At 23 years old, Kevin’s last year at St Flannan’s College in Ennis was disrupted by the COVID-19 pandemic. He was awarded his predicted grades in his Leaving Cert and spent 12 months working with his father in the family refrigeration business before applying for apprenticeships. 

It was during this time that he discovered his passion and future career in electrical engineering.  

“I knew I wanted to do a trade – I had been helping my dad since I was 12. I always preferred the practical subjects in school; I wanted to be up and about, and getting on with things,” says Kevin, who lives in Ballyea, County Clare. “My time working with my dad gave me the chance to explore different trades, and I enjoyed the electrical side the most.” 

Award-Winning Apprentice 

Graduating from his electrical apprenticeship last October, Kevin had been nominated by his tutors at Technical University Shannon (TUS) for a Generation Apprentice Award.  

With 330 nominations received across 78 apprenticeship programmes in Ireland, Kevin took home the gong in the electrical category at the graduation ceremony, alongside 12 apprentices in other categories.  

Coordinated by the National Apprenticeship Office, the awards are now in their fourth year and showcase exceptional talent and skills from across Ireland. They spotlight the vital economic and social contribution of the 30,000 apprentices currently training in Ireland.  

Patrick Ahern, Section Head – Electrical Trade, Department of Electrical & Electronic Engineering, at Technological University of the Shannon (TUS), nominated Kevin. He said: “The decision to nominate Kevin as the TUS candidate for this esteemed award was an easy one. His deep understanding of the industry, his enthusiasm for leading projects, and his forward-thinking approach to installations all reflect the high-quality training he received from both the skilled electricians and his peers within Kirby Group Engineering. From the very first day in the workshop, Kevin’s work was exemplary, and any feedback or suggestions I provided were consistently embraced and seamlessly integrated into his evolving style with each subsequent project.” 

“Kevin’s final practical exam was completed to an exceptionally high standard, and it has since become a benchmark in our practical teaching. We now use Kevin’s project as an educational tool to set the standard for future apprentices, demonstrating the level of craftsmanship we aspire to. Kevin’s future is undoubtedly bright, and I am truly honoured to have played a small part in his journey,” continues Patrick.  

 Kirby Electrical Engineering Apprenticeship  

Kevin completed his entire apprenticeship at Boston Scientific in Galway, Ireland. The project saw us complete a 40,000 sq ft cleanroom at the medical facility, and it now supports the manufacture of life-saving products. Mentored by Project Managers Leroy Walker and Damien Glynn, he particularly enjoyed terminating and testing data cables. 

“There is something satisfying about working on a project like this. I gained experience in all parts of electrical engineering, working with the team on site. Terminating and testing data cables and installing containment were my favourite aspects of the work. When the containment is up and looks the part, you can take real pride in it,” Kevin explains. 

As part of Kevin’s apprenticeship, he spent time both on site and in the classroom. He says, “Your classroom learning was backed up by real world experience on site. It was completely different to school. You had both the academic and practical experience, and that worked well for me as a learner.”

Kirby apprenticeships are made up of seven phases. Phases 1,3,5, and 7 are on-site training, while phases 2,4, and 6 are classroom-based. 

“I’d recommend people look into apprenticeships, they give you the best of both worlds, especially if you are a hands-on, visual learner like me. You get the chance to earn and learn,” he explains.  

Apprenticeships are core part of Kirby’s culture. Four of our board members came through the apprenticeship process, and we invest heavily in the development of talent through the programme.  

A dedicated training facility at our Portlaoise off-site manufacturing base opened in 2024 and helps apprentices keep pace with new methods and technologies. 

Day in the Life of a Site Supervisor 

In December last year Kevin was promoted to Site Supervisor and now looks after a small team on a pharmaceutical project in Galway.  

“I look after the small works package on site, so am responsible for setting the team off in the morning, looking after the materials and package of works,” he explains.  

Outside of work, Kevin has a keen interest in cars, often attending car rallies and shows. He’s also a hurler and plays for Ballyea Gaelic Athletic Association (GAA) club.  

As he throws himself into the next step of his career, he is keen to support apprenticeships as a career choice.  

