Irish Construction News June 2024 (Ireland's Top Contractors 2024)

IRELAND’S TOP 40 BUILDING CONTRACTORS 2023

irish construction news

MAGAZINE DIGITAL SOCIAL constructionnews.ie TOP Contractors 2023

CONSTRUCTION LEADERS

4 Breaking New Ground – Paul Brown, CEO, John Sisk & Son

8 “We need to shift from a confrontational way of working to a collaborative model”– Alasdair Henderson, Executive Director, BAM Ireland

12 Going beyond the numbers – Liam Kenny, Managing Director, John Paul Construction

INTERVIEWS

19 Ardmac Offsite: Building ‘Smarter’ for the future – Michael Quinn, Managing Director, Ardmac Offsite Manufacturing & Engineering

21 MMC moving to a new level – Leveraging the synergy of timber frame and light-gauge steel framing – Peter McCaughey, Managing Director, IJM Timber Engineering

OPINION

24 Foreseeing problems in construction projects and avoiding disputes –Henry Hathaway, Principal, Henry Hathaway Solicitors

26 Claiming Changes to the Works Requirements under the Public Works Contract – Peter McCarthy, Principal, Conlex Consulting

29 Interest rates begin to bite – Colm McGrath, Managing Director, Surety Bonds

SUSTAINABILITY

30 Ambitious Climate Action in the Built Environment: The Time is Now! –Irish Green Building Council ‘Build Green Now’ conference

IRELAND’S TOP BUILDING

CONTRACTORS 2023

33 IRELAND’S TOP 40 BUILDING CONTRACTORS PROFILED

TOP CONTRACTOR CHARTS

70 IRELAND’S TOP 40 BUILDING CONTRACTORS 2023

16 The Collen Legacy – Tommy Drumm, Managing Director, Collen Construction 4 8 12

72 IRELAND’S TOP 40 CONTRACTORS 2023 (IRELAND TURNOVER)

72 IRELAND’S TOP 20 CONTRACTORS 2023 (INTERNATIONAL TURNOVER)

PUBLISHER

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EDITOR

Robbie Cousins robbie@foundationmedia.ie

DESIGN

Joanne Birmingham

CONTRIBUTORS

Barry McCall, Henry Hathaway, Peter McCarthy, Colm McGrath

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WG Baird Ltd

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Joe Connolly joe@foundationmedai.ie

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Cover Image: The Mercian, Birmingham

– John Sisk & Son

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

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From the editor

In March of this year, European Union (EU) politicians voted in favour of sweeping new policies for buildings to improve energy efficiency and reduce emissions.

Since 2002, the Energy Performance of Buildings Directive (EPBD) has been the EU’s main legislative instrument used to improve the energy performance of buildings within the EU. The EPBD has come a long way in the intervening years, and it will continue to define how we build and reduce the carbon footprint of our buildings in the lead-up to 2030 and beyond.

Under its latest iteration, EU member states will have to upgrade our worstperforming buildings by one to three places on the standards scale in the next 10 years, either through renovation or through the energy grid or locally-sourced renewables. The directive will require member states to create a national building renovation plan to decarbonise their building stock – with exceptions for historical buildings – by 2050. It also sets out a framework for how funding streams for renovations should be handled. And from 2028, all new buildings should produce zero emissions and be equipped with solar technologies. New rules on whole-life carbon will make it difficult to demolish and rebuild existing homes and meet carbon emissions targets.

Dublin City Architect Ali Grehan highlighted this last point recently when she said that demolishing substandard flat complexes for regeneration has been made more difficult to justify under new EU energy directives, “If we’re going to have to assess whole life carbon costs of buildings, it is going to be harder and harder to justify demolition.”

As the pressure grows to deliver more homes, transforming vacant properties into affordable housing will become a greater part of the Housing for All plan, just as offsite construction has become an essential element of the housing delivery process.

At the recent inaugural MMC Ireland Conference, Ciaran O’Connor, Principal Architect for Major Project Delivery, OPW, presented an overview of how volumetric modular housing solutions for Ukrainian refugees were delivered in record time in Co Cork.

In this issue of Irish Construction News, we are delighted to publish our Top 40 Building Contractors 2023. The combined turnover of €9.13bn for the Top 40 Building Contractors in 2022 is an increase of €1.68bn on the €7.45bn overall turnover figure in 2021. This is despite the significant challenges the industry faced in 2022.

We are also delighted to bring you the views of the executives who head up four of the country’s top building contractors; Paul Brown, CEO, Sisk; Alasdair Henderson, Executive Director, BAM Ireland; Liam Kenny, Managing Director, John Paul Construction; and Tommy, Drumm, Managing Director, Collen Construction. Each one offers their unique take on the challenges faced by the industry currently undergoing a huge upheaval.

In the next issue of Irish Construction News we will feature Ireland’s Top Mechanical and Electrical Engineering firms from the past year and profile the sector’s top firms and engineering executives making their mark at home and abroad.

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

Regards

Robbie Cousins

Paul Brown, CEO, John Sisk & Son.

Breaking New Ground

Having taken on the role of John Sisk & Son (Sisk) CEO in 2022, Paul Brown took time out to learn more about the business he had been working in for the previous nine years. “I had spent eight years leading Sisk’s UK business and ran the civil engineering business in Ireland for a few years as well,” Paul Brown explains. “I thought I knew the business really well, but looking back now and reflecting on it, it was an even stronger business than I thought. I have spent a lot of time familiarising myself with the company’s operations in Ireland and Europe, and it’s been a really positive first 18 months.”

There have been a few negatives as well, though.

“We spent quite a bit of time closing down some legacy jobs in some countries where we

operate,” he explains. “Some of the ones in the UK were decades old. We have managed to successfully close most of them down. In parallel with that, we took the opportunity to deal with the Covid-related challenges which the business was facing.”

KEY APPOINTMENTS

That put the business on a strong footing for 2023 and beyond.

“We are now in the strongest position we have ever been in terms of workflow and pipeline,” Brown continues. “We made some tweaks to the structure. The life sciences and data centre businesses had been part of the general building business in Ireland. We made the decision to put them into a stand-alone position. This has removed some constraints, and we are seeing really

Paul Brown, CEO, John Sisk & Son, speaks to BARRY MCCALL about the contractor’s new business strategy, how it is modernising its operations to meet future needs, and what the sector as a whole should be doing to encourage more young men and women to pursue careers in construction.

good profitable growth in both. We have also consolidated all of our general construction activity under one division in Ireland.”

Several key appointments accompanied those changes.

“Steven McGee became chief operating officer for Ireland in May of 2022, having spent half of his career with Sisk in the UK. Donal McCarthy is chief operating officer for the Life Sciences and Data Centres division, and we have doubled turnover and increased profitability in both areas. The new division will help to generate better routes to growth. And Ajaz Shafi is now the chief operating officer for the UK business, having taken over my old job there.”

Sisk’s other division is services, which includes its Vision Built offsite manufacturing business and rail business in

the UK.

“The overall business performed very well in 2022,” Paul Brown adds. “We had really strong revenues of €1.7bn last year, and we are on target to exceed €2bn this year. But the real focus for us is on the bottom line. It’s a question of having the right clients in the right sectors by focusing on the work we take on and having a good mix of private and public sector clients.”

A NEW STRATEGY

Paul Brown has also led the development of a new strategy for the company, ‘Breaking New Ground’. “Our new strategy is centred around modernising the business for future needs,” he explains. “It will address macro factors, such as decarbonisation, offsite construction and people, and it will help

ensure the business remains relevant for the next 20 years.”

The strategy comprises five core components – people and culture; net zero; digital transformation; modern methods of construction (MMC); and quality of earnings.

“Under people and culture, we are trying to be the best possible employer we can be. We are looking at ourselves and how we retain and attract the best people. Net zero requires a change of culture and mindset. Supporting the sustainability agenda is not without its challenges. It is both a societal and environmental challenge, and Sisk needs to be a leader in addressing these issues.”

Digital transformation is all about productivity, he notes. “It’s about utilising the best tools and technologies, upskilling our people, and changing the culture of the business to improve productivity.”

He points out that the construction industry has been innovating and embracing offsite construction for many years, but MMC is more important now than ever before due to skills shortages. “We have the in-house capability with our Vision Built business, but it’s all about getting the balance right.”

Quality of earnings is of crucial importance. It focuses on not chasing revenue for revenue’s sake. “We want to work with the right clients in the right areas and close the gaps in that where they exist.”

The softer side is important as well.

“Sisk is a very old business, and we held focus groups and roadshows to find out how our people feel about it. What came through was a very strong sense of purpose. There is also a strong sense of legacy and a very strong sense of public service from the founders right through to the present day. We don’t have a crystal ball to foresee what will happen in the next 10, 20 or 30 years. We know there will be change, and our vision is to be at the heart of that change by being as innovative and forward-thinking as we can be.”

While excellence in building will remain at the core of the Sisk business, it is important to Paul Brown that the perception of the company changes. “As we add more services, we will become more than a building contractor,” he points out. “The pace of change is remarkable, but we will embrace it. Our clients will demand that of us. We want to make sure the business has the best chance of being relevant in all of its markets in 20 years.”

SUSTAINABILITY

Decarbonisation will involve seeking new ways to reduce the climate impact of the construction industry’s outputs. Brown explains that it will require a number of different approaches, including making more informed design choices and seeking new

LLA3 Data Centre in Sweden.

Fibonacci Square, Dublin.

ways of decarbonising the supply chain, as well as looking for sustainable alternatives to concrete and steel.

“Will that ever get us to where we need to be?” he asks. “Cross-laminated timber will help to replace some steel. Recycling will also help. And the industry will follow where technologies go. Ireland can seize the opportunity to lead the change in that area. The imperative to achieve net zero targets is not going away. We will be punished for not achieving them. It’s a choice at the moment, but not for much longer.”

He believes the switch to fuel alternatives like hydrogenated vegetable oil (HVO) will probably only be a short- to medium-term fix at best. “EVs won’t solve the problem either. We are already discussing hydrogenpowered machinery.”

ADDRESSING THE SKILLS GAP

There are no quick or easy solutions to the skills shortage either.

“Sisk has always been a big supporter of skills development,” he continues. “We are also trying to make careers in construction as attractive as possible. The industry doesn’t attract enough females and people from diverse backgrounds. We are trying to unlock those pools of talent, and we’ve invested a lot in our equality, diversity and inclusion programme. We are also targeting colleges and universities to get our message across. But we need to do it as an industry. I sat on the board of Build UK, where there was great collaboration on issues like this. I am delighted to see a shift to more pooling of resources here.”

There is a need to communicate what the industry is now and where it’s going, he adds.

“The industry should be more attractive to school leavers, but we don’t showcase it properly. It offers the opportunity to work on exciting high-tech projects all over Europe.

“Looking ahead, there is no reason why we shouldn’t have a much higher proportion of females in the industry. Digitalisation and MMC are changing the nature of the industry by bringing about a more controlled environment. The levels of attrition are much lower as a result. People are producing construction products in a manufacturing environment. It’s fantastic to see so many

females working in our Vision Built facility. They come in with little or no experience, but after two months of training, they are working on a production line. Before this, they would have found it difficult to find a route into the construction industry.

“There are lots of other things we also need to do. We continue to invest in our apprenticeship programme, for example.”

REVERSE ENGINEERING

Quality of earnings is all about being a bit more choosy when it comes to deciding which projects to tender for. Paul Brown explains that poor project and client selection follows from a failure to follow a business’s own red lines when it comes to what contracts are acceptable. Other aspects include poor quality in supply chains and its impact on returns and margins.

For Brown, it’s a question of learning from experience. “We have reverse-engineered all the things that hit us over the past 10 years and incorporated that into the strategy. When we look back, we can see that 90% of our earnings were good quality over that period, but when it was bad, it was very bad. We need to get that 10% down to as near zero as possible. We will achieve that through better knowledge management and learning from our mistakes. There is a lot more learning and sharing we should do together.”

He accepts that eliminating poor-quality earnings will be an extremely difficult proposition. “We will always have bad contracts here and there,” he notes. “The key is to try to manage them out by putting the right controls in place.”

LOOKING AHEAD

Looking to the period ahead, Paul Brown believes the future is bright for Sisk, notwithstanding global factors.

“What happens with the war in Ukraine will have an impact, and, hopefully, we will see an end to that in the next year or so,” he comments. “From our perspective, we will continue to build on our strengths. Our life sciences and data centres division is going from strength to strength, and we are getting close to having the right blend of clients.”

That blend is important as the focus is on the bottom line rather than simply growing revenue.

“We are not driven by revenue, and we are under no pressure from our shareholders to grow it. We will right-size the business and will continue to grow our service capability to support business growth. We could grow revenue by €300m to €350m over the next 18 months, but there is a lot of inflation in those numbers as well. I see my own function as to cement our position in the market and continue to deliver a sustainable return for the business and our shareholders,” Paul Brown concludes.

Mater Hospital Rock Wing, Dublin.

“As we add more services, we will become more than a building contractor. The pace of change is remarkable, but we will embrace it and be at the heart of it.”

How We Build Now

44% plan to introduce construction management platforms in the next 12 months

Procore’s How We Build Now 2023 benchmark report, conducted by Censuswide, gathers opinion from the UK’s and Ireland’s construction leaders, diving into technological advancement and business practices.

Alasdair Henderson, Executive Director, BAM Ireland, speaks with BARRY MCCALL about how BAM Ireland is embedding sustainable practices across its operations, and he calls for a more cross-sector coordinated approach if Irish construction is to reduce its carbon footprint.

Sustainability, construction procurement reform, talent attraction and retention are top agenda items for BAM Ireland Executive Director Alasdair Henderson as he moves into his second year in the role. “I came into the business in April 2022, an interesting year for everyone in construction for obvious reasons,” he says. “The inflationary environment, among other things, made it very challenging. We did have a successful year. We delivered what we wanted to and served our customers very well. This year, we are continuing on our journey to becoming a customer-centric business, which is the BAM model.”

Some structural changes have been made to the business since his arrival.

“We are embedding sustainable practices into the business. Decarbonisation and biodiversity are really high priorities for us. It’s not just about reducing harm but trying to have a net gain for nature from our projects. Everyone focuses on decarbonisation, but you can’t talk about the climate emergency without talking about biodiversity at the same time.”

SUSTAINABILITY IN BAM PROJECTS

He points to a number of BAM projects that have sustainability at their core. The €170m North Quays Public Infrastructure Project in Waterford for Waterford City and County Council involves the construction of enhanced multi-modal access routes, an integrated transport hub, including the moving of Waterford’s Plunkett train station to a more convenient location, and a sustainable transport bridge. The sustainable transport bridge will link the reallocated train station to new walking and cycling infrastructure.

“Our site there is set up to be as sustainable as possible with simple things like a private wire connection to solar power generation and EV charging points for staff,” he says

“Elsewhere, on another site, the Derrinlough wind farm in Offaly comprises 21 turbines, which will have a maximum export capacity of 105 megawatts (MW), Bord na Mona has moved from a company exploiting peat to preserving it, that’s great to see.

“The 253-apartment Greenacres development in Kilmacud, Dublin, is one of Ireland’s first blue roof residential projects. The

“We need to shift from a confrontational way of working to a collaborative model”

Alasdair Henderson, Executive Director, BAM Ireland.

blue roof is a new sustainable urban drainage technology, designed to attenuate and manage rainwater at roof level via a restrictive flow outlet.

“Benefits of the system beneath a green roof vegetation finish include improved urban biodiversity on site; reduction in the discharge of rainwater, which drastically mitigates the risk of localised flooding; helps increase the quality of the water going back into the system; and helps improve the performance of a building by acting as an insulator in winter.”

A new 16-classroom Ballinteer Educate Together National School (ETNS) in south Dublin will feature a green roof.

“When you look at what the built environment can contain, you can build in so much else,” Henderson notes. “It’s really exciting.”

FOCUS ON BIODIVERSITY

Emphasising the urgency of the situation, he points out that Ireland and the UK are ranked in the bottom 10 globally when it comes to biodiversity performance.

“That’s largely to do with land use. We need to do it differently. We need to grow economically but not at the cost of nature. This is far from a utopian idea. Changes in extreme weather events are happening right now. Last November, a rainfall event affected the M11 when it overloaded the drainage network. Infrastructure installed over the past 20 to 40 years is starting to be overwhelmed by weather events.”

It’s not all bad news, though, and there are opportunities for quick wins. “We are creating biodiverse landscapes instead of managed cultivated landscapes around new developments. That means allowing things to be messy and letting fallen trees decay. We must educate our people to understand that acres of sculpted grasses and flower beds are no longer best practice. Best practice looks different now.”

Hydrogenated vegetable oil offers another opportunity. “It is incredibly important,” he contends. “It can reduce the CO2 output of fuel by 90%. The industry doesn’t have a great record of doing things voluntarily, but the government could mandate HVO use in public contracts, which would have a major impact. An excise duty reduction on HVO would be great. That would improve the economic aspects of using it.”

SAFETY LEADERSHIP

Safety is another priority.

“Safety leadership is critical to us. I don’t like standing at the stern

looking at the wake. I want to stand at the bow and look ahead. We are building a safety culture in the business. We are not just asking people to commit to site safety; we are asking everyone to think about getting to and from work safely every day. The incident rate has reduced by a third in just a year.”

DIVERSITY & INCLUSION

There has also been a strong focus on improving inclusion and diversity at BAM.

“We have moved that on. We had our first gender pay gap reporting in Ireland, and that highlighted issues across the industry. We need to address gender inequality in the industry. We need to do that to get the best people in. I sponsor the company’s Gender Action Network across the UK and Ireland, and there are many interesting things going on with that.”

TECHNOLOGY AT BAM

BAM’s Irish business is in a good place when it comes to technology. “When I came to Ireland, I found a business with really high technological capability, the best in the global group. We have been exporting that ability to other areas of the group.”

One example of that capability is the real-time digital twinning in use at the New Children’s Hospital project. “This enables realtime monitoring and efficiency at the construction and operational phases. It’s remarkable to see what can be achieved with the data generated. People can get excited about digital twinning in terms of clash avoidance and so on. But when you get into the real-time space, you have an extraordinary level of control over what is being done and used.

“The efficiencies offered by technology will be important in addressing future needs.”

Waterford North Quays Infrastucture Project.

“We need to get up to speed on risk sharing in Ireland and work together to minimise the impact when risk materialises.”

PUBLIC WORKS PROCUREMENT

“Ireland’s rapid growth in population is pretty unique in Europe. That requires modernisation of health, education, and housing estates,” Alasdair Henderson continues. “There is a need to understand how land use needs to change. These are social and societal issues. It’s not just about the need to build more houses. We need to look ahead to the next three years and plan now. That means working with contractors and designers to get around the challenges and get a common view of the best project outcomes.”

He believes that will require a change of approach for the industry and its clients. “Construction has been a transactional industry in the past,” he notes. “A longer-term, more relationship-based procurement model is required. Such a model would lead to the best outcomes.”

He points to research into global construction project outcomes carried out by a Danish academic in 2022 to underline his point. “The proportion of projects delivered on time is 50%. And the proportion delivered on time and on budget is just 20%. The proportion that also delivers the desired outcomes is an extraordinarily low number. That is no great advert for the current system.”

Reforming the approach to public works procurement will be crucially important to the achievement of Climate Action Plan targets as well as the National Development Plan.

“We need to achieve a 7% reduction in CO2 emissions year on year, and we need to challenge ourselves with new things to achieve that. It requires innovation, and the Public Works Contract doesn’t help. We need to find a way to allocate risk appropriately.”

He laments the continued existence of lump-sum single-stage contracting in Ireland. “That needs to change. It doesn’t deliver good outcomes. We have seen business failures as a result of the price agreed in contracts. Any company that has endured the pain

of recovering a project from a failed contractor or supplier will tell you that the risk doesn’t go away when the contract is signed. We must get up to speed on risk sharing in Ireland and work together to minimise the impact when risk materialises.”

He brings a Bent Flyvbjerg approach to the subject. Bent Flyvberg is the Danish economist who has spent decades studying megaprojects. “We need to think slowly and act fast to achieve the best outcomes. The industry has embedded a working practice of thinking fast and getting onto site quickly. Then they repent at leisure. In a two-stage process, the client and the contractors and designers work together on deciding what the best outcome should be and, having taken time to do that, move on to delivery. We also need to shift from a fixation on the lowest tender prices. Very often, you find you pay the same, if not more than you do in a two-stage process. The two-stage process offers greater predictability of outcome and cost control.”

The collaborative effort isn’t limited to the main contractor. “Work with the supply chain is also important. They have skills to add to our capability; they are not just capacity adders. We are fortunate to have such a strong supply chain in Ireland.”

CLOSING THE SKILLS GAP

Talent is another problematic area.

“The employment market is really hot in Ireland at the moment, and there isn’t a pool of people to take on,” he notes. “It takes four to five years to come in and become proficient. We invest in our people to grow our own talent. We are also seeking to find new routes for people to enter the industry. We are trying to find non-traditional routes. We can teach construction skills to people who have done any STEM subjects. Apprenticeships are really important as well. There is no one route into construction. There are many, many routes. There are so many different roles in a business like ours. Technical, administration, finance, everything a normal company needs. We are not a projects business, we are a business that does projects, and we need a wide range of skills.”

