Civil & Construction - June 25

IRELAND CONSTRUCTION INDUSTRY PROJECTED TO BE AMONG STRONGEST` IN EUROPE

SUIR ENGINEERING - Reports Most Profitable Year In Its Trading History

CONSTRUCTION INDUSTRY - New Upskilling Platform For Construction Sector

GENERATIVE AI - Transforming What’s Possible In Commercial Real Estate

Common perspectives, shared ambitions and a desire to build better through collaboration. These are the qualities needed to ensure that we deliver for our clients to the highest standards. At John Paul Construction we believe that each project we deliver is an opportunity to learn through partnership, to improve on what’s gone before and to create a better tomorrow for us all.

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CIVIL AND CONSTRUCTION IRELAND

Email: info@civilandconstruction.ie

Civil and Construction Ireland 2025

LETTER FROM THE EDITOR

Construction in mission-critical sectors is rising despite challenges with power access, tariffs and supply chain concerns. The data centre development landscape in Ireland is experiencing significant growth with Dublin remaining the focal point for development. Another sector on a growth trajectory is life sciences, which saw €1.2bn invested in research and development start-ups across Europe during the first quarter of 2025. There is a growing trend of life sciences manufacturing companies leveraging existing manufacturing sites to expedite market entry, adapt quickly to demands and alleviate current market uncertainties. However, until there is greater clarity on the tariff landscape across Europe, export performance may be hindered, posing a risk to future capital investment.

In this issue we report how The Minister for Further and Higher Education, Research, Innovation and Science, James Lawless TD, has officially launched the new Skillnet MMC Accelerate online platform, which will provide online access to training supports for the critical skills needed to accelerate housing delivery. Skillnet Ireland and industry body Construction IT Alliance (CitA), have collaborated to provide businesses with upskilling resources that will accelerate the adoption of Modern Methods of Construction (MMC) to become day to day construction practices. The new national online platform will support people working in the construction industry and those looking to understand more about it, to navigate the upskilling ecosystem in the context of MMC. Minister Lawless joined Mark Jordan, Chief Executive Officer, Skillnet Ireland, representatives from CitA and industry stakeholders to launch the new Skillnet MMC Accelerate platform at the National Construction Training Campus in Mount Lucas, Co Offaly.

We have a lot of insightful articles in this issue along with plenty of construction news and a great new motoring review with the award winning Mercedes-Benz EQE AMG 43 so flick forward for all of that great content. Enjoy the read.

Mark Kenny Editor

Civil and Construction Ireland

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ARCDOX BIM CONSULTANTS

The Golden Thread in Practice

SURETY BONDS

Is Private Equity the Solution to Ireland’s Housing Crisis?

M&N CIVIL ENGINEERING

Strength from the Ground Up: Smarter Civil Engineering with Soil Stabilisation

PIPELIFE

Wienerberger Announces Acquisition of MFP Sales Ltd.

JONES ENGINEERING

Journey to Diversity and Inclusion Excellence

LINESIGHT

Irish Construction Industry Projected To Be Among Strongest In Europe

DIGITAL

Creating A Path Forward For Digital Infrastructure In Ireland

RESEARCH & DEVELOPMENT

Pioneering New Technologies And Sustainable Solutions

ARTIFICIAL

How Generative AI is Transforming what’s possible in commercial

Sisk Completes Killaloe Bypass To Boost Heritage Towns And Local Economy In Shannon Region

DATA CENTRES

What’s The Future For Ireland’s Data Centres?

LIFE SCIENCES

Headwinds In 2025: Eight Factors Companies Should Prepare For

Suir Engineering Reports Most Profitable Year In Its Trading History

Suir Engineering, one of Europe’s fastest-growing engineering services providers has reported a 56% increase in operating profit for 2024, marking the most profitable period in the company’s 41-year history.

CEO John Kelly forecast a +20% increase in turnover over the next 18 months, citing a robust pipeline of activity and strong market demand as key drivers for the Waterford-headquartered engineering business.

Suir Engineering’s 2024 annual report included details of the cash acquisition of Taylor & Fraser, a leading mechanical & electrical engineering business in Scotland, which has strengthened the company’s UK footprint, while expanding its service capabilities.

With more than 1,600 employees, the company’s expansion into the UK was also marked by the opening of offices in London and Manchester last year. The move supports Suir Engineering’s growing UK customer base and positions the company to capitalise on multi-billion-pound pipeline opportunities in high-growth sectors such as data centres, energy, power and renewables, life sciences, food & beverage and semiconductors.

With offices in eight international markets including Germany, Sweden, Denmark and Finland, Suir Engineering’s 2024 performance affirms its position as one of the largest engineering services providers not only in Ireland, but in Europe.

Ireland remains hugely important to Suir Engineering’s performance and operations, but John Kelly explained that it was the company’s wider focus on Europe that was driving its recent growth and profitability.

“We are already looking at a multi-million Euro order book for 2025, with pipeline opportunities in excess of €4 billion over the next two years, representing the largest concentration of opportunities the company has ever experienced,” said John Kelly. “2024 was one of Suir Engine-

ering’s most prolific, marked by several milestones including acquisitions and launches,” he said.

In 2024, Suir Engineering launched a pioneering Apprentice Centre of Excellence in Dublin offering both workstation and classroom learning with a dedicated trainer and mentor to support apprentices over their four years of training. “We want to raise the bar ever further for trade professionals in the engineering sector and equip apprentices with the highest levels of additional learning and mentorship,” said John Kelly.

“There is a skills shortage in Ireland and across Europe, and an urgent need for more highly skilled and trained workers. Apprentices are the lifeblood of our sector and at any one time we could have up to 400 apprentices in the business. Our goal is to ensure that they receive optimum training to help them reach their full potential.”

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Meakstown Community Centre, Dublin

Liebherr Delivers First 440 HC-L Luffing Jib Crane To John Paul Construction In Ireland

Liebherr has delivered its first 440 HC-L luffing jib crane to John Paul Construction for use on the Donore project in Dublin. This powerful crane stands out with its high lifting capacity, compact dimensions, and intelligent control system – making it ideally suited for major urban construction sites. The long-standing partnership between Liebherr and John Paul Construction thus enters a new era of technological advancement.

Biberach (Germany), 18 June 2025 – The first Liebherr 440 HC-L luffing jib crane has been successfully delivered and is now in use on the landmark Donore Project in Dublin, Ireland. The recipient is John Paul Construction, a longterm and valued Liebherr customer, who has trusted in Liebherr’s technology and quality for over 50 years. A total of six Liebherr tower cranes will be in operation on the project. The new 440 HC-L plays a key role in this major initiative aimed at delivering much-needed housing.

A strong start for a new crane generation

With the 440 HC-L, Liebherr presents a new luffing jib crane in the 400 metre-tonne class. Designed specifically for large-scale urban construction projects, the crane combines high lifting capacity with a compact footprint and intelligent control features. It offers a maximum lifting capacity of 24 tonnes and can lift up to 3.9 tonnes at a maximum jib length of 65 metres.

Innovations such as the new EMS-4 control system, a 12inch display with the Tower Crane Operating System (TCOS), and a redesigned counter-jib system ensure intuitive operation, enhanced safety, and efficient assembly. The

proven Litronic control system enables extremely precise movements. Additional features such as Load-Plus, Micromove, and electric wind release provide valuable day-today support for crane operators, making the 440 HC-L an ideal solution for space-constrained, complex sites like the Donore Project.

Donore project: sustainable urban renewal in Dublin

Located in the heart of Dublin’s south inner city, the Donore Project will deliver 542 high-quality new homes, comprising 389 cost-rental and 153 social housing apartments – helping to address the city’s housing needs. Developed on the site of the former St. Teresa’s Gardens in Dublin, this project represents the latest collaboration between the Land Development Agency (LDA) and Dublin City Council (DCC) to deliver affordable homes. In addition to contemporary housing, the scheme will provide new public spaces and essential social infrastructure. Six Liebherr tower cranes are playing a key role in supporting the safe and efficient progress of construction, thanks to their reliability and strong on-site performance.

A successful partnership with John Paul Construction

John Paul Construction is one of Ireland’s leading construction companies and has enjoyed a close relationship with Liebherr for over five decades. The decision to use the new 440 HC-L crane reflects the company’s confidence in Liebherr’s ongoing innovation in luffing jib technology. Today, John Paul Construction operates numerous Liebherr cranes on complex projects both at home and abroad, benefiting from Liebherr’s broad product range and comprehensive technical support.

Midland Steel Launches FasterFix Ready Mesh to Accelerate Housing Construction

Midland Steel, a leading Irish force in steel reinforcement innovation, has announced the launch of its newest breakthrough product, FasterFix Ready Mesh. The new mesh product is a pre-engineered, site ready, reinforcement system designed specifically to speed up housing completions in line with the Government’s Modern Methods of Construction (MMC) initiative.

With government targets of more than 50,000 homes per year to be delivered by 2030, FasterFix Ready Mesh is poised to play a vital role in delivering faster and more efficient builds.

This Irish designed and developed solution arrives on site fully prepared and custom-designed to each project, significantly cutting programme times and streamlining the building process. Some of the key benefits of FasterFix Ready Mesh include:

• Ready-to-place units that reduce installation time and labour costs

• No cutting or hot works, improving site safety and compliance

• Zero site waste, enhancing sustainability and reducing costs

• Lightweight panels for safer manual handling

• Custom and standard sizes tailored to each house type

• Manufactured using CARES-approved, low-carbon steel

Tony Woods, CEO of Midland Steel, stated: “Our FasterFix Ready Mesh is a perfect example of Modern Methods of Construction. It’s efficient, sustainable, and built for

performance. We believe it can be a game-changer for house building in Ireland.”

Founded in Mountmellick, Co. Laois, Midland Steel has grown into a leading international provider of steel reinforcement solutions, with operations across Ireland, the UK and mainland Europe. It is renowned for its commitment to innovation, quality and sustainability and continues to shape the future of construction by delivering smarter, safer and more efficient reinforcements systems.

Midland Steel’s products have been used in the construction of numerous major projects including Aviva Stadium, Amazon data centres in Dublin and Intel in Leixlip. Recently, the company announced a strategic partnership to license its modular rebar technology to Nucor Corporation, the largest producer of steel in the US.

For more information about this solution visit: https://midlandsteelreinforcement.com/

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Building Manufacturers Group Octabuild Announces New Chairperson and Treasurer for 2025-2026

Mike Glennon, Joint Managing Director of timber processors, Glennon Brothers, has been elected chairperson of the building manufacturers group, Octabuild for 2025-2026. Additionally, Niall Fay, Director at Grant Engineering, has been appointed treasurer.

Octabuild is unique among representative groups in the building and construction industry – its members have a solid manufacturing base in Ireland; operate to the highest technical and management quality standards; are market leaders in their business sectors and use builders merchants as their primary sales route to the end-user.

There are eight Octabuild members – Dulux Paints, Etex Ireland, Glennon Brothers, Grant Engineering, Gyproc, Irish Cement, Kingspan Insulation and newest member, Bostik.

Octabuild was established in 1984 to highlight the benefits of high-quality, Irish-manufactured products. Key initiatives are the bi-annual Octabuild Builders Merchant Excellence Awards, an all-island competition recognising industry excellence, and more recently, a bi-annual ‘Building Connections’ event for industry leaders.

Glennon Brothers have been members since 2014, with Mike Glennon bringing extensive industry expertise to his role as Chairperson. As Joint Managing Director alongsi-

de his brother Pat, he has overseen the company’s significant expansion across Ireland and the UK. Today, Glennon Brothers directly employs over 900 people and supports an additional 450 indirectly through contract harvesting and haulage. Operating across seven manufacturing sites, the company now has a turnover of €330 million.

