PROJECT ON INDIAN RAILWAY

OPERATIONS MANAGEMENT
PROJECT REPORT ON

INDIAN RAILWAYS
CENTRAL RAILWAY
CARRIAGE & WAGON MATUNGA WORKSHOP

PROJECT ON INDIAN RAILWAY

ACKNOWLEDGEMENT
The

project

on

OPERATION

MANAGEMENT

ON

INDIAN

RAILWAYS is a result of co-operation, hard work and good wish of many

people. We students of IES MCRC would like to thank our project guide
PROFESSOR P.G KANE for his involvement in my project work and timely
assessment that provided me inspiration and valued guidance throughout my
study.
We also take this opportunity to express my sincere gratitude to the
MR.CHITENDRA SHETTY CHIEF INSTRUCTOR OFFICER BTC, C.R
MATUNGA WORKSHOP for providing us with right information and right
materials at the right time. Guiding and explaining us the Operations Process of
Matunga Carriage & Wagon Workshop.
We are also thankful to all those seen and unseen hands and heads, which
have been of help in the completion of this project work.

PROJECT ON INDIAN RAILWAY

TABLE OF CONTENTS
Sr.no

Particulars

Page No.

Introduction of Indian Railways

Growth of Railways

10

Organizational Structure

13

HRM challenges &opportunities

14

Need for Large Scale Investments

20

SWOT & PESTEL analysis of Indian Railways

22

PPP Initiatives

26

Project Report C.R Matunga workshop

30

Conclusion

44

10

Bibliography

45

PROJECT ON INDIAN RAILWAY

EXECUTIVE SUMMARY:
The Railways in India provide the principal mode of transportation for freight and
passengers. It brings together people from the farthest corners of the country and makes
possible the conduct of business, sightseeing, pilgrimage and education. The Indian Railways
have been a great integrating force during the last more than 155 years. It has bound the
economic life of the country and helped in accelerating the development of industry and
agriculture. From a very modest beginning in 1853, when the first train steamed off from
Mumbai to Thane, a distance of 34 kilometres Indian Railways have grown into a vast
network of 7,025 stations spread over a route length of 63,273 kilometres with a fleet of
8,330 locomotives, 47,375 passenger service vehicles, 6,180 other coaching vehicles and 2,
04,034 wagons as on 31st March, 2008. The growth of Indian Railways in the 155 years of its
existence is thus phenomenal. It has played a vital role in the economic, industrial and social
development of the country. The network runs multi-gauge operations extending over 63,273
route kilometres.

PROJECT ON INDIAN RAILWAY

INTRODUCTION
India is the land of diverse culture and Indian Railways play a key role in not only meeting
the transport needs of the country, but also in binding together dispersed areas and promoting
national integration. Railways in India provide the principal mode of transportation for
freight and passengers. The Indian Railways have been a great integrating force during the
past 150 years and more. It has bound the economic life of the country and helped in
accelerating the development of industry and agriculture. From a very modest beginning in
1853 it has played a vital role in the economic, industrial and social development of the
country.
The Indian Railways operates the worlds second largest rail network under a single
management. The network runs multi-gauge operations extending over 63,327 route
kilometres. In terms of infrastructure it operates more than 14,444 trains backed by 7,739
locomotives and 39,263 coaches. Thus it is one of the largest and busiest railway networks in
the world carrying sixteen million passengers on a daily basis. It also carries more than one
million tonnes of freight on a daily basis and with the employee strength surpassing 1.6
million is also one of the biggest commercial employers and is only next to Chinese Army in
terms of people recruited by it.
The main characteristic of the Indian Railways is that it is an independent, corporatized,
customer focused, and financially viable railway; run along commercial principles and
subject to generally accepted corporate accounting principles and reporting. The Indian
Railways Corporation (IRC) is responsible for managing railway assets and resources to meet
the objectives of Indian Railways. The Indian Railway Executive Board (IREB) manages
IRC and is responsible for restructuring process.The functions of the Indian Railways can be
divided into core and non-core activities. The core activities comprise transportation of
freight and passengers (Running of trains and owning of assets).The non-core activities
comprises catering, running schools and colleges for the children of the railway staff, medical
healthcare facilities for the railway staff production units and workshops, protection force for
the safety of railway assets & maintenance of an exclusive telecommunications network etc.

PROJECT ON INDIAN RAILWAY

Indian Railways is the state-owned railway company of India, which owns and operates most
of the country's rail transport. It is overseen by the Ministry of Railways of the Government
of India. However, rampant corruption has spread inside the organization which the Indian
Railway department has acknowledged.
Indian Railways has the largest rail network in Asia and the world's second largest less than
one management, transporting 20 million passengers and more than 2 million tons of freight
daily. It is one of the world's largest commercial or utility employers, with more than
1.6 million employees. The railways traverse the length and breadth of the country, covering
6,909 stations over a total route length of more than 63,327 kilometers (39,350 mi). As to
rolling stock, IR owns over 200,000 (freight) wagons, 50,000 coaches and 8,000 locomotives.

Type

Departmental Undertaking of The Ministry of

Railways, Government of India

Industry

Rail transport

Founded

16 April 1853

Headquarters

New Delhi, Delhi, India

Area served

India

Key people

D. V. Sadananda Gowda
(Ministry of Railways)

Products

Rail transport, Cargo transport, Services, more...

Revenue

Rs 88,355 crore (US$ 18.82 billion) (2012-13)

Net income

Rs. 951 crore (US$ 202.56 million) (2012-13)

Employees

1.307 million (2013)