The skills shortages can also be mitigated by modern methods of construction, he believes. “Offsite construction has a role to play. We have our Modular Homes Ireland facility in Cavan, and the quality and productivity in a factory are always better than on site. It may not be cheaper, but it is always quicker. It reduces unknown costs and can be applied to any type of building, not just housing.”

It requires changes to the way projects get delivered. He explains that factories deliver products at a regular pace, and sites need to be organised to accept their output at that rate. “That turns a site into a much more predictable environment. It makes processes more repeatable and enables the use of scarce skills in a more valuable way.”

It doesn’t replace those skills completely, of course. “It is still a very strong people industry. The best of what we see is delivered by highly capable and skilled people who are really proud of what they do.”

BAM OUTLOOK

Looking ahead, while inflation is moderating, it is still presenting problems for the industry.

“BAM is a global business,” he points out. “We are able to use our global supply chain reach to mitigate the impact of inflation. There have been availability issues, of course, but we have the scale to buy in quantities beneficial to suppliers and ourselves and get materials when others can’t.”

For the longer term, he believes the focus must remain on sustainability. “We must make real progress on that. We have seen during Covid-19 how a nationally coordinated response delivered positive outcomes. Climate change is such a crisis that it needs to be dealt with in the same way. We need to shift from a confrontational way of working to a collaborative model. We have a very important 50 years ahead of us, and we all need to play our role in delivering the solutions society requires,” Alasdair Henderson concludes.

The New Children’s Hospital.

Your Trusted Bond Advisor.

Going beyond the numbers

At John Paul Construction, diversity and diversification are proving to be key drivers of growth, innovation, and resilience. Liam Kenny, Managing Director. John Paul Construction, discusses how these factors contributed to the contractor’s impressive performance in 2022.

To understand the real successes of 2022 for John Paul Construction, you need to go beyond the numbers, at least, according to managing director Liam Kenny, and it’s hard to disagree.

That’s not to say the numbers aren’t healthy; quite the opposite. With a global turnover of €605m, of which €507m was generated in Ireland, the company performed strongly in 2022, delivering

high-quality projects across Ireland and via its offices in the UK, the Netherlands and the Middle East. Currently, John Paul Construction is also expanding into Germany via an outpost in Frankfurt.

The company’s pipeline of projects is diverse and extensive, covering everything from data centres and pharma/life sciences, to commercial, civil, residential and advanced technology. That the company

is expanding is clear, not least in terms of employee numbers, which now stand at over 500-strong today.

For Liam Kenny, though, the real success story goes deeper.

FROM GENERALIST TO SPECIALIST

At the root of it all is a fundamental transformation in how the company thinks

Liam Kenny, Managing Director. John Paul Construction.

and works. In what was a strategic move, John Paul Construction has transitioned in recent years from being a traditional main contractor to being a highly agile operator with specialist expertise in high-tech, highgrowth areas such as advanced technology, life sciences and data centres. The company has also opened offices abroad, which have secured key projects in these sectors, including a semiconductor manufacturing facility in Oxford, UK, which is now underway for a global client in the advanced technology sector.

This strategy of sectoral and geographical diversification — and of being a specialist as much as a generalist — is paying dividends, not least in terms of margin, but it is also protecting the company from the worst effects of cyclical market risks. Last year, these included tail-end fallout from the Covid-19 pandemic, which had upended supply chains, the conflict in Ukraine, and

double-digit inflation. Brexit, meanwhile, “is not as big a problem as it was,” according to Liam Kenny “We’ve adapted and moved on.”

It’s clear that the company’s approach to risk management is working well. “It’s a team effort,” admits Liam. “In the current climate, you can’t take anything for granted, but our people are doing an excellent job of identifying, managing and mitigating risks.”

EQUALITY, DIVERSITY AND INCLUSION

This level of foresight is evident elsewhere at John Paul Construction, particularly in its work on Equality, Diversity and Inclusion EDI.

In an industry traditionally dominated by men, particularly in the trades, it’s clear that greater inclusion has to start with more women. And whilst Liam is quick to acknowledge that systemic change around gender is “a long game”, change is beginning

to happen, albeit slowly, in this area, with women now comprising 18% of the company’s workforce, which is increasing year on year.

Liam Kenny is astute enough to recognise that there’s no room for complacency.

“We’d love more female engineers, but they’re just not coming through the college system.” The solution? Make women in the industry more visible. “You need to build awareness - and curiosity - early,” Liam explains. To build on this, John Paul Construction run an outreach programme in girls’ secondary schools. Schools situated near their projects afford the company the opportunity to invite students to see for themselves what it’s like to work in the industry, and although it is a small initiative, hopefully, it can make a lasting impact.

Over recent years, there has been an increased female presence at leadership level, which has contributed greatly to the company’s push for a more inclusive workforce, including being responsible last year for setting up a dedicated EDI Committee to lead change throughout the organisation. According to Liam Kenny, “We have a lot of nationalities here — 27 and counting — but we know that real inclusion goes wider and deeper.”

These efforts are not going unnoticed. In 2022, the company was rewarded with Silver accreditation in the Investors in Diversity scheme, recognising companies with a holistic approach to building a more inclusive, equitable and diverse organisation.

“Securing that accreditation was fantastic,” he comments. “Diversity is so important. It’s not just that different ways of thinking drive innovation. There’s a strong human case, too; it’s better for everyone all-round.”

Liam Kenny speaking at a John Paul Construction Health, Safety and Wellbeing symposium.

“There’s such a high level of skill and experience. It’s taken the industry many years and much investment to build that up. Let’s use it before we lose it.”

University Hospital Galway Radiation Oncology Centre.

SAFETY

Ask Liam Kenny what the company’s greatest achievement was in 2022, and he doesn’t hesitate, “It has to be the reduction in both our lost-time accident rate and the overall accident frequency rate.”

And to what does he attribute this progress? “We apply our values of excellence and teamwork as relentlessly to safety as we do to our work for clients,” Liam states. “Safety is everyone’s job here.”

He doesn’t just mean physical safety, either. As well as running health and wellbeing campaigns, John Paul Construction has a range of mental health initiatives in place. Examples include an employee assistance programme, as well as the free mental health support it promotes through its charity partner, The Lighthouse Club. “I’m happy to say that the days of employers seeing mental health as a private issue are over,” Liam explains. “We don’t want anyone to suffer, so we keep the channels open, so people feel okay asking for help; no one should be alone in a crisis.”

SUSTAINABILITY

Liam Kenny is nothing if not ambitious for the company’s sustainability agenda. In recent years it committed to a comprehensive net-zero roadmap, which includes clear goals to take it up to 2030. Delivery of those goals is now supported by a number of new governance structures, including a Sustainability sub-committee formed in 2021.

Last year, the company used the results

of two key surveys - on sustainability and materiality - to establish baselines for energy usage, emissions, waste, water usage and other indicators.

“You have to know where to improve,” explains Liam. “These baselines are so useful, but we’ve also been expanding our EV fleet and trialling HVO fuel. Only by trying new things and measuring their success or failure will we understand where to make a real difference.”

TECHNOLOGY & INNOVATION

Trying new things is second nature at John Paul Construction, which is known for embracing new technologies that help deliver projects quickly, safely and efficiently, particularly off-site construction.

Last year, for example, modular construction was instrumental in the delivery of a large bio-science facility in Co Meath, and of Walter Scott House, the new Garda Security & Crime Operations Centre in Dublin - housing several Garda Bureaus and operational units - which features a number of off-site construction innovations.

In 2022 the company further developed its virtual design and construction (VDC) offering by making mobile applications and BIM tools more widely available to people across its many sites, resulting in increased quality standards and productivity.

Most recently, it adopted Procore, a cloud-based project documentation and field management tool, and implemented its new enterprise resource planning platform, with greater connection to plant and material

procurement to better control and monitor costs.

HOUSING CHALLENGES

“Right now,” asserts Liam Kenny, “my focus is the residential sector. There’s so much capacity in the sector, but the wheels are too slow to move.”

He’s not wrong. Today’s landscape is very different to that of a few years ago. Changes in the macroeconomic environment, particularly rising interest rates and high inflation, have planted doubt in some investors’ minds about the viability of financing and operating residential schemes in the longer term.

But what is the solution? “There are some very good ideas out there, and the government has a large part to play through approved housing bodies and the like, but as a whole, it’s just not happening fast enough,” acknowledges Liam. “And planning is not the problem. There’s planning in place for thousands of units, but the whole process has to move quicker if we’re to get them off the ground.”

One thing Liam Kenny has no doubt about, however, is the calibre of talent and residential expertise available in John Paul Construction.

“There’s such a high level of skill and experience. It’s taken the industry many years and much investment to build that up. Let’s use it before we lose it.”

You can only hope his invitation doesn’t fall on deaf ears.

Data Centre project for private client.

A Global Engineering Contractor

Jones Engineering is a multi-disciplined engineering contracting company delivering diverse, cutting-edge projects throughout 19 countries across the globe. We work with the world’s largest multi-nationals providing them with not only the best but also the most up to date solutions for their specific needs.

The Collen Legacy –“Construction is a remarkable place to work at this time”

With over 45 years on the clock, Tommy Drumm, Managing Director, Collen Construction, is a vastly experienced construction leader. He speaks with BARRY MCCALL about the joy he still gets daily from working in Ireland’s most exciting and rewarding business sector.

Tommy Drumm has seen it all during his long career in the construction industry, which dates back to the late 1970s with Collen, where he spent four years as a young engineer. He agreed in 2014 to return to the company. The Collen Construction managing director has worked with some of the biggest names in the business and has gained considerable international experience.

“Construction is a remarkable industry in which to work. There are few industries where one can go around the world and find work in different cultures, see different approaches to construction, safety, quality and so on,” Tommy Drumm notes. “Construction is unique in that sense.”

CRISES MANAGEMENT

He describes 2022 as a challenging year for the company and the industry.

“Getting through the previous two years of Covid-19 was hugely challenging,” he says. “But we devised a Covid-19 operating procedure, and that was very positive. Many of our projects continued throughout Covid, including data centres in Sweden and Germany.”

No sooner had the industry emerged from Covid when another crisis came along in the form of Russia’s invasion of Ukraine.

“The war in Ukraine was a big shock to the system. Prices of

commodities increased significantly. For example, copper and rebar doubled. Inflation became a massive issue as well. Building is ultimately all about managing costs. This not only goes for our company. We can see from the accounts of other general contracting companies at home and abroad that they are doing okay if they achieve 2% net margins. The global financial crisis was not long ago. Ireland still has massive debt, so additional shocks to the system like Covid and Ukraine are difficult. The interest rate environment remains significant. 2022 was all about cost control, and many suppliers would only give quotes for a limited period, sometimes only daily, in the aftermath of Ukraine, but thankfully that is settling.”

Despite these challenges, Collen did reasonably well, he believes.

“We probably did okay during the year. Our turnover was between €400m and €500m in each of the past three years. We pulled back a bit last year, if anything, to assess the market. Our order book is very healthy for 2023 and 2024, and we will probably see a step change for the company in the coming year. But one has to be careful forecasting when market conditions remain unstable. We are glad to have left such a difficult year behind.”

CONTRACTOR OF THE YEAR

It wasn’t all gloom, though. There were several high points, not least winning the ‘Contractor of the Year’ award at the Irish Property

Receiving the Contractor of the Year 2023 award for Collen Construction at the KPMG Irish Independent Property Industry Excellence Awards are David Lee, Construction Director, Collen; Kara Stewart, CEO, Collen; award presenter Sean Twomey, Partner, Addleshaw Goddard LLP; and Tommy Drumm, Managing Director, Collen.

Industry Excellence Awards, having secured the same accolade from the Irish Construction Industry Awards in 2019 and 2021.

“It is great for the team to get that independent recognition,” Tommy Drumm continues. “As a team, we believe we do a good job, but it’s ultimately what clients think that really matters. One of our clients, Cyril McGuire, co-worked with us on a video as part of the award submission. He gave his personal client views of what is important and how Collen performed against those benchmarks. That meant a lot to us.”

Cyril Maguire is the former Trintech Group PLC CEO, and his Infinity Capital company developed the landmark One and Two South County buildings in Leopardstown in Co Dublin. Collen Construction was the main contractor on both projects.

“Cyril McGuire invested in a very high-quality design,” Tommy points out. “Curved glazed buildings are not cheap. Cyril insisted on meeting our construction team and visiting another project our team were constructing before deciding to appoint Collen. Once the projects commenced, Cyril attended every meeting. It’s great to work with a client like that.”

Another highlight of 2022 was the completion of a six-storey over basement building in Dublin’s Smithfield for the Linders family.

“The building is adjacent to the Luas track in Smithfield, so there were lots of technical challenges involved, but working with people like Pat and Joe Linders, whose family have been committed to the Smithfield area for 85 years, was inspiring.”

These close relationships exemplify Collen’s approach to business in general.

“Our model is to try to win repeat business. When we win work with a new client, getting to know one another takes time. By the time the project is finished, we have become well acquainted. By then, it is easier for both parties to decide on follow-on work. Every construction project is complex, and everyone has to turn up to deal with issues as they arise. We deal with designers, specialists, subcontractors, suppliers, the workforce and the authorities. We get to work with a very diverse group of people. Our job is to make the client happy and to ensure that the building works for them as

intended. We aim to build long-term working relationships with clients, in some cases working for the same clients for 10, 20 and 25 years.”

Tommy Drumm points to Collen’s data centre business as an example of such relationships.

“Collen started working for one particular hyperscale data centre client in Ireland in 2010 and went to Germany for them in 2013 for their first data centre project outside of Ireland. We then worked with them in Sweden in 2017. We started working for a second hyperscale data centre client in Ireland in 2018, from which we have secured follow-on work in Sweden and Denmark.

“We are still working for both of these clients,” he adds. “Last year was a good one for our data centre business. In addition to our hyperscale clients, we also worked with two co-location data centre clients.

“Outside of Ireland, Collen only builds data centres, so we are clear in messaging that to the market. Last year, we extended our operations from Ireland, Sweden and Germany into Finland, Denmark, and the UK.”

A FAMILY BUSINESS

Tommy Drumm believes the company’s heritage as a family business has much to do with its success over the years.

“Neil Collen, our chairman, is the seventh generation of the family to work in the business, and his sons Jack and Peter are now the eighth generation. The company was founded 213 years ago, in 1810. Neil’s son Jack joined us five years ago, and after recently completing a design and build substation in Drogheda for one of our hyperscale clients, he transferred to Denmark. Peter completed his DPhil at Oxford University recently, and his research involved designing and constructing a wind tunnel to model landings on Mars. Peter now heads our innovation department, and we have invested in a medium-term project with TU Dublin to work on R&D. This partnership is really exciting.”

ADDRESSING PLANNING ISSUES

When looking at issues affecting the industry generally, Tommy Drumm points to the planning system as requiring urgent attention.

“The planning system is certainly struggling as things stand. It seems to make sense that vital infrastructure projects for the benefit of Irish society and the Irish economy are assured of progressing in a transparent but reasonably timely fashion. Our economy relies heavily on foreign direct investment. We still have a significant national debt, so our medium-term target, with our ageing population, must be to stimulate and support the projects that make Ireland attractive and efficient. The recently published Planning and Development Bill 2022 will help this situation.

CONSTRUCTION CONTRACTS

Tommy Drumm says that the thorny issue of contracts needs to be finally addressed if the government is serious about delivering on its Project Ireland 2040 ambitions.

“The yellow form of contract was common before the financial crisis, but the blue form is mainly used now, and it can be quite challenging,” he comments. “In many cases, we see 80 changes made to the standard form of contract. It was fairer when you got the client design, and if there was a change subsequently, you got reimbursed for it. Now the client is only prepared to give a blue form with these numerous alterations to the standard form of contract. Some prospective clients will issue a complicated design, not fully completed, with certain unknown risks, and want a fixed price. Some clients simply don’t want to take any risk. You must decide where the ‘red lines’ are in assessing potential opportunities. Some potential clients could wish to transfer risks of 10%, plus liquidated and ascertained damages (LADs) in some cases, on a contract’s costs that only offer a 2% net margin if all goes well. That doesn’t make sense. The UK seems to be a far more mature market in how these things

Tommy Drumm, Managing Director, Collen.

are approached.”

There is also the issue of the improved quality of buildings. He believes that is a welcome development, but there is an added cost that comes with it.

“Luckily, the BCAR system gives end users huge comfort on quality and traceability, providing evidence of the source, design and installation of all elements, with that appropriate added value. But it comes at a cost. We are in a perfect storm of higher quality during a period of high inflation when the risk is all on the contractor’s side.”

There have been some improvements to the Public Works Contract (PWC). However, Tommy Drumm comments, “We did a few public works projects in 2014 and 2015, and we lost money on them. It was a really difficult experience. The bill of quantities was not a contract document. The entire contract was designed to eliminate risk for the government client. The intent of this form of contract is to have the design 100% complete. However, that rarely happens. When the project is not fully designed, it is set up to create conflict. Collen is not in the business of conflict. As a business, we do not start out on a contract looking for ways to put in claims to the client. Thankfully, this form of contract is improved, and the bill of quantities is now included in the contract. We now have a team looking at public works contracts again.”

THE SKILLS GAP Talent is another challenge for the industry.

“We are now at a historic low of 3.8% unemployment,” he says. “That’s lower than the 4.4% it was before the crash. That makes it very difficult to attract talent into the industry. Over 100,000 people left construction during the crash, and there are fewer people in the industry now than before the crash, at a time when the levels of activity are forecast to continue to increase.”

One answer is to attract a more diverse workforce.

“There is a much more diverse workforce in the industry in Europe,” he notes. “It is changing in Ireland, but only 8% of those working in the industry are women. We need to see that change. At 19% of our workforce, Collen has a higher-than-average number

of women working for us. We have brought in some initiatives, including a family-leave scheme, which ensures no loss in remuneration to parents. This has gone down really well. To prove to prospective new employees that Collen is sincere about diversity, we have accreditation from the Irish Centre for Diversity, and our board has received the appropriate training. We were at the Bronze level, and this was brought it up to Silver last year, and we will keep working on it. We could only get Silver accreditation by involving the majority of our staff, who were hugely supportive.”

Apprenticeships are another way of recruiting talent. He believes the changes in the apprenticeship system by broadening the base of skills are really good for the industry.

“We still bring in apprentices, which has worked well for us over the years,” Tommy explains.

“Offsite construction (or the broader Modern Methods of Construction - MMC) is another way of making our industry more efficient by manufacturing elements of a building in safer factory conditions, unaffected by weather and on-site risks. CIF Director General Tom Parlon recently presented at a joint committee on Housing, Local Government and Heritage on the advantages that this offers, and the CIF believes this would double the industry’s output, which would be some achievement.”

SUSTAINABILITY

Decarbonisation and sustainability are not just issues for construction, but the industry does face particular challenges in relation to them.

“The Intergovernmental Panel on Climate Change issued a stark warning recently,” Tommy Drumm says. “2022 was the sixth warmest year in history. The global population has doubled to eight billion in less than a century. Change is needed, and the government needs to do more to ensure Ireland will meet its climate change commitments by 2030.”

Progress is being made, however.

“It is fantastic to work for leading global companies and see what they are doing around decarbonisation and climate change,” he comments, adding, “Many of them are committed to being carbon negative and nature positive by 2030. We are learning from them. We are systematically going through our fleet and replacing it with hybrids or EVs, with the preference being for full EVs. We have planted 49 acres of woodland in Sligo as a carbon sequestration project. We are also employing other measures to improve biodiversity.

“Decarbonisation is going to be a major challenge for a carbonintensive industry,” he admits. “But there have been some promising technological advances around concrete. The Irish Concrete Society is doing a lot of good work there. That’s quite exciting. By embracing new, greener concrete technologies through proactive engagement with Kilsaran and the design team/client, we saved circa 640 tonnes of CO2 on one of our hyperscale projects in Dublin. This is equivalent to dedicating over 20% of the building footprint to natural broadleaf forest and then maintaining it for 100 years.

“Using glulam technology to replace steel in buildings will also play a big role.

“Ultimately, the government needs to be doing as much as it can to incentivise and drive innovation in the sector.”

IN CONCLUSION

Tommy Drumm concludes by returning to the diversity theme. “I reach my 70th year next April and will move from MD to nonexecutive director for Collen. Last year, Collen completed a major strategic review of the business, and we are delighted to announce that Kara Stuart, with Collen since 2006, has been appointed to the new role of CEO, to prepare the way for significant anticipated sustainable growth. Kara is very active in the MBCA and will be part of a new generation of female construction leaders who will plot the course of the industry in the years ahead.”

One South County, Leopardstown, for Infinity Capital.

Collen team members on site.

Ardmac OffsiteBuilding ‘Smarter’ for the future

Ardmac delivers high-value workspaces and technical environments in Ireland, the UK, mainland Europe and further afield internationally. Headquartered in Dublin, with offices in Manchester, Craigavon, Cork, Brussels and Switzerland, Ardmac supports projects across Ireland, the UK, Denmark, Belgium, the Netherlands, Germany, Austria, Switzerland, Finland, and recently in Africa.

Initially, a supplier of office fit-out services, the Ardmac of today is greatly evolved from the company established in 1977. Embracing changing customer requirements and emerging market opportunities, Ardmac employs 304 staff across multiple global locations with a blue-chip client list that includes some of the biggest names in the healthcare, technology, advanced manufacturing, and automotive supply sectors worldwide.

