Irish Construction News August 2025

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irish construction news

5 Dussmann acquires Lynskey Engineering

LDA to lodge plans for 285 homes at Limerick Gasworks site

Construction start on two major capital projects at SETU

housing delivery for Cluid in its 30th year

crosses €3bn mark in funding for new homes

Engineering achieves Silver accreditation for Diversity and Inclusion

for 2025 awards

APPOINTMENTS

Averil Power announced as new CEO of Clúid

Turner & Townsend appoints Rebecca Reyman to lead rail sector growth in Ireland

FINANCE

Getting your retirement foundations right for a financially secure future

INTERVIEW

Removing the remaining hurdles to modular housing in Ireland – Smart Off-site Association

From Oklahoma to Offaly: Coleman Yates’ Vision for Bretland Construction

HEALTH & SAFETY

CWHT – Transforming construction workers’ health and wellbeing

SECTOR FOCUS

Future supply of key materials for housing and infrastructure delivery must be safeguarded – Irish Concrete Federation

How Irish contractors can use AI to get ahead

An AI roadmap for Irish contractors to navigate the way forward

Embracing International Cost Management Standards (ICMS): The Key to Efficient Infrastructure Delivery – Build Digital

EFCA calls for an ambitious overhaul of EU public procurement rules

SUSTAINABILITY

Auben EC Retrofit Fan wins overall SEAI Energy Show Product of the Show award

Sisk headquarters achieves Zero Plastic to Landfill certification

report highlights research needs for timber in Irish construction

Guaranteed Irish Construction Forum 2025

Applications open for BnM Accelerate Green Grow 2026 Programme

From compliance to competitive edge: Construction’s CSRD challenge –Vision Contracting

Room for nature: Ireland’s chance to get housing right

Shareridge volunteers help transform a Mayo field into a future thriving forest ecosystem

ICF publishes ready-mixed concrete EPDs

D/RES announces Ireland’s first public buildings built to net zero carbon

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ISSN 3088-6562 Vol 05 No 04

© All contents copyright Foundation Media Ltd

While every effort has been made to ensure that the information contained in this publication is correct, the publisher cannot not accept responsibility for any errors, omissions or discrepancies. Views expressed in this publication are not necessarily those of the publisher.

of the publisher.

From the editor

Ireland’s revised National Development Plan (NDP) is a €200bn investment programme aimed at addressing our infrastructure deficits. The government has increased its capital allocation for 2026-2030 by 30% to €102.4bn to fund major projects in housing, water, energy, and health. A key target is to build 300,000 new homes by 2030, supported by a €28.3bn investment. To streamline project delivery and ensure valuefor-money, the plan includes reforms such as establishing a dedicated Infrastructure Division and an Accelerating Infrastructure Taskforce. While the plan presents a decade of opportunity for the private sector and is designed to create a buffer against economic shocks, it faces significant risks, including planning delays, a strained construction sector, labour shortages, and rising costs.

Since the publication of the NDP 2021 –2030 and Housing for All plan in 2021, the construction landscape has dramatically changed. The rapid digital transition and change of on-site practices forced on the sector by Covid-19 have brought about many efficiencies. The challenges the industry faced when the 2021 NDP was published are still relevant today, but new solutions are emerging.

In this issue of Irish Construction News, we look at some of the opportunities and barriers that the industry will face in the coming years as it delivers on the ambitious new €200bn NDP.

Members of the Smart Offsite Association discuss the potential of 3D volumetric construction to help meet ambitious housing delivery plans.

Following an MBO earlier this year, Bretland Construction’s new MD, Coleman Yates, sets out his future vision for the company.

We report from Build Digital and SCSI’s joint conference on International Cost Management Standards. Irene Rondini writes about a new IGBC/TCD research project that explores how Ireland can adopt “nature-led” development. We also visit County Mayo to see how Shareridge volunteers help the Gaelic Woodland Project plant a new native forest.

Alan Deane, Vision Contracting, writes about how the Cork-headquartered contractor is setting about getting its CSRD reporting requirements in place, and Paul Lynch, 8020 Consulting, writes about how AI is already transforming Ireland’s construction sector and sets out an 18-month programme for contractors to follow to get their operations AI-ready.

Elsewhere, we have all the latest news and opinions from across the sector.

Please take a moment to scan the QR code below and sign up for our free e-newsletter. And, if there are any issues or stories you would like to see featured in Irish Construction News, email me at robbie@foundationmedia.ie

Regards

Robbie Cousins

Scan to subscribe to free e-newsletter

Elm Park Green Apartments, South Dublin

Sally Gap Bar, Powescourt Hotel, Wicklow

Coleman Court Student Accommodation, Cork

Meakstown Community Centre, Dublin

Dussmann acquires Lynskey Engineering

The international multi-service provider Dussmann has acquired all shares in the multinational, Irishheadquartered mechanical engineering company, Lynskey Engineering.

Lynskey Engineering Group, which has around 120 highly specialised employees and had an annual revenue of €59.9m in 2024, will continue its growth trajectory within the Dussmann Technical Solutions division.

The acquisition strengthens the Dussmann Technical Solutions division, which was founded in May 2019 and has acquired several other technical services companies, including Irish engineering company STS Group. Dussmann Technical Solutions bundles technical expertise across the entire life cycle of facilities and building projects, from design and technical planning through installation and commissioning to technical maintenance, repair, and operations, all from a single source. The acquisition of Lynskey adds to the existing portfolio in-house capabilities and brings, for the first time, the ability to self-perform specialist mechanical services.

Wolf-Dieter Adlhoch, CEO, Dussmann Group, commented: “The acquisition of Lynskey directly contributes to our ‘Road to 2030’ strategy. An important goal here is to establish and expand our range of engineering services for clients with complex technical demands and mission-critical

Signing in Berlin (L to r): Stephan Possekel, Joint Managing Director, Dussmann Technical Solutions; Sean McElligott, Managing Director, Lynskey Engineering; Catherine von Fürstenberg-Dussmann, Chair, Board of Trustees of Dussmann Group; and Oliver Finckh, Joint Managing Director, Dussmann Technical Solutions.

systems in the industrial, energy and data centre sectors.”

Lynskey has completed specialist technical projects for blue-chip clients in the data centre, pharmaceutical, retail, commercial and energy sectors. The group provides specialist mechanical design, engineering, installation and commissioning services for its clients across Europe. Lynskey also provides technical maintenance services for clients in Ireland.

The existing employees of Lynskey will be unaffected by the transaction. The senior management team of Lynskey, including

managing director Sean McElligott, will remain in their existing roles postacquisition.

Sean McElligott sees great opportunity in joining Dussmann: “This provides an excellent opportunity for both our clients and employees. Our clients will continue to enjoy the same level of superior service provided by our team, delivering complex technical mechanical projects within time and on budget, and will post-acquisition also benefit from the increased scale and service capability we can offer as part of a ca. €3.3bn turnover group.”

LDA to lodge plans for 285 homes at Limerick Gasworks site

The Land Development Agency (LDA) is to lodge plans for 285 new affordable homes at The Gasworks, Dock Road, Limerick. The homes are to be developed on land being acquired by the Agency from Gas Networks Ireland (GNI).

The proposed development will include 142 one-bed, 127 two-bed and 16 three-bed apartments across three blocks ranging from one to eight storeys. The plans also include provisions for a new public plaza, landscaped gardens, communal spaces, play areas, retail units and a childcare facility.

Existing heritage artefacts, including a freestanding limestone wall that faces onto Dock Road, will be retained and incorporated into the design.

Subject to approval, construction could begin in 2027 and will deliver much-needed cost rental and social housing in Limerick city.

Well situated, the proposed development is located beside the Dock Clock and is less than a 15-minute walk from Limerick city centre. It is well serviced through existing bus links that connect to primary and secondary schools, the University of Limerick, the University Hospital Limerick and the Crescent Shopping Centre. The proposal also includes a provision for bicycle spaces and car park spaces at surface level.

The submission of a planning application for this site marks a significant milestone for LDA delivery in Limerick. It follows on from the launch of cost rental homes at The Mills in Castletroy earlier this year.

John Coleman, Chief Executive, LDA, said: “Having worked

Proposed LDA development at The Gasworks, Dock Road, Limerick.

extensively on the design process for this site, we are confident that this project, in a prime location near Limerick city centre, has the capacity to revitalise the area through the delivery of 285 muchneeded affordable homes and amenities.

“I want to recognise the ongoing collaboration between the LDA and GNI, as we collectively seek solutions to accelerate housing delivery.”

Ronan Galwey, Acting CEO, GNI, added: “Gas Networks Ireland is proud to support the LDA in addressing the critical challenge of affordable housing. The Limerick site is a prime example of how state bodies can work in partnership with the LDA to unlock the potential of public land for the benefit of communities.”

Construction works start on two major capital projects at SETU

South East Technological University (SETU) has welcomed the start of construction work on the second phase of the Higher Education Public Private Partnership (PPP) programme, which includes two significant capital projects for SETU.

The Engineering, Computing, and General Teaching Building at the University’s Cork Road campus in Waterford, along with the Advanced Science Building at the Kilkenny Road campus in Carlow, are among the five projects included in this project bundle.

The new capital projects will significantly impact the educational landscape at SETU, facilitating increased access and improved facilities for students across a range of disciplines, including engineering, science, health sciences, computing, arts and humanities.

The new building at the University’s Waterford campus is designed for over 3,400 students and is the largest project in the programme bundle. The proposed 12,894-sq-metre building, featuring laboratories, lecture rooms and studios, will support new teaching methods and foster multidisciplinary study and training.

In addition, the 6,100-sq-metre project in Carlow will support an increase in STEM students, with new science and health science laboratories, clinics, and a 40-metre indoor sprint track.

These developments are part of the Higher

The Higher Education Authority (HEA), acting as the sponsoring agency, worked with the Department of Further and Higher Education, Research, Innovation and Science (DFHERIS) as approving authority. The National Development Finance Agency (NDFA), part of the National Treasury Management Agency (NTMA), was responsible for the procurement of this PPP project on behalf of the Department of Further and Higher Education, Research, Innovation and Science.

SETU President, Prof Veronica Campbell

“The Engineering, Computing, and General Teaching Building and the Advanced Science Building will be transformative for SETU and for our students from across the region and beyond,” said Prof Campbell. “Both projects align with local and regional planning goals, contributing to SETU’s ambition for the southeast to become a ‘UNESCO Learning Region’ with a strong, innovation-driven economy.”

Record housing delivery for Cluid in its 30th year

Approved housing body (AHB) Clúid delivered 1,525 new social and costrental homes in 2024. This marks Clúid’s most successful year, in terms of delivery of new homes, in its 30-year history.

Clúid, which was established in 1994, delivered 853 general needs social homes, 408 cost-rental homes, and 264 age-friendly social homes across ten local authority areas in 2024. During 2024, 3,795 people were taken out of housing need with a new or re-let Clúid home. As of the end of July 2025, Clúid manages more than 13,000 homes across every county in Ireland and has nearly 33,000 residents.

Brian O’Gorman, Chief Executive Officer, Clúid, commented: “2024 was our biggest year for delivery yet - 1,525 new high-quality, secure, long-term, affordable homes for those in housing need. As a result of the hard work and dedication of Clúid colleagues, and our partners in the Department of Housing, Local Government and Heritage, the local authorities, the Housing Agency, and the

Brian O’Gorman, CEO, Clúid.

Housing Finance Agency, 3,795 adults and children now have a secure place to call home.

“We also grew our construction programme in 2024 - 649 of our new homes were delivered via our Clúid Design & Build programme or our sector-leading Developer Design & Build programme. We continue to work closely with our developer, contractor and construction partners. We’re on track to deliver more than 1,000 homes in 2025, many of them through our construction programme.

“Clúid has been providing great homes in thriving communities for 30 years now. We’re proud to be able to use this wealth of expertise and experience to contribute to addressing the current housing crisis. We look forward to the next 30 years and our continued position as a key partner in delivering and managing social and affordable homes and communities.”

Education PPP programme announced in 2017, which is delivering 11 new STEM facilities across multiple campuses in Ireland.

said the two major capital projects for SETU represent a substantial investment in the university and the future of technological higher education in Ireland.

PPP Universities sod turning: Pictured (L to r): Paddy Prendergast, Chairperson, SETU Governing Body; Jennifer Murnane O’Connor TD; Prof Veronica Campbell, President, SETU; Minister for Further and Higher Education, Research, Innovation and Science James Lawless; Minister Mary Butler; John Cummins TD; and Adam Wyse, Mayor, Waterford.

With ambition and collaboration, the sky’s the limit.

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. Building Smarter. Together.

Go Further | Build Smarter

HBFI crosses €3bn mark in funding for new homes

The Home Building Finance Ireland (HBFI) has significantly increased its support for new home construction, with total loan approvals climbing 13% to €3bn by the end of June 2025.

Key highlights from HBFI’s H1 2025 performance:

• Growing approvals: In the first half of 2025, HBFI approved €336m in new loans, bringing its total approved funding to support the delivery of 15,186 new homes. Of these, 8,852 are either sold or sale agreed.

• Nationwide reach: The approved funding spans 206 developments across 25 counties, with the majority of support directed outside of Dublin. This focus aims to bolster housing supply throughout the entire country.

• Homes delivered: Approximately 6,000 HBFI-funded homes have been completed, with an average of 150 homes being finished each month over the last year.

Established by the government in 2019 with an initial €730m from the Ireland Strategic Investment Fund (ISIF), HBFI recycles its funding to continuously support new projects.

According to a review published in July 2025 by Minister for Finance Paschal Donohoe, HBFI’s role remains crucial for the housing market. The review found that the organisation has had a notable impact on the availability of senior debt finance across the country.

Minister Donohoe commented, “As we seek to scale up housing delivery, additional development funding from all sources will be required. As set out by the Housing Commission, diverse and stable sources of finance are required to deliver the homes we need. HBFI will continue to play an important role in supporting access to finance for viable residential developments, particularly for small and medium developers and developers in regional areas.”

HBFI CEO Dara Deering noted that the organisation can provide funding wherever there is a gap in the market, ensuring that access to finance is not a barrier for developers, particularly small and mediumsized ones, as they scale up to meet demand. She commented, “We’ve provided funding for over 15,000 homes, and there is no cap on the amount of funding we can provide because we recycle the funding and can get access to additional funding if required.

We support small, medium and large house builders, wherever there is a gap in the market for funding, we’ll respond.”

Jones Engineering achieves Silver accreditation for Diversity and Inclusion Excellence

Jones Engineering has been awarded the Investors in Diversity Silver accreditation by the Irish Centre for Diversity, effective for two years. This recognition marks a significant milestone in the company’s ongoing commitment to fostering an inclusive and progressive workplace.

Following the successful attainment of Bronze accreditation in 2023, Jones Engineering set a clear and ambitious goal to achieve Silver by 2025. Led by the HR

team under Chief People Officer Carmel Walsh, with the full support of CEO Stephen McCabe and the wider leadership team, a comprehensive strategy was developed to embed diversity, equity, and inclusion across all levels of the organisation.

Staff engagement and transparent internal communications were central to the journey.

The company is particularly proud of its performance in Pillar 3: Recruitment, Retention & Progression, where results reflect a deep-rooted commitment to valuing

people and enabling career growth.

Jones Engineering received top national and industry-specific scores within the construction and engineering sector in areas including talent attraction, retention, and advancement opportunities.

Carmel Walsh commented: “We are incredibly proud to have achieved Silver accreditation from the Irish Centre for Diversity. At Jones Engineering, we have worked hard to integrate strong D&I practices throughout every stage of the employee experience — From recruitment and onboarding to development, progression, and support.

“Increasing and retaining a diverse workforce is only possible through effective, transparent, and fair systems. Across the organisation, teams have championed initiatives that bring our values to life, helping to build workplaces that are accepting, inclusive, and future-focused.”

Jones Engineering will continue striving toward excellence in diversity and inclusion, with a focus on innovation, equity, and employee empowerment.

Dara Deering, CEO, HBFI.

Pictured at the announcement of Jone Engineering’s Investors in Diversity Silver accreditation (l to r): James Gough, Ruairi Flynn, Conor Mulcahy, Carmel Walsh (CPO), Stephen McCabe (CEO), Lisa Flynn, Asanka Liyanage and Stephen Anderson.

Irish Planning Institute shortlists 55 nominees for 2025 awards

The Irish Planning Institute has announced the shortlist for the 2025 Irish Planning Awards. The awards, held every two years, recognise projects and plans that promote sustainable development, community engagement, and environmental and cultural preservation.

A record 80 entries were submitted for the 2025 and shortlisted to 55 nominees across 12 categories. The overall standout project will be honoured with the President’s Award on Thursday, 25 September.

IPI President Gavin Lawlor commented, “With a record 80 entries, submissions for the 2025 Planning Awards were particularly strong, with excellent examples of sustainable, innovative and thoughtful planning across the various categories.”