Divisions

16 Railway Zones (excluding Konkan Railway)

Website

Indianrailways.gov.in

PROJECT ON INDIAN RAILWAY

EVOLUTION OF RAILWAYS
The novel plan for the introduction of a rail system, transformed the whole history of India.
This innovative plan was first proposed in 1832; however no auxiliary actions were taken for
over a decade. In the year 1844, private entrepreneurs were allowed to launch a rail system by
Lord Hardinge, who was the Governor-General of India. By the year 1845, two companies
were formed and the East India Company was requested to support them in the matter. The
credit from the UK investors led to the hasty construction of a rail system over the next few
years.
On 22nd Dec' 1851, the first train came on the track to carry the construction material at
Roorkee in India. On September 22, 1842, British civil engineer Charles Blacker Vignoles,
submitted a Report on a Proposed Railway in India to the East India Company.[1] By 1845,
two companies, the East Indian Railway Company operating from Calcutta, and the Great
Indian Peninsula Railway (GIPR) operating from Bombay, were formed. With a passage of
one and a half years, the first passenger train service was introduced between Bori Bunder,
Bombay and Thana on the providential date 16th Apr' 1853. This rail track covered a distance
of 34 kms (21 miles). Ever since its origin, the rail service in India never turned back. The
British Government approached private investors and persuaded them to join the race with a
system that would promise an annual return of 5% during the early years of operation. Once
finished, the company would be transferred under the Government ownership, yet the
operational control will be enjoyed by the original company. In 1880, the rail network
acquired a route mileage of about 14,500 km (9,000 miles), mostly working through Bombay,
Madras and Calcutta.
By 1895, India had started manufacturing its own locomotives. Into time, different kingdoms
assembled their independent rail systems. In 1900, the GIPR became a government owned
company. The network spread to modern day states of Assam, Rajasthan and Andhra
Pradesh and soon various independent kingdoms began to have their own rail systems. In
1901, an early Railway Board was constituted, but the powers were formally invested
under Lord Curzon. It served under the Department of Commerce and Industry and had a
government railway official serving as chairman, and a railway manager from England and
an agent of one of the company railways as the other two members. For the first time in its
history, the Railways began to make a profit. It was comprised of three members - a
7

PROJECT ON INDIAN RAILWAY

Chairman, a Railway Manager and an Agent respectively. For the very first time in its
history, the Railways instigated to draw a neat profit. In 1907, most of the rail companies
were came under the government control. Subsequently, the first electric locomotive emerged
in the next year. During the First World War, the railways were exclusively used by the
British. In view of the War, the condition of railways became miserable. In 1920, with the
network having expanded to 61,220 km, a need for central management was mooted by
Sir William Acworth.

The period from 1920 to 1929 was a period of economic boom. Following With the Second
World War, the railways got incapacitated since the trains were diverted to the Middle East
(the Great Depression, the company suffered economically for the next eight years).
The Second World War severely crippled the railways. Trains were diverted to the Middle
East and the railways workshops were converted to munitions workshops. By 1946 all rail
systems were taken over by the government.

On the occasion of India's Independence in 1947, the maximum share of the railways went
under the terrain of Pakistan. The existing rail networks were forfeited for zones in 1951 and
6 zones were formed in 1952. With 1985, the diesel and electric locomotives took the place
of steam locomotives. In 1995, the whole railway reservation system was rationalized with
computerization.
History of Railway in India- Important Years

1832- Plans were proposed to introduce a rail network in India.

1844- Private entrepreneurs set up a private rail system in India.

1851- Trains became operational.

1875- 95 million pounds were invested into Indian railways by British companies.

1895- Indian locomotives began to operate in the country.

1907- The government obtained total control over most of the rail companies.

1908- First electric locomotive was introduced.

1947- 40% of the railway network came under Pakistan's possession.

PROJECT ON INDIAN RAILWAY

History of Indian Railways- Important Years

After India obtained independence from the British, the rail network in the country was
christened as the Indian Railways.

1951- Nationalization of the rail system in India took place.

1952- Six railway zones were introduced.

1995- Steam locomotives became obsolete. Only diesel and electric locomotives were
operational.

1987-1995- The Indian Railways reservation system was computerised.

PROJECT ON INDIAN RAILWAY

Growth of Railways
Start of Indian Railways
Following independence in 1947, India inherited a decrepit rail network. On the whole, 42
independent railway systems with thirty-two lines were merged in a single unit and were
acknowledged as Indian Railways & hence it earned the distinction of being one of the
largest railway networks in the world. About 40 per cent of the railways then passed through
the newly independent republic of Pakistan. A large number of lines had to be rerouted
through Indian Territory, and new construction had to be undertaken. Underinvestment and
unproductive management and maintenance practices have sharply curtailed growth in route
length. A total of forty-two separate railway systems, including thirty-two lines owned by the
former Indian princely states existed at the time of independence spanning a total of
55,000 km. These were amalgamated into the Indian Railways.
In 1951, the rail networks were abandoned in favor of zones. A total of six zones came into
being in 1952. As India developed its economy, almost all railway production units started to
be built indigenously. Broad Gauge became the standard, and the Railways began to electrify
most lines to AC. In 1985, steam locomotives were phased out.
Under Rajiv Gandhi, reforms in the railways were carried out. In1987, computerization of
reservation first was carried out in Bombay and in 1989 the train numbers were standardized
to four digits. In 1995 the entire railway reservation was computerized through the railways
intranet. In 1998, the Konkan Railway was opened, spanning difficult terrain through the
Western Ghats. Few of the recent developments include construction of Calcutta Metro and
Delhi Metro.

Railways (Post Reforms)

Post reforms in the 1990's the progress of the railways was not satisfactory. The Rakesh
Mohan Committee report suggested that the railways needed a complete overhaul if any
progress had to be made. Since it was not that easy from a political point of view, it was not
given due importance by the inner circle in the railways.
But with the appointment of Mr.Lalu Prasad in 2004 as railway minister, things changed
dramatically. In the next five years the minister and his team worked out a strategy to bring
about a complete turnaround in the working of the railway. Currently Mamata Banerjee has
chalked out future plans for railways which seem optimistic and achievable.
10

PROJECT ON INDIAN RAILWAY

The economic turn-around was a result of:

Higher freight volumes.

Increased occupancy in passenger trains.

Monitor costs and reduce tariffs.

The railways have managed to improve their market share and operating margins. The
government has been credited with pursuing inclusive reforms, without comprising on the
social obligation.
The railways have been applauded for improved customer service and for reducing passenger
fares.

Some of the salient features of the reform are:

A well planned strategy to build around capacity generation through optimization of the
existing infrastructure and assets.

Adopting a different approach to the social and commercial segment of the traffic.

Increasing the passenger carrying capacity of important trains. Improved operational

efficiency meant the unit cost of operation reduced.

Dynamic and market driven tariff policy linked to seasonality and price elasticity of

demand.

The policy of overhaul increase in freight rates has been replaced by a system of

differential tariff based on market conditions.

Tremendous growth in traffic volumes, revenues and surpluses has proven the fact

that the process of globalization has brought positive results for everyone concerned.

11

PROJECT ON INDIAN RAILWAY

The Future Prospects

The railways have devised a planned strategy to remove bottlenecks and increase capacity to
meet the demand. The key areas of focus would be up gradation of infrastructure,
modernization of wagons technology, advanced signalling and telecommunication, induction
of high horse power locomotives, grade separation and usage of information technology to
decrease transit times and reduce unit operational cost.

The railways also propose to construct state of the art passenger and freight terminals
bench.

