Every day, businesses in Ireland become more innovative, more ambitious and more connected. As they do, more solutions are needed to support their energy demand, without putting more demand on our national grid. That’s why we’re constructing our Eco Energy Park, where wind, solar, battery and hydrogen power will work together in the heartland of Ireland, allowing Ireland to do more than ever before.
The IPA is focused on proactively meeting the current and future workforce needs of our Public Service.
Responsible for advancing the understanding, standard and practice of public administration and public policy, the Institute supports our Public Service to deliver on the complex challenges faced.
Whatever your education, learning and development needs, the IPA’s multiple specialist services will support and advise you and your team:
NUI-Accredited Academic Programmes
Professional Programmes and Advisory Services
Leadership Development Services
Digital Learning
Strategic International Programmes
Sticking with the same Mortgage Protection or Health Insurance policy year after year might feel like the easiest choice... but it’s rarely the smartest one! A quick review of your policy could uncover better options and even save you money. In Cornmarket, our team is on hand to help you do just that. Here’s why now is the perfect time to reassess your cover, to keep more money in your pocket!
Has your level of cover changed?
As you pay off your mortgage, your level of protection needs can change. Reviewing your mortgage protection ensures your policy aligns with your current situation. You might even discover you’re over- or under-insured!
Do you have more than one mortgage?
If you own multiple properties, you might also have multiple mortgage protection policies. It’s essential to check that each policy matches the value and term of the respective mortgage. Remember, only your principal residence requires mortgage protection, but covering all properties ensures you are fully protected in case the unexpected occurs.
Not all policies are the same
Providers frequently update their offerings, often with better benefits or cost savings. A review can help you find a policy that suits your needs and budget.
Re-mortgaging? Don’t forget your cover!
Life changes, like having children or shifting financial priorities. These can impact your protection needs. If you’re re-mortgaging, ensure your mortgage protection matches the new loan amount. Without a review, you might end up with a shortfall when it matters most.
*Source: Cornmarket, Nov 2024.
Health Insurance just got better! 4 providers, more choice, big savings...
We’re delighted about the entry of a new Health Insurance provider into the Irish market: Level Health. It aspires to be Ireland’s easiest and most forward-thinking health insurer, delivering simpler and smarter insurance for you to enjoy.
Cornmarket compares all 4 health insurance providers, and offers exclusive access to Level Health plans.
With our award-winning Health Insurance Comparison Service, honoured as an All-Ireland Business Federation (AIBF) Business All Star for the second year running, we make sure you find the best fit, whether it’s Level Health or another provider.
As Ireland’s biggest Health Insurance broker, we provide the expertise & convenience you need to make the right choice. With over 100,000 Health Insurance customers and a dedicated team of 30 specialists, we deliver toptier service to help you save.*
A quick review brings peace of mind and potential savings!
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The Public Sector Magazine is an informative guide for Government, Civil, Public Sector and Semi State decision-makers. It is distributed to, amongst others, Government Ministers, Ministers of State, Dáil Members, Senators, Secretaries of Departments, Deputy Secretaries, Assistant Secretaries, Principal Officers, CEO’s of State and Semi-State Bodies, County Managers, County Councillors, Purchasing Officers, Press Officers, IT Managers and Training Officers, Doctors, Financial Institutions, Unions, Representitive Bodies, Embassies, Public and Private Partnerships and Political Commentators.
Ireland’s dedicated magazine for the Public Sector, Semi State Bodies, Local Government and Civil Servants
9 The Future of Digital Efficiency
Opex’s One-Touch Scanning transforms document scanning for organisations seeking ways to streamline operations and improve efficiency.
13 Empowering Ireland’s Energy Transition BnM is a leading climate solutions and renewable energy company whose work is supporting Ireland’s progress towards a climate-neutral future.
14 The 30% Club Gillian Harford reflects on ten years at the helm of the organisation working to promote gender balance in Ireland at executive and board level.
18 Shannon: Gateway To The World
Mary Considine on how The Shannon Airport Group is breaking down barriers and leading the charge for gender diversity in aviation and beyond.
22 Empowering Women in Leadership
Milrona Kirrane discusses how DCU’s specialised leadership and business education programmes support the career aspirations of women.
24 Inclusion’s Turning Point?
Why the Irish Management Institute (IMI) and 30% Club partnership is critical to achieving workplaces and leadership that are inclusive.
28 Matheson and the 30% Club
As the only law firm in Ireland to hold the Investors in Diversity Gold accreditation, Matheson understands the importance of gender balance in leadership.
30 The Medicine Accelerator
VLE Therapeutics on working with the Biopharma sector to accelerate the development of life-changing medicines to patients.
37 Promoting Women in Construction
How encouraging women into the Irish construction industry could help solve the skills shortage and create a more resilient and diverse industry.
39 Modular Construction Ireland
Modular construction offers a faster, more cost-effective, and sustainable alternative to traditional building methods that can accelerate housing supply.
46 Possible Housing Output Stagnation
A new report from a leading construction consultancy forecasts housing stagnation in 2025 and highlights the need for a coordinated approach to infrastructure.
47 MMC in Ireland
Ireland’s construction sector is transforming through Modern Methods of Construction (MMC), utilising offsite manufacturing and digital technologies to enhance housing efficiency, sustainability, and affordability.
49 LMETB Lead on Advanced Construction Technologies
Louth & Meath Education and Training Board is pioneering 3D Construction Printing with the aim of upskilling Ireland’s workforce.
59 Transforming Irish Rail
Irish Rail is forging ahead with developments to enhance connectivity, efficiency, and sustainability across Ireland’s network.
64 A New Era for Public Transport
BusConnects Dublin is a transformative programme to make bus travel faster, greener, and more efficient for Irish passengers.
71 Ireland’s Motor Industry: 2025
The motor industry has entered the year on a high with the Society of the Irish Motor Industry (SIMI) optimistic about the year ahead.
76 A Thriving and Evolving Sector
How the insurance industry in Ireland plays a pivotal role in both the domestic and European financial markets.
80 Understanding Cleanrooms
How cleanrooms are essential in industries where the slightest contamination can have serious consequences.
84 Ireland’s First Generative AI Lab for Local Government
Dublin City Council (DCC) and Trinity College Dublin have launched Ireland’s first Generative AI Lab dedicated to local government.
86 Leading the Way in STEM
The midlands region is setting the standard for STEM education in Ireland, thanks to an innovative partnership between local authorities, industry leaders, educators, and communities.
88 Ireland’s National Ai Strategy Refresh
How Ireland is strengthening its artificial intelligence (AI) landscape with the National AI Strategy Refresh 2024.
92 CEIA: Celebrating 40 Years
The Cork Electronics Industry Association (CEIA) has transformed from a modest group into a key player in advancing technology throughout Ireland.
96 Lifelong Learning with MTU
MTU on working with employers to identify and address current and future skills needs in the modern dynamic workplace.
99 Leading Innovation in Industrial Automation
Horner Automation is a global leader in industrial automation, serving the manufacturing, water treatment, energy, and building management sectors.
102 Irish Cybersecurity in 2025
As cyber threats become increasingly sophisticated, organisations worldwide are prioritising cybersecurity like never before.
106 Frontline Special Dedicated to Ireland’s frontline and emergency services.
The latest news from Ireland’s housing and construction sectors.
The Land Development Agency (LDA) has acquired an 18-hectare site in Baldoyle, north Dublin, with planning permission for 1,931 homes. Adjacent to the LDA’s Clongriffin land, this acquisition enables the potential delivery of over 4,000 affordable homes. The Baldoyle site will feature permanent access to Clongriffin Station, creche facilities, commercial units, public parks, and transport links, supporting long-delayed development plans. Collaborating with local councils and the National Transport Authority, the LDA aims to integrate the Dart+ scheme and Fingal County Council’s Racecourse Park into the project, ensuring improved connectivity, infrastructure, and community amenities for the area.
The Programme for Government 2025 outlines key aviation initiatives, including lifting the passenger cap at Dublin Airport and improving public transport links to all airports. A National Sustainable Aviation Fuel Policy will be developed, with Shannon Airport positioned as a hub for testing new aviation technologies. Plans include enhancing air cargo infrastructure and exploring allisland collaboration to boost export competitiveness. A policy framework for drones will be finalised, alongside measures addressing noise and airport operations. Regional airports will benefit from continued investment, with a new programme for 2026-
2030, and the Waterford Airport runway upgrade and Dublin-Derry connectivity will be prioritised.
CPAC Modular has unveiled Ireland’s first permanent modular school in Lucan, Dublin, welcoming the Chartered Institute of Building (CIOB) for an exclusive tour. The 3,600-squaremetre, two-storey facility features 24 classrooms, a library, a multi-use recreational space, and a special education needs wing, all constructed in just 18 months.
The installation has been completed on one of Europe’s largest Level 1 European Train Control Systems (ETCS) on Ireland’s Dundalk to Greystones rail route. Spanning 120km, the system covers the entire Dublin Area Rapid Transit (DART) network, integrating advanced safety features and enhancing interoperability. The work includes over 1,200 balises between rails, 337 signals, and 450 lineside electronic units to improve safety and minimise disruption. The project began in 2022, with site testing in late 2024. This milestone strengthens Iarnród Éireann’s partnership with Alstom, marking a key step in modernising Ireland’s railways and supporting the next-generation DART+ commuter fleet.
With 85% of the structure built offsite in Co. Meath, the project highlights the efficiency and sustainability of modular construction, the use of innovative materials, and the reduction of on-site emissions. CIOB CEO Caroline Gumble praised CPAC for leading sustainable innovation and described the school as a landmark achievement for Ireland’s construction industry.
Combining one-touch scanning with the intelligence of CertainScan® software, OPEX® provides seamless digitisation solutions for high volume, confidential records, transforming unstructured paper files directly into dynamic content.
With the power to digitise medical, legal and virtually any other documents directly from the envelope or folder, the OPEX® Falcon+® series of scanners are the market leading product for scanning, supporting workflow efficiency and delivery.
“THE SCANNERS ALLOW US TO UTILISE ALL OUR PEOPLE AND RESOURCES. WE CAN LEVERAGE OPEX’S TECHNOLOGY TO BE MORE COMPETITIVE IN OUR FIELD AND CONTINUE TO GROW.
-Michael Basham Commercial Director, Paragon ”
Visit opex.com to learn more or contact info@opex.com to schedule a demo today.
In today’s fast-paced digital landscape, organisations are constantly seeking ways to streamline operations and improve efficiency.
A key innovation in this area is One-Touch Document Scanning, a process that consolidates multiple steps into a single, seamless action, revolutionising traditional document handling.
Conventional scanning methods often require extensive document preparation, including removing staples, sorting, and manually organising paperwork. This laborious process leads to multiple handoffs, increased labour costs, and a greater risk of documents being misplaced or sensitive information being exposed. Each additional touchpoint not only consumes valuable time but also increases the chances of errors and security breaches.
Introduced by OPEX® in 2003, One-Touch Scanning transforms document processing by reducing multiple touchpoints into one simple step. Operators can open the envelope or folder, scan the documents, and move on. This streamlined approach minimises manual intervention, saving time and significantly reducing the risks associated with handling sensitive information.
At the heart of this innovation is OPEX’s proprietary software suite, CertainScan®. This intelligent software automates essential scanning tasks, such as:
n Real-time document classification
n The insertion of virtual separators (eliminating manual preparation)
n Capturing and validating critical metadata
n Continuous quality control
n Creating AI-ready data formats for future automation
By leveraging CertainScan®, organisations can scale their document digitisation workflows while maintaining accuracy, a crucial component for successful digital transformation.
Benefits of the One-Touch process:
n Time savings by increased throughput
n Improved data accuracy by real-time quality control
n Cost savings by reducing staffing costs
n Enhanced accessibility and data use by producing digital formats ready for analytics
n Scalability, it can be adaptive across multiple industries
The implementation of One-Touch Scanning has delivered significant benefits across various industries:
Iron Mountain Government Solutions boosted efficiency by 30% by quickly digitising sensitive government records and reducing staff requirements.
And Post Commerce Business Solutions saw a 33% increase in efficiency for scanning archive documents without the need to add labour.
As organisations continue to navigate the complexities of the digital age, the importance of efficient and secure document processing cannot be overstated. One-Touch Scanning offers a transformative solution to these challenges. By minimising manual intervention and reducing touchpoints, this approach enhances operational efficiency while strengthening data security, a critical consideration in today’s information-driven world.
One-Touch Document Scanning represents a major advancement in document management. By embracing this innovative approach, organisations can streamline workflows, cut operational costs, and future-proof their businesses in an increasingly digital environment.
The latest news from Ireland’s sustainability sectors.
The Irish construction sector, responsible for 37% of national emissions, is stepping up its sustainability efforts through key initiatives led by the Irish Green Building Council (IGBC). The urgency for bold climate action is apparent as 2024 becomes the hottest year on record.
IGBC’s roadmap, ‘Building a Zero Carbon Ireland’, outlines actions to optimise existing building stock, adopt low-carbon materials, and enhance energy efficiency. Tackling vacant properties, the Vacant to Viable project aims to revitalise spaces while addressing the housing crisis.
In May 2025, IGBC will launch a Circularity Roadmap for the Built Environment to reduce emissions and waste by embracing a circular economy. Additionally, the council will promote biodiversity through its BIO-NEIGHBOUR initiative with Trinity College Dublin, scaling up biodiversity enhancement in residential developments.
Through collaboration and innovation, IGBC is calling on Irish construction companies to join these transformative efforts toward a sustainable and circular future.
Sisk has completed testing of Ecocem’s low-carbon concrete technology (ACT) at Wembley Park, achieving over 70% carbon savings compared to standard concrete. Backed by £500,000 from Innovate UK, this groundbreaking project used ACT across floors, precast stairs, walls, and columns. Initial results confirm ACT meets design specifications while significantly reducing emissions. The two-storey demonstrator marks a key milestone in decarbonising construction. Ecocem is also building a €50m production facility in Dunkirk,
Tourism Ireland has nominated June 2025 as ‘Slow Tourism Month’. With an estimated half of all visitors to Ireland choosing not to use a car, the initiative will promote experiences enjoyed by rail, bus or coach.
Coach travel is increasingly popular. It’s flexible, fun, and environmentally friendly, allowing travellers to enjoy the remarkable Irish scenery without rushing. Coaches create 85% less pollution per passenger per kilometre than car or air travel and 40% less than rail. Modern
France, to scale ACT, targeting an annual output of 300,000 tonnes. Cement production accounts for 8% of global emissions, making ACT a game-changer for sustainable construction.
coach fleets are low-emission and offer the traveller high levels of comfort with Wi-Fi, device chargers, personal air conditioning, bathrooms, and more. From private hire and bespoke agendas to curated tours by coach holiday groups, coach travel offers something for everyone at highly competitive prices.
The broad survey of Irish people and their attitudes to the energy transition surfaced some interesting findings. For instance, whilst planning challenges are significant blockers to large-scale renewable energy infrastructure projects, the survey found that 77% of those questioned would support such projects near their home, especially if they created jobs locally. One in ten surveyed would consider switching to an EV in the next five years. However, 57% said the price was the main barrier for them. 56% of those surveyed are concerned about climate change, but only 6% believe Ireland is on track to achieve its climate action targets.
With over three decades of expertise, Veon has established itself as Ireland’s premier forestry, ecology, and arboriculture consultancy. The company is headquartered in Dublin and delivers innovative, client-focused solutions while championing environmental sustainability.
“We are delighted and honoured to receive the Excellence in Business Environment Management Award for 2025”, says Trevor McHugh, MD Commercial at Veon. “This award has been achieved through the tremendous dedication of our three interdisciplinary expert teams of ecologists, foresters and arboriculturists. Their drive, professionalism and enthusiasm for environmental improvement and protection characterises Veon’s strategic purpose. It has helped our broad range of clients achieve their objectives in a timely and efficient manner and on budget”.
Veon’s operations are built around three key divisionsVeon Forestry, Veon Ecology, and Veon Arboriculture - each addressing distinct aspects of land management. The forestry team manages a wide array of environments, from native woodlands to commercial forests, ensuring timber complies with PEFC certification standards. Meanwhile, Veon Ecology provides services ranging from biodiversity enhancement plans to protected species reports for clients in the renewable energy and construction sectors.
Arboriculturists are vital in offering nationwide tree health assessments for public and private clients. Whether working on private estates or public infrastructure, Veon’s experts employ cutting-edge technology, demonstrating the company’s commitment to precision and innovation.
Veon has developed a Climate Leader Partnership programme in response to the growing importance of sustainability. This initiative allows businesses to contribute to biodiversity and climate change mitigation through targeted CSR projects. Veon assists in sourcing, managing, and monitoring these projects, ensuring meaningful environmental impact.
Trevor McHugh highlights the increasing demand for ecology services across sectors, noting, “The rapid increase in the importance of ecology services has been surprising. From forestry to wind farms and infrastructure projects, Veon has adapted to meet this demand.”
The company strongly emphasises technology and training, significantly investing in tools like GIS systems to empower staff to deliver the best client solutions. Additionally, initiatives like the Veon Excellence in Forest Management Scholarship, run in partnership with South East Technological University, ensure a steady influx of skilled professionals.
As Veon looks to the future, its focus remains on expanding the Climate Leadership Partner initiative and fostering innovation across its three divisions. This aligns with its mission of providing best-inclass land-use management services while promoting sustainability.
McHugh affirms, “Our divisions promote best practices in the services we deliver because they share a passion for what they do. Business is all about people and trusting relationships, and we remain committed to building both.”
Veon’s dedication to combining environmental stewardship with client satisfaction positions it as a leader in Ireland’s everevolving land management sector.
Veon is delighted to win the Excellence in Business Environment Management Award for 2025.
BnM is a leading climate solutions and renewable energy company supporting Ireland’s progress towards a climate-neutral future. In line with its transformative Brown to Green strategy, BnM has ceased all former peat operations and is now committed to delivering renewable energy, low-carbon enterprises, and peatland rehabilitation.
BnM is advancing Ireland’s renewable energy transition through strategic partnerships and large-scale projects. This includes BnM’s Eco Energy Park in the midlands, a project focussed on providing large energy users with direct access to renewable sources such as wind, solar, and flexible generation solutions.
By utilising its extensive landbank and expertise, BnM helps industries lower their carbon footprint while easing pressure on the national grid, setting a benchmark for eco-friendly industrial development. Last year, Amazon Web Services (AWS) became the first company to join the Eco Energy Park, investing in an 800MW renewable energy pipeline and signing a Power Purchase Agreement (PPA) for Derrinlough Wind Farm in Offaly.
Another landmark renewable energy project is BnM’s €1 billion joint venture with SSE Renewables, which aims to develop up to 800MW of onshore wind power across the midlands. Wind farm projects within this joint venture include
Lemanaghan in Offaly, Littleton in Tipperary, and Garryhinch on the Laois-Offaly border. This investment will supply electricity to 450,000 homes and cut 500,000 tonnes of carbon emissions annually, supporting Ireland’s renewable energy and carbon reduction goals.
BnM is also expanding its solar energy portfolio. In partnership with ESB and Voltalia, the company is developing the 108MWp Timahoe North Solar Farm in Kildare, which will generate enough power for 25,000 homes. This project is part of a broader agreement targeting 500MW of solar energy for the national grid, strengthening Ireland’s renewable energy mix and advancing its 2030 sustainability goals.
By harnessing wind, solar, and innovative energy solutions, BnM is not only playing a leading role in Ireland’s transition to a sustainable future, but also strengthening energy security, creating jobs, and supporting long-term environmental and economic resilience.
Fifteen years ago, a movement was born in London with a determined and ambitious goal: to increase the representation of women at board level in business.
What started as an initiative among FTSE 100 company chairs soon became a global force. The 30% Club, as it came to be known, was founded on the belief that greater gender balance leads to stronger and more sustainable businesses. In Ireland, where the campaign was launched in 2014, the 30% Club has had a transformative impact on corporate leadership.
Unlike legislative mandates, which enforce quotas, the 30% Club operates through voluntary commitment and influence. “We don’t see any benefit in enforcing change,” says Gillian Harford, Country Executive for the 30% Club Ireland. “Our approach is to work with businesses, set business goals rather than quotas, and help organisations realise the benefits of gender balance from a business perspective.”
Gillian Harford, a seasoned HR professional with a wealth of experience in financial services, has played a pivotal role in the Irish chapter’s success. When she joined the campaign in 2015, women held just 12% of board seats on the Irish Stock Exchange. Today, that figure has soared to 40%.
“We were coming out of the post-Celtic Tiger recession, and there was a huge increase in dual-working families,” Harford explains. “Women were asking why they weren’t represented in senior decision-making roles. At the same time, investors, regulators and shareholders were starting to question the lack of diversity on boards.”
Harford has helped steer the campaign with a strong focus on engagement. “The success of the 30% Club has been through relationship-building and CEO commitment,” she says. “We started by working with companies already supporting the campaign in London and extended our reach through business contacts. CEOs began to recommend the campaign to their peers, and over time, momentum built up.”
The numbers speak for themselves. What started with just 30 to 40 Irish companies has grown into a network of over 330 organisations, representing more than 700,000 employees. This growth is largely due to the campaign’s ability to frame gender balance as a strategic business issue rather than a
“At board and executive level, where teams typically have around ten members, three voices can be transformative, 30% is the starting point for change”
Gillian Harford. Country Executive, 30% Club Ireland
compliance exercise.
A key element of the 30% Club’s methodology is the 30% threshold itself. Research has shown that one voice of challenge is often ineffective, and even two can struggle to gain traction. However, when at least 30% of a group consists of underrepresented individuals, it fosters a coalition for change. “At board and executive level, where teams typically have around ten members, three voices can be transformative, 30% is the starting point for change,” says Harford.
Ireland has not only caught up but surpassed expectations compared to its European peers. “When Balance for Better Business was launched in 2018, Ireland was eight percentage points behind the EU average in gender representation on listed boards,” Harford notes. “Now, we are six percentage points ahead. And unlike many European countries, which achieved their progress through quotas, Ireland has done it voluntarily.”
This approach has proven more effective in embedding gender diversity beyond the boardroom. “Some countries, like Norway and France, met their quotas, but they didn’t see the same level of progress at the executive level,” says Harford. “In Ireland, companies have taken ownership of the issue, which means we are seeing sustainable change.”
While the 30% Club began by focusing on board-level representation, its scope has expanded to include C-suite roles, public sector organisations, and early-career interventions. One of its fastest-growing membership areas is the public sector, with all government departments now supporting the campaign.
The campaign also recognises the importance of engaging young people. “Decisions that lead to boardroom diversity start in the classroom,” Harford explains. “We partner on businessled initiatives that encourage girls to pursue non-stereotypical careers, and we work with guidance counsellors to connect them with industry leaders. Our goal is to ensure that talent pipelines are diverse from the outset.”
Despite the impressive progress, challenges remain. “Twenty per cent of companies in Ireland still have no women on their senior leadership teams,” Harford points out. “And while we have made great strides in some areas, we don’t want progress to be concentrated in a few companies while others lag behind.”
Sustaining the momentum is another priority. “We’ve made incredible progress, but we need to ensure we don’t take our
“The success of the 30% Club has been through relationshipbuilding and CEO commitment.”
Gillian Harford. Country Executive, 30% Club Ireland
foot off the pedal. This isn’t about hitting targets; it’s about long-term cultural change,” she stresses.
The global landscape is under scrutiny, but Harford emphasises that in Ireland, the D&I approach has been business-driven, focusing on competitive advantage through diverse talent and meeting the needs of a diverse customer base. This has shaped an approach deeply embedded in organisational culture, aligning with the broader business agenda. More mature diversity strategies have already evolved beyond one-off initiatives, shifting towards systemic change to enhance access, create talent opportunities, and build better modern workplaces. In essence, diversity becomes an outcome of good practice rather than a target for affirmative quotas. While D&I remains in the spotlight, the commitment to respecting employees and removing barriers to progression and contribution remains fundamental.
Looking ahead, the 30% Club Ireland is focusing on three key areas: Expanding progress beyond the averages – ensuring that improvements are seen across all organisations, not just the frontrunners.