Apply now for our Apprenticeship programme – https://careers.kirbygroup.com/apprentices/  

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It’s a skill set he has developed further through roles in the diplomatic service, and with Greenpeace, and is now bringing to his role at Kirby.

John leads a team that delivers training and development programmes across Kirby’s sites and offices under the umbrella of the Kirby Academy. This includes both in-house and external training and development initiatives. The team isn’t just building international careers; it’s accelerating them through award-winning talent programmes that keep Kirby and its people at the forefront of engineering.

Marching forward: From the Irish Defence Forces to Kirby

At 30, John left the military. “It was the best grounding anyone could ask for, from officer training, to leading a peacekeeping tour in Kosovo, and being part of a seven-month-long multinational NATO operation in Western Sahara.

“I’d got to the point where I was moving away from the things I loved about the army – the training of troops. It was right and proper that I was working more on strategy and policy as I moved through the ranks, but it also felt like an opportunity to build a career outside of the military,” says John, who completed a Master’s degree in International Relations during his service.

He went to Australia with his then girlfriend, and found his stride with a career in HR, which eventually led to a two-and-a-half-year stint with Greenpeace.

Home called when he got married, and after a short period living back in his native Salthill, an online advert for the Irish diplomatic service caught his attention and led to a five-year jet-setting career with the government.

He initially worked on international counterterrorism and cybersecurity policy in Dublin and was later posted to Canada as Deputy Ambassador to the Irish Embassy in Ottawa. This role saw him work to improve relations between Ireland and Canada, across the gamut of politics, trade, education, and community.

A promotion to Principal Officer saw him return to Dublin to take over the portfolio of National Public Transport services at central government. However, Galway beckoned, and a chance encounter led to an opportunity with Kirby.

“As an international company, Kirby offered the chance to develop and deliver industry-leading initiatives from an office closer to home.

Industry leading training and development programmes

One such programme is Kirby’s High Potential Project Management Development Programme (HiPo). “

Now in its second year, HiPo is a two-year investment that sees people receive bespoke training, mentoring, and development in preparation for their next role. Jointly delivered by Trinity College, the Institute of Project Management, and the Kirby Academy, individuals benefit from 220 hours of training, across: on-the-job, technical, and functional training; personal development; mentoring; and coaching.

John is spearheading the programme, with 19 participants this year.

“This ambitious 24-month programme reflects the company’s commitment to learning, employee development, and investment in our people.

“We have already seen considerable success in terms of promotions achieved by participants in the inaugural programme, and we hope to increase that rate of success each year as we refine and develop the programme.

“It is one of the most progressive and innovative schemes I have seen in my 20 plus years in training and development, and runs alongside outreach, bursary, apprenticeship, graduate and development schemes,” adds John.

High performance culture

Kirby also offered John the chance to be part of a high-performing team on the field.

Although an ankle injury stopped John’s GAA career in its tracks in 2013, the call to captain the Kirby team at the Inter-Firms GAA All-Ireland Football Championship this year was too good to pass up.

As a 2006 All-Ireland Club winner, Gaelic football and his home club – Salthill Knocknacarra – have always been close to John’s heart.

Hoisting the cup as 2025 winners, John congratulated the Kirby team on and off the pitch: “The victory is a testament to the hard work, dedication, and team spirit that the players demonstrated throughout the tournament. The result showcases the high-performance culture we pride ourselves on, both in the workplace and on the field.”

Stepping into the future

Just seven months into his career with Kirby, we asked John what the future holds. John says: “I’m incredibly excited about what we can achieve at Kirby. We have a Board and CEO completely committing to developing its people, understanding that our people are our single greatest asset. Given this progressive outlook, the sustainability of the company is in safe hands, and the future for Kirby looks bright. I’m privileged to find myself at the heart of that, supporting our teams and our people to reach their potential.”

To find out more about the programmes that John and his team deliver, as well as the international careers available at Kirby go to: careers.kirbygroup.com.

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Reflecting on that time, he remarked, “When I joined Kirby over 30 years ago, I couldn’t have imagined the journey ahead. At the time, I was focused on learning and doing the best job I could. But Kirby has always been a company that offers opportunity to those willing to work hard and embrace challenges, and I was fortunate to grow in an environment that values collaboration, integrity, and excellence.”