Over the next 5 to 10 year the government plans to give utmost priority to low cost,
rapid pay back and high return investments with the view of speeding up works on
doubling railway line, port connectivity, gauge conversion, signalling and telecom,
renewal of assets and modernization of passenger terminals.

The government has initiated private investments in major stations to create world
class passenger amenities and services.

There is an increase in demand for coaches. The government has proposed to meet the
increase in demand partly through increase in the capacity in the existing production
units and partly by setting up a new manufacturing unit through a joint venture under
Public Private Partnership (PPP).

The railways are also planning to build a super specialty hospital in Patna. If
successful, the concept would be extended to other parts of the country.

12

PROJECT ON INDIAN RAILWAY

ORGANISATIONAL STRUCTURE
Indian Railways is a department owned and controlled by the Government of India, via the
Ministry of Railways. As of May 2014, the Railway Ministry is headed by Sadanand Gowda
Union Minister for Railways, and assisted by two ministers of State for Railways. Indian
Railways is administered by the Railway Board, which has a financial commissioner, five
members and a chairman.

13

PROJECT ON INDIAN RAILWAY

Human Resource Management: Challenges and opportunities

The core aim of Human Resource Management is to attain the organization effectiveness.
Transport is one of the service sectors in India. Indian Railways is the life line of India.
Indian Railways carried 19 millions of passengers and 2.29 million tonnes of freight every
day during the year 2008-09. The Indian Railways organization structure depicts the superior
subordinate relationship in vivid manner. The density of human resource in Indian Railways
is at 22 Human Resource per kilometre. The electrification network is at 29 percent to the
total route kilometres. However, the electrifications network should further increased to 50
percent in order to render the best services to the commuters.
The socio-economic development is linked with the number of railways stations; hence the
railway stations should further increase. The electric engines are eco friendly, fastest and
cheapest hence. The number of electric engines should further increase in number in order to
render best services to the goods and commuters in Indian Railways. The net revenue reflects
the contribution of Indian railways to the Indian exchequer. The net revenue in Indian
Railways is substantial at Rs 9174.45 crores while the operating ratio is at 90 percent during
the year 2008-09. The Productivity is substantial in Indian Railways through NTKMS and
PKMS. The Human Resource cost to the Total cost in Indian Railways is at 55 percent due to
the implementation of the VI pay commission.
The market share of Indian Railways is at 30 percent during the year 2008-09 hence, the
Railway Board ought to take decisions in tapping the small consignments also to boost up the
productivity and net revenue. However, the Indian Railways should focus on the core
activities and the non core activities should be given to the BPO. The USA railroad length
network is the largest in the entire globe while the Indian Railway stands fourth largest in the
Network through the route kilometres. Indian Railways stands second in the deployment of
Human Resource with 14 lakhs during the year 2007-08. Indian Railways stand fourth largest
as far as the freight tones are concerned. However Indian Railways has the highest PKMS
with 694764 millions in the entire globe. The Human Resource Planning is the core aspects
of the Human Resource Management. The Human Resource has reduced by 2.66 lakhs
during the period 1990-91 to 2008-09 depicts vividly the human planning strategy to reduce
the human resource on one hand and to reduce the human resource cost of Rs 3,273 crores on
the other. The Recruitment and Selection of group A&B officers is empowered to UPSC
14

PROJECT ON INDIAN RAILWAY

while The Railway Recruitment Board is empowered to recruit the group C and D staff.
However, the RRBs have to follow the recruitment and selection pattern of the UPSC.

Challenges and opportunities

The core aim of Human Resource Management is to attain the organization effectiveness.
Human

Resource

Management

includes

the

following

key

aspects

Human Resource Planning aims at anticipating the movement of Human Resource in the
organization on account of Turnovers, Transfers, Retirement and Promotions. Recruitment
and Selection aims at to select the right person at the right place. Training helps in upgrading
the skills, knowledge and attitudes while Development is to enhance the skills, knowledge,
and Personality Development.
Training and Development helps in synchronization of Human Resource in an effective
manner for achieving the goals of the organization. Reward Management is one of the tools
for encouraging the desired employee behaviours while the Human Relations will help in
boosting the morale of the employees.

Of all the resources, the Human Resource is vital for utilization of scarce resources in
an effective and efficient manner. The author of Personnel Management C B.
Mamoria states that the organizations performance and resulting productivity are
directly proportional to the quality and quantity of human resources, hence, the
significance of the Human Resource.

Service sector is the life line of the economic growth of the country. Transport is one
of the service sectors in India. Indian Railways caters to the needs of the commuters
and movement of bulky goods for longer distances in India. Indian Railways are the
life line of India. Indian Railways are the cheapest, fastest and safest means of
transport in India in comparison to Roadways.

Indian Railways is one of the gigantic public undertakings enriched with fixed assets. Viz:
64015 Route Kilometres, 7030 Railway Stations while the Railway Bridges are 1, 30,776 in
number. About 29 percent of Total Route kilometres has Electrification network in Indian
Railways.

15

PROJECT ON INDIAN RAILWAY

The Indian Railways Fleet is substantial with 4963 Diesel Traction, and 3586 Electrical
Traction, while 2, 11,763 Wagons, and 49110 Passenger service Vehicles. The Total strength
of Human Resource in Indian Railways is at 13.86 Lakhs during the year 2008-09.
The Medical and Health services of employees are taken care with the help of 121 Hospitals
and 586 Health units. Apart from that the 133 private hospitals recognized for medical
treatment also do render the yeomen services. About 46 percent of the employees are
provided with Railway Accommodation facilities. The total area of 4.31 lakhs in hectares of
Land is the hallmark of Indian Railways. Indian Railways carried 19 million passengers and
2.29 million tonnes of freight each day during the year 2008-09.The Railway Board
synchronizes of scare resources with the help of Human Resource in Indian Railways. Human
resource helps not only in tapping the fixed and scare resources of organization in an
effective and efficient way but also in attaining the goals of organization in a rapid manner.
In fact, they are the real assets of Indian Railways.

RAIL BUDGET AND FINANCES

The Railway Budget deals with planned infrastructure expenditure on the railways as well as
with the operating revenue and expenditure for the upcoming fiscal years, the public elements
of which are usually the induction and improvement of existing trains and routes, planned
investment in new and existing infrastructure elements, and the tariff for freight and
passenger travel. The Parliament discusses the policies and allocations proposed in the
budget. The budget needs to be passed by a simple majority in the Lok Sabha (Lower House).
The comments of the Rajya Sabha (Upper House) are non-binding.
Indian Railways is subject to the same audit control as other government revenue and
expenditures. Based on anticipated traffic and the projected tariff, requirement of resources
for capital and revenue expenditure of railways is worked out. While the revenue expenditure
is met entirely by railways itself, the shortfall in the capital (plan) expenditure is met partly
from borrowings (raised by Indian Railway Finance Corporation) and the rest from budgetary
support from the Central Government. Indian Railways pays dividend to the Central
Government for the capital invested by the Central Government.

