Irish Construction News May June 2026 - The Top Contractors issue

Leader Interviews – Paul Brown, Mark McGreevy, Micheál O’Connor, Frank Kelly, Adrian Corcoran, Alasdair Henderson, Paul Nicholls, John O’Shaughnessy

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CONSTRUCTION LEADERS

4 Leading Sisk to new horizons – Paul Brown, CEO, Sisk

12 Dornan at 60 – Group Managing Director Micheál O’Connor on data centre pivots, Turner alliances and domestic headwinds

15 A new era of leadership at Collen – Mark McGreevy, CEO, Collen

20 How Designer Group is balancing scale with sustainability – Q&A with Group Managing Director Paul Nicholls

24 Diversification at home and abroad: The hallmarks of Walls’ continued growth – Frank Kelly, Executive Chairperson; and Adrian Corcoran, Managing Director, Walls

28 A real renaissance: Shaping the future of Irish infrastructure– Alasdair Henderson. Executive Director, BAM Ireland

32 Building a sustainable future: The evolution of Clancy Construction – John O’Shaughnessy, Managing Director, Clancy Construction

FINANCE

11 Rethinking Retirement: The Employment (Contractual Retirement Ages) Act 2025 – Stephen Lawless, CIF Pension Administration Services

OPINION

35 Beyond administration: The next wave of AI adoption – Paul Lynch, 8020 Consulting

SUSTAINABILITY

37 How renovation passports can make our buildings more resilient – Sinéad Hughes, Director of Innovation, Irish Green Building Council

IRELAND’S TOP CONTRACTORS 2026

43 Ireland’s Top 40 Building Contractors Profiled

83 Ireland’s Top 20 Mechanical & Electrical Contractors Profiled

TOP CONTRACTOR CHARTS 2026

101 Ireland’s Top 40 Building Contractors 2026

102 Ireland’s Top 20 Mechanical & Electrical Engineering Contractors 2026

103 Ireland’s Top 60 Contractors (Combined) 2026

104 Ireland’s Top 50 Contractors (Ireland) 2026

104 Ireland’s Top 30 Contracting Exporters 2026

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ISSN 3088-6562 Vol 06 No 03

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People Growth

At John Paul Construction we know that growth cannot happen without investing in our own people.

‘People+Growth 2030’ is our five-year plan to ensure that we can continue to drive certainty of delivery for our clients across a diverse range of sectors and markets.

To learn more visit: www.johnpaul.ie

Sisk and D/RES joint venture unveils 635-home sustainable community

Arden, the landmark strategic joint venture between John Sisk & Son and D/RES Properties, has announced its first development: Foothills, Killinarden. Delivered in partnership with South Dublin County Council, the project will provide 635 mixed-tenure homes designed as part of a vibrant, sustainable neighbourhood at the base of the Dublin Mountains.

To support the delivery of this vision, Arden has secured a €32m finance facility from Bank of Ireland to fund the working capital required for the social, affordable, and private residential units.

Paul Brown, CEO, John Sisk & Son, stated, “This project brings together the complementary strengths of Sisk and D/RES, and a shared commitment to delivering high-quality housing. The focus is on working collaboratively to support well-planned, sustainable communities.”

Pictured (l to r): Amy Lee, Project Director, Arden; Patrick Durkan, CEO, D/RES; Tánaiste Simon Harris; SDCC Mayor Pamela Kearns; Minister for Housing James Browne; Colm Ward, CEO, SDCC; and Ger Penny, CFO, John Sisk & Son, at the sod turning for the Foothills development.

Medite Smartply celebrates 50 years of MDF innovation

Medite Smartply is celebrating 50 years of manufacturing medium-density fibreboard (MDF) for European and global markets. Marking five decades of serving carpenters, joiners, and furniture makers, the brand is using this golden anniversary to signal its commitment to the trade’s future under the banner: “Trusted for 50 years. Built for what’s next”.

Over the past half-century, the Medite brand has evolved into a trusted benchmark for consistency and technical performance across the woodbased panel sector. Product innovations since its conception include flagship lines such as Medite Premier, Medite MR, and Medite Tricoya Extreme (MTX).

This milestone arrives at a crucial time for the construction and interiors industries, where professionals highly value long-term reliability, supplier credibility, and environmentally conscious practices. With major regulatory shifts currently underway, such as the EU REACH revision, MEDITE’s proactive approach and established expertise provide vital reassurance to designers, manufacturers, and distributors alike.

Chris King, Managing Director, Medite Smartply, commented, “Reaching 50 years of MDF expertise is a proud moment, but this milestone is really about looking ahead. By continually investing in product performance and compliance, we are ensuring that the Medite brand remains the most credible, dependable choice for our customers as they build for what’s next.”

CPAC Modular launches Ireland’s first RIAI-approved MMC course

CPAC Modular has unveiled Built Smarter 2, the first RIAI-approved CPD course dedicated to Modern Methods of Construction (MMC) in Ireland. Launched at the Irish Architectural Archive, the immersive programme equips architects, engineers, and developers with the skills needed to accelerate the delivery of sustainable, high-quality infrastructure.

The initiative was praised by An Taoiseach Micheál Martin for driving innovation, efficiency, and responsibility across the housing, education, and healthcare sectors.

CPAC Modular team (l to r): Niall McLoughlin, Director of Construction; Seán Murphy, Managing Director; Seán Plunkett, Financial Controller; and Gavin Fox, Director of Business Development.

Gavin Fox, Director of Business Development, CPAC, noted that the course successfully dispels industry misconceptions by demonstrating MMC’s quality, flexibility, and immense design potential. Ultimately, Built Smarter 2 reflects CPAC Modular’s vital investment in industry education, proving that modern construction methods are faster, greener, and ready for widespread utilisation.

Industry leaders call for focus on local supply chains

Infrastructure delays are increasingly a supply chain challenge rather than just a planning problem, according to leaders across the construction, energy, transport, logistics, and digital infrastructure sectors.

Speaking at the Guaranteed Irish Infrastructure Forum in Cork,

Panel members included (l to r): Orla Stevens, Certa; Alan Lord, Iarnrod Eireann; Conor Manning, Pipelife; Ann Doherty, Port of Cork; Dan Twomey, Cork Builder Providers; Brid O’Connell, Guaranteed Irish; and TJ Malone, CEO, National Broadband Ireland.

panel members, including Ann Doherty, Port of Cork; Dan Twomey, Cork Builder Providers; TJ Malone, National Broadband Ireland; Alan Lord, Iarnród Éireann; and Orla Stevens, Certa, called for a stronger focus on building resilient local supply chains to support Ireland’s infrastructure and housing ambitions.

The panel highlighted that delivery timelines for critical projects are heavily dependent on the strength and capacity of the wider supply ecosystem. Recent global disruptions—including material shortages, energy volatility, and international logistics pressures— have exposed vulnerabilities across critical networks, reinforcing the need for diversified domestic supply bases.

Brid O’Connell, CEO, Guaranteed Irish, stated, “Ireland’s ability to deliver housing, transport, energy, and digital infrastructure at pace depends on the strength of our supply chains. A stronger local supply chain ecosystem is a strategic national asset. By supporting Irishbased suppliers, we can strengthen economic resilience, reduce risk, and create a secure foundation for future growth.”

Paul Brown, CEO, Sisk.

Leading Sisk to new horizons

Navigating legislative bottlenecks and shifting market models, PAUL BROWN has overseen a period of significant evolution at Sisk. In this wide-ranging interview, he tells ROBBIE

COUSINS how the firm is doubling down on its strategic priorities and expanding its horizons from the Irish bedrock to the high-tech hubs in mainland Europe and the US.

Paul Brown is approaching his fifth year at the helm as CEO of Sisk, a period that has required him and the Sisk senior management team (SMT) to navigate the aftermath of a global pandemic, supply chain crises, and dramatic shifts in the legislative landscape of the Irish and UK construction markets. As he looks back on 2025, it is evident that Sisk’s ‘Breaking New Ground’ (20212025) corporate strategy has allowed the contractor to pivot, adapt, and look towards new horizons.

NAVIGATING THE NUMBERS

One of the most immediate points of interest for industry watchers is Sisk’s financial performance over the past year.

With the construction sector facing headwinds across Europe, maintaining profitability while managing top-line revenue is a delicate balancing act.

The headline figures reveal a slight dip in overall revenue, but a remarkably strong profit margin.

Paul Brown describes Sisk as a business in good health.

“This strong result puts the group exactly where we hoped to be when we launched our Breaking New Ground strategy, proving our resilience against what has been a turbulent global market.”

Despite its growing international footprint, Ireland remains the bedrock of Sisk’s operations. Of the projected €2.6bn total revenue, approximately €1.3bn—

exactly half—is generated within the Irish market.

The sectoral breakdown of this revenue highlights Sisk’s dominance in high-tech, complex construction environments.

“A big highlight is that life sciences and tech delivered just over €500m of that revenue in the year,” Paul Brown points out. “Data centres accounted for a similar scale.”

Combined, these high-tech sectors contribute roughly €1bn to the group’s overall portfolio, underscoring Sisk’s reputation as a contractor capable of delivering mission-critical infrastructure.

However, the broader Irish market is not without its frustrations, particularly regarding public infrastructure. Brown highlights that the rollout of projects under

the National Development Plan (NDP) has been slightly slower than anticipated. But he says things are changing.

“We are seeing evidence that this is the case,” he comments. “But the introduction of the Accelerating Task Force and the Critical Infrastructure Bill will have a huge impact, and Sisk is well-positioned as an organisation to help deliver that. We can now see the projects starting to come to market, and we are focused on aligning suitable resources to support the processs.”

He references two major transport initiatives Sisk currently has on site.

“We’ve got the Limerick to Foynes rail project, the 40km reinstatement of the rail network for Irish Rail, and the Adare bypass, which we’re busily trying to get ready for a golf event next year - the Ryder Cup in September 2027. Nothing like having to deliver a major sports venue or critical infrastructure for an event to focus the mind.”

RESIDENTIAL AND COMMERCIAL RESURGENCE

While public infrastructure may be moving at a measured pace, the residential sector in Ireland is proving to be an active space for Sisk. A key driver of this activity is the Land Development Agency (LDA), which has matured into a vital client for the industry.

“We saw good activity in 2025 in Ireland, with residential ramping up to some

degree,” he observes. “Clients such as the LDA have become extremely active, and I would say very productive in getting projects to market not only in Dublin but in the wider regions. I think that will continue during 2026 and into 2027.”

Sisk is currently delivering significant residential capacity across the country. Brown specifically mentions major completed or ongoing projects such as Belmayne, Glass Bottle, Cherry Orchard Point, and O’Devaney Gardens, all in Dublin. “We have also just commenced a student accommodation project at UCD.”

Despite post-pandemic anxieties regarding the future of the workplace, Paul Brown remains optimistic about the commercial sector.

“I think we’re going to see an increase in commercial office space development in Ireland. We’re seeing evidence that is the case, not only from clients but also from funders,” he notes, signalling a renewed confidence in urban commercial developments.

“Commercial projects we have on site at the moment include Opera Square in Limerick, Cleeves Riverside Quarter for the OPW on the Shannon, also in Limerick. In Dublin, we have just completed The Frame building on Baggot Street, and there is a lot more to come to market in 2026.”

He adds, “On the data centre front, we have delivered a data centre for Vantage

outside Dublin, and we have been very active in the Nordics and the Netherlands in this sector.”

HEALTHCARE: DELIVERING CRITICAL CAPACITY

Healthcare construction remains a cornerstone of Sisk’s expertise, spanning both Ireland and the UK. The company’s ability to deliver complex clinical environments has resulted in a robust pipeline of hospital projects.

“Healthcare in Ireland remains a very strong focus for us,” Paul Brown states. “We have recently achieved significant milestones in the mid-west region. We’ve completed the first phase of a 96-bed ward at the University Hospital Limerick. We’ve done the enabling works for phase two. We also handed over the Bon Secours private hospital in Limerick, a 99-bed private hospital. A fantastic project delivered really well, and it’s the first large non-hub hospital to open in Ireland for almost 20 years.”

This expertise translates seamlessly across the Irish Sea. In the UK, Sisk is currently undertaking one of the most prestigious and challenging healthcare builds in Europe.

“We’ve got Great Ormond Street Hospital’s famous children’s cancer care facility, which we’re about 30% of the way through completing,” he notes.

IMPACT OF THE UK BUILDING SAFETY ACT

The UK construction market has historically been a significant growth engine for Sisk, but the past few years have tested the sector’s agility. However, there was good news for Sisk in 2025.

“Our UK business returned to profitability in 2025, which is good for us,” says Paul Brown.

Some of the issues that arose in the UK market relate to the UK government’s Building Safety Act (BSA), which has greatly affected the delivery of high-rise housing.”

The introduction of the BSA —a necessary legislative response to the tragedy of the Grenfell Tower fire—fundamentally altered the regulatory landscape for highrise residential projects.

“The UK has been quite a challenging market compared to the Irish market, particularly in the residential sector,” he continues. “High-rise residential in the UK has been particularly impacted by the BSA. The UK government introduced this new legislation with the right intention; however, the approval process became extremely protracted, and it created a bottleneck for the industry, as no projects were getting approved. So, effectively, for two years, there was a stymie for high-rise residential.

“I am pleased to say the process is now

moving and we are starting to see activity returning. They still have the BSA, but we are now starting to see green shoots of activity.”

For a company heavily invested in urban residential builds, this could have been disastrous.

However, despite the BSA, Brown points out that Sisk has had a number of residential developments on site in this time. These include projects at Bermondsey in south London and Eliza Yard in Manchester.

He explains that in the UK, when the BSA bottlenecks arose, Sisk’s strategic foresight also allowed it to pivot away from the stalled residential market and direct resources towards thriving sectors.

“It enabled us to pivot. Residential is still very strong for us, but we pivoted into other sectors like healthcare, commercial, and leisure,” Brown says.

The move into the leisure and sporting sector has yielded some of Sisk’s most highprofile UK contracts to date.

“You’d be very aware of projects like Manchester City Football Club’s Etihad Stadium, which is a mixed-use development comprising leisure, commercial and hotel elements. We’ve also secured Edgbaston Cricket Club in Birmingham, which is one of the England cricket test match venues,” he explains.

These sporting venues come with immovable, hard deadlines, requiring

extreme precision and project management.

As Paul Brown points out with a smile, “Irrespective of entitlement, these facilities need to be finished for those end dates because the dates don’t move. I like this because it certainly focuses the mind too”.

At the time of the interview, Sisk was racing to complete seating at the north stand of the Etihad expansion by 23 May for Manchester City’s final game of the Premier League season, while the Edgbaston facility must be ready to host the Australians for an Ashes test in June 2027.

GLOBAL EXPANSION

As Sisk enters the next phase of its corporate journey, its ambitions are expanding far beyond the UK and Ireland. A key pillar of its strategy over the past 18 months has been securing a foothold in the United States, specifically leveraging Sisk’s world-class expertise in Life Sciences.

“Eighteen months ago, we made a strategic decision to have a look at the US market from a pharma and life sciences perspective,” Paul Brown reveals. “We created an entity in the US with an eyeswide-open approach. We didn’t want to go in as a main general contractor; we wanted to go in with clients we knew. We’ve been asked by clients to come there and take a look.”

Entering the complex US pharmaceutical construction market is a monumental

achievement, which shows that Sisk’s capabilities are recognised on a global scale.

FARRANS ACQUISITION

Simultaneously, Sisk has significantly bolstered its domestic and UK capabilities with a strategic acquisition.

At the end of October 2025, Sisk completed the acquisition of Farrans, previously owned by CRH.

“The Farrans acquisition is a nice segue into the end of Breaking New Ground and the start of Sisk’s next journey,” he says. “We finalised the deal at the end of October and purchased the full share options from CRH.

“Farrans is a business that’s been sitting in CRH for over 40 years, a Northern Ireland-domiciled business with around 600 employees, of which about 100 are blue-collar, which is of great interest to us, as Farrans self-delivers its projects, particularly in the water sector.”

Because the acquisition happened late in the year, Farrans only contributed about €60m to Sisk’s €2.6bn revenue for 2025 (representing just two months of trading). However, the strategic value of the acquisition lies in the sectors Farrans operates within.

“What we liked about Farrans was that they made a pivot a few years ago to focus their activity on three primary sectors: Water, energy, and aviation,” he explains. “Farrans have frameworks in Northern Ireland, England, Scotland and with Irish Water in Ireland. They’ve got frameworks in the UK, and they’ve also just secured a big framework with Scottish Water. That was an area where, while Sisk had worked in water, we’d never had a water business.

“Farrans has a strong track record in major projects on regional airports across the UK. And, in energy, they have built renewable projects and battery storage projects.

“So, we wanted to harness that capability into the Sisk operations.”

To integrate this new acquisition and drive the infrastructure business forward, Sisk has appointed Leo Martin as chief operating officer (COO).

“We appointed Leo Martin in January 2026 to join the business as COO. He takes board responsibility for not only Farrans but also our Sisk Infrastructure business as well,” Brown explains.

EVOLUTION NOT REVOLUTION

Paul Brown characterises the next phase of Sisk’s development as a period of evolution rather than revolution. Instead of a radical overhaul, the company intends to focus on “doubling down” on its proven strengths and further embedding the core values that have already led to success. This strategy is anchored by the primary pillars of quality

of earnings, people and culture, and safe, sustainable construction.

The concept of quality of earnings is central to Sisk’s future, shifting the focus from short-term success to building a truly sustainable business. This involves a disciplined selection process to ensure the company works with the right clients, partners and projects.

“By maintaining a strong balance sheet and delivering sensible profits, we aim to remain a reliable, long-term partner for mature clients who value stability over short-term gains.”

Regarding people and culture, the strategy emphasises the importance of recruiting the right talent and providing them with genuine opportunities for growth. Brown highlights accountable leadership as a vital component of this culture, ensuring that responsibility is clear at every level of the organisation.

Finally, Sisk remains committed to safe and sustainable construction. Paul Brown asserts that safety is the organisation’s absolute number one priority, requiring a relentless focus as the company expands into new geographies and integrates new businesses.

This is paired with a 100% commitment to sustainability, ensuring that as Sisk grows, it maintains a permanent focus on its environmental and social responsibilities.

WORKER WELLBEING

Paul Brown says there has been a significant cultural shift in how Sisk supports staff, moving from a reactive organisation that supports staff only after a crisis occurs to a proactive one that aims to “get left in the process” by intervening early.

A key part of this evolution involves moving beyond simple awareness initiatives, such as Sisk’s “It’s only banter” workshops, which address the impact of

workplace language, toward a more robust and professionalised support system. By hiring dedicated mental health professionals rather than relying on construction staff to handle these issues as secondary tasks, the company provides expert connection points and clear “speakup” policies for its employees.

The strategy focuses on breaking down the traditional barriers of a “tough” industry by normalising conversations around mental health and showcasing individuals who share their experiences.

Brown emphasises that well-being issues often stem from outside the workplace— such as financial stress, bereavement, or family illness—but regardless of the source, Sisk aims to provide early access to counselling and professional advice.

By partnering with external organisations such as the Lighthouse charity and the UK-based Mindflow, Sisk seeks to equip its staff with the tools and support they need to seek help before reaching a breaking point, recognising that the demanding nature of construction requires employees to be at their best.

BEYOND 2026

It is clear that Sisk is operating from a position of immense strength. The challenges of the past five years have forged a more resilient, strategically diversified company. By embracing construction management models in the tech and pharma sectors, pivoting away from legislative bottlenecks in the UK, and expanding into the US market and new infrastructure sectors via the Farrans acquisition, Paul Brown has positioned Sisk for sustained, profitable growth.

With over €2.6bn in revenue and a deeply experienced team at the helm, Sisk is not just building structures; it is building a legacy.”

BUILDING SECURE PENSIONS

CPAS is a construction industry specific pension provider. Whether you are an employer seeking to provide benefits for your employees or planning your own retirement, CPAS has the right solution for you. Our dedicated team are

Rethinking Retirement: The Employment (Contractual Retirement Ages) Act 2025

The Employment (Contractual Retirement Ages) Act 2025 marks a major shift in Irish employment law, bridging the gap between traditional retirement contracts and the State pension age. CPAS Pension Consultant STEPHEN LAWLESS explores how this landmark legislation impacts workforce planning, challenges employers to justify mandatory retirement, and creates critical knock-on effects for pension and group protection schemes.

The Employment (Contractual Retirement Ages) Act 2025 represents a significant shift in Irish employment law. Employment contracts typically include a mandatory retirement age of 65, which is below the State pension age of 66.

This can result in a mismatch for retirees, who may leave employment before qualifying for the State pension and rely on the Benefit Payment for 65 Year Olds to bridge the resulting gap in income for their first year of retirement.

This Act seeks to fix that imbalance. It recognises a basic reality: if the State expects people to wait longer for their pension, employment structures should accommodate continued participation in the workforce up to that point.

Employees whose contracts require them to retire before reaching State pension age now have the right to challenge that requirement, provided they have:

• Completed their probationary period.

• Notified their employer in writing; and

• Give three months to one year notice before reaching their contractual retirement age (or, where a longer contractual notice period applies, up to a maximum of six months).

Once notification is given, retirement is no longer an automatic contractual trigger. Instead, an employer can only insist on retirement if it can be objectively and reasonably justified by a legitimate aim, and if enforcing retirement is both appropriate and necessary.

WHILE THE PRINCIPLE IS SIMPLE, THE PRACTICAL CONSEQUENCES ARE NOT.

For individuals, this introduces a new level of decisionmaking. With the fixed retirement age removed, or at least softened, remaining in employment until State pension age requires engagement, careful timing, and clear communication with their employers.

For employers, the period ahead of the Act’s commencement should be used proactively. This is an opportunity to review organisational readiness and put appropriate structures in place before the

new obligations take effect.

Employers should use this time to ensure HR and management understand the legislative changes, potential penalties and receive appropriate training.

Clear, consistent processes should be established for managing requests to work beyond retirement age, aligned with business objectives and supported by objectively justified, consistently applied decisions across comparable roles.

THE KNOCKON EFFECTS FOR PENSIONS AND PROTECTION BENEFITS

The Act impacts pension and protection benefits by creating a structural misalignment as fixed retirement ages (typically 65) soften.

Key issues include:

• Pensions: “Life-styling” strategies may de-risk members too early, trapping them in lower-risk assets for too long.

• Group Risk: Death-in-service and income protection cover may cease or require costly renegotiation for those working past 65.

Without updating scheme rules, extended employment creates critical gaps in protection. Employees must realise that continuing to work does not automatically guarantee continued pension and insurance coverage.

FINAL THOUGHTS

The Employment (Contractual Retirement Ages) Act 2025 represents a change of how retirement is managed by employers and employees alike. By addressing the disconnect between contractual retirement ages and the State pension age, it gives employees greater ability to leave the workforce on their own terms, reducing the likelihood of having to rely on the Benefit Payment for 65 Year Olds.

As retirement becomes less of a single event and more of a transition, greater engagement, clearer planning and stronger alignment across employment practices, pensions and protection arrangements will be essential to ensure the system functions as intended.

HERE TO HELP YOU NAVIGATE YOUR WAY

The CPAS team are qualified Pension Consultants. We specialise in helping professionals in the construction sector and related industries. Our team can work with you to review your pension plans and ensure you are retirement-ready.

CPAS provides the administration support for the construction sector’s dedicated pension schemes and is registered to provide the core administration services to the Trustees of the Construction Workers Pension Scheme (CWPS) , the Construction Executive Retirement Savings (CERS), and provides additional financial support services through Milestone Advisory DAC.

For more information, contact Stephen Lawless (s.lawless@cpas.ie)

Dornan at 60: Micheál O’Connor on data centre pivots, Turner alliances and domestic headwinds

From a regional Irish contractor to a €1.2bn European engineering powerhouse—Dornan is celebrating 60 years of business by breaking records. Dornan Group Managing Director

MICHEÁL O’CONNOR speaks with ROBBIE COUSINS about leveraging the company’s integration with Turner Construction, driving on-site diversity, and navigating the shifting digital infrastructure landscape across the UK, Ireland, and continental Europe.

When an engineering firm reaches its six-decade milestone, it offers a natural opportunity for leadership to evaluate the baseline values that have enabled such long-term stability. For Dornan Engineering, celebrating its 60th anniversary in 2026 represents far more than an impressive marker on a corporate timeline. It stands as the culmination of 60 years of operational evolution, a period during which the business successfully transitioned from a small Munster-based mechanical and electrical specialist into a European delivery partner for global clients. Over this extended journey, the company has broken new ground, expanding its geographic reach across continental Europe while simultaneously strengthening its capacity to act as a contractor.

Its 2025 financial results show the group delivering a recordbreaking overall turnover of €1.214bn for the year. This milestone firmly establishes the contractor in the top tier of the European engineering and construction market, driven by its ability to

secure high-value repeat business from global blue-chip clients in high-technology sectors. What makes this operational volume particularly notable is the geographic distribution of the company’s revenue. While Dornan maintains its commitment to its domestic market, generating €95m within the Republic of Ireland, the vast majority of its commercial activity is now driven by exported engineering services, which reached €1.119bn last year.

Reflecting on this period of growth, Micheál O’Connor, Group Managing Director, explains that this landmark anniversary is directly linked to the fundamental trust the company has developed with its client base over several decades. “As we reflect on a strong 2025, celebrating 60 years in business in 2026 is a significant milestone for Dornan,” Micheál O’Connor states. “It reflects the strength of our foundations and continued client trust.”

This trust has allowed the business to navigate changing macroeconomic conditions, shifting regional legislative environments, and the increasing complexity of modern mission-

critical engineering projects without losing operational momentum.

A CRITICAL INFRASTRUCTURE PIVOT IN THE UK

The most prominent narrative in Dornan’s trading performance over the past few years has been the acceleration in the UK market. Historically, the company’s British operations were anchored heavily in commercial London City projects, particularly high-rise office developments.

A structural shift in public policy by the British government, designating data centres as critical national infrastructure, had a huge impact on Dornan’s operations. This legislative change transformed the operational environment for engineering and delivery partners. By elevating the status of data centres, the UK government aimed to ensure that the nation could securely host its digital data domestically while expanding its digital economy to support the global evolution of artificial intelligence. For data centre developers, this designation provided structural guarantees regarding planning timelines, climate emissions frameworks, and utility grid energy availability.

Micheál O’Connor explains, “When the British government made a strategic decision to designate data centres as critical infrastructure, that was the game-changer for our business in the UK. We were well positioned to capitalise on this policy shift, pivoting our specialised engineering resources to fulfil the sudden surge in critical digital infrastructure demand.”

The commercial outcomes were immediate, with the UK business expanding to nearly £400m last year across a portfolio of critical data centres. This expansion turned the UK into Dornan’s largest single geographic market in 2025, surpassing its broader continental European operations.

NAVIGATING HEADWINDS AND EMBARGOES

In contrast to the rapid acceleration experienced across the Irish Sea, the domestic market presented a more challenging and competitive environment throughout 2025. The data centre sector in Ireland remained constrained by a utility grid embargo, which restricts the development of new hyperscale processing facilities. Consequently, the domestic market produced smaller-scale data centre developments.

Following an investment boom driven by global vaccine manufacturing infrastructure during the pandemic period, the pace of capital expenditure moderated as international

pharmaceutical companies adjusted to new drug development timelines.

Recent capital investments within the Irish pharmaceutical market have shifted toward specialised facilities for diabetes treatment and weight-management medications. Dornan successfully secured a role in several of these advanced biotech developments.

Micheál O’ Connor comments, “The combination of utility grid constraints on digital infrastructure and some cooling in the pharmaceutical construction sector created a highly competitive domestic market. As a result, the Irish market has been slow of late.”

Rather than being constrained by this local plateau, Dornan has utilised its established international footprint to absorb regional variations and deliver strong performance in growing markets.

EUROPEAN EXPANSION THROUGH STRATEGIC PARENTAGE AND ALLIANCES

Beyond the UK and Ireland, continental Europe remains a foundational market for Dornan, driven by steady projects in Denmark, the Netherlands, Belgium and Switzerland.

Germany and Spain are growing markets for Dornan, which are projected to become Europe’s dominant data centre hubs alongside the UK. While Germany sees sustained investment across life sciences and digital infrastructure, Spain’s boom is fuelled by abundant energy and a shift from passive air cooling to advanced liquid cooling, enabling high-efficiency facilities in warmer climates.

Dornan’s expansion is heavily accelerated by its integration into Turner Construction Company. This acquisition allows Dornan to leverage global reach and form tier-one partnerships with fellow Turner companies, such as Hochtief in Germany and Dragados in Spain.

“Under this model, our partners handle civil and structural construction, while we deliver specialised mechanical, electrical, and process engineering solutions,” Micheál O’ Connor explains.

CONTINUITY AND SUCCESSION

To manage a billion-euro international business operating across multiple countries, Dornan evolved its internal leadership structure during 2025. The company established four focused business divisions, each led by an internal managing director. This structural redesign was engineered to enhance corporate accountability, deepen sector-specific focus, and guarantee absolute consistency in project delivery as the business scales internationally.

The leadership structure supports distinct operational pillars.

Dave Dukelow serves as the managing director for the Life Sciences and Industrial division, while Derek Hogan took charge of Critical Infrastructure, which encompasses the data centre business.

Brendan Herbert leads the Advanced Technology division, focusing

on specialised digital facilities, and Ronan Keohane continues to head up the UK business and DESL, with a strategic remit to expand this delivery model further into continental Europe as new opportunities emerge. This executive tier is supported by procurement director Barry O’Hea and Finance Director Darren Tutty, completing a cohesive executive leadership team.

What makes this leadership transition remarkable is that every single one of these senior appointments was made from within the organisation’s existing ranks.

Micheál O Connor comments, “The individuals in these executive roles boast tenures ranging from 15 to 30 years with Dornan, representing a profound depth of institutional knowledge and cultural alignment. This structured succession planning is vital for maintaining our core identity. The longevity of our senior staff reflects a deliberate, long-term approach to career planning and a strong corporate culture within Dornan.”

PRAGMATIC INNOVATION AND THE OFFSITE ASSEMBLY STRATEGY

In an industry frequently prone to chasing passing technological trends, Dornan’s approach to innovation remains pragmatic and client-centric. The company has avoided having to constantly reinvent its baseline operating model, choosing instead to focus on continuous, disciplined refinement of established engineering methodologies. This evolution is driven by the changing demands of major global clients, who are looking to commoditise their physical facilities and place a premium on pre-engineering and modular construction.

“We have invested heavily in expanding our internal engineering capabilities, building a substantial in-house design team that spans mechanical, electrical, civil and structural engineering disciplines.”

This design intelligence forms the backbone of the company’s extensive offsite fabrication and modular manufacturing strategy. Having established its first offsite fabrication facility in Coventry in 2018 to service the UK market, Dornan added two new manufacturing facilities on the continent during 2024, located in Belgium and the Netherlands, to directly support European data centre clients.

By shifting thousands of hours of complex pipe fitting, electrical containment assembly, and equipment testing from the unpredictable environment of a live construction site into controlled manufacturing facilities, Dornan reduces project risk. Offsite fabrication delivers faster and more predictable schedules, enhances safety, and improves overall sustainability outcomes.

O’Connor notes, “Our innovation strategy is entirely about listening to and reflecting the exact operational requirements of our clients, focusing our engineering resources precisely where we can deliver the highest level of project certainty.”

REBUILDING INDUSTRY MENTORSHIP VIA THE DORNAN CORK CENTRE OF EXCELLENCE

As Dornan expands its international pipeline, recruiting and retaining skilled professionals is a top priority. To counter a post-recession decline in traditional on-the-job mentorship, the company invests heavily in professional development through its Dornan Academy. A key milestone is its new Centre of Excellence in Cork, which brings apprentices from across Ireland and Europe for intensive, multi-week training under experienced mentors, ensuring they can safely execute complex engineering tasks before working on live sites.

Micheál O’Connor views the landscape for young talent with optimism—and a touch of envy:

He proudly comments, “If I were a graduate again, Dornan is a place that I’d love to be because it presents huge opportunities. Our focus is on ensuring that people are given the tools, the supervision, and the clear career pathways to succeed from day one.”

DIVERSIFYING THE ENGINEERING WORKFORCE

A central pillar of Dornan’s cultural transformation over the past few years has been a concentrated effort to improve gender diversity across all levels of the business. Historically, like much of the heavy engineering sector, the workforce was predominantly male. To address this imbalance, the company relaunched its Women@ Dornan initiative, a programme that has gathered substantial momentum over the past 12 months.

O’Connor explains, “The impact of this programme is becoming more visible in our employment metrics. At the start of 2025, women comprised roughly 17% of the total workforce across the group. By the first quarter of 2026, that figure had risen past 20%, driven by focused recruitment and outreach.”

While the majority of female employees have traditionally been concentrated in corporate support functions, such as human resources, finance, and administration, he adds that Dornan is seeing a shift into technical roles. “Today, women make up half of our health and safety group, and are increasingly entering project planning, quality, quantity surveying, and site-based trade apprenticeships.”

