AZwH«$ {UH$m for January... · betterment, C.F. Andrews was there, Dr. Annie Besant was there, who...

From the Desk of Executive Editor 1

In conversationInterview with Dr. O. P. KejariwalTeam Abhivyakti 2

Articles(i) A Reform Strategy for the Indian Railways

Jagmohan Gupta 10

(ii) Implications of the Zonal and Divisional jurisdictionsof the Indian Railway organization on their operationsNarayan Rangaraj 20

(iii) Challanges of globalization - Corporatisationof Indian RailwayPrem Chandra 27

(iv) Corruption - An obstacle in achievingorganizational goalsUppuluri Krishna Murthy 32

Project Report(i) Working of Suburban Section with

overaged Infrastructure of Sealdah DivisionS. N. Panda M. K. AgrawalRajesh Prasad N. K. Siddiqui Jaya S. Chauban 40

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ABHIVYAKTI • VOLUME 17 • NO. 1 • JANUARY-JUNE 2006

AZwH«$_{UH$mCONTENTS

ABHIVYAKTI • VOLUME 17 • NO. 1 • JANUARY-JUNE 2006

{H$Vm~ Ho$ ~hmZo{ejm : ñHy$b Ho$ {dH$ënào_nmb e_m© 63

Youth ForumTurning a page in historyChitrangna Singh 68

Y_©Jm¡ad 70

Gavaksha

Vividha

(i) Art of Good LivingD. P. Joshi 71

(ii) Zm¡H$arAmbmoH$ Hw$_ma ewŠb 75

(iii) _Wwam H$m ~H$amadrÝÐ Hw$_ma 77

Editorial Board

ChairpersonSmt. Shobhna Jain : DG

Vice ChairmanPramod Uniyal : ADG

Executive EditorK. L. Dixit : SPTM

MembersSunil Bajpai : SPOBA. Vijayvargiya : SPSTA. K. Shukla : PAM

This issue of “Abhivyakti” published by RailwayStaff College is a six monthly issue. All Editorialcorrespondence and articles should be addressed tothe Executive Editor, Abhivyakti, Railway StaffCollege, Lal Baug, Vadodara – 390 004 (India)

E-mail : [email protected] Site : http://www.rscbrc.ac.inPhone - BSNL : 0265-2651975 (Off.)

0265-2653488 (Resi.)Phone - Rly. : 091-45004 (Off.) / 091-45005 (Resi.)Fax : 0265 - 2638607 (Office)

Views expressed in the articles are those of therespective authors. Neither Abhivyakti nor Railwayscan accept any responsibility for nor do they agreewith the views expressed in the articles. Everyeffort is made to acknowledge source material reliedupon or referred to but Abhivyakti does not acceptany responsibility for any inadvertent omission.

Printed by M/s. Javanika Printers,3, Laxmi Estate, Bahucharaji Road,Karelibaug, Vadodara-390 018

From the desk ofExecutive Editor..

We feel pleasure in putting this issueof Abhivyakti in the hands of ouresteemed readers.

The predominant theme of the issue ischange. Change, as they say, is theonly permanent feature of this world.Yet there always is continuity in thechange and a change in every conti-nuity. The articles included in the issue,hence, talk not only of ‘reform’ but alsoof ‘re-form’. Their views may be radicalbut only radical views trigger the seriesof actions often.

For our nation a big and momentouschange has been the passage of Rightto Information Act. We carry in thisissue a relaxed tête-à-tête with Dr. O.P. Kejariwal, a historian, academicianand scholar of repute who is currentlyworking as Information Commissioner.This small piece of conversation dealswith issues from the days of the yoreto the present day, which we are sure,would be found quite interesting.

Other standing columns and reportsalso find their place but a new begin-ning has been made by Dr. Prem PalSharma in reviewing an English Bookin Rajbhasha under an apt title ‘KitabKe Bahane’.

We earnestly solicit your valuableopinion.

-Executive Editor

ABHIVYAKTI • VOLUME 17 • NO. 1 • JANUARY-JUNE 2006 1

In Conversation

Dr. O. P. Kejariwal

2 ABHIVYAKTI • VOLUME 17 • NO. 1 • JANUARY-JUNE 2006

Team Abhivyakti: Since we are in Railway surroundings,we will begin our discussions with the memories of your

first railway journey.

Dr. O. P. Kejariwal: Well, Frankly I do not remember.I have been travelling in trains since childhood and theonly thing that I remember is that once I had to cometo school in Patna from Muzaffarpur. I was on theoverbridge and I saw the train leave. I missed it bytwo or three minutes. So I told this to my teacher andI said, “Sir, I missed my train by just a few minutes”.I still remember his remarks made about fifty years earlier.He said, “Son, whether you missed your train by a secondor you missed it by an hour, you have missed it”.

TA: But your childhood memories of the railways, and todaywhen you travel by Indian Railways, what are the differences:has the system become better, worse, graduated to a certain standard,or what?

OPK: Fortunately I belong to a family where we couldtravel upper class and traveling in upper class earlier wasdefinitely far better than what it is now. The gentrywas better, and when you went to the dinning car, thatwas a very nice experience. Now-a-days also I travelupper class, but that comfort is not there. A recentdevelopment which I have found very disturbing is placingloud-speakers in the A.C. compartments. Say, you wantto travel in peace and somebody wants to listen to music.I do not know whose idea it was, but it has createdmany problems.

TA: This being your maiden visit to Vadodara, what impressiondo you have about our college and the general ambience of thecity as such?

Dr. O. P. Kejariwal is 1966 batch officer of IndianInformation Service. He is a renowned historian,academecian and scholar of our country and heldimportant, assignments like CEO Prasar Bharti, DG,All India Radio & Director, Publications Divisionetc. in his illustrious service career. Presently he hasbeen assigned the onerous task of working as InformationCommissioner.


In Conversation

OPK: When my flight was loosing height forlanding, I had a window seat and I could seethe houses white, well planned and arranged.When I landed, your airport was perhaps the bestthat I have seen. First of all the architectureitself was very noticeable and again as we wereloosing height, I could see that it was green allaround the city, cut across by streets, roads -metalled roads, which were very clean with avery leisurely traffic. Leisurely traffic on a workingday, imagine, you can only compare it to themadness, that is Delhi. Once I came here tothe Railway Staff College, I could not think ofany Government Institution which is located insuch lush and princely premises as you are. Iam told that now you have been able to acquireit for yourself. Earlier you had hired it. Youhave purchased it now. You see, the paintings,that I saw, probably are worth more than whatyou would have paid for the premises as a whole.They are fantastic.

TA: Since you are a student of history, what is therole that the Indian Railways have today as thegeographical integrator of the country? Or a socialintegrator of India as a whole? I am sure you wouldbe quite appreciative of this role of IR. How do youfind a change over the years in that role?

OPK: Surprisingly, Gandhiji in his ‘Hind Swaraj’criticized the introduction of railways in India.In this, I do not agree with him, (laughs), becauseit has acted as a great integrating force. Not onlythat, suppose there is a famine somewhere, youimmediately could arrange relief trains. Now, ofcourse, there are air-packets and things like that,but for a long long time it was the railways whichwas the main source of relief. See, Shankaracharyaidentified four places as a symbol of the unityof the country and earlier people used to travelon foot to these places with lot of difficulty.

They are now able to visit all these places usingthe railways.

TA: But when we read history, we start modern Indiawith the onset of British in this country. What wouldhave been the evolutionary pattern of, let us say, theIndian nation if the British had not come ?

OPK: That is very difficulty to say. There weremany countries which colonized. There was Spain,there was America, Portugal and the Danes. Ihave a feeling that among all these colonial powers,Britishers were the best. In fact, talking of thefamous incident, when Gandhiji was thrown outof the train in South Africa, I am told that nextday he shot up a letter protesting against this andsomebody came and escorted him in first class.(TA - That is not known). Yes, that is generallynot known. This could have been done only bythe British. This cultural outlook, this catholicity.Yes, they were responsible for many crimes, thereis no doubt about that, but side by side thereis this aspect which is important. A lot aboutthis has been written that the British colonies,by and large were far better and a lot fairer.

TA: So the going impression is that it was a benevolentkind of influence on the Indian nation as such.

OPK: You see, that is true. There were manymany Brit ishers who worked for India’sbetterment, C.F. Andrews was there, Dr. AnnieBesant was there, who acted not as colonialistsbut as humans.

TA: But if I am permitted to pose this kind of ascenario where whenever we want to go to a good placein India, say we go to Indore or we go to Barodaor we go to Mysore or Hyderabad all such places aredistinctly superior as compared to those places whichwere directly ruled by British, for example Kolkataor Kanpur. So on the economic front this kind ofbenevolence was probably not available there at all.


In Conversation

OPK: Well, I am not very familiar with economichistory, so I would not like to comment on it.

TA: Going back to let us say the ancient period whichis ver y close to your heart, a foreigner by name ofJames Prinsep who did lot of research and lived inpenury all the time, took great pains to decipher thescript of Ashoka the great. Later on, when we cometo today’s situation, we find that the Indus Valley Scripthas yet not been deciphered which could have filleda very great historical gap in the country. How doyou, Sir, account for this apathy?

OPK: The moment you mention James Prinsep,you sort of instigate me to speak for hours.Because he is, almost my hero, my ideal. I regardhim as one of the greatest geniuses ever born.(TA: and he died very young also). Yes, he diedat the age of 40. He had spent only 20 yearsin India. During those 20 years he wrote articleson Geology, Anthropology, Mechanics,Epigraphy, and Numismatics. There is no subjectwhich he left untouched. And it was not justwriting articles, he contributed original thoughtsin almost all these subjects.

But he did not live in penury. He was a mint-master, a Secretary of the Government mintcommittee in Bengal. First he was in Banaras.Then he was transferred to Kolkata and he isone of the important Britishers who served inIndia. He had money. Plus, You see at thetime when James Prinsep was in India, there wereseven Prinsep brothers and all of them were verywell placed. Henry Robert Prinsep was ChiefSecretary to the Government of India, CharlesRobert Prinsep was Advocate General, WilliamPrinsep was a senior partner of Dwarka NathTagore. So all these brothers were well placedand so was James Prinsep.

His life can be neatly divided into three periods.First twenty years in Britain, then ten years atBanaras and next ten years in Kolkata. The twenty

years that he spent here were full of activity,full of contributions. In one sentence, speakingof his stay in Banaras, no individual has doneso much for this holy city of Banaras as JamesPrinsep. In short: the first map of Banaras, JamesPrinsep; first calculation of the latitude andlongitude of Banaras, James Prinsep; firstauthentic census of Banaras, James Prinsep; andthere is this river named Karmanasa over whichthey had been trying to build a bridge for years,the first person who built this bridge, JamesPrinsep. Banaras is one of the oldest cities, tohave an underground drainage system. The entiredrainage system was done by James Prinsep. Ithink, nobody has done so much for Banarasas James Prinsep. So, as I said, he was oneof the greatest geniuses ever born.

Then his stay in Kolkata, that is also full ofachievements. This was the period when hedeciphered Asokan inscriptions, and theinscriptions of Kanishka.

TA: Do you think that kind of involvement andperseverance is now lacking , that’s why we have notbeen able to decipher the Indus Valley Script.

OPK: I do not know but something has happened.There may be distractions or whatever, but wehave lost what you have called perseverance.It is not that efforts have not been made todecipher the Indus Valley Script, but then thereare so many versions that authentic work hasnot emerged.

TA: The serious investigation into Indian history actuallywas undertaken by the Asiatic Society first which wasestablished by William Jones, again a little knownname today. What do you think, Sir, as for hiscontribution to the serious study of Indian History?

OPK: That is the unfortunate part of it. WilliamJones is not that well known today, as he shouldhave been. Because, it is not only a questionof history; he opened up the East to the West.


He brought Indian culture on to the world map,number one. Number two, he made the Indiansaware of their own rich culture and tradition.See, he was the first to translate Kalidas’s“Shakuntala”. First time he established the factthat Sanskrit was as rich or may be richer thanGreek and Latin. Imagine for a westerner whoholds the Greek and the Latin as the last wordin everything, to have mentioned like this forSanskrit.

When Kalidas’s “Shakuntala” reached the west,people could not believe it. Some Journalsreviewed it, saying that it was a forgery. WilliamJones had called Kalidas “the Shakespeare ofIndia”, and there was lot of resentment over it.But things stabilized.

He it was who, first of all, established Sanskritas a world language, placed India on the culturalmap of the world and most important, he starteda serious study of history of India and that hedid this when he identified Chandragupta withSandrakottus as mentioned in Greek texts andPalibothra as Patliputra. Now there are somepersons who doubt this or do question thisidentification. Sorry, let them doubt. But whereis the alternative? They have not come up witha viable alternative and he sort of discoveredthis and all the rest has flowed from this andfitted as if into a jigsaw puzzle. It is final.

So, there are criticisms of William Jones that Ithink are unfortunate. He can be criticized. Noperson’s ideas are beyond criticism. In fact Joneshimself has made very ridiculous remarks. Forinstance, he feels that Buddha was actually anEthiopian and he was persecuted there so he cameto India and took refuge here ! Because all thestatues of Buddha had this curly hair and verylittle was known of the Buddha. Then in oneof his pieces he has written that China wascolonized by a group of Kshatriyas who wentfrom India. So, he has made very serious blunders.

But, amidst all these, he at least made the Westaware of the richness of Indian Culture. Yousee, before William Jones also there were peoplewho had studied Sanskrit, they had also identifiedthe richness of Sanskrit language. But thiscontinuous strand of studies started only withthe Asiatic Society, which was founded by WilliamJones. He is the pioneer of studies in IndianHistory and culture.

TA: As you said, there are only two heroes, JamesPrinsep and William Jones. We owe a great dealto these two heroes probably for their contribution towhat is India known for, or if we use A. L. Basham’swords “The Wonder that was India”.

OPK: Yes, they are my heroes. Even JawaharlalNehru has said so in his “Discovery of India”.He has written, that we owe a lot to them forregeneration of our history and culture.

TA: Coming back to the body which is supposed tobe doing this kind of work, ICHR, that also do youthink has got distracted into a controversial kind ofmode?

OPK: Unfortunately, why only the ICHR? Youtake any example of such institutions, Off hand.ICHR, bad shape. Asiatic Society full of politics.National Library, it did not have a Director foryears. It has a Director now. But again thisinstitution is not well. National Archives, nodirector for a long time. Nehru Memorial Museumand Library, no director for two and a half years.So, everywhere you find like that. I do not knowwhy this concern for academic institutions is notthere. This awareness that the entire developmentof the country depends mainly on its academicinstitutions is lacking. I am sorry to say this,but it is a fact.

TA: There is a famous saying that those who do notlearn from history are condemned to repeat it.

OPK: That is a very controversial statement.There are examples where history has been

In Conversation


repeated. There are examples, when people havenot suffered. So it is not a proven statement.

TA: Coming to a different context in which this Rightto Information Act has been passed. With the kindof level of education that the masses have and thefeeling on the part of many people that the democracyhas been grafted here, do you feel that it is also goingto take an elitist shape in the future?

OPK: This RTI? Fortunately, it has had veryhumble beginnings. The basic movement forbringing in the RTI Act started, as you know,by Aruna Roy in Rajasthan, in the villages. Evennow, many of, or most of the beneficiaries ofthe RTI are people who are poor. Of course,NGOs are helping them in a big way. But thisis a very satisfying state of things that muchof the RTI benefits are going to the poor peoplein the villages, and of course in the cities also.For instance, thousands and thousands have gottheir ration cards, electricity connections,passports, etc. by resorting to the RTI Act. Sofar, that elitist element has not crept in. Basicallywho are using RTI Act? As I told you, one isthe poor people who are living at the edge ofthe society and secondly mostly governmentservants who have some idea of the RTI andwho have had problems with seniority or thosewho have been dismissed or whatever, and theywould like to go through their own records andalso sometimes to harass the authorities whichhave taken actions. You can’t avoid that.

TA: Given the type of democratic set up that wehave and whatever impressions we might have had aboutour honourable parliamentarians; we have been ableto pass an Act against floor- crossing, we have beenable to limit the size of Ministry in the States andat the Centre, we have passed the RTI. If you wereto envisage the future then in your opinion, what shouldbe the first two or three such momentous legislationsthat should now be taken up.

OPK: I have only one in my mind. Let theRTI be strengthened. This one piece of legislationcan do so much of good that it can change theface of the country. That is what I believe. It’sa personal view. This is the first thing. It candefinitely change our entire work culture.Unfortunately, you can’t avoid saying that Indiais one of the most corrupt countries. Here, forthe first time, a common man has some meansat hand whereby he can tackle it. So, let usput aside other legislations, just strengthen andimplement the RTI, that would produce mostmomentous results.

TA: 'Empowerment of the ruled’ as you said earlier.What about the empowerment of women? That isone issue which has been hanging in balance for a verylong time and despite the efforts being made to get itthrough, we have not been able to make any headwayso far.

OPK: Legislation by itself does not bring anychange. It is the traditions, the mindset. Unlessyou make a dent there, things will remain nomatter what kind of or how powerful a legislationyou pass. As far as the RTI is concerned, itis already having an effect. Work culture haschanged to some extent. Similarly, I don’t knowhow that can be done but I think the NGOscan play a very meaningful role, going to thevillages, educating the women, may be.

You know, in villages menfolk cannot be educatorsof women. It is only the women who can doso. So, it is the NGOs which can play a veryimportant role. Let us start from there, it willtake time, definitely it will take time, becauseyou have thousands of years of a mindset thathas to change. In spite of all the legislationthat you have, you have exploitation, you haveharassment in offices. All this culture will needa change of attitude. Legislation can play a role,but I think its effect will only be limited.

In Conversation


TA: We have learnt that you have some viewsregarding ‘Rashtrabhasha’ or ‘Rajbhasha’, as it is called,also. The going impression is that the ‘Sarkarikaran’of Hindi has done more damage to its developmentas a national language than otherwise. Do you feelthat there may have been a better way like that beingdone by films & television than that followed at present?

OPK: Definitely. You see, for years I have beenworking for the development of Rajbhasha. WhenI was Director of Publications Division, webrought out a number of publications like "{hÝXr:_V-A{^_V'r (Hindi: Mat-Abhimat), containing whatpeople have said about Hindi. Then there wasa publication "{hÝXr Am¡a CgH$s Cn^mfmE±' (Hindi AurUski Upbhashayen) that we brought out. Thenwe planned ‘The History of Hindi as Rajbhasha’.When I came to Nehru Memorial Museum, thenevery year we organized a major seminar and thenbrought out a publication. The first seminar wason "^maVr` JUVÝÌ _| {hÝXr : Xem Am¡a {Xem' (BhartiyaGantantra Mein Hindi – Dasha Aur Disha). Thesecond one was "d¡ídrH$aU Ho$ n[aàoú` _| {hÝXr'(Vaishvikaran Ke Pariprekshya Mein Hindi). Thethird was "{hÝXr Am¡a AÝ` ^maVr` ^mfm`| : A§Vg§~ªYmoH$s ì`m»`m' (Hindi Aur Anya Bhartiya Bhashayen –Antar Sambandhon Ki Vyakhya). The fourth onewas "{dXoe _| {hÝXr' (Videsh Mein Hindi). Now inall these, the common perception was that Hindiwas loosing ground. Exactly as what you said:"{hÝXr H$m gaH$marH$aU (Hindi Ka Sarkarikaran). wasnot doing any good. Hindi is loosing groundespecially in this age of globalization. You seewe had an impression that Hindi was very strongin say, Mauritius, Fiji, Surinam and Nepal. Butif you heard representatives from these countries,that was very depressing. The fault is entirelyours. For instance, a point that was mooted wasthat like the British Council why couldn’t weset up cultural centres to promote Hindi in thesecountries. It is not there. I don’t know why?But we have to work for it. In that "{dXoe _|{hÝXr (Videsh Mein Hindi) seminar, the main featureof it was that there was not a single Indian toread a paper. There were only all foreigners to

speak about Hindi in their own countries. Therewas not one country’s representative who washappy or satisfied with the condition of Hindiin his country. The Government should at leastbecome aware of this. You are aware that everytime this Vishwa Hindi Sammelan takes place,it doesn’t achieve its purpose. Then there isno thought about it. This is the time we shouldset out and see to it that the next Sammelanachieves what it set out to be.

TA: Suggestions have been there to develop inter-relationship between the various regional languages whichIndia has. If only a common denominator or a commonscript could be made, let us say if Devanagri is madeas a common thread between all the languages, thena common language could evolve in a much better fashion.Has some serious thought, at any stage been given aboutit?

OPK: Serious thought was given by theBritish ! But now surprisingly when we areindependent serious thought is not being given.For instance, how do we explain the fact thatthere is not a single good dictionary in Hindi?The one prepared by Nagari Pracharini Sabhain Banaras, I think it is two or three decadesold. You see, we don’t even have a gooddictionary, which takes into the account newterminology. Language has to develop, it shouldkeep pace with the recent developments.Somehow Hindi has not developed satisfactorily.It is very difficult to list out various reasons.I have a feeling that if you list out these reasonsthen you will tread on many toes.

TA: Sir, we find from your curriculum vitae, that youhave done a lot of work on Mahatma Gandhi, workon Nehru, work on Acharya Narendra Dev, suchpolitical luminaries. They all had leanings towards,more or less, a socialistic pattern of society. The ethosis changing today whereby socialism is taking a back-seat and we are going towards a more globalized kindof thinking and market oriented approach. How thisdichotomy could ever be bridged or they would loosetheir relevance finally.