16

PROJECT ON INDIAN RAILWAY

As per the Separation Convention (on the recommendations of the Acworth Committee),
1924, the Railway Budget is presented to the Parliament by the Union Railway Minister, two
days prior to the General Budget, usually around 26 February. Though the Railway Budget is
separately presented to the Parliament, the figures relating to the receipt and expenditure of
the Railways are also shown in the General Budget, since they are a part and parcel of the
total receipts and expenditure of the Government of India. This document serves as a balance
sheet of operations of the Railways during the previous year and lists out plans for expansion
for the current year. The formation of policy and overall control of the railways is vested in
Railway Board, comprising the Chairman, the Financial Commissioner and other functional
members of Traffic, Engineering, Mechanical, Electrical and Staff departments.
Indian Railways, which a few years ago was operating at a loss, has, in recent years, been
generating positive cash flows and been meeting its dividend obligations to the government,
with (unaudited) operating profits going up substantially. The railway reported a cash surplus
of INR 9000 cr in 2005, INR 14000 cr in 2006, INR 20,000 cr in 2007 and INR 25,000 cr for
the 2007-2008 fiscal year. Its operating ratio improved to 76% while, in the last four years, its
plan size increased from INR 13,000 cr to INR 30,000 cr. The proposed investment for the
2008-2009 fiscal years is INR 37,500 cr, 21% more than for the previous fiscal year.
Budget Estimates-2008 for Freight, Passenger, Sundry other Earnings and other Coaching
Earnings have been kept at INR 52,700 cr, INR 21,681 cr, INR 5,000 cr and INR 2,420 cr
respectively. Maintaining an overall double digit growth, Gross Traffic Earnings have been
projected as INR 93,159 crore in 2009-10 (19.1 billion USD at current rate), exceeding the
revised estimates for the current fiscal by INR 10,766 crore. Around 20% of the passenger
revenue is earned from the upper class segments of the passenger segment (the airconditioned classes).

17

PROJECT ON INDIAN RAILWAY

PUBLIC EXPENDITURE ACCOUNTABILITY OF THE INDIAN

RAILWAYS
In a largely government controlled economy, the Indian Railways (IR) has been used as a tool
of dispatch towards government objectives. A separate budget owing to historical
circumstances is just one of the features that mark the close bondage between the government
and its chief logistics agency. The basic attitude of running IR is that of a bureaucracy. A
welfare outlook has burdened IR with many liabilities.
Populist measures leading to an irrational fare structure with a heavy cross subsidy of the
passenger sector by freight has corroded its viability as a profit making entity. Its share in the
goods transport sector has steadily slipped behind road. An unwieldy workforce means that a
greater part of its finances are being diverted towards staff costs and pensions. This is
seriously compromising IRs ability to invest in capital goods like tracks and rolling stock
leading to an alarming safety issue and the inability to keep abreast with global technology
standards.

Railway Government Interface

While considering the IR government interface, it is necessary to understand certain roles and
define some terms. IR is under the Ministry of Railways, which is referred to as the central
government in the Indian Railways Act. The word government in this paper refers to the
Government of India (GOI) which consists of all the other government agencies (including
the Finance Ministry) other than IR. The Railway Minister (who heads the Ministry of
Railways) acts as a link between the GOI and IR. The Railway Board heads the executive
arm of IR and is also the secretariat to advise the Railway Minister on all matters concerning
railway management. This section begins with an examination of the Indian Railways Act,
1989. This is followed by an analysis of the financial interface of IR and GOI. The special
railway budget is considered next followed by an overview of the different issues related with
political interference in the working of IR. IRs interactions with state governments form the
last part of this section.

18

PROJECT ON INDIAN RAILWAY

The Indian Railway Act -1989

The Indian Railways Act enacted by Parliament vests the central Government (Ministry of
Railways) with powers over the functioning of IR. There are chapters dealing with railway
administrations, Commissioners of Railway Safety, construction and maintenance of works,
opening of railways, fixation of rates, carriage of passengers and goods etc. The act provides
for operational independence of IR. There are only few instances when there is need for
direct interaction with Parliament. They are related to safety, and exemptions and
amendments with respect to the Act. The Chief Commissioner of Railway Safety is required
to lay down an annual report of the activities of the Commissioners of Railway Safety before
Parliament. Exemptions from the rules or inclusion of new rules into the Act also require the
approval of Parliament. The separate Railway budget (discussed later), that is presented
annually in the Parliament, is more a matter of convention and is not required by the Act.

Financial Interface between GOI and IR

The financial interface between GOI and IR has three dimensions: budgetary
support, IRFC and dividends. The budgetary support is a direct fund input by the GOI into IR
for plan investments. The borrowings of IRFC warrant mention in this section as they involve
an indirect funding support to IR - The GOI eventually guarantees all IRFC borrowings. The
dividend is a return on investment that IR pays annually to GOI.
It is to its credit that IR, unlike its counterparts even in many developed countries, has been
able to maintain an operating profit and has been sourcing funds for investments through
internal resources. Even so, there is not enough funding. Part of this shortfall has been met by
the governments budgetary support. The share of budgetary inputs in the investment plans
has been varying, with IR having to look for other strategies like market borrowings through
the Indian Railways Financial Corporation (IRFC) and schemes like Build Operate Lease
Transfer (BOLT) and Own Your Wagon (OYW).

19

PROJECT ON INDIAN RAILWAY

Large-scale investment required to improve Indian Railways

The Indian Railways is crawling in a phase of state-sponsored decay. Despite being a crucial
mode of transport across the country, the system has hardly been developed over the past
years. While the new terminal at Mumbais international airport is earning raving reviews,
the train system in India has sadly been neglected.