2025 SHORTLIST PLAN MAKING

• Community Places – Tullycarnet Place Shaping Plan 2025-2035

• Department of Climate, Energy and the Environment and RPS, A Tetra Tech Co - South Coast Designated Maritime Area Plan (SC-DMAP)

• Dublin City Council - Jamestown Masterplan 2023

• Kildare CoCo/Meath CoCoCoordinating the Low Carbon Future of Maynooth

• Monaghan CoCo - Drum and Rockcorry Community Vision Plans

• Mountrath Town Team - Mountrath Digital Twin Sustainable Communities Plan

COMMERCIAL PROJECT

• MKO – Dexcom Athenry

• South Dublin CoCo (SDCC) - Work IQ Innovation Centre

• Tom Phillips + Assoc - Kildare Innovation Campus Masterplan

URBAN REGENERATION

1. STATE LED

• MK

• LDA - St Teresa’s Garden/ Donore Project

• SDCC - Connecting Communities Through the Regeneration of West Tallaght Parks

• Tipperary CoCo and the Department of Housing, Local Government and Heritage (DHLGH) - Kickham Barracks Regeneration, Clonmel

• Westmeath CoCo - Athlone Town Centre Enhancement Project

2. PRIVATE LED

• Tom Phillips + Assoc - Kennedy Quay Mixed Use Development, Cork Docklands

• McGrath Group & DOWNEY - Palmers Gate, Palmerstown, Dublin 20

HERITAGE & CULTURE

• DHLGH and Regional AssembliesTown Centre First Heritage Revival

(THRIVE) Scheme

• Kildare CoCo - The revival of Naas Town Centre - Reimagining the Potato Market

• Sheridan Woods Architects and Meath CoCo - Duleek Heritage Led Regeneration Plan

• Tipperary CoCo - Templemore Library & Enterprise Centre

• Tom Phillips + Assoc - Church of Oak Distillery

CLIMATE ACTION – SPONSORED BY FUTURENERGY IRELAND

• DHL

• Dún Laoghaire-Rathdown CoCo (DLRCC) - Residential Car Parking Amendment No 9 - Cherrywood

• Entrust Limited - Blackhall Solar Farm & Substation

• Kildare CoCo - Tackling Climate Change in County Kildare

• LDA - LDA Sustainable Development Strategy 2024-2028

• McCutcheon Halley - Score for planet earth: Páirc an Chrócaigh Abú!

• Southern, Eastern, Midland, Northern & Western Regional Assemblies - Smart and Sustainable Mobility Accelerator

• The CUBE Low Carbon Centre of Excellence - The CUBE Low Carbon Centre of Excellence: Driving Local and Regional Climate Solutions

BIODIVERSITY

• EirGrid - Battery Storage: New Bat House Lights Up Electrical Project!

• FuturEnergy Ireland - Carrownagowan Wind Farm

• SLR Consulting, Studio Aula and Haller Clarke - Derryounce Lakes & Trails 10 Year Plan 2024-2034

HOUSING OR COMMUNITY PROJECT

• John Spain Associates - Glencairn Residential Development

• LDA - Bluebell Waterways

• Community Places – Tullycarnet Place Shaping Plan 2025-2035

• McGrath Group & DOWNEY - Palmers Gate, Palmerstown, Dublin

• Tom Phillips + Assoc - The Goulding’s Site, Cork

• Tom Phillips + Assoc - Waterfront South Central

INFRASTRUCTURE

• EirGrid - Dublin’s Electric Dreams: EirGrid Powers Up Transmission Transformation!

• Entrust Limited - Blackhall Solar Farm & Substation

• McCutcheon Halley - Greenore Port Offshore Wind Energy Operations and Maintenance Facilities

• Uisce Éireann - Arklow Wastewater Treatment Plant

RESEARCH & INNOVATIONSPONSORED BY THE OFFICE OF THE PLANNING REGULATOR

• Carlow CoCo - Carlow Pre-Planning Enquiry Service

• Eastern & Midland, Northern & Western, and Southern Regional Assemblies, All-Island Research Observatory, Tailte Éireann GeoHive Platform - National Census Atlas

• LDA - The LDA Sustainable Development Strategy 2024-2028

• Louth CoCo - Improving Public Participation in the Strategic Environmental Assessment Process

• Southern, Eastern and Midland, Northern and Western Regional Assemblies - Smart and Sustainable Mobility Accelerator

• SDCC - SDCC Housing Supply Monitor

DIVERSITY & INCLUSION

• Action Ireland Trust and Fingal CoCo , Portmarnock Community School and the Lesotho Town and Regional Planning Institute - Planning for D&I in Ireland and Lesotho

PLANNING CONSULTANCY & INHOUSE PLANNING TEAM

• Brock McClure – We are Brock McClure

• John Spain Assoc – John Spain Associates

• LDA – The LDA - Planning Team

• McCutcheon Halley – McCutcheon Halley Graduate & Intern Training Programmes

• Tom Phillips + Assoc – Tom Phillips + Assoc

PLANNING AUTHORITIES

• DLRCC - DLR - where planners are made

• Kildare CoCo - Kildare CoCo Planning Authority: Challenging, Progressive, Dynamic

• SDCC - Planning with Purpose: People at SDCC.

IPI President Gavin Lawlor.

Averil Power announced as new CEO of Clúid

Approved housing body Clúid has announced the appointment of Averil Power as its incoming chief executive officer.

Averil Power will take up the role of CEO in November. The appointment follows a rigorous competitive recruitment process led by the Clúid board and managed by the executive search firm Odgers Berndtson.

Averil Power has been chief executive of the Irish Cancer Society since January 2018. She was previously CEO of the Asthma Society, and she was also a senator and political adviser.

Speaking about the appointment, current Clúid chief executive, Brian O’Gorman, stated, “Averil is an accomplished leader and advocate for an inclusive and equitable Irish society, most recently serving as the CEO of the Irish Cancer Society. Before that, she worked as the CEO of the Asthma Society and was a senator and political adviser for many years. Under her leadership, the Irish Cancer Society has doubled its income from Daffodil Day and other key campaigns, enabling record growth in the number of people benefiting from its services and research.

“Averil has a deep personal commitment to equality and social justice, as evident

from her previous leadership on issues such as educational disadvantage, marriage equality and the rights of adoptees to know their original identities. Her commitment to Clúid’s social mission, her vision for inclusive and sustainable growth, and her appreciation for the strength and talent already present across our organisation, underlines my confidence that Clúid is in safe hands as the organisation embarks on its next stage of development.”

Commenting on her appointment, Averil Power said, “Having grown up in social housing, I know firsthand the lifeline it provides to people who could not afford to rent or buy privately. I have also seen through my work as a public representative and charity leader the negative impact lack of a secure home is having on the mental and physical health of children and adults across Ireland. Clúid is working to change this through its advocacy and by directly delivering record numbers of social, affordable and age-friendly homes.”

With a staff of 380 dedicated, highly qualified employees, Clúid owns and manages over 13,000 properties, providing a secure and affordable home to 33,000 residents.

Turner & Townsend appoints Rebecca Reyman to lead rail sector growth in Ireland

Turner & Townsend has appointed Rebecca Reyman as its new rail sector lead for Ireland, strengthening its capability to support the delivery of major transport infrastructure across the country.

Reyman’s appointment further reinforces the company’s growing infrastructure team delivering for all rail clients across both the Republic of Ireland and Northern Ireland, including operators and state agencies. Her appointment comes at a pivotal time for the sector. The revised National Development Plan (NDP), published in July, allocates significant capital investment to rail infrastructure in Ireland. This follows the publication of the All-Island Strategic Rail Review, which sets out a long-term vision to decarbonise transport, improve regional connectivity and support population growth. She has over 15 years of experience in rail infrastructure, with a career spanning engineering, operations, safety management, maintenance and project delivery. She joins from Amtrak in the United States, where she was most recently director of engineering production.

Throughout her career, Rebecca Reyman has worked on a range of passenger

rail design projects, rail infrastructure renewals and various aspects of Class I railroad operations in the US. She is known for driving improvements in cost, safety and quality in complex rail environments.

Turner & Townsend supports clients across the full lifecycle of infrastructure programmes, including rail, from strategic planning and business case development through to procurement, delivery and operational readiness.

John Robinson, Director and Infrastructure Lead, Turner & Townsend in Ireland, commented, “We welcome Rebecca to our infrastructure team in Ireland. She has international experience in leadership, project delivery and strategic planning, and brings a real passion for innovation and efficiency in the rail sector.

“She joins us at a time when the sector is scaling up in Ireland to meet the goals of the National Development Plan and the All-Island Strategic Rail Review.

“With Rebecca’s expertise and our growing team, we are well-positioned to help our clients shape a more connected, sustainable and resilient rail network while delivering value for money.”

Averil Power, CEO Designate, Clúid.

Rebecca Reyman, Rail Sector Lead for Ireland, Turner & Townsend.

Financial Advice as Personal as Your Goals

You’ve spent years building your future and you want to make the most of it.

With the government’s new ‘My Future Fund’ auto-enrolment scheme on the way, there’s never been a better time to take control of your financial plan. Whether you’re a business owner, a senior executive, or planning your next chapter, you deserve advice that’s tailored to you.

At Milestone Advisory, we cut through the jargon to give you clear, practical guidance for your pension, your investments and your future.

Because the right advice isn’t one-size-fits-all. It’s built around you.

Talk to us today.

No jargon. Just facts.

Scan me!

Planning Your Retirement: Getting the Foundations Right for a Financially Secure Future

Planning for retirement is one of the most important financial decisions you will make in your lifetime. After years of hard work, retirement should be a time to enjoy the fruits of your labour, but to do so comfortably requires careful thought and preparation. The earlier you start planning, the more control you’ll have over when and how you access your retirement funds and, ultimately, the kind of lifestyle you’ll be able to enjoy in later life.

As with any significant financial milestone, having the right information and guidance is key. With various pension and income options available, making the best decision for your personal circumstances can be daunting. That’s why working with a trusted financial adviser is so important.

APPROACHING RETIREMENT: KEY CONSIDERATIONS

Increased life expectancy means most of us can expect to live longer and remain active well into our later years. This brings with it an important question: will your finances support the kind of retirement you want?

If you are nearing retirement age, the first step is to consider the lifestyle you hope to enjoy, whether that means travel, leisure activities, supporting family members, or simply maintaining your current standard of living. This will give you a clear sense of the income you’ll require.

If you’re already part of a pension scheme, you might consider boosting your fund through Additional Voluntary Contributions (AVCs), where permitted. These top-ups can help close the gap between your projected income and your target. If you’re not currently in a pension scheme, especially with auto-enrolment on the horizon, it’s not too late. Speak to a financial adviser who can help you explore the most suitable options available to you.

INCOME IN RETIREMENT: MAKING YOUR PENSION WORK FOR YOU

Once you retire, the focus shifts from saving to drawing an income. At this stage, you’ll typically have access to a tax-free lump sum, subject to Revenue limits. After this, the remainder of your pension fund must be managed to last throughout your retirement years.

There are two main ways to draw a retirement income in Ireland:

• Approved Retirement Fund (ARF): This option allows flexibility. You retain ownership of your pension fund and can withdraw money on a regular or ad-hoc basis. It also allows for the remaining fund to be passed to your estate. However, ARFs do come with investment risk, so this option may not suit everyone.

• Annuity: An annuity provides a guaranteed income for life. It offers peace of mind for those who prefer certainty over investment volatility. While less flexible than an ARF, it eliminates the risk of outliving your savings. Choosing between these options, or a combination of both, depends on your appetite for risk, your overall financial position, and your personal goals. A tailored retirement income strategy is essential to making the most of your pension pot.

CONSIDERING EARLY RETIREMENT

While there is no mandatory retirement age in Ireland, your employment contract may outline eligibility for early retirement. In most cases, pension benefits can be accessed from age 50 onwards, though earlier access means stretching your savings over a longer period.

Darragh Hogan, Financial Services Consultant, Milestone Advisory.

If you’re thinking about retiring early, the same principles apply: start by estimating your desired lifestyle and the income required to sustain it. Keep in mind that retiring early usually requires a larger fund, as you’ll need your retirement savings to last longer. Early retirement may appeal for lifestyle reasons, but it must be balanced against long-term financial security. Careful planning and realistic assumptions are key to avoiding shortfalls down the line.

UNDERSTANDING ANNUITY OPTIONS

Should you choose an annuity, you’ll need to make a few key decisions:

• Single vs Joint Life: A Single Life Annuity pays income only while you’re alive, whereas a Joint Life Annuity ensures a portion of the income continues to a surviving spouse or partner.

• Guaranteed Period: Adding a guarantee means the annuity will pay out for a minimum term (e.g. five or ten years), even if you pass away during that time.

• Level vs Escalating: A Level Annuity pays a fixed amount for life, whereas an Escalating Annuity increases each year, helping offset inflation. These options should be carefully considered in light of your health, family circumstances, and retirement goals.

A FINAL WORD

Retirement should be an exciting chapter, not a daunting one. At Milestone Advisory, we’re here to help you understand your options and guide you through every step of your retirement journey. Whether you’re years away from retiring or just around the corner, having a well-structured plan in place will help ensure peace of mind and financial independence for years to come.

For more information, contact Darragh Hogan at Milestone Advisory via email: darragh@milestoneadvisory.ie

Earlier this year CPAC Modular completed Ireland’s first permanent modular school in Lucan, Dublin.

Removing the remaining hurdles to modular housing in Ireland

The Smart Off-site Association is championing modular construction as a solution to Ireland’s housing crisis, highlighting that standardised designs, streamlined certification and consistent public frameworks are key to unlocking the sector’s full potential. ROBBIE COUSINS speaks with key figures involved in this work.

The Smart Off-site Association (SosA) is a constituent part of the Construction Industry Federation (CIF). It represents companies that specialise in off-site manufacturing. The organisation’s core mission is to champion its members’ interests and advance the use of off-site construction in the built environment.

SosA works to inform public policy and tendering practices by advocating on behalf of its members with public sector bodies. It strives to elevate the off-site construction industry, ensuring it meets or surpasses global standards, expands its market share, and embraces innovation. It also actively backs regional development and promotes sustainable construction methods.

SMART OFF-SITE ASSOCIATION

In the past year, SosA has focused on helping 3D volumetric modular

construction manufacturers address challenges to play a role in solving Ireland’s housing shortage and to expand their position as an efficient solution for new healthcare facilities.

Currently, while timber frame construction is compliant with the IS 440 standard, other systems are required to have NSAI Agrément certification. This process is particularly cumbersome and expensive for 3D volumetric manufacturers because of the high number of components involved in a single unit.

Furthermore, a lack of scale and standardised housing unit designs is an impediment to future progress in the sector. To date, only the education sector has implemented a delivery framework that is well-suited for 3D modular construction. The success of its first four-year cycle has many SosA members anticipating the next framework. Despite these obstacles, new

government-backed initiatives are emerging that could pave the way for 3D volumetric construction to become a significant part of Ireland’s housing solution in the coming years.

Denise Tuffy, Director, Specialist Contracting, Construction Industry Federation, says that Ireland has embraced 2D panelised systems, particularly for low-rise housing using predominantly timber frame, and it is set amongst European leaders in terms of how it has embraced offsite construction. However, 3D volumetric manufacturers need state support at this time to establish a sustainable foothold.

She explains, “Ireland has embraced offsite construction. It is amongst the leading European countries for its adoption of 2D panelised systems, particularly timber frame, especially for low-rise housing.

“This being said, the 3D volumetric

market needs to be supported by the government in the short term through the development of frameworks for projects where offsite makes sense and adds the most value for the taxpayer.”

Denise Tuffy adds, “Two primary advantages of 3D volumetric are speed and minimum disturbance on site, which lends itself to many industries including education, housing and healthcare. For example, education sometimes requires construction to take part during holiday periods, and having a busy site close to a live hospital is less than ideal. In circumstances such as these, 3D volumetric makes the most practical sense for all parties involved and should be embraced.”

VISION BUILT

As the managing director of Vision Built and President of the SosA, Brian Kennedy stands at the forefront of Ireland’s modular construction movement. His dual leadership roles reflect a deep commitment to transforming how buildings are designed, manufactured, and delivered across the country.

Founded in 2012 and acquired by Sisk in 2019, Vision Built has evolved from a specialist in LGS systems into a marketleading offsite manufacturer. Today, the company delivers 3D volumetric modular and 2D panelised solutions across Ireland and the UK, serving sectors as diverse as residential, education, healthcare, commercial, and technology.

Under Sisk’s ownership, Vision Built has embraced a strong Environmental, Social, and Governance (ESG) ethos, working closely with clients to co-develop sustainable building solutions. The company’s growth has been marked by strategic investments in people, processes, and technology - positioning it as a key player in MMC.

UNLOCKING POTENTIAL: THE CASE FOR GOVERNMENT ACTION

Despite its success, Brian Kennedy is candid about the challenges facing Ireland’s offsite sector. He argues that for 3D volumetric manufacturing to support national construction needs, the government must step in with a structured long-term pipeline of projects, streamlined certification processes and infrastructure investment.

