Nitin Gadkari, India’s Union Minister for Road Transport and Highways, is widely acclaimed as the “Highway Man of India” for spearheading an infrastructure revolution that has redefined connectivity across the nation. Renowned for his visionary leadership, relentless efficiency and bold execution, the man drives transformative change at an unprecedented scale. Truly, Nitin Gadkari stands at the forefront of India’s development story.
By Andrea CostaBir
Outside the realm of politics and public office, what personal passions or interests continue to shape your perspective and drive? Outside the realm of politics and public office, two deep-rooted passions continue to shape my worldview and drive my long-term vision — agriculture and the transition to a bio-fuel-based energy economy. These interests are not just areas of personal fascination; they are integral to India’s economic resilience, environmental sustainability, and social equity.
Agriculture, in particular, has always held a special place in my heart. It represents not just a livelihood for millions but also the cultural and economic foundation of our nation. Despite rapid industrialisation and growth in the service sector, agriculture still contributes around 17% to India’s GDP — significantly higher than the world average of just 6.4%. This speaks volumes about its continuing importance in our national framework. India is home to the world’s largest cattle population and has the largest area under cultivation for staples like wheat, rice, and cotton. We are the top producer of rice globally, second only to China in overall foodgrain production, and rank fourth in oil-seed production. These statistics are not merely figures — they are a reflection of India’s agricultural strength and potential.
What drives my engagement further is the need to prepare Indian agriculture for the future. The vision must go beyond productivity to sustainability, profitability, and innovation. I see a future where farmers are equipped with cutting-edge technology — whether it’s through the use of drones for crop monitoring, nano urea for efficient fertilisation, or micro-irrigation systems for water conservation.
Equally important is the idea of converting agricultural waste into wealth. Processing residue into bio-fuels, bio-bitumen, and other valueadded products is not just an environmental necessity but also an economic opportunity. Through initiatives like the development of Amrit Sarovars and multi-layer farming, we can ensure sustainable resource use while improving farmer incomes. Most significantly, my belief is to transform the identity of our farmers from mere food producers — ‘अन्नदाता’ — to energy providers — ‘ऊर्जादाता’.
Closely linked to this is my passion for the bio-fuel and ethanol economy. As the world confronts the pressing challenge of climate change, India must lead in green innovation, and I believe bioenergy is one of our most promising frontiers. Today, India’s ethanol economy stands at approximately ₹20,000 crore. With committed efforts and visionary policies, we are on track to expand this to ₹2 lakh crore in the near future. The E-20 programme, aimed at blending 20% ethanol into petrol, is nearing its target and marks a pivotal step in reducing our carbon footprint and cutting down import dependency. This transition is already underway in various sectors. I’ve witnessed promising developments like the IOCL plant in Panipat, where rice straw is being converted into ethanol and biobitumen — an excellent example of turning an environmental hazard like stubble into a clean energy resource. Sugarcane by-products such as bagasse, press-mud, and spent-wash are being harnessed to produce ethanol and bio-CNG, creating new revenue streams for sugar farmers. The scope of bio-chemicals and bio-plastics, particularly from sugar-based derivatives, adds yet another dimension to this green economy. These are not just technological advancements; they are powerful enablers of rural employment, economic decentralisation, and environmental justice.
Together, my commitment to agriculture and clean energy reflects a unified vision — one where India’s traditional strengths are seamlessly integrated with futuristic innovation. A nation where the soil is respected, the farmer is empowered, and energy is harvested not only from beneath the earth but also from the very heart of our fields. These passions continue to guide my decisions and aspirations, as I work towards a self-reliant, sustainable, and inclusive Bharat.
You’ve consistently spoken about your vision for India. What does India@2047 look like in your mind — and what role do you hope to play in that larger national dream?
India@2047 is a vision of a strong, selfreliant, and globally competitive Bharat, built on the foundations of robust infrastructure, inclusive growth, innovation, and sustainability. As we approach the centenary of our independence, our goal is to create not just physical transformation but also socio-economic upliftment across the nation.