Sustaining change – embedding gender balance so that it remains a priority.
Continuing to grow support – bringing new organisations into the fold and fostering collaboration across industries.
For Harford, one of the most rewarding aspects of her role is seeing Ireland recognised as a leader in gender balance. “It’s incredibly rewarding to hear Ireland spoken about as an exemplar,” she says. “We may have started later than other countries, but we’ve made up for it with real commitment.”
Her message to aspiring female leaders? “We don’t change this by changing ourselves; we change it by changing the system. Women should value their contributions and not feel pressured to conform to outdated norms. And for men and women alike, the real opportunity for progress is in creating workplaces that work for everyone.”
With campaigns like the 30% Club in place, the future of gender balance in business across Ireland looks brighter than ever.
Find out more about the 30% club at www.30percentclub.org/chapters/ ireland
Shannon Airport has long been recognised as a gateway to the world, but under the leadership of Mary Considine, CEO of The Shannon Airport Group, it has become much more than just an aviation hub. It is now a symbol of progress, innovation, and inclusivity. Through its involvement with the 30% Club, The Shannon Airport Group is breaking down barriers and leading the charge for gender diversity in aviation and beyond.
The 30% Club is an initiative to achieve at least 30% female representation on company boards and senior management. The Shannon Airport Group has wholeheartedly embraced this mission, embedding gender diversity and inclusion across its operations.
“We are committed to ensuring that women have equal opportunities to thrive in the aviation industry,” says Mary Considine. “Through mentoring and leadership development programmes, we are actively working to empower our female employees.”
The Group is home to many women in roles traditionally dominated by men. From female firefighters to airport police officers, engineers, and senior executives, the organisation leads by example. These women are not just filling roles but excelling in them and proving that aviation is no longer male-dominated.
The Shannon Airport Group understands that gender perceptions form at a young age. Research suggests that
children start forming views on gender roles as early as two years old, with these ideas solidifying by the age of seven. Staff from the company demonstrated and challenged these gender stereotypes when they visited a local primary school with an interesting creative challenge for the school children.
“We asked children to draw three job roles at Shannon Airport: a firefighter, a police officer, and an engineer,” Considine explains. “The concerning result was that over 70% of the children depicted these roles as male.”
At the end of the lesson, the children were surprised and delighted when three real-life Shannon Airport professionals - a firefighter, a police officer, and an engineer - walked in, and they were all women.
The moment was transformative. “Can women do the same jobs as men?” the teacher asked. The resounding answer? “Yes, they can!” The initiative opened young minds and ignited aspirations among the students. In the years to come, it may well be that Shannon Airport receives an application from a young woman aspiring to become a firefighter whose career dreams were shaped that day.
Mary Considine is passionate about female leadership in aviation. “Women have played a vital role in aviation since its inception, and we must continue to encourage and attract more women to the sector,” she says.
To further this mission, The Shannon Airport Group supported the establishment of the Women in Aviation MidWest Region organisation in 2023. The inaugural event brought together over 150 women from the aviation and aerospace sectors across Limerick and Clare. The initiative has since gained momentum, with The Shannon Airport Group recently hosting an event at the airport featuring keynote speaker Lynne Embleton from Aer Lingus. It has proven a powerful platform for women to learn from their peers, collaborate, enjoy personal growth and career development, and form strong, lasting connections.
“Our focus remains on fostering an inclusive environment in aviation where everyone has the opportunity to thrive,” Mary asserts. “And while we’ve made significant strides, there’s always more to be done.”
Beyond gender diversity, The Shannon Airport Group is advocating for a more balanced national aviation policy. The Group, which contributes €4 billion to Ireland’s GDP and supports over 20,000 jobs, believes that reducing dependency on Dublin Airport aligns with the government’s Ireland 2040 ambitions.
“There’s a lot of talk about the passenger cap at Dublin Airport, but the reality is that there is underutilised capacity
across our other state airports,” Mary points out. “Shannon has the capacity to alleviate pressure on Dublin Airport while it deals with its planning issues.”
Almost 40% of Ireland’s population lives within Shannon Airport’s immediate catchment area, and 38% of tourists arriving at Dublin Airport travel to the country’s west. The Shannon Airport Group is calling for national aviation policy to reflect this reality, supporting growth in air traffic and connectivity to the regions bringing better balance to the national economy and supporting tourism and business outside of the Greater Dublin area.
“In that regard, we are pleased to see the draft National Programme for Government’s commitment to reviewing National Aviation Policy,” Mary says.
“We see a real opportunity for Shannon to lead the way in rebalancing the national landscape,” Mary asserts. “We’re very ambitious for the Group, and we see a huge opportunity for growth. An aviation policy that recognises the need for balance between the regions is fundamental. It needs to be actioned now!”
Shannon Airport is not just an aviation hub but a vital economic driver. In 2024, the airport secured 2.1 million passengers - a 7% increase on 2023 and its highest number since 2009. The airport operated 33 routes to the US, UK, and Europe and enjoyed a 12% increase in transatlantic traffic last year.
“Transatlantic travel from Shannon has never been easier,” says Mary. “With US preclearance, combined EU/TSA security screening, and the Mobile Passport Control App, we ensure a
“We are committed to ensuring that women have equal opportunities to thrive in the aviation industry. Through mentoring and leadership development programmes, we are actively working to empower our female employees ”
Mary Considine, CEO of The Shannon Airport Group
seamless experience for passengers.”
The airport’s dedication to customer experience has not gone unnoticed. Shannon Airport was ranked fourth in Ireland’s Customer Experience Insights (CXi) Report 2024 and claimed the Best CX Team award in the transport category for the second consecutive year. According to the RED C Brand Reaction Index (BRII) Ireland 2024, it also maintained its status as Ireland’s top airport brand.
“These accolades are a testament to our commitment to excellence and our customer first approach. It is great to see more and more people discovering how easy and pleasant it is to fly from Shannon Airport,” Mary notes proudly.
Mary Considine, CEO of The Shannon Airport Group
Beyond passenger growth, the Group’s Shannon Airport Business Park, next to the airport, has become a hub for global business. It hosts over 300 companies employing over 10,000 people and is Ireland’s largest multi-sectoral business park outside the capital. Among these are cutting-edge firms in the aviation, life sciences, engineering, and Medtech sectors, including Future Mobility Campus Ireland (FMCI), who are at the forefront of innovation in autonomous driving, micro-mobility, and advanced air mobility.
Sustainability is also a core focus for the Shannon Airport Group. “Our Sustainability Strategy aims for a 51% reduction in emissions by 2030 and Net Zero by 2050,” Mary explains.
A deep retrofit of the airport terminal and the construction of a 1.2 MW solar farm - meeting 15-20% of the terminal’s electricity needs - are key steps toward this goal.
The Group welcomes the Programme for Government’s support for Shannon Airport as a hub for testing new aviation technologies under a National Sustainable Aviation Fuel Policy Roadmap, and the recognition of the region’s potential in relation to renewable energy planning, and its commitment to progressing the implementation of the recommendations of the Shannon Estuary Economic Taskforce.
“We are uniquely positioned to become a leader in green energy,” she adds. “Our region’s access to Atlantic wind energy presents a huge opportunity for sustainable aviation fuel production, supporting airline partners in decarbonisation.”
With over a decade of achievement already behind it, the Group remains ambitious and forward-thinking. “We may live regionally, but we think globally,” Mary says. “With the right policies in place, we can contribute even more to Ireland’s economy.”
With its commitment to gender diversity, business innovation, and sustainability, Shannon Airport is more than just an airport - it is a driving force for progress in Ireland and beyond. Under Mary Considine’s leadership, the future looks bright for this aviation powerhouse.
In partnership with the 30% Club, DCU Business School is proud to champion gender balance in leadership. Discover our suite of executive programmes:
- MSc in Strategic Learning & Development
- MSc in Work & Organisational Psychology/Business
- Executive MBA
All programmes are part-time with flexible delivery. Female candidates are eligible to apply for the 30% Club Scholarship
Find out more at business.dcu.ie/post-graduate-part-time
Women now make up over half (54.5%) of third-level graduates in Ireland, with a strong presence in business, administration, and law. However, comparatively few women progress to the senior executive level or boardroom. The challenges include a lack of confidence, structural barriers, and balancing career and personal life.
DCU Business School bridges this gap with specialised leadership and business education programmes to support women’s career aspirations. Through initiatives like the Executive MBA and the ’Let’s Lead’ programme, DCU is helping women develop the skills, confidence, and networks needed to enter senior leadership roles. As many women are discovering, further education in leadership and business can be a game-changer for their careers and lives.
Melrona Kirrane, Associate Professor in Organisational Psychology and Programme Director of DCU’s ‘Let’s Lead’ programme, has spent years studying leadership dynamics. She has seen firsthand how executive education transforms
careers and celebrates initiatives such as the scholarships for professional women funded by the 30% Club.
“The women who join our programmes are the crème de la crème,” Melrona shares. “They not only gain valuable knowledge but also emerge as inspiring role models for other women in their organisations considering executive-level education.”
DCU’s leadership programmes, including the Executive MBA and the MSc in Strategic Learning & Development, go beyond technical knowledge. They equip women with the confidence, resilience, and strategic thinking skills essential for leadership.
“Leadership is ultimately about social influence,” says Melrona. “It’s not all about you; it’s about other peopleunderstanding what makes them tick and building trust between you. That calls for high-level interpersonal excellence and relational intelligence that women leaders are particularly good at.”
Women also tend to bring a more holistic, collaborative approach to boardrooms. They ask the important questions: How will this decision affect stakeholders? How does it align with our corporate values? Women enrich leadership discussions and decisionmaking processes.
Lack of confidence is a big hurdle women face in leadership roles. Despite the evidence of their achievements, they can feel they are not ‘qualified enough’ and be reluctant to broadcast their successes.
“Women sometimes believe in the Tiara Effect,” Melrona explains. “They think, ‘I’ll work hard, meet my targets, deliver on all my goals, and everyone will know and acknowledge it.’ But career progression doesn’t work that way. Women need to publicise their achievements, be visible, build their brand and own their success.”
Education plays a crucial role here. “When women complete these programmes, they realise, ‘I do have the skills, I deserve to be here.’ It’s not just about climbing the career ladder either - it’s about moving in a direction that’s meaningful to them, whether that’s a step up or a step sideways,” Melrona says.
“Women need to publicise their achievements, be visible, build their brand and own their success.”
For many women considering further education, the biggest hurdle isn’t the coursework - it’s fitting it into an already packed schedule. Finding space for professional development can feel overwhelming, especially when considering work, family, and personal commitments.
“The reality is, there’s never a perfect time,” says Melrona. “Women juggle careers, families, and countless responsibilities, but those who take the leap rarely regret it. The key is finding the right programme that offers flexibility and aligns with your career goals.”
DCU’s part-time postgraduate and leadership courses are designed with this in mind. With evening and weekend classes, participants can continue working while learning. For example, the ‘Let’s Lead’ programme offers a short but impactful course tailored for women looking to develop their leadership potential without committing to a multi-year degree.
Alumna Lisa Bergin is a prime example of a busy professional juggling family life with a career. While completing DCU’s Executive MBA, she changed jobs twice, married, led social impact campaigns at two FIFA World Cups, played a key role in the UEFA Champions League finals with PepsiCo and became pregnant in her final semester. She credits the MBA
with giving her the leadership skills and network to thrive.
“Completing the MBA is one of my proudest and most rewarding achievements to date. Since starting it in September 2021, I have seen my career progress in ways I couldn’t have imagined, and I hope that by continuing to apply course insights, it will continue to develop in an upward trajectory,” Lisa enthuses.
The benefits of leadership education extend far beyond career progression. “Many of our graduates talk about the friendships they build and the confidence they gain,” says Melrona. “Being surrounded by like-minded, ambitious women creates a supportive environment that lasts long after the programme ends.”
One of the benefits of enrolling in a leadership or business programme at DCU is the wealth of support available during and after the course. Students don’t just gain knowledge - they become part of a thriving network of professionals who support one another long after graduation.
“Mentoring takes place through formal and informal processes,” says Melrona. “We have buddy systems within the class and between those at different stages of the MBA. Professional coaching is a big part of our programmes as well.”
DCU Business School hosts regular alumni events, bringing together graduates from various backgrounds to share experiences, provide support, and create new opportunities. “Many women who complete our programmes stay actively involved, mentoring new students, participating in panel discussions, or simply being available as a sounding board for those following in their footsteps,” Melrona adds.
Women have never been more educated, yet men still dominate leadership positions. That’s changing. DCU Business School equips women with the tools, confidence, and networks to step up and take their place at the top table. The 30% Club promotes access to those qualifications through their scholarship programme.
As Melrona puts it, “Leadership isn’t about waiting to be noticed. It’s about ensuring you’re in the conversation and ready to lead when the opportunity arises.”
Visit business.dcu.ie to learn about the Let’s Lead short course or the following part-time executive programmes eligible for 30% Club scholarships:
n Executive MBA
n MSc Work & Organisational Psychology / Behaviour
n MSc in Strategic Learning & Development
n MSc in Emergency Management
Why the 30% Club and IMI partnership matters more than ever. At a time when organisations should be doubling down on inclusive leadership and inclusive workplaces, many are instead retreating to a model that disproportionately disadvantages women.
The landscape of workplace flexibility is shifting - fast. With global tensions rising around remote, hybrid and flexible work policies, a quiet but profound risk looms: the erosion of hardwon progress in gender diversity and inclusive leadership. An enforced return to five days a week in the office - often in environments still structured around outdated workplace norms - has the potential to undo years of advancement for women rising through leadership ranks.
At a time when organisations should be doubling down on inclusive leadership and inclusive workplaces, many are instead retreating to a model that disproportionately disadvantages women. Research consistently shows that workplace flexibility - providing employees with choice and the ability to adapt their work environments - is a key enabler
of gender diversity at senior levels, allowing organisations to tap into a broader talent pool while driving innovation, performance and long-term success.
Yet as some organisations push for a full-time return to the office, there is growing concern that we are sleepwalking back to a rigid, 20th-century model of work - one that disproportionately benefits men and sidelines female talent.
A culture that demands five days a week in-office isn’t just a logistical issue; it’s a leadership pipeline issue. Women, who still shoulder the majority of caregiving responsibilities, are more likely to be excluded from opportunities for progression. Without strong, proactive interventions, we could see fewer women at decision-making tables, undoing years of effort to create more inclusive organisations. The
need for sustained efforts in advancing women in leadership has never been more urgent.
For over a decade, the 30% Club has been at the forefront of championing gender diversity at the senior level. Its mission - to achieve at least 30% female representation on boards and in senior leadership - has driven real, measurable progress. But as today’s workplace challenges threaten to slow momentum, cross-sector partnerships – such as the one between the 30% Club and the Irish Management Institute (IMI) - are more critical than ever.
Launching its first female development programme in the 1970s, IMI has been shaping and inspiring female leaders for over 50 years and was the first educational institute in Ireland to partner with the 30% Club back in 2016. Through their Advancing Women in Leadership programme and the Network Mentor Programme (NMP), the partnership between the 30% Club and IMI has provided tangible development opportunities for emerging and senior female leaders. These initiatives equip women with the skills, and networks to step into leadership roles - creating a pipeline of talent that strengthens organisations from within.
The Network Mentor Programme (NMP) has been particularly transformative. As a cross-industry initiative, it brings together leaders from both public and private organisations, fostering a unique exchange of ideas, best practices and cultural insights. For female participants - who must make up at least 50% of the mentees - it provides unparalleled exposure to leadership in different organisational settings, broadening their perspective and career possibilities.
Over the past decade, we have made real progress in removing barriers to progression, which has enabled more gender balance into leadership roles, but the job is far from done
“For our mentees, the Network Mentor Programme provides access to leaders outside their own organisation, expanding their networks, exposure and career possibilities,” says Gillian Harford, Country Executive of the 30% Club Ireland. “The public-private mix is a particular strength, allowing mentees to gain fresh insights into leadership, decision-making, and organisational strategy across different industries. This cross-pollination of ideas benefits not just individuals but the organisations they serve.”
Crucially, the programme is not just for women. Along with making up a percentage of mentees on the programme, male counterparts play a vital role as mentors and allies, reinforcing that gender diversity is not a “women’s issue” but a leadership imperative. By embedding inclusive leadership principles
across the mentorship experience, NMP is shaping a future workplace that works for everyone - not just a select few.
With Gillian preparing to step down from her role, it is fitting to reflect on her extraordinary contributions to advancing gender diversity in leadership. A true friend of the IMI and a fearless advocate for women’s progression, Gillian has been instrumental in shaping the landscape of female leadership in Ireland.
Under her leadership, the 30% Club’s partnership with IMI has grown into one of the most impactful collaborations in leadership development. Gillian’s tireless efforts have not only elevated women into senior roles but have also helped to normalise inclusive leadership as a business imperative. Her legacy will endure in the countless leaders - both women and men - who have benefitted from the programmes she championed.
“Over the past decade, we have made real progress in removing barriers to progression, which has enabled more gender balance into leadership roles, but the job is far from done,” says Gillian. “What we are seeing now is a need to keep moving forward, so we can sustain and further enhance the progress we have made. That’s why initiatives like our partnership with IMI matter more than ever - they don’t just develop leaders, they change workplace cultures for the better.”
While the focus on advancing women in leadership remains critical, the conversation must expand to encompass a broader vision of inclusive leadership. The challenges organisations face today - workforce transformation, AI-driven change, and economic uncertaintyrequire leadership that is not just diverse but deeply inclusive.
This isn’t just about fairness; it’s about performance. Diverse teams are proven to drive better business outcomes, from innovation to financial returns. But to truly unlock that potential, organisations must commit - not just in words but in action - to building leadership pipelines that reflect the full breadth of talent available.
Flexibility isn’t just a binary issue of home versus office; it’s about offering choice to employees, allowing them to determine the balance that best suits their roles and responsibilities. The future of work is not about returning to outdated norms; it is about reimagining the workplace to unlock the full potential of all talent. This is why the 30% Club’s mission, and its partnership with IMI, remains more important than ever.
The work is far from over - but thanks to the foundation laid by champions like Gillian Harford, the path forward is clear.
At Matheson, we believe that a diverse workforce drives innovation and enhances our commitment to delivering excellent client service. As proud sponsors of the 30% Club, we support its mission to achieve gender balance in leadership across all sectors.
As we look to the future, we stand together in advocating for inclusivity and equality, not just within Matheson, but in all sectors. Together, we can help create a more balanced and effective leadership landscape.
www.matheson.com
Matheson is a full-service Irish law firm serving the legal needs of internationally focused companies and financial institutions doing business in and from Ireland. Its clients include many of the largest Irish companies, the majority of the Fortune 100 companies, 7 of the top 10 global technology brands, 7 of the world’s 10 largest asset managers, and over
half of the world’s 50 largest banks.
Tracing their heritage back two centuries, Matheson has always invested in developing its people, seeking to give back to society and being a strong advocate for the Irish economy. Like the 30% Club, Matheson’s growth is underpinned by its commitment to delivering excellent client service, to hiring and developing the best talent, to creating and delivering the best innovative technological solutions, and to making a meaningful difference to the firm’s clients, colleagues and communities.
In 2019, Matheson became the first organisation in Ireland to be awarded the Investors in Diversity Gold accreditation from the Irish Centre for Diversity, in recognition of its D&I initiatives. In 2024, the firm was awarded the Gold accreditation
for a third successive time. Today, Matheson remains the only law firm in Ireland to hold the Gold accreditation.
In March 2021, Matheson launched its Impactful Business Programme (IBP) - a single vision to deliver and support meaningful, sustainable and measurable change for its colleagues, clients and the communities in which the firm operates. By more closely aligning its four IBP pillars – Corporate Social Responsibility, Diversity and Inclusion, Environmental Sustainability, and The Arts – the firm believes that it can bring even more focus and direction to its activities and make an even bigger difference to those affected by them. Matheson’s Pro Bono Programme and Employee Wellbeing
Programme underpin its Impactful Business Programme. The key focus of Matheson’s People Strategy is employee wellbeing, with the firm embracing the Mindful Business Charter and supporting initiatives such as the “Elephant in the Room” movement.
The D&I pillar of Matheson’s IBP consists of six committees, one of which is the firm’s Gender Inclusion Committee. In 2019, Matheson made a commitment to reach a target of 40% female representation in leadership positions by 2024. The firm reached this target in 2021 and remains focused on ensuring the target is maintained across all levels of the business.
Matheson’s is proud of its long-standing support for the 30% Club and in 2024, were delighted to announce that the firm would fund the 30% Club Country Executive Role for twelve months. The firm’s support for the 30% Club Ireland has not been limited to financial support. In 2024, the 30% Club Ireland welcomed four new members to their CEO Advisory Board, which included Matheson’s Managing Partner, Michael Jackson. The Advisory Board, which represents senior business and professional leaders across Irish society, provides strategic input and support to the Ireland Chapter.
Adding to this, in October 2024, Matheson and the 30% Club Ireland collaborated to host Matheson’s Annual Diversity and Inclusion Conference at The Abbey Theatre in Dublin. Titled ‘Managing Careers in a Modern World’ and attended by over 200 in-person guests from across all sectors, the conference explored the critical challenges faced by next generation leaders in today’s evolving workplace. With insights shared from both employer and next generation perspectives, the conference heard from leading Irish business employers on how organisations can adapt to support the career development and well-being of future leaders.
Looking to the future, the partnership with the 30% Club in Ireland will form an important part of the Matheson’s ongoing commitment to creating an inclusive and equitable workplace and advocating for meaningful progress towards greater female representation at leadership levels.
Bogan Matheson and Chupi Sweetman, founder and CEO, Chupi
APC Ltd was founded by Dr Mark Barrett and Professor Brian Glennon in 2011. Based in Cherrywood, Co Dublin, APC was created out of a passion for science and research and with a mission to disrupt the pharma and biotech industries with a hyperfocused, accelerated approach to drug process development.
In 2021, Paul McCabe established VLE Therapeutics Ltd, a start-up GMP Manufacturing company co-located with APC in Cherrywood. The VLE Therapeutics vision is to be a science-led clinical manufacturing organisation - a unique offering in the global Biopharma sector.
By connecting these businesses, plus leveraging their proprietary digital platform (iAchieve), the company’s strategy is to create a premium and unique offering – the ‘Medicine Accelerator’, with the aim of becoming lifecycle partners for clients and using digital technology to accelerate the development of life-changing medicines to patients.
Today, APC & VLE Therapeutics has over 300 employees with the majority being PhD scientists, engineers and digital specialists plus a team of GMP professionals. It is a powerhouse of technical and scientific excellence that can unlock scientific uncertainty for clients’ medicines.
As an Irish Pharma SME, the company has the ambition and opportunity to leverage the talent, experience, and track record in Ireland’s BioPharma sector to become an Irish multinational and the premier tech powered accelerator of medicines.
As part of APC & VLE Therapeutic’s growth strategy, the company launched its ‘Culture @ Cherrywood Programme’ in late 2021. The primary objective behind the initiative was to cultivate a culture of high performance. Based on the feedback received, the company launched five structured pillars: ‘Be You’ – DEI focus, ‘Be Well’ – employee wellbeing, ‘Be Responsible’ – CSR focus, ‘Be Green’ – environmental and sustainability, and ‘Be Excellent’ – operating excellence and continuous improvement. Today APC & VLE Therapeutics have 99 employees involved in these five pillars demonstrating the bottoms up passion to create a positive work environment. The programme has an executive sponsor for the culture programme (COO Paul McCabe), and is fully connected to the business strategy, including to annual business goals and objectives, and to monthly reporting of performance at SLT (Senior Leadership Team) meetings. The result is that the business has won 12 external awards (Pharma Industry Awards, the Ibec KeepWell Mark, Deloitte Best Managed Company Award, Dun Laoghaire
Rathdown Awards, Manufacturing Excellence Awards, Opex Awards, Life Sciences Awards, Lean Business Awards, and Green Awards), demonstrating that the strategy, action plan and results are of the highest standards.
