abhivyakti - indian railway · 2018-04-14 · from the desk of executive editor 1 in conversation...

ABHIVYAKTI

From the Desk of Executive Editor 1

In conversation

Interview with Dr. John R. MoonTeam Abhivyakti 2

Articles(i) Whither Indian Railways ?

Performance and Possibilities vis-a-vis the Chinese RailwaysRavindra Kumar Tandon 9

(ii) Strategic Interventions for Controlling Agency Costin Public Commercial Enterprises : The Case of Indian RailwaysDr. R. C. Rai 17

(iii) Operations on Major Divisions :Selected statistics and some observationsUppuluri Krishna Murty 26

(iv) Dynamic Effects of Wheel Flats- Manjul Mathur 36

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Project Report

(i) Compressed natural Gas (CNG) : An Alternatefuel for Railway TractionGopal K. GuptaH. N. JaiswalNaresh K. DewaniHarish GuptaNavneet Kaushik 44

ABHIVYAKTI • VOLUME 16 • NO. 4 • OCTOBER-DECEMBER 2005 76

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77 ABHIVYAKTI • VOLUME 16 • NO. 4 • OCTOBER-DECEMBER 2005

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Book ReviewConfidenceRosabeth Moss Kanter 61

Youth Forum

Memories@RSCAnurag Pateriya 64

Gavaksha 67

Vividha

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Editorial Board

ChairpersonSmt. Shobhna Jain : DG

Vice ChairmanPramod Uniyal : Dy.DG

Executive EditorK. L. Dixit : SPTM

MembersRavinder Kumar : SPOBA. Vijayvargiya : SPSTA. K. Shukla : PAMDr. Sanjeevan Kapshe : PMS

"Abhivyakti"is published quarterly by Railway Staff College. AllEditorial correspondence and articles should be addressed to theExecutive Editor, Abhivyakti, Railway Staff College, Lal Baug,Vadodara - 390 004 (India)

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

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

Fax : 0265 - 2638607 (Office)

Views expressed in the articles are those of therespective authors. Neither Abhivyakti norRailways can accept any responsibility for nordo they agree with the views expressed in thearticles. Every effort is made to acknowledgesource material relied upon or referred to butAbhivyakti does not accept any responsibility forany inadvertent omission.

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

aFrom the desk ofExecutive Editor..

We feel sorry at the outset for not having been ableto bring out the issue in time.

In this issue we carry a very special interview withDr. John R. Moon Chief of Transport Policy &Tourism section in UNESCAP, an agency whichhas been strenuously furthering the cause of a DreamProject for us, the railwaymen, that of "Trans AsianRailway Network". Talking to him on this andvarious other issues gives one an impression thatthis dream project may turn into a reality soonerthan expected.

Talking of Asian Context, a comparison betweentwo Asian giants India & China is natural, thatof their railway systems equally so. Shri R K TandonEDTT(F) Railway Board gives an overview ofboth these railway systems in his article, while Dr.R. C. Rai, a faculty in Railway Staff Collegealso touches upon the subject in his article.

Another development of momentous significance fornot only IR but entire governmental machinery hasbeen passage of Right to Information Act. It isrightly being seen as the ultimate weapon in thehands of people at large. Views on this are includedin the article by Shri Anand Vijay Professor (LawManagement), it also finds a topical mention inthe article by Dr. R. C. Rai.

Besides above other standing columns and projectreports etc. find their place as usual. We are alsoreintroducing the picture gallery "Gavaksha".

We are sure we shall get encouraging responsesfrom all of you, our readers, who are our realsource of inspiration.

-Executive Editor


In Conversation

Dr. John R. Moon


T eam Abhivyakti : Welcome to Rai lway Sta f fCollege…..

Dr.John R Moon: Thank you very much. It is apleasure to be here at the Railway Staff College. Thisis the first time I have been here. I am very impressedwith the surroundings and with faculty members that Ihave met so far. I am really happy the way the courseis being organized for the benefit of the members ofBIMSTEC (Bay of Bengal Initiative for Multi-SectoralTechnical and Economic Cooperation) and the Mekong-Ganga cooperation countries.

TA: While going through your curriculum vitae, we noticed thatyou were born in Australia but you are a Britisher….

JRM: I do not want to give away my age (laughs), soI will answer the question by saying that I have spentapproximately, very approximately one third of my lifein Australia, one third in Europe and the UK and onethird in Thailand. I was born in Australia and did myPrimary and Secondary Education there followed bytraining as a Merchant Navy Officer. After that I decidedto go across to UK to do a Bachelor’s degree. At thatpoint of time there was a promising future in the MerchantNavy. When I started off, it was quite an interestingprofession to be in, particularly working on general cargoships – problems to solve and places to visit. However,with the advent of the container and the bulk cargo ships,while in port, one would just watch containers going on-and-off ships and bulk cargo being loaded onto the shipwith very large, long conveyor belts and being unloadedwith massive grabs. Then at sea, one was basically juststeaming from a port in the middle of nowhere to anotherport in the middle of nowhere.

Dr. John R. Moon is Chief of Transport Policy& Tourism Section, UNESCAP (UnitedNations Economic & Social Commission forAsia & the Pacific). Under his leadership thisagency has done pionnering work in the fieldof Trans-Asian Railway Network.


In Conversation

So, I did not see too much future in that anddecided to go across to UK to University of Cardiffto do a degree in Maritime Studies. Followingthat, I went to Cambridge to do a postgraduatediploma in Economics and then went across toJohn Moore’s University in Liverpool doing myPh.D. and teaching at the same time.

Thereafter, I became an education professionalwhich led to another crisis point in my life. Ihad to decide, whether to stay in education foreveror to somehow move out of it. My feeling atthe time was that going into the consulting businessand looking at the economic appraisal of transportprojects was of particular interest to me. Thedifficulties in those times and at any time, isto try and get work with one of the internationalfinancial organizations. For that one needsconsulting experience. Unless you are Thirty Fiveyears of age and have got at least Thirty Sixyears of experience, it is very difficult to getemployment with these organizations (laughs).

At that very time the opportunity arose for meto go across to Europe to work with the MaritimeEconomic Research Centre, where I could getthe required experience of working oninternational projects, through Dutch GovernmentProjects as a consultant

After that, I went into, I think it must have beenmy (counts) one, two, three, four, my fourthprofession of life (starting with my life at sea,then lecturing and then consulting), that is asan international civil servant working with, asyou know, the transport division of UNESCAP.

TA: What had attracted you as a child towards acareer in shipping?

JRM: I think, it started with one of thosepsychological tests that one does in school (laughs).Perhaps, also a combination of the fact that someof my relatives were accountants. I looked atthe life they had; that is waking up at a certain

time in the morning, getting dressed, jumpingon to their trains, going to their office, sittingat a desk all day then coming home in the train,eating dinner, going to bed and starting the samecycle next morning, and was looking for somethingwhich was a little bit more exciting than that,which provided a little bit more interest and alsoprovided perhaps outdoor activity. Certainly theMerchant Navy offered of some of those things.

TA: What is your first memory of train journey inyour childhood in Australia?

JRM: Probably, traveling on a train with mygrandmother during school holidays. At one pointin time, I was a student in Sydney and mygrandmother was living in Brisbane. She usedto come down for her annual visit. After oneof these visits I travelled on a fairly old trainwith her from Sydney up to Brisbane. If I recallcorrectly, the distance is something in the regionof 600 Kms. with the train making the journeyovernight. Since that time, there are a coupleof trains trips I had made which still remainin my memory.

At one point in time I was working on someof the pre-feasibility studies for the Jamuna Bridgein Bangladesh and had the opportunity oneevening to travel on the train from Bahadarabadback down to Dhaka. The vision I still haveis of the sun sinking, a very soft and ambergreen and the rhythm of train wheels as we passedthrough the countryside. More recently, I hadan absolutely magnificent train trip from Viennato Geneva, which was still during the skiingseason. Luckily, the day that I chose to travelwas one when the sky was brilliantly blue.Watching out of the windows, one could seethe snow covered mountains contrasted withbrilliant blue sky and small figures skiing downthe slopes. That was something not to be missed.

TA: And your most memorable ship journey?


In Conversation

JRM: Working on ships is sometimes extremelyboring, because all you see is “sea” for days anddays. At one point in time I was on a containership going between Australia and the UK. Onthe way back – the trip was approximately 21days coming from London to Melbourne – formost of that time we did not see any land atall. Basically after passing the Canary Islandsyou go straight across the South Atlantic downto South Africa, then you go down to about 45degree south and steam straight across theAtlantic Ocean. Luckily we did not have anybad weather. The Southern Ocean does howeverhave a very long swell and one of the thingsI remember is a ship of over 1000 feet in lengthas it were meandering along with the waves.

Another thing, which you find down there is thatyou usually pick up a couple of “friends” in theform of Albatross birds. I still remember thesemassive birds with wing spans perhaps more thana couple of meters gracefully gliding along, overthe tops of the very large waves. Waves andAlbatross may not sound that exciting, howeverI think that the solitude of such an ocean crossingraised some of one’s other perceptions of thewaves we live in and are therefore some of thethings we remember

Some of the coastal trips were interesting. OnceI was working with a company called Palm Linethat used to run from the UK down to WestAfrica. We used to call at nearly every porton the West African Cost as well as going upthe creeks in some of the countries. So, for examplein Nigeria, we used to go up to Wam and Sapelewhich were some distance up inside the creeksof Nigeria.

TA: What is your impression about train journey inIndia?

JRM: Unfortunately, I haven’t done any majortrain journeys in India apart from Delhi to Agra

and back. Most of the traveling I have donehere is either by plane or by car.

TA: From economic perspective trains are a ‘lifeline’of India. How do you see future of railways in India?

JRM: The future is rail, and if one looks atthe railway systems that are being developed,the opportunity is there for that future to berealized. In particular there has been quite a lotof attention paid to running of container blocktrains from the ports to the hinterland and thedevelopment of inland container depots. I wouldcertainly see this as being a very good modelfor further development of India and also forthe development of rail between countries ofthe region.

TA: How have the things evolved over last, say, thirtyyears across the spectrum in transport sector. May befirst you can tell us about the Maritime, then Road,and finally about Trans-Asian Railway Network, whichis very close to your heart, today.

JRM: One of the major changes that haveoccurred in the Maritime Transport sector is therapid increase in the ship size, in the containersector. As I mentioned earlier, I started my careerwith one of the early container ships, sailingbetween Australia and the UK. At that pointof time the container ship I was working on,was a very large one compared with general cargoships that it replaced. If I recall correctly, it carriedsomething in the region of 1200 containers. Ifone looks back at that time and then looks attoday, ships of that size are now used as feederships going from Singapore to Chennai or fromSingapore to Bangkok. If you look atinternational mainline routes, today ship sizesare getting very close to carrying 10,000containers. I see massive changes in the containership size.

This has also led to massive changes in the portsector. If you have ships of that size, you have


to have cranes of very long outreach to be ableto pick up the containers on the opposite sideof the ship and you have to move those shipsas quickly as you can into and out of the ports.One of the sayings in the maritime sector is ifthe ship is not moving, it is not making money.The objective of exercise therefore is to moveships into and out of the ports as quickly aspossible.

There have also been major changes in the routestructures for mainline container ships. One findsthese days and, in fact, over the past decadesthat there have been the development of the hub-and- spoke system whereby there is a relativelysmall number of ports that are handling thesevery large ships. Containers are dropped off atthese small number of large ports and then feededto smaller ports in the region. So that is probablyone of the major advances that has happenedin the maritime sector.

One of the most interesting developments in theroad transport sector is the accessibility that hasbeen provided by the sector. When I read someof the ESCAP Transport & CommunicationsBulletins from the early 50s there was no allweather road for example from Bangkok up tothe North East of Thailand. When I go there,today there are, in places, six lane highways.

Another major development has been the extentof regional economic co-operation betweencountries. This has occurred even since I joinedESCAP. When I first joined ESCAP, one couldnot even think of these possibilities. For example:driving to Ho Chi Minh from say Bangkok, orfurther from Singapore to London. In principle,it is now possible to go from Singapore to London“without getting your feet wet”. With theconstruction of a bridge across the Mekong Riverthe level of integration between countries, theend of some of the conflicts which had arisenin a number of countries, and the adoption of

a lot more outward looking policies, it is possibleto drive from Singapore to Bangkok, up throughLao, through China, through Central Asia, throughEurope and through a tunnel going from Franceto London.

In the railway sector, when one looks at someof the statistics then traffic has been decliningover time. There are however tremendousopportunities to the rail transport sector. Wesee massive congestion on our roads for themoment. We see massive 22-wheeled trucksrunning up & down on the highways. We seepollution coming from vehicles. If one looksat the possibilities of moving over to railways,with high-speed trains connecting cities and withcontainer block trains on dedicated tracks movingbetween major transshipment centers, we seeopportunities for development in inland areas incountries of the region as well as opportunitiesfor these areas and landlocked countriesparticipating in the globalization process. In somecountries where these changes are being madethe declining shares of rail are being reversed.

TA: What is the future of Trans-Asian RailwayNetwork?

JRM: The Trans-Asian Railway Network, theinitial concept, so to say, started off in the early1960s. This was in the time of the EconomicCommission for Asia and the Far East (ECAFE)the predecessor of ESCAP. The concept was thatone would be looking at a railway, where onecould move from Singapore all the way throughSouth East Asia, through South Asia, IslamicRepublic of Iran, Turkey and then through toIstanbul with further connections going throughto Europe. Since that time when ECAFÉ waschanged to the Economic and Social Commissionfor Asia and Pacific (ESCAP) a lot more countrieshave joined ESCAP or became active members.Following the collapse of the former Soviet Union,for example, all the countries of Central Asia

In Conversation


have joined with ESCAP. With adoption of moreoutward looking policies China has become alot more important in our activities and RussianFederation has also now become a full memberof ESCAP. As a result, the initial concept whichstarted off in the early 60s of connection fromSingapore through to Istanbul on a southerncorridor has now extended so that one is lookingat a northern corridor, going from a number ofports in China, Russia and the Korean Peninsulathrough to Central Asia and Europe.

One is looking at North-South connections and,in fact, India was instrumental in the developmentof an agreement which included the RussianFederation and the Islamic Republic of Iran, indeveloping a North-South corridor. In fact, therewas a very famous Russian explorer of thefifteenth century (Afanasy Niktin) who came downthrough a similar route from Tver in Russia toIndia. Thus there are also historic and culturallinkages between Russia and India through someof the modern day connections.

In addition, there are possibilities of a North-South route on the Eastern side of Asia, comingdown from the Korean Peninsula to YunnanProvince in Southern China, through to SouthEast Asia. In fact, one of the railway projects,which is being promoted at the moment in SouthEast Asia, is from Kumming to Singapore.

While looking at the development of Trans-AsianRailways, ESCAP has adopted a step-by-stepapproach. The first step was the formulationof the basic network itself. Certainly, this wasthe idea in the 1960s. The next step, whichtook a little longer was the formalization of thehighways through an IntergovernmentalAgreement on the Asian Highway Network. ThatAgreement entered into force on 5th July, 2005.More recently ESCAP member countries haveadopted an Agreement on the Trans-AsianRailway. This Intergovernmental Agreement on

the Trans-Asian Railways will be taken to theESCAP Commission for adoption then forsignature at the Ministerial Conference onTransport in November 2006 to be signed. So,we have got to the point now where we havea formalized network for the Trans-Asian Railway.

The next step we need to look at is buildingsome of the missing links and upgrading thesystem. There are now missing links betweenVietnam-Cambodia, between Cambodia-Thailand,between Thailand-Myanmar, and Myanmar &South Asia and also between Pakistan and IslamicRepublic of Iran. So, to increase connectivitybetween the countries of the region, one needsto look at these missing links to assess theinvestment requirements for completing thenetwork.

Another major issue one is looking at is themovement of trains across borders and thefacilitation issues, both at the border crossingsand also transit through countries. On theNorthern corridor this is a reality already. ESCAPhas organized a number of demonstration trainsin conjunction with the countries of the region,which have provided interesting results. Withthese runs we have demonstrated that countriescan provide the required train services. Theycan even get the fast transit time at a reasonablecost. The functions of the demonstration runswere to help to identify, to highlight and to bringto the attention of the policy makers some ofthe difficulties, which were involved in runninginter-country container block trains.

TA: What is the vision of ESCAP for Trans-AsianRailways?

JRM: The vision that we have at ESCAP is theone, which was highlighted at the last MinisterialConference that we had on infrastructure, wherethe part icular focus was on transportinfrastructure. The vis ion was one of

In Conversation


international, integrated, inter-modal transport.So one was looking at sea ports at shipping, andthe natural extensions away from ports both interms of roads and railways.

If one looks at what is happening within theregion; one sees rapid development in the coastalareas of the region, and one sees the developmentof international production networks, and ofregional production networks. Location of themain growth poles of these networks, however,is in coastal regions, in other words in the vicinityof seaports where there are very good transportconnections or services to other places in theworld.

The vision that we are looking at within ourinternational integrated, inter-modal transportsystem is : to f ind ways to develop theseinternational production networks and regionalnetworks to hinterlands of countries. One canthink, for example, of Yunnan province in Chinaand the Northeastern part of India and tryingto link those areas together. Now, if one drawsa parallel with the maritime sector that has seena fast, efficient, low cost transport systemprovided not only by ships but also the technologyof “the container”, that is something which isrelatively simple–it is just a box–then one canapply these concepts to land transport. If onecan provide very good land transport linkagesbetween major centers. Using containers, thisprovides the opportunity for developing majorinland centers. It can be provided by roadtransport, but can also be provided by rail. Itis likely that the rail transport can be providedat a cheaper cost, cheaper energy cost, lessenvironmental problems and also provide fasterspeed. One can see development of the Trans-Asian Railway as being a logical extension ofthe maritime sector to move on to majorhinterlands centers in a land-locked country.

We should have an integrated, inter-modal

approach, because the railways operate very wellon trunk routes. There are still major distributionproblems, where one gets close to the destinationand that is the exact point at which we needvery good inter-modal transfer facilities. So thecontainer from ships go straight on to trains thenon to trucks and then distributed to the placesthey need to go to.

One sees another thing happening with ports.Because they act as major nodes they not onlyattract industries close to them, but they alsoattract a lot of other ancillary services that areprovided. Now one can envisage similar typesof ancillary services being provided at ICDs. Atthe simplest level, it is a railway station wherecontainers can be moved on to trucks and thatis the only function that it performs. One cansee very many value added services being providedat those points. Some of these concepts are alreadybeing adopted in other parts of the world. Oneof the major initiatives, for example, in Europe,is the freight village. Most of these freight villageshave inter-modal connectivity with inlandwaterways, with railway systems, with truckingsystem. They are performing well, they havewarehousing facilities and they provide valueadded facilities such as warehousing and sortingof goods. One could even expand the conceptfurther by having various developments of zonesin the vicinity of these freight villages, so thatthey can have manufacturing processes with thegoods to be transported very quickly to the transferpoints and then moved on elsewhere.