Drawing lessons from the UK, Kennedy advocates for frameworks that prioritise volumetric solutions in education, healthcare, and accommodation.

“Standardisation is key,” he says. “While finishes can be customised, the core structure must remain consistent to drive efficiency and savings across the supply chain.”

CERTIFICATION AND STANDARDISATION: BUILDING TRUST

One of the biggest hurdles for off-site manufacturers is certification. Kennedy acknowledges the rigour of the NSAI Agrément process and sees it as essential for ensuring product reliability.

Several SosA members have this in place or are nearing completion of this certification, which he believes will unlock new housing delivery opportunities.

SosA is also collaborating with Construct Innovate on the ‘Standardize’ project— an initiative aimed at creating an Irish Standard for systems like LGS and 3D volumetric, akin to the IS-440 timber frame standard.

A Hawkins Brown study, commissioned by the Department of Housing with input from SosA, is another milestone, offering efficient housing layouts compatible with both volumetric and panelised systems.

Brian Kennedy hopes these efforts will encourage county councils to adopt

standardised typologies, simplifying design, costing, and procurement.

CREATING A NEW LABOUR FORCE

He adds: “Offsite construction doesn’t just change how buildings are made - it reshapes the workforce. Vision Built trains workers from other industries and school leavers, adding valuable capacity without competing with traditional trades. This inclusive approach is central to our company’s vision for the future.”

SOSA’S STRATEGIC GOALS

As SosA president, Brian Kennedy outlines a straightforward and clear roadmap to sector success:

• Achieve NSAI Agrément certification for more manufacturers.

• Encourage county councils to tender for volumetric modular projects.

• Establish a collaborative framework for public housing and healthcare similar to UK models.

• Innovate façade design, moving beyond brick and block to maintainable, longlife alternatives.

VOLUMETRIC CONSTRUCTION: A STRATEGIC SOLUTION

Kennedy is quick to clarify that volumetric construction isn’t a universal fix - but it’s a powerful tool. He cites the UK Department of Defence’s eight-year framework as proof that collaboration and long-term planning can make volumetric a cornerstone of national infrastructure.

“With Ireland’s housing crisis, adopting a framework-based approach isn’t just logical – it’s necessary,” he asserts.

CPAC MODULAR

Seán Murphy, Managing Director at CPAC Modular, says there are challenges but immense potential for Ireland’s modular

Brian Kennedy, Managing Director, Vision Built, and President, SosA.

Seán Murphy, Managing Director at CPAC Modular.

Eoin Daly, Managing Director, Procon Modular.

Built Better.

Our passion can be seen in every construction detail, every material choice, every ISO certified quality process, every safe working day, and in every smile by the students and staff of Ireland’s first permanant, modular-built, school for Lucan East ETNS. Co. Dublin.

construction sector.

With over 40 years of experience in offsite construction, CPAC Modular is a leader in designing and building multi-storey off-site modular accommodation. Murphy’s insights reveal a sector ready for significant growth. He highlights the Agrément certification process as a challenge, but also an essential process.

“While not required for education or healthcare projects, it’s a mandatory requirement for housing. Successfully navigating this process is a prerequisite to opening up the sector’s ability to plan, scale and play a role in delivering at-scale housing solutions.”

“Achieving scale will depend on either expediting the Agrément certification process or introducing an alternative route for demonstrating compliance with building regulations,” he states.

“A consistent pipeline of residential projects would unlock significant opportunities. In the meantime, CPAC Modular has built strong momentum in the education sector, recently completing Ireland’s first permanent modular school. While this work is framework-based and somewhat seasonal, it provides a strong platform to expand into residential at scale.”

Sean Murphy advocates for a framework system for healthcare and residential projects, such as the one successfully operated in education facility delivery, to provide the consistent workflow needed for production facilities to operate at full capacity.

UNLOCKING EFFICIENCY AND REDUCING COSTS

Modular construction can be seen as more expensive than traditional builds.

Murphy argues that this is a misconception. He believes that the speed and efficiency of modular projects lead to lower overall costs and faster delivery. The key to making modular construction costeffective is scale.

“The real value of offsite modular construction comes not with one-off houses, but when 300 to 500 standard units are delivered onsite, as this level of scale unlocks efficiencies and delivers value.”

SOSA MEMBERS SURVEY

A 2024 SosA members survey revealed that the modular sector has 52% unused capacity, underscoring the urgent need for a steady pipeline.

Murphy adds, “There’s no doubt that the modular sector has the capacity and capability to do more. With over half of current capacity unused, there is a huge opportunity to harness MMC to deliver housing at the speed and scale required. CPAC Modular stands ready to contribute, but what’s needed is a consistent pipeline

that allows the sector to mobilise fully and be part of the solution.”

THE PATH FORWARD: STANDARDISATION AS THE SOLUTION

The solution, according to Sean Murphy, lies in standardisation. He notes that initiatives are underway to address this. “Architects Hawkins Brown are developing housing standard details for the government, with input from SosA members. Furthermore, Construct

Innovate is working, also with input from SosA members, on its standard details document for relevant off-site residential methodologies, similar to the existing IS 440 standard for timber frame construction.”

He adds, “Selecting 3D volumetric as the first system to go through this process could see work completed within a year. This would open the door to producing 3D volumetric housing in line with standard details and accelerating delivery at scale.”

This standardisation would allow

Denise Tuffy, Director, Specialist Contracting, CIF.

Brian Kennedy, MD, Vision Built; Minister of State at the Department of Further and Higher Education, Research, Innovation and Science Marian Harkin; and Ian Evans, Senior Manufacturing Manager, Vision Built, during a recent visit by the minister to Vision Built’s 3D manufacturing facility in Tubbercurry, Co Sligo.

the modular industry to demonstrate compliance with building regulations, paving the way for large-scale production and significant investment. “Modular construction is already easing pressures in education,” says Sean Murphy. “It has the same potential to transform housing and healthcare, and it’s time we seized that opportunity.”

PROCON MODULAR

Eoin Daly, Managing Director, Procon Modular and SosA member, emphasises the critical role that modular building must play in addressing the country’s housing crisis.

With over 30 years of experience, Procon Modular provides innovative, durable, and low-maintenance modular solutions. Eoin Daly believes that 3D volumetric buildings are a key part of the solution to Ireland’s housing deficit. He is confident that the hurdles currently hindering the adoption of modular construction will be removed soon.

He highlights that a significant obstacle for the off-site construction industry is the lack of a consistent project pipeline outside of the Department of Education framework. This framework has been a massive success, guaranteeing work and allowing companies like Procon to invest in new machinery, cranes, and delivery methods.

“The construction industry is under immense pressure to meet a current demand for 90,000 new houses a year. The modular sector, which includes around

50 manufacturers in Ireland, is perfectly positioned to complement the work of traditional contractors.

“Procon alone”, he continues, “could build 1,000 houses a year and scale up quickly if a stable pipeline were in place. Modular buildings are also significantly faster. A 50-unit housing development, for example, could be completed in about a year, with the units being 90% finished in the factory.”

POLICY AND CERTIFICATION CHALLENGES

Eoin Daly expresses frustration with the lack of consultation between the government and the modular industry in the past when developing policies like Housing for All. He believes that a more collaborative approach would have been a better starting point. He also believes that Construct Innovate programmes will demonstrate MMC unit compliance with building regulations, making it a sensible process and certification system for modular construction.

“It will simplify the process for architects and engineers. But we also need a training module on MMC to be included in college courses for architects and engineers, as many professionals currently lack experience in this area.

With the potential to grow into a €600m-a-year industry, Eoin Daly is confident that with the right policy support and a consistent project pipeline, the modular sector can not only be a part of

Ireland’s future but can lead it.

IN CONCLUSION

The Smart Off-site Association and its members are actively working to position 3D volumetric construction as a key part of the solution. While the complexity of the Agrément certification process for 3D volumetric manufacturers and a lack of consistent, large-scale public frameworks persist, collaboration between the industry, government, and research bodies like Construct Innovate is paving the way for change.

Efforts to create an Irish Standard (IS) for off-site systems and promote standardised housing designs could streamline the process, encourage investment, and ultimately, enable the modular sector to reach its full potential.

The success of frameworks in the UK demonstrates that a similar approach for residential projects could unlock the unused capacity of Irish manufacturers, leading to a more efficient, sustainable, and rapid delivery of much-needed homes.

However, the last word goes to CIF Specialist Contracting Director Denise Tuffy, “Ireland has built a strong indigenous 3D volumetric market that needs to be supported. These companies generally operate on a regional basis, however, close to a motorway network. Supporting offsite construction means supporting local employment that allows workers to remain in their communities.”

Goatstown Educate Together Modular National School in Dublin completed by Procon Modular.

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From Oklahoma to Offaly: Coleman Yates’ vision for Bretland Construction

From an MBO to doubling its workforce and tripling its revenue, Bretland Construction is entering a new era. The company’s American-born Managing Director, Coleman Yates, speaks with Robbie Cousins about his journey from Oklahoma to Offaly and his ambitious vision to transform a family business into a top-tier Irish contractor.

The dust has settled on one of Irish construction’s significant management buyouts of 2025. In April, Bretland Construction, a company with a long-standing reputation for quality and integrity, officially began a new chapter.

At the helm is Coleman Yates, the firm’s new managing director, who, along with his fellow directors, Anne Marie McCormack, Ruth Heeney, and Tony Meehan, completed the MBO.

Coleman Yates is not a man who shies away from a challenge. A civil engineer with an MBA, he has been in the construction industry his entire life, starting with summer jobs as a labourer. Originally from Oklahoma, he moved to Ireland in 2018.

In 2022, he received a call from a recruiter about a deputy managing director role at Bretland. The premise was straightforward: Fechin Daly, the company’s founder, had built a successful business from his garage over 25 years, but recognised it needed new leadership to reach its next phase of growth.

“Fechin had taken the company as far as he felt he could,” Yates recalls. “The bones were there—a debt-free company with a strong reputation—but it was still very much a mom-and-pop-style business. I was asked to come in and see what needed to change.”

Yates joined in January 2023 and immediately set about a methodical transformation. In consultation with Fechin Daly, he reconfigured the senior management team, established a new financing structure and accounting systems. He also expanded critical functions like HR and procurement and brought in a new construction director to strengthen the commercial side of the business. The groundwork was intensive and focused.

“We went through a voluntary audit that first year and got a clean bill of health. We put all the new systems and new people in place over 2023 and 2024,” Yates explains. “It’s been a nearly three-year process to get to this stage.”

The results of this strategic overhaul were immediate and impressive. In his first year, Bretland’s revenue grew 40%, from €13m to €19m. The following year, it jumped another 40% to €28m.

With projections of another 30% growth for the current year, the company is on track to hit the mid-€30m mark.

THE MBO: FROM EMPLOYEE TO OWNER

As the company’s growth accelerated, a new opportunity arose. “About a year ago, Fechin came to me and offered to sell the company,” Coleman Yates continues.

Recognising the collective effort that had fueled this success, Yates brought in three key senior leaders as minority shareholders: Tony Meehan, Commercial Director; Ann Marie McCormack, Operations Director; and Ruth Heeney, Finance Director.

“There were a number of people responsible for the growth over the past couple of years,” Yates emphasises. “I may be steering the vehicle, but what we’ve accomplished was a result of everybody working together.”

The MBO, completed in April 2025, was not without its hurdles. With the help of Interpath Advisory, Coleman Yates secured funding from PTSB after the main banks were hesitant to finance a construction MBO. The transition itself, however, has been seamless. “Since the completion of the MBO, the only change has been that Fechin has stepped out of the picture.”

The company’s growth extends beyond its balance sheet. The workforce has nearly doubled, growing from 35 employees when Yates joined to 65 today. 95% of these employees are management or support staff, a testament to the company’s focus on a professional, high-calibre workforce.

STRATEGIC PIVOTS AND DIVERSIFICATION

When Coleman Yates first joined, Bretland was active in five key sectors: Residential, Commercial, Civil, Pharma, and an architectural glazing division. A key strategic decision was to streamline operations. “The only big change we made was to shut down the glazing division,” Yates explains. This move allowed the company to focus its resources and expertise on more profitable and scalable areas.

Currently, Bretland’s work is balanced across four main sectors: Housing, 50%; Light Civils, 25%; Pharma and Commercial Work, 25%.

The company has taken on more large-scale housing projects and light civils work with local authorities in Laois, South County Dublin, Kildare, and Wicklow. It is also working with a number of approved housing bodies (AHBs).

Its operations in the pharma sector have also been a significant success. Bretland is now working for clients that include Pfizer (at their Grangecastle and Newbridge locations), MSD, Lexion, and Gamma Medical.

“The approach is considerably different on the pharma projects,” Yates says. “There are many different processes involved in working in this field. So we have a core team that works solely on pharma projects.”

THE ROAD AHEAD

Coleman Yates is a man with a clear, ambitious long-term goal: to turn Bretland into a top-tier-2 or a lower tier-1 contractor within the next five years. This will require the company to hit revenues of

Stemple Exchange, Dublin, for Channor.

€100m and higher.

“We’ve achieved growth organically on the back of performance and successful jobs,” he says. “The larger we get, the more people we have and the more jobs we can tender for. As we grow, we’re able to qualify for the bigger jobs because we have a history of performance behind us now.”

Yates is keen to build on the company’s reputation for integrity, safety, and sustainability – A core value passed on by Fechin Daly. The goal is to be seen by clients as “accessible, honest, and straightforward to deal with.”

On a broader industry level, Yates identifies some significant challenges, particularly planning and red tape in Ireland, which he finds much more cumbersome than in other countries where he has worked.

“The fact that every local authority has a different set of standards or requirements can be frustrating and needlessly timeconsuming,” he comments.

He also believes that meeting Ireland’s housing demand will require a shift away from traditional concrete block construction

Bretland Construction’s senior management team and board members (l to r): Coleman Yates, Managing Director; Anne Marie McCormack, Operations Director; Ruth Heeney, Finance Director; and Tony Meehan. Commercial Director.

and towards modern methods of construction (MMC) like timber frame.

A COLLABORATIVE PHILOSOPHY

Despite these challenges, Coleman Yates is confident in his team. The management structure is collaborative and supportive. “We meet as a team, share our successes and frustrations, advise each other based on our experience, and make decisions for the betterment of the company,” he says. “We all play to our strengths.”

This sense of collaboration extends to the entire workforce. Yates describes the company as being a “very open-door business” and views it as a family. “We’re all friends, and we want to make sure that the business is successful, so our people and their families are successful, secure and comfortable,” he concludes.

HERE TO GROW

Under Coleman Yates’ leadership, Bretland Construction is poised for a new era of growth and influence. The MBO marks not an end but a new beginning, built on a foundation of hard work, strategic vision, and a commitment to excellence. As it continues to grow, Coleman Yates aims for Bretland to be a key partner in Ireland’s future development. We want to work with more local authorities, AHBs and the Land Development Agency. We’re here to grow and be part of everything that is Ireland,” he states with a determined smile. “We’re just getting to a point where we’re big enough to be of value to a lot of those entities,” he concludes.

Coleman Yates, Managing Director, Bretland Construction.

Raheen Housing, Clara, for Offaly County Council.

Portlaoise Convent for Sophia Housing Association.

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Wavin’s New AquaCell NG System delivers cost and environmental efficiencies on site in the face of climate change

To help manage excessive rainfall and improve climate resilience, Wavin, one of Ireland’s leading plumbing and drainage solutions providers, has expanded its innovative AquaCell range of infiltration /attenuation tanks with the addition of the new AquaCell NG

As environmental standards evolve, including those under Ireland’s National Planning Framework 2040, and local authority development plans, SuDS are no longer optional. They are fundamental to responsible and compliant site design. Natural features such as swales, rain gardens, green roofs, and permeable paving not only fulfil drainage functions but also create attractive and sustainable environments for communities.

However, space and site constraints mean that below-ground solutions, such as infiltration /attenuation tanks, are critical tools in the SuDS hierarchy. When natural options are not feasible, especially in dense urban environments, engineered systems provide essential capacity to manage stormwater volumes safely and compliantly.

NEXT GENERATION PERFORMANCE

The Wavin AquaCell NG system is produced using 100% recycled polypropylene and, in order to boost sustainability across all stages of a project, is fully recyclable at end of life. The design of the lightweight, compact, stackable units delivers significant space savings, meaning site storage and transportation are reduced. In fact, the AquaCell NG system requires four times less storage space on site, allows for four times more units in each delivery, and requires four times less unloading time than previous systems. This results in both significant environmental and cost

benefits.

