For decades, the Kerala State Road Transport Corporation (KSRTC) battled financial losses, operational inefficiencies, and aging infrastructure. However, a transformative era dawned under the leadership of Biju Prabhakar, IAS, during his tenure as Secretary-Transport and Chairman & Managing Director of KSRTC. His bold reforms and visionary approach not only stabilized the loss-making corporation but also propelled it to unprecedented financial and operational heights.
Launching SWIFT & Driving Transportation Reforms
Mr Prabhakar’s tenure across various transport and urban development roles, including as CMD of KSRTC and Secretary of Urban Affairs, saw sweeping changes across Kerala’s transport landscape. His approach was marked by strategic planning, efficiency-driven restructuring, and an unwavering commitment to modernizing public transport. When he took charge, KSRTC was in dire financial straits. By December 2023, his reforms resulted in record revenue collections of Rs. 245 crores in a single month, crossing Rs. 9 crore per day on three occasions. This financial turnaround was achieved through aggressive revenue diversification, strict cost control, and innovative business strategies.
Understanding the need for a more efficient and specialized transport service, Mr Prabhakar spearheaded the creation of KSRTC-Swift, a low-cost, high-efficiency subsidiary focusing on long-distance, luxury, and electric buses. This strategic move optimized operations and improved passenger experiences, marking a new chapter in Kerala’s transport sector.
Under his leadership, KSRTC witnessed historic additions to its fleet, introducing sleeper buses, electric buses, electric double-deckers, and semi-sleeper buses, alongside dashboard cameras for improved safety.
Generating Revenue Beyond Fares
At KSRTC, Mr Prabhakar utilised the potential of his office to increase non-fare revenue to bring in Rs. 25 crore per month through fuel retail outlets, a budget tourism cell, marketing initiatives, and a courier and logistics division. Operational efficiency was another focus, with measures such as reducing excessive staff, redefining workloads, reducing workshops and offices, and implementing preventive maintenance strategies he generated income at the same time reduced expenses.
Fostering a Culture of Discipline & Excellence
Strict disciplinary actions reinforced accountability within the workforce, while employee welfare remained a priority through mobile medical units, long-term agreements, special incentives, and revised wages for temporary employees. Infrastructure upgrades complemented these reforms, including the installation of bus washing systems, route rationalisation through data analytics, and the completion of six unfinished bus terminals and shopping complexes. He also played a key role in modernizing Kerala’s transport ecosystem, resolving long-pending artificial intelligence camera projects and implementing the Pet-G card system for licenses and registration certificates, generating significant revenue for the government.
Boosting Operational Efficiency
Biju’s leadership redefined what was possible for KSRTC. His tenure transformed the organization from a loss-making entity into an operationally efficient, financially viable, and employee-friendly corporation. Through strategic planning, innovation, and unwavering dedication, he has left an indelible mark on Kerala’s public transport system—one that will be remembered as a benchmark for governance and reform. His journey in the transport sector showcases the power of visionary leadership, proving that with the right mindset and strategies, even the most challenging institutions can be revitalized.
FIRST TIME IN THE HISTORY OF KSRTC
◊ Sleeper buses (Volvo)
◊ Electric buses (163 numbers)
◊ Electric double decker (2 numbers)
◊ Semi-sleeper buses (20 numbers)
◊ Dashboard cameras
NON-FARE REVENUE UPTO RS. 25 CRORE PER MONTH
◊ Establishing 15 fuel retail outlets.
◊ Budget tourism cell.
◊ Marketing division for advertisement in buses and stations.
◊ Courier and logistics division.
INCREASED PRODUCTIVITY THROUGH
◊ Reduction of staff and redefining work load
◊ Creation of KSRTC- SWIFT- a new company with different work norms.
◊ Reduction in number of workshops, stores and offices.
◊ Preventive maintenance through pooling of Buses through a District
Common Pool (DCP).
◊ Strict disciplinary actions including termination of officers and employees.
◊ Several welfare measures for the employees.
◊ Workshop modernization.
WELFARE MEASURES FOR EMPLOYEES
◊ Mobile medical units for 7000 employees in Trivandrum district.
◊ Signed long term agreement (LTA) and pay revision implemented after 12 years.
◊ Special incentives and batta for the employees.
◊ Special recognition to drivers who are the backbone of any RTC.
◊ Pay revision after 12 years
◊ Promotion to all levels of employees.
◊ Revised the wages of the temporary employees.
◊ Period medical check-up including specialist camps for employees.
BREAKING BARRIERS, BUILDING SUCCESS
◊ Bus washing systems for cleanliness.
◊ Cost centre concept for every bus introduced
◊ Scientific route rationalization through data analysis introduced.
◊ Six unfinished bus terminals and shopping complex completed.
◊ Referendum conducted and recognition to three main unions.
REDEFINING POSSIBILITIES IN THE DEPARTMENT
◊ Long pending issues related to Artificial Intelligence camera projects and
printing of Pet G card for licences and registration certificate resolved.
These two systems have generated several hundred crore rupees to the government
◊ Revival package formulated for the ailing KTDFC as Chairman and Managing director (November 2023) and Chairman (December 23 -February 24) and government has allotted Rs.425 crore for the revival by 31st March 2024 saving hundreds of depositors.