Ryan Anderson is Director of Global Growth and Commercial Strategy at Anturas. In this Guest Writer article, he discusses Ireland’s rail expansion strategy – and the opportunity it represents for UK suppliers.

Ireland is experiencing a rail investment boom. The Irish Department of Transport and Northern Ireland’s Department for Infrastructure have laid out plans for a proposed multi-decade rail expansion, supported by the European Investment Bank. Coupled with the DART+ expansion, MetroLink Programme, the Cork commuter rail programme, and a €24.3 billion transport investment plan for 2026 to 2030, this joint framework creates a strong, medium-term pipeline.

Over the last few years, plans have progressed quite rapidly – and now, in 2026, tendering activity seems to have reached a crescendo. Irish Rail is currently evaluating tender applications for DART+, while Metrolink procurements are going out to the supply chain.

A complex picture

And, if Ireland is to deliver infrastructure on this ambitious scale, it needs access to the right resources and expertise.

It’s an interesting time, with various transport and infrastructure bodies racing to contract programmes and works so they can safeguard their own supply chains. Put simply, a lot of work is taking place in a concentrated area. This isn’t a single project like HS2 – it involves multiple programmes, multiple funders, and multiple parties. It’s unprecedented, not just in relation to spend, but also in its complexity and diversity. I, like many others, will be interested to see how each client tackles the challenge of supply chain risk and sustainability. Because, at present – and as stated by many leaders from the Irish transport authorities – the Island of Ireland doesn’t have the kind of domestic supply chain it needs to deliver on all its promises.

Investing in Ireland

This makes the Irish rail investment boom a significant opportunity for UK suppliers – particularly, if they are willing to put down roots in the region. My colleagues and I have learned that the Irish market responds very well to organisations with a local presence – those that are willing to invest their time and effort to understand Ireland’s challenges. It wants to see suppliers delivering for Ireland – giving back to the economy, building Irish teams, and generating social value benefit.

Anturas was ahead of the curve, establishing an Irish entity in 2022. Anturas Ireland is now up and running, with an office location managed by one of our Associate Directors, Michael Doyle, while I also travel to Ireland regularly. And, over the last 9-12 months, we’ve seen other UK organisations following suit. It’s about delivering long term value – helping to build that domestic supply chain and resource pool.

Our presence in Ireland has enabled us to support the market. In the last 12 months alone, we’ve taken on a lot of work, not just with Irish Rail, but with Eirgrid, too. We’re supporting the Metrolink project, and have recently secured a 12-month safety assurance training contract. As an organisation, we’re keen to answer that call for help.

And with our solution-focused approach, it would be easy to ‘fly in and fly out’. But we recognise the value of maintaining a local presence – being part of the local economy and local delivery teams. We value those relationships. It’s heartening to see other UK suppliers – Tier 1 organisations, contractors and consultants – do the same.

A different way of working

And, for small-to-medium enterprises (SMEs) willing to make the effort – be present and contribute to the local economy – this investment boom represents a real opportunity. The Irish market is keen to engage with SMEs; they, in turn, just need to invest a little, meeting it halfway.

It’s a refreshing approach. As a supplier, the effort you put in is repaid. And it’s not just about financial investment – time or even emotion count, too. The Irish client groups are open and engaging, without that transactional reserve that can sometimes stimy meaningful conversations.

And, while business is always conducted via the proper channels, I’ve found that Irish clients value these ‘real’ conversations. They want organisations to talk to them, gaining an understanding of the way they work and the challenges they face.

This, in turn, enables suppliers to develop the most appropriate solutions. Without contextual information, it can be easy to take a tender at face value. But, if you understand the businesses, the personalities, and the challenges involved, you’re better placed to meet the client’s needs. It’s de-risks the whole piece.

For many UK organisations, this will be a new way of working. It’s not transactional or one-dimensional. It enables suppliers to gain an in-depth understanding of the client and the market. And in doing so, I believe these suppliers – particularly SMEs – will have the opportunity to showcase their unique expertise. It’s an exciting opportunity for all.