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50 the official magazine of the construction industry federation Top 50 2019


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Paschal Donohoe TD, Minister for Finance and Public Expenditure and Reform.

A Message from Paschal Donohoe TD, Minister for Finance and Public Expenditure and Reform

A chara, Last year in Sligo, my colleagues and I unveiled Project Ireland 2040 and in doing so set out this Government’s priorities for future growth and development, ensuring our built and natural environments, as well as our social and economic fabric, are primed to support a population which is set to grow by roughly 1 million people by 2040. Focusing not just on bricks and mortar, but on social, economic and cultural development, Project Ireland 2040 reforms how public investment is planned and delivered. It represents a decisive shift to integrated regional investment plans supporting sustainable development across every county, stronger coordination of sectoral strategies and more rigorous selection and appraisal of projects. The Annual Report for Project Ireland 2040, published on 2 May 2019, highlights the strong nationwide progress achieved to date in areas such as transport, education, health, and housing. The Gorey to Enniscorthy Motorway in Wexford is close to completion, the new runway at Dublin Airport has been commenced, and the Dunkettle Interchange in Cork will begin construction this year, subject to business case approval and Government sanction. In 2018, 18 primary care centres were completed, with a further 11 set to open in 2019. There are also 90 school building projects under construction countrywide in 2019. Of course, none of this is possible without a vibrant and effective construction sector, something Government is cognisant of and working with industry to achieve.

Construction Sector Group

Continuous, collaborative engagement is required between Government and the construction industry. The Construction Sector Group, which includes the Construction Industry Federation, was established in 2018. The Group tackles issues and risks that threaten the viability of Project Ireland 2040 and the wider health of the industry. The work of the Group will help to secure the sustainability and vitality of the construction industry in Ireland, now and into the future. A core output of the CSG in its first year was the publication of the BUILD: Construction Sector Performance and Prospects 2019 report. While investment in the sector is increasing substantially, the report highlighted a number of issues facing the sector in the coming years and helped shape the Group’s programme of work for 2019.

How Issues Are Being Addressed

Technological adoption and advancement in the industry are absolutely essential. This will include the enhanced use of Building Information Modelling (BIM). Replacing paper plans with 3D digital models allows for far greater detail on planned construction, reducing the risk of unexpected issues arising. BIM also facilitates greater collaboration in delivery, reduces waste and will improve ongoing maintenance of projects once completed. We must also promote alternative and non-traditional methods of construction. In line with developments worldwide, prefabrication and offsite construction will become more prominent in Ireland and help to alleviate some of the problems faced by traditional construction. We are now in a situation where unemployment is at such a low level that people who had previously worked in the construction sector have largely returned to the workforce and this domestic source of labour has been exhausted. However, there is still a clear capacity gap, and specific skills are required in order for us to meet our objectives. A multi-pronged approach will be taken to address this issue. Construction must be made more attractive as a career choice. The apprenticeships system is being expanded, offering an entry for young people into the industry. Registrations have doubled in the last four years (albeit from too low a base), funded from the National Training Fund, and an additional €20m in apprenticeship investment was provided for in Budget 2019. Construction subjects are also being offered in further and higher education, providing a greater mix of skills and knowledge to the workforce. Further labour requirements will be identified by the Expert Group on Future Skills Needs, which is undertaking a study in this regard. The Investment Projects and Programmes Office in my Department is also examining how innovation can be increased in the construction sector, based on lessons learned from best international practice.


Much progress has been made over the last year and half on construction projects nationwide, as well as improvements in the construction sector. There is much more to do to ensure that Ireland has all of the infrastructure it requires as we develop further as a country. Central to this will be to ensure that the construction sector continues to advance its capabilities and capacity with the support of Government.


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A message from CIF Director General Tom Parlon.

ongratulations to Construction’s Top 50 CIF Contractors. These companies are the elite in Ireland’s most important domestic industry. This year’s growth in total exports shows that these companies are increasingly carving out niches in the global construction economy. Overall, the construction industry continues to grow, increase employment, and innovate. This augurs well for the Irish economy and further afield. This dynamic industry now offers skilled professionals and tradespeople rewarding, sustainable and global careers. Irish contractors employed an additional 10,600 people in the past year. This cohort of contractors is, for the first time, operating to a coherent long-term investment plan set out by the Government in its 25 year spatial strategy Project Ireland 2040. If this commitment is followed through by Government and industry over the coming years, the industry will be on a sustainable and stable footing for this generation of contractors and the next. The total turnover achieved by the Top 50 contractors of €8.4bn in the past year is an increase of €2.1bn on last year’s Top 50 figure. While €5.9bn of this is Irish-based activity, I note with particular interest that exports have grown considerably. The €2.5bn worth of exported services recorded for the Top 50 Contractors is an increase of just under €900m, or 25% of the previous year’s total exports figure. Figures just released by Enterprise Ireland (EI) indicate that construction exports have increased by a slightly lower percentage of 22% to €1.97bn over the past year. This is the largest increase recorded by any industry sector in the country, making it the third most significant source of exports for EI. During the recession, construction companies internationalised as the domestic economy collapsed. A key driver of export growth is our expertise in data centre construction. Dublin has about 24% of the entire EU’s data centre market, just 1% behind London. Our expertise in this area and in M&E and civil engineering is recognised globally. CIF will work with Enterprise Ireland in the coming year to develop an exportdriven growth strategy for the industry. Expanding into foreign markets is a crucial step to reducing the boom/bust volatility of the industry. There is further transformative

Tom Parlon, Director General, CIF.


Irish construction is changing. We are innovating, adopting new digital technologies and more efficient methods of delivery.


export growth potential in construction, which can be achieved with a concerted effort from industry and Government. Irish construction is changing. We are innovating, adopting new digital technologies and more efficient methods of delivery. We are attracting and retaining skilled workers as a result of these changes and looking to a future with a modern, sustainable, and resilient industry. To become world-leaders, we need to set out with Government an export-led growth

strategy for the construction sector. We also need to fix our procurement system to ensure there is the right environment to provide a springboard from which contractors can target new international markets. I commend each of the Top 50 and the many other Irish contractors out there for their vision, commitment and dynamism. They are incredible ambassadors for our industry and the broader Irish economy. C





Steve Bowcott, Chief Executive Officer, John Sisk & Son Padraic Rhatigan, Managing Director, JJ Rhatigan and Company



CIF Top 50 2019




President, CIF.

Theo Cullinane, Chief Executive Officer, BAM Ireland.

Managing Director, Murphy International.

9 MEETING THE AIMS OF PROJECT IRELAND 2040 – Hubert Fitzpatrick, Director, Housing, Planning & Development, CIF.


24 A CONSTRUCTION VOICE IN THE WEST – Padraic Rhatigan, Managing Director, JJ Rhatigan and Company.


Downey, Director, Specialist Contracting, CIF.

– Paul Bruton, Joint Managing Director, Bennett (Construction) Ltd.



Mair, Economic & Policy Research Executive, CIF.

and Seamus Duggan, Joint Managing Directors, Duggan Brothers Contractors Ltd.



Officer, John Sisk & Son.

Managing Director, Dornan Engineering.




44 STAFF COMMITMENT CENTRAL TO WALLS’ SUCCESS STORY – Eugene O’Shea, Managing Director, Walls Construction.

47 CREATING GREATER PROJECT VALUE WITH THE ‘KIRBY WAY’ – Jimmy Kirby, Managing Director, Kirby Group Engineering.



72 51 ‘50 HOMES FOR 50 YEARS OF SIMON’ CAMPAIGN INDUSTRY ANALYSIS 53 FINANCING MANAGEMENT BUY-OUTS – Tim Quigley, Partner, RSM. 54 IRELAND’S 2040 VISION: DELIVER FOR TODAY AND PLAN FOR TOMORROW – Ferga Kane, Director, Government and Infrastructure Advisory, EY Ireland.

63 INNOVATE TO BEAT THE TENDER TRAP – Joana Palha, Assistant Manager, Ayming.

65 PENSION PLANNING IN YOUR 50’S – Susan O’Mara, Financial Services Consultant, Milestone Advisory.

67 50 IS A MAGIC NUMBER – Paula Thornton, Pension Consultant, CPAS.


Director, DRS Bond Management Limited.



Martin Cooney, Head of Construction Law, ByrneWallace.


Foundation Media Ltd 1 Northumberland Place, Dun Laoghaire, Co Dublin. P: +353 1 677 3157 Twitter:@ ConstructionCIF Editor: Robbie Cousins Email: robbie@ Commercial Manager: Joe Connolly Email: joe@ Editorial Design: Joanne Birmingham Printing: W.G. Baird Publisher Foundation Media Ltd


TOP SECTOR LISTINGS 128 Top 20 M&E Contractors 129 Top 30 Exporters 2019 130 Construction Top 50 CIF Contractors (ROI Turnover)

Theo Cullinane, Chief Executive Officer, BAM Ireland 133 €500M WASTEWATER TREATMENT PLANT IS LARGEST APPLICATION SUBMITTED IN 2018 – CIS Top 10 Construction Project Submissions 2018.


YOUR Construction Industry Federation team - Construction House, Canal Road, Dublin 6. D06 C6T2 Tel: 01 406 6000 Fax: 01 496 6953 Email: Twitter: @CIF_Ireland Construction House, 8 Montpellier Terrace, The Crescent, Galway. H91 AC96 Tel: 091 502680 Fax: 091 584575 Email: Construction House, 4 Eastgate Avenue, Little Island, Cork. T45 YR13 Tel: 021 4351410 Fax: 021 4351416 Email: PRESIDENT: Pat Lucey Director General: Tom Parlon Chief Operations Officer: George Hennessy

DIRECTOR/EXECUTIVE TEAM HOUSING & PLANNING: Hubert Fitzpatrick, Lorraine Hosty Economic and Policy Research: Jeanette Mair MAIN CONTRACTING: Martin Lang, Alison Irving SPECIALIST CONTRACTING: Sean Downey, Gillian Ross, Jennifer Nisbet-Daly INDUSTRIAL RELATIONS & EMPLOYMENT SERVICES: Jean Winters, Cheryl Treanor, Anthony Brady EASTERN REGION: Hubert Fitzpatrick, James Benson SOUTHERN REGION: Conor O’Connell, Ronan O’Brien WESTERN/MIDLAND REGION: Justin Molloy Safety & Training: Dermot Carey, John Egan LEARNING & DEVELOPMENT: Robert Butler MEMBERSHIP: Maude Foley

NEW MEMBERSHIP: Bernardine Walsh FINANCE/ACCOUNTS: Gabriel MacGrath COMMUNICATIONS: Shane Dempsey, Joanna Kiernan, Michaela Courtney, Suzanne Cooper ICT SERVICES: Denis Cadogan, Paul Brady CIRI - CIRI: Lorraine Hosty CIRI CPD OFFICE: Robert Butler CERS: Frances McNally Tel: 01 407 1434 Email: MILESTONE ADVISORY: Susan O’Mara Tel: 01 406 8021 Email: CWPS: Martin Bradley Tel: 01 406 8025 Email:




“IRISH CONTRACTORS ARE AMONG THE BEST IN THE WORLD” Pat Lucey, President, CIF, tells MIMI MURRAY that while Irish contractors are performing exceptionally well on global construction markets, in Ireland, the Government needs to get serious about regional infrastructure rollout before it is too late for many home-based firms.

The construction industry needs to become more sustainable, and move beyond the boom-bust cycles of the past, forever,” warns Pat Lucey, President, CIF, as we open up our interview. Pat Lucey is focused and straight-talking when it comes to what is needed to get certain sectors within the industry moving again and to get major capital projects off the ground. There are few better placed than the Managing Director of John Sisk & Son’s Irish civil engineering wing to understand the frustration of members in sectors affected by the slow rollout of the National Development Plan or indeed the lack of regional balance in construction activity. The Cork-native is confident these things can be achieved through collaboration with the Government, as well as with stakeholders from within the industry. But he is calling for action sooner rather than when it is too late. “At the moment we have a vehicle called the Construction Sector Group (CSG), which the CIF was heavily involved in establishing. Representatives of various stakeholders meet as the CSG. We’re hoping that this vehicle allows for better long-term planning in order to avoid the cycle of boom and bust that has haunted the sector. “For example, we now have a housing crisis. A simple study of historical house building data would have signalled in 2011 that this was going to happen. We need to use available data to avoid crisis level impacts, and the CSG is a forum that has the potential for this collective overview,” he says.


The CIF President says that the Government’s ‘Project Ireland 2040 Build Report’ looks at construction performance and prospects for 2019, and states, ‘Following the economic downturn, public infrastructure that had been put in place over the last two decades played an important role in supporting the resilience and recovery of the Irish economy’. “We’ve all seen that in reality, it’s become



Pat Lucey, President, CIF. easier to travel between certain parts of the country and that increased connectivity has opened up opportunities,” Pat Lucey continues. “The fact that the infrastructure was built allowed that resilience in the economy. But, if you look back, you will see that we haven’t been building much new infrastructure in the intervening time. While economic factors affected the industry in those years, we now need to be building infrastructure that will allow us to have resilience for when things go wrong again. Economies are cyclical, and a downturn will come again. But we need to be prepared for that and have new infrastructure in place to lessen any impacts,” he notes.


The CIF President points to the CIF Crane Count, which indicates Dublin is doing

well again. But the regions continue to be a different story. “Our members are quiet. The CIF Crane Count paints a picture of Ireland as it is today. In Dublin, they’re swamped, but you go outside of the area that is influenced by Dublin, and you find the country is quiet. That really does need to change. That’s the good thing about Project Ireland 2040, there’s a recognition we’ve got to make the regions stronger.” While this is being addressed, the CIF President says that the process is taking longer than he’d like. “I know there’s a process that has to be gone through to get projects off the ground. For example, any type of infrastructure project has to have an environmental impact assessment carried out, and consultations with stakeholders by the project team, before


The CIF Crane Count paints a picture of Ireland as it is today to complete that early work? That’s the kind of work we should be doing. Private investors are prepared to do this, putting money on the line to get projects where they need to be for planning. The State needs to do likewise.”


Ireland Skills Live 2019, l to r: Tom Parlon, Director General, CIF; David Tracey, John Sisk & Son; Donal Keys, Joint Chairperson, World Skills Ireland; Victor O’Shea, John Sisk & Son; and Pat Lucey, President, CIF. preliminary designs can be developed. This can take a significant amount of time – up to four years for major projects – so when we know that to be the case, why can’t we as a country plan for it?” He cites the M20 Cork to Limerick project as an example. “Look at the M20 from Cork to Limerick

– four years’ preparation work is required at the cost of about €15m. If you don’t spend the four years, you won’t have the project to build. Overall, the scheme will probably cost somewhere in the region of €1.1bn to complete. But the route is going to transform connectivity in the southwest. When we know this, why aren’t we pressing the button

In terms of skills shortages, Pat Lucey says there is a great strain on the sector, but the CIF is currently working on a major campaign aimed at encouraging young people into the industry. “We lost many people in the downturn, some of them never to return to the industry. Of those willing to return, I think we’ve enticed nearly all of them back at this stage. But there is a substantial shortfall on what we had before. In addition, construction is less attractive to the younger generation than it had been for generations previously. Part of that has got to do with how we sell ourselves as an industry, which we can address. “Within the CIF, we commissioned a survey to examine behaviour and attitudes towards construction. Based on the results of this survey, we are drawing up a campaign that allows us to speak to the younger generation in a language they understand, and in mediums they use. That way, we have a better chance of showing them what we do,




Pictured at the CIF #BuildingEquality International Women’s Day Breakfast Seminar, l to r: Fiona Cunningham, Eimear O’Reilly, Natalie Ryan, Paula Voiseux, Alison Xu, Oxana Novikova, Rebecca Hughes, Marci Bonham, Suzanne Cooper, Michaela Courtney and Shauna McDermott. in a way we know interests them. “We’ve had a lot of discussion around this, but we now need to move forward. We need collaboration from all parties in the industry, including clients, educators, professional bodies, and apprenticeship organisations, as well as CIF member companies. We’re hoping to roll this out in September and discussions are ongoing with Government Departments, as well as raising it with the Taoiseach, Leo Varadkar, and Minister for Finance, Pascal Donohue, at recent stakeholders meetings. We have also been speaking with clients that we know have major construction projects coming up. So, it’s in their interest too,” he says.


“People are needed in apprenticeships right through to the professions. The recent Ireland Skills Live event, held in the RDS, was an excellent way to showcase the benefits of an apprenticeship. “I can honestly say that was one of the best events I was ever at. In my mind, this was a game-changer. People were competing at bricklaying, welding, hairdressing, cloud computing and catering, to name a few, against the clock and against each other. There was great passion and excitement at each of the stands. It allowed over 11,000 school kids to see what they could potentially do, and their parents to see the different paths within construction that are open to their children. We need to show young people that construction can offer a good living in something that appeals to



them, and it doesn’t matter if they come into a sector through a vocational route or an academic route, they can still get to the top,” he notes.

their expertise to different parts of the world. It’s a tremendous credit to everyone involved. Irish contractors are among the best in the world,” he says.



Meanwhile, Sisk is currently building Centre Parcs in Longford, and the use of digital and Lean construction is helping achieve great efficiencies for the company. Pat Lucey says he would like to see a transformation in how the industry carries out its work and that Centre Parcs is a good example of how this can be done. “There is a lot of repetitive work on the Center Parc’s site. We used off-site fabrication and on-site assembly. The repetition allows us to measure the efficiency of what we’re doing. As the team on the site started measuring from day one, the moment a section of the project wasn’t going at the efficiency that was expected, the information gathered allowed a quick work analysis and mitigation measures could be put in place very quickly.” he says.


Pat Lucey speaks with great pride about the many CIF members who are lauded around the globe for the exceptional work they are carrying out. “We’re fortunate in that we have many global players that have set up in Ireland and engaged the Irish industry to build their facilities. Many members have been so successful in carrying out this work that client companies have asked them to bring

Addressing the issue of diversity, Pat Lucey says the industry needs to work harder at gender parity. “There are many people qualified in construction, who for various reasons, don’t stay in it. Obviously, I’m thinking about women, in particular. This is not good for our industry. “When you have a diverse group of people, you solve problems faster and better. Different inputs are needed; a diverse workforce can achieve greater efficiency and higher standards. We need more diversity, and most people agree, but we are not doing anywhere near enough about it.” A stumbling block could be the way sites are currently set up, he adds. “We need to look at the quality of our sites, how they are set up, and at our welfare facilities, as well as how we actually treat people at work. All of this needs to be of the highest standard. Sites need to be female-friendly, as well as workerfriendly. People want to come to work in an atmosphere that’s welcoming. Lowest price tendering doesn’t enable contractors to invest in the best site facilities, but we need to address this. If we are to attract millennials and the younger generations into construction, we have to make a change in how they experience work in construction,” Pat Lucey concludes. C

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MEETING THE AIMS OF PROJECT IRELAND 2040 A more effective planning process is critical to meeting the objectives of Project Ireland 2040, writes HUBERT FITZPATRICK, Director, Housing, Planning & Development, CIF.


roject Ireland 2040 consists of two plans: ‘The ‘National Planning Framework’ (NPF); and the ‘National Development Plan 20182027’ (NDP). ‘Rebuilding Ireland’ is broad-based action plan which seeks to increase the overall supply of new homes to 25,000 per annum. The NPF is the Government’s high-level strategic plan for shaping the future development of our country up to 2040. It is a framework to guide public and private investment, to create and promote opportunities for our people, and to protect and enhance our environment, from our villages to our cities, and everything around and in-between. By 2040, the population is expected to reach 6 million people, with a resulting need for 550,000 new homes and the creation of 660,000 additional jobs. Planning for this level of growth is critical if we are to meet the requirements of future generations. The NPF is a framework document setting out a process by which more detailed planning documents must follow, on subjects such as spatial planning, infrastructure planning, social and economic planning. It also sets out the key principles these plans must follow, such as sustainability, creativity and community.

Regional Strategies

Regional Spatial and Economic Strategies (RSES’s) are strategic plans that identify regional assets, opportunities and pressures, and provide appropriate policy responses in the form of Regional Policy Objectives. The principal statutory purpose of RSES’s is to support the implementation of Project Ireland 2040 and the Government’s economic policies and objectives by providing a long-term strategic planning and economic framework for the development of the regions. RSES’s are now being prepared by regional assemblies countrywide under the Planning & Development Act 2000 to address employment, retail, housing, transport, water services, energy and communications, waste management, education, health, sports and community facilities, environment and heritage, landscape, sustainable development, and climate change. The RSES’s provide strategic policy and recommendations at a regional level with which both county and city development plans have to be consistent in policymaking. As the RSES’s are being finalised, all local authority development plans to be adopted must comply with the strategies in place. Also, the newly appointed planning regulator, Niall Cussen, has a responsibility to ensure that the local authority development plans adhere to the RSES’s, which must also adhere to Government guidelines. The planning and development process is critical in ensuring that

HUBERT FITZPATRICK, Director, Housing, Planning & Development, CIF. Government objectives, as set out in the NPF, and local development needs can be facilitated in a structured, orderly and timely manner. The process is essential for the delivery of public infrastructure, but also critical for private investment in critical infrastructures required by communities, such as housing, retail, offices and services.

Building Heights Guidelines

Significant changes have been introduced to the planning process over the past couple of years. Under Project Ireland 2040, the Government committed to the preparation of new statutory guidelines for planning authorities on urban development and building heights. Traditional development models for our cities and towns tended to be dominated by employment and retail uses, surrounded by extensive and constantly expanding low-rise suburban residential areas, resulting in long commutes, more congestion, and empty suburbs by day and empty cities and town cores by night. It was recognised that this was wholly unsustainable and that a shift away from established development patterns was required to create more mixed, dynamic and sustainable cities and towns. This necessitated the delivery of increased building heights to tackle our problems with urban sprawl. Local authorities, through their statutory development and local area plan process, had been setting generic maximum height limits across their functional areas. Such restrictions,




An Taoiseach, Leo Varadkar, TD, speaks at the launch of the Project Ireland 2040 Annual Report 2018.

legislate to enable larger housing development applications (100+ units) to be made directly to An Bord Pleanála to fast-track large-scale residential development planning applications. It was recognised at the time that the length and risk of the planning application process can be a significant deterrent to lenders willing to fund builders to acquire sites and prepare for development. This, coupled with a scarcity of “ready to go” sites with planning permission, tended to drive up land prices as builders competed for development sites. This Strategic Housing Development Planning process applies to 100+ housing units and 200+ student accommodation bed spaces, where an application for planning permission is made directly to An Bord Pleanála. This measure is scheduled to end in 2019, but subject to review, has potential to extend to 2021, which was the lifetime of Rebuilding Ireland. It guarantees decisions within defined timeframes, ie, mandatory An Bord Pleanála managed pre-application process of nine weeks and application to An Bord Pleanála with a decision to grant reviews within 16 weeks. While teething problems were experienced at the outset, the process, in general, has been successful. However, one key issue arising is the fact that An Bord Pleanála is unable to seek additional information during the process. This had led to a number of applications being refused, which might otherwise have been granted had An Bord Pleanála the ability to seek additional information during the process. This is an issue that should be addressed in the review of the process.

where inflexibly or unreasonably applied, undermined broader national policy objectives to provide more compact forms of urban development as outlined in the NPF. Traditional building heights ranged from two storeys in many suburban locations to heights of three or more storeys in central urban areas, but generally not more than six to eight storeys in the central urban areas of cities and larger towns. The revised ‘Guidelines on Urban Development and Building Heights for Local Authorities’ now in place require that the scope to consider general building heights of at least three to four storeys, coupled with appropriate density, in locations outside what would be defined as city and town centre areas must be supported in principle at development plan and development management levels. Concerning city and town centre areas, the guidelines confirm that it would be appropriate to support the consideration of building heights of at least six storeys at street level as the default objective, subject to keeping open the scope to consider even greater building heights. These requirements are outlined as Specific Planning Policy Requirements (SPPRs) to which planning authorities and An Bord Pleanála are required to have regard. These requirements take precedence over any conflicting policies and objectives of development plans, local areas plans and strategic development zone planning schemes.

Residential Densities

Design Standards for New Apartments


The new ‘Design Standards for New Apartments – Guidelines for Planning Authorities (March 2018)’ provide for revised apartment design standards, including apartment floor areas, dual aspect ratios, lift and stair cores, communal facilities and car parking, together with specific planning policy requirements for the build to rent and shared accommodation sectors pertaining to shared accommodation. The updated guidelines were introduced to improve the viability of apartment development, which had been inhibited by some local authority standards which were at odds with national guidance.

Strategic Housing Development Application Process

Under Rebuilding Ireland, the Government gave a commitment to


While higher densities and compact growth are now requirements of planning policy, many residential developers in provincial towns are experiencing difficulties in presenting for planning residential development projects that are viable in their local areas. Density levels of up to 35 units per hectare are not viable in many of these areas, as residential developers struggle to design sustainable schemes that are fundable and marketable in their areas. The industry has highlighted this point to planning authorities and An Bord Pleanála.

Certificates of Feasibility

A significant change in the planning process has occurred since the establishment of Irish Water. Planning applicants are now advised to seek a Certificate of Feasibility from Irish Water in relation to the supply of water services for their proposed development as part of the planning application process. This is mandatory in the case of strategic housing developments. The requirement to secure such a certificate from Irish Water and the delays associated with the receipt of such certificates has led to delays in the lodgement of planning applications for strategic housing developments in many cases. This is an issue that the industry has raised with Irish Water to streamline the process insofar as is possible. An effective planning process is critical in ensuring that the objectives of Project Ireland 2040 and the needs of a growing population and economy are met. While several changes have been introduced over the last couple of years, such as those outlined above, it is critical that planning authorities are resourced to ensure that they can fulfil their development objective by facilitating orderly development to meet the needs of a growing population and services within their areas. There are other cases where judicial review proceedings have been lodged in relation to the planning process by third parties. It is critical that a realistic timeframe is set for the courts to adjudicate on such cases so that orderly development is not held up indefinitely resulting in sterilisation of lands in the short to medium term. C

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RSM Ireland is a member of the RSM network and trades as RSM. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm which practices in its own right. The RSM network is not itself a separate legal entity in any jurisdiction. The RSM network is an administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 50 Cannon Street, London EC4N 6JJ, United Kingdom. The brand and trademark RSM and other intellectual property rights used by members if the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland and whose seat is in Zug © RSM International Association, 2017




PLANNING > SURVEY > DESIGN > LAYOUT > EXECUTION > INSPECTION Every type of project, any size company, any application — We have a complete selection of precision measurement and positioning solutions to meet your needs. Get insights on what other professionals just like you are achieving with Topcon technology. Dublin: 01 897 5900 · Belfast: 028 796 59299 12 CONSTRUCTION CIF Top 50 2019



Sean Downey, Director, Specialist Contracting, CIF, explains why timely delivery of National Development Plan targets is essential to the sustainability of the industry. MIMI MURRAY reports.

industry. “ASCA’s key objectives are to understand and act on the challenges facing specialist subcontractors. Representatives from trade associations are involved in national committees and stakeholder groups, and engage with Government Departments, so they have been instrumental in leading change,” he says. Some examples of recent initiatives, led by Gillian Ross, Executive, Specialist Contracting, CIF, for ASCA associations include: ●  The Roofing and Cladding Contractors’ Association (R&CCA) is currently collaborating with Ballyfermot ETB and will soon commence a Level 5, three-year apprenticeship programme. ●  The National Association of Scaffolding & Access Contractors (NASAC) has developed a two-year, Level 5 apprenticeship programme. ●  The Irish Mobile Crane Hire’s Association (IMCHA) is a newly established association, which is currently drafting conditions of hire for mobile cranes and engaging with NSAI to revise the Code of Practice for the safe use of cranes in the construction industry.

he recent relaxation of permit rules around specific trades and skilled labour has gone some way to ease concerns amongst specialist contractors about their capacity when tendering for larger projects. But greater clarity is needed around the delivery of the National Development Plan and National Planning Framework to enable subcontractors to establish programmes for new apprentice and staff development and retention, according to Sean Downey. “The Government’s recent relaxation of permit rules allowing more overseas workers to enter the country and get employment in specialist trades is helping to address the short-term skills shortage issue. But the sector needs to continue working together to address sustainability and make construction a sector where people can build lifelong careers.”


“Specialist contractors are direct employers. Apart from being a critical component in the management of projects, they also employ many of the people who carry out the project work, he explains. “As a subsector looking to set out a sustainable path, it is of benefit to all specialist contractors if their staff develop a broad skill set, and they as a business can move confidently between project types. So, if the activity in one sector drops off, they can pursue work in another sector.”


Sean Downey says that there have been many early adopters of Building Information Modelling (BIM) in Ireland, primarily companies that have been working in the UK, where it has been mandated for UK government works since January 2016. “Companies that have been working in the UK will have already developed a significant capacity to deliver digital projects, and they’re advancing their systems and management to move beyond BIM to full digital transition, as opposed to just delivering projects through BIM. “These companies are looking at a digital culture within their business. The difficulty is in getting the supports to deliver the right

Sean Downey, Director, Specialist Contracting, CIF. kind of education and to drive a standardised approach across professional bodies. Projects need to be procured in a standard systematic way. But if clients don’t understand, or are not demanding BIM, contractors – particularly those further down the supply chain and SME’s – may not experience the pull factors from clients until it is too late.”


Within the CIF, the Alliance of Specialist Contractors Association (ASCA) is the umbrella group for the majority of construction specialist trade associations, outside of the M&E subsector. Sean Downey says one of ASCA’s primary objectives for its member base is to raise awareness of legislative and regulatory changes within the


Sean Downey says poor mental health is an area that does need to be addressed. “It’s fantastic that the industry is starting to recognise issues relating to stress, work overload and poor productivity as a result of the pressure that people feel under on projects. This can very much be the case with many smaller specialist contractors, particularly if they are owner-managers and don’t have the staff to effectively plan and manage the workload. I think if we’re going to address this issue effectively, we need to carry out evidence-based research into the causes of the stress and poor mental health first. Early adopters in these areas may find they are on their own, ahead of their peers and project partners. But this is a great opportunity for people in the industry that are dynamic,” he concludes. C




INNOVATION AND BETTER LABOUR UTILISATION ARE THE KEY TO GREATER PRODUCTIVITY JEANNETTE MAIR, Economic & Policy Research Executive, CIF, writes that the construction sector needs to grow in a way that is smart, innovation-led, inclusive and sustainable. There was a 20% increase in investment in building and construction in 2018, with €26bn injected during the year.


the Ineligible Occupations List and are now eligible for a General Employment Permit.

ousing investment increased by 24% in 2018, with 18,072 new housing units completed, an increase of 25% on 2017; and 22,467 new housing units commenced construction in 2018, which is an increase of 28% year on year. CIF forecasts that completions of new homes will increase to 23,000 in 2019, with an increase in housing investment in 2019 of 20% and a further increase of 12% in 2020.


The Irish economy has been growing strongly over the past number of years, and it is clear that the construction industry has been growing with it. An extra 10,600 workers joined the construction industry last year, which is helping to meet the 20% increase in investment in the sector. At the same time, the composition of employment and the employment model across the construction sector continues to evolve with growth in the share of specialist contracting firms operating within the industry.


A key issue facing industry and Government is how to deliver quality homes more efficiently at a sustainable cost. To achieve the levels of investment forecast, the industry needs clarity around the ‘Help to Buy’ scheme, which is due to end on 31st December 2019.



Non-residential construction increased by 12% in 2018, which has been driven by the commercial and FDI sectors. However, due to the sheer volume of commercial building from 2015 to 2017, it is expected this growth will slow in 2019 and 2020 to 7% and 6%, respectively. By 2021, Ireland’s public investment, measured in terms of Gross Fixed Capital Formation, is projected to increase to 9.3% of total general Government expenditure. €7.3bn is committed in direct capital funding in 2019. This amount is a 24% increase on 2018. The wider semi-state sector will be investing in energy and water facilities, bringing planned investment to €10bn in 2019. Growth in the construction sector overall is expected to average 16% in 2019, before moderating to 10% in 2020. Even with growth moderating after 2020, the Department of Finance has predicted investment in the sector will increase to €41bn by 2023.


Construction tender price inflation rose by 7.7% in 2018 and is forecast to rise by 6.5% in 2019. The CIF has indicated that these cost increases are being driven by skills shortages, wage increases resulting from the SEOs,

Jeannette Mair, Economic & Policy Research Executive, CIF. increasing building standards, including the nZEB regulations, and a shortage of sites for disposal of construction waste. To combat these increases and the current skills shortage in the industry, CIF engaged with the Department of Business, Enterprise and Innovation to make amendments to the Critical Skills Occupations List. These changes mean that as of 22nd April 2019, non-EEA nationals are able to apply for a Critical Skills Employment Permit for recruitment of civil engineers, quantity surveyors, construction project managers, or mechanical/electrical engineers with BIM experience. Several other construction occupations have also been removed from

All stakeholders in the construction sector need to continue to improve how apprenticeships and careers in construction are viewed by the general public so that they appeal to more young men and women, and in turn, attract good calibre individuals. CIF is focusing on construction productivity and growth that is smart, innovation-led, inclusive and sustainable throughout 2019. CIF believes that by creating better linkages between industry and the education and research sectors, we can ensure that industry has the technical knowledge and the skills necessary to perform well into the future. The following four factors will help to drive long-term productivity growth and innovation collaboration across the construction supply chain: ●  Improved labour utilisation ●  Investment in R&D and innovation ●  Supply chain optimisation ●  Adoption of new technology in the procurement, design and production process. The future establishment of a Digital Centre of Excellence and the potential establishment of a designated centre for construction research, development and innovation, as a destination for applied research, training and best practice exemplars, offers a framework for peer to peer knowledge-based transfer and increasing productivity. C


Ireland’s Solution for C&D Waste and Knotweed Management


ntegrated Materials Solutions have been hard at work trying to meet the waste management needs of the county’s burgeoning construction sector. The company operates an engineered landfill facility in north county Dublin which is regulated by the EPA under Waste Licence W0129-02. The facility accepts brownfield soil and stone which contains low level contamination including mineral oil, polycyclic aromatic hydrocarbons, PCBs and heavy metals at limits prescribed in the Landfill Directive and the site’s Waste Licence. The site’s engineered and Waste types the facility tested liner, environmental accepts for disposal monitoring network and materials testing procedures and recovery include: affords protection to local • Soil and Stone groundwater and the (greenfield & environment in general. brownfield) The facility also accepts soil contaminated with Japanese • Dredging Waste Knotweed rhizome material. • Mixed construction This invasive species has and demolition waste become a significant and • Concrete & Rubble costly problem as the plant is highly resilient and aggressive • Water treatment posing threats to habitats and residues the built environment. There are a number of management options and excavation and disposal is not always the most appropriate and it is advisable to get an independent qualified ecologist to assess all management options. Where excavation and disposal offsite is the best option IMS provide one of the only solutions in the country for biosecure disposal at an EPA regulated site. As with all wastes managed by IMS, full chain of custody and treatment certificates are issued to ensure and prove compliance. IMS are also working on a number of applications to the EPA to broaden their offering in terms of waste types and treatment options. Currently they are completing an End of Waste study with a view to recycling construction wastes into usable products which can be reused on sites in line with the Circular Economy and Sustainable Construction. The company is focused on providing innovative solutions and evolving with the sectors needs.

