to check on you if necessary. If your nominated person is not available, or if your situation is more serious, the centre staff will contact the emergency services.
THE DEVICES AVAILABLE INCLUDE:
• Environmental sensors monitoring for smoke, carbon monoxide, temperature
• extremes and Flooding.
• Fall detectors to alert the monitoring centre if you fall.
• Pendant and bogus caller alarms so you can call for help when you are anxious.
• Door entry/exit sensors for people who are inclined to wander.
• Medication dispensers to remind you to take your medicine.
For More Information on the devices mentioned above, or any other questions, please call the Telecare Support Team on 0818 999 247 Option 1 for Sales or visit www.tunstallemergencyresponse.ie
Neurodiversity and Cognitive Health in Ireland
Neurodiversity and cognitive health are moving from the margins of awareness in Ireland to the mainstream. Autism, ADHD, and dementia - conditions that have historically been much misunderstood, and under-discussed - now command attention in schools, workplaces and the corridors of government.
An ageing population, rising diagnosis rates and an increasing push for more inclusive public spaces have resulted in Ireland undergoing a quiet revolution in how it approaches cognitive difference.
A great leap forward in understanding has been achieved with the adoption of the term ‘neurodiversity’, which recognises that differences like ADHD and autism are simply natural variations of the human brain. Meanwhile, the term ‘cognitive health’ encompasses conditions like dementia, which impact memory, reasoning and communicative abilities, particularly in ageing adults. These two categories, whilst different in nature, intersect in public policy, education, healthcare and social inclusion. Significant progress has been made in Ireland’s response to the evolving needs of neurodivergent individuals and those suffering from cognitive health issues, but further progress is needed to achieve the best outcomes for all.
Autism and ADHD
There has been a surge in diagnoses of autism and ADHD in Ireland in recent years. The National Council for Special Education reported in 2022 that around 3.4% of school-aged children are now identified as being on the autism spectrum - a sharp increase from the 1.6% recorded just four years prior. ADHD is also seeing a rise in diagnoses, particularly amongst adults seeking assessment for the first time.
The fact that autism and ADHD have gone from little-known terms to being widely recognised is not just a result of increased diagnoses; it also reflects a cultural shift in Ireland. More people are becoming aware of neurodiversity as a natural human variation, rather than simply a medical condition. Increased understanding has been encouraged by greater media attention and advocacy from organisations like AsIAm and ADHD Ireland.
There is, however, a gulf between awareness and increased support for neurodivergent people.
Expanding Needs and Education Challenges
The Department of Education reported a total of 3,335 special classes, comprising 2,338 at the primary level and 997 at the post-primary level, in the 2024/25 academic year. Additionally, 399 more special classes were planned for the 2025/2026 academic year, with a significant number catering to students with autism. Despite this increasing level of support, many parents report difficulties in attaining timely assessments or securing appropriate school places. According to advocacy groups, children can wait years for speech and language therapy or psychological evaluations, often requiring families to turn to costly private services.
Support for children with ADHD is also inconsistent. Many children experience long delays before receiving support due to ADHD being managed through Child and Adolescent Mental Health Services (CAMHS), which prioritises acute psychiatric needs. A gap in teacher training is also evident, with many teachers reporting they feel underprepared to support children with ADHD when they may struggle with impulsivity, focus or regulating their emotions.
The National Council for Special Education reported in 2022 that around 3.4% of school-aged children are now identified as being on the autism spectrum - a sharp increase from the 1.6% recorded just four years prior.
process. The long-term goal is to increase the representation of people with disabilities and neurodiversity in public-facing roles, helping to normalise diversity and foster understanding within government services.
A Crisis in Adult ADHD
For decades, ADHD has been viewed as a childhood condition. That view is changing as it’s recognised that ADHD often continues into adulthood and negatively impacts relationships, mental health and job performance. In Ireland, adult ADHD clinics didn’t emerge until 2021 and are already overwhelmed.
ADHD Ireland reports that less than 10% of adults with ADHD in Ireland are currently receiving treatment, even though around 2.5% of the adult population has the condition. Many adults with ADHD wait years for an official diagnosis, which is the gateway for support, and during the wait, may face anxiety, depression and substance misuse without understanding the root cause. Advocates are calling for improved detection and management in primary care through better training and awareness, as well as the rollout of more adult ADHD clinics.
Dementia and an Ageing Irish Society
There is a growing swell of advocacy amongst educators and parents for more inclusive mainstream classrooms where, with appropriate support, children with ADHD and autism can learn together with those who are not neurodivergent.
Employment and Acceptance
Once out of the education system, the world of work represents a whole new set of challenges for neurodivergent people. A survey conducted by AsIAm in 2023 highlighted that 80% of autistic respondents would prefer to be open about their neurodiversity at work, but fear of misunderstanding, prejudice or being overlooked for promotion caused many not to disclose their condition to their employer.
However, initiatives like the WAM (Willing, Able, Mentoring) programme by AHEAD and Specialisterne Ireland’s job placement schemes are connecting neurodivergent job seekers with employers who are willing to offer structured support and flexible working conditions. These initiatives have found that job satisfaction and retention can be significantly improved through the application of simple adjustments, such as providing quiet workspaces, offering flexible scheduling, and providing clear, unambiguous written instructions.
In the public sector, the Public Appointments Service is actively working to make its selection process more inclusive by making reasonable accommodations during the recruitment
Like many European countries, Ireland is grappling with a growing dementia crisis. It’s estimated that around 64,000 people are currently living with dementia in Ireland; a figure that’s projected to grow to 150,000 by 2045. A combination of increased life expectancy and a rising population of older adults is set to make dementia one of the country’s most critical health issues.
Support and Services
The HSE’s Model of Care for Dementia in Ireland, published in 2023, lays out a roadmap for delivering comprehensive and person-centred support. Key to the model is the ethos that timely diagnosis, community-based care, and coordinated support across services are critical for people living with dementia to have an improved quality of life.
The Alzheimer’s Society of Ireland reports that, as of 2024, 29 Dementia Advisors are operating across the country, but the demand for their services is escalating rapidly year-on-year. In addition, Ireland has 17 Memory Clinics. These services provide a lifeline for sufferers of dementia and their families, navigating through the often complex journey from diagnosis to home support and care planning.
Government funding for home support has increased significantly, with the Department of Health reporting that in 2024, over 22 million hours of care were delivered to more than 70,000 people, with 18% dedicated explicitly to dementia support. The HSE exceeded its target for home support hours, providing
22 million hours to 54,100 people at any given time, which equates to over 70,000 people receiving support throughout the year. In addition, over 50 dementia dedicated day centres offer daytime programmes and respite for carers. Sufferers in rural areas are also benefiting from the Day Care at Home service, which was piloted during the COVID-19 pandemic and has been rolled out in areas underserved by other support.
Increased Support for Carers
It is widely recognised that the bulk of care for people with dementia comes from within the family, and their needs must be addressed for them to continue to provide this care. This year has seen some policy changes implemented, which will increase the Carer’s Allowance weekly income disregard to €625 for single carers and €1,250 for those with a spouse or partner, effective from July. Additionally, the Carer’s Support Grant will increase by €150 to €2,000 in June.
However, there is still work to be done in policy around dementia, with advocates calling for a review and update of the 2014 National Dementia Strategy. Whilst the 2023 Irish Model of Care for Dementia has filled some of the gaps, there are voices across the board that argue that a revised strategy is essential for long-term planning and that investment in clinical infrastructure and training will be critical to deliver the new therapies and treatments for early Alzheimer’s that are emerging.
Policy Driving Change
Ireland’s first Autism Innovation Strategy, an 18-month action plan with over 80 commitments involving 11 government departments, was launched in 2024. The Strategy prioritises access to services, public education, improved data collection and inclusive communities.
The Strategy represents a shift towards action-focused policy making, which has clearly defined accountabilities and timelines. Critically, the Strategy was created with the input and involvement of autistic people and their families, and the advisory group overseeing implementation has a membership with a majority of people with lived experience.
Other policies in the pipeline include a new phase of the Comprehensive Employment Strategy for People with Disabilities and a successor to the National Disability Inclusion Strategy, which covered the period from 2017 to 2022. These initiatives have been galvanised by Ireland’s obligation under the UN Convention on the Rights of Persons with Disabilities to engage in inclusive policymaking.
Inclusive Design
Across Ireland, efforts are being made to make public spaces and services accessible to people with cognitive and sensory needs. For instance, government departments are introducing sensory rooms to Intreo offices to help clients with anxiety or autism.
Museums and cultural institutions are now offering exhibitions and performances tailored to neurodivergent visitors, whilst public libraries are increasingly offering sensoryfriendly hours.
Dublin Airport’s sensory room has proved very popular as a quiet environment for travellers who get overwhelmed by the hustle and bustle of busy terminals. Passengers on Irish Rail and Bus Éireann with non-visible disabilities can signal for additional support with the help of the Hidden Disabilities Sunflower Lanyard scheme.
A Responsibility for All
It is no longer the case that cognitive health and neurodiversity are niche issues. They touch every family and every community, and as Ireland moves forward, it is possible to create a genuinely inclusive society. That goal, however, will require all hands on deck and significant effort, as well as cultural change and investment.
Collectively, we need to listen to the voices of the neurodivergent, properly recognise and support the work of carers and continue adapting public services to meet diverse needs. It is also critical that inclusivity isn’t just a theoretical goal or something confined to pilot schemes, but a value that becomes embedded at the core of everything the country does.
There is much work to be done to achieve inclusivity in Ireland, but it is clear that the momentum and will are there.
One in five people in Ireland reports as having a disability.
Disability affects everyone. 56,000 will be diagnosed with a disability this year alone. Ireland is at the bottom of the EU league table in relation to
employment rates. The additional cost of disability is estimated to be between €8,700 to €12,300 a year.
DFI: A Voice for Every Disability
The Disability Federation of Ireland (DFI) is a pan-disability organisation, representing over 100 member organisations nationwide. From people with visible disabilities to those with invisible disabilities, such as mental health conditions, chronic illnesses, and neurodivergence, DFI ensures every voice is heard in shaping a more inclusive Ireland.
We like to think of DFI as a house with many rooms, each dedicated to a critical area of support for disabled people. In the Policy and Advocacy room, DFI engages with government, the Oireachtas, and national partners to influence legislation and secure the meaningful implementation of the UN Convention on the Rights of Persons with Disabilities (UN CRPD). In the Health and Social Care room, DFI works with health services and community providers to improve access, supports, and wellbeing. In the Community room, DFI empowers grassroots initiatives, selfadvocacy groups, and local projects that make inclusion real on the ground. Together, these rooms create a united home for all member organisations and the people they represent.
Policy work drives change. DFI produces in-depth analysis and contributes to national consultations, budget submissions, and parliamentary discussions. In 2024, DFI made over 20 formal policy submissions, highlighting urgent issues such as accessible housing, the cost of disability, and equitable health services. This work ensures that people with disabilities, especially those whose needs are less visible, are at the centre of decisions affecting their lives.
Health and social care are a priority. DFI works with health services, HSE programmes, and local providers to improve service access, advocate for community supports, and address barriers to wellbeing. From influencing national strategies to supporting local health initiatives, DFI ensures that mental health, chronic illness, and other invisible disabilities receive the attention they deserve alongside more visible conditions. Community engagement brings policy to life. Through
the Community Advocacy Programme, DFI helps members collaborate with local authorities on access audits, inclusive training, and strategy development. Projects such as the Wicklow Disability Inclusion Steering Committee (DISC) showcase how DFI transforms policy into tangible inclusion.
Self-advocacy empowers individuals. Since 2022, DFI has supported member organisations in establishing self-advocacy groups, giving people the tools to speak for themselves, influence decisions, and share their experiences publicly. In 2024, over 250 people with disabilities participated in DFI-led advocacy and media training, including many with invisible disabilities, ensuring these voices are heard nationally.
Disability equality training strengthens workplaces and services. Grounded in Article 27 of the UN CRPD, DFI delivered training to more than 1,200 frontline staff in 2024, promoting inclusive workplaces and services that recognize the full spectrum of disability.
As Ireland continues to develop policies affecting disabled people, DFI ensures that people with disabilities and their representative organisations remain central to decisionmaking. A member sums it up: “DFI unites so many voices. It is powerful to have service providers and disabled people working together.”
With its inclusive approach, national reach, and commitment to all disabilities, visible and invisible, DFI continues to stand at the centre of Ireland’s drive for equality and inclusion.
For more on DFI’s work, visit www.disability-federation.ie
Bridging the gap in brain injury rehabilitation
Why investment in community-based neurorehabilitation is essential to deliver on Ireland’s health and disability commitments.
