Metro Rail News recently conducted an exclusive interview with Mr Anil Kumar Khandelwal, Member Infrastructure, Railway Board. During this insightful discussion, Mr Khandelwal reflected on the major milestones Indian Railways has achieved in recent years. He also outlined the future plans that Indian Railways will implement to contribute to India’s journey toward becoming a developed nation.
1. Your career in Indian Railways spans over three decades. How have you seen the organisation evolve during this time, particularly in terms of infrastructure development and technological advancements?
When I joined Indian Railways in 1989 as an Assistant Engineer in the Secunderabad Division of the South Central Railway Zone, a Naxalite-affected area, the infrastructure was outdated, with CST-9 sleepers and wooden layouts. However, we have made significant strides in infrastructure development over the years. Railway infrastructure has advanced to include PSC sleepers and fan-shaped concrete turnouts, a testament to our commitment to progress.
With the help of modern machines, our tracks can now support speeds up to 160 kmph, whereas earlier, maintaining 100 kmph was a challenge. Today, most of the track is designed for 130 kmph, with some sections already upgraded to 160 kmph. We plan to complete the 160 kmph upgrades on the Delhi-Bombay and Delhi-Howrah routes by the end of this financial year.
All the work is in an advanced stage. During my tenure as an AEN, I laid the first PSC track at Balasha. Today, PSC tracks are used across the entire Indian Railways network. Over the years, there have been many improvements in safety, maintenance practices, and infrastructure. Currently, Indian Railways handles a daily ridership of 2 crore passengers and 5 million tons of cargo, with about 20,000 trains running every day.
What challenges have you faced during your tenure, and how did you overcome them?
There is no life without challenges. If life is very simple, there is no enjoyment, and there is nothing new to do. Every innovation comes with challenges. During my tenure at Bellampalli as an Assistant Engineer, we worked tirelessly to address issues related to rail joints and poor-quality tracks. One of the first major improvements was upgrading the rails. Previously, rail joint impact noise (often described as a click-clack sound) was common during travel, but adopting welded rails has significantly reduced this noise.
Indian Railways procured high-speed grinding machines to resolve these issues. Additionally, Indian Railways has manufactured its own grinding machines domestically. This initiative aims to enhance passenger comfort and ensure smoother railway operations.
3.In your new role as Member (Infrastructure), you are tasked with overseeing the development and maintenance of the Indian Railway’s vast network. What are some major projects that the Railways will focus on in the near future, and how do you plan to prioritise and allocate resources to ensure that these critical projects are completed on time and within budget constraints?
Indian Railways is a service organisation. A service organization can only survive with customer satisfaction. In the direction of customer satisfaction in the passenger segment, the Indian railway has started the biggest station redevelopment program. More than 1300 stations have been identified for redevelopment, with more than 1,100 currently under construction and five already completed. We have planned to complete around 400 stations in the current year, all with the aim of providing a better and more comfortable experience for our passengers.
This is the largest infrastructure development program undertaken. We aim to ensure that passengers experience a smooth entry, ample parking, efficient booking counters, comfortable seating, clean platforms, well-maintained restrooms, and welcoming waiting halls. By integrating all these facilities, we are trying to provide a better infrastructure for our passengers.
The train segment has also undergone a remarkable transformation. Indian Railways began with steam engines and has now advanced to fully indigenous products, including Vande Bharat, Amrit Bharat, Vande Metro, and Vande sleeper coaches.
In the freight segment, we have started a Dedicated Freight Corridor (DFC). This is a significant step towards meeting the growing demand and supporting the country’s growth. Currently, we hold about 27% of the total logistics market and aim to increase this share to 35% by 2030. Railways are the most cost-effective and environmentally friendly mode of transport, supporting our growth goal and making us an integral part of the nation’s progress.
4.To ensure the seamless movement of freight and passengers, we are developing three key economic corridors:
- Energy, Mineral, and Cement Corridor
- Port Connectivity Corridor
- High Traffic Density Corridor
These corridors are being strengthened by linking raw material sources and cement manufacturing plants. We plan to invest approximately ₹11.5 lakh crore in expanding the rail network over the next 6-7 years. As part of the Vikshit Bharat initiative, our goal is to add over 50,000 kilometres to the network by 2032 and double it by 2047.
4.What strategies are in place to enhance the infrastructure of Indian Railways to accommodate the growing demands of passengers and freight
We are analysing the moving patterns for both passengers and freight using the PM Gati Shakti National Master Plan, which includes the Bi-Jack Portal. Preliminary studies have identified key locations such as mines, production centres, and freight and passenger traffic flow.