Among the long list of prestigious projects Ardmac has completed to date are the design, manufacture, and installation of cleanroom facilities for the leading pharma clients throughout Europe and major data centre projects in Belgium, the Netherlands, Austria, and Germany.

Two recent strategic partnerships have helped cement Ardmac’s position as a force to be reckoned with in cleanroom and modular design and construction.

The first came in 2020 via an agreement with leading global cleanroom manufacturer Germfree Laboratories Ltd to supply its unique bioGO, mobile and modular cleanroom solutions to the European market.

The second came the following year when it partnered with and invested in Cental, a specialist manufacturer of advanced modular infrastructure for the data centre, pharma, utilities, and telecoms sectors.

Michael Quinn, Managing Director, Ardmac Offsite Manufacturing & Engineering, says these complementary partnerships have been an important stepping stone in scaling up Ardmac’s cleanroom and modular offsite manufacturing offering to customers in Ireland, the UK and mainland Europe.

“Cental’s 16,000-sq-metre Carlow facility caters for the bulk of our manufacturing requirements across our entire service offering,” Michael Quinn explains. “Offsite manufacturing facilitates faster turnaround, enhanced quality control and lower carbon footprint on all projects, which is ultimately more cost-effective for the client. It also gives us a much wider reach in terms of potential clients and projects we can be involved in.”

Germfree cleanrooms support manufacturing for both preclinical or clinical stage materials in either a single or multiplemodule format, which can be added to seamlessly once future client requirements have been determined. The company also offers mobile solutions that can be upgraded into modular format later. These mobile cleanrooms comply with the most stringent quality control standards and offer a flexible, cost-effective solution to customers, giving them fast-track access to controlled cleanroom facilities without the disruption of major construction works on site.

“There are no guarantees with new drug development, which means that pharma companies can be reluctant to commit to major investment in infrastructure, particularly in the current environment,” Quinn continues. “They can wait until late in the drug

approval process, which makes our modular offering for mobile or larger cleanrooms an attractive proposition for them.”

Ardmac does not shy away from innovation or innovative ideas; listening to colleagues, strengthening its core values, and investing to future-proof its unique position within the markets in which it operates. Technology has allowed Ardmac to create a solid foundation for success.

Ardmac works ‘Smart’ meaning it deploys innovative technology throughout the business to empower its people, drive performance and delight customers.

It places the customer at the centre and applies Lean construction principles and technology to everything it does.

“Our goal is to maximise value for the customer. Customers can access project information and performance in real time on any mobile device. Technology has the power to drastically change the face of the construction sector, and Ardmac is committed to staying ahead of the curve.”

FILLING THE SKILLS GAP

Michael Quinn says that sourcing new talent is a major barrier facing the industry. “It can be difficult to access qualified staff, which is a major problem for the industry,” he explains. “The sector has an identity crisis where engineering and construction are still viewed in a more traditional sense by students. This makes it difficult to attract new people, and we must change that perception. Organisations such as the CIF and Engineers Ireland are doing a lot of good work to promote a different image of the industry, but more still needs to be done. While the construction industry can be challenging, it is also very rewarding with the approach to project delivery now more focused on using technology to work smarter rather than harder, making it an ideal career choice for young people regardless of gender,” Michael Quinn concludes.

MICHAEL QUINN, Managing Director, Ardmac Offsite Manufacturing & Engineering, discusses the company’s unique offering.

Michael Quinn, Managing Director, Ardmac Offsite Manufacturing & Engineering.

MMC moving to a new level –Leveraging the synergy of timber frame and light-gauge steel framing

Timber frame manufacturer

IJM Timber Engineering and LGSF producer Frameform

Steel Systems are affiliated companies that have combined their resources to provide developers and builders of large-scale residential schemes with lowand high-rise cost-effective housing solutions.

As the construction process evolves, innovation and collaboration have become crucial to meet the growing demands for sustainable, efficient, and costeffective building solutions. IJM Timber Engineering, Ireland’s longest-established timber frame manufacturer providing timber frame solutions to its customers since 1965, and Frameform Steel Systems, whose team have over 30 years of experience producing light-gauge steel framing (LGSF) systems, are two companies at the forefront of this movement, offering quality, off-site solutions that are transforming the way buildings are constructed.

By combining their expertise in timber frame manufacturing and LGSF, these companies have created a powerful synergy that enhances customer service and revolutionises the construction process. While IJM has a long record of producing quality timber frame systems for houses and other low-rise buildings, Frameform manufactures LGSF systems for multioccupancy buildings, such as apartments up to 10 storeys in height. Working together, the companies also offer a hybrid LGS timber frame solution for three-storey duplexes with a concrete slab over ground-floor apartments.

SYSTEM BENEFITS

The collaboration between IJM Timber Engineering and Frameform Steel Systems has presented a unique opportunity to leverage the combined benefits of timber and LGSF solutions. Integrating these systems within a programmed, off-site approach has proven to be hugely advantageous to their customers by addressing the following:

• Critical Path – Customers benefit from a unified solution that covers the entire spectrum of structural requirements. A single team will handle all aspects of their project, ie, the design, manufacturing, and installation of all structures, resulting in a lean, streamlined solution for houses, apartments, and duplexes.

• Enhanced Flexibility – The combined use of timber and LGSF allows for greater design flexibility, enabling architects and engineers to push the boundaries of creativity while ensuring structural integrity. The versatility of these materials allows for the construction of various building types, from houses and multi-occupancy buildings to commercial and light industrial structures.

• Speed and Efficiency – The off-site

IJM Timber Engineering directors Ray Hughes, Laura Daly, Peter McCaughey and Michael McBride after receiving the ‘All-Star Timber Frame Specialist Of The Year’ award from the All-Ireland Business Foundation.

manufacturing processes employed by both companies significantly reduce construction timeframes. By fabricating components in controlled factory environments, the risks of weatherrelated delays and on-site issues are minimised. Moreover, the precise nature of manufacturing ensures a high level of quality control and reduces the need for rework.

• Sustainability: Both timber and LGSF are sustainable building materials. Timber is a renewable resource, while LGSF is easily recyclable. By utilising these materials, the collaboration between IJM Timber Engineering and Frameform Steel Systems contributes to the industry’s shift towards environmentallyfriendly construction practices, reducing carbon footprints and promoting a greener future.

• Cost-Effectiveness: Off-site construction methodologies inherently lead to cost savings due to negating many preliminaries, reducing labour requirements, decreasing material waste, and shortening construction timelines. The synergy between IJM Timber Engineering and Frameform Steel Systems further enhances these advantages, offering customers a

competitive edge in terms of affordability without compromising on quality.

Peter McCaughey heads up both companies and says the goal is to offer customers the most cost-effective and efficient system to meet their needs.

“Whether producing timber or steel systems for houses, apartments or other building types, the process of designing and producing the materials for the frames is pretty much the same. The main difference apart from the materials is that timber frame is insulated from the inside out, while steel frame is insulated from the outside in. The programming process is pretty much all the same, so there are great synergies between both systems.”

He adds, “A growing number of customers are seeing this as a win-win situation, not only are they reducing the number of steps to production, they are also making a huge cost saving and speeding up the construction process on site.”

THE FRAMEFORM STEEL FRAME BUILDING SYSTEM

Frameform Steel Frame Building System has an NSAI Agrément certificate to be used in the construction of buildings up to 10 storeys (maximum 30 metres) in height

to the top storey in purpose groups 1(a), 1(b), 1(c), 1(d), 2(a), 2(b), 3, 4(a) and 5 as defined in TGD to Part B Volume 1 and Volume 2 of the Building Regulations. This means the system complies with national and international passive fire resistance standards.

Gerry McCarthy, who has been pioneering LGSF since the mid-’90s, has said, “We are very excited about the connection with IJM that will allow for the implementation of the lean manufacturing processes, developed over many years by IJM, to be easily integrated into the relatively new 75,000-sqfoot production facility that Frameform has in Dundalk.”

EARLY PROJECT INVOLVEMENT

To maximise the benefits, it is highly desirable for IJM and Frameform to engage with the design team in the earliest stages of the design process, ideally before commencing any construction drawings. However, with their employment of cuttingedge technology and interconnected ERP and CAD systems, both IJM and Frameform possess the flexibility to accommodate drawings at any point, enabling them to tailor the designs according to their customers’ requirements.

In conclusion, Peter McCaughey says, “I am extremely enthusiastic about the improved service we will offer our customers through the integration of expertise and the shared mission of both companies where they embrace operational excellence in the on-time delivery of sustainable building structures and continuously innovate to streamline the on-site Construction process.” He firmly believes the team can build upon IJM’s well-established reputation for “Reliability – Built on time”.

To learn more, visit www.ijmtimberframe.com or www.frameform.com, or phone 047 74500.

Frameform Steel Systems directors (L to r): Gerry McCarthy, Peter McCaughey and Martin McCarthy.

Wall panel production line at Frameform Steel Systems’ off-site manufacturing plant in Dundalk.

FORESEEING PROBLEMS IN CONSTRUCTION PROJECTS AND AVOIDING DISPUTES

HENRY HATHAWAY identifies some of the critical reasons why contract disputes arise and suggests some ways to address concerns before they become problems.

Aconsiderable part of my instructions in practice relates to providing advice in respect of construction terms supplied as part of the tendering process on behalf of clients. Given my previous career in civil/structural engineering, it forms an enjoyable part of the business. It provides an opportunity to discuss not only the actual terms or amendments to standard form contracts but also to incorporate how the works will proceed or certainly that being the intention.

The common intention that rests at the forefront of any contract must be to avoid disputes or contention during or after the course of any given project. It will not take the reader much convincing to realise that disputes in construction are costly and weary. However, construction still remains a rife area for such disputes and in general, the reasons repeat, and the trends and patterns again occur and are available to see. A cursory sample of the disputes that I deal with can be summarised and, when engaged with, form the basis of initial advice usually to highlight the areas to attempt to avoid any such disputes.

There are many reasons why disputes arise, and the following provides some headings to assist in avoiding them.

GETTING THE FORMATION OF THE AGREEMENT RIGHT

Generally speaking, if a dispute arises under a contract, the first starting question will be to ascertain what it was that the parties agreed to and, if so, what were the applicable terms to which they contracted. When said, this sounds straightforward. However, it is not always the case. When a contract is the subject of a dispute, either in terms of its own interpretation or by way of application of the incorporated terms and contents themselves, the clear point that needs to be kept in mind at the outset of a dispute is the question of whether or not there is a contract, and, if so, what are the precise terms and what in fact did the parties agree to do or, in some cases and, as importantly, what is excluded. Drawings, specifications and the terms themselves need to be examined, and the rules of incorporation then need to be applied to ensure that there is certainty about what the parties have contracted for. If not, then the parties will need to answer this question at a later stage, and it may not be so easy.

PAYMENT TERMS AND UNDERSTANDING THE PAYMENT PROCESS

The Construction Contracts Act 2013 has been in place now for some time. Every construction contract must provide an adequate mechanism that is compliant for payment. It is generally surprising that these concepts have not been adopted or translated throughout, and if a contract does not have such provisions, then the statute implies terms through the Schedule. Parties ought to know the contents of the Act and ensure that the payment terms that they expressly refer to are compliant with the Act with provisions for Section 4 and Section 5 incorporated and met.

It should set out the commencement date and completion date along with dates for the Payment Claim Date and the due date, which is free from ambiguity and leads to the Payment Claim Notices being compliant and not fail for procedure.

These are not difficult tasks, but in times when a payment dispute does arise, questions will be raised as to whether or not the payment regime is provided for or whether a claim for payment could fail. Worse, if a valid Payment Claim is made, is the payee aware of the

“Generally speaking, if a dispute arises under a contract, the first starting question will be to ascertain what it was that the parties agreed to and, if so, what were the applicable terms to which they contracted.”

consequences of failing to issue a Response and where then the full amounts may become due regardless of the merits?

PROGRAMMES AND RECORDS

The next point after establishing the terms and contents of an agreement is to consider whether the project or works have been recorded in terms of timeframes and resources. The level of detail required in such instances will revolve around the scale and complexity of the project and what proportionate response is required. As a starting point, the first question will be whether the entries in the contract sum analysis have a corresponding activity on a programme with a corresponding timeline as well as the intended resource to be applied. This ought to be set out and agreed upon at the outset at the time of formation of the contract and will then form a baseline as to what they intended to perform. This baseline then is updated throughout and sets out how the common baseline intentions have developed, and key elements such as delays and/ or variations are recorded and impacted throughout. This is an area that becomes very complex and very expensive if required to be undertaken retrospectively. The complexity will then lead to other delay methods (time impact, window analysis etc) and can be a formidable challenge.

Working with clients from the outset and with training, it has been found that the input into a continuous approach does not require a large resource and adequately in proportion does record the details required. Various records are then taken to support the views and help assist with evidence. Having a solid baseline programme of activities and regular monitoring on a proportionate scale will assist all parties when either (a) bringing a claim for an extension of time or (b) defending a claim for an extension of time. Waiting until the problem or dispute develops can be an extremely costly exercise and resource-heavy.

COMPLIANCE AND UNDERSTANDING OF THE TERMS OF THE AGREEMENT.

A common theme throughout is to understand what is being contracted for, and this is established during the period just immediately at the time of the formation of the contract. The premise or reasoning is quite straightforward; A party will be bound to the terms it has entered into, and it is wholly irrelevant whether it has read them. If a term exists and is valid, then it will most likely apply (save for exceptions), and during a dispute, there will be little sympathy for non-compliance with a term incorporated. The rules are not there to make good a bad bargain, and simply the terms will be given effect. This poses a challenge for construction companies during the process of tendering or entering into contracts. A company must negotiate terms, and often there can be a different size of entity to be engaged with and have a greater negotiation position. A company is faced with the issue of whether it can accept terms or amendments to standard forms of contracts. A simple rejection or redline process could end up with no agreement at all. Remembering that any such clauses will apply if a company is not successful in removing a term or clause, then its next stage ought to be whether the effect can be diluted or include risk mitigation. If the clause cannot be removed, then the company ought to undertake a risk assessment of the likelihood of the effect of the clause occurring and what risk this would present. When entered into, the project team as a whole ought to have a summary of the terms and the effects on their performance. For example, where a time bar or condition precedent exists to bring about a claim (either time or money), if the exact procedure has not been followed, then this could prove problematic if a (genuine) claim is made after the time stipulated. The question being here if the site operational team ever knew the term existed in the first place. A summary of the contract terms can be useful to provide to site management.

The purpose is to attempt to avoid conflict in construction and with payment. Quite rightly, companies implement vast amounts of

sums towards Health & Safety. Not only is the health and wellbeing of the utmost priority, the training and coaching forms part of a risk mitigation given that where a Health & Safety incident might occur, it can present a financial risk. Entering into contracts on terms not understood or without the necessary training for employees also presents a risk towards the financial position of a company and can pose a threat.

Compliance with the Terms of the Contract and with the necessary good application is an excellent first step to approach any final account negotiation and with the necessary degree of information. It is with this level of understanding and preparation that can place a company into a good negotiating position and avoid the need to instantly resort to disputes.

Henry Hathaway is a solicitor who practices in both Ireland and England and Wales and specialises in construction law. He is a qualified civil engineer and spent 12 years working in the industry. He regularly advises on contract formation and provides practical advice when entering construction contracts and regularly provides training and seminar days to companies to assist knowledge and application in order to assist them in avoiding disputes in construction.

If you require further information in relation to contract formation or would like to discuss training and development in this area, contact henry.hathaway@hathawaysolicitors.ie

Disclaimer: This content is provided for information purposes only and does not constitute legal advice. It is provided to present information to the broader construction industry and provide awareness. Independent legal advice should always be sought prior to application, and no solicitor/client relationship is formed, and no duty of care nor liability arises from any of the contents of this article.

Henry Hathaway, Principal, Henry Hathaway Solicitors.

Claiming Changes to the Works Requirements under the Public Works Contract

Claiming for changes to the Works Requirements can often be a source of confrontation on construction projects. PETER MCCARTHY, Principal, Conlex Consulting, writes about how best to define the Works Requirements and what to do when claiming changes.

BACKGROUND TO THE WORKS REQUIREMENTS

As shown below, the Works Requirements (WR) is ranked fifth in the hierarchy of documents listed under clause 1.3.1 of the Public Works Contract (PWC). Documents 1 to 4 take precedence over the WR, and the WR takes precedence over documents 6 to 8 should inconsistencies occur.

1. The Agreement, even if it has not been executed

2. The Schedule and the Letter of Acceptance and any post-tender clarifications listed in it

3. The Contractor’s completed form of tender (excluding other documents in the tender)

4. The Conditions of Contract

5. The Works Requirements

6. The Pricing Document

7. The Contractors Works Proposals, if there are any

8. Any other documents in the Contract

Article 1 of the Agreement (first in the hierarchy) states, “The Contractor shall execute and complete the Works subject to and in accordance with the Contract […]”. Clause 1.2 [Interpretation] item (1) defines the “Works” as being “The works described in the Works Requirements”, and item (17) states that reference to the WR is the WR identified in the Schedule Part 1B.

A typical Schedule Part 1B (2nd in the hierarchy) can be as follows, which is hereinafter referred to as the WR Box:

Including items such as the Pricing Document and Site Investigation in the WR Box can expose an Employer to additional risk and be a source of Contractor claims should this information be found to be incorrect.

Contractors should also be mindful of situations where the Employer seeks to transfer risk, such as design or unforeseen ground condition risk it owns through statements made in the WR. A typical statement might say, “If so directed, the Contractor shall propose/set out his preferred route for all pipelines, manholes, shafts, chambers etc, and the selected routes of pipelines and the location of manholes and chambers shall be agreed on site between the Contractor and the Employer’s Representative”. This statement is inconsistent with clause 7.7 of the PWC which states, “The Contractor shall set out the Works by reference to the points, lines and levels of reference in the Works Requirements” and, in accordance with clause 1.3.1 (see above), the Contract will override such WR statements.

WHAT IS DEEMED A CHANGE TO THE WR?

Clause 1.1 of the PWC defines a Change Order as:

“An instruction of the Employer’s Representative [ER] to change [including add to or omit from] the Works or to change [including impose or remove] constraints in the Contract on how the Works are to be executed.”

This defines the scope of an ER’s right to change the WR, and a change in scope must be connected to the Works. The courts will apply limits on the ER’s ability to change the WR if an instruction is not deemed connected to the Works.

WHO HAS AUTHORITY TO INSTRUCT A CHANGE TO THE WR?

BE AWARE OF THE WR BOX

Before claiming for changes to the WR, you must be aware of what is in the WR Box. Typically, the WR Box should only include drawings and specifications which define the scope of the Works to be undertaken by the Contractor. You can often see the incorrect documents in the WR Box where, for example, the drawings and/ or specifications are not included or incorrect versions of both are included. On some occasions, the Pricing Document (BOQ) and even a Site Investigation Report have been included, as shown in the following example.

In accordance with clause 4.4.1 (1) of the PWC, an instruction to Change must come from the ER named in the Schedule. Also, the definition of Change Orders under clause 1.1 confirms that Change Orders are instructions that must come from the ER. Before acting on an instruction and claiming changes to the WR, the Contractor must ensure the ER has the authority to issue Change Orders and this authority is not restricted under clause 4.3.2 of the PWC. The ER scope to change the WR is broad under clause 4.5.1; however, the change must be in connection with the Works and must be of a nature that was “contemplated” by the parties.1

CLAIMING FOR CHANGES TO THE WR

Clause 10.3.1 of the PWC contains a conditions precedent clause (better known as a time-barring clause) that must be strictly complied with when claiming changes to the WR. A clause is deemed a condition precedent when it states the precise time within which the notice of claim must be served and make clear that, unless the notice is served within that specified time, the claiming party will lose its right to claim.2

Clause 10.3.1 states that “If the Contractor considers that under the Contract there should be an extension of time or an adjustment

to the Contract Sum, […] the Contractor shall, as soon as practicable and in any event within 20 working days after it became aware, or should have become aware, of something that could result in such an entitlement, give notice of this to the Employer’s Representative.”

Clause 10.3.2 confirms that if clause 10.3.1 is not strictly complied with when claiming changes to the WR, the Employer will be “released from all liability” to compensate the Contractor for such change.

HAS THE CONTRACTOR WIGGLE ROOM IF CLAUSE 10.3 IS NOT COMPLIED WITH?

There may be a glimmer of hope hidden in the wording of clause 10.3 where it says the Contractor must issue its notice to the ER “…within 20 working days after it became aware, or should have become aware, of something that could result in such an entitlement….”

The courts have found that if the Contractor issued its notice within 20 days of when “it became aware” of something that “could result in such an entitlement” rather than within 20 days of the event occurring on site, then one could argue that the notice is valid.3 If a claim is not substantiated within 20 working days of the notice of claim, this glimmer of hope may well be lost.

A Contractor may also seek protection under the Law of Estopple if the ER, by its words or conduct, lead the Contractor to believe that the provisions of clause 10.3 would not be strictly enforced.

The basic concept of estoppel is that where a person (A) has caused another (B) to act on the basis of a particular state of affairs, (A) is prevented from going back on the words or conduct which led (B) to act on that basis if certain conditions are satisfied. In such cases, (A) is estopped (i.e. ‘stopped’) from resiling from, or denying, the existence of that particular state of affairs.