Speaking on his appointment, Mike Glennon said: “Collaboration and partnership are at the heart of Octabuild. Throughout my career in the timber and construction industries, I’ve seen the vital role builders merchants play in delivering high-quality building materials to the market. Irish manufacturing is key to this process, providing locally made products to meet demand.

“I am honoured to take on the role of Chairperson and I am committed to strengthening relationships and ensuring that Octabuild continues to support merchants in a way that drives collaboration, innovation and excellence, over the next two years.”

The current board of Octabuild comprises representatives from eight industry-leading companies: Peter Morrissey, Bostik, Mark Filgate, Dulux, Kieran Duggan, Etex, Mike Glennon, Glennon Brothers (Chairperson), Niall Fay, Grant Engineering (Treasurer), Mark O’Reilly, Gyproc, Ray Molyneaux, Irish Cement and Cathal Coen, Kingspan Insulation.

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Minister Launches New Upskilling Platform For Construction Sector

The Minister for Further and Higher Education, Research, Innovation and Science, James Lawless TD, has officially launched the new Skillnet MMC Accelerate online platform, which will provide online access to training supports for the critical skills needed to accelerate housing delivery. Skillnet Ireland and industry body Construction IT Alliance (CitA), have collaborated to provide businesses with upskilling resources that will accelerate the adoption of Modern Methods of Construction (MMC) to become day to day construction practices.

The new national online platform will support people working in the construction industry and those looking to understand more about it, to navigate the upskilling ecosystem in the context of MMC. Minister Lawless joined Mark Jordan, Chief Executive Officer, Skillnet Ireland, representatives from CitA and industry stakeholders to launch the new Skillnet MMC Accelerate platform at the National Construction Training Campus in Mount Lucas, Co Offaly.

Speaking at the launch, Minister James Lawless said: “I very much welcome the launch of this ambitious online platform, which will be an important resource for the construction sector. Skillnet MMC Accelerate will be a pivotal national initiative in the years to come, equipping the sector’s workforce with the modern methods of construction expertise needed to future-proof housing delivery and meet Ireland’s Housing for All, National Development Plan and Climate Action Plan targets. By adopting these advanced construction techniques, we can ensure homes are delivered faster and more sustainably.”

Minister of State Marian Harkin welcomed the initiative, saying: “This new platform is more than just an online resource; it is a bridge to the future of Irish construction. The platform will help workers and businesses transition to Modern Methods of Construction so that they can build better, faster and more sustainably. It connects learners to training and puts people in control of their own skills development”.

Mark Jordan, Chief Executive Officer, Skillnet Ireland, said: “By fostering new career pathways and expediting the adoption of modern methods of construction, Skillnet MMC Accelerate directly supports the Government’s housing climate action objectives. This online platform will play a key part in driving full-scale MMC adoption in Ireland, supporting professionals and businesses at every stage of their journey.”

Dr. Alan Hore, Founding Partner, CitA, and

Director, Skillnet MMC Accelerate, said: “The construction industry is transforming, and MMC is at the forefront of this shift, making it leaner, greener, and more digitally advanced. By providing a platform for career growth and opportunity, we can ensure the industry attracts top talent and embraces innovation. This new online resource represents a significant step-change for the sector, responding to industry needs and providing professionals with the advanced skills and knowledge to deliver high-quality, sustainable housing at scale.”

As part of the pathway to developing this initiative, Skillnet Ireland published a report in 2022 in collaboration with Construction Professional Skillnet, which provided vital insights and learnings about modern methods of construction. The impact of introducing skills initiatives for the construction industry with a focus on modern methodologies, has vast potential including addressing labour shortages, facilitating the transition to net zero and contributing towards a solution for housing issues in the Irish economy.

The Skillnet MMC Accelerate platform will showcase the successes of innovative MMC businesses, display future career pathways in MMC, align the existing training and upskilling ecosystem to these career pathways, and provide links to other government, academic and industry supports available.

Skillnet MMC Accelerate is hosting a series of information events for people working in the construction sector, throughout 2025, to provide insights into the adoption of different MMC techniques, facilitate wider engagement and collaboration with relevant stakeholders, and emphasise the sustainability and productivity benefits associated with the increased use of MMC.

To learn more about Skillnet MMC Accelerate, visit: www. skillnetmmcaccelerate.ie.

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ICW Extends A-Rated Structural Warranty Offering to Republic of Ireland

ICW Group, a leading provider of building warranties and building control services, has extended its services to the Republic of Ireland (RoI) market.

The move comes after a period of strong growth for the company across its UK base where it provides services to a broad range of major property developers, housebuilders and construction firms.

Trading as ICW Europe, the company will offer structural warranties to housebuilders and developers operating in Ireland, a move which broadens the company’s geographic reach. As part of the expansion, it will have building surveyors and support teams based across the region.

ICW Europe is offering a range of structural warranties through its insurance business. Services include a 10year residential policy on new builds, renovations and retrospective cover; a commercial building warranty, which provides bespoke coverage for commercial or mixed-use projects; and affordable housing cover for either 10 or 12 years.

Warranty premiums are based on the build cost of the project, rather than the sale price, to provide better value and realistic cover which protects homeowners. Cri-

tically, policies are underwritten by A-rated insurers and accompanied by ICW’s industry-leading customer service.

Laurance Belton, Sales Director, ICW Europe, said: “We are delighted to extend our market-leading warranties offering to the Irish market. We have built a name for ICW as a provider of choice and integrity for builders and developers across the UK and will now be able to partner with clients on their projects in Ireland.

The house building sector in Ireland is vibrant, and we are excited to be able to work with customers to provide them with a higher quality and better value service for building warranties.”

Andrew Spratt, Director, ICW Europe, said: “We have worked hard to develop a reputation across our business for customer service excellence, which has proved increasingly popular with our growing client base. Being able to bring our offering to the Irish market, where we see considerable potential for our building warranties, is a product of that endeavour and we look forward to growing our footprint here.”

BDP Celebrates Seven Major Wins For Projects In Limerick and Drogheda at National Architecture Awards

Leading multidisciplinary design practice, BDP’s work in Ireland has been recognised with seven awards across two prestigious national ceremonies, the Building & Architect of the Year Awards (BAYA) and the Irish Building & Design Awards (IBDA), for its innovative designs at TUS Coonagh Engineering Campus in Limerick and Drogheda Civic Offices in County Louth.

The Technological University of the Shannon (TUS) Coonagh Engineering Campus and the newly redeveloped Drogheda Civic Offices were both honoured in multiple categories, highlighting BDP’s excellence in educational design, sustainability, heritage-led regeneration and adaptive reuse.

A brand-new engineering-focused campus for the Technological University of the Shannon, Coonagh Engineering Campus opened its doors to students in April 2024. The campus delivers 5,700 square metres of teaching and learning facilities, social spaces, staff accommodation and student support areas, along with extensive public realm and car parking. Developed as the first phase of a wider masterplan by BDP, the brief was to create a landmark place that would set the standard for future development at the university’s expanding campus.

This transformational project has now received four national awards. At the Building & Architect of the Year Awards, the campus was named Educational Building of the Year and received the Sustainability Award for a Single Building or Development. At the Irish Building & Design Awards, it was honoured as Sustainable Building Project of the Year and Education Project of the Year.

In Drogheda, BDP has sensitively restored and reimagined two unoccupied Protected Structures to create a new civic heart for Louth County Council. The Drogheda Civic Offices project involved the creative reuse of the former Borough Chamber and Community Services Building, located within the Architectural Conservation Area of Fair Street, and the construction of a new glazed link building that brings these heritage assets together into a modern, fully integrated civic complex.

This 2,000 square metre development includes a renovated Borough District of Drogheda meeting chamber, a large multi-use public exhibition space, a new public foyer and counter, conference facilities and a number of administrative offices and meeting rooms. Designed and delivered to the highest standards, the buildings incor-

porate energy-efficient systems including photovoltaic panels, heat pumps, LED lighting and solar shading, as well as a sedum roof that improves biodiversity and helps the building blend into the urban landscape. The revitalised public plaza and entrance create a welcoming gateway and valuable civic space for the community.

The Drogheda Civic Offices received three major accolades at the national awards. It won Building Refurbishment for a Single Building or Development at the Building & Architect of the Year Awards, and at the Irish Building & Design Awards it was recognised as both the Heritage & Conservation Project of the Year and the Retrofit / Renovation Project of the Year.

Elliott Ballam, Architect Associate at BDP, said: “Winning these prestigious awards is an incredibly proud moment for our multidisciplinary design team at BDP. Our Drogheda Civic Offices project sensitively restores two protected structures which are now connected by a contemporary new link building and public realm. Significant embodied energy and carbon benefits were achieved. The project exemplifies the power of adaptive reuse in architecture, demonstrating how we can reduce environmental impact while honouring our cultural heritage. This is not just a win for the design community but for Drogheda itself, as the refurbished buildings rejuvenate the civic heart of the town and provide a modern, sustainable workspace for Louth County Council.”

Michael Mullen, Principal and Head of BDP’s Dublin studio, added: “The Drogheda Civic Offices project showcases our commitment as a practice to sustainability and our ability to design and implement innovative approaches to deliver exemplar adaptive reuse projects. This project is a true reflection of the collaborative effort between our multidisciplinary design team and Louth County Council, whose vision for sustainable, adaptive reuse has been key to its success. We believe this project sets a new benchmark for how heritage buildings can be thoughtfully reimagined for the future, and we are truly honoured to receive this validation for the thought leadership displayed by our client, partners and our incredible design team.”

This latest round of recognition underscores BDP’s leadership in designing progressive public and education buildings in Ireland, and the value of sustainable, context-sensitive architecture that brings lasting benefit to students, communities and local authorities.

Sisk and Manchester City Celebrates Topping Out of New Entertainment Destination

Sisk and Manchester City marked a significant milestone in the development of the Club’s £300m entertainment destination, as they celebrated the topping out of the project, with the installation of the final steel on site.

The topping out ceremony signifies the completion of the highest structural point of the development, which upon completion will increase the stadium’s capacity to over 60,000, create a new covered 3000-capacity fan zone, and introduce a state-of-the-art museum experience.

The development will also see the opening of The Medlock, a 401-room hotel in collaboration with Radisson, as well as a range of food and beverage outlets operating 365 days-a-year.

Club representatives were joined at the topping out event by apprentices working on the development, construction partner, Sisk, and Leader of Manchester City Council, Bev Craig, who all signed a commemorative piece of artwork which will later be permanently installed within the Club’s new museum.

To date, the project has hired 86 apprentices/trainees across Sisk and its supply chain partners of which 62 coming from within Greater Manchester region. The completed development will bring hundreds of new full-time and part-time jobs, as well as additional casual roles, to create lasting long-term economic and social benefits for the Club’s local community, building on the Council’s and Club’s shared priorities for the regeneration of East Manchester.

The North Stand itself will open during the 2025/26 football season, with the hotel, workspace, food and beverage outlets and the Club’s fan zone, opening in late 2026. These new facilities will sit alongside the 23,500

capacity Co-op Live arena – a joint venture between City Football Group and Oak View Group.

Alan Rodger, Managing Director UK North & Sisk Infrastructure, said: “The topping out of Manchester City’s entertainment destination marks a significant milestone for Sisk and the club. We have achieved some very visual planned milestones recently including quad pod steel and façade installations, and the project is gathering real momentum heading into the football off-season.

“We would like to thank all our staff, supply chain partners, designers and consultants for helping us reach this stage and we look forward to the next phase of the project.”