APC & VLE Therapeutics is a rapidly growing company. As such prioritising, attracting, retaining and growing talent is vital. As one of Ireland’s only Biopharma SMEs the company is seen as being one of the most interesting and exciting employers of talent in Ireland. APC & VLE Therapeutics recognised that prioritising DEI could help differentiate it from others in a saturated market where the demand for talent is high, and the potential candidates can be limited. The company is battling that challenge through talent development, both within their organisation for current employees, and for younger generations with the intention of creating future pipelines.
So, from a top-down business strategy and from a bottomup employee environment perspective, the company decided that their ‘Be You @ Cherrywood’ cultural pillar could help shape its future through a diverse and inclusive talent development strategy.
APC & VLE Therapeutics COO, Paul McCabe, has been a member of the steering committee for more than 7 years and has a passion for enabling gender balance in business. Paul brought this background and experience into the company, helping its ‘Be
You’ pillar focus on strategic organisational changes and impactful initiatives. From an organisational engagement perspective, CEO, Mark Barrett, was a keynote speaker in one of the quarterly council events in 2022. COO, Paul McCabe, led a quarterly council event in BioMarin in November 2024, and several speaking events such as KPMG Women in Sport event. A key initiative relevant to APC and VLE Therapeutics’ business is the STint Teacher Internship Programme. The company, in collaboration with DCU, has supported five teachers in the last three years.
International Women’s Day and International Women in STEM days have been heavily supported by APC & VLE Therapeutic employees and external speakers. The company is also highly active on a national basis in trying to drive a more inclusive and balanced work environment. HR lead, Linda Mulholland, and COO, Paul McCabe, are members of Ibec BPCI’s DEI working group
As a result of its strategy and actions, APC & VLE Therapeutics has seen a large increase in its DEI stats:
n Doubling headcount in the last three years in line with its business growth strategy needs.
n An employee ratio of 54:46 Female: Male and management ratio of 51:49 Female: Male.
n 36 nationalities represented within its 300-employee base. By ensuring that DEI is a foundation of its strategy going forward, APC & VLE Therapeutics will ensure that the work being done now will help to develop future policies and procedures which are as diverse and inclusive as possible, thus benefiting its employees and business.
From problematic tech transfers to vulnerable supply chains, the challenges of GMP manufacturing for clinical phase therapies are more magnified than ever. At VLE Therapeutics, we work with our process development partners APC, to deliver a differentiated and best-in-class solutions all along your CMC journey, all under one roof. Now, nothing stands in the way of us accelerating your medicine to your patients.
The Irish government’s Programme for Government 2025 sets an ambitious course for accelerating housing supply, investing in infrastructure, and ensuring sustainable urban renewal.
The government has committed to delivering over 300,000 new homes by 2030 to meet Ireland’s growing demands. A new national housing plan will replace the current ‘Housing for All’ plan, bolstered by multi-annual funding. Key measures include ramping up construction capacity, introducing streamlined planning processes under the Planning and Development Act 2024, and fully resourcing a Ministerial Action Plan to expedite planning decisions.
The government plans to continue land value sharing and vacancy tax policies to discourage land hoarding while introducing a strengthened Compulsory Purchase Order Bill. These initiatives, alongside regular audits of zoned and serviced land, aim to ensure efficient land use for housing.
Recognising the importance of infrastructure in housing delivery, the government will support Uisce Éireann (Irish Water) in strategic projects, prioritising water and wastewater facilities to enable housing developments. Statutory timelines for utility connections and pre-construction procedures for large developments hope to minimise delays.
A new Towns and Cities Infrastructure Investment Fund will replace the Urban Regeneration and Development Fund (URDF), focusing on acquiring and servicing land for homebuilding. By integrating Housing Delivery Groups into a Strategic Housing & Infrastructure Delivery Office, the government aims to unblock delays and accelerate housing projects.
Urban regeneration is at the heart of the programme, with plans to support transport-oriented development towns modelled after Clonburris and Adamstown. Expanded public realm projects and infrastructure investment will revitalise towns and cities, ensuring sustainable growth. Towns with populations over 10,000 will benefit from the designation of ‘key towns’ to maximise their development potential.
The housing agenda includes an ambitious goal of acquiring 12,500 new apprentices annually by 2030, with a significant focus on construction trades. Additionally, increased permits for residential construction workers and international recruitment efforts will address labour shortages in the sector.
Stabilising Ireland’s housing market will require significant private and public investment. The government plans to secure €24 billion annually to achieve its housing goals, tapping into diverse funding sources, including domestic banks, Home Building Finance Ireland (HBFI), and equity investment. Measures like cost rental backstops will help reduce financial risk for local authorities and developers.
With its ambitious targets and coordinated approach, the Programme for Government 2025 aims to lay the foundations for a sustainable and equitable future, addressing Ireland’s housing and infrastructure needs head-on.
Conor Gunn Partner, EY Ireland, Government and Infrastructure
Conor.Gunn@ie.ey.com
Pia Feeney Director, EY Ireland, Government and Infrastructure
Pia.Feeney@ie.ey.com
Arslan Yousaf
Associate Director, EY Ireland, Government and Infrastructure
Arslan.Yousaf@ie.ey.com
Annette.Hughes@ie.ey.com
Delivering life-changing healthcare facilities across Ireland and the UK
Please visit our website www.sisk.com
The Irish construction industry has a workforce problem, and part of the problem is the underrepresentation of women in the sector. Women comprise only 9% of the 176,000 construction workforce, with only 1% working on-site.
Addressing this gender imbalance is essential to filling the sector’s increasing skills shortages and creating a more diverse workforce.
Ireland’s construction sector is facing a workforce crisis. A report from the Technological University of the Shannon states that an additional 284,000 workers will be needed by 2030 to meet housing and climate targets. This includes 120,000 new hires and 164,000 workers who need reskilling. There is a critical shortage of engineers, quantity surveyors, and skilled tradespeople. Encouraging more women to join the industry could help fill these gaps and bring diverse talent to the sector.
The construction industry is often perceived as maledominated, which discourages young women from pursuing careers in this field. The lack of female role models and inadequate career guidance in schools, along with the view that construction sites are unwelcoming, further limit female participation. To tackle these challenges, we need better education and outreach to help girls see construction as a viable and rewarding career option.
Women in Construction Ireland (WICI) is addressing industry stereotypes by providing training, workshops, and support to construction companies to improve gender balance. Through site visits, webinars, and mentoring programs, WICI fosters an inclusive environment for women in the field.
Educational institutions are advancing in encouraging
women to study construction-related subjects. At the Technological University Dublin, women make up 12% of BSc students in Construction Management and 17.9% in Quantity Surveying. While these numbers are low, they reflect progress in breaking gender barriers in male-dominated fields.
Rural Enterprise Skillnet’s Women in Construction initiative offers a six-week training course and a four-week work placement for women entering the industry. Participants gain essential qualifications, such as Safe Pass and First Aid Responder certification, which boost their confidence and job prospects in construction.
Industry leaders are increasingly stressing the need for change. At the Construction Industry Federation’s International Women’s Day Summit, attended by 650 women, the focus was on attracting more women to the sector. Key efforts include providing equal access to construction-related subjects in schools and creating clearer career pathways for young women.
To foster inclusion in construction, companies should address practical issues that deter women, such as providing on-site facilities and enforcing anti-discrimination policies. Promoting female role models and increasing the visibility of women in leadership will inspire more young women to pursue careers in the industry.
The gender imbalance in Ireland’s construction sector is a significant issue, but progress is being made. Organisations like WICI and industry leaders are working to break down barriers. Encouraging more women to enter the field can help address the skills shortage and create a more diverse and resilient industry.
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Modular construction is emerging as a transformative solution for housing in Ireland, offering a faster, more cost-effective, and sustainable alternative to traditional building methods. With the ongoing housing crisis and increasing demand for affordable and efficient living spaces, modular homes are gaining traction as a viable way to meet these needs.
Modular construction involves manufacturing sections of a building in a factory before assembling on-site. This approach allows for greater precision, reduced waste, and improved efficiency compared to conventional construction. By streamlining the building process, modular housing can be completed in significantly less time, making it an attractive option for addressing Ireland’s urgent housing shortage.
Unlike traditional methods that are susceptible to weather delays and on-site complications, modular homes are built in factories under controlled conditions. This allows for simultaneous site preparation and module construction, significantly reducing project timelines. In some cases, homes can be ready for occupancy within weeks, making modular housing an effective solution for accelerating home building in Ireland.
Modular construction minimises material waste and optimises labour efficiency, resulting in lower overall costs. The precision of modular construction also reduces errors and the need for costly rework. Faster completion means lower financing costs for developers and homeowners. This affordability is appealing in Ireland, where high housing costs have made homeownership increasingly challenging for many individuals and families.
Sustainability is a growing concern in the construction industry, and modular housing offers significant environmental benefits. Factory construction enables better resource management, reducing excess material waste. Many modular homes are designed with energy-efficient features such as superior insulation, solar panels, and eco-friendly materials, contributing to lower carbon footprints. As Ireland strives to
meet its climate goals, modular construction aligns with the country’s commitment to sustainable development.
The flexibility and adaptability of modular housing also make it a compelling option as homes can be customised to meet design preferences, from single-story residences to multiunit developments. Advances in modular technology have led to aesthetically pleasing and highly functional designs that rival traditional homes in both quality and durability. Additionally, modular homes can be easily expanded or relocated.
Despite its many advantages, modular housing still faces some challenges in Ireland. Public perception remains a hurdle, as some associate modular homes with temporary or low-quality structures. However, modern modular homes are built to the same, if not higher, standards as traditional houses. Regulatory and planning processes also need to adapt to accommodate this construction method. As awareness and acceptance of modular housing grow, these challenges are likely to diminish, paving the way for wider adoption.
Modular construction presents a solution to Ireland’s housing crisis by offering speed, affordability, sustainability, and design flexibility. As technology advances, and policies become more accommodating, modular housing is expected to play a significant role in meeting the country’s housing needs. With its ability to deliver high-quality homes quickly and efficiently, modular construction is well-positioned to shape the future of housing in Ireland.
By Colm McGrath, Head of Surety, Howden Ireland
For nearly five decades, McGahon Surveyors has been at the forefront of Ireland’s construction industry, delivering top-tier quantity surveying and cost consultancy services.
Known for professionalism and efficiency, the firm continues to shape the built environment while maintaining strong relationships with clients from the public and private sectors.
Founded in 1977 by Damien McGahon, the firm has become one of Ireland’s most respected quantity surveying practices. Operating from Dundalk and Newry, its team of 30 professionals, led by Managing Director Joe Beggs and Director Donal Mooney, provides expertise across residential, education, healthcare, commercial, and civic projects.
As a member of the Society of Chartered Surveyors Ireland (SCSI) and the Royal Institute of Chartered Surveyors (RICS), McGahon Surveyors upholds industry standards while implementing innovative cost management solutions to deliver projects efficiently and within budget.
In 2024, McGahon Surveyors secured prestigious appointments, reinforcing its industry leadership:
n Quantity Surveyor for the National Centre for Research and Remembrance in collaboration with the Office of Public Works (OPW).
n Design Team member for the Schools ADAPT Framework.
n Inclusion in the Choice Housing and Radius Housing Frameworks in Northern Ireland.
n Quantity Surveying delivery partner for the PAGABO Framework in the UK.
These appointments highlight the firm’s ability to manage largescale projects while maintaining a focus on value, sustainability, and quality.
McGahon Surveyors is shaping Ireland’s urban landscape through key residential developments:
Whitestown Way, Tallaght
In partnership with Clúid Housing, the firm played a pivotal role in delivering an age-friendly residential complex. This project, comprising 81, one and two-bedroom apartments across four interconnected blocks, underscores McGahon Surveyors’ commitment to community-focused, cost-efficient construction.
Cherry Orchard Point, Dublin 10
A key contributor to the Cherry Orchard Point development, McGahon Surveyors is working alongside the Land Development Agency (LDA) and Dublin City Council. Phase 1, with planning approval for 708 homes (547 cost rental and 161 social housing units), is the largest LDA-DCC collaboration, integrating public amenities, retail spaces, and commercial facilities.
McGahon Surveyors prioritises continuous professional development, fostering a culture of excellence through training and partnerships with local colleges. This ensures its team remains at the forefront of industry advancements.
With a steadfast commitment to quality, efficiency, and client satisfaction, McGahon Surveyors is poised for continued growth. As they mark over 48 years in business, the firm remains dedicated to delivering value-driven, sustainable solutions that leave a lasting impact across Ireland and beyond.
For more information about McGahon Surveyors and their services, visit www.mcgahonsurveyors.com
Founded in 1998, Bretland has established itself as a trusted name in the construction industry, delivering high-quality projects across residential, commercial, and industrial sectors. With a reputation built on excellence, innovation, and sustainability, the company has consistently demonstrated its ability to transform visions into reality.
Bretland’s expertise extends beyond new builds, with a strong commitment to heritage preservation and adaptive reuse of historic structures. This commitment is exemplified in its latest social housing development for Sophia Housing at the Presentation Convent site in Portlaoise, Co. Laois.
The project is a significant undertaking, set to provide 52 residential units, associated community spaces, and newly developed public realm and parklands. Situated on Church Avenue, the site holds deep historical and architectural importance, encompassing the former Presentation Convent (c.1830) and the former Presentation School (1880), both of which are protected structures. Bretland’s approach balances modern housing needs with the careful restoration and integration of
these historic buildings into a contemporary development.
The Presentation Convent, originally established in an existing building in 1824, underwent expansions in the nineteenth and twentieth centuries. It forms part of a larger complex of community buildings, including the historic stone tower dating from c.1548 and the walled convent garden that extends to the Triogue River. Additionally, the nearby Ha’penny Babies School (1844) and Sacred Heart National School (c.1880) contribute to the site’s rich heritage.
Bretland’s role in the project involves an extensive and multi-faceted approach, ensuring that the integrity of the site’s historical elements is preserved while introducing modern, energy-efficient living spaces.
The development includes:
n The construction of three new-build residential blocks, each spanning two to three storeys.
n The careful retrofit, restoration, and upgrade of the historic school building to accommodate four residential apartments.
n The adaptive reuse of the convent building to provide ten apartments and essential community facilities.
n The restoration and structural reinforcement of the historic church wall to ensure its longevity.
n Extensive landscaping works, including new roadways, pedestrian pathways, shared surfaces, gardens, and essential infrastructure such as substations and bin enclosures.
The project is being delivered in two phases, with Phase 1 nearing completion. This initial stage includes one new residential block (Block F), comprising five one-bedroom apartments and four two-bedroom houses, constructed in a mix of two and three-storey terraces and blocks.
Phase 2 will see the completion of the remaining residential blocks:
n Block A: A three-storey conversion of the existing convent building, providing four one-bedroom and six two-bedroom apartments, alongside a 73.65 sqm community space.
n Block B: A single-storey adaptation of the Ha’penny Babies building into a dedicated community space.
n Block C: A two-storey conversion of the historic school
building, offering four one-bedroom apartments and an expansive 334.66 sqm community space.
n Block D: A newly constructed two- and three-storey block, housing five two-bedroom apartments.
n Block E: A substantial new-build block featuring five onebedroom apartments and 18 two-bedroom apartments, complemented by a 66.95 sqm community space.
Bretland’s involvement in this transformative project highlights its expertise in delivering complex, multi-phase developments that integrate contemporary housing solutions with the sensitive restoration of heritage sites. The company’s ability to navigate the unique challenges of working with protected structures while maintaining modern construction standards showcases its leadership in sustainable and responsible development.
Beyond the physical construction, Bretland’s commitment to community impact remains central to its approach. By working closely with Sophia Housing, the project ensures that the new residential units and community spaces will serve the needs of the local population, fostering a supportive and inclusive living environment.
As the project progresses towards completion, Bretland continues to set benchmarks in combining innovation with tradition, delivering homes and community spaces that honour the past while embracing the future. With over 25 years of industry excellence, Bretland remains dedicated to building not just structures, but lasting legacies.
Ireland’s housing crisis shows little sign of abating as a new report from leading construction consultancy Mitchell McDermott paints a grim picture for 2025. The consultancy forecasts that housing output this year will stagnate at just 32,000 units.
This gloomy prediction follows the Central Statistics Office (CSO) confirmation of a lacklustre 30,330 completions in 2024.
This stagnation is tied to a decline in planning permissions, which fell to 35,000 in 2024, down from 41,000 in 2023. Paul Mitchell, co-author of the report, warns that unless drastic measures are introduced, the government’s target of delivering 300,000 homes by 2030 is unattainable. To meet this goal, housing output must grow by 16% annually.
One major issue highlighted in the report is the “high mortality rate” of housing scheme applications within the planning system. Since 2018, just 40% of the 200,000 units submitted via Strategic Housing Developments (SHDs) and Large-scale Residential Developments (LRDs) have been constructed or commenced. The report surfaced that out of the schemes that did not go ahead, 21% (around 42,000 units) were refused, 13.5% were sent for judicial review, and 5.5% are still awaiting a decision. While the LRD system has improved acceptance rates and reduced judicial reviews compared to SHDs, the overall planning approval and delivery rates remain dismal.
Another key concern is the sharp decline in apartment construction, with completions falling 24% in 2024 to 8,763 units. This trend has been exacerbated by changes in
government policy, including the 2022 removal of the Buildto-Rent category and stricter rent caps. These measures have driven away international investors, who previously played a significant role in financing apartment schemes.
Mr Mitchell emphasises the importance of attracting overseas investment funds back into the market. Policy reforms, such as linking rent caps to individual leases and revisiting Build-to-Rent regulations, could provide the certainty investors need to re-engage with Ireland’s housing sector.
Rising construction costs further compound the crisis. Inflation for apartment construction increased by 2.2% in 2024 and office construction by 3.5%. The forecast is for inflation to rise by 3% to 4% in 2025 across apartment and office sectors, driven by soaring material costs, particularly for concrete.
To help tackle the housing crisis, Mitchell McDermott calls for a coordinated approach to infrastructure development involving the ESB, Irish Water, and Transport Infrastructure Ireland. The absence of a dedicated Department of Infrastructure is seen as a missed opportunity to address systemic bottlenecks swiftly.
As Ireland grapples with a deepening housing crisis, bold reforms and strategic investment will be essential to reinvigorate the sector and meet the housing needs of a growing population.
Ireland’s construction sector is transforming through Modern Methods of Construction (MMC), utilising offsite manufacturing and digital technologies to enhance housing efficiency, sustainability, and affordability.
Despite the clear benefits, challenges persist in fully integrating MMC into mainstream construction.
MMC is transforming Ireland’s housing sector by enhancing build quality, cutting construction time, and lowering costs. Studies indicate MMC can shorten construction time by 20-60% and reduce costs by 20-40%. These gains stem from factorycontrolled environments that enable precise manufacturing, minimise material waste, and boost sustainability.
A key advantage of MMC is addressing the housing crisis. Demand far outstrips supply, leaving traditional construction methods struggling. The Irish government includes MMC in its ‘Housing for All’ strategy, promoting prefabrication and modular housing to increase housing stock quickly.
MMC aids Ireland’s decarbonisation goals. Techniques like timber-framed construction cut carbon emissions compared to traditional methods. Timber MMC offers a key opportunity due to the nation’s expanding forestry resources and sawmill capacity.
Despite the clear benefits, MMC adoption in Ireland remains low, with only 7.4% of firms considering it their primary activity. Several challenges hinder wider implementation: Investment and Funding: MMC requires a substantial upfront investment, and while long-term savings are evident, many firms struggle to secure the necessary capital.
Insurance and Perception Issues: Providers are wary of MMC due to unfamiliarity with its risks, especially fire safety. Public perception
persists that MMC homes are inferior to traditionally built ones. Regulatory and Procurement Barriers: Standardisation of MMC components and certification processes remains complex. The absence of industry-wide MMC regulations also creates uncertainty among developers.
Skills Shortages: MMC needs a workforce skilled in digital construction, offsite manufacturing, and new assembly techniques. Ireland’s construction workforce must upskill to meet these needs.
While MMC adoption is still in its early stages, several government-led initiatives are laying the groundwork for its expansion. The establishment of the National Demonstration Park for MMC aims to showcase best practices and encourage wider adoption. Enterprise Ireland is also actively supporting SMEs in the sector through innovation and digitalisation programmes.
MMC’s future in Ireland is promising, with plans to triple construction spending and expand training programs expected to drive growth. Collaboration between public and private stakeholders will be crucial to overcoming regulatory and financial hurdles.
MMC needs a structured approach with clearer regulations, better funding, and industry education to dominate Ireland’s construction industry. Addressing these challenges could reshape the housing market, delivering high-quality, sustainable homes faster.
Upskill or reskill to get the right job, progress to third-level or to support the achievement of personal goals.
• Guidance, Information and Recruitment Services
• Post-Leaving Certificate Colleges (Level 5 & 6 full-time courses)
• Apprenticeships and Traineeships
• Advanced Manufacturing Training Centre of Excellence
• Full-time and part-time options
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For more information: Email: adultguidance@lmetb.ie Call: 1800 991 898
Arna chomhchistiú ag Rialtas na hÉireann agus ag an Aontas Eorpach Co-funded by the Government of Ireland and the European Union
Louth & Meath Education and Training Board (LMETB) is pioneering the adoption of 3D Construction Printing (3DCP) in Ireland. It aims to upskill the workforce with a tailored training course for operating 3DCP technology in housing construction.
3DCP, which is classified as Modern Methods of Construction (MMC) Category 4, is gaining popularity in the construction industry due to its multiple benefits. This additive manufacturing method uses a large-scale gantry printer to construct buildings layer by layer from a digital design.
Compared to traditional methods, 3DCP can complete superstructure projects two-and-a-half times faster and reduce overall project timelines by 25%. It minimises material usage, waste, and labour while increasing efficiency, safety, and design flexibility. With only 12 machines and a team of 50, 3DCP technology could produce up to 1,000 high-quality homes annually. The global 3DCP market, valued at $3.42 billion in 2022, is projected to reach around $515.49 billion by 2031, with an annual growth rate of 64.25%.
LMETB recently collaborated with Louth County Council, Harcourt Technologies Ltd., and Roadstone Ltd. to demonstrate 3DCP’s potential by constructing three terraced houses in Dundalk, Co. Louth. The project used a low-carbon mix, saving 278 kg CO₂e/m³, underscoring the technology’s capacity for sustainable, efficient housing solutions.
The LMETB 3DCP course offers a thorough introduction to 3D construction printing, covering its evolution, types, equipment, processes, materials, and potential applications. Participants learn about the opportunities and limitations of 3DCP, explore emerging markets, and gain insights into areas needing further research. The course is suitable for those in construction and related fields, including contractors, architects, engineers, quantity surveyors, and anyone with an interest in new building methods.
The course consists of two main parts: a technical overview of materials and processes and a practical demonstration of the technology at LMETB’s 3DCP facility. This hands-on component provides learners with real-world experience of the 3DCP process, tying theoretical knowledge to practical application. Participants also receive insights into the business potential of 3DCP, including financial models.
This 3DCP course is part of LMETB’s offerings through its Advanced Manufacturing and Technology Centre of Excellence (AMTCE), which supports upskilling in emerging technologies and offers pathways for new careers in advanced manufacturing through apprenticeships and traineeships.
For further information contact Aoife McDaid, Training Manager on 086 0357568, amcdaid@lmetb.ie
For over four decades, CPAC Modular has been at the forefront of modular construction, pioneering new methods and technologies to deliver high-quality, sustainable, and adaptable buildings. Formerly known as Cabinpac, the company has transformed and rebranded as CPAC Modular to reflect its commitment to innovation and excellence.
CPAC Modular was originally established by Crohan O’Shea, an entrepreneur who saw an opportunity to bring modular building solutions to Ireland. “The ethos was always customercentric and high quality,” says Managing Director Sean Murphy. “That passion for delivering the best possible product has remained core to who we are and what we do.”