He continues, “The next step in this strategy is ensuring that this growing cohort of technical women can transition into senior operational management and executive leadership.”

To achieve this, Dornan is leveraging its integration with Turner Construction Company, drawing on Turner’s established network of senior female executives to provide direct mentorship, career advocacy, and leadership guidance to women within the Dornan business.

O’Connor acknowledges that changing the leadership profile of a heavy engineering firm requires deliberate effort, noting that they are focused on creating authentic mentoring networks and “clear career paths to ensure women are central to the future leadership of the company”.

LEAVING A DEEP CULTURAL LEGACY

When asked to consider the legacy of his tenure at the helm of the company, Micheál O’Connor shifts the conversation away from financial milestones and turnover figures. While a billion-euro balance sheet is a significant corporate achievement, he insists that true leadership success is measured by the culture left behind inside the organisation once a leader departs.

For Dornan, that cultural benchmark was validated by its inclusion in the ‘Sunday Independent’s list of the top employers in Ireland, ranking at number 41 overall.

He comments, “This recognition is important. It highlights a sustained corporate effort to cultivate an authentic workplace environment where employees feel safe, valued and respected. This philosophy goes far beyond traditional physical site safety, extending directly into comprehensive mental health and emotional well-being initiatives.”

Dornan’s mental health strategy is built upon a practical business truth: A workforce that feels safe, supported, and genuinely cared for by its leadership is inherently more focused, collaborative, and productive. This protective culture covers a massive operational footprint. “We directly employ over 1,400 people, while managing upwards of 4,500 subcontractors across our various international project sites. Extending this safety and well-being culture to thousands of external subcontractors requires an ongoing commitment to education and open communication.”

Ultimately, Micheál O’Connor views his mission as building an inclusive environment where every single worker, from an apprentice stepping onto a site for the first time to a senior project director, has an equal opportunity to build a meaningful career.

“The legacy I’d like to leave is to establish Dornan as an employer of choice. That’s a simple legacy that I hope will remain on and on in Dornan after I depart,” Micheál O’Connor concludes.

Mark McGreevy, CEO, Collen.

A new era of leadership at Collen

Having taken up the post of Chief Executive Officer of Collen in January 2026, Mark McGreevy speaks with ROBBIE COUSINS about moving from opportunity-led to intent-driven international growth and safeguarding an eight-generation legacy built on safety, technical complexity, and long-term delivery certainty.

Mark McGreevy’s appointment as CEO of Collen in January 2026 represents a highly significant moment in the evolution of one of the most respected names in European construction.

A tier-one, engineering-led specialist contractor, Collen is renowned for delivering exceptionally complex projects across Ireland, the United Kingdom, and Northern Europe. While the business boasts deep Irish roots and an extraordinary eight generations of family involvement, its modern trajectory is defined by sophisticated technical capability and substantial, continuous investment in people, systems and delivery expertise.

This rare combination of multigenerational ownership and progressive leadership has forged a

corporate culture anchored in safety, integrity, innovation and high-performance execution. Today, this culture remains entirely central to the business as it operates at an unprecedented industrial scale.

In recent years, the company has experienced substantial growth, with its annual turnover reaching a milestone of €1.7bn. This scale reflects the robust consistency of its technical delivery model, achieved whilst diligently maintaining the qualities that distinguish the business in a volatile global market. Rather than chasing short-term expansion or high-risk volume, Collen did what it always did: Prioritise disciplined decision-making, long-term relationship-building, and a steadfast willingness to invest sustainably through complex market cycles.

Stepping into the executive cockpit, McGreevy brings over 30 years of tier-one construction industry experience. Having previously served as a non-executive director of Collen, he provides a seamless blend of continuity and fresh strategic insight at a pivotal juncture for the enterprise.

EVOLVING LEADERSHIP AND REPEATABLE EXCELLENCE

Reflecting on his transition to the CEO role, McGreevy describes his mandate not as a radical departure but as a deliberate and exciting progression to build the next operational phase with absolute clarity and consistency.

The business has grown rapidly, driven by its exceptional reputation in technically demanding environments. Whilst this growth stands as an immense credit to the dedication of the internal teams, McGreevy is acutely aware that rapid corporate expansion inevitably stretches systems, communication channels, and organisational capacity across multijurisdictional borders.

He comments, “Collen combines the long-term mindset of an independently owned business with the engineering capability, operational discipline and delivery certainty required in modern mission-critical construction. We’re proud of our position in the Irish construction sector, but we are even prouder of the standards, people and engineering expertise behind this – and we’re focused on building the next chapter with discipline, innovation and long-term commitment.”

To address these challenges directly, McGreevy has structured the executive management team to unite broad, highly specialised expertise across construction delivery, commercial management, finance, and rigorous legal governance. This strategic mix of senior experience strengthens executive decision-making, supports a deeply integrated approach to

technically complex project environments and creates deeper customer and supply chain relationships.

“The primary objective is to transition from reactive management to a framework of scalable, predictable and profitable performance that preserves the traditional values of the business while aggressively modernising its execution infrastructure.”

He emphasises that his core focus is to protect the foundational strengths that have defined Collen for generations.

“The goal is to keep what is genuinely great about Collen, specifically its technical delivery strength, core values, and longterm continuity, while simultaneously modernising how the business plans, collaborates and governs our projects. The objective is to ensure that performance is thoroughly repeatable, scalable, and data-driven rather than reactive, thereby establishing a robust platform for the next chapter of corporate growth.”

AN INTERNATIONAL PLATFORM FOR MISSION-CRITICAL DELIVERY

Collen now operates from a highly sophisticated international delivery platform, seamlessly combining deep local market knowledge with multi-jurisdictional engineering expertise. While maintaining a strong, diversified presence in Ireland, the company has established a rapidly expanding footprint across the United Kingdom and key European markets, with a particular emphasis on northern Europe. The firm’s regional and technical leadership structure has been purpose-built over time to support these complex, cross-border projects, ensuring that client expectations are met uniformly regardless of geography. Mission-critical and digital infrastructure projects constitute the primary sector focus for Collen in the UK and the Nordic regions. In these highly demanding environments, the company continues to deliver advanced facilities for

global technology clients. This sector focus is a key driver of Collen’s international growth strategy and represents the core of its engineering expertise.

“Since 2010, Collen has delivered just shy of a staggering 1 Giga Watt of hyperscale and colocation data centre capacity across Ireland, the UK and continental Europe, supporting some of the world’s largest technology giants. To support this vast international expansion, we leverage our Dublin-based Data Centre of Excellence. This facility functions as a centralised hub to strengthen our technical coordination, share engineering insights, and scale best practices across all international projects.”

He adds, “As the business continues to expand internationally, there is a strong emphasis on strengthening communication, standardisation, and integrated delivery across regions so that our global clients experience the same level of certainty, quality, and technical coordination regardless of their geographic location.”

MILESTONES IN ENERGY AND DIGITAL INFRASTRUCTURE

The past 12 months have yielded a series of standout project achievements that underline Collen’s technical execution, particularly within the energy and digital infrastructure sectors. A major highlight in public and private infrastructure delivery is the Grange Backup Power facility at Grange Castle. This 110-megawatt energy project was delivered as Ireland’s first industrial-scale, dual-fuel backup power station, representing a significant milestone for national grid stability and sustainable engineering integration.

The business is also approaching a highly significant milestone of over one gigawatt of data centre capacity constructed to date. These massive undertakings highlight Collen’s specialised capability in missioncritical environments, requiring advanced mechanical, electrical, and plumbing integration, complex commissioning sequences, and high-density technical infrastructure.

For Mark McGreevy, these milestones are indicative of an underlying operational consistency that spans the entire organisation.

He reflects, “The standout successes are the ones that demonstrate disciplined engineering and operational execution, characterised by safe delivery, predictable milestones, and clean handovers in complex environments.”

What he is most proud of is not any single headline or massive metric, but rather the operational consistency displayed by teams solving problems early, coordinating effectively across complex disciplines, and maintaining the highest standards under intense pressure.

“This calibre of performance builds longterm client trust and allows the business to scale internationally without losing the standards that are central to our continued success.”

NAVIGATING HEADWINDS WITH COMMERCIAL DISCIPLINE

In Ireland, Collen maintains a highly diversified yet focused portfolio that spans technically led residential developments, commercial schemes, power generation projects and public infrastructure. This extensive breadth provides vital resilience across market cycles, maintaining active operations in multiple sections of the construction market. Looking forward, the company’s pipeline remains exceptionally strong, particularly within its core sectors and geographies. A notable highlight includes celebrating 10 years as an established, successful business in Sweden next year.

Furthermore, major public infrastructure investment in Ireland, including projects like MetroLink and extensive power grid upgrades, is expected to create substantial opportunities for the business to leverage its strengths in complex infrastructure delivery.

However, McGreevy says this strong pipeline must be balanced against wider construction industry pressures, including macroeconomic uncertainty, severe material cost volatility and highly constrained labour and supply chain capacity.

“Our approach has been to remain intensely disciplined in our approach to work-winning. We align new opportunities with available internal resources, pursue early engagement with clients and supply chain partners, and focus strongly on preconstruction planning and engineering coordination to create greater certainty before any on-site activities commence.”

A PRACTICAL BLUEPRINT FOR SUSTAINABILITY AND CULTURE

As the construction industry faces mounting pressure to decarbonise, Collen has adopted a deeply pragmatic approach to sustainability and environmental, social, and governance (ESG) criteria. Rather than treating ESG as an isolated corporate initiative or a marketing exercise, Collen embeds sustainability directly into its daily engineering, procurement, and construction methodologies. This involves an aggressive focus on modern methods of construction, advanced off-site solutions, digital engineering and meticulous coordination to eliminate waste, enhance productivity, and significantly lower carbon intensity across its international project portfolio. The tangible results of this practical approach are highly measurable.

Collen has reduced on-site manhours by 86,300 on a typical hyperscale data centre project through off-site fabrication and digital planning. The company continues to push these boundaries, with a number of future initiatives currently in progress aimed at achieving equally ambitious results.

McGreevy notes that sustainability has to be entirely practical, defining how the company designs, procures, and builds.

‘Our focus is on utilising practical tools and discipline, incorporating better data, stronger planning and digital processes that make it easier for site teams to execute projects. Digital capability is a critical enabler of scalable delivery and repeatable excellence, particularly in mission-critical environments where quality, speed, and tight coordination are essential.”

This engineering discipline is balanced by a strong focus on talent retention and corporate culture. In an industry facing a severe skills shortage, Collen relies on transparency and professional development to attract and retain elite personnel.

Mark McGreevy asserts that the competition for talent is real, and it cannot be won with corporate slogans.

“People stay where they feel genuinely valued, where leadership is consistent, and where there is real opportunity to grow. A major part of the current journey at Collen involves strengthening culture through clearer communication, greater collaboration across regions, and high leadership visibility, ensuring that colleagues feel proud of what they are building and how they are building it.

IN CONCLUSION

At an international scale, the modern construction industry presents formidable challenges, chief among them being intense margin pressure, supply chain capacity constraints, and the sheer technical complexity of project delivery, especially when design information is late or lopsided

contracts attempt to push undue risk down the supply chain.

Mark McGreevy believes the healthiest response to these systemic industry challenges is to return to construction fundamentals: “Collen is committed to having better project selection, fairer risk allocation, disciplined planning and strong, mutually beneficial partnerships with our supply chain”.

He adds, “This is the strategic direction Collen is going, because it protects our clients and employees, and it safeguards the long-term reputation of the industry.”

The key takeaway from his early tenure as CEO is simple. Collen is a robust business with a powerful brand, exceptional technical capability and great people positioned at a specific moment where modernisation matters.

For Mark McGreevy, the year ahead is dedicated to building a more integrated and engineering-led operating model by strengthening pre-construction, investing in scalable digital systems, and keeping culture and safety at the absolute centre of project delivery. In this respect he refers to his ‘3 – P’s’ – “our focus on our people, our pathway and our performance”.

Ultimately, Collen’s story cannot be measured solely by the scale of its turnover or the size of its projects; it is a narrative defined by longevity, deep-rooted values, and a deliberate intent to keep building for future generations.

Looking to the future, Mark McGreevy concludes by saying, “While firms can talk about rapid growth, our focus is on maintaining sustainable performance, strengthening our technical capability, maintaining our rigorous standards as the business scales, and building an enterprise that will still be widely respected for its engineering, culture and delivery performance in another 200 years, not for the next generation but for the generation after that and beyond.”

Grant invests €8 million in next - generation cylinder range and expands manufacturing capability

Leading manufacturer of sustainable home heating solutions, Grant has launched a new generation of hot water cylinders, designed to optimise the performance of modern heat pump systems. Designed and manufactured at Grant’s state-of-the-art facilities in Birr, Co. Offaly, the new Quick Recovery Cylinder range is backed by an €8 million investment in product development and a significant expansion of the company’s production facilities. This investment strengthens Grant’s manufacturing capability, while supporting growing demand for highperformance, heat pump-ready hot water solutions in Ireland, the UK and Europe.

DESIGNED SPECIFICALLY FOR HEAT PUMP PERFORMANCE

Unlike standard cylinders adapted for renewable systems, the new Grant Quick Recovery Cylinder range has been developed specifically for low-temperature operation, enabling installers and specifiers to maximise the efficiency and output of air source heat pumps, including the Grant Aerona R290 heat pump range.

Featuring high-efficiency heat exchange coils and optimised internal design, the cylinders are engineered to deliver rapid heat-up times and consistent hot water availability, even under demanding usage profiles. The range also supports faster recovery and improved system responsiveness - key requirements for modern, well-insulated homes.

PERFORMANCE-LED ENGINEERING

The new Grant Quick Recovery cylinders have been developed to meet the practical and technical requirements of today’s heating professionals, combining strong thermal performance with long-term reliability.

Key technical features include:

• High surface area heat exchange coils to maximise heat transfer from lowtemperature heat sources

• Large internal coil constructed from DN25 stainless steel tubing to support rapid recovery performance

• Advanced insulation to minimise standing heat loss and improve overall system efficiency

• Duplex stainless steel inner shell for enhanced durability and corrosion resistance

• Optimised for integration with renewable heating systems

The Quick Recovery Cylinder range is available in capacities from 150 – 300 litres,

with standard, slimline, Smart pre-plumbed and Smart integrated configurations to suit a wide variety of installation requirements. Suitable for both new build and deep retrofit applications, the cylinders provide flexibility across a broad range of residential projects.

INSTALLER-FOCUSED DESIGN

Ease of installation has been a key consideration throughout the development of the new range. The cylinders incorporate practical, installer-friendly features designed to streamline handling, positioning and system integration on site.

Smart pre-plumbed models further simplify installation through factory-fitted components, helping to reduce time on site and support consistent system set-up.

Combined with Grant’s established technical and training support, the new cylinders provide a dependable, straightforward solution for specifying and installing heat pump systems.

SUPPORTING A FULLY INTEGRATED HEATING SOLUTION

The launch further strengthens Grant’s integrated approach to home heating, offering installers a complete system

solution including heat pumps, cylinders and controls - all designed to work seamlessly together.

This single-manufacturer approach simplifies specification and installation while helping to ensure optimal system performance.

Commenting on the launch, Stephen Grant, Founder of Grant said, “As heat pump adoption continues to grow, the role of the cylinder in overall system performance has never been more important. Our new Quick Recovery cylinders have been specifically developed to work in harmony with low-temperature systems, delivering the recovery performance, efficiency and reliability that installers and homeowners expect. Our investment in design and manufacturing reflects our long-term commitment to innovation and to supporting the heating industry with high-quality, future-ready solutions.”

Visit www.grant.ie for more information on Grant’s range of innovative heating solutions. Follow Grant on Facebook @ GrantIRL, Instagram @grant_irl, LinkedIn @GrantEngineeringULC and YouTube @ GrantEngineeringIE.

The smarter choice for heat pump systems

Introducing the new Grant Quick Recovery cylinder range - designed for seamless integration with the Grant Aerona R290 heat pump.

Designed to support efficient low-temperature heating performance.

- Rapid heat recovery

- Optimised for low-temperature systems

- Smart pre-plumbed options available

- Seamless Aerona R290 heat pump integration

- Backed by Grant technical support

Discover the QR Cylinder Range

Paul Nicholls, Group Managing Director, Designer Group.

Engineering the future: How Designer Group is balancing scale with sustainability – Q&A with Group Managing Director Paul Nicholls

From hitting zero-waste targets ahead of schedule to investing in structured AI training, Designer Group is positioning itself at the vanguard of a modern engineering sector. Group Managing Director PAUL NICHOLLS speaks with Irish Construction News about the business’s standout milestones, expanding European pipeline and his vision for leading a resilient, values-led company.

ICN: WHAT WERE THE KEY DESIGNER GROUP PROJECT AND MILESTONE ACHIEVEMENTS OF 2025?

PN: 2025 was a very positive year for Designer Group, reflecting the continued growth and development of the business. Across the year, we continued to deliver projects in our core sectors, Energy & Industrial, Data Centre and Building Services. What is encouraging is the breadth of that work and the progress we are making as a business as we move into increasingly complex project environments.

There have been a number of important milestones during the year, including our involvement in Diageo’s new brewery in Newbridge, our continued work in the data centre sector throughout Ireland and Europe, and the progress made on major energy infrastructure projects. Each of these projects represents an important step in the continued development of the business.

We have also continued to perform strongly in the building services sector, delivering high-quality commercial projects across Ireland and the UK, including major

office developments for A&L Goodbody in Dublin and ongoing work in live operational environments such as London’s Heathrow airport.

Beyond project delivery, 2025 has also been a year of continued investment in the business. We have strengthened our systems, developed our people and continued to build the structures needed to support sustainable growth. That is important because the scale and complexity of the work we are undertaking continue to increase.

Overall, I would describe 2025 as a year

of strong progress. The business has grown, but more importantly, it has continued to mature. We are building capability, strengthening client relationships and positioning Designer Group to play a meaningful role in delivering the infrastructure that will support Ireland, the UK and Europe in the years ahead.

ICN: WHAT KEY PROJECTS ARE IN THE PIPELINE IN IRELAND?

PN: Ireland remains very important to Designer Group. We are an Irish-founded business, and Ireland will always be central to our identity, our operations and our future. Over the next 24 months, we see continued opportunity in Ireland, particularly in projects aligned with critical infrastructure, healthcare, energy and highquality building services.

At the same time, our growth over the next five years will increasingly come from Europe, particularly across energy infrastructure, advanced technology and data centres, where we are establishing a good European footprint.

So, while our international growth will continue to accelerate, Ireland remains our home and an important market in its own right to the business we are building for the future.

ICN: HOW IS DESIGNER GROUP MITIGATING INFLATIONARY PRESSURES TO ENSURE PROJECT DELIVERY SCHEDULES REMAIN ON TRACK?

PN: Inflationary pressure remains a real challenge for the construction and engineering sector, particularly around materials, labour, logistics, energy and wider macroeconomic uncertainty. For Designer Group, the key is to be proactive rather than reactive.

Early engagement is critical. The earlier we are involved in a project, the more value we can bring through procurement strategy, design coordination, buildability reviews and programme planning. Early decisionmaking gives clients greater visibility around cost, risk and delivery.

Supply chain relationships are equally important. We work hard to maintain strong, long-term relationships with trusted suppliers and subcontractors, which helps us manage availability, secure key packages earlier and reduce the risk of disruption.

Our modular manufacturing and offsite capability also support this approach. By moving more work into controlled environments, we can improve productivity, reduce waste, enhance quality and create greater programme certainty.

Ultimately, managing inflationary pressure comes down to discipline: planning early, communicating clearly, managing risk transparently and making

the right decisions at the right time.

ICN: WHAT INNOVATIVE

MEASURES HAVE YOU INTRODUCED TO IMPROVE EFFICIENCY AND SUSTAINABLE PRACTICES?

PN: One of the biggest lessons for our industry is that efficiency and sustainability can no longer be treated as separate priorities. The more efficiently we design, procure, manufacture and deliver, the more we reduce waste, improve productivity and support better environmental outcomes.

At Designer Group, we continue to invest in innovation and digital transformation because we see them as essential to the future of construction. AI and new technologies are creating opportunities to work smarter, safer and more efficiently, and we have provided in-house AI training to help our teams explore how these tools can enhance productivity and decisionmaking.

The important thing is to introduce it in a structured and responsible way. AI has to support human expertise, not replace it, and it is about giving our people better tools, better information and more efficient ways of working. Used properly, AI can support areas such as engineering, estimating, project controls, reporting and knowledge-sharing across the business.

From a sustainability perspective, we launched our latest ESG Report in November, capturing our progress across environmental, social and governance areas. We committed to achieving zero waste to landfill by 2026 for waste streams under our operational control. We are delighted to say that this target has already been met, with 99% of managed waste diverted through prevention, reuse, recycling and energy recovery.

Since our 2019 baseline, we have expanded the scope, depth and ambition of our reporting, moving beyond compliance

towards greater accountability. For us, sustainable growth means growing in a way that remains aligned with our values, our clients’ expectations and the direction of the wider economy.

ICN: WHAT ADDITIONAL STRUCTURAL BARRIERS NEED TO BE CLEARED TO TRULY UNLOCK IRISH MARKET ACTIVITY?

PN: There has been progress made in Ireland, and that should be acknowledged. However, I think most people involved in construction, engineering and infrastructure delivery would agree that the pace of administrative reform still needs to improve if Ireland is to fully unlock the level of investment required.

Ireland has an enormous opportunity. We have the talent, location, international reputation and sectoral strengths to continue attracting major investment in data centres, life sciences, advanced manufacturing, energy and infrastructure. But opportunity alone is not enough. We need planning, policy, grid infrastructure, utilities and delivery frameworks to move at a pace that matches market demand.

Certainty is critical. Clients and investors need clarity around timelines, approvals, energy availability and infrastructure capacity. When there is uncertainty, projects slow down, decisions are delayed, and investment can move elsewhere.

The Large Energy Action Plan (LEAP) is a positive step because it recognises the scale of the energy challenge and the need to align large energy users with grid capacity, renewable generation and strengthened infrastructure. That is the right direction of travel and should support sectors such as data centres, life sciences and advanced manufacturing.

The key now is implementation. Ambition has to translate into practical delivery. We need continued investment

WE’RE ENGINEERED FOR THIS.

POWER THAT PERFORMS UNDER PRESSURE

in grid resilience, faster decision-making, better alignment between agencies, and a planning and approvals environment that supports responsible development. That does not mean lowering standards. It means creating a system that is efficient, coordinated and capable of supporting sustainable growth.

For Designer Group, the opportunity is clear. The projects that will define Ireland’s next phase of growth will be technically demanding, and we are well placed to deliver them. They will require high-spec mechanical and electrical systems, energyefficient infrastructure, cooling, heat recovery, decarbonisation solutions and strong delivery capability – all areas where we have a strong track record and expertise.

ICN: WHAT DOES DESIGNER GROUP HAVE TO OFFER ENGINEERING GRADUATES, PROFESSIONALS OR TRADESPEOPLE BEGINNING OR DEVELOPING THEIR CAREERS?

PN: People are central to Designer Group’s growth, and attracting the right talent is a major priority for us.

As the business continues to expand across Ireland, the UK and Europe, we are very focused on creating opportunities for graduates, engineers, project leaders, commercial professionals and experienced managers who want to develop their careers in a growing international business. We also want to attract strong mid-level and senior management talent, people who have already built experience in the industry and are now looking for the next stage of their career.

One of our strongest propositions is the level of hands-on experience we can offer. Designer Group gives people the opportunity to work directly on complex, high-value projects across energy, data centres, life sciences, industrial and building services. They are live, technically demanding projects where people gain real exposure, real responsibility and real ownership.

That is an important difference for us. We offer the structure and scale of an international engineering contractor, but with a culture where people are close to the work, close to decision-making and close to the client. For ambitious professionals, particularly those moving into project leadership, commercial management, engineering management or operations roles, that combination is very powerful. We want people to feel that they can make an impact here. The pace of the business means there are opportunities to step up, lead teams, solve complex problems and contribute directly to the continued growth of the company.

For graduates and early-career

professionals, that hands-on experience provides a strong foundation, while for experienced professionals it creates a platform to take on greater responsibility and work on some of the most important engineering projects in the market. Ultimately, Designer Group is a place where graduates, professionals, tradespeople and apprentices can build meaningful careers through practical experience, strong support and exposure to projects that matter. We are particularly proud to have seen apprentice electrician Chatreen O’Connor recognised as Apprentice of the Year at Ireland’s Electrical Awards 2026, highlighting the opportunities to develop skills, gain hands-on experience and build successful long-term careers within Designer Group.

ICN: LOOKING TOWARDS 2030, HOW WOULD YOU LIKE TO SEE YOUR PERIOD OF LEADERSHIP AT DESIGNER GROUP DEFINED?

PN: By 2030, I would like my leadership to be defined by the strength of the business we have built and the opportunities we have created for our people.

Of course, scale matters. The type of projects we deliver matters. We want Designer Group to continue playing a leading role in major infrastructure across energy, data centres, life sciences, industrial and building services. We want to continue to be trusted by our clients to deliver complex, high-value projects that are essential to economic growth, energy resilience and the transition to a more sustainable future.

But leadership cannot be measured by project scale alone. For me, it is also about building a business that is resilient, progressive and values-led. A business that invests in its people. A business that embraces digital transformation and

innovation in a practical, meaningful way. A business that takes sustainability seriously and can demonstrate real progress, not just ambition.

The construction and engineering industry will change significantly between now and 2030. Digital tools, AI, modular construction, ESG expectations, energy transition and skills development will all reshape how we work. My role is to ensure that Designer Group is not simply responding to those changes, but actively preparing for them and helping to lead in those areas.

I would also like our leadership to be defined by consistency. Consistency in how we deliver for clients. Consistency in how we develop our people. Consistency in how we uphold our values. Growth is important, but sustainable growth is what really matters.

If, by 2030, Designer Group is recognised as a business that delivered critical infrastructure, embraced innovation, strengthened sustainability, developed exceptional people and stayed true to its values, then I think that would be a leadership legacy of which to be proud.

Diversification at home and abroad: The hallmarks of Walls’ continued growth

Walls Construction is evolving on all fronts, from its expanding management team to its new tech division, and alongside a strong performance in its traditional markets, Managing Director ADRIAN CORCORAN and Executive Chairperson FRANK KELLY speak with Irish Construction News about an excellent 2025 and their optimism for the year ahead.

Founded in 1950, Walls Construction is one of Ireland’s leading privately owned building contractors, operating across various sectors including commercial, residential, data centres, healthcare, education and life sciences. The company recorded a turnover of €670m in 2025 and employs 525 people, a figure that continues to grow alongside the business itself. This growth was achieved against a background of several internal appointments to strengthen the leadership team and the establishment of a separate division, Walls Technology Ltd (WTL).

ICN: YOU ESTABLISHED WALLS TECHNOLOGY LAST YEAR. HOW IS THIS NEW OPERATION BEDDING IN, AND WHAT ARE YOUR PLANS FOR IT?

AC: Based on our strong reputation for delivering challenging, large-scale projects, it made sense to establish a separate division to focus on high-growth and technically complex sectors such as life sciences, food and beverage, and digital infrastructure.

Historically, our international turnover was negligible and establishing our technology sector operations as a distinct division is both exciting and well timed and will result in a sizeable increase in our overseas generated revenue in future years.

Led by a team of experienced Walls senior managers, WTL has made considerable progress in the past year, with major data centre projects in Ireland, Belgium and Finland as well as several life sciences projects for clients such as Merck, Bausch & Lomb and Hovione now under construction throughout Ireland.

ICN: WOULD YOU COMMENT ON WHAT YOU CONSIDER THE KEY PROJECT ACHIEVEMENTS AND INITIATIVES IN 2025?

AC: Four years ago, we set a target to achieve a more balanced sectoral portfolio by increasing our activity in various sectors, many of which we were historically strong in, such as education and healthcare/pharma. These included data centres, life sciences, and

the process sector, and we are delighted to have met these targets in full.

Just recently, we were incredibly proud to hand over phase one of the cutting-edge Diageo brewery in Newbridge and working on such a prestigious campus project was a significant milestone in our diversified growth plan.

REFLECTING ON A STRONG 2025, HOW HAVE YOU POSITIONED THE COMPANY TO CAPITALISE ON THE CURRENT CYCLE IN IRISH CONSTRUCTION OVER THE NEXT 18 MONTHS?

FK: During 2025 and into this year, we have been fortunate to continue on a path of commencing major projects that involve significant multi-year turnover, and consequently we have a strong order book for the remainder of 2026 and a good line of sight in 2027 and 2028.

Amongst those projects under construction is the National Velodrome and Badminton Centre, Dublin 15, a landmark national sports facility at the Sport Ireland Campus, featuring Ireland’s first indoor velodrome alongside world-class badminton courts. Meanwhile, Richmond Village, a major residential project comprising almost 800 new homes on the site of St Vincent’s Hospital in Fairview, Dublin 3, is being delivered as part of the Project Tosaigh initiative by the Land Development Agency (LDA). In addition to the new homes, this major development will include retail outlets and community amenities, creating a vibrant mixeduse neighbourhood, while a new mental health facility will be delivered separately for St. Vincent’s Hospital, Fairview.

HOW IS WALLS MITIGATING INFLATIONARY PRESSURES TO ENSURE PROJECT DELIVERY SCHEDULES

REMAIN ON TRACK?

FK: In the current market, mitigating inflationary pressure is about getting ahead of risk and maintaining tight control over procurement and programme from the outset. At Walls, we place strong emphasis on an early package appointment strategy, market testing, and engaging with key subcontractors and suppliers at the earliest possible stage to secure capacity, improve pricing certainty and avoid unnecessary disruption later in the programme.

We also focus heavily on buildability, sequencing and programme logic during pre-construction, because in a live delivery environment, delays in one package can quickly have knock-on effects across the entire project. Strong site management, timely design release, and close coordination among the client, consultant, and supply chain teams are all critical to maintaining momentum. In practical terms, it comes down to planning well, buying well and managing the interfaces rigorously throughout the job.

WHAT

LESSONS HAVE BEEN LEARNED

OR WHAT INNOVATIVE MEASURES HAVE YOU INTRODUCED TO INCREASE EFFICIENCY AND SUSTAINABLE PRACTICES?

AC: Delivering higher-density residential schemes successfully depends on getting the fundamentals right very early in the process.

One of the key lessons we have learned is the importance of integrating design, buildability, programme and procurement strategy from the outset, particularly on complex urban sites where logistics, phasing and interfaces have a major bearing on efficiency. Over time, we have introduced more disciplined pre-construction planning, greater use of digital coordination and sequencing tools, and a stronger focus on standardisation where it adds value, all of which help to improve certainty, reduce rework and support programme performance.

A major area of focus for us has also been quality in the field - getting things right first time through better planning, clearer package coordination, stronger supervision and more consistent quality control on site. We are also making greater use of project data and key delivery metrics across jobs, which helps us identify trends, benchmark performance, and apply lessons learned more systematically from one project to the next.

WHAT SUSTAINABILITY GOALS HAVE BEEN SET FOR WALLS, AND COMMENT ON YOUR ACHIEVEMENTS OVER THE PAST 12 MONTHS?

FK: From a sustainability perspective, the emphasis is increasingly on reducing waste, improving material efficiency, lowering embodied carbon where practical, and managing energy and

resource use more effectively on site. In terms of residential building, our largest sector, the overall objective is to deliver highquality residential developments in a way that is more predictable, more efficient and more environmentally responsible.

2025 marked the conclusion of our 2022 ESG Action Plan, and its replacement sets out our journey to 2030, crystallised in a framework based on sustainability, carbon and biodiversity”. Our roadmap is grounded on six key pillars: ‘Business Conduct’, ‘Climate Change’, ‘Resource Use and Circularity’, ‘Pollution Control’, ‘Biodiversity and Ecosystems’, and ‘People and Communities’, and is firmly rooted in three target-driven, measurable, action plans to deliver continuous improvement across all our business functions.

WHAT IS YOUR VIEW ON HOW REFORMS THAT THE GOVERNMENT HAS MADE TO DATE WILL FACILITATE OUTPUT?

FK: There has been meaningful progress, and it is important to acknowledge the range of initiatives the government has introduced in recent years to help accelerate housing delivery, whether through planning reforms, funding supports, public land activation or measures designed to bring greater momentum into the system. Those interventions have helped, and they reflect a clear recognition of the scale of the challenge.

However, it is also fair to say that the pace of delivery still falls short of what is needed if Ireland is to meet its housing, infrastructure and climate objectives at the scale required. Greater consistency, speed and coordination across the delivery system remain essential, from planning decisions and utility connections to procurement and statutory approvals. At the same time, viability continues to hamper many developments, particularly as costs,

funding conditions and delivery risk remain challenging. The industry has both the capability and the willingness to deliver, but to unlock the full potential of the National Development Plan, the broader frameworks supporting delivery must continue to evolve with the same urgency as the ambitions they are intended to support.

FINALLY,

LOOKING TOWARDS 2030, HOW WOULD YOU LIKE TO SEE THIS LEADERSHIP ERA AT WALLS DEFINED?