So, the concept we see is international integrated,inter-modal, traffic of which railways will beperforming a key part in that system.

TA: Can you foresee by what time is it going to turninto a reality on ground?

JRM: I am not a fortune-tel ler ( laughs) .Sometimes these things do take a long time. AsI mentioned earlier, some of the initial conceptual

In Conversation

ideas for the Trans-Asian Railway in the southerncorridor started in the early 60s. It has takennearly 50 years for those ideas to materialize.Now, we have got to the point where we havean intergovernmental agreement, a convention,an instrument, which is very similar to say theKyoto convention or any other major convention,which is signed and ratified. It has taken time.

If one stands back and looks at the some ofthe recent developments which are occurringwithin the region then some of this time spancould be shortened considerably. Today thereis a lot more cooperation in the region thanthat has been in the past. There are countriesthat have lot more outward looking policies.They are a lot more receptive to ideas of crossborder movements . Now, some of theinvestments would probably be very large,

particularly to fill in some of the missing links.It is certainly hoped that the work of ESCAPin this sector to influence, to promote and toadvocate to the policy makers the importanceof some of these decisions in providing efficienttransport will be effective in accelerating thisprocess. The importance of removing missinglinks between countries, the need for a lot morecooperation and a lot more integration isrecognized by most countries. My feeling is thatwe are in a sound position this time, and wehave the opportunity to compress the time spanof implementat ion

But again, as I started by saying in answer tothis question, I am not a fortune-teller so I amnot going to tell you in which year it is goingto happen. There is certainly considerablepotential for it to happen quickly.

In Conversation


*****

Article

Whither Indian Railways?Performance andPossibilitiesvis-a-vis the ChineseRailways

Ravindra Kumar Tandon Last one decade has seen the Chinese Railways createmany a milestone and progress by leaps and bounds. It

has shown a spectacular development, which is commensurate withits remarkable performance. Mammoth investments have beenmade in creating new assets, overcoming capacity constraints throughforeign investments, joint ventures, public-private partnership,restructuring and re-engineering; all this has been done very fast.In this backdrop, while the Indian Railways have given a goodaccount of itself in the last half century to remain financiallyviable, although not really competitive, it has studiously triedto cope with the ever increasing demand of freight and passengerbusiness. The IR is definitely to give a proof of its versatilitythrough integrated modernization and implementation of reformslike construction of dedicated freight corridors, improved terminalmanagement through public-private partnership, multi-modallogistics, synergy between rail/road/pipeline/ports, etc., whichwill help realize its vision 2020 by making the most of abuoyant economy.

They say comparisons are odious, but there is no escapefrom making a reference to the Chinese Railways (CR)

Shri Ravindra Kumar Tandon is IRTS Officerof 1980 batch. He is presently posted asExecutive Director (Passanger Marketing) inRailway Board.



Article

when it comes to adjudge Indian Railways' (IR)performance; this is particularly true if we focuson the last few years. While it may or may notemulate the CR's fashion, method and pace ofexpansion in the freight sector primarily and thepassenger segment in general, the IR has shownflashes of amazingly creative brilliance of late.It is only hoped that they are not a flash in thepan after all.

Has the elephant finally started to dance?

Consider the following excerpts from Friedman'slatest book: The World is Flat, albeit in adifferent context.

"...If India and China were both highways, the Chinesehighway would be a six-lane, perfectly paved road, butwith a huge speed bump off in the distance labeled"Political reform: how in the world do we get fromCommunism to a more open society?" When 1.3 billionpeople going 80 miles an hour hit a speed bump, oneof two things happen: Either the car flies into theair and slams down, and all the parts hold togetherand it keeps on moving - or the car flies into the air,slams down and all the wheels fall off. Which itwill be with China, I don't know. India, by contrast,is like a highway full of potholes, with no sidewalksand half the streetlamps broken. But off in the distance,the road seems to smooth out, and if it does, thiscountry will be a dynamo…."

The IR is Asia's largest and the world's secondlargest state owned Railway system under oneumbrella. The Ministry of Railways functionsunder a Minister of Railways assisted by twoMinisters of State and consists of a Railway Boardcompris ing the Chairman, the Financia lCommissioner and functional members, whoformulate and monitor the policy. The railwayis divided into 16 Zonal Systems (which haveproliferated from six to nine to sixteen in thelast fifty years).The Zonal Railways are furthersub-divided into sixty seven divisions.

The IR has a dual role to play by renderingcommercial services, but at the same time, ithas to perform myriad social functions.Movement of freight in general and carriage ofsome classes of passengers on a commercial basisare some of such activities, but the IR also runssuburban and other passenger services at muchbelow costs. In addition to transporting essentialcommodities at loss , it runs branch lines whichare not remunerative but are expected to provideincreasing employment to the people. Whilethe Railways cannot be absolved of these burdens,it is imperative for an efficient functioning thatthe two roles are separated to whatever extentpossible and that this schizogenous dilemma todischarge public utility role and to run thecommercial expertise on sound business principlesis ultimately resolved.

The Chinese Railways (CR)on the other handcontrols 14 geographical ly based rai lwayadministrations centered on Beijing, Chengdu,Guangzhou, Harbin, Hohhot, Lanzhou, Liuzhou,Jinan, Kunming, Nanchang, Shanghai, Shenyang,Urnmqi and Zhengzhou. While no time tablehas been publically set, the CR has taken a decisionto move towards restructuring i.e. an overallstructure for the national railway system wherebyinfrastructure is separated from operations. Asa part of this restructuring, in late 2000, theChina National Railway Locomotive & RollingStock Industry Corporation (LORIC) was splitinto two autonomous organizations. Focusingonly on safety and regulation, the CR intendsto undertake splitting freight business, passengerbusiness and network management intoindependent divisions. The government has alsoencouraged local authorities to build and operatetheir own railways.

The CR is also opening up rail freight marketin three stages - till 2006 foreign investors maypurchase up to 49% of shares in new Sino-foreignrail freight joint ventures. After 2006 foreign


Article

investors will be allowed to hold the majorityof shares in the joint ventures three years afterChina's entry into the WTO. Finally the foreigninvestors will be allowed to establish their ownrail freight transport companies six years afterChina's entry into the WTO.

That Railways is the main artery of China'snational economy and the skeleton of China'stransportation system, can be seen from the factthat in 1949 there were only 21,800 kms ofRailway lines, of which only half were operationaland were mainly confined to the Eastern andNE regions. However, about 44,000 kms wereadded by 1995 which included 9,700 kms ofelectrified lines and 16,900 kms of double tracklines. In 1995, 1,660 million tonnes of freightwas loaded and carried by rail, an increase ofabout 50% over 1980. In the same period, therewas an increase of only 11.5% in passengermovement. It is pertinent to point out that in2003-04, the CR loaded 2214 million tonnesof freight.

This quick and comprehensive growth is furtherestablished by the fact that about 14,000 kmsof track has been added to the already existing58,000 route track kms. which represents a growthof 24% in the last decade itself. In the sameperiod, 400 billion tonnes kms in the movementof goods have been added which is equivalentto almost one year's freight movement achievedby the IR.

Looking at the IR's development, we find that53600 route Kms, 208500 wagon FW units and8200 steam / diesel/electric engines resulted inonly 73.2 million tonnes of freight in 1950-51.Since then only 10,000 route kms have beenadded while the wagon and loco fleet has grownto 465000 wagon FW units and 7820 locos (Diesel+ Electric) respectively but resulted in remarkablegrowth of more than eight times both in freightloading and passenger movement while the wagon

fleet has grown less than three times, passengercoaches only slightly more than three times andless than 20% of route kms have been added.This has been possible by intensive and efficientuse of its assets and a very slow change of mindset.The IR's growth in the last half century can beseen as under :


Vital Statistics - a comparison ofCR & IR 2003-04

Chinese Rly. Indian Rly.

Total track Kms 73002 63221Standard BG+MG+gauge NG

National + 60446 –Local/JV 12556 –

Double Line 24650 16281(40.8%) (25.7%)

Electrified 18060 16960(30%) (26.8%)

Freight Million tonne 2212 557Net Billion tonne kms 1724 381PKMs-Billion kms 478 541Productivity (NTKM+PKM) per employee 1452 686Total Revenue 75000 42842

(Rs.in crores)Freight 40000 27403

(Rs.in crores)Passenger 25000 13298

(Rs.in crores)No. of locomotives 16320 7817

Diesel 11335 4769Electric 4622 3003

No. of wagons 510327 228170

No. of coaches 40487 35772

To improve its efficiency of transport operationsbased on the increased capacity for both freight andpassenger as also to compete effectively with othermodes, the CR has done remarkably well to generateits financial resources internally to build a worldclass Railway system. It has embarked upon massivereforms in every sphere : all operational activitieslike infrastructure, rolling stock, train operations,etc. have been consolidated under the TransportationDepartment, hiving-off non-core activities, abolishingas many as 44 sub-administrations while increasingRailway Administrations from 14 to 18. In addition,tariff reforms particularly making customers to payhigher for more comfort, better speed; differentialpassenger fares and freight, introducing high speedpassenger trains, fast and convenient freight services,high performance rolling stock, etc. are some ofother reforms.

In this context, the IR's performance andachievements, although quite decent, pale intoinsignificance. The IR has of late given a goodaccount of itself, specially in the last few years.

Article


Has it taken off or is it just a freak? At the endof the day, the IR's operating ratio is superiorto the CR's which can be seen from the tablebelow :

Ratio of Operating Expenses to Income

Chinese Indian RailwaysRailways

Year Including ExcludingAppropriation Appropriation

to DRF to DRF

2001 0.917 0.960 0.907

2002 0.923 0.923 0.865

2003 0.996 0.921 0.861

2004 0.984 0.912 0.854

UIC data

Actually, several cost cutting measures taken by theIR to reduce the cost of operation, maintenanceof rolling stock, coupled with innovative measureshave gone a long way in putting the IR on theladder of improved performance.

Some of the measures are referred to as follows:

Reduction in the Cost of Operation• Block rake movement

• Reduced requirement of marshalling yards

• End to end running, close circuit movementof rakes has improved wagon utilizationsignificantly and thereby reduced cost.

• Longer trains with higher trailing loads

• Reduced detention at the terminals andconcept of "engine on load" .

• Steps have been taken for reduction inexpenditure on account of electricityconsumption.

• Increasing the fleet of the state-of-art highhorse power electric locomotives for main lineoperation.

• Introduction of AC/DC & AC EMUs which

are more energy efficient and have regenerativebraking.

Conservation of electrical energy by variousmeans such as :• Switching off stand-by transformers

• Daily analysis of light engine movement

• Switching off locomotives in yards• Review of pumping installations

• Replacement of incandescent lamps withfluorescent tube lights

• Elimination of leakage of compressed airin workshops and sheds, etc.

• Training of drivers with the help of simulators• Electrical energy cost reduction

Reduction in Cost of Maintenance

Traction

Diesel Locos:

• Improvements in technology

• Use in multi-grade generation 5 oil (RR 606/RR 513/RR813)

• Conversion of 2600 HP WDM2 locos into3100 WM2C locomotives during rebuilding

• Improvement in Lube Oil Consumption

• Introduction of "State of the art" high horsepower locomotives

• Development of long life lube oil filters fordiesel electric locos

Electric Locos

• Increase in time interval between twosuccessive intervention

• Rationalisation of electric loco holdings insheds

• Increasing the fleet of state of art 3 phaseelectric locos and EMUs.

• Provision of static convertors

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• Use of e-beam irradiated cables

• Technological inputs like composite brakeblocks, cast wheels.

• Benchmarking of staff for maintenance

Coaching

• Introduction of new coach designs withsuperior earnings capability.

• Design improvements aimed at higher reliabilityand lower maintenance cost.

Aerodynamically profiled Diesel Electric MultipleUnit rake

System improvements

• Increasing the number of trains with 24 coachesto carry more traffic

• Introduction of revised maintenance pattern

• Introduction of mechanized material handling

Rolling Stock

• Induction of only Bogie wagons

• Decision to phase out maintenance intensiveplain-bearing stock

• Introduction of less maintenance intensiveCASNUB Bogie

• Induction of only air brake stock

• Use of Composition Brake Blocks

• Close circuit operation of rakes

• Introduction of new generation container flats

However satisfying the present performance maybe, the IR cannot afford to become complacent.Initiatives taken by the IR certainly give evidenceof its cohesiveness and progressive attitude butthere exists greater potential to achieve much more.It is time to forge ahead fast and strike when theiron is hot.

Booming business: Container Terminal in India

In India, the Railway has been losing freight businessto roadways although less rapidly than in advancedcountries. However, Railways retain their relativeadvantage mainly in natural resources andintermediary goods markets in which there arelarge volume movements and relatively no value-to-weight ratios and tend to lose it as the value-to-weight ratios of manufactured commoditiesincrease unless they can provide high qualitycontainer services on medium and long distancehauls. To meet with the ever increasing demandand efficient movement, there is an urgency toincrease pay-load to tare ratio, which is in therange of 4-5 internationally, against India's 2.5.The Railways will not be in a position to copewith the container traffic growing at 15% per annumwithout resorting to double stack containermovement. In addition to increasing the axle loadsfrom the present 20.3 tonnes to 25/30 tonnesper axle, increasing the throughput by runningmuch longer trains will have to be resorted to.For instance, one train in Australia clears the samepay-load as would require 6-7 trains in India.

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Again, the IR cannot afford to continue growing at5% and 7%, it must follow the strategy of stretchwhen the going is good and exhibit growth in certainfields even upto 30-40% within one year.

Significant strides have been made in movingthe freight revenue traffic in the last few years;519 million tonnes in 2000-03, 557 in 2003-04,602 in 2004-05 to 660+ (expected) in the year2005-06.It is worth noting that cost per NTKmhas been continuously reducing year after year. Thistrend is required to be reinforced by concrete,indigenous reforms and a few lessons learnt fromthe CR. There is no reason why the turn aroundof the IR cannot be sustained, doubling the currentfreight output in five to seven years flat.

A side view of a CONCOR train

The IR is indeed the life line of the nation whichcarries 67% of coal and fertilizers, 58% of ironore, 40% of cement and 26% of POL productstransported in the country by all means. All thisis done through complex operations which ischaracterized by intense freight-passenger interactionon common infrastructure with high density corridor(Golden Quadrilateral and Diagonals) having only16% of route Kms carrying 52% of passengerand 58% of freight traffic. Incidentally, a recentPlanning Commission draft report on IntegratedEnergy Policy has estimated a requirement of 2001million tonnes of coal in the energy sector by2030. It is a challenge and an opportunity for theIR to be prepared to transport about 70 to 80%

of this volume in addition to other commoditiestransported by rail. In order to realize this vision,the IR will be called upon to generate not onlythe required capacity to meet with itstransportation needs, it will have to be ahead ofdemand by several steps. To do so, followingstrategies will have to be adopted :

• Dedicated freight corridor

• Double stack container operation

• Port hinterland connectivity

• Terminal investments

• Technological upgradations

• Public-private partnerships

• Innovative financing strategies

• Rationalised tariff structure

• Right sizing staff strength

• Leveraging information technology

• Multi-modal logistics

Test track/Konkan Railway

Future holds great things for the Indian Railwaysonly if the vision for the coming decade is followedmeticulously and earnestly. To do so, several othermeasures in addition to the above, like runningof time tabled freight trains, synergy with roadoperators for 300 to 400 km stretches, providingcomplete logistic solution to customers speciallyin parcel and piecemeal traffic, improved, disciplined

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wagon examination of CC rakes after every 10,000kms/one month, shrinking Empty Return Ratioto half in one year, reducing terminal detentionsto 5-6 hours or less, implementing the EOL system,keeping down the proliferation of wagon design,linking ports with rail, improving informationmanagement on freight movement through FOISand embedded IT chip in the wagons, developingmammoth passenger handling systems, stationslike airports, etc., will go a long way in achievingwhat has been dreamt of but tried half heartedly.

The IR has to give a proof of its versatility throughintegrated modernization and reforms, synergy

between rail/road/pipe line/ports on one hand, longterm contracts with customers for specificcommodities, rational and differential pricing whichis creative at the same time, tariff flexibility andcustomer care in real earnest and not merely a lipservice; it is high time the customer was treatedas king. Buoyant economic growth, buoyant freightand passenger business and an open mind leveragingthe benefits of the ongoing reforms will certainlymake the IR realize its vision and its full potentialof a viable and efficient railway system.

The shell must break before the bird can fly,wrote Tennyson, the English poet.

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Strategic Interventions forControlling Agency Costin Public CommercialEnterprises- The Case ofIndian Railways

Dr. Ram Chandra Rai Introduction

An enterprise established to carry out selectedactivities, could be constituted to be either of the

sole proprietorship, partnership, society, cooperative society,private limited company, public limited company or statutorybody. In very small size organizations like sole proprietorship,partnerships & cooperative societies and private limitedcompanies, the owners are able to participate in day-to-day management of the enterprise and as such can takecare of their own interests. However in case of large publiclimited companies owners (share holders) typically are notactive mangers. Instead they entrust this responsibility toprofessional managers, who may have little or no ownershipinterest or equity in the company.

It is another matter that many of the cooperative societiesare manipulated and hijacked by the dominant membersto further their vested interests. Similarly in case of publiclimited companies dominant shareholders, who find placein Board of Directors and have their own person as managingdirector, are able to draw benefits disproportionate to their

Dr. Ram Chandra Rai is an officer of IndianRailway Accounts Service and is currentlyworking as Sr. Professor ( Financial Man-agement) Railway Staff College, Vadodara.The views expressed in this article are his per-sonal views and in no way reflect the viewsof RSC or Ministry of Railways. He welcomesviews and reactions and can be approachedon [email protected]



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shareholding at the cost of minority shareholders.This is a breach of trust reposed by othershareholders in them. This is a problem relatedto maturity of democratic values and inherenthuman greed.

This article details the problem of conflictinginterests of professional managers/ civil servantsmanaging the affairs of public commercial enterpriseand their owners, defines the agency cost, lists outmitigating strategies in general, defines publiccommercial enterprise, examines the current statusof agency problem/cost obtaining in publiccommercial enterprises and recommends specificstrategic interventions for controlling the agencycost. It also briefly outlines the strategies to controlthe agency cost in Indian Railways and indicatesthe scope for further research in this area.

Separation of Ownership and Management

There are several reasons for separation of ownershipand management. Few important ones are listedbelow:-

(i) Large enterprises require large investment toachieve economy of scale. Hence it becomesnecessary to pool capital from thousands oreven hundreds of thousands of investors. Itis therefore, impractical for these investorsto participate actively in management of theenterprise.

