Volume 8, Issue 38 – March 2017
ISSN No. 0976-254X www.railbizindia.com
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FIRST WORDS Right or wrong, it's very pleasant... Lost in translation Even while the Government and IR continue making development related announcements, IR managements have not addressed the public loss of trust and rising skepticism. Several past commitments that were to be visions for IR have been quietly dismissed from the budget pronouncements. This mistrust starts from simple actions like letting passengers know how late a train is: it is now expected that most trains running late will run even later than any IR information: passengers have an instinctive lack of trust here. Many of the budget numbers are just plain doctored. Any survey would reveal the low trust in IR pronouncements being based on serious action plans. Examples why the messages need correction: IR has defined semi- high speed corridors for passenger trains @ 160 kph and it was expected that by now IR would lay out these; instead we just have a few minutes saving on a single train. 2014 again: for 4 rail based technical universities, a special delegation visited China. The concept was then reduced to converting the Vadodara based National Academy of IR to a holding university with affiliation of training institutes in Pune, Secunderabad, Nasik, Lucknow and Jamalpur. Proposal lies buried. Consider dynamic ticket pricing: models, veering more on fixed escalation as the travel date nears, have been tried. IR is now seemingly back to a fixed price (plus Tatkal, fixed enhanced pricing on defined set of tickets). IR has never reduced prices even on trains with low load factor. Rail Tariff regulator talk, born around 2006 arising out of IR need for tariff revision when the politicians would not hear of any increases for almost 10 years, is now passé. Initial IR efforts were to link tariffs to fuel prices but the numbers were not supportive. The concept, part of IR presentations, has now been rechristened to a Rail Development Authority that would make suggestions for tariff disputes, something already with the Railway Rates Tribunals. IR has gone silent. Commissioning dates on the dedicated freight corridors, perhaps the biggest in India s rail history, remains fluid , amid no explanation for the slippages. A vision that IR will concentrate on its core transport business and shed the need for IR owned manufacturing and non-core activities, lies buried with announcements for new facilities to suit political needs. Witness that commissioning of a station escalator is still preceded by newspaper advertisements and inaugurations are made by video links from far, far away. Not much has changed.
Next issue: July 2017
And even as freight traffic has shown a negative growth, the 2017 budget is based on a premise of 71 mt increase, without any reasons. IR needs to act to regain the lost trust. That is critical to its wellbeing. Anything else is just short term expediency.
(Vijay Raina) Editor
...to break something from time to time. ...Fyodor Dostoyevsky
Volume 8, Issue 38 – March 2017
CONTENTS www.railbizindia.com
IR Budget: exclusive opinions
Consulting Editor Sumant Chak, AITD
5
Honorary Adviser G K Mohanty Editor V. K. Raina For Advertisements and Circulation Dr. Rajni Raina Business Manager Phone : +91 80170 62121 Disclaimer : Views expressed by various authors are personal and do not necessarily reflect the views of their corporates.
6 8 1 2 4
Mohd. Jamshed A transformational agenda Ravindra Gupta Enhanced passenger experiences Vivek Sahai For better asset productivity
Construction 18
European Correspondent: Ms Geetha Munikoti, Berlin
HK Jaggi Bogibeel, a bridge like no other
10 10 11
S N Agarwal SER leads on positives Chatte Ram NFR records achievements Arunendra Kumar A sound start for the budget merger A Ramji Hides more than it says KB Sankaran Unaddressed resource crunch
11 12 12 14 13 16
30 36
Dr Manish Kumar Improving driving crew performance
26
SK Luthra
DMW Patiala
Marking up the diesel loco fleet
Samar Jha Management through Twitter Swachh Bharat Measuring progress on cleanliness Innovation Awards competition Budget snippets
Innovation Rail fracture detection Appropriate technology Optimal communications on a branch line
Potpourri
Manufacture V S Pathak Chittaranjan locos consolidating on gains
Alok Johri Wither objectives
Jit Sondhi Getting ready for high speed trains
34 37
22
Arvind Khare Merged and opaque
Operations
IT Support Dilip & Rajat Designed & Printed by Headliners Advertising Services Pvt. Ltd. 87, Monohar Pukur Road Kolkata 700 029 e-mail: headlinersadvertising@gmail.com
Freight wagons Stuck at 21
Metro 32
BS Dixit, MD Nagpur Metro A new template for Indian Metros
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2E Alipore Avenue, Kolkata 700 027, India Phone : +91 94323 64001, +91 80170 62121, 033 40088827; e-mail : railbizindia@gmail.com Five issues published in a calendar year
39 40
Personality Sarabjit A Singh
A profile in never-say-die
From China Handling millions in the Year of the Rooster
A sustaining, strengthening and transformation agenda Transformative measures have to be undertaken to make IR competitive to retain their position of pre-eminence .
Mohd. Jamshed, Member (Traffic), IR Board
IR has loaded 23 mt more this year up to January in commodities other than coal. Steel loading has grown by 4.95 mt, iron ore by 16.65 mt and likewise raw materials for steel plants, container sector and other goods have also surpassed last year s performance. This is a direct impact of the freight sector reforms which have resulted in lower rail logistics costs by 20-30% from initiatives like elimination of 10% port concession charge and a 15% busy season surcharge for a significant period this year, reduction in documentation, promotion of ease of doing business by elimination of the dual charging policy for export and domestic iron ore, permitting 43 additional commodities at lower (FAK)rates and allowing IR s category I and II goods sheds for container traffic and facilitating reduced lot sizes (and lowered inventory) for commodities like cement, salt ,food grain and fertilizer transported in covered wagons.
The 2014-15 Economic survey had brought into perspective the historical neglect of IR and the need for sustained investments to eliminate distortions and biases in favour of other modes of transport, though less economical and less environmentally sustainable.
works to be funded from the newly announced Safety Kosh. IR has also increased its focus on non- fare revenue generation through monetization of its vast assets. Passenger needs
In contrast to sectors such as civil aviation, the two major land transport sectors roads and especially railways are dependent on public investments. successive plans have allocated less resources to the railways compared to the transport sector . the share of railways in total plan outlay is currently only 5.5 % vis-à-vis about 11 per cent for the other transport sectors and its share in overall development expenditure has remained low at below 2% over the past decade.
Travel experiences will be eased by measures like a fiveminute wait time target especially with IT aids, meet demand by creation of capacity and fresh customer specific train products (Humsufar, Antyodaya etc.). Thus, the decline in the number of passengers, a regular feature since 2012-13, has been reversed in 2016-17. Data up to January 2017 shows a comparative nearly one percent increase in passengers carried, for the first time in last 5 years. Measures like competitive ticket booking facility and withdrawal of service charge on e-tickets should work.
Heightened Capex
Freight Coal
The government has ensured that IR s capital and development expenditure has risen from ` 54000 Cr in 201415 to ` 94,000 Cr in 2015-16, is targeted at ` 1.21 lakh Cr in 2016-17, rising further to 1.31 lakh Cr in coming FY (a significant ` 55,000 Cr is from government support). Budget 2017 would form an important milestone in the overall transformation journey as it takes forward the growth agenda towards which IR has already been taking major course corrections over the last two years. We recognise that IR faces stiff competition from other modes which are dominated by the private sector. Besides the enhanced Government support, various innovative financing models are also planned such as loan from LIC, PPP and other models based on cooperative federalism through joint ventures with state governments. Infusion of ` 8.56 lakh Cr capital for 2015-19 is sought, with ` 2 lakh Cr for network decongestion, ` 1 lakh Cr in station development and logistic parks, ` 1 lakh Cr in rolling stock, ` 1.27 lakh Cr in safety & 0.65 lakh Cr in High speed. The Government will lay down clear cut guidelines and timelines for implementing various safety
The bad boy is coal, where loading has been adversely affected due to less offering vis-s-vis potential, reduced imports and non-operationalisation of several coal blocks. Initiatives taken in coordination with the Ministry of Coal (like rationalization of coal tariff including lower freight rates for long lead transportation, Merry-Go-Round policy, short lead discounts, etc.) are working. Coal India loading, which offers the maximum share of coal traffic, has increased from 209 rakes per day last year to 217 up to January this year. This has further picked up to 235 in Nov, to 242.5 in Dec 2016 and 243.1 rakes per day in Jan 2017. Ten recently appointed key Customer Managers will be looking closely at the requirements of its customers in each sector and respond quickly to their needs. We will strive to help customers with measures like end-to-end integrated transport solutions, specific rolling stock offered, customised practices for perishable goods. And above all fixation of tariffs will be taking into consideration costs, quality of service, social obligations and competition from other forms of transport . Rail Business [Focus-India] March 2017
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I R BUD GET 20 17
Towards better deals for the passengers Ravindra Gupta, Member Rolling Stock / Railway Board joined IR Service of Mechanical Engineering in 1975, starting with apprenticeship in Jamalpur. His 36 year IR experience has included those as General Manager, South Central Railway, Chief Mechanical Engineer, Western Railway, Divisional Railway Manager, Chakradharpur, besides several important assignments in RITES and RDSO. OP Chaube, a senior in Jamalpur comments: Ravindra has always been a goal-based person, upright, soft spoken, quiet and effective in his work life. He is keenly interested in system optimisation and should leave long lasting impacts in his tenure . Ravindra Gupta (Centre), Member, IR Board in Kolkata with J K Saha (Left) and R L Gupta, Chief Mechanical Engineers.
Three months into his charge as Member Rolling Stock in the IR Board, Ravindra Gupta firmly believes that a key need for senior management is a vision on long term needs and strategies. In a chat during his review visit to Kolkata, Gupta listed occasions when absence of a vision has caused poor decision making. It came as no surprise that one of the senior IR managers who left deep impression on a very-new-to-the job Gupta (late 1970s, then an Assistant Mechanical Engineer) was VCA Padmanabhan, General manager on the Eastern Railway. Gupta recounts that in those years the General Manager and an Assistant officer were separated by a power distance but a young Gupta was impressed by Padmanabhan s vision statements and the efforts he made in developing futuristic plans. Another influence he recognises is the 6-lane construction of the Howrah Bridge in Calcutta, way back in 1940s when the current traffic explosion would have been the stuff of dreams. These are the legacies Gupta is conscious of and wants to carry forward in his current position. Gupta has moved from his earlier position as General Manager on the South Central. In Secunderabad, it was easy to perceive that the growing city passenger traffic would not be met by its three terminals at Secunderabad, Hyderabad (Nampali) and Kachiguda. He accordingly pushed for a fourth terminal at Cherlapalli. This would be a growing terminal with 10 platforms and upgraded passenger areas. During his earlier tenure, as Divisional Railway Manager in Chakradharpur (the South Eastern) a similar process led to opening of a second entry to the Tatanagar station. The 2017 budget
Adequate funding exists in the coming FY for various rolling stock procurement plans, with all the production 2 Rail Business [Focus-India] March 2017
units loaded to the capacity and traffic needs. It does however appear that the wagon procurement plans are uncertain at present as no tenders have been called for the coming FY needs. Contrary opinions on whether IR needs more wagons or not seem to be ruling, with no certainty. Currently traffic streams on IR are not growing and hence the ambiguities on wagon purchase. New lines of work
Gupta listed some new initiatives on coach maintenance and upgrades. The budget includes sanction for 16000 ICF coaches to be retrofitted with center buffer couplers and a series of iterative discussions have taken place with potential contractors. Up to 8000 coaches are planned for 2017-18 though tenders are scheduled for call in March 2017. This will be ambitious and tough. Gupta also indicated sanction for retrofitment of 2000 of these coaches with improved internal furnishings, on par with some rakes already fitted at the Bhopal workshops. Gupta hopes for up to 40 rakes being so fitted in coming year (say 1000 coaches) though the availability of suitable vendors and re-furbishers is still less than adequate. The success of this plan will depend increasingly on the vendor and design development processes. Increasing number of LHB coaches will also be equipped with better furnishings, like some rakes already commissioned from the Rae Bareli Coach factory. The workshops
Additional facility for coach upgrades will be added to in the New Bongaigaon (the North East Frontier zone) coach workshop under a project estimated at ` 90 Cr. The need to significantly upgrade the facilities and ambience in various repair locations for coaches and wagons has been addressed through bulk sanction of ` 100 Cr
each for maintenance facilities for coaches ( pit lines ), wagons and the workshops. Right now, his team is working out the specifics at each location and the physical work should start within 2017. Train sets
In a significant new initiative, IR has now sanctioned a project for development of new train sets by the Chennai coach factory. The development is interesting as these long-distance EMU train sets will have powered axles on the trailing coaches. Design development efforts have been seeded and the prototypes will take some years. A switchover to AC propulsion alone on the Chennai / Kapurthala built EMUs has been planned in 2018. Such train sets, equipped with Siemens and Bombardier traction sets, are already working in Mumbai (financed from the MRVC project) and additional in -hand vendor developments will permit a total switchover to these improved designs. Gupta feels that the loco scene on IR looks good with multiple designs and capacities on offer in next two years for the Alstom and GE JVs. The outlook on EMUs, that
are stuck with the 5-decade old ICF design bogies and shell, is not so promising. IR had earlier planned for a JV at Kanchrapara but the tendering effort did not proceed beyond the qualification stages (RFQ). Gupta hopes that the purchase process will now be restarted and this could lead to new design EMUs in coming years. Even as the issues from successful trial of the imported Talgo train sets on the Delhi-Mumbai route are being sorted out by an Additional Members committee, funding in the next FY is not visible, leading to doubts on follow up action. The revised structure
As reported earlier, the responsibilities between two Board Members (Mechanical and Electrical) have been redefined and Gupta now looks after electric multiple units (EMUs) train sets, handing over the diesel loco charge. Gupta feels that the change has now been well adopted and may even have already paid dividends. Thus, the effort at developing electric loco manufacture in the Varanasi loco factory (that has manufactured only diesels so far) has gone smoothly, something that would have been submerged in departmental battles earlier.
Cleaner and smarter rail A positive fallout of recent reorganisation has been on cleanliness and upkeep, with single responsibility now devolving on nominated officers in divisions and locations. An Adviser (environment) in the Board s office, assisted by four directors drawn from mechanical, electrical, civil and traffic cadres, has developed routines that now make station areas and trains look smarter than these have ever been. The Chief Rolling Stock Engineer in the zonal railways coordinates all actions, including for premise cleanliness and order, on-board housekeeping services and clean train station programme. Gupta
indicated that this new approach has removed the responsibility ambiguities that limited qaulity earlier. But how good is good? Gupta has current year plans for third party audit of stations and trains that should pin point future changes and resourcing required. One area under discussion involves changes in the service contracts for housekeeping as current bid documents have shown deficiencies, particularly in work assessment and control. Gupta expects that a revised bid document will be developed by the Quality Council of India in a few months.
The recurring slides at the top IR has rightly launched a series of actions to evolve a mid and long term action plan for traffic growth and improvement in service levels and marketing rail transport. Change demands commitment at the top. For viable results, a group of change champions is mandated; otherwise IR will flit from one plan to another and never get results on the big changes envisaged. Government procedures limit long term tenures for senior IR executives, with many Board Members staying on for about a year. The government had granted a two year service extension to the Chairman, presumably with the continuity of a change champion thought. This status has got worse in case of the
Financial Commissioner (FC, part of the seven member IR Board), with three incumbents in last one year: With the voluntary retirement of one in Sep 2016, a short term looking after appointment lasted for three months and the successor retired in Feb 2017 end. IR has now appointed the senior most IR Accounting Service Officer (superannuating June 2017) to look after the functions . In fact, the average tenure of last 10 FCs has been a discouraging 9.3 months only. Clearly the Ministry has to look at the procedural policies involved and develop a better way of retaining change champions .