AC: We would like like this period at Walls to be defined less by any single project and more by the kind of business we have built - one that has grown in a sustainable and balanced way, broadened its reach across sectors and geographies, and strengthened its capacity to respond to a changing market. Scale matters, of course, but what matters more is the quality and resilience of that growth, which for Walls means continuing to diversify our sectoral base, expanding our international footprint in a considered way, and building an organisation that is operationally strong, commercially disciplined and adaptable for the long term.

Just as importantly, we intend to be recognised as a business that remains deeply client-centric — focused on understanding our clients’ priorities, delivering with consistency, and building long-term relationships based on trust, performance and repeat business. We would also like this era to be associated with progress in the industry’s culture, creating more opportunities for women in construction, improving gender balance across the organisation, and embedding a real and lasting commitment to equity, diversity, inclusion and belonging. If we can look back and say that Walls grew not only in size, but in strength, capability, client focus and character, that would be a very worthwhile legacy.

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A real renaissance: Shaping the future of Irish infrastructure

ALASDAIR HENDERSON, Executive Director, BAM Ireland, speaks with ROBBIE COUSINS about a transformative year, the strategic pivot toward asset owners, and why sustainability is a social imperative.

For Alasdair Henderson, Executive Director of BAM Ireland, the current moment for the Irish construction sector is more than just a time of high activity; it is, he says, a “real renaissance for Irish infrastructure”.

Appointed to lead the Irish business of the Royal BAM Group in April 2022, Alasdair Henderson has navigated the company through a transformative period, culminating in 2025 with a performance that saw the Irish operation achieve a turnover of approximately €525m in the Republic of Ireland.

When viewed alongside the global group’s €7.04bn in turnover, the organisation’s scale and impact are undeniable. Yet, as Henderson explains, the numbers only tell half the story. The real narrative lies in the complexity of the projects delivered in Ireland and the philosophical shift in how BAM operates as a “purpose-led” business.

STRATEGIC GROWTH AND MARKET EVOLUTION

Reflecting on the company’s financial trajectory, Henderson notes a significant growth phase. “All things told, we saw significant growth in the business—about 30% growth over 2024,” he explains. “This growth was not incidental but the result of a disciplined approach of product and market combination, whereby we are aiming to do more work with fewer, more strategic customers.

“This might sound like a slightly odd thing to say, but we are working for organisations that are building assets to own and operate. That is absolutely a strong space for us because we build high-quality, complex assets for people who know what it is they are getting or know what it is they want.”

This pivot toward asset owners—ranging from government bodies and public transport authorities to industrial giants— has allowed BAM to leverage its technical depth in infrastructure. In the public sector, BAM remains the leading contractor by volume and turnover. Alasdair Henderson is quick to point out that serving the public sector is a core part of BAM’s identity. “Serving the public sector well is an

important part of being a business that really contributes to society and is in and of society,” he says. This relationship is evident in the firm’s involvement in several of Ireland’s most high-profile developments, many of which are now reaching critical milestones.

“Building infrastructure is not just throwing money at it; it’s not wishing it into place. It requires clear planning and a focus on what is necessary for the country.”

TRANSFORMING URBAN CONNECTIVITY

Among the flagship projects defining BAM’s 2025 portfolio is the Waterford City Public Infrastructure Project. For Alasdair Henderson, this development represents more than just civil engineering; it is about social transformation.

“The Waterford project is a real gem. It’s a real regional multimodal transport hub,” he says with enthusiasm. “It is a transformation of that city to being a 15-minute city. All of a sudden, the river that has always divided Waterford no longer does. People from the north quays can reach the town in under 15 minutes, either by walking or using active travel. This is the Ireland BAM wants to be part of creating.”

Similarly, the restoration of Galway’s Ceannt station has been a project of profound impact. The 175-year-old station has been transformed from a “box of corrugated iron” into a modern gateway with a beautiful glass roof that honours its heritage. He describes the experience of working for Irish Rail as excellent, noting that the passenger experience is being revolutionised.

“Ceannt station feels brighter, safer and more modern. It becomes a destination that people choose to travel to by train because the environment is so much better.”

A PHYSICAL AND PSYCHOLOGICAL CONNECTION

Perhaps no project captures the current political and social moment better than the Narrow Water Bridge in Carlingford Lough, linking the Cooley Peninsula and Mourne Mountains. As a landmark cross-border project, it is a physical manifestation of the

Alasdair Henderson, Executive Director, BAM Ireland.

‘Shared Island’ initiative.

Henderson takes great pride in this involvement. “It is a totemic part of that whole piece—very much a physical connection, but also a psychological connection between Ireland and Northern Ireland,” he observes. “We’re very pleased and proud to be involved, and it’s great to see the political interest in the project doing very well indeed.”

NATIONAL CHILDREN’S HOSPITAL

Back in Dublin, the National Children’s Hospital remains a massive undertaking. Alasdair Henderson confirms that during 2025, the project moved into the final significant commissioning phases—the end of the physical build and the finalisation of complex mechanical and electrical equipment testing.

At the same time, the Higher Education Bundle 2 programme is delivering five STEM buildings across technical universities.

“These are really important for future engineering and technical education in Ireland,” he notes, highlighting the clever use of precast concrete in these projects to ensure both sustainability and predictability of build.

BAM IRELAND’S SUSTAINABILITY MANDATE

Sustainability is no longer a peripheral concern for BAM Ireland; it is the central pillar of Alasdair Henderson’s leadership. The company has set an ambitious target to become net-zero in its direct operations by 2030. Achieving this has required concrete action rather than just aspirational

statements. In 2024, BAM transitioned exclusively to certified HVO (hydro-treated vegetable oil) fuel for all plant operations, completely eliminating diesel.

“That has made a massive reduction in our CO2 emissions,” he explains.

“Furthermore, the company car fleet of over 400 vehicles has been almost entirely decarbonised, transitioning to electric vehicles.”

Alasdair Henderson is particularly passionate about the next frontier: Biodiversity. Moving beyond “net biodiversity loss”, he wants to see “biodiversity gains” in every project.

To this end, BAM has partnered with the world-famous Eden Project in Cornwall to rethink how infrastructure interacts with nature.

“If you think of a motorway, for example, the old standard would be big, clean embankments with monocultural grass. Engineered and clean,” Henderson reflects. “Good practice now involves irregular surfaces, wildlife meadows, and even rotting vegetation—things that create a fantastic environment for pollinators. We can build that into the design without really adding any cost at all.

“If you aren’t prepared to do the small things like decarbonising your fleet, it’s very difficult to convince people that it is worthwhile making the discretionary effort to be a more sustainable business.”

INVESTING IN PEOPLE AND POTENTIAL

A significant portion of our conversation revolves around the BAM Ireland people who make these projects possible, the construction professionals and tradespeople who are held in equal regard within the BAM Ireland organisation.

Henderson comments, “Tradespeople are at the heart of our industry. BAM has championed apprenticeships as a vital route into the business for those who find the traditional university path isn’t for them. For those who join us – graduates, tradespeople or professionals – the proposition is one of immense variety and support.”

He points to a recent overhaul of employee terms and conditions to reflect the demands of modern life.

“BAM now offers complex leaves that include adoption and surrogacy leave and even grandparent leave, for instance. Allowing a grandparent a day off to see their grandchild go to school for the first time is now one of several modern life events we are delighted to mark with our people and facilitate at BAM. In terms of the quality of life, it means our people know this is a business that understands their life and their values.”

This culture of care, in Henderson’s view,

is essential for attracting the “scarcity of good talent” the industry consistently faces.

NAVIGATING THE REGULATORY LANDSCAPE

Turning to the broader industry, Henderson offers a candid assessment of the National Development Plan (NDP) and the barriers to its delivery. He welcomes the government’s ‘Accelerating Infrastructure Plan’ and the Critical Infrastructure Bill, which aims to prioritise schemes of national importance.

“July 2025 saw an updated ‘promise’ of the NDP. We had the promise, we had the barriers, and then we saw the action plan,” he summarises. However, he warns that the test of these strategies will not be measured in documents but in “projects coming to the ground more quickly.”

One of the primary hurdles he identifies is the current regulatory framework. Henderson describes a landscape in which four or five different regulators, each required by law to maximise outcomes in their specific discipline, often find themselves in a deadlock. “It becomes very difficult to move forward with consents. It’s not about dialling back our ambition in these regulated areas as a country; it’s about making sure that across these bodies, you get the best possible outcome for the project as a whole. A degree of compromise is

required, but not a compromise that dilutes our ambition.”

A RENAISSANCE FOR IRELAND

Henderson credits political leaders like Public Expenditure Minister Jack Chambers for putting themselves “front and centre” of the infrastructure debate, providing the political will necessary for public servants to make “brave decisions”. He believes the scene is now set for a decade of significant delivery.

“You’d have to be pretty hard-hearted not to be enthusiastic about it. It’s a great time, actually—a real Renaissance for Irish infrastructure.”

As we conclude, Alasdair Henderson’s vision for BAM Ireland is clear: A business that is not just a contractor, but a vital contributor to the fabric of Irish society. Whether through the “psychological connection” of a new bridge, the “predictability of build” through MMC, or the creation of “wildlife meadows” along our roads, the legacy of his leadership seems destined to be one of physical and social permanence.

“The next five to 10 years are really important for Ireland. We should absolutely capitalise on this opportunity,” Alasdair Henderson concludes.

A pipeline for the construction industry

Pipelife, through its manufacturing base in Cork and its wider network, supplies a range of piping and building solutions for residential housing, apartments, commercial developments, and civil projects, thereby playing a significant role in housing and infrastructure delivery across Ireland

As we build on our 55-year legacy, Pipelife remains firmly focused on staying ahead of industry demands while continuing to support Irish jobs and deliver market-leading solutions. Our primary objective is to be a trusted provider of industry-leading products and services to the building sector.

We recognise that modern construction requires fully designed, compliant systems that customers can rely on with confidence. In response, we are investing significantly in our in-house design and technical services to deliver robust, fully specified solutions. Increasingly, customers are seeking ‘one-stop-shop’ suppliers with the scale, financial strength and credibility to act as long-term supply partners — a critical factor in a sector where products and systems must perform reliably over decades.

Developers, builders and homeowners continue to face rising upfront construction costs, driven by evolving regulations and the transition to low-temperature, lowemission heating systems. Enhanced scale brings efficiency, and the expanded scale of Pipelife Ireland allows us to invest in and deliver competitively priced, class-leading products and design services that meet these challenges head-on.

Pipelife is also deeply committed to achieving world-class ESG performance. At a group-wide level, we are leading the industry in improving safety standards, reducing our carbon footprint, and designing products that maximise their value within a truly circular economy.

Demonstrating its long term commitment to the Irish market, in June last year Pipelife Ireland completed the first phase of its latest investment plan in its manufacturing operation in Cork. This first phase investment of €15m

entailed the replacement or upgrade of the entire water cooling and raw material distribution networks across the entire plant, the upgrading of offices, canteens, locker rooms, toilets, the installation and commissioning of six new high speed, automated extrusion lines for PVC, ABS and PP products, and the completion of a new purpose built Renewables Academy to cater for training of installers, architects, specifiers, & merchants.

In the coming months Pipelife will be installing four further high speed, automated extrusion lines, and the continuing investment plan will see all older extrusion lines being replaced by the end of 2027, bringing the total investment in the Cork plant to over €30m.

By then Pipelife Ireland will have 28 high speed, automated extrusion lines operating in its Cork plant, with an average age of 6 years, and with an annual capacity to extrude some 48,000 tonnes of pipe across the sewage, soil, cable protection, water, gas, roofline, rainwater and plumbing & heating

sectors.

Complementary to this investment in equipment and facilities, an IDA backed €4m, 3-year training programme to upskill its more than 200 employee’s is currently underway in Pipelife Ireland. These investments in our people and equipment will ensure that Pipelife is positioned to remain a long term Irish producer of ‘Guaranteed Irish’ piping systems for the Irish market.

The significant investment in new equipment, personnel and services is without parallel in our sector in Ireland and will position our Irish operations as a world class manufacturing facility for many years to come. This very visible investment shows Pipelife’s long term commitment to the Irish market and there is no doubt that the scale, modernity and product portfolio of the new Pipelife Ireland operations will be very attractive as a supply chain partner for the major merchant groups, builders and installers in the country.

ONE SOLUTION, ONE SUPPLIER

We provide an all-encompassing, customized service to ensure your system installation is hassle-free — adding value, not stress. With PIPELIFE, you collaborate with one supplier from conception and layout design through to installation. Whether you’re starting from scratch or planning to retrofit, we’ll find the optimal solution for your individual project requirements, saving you time and money every step of the way.

Clancy Construction board (l to r): Tommy Drumm, Strategic Board Adviser; Alan Darmody, Executive Commercial Director; Chris Chambers, Dublin Regional Director; John O’Shaughnessy, Managing Director; John Corcoran, Financial Director; Cormac Smith, Construction Director; and Declan Fitzpatrick, CQES Director.

Building a sustainable future: The evolution of Clancy Construction

Clancy Construction has been redefining its role in the Irish building landscape through digital innovation and sustainable practice. Managing Director JOHN O’SHAUGHNESSY speaks with ROBBIE COUSINS about leveraging AI, meeting national infrastructure demands and the ‘Building Together’ philosophy driving the firm toward its 2030 strategic vision.

The Irish construction landscape continues to navigate a period of profound transformation, defined by a shift toward digital integration, a heightened focus on sustainability and the urgent need to deliver national infrastructure. At the helm of one of the sector’s most consistent performers is John O’Shaughnessy, Managing Director of Clancy Construction. Under his leadership, the Tipperary-based firm has not only weathered recent global headwinds but also emerged with a refined strategy that balances traditional building values with the adoption of cutting-edge technology.

Reflecting on the firm’s recent performance, O’Shaughnessy is very happy with the momentum the business has gathered. The company reported a significant turnover of over €161m for the trading year ended 31 December 2025. This represents a substantial leap from the €141m recorded in 2024, a result O’Shaughnessy attributes to a disciplined adherence to their long-term strategic goals.

He comments, “We were delighted with this performance. It was a good result overall for the year, bolstered by high-quality projects for key clients. Our strategy has always been to stick to the plan and continue building on the foundations laid over many years.”

NAVIGATING MACRO-ECONOMIC CHALLENGES AND PROJECT MILESTONES

The path to this success has not been without its obstacles. Like many industry leaders, John O’Shaughnessy has to manage the ripple effects of the Russia-Ukraine war and, more recently, the US-Israel war on Iran, as well as the broader economic ecosystem’s uncertainty. He says, “The Irish construction sector has faced an energy crisis and fluctuating construction costs, yet it remains remarkably versatile. Despite these challenges, Clancy Construction has secured and progressed several landmark developments.”

One such milestone is the firm’s continued dominance in the healthcare and residential sectors. The company has built a reputation for excellence in live healthcare environments where

precision and safety are paramount. A standout achievement in 2025 was the completion of enabling works for the new maternity hospital at St Vincent’s University Hospital, Dublin, a project that reinforces Clancy’s expertise in complex acute hospital settings. On the residential front, the scale of their operations is equally impressive. Comprising 330 units, the €85m Ard Griffin scheme in Midleton, Co Cork, represents one of the largest private housing developments undertaken by the group. Additionally, the nearing completion of a €38m residential scheme at St Laurence’s Park in Stillorgan, Dublin, highlights the contractor’s ability to integrate community infrastructure, such as a new library, into modern living environments.

A GAME CHANGER FOR NATIONAL INFRASTRUCTURE

Beyond individual projects, John O’Shaughnessy is deeply engaged with the broader question of how Ireland delivers essential infrastructure. He expresses a cautious but firm confidence in the government’s recent efforts, particularly regarding the National Development Plan (NDP). Much of his confidence stems from the work of Sean O’Driscoll, the head of Glen Dimplex who the government appointed to its Accelerating Infrastructure Taskforce.

“The Accelerating Infrastructure Taskforce Report [published in December 2025] is a genuine game-changer for the Irish construction industry and the national economy. I was delighted to see Sean O’Driscoll retained by the government to oversee the implementation phase, ensuring the 30 specific actions identified are followed through. This gives me a lot of confidence because the government appears to realise at last that they must do something different, rather than letting the report sit on a shelf. I look forward to the next 12 months, as most of these actions are slated for completion by the first quarter of 2027. If implemented correctly, this programme will provide the certainty needed for investors and help resolve the housing, infrastructure, and energy crises currently facing the country.”

DIGITAL TRANSFORMATION AND THE RISE OF AI IN CONSTRUCTION

Clancy Construction has positioned itself as an early adopter of digital transformation, a move that John O’Shaughnessy views as a mechanical necessity for modern efficiency rather than just a trend. He believes they are one of the first contractors of their size to implement a digital strategy of such detail. Central to this is the firm’s adoption of an artificial intelligence (AI) strategy, supported by a dedicated internal team.

He explains, “The application of AI at Clancy has proven to be remarkably practical and a very pragmatic move as it has simplified a number of substantial time consuming administrative tasks.

“For instance, we have five different projects currently utilising AI to improve business processes. One of the most successful applications involves automating the matching of delivery dockets with invoices. In an industry where thousands of dockets must be processed monthly to pay suppliers, this was historically a challenging manual task. Today, roughly 80% of this matching process at Clancy is automated using AI, creating a massive efficiency gain for our business.”

Beyond administration, the firm is using AI in tendering and pre-qualification processes, which O’Shaughnessy notes has been exceptionally beneficial.

SUSTAINABILITY AND MMC

Sustainability is no longer an optional extra for Clancy; it is a core component of its operational DNA.

“We have a sustainability strategy that extends to 2030, which we track closely against the United Nations Sustainable Development Goals. We are not just talking about these goals but are actively implementing them on an annual and measurable basis.”

This commitment to the future is inextricably linked to modern methods of construction (MMC). John O’Shaughnessy argues that the shift toward MMC hasn’t just come from a desire to be innovative, but out of absolute necessity.

“With a significant skills gap and a lack of traditional tradespeople, the industry has had to pivot toward off-site construction. Clancy has embraced this by incorporating precast concrete, insulated concrete forms, and light gauge steel (LGS) systems into our large-scale developments.”

However, O’Shaughnessy is quick to point out that even with these modern methods, traditional trades like plastering and tiling remain essential, and the industry must continue to support those pathways.

THE PHILOSOPHY OF ‘BUILDING TOGETHER’

At the heart of Clancy’s success is a culture that John O’Shaughnessy describes as ‘Building Together’. This philosophy is rooted in a belief in partnership and collaboration with all stakeholders, not just on a project-by-project basis, but as a fundamental business value. He stresses that the managing director is only one person and that success is entirely dependent on the team.

“Clancy is one team where everyone, from graduates and

apprentices to senior directors, pulls in the same direction. This culture is driven by six core values that dictate how the firm operates every day. This isn’t just corporate jargon; it is the reason people choose to stay with the firm. By working by these values, we have created an environment where employees can be happy within their own skin and proud of the work they do.”

ATTRACTING A NEW GENERATION OF BUILDERS

One of O’Shaughnessy’s most passionate topics is the development of young talent. Having recently stepped down after a decade as the chair of the Education Training Committee within the CIF, he has a unique perspective on how the industry must evolve to attract graduates and tradespeople.

He observes that the current generation coming out of college is different; they want to see a company’s contribution to society and sustainability record and goals.

“Young people today,” he notes, “want to leave a mark on the world and see that they are making a difference. Clancy is uniquely attractive to this demographic because we do what we say we are going to do. For instance, we are highly committed to providing apprenticeship opportunities, including newer routes like surveying and engineering apprenticeships. These offer vital alternatives to the traditional college path.

While he acknowledges that “wet trades” like plastering and decorating are struggling to attract applicants, he remains hopeful that by moving more quickly on training reforms and tapping into national training funds, the industry can resolve its skills shortages.

TOWARDS 2030

As John O’Shaughnessy looks to the future, his focus remains on executing the firm’s 2026-2030 strategy. He states there is a clear ambition: To reach a sustainable turnover of €250m while maintaining the company’s reputation as a leader in innovation, digital sustainability, and Lean construction.

He envisions a Clancy Construction that continues to grow not just in size, but in influence. There is even the potential for international expansion on the radar, although the current focus remains on the strong sectors they operate in within the Republic of Ireland. Ultimately, John O’Shaughnessy’s goal is to leave the company’s culture stronger than he found it, ensuring that every new hire knows exactly what is expected: A commitment to core values, a belief in collaboration, and a constant drive to think ahead. With a solid team and a clear vision, the journey toward 2030 looks to be as transformative as the years that preceded it.

Beyond administration: The next wave of AI adoption

As contractors move past basic admin automation, a new wave of AI is transforming operations. PAUL LYNCH of 8020 Consulting outlines how predictive tools, site safety analytics and internal capability building are driving the next phase of value creation.

Artificial intelligence (AI) is rapidly moving from experimentation to practical business application across Irish organisations. At 8020 Consulting, we are seeing that while much of the initial focus has been on improving administrative efficiency, automating routine tasks, and streamlining reporting, a new wave of AI use cases is emerging. These developments have the potential to transform how organisations operate, make decisions, manage risk and create value.

Many companies have started their AI journey in sensible and low-risk areas. Administrative functions, such as document management, report preparation, meeting summaries, procurement support, invoice processing and customer communications have proven to be ideal starting points. These applications deliver immediate productivity gains while allowing employees to become familiar with AI tools and capabilities.

Importantly, forward-thinking organisations recognise that technology alone is not the answer. Across Ireland, companies are investing significant effort in building internal AI capability before pursuing more ambitious transformation initiatives. This often includes establishing AI governance frameworks, developing acceptable-use policies, identifying AI champions within business units and providing structured training programmes to improve AI literacy across the workforce.

This capability-building phase is proving critical. Organisations that equip their teams with the knowledge and confidence to use AI effectively are finding it easier to identify meaningful opportunities and avoid the common pitfalls associated with adopting new technologies.

As AI maturity increases, several emerging areas are attracting attention.

One of the most significant developments is the use of AI to support project delivery and operational decision-making. AI systems can analyse large volumes of project data, identify trends, predict potential delays and provide early warnings of emerging issues. Rather than relying solely on historical reporting, management teams can gain access to forward-looking insights that enable proactive intervention.

Predictive maintenance is another area showing strong potential. By analysing equipment performance data, AI can identify patterns that indicate future failures or maintenance requirements. This allows organisations to move from reactive maintenance models to predictive approaches, reducing downtime, improving asset utilisation and lowering operating costs.

Health and safety management is also benefiting from AIenabled technologies. Advanced analytics can identify risk patterns from incident reports, inspection data and operational records. Computer vision technologies are increasingly being used to monitor worksites, helping to identify potential hazards and improve compliance with safety procedures. While human oversight remains essential, AI can provide an additional layer of risk monitoring that was previously unavailable.

Knowledge management represents another significant opportunity. Many organisations possess decades of expertise embedded within documents, reports, procedures, and the

Paul Lynch, CEO, 8020 Consulting.

experience of long-serving employees. AI can help unlock this institutional knowledge by creating intelligent search and knowledge-retrieval systems that enable staff to access relevant information quickly and consistently. This can improve decisionmaking, reduce duplication of effort and support workforce development.

The emergence of AI-powered forecasting and planning tools is also creating new possibilities. Organisations can combine financial, operational, supply chain and market data to generate more accurate forecasts and scenario analyses. Leaders can explore multiple future outcomes, assess risks and make more informed strategic decisions based on real-time information.

Perhaps the most exciting development is the growing use of AI as a strategic decision-support tool. Rather than simply automating tasks, AI is increasingly helping leadership teams analyse complex information, evaluate options and identify opportunities that might otherwise remain hidden. This represents a shift from efficiencyfocused applications towards value creation and competitive advantage.

However, successful adoption depends on maintaining a balanced approach. We continually emphasise that organisations must focus on data quality, governance, cybersecurity and ethical considerations. AI should augment human expertise rather than replace it. The most successful implementations are those that combine advanced technology with strong leadership, skilled employees and clear business objectives, rather than just seeking a quick win.

While the journey for many Irish firms is just beginning, the direction is clear. Simple automation was the starting point, but the future lies in leveraging AI to enhance operations, manage risk and unlock value. Businesses that invest today in building internal capability and a culture of innovation will turn AI from a mere tech initiative into a core business capability.

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

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How renovation passports can make our buildings more resilient

SINÉAD HUGHES, Director

of Innovation, Irish Green Building Council, writes that renovation passports, being introduced under a new European directive, will help to ensure that renovation works carried out over time are planned to a high standard and deliver the intended energy and cost savings.

Across Europe, the energy crisis has underscored the need to make our existing buildings more energyefficient. Energy renovation is critical for lowering energy costs and making our buildings healthier and more resilient to price shocks. But as the recent update to the Energy Performance of Buildings Directive (EPBD) makes clear, long-term renovation planning is needed, and poorly planned energy upgrades will not deliver the required performance.

Building renovation passports will help to solve this problem. They are a stepby-step renovation roadmap linking a building’s current energy performance to a long-term deep-renovation pathway to zero emissions. Works will be planned in a holistic and technically sound manner. This helps to spread the capital cost and prevents ‘lock-ins’, such as might occur when a building is insulated without planning for ventilation, making it more difficult to install ventilation in future.

Renovation passports supplement BERs and are intended to be living documents, evolving alongside changes in building use, investment cycles, and regulation, and supporting smart decision-making over many years.

RENOVATION PASSPORTS AND THE EPBD

The latest version of the EPBD requires all EU member states to introduce a scheme for renovation passports (it is up to each member state whether using the scheme is voluntary or compulsory).

Under the directive, renovation passports must include information on the current energy performance of the building, a visual renovation roadmap, the optimal sequencing of steps and estimated energy savings for each step.

For owners, renovation passports help to boost the value and rental appeal of buildings, lower the risk of asset stranding and increase confidence for investors that the building will perform long into the future. For occupiers, renovation passports provide a long-term plan to improve

comfort, health and productivity.

IGBC’S RENOVATION PASSPORT PROJECT

To support the development of renovation passports in Ireland, in 2025 the Irish Green Building Council (IGBC) launched a project, funded by SEAI, and with the support from Integrated Energy Solutions (IES) and France’s Centre Scientifique et Technique du Bâtiment (CSTB), to prototype a renovation passport pilot for commercial properties in Ireland. This builds on our previous research on renovation passports in the residential sector.

In the commercial sector, our latest project asked: ‘How can we meet Ireland’s renovation passport obligations in a way that works for businesses and supports real decision-making around renovation?’ Our research was designed to generate practical insight on the following core issues:

• How can renovation passports enhance the performance and value of commercial buildings? This included engaging with experts, developing a renovation passport methodology for Ireland, testing this on real projects, training professionals, and assessing the value of renovation passports to owners,

occupiers, investors and society.

• How can we implement a robust renovation passport system for commercial properties in Ireland? This included engaging with the construction and property sectors, asking what a robust renovation passport ecosystem looks like, investigating which digital tools are needed to make it work, and identifying which incentives would support its use.

DEVELOPING A RENOVATION PASSPORT PROTOTYPE

As part of the project, IES developed a digital renovation passport prototype for a representative commercial building. One of the key insights was that the value of a renovation passport lies as much in its design as its content.

Rather than delivering outputs in

Visual dashboard modelling the energy, carbon and cost savings of different energy conservation measures, visualising how different interventions improve the energy performance over time.

report form, IES created dynamic visual dashboards designed to support discussion and decision-making. These dashboards allow users to compare renovation scenarios side by side.

The case study began by consolidating building information from across multiple sources, such as BERs, DECs, energy audits, and building surveys, depending on what was available. This information was then compiled into a digital baseline showing the building’s current energy performance.

SIMULATING ENERGY RENOVATION MEASURES

From this baseline, individual energy conservation measures were simulated, each with a dedicated dashboard. This allows decision-makers to understand the energy,

SUSTAINABILITY CAN MAKE IRISH CONTRACTORS MORE COMPETITIVE, IGBC CONFERENCE HEARS

Investing in sustainability can make Irish construction firms more competitive and resilient – that was one of the key messages from the Irish Green Building Council’s Build Green Now conference, which took place before more than 250 delegates at Royal Hospital Kilmainham on Wednesday, 27 May.

The morning session featured a panel of leading constructionsector executives, who outlined how sustainability adds value to their businesses.

“At John Sisk & Son, we take a wholelife view of carbon, both embodied and operational, working with stakeholders to drive down emissions across our buildings,” said Steven McGee, Chief Operating Officer at John Sisk & Son, in advance of the event. “Lower carbon means lower cost, and by investing in sustainability now, we deliver efficient, future-ready assets that create lasting value.”

McGee featured on the panel alongside AEibhlin O’Connor, Chief Commercial Officer, Clúid Housing; Kieran Holohan, Managing Director, Saint-Gobain Ireland, and Colin MacDonald, Chief Executive, Finegrain Properties. McGee said that contractors could do more to lower the carbon footprint of buildings if they were involved earlier on projects, when they can contribute to design and construction efficiencies, saving money and carbon.

Clúid’s Eibhlin O’Connor echoed this point, saying that the association had moved towards earlier engagement with contractors to reduce waste and carbon.

Kieran Holohan said that

carbon, and cost impacts of each measure, compare interventions and see how building performance evolves over time.

The dashboards also considered realworld constraints such as budgets and grants, payback expectations, occupancy levels and fabric constraints.

The methodology was then refined through training and testing with built environment professionals. Ultimately, this created a renovation passport process that is digital-first, scalable, and supports long-term renovation planning in the commercial sector.

DELIVERING BETTER BUILDINGS WITH RENOVATION PASSPORTS

Our national and European targets require us to accelerate renovation efforts to make

our buildings more energy-efficient while improving comfort and indoor air quality. Decarbonising our building stock must be seen as a key national infrastructure project to protect us from energy price shocks, and deliver healthier, more comfortable buildings that are more affordable to heat and cool.

Ireland is expected to launch a public consultation on its National Building Renovation Plan, providing an opportunity to have your say, including on how we develop and implement building renovation passports in Ireland.

For more information, visit www.igbc.ie/ policy-and-regulation/renovation-strategies/ building-renovation-passports/.

manufacturers who were not reducing carbon emissions were now at risk of falling behind and that the company applies a carbon price of €150 per tonne internally to guide its decision making.

The conference also heard from Sisk on the need to move towards lowercarbon fuels on construction sites.

TACKLING BUILDING SITE EMISSIONS

The IGBC is helping contractors to reduce site emissions through a project titled ‘DECAR-CON: Decarbonisation of Construction Process for Buildings in Ireland’, which aims to establish an emissions baseline and decarbonisation roadmap for Irish construction sites.

The project is led by the University of Galway in collaboration with IGBC, and funded by Construct Innovate, in collaboration with John Paul Construction and Walls Construction.

In building life-cycle assessment, construction site and transport emissions comprise modules A4 and A5 of BS EN 15978, but these are some of the least well-understood emissions in the building life cycle. DECAR-CON is the first major project in Ireland to look at measuring and reducing emissions

from construction site processes and transport.

Other European countries have taken innovative steps to cutting these emissions. The city of Oslo has leveraged its purchasing power by awarding tenders to contractors using zero-emission machinery, prompting manufacturers and rental companies to offer electric options. France has aimed to cut emissions from heavy freight by shifting cargo to rail and waterways, while the Netherlands has established specialised large-scale charging stations for electric construction machinery.

The IGBC is asking contractors to help it better understand how they are reducing emissions from transportation of materials, construction site activities, and waste management, to develop a roadmap for decarbonising construction.

The survey takes about 10 to 15 minutes and does not collect any personal or business information. You can fill out the survey at https://forms. cloud.microsoft/e/ qjsQVnjYwR or via the QR code.

Wavin’s award-winning AquaCell NG supports the future of stormwater management

Wavin Ireland’s AquaCell NG infiltration and attenuation tank system has added ‘awardwinning’ to its list of credentials, following recent industry recognition for its innovation in construction product design.

As developers and contractors respond to increasing pressure on drainage networks, the need for practical, compliant and climate-resilient stormwater solutions has never been greater. Wavin’s next-generation AquaCell system has been engineered to support that challenge, combining faster installation, reduced site storage requirements and a more sustainable product design.

Made from 100% recycled plastic, AquaCell NG is lightweight, modular and adaptable to complex site layouts, including tight or constrained urban locations. Its nested, stackable design allows four times more units to be transported per delivery and requires four times less storage space on site, helping to reduce transport requirements, site congestion and carbon impact.

The system can reduce the carbon footprint associated with delivery and storage by up to 75%, while also delivering significant cost and logistical benefits.

With modern construction demands in mind, AquaCell NG has been independently tested and certified, offering a major advance in the speed and efficiency of attenuation tank construction. Push-fit connections and a tool-free build make the system up to three times faster to install than previous generations of AquaCell, while maintaining the same volume capacity.

A distinctive circular guide on top of each unit helps ensure correct orientation, supporting right-first-time installation. These built-in efficiencies reduce the time teams need to spend around the excavation area, helping to improve safety on site. Open inspection

Blair McDonald, Urban Climate Resilience Commercial Manager at Wavin Ireland & the UK, said, “Climate change is contributing to the sharper, heavier bursts of rainfall we are seeing more frequently across Ireland, placing increasing pressure on drainage networks that were not originally designed to manage these conditions.