(ii) Professional Managers are more qualified torun the business because of their technical& managerial expertise experiences andpersonality traits. They are expected tocontribute their best for a consideration (salary& allowances) commensurate to their caliber.

(iii) Separation of ownership and managementfacilitates unrestricted change in ownershipthrough transfer of shares without affectingthe operations of the firm. It ensures thatthe `knowledge' of the firm is not impaireddespite frequent changes in the constitutionof the ownership

(iv) Given economic uncertainty, investors wouldlike to hold diversified portfolio of securitiesto minimize the unique risks. Having stakein so many firms and also changing thesecurities frequently, they cannot participatein management of these enterprises.

Public Commercial Enterprises

Public commercial enterprises, whether departmentalor corporate, are, in principle, owned by generalpublic through the state and are managed by civilservants or professional managers selected througha system of recruitment for mostly life timeemployment with almost total job security.Commercial State Enterprises are authorized tocharge users fee from the customers who are alsotheir owners, for the services utilized. Basic traitsof a commercial enterprise are cost plus pricingand overall financial viability unlike non-commercialpublic institutions where user charges collected fromor taxes/duties paid by general public have no co-relation with cost of services and deficit if any,are funded from state budget, thus non-users/lowusers subsidizing other users and vice versa. Inpublic commercial enterprises even the cross-subsidyfrom one product/service to another product/service has revenue maximization and capacityoptimization angle keeping in view the payingcapacity of customers.

The Political Management

People elect their representatives to the state orcentral legislative bodies, directly or indirectly, ingeneral elections held periodically. Members of LokSabha and Legislative Assemblies of the states areelected directly by the electorate. However thedirectly elected representatives elect the membersof Rajya Sabha and state legislative councils. Theselegislative bodies make policies & Acts to beexecuted by the Govt. of the day. They censureits works from time to time through informeddebates and questions. Political party (orcombination) having simple majority in the houseforms the government.


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The political executive consists of council ofministers headed by Prime Minister in the centerand Chief Ministers in States.

The political executive of public commercialenterprise consists of the minister in charge ofthe concerned ministry, who is an electedrepresentative of people (direct or indirect) andmay be assisted by deputy ministers or ministerof states. It directs civil servants/professionalmanagers in day-to-day management of publicenterprise. Civil servants are protected from arbitraryaction under article 311 of the Indian constitutionto enable them to act without fear in public interest.Therefore apparently there is no reason for themto come under pressure of political bosses exceptfor getting choice postings/out of turn promotions,self enrichment, empire building for self grandeurand desire to have trouble/tension free career.

Agency Cost

The separation of ownership and management leadsto possible conflicts of interests between managers/civil servants (agents) and the owners (share holdersin case of private or joint sector enterprises andgeneral public in case of public sector). An agentis one who acts on behalf of someone else, whohas appointed him in full trust to take care ofhis interests for a consideration.

Though managers/civil servants are agents ofshareholders/general public, they are likely to actin ways that may not maximize the welfare of theshareholders/general public. In other words, theymay break the trust reposed in them like dominantshareholders of public limited companies and bothcould even team up with each other to enrich eachother.

It is a fact that in practice managers/civil servantsenjoy substantial autonomy under delegation ofpowers to sanction expenditure and therefore thereis natural human inclination (greed) to pursue theirpersonal goals in violation of trust reposed in them.While they may, to prevent from being dislodged

from their current positions, try to achieve a certainacceptable level of performance as far as the welfareof shareholders/general public is concerned, butbeyond that their personal goals like presiding overa big empire and pursuing their pet projects/proposals even if not viable or in sinc with corporateobjectives can override owners' interests. Empirebuilding tendency, self-enrichment or undueenrichment of others at the cost of the organization(corruption) and enjoying generous compensations& lavish perquisites/amenities not commensuratewith results, tend to acquire priority over the welfareof shareholders/general public. It may also be arguedthat professional managers/civil servants being partof human resource, are required to be looked afterwell in terms of remuneration & facilities, tomotivate them for optimal output but there hasto be direct link between expenses incurred onhuman resource in general and management inparticular and its contribution in furthering corporateobjectives in tune with owners' interests.

While shareholders as investor, expect gooddividend along with maximum capital appreciation,general public expects cost-effective but goodquality services being extended by publiccommercial enterprises of the state for the usercharges paid by them. Civil servants/professionalmanagers are paid remuneration and given otherperks to fulfill these objectives of owners and arenot expected to do anything, which impairs theinterests of owners/customers.

Lack of perfect alignment between the interestsof managers/civil servants and the shareholders/general public, or conflicts in personal &organizational goals or hijacking the organizationalgoals towards their personal or departmental goalscreate agency problem and resultant cost. Agencycost may be theoretically defined as the differencebetween the value of an actual firm with goalconflicts and value of an ideal firm in which thegoals of management and shareholders/generalpublic are perfectly aligned.

Economic value of a firm may be defined as present


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value of all future benefits expected from its operations.Similarly Net Present Value (profitability) of a projectdepends upon the amount & pattern of cash flowsand rate of discount (weighted average cost of capitaladjusted to risk). While weighted average cost ofcapital depends upon financing decisions in thebeginning of the project, cash flows (mostly cashoutflows /negative cash flows) during constructionperiod depend upon the quality of project managementand availability of funds and much can not be doneonce the project is commissioned. However the actualnet cash flows during operation period (usually negativein the beginning and positive after some time) actuallydetermine the profitability of the project. Net cashflow during a particular operating period correspondto the operating profit which in turn depends uponthe unit variable cost, price and units produced andsold. However in operational term we have to focuson basic cost elements, unit price and asset utilizationto give push to NPV.

If the managers/civil servants of public commercialenterprise incur additional/avoidable expenditure topursue their personal goals as indicated above andif they are not able to increase the price/user chargesof the products/services due to competitive pressures,the future benefits (cash inflows minus cash outflows)would decrease, thereby also impairing the presentvalue of these benefits and hence economic valueof the firm. Similarly if they invest in a pet projecthaving negative net present value, the value of thefirm will decrease. A public commercial enterpriseworking as a monopoly may try to increase its usercharges to accommodate extra expenditure involvedin perusing personal goal of managers/civil servantsand if it succeeds, the welfare of general publicwill suffer, as it does not get proper value for moneyspent. It is also quite possible that customers mayreduce consumption of such products/services dueto limited disposable income, leading to reductionin sales, capacity utilization and consequent increasein unit cost of production/operations due to existenceof higher fixed operating cost in such monopolypublic enterprise. Thus such enterprise falls into vicious

circle of value destruction for the customers whoare also its owners.

Mitigation Strategies

To mitigate the agency problem, effective monitoringhas to be done and appropriate incentives haveto be offered. Monitoring may be done throughin-depth audit of the financial transactions,statements & end results and by limiting managerialdiscretion in certain areas, by reviewing the actionsand performances periodically. Incentives may beoffered in the form of cash bonus and perquisitesthat are directly linked to certain financialperformance targets including performance stockoptions for the employees of the PSUs.

Following strategic interventions, in general, canminimize agency cost in public commercialenterprises.

(i) Develop sound financial plans (Investment andFinancing decisions) including financial targetsrelated to reduction of unit cost of products/services, improvement in revenue/profitability,actual productivity of new projects in referenceto that estimated for investment decision andother financial indicators as deemed fit withprovisions for mid-term (monthly/quarterly/sixmonthly) reviews and corrections.

(ii) Install effective management control system,which is capable of reporting actual physical/financial results of various activities againstthe pre-determined and self-correcting targets.

(iii) Determine schedule of taking remedial actionson negative/ positive variations (penalty/reward) and its strict implementation.

(iv) Have a remuneration system, which has lowerfixed portion and substantial variable portionlinked to positive variations.

(v) Public pressure on civil servants/professionalmanagers for optimal use of money collectedthrough user charges, so as to render costeffective service.


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(vi) Regular and effective check/audit of financialtransactions and audit of annual financialstatements to point out undesirable actionsof civil servants/managers and prompt actionagainst the civil servants/managersresponsible.

The Current Status of Public CommercialEnterprises

If we examine the current state of affairs of publiccommercial enterprises regarding actions to mitigateagency cost, it is seen that

(i) Financial targets like reduction in unit costof products/ services, improvement inrevenue/ profit are rarely fixed. Most of thetime, physical targets are fixed without anyclear linkage to financial outcome.

(ii) In absence of financial performance targets,the management control system either doesnot exist in most of the public enterprisesor even if it exists, it does not serve the purposeof controlling agency cost.

(iii) There is no emphasis on timely correctiveactions and efforts are made to dilute the impactof penal action if any, on one pretext or another.

(iv) The ACR system is predominantly subjective.It has no linkage with financial results andas such does not serve the purpose.

(v) The present remuneration system consists ofonly fixed portion and there is no variableposition linked to financial performance. Atpresent, in govt., there is a system ofPerformance Linked Bonus (PLB) but it is basedon quantity produced on macro level. Also thereis across the board uniformity in payment ofbonus depending upon only the rate of payof the concerned employee. There is no linkof PLB with financial performance of theenterprise on one hand and contribution ofan individual on the other hand. Also, it isan irony that officers (civil servants) are totally

excluded from PLB. In other words theircontribution in performance of the enterprisesis denied. This cuts at the very root of incentiveplan. The present incentive system (PLB) istherefore counter-productive in reference toagency cost.

(vi) So far, general public was helpless spectatorof the activities of the civil servants exceptfiling public interest litigations in courts andvoting every five years in general election.However Right to Information Act 2005,enacted at the intervention of Supreme Courtto protect the fundamental right of freedomof speech (Art 19 the Indian Constitution)of citizens has now changed the scenario. Nowany citizen can demand information frompublic organizations being run substantiallyfrom public funds, about their activities,decision-making process and actions of civilservants in public interests except the excludedinformation. Desired information has to begiven to the applicant within 30 days of dateof receipt of his application. Although thereis provision of retired civil servants to beappointed to head the information tribunalswho may try to protect the hegemony of civilservants over general public, there may bea flood of public interest litigations againstthe public enterprises/servants for actingagainst public interests based on informationsupplied to applicants. Likely legal interventionsare expected to control the deviant behaviorof public servants to a large extent.

(vii) Internal Financial Advisors (IFAs) andControllers of Accounts posted to variousMinistries and public commercial enterprisesare expected to examine and concur variousproposals (expenditure, establishment &commercial), conduct internal checks of bills/claims and inspect executives offices to ensurethat financial irregularities do not take place.In other words it is their duty to ensure thatinterests of owners (general public) are taken


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care of. However in practice, accounts & financeofficers being part of civil service sometimescome under pressure and agree to proposals,which are not in tune with corporate objectives.In many case even the corporate objectivesframed by civil servants do not protect theinterests of owners. Even when few accountsofficers try to block undesirable proposals, theyare termed negative & obstructive. Thus peerpressure discourages accounts officers to playtheir role correctly. Normally majority of thecivil servants give only lip service to theobjections raised by accounts/finance. Suchobjections linger for years together and accountsdepartment is forced to find a compromiseformula to drop the objections due to pressureof the ministry on accounts department toliquidate these objections in a time boundschedule. Also concerned executive office isnever evaluated on this count. It is rare thatany civil servant has ever been punished forfailure to dispose accounts objections in time.

(viii) Controller and Auditor General of India (CAG)is constitutional watchdog as per theConstitution of India and is required to auditall receipt and expenditure transactions of thepublic enterprises and report importantirregularities to parliament periodically. ThePublic Accounts Committee (PAC) headed bya Member of Parliament from the oppositeparty, examines its report and recommendssuitable remedial action to protect publicinterests, including penal action againstconcerned officials. However civil servantsknow from past experience that in real practice,this dog can only bark but not bite likevigilance. Therefore, they treat audit objectionsincluding important objections appearing inthe report of the CAG to parliament exactlyin fashion similar to those raised by accounts,thereby compromising public interests. Thisindicates general weakening of the institutionsenvisaged under the constitution to protect

public interests and take care of agency costat national level.

Strategic Interventions for Public CommercialEnterprises

It is therefore recommended that following stepsshould be taken to control agency cost in publiccommercial enterprises.

(a) Long-term financial plan should be drawnincluding clear financial performance targets.

(b) Clear financial targets should be establishedat unit levels (micro level) having linkage withindividual civil servants.

(c) Effective management control system beestablished and implemented.

(d) Corrective action taken in case of negativevariances in a time bound manner.

(e) ACRs be based on actual financial results.

(f) All civil servants should be given financialincentives for positive variations.

(g) The concerned executive officer should be maderesponsible for time bound disposal byaccounts/audit objections. He should berewarded for prompt disposal and penal actiontaken in case of default including adverse entryin the ACR.

(h) Right to Information Act be implemented intrue spirit. This, in my opinion, is the mosteffective tool to control deviant behavior ofnot only the bureaucracy but also the politicalclass.

The case of Indian Railways

Indian railways are a departmental commercialenterprise of central government engaged in thetransportation of passengers, parcels and goods.IR being commercial enterprise, we have to ensureoverall financial viability while extending benefitsof cost effective service to our customers through

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rational/competitive pricing, optimizing unit costof service for agreed upon quality standards byoptimizing basic elements of cost and operating& financial leverages. Current structure of unit costincludes an element of agency cost generated dueto undesirable/unprofessional actions of railwaymanagers. The cost structure primarily depends uponinvestment & financing strategies, which may becompromised (suboptimzed) due to agency problem.Therefore best way to control agency cost is totarget the unit cost, which is dependant uponcapacity utilization/asset turnover, which in turndepends upon pricing, marketing and investmentstrategy. Thereby the agency cost can be squeezedout of the system. It would naturally call for capacitydebottlenecking investments, which will control theempire-building tendency in favor of rational assetreplacement/creation decisions.

At practical level operating ratio (OR) is one simplefinancial indicator which most of railway menunderstand. Therefore we can target reasonablereduction in OR every year. Operational, pricing,marketing, investment & financing strategies could

be oriented to achieve the said reduction target.It is also essential to have Group Incentive Schemeencompassing all railway men irrespective of theirrank without any ceiling to replace the existingPLB scheme.

But the moot question is - what should be ourtarget? There are officers in railway who objectto any scheme to cut costs under the pretext thatwe should not cut the bone in place of flesh inthe trimming exercise. Therefore is there any furtherpotential to reduce cost? The bare fact that wehave been able to reduce operating ratio from 98.3%in 2000-2001 to 90.5% in the year 2004-05 i.e.about 8% even after suitable enhancement inprovision for DRF and pension, indicates thepotential. The target for 2005-06 was fixed at 85%and have achieved 84.3%

How do we compare with international standards?Let us compare our performance with that of ChineseRailways. The data of Chinese Railways whencompared with IR are presented in table below.

It may be seen from the above that with almost

TABLE

S.No. Indicator Chinese Indian Index of CRRailways Railways over IR

(2003) (2003-04)

1. Basic Infrastructure (Route Kms) 73000 63221 115.46

2. Output Indicesa. PKms (Billions) 479 541.21 88.54

b. Freight Tons Kms (Billions) 1724 381.24 452.21

c. Total revenue ($billions)2002 17.1 8.2 208.54

3 Input Indices

a. Operating Ratio (%) 74 96 77.08b. Average cost per equated unit

(in US c) 2002 0.65 0.75 86.67

4. Freight Prices performance

a. Average freight tariff (in US c) 0.96 1.60 0.60

5. Human Resource productivity

a. Average output per employee CR 2.1 times that of IR

b. Staff cost as % of total cost 25% 53% 0.47



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comparable basic infrastructure (+15%), outputindices {S.N. 2(a), 2(b) and 2(c)} of ChineseRailways indicate more than double output evenin financial terms and input (cost) indices {3(a),3(b)} indicate corresponding reduction in cost perunit. The employee cost in CR is 47% of the IRper employee productivity being more than double.On pricing front also CR is doing much better thanksto better asset utilization and is able to chargefreight per unit, which is 60% of that of pricebeing charged by IR. Even after such competitivepricing their operating ratio was only 74% in theyear 2003, which is 77% that of IR. This indicatesthe real cost advantage achieved through leveragingthe assets.

The example of Chinese railway indicates potentialof further cost reduction on IR through competitivepricing and better asset utilization. Agency problemis major reason for current distortion in the coststructure and it can be controlled if we target tocut our unit cost at least by 25% by 2008. Thisis possible through capacity optimization & utilizationby prudent investment and pricing strategy. Thereforeit is possible to fix targets for cost reduction throughoperating ratio, which can be aimed at 75% by March2008.

Since OR can also be improved by upward revisionof prices in the short run, there may be a tendencyto take short cut. However it must be understoodthat uncompetitive pricing would harm theorganization in the long run by driving awaycustomers to competitors, thereby impairing assetutilization and consequent increase in unit cost andtherefore the operating ratio. Therefore any targetsetting exercise for incentive bonus has to keepthis in mind.

Since each and every unit of railways irrespectiveof its nature (cost, revenue, profit and investmentcenter) contributes to operating ratio, we can fixtargets related to ratio of expenditure to outputor revenue or profit or rate of return improvementsdepending upon the nature of the responsibilitycenter. Group incentive bonus can be paid depending

upon the actual results for said unit, payments toindividuals being proportionate to their total pay& allowances in the total salary & wage bill ofthat unit. While focus in case of cost centerswould be on the reduction in units cost, for revenueunits it would be on improvement in revenue.

However all railway managers especially the seniorones, must understand the real dynamics ofcorporate business economics to appreciate thecorrelation between investment strategy, coststructure, pricing policy, demand, capacity utilizationand the operating ratio. It will require intensivetraining in this area through a short capsule courseof one week especially designed for executiveofficers. Similarly advance inputs will be alsorequired for senior IRAS officers.

It is therefore recommended that following stepsshould be taken to control agency cost in IR.

(i) Long-term financial plan should be drawnincluding clear financial performance targets asindicated above in respect of operating ratioand other indicators at the corporate level.

(j) Clear financial targets should be establishedat unit levels (micro level) with linkage withindividual civil servants as indicated above.

(k) Effective management control system beestablished and implemented based on themacro financial indicators. Corrective actionshould be taken in case of negative variancesin a time bound manner.

(l) All railway employees including managersirrespective of their rank should be givenfinancial incentives for positive variations inthe fashion indicated above.

(m) The executive officers should be madepersonally responsible for time bound disposalof accounts/audit objections pertaining to theirunits. They should be rewarded for promptdisposal and penal action should be taken incase of default including adverse entry in theACR.

(n) ACRs should be made totally transparent and

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output based as per the targets suggested abovewith no scope for subjective interventions.

(o) All executive officers should be made awareabout the concepts of corporate businesseconomics and finance through special short-term courses to be organized by RSC.