Every day in Ireland, 52 people acquire a brain injury. That’s over 19,000 individuals each year – the result of stroke, falls, assaults and road traffic collisions, among many other causes. A brain injury is sudden, often life-changing and lifelong. Its impacts can be devastating, not only for the survivor but also for their family. Many of these effects – fatigue, memory problems, emotional and behavioural changes, difficulty with planning or communication –are invisible, but they profoundly alter how a person lives, works, and relates to others.
Thanks to advances in acute medical care, more lives are being saved after brain injury. Yet once a person leaves hospital, the pathway to recovery becomes fragmented. Communitybased neurorehabilitation – the specialist support that helps people relearn skills, adapt to their new reality and rebuild their independence close to home – remains underfunded, unevenly distributed, and in many places, non-existent. Without it, survivors are left isolated, families are overwhelmed, and opportunities for meaningful recovery are lost.
Acquired Brain Injury Ireland (ABI Ireland) is working to change this. As the country’s leading provider of community-based neurorehabilitation, we deliver internationally accredited, clinicianled services to help survivors reclaim their lives. We support people in their own communities, in peer-led Clubhouses, assisted living residences with access to 24/7 rehabilitation expertise, and through programmes that enable them to return to education or employment. We also harness digital assistive technology to
help people achieve their goals, while offering vital training and support to families and carers. Every day, we see survivors move from dependence to independence, from despair to hope, and from simply surviving to living a life of purpose.
But there are still major gaps. Too many survivors are discharged from hospital without the information or support they need. Service provision remains a postcode lottery. There is no dedicated support in the community for those under 18 or over 65. In the absence of more appropriate options, far too many young brain injury survivors are placed in nursing homes for older people, where their rehabilitation stalls and their potential is forgotten.
We believe Ireland can do better. In budget 2026, ABI Ireland is calling for government investment of €2 million annually to establish a national brain injury case management service. This would help to bridge the critical gap between hospital and home, ensuring survivors get the rehabilitation and supports they need.
We welcome the State’s commitment in the Programme for Government to invest in community-based neurorehabilitation, in line with the UN Convention on the Rights of Persons with Disabilities. With our strong vision, specialist expertise and proven approach, ABI Ireland stands ready to work with all our partners – including our colleagues in the HSE and the Department of Children, Disability and Equality – to deliver equitable, personcentred neurorehabilitation. Together, we can ensure that every brain injury survivor in Ireland has the chance to rebuild their life.
Dr Karen Foley, Chief Executive, Acquired Brain Injury Ireland.
Domnick Walsh Photography
The Future of ADHD Support
Ireland’s health service is moving from strategy to delivery. With six Health Regions established and a new HSE Corporate Plan 2025–2027 prioritising access, equity and value, the focus now is on translating policy into measurable improvements for patients and staff. ADHD Now was built for this moment; they provide consultant-led ADHD assessment and post-diagnostic support that integrates with public pathways and adds targeted capacity.
The National Service Plan (NSP) 2025 frames the system’s annual commitments as reducing waits, improving outcomes, and shifting more care closer to home. The ADHD Now model supports that shift. The organisation offers triage, structured assessment protocols, clear eligibility criteria, and diagnostic reports written to be actionable for workplaces, colleges and public bodies. Where indicated, ADHD Now delivers post-diagnostic support and collaborate with community teams, so outcomes are sustained.
ADHD Now as a service was developed from CEO Matthew Gavin’s life changing experience of receiving his own ADHD diagnosis. Following that experience he asked a practical question: how do we shorten the path from first concern to sustained support for others? Too many people were waiting too long, families and workplaces were unsure how to help, and clinical teams were carrying the burden of repeat presentations. ADHD Now set out to design a reliable, consultant-led pathway so people are understood and receive the appropriate support sooner.
services. Where regional bottlenecks persist, ADHD Now provide capacity for timely initiatives and then sustain to protect frontline teams. The service blends virtual access with targeted clinics, enabling reach in both urban hubs and harder to serve geographies.
ADHD Now built the service around clinical excellence and operational discipline. They have iterated the pathway, invested in infrastructure, and added structured post-diagnostic supports including psychoeducation for individuals and families, skills-based coaching (organisation, time management, emotional regulation), and clear signposting to community, education and workplace resources.
Recent Dáil questions continue to highlight pressures in children and young people’s mental health. The organisation’s operational design is to convert referrals into completed assessments, and completed assessments into supported plans, minimising rework and unplanned returns to already stretched
The organisation’s multidisciplinary team is consultant-led and purpose built for ADHD across the lifespan. Adult and child & adolescent consultant psychiatrists are supported by clinical psychologists, advanced nurse practitioners, clinical nurse specialists, mental health and psychiatric nurses, psychotherapists, and specialist care coordinators. With a delivery footprint that blends virtual access with targeted clinics, allowing direct capacity to the regional pressure points.
If a Region, directorate or agency is planning a focused initiative on ADHD or continuity of care for ADHD patient cohorts, ADHD Now are ready to support with interventions aligned to your needs.
Matthew Gavin, CEO ADHD Now.
A Place Called Home
Founded in 2011 by a group of parents and young autistic adults, Galway Autism Partnership has grown from grassroots beginnings into a cornerstone of autism support in the west, and offers vital services, awareness programmes and advocacy to hundreds of families navigating a challenging system.
When a group of parents and young autistic adults gathered in Galway in 2011, they were united by frustration and hope in equal measure. Services for people with autism were patchy while information was scarce, and families were too often left to fend for themselves.
When a diagnosis was received by a family or individual recalls Máire Bríd Ní Chonghaile, General Manager of Galway Autism Partnership (GAP), “One person might be told, ‘you need to do a bit of research,’ or be given a link to research or to read. It caused a great deal of stress for families.” It also added more to already long to do lists for many.
That frustration planted the seed of what would become GAP – a grassroots organisation committed to bridging the gap in autism supports, creating a sense of community, and ensuring that families would never again feel isolated or alone.
“Like so many wonderful things, it was born out of a group of parents and young autistic individuals coming together,” Ní Chonghaile explains. “At the time, autism was still something
relatively new in public understanding, and people were hitting barrier after barrier – lack of information, lack of knowledge, lack of services, lack of timely, adequate supports. So, GAP started out simply as peer support. That was the grassroots and the background to the foundation of the organisation.”
The Evolution of GAP
In the early days, GAP was a circle of parents meeting over tea and an active Viber group – “The most prevalent communication and messaging tool before the advent of WhatsApp,” Ní Chonghaile explains. But it grew quickly, buoyed by what she describes as “A lot of strong personalities, parents advocating for their children, and autistic adults who knew the direction they needed to take to gain supports.”
The turning point came with the acquisition of premises in Laurel Park, Newcastle. GAP House, as it is now known, is a quiet, homely base just five minutes from Galway city
Outside schools, GAP
works with employers and community organisations
to create autism-friendly environments. This includes everything from practical tips on lighting and noise, to training staff to be aware of sensory sensitivities.
centre. “We were very lucky finding this premises because it’s something that can be tricky for an organisation, finding a premises that’s going to suit, especially if you’re dealing with disability and you’re dealing with autism. You’re looking for something that’s quite unique and that ticks a lot of boxes,” says Ní Chonghaile.
“It’s a house, with office space, outdoor play areas, a sensory room, a sensory garden and recently wheelchair access. The quiet location is perfect because the world is not typically
it’s not an easy thing to set up a charity and you have to have the right people and the right mix of ingredients,”
designed for autistic people – it’s loud, it’s bright. Having ear defenders, sensory spaces, and calm environments makes the difference between someone having a positive experience at GAP House or not wanting to come back.”
The premises allowed GAP to expand its services, secure charitable status, and build relationships with the HSE and other key partners. “Moving from being a group of parents to becoming a registered charity and linking in with the HSE – those were huge milestones, and vitally important because it’s not an easy thing to set up a charity and you have to have the right people and the right mix of ingredients,” Ní Chonghaile remarks.
Despite its growth, GAP’s ethos remains firmly rooted in the needs of families. “Once you’ve met one autistic person, you’ve met one autistic person and their family,” Ní Chonghaile notes. “Every individual and every family have unique needs. Our aim is to listen, to support where and how we can, and to make sure we don’t overstretch ourselves. We focus on doing what we do well.”
The organisation’s mission centres on three pillars: camps and clubs for all ages, therapeutic supports, and well-being initiatives. Together, these offer lifelines to families navigating what Ní Chonghaile delicately describes as “a challenging, difficult-to-navigate system.”
Summer and school break times are the busiest periods at GAP. For many autistic children, mainstream summer camps are often not an option. “They can’t sign up for a typical rugby camp or a ballet camp,” Ní Chonghaile says. “We’re the bread and butter in Galway when it comes to camps and clubs for many autistic children.”
GAP runs up to four camps a day during summer and midterm periods, with group sizes carefully limited to ensure adequate support. Activities range from art and gaming to sensory play, movie nights, and outings for teens and adults. For those with higher support needs, GAP House itself becomes a safe space where participants can engage – or simply spend time in the sensory room, play rooms or outdoor areas with a trusted facilitator.
Teenagers and adults are also catered for, with hangouts, life skills programmes, and social events. “An autistic child becomes an autistic teen and then becomes an autistic adult,” Ní Chonghaile emphasises. “It was important to dispel the idea that GAP was just for children.”
Beyond recreation, GAP provides psychotherapy through two on-site therapists, offering one-to-one sessions as well as group supports for parents. “Our psychotherapeutic support has been described as a game-changer,” Ní Chonghaile says. “Parents are dealing with school refusals, anxiety, and the pressures that ripple through the whole family. Having someone to guide them makes a tangible difference.”
There are yoga and mindfulness sessions for parents and
guardians, now extended to teens who expressed interest. “It might sound small,” she adds, “but it’s huge – a moment of breathing space for families who rarely get any.”
‘What is Unique is Wonderful’
One of GAP’s most cherished programmes is its school-based awareness campaign, Autism: What is Unique is Wonderful. Delivered to pupils as young as senior infants, the initiative introduces children to the concept of autism in an accessible, age-appropriate way.
“It’s not technical or heavy,” explains Ní Chonghaile. “We explain what autism is, what challenges someone might face, and what classmates can do to help. You can see the penny drop with children: ‘oh, maybe that’s why my classmate behaves that way.’ And then we talk about kindness. If you’re unsure about something, ask. Any question asked in the right spirit is okay by me.”
Starting young, she says, is crucial. “The younger the mind, the more open it is. It normalises inclusion instead of creating an ‘us versus them’ dynamic.”
Outside schools, GAP works with employers and community organisations to create autism-friendly environments. This
includes everything from practical tips on lighting and noise, to training staff to be aware of sensory sensitivities.
“It’s not a monumental thing,” Ní Chonghaile stresses. “Small adjustments – like turning off music, creating quiet spaces, or avoiding strong perfumes in interviews – can transform someone’s day. Employers are surprised at how simple it can be.”
She points to partnerships with local businesses, insurers, and the University of Galway, where GAP has helped establish quiet zones for autistic students during exams and large events. SuperValu’s designated quiet shopping hours are another example. “It shows society is moving forward,” Ní Chonghaile says. “Awareness normalises the conversation.”
Funding Challenge
For all its success, GAP faces constant financial pressure. The organisation receives Section 39 funding but must reapply annually and this is supplemented by donations and fundraising partnerships.
“Our psychotherapeutic support has been described as a game-changer,” Ní Chonghaile says. “Parents are dealing with school refusals, anxiety, and the pressures that ripple through the whole family. Having someone to guide them makes a tangible difference.”
“Funding is always on my radar,” says Ní Chonghaile. “We’ve been lucky with support from groups like the Students’ Union and Boston Scientific. But you’re never guaranteed to be chosen again. That uncertainty can be stressful. You can only provide support with what you have.”
The reality is that demand often outstrips resources. “We get calls from parents in Athenry or Connemara saying, ‘GAP House sounds wonderful, but how can we get to Laurel Park in Galway traffic (to attend an activity at 5PM on a Friday)?’ We’d love to expand, to have hubs across the county, but right now we focus on consolidating what we do best.”
Despite these challenges, GAP continues to grow. Recently it expanded services to Spiddal, running camps and well-being programmes closer to families in Connemara and the Aran Islands. “I’m from the islands myself,” Ní Chonghaile says. “People always said, ‘just hop on the ferry.’ But in November, when the weather is rough, it’s not that simple. Bringing services closer to those families matters, its vitally important.”
Her long-term vision is clear. “If money were no object, I’d love to guarantee parents that the therapies and supports they have today will be there again next year. I’d love to expand so that instead of supporting 1,000 families, we could support 6,000. What we do is tangible, it’s real, and we see the difference it makes. I just want to be safe in the knowledge we can continue doing it.”
Fourteen years on from its beginnings, Galway Autism Partnership is proof of what determined families can achieve. From tea around a kitchen table to a house filled with sensory rooms, therapy, laughter, and respite, GAP has grown into a cornerstone of autism support in the west.