Over the years, Mark advanced through roles in project management, operations, and leadership, gaining a deeper understanding of the foundation of Kirby’s success.

“As I progressed through roles in project management, operations, and leadership, I came to understand that Kirby’s success is built on its people. The friendships I’ve made and the teams I’ve been part of have made Kirby more than just a workplace—it’s been a true community.”.

Mark made a decision five years ago to step back from the role of CEO, carefully planning the transition to take place at this time. Explaining the decision, he said, “It was a decision driven by personal reasons—I wanted to spend more time with my family while ensuring the business was set up for continued success. Planning this transition has been one of the most important things I’ve done in my career, and seeing it come to fruition gives me a deep sense of pride.”

During his tenure, Kirby underwent significant growth. Reflecting on this evolution, Mark noted, “Kirby has come a long way during my time here. From our roots in Limerick, we’ve grown into a leading international business, delivering innovative solutions across Ireland, the UK, and Europe. It’s been incredible to see our commitment to quality and teamwork drive that growth, but what I’m most proud of is our people. Kirby is a company of opportunity, and I’ve seen first-hand how individuals can rise and thrive when they’re given the right environment and support.”

Now transitioning into a supportive role for the next 18 months, Mark expressed confidence in the team that will lead Kirby forward.

“I feel immense pride and confidence in the team that will take Kirby forward. Henry McCann, our new CEO, and the Board represent everything that is strong and enduring about this company. I have no doubt they will continue to lead with vision and integrity while preserving the values that make Kirby so unique,” he said.

Mark reflected on the opportunities offered to him. “I’m deeply grateful to Jimmy Kirby for entrusting me with the opportunity to lead this incredible company over the past five years, and to every colleague who has been part of this journey. This is not the end of my connection with Kirby, but the start of a new chapter for both me and the company,”.

“To everyone at Kirby, thank you for making the last 30 years so fulfilling. It has been an honour to be part of this story, and I look forward to seeing Kirby continue to thrive in the years ahead. Though my role is changing, my commitment to Kirby remains strong, and I’ll always be there to celebrate the achievements of this exceptional team.”

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Chris has built his career through the industry, with a Masonry Apprenticeship in Canterbury, New Zealand, followed by a Carpentry Apprenticeship and commercial construction qualifications in Australia. In the early 2000s, he transitioned into heavy industry in Australia, working in shipbuilding, oil and gas, and mining, which led him to become increasingly involved with the health and safety leadership of large-scale projects.

“The way sites operated during my early career was heavily influenced by unions and shop stewards. It was tough; unions, safety, and commercial interests were in constant conflict. My approach to safety culture was shaped by those environments, and every day, I strive to ensure we listen, learn, and constantly improve. At the end of the day, safety is a universal language. We all understand what it means, but each person’s criteria for decision-making depends on their lived experience, culture, background, and perspective.

“Understanding each person’s set of values has been and remains my priority. It’s one of the key drivers for the programme,” adds Chris.

Kirby’s Zero Harm programme has been in development since 2020. It takes a comprehensive approach to enhancing safety and performance, encompassing eight core leading indicators, including engagement, communication, skills and wills, and leadership.

These indicators serve as fundamental pillars in the pursuit of improved safety and operational excellence. Designed as a two-way programme, with listening built in as standard, Chris explains, “The programme will evolve naturally; it’s not imposed on our people. They are integral to its integration, adoption, and evolution.”

Communication encourages our leaders and project managers to “own and walk the talk, not just talk the talk”. Chris explains, “When we are out on site with our teams it shows we care. That helps everyone feel part of the Zero Harm goal. It’s also an opportunity for our leaders to listen and truly hear the opinions of our craft workers and the challenges they face.”

Zero Harm as a concept is not new to the industry. “We wanted to adopt a framework that was well-established and recognised by our people, clients, and subcontractors, but also evolve it and develop KPIs that address the challenges across our individual projects and sectors,” adds Chris, who joined Kirby in 2019.

Zero Harm was initially rolled out in Ireland in 2021. “We work across multiple sectors and industries, so the rollout and how it was managed was incredibly important. Feedback from our teams was used to fine-tune the Zero Harm KPIs,” explains Chris. The core literature is now being translated into twelve languages, with communication, training, and guidance designed to be easily accessible—not just to Kirby staff, but also to suppliers and subcontractors.

