Delayed Trains in an Era of Speed: When Will Khalid Return to the Train of Development?
In an age where countries are racing to develop smart and rapid transport systems, Moroccan travelers experience daily chronic delays and organizational chaos that contradicts the image promoted by the National Office of Railways. From sudden delays, to unannounced cancellations, to a complete lack of effective communication with passengers, scenes of confusion are repeated without tangible solutions or official acknowledgment of the extent of the dysfunction.
Trains are delayed without prior warning, and sometimes trips are canceled at the last moment, with the management failing to offer clear justifications or provide acceptable alternatives. Passengers are left on platforms waiting for trains that may not arrive or are asked to board already overcrowded carriages, a scene that reflects a complete lack of organization or competency. This situation occurs in the Rabat-Casablanca-Kenitra axis, the country’s busiest railway line, which is supposed to be a model of public service.
This scenario reveals deep managerial dysfunctions, extending beyond technical malfunctions to a total absence of a communication culture and a complete disregard for passenger rights. There are no instant notifications in case of delays, no clear compensation system, and no acknowledgment of mistakes, as if citizens are forced to accept the situation without protest.
The National Office of Railways frequently promotes its achievements related to infrastructure, the high-speed Al Boraq train, and new world-class stations. However, these investments lose their value when the institution fails to guarantee a reliable service for daily trips that represent the true lifeblood of the economy, education, and work. What is the benefit of a fast train connecting Tangier to Casablanca if trains transporting citizens between major cities in the central region are delayed daily and canceled without warning?
The dysfunction is not due to the weather or sudden breakdowns, but rather the absence of accountability and weak planning. The management operates the facility with a monopolistic mentality, failing to keep pace with a society that demands service in exchange for cost and holds responsibility for anyone who fails to uphold the promises of regularity and transparency. The citizen does not demand miracles, but simply respect for their time, timely information, and alternatives that uphold their dignity.
In a country betting on energy transformation and digital advancement, this level of randomness in a vital facility cannot be accepted. Reform does not come only through contracts and modern buildings but through changing mindsets, placing the customer at the center of the equation, and holding accountable those responsible for any shortcomings.
Rabi al-Khalid, as the principal overseer of this facility, is called upon to reorder priorities. The success of the Moroccan rail experience is not measured by the Al Boraq, but by the ability of the regular train to arrive on time. When delays become a habit and transparency disappears, the train no longer serves as a means of transport but rather as a daily source of stress and indignity.
Moroccans do not ask for much—just trains that arrive on time, accurate information in emergencies, and treatment befitting a citizen who pays for a ticket and deserves a public service that respects their intelligence and values their time. Until this is achieved, the question remains: When will the National Office of Railways, under the leadership of Rabi al-Khalid, board the train of development?