In Conversation

OPK: That is very difficult to say. But Iremember a quote of a Hungarian Scholarregarding the definit ion of Social ism orCommunism. He said, “It is that bumpy roadwhich leads from capitalism to capitalism”.(laughs). So we have seen how Socialism andCommunism have been suffering. Capitalism,personally I feel is a better alternative or betteroption for all Governments. But then there isno thought given, I mean there is no seriousthink tank sort of, which will go into the featuresas to the adverse effects of Capitalism and howthey could be contained? Yes, there is a lotof debate on globalization, but as far as Indiais concerned, I feel that the Indian intelligentsiahas still to apply its mind very seriously.

TA: But one bad feature which generally emerges isthat the gap between ‘haves’ and ‘have-nots’ only increasesand the so called social sector in which everything ismeasured only in terms of funds allotted, that doesnot serve its purpose in the long term.

OPK: Definitely, it does not serve its purposeand the fact was established by Rajiv Gandhi whenhe said that only twenty paise out of a rupeereached the target group. In these twenty yearsfrom then the situation has not improved. It isthe Indian intelligentsia which has to sit and thinkof means whereby the evil effects of Capitalismare contained and how, and that is more important,how could the Government be pressurized intoaction. But these are all personal views.

TA: You were CEO of Prasar Bharti also. As youngpeople we find that the quality of our media, whetherit is electronic or print media, appears to be gettingshallower day-by-day. Where are we heading for? Ithas got a major impression on the younger generationwhich is now the major age group of the country.

OPK: Unfortunate as it is, we have to admitthat the young journalist of today doesn’t read.Because, he reacts on the spot. Somethinghappens, he goes and reports from there. That

is an advantage which technology has. You see,I am talking of the intellectual content. If youask a young journalist whether he is familiar withthe names of say Adam Smith, or Keynes, orHegel or Toynbee, I am sure you would drawa blank. He would not have read these classicauthors as well as what is being written today.See, I don’t know how many journalists wouldhave read Arundhati Roy. Now they would sayhow were these related to their job. Becausetheir job is to report, sell news on the spot andgive news ‘as it happens’. This is how manychannels would like to put it. But unless youhave a grounding in liberalized education, unlessyou have read these classics, unless your mindis broadened, I don’t think journalism can comeon an even keel. It will only be poor journalism.Therefore, since there is so much of competition,that the competition is towards ‘sensationalismof the news’, ‘breaking news’ only. I think, 90%of the news that you see, you tend to forgetnext day because there is no intellectual contentin it. It is imperceptible. If somebody asks mehow reading even will help in covering a story?There is no answer. But that broadening of mindis essential to good journalism. Full Stop. Therecan’t be two opinions about it.

TA: The journalists today go by ‘five Ws and oneH’, as they say and they don’t think that there canbe anything intellectual in it.

OPK: Yes, that is unfortunate for us.

TA: What will be your message to the governmentservants with respect to RTI Act?

OPK: RTI Act? My message is that be a party,or be a partner in this big change. India is nowdivided into those who are living with the mindsetof pre-October’2005 and those who are livingwith the mindset of post October’2005. Cometo the latter category. Come to the mindset ofpost October’ 2005. The cases that we havereceived, the reactions that we get are ""ga, h_Zo

In Conversation


Vmo AmO VH$ {H$gr H$mo `h {XIm`m Zht ! ga, AmO VH$Vmo `h H$mpÝ\$S>opÝe`b Wm'((Sir, we did not show thisto anyone so far. This was confidential). Thingshave changed, the mindset has to be changed.That means to say that fewer cases should cometo the Commission. Most of them should besorted out at the lower level. The ideal situationis when the Commission will not get any cases.

TA: We have gone through your articles on historyand we are avid appreciators of them because we foundthat nothing was getting missed in these articles pertainingto a particular period. When can we expect a bookor a volume, that will be of great use for those who

are serious students of histor y?

OPK: Well, all I can say is that the book wouldhave been out had I not got this assignment asInformation Commissioner. It is more than a fulltime job. So, every day there is that feeling ofsomething missing and a feeling of guilt thatI have not been able to sit down to my seriousacademic work. But then this work is also veryimportant and it is in nation’s interest. As Itold you, it is the most important legislation andI would like to contribute. Now that I havethis golden opportunity, I would like to contributeto nation building through this RTI Act.

*****

In Conversation


Article

A Reform Strategy forthe Indian Railways

Jagmohan Gupta Extract:

Indian Railways (IR) is fondly called by the railway-persons as the ‘Lifeline of the Nation’. Having started

in 1853, it has gradually expanded to become the principalmode of transport, both of freight and people. The systemis bursting at its seams with ever increasing demandson its services with the growth of Indian economy.

IR suffers from a split personality disorder. On the onehand, it is seen as a government department with certainmandatory public service obligations and on the other,expected to function as a commercial organization,financially self-sufficient. Its passenger services, longdistance as well as urban transport, continue to be heavilysubsidized. Historically IR has been an omnibus kind oforganization. Besides operating the rail services, itcontinues to engage itself in support services such asproduction of coaches, locomotives, wheel, axles, tie-bars etc.; running engineering college and schools,hospitals, personnel recruitment agencies, security, printingpresses, employee housing and buildings' maintenance etc.Populism rather than business objectives continue to guideand determine the key investment decisions and newservices of IR.

Shri Jagmohan Gupta is 1986 batch officer from IndianRailway Account Service. He is currently working asRegistrar, Appellate Tribunal for Electricity, Ministryof Power at New Delhi. This article is an abridgedverson of his paper submitted in Maxwell school ofcitizenship & Public Affairs, Syracuse University, USA.



IR has initiated several measures to reform thesystem to adjust to the harsh reality of competitionfrom road sector. While some of the steps takenwould indeed help in addressing operationalproblems, it cannot be termed as a reform strategyand can at best be labeled as a ‘repairist’ approach.These measures fail to address its fundamentalproblems of populist decision, oversize, lack ofbusiness approach, managerial inflexibility andpoor focus.

The study reveals that given the political realityand economic scenario in India, majorrestructuring of IR is not feasible. IR will notbe able to follow the examples of other railwaysof restructuring and unbundling the monolithicorganization. IR may continue to operate as agovernment department but with a redefinedrelationship with government.

The suggested reform strategy aims at insulatingIR from populist pressure by entering into‘performance agreement’ with government fordelivery of services (both passenger and freight)below cost and other unprofitable investments.Other measures include trimming the organizationby taking corporatization/privatization route forits manufacturing operations and other off-linenon-core activities; greater fiscal discipline, focuson core business, increased managerial autonomy,removing stovepipes and checking expansionisttendencies.

Abstract: With restructuring and liberalization,many railways across the world have unbundledthe monolithic and integrated services into moremanageable and compact constituent units,followed by greater involvement of private sectorin a competitive environment. Although Indiainitiated various reform measures in the 1990s,which led to privatization and increased foreignparticipation in the transport sector, the IndianRailways were kept out of it. The objective ofthe paper is to evaluate the current reform strategy

of the IR to determine its adequacy and suitabilityconsidering the challenges faced by it.

The analysis suggests that IR should focus purelyon its core business while redefining itsrelationship with government. It should shed itsoff-line activities and encourage greater privatesector participation. IR also needs to consolidateits strengths and check its expansionist tendenciesin order to provide better and economicaltransport services.

A considerable amount of New PublicManagement-oriented research investigatesalternative institutional arrangements forprovision of rail services to the public in India,from total privatization to corporatization topartial concessions to other players. Some of thiswork argues in support of service delivery throughincreased outsourcing or by privatization ofexisting government functions. The objective ofthe current paper is to determine the adequacyand suitability of the Indian Railways’ currentapproach to reforms and lessons from otherrailway systems. Conclusions based upon theanalysis suggest that given the social and politicalcontext, not much scope exists for private sectorparticipation in the core business. For reasonsof enormity of the task, volume of passengertraffic (unique to India), and the current economicscenario, government should continue to providethis essential service. It has been argued thatIR must focus only on its core business and thatalone should govern the reform process. Theexpansionist tendencies of IR need to be checkedand the system should consolidate its strengths.Also, the slow progress to corporatize/privatizenon-core off-line activities needs to be acceleratedand better focused.

Background

Indian Railways (IR), the ‘lifeline of the nation’,is one of the largest railway networks under asingle management headed by a Union Minister

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of Railways. It enjoys a unique privilege ofpresenting its own budget to the Parliament thatsometimes spends far more time debating it thanon the General Budget. That is the current realityof this politicized public institution. All pastattempts to ‘correct’ this historical fallacy of aseparate budget have been nipped in the bud.

IR holds a prominent position in the public sector.It is a central government monopoly with amandate not only to provide rail transportservices, but also to fulfi l l cer tain socialobligations. With an extensive network of over63,000 Route Kilometer (RKm), comprisingBroad Gauge (44,776 RKm), Meter Gauge(14,987 RKm) and Narrow Gauge (3,265 RKm),IR have played an integrating role in the socialand economic development of the country andis perceived as a national symbol. It not onlyplays a crucial role in integrating markets, butis also the principal mode of transport forpassengers and long haul of bulk commodities.It provides intercity freight and passenger servicesas well as suburban commuter rail services inmajor cities.

Passenger traffic is an extremely significant andpolitically sensitive segment, unparalleled in anyother railway system. In addition, IR owns andoperates almost all other rail transport supportservices, including design and manufacturing ofrolling stock, rail catering, schools, colleges,technical institutes, housing, hospitals, and hotels.Its revenues account for about one percent ofGDP, and is the largest employing governmentdepartment with 1.45 million employees.

Railway Board is the omnipotent apex body,responsible for both policy and operation roles. Thesystem is divided into 16 zones and further into65 operating divisions. IR also owns six productionunits, manufacturing diesel and electric locomotives,rail wheels and axles, coaches and wagons etc. IRcreated several agencies (called PSUs) with greater

managerial flexibility for providing various railrelated services.

Problems and Challenges

The IR suffers from a split personality disorder.On the one hand, it is seen as a governmentdepartment and has certain public serviceobligations and on the other, it is seen as acommercial organization and hence is expectedto be financially self-sufficient. As a part of itspublic service obligation, IR is required to providepassenger transportation services below cost, rununeconomic services such as services in the north-east India, transport essential commodities belowcost, etc. During 2004–05, losses incurred onaccount of social service obligation are estimatedat INR 4,342 crore. IR has been cross-subsidizingthe loss incurred on cheap passenger fares byincreasing the freight charges as also subsidizationwithin passenger and freight segment. The freightrates are becoming unviable forcing the bigcustomers to look for other options.

IR suffers from various monopoly-inducedinefficiencies. This is evident from the fact thatIR has a weak asset management system. Insteadof focusing on maintenance, the emphasis is onnew investment. There is little incentive to managethe cost or deliver services efficiently.

There is no proper system of evaluating thecommercial viability of projects. IR has a shelfof over INR 40,000 crore of projects underconstruction.

The high degree of centralization in decision-making and low level of autonomy reducesflexibility and results in delays in decision making.The typical government structure limits thesystem’s ability to react to market situation thussuppressing and dampening the entrepreneurialspirit and competitive edge.

The growth of road transport and aviation sector

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continues to nibble in the railway pie encouragedby the IR lethargy and limited managerialflexibility. The results have been obvious andIR has been facing a decline in market share,i.e. from a high to 80% in 1950s to 35% infreight segment. IR lacks customer orientationand has not focused on the quality of services.

The present system of accounting followed byIR is non-transparent. While the system hasworked well for internal management of railways,it is not well understood by businesses outsidethe railways. IR continues to run on a monolithicinward looking model. Several attempts tointroduce reforms and restructuring were stillborn.Being a closed organization that does notentertain much external scrutiny, it determinesits own policies and strategies largely on the basisof internal perceptions and compulsions. Fewexternal checks and balances are available byway of self-correcting mechanisms. The vastpotential of railways thus lies substantiallyuntapped.i

IR'S current approach to reforms

IR has taken various measures to improveproductivity, efficiency and increase its marketshare. The freight structure has been rationalizedreducing number of classes of commodities forcharging purposes from 59 to 19 and loweringthe ratio between the freight rate for the highestclass and the lowest class from 8 to 3.3 andfurther to 2.8. There have been no across theboard increase in freight rates for the last severalyears realizing limitation of ‘what the marketcan bear’. IR has also taken steps towardsdecentralization. There has been larger delegationof financial and operational authority to the zonalheads for quoting freight rates and constructionprojects and material procurements.

Among operational improvements, freightmovements are being computerized, high-speed

goods trains (at 100 kmph) have been introduced,integrated transport is being developed throughthe terminal warehousing scheme, etc. It has builta GIS based FOIS (Freight Operation InformationSystem) to map the location of the freight trainsand provide accurate information to customersabout the status of their merchandise, thus helpin improving the customer interface.ii

IR has been the frontrunner in use of informationtechnology. For instance, much before the currentInternet revolution, the Indian Railways replacedits 100-year old paper-based reservation systemby a more efficient, centralized, computernetwork. This has been a major success storyand the new electronic system made it possibleto buy tickets from remote locations and notnecessarily from the place of initial travel.

IR receives subsidized capital from Governmentto partially meet its capital requirement; balanceto be met through internally generated surpluses.However, the inability of the system to generateadequate surplus led to setting up of IndianRailway Finance Corporation (IRFC) that raisesfunds from market to fill the resource gap. Theborrowings, intended for funding the rolling stockprocurement, are being increasingly used for otherpurposes. The new schemes promoting public-private partnerships, such as BOLT and OYW(own your wagon), are resulting in steep increasein lease charges. The inefficient application ofcurrent resources and increasing dependence onmarket borrowings and PPP is threatening to ‘bindthe hands of future management’, lease paymentshaving gone up from INR 27 crore in 1987-88to INR 3,672 crore in 2005-06.

IR has taken initiatives to attract privateparticipation. It has set up a private terminaland forging partnership for providing railconnectivity to upcoming ports, e.g., SpecialPurpose Vehicle (SPV) on Pipavav Port. Jointventures with some State Governments, for

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executing projects have also been evolved.

IR is also striving to raise revenues fromnontraditional sources. It's parcel services are beingimproved with leasing of space in brake-vansof passenger trains. Catering and rail tourism arebeing handled by a newly setup corporation called,Indian Railway Catering and Tourism Corporation(IRCTC). IR possesses substantial surplus landand the ‘right of way’. The zeal to raise additionalresources through these assets led to the settingup of another corporation, RailTel Corporationof India. The corporation rather than leasing ‘rightof way’ to private players and leveraging itsstrength to raise resources, is engaged in layingdown OFC network as per the MoU with IR“to plan, build, develop, operate, and maintainin India broadband telecom network by layingoptical fiber cable (OFC) and providing associatedequipment alongside Railway Track on the railwayproperty utilizing Right of Way (ROW) on leasefrom the Ministry of Railways”. It continues toincur losses.

IR has setup a company, Rail Vikas Nigam Limitedfor raising funds and completion of projects forremoving the capacity bottleneck in criticalsections of the railway network such as connectingthe four metros and connectivity to the ports.The Nigam aims to put IR on a fast track growthby introducing long distance high-speed freighttrains, creating multimodal corridors, completingall the viable sanctioned projects within ten years,improving the standards of stations and railwaycompartments, etc. However, the allocation offunds under the Yojana was not based on carefulresearch and funds have been allocated to projectsthat are unprofitable and sanctioned onconsiderations other than organizational needs.

A five-year ‘Integrated Railways ModernizationPlan (IRMP)’ envisages running of passengertrains at a speed of 150 kmph between NewDelhi and two metros, freight trains at 100 kmph

on the golden quadrilateral and its diagonals,introduction of higher axle load, double stackcontainers and Roll-on-Roll-Off wagons on theidentified routes, introduction of lightweight,corrosion-resistant aluminium wagons to increasetheir loading capacity etc. The Accounting systemis being reformed to accurately assess requirementof depreciation provisioning for replacement ofassets, to bring greater transparency in financialreporting with the help of information technology,follow uniform accounting principles to meetemerging business needs. Actuarial assessmentof pension requirement is being attempted tomeet the future liabilities on this account withthe rise in number of pensioners. IR is alsoattempting to restrict the manpower by not fillingthe vacancies caused due to natural attrition.

The current approach can at best be called a“repairist” one. While these measures have ledto a marginal improvement in efficiency but theydo not address the fundamental issues facing theorganization and the performance of IR continuesto be much below the international standards.The reforms must aim at insulating IR frompopulist decisions, right-sizing the organizationand its workforce and commercializing its majorbusiness segments. ‘IR is the most studiedinstitution on the planet’…. but the action isoverdue.iii Are there any lessons for IR fromother railways that have attempted to reform theirsystems?

Experience of other railways: Rai lwayrestructuring in several countries began in the1980s and each country adopted a differentapproach to restructuring, in accordance with itssocial and political needs. Some railways haveunbundled the monolithic and integrated servicesinto more manageable and compact constituentunits with greater private sector involvement,while separating it from government. In mostcountries restructuring involved the transfer of

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railways from a government department to a publiccorporation, while a few transferred the ownershipto the private sector (an exception). In fact, untilthe end of the 1980s, the U.S. freight railwaysand the Canadian Pacific railway in Canada werethe only major privately owned and operatedrailways in the world.iv The most common public-private partnerships have been concessions orfranchises, in which a private operator providesrail transport services using publicly ownedinfrastructure for which it often has an exclusiveright of use.

In order to run the railways profitably andcommercially, the management was given greaterautonomy and decision-making was madetransparent. To increase customer focus,governments inducted fresh talent and externalprofessionals in top management of railways. Infact, during the restructuring process, majorityof senior management in railways in Sweden,Japan, Spain, Italy, Austria, etc. were replacedby commercial expertise from outside the industry.To improve their performance, railways createdcustomer focused units such as Passenger andFreight units in Sweden, and Long DistancePassenger, Short Distance Passenger and Freightunits in Germany. Another common feature ofrestructuring was the separation of core and non-core activities of the railways. In the past, dueto the non-availability of suppliers, railways hadundertaken a large number of activities such asmaintenance, catering and manufacturing, whichwere not core elements in the rail operation. Withrestructuring, railways started spinning off thesenon-core activities to private sector. v

Lessons: It is impractical to replicate solutionsfor a major system like IR and many of thecompulsions that drove developed countries donot apply to India and hence wholesaleprivatization pursued in some countries is neitherfeasible nor advisable in India. It appears from

international experience that privatizing railwaysis not only exceedingly difficult and controversialbut also that no approach has yet proven to besatisfactory and a better option appears to becommercialization. It would be too naïve toassume that the imperatives of global railwayreforms agenda is lost on IR. It can draw uponthe experience of other railways on distancingrailways from government, greater managerialflexibility and autonomy, increasing involvementof private sector, hiving off non-core activitiesand fiscal discipline.

Political reality: But what is holding it fromtaking a well-defined reform agenda, and in factquite contrary approach at times. IR is seen asa people’s organization. Most of the reportssuggesting a fundamental restructuring of thisover 150 years old institution do not appreciatethe political reality. Changing IR structure andownership would be socially and politicallytraumatic. IR dominates the psyche of masses.Parliamentary debates often revolve around takingrailways to areas since the children have not evenseen how a train looks l ike. With poorinfrastructure of road transport sector, IR remainsthe only medium connecting hinterland withmainland and explaining to some extent thepolitical obsession with passenger segment.Despite all the constraints and financial problems,IR is seen as at least running in contrast to anumber of public sector institutions in mess andperpetually incurring losses.

Having opened the road and air transport sectorsto private players, there is a much stronger casefor disinvesting these public companies (Air India,Indian Airlines, and several state transportcorporations). But the government has not beenable to muster enough courage to withdraw totallyfrom these sectors. Opening of telecommunicationsector to private players could materialize ascommon masses did not have access to this service

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at all and possession of a telephone connectionwas a ‘luxury’.

With the above political scenario, there appearsto be no possibility of effecting basic structuralchanges to IR based on the experience of UK,Sweden, New Zealand or Latin American railwaysystems. Given the political compulsions, it isprudent to take a pragmatic approach rather thana purely theoretical one. Although it is hard todistance politics from policy formulation,formulate it is possible to leave it to technocratsthe basis of policy and to some extent depoliticizeit.vi The difference between political expediencyand populism should be appreciated. There isthus, no need to tinker with IR’s perception asa people’s organization but there is an urgentneed for IR to consolidate its strengths, focuson core business and check its expansionisttendencies.

Suggested approach

IR should begin with redefining itsrelationship with government aimed atinsulating it from populist pressure. It canfollow the “performance agreement” model ofNew Zealand to deliver services below cost andmake financially unviable investments. Passengertrains account for nearly two-thirds of railwayservices, but produce just one-third of revenues.IR focus on passenger services at the cost offreight services is unparalleled in the world.According to the railways’ own figure vii, movingeach passenger one kilometer made a loss ofRupee 0.15. While shifting a tonne of freightmade a profit of Rupee 0.16. As a result, theratio of passenger fares per person-kilometer tofreight rates per tonne-kilometer is among thelowest in the world: about 0.3, compared with2.2 in Japan and 1.2 in China. The ratio givesan idea about the distortion in pricing. A ratioof one is widely believed as a financially desirablenorm. “Trains cannot be run for charity”, wrote

Gandhiji.