The company initially focused on jack-leg cabins for site and temporary accommodation but gradually expanded into hybrid solutions for schools, hospitals, and other public infrastructure. In the last 4 years, CPAC Modular embarked on a major innovation drive, investing in new technologies, materials, and people. The goal? To redefine modular construction and take it beyond traditional preconceptions.
One of CPAC Modular’s most significant innovations was the introduction of hybrid modular construction. “We developed a product that was not just a step up from prefab buildings, but a complete evolution,” explains Murphy. “We raised the bar using better materials, with longer lifespans, and placed a huge emphasis on structural integrity and fire compliance.”
This new approach has been widely embraced, particularly in the education sector. “Our hybrid modular buildings have reset
the standards for temporary accommodation,” says Murphy. “We’ve done extensive fire testing with multiple details to ensure our products exceed regulations and expectations.”
A strategic vision for innovation and growth, coupled with the rebrand, drove CPAC Modular forward to another level. “We looked at our potential and realised we could do so much more,” says Murphy. “We had the capacity and the ambition, to adapt to a changing market and we shifted towards a permanent modular offering.”
The company’s expansion has been nothing short of remarkable. CPAC Modular has grown from 40 employees to a workforce of over 120, with a strong focus on quality control, sustainability, and efficiency. “The transition wasn’t without its challenges,” admits Murphy. “Change is always difficult - but ultimately, our team recognised the opportunity for growth.”
CPAC Modular has positioned itself as a leader in construction, including the education and healthcare sectors, with projects ranging from modular school buildings to hospital extensions. “Our permanent modular schools offer significant time savings compared to traditional methods,” Murphy notes. “This means students get access to state-of-the-art learning environments much faster.”
The company has delivered critical projects such as Enhanced Community Care (ECC) hubs and hospital extensions in healthcare. “Modular construction is ideal for healthcare because it allows us to create high-quality, fully compliant buildings in a fraction of the time,” explains Murphy. “Speed of project delivery and reducing the time on site is crucial to our healthcare clients.”
CPAC Modular is not just about faster construction - it’s about smarter construction. The company is pioneering smart modular technology, integrating predictive maintenance systems into its buildings. “Across the operational life of the building, our Built Smarter offering will alert us to potential maintenance issues before they become major problems,” says Murphy. “This new smart technology is a game-changer for facility management.”
Sustainability is also a key focus. CPAC Modular has invested heavily in lean manufacturing and waste reduction, ensuring its production processes are as eco-friendly as possible. “We manufacture our buildings in a quality-controlled environment, which drastically improves efficiencies and reduces waste compared to traditional methods,” Murphy explains. “Everything is precision-engineered.”
CPAC Modular is set to continue its impressive growth journey. The company is currently investing €16 million in a new stateof-the-art production and office facility in Dunshaughlin, which will significantly increase its production capacity. “This new facility will allow us to scale up even further,” says Murphy. “We’re doubling down on our commitment to innovation.”
As modular construction gains traction, CPAC Modular
is setting the benchmark for what’s possible. “There’s still a perception challenge,” Murphy acknowledges. “People hear ‘modular’ and think ‘prefab’! But what we’re building today is completely different, its high-quality, compliant and permanent - they are indistinguishable from traditional buildings.”
With its focus on quality, efficiency, and sustainability, CPAC Modular is not just keeping pace with the construction industry - it’s leading the way. “We’re just getting started,” says Murphy. “The future is modular, and we’re proud to be at the forefront of that transformation.”
At CPAC Modular we re-imagine the possibilities of design using the most advanced technologies, leading the industry with sustainable, more efficient, permanent, built environments
Our commitment to quality can be seen in every construction detail we build, every material we specify, every certified LEAN manufacturing process we implement
Bright futures are built in our buildings
www.cpacmodular.com
BENEFITS
Shorter Build Times
‘A’ Rated Homes
More Sustainable Homes
Construction not Affected by Weather
Higher Quality Standard
Low running costs
Can be Extended easily
BIG MAN MODULAR specialist in modular and panelized building. We offer a one stop shop looking after design, planning, with full install and build packages available. We have a dynamic team with a diverse skill set, who are committed to delivering high quality sustainable housing.
As the demand for innovative, sustainable housing continues to grow, Big Man Modular has emerged as a leader in the field. It offers high-quality, energy-efficient, and adaptable homes. Founder JP Simpson recognised a shift in people’s attitudes towards homeownership: They seek greater freedom without a massive debt burden.
Established in 2018 by JP Simpson, initially as Big Man Tiny Homes, the company emerged from his vast experience in custom cabin and large housing projects throughout Ireland and beyond.
In 2021, JP welcomed business partner Niall Lehane, whose 25 years of manufacturing leadership renewed the company’s focus on quality, efficiency, and streamlined processes. Together, they rebranded as Big Man Modular, a company dedicated to designing, manufacturing, and delivering cost-effective, sustainable modular homes at an unprecedented speed compared to traditional housing methods.
At the heart of Big Man Modular is a dynamic team of skilled professionals who are passionate about their craft. Their
collective expertise allows them to deliver homes that meet and exceed customer expectations. Whether working on compact, eco-friendly modular homes or larger, more complex designs, the team is committed to creating sustainable, adaptable spaces that enhance lives.
JP, Niall, and the entire team combine the perfect blend of design innovation, technical know-how, and customer-focused service to make the home-building process seamless and stress-free.
Big Man Modular takes a collaborative approach, simplifying its customers’ home-building journey. The company offers a transparent, flexible, and customer-centred process from initial design and planning to installation.
Key advantages of choosing Big Man Modular include:
Customisation: Customers have complete flexibility in design and finish, tailoring every element to their needs and preferences.
Transparency: Clear, upfront pricing ensures no hidden costs. Versatile Buying Options: Clients can purchase homes at any stage of construction, with the option to complete the project as a self-build.
Customer Satisfaction: The company prides itself on happy customers and is happy to connect potential buyers with past clients for testimonials.
Modular homes are revolutionising the way people think about housing. Unlike traditional builds, modular homes are constructed in a controlled factory environment, resulting in numerous benefits:
Speed of Construction: Factory-built homes are completed significantly faster than traditional builds.
Energy Efficiency: All homes are ‘A’-rated, incorporating carefully selected materials and efficient manufacturing processes.
Sustainability: Less waste in production results in a more environmentally friendly home.
Weather-Resistant Construction: Since homes are built indoors, adverse weather conditions do not impact the building process.
Higher Quality Control: Rigorous inspections ensure higher standards than traditional site-built homes.
Lower Running Costs: Almost passive house standards mean significantly reduced energy costs.
Quick Installation: Some homes can be set up on-site in a few hours.
Expandable Design: As needs evolve, additional modules can be added, allowing homeowners to extend their living space as required.
Every home built by Big Man Modular is custom-made in its workshop in Bandon, Co. Cork, Ireland. Clients can choose from a selection of pre-designed modular homes and customise features and materials to suit their lifestyle. Alternatively, Big Man Modular welcomes individual ideas and works closely with customers to bring their vision to life.
For those looking for a compact and cost-effective space solution, Big Man Modular also specialises in container conversions. Using 20’ or 40’ shipping containers, the company creates fully insulated, electrically equipped, and plumbed spaces for various applications, including:
n Offices
n Workshops
n Bathrooms
n Storage Units
Containers can also be externally clad to blend seamlessly into their surroundings, offering an attractive yet functional alternative to traditional structures.
With a strong commitment to innovation, efficiency, and sustainability, Big Man Modular is redefining the housing industry. Their modular and container homes offer a modern, cost-effective solution for those seeking high-quality, adaptable living spaces without traditional construction’s prolonged timelines and environmental impact.
For those looking to build a home that is tailored to their lifestyle while ensuring sustainability and affordability, Big Man Modular offers a future-forward solution. Contact the team today to discuss how they can help create your ideal home.
The winds of innovation continue to sweep through the construction industry, bringing with them new methodologies and materials that promise greater efficiency, quality, and speed. Among the companies making significant strides in this evolving landscape is CarlowBuild, an Irish-headquartered firm with operations spanning the Ireland and the UK.
Insights gleaned from a recent interview offer a compelling look into their core operations, target markets, and the key differentiators that are positioning them as a significant player in the modular construction sector.
At its heart, CarlowBuild’s core business revolves around the manufacture, design, and installation of light gauge steel panelised systems. This encompasses the essential structural elements of a building: wall systems, floor systems, and roof systems. By adopting this industrialised approach, CarlowBuild is streamlining the construction process, moving a significant portion of the work off-site into a controlled manufacturing environment. This not only potentially accelerates project timelines but also allows for enhanced quality control and precision engineering.
The company’s strategic focus is firmly set on the residential developer sector, specifically targeting high-density housing projects. Their current accreditation extends to buildings up to about five stories in height or 18 metres, making their system ideally suited for apartment blocks, maisonettes, duplexes, and
even traditional two-story and three-story buildings. This targeted approach allows CarlowBuild to tailor its expertise and product offerings to the specific needs and demands of this significant segment of the housing market. The ability to cater to both high-rise apartments and more conventional low-rise dwellings showcases the versatility of their light gauge steel system.
What truly sets CarlowBuild apart, according to CEO Enda Byrne, is their people. The company prides itself on having attracted a fantastic team, recognising that their talent and dedication are instrumental in everything they do. This emphasis on human capital underscores a critical element often overlooked in discussions of construction innovation. While technology and materials play a vital role, the expertise and commitment of the workforce are paramount to translating those innovations into successful project delivery. CarlowBuild’s focus on nurturing and valuing its team, from project inception to on-site delivery, appears to be a cornerstone of their success.
Beyond their internal strengths, CarlowBuild’s commitment to quality and regulatory compliance is a significant
differentiator. Their in-house manufactured product is accredited under Irish Agrément managed by NSAI Ireland. Furthermore, they have successfully expanded their reach into the UK market, having received approval for the same product under NHBC & SCI. These dual accreditations demonstrate a rigorous adherence to building standards in both Ireland and the UK, providing assurance to residential developers and fulfilling the demands of these distinct regulatory environments. This commitment to meeting stringent standards likely enhances their credibility and market appeal within both regions. The recognition of CarlowBuild as one of the top LGS manufacturers in the modular sector in Ireland further solidifies their position and expertise within this specialised area.
CarlowBuild presents a compelling model for the future of residential construction. Their focus on a high-quality, accredited light gauge steel panelised system, coupled with a strategic targeting of the high-density housing market, positions them to capitalise on the growing demand for efficient and sustainable building solutions. However, it is their emphasis on their people, fostering a skilled and dedicated team, that appears to be the crucial ingredient driving their success. As the construction industry continues to evolve, companies like CarlowBuild, who prioritise both technological innovation
and human expertise, are likely to be at the forefront, shaping the way we build our homes and communities. Their journey, as evidenced by their recent expansion and recognition, offers valuable insights for anyone involved in the modern construction landscape.
For more: www.carlowbuild.com
Carlow build designs and manufactures all modular systems at its state of the facility in the southeast of ireland for direct supply and installation by market affiliates and trade partners.
The company is well on course to establish itself as a market leader in the provision of modular building systems for the delivery of large scale residential, commercial & departmental buildings.
Irish Rail is forging ahead with exciting developments to enhance connectivity, efficiency, and sustainability across the network. These initiatives, from new stations to transformative infrastructure projects, mark a significant step forward in modernising Ireland’s railway system.
Irish Rail has expanded its network by opening Kishoge Station, the 146th station on the system. Situated between Adamstown and Clondalkin Fonthill on the Portlaoise commuter line, it serves the growing Clonburris community and surrounding areas. Meanwhile, construction is underway on Woodbrook Station between Bray and Shankill. Set to open in 2025, it will become the 147th station and serve both new and existing residents of Woodbrook and Shanganagh.
Further west, Irish Rail has announced plans for a new station at Moyross, strengthening transport links to Limerick city and beyond. This development is expected to boost accessibility for the area’s growing population and facilitate smoother regional connections.
Waterford’s North Quays Strategic Development Zone (NQ SDZ) is set to reshape the city’s transport landscape. A new railway station 1km east of the existing Plunkett Station will integrate seamlessly with a state-of-the-art transport hub and a sustainable transport bridge linking to the city centre. This ambitious project includes track realignment, signal upgrades, and flood mitigation measures to improve reliability and resilience. The new station is expected to open in Spring 2026.
Galway’s Ceannt Station Revamp
The landmark Ceannt Station Redevelopment Project in Galway will transform the city’s central transport hub. Work commenced in early 2024 to expand the station’s capacity,
enhance accessibility, and improve integration between rail and bus services.
Among the key upgrades are increasing the number of platforms from two to five, a new southern entrance, and better pedestrian flow. The redevelopment also aligns with Galway’s broader sustainable transport strategy, making public transport more attractive and efficient. Construction is scheduled to be completed in Q2 2026.
The new National Train Control Centre (NTCC) is nearing completion behind Heuston Station. Designed as a highsecurity, energy-efficient facility, it will modernise train control operations, improve real-time passenger information, and enhance service reliability.
A crucial component of this project is the Traffic Management System (TMS) developed by Indra Sistemas Ltd. Currently in the testing phase, the TMS will optimise train schedules and improve incident management. Operations are expected to be completely migrated to the NTCC in 2025, with a backup system installed at Connolly Station.
These developments represent a significant investment in Ireland’s rail future, ensuring improved service quality, greater accessibility, and sustainable growth. As new stations and upgraded infrastructure come online, Irish Rail is on track to provide a more connected and efficient transport network for the country.
GPX Rail has continued to strive for success and innovation in the rail industry since its foundation by Irish industrialist Declan Carr in 2008.
GPX Rail specialises in civil engineering and track work projects. Since its foundation, GPX Rail has had a strong track record of successful projects, including the renovation of Limerick Bridge and also the expansion of the Kildare Junction.
GPX Rail is known for its commitment to safety, innovation, and providing transportation solutions for both passengers and freight. The firm is dedicated to improving railway systems and ensuring efficient and reliable operations.
GPX Rail started in 2008 with 20 employees but now has a headcount of 97 employees with this increasing on average by 15% annually. With all the great success GPX Rail has had to date, this has led the firm to find a new home of operations with a brand-new head office which opened in Naas Co. Kildare in 2023.
With the work being put into the business of rail construction and rail maintenance, civil engineering projects, light rail and heavy gauge construction maintenance, GPX Rail is right up there with the premier movers and shakers in what is a booming industry.
Mick Hanley who occupies the role of operations director at GPX Rail takes great pride in the work and service the firm provides. “The quality of our installation and maintenance work is second to none and is the core of our business and because we run such a tight ship and keep our overheads as low as possible – without cutting corners – we can complement the
expertise and reliability we offer our clients by offering a very competitive price when it comes to the tendering process.
“This has led us to form strong relationships with clients such as Iarnród Eireann, Dublin Bus, TransLink, TII (Transport Infrastructure Ireland) Tara Mines, Dublin Port and large international companies such as Linmag International, Neopul and Schweerbau.”
Mick also notes, “I’m very fortunate in that I’m dealing, face-to-face, with a lot of the same clients I have known personally for the last 30 years or thereabouts”.
As clients’ needs evolve, GPX Rail similarly keeps ahead of change. Iarnród Eireann, now a client of some 15 years, is engaged in acquiring more passengers by providing more comfort and service frequency. Mick explains, “That leads to the need for upgrading existing lines and establishing new lines to allow for higher speeds, and that’s where we come in.”
What makes GPX Rail so different from its competitors and what makes it stand out from the crowd is its impeccable service. The welding service is a nationwide service, but how the firm introduces it and how they use it is unique - with in-
house training; the quality of the welders who are fully up-todate with new products and new equipment.
A major challenge in the industry is the size and complexity of the documentation that must accompany the completion of a job, as well as the numerous reports, a mountain of photographs is needed as a backup, not to mention all of the other required documentation. GPX Rail also applies and adheres to all its requirements from clients including the Irish Government and EU legislators, and the company is proud to hold certification for ISO 9001:2015 Quality Management, ISO 14001:2015 Environmental Management and 45001:2018 Occupational Health and Safety Management.
“We are constantly monitoring and reviewing our process and procedures to achieve the highest standard in everything we do while reducing our impact on the environment”, Mick explains. “I am extremely proud of all of the positive feedback from numerous clients”. Eamonn Balance of Iarnród Eireann described GPX Rail’s service as “exemplary and a credit to the commitment to keeping the railway safe and available for operations”.
The DART+ Programme represents a groundbreaking transformation of rail travel in the Greater Dublin Area, promising commuters a faster, greener, and more efficient service.
Funded by the National Transport Authority, this ambitious initiative aims to significantly enhance public transport accessibility and sustainability by doubling the network’s capacity and tripling the electrification of Ireland’s rail system. The DART+ expansion is set to revolutionise people’s travel, reducing congestion, lowering emissions, and creating a more connected transport network.
The DART+ Programme will see electrified DART services extend beyond their current routes, reaching existing and new communities. This expansion will increase train frequency and passenger capacity and encourage a modal shift from private cars to public transport. The programme aims to significantly cut greenhouse gas emissions while offering seamless integration with other transport options, such as buses, Luas, and the upcoming MetroLink project. This comprehensive improvement creates a more interconnected and sustainable transport network for Dublin and its surrounding areas. The programme consists of multiple strategic projects, each focusing on specific corridors within the Greater Dublin Area. These projects will modernise the rail infrastructure and enhance the overall passenger experience.
The DART+ West project will electrify the Maynooth and M3 Parkway line to the city centre. This electrification will substantially increase train frequency, doubling from 6 to 12 trains per hour in each direction. As a result, passenger capacity will rise dramatically from 5,000 to 13,200 per hour. The project will also include a new station at Spencer Dock and a train maintenance depot to the west of Maynooth.
The DART+ South West project focuses on electrification and track expansion from Hazelhatch and Celbridge to Dublin’s city centre. Train frequency will be boosted from 12 to 23 trains per hour, with passenger capacity increasing from 5,000 to 20,000 per direction. Key infrastructure upgrades will include adding four tracks between Park West & Cherry Orchard and Heuston Station and constructing a new station at Heuston West.
This project will electrify the line from Malahide to Drogheda MacBride Station, doubling train frequency from 11 to
24 services per peak period. Passenger capacity will rise substantially from 12,500 to 26,600 over a three-hour morning peak. Track modifications and adding a new platform at Drogheda MacBride Station will improve overall service efficiency, making rail travel more attractive for residents of north Dublin and beyond.
The DART+ Coastal South project will introduce crucial infrastructure upgrades along the Greystones to the city-centre corridor. While electrification is not immediately planned, this programme will focus on removing level crossings to enhance safety and reduce road-rail conflicts. New cycle, pedestrian, and vehicular crossings will be introduced where necessary, ensuring a smoother and more efficient transport network. By improving accessibility and service reliability, this project will provide long-term benefits to passengers commuting from south Dublin and Wicklow.
Fleet Expansion
An important part of the DART+ Programme is the acquisition of a new, modern fleet of electric and battery-electric train carriages. Up to 750 new carriages will be introduced over the next decade, with the first batch of 95 carriages entering service in 2025. These state-of-the-art trains will feature modern amenities, including low-level flooring for easy boarding, wheelchair spaces to enhance accessibility, and hearing loop systems to support passengers with hearing impairments.
The DART+ Programme is a critical step in addressing Dublin’s transport challenges. With the city’s population growing rapidly, investing in sustainable, efficient, and high-capacity public transport solutions is essential. The key benefits of DART+ include:
DART+ will encourage more commuters to choose rail travel over driving by improving train frequency and expanding the network. This shift will alleviate road congestion, leading to shorter journey times and lower vehicle emissions.
The electrification of Dublin’s rail network aligns with Ireland’s Climate Action Plan, which aims to reduce carbon emissions significantly. DART+ will contribute to this goal by decreasing reliance on diesel trains and fossil fuel-powered vehicles, promoting cleaner and greener travel options.
Driving Economic Growth
Traffic congestion costs Dublin millions of euros each year in lost productivity. DART+ will help businesses and individuals save time and money by improving public transport infrastructure, ultimately supporting economic expansion. A more efficient transport system will also make Dublin a more attractive city for investment and job creation.
Enhancing Land Use and Urban Planning
The DART+ Programme is closely aligned with Ireland’s National Planning Framework, which promotes compact urban growth and sustainable development. DART+ will support well-planned urban expansion and reduce urban sprawl by improving connectivity between residential areas and employment hubs.
Improving Multi-Modal Integration
One of the programme’s key strengths is its emphasis on integrating other transport modes. Improved connectivity between DART services, buses, Luas, and cycling infrastructure will make it easier for passengers to complete their journeys efficiently.
The DART+ Programme is poised to redefine rail travel in Dublin, offering a sustainable, high-capacity alternative to private car use. By increasing train frequencies, electrifying key routes, and modernising the rail network, this transformative initiative will create a more efficient, eco-friendly, and accessible transport system for the Irish capital.
BusConnects Dublin is a transformative programme to make bus travel faster, greener, and more efficient. Spearheaded by the National Transport Authority (NTA), the initiative aims to modernise the city’s bus network, improve cycling and pedestrian infrastructure, and create a seamless, sustainable transport system.
BusConnects Dublin’s Core Bus Corridors (CBC) Project will create 230 kilometres of dedicated bus lanes and 200 kilometres of cycle tracks. The initiative aims to reduce journey times and improve service reliability by prioritising buses over general traffic.
Planning permission has been granted for 11 of 12 CBC schemes, including key routes like Swords, Lucan, and Bray to the City Centre. Construction on the first two will start this year, with more projects rolling out afterwards.
BusConnects introduces Next Generation Ticketing, enabling contactless payments via bank cards or mobile devices and removing the need for Leap cards or cash. This upgrade speeds up boarding and offers flexible payments.
A new fare system has replaced the old multi-stage model. The 90-minute fare allows seamless transfers between buses, Luas, and DART services. In 2024, bus passengers used this feature nearly 30 million times.
As part of Ireland’s commitment to tackling climate change, BusConnects Dublin is transitioning to a zero-emission bus fleet by 2035. 110 electric buses have already been introduced, covering almost 2 million kilometres in 2024 and preventing the release of 1,900 tonnes of CO2 - the equivalent of filling 383 Olympic-sized swimming pools with emissions.
To support this shift, charging infrastructure has been installed at depots in Summerhill and Phibsborough, with further upgrades planned citywide.
The Dublin Bus network has been redesigned to serve the city’s growing population better. The new system features eight main spines (A-H), nine 24-hour routes, and increased weekend services. As a result, Dublin has seen a 48% increase in passenger boardings on the redesigned routes compared to an 8% increase on non-BusConnect services.
New bus stops and shelters have also been installed, and the entire fleet is being given a fresh look with a new livery, making
it easier for passengers to identify Public Service Obligation (PSO) buses.
BusConnects Dublin isn’t just about buses - it’s about creating a more connected, accessible, and environmentally friendly city. The benefits include:
n Reduced congestion: Prioritising buses over cars speeds up commutes.
n Improved access to jobs: A 12% increase in people who can reach employment hubs within 30 minutes.
n Better reliability: Bus service punctuality has improved by 8.5% on redesigned routes.
n Enhanced air quality: More electric buses mean cleaner air for Dubliners.
With BusConnects Dublin well underway, the city is set to enjoy a smarter, faster, and greener transport future that encourages more people to leave their cars at home and opt for public transport instead.
Eirebus has been at the forefront of Ireland’s coach travel industry for over five decades. It offers luxury private hire, destination management services, and award-winning scheduled routes. With a fleet of 85 executive coaches and a steadfast commitment to comfort, safety, and reliability, Eirebus is the best choice for corporate and leisure travellers.
Eirebus provides top-tier executive coach hire for groups of all sizes, with vehicles ranging from 16 to 63 seats. The fleet features high-spec Mercedes and Volvo coaches, each equipped with air conditioning, reclining seats, Wi-Fi, USB ports, WC, and DVD entertainment. Regular investment in new vehicles ensures the fleet maintains an average age of three years, guaranteeing the latest comfort and technology.
Through Eirebus DMC, the company’s destination management division, clients benefit from bespoke incentive and conference travel packages across Ireland. Eirebus delivers creative and seamless travel experiences backed by extensive industry knowledge and global connections.