For further details please visit or contact 01-8433744. 16 CONSTRUCTION CIF Top 50 2019


“WE CARE ABOUT OUR PEOPLE AND INVEST IN THEM AT EVERY LEVEL” Steve Bowcott, Chief Executive Officer, John Sisk & Son, speaks to BARRY MCCALL about the firm’s stellar achievements in 2018, and the challenges that need to be addressed by the industry.


ith Sisk topping the Construction CIF Top 50 Contractors 2019, CEO Steve Bowcott has much to celebrate. In addition to this, over the past year the company has made huge strides in terms of on-site productivity as well as expanding its reach in into regional Ireland, the UK and Europe. But there are issues of concern for the Welshman who heads up Ireland’s largest construction firm, particularly the slow rollout of civils projects in the country and the lack of Government support for smaller contractors looking to bring on new apprentices. “Sisk had an outstanding year in 2018,” says Steve Bowcott. “We exceeded €1bn in revenue, well up on last year, and the regional business in Ireland produced more revenue than Dublin for the first time in a long time. The regions outside of Dublin accounted for more than €400m while Dublin was over €300m.” That strong regional performance was bolstered by some very high profile projects including the Center Parcs holiday park in Longford, which is due to open this summer. “We built more than 450 lodges and a central building with restaurants, tropical swimming pool and spa. That is going to be great for the economy and employment in the area.” Another major project was The Curragh Racecourse redevelopment, which opened for racing in April. That comprised a major new grandstand, entrance and associated bars and restaurants. “Sisk sponsored a very successful and enjoyable race day in September 2018 at the course, and we are looking forward to attending the races again this summer,” says Steve Bowcott. In the pharma sector, the Bio Cork II project for Johnson & Johnson involves the construction of a new production facility, as well as the expansion of the existing warehouse, canteen, laboratories, offices, wastewater treatment plant, central utilities and car parking at their facility at Ringaskiddy in Cork Harbour. It is scheduled for completion later this year. In Dublin, the highlight was undoubtedly the Capital Dock development. Heralded as a ‘city within a city’, the development includes Ireland’s tallest residential building, along with 32,000 sq m of commercial space. “The mixed-use development, spread across three apartment blocks, will bring a further 190 homes to the private rental sector in the city,” he adds. “This was our fourth scheme with Kennedy Wilson.” And the pipeline remains healthy. “We are starting six new projects in Ireland this year, all worth in excess of €40m,” he points out. “We set up our housing division, Sisk Living, in 2016, and we will have 1,500 units on site this year – 460 of which are social housing.”

Facilities Management

2018 saw Sisk move into facilities management with the acquisition of 50% of the Designer Group’s facilities management division and the

Steve Bowcott, Chief Executive Officer, John Sisk & Son. establishment of a new joint venture, Sensori FM, between the two companies. “We can now offer mechanical and electrical services and fabric maintenance on most buildings,” he says. “This means we will continue to work with clients after projects are completed. Sensori is now jointly owned by two family-owned Irish companies, and that’s great news.”

Overseas Operations

He describes the Sisk business as a three-legged stool with operations in Ireland, the UK and Mainland Europe all making important contributions to the group. “The UK business grew substantially last year having had some difficult times,” Steve Bowcott notes. He points to several highlights in the UK, including the Royal Academy of Arts in London and a major development at Circle Square in Manchester. The Royal Academy of Arts is a landmark restoration and construction project in the heart of central London, which brings together for the first time two listed buildings with a unique link bridge as part of the 250th anniversary of the institution. Circle Square is a new city centre neighbourhood in the heart of Manchester’s Oxford Road Corridor innovation district, where Sisk is building the residential and commercial elements of the £240m project. All contract works on the project, which at peak will employ 1,300 people, are due for completion in 2021. Another standout project is Wembley Park in London.



At the launch of Sensori FM, L to r: John Lenihan, Lenmac Services; Fergal Lawlor and Steve Bowcott, Sisk; Michael Stone, Designer Group; and Mark Cullen, Sensori FM. “We have been working with Quintain at Wembley Park since 2006,” he says. “During this period, we have successfully delivered several projects of note in the area. E03 Canada Court at Wembley Park is our eighth project on the campus. It commenced on site in 2017 and will be completed in 2020.” The International Convention Centre, Wales, which Sisk is also constructing, is located within the internationally-acclaimed former Ryder Cup venue, the Celtic Manor Resort Hotel in Newport. This is due to open later this year and will be capable of accommodating up to 5,000 delegates with a total floor space exceeding 26,000 sq m. In Europe, Sisk began working with Facebook and Microsoft for the first time, and business remains strong in that market.

Overall Performance

“We have achieved good levels of profitability and strong cash flows,” he continues. “There is no debt in the business, and we have €160m in cash on the balance sheet. We will exceed €1bn in revenue again in 2019, and 90% of that has already been secured.”

Industry Challenges

While Sisk may be in good health, Steve Bowcott believes that the same cannot be said for the industry as a whole or some of the fundamentals which underpin it. The first issue he highlights is productivity. “I worry about productivity levels in the Irish industry,” he says. “We are measuring productivity on all of our sites and taking steps to improve it. We are doing simple things like making sure materials flows are better and putting facilities closer to workers. This allows people to produce more while working on a job. We are also making some changes and improvements in the way we approach training. Induction is now done before workers come on site, for example. That seems to be working.” Automation will also help. “We have just brought in our first robot for manual handling in London at the cost of £250,000. We are trialling it there, and if it works, we will introduce it across the company. It takes heavy loads away from our people, and that has to be good. “There is a general view that we need 66,000 additional construction workers in the industry,” he continues. “I would say it’s closer to 25,000 – we are happy to pay good wages, but need the productivity to make it


Royal Academy of Arts, London. affordable to build.” Another issue is infrastructure. “I am really worried about this. We are not doing enough in roads and rail to make travel easier for people. We can’t get people from outside Dublin to work on projects in the capital because of transport issues. We need better rail links between Dublin and regional cities like Limerick and Cork. We also need to improve the Belfast link.” Sisk is doing its bit by addressing working patterns. “We are changing shift patterns to ease commutes for our people, but investment in rail and roads is badly needed,” he adds. “As an industry, we don’t have enough apprentices coming through. Sisk has always invested in apprentices, and we have a long tradition of recruiting and training people in our business, who go on to work across the industry. But a lot of smaller companies across the industry need help to ensure that enough apprentices are being trained. The Government has got to fund training for people. In Europe, there are schemes where the government pays the first year of an apprenticeship for someone unemployed. They also subsidise the second year. That would be a great help here in Ireland. Sisk was the lead sponsor for the Ireland Skills Live event in the RDS earlier in the year. That went brilliantly well. A lot of kids and parents who had no idea about apprenticeships came along.” Steve Bowcott suggests a way for the Government to promote apprenticeships in the industry.

CONSTRUCTION LEADERS Steve Bowcott Indeed, caring begins with people. “We care about our people and invest in them at every level – from our unique joinery training centre in Dublin, where we train apprentices, our internship and placement programmes, and our site-based apprenticeship programme, to our Excelerate Graduate Programme and our Elevate Management Development Programme.” While staff retention rates are extremely high, Sisk boasts an excellent age profile within its workforce. “Our business needs experience to deliver, but we also need fresh thinking,” he explains. “Overall, 22% of our people are aged between 21 and 30 years of age, and 29% are between 31 and 40 years of age. We are always looking to attract young people into our business. We have a very low level of turnover in the business. Unfortunately, that means we get a lot of retirements. The most recent had 46 years’ service with us. We are really proud of being a company that people want to stay with for that long.”


Steve Bowcott speaking at the recent Mental Health and Wellbeing Summit in Dublin.

But there is no sense of any laurel resting setting in. “We are always looking for ways to make our people’s lives better and safer. Last year we had 800 members of staff at workshops to come up with suggestions about how we can do things better and how we can become a better company. They came up with loads of suggestions in areas like mental health and wellbeing and nutrition, and we are implementing many of them.” Mental health is extremely important to him and the company. “One in four people aged 28 and under in the industry has thought about suicide or self-harm at some stage,” he notes. “That’s a staggering statistic. We have trained 80 key people across the company in mental health awareness. They can identify the signs early, and they are our first line of defence. They can refer people to the experts. One of our guys wrote a fantastic piece for our internal newsletter on how he came through mental health problems. That was very powerful.” One initiative that Steve Bowcott is particularly proud of is the Sisk Suppliers Awards. “We have our own supply chain awards. We have 9,000 suppliers, and we had the top 60 attend an event, where we presented 12 of them with awards for excellence. The feedback from that was great.”

Future Plans Center Parcs, Longford. “If the Government specified that for every contract worth more than €10m, the contractor had to hire one apprentice for each €5m above that level, it would transform the situation. In three to four years, we would get to a position of neutrality in terms of skills and labour supply and demand.” The same approach needs to be taken with the adoption of BIM, he contends. “BIM Level 2 should be the minimum requirement for public and private contracts. Productivity and quality will improve greatly if it is. Everything was done on BIM for the Center Parcs project. We were able to improve the roof installation productivity by 24% as a result of data collection and the use of BIM.”

Sisk Culture

Steve Bowcott is very proud of the Sisk culture and ethos, which he believes play a vital role in the company’s continuing success. “We are a family-owned business celebrating 160 years in existence in 2019, and we have a strong set of values – care, integrity and excellence – which underpin everything we do. We employ approximately 1,400 people, and we have always been about people. We invest heavily in our people, and we look to attract and retain the best so we can deliver the best to our customers.”

Looking to the future, he says the key to strong results is relatively simple, keeping the number of loss-making projects to a minimum. “We have only one project out of 90 that is currently under water, and we are making improvements to that,” he says with some pride. “We have a risk review committee, a pre-construction review team, and I personally review all large projects. There are a number of lines we will not cross. That’s how we made a profit of €30m and put a further €10m into investment funds.” Steve Bowcott believes that industry growth will level off. “Output is expected to reach €21bn for 2019, and I think it will level off around that. The private rental sector is very active at the moment, and we will complete 1,000 private rental units this year. But there is incredible nervousness in the public sector about releasing work. That’s a serious issue, and civil engineering businesses will reduce substantially in 2019/2020. That’s doubly serious because infrastructure spending is incredibly important. For every one euro spent in a local infrastructure project, €2.63 is generated in the local economy.” And the future for Sisk? His answer characteristically comes back to people. “We have a strong balance sheet, and we are continuing to grow our offering by moving into facilities management. We will see continued growth in our Irish, UK and Mainland Europe businesses in the coming year. But our number one priority is to ensure that our staff have certainty of work, and that is where our commitment is.” C


PERI IRELAND – Opening in 2019



FORECASTING THE COST OF MEGAPROJECTS MUST BE STANDARDISED AND TRANSPARENT Theo Cullinane, Chief Executive Officer, BAM Ireland, talks sustainability with ROBBIE COUSINS and outlines how public procurement in Ireland could be made fit for purpose.


AM Ireland is a wholly owned subsidiary of Royal BAM Group of the Netherlands. BAM is a unique business in the Irish construction environment, as it is a public company listed on Euronext, a pan European stock exchange. The company has a history in Ireland that goes back more than 60 years. It currently employs 750 people directly and over 2,000 people indirectly. With a turnover of €546m in 2018, BAM Ireland’s projected turnover for 2019 is €625m. Its activity covers the entire spectrum of construction across the country. Its operations include BAM Building; BAM Civil; BAM Property; and BAM PPP.

Sustainable Environments

Theo Cullinane, CEO, BAM Ireland, has an unwavering view on the company’s purpose. “Our purpose is clear; to create sustainable environments that enhance people’s lives,” he explains. “For BAM, ‘sustainable’ means providing a quality experience for the people touched by our projects. This includes our employees and the communities in which we operate. “In 2018, we launched a new safety campaign, ‘Your Safety is My Safety’. For BAM, safety is unconditional. After a hard day’s work, we all want to return home safely again and get up healthy the next day to start a new working day. We take responsibility for ourselves and the communities we operate in. “Our ‘Enhancing Lives’ programme is a commitment to enhancing the lives of one million people by 2020 through employment, education, training and charity engagement projects,” he continues. “This year, as part of BAM’s 150th-anniversary celebrations, we are planting 150,000 trees in different parts of the world; 50,000 in Africa, 50,000 in South America and 50,000 in Europe. In February over 100 BAM colleagues and their families helped non-governmental organisation ‘Trees on the Land’ plant 9,000 trees in Ireland.” Theo Cullinane says BAM’s mission of creating sustainable environments is set out in its ‘Strategic Agenda 2016–2020’ in which it commits to enhance people’s lives by delivering innovative construction solutions across the total lifecycle of an asset. BAM has committed to reduce the CO2 intensity of its operations by 50% in 2030 compared to 2015. The target has been approved by the Science-Based Targets initiative (SBTi) and is aligned with the Paris Climate Agreement. BAM is one of the first companies in the construction industry to make this move and joins a limited group of 204 global companies with validated science-based targets. “BAM aims to reduce our CO2 footprint through energy efficiency measures, early grid connection on projects and decarbonisation of our vehicle fleet,” he states. “Furthermore, BAM has committed to purchase 100% of electricity from renewable sources.” BAM has also committed to work together with partners to drive CO2 reductions through value chain. “To fulfil our purpose, we need to deliver on our strategy: ‘Building

Theo Cullinane, CEO, BAM Ireland. the present, creating the future’,” he continues. “This means doing things better, doing better things and doing new things, including innovating through digital technologies and digital construction, so that we can anticipate any issues before the construction execution phase to make our performance more predictable.”

Industry Challenges

Theo Cullinane believes that infrastructure rollout across the country is key to momentum being maintained in terms of construction activity, particularly in regional areas. “We would hope to see projects listed in the ‘National Development Plan 2018-2027’ (NDP) commence earlier than anticipated, particularly civil engineering projects,” he says. “We are actively working to support the CIF efforts of securing balanced and fair conditions in public works contracts, but increased wage demands will have an impact on construction costs. “Industry surveys continue to indicate widespread skills shortages. However, we are involved in many initiatives to attract and retain a diverse workforce, with a greater gender balance, within the sector. We believe that we must continue to focus on increasing apprenticeship numbers by attracting school-leavers to apprenticeships and to construction-related college courses. “While Brexit continues to secure investment and jobs for Ireland, surveys indicate that many businesses remain unprepared for its negative impact. “Ultimately, I would like to see the Irish construction industry moving to a situation where it is sustainable, innovative, wellresourced and capable of meeting construction demands at home and internationally.”

Public Procurement Reform

Theo Cullinane is firm in his belief that public procurement, particularly for large-scale megaprojects, needs to be modernised and made fit for purpose without delay. “Ireland is already involved in a number of megaprojects including


CONSTRUCTION LEADERS Theo Cullinane Navigation Square, Cork. the New Children’s Hospital and the National Broadband Plan, and the procurement of MetroLink is planned to commence shortly. “Forecasting the cost of megaprojects needs to be standardised and transparent. As we have not dealt with projects of this scale before and as we have limited available historical data, we must tap into the best existing knowledge in the international market. “The implementation bodies tasked by Government to deliver largescale projects must use internationally recognised methods such as ‘Reference Class Forecasting’ to develop project budgets and predict the final outturn costs for our megaprojects. “The 10-year NDP is a significant step in predicting future needs and growth for the industry. While I would like to see projects commence earlier, as I already indicated, the project tracker will allow the industry oversight of project programmes and spend.”

BAM Projects

BAM Ireland has a broad range of projects across its portfolio. These include One Microsoft Place, the New Children’s Hospital, the striking Visual Control Tower at Dublin Airport, which is one of Ireland’s tallest structures; the new Children’s Hospital Satellite facility at Connolly Hospital, the Palliative Care Unit at University Hospital Waterford; and Bolands Quay Development, Dublin. “We were thrilled to win the ‘Project of the Year’ award for One Microsoft Place at the Irish Construction Excellence Awards 2019,” he says. “The team showed tremendous dedication, innovation and creativity in completing a world-class campus that has set a new standard for working environments. Despite the complexity of this hi-tech project, it was completed on time and within budget. With so many exciting builds ongoing nationwide, we take great pride that the excellence of our team has been recognised by the industry as we continue to shape modern Ireland. “We are also on site at the New Children’s Hospital, and work is progressing well on the Bolands Quay Development in the heart of Dublin’s south docklands. Work is now complete on Block A, Phase 1, Navigation Square, Cork, which has achieved LEED Gold certification. Works continue on Horgan’s Quay, Cork, which will feature a hotel and more than 200 apartments. Both of these projects are changing the shape of the Cork city skyline.” BAM also has a number of student accommodation projects in Dublin, Cork and Galway, providing nearly 2,000 student beds. In Northern Ireland, the replacement Acute Mental Health Inpatient Facility (RAMHIF) at Belfast City Hospital is nearing completion, and the new Belfast Maternity Unit at Royal Victoria Hospital is underway and due for completion Autumn 2021. “We continue our activity in the Irish PPP market and have already successfully delivered seven transport, educational and civic projects to date. The most recent was the Schools Bundle Four PPP and Courts Bundle PPP projects. Both were completed in 2018.” BAM is also continuing work on a further two PPP projects; the N25 New Ross Bypass and the M11 Gorey Enniscorthy Motorway, both in their final construction stages. The N25’s landmark River Barrow crossing will connect Pink Point in Co Kilkenny and Stokestown in Co Wexford. This 900m Extrados Bridge will be the longest bridge in Ireland and the longest bridge of this type in the world. “In a joint venture with our sister company BAM International, BAM Ireland is currently working on The Museum of the Future in Dubai,” he continues. “Other JV projects completed in the Middle East include Hazza Bin Zayed Stadium and mixed-use development, Abu Dhabi; Phase 1 of Terminal Four at Jebel Ali Port in Dubai and the design and construction of the Aqaba New LNG Terminal.”

New Markets

In January, BAM Ireland acquired a stake in leading modular homes



The implementation bodies tasked by Government to deliver large-scale projects must use internationally recognised methods such as ‘Reference Class Forecasting’ to develop project budgets and predict the final outturn costs for our megaprojects.


provider Modern Homes Ireland (MHI), which Theo Cullinane sees as essential to increasing its capacity to accelerate housing output. “The acquisition of MHI is a significant strategic investment for us. We are cognisant of the need for an acceleration of output in the housing sector, and we are happy that our investment will play a part in the solution to the current housing crisis in the country. “Modular is clearly the future for construction, and we believe that our investment in MHI is a unique opportunity to develop a volumetric business further, not just in housing, but in the student accommodation and hotel market segments. This aligns closely with our drive towards digital construction,” he concludes. C

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A CONSTRUCTION VOICE IN THE WEST Padraic Rhatigan, Managing Director, JJ Rhatigan and Company, says the current labour shortage is an opportunity for the sector to build strong teams for the future. MIMI MURRAY reports.


J Rhatigan and Company is the only firm in the top 10 of the Construction CIF Top 50 with roots in the west. In July 1981, Padraic Rhatigan became the second-generation leader of JJ Rhatigan & Company. Following in the footsteps of his father, John J Rhatigan, Padraic became Managing Director of the company. Over the years, he has expanded the company’s reach across the country and into the UK, where JJ Rhatigan is enjoying significant success with a turnover of €80m, contributing to an overall company turnover of €324m in 2018. JJ Rhatigan has been at the forefront of the construction industry for over 65 years now, and it currently has 22 projects on site with a combined value of almost €750m. “People are our greatest asset,” Padraic Rhatigan says, “and skilled workers are required to maintain a sustainable company.” “The same must be said about the wider industry,” he continues. “We need to keep a steady and sustainable flow of resources, be that staff, suppliers, or subcontractors, if we are to move beyond the boombust cycles of the past. “We can all play our part in making this industry sustainable. As a company, it is our policy to keep things steady and sustainable,” he says. “It is up to each individual company to address the issue of sustainability within their operations. If this is done, then the sector will improve and become a more attractive place for people to build careers. But, there’s always a challenge. The State and clients need to keep projects coming. Large employers need these projects to keep staff. At the centre of this issue is the question of giving and getting value for money. It is all a fine balancing act,” he says.

Padraic Rhatigan, Managing Director, JJ Rhatigan.


JJ Rhatigan works collaboratively with clients’ project teams, designers and consultants to ensure value is added by early involvement in design, pricing, risk management and programming. “Experience has taught us that when we are brought in for Early Contractor Involvement, there are improvements in programme, buildability, sustainability, change control, dispute avoidance, and crucially, client satisfaction,” he explains. “We demonstrate our experience and commitment from the early stages, which follows through every stage of the project.” In the past decade, JJ Rhatigan has maintained a robust and profitable business in Dublin, and in the regions. Padraic Rhatigan says that while there has been a lot of growth in Dublin, JJ Rhatigan as a company has aimed to maintain and develop substantial volumes of its business outside of the capital too. Since mid-2018, there has been a noticeable increase in its project activity in the west of the country, particularly in Galway, Limerick and Cork. Recently completed projects in Ireland include Gardens International commercial development, Limerick; Presentation College, Athenry, Galway; and Trinity Business School, Dublin. Regionally, its current portfolio of work includes Phase Two, Gateway Retail Park, Galway; Coláiste an Chláirín, Athenry, Galway; Coláiste Chiaráin, Athlone; UCC Student Hub, Cork; and St Patrick’s Hospital, Waterford. Padraic Rhatigan was particularly delighted earlier this year when he got to announce plans to transform Crown Square in Wellpark, Galway, into what will be the largest mixed-use development in



The State and clients need to keep projects coming. Large employers need these projects to keep staff. at the centre of this issue is the question of giving and getting value for money.



CGI of Crown Square, Galway. Galway, comprising over 37,500 sq m of office space, a 180-bedroom hotel and 290 apartments. “Activity in the regions is improving, and it will improve further. You can see things happening in Limerick, Cork and Galway,” he notes. “There is access to a good quality workforce in the regions and, hopefully, this will encourage even more people to start building.”


An early adopter of BIM Level 2, JJ Rhatigan was one of the first BSI BIM certified Tier 1 lead contractors in Ireland. All current projects are being delivered using certified BIM processes across commercial, pharmaceutical, residential, education, hotel, civic and heritage, and healthcare projects. “With the aid of BIM, we have also embraced off-site construction techniques. We use BIM to advance plans for all stages of the construction process, to cover design, fabrication, transport and site assembly. To date, we have built office developments, hospitals, primary care centres, student accommodation, residential developments and schools using off-site construction techniques.” “As a whole, the construction sector in Ireland has become more efficient through the effective use of technology and BIM,” he notes. “I think that’s the only way the industry can react to the uplift in demand. We use BIM, and we find it very efficient. But there has to be buy-in by all parties, be that clients or design teams, and there has to be an efficient decision-making regime in place to facilitate it. Overall, we have found BIM to be an effective tool to deliver project efficiency.”


Padraic Rhatigan says he is conscious that while the construction sector provides valuable infrastructure and employment for communities throughout Ireland, at the same time it is resource-heavy and has an impact on local environments. “Through our engagement with local communities, clients,

suppliers, professional bodies, and regulatory groups, we ensure that we take a responsible approach to the environment from an early stage in the project and right through the construction process.” “Practically, we aim to minimise the running costs and impact on the environment of all our projects and business activities through our energy efficient strategies, including waste recycling, water usage, energy-efficiency, reducing emissions and our carbon footprint.”


In terms of the skills shortage in the industry, he says for the long term young people need to be encouraged, particularly in the taking up of trades. “It’s up to all industry stakeholders to encourage this, be that an employer or Government facilitating career progression in the sector. “We seek out the top graduates each year, as well as enthusiastic and committed people at all levels. We are also focused on attracting the best of overseas talent and offering them opportunities to progress their career within the JJ Rhatigan set up. “Ireland is now a much more attractive location for people to work than it has been in recent years, and many emigrants are returning home,” he adds. “The current labour shortage is an opportunity to build strong teams for the future gradually. By engaging with young people in schools and mentoring recent graduates properly, we can ensure that they become competent and confident as they move through the industry. Ireland has excellent education and training systems that deliver highly-skilled and motivated individuals to the construction sector,” he says. “This is known across the globe. “We also need to do more to encourage women to enter the industry. A lot of lip service has been paid to the issue of diversity, but a genuine effort has to be made by companies to make their workplaces more female-friendly if they wish to address their recruitment issues,” he concludes. C



STAYING AHEAD OF THE CURVE Paul Bruton, Joint Managing Director, Bennett (Construction) Ltd, explains how the contractor made early gains after the recession, and stresses the urgent need for greater balance in regional development.


rudence, loyalty and flexibility are the three words that Bennett Construction Joint Managing Director Paul Bruton uses to describe how the contractor not only weathered the recent recession but was also able to position itself quickly in its aftermath to embrace opportunities that have arisen in the past few years. He says many lessons were learned over the past 10-plus years, and that the company’s survival and growing success would not have been possible without having a resilient management board that still includes members of the Bennett family. “While Bennett remains one of the largest construction companies in the country, it is still run by a close core board of directors that includes family members,” explains Paul Bruton. “This closeness allows for a large degree of flexibility in our approach to the market, enabling us to move quickly on project opportunities in partnership with clients, and stay somewhat ahead of the market curve.”

Bennett Team

Having a talented and dedicated complement of staff and supply chain, many of whom have been with the company for many years, also helps bring the stability needed to grow a company, particularly at a time when there is a severe skills shortage. “As a tier 1 contractor, we can attract professional and goal-orientated staff who want to build long term careers with us. We have been relatively lucky in this respect, but the lure of greener grasses is always present. We want our staff to have rewarding careers with us, and we are hopeful that we can instil this goal into all our new recruits. “With a footprint in the UK, we have also benefited from the movement of staff who have been working with us there and have been looking to relocate to Ireland.” He says that in the harder times, the company was conscious of the pressure suppliers and subcontractors were working under, and its support of them has resulted in many of those companies being part of the Bennett success story today. “During the recessionary period, we facilitated the growth of some subcontractors and are now benefiting from the loyalty gained at that time. Today, we have a supply


Paul Bruton, Joint Managing Director, Bennett Construction. chain, with documented procedures in place that establish ability, capacity and suitability of those firms to which we allocate works, and in the main, this approach has been successful.”

Client Relationships

The company is currently building some of Dublin’s city centre’s largest and tallest buildings, as well as making an impact on London’s streetscapes. In Dublin city centre, for instance, in the past year, it completed the €50m 13-18 City Quay Grant Thornton offices on a brownfield site. This comprises 15,530 sq m of office space over eight storeys plus basement. The building was designed to and achieved LEED V4 Gold standard and an A3 Building Energy Rating. Nearby, it also completed the €57m 5 Hanover Quay at Grand Canal Basin.

Bennett was the Design and Build contractor on the €39m Brunswick Street student accommodation development in Dublin’s North Inner City, the second such project delivered for this client. It is also the main contractor on the Point Campus student accommodation, a 4.92-acre site between Sheriff Street and Upper Mayor Street in Dublin Point Village area. The €70m project includes 966 bed spaces and associated ancillary spaces. In the UK, Greenwich Millennium Village is one of the most exciting new residential neighbourhoods in Europe. Following on from successfully completing Phase 3 and 4, Bennett is now well advanced on Phase 5 and recently commenced Phase 6 of the project. This project has a value of over £110m. At 111 Cannon Street, Bennett Construction recently completed a new office development


Aptiv offices at 5 Hanover Quay, Dublin. comprising an eight-storey office block with a retail unit on the ground floor, which included a Cat A fit out. The project value was £8.5m. Elsewhere in London, Bennett is working on the £70m Hounslow House, comprising circa 296 residential units across three distinct areas: south block, north block, and an eastern boundary line. It is also carrying out a £10m extension at the rear of Moreau House, Knightsbridge, opposite Harrods, with two additional floors added as well as extensive re-cladding work to the front façade. These works are being carried out while the ground floor retail unit remains operational. “Our partnership approach to projects has been beneficial for both ourselves and clients,” Paul Bruton explains. “We still target and tender suitable projects through traditional methods to ensure that we are providing market value to clients. In recent years, this prudence and flexibility allowed Bennett to become involved at the very early stages in a number of project life cycles, which pays dividends for all stakeholders. “A number of the projects have been secured through this partnership approach. Projects such as student accommodation developments, offices in Dublin, and aparthotels, etc, are a reflection of our willingness and ability to service client needs in a non-adversarial manner.

“Having developed a solid working relationship with clients such as Primark in Ireland, it has afforded us the opportunity to continue this relationship abroad, where we have built a team to deliver in Europe. Again, our delivery of projects in the UK market allowed us to assist some clients in their ventures into the Irish market, with preplanning and construction advice, which has led to Design and Build projects here for us. “Through open market tendering, we have secured and delivered many iconic building projects such as the award-winning new academic educational facility for RCSI and the Exo building on which the blue steel exoskeleton is progressing well at present.”


Paul Bruton describes Bennett’s core business as the safe delivery of quality building projects for clients, and this has not changed significantly in the past few years. “The value and size of projects have increased, and while material developments and the use of online platforms have helped us to streamline the process, essentially, we are still delivering building projects with dedicated teams on site. “Our delivery process is guided by a suite of documented management procedures and processes, which are continually updated and audited externally to ensure that we

can adapt to live projects situations, and to incorporate a flexible approach. An example of this would be the incorporation of BC(A) R requirements which was a slight variation on the documentation process, but easily incorporated once the parameters were understood.”


Although the construction sector is recovering, Paul Bruton is clear on the challenges affecting the industry. “The most significant challenge is the skills shortage. There is a strong demand for skills across all trades and professions, and we need to attract more skilled people back into the country, both ex-pats and new personnel, to meet this current demand. These initiatives need to be coupled with a continued focus on sustainable apprenticeships levels and suitable graduate recruits. “However, labour shortages affect everyone in the industry and seem to be cyclical in both trades and management levels,” he continues. “For example, for a period of time suitable project managers and competent engineering staff were difficult to recruit and maintain, and then it was surveying staff.” He says that increased activity in the construction industry is also putting pressure on suppliers’ and subcontractors’ resources. “The rise in pressure on subcontractors, together with a shortage of good quality


CONSTRUCTION LEADERS Paul Bruton list of issues that need urgent addressing. “Public procurement will need to change to attract more tier 1 contractors back into the process. A dramatic overhaul is required on the adversarial theme currently running through the Government Public Works Contracts (PWC). We have witnessed how the Irish construction market is susceptible to external shocks when large players become over-reliant on public projects. When it goes wrong, the fall-out does nothing to balance the risk across the industry with supply chains suffering. “The over-transfer of risk away from the awarding body [Government] comes with an inherent premium cost for risk buy-out, which is not always reflective of value. It may be appropriate to review the risk transfer mechanism, given recent lessons in public procurement routes. “The Government needs to bring back a partnership approach, open collaboration, price stability and certainty, similar to that in the private sector – with constraints that we have been working with for decades and delivering value to clients.”

A Labour of Love

CGI of The Exo Building, Dublin. managerial staff and an increase in material prices and skills shortages, is fuelling an increase in tender prices and construction inflation, which feeds into the overall sustainability of the sector, something we all need to be mindful of.”

Regional Balance

The regional imbalance in activity in Ireland is also of significant concern to Paul Bruton. “In the Irish market, the concentration of projects in the eastern area of the country concentrates pressures in terms of commuting times and living costs for staff and for our supply chain, and this is reflected in the tender process through inflationary pressure. While Project Ireland 2040 does seek to address this, it will take time. “As an industry, we need to be more focused on having sustainable levels of development across the country and job creation outside the Dublin region. “As members of the CIF and being a regionally-based company, we are conscious of the challenging fiscal space available for


Government and local authorities in the development of sustainable projects. We welcome the introduction of the ‘National Planning Framework’, which, coupled with the ‘National Development Plan 20182027’, confirms commitments to regional development that need to be followed up on with more refined local plans. “Jobs created through the redevelopment of infrastructure and smaller towns will lead to increased local opportunities and to more sustainable local economies. “Planning approvals and timeframes need to be more streamlined, as witnessed with the Apple Data Centre project in Athenry, to ensure that sustainable and worthwhile projects can be delivered in the regions without recourse to lengthy and costly processes.”


Talking about what Government could be doing to help the industry deliver on the goals of Project Ireland 2040, Paul Bruton places public procurement processes at the top of his

Paul Bruton believes that the construction industry is a labour of love for those who have stayed with it. “Most of us who get involved in the sector, stay through a love for the industry. However, we are all too aware of the continuing cyclical nature of what we do. “Any of us who have spent a few decades in the industry have witnessed a number of cycles of rise and fall with the resultant effect – not only in monetary terms, but also in human costs, where quality people have been forced out of the industry for more sustainable employment routes.