We have developed a 2027 network expansion plan based on all these studies. We want to double our network. This plan includes the identification of key locations for expansion, the allocation of resources, and the implementation of innovative technologies. Earlier, our project focused on short-term planning; however, now the focus is on long-term planning, which is integrated corridor-based planning. Three corridors have already been identified, and three more will be coming soon. We aim to increase our market share from 27% to 35% by 2030 and 40% by 2047.
5.Recently, Railways conducted trials on the Chenab Bridge, which is part of the Udhampur-Srinagar-Baramulla Rail Link (USBRL) Project. This project is considered one of the most challenging undertakings in the history of Indian Railways. What are some key lessons learned from this project, and how will you apply these insights to future infrastructure projects?
The Udhampur-Srinagar-Baramulla Rail Link (USBRL) project is the most challenging project in the Himalayan region. The area is a young Himalayan range where the rocks are not fully settled and not very hard. About 90% of the project involved tunnelling, which complicated construction. The project also faced challenges related to harsh weather conditions and difficult terrain, which required innovative solutions and meticulous planning.
Work on the project began long ago. During my tenure, progress was slow due to issues with the Anji Bridge, Tunnel 1, and Sumbar cutting. We investigated solutions, visited the site, and consulted with experts. We resolved these issues by strengthening the vertical walls, and the Anji Bridge was delayed due to the strengthening of the foundation.
Chinab is the world’s highest bridge. It was the most challenging construction, but all the Indian engineers did great work and created a marvellous infrastructure. This project has India’s longest transportation tunnel, T-49. The Indian engineers have taken this challenge, and the project is already completed except for 100 m. Their dedication, expertise, and innovative approach have been instrumental in overcoming the challenges of this project. Within the next 2-3 months, trains can travel from Kashmir to Kanyakumari.
6.Which new technologies or innovations do you think will have the greatest impact on improving railway infrastructure in the near future?
Indian Railways supports the “Make in India” initiative by working with engineers, the private sector, and industries to develop technological innovations. One such innovation is the Vande Bharat train, which is entirely designed, developed, and manufactured in India. We are also introducing 12,000 and 9,000 hp locomotives to enhance freight operations. We have also planned a range of new wagon and coach designs. Currently, we are developing a 250 kmph coach that will be designed and manufactured in India.
If we talk about maintenance and safety, developing an effective Automatic Train Protection (ATP) system, including the Kavach system, has taken over 15 to 20 years to refine. In 2014, the Indian engineers started designing it, and by 2024, they had completed and issued the specifications for the system. KAVACH is installed on approximately 1,500 kilometres of track, with tenders for an additional 10,000 kilometres in progress.
So, we have developed new technologies in the Indian railway network. Innovations such as cantilever turnouts and weldable CMS crossings are being implemented on the track structure side. Previously, these technologies were imported, but now we export them to countries like Argentina and various European nations.
We focus on the Make in India mission to develop and implement our technology in further railway projects.
7.Amidst growing concerns about climate change and the need for sustainable development, how do you plan to integrate environmental considerations into the planning and execution railway infrastructure projects?
Indian Railway has electrified more than 40,000 km in the last ten years, so we will soon be 100% electrified. We plan to achieve net zero carbon by 2030, which will reduce the import of crude oil, foreign currency, and operation costs.
We are investing in solar energy to utilise our alternative natural resources for energy development. Regarding hydrogen trains, the first hydrogen train will start in the current year. We plan to add about 50 hydrogen trains by 2047 in Vikshit Bharat.
We recently implemented the Gati Shakti Directive, which brings all departments together in one unified workspace. As the first Principal Executive Director of this initiative, I oversaw the integration of all eight departments. We now interact with the field via video conference and make decisions together. Previously, decisions could take 1 to 1.5 years, but now they are made within 1 to 2 months. These improvements are transforming the Indian railway system.
8.What are the significant challenges in reaching Indian Railways’ infrastructure goals, and how can these challenges be effectively tackled?
Looking back at the Indian Railways infrastructure, we see it faced chronic under-investment. We relied on our earnings for investment, with infrastructure expenditure initially ranging from ₹10,000 to ₹15,000 crores and later reaching ₹25,000 crores.
The government has merged the railway budget with the national budget, resulting in increased infrastructure development. With the introduction of the GBS grant, CAPEX has risen from ₹25,000 crores to ₹2 lakh crores. Today, the total investment in railway infrastructure stands at ₹2.62 lakh crores.
9.What’s your message for the readers of Metro Rail News?
So, it is the best time to work and create infrastructure for Vikshit Bharat 2047.
Metro Rail News is an informative magazine that compiles the country’s railway infrastructure development. Thus, infrastructure developer agencies, engineers, scholars, and technocrats can find what is happening globally in one place. It acts as a knowledge bank, creating awareness among technocrats and infrastructure developers.
I wish the magazine to grow and help develop the country’s infrastructure. I believe it would take India to Vikshit Bharat 2047 and contribute to making India the third-largest global economy.