Eirebus caters to a wide variety of travel needs, ensuring firstclass service for every occasion:
n Weddings: Offering stylish and reliable guest transport with customisable coaches to match wedding themes, ensuring a stress-free experience on the big day.
n Schools: Prioritising safety, all school coaches are fitted with GPS tracking, ABS braking systems, and seat belts, with regular inspections conducted at Eirebus’ state-of-the-art maintenance facility.
n Sports Teams: Trusted by leading rugby, soccer, and GAA teams, Eirebus provides specialist transport with luxury features such as leather seating, Wi-Fi, PA systems, and entertainment facilities.
n Corporate Travel: Businesses across Ireland and the UK rely on Eirebus for efficient and professional corporate transport solutions, whether for daily commuting, conferences, or incentive trips.
Eirebus operates the multi-award-winning Swords Express and Fingal Express, premium commuter services that offer a fast and comfortable alternative to car travel. These services have earned a reputation for punctuality, efficiency, and superior passenger comfort.
Eirebus holds multiple ISO certifications, ensuring the highest standards in quality management, environmental responsibility, and occupational health & safety. As proud CTTC, ITOA, and SITE members, the company remains dedicated to delivering excellence across all aspects of coach travel.
With over 50 years of expertise, an unwavering dedication to passenger satisfaction, and a modern, high-spec fleet, Eirebus continues to set the benchmark for premium coach travel in Ireland. Whether for corporate events, leisure trips, or large-scale events, Eirebus offers an exceptional travel experience that combines luxury, efficiency, and reliability.
Dublin Express continues to go from strength to strength, solidifying its position as a premier coach service connecting Dublin Airport to the heart of the city and beyond.
With a commitment to sustainability, customer satisfaction, and operational excellence, the company enjoyed a landmark year in 2024 by carrying over two million passengers. This achievement highlights the growing demand for fast, reliable, and comfortable airport transport. Dublin Express is poised to expand on this success in 2025 by continuing to enhance its services and grow passenger numbers.
service remains a core pillar of the company’s expansion strategy. Since launching in July 2023, this direct route has proven to be a commercial success and a case study for future growth. Belfast is a vibrant city and the demand for seamless transport links to Dublin has never been higher. This success paves the way for further Dublin Express route development, ensuring greater connectivity across the island of Ireland.
A major milestone in 2024 has been Dublin Express’s transition to Hydrotreated Vegetable Oil (HVO) across its Dublin fleet. This environmentally friendly fuel significantly reduces carbon emissions while maintaining a highquality service. General Manager Rory Fitzgerald explains: “Sustainability is at the core of our strategy. Our investment in HVO underscores our commitment to reducing our carbon footprint while continuing to deliver a premium service.”
Dublin Express offers one of the most efficient services between Dublin Airport and the city centre, with coaches running every 7 ½ minutes during peak times. Its Rail2Air partnership with Irish Rail from Heuston Station operates every 15 minutes ensuring a seamless travel experience. Rail2Air has become a growing part of the business, with many passengers also using the DART connection from Greystones to Tara Street joining Dublin Express at Custom House Quay. Dublin Express also serves Terenure, with stops along the south of the city providing a convenient and efficient route to Dublin Airport. Reliability and frequency have made Dublin Express the go-to choice for travellers seeking convenience and comfort. While the Dublin routes are thriving, the Belfast-Dublin
Dublin Express’s dedication to excellence was recognised with the prestigious title of Dublin Airport Coach Operator of the Year 2024. This accolade demonstrates the hard work and commitment of the entire team, from drivers to customer service agents.
“Teamwork is everything here,” says Rory Fitzgerald. “Our success is built on the dedication of every team member who ensures that each journey is smooth, comfortable, and reliable.”
Dublin Express is set for further growth in 2025, with increasing passenger numbers and a continued focus on innovation. While affordability and reliability remain core, the company differentiates itself by going beyond expectations - offering premium onboard amenities such as comfortable seating, free Wi-Fi and charging ports, ensuring journeys are enjoyable.
With strong foundations, a focus on sustainability and a dedicated team, the future is bright for Dublin Express. Passengers can continue to expect a top-tier experiencereaching their destination quickly and affordably, in comfort and style.
Excellence in Business Specialist Transport Award
Founded in 2010 by Mary McGrath and Sarah Higgins, Optimum Chauffeur Drive was born from a vision to meet Ireland’s growing demand for premium transportation. The founders identified a gap in the market for a luxury chauffeur service that combined convenience, professionalism, and attention to detail.
The company offers a suite of services, including airport transfers, corporate travel, event transportation, and bespoke guided tours. Its fleet features high-end vehicles, from luxury sedans to MPVs and mini coaches, all equipped with modern amenities to ensure safety and style. The company’s clientele includes corporate executives and business and leisure travellers who value reliability and sophistication.
Optimum Chauffeur Drive maintains an unwavering commitment to excellence. “We pride ourselves on offering more than just transportation,” Sarah Higgins explains. “Our chauffeurs are highly trained professionals who ensure each journey is tailored to the customer’s needs.” Punctuality, discretion, and personalised service are cornerstones of their offering, enhanced by cutting-edge technology for seamless booking and communication.
Over the years, Optimum Chauffeur Drive has achieved significant milestones. From managing high-profile corporate contracts to facilitating state visits, the company has demonstrated its ability to handle complex and large-scale events with precision. Strategic partnerships with luxury hotels, state bodies, and event planners have further cemented its position as a leader in the luxury transport sector.
However, the company recognises that the industry is evolving, with sustainability at the forefront. As environmental concerns grow, Optimum Chauffeur Drive is integrating electric and hybrid vehicles into its fleet, aiming to reduce its carbon footprint. They also adopt greener practices, such as energy-efficient operations and exploring carbon offset initiatives. “Sustainability is not just a trend; it’s a responsibility,” says Mary McGrath.
Looking ahead, Optimum Chauffeur Drive is poised for expansion and further innovation. Plans are underway to introduce AI-driven booking systems that offer real-time updates, personalised routes, and predictive features. They aim to grow their eco-friendly fleet further, strengthening their sustainability commitment.
Central to the company’s success is its dedicated team. From experienced chauffeurs to attentive customer support staff, every member contributes to delivering an exceptional experience. “Our team’s professionalism and dedication allow us to exceed expectations consistently,” says Sarah.
As Optimum Chauffeur Drive moves into the future, its mission is to continue to provide unmatched service, forge lasting client relationships, and innovate without compromising its core values.
Our fleet of 70 luxury touring coaches are available for:
• Corporate events
• Sports travel
• School bus
• Weddings
Eirebus owns and operates the multi-award winning Swords Express service, which travels from Swords via the Port Tunnel 130 times per day. For timetables, ticket information and live positioning, please visit: www.swordsexpress.com
Eirebus DMC create and deliver bespoke travel programs for corporate and leisure groups throughout Ireland. To learn more, visit our DMC website
www.eirebusdmc.com
The Irish motor industry has entered 2025 on a high, with new vehicle registrations rising by 7% in January, according to the Society of the Irish Motor Industry (SIMI).
33,521 new cars were registered, up from 31,407 in January 2024, reflecting renewed consumer confidence and strong dealership activity nationwide.
Last year, the Irish motor industry saw a slight decline in total new car registrations, down 1% to 121,195. However, light commercial vehicles (LCVs) and heavy commercial vehicles (HGVs) showed growth, increasing by 7% and 8%, respectively. Used car imports surged by 21.4%, reaching 61,583 registrations.
One of the most significant trends in 2024 was the 24% drop in electric vehicle (EV) registrations, totalling 17,459. Despite this, hybrids, plug-in hybrids (PHEVs), and EVs collectively accounted for over 45% of the market. Petrol remained the dominant engine type, at 30%, followed by diesel at 22% and hybrids at 20%.
The Competition and Consumer Protection Commission (CCPC) has raised concerns about transparency in the used car market, urging public access to vehicle history reports. Thousands of consumers contact the CCPC yearly about undisclosed crash damage or misleading mileage. The commission calls on the Minister for Transport to establish a centralised online portal offering free, verified information on accident history, mileage, and safety recalls. Currently, Ireland is behind the UK and Australia in providing such data to consumers.
The SIMI’s recent Irish Motor Industry Awards celebrated excellence within the sector and highlighted its ongoing economic contributions. Meanwhile, Ford Ireland has launched a campaign to honour tradespeople, offering five winners a year-long loan of a branded Ford Transit van.
January 2025 started positively, particularly for EVs, which recorded an all-time high of 4,925 registrations—up 20% from January last year. EVs now represent 14.69% of the market, while hybrids account for 24.89% and PHEVs 14.17%.
The market share for automatic vehicles continues to grow, reaching 71.71% of new registrations, reflecting shifting consumer preferences. Among manufacturers, Toyota led the passenger vehicle January market with a 15.97% share, followed by Hyundai (11.43%), Skoda (8.38%), and Kia (7.46%).
Brian Cooke, SIMI director-general, remains optimistic about the year ahead: “The start of the new registration period is an optimistic time for the Irish Motor Industry. With a variety of incentives and offers from retailers and manufacturers, now is a great time for customers to shop for a new or used car.”
As 2025 progresses, all eyes will be on the EV market’s performance and the government’s response to consumer protection concerns in the used car sector. The Irish motor industry is set for a dynamic year ahead with continued growth and innovation.
The 2025 FIM Superbike World Championship marks an exciting expansion for Harris MAXUS as it partners with Yamaha’s Official WorldSBK Team. This collaboration unites two engineering powerhouses, reinforcing Yamaha’s championship ambitions while elevating Harris MAXUS’s global visibility in a high-performance sporting arena.
With both companies built on a foundation of innovation and cutting-edge technology, this partnership is poised to deliver significant impact both on and off the track.
For Harris MAXUS, this venture represents much more than a sponsorship deal - it is a strategic alignment with a world-class motorsport brand. Traditionally known for its pioneering work in commercial vehicles, Harris MAXUS sees the high-octane world of WorldSBK as an opportunity to expand brand recognition and engage with new audiences beyond the UK and Ireland.
Brian Patterson, Group Managing Director at Harris Group, highlighted the importance of this step: “We are thrilled to
partner with Crescent and Yamaha’s Official WorldSBK Team, a global leader in innovation and success. This collaboration provides an exciting platform to showcase the MAXUS brand and connect with new audiences. Seeing our identity on Yamaha’s race machines gives us immense pride and will allow us to engage with fans and dealers worldwide. Together, we look forward to achieving great things both on and off the track.”
This partnership arrives at a time when Harris MAXUS is growing its international presence. Leveraging the fast-paced and highly competitive environment of WorldSBK, the brand aims to highlight its commitment to advanced engineering and
“We are thrilled to partner with Crescent and Yamaha’s Official WorldSBK Team, a global leader in innovation and success. This collaboration provides an exciting platform to showcase the MAXUS brand and connect with new audiences.”
Brian Patterson, Group Managing Director of Harris Group
sustainability - qualities that resonate strongly with motorsport enthusiasts and commercial vehicle customers alike.
For Yamaha, the 2025 WorldSBK season is about resurgence. Following a challenging 2024 campaign, the team is determined to reclaim its position among the championship’s elite. The addition of six-time champion Jonathan Rea, alongside Andrea Locatelli, signals Yamaha’s intent to reassert itself in the title race.
The R1 WorldSBK machine has undergone extensive refinement in the offseason, with Yamaha engineers working tirelessly to maximise its performance.
Paul Denning, Team Principal at Yamaha WorldSBK, emphasised the significance of the Harris MAXUS partnership: “It’s always a pleasure to begin important new partnerships, especially with an innovative and trusted company like the Harris Group. With MAXUS already delivering impressive sales volumes in the UK and Ireland, we look forward to helping the Harris Group further increase brand awareness. We are also excited about engaging with MAXUS dealers and customers at various events during the 2025 season.”
Since Yamaha’s return to WorldSBK in 2016, the team has steadily rebuilt itself into a title contender, culminating in a 2021 “Triple Crown” victory across the Riders’, Manufacturers’, and Teams’ Championships. However, maintaining dominance in
such a fiercely competitive environment is no easy task. With formidable rivals such as Ducati, BMW, and Kawasaki, the 2025 season promises intense battles, and Yamaha is eager to capitalise on its renewed momentum.
With the 2025 WorldSBK season now underway, Harris MAXUS branding has already made its mark. The season opener at Phillip Island on 21 February offered the first glimpse of the Yamaha R1 race machines featuring the MAXUS identity, reinforcing the strength of this collaboration.
The WorldSBK calendar includes some of the most iconic circuits in global motorsport, presenting multiple opportunities for Harris MAXUS to engage with motorsport fans, industry leaders, and commercial partners. A particularly significant event will be the Donington Park round in July, offering a highprofile stage for Harris MAXUS in front of a home crowd.
Beyond race weekends, the partnership extends into broader engagement initiatives. Harris MAXUS is set to participate in promotional events, networking opportunities, and strategic activations with Yamaha, fostering a deeper connection between the brand and the motorsport community.
What sets this partnership apart is its foundation of shared values. Both Harris MAXUS and Yamaha prioritise technological advancement, efficiency, and performance
- qualities that define success in both commercial vehicle manufacturing and motorcycle racing.
While WorldSBK is a platform for exhilarating competition, it also serves as a testing ground for advanced engineering concepts. As sustainability becomes an increasing focus within the automotive sector, Harris MAXUS’s expertise in electric and hybrid commercial vehicles could potentially inspire future developments in motorcycle technology. The collaboration between these industries opens doors to new innovations that may shape the future of mobility.
For Harris MAXUS, the focus now is maximising the benefits of its motorsport engagement. The company is committed to leveraging its presence in WorldSBK to strengthen relationships with existing customers while also attracting new ones. The sport’s passionate global audience offers a valuable platform to introduce the MAXUS brand to regions where it may not yet have a strong foothold.
Meanwhile, Yamaha’s ambitions for the season remain clear - secure victories, contend for the championship, and build a stronger competitive foundation for the future. With Rea
and Locatelli pushing for top performances, the team is wellpositioned to challenge for podiums throughout the season.
As the championship unfolds, the synergy between Harris MAXUS and Yamaha will continue to evolve. Their collaboration exemplifies how motorsport partnerships can extend beyond branding, influencing broader industry developments and setting new benchmarks for engineering excellence.
While this partnership is still in its infancy, its impact is already being felt. Harris MAXUS’s entry into WorldSBK is more than just a brand expansion - it’s a testament to its forward-thinking vision and commitment to excellence. Yamaha, with a strengthened commercial backing, gains additional momentum in its quest for WorldSBK glory.
As the season progresses, the alliance between these two dynamic brands will not only shape their respective industries but also set a precedent for how commercial and performancedriven engineering can thrive together. With speed, precision, and ambition at the core of their collaboration, Harris MAXUS and Yamaha are poised for a season filled with milestones - both on and off the track.
The insurance industry in Ireland plays a pivotal role in both the domestic and European financial markets.
As a major provider of cross-border insurance services within the European Union, Ireland has established itself as a global hub for insurance, reinsurance, and InsurTech. The sector continues to evolve, responding to regulatory changes, economic conditions, and shifting consumer demands.
Ireland is the fourth-largest EU insurance market and a key reinsurance hub. The sector contributes over €2.7 billion yearly to the Exchequer and employs about 35,000 professionals. By the end of 2022, Irish insurance and reinsurance firms held liabilities of €438 billion, reflecting the industry’s economic impact.
Insurance Ireland, the body for insurers in the country, advocates for its members nationally, across Europe, and globally. Through policy engagement and collaboration, it highlights the insurance sector’s contributions, addresses concerns, and promotes innovation.
The Irish insurance market remains resilient amid economic challenges. The latest PwC Insurance Bulletin reveals rising premium costs due to inflation and increased claims. In 2023, average premiums rose 2% to €568, while claims per policy increased 5% to €369. Total settled claims reached a record €693 million, with damage claims surpassing injury claims as the main cost driver.
The regulatory landscape evolves as the Central Bank of Ireland (CBI) enhances consumer protection, digital transformation, and ESG considerations. Key focuses for insurers are the Digital Operational Resilience Act (DORA) and developments in the Solvency II framework for compliance.
A key challenge for the sector is balancing regulatory expectations with profitability. The CBI’s Flood Protection Gap report shows that around 5% of Irish buildings lack flood insurance coverage. Intensifying climate risks will drive demand for innovative risk mitigation strategies and policy adjustments.
Geopolitical and economic uncertainties, such as potential US trade and tax policy changes, could affect Ireland’s economy and the insurance sector. Market volatility, rising interest rates,
and cybersecurity threats are also critical for insurers aiming to maintain stability in a complex risk environment.
As the industry adapts, growth opportunities abound. Digital transformation, AI, and data analytics are reshaping insurers’ risk assessment, claims processing, and customer engagement. Ireland remains a top InsurTech hub, attracting investment with firms creating innovative products for a tech-savvy customer base.
Sustainability is a growing priority, with increasing green investments in the insurance sector aligned with the EU Taxonomy for sustainable activities. Insurers are encouraged to integrate climate risk assessments into their underwriting and investment strategies, reflecting Ireland’s climate action goals.
Ireland’s insurance industry is a vital part of the financial services landscape. By adopting innovation, improving compliance, and addressing emerging risks, it is positioned for continued growth and resilience.
Darren Maher Head of Financial Institutions Group
Gráinne Callanan Partner
Elaine Long Partner
Competitiveness is without doubt the economic word of the moment - from Mario Draghi’s Report on the Competitiveness of the EU, to the central role competitiveness is set to play in the European Commission’s work programme.
To facilitate the competitiveness of the EU there is a call, amongst other things, for an increase in the flow of investments and savings across the EU so as to encourage and propel innovation, sustainability and digitalisation. Insurers are in a unique position, as long-term institutional investors, to support these critical aims of the EU. If the plans to reduce capital requirements and increase insurers’ access to certain classes of assets come to fruition, as well as the promised reduction in the overall regulatory burden, insurers can expect to play a pivotal role in helping the new Commission to achieve its goals.
So with insurers primed to play an important role in the economic success of the EU in the coming years, how does Ireland position itself to reap some of those benefits by securing Ireland as the jurisdiction of choice for EU insurers?
Post Brexit, there was an expectation that Ireland would continue to attract new insurers, particularly from US and UK head quartered insurance groups that wished to access the single market. In reality, this has not come to pass over the past 4 years. The Central Bank of Ireland’s 2024 Authorisations and Gatekeeping Report supports this, noting that only two (re) insurers were authorised by the Central Bank of Ireland in 2023.
We acknowledge that there are issues with our competitiveness, similar to many countries in the EU at this time, and which have been well aired over the past few years. We agree that we need to push for change in the areas which can be viewed as possible barriers to Ireland’s attractiveness, but we cannot lose sight of the fact that there are many positive aspects to what Ireland has to offer as a place of business for the global insurance industry.
Matheson was pleased to see Insurance Ireland, in its 2024 prebudget submission, call on the Government to revitalise Ireland as a home for international insurers and reinsurers. In response, the 2025 Programme for Government specifically represents that the Government will do two things which would support this call, namely:
n “Expand/support the Office for the Promotion of Competition in the Insurance Market to ensure Ireland remains an attractive market for insurance and develop a subgroup to assist existing insurers in expanding their offerings”; and
n “Proactively engage with the international insurance market, including through trade missions, to continue to attract more competition”.
“We cannot lose sight of the fact that there are many positive aspects to what Ireland has to offer as a place of business for the global insurance industry”
- Darren Maher, Head of Matheson’s Financial Institutions Group
We look forward to seeing positive efforts being made on this front over the course of this government’s time in office. However, this ask cannot only be levelled at the Government. We believe that those employed in the local insurance industry and those of us in professional services firms all have an important role to play in promoting Ireland as a base for establishing insurance operations in the EU. We need to advocate for Ireland and highlight the strengths that Ireland already has, and those firms can benefit from, including:
n Ireland is already a global hub for insurance, with a strong track record in supporting global insurers who have established operations here over many years.
Darren Maher, Head of Matheson’s Financial Institutions Group
n The Irish insurance market is the fourth largest in the EU, and second largest for reinsurance.
n Ireland has best in class insurance regulator who understands the industry, and which does not move the goal posts for insurers post-authorisation.
n We have a talented and experienced pool of insurance professionals.
n We have a highly educated and skilled work force.
n We have long term political stability.
n For insurers in North America, the UK and elsewhere, we are an Englishspeaking, common-law jurisdiction within the EU.
The narrative is the easy part, we have what is needed, we need to articulate it and bring it to the attention of those who need to hear it.
Cleanrooms are essential in industries where the slightest contamination can have serious consequences.
These controlled environments are widely used in pharmaceuticals, biotechnology, electronics, aerospace, and healthcare, ensuring products and processes meet the highest purity and safety standards.
A clean room is a specially designed environment where airborne particles, microorganisms, and other contaminants are strictly controlled. These rooms use advanced filtration systems, regulated air pressure, and stringent cleanliness protocols to maintain this contaminant-free space.
Cleanrooms are critical in various sectors:
n Pharmaceuticals: Ensuring sterile conditions for drug manufacturing.
n Electronics & Semiconductors: Preventing microscopic particles from damaging sensitive components.
n Biotechnology & Research: Maintaining the integrity of cell cultures and genetic research.
n Aerospace & Medical Devices: Guaranteeing precision and reliability in high-tech manufacturing.
Cleanrooms function through a combination of advanced systems and strict protocols:
n Air Filtration: High-Efficiency Particulate Air (HEPA) and Ultra-Low Particulate Air (ULPA) filters remove airborne contaminants.
n Controlled Airflow & Pressure: Positive pressure keeps contaminants out, while negative pressure prevents hazardous materials from escaping.
n Strict Personnel Protocols: Workers wear protective clothing, and strict entry procedures maintain cleanliness.
Cleanrooms are categorised based on the number and size of allowable particles in the air. The most common standards include:
n ISO Cleanroom Standards: Ranging from ISO 1 (cleanest) to ISO 9 (least clean)
n Good Manufacturing Practice (GMP) Classes: Used in pharmaceuticals, ranging from Class A (most stringent) to Class D
Ireland is a recognised leader in pharmaceuticals, microelectronics, and medical devices, with many international companies operating cleanroom facilities. The Irish Cleanroom Society (ICS), established in 1998, provides industry professionals with a platform for knowledge exchange, training, and best practices in contamination control. As a member of the International Confederation of Contamination Control Societies (ICCCS), the ICS plays a crucial role in shaping global cleanroom standards.
n Strict Access Controls: Only trained personnel are allowed entry.
n Regular Air Quality Monitoring: Particle counters ensure compliance with cleanroom standards.
n Proper Cleaning Protocols: Specialised cleaning agents and equipment prevent contamination buildup.
n Continuous Training: Staff must be educated on evolving cleanroom standards and practices.
Innovation is driving advancements in cleanroom technology, including:
n Automation & Robotics: Reducing human contamination risks.
n AI & IoT Monitoring Systems: Enabling real-time environmental control.
n Sustainable Cleanrooms: Using energyefficient filtration and eco-friendly materials.
Cleanrooms will remain indispensable as industries demand higher levels of precision and hygiene. With organisations like the Irish Cleanroom Society leading advancements in contamination control, Ireland is set to stay at the forefront of cleanroom technology and innovation.
Celebrating its 40th anniversary, NGS Engineering is a leading provider of advanced engineering solutions for the pharmaceutical, medical device, and ICT sectors. Founded in a small garage, it has become a trusted supplier for multinational companies.
With expertise in automation, cleanroom solutions, and bespoke fabrication, the company’s commitment to innovation and excellence has solidified its position at the forefront of the industry.
Founded in 1985 by Norman G Stafford, NGS Engineering began as a small metal fabrication business. Over the years, the company expanded into multiple areas of manufacturing and installation, establishing a strong process engineering team. The early 2000s marked a significant turning point when NGS became the chosen supplier for Dell, developing and installing two complete production assembly lines at the company’s Limerick plant, followed by eight assembly lines in Poland. This success opened doors to new industries, allowing NGS to broaden its scope and cater to the growing demands of life sciences and high-tech sectors.