The Future

Having moved quickly to build its portfolio in Ireland and London, Bennett is looking to consolidate this in the coming year and expand with its clients across Europe. But all of this will be achieved in a timely manner, as continued prudence, loyalty and flexibility will guide the future development of the company. “We believe that we at Bennett Construction have demonstrated our ability to prudently manage the company and available resources, taking on projects that we can deliver within agreed programme parameters. We continue to build on existing teams with full-time staff recruitment, and look for staff who are looking to grow and consolidate their experiences with us. We continue to invest in plant resources to allow us to deliver value to our clients and we remain committed to this.” C

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CONSTRUCTION LEADERS David and Seamus Duggan

DIGITAL TRANSITION PLAYING CENTRAL ROLE IN DUGGAN BROTHERS’ SUCCESS David and Seamus Duggan, Joint Managing Directors, Duggan Brothers Contractors Ltd, discuss skills shortages, site safety and sector sustainability, with ROBBIE COUSINS.


ounded in 1923, Duggan Brothers Contractors Ltd is now in its third generation as a family-run business, with brothers David and Seamus Duggan sharing joint managing director duties. Duggan Brothers Contractors Ltd employs 110 management and support staff directly at its head office in Tipperary, and at regional offices in Dublin and Cork, as well as numerous sites across the country. All of the company’s project activity is within the Republic of Ireland, and the brothers say that they draw great pride in the collaborative approach that the company takes in working with clients and stakeholders to achieve successful project outcomes. In terms of scale and growth, Duggan Brothers turned over €63m in 2018, and the management team anticipates that turnover will grow to about € 90m in 2019. David Duggan explains that the company is a general building contractor with the capacity to take on a diverse range of projects. “We have extensive experience and work across many sectors as a result of the skillsets and capabilities of the highly-qualified people that work with us,” David explains. “We often find ourselves working on conservation projects, highly-serviced healthcare facilities, residential schemes and high-tech industrial/ pharmaceutical projects concurrently. “Each sector has its own individual requirements. However, we believe that our collaborative approach and progressive management systems allow us to adapt and work effectively irrespective of the sector. Furthermore, we have always been reluctant to become too reliant upon any one sector as the Irish construction industry can be a very fickle place.” Seamus Duggan is a recent past-president of the Master Builders’ and Contractors’ Association (MBCA). During his presidency, one of his main areas of concern was


Seamus and David Duggan, Joint Managing Directors, Duggan Brothers Contracting Ltd. addressing the tendering price race to the bottom and promoting a more sustainable industry. The diversity of Duggan project work has enabled the brothers to be mindful of this when looking at contracts to tender for. “We have invested heavily in developing our project management systems and personnel to enable us to meet the evolving needs of our clients and the industry,” explains Seamus. “We focus on adding value and trying to differentiate ourselves in the market place by promoting our strengths. We are selective in terms of the projects that we undertake, and favour tenders that include a qualitative element as part of the awarding mechanism rather than lowest price alone. “To meet the demands of our projects, we put a lot of emphasis on selecting the right supply chain partners – subcontractors and suppliers. Over the years, we have fostered strong links with key partners,

and this approach has enabled us to remain competitive, as well as deliver in terms of safety, quality and programme. Our supply chain is an extension of ourselves; they are the ones who ensure successful delivery of our projects, so their success leads to our success, and we recognise that.”

Digital Construction

Its investment in new systems has also positioned Duggan Brothers as an industry leader in the sector’s transition to digital construction techniques and modern methods of construction. David explains that the two cornerstones of the business are safety and quality. “We have always held these as core fundamentals of the business. But now we have much more evolved systems and practices to ensure we achieve consistently high standards in these areas. “For example, the adoption of BIM

CONSTRUCTION LEADERS David and Seamus Duggan

Wexford Garda Headquarters. and on-site technologies as well as the implementation of Lean practices have resulted in us being able to work more efficiently and safely, as well as streamline our business activities.” “We offer a much-enhanced range of services and specialisms today compared to the past,” Davis continues, “in the areas of design development, services coordination, façade coordination, etc. This is as a result of the changing industry, whereby more and more design responsibility is being passed down the line to the main contractor. We welcome this enhanced responsibility, as we believe that in many instances we are best placed to provide those services. The only proviso is that tender/contract documents should clearly define these roles, and that tender prices should adequately provide for the associated costs, which is not always the case.” Seamus adds, “We embrace new challenges and digital technologies to develop as a company, to improve client satisfaction, and to have a leading edge within the industry. As a company, we are conscious of providing the best service to our clients to enhance our level of service, quality standards and overall performance.” He says that as a result of focusing on developing its BIM capability, the company has enhanced the overall data management of projects. “A collaborative approach to design is key to produce better buildings,” Seamus continues. “BIM projects demand a high level of collaboration. We have key personnel with experience of working within a BIM environment. BIM also enables a better understanding of the requirements of various disciplines and their priorities. Furthermore, the introduction of tablet devices on site has also enabled the streamlining of the quality assurance and control process.”

Industry Challenges

Both Duggan brothers see current price inflation as a critical risk to the sustainability of the industry. “This is particularly relevant in the Dublin market, which is becoming quite overheated at present,” warns David. “It is adding a significant level of financial risk to projects, as low tender prices do not adequately reflect projected price inflation. This is being further fuelled by the lack of resources, possible SEO increases and potential Brexit fallout.” “The biggest challenge remains the sustainability of the industry,” says Seamus, “and the cycle of boom and bust that many seem to have accepted as being the norm. This mind frame needs to change, and it has to be led by our Government, particularly in the area of capital expenditure and investment. “The current housing crisis is as a result of years of lack of investment, despite lobbying from the industry, and this has resulted in a situation whereby we now have a massive undersupply in urban centres. We need a working housing market to overcome the current crisis and provide a level of housing that will enable our economy to grow. The Government is promoting several good initiatives. However, more needs to be done, particularly on a national level. In this regard, taxation on housing needs to be reduced to make building houses viable outside of the main urban centres.”

Skills Shortages

The economic crash resulted in 170,000 skilled workers leaving the industry between 2007-2013. Along with a huge rise in emigration, there was also a downfall in the number of individuals undertaking apprenticeship programmes. “During the recession, a huge number of skilled people left the industry, and school leavers avoided trades and construction-

focused third-level courses in pursuit of more sustainable careers in other industries,” says Seamus. “This is now having an effect on the industry’s ability to deliver as we need those young tradespeople. We do not have construction professionals there in sufficient numbers to meet demand. We as contractors also need to do more to promote the development of apprentices and young construction professionals.” “There has also been a major scarcity in engineering graduates in recent years, who are now in high demand,” adds David. “The challenge that we now face is competition from so many potential employers for a limited number of engineering/construction graduates. We are all competing against one another in the onboarding process, which is also resulting in climbing hiring and unsustainable costs. It is positive that as a country we are now looking at recruiting internationally to attract skilled workers that had left during the economic crash back to Ireland. However, this is also proving difficult because of the housing crisis, and we must recognise that.” “Economic revival is driving the construction industry back on the path to success,” comments Seamus. “Fortunately, there are several challenges that we as an industry can address by pulling together to rectify the skills shortage. We firmly believe that if each of us makes a conscious decision to improve the understanding in both primary and secondary schools of the varied roles and opportunities that there are within our industry in the coming years, we will have made a huge impact. “The CIF has been running an outstanding programme of visiting secondary schools with CIF members to talk to students and make them aware of the opportunities that our industry can provide for them. We attended several schools through this initiative last year


CONSTRUCTION LEADERS David and Seamus Duggan

Duggan Brothers management team: L to r: David Duggan, Joint Managing Director; Conor Scott, Financial Director; Kevin Duggan, Chairman; Seamus Duggan, Joint Managing Director; Eddie Cleary, Contracts Director; and John Butler, Contracts Director. and were very pleased by the interaction with and response from the students and teachers alike.”


“Uncertainty around the implications and fallout from Brexit also poses challenges for the Irish construction industry,” David adds. “The free movement of people and products between Ireland and the UK is critical for us to deliver certainty of price and value for money in both materials and tradespeople,” he says. “Currently, the Irish construction trade sources large percentages of the products used in building from the UK. Depending on whether a hard border is enforced or not this will raise serious logistical concerns and time delays for imports and exports. This will undoubtedly result in both scheduling and budget overruns due to delays.”

Industry Change

The Duggan brothers say several changes need to be put in place if a more sustainable industry is to be achieved, particularly when it comes to regional development. “The primary change we would like to see is the establishment of a more sustainable industry with a national focus,” says David. “As things stand there is a significant emphasis on the Dublin market, and to a lesser extent Cork, with fewer opportunities in the rest of the country. This is not a sustainable model and needs to change. “We hope that the National Development Plan and the National Planning Framework will be able to deliver upon this objective and we will be closely monitoring progress in this regard.” Seamus adds that the establishment of the Construction Sector Group should assist in giving the industry a stronger voice in terms of trying to develop a better industry.


“We will not attract the young talented tradespeople and management staff that our industry needs if we do not have a functioning sustainable industry that can support them throughout their careers.”

Employee Wellbeing

“We would like to see industry members and bodies creating an emphasis on employee health and wellbeing,” adds David. “The construction industry is renown as being a stressful industry that is mainly maledominated. Overall men have higher death rates than women for all of the leading causes of death, and have poorer lifestyles than women; and as a result of late presentation to health services, a large number of men’s health problems become untreatable. “We aim to ensure the safety of our workforce by creating a sustainable environment,” comments David. “As a result of this, we are currently rolling out a health and wellbeing strategy within the company. Over the past number of months, we have run programmes, including training on issues such as mental health; physical wellbeing and healthy lifestyles; health screenings; and safety incentives. “There is a need for policymakers, service providers and society as a whole to recognise the role we need to play to create health and wellbeing awareness within the industry.”

Project Portfolio

Turning to their portfolio, David and Seamus Duggan say that while they take pride in all of their work, there are several recent and current projects that stand out. “The new €10M DCU Student Hub building was a complex project,” says David. “The project required multiple work phases, work within a live campus, and the complexity of maintaining business as usual operations in the existing building for the

duration of the build. The modern building creates spaces for student activities, clubs and societies, and it is a platform for student democracy, advocacy and interaction. It is the first in a new breed of student union buildings, which aims to put the student experience to the fore, in the delivery of third-level education.” “Other highlights in 2018 include the completion of the new €22m Garda Divisional HQ Building in Wexford,” explains Seamus, “which required ground remediation. The building also has detailed brick facades and extensive internal oak joinery elements.” Current projects include the €15m 136-bedroom ALT Hotel development, on the site of the former Andrews Lane Theatre in Dublin city centre; the €16M Leopardstown Racecourse redevelopment; a €12m refurbishment of Leinster House; the €21m 160-bed Hendrick Hotel on Dorset St, Dublin, and the €36m Dominick Street new mixed-use development, which will comprise 72 social housing units, landscaped residential courtyard, community centre, commercial/ retail space, and a basement carpark.

Future Growth

David and Seamus Duggan’s goal for the next year is to sustain the continued growth of Duggan Brothers Contractors Ltd while continuing to add value to existing and new clients. “In addition to this, it is essential that we ensure our workforce is equipped with the necessary skillsets to continue to meet the demands of the industry,” says David. “Our commitment and continuous investment in the learning and development of our workforce will ensure that we have the ability within our highly experienced team to deliver quality projects,” Seamus concludes. C

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IF GOVERNMENT IS SERIOUS ABOUT THE NDP, IT NEEDS TO ROLL-OUT EARLY CONTRACTOR INVOLVEMENT Oliver Lonergan, Managing Director, Dornan Engineering, explains to ROBBIE COUSINS how he believes Irish construction should be addressing skills shortage and project delivery challenges.


aving worked overseas for 14 years in the early part of his career, in countries such as Kuwait, Saudi Arabia and the UAE in the Middle East, Singapore in the Far East, and the UK, Belgium and the Netherlands in Europe, before returning to Ireland in the 1990s, Oliver Lonergan gained invaluable experience in what would become important markets for the company he would later manage. “Working overseas in the 80s and 90s gave me an early insight into how companies operate in those countries and conviction to later pursue contracts there when the time came.” The original Dornan company was founded in 1966. Oliver Lonergan joined the company in 1998, and he was part of a team, which included Brian Acheson and Chris McGovern, that completed a management buy-out (MBO) in 2005. At the time of the MBO Dornan, like many others, was doing well at the height of the boom. But within a short time, the new owners were looking at a declining market in Ireland, so it became a necessity to pursue opportunities in new overseas markets if they were to realise their ambitions.


Dornan had built solid relationships with foreign direct investment (FDI) clients in Ireland and leveraged this to seek out opportunities in Europe. Its first opportunity came in 2007 when it secured a project for Pfizer in Strangnas, Sweden. “We had just finished a project in Ireland for Pfizer at that time and were able to move smoothly to the project in Sweden,” Oliver Lonergan says. “This was quickly followed by a project for a BMS subsidiary in Rhymney in Wales and a project for GSK in Coleford, Gloucestershire.


Oliver Lonergan, Managing Director, Dornan Engineering. Dornan’s first major project in continental Europe came in 2009 when it secured a €40m project for Ticona in Frankfurt, Germany. “Our timing meant that the company was able to weather much of the impacts of the downturn in Ireland,” Oliver Lonergan explains. “As many of our clients were FDI firms in Ireland, they knew our work here, and we understood their needs and the way they operate. Tendering for work with them elsewhere was a straight forward process.”


Dornan’s service offering covers the full range of construction sectors from pharma and biopharma to data centres, power, commercial, health and industrial. “We worked on our first data centre back in 2000, but after a couple of projects, the ‘dotcom’ bubble burst in the early ’00s. We had a gap of almost seven years before the latest wave of investment in the sector. Thankfully over the past 10 years, data centres have been a constant presence of our portfolio of work. “Our success has come about because of our straight-forward pragmatic approach to work; delivering projects and giving clients the confidence that we are the people to carry out the work they need, in a safe manner and to their quality requirements.”


Oliver Lonergan says that the company started working with BIM in about 2012. “BIM has since become central on all of our projects, where we provide a service from design to construction, and through to handover.” More recently, Dornan has developed its own project control system called Dornan Progress Reporting Information Scheduling Management (D’prism). “BIM and Lean are just two processes that complement many of the other elements within our operations. Both have been integrated into our work practices,” he explains. “However, we have developed our own management programme called D’prism over the past two years. This has brought us to another level by automating what we have been doing in project management in the past 15 years. It is the system we use to manage all our projects from scheduling to progress reporting to final handover. “With the automation of processes, for instance, all of our site supervisors are equipped with mobile devices, which contain all of the drawings and the work breakdown structure associated with their work scope. This gives them all the information they need to control and make decisions about


Dornan site supervisors are equipped with mobile devices, with all drawings and work breakdowns. their work scope. It also has a tool for snag compilation and control. Most importantly, the dynamism of D’prism allows for supervisors and managers to make quick decisions on the ground, based on the most up to date information. All progress information is fed into the system daily, so everyone can see in real-time exactly where we stand on a project at any given time, which in turn greatly assists in our decision making.”


Oliver Lonergan says the only way to address the long-term skills challenge is to get into the primary and secondary schools, and colleges early, engage with students, teachers and parents and listen to what is being said. “We visit many colleges in Cork and across the country. We also have a programme in operation in Scotland. Each year we take in over 30 graduates in engineering, quantity surveying, planning, and safety. “We currently have 100 apprentices on our books and have a comprehensive programme to develop skills and also identify future leaders in the company. “Unfortunately because many second level schools are results-orientated, they drive students towards third-level courses. The biggest frustration for us is that too many young people are taking up third level courses without considering the opportunities that an apprenticeship will give them. The result of this is a big drop out at third level because

some students are either in unsuitable courses, or college may not just suit them. These young people are missing great apprenticeship opportunities. He says that the industry needs to address the dynamic at play between the child, parent and schoolteacher “We need to show them that there are exciting career opportunities for young people that start with an apprenticeship. This is a stepping stone where they learn while they earn, and potentially see the world, and start to advance to project management and company management roles. Our ideal balance at Dornan is to have a mix of people from professional and crafts backgrounds making up our management team.”


Oliver Lonergan believes that one of the most beneficial results of the increase FDI in Ireland has been the introduction of Early Contractor Involvement (ECI), and he adds that if the Government is serious about delivering projects in the National Development Plan, it needs to roll out ECI across the board as soon as possible. “Much of our work is done collaboratively now,” he says, “primarily using a model called Integrated Project Delivery (IPD). This is non-adversarial, and it speeds up delivery. It involves the constructor at the decision making stage to ensure there is a clear understanding of what is required to be

constructed; the design is constructabilityproofed; and responsibility is passed to the constructor at an early stage of the process. This brings dividends as a project moves from design, through construction and on to handover stages at a better pace and understanding. This is the model that the Irish public sector could benefit greatly from. “IPD is proving very successfully on the projects on which we are using it. There is a sharing of increased costs and savings among the collaboration group. This has the result of getting the different companies to focus on the overall project as well as their own specific scope. This method is less stressful for everyone. When savings are made, we all share the benefit, where there are problems, we all share the risk. The important thing is that by working together and removing the top down traditional adversarial project management model, everyone is happier. “On one project at the moment, we have a collaboration agreement in place with seven other contractors, including the main contractor and subcontractors. We all have submitted our budgets for our respective work scopes, and are operating within those budgets. We sit down weekly and agree together how best to advance the project, rather than having one contractor driving the project. “As a result of this, we have saved about 20% of our hours, and the combined project team and client is benefitting.”


Oliver Lonergan says that Dornan Engineering has a good vein of work across several sectors in Ireland and internationally. “In Ireland, we are 85% through the Eli Lilly project in Kinsale, which has taken 300,000 manhours,” he explains. “We are also working with Janssen in Ringaskiddy, and recently completed work for Takeda in Dublin and Shire Pharma in Co Meath. “Last year, we had about £100m worth of business in the UK. Practically all of these projects are secured on a negotiated basis, which means we are not in a situation where we are in a competitive fight with others for the work. We also currently have work in Holland, Denmark and Sweden.” In closing, Oliver Lonergan refers back to the D’prism programme management system that was developed at the company, “I am very proud of what we have done at Dornan Engineering with the D’prism. It was a tremendous achievement that required huge input from and collaboration between all of our staff. It has brought the company to a new level in terms of efficient project delivery, and it will drive our success in the years to come,” he concludes. C





Gordon O’Regan, CEO, Keating, says Government and industry must modernise the Irish construction sector to make it attractive and accessible for all. ROBBIE COUSINS reports.


ordon O’Regan took over the role of CEO at marine and civil engineering contractor Keating, formerly L&M Keating, in early 2018. One of his first moves was to oversee the introduction of a strategic plan to guide the firm through its future development, to include expansion at home and overseas, staff development and wellbeing, and the further adoption of Lean practices and digital construction technologies into the company’s operations. In the past year, Keating opened new offices in Dublin and in Hampshire in the UK, moves that Gordon O’Regan says are essential for the company’s growth. But it remains connected to its roots in the mid-west, which he says is finally starting to experience some level of the development activity promised in ‘Project Ireland 2040’.

Gordon O’Regan, CEO, Keating.


Brexit could also result in UK public procurement policy stipulating the use of UK firms and materials only.


Keating is one of the country’s leading engineering contractors. In recent years, its portfolio has expanded to include complex civil engineering, building, marine and heritage projects. Most recently, it completed the Carlingford Lough Scenic Ferry Link between Greenore, Co Louth, and Greencastle, Co Down. Other projects include various works for Dublin Port on the Alexandra Basin redevelopment in JV with Roadbridge. Gordon O’Regan says the company’s diverse range of project types highlights its expertise in delivering significant work in Ireland and in the UK. “The UK has become more important to us from a business growth perspective, and we have expanded our footprint in that market. “Over the past few years, Lean principles have been integral to all of our operations and outputs. This has resulted in an improvement of over 25% in the areas of cost and quality, all culminating in greater productivity and

predictability,” he says. “We constantly review and evolve our workflows and collaborative processes.”

Staff Wellbeing

“Off-site as well as on-site, Keating continues to build its behavioural culture, so that inclusivity and the mental health and wellbeing of our employees are also crucial operative considerations for the company. “As well as being a flag bearer for Lean in Ireland, we want to pave the way for employee wellbeing resources in the Irish engineering and building sectors.”


Gordon O’Regan is much concerned about the impact of Brexit on Irish construction. But he also sees opportunities. “The main challenge at the moment is to prepare for and overcome the obstacles


presented by Brexit. It has many implications for the construction industry,” he continues. “While there’s much uncertainty, we aim to forecast and prepare for all potential associated challenges. For example, after Brexit, importers and exporters may face duties or limits on quantities, which could lead to a shortage of construction materials or an increase in costs. “Brexit could also result in UK public procurement policy stipulating the use of UK firms and materials only, thus excluding Irish-based companies and contractors from future projects. “But, there will also be opportunities,” he says “For instance, Brexit is already impacting on plans for the development of Irish ports. “Going forward, we as an industry and country need to maintain our attractiveness to new talent and business, which may come due to the changing borders of the customs union.”


CONSTRUCTION LEADERS Gordon O’Regan project objectives.”

Future of Irish Construction

Pictured at the official opening of the new Keating office in Dublin, l to r: Ian Lynch, HSEQ Manager, Keating; Pat Breen, TD, Minister of State for Trade, Employment, Business, and EU Digital Single Market and Data Protection; Gordon O’Regan, CEO, Keating; and Louis Keating, Preconstruction Director, Keating. Alexandra Basin redevelopment for Dublin Port Company.

Recruitment and Retention

Gordon O’Regan says that Ireland is competing globally on the basis of talent and the retention and supply of expertise is a challenge that the industry will continue to face in the coming years. “In tandem with this, firms are trying to procure talent in an industry that has somewhat of a reputation for unregular and unsociable working hours and locations of work. This needs to be addressed by propelling industry efforts in two ways. “First, with current talent, we must provide the resources necessary for upskilling and promoting professional development. Second, with prospective talent, we need to drive diversity and inclusivity in the industry, to make it attractive and accessible to all.”

Project Ireland 2040

Gordon O’Regan welcomed the ambition of Project Ireland 2040, comprising The National Planning Framework (NPF); and The National Development Plan 2018-2027 (NDP).


“This kind of long-term planning is precisely what the industry needs to attract talent and people to Ireland. We need to make Ireland an international hub for ambition and innovation within the industry. “The challenge for Government now is to get the procurement element of such major projects right. The Government needs to finance and support projects that boost our industry, in terms of building the infrastructure of the country, especially in the regions, and encouraging new investment and building skills. The aforementioned will in return continue to make Ireland an attractive base for talent and innovation.”

Digital Transition

“Additionally, it is essential that Government aids the industry to embrace digitalisation, automation, BIM, and evolving technologies,” he adds. “We have already seen with Keating’s adoption of such, that outcomes improve in terms of cost, programme, carbon reduction and exports.” He believes that the industry as a whole should complete its digital transition as soon as possible, as well as make Lean the norm on all sites. “As an industry, we should all be adopting and promoting succinct work practices, efficiency, collaboration and sustainability. Industry-wide adoption of Lean Construction is essential to move forward. “When our results are based on production management principles as well as achieving client expectations and using less of everything, we will thrive on greater productivity, satisfied customers and shorter construction periods. We should also be looking at the supply chain as a whole, and promoting collaborative and synergetic ways of working to deliver, and indeed exceed,

Looking to the future of the Irish construction industry, Gordon O’Regan says it must look beyond the short term and ensure that the talent is there to deliver increasingly challenging and complex projects. “The construction industry is no different to any other industry in that diversity and inclusion will help it prosper,” he says. “The industry needs to promote and enable current talent to upskill and evolve, as well as provide access that is equal for all, in the form of promoting STEM subjects at second and third level, right through to graduate programmes that have positive outcomes at the end. All the while it should be challenging the preconceptions associated with the industry, such as it being a male-dominated sphere.”

Regional Balance

He says ‘Project Ireland 2040’ places an onus on the Government to ensure that long-term planning and development involves regional areas. “Some of the projects we have worked on, along the west, in particular, are a testament to the return in investment, with projects boosting tourism and local economies. Keating has, and always will, maintain a fundamental base in Co Clare. Our 30 years here prove that Irish business can thrive and expand in our regional areas and townlands.”


Gordon O’Regan is ambitious to develop Keating’s overseas operations. “Our overall priority as an industry is to concentrate on building a sustainable sector for the future. Our goal as a company is to continue to grow the business in a controlled manner, drawing upon its strengths to create shareholder and customer value, jobs and career opportunities. “The company’s recent rebrand is one of the leading steps we have taken to ensure our future sustainability and growth. Our new Dublin office is a crucial point for our portfolio, which is seeing an increase in more continental projects. Despite Brexit, our new Dublin office is opening up opportunities in the UK and Northern Europe, particularly in Norway and Sweden. “Our base in Co Clare can facilitate operations across the west coast, which also drives development and employment for these regions. Providing valuable opportunities to employ and train local people is part of what Keating has always done, and will continue to do, delivering lasting skills and socio-economic legacy benefits,” he concludes. C




WE WANT TO WORK FOR CLIENTS THAT UNDERSTAND ‘WIN-WIN’ RELATIONSHIPS John G Murphy, Managing Director, Murphy International and current Vice President of the CECA, speaks to ROBBIE COUSINS about the ‘win-win’ relationships contractor and clients should have, and what measures he believes would put Irish construction on a more sustainable footing.


ounded in the 1950s, J Murphy & Sons Ltd has operations in the United Kingdom, Ireland and Canada. Its Irish wing, Murphy International, based in Co Kildare, has a diverse project portfolio, covering the fields of civil engineering, process engineering, piling, operate and maintenance, general building and steel fabrication. The company also provides services to its overseas operations in the UK and Canada, which served it well during the downturn. John G Murphy is mindful of the importance that market diversity has played in enabling the company survive the downturn relatively unscathed. Having experienced the ups and downs of the construction industry, he believes the time is now right for the construction sector in Ireland to take steps to move beyond the boom-bust cycles that have characterised it in the past and establish an industry that is attractive to ambitious young people looking to set out on secure and sustainable careers.

term contracts that ran right through the recession, and we were lucky to be part of the UK-based Murphy Group, which fed us opportunities in the UK, especially around our piling, steel fabrication and steel gas main expertise. This left us in good shape when the economy started to improve. By the end of the recession, we had no debts and had managed to retain all our people, which is really important for a direct delivery organisation.”



He opens our interview by explaining that Murphy International was in a better position than many others to manage the last recession because of its scale, international network, and the diversity of its operations. “Like everyone else, during the last recession, Murphy’s goal was for our Irish business to survive. We had a fabrication business in Newbridge, which manufactured steel structures, primarily bridges, for export to the UK for erection on Network Rail projects. We also had several long

John G Murphy, Managing Director, Murphy International.

The Murphy Group is now looking to grow in the next 10 years, and John G Murphy says there is an ambitious global strategic plan to put the company on a more sustainable footing. “Expansion and development of our Irish business is central to achieving our targets. Our development strategy is aligned with sensible risk profiling and optimising our wide and diverse range of capabilities. For instance, we are exploring niche and specialist contract opportunities.

“In Ireland, we are conscious of market constraints, such as onerous procurement processes, unreasonable contract conditions, and the domestic labour supply, all of which result in regular strategy reviews to help us maintain momentum. “To counter these challenges, we are moving away from low-margin and high-risk work. It’s better an empty house than a bad tenant,” he continues. “This means not taking on some works we would have taken on in the past. By moving to more sustainable work streams, we want to work for clients that understand the ‘win-win’ relationships we want to cultivate. “The challenge in the current Irish market is to pick the right projects, the right clients, employ the right people, retain your culture, and resist growing too quickly, which is the ultimate balancing act. I think most contractors have learned their lesson from the last boom and I don’t see evidence of rapid expansion this time around. “Trying to run a business in a poorly



Murphy International is moving away from low margin, high risk work and clients and transactional relationships. functioning market is difficult,” he continues. While it is better to be in an expanding market than a contracting one, it would be nice, at least for a while, to experience a few years of normal sustainable growth. “Exporting is also an important part of our development plans, particularly in our steel, piling and process engineering business units. This will help minimise our risk.”


Climate change, or more specifically reducing greenhouse gas emissions, is also a large part of the Murphy plan for the coming years. John G Murphy says the company is ideally placed to help businesses in this area, but the Government needs to move quickly if it is serious about tackling emissions. “Ireland has a target of 70% of its energy to be generated from renewable sources by 2030. The wind energy sector in Ireland offers significant opportunities over the next decade, and we are an ideal construction partner for clients in this sector. We carry all the required disciplines in-house – civil engineering, ground engineering, structural steel, and power distribution.


John G Murphy believes procurement processes, particularly public procurement, have become ever more onerous in recent years. “While it is progressive and encouraging to see a greater emphasis on the most economically advantageous tender (MEAT) award criteria, the fact that price still typically carries a higher weighting over quality,



To counter these challenges, we are moving away from low-margin and high-risk work.

competence, and experience, is a big concern. “The difference between open and restricted procedures is often negligible. Tender periods are generally tight and timepressured. Again, while it is hugely positive to note the volume of opportunities currently presenting, we are selective and do not have a scattergun approach to bidding opportunities. The workload involved in competitive bid preparation and submission is huge and requires specific skillsets. For contractors, our overhead is sacrosanct. Success rates need to be commensurate with the time and cost involved. It is something we need to look at, not just as a company, but as an industry.”


Client confidence is the key motivator for Murphy International, and John G Murphy says reliable delivery is fundamental to securing client confidence. “Murphy is a self-delivery contractor. This is the model upon which the company was founded over 60 years ago and has served us well ever since. We are not a project management company, and it is not our intention to become one. Self-delivery means we need to fully understand all


aspects of project delivery, and that complete understanding and control gives our clients confidence in our capabilities and has generated the opportunities to develop our business across several markets and sectors.”


Recruitment is a key concern across the industry. “Like other companies, we struggle when it comes to recruitment. In every recession, I can remember the first casualty is investment in infrastructure. The economic principle that governments save funds in a boom, letting private money fuel the construction industry, and then release those funds in a recession to sustain the industry and the economy, is unfortunately, the opposite to what actually happens. “The short-sighted ‘when I have it, I spend it’ economic principle has prevailed in the recent past, resulting in the ‘when I really need it, I don’t have it’, scenario. Setting out on a career where the employment cycle is like this, you will be over-burdened for seven years and then unemployed for seven years. We need to break this cycle.” As contractors, how we attract and

CONSTRUCTION LEADERS John G Murphy retain emerging talent is vital to creating a sustainable industry. Students take-up of engineering- and construction-related courses fluctuates according to how the general economy is doing. “We are losing graduates to the tech and pharma sectors, as many young professionals see these as more sustainable career paths to pursue, offering greater job security, rewards, work/life balance, flexibility, and certainty in terms of location and career progression. We need to redress this imbalance. We need to get smarter as to how we sell our industry to aspiring professionals and tradespeople. We need to get smarter as to how we recruit, retain, mentor, and develop the next generation. “Murphy International takes pride in providing long-term sustainable employment for our people, and I am glad to say we have 15 apprentices already this year and are looking to take on more at the end of the school year this summer.”


John G Murphy says the damage caused by the introduction of the Government Form of Contracts has been recognised in the last couple of years. “We have seen improvements in the risk profile of Government contracts. This improvement was set to continue with the reintroduction of an inflation clause in Government contracts this year. However, we are a long way from being an efficient and productive industry. Far too much time and effort are expended on commercial disputes and too little time on quality, safety and productivity. We recently had a tender where the client deemed it fair that the contractor was responsible for Brexit. It is common to read clauses that state the contractor is responsible for the client’s errors. These type of clauses drive the wrong behaviours in our industry and promote disputes. We need construction contracts that are fair, equitable and fit for purpose. “Government needs to understand better the role of the construction industry in protecting and growing Ireland’s economic wellbeing on a sustainable basis, and not view it as a natural boom and bust sector. It needs to be the facilitator, not the blocker, of infrastructure delivery. “The language coming out of the underestimation of the cost of the New Children’s Hospital would make you worry that we haven’t learned anything from the last 10 years.” John G Murphy says the industry needs to continue talking about sustainability. “How do we continue to develop an industry that is safe to work in? he asks.

Piling Works at Birr Water Treatment Plant. How do we promote quality and treat the environment better? Why are we filling landfills with inert material, or worse still, burning fossil fuels to transport material abroad and fill up landfills in Germany and Norway? How do we increase productivity and help make Ireland competitive?”


Regional imbalance is a huge issue. As London is the powerhouse that drives England, so Dublin occupies that position in Ireland. “With the threat of Brexit, Dublin will soon be the largest English-speaking city in the EU and will become a financial centre, dwarfing what you would expect for a country our size. The madness of always building outside the M50 to satisfy Dublin’s requirement for living space for badly needed workers has finally been recognised and actioned. “The granting of permission to build a 22-storey building in the city is hopefully only the start. I cannot wait to see a skyscraper in Ireland, and by the sounds of it, Cork might get there first. If the infrastructure is there, then the business will follow.” He says Dublin’s population gives it a massive advantage over other regions and it will continue to be the centre of greatest investment. “This is a double-edged sword. The city is becoming choked, house prices are prohibitive, lack of public transport and hours spent commuting short distances are making

it a less attractive place for many to live, work, and do business. “Metrolink, LUAS extensions, and BusConnects are all fantastic projects at various stages of planning which hopefully will commence over the next few years. However, cost-benefit analysis and planning opposition could well see them delayed or de-scaled in terms of size. If that is the case, it would be great to see ring-fenced funding redistributed elsewhere within the industry.” Other regions also have capacity. “Building the M20 Cork-Limerick motorway is a no-brainer, this was a shovelready project before being mothballed when the economy collapsed. The fact that now, a decade later, it is back at the design stage is an indictment of how we progress infrastructure projects of national significance in this country. “Linking Cork, Limerick, Galway and the northwest would open up huge potential and possibilities outside of the greater Dublin area, and it makes perfect sense to spread the workload. Greater inter-urban connectivity with regional airports in Cork, Shannon, and Knock would open up the whole western corridor to investment and development. “If we create substantial construction jobs and long-term sustainable work opportunities throughout the western region, the new workforces would buy houses and would be able to get to and from work in a reasonable time. If the environment is right, businesses will come,” he concludes. C



STAFF COMMITMENT CENTRAL TO WALLS’ SUCCESS STORY Eugene O’Shea, Managing Director, Walls Construction, tells ROBBIE COUSINS the CIF has been very effective in addressing skills shortages but greater buy-in by industry is needed in order to have a real impact.


alls Construction continued to grow its business over the past 12 months. Current turnover exceeds €250m, which has grown in a controlled manner from €100m at the time of a management buy-out (MBO) in 2015, says Eugene O’Shea. The main areas of increased activity for the company are in commercial, residential and student accommodation projects. For example, Walls currently has six student accommodation projects in Dublin alone, in locations such as Cork Street, the North Circular Road, Dominick Street and Ballymun. On the commenced side, a major development for Aldgate at Termini on Arkle Road, Sandyford, Dublin, is underway, alongside similar projects for leading developers such as Ballymore and Marlet, Eugene O’Shea is confident that the company’s expertise in this sector will enable it to secure its market share. However, with a lifelong career in construction, he recognises the cyclical nature of the industry and the need to maintain a sustainable level of growth in the years ahead. “Our approach is to deliberately restrain our turnover growth, without requiring a step change in our fixed-cost overhead base or placing overreliance on newly-recruited resources. This commitment to sustainability ensures that the company has a high degree of control over its performance and will be well positioned to absorb an inevitable market correction, without damaging the fabric of the business,” he says. Walls has maintained a considerable site presence throughout Dublin in recent years, not least on North Wall Quay, where it completed the multi-award winning new Central Bank of Ireland HQ building, while the adjacent Dublin Landings mixed-use development for Ballymore is nearing completion. “Planning permission for the Docklands Strategic Development Zone (SDZ) was only granted five years ago, and the extent of development since then, including several Walls managed projects, reflects well on our ability to construct high-end work and living spaces to demanding schedules,” he says.