“The world isn’t always built for autistic people,” Ní Chonghaile reflects. “But here in GAP House, and through our work in schools, businesses, and communities, we can create little pockets of understanding. And those little changes – a quiet room, a kind word, a listening ear – can make the world of difference.”
GALWAY AUTISM PARTNERSHIP
CLUBS AND CAMPS:
Club and Camp activities are delivered all year around at GAP. During school term time, evening and weekend activities take place, including art, Tween and Teen Hang Outs, outings, baking, gaming, and lots more. Summer and Midterm breaks see GAP running up to 20 activities over the course of the week. As far as we can, we provide activities for all age groups. GAP believe in supporting the family as far as possible, we deliver Sibshops workshops throughout the year.
GAP HERE TO SUPPORT AND LISTEN
At GAP we are aware that every individual and every family are having a different experience and on a different journey. If you need some general direction or further information about what we offer or how we can support please reach out to us and we will do our best to support you.
For more info about clubs contact: clubs@galwayautismpartnership.com
WELLBEING SUPPORTS:
In recent years, we have been fortunate enough to be in receipt of some funding which allows us to deliver wellbeing initiatives to parents and guardians. At different locations in Galway City and County, GAP hosts opportunities to engage in self-care sessions including back, neck and shoulder, or Indian Head massages. GAP also host end of week breathing and gentle movement, focusing on stretching and flexing, followed by coffee and catch-up for all in attendance.
THERAPEUTIC SUPPORTS AT GAP:
At GAP we offer therapeutic supports across the ages. We have two psychotherapists in-house who work with individuals and families. Support groups and workshops are also delivered by GAP. In recent years we have added Music and Art therapies for groups and individuals.
DAA: Building Ireland’s Aviation Future
Eighty-five years since its first flight, DAA is looking skyward, celebrating its legacy while driving forward with bold expansion, sustainability, and community care at its core.
Since its first commercial flight from Dublin to Liverpool in 1940, DAA reflects on a legacy of global connection and a bold vision for the future. From the bustling terminals of Dublin and Cork to its operations across 13 countries, the airport group is not only celebrating the past but actively charting a new course, one that aims to combine ambitious growth with sustainable practices and local responsibility.
DAA’s remit has grown far beyond Irish shores, with three core pillars: managing Dublin and Cork airports, running international retail through Aer Rianta International (ARI), and consulting via DAA International. The group now facilitates tens of millions of passenger journeys annually. In 2024 alone, 37.7 million passengers passed through Dublin and Cork, underscoring DAA’s central role in Ireland’s connectivity and economy. Yet despite this global footprint, DAA remains grounded in its Irish roots. “We’re enabling business and connecting lives,” says Group CEO Kenny Jacobs. “And that starts at home.”
Cork: Ireland’s Fastest-Rising Airport
Cork Airport has emerged as a standout success story. Posting record-breaking growth and connecting to 56 routes across 14 countries, it has cemented its status as Ireland’s fastestgrowing airport. Passenger numbers rose by 10% in March 2025 compared to the previous year, and a €200 million development programme is now underway.
New plans include a pier expansion, a larger car park, enhanced security, and a solar farm. With a projected increase from 3.1 million to over five million annual passengers, sustainability will be key. Already, Cork Airport has upgraded its ground fleet with electric vehicles, added EV charging points, and improved waste management systems.
“Our vision for Cork is clear,” says Jacobs. “We’re investing in capacity, service and sustainability, ensuring that the airport plays a bigger role in tourism, trade and regional development.”
Turbulence Ahead
While Cork soars, Dublin faces turbulence, not from weather or traffic, but from bureaucratic constraints. The airport’s current annual passenger cap of 32 million, combined with strict nighttime movement limits, has sparked fierce debate.
“March was another month where demand outpaced what we’re allowed to deliver,” says Jacobs. Despite clear demand from airlines and passengers, Dublin’s growth is held back by a regulatory ceiling that industry leaders say is costing Ireland dearly.
Dublin Airport supports over 116,000 jobs and contributes €10 billion in gross value added to the Irish economy. The cap, critics argue, stifles growth at Ireland’s most vital transport hub and threatens its position as a transatlantic gateway.
Aer Lingus CEO Lynne Embleton has called the nighttime restrictions “madness,” warning that caps on aircraft movements risk diverting traffic to competing hubs like Heathrow and Paris. “Around 20 to 30 percent of our North American passengers connect through Dublin,” she notes. “We need flexibility, especially for early morning departures.”
In response, DAA is advancing two major applications. The first, a ‘no build’ operational application, seeks permission to raise the passenger cap to 36 million using existing infrastructure. The second, far more ambitious, is a €2.4 billion Infrastructure Application to increase capacity to 40 million and fund major new developments.
These include new aircraft piers, expanded pre-clearance
facilities, and long-term plans for a third terminal and a western campus cargo hub. Fingal County Council is expected to rule on the application by the end of 2025.
Notably, recent decisions on night-time operations have provided some clarity. An Coimisiún Pleanála approved extended operating hours for Dublin’s north runway, now usable from 6am to midnight. However, a cap of 35,672 flight movements between 11pm and 7am remains contentious, especially given airlines’ desire for a stronger early morning window.
Community Impact
For nearby residents, growth comes at a cost. Groups like the St Margaret’s The Ward Residents’ Association have raised serious concerns about noise pollution and sleep disruption from altered flight paths. “This is not just inconvenient, it’s a direct attack on our health,” said spokesperson Niamh Maher.
In response, DAA has expanded its sound insulation grant scheme to offer €30,000 per eligible home, up from €20,000. A voluntary home buyout programme has also begun, with seven properties already purchased.
“We’ve focused on homes and schools, and we’re phasing out the noisiest aircraft,” says Jacobs. “By summer, 49% of aircraft using Dublin will be newer, quieter and greener.”
The company’s Community Engagement team made 120 visits last year, and through its €10 million Community Fund, over €2.75 million has been allocated to local projects since 2017.
A Better Passenger Experience
In tandem with infrastructure growth, DAA is investing in smoother, more enjoyable passenger experiences. In summer 2025, Dublin Airport added 700 new terminal seats, with another 1,000 on the way. Improvements include better accessibility, children’s play areas, teen gaming trials, and revamped retail and dining, including Pret A Manger, Arthur Guinness Bar and The Garden Terrace.
A new sensory room is winning praise from parents of children with specific needs, while musical performances at departure gates are becoming a hit with travellers. In addition, a redesigned app will allow passengers to input their gate number and receive walking directions, as DAA trials reducing tannoy announcements for a calmer terminal experience.
In addition sustainability is central to DAA’s long-term vision. The company invested €230 million across the group in 2024 alone, and sustainability will account for €400 million of the upcoming €2.5 billion infrastructure plan.
Solar farms in Dublin and Cork, new geothermal
initiatives, and greener aircraft incentives are just part of the plan. “It’s not just about growing bigger, it’s about growing responsibly,” says Jacobs.
Future Outlook
DAA’s financials are strong, with 2024 group revenue expected to exceed €1.1 billion and net debt reduced to under €700 million. “Our success reflects the hard work of staff across both airports,” says Jacobs. “We’re driven by passengers; we love travel, and we love people who travel.”
The outlook is positive, even as Dublin’s constraints create friction. Political support is growing, with Ireland’s new Programme for Government pledging to work with stakeholders to lift the cap and speed up infrastructure development.
“We want to lead the way, not lag behind,” Jacobs insists. And with a resilient team, strong public backing, and a bold strategy for sustainable growth, DAA seems well positioned to do just that.
GROWTH VS. COMMUNITY — KEY ISSUES AT A GLANCE
Passenger Growth: Dublin is limited to 32 million passengers per year; DAA is seeking to raise this to 40 million.
Night Flight Restrictions: Current cap allows up to 95 movements per night, with quota limits based on actual noise output.
Resident Concerns: Sleep disruption, health concerns, and flight paths over populated areas remain major issues.
Community Support: DAA has provided insulation grants of €30,000 per home and launched a voluntary home buyout scheme.
Cork Expansion: A €200 million programme supports regional growth, sustainability, and passenger capacity targets over 5 million annually.
Financial Stability: DAA posted over €1.1 billion in group revenue in 2024 and continues to invest in both airports.
Carlow Concrete and Dublin Airport
As Dublin Airport celebrates its 85th anniversary, it stands as a testament to Ireland’s connection to the world - a hub of trade, tourism, and progress. But behind the runways, terminals, and control towers lies a hidden layer of infrastructure that ensures the airport can thrive and grow sustainably for decades to come.
One of the key players in delivering this unseen but vital infrastructure is Carlow Concrete, Ireland’s market leader in precast stormwater attenuation and treatment tanks. Since 2018, the company has been at the heart of Dublin Airport’s major construction and expansion programmes, supplying systems that safeguard the airport against flooding, strengthen resilience, and ensure compliance with the most demanding international standards.
Engineering for Resilience at Dublin Airport
Airports are among the most complex environments in which to build. High volumes of traffic, strict regulatory oversight, and the need to keep operations running 24/7 mean only proven, reliable solutions will do.
Carlow Concrete’s flagship Carlow Tank has provided
exactly that. Designed to restrict stormwater runoff to “greenfield” levels, the tanks protect against flooding while delivering exceptional durability. Offering a design life of over 120 years, full compliance with BS8007, Eurocode II, and coupled with rapid installation capabilities, the Carlow Tank has become a trusted solution for projects where performance cannot be compromised.
At Dublin Airport, these systems have been deployed in heavily trafficked areas, beneath carparks and service roads, proving their strength and adaptability under the most demanding conditions.
Breaking Records and Building Icons
Carlow Concrete’s expertise extends far beyond Ireland’s borders. The company holds the record for the largest precast concrete tank in Europe, delivered in the Lake District for United Utilities. This engineering feat demonstrates the company’s ability to deliver not just at scale, but with precision, efficiency, and innovation.
Meanwhile, Carlow Concrete is playing a role in some of Europe’s most ambitious infrastructure projects. From missioncritical data centres that power the digital economy, to the UK’s HS2 high-speed rail programme, one of the largest engineering projects in Europe, Carlow Concrete’s solutions are helping to shape the continent’s future.
Innovation Recognised
Such achievements have not gone unnoticed. Carlow Concrete is a multi-award-winning company, recognised across the industry for its commitment to design excellence, sustainability, and engineering innovation. Each project benefits from a highly
skilled in-house design team, advanced modelling software, and a rigorous quality control process that ensures every unit leaving the Carlow facility meets the highest possible standards.
Building for the Future
Dublin Airport’s 85th anniversary is not only a milestone of the past but a symbol of the future. With expansion works ongoing and passenger numbers set to rise, resilient and sustainable infrastructure has never been more important.
Carlow Concrete is proud to contribute to this legacy. By delivering innovative solutions at Dublin Airport - and on record-breaking projects across Europe - the company is helping to build the infrastructure that keeps people moving, economies growing, and communities connected.
Carlow Concrete – Building with strength, precision, and vision. www.carlowconcrete.com
Aircoach: At the Heart of Irish Transport
When it comes to modern, reliable and affordable coach travel in Ireland, one name consistently leads the way: Aircoach.
With its signature sleek blue coaches, a familiar sight across the country, Aircoach has become more than just a transport provider, it’s a vital connector of cities, airports and communities across the island of Ireland and a brand known for customer focus, innovation and reliability.
A Quarter Century of Connection
Founded in 1999, Aircoach has spent over 25 years transforming the way people travel across the island of Ireland. From early morning airport runs to daily commutes, student weekends home to group getaways, Aircoach is the go-to choice for more than 2 million passengers every year. Its secret? A simple, unwavering promise: to provide reliable, comfortable and accessible travel. That promise has helped Aircoach grow from a newcomer in 1999 to a national transport icon today, and it’s just getting started.
More Than Just a Bus
Aircoach’s expansive network connects key Irish destinations including Dubin Airport, Dublin City, South County Dublin, Cork, Belfast and Derry, with high-frequency services tailored to the needs of today’s savvy traveller. Whether it’s a dawn departure or a late-night return, Aircoach’s customer-led timetables make travel seamless for domestic and international passengers alike.
But it’s not just about where Aircoach goes, it’s how you get there. Comfort is standard. Free high-speed WIFI, USB charging ports, air conditioning, and reclining seats all ensure a stress-free journey. Recent fleet upgrades, such as the new fleet of coaches on the 705X Derry/Belfast to Dublin route, include modern interiors, onboard toilets, and enhanced seating, all part of Aircoach’s ongoing commitment to provide a premium service at an affordable price.