Unlike railway system in most countries, IR doesnot receive any direct subsidy from government.Government support for this sector is mainly inthe form of loans for capital investment at alower than the cost of market borrowing. Thecross-subsidization of passenger services byinsensitive freight rates needs to be correctedimmediately and would need a more directgovernment involvement. IR should be permittedto set market oriented freight rates and passengerfares for higher classes. The passenger (both long-distance and urban) and freight services that runbelow cost should be identified in the beginningof every fiscal year and IR may provide thoseservices at an agreed cost, something akin to‘performance agreements’ in New Zealand. Thiswill make subsidies more transparent. Otherwise“the subsidy regime in India is unduly large, non-transparent, largely input-based, poorly targeted,generally regressive, and inducing waste andmisallocation of resources. Subsidies are usedto modify market outcomes, especially to takeaccount of positive externalities, and, sometimes,to subserve certain well-defined redistributiveobjectives”.viii The agreement may also list outclear efficiency and expenditure reduction targetsfor IR. The government should cease subsidizedbudgetary support other than for new lines or‘strategic lines’.

Corporatization of manufacturing units: Withsuccessful experience in corporatization of severalpublic entities and political readiness, IR can beginwith corporatizing its seven manufacturing units,which are in the business of producinglocomotives, coaches, wagons, wheels and axles(akin to operating agency model). The objectivesof these production units and IR are at contrarypurposes. The success of one is a loss for another.Successful achievement of increasing higherproduction targets eats into the already scarce

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budget resources of IR, being the predominantconsumer. Corporatization would force these unitsto look for markets overseas and may becompelled to diversify by market forces. Thiswill in one stroke trim the workforce, enableIR to source demand-related supplies from theseunits and significantly reduce its dependence onmarket borrowings.

Check expansionist tendencies: No new unitsshould be setup now such as the ones proposedrecently, a wheel manufacturing plant and another12 ‘sleeper’ (tie-bars) plants. There is a need toacknowledge the private sector capabilities andcheck expansionist tendencies of IR. Theapplication of precious resources of IR is anotherexample of expansionist approach. The temptationto begin a myriad of new lines for political reasonshas been much greater during the politicallyfractured 1990s. IR spent over 12% of its totalplan investment in 2002-03 and 10.50% in 2005-06, without any consideration of their financialviability. A recent budget announced fresh 31surveys for new lines.

Fiscal discipline: The Long Range DecisionSupport System (LRDSS) it developed is not beingput to any significant use and major investmentdecisions continue to be governed by extraneousconsiderations. These ‘populist’ decisions divertengineering and managerial resources to asignificant extent, detracting from other serioustasks. The future investment should be purelygoverned by either ‘remunerability’, capacityenhancement or safety concerns. Projects suchas Konkan Railway aimed at filling the gap ratherthan business potential is a financial blunder.IR needs to put on hold the ‘people’ aspirations.

Given that congestion and wear and tear are twoof the most significant consequences of thecurrent state of transport myopia, there is a lotof latent opportunity in activities that would givehigh returns for low investments in improving

quality and capacity of the infrastructure.Simulations on LRDSS software show that a 20per cent increase in capacity is straightawaypossible by improving wagon maintenance (andavoiding breakdowns and accidents). Furtherincreases are possible by improving freight trainspeeds to reduce the variance in speeds acrosscategories of trains. The capacity of the IR couldsubstantially increase if the cumulative effectsof certain modes of working and certainconstraints are removed. The investments requiredwould be very low in comparison to those requiredto create fresh capacity.ix

Investment should speed up technologicalupgradation to augment thrust on improvingefficiency, increasing throughput, increasingaverage speed of trains, reducing asset failures,etc. This will also enable IR to reduce costs.

Capital restructuring and adequate provisioningfor depreciation is another issue that needs tobe addressed with urgency. Railway ReformsCommittee, 1982 had recommended thatappropriation to Depreciation Reserve Fundshould be 2.6% of the current replacement costof assets. This continued for a few years butfor want of updated value of assets coupled withadverse resource position, the Railways werecompelled to appropriate only to the extent thefinances could sustain. This impacted safety, asthere are substantial backlogs of asset renewal.IR should first apply the surplus generated torenewal requirements likely to be assessed moreaccurately after the accounting reforms arecompleted.

Enhance IT usage: Despite being a ‘model’of employing IT for task automation andefficiency enhancement (computerization ofpassenger reservations and FOIS), IR has failedto utilize the technology for MIS purposes. Onthe contrary it created seven new operating Zonesfor better management, which is bad economics

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since it only added to operating expenses withoutcontributing to revenues. There is a vast scopeof application of IT in inventory managementand for accounting, personnel and MIS purposes,thus cutting down delayed decision-making andtransaction costs.

Managerial autonomy: There is a need toincrease managerial autonomy and delegation ofpower. Government bureaucracies are increasinglyheld back by resource constraints andinefficiencies. Modern information technology hasthe potential to reduce inefficiency by simplifyingsome routine tasks. IR has a poor record butmust take lessons from its own corporate entitiessuch as CONCOR (a container company nowlisted on stock exchange), IRCTC etc. who haveperformed so well having been freed from thebureaucratic control. There is a need to attemptflexible pricing and delegate decision making tolower levels.

Shed off-line activities: IR should pursuevigorously its withdrawal from non-core off-lineand welfare activities such as running schools,hospitals, engineering colleges, personnelrecruitment, security, printing presses, employeehousing and buildings' maintenance. Whilewithdrawing from some such as running ofschools and college, others should be corporatizedor outsourced. These will enable IR to cut costs,better delivery of welfare services and reducemanpower. The recent recruitment drive tostrengthen security is contrary to IR's avowed‘right-sizing’ approach. The recent initiative ofmanufacturing its own bottled drinking water“RailNeer” for passengers does not align withoffloading and smacks of IR’s expansionisttendencies. There exists a strong case for involvingprivate sector in delivery of these non-coreactivities while ensuring service quality throughappropriate regulatory mechanism.

Remove stovepipes: IR is too compartmentalized

and departmentalized with ten service cadres tomanage it. There are five technical cadres forcivil engineering, mechanical, electrical, signaling& communication and material procurement.There are four service cadres recruited throughcivil service examinations i.e. finance, operations,personnel and security. There is a separate cadrefor medical services. These are all organized onstrict departmental lines resulting in inter-departmental rivalry for supremacy, enormouswastage of efforts and resources in coordination,and mismatch between departmental andorganization’s objectives.

There is a strong case for merger of all technicalservices and creation of a general managementcadre from three departments namely; operations,finance and personnel, in order to better alignindividual goals with organizational goals. TheRailway Board with members from all theseservices also does not function as a team andare driven by departmental interests rather thanIR’s interests. Railway Board is omnipotent andneeds to shed its conflicting responsibilities asregulator, policymaker and boss. Its compositionalso needs to be altered to make way forprofessionals from outside. The current biastowards homegrown technocrats starves thesystem of refreshing mindsets. IR urgently requiresan injection of fresh ideas and fresh skills toaccelerate its development into a commerciallysavvy market oriented set of businesses.

IR will have to explore every avenue of costreduction. Among the cost reductions to beimplemented staff cost reduction will be crucialand the issue of an accelerated reduction inmanpower has to be addressed without delay.While hiving off production units, security, non-core functions to private sector will reduce theworkforce, IR needs to cleanse the system of‘deadwood’ and focus on professionalizing themanpower.

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Conclusions

Public interest requires that the system of masstransportation such as IR should provide equitableaccess to all users, maintain a national levelrailroad structure that meets government (military)and public needs, provide appropriate servicesto remote areas and communities, contribute tonational sovereignty and security, not abuse itsmonopoly position and remain nationally ownedand controlled. Railways also have an advantageof being less energy intensive and moreenvironment friendly and railway operations arein fact viable even in direct competition withnon-rail private transport service providersequipped with modern technology. However toreclaim the inherent competitive advantage,railways need to reinvent themselves.

The actual solution adopted is always a mixtureof transport economics (the mix of services andcompetitive forces in and for the market) andpolitical/cultural values (the power of specialinterests, attitudes toward the role of the privatesector, the value attached to the degree ofcompetition developed). No single solution couldever be optimum for all countries, and there arealways different ways to approach the problemeven within one country. But, it can be absolutelycritical that some action be taken, even riskingmistakes.x

It is a question of political choice. IR has topursue a well-charted reform path, insulated frompopulist pressure. It can continue to run as agovernment undertaking but with a redefinedrelationship. IR has to modernize, cut costs andexpand its capacity to meet the emerging needsof the growing economy. With the suggested ‘leastpainful’ approach, IR would be able to realignresources and their use with market needs in

ways that enhances its value. It would also beable to match the service delivery capabilitieswith market requirements and become financiallyself-sufficient. “IR would respond positively tosoaring aspirations, and always remain live,responsive and vibrant” as is the cherishedexpectation of the Status Paper.

i Salvage Reforms: Gajendra Haldea(http://www.india-seminar.com/2003/521/521%20gajendra%20haldea.htm#top)

ii Status Paper of Indian Railways – Issues and Options(May 2002) - http://www.indianrailways.gov.in/railway/status-paper.pdf

iii Rakesh Mohan Committee Report on IR, 2001 (http://www.irastimes.org/rkmreporthighexsummary.htm)

iv Best Methods of Rai lway Restructuring andPrivatization: Ron Kopicki & Louis S. Thompson(http://www.worldbank.org/transport/publicat/b35.pdf)

v Trade in Land Transport Services: Railways by ArpitaMukherjee & Ruchika Sachdeva (working paper no. 119– January 2004) Indian Council for Research onInternational Economic Relations (www.icrier.org/wp119.pdf)

vi Distributed Public Governance in Britain: Flinders,Matthew - Public Administration 82, no. 4 (2004):883-909.

vii Status Paper of Indian Railways (May 2002)

viii Budgetary Subsidies in India: Subsidizing Social andEconomic Services by D.K. Srivastava, C.Bhujanga Rao,Pinaki Chakraborty & T.S.Rangamannar (March 2003)National Institute of Public Finance and Policy.

ix Indian Infrastructure Report 2001(Chapter 7 - IntegrateTransport): G.Raghuram (3i network publication)

x Directions of Railway Reform: Louis S. Thompson,Railways Adviser, The World Bank Karim-JacquesBudin, Lead Railway Specialist, The World Bank (http:// w w w. wo r l d b a n k . o r g / t r a n s p o r t / p u b l i c a t /irc01_text.pdf)

Glossary of termsINR: Indian RupeesCrore: Equivalent of 10 millionkmph: Kilometer per hour

*****ABHIVYAKTI • VOLUME 17 • NO. 1 • JANUARY-JUNE 2006 19

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Implications of the zonaland divisionaljurisdictions of theIndian Railwayorganization on theiroperations

Narayan Rangaraj Indian Railways (IR), is one of the largest organizationsin the world, in geographical spread and in number

of people employed. The sheer complexity and mix ofactivities that IR is involved in make it a difficultorganization to manage professionally. It is thereforemanaged in a multi-tiered manner.

This article assesses the zonal and divisional structureof IR, specifically the move to reorganize these that tookplace in 2003, and discusses the implications on operations,commercial working and general management. Specifically,we make a case for an area based management of thenetwork, given all the constraints of geography, regionalconsiderations and other compulsions. In that sense, therecent zonal and divisional restructuring was a missedopportunity of sorts.

This article does not critique the rationale for formingnew zones and divisions per se. It was clear that atleast Northern, Western and Central Railways were

Shri Narayan Rangaraj is Professor, IndustrialEngineering and Operations Research Programme atIndian Institute of Technology, Mumbai. He has greatinterest in Railway Working and its betterment.



becoming unwieldy in terms of size, operationalresponse to certain crisis situations and sheerwork force. Paradoxically, although these havebeen affected by the change, they are not theones most affected.

LegacyOne part of the legacy of IR derives from anumber of pre-independence railways which wereextremely influential in many ways, especially thework culture and the evolution of the physicalnetwork. Without going into historical detail,the Great Indian Peninsular Railway, the Bombay-Baroda and Central India Railway, the East IndianRailway and the Bengal Nagpur Railway, hadsignificant post independence continuity in theform of the Central Railway, the Western Railway,the Eastern Railway and the South EasternRailway, four of the largest railway zones in theoriginal formation of post independence IR.

The glory days of Jhansi division, for example,used to be a time when it controlled the entirenorth south trunk railway line from Tughlakabad,near Delhi to Itarsi in the heart of the country.Today, the jurisdiction is a fraction of that. Tillrecently, Central Railway, headquartered inMumbai used to control territory uptoTughlakabad, more than 1300 km away.

It would appear that the historical jurisdictionof divisions arose from the investments of newlines (joining existing points on the network),financed and managed by different railways, andtherefore the boundaries were marked just shortof major nodes on the network (which wereperhaps already being managed by other zonesor divisions). There are numerous examples ofthis, Ratlam division just short of Bhopal, threedivisions surrounding Itarsi, four divisions in theMughalsarai-Varanasi area, etc.From a different perspective, a noteworthydivision which was (and continues to be) idealfrom the point of view of managing flow oftraffic is Allahabad division, which controls thetraffic from Ghaziabad to just short ofMughalsarai on the Delhi-Kolkata trunk route

(including the important freight flows in thatregion). Hardly any other division is flow orientedto this extent and the result is that in most partof the network, even major flows of traffic aremanaged by several different entities. Sonpuris another such division.

Region based jurisdictionsTo the extent that the internal working of IRis open to scrutiny, it was clear that regionalaspirations, vociferously supported by variouspolitical entities played a big role in therestructuring of 2003, and to a lesser extent inthe creation of South Central Railway and NorthEastern Railway and North East Frontier Railwayearlier. That is not to say that the previousstructure was otherwise an ideal one. Quite thecontrary, since the historical legacy played andcontinues to play a larger role than is nowperceived as appropriate.

In a nutshell, the earlier 9 zones were extendedto 16 zones and a number of new divisions wereadded. While some of these were justified interms of new developments in the network andincreased track mileage and resources, the netresult was often the pruning of existing zonesand divisions, to make them smaller and moremanageable. North Eastern Railway and SouthEastern Railway in percentage term were the mostsignificantly affected and the one least affectedwas the North East Frontier Railway. Similarly,some divisions were almost unaffected by therestructuring (such as Mumbai Central Division),whereas divisions like Jhansi division of the earlierCentral Railway, was significantly affected andmoved to a new jurisdiction of the North CentralRailway, headquartered in Allahabad.Area based controlGiven that a large network is to be managed inparts, there will be interface management issues andpossibly some duplication of resources no matterwhich way the network is sliced. The discussionsbelow argue for an area based control rather thana section based control of the network. We highlightthis issue by pointing out two major anomalies that

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remained unaddressed by the restructuring.

Lucknow: Lucknow area, earlier consisted ofa broad guage network managed by NorthernRailway and a metre guage network managed byNorth Eastern Rai lway. Even with thegeographical overlap, the different operations ofthe two parts of the network justified thecontinued existence of the two zones. Withsignificant gauge conversion, some rationalizationwas done by handing over the Lucknow-Kanpurpart of the network to Northern Railway.However, the two zones in the Lucknow areasti l l exist with unnecessary overlap andadministrative overhead of co-ordination. Trafficin Lucknow is split between the terminals managedby the two railways. Commercial activity in theregion is now split between terminals in the area.Coaching stock maintenance facilities are split.Even Lucknow station complex is managed byoverlapping groups of employees, keeping up withthe railway codes LKO and LJN, which earlierat least had the rationale of 'badi line' and 'chhotiline' behind them. Now it simply makes no senseto an outside analyst. However, it is almostincomprehensible to imagine the merger of theseoperations in the foreseeable future.

Nagpur: A second example of a lost opportunityis that of Nagpur area. Here, the network eastof the city was managed by the South EasternRailway and the network north and west of thecity managed by the Central Railway. Thereorganization provided an opportunity to mergethe operations in the Nagpur area under a singlemanagement. This would actually allow for moredecentralized control of other parts of the networkunder divisions headquartered in other parts.

Hyderabad: The issue is only slightly lessimportant in the Hyderabad area, where again,the metre gauge part of the network was managedunder the Hyderabad division and the broad gaugepart under Secunderabad division (leading to theanomaly that Hyderabad station itself wasentirely in Secunderabad division and theSecunderabad station was the only access that

Hyderabad division had). Here, too, with gaugeconversion, the division in the network hasbecome artificial and the divisional separationis no longer obvious. The saving grace is thatboth divisions at least belong to the same zone,South Central Railway. This makes prioritizationof resources and control slightly easier (comparedto the case of Lucknow and Nagpur).

Guwahati: A borderline case that is similar isthat of Guwahati area, where both the linescoming in from the west/north are managed byRangiya division and the main part of Guwahatiarea/yard, including the congested twin singlelines leading to the city plus the eastern linesare managed by Lumding division (also underNF Railway). From this point of view, a mergingof the areas surrounding Guwhati into onedivisional control would be preferable.

Mumbai, Kolkata, Delhi, Chennai: These issueshold to a far less extent for Bombay area control,because here, the two networks (Western andCentral) operate quite independently and the onlyinterface point in the region is that at VasaiRoad. The division between the networkscontrolled by the Howrah division and the Sealdahdivision are quite clearly demarcated by theoperations west and east of the Hooghly river.Delhi area and Chennai area are completelymanaged by a unified division each for some timenow, and in fact, the jurisdiction of Delhi divisionwas increased on the south side and once themetre gauge line from Jaipur was converted, ithas been taken over from Bikaner division.

Other areas: Pune area was actually broughtunder a single control in the 2003 reorganization.Khurda Road division is conveniently responsiblefor all movements in the Bhubaneswar-Cuttackarea, including Paradip port. Ahmedabad areahas also been largely brought under the controlof the new division there.

A summary of some major metro areas undermultiple control is given in Table for a look atthe extent of co-ordination required to managetraffic through these areas.

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Table : Jurisdiction (division and zone) of lines/sections and passenger terminals of someareas in the IR Network

Area Lines/sections Managed by Passenger Terminals Managed byLucknow Lucknow-Kanpur (LKO) Northern Lucknow (LKO) (LKO) Northern

Lucknow-Moradabad (LKO) Northern Lucknow (LJN) (LJN) North EastLucknow-Barabanki (LKO) Northern Aishbagh (LJN) North EastLucknow-Daliganj Malhaur (LJN) North EastLucknow-Sitapur (LJN) North EastBarabanki-Gondia (LJN) North EastBarabanki-Faizabad (LKO) NorthernLucknow-Sultanpur (LKO) NorthernLucknow-Rae Bareli (LKO) Northern

Nagpur Nagpur-Gondia (NGPS) South East Central Itwari (NGPS) South East CentralNagpur-Wardha (NGP) Central Nagpur (NGP) CentralNagpur-Itarsi (NGP) CentralItwari-NainpurItwari-Nagbhir (NGPS) South East Central

Hyderabad Hyderabad-Wadi (SC) South Central Hyderabad (SC) South CentralHyderabad-Secunderabad (SC) South Central Secunderabad (SC and HYB)

South CentralSecunderabad-Mudkhed (HYB) South Central Kacheguda (HYB) South CentralSecunderabad-Kurnool (HYB) South Central

Kolkata Suburban/main lines eastof the Hooghly (SDAH) Eastern Sealdah (SDAH) EasternSuburban/main lines westof the Hooghly and north/west of HWH (HWH) Eastern Howrah (HWH) EasternSuburban/main linestowards Kharagpur (KGP) South East Shalimar (KGP) South East

Kolkata (Chitpur) (SDAH) EasternMumbai Churchgate-Surat (BCT) Western Mumbai Central (BCT) Western

Mumbai CST-Pune (CSTM) Central Bandra Terminus (BCT) WesternMumbai CST-Nashik (CSTM) Central Mumbai CST (CSTM) CentralRoha-Ratnagiri (RN) Konkan Railway Dadar (CSTM) Central

Kurla Terminus (CSTM) CentralGuwahati Rangiya-Agthori (RNY) NF Guwahati (LMG) NF

Goalpara up to Kamakhya (RNY) NFKamakhya-Lumding (LMG) NF

Delhi All lines (DLI) Northern All terminals (DLI) NorthernChennai All lines (MAS) Southern All terminals (MAS) Southern

Some areas under different jurisdictions


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We emphasise that in a large network, it is notpossible to eliminate these issues of inter-divisional or inter-zonal co-ordination (in IRterminology), but we point to the area controldifficulties that could emerge.

To summarize, one would see in earlier timesthat major junctions and yards would be at theborder of different divisions, with those divisionsoften managing traffic right up to that point onone or more approach lines. It is apparent thatmajor delays are now seen just short of and atyards of the railways. Given that terminal, yardand junction infrastructure is now a bottleneckresource as compared to line resources, it wouldmake sense to manage those resources under oneauthority.

Operational issues affected by divisionaljurisdiction

Train control

The most obvious day to day impact of divisionalcontrol is in traffic control. This calls forprioritization of traffic between different streams,making use of different options of trafficmanagement and achieving targets in punctuality,freight interchange targets, including themovement of loaded and empty rakes.

Timetabling

Timetables for passenger services need to be co-ordinated for the following reasons. Multipleterminals in the same region and timings of trainsthrough common facilities (lines and terminals)are two of the major concerns. The situationis best illustrated by the sharing of facilities andtraffic at Lucknow between Northern and NorthEastern Railway. There are trains which utilizethe facilities of other zonal railways upto theterminal platform point, which is controlled byNorth Eastern Railway.