Chris is keen to emphasise the element of care: “Zero Harm is simply about caring for people. Every single person on-site is part of one team, regardless of who they work for. We have built a culture of collaboration, recognition, and support that transcends company allegiances.”

“I pride myself on being able to connect with everyone. I have been on the tools; I know what it’s like. There’s a constant pressure to meet commercial targets and stay on schedule, but at Kirby, and in my role, it’s crucial that health and safety remains front and centre in everyone’s minds. We will always have a hand on the shoulder of the person next to us.”

The programme is already driving meaningful change at Kirby, but as Chris explains, “Zero Harm goes beyond compliance and performance metrics. It’s about weaving safety into the fabric of everything we do, so that it becomes second nature. At Kirby, we firmly believe that ‘striving towards Zero is the right thing to do,’ and this dedication resonates throughout the organisation, from senior leadership to every member of our frontline teams.”

Zero Harm 

Zero Harm is the vision that guides all our operations and activities undertaken by Kirby. It is our commitment to continually strive to reach the highest standards in Health and Safety, minimise our impact on the environment, and work co-operatively with our people and host communities.

At Kirby, our vision for the Zero Harm programme is to establish an environment that prioritises safety and well-being, integrating these aspects seamlessly into our everyday operations. Zero Harm is simply CARING for our people.

The Kirby Zero Harm Programme embraces a comprehensive approach to enhancing safety and performance, encompassing eight core leading indicators. These indicators serve as fundamental pillars in the pursuit of improved safety and operational excellence.

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For the last number of years, Peter has been our dedicated organiser, coordinating Get-Fit Challenges to support people in reaching their fitness goals, through activities such as running, walking and cycling. This month he’s preparing our people in the run-up the Kirby Way Cycle as they cover either 50km or 100km by bike, or run a 10km circular route, starting and ending at our new off-site manufacturing facility in Portlaoise.

“It’s a labour of love. Every year we hold virtual challenges for people who want to improve their health and fitness. We usually get around 100 people taking part, with every person setting their own goals. We rally around each other to encourage, support, and cheer each other on,” explains Peter, who has worked for Kirby for 14 years.

Initiatives like Get-Fit Challenge and the Kirby Way Cycle were praised by the assessors of Kirby’s recent Investors in People (IIP) ‘We Invest in Wellbeing’ accreditation, with the company taking home Gold and over 90% of colleagues agreeing that the company is committed to creating an environment that supports people’s health and wellbeing.

Peter is part of the committee that is planning and organising the Kirby Way Cycle on 30^th August, he says: “We have people taking part who have never cycled before. This is the third year we have run the Kirby Way Cycle. It’s a great team bonding experience, and an opportunity for people to come together from across Europe and the UK and raise money for charity.”

The chosen charity partners for this year’s event are the Jack and Jill Children’s Foundation and St. John’s Ward at Children’s Health Ireland, Crumlin. Kirby is aiming to raise €20,000 this year to donate to the worthy causes.

The Kirby Way Cycle Challenge started in 2022 and has so far raised more than €500,000 for international charities. Operations Director at Kirby, Mikey Ryan, who leads the preparations for the cycle, says: “The event has become a pillar within Kirby for pulling people together outside of work.

There’s a great sense of camaraderie, and it’s a lot of fun, especially since everyone is decked out in Kirby cycling gear for the day.

Staff came from all over Ireland, the UK and mainland Europe for the cycle last year. It’s a wonderful way to meet colleagues you’ve been working with for years and catch up.”

He adds the event played to the company’s strengths of meticulous planning, team building and getting everyone across the line.

Peter agrees: “At Kirby we wear one jersey, we are one team, and we work together to succeed.”

We ask what motivates Peter to get involved not only with planning the event, but also helping people to Get-Fit.

“I am not going to lie, it takes a lot to organise the Get-Fit challenges, but every year I am asked when we are going to do it again. You can see how much people get out of it, and it’s not the ultra-marathon runners that we target the sessions to. Most of the time, it’s just about having the momentum and the support to get outside and put one foot in front of the other. For many people, including me, that can be the start of a healthier and happier lifestyle. We know that movement is incredibly important in maintaining good mental health and resilience, and with a Kirby team cheering you on, it can be the push that people need to make a change.”

