In an exclusive interview with Metro Rail News, Dr Kumar said he assumed responsibility as Managing Director of DMRC when COVID had just receded and the organisation was facing several challenges, particularly a sharp decline in ridership. A number of businesses, especially along the Airport Express corridor, had also moved away from the Metro. The immediate challenge, he said, was to restore ridership and bring the system back to normal levels.
“At DMRC, our vision has always been that the customer should come first, while safety, punctuality and reliability must remain paramount. There can be no compromise on these principles,” Dr Kumar said. He added that, keeping these priorities at the centre, DMRC focused on delivering greater value to customers through improved services and the adoption of technology.
DMRC launched the Sarthi app to provide passengers with a wide range of information. The organisation also introduced unmanned train operations and took several steps towards indigenous technology development. In 2023, work began on the Indigenous Automatic Train Supervision system, or i-ATS, while DMRC is also working on i-CBTC, an indigenous Communication-Based Train Control system. These initiatives are aimed at strengthening technological capabilities and reducing dependence on imported systems.
Integrated ticketing has also emerged as an important area of focus. DMRC has worked towards providing passengers with multiple modes and channels for ticketing, along with different payment options, with the objective of giving passengers greater choice and convenience while using the Delhi Metro.
On the status of Delhi Metro Phase 4 and Phase 5A, Dr Kumar said two major sections of the Phase 4 expansion were officially inaugurated and commissioned in March: the Majlis Park to Maujpur-Babarpur corridor, which is the Pink Line extension, and the Deepali Chowk to Majlis Park stretch, which is the Magenta Line extension.
The tunnelling work on Line 10 posed technical challenges, including the relocation of a sewer line and navigation through densely populated urban areas. Dr Kumar said these challenges had been overcome and that DMRC was planning to commission the remaining portions of the priority corridors in phases in the months ahead.
For Phase 5A, DMRC is working towards a strict deadline of completing the project by 2028. Against this backdrop, the organisation is in discussions with the Delhi Development Authority (DDA) on the land and planning-related aspects of the project so that the required clearances and coordination can be taken forward within the stipulated timeline.
Dr Kumar also highlighted the expected role of the Golden Line, or Line 10, in improving airport connectivity. The corridor will connect important areas of South Delhi with Aerocity and the airport and will pass through Vasant Kunj, Kishangarh, Chhattarpur, IGNOU, Saket and Sangam Vihar before connecting these areas with Tughlakabad.
According to Dr Kumar, these are important residential, commercial and institutional areas, and better connectivity will improve their accessibility to the airport as well as other parts of Delhi. It will also provide better access to employment centres and commercial activity in these areas.
Beyond passenger mobility, the corridor is expected to support economic activity by improving connectivity to these important parts of South Delhi. It will also reduce dependence on road-based transport and make movement between residential areas, employment centres and the airport more convenient.
On unattended train operations, Dr Kumar said Delhi Metro had established a high standard of operational efficiency, punctuality and reliability. He said that in terms of punctuality and reliability, Delhi Metro had outpaced established metro systems such as Hong Kong MTR.
At present, the overall punctuality of the Delhi Metro network stands at 99.95%, while corridors under unattended train operations record an even higher punctuality level of 99.97%.
The introduction of unattended train operations has contributed to greater operational consistency and more precise management of train schedules. It has also enabled Delhi Metro to increase service frequency on key corridors, resulting in higher passenger carrying capacity and more efficient utilisation of existing infrastructure.
Going forward, unattended train operations are planned to be extended to the upcoming corridors under Phase IV. The existing corridors continue to operate efficiently under the present system and are well suited to their current operational requirements. At this stage, Dr Kumar said, there is no operational requirement to convert the existing corridors to unattended train operations.
On DMRC’s financial position and its repayment of the JICA loan, Dr Kumar said the organisation’s relationship with JICA had been very long. DMRC has repaid ₹9,948.09 crore of its JICA loan through operational revenues, which he attributed to a disciplined approach towards financial management and the consistent generation of revenue from operations and other activities.
DMRC has placed considerable emphasis on developing non-fare revenue sources, with transit-oriented development being one such area. The organisation is working with land-owning agencies and other stakeholders to make better economic use of land and assets available around the Metro network.
The objective, Dr Kumar said, is not only to improve connectivity and urban development but also to create sustainable revenue streams for the organisation. The approach is to ensure that assets associated with the Metro system generate value without compromising the primary purpose of the network.
Transit-oriented development provides an opportunity to integrate transport infrastructure with commercial and other urban uses while strengthening the organisation’s revenue base. The repayment of ₹9,948.09 crore through operational revenues, he said, is not the result of a single measure but reflects financial discipline, operational efficiency and the development of multiple revenue streams.
Dr Kumar said financial sustainability was an important consideration for any metro system, but DMRC’s approach had always been to balance financial performance with passenger affordability. DMRC is making an operational profit, while fares have also been consciously capped within an affordable range so that the Metro remains accessible to a large section of the population.