Crew planning and loco management

Planning of operational crew is affected bydivisional jurisdictions because of crew dutiesand the location of rest facilities and the natureof work which requires return to home base fromtime to time. Except for the high profile passengertrains which run to a more reliable schedule,zonal and divisional constraints do play a rolein the runs to which crew are allotted and wherecrew relief is provided. This may not play amajor part of costs, but is one critical issue thatis impacted by the divisional structure.

Commercial issues affected by divisionaljurisdiction

Freight loading and unloading

Where there are multiple terminals for unloadingand especially loading of freight, there wouldbe options which would be affected by thejurisdiction of divisions and zones, especially inthe way freight targets are counted. This is afactor in the marketing efforts at the divisionallevel and the zonal level, since they would havecontrol of and would be able to incentivizecustomers in their jurisdiction. Examples of thispotential conflict are at the intra-zonal level withChangsari in Rangiya division and New Guwahatiin Lumding division (both in NF railway), differentterminals in the Kolkata area belonging to Easternand South Eastern Railway.

Passenger terminals

The decision to start trains, provide halts andprovide for other facilities are also part ofdivisional planning. Kacheguda sta tion,Hyderabad station and Secunderabad station areall terminals on South Central Railway, with thefirst operated by Hyderabad division, the secondby Secunderabad and the last one by both.Mumbai has terminals on both railways andservices to common destinations (in the north

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and a few in the north east) are planned somewhatdisjointedly. Howrah, Sealdah, Kolkata (Chitpur)and Shalimar are passenger terminals in theKolkata area belonging to Eastern and SouthEastern Railway.

General management issues

Regional considerations

It is quite clear that regional considerations werequite important in the creation of new zonesand divisions. It was a condition that the HQof South Western Railway would be in Karnataka,irrespective of pure organizational considerations.The only debate was whether it would be inBangalore or in Hubli. Similarly, it was a demandthat the large part of the network in Assam servedby Alipurduar division would be redefined intoa new division in Assam, for which Rangiya wasselected. Interestingly, issues of language andregionalism have been overcome at the field levelover the years. One of the reasons is thatwhenever jurisdictions overlap, they are borderareas of states and regions which anyway havea multi-regional outlook perforce. The mainreason of course, is that Indian Railways in thatsense is truly a national organization, and peopledo work towards a larger goal, using linklanguages, standard operating procedures andshared values.

Hierarchy and management

The division in IR is the first unit where theoverall management as an entity is done underthe jurisdiction of a Divisional Railway Manager.There is a subsidiary post of a Chief Area Manager(but often called Officer on Duty), which performsthat role at times, in large divisions in the past(which may no longer even exist in the newstructure). The DRM (and his deputy) wouldbe the first general management position, acrosscadres, which assumes responsibility for all aspectsof railway working. This is therefore a significant

consideration in the way the management structureis designed and it should therefore, ideally, matchoperational effectiveness.

What the move has done is to create a bigexpansion of posts at the senior managementlevel, thereby providing for some advancementopportunities across all cadres. While this iswelcomed by most of the managerial cadre, itdoes diminish the responsibility of previously highprofile positions, which used to command a largershare of resource allocation and control.

Internal control of resources

Managerially, the more resources a unit controls,the more the prestige associated with it, apartfrom managerial perks, scope of work and spendpower. This has naturally led to turf wars betweendifferent units of the same organization. Twosmall, but significant resources controlled bydifferent divisions are quotas for passengerservices (both railway travel quotas and for farepaying public). This is a source of significantdiscretion and benefit to the concerned divisionand plays a large role internally in retaining someactivit ies at some ter minals and in somejurisdictions. The second is the control of internalresources including rest houses and vehiclesbecause of operations at a location. This toohas played a role in why zones have fought toretain control of areas.

Co-ordination and interfacing

The other big impact has been on control andco-ordination effort. This effort has actuallydecreased at the zonal level (with all railwaysexcept NF railway having to deal with fewerdivisions), but having to interface perhaps withone or two more neighbouring zones. But atthe railway board level, the co-ordination efforthas significantly increased, in dealing with 16instead of 9 zones.

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HR issues

Like any other central service cadre, records ofemployees are maintained at one or other regionallocation and at least initial service is in the parentrailway. Many of the newer zones do not havefacilities, including office set up, residences andequipment to operate all functions. In somefunctions, it is not clear if the zonal extent (3divisions, as in North Central Railway, or 3divisions in West Central Railway) is large enoughto justify ful l functional faci l i t ies for al ldepartments. As it is, some facilities like zonaltraining colleges, were not present even in allthe earlier 9 railway zones and were shared. Thiscould perhaps be true even for other functions,including some technical functions.

Conclusions

The main point being made in this article is thatapart from legacy considerations and currentpolitical and regional compulsions in definingzones and divisions, it is time to consider arationalization of jurisdictions based on unifiedcontrol of important areas, rather than segments

of the network. Apart from minimizing theduplication of resources in costly commercialareas, this would make for more streamlinedoperational management.

We conclude with a comment that the issue ofjurisdictions is valid at higher levels (zones) andeven at lower levels (like section based controlof traffic and track maintenance). Even thesecan be rationalized based on area oriented control,moving away from section-oriented control.

References

1) The Great Indian Rail Atlas, Samit Roy Choudhary,2005

2) IRFCA archiveshttp://irfca.org/faq/faq-history1.htmlhttp://irfca.org/faq/faq-history2.htmlhttp://irfca.org/faq/faq-history3.html

3) Railway notification of zones/divisions, 2003

4) N. Rangaraj and B. N. Vishnu, “Node capacity andterminal management on Indian Railways”, Vision 2025,Railway Staff College, Vadodara, 2002

5) R. Badri Narayan, New Zones: Externality Contractsand Decentralization, Unpublished manuscript, 2003

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Challenges ofglobalization -Corporatisation of IndianRailways

Prem Chandra 1. Challenges of globalization are opportunities formodernisation

Indian Railways(IR) is practically No.1 globally, fromstaff-strength point of view, hence it has globalreckoning. It must play its due role at global stage.It should lead large multinational companies includingother railway-systems of world; specially, in areasof HRD, industrial relations and use of appropriatesystems of working.

IR’s tremendous potential is getting eclipsed becauseof its huge monolithic structure. For bringing outtrue potential of IR, challenges of globalisationshould be taken as opportunities for change towardsmodernization. IR should change in exemplarymanner, duly taking Trade-Unions into confidence.Systems of management fol lowed by bigmultinational companies should be emulated. Mostlythese companies divide themselves in severalautonomous Corporate Units with fine systemof controls over them.

Shri Prem Chandra is IRSME Officer of 1977 batch.He i s present ly working as Senior Pro fessor(Management) at Railway Staff College, Vadodara, andis DRM designate of Raipur Division (SEC Railway).



2. Example of Telecom Sector in dealingwith challenges of globalization

Telecom Sector , at present is front-runneras far as challenges of globalization areconcerned. Modern systems of workingintroduced recently in this sector should befollowed by other big technology-savvyorganizations like IR. Broadly, at present,telecom sector in India is having a regulatorygovernmental Authority at top and severalcorporations have been siphoned out oferstwhile monolithic P & T Departmentof Govt. of India. Privatisation has alsobeen allowed in this sector to promotehealthy competition.

3. Corporatisation on Indian Railwayshistorically

IR began as several private Brit ishCompanies in a decentralized mannerhistorically, during 1850-1900. Later on,British Government took over control ofthose companies because no single privatecompany was big enough to run railwaysall over India and railways helped thegovernment to consolidate its grip over thiscountry. After their amalgamation, IR in itspresent form, has become a giganticmonolithic organization in terms ofmanpower, assets and performance.

After independence, several corporatestructures in the form of PSUs have beencreated within IR, such as RITES, IRCON,CONCOR, KRCL, IRCTC, DMRC etc. AllProduction Units, RDSO and ConstructionOrganisations also, more or less work asautonomous corporate bodies. Thuscorporatised working already exists on IR.

4. A distant future-scenario

In future , what is inevitable is increasedmechanization/IT applications, thereby

drastic reduction in manpower requirements.A distant future-scenario (say 2050) couldbe, that a single Control Room might becontroll ing movement of al l Goods/Passenger trains all over India. Most of thetrains might not be having any Guard andpossibly not even Driver. Most of theStations could be unmanned. Most of themaintenance work would be performed byRobots etc. Khallasies/Ministerial staffwould be practically non-existent. MoreKnowledge-Workers would be there but theirnumbers would be much less. In suchautomated working situation, totalmanpower requirement on entire IR wouldbe maximum 100,000.

5. Why Corporatisation is the onlysolution ?

Following are the ways for IR to move in directionof above mentioned future-scenario –

Status Quo - IR itself reducing its staff-strength and picking up al l requiredprofessional skills

Outsourcing – IR offloading most of itsactivities to private professional companies

Corporatisation

Problem with Status quo is that it isimpossible for IR to reduce its staff strengthitself to a level of 1 lakh, also it is extremelydifficult for staff of IR to become best ofprofessionals in diverse activities such asmaintenance, public relations, IT, financing,pollution control, logistics, hospitality,disaster management, tourism, health-careetc., under present system of working.

Problem with Outsourcing is that a nonrailway contractor/supplier will mostly havemotto of profit-maximization in short- termbecause of feeling of insecurity of not

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getting the next order after completion ofexisting contract-period .

Corporatisation is the only solution because likeCONCOR, a particular corporation of IR wouldbe able to specialize in a particular professionalactivity related to IR working. IR would be ableto effectively control such Corporation becauseit will be integral part of IR itself.

6. Models of corporatisation for IndianRailways

Following models of corporatisation are possible-

Model I - Corporatisation of IR as a whole witha regulatory transport authority under Govt. ofIndia

Model II - Corporatisation of Zonal Railwayswith Railway Board working under Govt. of India

Model III - Corporatisation of various BusinessUnits of IR in the pattern of CONCOR (forcontainer services), IRCTC (for catering andtourism ) etc.

Model I will be as recommended by RakeshMohan Committee Report (2001). This envisagesIR to be corporatised as a whole and it shouldwork on professional commercial business linesunder guidelines provided by a regulatoryauthority, working under Govt. of India, in thesame manner as TRAI (TelecommunicationRegulatory Authority of India). Railway Boardwould act like Board of Directors, consistingof professional directors selected from industryand government.

Model II would be a situation similar to whatexisted when separate company railways existedhistorically in India during very beginning (1850-1900).

Model III is based on success story of CONCOR.Several Corporations will be carved out of IRon professional lines. In addition to Corporations

like CONCOR, IRCTC, DMRC etc., there willbe several separate corporations looking aftervarious business areas of IR e.g. Parcel Service,Health Services ; various bulk-goods commoditieslike coal , petroleum, steel, cement , foodgrainsetc. separately ; Intercity Passengers at variouslocations, commuter services at various locations,refrigerated services , roll-on roll-off services fortrucks in various sections, packages for familiesof Leave-Travel-Concession(LTC) holders,pilgrimage services, workshops, Production Unitsand so on . Roughly 500 such Corporations couldbe easily created. Each such Corporation wouldwork under that Department of IR, which wouldjustify and propose it.

7. Evaluation of models

Evaluation of above mentioned Models ofcorporatisation of IR could be done on followingcriteria-

Acceptability to Govt. of India and toexisting officers/staff of IRFinancial gainsExtent of meeting challenges ofglobalisatiionExtent of difficulty in changing over to newway of working

Model I i.e. Rakesh Mohan Report got lukewarmacceptance by both Govt of India and presentIR administration because it doubted thecapabilities of existing top management of IR.Main point in this report was that just by somecosmetic changes at the top and just by magicword corporatisation , all problems of IR wouldvanish and IR will be totally transformed.Substantial financial gains were envisaged in thisreport. It was not convincing to anybody as tohow with al l of IR’s social burdens andcompulsions as an important arm of centralgovernment, such huge financial gains wouldmaterialize, just by corporatisation. Whether this

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Model would allow IR to meet challenges ofglobalisation , i.e. reducing its staff-strength toa level of 1 lakh, is also doubtful. Extent ofdifficulty for changeover to new system ofworking in case of Model I, is high because anychange-over from present departmental systemon IR , is difficult.

Model II historically would be a step in reversedirection in the evolution of IR. During presenttimes of globalisation, lot of cross-country andeven cross-continental transportation is takingplace. Hence zonal corporatisation will not bea step in correct direction.

Model III i.e. carving out Corporations in thesame manner as CONCOR, will be acceptable toboth Govt. of India as well as to IR personnelbecause options will be there for IR staff either toremain in IR or to join a particular Corporation.IR will remain an integral part of Govt. of India.IR management wil l not find it difficult toimplement because existing departmental systemof working would still be maintained. By focusedattention to a particular business area of IR in themanner of CONCOR, tremendous financial gainswould accrue to IR . This will enable IR to meetchallenges of globalisation in much better mannerbecause f irst ly, there would be a voluntar yreduction in staff-strength of IR; secondly, highestprofessionalism would develop due to focusedattention of an entire corporation in one particularbusiness area such as Parcel Service, Intercityservice between two major points , RO-ROService , Refrigerated Service etc.; and lastly, thecustomer of a particular service will get globallybest service by the specialized Corporation.Difficulty in changing over to Model III will notbe there because, there is already a good historyof corporatisation of this type on IR .

8. Modality of implementation of Model IIIon IR

Change over to Model III could be done in

following steps –

Railway Board should organize wide-rangingdiscussions with representatives of TradeUnions on the inevitable distant future-scenarioas described earlier. Everybody will realize thatcorporatisation is the only way out.

Identify Business Areas in IR, where presentmanner of service is resulting in lot ofdissatisfied customers and potential businessis getting lost by IR due to lack of focusedattention. Examples of such areas are –Parcel Service, Transportation of freshvegetables/fruits in refrigerated vehicles,Commuter services in several newly grownmetropolis, Intercity Services betweenseveral pairs of cities, Travel packages forLTC holders, Religious Tours, BusinessTours, Transportation of several bulk goodsseparately, Movement of goods both in/outof several ports in India etc.

Identify such Cost Centers on IR , wheretremendous cost savings are possible dueto focused professional attention , such asWorkshops , Production Units , ConstructionOrganizations , RDSO, Electrification etc.

Create a Directorate in Railway Board directlyunder CRB to facilitate widespreadcorporatisation on IR at all three levels i.e.Railway Board, Zonal Railways/ProductionUnits and Divisions/Workshops. ThisDirectorate would also expedite, control andmonitor overall process of corporatisationon IR.

Create separate Corporation for each of theseBusiness Areas and Cost Centers either asa PSU of IR as a whole or Zonal Railwayor Division/Workshop, depending on rangeof its operations.

Each department at Railway Board or ZonalRailway or Divisional level, should generate

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as many PSUs as found f inancial lyremunerative and these departments should,inter alia look after their functioning incomplete manner.

Existing staff of IR should be asked to givetheir options for joining such PSUs and theyshould be absorbed there easily duly testingtheir suitability.

IR would have majority share-holding ofthese PSUs. Balance shares could be allottedto State Governments , Private/PublicBusiness Companies , Financial Institutionsand Public-at-large.

Select Directors , Managers and otherProfessionals for these Corporations basedon practices followed in best globalcompanies.

Encourage privatization of certain servicesto generate healthy competition.

Allow these corporations to develop theirown ways of working based on groundrealities, with minimum interference fromIR administration.

Help officers/staff of IR to functioneffectively in these corporations by theirsuitable training/mentoring.

9. Conclusion

Corporatisation in terms of Model III as above,will help IR in meeting challenges of globalizationeffectively. Working of IR will get modernized/professionalized in all important business-areas.If each Corporation is having an average staff-strength of about 5000, then total employmentgenerated in roughly 500 such Corporations wouldbe 25 lakhs. The total revenues of IR includingearnings of these Corporations would be in therange of Rs. 200,000 crores . Thus everybodywould benefit, the customer, IR and India.

Important point during implementation of thistype of large-scale corporatisation on IR is thatIR as a whole including trade-union leaders, willhave to work for it. Tremendous benefits arepossible to all concerned. IR should move inthis direction in a natural slow& steady manner,like the way other corporations of IR like RITES,CONCOR etc. were created. Eventually thesecorporations would unleash untapped potentialof IR’s officers/staff. Creation of a Directoratein Railway Board for this purpose, wouldsystemize the process. This may also result inmajor similar changes in other Ministries underGovt. of India, resulting in tremendous gainsto our country.

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Corruption – Anobstacle in achievingorganizational goals

Uppuluri Krishna Murty 1. Definition:

Corruption is a complex phenomenon. Generallyspeaking, corruption involves concealed misuse of

one’s organizational position for private gain. The positioncould be a petty one or a powerful one. Simply put, thecorrupt employees take advantage of their offices to obtaina benefit for themselves or for someone close to them.

Drugs provide super turbo power to an athlete and propelhim to sprinting glory in the short run but they slowlyeat in to the very vitals of the same athlete and hastenhis end. The tragic case of Olympic Sprinter Ben Johnsonis a glaring example. Corrupt means, with reference toan individual or an organization, have same destructivepotential.

2. Public sector Undertakings (PSUs) – CorporateReputation:

Corporations that are publicly owned and among them,more particularly, those that are in the business of deliveringservices consumed by the masses (in sectors such as powerdistribution, public transport, mass education, health care,among others) do not seem to enjoy good reputation fortransparency and corruption free services for a varietyof reasons. One reason is that the demand is far ahead

Sri Uppuluri Krishna Murty is 1986 batch IRTS officer.He is presently CFTM of South Western Railway,Hubli. Sri Krishna Murty has to his credit more than80 published articles and a book on financial appraisalof transportation projects.



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of supply and the infrastructure seems to be justgiving up. This situation while encouraging thefraudsters to make the most in the favourableclimate compels the sufferers to remain silentwitnesses. Most of these corporations are workingin a near monopoly market. For example the publicand the railwaymen generally believe thatcorruption is wide spread in Indian Railways andis encompassing all kinds of activities such asbuying, selling, and employment, which involveexternal agencies; and transfers, allotment ofhouses, leave, medical leave, promotions, amongothers, which are purely internal matters involvingRailway Officers and Staffs.

At the macro level, it is widely believed thatin PSUs –

1. Tenders are awarded based on kickbacksrather than on merit.

2. Products and services are sold at highlybloated prices because of costs distortedby operational inefficiencies and corruption.

3. The managers do not mind compromisingon the quality of the products and servicesoffered.

4. These organizations buy low quality productsand inputs from wrong vendors unmindfulof the consequences, often purely based onthe selfish motives of the managers.

5. Bureaucrats do not mind creating wastefulwhite elephants at great cost to the society,if it suits them.

6. And jobs can be easily purchased off theshelves of recruitment boards, which, notsurprisingly, seem to be staffed with obligingpeople!

It is true that most of the managerial elites whoare spearheading various functions in theseorganizations are not corrupt. But corporate

reputation is the sum total of the assessmentof an organization by various stakeholders andthe markets. Corporate reputation is built overa time period. Braodly speaking, it is a rankingassigned on the desirability index. Needless toadd, an organization that either uses corrupttechniques to advance its plans or even passivelyignores the wrong doings of its personnel ona large scale would tumble down in this rankinginspite of the best efforts of its PR Personnel.The damages to the reputation of an organizationcan not be undone easily or quickly. But thesituation is not all that gloomy. There are decentbureaucrats also. But in a developing countryplagued by corruption, people have bitterexperiences and therefore refuse to believe thegood work being done by the silent majority.One of the reasons for this is lack of transparency,which allows fertile imagination to play havocwith the system.

3. The size of the problem:

Corporate managers play a pivotal role in goodgovernance and the managers from the IndianRailways are no exception to this. Managers ofhuge organizations such as the ONGC, IOCL,Indian Railways, among others, control giganticassets. The annual budgets of these organizationsare bigger than the budgets of several sovereigncountries. Transparency in such organizations isof vital importance. A variety of stake holderssuch as the investors, the buyers, the sellers,the employees (On the strength of its employeepopulation alone, Indian Railways is much biggerthan many countries!), and the job market, amongothers would be concerned about the levels oftransparency and corruption in such organizations.

4. Scope of this article:

Corruption and its impact on organizational healthare not widely discussed in the managementliterature. Corruption is generally seen as a deviant


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behavior of errant individuals rather than as aninstitutionalized phenomenon that could killorganizations.

This article follows the Macro approach as againstthe Micro approach. Further, it discusses thesubject from the stand point of the topmanagement. The focus is rather on theOrganizational Dynamics and not on isolated fieldlevel incidents.

This article discusses the effect that corruptionhas on the health and functioning of anorganization and brings out how corruptionbecomes a major, almost insurmountable, hurdlefor the organization in its march towards corporatemission and goals.

This piece does not address the issue ofcombating corruption in great detail as the sameis beyond the scope of this article.

5. Corruption and the Railway men:

In t imes of economic boom whether anorganization invests its funds wisely or not, eachand every investment would get some returns.The favorable markets help in camoflaging themalafide intentions of the corrupt, whether theyare managers controlling investment decisions ormanagers from the areas of purchasing, selling,staffing and a variety of other corporate functions.

Well known consultants, Meckinsey & Companyhave recently said that Railways is a sunriseindustry in India. According to them Indianrailways are a truly great institution, a globalgiant that operates profitably, effectively, and withrelatively little government support.

Precisely because of this pedigree and thephenomenal growth being experienced currentlyby Indian Railways there is a ‘feel great feeling’all around and hence there is a danger thatRailwaymen may make fun of the threat posedby corruption. Railwaymen may dismiss a debate

on corruption as a trivial academic exercise thatis marginal to the main stream activities of IndianRailways and trade mark style of Railwaymen!

