RB Bookreview PDF

Volume 7, Issue 36 November 2016
ISSN No. 0976-254X

www.railbizindia.com
IR BUDGETING
& REFORMS
EXCLUSIVE OPINIONS
FROM AN EXPERT PANEL
100 YEARS LATER

` 100
FIRST WORDS
Normals teach us rules;
The tides are good. There is an expectant atmosphere of change, there is hope that
product delivery will improve. Some structural changes at the IR Board, the annual
budget being merged into the Central one, the Talgo trials and the IT push could
be good omens. However, one cannot escape the feeling that these are the easier
decisions and hopefully the tougher calls will be made in coming year.
None of these are intended for any immediate succor or impact on IR output or
revenues; in fact, the revenue performance thus far this FY has been even below
last years even as the expenditure, particularly on staff, looms threatening and dark.
Consider the changes: a 2-year service extension to the Board Chairman, merger
of the budget, re-distribution of responsibilities at the Board level and internal
changes are not meant for short term corrections. The government did show a lack
of faith in the top tiers of IR management by granting a 2-year extension to AK
Mital, a fine and upright manager. The last time anything of this nature was done
was when MS Gujral was given the responsibility (1980-83). Gujral has left back
a legacy in unit train operations and technology introduction but little of this nature
is in the offing right now. The expectations must be met with some hard changes;
just symbolism will not do.
The last time the IR Board had a long innings was in 1999 when retirement age
was increased to 60 years, from 58. Nothing of any long-term consequence is
attributed to this long tenure Board possibly in the absence of any hard decisions.
The current situations are similar; Gujral succeeded as he was willing and able to
change the core of IR operations. In principle, the longer tenures should be welcomed
and this needs to extend to other positions too.
Some changes like a new position in Signalling, reporting to the Chairman, seem
to run counter to the need for integrating infrastructure under one Board Member.
Will the change of responsibilities between the Members (merge diesel and electric
locos under Member Traction and all passenger stock under Member Rolling
Stock) produce any tangible gains, even as the engineering and management cadre
policies remain the same? Some murmurs of who and where to report to are audible,
but these can be initial hiccups too. Time will tell, but any significant effect
is unlikely.
In this issue, we have compiled a set of opinions and viewpoints on these IR changes;
obviously, no such effort can be full spectrum. It will be a pleasure hearing from
you on your views and the options you would prefer.
We do look forward to 2017, with a renewed commitment to bring you interesting
reports and opinions. And our gratitude to all the content contributors, advertisers
and many others who help in diverse ways in sustaining and improving this magazine.
(Vijay Raina)
Outliers teach us laws.
Editor
From the Laws of Medicine by Siddhartha Mukherjee
Volume 7, Issue 36 November 2016
CONTENTS
www.railbizindia.com
Consulting Editor
Sumant Chak, AITD
IR reforms: from our panelists

1
Sanjoy
Mookherjee
Arunendra
Kumar
Vivek Sahai
Rakesh Chopra
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.
European Correspondent:
Ms Geetha Munikoti, Berlin
IT Support
Dilip & Rajat
Designed & Printed by
Headliners Advertising Services Pvt. Ltd.
87, Monohar Pukur Road
Kolkata 700 029
e-mail: headlinersadvertising@gmail.com
R R Jaruhar
Navin Tandon
R Balakesari
S Dhasarathy
10
IR freight
12
Coal on a growth slide
High Speed
14
15
26
Positive outcomes from

Talgo trials
Looking back
16
New SYDAC driving

simulators
Metro
20
Industry
11
18
22
23
24
Edge of imagination
Operations
Lucknow makes targeted

progress
Swapan K.
Chaudhuri
Abhaya products
Rails from JSPL
Molinari: getting into India
Thales signalling
Traction equipment:
CRC now in India
Technology
21
28
30
Rolling stock demand

forecast
New option in urban
transport
Derailment detection:
new Indian patent
For subscriptions & a complementary copy,

please e-mail at railbizindia@gmail.com
Rail Business
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
Potpourri
23
31
32
32
Book Review
The cemetery train
Steam Congress 2016
US Presidents white steam
I N DI AN RAI LWAYS RE S T RUC T UR I N G
Merging IR Budget: towards financial revival ?

Much animated discussion has been heard
on the move to merge the IR annual budget
with the Central governments general budget. From an IR perspective, the real issue
which needs deliberation is whether this is
simply an exercise to amalgamate the Railway Ministers speech and federal budget
presentation by the Finance Minister in Parliament, or will this process also involve a
serious attempt to provide IR some tangible
takeaways so as to restore its currently sagging fortunes and ensure its financial revival
in the near future.
Since the acceptance of the Acworth Committees recommendations in 1921 (the Separation Convention), the Railway Ministry
has not only been presenting its own budget,
but has taken concrete steps to adopt several
commercial accounting principles becoming
responsible for its income and expenditure.
IRs annual financial performance is measured by the Operating Ratio of its total annual expenditure and income; this has always
remained positive over the years, even after
servicing the debt liability.
should be phased out and merged with the

General Budget. Subsequently, a detailed
paper was also submitted by NITI Aayog to
the Government.
Locating solace
In the background of the huge financial liability on IR in the form of 7th Central Pay
Commissions (CPC) staff pay-outs this is
the right time for merger, tariff increases can
hardly compensate the pay-out increases
envisaged. Added to this is IRs social burden
and the financing required to decongest
routes. Railway Ministry will certainly have
to depend upon the Ministry of Finance to
support it fully through a pragmatic budget
mechanism. This should be articulated at
the time of merger itself, on the model adopted for the Department of Posts, on the following lines:
l
Do away with the payment of dividend,

since no other Ministry pays it, relieving
by around ` 9800 Cr during the current
fiscal.
Compensating IR for the additional impact of 7th CPC:
Salary
` 15000 Cr
Allowances
(when announced)
` 10000 Cr
Pension liability
` 10600 Cr
Sharing, partly or fully, the public service

obligation currently borne by IR, about
` 35000 Cr annually.
Limited autonomy
Yet the concept of full autonomy, originally