Under the visionary leadership of Hon’ble Prime Minister Shri Narendra Modiji, infrastructure development is being pursued as a key driver of economic growth. Water, Power, Transport, and Communication are being developed in a time-bound, cost-effective, and sustainable manner. Infrastructure is not just an economic lever but a vehicle for improving the ease of living and driving regional development.
The nation’s economic progress is equally powered by people-centric reforms. We are committed to prioritising entrepreneurship and job creation, supporting MSMEs and startups, and building an innovationled economy. Skill-based education and vocational training are being advanced to prepare our youth for a competitive global market. Today, India already stands as the 3rd largest startup ecosystem with over 100 unicorns valued at ₹30 lakh crore.
Our approach to inclusive growth includes strengthening rural and tribal connectivity, boosting regional handicrafts, and promoting Ayurveda globally. Digital governance is ensuring transparency, efficiency, and citizen empowerment. Through the Production-Linked Incentive (PLI) scheme, we are boosting India’s manufacturing and export capabilities.
India is already the 5th largest economy with a GDP of $3.7 trillion (₹305 lakh crore) and is poised to become the 3rd largest by 2027. Our young talent pool, expanding digital reach, affordable medical facilities, and thriving innovation ecosystem are collectively positioning India as a global economic powerhouse.
By aligning every department to best practices, innovation, and accountability, we strengthen the vision of a developed India. We have to build a bridge between aspiration and execution — ensuring that the vision of India@2047 becomes a lived reality through action, collaboration, and commitment.
You are widely called the “Highway Man of India.” From expressways to economic corridors, India’s road network has undergone a massive transformation under your leadership. Could you share your vision for a new India and what role infrastructure plays in it?
India’s road infrastructure has undergone a remarkable transformation, becoming the backbone of national growth and a symbol of our commitment to inclusive and integrated development. From expressways to high-speed economic corridors, our aim is to connect people, markets, and opportunities across the nation.
Some of the key achievements include:
• Northeast Focus: Over 800 projects worth ₹3 lakh crore, boosting connectivity in historically underserved regions.
• Religious Tourism Corridors: Projects of ₹1 lakh crore to enhance access to spiritual destinations.
• Tunnelling Revolution: 178 tunnels across 460 km with investments of ₹1.5 lakh crore, including major projects like Zojila and Z-Morh in J&K.
• Port Connectivity: 125 projects over 4,000 km, worth ₹75,000 crore, accelerating coastal trade.
• Multi-Modal Logistics Parks (MMLPs): 35 MMLPs with ₹2 lakh crore investment to reduce logistics costs and enhance freight movement.
• Parvatmala Programme: 350 ropeways covering 1,200+ km, including landmark projects like: Govindghat-Hemkund Sahib Ropeway (12.4 km, ₹2,730 cr) – reducing travel from 3 days to 3 hours. Sonprayag-Kedarnath Ropeway (12.9 km, ₹4,081 cr) – cutting travel time from 9 hours to 36 minutes.
We are also developing 650+ Wayside Amenities (WSAs), introducing Humsafar policies, implementing barrierfree tolling systems, and planning Intermodal Stations to elevate the user experience.
We are focused on elevating India’s rank in the G20 for high-speed corridor density and ensuring that citizens — except in hilly terrain — are within 100 km of such corridors. A major component of this vision includes the development of ring roads and bypasses for 83 major cities — either with populations above 5 lakh or those that serve as state capitals — by FY 29–30. This initiative not only decongests urban highways but also integrates infrastructure growth with city master plans.
We are extending connectivity to 240 aspirational and tribal districts, enhancing port connectivity, and strengthening international and border linkages. These interventions are designed to boost passenger convenience, logistics efficiency, and regional development.
Infrastructure investments deliver a 2.5–3 times multiplier effect on GDP — reinforcing the fact that infrastructure is not just development, but an economic catalyst.
The transformation of road networks is part of a larger effort to empower every citizen, enhance mobility, and build a foundation for sustained prosperity. My mission is to ensure that roads become more than routes — they must become lifelines of progress. Through world-class infrastructure, we are laying down the framework for a new India that moves faster, connects deeper, and grows stronger every day.
