Rail Business May-2014

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Volume 5, Issue 24 May 2014 ISSN No. 0976-254X
` 150
Difficult Climb Ahead
E X CL USI V E
I NT E RV I E W
IR faces a tough financial year
M
E
G
A
IS
S
U
E
Freight updates
from SECR and
SER
The strength of
Indian Railway
workshops
International conference
on Emerging Fire
Protection Technologies
7 10 12
Dear Minister
Welcome to Indian Railways, the largest family in India. The hectic election season
should by now have given way to the intents season when the past is likely to be
in focus for its neglects and the future promised to be one of delivery and care. Even
if our democratic roots are now firm, we cannot reach you for conveying our
aspirations and thoughts. Hence this open letter.
We hope that you will eschew the past tendency to blame the ills of the railways on
politicians that preceded you. It hurts when a large organisation starts to belittle
its past with white papers of blame. It is time instead to address the atmosphere
of indifference that is perceived to have set roots. Business as usual has hurt IR.
Instead key issues need to be addressed.
Wise political leadership is perhaps in letting the managers do what they can best
do. Your leadership is required most in re-establishing that the nation cannot
advance unless government spend in rail network is enhanced manifold. This has
been advised by all planners and independent agencies. You have to engage the IR
management in changing inefficient procedures and methods.
Can you be the champion for higher investment in railways? The railway managers
can deliver on everything else.
The present attitude is summed up in a brilliant phrase disengaged toleration
used in another context by Amartya Sen. It is time for better engagement and lesser
toleration of the inefficiencies in management and operational deliveries. It is time
for the IR management to be seen and heard by the nation. It is perhaps time to
adopt a single point programme of projecting railways as a mandatory brand.
IR has a dedicated cadre in place but somehow more is expected of you than from
the IR management. May we suggest that the first intoleration required is for IR
management to deliver. The toleration' shows up when nearly half the senior
executive positions fall vacant, when key capacity projects starve for funds and
attention even as political projects get unlimited money and weekly attention,
when many categories of staff dont and are not expected to deliver on full days
work, when skills are not recognised and promoted, when the motivation of the
cadre is allowed to ebb, when the nation is permitted to lose hope in railways.
Intoleration should lead to some simple outcomes like better project delivery,
enhanced service levels and adherence to schedules.
IR has many tough climbs ahead and multiple actions on many fronts are mandated
for course correction. RAIL BUSINESS will always try to make humble supporting
contributions for this purpose.
We wish you a satisfying time in the family.
(Vijay Raina)
Editor
F I RST WORDS | OPE N L E TTE R
...and impossible to be silent.
...Edmund Burke (on the French Revolution, speaking in British Parliament).
An event has happened, upon which it is
difficult to speak...
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Volume 5, Issue 24 May 2014
In Conversation
Arunendra Kumar, Chairman,
IR Board
1 Looking ahead
2 Pushing for higher train
speeds
3 Dynamic pricing on premium
trains
4 Missing management cycle
5 Faster additional capacity
6 Railway man by accident
28 Monitoring IR performance
Maintenance
10 IR workshops provide key
strength
Industry
26 Wagon manufacturing industry
travails
34 SAIL as an infrastructure major
Opinions
22 Sanjiv Handa on his lone
hand of dissent
36 A case for high speed links
Metro
20 Delhi Metro in Phase 3
Pot Pourri
14 Media review
37 M Akhtar - distinguished map
maker
Safety
4 Concern on rail fractures
12 International Conference on
Fire Safety.
Operations
30 Staff in obscure places
38 Merits in running allowances
Photo acknowledgements
Plasser and Theurer
Zaibulla Syed Ismail
Freight Operations
7 South East Central Railway
8 South Eastern Railway
Technology
17 Signalling alternative for semi
high speed
24 IR test track-a nowhere road
32 ICF rolls out 3 phase DEMU
I N CONVE RSATI ON CHAI RMAN, RAI LWAY BOARD
1 Rail Business [Focus-India] May 2014
When the weather is nice and calm, the captain can relax.
His skills will come into play mostly when the weather
gets rough to rock and flip the ship. His passengers are
likely to remember only the bad weather and their travails,
unaware of the skilful steer that saw them through. Only
stories of the troubles will be recounted, a successful
manoeuvre forgotten.
In a way that reflects the times that IR and its managing
Board is traversing now. With growth figures under threat,
government investments at a plateau, adverse public and
media perceptions & low internal motivation, it cannot
be the best period to manage the mammoth IR set up.
Crossing another difficult year
Various initiatives for resurrection and growth are in place
and should see results in the mid-term. The FY has ended
with ` 3,000 Cr lesser than hoped net resource availabil-
ity, impacting funding capacity projects adequately.
Freight revenues have risen 13.1 % mainly due to tariff
revisions even as a 4.2 % increase in originating freight
loading (1050 mt) was negated by a disappointing 9.3 %
reduction in average lead. Freight loading was impacted
specially by problems in the coal sector, like in South East
Central Railway. These issues have now been addressed.
A 15.5 % increase in total revenues in 2014-15 is based
on optimistic projections. Kumar is worried, even puzzled,
by the mere 0.6 % growth in passenger trips, even though
increase in the low fare suburban traffic has been reason-
able. One reason could be the delay in reconciliation to
the increased tariffs introduced last year after a long gap.
The Board does expect this trend to reverse towards a
robust 5. 6 % increment in current FY and has budgeted
a hefty 24 % growth in revenues.
Considering that working expenses are expected to grow
by near 13 % and growth in freight volumes is linked to
overall kick up in the economy, lack of increase in the
non-suburban passenger traffic should impact on overall
resource availability.
Kumar adds his optimism for the year with a hopeful
there is likely to be a distinct improvement in internal
resource generation. This, coupled with higher budgetary
support expected from the Central Government, would
surely enable to aim at higher Plan Outlay for moderni-
sation and capacity generation.
That is the best expected scenario but one fears another
year of less than expected revenues and ever increasing
operating costs could eat into capacity generation projects.
Freight corridor in Dec 2018
Major capacity generation is twined to the completion of
the ambitious freight corridors. Kumar expects the first
segment to be operational by Dec 2018. A recent visit to
Japan has led to another tranche of Japanese funding for
another stretch of the Western corridor. Good progress
has been made in sectional execution of the new tracks
for these corridors.
A forward looking effort at speeding up passenger services
has been switched on, with the first operationalisation of
160 kph trains on the New Delhi -Agra section by the
year end. IR is also pursuing the medium high speed (by
JICA) and high speed link (by Systra). Both these projects
are as yet far into the horizon and no predictability was
forthcoming as resource availability is at best gloomy.
A continuing area of concern is the on-run punctuality of
trains. At present a software based system is in place for
capturing actual runs and approx. 83 % on time perform-
ance is recorded. Steady improvements are in hand. In-
stallation of an integrated Coaching Management System
has permitted a single window monitoring of coaching
Looking ahead, optimistically
Arunendra Kumar, Chairman, IR Board reflected on the various issues facing his Board
in a chat with RAIL BUSINESS.
Loading (in million tons ) 1008 1050 1101 4.9
Lead (km) 686 621 625 -6.0
Yield per mt (` in Cr) 84.6 89.0 96.0 7.9
No. of Passengers (m) 8421 8425.6 8896 5.6
Revenue Passenger (` Cr) 31323 36452 45255 24.1
Goods (` Cr) 85263 93512 105770 13.1
Total Earnings (` Cr) 123901 139097 160725 15.5
Appropriation Pension Fund 20710 23700 26700 12.7
Net Resourse availability 15144 12314 17388 41.2
2012-13 2013-14
2014-15
Planned
YOY
(2013-14)
%
Optimistic projections for current FY may not come about. IR can expect a difficult year on the
revenue front.
Metric
I N CONVE RSATI ON NE W DI RE CTI ONS
operations. This system includes a
Punctuality module and Coaching
Operation Information subsystem
that generates on-line status of stock,
helping in better utilisation of coach-
ing resources.
Non-government funding
Successes have been recorded in stake
holder investment in sectional capac-
ity addition projects but not much
can be expected in the near term on
private sector funding of any mega-
projects. Kumar was reticent in com-
menting if IR needs to engage a bank-
ing /investment sector expert to add
to its managerial resources for devis-
ing workable schemes for PPP initia-
tives.
Kumar foresees a resolution of issues
that have impeded setting up of two
new locomotive private sector plants.
The purchase price model proposed
earlier was linked to price variation
formulas that would have led to unre-
alistic prices, much above the current
production costs in DLW and CLW.
In his view, the long term (25 year)
purchase agreement entered for the
proposed forged wheel plant in Rae
Bareilly with RINL (a Central PSU),
could provide a viable model for these
units. IR needs to develop additional
loco manufacturing capacity for the
planned throughput increases and
cannot let go of this additional capac-
ity within the country. A similar exer-
cise for the EMU manufacturing unit
at Palakkad could also be useful in
developing an acceptable model.
Technology induction
Kumar recognises lack of significant
successes in modern technologies by
captive production units. The low
exports from Indian railway industry
as a whole is also a consequence. IR
units have no exports contracts in
current FY. Kumar added these units
can commit to exports on first priority
basis, a reversal from the past when
any export possibility was stymied by
concerns on internal rolling stock
needs. These much needed changes
will naturally take time and persever-
ance to produce any results.
Restructuring
In a way, IR was last structured in
1920s with the formation of the Rail-
way Board and in 1950s with the for-
mation of railway zones. Kumar ad-
mits that IR organisational reforms,
though long intended, have never tak-
en off and a concentrated effort is
needed. Kumar has high hopes in the
IR management cadre even as he
would like a reorientation in general
approach to career paths provided to
the managers in various streams. Pos-
sibly a thought has been given to cre-
ating an integrated traction cadre (at
present separate Mechanical and
Electrical cadres exist, often in isola-
tion) but has not led to any concrete
concept initiation.
Kumar adds that he would like that
placements in department heads and
some other positions be aspirational.
For him a longer tenure of may be
even 10 years in technical expert
positions, like in R& D/RDSO, is also
desirable. Another way would be to
provide options for each manager to
choose his career path in manage-
ment or technical expert groups. IR
has as yet not moved beyond general
ideas to a concept paper.
We close with an issue of relevance
as a new government is likely to take
shape. For him, balancing the political
with pragmatic management is an es-
sential need. He would advise his
younger colleagues to be open and
truthful with the political establish-
ment. For him, that gives sustainable
long term results. Perhaps easy to say,
but he certainly knows how difficult
it can be in the Indian reality.
Indications are that IR is now on the way towards incre-
menting the maximum train speeds on select routes. IR
speeds have been stuck at a low plateau of 130-140 kph
on few sections, limited to too few trains to make a dent
in passenger perceptions. As Arunendra Kumar traces
back the reasons for getting stuck on speeding up projects,
it is clear that after a gust of activity that led to the Shat-
abdi/ Rajdhani class trains being speeded on to 130 kph
(from the IR modal 110 kph), the IR board concentrated
on increasing freight train throughputs . Periodic state-
ments of intent for 200 kph + new links never saw any
actionable progress towards this goal.
In a major thrust, Kumar was on board a 20 th April trial
special train that mapped the route from New Delhi to
Agra touching 160 kph in short stretches. The train also
carried the General Managers and key department heads
from two zones. Key IR Board executives like some mem-
bers, additional members & advisers in signalling, electrical
and infrastructure accompanied. The fastest train on the
section takes 126 minutes that Kumar would like to com-
press to around 90 minutes. He assembled this team with
a definite timeline: start this pioneering service by the
year end. And more importantly, that could set a trend
for similar reductions on select trains to Kanpur and
Chandigarh within the next year. One can sense a hope
of a path breaking effort leading to IR coming out of this
self-imposed restriction of 110 kph is good enough for
us in coming years.
Using Kapurthala manufactured LHB coaches and WAP7
loco from Chittaranjan, the trial helped clearly define the
road blocks and set teams to resolve issues and implement
on-field changes. Chiefly the impediments on this
200 km run include:
l 8 speed restrictions ranging from 15 kph in New Delhi
yard and 60 kph on the nearly 3 km from Hazrat
Nizammudin to Tuglakabad (suburban areas).
Steps for higher speed: a worthwhile legacy
Revenue (` Cr) 12064 (+9.6%) 11010
GoodsRevenue 8204.00 7624
Loading (mt) 88 (+6%) 83.7
Passenger Revenue 3407 2916
No. of Passengers (m) 686 695
Suburban 362 371
Non-suburban 324 323
April 2014 April 2013
A difficult year ahead
I N CONVE RSATI ON SPE E DI NG UP
l Inadequate cant and transition
curve lengths at 57 locations
(Mathura to Agra section).
l Need for 38 thick web switches
at a number of stations.
l Relaying about 20 km track with
60 kg/m rail (in place of 52 kg/m).
l Fence protection of tracks at vul-
nerable locations.
l Completion of automatic signal-
ling works on a stretch of North
Central Railway.
l Route Relay interlocking (RRI)
at Agra yard.
l Minor works and certification for
overhead power supply.
l Verification of mobile train radio
communication.
It is learnt that actionable targets for
all these have been set up to deliver a
proving run say by July. Statutory pro-
cedures will include preliminary per-
mission for the proving run and final
certification by the Commissioner of
Railway Safety thereafter. The project
will clearly need a push that Kumar
intends to provide till completion.
We learn from diverse sources that
preliminary targets include:
l Replacement with 60 kg/m rails:
Oct. 2014.
l Identification of vulnerable track
locations by a nominated group ,
development of fencing design
and execution: Nov. 2013.
l Readjustment of curves/ transi-
tions : August 2014.
l Automatic signalling in NCR
zone: July 2014.
l Proving run: by July 2014
Why stuck at 110 kph
Most IR express trains are limited to
a max speed of 110 kph; that is almost
antiquated considering that 60
miles/hr (= 96 kph) was the norm in
early 20 th century on the main
routes. These were the days of fish
plated tracks, kerosene lit semaphore
signalling, no train communication
radios, wooden bodied coaches most-
ly with laminated springs and steam
traction. IR infrastructure could be
able to increase this modal plateau to
130 kph if the IR Board were to accept
it as a strategic goal.
What is needed is large number of
similar efforts in various zones. That
is an aim Kumar would seemingly like
to install for future acceptance. But
right now, he is clearly concentrating
on the 160 kph prove out and com-
missioning project, hoping to kindle
the hunger for speed.
The project will have to overcome
internal why increase speed hurdles
that have been ingrained into IR man-
agement culture-set for a couple of
decades now. On the positive side,
that could be a big Kumar legacy that
will re-establish IR concerns for the
wary passenger liable to shift to the
road at every opportunity.
The IR Board was able to push through a revision of
passenger tariffs after a near 10 year hold on political
considerations. IR had indicated possibility of a demand-
centered dynamic tariff policy for long distance travel.
The Board has now successfully started these trains and
results in the current summer should help determine the
scale and nature of such tariffs.
After initial trial runs on a few trains between New
Delhi and Mumbai early this year , IR has now started
a series of summer specials with special pricing.