With modern construction top of mind, this new independently tested and certified system delivers a huge advance in the speed of attenuation tank construction. Aided by push-fit connections and a toolfree build, the new system is three times faster to install than previous generations of AquaCell, while continuing to offer the same volume capacity. A distinctive circular guide on top of each unit helps ensure correct orientation and rightfirst-time installation. These built-in efficiencies mean less time spent on the excavation area, improving on-site safety for construction teams. In addition, open inspection channels, with no internal walls, enable the deployment of inspection

and cleaning equipment.

Martin Lambley, Urban Climate Resilience Product Manager at Wavin UK & Ireland, said, “As climate change has resulted in these sharp, heavy bursts of rain that we see more and more in Ireland, the water networks often become overwhelmed as much of the traditional infrastructure is not designed to cope with this pressure. SuDs design must be approached with a balanced, site-responsive strategy, combining both natural - where feasible - and engineered measures. Attenuation tanks, like the new AquaCell NG System will be key in the coming years as the impact of climate change increases pressure on our drainage systems through increased instances of heavy rainfall.”

“As a business, Wavin is continually striving to innovate in the ways in which we improve our impact on the built environment. As the construction industry works to deliver climate resilient, sustainable communities, SuDs are embedded in regulation and compliance. Wavin’s expert team will continue to work alongside the industry to deliver quality assured, compliant solutions, as we have done in Ireland for over 65 years.”

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CWHT – Transforming construction workers’ health and wellbeing

In the past year, the CWHT has undergone a digital transformation, moving from an outsourced health screening system to its own in-house, digitally-enabled service. Alison Gilliland, Executive Director, CWHT, discusses this transition, its successes and challenges, and the future of worker health in the construction sector.

Founded in 1994 by the construction group of trade unions affiliated to the Irish Congress of Trade Unions, the Construction Workers Health Trust (CWHT) is a standalone organisation dedicated to promoting better health for construction workers.

The Trust, funded by small voluntary contributions from members of the Construction Workers Pension Scheme, provides free on-site health screenings, raises awareness of health issues, and promotes healthy lifestyles. It is governed by its own Board of Trustees and run by a dedicated management and nursing team.

Since 2004, the Trust has conducted over 100,000 health checks at workplaces across the country. Using state-of-the-art portable equipment, CWHT nurses perform one-onone screenings that include five key tests:

• Blood Pressure Test

• Full Cholesterol Screen (Finger-Prick,

Alison Gilliland, Executive Director, CWHT.

no fasting required)

• Diabetes HbA1c Test (Finger-Prick, no fasting required)

• Height, Weight, & Body Mass Index

• Lung Function Check

Results are provided instantly to the worker, both in a physical booklet and electronically via a Cushla app, which also provides workers with regular health information to support them in maintaining good health.

A NEW MODEL FOR HEALTHCARE DELIVERY

The CWHT’s decision to move away from an outsourced health screening system last year was driven by a clear, long-term vision. The aim was to create a more integrated, responsive, and digitally-enabled service that would better serve the members of the CWHT.

Alison Gilliland, Executive Director,

CWHT, says that the previous outsourcing model, while effective, lacked the flexibility and oversight the Trust desired. By bringing the service in-house, CWHT could not only grow its provision of on-site health screenings but also complement them with a steady stream of health information and even offer workers the opportunity to participate in health research projects. This organisational change was designed to broaden the scope of CWHT’s services and create a more holistic approach to worker health.

Alison explains, “The overall vision is to provide a more integrated service to our members in a digitally enabled way that allows more effective oversight and a more flexible response to emerging needs.

“We also now complement our onsite health screening with regular health information articles and have been able to offer workers the opportunity to engage in health research projects – effectively broadening the scope of our offering to members.”

This new model, while ambitious, required meticulous planning and execution. Having put a robust clinical governance framework in place, the biggest challenge was finding the right partner to digitise the system workflow processes.

The CWHT undertook a comprehensive competitive dialogue procurement process, ultimately selecting Cushla Health Systems, a small medical technology company founded in Dublin in 2020. It developed the Cushla app, which is a patient-centric healthcare platform designed to give individuals control over their health data. This partnership was instrumental in creating a streamlined, end-to-end digital system that manages everything from site onboarding and appointment booking to the secure recording and communication of screening results.

SCALING UP AND EMBRACING TECHNOLOGY

The transition was not without its challenges. Moving from an outsourced model handling 300 screenings per month to an in-house team now completing 1,000 screenings per month required a carefully managed scaling of operations. The team began with a small group of dedicated nurses screening on sites in Dublin and Limerick. The Cushla team provided on-site support during the initial weeks, helping nurses and workers familiarise themselves with the new digital tools while the CWHT Operations Manager worked closely with site health and safety officers to ensure the new booking system was running smoothly.

IN-HOUSE NURSE TEAM

Despite the high demand for nursing professionals the recruitment process

for the in-house nurse team proved to be a success. Alison attributes this to the team’s commitment to preventative health and the opportunity to work in a diverse sector where health is not necessarily a key priority.

Nurses received comprehensive training in both the screening process and the new digital platform. A WhatsApp digital support group was also set up to ensure that any questions or issues experienced by nurses when screening on site could be addressed immediately.

A TRANSFORMATIVE PARTNERSHIP

The partnership with Cushla Health Systems has been a vital component of the transformation, particularly the customisation of a backend system for appointment scheduling and a nurse portal to capture screening data, resulting in a seamless health screening management workflow.

“Cushla Health Systems shares our vision of empowering workers to manage their health better,” she explains. “Their main innovation is a personal electronic health record that allows anyone to record all their medical data - screening results, follow-up test results, scans and medications - in one app.

“The app provides CWHT with a digital means of communicating screening results and health information to the workers we seek to support. Not everyone is tech savvy, and some are wary of digital tools. So, to ensure all workers are catered for, CWHT also provides screening results to each worker on a hard copy leaflet.

IMPACT AND FOLLOW-UP CARE

“Working in the construction sector can be a high-pressure job with tight deadlines and even tighter budgets, and this often brings stress, which, when not managed, can cause health issues,” Alison adds. “We’ve seen how a half-hour one-on-one with our nurse allows a worker an opportunity to discuss matters that might be troubling them, whether that be their weight, diet, poor sleep or stress and get some advice on how to manage those issues better.”

The immediate feedback and tailored recommendations provided by the screening nurses make a tangible impact. During a screening, a nurse performs five basic tests: Blood pressure, a full cholesterol screen, a diabetes HbA1c test, height and weight (for BMI calculation), and a lung function check. The results of the finger-prick blood tests are available within minutes. The nurse discusses the results with the worker and, based on them, provides personalised health advice, such as recommendations for dietary changes, increased exercise, or reducing smoking and alcohol consumption.

“From feedback, we’ve seen how immediate personalised advice is taken on board and workers succeed in reducing BMI, cholesterol, glucose levels and possibly avoid medication and health complications

down the line,” Alison comments.

When necessary, the nurses also play a crucial role in advising workers to see a GP for further tests and follow-up care.

GP ACCESS FOR WORKERS

To address the common issue of workers not having a local GP or living away from home, CWHT partnered with Centric Health, a leading provider of private primary healthcare services with a growing network of GP practices. This collaboration allows CWHT to facilitate access to a GP through a simple QR code system, effectively “closing the care loop” when a recommendation for follow-up GP care is made. Alison notes that many workers find it difficult to register with a GP, and this system effectively ‘closes the care loop’ and provides an important clinical support network.

SECURITY

With the move to a digital system, the security and privacy of workers’ health data are paramount. Alison assures us that the new system adheres to the highest security standards, with all data being fully encrypted and backed up. The system is underpinned by the principle of ‘privacy by design’ and is fully compliant with GDPR. The CWHT ensures that workers remain in complete control of their data, deciding who can access their personal health records and for what purpose.

DRIVING ENGAGEMENT AND LOOKING AHEAD

While the CWHT does not track individual health outcomes, it does monitor worker engagement and analyses anonymised screening data. This data reveals that high blood pressure and high BMI are the most prevalent health issues across the construction sector. This information, in turn, informs the content of the weekly

health information articles published on the Cushla app, ensuring the information is relevant and timely.

The Cushla app itself has seen good engagement. However, Alison acknowledges that more work is needed to promote all its features, such as its ability to integrate with wearable devices, log all health results and track personal health trends.

CWHT SPONSORSHIP

The CWHT sponsors the cost of the app for the first year, after which workers have the option to continue their subscription to maintain active access to their personal health record.

The enhanced service has also strengthened CWHT’s engagement with the broader construction sector. The greater oversight and flexibility of the in-house team have allowed it to expand its work into health promotion and research.

A recent collaboration with the European stomach cancer research project, TOGAS, enabled CWHT to offer free testing and treatment for Helicobacter pylori to workers. It is also collaborating with the Department of Health to support the National Men’s Health Action Plan, recognising the construction sector as a key focus area.

CLEAN AIR SITE CAMPAIGN

The CWHT also launched the Clean Air Site Campaign in partnership with the Irish Congress of Trade Unions and the Construction Industry Federation. This campaign aims to raise awareness of invisible health hazards present in air, such as silica dust, that can lead to severe lung diseases. Sites that implement clean air practices can apply for a Clean Air Site flag, a visible reminder of their commitment to good lung health (See panel for more details).

NEXT STEPS

Looking ahead, the CWHT plans to continue its expansion, aiming to provide 15,000 screenings per year by further growing its nurse team. It will also be promoting the Clean Air Campaign, exploring how CWHT can better support health issues pertinent to the sector, such as heart health and sun exposure, and getting involved in more sector-relevant health research. The shift to a digitally-enabled, inhouse service has not only modernised the CWHT’s operations but has also positioned the organisation as a leader in proactive, preventative healthcare for Ireland’s construction workers.

To learn more about the work of the CWHT, visit www.cwht.ie or email info@cwht.ie

CLEAN AIR ON SITES CAMPAIGN

The Construction Workers’ Health Trust’s (CWHT’s) Clean Air on Sites Campaign is tackling a serious health risk on construction sites: silica dust. The campaign, backed by the Irish Congress of Trade Unions and the Construction Industry Federation, promotes a set of safety measures to create a cleaner, safer environment for workers. By adopting safe work practices, such as using tools with on-tool extraction or water suppression and placing physical barriers in work areas, sites can significantly reduce airborne dust. Proper dampening down before cleaning and using HEPAfilter vacuums, along with providing appropriate respirable protective equipment and worker training, is also key.

Sites that meet these standards can apply for a Clean Air Campaign Flag from the CWHT, demonstrating their commitment to a healthier workplace.

TAKE ACTION FOR CLEANER AIR

Ready to make a difference? If you’re a Project Supervisor Construction Stage (PSCS) company, you can apply for a Clean Air Campaign Flag to showcase your site’s commitment to worker health. This isn’t just about a flag—it’s about creating a healthier and safer workplace for everyone.

Visit www.cwht. ie/clean-aircampaign or scan the QR code to start the process

Future supply of key materials for housing and infrastructure delivery must be safeguarded

A new report from the Irish Concrete Federation and RPS Consulting warns that Ireland’s future housing and infrastructure plans are at risk due to critical challenges in the supply of essential aggregates like sand and gravel.

The Irish Concrete Federation (ICF) has published a new report which highlights critical challenges facing Ireland’s future supply of essential aggregates – crushed stone, sand and gravel – upon which the delivery of ambitious national programmes, including Housing for All, the National Development Plan, and Project Ireland 2040, are highly dependent.

Titled ‘ESSENTIAL AGGREGATES – An Evidence-Based Assessment to Inform Ireland’s Planning Policy’, the report provides the most comprehensive analysis to date of Ireland’s aggregate supply pipeline and was commissioned by ICF and undertaken by RPS Consulting.

Aggregates such as sand, gravel and crushed rock, are vital raw materials for the construction of essential development of homes, schools, hospitals and energy, water and transport infrastructure.

ONE BILLION TONNES OF AGGREGATES ARE NEEDED

By 2040, Ireland will need an estimated one billion tonnes of aggregates. However, new planning authorisations for the continued extraction of aggregates are not keeping up with demand, and decisions are taking more than four times the statutory requirement.

Warning about the key findings of the report, Gerry Farrell, CEO, ICF, commented: “Ireland has natural reserves of high-quality aggregates, which are essential raw materials for Ireland’s future infrastructure requirements. Yet current planning decision timelines and a lack of a coordinated policy on the long-term sustainable supply of aggregates will threaten Ireland’s ability to meet future demand for housing and infrastructure projects.

“On average, only 61% of annual consumption of aggregates is currently being replenished by means of new planning authorisations. At current levels of authorisation, that will fall to 52% over the 2025 – 2040 period as demand for aggregates increases due to Ireland’s growing population.”

QUARRY PLANNING DECISIONS TOO SLOW

The report has found that quarry planning decisions in 2024 took over four times longer than the statutory timeframe for such decisions. There is a statutory objective for planning applications to local authorities that are appealed to An Coimisiún Pleanála to be decided on within 30 weeks.

Gerry Farrell explained: “This report found that quarry development applications from 2017 up to 2024 are delayed in the planning system for 91 weeks on average. In 2024 alone, decisionmaking timeframes had increased to 129 weeks. Add in a year for the detailed pre-planning work required and the considerable expense involved, and this unacceptable and costly delay can cause great uncertainty throughout the aggregate materials supply chain.

“We are calling very clearly for the government to act and make a National Policy Statement, which recognises the national strategic importance of Ireland’s reserves of aggregates for the country’s future development. This will ensure that these raw materials, which are

finite resource and whose geographical location is fixed, are extracted in a sustainable and regulated manner compatible with the protection of the environment, heritage and quality of life of residents”.

OTHER REPORT RECOMMENDATIONS

The report also recommends:

• Enhanced resources for local planning authorities and the newly established An Coimisiún Pleanála for training and education on aggregate extraction

• Greater alignment between national policy objectives and regional and local planning strategies for the supply of aggregates.

The report also warns that national strategic plans, such as ‘Project Ireland 2040’ and ‘Housing for All’, will be highly dependent on a reliable supply of high-quality aggregates and the government’s anticipated delivery of new infrastructure including its commitment to double the current annual delivery of new homes to 60,000 in the coming years, underlining the need for secure supplies of aggregates into the medium and longer term.

Allowing for population growth and increased demand, the pressure to supply authorised aggregates can only be expected to increase. The Office of the Planning Regulator has recently noted that: “Quarries and the extractive industry provide valuable sources of raw materials which are critical to the construction industry, infrastructure development and maintenance in particular.”

The report concludes that a more strategic approach to the extractive industry is needed. The government must take steps to safeguard this finite resource and ensure a sustainable supply of aggregates for the future.

The full report is available to download at www.irishconcrete.ie or scan the QR code

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Derry McKeown, Kilsaran Concrete; Gerry Farrell, CEO, Irish Concrete Federation; and David McKeown, Kilsaran Concrete, at the launch of “Essential Aggregates – An Evidence-Based Assessment To Inform Ireland’s Planning Policy”

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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 highquality 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.

EDITORS NOTES

comprehensive product range covers bricks, cladding, roof tiles, solar systems, ventilation solutions, membranes, rainwater systems, plastic piping, plumbing, and underfloor heating. This offering is further enriched by expert technical services and unwavering customer support.

WIENERBERGER UK & IRELAND

wienerberger UK & Ireland is dedicated to empowering the construction industry to create a sustainable future for generations to come. Through an extensive range of high-quality building products, systems, and solutions, we foster long-term partnerships, support exceptional careers, and place sustainability at the heart of everything we do.

We deliver innovative solutions for the entire building envelope including walls, roofs, heating, and water management. Our

We are committed to understanding our customers’ challenges and delivering products and solutions that meet the highest standards. By addressing their needs, we aim to build a safer and more sustainable future for the built environment.

As part of wienerberger - an international, leading provider of innovative, ecological solutions for the entire building envelope, in the fields of new build and renovation, as well as infrastructure in water and energy management - , wienerberger UK & Ireland unites FloPlast, Pipelife, Maincor, Building Product Design, and Wienerberger Ltd under one banner.

How Irish contractors can use AI to get ahead

AI is no longer a future concept for Ireland’s construction sector — it’s here, shaping how projects are designed, delivered, and managed. PAUL LYNCH of 8020 Consulting cuts through the hype to show where the technology is already adding value, how regulation is reshaping the landscape, and the practical steps companies can take today to stay competitive.

If you work in Irish construction, you don’t need another thought-piece telling you the industry is ‘ripe for disruption’. But, there is a need to have a clear view of what’s actually happening on the ground with AI, what’s coming down the line (regulations included), and, crucially, where to focus to unlock value without getting lost in shiny demos.

In this article, I aim to give you a pragmatic view of the current state of play around AI adoption and lay out a roadmap you could use to prioritise pilots and investment over the next 12–24 months.

WHERE WE ARE TODAY

Ireland’s construction sector has been laying the right digital foundations. That matters because AI only pays off when you have usable, structured data and consistent processes.

Three big shifts are happening right now in Ireland’s construction landscape, and they’re setting the stage for AI to actually work in practice.