envisaged by the architects of the Separation
Convention, has never been achieved, since
unlike corporates (including Government
owned PSUs), IR has always remained a
departmentally run commercial enterprise,
similar to the Department of Posts (including Telecom, before its corporatisation).
Even now, all IR revenues continue to flow
into the Consolidated Fund of India and
expenditure is authorised by Parliament.
Ever since the first Railway Budget (192526) was presented in the Legislative Assembly by Sir Charles Innes, Member of the
Viceroys Cabinet, the two have remained
inseparable, like Siamese twins, in terms of
the financial arrangement existing between
the Government and the Ministry of
Railways.
Todays need is not merely to unify the presentation of the two budgets in Parliament,
but also to rework and bring closer the entire
financial relationship between the Government and IR, if the Government really intends to support the growth of the railway
system, that unfortunately has suffered due
to underinvestment.
It is in this context that the Bibek Debroy
Railway Restructuring Committee had suggested in 2015 that the Railway Budget
Some devils advocates would certainly suggest that IR should increase its revenue by
reduction of subsidy of passenger fares by
freight and lower passenger classes by higher
classes. I should point out that during the
past few months IR has undertaken several
course corrections to make rail cargo tariff
more competitive. IR saved about
` 10000 Cr during the last fiscal by cost
cutting measures. Yet these measures can
hardly balance the additional liabilities, in a
business environment where 45% of the general sleeper and second class passengers travel from states with the State Domestic Product less than the average national GDP.
Hence the Government of India, like in several other countries of the developing and
developed economies, needs to put in place
a firm, financial hand-holding structure as
an integral part of the process of unification
of the two budgets, at the same time strengthening the functional IR autonomy.
Sanjoy Mookherjee, Ex Financial Commissioner,

IR Board
We lead this issue with a range of

opinions on recent changes in IR.
Our expert panelists have been
insiders, all with long senior
position careers in IR. Some
opinions are the results of
conversations and may not be
verbatim Editor
Rail Business [Focus-India] November 2016
I N D I AN RAILWAYS R ESTR UC TUR IN G
Inertia is built into institutions. Things don't change unless

people push for change.
The IR journey to better team work and
faster operational responses has begun well,
with the reshaping of responsibilities between the mechanical and electrical engineering executives. The artificial distinction
between electric and diesel locos to separate
departments was an anachronism. Say separate cadre of track engineers for the broad
and meter gauges!
Arunendra Kumar, Ex Chairman, IR Board
Arunendra Kumar, the immediate past

Chairman IR Board, is very enthusiastic of
the changes made. But for him, the journey
should not be mistaken for the destination.
The destination, not defined yet, must be
the merger of two (traction and rolling stock)
cadres, that are perceived in their current
form to be snipping at partisan goals rather
than leading a joint charge on productivity.
Kumar does hint that this and similar ideas
were discussed occasionally during his helm
at the top in IR but no resolution was arrived
at. The willingness to change had perhaps
not creeped in. Kumar feels that is how things
will always be in a large organisation not
given to change: ideas should be sprouted
and these will germinate only in time.
Faster road ahead
It should now be easier for operations managers to plan for locomotive and other rolling
stock services. Earlier the operations manager was left shuttling between the mechanical
(diesel) and electrical engineers for a common need. Hopefully he will now have a
single-window solution and support.
Other aspect of these changes

that are not clear yet is the
organisational contribution and
role of the newly ordered
positions of Director Generals for
Stores, Personnel and Signalling
departments, a tier somewhere in
between a Board Member and
Additional Members. Clearly
DGs are not Board members. It
seems that the DGs will be in
addition to the AMs and initial
ambiguities on functional
responsibilities should be
resolved soon.
2 Rail Business [Focus-India] November 2016
But the restructure often talked in the past

was the one on business lines (freight and
passenger traffic verticals, infrastructure etc.).
That is something that seems to have been
proposed by some, including perhaps by
Bibek Debroy, Member, Niti Aayog. While
it is difficult to know exact positions taken,
Kumar insists that any reshaping the IR management on such business lines is a nonworking proposition. To him, the concept
looks superficially adaptable but having
known the system and culture that IR is built
on, as well as the government and political
situations, this is a no-go idea. Business lines
scenario is fine if we create a new railway
structure. The transformation from existing
organisation to business line structural organisation may kill the organisation itself,
thereby defeating the purpose of reform."
For him, the current changes are a good
beginning that will pay dividends but only

if this is treated as part of the journey.
Consider the infrastructure area. While a
Board Member looks after track and signalling, power supply is still not his charge. If
the long-term concept is functional integration to ease projects and reduce costs, the
changes that are needed need to be listed as
the separate journeys to be made. Thought
is needed for other management cadres too.
Cadre unification
At present IR has separate streams of managers/engineers under Electrical and Mechanical departments. The current (hopefully intermediate) position has intermingled
cadre controls and any continuation beyond
a short transition can harm the system and
indeed have an exact opposite effect of the
intended integration. Kumar hopes that IR
will declare integration of its engineering
cadres as its medium-term goal and work
towards that. This change will require internal bounce-backs, consultations and clear
redefinition of various recruitment rules and
career progression procedures.
Perhaps instead of (via the Union Public
Service Commission, UPSC) separate
streams of electrical and mechanical engineers, IR should quickly shift to recruitment
into traction and rolling stock streams. That
will at least set a solution for the long term.
In the intermediate stage, existing officers
can be given options for the two cadres. This
has not been unprecedented; in fact, when
IR set up a separate personnel (HR) service,
many officers from other departments opted
for the new service. The process will have
many hooks and baits and will need some
thought and laying down of the road map to
be effective and cause minimal disruptions.
Kumar points out that often such changes
are resisted for very partisan reasons like the
perceived impact on promotional prospects
of a group. These short sight considerations
must be ruled out for the larger good, if destination is the objective.
The current intermediation also has other
anomalies, like the career progression to
group B services in the diesel sheds and EMU
depots: if unification is the destination, these
staff should seek promotions in the new traction and rolling stock cadres. Kumar is aware
that few past incidences have not been
positive.
Towards functional integration, partial and uncertain