IR runs more than 1500 express trains per day and special
trains are scheduled in the rush seasons (mostly in sum-
mer, year end and around Sept./Oct. to cater to festival
rush). It has now announced 570 trains this summer that
will be covered by a flexible tariff (5 more routes are
planned but have not been notified at the time of this
report). The trains will vary from 13 to 21 coaches and
offer differing classes of travel. Expectedly nearly 150 of
these will cover the Northern Railway.
For many years now, IR has also tried to generate addi-
tional revenue through sale of a limited number of seats
(generally in coach units) on popular trains through the
Tatkal = urgent scheme that includes a fixed surcharge.
Earlier in march, IR laid down a policy set for dynamic
pricing that centers around:
l 15 days advance reservations only.
l No concessions, no waiting lists, no cancellations
l Full refunds in case of service default
l Catering price included
l Only reserved sleeping class (AC and non-AC)
accommodation
l Minimum charge: normal fare plus Tatkal charges.
The Minister of Railways had announced introduction
of 17 trains with dynamic pricing and it is presumed that
regular services (besides rush season specials) would be
offered. The details on these trains can emerge only as
the new Minister takes charge, may be late in May. The
premium pricing of the summer special trains seems to
be an additional effort.
Recent trends in passenger traffic show a declining in-
crease in non-suburban traffic that has depleted revenues.
A rough assessment of the patronage of these trains has
been made by tracking the seats on offer and tariffs offered
for an Ahmedabad- New Delhi train chosen randomly.
In the pre-season April, this train had more than 380 seats
on offer even a few days prior to travel and included a
premium of ` 400 per seat. It is guessed that many of
these trains have not run to high load factors but the real
results should await assessment after the summer rush in
May and June.
With 100 % forfeiture in case of a foregone travel and
only a 15 day advance booking (60 days for normal travel),
the price conscious passenger has not yet taken a liking
for the premium special trains on offer.
Dynamic pricing on premium trains
I N CONVE RSATI ON CONCE RNS
Avoiding the missing management cycle
Arunendra Kumar admits that IR has got used to an annual
cycle when many senior executive positions, particularly zonal
General Managers, remain vacant for months. The practice
reached a nadir last year when unsavoury practices, used to
fill in some positions, came into public scrutiny. Kumar con-
tends that he has set in motion better procedures and few
recent placements made in time are proof of changed
intentions.
There are multiple reasons for these delayed postings. The
first is preparation of a competent panel based on past per-
formance reports. Reportedly this panel process will now start
in December (instead of the following March-July) and, keep-
ing in view the multi-tier government clearances required,
anticipatory processing will be based on expected retirements.
Delayed postings are also often related to manipulating status
in favour of favoured managers. Corrections in place should
go a long way in arresting the indifference visible often in
railway managers.
In another development, IR has adopted a new management
transfer policy that is said to remove discontent with many of
the current pick and place practices, particularly for places
in better urban centers.
Kumar is confident that procedures are capable of timely
delivery. Recent placements have raised hopes.
Rail fractures: an overriding concern
For the IR Board, periodic major accidents are a constant
worry. The Chairmans initiative in organising an International
Conference on Fire Safety should lead to additional corrections
particularly for choice of materials used in coaches.
Kumar lists two areas that are simmering: rail fractures and
instances of trains overshooting stop signals (SPAD). Rail
fractures in particular can have disastrous consequences as in
the passenger train derailment and capsize on the Konkan
railway in late April when 19 passengers were killed. Ongoing
efforts have resulted in a near 17 % drop in recorded fractures
but the absolute numbers are far from reassuring (6632 in
2010, 6759 in 2011 and 6247 in 2012).
Such fractures occur on rails as well as on rail-welds. IR has
an intensive programme for manual daily patrolling of tracks
as a result of which most such incidents are corrected before
any disaster strikes but some spoiled food will always come
out of a dirty kitchen. In addition, a rigorous regime of ultra-
sonic testing of rails is in force. IR is also progressively shifting
away from alumino-thermic to flash-butt welding, including
using mobile plants. Longer rails that reduce the number of
inter-rail welds are also under manufacture in Bhilai.
However, a wide variation of fracture instances over various
zones and time periods seems to indicate unaddressed root
causes. Amongst the major zones with substantial freight
traffic, last FY data shows variations from around 200 in one
zone to more than 1000 in another. Variations in local practices
in recording such events are prevalent and a comparative
assessment can be wide off the realities.
Clearly, the kitchen needs a thorough cleaning.
In a rare moment when one could discern some dis-satisfaction,
Kumar recalled the occasion when he met the then CRB for
a posting. He felt sad when he got a hearing but certainly not
attention. Kumar, however, lauds the camaraderie that exists
among IR managers, hoping that good practices of the past
can be spread to younger managers. We learnt of what the
past was like from a casual conversation with a retired CRB.
KC Jena (CRB, 2007-08) was on his first posting in Kharagpur
when MS Gujral, the Chief of Operations on the zone, decided
to visit him for a look at Jenas paintings. Recounts Jena ...
my home was a bare bones affair , with little furniture and no
curtains, normal for a young man on his
first railway posting. KK Misra , few years
his senior and posted in the Stores Cadre,
came in to help me as he moved all his
furniture, crockery and curtains in a truck and laid out a
proper house for me. All within a few hours. I wonder if Gujral
was impressed by the speed with which I had acquired proper
stuff so soon after my first posting.
Bollywood buffs will recognise this as the precursor to the
much acclaimed Dr. Munna Bhai script.
The original Munna Bhai Act
I N CONVE RSATI ON PROJE CTS
It is well known that the IR project book is a long list of
partially funded works, with uncertain execution times.
The list is stretched every year and has very flexible pri-
orities. It is often said that at the current rate of funding
and execution, these works can stretch to 40 years. The
IR Board has struggled to fast pace projects that can
enhance train capacities in bottleneck areas but hard
results are difficult to see.
Kumar points out that he and other Board members have
prioritised 30 of these projects that can add capacity
significantly. However, actual funding even for the current
FY is held up due to the adjournment of the years gov-
ernment budgeting process. The 30 identified works
include projects in various stages from start up to those
nearing finish:
l Additional (second /third line) track capacity : Ajni
Wardha, Daund Gulbarga, Garwa Road Ramna
(ECR), Hajipur Ramdayalu Nagar, Jharsuguda Ren-
gali, Sukhinda Jajpur, Khurda Road-Barang-Rajatpur,
Sainthia Muraroi (ER), Tinpahar Kahalgaon, Utretia
Zafrabad , Kazipet Vijaywada, Sini Adityapur (SER),
Goelkera Manoharpur, Bilaspur Anuppur, Champa,
Jharsuguda, Chikjajur Arsikera (SWR), Bina Bhopal
and Udhna Jalgaon.
l Signalling : Automatic signalling in Kanpur Mughal-
sarai, upgrade to Standard III interlocking in Rewari-
Hisar + Bhiwani-Rohtak + Suratgarh-Bhatinda.
l Electrification : Madurai Nagercoil, Siwan Gorakhpur
Barabanki.
As per partial information available, these projects require
funding of around ` 2000 Cr in this FY. Considering that
the IR budget will probably get parliamentary approval
only in July, the pace of execution cannot be much better
than in past few years. The IR Board has a positive outlook
on these projects but has not been yet able to ensure till-
done financial support and the annual funding flexibility
erodes project pace. Kumar and his team are aware and,
at best, trying.
Private funding
A key element of future network expansion is the ability
to inject private funding that includes from some of cash
rich PSUs. Such funding is for infrastructure works, ter-
minals and capacity expansions, particularly when con-
necting ports and mining areas.
The IR Board has been able to grant recent approvals for
nearly ` 900 Cr worth projects that will enhance sector
capacities. G Pillai, Adviser Infrastructure adds,' in its
Dec. 2012 policies, IR has announced five models for
private investment: non-government railway, joint ven-
tures, build-operate-transfer (BOT), customer funding
and BOT-annuity models.
In principle approval for 9 projects likely to cost ` 9,000Cr
has been granted. During the last FY, investment of
` 902 Cr was received from NTPC under customer
funding model for projects involving doubling, gauge
conversion, flyover and electrification:
A hunger for project speed
Stake holder Funding ` Cr
Gauge conversion Blagona- Katwa (ER) 112
Flyover and third line Bhaktiarpur (ECR) 250
Track doubling Hotgi-Kudgi (SWR) 400
Electrification Manpur- Bhaktiarpur (ECR) 140
Changes at
the top
Radhey Shyam has
moved from his earlier
position in Chittaranjan
Loco Works (and Kolkata
Metro) to General
Manager, South Eastern
Railway, Kolkata.
V K Gupta has replaced SK Jain (retired
in April) as Member Engineering in IR
Board. A graduate in Civil Engineering
from Punjab Engineering College,
Chandigarh, Gupta was General
Manager, Northern Railway. Earlier key
positions include Secretary to the Board,
Advisor, Land & Amenities, Divisional
Railway Manager, Ferozepur and Chief
Engineer (Construction), Northern
Railway.
R K Gupta, now General
Manager, Eastern
Railway, Kolkata will
continue to look after the
Dedicated Freight Corp.
till a successor is
appointed. Guptas
earlier positions have
included Chief
Administrative Officer
(Construction).
I N CONVE RSATI ON RE MI NI SCE NCE
Railwayman by accident, luckily for IR
IR owes a debt to HL Dutt, Principal in the 1960-70s in
the well known Kolvin College, Lucknow that it can never
pay. In Oct. 1970, Dutt recognised merit in a young
Arunendra and asked him to fill in a form for admission
to an institute the young lad had never heard about.
Arunendra Kumar, now Chairman, IR Board recounts
that he was in awe of his principal and promptly pencilled
in his particulars in the form for examination leading to
the Special Class Apprentice programme of the IR that
is based in its training institute in Jamalpur. The onus for
checking was for Dutt who convinced his young charge
to travel to Allahabad for the tests.
The option was certainly not welcomed by Arunendras
father whose dreams for his son were for a career in the
Indian Civil services. The typical middle class living had
its financial limitations and one of the best gifts that he
got was a new copy of Looneys Trigonometry, a standard
must have' text book in those decades in India . In later
years, he learnt to be guided by the basics, re-reading Dale
Carnegie quite a few times.
Arunendra recounts that his father, in an effort to appease
Dutt, reluctantly agreed to the option and even permitted
travel by the cushioned sets classes instead of the standard
(then) third class that had bare wooden seats. Having
cleared the exams with excellent scores, Arunendra felt
the pinch of his father having to pay ` 200 for a 10 day
coaching class for the interview. The admission call for
Jamalpur was a cause for a lot of discussions at home and
ultimately Arunendras father sought the counsel of the
Divisional Commissioner in Moradabad. The response
of the government official was unusual and clinched the
argument Jawahar Lal Nehrus clothes used to go to Paris
for laundry. If you join Jamalpur, at least you can go to
Calcutta for shopping! Sometimes seemingly petty argu-
ments override rational decisions.
Jamalpur was not a happy starting experience the senior
batches were prone to continue the ragging exercises' for
months. As he looks back, Kumar recounts that he fled
home some six months later , not able to stand the rigour.
The academics were not interesting and engineering
drawing left him initially perplexed. Coaxed back, he
settled down in few months, getting into the active mode
in his second year of apprenticeship and even excelling
in academics.
Over his career a few persons have naturally left deep
imprints with their support and methods. He readily men-
tions Godbole, his boss in the Abu Road Diesel Shed, who
would go out of his way in making the young family com-
fortable. The management style of KP Singh was impres-
sive particularly for his effective delegation and guidance,
without any effort at micro-management. Naturally all
was not roses and a boss (let us say GK) in the Ratlam
diesel shed felt jealous and went out of his way to cause
discomfiture when Arunendra was nominated for a 12
week training course abroad .In later years , Inder Gandhi
in RITES and some others were equally supportive.
The chat veered round to values that the younger gener-
ation has. The mentoring and the camaraderie that the
trainees in Jamalpur learnt had its downside too. The
spirit of competition imbibed in the apprentices often led
to cut throat practices which carried further in the career
caused lot of in-service problems. The mentoring efforts
from those days cannot be replicated now when the
younger officers tend to stay differently, rather cocooned.
Arunendra recounts, with some sadness, but without any
rancour I had to wait for three months for a posting after
my tenure as Divisional Manager in Mumbai. When I
finally got to see the then Chairman, he could not even
get eye contact, or a direction to take a seat and listen to
my request was farthest. But he did not lose his motiva-
tion. Later on, KC Jena, CRB picked him as his Executive
Director for Coordination. For Arunendra, that experience
has been priceless as he learnt the Railway Board culture
and its procedural labyrinths.
The simple things in life are the most cherished in Arunen-
dras life, as he looks forward to his post IR life (he retires
in Dec.) No wonder, he would like to be known by his
sincerity in whatever I did and by my truthfulness.
When friendship ruled : (L to R) A K Verma, G S Swaroop, Sumit Sinha, Arunendra Kumar, Jyoti Kumar, K K Atal and Rajiv Chandra
in batch photograph. Photo courtesy Director, IRIMEE, Jamalpur
I R F RE I GHT SE CR
South East Central leader in freight
South East Central Railway (SECR), carved out of South
Eastern Railway, consists of the erstwhile Bilaspur, Nagpur
and Raipur Divisions. The zone is the leader in total
freight loading, a position that is within reach now for the
Bhubaneshwar based East Coast Railway.
From 83 mt in 2003, SECR first achieved the 150 mt
milestone in 2011-12. In terms of share, SECR has
been consistently contributing around 15% of the total
IR originating loading, being the only zone with >
150 mt loading continuously in the previous 3 FYs.
Year MT % of IR
2011-12 150.7 15.5
2012.13 150.6 15.0
2013-14 150.5 14.3
Coal is the mainstay accounting for > 75% of total dis-
patch, cement being a distant second at less than 10%.
COMMODITY 2011-12 2012-13 2013-14
Coal 112.5 114.4 113.2
Raw materials for steel 1.3 1.4 2.4
PIFS 7.10 6.9 6.4
Iron Ore 7.9 8.0 7.4
Cement 14.4 13.7 14.6
Food Grains 2.6 2.8 3.0
Container Service 0.4 0.4 0.5
Balance other Goods 4.5 3.8 2.9
Slump in Coal Loading
As a general trend, loading in the second half of the FY
exceeds that of first half, in view of the increased level of
productivity all around. FY 2013-14, however, has been
a difficult time for SECR in view of sluggish demand till
September 2013 for cement, steel and coal (from CIC
area of South Eastern Coal Fields). Requirement from
the private coal washeries also slumped to 8 rakes from
the earlier 15 rakes per day. There was thus a heavier
dependency on the remaining months to increase loading
activity.
SECR got a jolt in Jan 14 when it was known that the
incremental loading in SECL (Korba) and Mahanadi
Coal Fields (MCL) was not likely to materialise as clear-
ances from MOEF for the expansion projects were still
to be obtained. There was a further scare when two major
coal sidings New and Old Kusumunda, together ac-
counting for 10 to 11 rakes per day in Korba area, stopped
loading for 9 days in Feb. 14 due to closure of mining
activities. The situation was aggravated when MCLs
Lakhanpur and Belpahar mines gradually tapered off
production from January and finally stopped loading coal
from Feb. 28, 2014 from the 3 Railway sidings of Belpahar
area. There was no loading at these sidings for March
where normally 12 to 13 rakes were loaded per day in the
peak period. There was now a real danger not only of
missing the targets, may be even slumping beneath the
threshold 150 mt.