(p) Finance officers must block proposals not inthe financial interests of the public/customers.IRAS officers are also required to be trainedin the concepts of advance financial managementand corporate business economics to enable themto render prudent financial advice and counterthe agency problems head on.

(q) Right to Information Act should beimplemented in true spirit. This, in my opinion,with all inadequacies, is the most effectivetool to control deviant behavior of not onlythe bureaucracy but also the political class.

If above steps are taken, I am sure that the agency

problems in IR can be controlled to great extant.

Scope for further research

This article deals with broad conceptual frameworkof controlling agency costing public commercialenterprises and outlines steps for Indian Railways.It may be worthwhile to examine following areasrelated to this problem in greats details.

(i) Internal conflicts of owners and its solutions.

(ii) Controlling agency cost in non-commercialinstitutions.

(iii) Designing comprehensive financial controlsystems encompassing important parametersto protect owners' interests.

(iv) Expand the concept of agency cost from theexclusive domain of managers versus ownersto other stakeholders such as customers andgovt./society at large.

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Operations on MajorDivisions: Selectedstatistics and someobservations

Uppuluri Krishna Murty The Originating Loading of Indian Railways for theyear 2005- 06 has been 668 Mil l ion Tons

(Approximate). The top six divisions originated 45 %(304 Million Tons) of this traffic. For our discussion letus call them major divisions. The remaining 61 divisions(medium and small divisions) contributed 55 % of theOriginating Loading. Table – 1 shows the details.

The performance of the 6 major divisions:

Table – 2 (placed at the end of the article) presentssome standard Operations parameters apart fromOriginating Loading of the six divisions for the years2004-5 and 2005-6.

This exploratory note attempts to analyze the variousparameters of these six divisions and derive someconclusions. Majority of the observations are based onthis author’s personal experience. Prima facie, any studythat bases its findings on a set of isolated statistics is

Sri Uppuluri Krishna Murty is IRTS officerof 1986 Examination Batch. He is currentlyposted as Senior Divisional OperationsManager at Secunderabad, South CentralRailway. Sri Krishna Murty has to his creditmore than 80 published articles and one bookon financial appraisal of transportationprojects.


unscientific and is not very useful. This author,however, hopes that even this limited study couldthrow some light on the constraints faced in thefield and the pattern of operations prevailing,which seem to be quite uniform across the sampleof study.

A. Operations:

1. These divisions have very high loco outages.This is probably because these divisions notonly have very high Originating Loading butalso handle an equally high inward traffic.

2. The loco utilization, which is the mainparameter of rolling stock (Locomotives' andwagons' mobility) on these six divisions isaround 400 KMs for Diesel locomotives,strongly indicating that these divisions aregetting saturated and there are severecapacity constraints. The diesel utilizationon SC division is slightly higher than thatof other divisions.

3. The loco utilization in case of electricallocomotives is between 400 to 470 KMs.

SC Division is at the upper end ofthe spectrum along with Waltairdivision of East Coast Railway whilethe other divisions seem to be moreseriously choked.

4. SW Railway deploys 80 %of the resources used for freightoperations on Hubli Division alone(One of the three divisions on thisrailway). SW Railway won the MR’sOperations Shield during the year2005-6. While the growth inoriginating traffic has been a healthy28 %, loco utilization, at 295 KMs,is one of the lowest among themajor divisions and the same doesnot reflect favorably on the assetutilization on this railway. To befair to them, we have to say that

most of this is on account of congestionand the system features such as steepgradients that call for the use of triple headsand MUs.

5. Some of the divisions have sections with steepruling gradients. On such divisions when thetraffic flow in the favorable direction is flowof empty stock, often most of the empty stockarrives with powers that cannot work the sameformations after loading in the loaded direction.Hence shortage of locos is experienced whenit comes to clearance of loaded stock.Intermittent supply of light engines bails outsuch divisions from the congestion createdin this manner. The incharge of operations,however, often faces the flak for this.

6. Generally the loco requirements of a division(more so in the face of rapidly growing traffic)are not understood completely and the so calledpower plans (used to monitor power holdingof divisions on day to day basis), which areprepared by office staff in haste and typically

Table – 1

(Originating Loading - 2005-6 - for the top 6 divisions of IR)

Originating Growth over Share inLoading during 2004-5 IR’s trafficthe year 2005-6

Division in Million Tons

Bilaspur 71.2 5.4 10.7

Dhanbad 59.8 6.7 9.0

Chakradharpur 57.6 21.0 8.6

Secunderabad 40.4 10.8 6.0

Asansol 37.9 13.9 5.7

Waltair 36.8 8.8 5.5

Combined OriginatingLoading of 6 Divisions 304 12.1 45

Originating Loadingof IR 668 10.7 -

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based on thumb rules, get out dated quickly.

7. Major Divisions are dotted with loading andunloading stations apart from sidings. Forexample, SC Division is serving 51 PrivateSidings and more than 25 Goods Sheds.Often the Station – Siding interface is ofvintage design and needs a review. Theaverage age of a siding is typically 25 years.These are not designed for the level of trafficcurrently handled by them. Hence sidingsare emerging as the bottlenecks. Onesuggestion is that we should convert Sidingsin to Block Stations and should haveappropriate systems of working. This wouldlead to considerable improvement in speeds.For bigger terminals we should go in forMGR type systems that avoid engine andBV reversals.

8. A study was conducted on the pattern oftrain movements on KZJ – SC section ofSecunderabad Division. In this study datacollected through Data Loggers available atvarious stations was used. The intersectionalrunning times were studied. It is conclusivelyproved that the station – terminal interfacesrather than the inter-sectional distances limitthe section capacity. It implies that we canincrease the number of trains run on a sectionby redesigning the station – terminalinterfaces. Modifications to Station – Sidinginterfaces cost much less than works involvingdoubling, tripling or quadrupling of track.

9. While railways recognized the inputs requiredin the sidings the customers seem to be ignoringthe need for strengthening the sidings obviouslybecause of the cost and effort involved. Tardymovement of trains in sidings and betweensidings and stations affects Indian Railwaysmore than the customers. There is nomechanism to compel the customers to investin sidings and improve them. On SC Divisionthere are sidings that are as long as 16 KMs

but with maximum permissible speeds as lowas 10 KMPH. However in spite of recognizingthe problem and the solutions not much couldbe done at divisional level as the modificationworks cost a lot of money and the modificationproposals had to be sent to the Railway Boardfor sanction.

10. Recently a drive was launched on the IRfor introducing 24 X 7 working at terminals.As on date only private sidings are, reallyspeaking, working on 24 X 7 basis. Theintroduction of the same at Goods Shedsis a myth so far. It is time we did someserious work in place of mere windowdressing. Demurrage and Wharfage chargesare the only controls that we have now. Therailways, the consignee, and the unloadingworkers are working within a loosely definedstructure. Unloading labor unions aremonopolizing Goods Sheds. With railwaysremaining indifferent anarchical situationsare prevailing in the Goods Sheds. Thesolution lies in privatizing the Goods Shedsor Opening Rail Side Warehouses.

11. We still find several terminals under restrictionon any given day. This is not a healthysituation. Controls on the flow of wagons arean essential part of operations but that doesnot mean we resort to imposing restrictionsand indirectly throttle the marketing optionsof the customers. Development of theunloading should be the immediate thrust area.

B. Planning:

1. There is total lack of professionalism andno two Operating Officers agree as to wherethe bottleneck is and where the investmentshould go.

2. Even if there is some long term planning,it is based on unscientific data collection,

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rudimentary data and its analyses, and finallyimpressions. When it comes to worksplanning Operations Officers with theirmyopic approach make such a poorimpression that their colleagues do not takethem seriously. Of much more seriousconcern is the fact that works are oftenfinalized without giving adequate weightageto the v iewpoint of the operat ionsdepartment.

3. Typically a work could be pushed throughonly after an energy sapping and time-consuming consensus building exercise.

4. Unfortunately, it is far easier to convincecolleagues from other departments whencompared to officers of OperatingDepartment.

5. In an environment that is known for personaltouch rather than professionalism. Thefrequently changing senior managers oftenyearn for leaving a mark of their creativityon the plans with, some t imes, notsurprisingly, utter disregard for the worksprograms finalized by the predecessors.Hence we are in a state of constant flux.Nothing gets finalized.

6. The solution lies in decentralizing powers.Preferably a DRM or at least a COM shouldbe able to decide about a terminal andits requirements and sanction necessaryworks.

7. There is some thing seriously wrong withour planning. Investments seem to be goinginto areas where there is no traffic flow andbusy corridors seem to be getting severelycongested day by day. These big divisionshad earlier used to have loco utilization inthe range of 500 KMs. They are slowlysettling down to the utilization levels of400 KMs and less.

8. Unless we reduce the gestation periods (Timerequired from concept to completion) ofprojects and make the DRMs feel that whatever they are planning would materializeduring their tenure, which at 2 years is veryshort, DRMs would not be motivated.

9. We feel a need for an ADRM (O) positionfor all divisions. A strong ADRM (O) wouldbe able to ensure the necessary interdepartmental coordination so essential forthe timely execution of traffic facility workssuch as the development of terminals(coaching + freight). Some of the key resultareas of a division are such that a Sr. DOMwould not be able to manage alone. In theface of rapidly changing priorities for ropingin the contributions of other Departmentswe need some one senior enough in thehierarchy.

10. Except for Divisions loading export cargo(Example: Hubli), others tend to be bigunloading Divisions also. This is becauseindustries that use raw materials are typicallylocated nearer to the sources of rawmaterials and hence fall within the boundariesof big Divisions. Unloading terminals needas much attention as loading terminals.

C. Human Resources:

11. It is no exaggeration if we say that the entirerank and file of the Operations Departmentseems to be rapidly getting out-dated. Whilethere are some isolated and unconnectedattempts to train the Officers through somelong and short term training programs, thereis no systemat ic at tempt within theOperations Department to add to theprofessional body of knowledge. There ishardly any training for the supervisory staffs.Another interesting phenomenon is that thoseofficers and staff who are found extremely

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competent in the field are not relieved orsponsored for training programs whereastraining hours are logged by time wasters,off icers and staff keen to acquirequalifications to further their own career outside railways, and others not keen to ploughback knowledge in to the system.Nominations for high profile training aregenerally made as a reward for past servicerather than as an investment for the future.Honestly speaking no one, including mostof the candidates planning to under gotraining, in the railways really expectsanything concrete from a training program.Senior managers of Indian railways have toshare part of the blame for the sorry stateof affairs.

12. There was a time when competent andcommitted supervisory officials weregroomed in to officer positions by themanagement. The confidential reports werewritten to differentiate the chaff from thegrain. Now times have changed. Questionbank culture has set in. Question banks withhardly 100 or 150 questions are served alongwith answers in advance to the staffs.Questions are to be asked from the samequestion bank. Staff who do not even cometo work properly get 80 % and above inthese kind of selections. Those officers whotry to ensure a vigorous selection procedurein order to select the very best and themeritorious are ridiculed and in fact are seenas the villains!

13. A glance at the jargon used by the Operatingcommunity and the tools and techniques inuse among them reveals the glar inginadequacies of this major Department thatis expected to play a vital role in the futureof Indian railways.

14. The head of the Operations Department

in a division is a Sr. DOM or DOM andmost of the time of this functionary isdevoted to day-to-day low-end tasks.

15. In the face of excessive interference of staffunions in all matters and very adverse staffto officer ratio branch officers are findingit increasingly difficult to control staffs. Thenew entrants in to the Group D and C cadresare coming with higher educat ionalqualifications. There are cases of PhDs andMBAs applying for Group D positions. Someof the senior managers are not realizing thesesubtle changes and instead blaming thebranch officers for being soft and not toughenough.

16. Big Divisions often suffer from acuteshortages of Crew and Guards. SC Divisionhad a shortage of about 250 persons (50%vacancies) in the Goods Guards cadre duringthe year 2005-6, which prevented thedivision from using the IBSs and the sectioncontrollers had a hell of a difficult timein managing control boards with crewstopping trains every where and demandingguards. Shortages in this vital categoryseverely cripple operations. Our recruitment,promotion, and manpower policies are thebiggest constraints coming in the way whenit comes to filling up vacancies. Fortunately,235 RRB recruited Guards were providedfor SC division leading to al l roundimprovement in running and safety record.But on the whole no new approaches arebeing worked out to address this seriousproblem. DRMs should support the branchofficers and not take the side of those, whoseem to be enjoying enormous negativepowers to delay the proposals on one pretextor other. Instead of perpetually sufferingfrom crew shortages we should build somebench strength of crews and deploy themin other associated jobs. They would be

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available at short notice to meet the growthin traffic. The incremental cost of benchstrength is negligible when compared to theopportunity cost of trains waiting for crews.

17. The Operations Department has similarsanctions for officers' posts across variousdivisions irrespective of the size and scaleof operations. Typically there would be oneSr. DOM who is over loaded. Activities suchas PNMs, meetings with staff unions, staffgrievances, in which areas we seem to beachieving new highs and breaking records(a 100 % growth in, say, PNMs, whethera DRM realizes this or not, could soundthe death knell for a division!) take mostof the time away, and the core activity,freight operations, suffers for attention andexecutive inputs.

18. The bigger the division the bigger is theday-to-day work. In bigger divisions theplanning aspects often take the back seatbecause of this reason. This implies biggerdivis ions have poorer planning! Onesuggestion is that for a certain volume oftraffic dealt there should be specifiedsanctions for posts. The sanctions shouldbe linked to growth in traffic also. The topmanagement should be quick in sanctioningposts for high growth sectors. Thisphenomenon is not totally new for railways.The sanctions of Engineering Department(Construction) are based on budgetedexpenditure on works. Surprisingly, there areno sanctions of posts for budgeted revenueon Indian Railways! For example, a divisionbudgeting for a growth of 20 % in its trafficand earnings requires, correspondingly,various incremental resources includingexecutive time and effort.

D. Day to Day work:

19. While the drive launched to improvepassenger amenities is welcome and the same

is going to give the much-needed faceliftto the Railway Infrastructure, particularlythe station buildings and other passengerinterface points, we should guard againstthe misplaced enthusiasm. It is always easyto finalize plans involving such works asfixing of ti les, improving bathrooms,provision of lighting, doing up of retiringrooms, developing of carpet grass lawnsaround the station buildings among others.For helping in the planning of works ofabove categories competent and creativeconsultants and for executing these workseven contractors seem to be readily availableon hand. Often no inter departmental conflictwould be involved and deeper analyses arenot required. Besides, works in the passengeramenities area have shorter gestation periodsand present themselves as the most eligiblecandidates for inaugurations! It is anirresistible combination. Any thing done orsaid about passenger amenities gets morepublicity in the media for the obviousreasons. Behind these works we often findmanagers who are basking in the glory ofcheap visibility.

20. Unfortunately, freight infrastructure facilitiesdo not enjoy such glamour. Therefore, oflate, we are seeing a tendency of Officersnot pursuing freight transport related projectsseriously because of long gestation periodsinvolved, lack of visibility, the effortsrequired in ensuring coordination among allthe Departments concerned, and otherconstraints. There is always a threat thatDivisional Officers fall in the trap and spend90 % of their time on items not centralto the Operations of Indian Railways, atgreat cost to the over all working of theorganization. The management should makesure that Branch officers, particularly of bigdivisions, do not lose track of their keyresult areas and spend adequate time and

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effort on development of freightinfrastructure, management of freightoperations, and customer care. There is arisk that time tested principles such as thePareto analysis or ABC analysis, which helpus in identifying high value or importantitems and prioritizing them, would be givena decent burial in this mad rush for publicity.All said and done, freight business, afterall, continues to be the main contributorto the bottom line of railways.

21. There is strong proclivity for fudging datato meet immediate requirements. Most ofthe data is corrupt except for the dataregarding earnings over a financial year.Punctuality is always 98 % and above. Theefficiency, surprisingly, is still increasing! Forexample, in case of accidents the DSO ofthe division and the CSO of the zonal HQtogether decide which accidents are to bereported and which accidents are not to bereported. There would be six to sevenseparate accounts maintained in any divisionregarding number of accidents. When theperformance of the current year is prettygood but, unfortunately, behind theperformance of the previous years in aparticular area, the data related to theprevious years would be altered in order tomake the performance of the current yearlook superior. No boss in the railways wouldlike to be told that there is no improvementover the previous year. Terminal detentionsalways show a down ward trend. Ticketchecking earnings always improve. Even theFOIS system, which is a feeble attempt inthe right direction, is yet to stabilize. Wehave to bring in an element ofprofessionalism and our managers have torealize that correct reporting and accountingpractices are a must.

22. Over the course of time a number of staffpositions were added to the zonal HQs in

all most all the departments. These officerskeep harassing the branch officers for varioustypes of reports and data. Every thing isurgent. There are no attempts to developsuitable Management Information Systems(MISs). This is one of the reasons for fudgingof reports.

23. There is a phenomenal growth in the numberof meetings that a branch officer has toattend. In a typical division there are about20000 employees and about 15 branchofficers. Most of the time of the branchofficers is spent in meetings - closeted withthe PHoDs, HODs, DRM and the ADRMs.Meetings in railways are generally conductedin an unstructured way and some timeswithout specific agenda. Often minutes ofthe meetings are not prepared. Even if theyare prepared not even the chairperson takesthem seriously. There is no follow upregarding the action taken. Meetingsconducted in this way are time wasters. Thereshould be meetings involving small andspecific groups meant for sorting outidentified issues. Instead of all the branchofficers attending all meetings it is betterif relevant officers are called for specificmeetings. In omnibus meetings some smartofficer diverts the proceedings in to lessrelevant directions and the essential andcritical but difficult to tackle items are oftenconveniently forgotten by all.

24. One of the ADRMs available is oftenentrusted with the responsibi l i ty ofmonitoring of punctuality of trains andhandling public grievances. Monitoring ofpunctuality and fixing of responsibility forfailures on punctuality front, not surprisingly,involves reporting of asset failures to HQ.This is an unpleasant job. In the punctualitymeetings one can witness branch officersdeploying logical and analytical skills of thehighest order, quoting, often out of context,

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from various circulars to confuse the DRMand the ADRMs. Punctuality meeting aretime consuming debates that waste the timeand energy of one and all. The path ofleast resistance is normally adopted in theend and most of the failures are lumpedtogether under unusual occurrences! Thissatisfies the branch officers, who are; bydesign equals in the hierarchical system ofthe organization with adequate nuisancevalue of their own. What is said above iscommon to most of the divisions. Hencethe punctuality performance is at 98%.Reporting of punctuality performance isoften the bone of contention. In case anattempt is made to report asset failures theOperations Department would be hit hardthrough the with holding of support in othervital areas of work and no one comes tothe rescue of the Sr. DOM even in caseswhere the stand point of the Sr. DOM iscorrect and is in the interest of the division.