That is why SuDS design must be approached through a balanced, siteresponsive strategy, combining natural measures where feasible with engineered solutions where required. AquaCell NG was developed with these real-world challenges in mind, so we are particularly proud that it has now been recognised as an awardwinning innovation.”

Wavin continues to innovate to support better outcomes across the built environment. As the construction industry works to deliver climate-resilient, sustainable communities, SuDS are now firmly embedded in regulation, planning and compliance.

AquaCell NG offers specifiers, contractors and developers a practical way to balance SuDS policy ambitions with real-world site constraints, providing reliable below-ground attenuation that complements nature-based drainage and supports controlled run-off.

Wavin’s expert team continue to offer cost effective stormwater solutions for attenuation and soakaway applications. For installation videos and further information on Wavin’s AquaCell NG system, scan the QR code.

Irish construction thrived 2025: A look at the Top Building Contractors of 2026 and key trends of the past year

ROBBIE

COUSINS, Editor, Irish Construction News, introduces the Irish Construction News

‘Top 40 Building Contractors 2026’ and explains how the list was compiled.

The Irish construction industry demonstrated remarkable growth and resilience over the past year, as highlighted by the release of the ‘Irish Construction News Top 40 Building Contractors 2026’ listing. This annual snapshot reveals a vibrant sector driven by strong domestic and international demand. This year’s definitive ranking, compiled by Foundation Media Ltd, provides an insightful overview of the general building contractors shaping Ireland’s built environment and showcasing Irish expertise on the global stage.

IMPRESSIVE TURNOVER AND EXPANDING GLOBAL INFLUENCE

Ireland’s leading 40 building contractors achieved a combined turnover of €13.8bn in 2025, marking an increase of €900m from the €12.9bn figure of the previous period. This milestone underscores the industry’s robust performance.

• Domestic footprint: €8.3bn in construction activity was generated within Ireland, an increase of €600m on the €7.7bn total from the previous year.

• International activity: A substantial €5.5bn came from exported services, an increase of €300m on the previous €5.2bn figure, demonstrating the sector’s international reach and sustaining competitive edge.

The entry threshold for the 2026 Top 40 list also increased, rising to €40m (up from €37m last year). This continued success in both domestic and international markets is crucial for attracting foreign direct investment (FDI) to Ireland and solidifying the country’s reputation for excellence in construction worldwide.

SOME FACTS AND TRENDS IN THE IRISH CONSTRUCTION INDUSTRY (2025–2026)

Beyond the impressive figures of the Top 40, several key structural shifts and trends are defining the Irish construction landscape moving through 2026.

THE EUROCONSTRUCT OUTLOOK: IRELAND’S “SUPER CYCLE”

While construction activity across many European countries has faced a distinct cooling period and stagnation—with the wider Euro area averaging flat production—Ireland has firmly bucked the trend. Driven by a structural housing undersupply and massive infrastructure deficits, Ireland has entered a multi-year engineering and construction “super cycle.” Euroconstruct data forecasts 5% output growth for Ireland in 2026, a rate roughly double the western European average, positioning the country as one of the fastestgrowing construction markets in Europe.

MMC, BIM AND GREEN MANDATES

To bypass ongoing labour constraints, Irish contractors are rapidly accelerating the adoption of modern methods of construction (MMC)—particularly 2D timber frames and off-site prefabrication modules. Building information modelling (BIM) and advanced digital twins are now standard operational baselines for the Top

40. Furthermore, sustainability has shifted from a corporate social responsibility (CSR) metric to a hard regulatory requirement. Driven by the stricter efficiency standards of the revised EU Energy Performance of Buildings Directive, projects are intensely focused on achieving low embodied carbon, enhancing biodiversity, and integrating large-scale renewable energy systems.

THE PLANNING BOTTLENECK

The planning and regulatory environment remains the most severe structural barrier to efficient delivery. Despite strong planning permissions, protracted approval timelines, bureaucratic red tape, and the persistent threat of judicial reviews, major projects routinely face unpredictable delays and financial carrying costs. Reforming the planning ecosystem remains the single most critical factor for unlocking the sector’s full capacity and turning approved designs into completed structures on time.

METHODOLOGY BEHIND THE RANKINGS

Foundation Media Ltd, the publisher of Irish Construction News and constructionnews.ie, annually compiles the ‘Top 40 Building Contractors’ list. Companies are ranked based on their overall turnover, which includes both Irish and international revenue, for their most recent trading year. Turnover figures are directly sourced from the contractors themselves. For inclusion, companies must have their primary business operations based in the Republic of Ireland. Direct contact is made with contractors to request turnover figures for their business year ending on 31 December 2025 or the closest available year-end. All submitted figures must relate to Irish-based building contractors or Irish-based subsidiaries of foreign-based building contractors and include turnover from direct overseas trade by Irish subsidiaries. To ensure accuracy, all returns are validated by a company director or accompanied by an auditor’s letter and are meticulously checked and verified by the editor of Irish Construction News.

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

S1

SISK

TOTAL TURNOVER: €2.6BN

ROI TURNOVER: €1.3BN

INTERNATIONAL TURNOVER: €1.3BN

YEAR-END: 31/12/2025

ADDRESS: 3007 Lake Drive, Citywest, Dublin 24

PHONE: 01 409 1500

WEB: www.sisk.com

LINKEDIN: @John Sisk and Son Ltd

TIKTOK: @SiskTok_

KEY EXECUTIVES: Paul Brown, Chief Executive Officer; Donal McCarthy, Chief Operating Officer, Data Centres, Life Sciences & Technology; Steven McGee, Chief Operating Officer, Ireland and UK; Leo Martin, Chief Operating Officer – Infrastructure, Ger Penny, Chief Financial Officer; Marcus Carne, Chief Commercial Officer; Maura Toles, Company Secretary and Chief Legal Officer; Bernie McGarrity, Chief People Officer.

KEY ACTIVITIES: Main contractor

isk is an innovative, international construction and engineering business with a long-term vision. It employs over 3,000 people and is Ireland’s leading provider of construction services, with extensive operations across Ireland, the United Kingdom and mainland Europe. It has a track record, scale and capacity to successfully undertake large, complex, multidisciplinary projects. Sisk is recognised by its global clients as a world leader in safe delivery.

PROJECTS

Sisk delivers projects in sectors such as data and technology, semiconductors, pharmaceutical and life sciences, infrastructure, transportation, healthcare, commercial, residential, retail, industrial,

leisure, education and energy. It offers a life-cycle approach to construction, from planning and offsite construction through delivering and fitting out a project safely and sustainably, with technology as a key enabler, to working with clients to help manage and maintain buildings efficiently throughout their lifespan.

LEGACY

Sisk’s purpose is to create places for future generations. It takes inspiration from its founder John Sisk, who was driven by a keen sense of public service through the early projects that were delivered by the businessschools, libraries, churches, etc. Throughout Sisk’s history, the contractor has created legacies within the communities where it has and continues to work, instilled by its core values of Care, Integrity and Excellence. It has existed for over 165 years and will continue to have a positive impact on future generations.

Collen is an engineering-led construction company with a legacy of excellence and a forward-thinking approach that places it at the forefront of the construction industry across Ireland and Europe. It is proud to deliver high-quality, innovative solutions across a diverse range of sectors, underpinned by a deep technical skillset and a culture of collaboration, precision, and reliability.

With over 200 years of experience, Collen continues to grow as a market-leading dynamic force in the construction industry. Its unique ability to combine engineering intelligence with project delivery excellence ensures that we consistently exceed expectations, even on the most complex and mission-critical projects.

Collen is headquartered in Dublin with offices in the United Kingdom, Denmark and Sweden.

CORE EXPERTISE

Collen’s foundation as an engineering-led business allows it to bring deep technical insight and practical innovation to every project. This technical edge enables it to address complexity with confidence, delivering efficient, sustainable, and resilient solutions across all project phases.

DATA CENTRES AND TECHNOLOGY

Collen is a leader alongside other Irish companies across Europe in the delivery

2

COLLEN CONSTRUCTION

TOTAL TURNOVER: €1.7BN

ROI TURNOVER: €306M

INTERNATIONAL TURNOVER: €1.394M

YEAR-END: 31/03/2026

ADDRESS: River House, East Wall Road, Dublin 3.

PHONE: 01 874 5411

WEB: www.collen.com

LINKEDIN: Collen

X (FORMERLY TWITTER): @CollenConstruct

KEY EXECUTIVES: Neil Collen, Chairman; Mark Mc Greevy, CEO; Derek O’Connor, Managing Director, Ireland & UK; Declan Callan, Legal & Compliance Director; Derek Gormley, Pre Construction Director; Fabrice Maurizot, Managing Director Finland and Denmark; Keith Loscher, Managing Director, Sweden; Gráinne Dowling, Chief People Officer; Leslie FitzPatrick, Chief Financial Officer; David Barron, Group Technical Director.

KEY ACTIVITIES: Main contractor

Data centre project in the United Kingdom.

of hyperscale and co-location data centre projects in Ireland, the UK and across Europe. Its end-to-end capabilities encompass civil, structural, architectural and MEP disciplines, delivering highperformance facilities that meet the demanding standards of uptime, security and energy efficiency.

PUBLIC WORKS, HEALTHCARE AND EDUCATION

Collen has a strong track record in delivering high-quality public infrastructure, including hospitals, schools, civic buildings, and healthcare facilities. Its approach prioritises stakeholder engagement, regulatory compliance, and operational efficiency— creating sustainable, community-focused assets.

POWER GENERATION AND DECARBONISATION

With increasing global emphasis on sustainability, Collen supports its clients in delivering infrastructure that advances their energy transition. From renewable energy facilities to carbon reduction retrofits, Collen is at the forefront of building a low-carbon future.

INFRASTRUCTURE AND CIVILS

With a proven track record of delivering strategic infrastructure across Ireland, Collen

is actively managing a diverse portfolio of public- and private-sector projects. It remains committed to playing a pivotal role in driving the next phase of the National Development Plan.

COMMERCIAL FIT-OUT AND OFFICE DEVELOPMENTS

Collen delivers high-end commercial fitouts that balance functionality, flexibility, and aesthetics. Its project teams work closely with clients and design teams to create bespoke workplaces that support productivity and innovation.

HIGH-DENSITY RESIDENTIAL AND HOSPITALITY

From luxury hotels to large-scale residential developments, Collen delivers high-quality, design-led spaces that enhance urban living. Its understanding of complex urban environments ensures timely delivery and seamless integration with surrounding infrastructure.

GEOGRAPHIC REACH

• Ireland: Collen leads project delivery across Ireland, supporting national development through public and private sector collaboration.

• The United Kingdom, Sweden, and Europe: Internationally, Collen specialises in data centres and energy

infrastructure, managing large-scale, mission-critical projects with precision and reliability.

COLLEN FAST FACTS

• Engineering excellence: A technically skilled in-house team that ensures every solution is robust, efficient, and futureready

• Proven track record: Decades of experience delivering projects of scale, complexity, and strategic importance

• Client-focused delivery: A commitment to collaboration, transparency, and exceeding client expectations

• Sustainability in action: Actively driving decarbonisation and sustainable construction across all sectors

• Pan-European presence: Extensive international project delivery experience across diverse regulatory and cultural environments

Winthrop Technologies has established itself as Europe’s leading dedicated data centre delivery partner. Headquartered in Dublin and operating across Europe, the company provides comprehensive turnkey solutions encompassing design, construction and commissioning. As of 2026, Winthrop continues to set the benchmark for excellence in missioncritical infrastructure.

STRATEGIC GROWTH AND MARKET LEADERSHIP

The company’s trajectory is defined by its transition from a specialist MEP contractor to a full-service turnkey provider. This evolution allows Winthrop to manage every aspect of a build, including civil, structural and architectural (CSA) services. Currently, the firm is managing over 850MW of IT load in-flight across its European sites, serving the world’s most prominent hyperscale and lease providers.

Winthrop’s success is rooted in an engineering-led management structure. This technical foundation ensures that complex projects can be delivered with a focus on the safest and best technical solutions. By combining technical expertise with a dedicated workforce of just over 1,000 professionals, the company provides its clients with an unmatched level of safety, quality and timeline certainty

INNOVATION AND THE FUTURE

As Winthrop continues expansion to support existing and new clients across Europe, utilisation of the latest available technology, combined with innovation, is core to its success. The company has integrated advanced building information modelling (BIM) and digital delivery tools to optimise programme schedules and enhance certainty of delivery. A significant portion of its current delivery model relies on off-site manufacturing and modularisation. These methods reduce onsite risk, improve safety and ensure high-quality finishes in a controlled environment.

Sustainability is increasingly central to Winthrop’s operations. The firm is actively investing in low-carbon construction methods and life cycle assessment (LCA) tools to mitigate environmental impacts. Recent milestones, including membership of the Green Building Council Finland and the pursuit of LEED Gold certification across major projects, demonstrate the company’s long-term commitment to delivering sustainable, future-focused data centre infrastructure.

3 WINTHROP TECHNOLOGIES LIMITED

TOTAL TURNOVER: €1.41BN

ROI TURNOVER: €53.5M

INTERNATIONAL TURNOVER: €1.4BN

YEAR-END: 30/12/2025

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; Padraig Carley, Chief Financial Officer; Peter O’Flaherty, Operations Director; Noel Molloy, Operations Director; Tom O’Hare, Operations Director; Aiden Fallon, Operations Director

KEY ACTIVITIES: General contractor specialising in data centre construction

Moving through 2026, Winthrop Technologies is focused on deepening its client partnerships and supporting their expanding footprints in European markets.

Fundamentally, it is the continuous investment in its people and technical capabilities that has supported the company’s growth and positioned it to remain the trusted partner for mission-critical infrastructure in Europe.

BUILDING FOR THE

For over 30 years, ABM Contractors has delivered comprehensive Main Contractor Services to clients throughout Ireland. We provide a full range of building solutions, encompassing traditional build, design and build, modular construction, and expert project management. Our diverse client base includes government agencies, private developers, major retailers, and manufacturers.

4

JOHN PAUL CONSTRUCTION

TOTAL TURNOVER: €1.046BN

ROI TURNOVER: €906M

INTERNATIONAL TURNOVER: €140M

YEAR-END: 30/12/2025

ADDRESS: The Termini Building, 3 Arkle Road, Sandyford, Dublin 18, D18 C9C5

PHONE: 01 215 6100

WEB: www.johnpaul.ie

LINKEDIN: John Paul Construction

FACEBOOK: John Paul Construction

INSTAGRAM: @johnpaulconstruction

KEY EXECUTIVES: Liam Kenny, Chief Executive Officer; Ian Cahill, Chief Financial Officer; John Keaveney, Chief Operations Officer; Paraic Keogh, Chief Commercial Officer; Mick Kelly, Managing Director – Germany; Niall O’Connor, Managing Director –Ireland; Patrick Ferrol, Managing Director – United Kingdom; Henry Scanlon, Managing Director - Civil Engineering

KEY ACTIVITIES: Main contractor

John Paul Construction has continued to build on the momentum gained in recent years, combining a strong domestic presence with a growing international footprint. 2025 marked a period of significant progress for the business, underpinned by sustained growth, strategic expansion into new markets, and continued investment in its people, systems and sustainability programme.

This trajectory is reflected in the company’s latest performance, with turnover increasing to over €1bn, including €906m generated within Ireland and €140m from international operations. This growth highlights both the scale of opportunity secured and the organisation’s capacity to deliver large-scale, complex projects across a diverse range of sectors and territories.

The organisation is targeting the mission-critical, civil infrastructure, and residential sectors as its key growth drivers, with its expertise also deployed in the life sciences, healthcare, and commercial sectors.

DELIVERING COMPLEX INFRASTRUCTURE AND LANDMARK PROJECTS

Among the company’s most significant recent achievements is the delivery of the Rosslare Europort Terminal 7 and Enabling Works project. Completed over a 28-month programme within a fully operational port environment, the development comprises 28 permanent buildings and critical infrastructure delivered across 19.5 hectares of reclaimed land. The project represents a major national infrastructure investment, supporting post Brexit border operations while maintaining continuous passenger and freight movements throughout construction. Its successful delivery demonstrates the John Paul Construction’s capability in managing complex stakeholder environments, live operational interfaces and large-scale civil works, all accomplished on time and on budget, with co-operation and communication being the key tenets to the project’s success.

In parallel, the completion of a major medical devices manufacturing facility for Dexcom marks another key milestone. This was a major project for the client, representing its first manufacturing facility to be built outside the United States. It was the latest in a series of high specification, technically complex facilities that John Paul Construction has delivered for global organisations.

Alongside this, a series of large-scale residential schemes, including Woodbrook, Donore and Castleforbes, are contributing to much-needed housing supply while showcasing the organisation’s capability in high-density urban delivery. At the time of writing, the organisation will be building circa 3,000 units across its residential portfolio. The company’s commercial portfolio continues to evolve through developments such as Harcourt Square in Dublin, where the integration of modern construction techniques and sustainable design principles has been central to delivery.

INTERNATIONAL EXPANSION AND ORGANISATIONAL EVOLUTION

John Paul Construction’s evolution into an international technical contractor is gaining increasing momentum through its successful sectoral and geographic diversification underpinned by key client relationships. Proving itself at the local

TOP 40 BUILDING CONTRACTORS

level has enabled the business to demonstrate its capabilities and build the operational and supply chain relationships required to take on projects in new markets. In Germany, the company is currently managing five projects, with a strong pipeline in the United Kingdom pointing to a positive future.

To manage the next stage of the business, a new five-year plan was developed. Titled ‘People+Growth 2030’, this has identified the key changes required to ensure that progress can be maintained. A significant output was the requirement for an organisational redesign. The company has now embraced a matrix structure with four business divisions, each with its own managing director, enjoying centralised operational support and support from each business function. Further investment is in place for business and digital transformation to ensure that the organisation maintains its

Chief Executive Officer, John

SUSTAINABILITY AND RESPONSIBLE DELIVERY

Sustainability remains central to John Paul Construction’s long-term strategy.

John Paul Contraction Supply Chain Summit 2026.

This commitment has been recognised through consecutive Green Construction Awards in 2025 and 2026, reflecting progress in areas such as carbon reduction, energy efficiency and responsible resource management.

The company continues to advance its approach to environmental performance by integrating sustainability metrics into project delivery, supported by digital tracking and reporting systems. This enables more transparent performance measurement and supports clients in achieving their sustainability objectives.

Alongside environmental initiatives, there is a continued focus on social value and inclusive growth. The company’s accreditation as a ‘Great Place to Work’ reflects its emphasis on creating a supportive and engaging work environment, while ongoing investment in training and development ensures that capabilities continue to evolve in line with business growth.

POSITIONED FOR THE NEXT PHASE OF GROWTH

Looking ahead, John Paul Construction is well-positioned to build on its current momentum. The combination of a strong domestic pipeline, expanding international presence and continued investment in innovation provides a solid platform for sustained growth.

At a national level, the need to deliver critical infrastructure and housing remains a key priority, and the organisation’s recent project experience demonstrates its ability to deliver at the required scale. Internationally, continued expansion into the UK and European markets offers further opportunity to diversify and grow.

What remains consistent throughout this evolution is a focus on certainty of delivery. Whether in infrastructure, life sciences, commercial or residential sectors, the company’s approach is grounded in collaboration, technical expertise and a commitment to continuous improvement.

As the construction industry continues to adapt to changing demands, John Paul Construction’s strategy reflects a clear direction of travel, combining operational excellence with innovation and responsible growth to support both clients and the wider built environment.

Walls Construction continued its steady growth curve in 2025, building on its excellent financial performance in recent years. Last year’s turnover increased to €670m, of which €665m was generated in Ireland. This growth was achieved against a background of new management structures, including the establishment of a separate division, Walls Technology Ltd (WTL).

WALLS TECHNOLOGY:

International expansion and diversification were features of 2025, with WTL progressing major data centre projects in Ireland, Belgium and Finland while also advancing work on Diageo’s new state-ofthe-art brewery development in Newbridge, Co Kildare. These projects reflect Walls’ strategic focus on high-growth and technically complex sectors such as life sciences, food and beverage, and digital infrastructure.

“In recent years, our turnover has grown significantly, notably in large-scale residential projects, and now, in line with our planned growth in Ireland and abroad, establishing our technology sector operations as a distinct division is both exciting and well timed, and it will result in a sizeable increase in our overseas generated revenue in future years,” said Frank Kelly, Executive Chairman.

COMPLETIONS:

Among Walls’ achievements in 2025 were the deliveries of several landmark projects, including College Square in Dublin 2, currently the tallest habitable building in the Republic of Ireland, and the UCD Centre for Future Learning, a flagship educational facility designed to support next-generation teaching and learning, the latest addition to the portfolio of major buildings Walls has completed over the past 50 years on the Belfield campus. The company also completed Google Boland’s Mills, further demonstrating its expertise in delivering major fit-out and refurbishment projects in technically demanding commercial environments.

PROJECTS

Residential remains a core strength for the company and accounted

5

WALLS CONSTRUCTION

TOTAL TURNOVER: €670M

ROI TURNOVER: €665M

INTERNATIONAL TURNOVER: €5M

YEAR-END: 30/12/2025

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

PHONE: 01 867 3800

WEB: www.walls.ie

LINKEDIN: Walls Construction

KEY EXECUTIVES (WALLS CONTRUCTION): Adrian Corcoran, Managing Director; Frank Kelly, Executive Chairman; Cathal Healy, Chief Operating Officer; Hugh O’Brien, Finance Director; James O’Toole, Construction Director; Gareth Brady, Estimating Director; Stephen McNulty, Surveying Director

KEY EXECUTIVES (WALLS TECHNOLOGY): Gareth Lloyd, Construction Director; Joseph O’Hagan, Construction Director; Damian Giles, Surveying Director; David Strickland, Chief Information Officer

CONTACT: Barry Hennessy, Director of Business Development & Marketing

KEY ACTIVITIES: Main contractor

for just over 60% of its turnover in 2025. Having completed the Shanganagh Castle Estate for the Land Development Agency (LDA) in 2025, one of Europe’s largest passive-house-designed residential schemes, Walls is currently working on other LDAbacked developments, including Richmond Village in Dublin 3, providing almost 800 homes only 2 kms from Dublin city centre and incorporating retail, healthcare and community facilities, helping create sustainable and integrated urban neighbourhoods.

Another key milestone in 2025 was Walls Construction’s appointment by Sport Ireland as design & build contractor for the National Velodrome and Badminton Centre at the Sport Ireland Campus in Dublin. The landmark project will deliver Ireland’s first indoor velodrome alongside state-of-the-art badminton facilities, creating a national hub for elite sport and community participation alike.

SUSTAINABILITY

Sustainability remained central to the company’s operations in 2025. Walls achieved its target of diverting 100% of waste away from landfill and surpassed its carbon reduction target by achieving a 36% reduction in emissions across its operations against an original target of 30%. The company also continued to expand its electric vehicle fleet, with more than 60% of company vehicles now electric, alongside biodiversity and environmental initiatives across project sites and company-owned lands.

OUTLOOK

With a strong pipeline of projects, a growing international footprint and a continued focus on people, sustainability and delivery excellence, Walls Construction remains at the forefront of Ireland’s construction industry in 2026.

Greystones Community College, Wicklow, delivered under the Department of Education and Youth’s Design and Build programme.

For over 60 years, BAM Ireland has been working with its clients and supply chain partners to deliver significant building and infrastructure to the communities across Ireland. BAM plays a critical role in shaping Ireland’s built environment and will continue to be central to the delivery of large-scale civil engineering infrastructure and complex building projects in both the public and private sectors, necessary to create the capacity to meet the needs of a future Ireland.

Its integrated services help public and private sector clients reduce carbon emissions and enhance sustainability over the whole lifecycle of their buildings and infrastructure, creating sustainable environments that enhance people’s lives

BAM’s goal is to ensure that its activities leave a lasting legacy for local communities and the planet. As verified by its leadership position on the CDP A-List and its membership of the Irish Green Building Council, it has set an ambitious carbon target to become net zero in its direct operations by 2030.

Around the country, BAM’s highly skilled team use digital construction and industrialised construction methods to help ensure energy-efficient operations. It also collaborates with expert industry partners, academic researchers, the government, its highly valued supply chain, and its customers and end-users to embed a circular approach in how it designs, constructs, and operates buildings and infrastructure, providing innovative, integrated solutions.

The construction industry is undergoing rapid change. BAM customers want predictable, safe, and sustainable solutions that cover the whole building or infrastructure lifecycle. It does this by offering a fully integrated service, including innovative and sustainable design, development, construction and facilities management, as well as modern methods of construction and digitisation. This enables BAM to improve workplace safety, deliver more environmentally sustainable projects and provide the best solutions for its customers.

KEY ACHIEVEMENTS IN 2025

BAM has continued its strong financial and operational performance into 2025, supported by a high-quality order book, disciplined delivery, and a clear strategic focus. In Ireland, the business remains a key contributor to national infrastructure and development priorities. Sustainability leadership remains a defining strength, with

6

BAM IRELAND

TOTAL TURNOVER: €535M

ROI TURNOVER: €525M

INTERNATIONAL TURNOVER: €10M

YEAR-END: 30/12/2025

ADDRESS: Hartwell Lower, Kill, County Kildare

PHONE: 045 886 400

WEB: www.bamireland.ie

LINKEDIN: Bam UK and Ireland

X: @bamukandirelandd

KEY EXECUTIVES: Alasdair Henderson, Executive Director; John Lucy, Director Civils; Darren Devane, Director Building; Audrey McGrath, Finance Director (Interim); Gráinne de Mórdha, Facilities Management Director; Kathy O’Leary, Director Health & Safety; Suzanne Kavanagh, Director HR

KEY ACTIVITIES: Main contractor

ongoing recognition for climate performance and a focus on lowcarbon solutions. Investment in people, innovation, and partnerships ensures BAM is well-positioned for long-term, sustainable growth.

BAM IRELAND PROJECTS

BAM Ireland’s 2025 project portfolio centres on the delivery of large-scale public infrastructure across healthcare, transport and education. The company is progressing major transport and regeneration schemes, including the Waterford City Public Infrastructure Project development, which features a new sustainable transport bridge and integrated transport hub, the Narrow Water Bridge, a landmark cross-border project currently under construction, as well as the M28 Cork to Ringaskiddy project, which involves upgrading approximately 12.5 km of the N28 route to improve connectivity to the Port of Cork.

BAM is helping to deliver a state-of-the-art transport hub in the heart of Galway city. Through sensitive restoration, the revamped 175-year-old Ceannt Station will be a modern gateway for local and international visitors, boosting regional connectivity and helping to deliver the vision for active travel.

BAM is also delivering the National Children’s Hospital Ireland in Dublin, a transformative project for paediatric healthcare and a first of its kind in Ireland.

In the education sector, the company is delivering projects across all levels from primary to third level through initiatives such as the nationwide Higher Education Bundle 2 programme, providing new STEM facilities across multiple campuses across Ireland, alongside projects in Greystones, Sandymount and Citywest under the Design and Build Schools Framework.

Overall, BAM Ireland’s pipeline reflects a strong focus on connectivity, urban regeneration and modern public infrastructure, delivered in a complex environment shaped by planning challenges, skills shortages and the pressures associated with high-profile projects.

JJ Rhatigan has continued to evolve in ways that reflect both the scale of its ambition and the consistency of its delivery. This period has been defined not just by growth but by greater clarity around where it is strongest, where it can add the most value, and how its senior leadership team (SLT) continues to build a business that performs reliably across different markets and project types.

Activity levels remain strong in both jurisdictions, although the nature of demand differs, requiring it to stay agile in how it resources and delivers projects. Importantly, its growth has been measured; it has prioritised quality and consistency over scale alone, and it remains committed to sustainable expansion, building on its reputation and deepening relationships with its clients.

PROJECTS

JJ Rhatigan made a substantial contribution to Ireland’s educational infrastructure through its joint venture with ABM. Appointed by the National Development Finance Agency (NDFA) on behalf of the Department of Education, the team completed three major facilities in Kilkenny under Project Nore. These modern learning environments, including the 1,000-student CBS Secondary School, the 650-student St Canice’s School, and the 750-student Presentation School, provide crucial, state-of-the-art infrastructure for future generations.

A primary milestone for the year was the delivery of the landmark Momento, Hayes. This mixed-use development showcases the company’s ability to manage complex multi-building programs, delivering 407 apartments across six buildings. By incorporating Build-to-Rent, Affordable Rent, and Shared Ownership tenures alongside five commercial units and extensive public spaces, the project creates a high-quality, diverse urban living environment.

It is currently delivering a number of significant projects across the education, residential and healthcare sectors. These include the UCD

JJ RHATIGAN & COMPANY

TOTAL TURNOVER: €533.5M

ROI TURNOVER: €303.8M

INTERNATIONAL TURNOVER: €229.7M

YEAR-END: 31/10/2025

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

PHONE: 091 580800

WEB: www.jjrhatigan.com

LINKEDIN: JJ Rhatigan & Company

INSTAGRAM: @JJ_rhatigan

KEY EXECUTIVES: Padraic Rhatigan, Chairman & Group Managing Director; Ger Ronayne, Chief Executive Officer; Sean Rhatigan, Corporate Services Director; Lorna Tyrrell, Chief Financial Officer; Niall Higgins, Chief Operating Officer; Francis Mulry, Chief Commercial Officer; Sarah O’Donohoe, Chief People Officer

KEY ACTIVITIES: Main contractor

Multi-Purpose Performance and Examination Centre (MPPEC), a state-of-the-art campus facility comprising a multi-purpose sports hall, a high-performance centre, and a five-court indoor tennis centre with associated amenities.

In Galway, it is delivering the Crown Square residential development in partnership with the Land Development Agency, which will provide 353 cost-rental homes and help deliver muchneeded housing. It is also progressing three major surgical hub facilities in Cork, Limerick and Waterford on behalf of the HSE, expanding critical healthcare infrastructure and patient care capacity across Ireland.

OUTLOOK

Across all of these complex, multi-sector achievements, JJ Rhatigan’s continued emphasis on quality, project management, and sustainability solidifies its position as a trusted partner for largescale developments. Ultimately, its SLT is building a business that is resilient, adaptable, and trusted. One that not only delivers for its clients today but creates a lasting, positive impact for the future.

PJ HEGARTY & SONS

TOTAL TURNOVER: €528M

ROI TURNOVER: €451M

INTERNATIONAL TURNOVER: €77M

YEAR-END: 31/12/2025

ADDRESS: Davitt Road, Inchicore, Dublin 12.

PHONE: 01 455 6270

WEB: www.pjhegarty.ie

LINKEDIN: PJ Hegarty & Sons

TWITTER: @PJHegartySons

INSTAGRAM: pjhegartysons

KEY EXECUTIVES: John Hegarty, Executive Chairman; Maurice Killeen, Managing Director

KEY ACTIVITIES: General Building, Civil Engineering.

As PJ Hegarty enters its second century, the company continues to combine the values of a long-established, family-owned business with the technical capability, systems and delivery expertise required for major construction projects across Ireland and the UK.

Maurice Killeen was recently appointed Managing Director for Ireland. A UCD engineering graduate, Killeen joined the company in 1993 and has since held senior roles, including Regional Director, Operations Director for the Southern Region and board member, delivering high-value projects across civil, industrial, pharmaceutical, life sciences and commercial sectors. His appointment reflects PJ Hegarty’s focus on the continued growth and development of its business as the company enters its next chapter.

IRISH PROJECTS

PJ Hegarty continues to deliver for long-standing clients across commercial, pharmaceutical, life sciences, high-tech, industrial, infrastructure, residential, aviation, fit-out and specialist sectors. Much of this work is undertaken for leading FDI companies operating in regulated and sensitive environments where confidentiality is essential.

Recent completions include the €100m West Pharma Pharmaceuticals project, a multi-phase medical device manufacturing facility delivered within a live manufacturing environment and completed ahead of programme. The company also completed the Treasury Building redevelopment, transforming the building into a modern low-carbon workplace through structural strengthening and integration of old and new structures.

In Cork, PJ Hegarty delivered a major campus extension for a

confidential leading bluechip client.

Current work reflects the range of sectors in which PJ Hegarty operates. In Dublin city centre, the company continues to progress Waterfront South Central and the Citi fit-out. The fast-track Grade A office fit-out spans 10 floors and 300,000 sq ft. of net internal area.

Residential delivery is also a growing area of focus. In Cork, the Railyard Apartments development on Albert Quay will rise to over 85 metres, making it Ireland’s tallest residential building, and it will provide 200-plus new homes. In Dublin, works have commenced on the 12-storey Herbert Park, a 101-apartment development in Ballsbridge.

PJ Hegarty’s aviation experience continues at Cork and Dublin airports. At Cork airport, the company is progressing a new mezzanine floor for the upgraded C3 passenger security screening area and VIP lounge. At Dublin airport, it is progressing multiple projects across Terminals 1 & 2, including the 51st & Green executive lounge. The company also continues to deliver confidential data centre projects for international clients.