Rail Business [Focus-India] March 2017
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I R BU D GET 20 17
Better asset productivity for IR rejuvenation immediately engaged itself meticulously to diligent task of rebuilding its reserve funds. This was possible by brining passenger fares up to realistic levels and improving its productivity. However, on both these counts IR efforts were feeble. Consequently, for the 7th Pay Commission (2016) implementation, IR discovered that it had no family silver left to disburse the required amount. IR has been steadily increasing its freight rates only to subsidise its passenger segment. The high freight rates became counter-productive as the road mode with its inherent strength of door-to-door service upstaged rail as the preferred mode of transportation. Efforts are now underway to subsidise non-AC segment from the AC segment by introducing the mechanism of surge pricing. IR is now losing the creamy AC traffic to civil aviation. Consequently, growth in both sectors this year is elusive. Just better productivity
Vivek Sahai, ex. Chairman, IR Board
Massive changes in IR working are underway. 2017 will be remembered as a watershed in the IR s history as it sounded the bugle for the things to come, by merging the IR Budget with the General Budget. Purportedly, all this is being designed to spruce up its performance. But why does IR s performance need spruce up? Enough expertise is available in IR management to make required course corrections. What is required is a focused attention, intense supervision and a clean conscience among top echelons of IR hierarchy. Passing the buck
The prodigality of the 6th Pay Commission (2006) dented IR s capacity to generate revenue surpluses year after year. In fact, by the time the Railways finished the onerous task of paying arrears in pay and allowances to its 1.3 million strong work force and to 1.2 million pensioners an equally strong non-work force- it had depleted all its fund reserves. Prudence demanded that IR should have
IR Operational Indices 5.2 21,000
5.15 5.1 10,000
20,000
5.05
8,000
19,000
5
6,000
18,000
4.95
4,000
17,000
4.9
2,000
16,000
4.85
0 2011-12 Wagon turn round
2012
2013 Years NTKm/wagon day
4 Rail Business [Focus-India] March 2017
2014
15,000 2015-16
NTKm/engine hour
The need of the hour is to concentrate instead on improving productivity of IR assets to reduce unit cost of operations. In the last three years IR has infused nearly ` 3 lakh Cr in its capital expenditure. It has been spent primarily on procuring rolling stock & new line /multiple line projects. It is reasonable to expect that such large investments should now start showing results in the form of improved mobility and enhanced transport output. The bulk of capital expenditure goes towards construction of new and multiple lines. The doubling projects are taken up in those sections only where there is a proven dearth of capacity and more traffic is waiting. It can be surmised that whenever a doubling project is completed there should be a discernible relief in congestion on that route, leading to better quality of service and customer satisfaction. This should convert into more demands from freight customers. Similarly, completion of new lines should lead to increased rail traffic in both passenger and freight. But this does not seem to be happening. After nearly four decades the freight loading is hovering at levels lower than the previous year, and that too with a much shorter lead. This is an alarming situation, clearly showing that the investment in procuring locos and wagons in the last three years has gone waste. It is now imperative for IR to act hawk-like to watch its asset productivity. A few of these indices are considered germane to the issue of assessing how railways are performing. . The first and foremost, the wagon turn around (WTR), indicates the time that elapses between successive loading of wagons. In that sense, it is a very fine barometer of two facets of railway operations viz. mobility and demand for rail transport. A drop in either of these two will increase the WTR, reflecting in the reduced freight loading and earnings. WTR is reported to be about 5% less compared to the previous year. Another operating index of importance is NTKMs (Net t-km) per wagon per day that gives an indication of how well wagons are utilised. As it accounts for only net tonnes, any increase in empty wagon-km will impair it
substantially. In addition, any stress on mobility too will reduce the distance and cause a drop.
should be matched with the declared improvement in capacity of that route.
But, the important operating index is NTKMs per engine hour in use, which combines the performance of both wagons and locos and has a direct bearing on the profitability. Any drop in this index reduces the profitability of the organization, a downward trend will inflect on planning for acquiring wagons and locos in subsequent years.
The huge investment sunk in IR in the last three years must support at least 4 % of growth in freight every year. If the expected relief is not materializing on the ground, it calls for a detailed investigation into how such investment is being planned and whether there are any flaws in the process. Similarly, high hp locos with superior technology (like IGBT) have been inducted in the system at heavy cost. Also, all BOXNHL/BCNHL/BLC wagons are fit for 100 kph speed. A concerted effort is imperative to avail of the purported benefits from such capitalintensive investments. There is a tendency in the field to restrain the freight trains from running at their maximum potential. Sometimes it is done in the garb of balancing speed in the case of electric locos and discouraging the loco drivers to use dynamic brakes in case of diesel locos. All such ambivalent stances cry out for immediate resolution to improve mobility even under existing scenario.
Railways must pinpoint the reasons for the drop in these three indices and chalk out a strategy to reverse the trend. A suggested course of action would be to make a list of traffic facility works completed in the last four years. The foremost among these are the doubling projects, completion of which multiplies the capacity of that route. Next will be list of loops added on a congested section which extends immediate relief in daily operations. Upgradation of signalling system, electrification of a route and removal of level crossings too provide relief and should improve mobility on that route. An aggregation of these works
Stuck at 23, or relapsing to 21? Indian wagon bogie designs, an indigenous development tracing back to the 1980s, continues to defy any upgrade solutions. These bogies (CASNUB), like the 3-piece steel castings based versions popular in North America, exert higher track forces and are prone to accelerated wheel wear and may be the root cause of IR track engineers to accept any increase of the max axle loads on IR wagon designs. The old CASNUB wagons, initially authorised for 20. 3 t (21!) axle load, have been permitted to load to an axle load of 22.95t (23!) more through management action than engineering acceptance. IR increased this on the BOXN design to 25t max by a bogie spring addition. Limited numbers of these EL wagons have been in operation since 2006 on the iron ore circuits on the SE, ECoR. SECR, SWR and SR zones. Track engineers have, in a near concerted view, attributed increase in rail wear and fractures to the operation of such wagons. It is not surprising that the introduction of the 25 t wagons has a 2-steps-back-for-each-forward history, and this status may not change in near future. The BOXNS story
IR has designed a higher payload gondola (BOXN series) wagon version, with lower diameter (840 mm) wheels, at 25t axle load. A prototype wagon manufactured by Braithwaite Kolkata has undergone the required safety certification successfully and IR has also released supply contracts of around 2000 new wagons. The story does not have a happy ending yet.
It is learnt that the track engineers have strongly objected to 25 t operation of these wagons, quoting data on anticipated higher wear and rail fractures. This disregards the international experience where freight train axle loads now near 40 t in some ore circuits. The 25t axle load, with lower wheel diameters, is now almost universally accepted for operation and IR reservations seem to defy these. But IR data seems to show
otherwise. The introduction of the 25 t wagons in 2006 had been cleared by the then Member Engineering, a highlyrespected engineer in IR chronology. Track engineers are also reported to have pointed out that many old bridges on the network will not be able to withstand these heavier loads and prior strengthening or rebuild is called for. This in effect defers the 25t wagon indeterminately. Proponents of the 25t designs point out that a large-scale recertification, including with instrumented trials, was carried out as a part of the ` 17,000 Cr Special Railway Safety Fund (2001-2009) when all suspect bridges on main routes were attended. These wagons can be introduced in regular service only after statutory certification by the Commissioner of Railway Safety. At present no application has been processed, possible only after IR s internal clearance. In effect, the new wagons, when produced, will either lie in a yard for some years or be used with limited axle loads, and without CRS certifications. The issues are pending resolution at the IR Board. New designs in the pipeline
It is not that IR engineers have not reacted to the need for replacing the CASNUB over-dependence. Two of its initiatives, for a swing motion design from a well-known US manufacturer, and design consultancy with a US firm, have both been stuck in procedural issues with no solution in sight. These would result in designs with less track forces and greatly enhanced acceptance by track engineers. But this window remains shut too as rules become more important than solutions to a long-term problem that is eating into IR freight performance and costs. IR may be stuck at the gates, permanently at 23 and if many conservative track engineers are to be believed, relapse to 21. Either way , the ending is not a happy one.
Rail Business [Focus-India] March 2017
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I R BU D GET 20 17
South Eastern leads on freight growth This Budget was more of a nut-and-bolt budget, shorn of populism and aimed at turning IR around and making it what it is -a national organization carrying the burden of a billion plus aspirations. It also saw many firsts and a departure from set traditions of 94 years. The core effort of fixing tariffs based on cost, quality of service and competition from other modes has been underlined.
SN Agrawal, General Manager, South Eastern Railway, Kolkata
SE Railway, known as a Blue-Chip zone for its outstanding profitability, is primarily a freight network with 81% earnings contributed by freight (`12401 Cr in previous FY 201516 and an estimate of `12967 Cr for the current fiscal). The budgetary projection for 2017-18 at ` 14251 Cr (83% from freight) should result in earnings growth at 9.9% over the current FY. The zonal Operating Ratio is projected at a blue chip like 77.6% (78.2% for the current FY). The ratio of net revenue to Capital-at-Charge and investment from Capital Fund is 29.5% for 2017-18.
modal transport and synergetic investment. The allocation of ` 3,96,135 Cr in creating and upgrading infrastructure in the next FY for transportation sector is part of this integrated infrastructure planning paradigm. The Finance Minister has unveiled the largest ever IR budget of ` 1.31 lakhs Cr, an 8.26% increase. Of this, budgetary support from general exchequer would be ` 55,000 Cr on which no dividend is now payable. The plan for a record addition of 3500 km of new tracks (2800 km in 2016-2017) is an encouraging milestone. Passenger comforts
IR has also promised elimination of unmanned level crossings by 2020, provision of bio-toilets in all coaches by 2019, redevelopment of 25 new railway stations, making 500 stations differently-abled-friendly by providing lifts and escalators, launch of dedicated trains for pilgrimage and tourism and launch of single point contact coach mitra (=friend) for onboard complaints.
SER is set to receive ` 5046 Cr capital investment, including ` 803 Cr under EBR-IF, an enhancement of about ` 900 Crore over the current FY. Capacity additions and operational improvements should pick up pace. Multi-modal emphasis
This budget has quite an emphasis on multiNew lines sanctioned
Cost ` Cr
Radhanagar Barachak (10 km)
40
Dumetra C Cabin to Bisra (2.3 km)
35
Badampahar Bangriposi (investment through JV/SPV with State Government and stake holder)
900
Key new projects sanctioned
Capital head
Project
Traffic facilities
Removal of permanent speed restrictions on 3 sections
Road safety works
Improvement and interlocking of 29 level crossing gates
12.5
Road grade bridges
13 subways
35.5
Track renewals Passenger amenities
13.6
11 Road over-bridges
269.4
Major track renewals: 276 km
335.0
Other track renewals
105.3
Raising of 4 platforms to high level 2 foot over bridges with ramps
Funds allotment: ` 2739.4 Cr. (40% more over current FY) 6 Rail Business [Focus-India] March 2017
Cost ` Cr
3.6 18.2
I R BU D GET 20 17
The North Frontier: uniting the Northeast The 2017 budget has been supportive of various NF Railway initiatives, of which some were listed by Chatte Ram, General Manager in a chat in his office in Maligaon, Guwahati. NFR with its 4076km network has the responsibility of rail connectivity of state capitals of the Northeast (including Sikkim). We have already constructed BG lines to all NE states except Sikkim and hope to connect all NE state capitals by 2020. The zone is also mandated to play an important role in the realisation of the Trans Asian Railway Network of UN s ESCAP. Kamakhya Station Redevelopment
Chahatey Ram, General Manager, NF Railway, Guwahati
IR s ambitious station re-development plan launched on 8th February 2017 includes Kamakhya (Guwahati)station under PPP model. Notice inviting tender for selection of Project Proponent under this ` 228 Cr project has already been issued on 9th February 2016. Kamakhya will undergo major expansion in view of sanctioned Doubling projects of New Bongaigaon Goalpara Kamakhya and New Bongaigaon Rangiya Kamakhya and Quadrupling project of 4-line Elevated Track from Kamakhya to New Guwahati. It is expected to handle approximately 40,000 passengers per day. As per the plan, the developer would be provided 50,000 sq. encumbrance-free railway land for commercial development. In addition, they may also do commercial development of the air space above the station building. It is expected that the developer would fully finance the station development works and also generate surplus revenue for IR. Important features under this development include an iconic structure of the station with modern state of the art facilities, congestion free entry/ exit to the premises, segregation of arrival/departure of passengers, large concourse and circulating area with provision for drop off, pickup and parking, integration of the station with bus and the planned Metro railway , a 4-lane flyover to connect circulating area on both sides of the station directly with main city road and a minimum 15 m wide road connecting with adjoining NH 37. Kamakhya - New Guwahati quadrupling
The new BG lines present a contrast to the replaced MG network.
8 Rail Business [Focus-India] March 2017
Sanctioned in Works Programme 2017-18 at ` 3062 Cr, this will decongest tracks between Kamakhya and Guwahati and eliminate 10 level crossings. A 10-km elevated corridor with 4 tracks, envisaged between Kamakhya & New Guwahati, is feasible within existing
railway land. Guwahati would be reconstructed as a through station with elevated level platforms. The existing goods shed would be relocated out of New Guwahati and a passenger terminal with 4 full lengths washing pits, 3 stabling & 2 sick lines will instead augment existing coach maintenance facilities. Level Crossings
1568 level crossings, 1200 manned and 368 unmanned (plus the 167 unmanned ones on the Darjeeling Narrow Gauge section), dot the NFR network. The unmanned level crossings will be eliminated in phases. For this year, NFR has targeted elimination of 122 unmanned crossings, 101 will be manned and 21 closed by construction of subways/ overbridges. The remaining unmanned crossings will be eliminated by early 2019. While 108 Gate Mitras have been provided to sensitize road users about danger of ignoring approaching trains, a major safety concern is construction of unauthorised level crossings in states of Assam, Bihar and West Bengal. 550 such unauthorised crossings have been identified. Track maintenance
NFR has drastically reduced incidence of rail/ weld failures from 141 in 2008 FY to 36 last year and 28 in current FY (up to Dec 16). This has been achieved mainly by accelerated track replacements: during 2015-16, NFR had covered 94.8 km, almost double the target of 50 km. This fiscal (till Dec 2016) 32km of partial track replacement has been recorded. Other replacement targets like those of sleepers etc. and increasing sleeper density from 1310 to 1660 sleepers per km have already been surpassed. Rail / weld failure trends
Year Rails Rail welds 2008-09 29 112 2009 26 53 2010 26 51 2011 28 39 2012 24 37 2013 18 16 2014 18 35 2015 15 21 2016-17 12 16 (till Dec) Elephant first, please
Total 141 79 77 67 61 34 53 36 28
NFR has an elephantine problem of 21 identified Elephant Corridors where permanent
Of trains and tea: the DEMU train introduced in Tinsukia Division of N F Railway.
speed restrictions have been imposed, in addition to temporary speed restrictions at 10 locations. Mainly Alipurduar, Rangiya and Lumdig Divisions face these issues. Recent increase in incidents of elephant deaths due to train dashing have been worrisome. Several proactive measures like intensive patrolling and close coordination with forest departments have helped avoid about 20 cases. A joint workshop with different stake holders, organized at Lumding recently to chalk out plans to mitigate such incidents, produced encouraging outcomes. Railway electrification
Electrification of Katihar- New Jalpaiguri-New Bongaigaon sections is going on, with the Katihar-New Jalpaiguri section nearing completion. The fresh sanctions for 1102 km at ` 1432 Cr will cover the entire main-line section, except the portion South Assam line ex Lumding, few branch lines, and Rangiya Murkongselek section. New sanctions New Bongaigaon Agthori via Rangiya (2nd line), 143km
Cost ` Cr 138
New Bongaigaon - Kamakhya via Goalpara (2nd line), 175 km 282 Guwahati to Dibrugarh via Tinsukia & Simaluguri to Dibrugarh, 656 km
890
Raninagar Jalpaiguri Samuktala 128 km
122
Ease of doing business
NFR had implemented iMMS a real-time web-enabled material management informa-
tion system in September 2016, becoming the second zone on IR to do so. This provides for paperless purchase and stores processes and promotes seamless linkage between headquarters and field units. New services
The first ever Humsafar Express train in the North-East and only the second on IR was introduced in December. DEMU services have been introduced in Tinsukia Division fulfilling a long-standing demand of the region. Passenger services on the KarimganjMahisashan section (Lumding Division) have been started after gauge conversion. Trucks on rail
The Railway Minister had made a commitment at Agartala in July 2016 to help Tripura then reeling under a fuel crisis, owing to deplorable road conditions. NFR started the first-ever Roll-On Roll-Off (RoRo) service for petroleum products to carry loaded trucks on flat-wagon goods train, a first in India. the first POL RoRo service with 30 flat bedded DBKM wagons, each having a capacity to carry two loaded trucks, started in August from Bhanga (near Badarpur in Assam). The RoRo scheme helped the loaded trucks to piggyback on goods train bypassing the damaged national highway near Churaibari. NFR may be small in terms of its freight volumes but the operational improvements, current efforts for rail accessibility in the seven sister states of the North East and the many exciting construction projects make it unique in many respects. NFR is set to make its contribution felt. Rail Business [Focus-India] March 2017
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The IR Budget now, a sound start
Arunendra Kumar, ex. Chairman Railway Board
Now that the 93 years old practice of a separate IR Budget is history, it is time to assess the impact of the IR Budget in new avatar. Previously the Minister s Budget speech used detailed IR vision. In the new Avatar railways still find a promising place in the Finance Minister s speech with icing on the cake of IR autonomy having remained untouched. IR Budget merger with the Union Budget has made a sound start.