Indian railways are being called up to operatein more competitive and better informed marketsof the 21st century. The current universal emphaseson good governance and right to informationstrongly support the need for the creation oftransparent, clean, and quality organizationalenvironment. While there could be some, probablyvalid, views that corruption by itself does notlead to either poor administration of organizationsor losses for the enterprise concerned, there isno doubt that we have to eradicate corruptionto unveil an era of sustainable growth anddevelopment for Indian Railways and ensure topof the line services for our customers.

6. The anatomy of corruption:

A. The Actors:

Persons with corrupt motives, not surprisingly,make great efforts to grab identified slots in selectorganizations where they are sure that they canpractice their art. The corrupt are experts in seizingthe high ground or vantage points in organizationswhere the management is not vigilant enough.

Collective corruption or networks of corruptpersons seem to be posing far more serious threatsto organizations when compared to single daredevil individuals involved in hit and run corruptpractices. While the latter are often highly visiblethe former seem to evade detection because oftheir clout, forward and backward linkages, andmore shockingly some kind of general acceptanceand strange societal passiveness, or rather,tolerance.

B. The ambience:

When the employee morals and organizations’transparency levels are simultaneously low andthe anti corruption apparatus of an organization


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is weak we have a fertile ground for corruption.In such settings employees are more likely toact whimsically, unjustly, and disloyally, withsupreme nonchalance abetted by the confidencedrawn from the permissive atmosphere.

C. Networking:

Networking essentially builds on exchanges offavors among powerful persons occupying keyand mutually dependent positions. It is an abilitythat is often listed among prized attributes ofbusiness executives. When you strip thephenomenon ‘networking’ to the barest minimumwe find that it stands for ‘I scratch your backand you scratch mine’!

It is seen that on such platforms as Golf Clubsstrong networks involving corporate personneland officials from Government Departments formand such networks often spread quickly andexpand their reach. The executives involved getaddicted to these networks and they fail in playingtheir official roles either efficiently or with loyaltyand dedication. For example it was widely reportedthat Government Executives were banned fromplaying Golf in South East Asian Countries duringthe late nineties after it was found that excessiveinvolvement in Golf has created lethargy,corruption and counterproductive tendenciesamong Government employees.

With Government Officers in India shedding theirtime tested conservative life style and involving,of late, more in networking, which is nothingbut aping the corporate executive life style, therisk of corruption further spreading in theGovernment Services is increasing rapidly.

D. Corruption – various avatars!

Corruption often involves financial gains for theperpetrators but even non-monetary benefits, ascould be seen from the most recent global culturaltrends, are some times the prime motivators forcorrupt behavior. Hunger for absolute power, forexample, is one such motivator. Corruption is

a deviant criminal behavior that largely worksagainst the organization. Not surprisingly, thereare organizations which use corruption as aninstrument to achieve their goals. We read somuch news about international arms dealers andaircraft sellers that these things are not strangefor us. Bribery, extortion, influence peddling,embezzlement, misappropriation, self dealings,illegal price agreements, theft, insider dealings,opportunism, nepotism, and fraud are all actsassociated with corruption.

E. Newer Strains of corruption:

While this is so, newer strains of corruption (ala drug resistant viruses!) that are moresophisticated are emerging in the corporate worldin tune with the rapidly changing businessprocesses built on complex and continuouslyevolving and awe inspiring technologies.

F. The socio political back ground of thecountry:

In a country such as India that has a fragmentedpopulation divided on caste, color, religion, region,education, one’s rank in the organization, anda variety of other factors, favoritism and nepotismare making inroads in to the vitals of all mostal l organizations, with the Public SectorOrganizations such as the Indian Railwaysemerging specially vulnerable.

G. Permissive work culture:

Today in highly permissive organizations evendownright and outrageously corrupt practices areunfortunately crowned as legit imatedevelopmental initiatives and are being rewarded.This is unfortunate as the corrupt can deliversome results, though spectacular, only in the shortrun and ultimately their activities invariablydestroy the institution.

We are sure with changing times the scenariowould change for the better.


H. The psychology of the corrupt:

The corrupt are often thorough with the rules,regulations, and business processes of not onlytheir function or department but also, notsurprisingly, of the entire organization. Thecorrupt often emerge as very popular employeesand have the support of the peer groups. Theyare highly motivated with above average energylevels. The corrupt are often highly successfulbecause they engineer entire projects keeping theirself-interests at the kernel. Often projects areconceptualized and designed to meet the specificgoals of the evildoers. What is sad is that thesedepartments which are expected to screen theprojects of the executives some times comeforward and guide the executives in writing theright proposals. What a travesty of justice!

I. Formal vs. Informal Organizations:

In any organization as against the formal hierarchystructure and the communication channels thereis a shadow organization working at cross-purposes. Corruption is an undercurrent and isa part of the informal organization. Corruptionis not often sustained merely as isolated hit andrun actions of stray individuals. It is, contraryto popular belief, a team work of many like-minded persons. A corrupt team is likely to bemore successful than a stray deviant individual.The corrupt execute the projects flawlessly.Because corrupt managers take decisions againstthe rules and procedures of the organization,the contracts between the agencies involved incorrupt deals are always unwritten and vulnerable.

J. Corporate Culture:

Corporate culture of an organization plays acrucial role in this context. It sets the moraltone for an organization. Corporate culture isdefined here as the statements, visions, customs,slogans, values, role models and social ritualsthat are unique to an organization and that define

the identity of the organization and its standvis-à-vis corruption in general and the corruptin particular. Organizations should have detailedprocedures for disseminating their anti-corruptionstatements to employees of all ranks and areas.An effective architecture for resisting illicitconduct necessitates a multifaceted anti-corruption effort that promotes a culture withinthe entire organization that is known forsupporting integrity and honesty.

7. Corruption and Associated Business Risks:

Corrupt practices of the employees expose theorganization they work for to a variety of dangers.Some of the dangers are as under:

A. Corruption and Organizational Goals:

To put it mildly, the impact of corruption onan organization’s long term health and goals canbe quite devastating.

Corrupt practices increase the risks and coststo businesses the organization is engaged in;

Corruption undermines the formal authoritystructure of an organization and weakensand erodes the legitimate actions of itsmanagement;

An organization led by corrupt managementfails to attract clean business associates –both buyers and sellers stay away;

The reputation that an organization is deeplycorrupt could damage investor confidence.At a t ime when the Public SectorUndertakings such as the Indian Railwaysare looking at public – private partnershipsand joint ventures for attracting Capital, theyhave to be all the more careful regardingtheir image;

Image is a reality and in today’s businessworld if the market were to perceive anorganization as inherently corrupt such a

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stereotype often discourages prospectiveemployees, who seem to enjoy, fortunately,with the economy opening up, manyalternative choices. It is altogether a differentmatter that, paradoxically, Indian job seekersseek jobs with ‘other income’, and, therefore,Government jobs, including jobs in IndianRailways, probably, command hugepremiums in our job market.

An organization whose rank and file iscorrupt can not aspire to grow;

Eventually, decisions emanating fromcor rupt personnel can distor t theorganization’s allocation of resources bothhuman and other, undermine its legitimatebusiness practices, business plans andpolicies, and even lead to bankruptcy.

B. Financial Losses to organizations:

Within the Indian Railways there are provisionsto recover some of the supposed losses to theorganization from the wrong doers in case fraudsare detected and the responsibility is finally fixed.At best these provisions cover petty corruptioncases only.

Corruption escalates costs and reduces efficiency.When an organization allows corruption to exist,wittingly or unwittingly, the business goals ofthe organization are at great risk and there isno provision to even insure against such risks.

C. Time and cost over runs:

Within the Indian Railway system there is nosystematic documentation of the losses sufferedby the organization on account of the delaysto projects engendered by the corrupt intentions.However when a fraud is detected finally boththe individual and the organization will sufferpunishments. The disciplinarily proceedings oftensometimes quarantine the project without regardfor the investments already made and the likely

revenue streams. When it is found that anorganization is taking the corrupt route to geta job done judiciary or the arbitrators may takea serious view of the entire case and punishmentscould be severe. Such an eventuality could hardlybe called a solution to the problem as the companyor organization could have suffered fatal lossesin the bargain. Thus the impact of punishmentson an organization could be very serious. Theprojects taken up by the organization becomeunwitting victims of this game and there wouldbe cost and time over runs for all the partiesinvolved – including the honest and the dishonestpartners.

The cases of this genre that come to publicknowledge are for example –

Recruitment related frauds in RailwayRecruitment Boards. There was a recent caseof 1500000 candidates applying for the 3000(500 applicants per one job!) openings inGroup D category on a zonal railway. TheRRB concerned could not finalize theselections even after 5 years because of thealleged leakage of question papers and otherproblems.

Delays in projects because of discharge oftenders.

D. Loss of competent Managerial Personnel:

Corrupt activities cannot be done in isolationby a few; however high or mighty the perpetratorsare in the hierarchy of the organization. Oftenmany people would be involved in the processand some of the actors may not even know whothe others are. In case of detection of the fraudsnot only the perpetrators but also several otherpersonnel who are connected with the processat one stage or other are often isolated and actionwould be initiated against all of them. The primemovers are often people with extraordinarycreativity. They are masters of the rulebook and

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are particularly well versed in delaying theinvestigations. Because of the positions of powerthat the corrupt are currently occupying or likelyto occupy in the future or because of the informalnetwork, of which they are key members, theymanage to escape and the innocent get caught.

The inability of the organizations to take to taskthe corrupt does not end in merely the dishonestescaping the net. This weakness demotivates thehonest and the straightforward staff.

E. Corruption de-motivates dedicated andhonest manpower:

In Indian Railways we often come across manysenior managers citing their experience with onevigilance enquiry or the other as the main causefor the dampening their spirit of adventure. Thisloss of motivation is a cost for the organization.Of late, the management, which any way haslittle time at its disposal being very busy, isconstrained at times to tolerate an official corruptto an “acceptable” extent but efficient; who somehow delivers by skillfully navigating the complexweb of rules and procedures, which are thecreation of Indian Railways themselves, in thefirst place. This dependence actually is purelyfor getting results.

Dependence on them is not the solution butsimplification of rules is. Prevalence of corruptionreduces productivity, increases costs and hits thereputation of the organization hard. Inorganizations where the corrupt thrive the honestlot will be compelled to lead an apologetic lifeand get de-motivated.

F. Other Costs to Business:

(i) Organizations and dynamism:

The market segments to whom an organizationsells and the sellers from whom an organizationsources its requirements have wide choicesbecause of increasing competition and access toinformation. In a competitive environment,organizations’ growth and profitability depend on

its dynamic capabilities such as research anddevelopment (R & D) efforts, continuousinnovation, training and development ofemployees, and creative corporate culture, amongothers. In the short run corrupt means seem tobe more effective than these time-tested tools.These organizational attributes cannot be expectedto develop in a culture where corruption thrives.Instead, corruption will disturb the alignment ofthe resources of the organization towards thelong-term organizational goals.

(ii) Do it some how culture:

Hard pressed senior personnel often push theirjuniors too hard for quick results and such harriedstaffers resort to “do it some how” methods.Corrupt practices are seen as a short cut tosuccess. This is not unique to the PSUs in India.This is a global phenomenon. There areorganizations that ignore corruption or indirectlyencourage the corrupt employees to some howclinch business deals through corrupt means. Herethe organization perceives corrupt acts as asubstitute for innovation and technological,interpersonal, marketing, and organizational skills.

We often see many of the customers orcontractors of PSUs expecting bribery to be aquicker, and perhaps more effective, strategicinstrument by which they wish to accomplishtheir organizational goals while dealing with theManagers. This is a sad state of affairs.

It is difficult to imagine that an organization whosemanagers and employees have lost the sense ofrightness and pride could still earn long-termprofits on a continuing basis.

(iii) Affect on Long term planning and thegrowth of an organization:

Petty corruption is rampant at the public interfacearea where the personnel take advantage of thedemand supply gaps to pocket quick bucks. Thecorruption that pervades the public interface staffof the Indian Railways is an example for thiscategory.

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While petty corruption does considerable damageto the reputation of an organization, often thedamage is disproportionately large when comparedto the extent or scale of money involved. Systemiccorruption is far more institutionalized and itthrives because of the procedures, delays, andthe shortcomings of an organization. The enduser does not experience the latter type ofcorruption directly. However it is costlier in thelong term for any organization.

(iv) Corruption - a handicap:

Large Public Sector Undertakings such as theIndian Railways are able to show a healthy growthin top and the bottom lines more because of themonopoly status and the demand surging aheadof supply. In the rapidly evolving market it wouldbe difficult for even the bigger players to coverup the competitive disadvantages inherited by thecorrupt management of an organization. In thecoming years when an organization is involvedin corruption and bribery, other organizations willperceive that organization as unreliable and arelikely to avoid conducting business with it.Dishonesty and lack of reliability thus destroyrather than stimulate business prospects.Corruption would thus emerge as a big handicapfor organizations that are planning to expand.

8 The existing structural weaknesses inanti corruption machinery:

In large organizations such as the Indian Railwaysgenerally the internal audit and the vigilancedepartments are expected to detect frauds andtake up with the erring persons. Unfortunatelythese departments have limited powers and reach.They are often staffed with personnel drawn frominside the organization and such staff and officershave to come back to the executive stream aftera short stint in these branches. They find the

responsibility of combating corruption too muchto take on.

Conclusion:

Corrupt officials use the platform provided bythe employer for personal gain. Corrupt practicesincrease the cost of operations . Corrupt practices,under no stretch of imagination, can replaceinnovation and hard work. There are someorganizations which deploy corrupt techniquesfor reaching their goals. In the final analysis, whilethe corrupt managers deliver some results in theshort run, they can only contribute to the downfall of their organization.

Corrupt organizations can not expect to win thepatronage of any stakeholders, be it investors,prospective employees, share holders, buyers,sellers, among others. With out the support ofthese elements no organization can dream ofachieving its goals.

Corruption should be nipped in the bud. Themanagement should not compromise when it isconfronted with the problem of tackling thecorrupt. The bottom line reads - managementalone is responsible for creating an ethicalenvironment for the people to work.

In conclusion, we can say that corruption isdefinitely a great threat to the long term healthand corporate goals of an organization.Fortunately we are witnessing a change for thebetter. The most refreshing things that a businessmanager often comes to hear of late are GoodCorporate Governance and the Citizen’s right toinformation, bestowed recently through theintroduction of Right to Information Act (RTIAct). These are the solid pillars on which thecorporate world is coming to stand upright andprosper in the years to come.

*****


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Project Report

Working of SuburbanSection with overagedInfrastructure of SealdahDivisionExperiences & Innovations

S.N. PandaM.K. AgrawalRajesh PrasadN.K. Siddiqui

Jaya S. Chauhan

Synopsis

East Bengal Railway was formed on 1.7.84 and Sealdahdivision became the part of E. Railway on 14.4.1952

after the organization. The division caters mostly suburban trafficof approximately 700 trains per day. The division is havingproblems of encroachments, trespassing , poor drainage, heavypressure of running of suburban traffic etc. The division hasbeen neglected for a quite long time resulting in increase of numberof rail fractures, derailments, imposition of Temporary SpeedRestrictions etc. After inception of SRSF a lot of works wererequired to be undertaken. In this paper, experiences and,innovations done for improving the division have been highlighted.

1.0. Introduction of Sealdah division.

The Railway network under the jurisdiction of SealdahDivision earlier formed the Western part of East BengalRailway. Then East Bengal Railway was formed afterthe State acquired the lines owned by the Eastern BengalGuarantee Railway on 1st July 1884 and amalgamated withthe North Bengal State and South Eastern Railways. On 1st

"Abhivyakti" publishes selected project reportspresented by both AMP & MDP participants atRailway Staff College.

This project report was presented by the followingteam of participants in AMP 02/05 course :

S.N.Panda, Dy.CMM/C/MalegaonM.K.Agrawal, Sr.DME/O&F/LucknowRajesh Prasad,Sr.DEN/Coordination/SealdahN.K.Siddique, DEO/Bangladesh RailwayJaya S.Chauhan, CSC/RPF/N.E.Railway



July 1942 Assam Bengal Railway and Eastern BengalRailway were amalgamated to form Bengal AssamRailway system which was divided according to thepolitical boundaries and Sealdah Division becamea part of Eastern Railway on 14.4.1952 afterreorganization.

1.1. Boundary of the DivisionServing six major Districts of the State, thisDivision covers the geographical Land massbetween river Hooghly on the west, Bangladeshon the north and the Eastern side and theSunderbans flanks. Kolkata is the Central BusinessDistrict of West Bengal and the flow of passengertraffic is basically centralized towards Kolkata.The Sealdah Terminal is more or less situatedin the centre of Kolkata and thus Sealdah Stationitself plays most vital role in management ofsuburban traffic. Another terminal at Chitpur issanctioned and is in advanced stage of completion.

1.2. Important Places

Kolkata, Barrackpore, Diamond Harbour,Dakshineswar, Bally, Krishnanagar City, NabadwipGhat, Murshidabad, Plassey, Shantipur etc. attractvisitors in a large number throughout the yeardue to their historical and ritual background.

1.3. Other details of the DivisionThe Sealdah terminal has two sub-terminals viz.Main/North corridor and South corridor. The maincorridor is further divided into three spurs – onefrom Dum Dum Jn. towards Dankuni (HowrahDivision), second towards Naihati – Bandel(Howrah Division) – Ranaghat – Gede, Ranaghat–Shantipur, Ranaghat – Bangaon, Kalyani –Kalyani Simanta, Shantipur – Krishnanagar City– Nabadwip Ghat (NG), Krishnanagar – Lalgolaand third towards Bangaon – Barasat – Hasnabad.In South Budge Budge line takes off fromBallygunge station. Canning section starts from

Sonarpur, Lakshmikantapur – Nischindipur andDiamond Harbour branches takes off fromBaruipur. The narrow Gauge section is Shantipur– Krishnanagar City – Nabadwip Ghat. Thereis linking between Main/North section and Southsection via Kankurgachhi – Ballygunge chord line.Dum Dum Jn. also plays an important role ofa terminal where Metro and Circular railwayterminates ex. Tollygunge and Princep Ghatrespectively. This Division also serves BangladeshRailway Traffic via Gede and Petrapole.

Photograph of Sealdah Station 75 years back &now given here show metamorphic changes thathave taken place.

(75 years back)

(as of now)

1.4 Peculiar problem of the division is heavypressure of running suburban trains (700in number) on tracks having nil cushionsof ballast and on 90 R rails and CST/9pots. The corridor blocks have been provided

Project Report

during night only. The problems are further compounded with 1400 of vacancies gangmen.The vacancy problem was further aggravated because of poor literacy of gangmen as of now.The typical track structures as on 1.4.02 and 1.4.05 are as under:

1.5. Progress of CTR(P), TRR(P), TSR(P), Deep screening, Permanent speed restriction, removalof LWR conversion are as under:


Project Report

Progress in last 3.5 yearsCTR(P) 284 kmsFSLO 242 nos.PQRS 172 kmsPSR removal 19 nos.Deepscreening 303 kms

LWR 302 kms

Nearly 200 crores of Rs. have been spent in last 3 ½ years by the division. Similarly more than13 crores have been spent on the Passenger Amenity items. Facts and figures about the expenditureare as under

Over a period of time a lot of T.S.R.s have also been reduced as per the following:


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2 .0. Infrastructure required and to be developed - in order to meet the requirement, it wasnecessary to develop the proper infrastructure for monitoring and execution of the works. Thefollowing infrastructures developed by the division need to be highlighted.

Engineering Control(100% computerized)

Engineering Computer Cell (having all modern techniques facilities).

3.0. Experience and innovation.3.1. PQRS portal base:

3.1.1 General Introduction:

In view of heavy track structure to caterthe requirement of heavy axle loadsmechanized renewal has almost becomea necess i ty. T his i s more so whenavailability of block is only during nightand speedy renewal is required due to wornout track structure of Sealdah division.Due to this, mechnised track renewal byPQRS during night hours without powerblock and by using contractor’s portalat base in Sealdah Division has beenadopted and in spite of many constraintslike availability of limited block period,non availability of sufficient no. of BFR’s,availing blocks only during night hoursand other difficulties relating to operating

department, maximum progress of 10.10Km. in Dec ’04 achieved. The rationalebehind using contractor’s portals at basewill be explained later in the paper.

3.1.2 PQRS Base:

PQRS base is a place where the panels arefabricated and load of prefabricated panelsis formed and taken to the site for layingat site. PQRS base was made at Ranaghatbecause of many factors such as availabilityof suitable space near rai lway l ines,existence of big yard like CRE yard andfuelling point, availability of local powerfor shunting and for other purposes and soon. Availability of local pilot and non-interference of yard movement was of greathelp as the base depot is appropriately 2.0km. for main station. The layout of RHAbase is given on below :


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The salient features of Base are as follows :-

There are altogether 4 lines out of which twolines are having AT lines. All the activitiesof fabrication and dismantling are carried outon these two lines only.

Line No. (1) is used for stabling of PQRSrake and shunting purpose occasionally. Thisline is also used for loading the scrap or releasedmaterials.

Line no. 4 is exclusively used for loading ofscrap and released materials.

At a time 10,000 sleepers can be stacked inthe base.