The author's experience:

This author does not derive any pleasure thatthe train running on other big divisions is equallybad, but, on the contrary, is concerned thatadequate traffic facility works are not comingup in time to meet the demands of increasingtraffic flow on most of the big divisions andhence the asset utilization efficiency is uniformlyfalling all over.

As a part of learning proper Operating techniques,this author compiled the statistics of the top6 divisions. Further, this author had spent sometime in understanding the working of thesedivisions, of course, mainly to see whether anynew techniques are used in these big divisionsto improve operations.

The six major divisions seem to have some thingsin common.

1. Officers who are lucky to work on these

divisions have the advantage of developingthe competencies necessary to work in seniorpositions on Indian Railways. This isapplicable to most of the departmentsdirectly associated with train operations.

2. Assignments on these divisions give anopportunity for showcasing one’s creativityand competence apart from sharpening one’sproblem solving abilities.

3. These Divisions often pioneer innovations;set benchmarks for excellence on IndianRailways and these divisions are known astrendsetters.

This author benefited immensely in this bargainand learnt some valuable lessons, which he couldapply in his area of work. These lessons havehelped in improving the Operations in thefinancial year 2006-7.

Ø Lesson number one is that the divisionalwagon balance has to be minimized forimproving train running. Often the fieldofficers take shelter behind the lame excusethat the level of traffic has increased andthey are unable to operate efficiently at thatlevel. This author is no exception to thiscommon trap. However as regards stockmanagement on a division, the stock usedfor meeting the originating loading of thedivision could certainly be reduced. Thetendency to hang on to more wagons andpowers than required has to be curbed. Forexample, after a through review, the BOXNrakes in the internal circuits of SC divisionhave been drastically reduced from 80 (April– May 2005) to 55 (April – May 2006),whi le s imultaneously achieving animprovement of 22 % in Originating Loadingduring this period of two months. Thebenefits have been amply demonstratedduring the current year (2006-7) with animprovement of 20 % in Traction Locouti l izat ion and 10 % in Diesel Loco

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utilization. There is a corresponding up swingin such vital indices as the WTR, the NTKMsper wagon-day, and the Wagon KMs perwagon-day, among others. However, divisionscannot exist in isolation. The operations ofa division are inseparably integrated withthe neighboring divisions.

Ø Lesson number two has been that thedetentions at terminals are most critical andthe number of activities at a terminal shouldbe brought down in order to improve therunning. Introduction of EOL system hashelped SC Division in reducing terminaldetentions sharply at some of the high volumeterminals. Loco detentions had not gone upeither, though quite paradoxically!

Ø Lesson number three has been that whilethe maximum permissible speeds are quitehigh on the open line, the actual speedsof trains are pretty low on account of severalreasons. The trains do not run at theenvisaged speeds even when paths areavailable. In spite of realizing this fact notmuch could be done on SC Division becauseof the ingrained habits of the crews andthe station staffs and lack of support fromvarious quarters.

Ø Lesson number four is that the processesthat we have in place such as the crew changepractices, use of obsolete and cumbersomeline boxes by crews, excessive interferenceof staff unions in crew management, are

obsolete and need immediate review.

Ø Lesson number five has been that major yardsdo not have run through lines meaning evenafter eliminating crew change freight trainscould not be run through major yards suchas SC and KZJ on SC division. Becauseof this feature whenever there is a slightbuild up in traffic flow level, queues arebeing formed short of major yards. Divisionsshould identify major yards through whichfreight trains have to pass through anddevelop either a bypass route or a run througharrangement in such yards.

Ø Lesson number six is that on every divisiona point of time would come when withoutcapacity improvement works it would notbe possible to handle more traffic. Whenthe Train KMs do not improve beyond apoint even after the induction of morelocomotives and extended runs for crewsand such other conventional techniques failto improve the same we can say that thestagnation level has been reached. The assetutilization would fall rapidly after this pointif we induct more resources. For exampleon SC Division we could not increase theTrain KMs earned per day beyond 60000KMs in spite of our best efforts.

Our experience says that if we concentrate onthe above core areas no other great magic isrequired for improving running within thelimitations of the existing infrastructure.

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TABLE-2

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Dynamic Effects ofWheel Flats

Manjul Mathur 1.0 INTRODUCTION

W ith the GDP growth targeted at 8%, IndianRailway is on threshold of handling substantial

passenger and freight traffic. Railway Board has laid downan "Integrated Railway Modernization Plan (2005- 2010)",which inter-alia, entails increasing speeds of Goods trainsupto 75 Kmph in first phase and 100 Kmph subsequently,to increase throughput. Increased axle loads from presentlevel of 20.32 tonnes to 22.9 tonnes are also proposedto be introduced on the core freight carrying routes likeBansepane -Paradeep, which is estimated to carry 18 milliontones of iron ore per annum. These increased axle loadsand higher speeds of freight trains will not only requireupgradation of track but also require a serious considerationto be given to the dynamics of Rail wheel interface foroptimum utilization of service life of assets.

Wheel flats have a potential to cause serious damage tothe track. Identification of their existence and severity ofthe damage caused by them are the informations, whichthe maintenance engineers would like to know. In this paperthe author has made an attempt to highlight the effectsof wheel flats and some prevalent systems for their objectivedetection.

2.0 STUDIES CONDUCTED BY ORE

The largest loads applied to the track from vehicles are

Shri Manjul Mathur is IRSE Officer of 1988exam batch. Presently he is working as DeputyChief Engineer (C&I) at Nanded in SouthCentral Railway.



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those, which arise from irregularities on wheel suchas wheel flat. ORE 161.1/RP 3 reports of thetests carried out on flat tyres measuring the effectsof speed, size, sleeper type and axle loads. Theresults reveal:

i). Wheel flats generate two types of forces. Theforces at frequencies above 500 Hz referredto as P1 forces increase continuously withspeed, while the forces at frequencies below100 Hz, referred to as P2 forces are moreor less independent of speeds.

The P1 forces have bearing on wheel rail contactstresses. This force, which causes most of damageto rails and concrete ties, increases with increasein speeds.

Fig.1 Dynamic forces v/s speed.

ii). Increase of axle load from 20 t to 22.5 t (12.5%)caused the increased wheel flat force of theorder of 0 to 6 %.

iii). The relationship between the flat size and forceis almost linear.

iv). The increase in Dynamic wheel force is morefor concrete sleepers than for timber sleepers.(Refer to figure on next page)

Studies have also revealed that movement of wheelswith flats can generate dynamic forces, as high assix times the normal static load, in extreme situations.

On Indian Railways, while calculating the Railstresses, the effect of rail/ wheel defects and vehiclesuspension, on static wheel load, is represented

by a speed factor, which can assume a maximumvalue of 1.75 for locomotives and 1.65 for wagons.However the studies conducted by ORE showsthat the dynamic loads can increase upto 6 timesstatic wheel load.

Although wheels flats with extremely high impactsare relatively less on a percentage basis, yet theirsmall percentages do cause significant damage. Highimpacting wheels can cause degradation of trackgeometry, ballast and bridge structures. Over a periodof time, the repetitive load cycle of theseoccasionally high loads may result in higher railstresses, reducing the fatigue life of rails and causingfracture of rail/ welds in extreme cases. The problemassumes alarming proportions incase of thermitwelds (which have the impact strength of 7-10%of parent rail) in LWR territories, during winterseason, when the full tensile stresses are presentin rail section. Spate of weld failures due to runningof flat tyres under these conditions, is notuncommon.

3.0 SCENARIO WORLD OVER

According to UIC leaflet 510-2, flats on wheel withdiameter of 1000- 630 mm should be restrictedto a length of 60 mm and a depth of 0.9- 1.4mm. On Indian Railways, the permitted sizes ofwheel flats are 50mm for locomotives and coachingstock and 60mm for goods stock. This would implythat on a Goods stock with a new wheel diameterof 1000 mm (BOBS or BOY wagon), depth offlat tyre can be 0.9 mm (602/8X500) and it cango upto 1.0 mm, when the tyre is worn out andreaches condemning limit of 906 mm. Thus thoughthe situation on Indian Railways is not any differentfrom World Railways so far as the permitted sizeof wheel flats are concerned, it is sincerity ofdetection and enroute detachments of wagons withflats which leaves much to be desired. It is feltthat the role of detecting staff at C&W depotsand train passing staff at stations and in controloffices should be clearly defined for detection,

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reporting and detachments of wagons with wheelflats, as has been done for Hot axles and the casesof non compliance should be viewed seriously.

4.0 NEED FOR OBJECTIVE ASSESMENT

The main reason for lack of sincerity in detectionof flat tyre, while on run, is the fact that itsassessment is subjective, based on the sound heard

by train passing/ P.Way staff. World over thereare different Wheel Impact Load Detectors (WILD)used for objective assessment of flat tyre. Mostcommonly used systems are:

(i). Strain Gauge Based systems, which measurethe strain in the rail and knowing the materialand sectional properties, the impact force isdetermined. If a high impact force is detected,

Fig.3. Strain Gauge based system under trial at Ajgain.


an alarm is sent to the appropriate personnel,and a record of the faulty freight wagon isgenerated.

(ii). Accelerometer based system which measurethe acceleration induced in the rail and therebythe Impacting forces.

RDSO/ Lucknow, in collaboration with IIT/Kanpur, is developing the device to measure theimpact force generated on account of a wheel flatto objectively identify a wheel flat, so that itsdetection and enroute detachments are done in ascientific manner rather than on subjectiveassessment of train passing staff.

The technology provides Audio-Visual signal to stationstaff in the event of passing of Flat Wheel of arunning train against the present system of listeningto sound. The system generates two levels of alarmsdepending upon severity of the impact force. Thesystem has been installed at Ajgain Station on Kanpur- Lucknow Section and data generation with fulltrainloads has commenced since 25th June, 2002.(Refer figure on back page)

Though the system looks to be quite promisingto the track maintenance engineers, it is only hopedthat it do not meet the fate met by Level crossingwarning device, as it also has sophisticated electricaland electronic circuits. With the illiiterate and ageing

gangmen, the maintenance of such sophisticatedequipment will be a challenge for maintenanceengineers.

5.0 CONCLUSIONS

Wheel flats are to be given a serious considerationin terms of detection, enroute detachments.Detecting devices not only remove the elementof subjectivity but also provide means for optimumutilization of assets by reducing the cost ofmaintenance and premature replacements. Till thedevice for objective assessment of flats aredeveloped and put to use, role of train passingstaff in C&W Depots, stations and in control officebe clearly defined and non-compliance should beviewed seriously

6.0 REFERENCES

1. Coenard Esveld, Modern Railway Track.

2. ORE D 161 rp4: Dynamic vehicle/ trackinteraction phenomena from point of viewof track maintenance, Utrecht, September1988.

3. ORE D 16.1.rp3: The influence of wheel flatson the track with 20 and 22.5 t axle loads,Utrecht, September 19867.

4. http://www.rdso.gov.in/research/activity/main.html

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Project Report

Compressed Natural Gas(CNG) An Alternate fuelfor Railway Traction

Gopal K. GuptaH.N.Jaiswal

Naresh K.DewaniHarish Gupta

Navneet Kaushik

SYNOPSIS

P ol lut ion has definite ly been the bane ofcontemporary society and is a great topic for debate

at all levels. In the last couple of years, the importanceof environment conservation has assumed a never-beforerelevance. People and institutions alike, have been battlingit out for a 'cleaner, greener, world'.

Use of CNG as an alternate fuel for RAILWAY TRACTIONis not only environment friendly, but also quite costeffective. It's extensive use in traction has the efficacyto reduce India's excessive dependence on petroleumimports.

This project report explores the feasibility of using CNGon DEMUs by retro–fitment of a CNG kit. This willbe in addition to the existing arrangement of DieselEngine.

1.0 Introduction

The financial position of Indian Railways is under extremepressure due to ever increasing expenditure in proportionto revenue earnings. About 22% of total expenditure i.e.approximately Rs. 7,382 Crores is incurred over fuel perannum out of which Rs. 2,827 crores is on diesel.

"Abhivyakti" publishes selected project reportspresented by both AMP & MDP participantsat Railway Staff College.

This project report was presented by the followingteam of participants in AMP 02/04 course :

Gopal K. Gupta, Dy.CME/DSL/NRH.N.Jaiswal, Sr.DEN/Co-ord/IZN/NERNaresh K.Dewani,Dy.COM/S/CCG/WRHarish Gupta, Dy.CMM-I/BSP/SECRNavneet Kaushik, Dy.CSTE/MW/NFR



Methane. The other 5 percent comprises of variousgases like Butane, Propane, Ethane etc. alongwith small amount of water vapours. Methaneis a hydrocarbon with simple one carbon molecularstructure (CH4) that makes possible its nearlycomplete combustion.

2.1 The physical properties of CNG

• Non-toxic - CNG is lead and sulphur free.Its use substantially reduces harmful engineemissions. When natural gas burnscompletely, it gives out carbon dioxide andwater vapour - the very components we giveout while breathing.

• Lighter than air - Natural gas being lighterthan air tends to rise above ground leveland disperses in the atmosphere in case ofany leakage. Thus it ensures safety.

• Colourless - Natural Gas is colourless.

• Odourless - The gas in its natural form isodourless, however, Ethyl Mercaptan isadded later as odorant to detect its leakage.

• High Octane rating - Octane rating for CNGis 120, which is much higher than that ofDiesel, which enables these engines to berun at higher compression ratio.

2.2 Benefits of CNG

Emissions from Pure CNG engine as comparedto conventional Diesel engine reflect thefollowing potential reductions:-

• Reduction in Carbon monoxide emissionsby 90 to 97%.

• Reduction in Carbon dioxide emissions by25%.

• Reduction in Nitrogen oxide emissions by35 to 60%.

• Reduction in non-Methane hydrocarbonemissions by 50 to 75%.

Project Report

Even a small reduction in fuel consumptionthrough use of alternate cheaper fuel, efficientengine and improved technology can result insubstantial savings in fuel bills. Besides costaspects, the alternate fuel needs to be environmentfriendly, clean & green and without major inputrequirements in the existing system.

The review of recent trends about environmentpollution due to ever increasing harmful emissionshas driven the world towards the use of cleanerfuel in transportation sector. "Use of CNG" asan alternative to Diesel is one of the options.CNG vehicles generate fewer exhaust emissionsas compared to diesel-powered counterparts. Ason date, more than one million vehicles are runningwith CNG in the world. Even in our country,real is ing the adverse impact of increasedenvironmental pollution, CNG has been adoptedfor public transportation in a big way and ason date all the public transport vehicles includingbuses, taxis, auto rickshaws etc. have beenconverted into CNG powered vehicles. This hasimproved the air qual i ty in major ci t iessubstantially.

We have gone into the details of retro fitmentof CNG kit in the present engine without anymajor changes in the existing system. Its costbenefit analysis and its payback period along withthe impact on environment have been examinedin detail.

2.0 Compressed Natural Gas (CNG) as afuel

CNG is the short form of Compressed NaturalGas. Like oil (petroleum), this common fuel comesfrom underground. However, natural gas, as thename implies, is a gas much like air, rather thana liquid like petroleum. It has been found tobe one of the most environment friendly fuels,with growing popularity.

Natural gas comprises approximately 95% of


• Fewer toxic and carcinogenic pollutants.

• No particulate matter produced.

• Cost - Cost of CNG is approximately 60percent less than diesel for generating equalamount of power.

• Less Lub-Oil Change - The oil in a CNGvehicle does not need to be changedfrequently as CNG burns cleanlier than diesel,producing less deposit in the oil. In addition,cleaner burning characteristics of naturalGas and the absence of particulates oftenreduce engine wear and tear. CNG enginesrun more efficiently than a Diesel poweredvehicle, thereby extending the life of thevehicle.

• Less noisy - CNG engines are less noisythan diesel engines.

• Availability - Abundant, underused resourcesare available in many developing countriesincluding India.

3.0 Present System

At present, Indian Railways is having 4199numbers of Diesel locomotives and 116 numbersof DEMUs (Diesel Electrical Multiple Units),for traction purpose on non-electrified track &partially on electrified track.

The DEMUs are primarily being run to caterrequirement of high-speed short distancepassenger traffic.

These DEMUs are vest ibuled, have highacceleration and require no reversal hence providehigh degree of flexibility in operation. On IndianRailways, a total of 12691 KL of Diesel wasconsumed during year 2002-03 at an average rateof 1.13lt. per train unit km by them. In the presentproject, the feasibility to switch over from pureDiesel driven Engines in DEMUs to Dual FuelEngines (50% Diesel and 50% CNG) has been

examined. This will result in considerable savingin fuel expenditure.

3.1 Engine Details

3.1.1 Technical: The diesel engine used in DEMUsis a sixteen-cylinder four strokes engine with 60-degree V-shaped configuration. The engine modelis KTA 50L.The compression ratio of the engineis 13.9. The engine develops 1400 BHP at 1500RPM. The exhaust gas temperature is approx.4900 C. The lube oil sump capacity is 145 lt.The fuel tank capacity is 2000lt, which is sufficientto work the engine for 25 hours continuously.The specific fuel consumption of the engine is151 grams per BHP per hour and the lube oilconsumption is 0.25 lt. per hour. The technicaldetails of engine are as per Annexure I.

3.1.2 Emission level: In the present engine theemission level of exhaust gases are as below:

HC (Total unburnthydro-carbons) - gms. / BHP-hr. 0.15

NOx (Oxides of Nitrogen as NO2) - gms./BHP-hr. 8.05

CO (Carbon monoxide) - gms. / BHP-hr. 0.95

PM (Particulate matter) - gms. / BHP-hr. 0.2

SO2 (Sulphur dioxide) - gms. / BHP-hr. Traces

These emissions are primarily responsible for theenvironment pollution, which is a source of greatconcern and is a driving force for switching overto CNG engines.

3.2 Sections under DEMU operation

DEMUs are being operated on 32 sections onIndian Railways as per details shown in AnnexureII.

These sections are the potential targets forimplementation of proposed Dual Fuel Enginesin near future.

Project Report


4.0 Proposed System

In the proposed system, the existing diesel engineof DEMUs shall be converted into dual fuelengine through retro–fitment of CNG kit withoutmajor changes in the existing system. The dualfuel engine shall generate full power and speedat less cost with reduced emission level

4.1 Basic principle of operation of dual fuelengine

In dual fuel engine, the CNG gas is mixed withair by an air gas blender and is injected in thecombustion chamber of engine. This air-gasmixture is compressed in the engine at highpressure and high temperature.

Thereafter the diesel fuel is injected, which autoignites and in turn ignites natural gas. Thus thepower is generated by burning mixture of naturalgas and diesel in the combustion chamber ofengine.

Normally the natural gas and diesel is mixed inthe ratio of 50:50. However it varies accordingto the load. At lower loads, use of diesel fueltends to be higher, where as at higher load thegas proportion is higher.