Change in Focus
It was now time for SECR to rethink strategies and relocate
the resources particularly for utilisation of the closed
circuit (CC) BOXN and BOBRN wagon rakes. After
some brainstorming discussions, measures identified for
implementation:
l BOBR loading to be increased in the goods sheds for
non-linked coal.
l BOXN to be loaded heavily with raw materials to steel
plants at Dadhapara, Belha and Baraduar terminals.
l BOXN Fleet augmented for loading in cement indus-
try, both in clinker and bagged cement category.
l Engine-on-load system was adopted in the cement
sidings also to achieve faster turnaround.
l Reduced BOXN wagon holding on the zone , provid-
ing better mobility
l Supervisors were stationed at crucial locations to
monitor movement, particularly cross movement on
main line where sidings are on both sides of trunk
route.
l After discussions with Private Freight Terminal oper-
ators, local coal movement from Korba field to Raipur
area was diverted from road to rail.
Emphasis on productivity
2013-14 has also yielded better results qualitatively
Parameter Previous FY 2013-14
Net ton-km/wagon day 7422 8624
Wagon km per day 197 212
Avg. net train load (t) 1978 2091
Load receipt (vehicles/day) 2079 2301
Internal Release (N-Box+
BOBRN, rakes/day) 48.8 52.9
Terminal detention (in hrs)
Loading 16:45 14:13
Unloading 19:31 19:03
Wagon turn round (days) 2.27 2.28
Electric loco utilisation (km) 490.1 512.7
Diesel loco (km) 421.0 459.7
Km/engine day in use
Goods Diesel 168.0 194.0
Electric 354.0 374.0
Ineffective % age
Diesel Locos 13.2 9.9
Electric Locos 7.9 8.8
Wagons 2.2 1.9
B K Joshi
Chief Operations
Manager
Navin Tandon
General Manager
South East Central
Railway, Bilaspur
I R F RE I GHT SE R
It is a matter of satisfaction that the
customers particularly the cement
industries rose to the occasion and
the loss in loading of coal was substan-
tially made good by increased loading
in cement and clinker in the final
quarter of 2013-14.
During this period the contribution
of coal in the overall loading came
down to 73% but cement (11%) and
other goods (3%) went up and finally
SECR crossed 150 mt for the 3rd con-
secutive year.
Marching ahead
For 2014-15, discussions have already
been held with major customers like
Coal companies, Manganese Ore In-
dia and cement manufacturers to en-
hance freight.
Navin Tandon, General Manager
adds, Our customers are upbeat and
potential for an incremental growth
of at least 10 mt seems within reach,
and SECR is all poised to keep its pole
position.
South Eastern Railway (SER) has recorded a net increase
of 9.72 mt over previous year to achieve this best ever
performance. It is remarkable that during the year no
commodity in the basket registered a negative growth.
SER has undergone a metamorphosis in its role since the
undivided days (when new zones in Bilaspur and Bhu-
baneshwar were carved out). Not only do we continue
to be a major loading railway, we also regularly help our
sibling zones in their freight loading by supplementing
empty BOXN and BOBR rakes; to East Coast at Badrak
on the Eastern mainline and Jaruli on the Dongaposi link
and to South East Central at Jharsuguda on the Kharag-
pur-Nagpur mainline.
SER freight business is single-commodity, single-division
centric as it is dominated by iron ore originating in
Chakradharpur division. In last FY, SER clocked
134.28mt, to which iron ore contributed 74.56 mt, an
increase of 7.15 mt over previous FY. With this, we even
crossed the revised target of 134 mt and, of course, the
124.61 mt in 12-13. The increase in ore loading is primarily
due to increase in ore loading to Tata Steel from their
captive mines in Chakradharpur and enhanced dispatch
by Jindal Steel and Power from their pellet plant. Loading
on account of SAIL has been rather constant. Merchant
mine loading did look up in last quarter but, overall,
closure of some sidings affected dispatch.
Coal ex Haldia port saw a marginal growth only due to
drop in lesser loading of imported non-coking coal. The
Haldia riverine port, upstream on the Hooghly, has a
lower draft problem as has been impacted by improvement
in loading at the newer Dhamra sea port, 75 nautical miles
away along the East Coast. Loading from steel plants has
looked up, with support of slag loading for cement plants.
For the current FY, SER has set a tougher target of 144mt.
The main driver of growth will continue to be iron ore
from Chakradharpur. This optimism stems from Tata
Steel, which needs to meet its demand for both Jamshed-
pur and the upcoming 6 mtpa, Kalinganagar plant (near
Dhubri, Orissa). Further incremental load will accrue
from Jindal Steel JSPL loading for its unit near Angul.
SAIL is also optimistic for its ore dispatch to their plants.
On the coal front, the zone does not expect for growth as
Haldia draft continues to be a dampener. Bharat Coking
Coal BCCL, the major domestic coal company loading
washed coking and non-coking coal, has not given a
healthy growth forecast. SER is expecting balance incre-
ment from cement and clinker, finished steel and slag, oil
products, containers and other goods.
Two key innovations that helped cruise happily:
l Introduction of push-pull system in ore circuit be-
tween the Noamundi and Joda mines sector and Tata
Steel plant at Jamshedpur, wherein the loco and the
rake remain married and move in mostly in a merry-
go-round close circuit. This has helped in reducing
turn round and net saving of rakes by bringing about
synergy between operational disciplines and mecha-
nised loading & unloading process.
l The up direction Saranda tunnel (on the Rourkela
mainline) was made fit for A class over-dimensioned
stock movement by removing limitation on overhead
catenary that has been continuing since electrification
52 years ago. With this, BOBR rakes can now pass
through up tunnel without having to wait for routing
through the down direction tunnel. A key consequence
has been the stepped up supply of BOBR (hopper
wagon) rakes to the adjoining Bilaspur area.
The freight march on the South Eastern
The South Eastern Freight Team: (Sitting) S K Das, Chief Commercial Manager, P Sahai,
Additional General Manager, Radhey Shyam, General Manager and G Mohanty, Chief
Operations Manager.
Key capacity addition in 2014-15
l Lohardaga-Tori new line , that connects Ranchi to the CIC (EC
Railway) line
l Third lines in Rajkharsawan-Sini , Manoharpur-Poseita and
Kharagpur-Shyamchak
MAI NTE NANCE I R WORKSHOPS
IR owns and maintains more than 50,000 coaches, 9,000
diesel & electric locomotives and 2,00,000 wagons. Ade-
quate planning and execution for maintenance to keep
the stock in good running fettle is a challenging and
daunting task. At the core of this maintenance effort are
the 45 workshops spread across the network. With time,
these workshops are evolving to adopt newer technologies
and product mixes.
These workshops are a veritable storehouse of skills in
technical crafts, collectively employing around 1,40,100
artisans, supervisors, engineers and support staff. Many
of these workshops owe their origins to the regional
networks that proliferated in the 19th century and catered
to the limited needs of the parent company. Often these
handled all types of stock in limited numbers, with limited
spares manufacture too. Some locations like Jamalpur,
Kharagpur and Lucknow grew into multi-facility majors.
Over the last few decades, many of the erstwhile narrow
and meter gauge facilities have been converted to serve
the local BG stock needs. It is no wonder that these work-
shops range from a tiny Tindharia (that serves the Hima-
layan toy train) with 92 staff to mega locations like
Kanchrapara with 10474 employees, Kharagpur with
10211 and Jamalpur with 9099. Little known to most is
that most of the workshops are also engaged in manufac-
turing activities apart from undertaking periodic overhaul
of all types of rolling stock. The manufacture is not re-
stricted to maintenance spares but includes major items
like bogie frames, wagons, narrow gauge coaches and
diesel locomotives, meter gauge steam locomotives,
140 t rail borne cranes, broad gauge coaches for multiple
layouts and diesel electric locomotives including for non-
IR customers. These workshops have an annual budget
that crosses ` 9,000 Cr.
Impressive product profile
A few examples of standout performance show the depth
and range of these efforts: in wagon manufacturing, Gold-
en Rock Workshop (GOC, Southern Railway) is the first
unit to manufacture prototypes of new generation
frameless tank wagons whose series production is now
under process. The main feature of this wagon is a tank
between bolsters (without underframe), increasing the
volumetric capacity to 76 cum. The high tensile steel IS
2062 E 450 barrel also takes up buffing and tractive forces.
GOC has also carved out a niche for itself with regular
manufacture of container wagons ( BLCs) , mainly against
the requirements posed by CONCOR and other contain-
er operators, having so far completed orders for 3820
BLC/BLL wagons worth ` 850 Cr.
Lone steam loco manufacturer
Manufacture of X class steam locomotives for the
UNESCO Heritage Nilgiri Mountain Railway is another
achievement that needs special mention. These 900 hp
locos have two special features: air valves for a dynamic
brake effect and cogwheels that engage on a toothed rack
in the center of the track. The more than 60 years old
locos from SLM Switzerland were in a dilapidated condi-
tion, forcing IR to rediscover skills and vendors for man-
ufacture of four new locomotives, even while retaining
their heritage character. In-house manufacture of over
3000 components was a major challenge and with the
dedication and team effort of the workshop staff, four
steam horses are now under usage.
IR Workshops the maintenance backbone
The old, some very old, give way to the new: (L) A standard 8 wheel steam engine takes on its wheels in the loco erection shop in Jamalpur ( ca 1900s); (R) A 4500 hp
EMD class 16 cylinder diesel engine comes to shape in Diesel Loco Works, Varanasi.
Alok Johri
Member Mechanical
IR Board
Activity Locations
Coach overhaul 30, spread all over the
network
Diesel loco overhauls Parel (Mumbai),
Jamalpur, Charbagh Luc-
know, Izzatnagar ( Bareil-
ly), Ajmer, Perambur
Chennai, Golden Rock,
Kharagpur and Nagpur
(for narrow gauge)
Electric loco overhauls Kanchrapara, Charbagh,
Perambur, Kharagpur
Wagon overhauls
Coach midlife Bhopal and (under
rehabilitation construction) Jhansi
Spring manufacture Sithouli ( Gwalior)
New wagon Golden Rock, Samastipur
manufacture and Amritsar.
MAI NTE NANCE I R WORKSHOPS
Rail Business [Focus-India] May 2014 11
Wagon improvements
Another first was the BOXNHAM
wagon version turned out by Jhansi
workshop and 8 such rakes have been
turned out so far. Fitted with bogie
mounted brake cylinder, twin pipe air
brake system, automatic pressure
modification (APM) device and
spring loaded side bearers, these heav-
ier load wagons are fit to run at 75 in
loaded and 100 kph in empty condi-
tion. Jhansi Workshop is also a pio-
neer shop in maintenance of approx.
900 special purpose military wagons,
and the workshop takes major share
of the periodic overhaul load.
Onwards to manufacture
Parel Workshop (Mumbai, Central
Railway) has manufactured the up-
graded 1350 hp WDS6 locomotives
for IR and customers like Steel and
Power plants. These locos now have
features like microprocessor based
control system, fuel-efficient engine,
higher capacity turbocharger, micro-
controller based governor, ergonomic
driving consoles and strengthened
chassis, introduced according to cus-
tomer needs.
IR workshops have contributed im-
mensely in improving coach condi-
tion specially the interiors by periodic
refurbishment. With enhanced inputs
like complete replacement of flooring,
panels, seats and berth-covers, refur-
bishment of toilets is being undertak-
en in an integrated manner on select-
ed coaches to provide better
aesthetics for passengers.
Refurbished Coach
Selected coaches are also taken for
mid-life rehabilitation (MLR) where-
in 12-15 year old coaches undergo
extensive corrosion repairs at Bhopal
and Parel Workshops. During MLR,
the running gears consisting of bogie
frame, springs etc. are subject to thor-
ough cleaning, repair/replacement
and testing of each and every compo-
nent. In addition to renewing the
structurals, the passenger amenities
in the coach interiors get a complete
face-lift.
For the less known NG cousins
For the first time in India, Parel has
also developed a Driver Vigilance
Control Device for narrow gauge
(NG) diesel locomotive application.
The development involved extensive
customization by redesigning circuits,
providing multiple pressure switches,
booster for 24V operation and trans-
mission selector. Upgrade of NG
coaches for the Neral-Matheran sec-
tion was taken up by Kurduwadi
(Central Railway). Under a mission
area to provide better amenities to
tourists, the upgraded features include
ergonomic and comfortable seating,
wider windows and doors, aestheti-
cally appealing panelling, energy effi-
cient lights and mobile charging
points.
In our pursuit towards a cleaner envi-
ronment, fitment of zero-bioload toi-
lets on coaches has been taken as a
mission and retrofitments during over-
hauls is adding to coach ambience.
Realigning to needs
Conversion of most meter and nar-
row gauge tarcks to the broad gauge
and transition from steam locos have
caused major changes in many of
these units in last few decades. The
erstwhile steam loco overhaul facili-
ties at major workshops like Jamalpur,
Kharagpur, Parel , Dahod , Permabur
etc. have successfully transitioned to
diesel and electric loco attention . At
the same time, MG and NG work-
shops have been repositioned to han-
dle BG coaches and wagons. A typical
story is that of Bhavnagar: from a do-
it-all meter gauge unit, it is now a fast
developing BG coach unit that can
handle an impressive 50 coaches a
month. All the foundries have been
closed . Parel has been repositioned
for diesel loco assembly and Jamalpur
can now manufacture 140 t break-
down cranes and stainless steel wag-
ons.
Time tested preventive maintenance
strategies have enabled providing a
safer, reliable and comfortable mode
of transport. Without the crucial back
end support that workshops provide,
it would not be possible to keep the
IR wheels turning smoothly.
IR workhorse wagons for bulk traffic BOXN, when
loaded to 23 t axle load (CC+8+2) is cleared for
run up to 60 kph at load and 80 kph on empty runs.
A retrofit to 75 kph in load and 100 kph in empty
mode involves provision of bogie mounted rigging
and twin pipe brakes. The first of these BOXNHAM
wagons moved out form Jhansi workshops in May
2012. Initially 1000 wagons were to be converted,
split between Jhansi (600) and Kota (400).
IR also owns stock manufacturing Production units.