If blocks for PQRS work are taken on alternateday, the base can fabricate and dismantle 60panels per day without any difficulties.

For all the activities at base, contractor’sportals were unavoidable and used withoutmuch of problems.

3.1.3 Why Contractor’s Portal at Base ?Contractor had deployed his own two portalsat PQRS base. These portals were very sturdy

and less immune to break downs. These werevery effective too.The Portal was very innovative in design tohandle higher loads with very low fuelconsumption of around 3-4 liters/hour.(i) Benefits of using Contractor’s Portals at

Base:As per agreement payment made withthe Contractor for fabrication of one paneland loading it into BFR having a lengthof 12.60 m. (Panels used in the divisionused to be 12.6 to 13.02 m).

a. Unloading of PSC sleepers – 7.50x21 = Rs. 157.5.

b. Spreading of PSC sleeper – 7.00x21 = Rs. 147.0c. Linking of PSC sleeper – 12.6x24.50 = Rs. 308.7

d. Loading of panels into BFR – 12.6x20.50 = Rs. 258.3

Total Rs. 871.50 per panel

So total cost of fabrication, handling and loadingof one panel is Rs. 871.50.The rate was furtherreduced by 15% in subsequent contracts.

If we use departmental portals, cost per panelwould be approximately the double i.e. Rs. 1700/


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- per panel as per the following calculations.

Average cost of maintaining 2 portals per months.= Rs. 2,10,830 x 2 (approx)= Rs. 4,21,660/-

Cost of 15 labourers = 15 x 100 x 30.Total cost = 421660 + 90000

Rs. 5,11,660/-Average no. of panels per month = 342So cost per panel

= Rs. 5,11,660/342= Rs. 1496.08 per panel.

If we add the cost of repairs of the aged portalM/C, overtime allowance of staff, depreciationcost of machine, reduction of the staff efficiency,the cost would be morethan Rs.1700 per panelsbesides poor reliability.

(ii) Features of the Indigenous (Local) PortalGantry machines are as per the followings:

Maximum speed = 40 KmphMoving Dimension ofmachine = 21’ X 13’Capacity = 15 T (minimum)Engine = S – Model Engine of

TataLighting arrangement = 4 higher power lamps

are fitted to workduring night.

Fuel consumption = 2.0 – 2.5 Lts of HSDoil /hour during slowmotion mode and it cango up to 3.0 to 4.0 Ltsduring working mode.

Members of portal can be dismantled andtransported by road. It does not need any BFRfor it’s movement.Easier to fabricate and erect portals.Cost = Rs. 2.5 to 4.0 Lakh

depending upon howold Engine has beenused.

(i) Kinds of Portals: There are two types of portals Hydraulically and Mechanically operated.Both have been found satisfactory.

Portals of the following manufacturers have been tried and performance has been satisfactory.

M/s. Hydromech 62 G.T.Road, Megasol.

M/s. Guru Govind Engineering Works.Fazal Ganj, Kanpur.


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3.1.4Night working

Working during night corridors.

The corridor blocks provided in various sectionsplanned for renewal are during night e.g.

RHA – GDX section – 4 hrs. (00.00 to4.00 hrs.).KLNP – STB section – 3 hrs. (02.15 to05.15 hrs.).

So it was necessary to provide adequate lightingover the whole stretch where blocks used to beplanned. 2 Diesel driven generators with one no.of stand by are placed centrally having capacityof 5.0 to 7.5 KVA with tube lights placed atan interval of 20 m. The provision of adequatelight used to be a part of theagreement and no extra moneyused to be paid to thecontractor.

The biggest disadvantage of oldCST-9 track is falling of potsduring renewal of PQRS, whichcould endanger a safety of menworking at site. To eliminate thisproblem it was necessary toprovide adequate fittings to theCST-9 besides providingadequate lighting arrangementsat the renewal site.


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3.1.5Working with or without power block.

KNJ – LGL section is non – electrified sectionso power block was not required but in othersection due to requirement of power block, goodamount of margin used to be wasted besidesaffecting the adjoining sections.

As such PQRS work without power block becamethe requirement. All bonds, discharge rods,weretransported, carried, connected anddisconnected by Engg. staff as per directive ofTRD supervisor/skilled staff. The details ofbonding diagrams is as follows :

PQRS working zone is ABCD.

Bonding diagram of PQRS working without power block.


Bonds 1,2,3,4,5 and 6 are to be connectedbefore opening rail at ABCD.Bonds 7,8,9,10 are to be connected beforeputting the portal on auxiliary track.Bonds 13,14 are to be connected by Engg.staff for earthing PQRS portal with auxiliarytrack before lifting the portal from BFR andreloading on BFR.Bonds 11 and 12 are to be connected, ifthe beat of PQRS is more than 300 m.

In this connection joint guide lines of Engineeringand Electrical (TRD) were issued by CE andCEE vide letter no. W 520/2/3/12/Pt. 8 dt.9.02.90. The instructions were having followingrestrictions.

Confined to day light only.

To be avoided when in inclement weatheri.e rains, fog etc.

High humidity to be avoided.

Not applicable to under over-line structuressuch as FOB, ROB, flyover, etc.

But few traffic blocks without power blocks weretaken during night hours having above restrictionsand while it is confirmed that with sufficientprecautions it can be done, it is not recommended.

3.1.6Planning & quality control management.

Planning before block.

Since renewal in RHA – GXD, KLNP– STB, KNJ – LGL line, was from CST– 9 track to concrete sleeper track specialcare was to be taken before actuallyavailing the block.

Sufficient AT were made in advance,proper care were taken to provide CST– 9 plates at every 2 m for AT.

Where-ever LC gates or bridges were tobe met during block, Ramp (1 in 1000)

was made by excavating the ballast beneaththe track, so that during actual workingextra time would not get consumed inproviding ramp out at the end of the work.

At the beginning of the track 50% of renewedtrack in ramped portion is lifted by the portalthen the work used to be started in old track.

The ballast from the pockets of CST – 9plates used to be cleaned to avoidunnecessary transportation of ballast to thebase.

AT used to be laid over the bridges also(upto a span of 20’) with rail clusters.

(i) PQRS work during block.

a. Since PQRS work was also done withoutpower blocks special precautions were tobe taken.

b. Proper earthing and bonding were ensuredas per Joint circulars issued by CE & CEE.But on isolated days having rainy nights orovercast whether we thought it fit to availpower blocks.

c. The track had concrete sleepers interlacedat few locations. While lifting the existingpanels, the pandrols were opened so thatconcrete sleepers are left at their positionand removed from track before laying newpanels.

d. Wooden sleepers interlaced were also

Project Report

released in the same way but these woodensleepers were kept in the next tray to becarried to the base.

e. Since the RHA – GXD is a double line track,Mechanical hooter with a man was providedat the site. The hooter was placed at least600 m from the actual spot of work so thatafter seeing an approaching train , the mancould blow the hooters and the men at workcould be alerted. Apart from hooter onemoveable whistle board with luminous paintwas also provided on the other track in thedirection of approaching train.

f. At the end of the work, site in-charge ensuredtrack parameters within limit & recordedG & XL and centified the track parametersin a register regarding safety of the trackand then block was cancelled.

g. Two cylinders of gas (one of DA & otherof oxygen) were always kept ready at thesite with a cutting torch for use in caseof emergency.

h. Released rails after rail renewal on next dayof the block were trolleyed and kept in theconverted panel tray so that they could

directly be brought to base with the releasedpanels.

(ii) Advance planning.

a. Existing fitting surveys were carried out withthe contractor for proper accountal ofreleased materials and avoid disputes withcontractor regarding returns of releasedmaterials.

b. Initial L – section were taken and proposedlevel were also marked on each mast andother permanent structures.

c. LWR plans were prepared and got approved.

d. Sufficient quantity of ballast were ensuredto be available during PQRS work.

e. Deep screening was planned after PQRSmanually and at certain location by BCM.

3.2 Improvement of diamonds andinnovation of rubber pad for Fanshapedlayout.

3.2.1 Sealdah division is having more than 56diamond crossings and renewal is taking timefor want of supply of materials. Twodiamonds have been replaced with concretesleepers in DDJ yard.

Due to increase in number of speed restrictions and non-availability of wooden sleepers the divisionhas developed a special kind of arrangement for maintaining the diamond crossing for track circuitedas well as non-track circuited area. For the track circuited area steel casing of the old points


Project Report

and crossings sleepers were used as pad plate for provision of insulation, where as for the non-track Circuiting area simply bent tie-bars were used for holding of gauge.

(Photo showing insulating casing for better maintenance of Diamonds)

(Photo showing bend tie bars for better maintenance of Diamonds)

3.2.1 Improvement to the grooved rubbersole After introduction of the abovesystem the frequency of attention to thediamond crossings which was earlier twicea week, was reduced to once in fort-nightand the derailments were totally stopped.The above maintenance practice was alsoappreciated by the then PCE/E.Railway.

Due to heavier track structure and load overthe points and crossings, the existing rubber padsget normally crashed within a period of 6 months,

resulting in bad riding and damage to the concretesleepers. To sort out this problem, special kindof rubber pad was developed by the divisionusing same thickness, but reinforced with nylonchords in two layers. The costing of such rubberpads is about Rs. 20,000/- per set, whereas thecost of the ordinary rubber pad is Rs. 6000/-. The performance of the rubber pad has beenexercised with certain modification. The matteris already under stage of approval by RDSOand Board.


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The detailed report of the materials under trialis as follows:-

PERFORMANCE REPORT OFMATERIAL UNDER TRIAL

Name of the High performance reinforced gluedmaterial rubber sole plate for point & crossingName of themanufacturer Rawatsons Engineering Pvt Ltd.Date of laying 14.12.2002Section IchhapurLocation Point no. 35A, km 26/19Q to

26/23Q on main lineGMT 11.82Track structure 52 kg 1 in 12 fanshaped layout

with 1 meter long fishplate.Drawing As per RDSO drawing no. T-4610

to T-4622Date of inspection 29.11.2005GR sole plate Sleeper no. 69 (nose of X-ing),taken out 73 (back leg of CMS X-ing ) &

lead portion (on main line)

The rubber pads are designed with cer tainspecifications. Values specified vis-à-vis valuesobtained given in the annexure at the end.

3.2 Heavy repairs to Bata ROB No.293.3.1General Introduction:

The BATA ROB(Br No.29A) is locatedbetween AKRA & NUNGI Railway Stationcrossing railway lines in Ballygunge – BudgeBudge section about 10 km. away from seacoast. The bridge is made of sevenRCC-T beam girders of 10.80M span. The

said ROB was constructed about 40 yearsback to connect Maheshtala with Bata Nagarof South 24 Parganas. Due to its proximityto sea where intensity of corrosion rangesbetween 0.1mm to 0.25 mm per year, theconcrete is severly affected by costal areacorrosion. It was not the practice in 60’sand 70’s to provide in anti corrosive coatingon either reinforcement or concrete surface.This however has now been introduced inIS:456:2000. As a result of severeweathering effect of costal environment, theRCC beams and other structure of the ROBhas been giving problems for last 10 years.

Several patch repair programmes were carriedout earlier. The bridge was attended bycement grouting, shotcreting & epoxygrouting on different occasions during last10 years but these could not give lastingsolution due to excessive corrosion.

• Only option was available to re-build thebridge at a cost of Rs.1.2 crores. Necessaryproposal in work programme was alsoincluded for sanction.

3.3.2 Condition of the structures before Repairs

i) During the hollowness test it was found thatonly two end beams were badly affected andmajor reinforcement were exposed and damageddue to corrosion to the maximum extent.

ii) The cantilever beams supporting the footpathwere also damaged and reinforcement in

ORDINARY RUBBER PAD REINFORCED RUBBER PAD


Project Report


some locations of deck slabs were totallyexposed.

iii) It was found during the inspection that somepatch repairing work with epoxy mortar wasdone at site but cavity remained in the endbeams.

iv) The cover concrete at bottom centre of endbeams spilled & fell down. The reinforcementat the bottom were exposed & corroded.The diameter reduced to 30 to 40% in someof the rods as seen in the bars alreadyexposed.

v) Cavities were noticed in the end beams &cantilever footpath beams.

vi) In several areas of deck concrete, signs ofreinforcement corrosion were observed alongwith de-lamination of cover concrete.

vii) It was apprehended that the strength of theaffected beams were reduced considerably& required strengthening. Any furtherdeterioration of the structure could causecollapse of the structure causing fatalconsequences on safety of road traffic, trainservices and passengers both on the roadand train.

3.3.3 Repair & Strengthening Scheme :The condition of the structure was suchthat the bridge needed immediate attention.Following solutions were possible :

i) Remove the damaged girder & replace withnew girders.

ii) Repair & strengthen the existing girders &structures.

Removal and replacement of existing girderswas a time consuming and costly option. Eventhough repeated repair efforts had failed earlier,a special lasting method of repair andstrengthening was considered more economicallyfavorable and operationally acceptable.

Discussions were carried out with some of

the construction chemical manufacturers andfollowing scheme of repair & strengtheningof the structure was carried out.

a) Remove damaged concrete & wash thoroughlyto make free from all loose particles.

b) Repair reinforcing rods & strengthen thereinforcement by putting additional rods bywelding.

c) Repair of big cavities in RCC T Beam havingcongestion of reinforcement bars by pumpingNon-shrink free flow by grouting with highstrength cementitous grout.

d) For strengthening the T Beams, additionalexternal reinforcement be provided to increasethe load bearing capacity. Such externalreinforcement be provided by laminating CarbonFibre Reinforce Plastic (CFRP).

e) Carry out patch repair to the delaminateddeck & beams by using protective coatingto the rebars.

f) To enhance durability of the structure applyprotective & water proofing coating to allconcrete surface.

3.3.4 Specification and Procedure for repairof Big cavities in RCC beam.

• First 20mm dia holes were drilled into thebeam at 1000 mm C/C both from bottomand from side and in staggered manner andthe effective distance between two holeswas kept as 500 mm C/C.

• Then 150 mm long GI/MS nozzle, 15 mmdiameter and threaded at one end for atleast 50 mm was fixed using suitable Epoxybased adhesive.

• Then the beam was covered with plywoodformwork keeping all threaded portion ofall nozzles outside of the formwork. A layerof polythene sheet laid over plywood toobtain a non-leaky surface during grouting.All joints of plywood were sealed with

Project Report


suitable Epoxy patching adhesive.

• After completion of formwork water flushingwas been resorted through the nozzle byusing a Grout Pump. Such water flushingcontinued till the surface in the RCC Beambecame SSD and clean water came out fromeach nozzle. The air cleaning was also doneto remove excess water. This is necessaryto ensure proper bond between grout & oldconcrete surface.

• After 1 to 2 hours of flushing non-shrinkcement based grout (SIKAGROUT 214)admixed with a corrosion inhibitor waspumped through nozzles & continued tillrefusal through other nozzle. Pressure forsuch pumping of Grouts was kept at 3 Kg/Cm2 to 7 Kg/Cm2 for effective pumping/grouting. A positive grout pump is used forthis purpose. A suitable gun attached withpneumatic air of desired pressure is usedfor pumping inside such big voids. Thus jobwas finished very quickly as grout used isa quick setting grout.

3.3.5 Specification & procedure for spallrepair in concrete caused by corrosionof reinforcement bars :

• All unsound concrete was dismantled andremoved by chipping on all affected andadjoining areas of concrete. The surface wascleaned by hard bristle brush. The corrodedreinforcements were also cleaned by wire-pin brush and emery cloth as thoroughlyas possible. The circular brush was alsoutilized for cleaning.

• The chipped off areas was then washed withfresh water jet.

• New reinforcement bars were welded on thedamaged reinforcement bars, where reducedby more than 25% of the original diametersby tack – welding.

• Polymer modified cement based anti-

corrosive protective coating was applied onsteel reinforcing rods. Two coats were appliedon al l exposed reinforcement as permanufacturer’s recommendation.

• For the purpose of proper bonding ofreinforcement & grout, a bond coat consistingof Cement: Water: Latex based bonding agent(SIKA Latex) in the proportion 5 Kg: 4 Kg:1 Kg was applied on the concrete surface.

• The concrete section was then built up toits original section dimensions as follows:

a) Built up thickness up to 30 mmThe damaged concrete surface was built upby using cement sand mortar mixed withwater proofing compound like SIKA LATEX.The mixed proportion was as under.

Cement : Sand = 1 : 4SIKA Latex = 2.0 Kg perbag of cement (4%).

b) Built up thickness more than 30 mm

When the built up thickness was more than30 mm the damaged surface was built upby using a micro concrete of cement, sand,stone chip mixed with water proofingcompound like SIKA LATEX. The mixedproportion was under.Cement : 1 PBVSand (FM 2-2.5) : 1.510mm down coarseAggregate Graded : 2.0 PBVW : C Ratio : 0.4 to + 0.02SIKA Latex : 2.0 Kg per bag of cement.

• Finishing repairs were done with materialto match with the original concrete surface.

• Curing of repaired area by water spray/wetburlap was done for 3 days.

3.3.6 Strengthening of distressed beams byapplication of SIKA CarbodourLaminates:

• The surface was cleaned and made free from

Project Report

grease, oil, loose particles, cement laitance etc.Blast cleaning, scrabbling and grinding wasalso done to clean the surface. The concretesurface on which the carbon laminate is tobe applied was completely leveled & formworkmarks removed. As such the concrete surfacewas scrabbed to make level. After cleaning,all dust was removed by using an industrialvacuum cleaner. Planeness of the preparedsurface was checked with a metal batten (thetolerance for 2 meters long batten was max.10 mm).

• The epoxy based adhesive (SIKADUR 30) wasapplied as bonding layer. SIKADUR 30components were stirred well in suppliedcontainers. The component ‘B’ (hardener) andcomponent ‘A’ (resin) in correct proportionwere mixed at a slow speed (Max. 500 RPM)electric hand mixer fitted with a spiral stirrerso that as little air as possible got entrained.The mixing was done for about 3 minutesfor uniform appearance.

· Well-mixed SIKADUR-30 was appliedcarefully to the properly prepared concretesubstrate at a spatula, trowel or float toform a thin layer of max 1 mm thickness.

· SIKA CARBODOUR laminate was cleaned& placed on the adhesive after cutting theseto correct size & shape to fit the structure.

Using a rubber roller, the laminates werepressed onto the epoxy adhesive until thematerial got forced out from both the sides.Surplus epoxy adhesive was removed. Allthese were done within the pot life of theadhesive.Amount of adhesive used was as permanufacturer's direction.

• When Sikadur-30 got cured, film on top ofthe laminate was removed. As final check,the laminates were tested for hollowness bytapping lightly with a mallet.

• Finally the top of the laminate was paintedwith anticorrosive paint (Sikagard-550WElastic).

3.3.6 Specification and Procedure for surfacepreparation & application of protectivecoating to all exposed concrete surfacebelow the deck :

• Surface preparation : First of all patchrepair to concrete surface by using a Latexmodified mortar as stated earlier was done.Then whole surface was cleaned by usingappropriate rotary wire-brush or hand wire-brush and then cleaned by Air and Water.

• Protective coating : The whole concretesurface was treated with 2-coats ofCEMFLEX-CEMENT slurry; an acrylicpolymer based protective coating.

3.3.7 Cost estimate of the work :

SL DESCRIPTION OF WORK UNIT QTY.

RATE/NO UNIT (Rs)

AMOUNT (Rs)

1. Repair of big cavities in RCC Beam by pumpingNon-shrink cement based flowable high strength grout. Kg 2000 525/= 10,50,000/=

2. Strengthening of repair T-Beams by laminating one no150 mm wide & 1.2 mm thick Carbon Fibre Reinforceedplastic plate CARBODOUR S1512 to the bottom of RCCT-Beam & using its adhesive SIKADUR 30 (LP) andalong with 4 nos L-shaped Carbodour plate. Metre 30 5,100/= 1,53,000/=

3. Patch repairing of all distressed concrete in RCC DeckSlab as per enclosed specification. M2 10 315/= 3,150/=

4. Surface preparation, supplying & applying Acrylic PolymerCement Slurry protective water proofing coating (2 coats)to the bottom surface of RCC Deck Slab. M2 200 105/= 21,000/=Total cost of work Rs. Rs. 12,27,150/-


Project Report

The cost of this work was more as the work was to be done only during night blocks of 4 hourseveryday. Availability of block period led to uncertainty in utilization of labor etc. In situationswhere no night blocks are required & where no night working is involved, the cost should comedown subsequently.

3.3.8 Sequences of heavy repairs were as under:


Project Report


3.3.9 Outcome of the heavy repairs undertaken in Br.No.29 :-

The condition of the ROB no. 29 was suchthat the replacement of the structure wasonly solution. This solution was not practicalas this would have necessitated closure ofthe road & block of the railway line passingbelow. Moreover the cost of completerebuilding was Rs.1.4 Crores against whichonly Rs.12.7 lakh was paid.The repair &strengthening was to be done in situ undertraffic by taking designed block of trackduring the night. The big cavities in RCCbeam were repaired & Sika Carbodourlaminates were pasted.

Spalling of concrete due to corrosion inreinforcement is a very common problemresulting in disbondment in concrete whichfurther increases the rate of corrosion andfinally it goes into a vicious cycle till thestructure fails. Through this special treatmentall corroded bars were removed, new barswere added, all bars were cleared andprotective coatings were applied, cavitieswere filled up with grout and finally laminateswere pasted. The procedure adopted hasaffectively repaired & strengthened thestructures to its original strength if not more& enhanced the life of the structures atleast 20 years similar to that of a new RCCstructure. The repair & strengthening is thusadequately comparative. This type of repairis first of its kind on Indian Railways andit may lead to further rehabilitation of suchbridges.