Dual fuel control unit(DFM controller)controls the proportionof natural gas and dieselas per requirement. Itsets the amount ofinjected diesel fuel viathe actuator withposition sensor, which islinked to the fuel pumpvia another actuator.Simultaneously , theamount of gas into theair/gas blender is alsoregulated by it.

The air/gas mixture then passes through the turbocharger, through the intercooler into the engine.The required engine speed is controlled by thegovernor control, which measures the engine speedat the engine ring gear via speed sensor.

Schematic diagram of Dual Fuel Engine

Refer figure below.

4.2 Components of CNG conversion kit

Details of installation kit and number of eachcomponent required per DEMU unit are indicatedin Annexure- III. A brief description aboutimportant components is as follows:-

• DFM-100 Dual Fuel Controller - Controlsthe supply of Diesel/Gas proportion throughdiesel and gas actuators independently.

* Diesel Actuator - Controls the dieselfuel proportionately.

* Gas valve Actuator - Controls the gasfuel proportionately.

• ESD-5300 Speed Governor - Controls thespeed of engine and is provided with

Project Report


enhanced features, which makes it capableto control any dynamic situation.

• Special LCC Speed & Load Control UnitAn electronic load control device which sendsthe signals to DFM controller and speedgovernor for speed and load controlfunctions.

• Electronic Knock Control-DF 16 - Detectsengine knocking through knocking sensorsand controls the supply of gas proportionto arrest the knocking.

• Exhaust Temperature Sensor - Senses theExhaust gas temperature and sends the signalto DFM Controller, which controls theproportion of gas in air/blender.

• Knocking Sensor - Knocking sensors arefitted in each cylinder of the engine. Theysense the knocking tendency and send thesignals to the Anti knock controller.

• Engine Speed Sensor - Senses the speedof engine and gives signal to the enginespeed governor through LCC control unit.

• Flame Arrester - Prevents the back travelof the flame from engine to the gas cylindersin case of any mal–functioning in the engine.

Other Components

• Air Gas Mixture

• Gas filter

• Pressure Regulator

• Pressure Gauge With Valve

• Electric Gas Shut off Valve

• Manual Shut-off Valve

4.3 Installation of CNG conversion kit

The conversion kit can be used in the existingengine through retro-fitment without any majormodifications. It is easy to install and can be

manufactured indigenously according to therequired dimensions. The gas supply is piped toengine close to the air inlet. The conversion kittakes it from there to supply the diesel enginewith regulated gas supply that controls the fueldelivery to the engine and blends the fuel withair. The air gas mixture is placed between theair filter and the turbo charger. The sensors arethen connected to the Electronic Control Unit.The engine "Single Pump LTA system" isconverted into "Two-loop Two-pump System".LTA cooling shall be essentially required witha separate radiator and hence a new radiator anda pump would be required basical ly formaintaining intake air and gas mixture at around60 degree centigrade.

4.4 Storage of CNG

For DEMU operation, the storage space and thenumber of CNG gas cylinders has to be sufficientfor minimum fifteen hours of operation so thatfrequent refueling is not required en-route. Fordual fuel engine, the consumption of CNG is40 CUM per hour, hence for fifteen hours ofun-interrupted operation, a total of 600 CUMof natural gas will be required. A cascade of30 cylinders each with capacity of 12 Kg canstore the required amount of 600 CUM of CNGat a density of 0.6 Kg./CUM. The natural gasis stored in cylinder at 255 bar. The cylindersused shall confirm to the following specifications:

Water capacity - 50 lt.

Outer diameter - 232 mm

Wall thickness - 7.0 mm

Length - 1515 mm

Steel grade - Seamless ChromeMolybdenum Steel

Cylinders in cascade are to be firmly securedin their position to prevent any movement duringrun.

Project Report


5.0 Safety Features

Although CNG is a flammable gas, it has a narrowflammability range, making it an inherently safefuel. CNG also disperses rapidly, minimizingignition risk relative to air and will not pool asa liquid or vapor on the ground. In the eventof a spill or accidental release, CNG poses nothreat to land or water. CNG is primarily Methane.However, it is a greenhouse gas that couldcontribute to global climate change if leaked.Strict safety standards make CNG vehicles assafe as Diesel-powered vehicles.

Dual fuel DEMUs shall be having following safetyfeatures to safeguard against fire in case ofaccident:

5.1 Pressure relief devices (PRDs)

PRDs are provided to protect against the possibleexplosion of a CNG cylinder if it were involvedin fire. They are designed to fail and release thecylinder contents before the cylinder walls rupture.They are incorporated with fusible elements whichare designed to soften and release gas atpredetermined temperature and prevent thechance of explosion even in worst possiblescenario.

5.2 Flame Arrester

It prevents any backward travel of flame in caseof malfunctioning of valves in combustionchamber of engine.

5.3 Fire Alarm System

It detects any smoke and fire through opticalsmoke detectors and will give fire alarm in thedriver cab who can take necessary action toshutdown the engine.

5.4 Separate Storage

CNG cylinders shall be stored in separatechamber, completely isolated from engine room,thus making the system free from fire hazardeven in case of any leakage.

5.5 Anti Climbing Couplers

DEMUs shall be equipped with anti climbingcouplers which will prevent the climbing ofcoaches over one another in case of accident,thus further minimizing the chance of fire dueto collision.

6.0 Cost Benefit Analysis

Cost of conversion kit of CNG per DEMU shallbe Rs.27,50,000/- and the cost of CNGcascade along with 30 cyl inders shal l beRs.6,50,000/-. Thus the total cost of conversionfor Dual Fuel Engine including taxes, excise duty,freight and insurance charges comes to beRs.36,00,000/- approx. The cost has been workedout based on deta i led discuss ions withM/S CUMMINS INDIA LIMITED, who is aworldwide reputed and established player in thefield of Diesel and CNG engines.

CNG costs Rs. 10/- per CUM in comparison tothe cost of Diesel of Rs.22.10/- per liter. Andone cum of CNG produces approximately sameenergy as is produced by one liter of Diesel. Thus,use of CNG in its pure form may result in savingsof 60% of fuel consumption. However, in dualfuel engine, since CNG has been proposed toreplace only 50% of Diesel, therefore, the totalsavings have been worked out after consideringthe fuel cost, lube oil cost and the maintenancecost of Dual Fuel Engine as compared to DieselEngine which are tabulated as below:-

Project Report


CALCULATION FOR 1400 HP DEMUCONVERTED TO DUAL FUEL OPERATION

DESCRIPTION DIESEL DUALFUEL

DIESEL: GAS RATIO 100 50-50

RATING KVA 1250 1250

RATING KW 1000 1000

COST OF CONVERSION Nil 3600000

FUEL COST

GAS CONSUMPTION-CUM/HR 0 42.2

DIESEL CONSUMPTION -LITRE/HR 80 40

GAS RATE - RS./CUM N.A. 10

DIESEL RATE - RS./LITRE 22.10 22.10

FUEL COST FOR GAS -RS./HOUR 0 422

FUEL COST FOR DIESEL -RS./HOUR 1768 884

TOTAL FUEL COST -RS./HOUR 1768 1306

LUB OIL COST-6000 HOURS( Oil Change Periodicity )

LUB OIL RATE RS./LITRE 80 80

LUB OIL CONSUMPTIONLITRE/HOUR 0.25 0.25

LUB OIL CONSUMPTION IN6000 Hr.( Lt.) 1500 1500

LUB OIL CONSUMPTION COSTIN 6000 Hr (Rs.) 120000 120000

LUB SYSTEM CAPACITY -LITRES 177 177

LUB OIL CHANGE PERIOD -HOURS 300 500

NO. OF CHANGES FOR6000 HOURS 20 12

TOTAL LUB OIL CHANGE IN6000 Hr.( Lt.) 3540 2124

LUB OIL CHANGE COST RS. 283200 169920

TOTAL LUB OIL COST - RS. 403200 289920

LUB OIL COST/HOUR 67 48

ROUTINE MAINTENANCECOST-6000 HOURS

COST OF SPARES - RS. 359724.28 266906.04

MAINTENANCE COST /HOUR 59.95 44.48

TOTAL OPERATION COST-RS./HOUR 1895 1399

SAVING/HOUR - RS. 496

PAYBACK PERIOD-IN HOURS 7258

AVERAGE RUNNINGHOURS / MONTH 400

PAYBACK PERIOD -IN MONTHS 18

From the above calculations it is noticed thatthe introduction of dual fuel engine in DEMUsresults in saving of Rs.496/- per Engine hourrunning as compared to diesel engine. Consideringaverage Engine running of 400 Hrs per month,the total savings per DEMU per annum comesto be Rs.23.8 lacs. Thus, the cost of CNGconversion kit shall be recovered in 18 monthonly giving annual rate of return of 66%.

7.0 Environmental Improvement

Use of CNG in Railways will go a long wayto improve our environmental concerns as theemission gases of CNG engine contains theharmful SOx, CO2, CO, NOx, and particulatematter in considerably reduced quantity whichare main harmful health hazards. The particulatematter is primarily responsible for smog conditionsprevailing during winter over most of the citiesin Northern India, which is the main cause forgrowing incidences of Asthama. The particulatematter would reduce to nil in case of CNG engineand thus the incidence of this disease is expectedto come down substantially.

Substantial reduction in SOx, & CO in theemission of the CNG engine will help in reducingthe green house effect and thus general

Project Report


improvement in Air quality. The reduction in greenhouse effect will improve the global warmingscenario.

Similarly, reduction in NOx in exhaust will alsoimprove the air quality. CNG being a simplemolecule of methane, it burns completely andtherefore exhaust gases do not contain any amountof un-burnt hydrocarbons, which has a verysignificant and positive impact on environment.

8.0 Other Benefits

Besides cost benefits and the improvement ofenvironment due to reduced harmful emissions,the CNG based dual engines have followingbenefits :-

• Natural gas is lighter than air and mixtureof air and natural gas is inflammable onlyin a fairly narrow range of gas concentrationbetween 5% to 15% by volume, thus smallleaks of natural gas are unlikely to resultin fires, since the gas normally dispersesupwards before reaching a flammableconcentration.

• Decreased engine wear that comes with theuse of cleaner fuel. Due to a reduction ofcarbon soot build-up and cleaner lube oil,longer intervals between service maintenancecan be expected, sometimes even doubled.

• The DFM will continuously govern alongthe knocking threshold if necessary. Thisfeature helps to increase efficiency.

• Smaller size of effluent treatment plant.

• Reduced Lube oil consumption to the extentof 30%

• Longer economic life for the engine and abetter overall return on investment.

• Dual fuel engine have the advantage of notbeing totally dependent on natural gas for

fuel supply. Thus, if a dual fuel engine runsout of natural gas or is away from an availableCNG source, it is able to operate solely ondiesel.

9.0 Implementation Plan

Based on the successful use of CNG on roadtransportation and on the basis of discussionswith M/s Cummins India ltd, who is world widereputed and established organization in this field,it has been planned to implement the proposedsystem as under:-

• Development of CNG kitfor retro–fitment and LCCgovernor: 3 months

• Trials of dual fuel engineon test bed: 1 month

• Retro–fitment of CNG kiton prototype DEMU andtest trial on load box: 2 months

• Trial run of dual fuelDEMU on NR: 1 month.

• Necessary permission from securityand fire hazard considerations couldbe obtained simultaneously.

Thus this project is planned to be implementedfor trial runs within next 7 months. Initially CNGbased dual fuel engine may be introduced whereCNG is readily available and subsequently tobe extended to those areas where infrastructurefor supply of CNG is made available in due courseof time.

10.0 Future Suggestions andrecommendations

• After successful trial on DEMU, all theexisting DEMUs can be converted into Dualfuel engine through retro–fitment on aprogrammed basis.

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• All new DEMUs to be manufactured withpure CNG engine, which will further reducethe fuel cost and improve the environment.

• Development and retro–fitment of CNG kitfor existing fleet of Diesel Locomotive.

• All new locomotive to be manufactured withpure CNG engines

• Existing stationary DG sets to be convertedinto Dual fuel engine through retro–fitmentof CNG kit and new DG sets to be procuredwith pure CNG engines.

• Exclusive CNG storage systems to bedeveloped over Indian Railways on thepattern of existing RDI.

• Use of CNG to be extended in manufacturingand maintenance activities of different unitsover Indian Railways.

• CNG engines may be planned as future fuelfor complete traction over Indian Railways.

11.0 Conclusion

• Use of CNG engine is established intransport sectors worldwide and i tspopular i ty is growing because of i tsproperties of clean fuel.

• It is possible to use CNG in a dual fuelengine through retro–fitment of CNG kitin the existing system without any majormodification in the existing system.

• Cost of CNG is less than half as comparedto that of diesel for developing same amountof energy and thus the operating expensesof CNG engine shal l be lowered byapproximately 30% in dual fuel engine.

• Introduction of CNG has a definite impacton environment improvement. Reduction inCO and SOx shall result in reducing greenhouse effect and thereby improving globalwarming scenario. Reduction in particulatematter to almost nil in pure CNG engineand by approximately 50 % in dual fuel engineshall result in reduced smog effect andthereby minimizing the health hazards.

• CNG is much lighter than air and dispersesquickly and rises upward. Hence the chancesof fire hazard are minimized.

• The investment on CNG kit is paid backin 18 months, thereby expected annual rateof return is 66%.

• The benefits shall further multiply bymanufacturing new DEMUs andLocomotives with pure CNG engines.

CNG has the potential of not only bringing downour fuel bill, but also reduce dependence of nationon imported crude. CNG is the fuel of futureand therefore technology is in state of evolution.

Bibliography

1. Maintenance manual of DEMU by M/s CumminsIndia Ltd.

2. Annual Statistical Statement of Indian Railways2002-03.

3. Safety of CNG buses in Delhi by Centre forScience and Environment New Delhi.

4. Clean Alternative Fuel - Environmental ProtectionAgency, US

5. Alternate fuel for fleet vehicles - Pacific NorthwestPollution Prevention Research Centre.

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*****

Annexure - I

Technical Data of Diesel Engine of DEMUEngine Model KTA50LBHP at 1500 RPM 1400No. of Strokes 4No. of Cylinders 16Configuration 60 Deg VeeAspiration (TA - Turbocharged Aftercooled) TAEngine Firing Order 1R-8L-1L-8L-3R-6R-3L-6L-2R

7R-2L-7L-4R-5R-4L-5LEngine Rotation ClockwiseBore - mm 159Stroke 159Displacement - litres 50.3Compression Ratio 13.9:1Dry Weight 4858

Wet Weight 5180Engine DimensionsLength (Less Cooling system) 2978Width (Less Cooling system) 2080Height (Less Cooling system) 1798Air Intake SystemNumber of Air Cleaner 2 Nos.

Number of elements per air cleaner 1 inner & 1 outerExhaust SystemRecommended exhaust pressure - mm Hg 50-63Exhaust Gas Temp - Deg C 490Coolant SystemCoolant capacity (engine) - litres 161System Pressure 7 PSIHigh Water temp safety limits - Deg C 93-95

Lub Oil SystemLub Oil sump capacity - litres 145Total lub oil sump capacity inclusive of bypass filters - litres 177Min Lub oil pressure @ ideal speed -Kg/square Cm 1.8Lub oil pressure @ rated speed - Kg / square Cm 3 - 4.9Fuel systemType of Injection system Cummins PT

Fuel Filter quantity per engine 2 Nos.Recommended Fuels HSD as per ASTM D2

Specific Fuel Consumption 151 gms/bhp/hours

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Annexure - II

SECTIONS UNDER DEMUOPERATION

S.No. Section

1 Bakhtiarpur-Rajgir

2. Ara-Barauni

3. Islampur-Fatua-Patna

4. Amritsar-Jalandhar City5. Jalandhar City- Pathankot

6. Jalandhar City- Ferozepur

7. Ferozepur-Ludhiana

8. Ludhiana-Lohian Khas

9. Nakodar- Ludhiana10. Jalandhar City- Nakodar

11. Jalandhar City-Jajon Doaba

12. Jalandhar City-Hoshiarpur

13. Amritsar-Dera Baba Nanak

14. Amritsar-Attari15. Amritsar-Khemkaran

16. Fazilka- Ferozepur

17. Fazilka-Bhatinda

18. Amritsar- Pathankot

19. Delhi-Samli20 Delhi-Rewari

21. Delhi-Rohtak

22. Arakkonam-Chengalpattu

23. Bangalore City-Hindupur

24. Tiruchchirappalli-Thanjabur25. Tiruchchirappalli-Lalgudi

26. Tiruchchirappalli-Karur

27. Tiruchchirappalli-Manapari

28. Bandamunda-Hatia

29. Vanivihar-Meramondali30. Kharagpur-Balasore

31. Bimalgarh-Kirburi

32. Bandamunda-Baraswan

Above sections are the potential targets for operation ofproposed Dual Fuel Engine DEMUs in immediate future.

Annexure - III

COMPONENTS OF DUAL FUELCONVERSION KIT

Description Qty.

CNG Vaporiser kit 1

Gas Metering Actuator 1

Air/Gas Mixer 2

Automatic Dual Fuel Control 1

Special LCC Speed & Load Control Unit 1

Engine Speed Gov. 1

Diesel Fuel Metering Actuator 1

Engine Speed Sensor 1

Protection System:

Electronic Knock Control-DF16 1

Knock Sensor 16

Emergency Intake Shutoff 2

Exhaust temperature sensor 2

Gas Supply conditioning line:

Shut off Valve 1

Gas filter 1

Pressure gauge with valve 2

Pressure regulator 1

Gas pressure monitor 1

Electric gas shut off valve 2

Zero pressure regulator 1

Manual Shut off valve 1

Two Loop Pump Conversion:

Pump water 1

LTA radiator 1

Expansion Tank 1

Piping Fabrication 1

Project Report

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*****

Om |Jo Ÿ& ^m‹S>m `mVm`mV Ho$ Xmdm j{Vny{V© _m_bm| H$moVwaÝV {ZnQ>mZo go Ohm± EH$ Amoa aobdo-Cn^moŠVm g§~§Ymo_| gwYma hmoJm, dht Xygar Amoa aob mVm`mV _| ì`dgm{``m|H$m {dídmg ~‹T>oJm Ÿ&

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4. Bg {gñQ>_ H$o àmaå^ hmo OmZo go, dV©_mZ _| Xmdm _m_bm|H$s Om§M Ho$ {bE V¡ZmV {H$`o Om aho ñQ>m\$ H$s Amdí`H$VmZht hmoJr Am¡a ñQ>m\$ H$s g§»`m bJ^J 50 à{VeVH$_ H$s Om gH$Vr h¡, Š`m|{H$ Ho$db CÎma aobdo nahr `h g§»`m 118 h¡ Ÿ& Bgr Vah go {_{ZñQr[a`b ñQ>m\$H$s g§»`m ^r H$_ Omo Om`oJr Ÿ&

5. nm{Q>©`m§ _mJ© _| hr àofU H$s pñW{V H$m nVm bJmZo Ho${bE do~ Ûmam grYo AmZ bmBZ na `h OmZH$mar àmßVH$a bo§Jr Ÿ& O¡go hr nmQ>u H$mo nVm MboJm {H$ A~ àofU~wqH$J Ho$ J§Vì` ñWmZ na Zht nhþ§MoJm, nmQ>u Xmdm j{Vny{V©Ho$ {bE H$m ©dmB© H$a gHo$Jr Amoa do~ Ûmam AnZo XmdoH$mo a{OñQ>a Am¡a _m°{ZQ>a H$a gHo$Jr Ÿ&

6. Bg {gñQ>_ go nyam bm^ hmoJm Am¡a _m_bm| H$s _mÌm_| H$_r Am oJr Amoa Bgr ñVa na am{e Am¡a _mb Ho$g§~§Y _| n[a_mU {ZYm©[aV H$aZm OëXr hmo gHo$Jm&


Book Review

Confidence

Dwarika PrasadAnand Vijay Rosabeth Moss Kanter is an internationally known

author, an expert on strategy, innovation, andleadership for change. She has, by narrating live examplestried to explain in her book as to how and why winningstreaks and losing streaks continue and how confidenceand success are inextricably linked.