Unit Core activity Key output in last FY
Chittaranjan Electric locos, traction 250 electric locos
motors, steel castings
Diesel Loco Works, Diesel locos 300
Varanasi
Integral Coach Factory, BG coaches, electric
Chennai and diesel multiple units 1598
Coach Factory, BG coaches and electric
Kapurthala multiple units 1579
Diesel Modernisation Loco rebuilding and Rebuilds:69
Works, Patiala manufacture, key spare new manufacture: 75
parts
Rail Wheel Factory, Wheels and axles 1 95 000 wheels,
Bangaluru 103270 axles (incl
from outsourcing)
Two major facilities under construction: Coach Factory in Rae Bareilly
and Cast Wheel Plant in Chapra
SAF E TY I NTE RNATI ONAL CONF E RE NCE
Two major fire accidents took place in December 2013
and Jan. 2014 leading to many casualties. These have
served as a grim reminder of how far we are yet to go in
providing complete measures for passenger safety. We
can ill afford to be complacent saying that only 2% of the
total accidents over IR can be attributed to fire on trains
or that we contribute a miniscule to around 25,000 casu-
alties per annum nationwide on account of fires. Despite
the rarity of fire accidents, the serious repercussions once
an accident takes place give out a clarion call for more
action.
We are conscious of the gap between the demands of the
passengers and the services we provide them. The gaps
exist on account of rapid growth in demand quality &
quantity, resource crunch, technology gaps and imple-
mentation in a massive network.
Fire once developed fully in a railway vehicle is difficult
to control in normal circumstances due to passenger
belongings and furnishing materials, non-availability of
high capacity fire extinguishers in AC coaches and their
non-availability in non-AC coaches and fresh air in-
gress. Alok Johri, Member Mechanical, IR Board in
address to the international conference.
Many new technologies and standards are evolving world-
wide e.g., EN 45545 has been developed and looks at the
fire safety in coaches from a systems perspective. IR is
now in the midst of reviewing its fire safety standard and
hosted an International Conference on Emerging Fire
Protection Technologies for Rolling stock in late April
(through the Institute of Rolling stock Engineers and the
IR Mechanical Engineers Association, IRSMEA).
Arunendra Kumar, Chairman, IR Board highlighted that
a multipronged effort at reducing initiation and spread
of on-board fires and containing after effects is in hand.
In a first in India, fire detection equipment has been
installed in the Jammu- Delhi Rajdhani Express stock and
thus far it has detected three potential hazards. With a
satisfactory performance so far, the IR Board has decided
to extend the trial to 20 more rakes.
Such installations require rake integrity over a long period
and inter-coach communications network that is feasible
only on the LHB type stock. The technologies involved
were sketched by Dr P Miekle of Extralis Australia. Key
elements involve use of multi-function sensors and resi-
dent software for detection and control. Sidwal, the Indian
major for HVAC systems, has also been associated with
this trial development.
IR has already introduced fire retardant and their require-
ments in its coach internal materials specifications and
hopes to tighten the standards on the basis of inputs from
this conference. Evacuation procedures and drills are also
been looked at; e.g. the compartment door in AC coaches
is being converted to bi-directional opening to facilitate
easier evacuation in case of a hazard.
IR has long back introduced the test of flammability in
furnishing materials, based on International /UIC norms
of fire retardation. They are much more stringent than
the specifications governing similar products available
commercially and used in buses, cars and public places.
The EN type standards have been replicated in all major
systems. Of particular interest is the part 2 of the standard
that lays out detailed tests for coach materials. These go
under the acronym FIRST, that stand for fire retardation,
inflammability, heat release, smoke and toxicity:
l Flammability (self-extinguishing feature) Resistance
to spread of flame , to ensure that the material does
not ignite when exposed to a small flame and even if
it ignites under a stronger flame the flame propagation
is slow and it extinguishes when the flame is with-
drawn.
l Ignitability, Limiting Oxygen Index to restrict the
percentage of Oxygen in which the material will burn
continuously IR specifies a minimum of 28 % (am-
bient air 21%).
l Heat Release
l Smoke visibility deterioration
l Toxicity Index to restrict toxic fumes/gases emitted
for a specified period.
Furnishing material, including for cushioned seats and
berths, is a prime focus.
Improvements already implemented are:
l Emergency exits 4 in each coach
l Inter-communication doors
l Fire extinguishers in all manned coaches
Tweaking the standards
Research on products and other aspects of train fires dating
back to 1990s laid the basis of Europe wide adoption of EN
standard. A group is already working to define changes that
should be implemented from 2018, a reflection on the rapid
For fire safety on coaches, learn F.I.R.S.T.
An international overview
yes yes yes yes yes yes
no yes no yes no yes
yes yes yes no yes yes
Flame Spread
Ignitability
Rate of heat release
Smoke density
Toxicity of fumes
D
I
N

5
5
1
0
B
S

6
8
5
3
N
F

F

1
6
-
1
0
1
F
A
R

P
t

2
3
8
T
B

3
2
3
7
E
N

4
5
5
4
5
-
2
F.I.R.S.T. Parameter
SAF E TY F I RE
development of material sciences and
commercial availability at controlled
costs. Dr. J Radzisewska-Wolinska,
Railway Institute, Poland
The EN route identifies 3 hazard lev-
els in stock based on location; briefly
Level 1 applies to light rail situations
like trams, level 2 covers most main-
line trains and Level 3 applies to tun-
nels etc. where evacuation is extreme-
ly restricted. Across the Atlantic, the
corresponding standards are similar
but depend on a much smaller flame
size for product testing.
IR has so far not adopted a fire safety
standard like the EN 45545 even
though some key elements have been
incorporated into specifications. In
his comments at the Conference, KK
Bajpayee, Chief Commissioner of
Railway Safety (a statutory position)
stressed the need for adoption.
EU has mandated adoption of the EN
standard from 2016 and IR could also
set itself a timeline for adoption of
various facets of the standard. It is of
interest that China has issued Stand-
ard but decided not to enforce the
toxicity standard yet.
IR has conducted audits on actual
practices but no results were forth-
coming in the conference.
An adverse feature of the conference
was the absence of any presentation
by IR experts on actual material ap-
plications and the experience so far.
Different initiatives
A key element of the evolving tech-
nology is to simulate the initiation
and growth of fires within a coach.
Design elements progressively incor-
porated include fire protection barri-
ers for reducing inter-compartment
spread.
In AC coaches, an immediate require-
ment is to turn off air circulation in case
of a detected fire. In a contrary trail in
a Korean Metro coach, Knorr Australia
has experimented with smoke evacua-
tion procedures that will reduce toxicity
effects on effected passengers.
Special material on offer for such barri-
ers provides a thick insulating layer in
case of fire. Protective paint layers can
provide intumescences, a process of ma-
terial bloating that insulates a barrier...
T Ramakrishnan, Ashland India.
Use of special terminal sleeves to reduce
chances of electrical induced fires is being
pioneered by Federal Mogul that offers
different material combinations.
Thermal imaging
A growing application concerns ther-
mal imaging that can highlight sec-
tional temperatures and the intelli-
gent associated software can even pin-
point the assembly responsible. IR
has supported such field trials in Pune
by Storage DNA (USA and India)
Typical normal temperature measure-
ments on IR stock are: wheel brakes
< 12
O
C, hot wheel: 10
O
C axle box: <
80
O
C, battery box: 80
O
C.
T Chakravarty, CEO.
Various synthetics used include pol-
yesters, urethanes and silicones. Fire
retardation is added by specific addi-
tives that can add to the costs. One
expert opined that such additives
should add say 10% to the costs but
initial IR experience with quoted costs
has been adverse (multifold costs
were indicated). Apparently there is
a need for IR to get into the technol-
ogy and control costs. It does appear
that at the current quoted prices, the
Duct
Light fixture/diffuser
Doorway ceiling
Side berths
Linen closet
Partition wall
Interior door
Toilet cladding
Side table Berth
Fixtures
Window
Side wall panel
Ceiling panel
Getting together for a future cause, the IR top brass at the Conference: (L to R) Rakesh Vatash, Arvind Khare, Additional Members (AM), Rakesh Mishra,
General Manager, Southern Railway, Debi P Pande, Member Traffic, Alok Johri, Member Mechanical, Arunendra Kumar, Chairman, MZ Ansari and KBL
Mittal, ex General Managers, Hemant Kumar, General Manager, Western Railway and BP Khare , General Manager, Diesel Loco Works.
A typical railway coach has many fire hazards. Special materials to varying
needs and specifications are required to provide active and passive safety.
A good effort in
sharing technology
The construction organi-
sati on executi ng the
Kashmir links has intro-
duced a useful technical
magazine HIMPRAB-
HAT that contains useful
material on the impressive
construction work in hand.
The Udhampur Banihal
Srinagar rail link is a dream project, full of challenges partic-
ularly due to difficult geography and varying geological terrain.
This publication is noteworthy as no other unit on IR issues
anything similar in content.
Edited by Mohit Sinha, Financial Adviser, the magazine pro-
vides a good insight into the technologies used for the project.
Of particular interest are the Chenab Bridge and the now
operational 12 km long Qazigund-Banihal (on the way to
Srinagar) tunnel project. The Feb. 2014 issue includes impres-
sive content on ballastless track design, forced ventilation,
geological design method on the Banihal tunnel, self climbing
crane for the Chenab Bridge, cavity formation and rectification
in the Dharam-Banihal tunnel. The creative editing is by S
Maurya, Dy Chief Engineer.
Sample this
The presence of tunnels on either end of Sangaldan yard
warranted wider section to accommodate loop lines within
the tunnel. The work of wider section of tunnel was taken up
by conventional tunnelling method. This is the first time that
a two track wide section tunnel has been executed for the
Kashmir project.
The maximum depth of cutting at certain locations on uphill
side of the yard ranges up to 55 m. At two ends of the yard,
loop lines enter into tunnels which necessitate wider section
of the tunnels to accommodate double lines. The rock cover
over the portal is about 19 m increasing to 37 m.
SAF E TY F I RE
introduction of such materials will be
restricted to trial applications only.
Retardant additives are of seven main
types, with more than 150 combina-
tions available commercially. Broadly
these fall into additive, reactive and
polymeric types. Some applications
have been demonstrated to increase
escape time in case of a fire from a
mere 2 minutes to more than 30, re-
ducing all consequential effects and
loss of life. In a short chat , Murali
Mohan of the Flame Retardants As-
sociation of India emphasized that IR
experts need to get into basics of
material science involved to be able
to develop a cost effective and practi-
cal application. In a typical situation,
the heat release can range from 220
to 1500 KW. Key issues:
l Flame retardants are generally
added to (compounded into) pol-
ymers at levels varying from ~
0.5% to ~ 12%.
l FRP suppliers to Indian market
are Nalco, Hindalco, Albemarle,
Chemtura, Dai lchi Karkaria,
BASF, Chinese imports and oth-
ers.
l Unit FR costs vary from ` 100 to
` 500/kg, depending on FRP type
and base polymer.
l Adds between 1 to 10% to total
polymer costs.
start of fire:
one item is ignited,
fire develops in that item,
firespreads to nearby items
t
e
m
p
e
r
a
t
u
r
e
start of fire flash over
time
fully developed fire:
all flammable items in the
room are ignited
0
Fire extinguishing and
escape possible
Escape unlikely
Phases in the development of a fire
Care for the future : K K Bajpayee, Chief Commissioner, Railway Safety, P K Srivastava, Director General, RDSO, D P Pande, Member Traffic IR
Board and Alok Johri, Member Mechanical, IR Board addressing common concerns in the conference.
Media review
Building railway
infrastructure for the future
New Tracks & Bridges
Railway Electrification
Electronic Signalling
Railway Workshops
Metro Rail
High Speed Projects
1st. Floor, August Kranti Bhawan
Bhikaji Cama Place, New Delhi 110 066
Tel: +91 11 2673 8299, Fax: +91 11 2618 2957
www.rvnl.org
A decade of success
Physical completion of projects
(till December 2013, in km)
Gauge conversion 1591
New Lines 194
Doubling / 3rd / 4 Line 1289
Railway Electrification 1914
Railway Workshop 2
ao b {dHmg {ZJ {b{Q>o S>
ao b {dHmg {ZJ {b{Q>o S>
SE MI HI GH SPE E D SI GNAL L I NG
An appropriate signalling system including Automatic
Train Protection (ATP) is essential to 200 kph train
running. Automatic Train Control (ATC) and European
Train Control System (ETCS) Level 2 are well-known
worldwide as signalling systems for high speed trains.
ATC has been used for Japanese and Taiwanese
Shinkansen and ETCS Level 2 has been used for high
speed trains in European countries. High speed train
running on the existing lines cannot avoid mixed operation
with local and freight trains and a suitable signalling system
is required for all types of trains for safe train operation
management.
IRs Train Protection & Warning System (TPWS) Roll
out Plan includes plans to deploy TPWS first on its
Automatic Block Signalling Sections followed on other
high density routes. TPWS is an ATP system based on
ETCS Level 1 and customized for IR. With the Roll out
Plan, TPWS will be introduced on existing lines and trains
run under its cover. For safety, all types of trains, not
limited to high speed trains, are expected to run under
ATP protection. Every newly constructed line should
have an ATP system for safety from the beginning because
of lower cost and easier installation than that of system-
upgrade. The Japan International Cooperation Agency
(JICA) loan will ensure that Western DFC will have
TPWS from the beginning.
For high speed train running on an existing line with
TPWS, introduction of ATC or ETCS Level 2 on all
existing lines can be a solution. However, it will entail a
huge cost and long construction time and face difficult
tasks such in creation of interface with old relay interlock-
ing. Therefore, a low-cost signalling solution for 200 kph
train running, which utilizes TPWS and the existing sig-
nalling system, proposed in a study by Japanese experts,
focuses on the ATP solution and introduces other required
items for 200 kph train running on existing lines.
Overview of TPWS
TPWS encompasses functions to supervise speed and
apply brake at an appropriate point so that a running train
can stop at any red-aspect signal. TPWS line-side Elec-
tronic Unit (LEU) transmits Movement Authority (MA),
the distance to the Red(R)-aspect signal, to TPWS on-
board equipment through a ground mounted balise. The
on-board equipment in turn creates the permitted speed
curve using received MA and the braking performance of
the rolling-stock.
In IRs 4-aspect signalling with approximately 1 km of
block length, MA is 0 m for R-aspect, 1 km for Yellow(Y)-
aspect, 2 km for Double Yellow (YY)-aspect, and 3 km
for Green (G)-aspect. The maximum value of MA is
3 km speed curve
TPWS on-board equipment has functions to monitor the
Lower cost signalling alternative
for 200 kph trains on existing tracks
G G YY Y R
LEU
balise
1 km
200 kmph permitted speed curve for the proposed rolling stock
195 kmph
Service Brake
Decceleration
Permitted Speed
Release speed
(30 kmph)
3.4 km
Overlap
200kmph
}
3.2 km
200 kmph
Movement Authority for 4-aspect signalling
Permitted speed curve
G YY Y R
balise
MA (R-aspect = 0 m)
MA (Y-aspect = 1 km)
MA (YY-aspect = 2 km)
MA (G-aspect = 3 km)
LEU
G G G YY Y R
LEU
balise
Target
Distance
5 km
Target
Distance
4 km
Target
Distance
3 km
1 km
Target Distance MA = Movement Authority
G G G Y R
LEU
balise 1 km
Required clear section for 200 kmph train running
Required clear sections 5
MA - 4 km
MA - 5 km
}
Required
MA
200 kmph
Service Brake
Decceleration
Targeted Speed
YY
train speed, issue warning and for
braking:
l Up to 5 kph: Intermittent warning
l Up to 10 kph : Continuous warn-
ing & service brake
l Above 10 kph : Continuous warn-
ing & emergency brake
For service brake to be applied at an
appropriate point, the permitted
speed curve is to be set 5 kph below
the Service Brake Deceleration
(SBD) curve, which indicates the
maximum speed and allows a train to
stop at any R-aspect signal. Data for
the SBD curve is to be provided by
the rolling stock supplier. Since the
braking distance gets longer as the
speed of a train increases, an appro-
priate permitted speed curve which
enables 200 kph train running has to
be created.