In the public works realm, the redevelopment of the landmark Crawford Art Gallery in Cork maintains the company’s strong heritage of craftsmanship and restoration.

UK PROJECTS

In the UK, current and recent works include Sizewell C and HS2-related infrastructure, ongoing projects in Gatwick airport, industrial, renewable-energy, recycling and waste-management projects.

HEALTH, SAFETY AND SUSTAINABILITY

Safety, sustainability, innovation, and inclusion remain central to PJ Hegarty’s operations. Recognition includes two NISO Awards and the Risk Management Award at the National Procurement Awards 2025. The rollout of an Integrated Management System, bringing ISO 45001, ISO 9001 and ISO 14001 into one framework, supports consistent planning, compliance and improvement.

With more than 100 years behind it, PJ Hegarty remains focused on delivering safe, sustainable and high-quality projects for clients, people and communities.

9 BENNETT CONSTRUCTION

TOTAL TURNOVER: €492M

ROI TURNOVER: €353M

INTERNATIONAL TURNOVER: €139M

YEAR-END: 31/12/2025

ADDRESS: Forest Park, Mullingar, Co Westmeathe

PHONE: 044 934 6000

WEB: www.bennettconstruction.com

LINKEDIN: @bennettconstr

KEY EXECUTIVES: Paul Bruton, Joint Managing Director; Paul McGee, Joint Managing Director; David Duggan, Financial Director; Jim Bennett, Director; Stephen Bennett, Director.

KEY ACTIVITIES: Residential, commercial, hotels and leisure, senior living, data centres and high-end fit-outs

Bennett Construction is one of Ireland’s long-established construction companies, with a strong presence across Ireland, the UK and wider European markets. Founded in 1917, the company has built its reputation on dependable delivery, quality, collaboration and long-term client relationships. Today, Bennett operates across a broad range of sectors, including residential, commercial, hotel and leisure, senior living, retail, data centres and high-end fit-out.

BUSINESS FOCUS IN 2026

In 2026, Bennett expects turnover to remain broadly in line with the previous year, while continuing to navigate a market where the period between project award and physical commencement has lengthened. The business remains focused on sectors with active demand, including large-scale residential schemes, retirement living, office and data centre fit-outs, hotel and leisure projects and critical infrastructure.

DIVERSE PROJECT PORTFOLIO

Bennett’s current portfolio reflects the breadth of its capability. In Ireland, the company continues to deliver important residential projects with the Land Development Authority, including Cromcastle on Oscar Traynor Road and Bluebell Waterways. The recent handover of 554 high-quality build-to-rent units at East Road, several months ahead of programme, demonstrates the strength of Bennett’s delivery teams and its residential expertise.

The company also remains active in hotel and leisure, data centres

Bluebell Waterways, Dublin.

and commercial fit-out. Project Connect for the Royal College of Surgeons in Ireland is a strong example of Bennett’s ability to deliver complex, high-quality city centre developments through close collaboration with clients, design teams and supply chain partners.

UK GROWTH AND OPPORTUNITY

The UK remains an important part of Bennett’s long-term growth strategy. The business continues to deliver large-scale residential, build-to-rent and later-living schemes across London, Cambridge and the wider south east. Projects such as Present Made of Eddington, Strawberry Fields, Montford Place, the Smith Centre and Headley Court reflect Bennett’s growing portfolio of high-quality residential and retirement living developments designed around community, amenity and long-term neighbourhood living.

DELIVERY, CULTURE AND RELATIONSHIPS

Consistency of delivery is central to Bennett’s approach as it operates across multiple regions. The company is built around shared values, experienced teams, trusted supply chain partners and strong relationships with repeat clients. Its delivery systems are internationally certifiable and accredited by NQA, supporting consistent standards across every project and region.

PEOPLE, INCLUSION AND COMMUNITY

Bennett continues to place strong emphasis on talent attraction, inclusion and long-term workforce development. Its education outreach and school partnership activities aim to raise awareness of career opportunities in construction, while its five-year partnership with STEM Passport for Inclusion supports mentoring and broader access to the industry. The company also remains committed to building positive relationships with local communities and supporting local engagement wherever it works.

SUSTAINABILITY AND FUTURE FOCUS

Sustainability is a central part of Bennett’s strategy. The company has launched Sustainability Pass training in partnership with the Skillnet Climate Ready Academy to build knowledge across its teams and embed practical sustainability thinking into day-to-day project delivery. Bennett’s environmental commitment has also been recognised through industry awards, including the Environmental Impact Award at the Irish Building Design Awards and shortlisting for the Green Transformation Award at the 2026 Green Awards.

Looking ahead, Bennett will continue to pursue responsible, sustainable growth by investing in its people, strengthening delivery capability, supporting clients across active markets and advancing initiatives such as energy generation at its head office and expansion of its electric fleet.

With more than a century of experience behind it, Bennett remains focused on delivering projects that create lasting value for clients, communities and future generations.

CONNECTING WITH THE GREEN

Delivering Award Winning Buildings Across Ireland, UK and Europe Since 1917

Bennett Construction proudly delivered Project Connect for the Royal College of Surgeons in Ireland, an award winning development that seamlessly combines contemporary design, sustainability, and heritage in the heart of St Stephen’s Green.

Discover more at www.bennettconstruction.ie

MURPHY

TOTAL TURNOVER: €340M

ROI TURNOVER: €305M

INTERNATIONAL TURNOVER: €35M

YEAR-END: 30/12/2025

ADDRESS: Great Connell, Newbridge, Co Kildare

PHONE: 045 431 384

WEB: www.murphygroup.com

LINKEDIN: @Murphy

INSTAGRAM: @MurphyGroup1951

FACEBOOK: Murphy Group

KEY EXECUTIVES: John G Murphy, Managing Director, Richard Parkinson, Commercial Director, James Waddock, Finance Director

KEY ACTIVITIES: Civil engineering and construction across natural resources, transportation, water and energy sectors

As Murphy marks its 75th anniversary, the business is celebrating sustained growth and strong momentum across its Irish operations. This success is driven by long-term investment in people, the expansion of in-house capabilities, and a proven self-delivery model. Operating across the water, energy, natural resources and transport sectors, Murphy has established itself as a trusted delivery partner for some of Ireland’s most complex and critical infrastructure programmes.

COMMITMENT

Murphy’s success is underpinned by a deep commitment to its people and culture. In 2025, the company achieved Investors in People Platinum status—the highest level of accreditation—reflecting its longstanding focus on leadership, skills development, and employee engagement.

Operating across six countries, Murphy directly employs almost 5,000 people. With annual group turnover exceeding €2bn, it is one of the largest contractor employers in the infrastructure sector, combining scale with specialist expertise.

Central to Murphy’s continued success in Ireland is its integrated self-delivery approach. By bringing together civil engineering, mechanical and electrical installation, fabrication, temporary works, plant and specialist services within a single, coordinated model, Murphy provides clients with programme certainty, strong safety performance, and consistently high-quality outcomes throughout the project lifecycle.

SUSTAINABILITY AND INNOVATION

Sustainability and innovation are integral to Murphy’s delivery approach. The company continues to invest significantly in modern, fuel-efficient plant, including the increased use of hydrotreated vegetable oil (HVO) to reduce carbon emissions.

The introduction of electric-powered excavators into the fleet further demonstrates Murphy’s commitment to lower-carbon construction, while maintaining productivity and performance on site.

John Murphy, Managing Director, comments, “Murphy’s growth in Ireland highlights the strength of our people, the success of our self-delivery model, and our focus on safety, quality and continuous improvement. As demand rises across key sectors, we’re investing in our teams, technology and equipment to deliver lasting infrastructure.”

PROJECTS

Among Murphy’s most notable projects completed and commissioned in 2025 are:

• Ringsend Hybrid 2 at Ringsend Wastewater Treatment Plant, Dublin, for Uisce Éireann

• Donegal Towns and Villages for for Uisce Éireann

• Saunders Pedestrian Bridge for Westmeath County Council

• Gas to Monksland AGI & Pipeline for Gas Networks Ireland

• Airton Road for South Dublin County Council.

Murphy’s Energy team also delivered a particularly strong transmission season with ESB Networks, completing three major framework projects. Notably, the Louth–Woodland project marked a key milestone, representing Murphy’s first high-voltage conductor replacement project for ESB, successfully delivered within a six-week outage period between October and November.

OUTLOOK

Murphy has a strong order book, supported by increasing demand across all sectors and the security of several medium- to long-term contracts. Framework agreements with ESB, Aughinish Alumina, Gas Networks Ireland, Uisce Éireann, United Utilities, Northern Ireland Water and South East Water further provide a stable, longterm pipeline of work.

As Murphy celebrates 75 years in operation, its focus remains firmly on the future. Continued investment in people, innovation and capability ensures the business is well positioned to support Ireland’s long-term infrastructure needs, while upholding the values and standards that have defined its success for more than three quarters of a century.

11

WILLS BROS

TOTAL TURNOVER: €329M

ROI TURNOVER: €259M

INTERNATIONAL TURNOVER: €70M

YEAR-END: 31/12/2025

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; Stewart Hillier, Group Financial Director; David Golden, Tendering Director; Ian McHugh, Technical Bid Director; Eddie O’Keeffe, Construction Director; Martin Ruddy, Commercial Director; Donal Kearney, Commercial Director; Arthur Chute, Commercial Director; Michael Carroll, Construction Director; John Cunningham, Construction & Renewables Director

KEY ACTIVITIES: Civil engineering contractor

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.

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, the A6 Dungiven and Drumahoe Road, Co Derry, and the under construction N5 Ballaghadeeren to Scramoge project, Co Roscommon, to mining, marine works, airport works, road realignments, site developments, water-related

services, telecommunications, landfill remediation, leisure and public amenity projects, such as recently completed Kerdiffstown Park project and the Dublin Port Greenway.

WILLS BROS CLIENT BASE

Wills Bros’ client base includes various local authorities, TII, Transport Scotland, Department of Infrastructure – Northern Ireland, Gypsum Industries, Uisce Éireann, DAA, NTA, OPW, Xerox, Microsoft, Apple, Glanbia, Anglo American Mining, Tara Mines, SSE, Port of Cork, IDA Ireland, Dublin Port, Pfizer and many other blue-chip multinationals in the technology, renewables 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 over 400 people with a safety record among the highest rating level.

At Glanua, we’re tackling some of the biggest challenges in water and wastewater engineering and we’re growing fast.

Opportunities available across engineering, technical, operational and business support functions. We’re hiring:

Why join us?

Whether you’re starting out or looking to take the next step, we offer clear career pathways - from apprenticeships and graduate programmes to senior project management roles.

• Excellent career progression – grow from Engineer to Project or Contract Manager

• Be part of a company that’s expanding across Ireland and the UK

• Work on projects that support local communities and the environment

12

ELLIOTT GROUP

TOTAL TURNOVER: €320M

ROI TURNOVER: €220M

INTERNATIONAL TURNOVER: €100M

YEAR-END: 31/12/2025

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, CEO ROI; Noel Elliott, CEO UK; Ray Fallon, Group CFO; Gary O’Sullivan, MD ROI; Eddie Campion, MD UK; Matthew O’Dowd, Group HSEQ Director; Eddie Sheridan, Group COO

KEY ACTIVITIES: Main contractor

Elliott Group continues to build on a strong trajectory across Ireland and the UK, delivering sustainable, controlled growth while maintaining the high standards of safety, quality and programme certainty that define the business. This performance is underpinned by long-standing client relationships, technical expertise and a consistent focus on delivery.

In recent years, the group has delivered a diverse portfolio of complex, high-specification projects across the residential, commercial, healthcare, and fit-out sectors, alongside continued progress in hospitality, data, and energy. This work has earned it recognition across the industry, with 10 awards received in areas including safety, quality and project delivery, reinforcing the strength of Elliott Group’s approach on site.

Darragh Elliott, CEO Ireland, comments, “We’ve built our reputation by doing the fundamentals right, consistently. That comes down to our people, the standards we set and the way we approach every project, across all scales and levels of complexity.”

MISSION CRITICAL DIVISION

A key development for the business has been the formal launch of its Mission Critical Division, bringing together specialist expertise to meet the growing demand for technically complex, highperformance environments. While this capability has been embedded within Elliott Group for many years, the new structure strengthens its ability to deliver in this fast-evolving sector.

Darragh Elliott adds, “The formalisation of our Mission Critical Division is a natural progression. It allows us to offer our missioncritical clients an end-to-end solution for their projects, should they need it.”

SUSTAINABILITY

Sustainability remains a central priority, with measurable progress achieved across the business. Elliott Group has reduced its greenhouse gas emissions by over 34%, supported by targeted initiatives in energy efficiency, responsible procurement and construction methodologies. These actions are part of a broader commitment to accountability and long-term value.

At the same time, continued investment in people has supported the expansion of teams across Ireland and the UK, strengthening delivery capability and ensuring a consistent standard across all projects.

Noel Elliott, CEO UK, comments, “Our growth across regions

and sectors is driven by the strength of our people and the depth of experience within the business. That consistency gives our clients confidence, particularly when delivering complex projects.”

SOCIAL PARTNERSHIPS

Beyond construction, Elliott Group continues to contribute to the communities in which it operates. Through partnerships with charities and initiatives such as the Mellon Educate Building Blitz and the Lighthouse Construction Charity, the company supports meaningful social impact both locally and internationally.

OUTLOOK

Looking ahead, Elliott Group’s ambition for 2026 is clear: To continue delivering for its valued clients. Its vision for the future is to be multi-sectoral and multi-regional to minimise over exposure to any one region or sector. It aims to invest in loyal and trusted teams and create a real culture of belonging in a family business, in the understanding that its people ensure it will continue to achieve the high standards that it has set, but in particular, quality and safety.

Founded 30 years ago by Damien Treanor and Cormac McCloskey, Errigal Group has grown to become one of Europe’s leading specialist construction and interior systems groups, delivering complex projects across Ireland, the UK and mainland Europe.

Elephant & Castle development, London.

Built on a foundation of integrity, collaboration, and long-term relationships, the Group has established a strong reputation for delivering highquality specialist contracting solutions across a diverse range of sectors, including:

• Healthcare

• Education

• Data Centres & Life-Sciences

• Hotel & Leisure

• Reclad & Retrofit

• Residential & PBSA

• Retail & Commercial

Employing approximately 1,900 personnel, the group’s workforce comprises experienced management professionals, technical specialists, supervisors, and highly skilled site operatives, enabling the successful delivery of complex projects at scale

13

ERRIGAL GROUP

TOTAL TURNOVER: €247M

ROI TURNOVER: €53m

INTERNATIONAL TURNOVER: €194m

YEAR-END: 31/12/25

ADDRESS: Ardginny, Killybrone, Co Monaghan

PHONE: 047 70709

WEB: www.errigal-group.com

LINKEDIN: Errigal Group

X: @ErrigalGroup

KEY EXECUTIVES: Damien Treanor, Co-Owner; Cormac McCloskey, Co-Owner

KEY ACTIVITIES: Specialist fit-out and cladding contracting

while maintaining consistently high standards across all stages of construction.

Errigal Group operates through an integrated network of specialist business divisions comprising Errigal Contracts, Errigal Facades and Errigal Technologies, each providing dedicated expertise while working collaboratively to deliver seamless end-to-end project solutions. From interior fit-outs to complex environments like data centres, clean rooms, and life-science facilities, through to advanced façade systems, we provide the complete package – seamlessly managed, expertly delivered, and built on a foundation of quality, innovation, collaboration, precision, and a relentless commitment to exceeding client expectations every time.

As a key contributor to the Irish government’s ‘Delivering Homes, Building Communities’ initiative, GEM continues to operate at the forefront of large-scale residential delivery in Ireland.

Founded in 1978, GEM has evolved into one of Ireland’s most established and trusted main contractors and developers, with a proven track record spanning over four decades. With offices in Dublin and Longford, the company is recognised for its consistent delivery, technical expertise and commitment to quality across all aspects of construction.

GEM remains a highly active delivery partner in the Irish housing sector, with a substantial pipeline of residential and mixed-use developments currently under construction and in the pre-delivery stage.

Building on its legacy of delivering in excess of 6,000 homes, the company continues to scale its output in response to ongoing housing demand, with a strong focus on collaboration with local authorities, approved housing bodies (AHBs), and private sector clients.

Operating as a fully integrated construction and development organisation, GEM manages all disciplines of the construction lifecycle—including planning, pre-construction, design and build, and project delivery. This end-to-end model ensures full control over programme, costs and quality, enabling efficient execution across complex, multi-phase developments. The company’s delivery capability is underpinned by a highly experienced management team and a strong, reliable supply chain.

SUSTAINABILITY

Sustainability, innovation and ESG remain central to GEM’s operations. The company continues to prioritise low-carbon construction methodologies, resource efficiency, and modern building techniques, including ground engineering solutions and material optimisation strategies. GEM maintains internationally

14

GEM GROUP TOTAL TURNOVER: €240M

ROI TURNOVER: €239M

INTERNATIONAL TURNOVER: €1M

YEAR-END: 30/06/2025

ADDRESS: Dublin Office: Unit 2 Block 4B, Blanchardstown Corporate Park, Dublin 15, D15 F2DK. Longford Office: Athlone Road, Longford.

PHONE: 01 885 0432

WEB: www.gemgroup.ie

LINKEDIN: Gem Construction

X: @gemconstruction

FACEBOOK: @gemconstruction

INSTAGRAM: @gemconstructionire

YOUTUBE: GEM Construction

KEY EXECUTIVES: Martin Healy, Managing Director; Vincent Fay, Finance Director; Kevin Fay, Construction Director

KEY ACTIVITIES: Main contractor

recognised accreditations including ISO 45001, ISO 9001, and ISO 14001, reflecting its continued focus on health and safety, quality management, and environmental performance.

PROJECTS

GEM’s current portfolio includes a number of large-scale residential schemes and strategic developments, encompassing housing, apartments, and student accommodation

The company continues to deliver complex projects in urban and suburban settings, often incorporating phased construction, infrastructure delivery, and conservation elements. Recently completed and ongoing schemes demonstrate GEM’s ability to deliver high-quality, high-density developments while maintaining a strong focus on community integration and placemaking.

The business continues to work in partnership with leading public and private sector clients, including local authorities and AHBs, such as Dublin City Council, Fingal County Council, Meath County Council, Clúid Housing, and Tuath Housing. These long-standing relationships reflect GEM’s reputation for reliability, certainty of delivery, and collaborative working.

GEM’s mission remains centred on delivering high-quality construction projects with integrity, innovation, and efficiency. Its vision is to further strengthen its position as a leading construction partner in Ireland by embracing modern methods of construction, advancing sustainability initiatives, and continuing to build strong, long-term relationships across the industry.

The company’s core values—quality, experience, confidence, genuineness, and reliability—continue to underpin its operations and are reflected in every project delivered.

With a strong forward order book and a continued focus on sustainable growth, GEM is well positioned to play a leading role in shaping Ireland’s built environment in 2026 and beyond.

“Q

uality Delivered... Safely, On Time, Every Time”

As a leading Irish mechanical engineering contractor, MSL Engineering Ltd. are the partner of choice across many industries including Life Sciences, Data Centre, Semiconductor, Oil & Gas and Food & Beverage; operating across Ireland, UK, mainland Europe & US.

With over 45 years of construction and engineering expertise and a flexible project management approach, we deliver best in class projects utilising BIM design and off-site modular construction processes to the highest standards of workmanship, safety, quality and reliability.

Platforms and Steelwork Services

Pipe Fabrication & Installation

Offsite Modular Assemblies

Heavy and Process Equipment

Process Drainage

Commissioning and Testing

Mechanical and Design Solutions

Flynn has been in business for 22 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 Europe. The directors of Flynn have diversified the business by sector 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. This approach enables Flynn to deliver a consistent, best-in-

FLYNN

TOTAL TURNOVER: €240M

ROI TURNOVER: €140M

INTERNATIONAL TURNOVER: €100M

YEAR-END: 31/12/2025

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

PHONE: 01 850 3000

WEB: www.flynnmc.com

LINKEDIN: Flynn

X: @FlynnManagement

INSTAGRAM: @flynn_pre

KEY EXECUTIVES: Kevin Flynn, Chief Executive Officer; Mick Flynn, Chief Operations Officer; Cormac McKenna, Chief International Officer; Derek Murphy, Chief Financial Officer; Alan Nevin, Chief Commercial Officer

KEY ACTIVITIES: Critical environments, pharma, data centre, general contracting, commercial fitouts.

class service to all clients, regardless of sector or jurisdiction.

FLYNN PROJECTS

Recently completed Flynn projects include Telehouse Administration Building in London, OPW Bishop’s Square, LinkedIn 4WP Fit-out and Verizon Fit-out in Limerick. The Flynn team are currently delivering the Telehouse West 2 data centre at its London Docklands data centre campus. Flynn has also completed several missioncritical projects, including data centres in Dublin, London, Frankfurt, Copenhagen and Amsterdam; pharma projects in Dublin, Limerick and Copenhagen; processing facilities in Cork and Dublin; and aviation projects in Dublin, Shannon and Cork.

FLYNN PEOPLE

Flynn is an equal opportunities employer and supporter of the CIF’s #BuildingEquality campaign. It currently employs over 245 people. As it expands into new sectors and markets, it has a focus on attracting ambitious and innovative projects, enabling it to offer a diverse range of opportunities that cater to a variety of skills and aptitudes. It invests heavily in talent to ensure its team continues to grow professionally and personally.

SUSTAINABILITY

Flynn takes a holistic approach to sustainability, incorporating this into its company culture and all work it undertakes. CEO Kevin Flynn comments: “At Flynn, we take our ESG responsibilities seriously. They are at the cornerstone of everything we do.” Flynn’s in-house environmental sustainability group focuses on its carbon footprint and continually reviews how it can reduce CO2 emissions, waste generation and energy usage across its offices and sites. Flynn has also invested heavily in industry-leading construction technology and associated training to harness the daily innovations redefining the construction industry.

16

VISION CONTRACTING LIMITED

TOTAL TURNOVER: €221.2M

ROI TURNOVER: €221.2M

YEAR-END: 31/12/25

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, Lifesciences & Industry Director; Colm Fehily, Residential & Commercial Director; Aidan O’Connell, Construction Director; Diarmaid Daly, Quantity Surveying Director; Conor O’Mahony, Chief Financial Officer

KEY ACTIVITIES: Design & build, main contractors, CSA contractor and fit out

Established in 2011, Vision Contracting Limited is a national main contractor and construction management company headquartered in Cork, with regional offices in Limerick, Killarney, and Dublin. The company operates in several specialist sectors, delivering retail, residential, pharma, public works and refurbishment projects. With a strong and steady growth trajectory, Vision Contracting reported a turnover of €221.2m in 2025 and is forecasting turnover to exceed €220m in 2026.

Vision Contracting is highly regarded for its expertise in managing and executing complex construction projects. Its comprehensive range of services encompasses pre-construction planning, value engineering, and full-scope project management. With a financially sound foundation and leadership possessing over 25 years of industry experience, the company’s stability promotes enduring client partnerships and drives consistent growth through repeat engagements and negotiated contracts.

Vision Contracting employs over 170 people and places a strong emphasis on professional development and skills enhancement. Continued investment in training and staff progression has been central to the company’s success, equipping its teams with the capabilities required to thrive in a dynamic Irish construction market.

HEALTH & SAFETY AND CONTINUOUS IMPROVEMENT

Vision Contracting prioritises health, safety and wellbeing across all projects. It is ISO-certified in occupational health and safety, quality, and environmental management and has consistently received National Irish Safety Organisation (NISO) awards. Vision Contracting has also just won the Health, Safety & Wellbeing Company (€100m–€200m) Award at the Irish Construction Excellences Awards 2026.

It is advancing a Lean construction strategy, embedding

Unit 1 Globe Logistics Park, Naas, Co Kildare.

Meakstown Community Centre for Fingal County Council.

The Lark Theatre, Balbriggan.

digital processes.

DIVERSITY AND GREAT PLACE TO WORK CERTIFIED

Vision Contracting achieved the Great Place to Work certification in 2025, recognising its commitment to fostering a positive, inclusive, and supportive workplace, and was also recognised as a Best Workplace for Health & Wellbeing 2026 by Great Place to Work Ireland. This achievement reflects its dedication to employee wellbeing, engagement and development.

In recognition of its inclusive workplace culture, Vision Contracting has been awarded a Silver Award from the Irish Centre for Diversity under the Investors in Diversity programme.

AWARDS AND RECOGNITION

Vision Contracting has received several notable awards, including Irish Construction Excellence (ICE) recognitions for Leisure & Tourism (2025), Hotel & Leisure (2024), Public Realm (2023), and Fit Out (2022), and more recently the Health, Safety & Wellbeing Company - €100m - €200m Category (2026). In addition, The Vision Contracting team won the 2025 Construction Industry Award for Tourism & Hospitality Project of the Year with the Meakstown Community Centre.

RECENT AND CURRENT PROJECTS

Vision Contracting has completed a variety of projects, such as Ballybeg Dingle Housing, Hilton Hotel Charlemont, Woodland Grove Apartments, Buckley House Student Accommodation at Maynooth University, Globe Logistics Park (Monread), Baldoyle Sports and Community Centre, and the Legal Aid Board Newmarket Square Fitout.

The company is currently working on life sciences projects Lilly Lab Extension, BioMarin Lab Expansion, and GE Healthcare Production Extension in Cork. In addition, they are developing residential properties, including Holywell apartments for Fingal County Council, Cork and Kerry Residential projects, and are involved with the Foley Street Hostel and Scoil Naisiunta Cnoc an Ein (Knockanean).

Vision Contracting has also recently commenced a 30-bed expansion at University Hospital Kerry; Sports Science Building at Maynooth University; and Student Accommodation on Prussia Street, Dublin; as well as refurbishing Old Debenhams, St Patrick’s Street, Cork.

17 ARDMAC LTD

TOTAL TURNOVER: €203M

ROI TURNOVER: €92M

INTERNATIONAL TURNOVER: €111M

YEAR-END: 31/12/25

ADDRESS: Swords Business Campus, Swords, Co. Dublin K67 Y2P7

PHONE: 01 894 8800

WEB: www.ardmac.com

LINKEDIN: Ardmac Ltd

KEY EXECUTIVES: Luis Coelho Borges, CEO; Jason Casey, COO; Enda Murphy, CBO; Wesley Duffy, CPO; Daniel Lane, CFO; Philip Chadwick, Managing Director, UK; Diarmaid Magee, SHEQ Director.

KEY ACTIVITIES: Main contractor

Ardmac is a leading international construction specialist delivering precision-built spaces for cutting-edge industries across the life sciences, data centre, EV battery, nuclear, aerospace and defence sectors. Headquartered in Ireland, the company operates across Europe, recently expanding to Spain, Poland, Norway and Saudi Arabia, and has built a strong reputation for excellence in project delivery, safety, and innovation.

With decades of experience, Ardmac provides a fully integrated service offering that spans design, construction, and commissioning. The company specialises in fast-track and highly regulated environments, where precision, compliance, and programme certainty are critical. Ardmac’s expertise includes cleanrooms, controlled environments, advanced manufacturing facilities and mission-critical infrastructure, supporting some of the world’s most demanding industries.

A CORE DIFFERENTIATOR

A core differentiator is Ardmac’s commitment to modern methods of construction (MMC), including off-site manufacturing (OSM). By leveraging advanced prefabrication techniques, Ardmac enhances quality control, reduces on-site disruption, and accelerates project timelines, enabling clients to achieve operational readiness faster while maintaining the highest standards of safety and performance.

Ardmac places a strong emphasis on collaboration, working closely with clients, design teams, and supply chain partners to deliver tailored solutions that meet specific project requirements. This clientcentric approach, combined with deep technical expertise, ensures consistent delivery of complex projects on time and within budget.

Cleanroom facility for a global pharma company.

SAFETY AND SUSTAINABILITY

Safety and sustainability are central to Ardmac’s operations. The company maintains a robust safety culture, underpinned by proactive risk management and continuous improvement. Ardmac is also committed to reducing environmental impact through efficient design, responsible sourcing, and the integration of sustainable construction practices across its projects.

Innovation is embedded throughout the organisation, with ongoing investment in digital construction tools, building information modelling (BIM), and data-driven project management. These capabilities enable enhanced coordination, improved transparency, and greater certainty in project outcomes.

Ardmac’s track record includes successful delivery for global clients across multiple sectors, reflecting its ability to adapt to evolving industry demands while maintaining a consistent focus on quality and performance. Its multidisciplinary teams bring together engineering, construction, and project management expertise to deliver solutions that align with client objectives and regulatory requirements.

Driven by a commitment to excellence, Ardmac continues to expand its footprint and capabilities, supporting clients in delivering critical infrastructure and high-performance environments across international markets.

Clancy Construction continues to strengthen its position as a leading Irish contractor, delivering high-quality projects across healthcare, residential, heritage, and community sectors.

In 2025, the company demonstrated significant growth, operational excellence, and a forward-thinking approach to innovation, reinforcing its reputation as a trusted delivery partner in complex and high-value developments.

A key highlight for 2025 is the company’s strong financial and organisational growth. Clancy Construction achieved a turnover of €161m, representing a substantial increase from €141m in 2024. This growth is supported by a workforce of approximately 200 employees, reflecting both the scale of its operations and its continued investment in people.

The company’s project portfolio in 2025 showcases its capability to deliver across multiple sectors, with strength in healthcare and residential construction. Clancy has built a strong reputation in live healthcare environments, where precision, safety, and minimal disruption are critical. A standout achievement includes the completion of enabling works at St Vincent’s University Hospital for the new maternity hospital, further reinforcing its expertise in complex acute hospital projects.

In the residential sector, Clancy continues to deliver highquality developments that support Ireland’s housing needs. The company is nearing completion of a €38m residential scheme at St Laurence’s Park in Stillorgan, comprising 88 apartments and a library for Dún Laoghaire Rathdown County Council. This project highlights Clancy’s ability to integrate community infrastructure with residential delivery, creating sustainable and functional living environments.

Through its sister company Clancy Homes, the organisation is also playing a major role in private housing delivery. One of the most notable developments is the €85m ‘Ard Griffin’ scheme in Midleton, Co Cork, a 330-unit project currently progressing well and representing one

18

CLANCY CONSTRUCTION

TOTAL TURNOVER: €161.1M

ROI TURNOVER: €161.1M

YEAR-END: 31/12/25

ADDRESS: Ballylusky, Drangan, Thurles, Co Tipperary

PHONE: 052 915 2166

WEB: www.clancy.ie

LINKEDIN: Clancy Construction

X: @Clancy_Drangan

FACEBOOK: Clancy Construction

INSTAGRAM: Clancy Construction47

KEY EXECUTIVES: John O’Shaughnessy, Managing Director; Chris Chambers, Dublin Regional Director; Alan Darmody, Executive Commercial Director; Cormac Smith, Construction Director; Declan Fitzpatrick, Construction Director; John Corcoran, Finance Director; Tommy Drumm, Strategic Board Adviser

KEY ACTIVITIES: Main contractor

of the largest private housing developments undertaken by the group. Additional residential schemes in Kilkenny, Gorey, and Limerick further demonstrate the breadth of Clancy’s activity in addressing housing demand.

Clancy Construction also maintains a strong presence in heritage and restoration, an area that requires specialist expertise and careful execution. The ongoing renovation of Ómós Guesthouse in Abbeyleix, a complex project involving a building dating back to the 1700s, reflects the company’s ability to preserve historical assets while adapting them for modern use.

Beyond project delivery, 2025 has seen Clancy continue its commitment to corporate social responsibility and community engagement. The company contributed to initiatives such as the DIY SOS project for a family in Mooncoin and the development of a sensory garden at Thurles Community Hospital. These initiatives highlight Clancy’s collaborative culture and the active involvement of its staff, subcontractors, and supply chain in making a positive social impact.

Innovation and efficiency have been central to Clancy’s strategy in 2025. The company has embraced digital transformation, particularly through the adoption of artificial intelligence to improve operational efficiency. AI is now being utilised in areas such as estimating, prequalification processes, and document management, enhancing productivity and accuracy across the business.

In parallel, Clancy continues to advance modern methods of construction, incorporating solutions such as precast concrete, insulated concrete forms, timber frame, and light-gauge steel systems. These approaches, combined with Lean construction and digital processes, are improving delivery timelines and overall project efficiency, particularly in large-scale developments.

19

CONACK

TOTAL TURNOVER: €160M

ROI TURNOVER: €160M

YEAR-END: 31/12/2025

ADDRESS: Unit C1, Eastway Business Park, Ballysimon Road, Limerick

PHONE: 061 310002

WEB: www.conack.ie

LINKEDIN: Conack Construction

X: @weareconack

FACEBOOK: weareconack

INSTAGRAM: weareconack

YOUTUBE: ??