The Mumbai-Delhi Expressway and several other marquee projects have made headlines for their speed and scale. India is now building highways at a record pace. How have you managed to maintain a balance between speed, quality, and sustainability in executing projects at such scale?
The acceleration of India’s highway development has been guided by a strategic focus on integration, efficiency, and sustainability. At the heart of this transformation is the PM GatiShakti National Master Plan (NMP), launched by the Hon’ble Prime Minister in October 2021. The NMP ensures that large-scale infrastructure projects are not just executed swiftly, but also in harmony with environmental norms and inter-agency coordination.
The principle of the 3 Cs — Coordination, Cooperation, and Collaboration between ministries and government departments — has brought a paradigm shift in project execution. By aligning multiple agencies at the planning stage itself, we’ve achieved optimisation in alignment, accelerated approvals, and significantly reduced the occurrence of costly scope changes during implementation.
Several real-world examples reflect the success of this model. In the Prayagraj City Bypass, early identification of intersections with railway projects during the design phase enabled seamless coordination with railway authorities, avoiding future delays. Along the Indo-Nepal Border, advance consultations with the Ministry of Coal regarding mining areas helped reduce the expressway alignment from 819 km to 673 km — saving both cost and time. In the ImphalKakching-Lamkhai corridor, planners ensured direct connectivity to seven industrial parks, 12 social nodes, and two logistics hubs. Similarly, in Tripura’s Khowai-Harina section, identification of forest and railway intersections enabled faster approvals for ROBs from the Ministry of Railways and Stage-I forest clearance from the MoEFCC for 129 hectares. In the Aizawl Bypass Tunnel, transmission line intersections were mapped early, which led to prompt clearances from the Ministry of Power. Technological tools have also contributed significantly — for instance, the Pune-Bengaluru Expressway used digital alignment methods, reducing forest area intersections by 19%, thus minimising ecological disruption.
Environmental sensitivity is a key consideration. Projects like Shangshak-Tengnoupal and ImphalKakching-Lamkhai were carefully aligned to avoid ecologically fragile areas such as the Sirui Lilly National Park and Yangoupokpi Lokchao Wildlife Sanctuary.
Furthermore, multimodal integration and lastmile connectivity are being embedded into highway planning. For instance, the Vadhavan Port Connectivity Road includes integrated rail corridors, while the Ahmedabad-Dholera project incorporates provisions for an RRTS rail track alongside the road. In Guwahati, the Ring Road planning has already accounted for underground OFC networks to streamline future digital infrastructure.
In line with India’s commitment to achieving net zero by 2070, our ministry has laid out policies to support electric mobility. Charging infrastructure is being mandated at all Wayside Amenities (WSAs), and by 2029, all High-Speed Corridors (HSCs) will include EV charging or battery swapping stations. A comprehensive network of 12,000+ EV charging stations is being developed across the national highway system, ensuring a station every 40–50 km on both sides by 2047.
Additionally, there are defined targets: 15% of vehicle sales to be electric and 10% to use alternate fuels by 2029. Trial runs for hydrogen-powered vehicles are also underway as part of our broader strategy to explore cleaner fuels and reduce carbon emissions.
By combining meticulous planning, interagency collaboration, and a commitment to sustainability, we are ensuring that the pace of infrastructure development never comes at the cost of quality or the environment.
You’ve turned infrastructure development into a symbol of innovation — whether it’s using fly ash, steel slag, or plastic waste in road construction. Which of these initiatives are you most proud of today, and how have they been received by stakeholders?
My ministry has taken significant steps to transform infrastructure development into a model of sustainability and innovation. We have actively promoted the use of alternative materials and technologies that not only reduce environmental impact but also convert waste into valuable construction resources — a true “waste to wealth” mission.
We have implemented large-scale plantation drives, selecting tree species known for high carbon absorption — including bamboo, peepal, bargad, poplar, neem, teak, arjun, and saptaparni. Over 3.7 crore trees have been geotagged and planted, and around 60,000 trees have been successfully transplanted along our highways.
