– 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.
Alasdair Henderson
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 ‘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.
You may also be interested in reading