In the chapter “winning streaks: the cycle of success”she explains “Success is neither magic nor dumb luck;it stems from a great deal of consistent hard work toperfect each detail. It is even a little mundane. Win,go back to work, and win again.”

“On the way up, success creates positive momentum.People who believe that they are likely to win are alsolikely to put an extra effort at difficult moments to ensurethat victory. On the way down….” Mrs. Kanter remindsone of the Vroom’s expectancy Valance theory onMotivation.

What makes winning streaks even more dramatic andattention worthy is that winning is hard work. Reallyhard work. Losing is so much easier. Winners may havethe advantage of multiple layers of confidence as theygo into each game but winning is still not guaranteed.It is sometimes possible to coast for a while.

The author acknowledges that winners also make mistakes.

Rosabeth Moss Kanter

The book has been reviewed by ShriDwarika Prasad, Sr. Professor (MechanicalEngineering) and Shri Anand Vijay, Professor(Law Management), faculty in Railway StaffCollege.



Winning streaks are punctuated by struggles. Theycontain high and low points. In her words “Aloss is a crossword, not a cliff. Winners makemistakes and encounter troubles all the timewithout falling off the edge. How problems aredealt with shapes whether they are just aninterruption or a sign of impending doom,whether winners are resilient or are stuck inincreasingly ineffective behaviour”.

“It is also hard to win forever because of theparadox of success” She states while explainingabout the problems that come as a baggage withsuccess. “Success creates its own problems thatmake it hard to sustain. Success also producesits own competition. Innovators have the fieldto themselves until others catch on, jump in,or change the way they play. Success createsattractive markets, encourages imitation, andbrings out the toughest competition. In a countercycle to the cycle of success, the game gets harderto win as wins accumulate because games gettougher”.

“Failure and success are not episodes, they aretrajectories. They are tendencies, directions,pathways”.

The book gives an insight into ideas as to howto cope up with failures and adversities. Authorsays, “Experiencing troubles is not all bad. Ratherthan interrupting the cycle of success, respondingto adversity might accelerate it. Potential leadersmight become stronger when they havesuccessfully resolved crisis or weathered adversity.The occasional crisis makes winning less boring.Winning is great, but sometimes it takes aloss to get you motivated again”.

Her arguments on how winners create positiveaura, a halo effect and thereby attracting the besttalents, loyal fans, revenues in form of investmentand getting the benefit of doubt in case of afailure communicate a great deal on factors that

are at the core of long winning streaks.

Kanter’s Law –“Everything can look like a failurein the middle” – applies to practically all spheresof life. “Happy endings or wins are often theresult of persistence – of not giving up wheneverything seems to be in jeopardy. Success meansthat people or teams or organizations survivelong enough to need maintenance and repairs– in other words, reinvestment”.

In the chapter on “The turn around challenge”,she has suggested three main mantras to turnaround los ing streak—-Accountability ,collaboration and innovation. It gives peopleopportunities to view the world differently byhanding them a kaleidoscope so that theycan shake to shift the pattern. Her examplesshowcasing how these factors affected theturnaround especially of “reprogramming theBBC” and “Leading a nation from despair tohope”, are very illuminating.

Decline generally does not stem from a singlefactor, but form an accumulation of decisions,actions, and commitments that become entangledin self-perpetuating system dynamics.

Problem- solving begins with open dialogue,diagnosis of the situation, facing the facts, andmobilizing to take corrective action. “See NoTrouble, Hear No Trouble, and Speak No Troubleare the three monkeys of denial. Some peopledon’t even know there’s a problem, others don’twant to hear about it, and a third group refusesto talk about it, perhaps because they havesomething to hide”.

The author gets into self-indulgence at some placeswhich is evident from her success stories withpeople at higher places. She herself has stated“History is written by the victors – and notjust because losers often disappear into oblivion.After a turnaround, leaders are comfortable withrecounting – and even exaggerating – how

Book Review

dreadful it was under previous regimes”.

Author has drawn a large number of examplesfrom sports arena to drive home her point ofview as she has admitted that “Sports is a near-universal source of metaphors for leadershipand management, because it is a good microcosmfor examining patterns of winning and losing andseeing the elements of exceptional leadership andteam work”.

The delicate distinction between confidence,overconfidence and under confidence has beenwell elaborated by the author when she says,“Confidence is a sweet spot between arroganceand despair. Arrogance involves the failure tosee any flaws or weaknesses, despair the failureto acknowledge any strength. Overconfidenceleads people to overshoot, to overbuild, to become

Book Review

irrationally exuberant or delusionally optimistic,and to assume they are invulnerable. ……….But under-confidence is just as bad, and perhapsworse. It leads people to under-invest, to under-innovate, and to assume that everything is stackedagainst them, so there’s no point in trying”.

All in all, it is a very good book for those whoare down but not out. This book can help themmake suitable changes in their professional andpersonal life to get back to “winning streak”.It’s a very simple dynamic that you’re workingunder — Losing begets losing, winning begetswinning.

*****

This widely acclaimed book has been published byM/s. Crown Business New York, USA. Pages 402,Price USD 21.75


Youth Forum

Memories@RSC

Anurag Pateriya As the Foundation Course is drawing to a close I havesomehow started liking this place..... and it's not only

me..... so say all of us.

Our stay here has touched one dimension or the other ofeveryone's personality. In some cases the effect has beenoverwhelming. The various aspects of our life in RSC aredescribed like the PREPARATION OF A FOOD ITEMwherein there are some key ingredients and others are thesupplementary item, which undergo a vital process. Ultimatelywhat matters is final product. Here's the recipe :-1. The Key Ingredients : The Probationers

The probationers are species of their own kind andeveryone is unique. The categories for them are :-

(a) Keen Type Probationers (KPT)

Such Probationers are omnipresent and can be foundin every study course of every study place. They makelife miserable not only for their friends, faculty butalso for themselves.

(b) G. M. Type Probationers (GPT)

Right from the word go (i.e. the first day of the foundationcourse) they consider themselves to be the GeneralManagers of not only the zonal railway not yet allottedbut also the fifteen other railway zones. It is becauseof them probably that the whole system of the IndianRailways is surviving.

(c) Sleeping Type Probationers (STP)

There can be no hurdle between them and their favourite

This Standing column of 'Abhivyakti' catersto compositions / Articles etc. by ProbationeryOfficers. Present article has been countributedby Shri Anurag Pateriya, an IRTS probationerof 2004 batch.



activity i.e. sleeping. They are of the schoolof thought that the more one sleeps the lessmischief he indulges into. they can sleepanywhere – in the bedroom, in the classroomor in the bathroom. They can sleep anytime– morning, afternoon, evening or night.

(d) Phone Type Probationers (PTP)

They must thank Uncle Graham Bell for theinvention he made and is helping them topractice their favorite pass time i.e. talkingon the phone. It is because of them that thefuel of the aircrafts of mobile compaines isbought.

(e) T. V. Type Probationers (TTP)

They are of the school of thought thatcontemporary affairs have the most importanteffect on one's personality so they are alwaysfound in front of the T.V. It is another thingthat only five percent of the viewing timeis for news channels and rest is for betterthings.

(f) Not to be found Type Probationers (NTP)

The world is their family and Indian Railwayis their own. So they must have travelled faroff places and visiting all their near and dearones.

2. The Utensils : The PhysicalInfrastructure

Not that key ingredient is with us, it has tobe put to the grind in the proper utensils.

(a) The Mess

The great physicists whould not have realizedthat their Theory of Relativity would find placehere. It's only by comparison with some otherkind of food being prepared elsewhere thatthe food can be appreciated.

(b) The Library

Great to some and waste to some. It is amutually exclusive place with Cybrary.

(c) The Cybrary

Those poor Probationers who were not luckyenough that they could have the computers intheir rooms but knew the importance of CyberSpace, would often visit this place to quenchtheir thirst of knowledge.

(d) The Lounge & The Corridors

It is here that the personality of the Probationeris polished from a raw to a cut diamond. Iwonder if any topic of the world was left awayfrom the ambit of discussion during the meetings.

(e) The Rooms

They are of two types – own room and friend'sroom. Usually the latter is preferred and it isonly if there is nothing else to do, the dreadedexams are round the corner or if one has tosleep that the probationer will be found in hisown room.

3. The Cooks

The output is largely dependent upon theinterest shown by the Cooks i.e. the Faculty.So there is a large classification for our Mentors.There is a team for each preparation and thereare a large number of preparations in turn.

4. The Process

The process with which the transformationof the diamond takes place is as interestingand varied as the ingredient ltself.

(a) Lectures

The guys who offered RSC the coveted ISOcertification would have made sure that a lotof R&D goes into the preparation of thesyllabus to be taught to the Probationers. Now,if he/she is sleeping in the class it is onlybecause of the late night activities going onin the hostel and there is absolutely no problemwith the curriculum.

(b) Quiz & Exams

The quiz was supposed to be by surprise but

Youth Forum

intead the classes were. The only achievementof the quiz is the development of the feelingof the esprit de corps. The exams were notonly the most dreaded thing in the campusbut also raised questions in the minds of thefaculty about the selection process of theUPSC. Thankfully, all's well that ends well.

(c) Physical Training (PT)

Ek, do, teeeeeen, up is like a poem to aProbationer. The strenuous exercise for the fullfifteen minutes has made some people fat.Notices were served for not attending PT tothe Probationers which they took with pride.The highest number of days for not attendingPT sessions mentioned in a single notice wereseven.

(d) Sports

All volunteers for the many avenues availableto play here were very regular in attendingthe evening sessions. Indeed a healthy mindstays inside a healthy body.

(e) Tour

The best activity of the foundation course. Itwas like liberation. I am sure all those who arenot married have made up their mind to cometo Goa for their honeymoon and all those who

are married will like to visit it for visual pleasures.

5. The Garnishing

Once the final product has been made it needsto be garnished with memories. There are fewother items, which have cast their impressionon us.

(a) The RSC Bus

Our airavat here. It has not been fitted witha music system because it has been realizedthat the kind of noise it makes will makeit impossible to listen to any music being played.

(b) The Birds

The greenery in the campus is a paradise initself. The fly past in the evening by thethousands of birds offers a breath taking view.

Now that the dish is ready to be served and willcome back to the kitchen only after a few months.It is time for us to bid good-bye. In the abovewrite-up I have tried to touch upon the variousaspects of the Foundation Course in a humorousway. It may not sound to be real but not onecan deny that a lifetime of memories and lessonshave been earned and the life spent at RSC willbe close to our heart and will help us to servethe nation.

Youth Forum

*****


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b|, _oam AmajU {H$g ~W© na h¡ Oam MmQ>© XoIH$a ~VmE§'' & ImZmdo Ka go H$Q>moaXmZ _| gmW bmE Wo Ÿ& VmÁOw~ H$s ~mV Vmo `h h¡{H$ CZH$m H$hZm Wm ""~mha''H$m ImZm CÝh| _m{\$H$ Zhtn‹S>Vm Ÿ& CÝhm|Zo doQ>a H$m Mm`-nmZr H$m {~b ^r nyam nyam AXm{H$`m Ÿ& n¡go hmW _| boVo doQ>a H$m§n ahm Wm Am¡a hmW Omo‹S>o ~hþVXoa VH$ I‹S>m ahm Ÿ& CgH$s Am§Im| go Am§gy Q>n Q>n {Ja aho Wo Ÿ&nVm Zht Š`m| dh EH$ hr aQ> bJmE Wm ""_¢ ~mb-~ƒoXma AmX_rhÿ§ gm~ H$moB© JbVr hmo JB© hmo Vmo _m\$ H$a|, AmJo Zht H$ê$ §Jm''Ÿ&

gmBŠbmoñQ>mBb Am¡a \$moQ>oñQ>¡Q> dmbo Z ~r‹S>r nr aho Wo Z I¡Zr Imaho Wo Ÿ& ~g XZmXZ _erZ Mbm aho Wo CZH$m hmW hr Z éH$VmWm Ÿ& o dmo hr \$moQ>moñQ>¡Q>dmbm Wm Omo AJa _erZ R>rH$ hmo VmoIwX ~r_ma hmo OmVm Wm Am¡a IwX R>rH$ hmo Vmo _erZ ~r_ma Ÿ& dh{~Zm _mZ-_Zm¡ìdb Ho$ _erZ H$mo hmW hr Z bJmVm Wm Ÿ& Xmo-Mma hâVo H$s Xoar H$mo dh "{S>bo' Zht _mZVm Wm &

OrdZ _| g^r AÀN>r ~mVm| H$m A§V AmVm h¡ Ÿ& Am¡a bmo Or ! nbH$PnH$Vo hr gVH©$Vm gßVmh A^r ewê$ ^r Z hþAm Wm {H$ g_mßVhmo J`m Ÿ& gmo_dma H$mo ñQ>oeZ na dmng A\$amV\$ar Wr Ÿ& H$moB© grQ>na Z Wm, Wm Vmo \$moZ na CgH$s ~mV| IË_ hmoZo H$mo hr Z AmVrWt Ÿ& EH$ ~m~y go Hw$N> nyN>Zm Mmhm Vmo CgZo Am§I Vaoa H$a {~Zm~mobo EH$ V»Vr H$s Amoa Bemam {H$`m {Og na {bIm Wm"Zmo BÝŠdmàr' Ÿ& Hw$br `m{Ì`m| go gm_mZ bJ^J PnQ> hr aho WoAm¡a n¡gm| H$mo boH$a _aZo-_maZo na CVmê$ Wo Ÿ& OJh OJh JÝXJrHo$ T>oa Wo Ÿ& Hw$Îmo, {Îmar, PnQ>H$a, \$H$sa Am¡a Jm` ßboQ>\$m_©na Eogo ~o{\$H«$s go Q>hb aho Wo O¡go H$B© nr{‹T>`m| go `ht Ho$"S>mo_rgmBb' hm| Ÿ&

boIm {d^mJ Zo g^r \$mBb| bm¡Q>m Xr Wr Am¡a {nN>bo g^r g§X ©_yb à{V _| qbH$ H$aZo VWm AJbo-{nN>bo Xg ~ag H$m nyam {ddaU_m§Jm Wm Ÿ&

H$m{_©H$ {d^mJ H$m EH$ nmg ~m~y EH$ [aQ>m`S>© H$_©Mmar go CbPmhþAm Wm, Am¡a CgHo$ Or{dV hmoZo H$m g~yV _m§J ahm Wm Ÿ& XygarAm¡a ~m~y bmoJ, `h H$hH$a CÝh| AmdoXZ {_bo hr Zht, Omo ^rAm aho Wo CZgo {nN>bo g§X © H$s à{V`m§ _m§J aho Wo & {H$gr ZoAmdoXZ H$s agrX (nmdVr) _m§Jr Vmo CgZo AmdoXZ hr \|$H$ {X`mAm¡a VmH$sX H$s {H$ dh ""A~ Vmo S>mH$ go hr oO|'' & ~mH$s g~H$mo`h H$hH$a bm¡Q>m {X`m J`m {H$ Vwåhmao Ho$g "D$na' JE h¢ Ÿ&

gVH©$Vm {d^mJdmbm Q>r.Q>r. H$mo Kw‹S>H$m ahm Wm, ""Š`m| ~o Vy OmZVmZht h¡ _¢ H$m¡Z hÿ§'' & Q>r.Q>r. {K{K`m ahm Wm ""hþOya MmQ>© XoI b|EH$ ^r ~W© Imbr Zht h¡ Ÿ& _oam H¡$e {JZb| Z em°Q>© h¡ ZEŠgog'' Ÿ& gVH©$Vm {ZarjH$ CgH$s EH$ Z _mZ ahm Wm Ÿ& dhgVH©$ Wm Am¡a Q>r.Q>r. Ho$ g^r VH©$ VmH$ na aI ahm Wm Ÿ& ""~oQ>mVy A^r OmZVm Zht h¡, Voam "{~Ob§g' go H$^r nmbm Zht n‹S>mh¡'' &

""h_| AmVr h¡ ~W© boZo H$s AmQ>©Vy AmnZo nmg aI AnZm o MmQ>©''

""~W© Vmo y§ {ZH$bVr h¡'' CgZo hmW PQ>H$m H$a MwQ>H$s ~OmVohþE H$hm Ÿ&

""OmZVm Zht h_ "{~Ob§g' go h¢ Ÿ& Eogm \$§gmE±Jo {H$ Zm¡H$ar, no§eZAm¡a J¡À yBQ>r g~ go hmW Ymo ~¡R>oJm Ÿ& H$ho Vmo EJ«rS> {bñQ> _| S>bdmX| Ÿ&'' ""gm~ ! o EJ«rS> {bñQ> Š`m hmoVr h¡''? ""ŸAao ! BVZm ^rZht OmZVm Omo nmQu EJ«r Z H$a| Cgo h_ EJ«r H$amZo H$mo EJ«rS> {bñQ>_| S>mb XoVo h¢ Ÿ& AWm©V² dh nmQ>u {Ogo EJ«r H$amZo H$mo h_ EJ«rS>{bñQ> _| S>mbZo H$mo EJ«r hmo OmE§ Ÿ& Mb Vy Zht g_PoJm'' Ÿ&""h_| Š`m nVm Zht h¡ {H$ Vw_ bmoJ h_| _ŠIr H$hH$a Amng _|g§~mo{YV H$aVo hmo Ÿ& A^r Cg {XZ H$s ~mV h¡ EH$ Q>r.Q>r. AnZogmW Xya Ho$, nmg Ho$ AmR> [aíVoXmam| Ho$ gmW Q´>oZ _| M‹T>m Am¡a Q>r.Q>r.go nyN>Zo bJm Q>oZ _| _ŠIr-_ÀN>a Vmo Zht h¡ Ÿ& ~ƒy _ÀN>a OmZVmh¡ Ÿ& H$mQ> bo Vmo _bo[a`m.... {\$bo[a`m Š`m Zht hmo gH$Vm Ÿ&\$mëgrnoa_ H$m Vmo VyZo Zm_ ^r Z gwZm hmoJm Ÿ& Mb A~ OëXrgo EH$ Ho${~Z Imbr H$am Am¡a {MH$Z.... Mb {MH$Z N>mo‹S>....AmOH$b ~S>© âby Mb ahm h¡ Ÿ& _Q>Z Am¡a {\$e \«$mB© {ÔdmXo Ÿ& gmoS>m Am¡a {Jbmg ^r Ÿ& Á`mXm Zm ZwHw$a H$s Vmo Voam o MmQ>©OãV.... H$Mhar ~§X _wH$X_m Im[aO'' Ÿ&

