Iarnród Éireann (Irish Rail) is the backbone of public transport for many communities across Ireland. Yet behind the scenes, the financial reality is far from stable. According to internal sources, Irish Rail have at times been forced to warn the government that the network could face imminent shutdown within a week if emergency funding is not released. This isn’t just alarming, it’s unsustainable, and it reveals a systemic failure in financial planning, long-term strategy, and revenue generation.

Irish Rail Class 29000

This kind of thing should not be the norm for a national rail system in a modern economy. It leaves the service vulnerable, puts passengers at risk of disruption, and limits the capacity to plan and invest in improvements. While government support is essential for public transport, especially for a service that provides a social good beyond pure profit, Irish Rail should also take more proactive, creative, and business-minded steps to ensure it generates consistent, independent income.

Here are several feasible, realistic strategies that could help Irish Rail become more financially sustainable:

Maximise Off-Peak Revenue with Dynamic Pricing

One of the simplest ways to boost profitability is through better ticket pricing. While peak-hour fares are often locked in, Irish Rail could introduce dynamic pricing for off-peak services, encouraging travel during quieter times with cheaper fares (Eg €1 or €1.50 instead of €2 for young adult leap cards) Airlines and long-distance buses have used this method successfully for decades. If done right, this could: fill otherwise empty trains, attract tourists and flexible travellers (especially to big tourist destinations like Howth) and increase revenue per service without increasing costs.

This system would require investment in a modern fare management system, but that could pay for itself quickly with even a modest increase in off-peak ticket sales.

Unlock Real Estate and Retail Potential

Irish Rail owns a significant portfolio of high-value land and property, including underused or disused station buildings, sidings, and development-ready land near key urban areas. Rather than allowing these assets to sit idle, Irish Rail should take a more proactive, commercial approach. They could lease or redeveloping surplus land for housing, retail, or commercial uses, and enter partnerships with local authorities and private developers for transit-oriented developments (TODs) mixed-use areas that combine housing, shops, and offices around well-connected stations, especially at stations like Clongriffin and along the South Western line.

Equally important is the quality of retail offerings inside stations themselves. Many Irish Rail stations, especially outside of major cities, lack vibrant, appealing shops, cafes, or services. They should convert disused or oversized station buildings into profitable commercial spaces with reasonable prices and seamless access to the platforms themselves. By improving the mix and visibility of retailers (e.g., local cafes, convenience stores, and pharmacy kiosks), Irish Rail can significantly increase non-ticket revenue through rent and retail turnover agreements and improve the passenger experience, making stations more attractive and functional.

Housing potential along the South Western line

Housing Potential at Clongriffin Station

Twickenham Station, London

This is a proven model. Transport hubs in cities like London, Paris, and Tokyo have become bustling commercial centres and a key part of rail operators’ income. For Irish Rail, enhancing retail is not just about aesthetics, it’s a strategic revenue opportunity hiding in plain sight.

Reduce Fare Evasion

Fare evasion, even if it only affects a small percentage of passengers, results in millions of euros in lost revenue each year—money that should be going back into improving services. To tackle this, Irish Rail needs a more modern and consistent approach to enforcement. Firstly, they should expand the use of ticket barriers at all major and mid-sized stations to prevent entry and exit without valid tickets. Tara Street and many other stations on the network have fare gates that aren’t in use, very easy to get past and with minimal security on patrol. Secondly, they should deploy more ticket inspectors on intercity and commuter routes, especially during off-peak hours and on under-patrolled lines.

In parallel, Irish Rail should make it easier for passengers to comply by improving mobile app usability, adding more ticket vending machines and making them easier to use (faster touchscreen ect). Reducing fare evasion isn't just about enforcement, it's about making it easier to pay and harder to avoid paying. By closing these gaps, Irish Rail can reclaim millions in lost income with relatively low investment.

Reform Internal Financial Planning

The idea that Irish Rail can reach a point of crisis—threatening to shut down in a week—without earlier intervention reveals deep weaknesses in financial oversight and strategic planning.

A few necessary reforms should be established such as a longer funding plan with government, rather than annual last-minute appeals. They also should focus more on creating a semi-autonomous commercial division within Irish Rail focused solely on profit-generating activities.

In addition to the other suggestions I’ve mentioned, this would allow Irish Rail to plan their finances better and not be constantly faced with the need for last-minute Government intervention.

Invest in Reliability and Modernisation to Attract Riders

Finally, the best way to become profitable is to get more people on trains. Reliability and comfort are the two biggest factors in public transport usage. Continued investment in. While new rolling stock and better frequencies are being gradually implemented across the DART system, better customer experience (WiFi, clean stations, improved shelters and real-time information), is also needed to truly convert occasional travellers into daily users. Additionally, all lifts should be working during opening hours for maximum accessibility. Each new daily commuter represents thousands of euros in annual revenue.

In conclusion, public transport doesn’t have to be profitable in the narrowest sense, but it must be sustainable. Irish Rail cannot afford to operate in crisis mode, relying on last-minute government top-ups just to maintain the tiny rail network Ireland currently has. By treating its assets, services, and passengers as part of a broader, long-term business strategy, Irish Rail can transform from a struggling utility into a confident, future-facing public enterprise.

Instead of waiting until the brink of collapse, Irish Rail should use their tools and opportunities for some much-needed reforms to their advantage. This way, they can not just survive but thrive throughout the years to come.