To reduce our carbon footprint and dependence on natural aggregates, we have integrated fly ash and phosphorgypsum in road construction. The Eastern Peripheral Expressway, a 135 km six-lane stretch, used 1.2 crore cubic meters of fly ash, demonstrating how eco-friendly solutions can be scaled.
We have embraced municipal waste as a construction resource. In Delhi’s Urban Extension Road-2, we utilised 8 lakh metric tonnes of solid waste. Similarly, the Ahmedabad-Dholera Expressway used 25 lakh metric tonnes of Ahmedabad’s municipal solid waste — effectively reducing landfill burden and supporting sustainable construction.
One of our proudest innovations is the adoption of CSIR-CRRI’s technology to convert parali (rice straw) into biobitumen — providing a clean, indigenous substitute for imported bitumen. Additionally, we are using rubberised bitumen made from waste tires and incorporating up to 10% plastic in bitumen for service roads and bypasses.
Our ministry is also pioneering the use of steel slag, a byproduct from steel plants, which helps conserve natural stone. We have already used steel slag in the 44-km, four-lane Ranchi– Jamshedpur corridor. With India generating nearly 2 crore tonnes of steel slag annually, this has immense potential for widespread adoption.
In a first-of-its-kind initiative, we installed bamboo crash barriers over a 200-meter stretch on the Vani-Warora Highway in Maharashtra — a sustainable and cost-effective safety solution. We have also mandated that 25% of components in all national highways, expressways, and centrally-sponsored infrastructure projects must be precast, enabling faster and greener construction.
Adopting global technologies has further helped optimise efficiency. With steel fiber in concrete, we can increase the distance between piers by 120 meters, resulting in 30-40% cost savings. The White Topping Technique, where an 8-inch concrete layer is placed over bitumen roads, offers 30% savings compared to new cement roads.
Our Amrit Sarovar initiative involves using soil/ silt from desilted ponds for NH embankment construction, while increasing village water storage. Rainwater harvesting systems have also been installed every 500 meters along greenfield corridors, promoting water conservation.
In terms of ecological conservation, we’ve ensured that elevated corridors, animal underpasses, and overpasses are provided in sensitive areas. For instance, the Delhi-Mumbai Expressway includes India’s first 8-lane tunnel through the Mukundra Sanctuary and Matheran eco-sensitive zone. In the Raipur– Visakhapatnam economic corridor, we provided 17 animal passes and 17 monkey canopies for seamless wildlife movement in Udanti Wildlife Sanctuary. Our toll plazas are increasingly being powered by solar energy.
To reduce carbon emissions in transportation, my ministry is strongly promoting alternative fuels — including ethanol, methanol, LNG, bio-CNG, electric, green hydrogen, and biodiesel. We are also encouraging flex engine vehicles that can run on multiple fuel types.
These steps by my ministry represent our unwavering effort to build infrastructure that is robust, resilient, and environmentally responsible.
Your work isn’t just about building roads — it’s about transforming lives. Could you share what it feels like to see the real human impact of these infrastructure projects?
Indeed, the work we do in infrastructure goes far beyond constructing highways — it is about shaping the future and uplifting lives. Every road we build, every corridor we connect, becomes a lifeline of progress for millions across the country.
In the last 10 years alone, National Highways have increased from 91,287 km to 1,46,204 km. But more than the length, it is the human impact that speaks volumes. According to a detailed study conducted by IIT-Kanpur, in the last five years, the highway network constructed was 24,050 km. These highway projects have generated an astounding 45 crore man-days of direct employment, 57 crore man-days of indirect employment, and 532 crore man-days of induced employment — offering livelihood, stability, and hope to countless families across India.
The socio-economic transformation brought about by these highways is equally significant. The study confirms that for every rupee invested, there is a 3.2x GDP multiplier, and districts with new or upgraded highway infrastructure witnessed an average GDP growth of 27.3%. In practical terms, this has led to a 6% reduction in logistics costs, boosting efficiency for industries and trade.