Powered by People
Behind the wheel and behind the scenes, Aircoach is driven by its people. With over 200 dedicated employees, including expertly trained drivers and customer service agents located at Dublin Airport and Cork, the company puts human connection at the heart of everything it does. Aircoach is frequently commended for its friendly, professional service, a testament to a culture that values not just the journey, but the experience. With a current Trustpilot score of 4.3, their customer reviews validate their focus on delivering excellence. Kim Swan, Managing Director of Aircoach commented, “our brilliant team of people work tirelessly every day to ensure our operation and support functions provide the level of service that our customers need and expect. Our people are at the heart of everything we achieve.”
A Future on the Move
Looking ahead, Aircoach is full steam ahead on innovation. In 2025 so far, it introduced new fleet vehicles, new ticket options, expanded payment systems, and a refreshed digital booking experience. It also launched its Train to Plane initiative, a partnership with Iarnród Éireann that enables seamless airport access using rail and bus services to/from Pearse and Drumcondra stations, all on one ticket.
2025 has also seen the acquisition of Matthews Coach Hire Ltd by First Group PLC the parent company of Aircoach. Matthews is a well-respected Irish business operating six commercial routes connecting the growing commuter towns of Drogheda and Dundalk. Kim Swan, said “We were delighted to welcome the Matthews team into the First Bus fold, who will continue to provide a vital service for commuters in Louth and Meath.”
Sustainability will play a key role in Aircoach’s strategic roadmap as well as an ongoing investment in digital transformation and accessibility thereby future proofing its
service for the next generation of travellers and providing a best-in-class customer proposition.
Dublin Airport’s Long Serving Companion
As Dublin Airport welcomes over 32 million passengers each year and growing, reliable ground transportation is more important than ever, and Aircoach delivers. With 24/7 service, doorstep drop-offs, easy luggage handling and 24hr flexibility in case of delayed flights, Aircoach takes the hassle out of airport transfers. No parking stress. No taxi roulette. Just simple, stylish, stress-free travel.
From early flights and weekend city breaks to long-haul holidays and homecomings, Aircoach is an integral part of the Irish travel experience. As Dublin Airport marks another celebratory milestone, Aircoach is proud to be a key part of the journey, helping travellers stay connected to the moments and people that matter most.
So next time you’re planning a trip – sit back, relax, and let Aircoach take you there.
Travel direct to the doors of Terminal 1 and Terminal 2 in comfort and on time with Aircoach.
Ireland’s Bid for AI Leadership
Artificial intelligence is reshaping Ireland’s economy, public services and workplaces at unprecedented speed. With adoption now among the highest in Europe and a refreshed national strategy in place, Ireland is positioning itself as both a hub of innovation and a leader in responsible AI.
Ireland was one of the first European states to recognise the transformative potential of artificial intelligence and to put in place a coherent national strategy. Its first AI strategy, AI - Here for Good, launched in July 2021, set out a whole-of-government approach aimed at embedding AI in ways that were trustworthy, human-centred, and designed to deliver tangible benefits to society. The title was chosen deliberately: Ireland wanted to make it clear that AI would be a tool to “do good” rather than a force that might disrupt social cohesion.
AI Strategy
The 2021 strategy had three pillars. The first was enabling the adoption of AI across enterprise and public services, supported by investment in infrastructure and digital skills. The second was driving international leadership in AI ethics and trust and positioning Ireland as a champion of responsible technology. The third was building a robust ecosystem that could attract investment, talent, and innovation. This approach was underpinned by the belief that Ireland’s long-standing status as a European technology hub gave it both an obligation and an opportunity to lead in this field.
By late 2024, however, the rapid rise of generative AI models had changed the global landscape. The release of ChatGPT, followed by a wave of large language models and AI applications, transformed public awareness and business expectations almost overnight. Policymakers recognised that the pace of adoption required a refreshed strategy. In November 2024, the Government issued a Strategy Refresh, doubling down on trust and ethics while making significant additions: an AI regulatory sandbox, a national SME awareness campaign, and a safe experimentation space for civil and public servants. It also established a National AI Research Nexus to consolidate Ireland’s university-led strengths under one identity.
In May 2025, Government went further by announcing that the National Digital and AI Strategy would be fully updated before the end of the year. This update, to be informed by stakeholder consultation, is designed to accelerate adoption in enterprise and the public sector, expand digital upskilling, and strengthen Ireland’s role as an EU centre for digital and data regulation. Taoiseach Simon Harris underlined the scale of the ambition when he stated:
“Given the pace and scale of impact of AI and other new technologies, we need to significantly accelerate the digitalisation of enterprise, public services and the wider
economy as a whole. We will continue to build on Ireland’s long-standing reputation as a technology hub to become a vibrant location for AI innovation.”
The public sector has always been central to Ireland’s AI journey. It is not just about using AI in back-office functions, but also about ensuring public services can deliver better outcomes and keep pace with citizen expectations. Recognising this, in May 2025 the Government published Guidelines for the Responsible Use of AI in the Public Service. These guidelines are designed to empower civil and public servants to adopt AI safely and transparently.
The guidance is practical rather than abstract. It includes a Decision Framework for evaluating use cases, a Responsible AI Canvas that can be applied at the planning stage of any project, and an AI Lifecycle Guidance tool to ensure ongoing accountability. By firmly placing humans in the loop, the guidelines aim to safeguard public trust. They also mark a shift in tone: rather than warning about risks, they actively encourage public servants to experiment with AI within defined guardrails.
Minister for Enterprise, Trade and Employment Peter Burke:
“Updating
the Strategy reaffirms our strong ambition that Ireland not only keeps pace with digital transformation but leads it.”
This emphasis on experimentation reflects a wider acknowledgement that public trust in AI will not be secured through regulation alone. Citizens need to see how AI can improve everyday services—from healthcare diagnostics to local authority planning, from justice to transport management. The public sector therefore has the dual challenge of modernising its own services while also setting the standard for ethical, transparent adoption that the private sector can follow.
Unlocking Productivity
Ireland’s strategic objectives for AI are clear and consistent across the 2021 launch, the 2024 refresh, and the 2025 update. The overarching aim is to unlock productivity and address societal challenges through trustworthy, person-centred AI. The State has committed to ensuring that AI adoption supports rather than undermines human rights, fairness, and transparency.
Another core objective is skills and workforce readiness. The strategy emphasises the need to prepare Ireland’s people for the changes AI will bring to the workplace, whether that means reskilling workers, redesigning education programmes, or supporting lifelong learning.
The third objective is to position Ireland as a credible leader in AI governance. This includes implementing the EU’s AI Act effectively, playing an active role on the EU AI Board, and ensuring that companies based in Ireland can rely on clear, consistent regulatory guidance. The timing is fortuitous: the AI Act entered into force in August 2024, with phased obligations applying through to August 2027 - precisely the period during which Ireland will hold the EU Council Presidency.
The adoption story in Ireland over the past two years has been remarkable. According to the AI Economy in Ireland 2025 report from Trinity Business School and Microsoft, 91 per cent of
organisations are now using AI, up from just 49 per cent in 2024. This near doubling in a single year puts Ireland ahead of many European peers, after several years of lagging behind.
Economic Potential
The economic potential is vast. Trinity’s modelling suggests AI could add €250 billion to GDP by 2035, with a further €60 billion upside if adoption is widespread and policy supportive. Gross National Income could rise by at least €130 billion, and with optimal adoption could be €86 billion higher than a baseline scenario, lifting per-capita GNI to around €160,000 per person.
At the level of the individual workplace, adoption is also accelerating. Ibec’s 2025 survey found that 40 per cent of employees now use AI in their day-to-day work, up from 19 per cent the previous year. Three in four workers said AI allowed them to focus more on creative and interpersonal aspects of their role, while four in five reported productivity gains. Yet 83 per cent said they needed more training to use AI effectively. The story is therefore one of enthusiasm tempered by gaps in skills and organisational strategy.
The scale of the economic opportunity has been repeatedly emphasised by industry leaders. Catherine Doyle, General Manager of Microsoft Ireland, described AI as “a fundamental driver of economic growth” and argued that Ireland was “uniquely positioned to capitalise” given its ecosystem and workforce. The Expleo 2025 report painted a similar picture, noting that 98 per cent of Irish business leaders expect AI to transform their industry within three years, with one-in-five companies already creating new roles to manage AI adoption.
The workplace impacts are nuanced. On the one hand, AI promises efficiency, better time-to-market, and improved quality. On the other, it creates pressure for new governance frameworks, new job roles, and cultural adaptation. Organisations that treat AI as a bolt-on technology risk being left behind. As Dr Ashish Kumar Jha of Trinity Business School noted:
“AI adoption in Ireland has nearly doubled in the past year, but the challenge now is moving beyond experimentation to full-scale, strategic implementation.”
This transition will require not just capital investment but also new models of worker engagement, organisational design, and cultural readiness.
Despite rapid progress, adoption remains uneven. Only 8% of organisations have an AI-first strategy, meaning AI is embedded across all divisions. Around half still lack formal AI policies, and a significant number face what Trinity describes as a “shadow AI culture” where employees use consumer tools without enterprise oversight. This raises issues of data protection, bias, and security.
SMEs face particular barriers. While 63 per cent of multinationals use AI in some form, only 40 per cent of SMEs do. Just one in ten SMEs has an AI strategy. Cost, lack of expertise, and
uncertainty about return on investment are key obstacles. Without targeted support, there is a risk of a two-tier economy where larger firms accelerate ahead while SMEs struggle to keep pace.
The public sector also lags the private sector in adoption. Only half of public organisations report active use of AI, and fewer than 15 per cent use it in most decision-making roles. Formal AI policies are rare. Cultural readiness is also lower: while 70% of domestic firms feel ready for AI, fewer than half of public-sector organisations do. The new Responsible AI Guidelines are designed to change that trajectory, but implementation will be critical.
AI Talent and Training
Ireland’s talent base is often cited as one of its greatest assets. The country produces around 1,500 Masters graduates in AI and data-related disciplines each year, supported by Skillnet Ireland and third-level institutions. Between 2019 and 2023, Science Foundation Ireland’s Centres for Research Training produced more than 600 PhDs, doubling the number of doctoral graduates in AI-related fields.
Dedicated research centres such as ADAPT and Insight are internationally recognised and work closely with industry. ADAPT alone has generated over €1.1 billion in economic and societal impact. OpenAI’s decision to establish an office in Dublin in 2023 was partly driven by the “intoxicating” quality of local talent, according to its Chief Strategy Officer. Microsoft and Meta have voiced similar views, with Microsoft describing Ireland as being “on the world stage for artificial intelligence.”
At the same time, employers report persistent difficulties in recruiting AI-skilled staff. A Trinity survey found that fewer than 40 per cent of multinationals believe graduates are fully job-ready for AI roles. While multinationals find it easier to train existing staff, SMEs and the public sector struggle more. CIPD’s 2025 survey revealed that more than half of workplaces have no clear AI plan and two-thirds provide no training. Closing this gap will require investment not just in advanced degrees but in broad-based AI literacy across the workforce.
Ireland’s AI ecosystem stands out for both breadth and depth. Stanford University’s Global AI Vibrancy Tool ranks Ireland highly on a per-capita basis for research output, investment, and talent - demonstrating how a small country can punch above its weight in global terms.
The start-up ecosystem is thriving. An AWS study in 2025 found that 36 per cent of Irish start-ups place AI at the core of their business, compared with a European average of 29 per cent. An astonishing 94 per cent of these start-ups reported revenue gains directly attributable to AI. Success stories include Soapbox Labs, a spinout from Trinity College focused on voice technology for children, which was acquired by US edtech firm Curriculum Associates, and Voysis, an AI voice company acquired by Apple and integrated into Siri.
Multinational investment also provides a critical foundation. Ireland hosts AI and data analytics centres for companies ranging from Microsoft, Google and Meta to Intel, Mastercard, Fidelity, Boston Scientific and Ericsson. These facilities not only employ thousands but also serve as testbeds for new AI applications, giving Ireland early insight into global trends.
The university sector has played a pivotal role in this
ecosystem. For more than two decades, Ireland has invested heavily in data science and analytics research, long before the term AI became mainstream. The Insight Centre for Data Analytics, spanning multiple universities, is one of Europe’s largest research hubs. Leading academics such as Professor Alan Smeaton and Professor Lionel Briand have positioned Ireland as a thought leader in trustworthy AI.
The talent pipeline is also internationally recognised. Ireland was the first country to develop an industry-driven MSc in Artificial Intelligence. Its researchers now occupy senior roles in global companies, from Citi’s Global Head of AI Prag Sharma to Shutterstock’s Director of AI Alessandra Sala and Mastercard’s SVP of AI and Quantum Computing Steve Flinter. This diaspora of AI talent reflects the strength of Ireland’s academic foundations.
Together, these elements - startups, multinationals, research centres, and talent - make up a uniquely dense ecosystem. Small enough to foster collaboration, but large enough to support global-scale innovation, Ireland’s AI sector has the attributes needed to sustain long-term
Shaping AI in Europe
The next two years will be decisive. Ireland is set to hold the EU Council Presidency in the second half of 2026, just as the AI Act enters its most critical phases of implementation. Senior policymakers believe this offers Ireland an opportunity to shape not just national policy but the European approach to AI.