Employee numbers have increased beyond the 250 mark, with more than 100 additional staff recruited since the beginning of 2018. “Like all companies in our sector, there is a skills shortage and the need to attract and retain people is critical. We have had some success in attracting engineering, project and site management personnel home from abroad, particularly from the UK, but in disciplines such as quantity surveying and civil engineering, candidates remain in short supply,” Eugene O’Shea explains. He welcomes the recent decision by the Department of Business, Enterprise and Innovation to add construction professions to the Critical Skills Occupation list, easing access to employment permits for job seekers from abroad. “It brings new skilled professionals into the Irish construction sector. We are a ‘Trusted Partner’ with the Department and are stepping up the recruitment of non-Irish nationals from countries such as South


Eugene O’Shea, Managing Director, Walls Construction. Africa and Malaysia,” he elaborates.


Walls has made senior management appointments in response to the increased levels of current activity, with succession planning being a key objective for the company’s board. These include the appointment of six new divisional directors, four in construction, including quantity surveying, and one each in estimating and finance. All appointments were internal promotions, which reflects the company’s commitment to developing its people from within. Eugene O’Shea is proud of the fact that the increase in the company’s activity over the past four years has created promotional opportunities, especially for its experienced home-grown talent whose careers were ‘on hold’ during the downturn. While much has been written about the shortage of qualified staff in certain professions, he is keen to point out that this challenge extends to the construction trades, where the apprenticeship programme for the construction industry requires serious attention from all interested parties, for it to be sustained in any meaningful fashion. “The CIF is focused on making this happen,” he says, “and the main players in the industry need to give a meaningful commitment, in the form of jobs, promotion and resources; otherwise a key lifeline for the industry, which in previous decades served it extremely well, will be lost.”


The company’s track record of completing award-winning construction projects continued when LinkedIn’s new EMEA HQ building won the coveted ‘Commercial Over €10m’ category at the ICE Awards this year.


AIB, Central Park, Dublin. “The entrants in this category included several major commercial buildings, and this achievement was due recognition for the tremendous effort made by RKD and AECOM in their design, the Walls team for delivering a superb workplace, and, of course, our client, LinkedIn, for their vision. The quality and quantity of entrants in this particular category was extremely high, and we are justifiably thrilled with this award,” he says. Walls also has a proud safety record and has received numerous accolades for safety. A consistent high achiever at the NISO/NISG awards, in 2018 the company was selected as the regional award winner for the east region. “Our HSE employee numbers have increased significantly over the past three years, operating within a culture of continuous improvement evidenced by the achievement and retention of various national and international standards and the introduction of safer systems of work, including increased use of technology,” Eugene O’Shea notes. Walls was also selected at the Deloitte Best Managed Companies annual awards gala this year. The company was awarded the designation following a detailed qualification and judging process that evaluates the entire management team and business strategy, looking beyond financial performance at criteria such as operational excellence, strategic planning, governance and talent strategy. “A key element of the judging process for the Deloitte award was an examination of areas such as employee engagement and culture. We are developing guiding principles around how we deal with our clients, employees, subcontractor partners, the general public and others who interact with the company,” explains Eugene O’Shea. “In many cases, these are employee-led, focusing on learning and development, knowledge sharing, work-life balance initiatives and various corporate social responsibility activities.”


Eugene O’Shea is delighted that newly introduced work-life balance

and wellbeing initiatives, largely under the auspices of an employee-led Wellness Committee, are proving popular. “It is early days yet, but activities such as mindfulness apps, lunchtime yoga, healthy eating and improvements to work-life balance generally, such as earlier finishing times, are up and running.”


Looking ahead to the second half of 2019 and beyond, he says that Walls intends to increase its workload outside Dublin, with an immediate focus on the Munster region. “We have had a regional office in Cork for 20 years, which has completed major projects such as the Maternity Hospital at CUH and the UCC College of Medicine, Nursing and Therapies”, says Eugene O’Shea. “While acknowledging that the economic recovery of the past five years is very biased in Dublin’s favour, I am determined to see Walls more active outside of the capital.” The company is also intent on capitalising on R&D and technology and their application in the industry. It has entered into partnerships to roll out software solutions to enhance productivity and verify the quality of construction achieved on projects. “We are also adopting Lean construction principles and off-site fabrication, where they add value and quality to the building process.” Finally, Eugene O’Shea points out that Walls has relationships with practically every third-level college in the country, in terms of offering internship and employment opportunities to students in the construction-related disciplines, which is a vital source of new employees and tomorrow’s managers. “We want to see improved participation rates in courses such as engineering and quantity surveying, which are needed to meet the demand for talent in the industry now and into the future. I joined Walls directly from UCD many years ago, and the career opportunities for graduates in our industry are better now than at any time in my career,” he concludes. C


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While Jimmy Kirby, Managing Director, Kirby Group Engineering, believes Irish construction needs to improve on its efficiency, and he sees the current skills shortage as an opportunity to address this. ROBBIE COUSINS reports.


immy Kirby sees efficiency improvements and recruitment as the two most significant challenges facing his company and the Irish M&E sector as a whole at the current time. During the downturn, Kirby Group Engineering, like many other Irish M&E firms, looked to overseas markets to sustain and grow their operations. This strategy has paid dividends, as can be seen in the international turnovers achieved by many of these firms. In the case of Kirby Group Engineering, international turnover accounted for 21% of a total €166m turnover in 2018. This percentage is growing year on year and is set to increase to 30% in 2019, while the company also maintains a strong Irish base, according to Jimmy Kirby. “Kirby has undergone significant changes in recent times,” Jimmy Kirby explains. “Over the past number of years, our turnover has more than tripled, from €58m in 2010 to a projected €200m in 2019. To meet our growth, we have significantly increased employee numbers to a present-day figure of over 800 directly-employed professionals. “We opened our first international office in 2008. In 2010, we secured our first European project, and since then we have continued to successfully develop and grow our international operations to the point where today we have seven offices across Ireland, the UK and Mainland Europe.” Over the past 12 months, Kirby Group Engineering has significantly increased its rate of expansion into Mainland Europe, securing high-profile projects in Sweden, Finland and the Netherlands. It has complemented this growth and increased its capacity for growth with key appointments at executive level.


“We have strengthened our capabilities and developed an in-house integrated project execution process, called the ‘Kirby Way’,” the Kirby Group Engineering managing director continues. “This involves creating and sharing value through working collaboratively and deploying highly-skilled and dedicated

at Limerick Institute of Technology. This new two-year programme has been developed for qualified electricians who wish to progress up the qualifications ladder.” As the construction industry grows, the skills shortage will continue to be a challenge. “Investments in education, apprenticeships and promoting careers in STEM will go some way to addressing the skills shortage issue,” he says. “In addition to this, Government should play a more significant role in attracting people home/to Ireland to work in the industry. Providing more work permits for non-EU workers is another way to help meet short-term skills needs.”


Jimmy Kirby, Managing Director, Kirby Group Engineering. project teams who are committed to the success and delivery of the project. “We also place a strong emphasis on innovation, digital construction and in off-site fabrication. All of these bring efficiency gains and increased value for our customers.”


“As with other companies, two of the most prominent challenges are the skills shortage and increasing the efficiency of our projects. “We have addressed skills shortages by developing strong apprenticeship and graduate programmes,” Jimmy Kirby explains. “We emphasise upskilling, and we invest heavily in training and development. We provide excellent learning and development opportunities for new and existing staff members, to help maximise their potential as they progress in their current and future roles within the company. “We are building mutually beneficial links with third-level institutions. For example, we were involved in the development of a new Level 7 Bachelor of Engineering in Industrial Electrical Engineering programme

Jimmy Kirby believes that the construction industry has some ground to make up in terms of efficiency, as it has fallen behind other sectors. “Efficiency improvements and recruitment are the two most significant challenges facing Kirby Group Engineering and the Irish M&E sector as a whole at the current time. “The industry should be using the current skills challenge to become more efficient,” he continues. “This can be achieved by investing in digital construction and employing Lean practices and processes.” “Ultimately, projects are getting more complex. In order to meet this challenge, the industry will need to continue to embrace innovation and become more efficient. “Other sectors have hit 45% efficiency gains over the past 25 years, whereas construction has been flatlining,” he notes. “The whole project process needs to be improved. It’s not just contractors who need to improve. All project stakeholders have to move closer towards a Lean approach, similar to the manufacturing industry. Improvements are required all along the project life-cycle, from design, through construction and commissioning. “This is a challenge for the industry globally. We are doing what we can to continue to improve efficiency in our own organisation.”



New appointments to Kirby Group Engineering management team. L to r: Mikey Ryan, Associate Director (Connacht Region); Dave McNamara, Operations Director (Munster and Europe Regions); Jimmy Kirby, Managing Director; and Hugh Nealon, Associate Director (Munster and Europe Regions).


Kirby Group Engineering has a number of ongoing projects nationwide and overseas. This portfolio includes Alexion Pharmaceuticals in Dublin, Astellas in Kerry, Analog Devices in Limerick, Slane Distillery in Meath, Autodesk HQ in Dublin, Mylan in Galway, and a 132kV substation in Scotland for a confidential client. Kirby is also currently completing several data centres for confidential clients in Ireland, the UK, Finland, Sweden and the Netherlands.


Jimmy Kirby says the company started to invest in BIM in 2012 and having seen the benefit of this, followed up with further investment to the point where he says it is now at the forefront of BIM utilisation, with BIM being used on all its projects. “Significant progress has been made on projects and we have achieved efficiencybased savings of 9% of the overall manhours through 3D modelling and off-site fabrication. “Our overall approach to Lean at site level is through cycle time reduction and eliminating rework. “Through early engagement and collaboration, our prefabrication, modularisation and digital construction approach allows us to continuously deliver value to our clients by making a positive impact on key project drivers, such as programme, Q-EHS, budget, and overall delivery. This ensures the best possible project outcome for our clients.”




Efficiency and recruitment are the two most significant challenges facing Kirby and the Irish M&E sector as a whole at the current time.


Kirby Group Engineering has utilised offsite fabrication and a modular construction approach for many years. Jimmy Kirby summarises the benefits to both client and company as follows: “We have reduced on-site construction duration, reduced management costs and mitigated some associated risks, and, depending on the module type, Lean manufacturing in a factory environment can generate additional cost savings.”

Last year, Kirby Group Engineering joined Host in Ireland as a strategic partner, and it plays an active role in strengthening Ireland’s position as an optimum location for digital assets by sharing its in-depth knowledge and expertise in delivering high quality, efficient and resilient data centre infrastructure. Mark Flanagan, Operations Director, Kirby Group Engineering, is a member of the Host in Ireland Executive Committee.


“In 2018, we were awarded gold accreditation against the ‘Investors in People Standard’,” Jimmy Kirby says, “demonstrating our commitment to high performance through good people management. Investors in People is the international standard for people management, defining what it takes to lead, support and manage people effectively to achieve sustainable results. We were also named as a leader in people management practice globally, having been shortlisted in the ‘Gold Employer of the Year 250+’ category at the Investors in People Awards 2018.” In closing, Jimmy Kirby says that the company plan is to continue investing in its people and operations. “In the coming years, Kirby Group Engineering will continue to focus on strengthening our capabilities, investing in technology, and training and developing our employees, while developing our leadership team, in order to deliver upon our core values of safety, quality, delivery and creating and sharing value with our customers,” he concludes. C

Integrity Software would like to congratulate all our customers and wish them continued success in the Irish construction industry.


Purchase Transactions Turnover

85,470.45 Outstanding

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Commercial Feature feature – GaS Gas networks CommerCial NetWorKSireland irelaND

NaTURal gaS aNd The ChaNgINg bUIldINg RegUlaTIONS


as Networks Ireland is part of the Ervia group. We operate, build and maintain the natural gas network in Ireland and connect all customers to the network. Natural gas offers benefits for new houses built on or near the natural gas network. Natural gas is versatile and can be used to power a range of appliances including gas boilers for space heating and hot water, ovens, hobs, tumble dryers, real flame fires and outdoor lighting. It is convenient and reliable with a constant uninterrupted supply piped straight to homes, there is no need to order, arrange deliveries, or have outdoor heat pump units occupying valuable garden space. In 2018, Gas Networks Ireland connected over 7,000 new housing units to the natural gas network, all of which complied with Part L of the building regulations (conservation of fuel and energy). Lar Burke, New Housing Manager in Gas Networks Ireland, explains ”In the past 5 years, we have secured orders to connect over 23,000 new housing units to the gas network, this is in addition to the 3,500 existing housing stock orders we secure year on year”. Natural

xx 2018 50 CONSTRUCTION CONSTRUCTIONXxxxxxx CIF Top 50 2019

gas is the cleanest conventional fuel composed of 95% pure methane. This ensures significantly less carbon dioxide emissions compared to other conventional fuels. Natural gas is also one of the most cost effective ways of meeting current and future Part L of the building regulations. Gas Networks Ireland is introducing renewable gas into the network. Our mission is to have 20% of the network renewable by 2030. Its potential as a renewable fuel for heat, electricity and transport is well-recognised in response to the EU’s commitment to becoming a highly energyefficient, low carbon economy. Gas Networks Ireland recently presented at the Construction Industry Federation’s (CIF’s) annual Irish Home Builder Association workshops. Local builders and developers attended the workshops across the country. Gas Networks Ireland delivered a presentation on how to meet the expected changes to the building regulations, known as

Part L 2018, Nearly Zero Energy Building (NZEB) using natural gas in combination with renewable technologies such as photovoltaic (PV) panels, solar thermal panels or combined heat and power (CHP) units in district heating systems for apartment buildings. Lorcan Cooke, Gas Applications Engineer in Gas Networks Ireland, describes how “In order to meet NZEB regulations using natural gas there are a number of options available to the prospective builder, developer or design engineer. These options include a combination of a highly efficient gas boiler (90% efficiency) and a range of renewable technologies including, but not limited to, PV panels, solar thermal panels, and Combined Heat and Power (CHP) units”. While the final details of these changes are yet to be published, it is expected that a building compliant with NZEB will need to reduce its energy requirements by 70%, reduce carbon emissions by 65%, and make additional improvements in the levels of insulation, thermal bridging and air tightness. A large portion of the primary energy demand of the building will also need to be met by renewable sources, with a minimum acceptable level of 20%. Here in Gas Networks Ireland, we can aid you in this endeavour. The expected changes to Part L for NZEB compliance in relation to the Carbon Performance Coefficient (CPC), Energy Performance Coefficient (EPC), Renewable Energy Ratio (RER) and energy value of the dwellings are detailed in the following table:

Part L (Current)

NZEB (Proposed)

Energy Performance Coefficient (EPC)



Carbon Performance Coefficient (CPC)



Primary Energy Value

<75kWh/M2/Year (A3)

<45kWh/M2/Year (A2)

Renewable Requirements

10 kWh of renewable thermal energy per m2

RER @ 20%




n February 1969, a small number of volunteers made up of students from University College Dublin and Trinity College, packed up their flasks of soup and sandwiches and set out on the streets of Dublin to provide food and support to people experiencing homelessness. Within a few short months the volunteers had set up a base on Winetavern Street, in a house owned by the Franciscans. They later moved onto Sarsfield Quay by the Liffey. This marked the beginning of the Simon Community in Dublin, and this year we are commemorating 50 years of helping people to rebuild their lives. Our story began in London with Anton Wallich Clifford, “Simon Community was built of my frustrations” he would say. His visit to Dublin in 1969 was to initiate cross-water cooperation and was provoked by the large numbers of Irish in Britain who the Simon Community were working with. Simon offered a different kind of service for those experiencing homelessness, Simon was a community, offering a radical alternative to institutional care. The “Simon” ethos was to be non-judgmental, to accept people as we found them and offer unconditional help - a community in it for each other. Over the past 50 years, Simon has served people fighting for survival, robbed of humanity and dignity. They were homeless, roofless, isolated and needed nourishment, shelter, acceptance and respect. We have continued to adapt to the current situation and expand our services to meet the needs of people experiencing homelessness. We now provide services at all stages of homelessness to over 6,200 adults and children in Dublin, Kildare, Wicklow, Meath, Louth, Cavan and Monaghan and enable people to move to a place they can call home. Each day we are delivering outreach to people who are rough sleeping, housing for individuals and families, treatment for those dealing with health issues, support to keep people in their homes and education and training to get them back on their feet. Presently in Ireland there are over 10,300 adults and children living in emergency accommodation without having access to a basic human need. These figures do not include people sleeping rough or surviving in squats, women and children in refuges, people in direct provision and those who are ‘hidden homeless’ - people staying with family or friends as they have nowhere else to go. Every person has their own story; what is common to all is that homelessness and housing insecurity is traumatic, stressful and filled with uncertainty. In the past years, we have increased our housing to respond to the urgent need. We are responding to an unprecedented demand for help whilst also enhancing and changing how we deliver homes to the most vulnerable in our society. Our response continues to evolve due to the nature of this very complex housing crisis we are facing into. We are focused on long term, innovative, sustainable housing. Our 5-year strategic housing plan starting in 2016, has the ambitious aim to acquire homes to help over 750 men, women and children move from homelessness to a place of their own. Since the commencement of our five year plan we have acquired 211 independent units of accommodation, providing homes to over 660 individuals, couples and families. To commemorate 50 years of Dublin Simon Community rebuilding lives, we are partnering with the Construction Industry Federation and the Construction Network of Ireland for the 50 Homes for 50 Years of Simon Campaign. The campaign will see construction companies coming together to support the Simon Community in acquiring

Sam McGuinness, CEO, Dublin Simon Community. 50 homes for individuals, couples and families through our Home Deposit Initiative. Through this campaign, companies taking part will be providing people experiencing homelessness with a permanent, safe home of their own. Using a combination of donor funds, private finance and government grants, we are able to leverage financing with 10/15% (€20K approx.) to sustainably acquire one property, providing an individual, couple or family with a permanent, safe place to call home. Because of the commitment of our supporters in the months, years and decades that have passed since Simon began in 1969, thousands of shattered lives have been rebuilt and saved. We are working to rebuild the lives of some of our most vulnerable, most resilient people and families. We are determined, with the invaluable support of people like you to continue delivering an innovative approach to providing homes and hope, that will not only make an impact on the lives of people today, but for generations to come. Thank you,

Sam McGuinness CEO Dublin Simon Community





TIM QUIGLEY, Partner, RSM Ireland, writes that when it comes to management buy-outs the key is to have a strategy and business plan in place with robust financial projections before approaching any finance provider.


ith the improvement in the economy in recent years and increased activity in the construction sector, many owners are finding that they are now in a better position to achieve a successful handover. This could be parents passing the company to their children, or a management buy-out (MBO), where the current management team within a company want to take either full or part ownership of a business. There has been a notable increase in MBO transactions in recent years, buoyed by an increase in the availability of financing in the market. An MBO can be an appealing option, where family succession is not feasible, and there is a desire on the part of the owner to preserve continuity by transitioning the ownership of the business to the companyâ&#x20AC;&#x2122;s own management and executives. From the ownerâ&#x20AC;&#x2122;s perspective, they can extract some or all of the value from the business. If they want to retain an interest in the business, then they can benefit from the incentivisation of the management team to take the company to the next level.


Assuming an MBO is pursued, one of the first questions that owners and management teams ask is how it will be financed. Management teams rarely have the financial capacity to fund MBO transactions through their own personal resources. Also, access to financing has been a significant challenge for construction companies in recent years. The good news is there are several options in terms of structuring an MBO transaction, and many financing alternatives are available in the form of equity, debt, and a combination of both. The financing market for MBOs has grown and developed in recent years, with an increase in both the number of finance providers and the availability of financing.


Before approaching any finance provider, preparation is key. It is important to have a strategy and business plan in place with robust financial projections. All finance providers will look at the quality and depth of the management team and like to back companies with good cashflows, a clear strategy and strong growth prospects. Funders will want to carry out due diligence on the company, so preparation for that due diligence process can greatly facilitate a successful transaction. Being prepared and identifying potential pitfalls early to ensure they are addressed in advance of a third-party review will help to reduce the exposure to potential issues.


The valuation of the business is important for several reasons, including ascertaining how much financing is required. It is also one of the critical factors in determining if an MBO will be successful. This is because the transaction value needs to be sufficiently attractive to

Tim Quigley, Partner, RSM Ireland. the seller, while at the same time, the price needs to make sense for the management team and their financial sponsors. Tax planning is another critical component of preparation, so that a transaction is completed in the most tax-efficient manner possible from the perspective of the seller, the buyer and funder. The funding structure that is ultimately most appropriate for an MBO varies from company to company and also depends on other factors, such as the risk tolerance of the management team.


Debt, either from banks or alternative debt providers, is one obvious funding option. The debt capacity of the company is determined by the cashflow characteristics of the business and also by how much debt the management team are prepared to take on. Typically, however, an MBO will also require an equity component to the funding structure. This is particularly true of companies in the construction sector, where cashflow characteristics can make debt financing more challenging. One source of equity, private equity firms, has been increasingly active in the market in recent years. They typically invest in companies with strong growth potential and usually seek to exit their investment within a defined period. In summary, current market conditions have been and continue to be favourable for MBOs in the construction sector, and if there is an appetite for ownership transition, from the perspective of both owners and management teams, it is an option worth exploring. C Tim Quigley is a Partner in RSM where he leads its corporate finance team, advising clients on acquisitions, disposals, MBOs, due diligence and finance raising.



IRELAND’S 2040 VISION: DELIVER FOR TODAY AND PLAN FOR TOMORROW FERGA KANE, Director, Government and Infrastructure Advisory, EY Ireland, writes we all have a collective responsibility to deliver on the vision of ‘Project Ireland 2040’.


reland’s growth is amongst the fastest in the world, our job market is booming, our population is growing, and the era of austerity is now at an end. Against this backdrop, 2018’s ambitious but welcome National Development Plan (NDP) and National Planning Framework (NPF) sets out the vision to 2040. What can possibly go wrong? The answer is that much can go wrong and Ireland’s new prosperity brings a new set of challenges. The ‘to-do’ list is extensive given the constraints of the last decade, and while Ireland’s growth may be fast, not all the dials are in the green. There is much to applaud in the NDP, and it has been broadly welcomed and embraced. Like almost all development plans, it starts from a philosophy that ‘more is better’. More people, more jobs, more wealth, more success; an approach that seems like a sure winner and surely one that everyone should support. In a time of such economic growth and an expanding labour market, one might ask why satisfaction with the Government and approval ratings for the Taoiseach are fluctuating. Further afield, Brexit and the election of President Trump are other examples of when the public were not convinced by headline growth. The electorate reflected on their personal circumstances and signalled that the current direction of travel did not work for them. Recent evidence suggests that we need to qualify that more is better by acknowledging that if people are left behind, or if their quality of life suffers, then they will not be persuaded that more is indeed better.

An Inclusive 2040 Vision

The OECD’s ‘How’s Life’ survey reflects that to the people of Ireland, life satisfaction, health, work-life balance and education matter most. If parents cannot find their child a local school place, if commuting times continue to get worse, if families can’t access fully functioning water supply and wastewater systems, if the queues at hospital emergency departments grow, then there will be dissatisfaction with Government performance, regardless of how fast the economy is growing. In fact, increased social tensions can emerge that can be extremely hard to reverse if they are not picked up until it’s too late. Dublin ranks 41st in the ‘Economist’s’ Intelligence Unit’s Global Liveability Index which is dominated by Australian and Canadian cities, holding six of the top 10 spots. Although Dublin is ahead of both New York and London, there’s still clearly progress to be made. Ensuring that the vision for Building Ireland 2040 is achieved in an inclusive manner is a critical challenge. Since the publication of the NDP, we have seen the establishment of some proposed agencies and delivery entities such as the Project Ireland 2040 Delivery Board; the Land Development Agency; and the Independent Office of the Planning Regulator. Funds such as the Urban Regeneration and Development Fund; the Rural Regeneration and Development Fund; the Disruptive Technologies Fund; and the Climate Action Fund were launched in 2018, and some progress on capital projects has been made, but many would argue that it has been slower than planned. Progress has also been overshadowed by coverage of the delay, increasing costs or design disagreements of certain major infrastructure projects. These issues raise questions about the success of the NDP to date.


Ferga Kane, Director, Government and Infrastructure Advisory, EY Ireland.

A Forward-Looking Plan

The NDP is the most forward-looking infrastructure plan in State history. A plan this ambitious needs an integrated approach to delivery. To ensure we build on the progress made in the first year of the NDP, and to minimise the time to successful delivery, there are several points which need to be considered.

A Robust Pipeline

A more detailed schedule of projects should be provided in the Investment Projects and Programme Tracker published by the Department of Public Expenditure and Reform (DPER). This tracker should provide a ‘whole-of-Government’ approach to delivery, outlining target timelines, spending profiles, procurement models, and project detail. Wide publication and marketing of the projects within the tracker will provide the market with a degree of certainty in terms of timing and volume of projects. This will enable the market to invest and mobilise based upon a robust pipeline, thereby increasing competition and dampening construction inflation fears. The Australia and New Zealand Infrastructure Pipeline (ANZIP) is an example to be looked to and improved on, since the tracker in Ireland is published by Government, the ultimate procuring authority.

INDUSTRY ANALYSIS Economic Prioritisation

There is a critical need to ensure that infrastructure projects are prioritised in a manner that maximises the long-term sustainable economic benefits available. Such projects should be further analysed, from an economic perspective, to ascertain whether a grouping of cross-sector projects (for example, transport and health) would have a more significant economic impact from a city or regional perspective if delivered together. This approach would ensure a greater ‘holistic city approach’, as opposed to a more sectoral strategy. The Project Ireland 2040 Delivery Board, consisting of secretary generals from Government Departments and representatives from State Agencies, should focus on this prioritisation of projects across Government, driving implementation and resolving potential blockages.

Consistent Capital Spending

Capital investment is usually the tap that is turned on and off in response to the economic cycle. There needs to be a commitment to avoid this happening in the future. There will be economic cycles on the road to 2040, and infrastructure investment needs to be considered alongside all other current spending commitments. After all, infrastructure underpins the ability to deliver all other public services. Private and alternative financing models should be given due consideration to help avoid this ‘boom and bust’ infrastructure spending lifecycle.

Updating of Expenditure Guidance

The Public Spending Code is the set of rules and procedures that apply to Government capital spending to ensure that the best possible value for money is obtained whenever public money is being spent or invested. The code builds on previous capital appraisal guidance published by Government and brings together in one place all the elements of the value-for-money framework that have been in force up to now, updated and reformed in some respects. Given the scale of the NDP, it is important to ensure that our appraisal procedures are robust and allow for the consideration of different forms of contracting, procurement, asset management solutions and funding models early in the process, to enable better planning and funding for delivery.

Strengthened Planning Process

The NPF sits alongside the NDP as part of Project Ireland 2040 and sets out the vision and strategy for the development of the country to 2040. As such, the NPF sets out a number of plans to achieve the vision, including developing a region-focused strategy for managing growth; strengthened planning at a local level; and the establishment of an Independent Office of the Planning Regulator. Some progress has been made – the Office of the Planning Regulator was set up in 2018; as was the Land Development Agency, which is tasked with ensuring the optimal use of State lands. Work is underway on the review of planning at the regional level, and the Regional Spatial and Economic Strategies (RSES’s) are to be finalised by the end of this year, which will then prompt a subsequent review process at the local level. To deliver the ambitious targets for the much-needed upgrade and development of the country’s infrastructure, and to meet the needs of the growing economy, it is imperative that these reforms are completed in a timely manner.

Risks on the Horizon

Much has been achieved in the past 15 months since Project Ireland 2040 was unveiled, and it’s clear that Ireland is on the road to delivery, and that it starts this journey from a position of considerable strength. However, it will be far from smooth, as there is a myriad of potential risks on the horizon. These include shifts in global tax policy and increased competition from fast-growing emerging nations which could potentially impact our public finances.


Ensuring that the vision for Ireland 2040 is achieved in an inclusive manner is a critical challenge.


Furthermore, ongoing challenges on the capacity of our construction industry and the resulting impact on construction prices and increased competition for skills will no doubt be a significant challenge. We must also consider the potential competition for experience and investment from other jurisdictions progressing their infrastructure development ahead of our plan, and the impact it may have. All of these potential obstacles will need to be addressed over the lifetime of the plan. With so many variables, but also so much opportunity presented to Ireland in the next two decades through this initiative, it’s clear that we will all have a collective responsibility to deliver on the vision of Project Ireland 2040. This task is not solely Government’s responsibility, it is for all of us to wrap our arms around, and if we do, there is no question that each of us will reap the reward of a better, more connected, more efficient and more sustainable Ireland. C



Residential Educational Medical Commercial Industrial Social & Recreational Retail and Hospitality

ABM Design and Build Ltd Unit 2b, Feltrim Business Park, Drynam Road, Swords, Co. Dublin. K67 TX95 Tel: +353 (0)1 890 0919 Email: 56 CONSTRUCTION CIF Top 50 2019




A 45-minute chat could get your business working for you instead of the other way around, writes BRIAN COX, Associate Director, Davy Private Clients.

n my experience of working with business owners, they spend too much time working for the business and not enough time getting the business to work for them. Why is that? Often it boils down to sheer workload. As ‘the boss’ you routinely get dragged into a never-ending list of jobs and duties that consume your day.

See The Bigger Picture

For many, it has become impossible to see the bigger business/financial picture for the daily tasks. If this rings a bell, consider putting a personal financial plan into place. A good starting point is to ask yourself a question: What is my definition of personal financial success? For some, it is about financial independence, and for others, it is having the freedom to make bigger decisions without worrying about money. The majority of my clients simply put it down to the volume of tasks required in running a busy construction company. This can distract them from addressing important business issues like decisions about how and when to exit the business. Challenges can often arise on how to handle this transition phase smoothly.

Get Your Shareholder Cap On

These issues are too complex to add to your weekly to-do list and require careful consideration, expert advice – and a change of mentality. Forget about working for your business and focus on working on your business. Think like a shareholder. As the owner of the equity in a business, you want to maximise the value of your biggest asset (ie the business itself). You may be considering selling the business or passing it on to the next generation. The objective of a financial plan is to align your options and decisions with long-term targets.

Lifestyle Maintenance

Building up your pension fund is the simplest most effective way of extracting the maximum amount of money from your business to maintain your income and lifestyle when you retire. It removes a great deal of risk if the family wealth is tied up in the business. A tailored financial plan will calculate your pension funding capacity and tax reliefs available.

Business Structuring

The purpose of a financial review is to ensure the business is structured to deliver maximum value to shareholders, regardless of the lifecycle stage of your business. There may be an opportunity to move from a single limited trading company to a holding company structure. This move has allowed many owners to ring-fence their assets before selling the business tax-free. This is extremely advantageous for companies with multiple shareholders.

Investment Strategy

A tailored investment strategy will help you build a portfolio that reflects your individual circumstances while avoiding the common

Brian Cox, Associate Director, Davy Private Clients. pitfalls of having an over-concentrated investment position.

Get the Ball Rolling

Flexibility is so important. There is no ‘one-size-fits-all’ solution. Every business is different and unique – just like its owners. A personal financial plan takes a holistic view of your current financial position, circumstances and goals in order to map out the individual actions and decisions that will help you get where you want to be. I suggest you take time out from the ’day job’ and schedule an initial debrief with an experienced financial adviser. It will only take approximately 45 minutes to sketch out the ‘big picture’. C Brian Cox is an Associate Director at Davy Private Clients. You can contact him on 01 614 9180 or email Please note that this article is general in nature, and does not take account of your financial situation or investment objectives. It is not intended to constitute tax, financial or legal advice and is based on Davy’s understanding of current tax legislation in Ireland. Davy does not provide tax or legal advice. Before making any decision which may have tax, legal or other financial implications you should seek independent professional advice. There are risks associated with putting any financial plan or strategy in place. The value of investments may go down as well as up. Davy Private Clients is a division of J & E Davy. J&E Davy, trading as Davy, is regulated by the Central Bank of Ireland.


Murphy is a leading multi-disciplined engineering and construction company with a rich heritage of safe, innovative, and sustainable solutions to the most complex infrastructure challenges. Established over 60 years ago and now one of the most recognised names in the construction industry, Murphy has a proud history of delivering major infrastructure programmes in its home markets of Ireland and the UK, as well as several international markets.

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Great Connell, Newbridge, Co. Kildare, W12 HD61 T +353 (0) 45 431384

City West Office

4054 Kingswood Dr, Citywest Business Campus, Dublin, Ireland T +353 (0) 1 403 9300

Newry Office

Unit 2/A,Old Gasworks Business Park, Newry, BT34 2DH 028 3026 2021

For more information please visit our website




MARTIN COONEY, Head of Construction Law, ByrneWallace, outlines some key developments of which construction stakeholders should be aware.

s a construction lawyer, you can nearly track the economic performance of the industry by the nature of the work you are doing at any given time. In good times, the majority of your work is non-contentious, with disputes occurring on a sporadic basis and usually in respect of significant issues and sums of money. The disputes have to be big to take people away from the primary task of the industry. When things are not going so well, disputes are prolific, and you wonder whether there was ever a time when anyone got along. Indeed, it is at such times that the professional indemnity insurance policies of the professionals come into their own. Things are changing, however, and adjudication has a big part to play in this. Adjudication offers the ability to deal with a wide range of payment disputes in relatively short timeframes. So, where parties would once rue the time and costs involved in pursuing outstanding sums, they are now giving serious consideration to using adjudication for that purpose. This is borne out by the significant increase in the use of statutory adjudication in 2018, which is continuing this year. While its existence was ignored for a while after its introduction, we are seeing it gain real traction in the last year. The word is spreading, and it is becoming a realistic option for industry participants. We are seeing adjudications more frequently, but for lower sums of money. Fundamentally, the High Court’s approach to enforcement will be the making or breaking of the process. If the High Court does not support adjudicators’ decisions or the process, it will essentially undermine the intent of the statutory process. So, the growth in the use of adjudication is predicated on robust support from the judiciary.