First, BIM is no longer a “nice to have” tool; it’s becoming part of the day job. Under the Capital Works Management Framework (CWMF), the Office of Government Procurement is rolling out BIM requirements for public works, built on the ISO 19650 series, Uniclass, and other standards. It’s starting with higher-value projects and will filter down over the next few years. The message is clear: If you want to win public contracts, you can’t treat information management as an optional extra; it is a baseline expectation.

Second, Build Digital is making it easier to get there. This government-funded programme is all about giving the industry, especially SMEs, practical tools and guidance to work in a consistent, standards-based way. It is publishing ready-to-use templates, such as ISO 19650 client templates, and pushing for consistent data practices so companies are not reinventing the wheel every time.

And third, Construct Innovate is bringing

serious R&D firepower to the table. Based at University of Galway and backed by Enterprise Ireland, it’s a network of more than 20 research groups that is focused on sustainability, modern methods of construction, and digital adoption. If you are hunting for credible partners or a place to pilot something new, this is where you start looking.

The key point here is that Ireland has been quietly laying the foundations for AI in construction with standards, tools, and support systems already in place. It’s less about hype and more about groundwork, which is exactly what you want before you start automating decisions or generating predictions.

WHY AI AND WHY NOW?

For Ireland’s construction sector, the case for AI adoption is no longer about chasing the latest technology trend. It’s about meeting real, measurable pressures headon and doing so in a way that boosts both productivity and compliance.

DELIVERY PRESSURE IS INCREASING

The Housing for All strategy originally called for an average of 33,000 new homes per year through 2030. In 2024, the government raised the bar significantly. The revised plan now targets 303,000 new homes between 2025 and 2030, averaging 50,500 homes annually with a ramp-up to 60,000 per year by 2030. This comes on top of the demands for infrastructure upgrades and large-scale retrofit programmes.

In short, throughput expectations are rising fast, and AI is one of the few levers that can improve both speed and quality at the same time.

PRODUCTIVITY REMAINS THE BIG PRIZE

The Department of Public Expenditure’s Building Innovation report identified deep-rooted productivity challenges in Irish

construction, from fragmented processes to low digital maturity. AI can address these gaps, but only if it’s built on the foundation of structured, standardised data flows. That’s exactly what BIM adoption under the ISO 19650 framework is driving across public works.

REGULATION IS COMING FOR AI

The EU AI Act came into force in 2024, with initial obligations starting in 2025 and wider application by 2026. Even if you don’t consider yourself a ‘tech firm’, the legislation could apply to AI-enabled procurement tools, safety systems, HR screening software, and quality control processes. It’s far easier to implement AI with compliance in mind from day one than to retrofit governance later.

AI IN CONSTRUCTION: TRANSFORMING THE PROJECT LIFECYCLE

The construction industry is entering a new era where artificial intelligence (AI) is no longer a future possibility but a practical tool for winning work, controlling costs, delivering projects efficiently and extending the life and value of assets. Across every stage of a project, AI technologies are unlocking new capabilities, from predictive analytics in bid preparation to computer vision on site and digital twins in operations.

FROM WORK WINNING TO EARLY DESIGN

In the competitive world of tendering, AI is reshaping the bid/no-bid decision process. By drawing on historical bid data, client preferences, competitor patterns, and wider

Paul Lynch, 8020 Consulting.

market intelligence, machine learning models can assess the likelihood of success before resources are committed.

Natural language processing (NLP) tools go a step further, scanning bid documents and public client statements to generate tailored ‘win themes’, persuasive messages that align closely with a client’s priorities. This combination not only helps contractors focus on high-probability opportunities but also strengthens the impact of their proposals.

Once a project is in early design, parametric optioneering tools, powered by AI optimisation algorithms, enable rapid exploration of multiple design configurations. By adjusting parameters such as floor area ratios, materials, or system types, these tools produce design options that balance cost, timeline, carbon performance, and other key constraints. Decision-makers can compare quantified trade-offs early, avoiding costly redesigns later in the project.

ESTIMATING AND COST CONTROL

AI is also streamlining the estimating process. Computer vision and NLP can work together to extract quantities from drawings and specifications, automatically mapping them to cost codes or work breakdown structures. This approach significantly reduces manual measurement time and improves accuracy.

On the cost management side, probabilistic forecasting techniques such as Bayesian regression or Monte Carlo simulation are replacing single-point estimates with realistic cost ranges. These forecasts account for uncertainty by integrating commodity prices, market trends, and scope changes, offering confidence intervals that help stakeholders make risk-informed decisions.

SMARTER PLANNING AND SCHEDULING

Schedule creation is another area where AI can remove bottlenecks. Method statements, often written in narrative form, can be analysed by NLP models, which identify tasks, durations, resources, and dependencies. The output is a logically linked programme, ready for integration into scheduling software or 4D BIM models.

Once construction begins, AI-driven early warning systems can predict delays before they happen. By monitoring data from site diaries, ERP systems, weather feeds, and supply chain updates, predictive models identify high-risk activities, giving project teams a chance to act before issues escalate.

AI ON SITE: QUALITY AND SAFETY

On-site execution is being transformed by

Cameras, drones, and wearables can detect deviations from design, identify missing personal protective equipment (PPE), or flag unsafe interactions between workers and equipment. These systems provide nearreal-time alerts, helping supervisors address issues quickly.

Reality capture technologies, including laser scanning and photogrammetry, are also becoming more powerful when paired with AI. As-built data can be automatically aligned with BIM models, revealing discrepancies and enabling accurate progress tracking. This not only supports quality assurance but also helps reduce disputes over project deliverables.

OPERATIONS, MAINTENANCE, AND RETROFIT

Once the building is complete, AI continues to deliver value. Digital twins, dynamic, data-driven replicas of physical assets, can simulate energy flows, model system performance, and monitor asset health. By integrating sensor data, they support predictive maintenance, energy optimisation, and better occupant comfort.

For organisations managing large portfolios, AI can also target retrofit investments. By combining utility consumption data, asset condition reports, and incentive programmes, models can prioritise projects with the best return on investment or greatest carbon reduction impact.

SUPPLY CHAIN AND PROCUREMENT INTELLIGENCE

Finally, AI is enhancing procurement strategies. Predictive models can forecast supplier lead times and material price fluctuations by analysing historical

performance, commodity market feeds, and global risk indicators. This foresight allows teams to adjust procurement schedules and negotiate more effectively.

At the same time, NLP-powered compliance tools can scan supplier submittals and product data sheets to ensure they meet specification requirements, flagging any deviations before materials reach site. This not only speeds up approvals but also reduces the risk of costly noncompliance issues.

By embedding these AI capabilities throughout the project lifecycle, construction companies can move from reactive to predictive and, in many cases, prescriptive decision-making. The result is not simply greater efficiency, but a shift in how projects are won, delivered, and sustained, positioning forward-thinking firms to lead in a rapidly evolving market.

ABOUT THE AUTHOR

Paul Lynch is the CEO at 8020 Consulting, where he advises business leaders on digital transformation and the strategic adoption of artificial intelligence. With a background in offsite construction, Paul brings a practical, data-driven approach to helping organisations navigate disruption, comply with evolving regulations, and capture measurable value from emerging technologies. He has a particular focus on AI in highly regulated sectors, including construction, where he works with clients to build sustainable capability and competitive advantage.

To learn more, visit www.8020consulting.ie or email Paul at Paul@8020consulting.ie

computer vision applications.

An AI roadmap for Irish contractors to navigate the way forward over the next year

PAUL LYNCH, 8020 Consulting, sets out a practical 12-month AI roadmap for construction firms to introduce AI into their operations and gradually scale up their capabilities.

Introducing AI into a construction business doesn’t have to mean a complete overhaul from day one.

The most successful adopters take a measured, staged approach, starting with solid data foundations, testing focused use cases, and building internal capability before scaling. The following 12-month plan offers a practical path forward, balancing quick wins with the groundwork needed for long-term transformation.

MONTHS 0–3: NAIL THE DATA BASICS

Before AI can deliver value, the organisation needs consistent, reliable data. In the first quarter, the priority is to adopt CWMF BIM core standards, ensuring design and project data are structured and interoperable. Alongside this, the business should establish a minimum viable governance framework for its common data environment (CDE). This doesn’t need to be overly complex; the goal is to set clear rules for how data is stored, named, shared, and maintained, creating a foundation that future AI tools can trust.

MONTHS 2–6: RUN TWO TIGHTLY-SCOPED PILOTS

Once the basic data hygiene is in place, the focus should shift to small, high-impact pilot projects that can deliver measurable results in a short timeframe. Running these in parallel helps generate both office-based and site-based insights:

• In the office, pilot an AI-assisted estimating solution, leveraging machine learning to automate quantity extraction and improve cost prediction accuracy.

• On the site, trial computer vision for progress tracking, using cameras or drones to capture real-time build status and compare it with the project schedule.

These pilots should be deliberately narrow in scope, allowing the team to test feasibility, measure outcomes, and build internal confidence without creating operational risk.

MONTHS 3–9: BUILD TEAM CAPABILITY AND GUARDRAILS

Technology adoption is only as strong as the people using it. From month three onwards, investment should be made in upskilling information management (IM/BIM) and project management (PM) teams. Training should be practical, focusing on integrating AI outputs into daily decision-making.

At the same time, it’s important to set lightweight AI policies - guardrails that outline acceptable use, data privacy considerations, and quality assurance checks. These guidelines protect the business from missteps and ensure AI is used responsibly and consistently.

MONTHS 6–12: SCALE WHAT WORKS AND INTEGRATE

By the midpoint of the year, results from the pilots should clearly indicate which tools and workflows are delivering value. The final stage is to scale up the winning pilots, rolling them out across more projects or departments.

This is also the moment to connect the tech stack, integrating AI tools with core systems like BIM platforms, project management software, and the common data environment. Doing so reduces manual data handling, enables cross-functional insights, and ensures AI-enhanced workflows become part of business as usual.

IRELAND’S AI-INCONSTRUCTION PRIORITIES FOR THE NEXT 18–24 MONTHS

The conversation around AI in construction is shifting from speculative hype to practical implementation. In Ireland, regulatory changes, rising cost pressures, and a drive for sustainability mean that companies have a narrow but valuable window to position themselves ahead of the curve. Over the next 18 - 24 months, clear priorities can deliver tangible value while building readiness for the EU AI Act and other compliance demands.

PITFALLS TO AVOID

Experience shows there are three common missteps. The first is jumping to advanced AI models without clean data, leading to costly and unreliable results. The second is falling into ‘innovation theatre’ pilots - one-off demonstrations that look good on a slide deck but never scale. The third is ignoring the AI Act until it becomes a problem, by which time compliance costs and operational disruption can spike sharply.

A SIMPLE OPERATING MODEL

To make AI adoption sustainable, companies should establish a lean but effective operating model. At its core are four roles: a Product Owner to ensure solutions meet business needs; an Information Manager to maintain data quality; a Data/Tech Partner to provide the necessary technical depth; and a Compliance Lead to oversee regulatory alignment and risk management.

WHAT GOOD LOOKS LIKE IN 12 MONTHS

If implemented well, this approach can deliver measurable results within a year. Bid throughput could rise by 20–30%, with schedule variance reduced by 10–15%. On-site, safety and quality indicators should show clear improvement, while project handovers become cleaner and more consistent. Most importantly, the business would have a functioning AI policy and a vendor checklist that’s aligned with both BIM processes and the evolving EU AI Act — providing a competitive edge in an increasingly regulated environment.

IN CONCLUSION

The best AI programmes in construction are rigorous, picky about integration, and focused on removing drudge work. Ireland’s sector has spent the last few years building the foundations—now it’s time to convert that groundwork into outcomes.

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Speakers at the Build Digital ICMS Event (l to r): Mary Flynn (European Council of Construction Economists), Charles Mitchell (Infrastructure Division, DPENDR), Dr Clare Eriksson (Director of Build Digital), Kevin Meaney (National Investment Office), and Gerry O’Sullivan (Mulcahy McDonagh and Partners).

Embracing International Cost Management Standards (ICMS):

The Key to Efficient Infrastructure Delivery

Build Digital and the Society of Chartered Surveyors Ireland (SCSI) recently joined forces to host an event to highlight the importance of embracing ICMS in driving the sustainable delivery of infrastructure in Ireland.

Over 140 professionals from the Irish construction and built environment industries gathered to hear key policymakers and thought leaders from government, industry, and academia share their insights on the impact of International Cost Management Standards (ICMS) on built environment project delivery and the development of ICMS principles within the Building Information Modelling (BIM) mandate. The event, which took place on Wednesday, 21 May, on TU Dublin’s Grangegorman campus, highlighted the role of ICMS in cost and carbon reporting, enabling the sustainable and efficient delivery of Ireland’s built environment infrastructure across the asset lifecycle.

IRISH BIM MANDATE

ICMS is one of the four core elements of the Capital Works Management Framework (CWMF) BIM requirements (Irish BIM mandate). The phased rollout of the Irish BIM mandate is ongoing, and its application to public projects is increasing annually. 2025 marked the inclusion of the Contractor and Supply Chain for projects over €100m, and a decrease in the threshold for the Design Team to include projects over €20m.

By January 2028, every public sector construction project shall comply with the CWMF BIM requirements. Understanding and embracing ICMS enables organisations

Patrick King (Director of Membership & Public Affairs at Society of Chartered Surveyors Ireland) hosts a panel discussion at the Build Digital ICMS Event.

to deliver to the Irish BIM mandate effectively.

Build Digital announced the publication of two supports to assist organisations in adopting ICMS and adhering to the BIM mandate. The ICMS User Guide and the Sustainability Policy Inventory are both available on the Build Digital Exchange.

ICMS INSIGHTS

TU Dublin President Dr Deirdre Lillis opened the event by welcoming attendees and encouraging everyone to consider the sustainability, competitiveness, and societal

benefits of embracing cost management standards like ICMS. Dr Clare Eriksson, Build Digital Director, and Tomás Kelly, Vice President, SCSI, spoke about the context from which ICMS was developed and the challenges that ICMS solves.

The focus of the event was centred around three core questions:

• Why and how was ICMS developed?

• What impact will ICMS adoption have on my work?

• How do I successfully implement ICMS on a project?

Each question was addressed by expert speakers, panel discussions, and included audience interaction.

WHY AND HOW WAS ICMS DEVELOPED?

Kevin Meaney, National Investment Office, Department of Public Expenditure, NDP Delivery & Reform (DPENDR), led a session on the origins of ICMS and the reasons for its development. The line-up of speakers included representatives from the European Council of Construction Economists, the Infrastructure Division of DPENDR, and Mulcahy McDonagh and Partners. Attendants enjoyed hearing from speakers who could account for the development of ICMS from inception to application in policy by the Irish government.

Panel discussion at the Build Digital ICMS Event (l to r): Kevin Meaney (National Investment Office), Mary Flynn (European Council of Construction Economists), Charles Mitchell (Infrastructure Division, DPENDR), Gerry O’Sullivan (Mulcahy McDonagh and Partners), and Dr Clare Eriksson (Director of Build Digital).

Speakers at the Build Digital ICMS Event (l to r): Archie O’Donnell (KOSMOS), Damien Owens (Engineers Ireland), Catherine Opdebeeck (Grangegorman Development Agency) and Michael McCarthy (MMC Quantity Surveyors).

The Build Digital team with TU Dublin President (l to r): Katie Markham (Build Digital Communications Manager), Robert Moore (Build Digital Project Lead), Dr Deirdre Lillis (TU Dublin President), Dr Clare Eriksson (Director of Build Digital), Mary Ryan (Build Digital Operations Lead) and Mairead Slater (Build Digital Administration Manager).

WHAT

IMPACT WILL ICMS ADOPTION HAVE ON MY WORK?

Patrick King, Director of Membership and Public Affairs, SCSI, hosted a session with representatives from the Department of Agriculture, Food and the Marine, Turner & Townsend, and Andrew P Nugent & Associates. Panellists discussed the impact that ICMS has on projects, including the use of a unified approach for cost reporting and standardised, transparent carbon emission tracking.

Speakers highlighted the importance of taking advantage of guidance documents

and support materials such as those issued by Build Digital, SCSI, and the Office of Government Procurement.

HOW DO I SUCCESSFULLY IMPLEMENT ICMS ON A PROJECT?

This session was chaired by Damien Owens, Director General, Engineers Ireland, and included representatives from Grangegorman Development Agency, MMC Quantity Surveyors, and Kosmos. Panellists discussed various aspects of successfully implementing ICMS on projects, including

TU Dublin President Dr Deirdre Lillis delivers the opening address at the Build Digital ICMS Event.

learning from thought leaders in this area and combating roadblocks.

A key takeaway from this discussion was the importance of developing a deep knowledge base in ICMS, BIM, Life Cycle Assessment (LCA), and Life Cycle Costing (LCC). Practical tools such as One Click LCA, Carbon Designer, BCIM, and RICS WLCA 2nd Edition were highlighted by speakers.