Changes at the top
Responsibility
IR Board
Zonal
Railways
Management /
Engineering cadre
Electric
loco
Member Traction
(no change)
Chief Electrical
Engineer
IR Electrical
Engineers
Diesel loco
Member Traction
(from Member
Rolling Stock)
Chief Mechanical
Engineer
IR Mechanical Engineers
(report to Member RS)
Train sets
(EMU/
MEMU/
DMU)
Member Rolling Stock

(earlier Member
Electrical)
Chief Mechanical
Engineer
IR Electrical Engineers
(reporting to Member
Traction)
Wagons
Member Rolling Stock

(no change)
Chief Mechanical
Engineer
IR Mechanical Engineers
Signalling /
telecom
Member
Infrastructure/Engine
ering (earlier Member
Electrical)
Chief S&T Engineer
IR S&T Engineers,
Functional cadre head
Director General, Signal.
The business concept sought to be introduced is responsibility division on functional

lines. Most rail systems in the developed
world have now shifted to business divisions
model, e.g. separate Board Members for passenger and freight traffic, each hiring stock
internally as required. This concept has often
been discussed in the IR context.
In a soft adoption of this concept, changes
to responsibilities for rolling stock and signalling have been introduced by IR. In brief,
the Member Electrical, now re-designated
Member Traction, will oversee all locos,
including diesels. In this swap, the erstwhile
Member Mechanical, now Member Rolling
Stock, will manage the electric multiple unit
trains (EMUs). Corresponding changes will
be reflected in zonal railway HQs, without
any changes in cadre control or recruitment
rules. So far, there has been no interchange
of staff between Electrical and Mechanical
departments, but this change may facilitate
such actions.
IR hopes that this functional integration will
remove many of the departmental stigmas
afflicting decision making. The maze of responsibilities will, however, become a bit
more complex: consider that the cadre con-
trolling officer for all diesel locos will be the

Chief Mech Engineer while the management
responsibility will be with the electrical counterpart. Clearly IR will have to evolve the
concept a lot more and successor otherwise
will depend on the culture of implementation. Handled without much forethought,
the cadre issues of this change may be a big
latent cost.
In a parallel action, IR has created new positions of Director Generals for its Personnel,
Signalling and Stores (purchase) functions.
Any significant change in business procedures is not yet known.
The change in signalling responsibilities was
made a few months earlier, reverting to a
decades old practice. One fallout could be
that the signalling managers now will only
be eligible for Member Staffs position (earlier these officers could be chosen as Member
Electrical too).
Gains from this change may be ambiguous.
However, the changes do create a feeling
that something is being done though the
effect will be marginal. Initial disruptions in
some chains of command and interactions
with the industry may not be avoidable.
The best and the worst of railway times

... the best of times, the worst of times, ...
the spring of hope, the winter of
despair. Near Dickensian stories are developing in two different scenarios on IR,
each existing in an exclusive dimension of
its own. Amidst euphoria about intensive
use of social media to connect with the individual user, attending to needs and establishing a rapport with him, there is also a puzzling
drop in passenger growth. With tapping of
new resources like LIC for investment in
capacity enhancement works, there is a drying up of that seemingly eternal well of internal generation for capital creation.
Freight is the core
Vivek Sahai, Ex Chairman IR Board
This years IR budget was different from the

last one at least in one respect: Minister
Suresh Prabhu discovered virtue in focusing
on the freight sector as well. IR revenue earnings accrue primarily from freight (about
68%) and any neglect on this front is a sure
recipe for disaster.
The three important sectors that the budget
has concentrated upon to improve freight
performance are noteworthy: the targeted
enlargement of the freight basket is easier
said than done. Over the last decade, IR has
positioned itself in the freight market in such
a way that its basket of commodities has
shrunk to only 10 items, which now account
for 88% of its share. It is very reassuring that
an effort will be undertaken to ameliorate
this anomaly.
Second, a comprehensive study of the tariff
structure will be undertaken to retrieve the
share that IR has lost to the road sector. This
should not be very difficult if worked upon
in a scientific manner. It must, however, be
remembered that experience shows that it
is an uphill task to win back a lost customer
due to the baggage of bad experiences that
he carries. But, it is commendable that the
minister has evinced an interest in trying in
this direction.
The third action of resorting to containers
and Ro-Ro to wean away the modal share
from roads is complementary to the first and
the right way of achieving success.
The freight loading target was not specifically
addressed by the Minister in his parliament
speech, yet it is hoped that it will be at least
5% more than previous FY actuals. Running
freight trains in accordance with a fixed time-
table is another laudable objective that has

been considered by the IR Board many times
and abandoned. The Board must be complimented for biting this bullet, a very difficult
but not impossible task. A success here will
surely remove an important irritant in the
minds of IR customers. The need of the day
is to reinvent the freight model that IR vends
in the market.
The management tree
The Minister has also mentioned two important issues that are germane to the present
scenario of despair when IR is constantly
losing its deserved share in the freight basket.
The first of organisational restructuring has
been talked about for the last three decades
but never acted upon. It is hoped that it will
now be taken up in all sincerity. The initial
suggestion of moulding the Railway Board
to structure it on business lines is the right
path which can be implemented in a few
months. Further, action of coalescing diverse
Group A services is another perfect step that
can smother rampant departmentalism, that
is currently gnawing at its vitals and causing
all round debilitation. Again, it is not an easy
task and I hope that the Minister will immerse himself whole-heartedly in implementing this in the current year.
With the enhanced emphasis in COP21
(Paris Dec 2015) one can safely contend
that railway is the future mode of transportation. The efforts in the budget to bring
freight back on track are quite discernible.
A healthy freight growth in the rail mode,
which is ecologically benign and efficient in
land and energy usage, will be good for the
country. It has also been established in a
study by the Asian Institute of Transport
Development that if railways could retrieve
its modal share of freight traffic to about
45%, it would lead to an increase in gross
domestic product by 2%.
Troubled revenue streams
That the IR finances are under great stress

is now an open secret. Minister Prabhu has
picked the right prescription to treat the
disease. He should brook no resistance from
any quarter in arriving at the chosen destination.
The path is challenging and obstacles are
strewn all over the road. Given the reputation
that Minister Prabhu enjoys I hope that he
comes out with flying colours.
For a consultative finance function
R R Jaruhar, Ex Member IR Board
Although no doubt a lot of thoughts would

have gone into the change process but I really
wonder how much helpful it will turn out to
be. The change in signalling being brought
under Member Engineering is an old arrangement till in 70s and possibly worked
better that way. Honestly, I never found this
as an avoidable handicap in functioning. All
traction power under Member Traction
sounds better but how much gain in efficiency it will affect, is to be seen. I also presume
similar dispensation will follow in the zonal
level.
is very effective; apart from Members, the