We ask him his highlight on the Kirby Get-Fit journey, “We organised a Christmas fun run across four of our office locations. People geared up to run or walk 5km. 100 people took part. It was great to see the impact the routines we’d created could have.

“Get-Fit all started when myself, Brian Burke, and Mikey Ryan took on the Sea2Summit Challenge, and I was tasked with coming up with a fitness programme to prepare us all, and I haven’t looked back.”

Peter is well-versed in planning complex projects. As a Senior Planning Manager, he works with regional teams to develop and optimise the programmes across our projects in Ireland.

He started his career at Kirby as an AutoCAD Designer after college. “I am a logical and practical thinker, and it was put to me that I might join the newly formed planning team. I was the second planner to work at Kirby!”

When we ask him what his day to day looks like, he says: “We engage at every stage with the project teams, we have planners that work from first principles, interpreting drawings to create the most efficient programmes for clients. We are always realistic and make sure what we propose is achievable.”

It’s Peter’s planning skills and enthusiasm for fitness that make him a core part of the team that plans and executes the cycle challenge.

Follow the team’s journey on social media and donate to the challenge here.

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A site that delivers on our Zero Harm vision. Zero Harm embraces a comprehensive approach to enhancing safety and performance, encompassing eight core leading indicators – including engagement, communication, skills and wills, quality, and compliance. These indicators serve as fundamental pillars in the pursuit of improved safety and operational excellence.

“Zero Harm is simply caring for people. Every single person on site is part of one team, no matter who they work for. We have built a culture of collaboration, recognition and support that transcends company allegiance.

“These relationships are built on connections and understanding that every person is different,” says Nikoleta, who gained a grounding in health and safety engineering at the Technical University of Gabrovo in Bulgaria. A move to the Nordics came with the construction of a new nuclear power plant in Finland. Nikoleta moved to Kirby in 2022, joining the EHS team on a data centre project in Switzerland, and later our scheme in Gävle, Sweden. “Kirby is operating as the main subcontractor on a few data centre projects in Sweden and it has an office in Gävle,” she adds.

“I have met great people at Kirby since the very beginning. We have a very strong team with the right people on board. We motivate each other, challenge ourselves, provide feedback and push ourselves to improve and grow,” says Nikoleta.

Nikoleta leads the Kirby EHS team of three advisors on this site. A site-specific EHS plan is developed in preconstruction, outlining the partners on site and the specific arrangements for managing our scope of work, critical risks and emergency response. Nikoleta and her team oversee, develop, and deliver such plans, working with each operative and team to develop the site safety systems of work and method statements to ensure everyone goes home safely, which is the core mission of their work.

We ask Nikoleta what her day-to-day looks like, “No day is the same. We hold a whiteboard meeting with the general contractor at the start of each day, mapping out which areas each contractor needs access to, any high-risk activities on site and how we can work together to achieve that day’s working plan. An internal Kirby meeting follows to plan ahead and make everyone aware of what the working day looks like. As we head out to walk the site, we monitor the safe working environment, and engage with each operative to get their feedback on any challenges. Daily documentation, audits, reports, meetings and preparation and review of RAMS follow.

“Feedback and recognition are incredibly important for us. People want to hear that their work is being evaluated and respected. Every operative here is treated as a part of the team. Through our recognition programme, we recently commended two workers in one of our electrical teams. The impact that positive feedback had was instant, and you could tell that it made a difference. People on this site are often working away from home, and with constant communication, solving challenges together, and positive feedback, we have built a strong and supportive team in a sustainable, safe working environment.”

Nikoleta adds, “To be the best in the field of health and safety, it is crucial that our knowledge is up to date and that we maintain an optimal mindset. Kirby supports us in this, we are all provided with continuous learning, courses and training.”

Nikoleta has been through the IMI-accredited management fundamentals programme, “The training was based on the leadership and the methodology of how to build a high-performing team. Our attention was focused on understanding our own strengths and working on any possible weaknesses, it really brought us to another level and strengthened us as a project team.”