At the individual and household level, the changes are deeply meaningful. There has been a 9% increase in household income, directly enhancing the quality of life. Access to essential services has improved as well, with a 7% reduction in time taken to reach agricultural markets, empowering farmers and ensuring better price realisation. Additionally, there has been a 9% reduction in time needed to access healthcare, which can often be the difference between life and death in rural or remote areas.
These are not just statistics — they represent lives transformed, opportunities created, and regions empowered. As I witness these changes unfolding on the ground — from a farmer reaching the mandi quicker, to people accessing timely medical care — I am reminded that infrastructure is not just about engineering and execution; it is about empathy, equity, and nation-building. And that is what makes this journey so fulfilling.
Road safety has been a strong focus — from redesigning highways to eliminating black spots and launching awareness campaigns. What fuels your personal commitment to this cause?
My commitment to road safety is deeply personal. In September 2001, I, along with my family, survived a major car accident in Nagpur. Our vehicle collided with a stationary truck just after midnight. That moment was life-altering — it made me realise firsthand the urgency of road safety, not just in terms of infrastructure, but also awareness, enforcement, and behavioural change.
India’s road safety scenario remains alarming:
Total accidents: 4,80,583 — that’s 55 accidents every hour.
Total deaths: 1,72,890 — about 20 deaths every hour.
Total injured: 4,62,425.
66.4% of deaths (1,14,861) were people between 18–45 years, our most productive age group.
9,489 children under 18 lost their lives.
59% of deaths occurred on National and State Highways.
To combat this, we have launched a multipronged strategy:
Road-Specific Initiatives:
Mandatory Road Safety Audits at every stage of highway development.
40,000+ CCTV cameras in the 10 worstaffected states.
2.34 crore electronic challans issued in 2022 for violations.
Innovative Measures:
BHARAT NCAP: Star rating system for vehicle safety.
Driving Training Centres at Taluka and Aspirational District levels.
Fatigue & Drowsiness Detection Systems for long-distance drivers.
Bus Body Code Reform to end unsafe manual body designs.
Cashless treatment pilot for road crash victims in 8 regions.
Sadak Suraksha Abhiyan: Behavioural change campaign with creatives by Prasoon Joshi and the voice of Amitabh Bachchan.
Industry and NGO Participation:
Nagpur Traffic Rewards Programme: Incentivising safe driving with 1 lakh behaviour-tracking tags.
Intel-powered AI systems in Nagpur buses to prevent collisions and track black spots.
SaveLife Foundation’s Zero Fatality Corridor on Mumbai-Pune Expressway led to a 68% drop in deaths.
IIT Delhi’s ABHAY Project: Eye and health camps for 1 lakh truckers, linked to social welfare schemes.
Road safety is not just a policy for me — it’s a mission born out of experience, statistics, and the vision to save every possible life on Indian roads.
Private sector participation in infrastructure has grown significantly during your tenure. Kindly share your views on the same.
Public-Private Partnerships (PPPs) have significantly contributed to national highway development over the past decade. In recent years, the Ministry of Road Transport and Highways (MoRTH) has increasingly emphasised the role of private players in road infrastructure development. Recognising the need for accelerated growth in road projects, the share of PPP in terms of Total Capital Cost for financing road projects has increased from 10% in 2014-15 to ~32% in 2023-24.
By engaging private players, the government has successfully attracted substantial private investment into the road sector, effectively leveraging additional funds for infrastructure development.
This, in turn, has freed up government resources for allocation to other vital sectors. Key outcomes of PPP are:
• Increased Project Awards: The number of highway projects planned and awarded each financial year has increased, further accelerating highway construction across the country.
• Surge in Construction: The surge in civil works awards over the last decade has led to a steady increase in the constructed length of highways.
• Fostering Competition: Promotes competition among private providers, improving cost-effectiveness and quality.
• Innovation and Technology: Encourages the adoption of advanced technologies and innovative solutions.