200 kph permitted speed curve
Japanese-Shinkansen based rolling
stock is expected to have the braking
performance with 3.2 km service
braking distance and 2.2 km emergen-
cy braking distances from a speed of
200 kph. The calculation method cov-
ers all the external and environmental
factors such as wet rail and wear of
wheels, a method that has been prov-
en to Japanese signalling systems.
Considering that the service braking
distance from 200 kph is 3.2 km, the
permitted speed at the point 3.2 km
apart from R-aspect signal is set to be
195 kph so that service brake can be
applied by TPWS at 200 kph. There-
fore, the permitted speed curve will
start decreasing from 200 kph at the
point of 3.4 km apart from R-aspect
signal.
In order to keep 200 kph train run-
ning, flat pattern of the permitted
speed curve from the signal to the
next signal is required. Consequently,
five cleared block sections are re-
quired and the maximum of 5 km of
MA needs to be transmitted to TPWS
on-board equipment through balise.
However, only three cleared block
sections can be detected under IRs
4-aspect signalling. Two more cleared
block sections need to be detected in
some way.
In order to detect two more cleared
block sections and to produce MA of
4 to 5 km, the study has proposed that
two-bit information on G-aspects of
the next two signals is transmitted by
relay interface through signal cables.
Relay interface is a traditional and
proven way of one-bit data transmis-
sion in signalling.
Signal cables need to be laid between
signals. With the two-bit information,
TPWS LEU can transmit MA of 4 km
and 5 km to TPWS on-board equip-
ment through balise and the on-board
equipment can finally produce
200 kph permitted speed curve.
200 kph permitted speed curve is to
be designed based on the SBD curve
of the prospective 200 kph train. The
interface and cooperation of rolling-
stock and signalling suppliers are very
important to accomplish 200 kph
train running.
TPWS and 4-aspect signalling
Since the 200 kph permitted speed
curve starts decreasing at the point of
3.4 km before the R-aspect signal, a
driver of a 200 kph running train
needs to apply service brake 3.4 km
before the R-aspect signal in order to
avoid sudden braking by TPWS. The
existing 4-apect signalling is not capa-
ble of such a braking timing.
In order for a driver to recognize the
five cleared block sections for
200 kph train running, some meas-
ures need to be taken. If only line-side
signals are used, 6-aspect signalling
with two more new aspects is re-
quired, where GG or G-flash may
be a candidate for a new aspect. How-
ever, 6-aspect signalling will need a
large scale of modification of the ex-
isting signalling system. Moreover, a
driver may be unable to see line-side
signals at the speed of 200 kph.
TPWS has Driver Machine Interface
(DMI) in a drivers cabin. The DMI
displays the target speed and the tar-
get distance. The target speed is equal
to the permitted speed. The target
distance is the distance to the End of
Authority (EOA), that is, the distance
to the R-aspect signal. It will be pos-
sible for a driver to recognize the
number of cleared block sections
ahead and the next signals aspect by
checking the target distance shown
on DMI.
If the target distance is larger than
3 km, there are at least three cleared
block sections ahead. If the target dis-
tance is larger than 4 km, there are at
least four cleared block sections
ahead. The maximum value of target
distance is 5 km because the maxi-
mum value of MA received through
balise is 5 km. TPWS and 4-aspect
signalling with the help of DMI is
proposed as a low-cost signalling so-
lution for 200 km train running.
Operational rule for 200 kph
It is also the fact that a driver cannot
see both a lineside signal and DMI
simultaneously. An operational rule
for 200 kph train drivers has to be
determined for safe and smooth driv-
ing without sudden braking by TP-
WS. The TPWS and 4-aspect signal-
ling without DMI means line-side
signals only. Considering the braking
performance of the proposed train
and the flat pattern of the permitted
speed curve from the signal to the
next signal, the maximum speed of
150 kph can be achieved, a driver of
the proposed train can apply service
brake after seeing the YY aspect sig-
nal.
It may be possible to raise the maxi-
mum speed up to 160 kph because
the service braking distance from the
speed of 160 kph is 2 km. However,
it will be better to keep the maximum
speed up to 150 kph in order to lower
the possibility of sudden braking by
TPWS for smooth train driving and
passenger comfort.
Considering the maximum speed of
150 kph for TPWS and 4-aspect sig-
nalling without DMI, an additional
operational rule for 200 kph trains is
required. The mixed operation of cab-
signalling and lineside-signalling is
applied to 200 kph train. Sufficient
number of trial runs on the existing
Braking performance of
Shinkansen-based rolling stock (in km)
Speed in kph 100 130 160 200
Service braking distance 0.75 1.3 2.0 3.2
Emergency braking 0.55 0.9 1.35 2.2
distance
lines are required to be conducted
and the operational rule may be re-
vised as necessary
Cab-signalling in TPWS
TPWS updates Movement Authority
(MA) through balises intermittently.
Since DMI of TPWS provides suffi-
cient information on the target dis-
tance and the target speed and infill
balises can be placed at appropriate
points for frequent update of MA, it
has been proposed that TPWS is ca-
pable of cab-signalling. The Beijing
and Tianjin High-Speed Line, in com-
mercial operation since 2008, is one
example of cab signalling with inter-
mittent renewal of MA. The line ap-
plies CTCS (Chinese Train Control
System) Level 2 and ETCS Level 1.
However, cab-signalling usually needs
a continuous update of MA. ATC sys-
tem updates MA continuously
through rail between a train and ATC
lineside equipment. Similarly, ETCS
Level 2 updates MA continuously
through radio communication be-
tween a train and Radio Block Cent-
ers (RBC). The intermittent renewal
of MA is a functional limitation for
cab-signalling in TPWS, compared
to perfect cab-signalling systems of
ATC and ETCS Level 2. Moreover,
a 200 kph train driver has to deal with
the combined checking of DMI and
line-side signals. The mixed operation
of cab-signalling and lineside-
signalling may be a burden to 200 kph
train drivers.
Even if such TPWS and 4-aspect sig-
nalling with the help of DMI has
some functional and operational lim-
itations for 200 kph train running, it
is believed that the solution is opti-
mized in terms of safety and low-cost.
Furthermore, under mixed operation
of semi-high speed trains and other
local and freight trains, the possible
number of 200 kph trains per day will
be small, compared to the number of
other local and freight trains. Evident-
ly, it is much more cost-effective to
apply the proposed solution than to
install a new cab-signalling system
such as ATC and ETCS Level 2 for a
small number of 200 kph trains in
addition to the existing TPWS for a
large number of other local and
freight trains.
(Based on a paper presented in the Oct 2013 IRSE
conference on high speed trains Editor)
Proposed operational rule for 200 kph train drivers
200 kph train
Other types of train
Over 150 kph 150 kph or less
Follows only DMI,
checking the target
distance and speed
Follows line side
signals
Follows line side
signals as usual
ME TRO DE L HI
DMRC has set excellent benchmarks for the Metro net-
works in the country, becoming the transportation back-
bone of the National Capital Region. Ridership has stead-
ily increased over the years, notching up 26,06,364
passenger trips on a single day in August last year. The
high public support has led to continuous clamour for
increased footprint over NCR.
DMRC is now entering the Phase 3 of its projects, building
another 140 km lines. These extensions will weave a web
of Metro links along the citys overcrowded Ring Road
routes, besides connecting with many other localities
including Faridabad and Bahadurgarh in Haryana.
The Central Secretariat-Mandi House section of the
Central Secretariat -Kashmere Gate corridor is expected
to open soon. The phase 3 construction is expected to be
completed by 2016.
Japanese aid to the Delhi Metro projects is still continuing
and JICA will be contributing 48.6 % of the total estimated
cost of ` 41,079 Cr.
Signalling for speed
The Phase 3 will set even higher benchmark, with induc-
tion of lower time gaps between trains based on Commu-
nication Based Train Signalling Control (CBTS). This
is an automated control system that ensures safe operation
using data communication between various control enti-
ties that make up the system. Worldwide, there is progres-
sive shift to CBTC for train control in Metro environment.
With advanced technology, many refinements to the
traditional block system have been introduced, with an
emphasis to get away from fixed blocks. Removing fixed
blocks has the advantage that one can vary the distances
between trains according to their actual speed. Typically
a train in rear need not be a full speed braking distance
from one in front because it cannot stop dead immedi-
ately. In CBTC, block lengths become consistent with
train location and speed, thus making blocks movable
rather than fixed. This flexibility requires radio transmis-
sion for continuous control (and hence the name) whereas
in the traditional method, track circuit transmission is
used to detect the location, speed and direction of trains
and imposes permitted operating speed.
On a moving block, the track is usually divided into areas
or regions, each under the control of a computer and its
own radio transmission system. Each train transmits its
identity, location, direction and speed to the area compu-
ter which makes the necessary calculations for safe train
separation, transmitting it to the following train. The
radio link between the train and the area computer is
continuous so that the computer knows the location of
all the trains in its area all the time. CBTC provides high
resolution for train location determination and moving
block train separation, using continuous bidirectional
train to wayside radio communication for data exchange.
Apart from advantages of traditional distance-to-go CATC
system, CBTC offers:
Continuing the expansion spree in Delhi
Mangu Singh, MD DMRC since January, 2012, was earlier Director Works in the company.
Singhs professional career started in the IR Engineering services before joining DMRC in
1997 as Chief Engineer. Earlier Singh contributed greatly in the project implementation of
Kolkata Metro. He has been responsible for bringing major changes in the execution of
large Metro engineering projects within tight deadlines and budget.
Singh has played a prominent role in the execution of most of its prestigious projects. All
major DMRC underground corridors have been constructed under his astute leadership.
He has successfully headed DMRCs Clean Development Mechanism (CDM) Project, the
only such successful project in the Railway Transportation sector in the world. As a result,
Delhi Metro has become the first railway project in the world to claim carbon credits.
Singh has been instrumental in preparing the Master Plan and Detailed Project Reports
for Metro systems in other cities .His experience includes rail based transportation projects,
planning & execution, procurement of works and services for mega projects on design and
built contracts basis, handling multilateral funding agencies, development of bid documents,
management of concession contracts and CDM projects.
He is currently the President of the Tunnelling Association of India. Picture shows Mangu
Singh with his predecessor Dr. E Sreedharan.
Delhi Metro : Phase 3 links
Mukundpur - Rajouri Garden - 14.39 44.08 12 24
Dhaula Kuan - Anand Vihar -
Shiv Vihar
Janakpuri West-Munirka-Kalakaji- 23.69 12.89 15 10
Kalindi Kunj-Botanical Garden
Central Sectt.-Mandi House- 9.37 0.00 7 0
Kashmere Gate
Jahangirpuri-Badli 4.49 0 3
Badarpur-YMCA Chowk
(Faridabad) 13.76 0 9
Dwarka-Najafgarh 5.5 0 3
Mundka-Bahadurgarh 11.18 0 7
Corridor
Underground
UG (kms)
Ele./at
grade
(kms)
Stations
UG
Ele./at
grade
ME TRO DMRC
l Reduced wayside signalling
equipment plus reduced mainte-
nance and installation cost.
l Headway improvement to below
90 seconds
l In case of any system perturba-
tion, takes less time for restoration
to normalcy.
l Provide higher level of safety with
trains running at close headway,
ensuring continuous and safe sep-
aration.
l Increased productivity of rolling
stock by increasing line capacity
and train speeds
Going driverless
DMRC will also introduce new fea-
tures on the train sets that are under
contract with ROTEM Korea (along
with BEML).
l Driverless trains on Phase 3 lines
l New generation trains will run on
UTO (Unattended Train Opera-
tion) and will have GOA-IV
mode/system (at present trains
run on GOA II
l The cabin less trains will accom-
modate 40 commuters more in a
six coach train as the driver cabins
are not required.
l The standard gauge 3.2 m width
rolling stock can accommodate
240 more commuters per train in
addition to extra commuters in
space marked for cabs.
l Incremental improvements in-
clude clearer and sharper display
inside the trains. The inside panels
will be improved, fibre re-
enforced plastic seats will be in-
troduced to add colour inside the
train.
l With driverless trains, new fea-
tures like platform doors will also
be added.
l The new train set will have 4 mo-
torized cars and 2 trailer cars, help-
ing in improving train speed and
better acceleration and braking.
l 35 kph average speed with the
new rolling stock; present average
speed is 32 kph.
Consultancy/construction
works in hand
DMRC is the Prime Consultant for
Chennai, Kolkata (East-West Line)
and Bengaluru Airport Metros and
the in-house consultant for Mumbai
Metro. DMRC has also submitted
Detailed Project Reports (DPRs) for
Kochi, Hyderabad, Pune, Bengaluru
(operational), Kolkata (East-West
Line), Mumbai, Ahmedabad and
Chennai. DPRs have also been pre-
pared for Ludhiana, Greater NOIDA,
Navi Mumbai, Lucknow, Nagpur and
Chandigarh. High speed Metro link
from the new Bengaluru airport to
the city centre and proposed exten-
sion from Salt Lake in Kolkata to the
international airport.
As part of an agreement between
DMRC and the Jaipur Metro Rail
Corporation, DMRC is near comple-
tion on constructing a 9.25 km corri-
dor there between Mansarovar to
Chandpole. DMRC is also construct-
ing the 25.25 km long line from Aluva
to Petta i n Kochi Metro on deposit
terms.
International Consultancy
DMRC has completed a Special As-
sistance on Project Implementation
study for the Jakarta Mass Rapid
Transit System in Indonesia, besides
being on the consortium providing
General Consultancy Services to Ja-
karta Metro and the upcoming Dhaka
Metro project in Bangladesh.
Low clientele on the airport line
However all is not rosy. Media reports
consistently indicate poor patronage
on the airport line. DMRC has taken
a host of measures to popularize the
Airport Express Link. For example,
in order to attract passengers travel-
ling by the Shatabdi Express trains,
announcements about the connecting
Airport line services are made inside
five Delhi bound Shatabdi Express
trains as well as the New Delhi station
platforms. This is an additional meas-
ure to the August 2013 decision of
changing the schedule of the Airport
link to accommodate the Shatabdi
Express passengers .The first service
from both the terminal stations viz.
Dwarka Sector 21 and New Delhi
now starts at 4:45 a.m. instead of the
earlier 5:30 a.m. at New Delhi and
5.15 a.m. at Dwarka Sector 21.
Now the Shatabdi Express passengers
coming from the airport or the nearby
areas can take the early morning serv-
ices of the Airport link. Similarly, the
passengers arriving by train at New
Delhi late in the night, with the inten-
tion of going to the airport now can
take the last Airport link service from
New Delhi. As the Shatabdi Express
trains reach New Delhi latest by 11.05
p.m., the Airport Express services also
wait for maximum 15 more minutes
up to 11.45 p.m. in case of any delay
in these trains.