Barry Ward, Chair of the Oireachtas Committee on EU Affairs, summed up this ambition at a European Movement Ireland event:
“Ireland is uniquely placed to help lead this conversation and ensure AI development in Europe is ethical, innovative and inclusive.”
Minister for Enterprise, Trade and Employment Peter Burke has been equally clear that the updated National Strategy is about leadership:
“Updating the Strategy reaffirms our strong ambition that Ireland not only keeps pace with digital transformation but leads it.”
With ethics, trust and innovation at the centre, Ireland is positioning itself not just as a hub for AI investment but as a credible voice in shaping global norms. The challenge will be to turn strategy into sustained delivery, across enterprise, public services, and society.
Ireland has moved from setting out an ambitious vision in 2021 to delivering on it at pace in 2024 and 2025. Adoption is now widespread, the ecosystem is thriving, and the talent base is expanding. Yet challenges remain; SMEs lag behind multinationals, the public sector needs to build cultural readiness, and workplace training is still uneven.
If these gaps can be addressed - through whole-oforganisation strategies, worker engagement, SME supports, public-sector exemplars, and investment in compute and standards - then Ireland can credibly claim a leading role in AI. As Catherine Doyle of Microsoft Ireland put it:
“With collaboration across government, academia and industry, Ireland can play a leading role in the era of AI.”
The coming years, and particularly Ireland’s EU Presidency, will be decisive. Done well, Ireland will not only benefit economically but will also help set the standard for responsible, people-centred AI across Europe and beyond.
Declan
The rising risks of compliance, regulations and data breaches are slowing us down.
Damien from S&W
We’ll make sure protection powers progress.
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CeADAR’s EDIH for AI
CeADAR, Ireland’s Centre for AI, is the Irish technology centre that drives the accelerated development, deployment and adoption of Artificial Intelligence (AI), for the benefit of companies and public sector organisations (PSOs) in Ireland.
CeADAR is a not-for-profit organisation funded by Enterprise Ireland and the IDA with headquarters in the Founders District, Belfield Office Park. Backed by the Irish Government, CeADAR’s mission is to help Irish companies across any sector to build sustained competitive advantage using AI.
CeADAR is also the designated European Digital Innovation Hub (EDIH) for Artificial Intelligence in Ireland;
this has allowed the centre to continue its expansion and support an increasing number of companies and public sector organisations. At the European level, the EDIH Network has expanded rapidly; by May 2025, it included 168 hubs spread across EU Member States and associated countries. CeADAR’s EDIH for AI programme is co-funded by Enterprise Ireland and the European Commission.
Extensive help is at hand for PSOs
The European Digital Innovation Hub (EDIH) programme for AI in Ireland, helps public sector organisations become more digitally intense by providing access to technical expertise in Artificial Intelligence and data analytics. By helping PSOs test AI prototypes, to ensure that they solve real-world challenges before investing, our test-before-invest service minimises risk. Upskilling your workforce is paramount to the success of digital and AI projects in your organisation. PSOs can access our specialist skills & training services. Our services go beyond individual projects to build an innovation ecosystem in Ireland. We aim to connect companies, institutions, public administrations and other stakeholders in both Ireland and the wider EU, fostering collaborations that drive AI transformation forward.
Mapping your digital maturity & developing your AI Strategy
The Digital Maturity Assessment (DMA) tool is designed to help Public Sector Organisations (PSOs) identify areas where technology can facilitate a smooth transition to AI. As the first step on your journey with CeADAR’s EDIH for AI programme, the DMA measures the current level of digitalisation within your public sector organisation across six key dimensions. These include Digital Strategy & Investments, Digital Readiness, Human-Centric Digitalisation, Data Management and Security, Interoperability, and Green Digitalisation. By answering a series of targeted questions, the DMA identifies technology gaps and provides insights on leveraging digital technologies to stay competitive and achieve your organisational goals.
Engaging with our DMA service involves a guided online questionnaire, followed by a consultancy session to interpret the results. The follow-up with expert data scientists includes assessing your current capabilities, identifying strengths and weaknesses, and the opportunities for AI adoption in your organisation.
Whether it’s a recommendation for workflow automation, improving data analytics, getting support with an existing AI solution, or spotting the opportunity to implement a new AI solution, you’ll receive a roadmap to AI transition tailored to your organisational goals and priorities.
The DMA & consultancy service is priced at €6,800, but it is available at no charge to PSOs.
Once your organisation has completed our Digital Maturity Assessment & follow up consultancy service, you can access further services through CeADAR’s EDIH for AI programme. These include: Test Before Invest, Skills and Training, Ecosystem Building and Support to Find Investment. (www.ceadar.ie/edih)
Minimise risk of AI adoption
Leading on from the digital maturity assessment service, our Test-Before-Invest services allow PSOs and SMEs to leverage our expert data science team’s capabilities and resources to address specific business and technology challenges to enhance products, services, competitiveness, and profitability.
By engaging with our requirements gathering service, together we’ll scope a Proof of Concept (PoC) to address your real-world challenge. Transitioning to our Prototype development and testing service will enable you to test that the solution meets your needs before you invest in production deployment.
Scoping a PoC is valued at €6,800 and Prototype project at €25,000, both available at no cost to PSOs.
By engaging with our Test-Before-Invest service, organisations have the ability to assess the value of specific AI approaches to real-world challenges. Our comprehensive approach which includes knowledge & technology transfer, ensures that your organisation is well-prepared to use AI effectively, maximizing the benefit to your organisation.
CeADAR’s EDIH for AI is currently working with a range of enterprises and public sector organisations. Some organisations are only beginning their digital transition and need guidance to implement existing digital solutions. Others already use digital technologies and need support to automate workflows or implement off the shelf AI tools. Some organisations are ready to scope & test AI solutions. Our mission is to adapt our services to meet each organisation’s needs and deliver real value.
Use Case of our Services
When a county council experienced a surge of citizen queries during the launch of new housing schemes, it became clear that their website’s vast information made it difficult for citizens to find accurate answers quickly. To address this, CeADAR partnered with both operational and IT staff to scope, design, and prototype a retrieval-augmented chatbot. The first phase drew on a SharePoint knowledge base to prove the concept, and following successful workshops, demonstrations, and user testing, the project is now being migrated to retrieve information directly from the council’s live website – ensuring citizens always receive the most up-to-date responses. Focused initially on three council services, the chatbot is designed to scale across all services once in production. The prototype has already reduced risk by validating the solution before wider rollout, supports the council’s digital modernisation strategy, and is generating lessons that could benefit other county councils through shared forums and collaboration. This project is a strong example of how working with an EDIH can both accelerate innovation and ensure that lessons learned are shared across multiple public sector organisations, ultimately delivering better services to citizens.
Upskill your workforce
Currently, CeADAR’s European Digital Innovation Hub (EDIH) for AI programme is offering the “AI for You: An Introduction to AI and The EU AI Act” online course - self-paced, fully funded training designed to empower organisations with AI literacy. The course was designed in partnership with The Department of Enterprise, Tourism and Employment to support institutions to meet the AI literacy requirement of the EU AI Act that came into effect on the 2nd February, 2025.
This course spans approximately 3 hours, featuring video modules and multiple-choice quizzes across five key topics: Introduction to Artificial Intelligence, The Concepts Behind How AI Works, Applications and Impacts of AI, AI Governance and the EU AI Act, and The Future with AI. As part of our programme, we run regular monthly webinars that go beyond discussion. Each one is demo-focused, showing you how to use AI tools in practice and how to spot opportunities to apply them in your own work. Previous sessions are available to watch anytime on our YouTube channel, @ CeADARIreland.
Join our Ecosystem
CeADAR builds a vibrant innovation ecosystem by organising regular events to connect businesses, PSOs and other stakeholders in Ireland. Our goal, to foster collaboration, and drive digital and AI innovation forward.
“CeADAR, as the European Digital Innovation Hub in Artificial Intelligence for Ireland is here to support SMEs and PSOs with their digital transformation and AI adoption, providing a set of 100% discounted services. We are here not to leave anyone behind in this rapidly changing digital and AI-driven era.” Dr. Ricardo Simon Carbajo, Director of the EDIH for AI Programme at CeADAR.
If you’re interested to hear more about our services, contact us at www.ceadar.ie/edih
Pictured outside CeADAR’s offices on a recent visit from Minister Niamh Smyth T.D. (left to right): Dr John Lonsdale, CEO of CeADAR; Professor Kate Robson Brown, Vice-President for Research, Innovation and Impact at UCD; Minister for Trade Promotion, AI and Digital Transformation, Niamh Smyth T.D.; Laura Plunkett, EDIH Programme Manager with CeADAR; Nathalie Norton, EDIH Marketing Lead with CeADAR; and Dr Ricardo Simon Carbajo, Director of Innovation & Development at CeADAR.
Pamela McCreedy on the Future of Accountancy
As one of human civilisation’s oldest professions, one stretching back over 7,000 years to Mesopotamia, accountancy can be perceived as a granite monolith - unchanging over the millennia. But whilst the basic tenets of this ancient profession change little, the modern profession is evolving fast.
Pamela McCreedy, Chief Operating Officer of the Police Service of Northern Ireland (PSNI) and President of Chartered Accountants Ireland, is perfectly placed to discuss the changing face of accountancy. As only the fourth woman to hold the Presidency, the first woman from Northern Ireland, and the first for 17 years to come from the public sector, Pamela embodies the changing face of accountancy in Ireland.
With her position straddling executive leadership in a national policing body and a recently amalgamated and transforming professional institute, Pamela has unique insights into the profession’s future, public sector accountancy reform, and the response to the arrival of Artificial Intelligence (AI). She reflects, “I’ve been involved in the public sector since 1998, and getting the experience, the support, and the space to undertake roles like this has taken a bit of time.”
Public Sector and Accountancy Shared Values
The fact that Pamela is the first public sector President of Chartered Accountants Ireland for 17 years could be perceived as evidence of under-representation in the Institute, in fact, however, two of the three people who make up the current officer group of Chartered Accountants Ireland are public sector accountancy professionals.
Pamela puts this down to a deep alignment between the values of public service and the accountancy profession. She explains, “Public service is a privilege. Working in the public sector, I’m very used to scrutiny - Public Accounts Committee, scrutiny committees, etc. So, I think I bring that experience into the presidency role.”
“There’s a very direct correlation between the public sector ethos and what I do. It’s written into our byelaws in the Institute that we are established to protect and serve the public interest.”
She believes there is a growing recognition that chartered accountants are indispensable to the performance and integrity of public service delivery. “There’s a very direct correlation between the public sector ethos and what I do,” Pamela comments. “It’s written into our byelaws in the Institute that we are established to protect and serve the public interest.”
The Public Sector Move to Accrual Accounting
The Republic of Ireland is currently engaged in a transition from traditional cash-based financial reporting to accrual accounting. To the uninitiated, this is a change to the way financial transactions are recorded to when money is earned, or when an expense is incurred, rather than the cash-based method of recording only when money is received or paid.
It is a good example of where technical change and public interest converge. As an Institute position paper commissioned and published in collaboration with Queen’s University Belfast Business School highlighted, accrual accounting brings improved transparency and empowers better strategic planning and more informed decision-making. Pamela agrees: “The driver for the change was to improve performance and outcomes for public service.”
The accrual accounting method gives a more rounded picture than cash accounting, including identifying such issues as unfunded long-term commitments and unrecorded litigation risks. Work on this complex transition continues, with nine Central Government Accounting Standards (CGAS) in place as of 2024, and a further seven due to come into effect by the end of 2025.
Embracing Artificial Intelligence
At a time when there are regular scare stories about AI replacing white collar jobs, particularly at the entry level, Chartered Accountants Ireland has an optimistic approach to leveraging this new technology in the accountancy profession.
Research conducted by Chartered Accountants Worldwide earlier this year, found that 56% of chartered accountants agree that incorporating AI makes accountancy more attractive as a career choice, revealing that accountancy professionals have a positive attitude towards adopting the technology.
The Institute is embracing artificial intelligence with training courses aimed at upskilling accountancy professionals to utilise AI tools such as ChatGPT and Copilot in Excel, assist with data visualisation and presentation, and automate heavy-lifting tasks of data cleaning, standardisation, transformation and extraction. In addition, a virtual reality programme on professional scepticism, designed in partnership with Sia, puts learners through their paces by immersing them in a realistic audit scenario, enabling them to practice decision-making in a safe sandbox environment where they can make mistakes and learn from them, without the real-world repercussions.
Pamela believes these technological advances are positive for the profession, as long as accountancy holds firm to its ethical roots: “We are still the human augmentation, and this human intelligence will remain at the heart of the profession. These technologies can free up space for the human chartered accountant to show their full value as expert analysts of data, and trusted business leaders.”