Since its inception in 1853, the railway network in India has hardly developed to meet
international standards. The first ever train, carrying 400 passengers, ran between Mumbai
and Thane at a speed of about 28 kmph. In comparison, a Mumbai slow local suburban train
currently runs at an average speed of just 50 kmph. The increase in speed is marginal despite
the railway service being over 161 years old. Slow speeds are an endemic problem across the
Indian Railways and not just on local Mumbai trains. Even Indias much-hyped Shatabdi
Express currently runs at a speed which was attained in Europe before the Second World
War. The incumbent United Progressive Alliance government has considered foreign
investment to breathe life into the Indian Railways. Across the world, investors are realizing
the importance and profitability of a railway network. The railway network in the Arabian
Peninsula has seen a surge in investments over the past ten years. However, considering the
decaying state of the Indian railways, it will take much more than foreign funds to improve
its standards.

Fell short of its target

During the 11th Five-Year plan (2007-2012), the Indian Railways fell short of its targets by
25 percent. Comparatively, the gas and pipelines sector overachieved by 80 percent while the
telecom industry grew by 25 percent. Despite the likes of Lalu Prasad, Mamata Banerjee and
Nitish Kumar being Union Railway Ministers in the past, the Indian Railways havent
expanded by a large margin despite the vastness of the country. According to a report by
Ernst and Young, India has added just 13,000km of new railway line since independence in
1947. In comparison, Chinas Railway Construction Corporation added 14,000km between
2006 and 2011 and plans to invest a further US$ 104.2 billion this year.

20

PROJECT ON INDIAN RAILWAY

Safety, or the lack of it, is a major factor plaguing the Indian Railways. A report by a safety
review committee stated: The financial state of the Indian Railways is at the brink of
collapse unless some concrete measures are taken. Passenger fares have not been increased
over the last decade during which many passenger-carrying trains were introduced on the
existing overloaded infrastructure. This has strained the infrastructure way beyond its limit
and all the safety margins have been eaten up, pushing Indian Railways to a regime of
adhocism in infrastructure maintenance.
The only reason the Indian Railways has survived this long is due to the absence of a
competitor or the lack of a viable alternative. India has the fourth biggest railway network in
the world and therefore should have skilled staff, the best engine industry and most efficient
signaling technique. However, despite a massive revenue base, a lot is left to be desired on
the Indian Railways.

21

PROJECT ON INDIAN RAILWAY

SWOT & PESTEL ANALYSIS

SWOT Analysis of Indian railway:
Strengths:
Financial back up from government.
Biggest company in the world in terms of Employee Strength.
Large Infrastructure.
Large Network across the country.
Luxurious and also affordable to common man.

Weakness:
Assets are not properly utilized
Government protocols, lot of negligence.
Lack of safety measures in all trains.
Delay in train timings.

Opportunities:
Use of Latest Technology.
Better customer service.
Metro trains in cosmopolitans cities.

Threats:
Heavy vehicles with two trailers may replace freights carriage.
Low cost airlines.
Development of roadways.

22

PROJECT ON INDIAN RAILWAY

PESTLE Analysis:
Political:
The Indian Railways is owned and run by the government of India. As a result
There was lot of policy changes which resulted in increase in efficiency of the railways

Economic:
IR is a Public Sector Undertaking so fund flows were taken care of by the Government and
Revenue generated helped in economic prosperity of the country.

Social:
As there was no further hike in the travel fare, so travel was made affordable for common
man at the same time the additional services were also provided. This led to considerable
increase in revenues and tourism.

Technological:
Introduction of Diesel engines, Electric super fast trains, redesigning of coaches and
improved safety measures were undertaken which earned more revenues to the railways.

Legal:

The contracts undertaken by the railways for freight carriages and insurance are major of
Legal aspects.

Environmental:

Introduction of electric engine helped in decreasing the pollution. Also Introduction of

Kulhars (cups made of mud) and ban on use of plastic cups in train also led to decrease in
pollution and gave financial help to potters.

23

PROJECT ON INDIAN RAILWAY

Alternative Financing Initiatives of Indian railway

FIRST STEP IN MARKET BORROWINGS
IR realized the resource gap between the requirement and funds available as long
back as in 1984, when it started market borrowings through its first special purpose
vehicle (SPV), Indian Railway Finance Corporation (IRFC). Money raised by IRFC
through issue of bonds was used for acquiring rolling stock like locomotives and wagons,
which were then leased to IR against committed lease charges.

IR in turn distributed

these assets to Zonal Railways, who were then paying lease charges to IR as a part of
their revenue expenditure. This arrangement continues even today.
SECOND STEP OF CUSTOMER OWNED ASSETS
The second initiative taken in 1980s was to encourage big institutional customers to own
their wagons through Own Your Wagon Scheme (OYWS).

The wagons so procured were

operated on predetermined routes as decided by the company owning the wagons.

The

Company was given guaranteed supply of wagons by IR and also predetermined

discount in freight rate as lease charges. This policy did not survive for long as it suited
only few cash rich industrial units with consistent source of supply and regular need of rail
transport.
CONTAINER MARKETING & PRIVATISING PARCELS
By mid 1990s, IR revolutionized their loading performance by introducing speedier bulk
movement with only end to end train examination. During the same time, IR established
Container Corporation of India Ltd (CONCOR)to cater to smalls and piecemeal traffic
through containerized service. Both these initiatives led to higher growth and better services
in cargo and piecemeal traffic. CONCOR remains under IRs control but has since
outsourced lot of its activities to private sector during its expansion.
CATERING & TOURISM SERVICES
IR was providing catering and tourism services on its own.

It was felt that a

professional body should take over these activities relieving Railways of this ancillary
Industry. This resulted in creation of Indian Railway Catering & Tourism Corporation Ltd.
(IRCTC) in 1999.

24

PROJECT ON INDIAN RAILWAY

PROJECT COST SHARING WITH STATE GOVERNMENT

With a view to meet aspirations of various State Governments, the concept of cost sharing
with State Government was first initiated on Mumbai Suburban System for linking
Mumbai with Navi Mumbai through Thane Creak Bridge. Maharashtra Government
through its PSU, CIDCO contributed 2/3rdof the cost of this project. The cost was proposed
to be recovered through surcharge on all tickets issued to stations in Navi Mumbai. The
model and its variants have been subsequently tried out for projects in the states of
Karnataka. Andhra Pradesh, Jharkhand. Tamil Nadu & West Bengal There are a large
number of other states which have also signed agreements with IR. The improvement in
infrastructure helps the State Government ultimately and Railways get the advantage of
having to do only part funding of the projects.
PORT LINKING PROJECTS
IR has launched several schemes to supplement investment in partnership with private
players for specific projects to develop port linkages. These include setting up of private
terminals and public private partnership to provide rail connectivity to new upcoming
ports. Rail linkages to Gujarat Pipavav Port Ltd and Adani Port Ltd were the earliest projects
to be done under the scheme. Similar efforts are on for developing other port linkages with
private participation.
OTHER EFFORTS
Apart

from

construction/

gauge

conversion

of

railway

participation, Railways have also privatized tourist trains.

lines

through

private

Palace on Wheels has been

operating for over a decade now. Another tourist train Deccan Odyssey is being run by
Maharashtra State Tourist Corporation. Privatisation of some more tourist trains including the
Kisan Tourist Train to cater to common people is on the anvil.
As can be seen from above, though some progress has been made since last over a decade
to bring in alternative financing, it has not been enough for meeting the investment
requirement of IR; both in capacity augmentation and revenue generating projects.
There is a growing realization that the solution lies in Government sharing the cost and the
risks with private sector through fair and appropriate risk sharing mechanisms
embedded in well designed concession agreements for PPP projects.