Recognising the increasing need for controlled environments, NGS expanded its operations into cleanroom
solutions in 2012. This move enabled the company to support global pharmaceutical clients with modular, pharmaceuticalgrade cleanrooms, facilitating high-precision manufacturing in tightly controlled settings. Today, NGS Engineering works with intravenous (IV) manufacturing clients in more than 15 global locations, including the USA, Puerto Rico, Canada, Costa Rica, South America, Europe, and Australia.
NGS Engineering is structured around three core business units: NGS Industrial, NGS Cleanrooms, and the overarching NGS Engineering. Each division is dedicated to delivering industryleading solutions tailored to specific market needs.
NGS is a trusted pharmaceutical, biotechnology, and healthcare partner. The company provides advanced process solutions, automation, and cleanroom environments to ensure precise, high-quality manufacturing conditions. Its expertise extends to designing and producing bespoke pharmaceutical and equipment product trays used in research and manufacturing.
NGS Engineering also plays a crucial role in the ICT sector. It offers advanced process solutions, including material handling systems, ergonomic workstations, extended test solutions, and full assembly lines. These innovations help streamline production and improve efficiency for companies in the information and communications technology space.
With a strong focus on automation, NGS designs, manufactures, and installs conveyor systems, process trays, robotic hardware, and carriers. The company assists businesses in integrating automation into their processes, reducing reliance on human labour while increasing precision, efficiency, and scalability. Whether implementing robotics for material handling or automating assembly lines, NGS helps clients future-proof their operations.
The company’s well-established relationships with suppliers and manufacturers allow for flexible delivery schedules and expedited production, ensuring clients receive high-quality components on time. Whether developing custom server carts for ICT clients or designing sterilisation trays for pharmaceutical firms, NGS’s solutions are designed with precision and efficiency in mind.
One of NGS Engineering’s core strengths lies in its collaborative, customer-first approach. The company works closely with clients from conceptual design to final installation, ensuring tailored solutions that meet unique industry requirements. With an in-house team capable of both design and manufacturing, NGS provides a seamless experience, delivering solutions that are not only innovative but also adaptable to the fast-paced demands of modern industries.
As NGS Engineering enters its fifth decade, its commitment to innovation, quality, and customer satisfaction remains unwavering. With a continued focus on automation, cleanroom advancements, and bespoke engineering solutions, the company is well-positioned to expand its global reach even further. By staying ahead of industry trends and leveraging cutting-edge technologies, NGS Engineering continues to play a pivotal role in shaping the future of manufacturing and process automation. For companies seeking trusted, high-quality engineering solutions, NGS remains the go-to partner, driving efficiency, innovation, and success on a global scale.
Dublin City Council (DCC) and Trinity College Dublin have launched Ireland’s first Generative AI Lab dedicated to local government.
Led by the ADAPT Research Ireland Centre, in collaboration with Trinity Business School, the initiative aims to explore how generative AI can enhance public services while ensuring ethical and responsible deployment.
The Generative AI (Gen-AI) Lab will serve as a hub for cuttingedge research and practical applications of AI in local governance. Generative AI, which can create text, images, and solutions by learning from vast datasets, is already transforming industries worldwide. The lab will investigate how this technology can improve service delivery, streamline administrative tasks, and enhance citizen engagement in Dublin.
The initiative builds on ADAPT’s AI governance, ethics, and digital transformation expertise. Researchers will explore key areas such as Large Language Models (LLMs) and humancomputer collaboration, positioning Dublin as a global leader in responsible AI adoption. Additionally, the lab will seek to attract new industry partnerships and develop AI applications tailored to the needs of the City Council.
Jamie Cudden, Executive Manager of Corporate Services and Transformation at DCC, stressed the initiative’s significance: “Generative AI represents a huge opportunity for the City Council in how we deliver services, interact with the public, and future-proof our operations. By collaborating with Trinity College Dublin and leveraging ADAPT’s world-class expertise, this initiative will help us evaluate and implement cuttingedge Gen-AI solutions that are both impactful and ethical, ensuring Dublin remains a leader in digital innovation.”
Dr Ashish Jha of Trinity Business School highlighted the broader societal benefits, stating: “No technological innovation can have maximum impact on society without targeting the wider societal stakeholders. Through this partnership with Dublin City Council, we aim to bring innovation in the field of generative AI to broader societal stakeholders. It aligns with our school’s mission of ‘Transforming Business for Good’ and enables us to work with innovative organisations like Dublin City Council to bring wider impact.”
Over the next 12 months, the Gen-AI Lab will undertake a series of activities, including workshops, prototype development, and public engagement sessions. Working closely with service owners within DCC, the lab will identify areas where AI can be most beneficial, such as:
n Automating administrative tasks to improve efficiency.
n Enhancing customer service responsiveness.
n Supporting councillors with AI-driven insights.
n Improving data processing and analysis.
The initiative, supported by Research Ireland, also aims to establish national and international best practices for AI governance. By integrating AI into Dublin City Council’s long-term digital strategy, the project will ensure staff receive the necessary training to use AI effectively while setting a benchmark for responsible AI deployment in public services.
This pioneering initiative positions Dublin as a leader in digital governance and will pave the way for ethical AI integration across Ireland and beyond.
The Midlands region is setting the standard for STEM education in Ireland, thanks to an innovative partnership between local authorities, industry leaders, educators, and communities. This collaborative approach is ensuring that young people have the skills to thrive in an ever-evolving digital world - creating a dynamic workforce that meets industry demands while supporting sustainable regional growth.
The counties of Laois, Longford, Offaly and Westmeath have in recent years faced the challenge of filling the gap left in communities and employment through the move away from peat production and electricity generation from peat. Across the region, digital strategies were developed to bridge this gap and seize the opportunities presented by Ireland’s digital transformation.
At the heart of this transformation is a strong partnership of local government, academic and enterprise partners, coming together through the Midlands Regional Enterprise Plan. Supported by the EU Just Transition Fund (JTF) and led by the Local Authorities of Laois, Longford, Offaly, and Westmeath, this collaboration is driving a forward-thinking agenda. The Midlands ICT Action Plan, launched in May 2023, aspires to make the region “Europe’s leading ICT network in Digital Innovation” - fostering opportunities for people and businesses alike.
The Midlands ICT Skills Survey, published in late 2023, identified key actions to develop a robust workforce capable of
filling the 800 new jobs expected in the region over the next 3–5 years. With over 70 ICT companies calling the Midlands home, the need for a skilled talent pipeline has never been greater.
The Midlands is the first region in Ireland to introduce dedicated STEM Engagement Officers in each Local Authoritydelivering 16 exciting STEAM programmes that inspire students and cultivate a love for technology. From First Lego League to Python, Micro:bit, Blender, and VEX Robotics, these initiatives are engaging young minds and building critical digital skills. Offaly County Council has been spearheading the VEX Robotics Programme in partnership with Munster Technological University (MTU) since the 2018/2019 school year with the programme implemented in all primary and post-primary schools across Offaly.
Laois County Council has also been implementing the VEX Robotics Programme over the past few years and is well on its way to countywide implementation. This year, Westmeath and
Longford have teams competing annually in the competition. Most recently, the region brought 23 Schools to the National VEX Robotics Finals in MTU Cork, returning home with winners across all categories, and two regional schools winning places at the World Finals, set to take place in Dallas, Texas, USA later this year.
The progress in Computer Science education is particularly noteworthy. In 2021, only four schools in the Midlands offered Computer Science as a Leaving Certificate subject. By the 2025–2026 school year, that number is expected to reach nearly 60%, thanks to targeted support for teachers, including 25 educators currently undertaking a Higher Diploma in Science in Computing. This partnership is between the Local Authorities, Education and Training Boards, Schools in the region and Atlantic Technological University (ATU Donegal).
Inclusivity is at the heart of the region’s STEM strategy. The STEM passport for Inclusion Transition Year Programme pioneered by Longford County Council in partnership with Maynooth University, was piloted in Longford’s HUB/BCP (Broadband Connection Points) network with three post-primary schools in 2024. Recently, over 50 students graduated with a level 6 Maynooth university qualification in 21st Century Stem skills. This programme awards an additional 50+ Leaving Certificate CAO points to gain facilitated entry to specific STEM courses at Maynooth University and Munster Technological University (MTU). Technological University of the Shannon (TUS) has now commenced delivering this programme with the first cohort of students set to graduate in Q4 of 2025. TUS are also facilitating the additional 50+points. This programme will now expand region-wide starting September 2025.
TUS also runs the Code4Fun Coding Camp for Transition Year students, fostering problem-solving and software engineering skills in a hands-on learning environment. Meanwhile, leading industry players like Ericsson and GlobalLogic are actively shaping the next generation of tech talent. Ericsson’s Infuse TY programme and Scratch coding for primary schools, along with the Longford DREAM Space initiative in collaboration with Microsoft, are providing hundreds of students with valuable STEM experiences. GlobalLogic’s IGNITE Programme is similarly equipping young people with critical coding and engineering skills, with plans to expand across more Midlands schools.
Beyond education, the Midlands is ensuring that students and professionals alike have clear pathways into the ICT
sector. The Midlands Regional Skills Forum has developed an ICT Career Pathway outlining available courses, levels, and access routes - offering invaluable guidance to students, career changers, and upskillers. This is yet another first for the region, reinforcing the Midlands’ position as a leader in workforce development.
These groundbreaking initiatives have not gone unnoticed. The Midlands region proudly won the 2024 i.e. Digital Town Award for its STEM Programmes. This achievement underscores the Midlands’ commitment to fostering a digitally skilled workforce while sustaining local communities.
With a strong foundation, ambitious goals, and unwavering collaboration between industry, education, and government, the Midlands is proving that innovation and opportunity truly connect in the heart of Ireland. Whether for students, professionals, or businesses, the Midlands is the place where STEM talent grows and thrives.
Ireland is strengthening its artificial intelligence (AI) landscape with the National AI Strategy Refresh 2024, which updates its AI—Here for Good strategy from 2021.
The revised strategy focuses on trustworthy AI, economic growth, and regulatory compliance, positioning Ireland as a leader in responsible AI development.
Public trust is crucial for AI adoption. Ireland will implement the EU AI Act, introduce AI standards, and raise public awareness. The AI Advisory Council will provide guidance, while independent oversight will ensure compliance with ethical standards.
AI is reshaping industries such as finance, healthcare, and cybersecurity. The government aims to support AI adoption through funding, regulatory sandboxes, and AI business networks. Public sector AI applications will enhance services in healthcare, environmental management, and digital governance.
To sustain AI innovation, Ireland will:
n Expand AI education and upskilling through Skillnet Ireland, Springboard+, and apprenticeships.
n Invest in high-performance computing (HPC) and cybersecurity.
n Encourage AI research through partnerships with institutions like CeADAR, Insight, and ADAPT.
The EU AI Act will regulate AI applications based on risk levels:
n Low-risk AI will have minimal regulations, such as chatbots, voice-to-text transcription, content recommendation, and back-office administrative tools.
n High-risk AI, used in hiring and financial services, will require transparency and accountability.
n Banned AI applications, like criminal profiling, social scoring, and biometric surveillance, will be prohibited.
Public services are eager to utilise reliable AI to improve their service to the public. This goal aligns with the Better Public Services - Public Service Transformation 2030 Strategy.
In January 2024, the government committed that all AI applications used by the Public Sector will comply with seven ethical AI requirements developed by the European Commission’s High-Level Expert Group on AI. Steps are also being taken to ensure that public servants have the appropriate skills to use AI, with targeted learning and development initiatives offered to around 500 staff.
AI is already being used in narrow applications in public services, including improving weather forecasting, document automation, and animal disease prediction services. To enhance efficiency, the government will pilot AI initiatives and train civil servants.
With a focus on trust, regulation, and AI-driven economic growth, Ireland’s AI strategy aims to keep the country at the forefront of ethical AI adoption. By leveraging investment, education, and research, Ireland is well-positioned to drive AI advancements while ensuring transparency and accountability.
Sia is a next-generation, global management consulting group. Founded in 1999, we were born digital. Today our strategy and management capabilities are augmented by data science, enhanced by creativity and driven by responsibility. We’re optimists for change and we help clients initiate, navigate and benefit from transformation. We believe optimism is a force multiplier, helping clients to mitigate downside and maximize opportunity. With expertise across a broad range of sectors and services, our 3,000 consultants serve clients worldwide from 48 locations in 19 countries. Our expertise delivers results. Our optimism transforms outcomes.
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/ Lawrence Vesey, Partner at Sia, lawrence.vesey@sia-partners.com
/ Catherine O’Doherty, Partner at Sia, catherine.odoherty@sia-partners.com / Gary O’Sullivan, Managing Partner at Sia, gary.osullivan@sia-partners.com
AI and the 4th Industrial Revolution, Opportunities and Priorities.
The words ‘Artificial Intelligence’ are ubiquitous in modern discourse. AI has experienced a pace of change faster than any previous technology cycle, including internet and mobile smart phone adoption. Ireland is well positioned to take advantage of AI and the opportunities it offers, but there is no room to be complacent either.
Sia is a next-generation, global management consulting group. Founded in 1999, the company was born digital. Today their strategy and management capabilities are augmented by data science, enhanced by creativity and driven by responsibility.
In Sia’s experience, the low-hanging fruit for public services is incorporating AI as a natural extension of existing Digital Transformation strategies. The use of AI here may be as assistants (working with experienced staff) or agents (largely autonomous solutions for very specific tasks). These should be pursued – they are an important part of improving
Ireland’s national competitiveness. These initiatives also continue to build a pragmatic experience of deploying AI in public services – albeit under strong public scrutiny on where AI based initiatives fail or are not as successful as anticipated.
The story of technology is ‘failing better over time’ –however, this is difficult to justify as a public body where the appetite (and budget) for experiments may be lower than in the private sector. However, there are areas where only public sector bodies, and ultimately the Government of the day, can take leadership and shape the overall AI agenda, and Ireland’s future economic and societal values.
The recent report from the AI Advisory Council “Helping to Shape Ireland’s AI Future” sets out clear and actionable recommendations to Government. This report complements other strategy documents, including the refreshed “Connecting Government 2030” published by the Office of
Government Chief Information Officer, and Ireland’s national AI Strategy, “AI –Here for Good”.
“The story of technology is failing better over time.”
Lawrence Vesey, Partner at Sia
Sia’s experience of bringing transformative change is that there will be a number of key levers to focus on. First, the overall policy framework for deploying AI in an ethical way, with citizens’ interests at the heart of policy, is critical. Translating this policy into action requires investment in infrastructure (energy security, innovation sandboxes, cyber protection), training and re-skilling (of students and the Irish workforce), and new operating models (every organisation will need to re-imagine legacy roles and practices to preserve agility and relevance). These are supported by leadership and change management (to build adoption of new tools, processes and ways of working), as well as good corporate governance (with implications for every board). Underlying data integrity and privacy (including cultural data that is unique to Ireland) and finally the choice of technology tools to solve particular problems are the final steps.
“Ireland is well positioned to take advantage of AI and the opportunities it offers, but there is no room to be complacent either.”
Lawrence Vesey, Partner at Sia
Sia are optimists for change, and they help clients initiate, navigate and benefit from transformation. The company believes optimism is a force multiplier, helping clients to mitigate downside and maximise opportunity. AI enabled public services and policy in Ireland will drive the future. Sia are optimistic about such change and look forward to continuing to be part of that journey with their clients.
Established in 1984, the Cork Electronics Industry Association (CEIA) has transformed from a modest group into a key player in advancing technology throughout Ireland. So, what is the CEIA, and why is it critical to both Cork’s and Ireland’s industrial sectors? Alan O’Flynn, the current chair of the association, shares valuable insights into the CEIA’s initiatives, accomplishments, and future aspirations.
“We’re an industry-led, nonprofit collective of high-tech companies,” Alan explains. “While our origins are rooted in electronics, today our scope has broadened to encompass a diverse range of high-tech industries, including medtech, software, and cybersecurity.”
The CEIA was founded in 1984 when Cork’s electronics scene was just emerging. At the time, there was a clear need for a unified voice to advocate for infrastructure development and seize the opportunities offered by Ireland’s growing industrial sector. Four decades later, the CEIA remains true to its mission, bringing together startups, SMEs, and multinationals to foster growth and prosperity in the high-tech sector.
“We’ve always worked closely with regional and national agencies like Enterprise Ireland and the IDA,” Alan notes. “Our
role is to provide a strong network, information, education and insight for our members, whether they’re fledgling startups or established global giants.”
Today, the CEIA has around 50 members and has deliberately chosen to remain small and agile. “We don’t want to grow into a massive association,” Alan explains. “Staying compact allows us to remain agile to influence the agenda, listen and respond to our members, and ensure every member’s voice is heard.”
At its core, the CEIA acts as a bridge between industry, education, and government. Its activities can be divided into several key areas:
Networking and Collaboration: The CEIA provides an intimate network for like-minded companies to share knowledge, tackle common challenges, and explore new opportunities. “Our members range from cutting-edge startups to global corporations like Boston Scientific and Qualcomm,” Alan says. “This diversity ensures a rich exchange of ideas.” Education and Skills Development: With a strong focus on STEM (Science, Technology, Engineering, and Mathematics), the CEIA partners with educational institutions like UCC and MTU to inspire the next generation of tech talent. “We’re deeply invested in fostering STEM,” Alan shares. “We’ve run work placement programs for secondary school students, offered electronics training for teachers, and even taken educators on tours of high-tech facilities to give them real-world insights.”
Supporting Startups: The CEIA offers more than just networking for start-up companies. “A startup founder might have a brilliant idea but lack experience in leadership or program management,” Alan points out. “Our members - particularly the larger, more established ones - provide mentorship, resources, and guidance to help these emerging businesses thrive.”
Advocacy and Highlighting Industry Needs: While Alan is quick to clarify that the CEIA isn’t a lobbying group, he acknowledges the importance of highlighting industry challenges to government bodies. “We act as a collective voice to underline the needs of our sector,” he says. “It’s not about pushing an agenda but reinforcing what’s already evident, like the importance of infrastructure investment in Cork.”
Alan’s enthusiasm is evident when asked why Cork stands out as a tech hub. “Where else would you want to be? It’s the real capital!” he laughs. “Cork has a fantastic track record of companies establishing, growing, and thriving here. With a strong education pipeline, excellent transport links, and a vibrant cultural scene, it’s an attractive place for talent and investment.”
He also highlights Cork’s emergence as Ireland’s second city, with significant investment in road and rail infrastructure. “Dublin might be the official capital, but it’s exhausting itself. Cork is the natural choice for businesses looking for a dynamic yet sustainable base.”
One of the CEIA’s standout initiatives is its leadership development program. Targeted at emerging leaders across member organisations, the program combines theoretical learning with practical insights from industry veterans. “It’s not just about learning the science of leadership,” Alan explains. “Participants hear directly from senior leaders about their experiences, challenges, and strategies for success. It’s an incredible opportunity to build connections and broaden perspectives.”
The program’s success has been remarkable, with over 70 participants completing it so far. “This year, we’re taking it to the next level by offering a diploma,” Alan reveals. “It’s free for members - all they have to do is provide time for their
employees to participate.”
Another area of focus is sustainability. While interest in sustainability programs is growing, and the organisation has partnered with the CETB to deliver courses, Alan notes that demand tends to vary. “We’re always open to running new programs if there’s sufficient interest,” he says. “It’s all about listening to our members and adapting to their needs.”
Alan emphasises the importance of partnerships between industry and education. “Universities and training bodies play a crucial role in preparing talent for the workforce,” he says. “We’re lucky to have outstanding institutions like UCC and MTU here in Cork. They’re doing an amazing job engaging with industry to ensure their programs align with real-world needs.”
His message to educators and public sector organisations is clear: “Keep engaging with us. Don’t wait for industry to come to you - reach out, find out what’s needed, and partner with us to make it happen.”
Alan remains optimistic about the future as the CEIA enters its fifth decade. “We’ve got exciting plans for 2025, including events on quantum computing and AI, more site visits to showcase best practices, and, of course, the continuation of our leadership program.”
Ultimately, the CEIA’s greatest strength lies in its community. “Our network is intimate yet powerful,” Alan says. “By staying small and agile, we can focus on what matters: fostering innovation, supporting our members, and ensuring Cork remains a leader in high-tech industries.”
Whether you’re a startup founder, a multinational executive, or an educator passionate about STEM, the CEIA offers a unique opportunity to connect, collaborate, and make a difference. After 40 years, it’s clear that this small but mighty organisation keeps going from strength to strength.
It has been clear for some time now that the linear Learn-Work-Retire model is no longer valid, and that learning (whether formal, non-formal or informal) continues throughout our lives. It is also the case that a 4-year degree is unlikely to serve a 40year career.
Recognising that workplace realities are more dynamic than ever, MTU works in close collaboration with employers to identify current and future skills needs and to develop flexible and dynamic ways in which to respond.
Working in partnership with employers in various sectors over many years MTU has responded to changing business models, new regulations, digitalisation, etc, by working with employers to understand employees’ current learning and to map a pathway to new awards. In developing these new courses, learning gained at and through work has been embedded in curriculum design to ensure that the formal classroom elements are minimised and learning in the practice domain is valued and supported.
In recent years MTU has collaborated with organisations spanning the public, private and not-for-profit domains. Learning partners have included Cork County Council, Irish Water, HSE and the Irish Naval Service, as well as large multi-
national corporations, SMEs and local charities.
By offering shorter and context-sensitive educational opportunities, access to third level education is broadened to support those in the workplace and those seeking to enter or return to education.
These shorter courses or micro-credentials are offered across a broad range of discipline areas and are informed by technological developments and global challenges. They are intended to develop the knowledge, skills and competence of workforces and to support the retention of talent.
Funding initiatives such as Springboard and the Human Capital Initiative (HCI) annually support a range of short, part-time courses. These courses are developed with industry partners and are particularly informed by the current and emerging skills needs in our region.
For example, through the Higher Education Authority HCI funded initiative CyberSkills, a customised course
has been developed addressing the specific skills required for Information Security roles. This course, developed in partnership with two regional councils, has direct relevance for all 33 city and county councils.
To enable these collaborations, MTU Extended Campus (established in 2011) offers a single point of contact for external organisations seeking to engage with staff, students or researchers. The approach is one of relationship development rather than transactional and works proactively to identify learning and upskilling needs. Learning Clinics are arranged with employers and employer representative groups. These events bring the MTU subject matter experts onto the company
sites and allow individuals and groups to consider their current learning, including their tacit knowledge and to explore courses to support their career development.
To recognise the workplace as a valid and valuable centre for learning, MTU has committed resources to the Recognition of Prior Learning for over 25 years. All of those accessing courses in MTU can seek formal recognition for their non-formal and informal learning at entry (where they may have practical learning equivalent to the formal entry requirement) or for exemption from elements of the course. This ensures that those who have gained considerable knowledge through, for example, their work or life experiences are not forced to repeat that learning.
Horner Automation is a global leader in industrial automation. It offers integrated controller products that combine control, I/O, operator interfaces, and networking in a compact unit. Known for its efficiency and flexibility, Horner APG serves the manufacturing, water treatment, energy, and building management sectors.
Based in Cork, Ireland, it has established itself as a key player in Europe’s automation market. It provides high-performance solutions that meet modern industry demands.
Since its establishment in 1997, Horner APG has grown significantly, supporting over 30 European distributors with an annual sales growth of 10% to 15%. Its ability to adapt to market challenges, particularly in supply chain management and cybersecurity, has set it apart from competitors. During the global semiconductor shortage, Horner responded strategically by redesigning products with readily available components, ensuring uninterrupted customer supply.
Beyond product adaptability, Horner APG has continued to invest in research and development, focusing on emerging technologies such as the Industrial Internet of Things (IIoT), artificial intelligence (AI), and sustainability-driven solutions. These innovations position the company as a forward-thinking leader in industrial automation.
Horner APG works closely with Original Equipment Manufacturers (OEMs) to develop custom products with fast turnaround times and added functionality. “If the standard
product range does not meet requirements, Horner can produce a custom product that will,” says Operations Manager Brenda Cooper.