Everyone is feeling the effects of the skills shortage in the sector at the moment. It is affecting nearly every discipline, from professionals to general operatives on site. Fortunately, the Government has taken some action to try to deal with the issue and to accommodate what might transpire if a ‘No Deal’ Brexit becomes a reality. On 22nd April 2019, there were changes introduced to the Irish employment permits scheme, easing restrictions on non-EEA nationals with construction qualifications seeking to be employed in Ireland. The Irish Government has recognised the need to broaden the scope of eligible applicants under the employment permits scheme, particularly in the construction sector, and below are some of the most recent developments in this area. Construction-related roles added to the Critical Skills Occupations List The Critical Skills Employment Permit (CSP) may be granted to nonEEA nationals who possess a skill or qualification which is deemed to be critically important to growing Ireland’s economy and in respect of which there is a significant shortage of supply in the Irish labour market. To qualify for a CSP, an applicant must either be paid a minimum annual remuneration of €60,000 or, where their occupation is on the Highly Skilled Eligible Occupations List 1, a minimum annual

Martin Cooney, Head of Construction Law, ByrneWallace. remuneration of €30,000. In recognition of the shortage of homegrown talent in the Irish construction industry, from 22nd April 2019 civil engineers, quantity surveyors, construction project managers and mechanical and electrical engineers with BIM expertise have been added to the Critical Skills Occupations List and will be eligible for a CSP. Construction-related roles removed from the Ineligible List of Occupations for Employment Permits Since 22nd Apri 2019, several construction-related occupations have been removed from the Ineligible Occupations List and are now eligible for a General Employment Permit. These include sheet metal workers; welding trades; pipefitters; shuttering carpenters; scaffolders, stagers and riggers; crane drivers; plasterers (subject to a quota of 250); and bricklayers (subject to a quota of 250). For the construction industry, changes in the permits scheme can be seen as positive steps towards filling some of the gaps that exist in the Irish labour market. Indeed, you could go as far as saying that these may help address any possible future skills shortages in the years to come as the construction industry attempts to remedy Ireland’s housing shortage. C For further information or advice on adjudication contact Martin Cooney, Head of Construction Law, or on work permits, contact  employment law partners Loughlin Deegan or Emmet Whelan, ByrneWallace, Phone: 01 691 5000.  Web:


Unit R, M7 Business Park, Newhall, Naas, Co. Kildare. W91 W64H  : 045 981900     :     :  60 CONSTRUCTION CIF Top 50 2019


“COURTS GENERALLY SEEK TO UNDERSTAND WHAT THE COMMON INTENTION WAS AT TIME OF CONTRACT” HENRY HATHAWAY, Partner, Silver Shemmings Ash, writes that it is not for the courts or an adjudicator to make a bad bargain a good one, their purpose is merely to give effect to the terms of the agreement.


aving spent just over 12 years in the construction industry, initially qualifying as a civil engineer, my time has since been spent as a solicitor resolving disputes on the part of my clients. One of the key insights in separately representing the full spectrum of stakeholders in the construction industry is that I gain the differing perspectives of each of the entities in the full delivery of a construction project. As a solicitor specialising in the construction and property field, I retain a particular interest in small- to mediumsized construction and property companies, most likely on account of my time spent with such companies while I was an engineer. I do not think I would be exaggerating if I were to say that the situation is more treacherous and risky today. What is very apparent are the trends and the patterns that arise when a construction contract is successfully discharged or in the alternative ends up in a dispute. Statistics aside, it, in fact, does not require a great deal of science to be applied to understand when and how a dispute will occur.


I have previously written and presented seminars on the point that a vast majority of disputes commence and are created at the time of formation of the agreement. Certainly, it will be that the seed is sown for a potential dispute later on. I rely upon this on the basis that the courts will generally seek to understand what the common intention was at the time of contract. Any ambiguities or intentions that can be construed from the agreement will be held. This is generally a strict view taken, as it is not for the courts or any adjudicator to make a bad bargain a good one, their purpose is merely to give effect to the terms of the agreement. The most transparent pattern that appears to emerge is the vast gulf that is apparent between employers and contractors/subcontractors and how the relationships are viewed internally. Repeatedly, employers or contractors who employ subcontractors will say that they struggle to find those parties who will deliver a product in time/budget to the right quality without a threat of insolvency. Conversely, small companies still face the threat of delayed and disrupted cashflow and non-payment despite what the law provides for under the Construction Act 2013.


It becomes somewhat irrelevant as to the quality of work a small company can deliver if they simply cannot meet their own payment obligations, especially when significant sums of labour are considered. Liquidity becomes an issue, and the ultimate success of the project will have boundaries and parameters imposed that introduce a further threat of failure to the overall project. Having acted in a number of corporate insolvency matters, this is a repeated process and is sadly quite common.

Henry Hathaway, Partner, Silver Shemmings Ash. Inherently, this is an internal conflict that exists within the construction industry and, when viewed from the outside in, on the face of it appears to be counterproductive and resists growth.


What is clear from the banking sector is that there is an appetite to support small companies who wish to grow, however in the current model and circumstances, such small companies are seen as high risk to traditional banking, with little collateral or leverage to provide. Engaging the banking sector to view such companies as being less of a risk to provide working capital to has in the past been based upon time spent with the company to address its own issues. Chiefly, there are a real number of issues that contribute to the reasons why payment in the construction industry in Ireland is chronically poor and what the potential solutions are, including adjudication. Many are fascinating and academically interesting to all but those who are faced with the issue of not being paid. However, the immediate resolution requires the payee to take the steps that are needed, engage with the legislation and to act on the issue. Education through seminars and lectures will assist in the long term to avoid the chronic problems that remain. C Henry Hathaway is a solicitor and partner with Silver Shemmings Ash. He is also a qualified civil engineer (Trinity College Dublin) and practiced in the industry for twelve years prior to becoming a solicitor. His podcasts about construction contracts can be found at


BUILDING A HOTEL, STUDENT OR OFFICE ACCOMODATION? IS THERE AN ACCESS CONTROL SYSTEM BEING INSTALLED IN THE BUILDING? IF YOU USE AN UNLICENSED CONTRACTOR TO INSTALL AN ACCESS CONTROL SYSTEM, INCLUDING DOOR ACCESS SYSTEMS You could face a fine of up to â&#x201A;¬3,000 and up to 5 years imprisonment if you are prosecuted. Inspectors from the Private Security Authority are visiting construction sites and commercial premises across the country. If you break the law you will be prosecuted. YOU CAN CHECK IF A CONTRACTOR IS LICENSED AT PSA.GOV.IE A PSA Licence is also required for the following security services; Locksmith, Intruder Alarm Installation and Maintenance, CCTV Systems Installation and Maintenance, Powered Gates. The Private Security Authority (PSA) is the statutory body responsible for the licensing and regulation of the private security industry in Ireland. The PSA is an agency of the Department of Justice and Equality.



INNOVATE TO BEAT THE TENDER TRAP Tenders can pose a dilemma. Gamble on preparing a costly proposal with no guarantee of recovery, or pass up the chance of a valuable contract. JOANA PALHA, Assistant Manager, Ayming, advises on how to put R&D at the heart of a smarter tendering strategy.


n construction, a tendering strategy is an important step and key to the success of a contractor’s business. But win or lose, tendering is also a direct cost. As the bar has been set progressively higher, over the years, for the quality of submissions and their complexity, the cost of preparing tenders has risen. This is especially true where the process involves a design element, the client expects innovation, or the technical challenges of the project simply demand a novel solution. There is no guarantee that you will win the contract and can recover any of the costs incurred by the bid team, let alone that added value. So, the time, effort and expense could be seen as a potential waste – and a misuse of the budget available for bidding to win other, perhaps less complex, tenders. However, there is another, smarter approach to tendering strategy. What if you could recover the cost of that extra effort you put into tenders, irrespective of whether you win or lose?


The role that the R&D Tax Incentive Scheme can play in supporting the tendering process is, if anything, not well understood. Yet the tax regime can reward your bid team’s efforts in preparing complex tenders. Understanding how could even transform your tendering strategy.


As you will know full well, construction projects often pose unique and complex challenges that can make developing a tender a timeconsuming process – which requires specialist expertise, a series of design iterations, and modelling and testing to arrive at a solution that is technically and/or financially viable. This work can qualify as R&D spending eligible for a tax credit. For example, an Ayming client tendering for a construction contract undertook R&D work during the tender phase for a new building. Installing its roof, spanning 85 metres, posed various challenges, including access constraints, as the contractor could only build from one side of the site. A design engineer spent time, over 12 months, developing a feasible solution. That cost, and the contribution of other engineers involved in the design, was the subject of a successful R&D tax claim. If external consultants were involved, their fees would also have been eligible for inclusion in the claim.


In a highly competitive industry, where contractors operate on fine profit margins, offsetting costs against tax can have a significant impact, and not just on financial performance. Armed with the knowledge that an element of your tendering overhead is recoverable, come what may, a contractor may put in a more competitive price

Joana Palha, Assistant Manager, Ayming. without compromising its target profit margin on the project. Most companies that are aware of the R&D Tax Incentive Scheme tend to prepare claims retrospectively. A more proactive mindset could transform their tendering process and strategy. For example, they could choose to factor potential R&D into their tenders by investing effort in modifying and improving construction techniques, or develop innovative temporary works, to overcome challenging site constraints, reduce costs or accelerate construction programmes. In doing so, they gain a competitive advantage over other bidders. This could be triple-edged: stronger tender submissions, keener bid prices, and greater efficiency on site – so that R&D tax credits help sustain a virtuous cycle of work winning and profitability. For this to happen, a company’s management and bid team need to understand precisely what constitutes R&D, how to document the process and related expenditure, and how to approach tendering strategically to maximise their R&D claims.


Under Ireland’s generous tax incentive regime, 25% of eligible R&D spending can be recouped. At a corporate tax rate of 12.5%, the relief is worth 37.5% to a company. There are two main lessons contractors can draw from this. Most are carrying out some R&D work as part of their tendering effort, whether or not they realise it – and should be taking credit for it. Contractors can also go a step further, and use the tax system to part-fund their investment in innovation and more efficient construction. C To learn more about R&D tax credits, visit or contact Orla O’leary, Senior Business Development Manager UK & Ireland, Ayming, at 01 669 4831 or


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THE CHOICE IS CLEAR WE ARE SPECIALISTS IN RESOLVING CONSTRUCTION DISPUTES Mediation, Conciliation, Adjudication, Arbitration John Farage O’Brien are specialists in construction disputes and construction contracts. The breadth of our experience and our knowledge is truly comprehensive, which gives us that vital edge in helping our clients. We are experts in adjudication, arbitration, conciliation, and mediation, with an unparalleled record of recovery. And we handle everything, from small disagreements between a contractor and sub-contractor, right up to the multimillion-euro disputes on which a firm’s very existence may depend. An impeccable record since 2003

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PENSION PLANNING IN YOUR 50’s SUSAN O’MARA writes that if you are 50 or over it is now time to take control of your retirement planning.


s 50 is the magic number for this issue of Construction, I am continuing the theme with a piece of advice for those of you who have hit the 50 mark. If you haven’t already started saving for retirement, it’s not too late. The current tax relief available within the pension framework was designed to allow older people to save more money. From age 50 the percentage of your salary, on which tax relief is available, increases from 30% up to 40% by age 60. This is capped at an earnings limit of €115,000. If you have already begun saving and have built up some level of a retirement fund, it is important to engage in the process so that you can take the necessary steps well in advance of your retirement age.

Do you regularly read your benefit statement?

Irrespective of the type of pension arrangement that you have, you will be receiving an annual benefit statement. It is likely that up to now, these are something that received a quick glance and were then filed in a drawer to review in the future. This document not only sets out the value of your pension fund on an annual basis but also has some helpful illustrations of what the value of your fund will be at your retirement date. Knowing this allows you to keep doing what you have been doing with confidence or to make changes if necessary.

How are your retirement savings invested?

Your benefit statement will tell you how your money is invested. You will usually have a choice (fund choice) in how your money is invested. The majority of people don’t deviate from their initial choice or the default provided over the course of their working life. It is with this in mind that many pensions funds nowadays often have a lifestyle strategy built into them as a default. This means that the fund in which you are invested will automatically change its asset mix on a gradual and regular basis as you move closer to your normal retirement age. Typically, these are structured to reduce the investment

Susan O’Mara, Milestone Advisory. market risk in the run-up to retirement. With many funds, the inbuilt lifestyle strategy will take effect in the mid- to late-50’s, for others it could be as early as 50. It is important to know if this applies and if it fits with your post-retirement plans.

What to do with your money at retirement?

There are different types of pension vehicles on the market, and as such, there are various ways pensions are calculated at retirement. If you are in a standard defined contribution company pension scheme, you will have the option of taking a tax-free lump sum and using the balance to buy either an annuity or investing the balance in an Approved Retirement Fund (ARF). More people than ever before are opting for the latter, but what are the differences? At a basic level, the annuity option is essentially taking the value of your retirement savings at your retirement date and giving them to a provider in return for a guaranteed income. The income that you will receive is dependent on your fund value, your age and health, with potentially some other bells and whistles that

can be added on. On the other hand, the ARF is keeping ownership of the fund and investing it further, while drawing an income from it throughout your retirement. There are advantages to both options, and choosing the one that suits you is based on a range of individual factors. However, having at least some idea of what you plan to do is important, particularly where your investment fund choice is concerned. If you are most likely planning to invest in an ARF, you should ensure that the fund in which your money is invested in the run-up to retirement is not geared towards an annuity. Finally, you should be aware that if you are in your 50’s the State pension, which forms a substantial part of post-retirement income for the majority of people in Ireland, is only available to you from age 68. If you are planning to retire earlier than that, this must be factored into your retirement plans. C Susan O’Mara is a Financial Services Consultant with Milestone Advisory. To contact Milestone Advisory, phone 01 406 8020.


Providing Pensions for the Construction Sector

98% of the contractors listed in the Top 50 are clients of CPAS

Congratulations to all firms listed in the Construction Industry Federation Top 50 Contractors

Contact us at 01 407 1400 | Email: | Milestone Advisory DAC t/a Milestone Advisory is regulated by the Central Bank of Ireland 66 CONSTRUCTION CIF Top 50 2019


50 IS A MAGIC NUMBER PAULA THORNTON explains why 50 is a top number when it comes to pensions.


s this issue of Construction celebrates the achievements of CIF’s Top 50 Contractors, CPAS would like to extend our congratulations to those that made the final list. For those that didn’t, we trust you will strive to grow your business successfully, and maybe next year, you will be anticipating the reveal of the final 50.

Pension Leader

From our point of view, CPAS is delighted to see that 98% of those listed this year have some or all of their pension or financial business with us. This makes CPAS the leader in providing pensions and occupational insurance benefits to Ireland’s construction sector. We are proud of our long connection with the construction sector in Ireland. We administer the Construction Workers Pension Scheme (CWPS) and Construction Executive Retirement Savings (CERS), which are among the largest value pension schemes in Ireland. Based on the number of active and deferred members, CWPS takes the number one spot. Both pension schemes have been recognised through award wins at Irish and European level. Our most recent European win was for CWPS when IPE awarded them ‘Irish Pension Scheme of the Year’.

50 Years of Service

As most of you understand in business, success doesn’t happen overnight. CWPS has been in existence for over 50 years, and CERS will celebrate 50 years as an approved Master Trust in 2025. Our members can be confident that the same provider will be with them on their long journey from starting work in construction, advancing their career, and at retirement and beyond. Our members may retire from their employer, but we continue with them on their journey as they may start on our pension payroll or take out an ARF through our financial advisory company, Milestone Advisory*. We offer support and advice to members and employers at every stage of this long journey. When it comes to pensions, 50 is also a significant number. This is the earliest age that Revenue will allow members of pension schemes to retire and access their pension account. In all reality, however, most people probably cannot afford to retire at 50. Also, consider that we are living longer. A healthy 50-year-old non-smoker has a 50/50 chance of living beyond age 80. Do you really want to be retired for as long as you have worked? If you do, then you need to be maximising those pension contributions from the day you start working. It could be argued that for most healthy people, working as long as you can is the better option for both our physical and mental health.

Maintain Your Standard of Living

When you do retire, you want to make sure that you have enough money saved in your pension account to maintain your standard of living. This is where CPAS can help you make a plan. Both the CWPS and CERS websites have pension calculators that can provide you with a reality check. The Government recognises that sometimes we leave it late to start saving for retirement, and so pension scheme members over age 50 can save 30% of their salary in addition to any employer contribution. Recognising the need to save more as you get older, this

Paula Thornton, CPAS.


Our members may retire from their employer, but we continue with them On their journey.


increases to 35% at age 55 and 40% at age 60. In general, I think most people are aware of the need to start saving for retirement from the day they start working, but there are other pressures on income in those early days. It’s good to know that Revenue recognises this and it’s never too late to try to catch up. Once again, well done to all those who made the CIF Top 50 this year, and CPAS wishes all our clients every success for the next year in business. We are happy to talk to you about a successful savings plan through one of our long-established pension schemes. C Paula Thornton is a pension consultant at CPAS, the Registered Administrator of CWPS and CERS. *Milestone Advisory DAC trading as Milestone Advisory is regulated by the Central Bank of Ireland.



Commercial feature: feature: Brogan Brogan group Group CommerCial



hen we think of a name that was synonymous with the construction boom of the Tiger years, Brogan Group is up there with the best of them. In addition to providing access for the construction of many of the large-scale residential projects during that time, they established themselves as access specialists in areas such as heritage/vulnerable structures and working over water, with Killeen Castle and the Ha’Penny Bridge among some of the most notable in their special projects portfolio. In the recent years of revival in the industry, including the regeneration of iconic but dated areas and buildings of the capital, Brogan have quickly reclaimed their place as the go-to, specialist access service for large-scale, complex projects. With a wealth of design and pre-project planning expertise and a combinedservice offering that encompasses scaffolding, mast climbers, hoists, crane decks and common user towers the company is unrivalled in its capacity, capability and choice for specifiers of the new generation of Irish major builds. Thankfully, with the construction sector burgeoning once again Brogan has been taking on increasingly larger projects, as our cityscapes continue to regenerate and evolve. The company is currently assisting in some of the most significant projects in and around Dublin including the redevelopment of ESB’s Fitzwilliam Street buildings, the 10 year expansion and upgrade plan at UCD’s Belfield Campus, the grandscale redevelopment of the historic Boland’s Mill site at Boland’s Quay and the very prominent redevelopment of the Central Bank building into Central Plaza, a landmark mixed-use scheme that will transform a key part of the city centre. Brogan were among the very first to use mast climbers and hoists during the boom years and their range of both machines has grown exponentially since that time. The company has always maintained an entrepreneurial spirit

and drive to offer clients real value in terms of expert advice, efficient project-planning and a reputation for productivity and performance. The company have upheld their reputation as early adopters since their rapid ramping of system scaffold when the industry began searching for more efficient alternatives to traditional scaffolding in the 1990s. Brogan’s addition of mast climbers and hoists to their

offering in the early 2000s meant that clients could benefit from a comprehensive choice of access solutions, supplementing an already extensive stock and years of experience in scaffolding. Introduced more recently, Brogan Crane Decks (fixed and rolling loading platforms), offer yet another solution to the challenge of vertical goods-transportation and early 2019 saw the addition of common user towers to their range; a temporary tower that works in tandem with their Hoist division to provide minimal tie-in access for highrise construction. The access group have distinguished themselves from their competitors further by having a team of in-house design engineers who have been essential in providing pre-project planning advice and temporary works design

to many main contractors and clients. There has been a substantial change in how project managers, specifiers and even architects design, select and procure subcontracted services. It’s not always the case anymore that main contractors simply invite tenders for access packages but more and more seek advice on the best method or combination of methods and phasing of works for the project. Most access companies aren’t in a position or don’t have the expertise and experience to offer such advice, along with the sufficient equipment, fleet and man power required to service large-scale or unusually complex endeavours. However, as construction processes evolve, for example with the increase in modular building and high-rise with tighter ground space and smaller foot prints, so too has Brogan, exploring ways to provide the most efficient and cost-effective solutions, offering far more know-how and value to clients than simply ‘height-for-hire’. Similarly, the company has sought to offer clients considerable savings of time and opportunity costs by having in-house service and maintenance teams for all mast climber and hoists projects. This means that any potential problems on site are fixed without delay. The company is keen to point out that it may not always be the lowest in crude cost-comparisons but it most definitely saves clients time, hassle and money from project-planning to completion stages by having design, service and maintenance functions in-house, offering the best access solution for the unique requirements of each job and a skilled, directly employed workforce. Given that the size and complexity of projects will likely continue at the current pace or increase, there are very few companies to rival Brogan’s breadth of capability, choice, know-how and experience in the access space. C For more information on the company and all services please visit

Xxxxxxx 2018 CONSTRUCTION 63 CIF Top 50 2019 CONSTRUCTION 69


APPETITE FOR INSTITUTIONAL INVESTMENT IS RUNNING TO BILLIONS OF EUROS CHRIS DAVIES, Joint Managing Director, DRS Bond Management Limited, writes that while the Dublin market continues to perform, and activity in Cork and Galway is increasing, extensive infrastructure rollout is essential to future growth.


September 2019. Along with the vast majority of the people we have engaged with over the last 12 months, we are cautiously optimistic about the prospects for the construction industry in Cork for the forthcoming year.

RS is regularly on the ground in Ireland talking to construction stakeholders, from contractors to developers, funders to consultants. We have limited our commentary to Dublin, Cork and Galway at this time, as this is where over 90% of our time has been spent to date.



The crane count at the time of writing remains heavily dominated by Dublin. We do not anticipate this changing appreciably in the coming 12 months, and it is noticeable that an increasing number of contractors headquartered elsewhere in Ireland now have an office in Dublin. While there are early signs of some cooling in certain sub-sectors of commercial building, the appetite for inward institutional investment is running to billions of euros, not least in the student accommodation and private rental residential sectors, which continue unabated. The continued escalation in house prices, while slower than in other parts of Ireland, is expanding the stock of rental property and despite the continued increase in rents, there remains a shortfall in both the sales and rental market for private dwellings. The hotel market remains buoyant, with occupancy throughout the county running at record levels. In summary, we expect market conditions to remain buoyant, notwithstanding the chronic issues of sourcing skilled labour and a stretched infrastructure, particularly the road network.

Chris Davies, Managing Director, DRS Bond Management Limited. infrastructure bonds) as clients over the past 12 months, including three who specialise in housebuilding. While the numbers of units they are building over the next 12 months is fewer than 100 units each, all have robust pipelines and are well set to accelerate sales to meet a rise in demand. The potential for new high rise residential schemes to commence over the coming 12 months in Cork is growing, with a number of permissions granted in recent months. DRS is delighted to be sponsoring the CIFâ&#x20AC;&#x2122;s Southern Region Construction Summit in


With eight cranes in the sky (seven of them with the same name), the progress of development in Cork is still modest. From a housing perspective, the cost and availability of land look set to depress the development of housing stock in the city centre in the near term, although the proposed redevelopment of land adjoining both sides of the River Lee from central Cork to Cork port will transform the area over the next decade. DRS has secured several long-standing and respected property developers (who require


The national crane count remains heavily dominated by Dublin.

With the majority of the top 15 contractors in the CIF Top 50 having offices in Galway, it remains an important strategic hub. Our discussions with local contractors, developers and consultants have revealed some key points of note. Firstly, the market remains heavily skewed towards the public sector, whose procurement model is heavily weighted towards lowest cost. This makes securing target gross margins much above low single figures extremely challenging. Secondly, there remains a need for improved infrastructure, particularly the road network within the perimeter of the city centre. Thirdly, it is exceptionally challenging for SME contractors to secure private sector projects. Despite their relatively modest overheads, even small works, including refurbishments up to â&#x201A;Ź2m in value, are typically awarded to larger contractors. DRS was delighted to sponsor the CIF Western Region Dinner in March 2019 and to meet a number of local construction stakeholders. We look forward to working closely with the CIF leadership team in the western region in the forthcoming year. C


ABOUT DRS BOND MANAGEMENT LTD DRS Bond Management Ltd (“DRS”) is delighted once more to be sponsoring the ‘Construction CIF Top 50 Contractors 2019’. Founded in 2009, with my fellow managing director, Fiona Recker, DRS has grown to become the largest independent surety specialist in the UK, and we remain on course to become the leading independent surety specialist in Ireland by 2021. We have now been working with the CIF for 18 months and must express our thanks for their help and active support in helping us engage with members. Notwithstanding the farrago over the UK’s management of Brexit, DRS is privileged to have been welcomed so positively in the Irish construction market and to have held high-value discussions with so many members of the CIF Top 50. From our inaugural gala dinner at Dublin Castle in October 2018, through to our involvement in regional events, the CIF has enabled DRS to engage with members, recognising that the chronic undersupply of surety bonds into Ireland is an inhibitor to continued growth in the construction economy.


As DRS only arranges bonds from “investment grade” sureties that are rated “A–” or higher by Standard & Poor’s, or equivalent with other rating agencies, employers have no issues in accepting bonds sourced from us.

DRS Working for Clients

DRS works closely with all our clients to help open up new markets or secure their position in existing markets. Examples of this work include: ●  One client had a cash-backed performance bond of €1.65m, which DRS was able to replace with an alternative guarantor, at an improved price, and enable the return of the €1.65m to the client, who had far better use for it than as security for a surety bond. ●  Another client needed two performance bonds of circa €5m each for two high profile projects, having exhausted their facility limit with their long-standing surety. DRS was able to secure both bonds in a timely manner.

Chris Davies, Joint Managing Director, DRS Bond Management Limited; Dominic Doheny, Immediate Past President, CIF; and Paul Whitnell, President, British & Irish Trade Alliance at the event to mark the publication of the Construction CIF Top 50 Contractors 2018 issue. DRS has secured a number of clients seeking to avoid the often fraught experience of trying to source a bond on an ad hoc basis. By DRS putting in place surety facilities, with pre-agreed rates and capacity limits, our clients benefit from budget certainty while negotiating contracts. Through the regular provision of management information, bonds may be issued within a matter of days once required.

DRS in Ireland

From a relatively modest base, we are now actively working with more than 10 companies in the Construction CIF Top 50 Contractors 2019, and we are in discussion with a further 20 companies on the list. Overall, we are delighted to be working with clients throughout Ireland. Our ambition is to be working with at least half of the top 50 contractors by the time the ‘Construction CIF Top 50 Contractors 2020’ is published. We are happy to work with clients, either as their broker for all sureties or, where long-standing relationships are in place directly with existing sureties, to provide additional facilities. If we have not met with you already, we hope to meet with you in the coming 12 months. As our relationship with the CIF grows, the opportunity to mutually engage at future CIF events, including the

annual conference in October, which DRS is delighted to be headline sponsoring this year, is high. DRS is keen to build on the foundations we have laid in partnership with the CIF throughout 2018 and the first half of 2019. In addition to sponsoring a number of national keynote events, we will also be supporting events in every CIF region, whether they be educational or social, or even a seminar to discuss the future of Irish construction after Brexit. We are also keen to help Irish contractors who are looking to expand either into new territory, such as the UK, or reach potential new employers they have previously not worked with. In recent months, we have introduced two CIF Top 50 members to UK-based employers with capital budgets in excess of £1bn per annum. We will be hosting two “invitation only” private dining events in Q4 2019 and Q1 2020, with our corporate partners at Davy, to facilitate C-suite level networking of like-minded industry leaders, with guest speakers to debate a topical issue in the industry. Our ambition is to make DRS the surety broker of choice in Ireland. We welcome the opportunity to expand existing relationships and build new ones in the coming 12 months. We look forward to working with you.




Robbie Cousins, Editor, Construction, introduces the Construction Top 50 CIF Contractors 2019’ list and explains how the list is compiled.

onstruction magazine is once again delighted to publish the Construction Top 50 CIF Contractors 2019, in association with DRS Bond Management. The Construction Top 50 CIF Contractors 2019 is a snapshot of an overall Irish construction industry that is now delivering many of the elements of the ‘National Development Plan 2018- 2027’. It employs over 144,600 people (CSO Labour Force Survey, Q1, 2019), of which 133,600 (92%) are male, and 11,000 (8%) are female. The sector is meeting the construction and engineering needs of global leaders, who bring foreign direct investment to Ireland. In 2018, Irish contractors exported over €2.5bn in construction expertise, nearly €1bn more than the corresponding figure for the previous year. The Construction Top 50 CIF Contractors 2019 had a combined turnover of €8.39bn in the past year, an increase of €1.67bn, or 25%, on last year’s total turnover figure of €6.75bn. They recorded €5.9bn in construction activity in Ireland, which is an increase of €800m (15.5%) on the corresponding Republic of Ireland (ROI) figure of €5.1bn in the previous year. The entry figure for inclusion in this year’s list was €31m. The figure for the previous year was €18m. The overall figure gives a clear indication that Irish construction is a dynamic industry sector looking to the future with ambition to deliver complex construction programmes at home and overseas, where its presence is growing substantially.


Foundation Media, publisher of Construction magazine, compiles the Construction Top 50 CIF Contractors list annually. Businesses must be current CIF members to be eligible for inclusion on the list. Companies are listed according to their overall turnover figure (combined Irish and International) for their last trading year. We also record each company’s ROI turnover and international turnover figure, where available. Turnover figures are sourced directly from contractors who are CIF member companies. Companies must have their primary business based in ROI to be included in the list. Foundation Media contacted CIF member contractors directly to request available turnover figures for the business year that concluded on 31st December 2018, or their business year end that was closest to that date. All end of business year dates are recorded in the entries. The turnover figures requested must relate to Irishbased contactors or Irish-based subsidiaries of a foreign-based contractor. Companies are also asked to return the overall turnover figures for business conducted in Ireland and internationally. This includes turnover related to direct overseas trade conducted by an Irish subsidiary of a foreign-based company. Each company making a return must have their return validated by a director of the business or accompanied by an auditor’s letter that verifies the returned figures. All returns received were checked and verified by the editor of Construction magazine. Rankings for inclusion in the Construction Top 50 CIF Contractors are based on the overall turnover figures supplied. C



CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Center Parcs, Co Longford.


Total Turnover: €1.173bn

ROI Turnover: €749M INTERNATIONAL TURNOVER: €424M Year End: 31/12/2018 Address: Wilton Works, Naas Road, Clondalkin, Dublin 22. Phone: 01 409 1500 Web: Key Executives: Gary McGann, Chairman; Stephen Bowcott, CEO;

The Royal Academy of Arts, London.

Ger Penny, Finance Director; Maura Toles, Company Secretary and Chief Legal Officer. Key Activities: Main Contractor, General Building, Civil Engineering, Fit Outs, Facilities Management.


ohn Sisk & Son’s revenue of €1.173bn for 2018 sees it head the Construction CIF Top 50 Contractors 2019 list. In 2018, its Irish operations accounted for €749m of that turnover, with UK and Europe business accounting for €424m. Steve Bowcott, CEO, John Sisk & Son says: “As we celebrate 160 years in existence as a business during 2019, we continue to deliver best in class projects for our clients. In doing this, we demonstrate our excellence, innovation and value creation across a range of sectors and markets, such as commercial, residential, infrastructure, data centre, life science, and infrastructure. We also support key Irish Government policy objectives in housing, schools and infrastructure. “2018 was another solid year for John Sisk & Son. Our business is built on the quality of our people and our relationships with our customers and supply chain partners.”


John Sisk & Son’s Irish business is strong for 2019, with several major projects currently underway and starting in the UK, including the tallest residential tower in Birmingham for client Moda. It is also expanding its business in Europe in key sectors such as data centres and life sciences, where it has extensive experience. 2018 saw it working with Designer Group to complete the recently announced deal to launch Sensori FM. This joint venture has come about as a result of Sisk acquiring a 50% holding in Designer Group’s facilities management business, a subsidiary of Designer Group and a premier supplier of integrated property facility management services to leading organisations across both public and private sectors in Ireland. This business will be positioned to deliver a fully integrated facility management service to both the broad customer bases of Sisk and Designer Group, and to new customers. In 2019, Sisk Living – Sisk’s housing business – will build approximately 590 units, having recently been appointed as part of a consortium with Macquarie and Choice Housing to deliver PPP Bundle 1. This is a €120m project to deliver 1,500 social housing units in total.


Mental Health continues to be a critical area that the company has been working hard to address. The construction industry is six times more likely to have a suicide on a building site due to mental health than have a fatal accident. In the construction industry, one in four people under the age of 28 has

The Curragh Racecourse redevelopment. suffered from stress or mental health issues. Mental health is front and centre with Sisk’s own staff health and wellbeing initiatives, with Sisk working hard to support its people in this area. The company sponsored the Mental Health & Wellbeing Summit at the Aviva Stadium again in 2018, and it is developing a greater awareness among all its peers in construction. 2018 saw it place a renewed focus on safety, having spent time reviewing its own performance. It launched its new Step Up To Zero campaign, which educates all its staff and subcontractors on the need to have safety as a number one priority, and to understand that it is up to each person on site to take personal responsibility for their safety and the safety of the people they work with every day.


Sisk Living was established in 2016 as the social housing unit within Sisk. In 2018, it made its mark with the award-winning George’s Place



Capital Dock, Dublin. project for Dun Laoghaire Rathdown County Council and major development of social housing in Tallaght for South Dublin County Council – a combined total of 102 units. This is in addition to the commercial high-rise projects such as Capital Dock and Wembley Park.

Its current Wembley Park project, E03 Canada Court, is the eighth project on the campus. It will be completed in 2020.

Circle Square, Manchester

In 2018, Sisk achieved significant progress on the construction of the first ever Center Parcs in Ireland, having won the contracts for both the accommodation and the central buildings of the major project in Co Longford. It will complete 466 lodges and 30 apartments, as well as restaurants, the sub-tropical paradise swimming pool and spa, for the opening in summer 2019.

Sisk was selected by Bruntwood as the construction partner to deliver the first phase of the commercial development at Circle Square, a new city centre neighbourhood in the heart of Manchester’s Oxford Road Corridor innovation district. The project, with a development value of £96m, was added to in November 2017 when Sisk was chosen to deliver the £140m Circle Square Affinity residential development for Bruntwood’s joint venture partner Select Property Group. All works are due for completion in 2021. At project peak, Sisk will employ 1,300 people on site.