The initiative in setting up of Rastriya Rail Sanraksha Fund of ` 1 lakh Cr over 5 years, with seed capital by the Government is an encouraging step. It needs to be ensured that the existing allocations for safety from Central Rail Safety Fund etc. for level crossings are not used for shoring up this fund. As in previous year, the projects should be identified, with an added aim of technological infusion to upgrade safety.
The budget mandates IR to provide end-toend transport solutions for select commodities. That entails IR to arrange for first and last mile connectivity in association with logistic providers. A trend towards the synergy in transportation sector has emerged and this is an idea for which the time has come.
IR financials, current and projected, continue to be a matter of concern. IR must look around and make up for the rather static million tons and passenger kilometers. The current operating ratio is a sign of financial distress.
The increased allocation of gross budgetary support of ` 55,000 Cr is in addition to the now avoided dividend liability of approx. ` 9700 Cr. This substantial financial support to the planned investment of an estimated ` 131,000 Cr will translate into a challenging task for IR to manage execution, especially when this FY performance in funds utilization is not encouraging.
Other initiatives like redeveloping stations, providing bio-toilets, arranging Coach Mitras, disabled friendly stations, solar power fed stations, all ongoing initiatives have been listed. However, the game changer could be the railway station re-development for which the ground realities are taking shape. Proposal for seeking international expertise for asset maintenance is a welcome move and, if used intelligently, can usher in new technology.
Did not click, hides more than it says
A Ramji, ex. General Manager, South Eastern Railway and Botswana Railways; former President, South African Railways Association
10 Rail Business [Focus-India] March 2017
The much-publicised merger of IR Budget with the General Budget did not click. Even considering the negatives connected with the presentation of a separate IR Budget, it surely helped to keep the people very well informed of the current state of the IR, with which almost everyone in the country is intensely connected. The information in the Budget this year did not do justice to the fundamental concept that it is a financial statement to inform the public of the financial health of a major public carrier like IR. The least that could have been done is to let the country know of the income and expenditure profile for 2015-16 and the trends expected to be in, broad details of new lines under construction and ongoing major projects like workshops etc. (since these were finalized much before announcement of date of elections for 5 states) and relevant information about disturbing concerns like the fall in the passenger traffic and the rather sharp decline in freight traffic.
It was also necessary to inform details on the thinking in respect of fares and freight tariffs, with which users are closely concerned, instead of sweeping generalisations like costs, quality of service, social obligations and competition from other forms of transport . All these would have taken a few minutes more, with less time about issues like fitment of bio toilets, solar power etc. I am inclined to agree with the apprehension voiced by Vivek Sahai, former Chairman, IR Board (in a media article) that the new idea of merging the Railway Budget with the General Budget has been adroitly utilized to mask IR deficiencies. The Railway Budget used to take nearly two hours for presentation and the discussion in both the houses used to take 10 to 15 hours for debate. With this merger, the time to debate issues concerning Railways in the Parliament may also be curtailed. Such developments will reduce opportunities for the involvement of people in the vital issues.
Raising IR resources is the big how The IR's paradigm shift in investments and funding of rail projects is encouraging and has been sustained in the merged union budget. A capital outlay of ` 1,31,000 Cr proposed is nearly double that of 2014-15 outlay.
KB Sankaran, ex. Member Mechanical, IR Board
While this is heartening, a serious concern about resources mobilization persists as earnings during 2016-17 presents a dismal picture. Cumulative performance up to Feb 2017 has witnessed a shortfall of ` 3065 Cr i.e. a drop of about 9% in passenger earnings and ` 10,275 Cr i.e. a drop of about 13% in freight. This poor performance is evident from the fact that only ` 14000 Cr has been envisaged as the contribution of funds from internal resources in the total outlay of ` 1,31,000 Cr for 2017-18. This is so in spite of the fact that the railways will not be paying any dividend on the capital at charge, from this year onwards with merged railway and union budget. With about 15,000 to 16,000 Cr of internal accruals as seen from the past and a dividend outflow
of about 9000 Crores, internal resources should have been at least 24000 Cr. With the present charge, only 37 paisa per kilometer of rail travel against 74 paisa cost, passenger fares ought to have been increased to augment internal resources, but the budget is silent. With inflation, the freight-passenger cross subsidy will get further skewed and will worsen the situation. Creation of a Rashtriya Rail Sanraksha Kosh with a ` 1 lakh Cr corpus over a period of 5 years is welcome. With only a seed capital from the Government, IR should arrange the balance resources from their own revenues and other sources. During 2001-17 a rail safety cess should have also been announced. IR needs to actively strategize augmenting internal resources as its ambitious plan outlays & investments will lead to enormous debt servicing in the years ahead.
Silent on new IR reforms It seems that Government has forgotten about Debroy Committee report. Several systematic improvements are required to pull out IR from its 150 years old traditional management style if it has to become a vibrant organisation. Various policy announcements are old except two: a new safety fund, a good development and removal of service charge on railway tickets booked on IRCTC website, that seems to be of no consequence whatsoever.
Arvind Khare, Consultant, ex-Additional Member, IR Board
The ` 55,000 Cr Central Government grant is less than ` 64,900 Cr to road sector (12% increase from BE of last FY). This is in addition to what state governments will spend on roads. Clearly the Government still feels that spending on road sector is more important than on railways. It seems that the Government still does not realise that energy
efficiency, environment friendliness and safety record of railways is far better than roads, at the least, Central Government should give much higher support and subsidies to railways. All subsidies of railway services, passenger services or development of backward areas, should come from Government. The budget announces increase of 10% throughput in three years. IR has grown 600 million t from 2007 to 1100 mt in 2016 with meagre investment in infrastructure. With DFC coming up and huge investment on it, target growth and planning should be much more that 10% in three years.
10
th UIC World Congress on High Speed Rail
Media Associate
Postpond to May 8 - 11, 2018, ANKARA TURKEY uic-highspeed2017.com
Sharing Knowledge for Sustainable and Competitive Operations
Rail Business [Focus-India] March 2017
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Lacklustre, does not address the objective If the objective of the merger of the RB into the GB was to end the dichotomy of two separate budgets and consequential time saving of Parliament etc., this has been achieved. However, if the provocation was to provide a financial bail out to the reportedly beleaguered IR, GB 2017 does not seem to have served or even addressed this objective. The only sop to the IR seems to be a contribution of ` 5000 Cr from GB into the safety fund corpus of ` 1 lakh Cr, which IR has been clamouring for since long. The budgetary support of ` 50,000 Cr and overall outlay are only a marginal increase over the previous years, a normal phenomenon each year in line with escalation and increasing economy. Alok Johri, ex. Member Mechanical, IR Board
Adequate details of the rail portion of the general budget are not available, unlike as in earlier years and the media too has consigned
this to obscure corners of remote pages. There does not even seem to be any mention of targeted operating ratio (traditionally the most important indicator of IR performance and current financial health) and how that would be achieved. I do not count waiver of service tax on e-tickets as beneficial in any way. Assistance to IR, like service charge waiver on various outsourced jobs like cleaning etc. or doing away with higher price for HSD as a bulk consumer, does not feature. There is no mention of doing away with dividend on borrowed capital like the IRFC borrowings or of how railways would raise extra resources without going into a debt trap. All in all, the subsumed budget gives no indicator to IR s turnaround.
Management by tweets replacing reforms The first General Railway Budget is unique from an IR view, as the plans for this key infrastructure are lost in a maze of taxes, rural and industrial growth, social subsidies and defence priorities. IR issues nestled somewhere in the text, suitably opaque. What emerges after some scrutiny is the lack of a vision for growth. Meanwhile, key recommendations of the Bibek Debroy Committee remain neglected. Revised Estimates 201617 appear to be unrealistic as the operating ratio is realistically set to cross 100. Is it proposed to bring it down to 94.9 by some creative adjustments?
Samar Jha, ex. Financial Commissioner, IR Board
300 minutes then, 3 now 12 Rail Business [Focus-India] March 2017
Freight loading in 2017-18 has been pegged at 1065 mt, reminding one of the story of the ant that climbs one feet up a pole and then slides two. Such tepid growth of IR s main revenue points to an assumption of business as usual . Growth in IR s main freight income generator, coal, is set to fall. The intention of partnering logistic companies for end-to-end transport solutions for select commodities is not a major corrective thrust. The plan to
procure a minimum number of wagons is a pointer to IR s lack of ambition. The focus on investments for infrastructure growth is good, but the heavy borrowing, especially from the market, does not augur well for IR s financial health. The plan to list IRFC in the stock market brings in further uncertainty as with this borrowing arm in private hands, cost of capital is likely to go up. While there is emphasis on passenger safety and service, there is no indication how the loss-making passenger services will be compensated. The Tariff Regulator seems to have been given the go by. Funding pattern of the safety fund is also unclear. With no publicly stated financial targets for the IR zones to enforce accountability on the General Managers, implementation of accounting reforms has been pushed back by, say, two years. The new avatar of IR as a department will take more time to take shape. The fear is that by the time stock is taken of the impact of a merged budget, IR may slide further down red line.
In a TV discussion , an ex Chairman , IR Board , asked to rate the railway budget on a scale of 10,is reported to have remarked that considering that the railway budget got just 3 minutes of mention , he would rate the proposals at just 3.
IR Appointments
IR has appointed BB Verma (centre), Adviser in Board office to look after the functions of Financial Commissioner. Fresh postings as General Managers include R K Kulshreshta (left) on the Northern Railway and V K Yadav on the South Central Railway. Both these officers are from the same batch of the IR Service of Electrical Engineers. M C Chauhan, General Manager, Kolkata Metro has been deputed to look after the North Central aslo.
Competition for Innovation awards for railways In an encouraging response to Prime MinisterÂ’s call for innovation under the Navrachna Initiative IR has launched a public innovations challenge, with awards totaling ` 60 lakhs. The scheme closes on May 20 and a practical deluge of about 1600 entries is reported (as per the web). Innovation challenges offered l
Identifying new non-fare revenue sources for IR
l
Design of wagons for efficient loading and transportation of new traffic commodities
l
Easy accessibility to trains from low level platforms
l
New idea/suggestion to improve IR working
Tunnelling under the Hooghly Both tunnel boring machines, now under the Howrah station area, have made good progress of about 1500 meters with a matching back up of 3,621 nos. (total 4,158 nos.) pre-cast tunnel rings. These machines are expected to reach below River Hooghly in March 2017. All the diaphragm walls panels & barrettes for the Howrah Maidan station are complete, with more than 80% of roof slab casting at station box and 41 diaphragm wall panels in Howrah Station also completed. Phase I elevated corridors :4.360 km (total 4.725 km) completed and girder launching on the Duttabad stretch is in
l
Increasing passenger carrying capacity of coaches
l
Developing new digital capabilities at the stations
This initiative comes on top of similar ones in recent months, including the 3-day strategy meet Rail Vikas Shivir. However, research and development initiatives under Technical Missions for IR (TMIR) continues to be stalled due to procedural problems and specific research projects that were to begin by end 2015 have yet not taken off. The previous government had also launched the National Innovations Council and preparatory work was done by IR also, even though no specific programme emerged till the initiative died off, unsung and hardly remembered.
Kolkata Metro Rail progress. Civil structural work completed for all the 6 stations. 5 major buildings & workshops in Central Park Depot are completed substantially. Tunnelling for the 5,409 m Subhas Sarobar to Sealdah segment is complete. For the underground station at Phoolbagan, all civil structural works completed as also the Sealdah diaphragm wall panels and roof slabs. Column & embedded track work in Depot is in progress. For the Sealdah to Sector-V, 5.20 km track plinth casting has been completed. (Adapted from content by NC Karmali, General Manager, Kolkata Metro Corp.)
Rail Business [Focus-India] March 2017
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Rail cleanliness, much to smile about
Mechanised cleaning, like here on the Sealdah station, is spreading across the IR system.
The 'Swachh Bharat' effort on IR , introduced by the Minister of Railways in his 2015-16 Railway budget speech, proposed a new housekeeping department, cleaning as an integrated activity, including professional agencies, training staff & settimg up 'waste to energy' conversion plants in an environment-friendly manner. Bio-toilets on trains has been an ongoing programme with total conversion likely by 2019. ñdÀN>
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This ongoing effort has now included a survey based ranking of major (A nd B class) stations. This survey conducted by a private organisation TNS India for IR s IRCTC (Catering and Toursim Corporation) has among other things, established a wide variation in standards and identified some best kept stations The survey has covered 75 'A1' Category stations. Passengers were the primary respondents with porters and vendors in the platform or ticketed area and railway officials, who are part of the Service Improvement Group (SIG), also providing feedback. For every A1 category station 400 passengers were targeted for interview while in every A category station 300 passengers were targeted for interview. The sample sizes are robust to provide results within the 95% confidence interval,with an acceptable margin of error at 4.8% for A1 category stations & 5.6% for A category stations. Structured questionnaires to understand satisfaction and cleanliness indicators were used. 47 parameters, 22 pertaining to infrastructure & enabling provisions,10 pertaining to processes & methodology and 15 on the outcome of upkeep & cleanliness were listed. Infrastructure & Process Indicator Questionnaire was additionally filled by only railway officials in the Service
14 Rail Business [Focus-India] March 2017
Improvement Group(SIG) and contained parameters which measured the availability of various cleanliness infrastructure and existence & execution of processes which were concerned with maintaining cleanliness of the station. The rating was taken on a scale of 1 to 5 where 1 stood for 'Poor' and 5 for 'Excellent'. These scores were then weighted by the importance of the parameter to arrive at weighted parameter score for all 40 parameters for each of the 407 stations. A regression analysis was conducted by TNS to find the relative importance of different parameters of cleanliness in the passengers' overall satisfaction with cleanliness i.e. the 40 parameters of cleanliness were taken as the independent variables while the passengers' overall satisfaction was the dependent variable.Based on the footfalls, the stations were classified as less than 10 thousand; between 10 and 25 thousand; between 25 and 50 thousand and more than 50 thousand. 105 stations are at Cleanliness Level 1 & 2, 166 stations are at Cleanliness Level 3 and 136 stations are at Cleanliness Level 4 & 5. Best Zones - Western, South-Western and Southern Railway Zones as they have highest proportions of Level 1 Areas of cleanliness Ticketed areas - 20 parameters
Cumulative contribution (%) 55
Waste Management - 8 parameters
23
Toilets - 9 Parameters
16
Non-ticketed areas - 3 parameters
7
and 2 stations (68%, 47% and 46% respectively). Priority Zones - Eastern, East Central and North Central Railway Zones have highest proportions of Level 4 and 5 stations (47%, 67% and 70% respectively).Cleanliness in ticketed areas of station premises is most important for passengers, followed by waste management practices and toilets. A
similar survey was conducted among 2734 porters and vendors and 2186 IR officials as part of Service Improvement Group (SIG). Lower scores on cleanliness of toilets as compared to cleanliness in other aspects across all zones are noticeable.