25

PROJECT ON INDIAN RAILWAY

PUBLIC PRIVATE PARTNERSHIP INITIATIVES OF

RAILWAYS
Several models of Private - Public Partnership are now being used in various
infrastructure projects in the Transport Sector including Railways.

The spectrum of

projects varies from leasing out of Government owned facilities to BOO (Build, Own,
Operate) and BOT (Build, Operate and Transfer).
While it is possible for other infrastructure projects in ports, highways & airports to be an
independent system which could be operated and maintained independently of the existing
system, the same is not possible for Railways.

Here any project has to be

supplementary or an extension to an existing larger railway network. Due to this

historical perspective, railway activities are not readily available to private sector which
poses a new challenge of building capacity with private sector through PPP. Following are
some PPP project initiatives undertaken by Railways. Detailed write ups on these projects,
their efficacy and lessons learnt from them are as follows:
INDIAN RAILWAY CATERING & TOURISM CORPORATION LIMITED (IRCTC)
Indian Railway Catering and Tourism Corporation Ltd has been set up by the Ministry of
Railways with the basic purpose of hiving off entire catering and tourism activity of the
railways to the new Corporation so as to professionalise and upgrade these services with
public-private participation.
IRCTC was incorporated in 1999 as a marketing arm of IR with an authorized capital of
Rs.50 crores and a paid up capital of Rs 20 crores to hive off the entire catering and internet
booking activity of Railways. It started its operations from 1stAugust, 2001.
In all the below mentioned missions, IRCTC has adopted PPP as a primary strategy. The
Companys operations have been profitable and it earned a net profit of Rs 20.75
crores in FY -08 and paid a dividend of Rs 4.15 crores.

26

PROJECT ON INDIAN RAILWAY

PPP IN FOOD PLAZAS

IRCTC has tied up with well known entities in hospitality industry such as McDonalds,
Subway, Amul, Haldiram etc to open food plazas at major stations. Till March 2008, 53 food
plazas had become operational and licences for 10 more had been issued.

The

partnership is fully market driven and entire investment is through private partner on long
term basis with a concession of at least ten years. The payment is in two parts, one time
upfront fee and then an annual fee based on land use charges and business license fee. The
annual fee is then shared with IR to the extent of 40%. This arrangement is working well as
can be seen from example of Bombay Central Station. A McDonalds / R.K. hospitality
food plaza opened at that station has given an upfront concession fee of Rs. 2crores, an
annual land use charge of Rs.3 lakhs plus an annual license fee of Rs.2.5 lakhs to the
Railways.

PPP IN INTERNET TICKETING

The Internet Rail reservation was launched in August 2002 with Railway booking
through the internet with ticket delivery to the customer. During 2007-08, a total of 1.89
crores e tickets valued at over Rs 1705 crores were booked through the IRCTC web site.
IRCTC has also launched Rail Reservation through Mobile phones of HUTCH,
RELIANCE and IDEA CELLULAR. This service is available in all circles of these
operators. IRCTC is now tying up with mobile companies for reservation through SMS.
IRCTC earns revenue out of payments made to them by IR for each such ticket out of service
charges levied by them on the customers

RAIL SAMPARK 139

IRCTC had taken up the project for launch of Integrated Train Enquiry System- Rail
Sampark 139 with the objective of providing State of the Art enquiry services to Railway
Passengers all over the country. This was a pioneering PPP project where the call centre was
taken on a revenue model rather than on a cost model. This project has brought about a sea
change in the quality of enquiry services available to Rail Passenger across the
country. Work is on for launch of various value added & premium services

27

PROJECT ON INDIAN RAILWAY

PPP IN BUDGET HOTELS & YATRI NIWAS

IRCTC has taken over YatriNiwas at New Delhi, Howrah and BNR hotels at Puri. In
addition, IRCTC proposes to establish Rail YatriNiwas on surplus unused Railway land for
passengers at Bangalore, Secunderabad, Bhopal, Chandigarh, Madurai and Sealdah in the
first phase.

In all these PPP initiatives, IRCTC will act as an interface between IR and the

private investor

DEPARTMENTAL CATERING BUSINESS

IRCTC has from 1st January, 2004 onwards taken over 18 departmental catering units, 659
commission vendor and almost 3125 staff.

The departmental staff will be phased out

gradually and business would be gradually outsourced.

FUTURE OUTLOOK

Complete takeover of departmental catering activity and licensee management from IR along
with the departmental staff. Consolidate Railway catering services through public private
partnership. Enhance tourism business by utilizing Rail passenger services on major routes
and hill Railways. Promote multiple distribution channels for Rail tickets through state of art
technologies Establish Rail YatriNiwas / Budget hotels on surplus unused Railway land.
SUCCESS / FAILURES
It has been a success story all the way. IR and IRCTC have hugely benefited from PPP in
food plazas. IRCTC has helped IR in reducing its workforce in this loss making
peripheral activity and has hugely succeeded in improved ticketing, enabling business tie ups
with Banks, mobile phone service provider, credit card and cash card companies etc. IRCTC
model as an intermediate PSU for privatization and outsourcing has proved to be a success.
This is more so because IR provides a captive market for peripheral services. There is an
untapped huge opportunity in licensing of commercial space for which, another
Corporation is being proposed.

The success of IRCTC has reinforced the perception

that Railways should concentrate on what it does best- manage the railway operations
and exit all the peripheral activities.

28

PROJECT ON INDIAN RAILWAY

Indian Railways has been consistently recording impressive growth rates for the last few
years. The cash surplus before dividend and net revenue are estimated at US$ 6.17 billion and
US$ 4.53 billion, for 2007-08 respectively. This has placed Indian Railways in a much better
position ahead of many of the Fortune 500 companies. India Railway has taken up one of
the most ambitious annual plans for 2008-09 with huge investment of about USD 7.91
billion. The plan includes a total budgetary support of USD 1.66 billion that includes USD
163.33 million from the Central Road Fund. This much ambitious plan is eying massive
profits of more than USD 20.447 billion for the year2008-09.