KEY EXECUTIVES: Tom O’Connor, Joint Managing Director; Kieran Cusack, Joint Managing Director; Donal O’Donnell, Chief Operations Officer; Tom McGee, Operations Director; Paula Shinners, Director of Communications; Frank Geary, Regional Director; Mike Hession, Regional Director

KEY ACTIVITIES: Main contractor

Conack Construction has solidified its position as one of Ireland’s foremost main contractors, recognised for delivering exceptional projects across the commercial, residential, healthcare, and education sectors.

One of the company’s most notable recent accomplishments is the redevelopment of the Dexcom Stadium in Galway for Connacht Rugby. This high-profile project included the completion of a cuttingedge High-Performance Centre and a new North Stand, significantly enhancing the stadium’s capacity and amenities. The redevelopment, widely lauded by industry professionals, was delivered to exceptional standards and helped Conack secure the prestigious “Building Project of the Year 2026” award at the Irish Building and Design Awards, further cementing its reputation for excellence in landmark project delivery.

Equally impressive is Conack’s ongoing work on the Valley Healthcare Primary Care Centre in Galway, set to become the largest facility of its kind in Ireland at nearly 90,000 sq ft. This flagship project reflects Conack’s expertise in managing large, complex developments that contribute to national healthcare infrastructure and community wellbeing.

RESIDENTIAL PROJECTS

In the residential sector, Conack remains instrumental in addressing

Ireland’s growing housing needs. The Marina Depot development in Cork, in collaboration with Glenveagh Properties and the Land Development Agency, made significant strides in 2025, showcasing Conack’s ability to deliver innovative housing solutions that meet both societal and environmental standards.

OPERATION CAPABILITIES

Internally, Conack has strengthened its operational capabilities, 250+ employees with an expanding presence across key Irish cities, including Limerick, Cork, Dublin, and Galway. The company’s focus on attracting top-tier talent and fostering a culture of excellence has been integral to its continued success and expansion.

Conack Construction continues to drive growth, achieve ambitious project milestones, and earn recognition for its unwavering commitment to quality and sustainability. The company’s consistent delivery of complex projects on a national scale positions it as an influential player in shaping Ireland’s built environment.

Glanua is a leading engineering solutions provider delivering innovative and sustainable water, wastewater and energy infrastructure across Ireland and the UK. Headquartered in Galway, Ireland, Glanua continues to scale rapidly, now employing over 600 people with regional offices in Cork, Northern Ireland, London, Reading, Bradford, Manchester, a manufacturing facility in Navan, Co Meath, and a new technical design office in Lisbon, Portugal.

Karl Zimmerer, Group Managing Director, comments, “2025 has been another defining year for Glanua as we continue to execute our strategy of sustainable growth and capability expansion. The acquisition of Marches Biogas is a major step forward for our business, strengthening our position in the bioresources sector and enabling us to deliver a suite of anaerobic digestion and biomethane solutions at scale.

“Alongside this, we are making significant and sustained investment in our people through our apprentice and graduate programmes, leadership development initiatives and enhanced inhouse learning and development capabilities. This commitment to talent development is fundamental to building the skills we need for the future.

“Combined with our growing presence across frameworks in Ireland and the UK and continued expansion in the industrial and life sciences sectors, we are building a diversified and future-focused engineering business. Our sustainability strategy, journey to net zero and safety culture remain central to everything we do. Our people remain at the heart of this progress and their expertise and commitment continue to drive everything we achieve.”

A major milestone in 2025 was the acquisition of Marches Biogas, significantly strengthening Glanua’s position in the bioresources and renewable energy sector. The integration of Marches Biogas, alongside O&M provider, Aqua Operations, is accelerating Glanua’s industrial growth strategy, particularly within the pharmaceutical, life sciences and advanced manufacturing sectors, where demand is increasing for integrated water, wastewater, energy recovery and

20

GLANUA

TOTAL TURNOVER: €155M

ROI TURNOVER: €95M

INTERNATIONAL TURNOVER: €60M

YEAR-END: 31/12/25

ADDRESS: Railway House, Station Rd, Loughrea, Galway.

PHONE: 091 880332

WEB: www.glanua.com

LINKEDIN: Glanua

KEY EXECUTIVES: Karl Zimmerer, Group Managing Director; Andrew Young, Managing Director, Industrial; Conor Gilligan, Managing Director, Municipal; Brendan Rouse, Operations Director, Industrial; Robert Kearney, Operations Director, Municipal (IRL); Phil Muir, Operations Director, Municipal (UK); John Fox, Asset Management Director; Paul Gardner, Director of Group Development; Enda Flynn, Group Director of Finance. David Slattery, Global Head of HR

KEY ACTIVITIES: Civil and mechanical and electrical engineering

operational support solutions.

Glanua’s Engineering & Technologies (E&T) team in Navan continues to excel in modular water and wastewater process solutions, fabrication and emerging technologies, providing zerodowntime solutions for clients operating critical infrastructure.

Glanua is a trusted partner to major water utilities across Ireland and the UK, including Uisce Éireann, Thames Water, Yorkshire Water, United Utilities, Northumbrian Water, Welsh Water and Northern Ireland Water. Asset Management Period 8 (AMP8) represents a record investment period for the UK water industry and Glanua is well-positioned to capture significant opportunities over the next five years as investment accelerates across critical infrastructure and environmental compliance programmes.

The company continues to deliver major infrastructure projects across Ireland and the UK, including key programmes under Uisce Éireann’s 1A Water and 2A Wastewater Early Contractor Involvement (ECI) frameworks, alongside major works for Thames Water’s Wastewater Asset Assurance Programme (WAAP). Most recently, Glanua secured a position on Uisce Éireann’s ECI 2 Framework for Major Process and MEICA Works.

Sustainability remains central to Glanua’s strategy, with the company recently launching its sustainability roadmap focused on sustainable engineering, resource recovery and low-carbon infrastructure. Key initiatives include Solar PV, HVO fuel, EV fleet infrastructure, carbon tracking, supplier engagement and employee training.

With continued investment in innovation, sustainability and people, Glanua is strengthening its position as a leading delivery partner across the water, wastewater and renewable energy sectors.

AWARDS

Glanua won the 2025 BIM Excellence award at the Irish Construction Excellence Awards for the upgrade of Uisce Eireann’s Boherbue WwTP.

Enfield Wastewater Treatment Plant expansion.

21

COFFEY

TOTAL TURNOVER: €140M

ROI TURNOVER: €76M

INTERNATIONAL TURNOVER: €64M

YEAR END: 31/12/25

ADDRESS: Moanbaun, Athenry, Co Galway

PHONE: 091 844356

WEB: www.coffeygroup.com

LINKEDIN: Coffey Group

X: @CoffeyGroup

FACEBOOK: Coffeycon

KEY EXECUTIVES: Odran Madden, Chief Executive Officer; Joe Lavan, Managing Director, Coffey Ireland; Simon Papiernik, Managing Director, Coffey UK; Joe Gleeson, Managing Director, Coftec; Gerry Curran, Chief Commercial Officer; John Gibbons, Energy Director; Kieran Ryan, Water Director; Paul O’Connor, Transport & Civil Engineering Director; Paul Daly, HSQE Director; Alan Gill, Pre-Construction Director; Eric James, Commercial Director; Stuart Smith, Chief Financial Officer

KEY ACTIVITIES: Main contractor – Civils

Founded in 1974, Coffey is a civil engineering and infrastructure contractor operating throughout Ireland and the UK. The company has a distinguished reputation for technical expertise and collaborative project delivery. Maintaining a robust market position, Coffey recorded a turnover of €140m in 2025, reflecting its enduring stability and ongoing commitment to strategic growth.

Coffey delivers essential infrastructure across four specialist sectors: water, energy, transport, and civil engineering. The business excels in upgrading complex water treatment plants and networks. Its energy division actively supports grid stability and the lowcarbon transition, recently completing a major biomethane facility in Cork. Furthermore, the company enhances local communities by delivering critical transport and civil schemes, such as public realm improvements and cycle network developments.

Through its specialist division, Coftec, the company utilises modular, offsite-manufactured solutions to improve efficiency and quality. Guided by core values of integrity and collaboration, Coffey remains perfectly positioned to meet evolving infrastructure demands through sustainable development.

Backweston Campus Data Centre, Co Kildare.

22

DUGGAN BROTHERS (CONTRACTORS) LTD

TOTAL TURNOVER: €132M

ROI TURNOVER: €132M

YEAR END: 31/12/2025

ADDRESS: Richmond, Templemore, Co Tipperary

PHONE: 0504 31311

WEB: www.dugganbrothers.ie

LINKEDIN: Duggan Brothers Contractors Limited

KEY EXECUTIVES: Conor Scott, Chairperson; David Duggan, Joint Managing Director; Seamus Duggan, Joint Managing Director; John Gleeson, Financial Director; Eddie Cleary, Contracts Director; John Butler, Contracts Director; Gareth Anderson, Commercial Director; Kieran Walsh, Commercial Director

KEY ACTIVITIES: Main contractor

With a heritage spanning over a century, Duggan Brothers is one of Ireland’s premier building contractors. Employing approximately 140 people and achieving a turnover of €132m in 2025, the firm has earned a stellar reputation for delivering high-quality projects across the residential, commercial, healthcare, and education sectors. Central to this success is an unwavering commitment to innovation, collaboration, and quality, which enables the team to manage complex, high-value developments while fostering enduring public- and private-sector partnerships.

AWARD-WINNING ACHIEVEMENTS

The year 2025 brought significant industry recognition. At the Irish Construction Industry Awards, Duggan Brothers secured Contractor Project of the Year and Contractor Health Project of the Year for their work on the Dublin Simon Community Medical Residential Treatment Facility. Further accolades included Pat O’Neill being named Construction Project Manager of the Year, alongside silver success for the Woodside Residential Development team at the CIOB awards.

FLAGSHIP PROJECTS AND OUTLOOK

The company’s versatile expertise is showcased in landmark projects, such as the sensitive transformation of the historic Central Hotel and the delivery of 163 sustainable homes on Dorset Street. By embedding environmental, social, and governance principles through digital technologies, Duggan Brothers remains robustly equipped to navigate industry challenges and ensure sustainable, long-term growth.

Nenagh Primary Care Centre –90,000 sq ft healthcare facility.

23

TOWNMORE CONSTRUCTION

TOTAL TURNOVER: €130M

ROI TURNOVER: €111M

INTERNATIONAL TURNOVER: €19M

YEAR END: 31/12/2025

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

PHONE: 057 935 2761

WEB: www.townmore.ie

LINKEDIN: Townmore Construction

X: @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, Associate Director

KEY ACTIVITIES: Main contracting, management contracting, cleanroom construction

Established in Tullamore in 2008, Townmore Construction has evolved into a prominent international business operating across Ireland and the UK. With offices in Dublin, Limerick, London, and Tullamore, the company successfully delivers diverse projects valued up to €100m. Supported by over 130 dedicated staff members, Townmore maintains an excellent reputation across the residential, hospitality, healthcare, education, and specialist cleanroom sectors.

Since launching its specialist cleanroom division in 2017, the firm has built a robust portfolio, earning the trust of multinational clients such as Thermo Fisher Scientific, West Pharma, Viatris, GSK, Jabil, and Merck. As one of Ireland’s leading residential contractors, Townmore is currently constructing over 1,000 units across the greater Dublin area, the midlands and Munster. Furthermore, the company has recently completed over 200,000 sq feet of healthcare facilities and 150,000 sq feet of educational space.

Demonstrating its ongoing growth, Townmore will commence development on its new state-of-the-art headquarters in Tullamore during the summer of 2026. By heavily investing in MMC, including architectural precast panels, bathroom pods, timber-frame houses and ICF, Townmore continues to scale its operations while upholding the highest standards of safety and quality throughout every project.

24

GANSON BUILDING AND CIVIL ENGINEERING CONTRACTORS LTD

TOTAL TURNOVER: €125M

ROI TURNOVER: €80M

INTERNATIONAL TURNOVER: €45M

YEAR END: 31/12/2025

ADDRESS: Unit 19 Balbriggan Business Park, Balbriggan.

PHONE: 01 870 5716

WEB: wwww.ganson.ie

LINKEDIN: Ganson Group

KEY EXECUTIVES: Paul McQuaid, Co-Founder; David Rogers, CoFounder; Luke Howard, Managing Director

KEY ACTIVITIES: Main contractor

Ganson Building & Civil Engineering Ltd is one of Ireland’s most progressive contractors, delivering public and private works across Ireland and the UK from its Dublin and Co Down offices. With more than 20 years of experience, the group has developed the robust resources and expertise required to manage an annual workload exceeding €120m. Ganson specialises in complex design-andbuild projects across diverse sectors, including healthcare, education, commercial, retail, tourism, high-tech, and civil engineering infrastructure.

RECENT LANDMARK PROJECTS

The group achieved exceptional success with landmark projects such as The Keep and the room2 hometel in Belfast, alongside Circle Circle Housing’s Richmond Place residential development in Inchicore, Dublin. This development features 52 comfortable, accessible apartments, a multi-purpose communal room and a public tea room. The extensive refurbishment involved complex demolition, asbestos removal and the construction of two additional floors. Reflecting a strong commitment to sustainability, all units were upgraded to an A2 energy rating using photovoltaic and solar panels.

OUTLOOK

Moving forward, Ganson remains focused on sustainable growth, workforce expansion and continuous innovation in project design, management and delivery. With multiple large-scale projects commencing, the company is well-positioned to build on its reputation for excellence across all construction sectors.

Centre, University of Limerick.

25 MONAMI CONSTRUCTION

TOTAL TURNOVER: €111.9M

ROI TURNOVER: €111.9M

YEAR END: 31/12/25

ADDRESS: Unit 12, Briarhill Business Park, Ballybrit, Galway, H91

HH76 (Head Office)

PHONE: 091 876312

WEB: www.monami.ie

LINKEDIN: Monami Construction

KEY EXECUTIVES: Brendan Davey, Co-Founder & Director; Bryan Quille, Co-Founder & Director; Trevor Cavanagh, Director; Darran Hennessy, Director; Robert Conneely, Director; Sean Garvey, Regional Director; Lorchan Hoyne, Pre Construction & Operations Director

KEY ACTIVITIES: General building

Established in 2010, Monami Construction is widely recognised for delivering high-quality building projects across a diverse range of sectors, including commercial, residential, healthcare, hospitality, education and industrial markets. Operating nationwide through offices in Galway, Dublin and Limerick, the company has secured a robust reputation for managing complex developments on schedule and within budget.

The company’s success is driven by an experienced, motivated team that combines extensive industry knowledge with practical expertise to ensure exceptional results. Monami places immense value on corporate relationships, clear communication and collaborative teamwork. By working closely with clients, consultants and local communities, it ensures a transparent delivery process from inception to completion.

As a modern contractor, Monami continuously adopts new technologies to improve efficiency. Director Trevor Cavanagh notes that Monami ensures every project is backed by the necessary financial and management resources to achieve optimal outcomes, building trust through consistent project delivery. Monami operates to internationally recognised standards, holding ISO 9001, ISO 45001, and ISO 14001 certifications. As a registered member of the CIF and CIRI, Monami continues to shape Ireland’s built environment through sustainable, future-ready developments.

26

CUNNINGHAM TOTAL TURNOVER: €111.6M

ROI TURNOVER: €101.4M

INTERNATIONAL TURNOVER: €10.2M

YEAR END: 31/03/2026

ADDRESS: Suite 5, Providence House Block, 8a Blanchardstown, Dublin 15

PHONE: 01 906 0997

WEB: www.cunninghamcontracts.com

LINKEDIN: Cunningham Contract Ltd

KEY EXECUTIVES: Tim Cunningham, Chief Executive Officer; Joanne Cunningham, Company Secretary; Lisa Murtagh, Chief Operating Officer

KEY ACTIVITIES: Main contractor

Founded in 2006, Cunningham is a contractor that operates across the mission critical, healthcare, and civils sectors. Recognised for innovation, safety and collaboration, the firm leverages a diverse, adaptable skillset to meet the complex demands of modern construction. With a team of over 280 professionals, it maintains a strong presence across Ireland and the UK, having recently expanded its operations into Germany.

LANDMARK 2025 ACHIEVEMENTS

The firm delivered significant projects last year, including the €100m Lynch’s Lane development in Dublin, which utilised MMC to provide 284 sustainable homes. Other successes include the Fitzgerald Close residential scheme in Maynooth, featuring pioneering stormwater management technology. Furthermore, its specialist division acted as principal contractor for a confidential global biopharmaceutical client, successfully completing a complex €20m infrastructure project.

CULTURE AND OUTLOOK

In early 2025, the company launched C-FIT, a dedicated gym facility supporting employee wellbeing. In 2026, Cunningham remains focused on large-scale residential and European missioncritical developments, anchored in its foundational commitment to precision, quality and safety.

27

ABM GROUP

TOTAL TURNOVER: €95M

ROI TURNOVER: €95M

YEAR END: 31/10/2025

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

PHONE: 01 890 0919

WEB: www.abmcontractors.com

LINKEDIN: ABM Contractors LTD

KEY EXECUTIVES: Pat O’Neill, Company Director and Brendan O’Neill, Company Director

KEY ACTIVITIES: General building, civil engineering.

Established in 1994, ABM Contractors Ltd has grown into one of Ireland’s leading main contractors, delivering projects across the education, residential, healthcare, commercial, sports and industrial sectors. With more than 30 years’ experience, the company has built a strong reputation for excellence in traditional construction, Design & Build and modular construction, consistently delivering projects defined by quality, innovation and programme certainty.

PROJECTS

As part of the Department of Education & Youth Framework 1 for the delivery of Design & Build Schools between 2020 and 2021, ABM completed Lot 6B1, which comprised Harold’s Cross Educate Together National School and Harold’s Cross Educate Together Secondary School, located on Harold’s Cross Road, Dublin 8. Additionally, the company completed Lot 6B4, MalahidePortmarnock Educate Together Secondary School on Feltrim Road, Drinan, Swords, Co Dublin.

28

JONS CIVIL ENGINEERING COMPANY LTD

TOTAL TURNOVER: €80.1M

ROI TURNOVER: €80.1M

YEAR END: 31/12/2025

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, Norman Keville, Gerry Caffrey, Gina Gibbons, David Pentony

KEY ACTIVITIES: Civil engineering

Jons Civil Engineering Company Ltd (JCEL) has been in operation since 1983 and has successfully delivered over 380 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), the Office of Public Works (OPW), Irish Rail, Uisce Éireann, the National Transport Authority (NTA), and many private companies.

JCEL PROJECTS

JCEL is committed to creating a successful and sustainable work environment where everyone is treated with dignity, fairness and respect. Through its projects, it is connecting Ireland’s people and places, providing sustainable transport infrastructure and helping to lower carbon emissions.

JCEL CULTURE

JCEL 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.º

30

29

SHARERIDGE CIVIL ENGINEERING

TOTAL TURNOVER: €79.9M

ROI TURNOVER: €79.9M

YEAR END: 31/12/2025

ADDRESS: Unit 13 Castlebar Retail Park, Breaffy Road, Castlebar, Co Mayo, F23 YN29

PHONE: 094 902 4663

WEB: www.shareridge.ie

LINKEDIN: Shareridge

KEY EXECUTIVES: Paul Mc Namara, CEO; Sergei Nemich, Operations Director; Tony Geraghty, Commercial Director; Gary Conlon, Contracts Director; Alicia Mc Namara, HR Director; Joan Hanrahan, Finance Director; Sarah Gallagher, HSQE Director

KEY ACTIVITIES: Main contracting, civil engineering

Over the past year, Shareridge has scaled its delivery across water, wastewater and civil infrastructure. A central focus remains the Uisce Éireann 21/050 Framework, achieving over 76km of mains, 1,700 connections, and 62,000 work orders. Beyond utility networks, the company has expanded into sustainable transport and urban regeneration, progressing major projects like the Mill Road Active Travel Scheme in Limerick and Phase 3 of the Tralee Pavement Works.

INDUSTRY-LEADING EXCELLENCE

Securing the prestigious Irish Contractor of the Year 2025 accolade at the Irish Construction Industry Awards independently verifies Shareridge’s ability to deliver complex, high-quality projects. This excellence is further highlighted by inclusion in the Irish Construction News Top 40 Contractors 2025, alongside shortlists for the Engineering Project of the Year 2026 for the Windmill Hill Reservoir and the ICE Utilities Award.

UNCOMPROMISING SAFETY CULTURE

Safety, education, and responsibility remain core to daily operations. This commitment was recently exemplified by the Shareridge ladies team winning the All-Ireland NISO/NISG Safety Quiz Final 2026, showcasing the deep organisational knowledge and teamwork that drives the company’s best-practice standards.

PEOPLE AND COMMUNITY COMMITMENT

Shareridge continues to invest heavily in its people, delivery capabilities, and supply chain. Corporate social responsibility is deeply embedded in the business model rather than treated as an add-on. As a national infrastructure provider, the company actively supports regional communities through targeted health, wellbeing, sporting, and environmental initiatives.

ARKIL

TOTAL TURNOVER: €74.4M

ROI TURNOVER: €74.4M

INTERNATIONAL TURNOVER: €50,000

YEAR END: 31/12/2025

ADDRESS: Drennanstown, Rathangan, Co Kildare

PHONE: 045 524520

WEB: www.arkil.ie

LINKEDIN: Arkil Ltd

KEY EXECUTIVES: Paul McGlynn, Managing Director; Jim Foley, Director; Martin Maher, Director

KEY ACTIVITIES: Main Contractor

Arkil Ireland is a member of the Arkil Group, a Danish-based group, with activities in Denmark, Germany and Ireland, employing over 2,500 people with an annual turnover exceeding €650m. Arkil has had a presence in Ireland since the late 1980s and added Arkil (Civil) Ltd t/s Killeen Civil Engineering in 2020 and Arkil (Fantane) Ltd t/a Kellys of Fantane to operations in 2024.

In Ireland, Arkil has built on its strength as a specialist roadsurfacing contractor to become a multi-disciplined, national civil engineering business. Coupled with its traditional road and pavement-building experience, it has developed these skills to move into other work areas, particularly civil engineering, groundworks and infrastructure schemes.

Not limited to large projects, Arkil also has a minor works division that operates nationwide, providing the same meticulous customer care it offers to major projects.

Arkil has extensive experience in value engineering and partnering and has gained an excellent reputation for delivering quality within time and with significant cost savings. This has been achieved through close liaison with all parties under formal or informal partnering frameworks.

In 2025, Arkil undertook significant road maintenance and civil engineering contracts for TII and various local authorities, including Cork County Council, Laois County Council and Kildare County Council, as well as ESB and Supermacs.

Arkil Ltd is a sponsor of the Lighthouse construction sector charity, providing a range of proactive support resources for the construction community, including a 24/7 Construction Industry Helpline, app, and free wellbeing and mental health training.

Telephone House, Dublin.

31

STEWART CONSTRUCTION

TOTAL TURNOVER: €70M

ROI TURNOVER: €70M

YEAR END: 31/12/2025

ADDRESS: Head Office: 43 Lower Salthill, Galway. Dublin Office: 70 Waterloo Road, Ballsbridge, Dublin 4

PHONE: 091 524 455

WEB: www.stewart.ie

LINKEDIN: Stewart Construction

X: @Stewart_Constru

FACEBOOK: @StewartConstruction1902

INSTAGRAM: stewartconstruction_ireland

KEY EXECUTIVES: Paul Stewart, Managing Director; Gerard Conway, Financial Director; Roy Pickford, Operations Director; Tracey O’Mahony, Compliance and Legal Director; Kevin Coyle, Surveying Director; Kevin Gilmore, Regional Director; Rory Harte, Regional Director

KEY ACTIVITIES: Main contractor

Stewart Construction is a fourth-generation family-owned contractor with a distinguished legacy. Established in 1902 and headquartered in Galway with a Dublin office, the firm stands as one of Ireland’s leading construction partners. Led by Managing Director Paul Stewart, the company specialises in delivering high-value, technically complex projects across the residential, commercial, industrial, education, hospitality and life sciences sectors.

MILESTONES AND INNOVATION

2025 was period of significant growth and industry acclaim, highlighted by Irish Construction Excellence Award nominations for the INTEGER Medical Devices facility and the NYX Hotel. Furthermore, the company showcased its urban regeneration capabilities through the successful topping-out of Telephone House, Dublin, an ambitious project to repurpose an office building into a high-performance aparthotel.

OUTLOOK

Guided by its core values of commitment, ownership, respect and excellence, Stewart Construction is evolving into a tech-first delivery partner. As the company approaches its 125th anniversary in 2027, it remains dedicated to balancing a rich heritage of quality with ambitious 2030 sustainability and technology targets. By combining a century of expertise with forward-thinking environmental stewardship, Stewart Construction continues to serve as a cornerstone of the Irish industry, consistently exceeding client expectations.

32

TOWNLINK

TOTAL TURNOVER: €69M

ROI TURNOVER: €69M

YEAR END: 31/12/2025

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

PHONE: 01 462 7131

WEB: ww.townlink.ie

LINKEDIN: Townlink Construction Ltd

KEY EXECUTIVES: David Caulfield, Managing Director; Joe Boyle, Commercial Director; Alan O’Neill, Operations Director; John Barden, Construction Director; Alan Donaldson, Estimating Director; Mike Sheedy, Business Development; Joe McCarron, Chairman; TJ Walsh, Non-Executive Director

KEY ACTIVITIES: Main contractor

With over 35 years of experience in the construction industry, the senior management team at Townlink Construction employs a proactive, professional and personable approach, with hands-on involvement in all projects.

CONSTRUCTION PROJECTS

Townlink continues to deliver excellence in construction and grow the company through repeat business with trusted partners. It has a diverse range of projects across different sectors, including residential, hotel, healthcare, education, office, industrial and energy retrofit.

BUSINESS IMPROVEMENT

During the past year, Townlink has focused on managing how it can reduce its activities’ impacts on the environment. To this end, it has a sustainability strategy with specific goals that its teams are implementing. Many of its projects are being delivered to achieve LEED accreditation, and it is also implementing the Considerate Constructors Scheme on numerous projects. Townlink’s ESG policies are designed to bring together its people, supply chain, and design team partners to deliver on its objectives and those of its clients.

TOWNLINK PEOPLE

Townlink continues to invest in its people, and the senior management team values everyone’s contribution. With over 80 construction professionals on its teams, it has the experience and knowledge to deliver complex and challenging projects to an excellent standard. Townlink Construction’s outlook for the year ahead is very positive, with managed growth expected.

Bloomberg’s state-of-the-art offices.

T&I FITOUTS LTD

TOTAL TURNOVER: €66.3M

ROI TURNOVER: €66.3M

YEAR END: 31/12/2025

ADDRESS: Longtown, Straffan, Co Kildare, W23 V2N8

PHONE: 045 861799

WEB: www.tandi.ie

LINKEDIN: T&I Fitouts Ltd

KEY EXECUTIVES: Dave Merriman, Director; Enda O’Brien, Director; Noel Haverty, Director

KEY ACTIVITIES: Main contractor

T&I Fitouts has established itself as one of Ireland’s fastestgrowing specialist contractors, recognised for quality, sustainability, and innovation. With turnover rising from €41m to €66m within four years, its growth is matched by the strategic expansion of its in-house expertise. This spans BIM, VR/ HoloBuilder, cost management, and carbon engineering. What sets it apart is its ability to deliver technically complex projects across healthcare, hospitality, commercial, and data centre sectors, while maintaining a client-first ethos.

SECTOR EVOLUTION AND TRANSFORMATION

Sustainability, digital delivery, and workplace transformation are accelerating change across the construction industry. Its delivery of LEED Platinum offices for Takeda and Bloomberg exemplifies how environmental performance and design excellence go hand in hand. Furthermore, workplace transformation is clearly reflected in its recent commercial projects with clients who prioritise flexibility, collaboration and wellbeing. Its work on Pinterest’s classleading collaboration hub showcases how it creates hybrid-ready environments that seamlessly blend social, collaborative, and focused work settings.

COLLABORATION AND FUTURE CHALLENGES

Collaboration is the foundation of T&I’s success. Its portfolio—from the Rotunda’s Earl Building to live-environment renovations at the Westbury Hotel—demonstrates its ability to work in high-pressure environments through early engagement. However, supply chain volatility, rising regulatory change and labour shortages pose significant challenges. T&I has responded proactively by building an in-house talent pipeline through its apprenticeship programme and investing in digital delivery tools to safeguard quality at scale.

34

KPH CONSTRUCTION

TOTAL TURNOVER: €66M

ROI TURNOVER: €66M

YEAR END: 31/03/2026

ADDRESS: Unit 1, Gortamullen Business Park, Kenmare, Co Kerry

PHONE: 064 664 1921

WEB: www.kph.ie

LINKEDIN: KPH Construction

KEY EXECUTIVES: Brian Gallivan, Managing Director; Donald Lynch, Financial Director; Micheál O’Shea, Construction Director.

KEY ACTIVITIES: Main contractor

Headquartered in Kenmare, Co Kerry, KPH Construction specialises in high-quality residential, commercial, hospitality, and civil engineering projects. Throughout 2025, the company demonstrated steady growth, successfully delivering over 200 residential units while securing a pipeline of 400 future homes. Commercial achievements included an award-winning retail development in Bandon, food processing facility upgrades and various hotel refurbishments.

FLAGSHIP HOSPITALITY SUCCESS

A primary highlight of 2025 was securing the €80m redevelopment of the five-star Dunloe Hotel & Gardens in Killarney. This flagship project exemplifies KPH’s expertise in managing complex, high-value developments within logistically challenging environments. Designed to achieve LEED Gold certification, the scheme demonstrates the company’s dedication to environmental sustainability, rigorous quality assurance, and seamless stakeholder coordination.

INNOVATION AND COMPLIANCE

To sustain operational growth, KPH has invested significantly in digital transformation, implementing advanced systems for document control, real-time site coordination, and quality assurance. The company maintains an integrated management system aligned with ISO 9001, ISO 14001, and ISO 45001 standards, ensuring a proactive culture of safety and excellence.

OUTLOOK

Driven by an experienced management team, a collaborative approach, and robust supply chain relationships, KPH is wellpositioned in 2026. Sustained technological investment ensures it will remain a leading name in Irish construction.

35

DAVID FLYNN LIMITED

TOTAL TURNOVER: €65.5M

ROI TURNOVER: €65M

INTERNATIONAL TURNOVER: €500,000

YEAR END: 31/12/2025

ADDRESS: Paragon House, Cork Road, Waterford

PHONE: 051 373713

WEB: www.DFL.ie

LINKEDIN: David Flynn Ltd

KEY EXECUTIVES: David Flynn, Managing Director; John Ryan, Construction Director; Ray O’Brien, Construction Director; Joseph Dempsey, Commercial Director; Ken Flynn, Facilities Director

KEY ACTIVITIES: Main contractor

David Flynn Limited is a premier Irish main contractor, firmly established within the top tier of the construction sector and recognised among the top 40 contractors nationally. The company continues to enhance its reputation by consistently delivering high-quality projects spanning the residential, commercial, industrial and pharmaceutical sectors.

In 2025, the firm achieved an impressive turnover of €65m. While the vast majority of operations are based within the Republic of Ireland, the business is cultivating a growing presence in the UK market. This strong financial performance reflects a robust pipeline of secured contracts, substantial repeat business from established clients and a highly disciplined approach to project selection.

€35m Design & Build ISO Class 7 cleanroom facility for Integer Holdings Corporation in New Ross.

HIGH-SPECIFICATION PROJECT DELIVERY

A major highlight of 2025 was the successful completion of a €35m Design & Build ISO Class 7 cleanroom facility for Integer Holdings Corporation in New Ross. Executed within a live operational environment, this intricate project required exceptional planning, coordination and technical expertise

Concurrently, the company advanced large-scale residential developments, delivering multi-phase housing schemes exceeding 400 units. These projects focus on highquality, A-rated homes that vitalise Irish housing supply.

INTEGRATED CAPABILITIES AND OUTLOOK

A core strength of the business is its integrated construction and fit-out capability, supported by a 40,000-sq-foot in-house joinery facility.

Furthermore, successful 2025 NSAI audits for ISO 9001, 14001 and 45001 highlight a rigorous commitment to safety and quality, positioning the company perfectly for upcoming student accommodation and pharmaceutical ventures.

Clonburris Phase 1B infrastructure project.

36

CLONMEL ENTERPRISES LTD

TOTAL TURNOVER: €56.9M

ROI TURNOVER: €56.9M

YEAR END: 31/01/2026

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

PHONE: 045 981 9800

WEB: www.clonmelent.com

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

KEY ACTIVITIES: Main contractor, civil engineering

Established in 1974, Clonmel Enterprises Ltd has a rich legacy of delivering high-quality building and civil engineering projects across Ireland. What sets the company apart is its hands-on leadership. The directors are actively involved in every project, leading dedicated teams of in-house engineers and supervisors to ensure direct oversight. This integrated approach, utilising the firm’s own plant and skilled labour, guaranteeing maximum efficiency, quality, and control.

LANDMARK DELIVERY

Building on previous infrastructure successes across Dublin, the company experienced a highly productive 2025. Key milestones included advancing the major Clonburris Phase 1B infrastructure project, which provides essential civil works and utilities to support vital housing developments in South Dublin.