Horner’s customer-first approach includes providing free data analytics tools for effective automation management. Ongoing digital engagement through online discussions and trade shows gathers client feedback to improve product development. “Communication with customers has been crucial for feedback and speeding up innovation,” says Brenda. By streamlining digital marketing and support, Horner has made customer service faster and more responsive than ever.
One of Horner APG’s defining characteristics is its strong workplace culture. The company boasts an impressive 100% staff retention rate, with employees averaging 27 years of service. This depth of experience ensures continuity in expertise and customer support. “Our staff are the vital link to our customers, and through their commitment, Horner continually enhances service excellence,” Brenda notes.
This stability extends to Horner APG’s European operations, where strong relationships with partners and distributors help maintain a steady flow of high-quality automation products to customers across the continent.
Horner APG’s flagship offering is its Operator Control Station (OCS), an all-in-one automation solution combining a programmable logic controller (PLC), operator interface, I/O, and networking into a single, userfriendly unit. OCS technology has led the way in the industrial controls sector since 1998, providing an efficient and cost-effective
alternative to traditional automation setups.
Horner’s product range includes:
n Integrated HMI and PLC with I/O: A compact, all-in-one controller programmed using the company’s proprietary Cscape configuration software. The system operates on a realtime operating system, ensuring reliability and efficiency.
n Expansion and Remote I/O for PLCs: Horner APG offers expansion options to enhance I/O capacity, supporting a variety of communication protocols such as Ethernet, CsCAN, CANopen, and RTU.
n Automation Software: Horner’s suite of software products enhances automation applications. These include free configuration tools, remote monitoring capabilities, and advanced control functions.
Horner APG’s latest innovation, OCS 360, is a cloud-based platform that offers real-time data visualisation, remote connectivity, and advanced analytics. As industries move towards digitalisation, OCS 360 provides businesses with a seamless way to monitor, control, and optimise their automation systems.
Key features of OCS 360 include:
n Cloud-Based Visualisation: Users can create custom dashboards with drag-and-drop functionality, integrating real-time device data for comprehensive system oversight.
n Remote Connectivity: Secure access to control systems for remote programming, troubleshooting, and firmware updates, using end-to-end encryption to ensure data security.
n AI-Driven Analytics: Advanced machine learning
capabilities for anomaly detection, predictive maintenance, and operational optimisation, helping businesses make data-driven decisions.
By leveraging AI and IoT technologies, OCS 360 is set to revolutionise industrial automation, allowing businesses to achieve greater efficiency and cost savings.
Horner APG continues to push the boundaries of innovation with the release of Cscape 10, a major upgrade to its free Windows-based application development software. Cscape 10 integrates advanced graphics and enhanced programming tools, making it easier for automation professionals to develop machine control applications.
Alongside Cscape 10, the company has introduced the Canvas Series, a new line of all-in-one controllers that combine high-performance PLCs with advanced human-machine interface (HMI) displays. Available in multiple touchscreen sizes, the Canvas Series features a powerful dual-core processor for optimised performance, enhanced connectivity, and userfriendly programming.
Horner APG is focused on innovation and sustainability. Its investments in energy-efficient automation solutions align with global efforts to reduce industrial carbon footprints. The company’s smart automation technologies help businesses improve energy management, reduce waste, and operate more sustainably.
With a steadfast commitment to product development, customer engagement, and technological advancement, Horner APG is wellpositioned for continued growth. The company’s investments in AI, IoT, and cloud-based automation solutions ensure it remains at the forefront of the evolving automation industry.
“Our ongoing challenge is to delight our customers,” says Brenda. By adapting to market conditions, introducing cuttingedge products, and maintaining exceptional customer care, Horner APG is set to drive the next generation of industrial automation solutions.
As cyber threats become increasingly sophisticated, organisations worldwide are prioritising cybersecurity like never before.
PwC’s ‘Global Digital Trust Insights Survey 2025’ highlights the pressing concerns of business leaders and the evolving landscape of digital security. The findings reveal a strong commitment to strengthening defences and exposing critical vulnerabilities that must be addressed.
The survey found that 74% of organisations globally will prioritise cyber risk mitigation in 2025, with 66% of Irish organisations planning to increase their cybersecurity budgets. This reflects a growing recognition of the financial, operational, and reputational damage caused by cyberattacks.
Despite this investment, threats continue to evolve. 67% of global security executives cite Generative AI (GenAI) as increasing the surface of cyber attacks. New technologies bring efficiency gains but also introduce risks that demand careful management.
The biggest perceived cyber threat for Irish businesses is thirdparty breaches, cited by 48% of respondents. As organisations become more dependent on external suppliers and software, cybercriminals exploit these relationships to access sensitive data. Worryingly, 28% of global respondents admit they are least prepared to handle third-party breaches, underscoring the need for stronger risk management frameworks.
New regulations such as the Digital Operational Resilience Act (DORA) and the Network and Information Security Directive 2 (NIS2) are reshaping cybersecurity practices. Compliance is not just a legal necessity but a business imperative, helping organisations enhance their resilience and build customer trust.
26% of global businesses prioritise regulatory compliance in their cybersecurity budgets for 2025, with Irish organisations recognising that clear security standards drive innovation and stronger risk management.
While businesses acknowledge the importance of resilience, implementation remains inconsistent. A review of 12 key
resilience actions found that only 2% of organisations have fully implemented all measures. Alarmingly, only 20% of respondents have dedicated resilience teams, and just 34% have cyber recovery playbooks.
Another weakness is tabletop exercises, which simulate cyberattacks to improve response strategies. Only 32% of Irish businesses conduct them, while 18% have no plans to do so. Without better preparedness, organisations risk severe disruption in an attack.
To stay ahead of cyber threats, organisations must take proactive measures, including:
Assessing cybersecurity capabilities: Regularly reviewing security frameworks to ensure alignment with industry standards.
Enhancing regulatory compliance: Keeping pace with evolving legislation to avoid penalties and build trust.
Managing third-party risk: Implementing stronger oversight of suppliers and software dependencies.
Improving cyber resilience: Developing recovery plans and conducting real-world testing.
Cybersecurity is no longer just an IT issue but a business imperative. With cyber threats escalating, organisations must invest in robust defences, ensuring they are not just reacting to threats but anticipating them. Businesses can secure their digital future by prioritising resilience and proactive risk management.
Ireland’s healthcare sector, like many around the world, faces a growing threat from cyberattacks.
According to Check Point Research in 2023, the Global Healthcare sector faced an average of 1,613 attacks per week, indicating a substantial 11% year-overyear surge. Healthcare is in the top three sectors under attack due to its rich data trove which can be used for identity theft and financial gain.
As everyone is keenly aware, the ransomware attack in May 2021 resulted in severe disruption to health services at the time, but the financial and operational effects are still being felt throughout the system. The healthcare sector’s significant reliance on digital infrastructure makes cybersecurity a crucial component of its operations. The increasing digitisation of patient data, coupled with the rapid adoption of digital health solutions, has created vast opportunities for cybercriminals. However, Ireland, like many other countries, faces a significant cybersecurity skills shortage.
Jacqueline Kehoe, Cyber Skills Programme Manager
Addressing the cybersecurity skills shortage in Ireland requires a multi-faceted approach, with education and training playing a pivotal role. Through targeted cybersecurity education
and training programs, public service organisations, including healthcare providers, can begin to close this gap. We need to acknowledge that cybersecurity is not just a technological issue but a whole of organisation one. Forbes reporting on cyber-attacks in the healthcare sector noted that the majority of cyber breaches are due to human error.
Recognising the need for education, the government has provided funding supports enabling access to short university accredited courses, known as micro-credentials, through the HEA Learner Fee subsidy scheme. The 80% subsidy applies to all Cyber Skills cybersecurity micro-credentials. For more information, visit www.cyberskills.ie
By fostering collaboration between educational institutions and healthcare providers, encouraging continuous professional development, and investing in upskilling initiatives, Ireland can build a stronger, more resilient cybersecurity workforce to protect its public health infrastructure.
Upskill your workforce with essential skills in networking and software development.
Comprehensive courses covering infrastructure protection, cybersecurity risk management including regulations such as NIS2 and government baseline standards
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The HSE has published its 2025 National Service Plan, outlining a €26.9 billion budget to enhance health services. Key areas of investment include:
• €297.8 million for mental health and elderly care services.
• Over €3 billion for disability services.
• €1.4 billion for infrastructure and equipment improvements. The Plan focuses heavily on
addressing workforce shortages, with an additional 3,553 full-time healthcare positions to be created. Efforts are also being made to improve service efficiency, reduce waiting times, and ensure care is delivered closer to home.
However, with the demand for services at an all-time high, many healthcare professionals worry that the allocated funding may not be enough
to achieve meaningful change. The plan includes a strong emphasis on digital transformation, such as the implementation of a national electronic health record system. Still, some argue that immediate, on-the-ground issues like staff retention and working conditions should take precedence.
Tánaiste Simon Harris has voiced ambitions for Ireland to go beyond its currently agreed defence spending in light of what he describes as a “very uncertain” world.
Harris told RTE recently that Ireland has “obligations to our own people and indeed to the wider world in terms of security issues”.
Under the current Programme for Government, annual defence spending is scheduled to increase to €1.5bn by 2028 in an action plan to attain the ‘Level of Ambition 2’ recommended by a report by the Commission on Defence Forces.
Harris would like to go beyond this to attain ‘Level of Ambition 3’, requiring €3bn annually in defence spending. “I do believe we now need to state publicly, as our Programme for Government does, that reaching level of ambition three is where we need to get to in the years ahead,” Mr Harris said.
Irish Coast Guard Search and Rescue (SAR) crew have raised concerns that a rushed transition to a new operator and aircraft type may risk lives.
Bristow Helicopters won a tender in 2023 to take over from CHC Ireland in running Ireland’s airborne rescue service in a contract worth €670m over ten years. The move from CHC to Bristow in all four SAR bases in Ireland has hit some hurdles, with the Shannon and Sligo transition being pushed back to late April.
Former head of the Irish Coast Guard, Chris Reynolds, told RTE that he believed there were serious safety risks for both staff and the public because the timeline for training SAR staff on the new helicopter and operating system was too short.
In response, the Department of Transport released a statement saying it will not allow risks to be taken in a rush “to meet contractual deadlines” and that “The Department recognises the need to revise transition dates to ensure overall safety and will do so without hesitation and expects full cooperation of both contractors to facilitate revised transition timelines.”
An Garda Síochána has ambitions to recruit 1,000 new gardaí a year for the next five years to expand the police service to 15,000 officers. The Garda 2025 recruitment drive is launching interesting new initiatives designed to appeal to a broader pool of potential candidates, including those used to a more sedentary career.
In addition to increasing the training allowance from €305 to €354 a week for the 36-week training programme, successful trainees can enjoy a starting salary of €37,311 with overtime rates of time and half during standard days and double time on Sundays and public holidays.
Alongside the financial incentives to join, the pre-entry fitness requirements have been lowered, with the infamous ‘bleep test’ increasing to 5.6 from 4.9 and the traditional push-up and sit-up tests getting dropped.
Mayo Road Safety Office has a long history of innovative Road Safety Campaigns, and our message is for all ages. We work closely with the RSA, An Garda Siochana and Communities throughout Mayo, and pool our resources collectively to amplify the Road Safety Message. It is all about the 3 “E’s” i.e. Education, Engagement and Enforcement.
Mayo Road Safety Office is consistently driving the Road Safety Message through various means such as social media, road safety campaigns and providing road safety talks to a cohort of people from preschoolers to third level students as well as the wider community.
In 2024, the Mayo Road Safety Office organised the following Road Safety Campaigns:
• “Drive on Left”
• Castlebar 4 Day Walk
• AXA Roadshow
• Older Persons Road Safety Talk
• Road Safety Week – 7th to 13th October
“Drive on Left” Road Safety Campaign Mayo County Council’s Road Safety Office in conjunction with Ireland West Airport Knock, the Mayo Roads Policing Unit and car rental companies based at the airport launched an information campaign to remind visitors flying into the airport to drive on the left and to not use their
mobile phones while driving.
Visitors who rented a vehicle at the airport during the summer received a goody bag which included a wristband to remind them to drive on the left, and a high visibility vest in case of breakdown, amongst other items of road safety information materials.
The main aim of this “The ‘Drive on Left’ campaign was to help tourists to stay safe as they embarked on their journey in Mayo and further afield. The wristbands are a gentle reminder to all drivers who are used to driving on the right-hand side of the road in their home country that we drive on the left in Ireland.
The Mayo Road Safety Office were delighted to support the Castlebar 4 Day Walking Festival which took place from 3rd to 7th July 2024. This is one of Ireland’s oldest and most celebrated walking festivals, originally established in 1967. One of the most popular walks of the
festival is the “The Ramble” – this involves walking across bog and heather moorland offering walkers a special opportunity to experience the landscape and wonderful views of Co. Mayo. Other walks include 10km/20km along the Achill Greenway.
The Road Safety Roadshow in association with AXA Insurance took place on the 11th of April 2024, in the Travellers Friend Hotel, Castlebar, Co Mayo. This is the only one of its kind in Ireland. This hard-hitting road show was attended by Transition Year Students from 26 secondary schools and Youthreach centres across County Mayo.
The purpose of the AXA Roadshow is to educate Ireland’s future drivers on the dangers of driving and the importance of Road Safety and hopefully inspire our future drivers to be safer on the road. This was conveyed through an accident re-enactment as well as guest speakers and imagery. The screen portrayed every stage of an accident and at each stage a different
THE GOAL OF THE MAYO ROAD SAFETY OFFICE IS TO SUSTAIN AND ENHANCE OUR EDUCATIONAL AND ENGAGEMENT INITIATIVES WITH THE PEOPLE OF MAYO IN 2025 WHILE CONTINUING TO WORK COLLABORATIVELY WITH ALL OTHER STAKEHOLDERS SUCH AS THE RSA AND AN GARDA SIOCHÁNA TO ACHIEVE OUR COLLECTIVE OBJECTIVE.
first responder, including paramedics, Gardai, Fire Service and Doctors, took to the stage to address the audience.
This year’s special guests included Steve Timothy (Farmer Michael) whom himself is now in a wheelchair following a motorcycle accident, while he was under the influence of alcohol, which also saw the death of his pillion passenger. He spoke clearly to the students about the consequences of one’s actions on the roads.
Another Special Guest was Leo Leighio, whose daughter was tragically injured in a hit and run accident in 2005. Mr Leighio spoke of the heartbreak and devastation caused to his family after his daughter’s death. Appealing to the crowd, Mr Lieghio called cars a “lethal weapon” and said there is absolutely “no excuse” for speeding.
The event organisers continuously reminded the crowd that the presentations were not there to try and scare them away from driving, but to present to them the reality of what happens far too often on Irish roads.
The feedback from students afterwards was that they found the roadshow extremely educational, very impactful and
that they were “more conscious” of the importance of staying safe on the roads.
The Mayo Road Safety Office, in conjunction with Mayo Age Friendly, organised a Free Older Persons Road Safety Conference on Thursday 26th September, 2024, in Breaffy House Hotel, Castlebar. The aim of the Conference is helping our older citizens to confidently navigate the roads for longer. It aimed to instil confidence in people as well as encourage them to retain their independence.
The Mayo Road Safety Officer, Mayo Age Friendly Co-Ordinator, as well as representatives from the Road Safety Authority (RSA), An Garda Siochána, Mayo Sports Partnership, Chair of Mayo Older Person’s Council and Local Link Mayo all provided presentations on the day.
Feedback from attendees was that people found it very informative.
Road Safety Week 7-13th October 2024
Road Safety Week is a nationwide annual
event dedicated to promoting Road Safety Awareness and advocating for safer roads and responsible driving behaviour. Last year, Road Safety Week took place from Monday 7th to Sunday 13th October 2024.
Mayo Road Safety Office marked Road Safety Week with several events to promote road safety across the county. There was a dedicated Live Road Safety broadcast of the Tommy Marren Show (Midwest Radio) from Áras an Chonate, The Mall, Castlebar on Monday 7th October with guests including An Garda Siochána, the Road Safety Officer, Mayo Local Link, Cathaoirleach of Mayo County Council, HSE and Mayo Fire Service.
A number of Road Safety talks with local primary, secondary and third level institutions also took place during this week.
The goal of the Mayo Road Safety Office is to sustain and enhance our educational and engagement initiatives with the people of Mayo in 2025 while continuing to work collaboratively with all other Stakeholders such as the RSA and An Garda Siochána to achieve our collective objective.
you to the Road Safety Authority, An Garda Siochana, HSE, Mayo Fire Service, schools, and all our other partners for their hard work spreading the road safety message in Mayo in
An Garda Síochána is embarking on an ambitious recruitment drive for 2025, with a target to recruit 5,000 new gardaí over the next five years.
Newly appointed Minister for Justice, Jim O’Callaghan, has urged individuals in sedentary jobs to consider a career with the Gardaí, highlighting its dynamic and rewarding nature.
Meeting the Recruitment Challenge
Recruiting 1,000 gardaí annually will be a significant challenge, and Minister O’Callaghan acknowledges the hurdles ahead. The government is exploring various initiatives to attract candidates, including increasing the training allowance and potentially establishing a second training college.
“I don’t underestimate the challenge,” O’Callaghan admitted. “If the numbers aren’t rising, I will have to consider innovative measures to ensure we get the numbers up.”
One of the key focuses of the recruitment drive is appealing to individuals currently in static, office-based roles. O’Callaghan has encouraged them to consider a career in the Garda Síochána, offering them variety, excitement, and a chance to serve their communities. “If you want an exciting life, if you want variety
in your work, you really should consider a job within the Garda Síochána,” he stated.
The Gardaí have revised their pre-entry fitness requirements to widen the pool of applicants. The traditional sit-up and push-up tests have been removed, while the bleep test now has a uniform standard for all candidates, set at 5.6 where it was previously 4.9. These changes aim to address the low pass rates of previous years, particularly among women and younger applicants. The removal of different fitness targets based on age and gender is also expected to prevent potential discrimination claims.
Despite these relaxed entry requirements, candidates will still need to meet fitness standards later in their training. Garda management is considering further adjustments to ensure more recruits successfully complete their training while maintaining necessary physical competencies.
The government remains committed
to increasing Garda numbers to 15,000 officers. Currently, the force stands at around 14,000, and efforts are being intensified to bridge this gap. Recent violent incidents in Dublin have underscored the urgency of bolstering Garda numbers, reinforcing the need for a robust and well-resourced police service.
Furthermore, O’Callaghan has emphasised the importance of deploying more officers on the streets rather than in administrative roles. “I want to see more gardaí out on the street, I do not want to see gardaí in offices,” he asserted.
The Garda 2025 recruitment drive presents a unique opportunity for individuals seeking a meaningful and challenging career. With evolving entry requirements and government-backed initiatives, An Garda Síochána aims to attract a diverse and capable workforce ready to serve and protect communities across Ireland.
For those considering a career change, the message is clear: the Gardaí offer not just a job but an adventure filled with purpose and public service.
Barnabé Chrystphaire, from Ambositra village, 300km from the capital Madagascar, who was diagnosed with a bilateral cataract but now has his sight fully restored.
Dualta Roughneen, CEO of CBM Ireland, discusses the challenges facing Frontline Workers in Madagascar where conditions and resources mean children are losing their sight unnecessarily.
Working for an overseas charity can be quite different to being a Frontline Worker yet there are similarities. I started working for international charities more than 21 years ago. I was an engineer by qualification – and had just established a trade in it before I took the decision to move to Afghanistan to work on roads, bridges, wells, and dams.
But now, I am not a Frontline Worker at all. I am far from the frontline as CEO of CBM Ireland. Yet, our work supports Frontline Workers in places like Kenya, Zimbabwe and Madagascar who work in extremely challenging conditions, often without the equipment, training, and resources to do their job.
I am sure that complaint resonates with Frontline workers here in Ireland. My wife is an Optometrist in the emergency department in one of Ireland’s leading hospitals. I know she feels the same on particularly tough days when she is overrun, overstretched, and confronted with challenging cases.
At Christian Blind Mission (CBM) Ireland, we have just started a new programme in Madagascar that works with Frontline Health Workers to bridge the training, equipment and resourcing gaps that result in preventable infant blindness in rural areas of Madagascar.
One Frontline Health Worker in Madagascar told us of her challenges:
“Our community health centre services a big population, but the people are poor and often do not have the means to travel here, so instead the staff go to the community. We have no transport, so we walk as far as 12km one way, to do outreach, for vaccinations and for consultations.”
“The electricity supply for our health centre is far from the mains. We have no backup power. There are many power outages. We have one solar panel that connected to the fridge that stores vaccines and drugs, we have no battery, so when there is no sun, we are worried that they will spoil.”
“Our autoclave is broken, and we have
been unable to get it repaired. We wash our instruments, but we are unable to sterilise them. If a patient comes with a large wound we must refer them immediately to the hospital, as we know we have no sterile equipment to deal with it.”
Consider this: young children need to have their eyes screened and tested in case they have eye health issues that could result in loss of sight. This must be done early because if the child’s eyes and brain do not learn to process light imagery at an early age it will never gain that function later.
Yet in rural areas of Madagascar this screening is not happening. Why not? It is complicated. There are not enough outreach health workers. They usually must travel by foot, pedal bike or motorcycle – the former being slow and the latter hard to maintain on mountain roads.
The equipment needed is expensive and fragile and not built for daily 70km motorcycle rides on dirt roads. Even if it was robust, it is not financially feasible to provide each health worker with a €5,000 piece of equipment. Plus, the electricity supply is intermittent – so the ophthalmoscope may be without power when it is needed.
At CBM Ireland, we recently started a new programme to support Frontline Health Workers overcome these barriers of equipment, training and resourcing. Using a new low-cost, low-tech ophthalmoscope called the ARCLIGHT, developed by the University of St. Andrews School of Medicine.
The ARCLIGHT is cheap. It is light. It is hardy. It is solar-powered. And importantly, it works. Community Health Workers with minimal training can use it. It means they can incorporate eyescreening into their infant care home visits. Problems can be spotted early, in time to save a child’s eyesight.
This is the first part of the problem. The second challenge that CBM Ireland’s projects face is that necessary surgery is only available at major hospitals. There are few ophthalmologists in Madagascar. So, when a child is diagnosed with a problem, parents face unaffordable costs of surgery, transport from rural areas to a major hospital, and then accommodation to be around when their child undergoes surgery.
CBM Ireland’s project aims to support the parents, as well as the hospital, to ensure the child does not miss out on this life-changing surgery. We help the parents pay for the surgery but also ensure hospitals have the right equipment, the
necessary sterile environment – and assist with any aftercare needed.
But the first point of intervention is with the Frontline Workers. Without these Frontline Workers – who often cycle tens of kilometres every day – many children would have their eye health issues undiagnosed and drift, unnecessarily, towards a life without sight.
Supporting Frontline Workers in Madagascar, Kenya or Zimbabwe is a critical part of CBM Ireland’s work. We do not just work on eyesight, despite what our name suggests. We support Frontline Workers to treat many forms of disability that can go untreated and undiagnosed in under-resourced areas. It may be deafness, obstetric fistula, clubfoot, cleft lip, or mental health challenges.
We know that being a Frontline Worker in Ireland is tough. The challenges faced in the places where CBM Ireland works are often familiar, but sometimes the context brings difficulties that can be hard to imagine.
Imagine the frustration of a Frontline Health Worker encountering a child who has lost their sight and has no hope of getting it back because they were unable to access the simplest screening procedure. Imagine that being because you did not have the right piece of equipment. Or because your bicycle had broken down. Or because the electricity meant you could not put charge in your ophthalmoscope. Or because their parents had to make the impossible choice between putting food on the table or paying to see a doctor.
Our new project using the Arclight will hopefully mean these become yesterday’s reasons. But we need your support. We receive funding from Electric Aid to roll out the work in two districts of the
“THE ARCLIGHT IS CHEAP. IT IS LIGHT. IT IS HARDY. IT IS SOLAR POWERED. AND IMPORTANTLY, IT WORKS.