4.0 Conclusion and recommendations:

In this paper efforts have been made to highlight the innovations done to achieve someextra ordinar y progress. There were 4

innovations and economics have been workedout. All the four items in this paper havegot future in Railways as indicated below.

4.1 Economics of Contractor’s portal atbase:

With Rly.'s WithItem Contractor's

Portals Portals

Cost per panel Rs.1700 Rs.871

4.2 Innovative Maintenance of Diamondcorssings :

Items With Withconventional innovative

method methods

Maintenance Effort 2 times a week Once infortnight

Speed restriction 30-45 kmph Normal

4.3 Performance of Modified and reinforcedrubber pad :

Items RDSO Modified &approved reinforced one

Cost Rs.6000.00 Rs.15000.00

Life 6 months 10 years

Maintenance Efforts Once in Once a 10 days month

Vertical Acceleration >0.25g <0.15g

4.4 Performance and Economics of specialrepairs to distressed Bridge.

For rebuilding ForItem already rehabilitation

planned incurred

Cost Rs. 1.4crore Rs. 12.27 lakhs

Project Report

High Performance Rail Pads

Value specified

Sl No. Test parametersby RDSO as Obtainedper revised valuespec 2000

1. Hardness, Min. 80

2. Tensile Strength Min.

A Before Ageing, kg/cm2120 140

B After ageing 100oC for 96hrs.,kg/cm2 100 120

C Retention after ageing, % 80 85

3. Elongation at break, % min.

A Before ageing 200 200

B After ageing 150 200

C Retention after ageing,% 70 75

4. Relaxed modules at 100% elongation

A Before ageing ,kg./CM2 50-75 54

B Change after ageing (-10) to + 30 65

5. Compression set subjected to 50% compression at1000C for 24hrs, % max 30 18

6. Tension set subjected to 50% stretch at1000C for 24 hrs ,%max 25 20

7. Load deflection under a load of 15 tonfor 1 min, MM 0.70-1.00 0.8

8. Elec. Resistance, mega ohms min.

A Before immersion 100 >100

B After immersion in distilled water for 48hrs. atambient temp. 100 >100

9. Specific Gravity 1.20- 1.50 1.3

10. Ash content, % max 40 26

11. Creep Resistance Not Specified Excellent

12. Impact Attenuation Not Specified >25%

13. Variation in secant stiffness and impact attenuationbefore and after durability -do- <25%


*****

Project Report

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{\${ZqeJ boW, ~m°S>r {\${ZqeJ boW, {S´>qbJ VWm Q´>oqnJ_erZ, {\${ZqeJ boW, ~{Z©qeJ _erZ, J«mB§qS>J _erZ nabo OmZm VWm EŠgb H$mo E_.nr.Q>r. Q>opñQ>¨J VWm ìhrb/_mC§qQ>J àog H$a bo OmZm.

I. bmBZ go [aOoŠQ>oS>/[adH©$ EŠgb H$mo AbJ H$aZm VWm Xem©EJE ñWmZ na ñQ>m°H$ H$aZm.

ìhrbgoQ> nwqeJ -H$. ìhrbgoQ> H$mo àoqgJ Ho$ ~mX {ZarjU bmBZ na oOZm `m

Xem©E JE ñWmZ na aIZm.

I. ìhrbgoQ> àog H$aZo Ho$ {bE ñWmZ ~ZmZm.

J. [adH©$/[aOoŠQ>oS> ìhrbgoQ> H$mo AbJ H$aZm VWm Xem©E JEñWmZ na ñQ>m°H$ H$aZm.

K. H$_©embm Ho$ \$e© H$m C{MV VWm _mZH$ Ho$ AZwê$naIaImd.

{Mßg[a_ydb VWm {ZñVmaU -H$. _erqZJ Ho$ Xm¡amZ {ZH$bo JE {Mßg hQ>mZm VWm ~VmE JE

ñWmZ na S>ån H$aZm.

I. H$_©embm Ho$ \$e© H$m C{MV VWm _mZH$ Ho$ AZwê$naIaImd.

Hy$boÝQ> ñVa VWm gKZVm ~ZmE aIZm -H$. Hy$boÝQ> H$mo dm§{N>V ñVa EH$ Am¡a gKZVm ~ZmE aIZm.I. Hy$boÝQ> Q>¢H$ Ho$ D$na go J«mB§qS>J S>ñQ> H$mo hQ>mZm.J. Amdí`H$VmZwgma Hy$boÝQ> H$mo ~XbVo ahZm.

5. S>mQ>m {díbofU VWm {dÎmr` _yë`m§H$Z -

1. H$m`© {d^mJr`/aobdo H${_©`m| Ûmam {H$E OmZo nahmoZodmbm IM© Bg àH$ma hmoJm -

Bg H$m © hoVw h_| {ZåZ{b{IV ~mVm| na {dMma H$aZm hmoJm -

(H$) `{X H$m © AHw$eb H${_© m| Ûmam H$adm`m OmE Vmo {dÎmr`BåßbrHo$eZ Š`m hmoJm ?

(I) dV©_mZ _| IM© Á`mXm Am ahm h¡ Š`m|{H$ Bg H$m`© H$moVH$Zr{e`Z J«oS>-Ÿ&&& (Hw$eb) ñVa Ho$ H${_© m| go H$adm`mOm ahm h¡, O~{H$ `h H$m © AmCQ>gmo{gªJ Ûmam AHw$ebH${_© m| Ûmam H$adm`m Om gH$Vm h¡ Ÿ&

(J) H$m © H$s XoIaoI Ho$ {bE Oo.B©.-Ÿ&& Ho$ ñVa go ZrMo Ho$ ñVaH$m n ©dojH$ Zht hmoZm Mm{hE Ÿ&

(K) AmCQ>gmo{gªJ H$s g_` gr_m _mÌ 6 _hrZo hr {dMmaUr`h¡.

`{X em°n _| Zm°Z-H$moa H$m`m] H$mo {d^mJr` ñQ>m\$ ÛmamH$adm`m OmE Vmo {dÎmr` BånbrHo$eZ Bg àH$ma hmoJm

nXZm_ AHw$eb(J«wn-S>r) Oo.B-&&nXm| H$s g§»`m 15 3doVZ_mZ 2250-3200 5000-8000Am¡gV doVZ 2875 6500S>rnr 50% 1437 3250S>rE 29% 1250 2827_H$mZ {H$am`m ^Îmm 15% 646 1462grgrE 200 240doVZ+S>rE H$m 11% EbE 612 1383doVZ+EbE H$m 12.5% àmoËgmhZ 615 1392~moZg 445 445n[adhZ ^Îmm 100 100EH$ _hrZo H$m IM© 8180 7599N>h _hrZo H$m IM© 49081.79 105594.9Hw$b IM© 736200 316784XmoZm| H$m Hw$b IM© 12,73,114

2. A{V[aŠV$_erZ bmBZ H$mo Am°naoQ> H$aZo Ho$ {bE `{X15 VH$ZrH$s ñQ>m\$ H$mo bJm`m OmE Vmo N>h _hrZo _|{ZåZ{b{IV A{V[aŠV ì`` H$aZm hmoJm -

ZB© _erZ bmBZ H$mo Am°naoQ> H$aZo Ho$ {bE A{V[aŠV ñQ>m\$ Ho$ D$nahmoZo dmbm IM©

nXZm_ AHw$eb J«wn-S>rnXm| H$s g§»`m 15doVZ_mZ 3050-4590Am¡gV doVZ 3820S>rnr 50% 1910S>rE 29% 1661_H$mZ {H$am`m ^Îmm 15% 859grgrE 200doVZ+S>rE H$m 11% EbE 813doVZ+EbE H$m 12.5% àmoËgmhZ 818~moZg 445n[adhZ ^Îmm 100EH$ _hrZo H$m IM© 10626N>h _hrZo H$m IM© 63755.32Hw$b IM© 956330


3. Zm°Z-H$moa H$m`m] H$m AmCQ>gmo{gªJ H$admE OmZo na{ZåZ{b{IV IM© AmE§Jo -

H«$_ {ddaU H$m`© {Xdg Xa Hw$b

ñbt{JJ Am°naoeZ-H$. EŠgb H$mo a\$ Q>{ZªJ Ho$ {bE Q>{ZªJ boW _erZ, go_r

{\${ZqeJ boW, ~m°S>r {\${ZqeJ boW, {S´>qbJ VWm Q´>oqnJ_erZ, {\${ZqeJ boW, ~{Z©qeJ _erZ, J«mB§{S>J _erZ 6 (AHw$eb/{XZ

1 na bo OmZm VWm EŠgb H$mo E_.nr.Q>r. Q>opñQ>¨J VWm 25 {XZ x 6 100 é. 99,000ìhrb / _mC§qQ>J àog na bo OmZm. _{hZo = 900

I. bmBZ go [aOoŠQ>oS> / [adH©$ EŠgb H$mo AbJ H$aZm H$m`©{XdgVWm Xem©E JE ñWmZ na ñQ>m°H$ H$aZm.

ìhrbg|Q> nwqgJ -H$. ìhrbg|Q> H$mo àoqgJ Ho$ ~mX {ZarjU bmBZ na ^oOZm

`m Xe©E JE ñWmZ na aIZm. 3 (AHw$eb/{XZI. ìhrbgoQ> àgo H$aZo Ho$ {bE ñWmZ ~ZmZm. 25 {XZ x 6 110 é. 49,500

2 J. [adH©$ / {OoŠQ>oS> ìhrbgoQ> H$mo AbJ H$aZm VWm Xem©E _{hZo = 450JE ñWmZ na ñQ>m°H$ H$aZm. H$m`©{Xdg

K. H$_©embm Ho$ \$e© Ho$ C{MV VWm _mZH$ Ho$AZwén aIaImd.

{Mßg[a_wdb VWm {ZñVmaU -H$. _erqZJ Ho$ Xm¡amZ {ZH$bo JE {Mßg hQ>mZm VWm ~VmE 3 (AHw$eb/{XZ

JE ñWmZ na S>ån H$aZm. 25 {XZ x 6 110 é. 49,5003 I. H$_©embm Ho$ \$e© Ho$ C{MV VWm _mZH$ Ho$ _{hZo = 450

AZwén aIaImd. H$m`©{Xdg

Hy$boÝQ> ñVa VWm gKZVm ~ZmE aIZm - 3 (AHw$eb/{XZ4 H$. Hy$boÝQ> H$mo dm§{N>V ñVa VH$ Am¡a gKZVm ~ZmE aIZm 25 {XZ x 6 110 é. 49,500

I. Hy$boÝQ> Q>¡§H$ Ho$ D$na go J«mB§qS>J S>ñQ> H$mo hQ>mZm. _{hZo = 450J. Amdí`H$VmZygma Hy$boÝQ> H$mo ~XbVo ahZm. H$m`©{Xdg

3 (AHw$eb/{XZ5 Cn`w©º$ H$m`m] H$m n`©dojU 25 {XZ x 6 175 é. 78,750

_{hZo = 450H$m`©{Xdg

H$ 3,26,250.00I H$ H$m BEgAmB @ 6.3% 20,553.75J H$ H$m {d{dY @ 15% 48,937.50K (H$+I+J) H$m H$a @2.3% 9,102.00M nrnrB Ho$ {bE à^ma EH$ ~ma _| IM© 7,721.00

Hw$b 4,12,564.25



6. {dÎmr` IM© H$m gmam§e -H«$. J{V{d{Y H$m Zm_ {d^mJr` l{_H$m| AmCQ>gmo{gªJ

Ûmam H$m_ H$aZo Ûmam H$m_ H$aZona IM© (énE) na IM© (énE)

1. em°n _| Zm°Z-H$moa EpŠQ>drQ>r 10,53,011/- 4,12,564/-2. `{X AmCQ>gmo{gªJ Zht H$s OmVr Vmo Vrgar _erZ bmBZ Ho$ {bE

CnbãY A{V[aŠV Am°naoQ>a Ho$ gmW 12,73,114/-dV©_mZ _| AmCQ>gmo{gªJ J{V{d{Y`m| na {H$`m J`m IM© = 12,73,114/- é. AmCQ>-gmo{gªJ Ho$ níMmV Ano{jV IM© = 4,12,564/ é.

~MV = 12,73,114 - 4,12,564 = 8,60,550/- énE à{V N>_mhr. AmCQ>-gmo{gªJ Ûmam Hw$b amOñd ~MV = 17.2 bmI dm{f©H$

BgHo$ A{V[aŠV,

H$_©Mm[a`m| H$m A^rï> Cn`moJ {H$`m Om gHo$Jm Ÿ&h_| ZB© _erZm| Ho$ Cn`moJ Ho$ {bE ZE H$_©Mm[a`m| H$s àVrjmZht H$aZr n‹S>oJr Ÿ&

{M{H$Ëgm IM©, nmg, n|eZ Am{X Cn w©ŠV _| gpå_{bV Zhth¢ Ÿ&

30 H$amo‹S> énE H$s Omo _erZ H$_©Mm[a`m|, n`©dojH$m| H$s _m§JHo$ H$maU Cn`moJ Zhr H$s Om ahr Wr, H$m Cn`moJ {H$`m OmgHo$Jm Ÿ&

7. àñVm{dV nÕ{V VWm H$m`m©Ýd`Z-

dV©_mZ ñWm`r VH$ZrH$s ñQ>m\$, Omo A~ VH$ XmoZm| nwamZr_erZ bmBZm| na Zm°Z-H$moa EpŠQ>{dQ>rO H$aVo Wo, CÝh| dhm§go hQ>mH$a Vrgar ZB© _erZ bmBZ na bJm {X`m OmE Ÿ&Bg ~mV na {dMma {H$`m J`m Vm{H$ Vrgar _erZ bmBZ^r Mmby hmo OmE Am¡a Zm°Z-H$moa EpŠQ>{dQ>rO H$mo AmCQ>gmo{gªJgo H$am {X`m OmE Ÿ&

Bggo Q>oŠZr{e`Z H$mo nyar Vah ZB© _erZ H$mo Am°naoQ> H$aZoH$m à{ejU r _erZ ñWm{nV H$aZo Ho$ Xm¡amZ hr {_b OmEJmAm¡a ZB© _erZ na CËnmXZ ^r Mmby hmo OmEJm, gmW hrnwamZr bmBZm| Ho$ CËnmXH$Vm na H$moB© à^md Zht n‹S>oJm Ÿ&

gmW hr `h gw{ZpíMV {H$`m OmE {H$ `h AmCQ>gmo{gªJ H$mH$m_ nyU© ê$n go AñWmB© aho Ÿ& Bg g§~§Y _| aobdo ~moS>© goñWmB© l{_H$m| Ho$ nX g¥OZ H$aZo Ho$ {bE bJ^J Xmo df©H$m g_` bJ gH$Vm h¡ Ÿ& AV: O~ VH$ ñWm`r l{_H$m|H$s ñdrH¥${V Zht Am OmVr O~ VH$ `h H$m_ AmCQ>gmo{gªJgo {H$`m OmE Ÿ&

Bg g§~§Y _| R>oHo$Xmam| go H$moQ>oeZ àmßV H$a {bE JE h¢ Am¡aR>oHo$Xmam| H$mo `h gw{ZpíMV H$am {b`m J`m h¡ {H$ Omo l{_H$Bg H$m`© Ho$ {bE bJmE OmE§ do H$m`© Ho$ {bE Cn`wŠVhm| Ÿ&

Bg g§~§Y _| {d{Y VWm H$m{_©H$ {d^mJ H$s gbmh br Omahr h¡ Vm{H$ {XZm§H$ 10.11.2005 Ho$ nÌ g§. B(EbEb)2005/EQ>r/grEZAma/64 H$s AdhobZm Z hmo Am¡a R>oH$ml_ (Ama Ed§ E), A{Y{Z`_, 1970 H$r Ymam 10 H$sAdhobZm $$$Z hmo Ÿ&

9. bm^

1. Bg `moOZm H$mo bmJy H$aZo go aobdo H$mo ì`mnH$ Am{W©H$ bm^hm|Jo Omo bJ^J 17.2 bmI énE à{Vdf© hmoJm Ÿ& Bggo aobdoH$s Am{W©H$ pñW{V gwYaoJr Ÿ& Bggo aobdo H$m {dH$mg hmoJmAm¡a `mVm`mV Ho$ VwbZmË_H$ wJ _| `h gd©J«mhr hmoJm Ÿ&

2. Bg àH$ma Omo ^r Am{Q>©OZ / Q>opŠZH$b ñQ>m\$ A^r VH$Zm°Z-H$moa EpŠQ>{dQ>rµµO na bJm h¡ Ÿdh AnZr H$m © Hw$ebVmHo$ AZwê$n Cg H$m © na bJ OmEJm Omo CgHo$ _mZH$ Ho$AZwgma hmo Ÿ& Bggo CËnmXZ ~‹T>oJm Am¡a Xoe H$mo A{YH$go A{YH$ _mb (_m§J Ho$ AZwê$n) Xo gH$Vo h¢ Ÿ&

3. A~ VH$ Ywam| H$s Amny{V© Ho$ {bE ~mha go Am`mV {H$`mOmVm Wm, qH$Vw Bg àUmbr Ho$ níMmV Ywam| Ho$ Am`mV _|^mar H$_r AmEJr Ÿ&

4. Bg àUmbr go aob H$_©Mm[a`m| _| A{^àoaUm Ed§ ñnYm©Ë_H$^md CËnÝZ hmoJm Am¡a Bggo CËnmXZ na AÀN>m à^mdn‹S>oJm Ÿ&


*****


{H$Vm~ Ho$ ~hmZo

{ejm : ñHy$b Ho$ {dH$ën

[ejm H$m _gbm Xw{Z`m^a _| CVZm hr O{Q>b h¡ {OVZr {H$ `h Xw{Z`m Ÿ& g_`-g_` na hOmam| qMVH$m|, Jm§Yr, Q>¡Jmoa, JrOy mB©,

Om°Z hmoëQ>, _m§Q>ogar Am{X Zo AnZo-AnZo T>§J go {ejm H$mo n[a^m{fV H$aZoH$s H$mo{ee H$s h¡, H$^r g_mO H$mo ~XbZo H$s AmH$m§jm go Vmo H$^r ~ƒm|H$s VH$br\$m| H$mo H$_ H$aZo H$s g{XÀN>m go Ÿ& `hm§ VH$ {H$ ~rM-~rM _|Y_© ^r {ejm Ho$ H$n‹S>o nhZ AXb-~Xb H$aVm ahVm h¡ & gd©_mÝ` {ejmH$s ImoO A^r hmoZr h¡ `m H$h gH$Vo h¢ {H$ H$^r Zht hmo gH$Vr, Omo g~H$moñdrH$m © hmo Ÿ& H$maU, ghr {ejm Cg ñdV§ÌVm H$m Zm_ h¡ Omo H$^r {H$grgm§Mo `m {gÕm§V _| nyar Vah {µµ\$Q> Zht hmo gH$Vr Ÿ& Om°Z hmoëQ> H$m g§nyU© Xe©Z{ejm Am¡a ~ƒm| Ho$ {bE Bgr ñdV§ÌVm H$s dH$mbV h¡, `mZr Omo ~ƒm|H$s g_P, Iwer, {dH$mg H$s j_Vm Am¡a Cg_| AnZr ñdV§ÌVm Ho$ AhgmgAm¡a ñdm{^_mZ H$mo ~‹T>mVr h¡ Cgr H$mo h_ gƒr {ejm H$h gH$Vo h¢ & Om°ZhmoëQ> Vmo `hm§ VH$ H$hVo h§¡ {H$ {ejm dh MrO h¡ {Ogo ha ì`{º$ AnZo {bEIwX hm{gb H$aVm h¡ Ÿ& dh H$moB© Eogr MrO Zht Omo Xygam H$moB© XoVm h¡ `mXo gH$Vm h¡ & {Z:g§Xoh Bg VH©$ H$mo {ZJbZm AmgmZ Zht h¡ Ÿ&Bg n¥ð> y{_ _| Om°Z hmoëQ> ñHy$b Zm_ H$s g§ñWm H$mo {ejm _| g~go ~‹S>r ~mYm_mZVo h¢ & Ag\$b ñHy$b (The under achieving school) _| CZH$s_w»` ñWmnZmAm|, {dMmam| H$m ImH$m Bg àH$ma h¡ :

d`ñH$m| H$s qMVm

~ƒo {Og MrO H$mo g~go A{YH$ MmhVo h¢ dh h¡ Bg Xw{Z`m H$mo Am¡a AnZoAmn H$mo g_PZm Am¡a `{X do Mmh| Vmo h_ Bg H$m © _| CZH$s _XX H$a| &bo{H$Z AŠga d`ñH$ `mZr {H$ _m±-~mn, `mZr {H$ nmbH$ Am¡a {ejH$ BgqMVm _| Sy>~o ahVo h¢ {H$ AJa ~ƒm| Zo ^{dî` Ho$ {bE Cn`moJr ~mV| ZhtgrIr V~ Š`m hmoJm ? {H$gr ^r ~mV H$mo V~ grIm OmVm h¡ O~ CgH$sOê$aV _hgyg hmoVr h¡ Ÿ& ^{dî` _| Š`m grIZm hmoJm `h H$moB© ^r Zht OmZ