Demonstrating its expertise in urban transformation and sustainable transport, Clonmel Enterprises also commenced works on the high-profile Dun Laoghaire Central Active Travel Scheme at Baker’s Corner and the Craddockstown Road Active Travel Scheme in Naas. Additionally, the contractor secured and initiated the permanent Living Streets Blackrock Village public realm scheme, enhancing walkability, sustainable drainage, and cycling infrastructure for Dún Laoghaire-Rathdown County Council.

OUTLOOK

As the company moves through 2026, the outlook remains incredibly strong. Clonmel Enterprises is well-positioned to capitalise on Ireland’s sustained national investment in active travel, urban rejuvenation and large-scale residential infrastructure. Backed by enduring relationships with clients and specialist subcontractors, the firm continues to live by its core operational motto: “Working with clients to deliver for them”. This unwavering commitment ensures a robust pipeline of high-profile civil engineering projects for the year ahead.

St Kevin’s residential development for the LDA.

37 MMD CONSTRUCTION (CORK) LTD.

€56.5M

ROI TURNOVER: €56.5M

YEAR END: 31/12/2025

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; Kevin O’Leary, Construction Director; Patricia Harrington, Finance Director

KEY ACTIVITIES: Main contractor

MMD Construction is a multi-disciplinary construction and civil engineering company based in Cork. It is recognised for delivering high-quality, innovative and sustainable solutions across residential, commercial, educational, healthcare, pharmaceutical and civil sectors.

The company prioritises client satisfaction, technical excellence and safety, making it a trusted partner for both public and private clients. Recent years have seen continued recognition for excellence. MMD Construction received a Distinction Award at the annual NISO Awards for its commitment to health and safety. Its Barrack Street Social Housing Project in Cork was honoured with both a ‘City Living’ award at the Better Building Awards and recognition at the Irish Construction Excellence Awards, highlighting its contribution to sustainable urban regeneration and quality delivery. The company also secured Social Housing Development of the Year at the ICE Awards for Springville House, a complex conversion of a 1970s office building into high-quality residential accommodation, noted for its innovative use of Modern Methods of Construction and environmentally conscious delivery.

Sustainability and innovation remain central to its operations, with ongoing implementation of initiatives such as HVO fuel, solar PV integration, and the increased use of recycled materials. The company is also advancing its use of BIM and Lean methodologies to drive efficiency, quality, and continuous improvement.

MMD Construction remains focused on delivering projects that make a meaningful and lasting contribution to Ireland’s built environment.

38

KILCAWLEY CONSTRUCTION

TOTAL TURNOVER: €48M

ROI TURNOVER: €48M

YEAR END: 31/03/2025

ADDRESS: Head Office: Sansheen Business Campus, Strandhill Road, Sligo. Dublin Office: Unit J2, Maynooth Business Campus, Co Kildare

PHONE: 071 916 2206

WEB: www.kilcawleyconstruction.com

LINKEDIN: Kilcawley Construction

KEY EXECUTIVES: Fergal Meagher, Managing Director

KEY ACTIVITIES: Main contractor civil engineer

Established in Sligo in 1934, Kilcawley Construction celebrated a landmark year in 2025. The company achieved national acclaim at the Irish Construction Industry Awards, securing the Commercial category title for the prestigious Kilsaran Redevelopment. By delivering high-quality projects across the residential, pharmaceutical, healthcare, and energy sectors, the firm has successfully integrated lean, sustainable practices with advanced modern technologies.

OPERATIONAL MILESTONES

Major 2025 achievements included the final phase of the Cranmore Regeneration programme, involving deep retrofits for 132 homes within an existing and active residential estate. The team also completed a complex CT suite refurbishment at Roscommon University Hospital and executed critical infrastructure upgrades across highly regulated pharmaceutical campuses. Safety remains fundamental to the company culture, driven by the “Target Zero” programme. This uncompromising approach was validated by the firm receiving ESB Networks’ Platinum Safety Grading for the fourth consecutive year.

FUTURE OUTLOOK

Managing Director Fergal Meagher has highlighted the profound impact of this work on both local communities and business development. Looking forward from 2026, Kilcawley Construction is well-positioned for growth within the healthcare, energy, and specialist refurbishment sectors. Despite industry-wide challenges, including recent energy fluctuations, the firm remains committed to delivering innovative projects, fostering long-term client partnerships, and contributing positively to the wider Irish landscape.

39 CLEARYDOYLE

TOTAL TURNOVER: €42M

ROI TURNOVER: €42M

YEAR END: 31/12/2025

Knocklyon, Dublin.

40

PURCELL CONSTRUCTION

TOTAL TURNOVER: €40M

ROI TURNOVER: €40M

YEAR END: 31/12/2025

ADDRESS: 57 Briarhill Business Park, Ballybrit, Galway

PHONE: 091 780800

WEB: www.purcell.ie

LINKEDIN: Purcell Construction

ADDRESS: Unit 8 Clonard Village, Clonard, Co Wexford

PHONE: 053 912 6000

WEB: www.clearydoyle.ie

LINKEDIN: ClearyDoyle

KEY EXECUTIVES: John P Doyle, Joint Managing Director; Brian Byrne, Joint Managing Director; Jim Lennon, Financial Director

KEY ACTIVITIES: Main contractor and design & build housing

Now in its 65th year, Wexford-headquartered ClearyDoyle continued to consolidate its standing as one of Leinster’s most trusted building contractors throughout 2025. The firm delivered a portfolio of complex, high-value schemes across both the public and private sectors, underpinned by an ISO 9001:2015 certified Quality Management System and a disciplined application of lean construction principles.

PROJECTS

A primary highlight of 2025 was ClearyDoyle’s contribution to the Irish residential sector through sustainable, rapid-build methodologies. In partnership with South Dublin County Council, the contractor completed the Homeville Knocklyon Rapid Build Residential Project in Dublin, delivering highly energy-efficient homes built to exemplary A2 Building Energy Rating (BER) standards. Furthermore, the company finalised the Gorse Hill development in Waterford, a large-scale Design & Build scheme comprising 49 diverse units, including houses, duplexes, and apartments. Significant progress was also made on other projects, most notably Radharc Darach residential development in Portlaoise.

SAFE-T-CERT A STANDARD ACCREDITATION

Operational excellence remained central to the company’s achievements, marked by ClearyDoyle securing the prestigious Safe-T-Cert A Standard accreditation, which reflects an unyielding commitment to workplace health and safety.

OUTLOOK

Looking ahead, ClearyDoyle enters the year in a strong position to build on this momentum. The contractor will continue to draw on its integrated delivery model to foster early collaboration with clients and design teams across the residential, commercial, conservation, and fit-out sectors. With sustained investment in staff development and digital tools, the focus remains firmly on delivering high-quality, certain, and sustainable construction solutions across Ireland.

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

KEY ACTIVITIES: Main Contractor

Employing more than 90 people directly, Purcell Construction operates nationwide from offices in Galway and Dublin.

Established in 1988, the company has grown to become one of Ireland’s leading contractors.

Headquartered in Galway, with a regional office in Dublin, Purcell Construction has delivered projects across the country in collaboration with many of Ireland’s foremost design and project management teams. Its portfolio includes numerous prestigious and award-winning developments.

Purcell Construction has built a strong reputation as a peoplefocused, progressive, and professional company, with extensive experience and expertise across a wide range of sectors, including civic & amenity, conservation and restoration, residential, healthcare, life sciences, education, tourism and leisure, commercial, and fit-out projects.

At the core of the company’s approach is a commitment to meeting and exceeding client expectations in every aspect of its work.

Irish Construction News Top 20 Mechanical & Electrical Engineering Contractors 2026

ROBBIE COUSINS, Editor, Irish Construction News, introduces the ‘Irish Construction News Top 20 Mechanical & Electrical Engineering Contractors 2026’ and explains how the list was compiled.

The ‘Irish Construction News Top 20 Mechanical & Electrical Engineering Contractors 2026’, offers a comprehensive snapshot of the vibrant Irish mechanical and electrical (M&E) contracting sector as it stood at the close of 2025. The year was nothing short of exceptional, demonstrating the profound impact and expanding global footprint of Irish M&E and process engineering firms.

GLOBAL REACH AND SECTOR EXPERTISE

A defining characteristic for Irish M&E contractors has been their continued, robust performance on the international stage. Annually, the proportion of their revenue generated from overseas projects is growing substantially, which stands as a testament to the strong, enduring relationships they have cultivated with foreign direct investment (FDI) clients operating within Ireland. These vital partnerships have consistently led to Irish expertise being sought out across Europe and beyond, solidifying the country’s reputation as a global leader in the field.

This widespread success is deeply rooted in the industry’s unparalleled insights and capabilities within highly specialised sectors. Irish M&E contractors consistently deliver impressive results in critical areas, such as data centres, life sciences and pharmaceuticals, showcasing their precision,

efficiency and deep understanding of complex project requirements.

PIONEERING INNOVATION AND SUSTAINABLE PRACTICES

Beyond their project delivery prowess, Irish M&E contractors have consistently remained at the vanguard of innovation and sustainability. Their commitment to setting new industry benchmarks is evident in substantial investments in cutting-edge off-site fabrication facilities, a strategic move that simultaneously enhances project efficiency, reduces waste and improves safety. Furthermore, these firms are deeply committed to nurturing talent, as evidenced by their comprehensive in-house career and personal development programmes designed to maximise their teams’ potential.

FINANCIAL PERFORMANCE IN 2025

The financial performance of Ireland’s Top 20 M&E Contractors in 2025 underscores the sector’s robust health and growth trajectory. Collectively, these leading firms achieved an impressive combined turnover of €7.76bn in 2025, marking a substantial €1.22bn increase from their overall turnover of €6.54bn in 2024. A closer look at the revenue streams reveals an interesting shift: Domestic activities contributed €2.56bn in 2024, a decrease from €2.94bn in 2025, and

€3bn in 2023. But exported services saw a significant surge, generating €5.2bn in 2025 compared to €3.6bn in 2024 and €2.75bn in 2023. This highlights the increasing influence of Irish M&E contractors in international markets. The benchmark for inclusion in this prestigious Top 20 list also rose considerably, with the entry point for 2025 being €39.2m, compared to €31.1m in 2024 and €22m in 2023, reflecting the overall growth and increased scale within the sector.

METHODOLOGY BEHIND THE RANKINGS

The ‘Irish Construction News Top 20 Mechanical and Electrical Engineering Contractors Listing 2026’ is meticulously compiled by Foundation Media Ltd, the publisher of Irish Construction News and constructionnews.ie

The ranking is based on each contractor’s overall turnover figure (combining Irish and international revenue) for their most recent trading year, with a focus on business years ending closest to 31 December 2025. Only companies with their primary business based in the Republic of Ireland are considered. Turnover figures are directly sourced from the contractors themselves and must relate to Irish-based building contractors or Irish-based subsidiaries of foreign companies, including direct overseas trade. Crucially, all submitted figures are subject to stringent verification, requiring validation by a company director or an accompanying auditor’s letter, and are further checked by the editor of Irish Construction News to ensure accuracy and integrity.

IN CONCLUSION

2025 was another landmark year for the Irish M&E contracting industry, characterised by significant financial growth, global expansion driven by specialised expertise, and a steadfast commitment to innovation and sustainability. These firms continue to be a cornerstone of both the domestic and international construction landscape.

The full list can also be viewed online at https:// constructionnews. ie/top-20mandecontractors/ or scan the QR code.

1

MERCURY ENGINEERING

TOTAL TURNOVER: €1.956BN

ROI TURNOVER: €191M

INTERNATIONAL TURNOVER: €1.765BN

YEAR-END: 31/12/2025

ADDRESS: Mercury Global Headquarters, Ballycoolin Rd, Ballycoolin Business Park, Dublin, D15 PD87

PHONE: 01 216 3000

WEB: ww.mercuryeng.com

LINKEDIN: Mercury Engineering

FACEBOOK: Mercury Engineering

INSTAGRAM: Mercury Engineering

KEY EXECUTIVES: Eoin Vaughan, CEO

KEY ACTIVITIES: Specialist contractor–

Mercury is the European leader in construction solutions, building and managing complex engineering and construction projects for the world’s leading corporations. Our work supports the delivery of technologies and infrastructure that connect people, communities, and businesses, enabling lifechanging advancements across Europe.

MERCURY

CLIENTS

Its data centre and advanced manufacturing operations teams deliver leading-edge construction solutions across our core sectors of data centre, life sciences, and semiconductor. Operating across multiple regions, its teams bring deep technical expertise and operational discipline to every stage of project delivery.

Mercury delivers its clients’ vision through leading-edge construction solutions. Its strong commitment to its clients places it at the centre of everything it does and positions Mercury as a trusted strategic partner.

MERCURY

PEOPLE

Mercury encourages and empowers its people to realise their own vision. By placing them at the heart of the business, it provides challenging opportunities for growth within a supportive, high-performing team environment, enabling everyone to reach their full potential.

Mercury continues to scale its operations, supported by an expanded European footprint that allows it to deliver with certainty wherever its clients operate.

2

JONES ENGINEERING

TOTAL TURNOVER: €1.603BN

ROI TURNOVER: €589M

INTERNATIONAL TURNOVER: €1.014BN

YEAR-END: 31/12/2025

ADDRESS: Jones Engineering House, 83 Pembroke Road, Dublin 4

PHONE: 01 474 9800

WEB: www.joneseng.com

LINKEDIN: Jones Engineering

KEY EXECUTIVES: Stephen McCabe, CEO; Shane Gillece, COO; Barry Gatenby, CFO

KEY ACTIVITIES: Mechanical, electrical, process, fire protection contractors and offsite and modular construction

Jones Engineering continues to strengthen its position as one of Europe’s leading engineering contractors, delivering complex projects across life sciences, data centres, renewable energy and critical infrastructure. Among the standout achievements was the company’s continued leadership in off-site modular delivery, highlighted by the successful design, transport and integration of fully assembled cooling modules, packaged plant rooms and site services infrastructure modules across multiple countries, including Belgium, Finland, Denmark and the Netherlands. This approach accelerated project delivery while reducing on-site risk and environmental impact.

Jones Engineering continues to support leading global pharmaceutical and biotechnology companies in delivering complex Life sciences facilities across Ireland and Europe, combining precision, compliance and technical expertise.

DRIVING SUSTAINABLE GROWTH

The company has continued to expand its presence in the renewable energy sector, delivering wind and solar infrastructure projects alongside associated grid delivery works. Furthering its commitment to environmental innovation, Jones Engineering collaborated with a key client to develop a first-to-market 2MVA Generator operating at Stage V emissions standards, significantly reducing environmental impact without compromising high-capacity power generation.

International expansion also remains a strategic priority, with continued growth across Europe and the Middle East driven by long-term client relationships and early contractor involvement that enables efficient, high-quality project delivery.

SUSTAINABILITY IN ACTION

Sustainability continues to underpin Jones Engineering’s longterm strategy. In 2024, the company confirmed its commitment to reducing absolute Scope 1 and 2 greenhouse gas emissions by 50.4% by 2032, against a 2022 baseline, while also committing to reduce Scope 3 emissions by the same amount.

These targets have been validated by the Science Based Targets initiative (SBTi), ensuring alignment with internationally recognised

climate action standards. The company’s continued adoption of low-carbon construction methods and close collaboration with its supply chain demonstrate a measurable and practical approach to sustainability.

DIGITAL ENGINEERING & INNOVATION

Technology continues to be a key enabler across the business. Building information modelling (BIM) and advanced digital tools, including NavVis geo-surveying technology, are enhancing project coordination, improving accuracy and reducing rework. These innovations reflect Jones Engineering’s commitment to delivering safer, smarter and more efficient engineering solutions.

INVESTING IN PEOPLE

People remain central to Jones Engineering’s continued success. The company continues to foster an inclusive workplace where employees from 57 nationalities contribute to its growth. This commitment to equality, diversity and inclusion has been recognised through the Investors in Diversity Silver accreditation from the Irish Centre for Diversity.

Recent highlights include its ongoing collaboration with Technological University Dublin (TU Dublin), where scholarships and mentorship initiatives are helping remove barriers for underrepresented students. Support for programmes such as TrailblazHER and I Wish reflects a deep commitment to encouraging women in STEM and building a diverse future workforce.

Through its partnership with the Trinity Centre for People with Intellectual Disabilities (TCPID), Jones Engineering provides internship opportunities that empower students to gain real-world workplace experience while developing the skills and confidence needed for future careers.

Developing future talent also remains a strategic priority. As Ireland’s largest trainer of mechanical and electrical apprentices, the company continues to invest in its Apprentice Training Centre in Carlow, alongside graduate development and education partnerships, helping to build the skilled workforce needed for the future.

LOOKING AHEAD

The past two years have been marked by strategic expansion, operational excellence and an unwavering focus on sustainable and inclusive growth.

With continued investment in innovation, people and technology, Jones Engineering remains well positioned to deliver complex engineering projects while helping shape a more sustainable and resilient built environment for the future.

Power & Renewables team

and build of electrical balance of plant

Kirby Group Engineering provides mechanical and electrical engineering contracting services, as well as specialist power (high voltage (HV) and medium voltage (MV)) design and construction services, with clients across sectors including life sciences, industrial, power and renewables, and data centres.

The company was founded by brothers Tom and Michael Kirby in Limerick in 1964 and has since grown to employ over 1,900 people across Ireland, the UK, mainland Europe, the Nordics, and South Africa. Kirby recorded revenue exceeding €930m in 2025.

Over more than 60 years, the company has established a reputation for having a ‘people first’ approach, going the extra mile for its customers and being a good neighbour in the communities where it operates.

INVESTING IN THE FUTURE

Kirby continues to integrate the latest technological advances into its services, including the recent deployment of four HP SitePrint Robots. The devices use finely tuned sensors as they mark out major construction projects, delivering leading-edge precision and accuracy as well as saving time and costs for Kirby and the client. Kirby has also recently co-located a high-spec digitisation lab at its existing off-site manufacturing (OSM) facility in Co Laois, which will both facilitate more efficient collaboration between the teams working there.

INVESTING IN PEOPLE

The ‘People First’ approach is woven into the fabric of operations at Kirby. This has been officially recognised with repeated success through ‘We invest in Wellbeing - Gold’ and ‘We invest in People - Platinum’ accreditations. It’s also clear to see on the ground in Kirby. 59 nationalities are now represented among the company’s employees, while its bursary scheme which works to promote gender balance in the sector is going from strength to strength. Kirby’s team

3

KIRBY GROUP ENGINEERING

TOTAL TURNOVER: €933M

ROI TURNOVER: €397M

INTERNATIONAL TURNOVER: €536M

YEAR-END: 31/12/2025

ADDRESS: Raheen Business Park, Raheen, Limerick, V94 NNC4

PHONE: 061 226 060

WEB: www.kirbygroup.com

LINKEDIN: Kirby Group Engineering

X: @KirbyGroupEng

KEY EXECUTIVES: Henry McCann, Chief Executive Officer; Jimmy Kirby, Executive Chairman; John Grogan, Chief Operations Officer; Conor O’Brien, Chief Commercial Officer

KEY ACTIVITIES: Mechanical, electrical and power engineering

has also earned an excellent reputation for outreach programmes, fostering an interest in engineering, construction and innovation among children of all ages.

INVESTING IN THE COMMUNITY

Kirby’s first season as the main sponsor of Galway camogie peaked with the senior team’s victory in a thrilling All-Ireland final held at Croke Park. The company supports a range of sports clubs in Ireland across codes, including Gaelic football, hurling and cycling, as well as others at some of their international bases, such as soccer at Gefle IF in Sweden.

CEO Henry McCann says it’s important to him that the company plays its part in communities and promotes a positive work-life balance.

Henry McCann comments, “The amazing teamwork displayed by the clubs we support aligns strongly with the ethos we have at Kirby, that working together can create something really outstanding. It’s also about the wellbeing of the athletes and our colleagues, remembering that we are a people-first organisation and support is a major element in that concept.”

4

DORNAN

TOTAL TURNOVER: €1.214BN

ROI TURNOVER: €95M

INTERNATIONAL TURNOVER: €1.119BN

YEAR-END: 31/12/2025

ADDRESS: 10 Eastgate Avenue, Eastgate, Little Island, Cork

PHONE: 01 233 0900

WEB: www.dornan.ie

LINKEDIN: Dornan

KEY EXECUTIVES: Brian Acheson, CEO; Micheál O’Connor, Group Managing Director; Joe Conway, Business Development - Ireland

KEY ACTIVITIES: Mchanical, electrical and process engineer

Over six decades, Dornan has evolved into a leading international M&E specialist, while also expanding its capabilities as a general contractor. The business is recognised for delivering high-value, mission-critical projects across sectors, including data centres, life sciences and advanced manufacturing. Its consistent presence in the Irish Construction News Top Contractors ranking reflects both its scale and its reputation for quality, reliability and delivery certainty. As it celebrates its 60th anniversary in 2026, the company builds on a strong legacy, with 2025 marking another year of significant growth and strategic progress.

“Following a strong performance in 2025, reaching our 60th anniversary in 2026 marks a significant milestone for Dornan. This is a testament to the strength of our foundations and the enduring trust of our clients,” said Micheál O’Connor, Group Managing Director.

Growth in 2025 was driven by continued success in high technology sectors and an expanding footprint across key European markets. Dornan further strengthened its presence in Europe, reinforcing its role as a trusted delivery partner for international clients developing critical infrastructure.

A defining milestone during the year was Dornan’s integration into Turner Construction Company. This strategic development enhances Dornan’s ability to deliver large scale, complex projects by leveraging Turner’s global reach, technical expertise and client relationships, positioning the business for continued international growth.

To support this expansion, Dornan evolved its leadership structure, establishing four dedicated business divisions, each led by a managing director, strengthening accountability, sector focus and consistency in delivery. These are Dave Dukelow (Life Sciences and Industrial), Brendan Herbert (Advanced Technology), Derek Hogan (Critical Infrastructure), and Ronan Keohane (UK and DESL). They are supported by Barry O’Hea, Procurement Director, and Darren Tutty, Finance Director, all of whom form part of the executive leadership team.

Operationally, Dornan maintained strong momentum throughout 2025, supported by a robust project pipeline and continued success in securing repeat business from global clients. Its project portfolio included the delivery of hyperscale data centres, high specification pharmaceutical facilities, complex inner-city developments and advanced manufacturing campuses, all requiring precision engineering, accelerated programmes and strict regulatory compliance.

“Our ability to deliver complex projects reliably, even as scale and complexity increase, while maintaining authentic client relationships, is what differentiates us and builds long-term partnerships,” Micheál O’Connor noted.

Innovation remains central to Dornan’s delivery model. Continued investment in digital construction, building information modelling, and offsite fabrication has enhanced efficiency, reduced risk and improved project certainty. These capabilities are increasingly important as clients seek faster, more predictable and more sustainable delivery outcomes.

At the core of Dornan’s success is its people. The company continues to invest in talent development and leadership capability through initiatives such as the Dornan Academy, Women@Dornan and Dornan Centre of Excellence. These programmes support a strong, inclusive culture and ensure the business is well positioned for future growth.

“Our people are fundamental to our success. Supporting their development and creating career path opportunities is key to sustaining our growth,” added O’Connor.

With a strong pipeline and clear strategic direction, Dornan remains well positioned to navigate industry challenges while capitalising on opportunities in advanced technology sectors. As it marks 60 years in 2026, the company’s focus remains firmly on the future, continuing to expand its capabilities, strengthen its European presence and deliver excellence for clients across every stage of the project lifecycle.

5

SUIR ENGINEERING LTD

TOTAL TURNOVER: €421.35M

ROI TURNOVER: €251.78M

INTERNATIONAL TURNOVER: €169.57M

YEAR-END: 31/12/2025

Suir Engineering is one of Europe’s leading providers of mechanical, electrical and instrumentation engineering services, with a strong track record delivering complex projects across Ireland, the UK and Europe. Headquartered in Waterford, the company operates across three core sectors: energy, data centres and life sciences.

The business continues to demonstrate strong and sustainable growth, with total turnover reaching €421m in 2025 and a record order intake of €660m. While its Irish operations remain stable and consistent, Suir Engineering is experiencing significant expansion across European markets, with an increasing proportion of revenue generated internationally.

Strengthening Suir Engineering’s presence in key international markets enhances the company’s ability to deliver complex projects at scale and allows the firm to access highly skilled talent and support our clients wherever they operate.

This international growth is largely client-led, with Suir Engineering supporting key partners as they expand into new territories, while also embedding itself within local markets and supply chains. The company’s focused approach, focusing on energy, data centres and life sciences, has helped build resilience and longterm stability across its portfolio.

SUIR PROJECTS

Recent milestones include the successful delivery of major infrastructure projects such as the Castlelost FlexGen facility in Co Westmeath, a €250m development supporting Ireland’s energy grid. Suir Engineering acted as the full turnkey contractor, delivering the

ADDRESS: Head office -Unit 9A Cleaboy Business Park, Old Kilmeaden Road, Waterford

PHONE: 051 359500

WEB: www.suireng.com

LINKEDIN: Suir Engineering

FACEBOOK: Suir Engineering

INSTAGRAM: @suir_engineering

KEY EXECUTIVES: John Kelly, Chief Executive Officer; Brendan Moley, Chief Operations Officer; Ronan Tyrrell, Chief Financial Officer; Fintan McCleane, Chief Commercial Officer; Patrick Aylward, Managing Director Life Sciences and EP&R; Mark Duffy, Scandinavian & UK Regional Director; Claire Cusack, Human Resources Director; Andrew Norris, Managing Director Taylor and Fraser, William Walsh, Operations Director, EP&R; Gary O’Donnell, Operations Director, Data Centres; Liam Vereker, Operations Director, Life Sciences

KEY ACTIVITIES: Electrical, mechanical, instrumentation, and high voltage services

project on time, on budget and to the highest quality standards. The company has also contributed to grid stability innovations at Shannonbridge B, including synchronous condenser and battery storage installations.

Internationally, Suir Engineering continues to strengthen its European footprint, with established operations in key cities including Stockholm, Copenhagen and Frankfurt, and, most recently, a new office in Košice, Slovakia. This expansion enhances the company’s ability to deliver complex engineering solutions at scale while enabling access to highly skilled talent across Europe.

SUIR PEOPLE

Investment in people remains central to Suir Engineering’s success. The company operates a dedicated training centre in Dublin, supporting skills development and fostering a strong safety culture. This commitment has contributed to industry-leading safety performance and improved retention rates among early-career talent. The company is also leveraging innovation to drive efficiencies, particularly through increased adoption of off-site manufacturing. By shifting significant elements of construction into controlled factory environments, Suir Engineering is improving quality, safety and programme delivery while reducing carbon impact.

OUTLOOK

Looking ahead, the company remains well-positioned to benefit from long-term structural demand in its core sectors. As digitalisation accelerates and energy infrastructure requirements grow, Suir Engineering continues to play a critical role in delivering the physical infrastructure underpinning this transformation.

STS GROUP

TOTAL TURNOVER: €357.5M

ROI TURNOVER: €125.2M

INTERNATIONAL TURNOVER: €232.3M

YEAR-END: 31/12/2025

ADDRESS: Block 10a, Cleaboy Business Park, Old Kilmeaden Road, Waterford

PHONE: 051 508 009

WEB: www.stsgroup.ie

LINKEDIN: Specialist Technical Solutions STS

X: @STSGroupEurope

FACEBOOK: STS Group Europe

INSTAGRAM: STS Group_

KEY EXECUTIVES: Richie Hogan, Group Managing Director; Liam Linehan, Business Development Director; Terry Kelleher, Financial Director

KEY ACTIVITIES: Electrical engineering contractor

STS Group is a leading international engineering contractor. Headquartered in Ireland, STS Group is a member of the Dussmann Group, with a workforce exceeding 1,700 personnel. It operates within the data centre, pharmaceutical, transmission & distribution and food & beverage sectors.

Its services include GC2, MEP and E&I. Its geographical reach spans 16 countries where it delivers complex large-scale projects for blue-chip multinationals.

Revenue reached a record high of €357m in 2025, which for the most part consisted of repeat business with existing clients who continue to trust in STS Group’s ability to deliver world-class projects.

Some highlights in 2025 include STS Group securing two largescale projects within the data centre sector – the largest contracts secured to date, which was a massive boost for the business.

The contractor began work on a new green steel manufacturing plant close to the Arctic Circle, a project it expects to grow over the course of 2026 into 2027. It also added five new solar projects to its portfolio, with three in design and two now in construction.

Pharmaceutical and data centres (globally across the business) are performing well as larger-scale investments are being made, particularly with the AI era taking off in Europe. The evolution of the company’s role as a GC2 for the data centre has provided more opportunities as it keeps abreast of evolving procurement and

delivery strategies. Its transmission & distribution business line has continued to grow with more wins in Ireland across both onshore wind and solar developments.

In 2025, STS Group launched its first ESG report, for 2024. This marks an exciting step forward in its commitment to sustainability, responsible operations, and creating positive impact across its sites and the communities it serves. Its inaugural ESG Report brings together the work it has already begun across three key areas:

ENVIRONMENT

STS Group outlines its approach to reducing its carbon footprint and driving meaningful environmental improvement. From ongoing initiatives to the adoption of HVO as a diesel replacement, it is taking action today to create a cleaner tomorrow.

SOCIAL

People are at the heart of STS Group. Its ESG report highlights its work around gender pay gap transparency, celebrating employees’ achievements, its strong safety performance and the ways it engages with and supports the communities around it.

GOVERNANCE

Strong governance underpins everything STS Group does. This section covers its quality management practices, supply chain management, and the digitalisation efforts that help ensure it operates efficiently, responsibly, and in line with industry best standards.

Publishing its first ESG Report is not only a reflection of the progress it has made so far, it is the foundation for the journey ahead. It reinforces STS Group’s dedication to continuous improvement, greater transparency, and stronger accountability across the business.

7

DESIGNER GROUP

TOTAL TURNOVER: €275M

ROI TURNOVER: €170M

INTERNATIONAL TURNOVER: €105M

YEAR-END: 31/03/2026

ADDRESS: Clyde House, IDA Blanchardstown Business and Technology Park, Snugborough Road, Dublin 15.

PHONE: 01 860 0520

WEB: www.designergrp.com

LINKEDIN: Designer Group

KEY EXECUTIVES: Michael Stone, CEO; Paul Nicholls, Group Managing Director, Rickie Rogers, Chief Operating Officer.

KEY ACTIVITIES: Designer Group is an engineering-led delivery partner for complex mechanical and electrical projects in Ireland, the UK and Europe. Operating in data centre, energy & industrial and building services sectors

Designer Group is entering its next phase with clear intent: to scale with discipline, strengthen leadership capability, and deliver engineering certainty across some of the most technically demanding sectors in the market.

With an order book in excess of €600m, the business continues to build momentum across mission-critical environments, energy infrastructure, life sciences, industrial projects and complex Mechanical and Electrical building services. This growth reflects the company’s ability to support clients operating in high-pressure, highly regulated and technically complex environments, where certainty of delivery, engineering expertise and strong project controls are essential.

Designer Group’s strategy is focused on sustainable, profitable growth rather than volume alone. The company is targeting sectors and projects where its engineering-led approach, integrated M&E capability and delivery model can add genuine value from early-stage planning through to commissioning and handover.

A key part of this next phase is investment in leadership and organisational structure. The appointment of Ricky Rogers as Chief Operations Officer strengthens operational oversight, consistency and delivery across the business, while Diarmuid Leahy’s appointment as Chief People Officer reflects the company’s continued focus on culture, talent, workforce planning and leadership development as it scales.

This focus on structure is particularly important as Designer

Group continues to expand its international footprint while maintaining the standards, agility and client focus that have shaped its reputation to date. The business is active across multiple markets and is increasingly supporting clients on projects linked to digital infrastructure, energy transition, decarbonisation and advanced manufacturing.

Innovation also remains central to the company’s future, with Designer Group adopting digital tools and AI-enabled workflows to improve efficiency, support engineering teams and strengthen decision-making.

Designer Group is positioning itself not simply as a contractor of scale, but as a trusted engineering partner for clients delivering critical infrastructure in a rapidly evolving market.

This technical capability is underpinned by continued investment in people. The company has attracted senior expertise from across Europe while also nurturing internal talent through structured development pathways.

Sustainability remains a core priority. The company is delivering real carbon reductions for clients through renewable energy systems, biomass solutions and on-site power generation for energy-intensive facilities. Internally, Designer Group has already achieved its zero waste to landfill target for waste streams under its operational control, with 99% of managed waste diverted through prevention, reuse, recycling and energy recovery. The business remains committed to achieving net-zero carbon by 2035.

Looking ahead, the business is focused on advancing its capabilities in decarbonisation and digital construction, continuing to evolve without losing sight of the values and principles that have shaped its success to date.