Pamela McCreedy FCA FCPA with Minister Jack Chambers and then Institute President Barry Doyle FCA FCPA, Chartered Accountants Ireland Annual Dinner 2025.
Policy with Purpose
Beyond internal transformation, Chartered Accountants Ireland is proactive in influencing policy in Ireland, Northern Ireland and at EU level. “We survey members on a regular basis, so that their voice informs everything that we do on their behalf, from policy development and advocacy to lifelong learning, and through to how we educate the next generation of professionals,” says Pamela.
As a result of this canvassing, recent advocacy areas to policymakers have included the cost of doing business for SMEs, AI adoption, housing and childcare concerns. Pamela comments, “Some people may think those are unusual areas for Chartered Accountants Ireland to have a view on, but these are things that affect our members, our member businesses, and economies and societies across the island of Ireland. Addressing such challenges is in the public interest.”
“We are making an impact, and those of us that are in the profession, are very proud to be both chartered accountants and working in the public sector.”
Foreign Direct Investment (FDI) is an area of economic strategy that Chartered Accountants Ireland advocates strongly around. In their ‘Enhancing our Competitiveness’ policy paper, the organisation highlighted the urgent need for a reduction in the Corporation Tax rate in Northern Ireland to 12.5% to match the Republic of Ireland’s. “We’re advocating for this… to drive inward investment, support economic growth, more job creation and higher value job creation in the North,” Pamela says.
Pamela argues that, without such reforms, the Shared Island Initiative risks under-delivering. “If we don’t do that, we’re not going to maximise the benefits of dual market access,” she warns
Attracting the Next Generation of Accountants
Chartered Accountants Ireland Ireland’s new three-year strategy Strategy27 has a deep focus on ensuring the profession remains relevant and future-focused in a fast-changing, complex world.
Part of that challenge is attracting the next generation of chartered accountants, with a recognition that it’s no longer a given that school leavers and graduates will be naturally inclined to enter the profession.
In order to increase diversity and participation, alongside the traditional pathway into the profession of studying for an accountancy degree and then entering into a training contract, Chartered Accountants Ireland now offers more flexible pathways to its highly regarded qualification. Graduates of nonaccountancy degrees can join the pathway at the foundational level of ‘CAP 1’ first-year exams, without prior knowledge or experience in accountancy.
Those who are considering a change of career have the flexibility to study to become a Chartered Accountant on their own terms, whilst remaining in their current job, and have up to 8 years to qualify. Education delivery and examinations have now migrated to an online environment, featuring adaptive learning - a data-driven, personalised and participative learning journey, it allows the learner to choose their level of proficiency
at the start, and progress according to their assimilation of the material and resulting proficiency. These advances make entry to the profession more attractive to a younger, tech-savvy generation, as well as people further into their working lives, who wish to study alongside other work or family commitments.
Chartered Accountants Ireland is also working to introduce the profession to school-age learners, engaging with organisations such as the Business Studies Teachers’ Association of Ireland, to influence the way young people perceive accountancy at second level through lively activities such as simulations, boot camps and the annual ‘Be the Boss’ challenge.
Lifelong Learning
Whilst attracting new talent into the profession is a priority, lifelong learning and professional development for existing chartered accountants who may have been in the profession for decades is a strong focus for Chartered Accountants Ireland. Pamela explains, “It’s important that we support all members from the 30-year-old who is five-years qualified, to the experienced 65-year-old who needs a very different development offering.”
Chartered Accountants Ireland now offers online diplomas in sustainability, ESG, and AI, alongside leadership training, communications and more technical areas such as issues relating to tariffs, Foreign Direct Investment, and corporation tax reform.
Most notably, Chartered Accountants Ireland introduced a public sector elective into its professional exams in 2017 - a milestone in recognising public sector accountancy as a specialism in its own right.
Navigating the Future with Confidence
We live in complex and shifting geopolitical and economic times that require robust scenario planning - something that is second nature to Pamela McCreedy: “We’ve learned to live with uncertainty,” she says. “Change is a constant and uncertainty seems to be the opening balance.”
In this climate, more than any other, there is a need to amplify the importance of chartered accountants as the guardians of ethical integrity, and as trusted business leaders. “It’s a good time to be a chartered accountant,” Pamela concludes. “We are the trusted professional in the room.”
Pamela wraps up with a note of pride about the growing stature of public sector chartered accountants across Ireland: “We’ve got Ireland’s EU Commissioner for Democracy, Justice, the Rule of Law and Consumer Protection, Michael McGrath, Minister for Enterprise, Tourism and Employment, Peter Burke, Minister of State Kieran O’Donnell and other chartered accountants at the highest levels.” She continues, “We are making an impact, and those of us that are in the profession, are very proud to be both chartered accountants and working in the public sector.”
A rural retreat in the heart of Ireland…
Nestled on 1,000 acres of undulating Irish countryside, do ed with ancient woodland and gli ering lakes, Castle Leslie Estate is one of the last great Irish estates still in the hands of its founding family. Steeped in history, full of character and charm, it is the ultimate Irish rural escape.
Only 80 minutes from Dublin and 60 minutes from Belfast, Castle Leslie Estate boasts a variety of accommodation and activities to suit all tastes. The Castle, at the heart of the Estate, o ers authentic original interiors and old-style hospitality and is a complete respite from the world. The Lodge is the social hub of the Estate, a country house boutique hotel that brings locals and guests together in an atmosphere of conviviality and comfort. The Old Stable Mews are the perfect spot for groups that want the convenience of hotel living combined with private luxury home rental.
Castle Leslie Estate o ers an idyllic se ing for outdoor activity and adventure. A host of activities are on o er including pike fishing for the nature enthusiast, exceptional walking trails for those who want to breathe in fresh country air, archery and clay target shooting for the more adventurous, falconry for those to experience nature up close, a fabulous spa for rejuvenation and of course the famous worldclass equestrian centre - just some of the choices that await you in this hidden corner of Ireland.
Building a Healthier Future
Ireland’s health service is often criticised, yet the wider picture is more positive. Life expectancy is among the highest in Europe, outcomes are improving, and the workforce is expanding rapidly. With Slaintecare 2025+, a digital roadmap to 2030 and record capital investment, the State is entering its most ambitious phase of healthcare reform.
Ireland’s health service has long been a subject of heated debate, criticised for long waiting lists, crowded emergency departments and uneven access to care. Yet behind the headlines lies a quieter story of progress. The most recent Health in Ireland: Key Trends 2024 report, published by the Department of Health, paints a striking picture: Irish people are not only living longer but reporting higher levels of good health than their European neighbours.
Average life expectancy in Ireland now stands at 82.6 years, the fifth highest in the European Union and well above the EU average. Almost four in five people report their health as good or very good - the highest rate in Europe and far ahead of the EU’s 67.7 per cent average. Mortality rates from major diseases such as cancer, circulatory and respiratory conditions have fallen markedly over the past decade. These gains reflect improvements in treatment, prevention and population health, as well as a significant expansion of the healthcare workforce.
Between 2015 and 2024, the number of hospital doctors increased by 61 per cent to almost 14,000, while the number of nurses and midwives rose by 35 per cent to nearly 48,000. Such growth stands in contrast to a Europe-wide workforce crisis: 20 EU countries report doctor shortages, while 15 struggle to recruit enough nurses. Ireland’s reliance on foreign-trained staff remains high, but the pace of workforce expansion has been one of the strongest in Europe.
Minister for Health Jennifer Carroll MacNeill was keen to underscore these improvements when presenting the report. “Our population is growing, and we are living longer, healthier lives. With our average life expectancy now at 82.6 years, we need to continue to focus on the future demands for healthcare,” she said.
Ireland’s challenge, then, is twofold: to sustain and build on these gains while addressing the structural weaknesses that still undermine patient experience. That ambition is at the heart of a series of major policy initiatives published over the past 18 months.
The Path to Universal Healthcare
The centrepiece of the reform agenda is The Path to Universal Healthcare - Sláintecare & Programme for Government 2025+, published this May. Building on years of groundwork, it sets out a three-year programme of integrated reform, backed by record levels of investment and workforce expansion. Its core ambition is simple: accessible, affordable, high-quality healthcare for all, when and where they need it.
“As Minister for Health, ensuring better access to healthcare in Ireland and reducing the time that patients are waiting for care is a priority,” Minister Carroll MacNeill said at the launch of the publication. “In the Programme for Government we committed to further reduce waiting times, targeting all patients to be seen within the Sláintecare targets of 10 and 12 weeks.”
Minister for Health Jennifer Carroll MacNeill was keen to underscore these improvements when presenting the report. “Our population is growing, and we are living longer, healthier lives. With our average life expectancy now at 82.6 years, we need to continue to focus on the future demands for healthcare,” she said.
The plan rests on three pillars: improving access, improving quality, and building capacity. Central to improving access is a commitment to reduce waiting lists and shift the balance of care from acute hospitals into the community. The Enhanced Community Care (ECC) programme will expand its reach, with over 1.6 million patients expected to be seen through community networks in 2025. Specialist teams for older people and chronic disease will handle nearly half a million patient contacts, reducing unnecessary hospital admissions.
Improving quality will see an expanded focus on prevention, public health and patient safety. New strategies for mental health promotion, sexual health and suicide prevention are promised, alongside the continued roll-out of women’s health initiatives such as menopause clinics, post-natal hubs and expanded access to free contraception. Disability services will be reoriented towards community-based models, and oral health will be modernised under the long-awaited ‘Smile agus Sláint’ policy.
Building capacity means investment in bricks and mortar. Six new surgical hubs are planned, alongside four elective treatment centres with capacity for almost one million additional procedures annually. Major trauma centres in Dublin and Cork are in development, while new maternity and cancer facilities form part of the capital pipeline. A new consultant contract restricting work to public hospitals is intended to increase availability of senior doctors on site, improving both efficiency and outcomes.
Underlying all of this is a series of enabling reforms. Chief among them is digital transformation, with the Digital for Care 2030 framework providing the roadmap. Productivity measures are also being prioritised: the HSE’s Productivity and Savings Taskforce delivered €251 million in efficiencies in 2024, a programme that will be expanded further.
The Minister emphasised that Sláintecare is being delivered “against the backdrop of the greatest investment
ever in healthcare in Ireland, the largest health and social care workforce, and against the challenge of an increasing and ageing population.”
Success, she said, would be judged by falling waiting times, fewer patients on trolleys and lower healthcare costs for families.
Health Innovation
If Sláintecare sets the destination, innovation is the engine to get there. Earlier this year, the HSE launched its first Framework for Health Innovation, a strategic blueprint to embed innovation across the health system in a systematic way.
For years, pockets of innovation have flourished across Irish healthcare - from new digital pilots to creative models of care. But too often these projects have been isolated, duplicative, or abandoned before scaling. Staff have spoken of “innovation burnout”, where good ideas are lost in the system. The new framework is designed to change that culture, creating a transparent process for identifying, supporting and scaling ideas that add value.
It is built on six pillars. Vision and Culture seeks to embed curiosity and experimentation at every level. Visibility and Traceability will be achieved through a central repository of projects, reducing duplication and enabling shared learning. Assess and Evaluate ensures initiatives are rigorously tested for safety, ethics and population impact. Enable and Support provides resources and pathways for innovators, from frontline staff to external partners. Deliver and Transform focuses on embedding successful projects into mainstream practice, while Extract and Grow Value captures lessons and scales solutions nationally.
Patients are placed firmly at the centre. User-centred design will be integral to every stage, ensuring innovations respond to real needs and improve outcomes. For staff, the framework offers clarity, recognition and pathways for their ideas to flourish. For the system, it promises greater efficiency, reduced duplication and a stronger partnership with academia and industry.
The framework is itself a collaborative product, shaped by contributions from HSE divisions, hospital groups, universities, Health Innovation Hub Ireland and patient representatives. Its implementation plan, now under development, will seek to harness the creativity of staff and partners alike. As the HSE put it: innovation in healthcare should no longer be left to chance.
Digital Health Framework
Digital transformation is another cornerstone of reform. In 2024, the Department of Health and the HSE jointly published Digital for Care 2030: A Digital Health Framework for Ireland 2024–2030, the first comprehensive national strategy for digital health. Its vision is clear: better outcomes through seamless, safe and connected digital health services. At its core are six
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principles - empowering patients, digitally connecting services, fostering innovation, building secure digital foundations, creating data-driven services and supporting staff with the tools they need.
Key initiatives are already under way. A new HSE patient app is being rolled out, providing access to records, appointments and services. Shared care records will allow data to flow across primary, community and hospital settings. Virtual wards are being piloted to allow patients to be monitored at home. Remote care monitoring and digital therapies are being expanded. An integrated electronic health record is in development.