ER’S DETERMINATION OF CHANGES TO THE WR

Within 20 working days of receiving the Contractor’s claim, the ER must determine an adjustment to the Contact Sum and extension of time – Clause 10.5.1 (3). If the ER fails to issue its determination, the determination is to be taken to be nil, and no adjustment to the completion date will apply – Clause 10.5.3. The ER’s determination (including its nil or non-determination) is binding on the parties unless the Contractor refers the disputed determination to the dispute management procedure under sub-clause 13.1 or conciliation under sub-clause 13.2 of the PWC – see Clause 10.5.4.

EMPLOYER CLAIMS

In situations where the scope of the WR is reduced, then the only

TOP TIPS TO DEAL WITH CLAIMING CHANGES TO THE WORKS REQUIREMENTS

1. Be mindful of the information included in the Works Requirements (WR) box. This defines the scope of the Works

2. The Schedule and Contract take precedence over the WR, so statements in the WR transferring risk to the Contractor will not apply

3. Instruction to change the WR must come from ER named in the Schedule

4. Check the Schedule to make sure the Employer’s Representative’s (ER’s) power to vary is not restricted

5. Condition Precedent clause 10.3 must be strictly complied with for a claim to be valid

6. Words or conduct of the ER may relieve the Contractor of compliance with clause 10.3

7. Disputed claims must be referred to the dispute management procedure or conciliation under clause 13 of the PWC to remain live

8. If the ER seeks to reduce the Contract Sum resulting from reductions to the WR, the ER/Employer must notify this reduction promptly with details.

way the Contract Sum can be reduced downwards is through an Employers Claim under sub-clause 10.9.1 of the PWC, which states, “If the Employer or the ER considers that, under the Contract, there should be a reduction of the Contract Sum, or that any amount is due to the Employer […], the Employer or the ER shall, as soon as practicable, give notice and particulars of the event or circumstances to the other, and to the Contractor.”

The ER is therefore obliged to issue a notice to the Contractor alerting it to such reduction and provide details of the event with a detailed calculation. It is incumbent on the ER to issue this notice and details “as soon as practicable”. NH International v National Insurance found that if the ER/Employer doesn’t issue its claim promptly, then “The back door of set-off or cross-claims is firmly shut”.4

The Contractor could reasonably argue that similar timelines as outlined in clause10.3 also apply to the Employer’s claims.

ABOUT PETER MCCARTHY

Peter McCarthy holds dual expertise in Quantity Surveying and Construction Law and is the founder and owner of Conlex Consulting, which supports clients with pre-contract review, post-contract support, preparation and negotiation of claims, dispute avoidance and dispute resolution. Peter is a fellow member of the Society of Chartered Surveyors of Ireland and the Chartered Institute of Arbitrators and is an approved Adjudicator on the SCSI Adjudication panel.

To learn more, email peter@conlex.consulting or visit www.conlex.consulting

1 Thorn v London Corporation [1876] 1 App Cas 120

2 Bremer Handelgesellschaft v Vanden Avenne [1978] 2 Lloyd’s Rep 10

3 Nobahar-Cooksoon and Others v The Hut Group Ltd [2016] EWCA Civ 128

4 NH International (Caribbean) Limited v National Insurance Property Development Company Limited (Trinidad and Tobago) [2015] UKPC 37

Peter McCarthy, Principal, Conlex Consulting.

Interest rates begin to bite

COLM MCGRATH, Managing Director, Surety Bonds, writes that while interest rate hikes are starting to impact some areas of construction, our substantial budget surplus affords Ireland some resilience.

The European Central Bank’s fast track of higher interest rates starts to slow, with an increase of just 0.25% on 04 May a sign that some common sense is beginning to prevail. While there was another .25% increase on 15 June, if there is a slump or potential recession on the horizon, then they may halt further interest rate hikes.

The industrial powerhouse of Europe, Germany, has seen production fall further than expected, mainly driven by the automotive industry (pardon the pun). The decline was sharp, dropping by 3.4% in March on the previous month. According to Reuters: “In March, German industrial orders fell by 10.7% from the previous month on a seasonally can calendar-adjusted basis, posting the largest month-on-month decline since 2020, which was the height of Covid”.

TOO HARD, TOO FAST

While the ECB had to play catch-up, did they go too hard too fast? As I mentioned in my previous article in this publication, the hawks were pushing this agenda without taking time to reflect and allow for the lag effect that previous hikes may have already tapered inflation. The damage may already be done, which will be hard to reverse from

a monetary policy perspective and a saving face mindset.

WHAT NEXT?

So where are we at? The increase in rates has a negative impact on borrowing costs for individuals and businesses. As the cost of borrowing rises, it becomes more difficult for individuals and businesses to access credit, which can lead to a slowdown in economic activity. To some degree, this is what the ECB wants, as a slowdown in economic activity leads to a slowdown in inflation. Ultimately, it leads to a decrease in consumer spending, with consumers less likely to borrow for cars or homes, while business will be less inclined to invest in new projects or expansions.

The additional downside to higher interest rates is the strengthening of the Euro currency. When interest rates rise, investors flock to Euro-denominated assets such as government bonds. While a strong currency has the benefit of making purchases of goods and services from abroad cheaper, it makes exports more expensive and less competitive. This could have a negative impact on exportdriven economies such as Germany and the Netherlands, negatively impacting their growth.

As I have highlighted in the past, an increase in interest rates generally leads to a rise in government borrowing costs. As

the ECB continues to raise interest rates, the cost of servicing government debt will also increase, leading to higher deficits and increased pressure on government budgets. This leaves heavily indebted nations open to the debt markets, which leads to more expensive debt or debt that cannot be serviced. In order to service this increase in debt, governments cut spending and increase taxes, further slowing down economies.

CONSTRUCTION PERSPECTIVE

From a construction point of view, and I believe we are beginning to see it within the market, decreases in asset prices, offices, housing and stock, funders have moved to safer asset classes, which are providing acceptable yields, a German Bund 10 Year Yield will provide 2.45%, a safe bet.

In Ireland, we have been lucky that we have a budget surplus that is circa €12bn and, over the next four years, could be €65bn in total. This gives the government some leeway to allow it to take a portion of the additional funds and step in to be the project funders where required, particularly in the housing Social and Affordable sector.

It does look like Paschal Donoghue’s comments on 10 March that he was going to “Sharpen the focus on NDP project delivery” as part of his departmental remit are coming to fruition.

Surety Bonds is Ireland’s only specialist surety and bonds intermediary. It provides independent and objective advice to find solutions that deliver optimum results on bonding requirements. To learn more, visit www.suretybonds.ie

Colm McGrath, Managing Director, Surety Bonds.

Ambitious Climate Action in the Built Environment: The Time is Now!

emissions, but also are constructed in more eco-friendly ways.”

Embodied carbon emissions, energyefficient designs and circularity in construction, including effectively reusing construction materials and existing structures, were the key topics discussed at the conference.

EMBODIED CARBON EMISSIONS – THE ELEPHANT IN THE ROOM

of measuring whole-life carbon to identify hotspots and reduce emissions.

Michael McCarthy of MMC Quantity Surveyors explained that 80% of the sustainability gains of a project, can typically be made in the first six weeks of a project design.

Taking place six months after the launch of the Irish Green Building Council’s (IGBC’s) Building a Zero Carbon Ireland - A roadmap to decarbonise Ireland’s built environment, the conference discussed challenges and actions needed to accelerate the transition to net zero carbon buildings.

Opening the conference, Pat Barry, CEO, IGBC, called for immediate and more ambitious climate action in the industry. He said, “There are no excuses. Ireland’s greenhouse gas emissions are increasing again, everyone must act now. As a sector, we must advocate for a better use of our existing stock, but also design and construct buildings that not only have zero-carbon

Although embodied carbon emissions from construction currently account for 14% of Ireland’s national emissions, they remain unregulated. Keynote speaker, Audrey Nugent, Director, World Green Building Council, explained that the proposed revision of the Energy Performance of Buildings Directive (EPBD) will address this issue, requiring measurement from 2027 onward. However, she stressed that “several European countries, including Denmark, France, and the Netherlands, have already addressed this issue, and that there was scope for member states to lead by example and support innovation, by moving faster than the EPBD requirements.”

Panellists highlighted the importance

Michael McCarthy explained, “Embodied carbon emissions can be reduced by up to 20% by changing materials at the end of the process, but far more savings can be achieved if we intervene early. This is also far more cost-effective.”

Joe Durkan Head of Technical, National Retrofit, SEAI, said that the lack of data remains one of the biggest challenges to addressing embodied carbon emissions in Ireland, and encouraged everyone in the industry to submit case studies to the IGBC to support the development of a robust national methodology, saying, “Collecting standardised data is extremely important, and SEAI is proud to support the development of a national methodology to measure whole life carbon emissions as part of the Indicate project”.

Catriona Duggan, Director, Gottstein Architects, called for a full re-think of why

On 12 May last, over 200 industry leaders gathered in Dublin for the Irish Green Building Council’s annual conference, ‘Build Green Now’.

Left to right: Pat Barry, CEO, Irish Green Building Council, Audrey Nugent, Director of Global Advocacy, World Green Building Council; and Joe Durkan, Head of Technical – National Retrofit, SEAI.

we are building, and what we are building. She commented, “Better use of our existing stock and building less is where the priority should be if we are serious about addressing climate change. This must be better supported by legislation. We need carbon budgets at building level, and legislation that is fully aligned with our climate targets to support our architects in reducing our emissions.”

DESIGNING FOR PERFORMANCE – MEASURING ACTUAL ENERGY USE

During the second part of the conference, speakers discussed the importance of designing for performance (and not only for compliance) to achieve real carbon saving in the operational phase of a building life cycle.

William O’Donnell, Associate Director, IN2 Engineering, stressed that while Building Energy Ratings (BERs) are useful, they are only asset ratings, and need to be complemented by better quality data on actual energy performance. This was echoed by Neil Menzies, Director of Sustainability, Hibernia Real Estate Group, who explained that investors were increasingly looking for actual energy performance data to de-risk their operations.

To summarise, panellists called for better data on actual energy performance, and for more transparency in the market. To support this, the IGBC is encouraging building owners and investors to disclose operational energy use and actual carbon emissions of their office buildings as part of the Building Life II project.

TOWARDS A CIRCULAR BUILT ENVIRONMENT

The session on circular economy in

construction started with an inspiring example of circularity in an eight-storey office block in Oslo, where Mad Arkitekter Norway maintained an existing structure and reused materials from other buildings. With a circularity material use rate of 2% in 2020 – versus 11% on average in the EU and 20% in the Netherlands, significant scope for progress exists in Ireland.

John Casey, Managing Director, CORA Engineering, explained that up 80% of the embodied emissions of a building are typically associated with the structure, hence a need to reuse our buildings more. Mentioning his work on the Treasury Building in Dublin, he stressed that reusing the steel in the extension was not only a way to save carbon emissions but also money. John Casey explained, “Re-using steal is not only the right thing to do, it’s also the cheapest thing to do.”

However, all panellists agreed that selective demolition can take time and that this extra time needs to be built in to a

project.

Philippa King, Regional Co-ordinator Environment, Southern Waste Region, subsequently talked about the Project Opera, part of Limerick 2030, and the challenges that exist around re-use in Ireland, covering issues around aggregates and end-of-waste, to the need for training and guidance documentation to better support re-use.

NEXT STEPS

The Building a Zero Carbon Ireland roadmap includes a series of actions broken down by sector to accelerate Ireland’s transition to a fully decarbonise built environment. The IGBC encourages everyone in the industry to endorse the roadmap and take immediate action.

The IGBC provides support, including training, to support decarbonisation of the built environment, Learn more at: https:// www.igbc.ie/building-a-zero-carbon-ireland/

Audrey Nugent, Director at the World Green Building Council addressing the IGBC’s Build Green Now conference.

Panellists Joe Jack Williams, Partner, Feilden Clegg Bradley Studios and member of the London Energy Transformation Initiative (LETI); and Susan Vickers, National Sustainability Manager, Cluid Housing.

Progressive, dynamic and Client focused, we are an expert leader in the Construction Industry offering project completion to an exceptional standard in line with Client expectations

Unit 1, Building 2500, Avenue 2000, Cork Airport Business Park, Cork www.mmd.ie

Main Contractor Design & Build Management Contracting

Bandon Primary Care Centre – Design & Build

IRISH CONSTRUCTION NEWS TOP 40 BUILDING CONTRACTORS 2023

ROBBIE COUSINS, Editor, Irish Construction News, introduces the Irish Construction News Top 40 Building Contractors 2023 and explains how the list was compiled.

Irish Construction News is delighted to publish the Irish Construction News Top 40 Building Contractors 2023. This is a snapshot of building contractors operating in the Irish construction industry at the end of 2022.

According to the Central Statistics Office, at the end of Q4 2022, the Irish construction sector employed 163,200 people directly (CSO Labour Force Survey, Q4, 2022). Ireland’s Top 40 Building Contractors 2023’ had a combined turnover of €9.13bn in 2022, an increase of about €1.68bn on the €7.45bn overall turnover figure in 2021. During 2022, they recorded €6.6bn in construction activity in Ireland and €2.53bn in exported services.

Irish building contractors continue to meet the construction needs of global leaders at home and abroad, bringing foreign direct investment (FDI) to Ireland and Irish building expertise to clients on the international construction stage. The entry point for inclusion in this year’s Top 40 was just over €35m.

The overall figure gives a clear indication that the Irish construction sector continues to be a dynamic industry sector looking to the future with the ambition and know-how to deliver complex construction programmes at home and overseas, where its presence is growing substantially.

HOW THE TOP 40 IS COMPILED

Foundation Media Ltd, the publisher of Irish Construction News and constructionnews.ie, compiles the Irish Construction News Top 40 Building Contractors listing annually. Companies are listed according to their overall turnover figure (combined Irish and international) for their last trading year. We record each company’s ROI turnover and international turnover figure, where available. Turnover figures are sourced directly from contractors. Companies must have their primary business based in the Republic of Ireland (ROI) to be included in the list.

Foundation Media contacted contractors directly to request available turnover figures for the business year that concluded on 31 December 2022 or their business year-end that was closest to that date. All end-ofbusiness-year dates are recorded in the entries.

The turnover figures requested must relate to Irish-based building contractors or Irish-based subsidiaries of foreign-based building contractors. Companies are also asked to return the overall turnover figures for business conducted in Ireland and internationally. This includes turnover related to direct overseas trade conducted by an Irish subsidiary of a foreign-based company. Each company making a return must have this return validated by a director of the business or accompanied by an auditor’s letter that verifies the returned figures. All returns received were checked and verified by the editor of Irish Construction News.

Rankings for inclusion in the ‘Irish Construction News Top 40 Building Contractors 2023’ listing are based on the overall turnover figures supplied.

The full list can also be viewed online at www.constructionnews.ie/top-40-contractors or scan the QR code.

Charlemont Square, Dublin: JJ Rhatigan & Company.

The Barrington Building, Dublin: Conack Construction.

Hamilton Gardens, Dublin: Walls Construction.

Data Centre project for private client: Winthrop

1 JOHN SISK & SON

TOTAL TURNOVER: €1,737,700,000

ROI TURNOVER: €997.8M

INTERNATIONAL TURNOVER: €739.9M (UK €490.9M, Mainland Europe €249M)

YEAR-END: 31/12/2022

ADDRESS: Wilton Works, Naas Road, Dublin 22.

PHONE: 01 409 1500

WEB: www.johnsiskandson.com

LINKEDIN: John Sisk & Son Ltd

TWITTER: @JohnSiskandSon

KEY EXECUTIVES: Paul Brown, CEO; Ger Penny, Chief Financial Officer; Mark McGreevy, Chief Commercial Officer; Maura Toles, Company Secretary and Chief Legal Officer; Wayne Metcalfe, Director – Health, Safety, Sustainability & Quality; Sean Fitzpatrick, Director – Human Resources; Steven McGee, Chief Operating Officer Ireland; Donal McCarthy, Chief Operating Officer Data Centres, Life Sciences & Technology; Ajaz Shafi, COO, UK Construction.

KEY ACTIVITIES: General Building, Civil Engineering, Fit-Outs, Facilities Management, Offsite Construction.

The running track at The Mercian, the tallest residential tower in Birmingham.

Sisk, which employs approximately 2,200 people, continues to drive towards its target of being netzero without offsets by 2030, delivering on its Sustainability Roadmap - Building today, Caring for tomorrow commitments. The company published its first annual Sustainability Report in 2022, which updated its performance against set targets.

SISK IN IRELAND

One Wilton Park in Dublin was handed over to the client IPUT Real Estate Dublin and is now occupied providing a new hub for LinkedIn. Sisk is currently working on the next phase at Wilton Park.

In March 2022, Dublin Airport Authority (daa) selected Sisk/Lagan Joint Venture (JV)

to undertake its Dublin Airport Airside and Landside civil engineering framework worth over €325m, and work has been ongoing at the airport as the teams get settled in.

In 2022, Sisk achieved a significant milestone on the Dunkettle Interchange project, as a new free-flow link road opened between the N25 eastbound and the M8 northbound – the main route out of Cork city onto the Dublin road, with the project due to complete in 2023.

Sisk is also an ongoing part of the biggest single commercial property programme investment in Limerick and the largest-ever outside of Dublin at Project Opera.

SISK IN THE UK

The Mercian, the tallest residential tower in

Birmingham, was completed and handed over in 2022. It includes 481 apartments over 42 storeys and top-tier amenities, including a cinema and a 200-metre rooftop running track.

Construction of a new state-of-the-art campus for Santander in Milton Keynes is almost complete. The new office will be home to over 6,000 employees and will bring together staff from the bank’s existing local office buildings into one location.

Sisk is close to the completion of the Isle of Man Ferry Terminal building in Liverpool’s docks, and works are ongoing on the project to deliver new works class services.

As part of the Leeds Public Transport Investment Programme (LPTIP), Sisk upgraded three gateway routes into the city centre, improving dedicated bus routes and shelters, cycle lanes and footpaths, plus general landscaping improvements, including tree planting.

Wembley Park continues to be a major location for Sisk in London, with work ongoing on the latest phase of BTR apartments there with Quintain.

Sisk handed over the Swindon Radiotherapy Unit ahead of programme in April 2022. This project consisted of two linear accelerators that will come online when the centre opens to the public.

Construction of the No 1 Birmingham Health Innovation Campus (BHIC) in Selly Oak is now underway, marking a major milestone for the region’s rapidly growing life sciences sector.

SISK IN EUROPE

The European market – where the company is focused on the data centre, tech and life sciences sectors – has seen significant growth in recent years, and this is expected to continue. The company sees opportunities in those sectors, which form a crucial part of the strategy to develop and grow.

Building a ferry terminal and infrastructure in Liverpool to enhance connectivity to the Isle of Man.

Bonham Quay, Galway.

The Rock Wing, Mater Hospital, Dublin.

Paul Brown, CEO, John Sisk & Son.

INTRODUCING

Firestone roofing, wall and lining systems are becoming Elevate. Our name may be changing, but the same people, products and standards you trust will remain.

Go to HolcimElevate.com for more information.

Winthrop Technologies Ltd is unique in being the only dedicated data-centre delivery partner providing turnkey solutions to its clients, from design right through construction and on to commissioning and hand-over. Its services include all disciplines, including civil, structural, architectural, mechanical and electrical and protective services.

Winthrop was established in 1995 and is headquartered in Dublin. The company is currently constructing multiple turnkey data centre projects in numerous European countries.

Strong revenue growth in the past few years has led to Winthrop’s turnover growing from €560m in 2020 to just under €1.03bn in 2022. Revenue growth is coming from a combination of existing and new client mandates

WINTHROP MANAGEMENT STRUCTURE

A restructuring of the executive senior management team in 2022 saw Anne Dooley become CEO and Bernard Keane moving to the position of managing director, with Barry English becoming executive director. Winthrop’s senior leadership team also comprises operations directors Aiden Fallon, Noel Molloy, Tom O’Hare and Peter O’Flaherty.

WINTHROP NON-EXECUTIVE DIRECTORS

Winthrop has three non-executive directors. Michael Cawley is the Winthrop chairperson. He is a former deputy CEO and CFO of Ryanair and a non-executive director of Kingspan, Flutter and Hostelworld, which he also chairs.

Building disaster recovery expert, Conor Roche is managing director of Codra Consulting and a non-executive director of BELFOR Europe and Knowcarbon.

2WINTHROP TECHNOLOGIES LTD

TOTAL TURNOVER: €1,033,579,000

ROI TURNOVER: €427,111,000

INTERNATIONAL TURNOVER: €606,468,000

YEAR-END: 30/04/2023

ADDRESS: Turnpike Business Park, Turnpike Lane, Ballymount, Dublin 12.

PHONE: 01 460 0214

WEB: www.winthrop.ie

KEY EXECUTIVES: Anne Dooley, Chief Executive Officer; Bernard Keane, Managing Director.

KEY ACTIVITIES: General contractor specialising in data centre construction

Strategic adviser Paul Lynch is a former CFO of Applegreen, a former development director of One51, and is chairperson of Aubren Limited. He is also a non-executive director of both Mincon Group and Brooks Timber.

The management team is completed by CFO Padraig Carley and CPO Tom O’Leary. This has positioned Winthrop to continue its strong turnkey data-centre delivery record and related company growth.

40MW data centre in Sweden.