A. Importance of cleanliness parameters Based on the passenger responses, combined with weightage contribution of different segments of stations towards satisfaction of passengers on cleanliness Parameters of Cleanliness Importance to passengers (%) Importance to non-passengers (%) Ticketed Areas in Stations Waste Management Toilets Non-Ticketed Area in Stations
55 23 16 7
45 23 19 13
Cleanliness Levels
Range of scores
Number of stations
1 2 3 4 5
>750 600-749 500-599 400-499 <400
13 92 166 108 28
B. Ranking of Stations
Top 10 stations (in descending order of scores) : Beas NR Gandhidham WR, Vasco da Gama SW , Jamnagar WR, Kumbakonam SR, Surat WR, Nasik Road CR, Rajkot WR, Salem-SR and Ankleshwar WR.
Purchase powers redefined on IR In a follow up of the effort to push processes down the organisational ladder, IR had redefined the authority schedules (Schedule of Powers SOP) for purchase and works contracting, permitting General Managers to handle tenders up to a ` 500 Cr limit. At the Railway Board level, this redefinition removed the Minsters from the purchase/ contracting process and now the process stops with the Director General Stores. IR, may be like most very large organisations, has a culture of issuing detailed SOPs for various actions. The Jan 2017 instructions spread over 13 pages must be converted to local re-definitions by the zones/ production units. The delegation should ideally speed up contracting but reservations exist. A senior materials manager in a production unit summed up that contracts are the biggest career risk , due to often long drawn anti-corruption ( vigilance ) enquiries launched on complaints. Inaction on other matters, even gross mismanagement or indecision is generally not a career risk . IR does not treat major contracting decisions as strategic and a CEO like the General Manager need never get directly involved with contract acceptance only when above ` 500 Cr, something that rarely happens in an IR zone. The new SOP details levels for multiple actions like direct purchase, adver-
tising tenders, processing, limited source contracting etc. Redefined authority (IR schedule 2017) Current authority
Previous
JAG (level 3): ` 45 lakhs
` 15 lakhs
JAG (level 3)
` 45 lakhs to ` 5 Cr
` 1.5 to 3 Cr
SAG (level 4)
` 5 to 200 Cr
` 3 to 20 Cr
HAG (level 5)
` 20 t0 40 Cr
` 200 + Cr
Direct tender acceptance Tender committees
A tender committee for purchase/ works contracting is often a three person one, and their proposal must be accepted by one rank higher. Accepting authority: Additional General Manger up to `500 Cr and General Manager for a higher value. IR management is hierarchical, ranging from an assistant Manager/ Engineer to a Board Member, 7 steps above on the ladder. General Manager is at level 6, the structure is a bit more complex Editor.
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Competitive ticketing and more Ticketing
IR will work on competitive ticketing . IR passengers often face long waits at ticketing counters in congested stations, and a ticket wait may be 1 hour long. Various efforts at automating the process have met with at best partial success, mainly in season ticketing in suburban areas. Long distance tickets on seat reservation are handled (about 60 %) on the IRCTC portal. This is practically an in-house service . IR has now waived off the service charges levied for such tickets , in an effort to help more customers to migrate to internet booking . The competitive ticketing plan is not defined and may evolve over time; like the case of dynamic ticket pricing that has seen many versions and perhaps now on the verge of a discard. The success or failure of the dynamic pricing efforts are not reported on though .
Rail Regulator
Multiple IR announcements on setting up of a Rail Tariff regulator have proved chimerical. IR has at various stages defined its intentions, varying from a statutory advisory body that would look at funding for rail sector development to a pure executive body to settle tariff disputes. With tariff revisions now effectively in IR executive domain, not needing parliamentary pre-approval, the raison d etre for a Rail Regulator may have evaporated. Integrated logistics
IR will work towards offering integrated logistics services, may be in association with the private sector. CONCOR, IR s container operations arm, already offers such services as it owns many container and warehousing depots. Real estate
IR expects to award contracts for commercial development in 25 stations. As reported earlier, IR has awarded a contract for development at Habib Ganj (Bhopal). The Minister has formally launched this effort in an event on Feb 8.
Throughput increase
A caveat first : we hope that this was a mis-announcement, that IR expects just a 10% throughput increase in next 3 years; that should mean a 3% CAGR . With traffic volumes currently at near static level, and staff/expenditure set to grow at above the inflation level of at least 5%, that would ensure that IR faces a growing revenue red line in coming years. The equation must be upset somehow but the budget documents show no light in this tunnel.
16 Rail Business [Focus-India] March 2017
The safety fund
The last IR Special Safety Fund, (SRSF), a nonlapsable grant of ` 18,000 Cr, was spent in an extended period of about eight years, with bulk of the money being spent on signalling upgrades to electrical (Panel) interlocking replacing the old mechanical interlocking systems, track upgrades like replacing the entire track structures to conform to a standard of 60 kg rails, concrete sleepers and required ballast depth of 300 mm. Smaller amount went to other needs. IR will perhaps be now in a huddle defining the contours of the new SSF , and jostling for departmental allotments must already be on . Unlike the earlier fund that was an outright grant from the government, this time only a seeding amount has been indicated, with IR expected to raise the balance from its own and market resources. With IR margins, having taken a beating this FY, and likely to do so in next FY also, the actual funding for the new SSF may not be generous. While the thought is overdue and needed, actual funding uncertainty is likely to restrict implementation. It is learnt that the Niti Aayog has been asked to develop the contours of the safety plan.
CO N S TRUCTION M EG A BR IDG E
Bogibeel mega-bridge nears commissioning HK Jaggi , General Manager , North East Frontier Railway (construction) leads a specialist IR organisation responsible for various national rail projects for North East connectivity .He has led the Boghibeel team to a likely construction completion by the year end and commercial operation in 2018. An IR Service of Engineers Officer, Jaggi was earlier Adviser (Land) in IR Board and has developed the under-execution station development programmes. He will superannuate in May 2017.
Bridging the Brahmaputra has been a sign of honour for bridge engineers in India, with the first recorded for BC Ganguly (Chairman IR Board 1970-72) who, early in his career, was a key project engineer for the Saraighat road and rail bridge that connects Guwahati. The East-West flow of the river across the Assam plains neatly divides the region into the North and South banks; it is not uncommon for people to indicate their residence as being part of the North or the South bank. This was followed by the Tejpur road bridge, again executed by a railway engineer, RR Jaruhar, later a member of the IR Board. But in the East, the river remained unbridged, even though it is said that the British had visualized a bridge at a Dibrugarh location way back in 1929. In any case, technology and resources available then would have prevented phys-
ical construction. At present the river is spanned by 4 bridges: Saraighat, Guwahati (dual mode), Jogigopa for rail only and two road-only structures at Guwahati and Tezpur. Now the king of them all, the dual mode 4.9 km bridge at Boghibeel near Dibrugarh will see the first trains moving across it in 2018. And it will be the longest rail/road bridge in India. The construction of this bridge was a part of the Assam political accord in 1985 but that was not converted to a project sanction till 1997. Years went by with little activity till the project was declared as a part of the National Railway projects and after which funding has ceased to be a major issue. Physical construction in this logistically
The Brahmaputra river follows a tortuous course, spreading wide in full flow (satellite imagery), and bridge sites like that Bogibeel require man-made restrictions. Map alongside shows the various road and rail links that are a core part of the bridge project.
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CO N S T RU CT I O N ME GA B R I D G E difficult area, and the inevitable problems in IR contract management did hamper progress, that is in any case slow due to the site not being amenable to work except in the Nov March period. Contract indecisions, mainly by the Board, slowed down work; it is said that some considerations delayed a contract for two years. The floods in 2012 that washed away the guide bunds did not help either. Bheel, a lake in local script, is a village and the river at this location was about 10 km in its peak flow. Reportedly 4 locations were surveyed at the project draft stage, and the Boghi village site found (should we say that!) least bothersome. Engineers found this location amenable to restricting the expanse through dykes and now the river is divided in non-flood season to two channels, with the South channel being the active one. This has been a boon for the location but has created many a material flow problem as various aggregates and steel structures have to be trans-shipped to the river island, that has become a local port of call. A bridge man in the making
Unlike some of the iconic projects elsewhere in the world, which carry the names of their key designers, IR projects remain faceless, or may be get attributed to a political figure. Saraighat bridge does not even carry a plaque to acknowledge the pioneering work done by BC Ganguly. Bogibeel is no exception and it takes quite some effort to figure out the key designers and project managers associated with the project. We venture a few names, even at the risk of being less than accurate. One name mentioned is RVR Kishore of HCC, the superstructure contractor, who visualized the design and execution concept. From our conversations during the site visits, three IR engineers of varying experience and age have been associated with the project for a decent length of time. And their commitment to the project stands out as they talk of the progress and the challenges. Let us start with the youngest, Sahemlung Kamei, a Deputy Chief at the project site. His IR seniors proudly say that Kamei was born on the bridge , a total untruth but that conveys the young engineer s association.
His at-site colleague, Milan Singh, relatively new to his position as the site in-charge, acknowledges this resource. Kamei joined IR 10 years back, was posted for a short while to Saharanpur as a track engineer and transferred to NF Railway soon thereafter. Track maintenance at Barsoi (Bihar) was tough but not exciting. He is now a know-everything engineer on the project, depended upon for accurate delivery and information. He can well think of the many large bridges that will span the North East in coming years. Key persons who visualized the project and delivered the key layouts have included KK Gupta, associated in design (ca 2001), VK Madhukar (2002 -08), SC Rajak (2008-11). The project concept was based on the initial hydrological surveys conducted in Roorkee, work coordinated by RITES experts A Garg and AK Mathur. RK Dayal handled the studies for river survey and design of the river training and the guide bunds. This is a key part of the project design as the river has been restricted to about 5 km, half of its natural flood plain. After the dyke and guide bund constriction, the river is now restricted to 2 main channels, with the South channel that holds 10 piers being the active one. The uniqueness of the bridge, both in design and execution, has ensured a steady stream of visitors and weekend picnickers, partying at the sand island between the two river streams. Each trainee engineer of the IR Service of Engineers must spend training time at the project. Some of these would become key persons in IR construction expertise in future and four young executive engineers are already working at the bridge site, ensuring quality and proper scheduling. The top team
The bridge project has seen significant progress under A Pandit, Chief Administrative Officer who has been associated with the project since 2011. Pandit recounts that he was impressed by the project contours when he was Divisional Railway Manager in Lumdig. The project involves the 4.9 km long bridge on 39 piers as well as a 44-km long track work that provides an alternative route to Dibrugarh/Tinsukhia besides connect-
A Bogibeel team at the project site : (L to R) Milan Singh, In-charge Deputy Chief, A Majumdar, Deputy Chief Design, Rakesh Kumar Singh, Executive HCC and S Kamei, Deputy Chief (NFR)
ing across the river to the recently gauge-converted Murkong Selek line in the neighbouring Arunachal state. This track work, completed in 2009, is now handling passenger trains regularly. The bridge structure, built to IR s BGML standards, can handle 25t axle load trains and is future fit. Ramboll, Denmark carried out the superstructure design through RITES, with proof checking by the German company Anwarikar. The superstructure should cost about ` 1300 Cr. Now that the project completion is in sight, Pandit recounts a few occasions of doubt and despair. On the happier front, he could shift to the use of spherical bridge bearings, instead of the traditional POT/ PTFE ones. Pandit assesses that the spherical bearings, lesser in number, should be practically maintenance free for the 50-year assessed life. A constant issue in such projects is the ability to locate and retain skilled workforce. A walk through the fabrication and launch yards reveals the large number of welders and riggers required by HCC for this project. Quality assurance is mandated at each step and availability of qualified manpower from internal resources was practically impossible. NFR has supplemented their resources with contracts for EPC like sourcing, ensuring that progress is never hampered. Mohinder Singh, Chief Engineer, now nine years on the project including at the project sites, too has progressed in a long association with the project. Earlier IR engineers were not too conversant with all- welded girders, as rivetted girders were the norm. Singh adds that this is bridge Rail Business [Focus-India] March 2017
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CO N S TRUCTION M EG A BR IDG E Substructure Codes and empirical limits, working out foundation minima, foundation grip lengths, stability in extreme conditions etc. The designs have proven to be effective but the hard tests will follow under full traffic and river flow. Key technical features
Ajit Pandit, Chief Administrative Officer and Mohinder Singh, Chief Engineer head the construction team that is all set to deliver on this national project.
construction without a single rivet, a modern concept that could set patterns for the future. Project delivery
The project has a slow growth history, a trait it shares with most large IR projects. The project cost was estimated at ` 3230 Cr, since revised to ` 4857 Cr. Sanctioned in 1997, with a ceremonial foundation stone in April 2002, progress was symbolic, with just about ` 700 Cr spent till the grant of a national projects status in 2007. Expenditure in last 5 years has ranged in ` 400 to 500 Cr, peaking at ` 512 Cr in 2015 FY. For A Majumdar, Deputy Chief for designs, the bridge has presented multiple challenges of meeting various IR
l
Mean river flow: 3 m /sec., Max river discharge: 73,000 cusecs
l
A high flood mark at about 103 m, with a minimum level 98.3m in the active channel. Span arrangements: 32.75 m: 2 end spans, 125 m: 39 spans
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Substructure: 42 double-D Well foundations, 16.2 m x10.5 m and twin circular hollow piers 5.3 m external dia
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Guide bunds: North: 2.7 km and South: 2.1 km
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Flood dykes: 9 km upstream and 7 km downstream on both banks
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Road links: 11.3 km on the South and 13.3 km on North banks; road via ducts of about 0.8 km will connect the road-cu rail bridge to the state highways 37 and 52.
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Warren type truss without verticals, 12.5m high, 10 panels per span (3
for end spans). l
The connecting rail network includes new stations at Dibrugarh (the old one carries the Town suffix) and New Tinsukia on the South bank main line and two crossing stations on the North bank.
The remaining works
Pandit expects the last train of 10 girders to be in place by August and the track linking by end of the year. With completion of the bridge launch, steel sleepers and tracks will be installed. Completion of the girder launch will also permit completion of the road via ducts, few of which have been held back to permit movement of material and equipment by HCC. Two decks of the road way have now been cast. Kamei hoped that with the three sets of deck shuttering now available (may be increased to 4 soon), he expects the road surfaces to be ready by year end too. The missing blocks of the giant-sized puzzle are all falling into place. Key construction companies
The bridge contract has been executed by well-known Indian firms Gammon and HCC, with Gammon delivering the substructure piers and HCC
Hell has no fury like a river in spate forgive. This came about even as the guide bunds built in the previous season were also washed away forcing the bridge designers to increase 4 piers to the bridge plan. The rebuilt was done with tougher tethering cables and a lot of hope. S Kamei recalls that during the 2012 floods, most surviving animals in the area found sanctuary on the guide bunds and the dykes of the bridge project. That was fine till a couple of young elephants strolled across rushing too to set up panic.