Conor Shaw, UCD Postdoctoral Researcher and Build Digital Innovator, presented the ICMS supports and tools available on the Build Digital Exchange, and discussed the value that these supports bring to projects.

Final remarks by PJ Rudden, Chair, CSG Construction Innovation and Digital Adoption Subgroup, highlighted the importance of efficient cost and carbon reporting in delivering Ireland’s built environment infrastructure effectively.

BUILD DIGITAL ANNUAL CONFERENCE 2025

Build Digital has recently announced that the Annual Build Digital Conference 2025, in partnership with Construction Cluster Ireland, will be held on Thursday, 09 October in the Clayton Hotel, Ballybrit, Galway.

Build Digital’s mission is to unite all construction and built environment stakeholders to drive integrated, interoperable digital data adoption across the industry to innovatively improve efficiency, productivity, and international competitiveness on a sustainable basis in Ireland.

To learn more, visit the Build Digital website, www.builddigitalproject.ie. Scan the QR code to register your place at the Build Digital Annual Conference 2025

EFCA calls for an ambitious overhaul of EU public procurement rules

European engineers are pushing back against the EU’s current public procurement rules, arguing that an over-reliance on the “lowest-price” model is undermining quality, sustainability, and innovation. The European Federation of Engineering Consultancy Associations (EFCA) has released a new position paper urging the EU to reform its Public Procurement Directive. These proposed changes would shift the focus from the cheapest bid to the most economically advantageous tender, ensuring public projects deliver long-term value.

The European Union (EU) is currently undertaking a significant overhaul of its public procurement rules, aiming to modernise and simplify the legislation, promote sustainability, and enhance the competitiveness of European businesses. This revision is driven by the need to address contemporary challenges and ensure the EU’s public procurement framework remains effective and relevant.

European Federation of Engineering Consultancy Associations (EFCA) president, Inés Ferguson, says, “Europe faces unprecedented challenges that require high-quality engineering solutions, not the cheapest, but the best suited for long-term societal benefit. The current overreliance on lowest-price awards undermines innovation and sustainability. The upcoming revision of the directive is a unique opportunity to put quality, value, and resilience at the heart of public procurement.”

These comments come as EFCA publishes a position paper urging the EU to introduce decisive reforms in the upcoming revision of the Public Procurement Directive.

CURTAIL THE USE OF LOWESTPRICE TENDER CRITERIA

EFCA’s position paper underscores the urgent need to move away from procurement practices overly focused on the lowest price and instead adopt approaches that prioritise long-term value creation, quality, and sustainability, especially for intellectual services such as engineering and design.

For the upcoming revision of the Public Procurement Directive, EFCA recommends:

• Curtailing the use of lowest-price criteria in the procurement of intellectual services;

• Mandating the use of the Most Economically Advantageous Tender (MEAT), with safeguards to prevent de facto lowest-price awards;

• Introducing price thresholds and

mechanisms to eliminate abnormally low tenders;

• Sound public procurement practices that can promote sustainable and durable solutions;

• Promoting the ‘two-envelope system’ – a procurement process where bidders submit two separate sealed envelopes, one containing their technical proposal and the other containing their financial (price) proposal – to ensure quality is assessed independently from cost;

• Cutting red tape and removing barriers for SMEs;

• Enhancing digitalisation;

• Simplifying procedures, improving SME access and ensuring that intellectual property rights (IPR) generated in public projects are not unduly restricted.

REMOVE BARRIERS TO INNOVATION

Carl Fläring, Chair of EFCA’s Working Group on Public Procurement, adds: “EFCA believes that the upcoming revision of the Public Procurement Directive is a key opportunity to remove barriers to innovation and professional quality. Our recommendations aim to support a shift towards more strategic, flexible, and innovation-friendly procurement practices that strengthen Europe’s competitiveness while delivering better value for society.” With consulting engineers playing a vital role in the delivery of resilient, innovative, and high-quality infrastructure and built environments, EFCA also stresses the role of sound procurement practices in supporting

Inés Ferguson, President, EFCA.

sustainable investment. Well-designed infrastructure and buildings require upfront costs but generate long-term returns for society, in line with European Green Deal and resilience objectives.

As the European institutions move forward with the directive’s revision, EFCA urges policymakers to seize this opportunity to reframe public procurement as a strategic tool for delivering quality, sustainability, and innovation in Europe’s built environment.

Auben EC Retrofit Fan wins overall SEAI Energy Show Product of the Show award

Since 1995, the Sustainable Energy Authority of Ireland (SEAI) has proudly celebrated the best of Irish energy innovation at the annual SEAI Energy Show. This flagship event showcases cutting-edge solutions that are driving Ireland’s transition to a cleaner, more secure energy future.

A highlight of the SEAI Energy Show is the prestigious ‘Product of the Show’ Awards, which recognise outstanding achievements in energy efficiency, renewable energy and smart energy solutions. These awards are highly coveted within the industry.

This year’s winners were announced recently at a special awards ceremony held at SEAI’s head office in Dublin. The competition attracted a diverse range

of entries, each demonstrating a strong commitment to innovation, climate action, and technical excellence.

Opening the ceremony, Margie McCarthy, Director of Research and Policy Insights at SEAI, said: “Innovation, new product development and cutting-edge technology are the lifeblood of any industry, particularly so in the energy sector. We need people and organisations to continue to lead the charge. A decarbonised Ireland will mean warmer homes, cleaner air, cheaper and more secure energy, in a prosperous and resilient economy.”

There were five categories in this year’s awards, with Aubren Ltd. winning the SEAI Energy Show ‘Product of the Show’ award for their EC Retrofit Fan.

Congratulating the winners, Margie

McCarthy acknowledged their role in accelerating Ireland’s energy transition, stating, “This year’s finalists and winners have set new benchmarks in sustainable energy. Their work is a testament to the power of innovation and the importance of continued investment in research and development. The ‘Product of the Show’ awards recognise not only technical excellence but also the broader impact of sustainable energy solutions on communities, businesses, and the environment.”

SEAI extends its congratulations to all this year’s participants and thanks them for their continued leadership and commitment to exceptional innovation, performance, and contribution to sustainability, setting new benchmarks in sustainable energy products or services.

CATEGORY WINNERS – SEAI ENERGY SHOW ‘PRODUCT OF THE SHOW’ AWARDS 2025

• Product of the Show: Aubren Ltd: EC Retrofit Fan

• Best Innovation: Panasonic Heating and Cooling: RAC Solo Room Air Conditioner

• Best Energy Efficiency Product: Aubren Ltd: EC Retrofit Fan

• Best Services Provider: RetrokitEnergy Retrofit Planning Software

• Best Sustainable Product/Project: Mastertherm Heat Pumps LtdParknasilla Resort Leisure Centre Plant Retrofit

• Best Renewable Product: Senergy Innovations Ltd - Senergy Integrated Panel.

SEAI Energy Show Product of the Show winners Aubren Ltd (L to r): Michelle McEvoy, Aubren Ltd; Margie McCarthy, Director of Research and Policy Insights, SEAI; Thomas Grattan, Aubren Ltd; Aubrey Nuzum, Aubren Ltd; and Martin Green, Aubren Ltd.

SEAI Energy Product of the Show category winner representatives pictured with Margie McCarthy, Director of Research and Policy Insights at SEAI

Sisk headquarters achieves Zero Plastic to Landfill certification

Sisk’s head office at Citywest has been awarded the Zero Plastic to Landfill certification. This makes it the second Sisk-built workplace to achieve this accolade, following the success of the Vantage data centre project last year.

The Zero Plastic to Landfill Challenge is an initiative by the Responsible Plastic Management Program CIC. It was created to help engaged organisations demonstrate their commitment to proper plastic management by ensuring that none of their plastic waste ends up in landfills or pollutes the environment.

The challenge offers a clear pathway for companies to responsibly manage their plastic waste and showcase their dedication to environmental protection. For Sisk’s Dublin office, evidence was gathered over several months to demonstrate its effective plastic waste management and to highlight innovative ways the company is reducing its reliance on plastic.

Keith O’Flynn, Group Supply Chain Sustainability Manager, Sisk, commented: “Achieving our second Zero Plastic to

Landfill certification so soon after our success at Vantage in 2024 is a testament to Sisk’s whole-hearted commitment to reducing our impacts on the environment. I would like to thank all those who helped with this achievement, and I hope that this will inspire others to set a goal of achieving similar success.

Aaron Marshall of Responsible Plastic Management said: “It is wonderful to see

Sisk demonstrating leadership in circularity of plastics at all levels of the business on project construction sites and now at their headquarters and administration offices. Achievement of Zero Plastic to Landfill certification means reduced plastic, improved segregation and increased recycling, demonstrating true commitment to circularity in practice.”

New report highlights research needs for timber in Irish construction

Minister of State with responsibility for Forestry, Farm Safety, and Horticulture Michael HealyRae, has launched a new report, ‘Research and Development Needs for Timber in Construction in Ireland’, during a visit to the University of Galway.

The report, part of an initiative by the Interdepartmental & Industry Working Group on Timber in Construction, aims to boost the use of Irish timber in building. Minister Healy-Rae emphasised the importance of research in low-carbon construction, stating, “With the construction sector seeking more sustainable alternatives, it is vital we recognise the role our forests can play in shaping the future of our built environment. This government is committed to supporting timber use in building projects, and I welcome the dedication of stakeholders in Ireland, researchers in particular, in identifying how innovation can help advance the use of timber in construction in Ireland.”

The report presents the results of a survey conducted among members of the Research and Development group within the Timber in Construction Steering Group. It sets

Minister Michael Healy-Rae and Dr Patrick McGetrick launching the ‘Research and Development Needs for Timber in Construction in Ireland’ report at University of Galway.

out priority research and development actions to support greater use of timber in construction, sustainable building and carbon reduction.

Dr Patrick McGetrick, University of Galway and Chair of the Research and Development Group, stated: “The publication of this report is very important for the advancement of timber construction in Ireland. Research plays a critical role in ensuring the safe and effective use of timber as a structural material. It provides scientific evidence that enhances confidence among engineers, architects, builders and the general public as end-users. There are still many questions to be answered in relation to the use of wood in construction, not only from a structural design point of view, but also to maximise its performance, and to better understand the environmental benefits of its use as a source of carbon storage.

Scan the QR code to download a copy of the report

Keith O’Flynn, Group Supply Chain Sustainability Manager, Sisk; Aaron Marshall, Responsible Plastic Management; and Alan Cawley, Senior Sustainability Manager, Sisk.

Built in Ireland, Powered by Purpose: Connecting Construction, Facility and Energy

The Guaranteed Irish Construction Forum 2025 is set to be an unmissable event, taking place on Wednesday, 24 September at Platform X, KPMG’s cutting-edge innovation hub in the Irish Financial Services Centre in Dublin.

The forum is designed to be a dynamic and interactive experience, bringing together Ireland’s construction elite to listen to and engage with a distinguished industry panel.

The forum will delve into the most critical issues facing the sector today, with particular emphasis on Ireland’s current and future energy needs and the impact of this on sustainable building, facilities management, innovation, and future economic growth.”

The Guaranteed Irish Construction Forum serves as a vital platform for idea exchanges, networking and forging partnerships that will drive progress for years to come.

Guaranteed Irish Construction Forums have a strong track record of attracting leading voices and delivering impactful content. Past events have featured an impressive lineup of thought leaders and industry pioneers, including Patrick Phelan, Managing Director, Ballymore Ireland;

Speakers from the Guaranteed Irish Construction Forum 2024 (L to r): Nicholas Taaffe, Senior Development Manager, Respond; Joanne Geary, Managing Director, MyHome.ie; Brid O’Connell, CEO, Guaranteed Irish; Sarah Carey, Journalist and MC; Niall O’Connor, managing Director, Kingspan Insulation; and Stephen Purcell, Director & Co-Head, KPMG Future Analytics.

Joanne Geary, Managing Director, MyHome. ie; Niall O’Connor, Managing Director, Kingspan Insulation; and architect and presenter Hugh Wallace.

This year’s panel includes MC Sarah Carey, Columnist, Irish Independent; Michael Hynes, CEO, Evara; Orlaith Blaney, Executive Director, Uisce Éireann; and Dan Twomey, MD, Cork Builders Providers.

You can expect nothing less than equally impactful discussions and a stellar roster

of speakers this year, ensuring you leave with actionable insights and a broadened perspective.

Get involved

Mark your calendars now! Visit www. guaranteedirish.ie/ upcoming-events or scan the QR code to book your place.

Applications open for BnM Accelerate Green Grow 2026 Programme

BnM has opened applications for its Accelerate Green Grow 2026 Programme, Ireland’s leading accelerator for climate-focused businesses. Kicking off in January 2026, the programme offers scaling sustainability innovators a chance to amplify their climate impact.

Now in its fourth year, Accelerate Green has supported 60 Irish companies since 2022, helping them expand, secure investment, and collectively create over 700 jobs.

The programme targets established SMEs and STEM entrepreneurs focused on the

climate change economy, including areas such as renewable energy, the circular economy, sustainable software, and food technology.

Delivered in partnership with Resolve Partners, the programme features eight intensive modules that include business strategy and scale-up mentorship; investor readiness and climate impact articulation; connections with policymakers, funders, and enterprise agencies; opportunities to pilot solutions within BnM; and a platform to present innovations at a conference attended

by over 300 stakeholders.

BnM provides extensive support, including access to senior leadership, facilities, and direct collaboration opportunities. Participants also connect with industry experts, research networks, and potential investors.

PREVIOUS PARTICIPANTS

Acel Energy and Conneely Builders (2024 cohort) secured a contract to build a 1.2MW solar farm at Shannon Airport, supplying up to 20% of its electricity.

Hibra Design (2023 alumni) is collaborating with BnM to electrify their tractor fleet through the “Boglands Electric Tractor Re-engineering (BETR)” pilot.

Tom Donnellan, Chief Executive, BnM, commented, “Digitalisation and AI are no longer optional efficiency tools — they are essential levers for delivering on national ambitions.”

To learn more, visit www.accelerategreen. ie or scan the QR code

Mairead McGuiness, former MEP and European Commissioner pictured with Tom Donnellan, CEO, Bord na Móna; Sharon Doyle, Bord na Móna; and the Accelerate Green Grow 2025 cohort at the launch of Bord na Móna’s 2025 Accelerate Green Programme.

From compliance to competitive edge: Construction’s CSRD challenge

ALAN DEANE, Head of Quality, BC(A)R & Sustainability, Vision Contracting Limited, writes that the CSRD isn’t just a regulatory hurdle—it’s a strategic opportunity for early adopter contractors to gain a competitive edge, secure key projects, and futureproof their businesses in an increasingly ESG-focused market.

The Corporate Sustainability

Reporting Directive (CSRD) is a European Union (EU) legislative framework that mandates certain companies to report on their environmental, social, and governance (ESG) impacts and risks. It is a key part of the EU’s “Green Deal” and aims to standardise and improve the quality, transparency, and comparability of sustainability information.

It replaces the previous Non-Financial Reporting Directive (NFRD) and significantly expands the number of companies required to report, as well as the scope and detail of the information they must disclose.

A core concept of the CSRD is “double materiality,” which requires companies to report on both how sustainability issues affect their business (financial materiality) and how their business activities affect people and the environment (impact materiality).

The European Sustainability Reporting Standards (ESRS) are the detailed, technical standards that companies must use to fulfil their reporting obligations under the CSRD. Developed by the European Financial Reporting Advisory Group (EFRAG), the ESRS provide a comprehensive framework for disclosing specific information on a wide range of sustainability topics, including climate change, pollution, biodiversity, labour rights and business conduct.

In essence, the CSRD is the legal directive that sets the reporting requirements. The ESRS provide the specific “how-to” guide, ensuring that companies report consistently and comparably across the EU.

TIMELINE FOR CSRD COMPLIANCE

The timeline for CSRD compliance has been subject to proposed amendments and “stop the clock” directives. It’s important to note that the timetable has been in flux. The current understanding is that companies that are not currently subject to the NFRD but are classified as “large undertakings” will likely be required to begin reporting on their sustainability data for the financial year starting on or after 01 January, 2026.

This means they will be publishing their first CSRD-compliant reports in 2027. Large undertakings are generally defined as companies that meet at least two of the following three criteria:

• More than 250 employees

• A net turnover exceeding €50m

• A balance sheet total exceeding €25m However, there have been recent proposals and amendments to simplify and postpone some of the reporting requirements. The stop-the-clock directive effectively delays the reporting deadlines for the second and third waves of companies. While the initial schedule would have had listed SMEs reporting in 2027, this has been pushed back. Therefore, the group primarily affected by the 2027 reporting deadline are the large companies (not previously under the NFRD) that will be reporting on their 2026 financial year.