The benefits are wide-ranging. For patients, less duplication, shorter waiting times and easier access to care in the community. For staff, better access to data, less paperwork and improved decisionmaking. For the system, more efficient use of resources and a stronger foundation for integrated care.
As the Department of Health notes, “the biggest enabler of integrated care, better safety and better quality for patients is digital health.” Digital for Care is not an add-on but a fundamental driver of the Sláintecare vision of care delivered closer to home.
Building capacity means investment in bricks and mortar. Six new surgical hubs are planned, alongside four elective treatment centres with capacity for almost one million additional procedures annually.
HSE Capital Plan
Reform and innovation require investment in infrastructure. In April, Minister Carroll MacNeill approved the publication of the HSE Capital Plan for 2025, setting out a record €1.33 billion investment in healthcare buildings and equipment.
“I am delighted to approve the HSE Capital Plan for healthcare building and equipment for publication,” the Minister said. “The €1.33 billion we’re investing in 2025 will deliver very real benefits to people all over the country. By increasing capacity in our hospitals and developing the necessary infrastructure to enable greater provision of care in communities, we are getting closer to making the vision of Sláintecare a reality.”
The plan includes funding for flagship projects such as the completion of the New Children’s Hospital and the National Maternity Hospital. It provides for continued expansion of acute hospital capacity under the 2024–2031 Inpatient Bed Capacity Expansion Plan, including new critical care and maternity facilities.
Surgical hubs are being developed in Cork, Galway, Waterford, Limerick and Swords, following the recent opening
new
contract restricting work to public hospitals is intended to increase availability of senior doctors on site, improving both efficiency and outcomes.
For years, pockets of innovation have flourished across Irish healthcare - from new digital pilots to creative models of care. But too often these projects have been isolated, duplicative, or abandoned before scaling. Staff have spoken of “innovation burnout”, where good ideas are lost in the system.
of the Mount Carmel hub in Dublin. Elective care centres are advancing in Dublin, Cork and Galway. Primary care centres will continue to be built and equipped nationwide, while community nursing units will be refurbished to HIQA standards.
Investment is also earmarked for mental health infrastructure, including CAMHS units and acute facilities, as well as for designated cancer centres, trauma and rehabilitation services. A replacement ambulance programme, sustainability projects and medical equipment upgrades complete the portfolio.
The story of Irish healthcare in 2025 is one of contrasts. On the one hand, criticisms of waiting lists and hospital overcrowding remain. On the other, the data show a population living longer and healthier lives, supported by a rapidly
UP TO 6,800 NEWS BEDS NEEDED BY 2040.
Ireland’s acute hospital system will need thousands of extra beds over the next 15 years to meet rising demand driven by population growth and ageing, according to research from the Economic and Social Research Institute (ESRI).
The study, funded by the Department of Health, projects that inpatient bed capacity must rise by between 40 and 60 per cent by 2040 - the equivalent of an additional 4,400 to 6,800 beds. Even at the lower end of estimates, the report highlights a requirement for substantial expansion.
Ireland’s population is forecast to grow from 5.3 million in 2023 to between 5.9 and 6.3m by 2040, depending on migration
expanding workforce and unprecedented investment.
Sláintecare 2025+, the Framework for Health Innovation, Digital for Care 2030 and the Capital Plan 2025 together form a reform package unmatched in ambition since the foundation of the State. Their aims are aligned: to make healthcare more accessible, more affordable, more efficient and more responsive to patient needs.
Delivery will be the real test. Reform is complex, culture change takes time, and demographic pressures are relentless. Yet the direction is set. Ireland has the resources, the workforce and the policy frameworks in place. If implemented effectively, these initiatives have the potential to reshape the health service into one that is not only fit for today, but for decades to come.
trends. The number of people aged 65 and over - the heaviest users of hospital services - will increase from one in seven in 2023 to one in five by 2040. This group already accounts for more than 60 per cent of inpatient bed days.
Hospital activity across the board is set to rise. Emergency department attendances are expected to climb from 1.6m in 2023 to more than two million by 2040. Outpatient visits will increase from 4.6m to as many as 5.9m, while day patient discharges will rise from 1.2m to up to 1.6m. Inpatient discharges are projected to grow from 650,000 to as many as 900,000, with total inpatient bed days rising from 3.9m to between 5.1 and six million.
Alongside the need for inpatient beds, the ESRI estimates a requirement for 650 to
950 additional day patient beds by 2040 - a 25 to 37 per cent increase. The report notes that policy changes, such as shorter inpatient stays and improved waiting list management, could influence future demand.
“Our findings highlight significant future growth in demand for public acute hospital services, driven primarily by population growth and ageing,” said Dr Aoife Brick, ESRI senior research officer and lead author. “The report offers policymakers evidence on the scale of service expansion needed.”
Welcoming the study, Minister for Health Jennifer Carroll MacNeill said the findings would guide long-term planning. “This evidence base is crucial for ensuring we have the facilities, resources and workforce to provide the best care,” she said.
As Ireland’s third-level institutions brace for the annual surge in student housing demand, CPAC Modular, Ireland’s leading modular main contractor is offering a bold, scalable solution that could transform how we think about residential infrastructure in the public sector. CPAC Modular has launched its most advanced permanent modular accommodation model to datedesigned specifically for third-level students, but with the flexibility to serve other vital sectors such as nursing homes and supported living.
According to Student Universal Support Ireland (SUSI), there are three applications for every one on-campus bed across Irish Universities - and that figure doesn’t even account for the growing Technological University sector. The shortage is acute, and traditional construction timelines simply can’t keep pace.
CPAC Modular’s Purpose-Built Student Accommodation (PBSA) solution is a permanent modular system that can deliver a 250–300 bed complex in just 12 months. That’s not just fast - it’s transformative. For universities and colleges facing mounting pressure to house their students, this model offers a lifeline.
University of Limerick Students, Molly O’Connor and Sinead Cooke, CPAC Modular Accommodation.
Designed for Student Success
CPAC Modular’s PBSA units are more than just places to sleepthey’re thoughtfully crafted environments that support wellbeing, academic focus, and modern living. Each unit includes:
■ A fully equipped ensuite bathroom with high-spec fixtures.
■ Smart, space-efficient built-in storage, including integrated wardrobes and shelving.
■ A wall-mounted monitor for entertainment and study.
■ A dedicated study area with ergonomic desk and chair.
The interiors reflect the quality and durability of traditional builds, while the modular construction method ensures speed, quality and consistency at a cost that is comparable to traditional builds. These aren’t temporary solutions - they’re permanent, high-quality residences that can rise up to 10 storeys and be tailored to the unique needs of each campus.
Sustainable by Design
In addition to speed and quality, CPAC Modular’s approach is deeply rooted in sustainability. Modular construction significantly reduces time on site, which in turn lowers transportation emissions and minimises disruption to busy college environments. The company’s LEAN manufacturing processes reduce waste and support circular economy principles, while the use of sustainable materials ensures a lower environmental footprint.
“This is more than just a building - it’s a bold step toward smarter, faster, and more sustainable student accommodation,” says Seán Murphy, Managing Director of CPAC Modular. “We’re proud to offer a solution that meets the needs of today’s students while helping institutions achieve their accommodation, environmental and operational goals.”
Beyond Student Housing: A Model for Public Sector Living
While the PBSA model is tailored for third-level institutions, its potential reaches far beyond the campus gates. The same modular principles - speed, quality, sustainability, and adaptability - make it an ideal solution for other residential public sector needs, including nursing homes, assisted living facilities, and social housing.
With Ireland’s ageing population and increasing demand for healthcare infrastructure, modular construction offers a way to deliver high-quality residential care environments quickly and efficiently. CPAC Modular’s design flexibility allows for customisation to meet the specific needs of older adults, including accessibility features, communal spaces, and clinical support areas.
“Modular isn’t just about speed - it’s about smarter design,” says Gavin Fox, Head of Business Development at CPAC Modular. “Whether we’re building for students or seniors, our goal is to create spaces that enhance quality of life and meet the evolving needs of our communities.”
Built on Experience, Driven by Innovation
Founded over four decades ago and headquartered in Dunshaughlin, Co. Meath, CPAC Modular employs 120 people and has earned its reputation as Ireland’s leading modular main contractor. The company’s portfolio includes multi-storey modular projects across education, healthcare, and commercial sectors - including Ireland’s first permanent modular school, completed in Lucan in April 2025.
CPAC Modular’s award-winning in-house teams - spanning site, production, design, and engineering - ensure every project meets the highest standards of safety, compliance, and quality.
A Vision for the Future
As the public sector grapples with growing demands for housing, healthcare, and education infrastructure, CPAC Modular offers a compelling vision for the future: one where buildings are delivered faster, built better, and designed with people at the centre.
“We would be delighted if this time next year, there were CPAC Modular student accommodation complexes on campuses across Ireland,” says Fox. “But we also see huge potential to support other sectors, where the need is just as urgent.”
In a landscape where time, budget, and sustainability are critical, CPAC Modular is proving that innovation in construction isn’t just possible - it’s essential.
For more information, visit www.cpacmodular.com
Trade meets Tourism
Dublin Port: A Gateway to Ireland in the heart of the city.
There has never been a better time to travel to or from Dublin by sea. Dublin Port, located just four kilometres from the city centre, is Ireland’s busiest harbour, a hub of freight activity but also a vital gateway for tourism. Each year, hundreds of thousands of visitors arrive on ferries or cruise liners, while millions more depart for neighbouring Britain, continental Europe, or the Isle of Man. For many, the port is the first glimpse of Ireland; for others, it is a cultural destination in its own right.
A City Gateway
Dublin Port is well positioned to facilitate tourism. Its proximity to the capital’s historic heart, accessible by car, Luas tram, or bus, makes it one of the few major ports in Europe where passengers can disembark and reach the city centre within minutes. Terminals offer modern facilities, from cafés and waiting areas to family amenities, and connections are straightforward. More than 1.7 million ferry passengers pass through the port annually, served by Irish Ferries, Stena Line and the Isle of Man Steam Packet Company.
The core routes are to Holyhead, Wales - four daily sailings
by both Irish Ferries and Stena Line - along with seasonal fastferry services. Longer-haul links connect Dublin to Cherbourg, France, while the Isle of Man service operates regular crossings from Douglas. These links are vital in ensuring that visitors can enter Ireland by sea, offering an alternative to the increasingly constrained capacity at Dublin Airport.
In 2023, more than 500,000 passengers arrived in Ireland through Dublin Port. While not all were tourists, many were overseas visitors contributing directly to the tourism economy. Nationwide, the Central Statistics Office recorded almost 6.6 million overseas visitors in 2024, generating €6 billion in revenue. With airport caps set to limit capacity in the short term, the port’s role as a passenger gateway may become even more important.
Culture and Community
However, Dublin Port is not only a gateway: it is a destination in its own right. With more than 300 years of history, the port has been central to Dublin’s development. Its heritage is celebrated through the Distributed Museum, a series of sites and installations that tell the story of the city’s maritime
and industrial past. The Pumphouse and Substation host art installations and performances, while the Dublin Port Greenway offers 2.2 kilometres of uninterrupted walking and cycling routes with views across Dublin Bay, part of the UNESCO-designated biosphere. Nearly 50,000 people visited the Greenway in its first five months.
The port’s integration with local communities is equally significant. Longstanding connections with neighbourhoods such as Ringsend, East Wall and the Docklands are reinforced through scholarships, skills programmes and investment in local schools and clubs. The Dublin Port Scholarship alone has supported more than 30 students annually since 2001, with €1.4 million awarded to date. These initiatives underline the port’s role not just as a commercial hub but as a civic institution embedded in the fabric of the city.
Environmental stewardship is also central. From habitat restoration with UCD to protecting marine life within the Dublin Bay biosphere, Dublin Port balances industrial activity with conservation. This dual role enhances its appeal for visitors interested in heritage and sustainability.
Potential of Cruise Tourism
If ferries are the workhorses of Dublin Port, cruise liners are its flagships. In the decade leading up to 2019, the number of cruise calls grew rapidly, peaking at more than 160 ships in a single season and bringing over 200,000 passengers and crew directly into the heart of Dublin. For many of those visitors - particularly from the lucrative North American market - Dublin was their first and sometimes only impression of Ireland.
The economic impact was substantial. Industry estimates suggested that each season was worth upwards of €35 million to the local economy, fuelling demand in shops, restaurants, cultural sites and transport services. At the height of this growth, Dublin Port even achieved the status of a “home port”, with Celebrity Cruises basing the Celebrity Eclipse in the capital for a mini season in 2018. Royal Caribbean has since stated its desire to return, noting that homeporting in Dublin once generated €14 million annually.