He said fare revision could not be viewed only from the perspective of revenue generation because affordability and wider public mobility were equally important considerations.
This makes the development of non-fare revenue streams particularly important for DMRC. Transit-oriented development is one of the key areas through which the organisation is working to generate additional revenue. Land and assets associated with the Metro network can create sustainable revenue streams without placing the entire financial burden on passengers.
At present, around 29% of DMRC’s revenue comes from non-fare sources. The organisation’s objective is to increase this contribution substantially over the coming years, with a target of taking the share to around 50%.
The larger objective is to create a more balanced revenue model in which fare revenue continues to support affordable public transport, while non-fare sources such as transit-oriented development, property development, advertising and other commercial activities provide greater financial support to the organisation.
DMRC is also taking steps to promote greater public transport adoption and reduce dependence on private vehicles. Dr Kumar said regenerative braking was being used so that energy generated during braking could be utilised. The organisation is also increasing solar infrastructure at its stations and working on waste management.
The objective, he said, is for public transport not only to provide mobility but also to be sustainable. Reducing dependence on fossil fuels is also important, particularly given the situation in the Gulf and the uncertainty there. If more people use public transport, dependence on private vehicles and fossil fuels will come down.
Multi-Modal Integration is another area of focus. DMRC is developing MMI at several stations, including Sarai Kale Khan, so that different modes of public transport can be integrated with the Metro. This is intended to make it easier for passengers to shift from one mode to another and complete their journey.
DMRC is also working on last-mile connectivity and has collaborated with service providers such as Rapido and Bharat Taxi. The objective is to ensure that passengers have a convenient complete journey, from reaching a Metro station to finding a convenient mode of transport after leaving the station. Dr Kumar said this could encourage more people to use public transport instead of private vehicles.
Consultancy has also become an important business vertical for DMRC. The organisation is undertaking multiple types of work, including preparing Detailed Project Reports, providing consultancy for Metro projects, assisting in project execution and providing Operation and Maintenance services.
DMRC has also competed with established international players in this field. For Mumbai Metro Line 3, DMRC outbid Keolis, while for Chennai Metro Phase II, it outbid Deutsche Bahn. DMRC was successful in securing both assignments.
According to Dr Kumar, this demonstrates that the experience and expertise developed by DMRC over the years have given the organisation the capability to compete with established international players.
DMRC’s international arm, Delhi Metro International Limited (DMIL), has been established with the objective of taking DMRC’s experience and expertise to overseas markets. Dr Kumar said DMIL was looking at different opportunities where its experience could be useful.
Initially, the organisation is targeting project execution, Operation and Maintenance, preparation of Detailed Project Reports and other consultancy services.
Dr Kumar said many African countries were developing their MRTS infrastructure and that DMRC was well equipped to support them because of its experience in planning, executing and operating a large Metro network. Africa is therefore an area where DMRC sees opportunities.
Egypt is also developing High Speed Rail as well as MRTS infrastructure, presenting another opportunity. DMRC is looking at how its experience can be utilised in such projects.
He also said there would be a lot of reconstruction and infrastructure development required in the Gulf countries because of the destruction caused by the ongoing wars. According to Dr Kumar, this could create opportunities for organisations like DMRC where its experience can be useful.
Passenger experience remains another key focus for DMRC, particularly through digital technology. The organisation has introduced multiple means of payment through various channels. Passengers can use QR ticketing, smart cards and NCMC cards, as well as UPI, net banking and other apps.
DMRC has also onboarded with ONDC, allowing many merchants to come up and sell Metro tickets. The organisation has collaborated with NCRTC, Indian Railways and IRCTC in this endeavour.
For passenger information and guidance, DMRC has introduced an AI chatbot. Dr Kumar said the chatbot contains information for passengers and can converse as if a person is speaking to them in their language. Currently, three languages are available in which it can converse.
DMRC has also planned lockers at stations. Station navigation through an app is planned so that passengers can use a map to find facilities such as toilets or places to eat. Dr Kumar noted that certain stations had become very large and that such navigation would help passengers who were new to those stations.
“These are the areas we are working on. There is always scope for improvement,” Dr Kumar said, adding that the team was working on these aspects to provide more value-added services to passengers and further improve their experience.
Concluding his message to stakeholders and Metro Rail News readers, Dr Kumar thanked the people working to make such a large organisation function. He said running a Metro system of this scale requires the efforts of a large number of people and appreciated their contribution.
He also thanked passengers for their continued trust and support, while requesting them to cooperate with DMRC in keeping Metro stations and premises clean. He said these are public spaces and maintaining cleanliness is a responsibility that requires everyone’s cooperation.
Dr Kumar also thanked all stakeholders for their continued support and cooperation, noting that the Metro system involves coordination with many organisations and stakeholders. Their support, he said, remains important for DMRC to continue providing reliable services, bringing innovation and taking the system forward.
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