Self-belief and belief in your ability as a team is something that resonates with Nikoleta as a woman in the engineering and construction industry, “Success is not a given or a permanent constant. It took hard work and continuous learning to become confident and believe in my skills. I continually improve myself as a professional. Learning every day is a key part of this. For any woman in engineering and construction, I would tell them that there are no borders if you are motivated. When you believe in yourself, your confidence shines through. Everyone can ensure they are the best they can be.”

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When you speak to Jimmy his passion for strategy is clear. Paired with his deep understanding of the M&E and construction industry, and his drive to ensure company stability for our people and our clients, Kirby’s success and longevity come into context. We ask him if this approach is a luxury that only a private family business can afford; he laughs, “If we get the delivery right the rest will follow”.

Jimmy joined Kirby Group Engineering in 1991 after two years in London working for another family engineering company – CG Bartley – firstly as an Estimator and then a Project Engineer. In 2010, he took on a role in strategy. “I was in the fortunate position to be able to work with some good people in the field and completed an IMI Diploma in Strategy and Innovation. From there, I went on to do a Master of Business Studies.” He has published two papers on strategy, one in 2013, and another in 2016.

“The company-wide strategy management process I developed in 2010 remains with us today; it has evolved, but its principles remain the same. Operating within our span of control to ensure value for our clients is of critical importance to Kirby.”

We remark that it is unusual for a business to have the same strategy for 14 years. Jimmy explains, “We work within a strategy framework, each move we take is carefully thought out and executed. It has evolved; we have added services, sectors, and geographical spread, but the core remains. We have been able to grow a reputation for excellence in one area and use that capability and trust to move into a new arena. It’s this commitment to strategy formulation and execution that gives the business stability.”

We explore client perception of Kirby. “We have worked hard to ensure consistency of reporting and delivery, that is why the Kirby Way is so important. It ensures that wherever we work, our clients have the same experience of working with us. They know what to expect and what we stand for.”

This guiding principle is borne out through Jimmy’s role as Executive Chairman. He points me in the direction of his biography on our website. It says, ‘Jimmy is Group Executive Chairman with responsibility for ensuring that the board is effective in its task of formulating and implementing the company’s direction and strategy’.

In 2015 the board set out a succession plan for the key officer roles up to, and including, 2024. “We are careful about ensuring suitability across all of our roles. With a long-term view, we were able to invest in our people to ensure they had the training and development they needed to succeed.”

That succession plan included Jimmy’s role as Managing Director from 2017 to 2020, and the handover to Mark Flanagan in 2020. When Mark Flanagan took on the role of MD, Jimmy concentrated on a key project (our largest in Ireland at the time) for three days a week as part of his wider role.

We ask about the business strategy when his father and uncle led the business; he explains, “I don’t remember there ever being anything written down, but there were moments when they took decisions that changed the course of the business. One was when they were looking to grow the company outside of Munster, they looked closely at Dublin and London, and decided to keep operations within Ireland at that point. It was a good decision that worked well for the company.”

There have been many of these moments since that point in 1990. A move to the UK came later in 2008, after securing two CCGT power station projects with Siemens in Wales. A further move into mainland Europe came in 2010.

These were decisions that played a big part in the success of the company. Another was the acquisition of a mechanical contractor. This additional service offering enabled our successful move into the data centre sector.

The work we have done and continue to do in the power and renewables, data centre, industrial and life sciences sectors has and continues to provide us with our biggest challenges and opportunities. Jimmy agrees, “We are constantly looking to the bigger picture and positioning our business where we believe investment is and/or will be. By looking forward and adapting, we are ensuring our capability is fit for purpose to deliver and deliver well.”

Jimmy is a man clearly passionate about learning and development, and that is a key investment piece for Kirby, which has a dedication to ensure delivery through the expertise of its people. People operating within our interlocking business capabilities and carefully planned processes and procedures that together ensure excellence in delivery.

Now based in South Africa, he is overseeing the establishment of our Cape Town office. “I was approached by our Planning Manager, Michael Bonandrini, on site in Ireland. He presented a business case for an office here, employing talented engineers and BIM professionals to increase the capacity of some of our capabilities, which were stretched due to the tight talent market in Europe. We now have 36 people working in the office. It was a good move for the business, and the office continues to add value to the overall company,” explains Jimmy.