Chairman can play a good coordinating role.
I think what is important at the apex level is

the ease to take good decisions. Two things
are important - to be fearless, fair and considerate with ends in view. A cohesive Board
This is correct time to bid goodbye to it. I

must however admit that I never found that
an obstacle and got excellent support from
them.
And lastly the Minister can be very supportive particularly in face of any external influence. The Members can effectively support
people down the line.
The real change in effectiveness can however
come if the role of Finance becomes consultative and many current perceptions are corrected. I believe this an old colonial legacy
which is incongruous with the modern management practices.
May be counterproductive and of uncertain outcome

On tenure extensions in IR cadre
All the IR officers cadres seek their promotional avenues internally. IR management
has a very sharp pyramid, with only a handful
of posts in General Manager and Members
grade. Extension to anyone at these levels
upsets the calculations of a large number of
aspirants and lowers the morale of affected
persons.
Secondly, the entire organisation becomes
suspicious of the officer getting extension.
It is perceived as a step in implementation
of a pre-conceived agenda.
Overall, it is counterproductive.
On restructuring the Railway Board
Navin Tandon, Ex Member IR Board
In a cadre based organisation like IR (or in

fact, the Government set up), promotional
aspects of each cadre are being looked after.
Prior to 1986 (when post of Member Electrical was created), signalling was under
Member Engineering. To balance the work
load, it was brought under Member Electrical. Now, the workload has again been made
very lop sided.

Presently, diesel Locos have been brought
under Member Traction and, similarly,
EMU/MEMU/Train Sets under Member
Rolling Stock. However, organisational
structure below that will be the same. Obviously, this has been done to eliminate
unhealthy competition between Electrical/Mechanical departments. How this will
achieve the end result is not clear to me. The
further plan of action has not been spelt out.
It has been reported that every cadre has
been assured at least one post of General
Manager (not confirmed yet). There can be
instances where senior heads of departments
(waiting for their turn for promotion as GM)
may have to report to GMs who are several
batches junior!
Healthy competition between departments
is good for the organisation. The vitiated
environment between departments is only
because of poor leadership role played by
second floor of Rail Bhawan. Overall, it does
not appear to be a well-conceived plan.
When even the driver took a back seat

The Chinese Railway, Datong loco factory has an outdoor
museum that has a number of locomotive units of historical
interest , now rusting away. The engine of emperors train had
coupling from front only because no one, not even an engine
driver, could precede him, so the Emperors carriage always

had to be pushed from behind. And the driver dare not complain .
Adopted from Clive Anderson : Great Railway Journeys.
Change does not ensure progress,

but progress requires change.
Traditionally, IR was based on well thought
out systems, safety procedures and codes of
practice. It delivered well through the years:
even when many other similar systems across
the world were either wound down or their
structures modified or altered for not being
productive, the IR system stood strong.
However, these systems which have held IR
for so long in the past, need to be put into
use regularly, sincerely and in a meaningful
manner for it to continue being the backbone
of the economy.
Organic cob-web growth
Unfortunately, cobwebs have developed

around and within the system. Over the
years, shortcuts that were implemented for
creating trouble-shoot reliefs and to fulfil
the political needs, are now weighing in heavily. Another reason for the cracks has been
unthoughtful delegations and running away
from critical decision making. All this really
stemmed from a corrupted and ego-centric
political climate chairing the organisation
since the last three or more decades. The
Board (I too have been a part) behaved as
an oversized ostrich, seeing everything and
yet behaving blind.
As IR staff, we too are responsible for the
laissez faire attitude that has become the
norm. This has been done under the shield
of new technological implementations, customer care slogans, linking unconnected
hinterland. All this only in the speeches in
the parliament, without any realization on
the field and without the adaptation of said
technology in a judicial manner, leading to
inefficiencies.
Several more reasons for the sluggish growth
velocity can be cited. At the same time, several voices will defend the current state too
for whatever reasons, but the ground reality
is that IR today is not meeting the countrys
needs, other than in thronging people all
over. In the past few decades, the grand Indian Railways has become a monolith with
a reduced business need. This is evident
from the shift in IRs freight from rail to road
over the years.
Big bang change
A change is necessary, but how and when?

Should there be an out of the box change
like a big bang or an evolutionary one from
within? Both have different time frames,
needs of leadership, beliefs and need different champions (or godfathers?). From the
McKinsey 7S model, should the soft Ss be
tackled first or the hard ones. There is no
doubt each is riddled with risks, but in which
one is the risk mitigation or cancellation
possible and at what stage of the change,
without hitting the already down trending
IR even harder.
Changes do need to be implemented, but
perhaps gradually so we can refurbish and
add efficiency to the old traditions that have
been built into the century old organisation.
There are many theories and examples, but
one fact that needs to be accepted is that any
change is industry specific. It depends on
the internal factors and dynamics of that
particular industry. For this reason, several
past reports on IR were not critically implemented. Plus, it requires political guts for a
behemoth like the IR. But the actions need
to be based on proper analysis and not on a
gut feeling or for the sake of competition
with peer in the chair. One needs to analyse,
structure and implement the changes with
proper techniques.
I support growth and timely change. In the
present scenario, the sudden announcements, extension to the Chairman, voluntary
retirement by a Financial Commissioner and
the rumours in the corridors about budget
fudges appear to point towards an effort to
shift the public attention by indulging in the
change. I question, has it become a political
need to show change when the time to
implement and reap the results is too
short now?
I do not think anyone can confidently say
that the proposals as made out are good or
not so good. One gets the impression that,
as is the theory of ups and down, IR too is
being pushed decades back, riding on new
theories of economics, management and
other things.
The five Ss
Somewhere I see a big conflict in all of this

between the hows and the whats of changes
that do not show any enthusiasm or relationship to entrepreneurship, the make in India
effort, transparency, customer service orientation and, biggest of them all - in clearing
the cobwebs. These factors are really holding
back IR growth. Critically viewed, these per-
Rakesh Chopra, Ex Member Engineering, IR Board
Yesterday I was clever, so I wanted

to change the world. Today I am
wise, so I am changing myself....Rumi
tain to the tough Ss of the McKinsey model