Vakinankaratra Region of Madagascar. We hope to expand to cover all seven districts and to move into other regions where children need this programme. The reality is that this can only be accomplished with funding and support from generous supporters.
Cork Simon Community has been at the heart of homelessness support in Cork since its founding by volunteers in 1971. Over five decades, the charity has developed its services to address the needs of people experiencing homelessness, including emergency accommodation, health services, addiction support, and independent living.
The complexity of homelessness has deepened in recent years.
Rising rents, a dwindling supply of rental properties, and the lack of affordable housing have driven more people into precarious living situations. In Cork, many individuals who may have previously afforded a home now struggle to keep a stable roof over their heads due to financial strain. Cork Simon has responded by offering a range of services beyond basic shelter, such as addiction aftercare, high-support housing, and youth drug prevention programmes. This evolution reflects Cork Simon’s dedication to adapting its approach to meet the community’s evolving needs.
Central to Cork Simon’s work are its strong partnerships with frontline and emergency services, which play a crucial role in supporting Cork’s homeless population. Collaboration with health teams, local authorities, and Gardaí ensures that homeless people can receive comprehensive care. These partnerships address immediate needs, like ensuring safe accommodation after a hospital visit or prison release, and help mitigate issues like untreated health conditions, which are common among those sleeping rough. “We couldn’t do what we do without the collaboration of frontline services,” notes Cork Simon’s Head of Campaigns and Communications, emphasising these organisations’ vital role in Cork Simon’s mission.
The camaraderie shared between Cork Simon and frontline workers highlights a deep understanding of the homeless population’s challenges. Frontline workers demonstrate empathy and resilience, recognising that many individuals experiencing homelessness have complex histories, often involving trauma. This
shared dedication strengthens Cork Simon’s response to homelessness, as emergency workers, health staff, and Gardaí work collaboratively to ensure that vulnerable people are treated with dignity and sensitivity.
Despite these efforts, Cork Simon recognises that government action is essential to addressing the root cause of homelessness in Cork: the housing crisis. A comprehensive response, including increased affordable housing construction and a recognition of housing as a fundamental human right, is urgently needed. Cork Simon’s partnerships and extensive support network offer an exemplary model of what can be achieved, but they underscore that long-term solutions require government commitment to treating housing as the emergency it truly is.
Healthcare workers in Ireland face workplace assaults, ongoing disputes over fair pay and resource shortages.
As demands on the health service continue to grow, those on the front lines must navigate an increasingly challenging work environment.
Violent attacks on healthcare workers in public hospitals are a growing concern, prompting calls for a zero-tolerance approach. Reports from the HSE show that over 6,000 incidents of physical, verbal, and sexual assaults on hospital staff were recorded between 2018 and 2023. The problem has intensified with overcrowding in emergency departments (EDs), where tensions run high, and staff frequently encounter distressed patients who lash out.
Often, on the front lines of overcrowded EDs, nurses bear the brunt of these attacks. The majority of cases reported were classified as ‘negligible’ incidents, but hundreds of serious injuries requiring hospitalisation and psychological support were also recorded.
Security measures in hospitals remain
inconsistent. Between 2018 and 2023, over €103 million was spent on security services across 30 sites, but the approach is inconsistent. More needs to be done, such as adopting the Hospital Watch scheme across all sites.
Beyond workplace safety, fair pay remains a pressing issue for healthcare workers, particularly those employed by Section 39 organisations. These privately run agencies provide vital services under state contracts but struggle to retain staff due to lower wages than their public-sector counterparts.
In response, thousands of healthcare workers in 21 organisations recently voted overwhelmingly in favour of strike action, demanding that the government honour a pay agreement made in 2023. SIPTU, representing the workers, insists that without immediate action, these organisations face staff shortages that could jeopardise essential services.
Many Section 39 organisations support the call for better wages but argue that funding must come from the government. As negotiations continue, workers remain prepared to strike, knowing the impact industrial action could have on patient care but feeling they have little choice.
Healthcare workers in Ireland continue to navigate a challenging landscape. Violence against staff, pay disputes, and systemic resource shortages pose significant threats to the well-being of both professionals and patients. While government initiatives aim to address these issues, a more comprehensive approach is needed to ensure a safe and sustainable healthcare system for all.
As Ireland moves forward, collaboration between policymakers, healthcare unions, and the wider public will be essential in tackling these challenges and securing a better future for those who dedicate their lives to caring for others.
If you have been looking for a meaningful gift for someone in your life, a Barnardos ‘Gift for Good’ is the perfect option.
Thoughtful and also sustainable, you can choose from a range of options from warm and cosy pyjamas, to the gift of a nutritious meal, and you’ll be giving the gift of hope to a child and family who might otherwise go without.
For each card you buy, Barnardos will send you a beautiful greeting card to send to your intended recipient, complete with space to write a special message for that person.
As frontline workers, you dedicate your lives to protecting and serving others. You face the harsh realities of life head-on, often witnessing the struggles of families and children in your communities. You’ve seen the devastating impact of adversity, poverty, and mental health challenges. But what if there was a way to continue making a difference, even after your time in service is over?
This is the heart of the Pass It On campaign from Barnardos.
By leaving a gift in your Will to Barnardos, who support families in crisis, you can pass on the gift of a happy, healthy childhood to future generations.
In 2023 alone, with support from kind people like yourselves, Barnardos reached over 26,000 children and families, providing essential support to those who needed it most. From intensive family support & early years services to programs that support lifting families out of poverty, the charity’s work is vital—and the demand for these services continues to grow.
As someone who works tirelessly to protect and uplift your community, you understand the importance of investing in the next generation. Leaving a legacy gift
doesn’t require immense wealth or fame; it’s a simple, powerful way to ensure that your values live on. Whether it’s funding a child’s therapy sessions, helping provide meals to struggling families, or supporting initiatives that build resilience in young minds, your gift can transform lives.
Think of it as your final act of service—a way to extend your care and compassion to children you may never meet but whose lives will forever be changed by your generosity.
Today, please consider taking that step. Speak with your loved ones and make your intentions known. Together, we can pass on the promise of brighter tomorrows to the children who need it most. Your legacy of hope and kindness will continue to light the way, just as you’ve done throughout your career.
Let’s pass it on.
To receive more information about Gifts in Wills, contact Ciara McGowan at Barnardos on 01 453 0355 or visit www.barnardos.ie/passiton
Every year, 72,000 children under five die from illnesses linked to dirty water, compared with 3,400 from war-related violence.
But UNICEF is making a difference and has water programmes in 158 countries around the world. These are funded thanks to the generosity of our donors, including those who decided to leave a legacy gift in their Will.
Making a difference in Yemen
In Yemen, UNICEF has solar powered water projects securing safe water for 2.5 million Yemenis, including 137,000 people
in the city of Dhamar. This is where Nabil, his wife Salma and their three children live, having been forced to flee conflict in their hometown of Taiz.
The blockade of Yemen’s Hudaydah port had stopped supplies of fuel into the country needed for its’ infrastructure to function. So even in Dhamar’s relative safety, the family’s existence was perilous. Nabil and his family lived in inadequate housing with no reliable income. They
struggled to find anything to eat or drink and once had to survive three days without a drop of water.
The family’s only source of water was from water trucks where the whole family would join long queues to get 20, sometimes 30 litres — just 4–6% of what the UN recommend the family has each day.
Nabil says: “The water tasted strange; it tasted odd.”
It didn’t affect the adults, but the water
Nabil sits with Mohammed and with the various boxes of medicines to treat his cholera.
made three-year-old Mohammed ill. Suffering from a sore throat, vomiting and diarrhoea, he was diagnosed with cholera at the hospital.
Water crisis affects safety and education
Nabil and Salma were distraught, convinced Mohammed was going to die. “I felt like our boy was done,” says Nabil. But thanks to his parents’ quick thinking and care, Mohammed made a full recovery. “When he got better, we were relieved as we saw our son well, and everything got better.”
Though, of course, Nabil and Salma’s worries weren’t over. With no dependable supply of clean water, any of their three children could catch a life-threatening disease — and the next time may not end happily.
Lack of water forcing children out of school
As well as deadly diseases, the lack of safe water was impacting children’s education. Ensuring their families had enough water; many were forced to drop out of school to
join the lengthy queues at the water tankers.
How safe water empowers local communities
UNICEF’s €1.2 million solar-powered water project now provides safe, running water in Nabil’s apartment and to another 137,000 Dhamar residents. What’s more, the project is growing Yemen’s own sustainable skilled workforce. So, one day Nabil’s son Mohammed may grow up to become like Hasan.
Hasan is a 24-year-old engineer who supervises Dhamar’s huge solar-powered water system — ensuring the delivery of clean water to his community. “UNICEF provided the panels, inverters, control devices and the entire system,” says Hasan.
Hasan sees his work as both a humanitarian service and a highly technical skill. He hopes others in Yemen learn skills like his, so his country isn’t reliant on outside technical assistance.
“It allows us to assist directly instead of waiting for other engineers to come from other countries,” explains Hasan. “This
“I FELT LIKE OUR BOY WAS DONE.” NABIL
project has inspired me to create new solutions to problems.”
Sustaining a project like this is always complex, but this is even more true in Yemen, which remains in the grip of an ongoing conflict.
Transforming lives with solar power
Yet, despite the difficulty, UNICEF is partnering with Yemeni communities in another 149 solar water projects, reaching 2.5 million people with clean, safe water. These projects connect clean water to schools, health centres — every aspect of community life. Moreover, at the same time they reduce consumption and reliance on fossil fuels. So far, fossil fuel consumption in these water systems has been reduced by up to 63% in urban areas and between 80–100% in rural areas.
The impact of such initiatives is clear: they generate and secure clean water sources for the future. They also stabilise communities by generating sustainable employment and combat the health and economic impact of unsafe and insecure water supplies.
Breaking the cycle of poverty and disease
Overall diarrhoea deaths attributable to unsafe water and sanitation almost halved between 2000 and 2019. But we need to do more.
Experts tell us that globally, 1 in 4 children will live in areas with high water stress by 2040.
UNICEF’s commitment to clean water initiatives is a core part of our organisational DNA and has the world’s largest clean water programme to benefit children. This is why a gift in your Will to UNICEF is vital to continue to invest in sustainable water programmes for children and break the cycle of poverty and disease.
“UNICEF provided the panels, inverters, control devices, and the entire system,” explains Mohammed Hasan, head of maintenance at the water and sanitation department in Dhamar.
Rewrite a child’s future with a legacy gift to children
With a gift in your Will to UNICEF, you will be remembered for leaving a lasting impact on the lives of children. Your
gift will help build a better future for generations of children in the decades to every child; there is peace, health, opportunity and love.
To receive your no obligation Legacy Guide which includes a Will Planner, get
Nifal laughs at
in touch with Pauline, our Legacy Gifts Manger; email: pauline@unicef.ie or 01 878 3000 or to learn more, visit unicef.ie/legacy.
For every child, safe water
Complete the form below to receive a free, no-obligation legacy information pack which includes a Will Planner.
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FREEPOST (no stamp required) to:
FREEPOST (no stamp required) to: Pauline Murphy, Legacy Gifts Manager, UNICEF Ireland, 33 Lower Ormond Quay, FREEPOST F407, Dublin 1, D01 R283
Pauline Murphy, Legacy Gifts Manager, UNICEF Ireland, 33 Lower Ormond Quay, FREEPOST F407, Dublin 1, D01 R283
FREEPOST (no stamp required) to: Pauline Murphy, Legacy Gifts Manager, UNICEF Ireland, 33 Lower Ormond Quay, FREEPOST F407, Dublin 1, D01 R283
If you are meeting your solicitor to include a gift to UNICEF in your Will, the details you will need are as follows:
If you are meeting your solicitor to include a gift to UNICEF in your Will, the details you will need are as follows:
If you are meeting your solicitor to include a gift to UNICEF in your Will, the details you will need are as follows:
UNICEF Ireland: Registered Charity Number: 20008727 Revenue Number: CHY NO. 5616
UNICEF Ireland: Registered Charity Number: 20008727 Revenue Number: CHY NO. 5616 Registered Offices: 33 Lower Ormond Quay, Dublin 1
Registered Offices: 33 Lower Ormond Quay, Dublin 1
UNICEF Ireland: Registered Charity Number: 20008727 Revenue Number: CHY NO. 5616 Registered Offices: 33 Lower Ormond Quay, Dublin 1
Please would you contact me as I am interested in leaving a gift in my Will to UNICEF Ireland in support of their charitable work with children.
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Please would you contact me as I am interested in leaving a gift in my Will to UNICEF Ireland in support of their charitable work with children.
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I would like to receive updates on how my support has helped children and information on other ways to help: Phone ❍ Email ❍ If you prefer not to be contacted by post in the future, please contact us at info@unicef.ie Visit unicef.ie/about/privacy-policy for information about UNICEF’s data managament practices.
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Pauline Murphy Legacy Gifts Manager pauline@unicef.ie +353 1 878 3000 unicef.ie/legacy
2024 was another demanding and eventful year for the Irish Coast Guard as it continued its vital mission of ensuring safety along Ireland’s shores.
From coordinating thousands of search and rescue operations to implementing a significant upgrade in aviation services, the Coast Guard remained steadfast in its commitment to protecting lives and supporting coastal communities.
Over the past 12 months, the Irish Coast Guard has coordinated 2,554 incidents, including search and rescue operations, maritime casualty responses, and pollution preparedness. Its 44 Coast Guard units have been mobilised 1,154 times, demonstrating the organisation’s critical role in safeguarding people and the environment.
A key aspect of the Coast Guard’s work involved supporting offshore island communities through 134 air ambulance flights. Additionally, assistance was provided to 537 individuals, preventing loss of life and ensuring timely medical intervention where needed.
The Irish Coast Guard works closely with the broader search and rescue network, reinforcing its collaborative approach
to emergency response. Throughout 2024, the three Maritime Coordination Centres in Dublin, Malin, and Valentia tasked RNLI lifeboats 699 times, while the community inshore rescue service was launched on 73 occasions.
This teamwork between agencies highlights the seamless integration of emergency response resources, ensuring those in distress receive timely and effective assistance.
A significant milestone for the Irish Coast Guard in 2024 was the commencement of operations using the new AW189 helicopters provided by Bristow Ireland Limited under a new aviation service contract. The first two helicopters became operational in Shannon in December, with four additional aircraft scheduled for delivery in early 2025.
The transition to this new contract has been carefully managed to prioritise the safety of helicopter crews, Coast Guard personnel, and all associated stakeholders. This is being achieved through close collaboration between contractors, the Department of Transport, and the wider search and rescue community.
In addition to these upgrades, the Coast Guard is preparing to welcome its first fixed-wing aircraft into service, further enhancing its operational capabilities.
Joanna Cullen, Assistant Secretary General at the Department of Transport, praised the unwavering dedication of Coast Guard members during the last year.
• 2,554 incidents coordinated
• 1,154 mobilisations of Coast Guard units
• 752 helicopter missions
• 537 people assisted
• 134 air ambulance flights
• 699 RNLI lifeboat launches
• 73 community inshore rescue service taskings
As 2025 progresses, the Irish Coast Guard remains steadfast in its mission to provide exceptional maritime safety and rescue services. With new aviation resources and a strong collaborative network, it is well-equipped to continue its essential role in protecting lives along Ireland’s coastlines.
The idea of pilgrimage is an ancient one, the concept of leaving behind home and hearth in the quest for something more.
Many of us will decide that this will be the year to do something different – and what better way to embrace that spirit of hope than to embark on what is, for many, the journey of a lifetime? Here at the Missionaries of the Sacred Heart, our annual calendar includes several pilgrimages, with the Camino de Santiago standing out as one of the high points in our year.
Every year, people travel with us on pilgrimage for different reasons. Some may be struggling with grief, stress, or other personal challenges. Others want to take part in a traditional pilgrimage journey with like-minded travellers, sharing their stories and experiences. Many wish to simply pray, reflect, and offer thanksgiving for their blessings. The experience of pilgrimage is different for every individual; the major common denominator, however,
is joy, and an awareness of something bigger, of something more. “It is an incredibly special feeling,” says pilgrim Mary, who walked the Camino Inglés with us last summer. “The sense of appreciation and gratitude, the sheer emotion of the journey where strangers become friends – it really is a truly remarkable thing.”
An MSC pilgrimage is not only a journey of personal fulfilment, but is also to the greater good, as we raise funds for mission projects across the world. Our 2025 Camino trip will raise vital funds for the Holy Family Care Centre in Ofcolaco, South Africa, which has been a sanctuary for orphaned, abandoned, and critically ill children for over 20 years. The exceptional Holy Family team tends to the needs of over 70 children at any one time, from infancy to adolescence, providing specialised care and unwavering
dedication. In 2024, our Camino pilgrims raised over €20,000 for the Holy Family children, and in 2025, we will pick up our walking shoes once again to raise funds for the centre to build a specialised preschool area for their younger children.
From personal spiritual fulfilment to fundraising for a very real need, an MSC pilgrimage truly is a step towards a brighter and more hopeful tomorrow in more ways than one. “Pilgrimage is about freedom,” says Fr Alan Neville MSC, a Camino veteran. “It’s about walking to the horizon – and when you get there, you keep on going. It’s about taking part in something that is at the same time enjoyable and profound. I’ve yet to meet one person who regretted making the trip. For every one of them it has been a powerful, even lifechanging experience. The invitation is open to all, so what’s keeping you?”
As you read this, someone is walking through the doors of Doras seeking assistance. A non-governmental, not-for-profit organisation, Doras supports thousands of families and individuals in accessing information about their rights, applying for homeless accommodation, receiving employment support, and more.
Founded in 2000 by a group of volunteers in response to the establishment of the Direct Provision system, Doras works to promote, protect and advocate for the rights of some of the most vulnerable in our society. Their name means ‘door’ in Irish and was chosen to symbolise an open door to welcome new communities to Limerick and Ireland. Many of Doras’ projects have a national reach, such as SaorEd (online education) and Community Sponsorship.
Migrant Victim Support
Doras’s Migrant Victim Support (MVS)
Project is a first of its kind in Ireland. Through MVS, the organisation helps people from a migrant or refugee background who become victims of crime, by providing supports that are tailored to their specific
needs. They have supported workers to leave and report exploitative employers as well as those who have experienced discrimination or domestic violence.
Online Education (SaorEd)
SaorEd is Doras’ free online education programme aimed at people from migrant and refugee backgrounds, enabling them to access a range of entry level and advanced courses. These include English language, IT and career preparation courses. The courses are mostly in English, but navigation interfaces are provided in Arabic, Ukrainian, Turkish, German, Spanish and Russian. By providing open access to online learning opportunities, Doras ensures that free education is available at any time, from any place to underserved communities.
Community Sponsorship
Community Sponsorship Ireland is a programme where local groups can sponsor a refugee family and welcome them into a community in Ireland. This initiative supports a refugee family to resettle, find safety during times of hardship and provide them with an opportunity to build relationships locally in their new community. The programme is led by the Irish Red Cross, in partnership with Nasc, the Irish Refugee Council and Doras. Doras can provide guidance, support, training and advice to groups interested in sponsoring a family. If you are interested in sponsoring a refugee family in your community or would like to find out more about the programme, contact Doras today via www.doras.org/communitysponsorship
Traditional high-speed scanning requires extensive prep and lots of labour, especially as jobs get messier and messier. High-speed scanners sometimes require multiple operators to keep them in continuous operation. This leads to additional labour hours driving up cost per image and driving down profitability.
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In the evolving landscape of document management, efficiency and adaptability are paramount. Traditional high-speed scanning methods, while effective for uniform documents, often falter when faced with the diverse array of papers encountered in real-world scenarios.
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Challenges with Traditional High-Speed Scanning
Conventional high-speed scanners are designed for rapid processing of clean, standard-sized documents. However, many industries handle a mix of document types, including fragile historical records, varied tax documents, and complex legal paperwork. These non-uniform documents often require additional manual preparation - such as repairing tears, sorting by size, or inserting separator sheets, to prevent jams or damage during scanning. This extra handling not only slows down the workflow but also increases labour costs and the risk of compromising sensitive materials.
The Power of Right-Speed Scanning with OPEX® Gemini
Right-Speed Scanning addresses these challenges by intelligently adjusting the scanning speed in real-time to match the specific needs of each document. Developed by OPEX®, this method allows for the rapid processing of clean, uniform documents while slowing down appropriately for delicate or complex items. This adaptability ensures optimal image quality and reduces the likelihood of damage, eliminating the need for extensive manual preparation or multiple scanning devices.
The OPEX Gemini® Scanner exemplifies this technology. Equipped with dual feeder capabilities, it can handle a wide variety of document types and sizes in a single, streamlined workflow. The integration of CertainScan® Software further enhances the process by providing
real-time image review and editing, ensuring that each document is captured accurately and efficiently.
The adaptability of Right-Speed Scanning offers significant advantages across various sectors:
• Financial Services: Banks and insurance companies often process a mix of standard forms and delicate documents. RightSpeed Scanning allows these institutions to digitise records efficiently without compromising the integrity of sensitive materials.
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maintaining patient confidentiality and data integrity.
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As organisations continue to seek ways to enhance operational efficiency and reduce costs, the adoption of technologies like Right-Speed Scanning becomes increasingly crucial. By accommodating the diverse nature of real-world documents, this approach not only streamlines workflows but also preserves the integrity of valuable information. Right-Speed Scanning represents a significant advancement in document processing, offering a flexible and efficient solution tailored to the complexities of modern document management. By embracing this technology, organisations can achieve greater efficiency, reduce operational costs, and ensure the secure handling of diverse document types.
Recent geopolitical instability and the prospect of the US pulling back on its traditional defence of Europe is propelling many countries to reassess their defence spending, and Ireland is no exception.
Anew study, The Military Balance 2025, has revealed that Ireland spends less on defence as a proportion of its economic wealth than any of the 38 European nations surveyed. It even lags behind other neutral countries such as Austria and Switzerland. Ireland’s defence budget in 2024 stood at €1.29 billion, equating to just 0.24% of GDP. This low level of investment raises questions about the nation’s ability to safeguard its sovereignty and maritime borders in an increasingly uncertain world.
Plans to Expand the Irish Military
Tánaiste and Minister for Defence Simon Harris have recognised the pressing need to modernise and expand Ireland’s defence forces and have instructed officials to conduct a cost analysis on a significant military expansion. This includes proposals for a three-fold increase in Ireland’s defence budget over the coming years.
The proposed expansion would see the Irish Naval Service - rebranded as the Irish Navy - double its fleet from six to 12 ships,
elevating its ability to protect Ireland’s vast maritime territory. The Irish Air Corps is also set to transform into the Irish Air Force, with plans to acquire a squadron of jet fighters for air combat and interception duties. Additionally, the Army would receive modern armoured vehicles, a dedicated cybersecurity corps of 300 troops, and the establishment of a military intelligence school.
Achieving these new goals will present financial challenges. The Government has already committed to increasing defence spending by 50% by 2028. However, officials are now assessing what is required to reach the next level - Level of Ambition 3 - which involves pushing Ireland’s defence budget to €3 billion, or approximately 1.4% of gross national income.
Defence experts caution that such an expansion will take time. Infrastructure improvements, personnel recruitment, and equipment acquisition must be phased in
to ensure effective implementation.
A Changing Security Landscape European nations rapidly increasing their defence budgets leaves Ireland at a crossroads. The geopolitical landscape is turbulent, and Ireland’s historically low defence spending is no longer sustainable in the face of emerging threats. While neutrality remains at the core of Irish foreign policy, more significant investment in national security is essential to ensure the country can adequately protect its sovereignty, maritime resources, and cyberinfrastructure.
The road to a stronger defence force will require financial investment, political will, and public support. If Ireland is to catch up with its European neighbours and ensure long-term security, its defence strategy must evolve beyond its traditional limitations. With a phased approach and a commitment to increasing resources, Ireland has the potential to build a modern, capable defence force fit for the challenges of the 21st century.
