‘Our goal is to make the service more passenger-friendly and attract commuters back’: BEST General Manager

BEST is already going through a financial crisis. What are your plans to revive and stabilise its finances?

The organisation has outstanding dues of nearly Rs 1,000 crore from both vendors and employees. While BEST remains a crucial mode of transport in Mumbai, alongside local trains, ridership has declined. Relying solely on fares, which are already subsidised, is not sustainable. Therefore, we are exploring alternative revenue streams, including advertisements and depot development. We are also in discussions with the BMC to allocate a larger budget to help financially stabilise the undertaking.

Does fare hike a viable solution for financial stability?

Public transport must remain affordable while ensuring the organisation does not operate at a loss. We are exploring various options and resources before making a decision. Discussions are ongoing with the government and stakeholders regarding this matter.

With the depleting fleet and increased dependency on wet-lease buses, how do you see the wet-lease model? Will it be able to solve the crisis?

For an organisation like BEST, buses can either be owned or operated on a wet-lease model to meet fleet requirements. In wet-leasing, the entire capital expenditure—including manpower and maintenance—is borne by contractors, making it a viable model. However, thorough monitoring of these buses and their operations is essential. Given BEST’s current staff shortage, this model is beneficial for us. Additionally, these buses are eco-friendly and air-conditioned, ensuring greater comfort for passengers.

With Metro lines expanding across the city, how is BEST ensuring last-mile connectivity?

City buses serve as feeder services for Metro lines, and we are incorporating this into our route rationalisation plans. My vision is to enable Mumbaikars to travel seamlessly from their homes to Metro stations and onwards to their workplaces, with BEST playing a key role in this connectivity.

BEST also needs stable leadership for its revival. Most General Managers before you have served only briefly and left. How do you look at your appointment?

In my understanding, it may be because of the lack of understanding of the transport system. I look at it as an opportunity to work with an organisation with checkered history and legacy. Since BEST carries millions of people every day, it is a mainstream organisation that works with proper planning. My aim is to make BEST a fulcrum around all transportation around short routes. The organisation should be future ready and future proof.