However, the picture has changed. From 2021, berth restrictions were introduced due to surging cargo volumes and major capital works at Alexandra Quay West. The number
of cruise calls was capped at roughly half of previous levels. Business groups including Retail Excellence and DublinTown warned that this “sea change” would have disastrous consequences for tourism, particularly in the wake of Brexit. The Coach Tourism and Transport Council of Ireland has since urged urgent investment in new cruise berths, warning of lost ground to Belfast, which recently committed £106 million to new passenger facilities.
The Dublin Port Company insists the restrictions are temporary and points to its Masterplan 2040, which includes provision for purpose-built cruise berths east of the Tom Clarke Bridge at a projected cost of €100 million. A cost–benefit analysis is under way, with the company signalling it will require cofinancing or long-term commitments from cruise lines.
The stakes are high. Cruise passengers are high-spending visitors, often taking guided tours to regional attractions such
as Glendalough, Newgrange or the Cliffs of Moher. Without a strong cruise offering, Dublin risks ceding ground not only to Belfast but also to continental ports eager to attract North American itineraries.
Looking Ahead
Tourism Ireland has reported that overseas visitor revenue rose 11 per cent in 2024, with North America the standout growth market. Yet capacity constraints at airports, coupled with competition from other ports, mean that Dublin Port’s future role in tourism is critical.
Ferry operators continue to expand services, providing reliable connections that directly support inbound and outbound leisure travel. But it is cruise tourism that offers the greatest untapped potential. With Royal Caribbean and others openly seeking to return, the question is whether Dublin can provide the berthing capacity and infrastructure required to compete.
DUBLIN PORT MASTERPLAN
Significant progress at Ireland’s largest marine construction project.
Dublin Port Company’s Masterplan 2040 Project 2 (MP2) is advancing rapidly. The scheme centres on a new quay wall at Berth 52 East and a major new roll-on/roll-off (Ro-Ro) facility at Berth 53 to meet rising freight and ferry traffic. It also introduces new technology to berth larger vessels more safely.
The development includes a combi-wall quay structure, a double-tier linkspan and bridge system for Ro-Ro vessels, plus extensive marine and landside works. Berth 53 will feature a 290-metre open jetty with nine marine platforms, while landside elements include a 400m access road, electrical services, CCTV and an asphalt-paved yard.
Environmental compliance is central. No piling takes place during salmon smolt migration (March–May) and dredging is limited to October–March. “This is a critical investment in Dublin Port’s capacity and
The port’s Masterplan 2040 sets out a vision of a landefficient, permeable port that is attractive as a destination in its own right. Achieving that will require investment and partnership, particularly in cruise facilities, but the rewards could be transformative for Irish tourism.
Dublin Port has always been the hardworking heart of the capital, enabling trade and shaping the city. Today it is also a cultural site, a community partner, and a vital gateway for tourists. Its ferries connect Ireland to Britain, France and the Isle of Man, while its cruise business - though currently curtailed— has proven its power to generate millions in revenue and showcase Dublin to the world.
If the port can resolve capacity challenges and restore cruise tourism to previous levels, while continuing to foster cultural, community and environmental initiatives, it will remain not only Ireland’s premier port but also one of its great tourism assets. At a time when more people than ever are seeking to experience Ireland by land and sea, Dublin Port stands ready to welcome them.
resilience,” says Harbourmaster Michael McKenna. “The project enhances our ability to handle next-generation Ro-Ro vessels while reflecting our commitment to environmental stewardship.”
The Berth 52 quay wall will extend reclaimed land 40 metres into the river to connect with the Berth 53 jetty. The combiwall design uses tubular and sheet steel piles installed by rotary boring and vibration techniques. The Berth 53 jetty incorporates a nine-metre environmental screen to protect the nearby Special Protection Area from vessel wash and a 1.2-metre visual barrier.
The hydraulically operated linkspan ramps will serve multiple deck levels across a wide
range of Ro-Ro ships.
Dublin Port’s Masterplan 2040 comprises three major projects: the Alexandra Basin Redevelopment (now nearing completion); MP2; and the 3FM project, currently before An Bord Pleanála. 3FM is the final scheme needed to bring Dublin Port to full capacity by 2040. It focuses on the Poolbeg Peninsula with new Ro-Ro and Lo-Lo freight terminals and the Southern Port Access Route (SPAR) road and bridge, designed to improve port access and traffic flow. When complete, it will provide 20% of the port’s capacity needs.
MP2 received €73.8m in EU Connecting Europe Facility funding in 2024, underlining the project’s strategic importance.
The Ultimate Travelling Experience
Collins Coaches Limited – A Legacy on the Road
Established in the heart of County Monaghan, Collins Coaches Limited has grown from a modest family-run operation into one of the most respected and recognised transport providers in the North East of Ireland. Built on the values of reliability, customer care, and community spirit, the company has proudly served the people of the North East and beyond for almost 5 decades.
The story of Collins Coaches began with a simple mission: to provide safe, dependable, and high-quality transport services for schools, local groups, and private clients. What started with one vehicle and a strong work ethic has evolved into a modern fleet of 5-star, luxury, well-equipped coaches, supported by a dedicated team of professional drivers and staff.
Over the years, the company has expanded its services to meet the changing needs of the region. Today, Collins Coaches offers a wide range of transport solutions, including commuter services, school transport contracts, private group hire, wedding and event transport, sports team travel, and extended tours across Ireland and the UK. Each service is carried out with the same personal attention and high standards that have defined the business since its inception in 1977.
At the heart of the company’s success is a commitment to the community. As a locally rooted business, Collins Coaches has maintained close relationships with schools, clubs, and organisations throughout the North East. The company regularly sponsors events and supports youth activities, demonstrating its belief in giving back to the people who have supported its journey.
The Collins name has become a trusted part of local life—
known not only for punctuality and professionalism but for a friendly, familiar presence on the road. The team understands that they’re not just transporting passengers; they’re carrying memories, milestones, and everyday moments that matter.
Collins Coaches Limited has earned multiple prestigious awards over the years, including “Coach Operator of the Year” and the “Excellence in Business – Transport Services Award” from Public Sector Magazine in 2025. Their sister company, Collins Day Tours, has also received international recognition, such as being ranked TripAdvisor’s No. 1 Day Tour Company in 2018 and 2019, earning a Certificate of Excellence for seven consecutive years, induction into the TripAdvisor Hall of Fame in 2020, the Travellers’ Choice Award (2019, 2020, 2023), the Viator Experience Award (2024), and being named Luxury Tour Company of the Year 2025 by the Travel & Hospitality Awards.
Looking to the future, Collins Coaches continues to invest in its fleet and services, embracing new technologies and sustainability measures to ensure modern comfort without compromising the values that built its reputation.
Whether it’s a school child’s first bus ride or a cross-country adventure, Collins Coaches remains a trusted companion on the road - driven by tradition, powered by people.
Stronger Links for Regional Growth
Transport and infrastructure are the backbone of any thriving region, and in counties Cavan and Monaghan, they are central to ongoing efforts to support economic growth, community development and quality of life.
Situated along key access routes between Dublin and the North, the two counties are making significant strides in improving their connectivity, ensuring that residents, students, businesses and visitors can travel safely and efficiently.
Both counties have traditionally balanced rural charm with economic ambition. Strong transport links are essential in sustaining that balance, particularly as the region continues to grow as a destination for investment, education and tourism. Reliable infrastructure supports daily commuting, enhances access to public services and strengthens business logistics across local, national and cross-border networks.
Strategic Road Networks
In Monaghan, key roads such as the N2 and N12 continue to serve as vital arteries, linking the county to Dublin, Armagh and Derry. The ongoing N2 upgrade project aims to improve safety and journey times on the Dublin–Monaghan–Derry corridor, which is crucial not only for daily commuters but also for freight and logistics services that depend on predictable travel times. In Cavan, the N3 remains an important route connecting the county to Dublin and Enniskillen, supporting both personal
and commercial transport in and out of the region.
The relevance of these routes has grown in recent years as Cavan and Monaghan have increasingly become commuter bases for those working in Dublin and surrounding cities. As property prices continue to rise in the capital and hybrid or remote working becomes the norm for many sectors, more people are choosing to live in these well-connected counties while maintaining access to urban jobs. Regular commuter bus and coach services are a lifeline for these workers, offering an affordable and comfortable way to strike a balance between city careers and rural living.
Significant development is underway to build on existing infrastructure. Monaghan County Council, in partnership with the National Transport Authority, has published a draft Local Transport Plan for Monaghan town, proposing improvements in active travel, public transport infrastructure and traffic management including safer walking and cycling routes and enhanced bus access. Meanwhile, Cavan County Council’s development plan emphasises the expansion of bus and Local Link services alongside integrated greenways connecting key towns and attractions. Both councils are actively consulting with the public on these plans, with community events held to shape final proposals.
Supporting Education and Enterprise
Coach and bus services provide essential public transport across towns and rural communities. For many students, especially those attending Monaghan Institute or travelling to third-level institutions in Dublin or the North, regular and affordable coach links are vital. Reliable services help reduce car dependency, improve sustainability and ensure equal access to educational opportunities.
Transport also plays an important role in supporting local enterprise. Business parks, enterprise centres and startups across both counties rely on well-maintained roads and transport services to connect with suppliers, clients and customers. The Monaghan Enterprise Centre and InterTradeIreland are just some of the organisations working to strengthen cross-border collaboration, and seamless transport links are fundamental to those efforts.
Tourism and Leisure Travel
Tourism is another area where infrastructure matters. Visitors arriving to explore attractions such as Lough Oughter, Castle Saunderson, the Marble Arch Caves Global Geopark, or the Carrickmacross Lace Gallery depend on coach hire and local transport to access some of the region’s most scenic and cultural experiences. A growing number of transport providers now offer flexible group services for festivals, heritage tours and sporting events, boosting visitor numbers while supporting the local economy.
Looking Ahead
Investment in active travel and sustainable transport is also gaining ground. Greenways, cycle routes and footpaths are being expanded in both counties, reflecting a growing emphasis
“Strong transport links are essential to balancing rural charm with economic ambition.”
on low-carbon mobility. These initiatives not only enhance recreational infrastructure but also contribute to healthier communities and more resilient towns.
While challenges remain, particularly in addressing rural isolation and ensuring consistent service coverage, the direction of travel is clear. With continued investment, strategic planning and public-private collaboration, Cavan and Monaghan are well placed to meet the mobility needs of a changing population. As the demand for better connectivity increases, the region is rising to the challenge, laying the groundwork for a more accessible, sustainable and prosperous future.
Keeping Ireland Moving
Nolan Coaches offers a comprehensive range of coach and bus services throughout Dublin, Leinster, and Ireland. Services include school transport, local and national tours, sporting events, work shuttles, conferences, and airport transfers.
Jimmy Nolan founded the company 82 years ago, and over the past decade, Nolan Coaches has expanded and grown from having five employees and four coaches in 2010 to having 32 full-time employees, part-time staff, and five office staff. The company has continuously evolved and embraced the changing world of technology from a relatively early stage.
Nolan Coaches now operates 55 units varying in size, from 12-seaters to 76-seater double-deckers. The company enjoys an annual turnover of more than 6 million euros.
Over the past decade, the primary challenges have been the global economic downturn and the COVID-19 pandemic. With this in mind, Nolan Coaches extended their services to large, well-established companies. The company now provides clients with shuttle services for their staff, offering safe and comfortable transportation while reducing the carbon footprint of the companies they serve.
Nolan Coaches remains relevant by regularly consulting with clients, listening to their needs and requirements, and constantly upgrading Services.
According to General Manager Garret O’Toole, the biggest surprise of the business market to date has been the resilience of the human spirit and the ability and desire to continue in the face of adversity. “The determination of larger companies to protect their staff during the pandemic has been inspiring. By utilising companies such as Nolan to provide bespoke and safe modes of transport to/from the workplace, they ensure their staff remained safe.”
Nolan Coaches’ team is available to discuss any issues 24 hours a day, seven days a week. Buses and coaches are immaculately kept, and drivers present themselves in uniform daily to uphold the company’s professional standards. Nolan is also very flexible regarding price, with a view to the bigger picture when discussing rates and terms with customers.
“Nolan Coaches strives to deliver slightly more than promised, and we never take a client for granted,” continues Garret. “Every job is the most important one we’ve ever done.”
The company identifies every client’s needs by using close and considered observation and, most importantly, by regularly communicating with customers about current and future requirements. The Nolan philosophy has always been that you’re only as strong as the weakest link. Staff are divided into structured and well-organised teams. Each team is motivated by bonus/holiday incentives and financially rewarded.
“We try to maintain a balanced approach to work/life, and each staff member is continuously motivated and made to feel that they are an important and valued member of a successful
team,” Garrett adds. Nolan Coaches has expanded its business 13-fold and has successfully acquired the custom of large, bluechip companies while maintaining its core business. This has enabled the firm to grow by combining the old with the new and maximising its units throughout a 24-hour day.
Looking ahead, Nolan has many new projects in the pipeline, and the future looks bright for this growing company.