Hence PPPs have played a vital role in financing National Highway projects by attracting private investment, sharing risks, and leveraging limited public funds. Further, the Government has permitted 100% Foreign Direct Investment (FDI) in the road sector, enabling several foreign companies to form partnerships with Indian players to capitalise on the sector’s growth.
We have also done innovative financing models, the Ministry has shifted its focus to alternate sources to fund and raise capital for highway development across the country. These alternate sources entail monetisation of highway assets via the following three modes:
• Toll Operate Transfer (ToT) – the government grants private entities (concessionaires) the right to operate and collect tolls on a road for a specified period (usually 20 to 30 years) in exchange for an upfront payment. It is designed to attract private capital without any construction risk to the concessionaire.
• Infrastructure Investment Trust (InvIT) – these are financial instruments used to raise capital for infrastructure projects by pooling investments from institutional investors – Qualified Institutional Buyers (QIBs) – or strategic financial investors, which may lack experience in highway management but are looking for regular income and portfolio diversification. InvITs allow the government to sell its equity stake in operational roads, freeing up capital for new projects and providing market liquidity.
• Project Based Financing – this is essential for large-scale infrastructure projects in India. It involves creating Special Purpose Vehicles (SPVs), which help raise funds, manage risks, and execute projects with multiple stakeholders, including the government, contractors, and financiers. They ring-fence risks and liabilities, allowing independent project funding and operation. Society Achievers – May 2025 23 “Personally, I believe in turning adversity into opportunity. As I often say: ‘There are people who convert problems into opportunities — and there are those who convert opportunities into problems’. I’ve always chosen the former. Challenges will come — but we must treat them as stepping stones to progress, driven by innovation, integrity, and a strong will to serve the nation.”
MoRT&H has already raised ₹1.10 lakh crore by monetising national highway assets in the last 6 years, with ₹~40,000 crore raised in 2023-24 – a significant increase from the ₹~10,000 crore raised in 2018-19. Moreover, the National Monetization Plan 2.0 has been announced by the Hon’ble Finance Minister with a target of ₹10 lakh cr from 2025-30. MoRT&H will play a significant role in realising this target of the GOI.
This shift not only aims to enhance the quality and efficiency of road networks but also ensures timely completion of projects through private sector expertise and resources. By fostering collaboration with private and foreign players, MoRTH is significantly improving road infrastructure across the country, with a long-term focus on sustainability and innovation in transportation.
Rural and remote connectivity has been one of your consistent priorities. In your view, how do improved roads shift the development narrative in underserved regions?
Improved roads are not just physical infrastructure — they are catalysts for economic, social, and human development in rural and underserved regions. In areas like the 124 aspirational districts and over 500 backward blocks, good road connectivity is the foundation for opportunity. It enables access to markets, education, healthcare, and employment — all of which are essential to raising per capita income and building a self-reliant rural economy.
As I often emphasise, we need to empower the rural economy — through better infrastructure, sustainable practices, and localised job creation. Roads help unlock the full potential of जल, जमीन, जंगल और जानवर, which are central to rural livelihoods. Our goal must be to build an economy that eliminates poverty and creates employment, while protecting the ecology and environment — which must remain a top priority for all stakeholders.
One of the biggest shifts improved connectivity brings is reversing distress migration. We must stop the outflow of rural youth to urban areas by creating dignified jobs where they live. This includes promoting rural industries, agro-based value chains, and being Vocal for Local — so that village-based products and innovations can become respected brands in domestic and global markets.
In this vision, I’ve led several initiatives personally. Under the Sansad Adarsh Gram Yojana, I adopted Panchgaon village in Maharashtra’s Nagpur district, where we’ve implemented grassroots livelihood projects such as:
• Training 300+ women to create carpets from textile scraps.
• Rope-making from old sarees. • Making eco-friendly natural paint from cow dung.
• Producing incense sticks from natural materials.
These initiatives are all examples of how we can convert waste into wealth. Rural women’s self-help groups can even run plastic shredding units, with the waste plastic then being used in road construction — creating both income and infrastructure.