The frequency of the trains during
peak hours has also been revised to
10 minutes and 30 seconds instead
of 15 minutes earlier. During off peak
hours, it remains 15 minutes as be-
fore. As a result, the daily trains trips
have increased to 180 from 146. The
morning peak hours are from
7.30 a.m. to 12 noon while the
evening peak hours are from 3 p.m.
to 7.30 p.m. The peak hours have
been decided keeping in view the tim-
ings of the arrival and departure of
flights at the Indira Gandhi Interna-
tional Airport (Terminal 3). The op-
erating speed of the trains has also
increased to 80 kph from 70 kph.
DMRC has also arranged for the
seamless entry of the Airport line
commuters to the platform of the blue
line at Dwarka Sector 21 Metro sta-
tion. Now at the platform level there
is an arrangement where the AFC
gates of the two corridors are adjacent
to each other. So, a passenger desirous
of going to the blue line from the Air-
port line can do so without any addi-
tional security check. If a passenger
does not have a token to enter the
blue line, he can also buy one from a
token counter available right there.
Efforts have also been made to popu-
larise Airport link among the students
of south campus of Delhi University.
OPI NI ON SANJI V HANDA
Sanjiv Handa has been known to his erstwhile IR col-
leagues for unconventional thinking, often revered and
sometimes derided for his views. His tenure couple of
years back as Member (Mechanical) on the IR Board
reflects this divided perception, enforced by a talk earlier
this year on a fine winter morning in Varanasi.
Feeling hurt at the adverse notice for IR management
from the episode early last year concerning the selection
of an IR Board Member , Handa feels that the pendulum
has swung the other way, from a position where IR man-
agers perceived balanced judgements by the Board Mem-
bers. Internal perceptions have plummeted and that
should be a long term concern. In his view, recent key
actions like appointment of the Pitroda Committee,
(anything but a high power committee), have achieved
no impact as the recommendations have disappeared in
IR bureaucracy. Lack of sincerity of purpose has eroded
any change that such an effort could bring into IR working
or strategies. Handa cites the case of a tragic accident to
Kalka Mail that pointed out the need for revisiting the
safety issues for long passenger trains (IR runs many 24
coach trains and one at 26). The crash worthiness of
passenger stock did not get the policy direction it needed.
Enhanced loco production
A key achievement for Handa has been the ability to crank
DLW loco production from a historical 150 per year to
more than 260 now. For him, this has been possible due
to the concept of niche products and vendors being
adopted for expanding the vendor base permitting DLW
to increase its assembly capacity, particularly for EMD
design modern locomotives. The scaling back of ALCO
design locos (none in current FY) was needed for better
powering of IR trains, improved reliability and enhanced
fuel efficiencies. The policies followed have meant a
reduction of purchase costs like for the key traction pro-
pulsion electricals and other key assemblies.
Handas unfinished tasks include a rethink on mid life
rehabilitation of passenger coaches. For him, the need to
shift to stainless steel coach bodies for all new manufacture
is overdue even as some steps have been taken recently
to increase production of the LHB design (stainless steel
body) coaches in ICF also.
IR manufacturing bases
For Handa, IRs inability to generate timely conversion
of projects is a point of concern. The tendency to an-
nounce new projects on a spur has taken its toll. Handa
cites the case of sanction of a new coach manufacturing
facility at Palghat, contending that he had advised the
then Minister against the project. (The project was nev-
ertheless sanctioned but cannot take off due to lack of
clarity on the product contours, technology employed
and possibility of private investments...Editor).
What is better known is Handas lone hand of dissent in
the processing of the cases for new loco manufacturing
factories in Bihar , projects announced by the then Min-
ister Laloo Prasad . Both the projects have hit the key
walls of ownership and investment. Handa contends that
the key strategic issue was whether IR should incorporate
a long term (10 year plus) purchase agreement at prede-
termined prices with any major investor or follow the
normal practice of discovering and negotiating prices on
year to year basis. He opposed the concept of a prefixed
price with an inflation indices linked variation formula.
The plan, spread over 1000 locos and a 10 year period,
had also included a long term maintenance contract, a
practice not followed by IR so far for its rolling stock
purchases. This would require the investors to set up
independent maintenance depots (outside the IR con-
trol). It is learnt that the Chinese contracts with major
diesel loco builders like GE and EMD have not exceeded
300 locos.
Handa hints that he was singled out by an influential
official of the Planning Commission for this perceived
delaying tactics but had the courage to stick to his stand.
IR has so far not been able to overcome this watershed
decision. It is now generally known that Handas insistence
on price discovery route left the factories with parcels of
land and nothing else.
Lone hand of dissent in new loco plants
Event
Kolkata
June 6, 2014
DE VE L OPME NT TE ST TRACK
The International Heavy Haul and High Speed Confer-
ences last year brought out the need for ongoing research
into most facets of railway operations: structure design ,
rail wheel interaction , wear and life cycle costs, a healthy
balance between capex and opex to minimise life cycle
costs and , above all, the fact that simulated or lab level
testing is critical to migration and success. The presenta-
tions were worrisome as research efforts in India are, in
contrast, at rudimentary application level.
For experts, the gains and importance of pre-service trials
for successful technology progression are axiomatic. A
typical case: TTCI research report on wheel treads shelling
and rim cracks, each a key safety worry in heavy haul
operations. Improvements in difficult or chronic areas
are clearly possible only by simulated testing. Multiple
test regimes are important but these lie on a bed rock of
a test track where components and designs can be tested
in near-field conditions to certify effects and potential
designs.
Good intentions but...
IR has long recognised the need for a test track facility
and the project has a long but unsuccessful history. Efforts
to assess current decisions from few senior IR officials
drew polite answers confirming the need but little infor-
mation on project prospects. Old timers recall that in the
1970s a test track was envisaged between Lucknow and
Kanpur (easy accessibility to RDSO location). This was
replaced later by a changed location in Mughalsarai where
land was acquired but project contours were not set and
sealed. The facility was intended for 100 kph speed po-
tential and the then existing axle loads and track loading
density. Perhaps the site could not provide adequate
curved tracks for field testing and was abandoned.
The idea was then partly replaced by laboratory testing
and ` 30 Cr Wagon Test Centre at Dankuni (a Kolkata
suburb) sanctioned in 2010. Apparently the content and
range of test facilities were to be determined by RITES
but again this effort was abandoned (sanction has disap-
peared from the IR project list). The river keeps on chang-
ing its course: new on the block is the Research Centre
in IIT, Kharagpur which will be academic efforts supplant-
ed by lab test facilities but does not include any test track.
Expert help needed
Possibility of a test track at Pachpeda in Rajasthan has
been mentioned. RDSO had a proposal for consultancy
for test track at ` 6.59 Cr. An expert conversant with the
tender indicated that RDSO had tried to assign the project
to TTCI but the IR Board was not willing to award a
contract without adequate competition even in this
highly specialised field. In fact the project description has
changed over the last year: Consultancy for test Track
with TTCI in 2011 has been replaced by Consultancy
for Test Track in 2012. A tender floated in 2012 failed
to get any response and has perhaps been consigned to
another committee.
The dream remains
Another project sanctioned in 2011 for Dedicated test
track to conduct various trials , tests and studies has in
fact disappeared from the current list even though it was
projected in 2011 that only ` 50 lakhs would be spent for
a project estimated to cost ` 91.9 cr. It seems clear that
projects of strategic consequence appear and disappear
form sanctions by discretion, notwithstanding the list is
said to have the seal and approval of the Parliament.
The test track project will continue to be on IR desirables
list for the next decade and perhaps beyond. A senior IR
expert wondered as to how such facilities are created in
even tougher areas like space, nuclear and defence re-
search. IR needs to take a strategic decision on whether
they need a test track or not and then set in motion the
process of getting one. Business by tender is fine if it
produces results but an ineffective medicine does not
produce results howsoever often it is repeated.
Limited locations
As it is, there are not many such test tracks the world over
and absence in China, Australia, Sweden, Brazil and South
Africa is noticeable. Thomas Peters, Fortesque Rail, Aus-
tralia told the 2013 IHHA conference how he overruled
his engineers and decided on introduction of 40 t axle
load trains without extensive test rack results. He was
guided by the state-of- the-art reports.
Lisa Stable, President, TTCI was expectedly reluctant to
offer any advice for the Indian situation. IR has the option
for following the Fortesque model in lieu of a test track
but would in that case have to depend fully on technologies
sourced perennially from foreign sources at unacceptable
costs.
The choice will not be easy to accept. The dream needs
to be fulfilled.
Mega-test track, like the TTCI loops at Pueblo USA, is a key to new technology and product
developments. Very few such locations exist worldwide. IR has so far not succeeded in developing
even a smaller facility. Picture shows a German test track.
Fluttering signals for IRs Test Track
I NDUSTRY WAGONS
IR received just 9326 new wagons last FY, the lowest
since 2005. That is such a climb down from a boom period
like in 2006-2008 when need for above 25,000 wagons
per year was repeatedly announced. In fact in this period
IR had also announced need for new wagon manufactur-
ing units in the government sector as, in its perception,
available capacity would not be adequate for meeting with
IRs needs for additional rolling stock. The reduced GDP
growth in recent years may have contributed to this grossly
changed perception but a conclusion could be clearly that
IR planners do not have a sustained vision and have been
swayed by considerations of the day or just lack of push
in a critical area.
IR wagon inputs had been steadily increasing since 2005
to meet the continuous freight growth. From a low of
7436 new wagons in 2003 FY, peak supply was recorded
in 2011-12 when 18, 352 vehicles were commissioned.
The current years prospects are not bright as no contracts
exist (at the time of writing) on manufacturers outside
the IR umbrella. With a budgeted increase of about 6%
in freight traffic, this appears counterproductive.
Multiple sources, overcapacity
IR sources its wagons predominantly from 7 private sector
manufacturers, 2 PSUs under its control (taken over on
political considerations in 2012) and IR workshops in
Amritsar, Samastipur, Tirucharapalli (Golden Rock) and
Jamalpur. During the peak supply in FY 2010, the private
sector companies were able to provide about 14,500
vehicles (nearly 90% of the total), certifying its established
capabilities. Some insiders assess that the combined
established capacity in India should exceed 25,000 vehicles
annually.
The boom period and projected increase in requirements
prodded at least two more private sector companies to
install new manufacturing locations. These have not so
far received any contracts from the IR. Again, reasons of
political expediency required announcements of new IR
factories, none of which has taken shape so far. In addition,
SAIL and the IR PSU, RITES were obviously cajoled into
reviving an abandoned factory in Kulti (near Asansol,
West Bengal) but this unit has also not received any
contracts so far. A case of added fat.
Ideally, IR should maintain a steady level of contracts and
new wagon inductions but this is far from reality. Even in
the peak demand perception in 2010, procedural issues
ensured that no fresh orders were released that year.
However, pending orders and freight boom ensured peak
supply of 16638 vehicles.
IR delayed its bid process for the last year till around
October, perhaps due to indecision at the management
and political levels. As reported earlier, the issue was
mentioned in a CII conference last Sept. and IR may have
reacted thereafter. This tender, delayed by internal process-
ing and some legal wrangles, has still not been settled. IR
also supplies main steel requirements under its free supply
proviso but it is learnt that IR has still not placed any
contracts on the steel mills for this need .Normally wagon
supply should start say 3 months after the contracts are
awarded but with lack of steel supply contracts, the outlook
is extremely gloomy. In effect, new wagon supplies could
plunge to an all time low in current FY.
Ownership outside IR
IR currently owns about 2,50,000 wagons and has an
annual condemnation rate of around 2500 vehicles. The
stock includes 10000 vacuum braked wagons that are a
big drag on the system as a large number of locos have to
be equipped with brake exhausters, a constantly energy
consuming machine that is not needed on air brake wag-
ons. IR also owns vacuum brake 4 wheeler tank wagons
used mainly for petroleum products. These wagons need
early replacement too as the 8 wheeler stock generates
higher throughput.
IR inducts new wagons predominantly under its Rolling
Stock Programme, an annual exercise that identifies future
needs for different stock types. Container carrying flat
wagons (BLCs) are mainly purchased by the Container
Corporation (CONCOR, an IR PSU) and some container
train operators (private sector logistics companies). Here
also new wagon induction has decreased from a peak of
2881 in 2009 FY to around 1010 in last FY. Constrained
growth in container traffic that mirrors reduced GDP
prospects has been aggravated by the disagreements
Wagon manufacture: adding fat,
when muscle is required
IR NEW WAGON SUPPLY
Year Private sector IR Private Total
delivery workshops +
CONCOR
2003 - 04 6376 1091 0 7467
- 05 7005 742 285 8032
- 06 6113 680 749 7542
- 07 7984 789 1998 10771
- 08 8094 1007 5599 14700
- 09 8909 737 5615 15261
- 10 12156 910 2523 15589
- 11 13721 982 1935 16638
- 12 15914 1044 1394 18352
- 13 14938 688 1268 16894
201314 7356 958 1012 9326
between IR and the CTOs on
tariff issues. This sector is likely
to see low level procurement in
coming years.
A large number of BOXN class
wagons were added by private
sector shippers essentially under
IR schemes for the iron ore sec-
tor. Now that iron ore mining
has faced environmental and le-
gal hurdles in last few years, the
owners are finding it difficult to
recover any returns. In the ab-
sence of any viable schemes and
traffic segments, private owner-
ship of wagons is also not likely
in the coming two years.
Even as IR has struggled to fund
its many stagnating capacity
building projects, financial and
management resources have
been diverted to creating capac-
ity that can at best lie fallow.
When your horse is not winning
a race, try cutting off its leg.
That seems to be the IR ap-
proach towards nurturing the
Indian wagon industry. With
overcapacity and idling units,
the sector horse has been
maimed by the efforts to install
more capacity.
Even though production rates
in the locomotive factories in
Varanasi and Chittaranjan have
peaked production to above 520
locos per year, a perception that
freight growth does not warrant
additional wagons has been
spread round.
Even as wagon supply was at its
peak, IR took over two ailing
public sector manufacturing
units and is sort of bound to
keep these engaged even at their
lower productivity levels.
IR seems to be adding fat where
prudence would call for addi-
tional muscle.
Locking out the industry
The sustained freight volume
growth in last couple of years
has been facilitated by the
healthy new wagon and loco in-
duction in previous 5 years.
Squeezing the tap now can only
hide danger signs for the coming
years and the promised growth
in rail freight can be just a hope.
IR needs to relook at wagon pur-
chase and determine a minimum
supply rate below which growth
will certainly be impacted. The
lack of IR orders has already
crippled the industry as well as
downstream vendors. De-
pressed orders have been ac-
companied by hugely depressed
margins, forcing undesirable
quality cuts and practices.
The Indian railway industry has
been almost solely dependent
on IR orders and exports have
been extremely limited. With
manufacture strictly to IR de-
signs, the industry has not been
able to make any inroads abroad.