CSRD REQUIREMENTS

The CSRD requires main contractors such as Vision Contracting Ltd (Vision Contracting) to be more transparent and report publicly on how their business and industry impact people and the environment. It also highlights how current and future sustainability issues, such as climate change, human rights and governance, will impact their businesses. This is where the ‘double materiality

assessments’ come into play. As already stated, a double materiality assessment is a process companies use to identify and evaluate the significance of both the impact of sustainability issues on the company’s financial performance and the company’s impact on the environment and society. It’s a dual-lens approach required by the CSRD for comprehensive sustainability reporting.

UNDERSTANDING THE CONTEXT

The CSRD requires large companies to report on ESG impacts in a consistent and transparent way. For Vision Contracting, this means enhancing our ability to track emissions, resource use, social practices, and governance systems across diverse project sites. Even if we’re not the reporting entity, our data will likely feed into a client’s disclosures.

CLIENT-DRIVEN REPORTING REQUIREMENTS

The CSRD is transforming the construction industry as a whole, as well as the mindset of companies that fall under its scope or not.

Large clients, such as life sciences, pharma and public works frameworks, which form a substantial proportion of Vision Contracting’s customer base, must now report their ESG data and comply with the CSRD. This requires us to supply accurate data as part of the value chain, which we now provide, giving transparency and proof of sustainability performance to our clients.

STANDARDISED ESG EXPECTATIONS

As explained at the beginning of this piece, the CSRD is formed by the ESRS, which facilitates the construction industry in having consistent tracking of carbon emissions, waste, labour practices, and governance — areas where construction has historically been fragmented.

GREATER PRESSURE ON ENVIRONMENTAL AND SOCIAL PERFORMANCE

Qualifying companies must demonstrate their roadmaps, targets and KPIs to reduce the carbon footprint of their business

Alan Deane, Head of Quality, BC(A)R & Sustainability, Vision Contracting Limited.

operations, minimise waste and improve the welfare of employees and their supply chains.

IMPACT ON TENDERING

In tendering processes, particularly public frameworks, potential clients are now looking to see how contractors manage their ESG metrics and green procurement within their supply chain. Failure to show this clearly could result in contractors losing out on bids or frameworks because they lack strong sustainability credentials.

NEED FOR BETTER SYSTEMS AND TRAINING

The CSRD and ESRS have placed greater demands on contractors to engage with digital platforms or consultants to implement systems that enhance their sustainability reporting processes. This has also brought an additional requirement for training or educating employees.

OPPORTUNITY FOR COMPETITIVE ADVANTAGE

Contractors who are early adopters of the CSRD have a clear opportunity to gain a competitive edge in a rapidly evolving market. By proactively aligning their operations with CSRD principles, contractors can build greater transparency, win the trust of environmentally conscious clients, and position themselves as leaders in sustainable construction.

Clients are increasingly prioritising sustainable design and aiming to achieve third-party green certifications such as BREEAM and LEED. These frameworks assess not only environmental impact but also health, wellbeing, energy efficiency, and materials usage across a building’s lifecycle. Achieving such certifications typically requires engaging a qualified BREEAM/LEED consultant to manage the process from early design through to postconstruction performance validation.

To meet these expectations, contractors like Vision Contracting must work collaboratively with clients, design teams, and consultants from the earliest project stages. These collaborations include working together to select low-embodied carbon materials, incorporate passive and energy-efficient design strategies, minimise waste, and embed responsible (Green) procurement practices across the whole project supply chain.

Furthermore, demonstrating a robust understanding of sustainability metrics - such as lifecycle carbon, water use, and circularity - can differentiate contractors during tendering. Early CSRD adoption not only ensures compliance with future regulatory requirements but also enables contractors to integrate sustainability into their core value proposition, making

Vision Contracting has been a consistent winner at the annual NISO Awards. The company’s Health & Safety, HR, Sustainability and ESG Champions are key drivers in making Vision Contracting a truly ‘Sustainable Contractor’.

them more attractive partners for forwardthinking developers and public sector clients alike.

CARBON TRACKING FOR SPECIFIC PROJECTS

For Irish construction contractors navigating diverse client requirements for carbon tracking, early engagement is paramount. By initiating discussions with clients at the project’s inception, contractors can align on specific carbon accounting methodologies, data collection protocols, and reporting formats. This proactive approach enables the integration of established frameworks, such as BREEAM or LEED, or the development of a bespoke system that meets both the client’s sustainability goals and the contractor’s operational capabilities. Crucially, this early dialogue should extend to the entire supply chain, including key suppliers and subcontractors, to ensure they understand their role in providing data and adhering to carbon reduction targets. Internal training programmes are essential to equip project teams with the knowledge and tools required for effective carbon data capture and management throughout the project lifecycle.

Implementing a robust carbon tracking framework also necessitates a strategic approach to value engineering, identifying opportunities to reduce embodied and operational carbon without compromising project quality or cost. This involves setting clear, measurable carbon reduction targets for each project, which should be regularly monitored and reported against. Furthermore, contractors should integrate carbon tracking into their overarching ESG policy and procedures, ensuring it’s not an isolated task but a fundamental aspect of their business operations. This

holistic integration fosters a culture of sustainability, enabling contractors to demonstrate tangible progress in carbon reduction, meet regulatory obligations, and enhance their reputation as environmentally responsible partners in the Irish construction sector

INTERNAL READINESS AND STRATEGY

Vision Contracting has proactively initiated internal preparations to ensure we are well-positioned ahead of the regulatory deadlines. Our current programme will see us produce our first CSRD Report in 2026.

Recognising the strategic importance of sustainability, we are laying the groundwork for robust internal reporting systems and recently completed a detailed engagement with both internal and external stakeholders to arrive at a double materiality assessment—an essential step in aligning with CSRD requirements.

Our roadmap and strategy development are already underway, focusing on building the necessary capabilities and systems to collect reliable, project-level sustainability data. This includes improving site-level data capture related to waste generation, fuel consumption, and materials usagecritical metrics for both compliance and performance improvement.

ESG SYSTEMS AND PROCESSES

At present. Vision Contracting prepares a monthly carbon report using Excel. At the same time, we are exploring the available platforms and their services to determine which ones are financially beneficial for the business and facilitate ease of data processing.

Vision Contracting also currently gathers data monthly from our vendors and suppliers for the key criteria that fall under

SUSTAINABILITY

Scope 1, 2, and 3 emissions.

We utilise Bamboo HR for any social data requirements and Hammertech for Safety Performance and KPI’s

COLLABORATION AND SUPPLY CHAIN MANAGEMENT

Collaboration with subcontractors and suppliers is key to achieving CSRD compliance.

Our subcontractors and suppliers must provide accurate data to enable Vision Contracting to produce accurate ESG reporting.

Vision Contracting is ISO 14001:2015 certified, and we implement this standard on all of our projects, where our subcontractors must also comply with the standards. We engage suppliers and vendors that can provide the necessary level of certification and data reports to enable us to comply with the CSRD.

Vision Contracting’s site teams engage subcontractors through Toolbox Talks and project kick-offs to reinforce expectations on waste segregation, responsible sourcing and emissions tracking.

We are also developing a new ESG questionnaire for our clients, suppliers, and subcontractors. This questionnaire is part of our strategy to assess double materiality

continuously. The questionnaire will focus on key areas such as the use of materials (like plastics) and transportation to help us better understand our environmental and social impact

SUPPLIER DATA CONSISTENCY AND ACCURACY

Early engagement with suppliers at the procurement stage of a project enables us to apply our green procurement policy, ensuring that data is readily available for the selected materials and capturing the embodied carbon content within materials such as steel or concrete. This helps ensure alignment with client and regulatory expectations.

PRACTICAL IMPLEMENTATION

Depending on the type of project and site location, to encourage sustainable practices and circular economy, the following examples can and have been implemented by Vision Contracting.

• Focus on reuse: Excavated material on site should be reused or transported to a facility that can process it for reuse.

• Focus on recycling: On-site waste segregation is essential to enable waste vendors to process it effectively. This allows for maximum recycling and

reduces the volume of waste sent to landfill, with the aim of achieving zero waste to landfill.

• Renewable energy: At present, our offices in Cork and Dublin are using 38% renewable energy through Bord Gáis, and our Kerry and Limerick offices are using 58% renewable energy through Electric Ireland.

• Focus on carbon footprint: Looking at the overall carbon footprint of site operations, efforts are being made to reduce reliance on diesel generators by connecting to the local electricity grid or using hybrid generators. We are also looking at moving to HVO fuel where practical.

– Solar welfare units are also an option being investigated, along with solar lighting towers.

– It is possible to use sustainably-charged small electrical plant as long as an appropriate charging station system is implemented on-site. We are currently exploring options for this, as well as adding electric vehicles (EVs) to our fleet.

• Sourcing materials from local suppliers helps minimise transport distances, and if they have EV transport, then we should request this as part of carbon reduction plans.

EMBEDDING SUSTAINABILITY INTO PROJECT DELIVERY

Since beginning our CSRD compliance journey, Vision Contracting has started mapping out a carbon reduction plan and setting KPIs and targets to hit over the coming years. These sustainability objectives are being integrated into our prestart meetings, design coordination, and weekly reviews.

Key indicators, such as fuel usage, waste diversion rates, and environmental incidents, are now tracked as part of our carbon footprint reporting and Quality,

Aldi’s new Waterford City Square store has strong sustainability credentials. One of a growing number of sustainable commercial projects Vision Contracting is completing.

Data from the recently completed Meakstown Community Centre for Fingal County Council will feed into Vision Contracting’s next CSRD report. Sustainability in this A1 BER building focused on making the building sustainable in use, such as its glazing, heating and cooling planned around how people use its spaces.

The multi-award winning Lark Theatre, Balbriggan, built by Vision Contracting incorporated sustainable technologies, minimised environmental impact, and prioritised the use of existing structures. Features include an integrated ventilation system with heat recovery, air source heat pumps to underfloor heating and rainwater harvesting.

Environmental, Health & Safety (QEHS) audits.

OPPORTUNITIES FOR VALUE CREATION

Aligning with CSRD gives Vision Contracting a distinct competitive edge when tendering for work with multinational clients and public frameworks that require reporting on our supply chain’s ESG impacts. It also supports stronger relationships with suppliers and opens doors to innovation grants or sustainable construction pilot programmes.

Clients are increasingly shortlisting contractors with strong ESG credentials. Vision Contracting can now clearly demonstrate our ability to deliver green procurement and carbon footprint tracking.

NEXT STEPS

At Vision Contracting, we no longer just focus on delivering high-quality, innovative, and cost-effective construction solutions. We now provide data, transparency, and proof of sustainability performance. This has required a cultural shift internally and closer collaboration externally.

Vision Contracting is investing in sustainability training, digital tools and supply chain partnerships to futureproof our operations. The ultimate goal is to integrate sustainability into every level of operations - from bid stage to site handover.

BEYOND CSRD

Vision Contracting recognises that navigating CSRD challenges is both a compliance necessity and a strategic opportunity. As client expectations rise, we aim to lead with transparency, collaboration and take a practical approach to sustainability in construction.

The CSRD and ESRS are transforming the construction industry. Contractors like Vision Contracting will need to fully integrate ESG practices into their daily operations in offices and on sites to remain competitive and compliant in a client-led, sustainability-focused market.

Non-compliance risks contractors being left off client-approved supplier lists, as well as the loss of opportunities to futureproof against tightening regulations and investor expectations.

A growing number of ESG platforms are now available for contractors. These can help businesses accurately track and report their carbon emissions and overall sustainability efforts. By using these platforms, contractors can more effectively work towards becoming net-zero companies.

Beyond simply aligning with the CSRD, many Irish building contractors are embracing a new wave of technological innovation to meet evolving sustainability demands. The integration of AI in carbon modelling and lifecycle assessments (LCA) will enable more accurate and efficient measurement of projects’ environmental impacts from inception to completion.

Furthermore, these advanced tools will be crucial for the effective implementation of circular economy practices, allowing companies to optimise resource use, reduce waste, and identify new opportunities for material reuse and recycling.

IN CONCLUSION

While the CSRD presents a clear regulatory challenge for the Irish construction sector, it also serves as a powerful catalyst for positive change. Companies like Vision Contracting are demonstrating that a proactive approach to compliance is not merely about ticking boxes, but about

creating a more resilient, efficient, and competitive business. By embracing the principles of double materiality, investing in advanced ESG systems, and fostering a culture of transparency and collaboration throughout the supply chain, contractors can futureproof their operations. This shift from a traditional, compliance-focused mindset to a strategic, sustainability-led one will ultimately define success in a market where clients and investors increasingly demand verifiable proof of environmental and social responsibility.

ABOUT THE AUTHOR

Alan Deane joined Vision Contracting in 2014 and became Head of Sustainability (ESG Lead) in 2024. He spearheads CSRD compliance, collaborating with leadership, teams, clients, and stakeholders. Alan also drives the development and implementation of the company’s ESG goals.

The company’s Health & Safety, HR, and Sustainability & ESG Champions are also key drivers in making Vision a truly ‘Sustainable Contractor’.

ABOUT VISION CONTRACTING LIMITED

Vision Contracting Limited’s ESG plans are fully integrated with its core company objectives. Built on established environmental management practices, planning, and compliance standards, such as ISO 14001, its sustainability policies and procedures are robust. Recognising its broader societal responsibility, Vision Contracting ensures its entire team shares the commitment to compliance.

Room for nature: Ireland’s chance to get housing right

Facing the challenge of building 50,000 new homes annually, Ireland’s current development approach could cause significant biodiversity loss. Biodiversity specialist and IGBC Marketing and Communications Manager IRENE RONDINI writes about a new IGBC/TCD research project that explores how Ireland can adopt “nature-led” development.

Faced with the challenge of building 50,000 new homes annually by 2040, Ireland’s residential development is at a crossroads. As a leading cause of habitat and biodiversity loss, a “business-as-usual” approach threatens the country’s natural heritage. Biodiversity specialist and IGBC Communications & Marketing Manager Irene Rondini writes about a in research project that is exploring how Ireland can shift to “nature-led” development, where new housing restores and enhances nature, rather than eroding it.

By 2040, Ireland’s population is expected to grow by 20%. That means some 50,000 homes must be built each year to keep up with demand. But at what cost to Nature?

Residential development is a leading cause of habitat and biodiversity loss, and with increased demand for housing coming down the track, a business-as-usual approach will only deepen the damage.

Yet, within this urgency lies a unique opportunity: to build in a way that restores, rather than erodes, nature. A growing body of research shows that the construction industry has the potential to be part of the solution.

The Irish Green Building Council (IGBC), in collaboration with Trinity College Dublin (TCD) and supported by the Housing

Agency, is leading efforts to understand how that shift can happen. Through the BIO-NEIGHBOUR research, we are investigating how Ireland can make “nature-led” residential development the new normal in Ireland.

TOWARDS A CLEARER DEFINITION

But what does nature-led mean?

Over the past six months, the IGBC and TCD have developed a working definition of this concept.

“Nature-led residential developments mean the overall ecological impact of a project, including land use, construction, supply chains, and occupation, results in a demonstrable enhancement of biodiversity and supports long-term ecological resilience, accounting for both direct site-level impacts and indirect embodied ecological impacts.”

Figure 1: Biodiversity Gain Hierarchy (IGBC, 2025)

BIODIVERSITY GAIN HIERARCHY

Development that leads to a measurable net gain in biodiversity. This includes not only protecting and restoring local ecosystems on-site but also considering the wider ecological footprint, such as the impacts of material extraction, supply chains and construction practices.

It starts with recognising existing site conditions. The project should follow the Biodiversity Gain Hierarchy (Figure 1):

• Avoid damaging nature where possible; Irene Rondini, Marketing and Communications Manager, IGBC.

• Minimise harm where it can’t be avoided;

• Restore what has been degraded; and,

• Compensate for what is lost.

It should also seek to reconnect fragmented habitats and include long-term plans for stewardship and monitoring.

Because of limited data on nature-led housing in Ireland, the study uses nature-based solutions (NbS) and green infrastructure (GI) as proxies.

SIGNS OF PROGRESS - AND PERSISTENT BARRIERS

The research so far shows that there are encouraging signs with general awareness in the industry having increased in the past decade.

Some residential schemes now include swales, pollinator-friendly planting and rainwater gardens. But these are typically one-off features, not part of a wider ecological strategy.

More fundamentally, the research points to barriers that remain deeply rooted. There is no legal requirement for developers to achieve biodiversity net gain. Strategies at the national and local levels are often misaligned. Enforcement is weak, and political will is limited.

There is also a significant knowledge gap. Developers, planners and builders often lack the tools or understanding needed to assess biodiversity impacts.

One other area of concern is the lack of awareness around embodied ecological impacts - the hidden effects of materials and supply chains.

The sector also struggles with a shortage of ecological expertise, and ecologists are often brought in too late to meaningfully influence design.

Maintenance is another blind spot: there are few legal safeguards to ensure nature-based features are cared for long after construction ends.

And, then there’s money. A lack of financial incentives, questions

about return on investment, and limited public funding all stand in the way.