Commenting on the topping out ceremony, City Football Group, Chief Operating Officer, Roel de Vries, said: “This is a proud moment for Manchester City and for everyone involved in the Club’s project to create a year-round entertainment destination at the Etihad Campus.

“The delivery of this project will enable us to enhance and expand our offering to our fans and visitors, both on matchday and non-matchday, and create lasting longterm economic and social benefits for our local community, building on the regeneration work City Football Group has delivered in East Manchester since 2008.”

Leader of Manchester City Council, Cllr Bev Craig, said: “This is a major infrastructure investment which will create and support hundreds of jobs, adding to the remarkable regeneration of East Manchester in which the club has played a constructive role.

“It’s great to see this construction milestone reached. It means it won’t be long before those benefits for the city and the community start to be realised.”

ClimaGrid Wins Construction Product Innovation Award at the Irish Construction Excellence Awards 2025

Kilsaran, one of Ireland’s leading innovators in construction materials, has added another prestigious accolade to its name by winning at the 2025 Irish Construction Excellence (ICE) Awards, held at the Convention Centre Dublin (CCD) on May 1st, 2025. The ICE Awards, recognised as the premier event for celebrating outstanding achievement in the Irish construction sector, brought together industry leaders, innovators, and project teams from across the country to honour excellence and innovation in construction.

Kilsaran was honoured in the highly competitive Construction Product Innovation category for its groundbreaking ClimaGrid paving solution. This award recognises products that demonstrate significant advancement in

construction technology, sustainability, and performance. The ClimaGrid paving system stood out to the judges for its innovative approach to sustainable urban drainage and its positive impact on the built environment.

The Irish Construction Excellence Awards are regarded as the benchmark for performance excellence in Ireland’s contracting sector. Each year, the event highlights the best in construction across a range of disciplines, including innovation, engineering, health and safety, and architectural design. The 2025 gala, hosted at the Convention Centre Dublin, was attended by the country’s leading construction professionals, making it the most prestigious networking event in the Irish built environment calendar.

THE GOLDEN THREAD IN PRACTICE

This is the third article in the series on the Golden Thread of Information in Architecture, Engineering and Construction (AEC). The introduction in the first article, The Golden Thread of Information (December 2024), explored the “Why?” — the foundational shift underway in the AEC sector, from fragmented, analogue information practices to structured, digital information management. It introduced the concept of the golden thread as a continuous, verified, and accessible flow of information across the entire lifecycle of a built asset. Anchored in ISO 19650 standards and supported by emerging technologies like technologies like Building Information Modelling (BIM), Distributed Ledger Technology (DLT), and Artificial Intelligence (AI), this approach transforms data into a trusted asset — evolving from raw documentation to contextualised wisdom that supports business processes and asset management. It also prepares the industry for emerging technologies such as Digital Twins for Smart Buildings and Smart Cities. At its core, this is not merely a technical shift, but an ethical one: professionals across the sector have a duty of care to provide accurate, timely, and auditable information that supports safety, quality, and long-term value. This called for a cultural evolution — from passive assumptions to active accountability — positioning structured information as a strategic resource rather than a bureaucratic burden.

Golden Thread - WHAT?

The second article, The Golden Thread of Trust

(April 2025), examined the “What?” — shifting from ethical intent to legal and systemic accountability, and highlighting the rising importance of information as a basis for regulatory compliance and professional protection. In an era shaped by legislation like the UK Building Safety Act, professionals can no longer rely on informal documentation, assumptions, or verbal agreements. The article explored the mechanisms that support trust — attribution, attestation, auditability, and structured metadata — and showed how digital tools like BIM and federated CDEs (Common Data Environments) can ensure transparent, reliable, and accessible records across the asset lifecycle. Compliance was reframed not as burdensome bureaucracy, but as vital assurance — for clients, for regulators, and for professionals whose duty of care demands clarity, traceability, and integrity. At the heart of the argument was a rejection of “blind trust” — the assumption that others, or the system itself, will catch errors and prevent failure. Drawing lessons from disasters such as Grenfell Tower, Opal Tower, and Champlain Towers, the article revealed how systemic failures often stem not from malice, but from a lack of verifiable information and accountability. In high-risk projects, the principle of “Trust, but verify” must be foundational. The call was clear: implement structured decision-making, support it with competent information managers, and match the complexity of your verification methods to the scale and risk of your work. Technology is here to help — but trust in AEC must now be earned through transparency, not assumed through tradition.

Golden Thread - HOW?

This third article, The Golden Thread in Practice, turns to the “How?” — shifting from principle to implementation, and exploring how AEC professionals, clients, and project teams can operationalise the golden thread across the full lifecycle of a built asset. While previous articles established the conceptual, ethical, regulatory, and strategic business case for structured digital information, this instalment addresses the practical question: how do we actually do it?

From setting information requirements and defining roles and responsibilities, to establishing a Common Data Environment (CDE), managing handovers, and sustaining digital continuity into operations and maintenance, we examine the systems, processes, and behaviours required to embed the golden thread into real projects. In a sector where assumptions have too often replaced accountability — and where the consequences of failure can be irreversible — this shift is no longer optional. It is foundational to delivering safe, resilient, and trustworthy buildings and infrastructure.

1. Defining Information Requirements: Start with the End in Mind

Every task in the design, construction, and operation of a built asset relies on one thing: information. Without the right information, nothing moves forward — or worse, it moves forward incorrectly. That’s why effective information management begins not with software or standards, but with purpose. The Lean Last Planner System reminds us to “start with the end in mind,”

eliminating unnecessary rework by aligning every activity with its intended outcome. In the context of the golden thread, this means beginning by asking: What information is required to make decisions, ensure safety, and demonstrate compliance at each stage of the asset lifecycle? Getting this right is not a luxury — it is the difference between efficiency and delay, clarity and confusion, safety and risk.

The ISO 19650 series helps structure this early clarity through the development of Organisational Information Requirements (OIRs), Asset Information Requirements (AIRs), capital Project Information Requirements (PIRs), and contractual Exchange Information Requirements (EIRs) — documented expectations that define what information the client or appointing party needs, why they need it, and when it must be delivered. To shape an effective EIR, we must answer five essential planning questions (The 5 W’s of planning):

1. Who is responsible for producing and approving each information deliverable?

2. What information is needed — models, drawings, specifications, reports — in what format, and to what level of detail?

3. Why is it required — for which decision, risk, or compliance obligation?

4. When is it needed — at what date, stage, milestone, or handover point?

5. Where will it be stored, managed, reviewed, and accepted — within which system or CDE state?

The challenge is that humans are surprisingly adept at operating in ignorance. Too often, these questions are

waved away with “we’ll get to that later” — and then never addressed. Left unanswered, assumptions rush in to fill the void — leading to missed deliverables, unverified data, and misaligned expectations. Before we know it, we are firefighting and blaming. Answered with care, these questions become the foundation of the project’s information strategy, enabling coordinated work across teams and disciplines. The golden thread doesn’t arise spontaneously — it is the outcome of intentional, deliberate, and well-informed planning from the very beginning.

2. Roles and Responsibilities: Aligning People with Information Outputs

Even the best-laid information requirements will collapse if no one is clearly responsible for fulfilling them. Diffusion of responsibility is a serious and persistent threat — especially in the AEC sector, where projects involve multiple organisations, overlapping contracts, and shifting team dynamics. ISO 19650 strongly emphasises the need to define who does what, when, and why in the information process — establishing clear accountability between the Appointing Party, Lead Appointed Parties, and Appointed Task Teams. In practice, however, responsibility often evaporates into organisational grey zones, with phrases like “I thought someone else was doing that” surfacing too late, after critical deliverables are missed.

To prevent this, teams must establish a Responsibility Matrix, often based on the RACI model — identifying who is Responsible (does the work), Accountable (owns the outcome), Consulted (provides input), and Informed (kept in the loop). This is not mere project

administration — it is a strategic exercise in aligning people to outcomes. The Responsibility Matrix defines ownership; the Master Information Delivery Plan (MIDP) defines scope and schedule. Together, they translate information requirements into accountable action.

Crucially, the golden thread is not the product of a tool or platform — it is the result of professional responsibility. Systems can manage workflows, but only humans can be held ethically and legally accountable for the information they approve or submit. In a safetycritical industry, “I didn’t realise it was my job” is not a defence. Especially when failure results in injury, loss, or death, this is not an administrative oversight — it is a leadership failure. Clear, documented roles are not just best practice; they are the bedrock of both compliance and collaboration.

3. Planning for Delivery: BEP > TIDP > MIDP > CDE

Once requirements and responsibilities are defined, the next step is to plan how and when information will be produced, reviewed, and delivered. In a fragmented industry where multiple contributors work in parallel, information does not flow by default — it must be carefully orchestrated. ISO 19650 structures this orchestration through a layered approach, beginning with the BIM Execution Plan (BEP) — the delivery team’s formal response to the client’s Exchange Information Requirements (EIR). The BEP outlines the agreed strategy, standards, methods, procedures and resources that will govern how information is managed, validated, and exchanged across the project. It ensures that all parties understand how the project’s information goals will be achieved in practice.

#Based on the BEP, each task team develops a Task Information Delivery Plan (TIDP) that defines its specific deliverables — models, drawings, specifications, schedules, and reports — along with formats, dates, and contributors. These are then aggregated into the Master Information Delivery Plan (MIDP), forming a single coordinated roadmap for the project.

The MIDP is not just a spreadsheet — it is the information equivalent of a construction programme (the programme to build the digital asset). It aligns information delivery with project milestones, regulatory deadlines, and decision points. Crucially, the MIDP must remain a live document, updated as the project evolves. When properly maintained, it eliminates duplication, prevents last-minute surprises, and ensures that deliverables are received on time, in the right state, and for the right purpose.

Planning for delivery is about more than meeting deadlines — it’s about creating a predictable rhythm of production and review. Without this rhythm, the golden thread unravels into missed milestones, partial or outdated data, reactive firefighting, and finger-pointing. With it, the project gains coherence, resilience, and forward momentum. In this sense, the MIDP becomes the practical backbone of trust — ensuring that information is not only defined and assigned, but delivered with precision and purpose. As Benjamin Franklin famously said, “failing to plan is planning to fail”.

4.

Managing the Common Data Environment (CDE): Workflows and States

The Common Data Environment (CDE) is not merely

a digital archive or file-sharing system — it is the coordinating backbone of the golden thread. A wellmanaged CDE enables structured information to be curated, reviewed, approved, and published in accordance with defined workflows and responsibilities. ISO 19650 outlines a progression of information states — Work in Progress (WIP), approved for Sharing, reviewed, accepted for Publication, and finally Archived — each representing a level of maturity, completeness, and authorisation. These states are not arbitrary labels; they define when information can be relied upon and used to make decisions.

In reality, the CDE is rarely a single system. Project data typically resides across multiple platforms — BIM authoring tools, document management systems, asset databases, and project portals — each controlled by different stakeholders. The goal is not centralisation, but interoperable coordination: ensuring these systems support a coherent, traceable, and auditable flow of information. This is where CDE governance becomes essential — planning not only what will be exchanged, but how it will be transferred, versioned, reviewed, and accepted. Whether the exchange is manual or APIdriven, the objective remains the same: ensure that data arrives in the right place, in the right state, with the right metadata, under the right authority.

When managed effectively, the CDE becomes a living record of project intent and accountability. It eliminates duplication, resolves version conflicts, and makes the status of each data item unambiguous. Crucially, it provides an auditable history — showing who created or approved what, when, and why — offering transparency for collaboration, compliance,

and professional defence. The CDE thus enables both discipline-specific autonomy and project-wide trust, allowing teams to work independently while contributing to a single, verifiable source of truth.