Style, Skills, Shared Values and Staff. By
and large all the criticism pertains to these
four Ss and the action planned is for the
three soft Ss - Structure, System and Strategy. By revisiting the approach, I believe
drastic changes are possible and without
disturbing the traditional setup substantially.
I conclude that it is essential to implement
and adopt changes. And while the goals
thought out seem apt, the approach doesnt
seem to be the most practical or efficient.
Do not prompt a storm to rock and damage
the boat. The end of all our travels, is to
come back to the place we began and know
it for the first time. May be the answer lies
there.
A vanishing trick, after 95 years of prime time
K Balakesari, Ex Member Staff, IR Board
One of the more publicised reasons now

cited for eliminating the IR budget is that
it will free IR from the obligation of paying
annual dividend on the gross budgetary support (GBS) given by GOI. This is only partly
true. The dividend is paid not only on the
budgetary support extended during a year
but on the total capital at charge which
includes the GBS of previous years. By this
merger, a loan-in-perpetuity is converted
to a grant. Shorn of officialese, it is a loan
waiver. And loan waivers are granted to individuals or institutions in extreme financial
distress, something not to go to town about.
Perhaps the most misquoted reason is that

the Bibek Debroy Committee has recommended it. That is being economical with
facts. The Committee has recommended
the discontinuance of a separate IR budget,
not as a stand-alone step, but as part of a
slew of measures such as overhaul of the
project financing architecture, comprehensive accounting reforms, separation of infrastructure and operations and setting up of a
Rail Regulatory Authority. The Railway
Budget is indeed a colonial legacy; but so
are English, Rashtrapathi Bhawan and the
sedition law. Enough said.
Grand theatre
Obfuscation
In popular imagination, the IR budget is seen

as a grand theatre, with the Minister making
weighty announcements about tariffs, reading out a laundry list of new projects, trains
and services, passenger amenities and concessions of various types. But it is more than
populism and political grandstanding as it
also comprises of a fairly detailed performance review, physical and financial, of the
previous year and prospects for the current
FY. Perhaps in no other public undertaking
in the world is a political functionary called
upon to present such a report card in the
countrys parliament.
Populism in parade
Consider this populism: a recent, almost

casual, announcement by the Finance Minister to set up a new IR zone (one of the
most financially unproductive railway
projects) to placate a state government as
part of a special package, proof enough that
it is still possible to be populist, outside a
separate budget.
By all accounts, the financial position of IR

is precarious due to the triple whammy of
fall in revenues, spike in expenditure due to
the 7th Pay Commission and increasingly
unsustainable interest burden on market
borrowings. A separate Railway Budget
would have meant having to openly declare
an operating ratio in excess of 1: not a very
good advertisement for a system that aspires
to have bullet trains in the not too distant
future. So why not banish and vanish the
Railway Budget into anonymity as one of
the myriad annexures in the General Budget
and earn a fat bonus of about ` 10,000 Cr.
in the bargain?
It seems now the Railway Budget is more
valuable dead than alive. A suggestion to the
government: go ahead with reforms but do
not throw away the baby with the bath water.
Instead table an annual Indian Railways
Report in Parliament on the lines of RBIs
Economic Survey. That will signal reforms
with transparency.
Uncertain rules of business can wipe out any gains

We learn that when the IR proposals for changes in Board
level responsibilities got the attention of the Appointments
Committee of the Central Government, these were rather
sketchy and envisaged that the services which are not represented as members of the Board should be given an apex scale
representation, including control of their respective cadres.
Accordingly, the positions of two Members Electrical and
Mechanical were to be re-designated. The position of Member
Staff was not proposed to be allotted to any specific cadre,

unlike other Board Members. Changes since made to the
recruitment rules are not known. Since the new posts of
Director Generals have been created after upgrading posts
lower by 3 tiers and not the Additional Members, some uncertainty on whether one more tier has been added remains.
Will the Additional Members now report to the DGs, who
will in turn report to the Members?
I N DI AN RAI LWAYS RE S T RU C T UR I N G
Go the whole way & remove this artificial barrier

Mechanical and electrical engineers were
working together as a single cadre on IR, the
practice in Railways all over the world. This
equilibrium worked well, till IR Board in
their wisdom issued a letter separating their
functions. These 1976 instructions placed
maintenance of electric locos and EMUs
exclusively under Electrical department and
the diesels under Mechanical department.
The ostensible logic cited was that the department whose technology accounts for
most of the components in an asset should
control the day to day maintenance of that
asset in the open line. Such logic was somehow made inapplicable to coaching stock,
where maintenance continued with respective departments.
This order was considered patently unjust
by many of us. It was akin to a hospital assigning certain surgeries exclusively to be
done by surgeons without anaesthetists and
the rest by anaesthetists without the presence
of surgeons. A direct manifestation of this
order was sub-optimizing the performance
of the Locos and EMUs and criminal duplication of infrastructure, maintenance facilities and manpower, each being guarded by
those in charge of the respective turfs. And
the team work that was in existence till 1976
dissipated in thin air.
By the turn of the 18th century, civil and
mechanical engineering professions evolved
into separate entities, the former to meet
static human needs like roads, buildings and
bridges and the latter for dynamic assets for
power and motion. By the end of the century,
path breaking inventions saw the emergence
of electrical engineering as an indispensable
boon to mechanical engineering. This
prompted the start of the first academic
Industry appointment
course in Electrical engineering in 1883,

