Indian Railways has extended temporary dual-zone responsibilities to two general managers (GMs), citing incomplete selection processes, as experts express concern over prolonged succession planning. In a circular issued on 27 June 2025, the Ministry of Railways assigned the GM of South Coast Railway to also manage the South Central Railway Zone, while the GM of Central Railway was asked to oversee Western Railway. This interim arrangement will last three months or until permanent successors are appointed—or until further directives. The reassignment follows the scheduled 30 June superannuation of the GMs overseeing these four zones.
Although the ministry maintains that such dual-role assignments are standard practice, critics argue they reflect deeper issues in administrative preparedness. “It shows that the ministry failed to put in place the selection process on time for reasons best known to itself,” remarked a retired senior official who had served in key departmental roles. Another former Director General responsible for human resources added, “It’s a case of lack of adequate preparedness on the part of the ministry.” Railway leadership is typically planned months in advance, industry insiders say. Experts recommend that GMs should be finalised at least three months before their predecessors retire, with Divisional Railway Managers (DRMs) formalised six months ahead of time, enabling comprehensive training and smooth handovers.
“The crucial roles of GMs and DRMs demand transition periods to familiarise incoming leaders with existing plans,” noted an ex-HR head. “It takes time to understand the workings and challenges of a zone. In relay races, athletes begin before receiving the baton—similar coordination is essential in administrative handover.” Without such overlap, zones risk losing strategic continuity at critical junctures. Today, Indian Railways comprises 18 zones and 70 divisions, each managed by DRMs and GMs. The heads of zones direct large-scale infrastructure and operational projects central to the network’s functioning.
With zones simultaneously undertaking multiple large-scale infrastructure programs—spanning electrification, station redevelopment, and fleet modernisation—leadership gaps are increasingly risky. Urban railway corridors, especially in the Mumbai Metropolitan Region and Delhi NCR, rely on continuity for multi-year development plans. “This delay may hinder critical governance within zones,” warned a railway expert focused on sustainable transport systems. “In rapidly developing urban contexts, leadership transitions cannot become administrative hurdles.” As Indian cities pursue low-carbon mobility goals, consistent zone leadership becomes vital for policy implementation and regulatory compliance.
Ministry officials defended the decision, emphasising operational stability. “It doesn’t hamper any work, implementation of plans, or decision-making process in any zone,” stated a senior ministry spokesperson. They also confirmed that the recruitment process for GMs is underway, with the ministry working to appoint successors swiftly. Nevertheless, experts highlight the inherent advantages of an overlap period. Incoming GMs benefit from access to institutional memory, ongoing project knowledge, and stakeholder networks. Without this, they may stall or misalign critical decisions, risking delays in resource allocation and environmental compliance.
“In Indian Railways, succession is not just a transfer of office—it is about inheriting knowledge, relationships, and medium-term commitments,” said an urban transport consultant. “This is particularly important when addressing climate resilience, gender-sensitive stations, and electric mobility.” The ministry’s decision might also reflect broader bureaucratic challenges in high-volume government staffing systems, where vacancies often result from delayed clearances, interview panels, and inter-ministerial reviews. However, experts insist that predictable, structured succession frameworks could avoid such bottlenecks without additional cost or structural change.
A former zonal GM commented, “There is no shortage of competent senior officials ready to take charge. What’s needed is forward-looking recruitment timelines.” The ex-HR head reiterated, “Naming a successor, giving them two to three months with the current in charge—that’s what ensures a smooth transition.” As interim appointees manage dual responsibilities, zones will watch closely for any signs of slowed processes or delayed planning. Observers say that if successors are appointed within the three-month window, the disruption would be minimal. However, any extension beyond this period raises concerns about strategic leadership gaps.
Indian Railways is at a pivotal moment, steering projects tied to low-carbon transport and inclusive mobility. Leadership continuity, experts argue, is a prerequisite for effective governance and sustainable implementation across zones.
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