Ultimately, these efforts support a more inclusive and sustainable development narrative, where connectivity is not just about reaching a destination, but about unlocking potential, dignity, and happiness. I truly believe the Global Happiness Index is the right metric to measure a country’s success — and in that vision, rural empowerment plays a central role.
Turning a nationwide vision into reality is no small task. What are some of the toughest challenges you’ve had to face — and how do you consistently overcome them?
Transforming India’s road infrastructure at a national scale has been one of the most complex yet fulfilling missions. But it has not come without its challenges — and some of them are deeply structural.
One of the biggest challenges has been the poor quality of Detailed Project Reports (DPRs), which often results in flawed planning and delays. Land acquisition is another major roadblock — it requires strong coordination with state governments, without which projects stall. Additionally, forest and environmental clearances, along with the availability of construction materials like aggregates and earth, add further complexity.
India’s road sector uses 40% of the country’s natural resources. Materials like cement and steel, while essential, are highly carbon-intensive and impacted by cartelisation — pushing up costs. Our dependence on imported bitumen (worth over ₹10,000 crore annually) and high diesel consumption for construction (around 400 crore litres per year) only increases the financial and environmental burden. For every ₹1,000 crore road project, we spend nearly ₹100 crore just on diesel. Introducing new materials, green technologies, and sustainable practices is critical, yet getting these innovations accepted in a traditional sector is not easy. We need to move towards solutions that not only reduce cost and carbon footprint but also enhance safety, extend lifespan of bridges, and improve traffic flow.
To stay ahead, I strongly believe in international collaboration. Our own Indian Roads Congress (IRC) must work closely with institutions such as AASHTO (USA) and JRA (Japan) to adopt best practices. These organisations are not only developing standards and codes but also enabling knowledge sharing through workshops and seminars.
We must urgently foster innovation in materials, design, and construction technologies, while ensuring every project complies with safety standards framed by IRC. Knowledge should be leveraged to build industry benchmarks, publish technical specifications, and establish guidelines for smarter, safer, and more efficient infrastructure.
Personally, I believe in turning adversity into opportunity. As I often say: “There are people who convert problems into opportunities — and there are those who convert opportunities into problems.” I’ve always chosen the former. Challenges will come — but we must treat them as stepping stones to progress, driven by innovation, integrity, and a strong will to serve the nation.
You’ve brought a strong sense of accountability, innovation, and transparency into your ministry. What internal reforms or processes have helped streamline execution and improve efficiency?
Bringing efficiency to such a large and complex sector requires continuous reform at every level — from planning to execution to monitoring. Our key focus areas have been reducing construction costs, improving quality, and accelerating decision-making, while ensuring ecological balance and safety.
We are streamlining internal processes through:
• Faster approvals — especially for CoS (Change of Scope) and EoT (Extension of Time), ensuring timely decisions.
• Strict timelines for estimate submissions.
• Reducing pendency in issuing appointment dates, by working in close coordination with state governments. Rule has been made where Appointed date would be issued only after 90% land acquisition is complete.
• Escalation protocols to head office and ministry level, wherever bottlenecks arise.
We’ve also strengthened field-level governance. Officers from both Head Office and Regional Offices are required to conduct site visits:
• Before DPR approval.
• During project execution.
• For random quality tests, to cross-verify reports.
To improve transparency, we’ve integrated technology like the Data Lake PMIS portal, enabling real-time tracking and public accountability. Additionally, we use the Gati Shakti portal to fast-track inter-ministerial coordination and avoid delays caused by departmental silos.
We’re also pushing for innovative construction technologies, including the use of pre-cast elements to save time and reduce environmental impact. Our emphasis on plantation, transplantation, and creating Amrit Sarovars reflects our deep commitment to ecology and sustainability.
Moreover, road safety is non-negotiable — there is zero compromise on safety standards across all projects. Regular state-level review meetings, including direct dialogue with State ROs and even Chief Ministers, have played a key role in identifying challenges and finding quick solutions.
Ultimately, accountability is about systems — but it’s also about culture. We’ve tried to build a results-oriented ecosystem that’s responsive, transparent, and committed to serving the people with integrity and speed.