soon became an integral part of the Mechanical engineering. It was impossible to understand or operate any equipment without
being alive to nuances of both specialties;
mechanical and electrical engineers had to
work in tandem.
Recent Sept 2016 instructions segregating
locos under Member Electrical and the rolling stock under Member Mechanical has
therefore come as a whiff of fresh air. Though
small, this is a step in the right direction and
should bring some sanity. There can now be
seamless cross flow of technologies between
electric and diesel locos, coaches and EMUs.
Merging of electric/ diesel sheds, coaching/
EMU sheds and workshops facilities etc.
should become order of the day.
The ultimate IR goal should however be to
integrate the mechanical and electrical engineers cadres. Action initiated for a common
recruitment of IRSMEE officers should be
further reinforced by exposing the current
mechanical and electrical engineers to a fairly
elaborate training with an exclusive and
extensive focus on the convergence of electrical and mechanical systems such as automated manufacturing, traction control
equipments, braking and propulsion systems,
safety in train running, ventilation and airconditioning systems etc. Conscious efforts
should be made to freely interchange engineers between all Locos, EMUs and coaching disciplines, oblivious to their original
specialization.
It requires a real statesmanship and clear
vision to integrate people and to act with
fairness to one and all, instead of dividing
and grouping them as was done in the past.
S Dhasarathy, Ex Member Mechanical, IR Board
On extending tenures
Government rules are never frozen in time

but are selectively followed to suit the perceived requirements of governance. Once it
was stipulated that the CRB should have at
least 2 years residual service but in the same
month a senior Supreme Court judge with
just a month of residual service was promoted!
IR should take the cue from the Army and
follow the Up or Out system, where no
one has the ignominy of working under a
junior. Every eligible departmental head or
General Manager without sufficient residual
service should be promoted in their turn,
with an extension as necessary to ensure a
2-year tenure.
Olivier Hatat (left) is now India Country Head for Vossloh

group. He replaces Hubert Treger (right), who led India
operations for 4 years and will be retiring. Treger ably led the
Vossloh Cogifer growth curve of India operations (turnouts
+ Customised Modules, Fastenings: Core Components and
Life Cycle Solutions) and is passionate about his products,
IR and India.
Hatat, 49 joined Vossloh in May 2106 and comes with rich
multicultural experience in various industrial global groups
in France, India, Brazil and China. His experience is spread
over production, business development, finance and management. He was based in Mumbai from 2008 to 2014 as MD of
an automotive group.
I N D I AN RA ILWAYS R ESTR UC TUR IN G
Reforms : going a step, forward or backward?

The government is within its constitution
rights to present only one federal budget to
the Parliament. This 92-year-old legislative
practice will now be reversed on the basis of
the recommendation of the NITI Aayog. It
is expected that the Government will take
the parliament into confidence especially as
the Separation Convention 1924 was adopted by the Legislative Assembly.
It is not known if this re-merger is a part of
any bigger IR administrative reforms. The
Debroy Committee has not examined the
entire gamut of administrative and financial
policy issues. Merging the IR Budget, as a
technicality of the budgetary procedure, will
cloud vision from long-term consequences.
Swapan K. Chaudhuri has been Executive Director in
Railway Board, Divisional Railway Manager, Howrah
and Additional General Manager. He was a Visiting
Professor at IISWBM (University of Calcutta).
The government has taken no steps to correct the existing weaknesses. Contrary to
expectations, the Government has taken a
U-turn on reforms by abrogating the autonomy of the IR finances. This step will convert
IR into a faceless, opaque, bureaucracydriven government department.
Dating back a century
In1920, at a time when railways in India

spread across many entities, privately owned
companies, state railways managed by private
companies and some under direct government management, separation of rail budget
from the general one was only a tool recommended to achieve the autonomy within the
governmental framework.
Budget document from the 1920s
When rail traffic did not reach the programme revenue target, the civil expenditure
under revenue and capital, instead of initiating demand boosting measures, was cut by
the finance department; consequently, the
railways on-going projects and replacements
of worn-out assets suffered. The Acworth
Committee wanted to make the state railways more independent in deciding allocations and setting priorities. Nationalisation
of company railways was largely completed
by 1944 and regrouping of multiple railways
into a few could finally be achieved in the
first decade after independence.
The reforms content
Reforms mean making changes in the current practices to bring in qualitative and
quantitative improvements and releasing
creative or entrepreneurial energy, locked
in old rituals and procedures. Merger of two
budgets will take IR back, may be partly, to
pre-1924 regime of Finance Ministry control.
The 1924 Separation Convention included:
An annual contribution fixed at 1% of the

capital-at-charge of the commercial lines
as the first charge on the revenue.
Offset loss due to strategic lines
Surplus amount in railway reserve funds.
The rail budget was separated to make railways more sustainable. The ratio of the size
of rail budget to the general budget was not
so important from the railway point of view.
If reform means relaxing the bureaucratic
shackles and harnessing the released energy
for a long marathon race, then the Acworth
Committee embarked on reforms in the true
sense. These actions had fixed the dividend
at 1% of the capital, but subsequent governments raised it to 5-7%. Political populism
gave the rail budget a bad name and has only
culminated in dispensing with the IR Budget- a dissertation with a foregone conclusion.
The silver lining
Abolition of a separate railway budget will

have silver linings like reducing the hype and
populistic announcements by Ministers,
cross-subsidy of passenger services by freight
may not increase further and may be some
corrections in tariff policy. With the IR budget turned only into an annexure to general
budget, ultimately financial control could be
centralised; for all major sanctions, modifications and adjustments, the Railway Board
will have to approach the Ministry of Finance. The commercial nature of IR will be
less pronounced than at present.
In case of roads, aviation and seaports, the
government assists in infrastructure creation,
but the business is run by private parties to
a large extent. But in case of IR, provision of
infrastructure and running of business are
under the same Ministry. Therefore, some
space is necessary to take commercial decisions quickly in a professional manner. Not
that things as they stand today, are ideal, but
IR could take their own decisions and be
responsible for success or failure.
True reforms would have resulted in further
decentralisation of the IR working and business pricing. A system of checks and balances
was necessary to ensure that each segment
of business is sustaining itself or has clear
accountability. Review by statutory authorities to pinpoint the populist measures resulting in losses to the organisation should
lead to rolling back of such measures.
Bureaucratic pass-on-the buck game could
be played with greater lan. That is the pitfall.
I N DU S T RY MAKE I N I N D I A
Additional production capacity in