5. Information Quality Control: Check, Verify, Validate

The golden thread is only as trustworthy as the information it carries. Poor-quality data — whether incomplete, outdated, mislabelled, or technically incorrect — introduces risk at every stage of the project lifecycle. One small error, left unchecked, can propagate through procurement, construction, handover, and operations — compounding costs, delays, and liabilities. ISO 19650 encourages a proactive quality management approach, anchored in the Plan–Do–Check–Act (PDCA) cycle established by ISO 9001. Within this framework, every deliverable should pass through three essential gates: Check, Verify, and Validate.

• Checking confirms that information exists, is correctly structured, and complies with templates, naming conventions, and metadata requirements.

• Verification goes deeper, ensuring the work has been executed correctly and meets technical standards — typically conducted by the authoring team.

• Validation determines whether the information is suitable for its intended purpose, and is often carried out by both the responsible authoring party and the receiving party, such as the client, contractor, or regulator.

In addition to these gates, quality assurance requires careful attention to six interrelated dimensions of information quality throughout the project lifecycle:

• Data Continuity – ensuring continuity of data between project stages and traceability of all changes

• Data Compliance – confirming that information meets contractual, regulatory, and project-specific standards

• Data Completeness – ensuring the information is sufficiently detailed and contextually appropriate for its stage or purpose

• Data Veracity – checking for factual and technical accuracy, reducing the risk of error

• Data Consistency – maintaining alignment across different data types (models, drawings, schedules, documents)

• Data Coordination – ensuring that interdisciplinary inputs are aligned, integrated, and clash-free

Together, these checks are what transform information

from a generic output into a professionally dependable input. They ensure that the information flowing through the golden thread is not only present and structured, but fit for purpose, trustworthy, and actionable. By incorporating these checks into each PDCA cycle, projects reduce rework, improve clarity, and strengthen collective confidence in the data used to design, construct, and operate the built environment.

These are not redundant steps or bureaucratic overheads — they are thresholds of trust. A missing date on a certificate, or an incomplete model element, may seem trivial in isolation — but in the context of a high-risk environment, such oversights can have serious consequences. These gates ensure that data passed forward is not just present, but reliable, complete, and actionable.

Ultimately, this is about more than just data quality — it is about professional assurance. Without metadata, even technically correct information lacks context and trustworthiness. When checking, verifying, and validating are embedded in the workflow, teams can act with confidence, knowing that the information they depend on has been reviewed with rigour and integrity. This elevates the golden thread from a passive record to an active safeguard.

6. Governance and Traceability: Maintaining Integrity Over Time

In the AEC industry, information is not ephemeral — it becomes part of the long-term record of compliance, accountability, and risk management. It drives ongoing operations and asset management. Years after a project has been delivered, a question may arise: Why was this decision made? Who approved it? Was the data accurate and complete at the time? Only a robust framework of governance and traceability can answer these questions with confidence.

This is where metadata, version control, audit trails, and digital sign-offs move from best practice to professional necessity. Just as food or medicine must be traceable to their origin and composition, so too must every design, drawing, specification, or certificate be traceable to its source, purpose, and approval history. ISO 19650 stresses that information must not only be well-structured — it must be attributable, attestable, auditable, and governable throughout its lifecycle.

Advanced technologies like Distributed Ledger Technology (DLT) can enhance this by creating tamperevident, cryptographically verifiable audit trails. But even without these tools, the principle holds: information must be stewarded. Governance is not just about storing records — it’s about preserving the chain of custody. And stewardship ultimately requires human responsibility. Software can track workflows, but it cannot carry blame. You cannot cross-examine an algorithm in court. If information cannot be verified, it

cannot be trusted. If it cannot be attributed, it cannot be defended. Governance turns information from a transient project output into a long-term professional asset, serving the project, the client, and the public good.

As digital maturity increases across the sector, more advanced methods are beginning to supplement these foundational practices. Structured decision models like Toulmin’s framework, Goal Structuring Notation (GSN), and Claims-Argument-Evidence (CAE) are being explored to justify and trace design rationale — not just recording what was chosen, but why. Standards such as Decision Modelling Notation (DMN) offer potential for automating rule-based compliance checks, while digital signatures and attestation frameworks are helping to enforce legal responsibility in a verifiable and tamperproof way. In high-risk sectors, the use of lifecycle safety cases, linked across design, construction, and operations, provides a powerful template for structured assurance. These tools, while not required on every project, signal a shift toward a more accountable, interoperable, and legally resilient future — one where the golden thread does more than document decisions; it defends them.

7. Embedding a Culture of Continuous Improvement Processes, templates, and systems help structure information — but only culture sustains it. The golden thread is not a one-time setup or compliance box to tick — it is a discipline that matures over time. Embedding a culture of continuous improvement means creating feedback loops where learning, adaptation, and refinement are part of the daily rhythm of project delivery.

Here, the PDCA cycle becomes more than a framework — it becomes a mindset. In high-performing teams, planning improves through retrospectives and reviews; doing becomes more consistent through better tools and training; checking becomes smarter through automation and pattern recognition; acting becomes transformative as teams adapt and iterate based on what works — and what doesn’t. This is not about chasing perfection — it’s about purposeful progress.

Clients, regulators, and collaborators place greater trust in organisations that learn and improve, not those who only do the minimum to comply and defend when things go wrong. In such an environment, the golden thread stops being a static archive and becomes a living ecosystem of trust, learning, and professional growth. It represents a shift from reactive problem-solving to proactive value creation — where knowledge is not just recorded, but cultivated.

Conclusion

With ethical intent, regulatory accountability, and now practical implementation mapped out, the golden

thread emerges not as a theoretical ideal, but as a discipline — rooted in structure, transparency, and responsibility. It is not about digitising bureaucracy or generating more data. It is about enabling better decisions, backed by trusted information, across the full lifecycle of the built environment. In an industry facing increasing complexity, scrutiny, and performance demands, the ability to plan, manage, verify, and improve information is no longer optional — it is essential.

And with this foundation of structured, reliable information in place, the AEC sector is finally ready to leverage emerging technologies — from AI to Digital Twins, Smart Buildings and Smart Cities — not as disconnected novelties, but as extensions of a well-governed, trusted, and accountable information ecosystem. The golden thread is not just a technical artefact — it is a professional commitment to integrity that endures long after the project is built.

About the Author

Ralph Montague BArch MRIAI - is an architect and director at ArcDox BIM Consultants, a member of the Royal Institute of Architects of Ireland (RIAI), a member of the National Standards Authority of Ireland (NSAI) Technical Mirror Committee for BIM Standards, co-founder of the BIM Coordinators Summit and the international BIM Heroes Community. With over 30 years of industry experience, Ralph specialises in advising individuals, businesses, and project teams on information management practices and implementing BIM standards (ISO 19650).

www.ArcDox.com www.BIMhero.io

Irish owned and managed, Automatic are exclusively dedicated to the fire protection business. Our engineers and designers are recognised as experienced and respected individuals among their peers within the construction industry. As a Loss Prevention Certification Board (LPCB) Level 4 Certified contractor (highest accreditation level available), we are permitted to design, install, commission and self-certify all of our works on all categories of sprinkler systems, without third-party certification or supervision.

FUTURE-PROOFED HEATING SOLUTIONS WITH GRANT INTEGRATED PACKAGES

The specification of the right heating system is a key priority for construction professionals working on new build projects, as energy efficiency, sustainability, and homeowner comfort continues to shape the industry.

Leading heating technology manufacturer Grant has simplified this task with its fully integrated heating solutions, which combine awardwinning heating technologies to deliver optimal performance and efficiency.

A Grant integrated heating package is designed to maximise efficiency by bringing together carefully selected sustainable heating technologies. Each package is customised to the property’s specifications and the occupant’s individual heating needs. Each integrated heating package features a primary heat source, hot water storage, and heat emitters. For enhanced efficiency and control, smart heating technology can also be incorporated.

For new-build projects, Grant’s integrated heating packages typically feature the new Aerona R290 air-towater air source heat pump as the primary heat source. This award-winning, environmentally friendly heat pump has been described as setting new standards for sustainable home heating. The Aerona R290 uses natural refrigerant R290 which has an ultra-low Global Warming Potential (GWP) of just 3, compared to other refrigerants like R32 which has a higher GWP and is gradually being phased out of heat pump use.

Once the heat pump has been sized and specified, supporting technologies including hot water storage such as the Grant Integrated Unit and heat emitters are correctly sized for the property. Heat emitters may include the Grant Uflex underfloor heating system –ideal for consistent, radiant warmth or Grant Afinia aluminium radiators – high-efficiency radiators designed for modern homes or a combination of both.

Each package is professionally designed in-house by Grant’s technical specialists as part of the company’s complimentary heating design service. This ensures that the system meets all building compliance requirements while delivering long-term energy efficiency and futureproofing the property.

In addition to the recent launch of the Grant Aerona R290 heat pump, Grant has introduced the Aerona Smart Controller, a smart solution for seamless and efficient heating control. This intuitive system combines sophisticated controller technology with a sleek, modern display, allowing homeowners to easily manage their integrated heating solution.

Key features of the Aerona Smart Controller include:

• User-friendly controls – Set heating schedules, domestic hot water timings, and room temperatures with ease.

• Weather-compensated operation – The controller monitors outdoor conditions and automatically adjusts the heat pump for maximum efficiency.

• Remote access & diagnostics – Through a webbased portal and mobile app, homeowners can monitor and adjust settings, while installers can remotely access system performance data for troubleshooting and diagnostics.

With Grant’s integrated heating packages and smart control solutions, construction professionals can confidently deliver energy-efficient heating systems that enhance long term comfort and sustainability.

To avail of Grant’s free heating design specification service, email house plans and choice of heat emitters to heatpump@grant.ie.

Visit www.grant.ie for more information on Grant’s range of innovative heating solutions and training opportunities. Follow Grant on Facebook and X @GrantIRL and Instagram @grant_irl and LinkedIn @ GrantEngineeringULC. You can also subscribe to Grant on YouTube @GrantEngineeringIE.

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IS PRIVATE EQUITY THE SOLUTION TO IRELAND’S HOUSING CRISIS?

Ireland is facing one of the most acute housing shortages in Europe. Homebuilding continues to lag far behind demand, while prices and rents climb beyond reach for many. In response, the government is increasingly turning to an unlikely ally to close the gap: private equity firms.

This marks a significant shift in strategy. Traditionally, Ireland has relied on public funding and conventional developers to meet housing needs. But faced with stretched public finances, persistent labour shortages, and rising construction costs, policymakers are now inviting large-scale investors to play a bigger role in residential development.

Private equity is appealing for its ability to mobilise capital at scale and speed. The government hopes that by offering co-investment opportunities, streamlining planning processes, and providing regulatory certainty, it can attract long-term investors to help fast-track housing delivery, especially in urban hotspots like Dublin, Cork, and Galway.

Supporters argue this is a pragmatic response to an urgent problem. With homelessness rising and supply chronically constrained, the state alone cannot build fast enough. They point to countries such as Germany and the Netherlands, where private capital under strong regulatory oversight has successfully contributed to housing expansion while maintaining affordability.

But the strategy has stirred controversy. Critics warn that involving profit driven firms risks further financialising the housing market, prioritising high yield developments over genuinely affordable homes. Many fear that the focus will shift to luxury apartments and short-term rental units, pushing everyday families even further out of reach.

Housing advocates also question whether safeguards such as profit caps, rental regulations, and mandates for mixed income housing can be enforced effectively. Given the opaque nature of private equity and its focus on returns, there’s concern that public interest may take a back seat to investor profits.