For over 60 years, BAM has been at the centre of shaping Ireland’s built environment, in more recent times helping public and private sector clients reduce carbon emissions and enhance sustainability over the lifecycle of their buildings and infrastructure. BAM Ireland is part of the UK and Ireland Division of the Royal BAM Group of the Netherlands.

An integral part of its sustainable strategy for 2023 is to have an overall positive impact on biodiversity and climate. As verified by its leadership position on the Carbon Disclosure Project (CDP) A-List, Irish Green Building Council membership, and its most recent Green Construction Award win at the Green Awards 2023, it has set an ambitious carbon target to become net zero in its direct operations by 2026.

BAM PEOPLE

People are the foundation of BAM’s strategy - Building a Sustainable Tomorrow. Through this, it wants to remain the employer of choice, leading with an open and diverse culture where it cares for the environment and the communities it works in - both today and tomorrow.

Around the country, its highly skilled teams use digital construction and industrialised construction methods to help ensure energy-efficient operations. It also works with expert industry partners, academic researchers, the government, its highly valued supply chain, customers and end users to embed a circular approach to how it designs, constructs and operates buildings and infrastructure.

Alasdair Henderson, Executive Director, BAM Ireland, comments, “As a purpose-led business, we aim to create a sustainable infrastructure that meets the needs of society whilst ensuring that we leave a lasting legacy. The continuously increasing loss of biodiversity and the climate crisis is a severe threat to our planet, and our industry can play a crucial role in reversing their effects.”

RECENT BAM AWARDS

Recent awards include the BIM Excellence Award for the Department of Education Lot 2 Schools Project and Leisure Award for Aparthotel, Little Mary Street (ICE Awards 2023), as well as the already mentioned Green Construction category award win at the 2023 Green Awards.

RECENT AND CURRENT PROJECTS

Recent projects include The Shipping Office; One Lime Street, Dublin; Navigation Square, Cork; Boland’s Quay Development, Dublin; and the N5 Westport to Turlough JV.

Ongoing projects include Derrybrien Windfarm, Waterford North Quay Public Infrastructure Project, The New Children’s Hospital (NCH); New Maternity Hospital at Royal Victoria Hospital, Belfast JV; Newmarket Square; Green Acre Grange Dundrum; Athy Distributor Road and N3 Snugborough Interchange.

BAM also continues to be active in the facilities management, modular homes, and Irish PPP markets.

3

BAM IRELAND

TOTAL TURNOVER: €669M

ROI TURNOVER: €623M

INTERNATIONAL TURNOVER: €46M

YEAR-END: 31/12/2022

ADDRESS: Hartwell Lower, Kill, County Kildare

PHONE: 045 886 400

WEB: www.bamireland.ie

LINKEDIN: Bam UK and Ireland

TWITTER: @bamukandireland

KEY EXECUTIVES: Alasdair Henderson, Executive Director BAM Ireland; John Barry, Finance Director; Kathy O’Leary, Director of Occupational Health and Safety; Suzanne Kavanagh, HR Director, John Lucy, Director Civils; Denis McCarthy, Regional MD Building; Ger Moloney, Regional Director Building; Luke Gibbons, Regional Director Building; Grainne DeMordha, FM General Manager; John Woods, Managing Director MHI; Tom Scott, Pre-construction Director.

KEY ACTIVITIES: General Building, Civil Engineering, PPP, Volumetric Housing, Facilities Management focusing on sustainability, industrialisation and digitalisation.

Horgan’s Quay, Cork.

BAM Ireland female staff mark International Women’s Day at the New Children’s Hospital site.

N3 Snugborough Interchange, Dublin.

New Children’s Hospital, Dublin.

Discover Easy Comfort with Pipelife Eco

With a global turnover of €605m, of which €507m was generated in Ireland, John Paul Construction performed strongly in 2022, delivering high-quality, complex projects across many sectors at home and abroad.

The company’s diversification strategy remains a crucial driver of growth. Having transitioned from being a traditional main contractor to being a highly agile operator with specialist expertise in a range of high-tech sectors, John Paul Construction now has projects in Ireland, the UK and the Middle East. In 2022, this sectoral and geographical diversity enabled it to continue to deliver on its margins whilst mitigating market risks, all against a backdrop of rising inflation and interest rates and with a war in Ukraine that is further disrupting the macroeconomic climate.

KEY SUCCESSES

For Liam Kenny, Managing Director, John Paul Construction, the most meaningful progress that the company made in 2022 was the reduction in the accident frequency rate, thanks to the relentless application of its safety management system. He comments, “There is no greater achievement. To see such progress on our journey towards zero accidents and incidents is encouraging.”

John Paul Construction also made great strides in its Equality, Diversity & Inclusion (EDI) efforts. To further scale its push for a more inclusive workforce, it established a dedicated EDI committee to lead change. In 2022 those efforts were rewarded with Silver accreditation in the Investors in Diversity scheme, which recognises companies with a holistic approach to building a more inclusive, equitable and diverse organisation.

COMPLETED PROJECTS

In the past year, the company undertook multiple projects in the data centre (co-location and hyperscale), pharma/life sciences, industrial, healthcare, commercial, residential, and civil sectors. Varying widely in scale and complexity, these projects included the completion of a 110kV data centre substation in Dublin and a 16MW data centre in the UK, both for a global client.

Other projects completed include the new Radiation Oncology Centre in University Hospital Galway, providing treatment to patients across the region; and Walter Scott House, the new Garda Security and Crime Operations Centre in Dublin, which houses several Garda Bureaus and operational units. The company is also nearing completion of a 19,000-sq-metre bio-pharma facility in Co Meath.

CURRENT PROJECTS

The pipeline of projects already underway is healthy, with schemes that reflect the company’s diverse portfolio. Projects in Ireland include a significant 28,000-sq-metre MedTech facility in Kilkenny, a new admin lab building for a global pharmaceutical client in Limerick, a new 40,000-sq-metre commercial office building for Hibernia REG at Harcourt Square in Dublin, and the delivery of over 1,000 new residential apartments by the end of the year. This

TOP 40 BUILDING CONTRACTORS

JOHN PAUL CONSTRUCTION

TOTAL TURNOVER: €605M

ROI TURNOVER: €507M

INTERNATIONAL TURNOVER: €98M

YEAR-END: 31/12/2022

ADDRESS: Dundrum Business Park, Dundrum Road, Dublin 14

PHONE: 01 215 6100

WEB: www.johnpaul.ie

LINKEDIN: John Paul Construction

TWITTER: @johnpaulconst

KEY EXECUTIVES: Liam Kenny, Managing Director; Conor O’Donnell, Financial Director; John Keaveney, Operations Director; Paraic Keogh, Construction Director; John Moran, Construction Director; Niall O’Connor, Construction Director.

KEY ACTIVITIES: Main Contractor/General Contractor

includes the 600-unit residential development, Sandyford Central for Richmond Homes.

In the UK, the company is completing a complex new manufacturing facility for a global client in advanced technology, which is seeking to localise the production of its semiconductors. Most recently, the company has been awarded the contract for the Upgrade of Terminal 7 at Rosslare Europort in Wexford. This is not just a significant project for John Paul Construction, but for Ireland as a whole, given the role the upgraded port will play in the postBrexit euro economy.

TECHNOLOGY & DIGITAL TRANSFORMATION

John Paul Construction is known for embracing technologies that help deliver construction projects quickly, safely and efficiently, particularly the use of off-site construction. In 2022, it further developed its Virtual Design and Construction (VDC) offering by making mobile applications and BIM tools more widely available across its many sites, resulting in increased quality standards and productivity. Whether it’s the use of drones to assess progress or, most recently, adopting Procore, a cloud-based project documentation and field management tool, the company continues to adopt innovative technologies.

Garda Security & Crime Operations Centre.

Rosslare Europort Terminal 7 Upgrade.

High Capacity Data Centre in Dublin.

civil engineering contractors including:

■ Construction

■ Utility Services Works

■ Plant Hire

■ Demolition

■ Site Development

■ Environmental Engineering

■ Residential

■ Motorway Services

■ Land Drainage and Reclamation

■ Sport Pitch Construction

Killeen Civil Engineering. Cork Road, Portlaoise, Co Laois. T:057 862 1174

E:info@killeencivilengineering.ie

Producers of Road Materials, Civil Engineering Contractors, Plant Hire and Quarry

■ Drilling

■ Blasting and Crushing of rock

■ Supply and Placing of all Stone Products

■ High Friction Surfacing

■ Architectural Stone

■ Asphalts

■ Macadam’s Concrete and Concrete Blocks

■ Road Construction and Repairs

■ Earthworks

■ Drainage Services and Reclamation

■ Plant Hire

■ Building Contractors

■ Project Supervisor at Construction Stage

■ Property Owners

■ Demolition

■ Site Development

Operators including:

head office: Drennanstown, Rathangan, Co Kildare

T: 045 524520

F: 045 524618

E: info@arkil.ie

co RK: Ballyhandle, Crossbarry, Co Cork

T: 021 477 5988

F: 021 477 5985

E: arkilcork@arkil.ie

Ke RRy: Graigue, Lispole, Co Kerry

T: 066 915 7300

F: 066 915 7444

E: arkilkerry@arkil.ie

Established in 1925, building contractor PJ Hegarty & Sons operates throughout Ireland and the UK, with offices in Dublin, Cork, Limerick and London. Its principal areas of operation are large complex projects in all sectors, including commercial, pharmaceutical, high-tech, hotel/leisure, residential and civil engineering.

PJ HEGARTY SERVICES

Over 95 years in business, PJ Hegarty has built up significant resources and expertise and had a turnover of just over €500m in 2022. with 450+ people directly employed. Its primary activity is undertaking large, complex projects in commercial, retail, tourism, pharmaceutical, high-tech and institutional buildings, refurbishment and civil engineering works.

In addition to technical and plant resources, PJ Hegarty has a strong financial base, allowing the execution of multiple large projects simultaneously. The company’s success over the years is based on sound financial and management principles. It is this emphasis, combined with a solid base of traditional craft skills and professional management, that has placed it at the forefront of Irish contractors.

PJ Hegarty offers a full range of construction services, including management contracting, design & build, alliance/partnering and PPP contracts, in addition to traditional building arrangements. The range of work undertaken varies in type and size, from multimillion-euro contracts to small- and medium-sized projects.

RECENTLY COMPLETED PROJECTS

Recently completed projects include Tropical Fruit Warehouse, Dublin 2, for IPUT; Spencer Place Residential, a large residential block for Ronan Group Real Estate (RGRE) at Spencer Place, Dublin 1; new lab and admin building for Pepsi, Cork and new admin building for Boston Scientific, Cork.

Tropical Fruit Warehouse, completed in June 2022 for IPUT Real Estate Dublin, is a protected structure refurbished, reconfigured, extended, and adapted to house an 80,000-sq-foot, six-storey office development.

Refurbishment works were carried out in line with the meticulous detail required by the conservation team. They required restoration of the building in line with the original brickwork and natural stone façades. The original roof trusses from the 1890s were taken off-site for structural repair and complete restoration before being

TOP 40 BUILDING CONTRACTORS

5 PJ HEGARTY & SONS UC

TOTAL TURNOVER: €501M

ROI TURNOVER: €433M

INTERNATIONAL TURNOVER: €68M

YEAR-END: 31/12/2022

ADDRESS: Davitt Road, Inchicore, Dublin 12

PHONE: 01 455 6270

WEB: www.pjhegarty.ie

LINKEDIN: PJ Hegarty & Sons

TWITTER: @PJHegartySons

KEY EXECUTIVES: John Hegarty, Executive Chairman; Kevin O’Brien, Operations Director (Eastern Region); Sean Carrigy, Operations Director (Southern & UK Regions)

KEY ACTIVITIES: General Building, Civil Engineering

reinstalled in the building. The restored building is complemented overhead with a contemporary addition of two floating, fully glazed office floors which cantilever over the protected structure, providing panoramic views over the river Liffey.

The recently completed Spencer Place Residential project, at the heart of Dublin’s North Quays, offers some of Dublin’s most highquality, modern, and vibrant living spaces. It provides over 390 much-needed homes, ideal for city living, with exclusive facilities for residents working from home to cater to the growing demand for hybrid working. State-of-the-art facilities include a 24-hour concierge service, an on-site gym, a cinema, and penthouse communal areas with views of Dublin’s skyline.

This development leads on sustainability, with all apartments boasting an A rating and design that achieves maximum energy efficiency, using a combination of high-performance building fabric materials and high-performance heating equipment. Over 50% Irishmade products have been used in creating these homes, reducing carbon use in the supply chains, and supporting the local economy.

The Boston Scientific project in Cork consisted of constructing a new administration building of approximately 3,220 sq metres on its campus at Business & Technology Park, Model Farm Road, Cork. The new facility includes a canteen, offices, meeting rooms and support areas over three storeys and is integrated with several existing structures on site. The site works include the relocation of 35 existing car parking spaces and the construction of additional 40 parking spaces in a new dedicated car parking area, a minor modification to the internal road layout, new landscape areas and planting to boundaries. The development is within the curtilage of a Protected Structure PS637, the former Munster Institute’.

PROJECTS NEARING COMPLETION

Projects nearing completion include Central Park in Sandyford, Dublin, for Henderson Park, a new pharmaceutical plant in the midlands and Phase 1 of a data centre in west Dublin and a major new cheese production facility for Kilkenny Cheese (a joint venture between Tirlán and Royal Aware)

PROJECT PIPELINE

Projects on site or commencing shortly include Waterfront, a mixed-use development in Dublin 1 for RGRE; the extension and redevelopment of the Treasury Building for Google Ireland; works continue on a new pharmaceutical plant in Limerick; and a significant new office expansion in Cork.

Tropical Fruit Warehouse, Dublin 2. (Photo courtesy of IPUT Real Estate)

Spencer Place Residential, Dublin 1.

The turnover of Walls Construction in 2022 was €473m, an additional €170m than its 2021 turnover of €303m. Established over 70 years ago and with a projected turnover of €550m for 2023, Walls Construction is a privately owned company and is one of Ireland’s leading building contractors. It has a proven track record in a diverse range of sectors, including commercial office, data centres, education, healthcare, industrial, large residential schemes, leisure & sport, life sciences, and pharma.

Its history and reputation have been built by undertaking projects that deliver the best outcomes for its stakeholders, clients, design teams, contracting partners, suppliers, and employees. It understands that with every construction project, the key to success is forming strong relationships, providing flexible and value-based solutions, and ensuring its promises are kept.

Within the past year, Walls had several significant achievements, including winning ‘Contractor of the Year 2022’ at the National Property Awards and achieving Investors in Diversity Bronze accreditation.

GRADUATE DEVELOPMENT PROGRAMME

Walls Construction is excited about what the coming year has to offer, not only in terms of large projects but also regarding its new Graduate Development Programme, which will be officially starting later this year.

Walls Construction employs over 450 staff, with its construction teams dominated by homegrown talent via the firm’s graduate recruitment and management training programmes. The company continues recruiting across all disciplines, including engineering, quantity surveying, building services and site management.

Notwithstanding the major intake of new personnel over the past five years, the average length of service in Walls is just under 20 years, so employees who are professionally driven to deliver the best for their colleagues and clients are highly experienced in their respective areas of responsibility.

The company’s supply chain consists of partners of long-standing, who in many instances have close personal and professional relationships with management teams, and they are committed to the company ideal of teamwork and, together with Walls’ design team partners, exceeding client expectations.

WALLS CONSTRUCTION PROJECTS

Walls’ workload breaks down across various sectors in Ireland as follows: Residential, 40%; commercial (new build), 20%; fit-outs, 15%; data centres, life sciences and pharma, 15%; and education, 10%.

TOP 40 BUILDING CONTRACTORS

WALLS CONSTRUCTION LTD

TOTAL TURNOVER: €473M

ROI TURNOVER: €473M

YEAR-END: 31/12/2022

ADDRESS: Rosemount House, Northern Cross, Malahide Road, Dublin 17.

PHONE: 01 867 3800

WEB: www.walls.ie

LINKEDIN: Walls Construction

TWITTER: @WallsConstruct

KEY EXECUTIVES: Eugene O’Shea, CEO; Adrian Corcoran, COO; Frank Kelly, COO; Willie White, Chief Commercial Officer; Barry Hennessy, Business Development & Marketing Director.

KEY ACTIVITIES: Main Contractor

ENVIRONMENTAL, SOCIAL AND GOVERNANCE PRINCIPLES

Walls has developed an environmental, social and governance (ESG) strategy plan up to 2025, which has eight specific goals for sustainability (based on the 17 UN SDGs). These documents are built on much of the work already done through its years of successful certification to standards ISO 14001 and 45001. It will also build on its stated commitment to work sustainably and conscientiously per its clients’ requirements and in association with initiatives such as the Considerate Constructors Scheme, in which all its projects partake.

Its ESG policies are designed to ensure that sustainability and people are at the forefront of its business, and they are reviewed, updated, and communicated to employees, supply chain partners, design teams and clients.

Its focus is on a range of measures, including sustainability and biodiversity enhancement, water protection and conservation, waste and carbon management, and social and governance objectives.

FUTUREPROOFING

It has never been so vital to embrace the rapidly evolving technological advantages associated with modern methods of construction, and Walls considers these essential for enhancing not just efficiency and productivity but also sustainability and all-round quality. The Journey to Our Digital Transformation is a document developed to review how the company has progressed with these technologies, particularly regarding BIM programmes, and what future opportunities are available. Not only do these programmes aid in project logistics, but they can also reduce health & safety risks, improve overall quality, and improve delivery timelines. Walls can now quickly and easily gather data on a project in a way that would simply not have been possible previously, resulting in real-time performance feedback.

Cadenza, Earlsfort Terrace, Dublin.

Hamilton Gardens, Dublin.

Central Bank of Ireland connection bridge, Dublin.

COLLEN CONSTRUCTION

TOTAL TURNOVER: €450M

ROI TURNOVER: €204M

INTERNATIONAL TURNOVER: €246M

YEAR-END: 31/03/2023

ADDRESS: River House, East Wall Road, Dublin 3

PHONE: 01 874 5411

WEB: www.collen.com

LINKEDIN: Collen

TWITTER: @CollenConstruct

KEY EXECUTIVES: Neil Collen, Chairman; Tommy Drumm, Managing Director; Kara Stuart, CEO; Declan Lowry, Director; David Lee, Director; Tom O’Connor, Director; Leslie Fitzpatrick, Finance Director; Philip Walsh, Financial Controller

KEY ACTIVITIES: Main Contractor

Established in 1810 and still family-owned, Collen has offices in Dublin, Sweden and Germany and employs 400 people. The company’s clients range from large multinational corporations to private companies and state bodies. Collen has established a reputation for delivering complex projects on time and within budget.

Collen is accredited to ISO 45001, ISO 9001, ISO 14001, and ISO 50001, and in 2021 it achieved ISO 27001:2017 accreditation for its Information Security Management System.

BUSINESS IMPROVEMENT

Over the past year, Collen has made significant changes to the structure of its senior management team in order to meet the challenges of operating in both Irish and international markets in the construction industry.

In order to move with an evolving industry, Collen has introduced a variety of flexible working options that staff can avail of to ensure a more consistent work-life balance. Through this, Collen hopes to improve employee retention, motivation, performance and productivity.

RECENT PROJECTS

Collen recently completed two commercial projects, the Haymarket in Smithfield, Dublin and the practical competition of 45 apartments

over Frascati Shopping Centre in Blackrock, where Collen has had a presence over the past few years.

Works are still underway on two landmark developments in Dublin: The Sidings, a LEED-Platinum office development for Bartra Capital, and the Premier Inn hotel and offices for Glenveagh.

Collen has also been carrying out significant infrastructure upgrade works at Dublin and Cork airports. These works involve the installation of a new baggage handling system and the construction of a new building to facilitate these upgrades.

In addition to these projects, the company currently has data halls under construction in Ireland, Sweden, Denmark and Germany.

OVERVIEW AND OUTLOOK

Collen managing director, Tommy Drumm, commented on the company’s activities over the past year, saying, “Collen’s remarkable growth in Europe has forged an exciting path, as we expanded our presence from Ireland into Sweden, Denmark, Finland, the UK and Germany. Our expanding European presence has laid the foundation for a prosperous future for the company. We are fortunate that our hyperscale data-centre clients regard Collen as safety leaders, and as we mark the impressive milestone of two years in our ‘Creating Safer Sites’ programme, its resounding success is evident throughout our business, bringing an extraordinary positive behavioural-based safety culture.”

Two South County, Leopardstown, Co Dublin.

Haymarket office development, Dublin. Frascati Apartments, Blackrock. Co Dublin.

Bennett (Construction) Ltd is a family-owned, tier-1 construction contractor that has been at the forefront of construction for over 100 years and is now in its fourth generation. It undertakes projects in Ireland, the UK and Germany, and it currently has 14 projects on site with a combined value of over €800m. The company employs over 200 people.

BENNETT CONSTRUCTION ETHOS

Bennett’s organisational structure has evolved over its 100-year history, but it retains a hands-on approach to projects with director involvement in every project. This focus of senior management sets Bennett apart from many of its competitors and allows it to deliver for clients repeatedly and to be rewarded with repeat business from many client groups.

Over the decades, Bennett has built and nurtured a robust and diverse supply chain. It has built strong relationships with its partners over many years and can ensure that any delivery challenges on each project are matched by the skill sets within its supply chain.