Diesel Locomotive Works
Prime Minister Narendra Modi has formally commissioned the RVNL built expansion
project of Diesel Locomotive Works, Varanasi (DLW), an IR Production Unit for
diesel locomotives. In addition to manufacturing 4500 hp EMD design diesel electrics,
DLW is scheduled to manufacture two electric and five dual -mode locomotives in the
current year.
Prime Minister Narendra Modi being
greeted by Rakesh Aaron, General
Manager, DLW
RVNL had bagged this ` 213 Cr Turnkey

contract in Nov 2014, with targeted com-
pletion in 27 months. A follow up contract

for ` 138 Cr has been awarded now. The
project briefly included 17,800sq m preengineered building sheds, paints booths
and baking ovens, a 6000 t Automatic Storage and Retrieval storage area incorporating
plant at valued ` 105 Cr and a roof mounted
grid connected solar power plant (161 kW
connected to grid & 560 kW under execution).
New exhibitors in INNOTRANS 2016 are

hopeful of success
Indian participation in 2016 edition of the renowned railway

exhibition INNOTRANS in Berlin has shown a healthy increase, with 23 firms participating this year. In addition to
regular participants like Medha, HYT Machine Tools, Lloyd
Engineering, Prag, Efftronics and Bemco, new exhibitors like
Titagarh Wagons and many M&SM units were present. This
is a healthy trend that reflects that the Indian rail industry is
willing to branch out and get established.
Abhaya Precision, a Kolkata based manufacturer of complex
precision components for EMD class (DLW built) diesel
locomotives, represents this energy. For Abhisek Ghosh, MD,
this was first time participation in a major international event
and the outcomes have so far been positive. Though his company is more than 40 yaers old, Ghosh diversified into IR
components in 2008. Abhayas double digit annual growth
and a no-holds adherence to process controls and qualification
from DLW should qualify him for the export market. Ghosh
has made his mark with a near 60 % reduction in purchase

costs over imports for the 4500 hp EMD engine turbocharger
Plate Cam. For him, this has been an arduous path that started
when in 2009 he went to DLW with a fully compliant sample
for assessing further action. Looking back, he adds that the
response was not exactly welcoming, the processes of verifications and approvals have been slow but now Abhaya is the
only Indian vendor (the other being import from EMD) for
these precision machined parts of 5000 hp turbocharger. The
Kolkata manufacturing
base is now set for site
expansion and a makeover to meet the
expected marketing
success. Ghosh is
hopeful that these
initial contacts in
INNOTRANS will
lead him to enter the
large after-market for
EMD / GE locos in
North America and
elsewhere. Extension to the product
range to suit foreign
customers is naturally
on his horizon.
The Make in India effort will ultimately succeed if a multitude
of such individual initiatives are supported and lauded by IR
and its units. A more proactive approach from IR units is
clearly called for.
11
I R FREIGHT
Negative growth in coal traffic likely to

impact IR projections
When coal was the king: Well respected

IR Traffic Managers like (R to L) KL
Thapar, Chairman, Asian Institute of
Transport Development, Vivek Sahai,
ex-Chairman, Vinoo Mathur (ex-Member)
actively participated in the conclave.
Mohd Jamshed, Member Traffic, IR

Board presented an overview of near
term rail traffic scenario. With the freight
corridors set for completion in 2019, IR
may be looking at easier traffic capacity
and better response to its major
customers. In his view, the global
reduction in commodity demands have
impacted IR traffic offerings.
The prognosis for freight traffic and revenue for IR is not

too bright, as coal consumption is set for a reduction.
Coal counts for half the IR revenue pie and past trend of
a continuous demand growth are set to be reversed. While
production is set for growth, rail transport has been impacted by the low plant power factors in coal based plants
and a conscious reduction of generation from old medium
sized power houses, many of which are the farthest from
the pit heads: 356 rakes per day, a near 8% drop from the
hoped for 418 rakes per day. A rationalisation of plant
and mine linkages has also taken away the long lead traffic
form IR, reducing the average lead on coal traffic from
about 650 km to nearly 100 km less now. And this trend
is not likely to change.
Emerging traffic trends in key IR commodity sectors of
coal (and power), steel and mining came to the fore during
an International conclave organised in New Delhi by the
IR, COAL TRAFFIC
Budgeted
NTKM (in Millions)
330
297.2
290
270
269.7
279.6
Actual
230
240.2
190
150
299.9
2006-07
2010-11
2014-15 2015-16 2016-17
Less sourcing of coal by long lead plants has resulted in steep drop in coal leads (528 in
2015-16 to 465 in 2016-17).
Coal ntkms in 2016-17 likely to drop below 2010-11 level.
The conclave heard

A Subramanian, Chef Economic
Adviser to the government present
a positive overall growth scenario.
He hoped that India will continue
to lead world economies with a 7%
+ growth in coming years.
Centre for Traffic Research and Management (CTRAM).