There is a deeper worry too: that over-reliance on private capital may erode the state’s role in delivering housing as a public good. If large scale investment becomes the default model, it could limit long-term policy flexibility and reduce accountability in how housing is developed and allocated.

That said, rejecting private investment outright is unrealistic. The scale of the crisis demands every available resource. Construction costs remain high. Skilled labour is in short supply. And the state must also fund other pressing priorities, including healthcare and climate transition.

What’s needed is not a binary choice between public and private, but a balanced, well-regulated partnership. Private equity should complement not replace state led initiatives. Its involvement must be conditional on delivering social as well as financial returns. That means strict enforcement of affordability rules, transparency around ownership, and clear long-term commitments to community outcomes.

Above all, Ireland must not lose sight of the bigger picture. Solving the housing crisis requires more than capital. It needs political will, bold reform, and a comprehensive strategy that includes direct public investment, not-for-profit housing, land use reform, and a renewed focus on building homes not just assets. Private equity may be part of the answer but it cannot be the whole solution. Whether this shift delivers real

progress or deepens existing problems will depend on how wisely and transparently it is managed. One thing is clear: the status quo is no longer sustainable.

Colm McGrath - Head of Surety, Howden Ireland

STRENGTH FROM THE GROUND UP: SMARTER CIVIL ENGINEERING WITH SOIL STABILISATION

At M&N Civil Engineering, we’re committed to building smarter—from the ground up. That means delivering greater efficiency, lower costs, and more sustainable outcomes for our clients.

One of the most impactful ways we do that today is through Soil Stabilisation—a practical, proven method for improving site performance while reducing environmental impact.

What is Soil Stabilisation?

Soil Stabilisation involves improving the load-bearing and structural properties of existing or imported soils using binders such as lime or cement. The result? You can reuse materials already on site instead of importing stone or disposing of unsuitable spoil. The benefits are immediate:

• Reduced lorry movements

• Lower disposal and import costs

• Fewer delays due to poor ground conditions

• Significant reduction in environmental impact

We recently completed a major Soil Stabilisation project on a large-scale development at Ballymastone, Donabate. This project involved the stabilisation of over 140,000m³

of both existing and imported soils supporting the fasttrack delivery of roads, housing platforms, and green space infrastructure, all while significantly reducing the need for imported aggregates.

We’ve invested in a full suite of dedicated stabilisation equipment, enabling in-house delivery by our trained teams giving clients full programme control and quality assurance.

Sustainable, Proven, and Ready to Scale

With environmental pressures growing and project logistics getting more complex, Soil Stabilisation offers a proven way to deliver infrastructure in a cleaner, more controlled way. Whether it’s a greenfield development, brownfield remediation, or temporary haul roads, we can help reduce your reliance on imported stone and increase the usable value of the material already on site.

It’s also an ideal fit for projects where access is limited or where there’s a drive to reduce embodied carbon making it a practical solution for developers, contractors, and public bodies focused on greener construction.

Why Choose M&N?

We’re not just adding services we’re deepening our ability to solve problems on site. Our team understands the realworld challenges of delivering large-scale infrastructure. We combine technical know-how with practical site experience, making sure every stabilisation project integrates smoothly with the wider groundworks and civils packages.

If you’re exploring ways to reduce cost, carbon, or construction risk, Soil Stabilisation could be the solution. And with M&N, you’re in safe hands from design coordination right through to on-site delivery.

Let’s build something stronger, from the ground up. For further info visit www.mandncivils.com

WIENERBERGER ANNOUNCES ACQUISITION OF MFP SALES LTD.

Wienerberger UK & Ireland proudly announces the acquisition of MFP Sales Ltd, a producer of quality piping solutions for construction markets in Ireland and the UK.

MFP Sales Ltd, established in 1967 and previously owned by Grafton Group plc, specialises in the manufacture of high-quality drainage, roofline, and cable ducting systems. With production facilities in Dublin and distribution in Belfast, MFP has built a reputable presence in the construction industry, public utilities, and local authorities.

Pipelife Ireland, wienerberger’s subsidiary, will integrate MFP’s operations, enhancing synergies in piping and drainage solutions. Building on the acquisition of Cork Plastics in 2021, which immediately enhanced its product portfolio to include rainwater, roofline and drainage products, this acquisition supports wienerberger’s commitment to the Irish market, underpinned by a €35 million investment in the region.

This acquisition supports wienerberger’s strategy to

meet customer needs with a full range of building envelope products and services. It marks a key step in expanding their product offerings in the region across wall, roof, heating, and water management categories, complemented by technical services and customer support.

Conor Manning, Managing Director at Pipelife Ireland, stated, “Pipelife is at a pivotal point. After 55 years in the business, acquiring MFP Sales is a major milestone that expands our product range and strengthens our market position. Our focus is on smooth integration to ensure we capture full benefits while maintaining service and quality. As we integrate MFP, expand our portfolio, and lead in sustainability and innovation, I’m confident in Pipelife’s bright future as part of the wider wienerberger family.”

In recent years, wienerberger has expanded its portfolio beyond its brick and roof tile offering by acquiring Building Product Design in 2019 for ventilation and insulation systems, FloPlast and Cork Plastics in 2021 for roofline, rainwater, and drainage solutions, and Maincor, an underfloor heating specialist, in 2024.

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JONES ENGINEERING’S JOURNEY TO DIVERSITY AND INCLUSION

In a sector often defined by its structures, systems, and specifications, Jones Engineering is setting a new benchmark, not just for technical excellence, but for inclusivity, equity, and community impact. In May 2025, the company proudly achieved the prestigious Investors in Diversity Silver Accreditation, placing it among a se-

lect group of construction and engineering companies in Ireland recognised for embedding inclusive practices throughout their organisations.

But for Jones Engineering, this is a milestone on a broader cultural journey.

A Strategic Commitment to Equity

Jones Engineering’s Diversity & Inclusion (D&I) efforts began with purpose and precision. Following its Bronze Accreditation in 2023, the company made a firm commitment to progress further. Under the leadership of CEO Stephen McCabe and Chief People Officer Carmel Walsh, a dedicated strategy was rolled out to integrate D&I into the company’s DNA, from recruitment to retention, from onboarding to leadership development. That strategy paid off.

The Silver Accreditation from the Irish Centre for Diversity, effective for a two-year period, affirms that Jones Engineering has achieved meaningful change, backed by data and structured frameworks. The company performed particularly strongly in Pillar 3: Recruitment, Retention & Progression, underscoring its success in attracting, developing and retaining diverse talent.

“Our people are at the core of everything we do,” said Carmel . “This recognition is a testament to the work being done across the organisation to build workplaces that are accepting, inclusive, and future-focused.”

Initiatives That Make a Difference

Diversity at Jones Engineering is not confined to words on a policy document, it is actioned through tangible initiatives that empower individuals across all backgrounds. These include:

• Jones Engineering Awards at TU Dublin: Through this partnership, the company provides financial bursaries to students from the Faculties of Engineering and the Conservatoire of Music and Drama. The awards not only support academic success but also signal the company’s belief in the value of both technical and creative talent.

• TrailblazHER and iWish Initiatives: A strong advocate for women in STEM, Jones Engineering has participated in several national programmes to encourage young women into engineering. At the iWish Showcase 2025, the company’s stand inspired thousands of students exploring careers in STEM through engaging interactive technologies. While its TrailblazHER initiative with TU Dublin, the company also supports female students with financial assistance, mentorship, and increased visibility, helping to address gender imbalance in the sector.

• Partnership with TCPID at Trinity College Dublin: In 2025 Jones Engineering has partnered with the Trinity Centre for People with Intellectual Disabilities (TCPID), committing to more inclusive hiring and meaningful employment opportunities for people with intellectual disabilities.

• Apprentice Academy in Carlow: Education doesn’t stop at the university gates. The new Apprentice Academy in Carlow exemplifies the company’s life-

long learning ethos, providing advanced training for over 300 apprentices, many from underrepresented backgrounds.

These actions reflect a vision of a workforce that is not just skilled but also representative of the society it serves.

Recognised by Peers, Driven by Purpose Recognition by external bodies has validated the company’s internal culture shift. Alongside the Investors in Diversity Silver award, Jones Engineering has also been reaccredited by Engineers Ireland as a CPD Accredited Employer, receiving “YES” scores across all standards and being noted as an “advanced CPD organisation”. This dual achievement, professional development excellence and inclusive practice, demonstrates the company’s belief that technical capability and inclusive culture are mutually reinforcing.

Leadership From the Ground Up

D&I at Jones is not a top-down initiative. Employees at all levels are involved through engagement campaigns, training workshops, and open communication channels. One of the hallmarks of the company’s Silver Accreditation journey was its emphasis on transparency and inclusion of staff voices. This grassroots involvement helped drive authentic change, an approach that’s proven more sustainable than compliance-led programmes. With over 4,500 employees from 50+ nationalities across 19 countries, the company has also worked to embed cultural intelligence in its leadership development plans. Career progression pathways are supported by mentorship frameworks and a competency-based evaluation system designed to reduce bias and enhance visibility for underrepresented groups.

Looking Ahead: Gold and Beyond

Jones Engineering’s journey is far from over. The company has already set its sights on achieving Gold Accreditation in the coming years and is committed to deepening its partnerships with educational institutions, industry bodies, and government agencies to make engineering more inclusive.

In the words of Carmel Walsh: “Increasing and retaining a diverse workforce is only possible through effective, transparent, and fair systems. We are proud of what we’ve achieved but even more excited about what’s ahead.”

For more information, please contact info@joneseng.com

IRISH CONSTRUCTION INDUSTRY PROJECTED TO BE AMONG STRONGEST IN EUROPE

Construction in mission-critical sectors is rising despite challenges with power access, tariffs, and supply chain concerns.

Construction output across much of Europe is expected to rebound in 2025, with Ireland, Finland, and Spain leading the recovery, following a tough 2024 marked by high interest rates and rising labour costs, according to the latest Construction Market Insights report from global consultancy Linesight.

However, cost inflation in Ireland is tracking slightly ahead of the rest of Europe, with a range of 2.5-3.5% anticipated this year, largely driven by ongoing skilled labour shortages, particularly those with specialised

electrical and MEP skills, which is impacting project timelines, says Linesight.

Construction commodities have remained relatively stable in the Irish market. However, US and Europe tariff negotiations are a growing cause for concern, as uncertainty remains on components sourced from the US, which present ongoing risks, especially regarding lead times and procurement certainty, and may negatively impact overall project costs.

A focus of this report is the growing strain on power infrastructure. As energy-intensive sectors expand, the availability of reliable electricity is becoming a critical challenge. To tackle energy constraints and enhance

sustainability, mission-critical sectors are adopting new ways of accessing power. These include renewable selfgeneration, Corporate Power Purchasing Agreements (CPPAs), self-generation and battery storage.

Grid congestion, caused by insufficient transmission capacity to meet power demand, is exacerbated by aging infrastructure, increased peak-hour demand, and decentralised renewable energy. A grid transition index for 2024 by GLOBSEC, which evaluates the readiness of 35 European countries for the green energy transition shows Ireland as only ‘partially prepared, significantly behind some of our European neighbours including the UK and France.

The report also highlighted key opportunities and considerations from a sectoral perspective, including:

Data Centres

The data centre development landscape in Ireland is experiencing significant growth with Dublin remaining the focal point for development. However, access to power remains a challenge, and as such alternative power sources are under review by some operators. For example, it is reported that in 2024 Microsoft entered into a corporate power purchase agreement with SSE Renewables and FuturEnergy Ireland to offtake the 30MW output of wind energy capacity via the Lenalea

Wind Farm in County Donegal. Furthermore, a pilot project in Dublin will use green hydrogen fuel cells to power a data centre’s control building. Vantage are also investing over €1bn to develop a multi-phase campus in Dublin with its own on-site power generation.