As we move into our 60th year, we look to turnover more than €700m. Jimmy’s parting words are, “We will always strive to operate within the span of our control, that is the best thing to do for our people and our clients and will ensure the reputation and future success of our business.”

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Having been with Kirby for four years, Claire has seen Kirby’s growth first hand as she worked to promote and mark the company’s landmark moments, whether that was new office openings, press announcements, or rolling out the company’s values strategy.

Having cut her teeth in the automotive industry, Claire joined Kirby in 2019 as a Marketing Executive and Event Coordinator. At that point Kirby turned over €200m. Now with offices in Ireland, the UK, mainland Europe and South Africa, Kirby is delivering projects across established and growing sectors, with an annual revenue of over €600m. Claire like Kirby has grown into her new role and looks to grow her team as Kirby continues to partner with its clients in this growing market.

“Kirby is a well-known, trusted brand. Everyone wearing a Kirby jacket or working on a Kirby site knows what our brand and values stand for, and that recognition and brand association is something that I am hugely proud to have been a part of creating.”

Claire takes on her current role as, after 12 years with Kirby, Giedre Visockaite moves to the role of QEHS & Sustainability Director from Associate Director – Strategy and Marketing.
“Giedre has paved the way for many women in the company. To have a female representative at director level is hugely important. Young women identify with her as a leader like them. She has shown that the doors are open to women looking to grow their careers in engineering and STEM,” adds Claire.

Progression planning, training and development are at the core of Kirby’s people-focused culture. Something that Claire has embraced, “I am currently on a leadership course with others from across Kirby. With a culture of training, we are always encouraging people to realise their potential.”

Realising potential is a key driver for Claire, both at work and home. She works extensively with youth Gaelic sports programmes in her spare time. In her own words, “I am never at home. I have two young girls and we are always out, playing sport or at community events.”

Her passion for sport and wellbeing, have seen her take on the mantel of working as part of a Kirby collective to organise the annual Kirby Way Cycle event raising almost €500k over the two years.

“We have a lot of initiatives across our offices and sites to encourage people to be active. We all know that health and fitness are crucial to our wellbeing, especially across our operations teams. We are at the leading edge of engineering, working on complex mechanical and electrical projects, and with that comes pressure. We work with teams across the world, and we host wellbeing seminars, keep fit challenges and keynote speaker presentations.”

As she talks, Claire is keen to explore the company’s purpose and the role that plays in our brand strategy and our people’s health and wellbeing at work.

Claire says, “We have a clear vision and purpose, one that is rooted in the solution of some of the biggest challenges facing the planet. Our people know the role they play in connecting people with information, through our data centre projects, their role in energy security through our work in power and renewables, and the creation of revolutionary medicines through our life sciences schemes.

“And through that work, we are able to support many great charities and initiatives. Initiatives like DIY SOS, and Darkness into Light.

“All these things come together to create our brand, our purpose and our vision. And that is why I think our people are so proud to wear Kirby on their sleeve.

“I carry that pride, and this International Women’s Day, I’d encourage young women to think about how they want to shape the world. The doors to careers in engineering and construction are wide open. A career is STEM is rewarding, it gives you purpose and an opportunity to enable change and create a better world for tomorrow.”

The post “The doors are open to women looking to grow their careers in the engineering and construction industry” says Marketing Manager Claire Brennan appeared first on Kirby Group Careers.

Yalin joined Kirby in 2022, as he moved from Turkey to Ireland, seeking further experience in data centres. Incredibly experienced, he held a number of roles in his home country, Germany and Africa, and as a qualified Mechanical Engineer he had worked across quantity surveying, estimating, design, site engineering and project management.

Within one year he was promoted from Senior Quantity Surveyor to Commercial Manager working across four projects in Dublin.

We ask him what his day-to-day entails, “I base myself on one site per day, and then go into the Dublin office on a Friday. It’s a busy role, but I like that. I have client meetings, support my team of Quantity Surveyors, and prepare commercial reports.

“I used to move roles every three years to make sure I was experiencing new challenges, learning and growing in my area, but I don’t think I’ll have the chance to get bored at Kirby. I have already undertaken more professional training in the last two years than I have had in any of my previous roles,” adds Yalin, who is taking part in our accelerated management programme and IMI leadership training.

