Indian Railways is set to introduce 1,000 new trains over the next five years, while the highly anticipated bullet train project is scheduled to commence commercial operations by 2027. Officials revealed that these efforts form part of a broader strategy to enhance capacity, reduce logistics costs, and position India as a global rail technology hub. Over the past decade, India has added 35,000 kilometres of railway tracks—comparable to the size of Germany’s network.
A record 5,300 kilometres were commissioned in just one year, alongside the annual production of 30,000 wagons and 1,500 locomotives. Officials highlighted that this production scale has surpassed the combined output of several advanced economies. Public investment in Indian Railways has surged from ₹25,000 crore to ₹2.52 lakh crore, bolstered by an additional ₹20,000 crore through public-private partnerships. These funds are being channelled into passenger comfort, freight handling, and environmental sustainability.
Railways continue to play a crucial role in low-carbon logistics. Freight transport by rail costs less than half per tonne-kilometre compared to roads and is over 90% more eco-friendly. Officials shared that the freight share has risen from 26% to 29% in the past decade, with a target to exceed 35% in the coming years. The bullet train corridor—backed by Japanese collaboration—is on schedule. Prototype testing is slated for 2026, with commercial rollout expected the following year. Indian technical institutes are engaged in key design innovations, and several high-speed rail components are now being domestically manufactured and exported.
Passenger amenities are also receiving attention. New general coaches, trains such as Amrit Bharat, and improved fare structures are part of an inclusive travel model. Meanwhile, rail accident rates have seen a significant drop, attributed to real-time safety reviews and infrastructure upgrades. Officials clarified that full privatisation is not on the table. Instead, Indian Railways will pursue integrated growth with professional management—mirroring successful international models—while strengthening its identity as a public utility serving national progress.
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