Three caissons (a watertight retaining structure used as a bridge pier) were washed away in the 2012 floods on the Brahmaputra, in just the second working season, and have not been located till now. These massive steel fabrications should be lying somewhere merged under the Brahmaputra sediment, a mute reminder that a river in spate does not easily
20 Rail Business [Focus-India] March 2017
Kabul Majumdar, then an Assistant Engineer recounts that a steam loco hauled train near Udalguri on the North bank Murkong Selek MG line was washed away due to a bridge collapse in 1980 during a flood in a Brahmaputra tributary. The steam loco was gulped down by the river in its fury and lay embedded in the nether land till a barely visible portion of the chimney pushed salvage crews to recover the machine. Then in 1982 two ferries tethered at Pandu were washed away near to the Bangladesh border in 1982 but could be recovered. The Bogibeel project must guarantee no-recurrence for the expected 50 + years life time of the bridge. Therein lies the skill and the metal of the project designers.
CO N S T RU CT I O N ME GA B R I D G E JV currently executing the final phase of the superstructure. Each pier is a mammoth hollow cylinder of steel and concrete, built step by step at the final location, with a max 58.6m depth, uses about 65,000 bags of cement and 470 t of steel reinforcements. Site engineers pointed out that not all piers were trouble free and corrections in tilt were carried out, a difficult task in the middle of a river. 30 of the 39 girders are now in place. Pandit indicated that the girder launching follows an incremental method , a take-off on a Scandinavian method, wherein the girder fabrication bays are aligned with the bridge in horizontal and vertical levels and the girders are pushed out one by one, forming a train of 10, with suitable launching or end noses assembled with high strength bolts (these are removed once the girder train has docked in its final place). Pulling mechanisms installed on piers 1, 11, 21 and 31 pull the train cautiously over specially installed flat bearings on the pier caps. These bearings are replaced by the spherical bearings at their final location. For pulling, the
girders are joined into the girder train by special blocks at the bottom members and these are removed after docking. The fabrication workshops are anything but small, considering that each girder tops at around 1700 t weight, and the intermediate girders measure out to 125 m. The girder fabrication is staged across 2 130 m long laydown bays and 2 vertical assembly sheds (300 m). Six gantry cranes (40 to 80 t) move the assemblies between these aligned bays. Pandit explained that the girders are all fabricated from plates only, avoiding the use of rolled sections. The entire structures weigh in at 77,000 t of steel, mostly of high strength E450 plates ranging from the wells to the reinforcements and the girders. Steel sleepers and some cross beams are fitted on later to minimise the girder launch weights. We could not help asking if the road decks add to the strength and the answer was a definite yes, with Pandit affirming that design considerations would not permit opening the bridge to rail traffic till
the road decks have been finished too. Perhaps it would have been better that the fabrication workshops were split between the North and South banks but that was not feasible due to the topography at the North bank.
HCC , the major Indian construction company , leads the superstructure construction consortium , in partnership with DSD Steel Group Germany and VNR Infrastructure .HCC counts the construction of the historic Bhor Ghat (the Western Ghats route to Mumbai) amongst its earliest rail projects. Also on the showcase are the bow string arch girder rail bridge on the Godavari , Kolkata and Delhi Metros, the Pir Panjal rail tunnel that links the Kashmir valley and the now iconic Bandra -Worli Sealink cable stayed bridge. The Bogibeel site, now at its concluding phase, resources about 2600 people in various activities.
IR continues to be in the news and the reasons are many. It touches every Indian, being the lifeline of the country. The suggestions to reform are unending and vary from budget merger, improvement in services with a price tag, accidents or underinvestment. The investment issue has caught fancy globally with the coming up of High Speed train and the Dedicated Freight Corridor. Railways look towards private or nonGovernment funding to take a quantum leap. Messe Frankfurt now plan to organise the 2nd Edition of Rail India Conference & Expo on May 18-19, 2017 in New Delhi to deliberate on these current issues and discuss action plans for the way forward. This conference will showcase what IR is doing and what is its vision along with the path for the ambitious goals. And to achieve all this, innovative ideas, be it revolutionary, are welcome. This is what this conference shall seek to achieve. Arunendra Kumar, Former Chairman, IR Board.
Media Associate
Rail Business [Focus-India] March 2017
21
L O C O M OTIVES C HITTAR AN JAN
Chittaranjan set for growing electrification Vijai Prakash Pathak, General Manager, Chittaranjan Locomotive Works, an officer of the IR Stores Service, was earlier the Controller of Stores in Diesel Locomotive Works, Varanasi. He joined IR in March 1982 after graduation in civil engineering. Pathak has held various important IR positions including Controller of Stores in Rail Coach Factory, Eastern, North Western, North Central Railways and Railway Electrification. Pathak has been trained in Austria & Germany in Supply Chain Management.
This is a time for CLW to consolidate on its high production levels. We have come a long way to establishing internal capacities for 300 locos per year, on top of a good vendor base for traction equipment and various subassemblies. Sourcing for many key components like loco frames, bogies and other fabricated items now complement the in-house capabilities. In coming year, these will be incremented in numbers as well as in technological spread . VS Pathak, General Manager, Chittaranjan Loco Works who has taken over in Dec 2016 has quickly developed his outlook for the coming years. Internal manufacturing is well established and growing, as in the Traction Motor manufacture where a 17% increase (to 914 three phase motors till Dec 2016) has been achieved and only about 20 % motors are sourced from vendors. The 2016 -17 manufacture has included 195 IGBT traction based locos and a full shift in coming years is already in force. Pathak is also sure that the various technologies will be incorporated in full. The assembly unit at Dankuni (near Kolkata) is also operational now, with 7 WAG9 H locos commissioned so far. Dankuni gets its parental feed and guidance' from the mother plant and has developed well. Production plans for electric locos
CLW
DLW Varanasi
2016-17
298
2
2017-18
325
25
2018-19
350
75
The product mix in 2015 -16 was WAP5: 17, WAP 7: 58, WAG9: 140, WAP 4: 30, and WAG7: 35. Manufacture of WAP 4 and WAG 7 s has since been discontinued. The freight locos will be fit for the Western freight corridor operations too, as one of the pantographs fitted is a highreach design that is needed for the higher level of the overhead 25 kV supply for double stack container operations. Fitting of H type couplers on passenger locos is 22 Rail Business [Focus-India] March 2017
also likely on future series. Khatri, Chief Electric Engineer in charge of loco production and his young colleague Agarwal, SEE are hopeful and may be a bit worried that the need to dispatch the near 100 locos in three months, to make up the 300-loco target, may be a little too much. The manufacturing cycle is around 36 working days and good back up progress, visible in the series of locos waiting in the stabling lines, waiting for final inspections and fittings, give them confidence. The year-end pressures are near normal and they are confident of coping. Manufacturing productivity is being continually advanced and Khatri mentions a series of these, like better harness manufacture to avoid wiring errors and service problems, introduction of better pipe fittings and the like. Manufacture in CLW has proven very cost effective for IR, as it gets modern electric locos at practically less than half the price quoted for the Dedicated Freight Corridor locos, a tender that has been dropped for now. Transfer prices: WAG 9: ` 13.5 Cr, WAP 7: ` 13.8 Cr and WAP5 at ` 14 Cr). Progressive vendor development has now restricted direct CLW imports to only about 2.5% of the purchase value. The partial shift to electric locos in Varanasi plant as well as the likely supply from Alstom India s JV in 2019 will be adequate for anticipated electric loco needs. All this has been achieved based on efficient contracting A health resort?
The drive from the Chittaranjan rail station to the CLW housing colony and the factories is transformational, from the typical station traffic chaos to the many lakes, widespread greenery and the ambience of a health resort. One cannot foresee the factories while passing the lakes that abound with migratory birds too. After all, this was a typical tribal area before its conversion to a steam loco factory in early 1950s.
LO CO MO T I V E S CH I T TA R A N J A N procedures. All purchase tenders are now transacted through an electronic portal under the Procurement and Efficiency (PACE) programme. This has also added a transparency layer to the large volume public procurement that CLW handles. Technical improvements
A host of modern features are on trial, ranging from initial application to series inclusion: l
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l
l
Train Communication Network Compliant Vehicle Control unit, developed indigenously by CDAC, already on two locos, this will be expanded as the technology has been licensed to six Indian developers. This would overcome the software compatibility issues faced with the OEM. IR has an ambitious plan for developing a 9000 hp electric (current range: 6000 hp) freight loco. Pretendering processes completed include preparation of functional specifications and suitable interactions with likely traction system vendors. The prototype is expected to roll out in early 2018.
The power of social media
On a sunny week day, the 31875 WAG9 H was getting a good shower, to check if even a single droplet evades the covers and the sealing rubbers into the cubicles housing the on board electric equipment. A meticulous check by an inspector showed none, earning a tick on the inspection sheet and a gate pass for dispatch. And the 30511 was happy to move for its turn at the shower bay. The shower test Â&#x2018;room Â&#x2018;is rather new, having been added in last few months in response to a social media post by a loco driver which showed water dripping inside a loco in service. CLW QA and management took that seriously, commissioning the new high pressure nozzles that simulates heavy monsoon shower. And a key new addition to the quality checks which a new loco should undergo. The cab air conditioning
CLW is not fitting any driving cab air conditioners, even though this was
Parallel development of bi-modal (diesel and 25 kV electrics) locomotives by CLW (5 loco manufacture sanctioned) and DLW is in hand. IR is trying to develop two versions at CLW and DLW. This has also progressed to functional specifications and expression of interest by traction system vendors.
The family shoot
Crew and voice recording for loco driving crews
*= heavy haul
OP Kesari, Senior Executive Director, RDSO is responsible for various technical developments on electric locos. The CLW design and development team coordinates all projects with him.
announced last year. Locos under manufacture are instead provided with a replaceable roof cover that will permit retrofitment. This regression has been forced by the poor service reliability of the ACs fitted earlier. Similar fitment has occurred on the diesels ex DLW. Unconfirmed indications are that the DC power supply used for these units may be the root of the problem. Some trials with DC supply units have been mentioned.
Photos
WAG 9 *H WAG7 freight
WAP 5 WAP 7 passenger passenger
hp
6000
5400
5400
Bogie type
6 axle
6 axle
4 axle
Starting tractive effort
51
44
26.3
Max service speed kph
90
100
160
The CLW Team (L to R): A Agarwal, Chief Public Relations, BR Kanwar, Chief Engineer, Srikant Rai, Controller of Stores, S Bhattacharjee, Financial Adviser, S Toppo, Chief Mechanical Engineer, VP Pathak, General Manager, BB Singh, Chief Electrical Engineer, A Kumar, Chief Vigilance Officer, AK Majumdar, Chief Medical Officer, G Sreeniwas Rao, Chief Personnel Officer and PP Raju, Secretary to GM.
Rail Business [Focus-India] March 2017
23
L O C O M OTIVES C HITTAR AN JAN
The bogie manufacturing and assembly shops form a supportive base for loco production in CLW.
Samir Topo, a recent addition to the CLW cadre, chips in with his plans to ensure a steady growth in back up supplies for increasing production. The bogie fabrication, heavy machining including for traction motor frames and the steel foundry are key team mates to the loco assembly process.
IR s 200 kph project
The WAP7 loco maximum speed can be enhanced to 200 kph by a change in the wheel-motor drive gear ratio. This will be required for IR s 200 kph rake under development in Kapurthala plant. One loco based in Ghaziabad shed with the modified gear train, sourced from the well-known German company Henschel, has shown good reliability on run (at the lower speed).
The steel foundry is presently casting 14 different types of products, predominantly with a conventional
Remote Diagnostics
Fibre optic Serial Data
ROOF EQUIPMENT
REMOTE DIAGNOSTIC EQUIPMENT WITH MVB GATE WAY
VEHICLE CONTROL UNIT MVB Outpur
DIA card
Data from MVB Fibre optic - DDS Extraction from DIA
INTERNET CONNECTIVITY
BROADBAND
SERVER
110 VDC
Narrow gauge wheels
Casting of NG wheel sets for the Kalka-Shimla section had been posing challenges with recurring defects detected during non-destructive testing. Current operations
SMS (As needed)
GPS/GSM/CDMA Antenna
green sand moulding process. Switch over to no bake moulding process in a phased manner from this year could lead to a complete shift by late 2018. An initial six items are planned for switch over between June, 2017 to January 18.
Holding Sheds WAG-9
WAP-7
Lalaguda
1
17
Ajni (Nagpur)
6
2
Gomoh
7
0
Ghaziabad
0
4
Bhilai
1
1
Howrah
0
1
Total
15
25
Communication technology can be utilized for condition monitoring in electric locomotives, with real time single window reporting of key parameters like temperatures of bogie bearings, converters, control equipment etc. The system collects the status of the locomotive or faults developed transmitting to a Remote Server base station server on a wireless network. The equipment is MVB based, connected to the WAP5/ WAP7/ WAG9/9H classes via an associated roof mounted unit of multiple network interfacing devices (GSM & CDMA each) and a GPS receiver.
24 Rail Business [Focus-India] March 2017
LO CO MO T I V E S CH I T TA R A N J A N l
SCR- 5 Pairs of WAG7s: mine to power house segments in Singareni- Bhadrachalam (67 km)
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South Eastern: WAG7, 1 pair & WAG9, 2 pairs in the Banspani Dongapsoi Adityapur (Tata Steel) iron ore belts (152 km)
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South East Central: lone WAG7 pari on Korba-Nagpur (504 km)
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East Coast: WAG7 x 3 pairs on 192 km Talcher-Paradeep Port runs
Head On Generation (HOG)
PK Khatri, Chief Electric Engineer (centre) responsible for loco production with his lead assembly line managers Amit Agarwal and BS Meena.
Recently switch over to no bake sand process has encouraging results with the number of defects reduced by 70%. the manufacturing shops have been the work horse . Besides catering to all the loco wheel requirements, these shops fabricate and machine 3 phase stators for the traction motor production. The 201617target is for 720 stators, enhancing to 1200 in 2017-18. This has been addressed by increasing the work stations and the machining increased from 3 to 4 per day. Toppo is satisfied that 100 stators have been machined for the last two months. The plan is to undertake the entire stator fabrication and machining for 350 locos by 2018-19. Plans exist to augment capacity by acquiring new assets viz, CNC Universal Horizontal Machining Centre & Co-ordinate Measuring Machine. Noise level in the loco cabs during run
Type
Measured value dB
WAP-5 (three phase)
80
WAP-7 (three phase)
83
WAP-4 (conventional)
90
WAG-7 (conventional)
89
US regulations on cab noise limit average to 85 dB. Air sealing, sound
absorption and damping were provided to reduce the noise level that reduced from 90 to 84 dB. These changes are being enforced during periodic overhauls. Water closets
A specification for water closet module with vacuum evacuation and anaerobic bio-dischargeable systems for WAP-7/WAG9/9H defines an intermediate vacuum toilet equipped with computerized control. This module will work on 110V DC supply and air pressure available in loco.
Nine pairs of trains serving New Delhi, Mumbai, Kolkata terminals, Jaipur, Ahmedabad, Chandigarh and Chennai are saving around 40 Cr per year in terms of fuel and maintenance cost. Modification of coaches /power cars and production of WAP 7 locos is in full swing. The WAP5 s, not fitted due to space restrictions on these 4 axle locos, is sought to be corrected by integration of the main traction converter with the HOG converter, a development likely this year. (Content support from MK Gupta, Chief Design and Development, Vipin Kumar, Deputy Chief and the Public Relations team of A Agarwal, Chief and Mantaar Singh is acknowledged).