The Curragh Racecourse Redevelopment

A19 Upgrade, Newcastle

Center Parcs, Longford

Sisk has been leading the construction of the major new spectator stand, entrance and associated new bars and restaurants as part of the redevelopment of The Curragh Racecourse in County Kildare. The home of Irish racing has seen significant development during 2018.

Capital Dock, Dublin

The A19 Coast Road project in the North East of the UK was a significant scheme for Sisk. It included a complicated and challenging triple level junction. This project for Highways England was completed in the first half of 2019 and was one of several civil engineering projects in the UK.

Heralded as a ‘city within a city’, the Capital Dock development includes Ireland’s tallest residential building, along with 32,000 sq m of commercial space. At 79 metres high, the 23-storey residential tower is a striking addition to Dublin’s cityscape. The mixed-use development, spread across three apartment blocks, brings a further 190 homes to the private rental sector in the city. It is Sisk’s fourth scheme with Kennedy Wilson and was completed in early 2019.


The Royal Academy of Arts, London

At the ICE Awards 2018: ●  Páirc Uí Chaoimh was named construction ‘Project of the Year’ ●  Páirc Uí Chaoimh won the Judge’s Silver Award ●  Luas Cross City won the award for Best Project in the Civil Engineering category ●  The BIM Excellence Award was won for Sisk’s use of BIM on a recent data centre project for a multinational client.

A landmark restoration and construction project in the heart of central London brings together for the first time two listed buildings with a unique link bridge as part of the 250th anniversary of the Royal Academy. The project was completed and handed over to the client during 2018, following a challenging programme, given the nature of the building and its location in the heart of London.

Wembley Park, London

John Sisk & Son has been working with Quintain at Wembley Park since 2006. During this time, it has completed Emerald Gardens, London Designer Outlet and the Hilton London Wembley Hotel, as well as the reconfiguration and refurbishment of the Grade 2 listed Wembley Arena (now the SSE Arena, Wembley).


CECA Awards 2018

Sisk was hugely successful at the CECA Awards 2018, with Luas Cross City winning the ‘Overall CECA Excellence Award 2018’ and the ‘Over €10m’ category award. Sisk also won the “€5m-10m” category award. for its work on Osberstown Underbridge.

Irish Construction Excellence Awards 2018

KPMG Irish Independent Property Industry Excellence Awards 2018

Sisk won both the ‘Contractor of the Year’ award and the ‘Overall Award’ at the KPMG Irish Independent Property Industry Excellence Awards 2018. C


Capital Dock, Dublin

George’s Place, Dun Laoghaire

Royal Academy of Arts, London

Innovation in Construction – Digital Project Delivery

The Curragh Racecourse, Co Kildare

Osberstown Bridge, County Kildare



John Sisk & Son Ltd







ROI Turnover: €250M INTERNATIONAL TURNOVER: €520M Year End: 31/12/2018 Address: Mercury House, Ravens Rock Road, Sandyford

Business Estate, Dublin 18. Phone: 01 216 3000 Web: Key Executives: Eoin Vaughan, Chief Executive Officer; Rickie Rogers, Chief Operations Officer; Ronan Lynch, Finance Director; Ronan O’Kane, Sales & Marketing Director; Alan Slattery, Group Commercial Manager; Patrick Hickey Dwyer, Head of Risk and Corporate; Joanne Cluxton, Group HR Manager; David Byrne, Group Bid Director. Key Activities: Mechanical & Electrical Engineering.

Frankfurt data centre for a confidential client.

Southern General Hospital, Glasgow.


ercury is an Irish contractor with reach across Europe. Its expertise is in building and managing complex engineering projects that reimagine how people work and live in the built environment. Its determination and focus enable it to deliver leading-edge construction solutions across a range of key sectors including data centres, healthcare, life sciences and technology, fire protection, building services, and technical support services. Mercury employs almost 2,000 people across Ireland, the UK and Europe, and had an overall turnover of €770m in 2018.


Mercury is currently acting as the main contractor on several large-scale data centre construction projects across a number of European locations, including Amsterdam, Frankfurt, the UK, Ireland and the Nordics. Within the Irish market, Mercury recently completed work on the Irish Aviation Tower at Dublin Airport and the Curragh Racecourse redevelopment, as well as the Bon Secours Hospital Northern Block Extension project in Cork, and two satellite hospitals in Tallaght and Blanchardstown. Mercury is also carrying out works on a large pharmaceutical project in Swords, Co Dublin, and it will commence work on the National Children’s Hospital this year. Mercury is continuing to work with a variety of foreign direct investment (FDI) clients, and this has helped to develop the business further.

London data centre for a confidential client.


Mercury is committed to promoting learning and career development to ensure that it always has the best people. It assists and encourages employees to pursue various courses in keeping with Mercury’s strategic objectives. Career development programmes have been put in place to support staff through critical transitions in their careers, including apprenticeship programmes, traineeships, graduate programmes and a leadership programme. It recognises the importance of working with professional bodies and institutions. Throughout their careers with Mercury, employees are encouraged and supported to develop their skills continuously. C





Building the present, creating the future 78 CONSTRUCTION CIF Top 50 2019


CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Courts PPP, Anglesea Road Courthouse, Cork.


Total Turnover: €546M

ROI Turnover: €546M Year End: 31/12/2018 Address: Hartwell Lower, Kill, Co Kildare. Phone: 045 886400 Web: Key Executives: Theo Cullinane, CEO; Tadhg Lucey, COO (Civil/ International/Safety); Ger Harrington, COO (Building/Property/ Facilities Management); Lorna Cross, CFO; Mike Jones, Business Development Director. Key Activities: Main Contractor, General Building, Civil Engineering.


AM Ireland’s construction activity covers the entire spectrum of construction. It is a wholly owned subsidiary of Royal BAM Group of the Netherlands and one of the largest construction businesses in Ireland. Operations include BAM Building; BAM Civil; BAM Property; BAM PPP; BAM Facilities Management; and BAM Rail. It currently employs over 2,750 people directly and indirectly and has been operating here for more than 60 years.

One Microsoft Place, Dublin.


2018 was another strong year for BAM Ireland, with several very successful projects delivered by the company. These included the Courts Bundle Public Private Partnership (PPP) – a nationwide scheme that involved the finance, design and build, including restoration and renovation, of seven courthouses across Ireland. Its Schools Bundle Four PPP included the development of schools in four towns, creating 3,000 new school places in the process. BAM’s expertise on the hi-tech 34,000 sq m HQ campus, One Microsoft Place, Dublin, resulted in winning the ‘Project of the Year’ at the 2019 ICE Awards in April. BAM is currently constructing the much-anticipated Bolands Quay development in the heart of Dublin, which will eventually house Google and will boast three new landmark buildings, comprising approximately 36,800 sq m of office, residential, retail and cultural space. BAM’s extensive portfolio of healthcare projects is progressing well. In Dublin, the New Children’s Hospital, the largest healthcare infrastructure project in the history of the State, is well underway. Works are complete at the hospital’s satellite centre at Blanchardstown, and the Tallaght satellite is set to be completed by year-end. Works on the 8,000 sq m Palliative Care Unit at University Hospital Waterford have also concluded. In Cork, BAM is overseeing the ambitious Horgan’s Quay development, which will transform the face of the city’s docklands. It will include a 136-bed hotel, more than 230 apartments and three office blocks that can accommodate 5,000 employees. Across the River Lee the seven-storey construction of Block A, Navigation Square has recently been completed. This 150,000 sq ft office development is LEED accredited (the US Gold Standard for Sustainability) and uses of the latest efficient and sustainable technology. Student accommodation projects at Amnis House and Brewery Quarter will provide over 600 student beds in Cork city. Two of the largest and most challenging civil engineering PPPs

N25 New Ross Bypass PPP, River Barrow Bridge under construction. in Ireland – the N25 New Ross Bypass PPP and the M11 Gorey to Enniscorthy PPP– are in their final stages. The new road network will significantly improve connectivity in the southern and south-eastern regions. The N25’s landmark River Barrow crossing will connect Pink Point in Co Kilkenny and Stokestown in Co Wexford. This 900m extradosed bridge will be the longest bridge in Ireland and the longest bridge of this type in the world.


Theo Cullinane, CEO, BAM Ireland, says, “2018 was another strong year for BAM with the completion of some of the most high-profile projects that we have ever undertaken. We have had a presence in Ireland for more than 60 years now. We continue to collaborate with major national and international clients and consultants, as well as Government bodies, to deliver landmark projects that support the development of Ireland and its economy. We are investing in the latest technologies to establish our position as the most innovative and sustainable multinational construction business. We will deliver on our promise of enhancing the lives of more than one million people through our ‘Enhancing Lives’ programme and progress our objective of reducing our emissions towards zero.” C



A leading global engineering contractor

Delivering diverse, cutting edge projects for blue chip clients throughout Ireland, United Kingdom, Central Europe, Northern Europe and the Middle East.




JONES ENGINEERING Total Turnover: €480m

ROI Turnover: €264M GLOBAL Turnover: €216M Year End: 31/12/2018 Address: Mespil Court, Mespil Road, Dublin 4. Phone: 01 474 9800 Web: Key Executives: Eric Kinsella, Chairman; Jim Curley, Group Chief Executive; John King, Group Finance Director; Shane Gillece, Group Director; Stephen McCabe, Group Director. Key Activities: Mechanical & Electrical Engineering, Fire Protection.


ones Engineering is one of the country’s most successful mechanical, electrical and fire protection contractors, operating throughout Ireland, the United Kingdom, Central and Northern Europe, as well as the Middle East. Estimates for 2019 put the company’s turnover at over €600m across Ireland and 13 other countries, with further growth is expected in 2020. The firm is active here in Ireland in the office, life science, healthcare, data centre and semi-conductor sectors, along with the waste to energy sector. Overseas activity is concentrated in the waste to energy, life science and data centre sectors, alongside some one-off projects, including rail projects. Over 80% of the work continues to be repeat business. In 2018, the company established two new entities; Jones Engineering Group Acamar Bahrain Co WLL, and Jones Engineering Manufacturing Ltd, as well as opening a new European office in Utrecht, the Netherlands. Jones Engineering has grown on a history of innovation, innovation. In January of this year, it was announced as the first Irish engineering contractor to hold a BSI Kitemark™ for BIM Level 2 in accordance with PAS 1192-2:2013 (Design and Construction) certification that covers mechanical, electrical and fire protection systems. This follows on from its BIM Level 2 certification last year.


Jones Engineering has been operating in Saudi Arabia for almost 10 years, working on major projects across the kingdom. Jones Celtic BioEnergy, the company’s waste technology division, is delivering a number of major projects at the cutting edge of technology in both Ireland and the UK. Throughout Europe, Jones continues to be a contractor of choice for ‘Tier 1’ data centre companies, delivering hyper-scale, enterprise and co-located data centres, as well as mission-critical facilities. To date, Jones has delivered over 500MW of data centres. In Ireland, Jones continues its tradition of involvement with iconic developments. It is reaching new heights across Dublin’s skyline, where it is working on the Exo building, which will be Dublin’s tallest office building, as well as the IAA Visual Control Tower, Dublin, which will be 87m high, making it the tallest occupied building in the Republic of Ireland. It is also completing works on the historic Bolands Quay, which will be certified to ‘LEED Gold’ standard.

IAA Visual Control Tower, Dublin Airport.

Recently completed pharmaceutical project. A number of Jones projects have been recognised with awards this year, including One Microsoft Place, which has been awarded Project of the Year 2019 at this year’s ICE Awards and the Eli Lilly facility in Kinsale, Cork, which was awarded 2019 Category Winner for Process Innovation by the International Society for Pharmaceutical Engineering.


“We believe in engineering through people.” says Jim Curley, Group Chief Executive. “To that end, Jones invests significantly in recruiting and nurturing the best talent.” This year, Jones sponsored the plumbing and electrical categories in the National Skills competition – a unique showcase of over 20 varied skills in a competitive setting. The winners in each event will represent Ireland at the World Skills Olympics in Russia. Jones believes in inspiring the next generation and, so far, this year it has also been involved in the ESB Science Blast, the STEAM Engineering-in-a-Box programme, and the TU Dublin Access to Apprenticeship programme. C



Commercial | Student Accommodation | Fit-Out | Retail Educational | Data Centers | Industrial | Residential

76 Sir John Rogersonâ&#x20AC;&#x2122;s Quay, Dublin

91-94 North Wall Quay, Dublin

Point Campus Student Accommodation

13-18 City Quay, Dublin

The Exo Building, Dublin

111 Cannon Street, London

contact us T: 044 9346000 F: 044 9346040


Forest Park, Mullingar, Co Westmeath.




ROI Turnover: €245M INTERNATIONAL TURNOVER: €160M Year End: 31/12/2018 Address: Forest Park, Mullingar, Co Westmeath. Phone: 044 934 6000 Web: Key Executives: Paul Bruton, Joint Managing Director; Paul

Grant Thornton headquarters, Dublin.

McGee, Joint Managing Director.

Key Activities: Main Contractor, General Building.


ennett (Construction) Ltd was established in 1917 and is a family-owned business, now in its fourth generation. Over the past century, Bennett has grown to become one of the largest contracting companies in Ireland, with over 230 employees. It undertakes projects in Ireland, London and Germany. Bennett Construction recently completed several high-profile projects, which include: ●  Grant Thornton headquarters building, City Quay, Dublin: This building was designed to and achieved LEED V4 Gold. ●  5 Hanover Quay, Dublin: An office development where technology firm Aptiv now has its global headquarters. This building was designed to and achieved LEED Gold. Bennett is currently building a number of landmark projects, which include:


 Exo building, Dublin: A 16,722 sq m new state-of-the-art LEED Gold office building, which will be the tallest office building in Dublin. ●  91-94 North Wall Quay, Dublin: A large ‘Grade A’ office building with a gross internal floor area of 25,568 sq m. ●


 Beckett Locke: A new aparthotel on North Wall Quay, Dublin, comprising 41 units, 138 studios, gym, co-working space, meeting rooms, event space and a restaurant. ●  Ormond Locke, Dublin: This development will include 160 residential units, gym, workspace, meeting rooms, a cocktail bar and the Hyde Restaurant. It is due to open July 2020. ●


 Point Campus: This is a new student accommodation complex in Dublin that will have 935 student bed-spaces, with accommodation

CGI of The Exo, Dublin. arranged around private inner courtyards, and a mix of six- to eight-bed cluster units in a six- to seven-storey development. It will have internal and external amenity spaces of circa 5,200 sq m. ●  Oisín House Student Accommodation, Trinity College, Dublin: This development will cover a gross floor area of circa 12,100 sq m across six stories above ground and two basement-level floors, with services below. The building will have 249-bed spaces, a medical centre, retail units at ground floor, student support services, including disability offices, sports and recreational facilities at basement level.


 Phase 5 and 6 of Greenwich Millennium Village. This development includes the Design & Build of almost 400 residential units. ●  Battersea Exchange: This is a residential development consisting of 78 apartments over seven blocks, ranging in height from three to 16 storeys. ●  Broken Wharf: This development involves the conversion of an existing office building into a 113-bed aparthotel. The scheme overlooks the Millennium Bridge and Tate Modern. ●


Bennett Construction continually encourages modern business practices, innovations and technologies in the industry, and it has delivered many projects using Building Information Modelling (BIM), which has facilitated greater collaboration on projects between all stakeholders, resulting in projects being delivered faster and with greater cost efficiency.


Aptiv offices at 5 Hanover Quay, Dublin.

The guarantee of the health and safety of all employees and all those affected by its construction operations is an absolute pre-requisite to conducting any work at any time. Bennett has developed systems and procedures over many years based on these ethics. C


n 2019 CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 o i t c s u d tr war ries s n Co ce A tego e i h . l a s n i e C r u I a ell r - 3 c p x E nne n h o Wi j






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Winner - Pearse Lyons Whiskey Distillery (Public / Heritage Category) Considerate Constructors Bronze Award - National Rehabilitation Hospital

Winner - The Seamark Building (Fit Out or Refurbishment Category) Winner - 1-6 Sir John Rogersonâ&#x20AC;&#x2122;s Quay (BIM Excellence Category)

Considerate Constructors Gold Award - The Morgan Hotel





ROI Turnover: €310M INTERNATIONAL TURNOVER: €80M Year End: 31/12/2018 Address: Dundrum Business Park, Dundrum Road, Dublin 14 Phone: 01 215 6100 Web: Key Executives: Eamon Booth, Managing Director; Liam Kenny,

1-6 Sir John Rgerson’s Quay, Dublin.

Deputy Managing Director; Conor O’Donnell, Financial Director; Donal Winters, Operations Director; Joe McLoughlin, Construction Director; Paraic Keogh, Construction Director; John Keaveney, Construction Director; Niall O’Connor, Construction Director; John Moran, Construction Director; Liam Casey, Associate Director (Business Development); Bronagh Carty, Associate Director (Western Region). Key Activities: Main Contractor, General Building, Civil Engineering.


ohn Paul Construction (JPC) celebrates its 70th anniversary in 2019. Founded in 1949, the company has a long-established reputation as one of Ireland’s most successful and respected construction companies. JPC has a wide-ranging portfolio of projects for blue-chip clients and extensive experience in all sectors, including commercial, residential, healthcare, and the industrial, life sciences and data centres. Over its 70-year history, JPC has delivered a multitude of landmark projects. 2018 was no exception with the completion of the final phase of the spectacular Adare Manor development and the fit out of the final block at Miesian Plaza, one of Dublin’s premier office developments.


JPC continues to expand its regional base and is currently delivering projects for Abbott in Longford and Donegal, Wyeth in Limerick, Gilead and Alcon Laboratories in Cork, and SK Biotek in Dublin. JPC is delivering a 58,000 sq m distribution centre for Lidl in Newbridge, which is moving at pace and is scheduled for completion towards the end of the year. The company has also experienced great success in the data centre sector and is currently working on two major projects for leading-edge global clients. In addition, JPC has been active in the hotel and leisure sector, Current schemes in Dublin include Ireland’s first Hyatt Centric Hotel in the Liberties, the Hard Rock Hotel on Dame Street for the Tifco Hotel Group, and ongoing luxury refurbishment work to the Shelbourne Hotel for Kennedy Wilson. In the commercial sector, JPC completed the award-winning Seamark Building for Chartered Land and Starwood in the latter part of 2018, and it is currently closing out the final stages of the €110m SOBO district for Hibernia REIT in Dublin, comprising the multiaward winning 1 Windmill Lane, 1-6 Sir John Rogerson’s Quay and 2 Windmill Lane. In the residential sector, works are progressing on Kennedy Wilson’s landmark 246-unit apartment development at Clancy Quay. Works are also in progress on Hattington Student Housing’s 319-bed Montpelier

The Shelbourne Hotel, Dublin. Hill scheme, a 283-bed development for Scape Living Student Accommodation on Aungier Street, and an accommodation extension in Copley Street, Cork, for Hatch Student Living. A 257-bed student accommodation scheme on Thomas Street, Dublin, for Hattington Student Housing was completed on schedule for the new term last September. Healthcare has always been an important area for the company, and work is currently well advanced on the €70m 120-bed extension to the National Rehabilitation Hospital in Dun Laoghaire, and it recently commenced work on the St Vincent’s Hospital Pharmacy and car park works.


JPC is continuously innovating and refining its delivery solutions through the implementation of Building Information Modelling (BIM) and other technologies, which are driving efficiencies across construction operations as well as generating cost savings, programme efficiencies and safety benefits. JPC was recently BSI certified to BIM Level 2 Kitemark and is operating to BIM Level 2 across a wide range of its projects. The use of BIM is being maximised by the utilisation of new technologies, such as 3D scanners, drones and augmented reality apps that put the 3D models at the fingertips of construction teams in the field. A programme of Lean initiatives has also been developed and rolled out across JPC’s projects, with a focus on increasing productivity, eliminating waste and working smarter.

Considerate Constructors

JPC registers all its projects with the Considerate Constructors Scheme, which is a construction industry scheme aimed at improving the sustainability of the industry and its image in the community. It enjoyed great success at the Considerate Constructors National Site Awards in March. The Morgan Hotel received a Gold award and ‘Most Considerate Site’ runner-up, and the National Rehabilitation Hospital received a Bronze award. C




08 53


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Industry Sectors


Mechanical Electrical Instrumentation

Commercial Data Centres Industrial Infrastructure Life Sciences Pharmaceutical Power and Renewable Energy


Ireland United Kingdom Denmark Sweden Germany Holland Belgium Switzerland People Working throughout Europe


Interested in joining our team? visit our Careers page



CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Eli Lilly plant, Kinsale, Co Cork.


ROI Turnover: €94M International Turnover: €281M Year End: 31/12/2018 Address: 10 Eastgate Avenue, Eastgate, Little Island, Cork. Phone: 021 233 0900 Web: Key Executives: Brian Acheson, CEO; Oliver Lonergan, Managing Director; Pat Finn, Financial Director; David Myer, Commercial Director; Paul Flynn, Group Operations Director; Dave Dukelow, Operations Director; Liam Flynn, Engineering Director. Key Activities: Mechanical & Electrical Engineering.

Data centre for confidential client.


t is now 14 years since a management buy-out (MBO) at Dornan Engineering Ltd. Oliver Lonergan, Managing Director, is proud of Dornan’s achievements in the intervening years and remains optimistic on the outlook for the future of the engineering firm. Having been well established in the Irish market at the time of the MBO, Dornan looked to international markets next. The successful completion of a Pfizer project in Sweden led to projects in the UK, Germany, Belgium, the Netherlands and Denmark. The growth of the company in more recent years has progressed at a substantial rate with the turnover in 2019 set to reach €400m. Dornan’s market reach spans across Europe, with projects in the pharma, biopharma, data centre, power plant and commercial sectors. In Ireland, some of its completed pharma projects include Eli Lilly in Kinsale, J&J in Cork, Shire in Meath, Takeda in Dublin and Bristol-Myers Squibb in Cruiserath, Dublin.

Novartis plant, Ringaskiddy, Co Cork.


“We pride ourselves on our unique selling points,” says Oliver Lonergan, “in that we directly employ over 1,400 staff throughout Ireland, UK and Europe. Their longevity of service demonstrates a collective loyalty between employer and employee. “Investing in people is crucial, so implementing ongoing CPD training at every juncture is prioritised to ensure we are at the top of our game in terms of technical ability. We also have the highest quality systems and standards. We employ Lean construction methodology in all our works and maintain the highest degree of safety, which is initiated through our Behavioural Based Safety (BBS) programme.” As part of its focus on continuous learning, Dornan is providing support to its trades through engineering courses, and the company has most recently introduced a scholarship scheme in partnership with the University of Limerick. Through this scheme, it has established a professional registration scheme and now has five engineers and technicians working toward professional registration. “We have entered into a corporate partnership with the Institute of Engineering and Technology and launched a new Quality Engineering degree for 2019, which is currently enrolling,” Oliver Lonergan continues.

Modern Construction Methods

Dornan, through its engineering department, continues to develop its Building Information Modelling (BIM) team. “BIM has become not only an essential service for clients but also an

effective tool for doing our business,” Oliver Lonergan notes. “In today’s construction market, and not just in Ireland, we face numerous challenges,” he continues. “These are predominantly scheduling and manpower. Clients want a faster build, and with a faster build comes risk. These risks must be evaluated, and hence, construction strategy is vital from day one. To meet such demands, we believe the initiative of Early Contractor Involvement (ECI) or Pre-Construction, to be money well spent and needs ongoing encouragement from the industry. “ECI enables the contractor to engage with the project at an early stage, thus initiating collaboration on the design, BIM development, coordination of services, scheduling, and safety and quality workshops, which in theory should enable the installer to ‘hit the ground running’ at construction commencement stage.” Modularisation has also become an initiative and must be carefully accessed as a benefit to the project schedule. “We are renowned for ‘delivery’,” Oliver Lonergan says. “We take pride in getting the job done with all costs within the project schedule. We go the extra mile, bringing new innovative and sustainable ideas and demonstrating our passion in getting the job across the line to the client’s satisfaction,” concludes Oliver Lonergan. C



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JJ RHATIGAN & COMPANY Total Turnover: €324M

ROI Turnover: €244M International Turnover: €80M Year End: 31/12/2018 Address: Wolfe Tone House, Fr Griffin Road, Galway. Phone: 091 580800 Web: Key Executives: Padraic Rhatigan, Managing Director; Ger

Ronayne, Chief Operations Officer, UK Managing Director; Gerry Kelly, Chief Financial Officer; Sean Rhatigan, Plant & Procurement Director. Key Activities: Main Contractor, General Building.

Gardens International, Limerick.

Presentation College, Athenry.


J Rhatigan & Company is a leading main contractor, at the forefront of the construction industry for over 65 years, combining speed and quality across a diverse range of capabilities. In 2018, JJ Rhatigan & Company achieved an overall turnover of €324m, reflecting a substantial growth on the previous year, and it is on track for similar growth in 2019. JJ Rhatigan currently has 26 projects on site with a combined value of almost €890m. The company employs over 550 people, which is an increase of 31% since early 2017. In recent years, JJ Rhatigan has experienced the highest volume of growth in Dublin. More recently, however, since mid-2018, there has been a noticeable increase in its project activity in the south and west of the country, particularly in Galway, Limerick and Cork. It also completed €80m worth of projects in the UK in 2018. From a recruitment perspective, the company continues to seek out the top graduates each year, as well as enthusiastic and committed people at all levels.


An early adopter of BIM Level 2, JJ Rhatigan was one of the first BSI BIM-certified Tier 1 lead contractors in Ireland. All current projects are being delivered using certified BIM processes across commercial, pharmaceutical, residential, education, hotel, civic and heritage, and healthcare projects. JJ Rhatigan, with the aid of BIM, has also embraced off-site construction techniques. Its teams meticulously advance plan for all stages of the construction process to cover design, fabrication, transport and site assembly. To date, JJ Rhatigan has constructed office developments, hospitals, primary care centres, student accommodation, residential developments and schools using off-site construction techniques.


Recently completed projects in Ireland include the Gardens International commercial development in Limerick; Presentation College, Athenry, Co Galway; The Maldron Hotel, South Mall, Cork; Trinity Business School; and O’Reilly Hall, UCD, Dublin. Projects on-site in Dublin at this time include UCD Student Residences Masterplan Phase 1; Lansdowne Place luxury residential development; The Radisson Hotel, Golden Lane; and The National Forensic Mental Health Service Hospital in Portrane, North Dublin. Regionally, its current portfolio of work includes Phase Two,

CGI of Crown Square, Galway. Gateway Retail Park, Galway; Coláiste an Chláirín, Athenry, Galway; Coláiste Chiaráin, Athlone; UCC Student Hub, Cork; and St Patrick’s Hospital, Waterford. The company recently announced plans to transform Crown Square in Wellpark, Galway, into the largest mixed-use development in Galway, accommodating over 37,500 sq m of office space, a 180-bedroom hotel, and 290 apartments, all constructed around a public square which will also provide a neighbourhood centre. The development will also have basement parking for over 1,400 cars. C



P.J. Hegarty & Sons

Building Partnerships since 1925

No.10 Molesworth Street

Criminal Courts of Justice

Project Fitzwilliam

No.40 Molesworth Street

86 South Mall

Ireland’s leading building contractor Over 90 years in business, P.J. Hegarty & Sons U.C. is one of Ireland’s most progressive building and civil engineering companies. We offer a full range of construction services and are fully committed to providing a quality service – completing projects to the highest standards, on time and within budget.


For more information visit



PJ HEGARTY & SONS UC Total Turnover: €290M

ROI Turnover: €275M International Turnover: €15M Year End: 31/12/2018 Address: Davitt Road, Inchicore, Dublin 12. Phone: 01 455 6270 Web: Key Executives: John Hegarty, Executive Chairman; Liam Bennett,

Operations Director (Eastern Region); Sean Carrigy, Operations Director (Southern & UK Regions). Key Activities: Main Contractor, General Building.


stablished in 1925, building contractor PJ Hegarty & Sons UC operates throughout Ireland and the UK, with offices in Dublin, Cork, Limerick and London. Its principal areas of operation are large complex projects in all sectors, including commercial, pharmaceutical, high-tech, hotel/ leisure, residential and civil engineering. The company employs over 340 people directly and offers a full range of construction services including management contracting, Design & Build and PPP contracts, in addition to traditional building arrangements. PJ Hegarty’s success over the years is based on sound financial and management principles. It is this emphasis, combined with a solid base of traditional craft skills and professional management, which has placed the company at the forefront of Irish contractors.

Project Fitzwilliam, Dublin, CGI of the redevelopment of ESB’s head office.


High-profile recently completed projects include office developments at No 10 Molesworth Street for IPUT; production/office and warehouse buildings on the Takeda Pharmaceutical campus, Co Meath; a Gold LEED Standard office development at 85 South Mall, Cork; the expansion of a Glanbia facility in Co Kilkenny, and remedial works at Haulbowline Island, Co Cork. Projects currently on site include Project Fitzwilliam, Dublin 2, the redevelopment of ESB’s head office; a commercial, hotel, residential and aparthotel scheme at Spencer Place, Dublin; an extension to the iconic Gravity Bar at Guinness, St James Gate; and a new 250,000 sq ft office development at Penrose Quay in Cork. Project Fitzwilliam in Dublin 2 has progressed significantly in recent months. This premier site in the heart of Dublin’s Georgian core will accommodate a new mixed-use development (GFA 43,000 sq m). The project also includes refurbishment of several listed buildings along Mount Street, Dublin. The office element at the Spencer Place project will be occupied by software company, Salesforce, who have agreed to occupy 430,000 sq ft at the development, with an option over a further 100,000 sq ft, currently subject to planning. The scheme is being developed by the Ronan Group Real Estate. The letting is the country’s largest in history. The development will also include a 200-bedroom four-star hotel, which has been leased to the Dalata Hotel Group; 325 residential units in three blocks and a 102 unit aparthotel. In Cork, the Penrose Dock development will have two Gold LEED buildings of 80,000 sq ft and 170,000 sq ft, with open floorplates of up to 20,000 sq ft, along with an open public plaza, gym and café. It will be the tallest office building so far developed in Cork city, at up to nine storeys. C

10 Molesworth Street, Dublin.

Facilities under construction on the Takeda Pharmaceutical campus, Co Meath.



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CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Scot’s Church, Abbey Street, Dublin.

COLLEN CONSTRUCTION Total Turnover: €270.6M

ROI Turnover: €237.7M International Turnover: €32.9M Year End: 31/03/19 Address: River House, East Wall Road, Dublin 3. Phone: 01 874 5411 Web: Key Executives: Neil Collen, Chairman; Tommy Drumm,

Managing Director; Declan Lowry, Director; David Lee, Director; Donal Hennessy, Director; Tom O’Connor, European Director; Kara Stuart, Company Secretary; Philip Walsh, Financial Controller; Sinead Savage, Head of Business Development; Joe O’Dwyer, Health & Safety Manager; Rebecca Reilly, Quality and Environmental Manager. Key Activities: Main Contractor, General Building.


stablished in 1810, and still a family-owned business, Collen has successfully tendered for a range of clients, including large multinational corporations, private companies, local authorities, and State bodies. Collen operates a quality management system that ensures that projects are delivered to the specification and timescale required by clients. On 26th April 2018, Collen became one of the first organisations in the world to achieve ISO 45001 accreditation, the international standard for Occupational Health and Safety. “Activity in our core business in Dublin remains strong, but resources across the industry are a challenge,” says Tommy Drumm, Managing Director, Collen Construction. “We offer equal opportunities in the workplace, and we continue to hire apprentices, engineers, planners and quantity surveyors to allow us to develop strong resources in-house to meet the needs of our growth. Collen is very mindful that its success is down to the people who continue to deliver for clients time and time again. The retention of our staff is something that we are very proud of, and our core family values are key to this success.”


In June 2018, Collen handed over a new landmark office development, Scot’s Church, Abbey Street, Dublin. This project involved the conservation of the original listed ‘Scot’s Church’ and the construction of the striking new seven-storey architectural exoskeleton steel frame building around part of the Scot’s Church protected structure. In April 2019, Collen completed Block I, Central Park for Green REIT Plc, having previously completed Block H in 2017. This sevenstorey, over two-level basement, high-spec office development was built to a LEED Gold standard. In June 2017, Collen began the construction of One South County in Leopardstown. This six-storey office development will include fullylandscaped roof terraces with penthouse roof gardens, and it will be built to LEED Gold specification. In recent years, Collen has been transforming the commercial heart of the south Dublin village of Blackrock. In January 2017, works commenced on the €30m Frascati Shopping Centre refurbishment and extension in Blackrock. It then secured the contract for Enterprise

CGI of Enterprise House, Blackrock, Co Dublin.

CGI of Frascati Shopping Centre, Blackrock, Co Dublin. House, incorporating the demolition of a 1980s building and the construction of a new five-storey office block. In January 2019, Collen commenced work on the regeneration of Blackrock Shopping Centre, adjacent to Enterprise House. Collen is now the largest data centre construction company in Ireland, having completed 13 data centres on seven separate campuses across three countries. “While we maintain our core business in Ireland, we believe that our strategic partnerships across Europe will strengthen our market position as we continue our relationship with current and new clients,” says Tommy Drumm. “Some of Collen’s key priorities going forward are IT standardisation, project controls, pre-construction management, off-site modular construction, and the use of Building Information Modelling (BIM), which allows greater collaboration on our project between all stakeholders, resulting in projects being delivered faster and with greater cost efficiency,” he concludes. C








Total Turnover: €231.6M

ROI Turnover: €188.7M INTERNATIONAL TURNOVER: €42.9M Year End: 31/12/2018 Address: Turnpike Business Park, Turnpike Lane, Ballymount,

Dublin 12. Phone: 01 460 0214 Web: Key Executives: Barry English, Group Managing Director; Anne Dooley, Managing Director; Barry Hennessy, Business Development Director. Key Activities: Mechanical & Electrical Engineering, Specialist Turnkey Data Centre Construction.