That is unlike the Chinese state
sector which has successfully ex-
ecuted new designs, including
for the 40 t axle load ore trans-
port operations in Australia. In-
dian industry has to develop this
muscle and an IR rethink has to
factor in this responsibility too.
Indias transport networks are severely constrained for capacity.
Railways in particular, despite being a more reliable and energy
efficient mode, have been losing out to roads for want of capacity
augmentation at various fronts. Increasing funding has not
translated into commensurate increases in the capacity of phys-
ical transport infrastructure, essentially due to greater investment
focus on new and sometimes unhelpful infrastructure creation
rather than on capacity augmentation.
We find there has been an accelerating shift of traffic from
railways in favour of roads, partly in response to the stepped up
allocation of resources to the road sector. A massive effort is
now required to carry out a similar enhancement of investment
in the railways, which will also involve significant modernisation
and reorganisation and will also lead to greater environmental
sustainability. *(National Transport Policy Development Committee)
NTPDC* case for higher investment in rail
The Central government has installed a Performance
Monitoring and Evaluation System for its departments
that, after initial hiccups, was adopted by IR from FY
2011-12. Each department was required to prepare a
Results Framework Document (RFD) for approval by a
committee of Cabinet, Finance, Expenditure, Planning
Commission and Performance Management Division
secretaries of the GoI. At the beginning of the FY, each
department now prepares the RFD listing its priorities,
deciding the inter-se priority among its objectives and
important results expected during the FY. With three
such exercises completed since inception, a meeting for
4th RFD for FY 2014-15 was held recently.
RFD has two main purposes: move the focus from process
orientation to result orientation and provide an objective
and fair basis for evaluating annual performance. In a way,
this is an MOU between a Minister representing the
peoples mandate and the Department as the RFD con-
tains agreed policy, programmes and projects, success
indicators and targets to measure implementation
progress.
A Ministrys Draft RFD is discussed by an ad hoc group
of distinguished academicians, domain experts and senior
bureaucrats. The RFD performance is rated on a scale
ranging from 5 (outstanding) to 1 (poor). For the first
two assessments , the Railways (MOR) achieved a good
rating while that for the 2013-14 FY, to be finalised in
May 2014, is expected to be an upgrade to very good.
The RFD consists of 6 Sections: the vision, mission and
objectives, success indicators, trend values of the success
indicators, methodology of measurement for success
indicators, specific performance requirements from other
ministries that are critical for delivering agreed results
and the outcomes. For IR, the indicators are financial
performance, traffic targets, safety initiatives and inputs
on passenger amenities.
IRs RFD is available at www.performance.gov.in/
sites/default/files/document/rfd/rfd-2012-13/Rail.pdf.
Monitoring IR performance
I R PE RF ORMANCE
MEASURING IR PERFORMANCE
Objective Success Indicator
Freight services Originating loading (8), Net transportation (8), Yield per
NTKM (2), Utilization of wagons (2)
Passenger services Non-suburban (3), Suburban (2), Customer satisfaction index (5)
Investments mobilisation and asset creation New lines (1), Doubling (1) Flagship Projects (3), Loco manufac-
ture (2), Wagon mfg (2), Coach mfg (2), Projects > Rs 150 Cr (4),
High Density Network (2), Dedicated Freight Corridor (2), Value
of projects (1)
Financial performance Operating ratio (10)
Productivity All staff (3)
Amenities for rail users IT passenger reservations (2), Facilities for differently abled (2),
On board facilities (1)
Superior toilets on trains
Environment and Energy Fuel efficiency ( Diesel loco: goods) (2), (Electrical loco :goods)
(2), Others (5)
Safety initiatives On Board Installations, Fixed installations, completed in the year,
Stations with integrated security Services
Efficient functioning of the RFD System Preparation and submission
Administrative reforms Implementation (2), ISO 9001 certification (2), preparation of
Action Plan (0.5), Implementation (1.5)
Internal efficiency/responsiveness Citizens Charter (1), Independent audit of grievance redressal (1)
Compliance to the financial accountability CAG and parliamentary audit reports
framework
The reorganisation taboo
The key issue to be addressed in the reform of Indian
Railways is the institutional separation of roles into
policy, regulatory and management functions. Cur-
rently these roles are blurred; the Railway Board
essentially performs all three roles. This causes
confusion regarding vision and mission.
(Report of The National Transport Policy Development Committee).
Key strength: staff in obscure places
HR functions on IR have traditionally evolved in the context
of its being in the government. There is no mechanism for
attuning recruitment and training to the job requirements
through rewards and incentives. Improvement in HR practices
to attract and retain talent would be a challenge. Multiplicity
of departments and services would need to be reviewed. A few
services may need to be merged or amalgamated while taking
due care to ensure that the benefits of specialization and job-
oriented skills are not lost. Recruitment of Group 'D' staff,
especially staff on compassionate ground, would need to be
critically reviewed to ensure that the recruitment matches the
skill level required for a technologically sophisticated and
market focused railways in future. (From the final report of
the Railway working group of NTPDC)
A UNDP survey on employee motivation carried out
about a decade back surprised many with its conclusion
that the highest motivation level in the IR set up exists at
the lowest rungs of the vast cadre. The survey highlighted
that the lowest (Group D) employees had the highest
zeal, took pride in their uniforms and had a higher sense
of belonging to their organisation. Parameters like pride
are not used in such surveys but many respondents used
this word about their jobs. May be the economic options
are the direst for this group of employees but the conclu-
sions ran counter to the general perception among IR
managers that the system suffers from low motivation
and contribution from the non-managerial levels.
A vast spread
IR jobs naturally vary in content but some stand out for
the difficult locations and impacts on personal lives. The
employees that serve in the far out locations are particular:
those who work in track maintenance gangs and in remote
stations stand out. Many of these employees are located
miles away from the nearest town or sometimes even a
village is an hours walk. Their social intercourses are
limited, working hours can be stretched and support
facilities rarely reach them.
We travelled to Karchana, a typical station 15 km south
of Allahabad to profile the employees that work in such
places. In a way this is still a better location as urban
growth has now made this into a city suburb. Karchana
is on the main double line, with a loop track in each
direction. The station staff consists of 5 station masters
led by SGA Naqvi , station porters that also work at the
road gates and a single cleaning staff . The station had
handled 178 trains the previous day, but for some periods
a train is passed every 5 minutes. Just 4 pairs of slow
passenger trains are scheduled to stop here; otherwise for
the station staff a train just means a swish across the
station. Occasionally a train is controlled providing some
relief from the monotony.
On the morning of April 4, there was a little more activity
as Naqvi and the on-duty station master cleared a freight
train that had been stabled for nearly 2 days due to the
train driver having done long duty hours (> 14 hours).
As a relief driver and his assistant reported for work,
Pandey, the duty station master, had to stop the next
express train so that the guard could alight and man the
stabled train. Such instances are not uncommon as un-
scheduled stops are imposed on long distance trains for
multiple reasons. The station porter is called upon to
carry the guard box, the archaic personal bulk that train
guard still has to carry, notwithstanding the many recom-
mendations for reducing the stuff that he is obliged to
carry on every train.
Routine tasks
The passing of each train has to be preceded by directions
from the train controller in Allahabad and operation of
the control panel that sets the tracks and the signals. Naqvi
recounts that technology has now made such activities
faster, safer and easier as the tracks and signals are set by
electrical equipment and most safety requirements are
built into the panel controls. 37 years back, when Naqvi
started his railway career in a remote station north of
Kanpur, these functions were cumbersome as the tracks
were worked by mechanical levers and rods worked from
cabins at the two ends of the station. Such buildings now
lie abandoned, in a mute testimony to progress that
HUMAN RE SOURCE S RE PORT
New technologies on the road side: Electronic signalling has eased the job for station
operations staff at this smaller station near Allahabad. Station In-charge SGA Naqvi and
shift Station Master Pandey at the control panel in Karchana Station.
IR key stations operations staff (Feb. 2014)
Category Planned % Vacant
Station Masters 39055 14
Controllers 2769 14
Station gatemen 10908 18
Switchmen and similar 48792 16
Changing technologies at stations and yards has reduced need for staff that
operates track points and signals. Future needs will see a further decline in
on-roll numbers; current vacancies exceed 35% in some of these categories.
HUMAN RE SOURCES RE PORT
railways have made. The limited in-
built safety controls often delayed the
trains and, rarely but tragically, a mis-
take in procedures would cause an
accident. In those distant days, Naqvi
had often to stay over working 16
hour shifts because the relief staff
could not be found in time.
Pandey has been on such jobs now
for 23 years and has to move regularly
from his operational controls to the
platform to wave a green flag at the
train driver and guard of a passing
train , an archaic practice that has not
kept with the installed technologies.
For Pandey, the schedule gets hectic
when he has to sell tickets also for a
stopping passenger train. A battery of
10 phones lies around him that con-
nect him to the controller , adjoining
stations , the 3 road gates that he has
control on , a public phone for pas-
senger enquiries and his SOS, the
test room phone. The ticket counter
is another mix of the old and the mod-
ern: the computerised ticketing coun-
ter (UTS) sits alongside his stack of
printed (card) tickets that he rarely
uses now. For the morning passenger
train towards Allahabad, the station
master on duty feels heckled as nearly
300 passengers have to be issued tick-
ets, often just ` 5, a reminder of how
cheap such train travel can be on the
Indian railways.
In decades gone by, the only means
of commuting to and from home was
the next available train but now mo-
bikes come in handy. That is some-
thing that many staff can still not avail
as they can be quite some distance
away from the nearest road.
More technology, but...
The systems in place clearly indicate
how IR procedures have not kept
pace with technologies and routine
tasks continue to be done as in dec-
ades old practice.
Naqvi has to maintain about 30 hard
copy registers for various functions.
Of course the most important is the
train signalling register where Pandey
enters all the train timings. The mod-
ern signalling equipment has an
event/ data logger that captures var-
ious operational parameters like track
occupation, signal events and times,
but IR procedures sill require a hard
copy record. As a senior railway man-
ager puts it, just in case.
As Naqvi walked with me to the road
barrier gate, the impact of technolo-
gy on station operation was visible
too as the drum and cables that op-
erated the gate booms in the past
had been replaced by motorised op-
eration, push button controlled with
in-built interlocks with the signalling
system.
Less formal management
The working conditions too have
changed over the years. A more hu-
mane treatment by superiors is cer-
tainly one of these. Naqvi is satisfied
that now the work hours are more
certain, the quality of his off work life
has improved. From ad hoc decision-
making on matters like transfers he is
satisfied that a strictly managed prior-
ity registration is the last word. Many
stations have now relieving lodges
where the off duty staff can rest
should they so desire. For him, that
is a far cry from the days when the
stations had no electricity and the
nearby bush (going to the jungle!)
was used for various purposes.
Satisfaction in technology is evident
too as Naqvi proudly mentions that
his station had no signal or track fail-
ures in February, a far cry from the
days when trains suffered detentions
almost every day due to faulty opera-
tion of a signal element. The impact
of technology was later visible as the
mate (leading hand) of a track repair
gang working at the station used his
personal cell phone to report on his
work progress to his boss at another
station.
The zeal and the high motivation of
such men, working in many obscure
places, keeps the system ticking.
Way side stations like this one at Karchana abound on the IR network. Staff posted here often work in seclusion and face difficult conditions.
IRs Chennai based Integral Coach Factory (ICF) has
embarked on an ambitious development spree for modern
traction equipment for its EMU and DMU fleet. A prototype
3-Phase AC-AC diesel electric multiple 8 coach rake with
1600 hp diesel powers pack was dispatched in March 2013.
Unlike 3-Phase EMU system sourced from Siemens in Phase
I & II projects for the Mumbai suburban system (under the
Mumbai Rail Vikas Corporation projects), this IGBT based
propulsion system was sourced from the Hyderabad based
Medha Servo Drives. Medha is in technical collaboration with
the Austrian Traktionsysteme for such technology. This rake
has been performing satisfactorily from its Vijayawada base.
Another order for similar propulsion system, placed on ABB
India, is scheduled for delivery in this FY.
Pankaj Kumar, Chief Mechanical Engineer, indicated that this
version is capable of attaining 105 kph. In addition to the
improved electrics, the coach design has
been changed to stainless steel (SS) body
and aerodynamic driving cab ends. Other
key features built are aesthetic interior
panelling with invisible screws, SS fittings,
ergonomic profiled cushioned seats, wider
doorways & vestibules, SS slip-free floor and GPS based
Passenger Information System. While the driver cabin is
designed to match body ergonomics, the driving desk features
joy-stick control and twin monitors that display the operating
& diagnostic parameters including the fuel level in tank. A
GPRS-based remote monitoring of the vital parameters is also
enabled.
Procurement for 7 more 1600 hp rakes (rake composition:
10 coaches including 2 power cars) was initiated in 2013.
Unlike the prototype, this series envisages environment
compliant engines that meet EURO-II or superior emission
norms. This specification, developed with RDSO, is generic
and does not restrict engines to any specific brand. This has
necessitated that suppliers look for engines with full electronic
control so as to comply with emission norms. Two engines,
Cummins QSK50 and Caterpillar 3512C that meet EU-IIIA
emission norms (superior to the minimum requirement of
EURO-II as per specification), have been shortlisted.
A contract for 6 rakes has been placed on Medha and one
prototype will be sourced from Crompton Greaves. Pankaj
Kumar ICF plans to turn out most of these rakes in 2014-15.
Meanwhile, plans are afoot to switch-over to such 1600 hp 3-
Phase IGBT based AC-AC DEMU rakes by the end of 2016.
ICF strides into 3-Phase DEMU
We read your article Turbochargers to boost fuel efficiency in DLW with avid
interest. We try very hard to provide the very best information about our work
that lives up to a high standard.
We would like to suggest corrections in your report. For example, you state that
a turbocharger absorbs 20% of the power generated by the engine when in fact
a turbocharger actually increases power
by utilizing the latent energy in the
exhaust. (Of course, the turbocharger
needs energy for its process). You have
also mentioned that ABB recommends late
Miller timing. Not true: our customers needs dictate what we
recommend: early Miller timing that is more prevalent. Regarding customer benefits,
the savings on operating cost are significant in applications with VTG and with proven
reliability. Our prime focus in anything we do is the customer.
ABB Turbochargers, the best in class
(L) Sundara Pandiyan, Vice President, ABB
India Ltd., Vadodara; (R) Christoph Rofka,
Senior General Manager, ABB Turbo-
charging, Switzerland.
Dear Editor
Pankaj Kumar, Chief
Mechanical Engineer,
Integral Coach Factory,
Chennai
ROL L I NG STOCK DI E SE L TRACTI ON
The most significant manufacturers in the rail
infrastructure are still in Western Europe even as Chinese
and Russian companies are now entering the market.
Renowned global players and dedicated railway
technology specialists are competing against each other.
SCI Verkehr has examined and assessed several hundred
companies, with the top 100 in more detail. Four principal
criteria (rail infrastructure turnover, its share in total
business, market shares in six selected core product
markets and 3-year turnover development) revealed the
leading market players as well as successful hidden
champions possessing specialist know-how in distinctive
market niches. Well-known global players with business
in other industries as well traditionally hold the top
positions. Another distinctive feature is state-owned
companies, which do not fully depend on market
structures. With large Chinese suppliers already
established, partially-privatised Russian companies are
now clearly gaining in importance.