Initiatives
The Indian Railways has initiated one of the most challenging growth targets for the coming
year. This has been claimed on the basis of the most innovative plans and initiatives thought
out by the ministry. Over past few years Indian Railways has remarkably transformed itself to
set a bench mark in the global level.

construction of a dedicated freight corridor, with an investment of US$ 81.92 million

slated for 2008-09 and US$ 614.40 million for 2009-10

Development of PPP envisaged in new routes, railway stations, logistics parks, cargo
aggregation and warehouses etc.

Development of 100 budget hotels with private participation in the vicinity of railway
stations.

Installation of Wi-Fi for providing wireless access at 500 stations.

Establishment of integrated logistic parks on unused lands.

Development of agri-retail hubs, cold storage houses, multi-purpose warehouses on

surplus land with the Railways.

Renewal over 2941 kilometres (kms), which will require 3, 39,288 tonnes of rail steel,
and sleeper renewal over 2382 kms.

The rapid rise in international trade and domestic cargo has placed a great strain on the DelhiMumbai and Delhi-Kolkata rail track. Government has, therefore, decided to build dedicated
freight corridors in the Western and Eastern high-density routes. The investment is expected
to be about Rs. 22,000 crore (USD 4.525 billion). Requisite surveys and project reports are in
progress and work is expected to commence within a year.

29

PROJECT ON INDIAN RAILWAY

PROJECT REPORT
CARRIAGE & WAGON WORKSHOP, MATUNGA

The Carriage Workshop, Matunga was set up in 1915 as a repair workshop for broad gauge
and narrow gauge coaches and wagons of the erstwhile Great Indian Peninsular (GIP)
Railway. The workshop covers a triangular piece of land/area of 35 hectares, including a
covered area of about 11 hectares, skirted by the Central Railway suburban corridors on the
east and the Western Railway corridors on the west.
The workshop now carries out Periodical Overhaul (POH) and heavy corrosion repairs of
main line as well as EMU coaches. Last year ie in 2009-10, a total of 3182 coaches consisting
of 2207 Non AC, 341 AC coaches and 634 EMU coaches were attended. For the year 201011 target is 1884 Non AC, 360AC and 720 EMU coaches.
The workshop is certified with ISO 9001/2000 and ISO 14001/1996 since 2001 & 2002
respectively. It was last recertified for ISO 9001-2000 in 2007 & ISO 1400-2004 in 2008.
Now this workshop is going one step ahead to adopt Integrated Management System
covering ISO: 9000, ISO: 14000 & ISO: 18000 (Occupational Health and Safety Assessment
Series). The system is likely to be implemented by July 2011.

30

PROJECT ON INDIAN RAILWAY

A FEW FIRSTs OF MATUNGA WORKSHOP

First Zonal workshop on Indian Railways to start Cushioning in Unreserved Coaches
from Oct. 2008. PROVISION OF CUSHIONED SEATS IN ALL GS/SLR
COACHES DURING POH HAS BEEN CARRIED OUT

First Zonal workshop on Indian Railways to provide all coaches with Bogie Mounted
Air Brake System by the end of Jan.2011. The bogie mounted brake system is not
only more reliable but also gives faster braking and release of brakes thus making
trains faster.
First workshop to implement Payment to contractors & suppliers through NEFT from
15th July 2010.

31

PROJECT ON INDIAN RAILWAY

First Zonal workshop on Indian Railways to start cleaning of bogies by Grit blasting
in 2004. This has improved the safety standards of Rolling stock by enabling better
examination

First Zonal Workshop in Indian Railways to provide consultancy for ISO 9001:2000
Certificate to another unit. (Kalyan Freight Depot in the year 2003)
First Railway unit in which more than 3500 workers, supervisors, union officials and
officers took pledge on the New Year day against PASTING OF POSTERS on walls
on 1st January, 2003.
First Zonal Railway workshop to convert all ARMEs and A Class ARTs into Air
brake in the year 2002.
First Zonal Railway Workshop in Indian Railways to get ISO-14001 Certification in
the year 2002.
First Zonal Railway Workshop in Indian Railways to get ISO-9001 Certification in
the year 2001.
First Zonal Railway Workshop in Indian Railways to get ISO-9001 Certification in
the year 2001.
First Zonal workshop to start provision of bogie mounted air brake system in 1993-94.
First zonal workshop to provide Nylon 66 bushes in brake rigging in 1980.
The only workshop to have been nominated in 1953 to manufacture the Honourable
President twin-car Saloon based at New Delhi & thereafter regularly doing its POH.

32

PROJECT ON INDIAN RAILWAY

NOTABLE ACCOMPLISHMENTS
Coaches For Heritage Special
Lifeline Express
Deccan Odyssey
Retro fitment Of Dc To Ac/Dc EMU(Siemens)

STAFF STRENGTH OF MATUNGA WORKSHOP

Supervisors
TOTAL

584

Skilled
Technicians
5790

33

Supporting
Staff
1361

Total
7719

PROJECT ON INDIAN RAILWAY

INNOVATIONS BY MATUNGA WORKSHOP

1) HEADSTOCK MANIPULATOR AND FIXTURE

Earlier repair to the head stock was being carried out by replacing/repairing individual items
of the headstock assembly viz. HS, Aux. HS, yoke bracket, stiffner etc. during the corrosion
repair of the coaches. Fixture for assembly of complete headstock has been commissioned
which facilitates precise and expeditious assembly of headstock. The manipulator facilitates
down hand welding which enhance welding quality and thereby safety.

2) GRAVITY CONVEYER SYSTEM

A gravity conveyer system was commissioned to eliminate manual handling for painting of
coil springs. The springs are now being painted in two stages primer and black painting.
The gravity conveyer system minimizes handling of springs, saves time and also improves
quality of spring painting.

34

PROJECT ON INDIAN RAILWAY

3) MOTORIZED BEARING AND AXLE BOX EXTRACTION SYSTEM

Motorized bearing and axle extraction system has been commissioned which saves man hour
and thereby additional outturn per shift is achieved. By using this extractor bearings are
pulled out easily, safely and without any defects. In manual extraction some bearing could
not be pulled out due to over pressure and other defects. In such cases wheel discs were
pressed off along with bearing in wheel press machine.