As a business entity and in its corporate culture, Bennetts has always strived to achieve a sustainable approach to developments and construction projects. Over the years, it has built systems around operations that control, complement and guide every facet of the business daily. This ensures that clear lines exist in relation to project delivery and governance. It was the first construction company in Ireland to achieve certification to ISO 14001 for its Environmental Management System. It operates an overall Integrated Management System, which allows it to understand and manage risks in relation to the delivery of construction projects, and this has driven overall awareness within the business. Its systems are regularly audited, both internally and externally and certified to ISO 9001 and ISO 45001.

Bennett continues to be guided by firmly held ethical values with mutual respect and fairness as a keystone in the safe and sustainable delivery of projects. Its documented systems ensure that openness and fairness are clearly evident in the business and that it consistently delivers with engrained integrity.

Last year, Bennett was accredited with the Investors in Diversity Bronze, and it is continuing its journey this year to achieve the Silver award. providing a clear statement to its colleagues and clients that it is committed to ensuring a diverse and equal industry.

BENNETT PROJECTS

In 2023, Bennett continues to have a diversified portfolio, including works on data centres, both new build and fit-outs, new build offices, multi-storey new build residential and retail fit-out/remodelling works in Ireland. In the UK, its workload continues to be in the residential and hotel sectors, with delivery for repeat and new clients remaining a key focus.

Its recent and current projects include East Road in Dublin’s North Docklands, with Eagle Street and Harrison Street. The project will be known as Marshall Yard and includes the delivery of 554 BTR residential units, 43,162 sq feet of commercial space comprising offices, a café, food hub, creche, a dedicated men’s shed facility and retail offerings across the 2.3-hectare site. Practical completion is

BENNETT (CONSTRUCTION) LTD

TOTAL TURNOVER: €345M

ROI TURNOVER: €265M

INTERNATIONAL TURNOVER: €80M

YEAR-END: 31/12/2022

ADDRESS: Forest Park, Mullingar, Co Westmeath.

PHONE: 044 934 6000

WEB: www.bennettconstruction.com

LINKEDIN: Bennett Construction

TWITTER: @bennettconstr

KEY EXECUTIVES: Paul Bruton, Joint Managing Director; Paul McGee, Joint Managing Director; Michael Pigott, Director; Jim Bennett, Director; Stephen Bennett, Director

KEY ACTIVITIES: General building, residential, commercial and data centres.

expected in Q1 2026.

Works continue on its Camden Yard project on Kevin Street, Dublin, a large mixed-use project; RCSI’s new state-of-the-art education and research building on St Stephen’s Green; and a social housing scheme in Chapelizod.

Bennett recently completed a new store for Primark in Dundrum and has commenced working on remodelling their Artane store.

In London, Bennett is currently constructing several large high-density residential projects, including 9 Osier Way, London, a residential development consisting of 196 units; Winstanley Park consisting of 126 residential units; and Travelodge Oval, a new 96-bedroom hotel. It is also continuing to work on the Greenwich Millennium Village (GMV) development, delivering an additional 306 residential units, bringing the total number of residential units to over 600 delivered by Bennett under the GMV scheme.

CGI of Camden Yard, London.

CGI of RCSI’s new state-of-the-art education and research building on Stephen’s Green Dublin.

CGI of East Road project, North Docklands, Dublin.

Headquartered in Galway, JJ Rhatigan & Company is one of the most recognisable names in the Irish construction industry. With a €1bn pipeline of projects, JJ Rhatigan is continuously strengthening its position as a competitive, highquality, safe, sustainable and innovative Tier-1 main contractor.

JJ Rhatigan has witnessed massive changes over the past seven decades and has managed to drive the business forward to where it is today as a successful employer, leading the construction industry with substantial operations in Ireland and the UK whilst maintaining exceptional balance sheet strength. Significant management progressions have positioned the company to avail of large-scale opportunities over the next five years and into the long term. This ensures its ability to scale while maintaining a high level of governance and oversight.

JJ RHATIGAN PROJECT PORTFOLIO

JJ Rhatigan has a range of major projects, both completed and currently underway.

The end of 2022 saw the company complete McGarrell Reilly’s exceptional Charlemont Square development, a transformative regeneration project in the heart of Dublin 2. This award-winning mixed-use development has achieved placemaking excellence with over 260 homes, artfully designed public realm areas and office accommodation, almost half of which is occupied by anchor tenant Amazon.

JJ Rhatigan also recently handed over this €35m Technology, Society and Innovation (TSI) Building for Maynooth University, declared “a poster child in terms of programme, quality and coordination”. Amongst others delivered or on the cusp of delivery are the Advanced Building Solution projects for the IDA in Limerick and Waterford and the HSE Residential Care Centre in Tuam.

Projects currently underway in Dublin include Trinity College Dublin’s E3 Learning Foundry, a state-of-the-art building at the eastern end of the Trinity College Dublin campus in Dublin 2 and a much-needed housing project for South Dublin County Council in Tallaght, delivering 133 homes by mid-2024.

9 JJ RHATIGAN & COMPANY

TOTAL TURNOVER: €320M

ROI TURNOVER: €229.70M

INTERNATIONAL TURNOVER: €90.3M

YEAR-END: 31/12/22

ADDRESS: Wolfe Tone House, Fr Griffin Road, Galway.

WEB: www.jjrhatigan.com

LINKEDIN: JJ Rhatigan & Company

TWITTER: @JJRhatigan

KEY EXECUTIVES: Padraic Rhatigan, Chairman and Group Managing Director; Ger Ronayne, Chief Executive Officer; Gerry Kelly, Group Chief Financial Officer; Sean Rhatigan, Corporate Services Director; Niall Higgins, Chief Operations Officer; Francis Mulry, Chief Commercial Officer; Lorna Tyrell, Chief Financial Officer; Deirdre Bennett, Chief People Officer.

KEY ACTIVITIES: Main Contractor, General Building.

Also progressing well is the Higher Education Bundle 1 PPP, which focuses on STEM, ICT, Engineering and Life Sciences facilities at six technological universities in various locations around Ireland. When completed, these facilities will provide for 5,147 additional student places.

Over the next eight months, JJ Rhatigan will continue to work on Phase 2 Student Accommodation in Galway University; four Design & Build schools for the Department of Education across Limerick and Cork; as well as mixed-use redevelopments in Maidenhead, Guildford and Three Kings Mayfair, London. The company is also significantly advanced in its transformation of Crown Square in Wellpark, Galway, with the commencement of the 180-bed, four-star hotel on the campus.

SUSTAINABILITY

With the world around us changing all the time and with mounting pressure on scarce resources, the need to protect the environment and keep us safe will continue to shape JJ Rhatigan’s business as a responsible, committed and passionate contractor with a big vision to embrace the future and all that comes with it.

As an innovative and future-focused company, JJ Rhatigan is committed to investing in the development, well-being, and satisfaction of its people and supply chain partners and to ensuring the long-term viability and sustainability of the business.

Charlemont Square Development, Dublin.

TSI Building, Maynooth University.

Solicitors specialising in:

Construction Law

The Build Environment

Dispute Resolution

Corporate Training & Seminars

Contract Reviews and Drafting

a: Osprey Business Centre, Naas, Co Kildare

p: +353 01 639 2911

e: henry.hathaway@hathawaysolicitors.ie

w: www.hathawaysolicitors.ie

Henry Hathaway Solicitors is a niche law firm that is tailored and designed to cater specifically to the construction industry.

Henry Hathaway qualified originally as a Civil & Structural Engineer and has previously spent twelve years in the construction industry representing both Contractors and Engineering Clients. He is a practising solicitor in both Ireland and England and Wales. He acts for clients in relation to disputes and litigation as well as regularly advising on dispute avoidance and alternative dispute resolution. He also acts on non-contentious matters on smalland large-scale construction projects using his

extensive knowledge of the industry both in Ireland and the UK.

Henry Hathaway Solicitors provides bespoke training and development progammes for construction companies, which cover areas of contract formation and interpretation, claims in loss expense, and interim and final account disputes. These programmes are suitable for companies that require advice on the compiling of claims, that have payment disputes and to support those who require legal assistance in the process of administering their contracts.

Murphy Ireland is a leading multi-disciplinary engineering and construction company that directly employs over 700 engineers, designers, technicians, managers, and operatives in Ireland and over 5,000 between Canada and Great Britain.

An integral part of the wider Murphy Group, Murphy’s Irish operations have been headquartered in Newbridge, Co Kildare, since 1968. Over 50 years on, Murphy Ireland has built a reputation for quality and excellence, offering industry-leading services in civil engineering, transport infrastructure, piling, tunnelling, structural steel, electrical services, pipe fabrication and weld testing, as well as fully integrated turnkey solutions to both the municipal and industrial water sectors, encompassing all aspects of design, construction, operation and maintenance.

Murphy Ireland’s 50 years of experience and the reputation for quality, excellence and direct delivery has resulted in a growing dominance in the civil engineering sector.

MURPHY IRELAND PROJECTS

Recent projects include ESB Flexgen for Atlantic Projects; Portloman WTP; Donegal Villages and Ringsend SLE for Irish Water; Phase 5 of the Dodder Greenway for South Dublin County Council; the SWOS Security project; and the ongoing Network Services Framework for Gas Networks Ireland; Huddersfield Energy & Recycling Facility for Yorkshire Water; and the Sellindge Convertor station for National Grid in the UK. This is just a small sample of the breadth of work Murphy Ireland is now engaged in.

Murphy was recently awarded the Dublin Port Framework, an important part of the ongoing development of this key element in the success of Ireland’s economy. In the UK, it was awarded Butlers WTP as part of its eight-year framework with South East Water.

Murphy Ireland has offices in Grange Hall, Newry, Citywest and Newbridge and has recently opened new offices in Cookstown. Murphy enjoys trusted and long-standing relationships with clients such as Gas Networks Ireland, Irish Water, South East Water and Aughinish Alumina Ltd.

In 2022 it commenced the redevelopment of its facilities in Newbridge to accommodate its expanding steel and pipe fabrication businesses. It is also constructing new stainless steel fabrication and testing facilities, further increasing the scope of works it can selfdeliver.

The company also manufactures a broad range of items, including steel bridges for export to support Murphy Group projects throughout the UK, at its steel fabrication facility in Kildare.

SUSTAINABILITY

Murphy is committed to delivering a positive and lasting legacy. The company has been investing heavily in its green plant and vehicle fleet in recent years and has aggressive plans to reach carbon neutrality as soon as possible.

“Our self-delivery model is a major advantage, which allows us complete control of the programme, quality and safety on a project,” John G Murphy, Managing Director, Murphy Ireland, says. “But the driving force behind our success is ultimately our people. Murphy has a reputation for looking after its employees and for good reason. We see our people as our greatest asset. Our values are often what make people want to work for us and stay with us, so we strive to incorporate them into everything that we do.”

MURPHY IRELAND

TOTAL TURNOVER: €225M

ROI TURNOVER: €185M

INTERNATIONAL TURNOVER: €40M

YEAR-END: 31/12/2022

ADDRESS: Great Connell, Newbridge, Co Kildare. PHONE: 045 431384

WEB: www.murphygroup.com/ie

LINKEDIN: Murphy Ireland

TWITTER: @jmurphyandsons

KEY EXECUTIVES: John G Murphy, Managing Director.

KEY ACTIVITIES: Main Contractor/General Contractor.

Stillorgan Reservoir, Dublin.

In business for over 50 years, Wills Bros is a civil engineering contractor at the forefront of national infrastructure development in both Ireland and the UK. As a family-run business, Wills Bros takes pride in the high standards it achieves in its projects, which results in numerous repeat contracts in both Ireland and the UK.

WILLS BROS PROJECTS

Wills Bros’ project experience ranges from road design and build contracts, such as the recently opened N5 Turlough to Westport Road project in Co Mayo, and the A6 Dungiven and Drumahoe Road, Co Derry, to mining, marine works, road realignments, site developments, water-related services, telecommunications, landfill remediation, leisure and public amenity projects, such as recently completed Kerdiffstown Park project in Co Kildare.

WILLS BROS CLIENT BASE

Wills Bros’ client base includes various local authorities, Transport Infrastructure Ireland, Transport Scotland, Department of Infrastructure – Northern Ireland, Gypsum Industries, Uisce

WILLS BROS

TOTAL TURNOVER: €200M

ROI TURNOVER: €126M

INTERNATIONAL TURNOVER: €74M

YEAR-END: 31/12/2022

ADDRESS: Ballylahan Bridge, Foxford, Co Mayo.

PHONE: 094 925 6221

WEB: www.willsbros.com

LINKEDIN: Wills Bros Ltd

TWITTER: @Wills_Bros

FACEBOOK: Wills Bros

KEY EXECUTIVES: Charles Wills, Managing Director; James Wills, Company Secretary; Aidan McCaul, Contracts Director; Jonathan Wills, Contracts Director; Gary Curran, Commercial Director; Trevor Wills, Legal Director; Timothy Wills, Operations Director.

KEY ACTIVITIES: Civil Engineering Contracting.

Éireann, OPW, Xerox, Microsoft, Apple, Glanbia, Anglo American Mining, Tara Mines, Scottish Enterprise, Port of Cork, IDA Ireland, Dublin Port, Pfizer and many other blue-chip multinationals in the technology and pharmaceutical sectors.

WILLS BROS MANAGEMENT SYSTEMS

Wills Bros’ quality management system is certified to IS EN ISO 9001:2015 accreditation as civil engineering contractors specialising in design, construction and project management of contracted works. The company employs approximately 400 people, with a safety record among the highest rating level.

The A6 Dungiven and Drumahoe Road in Co Derry.

Kerdiffstown Park project in Co Kildare.

Ardmac delivers high-value workspaces and technical environments in Ireland, the UK, across mainland Europe and further afield. Headquartered in Dublin, with offices in Manchester, Craigavon, Cork, Brussels and Switzerland, Ardmac supports projects all over Ireland, the UK, Denmark, Belgium, the Netherlands, Germany, Austria, Switzerland, Finland, and recently in Africa.

SERVICES

Ardmac has been providing high-quality spaces to fast-moving and evolving markets for more than 45 years. It is a leading global provider of cleanrooms, data centres, electric vehicle battery facilities, office fit-out and modular solutions.

ARDMAC MARKETS

Providing trade contracting and main contracting solutions, the markets served by Ardmac include data centres, semiconductors, pharmaceuticals, EV battery, med-tech, and commercial offices. It has worked on projects for over 80% of global FDI pharma and technology companies in Ireland and Europe.

ARDMAC CLIENTS

Ardmac has recently been working on cleanroom projects for WuXi, Bayer, Pfizer, Janssen, Abbvie and Boston Scientific, hyperscale data centres across Europe and major commercial office fit-out projects.

ARDMAC OPERATIONS

In 2020, Ardmac welcomed Cental to its group of companies. Cental is a leading provider of advanced modular infrastructure to the data centre, utilities, and telecoms industries. It also entered into a partnership agreement with US-based Germfree Laboratories, a specialist in the design, engineering, and manufacturing of advanced biological containment laboratories.

Subsequently, Ardmac has been able to launch Germfree in Europe. Germfree provides a fast, flexible solution for modular,

ARDMAC GROUP LIMITED

TOTAL TURNOVER: €193.5M

ROI TURNOVER: €112.2M

INTERNATIONAL TURNOVER: €81.3M

YEAR-END: 31/12/2022

ADDRESS: Swords Business Campus, Balheary Road, Swords, Co Dublin.

PHONE: 01 894 8800

WEB: www.ardmac.com

LINKEDIN: ardmac-ltd

TWITTER: @ArdmacLtd

KEY EXECUTIVES: Ronan Quinn, Chief Executive Officer; Alan Coakley, Chief Operations Officer; Roy Millar, Chief Business Officer; Neil Parkinson, Chief Financial Officer; Enda Murphy, Managing Director Cleanrooms; Jason Casey, Managing Director Operations; Michael Quinn, Managing Director, Offsite Manufacturing & Engineering.

KEY ACTIVITIES: Main and Specialist Contractor.

on-demand and high-value workspaces to support the life sciences sectors. These workspaces can be constructed and deployed within weeks for a rapid response to meet critical needs.

SAFETY FIRST’ PROGRAMME

Ardmac’s dedicated ‘Safety First’ programme is a significant contributor to its excellent safety performance. The programme is designed to embed a safety-conscious mindset, with continuous improvement.

Ardmac works “Smart”, meaning it deploys innovative technology throughout its business to empower its people, drive performance and delight its customers.

It places its customer at the centre and applies Lean construction principles and technology to everything it does. Its goal is to maximise value for customers.

Customers can access project information and performance in real-time on any mobile device. Technology has the power to drastically change the face of the construction sector and Ardmac is committed to staying ahead of the curve.

SETTING NEW STANDARDS

Ardmac believes in setting new standards for the industry and driving innovation. it tailors solutions to clients’ evolving needs, and works hard to harness its unrivalled knowledge and to deliver safety first and excellence as standard across award-winning projects.

Data centres.

EV battery facilities.

Offsite construction.

The mac-group was founded in 2002 with a mission “to construct, restore and repurpose buildings to exceed the expectations of clients, consultants and staff, and to question and improve upon all that has gone before”.

mac developed from a niche interior fit-out contractor into a collaborative construction partner, delivering complex construction, fit-out and design and build projects.

With offices in Birmingham, Dublin and Newry, mac-group has taken a measured approach to growth, targeting collaborative opportunities and consistently delivering a service that exceeds expectations.

ETHOS

Paul McKenna, CEO, mac-group, says that mac-group’s teams build relationships based on partnership and collaboration.

“mac’s professional teams are resilient and have the autonomy

13 MAC-GROUP

TOTAL TURNOVER: €188.7M

ROI TURNOVER: €112.3M

INTERNATIONAL TURNOVER: €76.4M

YEAR-END: 30/06/2022

ADDRESS: South Block, Rockfield, Dundrum, Dublin 16.

PHONE: 01 644 9650

WEB: www.mac-group.com

KEY EXECUTIVES: Paul McKenna, Chief Executive Officer; Brendan Moley, Managing Director; Katrina Polack, Financial Director; Ray O’Sullivan, Country Director UK; Micheal Hollywood, Construction Director; Ronan McGovern, Commercial Director; Colm O’Hanlon, Engineering Director; Peter Browne, Head of Business Development.

KEY ACTIVITIES: Main contractor specialising in the commercial office fit-out, industrial & logistics, residential & life sciences sectors.

to think independently, proposing and implementing solutions, enabling mac to attract and retain the industry’s top professionals,”

Paul McKenna explains. “mac team members are given opportunities to grow and maximise their potential. With significant training and personal development investment, mac is at the forefront of innovative delivery, digital construction and sustainable development.”

PROJECTS

mac has delivered a diverse range of projects in 2022, including several high-profile commercial fit-out projects for Bristol Myers Squibb, Sandvik, Hammerson, Nike and two further projects for Workday.

The Irish construction division delivered two further large-scale logistics projects for IPUT and logistics occupier fit-outs for Kuehne & Nagel and Maersk.

CAT B fit-out, Bristol Myers Squibb, Uxbridge.

IPUT Unit Q2, Aerodrome Business Park.

CAT B fit-out, Workday, Dockline Building, Dublin.

Conack is a general building and civil engineering contractor founded in 2008 by joint managing directors Kieran Cusack and Tom O’Connor. With its headquarters in Limerick, Conack has regional offices in Cork, Dublin, and Galway. The company employs over 200 people directly.

Conack delivers specialist construction solutions to public and private sector clients. Operating across multiple sectors, recently, it has completed works across residential, commercial, healthcare, offices, civic, hospitality, education, retail, pharmaceutical and medical, design and build, and office fit-out sectors.

CONACK’S APPROACH

Conack takes a collaborative approach to project delivery, working closely with clients, staff and its supply chain to ensure projects are delivered efficiently and in a sustainable manner. Kieran Cusack explains how this approach to project delivery has worked for the contractor, its clients and supply chain. “We provide a personal service and pay great attention to the detail of every project. We embrace innovation in materials, construction methods and design, and we incorporate this in all of our projects.”

CONACK CONSTRUCTION

TOTAL

TURNOVER: €152,647,913

ROI TURNOVER: €152,647,913

YEAR-END: 31/12/2022

ADDRESS: Unit 1C, Eastway Business Park, Ballysimon Road, Limerick.

PHONE: 061 310002

WEB: www.conack.ie

LINKEDIN: Conack Construction

TWITTER: @weareconack

KEY EXECUTIVES: Kieran Cusack, Joint Managing Director; Tom O’Connor, Joint Managing Director; Donal O’Donnell, Operations Director; Denis O’Brien, Commercial Director; Paula Shinners, Communications Director; John Sheehan, Financial Controller; Frank Geary, Regional Director; Mike Hession, Regional DIrector.

KEY ACTIVITIES: General Building, Main Contractor.

He continues: “Our motto is to build better together. This means our clients, design teams, construction teams and supply chain are recognised as stakeholders in project delivery. By taking this approach, we have established our ability to compete at all levels with both tier-1 and tier-2 contractors.”

CONACK CONSTRUCTION PROJECTS

Conack is currently working on two residential developments in Dublin, Cherrywood TC1 (€90m), consisting of community and employment facilities, retail and 530 residential units. The €50m Lisieux Park development will provide 200 apartments, a creche and amenity facilities.