It was in Istanbul that Yalin first worked on data centres, he worked on the mechanical packages of a 21MW data centre.

One of Yalin’s more interesting previous roles was supporting the delivery of the national rail infrastructure project for the Tanzanian Government.

When Yalin was ready for his next challenge, he had two job offers, one in Ireland and one in Germany. He remembers, “I really got on with the person who was going to be my line manager. I got a feeling for Kirby, and the company and knew I would have an interesting and exciting career at Kirby.”

He moved in 2022 with his wife, as they settled in Dublin. They have since bought a house, and his wife is hoping to gain the conversion qualification she needs to practice law in Ireland.

“I was worried about the social aspect of the move, but the team has an active social calendar that involves partners and families. I go cycling and on nights out,” he adds.

Through Kirby’s referral programme he has also welcomed five former colleagues from Turkey.

To others thinking about making the move, he says, “Kirby has plenty of opportunities across the UK, Ireland and mainland Europe, and with support with visa applications, the company will work with you to ensure you have a thriving, challenging and enriching career.”

Returning from the festive break, he added, “I was away from Ireland for three weeks, and I missed my home. Ireland is now my home. It’s a great and welcoming country. I would say that the first few months of adjustment to a new country and culture could be a challenge, but if you stick at it, you will see the benefit.”

After a year, Yalin was promoted, “I wasn’t expecting it, it was a real surprise, but it was humbling to be recognised, and for my hard work to be recognised.”

To find out more about careers at Kirby click here.

The post “Ireland and Kirby have opened up career opportunities for me,” says Yalin Tumbali, Commercial Manager at Kirby appeared first on Kirby Group Careers.

“We had an office in Thomondgate, it was a converted house and shop. At that point we had around 80 employees, and just eight of us were based in the office,” says Helen, who has 36 years’ service with Kirby.

“I was at Kirby for two years before the 1985 recession hit. I left Kirby to work somewhere else, and two years later, in 1987. I was approached by Tom Kirby to come back. I jumped at the chance.”

We asked Helen what drew her back to Kirby and what has kept her here for the last 36 years. She smiles, “It’s the people, the culture, and the work. Every week is challenging, but you have the people around you to support you, and who are honest with you. Kirby people are decent, honest people.

“For me honesty is incredibly important, if you don’t have that then you don’t have a foundation to build on,” she adds.

Helen first worked on reception at Kirby, supporting the finance manager and the estimating team. It was at that point that she discovered her love for figures and numbers, and an eye for detail and accuracy. When she returned to Kirby in 1987, she worked more and more with the finance manager, taking on a role in finance when it came up.

Helen was one of the first in Kirby to have a computer. “I sat down at my desk and was the only one that could work it. It transformed the way we did accounts and payroll, moving from a manual system to a digital one.”

In the mid-90s Helen and colleagues travelled to go to Birmingham, United Kingdom, to train up on the first estimating computer packages.

“Kirby started to grow significantly when we opened an office in Dublin in the 90s, but even then, I would still know the names and employee numbers of everyone at Kirby.”

Now Helen manages a team of eight people, as the company continues to grow.

“We have maintained the personal touch though,” she adds. “I always say that I have a contract with each person at Kirby, every single one is my boss. I work for them, to make sure their payslips are accurate and on time.”

We ask her if she still knows everyone’s employee numbers, she laughs, “I often see people on the ledger that have been here a long time. That’s nice. It makes me smile, they must be happy here, like me, and that’s a nice feeling.”

“It’s not the same company I joined, but that’s a good thing. It’s evolving and adapting, but the people, culture and generous spirit remain. We all work hard, but the love of the work stops it being a chore.”

Kirby has long since left the office on Thomondgate. We moved to the Raheen Business Park in Limerick 23 years ago, and the building has been renovated a number of times. The latest extension and refurbishment project took Helen aback. “It was a pinch me moment.  I was so proud of everyone, and what we have achieved. We have come such a long way.”

Helen celebrates 60 years alongside Kirby this year, “a lot of good things started in 1964,” she says.

Throughout this year we will interview the people who shaped Kirby’s past and are forging its future.

The post “Lots of good things started in 1964,” says Payroll Manager Helen Keogh who shares her birthday year with Kirby Group Engineering appeared first on Kirby Group Careers.