WHAT NEEDS TO CHANGE

Our research’s preliminary findings suggest a number of interventions which will be further investigated by TCD in the next few months.

Binding national regulations, such as those requiring biodiversity net gain, would send a clear signal, but they must be simple to ensure wide implementation.

Ecologists should be involved from the outset.

Training and upskilling across the construction and planning sectors are urgently needed. A national biodiversity knowledge hub could serve as a central resource.

Financially, targeted tax relief or new models such as ecological bonds could help close the funding gap.

Critically, responsibilities around maintenance and long-term management must be clarified, whether with developers, local authorities, or communities themselves.

Above all, the industry needs better collaboration. The silos between planners, ecologists, architects and developers must be broken down if nature is to be properly integrated from the very beginning of each project.

This is only the first phase of the BIO-NEIGHBOUR initiative, capturing insights from IGBC members and construction professionals through in-depth interviews. You can explore the findings in the interim report at www.igbc.ie, with full recommendations to support government efforts in scaling up nature-led housing, coming later this year. With the stakes rising, the time to act is now.

To learn more visit www.igbc.ie/resources/ bio-neighbour-report-1 or scan the QR code

Native Irish Wildflower planting in a SUDS swale at Parkleigh, Seven Mills - a new development by Cairn Homes. The seeds were harvested on-site.

Native Hawthorn Hedgerow Planting at Parkleigh, Seven Mills - aAnew development by Cairn Homes. The plants were propagated from those originally found on site.

Planting the future: Shareridge volunteers help transform a Mayo field into a future thriving forest ecosystem

What if the 200th anniversary of the Great Famine were marked not by a plaque, but by a living, growing forest?

Earlier this summer, Irish Construction News visited a field in Mayo where volunteers from Shareidge are helping the Gaelic Woodland Project to plant a new native forest.

On a bright spring morning in Cloonlavis, near Knock, Co Mayo, volunteers from the Gaelic Woodland Project and Shareridge planted native oaks, alders, willows, birches, spindles and hawthorns around areas of reclaimed land bordering peatland.

The Gaelic Woodland Project began in 2019, fuelled by grassroots fundraising and a nationwide network of volunteers. Six years on, the charity purchased 12 acres of land that includes mineral soils, alluvial ground and areas of peat. Now, a 20-year restoration plan is underway,

comprising wet alluvial woodland in the lower ground, old-oak woodland on the rise, and a protective belt of mixed natives around the edges. Critically, the bog itself will be restored, not planted – drains will be blocked to allow the wetland to recover naturally alongside the woodland habitat.

GAELIC WOODLAND PROJECT

Eoghan Connaughton, founder of the Gaelic Woodland Project, explains the background to the Great Famine Project: “Our aim is to create a functional forest ecosystem, not just rows of trees,” he explains. “Different habitats mean higher biodiversity.

“The Great Famine was a time of unimaginable hardship. By 2045—two centuries later—we want this field to be a thriving woodland.”

A good habitat starts with the right genetics. Oisín O’Neill, a project director, gestures toward sacks of waiting saplings. “Every one of these trees was grown from seed collected in Ireland’s last fragments of ancient woodland,” he says. “Using true native stock protects future forests from imported diseases like ash die-back and fire blight.”

Turning those seeds into healthy trees takes nursery space and precise matching of species to soil. That’s where Rossana Bacchetta of the Western Forestry Co-op comes in.

“In wetter pockets, we’ve gone for willow, alder and birch—species happy with winter water-logging,” Bacchetta explains. “Higher up, on drier ground, we’re planting oak

under-storied with hawthorn and spindle. If you get the pairing right, restoration lasts.”

SHARERIDGE

Enter Shareridge, the civil-engineering firm whose infrastructure portfolio runs from water networks all the way to publicrealm spaces. An energy review showed its Castlebar, Limerick and Annacotty offices emit about 20 tonnes of CO₂ each year. Offsetting locally felt more meaningful than buying distant credits.

Nikita Coulter, Environmental & Sustainability Manager, Shareridge, explains why the company got involved.

“Each mature native tree can absorb around 20 kilos of CO₂ annually. Plant a thousand and, over time, you balance our annual office emissions.”

But Shareridge didn’t just sign a cheque for the work when approached; they enthusiastically embraced the Gaelic Woodland Project’s vision and got involved.

VOLUNTEER DAY

Nikita Coulter arranged a volunteer day that saw 15 staff swap keyboards for spades. “We wanted people to feel the soil, see the site and understand how biodiversity net gain works,” she says.

That hands-on approach changed perspectives across the team.

“I’m going home with a whole new appreciation for what rewilding means,” admits John Maughan, better known for guiding Mayo to two All-Ireland finals than for planting trees, as he wipes mud from his boots and a few beads of sweat from

Shareridge Gaelic Woodland Project team.

his brow after setting what he reckons was tree number 1,000. “Eoghan and his crew brought serious energy to the day, and the craic wasn’t bad either!”

John Maughan’s colleague and Shareridge’s HR Director, Alicia McNamara, laughs from a nearby row, where she and another volunteer compare who planted faster.

“John might claim he set the last tree, but the women outplanted him,” she says. “Seriously though, getting out of the office, feeling the sun and seeing immediate progress - there’s nothing like it for team spirit.”

THE IMPORTANCE OF REWILDING

Rewilding, insists Aaron Hegarty, another director of the Gaelic Woodland Project, must rise from the ground up. “It takes a national community effort—clubs, schools, companies—tackling invasive species, raising funds, planting trees,” he says. “Change won’t trickle down from above; it starts with people who believe they can make a difference together.”

That philosophy guides every step. Drains that once dried the bog will be blocked, so the land can slowly re-wet. Volunteers will return to install deer guards, clear competing rushes and monitor survival rates. Carbon-sequestration data will be shared publicly, and local schools will be invited to use the woodland as an outdoor classroom.

In about 15 years, anyone leaving the county road will walk straight into a line of young trees. Birch trunks, soft with moss, will stand beside small pools ringed by alder, and big oaks will cover hazel bushes where wrens flit about. Somewhere in that quiet green space, a small sign may note the 200-year mark since the Great Famine.

But the real monument won’t be the

plaque; it will be the hum of life above and below the soil.

LEGACY AND LANDSCAPE

Eoghan Connaughton says, “Forest speaks the language of renewal.” In a land where memories of famine still echo, putting fresh growth in the ground tells a hopeful, alternative story.

For Connaughton, it’s about legacy as much as landscape: “We can honour the journey of our ancestors by restoring

and gifting posterity their ecological inheritance.”

For Shareridge, the project is also a blueprint. “We build infrastructure,” Nikita Coulter reflects. “But we can also help rebuild ecosystems. Linking carbon strategies to local, provenance-based restoration is something every company can do.”

The Gaelic Woodland Project will host more planting days over the next two years. Corporate groups, community clubs and curious individuals are welcome.

As Aaron Hegarty puts it, “Planting hope in the ground is everyone’s job.”

When 2045 arrives and Ireland pauses to remember the Famine, there will be something else to see at Cloonlavis, near Knock, Co Mayo: A young forest, rooted in memory, thriving on collective action, proving that today’s choices can shape tomorrow’s landscape.

To learn more or get involved with the Gaelic Woodland Project, visit www. gaelicwoodlandproject.com

Scan the QR code to watch a short feature on the project

Alicia McNamara, HR Director; Sarah Gallagher, HSQE Associate Director; and Norah McNamara, Head of Marketing, Shareridge.

Former Mayo Senior Football Manager John Maughan.

ICF publishes ready-mixed concrete Environmental Product Declarations

The Irish Concrete Federation (ICF) has published Environmental Product Declarations (EPDs) for readymix concrete mixes representative of those produced by its members, which can be found on the EPD Ireland website www.igbc. ie/epd

EPDs are independently verified declarations of environmental performance of specific products and result in a standardised format which allows construction industry professionals and policymakers to compare the impacts of different materials. This includes carbon (Global Warming Potential) but also measures related to ozone depletion, acidification, nutrient richness in bodies of water and use of non-renewable resources.

The EPDs produced cover the following mixes:

• C16/20 blinding mix

• C16/20 blinding mix with 30% cement replacement

• C28/35 internal structural mix

• C28/35 internal structural mix with 30% cement replacement

• C32/40 foundation mix

• C32/40 foundation mix with 30% cement replacement ICF’s Head of Sustainability Conor Hayes said, “Like all materials, there are environmental benefits and impacts associated with concrete. It is often not understood that concrete is not particularly carbon-intensive when compared to other construction materials. Society uses so much concrete because it is durable and locally

available. The publication of these EPDs shows the determination of the industry to progressively reduce its impact whilst still producing a quality, durable product.”

D/RES announces Ireland’s first public buildings built to net zero carbon

Developer D/RES has started work on a new €3.2m landmark project at its Altidore Gardens development in Newtownmountkennedy, Co Wicklow.

The innovative development will feature Ireland’s first net-zero carbon public buildings: a creche and a community centre. These facilities, primarily constructed from responsibly sourced, mass-engineered timber (MET), mark a significant step forward for sustainable construction in Ireland. As a result, they will be Ireland’s first privately developed MET public buildings.

Commenting on the announcement, D/RES CEO, Patrick Durkan, said: “I am delighted to announce the commencement of construction on these groundbreaking public buildings in Newtownmountkennedy, Wicklow. This project is about delivering sustainable, environmentally-friendly, and future-proofed infrastructure for Ireland. This milestone isn’t just a first for D/RES; it’s a national first for privately developed public buildings, setting a new benchmark for lowcarbon, high-performance construction. It demonstrates that net-zero carbon principles are achievable and should be the standard for Ireland’s future.”

The project targets a reduction in carbon emissions, aiming for under 10kgCO₂e/m²/ year for both operational and embodied

carbon.

Features include:

• Efficient heating & cooling: Buildings will use high-efficiency heat pumps for heating. Natural ventilation is prioritised, with automated systems in the creche and manual windows in the community centre. Only the creche’s sleeping room will have an A/C unit, maintaining temperatures between 18°C-20°C.

• Renewable energy: Solar PV will supply 20% of each building’s operational energy.

• Mass timber construction: While the substructure uses concrete, all superstructure above ground will be constructed from mass engineered timber (MET).

• Fire safety: The MET superstructure with fire-rated wood fibre insulation has a 60-minute fire rating and has received a comprehensive Fire Safety Certificate and Commencement Notice from Wicklow County Council. This project is supported by Construct Innovate, the Irish Green Building Council, University of Galway, and the Timber in Construction Steering Group, highlighting a commitment to a sustainable built environment.

Pat Barry, CEO, IGBC; Conor Hayes, Head of Sustainability, ICF; and Fernanda Rocha, Programme Administrator, EPD Ireland, launching the ICF representative readymix EPDs.

Pictured at the commencement of works in Newtownmountkennedy for Ireland’s first public buildings built to Net Zero Carbon, (l to r): Kevin Durkan, COO, D/RES; Patrick Durkan, CEO, D/RES; and Brett Chrystal, Head of Sustainable Design, D/RES.

Daikin Ireland bolsters Munster presence with opening of new Cork office

Daikin Ireland has continued its expansion in the country with the opening of the new office in Cork. Munster now accounts for around 40% of Daikin’s growth in Ireland, with the new Cork office catering for commercial, industrial and residential clients across the region.

Located in Eastgate Business Park, Little Island, Daikin’s new Cork office will provide a full suite of design, sales and after-sales services to clients in the residential heating, commercial air conditioning and industrial process sectors. The new office will enhance Daikin’s support to Munster-based clients, including commercial offices, hotels and hospitality businesses, and especially pharmaceutical firms.

The Cork office will accommodate 12 people initially, although the company’s expansion is expected to create up to 10 new jobs in the next 24 months. In addition to design, sales and after-sales, the new facility has a training centre where heating and plumbing engineers will train and learn about the company’s latest products and technology.

Renowned for its energy-efficient and environmentally friendly HVAC solutions, Daikin is at the forefront of Ireland’s transition to renewable energy across residential, commercial and industrial sectors. In the past eight years alone, Daikin Ireland has experienced growth in all market sectors, including residential, commercial, pharma and data centres.

Speaking about the new Cork office, Michael Sheehan, General Manager, Daikin Ireland, commented, “We are in a period of strong,

rapid growth in Ireland and around 40% of that growth is being driven by clients here in the Munster region.”

Sheehan, a Cork city native and graduate of MTU, added: “Our new facility here in Little Island will allow us to better support our Munster client base with a full range of services, including technical expertise, cooling and heating solutions and energy-efficient airconditioning products across all of the sectors we serve. Having a dedicated presence here in Munster will also enable us to develop new business across key sectors.”

He concluded, “Daikin technology can help clients to achieve their carbon emission objectives, which is essential if we are to get closer to our national climate targets.”

Mitsubishi Electric and EVHACS launch world’s first integrated heat pump and EV charger

Mitsubishi Electric has teamed up with Irish tech firm EVHACS to introduce a groundbreaking product for residential and commercial use: the world’s first integrated heat pump and electric vehicle (EV) charger.

This innovative collaboration combines Mitsubishi Electric’s advanced heat pump and air conditioning systems with EVHACS’ patented EV charging technology into a single, compact unit. This dual-function system efficiently heats and cools spaces while simultaneously charging electric vehicles.

The integrated unit simplifies infrastructure for homeowners, property developers, and commercial operators by merging two essential energy technologies. This leads to easier and faster installation, lower overall costs, and a minimal aesthetic impact on buildings.

Ciaran Moody, President, Mitsubishi Electric Ireland, commented: “This partnership marks a major leap forward in sustainable building

technology. We are proud that our Irish team is at the forefront of this innovation— pioneering the future of smart, connected homes and businesses by combining two critical technologies into one intelligent system.”

By combining renewable heating, cooling and smart EV charging in a single unit, only one electrical connection is required - saving time, space, and materials. And, by eliminating the need for separate EV chargers and additional cabling or civil works, the combined solution reduces both upfront installation and long-term maintenance costs. End users benefit from a lower total system cost while also gaining two essential energy systems in one.

Jeff Aherne, CEO, EVHACS, commented: “This is about convergence. Our mission has always been to make clean energy technologies more accessible and practical. With Mitsubishi Electric, we’re making it easier than ever for people to decarbonise their homes, retail or commercial buildings, and vehicles - all in one step.

“Our partnership with Mitsubishi Electric proves that bold, collaborative innovation can deliver smarter, greener solutions that genuinely move the needle on climate action. The integration of the Mitsubishi Electric heat pump unit with the EVHACS EV charger results in an EVHACS-branded unit, which comes with a full EVHACS warranty and support.”

Michael Sheehan, General Manager, Daikin Ireland (centre), with the Daikin team.

Pictured (l to r): Jeff Aherne, CEO, EVHACS; Ciaran Moody, President, Mitsubishi Electric Ireland; and Darran Faherty, CPO, EVHACS.

HPC Group announces CEO transition: Sean Moran to Chair, Seán McNamara appointed CEO

Irish builders’ provider and home improvement retailer HPC Group, which trades as TJ O’Mahony, has announced that Sean Moran, CEO since the company’s formation in 2012, is moving to the role of Chair of the Board. He will be succeeded by Seán McNamara, currently the group’s finance director, as the new CEO.

Under Sean Moran’s leadership, HPC Group experienced significant growth, expanding sixfold, increasing its branch network to 19, and launching a successful e-commerce platform. He expressed pride in the team’s achievements and looks forward to supporting the business strategically as chairperson. “It has been an incredible journey since I acquired and restructured the business in 2012. I am incredibly proud of what we’ve achieved as a team.”

Seán McNamara commented: “I am delighted to take on the role of CEO and to lead such a talented team. Sean Moran has set a strong foundation, and I look forward to building on that momentum as we continue to grow and deliver real value to our customers.”

Panasonic Heating and Cooling Solutions appoints Laurence Cox as national sales manager

Panasonic Heating and Cooling Solutions Ireland has announced Laurence Cox as its new National Sales Manager, succeeding Vincent Mahony, who will retire at the end of October, having served in this role for the past 14 years, and previously having worked in the HVAC sector for many years.

Cox brings over 30 years of experience in the Irish building services sector, having worked with some of the industry’s top companies.

“I am delighted to join Panasonic and am confident that we can build on Vincent’s legacy and build on our strong market position,” said Laurence Cox.

Jose Manuel Alves, Regional Director, DACH, UK and RoI Panasonic Heating & Cooling Solutions Europe, who was in Dublin for the announcement, shared his best wishes for both men.

“I look forward to working with Laurence to continue providing a full professional service to all of our clients across the 32 counties of Ireland and Northern Ireland. But I would also like to take this opportunity to wish Vincent well in his retirement and thank him for his dedication and leadership with Panasonic Heating and Cooling Solutions in Ireland over the past 14 years.”

Jose Manuel Alves, Laurence Cox and Vincent Mahony, Panasonic Heating and Cooling Solutions.

Seán McNamara, CEO, HPC Group; and Sean Moran, Chair, HPC Group.