DIGITAL CONSTRUCTION

Conack has been transitioning to digital construction techniques over the past number of years. Tom O’Connor explains, “The early-stage use of building information modelling (BIM) data on any project can show the complete building life cycle. Conack is committed to BIM, as it creates transparency throughout the project process as an accurate representation of the project as it is progressed. We are currently pursuing our BIM Level 2 ISO accreditation as part of our 2023 objectives and targets.”

Conack uses Procore, a cloud-based site management platform. Procore construction software manages a construction project from planning to handover. The platform connects every project contributor, including specialist contractors, design team members and client representatives. The ability to communicate across teams makes it easier to collaborate using a single common-data environment.

Conack also uses the Causeway tendering package, which has helped it manage projects and growth successfully.

CONACK STAFF

In closing, Kieran Cusack says, “As our staff are the heart of our business, their full engagement and alignment to the company’s core values and productivity has enhanced the company’s growth.”

The Barrington Building, Dublin.

IDA Advanced Manufacturing Centre, Limerick.

Founded in the 1920s, Elliott Group is one of the most respected construction companies in Ireland and the United Kingdom (UK). Throughout the Elliott family history, construction has played an instrumental role. Three generations later, the team takes pride in delivering a hands-on, first-class service to ensure the highest standards are achieved on every project.

Elliott Group is committed to delivering high-quality projects that meet its clients’ needs while prioritising safety, sustainability, and innovation. It has a team of experienced professionals who work together to ensure successful project outcomes. Elliott Group has a reputation for providing its clients with innovative solutions and quality workmanship. In an ever-changing industry, its hands-on approach has ensured a sustained growth pattern.

PROJECTS

The group has achieved significant project milestones over the past 12 months. Topping out was celebrated on several projects, including an exclusive residential development in Donnybrook, a major regeneration project in Worcester, the Premier Inn site in Cork city, and one of its Adamstown sites in The Crossings development. Progress continues across live sites in Ireland and the UK, including the completion of Phase 1 at the Dominos Commissary in Naas, the commencement in Newbridge for the Kildare GAA home ground stadium and the fit-out of the beautiful Ussher Library in Trinity College.

HEALTH & SAFETY

A large emphasis as always lies on the health and safety of its people and sites, as evidenced by the contractor’s Consistent High Achiever Award from NISO, as well as in the environmental and community aspects of construction, which has seen the company work with the Crann Schools Programme and the installation of ‘Walls of Kindness’ on site hoardings.

The Elliott Group is headquartered in Cavan and operates from

ELLIOTT GROUP

TOTAL TURNOVER: €145M

ROI TURNOVER: €120M

INTERNATIONAL TURNOVER: €25M

YEAR-END: 31/12/2022

ADDRESS: Station House, Drumnavanagh, Cavan, Co Cavan.

PHONE: 049 433 1066

WEB: www.elliottgroup.com

LINKEDIN: Elliott Group Construction

INSTAGRAM: @ElliottGroupConstruction

KEY EXECUTIVES: Darragh Elliott, Managing Director ROI; Noel Elliott, Managing Director UK; Ray Fallon, Group Finance Director; Gary O’Sullivan, Construction Director; Eddie Sheridan, Commercial Director; Matthew O’Dowd, Group HSEQ Director; Will Leahy, Regional Director, Munster; Gareth Cooney, Regional Director, London and South UK; Eddie Campion, Regional Director, Midlands and North UK.

KEY ACTIVITIES: Main Contractor/General Contractor.

permanent offices in Cork, London, and Birmingham, as well as a new office in Rosemount, Dublin.

As a result of its experience and expertise across multiple sectors, including data and energy, fit-out, hospitality, residential, industrial, healthcare and more, It has maintained sustained growth across all regions.

With the construction at Phase 1 of The Crossings reaching its highest point, Elliott Group welcomed guests on site to celebrate the enormous progress and successes made by the entire team.

Completion of the Windmill residential development in Clonsilla, a 211-apartment complex.

Extension and refurbishment at Dominos Pizza dough manufacturing facility, Naas, Co Kildare.

Eglinton Road in Donnybrook is an exclusive residential development for Richmond Homes which will provide 139 apartments, nine duplex units and resident amenities.

International Rugby Experience, Limerick

ERRIGAL CONTRACTS LIMITED

TOTAL TURNOVER:

ROI TURNOVER: €37M

€141M

INTERNATIONAL TURNOVER: €104M

YEAR END: 31/12/2022

ADDRESS: Ardginny Killybrone Co Monaghan.

PHONE: 47 70709

WEB: www.errigalcontracts.com

LINKEDIN: Errigal Contracts Ltd

TWITTER: @ErrigalGroup

KEY EXECUTIVES: Damien Treanor, Joint Managing Director; Cormac McCloskey, Joint Managing Director.

KEY ACTIVITIES: Specialist Fit-Out and Cladding Contracting

Errigal was founded in 1996 by co-owners and joint managing directors Damien Treanor and Cormac McCloskey. Its headquarters in Monaghan has a dedicated manufacturing facility, with regional offices in London, Derry, Zurich, Amsterdam and, more recently, Frankfurt.

The company has carved a niche in the construction market in Ireland, the UK, and mainland Europe as a specialist contractor in partition systems, external façades, interior fit-outs, ceilings, and bespoke solutions. Errigal is internationally respected for its unique ability to provide specialist fit-out and cladding services on construction projects of all types, sizes and locations.

INNOVATION

Errigal has a £20m off-site manufacturing base at the 70-acre former Enkalon industrial estate in Co Antrim. Ongoing development at the site and targeted growth in off-site assembly will enable the contractor to take the opportunity to grow with its clients and achieve an annual turnover of more than £300m over the next five years.

Damien Treanor has over 30 years of experience in the construction industry in the UK, Ireland and internationally. Treanor is dedicated to people, community and industry development and is the driving force behind ‘The Errigal Way’. This ethos is reflected in the team at Errigal, who are committed to doing their very best, however big or small the challenge might be.

Cormac McCloskey is widely known as the operational powerhouse of Errigal. He has steered many of the company’s successful projects with a can-do approach while building trusted long-term partnerships.

17

FLYNN MANAGEMENT & CONTRACTORS

TOTAL TURNOVER: €132M

ROI TURNOVER: €101.3M

INTERNATIONAL TURNOVER: €30.7M

YEAR END: 31/12/2022

ADDRESS: Flynn House, Blackwater Road, Glasnevin, Dublin 11.

PHONE: 01 850 3000

WEB: www.flynnmc.com

LINKEDIN: Flynn Management & Contractors Ltd

TWITTER: @FlynnManagement

INSTAGRAM: @flynn_pre

KEY EXECUTIVES: Kevin Flynn, Managing Director; Mick Flynn, Operations Director; Derek Murphy, Financial Director; Cormac McKenna, Regional Director (Ireland East & Europe); Alan Nevin, Commercial Director; Keith Oliver, Projects Director; Noel Cusack, Projects Director.

KEY ACTIVITIES: Critical Environments, Pharma, Data Centre, General Contracting, Commercial Fit-Outs.

Flynn has been in business for 19 years and provides a comprehensive range of mission-critical projects, construction management, fit-out and main contracting services. It is an international construction business that executes projects across the island of Ireland, the UK and mainland Europe.

The directors of Flynn have diversified the business, both sectorally and geographically, over recent years. This has been achieved while maintaining its consistent project approach by forging strong relationships with people, partners, subcontractors and clients.

FLYNN PROJECTS

Recently completed projects include the International Rugby Experience, Limerick: 16 St Stephens Green; New Century House; 2 Cumberland Place; The Guinness Enterprise Centre; OPW 1GQ; and the Diageo Kegline Project.

Flynn has also completed several mission-critical projects, including data centres in Dublin, London, Frankfurt and Denmark; biopharma projects in Dublin, Galway and Limerick; Processing Facilities in Kerry and Dublin, and aviation projects in Dublin, Shannon and Cork.

Regionally in Ireland, Flynn has constructed primary care centres in Tralee, Ballincollig and Fermoy; Fairgreen student accommodation in Galway; and Boston Scientific facilities in Galway.

SUSTAINABILITY

Flynn takes a holistic approach to sustainability, incorporating this into its company culture and all work it undertakes. Managing director Kevin Flynn comments: “At Flynn, we take our ESG responsibilities seriously, and they are at the cornerstone of everything we do.”

22 Bishops Gate, London. (Lourdas Photography)

Ennis Primary Care Centre. 18

MONAMI CONSTRUCTION

TOTAL TURNOVER: €126,399,760

ROI TURNOVER: €126,399,760

YEAR END: 31/12/2022

ADDRESS: Unit 12 Briarhill Business Park, Ballybrit, Galway.

PHONE: 091 876312

WEB: www.monami.ie

LINKEDIN: Monami Construction

KEY EXECUTIVES: Brendan Davey, Director; Bryan Quille, Director; Trevor Cavanagh, Regional Director; Sean Garvey, Regional Director; Darran Hennessy, Regional Director; Robert Conneely, Regional Director; Lorchan Hoyne, Regional Director; Mary McGing, Chief Financial Officer.

KEY ACTIVITIES: Main Contractor, General Building.

Monami Construction provides a dynamic, innovative and highly experienced building service to construction industry clients. With offices in Galway, Dublin and Limerick, it has extensive expertise in a wide range of sectors within the construction industry, including commercial, healthcare, residential, hotel and leisure, industrial and educational.

MONAMI CONSTRUCTION PEOPLE

Monami employs a dedicated team of highly-educated and talented professionals whose individual experience is supported through the company’s integrated quality management structure.

“At Monami, we place a strong emphasis on ensuring that sufficient financial and managerial resources are assigned to each of our projects to guarantee successful project completion,” comments Brendan Davey, Director, Monami. “The integrity of our staff and completed projects form the cornerstone of our established reputation as a quality building service provider. We have established a reputation for trustworthiness and for delivering quality projects to a continuously expanding and highly reputable client base.”

He continues: “At Monami, our ethos is to provide our clients with a superior construction service by continually improving our quality processes, providing exceptional project management capabilities and adding value through proactive and innovative solutions. We have completed numerous projects for many of Ireland’s foremost companies and institutions, and our continued high level of repeat business and referrals is a testament to our commitment to delivering a bespoke and quality service.”

MONAMI CONSTRUCTION SYSTEMS

Monami Construction operates a quality management system certified to the ISO9001 Standard and is a registered member of CIRI (Construction Industry Register Ireland), the national register for competent builders. In addition, Monami Construction’s health and safety management system is certified to ISO45001 Standard and endorsed by the Institution of Occupational Safety & Health (IOSH). Its environmental management system is certified to ISO14001 Standard. It is a member of the Construction Industry Federation, Master Builders & Contractors Association, Homebond and the National Irish Safety Organisation (NISO).

19

JONS CIVIL ENGINEERING COMPANY LTD

TOTAL TURNOVER: €102M

ROI TURNOVER: €102M

YEAR END: 31/08/2022

ADDRESS: Carranstown, Duleek, Co Meath.

PHONE: 041 982 3682

WEB: www.jonscivil.ie

LINKEDIN: Jons Civil Engineering Company Ltd

KEY EXECUTIVES: John Pentony, Managing Director. Management Team: John Killen, Barry Mathers, David Lenehan, Gerry Caffrey, Gina Gibbons, David Pentony.

KEY ACTIVITIES: Main Contractor, Civil Engineering.

Jons Civil Engineering Company Ltd (JCEL) has been in operation since 1983 and has successfully delivered over 350 major infrastructural projects.

Over the past 40 years, JCEL has specialised in the innovative execution of complex civil engineering works, deploying direct skills and knowledge, as well as its large fleet of modern plant and equipment, to support the infrastructure projects of key clients. These include city and county councils, Transport Infrastructure Ireland (TII), Office of Public Works (OPW), Irish Rail, Uisce Éireann and the National Transport Authority (NTA), as well as many private companies.

JONS CIVIL ENGINEERING PROJECTS

Current projects include the 22km N22 Baile Bhuirne to Macroom Road scheme, a joint venture with John Cradock Ltd; Motorway maintenance and renewals contracts, a joint venture with Globalvia; the Athlone Marina Pedestrian and Cycleway Bridge, Salmon Weir Pedestrian and Cycle Bridge (Galway); Grange Road to Tramore Valley Park Pedestrian & Cycle Link (Cork); Guinness Bridge, Farmleigh (Dublin), Royal Canal Greenway Phase 3 (RCP3) and Phase 2 of the Ulster Canal restoration project.

JONS CIVIL ENGINEERING PROJECTS CULTURE

JCEL is committed to creating a successful and sustainable work environment where everyone is treated with dignity, fairness and respect. It works to enable collaboration with its partners and key clients to deliver critical infrastructure projects while exercising the company’s values of safety, engineering excellence, respect, collaboration, cost control and efficiency.

N22 Baile Bhuirne to Macroom Road scheme.

Recently completed co-living project for Niche Living, the first of its kind in the country.

21 ABM GROUP

TOTAL TURNOVER: €98M

ROI TURNOVER: €70M

INTERNATIONAL TURNOVER: €28M

YEAR END: 31/12/2022

ADDRESS: Unit 2B, Feltrim Business Park, Drynam Road, Swords, Co Dublin.

PHONE: 01 883 3016

WEB: www.abmdesignandbuild.com

LINKEDIN: ABM Europe

TOWNMORE CONSTRUCTION

TOTAL TURNOVER: €101M

ROI TURNOVER: €75M

INTERNATIONAL TURNOVER: €26M

YEAR END: 31/12/2022

ADDRESS: Clonminch Hi-Tech Park, Tullamore, Co Offaly.

PHONE: 057 935 2761

WEB: www.townmore.ie

LINKEDIN: Townmore Construction

TWITTER: @Townmore

KEY EXECUTIVES: James Godley, Managing Director; Kevin Enright, Commercial Director; Sean Corroon, Group Financial Director; Seamus Quirke, Construction Director; Jacqueline Screeney, HR Director; Mark Cronin, Associate Director; William Finlay, Commercial Manager; Denis Murphy, Commercial Manager; Finbarr Marrett, Engineering Manager.

KEY ACTIVITIES: Main Contracting, Management Contracting, Design & Build, Cleanroom Construction.

Townmore was established in Tullamore, Co Offaly, by the Screeney family. Over the past 15 years, the company has become an international contracting business with offices in Dublin, Cork, and London, with its headquarters in Tullamore.

With over 100 staff members, Townmore has a strong reputation in numerous sectors, including residential, hospitality, healthcare, education and specialist cleanroom works.

Townmore established its specialist cleanroom division in 2017. This has developed a strong offering, with many multinationals repeat clients, including GSK, Mylan, Jabil and Merck.

TOWNMORE PROJECTS

In recent years, Townmore has delivered many high-profile hospitality projects throughout Dublin and Cork, including the Conrad, the Maldron, the Mont, and Rezz in Cork. It has more recently completed works on new hotels at Goffs and Dame Lane, as well as commencing a new hotel project in Rathmines.

On the healthcare front, Townmore has a strong reputation for delivering primary care centres (PCCs), having completed PCCs in Tullamore, Cobh and Balbriggan. Works are currently underway on centres in Roscrea and Nenagh, with a further two in the pipeline.

With over 1,000 residential units underway, Townmore has a strong reputation for the delivery of houses and apartments across the country, working for large private clients, including Lioncor, Bartra and Bluemont, as well as several local authorities. The challenges of inflating materials costs and a lack of labour have resulted in Townmore exploring new avenues of construction, increasing its use of modern methods of construction, and developing its teams’ skillsets.

KEY EXECUTIVES: Pat O’Neill, Company Director; Sean Minihane, Company Director; Brendan O’Neill, Company Director.

KEY ACTIVITIES: General Building, Civil Engineering.

Established in 1994, headquartered in Swords, Co Dublin, and operating internationally, ABM Group is a market leader in construction, civil engineering and the manufacturing of precast concrete and bridge formwork products.

ABM GROUP SERVICES

ABM Group has built its business on the quality of its people and relationships with clients, delivering construction and civil engineering projects to government agencies, private developers, major retailers, and international civil engineering contractors.

ABM GROUP PROJECTS

The contractor has demonstrated its infrastructure capabilities by consistently delivering for clients such as the Department of Education and Skills, where ABM has completed over 1.5 million sq feet of school projects to the value of €270m. It has also provided social housing for local authorities, as well as developing key projects at Dublin Airport and for Irish port companies.

In the UK and Eastern Europe, ABM continues to build upon established relationships with the leading civil engineering contractors and consultants, participating in many strategically important road, rail and port infrastructure projects.

Educate Together, School, Grace Park Road, Dublin.

reservoir under construction by Coffey for Uisce Éireann.

VISION CONTRACTING

COFFEY

TOTAL TURNOVER: €94.5M

ROI TURNOVER: €87M

UK TURNOVER: €7.5M

YEAR END: 31/12/2022

ADDRESS: Moanbaun, Athenry, Co Galway.

PHONE: 091 844356

WEB: www.coffeygroup.com

LINKEDIN: Coffey

FACEBOOK: @COFFEYCON

TWITTER: @COFFEYGROUP

YOUTUBE: COFFEY-WATER-CIVIL-ENGINEERING

KEY EXECUTIVES: Odran Madden, Managing Director; Simon Coffey, Director of Business Development and Plant; Sean Coffey, Director of Human Resources and IT; Martina O’Connor, Finance Director; Eoin Colgan, Engineering Director; Gary Coffey, HSQE Director; Mark Coffey, Property Director; John Gibbons, Operations Director; Kieran Ryan, Operations Director; Joe Lavan, Commercial Director; Simon Papiernik, UK Operations Director.

KEY ACTIVITIES: Main Contractor, Civil Engineering.

Founded in 1974, Coffey is a family-owned water infrastructure and civil engineering specialist operating in every major construction sector across Ireland and the UK.

Coffey is distinguished by its contracts, which feature innovative solutions, engineering ingenuity, professional construction management, and adherence to the highest safety and quality standards. The company is dedicated to helping its clients gain a competitive advantage through an analytical and inventive approach to design and construction.

Coffey fosters a culture that promotes critical thinking and creative problem-solving and takes pride in its highly responsive and flexible service.

Whenever possible, Coffey prefers to undertake work using its own staff and tradespeople. This policy is central to its commitment to safety and quality. Coffey’s personnel receive extensive training, and their competence to perform their assigned tasks is assured through its integrated management systems, which meet the requirements of ISO 45001:2018, ISO 14001:2015, ISO 44001:2017, ISO 9001:2015, and ISO 50001:2011.

COFFEY SERVICES

Coffey’s range of services includes:

• Water supply and wastewater collection infrastructure

• Road and bridge construction

• Turnkey design, build and operation of water and wastewater treatment plants

• Utilities, renewable energy and power

• Specialist engineering techniques

• Design and construct projects.

TOTAL TURNOVER: €92.5M

ROI TURNOVER: €92.5M

YEAR END: 31/12/2022

ADDRESS: Melbourne House, Melbourne Business Park, Model Farm Road, Cork.

PHONE: 021 487 4930

WEB: www.visioncontracting.ie

LINKEDIN: Vision Contracting

KEY EXECUTIVES: Niall O’Meara, Managing Director; Aidan Drummond, Pharma & Industry Director; Colm Fehily, Commercial Director; Mick Allen, Construction Director; Aidan O’Connell, Construction Director; Diarmaid Daly, Quantity Surveying Director.

KEY ACTIVITIES: Main Contractor/General Contractor.

Founded in 2011, Vision Contracting Limited is a national main contractor and construction management services company headquartered in Cork and operating in several niche market sectors. The business is financially strong and is soundly managed. Growth has been solid and steady as an impressive track record and reputation have been carefully built, with a 2022 turnover of €92.5m and a forecasted turnover for 2023 of €100m plus.

Recognised for undertaking complex projects, Vision Contracting has offices in Cork, Limerick and Dublin. It has an impressive track record in the retail, residential new build, pharma, public works, and refurbishment sectors. It has a proven track record in pre-construction, value engineering, and project and construction management. It provides complete project and building delivery solutions across a diverse range of industries and sectors.

The founding directors have worked together for over 20 years and have a broad and wide range of technical, commercial, and business-related construction experience. This has led to its sustained annual growth over the past decade. The current strategy is to steadily expand operations and capacity, focusing on repeat customer business and negotiated construction opportunities within key sectors.

With over 130 direct employees and growing, Vision Contracting understands the importance of continuous investment in its employees’ skills and professional development.

“Continuous investment in training and the professional development of our staff has been a cornerstone of our success as we actively promote employee career progression,” explains Niall O’Meara, Managing Director. “The construction industry is evolving rapidly; we are ensuring the company and team have the best skills to compete in the expanding market.”

At the recent Irish Construction Excellence (ICE) Awards 2023, Vision Contracting won the Public Realm category for its work on Mallow Castle Demesne.

Vision Contracting’s recently completed portfolio of works includes Kanturk National School, Premier Inn Gloucester Street, Dublin; a new school and sports hall for Gaelcholaiste Chiarrai; and Kilcoolaght Place residential development in Killarney.

Aerial view of the Saggart

Mallow Castle Demesne.

CLANCY CONSTRUCTION LTD

TOTAL TURNOVER: €90,823,335

ROI TURNOVER: €90,823,335

YEAR END: 31/12/2022

ADDRESS: Drangan, Thurles, Co Tipperary.

PHONE: 052 915 2166

WEB: www.clancy.ie

LINKEDIN: Clancy Construction

TWITTER: @Clancy_Drangan

KEY EXECUTIVES: John O’Shaughnessy, Managing Director.