A crew voice & video recording will ensure effective and tamper proof recording of activities in locomotive cab. The salient features are a minimum last 90 days data storage on FIFO, time and location stamping, analogue and digital video inputs, export of the desired portion of clipping DVR with at least 8 cameras input configurable as IP/Analog and minimum four audio inputs. Improving throughput is achieved by running long haul trains and the concept of the distributed power was developed. On the Distributed Power, Wireless Control System (DPWCS) equipped loco pairs have been developed; up to 4 remote locomotives can be connected anywhere in the train consist, with the slave locomotives synchronized with the lead one. At present 12 pairs are working: Rail Business [Focus-India] March 2017
25
L O C O M OTIVES PATIAL A
IR diesel locos set for a Patiala makeover Engine stop is a system which automatically shuts down the main engine when the locomotive is in idle state for more than 10 minutes and restarts the main engine whenever the train driver desires so. APU is a small diesel engine coupled to a baby compressor and an alternator along with control circuits to maintain the main reservoir pressure between 8 to 10 Kg/cm2 and keep the locomotive batteries in charged condition.It has huge fuel saving potential, saving fuel @ 23 litres/hour during idling.
SK Luthra, Chief administrative Officer, Diesel Modernisation Works, Patiala is hopeful of delivery on the various improvement projects for the IR diesel loco fleet.
The Diesel Modernisation Works (DMW), Patiala is now a key role player in IR plans for upgrading its diesel loco fleet. That is a major shift from its defined role on its inception in 1980s when it was a supplement to the spares supplies for the ALCO/DLW fleet from the parent plant in Varanasi. DMW is now adapting its product lines to new designs, moving away slowly from the ALCO to the EMD locos. It is easy for SK Luthra, Chief Administrative Officer to list highlights from the year: first time loco manufacture for a non-IR customer, rebuild of 1800 hp WDP1 passenger locos (3 so far), major shift towards repair & rehabilitation of EMD loco traction machines and overhaul & support to the MEMU traction machines. The ` 1500 Cr annual turnover comes from supply of sub-assemblies (19 %), spares (25%), rehab of locos (50 %) and new locos for other customers (8 %) (indicative data). High on fuel savings
Luthra scans the many technological changes which DMW is introducing mainly during the rehab of the diesels. The Auxiliary Power Unit APU, that reduces fuel consumption due to a lower engine output and shut down of the main engine during idling, is now being proliferated, with all new + rebuilt ones leaving DMW and Parel (new WDS6) with APUs. Under a project for retrofitment on 500 locos, contracts are awarded and managed centrally from DMW. Multiple sourcing of APUs is being encouraged to hasten implementation and 3 new sources have development contracts in addition to MEDHA. This will come handy for faster retrofitment in the entire fleet of ALCO & EMD types later when a proposed ADB funded project to finance cuts in. APU (with ACES)
Auxiliary Power Unit APU with Automatic control of 26 Rail Business [Focus-India] March 2017
The balance 26 Multi-genset Locos (from an initial order of 28) are scheduled for assembly and supply in next FY. The first two locos were built using NRE gensets with 3 gensets each on top of the standard IR shunting loco WDS6 motorised bogies and have performed generally well in Itarsi yards. The fresh lot will however be built with 2 gensets each only, keeping in view the power demand faced in practice in IR yards. Apart from bulk order for the power/traction equipment of 24 loco sets on NRE USA/Daulat Ram (two manufactured already), development orders for two loco sets each have now been placed on BHEL & Medha. Luthra indicated that the new contracts are for the full kits, including the gensets and this change will avoid the supply scheduling and initial performance problems faced in the prototypes. IR has now sanctioned another 50 locos, indicating satisfaction with the concept, bringing the genset loco fleet to a healthy 78 locos in a few years time. The first loco with Common Rail Direct Injection CRDi, already in last stages of rollout and commissioning in Feb 2017, will be followed by 15 more in next FY. This is a refinement of a prototype modified by RDSO two years back and put through extensive trials on South Central Railway. Development of liquefied natural gas (LNG) powered loco in association with RDSO was tendered for but has not succeeded as many technical issues remain unresolved. Also, the ALCO design is now near obsolete and IR electrification is making good progress, inhibiting fresh development investment by the industry. The issue of adequate engine cooling has been addressed by augmented cooling circuits using higher capacity radiator, cooling fan, aftercooler core etc. The prototype loco is now operational in New Katni and the upgrades will be proliferated. Luthra added that DMW needs to continuously identify new technology increments and two such projects are in hand: to replace mechanically driven auxiliaries by electric motors and retrofitment of a more fuel efficient and emission compliant engine. Both are under development. Adding to the fuel-efficient chain will be the ABB VTG Turbo & Miller cycle turbochargers. These developments are well in hand with the proto turbochargers already
LO CO MO T I V E S PAT I A L A
An ALCO 16 cylinder, 3300 hp engine set under assembly (left) and CNC based precision machining on a wheel set.
supplied and in last stages of matching at the RDSO Engine Development laboratory. These futuristic locos should be commissioned within the next 6 months.
attended since the 2011 start. Manufacture /rehabilitation of AC Traction machines of HHP EMD loco is being stepped up gradually.
Electrification and EMD
The first WDP1 loco rehabs include many systemic modifications like on the under frame to suit side bearer assembly and modified lateral and vertical dampers, modified 4 motor Bo-Bo Bogies with rubber springs in secondary suspension, crew friendly driver cabin, modified nose and radiator compartments & maintenance friendly engine hood & doors. The air circuit now has self-cleaning inertial filtration. The brake circuit now comes with an up-graded air compressor for a pure air brake and possibility to support computerised controls like the CCB.
Luthra rules out any worries about reduction of workload on these accounts. In fact, he stresses that DMW has the go-ahead to prepare for EMD loco rebuilding (18-year schedule) for which tooling & facilities are being actively procured. A new EMD high hp engine test bed has been sanctioned under the 2017 budget while approvals for less value equipment are already available. DMW expects to handle complete EMD Loco in FY 2018-19 even as a beginning will be made in 2017-18 for bogies & engine power packs. 3 phase traction machines are already being overhauled in DMW (342 AC traction motors) till Jan 2017 against 176 last year, 11 alternators over 7 last FY). The first 3100 hp locomotive WDG3A for National Thermal Power (not an IR company) was rolled out in MarchÂ&#x2019;16. So far, 11WDG3A locos have been sold by DLW and delivered by DMW to various such customers. The two units had decided to work in tandem for external customers through an MOU last year. IRÂ&#x2019;s Lower Parel, Mumbai workshop delivers the standard WDS6 shunting locos and all key sourcing is handled by DMW. Traction machines shop has been rehabilitating high hp (HHP) EMD alternators since 2008 and has successfully rehabilitated 47 machines. 900 AC Traction Motors have also been
New rehab line
Samarendra Kumar, Chief Mechanical Engineer
The engine has been equipped with 3RV cylinder liner kit, microprocessor based control system with new contactor compartment; micro-controller based governor, mechanical bonded radiator and plate type enlarged aftercooler and many useful features adopted from the EMD designs. Three locomotives have already been rebuilt with a plan to progressively re-build the entire fleet of 69 locos. A smaller fleet of 28 WDP3 passenger locos, to be tackled next and a beginning will be made in FY 17-18. Cast Iron Engine Blocks
The ALCO-OEM engine blocks are essentially fabricated, using some heavy forgings. Cast Iron engine blocks have been under development since 2010 and various technical and procedural is-
Bimal Rautji, Controller of Stores
Delegation of purchase powers has helped pace of ordering/ decision making. Cases in point are high value tenders for Multigenset loco parts, engine blocks, motors etc., as all such purchase decisions can now be taken by DMW management.
Rail Business [Focus-India] March 2017
27
L O CO M OTIVES PATIAL A
Loco rebuild facilities, a key to DMW s main workload.
sues hindered earlier application. Six of these blocks are now operational for about 18 months and ten more under fitment. These have been sourced from Push Foundry, China and regular supplies at around 5 per month are expected now onwards completing the supply of 50 in next FY. IR expects to meet the future demands of new ALCO engine blocks partly with this casting design and a tender for 150 numbers is said to be due in April 2017. Indian companies like ISGEC Yamunanagar are also said to be interested in developing these intricate castings. Quality improvements
Higher radius camshaft segments, improvements in gear manufacture processes (including external consultancy from CII s Institute of Quality), and improvements in engine block repair methods have yielded significant improvement in service failures
reported within 180 days of rebuild (20 till Sep 2016 against 68 last year).
are reduced substantially too.
DMW has adopted Epoxy cum Polyurethane painting as PU paints offer excellent weather resistance, lightfastness and UV protection to exterior surfaces.
DMW has undertaken provision of Modular HVAC (Heating Ventilation and Air Conditioning) units on Alco locomotives during rebuild to maintain interior cab temperatures in a comfortable range during high as well as low temperature weather conditions. It is a split type AC with power source located in clean air compartment. Prototype units are under testing, and first locos will be in service in this summer season.
CRDi
Common Rail Electronic Direct Injection system is the state-of-the-art technology that replaces the existing mechanical fuel injection system with high precision control of Fuel injection in Diesel Engine. Its highpressure pumps maintain fuel oil pressure in Common Rail at 2000 bar (from 300bar earlier) and an ECU (Engine Control Unit) squarely controls the speed of engine through precise control of fuel injection timings of solenoid operated injectors. Its main benefit is in saving fuel by 5 to 7% and reduction in harmful emissions by 15 to 20%. Mechanical parts
Modular HVAC unit for Cab
High capacity radiator cooling
DMW is fitting high capacity Radiator cooling fan with 1,50,000 CFM air flow from its 8-blades (6 on the conventional fan). The increased air flow capacity with less power consumption improves radiator efficiency and reduces the thermal loading of engine.
I Mech E Railway Division special event in India IMechE Railway Division successfully continues to further its objectives of reaching to the engineering fraternity in India. Richard East, Chairman Railway Division spoke on Sustaining the Future at well attended event in National Rail Museum, New Delhi in Feb 2017. The participants included many young members including from the student chapter of SRM University, Ghaziabad. Post privatization, the UK rail industry has recorded significant growth in passenger numbers while freight traffic has remained flat, or grown marginally. East highlighted the importance of investment in the rail industry in a manner which sustains the future. (L to R: Ravi Kochak, Allwyn Peter, Richard East and Pradeep Agrawal)
28 Rail Business [Focus-India] March 2017
H I G H SPEED OP INION
Getting ready for High Speed trains As India enters the High-Speed Railway (HSR) era, it is important to focus on actions that would ensure rapid technology assimilation and development as well as localization of manufacture. It need be emphasized that the vision for Mumbai-Ahmedabad HSR should include deployment of a dedicated large group of engineers to study and absorb the technologies related to standards, specifications, design, construction, manufacture and maintenance of such railways. These engineers should be required to work on long term basis in proposed institutions, namely NHSR Corporation (for project implementation), HSR Design Unit (for assimilation of HSR technologies and design of various project elements) and HSR Testing and Commissioning Unit (for quality control and compliance with technical standards and specifications). Localization of manufacture of light weight EMUs and various components for track, signalling, communications and electrification systems should be supported. The first route for the construction of HSR in India, between Mumbai and Ahmedabad, has been selected, funding secured and a separate entity (NHSR Corporation) established for its implementation. The best possible candidate route has been chosen as the near 500 km distance is ideal for HSR, this route has high ridership and demand, population in the catchment area has relatively high per capita income that will facilitate affordability of higher fares and there are several other large urban centers that have potential of growth that boost ridership. We need to identify initiatives that would help maximize the benefits from this high investment landmark railway project. Long range development
For technology assimilation and localization of manufacture, the project should include transfer of technology in design, material specifications, manufacture, technical standards for testing of components and systems etc. as an integral part of the contract. Technology assimilation by Indian engineers shall provide the foundation for further development of HSR and Semi HSR in the medium term. These technologies would also be applicable for semi high-speed trains that could be operated by upgrading the existing tracks. As has been the experience in China, technology absorption is feasible only if large dedicated teams of engineers are deployed on the project and they are given specific design and development assignments for delivery in a given time frame and they Jit Sondhi Independent management and railway consultant with international agencies such as the World Bank, Asian Development Bank, USAID, etc. He has carried out consulting work in India, China, Chile, Africa, and Europe. Sondhi has first- hand experience for past 10 years in planning and implementation of the HSR program in China.
30 Rail Business [Focus-India] March 2017
continue to work in respective fields throughout their professional career. It is equally important that localization of manufacture is maximized both for technology absorption and reducing costs as well as for creating jobs in the manufacturing sector. Semi-high speed trains
Railways in the speed range 160-200 kph, designated as Semi High Speed Railways (SHSR), are generally for mixed use with passenger and freight trains. Upgrading existing mainline trunk routes in India to make these capable of operation at 160-200 kph provides a relatively lower cost option for improving medium and long distance passenger services. Priority could be given to routes where the Dedicated Freight Corridors (DFC) are under construction since migration of freight trains from existing tracks shall provide capacity for additional SHSR passenger trains on such routes. The Chinese experience is that such upgrading was implemented by meticulous planning over a reasonable period while the route was still in operation. A 500-800 km route could be upgraded under traffic in say 5 years by giving construction units working blocks of 4 to 6 hours every day. Most time is required for realigning of track to enlarge radius and redesign of station yards to allow higher speed over turnouts. For TALGO type EMU trains, the requirement of realigning track would be minimal. Long term HSR and SHSR plan
Railways are built with a long-term perspective of 50 years or more. It is recommended that a priority list of routes be prepared. A credible time line covering say the next 20 years for the construction of selected projects may then be declared so that construction and manufacturing industries in public & private sectors can develop appropriate capacity and access required technologies. NHSR Corporation needs to be fully empowered to implement the project and given reasonable freedom in award of contracts as was the case with Delhi Metro. It also needs to be populated with engineers and professional project managers (not necessarily from IR) who will be given responsibility for project delivery in agreed time frame. Human resources
A major challenge is in design of various project elements and their integration. The first HSR project is based on Japanese technology and it is imperative that Indian engineers fully understand and assimilate the design process and criteria for each project element. Similar breadth of knowledge of Japanese and International standards and technical specifications is required for designs for other HSR and SHSR projects in India. This will require assembling a large team of young engineers (a few hundred) in various disciplines who are willing to dedicate next 10-20 years of their professional life in the field of HSR. It would be appropriate to set up a HSR Design Unit which should seek collaboration with Universities, R&D
H I GH S PE E D O P I N I O N institutions and industry so that specific domain knowledge available can be leveraged. This approach was successful when ISRO sought collaboration with other institutions.
volumes and competitive pricing. HSR and SHSR projects will also create several thousand jobs and promote manufacture of modern railway products in India.
Similarly, an independent HSR Testing and Commissioning Unit need to be set up to ensure compliance of each project element with technical standards and specifications to ensure high quality and reliable performance.
The SHSRs would be operated with EMU train sets and will require light weight EMU train sets designed to a relatively low axle load of 17-18 t. It is imperative that India develops indigenous capability for design and manufacture of such rolling stock in a time frame of say five years. India would need several hundred such EMU cars in case it embarks on an extensive project for introducing SHSRs on its trunk routes.
Indigenous manufacture
Equal emphasis is needed for developing manufacturing capability equipment, components and systems. These would include light weight EMU train sets and all infrastructure elements. Since several of these would be common or similar for application on HSR and SHSR projects, the volume would justify establishment of manufacturing capacity in India. Here the Maruti model of vendor development could be adopted wherein, to begin with, only two or three vendors were selected for the manufacture of each component to ensure reasonable
A time line for implementing HSR and SHSR projects over the next 20 years or so should be formulated and announced so that construction contractors as well as manufacturing community could develop technological skills and physical capacity for carrying out such projects. However, only a credible implementation plan for HSR and SHSR project would
generate interest in technology upgrade and capacity enhancement outside the railway system. Maintenance systems
Maintaining HSR and SHSR systems in good order is also a challenge and requires detailed research and investigations to arrive at economical and effective systems. All maintenance activities related with track, OHE system, signalling and communications, information systems, ticketing etc. are carried out during maintenance blocks of three to four hours each day. The common IR practice of imposing speed restrictions on track not meeting required maintenance standard will defeat the basic objectives. Work on setting up maintenance standards for various project elements and developing systems to achieve these in an economical manner need to be taken up sooner than later. A guiding vision would be to let assimilation be the mantra.