Life Sciences

Another sector on a growth trajectory is life sciences, which saw €1.2bn invested in research and development start-ups across Europe during the first quarter of 2025. There is a growing trend of life sciences manufacturing companies leveraging existing manufacturing sites to expedite market entry, adapt quickly to demands and alleviate current market uncertainties. However, until there is greater clarity on the tariff landscape across Europe, export performance may be hindered, posing a risk to future capital investment.

Richard Joyce, Managing Director-Europe with Linesight, said: “In this climate, early engagement with contractors, flexible procurement strategies and robust risk assessments are essential. Prioritising resilient supply chains and building in contingencies for cost fluctuations will be key to navigating the current market while capitalising on long-term opportunities in sustainable and mission-critical development.”

CREATING A PATH FORWARD FOR DIGITAL INFRASTRUCTURE IN IRELAND

Ireland has a decades long history with digital infrastructure. It’s been a cornerstone of our economic model but the challenges facing the industry are requiring a more coordinated and proactive response. To stay competitive as a home for digital infrastructure, Ireland needs a clear national strategy. We need a policy and legislative framework that reflects economic and energy goals needed to capitalise on the global AI infrastructure investment opportunity that is currently bypassing the country. Encouragingly, over the last year, we’ve seen meaningful progress that lays the foundation for a more strategic path forward.

Positive signs of progress

One of the most significant shifts over the past 12 months is how digital infrastructure is being understood and prioritised at the highest levels of government. There’s now a broader awareness that data centres are core enablers of economic growth and that the digitisation enabled by data centres will play a significant role in Ireland’s climate transition. Until recently, many of the challenges facing the sector—power capacity, planning delays, infrastructure constraints—were addressed in isolation. The new government recognises that these issues are interconnected and solving them requires a whole-ofgovernment approach. It is encouraging to see the silos beginning to break down. Cross-departmental engagement at the ministerial and secretary general levels has begun, with open acknowledgment of the complexity and trade-offs involved in delivering largescale infrastructure.

Perhaps the most notable signal of progress is the creation of the Climate Investment Clearing House, announced by the Taoiseach, to accelerate Ireland’s energy transition. It’s the first initiative of this kind since

the establishment of the Irish Financial Services Centre in the 1980s. Its purpose is to ringfence and fast-track nationally important infrastructure projects. This is particularly important as these projects have historically struggled to move at the pace required to support technological and economic change.

The clearing house model is cross-departmental and includes representation from industry and semi-state organisations. Importantly, it recognises the unique role digital infrastructure will play in Ireland’s future prosperity. Two task forces have emerged under this umbrella—one focused on core infrastructure (roads, water, energy), and the other dedicated to digital infrastructure, including data centres, telecoms, and AIready campuses.

This government has a once-in-a-generation opportunity to get its approach to digital infrastructure right. The coalition has the political strength, structural momentum, and growing stakeholder consensus to make bold decisions that will shape Ireland’s digital future. The clearing house group gives us the mechanism; now we need to follow through with clarity, speed, and ambition. Ideally, this is the first step towards classifying digital infrastructure as Critical National Infrastructure (CNI) as other jurisdictions around the world have done.

The future of digital infrastructure in Ireland

Billions of Euros are being invested into AI infrastructure projects all around the world. What edge Ireland once had in having a “first right of refusal” to those kinds of projects has disappeared. Without a coordinated national strategy and investment in enabling infrastructure, Ireland risks being permanently bypassed as other regions step up.

What’s required is a long-term plan that not only identifies viable development zones, but also addresses energy access, grid interconnection, and planning reform. This includes better alignment between energy and telecoms infrastructure, and more strategic thinking about how to connect emerging sites to the national grid and fibre backbone. The Dublin Metro area is grid-constrained and will remain so for much of the next decade. If we are to attract and retain global investment in AI and cloud, we need to provide the industry with clear, strategic options elsewhere in the country. Ireland will not get a better opportunity than now to reassert its position as the industry’s trusted partner for designing, building, and supplying the digital infrastructure of tomorrow. For the first time, we’re seeing a more unified vision. Stakeholders across government, industry, and the energy sector are beginning to work together, rather than in parallel. Conversations that were previously fragmented are now happening. There is a desire across all players to make this work.

Digital infrastructure is no longer a niche issue. It is front and centre of our economic strategy, our climate goals, and our global relevance.

About the Author

Maurice has a twenty five year history of working in the Data Centre Industry both in Ireland and overseas. His core focus areas centre around structure, strategy, people, business growth, new markets and sustainability. Maurice’s knowledge base is drawn from a number of key roles: CEO at Irish owned Data Electronics Group, VP of Emerging Markets at Telecity Group, the pan European Data centre provider and his role as Country Manager Ireland and EMEA Sustainability lead at Global Digital Infrastructure giant Equinix. Currently he holds a function of a Co-Chair of Digital Infrastructure Ireland Advisory Board. Maurice has been central in selling and acquiring businesses throughout his career and has always seen this as an integral part of the evolution of a business while also delivering value to all stakeholders.

PIONEERING NEW TECHNOLOGIES AND SUSTAINABLE SOLUTIONS

Imagine a skyline dotted with innovative structures, each a testament to the cutting-edge research and development that brought them to life. In the construction industry, the collaboration between companies and contractors is not just about building; it’s about pioneering new technologies and sustainable solutions, writes Seamus Leahy, in our R&D Incentives practice.

It’s often easy to appreciate the gravity of large construction projects because we can see the size and complexity. Indeed, most metropolitan and industrial zones are peppered with new large-scale construction, evident by a skyline of tower cranes.

These complex site operations require construction and engineering companies to be skilled project managers, completing impressive and complex projects around Ireland. However, completing these projects is more than just good project management, and increasingly involves RD&I.

Consider some high-profile international projects such as the Burj Khalifa in Dubai, where innovative construction techniques and materials were developed to achieve unprecedented heights. Similarly, the Crossrail project in London showcases how advanced tunnelling methods and collaborative R&D efforts can revolutionise urban transportation.

A Pathway To Overcoming Challenges

The Irish R&D tax credit legislation defines qualifying R&D activities as those which are systematic, investigative or experimental, seek to achieve new knowledge and involve the resolution of technological challenges. These activities can include the improvement of existing products, processes or services, as well as devising new ones, and crucially, R&D is often a pathway to overcome engineering challenges faced in construction projects.

One real Irish example showcasing the collaborative nature of construction R&D projects is the development of the Central Bank of Ireland’s new headquarters in

Dublin’s docklands, completed in 2017. This iconic office block stands as a testament to the innovative solutions achieved through collaborative efforts in the construction sector. The project involved a blend of cutting-edge design techniques and sustainable construction methods, highlighting the crucial role of research and development in shaping the future of the industry.

Embracing new technologies

Large construction projects are multifaceted endeavours consisting of complex civil and materials design and engineering, often intertwined with routine building techniques. Such projects regularly involve significant R&D. Within this type of project, it is often the case that the large construction companies have a holistic vision of what the innovative project will be, while the contractor/service provider will offer their contribution to shape that vision.

In either case, it is possible they both innovate and can therefore both carry out qualifying R&D activity. Looking ahead, the construction industry is poised to embrace new technologies such as 3D printing, modular construction, and smart materials. These innovations promise to further enhance the efficiency and sustainability of construction projects, making RD&I more crucial than ever.

And in driving innovation and new technologies, both contractors and service providers stand to benefit from qualifying R&D activities. However, it is important that a thorough technical analysis is performed in order to assess this in the first instance

Furthermore, expenditure incurred on large items of plant and machinery which may be used to carry out R&D activities can also qualify for the R&D tax credit. This is often regarded as an important aspect of Ireland’s R&D tax credit regime as R&D incentives

in other jurisdictions don’t provide for R&D credits on capital expenditure.

Grant aid

In addition to the R&D tax credits scheme is the availability of grants to support projects. Both the IDA and Enterprise Ireland offer grants including those for RD&I, Capital, Training, Environmental and Employment. It is important to note that any relevant R&D expenditure which is supported by grant aid must net out the grant amount received in the relevant period in the case where an R&D tax credit claim is also being made. The R&D tax credit is available on the portion of expenditure not supported by grant aid.

A significant amount of assistance is available to companies when the reduction available on any trading costs - which is at a rate in line with the corporation tax rate of 12.5% - is considered. Layering on top of this any applicable grants which you may receive -potentially at rates of 10 -15% - and the R&D tax credit rate of 30%, a very attractive package can be put together for suitable R&D projects with total assistance in the range of 55-60% of relevant costs.

Driving A Sustainable And Innovative Future

In conclusion, the symbiotic relationship between construction companies and contractors is a fertile ground for RD&I. By investing in research and development, companies are not only overcoming engineering challenges but also driving the industry towards a more sustainable and innovative future.

If you are one of these contractors or service providers developing innovative, bespoke solutions as part of a larger project, it would be worth carefully considering your activities to determine if they could qualify for the R&D tax credit.

HOW GENERATIVE AI IS TRANSFORMING WHAT’S POSSIBLE IN COMMERCIAL REAL ESTATE

Generative AI (GenAI) is the next step in the evolution of artificial intelligence (AI). GenAI can create new content based on data it has been trained on, which will catalyze foundational shifts in business and operating models and give users the capability to perform an array of tasks at lightning speed. GenAI applications, such as ChatGPT, have already attracted a record number of users and investment from both established technology players and startups across sectors. The potential use cases for GenAI span a wide range of functional areas, including sales and marketing, finance, operations, HR and IT. GenAI is being compared with the digital transformation that started in the early 2000s, which unleashed innovation and disruption across every industry, including real estate.

As with all new technologies, GenAI presents challenges alongside the promised benefits. One of the main challenges is the impact on the existing workforce in functions such as administrative support, legal, IT and customer support. As was the case with

digital transformation, the negative impact on jobs will be balanced with the creation of a new ecosystem of jobs and functions that do not exist today. The World Economic Forum predicts automation will actually result in a net increase of 58 million jobs,¹ replacing repetitive tasks and dangerous jobs with challenging work that creates more interfaces with customers and a better product. A lack of transparency, questions about accuracy, and the potential for bias and misinformation are some of the risks that will also need to be addressed with safe, responsible and ethical AI use. In addition, companies need to work through GenAI’s impact on cybersecurity, intellectual property and fraud challenges that will come into play.

Real estate is one of many sectors that is transforming itself with GenAI. Real estate companies have faced an operating environment where it is challenging to attract and retain talent, meet increasing investor demands and keep up with technology trends, such as advanced data and analytics and smart buildings. In addition, real estate companies do not want to have

to scale their costs in line with growth of assets under management. GenAI has the ability to help address all these challenges.

GenAI in real estate

GenAI has a role to play in creating opportunities for greater efficiency, mitigating risk through its ability to rapidly scan data and identify any concerns that may exist, and potentially paving the way for new business models. Use cases for AI in the commercial real estate sector and across the real estate value chain include:

• Acquisitions. When potential acquisitions are considered, GenAI can enable automation and intelligent analytics for finding, buying and operating assets. The due diligence effort becomes less onerous and more reliable, providing important insights that either support making the move or reveal concerns that prevent a transaction that shouldn’t be made. GenAI can also enhance portfolio planning, scenario planning, contracting and financial analysis.