Spencer Place dockland development in Dublin. The Central Bank Dublin.


eadquartered in Ireland, delivering throughout Europe, Winthrop had a turnover of just under €232m in 2018, and it now employs circa 750 people. Projected Turnover for 2019 is €350m. Winthrop’s core business has been M&E contracting since 1995, with the company also establishing itself as a turnkey data centre contractor in recent years. In 2019, it is delivering turnkey data centre projects in Ireland, the Netherlands, Poland, Switzerland, Germany and Norway. “Our operation is very engineering-led with a strong technical background,” says Anne Dooley, Managing Director, Winthrop. “This gives us an edge in certain areas, such as our data centres business. Those data centres are not complex building structures per se, but the mechanical and electrical installations are very complex, so our technical knowledge really helps us win and drive these projects.” Winthrop is also currently carrying out the full M&E installations for large projects, such as the DIT Grangegorman Campus, and the Spencer Place dockland development in Dublin.

Digital Technology

Being engineering-led, and having always had a focus on producing detailed engineering and fabrication drawings before any site activities commenced, it was a natural progression for Winthrop in 2008 to become an early adopter of Building Information Modelling (BIM). Given the goal of quality construction and using off-site prefabrication where possible, Winthrop also saw the merits of the application of Lean Principles to construction. Winthrop recently achieved BSI BIM Level 2 Tier 1 lead contractor certification, which includes PAS 1192- 2:2013 information

management for the capital/delivery phase of construction projects using BIM. It is also an approved Tier 1 lead contractor.


The company operates a comprehensive continuous professional development (CPD) programme for all staff and is a CPD-accredited employer. It is continually investing in improving its capabilities and in developing its people. “We are an engineering company, led by engineers with very highquality staff,” says Anne Dooley. “We have very low staff turnover, and many of our people are degree-qualified engineers, with a previous trades qualification. All our engineers are highly adaptable and very practical-minded. It is the quality and calibre of our staff that has developed our position in the market and has helped ensure that 80% of our contracts derive from repeat clients.


“By analysing how we approach day-to-day tasks,” Anne Dooley continues, “we have been able to maximise production, giving us significant productivity improvements on site and enabling us to deliver projects faster, leaner, and of a high-quality standard, which ensures we achieve client and programme requirements. “Our approach is not really about one-off projects, but rather building partnerships in the longer term,” she adds. “Once we get to know a client, we’re prepared to go wherever they need to go. All our technical, procurement and coordination works are done here in Dublin, but the physical projects span all of Europe”.

Health and Safety

Data Centre, Dublin.

Another integral part of Winthrop’s offering is its attention to health, safety and environmental practices. Having attained ISO 14001 accreditation, Winthrop does not compromise in these areas, and safety on site is embedded in the company’s fabric. In 2018, Winthrop also achieved ISO 45001:2018 accreditation. C



CIF Top 50 Contractor for 2019

Creating Value Through Focus on Efficiency and Sustainability Roadbridge is a global civil engineering contractor, operating since 1967, specialising in the international delivery of complete infrastructure projects across all sectors; for a broad range of clients and contract conditions. 96 CONSTRUCTION CIF Top 50 2019

Crossagalla, Ballysimon Road, Limerick, V94 X2E1


CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 M17 Gort to Tuam Motorway.

ROADBRIDGE LIMITED Total Turnover: €230.4M

ROI Turnover: €110.6M International Turnover: €119.8M Year End: 31/12/18 Address: Crossagalla, Ballysimon Road, Limerick. Phone: 061 414874 Web: Key Executives: Robert Dix, Group Chairman; Conor Gilligan,

CEO; Jim Mulcair, Director; Des Mulcair, Director; Pat McCarthy, Director; John Duggan, Director; Morgan Sheehy, Director. Key Activities: Civil Engineering.


oadbridge is a global civil engineering contractor, operating since 1967, that specialises in the delivery of complete infrastructure projects across all sectors for a broad range of clients and contract conditions. “We take a collaborative approach on all projects and focus on value engineering and innovation to achieve best results for our clients,” says Conor Gilligan, CEO, Roadbridge.

Roadbridge team at A737 Dalry Bypass River Garnock Bridge, Scotland.


In recent years, Roadbridge has been involved in the delivery of some of the most significant projects undertaken in Ireland, such as the Limerick Tunnel, Corrib Gas Terminal, M17 Gort to Tuam Motorway, Center Parcs, Dublin Port Framework 1 and Galway Wind Park. Notable current projects include the new North Runway at Dublin Airport, Dublin Port Framework 2, Oweninny Wind Farm in Mayo, and the N4 Coallooney to Castlebaldwin Road Improvement Scheme. Throughout the UK, Roadbridge is currently involved on projects such as the Gas to the West HD Pipeline in Northern Ireland, the East Anglia One Onshore Cabling project in Ipswich, Thirlmere Link Mains in Cumbria, the A737 Dalry Bypass in Scotland, and the Port of Firth redevelopment in Inverness, Scotland.


Roadbridge has enjoyed recent successes in various awards, including being named the ‘2018 Green Business of the Year’ for Galway Wind

Park, and it was also announced as the inaugural winner of the ‘Exemplary Health & Safety Performance’ category at the Irish Wind Industry Awards 2019. “These awards are a reflection of the fantastic efforts that our workforce put in every day when they arrive at our sites and offices,” says Peter Byrne, Quality & Environmental Manager, Roadbridge. “The culture of continuous improvement, achieved by applying best practice, employing a motivated workforce, and adopting new technologies, assists us in our goal of delivering value to our customers and stakeholders.” C

Galway Wind Park.



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CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Airbnb offices, Dublin.


ROI Turnover: €102.3M International Turnover: €102.7M Year End: 31/01/2019 Address: Clyde House, IDA Blanchardstown Business and

Technology Park, Snugborough Road, Dublin 15. Phone: 01 860 0520 Web: Key Executives: Michael Stone, CEO; Pat Gilroy, Managing Director (USA); Nick Bash, Managing Director (UK); Michael O’Carroll, Sales/Marketing Director. Key Activities: Mechanical & Electrical Engineering.


esigner Group is one of Europe’s leading mechanical, electrical and facility management contractors. Established in 1992, the Group offers its clients a full design and installation service, utilising the latest Building Information Modelling (BIM) cutting-edge technology and software. It has a dedicated team of more than 1,300 directly employed staff, including 800-plus expertly trained operatives. The company is geographically diverse, with operations in Ireland, the UK, Germany, Africa and the USA catering for clients in the pharmaceutical, life sciences, data centre, manufacturing, commercial, infrastructure and energy industries. Designer Group’s ISO recognised standards highlight the company’s commitments to safety, quality and the environment. Designer Group has employed BIM since 2010. Its first prefabricated BIM project was delivered in 2011. BIM allows Designer Group to explore, design, analyse and optimally sequence projects within a digital environment, enabling prefabrication of building elements within a safe and controlled environment. Its people and its client relationships are the twin foundations on which the business has been built and continues to grow. It has invested heavily in staff training to keep the company at the leading edge of a rapidly changing industry. This investment has produced an innovative and passionate team that delivers projects for clients safely, efficiently and to the highest standards. The company’s latest initiative is the establishment of a joint venture, Sensori FM, with John Sisk & Son. This new company has come about as a result of Sisk acquiring a 50% holding in Designer Group’s facilities management business, which supplies integrated property facility management services to leading organisations across both public and private sectors in Ireland. Michael Stone, CEO, Designer Group, says that the new partnership with Sisk will enable them to provide a complete turnkey solution to existing customers, thereby enhancing the service offered to win new ones. “We can assist with design to make buildings easier to maintain, by installing additional sensors and controls. As part of our strategy for managing buildings for life, we have developed a wealth of experience in the area of energy management and have been helping our customers to reduce their energy costs in the buildings that we maintain.” C

Diagio, St James Gate, Dublin.

One Blackfriars, London

The Exchange building, Dublin.




Contact Gloria Taylor at 100 CONSTRUCTION CIF Top 50 2019


CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 Autodesk EMEA HQ, a unique €3.8m fit-out at 1WML, Dublin.


Total Turnover: €203.5M

ROI Turnover: €103.5M INTERNATIONAL TURNOVER: €100M Year End: 31/12/2018 Address: South Block, Rockfield, Dundrum, Dublin 16. Phone: 01 644 9650 Web: Key Executives: Paul McKenna, CEO; Alex Murphy, Business Development

Director; Eddie Campion, Construction Director; Brendan Moley, Interiors Director.

Key Activities: Main Contractor, General Building, Fit Outs.


he mac-group was founded in 2002 with a mission to construct, restore and repurpose buildings; to exceed the expectations of clients, consultants and staff; and to question and improve upon all that has gone before. mac has grown from a niche interior fit-out contractor to a construction partner offering construction, volumetric modular, design and build, alongside an awardwinning specialisation in commercial interiors. With offices in Birmingham, Dublin, London and Newry, mac-group has taken a steady approach to growth, not afraid to turn down opportunities that do not serve the commercial goals of the business, and always delivering a service that surpasses what is expected.


mac teams build relationships based on mutual trust and flexibility. Known as the ‘Dynamic Construction People’, mac managers have resilience and are given the scope to think for themselves, propose solutions, and implement them. This enables mac to attract and retain the industry’s top professionals, with loyalty reciprocated and rewarded as individuals are given opportunities to grow and optimise their potential. mac cares about people, educates and invests in people and helps them to be better at what they do, this is borne out by the company’s Earn and Learn scheme, and a variety of courses and training offered to each member in areas such as BIM and LEED. With 132 new hires in the last year, the team continues to grow, resulting in two brand new hubs in Dublin and Birmingham.


mac-group won ‘Fit Out Contractor of the Year’ two years in a row, is ranked 58th fastest growing company in the Sunday Times, and 487th on the FT list.


Mountpark Logostics Hub, Dublin.

Reaching new heights at Shelbourne Road, in the heart of Dublin 4.

mac has entered a volumetric modular JV that is in Manhattan, building the tallest modular hotel in the world. The mac site team on a €22m greenfield logistics hub for Mountpark won a Gold Award on the Consderate Constructors Scheme. Other exciting projects onsite or recently completed are a €30m brown-field construction at Shelbourne Road, 120,000 sq ft in the heart of Dublin 4; greenfield residential construction projects in Dungarvan and Carrickmacross; a £9m cut and carve project in Belfast, and a £30m refurbishment at Liverpool Echo. According to Tiffany Quinn, Communication Director, mac-group, “The success of mac is attributable to our ‘superpower’ – exceptional teams created from our rich pool of talent, experience and know-how. We all play to our strengths, while simultaneously acquiring new skills and expertise. Our people work hard, play hard, united by a passion for what we do.” C What’s Your Superpower? Be Part of the Success

CIF Top 50 2019 CONSTRUCTION 101

Dublin Landings


Hampstead Building

St Maryâ&#x20AC;&#x2122;s Primary Care Centre

New Relic Offices

Zendesk Offices

102 CONSTRUCTION CIF Top 50 2019



WALLS CONSTRUCTION LTD Total Turnover: €190.3M

ROI Turnover: €190.3M Year End: 31/12/2018 Address: Rosemount House, Northern Cross, Malahide Road,

Dublin 17. Phone: 01 867 3800 Web: Key Executives: Eugene O’Shea, Managing Director. Key Activities: Main Contractor, General Building.


alls Construction continued to grow its business over the past 12 months, in line with its business plan, so that annual turnover in 2019 will comfortably exceed the €190m achieved in 2018. This is an increase of just over 17% on its turnover of €162m the previous year. The company’s growth plans set out in its business strategy, devised following an investor-backed MBO in 2015, are based on steady growth. Current performance is ahead of target, so that turnover by the end of 2020 is expected to be in the region of €300m.

Dublin Landings, North Docks, Dublin.

The Hamstead Building, Carrickmines, Dublin.


Walls’ areas of increased activity are in commercial, residential and student accommodation projects. For example, it currently has six student accommodation projects underway in Dublin, in locations such as Cork Street, the North Circular Road, Dominick Street and Ballymun. The company is also managing Private Rented Sector (PRS) projects for developers such as Ballymore, Marlet and Park Developments, with completed buildings set to provide more than 1,200 apartments.


Employee numbers have increased beyond the 250 mark, with close to 100 additional employees recruited since the beginning of 2018. “Like all companies in our sector, there is a skills shortage and the need to attract and retain personnel is critical. We have had some success in attracting engineering, project and site management personnel home from abroad, particularly the UK, but in disciplines such as quantity surveying and health and safety, professionals remain in short supply,” states Eugene O’Shea, Managing Director, Walls Construction. The company has made senior management appointments in response to the increased levels of current activity, with succession planning being a key objective for the company’s board. These include the appointment of six new divisional directors, four in construction, including quantity surveying, and one each in estimating and finance. All appointments were internal promotions, which reflects the company’s commitment to developing its people from within. Walls Construction is also intent on making progress in areas of work-life balance and wellbeing, mainly through the efforts of its employee-led Wellness Committee, which has featured in national media, both print, radio and online. Looking ahead, Walls Construction intends to increase its workload outside Dublin in the coming year, with an immediate focus on the Munster region through the expansion of its Munster office. C

New Relic offices, Golden Lane, Dublin.

Zendesk EMEA HQ, Charlemont Place, Dublin.

CIF Top 50 2019 CONSTRUCTION 103


High-value Mechanical & Electrical engineering and construction services delivered the ‘Kirby Way’

Dublin • Galway • Limerick • London • Warrington • Glasgow • Brussels 104 CONSTRUCTION CIF Top 50 2019




ROI Turnover: €131M International Turnover: €35M Year End: 31/12/2018 Address: White Swan Business Park, South Circular Road, Dublin 8. Phone: 01 454 0411 Web: Key Executives: Jimmy Kirby, Group Managing Director; Mark

Mechanical and electrical services fit-out at Autodesk offices, Dublin. Data centre for confidential client.

Flanagan, Group Operations Director; Derry McMahon, Group Finance Director and Company Secretary; Ray Ryan, Group QEHS Director; Conor O’Brien, Group Commercial Director; Aidan J Kerins, Group Business Development Director; Henry McCann, Operations Director; Dave McNamara, Operations Director (Munster and Europe); Fergus Frawley, Chairman. Key Activities: Mechanical & Electrical Engineering, Utilities.


ounded in 1964, Kirby Group Engineering is a mechanical and electrical engineering contractor with operations in Ireland, the UK and mainland Europe. The company provides full mechanical and electrical contracting services as well as specialist high voltage (HV) and medium voltage (MV) design and construction services. Kirby operates across multiple sectors including data centres, life sciences, industrial manufacturing, substations and renewables, power generation, petrochemical and commercial.


Over the past 12 months, Kirby has expanded its European operations to include Finland, Sweden and the Netherlands. It has secured highprofile projects, including data centres and a pharmaceutical facility, in these countries Kirby recorded an overall turnover of €166m in 2018, and it has a projected turnover of €200m for 2019.


In response to the company’s growth and success, both nationally and internationally, Kirby has made key appointments at executive level. Dave McNamara has been promoted to Operations Director (Munster and Europe Regions). Hugh Nealon has been promoted to Associate Director (Munster and Europe Regions). Mikey Ryan has been promoted to Associate Director (Connacht Region). Commenting on the appointments, Jimmy Kirby, Group Managing Director, said: “These key appointments further strengthen Kirby’s leadership capability and support the company’s expansion into new geographical regions.”


Kirby directly employs over 750 highly-skilled employees, including over 100 apprentices. The company understands that great people are the only real source of sustainable competitive advantage, so it places a strong emphasis on continually developing and training its people. This ethos was recognised last year when Kirby was awarded a gold accreditation against the ‘Investors in People Standard’, demonstrating its commitment to high performance through proper people management.

Kirby directly employs over 750 highly-skilled employees.


Recent projects in Kirby’s portfolio include Alexion Pharmaceuticals, Dublin; Astellas, Kerry; Analog, Devices, Limerick; Autodesk, Dublin; and Mylan, Galway; as well as a pharmaceutical facility in the Netherlands; Slane Distillery, Co Meath; and a 132kV substation in Blackhill, Scotland. It has also recently completed data centres for confidential clients in Dublin, Sweden and Finland.


Kirby’s culture is driven by innovation, efficiency and meeting its customers’ needs at a minimum cost each and every time. Lean practices and processes have become critical components of project delivery, which bring significant value to Kirby and its customers. Over its 55-year history, Kirby has earned a strong reputation for excellence in mechanical and electrical engineering contracting. This reputation for finding innovative and cost-effective solutions for complex build challenges and an uncompromising approach to safety and quality has led to Kirby working with leading organisations and building an impressive portfolio of projects both domestically and internationally. C

CIF Top 50 2019 CONSTRUCTION 105


106 CONSTRUCTION CIF Top 50 2019




Total Turnover: €157.2M

ROI Turnover: €73.4M OVERSEAS Turnover: €83.8M Year End: 31/12/2018 Address: Swords Business Campus, Balheary Road, Swords, Co


Phone: 01 894 8800 Web: Key Executives: Ronan Quinn, CEO; Alan Coakley, Joint Managing Director; Roy Millar, Joint Managing Director. Key Activities: Main Contractor, General Building, Specialist Contractor, Fit Outs.


rdmac delivers complex high-value workspaces and technical environments in Ireland and Europe. Headquartered in Dublin, the company has regional offices Cork, the UK and Belgium, with an office in Amsterdam planned for 2019. Ardmac provides trade contracting and main contracting solutions. Markets served include data centres, micro-manufacturing, pharmaceuticals, med-tech and commercial offices. With a robust pipeline, it has worked on projects for over 80% of global pharma and technology companies bringing FDI to Ireland. A recent strategic project is the Design & Build of an 80-unit modular QC laboratory for a major pharma company in Swords.


Global Pharmaceutical Company, Dublin. Commercial projects include new office fitouts for Citibank, Hilti and DCC in Dublin. Internationally, it is working on pharma and hyperscale data centre projects in Denmark, Holland, Belgium and Switzerland.  Ardmac’s dedicated ‘Safety First’ programme takes an innovative approach to the management of safety. The programme is designed to embed a safety conscious mindset with continuous improvement around four cornerstones – Demonstrating Ownership & Leadership; Engagement & Participation; Coordination & Management; and Task Planning & Training. Ardmac was named ‘Fit Out Contractor of the Year’ at the Irish Fit Out Awards. The company continues to gain recognition with its Lean practices and BIM approach to digital construction. Ardmac’s new dedicated corporate social responsibility programme ‘Sky Blue’ focuses on responsible business commitments including mental health awareness and eliminating single-use plastics. C


ROI Turnover: €58.4M International Turnover: €86.3M Year End: 31/12/2018 Address: Block 10A, Cleaboy Business Park, Old Kilmeaden Road,

Waterford. Phone: 051 508009 Web: Key Executives: Eddie Walsh, CEO; Richard Hogan, Managing Director; Liam Linehan, Business Development Director; Terry Kelleher, Finance Director. Key Activities: Electrical Engineering, Design, Instrumentation, Installation and Commissioning Services.


TS Group continues to grow and increase its output in both Irish and international markets, providing electrical installation services across a broad spectrum of sectors. The company has completed and is currently involved in projects for some of the best-known brands in the pharmaceutical, data

Data centre server room. Project for a confidential client. centre, medical device, oil and gas, transport, utilities and commercial industries. The current growth strategy will continue, as it has done over the past number of years, with a significant focus on the continued development of the current management teams and workforce. The company has developed extensive training modules in relation to safety, quality, Lean construction, BIM execution, off-site fabrication, and the environment, along with many others areas. The pharmaceutical and the data centre industries were the largest sectors that STS participated in last year, and they remain very strong for STS in 2019 and into 2020. STS is currently involved in projects in Ireland, the UK, Sweden, Denmark, Germany, the Netherlands, Switzerland, Italy, France, Belgium and the Middle East. C

CIF Top 50 2019 CONSTRUCTION 107


108 CONSTRUCTION CIF Top 50 2019


CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 CDB Aviation offices, Dublin.


Total Turnover: €133.6M

ROI Turnover: €126.9M OVERSEAS Turnover: €6.7M Year End: 31/12/18 Address: Flynn House, Blackwater Road, Glasnevin, Dublin 11. Phone: 01 850 3000 Web: Key Executives: Kevin Flynn, Managing Director; Mick Flynn,

Construction Director; Derek Murphy, Financial Director; Alan Nevin, Commercial Director; William O’Brien, Regional Director; Eddie Cassidy, Projects Director; Cormac McKenna, Projects Director. Key Activities: Main Contractor, General Building. Fit Outs.


lynn is a specialist construction and fit-out company, with projects across Ireland and abroad. The company has been in business for 15 years and provides a comprehensive range of construction management, fit-out and main contracting services.


Its core work areas are in the commercial, retail, leisure, infrastructure, aviation, hospitality and education sectors.



Recently completed projects include Terminal 2 transfers facility,

Dublin Airport; CDB Aviation office fit out; Unit D3, Horizon Logistics Park; the multi-million euro refurbishment of Bewley’s Café, Dublin; modular construction of the South Gates boarding area, Dublin Airport; and refurbishment projects on Earlsfort Terrace and at RCSI, York Street, Dublin.


Flynn is an equal opportunities employer and supporter of the CIF’s #BuildingEquality campaign. It currently employs 175 people. As a people-driven business, Flynn takes pride in the expertise within its teams, whose collaborative approach to every project has been central to the development of the business in the past few years.


Flynn takes a holistic approach to sustainability, incorporating it into its culture and the work it undertakes. Its in-house Environmental Sustainability Group focuses on its carbon footprint and continuously reviews how it can reduce CO2 emissions, waste generation and energy usage across its offices and sites. The company also has multiple LEED-accredited professionals on its teams and implements LEED green principles on all of its projects. C

Suir Engineering employees on the Shire site, Co Meath.


Total Turnover: €126M

ROI Turnover: €120M International Turnover: €6M Year End: 31/12/2018 Address: Unit 9A Cleaboy Business Park, Old Kilmeaden Road,

Waterford. Phone: 051 359500 Web: Key Executives: Mick Kennedy, Managing Director; Paul Cremmins, Director; Patrick Aylward, Operations Director; Joe Lavin, Regional Director; John Flynn, Regional Director; Ronan Tyrrell, Financial Director; David Phelan, Business Development Director; Kimm Phelan, Proposals Director; Fintan McCleane, Commercial Director. Key Activities: Mechanical, Electrical and Instrumentation Engineering.


uir Engineering is a mechanical, electrical and instrumentation contractor with a direct workforce of nearly 1,000 people and in the region of €130m revenue annually. Its headquarters is in Waterford, with regional offices located in Dublin, London, Stockholm and Copenhagen.

Suir has over 35 years of experience in fulfilling the needs of clients across a diverse range of sectors, including data centres, energy and utilities, pharmaceutical, food and beverage, and renewable energy.


The keystone of Suir Engineering’s success is its people. Its trades, engineering and design staff not only define its past, but represent its future success. Suir has developed a business in which individual team members are valued, encouraged to embrace personal responsibility and are growing to meet the demands of both the company and that of its customers.


“We are a business that listens to our clients’ needs and strives to understand their precise requirements and expectations,” says Mick Kennedy, Managing Director, Suir Engineering. “Our motto is: ‘Succeed by delivering a better experience’, and we take that very seriously.” C

CIF Top 50 2019 CONSTRUCTION 109


Multi-Award Winning Main Contractor A Deloitte Gold Standard Best Managed Company

110 CONSTRUCTION CIF Top 50 2019

An award winning and innovative company with a history of integrity, Stewart Construction understand clients evolving needs and will deliver its promise on each and every project.



CGI of Central Plaza, Dublin.


Year End: 31/12/2018 Address: Head office: 43 Lower Salthill, Galway. Dublin office:

Churchtown, Dublin 14. Phone: Galway: 091 524455 Dublin: 01 901 1290 Key Executives: Seán Stewart, Chairman; Paul Stewart, Managing Director; Rachael Stewart, Business Development Director; Gerard Conway, Financial Director; Brian Gorman, Contracts Director; Roy Pickford, Regional Director. Key Activities: Main Contractor, General Building.


ounded in 1902, Stewart Construction has a proven track record of successful project delivery through the generations.


Stewart Construction’s growth has been driven by its robust management and recognised expertise in Design & Build solutions which have enabled it to develop and sustain long term relationships with key clients. A principal company value is to drive the sustainability agenda and strengthen building performance at all stages of the life cycle. The company has a growing BIM Department, which supports an


enhanced BIM offering to its clients.


Stewart Construction continues to be a forerunner in the redevelopment of Dublin City’s landmark buildings. The extensive renovation and remodelling of the Goethe-Institut’s Irish headquarters at Merrion Square, commissioned by the German foreign office, sets a new standard for Georgian Dublin. Stewart Construction and Hines continue a fruitful collaboration with two prestigious commercial Design & Build projects being constructed in Dublin city centre, namely, the iconic Central Plaza on Dame Street and the redevelopment of 47 Bishop’s Square in the central business district. The company is also busy at the expanding Dublin Airport, where it is delivering Ireland’s next generation business destination, Dublin Airport Central, and a new four-star 420-bed hotel. Both of these projects are being delivered on a Design & Build basis.


Stewart Construction is a Deloitte ‘Gold Standard Best Managed Company’ and was awarded Deloitte ‘Best Managed Company’ for five consecutive years. C

R445 Orbital Relief Road, Newbridge, Co Kildare.


ROI Turnover: €96.8M INTERNATIONAL Turnover: €3M Year End: 31/12/2018 Address: Great Connell, Newbridge, Co Kildare. Phone: 045 431384 Web: Key Executives: John G Murphy, Managing Director. Key Activities: Main Contractor, Civil Engineering, General Building, Process Engineering, Structural Steel Fabrication.


s one of the most easily recognised names in the industry, Murphy has a proud history of delivering major infrastructure projects in Ireland, the UK, and internationally. Murphy International Ltd operates the Murphy Group’s business in Ireland, offering a full range of services including civil engineering, general building, process engineering, structural steel fabrication, piling, construction, facilities maintenance, and design, build, and operate services.


2018 was a big year for Murphy in Ireland. It built on the strong foundations for growth laid in previous years to start fully optimising its diverse range of ‘One Murphy’ capabilities, with an order book that has strengthened again for 2019.

Its MEICA and process engineering capability was instrumental in securing water contracts, including Stillorgan Reservoir and Birr and Tullamore WSS for Irish Water, as well as the £45m Huddersfield Energy Recovery Facility contract. In other areas, it has won the €12m distribution road project – the R445 Newbridge Orbital Relief Road – and a significant contract for Gas Networks Ireland to remediate a gasworks facility in Limerick. It was also awarded a five-plus-three-year HP Gas Transmission System contract for GNI (UK) in Northern Ireland.


In 2018, it won a number of CECA Awards, namely, the ‘Best Health and Safety Initiative’ for its work to limit the impact of Hand Arm Vibration Syndrome, and its Waterford City Apple Market Regeneration project secured second place in the ‘Best Project (€2M-€5M)’ category. C

CIF Top 50 2019 CONSTRUCTION 111


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Portlaoise Hire Desk 1890 882 364 Lisburn Hire Desk 0800 783 2055 CONSTRUCTION CIF Top 50 2019


CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 A6 Dungiven to Drumahoe Dualling scheme, Northern Ireland, a joint venture between Wills Bros, Sacyr and Somague (SWS JV).


Total Turnover: €90M

ROI Turnover: €68M International Turnover: €22M Year End: 31/12/2018 Address: Ballylahan Bridge, Foxford, Co Mayo. Phone: 094 925 6221 Web: Key Executives: Charles Wills, Managing Director; James Wills, Company Secretary; Aidan McCaul, Contracts Director; Jonathan Wills, Contracts Director; Gary Curran, Commercial Director. Key Activities: Civil Engineering.


ormed in 1972, Wills Bros is a civil engineering contractor that is at the forefront of national infrastructure development in Ireland and the UK. A subsidiary company, Wills Bros Civil Engineering Ltd, is based in Motherwell, Scotland, with project offices established throughout the UK. As a family-run business, Wills Bros takes pride in the high standards it achieves in its projects, which result in numerous repeat contracts. Wills Bros’ project experience ranges from motorway Design & Build contracts, such as the A6 Dungiven to Drumahoe Dualling


scheme, Northern Ireland – Joint Venture with Sacyr and Somague, to mining, landfill sites, marine works, road realignments, site developments, water-related services, telecommunications, leisure and public amenity projects. Wills Bros client-base includes Gypsum Industries, Irish Water, OPW, various local authorities, Transport Scotland, Department of Infrastructure, Northern Ireland, TII, Xerox, Microsoft, Apple, Glanbia, Anglo American Mining, Tara Mines, Scottish Enterprise, IDA Ireland, Dublin Port, Port of Cork and many blue-chip multinationals in the technology and pharmaceutical sectors. Wills Bros’ quality management system is certified to IS EN ISO 9001:2015 accreditation as civil engineering contractors specialising in design, construction and project management of contracted works. The company employs approximately 150 employees, with a safety record amongst the highest rating level with an LTA frequency rating of 0.14 for 2018. C


Total Turnover: €86.5M

ROI Turnover: €82.5M INTERNATIONAL Turnover: €4M Year End: 31/12/2018 Address: Dolcain House, Monastery Road, Clondalkin, Dublin 22. Phone: 01 403 3111 Web: Key Executives: Martin Maher, CEO; Pearse Ferguson, CFO. Key Activities: Civil Engineering.


IAC is a large multi-disciplined construction group with significant operations across Ireland and the UK. It provides turnkey solutions to the building and civil engineering industries and offers both public and private sector clients a comprehensive range of construction services. Its teams of professionals work closely with its design partners and clients to deliver a flexible and innovative service in every project it undertakes. SIAC is committed to delivering projects on programme and within budget in a safe and environmentally-friendly manner. Its principle disciplines include civil engineering, roofing and cladding, paving/ bituminous products, traffic management solutions, and mechanical and electrical works. Recent and current projects include the M7 Upgrade as a Joint Venture with Colas; the redevelopment of Dun Laoghaire Baths; street

M7 Upgrade works. surfacing works and roofing and cladding of the Shire Pharmaceutical development in Meath. “In the coming year, we have significant civil engineering projects in Kilkenny, Sligo, Dublin, and Galway, and three projects in the UK,” says Martin Maher, CEO, SIAC Construction. “We will also see the completion of the M7 Upgrade and Sallins Bypass. Our other divisions continue to grow and deliver a quality product and service in Ireland, the UK and Europe.” C

CIF Top 50 2019 CONSTRUCTION 113


We pride ourselves on our delivery of world class engineering solutions, where our dedicated and highly skilled team have carried out a diverse range of projects across government departments, local authorities, multinational organisations and private clients.

Keating is constantly evolving and adapting to meet and exceed customer expectations. We invest in our people, skills, technology and innovation to deliver ever safer high quality engineering solutions Our team form the heart of all Keating operations - and we are proud to promote a positive, industry-leading environment that is based on equality, diversity, inclusion and respect. Head Office Kilmihil, Co. Clare, Ireland 065 9050090


114 CONSTRUCTION CIF Top 50 2019

Dublin Office 9A Beckett Way, Parkwest Dublin Ireland D12W329 01 4016045


Cork Office Unit 1202, Gateway Business Park Mallow Road, Co. Cork Ireland T23 V6VC 021 4399542



CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 10-11 Molesworth Street, Dublin.


Total Turnover: €74.9M

ROI Turnover: €71.2M International Turnover: €3.7M Year End: 31/12/2018 Address: 16 Fonthill Industrial Park, Clondalkin, Dublin 22. Phone: 01 626 1144 Web: Key Executives: Sean Smith, Group Managing Director; Conor

Lynch, Group Financial Director; Brian Sterling, Director; Joe McCarthy, Director; Ciaran O’Donnell, Business Development Director. Key Activities: Mechanical, Process and Electrical Engineering, Maintenance and Facilities Services.


stablished in 1956, Leo Lynch provides engineering services to the biopharma, advanced technologies, healthcare, commercial, retail, food and public sectors. It also has a facilities services sister company, Interact, which continues to thrive year-on-year. Turnover in 2018 grew to almost €75m, a 20% increase on the previous year’s turnover and confidence is high that turnover will increase again this year.


Leo Lynch has been involved in some high profile projects in the last year – of particular note are Takeda’s new biopharma facility


in Dunboyne, Co Meath; 10-11 Molesworth Street, Dublin; and Capital Dock, Dublin. The company is currently working on MSD’s new biopharma facility in Swords and has won significant processmechanical contracts in the wider FDI sector. In addition, Leo Lynch has built and maintains a very steady workload with its existing clients. “Existing, repeat-business clients are a mainstay of the business and are truly valued,” says Sean Smith, Group Managing Director, Leo Lynch. Long-term clients include BMS, SK Biotek, Diageo, Takeda, Glanbia, Analog and Pfizer. The company also continues to work in Bahrain, where a significant data centre project was completed last year.

Integrated Management System

Leo Lynch takes a proactive approach to health and safety. The company’s integrated management system interlinks the ISO 9001:2015 accredited quality system with its Safe-T-Cert accredited health and safety system and its ISO 14001:2015 accredited environmental management system. Rigorous implementation of its IMS has shown significant benefits and savings in project execution, which are passed on to clients. Leo Lynch’s uses Lean practices and BIM as part of its IMS. C

Cape Clear Island harbour redevelopment and storm gates.


Total Turnover: €70.9M

ROI Turnover: €70.4M INTERNATIONAL TURNOVER: €0.5M Year End: 31/12/2018 Address: Kilmihil, Co Clare. Phone: 065 905 0090 Web: Key Executives: Gordon O’Regan, Chief Executive Officer; Brendan

Phelan, Chief Financial Officer; Louis Keating, Preconstruction Director; Lorchan Hoyne, Contracts Director; Brian O’Loughlin, Quantity Surveying Director; Richard Browne, Contracts Director; Jim Kelly, UK Contracts Director. Key Activities: Engineering Contracting – Marine, Civil Engineering, Building and Heritage.


n the last 30 years, Keating is proud to have established and built upon an impressive track record of delivering highly complex and technically challenging engineering projects within the marine, civil engineering and building environments across Ireland and the UK. Keating has added a number of significant and award-winning projects to its portfolio in the past year. These include the Design &

Build of quay walls, new berths and linkspans at Dublin Port; The Cavanagh Bridge at University College Cork; Audi Garage, Limerick; West Pharma extension, Dublin; and Dingle Harbour works in Co Kerry. Keating has developed new and repeat business because it is recognised for its safety record, engineering excellence, and ability to devise innovative, cost-effective solutions. It takes a collaborative approach to work with clients to meet all project needs and deliver exceptional outcomes. Its continuing success is in part down to the professionalism and expertise of its people as it invests in the ongoing development of their skills. The company also places a strong emphasis on local community engagement. C

CIF Top 50 2019 CONSTRUCTION 115


Our collaborative and proactive management approach ensures that we provide a positive construction experience for clients and stakeholders. In doing so we form strong alliances whilst delivering project to the highest quality and standards Our portfolio of current projects includes:

Dominick Street Regeneration

ALT Hotel Development

Sean Foster Apartment Scheme

Apply Online

For careers with Duggan Brothers apply online at

Dublin I Tipperary I Cork 116 CONSTRUCTION CIF Top 50 2019




ROI Turnover: €63m Year End: 31/12/18 Address: Richmond, Templemore, Co Tipperary. Phone: 0504 31311 Web: Key Executives: Kevin Duggan, Chairman; David Duggan, Joint

Managing Director; Seamus Duggan, Joint Managing Director; Conor Scott, Financial Director; John Butler, Contracts Director; Eddie Cleary, Contracts Director. Key Activities: Main Contractor, General Building.


stablished in 1923, Duggan Brothers (Contractors) Ltd is one of Ireland’s leading general building contractors, serving clients from offices in Tipperary, Dublin and Cork. Duggan Brothers has successfully completed circa 1,000 private and public sector projects, ranging in value from €1m to €40m across commercial, pharmaceutical, educational, healthcare, residential, hotel and industrial sectors – delivered through a traditional or Design & Build approach.