4) ROOF LEAKAGE TESTING BY SPRINKLING WATER ON THE ROOF

During the monsoon season, divisions had complained for leakage through the coach roof. To
overcome this problem, Matunga workshop has developed in-house roof leakage testing
facility by sprinkling the water on the roof top. This innovation may help to examine the roof
leakage on the coach and attending the same.

35

PROJECT ON INDIAN RAILWAY

5) BSS/BRAKE BLOCK HANGER TESTING AND PAINTING INTEGRATED

WORK STATION

BSS and Break Block Hangers were tested in C&M Lab at BB end Trolley Shop and
transported to Smithy Shop for Stress reliving &Painting.
An Integrated Work Station is developed in Smithy Shop for BSS and Break Block Hangers
in Smithy Shop for Testing, Stress reliving &Painting. This has helped to reduce
transportation manpower and also has improved the quality.

36

PROJECT ON INDIAN RAILWAY

6) PROVISION OF VENTURY TYPE VENTILATORS AND RELOCATING BODY

SIDE WINDOWS OF KITCHEN AREA.

Four windows out of the five existing windows were closed; this will help in reducing gas
consumption as the direct air from the window will not strike the gas flames. Also as the
windows are closed possibility of throwing of garbage and water from windows is eliminated
which will prevent corrosion of body side panel.
Ventury type ventilators are provided on the top of the body side panel which improves the
ventilation in the pantry car.

7) PROVISION OF MODEL ROOM FOR ERRU TRAINING

In the Year 2006 RDSO introduced electronic rectifier regulator unit to be used in place of
conventional rectifier regulator unit. The regulation achieved in the ERRU as well as ripple
content in the E.R.R.U. is better than R.R.U. Further biggest advantage in ERRU is to get the
data downloaded from the E.R.R.U. and analysis of data for further corrective action.

37

PROJECT ON INDIAN RAILWAY

Data downloading and data analysis from the ERRU was a challenge faced by field staff. To
overcome such difficulties original manufacture of ERRU such as STASLIT, KEL, HMTD,
and ICE were called at MTN Workshop and detail training programme of field supervisor of
all Division of Central Railway was organized. During the training it was felt necessary to
provide Model Room for ERRU where all training related to ERRU such as data
downloading from various makes of ERRU, data analysis from the downloaded data,
simulation Study of various faults and identification of ERRU components etc to be given.
Matunga Workshop has taken lead towards provision of model room having flowing features.

8) COMMISSIONING OF VARIABLE VOLTAGE VARIABLE FREQUENCY

DRIVE ON ALTERNATOR TESTING BEDS

38

PROJECT ON INDIAN RAILWAY

This workshop has been taking various measures for energy conservation to achieve
considerable reduction in Electricity consumption. Variable Voltage Variable Frequency
drive with regenerative control panel is energy saving system provided in Alternator testing
bed in ER Shop. 03 Nos. of 25KW Alternator testing beds have been provided with VVVF
drive.

9) REGULAR TRAINING OF MATUNGA STAFF AT BASIC TRAINING CENTER

39

PROJECT ON INDIAN RAILWAY

At Matunga workshop BTC is having 5 class rooms and a seminar hall, having capacity to
train 175 trainees. BTC Matunga is equipped with all multimedia audio-visual teaching aids.
Various training courses are being conducted at BTC MTN like Training of Apprentice
Mechanics, Graduate Apprentice, Trade Apprentice, Competency training, refresher training,
In-plant training, pre-promotional courses, training on safety etc. Recently Interactive touch
screen board has been commissioned which is having various teaching application like
demonstration of photograph, video clips, creating new sheets from the power point
presentation, taking a print out of created work sheet etc. This modern teaching aid has
improved teaching quality in BTC. BTC Matunga is having model room which is provided
with cut section models for better understanding of important assemblies. BTC Matunga is
also having CDTS test bench, CDTS is a new technology introduced in Railway, provision of
CDTS test bench gives opportunity of better understanding of the system to the trainees of
BTC.

10) SAFETY

Safety cell Matunga was formed in November 2003 dedicated exclusively for industrial
safety. Safety cell Matunga manned with 3 safety officers belonging to Mechanical, electrical
and EMU branches. Safety cell Matunga is involved in carrying out safety audit/inspection of
various shops/sections of Matunga workshop and time to time issue of safety circulars and
instructions. Safety counseling centre is set up at Main gate Matunga. Safety cell is taking
persistent effort for provision of personal protective equipments like safety shoes, hand
gloves, masks, safety goggles etc.

40

PROJECT ON INDIAN RAILWAY

BASIC TRAINING CENTER

MODEL COACH

41

PROJECT ON INDIAN RAILWAY

FINAL FINISHED BOGGIE

UNDERSTANDING HOW SHELL IS FIXED WITH THE BOGGIE

Machine worth 3.5cr which creates flanges of a wheel

42

PROJECT ON INDIAN RAILWAY

ABONDENDED DOORS & WHEELS

INTERNAL MANUFACTURING CENTER

43

PROJECT ON INDIAN RAILWAY

Conclusions
The visualisation of Indian Railways has been made very effective through the integration of
geospatial technology in data storage and representation by developing repositories. These
repositories definitely have advantage over the existing schematic view of Indian railways
that displays just the network without any coordinates attached to the nodes and edges.

Challenges to overcome
1. To increase operational efficiency
2. To be responsive to business constituents
3. Make the information accessible and actionable
4. Re-act quickly to threats and opportunities
5. Turn I.T. into a competitive business asset
6. Technological up gradation for better maintenance of railway assets
7. To fight back the greater competition from Roadways, with major investments in
Highway network up gradation
8. Increase freight market share through higher availability of services at competitive
prices
9. Greater attention to passenger services and safety & Up gradation of the Railway
Production units for improved efficiency and productivity

44

PROJECT ON INDIAN RAILWAY

BIBLIOGRAPHY
www.cr.indianrailways.gov.in
www.researchandmarkets.com
swatpestanalysis.blogspot.com
indiarailinfo.com
www.ireps.gov.in
www.jagranjosh.com/articles-railway-recruitment indianrail.wikia.com/wiki/Production Units
www.pppinindia.com

45

PROJECT ON INDIAN RAILWAY

GROUP MEMBERS
NIKHIL ARORAATAUL BEREKAR - 4
CHETAN KHOBRAGADE - 23
GAURAV MAGARE - 27
RAHUL PANDEY - 33
TANOJ PANDEY - 34
ZEESHAN SIDDIQUI - 56
ANAND SINGH - 57
RAHUL TIWARY - 61

46