• Investor relations. GenAI can also transform customer relationship management, including investor relations. The technology can be used to better target potential investors and to maintain

ongoing relationships. Generating marketing materials, investor presentations and answers to investor queries can all be streamlined using GenAI. Investor chatbots can be deployed, giving investors the ability to have their questions answered more efficiently.

• Business support. HR, IT and legal are typical support functions within real estate, and GenAI can significantly impact all these areas. GenAI can be used in the hiring process by creating job specifications, screening resumes, performing background checks and supporting the interview process. Employee chatbots can streamline HR processes. AI can be used to develop and deploy code for new capabilities and to manage cybersecurity. Typical legal functions, such as contracting and document discovery, can be transformed. Procurement processes, such as vendor selection, bid analysis, purchase order generation and invoicing, can be enhanced.

• Asset management. GenAI can give asset managers the tools necessary to collect and analyze property-level data more effectively. This will lead to enhanced budgeting and forecasting. There is also the potential for GenAI to be used in

leasing, ESG reporting, capital planning and risk identification. Reporting and scenario planning can be streamlined. In addition, specific to real estate investment trusts (REITs) and real estate fund organizations, asset managers can use GenAI to enhance functions like trade processing, performance management, fund accounting and administration. They can also automate operational

tasks, like tracking and coding of investment management agreements and other compliance activities, as further outlined in the EY article, “Five priorities for winning with GenAI in wealth and asset management.”

• Finance and accounting. Generation of financial reports and forecasts, risk assessment and compliance, and fraud detection can all be

streamlined with the help of GenAI. Tasks such as invoice generation and processing, payments, and billing have all been automated to some extent but can be further enhanced with AI.

• Property operations. AI is already being implemented to better manage property operations, such as energy management. GenAI can take this even further with much more dynamic energy optimization. Security and access control can be further enhanced. Tenant chatbots are becoming more pervasive, making processes, such as maintenance requests, account information and rent collection, even more efficient. Reporting can be more robust. Marketing and leasing processes can be significantly enhanced. Generation of marketing materials, tenant acquisition, leasing, and creation of presentations and reports will be impacted by GenAI tools.

AI implementation

Given the wide range of possibilities, real estate companies should start with developing a GenAI approach that includes:

1. Use case selection and process transformation. This should include company-specific immediate, medium- and long-term applications. Leveraging GenAI is about rethinking how existing activities should be performed. It’s a different mindset — a transformative mindset. A business case should be made as to how GenAI can help the business and what those benefits should be.

2. Technology roadmap and selection. Conduct “buy/ build/acquire/wait” analysis to develop a model and acquisition plan for GenAI implementation. Evaluate the infrastructure that will be needed and create a report with estimated costs and timelines.

3. Responsible and ethical AI. Organizations must be purposeful and start with robust, responsible AI that performs as promised. First and foremost: train, educate and engage the workforce. Employees need a deeper understanding of AI leading practices and how the organization is using data. To replace uncertainty with confidence, employees should know how to use AI securely, responsibly and ethically. They also want to know more about what the organization itself is doing, including transparency about AI and data use, as well as having third parties review AI applications. It’s important for leadership to work with their risk, compliance and legal teams, as well as teams with experience developing digital policies and procedures, to create guidelines to inform their GenAI approach. Develop a scalable AI governance framework and continuation monitoring processes. Engage in dialogue and conduct scenario planning to mitigate risk and create a plan that puts the organization in the best position to succeed.

4. Organizational transformation roadmap. Build a plan for what GenAI should look like as it is being implemented and at regular intervals going forward.

Formalize both an internal adoption program and an organizational transformation roadmap to outline goals and maintain accountability.

5. Talent transformation. GenAI adoption will require current employees to upskill themselves on new technology and may require hiring new talent. It will also have an impact on future resource count, especially in areas where GenAI has the most potential to introduce transformation. Aligning people strategy with business strategy is important to drive enterprise transformation.

As part of the technology roadmap and selection process, there is now a proliferation of tools available in the marketplace to start implementing GenAI capabilities. In addition to a cloud infrastructure, key foundational elements of a technology stack required for GenAI include:

1. Foundation models. These models are trained on a broad set of unlabeled data that can be used for different tasks. Real estate companies will need to build capabilities on top of a foundation model.

2. Data storage and retrieval. To build GenAI applications, real estate companies will need to build capabilities, such as a semantic layer, to efficiently store and retrieve both structured and unstructured contextual data. Most of the real estate use cases mentioned above rely on internal and external data.

3. Models and applications. Fine-tuned models and applications will need to be developed for specific use cases. There are application frameworks available that can help to accelerate the development and deployment of models. GenAI tools that help to enable some of the use cases described above have already begun to be developed and will improve over time.

4. Hosting options. There are two options to host foundational models: third-party hosting or selfhosting. Which option an organization uses will determine the encryption and security levels for the models, prompts and data.

SISK COMPLETES KILLALOE BYPASS TO BOOST HERITAGE TOWNS AND LOCAL ECONOMY IN SHANNON REGION

Sisk has completed the €88M Killaloe Bypass providing a western bypass of Killaloe and an upgrade of the existing R494 regional road. Minister for Transport, Darragh O’Brien, officially opened the Killaloe Bypass road, a transformative 6.2km development which includes the first new vehicular bridge across the Shannon in more than three decades.

The bridge, known as the Brian Ború Bridge, was a complex engineering feat that took 2.5 years to complete. The project is located in the vicinity of the twin

towns of Killaloe, Co Clare and Ballina, Co Tipperary, on opposite sides of the River Shannon.

The scheme will greatly improve the quality of life for residents of both towns. The alternative route will take through traffic and HGVs out of both town centres, thereby significantly reducing congestion, protecting both heritage areas, and providing a much-needed boost to the local economy and the region’s tourism sector.

Steven McGee, Chief Operating Officer (COO), Ireland

and UK, Sisk said: “Sisk is delighted to have completed this vital new infrastructure improvement project which is a significant upgrade to the current roads network in both County Clare and County Tipperary.

“Connectivity has been enhanced through the construction of the western bypass for Killaloe/Ballina, a new bridge crossing over the River Shannon, and the upgrade of the existing R494 regional road. This project is an excellent example of real collaboration between our client, site team, plus our in-house engineering services team and key supply chain partners.”

Minister O’Brien said: “I am delighted to officially open this transformative road project, which strengthens the connection between communities in Clare and Tipperary. With approximately €88m million in funding allocated by my Department, this represents a significant Government investment in regional infrastructure and underscores our ongoing commitment to investing in and modernising Ireland’s road network.

“Road safety remains a key priority in all our infrastructure projects. The completion of the Killaloe Bypass will significantly enhance safety and efficiency for all road users. The inclusion of dedicated pedestrian and cycling facilities not only improves safety but also encourages more sustainable, active travel along this vital corridor.”

Cathaoirleach of Clare County Council Cllr Alan O’Callaghan said: “The need for this bridge and bypass has been evident for many years. Congestion on both sides of the river led to long tailbacks causing significant pollution and poor air quality from standing traffic. The daily frustration from 7,000 vehicles a day crossing the old single lane bridge cannot be overestimated, with road safety also an issue due to the lack of segregation between pedestrians, cyclists, and vehicles. But today all that will change. From this evening tail backs will hopefully be a thing of the past, and journey times will be significantly reduced, enhancing connectivity and convenience for all.”

Cathaoirleach of Tipperary County Council Cllr Declan Burgess said: “The completion of the Brian Ború bridge is a historic day for the people of Ballina and Killaloe. There can be no stronger symbol of the connection between the twin towns than Brian Boru, celebrated equally on both sides of the river. The finished scheme will remove traffic from the towns and allow them to fulfil their potential for both the existing residents and the many tourists that will be attracted to the area. This is a proud day for all of the people of Clare and Tipperary, and the twin towns can look forward to a bright future together.”

WHAT’S THE FUTURE FOR IRELAND’S DATA CENTRES?

Ireland has long been a global hub for data centres, which process, store and distribute huge volumes of digital information at speed. Ideally located between North America and Europe, with a climate that is neither too hot nor too cold for this power-intensive industry, Ireland also offers regulatory stability and a low-tax environment for many of the big tech firms that set up here.

Data centres, which are the evolution of Ireland’s once world-leading floppy disk and CD-ROM export industries, have contributed massively to Ireland’s strong economic activity, attracting foreign direct investment (FDI) and creating thousands of jobs. Today, there are 82 data centres in Ireland, mostly located in or around Dublin. But now one of Ireland’s biggest industries is coming under fire, not least

because of its high-power demands and mounting concerns about grid capacity, sustainability and climate targets.

In 2022, transmission challenges saw state-owned grid operator EirGrid impose a de facto moratorium on data centre development in Ireland. It will not consider new load requests until 2028. Until then, data centre clients are turning their backs on Ireland and FDI is ending up elsewhere.

Investing In Sustainable Energy Solutions

Gary Watson, Country Manager at Keppel Data Centres, has been in the industry for more than 30 years. He says a reality check is needed. While it is true that Ireland’s data centres account for around 6 terawatt hours (21 per cent) of Ireland’s total electricity demand, they make up just 2.5 per cent of total greenhouse gas emissions. Other sectors in the Irish economy, including transport and farming, are responsible for a much larger share of emissions.

“As developers and operators, we’re making huge efforts to cut consumption and improve the industry’s green credentials,” says Gary. In fact, in May 2024, Keppel became the first colocation data-centre provider in Ireland to sign long-term power purchase agreements (PPAs) for energy generated by two solar farms and one wind farm. A fourth PPA is on the cards.

It is also pushing ahead with installation of a battery energy storage system (BESS) at two data centres in City West to capture excess renewable energy production. In times of stress, the BESS will provide flexible capacity to the grid, benefitting all energy consumers in Ireland.

Simmons & Simmons partner Barry Gross acknowledges efforts being made by data centres but says “the world’s not hearing it.” He wonders if a UK-style affordable-housing approach could work for data centres. “Just as residential developments require an allocation of affordable housing, data centres could be obliged to fund, say, additive grid capacity beyond their own demand capacity,” he explains. “The issue is not a lack of capital or willingness on the part of the data centre operators; rather it’s the need for innovation in policy and governmental backing.”

Why Ireland Is Missing Out On Investment?

Bringing more than 30 years’ experience in FDI, Garry Connolly is the founder of Host in Ireland, a strategic global initiative to raise awareness of the benefits of hosting digital assets in Ireland. “We need to take big bold leaps, not little steps, to get back in the game,” he warns, “because this is a trillion-dollar industry. Opportunities are being lost because there isn’t enough certainty in Ireland.”

Instead, investment is going into other economies, where conditions are more favourable. He cites Apple, which planned to build a €850m data centre in Athenry, Ireland in 2015. Numerous delays and legal challenges saw the project scrapped in 2018, with Apple investing in data centre development in other jurisdictions instead. “The FDI decision makers, who were prepared to take a risk, walked away.”

But the world moves on, and data centre investment is happening, just not in Ireland. And now the numbers are even bigger: €200bn in France announced in March 2025, and €100bn in Germany last year.

The grid operator’s de facto moratorium makes Garry question why more can’t be done to meet rising energy demand. More energy availability means greater FDI into Ireland, which boosts employment prospects and the economy.

He says: “It’s easy to blame the data centres for grid shortages but Ireland offers huge potential for renewables. We’re surrounded by sea, yet our first and last investment in offshore wind — the first-ever in Europe — was more than 23 years ago. Belgium, with its 69-kilometer coastline, has 1,342 per cent more wind farms than we do.”