The most interesting group are the specialist
manufacturers using dedicated know-how in distinctive
market niches. Market players of predominantly regional
significance up to now, such as Track Tec (Poland), LB
Foster (USA), Yamato Kogyo (Japan), Pfisterer
(Germany), Frauscher (Austria) and Hollysys (China),
have shown a significant recent upturn in business and
are growing beyond the boundaries of their domestic
markets.
Rail Infrastructure: SAIL in the majors
A revival of the Pakistan
Rail system could initiate
this year as the first batch of five CSR Ziyang built 2,000 hp
diesel locomotives, intended for freight services, were unloaded
in Karachi in early April. These were to undergo two weeks
of testing before operations. PR was forced to suspend
operations in May 2011 due to acute shortage of locomotives
as bulk of its fleet has been rendered dysfunctional due to
delayed maintenance and lack of fresh stock inputs.
This CSR contract covers 58 locomotives, 29 rated at
2,000 hp and the balance at 3,000 hp. The second batch of
nine 2,000 hp units was expected to arrive within two weeks.
The first lot of nine 3,000 hp locos have been assembled and
should follow later this summer. These locos are built around
the medium speed Caterpillar C175-16 and 3516B engines.
Besides technical assistance over two years, these new
locomotives are to be maintained by CSR in purpose-built
facilities.
In the past, Pakistan Railway experts have visited the Diesel
Locomotive Works on exploratory missions but poor political
rapport ensures that neither country would be willing to engage
in supply of such stock from India. Indian manufacturers are
capable of meeting such needs of the neighbour but would
have to wait for better years for such business to take roots.
Pakistan: Chinese locomotives
for revival
I NTE RNATI ONAL FAR AND NE AR
Infrastructure - Top 10 Manufacturers [Sample Score - All Eligibility Criteria]
Eligibility Criteria: Rail Infrastructure Turnover, Rail Infrastructure Share in Total Turnover, Market Share(s) in Selected Core Product Markets
(Track System: Rails, Switches/Turnouts and Crossings, Rail Fastenings), Electrification: Catenary, Traction Power Supply, Control Command
and Signalling: Electronic Interlocking, Recent Turnover Development (3-Year CAGR): Manufacturers owned by national governments or
by national incumbent railway network managers.
Siemens (Mobility and Logistics)
Voestalpine
BetEITrans*
Vossloh Rail Infrastructure
CRSC*
Thales Transportation Systems
Elteza*
Ansaldo STS
Kyosan
Steel Authority of India (SAIL)*
India still seems to be stuck daydreaming about 300 kph
high speed (HSR) trains, ready to plunge into debt for
new tracks and overpriced imports. Even for the 500 km
Bombay-Ahmedabad route, India has not been bandying
about a Shinkansen like system for which the capital is
available nor does the projected passenger revenue appear
adequate. The Taiwanese HSR, started in 2007, was built
by Japan to replicate the Shinkansen and cost $ 52 million
per km; a cut rate Shinkansen copy offered recently by
the Chinese to Thailand was quoted at $ 33 million per
km and the 1,300 km Beijing-Shanghai line cost $ 24
million per km.
China swiped all its high speed rail technologies from
Japan, France, Germany and Italy. Even as it suppressed
HSR fares to artificial low, flying from Beijing to Shanghai
is still cheaper and quicker. For the Bombay-Ahmedabad
route a 300 kph Nozomi like service would be overkill as
any service needs to provide cheaper, more comfortable
and perhaps even faster alternative to airplane travel,
much like the TGV in France. Consider abandoning the
air for a train, paying up to ` 15 per km while the air fare
is only ` 11 per km!
Super Shatabdi: from 70 to 150 kph
The Shahabad service between Bombay-Ahmedabad
barely manages a max 93 kph, averaging 70 kph. This
hardly leaves 2 hrs to conduct any business at the desti-
nation city and return home the same night; a passenger
would like to spend 5 to 7 hrs at his destination. The
solution lies in improving the existing line to remove
speed bottlenecks and modify trains to run safely up to
200 kph. Even if the current fare of ` 3 per km has to be
doubled, it is much less compared to a Shinkansen like
system and still be cheaper than the airline. Six airlines
now offer 17 round trip flights daily between Bombay
& Ahmedabad with multiple flights during rush hours
and the Super Shahabad must aim to offload at least 80
% of this capacity by offering at least 5 convenient round
trips per day.
Learn but don't buy it
From its inception in 1964, the Shinkansen service was
expected to provide same day return travel between Tokyo
and Osaka Metros 515 km apart along the heavily popu-
lated old Tokaido coastal route. But as decades passed
new industries and cities grew along the track and the
Shinkansen soon turned into a fast commuter service, at
least between Tokyo and Nagoya. The same could happen
between say Bombay and Baroda too. With the transfer
of much freight services to adjoining dedicated freight
corridor in coming years, the current route would have
extra capacity to introduce faster services.
Affordable HSR Technology
Extensive upgrades would be needed to safely run
180 kph trains on the existing tracks along with slow /
stopping traffic but would still be a lot cheaper and quicker
than building new HSR tracks on contiguous land. Tech-
nical estimates show that such modifications of the current
500 km long route for 180 kph operation would cost
about $0.6 to 2.2 m per km with even the higher number
only about 7 % of a Shinkansen like new route. High
speed trains cost about $ 50 m for 10 car train sets whereas
the RCF built LHB coaches can be upgraded to 200 kph
services for about $ 1.2 m a car - a 4 fold saving. Affordable
Indian solutions can handily beat expensive HSR offerings
from China that are simply copies of expensive foreign
technology.
Improving current tracks
The commercial speed for the Bombay - Ahmedabad
Shatabdi varies between 54 and 93 kph; the fastest Bhopal
Shatabdi achieves a peak speed of just 124 kph, limited
to the Delhi - Agra section. The speed limit of the track
needs to be elevated to a uniform 180 kph. The roadbed
would require strengthening, drainage improved, sections
along heavily populated areas and select station platforms
fenced off, footbridges built every so often, less populated
areas provided with at least electronic train - approach
warnings, grade crossings automated and provided with
redundant systems. As to the track itself, several sharp
bends, that limit max speed, need to be rebuilt to at least
a 2.5 km radius and more exotic alternatives e.g. tilt trains
avoided if possible.
To enable high running speed without fear of a HS train
rear-ending a slow train, long sidetracks would have to
be provided at optimum locations. Points and switches
need upgrades for high speed traverse, overhead electri-
fication masts and catenaries reinforced & pre-tensioned
for higher loads and to prevent standing wave oscillations
at higher track speeds.
All train control should move on-board, based on sensors
& actuators placed on the track-bed ,on OHE masts and
GPS satellites, data transmitted by redundant cellular &
microwave towers as well as parallel optical fiber network,
communication with driver & guard in running trains by
means of cab signalling & telephone using induction,
radio frequency etc.
Affordable High Speed Railways for India
Dr. Dev Gupta
is Arizona (USA)
based expert on
communication,
computer control and
advanced robotics
OPI NI ON HI GH SPE E D
The
Indian
Dream
Train sets for higher speed
Since at least the early 90s, Shinkan-
sen cars have been built with lighter
Aluminium alloys to save about 30 %
weight over stainless steels. Initially
the LHB stainless steel coaches will
have to do. However these coach
shells will first need adoption for high-
er speed of 200 kph with flex trucks
and multi-mode (pneumatic disc,
electromagnetic/regenerative) brakes.
A 15 car EMU train set of 660 passen-
gers capacity would need 6 MW trac-
tion power from 24 motors (4 per
driven coach) of just 250 kW each.
These motors should be asynchro-
nous AC type; powered by IGBT type
inverters controlled by microproces-
sor based programmable frequency
synthesizers. Due to the less than ro-
bust OHE construction in IR, it may
be necessary to operate with a single
pantograph at higher speeds. In that
case a Shinkansen style roof mounted
flexible bus bar will be required to
distribute power to all the driver cars.
The mechanical coupling between the
cars should be high speed versions of
the integrated Scharfenburg type cho-
sen carefully to avoid the issue that
has plagued IRs LHB coaches.
Many other modifications would be
required to make the RCF built coach
shells HSR ready, starting with fash-
ioning the end - cars with bullet nosed
crumple zones (like the early TGVs)
that provide increased safety in case
of collisions. With many other im-
provements added to the basic 78 ft
long stainless RCF steel coach, a 15
car EMU set capable of 200 kph and
carrying 660 passengers would still
cost some $ 18 m, only about 30 % of
similar HSR vehicles from China.
However due to stainless steel con-
struction the axle loads will be about
15 t, about a ton over welded alumin-
ium coaches, now typical for HSR but
still way below the 20 t typical limit
on IR .
Automatic Train Control ATC
Since ATC or Train Protection and
Warning System (TPWS) is crucial
to safe & reliable running of high
speed trains on regular tracks, it is
better to over-design this system in
order to reduce mechanical and oper-
ational complications & still come
out ahead cost-wise. The TPWS
along the 500 km long HSR route has
to be a lot more elaborate and should
be economically manufactured in In-
dia based on various imported de-
signs; it is estimated to cost about
$ 220 million.
The Bombay - Ahmedabad Super
route at 150 kph is estimated to cost
about ` 5,500 Cr, well within the de-
velopment resources of the cash-
strapped IR. 70 % expenses can be
sourced domestically with profession-
al world-class program management.
However to pull off such a technical
& business feat it would be necessary
for IR to release development funds
at a rate of 1/3 rd the total of $ 900
million for 3 successive years, yet al-
low full autonomy.
This affordable approach to HSR can
be developed and service started with-
in 3 years to coincide with the offload-
ing of freight traffic on the Western
freight corridor. To deliver on such
an ambitious schedule, it is necessary
to create a new world - class technical
organization outside the IR or within
the newly created HSR authority and
staff it with very dynamic doers and
thinkers.
OPI NI ON HI GH SPE E D
M Akhtar has recently taken over as Adviser Staff in IR
Board. He was earlier Chief Personnel Officer on the East
Coast zone. Akhtar has wide interests outside his railway
profession. As Divisional Railway Manager, he developed
the Guntur Division and landscape projects.
A Life Member of Bombay Natural History Society and an
accredited Bird Counter for migratory birds
since 1985, Akhtar has a dif-
ferent interest too, being a
certified Honorary Map-
maker for Google Maps that
requires him to draw, edit
and moderate Google maps
on line, mostly for Indian
Sub-continent.
A pioneering effort towards creating a world class research
& training institution in rail technology, IMRT is an initiative
of Balaji Railroad Systems Limited (BARSYL). IMRT has
been promoted to address the need for professionally qual-
ified and trained manpower for the growing Metro and
railway sector in the Indian and global market.
IMRT envisages becoming a Centre of Excellence in Rail
technology. As part of this, several modular programs are
being designed. A flagship One Year Post Graduate Program
in Metro and Rail Technology is being launched in the
month of August 2014 that will produce industry ready
techno-managers for multi-disciplinary roles and responsi-
bilities for various stakeholders: planners, developers, con-
sultants, contractors, manufacturers etc.
IMRT has several plans to forge an effective and a strong
Industry academia partnership model including collabo-
rations with key players. The institute is also developing
specialised programs in Track & Alignment, Reliability
Engineering etc, with institutes like University of Delaware,
USA and the Reliability Engineering Center of IIT
Kharagpur.
Contributed by NVS Reddy, MD, Hyderabad Metro
The Institute of Metro &
Rail Technology
In a practice whose origins are lost in the early days of
private sector rail operations, running staff (loco drivers,
assistants and guards) are paid a special allowance based
on the train runs made. This allowance could make up to
40 % of the gross salary package for such staff, making
these categories among the highest earners among IR
staff. IR does run into labour disputes on the quantum
and conditions of this allowance; in addition, local prac-
tices and manipulations render this issue into the top list
of running disputes in almost every location.
The core issue is whether these allowances still trigger
higher motivation and productivity or need to be rede-
signed to remove the ill effects in operations and staff
motivation. The working hours and other issues for run-
ning staff have recently been looked into by an IR Com-
mittee which has not even mentioned any long term
change to this allowance.
Over the decades, this allowance, initially granted only
to train crews, has snowballed to cover cadres similar to
these categories but deputed into off-train jobs like crew
controllers, inspectors and those on office based functions.
A compendium of all the rules and conditions applicable
would run into a score of pages or more and it is not
surprising that satisfaction with the application of these
rules, even as they generate a big portion of the take home
pay, is not high. The allowances have provisos, for example
that cover allowances during leave and sickness, breaches
in rest, carryover for shifting to other jobs and many more.
Not surprisingly, the allowance per kilometre is linked to
base salary, rising as staff move from working freight to
passenger trains. The run distances are highest in the
express trains like the Rajdhanis and the Shatabdi, where
a crew may put in less than 70 hours duty per fortnight
(targeted 104) but earn an envious packet.
There is no doubt that any change in the salary structure
of this sensitive staff category can be made only after long
deliberations and in full recognition of any possible fall
out. IR has suffered long disruptions to its operations by
strikes and local actions by loco driving staff, particularly
up to 1980s and recurrence cannot be far away in case
of mishandling.
With steam locomotives, unregulated work hours and
very uncertain schedules, the distance a train ran was
greatly determined by the efficacy and application of the
crews, particularly those on the steam locomotives. The
horse power sustained by the loco was dependent largely
on the on-board crews. Shovelling in tonnes of coal,
braving the harsh weather on an open and rattling loco
cabin, facing disrupted personal lives took a toll on loco
crews. The practice of incentivising the crews was natural
and a good practice. With the advent of diesel and electric
locos, the train speeds were determined more by the
operating conditions and traffic congestion than the per-
sonal skills of the loco crews. The running allowances
have long ceased to be productivity pushers that these
were intended to be.
In the days when non-natives were the preferred train
crews, running allowances were lower for native staff,
even on the same service.
A basic presumption also is that the skill level required
for operating a 5000 t freight train is lower than that on
a stopping 8 coach passenger train that barely averages a
40 kph commercial speed. With steam loco operations,
the freight trains were prone to whims of the train crews,
a condition no longer true.
Consider some anomalies in current practices:
l The work conditions are the toughest for freight train
crews but the train distances they can achieve are
much lower (20 to 50 %) than on express trains.
l These allowances are high on double line sections
with good fluidity. Train crews that suffer due to hold
ups on difficult sections earn the least.
l Large differences between earnings in various sections
on the same zone, sometimes within the same division.
l Lower earnings on regions where freight trains dom-
inate. These areas also have lower proportion of ex-
press train drivers, lowering promotions into higher
paying posts.
A quick check on practices elsewhere shows that such
allowances have long disappeared from major systems
where the compensation is based on salaries.
Recognising the long term implications of these issues,
there is a case for starting review and discussions on
evolving a salary structure that does away with these
complex rules even as the take home salaries are protected.
Is this incentive for running still relevant?
OPI NI ON TRAI N STAF F

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