Xygao Ñí` _| gVH©$Vm {ZarjH$, {Zarh ajH$ (Mm¡H$sXma) Am°\$sgg©aoñQ> hmCg go CbPm hþAm Wm Ÿ& ""Š`m h_go h_mao S>o[µO¾oeZ nyN>ahm h¡ Ÿ& BVZm H$m\$s Zht h¡ {H$ h_ h_ h¢.... "{~Ob§g' goh¢ Ÿ& ^mB© ~mV g_P _| AmB© {H$ Zht AmB© Ÿ& Zht AmB© Vmo MbAnZo MmXa|, V{H$E, Vm¡{b o {JZdm Ÿ&''

... AmO Z N>mo‹S>|Jo.... harßnmÑí` VrZ - {ZarjH$ CÎma nwpñVH$m Ho$ n¥ð> CbQ> \o$aVm CN>b

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n‹S>m Ÿ& ""Xo{IE ga ! Xg _| go Xg Ÿ& o Š`m Ym§Ybo~mOr h¡ Ÿ&gamga A§YoaJXu h¡ Ÿ& ^bm H$^r Xg _| Xo Xg ^r {H$gr Ho$ AmVogwZo h¢ Ÿ& dmh Or dmh AmnZo Vmo byQ> hr _Mm aIr h¡, dmo ^r h_maoahVo'' Ÿ& A{YH$mar Zo H$hm _wPo bJm àíZ H$m ~hþV hr AÀN>mCÎma {X`m h¡ Bg{bE Xg _| go Xg {XE Ÿ& ""^B© dmh Vwåh| bJm...hm...hm...hm... Am¡a Vwåh| Š`m Š`m bJVm h¡ Ÿ& o Vwåh| EogmbJo.... BgHo$ {bE {H$VZo bJo'' ? ""Amn Š`m ~mV H$a ahoh¢'' Ÿ& ""dmh Or dmh A~ h_mar ~mV hr g_P Zht bJ ahrh¡ Ÿ& h_ nyN> aho h¢ {H$ Xg _| go Xg XoZo Ho$ Vw_Zo {H$VZo {bE, XghOma... Xg bmI....'' Ÿ& "" o Š`m ~H$dmg h¡''Ÿ& ""`hr Vmo OmZZmh_mar S>çyQ>r h¡ {H$ o Š`m ~H$dmg h¡ Ÿ& ^bm H$^r {H$gr Ho$ Xg_| go Xg Z§~a gwZo h¢ Ÿ& OnV H$amo Or g~ H$m°nr... {H$Vm~|,\$mBb| Ÿ& grOa _r_mo Xmo Am¡a Bgo Oy{b`g grOa ~Zm Xmo'' &

Ñí` M m a - ^B©, ò Q> |S >a H$_oQ >r _| Mm ¡Wm _|~a H$m ¡Zh¡ Ÿ? ò {d{Ob|g go h¡, Vm{H$ ~mX _| h_mam Mm¡Wm ZH$ao Ÿ& AmXoe Am`m h¡ {H$ g^r Q>|S>a H$_oQ>r, goboŠeZ H$_oQ>r,S>r.nr.gr., dŠg© H$_oQ>r, hmCqgJ H$_oQ>r, ào_, Oo.gr.E_, naMoµOH$_oQ>r, _{hbm g{_{V, nrEZE_, Zm°Z n|_|Q> _rqQ>J _| {d{Ob|gH$m EH$ _o~a H§$nbgar ahoJm Ÿ& BgHo$ H$B© \$m`Xo h¡§Ÿ& ~mX H$m H$moB©

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P§PQ> hr Zhr§ Ÿ& {H$go Eb dZ H$aZm h¡, g~ `hr§ «mV¥-^md go{ZnQ>m {b`m OmEJm Ÿ& ~mX H$s {gaXXu, nyN>VmN> go EH$ PQ>Ho$_| hr _wpŠV {_b OmEJr Ÿ& Mbmo A~ h_ enW bo b|

h¢ _¢Zo H$g_ br...ho VyZo H$g_ br...Zht hm|Jo OwXm Ÿ&h_ - Vw_ ....

Q>oZ _| ImZm R>§S>m Am¡a ~mgr Wm Ÿ& doQ>a Zo nyN>Zo na ~Vm`m ""`hrh¡, ImZm h¡ Vmo ImAmo'' Ÿ& Xhr IÅ>m Wm Am¡a AMma _rR>m Ÿ& MnmVrnwamZo Q>mà Ho$ a~‹S> H$s Vah Wt VWm Xmb _| Xmb Zht Wr naAÝ` ~hþV dñVwE§ Wr Ÿ& gbmX Ho$ Zm_ na {nb{nbr ß`mO H$sO‹S>dmbr Jm§R>| hr Jm§R>| Wr Ÿ& Jm§R>o Omo OrdZ Ho$ ha joÌ _| bJVrhr Om ahr h¢ Am¡a gwbQ>Zo _| hr Zht Am ahr h¢ Ÿ& doQ>a ~Vm ahmWm ""^B© Amn bmoJ "H$ï>_a' h¢ Ÿ& H$ï> h_ X|Jo ~mH$sAmnH$m'' Ÿ& _wPo _ehÿa eoa `mX hmo J`m -

"_h[µ\$b CZH$s, gmH$s CZH$mAm§I| _oar, ~mH$s CZH$m'

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öX`mKmV

`h Zm_ gwZVo hr eara _| H$ånZ Am¡a S>a H$m Ahgmg hmoVm h ¡ VWm Ow~mZ go {ZH$bVm h¡ {H$ ""Aao ! AÀN>m ZhthþAm'' Ÿ& Am_ AmX_r Ûmam ~mob-Mmb H$s ^mfm _| à wº$ `h eãX S>amdZmh¡ bo{H$Z BgH$m g§~§Y {H$gr go ^r hmo gH$Vm h¡ Ÿ& `h eãX öX` H$s~r_mar CAD (Coronary Artery Disease) Ho$ {bE à`wº$ hmoVmh¡ Ÿ&öX`KmV H$m gm_mÝ` AW© h¡ {H$ öX` na AmH«$_U hmoZm `m{Z öX` H$sH$m`© àUmbr _| AMmZH$ é$H$mdQ> Am OmZm Ÿ& `h AmH«$_U {H$g AZOmZeÌw Zo {H$`m h¡ BgH$m nVm AmnH$mo `h boI n‹T>Zo Ho$ ~mX hrMboJm Ÿ&Heart Attack is sudden stoppage of blood supply to heartdue to blockage of coronary arteries.

dmñVd _| öX` H$mo Y_{Z`m| go é${Ya H$m Omo àdmh hmoVm h¡ Cg_| é$H$mdQ>Am OmZo Ho$ H$maU O~ AMmZH$ grZo _| VoO XX© hmoVm h¡ Vmo Cgo h_öX`KmV H$hVo h¢ Ÿ& AmO {díd _| _¥Ë w H$m `h _w»` H$maU h¡ VWm{díd ñdmñÏ` g§JR>Z Ho$ AZwgma 1.67 H$amo‹S> bmoJmo H$s _¥Ë`w gZ² 2000_| öX` g§~§Yr ~r_m[a`m| go hr hþB© Wr Ÿ&^maV _| 10% OZg§»`m öX`amoJm| go J«{gV h¡ VWm dV©_mZ _| 40 df©go A{YH$ Am w dJ© _| 40% bmoJm| _| ãbS> àoea Am¡a _Yw_oh H$m à^mdnm`m OmVm h ¡, Om o AmJo MbH$a öX`KmV H$m ê$n bo boVmh¡ Ÿ& _{hbmAm| go nwéf A{YH$ à^m{dV h¡§ VWm gZ² 2020 VH$ 20%

S>m°. àH$me _rZm

S>m°. àH$me _rZm 1986 narjm ~¡M Ho$ ^maVr` aob {M{H$Ëgmgodm Ho$ A{YH$mar h¢ VWm dV©_mZ _| CÎma npíM_ aobdo _|d[að> _§S>b {M{H$Ëgm A{YH$mar CX`nwa Ho$ nX na H$m`©aVh¡§ Ÿ&

Heart AttackHeart attack is synonymous of CAD



OZg§»`m Bggo à^m{dV hmoJr Ÿ&RISK FACTOR

{d{^Þ AÜ``Zm| Ho$ níMmV² h_ Bg {ZU© na nhþ§Mo h¡§ {H$Hw$N> {deof H$maU h¡§ {OZgo `h ~r_mar A{YH$ VoOr go ~‹T>ahr h¡ Ÿ& BZ H$maUm| H$mo Xmo g_yhm| _| aIm J`m h¡ Ÿ:-1. Eogo H$maU {OÝho ~Xbm Zht Om gH$Vm (Irreversible

factors)

(A) Am`w : 40 df© Ho$ níMmV² VWm 50-60 df© Ho$_Ü` A{YH$Va öX`mKmV hmo aho h¡ Ÿ&

(~) qbJ : nwé$fmo§ _| _{hbmAm| go A{YH$ öX`mKmVhmoVo h¢ Ÿ&

(g) nm[adm[aH$ n¥ð> y{_ : {OZHo$ _mVm-{nVm H$mo `h~r_mar hþB© hmo CÝh| BgHo$ hmoZo H$s g§ mdZmE§ A{YH$hmoVr h¡ Ÿ&

(X) ì`{º$Ëd : ì`{º$ Ho$ OrdZ _| CgHo$ ì`{º$ËdH$m ~hþV Ah_² ñWmZ h¡ Ÿ& h±g_wI Am¡a {_bZgmaì`{º$ H$s Anojm AHo$bonZ go J«{gV, {M‹S>{M‹S>oñd^mddmbm Am¡a ~mV-~mV na h_oem Jwñgm H$aZodmbo ì`{º$ AWdm ha H$m_ _| OëX~mOr H$aZodmbo ì`{º$ _| öX`KmV H$s g§ mdZmE§ A{YH$hmoVr h¡ Ÿ& ""Bgo ~Xbm Om gH$Vm h¡ AJa AmnMmh| Vmo, _Ja AnZo Amn''Ÿ&

2. ~Xbo Om gH$Zodmbo H$maU(Reversible factors) :

(H$) Yy_«nmZ : {gJaoQ>, ~r‹S>>r, {gJma Am{X g^r àH$maH$m Yy_«nmZ BgH$m à_wI H$maU h¡ Ÿ&

(I) Cƒ aº$ Mmn : gm_mÝ` ì`{º$ H$m aº$ Xm~ 120/80 hmoVm h¡ Ÿ& `h 130/90 go A{YH$ ahZo naCƒ aº$ Mmn _mZm OmVm h¡ Ÿ&

(J) Cƒ H$m°boñQ´>mob : A{YH$ _mÌm _| SaturatedFat / Animal Fat Ho$ H$maU `h hmoVmh¡ Ÿ& AV: BZH$m à`moJ H$_ H$a| Ÿ&

(K) _Yw_oh : e¸$a H$s _mÌm eara _| A{YH$ hmoZoH$maU ~ma-~ma noem~ AmVm h¡ Am¡a ~ma-~ma nmZrnrZm n‹S>Vm h¡ Ÿ& Bgo g§Vw{bV ~Zm o aIZm Amdí`H$

h¡ Ÿ& AmYmaU ì`{º$ _| ãbS> ewJa - \$mpñQ>¨J- 80-120 {_brJ«m_% Am¡a ImZo Ho$ ~mX 80-150 {_brJ«m_% ahZm Mm{hE Ÿ&

(S>) _moQ>mnm : ì`{º$ H$m dOZ CgH$s C_« VWm bå~mB©Ho$ AZwnmV _| hmoZm Mm{hE Ÿ& Am¡gV nwéf H$mdOZ 70 {H$bmo VWm _{hbm H$m 60 {H$bmohmo Vmo R>rH$ ahoJm Ÿ& `h ~r_mar ~ƒmo§ go Ama§hmoVr h¡ Ÿ& AnZo noQ> VWm H$_a na M~u H$mo ZO_Zo Xo§ Ÿ&

(M) AmbgrnZo H$s {XZM`m© : `{X h_mar {XZM`m© _oemar[aH$ n[al_ Zht hmoVm h¡ Vmo BgH$m h_mao ñdmñÏ`na ~wam Aga hmoVm h¡ Ÿ& amoOmZm H$s D$Om© InVgm_mÝ` H$m © (Sedentary Job) H$aZo dmbo Ho${bE 1800-1900 H¡$bmoar Amdí`H$ h¡ O~{H$Am_Vm¡a na Bggo Á`mXm hr H¡$bmoar hmo OmVrh¡ Ÿ& ì`m`m_ Ho$ A^md _| ^r `h ~r_mar hmoVrh¡ Ÿ&

(N>) VZmd : AmO Am_ AmX_r VZmd go J«{gV h¡ VWmBgHo$ X¡{ZH$ OrdZ _| VZmd H$s g§ mdZmE± r A{YH$h¡§ Ÿ& A{YH$ VZmd dmbo dmVmdaU _| VWm VZmd wº$H$m`m] go öX`mKmV H$s g§^mdZm A{YH$ ahVrh¡ Ÿ& (Hurry, worry, curry dmbr Life StyleHo$ H$maU `h A{YH$ hmo ahm h¡ Ÿ&)

(O) ñdmñÏ` narjU : g_` g_` na ñdmñÏ` narjUZhr§ hmoZo Ho$ H$maU Bg ~r_mar H$m nVm Zhr§ MbnmVm VWm BgHo$ hmoZo na Am_ AmX_r H$mo nVmMbVm h¡ Ÿ& d¡go ^r `h ~r_mar bjU a{hVh¡ Ÿ& Bg H$maU Bgo gmBb|Q> {H$ba (Silent Killer)^r H$hVo h¡ Ÿ&

Cn w©º$$ g^r H$maU {N>no hþE eÌw h¢ {OÝh| h_ OmZo AZOmZoZH$maVo ahVo h¡ Am¡a AMmZH$ öX`KmV Ho$ {eH$ma hmo OmVoh¢ Ÿ&öX`KmV Ho$ bjU1. grZo _o VoO XX© (Severe Chest Pain) : grZo Ho$ _Ü`

^mJ VWm ~mBª Amoa AghZr` XX© _hgyg hmoVm h¡ VWmBgHo$ gmW grZo _| AH$‹S>Z _hgyg hmoVr h¡ Ÿ&

2. AH$maU ngrZm AmZm (Unexplained sweating) : {~ZmH$maU hr ngrZm AmVm h¡ Ÿ& `{X Amam_ H$aVo hþE ì`{º$

{d{dYm

H$mo XX© Ho$ gmW ngrZm Am ahm h¡ Vmo `h BgH$m à_wIbjU h¡ Ÿ&

3. Eogr pñW{V _| ì`{º$ H$mo AñnVmb _o ^Vu H$amd| Ohm±AmB©.gr. y. H$s gw{dYm hmo Ÿ&

Š`m Zht H$a|1. grZo na _m{be Zht H$ao§ Ÿ&2. _arO H$mo n¡Xb MbZo {\$aZo Zht Xo Ÿ&3. g_` Zï> Z H$ao§ Ÿ&4. {~Zm S>m°ŠQ>ar gbmh Ho$ AÝ` H$moB© XdmB`m± Zht Xo§ Ÿ&öX`KmV H$s amoH$Wm_ (Prevention of Heart Attack)1. ñdmñÏ` Om±M H$am o Ÿ& g^r H$mo Bg àH$ma H$s OmZH$mar Xo§ Vm{H$

do AnZo ñdmñÏ` H$m Ü`mZ aI gHo$§ Am¡a g_` na AnZm nyU©MoH$ An H$adm o§ Ÿ& 40 df© H$s C_« na aº$ Xm~, ewJa VWmeara _| dgm (Lipid Profile) Q>oñQ> H$adm bo§ Ÿ&

2. emar[aH$ l_ H$ao§ VWm ì`m`m_ H$a| Ÿ& ì`{º$ H$mo amoOmZm

30 {_ZQ> H$m ì`m`m_ O¡go VoO MbZm m gmB{H$b MbmZm`m Ka H$m H$m`© `m IobZm Am{X, {Oggo {H$ CgH$s_m±gno{e`m± MwñV ah gHo$§ Ÿ&

3. eam~ H$m à`moJ VWm Yy_«nmZ Am{X Z H$a| Ÿ&4. VZmd_wº$ OrdZ e¡br AnZmE§ VWm gH$mamË_H$ gmoM Ho$

gmW g_`~Õ Am¡a `moOZmZwgma AnZm H$m © H$a| Ÿ& gX¡d_wñH$amVo aho§ Ÿ&

5. ImZ-nmZ _| g§Vw{bV Amhma b| VWm AnZo H$m © Ho$ AZwgmahr ^moOZ bo§ Ÿ& emH$mhmar ~Zo§ VWm ^moOZ _| \$b, hargpãO`m| H$m à`moJ A{YH$ H$a| Ÿ& \$mñQ> \y$S> go ~Mo Ÿ&

6. Ü`mZ Am¡a `moJ H$ao§ & {deofH$a Deep BreathingExercises H$a| Ÿ& Jhar gm±g boH$a amoHo$§ Ÿ& `h \$m`XmH$aoJr Ÿ&

7. AnZo OrdZ _|, Ka n[adma, H$m`m©b` Am¡a g_mO _o§gX² md Am¡a gX²ì`dhma aIo§ VWm Iwer XoZo dmbo {_Ìmo§Ho$ gmW A{YH$ go A{YH$ g_` {~VmE§ Ÿ&

nhbm gwI {ZamoJr H$m`m

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abhivyakti - indian railway · 2018-04-14 · from the desk of executive editor 1 in conversation...

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