BritainÂ&#x2019;s HS2 ( high speed rail) Bill has gained Royal assent in February after three years of Parliamentary scrutiny. With the launch of ÂŁ70 million scheme, HS2 will connect London, Birmingham, Manchester, Glasgow, Liverpool, Preston and Wigan. Set to commission in 2026, the network will also get into Manchester, Leeds, Darlington, Newcastle and Edinburgh from 2033. HS2 is expected to create around 25,000 jobs during construction and around 1,00,000 in the wider economy.
Skilling for high speed rail Demand for highly-skilled rail professionals in Britain has rarely been higher; there is a considerable shortfall of skilled professionals at a time when rail projects are booming. With construction scheduled to start on HS2, a brand new high speed rail spine linking London, Birmingham, Manchester and Leeds in 2017, the industry is preparing for the challenge of training and upskilling the 25,000-strong workforce needed for the 550 km HS2 and future projects.
The courses will be delivered through an equal mixture of classroom teaching and work experience. Students will initially take core units for a comprehensive understanding of the HSR system through its lifecycle. This will then be complemented with units teaching HSR topics in studentÂ&#x2019;s area of specialism, including core skills in those areas. The college expects to accommodate nearly 2,000 full-time students each year when fully operational.
Opening in 2017 in Birmingham and Doncaster, the National College for HSR will offer courses developed with industry employers to those entering further education for the first time to experienced rail professionals. The objective is to reestablish a highly-skilled, world-class workforce, actively collaborating with the industry.
The college will teach critical work-ready skills; personal attribute development will be integrated into the technical units and service design for people experience will also be a key theme. More combinations of studies for each specialization will enable all students to tailor their learning and ensure that their skills are transferable.
Rail Business [Focus-India] March 2017
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M E TRO NA GPU R
Nagpur, a new template for Indian Metros Brijesh Dixit, Managing Director, Nagpur Metro Rail Corporation since Feb 2015 has been with IR for over 30 years, that has included a more than 15-year association with Mumbai suburban and urban rail transport. He has been hands-on at planning, designing, constructing and maintaining large scale rail infrastructure. operation of services and administration on Western and Central Railways. His earlier stint as Divisional Railway Manager in Nagpur would naturally help in quick problem solution for this complex project. Dixit ensured a very expeditious start and fast progress through quick and smooth land acquisition, a fast tie up with KfW Germany and AFD France and quick consultancies and construction contracts. Dixit has a keen interest in promoting affordable quality higher education in rural and backward areas. A 1980 graduate in civil engineering, he has a PhD from the University of Mumbai. A favourite management axiom: ordinary people only do extraordinary jobs given the enabling environment which is the responsibility of seniors. We are developing on the experience of other Indian Metros. While the basic features of a standard gauge, via duct routing, 25 kV overhead traction etc. have been retained, improvements in details and greater ecoconcerns will make the 38 km Nagpur Metro a better model for the emerging Indian cities Brijesh Dixit, Managing Director, Maharashtra Metro, Nagpur. The 38-km network will cover two lines, North- South at 15 km & 17 stations and the East-West at 18 km over 19 stations. The initial vision for the Nagpur Metro corporation was limited to this orange city but that has now been enlarged to cover Pune also and the newly christened Maharashtra Metro will deliver both projects. Dixit stresses that this route will lead to better project utilisation of resources and each project delivering better performance over the precursors. In a way, Nagpur will set up a new template for Metro projects in Class B cities. Like other Indian Metros (except Kolkata), Nagpur Metro is also a JV between the state government and the Central Ministry of Urban Development. Cost control
The cost cutting efforts started with the engineering reviews, like for the via-duct columns where the duct segment width has been reduced to 8.5 m (from 10.3m) with weight reduction of about 15 % per span. The execution has involved casting of the 70-m parapet integrated with the segment, with all these changes leading to a ` 120 Cr anticipated savings. The right of way reduction from 20 to 18 m has reduced land acquisition issues. Station platforms have been truncated to 75 m, mainly due to shorter train consist (3 coaches only). Signalling changes like elimination of master clocks at stations, virtualization of telecom servers in operations control centre, elimination of 48 V Dc supply should save around ` 25 Cr. Reduction of traction power substations from four to two and optimisation on transformer ratings and cable sizes should moderate the costs by another 180Cr. 32 Rail Business [Focus-India] March 2017
The two depots at Mihan & Hingna have similarly been optimised for a ` 100 Cr dip in costs. Beginning with the foundation laying by the Prime Minsiter in Oct 2014, Dixit has made visible progress on the ground and with the likely lease of train sets from Chennai Metro, he expects to run the first trains on the section (phase 1) before the year end. This seems likely with the current 32 % physical progress on the project, visible with 70 pillars (total) and 50 spans having been launched. That converts to about 22 km of the 38-km planned. 22 station sites (total 38) are near finishing. Signalling works, l
Gauge - Standard (1435 mm) l Traction - 25 KV AC OHE
l
Maximum Operating Speed - 80 kmph
l
Lines/Stations Elevated Stations
At Grade Stations
Elevated (kms)
At Grade (kms)
Total (kms)
4.6
19.6
Line 1 - North-South Corridor: Automotive Square to MIHAN 15
2
15.0
Line 2 - East West Corridor: Prajapati Nagar to Lokmanya Nagar Total l
19
-
18.6
-
18.6
34
2
33.8
4.6
38.2
Rolling Stock And Technical Parameters Particulars
Length
Width
Height
Driving Motor Car (DMC) in
21.64
2.9
3.9
Trailer Cars
21.34
2.9
3.9
Train Composition
:
3-Car train: *DMC+TC+DMC
Seating Arrangement
:
Longitudinal
Axle load t
:
16
Max Acceleration
:
1.0 m/s2
Max Deceleration
:
1.0 m/s2 (Normal braking)
Maximum Operating Speed
:
85 kph
Schedule Speed
:
North-South
:
32-34 kph
East-West
:
30 kph
Car Depots
:
at MIHAN & Hingna
*Driving motor + trailer + driving motor
ME T RO N A G P UR
Nagpur Metro will have two corridors, totaling 34 km over 36 stations.
under execution by Siemens, are on par progress. The project does not involve any tunnelling. Premier construction companies like AFCONS, Pratibha, IL&FS etc. are executing key segments. The expected peak ridership on completion will be 3.5 lakh per day, handled by 3 car train sets. Already 69 coaches have been ordered on the Chinese CRRC, at around ` 8.2 Cr per coach, the lowest by any Indian Metro so far. This is attributed in part to the re-assessing the eligibility criteria for the vendor to ensure widest participation.
substantial area and revenue streams. Residential development of 60 lakh sq. ft. is hoped for at the two depots at Mihan and Hingna. An international architect has been engaged for concept plans for development at Sitab-
uldi exchange point and the Zero Mile location. The project execution is set for a fast pace, centered about deployment of special software like 5D Information Modelling (BIM) & ERP for project
Project funding under SPV model Total project cost: ` 8680 Cr GoI equity: 14.3% Maharashtra state equity: 14.3% GoI subordinate debt : 50% Grant from Nagpur Municipal Corporation: 0.98% Market loan: 58 .1%. The state agencies have chipped in with about ` 1000 Cr through state taxes and land acquisition costs. The project has external funding of Euro 500 m (` 3750 Cr) from the German KfW and the French AFD (Euro 150 m, ` 975 Cr). Real estate development
Integrated station and other area development is a core business segment for Metros and Nagpur has planned Rail Business [Focus-India] March 2017
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M E T R O NAGPU R monitoring and execution. Dixit has built in plans for non-fare box revenues of near 20 % of the total. The Transit Oriented Development will include increase in stamp duty by 1%. The ECO drive
The inherent eco-friendliness of ur-
ban Metro transport has been enhanced by special provisions; it claims that 65 % of energy requirements will be solar based and this source will progressively increase to 34 m kWH energy units by 2026. Maximum solar tapping will be available as all possible
New Metro Policy
The Finance Minister has announced that a new policy document will be released during the year. This is expected to provide improvements over the current template of projects executed and operated by a Central-State government JVs, with debt funding and external aid or soft loan support. While the Budget announcement has not laid out the likely changes, the new policy could address issues on investment patterns, and improved viability. Real estate development on
station and depot roof tops and vacant ground spaces and walls will be mounted with PV panels . Right now, a 14 MW generation (likely to increase to 36 MW) is in construct.
the Metro sites could be given a special proviso so that development by the Metro JVs is faster and avoids the many points of interaction with local authorities. Another need is the setup of integrated Metro Transport authorities for handling rail, road (and may be ferry) traffic under one umbrella. The current fragmented structures in Indian cities, unlike the integrated set ups in developed country cities, leads to poor multi-modal coordination, adding to some chaos at Metro stations and increased travel time for commuters.
Rail facture detection Rx1
Theory of Operation
Rx
Tx2
Rx
3rd Axle
4th Axle
I1, 2 = Max Waveform
#3 axle
I2
Rx
Good Rail
Current flows in rail/axle loop
Broken Rail
Detect current in rail/axle loop
#4 axle
I1, 2 = 0
I1
Tx2
Crossing Shunt, Shorts
68 of the 146 train accidents, mostly causing fatal injuries, have been attributed to rail/weld fractures. While multiple efforts are being bade by IR to arrest the occurrence, new technologies are also being assessed and deployed. One emerging method of continuous monitoring of rail health with loco mounted equipment was flagged in the November 2016 Rail Vikas Shivir. Existing track circuits (part of the signalling system) can provide an indication of discontinuity but the cause must be physically verified by on-foot site checks. This is cumbersome particularly as trained staff may have to move from a different location. Further, a track circuit can detect such a discontinuity only in the positive rail of a DC circuit. The IR presentation indicated that ultra-sonic flaw detection is about 75% reliable, being able to detect fatigue flaws that have a nucleus and grow over time to a threshold level . A pilot project for real time rail fracture detection, under trial by RDSO on the Northern and North Central zones presents a possibility but is theft prone and likely to cost about
34 Rail Business [Focus-India] March 2017
Magnetically coupled signal injection
Signal processing
` 12 lakh per km (earlier reported in Rail Business, Jan 2017). The idea presented involves real time detection of integrity of track by injection of two magnetically coupled signals through a passing loco. Signals will operate at narrowband frequencies of 4.6 to 3.8 kHz that will not interfere with other roadside signals. Current loops are monitored real time for waveforms which are compared with signature waveforms of known track features like rail joints and crossings. It will raise immediate audio-visual alarm upon detection of unknown signatures for rail failures, pin pointing the geographical location . The presentation listed that the concept has been successfully implemented over BNSF, USA, where 68,000 events (usual and unusual) have been detected over about 1,44,900 km of track. Execution timeframe of two years, if approved by IR, has been indicated. (Based on a presentation by Kolkata Metro at the IR Rail Vikas Shivir.)
O P E RATIONS CREWS
CREWLOGIC optimises rail crew links
Crew scheduling is a known non-parametric hard problem. Nobody knows the minimum crew needed to run all the coaching trains such that all the rules are followed and crews get defined rest. A coaching train is run by a driver, assistant driver and guard, collectively called a crew. Crews works a train for around eight hours before another takes over. After rest in an outstation rest ( running ) room, they round-trip a train back towards the base station. Crew gets headquarter rest after a round trip, every week the crew should get a long headquarter rest called periodic rest. Crews work all trains assigned to its base station such that rules for maximum continuous duty and minimum prescribed rest are followed. These crew schedules, popularly known as crew links, are drawn for all crew bases covering all coaching trains. Such crews are a very costly resource that, per a planning commission conducted study ( Total Transportation Study ), costs 7.9% of IR operating expenses. An untapped area
Dr Manish Kumar, Mathologic Technologies Innovation Center, IIIT Bangalore
Mathologic has created a software product CREWLOGIC, essentially a decision support system, after research for over three years. The complete crew link making process is divided in stages and CREWLOGIC includes algorithms for optimization at every stage with a designed intuitive user interface so that railway users can use it easily without having to be mathematicians. The software can be hosted on Cloud or on local servers and easily accessed from a web browser. Any division or zone, or even the entire IR, can make efficient crew links using it. For every crew in the link there is 15% leave and 15% training reserve. For 25 drivers, there is one Loco Inspector (4%) and for every 50 Guards, one Traffic Inspector (2%). In effect, every one crew set in the link averages 4.34 employees. Average salary and perks of such staff can be taken as ` 12 lakhs per year leading to financial impact of one crew set at ` 52 lakhs. Prove outs
Prof. Bodhibrata Nag Indian Institute of Management Kolkata
Two field assessments have been carried out. In one a zero-base plan was made to run trains in Northern Railway. With the software, a 28% more productivity per crew was achieved. In the second trial, the running room rest in Firozpur Division s (FZR) express crew links was improved with saving of 10 % crew. In both the cases, the crews spent more time at home.
36 Rail Business [Focus-India] March 2017
192
200
Improved
OS REST HRS/14DAYS
HQ REST HRS/14 DAYS
77
71
81 CREW SETS
66
138
184
Actual
224
IMPROVEMENTS IN FIROZPUR CREW LINKS
124
IR runs nearly 6420 express and passenger (excluding suburban) trains every day. Train crew scheduling for such a large operation is a complex task, handled currently by human skills and optimised solutions do not exist. Crew schedules as of now often optimize crew utilization within a railway division and train runs are divided between crew lobbies due to legacy reasons, some originating from steam loco operation era but without any scientific approach. Local optimization at divisional level does not result in global optimization.