Future Planning

The battle is not lost. Barry Gross sees necessary opportunities for Ireland in artificial intelligence (AI) inference data centres. Unlike AI training centres, which require immense computational power over long durations, inference data centres focus on low latency. They are much smaller deployments, which means lower overall power consumption.

Used for applications like autonomous vehicles, voice assistants, fraud detection and personalised recommendations, inference data centres are deployed close to users to reduce response times. As the use of AI becomes ubiquitous across critical sectors of the economy, Ireland must be able to provide the inference capabilities that those business demand. If not, it won’t just be the data centres that move away from Ireland.

“Businesses, as they become more dependent on AI, will want quick and easy access to it,” says Barry. “This is a fantastic opportunity for an enterprise-based economy like Ireland, with its ready-made talent and know-how, to position itself strategically to attract investment. This time, we can’t afford to lose out.”

LIFE SCIENCES HEADWINDS IN 2025: EIGHT FACTORS COMPANIES SHOULD PREPARE FOR

The new year promises rapid innovation to stay ahead of the curve, but 2025 also reveals a shifting landscape that will likely result in significant headwinds for the life sciences sector. From rapid advancements in technology and strict regulatory environments to shifting healthcare models, Savills explores eight factors life sciences companies should prepare for as they navigate the ever-evolving market ahead.

Increased market competition

An onslaught of high-profile (and high-revenue) drugs will face patent expiration dates this year, which will heighten competition from generics and biosimilars. Companies will feel pressured by pricing, market share and patient access, and will look to stay ahead of the curve through rapid innovation, producing vaccines and specialty medicines that diversify their portfolios.

Regulatory and legal challenges

Strict global regulatory environments are increasingly focused on drug pricing, transparency and patient safety. New and ongoing legal challenges surrounding patent infringements, product liabilities and regulatory non-compliance pose risks to financial stability and reputation. In the United States, there is uncertainty about how this may shift under the new administration, but in the meantime, adapting to the changes will require significant resources.

Global economic conditions

If the prospect of a global economic slowdown becomes a reality, it could reduce healthcare spending on both supply and demand sides, amplifying existing challenges within the sector itself as well as impacting the growth potential of companies. As recent recessions

in 2008 and 2020 proved, the myth of “recessionproof” healthcare has been debunked.

Rising research and development costs

Costs are on the rise in research and development, as companies encounter challenges including increased complexity in research methods and technologies, higher skilled labor costs, stricter regulatory processes and capital-intensive research equipment and facilities. Pressured to innovate, maintain market competitiveness and achieve commercial success, companies must employ strategies to improve their R&D productivity to offset these steady cost increases.

Pricing pressure

Public and political scrutiny over drug pricing and transparency is intensifying, particularly in the United States. Coupled with changes in healthcare insurance and reimbursement rates, this can pressure margins and affect profitability. The companies that are more thoughtful in considering their balance sheet will be more successful at maintaining a better financial position.

Technological advancements

The rapid advancements of artificial intelligence (AI), machine learning, biotech and personalized medicine are helping accelerate drug development. Ongoing investment in new technologies and methodologies— and the skilled workers needed to leverage them—will be critical to stay relevant and efficient in research and operations. Companies like Moderna, for example, are employing this tactic by increasing their staff

significantly, with 70% of its open positions being tech related.

Supply chain vulnerabilities

The global supply chain remains vulnerable to disruptions. When exacerbated by geopolitical tensions or health pandemics, it can affect the production and distribution of medications. New tariffs will impact how drugs are manufactured and come to market in North America, as they influence the import of raw goods and export of products. This factor prompts a growing need for sustainable practices across manufacturing and distribution processes, but it will require significant adaptation and investment.

Changes in healthcare systems

Today’s healthcare system is more patient-focused and is moving to a proactive model of care and treatment. This evolution will give patients more value-based care centered on prevention, access and coordination versus traditional treatment-focused interventions. In light of this shift, companies may be required to modify their overall strategy.

With 2025 in full swing, life sciences companies face a rapidly evolving landscape filled with both opportunities and significant challenges. Success will depend on strategic adaptation, investment in emerging technologies and a proactive approach to supply chain resilience and healthcare system changes. By anticipating and addressing these factors, companies can position themselves for long-term sustainability in an increasingly complex environment.

Spending a week behind the wheel of the Mercedes-Benz EQE AMG 43 4MATIC revealed just how far performance electric saloons have come. This model blends the raw muscle of AMG with the smooth, silent delivery of a cutting-edge EV - and the result is every bit as thrilling as you’d hope.

The EQE AMG 43 breaks from traditional Mercedes-Benz design with a sleek, coupe-inspired silhouette and a broad stance that oozes confidence. The gloss-black front grille panel features vertical chrome strakes that shimmer beneath the LED headlights, adding an aggressive edge. With flush door handles, bold wheel arches, and a full-width rear light bar, the EQE AMG 43 stands out without shouting. It’s a classy kind of sporty - less boy racer, more business executive who happens to enjoy speed.

Sitting on Mercedes’ EVA2 architecture, the EQE AMG 43 is built for electric efficiency and rigidity. Twin electric motors, one on each axle, combine to produce 476 horsepower and 858 Nm of torque. Power delivery is immediate and surprisingly linear, launching the car from 0 to 100 km/h in just over four seconds. Despite the pace, it remains civilisedno unnecessary drama, just crisp acceleration and near-silent operation. A 90.6 kWh battery pack supplies the juice, and in real-world mixed driving, the car managed around 480 km on a full charge - comfortably close to its rated maximum of 534 km.

Inside, the EQE AMG 43 strikes a fine balance between high-end tech and AMG drama. The cabin is dominated by two large displays—one in front of the driver, the other floating centrally—both running the latest version of Mercedes’ MBUX system. It’s intuitive and clean, though it helps to spend a few minutes exploring the menus. The optional Hyperscreen stretches across the dashboard and adds a third display for the front passenger, making the entire cabin feel like a rolling command centre.

Materials are excellent throughout - leather, microfibre, aluminium - all pieced together with attention to detail. The red contrast stitching, AMG performance seats, and flat-bottomed steering wheel offer a subtle nod to the brand’s performance heritage, while still maintaining comfort on long drives. Cabin space is generous, and the rear seats offer adult-friendly legroom. The boot is decently sized too, at 430 litres.

From a tech perspective, the EQE AMG 43 is packed. Voice recognition is responsive, the augmented reality navigation overlay is genuinely helpful, and all the driver assistance systems—from lane keeping to adaptive cruise—work seamlessly. There’s also rear-axle steering as standard, which reduces the turning circle dramatically and improves agility at low speeds. Wireless Apple CarPlay and Android Auto are included, as are over-the-air software updates that future-proof the vehicle’s systems.

Charging speeds are competitive, with support for up to 170 kW DC fast charging. That translates to 10 - 80% in just over

MERCEDES-BENZ

EQE AMG 43

The Mercedes-Benz EQE AMG 43 delivers thrilling electric performance, bold styling, and advanced tech in a luxurious, all-wheel-drive executive saloon package.

half an hour when hooked up to a high-power charger. At home, the 11 kW onboard charger handles overnight top-ups easily, and there’s an option to upgrade to 22 kW if you want even faster AC charging. With an estimated real-world range hovering between 450 and 500 km depending on conditions and driving style, the EQE 43 AMG feels as usable as a combustion-powered luxury saloon - just cleaner and quieter.

In Ireland, the Mercedes-Benz EQE AMG 43 4MATIC is priced from approximately €118,865, offering a high level of standard equipment that includes twin electric motors producing 476 bhp, AMG-specific styling, 21inch alloy wheels, 4MATIC all-wheel drive, and a 90.6 kWh battery capable of delivering a WLTP range of up to 534 km. Optional upgrade packages can add further enhancements like the full-width MBUX Hyperscreen, Burmester surround sound system, head-up display, panoramic sunroof, and augmented reality navigation.

On the road, the EQE AMG 43 carries a dual personality. It’s impressively comfortable for everyday driving, with adaptive suspension smoothing out rough patches of tarmac. But switch to Sport or Sport+ mode, and the car tightens up noticeably - steering becomes sharper, throttle response more eager, and the suspension firms up to keep the chassis planted. There’s even an artificial sound generator that mimics a sporty rumble inside the cabin. It may be synthetic, but it adds theatre to what would otherwise be an eerily quiet drive.

The all-wheel drive system ensures traction is never an issue, even on wet Irish backroads. Corners are dispatched with surprising agility for a car this size, helped by the low centre of gravity and smart torque distribution. Braking is strong and regenerative braking can be fine-tuned for a one-pedal driving experience.

Conclusion

The Mercedes-Benz EQE AMG 43 might not roar like its V8 predecessors, but it delivers something arguably more refined: high-performance motoring without compromise. It’s sleek, comfortable, packed with technology, and powerful enough to thrill, all while being easier on the environment. For those looking to make the leap into electric without losing the joy of driving, this car makes a compelling case. Driving it through Dublin, with everything from tight streets to motorway blasts, proved that AMG’s electric future is not only viable—it’s genuinely exciting.

Irish Construction Outlook Brightens For 2025, Says Inaugural Arcadis Ireland Market View

The Irish construction sector is poised for a recovery in 2025, driven by a resilient domestic economy that’s expected to grow at 3% and a renewed focus on infrastructure investment. According to a new market analysis report from leading global consultancy Arcadis, a potential 2-3% growth in domestic demand and fixed capital formation will provide a stronger platform for construction activity compared to EU peers, helping the sector rebound after a weak 2024.

The positive outlook is detailed in the launch of the inaugural Arcadis Market View for Ireland, offering key insights into investment trends, economic risks, and emerging opportunities in the country.

While the outlook is promising, risks remain. Ireland’s economy is exposed to overheating due to low unemployment and strong fiscal stimulus. Additionally, new tax and trade policies introduced by the United States under President Trump could create challenges for Ireland’s investment climate. The country’s strong economic ties to the US mean any shifts in tariffs or corporate tax regimes could impact foreign direct investment.

The government’s National Development Programme will accelerate in 2025, with hospital and housing projects progressing in procurement. The new coalition government – Fianna Fáil, Fine Gael, and the Regional Independent Group – has signalled continued investment in addressing the housing crisis. The private housing market is also set to recover following a difficult 2024.

Despite inflation concerns, Ireland’s booming data centre market remains a key area of opportunity, attracting top talent and investment in the construction sector. However, resource constraints in labour, housing, and energy may require careful economic management to maintain sustainable growth.

Two particularly noteworthy factors that have fed into Arcadis’s construction forecast include workload and construction earnings. On the former, construction activity is set to accelerate in 2025, with new build output expected to rise by 5%. This growth will be largely driven by housing demand, supported by a projected 10% increase in house completions and a significant uplift in government investment.

At the same time, despite the subdued market conditions in 2024, construction earnings have continued to rise, with labour costs emerging as a key driver of inflation. While

worked hours saw little increase last year, weekly earnings grew by as much as 14% year-on-year, with housebuilding leading the way and the civil engineering sector lagging behind. With workload growth forecast to strengthen in 2025, wage inflation is likely to persist, further adding to cost pressures across the industry.

Fintan Kenny, Director at Arcadis Ireland, said:

“The launch of our first Arcadis Market View for Ireland comes at a pivotal moment for the country’s construction sector. With strong domestic demand, increasing public investment, and a growing workforce, 2025 presents a positive outlook for the industry.”

“However, while Ireland’s economy is outperforming many of its EU peers, challenges remain, including overheating risks, supply constraints, and external pressures from shifting global trade policies.”

“The election of a new government and the evolving international landscape will require careful navigation, but with the right strategic planning, Ireland is well-positioned to capitalise on its strengths and drive sustainable growth.”