CGI of Shire Pharmaceuticals Ireland building. With safety and quality as cornerstones of the business, the company prides itself on its commitment to delivering projects on programme and within budget through its collaborative and fair management style. Highlights from 2018 included the completion of the new €22m Garda Divisional HQ in Wexford; the €6M refurbishment of Bank of Ireland, College Green, Dublin; and the completion of the €10m student centre, the ‘U’, at Dublin City University. The building spans more than 5,500 sq m and will facilitate as many as 50,000 students over the next decade. Current projects include the €15m 136-bedroom ALT Hotel development, formerly Andrews Lane Theatre, Dublin; the €16m Leopardstown Racecourse redevelopment; the €12m refurbishment of Leinster House; and a €36m new mixed-use development on Dominick Street, Dublin, which will comprise 72 social housing units, a landscaped residential courtyard, community centre, and commercial/retail space, as well as basement carpark. C

Dun na Rí Community College, Kingscourt. Co Cavan.


ROI Turnover: €51M INTERNATIONAL Turnover: €9.7M Year End: 31/12/2018 Address: Unit 19/20, Balbriggan Business Park, Balbriggan, Co


Phone: 01 690 5716 Web: Key Executives: Paul McQuaid, Joint Managing Director; David Rogers, Joint Managing Director.

Key Activities: Main Contractor, General Building.


anson Building & Civil Engineering Ltd was established by David Rogers and Paul McQuaid in 2003. Both have over 25 years’ experience of managing large-scale projects in both Ireland and the UK. Working collaboratively with designers, suppliers, subcontractors and clients, Ganson offers a full range of construction services, including management contracting, Design & Build and traditional building arrangements. Employing over 80 people, Ganson delivers construction projects across various sectors, including hospitality, residential, education, aviation, commercial and health, ranging in value from €0.5m to over

€25m. In 2018, Ganson launched a new division focused on the commercial interior fit-out market. Ganson Fit Out has the experience and supply chain to deliver bespoke individual packages through to full project management, refurbishment and fit out on time and on budget to client specifications. Recently completed projects include Dun na Rí Community College, Kingscourt; Colaiste Chu Chulainn, Dundalk; Stephenstown Schools, Balbriggan; and The Galleries apartment development, Donabate, Co Dublin. C

CIF Top 50 2019 CONSTRUCTION 117

Your Partners in CIF Construction CONSTRUCTION TOP 50 CONTRACTORS 2019

Dublin Office: Unit C4, Riverview Business Pk, Nangor Road, Dublin 12 01 4568461

Limerick Office: Block 1k, Unit 2, Eastway Business Pk, Ballysimon Road, Limerick 061 294 362

Galway Office: Unit 12, Briarhill Business Pk, Ballybrit, Galway 091 876312

J.J. Ruddles Bar & Restaurant Fitout, Shannon Airport

Central Criminal Courts – Fire doors and acoustic wall panelling

Leading international specialist fit-out and joinery company: Athy Library – All fitted furniture and shelving units 118 CONSTRUCTION CIF Top 50 2019

■ Hospitality ■ Retail ■ Healthcare

■ Leisure ■ Residential



MONAMI CONSTRUCTION Total Turnover: €58.1M

ROI Turnover: €58.1M Year End: 31/12/2018 Address: Unit 12, Briarhill Business Park, Balybrit, Galway. Phone: 091 876312 Web: Key Executives: Brendan Davey, Director; Bryan Quille, Director. Key Activities: Main Contractor, General Building, Fit Out, Design & Build.


onami Construction has seen significant growth over the past 10 years with turnover in 2019 expected to exceed €60m. The company operates throughout Ireland, with regional offices in Dublin, Limerick and Galway. Monami, led by directors Bryan Quille and Brendan Davey, employs over 80 project management staff, providing construction services to the commercial, residential, hotel and leisure, healthcare, and industrial sectors. “While our primary business continues to be main contracting, 2018 saw extensive growth in our Design & Build portfolio, with that trend set to continue in 2019,” explains Brendan Davey.


CGI of Loughshinney Nursing Home, Co Dublin. “The company’s ethos is to forge and maintain professional working relationships with clients, design teams and project stakeholders to deliver projects to the highest standards on time and within budget.” Projects completed in 2018 include refurbishment works at Dromoland Castle; a new hospitality building at Galway Racecourse; an extension of the Clayton Hotel, Ballsbridge, Dublin; a new Lidl Store in Limerick; a palliative care unit and nursing home in Limerick; and Rathborne apartment complex in Dublin. Ongoing projects in 2019 include the 123-bed Loughshinney Nursing Home, Dublin; a housing and apartment development at Mount Tallant, Dublin; an apartment complex on Poplar Row, Dublin; Trinity College Biomedical Centre fit-out and the refurbishment and fit-out of the Clayton Burlington Road Hotel, Dublin, and Clayton Silver Springs Hotel, Cork. C


Total Turnover: €57M

ROI Turnover: €57M Year End: 30/04/2019 Address: Athlone Road, Longford. Phone: 01 885 0432 Web: Key Executives: Martin Healy, Joint Managing Director; Vincent

Fay, Joint Managing Director; Kevin Fay, Construction Director; Andrew Gettings, Construction Commercial Director; Kieran Rigney, Joinery Director; Kieran Kelly, Financial Controller. Key Activities: Main Contractor, General Building, Specialist Joinery.


EM Group was founded in 1978, and over the past 40 years has grown to establish itself as a main contractor and specialist joinery contractor. According to Martin Healy, Joint Managing Director, GEM, “The core of our success is our people. With over 150 staff, it’s thanks to them, that we can be relied upon to always deliver our values. Our knowledge, skills and experience provide us with the management tools required to build some of the most challenging projects, including work on the restoration of St Mel’s Cathedral, Longford, to creating the ‘G’ for Google’s EU HQ.” Another critical factor in GEM’s success has been its management’s commitment to encouraging employees on every level, to gain

‘LIV Student’ accommodation, Church Street, Dublin. expertise in their field, while at the same time underlining the importance of concentrated and focused teamwork. “Our financial strength ensures we can deliver a strong project performance in support of our supply chain and client base,” continues Martin Healy. “We believe in embracing digital construction by using industryleading software such as Viewpoint for Projects and Fieldview. We strive to be continuously improving and help our team by incorporating new technologies.” GEM is one of Ireland’s first organisations to transition to the new ISO 45001 Occupational Health & Safety standard. It operates an integrated management system, which is externally audited and certified by the NSAI to ISO 9001, 14001 and 45001 international standards. C

CIF Top 50 2019 CONSTRUCTION 119


Progressive, dynamic and client focused, MMD Construction is an expert leader in the Construction Industry offering project completion to an exceptional standard in line with client expectations

* Residential * Commercial * Industrial * Renovation/Restoration * Education * Government * Civils * Energy * Healthcare * Leisure * Pharmaceutical * Public Buildings * Retail

120 CONSTRUCTION CIF Top 50 2019



ABM GROUP Total Turnover: €52M

ROI Turnover: €40M International Turnover: €12M Year End: 31/10/2018 Address: Unit 2B, Feltrim

Business Park, Drynam Road, Swords, Co Dublin. Phone: 01 883 3016 Web:

CBP Executive Lounge, Terminal 2, Dublin Airport.


BMD AND COMPANY LTD Total Turnover: €49.1M

R OI Turnover: €49.1M Year End: 31/12/2018 Address: 8 Eastgate Avenue, Little

BMD project for confidential client.


RADLEY ENGINEERING Total Turnover: €46.6M

ROI Turnover: €45.8M International Turnover: €0.8M Year End: 31/07/2018 Address: Killadangan, Dungarvan,

Co Waterford. Phone: 058 41199 Web:

40,000-litre glucose skid package for a client in Ireland.

K ING & MOFFATT Total Turnover: €46.1M

ROI Turnover: €23M

International Turnover: €23.1M

Year End: 30/06/2018 Address: Attirory Business

Park, Carrick-on-Shannon, Co Leitrim.

Managing Director; Philip Weinmann, General Manager; Robert Fraser, Head of Construction. Key Activities: Main Contractor, Specialist Contracting – Design & Build.

Managing Director; Frank O’Keeffe, Engineering Director; Paul Keegan, Project Director; Kieran Murphy, Project Director; Kevin McCarthy, Business Development/Commercial Director; Kieran Horgan, Financial Controller. Key Activities: Mechanical & Electrical Engineering.

Island, Cork. Phone: 021 486 9500 Web: Key Executives: Mike Walsh,


Key Executives: Pat O’Neill,

Key Executives: Kevin Walsh,

Director/General Manager; Mark Radley, Contracts Director; Jason Radley, Quality Assurance Manager; Ken Power, Health & Safety Manager. Key Activities: Mechanical Engineering, Vessel Fabrication.

Belfast Energy from Waste.

Phone: 071 962 0378 Web: Key Executives: Pat King, Managing Director.

Key Activities:

Mechanical & Electrical Engineering.

Abbott Ireland production facility, Sligo.



ROI Turnover: €45.7M Year End: 31/03/2019 Address: Sansheen Business Campus,

Strandhill Road, Sligo. Phone: 071 916 2206 Web:

Key Executives: Brendan Henry,

CEO; Fergal Meagher, Managing Director. Key Activities: Main Contractor, General Building, Civil Engineering, Fit Outs.

CIF Top 50 2019 CONSTRUCTION 121



GAELTEC UTILITIES LTD Total Turnover: €44.9M

ROI Turnover: €34.8M International Turnover: €10.1M Year End: 31/12/2018 Address: 11 Danville Business Park,

Ring Road, Kilkenny. Phone: 056 770 3967 Web:

Key Executives: Mario Nobre Castro,

Executive Director; Declan Wynne, Executive Director; Joao Felizardo, Chief Executive Officer (Ireland); Joao Neves, Chief Executive Officer (UK); Alfredo Dias, Financial Controller. Key Activities: Specialist Contractor.


University College Dublin Confucius Centre, Dublin.

High voltage substation, Ireland.


R OI Turnover: €43.43M Year End: 31/12/2018 Address: Merrion House, Tuam

Key Executives: Albert

Conneally, Managing Director; Michael Conneally, Contracts Director. Key Activities: Main Contractor, General Building, Civil Engineering.

Road, Galway. Phone: 091 780100 Web:


C ONACK CONSTRUCTION LTD Total Turnover: €43.41M

ROI Turnover: €43.41M Year End: 31/12/2018 Address: Unit C1, Eastway

Business Park, Ballysimon Road, Limerick. Phone: 061 310002 Web:

Key Executives: Tom

O’Connor, Managing Director; Kieran Cusack, Managing Director; Donal O’Donnell, Operations Director; Denis O’Brien, Commercial Director. Key Activities: Main Contractor, General Building.

Colaiste Íosaef Kilmallock, Co Limerick.



ROI Turnover: €18.4M International Turnover: €24.1M

Year End: 31/12/2018 Address: Dartmouth House,

Kylemore Road, Dublin 10. Phone: 01 460 1556 Web:

Coinbase offices, Dublin.


Key Executives: Richard F

McElligott, Chairman; Sean H McElligott, Director; Bernard Corrigan, Director; Eamonn Heery, Director; Kevin Carolan, Company Secretary. Key Activities: Mechanical Contracting.

Adston Group Holdings Ltd Total Turnover: €41M

ROI Turnover: €11.8M International Turnover: €29.2M

Year End: 31/12/2018 Address: Unit 11, Creeny

Business Park, Belturbet, Co Cavan. Phone: 049 952 9200 Web:

122 CONSTRUCTION CIF Top 50 2019

Key Executives: Sean McNally, Executive Chairman; Francis Smith, CEO; Gary Meehan, Managing Director. Key Activities: Main Contractor, General Building.

Cherry Orchard Estate, Dublin.



CLANCY CONSTRUCTION Total Turnover: €40.3M

ROI Turnover: €40.3M Year End: 31/12/2018 Address: Ballylusky, Drangan,

Key Executives: John

O’Shaughnessy, Managing Director; John Corcoran, Financial Director; Nigel Cooke, Commercial Director; Declan Fitzpatrick and Chris Chambers, Construction Directors. Key Activities: Main Contractor, General Building.

Thurles, Co Tipperary. Phone: 052 915 2166 Web:

Rochestown House, Dublin.



R OI Turnover: €40M Year End: 31/12/2018 Address: 57 Briarhill Business

Park, Ballybrit, Galway. Phone: 091 780800 Web: Key Executives: Michael Bane, Managing Director;

Dolphins Barn Regeneration Project, Dublin.



ROI Turnover: €36.8M Year End: 31/08/2018 Address: Carranstown, Duleek, Co


Phone: 041 982 3682 Web:

Flood Defence works in Skibbereen.

Key Executives: John Pentony:

Managing Director. Management Team: John Killen, Barry Mathers, David Lenehan, Gerry Caffrey, Gina Gibbons, Myles Geraghty, David Pentony. Key Activities: Civil Engineering.


PCV Expansion Project, Building 21, MSD Brinny, Innishannon, Co Cork.

V ISION CONTRACTING LTD Total Turnover: €36.2M

ROI Turnover: €36.2M Year End: 31/12/2018 Address: Melbourne House,

Melbourne Business Park, Model Farm Road, Cork, Co Cork. Phone: 021 487 4930 Web: Key Executives: Niall


Gerry Dolan, Contracts Director; Nigel Tighe, Contracts Director; Tom Whelan, Surveying Director; Derek Timlin, Commercial Director. Key Activities: Main Contractor, General Building.

O’Meara, MD; Mick Allen, Director General Building/ Civil Engineering; Colm Fehily, Commercial Director; Aidan Drummond, Director Pharma/ Industrial. Key Activities: Main Contractor, General Building, Civil Engineering.

P J CAREY CONTRACTORS LTD Total Turnover: €33.5M

ROI Turnover: €33.5M Year End: 31/10/2018 Address: Carey House,

Dardistown, Cloghran, Co Dublin. Phone: 01 842 7300 Web:

Key Executives: John Carey,

Director; Patrick Carey, Director; Thomas Carey, Director. Key Activities: Main Contractor, General Building, Civil Engineering. Hazelbrook Square, Churchtown, Dublin.

CIF Top 50 2019 CONSTRUCTION 123



18-tonne modular rack unit for biopharma client in Ireland.

MSL ENGINEERING LTD Total Turnover: €33.4M 

ROI Turnover: €32.2M INTERNATIONAL Turnover: €1.2M Year End: 31/01/2019 Address: Unit 8, Watergrasshill

Web: Key Executives: Brian McGrath,

Managing Director; Leonard Cronin, Operations Director; Kevin O’Sullivan, Commercial Director. Key Activities: Mechanical Engineering.

Business Park, Whatergrasshill, Co Cork. Phone: 021 451 3550



R OI Turnover: €33M Year End: 31/12/2018 Address: Damastown Way,

Managing Director; John Donlon, General Manager and Director; Michael Muldoon, Contracts Director; Des Hunt, Senior Quantity Surveyor; Cian Ward, Operations Manager. Key Activities: Main Contractor, General Building.

Damastown Business Park, Dublin 15. Phone: 01 822 7008 Web: Key Executives: Frank Doolan,

Restored staircase at Officers’ Mess, Clancy Quay, Dublin.


Slack Technologies offices, Dublin.

T&I FITOUTS LTD Total Turnover: €31.7M 

ROI Turnover: €31.7M Year End: 31/12/2018 Address: Longtown, Straffan,

Co Kildare. Phone: 045 861799 Web:


Key Executives: Dave

Merriman, Managing Director; Enda O’Brien, Director; Ben Lambe, Director. Key Activities: Specialist Contracting.

 MD CONSTRUCTION CORK LTD M Total Turnover: €31.5M

ROI Turnover: €31.5M Year End: 31/12/2018 Address: Unit 1, Building

2500, Avenue 2000, Cork Airport Business Park, Cork. Phone: 021 497 5979 Web: Key Executives: Tomás

O’Donovan, Managing Director; Patricia Harrington, Financial Director; Cormac Smith, Company Secretary; Kevin O’Leary, Director. Key Activities: Main Contractor, General Building.

Waters Technologies production facility, Wexford.

St. Mary’s Primary Care Centre, Gurranabraher, Co Cork.


D AVID FLYNN LTD Total Turnover: €31.1M

ROI Turnover: €31.1M Year End: 31/12/2018 Address: Paragon House, Cork

Road, Waterford. Phone: 051 373713 Web:

124 CONSTRUCTION CIF Top 50 2019

Key Executives: David Flynn,

Managing Director; Alfie Burns, Surveying Director; Thomas Holden, Contracts Director; Ken Flynn, Facilities Director. Key Activities: Main Contractor, General Building, Fit Outs.


CIF Top 50 2019 CONSTRUCTION 125

126 CONSTRUCTION CIF Top 50 2019

CommerCial Feature: Quinn Building ProduCts

CIF Top 50 2019 CONSTRUCTION 127


Top 20 Mechanical & Electrical Contractors Company

total ROI INTERNATIONAL Turnover Turnover Turnover

1 2 3 4 5 6 7

€770M €480M €375M €231.6M    €205M €166M

€250M €264M €94M €188.7M €102.3M €131M

€520M €216M €281M €42.9M €102.7M €35M

€144.7M €126M €74.9M €49.1M €46.6M €46.1M €44.9M €42.5M €33.4M €26.6M €26.3M €25.2M €22.4M €16.4M

€58.4M €120M €71.2M €49.1M €45.8M €23M €34.8M €18.4M €32.2M €9.8M €26.3M €25.2M €22.4M €16.4M

€86.3M €6M €3.7M N/A €0.8M €23.1M €10.1M €24.1M €1.2M €16.8M N/A N/A N/A N/A

Mercury Engineering Jones Engineering Group Dornan Engineering Ltd Winthrop Engineering & Contracting Ltd Designer Group Electrical Contractors Holdings Ltd Kirby Group Engineering Specialist Technical Engineering Services (STS Group) 8 Suir Engineering 9 Leo Lynch 10 BMD and Company Ltd 11 Radley Engineering 12 King & Moffatt 13 Gaeltec Utilities Ltd 14 Lynskey Engineering Ltd 15 MSL Engineering Ltd 16 Buttimer Engineering 17 LMC 18 Tritech Engineering 19 Haughton & Young Ltd 20 Rockwell Engineering Lidl Warehouse, Avonmouth, UK – King & Moffatt.

IAA Visual Control Tower, Dublin Airport – Jones Engineering.

128 CONSTRUCTION CIF Top 50 2019


Top 30 Exporters


International Turnover

1 Mercury Engineering 2 John Sisk & Son 3 Dornan Engineering Ltd 4 Jones Engineering Group 5 Bennett (Construction) Ltd 6 Roadbridge Ltd 7 Designer Group Electrical Contractors Holdings Ltd 8 mac-group 9 Specialist Technical Engineering

€520M €424M €281M €216M €160M €119.8M €102.7M €100M

€86.3M €83.8M €80M €80M €42.9M €35M €32.9M €29.2M €24.1M €23.1M €22M €16.8M €15M €12M €10.1M €9.7M €6.7M €6M €4M €3.7M €3M €1.2M

Services (STS Group)

10 Ardmac Ltd 11 John Paul Construction 12 JJ Rhatigan 13 Winthrop Engineering & Contracting Ltd 14 Kirby Group Engineering 15 Collen Construction 16 Adston Group Holdings Ltd 17 Lynskey Engineering Ltd 18 King & Moffatt 19 Wills Bros 20 Buttimer Engineering 21 PJ Hegarty & Sons UC 22 ABM Europe 23 Gaeltec Utilities Ltd 24 Ganson Building & Civil Engineering Contractors Ltd 25 Flynn 26 Suir Engineering 27 SIAC 28 Leo Lynch 29 Murphy International Ltd 30 MSL Engineering LTD

Royal Academy of Arts, London – John Sisk & Son.

Data Centre, Frankfurt, Germany – Mercury Engineering. CGI of Hounslow House, London – Bennett (Construction) Ltd.

A737 Dalry Bypass River Garnock Bridge, Scotland – Roadbridge Limited.

CIF Top 50 2019 CONSTRUCTION 129


Top 50 (ROI Contractors Turnover) Company

total Ireland


€749M Main Contractor, General Building, Civil Engineering, Fit-out. 2 BAM Ireland €546M Main Contractor, General Building, Civil Engineering. 3 John Paul Construction €310M Main Contractor, General Building, Civil Engineering. 4 PJ Hegarty & Sons UC €275M Main Contractor, General Building, 5 Jones Engineering Group €264M Mechanical & Electrical Engineering, Fire Protection. 6 Mercury Engineering  €250M Mechanical & Electrical Engineering. 7  Bennett Construction €245M Main Contractor, General Building. 8  JJ Rhatigan €244M  Main Contractor, General Building. 9  Collen Construction €237.7M Main Contractor, General Building. 10  Walls Construction Ltd €190.3M Main Contractor, General Building. 11  Winthrop Engineering & Contracting Ltd €188.7M Mechanical & Electrical Engineering. 12  Kirby Group Engineering €131M Mechanical & Electrical Engineering, Utilities. 13  Flynn €127M Main Contractor, General Building,Fit-out. 14  Suir Engineering €120M Mechanical & Electrical Engineering. 15  Stewart €112M Main Contractor, General Building. 16  Roadbridge Ltd €110.6M Civil Engineering. 17  mac-group €103.5M Main Contractor, General Building, Fit-out. 18 Designer Group Electrical €102.3M Mechanical & Electrical Engineering. Contractors Holdings Ltd 16  Murphy International Ltd €96.8M Main Contractor, General Building. 20 Dornan Engineering Ltd €94M Mechanical & Electrical Engineering. 21 SIAC €82.5M Civil Engineering, General Building, Roofing. 22 Ardmac Ltd €73,4M Main Contractor, General Building, Specialist Contractor. 23 Leo Lynch €71.2M Mechanical, Process & Electrical Engineering, Maintenance & Facilities Serivces. 25 Keating €70.4M Engineering Contracting – Marine, Civil Engineering, Building and Heritage. 25  Wills Bros €68M Civil Engineering. 25  Duggan Brothers (Contractors) Ltd €63M Main Contractor, General Building. 27 Specialist Technical Engineering €58.4M Mechanical & Electrical Engineering. Services (STS Group)

1 John Sisk & Son

130 CONSTRUCTION CIF Top 50 2019


Grant Thornton HQ, City Quay, Dublin – Bennett (Construction) Ltd.

Coláiste Chú Chulainn, Dundalk – Ganson Building & Civil Engineering Contractors Ltd

Student Accommodation, Cork – SIAC

€58.1M €57M 30 Ganson Building & Civil €51M Engineering Contractors Ltd 31 BMD and Company Ltd €49.1M 32 Radley Engineering €45.8M 33 Kilcawley Construction €45.7M 34 Glenman Corporation Ltd €43.43M 35 Conack Construction Ltd €43.41M 36 Clancy Construction €40.3M 37 ABM Group €40M 38 Purcell Construction €40M 39 Jons Civil Engineering Company Ltd €36.8M 40 Vision Contracting Ltd €36.2M 41 Gaeltec Utilities Ltd €34.8M 42 P J Carey Contractors Ltd €33.5M 43 Glenbeigh Construction Ltd €33M 44  MSL Engineering Ltd €32.2M 45  T&I Fitouts Ltd €31.7M 46  MMD Construction Cork Ltd €31.5M 47  David Flynn Ltd €31.1M 48  Elliott Building & Civil Engineering Ltd €30.7M 49  MOTA-ENGIL Ireland Construction Ltd T/A  MEIC €27.3M 50  Mythen Construction Ltd €27.2M

28 Monami Construction Ltd 29 GEM Group

Main Contractor, General Building. Main Contractor, General Building, Specialist Joinery. Main Contractor, General Building. Mechanical & Electrical Engineering. Mechanical Engineering, Vessel Fabrication. Main Contractor, Main Contractor, General Building, Civil Engineering, Fit-out. Main Contractor, General Building, Civil Engineering. Main Contractor, General Building. Main Contractor, General Building. Specialist Contracting – Design & Build. Main Contractor, General Building. Civil Engineering. Main Contractor, General Building, Civil Engineering. Specialist Contractor. Main Contractor, General Building, Civil Engineering. Main Contractor, General Building. Mechanical Engineering. Specialist Contracting. Main Contractor, General Building. Main Contractor, General Building,Fit-out. Main Contractor, General Building. Main Contractor, General Building. Main Contractor, General Building.

CIF Top 50 2019 CONSTRUCTION 131

132 CONSTRUCTION CIF Top 50 2019


Dublin Airport’s €320m North Runway layout at top of image.


TOM MOLONEY, Managing Director of Construction Information Services (CIS), writes that there was an increase of 9% in planning applications submitted for major projects during 2018.


n the Republic of Ireland, overall activity for projects commencing on-site was on par with 2017. However, we recorded a reduction in activity for the commercial and retail sectors, particularly in Dublin city where existing developments are likely to satisfy short- to medium-term demand. Two other areas continuing to reflect a year-onyear decrease in on-site activity are medical & care residential and educational.

Project Volume

The volume of projects being granted planning permission to proceed is positive year-on-year. It is no surprise to see residential at all stages recording doubledigit growth. The exceptions to these positive

increases are commercial, community and sport, and education, recording decreases. In terms of future pipeline activity, the number of planning applications submitted during 2018 increased by over 9% for major projects. All sectors, with the exception of medical and hospitality, recorded strong volume increases.

activity now 47% ahead of 2017. The delivery of housing in 2018 was in excess of 18,000 units, which is circa 4,000 more than in 2017. It is anticipated that over 24,000 units will be completed by the end of 2019. In addition, the self-build sector has in excess of 20,000 developments at either plans applied, granted or under construction.


Fast-Track Planning

According to CIS research, the residential sector continues to face wide-ranging challenges, such as infrastructure, capacity, resources, etc, in the delivery of both social and private housing to meet the demands. The level of activity continues to increase across all stages of construction, with on-site

The Government’s Fast-Track Planning initiative for residential and student accommodation applications has in excess of €2bn worth of projects in the planning system. C

CIF Top 50 2019 CONSTRUCTION 133


€160m Horgan’s Quay development, Cork.

CIS TOP 10 PROJECTS BY VALUE (SHELL & CORE) 2018 project Location

1 2 3 4 5


7 8 9


Wastewater Treatment Plant Clonshaugh, Co Dublin. Runway Development Dublin Airport. M28 Cork to Ringaskiddy Project Ringaskiddy, Co Cork. Water Treatment Plant Roundwood, Co Wicklow. Residential/Commercial/ Horgan’s Quay, Co Cork. Hotel Development Residential/Commercial Co Galway. Development Data Centre Development Clondalkin, Dublin 22. Residential Development Drogheda, Co Louth. Shopping Centre/Hotel Wilton, Co Cork. Development Residential/Commercial Hansfield, Dublin 15. Development

CIS TOP 10 MOST VIEWED CONSTRUCTION PROJECTS 2018 project Location 1 Office and Retail Development 2 Boland’s Quay Development

CIS Section

Value Stage

Civils & Utilities Civil Civil Civils & Utilities Residential/Hotel/ Commercial Residential/ Commercial Technology Residential Retail/Hotel

€500m Plans submitted €320m On-site €220m Plans granted €200m On-site €160m On-site

Residential/ Commercial

Dawson Street, Dublin 2. Boland’s Mill Site, Dublin Docklands. 3 Hotel/Residential Development Dublin 2. 4 The Exo Building East Wall Road, Dublin 1. 5 Nursing Home Development Foxrock, Dublin 18. 6 Regional Distribution Centre Newbridge, Co Kildare. 7 Event and Convention Centre Probys Quay, Cork. 8 Office Development Stephens Green, Dublin 2. 9 Office Development North Wall Quay, Cork. 10 Packaging Facility Chapel Road, Dundalk.

134 CONSTRUCTION CIF Top 50 2019


Plans submitted

€123m €105m €100m

Plans granted Plans granted Plans granted


Plans submitted

CIS Section


Commercial & Retail Commercial & Retail Residential, Hotel Hotel & Catering Residential Commercial & Retail Care Residential Industrial Leisure, Hotel & Catering Commercial & Retail Commercial & Retail Industrial

€35m €120m €43m €46m €12.3m €80m €3m €20m €111m €30m

Director Housing, Planning and Development Services The Irish Home Builders Association (IHBA) is one of the constituent associations of the Construction Industry Federation, the representative body for the construction industry in Ireland. The IHBA makes a major contribution to the development of national housing, planning and related infrastructure policy. The Director represents the IHBA to Government, local authorities, infrastructure providers and other key stakeholders, ensuring that home builders are recognised as a vital part of the country’s economic and social fabric.

The role

The person

• Liaising closely with IHBA members to provide leadership and strategic direction within the housing sector

• A graduate of professional calibre with strengths in representation and advocacy

• Identifying challenges and issues confronting home builders and responding to them • Ensuring that the views and contributions of home builders are understood by Government and stakeholders • Contributing to the formulation of policies in housing, planning and development in Ireland

• A record of success in developing and promoting policy • An understanding of the housing sector and of the planning and regulatory procedures that impact it • Awareness of the changing environment and issues affecting the housing sector • Persuasive, with outstanding verbal and written communication skills

This is a senior position within the CIF and an immensely challenging role requiring someone with effective leadership and organisational capabilities and a commitment to serving the needs of members. Career details should be forwarded, in strictest confidence, to or enquiries may be directed to Tom Yeaton at +353 86 9671940.

CIF Top 50 2019 CONSTRUCTION 135

136 CONSTRUCTION CIF Top 50 2019

CONSTRUCTION TOP 50 CIF CONTRACTORS 2019 IN ASSOCIATION WITH DRS BOND MANAGEMENT LIMITED POS COMPANY 1 John Sisk & Son 2 Mercury Engineering 3 BAM Ireland 4 Jones Engineering Group 5 Bennett (Construction) Ltd 6 John Paul Construction Ltd 7 Dornan Engineering Ltd 8 JJ Rhatigan & Company 9 PJ Hegarty & Sons UC 10 Collen Construction 11 Winthrop Engineering & Contracting Ltd 12 Roadbridge Limited 13 Designer Group Electrical Contractors Holdings Ltd 14 Mac Group 15 Walls Construction Ltd 16 Kirby Group Engineering 17 Ardmac Ltd 18 Specialist Technical Engineering Services (STS Group) 19 Flynn 20 Suir Engineering 21 Stewart 22 Murphy International Ltd 23 Wills Bros 24 SIAC 25 Leo Lynch Group 26 Keating 27 Duggan Brothers (Contractors) Ltd 28 Ganson Building & Civil Engineering Contractors Ltd 29 Monami Construction Ltd 30 GEM Group 31 ABM Group 32 BMD and Company Ltd 33 Radley Engineering 34 King & Moffatt 35 Kilcawley Construction 36 Gaeltec Utilities Ltd 37 Glenman Corporation Ltd 38 Conack Construction Ltd 39 Lynskey Engineering Ltd 40 Adston Group Holdings Ltd 41 Clancy Construction 42 Purcell Construction 43 Jons Civil Engineering Company Ltd 44 Vision Contracting Ltd 45 P J Carey Contractors Ltd 46 MSL Engineering Ltd 47 Glenbeigh Construction Ltd 48 T&I Fitouts Ltd 49 MMD Construction Cork Ltd 50 David Flynn Ltd

TOTAL TURNOVER €1.173BN €770M €546M €480M €405M €390M €375M €324M €290M €270.6M €231.6M €230.4M €205M €203.5M €190.3M €166M €157.2M €144.7M €133.6M €126M €112M €99.8M €90M €86.5M €74.9M €70.9M €63M €60.7M €58.1M €57M €52M €49.1M €46.5M €46.1M €45.7M €44.9M €43.43M €43.41M €42.5M €41M €40.3M €40M €36.8M €36.2M €33.5M €33.4M €33M €31.7M €31.5M €31.1M

ROI TURNOVER €749M €250M €546M €264M €245M €310M €94M €244M €275M €237.7M €188.7M €110.6M €102.3M €103.5M €190.3M €131M €73.4M €58.4M €126.9M €120M €112M €96.8M €68M €82.5M €71.2M €70.4M €63M €51M €58.1M €57M €40M €49.1M €45.8M €23M €45.7M €34.8M €43.43M €43.41M €18.4M €11.8M €40.3M €40M €36.8M €36.2M €33.5M €32.2M €33M €31.7M €31.5M €31.1M

INTERNATIONAL TURNOVER €424M €520M – €216M €160M €80M €281M €80M €15M €32.9M €42.9M €119.8M €102.7M €100M – €35M €83.8M €86.3M €6.7M €6M – €3M €22M €4M €3.7M €0.5M – €9.7M – – €12M – €0.8M €23.1M – €10.1M – – €24.1M €29.2M – – – – – €1.2M – – – –



Profile for Construction

CIF Construction magazine CIF Top 50 2019  

The official magazine of the Construction Industry Federation in Ireland featuring Ireland's Top 50 Construction Contractors 2019, including...

CIF Construction magazine CIF Top 50 2019  

The official magazine of the Construction Industry Federation in Ireland featuring Ireland's Top 50 Construction Contractors 2019, including...