KEY ACTIVITIES: Main Contractor, General Building, Fast-Track Construction.

Clancy Construction’s origins date back to 1947. Today, the contractor plays a pivotal role in the development of Irish construction. Its personnel are recognised leaders in the Irish construction sector, helping drive change, innovation and greater efficiency.

INNOVATION AT CLANCY CONSTRUCTION

In recent years, Clancy invested in the necessary technology to integrate building information modelling (BIM) into its operations and enable its teams to work remotely, facilitating the switching of its project management teams to the virtual environment at the beginning of the Covid-19 pandemic.

CLANCY CONSTRUCTION PROJECTS

At the beginning of Covid-19, Clancy negotiated and delivered two of the quickest, fast-track construction projects ever to be completed in Ireland for HSE Estates. The two 24-bed isolation wards at University Hospital Limerick and Croom Hospital were built in 14 and 17 weeks, respectively. It has since taken on and completed a number of fast-track healthcare projects. Recently, it completed work on an ICU for Tallaght Hospital and Bone Marrow Unit at St James Hospital, Dublin.

It completed work on Trinity College’s Rubrics Building and Chief Steward’s House.

In 2022, Clancy completed work on Bandon Road Student Accommodation in Cork. The use of off-site construction reduced the overall personnel required on the site of the 554-bed light-gauge steel frame with bathroom pods development. An individual apartment block of six storeys in height was constructed and weatherproof in an 18week period, with the internal finishing cycle taking just 16 weeks. Its current projects include Fox Meadows residential development in Kilkenny for its sister company Clancy Homes.

CLANCY OUTLOOK

Clancy Construction approaches 2024 in a strong position, with a strong order book for the remainder of 2023 and filling up steadily for 2024.

GANSON BUILDING & CIVIL ENGINEERING LTD

TOTAL TURNOVER: €85,044,589

ROI TURNOVER: €61,414,926

INTERNATIONAL TURNOVER: €23,629,663

YEAR END: 31/12/2022

ADDRESS: Units 19/20 Balbriggan Business Park, Balbriggan, Co Dublin.

PHONE: 01 690 5716

WEB: www.ganson.ie

LINKEDIN: Ganson Building and Civil Engineering Contractors

TWITTER: @GansonLtd

KEY EXECUTIVES: Paul McQuaid, Managing Director; David Rogers, Managing Director.

KEY ACTIVITIES: General Building, Civil Engineering.

Ganson Building & Civil Engineering Ltd was established in 2003 by joint managing directors David Rogers and Paul McQuaid. Both have over 30 years of experience in the construction industry, managing small- medium- and large-scale projects across Ireland and the UK.

With offices in Dublin and Castlewellan, Co Down, Ganson undertakes projects for public and private clients throughout Ireland and the UK.

The contractor offers a full range of construction services, including management contracting, construction management, design and build, partnering arrangements and traditional contracting. It has recently completed works in the education, healthcare, residential, restoration/refurbishment, hospitality, commercial, industrial, and pharmaceutical sectors.

The majority of Ganson’s workload comes from repeat business, which the contractor’s joint managing directors attribute to Ganson’s competitive edge and reliable execution of projects.

David Rogers explains: “We attribute our continued success to our teams’ vast experience and their relentless attention to detail. We complete all of our projects to the highest standard, on time and within budget, meeting our overriding goal of ensuring client satisfaction on every project.”

Ganson is certified to ISO 9001:2008 and ISO 14001: 2004 standards. It also has had Safe-T-Cert accreditation since 2012. It deploys significant resources to maintain a safe working environment for all employees and ensure best practice is adhered to in all areas of health and safety.

Ganson continues to invest in modern business practices and management techniques to ensure that it remains at the cutting edge of its industry.

Paul McQuaid explains: “Looking to the future, we continually analyse how we operate with a view to growing the business in a sustainable way to deliver in new and innovative ways. Our goal has always been to deliver quality projects and value for money to our clients,” he concludes.

Bandon Road Student Accommodation, Cork.

St Laurence O’Toole School, Dublin.

DUGGAN BROTHERS (CONTRACTORS) LTD

TOTAL TURNOVER: €85M

ROI TURNOVER: €85M

YEAR END: 31/12/2022

ADDRESS: Richmond, Templemore, Co Tipperary.

PHONE: 0504 31311

WEB: www.dugganbrothers.ie

LINKEDIN: Duggan Brothers Contractors Limited

TWITTER: @Duggan_Brothers

KEY EXECUTIVES: David Duggan, Joint Managing Director; Seamus Duggan, Joint Managing Director; Conor Scott, Financial Director; John Butler, Contracts Director; Eddie Cleary, Contracts Director.

KEY ACTIVITIES: Main Contractor, General Building.

January marked the beginning of a special year for Duggan Brothers – the 100th anniversary of the company’s foundation in 1923. Since then, Duggan Brothers has completed circa 1,000 projects in both the private and public sectors, growing from a tiny acorn into a large, third-generation, family-owned general building contractor working from the head office in Templemore, Co Tipperary, with Dublin, and Cork regional offices. The company operates across all sectors, such as commercial, residential, healthcare, education, conservation and pharmaceutical.

Duggan Brothers employs approximately 120 skilled and experienced staff, largely fulfilling managerial, technical, and supervisory roles. This year the company is anticipating a turnover of circa €120m. Central to the company’s success is the fact that it has firmly remained a family business instilled with strong values, now led by the third generation of the Duggan family, brothers – David and Seamus Duggan.

David Duggan, Joint Managing Director, says, “We are privileged to have such talented employees who have served the company throughout our history, along with a fantastic supply chain who work every day to serve our clients and assist to advance our endeavours within the industry.”

Seamus Duggan, Joint Managing Director, adds, “Duggan Brothers is a family-run business with strong core values. We pride ourselves on our workmanship, our professional and collaborative approach, and our overarching desire to safely construct good buildings to the highest standard.”

Key projects which Duggan has completed in recent times include the Dominick Street Regeneration Project (€40m), The Woodside Development (€40m) and Sean Foster Apartment Development (€10m), both providing much-needed social housing for Dublin City Council.

The Woodside Development won the ‘Social & Affordable Housing – Over €5m’ category at the Irish Construction Excellence Awards 2023. Duggan Brothers also received the ‘Health, Safety, & Wellbeing Initiative -T/O under €200m’ award for its ‘Bringing Safety back to Site’ initiative.

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GEM CONSTRUCTION

TOTAL TURNOVER: €84.6M

ROI TURNOVER: €84.6M

YEAR END: 30/06/2022

ADDRESS: Athlone Road, Longford.

PHONE: 01 885 0432

WEB: www.gemgroup.ie

LINKEDIN: Gem Construction Co Ltd

TWITTER: @gemconstruction

KEY EXECUTIVES: Martin Healy, Joint Managing Director; Vincent Fay, Joint Managing Director.

KEY ACTIVITIES: Main Contractor, General Building.

GEM Construction, with 45 years of experience, has emerged as one of the top players in the industry. With a steadfast commitment to excellence and a strategic focus on contributing to the Irish government’s “Housing for All” plan, GEM Construction has established itself as a key player in the residential sector.

The company’s impressive track record speaks for itself, with an average delivery of 7.5 residential units per week. GEM Construction’s ability to consistently meet this target is a testament to its expertise and efficiency in executing projects.

Setting itself apart from competitors, GEM operates as both a developer and a construction firm, an integrated approach that offers significant advantages. By combining these two disciplines under one umbrella, the company achieves enhanced efficiency and streamlined processes. Dealing with stakeholders from an early stage empowers GEM to proactively address potential issues, resulting in successful project outcomes.

GEM’s expertise and reputation have led to exciting collaborations with prestigious entities such as Dublin City Council, Fingal County Council, and Dún Laoghaire-Rathdown County Council. The company’s construction team is currently engaged in tendering processes for upcoming projects, demonstrating its continued growth and influence in the industry.

Throughout its journey, GEM has experienced remarkable expansion; this outstanding growth is accompanied by an increase in the company’s management team, now consisting of 70 professionals dedicated to driving success. GEM Construction’s direct employment on sites has also surged, employing 500 individuals, five times more than pre-2008 property market conditions.

At the heart of GEM’s achievements lies a commitment to integrating development and construction expertise, empowering the company to deliver exceptional results. By managing all aspects of its projects in-house, GEM ensures direct control and accountability, avoiding dependence on external entities.

With an unwavering dedication to quality, efficiency, and stakeholder collaboration, GEM continues to shape the Irish construction landscape, fulfilling housing needs and contributing to the realisation of the government’s Housing for All vision.

Wren Urban Nest, Dublin.

The Willows, Dunshaughlin, Co Meath.

STEWART CONSTRUCTION

TOTAL TURNOVER: €63M

ROI TURNOVER: €63M

YEAR END: 31/12/2022

ADDRESS: Head Office: 43 Lower Salthill, Galway.

Dublin Office: 70 Waterloo Road, Ballsbridge, Dublin 4.

PHONE: 091 524455 01 901 1290

WEB: www.stewart.ie

LINKEDIN: stewartconstruction

INSTAGRAM: @stewartconstruction_ireland

TWITTER: @Stewart_Constru

FACEBOOK: Stewart Construction

KEY EXECUTIVES: Seán Stewart, Chairman; Brian Gorman, Managing Director; Rachael Stewart, Business Development Director; Gerard Conway, Financial Director; Roy Pickford, Regional Director; Tracey O’Mahony, Legal Director.

KEY ACTIVITIES: General Building, Main Contractor.

Stewart Construction, a fourth-generation family-owned contractor, was founded in Galway in 1902. The company fosters collaborative working and supports diversity in the workplace, promoting an industry with healthy career choices to attract future talent in a maturing and professional sector.

Stewart Construction’s success has been driven by its robust management and recognised expertise in design and build solutions, which have enabled it to develop and sustain long-term relationships with key clients.

A core expertise in green building and modern methods of construction (MMC) drives the contractor’s sustainability agenda to strengthen building performance at all stages of the life cycle. The company was a recent winner at the Irish Construction Excellence Awards 2023 for ‘Project of the Year’ for the iconic LEED Gold ‘Central Plaza’ project on Dame St, Dublin. The project is one of the largest redevelopment projects Dublin city centre has seen, and the reimagining of the city centre property to a new space is in line with Project Ireland 2040. The success of the project has been all about applying new thinking and modern design and construction to redefine and sustain this building to ensure it remains both relevant and valued well into the future. Retaining the original structure and façade of the building resulted in a saving of 10,000 tonnes of carbon on this LEED Gold Building.

To support its ‘Carbon Roadmap to 2030’, Stewart Construction continues to embrace sustainable construction supported by automated technologies and an increased focus on modern methods of construction. Examples include; the off-site fabrication of pods for hotel projects and the off-site fabrication of plantrooms for medtech clients.

Stewart Construction is a Deloitte ‘Gold Standard Best Managed Company’.

PURCELL CONSTRUCTION

TOTAL TURNOVER: €60.3M

ROI TURNOVER: €60.3M

YEAR END: 31/12/2022

ADDRESS: 57 Briarhill Business Park, Ballybrit, Galway.

PHONE: 091 780800

WEB: www.purcell.ie

LINKEDIN: Purcell Construction

KEY EXECUTIVES: Derek Timlin, Managing Director; Gerry Dolan, Construction Director; Alan Lawless, Construction Director; Maria O’Connor, Financial Director; Tom O’Sullivan, Estimating Director; Tom Whelan, Commercial Director.

KEY ACTIVITIES: Main Contractor, General Contracting.

Purcell Construction was established in 1988 and has since grown to become a leading contractor. Operating from its head office in Galway, with a regional office in Dublin, it has worked nationwide with some of Ireland’s leading design and project management teams, successfully completing many prestigious and award-winning projects.

It is proud of its reputation as a people-focused, progressive and professional company with a high level of experience and expertise in the following sectors:

• Civic and amenity,

• Conservation and restoration,

• Commercial and fit out,

• Residential,

• Healthcare,

• Pharma and industrial,

• Education, and,

• Tourism and leisure.

Purcell’s core objective is to meet and exceed its clients’ expectations and this is inherent in everything that it does.

National Train Control Centre, Heuston Station, Dublin.

Lower House, Grangegorman, Dublin.

Central Plaza, Dame St, Dublin.

Established in 1975, Mannings Construction Group is an innovative main contractor and design/build partner providing fast-track and value engineering solutions to clients throughout Ireland and the UK. The firm operates across a range of sectors, including retail, logistics, technology, office, pharma, health, mixed-use and residential. It has the capacity to deliver projects

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MANNINGS CONSTRUCTION GROUP

TOTAL TURNOVER: €57.7M

ROI TURNOVER: €42.6M

INTERNATIONAL TURNOVER: €15.1M

YEAR END: 31/12/2022

ADDRESS: 9 Cookstown Industrial Estate, Belgard Road, Tallaght, Dublin 24.

PHONE: 01 466 5555

WEB: www.manningsgroup.com

LINKEDIN: Mannings Construction

KEY EXECUTIVES: Colm Delamere, Managing Director; Ronan Quinn, Financial Director; Sinead Savage, Associate Director (Business Development); Trevor Drew, Associate Director (Estimating); Declan Brady, Associate Director (Health and Safety).

KEY ACTIVITIES: Main Contractor and Design Build Contractor.

ranging in value from €10,000 to €70m.

A large proportion of Mannings’ business stems from repeat orders from existing blue-chip clients who value the company’s ability to consistently deliver projects within tighter timeframes without compromising on cost or quality.

The Crossings, Adamstown, a €29m multi-storey development for Quintain and retail fit-outs for Tesco and Aldi.

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CLONMEL ENTERPRISES

TOTAL TURNOVER:

€55,970,799

ROI TURNOVER: €55,970,799

YEAR END: 31/01/2023

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ADSTON GROUP HOLDINGS LTD

TOTAL TURNOVER:

€55,996,693 (DRAFT FIGURE)

ROI TURNOVER: €33,582,762

ADDRESS: Unit R, M7 Business Park., Newhall, Naas, Co Kildare.

PHONE: 045 981900

WEB: www.clonmelent.com

LINKEDIN: Clonmel Enterprises Ltd

KEY EXECUTIVES: Eamonn Stapleton, Managing Director; Niall McElwaine, Director; Tom Corcoran, Director; Brian Gravin, Director

KEY ACTIVITIES: Main Contractor, Civil Engineering.

INTERNATIONAL TURNOVER:

€22,413,931

YEAR END: 31/12/2022

ADDRESS: Unit 11 Creeny Business Park, Belturbet, Co Cavan.

PHONE: 049 952 9200

WEB: www.adstonconstruction.com

KEY EXECUTIVES: Sean McNally, Chairman; Francis Smith, CEO; Gary Meehan, Managing Director

KEY ACTIVITIES: Main Contractor.

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KILCAWLEY CONSTRUCTION

TOTAL TURNOVER:

€50.3M

ROI TURNOVER: €50.3M

YEAR END: 31/03/2022

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DFL

TOTAL TURNOVER:

€53,548,581

ROI TURNOVER: €51,298,140

INTERNATIONAL

TURNOVER: €2,250,441

YEAR END: 31/12/2022

ADDRESS: Sansheen Business Campus, Strandhill Road, Sligo.

PHONE: 071 916 2206

WEB: www.kilcawleyconstruction.com

LINKEDIN: Kilcawley Construction

KEY EXECUTIVES: Fergal Meagher, Managing Director.

KEY ACTIVITIES: Main Contracting, Civil Engineering.

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T&I FIT-OUTS

TOTAL TURNOVER:

€49M

ROI TURNOVER: €49M

YEAR END: 31/08/2022

ADDRESS: Longtown,

ADDRESS: Paragon House, Cork Road, Waterford.

PHONE: 051 373713

WEB: www.DFL.ie

LINKEDIN: David Flynn Ltd

KEY EXECUTIVES: David Flynn, Managing Director; Thomas Holden, Contracts Director; Ken Flynn, Facilities Director.

KEY ACTIVITIES: Main Contractor.

Straffan, Co Kildare.

PHONE: 045 861799

WEB: www.tandi.ie

LINKEDIN: T I Fitouts Ltd

KEY EXECUTIVES: Dave

Merriman, Director; Enda

O’Brien, Director; Ben Lambe, Director; Noel Haverty, Director.

KEY ACTIVITIES: Main Contractor, Fit-Outs.

Focus Ireland Head Office, Dublin.

Avery Dennsion facilty, Longford.

Wasdell Group EU Production and Administration facility, Dundalk.

DFL head office, Paragon House, Waterford.

Liffey Valley Shopping Centre Enabling Works.

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MMD CONSTRUCTION

TOTAL TURNOVER: €46.5M

ROI TURNOVER: €46.5M

YEAR END: 31/12/2022

39 SHARERIDGE

TOTAL TURNOVER: €35,720,000

ROI TURNOVER: €35,720,000

YEAR END: 31/12/2022

ADDRESS: Unit 13 Castlebar

TOP 40 BUILDING CONTRACTORS

36 TOWNLINK

TOTAL TURNOVER:

€48M

ROI TURNOVER: €48M

YEAR END: 31/12/2022

ADDRESS: Unit 1, Building 2500, Avenue 2000, Cork Airport Business Park, Cork.

PHONE: 021 497 5979

WEB: www.mmd.ie

LINKEDIN: MMD Construction Cork Ltd

KEY EXECUTIVES: Tomás

O’Donovan, Managing Director; Patricia Harrington, Financial Director; Kevin O’Leary, Director.

KEY ACTIVITIES: Main Contractor.

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ARKIL HOLDING LTD, (ARKIL LTD AND PARK PLANT HIRE LTD)

TOTAL TURNOVER:

€45,920,000 ROI TURNOVER: €45,871,000

Retail Park, Breaffy Road, Castlebar, Co Mayo.

PHONE: 094 902 4663

WEB: www.shareridge.ie

LINKEDIN: Shareridge

KEY EXECUTIVES: Paul Mc Namara, Director; Sean Mc Namara Director; Michael McAuliffe Executive Director.

KEY ACTIVITIES: Main Contracting, Civil Engineering.

40 MYTHEN CONSTRUCTION TOTAL TURNOVER: €35,409,338

ROI TURNOVER: €35,409,338

ADDRESS: 10 Greenhills Business Park, Tallaght, Dublin 24.

PHONE: 01 462 7131

WEB: www.townlink.ie

LINKEDIN: Townlink Construction Ltd

KEY EXECUTIVES: David Caulfield, Managing Director; Joe McCarron, Chairman; TJ Walsh, Group CEO; Joe Boyle, Commercial Director; John Barden-Construction Director.

KEY ACTIVITIES: Main Contractor.

INTERNATIONAL TURNOVER: €49,000

YEAR END: 31/12/2022

ADDRESS: Drennanstown, Rathangan, Co Kildare.

PHONE: 045 524520

WEB: www.arkil.ie

LINKEDIN: Arkil Ltd

TWITTER: @ArkilIreland

KEY EXECUTIVES: Seamus Mannion, Managing Director; Paul McGlynn, Financial Director.

KEY ACTIVITIES: Civil Engineering.

YEAR END: 31/03/2022

ADDRESS: Longraigue, Foulksmills, Co Wexford.

PHONE: 051 565 615

WEB: www.mythenconstruction.ie

LINKEDIN: Mythen Construction

KEY EXECUTIVES: Billy Mythen, Managing Director; Maurice Mythen, Contracts Director; Leonard Daly, Commercial Director.

KEY ACTIVITIES: Main Contractor.

Abbey Quarter, Kilkenny.

North City Business Park Units A5A and A5B.

N71 Derry to Roscarberry Road pavement strengthening.

Bandon Primary Care Centre.

IRELAND'S TOP 40 BUILDING

Central Bank of Ireland connection bridge: Walls Construction.

Bonham Quay, Galway: John Sisk & Son.

Horgan’s Quay, Cork: BAM Ireland.

22 Bishops Gate, London: Errigal Contracting. (Lourdas Photography)

BUILDING CONTRACTORS 2023

Rosslare Europort Terminal 7 Upgrade: John Paul Construction.

Charlemont Square, Dublin: JJ Rhatigan.

International Rugby Experience, Limerick: Flynn.

Tropical Fruit Warehouse, Dublin 2: PJ Hegarty & Sons UC. (Photo courtesy of IPUT Real Estate)

TOP BUILDING CONTRACTORS (IRELAND) 2023

TOP 20 BUILDING CONTRACTORS (EXPORTS) 2023

COMPANY INTERNATIONAL TURNOVER

The Mercian, the tallest residential tower in Birmingham: John Sisk & Son.

40MW data centre in Sweden: Winthrop.

Construction Sales

Carlow, Dublin, Kildare, Kilkenny, Laois, Louth, Meath, Monaghan, Offaly, Tipperary, Waterford, Westmeath, Wexford, Wicklow

Shane Leavy 087 091 7184

shane.leavy@liffeyd.com

Construction Sales

Cavan, Clare, Cork, Donegal, Galway, Kerry, Leitrim, Limerick, Longford, Mayo, Roscommon, Sligo

Paul Burke 087 640 0811

paul.burke@liffeyd.com

JOHN SISK & SON

We have a strong proven track record in the transport sector for public and private clients.

Our wide range of construction experience includes frameworks, early contractor involvement, design and build traditional works.

Projects ranging in size have been successfully delivered including motorways, local road improvements, structures, tunnels, harbours and rail work.