The numbers alone speak volumes, but the logistical hurdles are arguably even more staggering. O’Sullivan challenges proponents of nuclear energy to explain how Ireland could possibly manage such an undertaking, given its current track record in infrastructure development.
A fifth of the work is nuclear, the rest is Ireland
Creating a nuclear energy program in Ireland would not be primarily about the uranium or the reactor design. Only approximately a fifth of the entire process is what might be considered the 'nuclear' element, which includes reactor physics, uranium processing, and the meticulous work of radiological planning. While these are highly specialized tasks, the country has no prior experience or expertise in them. However, this part of the project is also the least of the problem.
The remaining four fifths of the endeavor involve building out an entirely new system of infrastructure, obtaining legal approvals, managing complex supply chains, and recruiting thousands of skilled workers. All of these are areas where Ireland currently faces significant gaps. The country has struggled to even complete relatively small projects, which brings into question its ability to handle something as large and complex as a nuclear power station.
No roads, no water, no grids: the missing basics
One of the first challenges would be establishing the 400kV transmission lines needed to carry the power generated by a nuclear plant to consumers. The North–South Interconnector, a major project designed to connect the electricity grids of the Republic of Ireland and Northern Ireland, has been in development for more than a decade and is still not functional. This delay means Ireland's electricity distribution system is fundamentally incomplete. Without this, the power from a reactor would be unable to reach the people who need it.
Electric buses, which could significantly reduce emissions, are currently stored due to a lack of grid capacity. Even deep tunnels for urban infrastructure projects, a promise made as far back as 2001, show no signs of progress. These are just a few examples of the long-standing issues with infrastructure planning and delivery in the country.
Water supply is another critical issue. A project to move water across the eastern and midlands regions, in a country that already has ample rainfall, is still in negotiation after 20 years. That project is for clean drinking water. A nuclear reactor would require vast quantities of industrial water for cooling and operations — far more than the existing systems can handle. This would demand a completely new level of resource planning and investment, which Ireland is not currently capable of executing.
Project management: where it all comes apart
Even the relatively modest national children’s hospital, a single construction project, experienced severe budget overruns, with costs tripling during the process. A nuclear reactor would involve dozens of contractors working in a strict sequence on a small site, with every step dependent on the previous one. A delay of just two weeks by one contractor could cause the project to be pushed back by an entire year. As costs escalate, the financial burden would become unsustainable.
No one has yet demonstrated that Ireland can manage such a complex project effectively. The country lacks both the systems and the experience needed to maintain precision across the many moving parts of a nuclear construction site. This is especially true when considering the regulatory demands of nuclear operations, which would require constant oversight and certification.
Regulation itself is another barrier. Ireland’s most recent attempt at establishing a regulatory body was the maritime authority for offshore wind, which was promised for early 2023 but arrived late and has become another bottleneck for energy development. Now imagine the scale of oversight required for a nuclear reactor — every weld, every pipe, every connection must be inspected and certified. At the same time, the country is struggling to find enough qualified tradespeople to build even basic infrastructure, let alone something as complex as a reactor.
To complicate matters further, any nuclear project would need to be coordinated across five different levels of government. Each would have its own budget cycles, priorities, and decision-making timelines. This decentralized system would slow down every stage of the project, stretching out timelines even further.
As O’Sullivan argues, the notion that Ireland could suddenly manage a multibillion-euro infrastructure project — one that demands a level of precision and coordination the country has yet to demonstrate — is nothing more than a 'nuclear distracter.' Instead of focusing on building everything else that is desperately needed — such as metro systems, ring roads, transmission lines, housing, shipping ports, and a reliable electricity grid — the country is debating an energy solution that may never materialize due to the overwhelming obstacles in its way.