8

KING & MOFFATT BUILDING SERVICES

TOTAL TURNOVER: €194M

ROI TURNOVER: €62M

INTERNATIONAL TURNOVER: €132M

YEAR-END: 30/06/25

ADDRESS: Attirory Business Park, Carrick on Shannon, Co. Leitrim

PHONE: 071 962 0378

WEB: www.kingmoffatt.com

LINKEDIN: king-and-moffatt-group

KEY EXECUTIVES: Pat King, Group Co-CEO; Brendan Sweeney, Group Co-CEO

KEY ACTIVITIES: Mechanical, electrical and process contractor

King & Moffatt continues to build on a nearly five-decade legacy of thinking beyond the project, delivering another year of exceptional growth, technical innovation, and international expansion. Founded in CarrickonShannon in 1978, the company has evolved into a leading MEP partner operating across Ireland, the UK and Mainland Europe - while holding firmly to the same core principles: excellence, innovation, and investing in its people.

With significant growth in the past 12 months and turnover projected to exceed €250m in 2026, King & Moffatt’s growth is led first and foremost by its strong presence in Ireland. The company continues to deliver highvalue work across life sciences, healthcare, advanced manufacturing, food, data centres and missioncritical facilities, supported by a strategy focused on early engagement, repeat business and sustainable expansion.

PROJECTS

The past year saw the successful delivery of flagship projects, including Crown Square Galway, CarrickonShannon CNU, Merlin Park CNU, the RCSI School of Dentistry Sandyford.

Internationally, projects featured major Frankfurt data centres, alongside a strong UK portfolio featuring blue-chip clients such as Rolls-Royce, Siemens, Amazon, National Grid and major projects at Kettering Hospital, SmartParc Derby and Three Chamberlain Square. These achievements demonstrate the company’s capacity to deliver complex, highvalue work with certainty, quality, and proactive problemsolving - reflected in consistent repeat business and exceptional client testimonials.

Education and Research Centre, Connolly Hospital, Blanchardstown, Dublin.

COMMITMENT TO INNOVATION

A major differentiator is King & Moffatt’s commitment to innovation. The company’s 40,000 sq ft offsite prefabrication campus and new Innovation & Technology Hub are now fully operational, accelerating digital twin development, modern methods of construction, and “Right First Time” processes. Industry-leading BIM capability - including immersive BIM rooms, AR/VR tools, scantoBIM, and digital collaboration - supports the delivery of over €150m in designandbuild works annually.

Sustainability continues to shape every aspect of the business. Alongside delivering low-carbon and net-zero-aligned projectsincluding energy infrastructure - the company recently achieved ISO 50001 and ISO 14064 carbon management accreditation.

ESG

Extensive social value initiatives, including community partnerships and its charity golf day, raising over €100,000 for partner charities, further reflect the company’s commitment to responsible growth.

King & Moffatt’s culture remains one of its greatest strengths. With over 600 employees from 30 nationalities and more than 170 apprentices and graduates, the company fosters a people-first environment recognised in its naming as one of Europe’s Best Employers 2025.

Stories of apprentices progressing into engineering roles, longserving staff mentoring new talent, and teams collaborating across borders illustrate a culture built on teamwork, diversity, and continuous development.

OUTLOOK

Looking ahead, the company remains ambitious but grounded. A company spokesperson says, “We are expanding internationally and pushing technical boundaries, but our success will always be rooted in the values that shaped us here in Ireland in 1978: Integrity, teamwork and delivering exceptional value for our clients.”

Leo Lynch is a specialist MEP engineering contractor. Founded in 1956, it has decades of experience delivering high-performing construction solutions to the world’s most dynamic industries and clients. Committed to continuous improvement and innovation, it consistently delivers exceptional quality and industry-leading engineering solutions at pace and at scale.

For 70 years, the foundations of the business have been the enduring client relationships, built on the quality of its performance and adherence to the most exacting global standards.

At the heart of this approach is building strong and

9

LEO LYNCH

TOTAL TURNOVER: €110.3M

ROI TURNOVER: €64.2M

INTERNATIONAL TURNOVER: €46.1M

YEAR-END: 31/12/2025

ADDRESS: 6 Fonthill Industrial Park, Clondalkin, Dublin 22

PHONE: 01 626 1144

WEB: www.LeoLynch.com

LINKEDIN: Leo Lynch

KEY EXECUTIVES: Philip Smith, CEO; Karl Brennan, CFO; Christy O’Rourke, COO; Brian Priestley, Business Development Director; Michael O’Hara, Sales Director; Daran Smith, Director of Strategic Growth ; Shane Gillece (Jnr), Operations Director; Grant Watters, Operations Director UK; Denis O’Sullivan, Director of EHS&S; Sean Dwyer, Director of Projects; Paul Considine, Commercial Director; Christie Idemudia, HR Director

KEY ACTIVITIES: Mechanical and process engineering

highly valued partnerships with all clients by delivering safe, goodvalue, and outstanding-quality projects, and by demonstrating commitment, flexibility, and care in everything it does.

Leo Lynch’s proud heritage as a family business still informs its culture today. Indeed, it attributes much of its success to continuing to take personal ownership of the projects it is involved with and actively nurturing collaborative, cohesive teams.

Leo Lynch operates at the forefront of industry best practices. It is an ISO 9001:2015-, ISO 14001:2015-, and ISO 45001:2018-accredited company. It is an active member of the Construction Industry Federation (CIF) and Engineers Ireland, helping to inform the future shape of the Irish MEP industry.

With its skilled technical resources, extensive experience and proven track record working successfully in highly challenging operational environments, Leo Lynch is involved in delivering some of the most complex projects that are helping to shape the modern world.

In line with its continued growth, it now has offices in the UK and Germany, further strengthening its ability to support clients across key European markets.

Leo Lynch will deliver genuine benefit and value to its future projects and growth ambitions.

Long-term clients include Pfizer, Astellas, Alexion, BMS, SK biotek, Alkermes, Diageo, Takeda, IPUT, Analog Devices, Tyndall National Institute and a confidential major semiconductor manufacturer.

CJK

TOTAL TURNOVER: €97.5M

ROI TURNOVER: €96.9M

INTERNATIONAL TURNOVER: €0.6M

YEAR-END: 31/12/2025

ADDRESS: Unit C2, North City Business Park, Finglas, Dublin 11

PHONE: 01 882 9700

WEB: www.cjkengineering.ie

LINKEDIN: CJK Engineering cjk-engineering

INSTAGRAM: CJK Eng

FACEBOOK: CJK Engineering

KEY EXECUTIVES: Conor Kearney, Executive Director; Vincent Bruen, Managing Director

KEY ACTIVITIES: Mechanical and electrical contractor

CJK has established itself as a leading force in the mechanical and electrical contracting sector, delivering engineering solutions across highly demanding industries. With nearly three decades of operational excellence, the company operates comfortably within complex, fast-paced environments where safety, quality, and program certainty are paramount. CJK specialises in providing fully integrated mechanical and electrical solutions, managing projects from early-stage design through to commissioning and handover.

The company’s robust growth is underpinned by a workforce of over 400 direct employees. As one of Ireland’s leading employers of apprentices, CJK remains dedicated to nurturing the next generation of engineering talent. This commitment was recently solidified with the launch of the CJK Academy, a dedicated initiative providing enhanced facilities for apprenticeship training.

Guided by its new strategic plan, ‘Powered by One Team: Our Path to 2030’, the business continues to scale its operations while maintaining a collaborative, people-first culture.

SECTOR EXPERTISE AND PROJECT DELIVERY

CJK’s technical capabilities span several diverse sectors, including data centres, energy, commercial offices, pharmaceuticals, life sciences, aviation, and public infrastructure. The company excels at executing intricate installations within live, high-security, and operational environments, ensuring zero disruption to its clients’ daily activities.

In the rapidly expanding data centre sector, CJK recently completed a major project for Eir in Drogheda. This involved the redevelopment of an existing telephone exchange into a modern

POWERING INDUSTRY AND COMMERCE

The company’s impact on Ireland’s infrastructure is visible across several flagship energy and commercial developments. For Grange Power, CJK delivered comprehensive electrical and instrumentation works for a peaking power plant. The scope of work tracked the project from initial design to final grid connection and commissioning, ultimately supporting national grid stability during peak-demand periods.

In the commercial sphere, CJK completed a complete Electrical Category B fit-out for the Distillers Building. This extensive project covered a seven-storey office building spanning 19,000 square metres, including a double basement. More recently, CJK was appointed as the main electrical contractor for Workday’s highperformance workplace environment, managing the integration of medium-voltage and low-voltage infrastructure, power distribution, lighting, ICT and vital life-safety systems.

PARTNERING IN PHARMA AND AVIATION

Long-term partnerships define CJK’s corporate identity. The company acts as a campus delivery partner for the Dublin Airport Authority, a relationship stretching back over 25 years. Operating in a live airport environment, CJK provides responsive upgrades, maintenance, and critical projects, including baggage system upgrades, pier refurbishments, and new executive lounges. Similarly, CJK drives high-standard engineering within the life sciences sector through its work with Amgen. Delivering key mechanical, electrical, and plumbing projects across Amgen’s live pharmaceutical campus, CJK’s specialised team handles complex cleanroom installations, syringe fill projects, freezer works, and the construction of a new welding workshop, reinforcing its reputation for precision and reliability.

11 RADLEY ENGINEERING LTD.

TOTAL TURNOVER: €94.4M

ROI TURNOVER: €94.4M

YEAR END: 31/07/2025

ADDRESS: Dungarvan, Co Waterford

PHONE: 058 41199

WEB: www.radleyeng.com

LINKEDIN: Radley Engineering Ltd

KEY EXECUTIVES: John Radley, Managing Director; Thomas Radley, Managing Director; Brian Gill, Finance Director; Kevin Walsh, General Manager/Director; Caimin Radley, Projects Director

KEY ACTIVITIES: Mechanical manufacturing, fabrication, and installation

Founded in 1972, Radley Engineering is one of Ireland’s leading mechanical engineering companies. Radley Engineering has a track record in delivering projects across a wide range of industries, including manufacturing, oil/gas, pharmaceutical, biopharma and food/dairy. Radley’s wide range of services includes:

• Process and utility pipework fabrication and installation

• Process equipment rigging and installation services

• Process vessel design, manufacture, and installation

• High-purity systems, including passivation and soft part changeout

• Off-site manufacturing (OSM)

• Managing multi-disciplined subcontractors, including HVAC, scaffolding, cranage, insulation, painting, NDT, etc

• Commissioning support

• Design and engineering

RADLEY ENGINEERING CLIENTS

Radley Engineering is a customer-focused company that has delivered, and continues to deliver, critical projects for its clients. Its client list includes many leading multinational corporations with whom it collaborates on design and engineering through early contract engagement.

Radley Engineering encourages and promotes early contractor engagement, modular design, and an integrated project delivery (IPD) approach by offering modular construction experience to maximise off-site manufacturing (OSM) opportunities for its clients. Its goal is to enhance safety, quality, cost and scheduling during the construction and turnover phase of clients’ projects.

The majority of Radley Engineering’s business comes from repeat clients in Ireland and Europe. Recent large-scale projects include pharmaceutical projects for Eli-Lilly, Limerick; Bio-Cork, Ringaskiddy; MSD at its Carlow and Ballydine sites; Alexion and AstraZeneca in Dublin.

12 MSL ENGINEERING

TOTAL TURNOVER: €93M

ROI TURNOVER: €50M

INTERNATIONAL TURNOVER: €343M

YEAR END: 31/12/2025

ADDRESS: Ringport Business Park, Ringaskiddy, Co Cork

PHONE: 021 4513550

WEB: www.mslengineering.ie

LINKEDIN: MSL Engineering Ltd

YOUTUBE: MSL Engineering Ltd

KEY EXECUTIVES: Brian McGrath, Managing Director; Leonard Cronin, Operations Director; Kevin O Sullivan, Commercial Director; Dave Ronan, Engineering Director; Conor McGrath, Production Director; Dermot Connolly, Systems & Procurement Director; Orla McGrath, HR Director; Pat O’Flynn, EHS Director

KEY ACTIVITIES: Mechanical engineering contractor

Headquartered in Ringaskiddy, MSL Engineering is a premier mechanical engineering partner delivering large-scale modular packages across Ireland, Europe, and the United States. With over 45 years of experience in highly regulated sectors like life sciences, MSL has diversified into the rapidly growing semiconductor and data centre markets, where speed to market and safety are paramount.

THE POWER OF OFF-SITE MANUFACTURING

At the heart of MSL’s operations is its 140,000-square-foot fabrication facility, strategically located adjacent to the Port of Cork. Engineering Director Dave Ronan highlights that MSL operates as a true offsite manufacturing partner rather than a traditional contractor. Shifting work into this controlled environment dramatically enhances programme certainty. For instance, MSL delivered 16 kilometres of pipework for Pfizer’s Grange Castle facility in just 10 months, cutting eight months off traditional construction timelines.

INTERNATIONAL GROWTH AND DIVERSIFICATION

Between 2024 and 2026, MSL shipped approximately 500 modular assemblies to Ireland, Denmark, and the USA, with upcoming deliveries slated for Belgium and Portugal. Commercial Director Kevin O’Sullivan notes that whilst life sciences remain vital, expanding into digital infrastructure—including a major new data centre project in Portugal—is a key focus driven by the rise of AI.

A UNIFIED DELIVERY MODEL

Managing Director Brian McGrath attributes this sustained international success to MSL’s integrated teams. The seamless coordination between the Cork workshop and site personnel allows the company to manage complex scopes from early design through to commissioning. With a projected 2026 turnover of €115m, MSL Engineering continues to set the standard for modern mechanical delivery.

Integer, New Ross.

13

TRITECH ENGINEERING

TOTAL TURNOVER: €71.5M

ROI TURNOVER: €71.5M

YEAR END: 31/08/2025

ADDRESS: Clonlara House, Clonlara Road, Baldonnell Business Park, Dublin 22, D22 E973

PHONE: 01 4131 000

WEB: www.tritech.ie

LINKEDIN: Tritech Engineering

KEY EXECUTIVES: Joe Delaney, Managing Director; Peter Keane, Maintenance & QEHS Director; Fergal Reilly, Electrical Director; Chris Duffy, Electrical Operations Director; Stephen Keane, Mechanical Operations Director; Barry Kennedy, Commercial Director; Rory Daly, Construction Director

KEY ACTIVITIES: Mechanical and electrical contractor

Established in 1999, Tritech Group has spent 25 years building a reputation as a leader in mechanical and electrical contracting, delivering complex projects across diverse sectors, including data centres, commercial, and pharmaceutical.

The company’s multidisciplinary expertise ensures seamless execution to the highest standards, making it a trusted partner for clients seeking innovative and reliable solutions. Tritech also excels in digital construction, leveraging advanced technologies to optimise project planning and delivery while maintaining a strong commitment to sustainable and energy-efficient practices.

14

LYNSKEY ENGINEERING

TOTAL TURNOVER: €70.1M

ROI TURNOVER: €31.45M

INTERNATIONAL TURNOVER: €38.6M

YEAR END: 31/12/2025

ADDRESS: Dartmouth House, Kylemore Road, Dublin 10

PHONE: 01 4601556

WEB: www.lynskeyeng.ie

Tritech Group’s success is built on a foundation of engineering excellence, adaptability, and long-term partnerships. By prioritising trust and collaboration, the company has consistently exceeded client expectations and set benchmarks in multidisciplinary construction. With a focus on innovation and sustainability, Tritech continues to lead the industry, delivering exceptional results and shaping the future of modern construction.

KEY EXECUTIVES: Sean McElligott, Managing Director; John Brierton, COO; Bernard Corrigan, Director; Noel Gavin, Director; Kevin Carolan, Company Secretary/Director

KEY ACTIVITIES: Mechanical contractor

Lynskey Engineering is a premier mechanical engineering contractor delivering high-quality building services solutions across commercial, industrial, healthcare, and pharmaceutical sectors. Renowned for technical excellence and client satisfaction, the company successfully manages complex projects from initial design through to commissioning and handover. Specialising in HVAC systems, plumbing, pipework, and energy-efficient solutions, the firm excels in both new-build developments and intricate refurbishment projects requiring careful coordination.

GLOBAL STRENGTH AND STRATEGIC GROWTH

A major milestone in the company’s evolution is its acquisition by the Dussmann Group. This strategic partnership strengthens Lynskey Engineering’s market position, granting access to international expertise, enhanced resources, and a broader client base. As part of this global organisation, the company is well-positioned to scale operations, undertake larger projects, and explore new opportunities across Ireland and Europe whilst reinforcing a shared commitment to quality and innovation.

CULTIVATING EXPERTISE AND EXCELLENCE

At the core of this success is a highly skilled workforce, featuring long-established teams that foster deep project understanding. Many employees have progressed from apprenticeship level into supervisory and management roles, supported by a robust mentoring culture that ensures continuity and team cohesion.

15

BMD & COMPANY LTD

TOTAL TURNOVER: €57.3M

ROI TURNOVER: €56.85M

INTERNATIONAL TURNOVER: €0.45M

YEAR END: 31/12/2025

ADDRESS: 8 Eastgate Avenue, Little Island, Cork, T45NF24

PHONE: 021 486 9500

WEB: www.bmd.ie

LINKEDIN: BMD Co Ltd

KEY EXECUTIVES: Kevin McCarthy, Managing Director; Paul Keegan, Offsite Manufacturing Director; Kieran Murphy, Director, Munster Region; John Davitt, Director, Eastern Region; Dominic O’Sullivan, Engineering Director; Kieran Horgan, Finance Director/Company Secretary

KEY ACTIVITIES: Process and mechanical contractor

Founded in 1974 within the offshore oil and gas sector, BMD & Company has evolved into a leading contractor delivering complex capital projects. The company engineers and constructs vital production facilities across the life sciences, semiconductor, energy, data centre, and chemical industries. Operating across the full project lifecycle, BMD provides comprehensive services including mechanical design, off-site manufacturing, process pipework fabrication, high-purity system specialist installations, and ongoing facility maintenance.

A defining milestone of 2025 was the update of BMD’s sustainability strategy, which fully integrated environmental, social, and governance (ESG) principles into its business planning. Aligned with the UN Sustainable Development Goals, the framework focuses on carbon reduction, waste innovation, and resource efficiency. BMD also advanced its workplace culture in 2025 through partnerships with the Irish Centre for Diversity and the STEM Passport for Inclusion, reinforcing its commitment to a progressive engineering industry.

RESILIENCE AND PORTFOLIO DIVERSIFICATION

Financially, 2025 presented a shifting landscape for the business. Entering the year with a lower backlog due to delayed opportunities in late 2024, BMD experienced a challenging first half. This contraction was further compounded by market volatility, international tariff adjustments, and macroeconomic uncertainty, all of which affected global capital investment decisions.

Despite a slower start that impacted the annual topline, mid-2025 marked a strategic turning point. BMD successfully executed its long-term growth plan, securing new contracts with fresh clients across both domestic and European markets. Supported by its dedicated teams, BMD navigated the year’s economic headwinds to build a more resilient, diversified portfolio for the future.

16

DOMINIC O’CONNOR LTD

TOTAL TURNOVER: €46.8M

ROI TURNOVER: €46.8M

YEAR END: 31/12/2025

ADDRESS: East Point Business Pk, Loughrea, Co Galway.

PHONE: 091 880340

WEB: www.doconnor.ie

KEY EXECUTIVES: Dominic O’Connor, Managing Director; Mike Martyn, Operations Director; David Twomey, Commercial Director; Keith O’Connor, Estimating Director; Tony O’Dowd, Contracts Director; Frank Beechinor, Pre-Construction Director

KEY ACTIVITIES: Mechanical engineering contractor

Established in 2002 and operating from Loughrea, Co Galway, Dominic O’Connor Ltd is a leading mechanical services engineering contractor. Delivering complex commercial, healthcare, and industrial projects across Ireland, the firm provides a full suite of services, including HVAC systems, heating, public health services, and energy-efficient solutions. Backed by ISO certifications in health and safety, quality, and environmental management, the business has also developed a dedicated decarbonisation division to help clients meet stringent national sustainability targets.

Throughout 2025, the company achieved remarkable growth within the healthcare, education, and energy sectors. A standout milestone was the successful delivery of large-scale, highspecification STEM laboratory facilities at MTU Tralee and TUS Athlone. Building on this momentum, the contractor secured further higher education developments at ATU Galway and ATU Letterkenny, whilst maintaining a steady pipeline of primary and post-primary school projects nationwide.

OUTLOOK

The financial trajectory of the business highlights its escalating industry presence. Managing Director Dominic O’Connor notes that through determination, robust supply chain partnerships, and strong relationships with design teams, the company expanded its turnover from €16m in 2020 to almost €47m by the end of the recent period.

With over two decades of experience, Dominic O’Connor Ltd enters 2026 with a robust order book. The contractor remains exceptionally well-positioned to support the ongoing development of Ireland’s built environment by continually investing in its people, processes, and cutting-edge engineering technology.

17

WELTEC ENGINEERING

TOTAL TURNOVER:

€43.6M

ROI TURNOVER: €43.6M

YEAR END: 31/12/2025

ADDRESS: Six Cross Roads Business Park, Waterford

PHONE: 051 594000

WEB: www.weltec.ie

LINKEDIN: Weltec Engineering.

KEY EXECUTIVES: Gerard O’Leary, CEO; Trevor McPhillips, Managing Director; Shane Ryan, Operations Director; TJ Phelan, Projects Director; Eugene Kehoe, Director of Technical Services & Innovation

KEY ACTIVITIES: Mechanical, electrical and process engineering

Headquartered in Waterford, Weltec Engineering is a premier mechanical, process and electrical contracting company serving the semiconductor, data centre, pharmaceutical, life sciences and advanced manufacturing sectors. Highly regarded for its unwavering commitment to safety, quality, and project delivery, Weltec specialises in delivering complex engineering solutions in live, operational environments. This trusted reputation is supported by robust management systems, multiple industry awards, and a carefully planned European growth strategy.

Weltec combines the traditional engineering values of craftsmanship and integrity with modern innovation. Its core expertise spans central utility buildings, energy centres, high-purity stainless steel and plastic systems, process piping and electrical instrumentation. To enhance programme certainty, the company utilises integrated building information modelling (BIM) and 3D modelling combined with off-site modular fabrication techniques. This sophisticated delivery model enables parallel construction schedules, reduces on-site manpower requirements, and significantly elevates safety and quality standards.

SUSTAINED GROWTH AND INTEGRATION

Throughout 2025, Weltec successfully executed its scalability strategy, making deliberate, early investments in its organisational structure to ensure operational consistency during its continental expansion. This proactive approach has successfully formed the foundation for new repeat-business partnerships across Europe.

At the heart of Weltec’s commercial success is its commitment to long-term integration partnerships. Many of these client relationships span several decades, reflecting the deep trust and performance delivered over time. By continually driving a sustainable transformation through digitisation and modern methods of construction, Weltec remains exceptionally well-positioned to exceed client expectations across the high-demand technology landscape.

18 ROCKWELL ENGINEERING

TOTAL TURNOVER: €43M

ROI TURNOVER: €42M

INTERNATIONAL TURNOVER: €1M

YEAR END: 31/12/2025

ADDRESS: Clogheen Business Park, Blarney Road, Co Cork

PHONE: 021 421 1000

WEB: www. rockwell.ie

LINKEDIN: Rockwell Engineering

KEY EXECUTIVES: Garret Murphy, Managing Director; Seán Little, Operations Director;  Conor Hennessy, Strategy and Development Director; Dan Mannix, Finance Director

KEY ACTIVITIES: Mechanical, electrical and process engineering

Rockwell Engineering is a specialist contractor that delivers complex mechanical and electrical services for the pharmaceutical, semiconductor, advanced technology, and mission-critical sectors. With over 42 years of industry experience, the company is a trusted partner for multinational clients requiring technically demanding project design and delivery. Rockwell’s inhouse design capability allows projects to be managed seamlessly from concept to completion, ensuring exceptional coordination, efficiency, and program certainty within highly regulated environments.

The business achieved remarkable growth in 2025, reaching an estimated turnover of €43m and expanding its operations across Ireland and internationally. Supported by a workforce of over 330 direct employees, Rockwell successfully delivered high-spec projects for leading global brands, including AstraZeneca, Eli Lilly, and Dell.

STRATEGIC INNOVATION AND CULTURE

Throughout 2025, Rockwell invested significantly in cuttingedge technology by adopting the Autodesk Construction Cloud to enhance project collaboration. Digital design and off-site manufacturing remained core strategic pillars, with plans finalised for a new fabrication facility in 2026 to boost modular production capacity.

Safety and inclusivity remain central to Rockwell’s corporate culture. The proactive “Good Catch” safety initiative recorded 235 interventions from its summer launch to year-end, effectively preventing over 1,000 potential near misses. Aligned with its longterm 2030 strategy, Rockwell enters the future with a robust project pipeline, a strong focus on low-carbon delivery and a commitment to nurturing diverse engineering talent across Ireland, the UK and Europe.

19 AIRCONMECH LTD

TOTAL TURNOVER: €40.3M

ROI TURNOVER: €39.1M

INTERNATIONAL TURNOVER: €1.2M

YEAR END: 31/12/2025

ADDRESS: Kilcannon Business Centre, Old Dublin Rd, Kilcannon, Enniscorthy, Co Wexford, Y21 P942

PHONE: 053 923 8888

WEB: www.airconmech.com

LINKEDIN: AirconMech

KEY EXECUTIVES: John Dempsey, Joint CEO; Jim Mullet, Joint CEO

KEY ACTIVITIES: Mechanical engineering contractor

Founded in 1996, AirconMech is a leading mechanical engineering contractor, delivering complex, high-quality building services solutions. Operating across the commercial, residential, life sciences, mission-critical, healthcare, and industrial sectors, the company provides fully integrated mechanical services from initial design development through to construction, commissioning, and handover.

Known for its technical excellence, AirconMech focuses on early engagement, value engineering, and energy-efficient solutions whilst maintaining rigorous safety, quality, and environmental standards.

The contractor’s extensive project portfolio highlights its capability to operate at scale within highly regulated and live environments. Notable achievements include critical infrastructure works at Rosslare Europort, where maintaining operational continuity and precise phasing was essential. In the life sciences sector, AirconMech delivered specialised mechanical works for WestPharma, meeting stringent performance and validation requirements. Additionally, the firm demonstrated its large-scale coordination capabilities on prominent urban residential schemes, such as Castleforbes Business Park.

FORWARD-LOOKING ENGINEERING RIGOUR

Led by an experienced senior management team, AirconMech promotes a corporate culture centred on continuous improvement, staff development, and responsible business practices. By investing in digital tools, skilled personnel, and modern construction methods, the business ensures programme assurance and certainty of outcome in a rapidly evolving market.

With a proven track record stretching over decades, AirconMech consistently brings discipline and engineering rigour to Ireland’s most challenging developments. The company remains uniquely positioned to support clients in achieving both their regulatory requirements and long-term operational goals nationwide and beyond.

20

QUINN DOWNES GROUP

TOTAL TURNOVER: €39.2M

ROI TURNOVER: €39.2M

YEAR END: 31/12/2025

ADDRESS: H17 Centrepoint Business Park, Oak Road, Dublin 12.

PHONE: 01 424 3300

WEB: www.quinndownes.com

LINKEDIN: Quinn Downes

KEY EXECUTIVES: Derek Downes, Alan Morrin, David Dempsey, Alan Carton, Paul Cullen, Michelle Perry, Derek Keating.

KEY ACTIVITIES: Mechanical engineering contractor

In its 27th year, Quinn Downes Group is one of Ireland’s leading mechanical engineering contractors. The group comprises two specialist companies: Quinn Downes Installation (QDI), delivering the planning and execution of mechanical installations across a broad range of sectors, and Quinn Downes Service & Maintenance (QDSM), established in 2015 to meet growing demand for high-quality aftercare and maintenance. Together, the businesses provide integrated mechanical and HVAC solutions, from design and delivery through to long-term asset support.

With a team of over 150 professionals, Quinn Downes delivers projects across data centres, healthcare, pharmaceutical, commercial and public sector environments. Guided by core values of quality, reliability and customer focus, the group maintains a strong emphasis on safety, programme certainty and high-performing systems, ensuring client objectives remain central from pre-construction through to handover.

A strong level of repeat business reflects the group’s partnershipled approach and consistent delivery standards. Quinn Downes works with multinational organisations and major public sector bodies, building long-term relationships grounded in trust, performance and responsiveness.

Recognising its people as its greatest asset, Quinn Downes has expanded its Dublin headquarters to provide a modern environment focused on training, development and collaboration. This investment supports ongoing upskilling across the business and underpins the group’s commitment to operational excellence.

Innovation and sustainability are central to Quinn Downes’ strategy. By adopting digital construction technologies and delivering energy-efficient, low-carbon mechanical systems, the group supports clients in achieving their environmental targets while contributing to a more sustainable built environment in Ireland.

Ireland’s Top 40 Construction Companies 2026

COMPANY

1 Sisk

2

3

4

6

7

8 PJ Hegarty & Sons

9 Bennett (Construction) Ltd

11 Wills Bros Dec-25 €329,000,000 €241,000,000

12 Elliott Group Dec-25 €320,000,000 €310,000,000

13 Errigal Group Dec-25 €247,000,000 €246,000,000

14 Gem Group Jun-25 €240,000,000 €186,000,000

14 Flynn Dec-25 €240,000,000 €204,377,790

16 Vision Contracting Limited Dec-25 €221,213,473 €133,700,000

17 Ardmac Dec-25 €203,000,000 €228,200,000

18 Clancy Construction Dec-25 €161,127,410 €141,420,501

19 Conack Construction Dec-25 €160,000,000 €160,000,000

20 Glanua Dec-25 €155,000,000 €155,000,000

21 Coffey Dec-25 €140,000,000 €139,000,000

22 Duggan Brothers (Contractors) Ltd Dec-25 €132,000,000 €109,000,000

23 Townmore Dec-25 €130,000,000 €117,000,000

24 Ganson Building & Civil Eng Contractors Ltd Dec-25 €125,000,000 €105,000,000

25 Monami Construction Dec-25 €111,885,000 €140,325,857

26 Cunningham Mar-26 €111,618,069 –

27 ABM Contractors Ltd Dec-25 €95,000,000 €100,400,000

28 Jons Civil Engineering Company Ltd Aug-25

29 Shareridge Civil Engineering Dec-25

€80,100,000 €102,000,000

€79,900,000 €62,800,000

30 Arkil Dec-25 €74,413,000 €53,000,050

31 Stewart Construction Dec-25

32 Townlink Dec-25

€70,000,000 €60,000,000

€69,000,000 €68,000,000

33 T&I Fitouts Ltd Dec-25 €66,292,287 €59,000,000

34 KPH Construction Dec-25

€66,000,000 €48,000,000

35 David Flynn Limited Dec-25 €65,500,000 €60,039,795

36 Clonmel Enterprises Ltd Jan-26 €56,920,601 €73,511,000

37 MMD Construction (Cork) Ltd Dec-25

38 Kilcawley Construction Mar-26

€56,500,000 €37,000,000

€48,000,000 €50,900,000

39 ClearyDoyle Dec-25 €42,000,000 €40,000,000

40 Purcell Construction Dec-25 €40,000,000 €40,000,000

Ireland’s Top 20 Mechanical & Electrical Contractors 2026

1

4

5

6

7

9 Leo Lynch

10

13

14

18

Top 60 Contractors (Combined) 2026

12

17

19 Designer Group €275,000,000

20

21 Flynn

21

23 Vision Contracting Limited

24 Ardmac

25 King & Moffatt Building Services

26 Clancy Construction

27 Conack Construction

28 Glanua

29 Coffey

30 Duggan Brothers (Contractors) Ltd

31 Townmore

32 Ganson Building & Civil Eng Contractors Ltd

33 Monami Construction

34

35

36

37 ABM Contractors Ltd

38 Radley Engineering Ltd

39 MSL Engineering Ltd

40

42 Arkil

43 Tritech Engineering

44 Lynskey Engineering Ltd

45

46

48

49

50

54

€221,213,473 €221,213,473 – Main Contractor

€194,000,000 €62,000,000 €132,000,000 M&E Contractor

€161,127,410 €161,127,410 – Main Contractor

€160,000,000

€160,000,000 – Main Contractor

€155,000,000 €95,000,000 €60,000,000 Main Contractor

€140,000,000

€132,000,000

€130,000,000

€125,000,000

€111,885,000

€76,000,000

€64,000,000 Main Contractor

€132,000,000 – Main Contractor

€111,000,000 €19,000,000 Main Contractor

€80,000,000 €45,000,000 Main Contractor

€111,885,000 – Main Contractor

M&E Contractor

€95,000,000 €95,000,000

€93,000,000

€71,500,000 €71,500,000

€70,067,589

€31,450,976

Main Contractor

M&E Contractor

Top 60 Contractors (Ireland Turnover) 2025

1

33

34

35

36

37

38

39

40

41 T&I Fitouts Ltd

42 KPH Construction

43 David Flynn Limited

44

45

46

47

48

49

€92,000,000

€80,100,000

€79,900,000

€76,000,000

€74,363,000

€71,500,000

€70,000,000

€69,000,000

€66,292,287

€66,000,000

€65,000,000

€64,200,000

€62,000,000

€56,920,601

€56,850,000

€56,500,000

Creating places for future generations

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