DUTY HRS/14 DAYS
TKM PER CREW/DAY
There is a saving of 14 crew, 10 percent of 138 existing express crew in FZR division. Outstation rest is reduced from 81 hours to 66 hours per crew per 14 days, an improvement of 18%. Absolute improvement in outstation rest was from 5589 hours per week to 4101 hours per week, a 27% reduction. Reduction in absolute outstation rest will also reduce the workload for running room staff. Headquarter rest hours go up from 184 to 192 hours per crew per fortnight, an improvement of 4.5%. Duty hours per fortnight went up 9% from 71 to 77 hours. Crew productivity went up by 12% from 200 to 224 km per crew per day. On an all-India basis, a 10% saving in coaching crew will save 6000 employees (more than 60,000 driver guards and assistant drivers are running coaching trains). The saving in coaching crew will reduce the requirements of goods crew working in coaching. There is perennial shortage in goods crew and they earn overtime at double the rate. Thus, the coaching crew saved will reduce the overtime in goods crew at double the rate of salary. Complexity for freight crews
This question is repeatedly asked: crew links are planned based on a time table. If some trains run late frequently, additional slack is provided in the form of extra rest to accommodate perennial late runners. The crew links are not dynamic in nature and dynamic scheduling is out of scope of this innovation. With most freight trains running to open timings, the crew assignment for these is riven with greater inefficiencies. These can be addressed only by a dynamic scheduling software that can be developed based on the experience with CREWLOGIC on passenger train crews. That would be tougher and more exciting, but worth a try. Dr Manish Kumar, a PhD from IIM Calcutta and MTech from IIT Delhi leads Mathologic Technologies, an innovative startup company. He is a former Indian IR Service officer, an academic and former software Infosys researcher. The startup is mentored by an Operations Research Professor from IIM Calcutta and has been incubated at IIIT Bangalore. a patent issue is likely soon. manish@mathologic.com
I N N O VAT I O N S CO MMU N IC AT I O N S
Appropriate communication technology IR s no unmanned level crossings plan has brought forth a cost-effective use of modern technologies in a good illustration of how to use technologies appropriately . In a first of its kind on IR, GSM network based voice communication, backed by suitable interlocks conforming to operational safety protocols, has been successfully installed. By utilizing available infrastructure of mobile networks, cost for providing telephone has been reduced by 95%, saving more than ` 2 Cr on the project cost. Manned level crossing (LC) gates require that a gateman should have voice communication with station operations staff to communicate about approaching trains. Traditional telephone through buried copper cables is vandalism prone and expensive to install and maintain, particularly on sections with low train density. LC gate manning had been sanctioned for 12 locations on the 45 km Tatanagar and Belpahar (BDO) section that handles limited traffic but has a historical place in IR lore having been the first rail route to handle iron ore that built the Tatanagar steel complex. The low traffic density has limited working to train staff and ticket system , without block section working, possible without interlocked communication between stations. The two terminal stations at TATA and BDO are connected through land line phones but the main challenge was to provide connectivity for these 12 LCs. A conventional method through connectivity is a buried 6-quad copper cable. Ten of these gates fall in the mid area (13 km from TATA and 12 km from BDO). Working of telephone on copper cable over such long distance is practically difficult due to reasons like voltage attenuation. Normally, rail block sections between two adjacent stations are 10-12km long, with gates falling within 6 km from nearest controlling station and attenuation is controllable. Trenching and laying of 45 km of 6-quad cable would take months. Plus, theft of copper cables, even if buried, is high due to less trains density, something that had already been experienced when laying the cable in this section was dropped by construction without completion earlier in 2004. Copper cables were pulled out by miscreants with tractors, and in many patches the laid cable was taken away immediately after laying. A search for alternate solution to provide telephonic connectivity was needed. The OFC option
Typical set diagram, as for Tatanagar Station Solar Panel (100 Watt peak)
L.C.Gate TB-11(Gate lodge) Securely locked inside equipment box (immovable) and not accessible to Gateman)
12V/0.5A Charge controller
75AH battery (>100Hrs backup)
FCT device having SIM (with outgoing limited to SM/RRI Tata only
FCT
Normal Desktop telephone: with Caller ID and with one touch speed dial key set to SM/RRI TATA
Appropriate technology using a high-technology solution in a traditional area. A wireless communication solution, low on capital and running costs, for a sparsely used train section has been developed successfully.
was chalked out to provide IP telephone at each gate and connected to stations through dedicated fibre terminated at each gate. Here 45 km of 24 fibre OFC cable were to be laid throughout the section, a dedicated fibre be terminated at each gate, connecting to adjacent station through OFC media converter and IP phone. The VOIP server (each under ` 1 Lakh) would be provided at TATA and BDO. The IP phone would be converted to conventional push button with programmed speed dial keys. The power requirement in this case is very low (typically 20-30 W), within solar power capability. The estimated cost for this system worked to ` 1.1 Cr (` 2.2 crores for copper cable). The mother of invention
Procurement of 65 km Quad cable had been delayed due to pressing demand of more important works and this fortuitous non-availability of copper and OFC cables forced the road to an appropriate technology as we opted to utilize the mobile network and worked in this direction by utilizing the existing cellphone facility instead of IR infrastructure. The expected expenditure was much lower with implementation in a very short time.
Rajendra Prasad Divisional Railway Manager, South Eastern Railway, Chakradharpur
GSM based FCT phone
For operational safety, a public mobile system has limitations like:
A second option was optical fibre (OFC) based communication as this cable is not theft prone, lacking a resale value. For maintainers, the cut location can be exactly pin pointed. OFC is cheaper than the copper cable but the equipment is to be installed at each location with a stable power supply which this unelectrified section mostly lacks. Required: an out-of-the-box concept which does not require full OFC equipment running on low power.
l
An outsider may call a gateman from any public booth or mobile phone and give unauthorized instructions.
l
The gateman may misuse the GSM based phone for unwanted calls and miss an operations instruction.
l
The mobile phone can be carried by gateman to his residence and operate from there, considering a max 3 trains in a day.
The answer for such an OFC solution lies in data networks, where we can provide video conference for remote locations with small media converter device. The system
After many trials and improvements, a working system using GSM based fixed Cellular Telephone (FCT) has been developed.
M Mubashshir Waris, Sr Divisional Signal & Telecom Engineer, South Eastern Railway, Chakradharpur
Rail Business [Focus-India] March 2017
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I N N O VATIONS COM MUNIC ATIONS The system
The telephone to the gateman can be provided through existing GSM network. A fixed table top conventional telephone handset (with a dedicated push button call to the controlling station master) connected through RJ11 cord to FCT instrument securely locked inside Instrument box was provided. All outgoing and incoming calls to other mobile numbers except controlling station were blocked. Further to add up security, the keypad of telephone was removed. Similarly, the phone at station end was provided with same features but with one difference: authorized to speak to any of gates with dedicated 12 keys with all calls limited to these 12 locations only. In case of outage of mobile network, rule based provision for operation in case of loss of communication would be followed. Technical system
An independent 12V supply solar panel is provided for FCT to make the system run without local power in the non-electrified area. l
l
Simado FCT equipment, with many functionalities, is robust in design and supports 2G & 3G networks. The power supply is 12V DC with a 5Watt consumption, implying that a 75Ah battery can run for 5 days, even assuming 30% power loss due to non-ideal conditions. Solar Panel: 12V/100W(peak) Tata made solar modules are used to charge the battery.
l
Charge controller: of 10 Amps capacity is used to charge battery and supply load current to FCT during daytime. In night, the FCT will work on battery.
l
Push button telephone with speed dial keys, where the number keypad is covered under metal with limited accessibility for speed dial key and caller ID.
l
Airtel SIM (Postpaid CUG) Blocking of outgoing calls other than station, achieved by utilizing the general feature of SIM card chip for Fixed Dialling Numbers . By this outgoing call is barred outside the list of numbers which are fed in the SIM card. This cannot be changed by any unauthorised
38 Rail Business [Focus-India] March 2017
person as its access is restricted by PIN number and specific programming is required Blocking of Incoming calls: with the Airtel Call Manager service, inward calls are not possible to the gate FCT phone from any number except the Station Master. This feature is feasible by using latest Value added Service Airtel Call Manager (activated by dialing *323#). A custom profile is set where one number is set as always allowed list and all numbers other than this are rejected at network level with the caller getting a suitable voice message. The FCT will not ring as unknown incoming call is blocked at network level, while calls between Station Master and gate FCTs can be possible. The monthly service charge is ` 30 per SIM. Reliability and maintainability
The GSM cellular network is a stable communication with rare outage. The gate areas have been tested with Rx level of mobile network and found to have good coverage. Many models of FCT phones are now available, with proven technology and robust design. The facility of battery backup in many models adds to their reliability during local power failure. System can run for more than 48 hours without external power supply if higher capacity batteries are used. The system is based on handy small equipment which can be replaced easily by staff with limited training.
only difference is that we are using different media for establishing telecommunication. The GSM based media is well established and using that infrastructure is highly recommended for saving of cost and long project work. The integrity of the GSM based FCT based telephone is already established and, in fact, the voice clarity of FCT phone is also better. Provision of voice logger is also possible for the FCT based telephone. This system is recommended for providing telephone connection for manning in other zones, especially where traffic is less. In fact, it is an ideal system due to fast execution, less maintenance and low infrastructure cost. In addition the concept can also be used for other purpose like hotline telephone requiring limited user calls in control, FOIS locations, traction substations and similar uses. After a vigorous marketing of the idea, with compliance of all doubts and observations, the system has been cleared with issue of a procedure order and clearance by the statutory Commissioner of Railway Safety. Idea to Reality timeline l
August 2016: Idea for FCT phone.
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August 2016: proposal for zonal approval
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Sep 2016: trial of FCT phone conducted at one gate in Tatanagar
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Nov 2016: Trial conducted at a gate ready for manning. The features for blocking outgoing call at SIM level and for blocking incoming calls other than required number introduced, completing all requirements for system integrity.
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Dec 2016: Approval by zonal HQ along with a procedure order.
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Jan 2017: CRS sanction
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January, 2017: Commissioning
Advantages
For such an FCT instrument system the estimated expenditure is only ` 10 lakhs with recurring yearly charges of, may be, ` 50,000, much less than maintenance cost of a 6 Quad cable throughout the section. Trenching and laying of 45 km of cable often takes months and the practical difficulties of rocky area and other unforeseen reasons can further delay execution. With available commercial voice loggers at around ` 15,000 each, voice communication recording is possible in FCT instrument. The voice quality is very clear as compared to humming, noisy sound experienced in magneto phone due to cable joint leakage, cable low insulation, Electromagnetic induction, etc. There is no difference between GSM based FCT phone and conventional Magneto push button phone. The
The fast completion of this longpostponed project in fraction of the cost is an example of how appropriate technology , using all modern elements, can be adapted for optimised solutions.
PE RS O N ALI T Y S A SI N G H
Straddling administration, fate and adversity by the thought: would I ever see her again. But then a voice filled my head assuring me that things would be just fine. I cannot explain the calm that descended over me after that so much so, when my wife came back I could tell her not to worry and just take me to hospital and I would be fine. And just as the voice had said, everything fell into place; I was in hospital within what is called the golden hour, which of course saved us both. And the voice has always stayed with me.
Never looking back in anger: Sarabjit A Singh and Mrs. Kitty (Kanchan) Singh look back at an unfortunate event in 1989, that changed their lives.
An after-dinner walk on the June 23, 1989 changed our way of life from how we thought we would live our lives to how we had to live it. My wife and I were both shot by people we did not know, for reasons that never became quite clear. The place, an under-construction colony of the Rail Coach Factory, Kapurthala. But then things are never so simple. You take decisions as part of your job and someone feels aggrieved. The times were bad as militancy in Punjab was at its peak and every day brought news of people, of some we knew, being shot and killed. But the thought that we could be targeted never crossed my mind. We were here to build a factory to give people jobs, why should anyone want to hurt us? With militancy in the air, it was easy to hit and run to make it look like another terrorist attack. We became victims of such an environment. I was shot thrice, my wife once. One of the bullets broke my spine and as I collapsed to the ground, with it collapsed the world I knew. With a bullet logged in her jaw my brave and wonderful wife ran for help. As I saw her go I was possessed
My disability was such that I would never walk again. A life on a wheelchair stared me in the face. But the seven-month long rehabilitation in Stoke Mandeville Hospital in UK taught me that all was not lost and life on a wheelchair could be near normal. The support of my wife and children, friends and family pulled us through this very challenging period. However, all this would never have been possible without the institutional support of the railways and colleagues. Everyone pitched into to make it possible for me to work as near normal as it could be. The struggle of getting back to work and normal life taught me to be grateful for what you have and things are never as bad as they seem. Never give in for you will never know what you can do if you do not do what you can do. I would be amiss if I did not mention that I am grateful to the almighty for multiple mercies that he has bestowed on us. If we had not been saved my two daughters, then sixteen and eleven, would have had to fend for themselves. If I did not have the support that I have had, especially of my wife, and I continue to have I would not have been able to lead the life that I have led. How can I forget the RCF employees who slept for six months in the hospital verandas to turn me every three hours to keep me free from pressure sores or the forty that lined up to donate blood? I have much to be thankful for.
incident the posting was great... I could recruit about 3000 artisans and train them in two years . Where is Chiqualaquala?
In 1978 Singh had led a team of 20 technicians to Mozambique Railways for managing the diesel locomotive fleet. , the first Indian expert to reach Mozambique after it attained independence. In the prevailing cold war struggle with South Africa and Zimbabwe (not yet free), the endeavour was to run a train, if not every day but occasionally, between Maputo & Chiqualaquala to show that the line was functional.
Down the memory lane: A young S A Singh ushering in Prime Minister Indira Gandhi on a visit in Botswana.
In 1986 at the height of militancy in the Punjab, SA Singh joined the team for establishing the Rail Coach Factory in Kapurthala. He adds that apart from this very unfortunate
The adviser heading the workshop had fled to Portugal (he was white and worried) and Singh became the Advisor. When Prime Minister Indira Gandhi came on a state visit, Singh had the privilege of taking her around. Singh recounts that she was very gracious and looked for me in the crowd before she got into the car and said, I am very pleased with your work and you have my good wishes.
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L A S T W ORD S
Of gunshots and drifted ferries
Singh s IR career started as an apprentice in Jamalpur. After a short stint in 1966 in Gorakhpur workshop, he was posted to the Fategarh district, a heady stuff for a 26-year-old. I found myself like the head of a small principality stretching from Agra to Kanpur and from Kasganj to Bareilly. It was like being asked to learn swimming by being thrown into the deep end. I can never forget being forced to carry in my saloon a man with a gunshot injury by a group of armed men . In a later posting in 1971 he was also Marine Superintendent for the ferries that linked the South and North banks of the Ganges at Patna, Mokamah and Bhagalpur. It was also the first brush with politicians. A steamer carrying the then Chief Minister of Bihar, Kapoori Thakur, drifted 16 km downstream
because of a sudden rise of the river. The resulting uproar in Parliament forced the railway minister to visit Patna. Compared to what can happen today, I escaped with a minor wrap on the wrist. A posting in RDSO followed. Eventful years of grit
From Mozambique to Chakradharpur to Kapurthala to 14 months of hospitalization! Postings on the Northern and COFMOW followed till retirement in 2003. Singh was appointed a Member of the Principle Bench of the Central Administrative Tribunal, demitting office in 2005. He later worked for some time with the World Bank. Singh has been a beacon of what grit can achieve and has associated with disability issues. He was also part of the group that drafted the Disabilities Act 1995.
The largest annual human migration, mostly by train The largest annual human migration on earth takes place every year in China during the Chinese New Year or Spring Festival. This year about three billion trips were made by Chinese people during the Spring Festival travel rush over a period of 40 days commencing from January 13. Millions of people working or studying out of their hometowns travelled home to reunite with families to celebrate the Chinese New Year. In 2017-the Year of the Rooster-Chinese authorities expected holiday makers to make 2.5 billion trips by land, 356 million by rail, 58 million by plane and 43 million by water transport over the 40-day period from January 13. China's total rail network stands at more than 1,24,000 Km and includes 22,000 route km of high speed railways by the
Railway 'mothers'
40 Rail Business [Focus-India] March 2017
end of 2016. Over 350 million trips were made by train of which some were over very long distances such as 1,500-2,000 km. The average train travel per trip was over 400 km. It is estimated that more than 10% of passengers departed from the country's capital, Beijing, followed by Shanghai (9%) and Shenzhen (7%). During this period, the inter-city rail transportation faces great challenges. The demand for tickets far exceeds the supply. The online system for ticket purchase has alleviated the difficulty in buying tickets and effectively discouraged scalpers who profit a lot during this period. However, travelling by train during the Chinese Spring Festival is still a challenge, especially to foreigners. Trains are sardine-packed with thousands of snoozing students, as a result of greatly expanded number of university places over the past decade. The Beijing West station was used by over 2,25,000 passengers daily during the festival period. This station handled 204 train arrivals and departures a day, meaning a bullet train arrived every 4 minutes and a regular train every five minutes.
About 200 female conductors from Chengdu railway section of Sichuan province have been dubbed "railway mothers" after they volunteered to pay special attention to children travelling with their parents or grandparents during the Spring Festival. Conductor Zhao Congying is one of them. On Jan 25, 2016, two girls, both less than three years old, boarded her train with their father. The elder sister, nicknamed Jingjing, was crying continuously which caught Zhao's attention. Zhao found that the father was
taking the children to spend the Spring Festival with their mother this year. But the two girls had grown up with their grandmother and felt strange with their father, who did not have much experience of taking care of children. To comfort Jingjing, Zhao held her and talked to her. The girl gradually stopped crying and even agreed to eat with Zhao's help. (based on inputs from Nanyan Zhou, Transport consultant, Beijing)