ào_nmb e_m©

lr ào_nmb e_m© 1986 ~¡M Ho$ ^maVr` aob H$m{_©H$ godmHo$ A{YH$mar h¢ Am¡a aobdo ~moS>© _| g§`wŠV g{Md (g§gX) Ho$nX na H$m`© H$a aho h¢ Ÿ& àñVwV "~wH$-[aì`y' BÝhmoZo EH$ Z`oT>~ _| H$aZo H$m gamhZr` à`mg {H$`m h¢ Ÿ&


nwñVH$ g_rjm

gH$Vm & ~rg gmb ~mX h_| {Og kmZ H$s Amdí`H$Vm hmoJr Cg_|go Á`mXmVa em`X AmO CnbãY hr Z hmo Ÿ& d`ñH$ H$h|Jo, AJa~ƒm| H$mo IwX MwZZo H$m _m¡H$m {_boJm Vmo do Iam~ ~mV| hrMwZ|Jo & `h ghr h¡ {H$ ~ƒo Omo Hw$N> MwZ|Jo CZ_| go Hw$N> ~mV| H$m\$sIam~ ^r hm|Jr, na§Vw do AÀN>r ~mV| V^r MwZZm grI|Jo O~ doIwX CÝh| MwZ|Jo Am¡a CZHo$ ghmao {OE§Jo Ÿ& bmoJ AnZo JbV M`ZH$mo nhMmZ| Am¡a Cgo ~Xb|, `h EH$ _hÎdnyU© ~mV h¡ & AJa H$moB©H$^r JbVr hr Zht H$aoJm Vmo Cgo dh gwYmaoJm H¡$go ? AJa XygaobmoJ CgH$s JbVr H$mo gwYmaVo ah|Jo Vmo dh grIoJm H$¡go Ÿ? g~go_hÎdnyU© ~mV `h h¡ {H$ {Og ~ƒo H$mo H$^r Agb _| M`Z H$aZoH$m _m¡H$m hr Z {_bm hmo, dh ghr M`Z H$aZo Am¡a {ZU© boZoH$s AnZr j_Vm na {dœmg H¡$go H$aoJm ? AJa Cgo bJVm h¡{H$ Cgo IwX AnZr qOXJr H$mo Mbm nmZo H$m âmogm Zht h¡ Vmodh Cgo MbmZo Ho$ {bE {H$gr eaU _| OmEJm Ÿ&

`hm§ _yb gdmb H$m\$s gab h¡ Ÿ& Š`m h_ ~ƒm| H$mo ^ré$,AmkmH$mar, S>anmoH$, H$mà o‹§S>m| O¡gm ~ZmZm MmhVo h¢ `m {\$a_wŠV B§gmZm| O¡gm ? AJa h_| o‹§S>| Mm{hE Vmo h_mao ñHy$bm| H$sdV©_mZ hmbV CgHo$ {bE {~bHw$b Cn wŠV h¡ Am¡a AJa h_| _wŠVB§gmZ Mm{hE Vmo h_| Hw$N> ~‹S>o-~‹S>o n[adV©Z H$aZo hm|Jo Ÿ&

narjm nÕ{V

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Myhm Xm¡‹S> 1969 _| {bIm J`m Wm Ÿ& VËH$mbrZ A_o[aH$m _| _m¡OyX{ejm na Om°Z hmoëQ> H$s {Q>ßnUr Jm¡aVb~ h¡ Ÿ- Am¡Úmo{JH$ H«$m§{VHo$ ~~©a {XZm| Ho$ ~mX go ~ƒm| Zo H$^r BVZm A{YH$ H$m_ Zht{H$`m hmoJm Ÿ& Š`m _m¡OyXm maV Am¡a CgH$s {ejm g§ñWmAm|, {dœ-{dÚmb`m| H$s pñW{V Bggo ^r ^`mZH$ Zht h¡ Ÿ? `{X Eogm Z hmoVmVmo Š`m ñHy$br ~ƒm| H$s AmË_hË`m Ho$ BVZo _m_bo h_mao Xoe _|hmoVo ?

~mhar Xw{Z`m Am¡a ñHy$br Xw{Z`m H$mo Omo‹S>Zm

Om°Z hmoëQ> CZ ewê$AmVr {ejm{dXm| _| h¢ Omo bJmVma ñHy$b Am¡añHy$b Ho$ ~mha H$s Xw{Z`m Ho$ \$H©$ H$mo H$_ go H$_ H$aZm MmhVoh¢ Ÿ& ñHy$bm| H$s Ag\$bVm H$m EH$ H$maU Xw{Z`m^a _|, Am¡a{deofH$a ^maV _|, `h A§Va hr h¡ Ÿ& Om°Z hmoëQ> {bIVo h¢ {H$A{YH$m§e ñHy$bm| _| dmñV{dH$ Xw{Z`m go Am¡a dmñV{dH$ MrOm|Am¡a bmoJm| go H$moB g§nH©$ hmoVm hr Zht Ÿ& Eogr C~mD$, ^Ôr Am¡aA_mZdr` OJhm| _| Ohm§ H$^r H$moB© gƒr ~mV ~mobVm hr Zht,Ohm§ na g^r bmoJ H$moB© ZH$br A{^Z` H$a aho hmoVo h¢, Ohm§ {ejH$Am¡a ~ƒo Amng _| B©_mZXmar go g§dmX H$aZo H$mo ñdV§Ì Zht hmoVo,Ohm§ ha H$moB© eH$ Am¡a qMVm Ho$ gmE _| OrVm h¡ - dhm§ ~ƒoEH$X_ gwÝZ Am¡a O‹S> hmo OmVo h¢ Ÿ& do AnZr D$Om© H$mo AnZo OrdZHo$ CZ N>moQ>o-N>moQ>o jUm| Ho$ {bE ~Mm H$a aIVo h¢ {OÝh| d`ñH${~bHw$b VwÀN> g_PVo h¢ ŸŸ& Am¡a Bg{bE o jU ~ƒm| Ho$ {~bHw$b{ZOr jU hmoVo h¢ & Omo ~ƒo Bg ì`dñWm go b‹S>Vo h¢ Am¡a Cgo

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Eogm hr EH$ Am¡a AZw d - nm§Mdt H$s {OZ H$jmAm| H$mo nhbo_¢ n‹T>mVm Wm CgHo$ ~ƒo Vrd« ~w{Õ dmbo Wo, gw{e{jV n[admam|go g§~§Y aIVo Wo Am¡a Eogm bJVm Wm {H$ do ñHy$b _| g\$bhm|Jo Ÿ& na§Vw BZ_| go A{YH$m§e ~ƒm| H$mo AnZr ~mV H$mo H$hH$a`m {bIH$a A{^ì`ŠV H$aZm ~hþV _wpíH$b bJVm Wm Ÿ& `h h¡amZH$aZo dmbr ~mV Wr Ÿ& _¢ nm§M df© Ho$ Eogo H$B© ~ƒm| H$mo OmZVmWm Omo ñHy$bm| _| nm§Mdt H$jm Ho$ Á`mXmVa ~ƒm| go ^mfm _| H$htA{YH$ gwñnï> Wo Ÿ& Hw$N> ~mobZo Ho$ {bE H$hZo na o ~ƒo {PPH$Zo,e_m©Zo bJVo Am¡a Hw$N> Vmo gm\$ BÝH$ma H$a XoVo Ÿ& {bIZo Ho$ {bEH$hZo na do H$B© {_ZQ>m| VH$ ~¡R>o H$mJO H$mo {g\©$ {ZhmaVo ahVoWo Ÿ& CZ_| go {H$gr Ho$ {bE ^r CZH$s é{M Am¡a CZHo$ Ûmam MwZo{df`m| na AmYm nÝZm ^r {bI nmZm EH$ Xwídma H$m_ Wm Ÿ&

EH$X_ {Zame hmoZo Ho$ ~mX _¢Zo EH$ VaH$s~ ImoO {ZH$mbr Am¡aCgH$m Zm_ {X`m - {Z~§Y Xm¡‹S> Ÿ& _¢Zo H$jm H$mo Xmo Q>r_m| _| ~m§Q>{X`m Am¡a CÝh| g_Pm`m {H$ _oao ewê$ H$hVo hr do AnZo-AnZo H$mJOm|na Hw$N> ^r {bIZm ewê$ H$a X| Ÿ& do AnZr _Ou go {H$gr ^r MrOHo$ ~mao _| {bIZo Ho$ {bE ñdV§Ì Wo na§Vw dh {H$gr MrO Ho$ ~mao_| hmoZm Mm{hE : do ~ma-~ma {g\©$ Hw$Îmm, Hw$Îmm, Hw$Îmm, Hw$Îmm Zht{bI gH$Vo Wo Ÿ& do H$moB© gƒr H$hmZr, bmoJm| `m ñWmZm| H$m dU©Z,

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nwñVH$ Ho$ A§{V_ AÜ`m` _| Om°Z hmoëQ> H$m EH$ ì`m»`mZ em{_bh¡ Omo CÝhm|Zo B§½b¢S> _| 1968 _| {X`m Wm Ÿ& Bg g§~§Y _| CZ àíZm|Am¡a CÎmam| H$mo ^r em{_b {H$`m J`m h¡ ŸOmo CÝhm|Zo AnZo ì`m»`mZHo$ ~mX {XE Wo Ÿ&

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nwñVH$ g_rjm

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nwñVH$ g_rjm

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JdmjGAVAKSH

{d{dYm

Youth Forum

Turning a page inhistory

Chitrangna Singh It was one such perfect evening, when the moon playedhide and seek with the thick canopy of trees, while thesoft breeze rustled the leaves, that the building rosemajestically from the darkness that enveloped it. Thethick walls, the imposing facade, spoke volumes regardingthe bygone era. An era when the king ruled the stateof Baroda. Accompanied by his entourage he would haveleaned from the balcony every morning to greet the peopleand listen to their woes. Guards, companions, ministersand relatives would have filled the long corridors whichnow lie empty and lifeless. The windows that remain tightlyclosed now would have brought with the soft breeze themyriad sounds. It was one such evening when one couldjust dream endlessly and bring to life the past.

The past will always be part of our present and bygoneera will never stop intriguing us. One such chapter toour culturally rich past is opened by the stately buildingof Railway Staff College, Vadodara. Built in Indo-saracenic style the palace was the residence of theerstwhile ruling family of the Gaekwads. Surroundedby beautifully maintained gardens - Raja Baug and RaniBaug- the palace has baroque style domes, classicalcolumns and Venetian-Gothic features. Well maintained,this palace is one of the many built by the rulers ofBaroda, the oldest extant being the three storey NazzarBagh palace built in 1823 AD.

This Standing column of 'Abhivyakti' catersto compositions / Articles etc. by ProbationeryOfficers. Present article has been countributedby Ms. Chitrangna Singh, an IRPSprobationer of 2005 batch.


It was on December 15, 1908, that theconstruction of Pratap Vilas Palace began underthe aegis of Maharaja Sayajirao Gaekwad III.The Renaissance style building designed byarchitect C.F. Stevens was completed on July 301914. (Renaissance Architecture is the architectureof the period between early 15th and early 17thcentury in different regions of Europe, wherethere was a conscious revival and developmentof certain elements of Classical Greek and Romanthought and material culture.)The palace hascertain distinctly foreign features blended withthe Indian style. The Renaissance style buildingemphasises on symmetry, proportion, geometryand the regularity of parts as was found in thearchitecture of Classical antiquity. This is whatcan be seen to a large extent in the buildingof Pratap Vilas palace. Orderly arrangements ofcolumns and the marble stairs that lead to thefirst floor of the palace have their own storyto speak of. The peacocks on the stained glasswork inside the dome add a traditional touchto the largely western architrcture of the palace.

The lush green gardens and the woodland whichmakes part of the 55 acre property were purchasedfrom the Gaekwad rulers after independence. Withthis the history of the palace took a new turnas it was to house the Railway Staff College,

which was shifted from Dehradun to Vadodarain 1952. It marked the beginning of a new eraof excellence and education as the College aimedat producing world class railway executives. Thetradition continues with Railway Staff Collegebeing an institute of ‘excellence in the field ofexecutive education and remains an organisationof learning in perpetuity.’

A word about the patron would not be amissat this point. Sayajirao Gaekwad III during hislifetime ordered the construction of manyarchitectural marvels. Much information isavailable in his letters where he instructs hischief engineer to install lifts in his palace andalso describes in detail a method of building roadsthat he had seen in Europe, suggesting it to betried in Baroda. Money, during his reign was spentnot only in attaining personal comforts but equaleffort was made in uplifting the lot of the commonmasses.He wanted proposals to be submitted forproviding his capital city with both gas andelectricity and for the railway system to beextended. Education was also a special priority.New schools sprang up every year, specialemphasis being on education of girls.A specialschool was started at this time for the aboriginaltribe, with a hostel and a model farm for training.

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Youth Forum

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Jm¡ad

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1. Every human being on this earth faces a constantproblem; how to make the most of life. There isno simple solution: the art of living is one of themost difficult of all the arts. But fortunately forall of us, experience can be shared. Insights canbe learned. Wisdom of those who have lived deeply,thought profoundly and cared enormously aboutsharing with others and what they have learnt canilluminate our l ife. Statesmen and scientists,businessmen and housewives, novelists andastronauts, clergymen and phychitrists - each hasfound some fragment of truth that cushions the harshimpact of reality or brightens the marvelous tapestryof living.

2. “I never met a person I did not like” said Nandini.A remarkable statement from a remarkable person.And there is a matching statement that might wellgo with it. “No one ever met a person who didnot like Nandini.” The ability to get along with peopleis the secret of success in everything from matrimonyto money making. If you can care about people (andhave them care about you), if you can reach people(and let them reach you), if you combined yourselfto the fabric of society with a network of relationshipsthat grows stronger and more harmonious with thepassing years - then your life will have richness and

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Art of Good Living

D. P. Joshi

Shri D.P.Joshi is 1956 exam batch IRSSE officer.Shri Joshi superannuted as General Manager,Central Organization for Railway Electrification,Allahabad.

ABHIVYAKTI • VOLUME 16 • NO. 1 • OCTOBER-DECEMBER 2005 71


meaning till the very end.

3. A closed hand, so goes an old saying, cannotreceive. Neither can a closed mind or a closedheart. To get through the people, to wintheir affection or their loyalty, a person mustbe willing to risk rejection. He must bewil l ing to abandon the armour ofindifference, that most of us wear. But whenthe risk is taken, when one person reachesout across the silence to touch another person(or another organisation) the rewards - forboth of them - can be very great.

4. Our children live in a new world betweenchildhood and adulthood, now facing oneway, now the other, not sure of which waythey want to go, not really sure of anything.Each one is a paradox : sometimes awkwardbut always appealing, shy but also brash,stubborn yet reasonable, reckless andcautious, loving and resentful, foolish andwise. There are conservatives becausesomething inthem dreads being different.They are rebels because something in themknows that each generation must break awayfrom the one that precedes it. They study,and their minds leap far ahead of theiremotions. They think, and their minds leapfar ahead of their emotions. They think, andtheir emotions color everything. We don’teven have a good word to describe them.“Adolescent” is clumsy and cold. “Teen-ager” is too often a term of reproach. Theyare a trial to us at times, but a wonderfultrial. They are our children. They are theunfolding future. Above all, they are people.

5. No man ever lived who did not feel, at times,that he was condemned to go through lifehandcuffed to a stranger. That stranger ishimself, the mysterious and unpredictablecompanion with whom he must share everythought, every emotion, every experience.

Clearly, then, if this inevitable partnershipis to succeed, a man must know how tolive on good terms with himself, how tomanage and control and sometimes improvehimself. “Make it thy business to knowthyself,” said Carvantes. “Which,” he added,“is the most difficult lesson in the world.”

6. A stupendous creation surrounds us - infiniteform, variety and beauty. The more intenseour awareness of this vast complexity, themore alive we are. It is necessary that wedo not let our sense grow dim or our mindsdull and unresponsive to the miracles thatsurround us - “open your eyes and your hearts,for the more the points at which you touchReality, the more fulfilled you will be.”

7. Everyone of us knows in one’s secret heartthat he or she could be a better person -more tolerant, more unselfish, moregenerous, more kind. None of us ever fullylives up to one’s ideals, but the encouragingthing is this : Improvement is always possible.Sometimes will power will do it, Sometimesprayer, sometimes a sermon, sometimeswords on a page. Our chief want in lifeis some one who will make us do what weare really capable of.

8. The age we live in has been called theDispirin age. Certainly it is an age of hurry,tension, frantic competition. We seldom walkanywhere. We usually drive and that tooas rapidly as possible. We hurl ourselvesthrough life at a breathless pace, trying tokeep up with the people who are trying tokeep us with the joneses. Is it worth it ?

9. In one physics laboratory there is a convexlens three ft. in diameter. When it is fixedup in the open, it converges sunlight froman area of over 7 sq.ft. on one tiny pointof flaming radiance. It can even melt itsway through steel. A mere seven sq.ft. of

Vividha


sunlight - but perfectly focussed. An ordinarymind, disciplined to concentrated effort iscapable of achivements quite as impressive.Most of us are aware of the fact that formost of the time people do not live upto their TRUE potential. Now and then ina crisis they may call hidden reserves ofstrength and perform incredible feats whilethe crisis lasts. But once it is over theybecame their ordinary selves again. Whatis this hidden power in people. Can it besustained and put up to regular work ? Canwe as a nation rise ?

10. Attitudes “said a great psychiatrist” are moreimportant than facts.” Of course they are.A handicap is a fact. A disaster is a fact.But where one person is defeated by ahandicap, another is stimulated. Where onemerely complains about hardships, anotherfights to eliminate it. Where one is paralysedby a disaster, another rises to challenge.There is nothing inevitable about attitudes.They can be changed and any one can acquirenew ones. All you have to do is to discardthe old.

11. Reality is what our five senses tell us ofthe universe that surrounds us. We mustlearn to live with it because we live in it.This in itself, is both a challenge and adelight. There is a challenge of making aliving, of carving a niche for yourself, ofwinning a place in the Sun. There is achallenge of adversity, of illness, of pain.There are the delights of music, literatureand art of people, places and things. Toall of these we are introduced when weare born and we live with them until wedie. It is like being given free tickets toa marvellous play. Here we sit, each of usat the centre of his own consciousness. Andevery morning the curtain rises.

12. “A successful person,” says Einstein” is onewho receives a good deal from his fellowmen,usually incomparably more than whatcorresponds to his service to them. TheVALUE of a person, however, should beseen in what he GIVES and NOT in whathe is ABLE to RECEIVE.

13. Life on this Planet is full of difficulties,failures and unhappiness. It is like livingin a forest of thorny bushes interspersedwith flowers. An overpessimistic view oflife perhaps, but certainly trouble does come- like death and taxes - to all of us. Howwe face it depends upon many qualities, ourcourage, our endurance, our philosophy oflife - and the dimensions of the adversity.But the man’s reaction to adversity is oftenthe true measure of men. Some of thegrimmest problems that plague our societyare : poverty, incurable diseases, mentalil lness, alcoholism, violence and overpopulation. The courage and determinationwith which we as individuals or collectivelyas a society, face these problems is whatmatters in life. Adversity can sometimes beour friend in life.

14. In the past we had good sense to realisethat periodic despair is nothing to besurprised about. Squabbles betweenhusbands and wives or parents and childrenare unavoidable, that not everybody isintended to live in bliss unending. We evenhad enough horse-sense to realize that anyone who is happy all the time must be mad.One indication of good health is preciselythe capacity to be unhappy when realitywarrants it - to be unhappy without anxiety,apology or defensiveness.

15. “Manners” said Rao ex-Principal, RailwayStaff College, “are the happy ways of doingthings”. And he added that people are always

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watching your manners, and awarding ordenying you prizes accordingly. Certainlygood manners soften the hard edges of reality.They life at the hearth of that mysteriousquality called CHARM. Good manners arethe shock absorbers of life and it is a keyto better interpersonal relations in life. Howto have them ? Imagine yourself in theOTHER person’s shoes. Then treat him asyou would like to be treated - that is all.“My boy” a father advised his son “treateverybody with politeness, even those whoare rude to you. For remember, that youshow courtesy to others not because theyare gentlemen, but because you are one.”

16. “Wisdom” says the dictionary in a hopefulattempt to define the indefinable, “is theability to judge soundly and deal sagaciouslywith facts especially as they relate to lifeand conduct.” But every one knows thatwisdom is more than that. It is a kind ofglow that lights a man’s world when he hasexperienced much and drawn the best from

what he has experienced. It is the invisiblecatalytic agent which gives strength to one’sactivities and relationships. “Common sensein an unknown degree is what the worldcalls wisdom.” wrote Coleridge. Whateverone may call it, it remains a distinct difficultgoal that most of us seek through our life.

17. Sooner or later the journey through theworking life of a person must end. It iseasy to see why this must be so. As a wiseadministrator once wrote, “Without theconcept of retirement, creative work inmanagement would be brought to an end.There could be stalemate”. With wisdomand grace one must therefore, accept thisstage of life. Life is a magnificent gift, butit is an impenetrable mystery. Man alonecannot give himself the final answers to thegreat mysteries. This is the role of religionwhich proclaims that the answers to theseare to be found only in the mighty realmof the spirit. I feel it is similar to theexperience of a child searching for shellson a seashore.

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Vividha


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*****

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AZwH«$ {UH$m for January... · betterment, C.F. Andrews was there, Dr. Annie Besant was there, who...

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