Active participation by government secretaries of coal,
power, mining and steel bared out these trends, with Anil
Swaroop, Secretary Coal repeatedly stressing that IR
traffic was buttressed in the past by inefficient mine-plant
linkages and this trend will continue as power plant managements will boost generation from the newer and more
efficient plants, away from the coal guzzling older ones.
Coal based power generation is set for a CAGR of about
5 %, with a steady rail coefficient of 65 % over total mine
output and these could at best give IR a non-declining
coal traffic. In fact, coal traffic this FY will not even touch
the past years output of 300 b t-km, and an output of
240b is more likely, may be matching 2011 levels only.
More than 300 BOXN rakes, used primarily for coal, were
stored at one point in recent months. Imports of coal, at
about 180 mt, are likely to reduce a bit. In the mid-term
CTRAM is an autonomous body of transport professionals, with majority of the membership from IR
Traffic Service officers. A key objective is to provide
a forum for cross sectoral and cross functional dialogue between policy makers, professionals and academics on issues pertaining to transportation and
logistics and focus on issues facing the transport sector
in India and suggest solutions. CTRAM also collaborates with other organizations in transportation management.
CTRAM is headed by Member Traffic IR Board and
managed by RK Tandon, Secretary.
I R F R EI G H T
Thinking ahead : Falling freight volumes have caused concern to all IR traffic managers like (L to R) Ambrish K Gupta, Additional Member , B Roy,
Chief Operations Manager , East Central , S S Gehlot, Chief Operations Manager, Eastern and B Swain , Chief Commercial Manager, East Coast
Railway who were all attention to the Coal Secretary's remarks on likely less-than- satisfying trends.
IR may lose some share here as coastal

shipping is set to improve availability
and push costs downward.
Some silver in the clouds
In a positive development, IR seems

to have succeeded in getting to manage the merry-go-round mine to plant
traffic of an NTPC plant. IR hopes to
capture some more segments and its
recent tariff-based interventions, particularly for short lead traffic, could
have positive impacts. The iron ore
sector, that provides about 10 % of
the traffic pie, is seeing a revival as
many issues connected with mining
leases and environmental protection
have been partly resolved. Export of
iron ore is also set for partial revival.

The steel sector will however see increases, even though not in the immediate near term. For IR, the signs are
ominous: their traffic projections
must be filtered through a risk management assessment. The Conclave
did see some mention that IR investments in capacity generation may
prove infructuous as coal traffic
growth will reverse a long term trend.
In fact, the Khurja Ludhiana leg of
the Eastern Freight corridor has been
justified based on coal demand that
has since all but evaporated.
Positive economic scenario
each rupee invested in railways can

generate a 5 x revenue in the economy
and that should lead the government
to push public investment in railways.
That is something that many transport planners have also been advising
for some years now. In Subramanian's
view, recent reforms in areas like
bankruptcy laws, GST, easier banking
etc. have helped. The banking sector,
particularly the PSU banks, however
have emerged as areas that need reforms. The high cost of transport (incl
rail) in India has led to a noncompetitive cost structure that needs
correction.
Economic surveys have shown that
IR Appointments
D K Gayen, East Central
Girish Pillai , West Central
Umesh Singh, East Coast
General Managers
MC Chauhan, Kolkata METRO
S Mani, Integral Coach Factory,

Chennai
Ghanshyam Singh, Eastern
Rakesh Aron, Diesel Loco Works
AK Goel, A Mathur and AK Agarwal have taken over their positions as Director Generals (DG) for Stores, Personnel and Signalling, newly created positions
in IR Board office. These will supplement the existing Additional Member positions. It is learnt that DG(Personnel) will report to Member Staff but the other
two will report directly to the Chairman. Corresponding changes have also been effected in the IR schedule for acceptance of purchase tenders with the
DG (stores) carrying full authority. The earlier arrangement of signalling reporting to Member Engineering will stand reversed.
13
R O L L ING STOCK TALG O TR IAL S
A green signal for higher speed coaches

As per the test protocol, the core test was the timing
assessment run trials on New Delhi Mumbai route
under various conditions matching those faced by existing
Rajdhani trains (including maximum speeds and restrictions) on such routes and a series of runs at 140 to 150
kph on the same tracks, without any additional attention.
Key trial runs included:
Talgo - RDSO engineers worked in tandem to deliver a speedy result.
IR has proven that when it comes to displaying purpose

and speed in technology adoption, it can match international expectations. Even as many of its own designs
languish for months for appropriate safety clearances and
trial windows, the entire gamut of tests for safety certification and time savings on the Talgo 9 coach train set
have now been completed. The test results are reported
to match expectations, leaving IR to decide on the next
steps for adopting the Talgo loco hauled train sets. The
full test protocol has already been reported in this magazine (March 2016 issue).
Even though the Talgo proposal that their coach sets can
deliver time savings on inter-city runs without infrastructural changes is some years old and has been proven
elsewhere, approval was accorded by the IR Board for
field trials in March 2016. Clearly the project has high
level support , that should be good news for IR passengers.
Brief time lines show the sense of purpose displayed in
the trial :
l
Nine second hand coaches (old RENFE stock), suitably

modified for Indian 1676 mm gauge, shipped at Talgo
cost from Spain, reached Mumbai in end April.
Coaches despatched on 10 road trailers (one per coach

and for accessories) to Izzatnagar (Bareilly) Workshop
in early May; reassembly and instrumentation in the
workshop.
Phase I tests: on safety, stability and riding assessment

trials on defined track (other than C&M-I & Vol.-I
standard) completed to schedule on Bareilly- Saharanpur sections by mid-June. These trials were carried out
@ 80 to 115 kph (empty & loaded conditions).
Phase II Tests: on Rajdhani track per C&M-I & Vol.I on Mathura- Palwal section @120 to 180 kph (empty
& loaded conditions), cant deficiency (100 to 160mm)
completed in July. All parameters for max g values,
lateral and vertical forces (Hy2m), Derailment Coefficient and ride indices were within the stipulated limits
up to 180kmph. Such satisfactory behaviour is repeated
higher up to a maximum CD of 160mm on curves.
@ 130 kph maximum ,100mm and 125 mm cant deficiencies (CD): Week 1 August, 2016.
140 kph, 125mm CD in the following week and repeat

test at 130 kph, 100mm CD
140 kph, 100 mm CD with WAP5 electric locomotive

in first week of September, followed by another run
@150 kph
Key outputs from the timing assessments have been positive and can now permit IR to decide on the modalities
of such train sets being purchased or leased.
The exhibited behaviour of the TALGO coaches for lateral
& vertical accelerations and ride indices, PrudHomme
limit for lateral force and Derailment coefficient was
within IRs criteria limits. Similarly, positive results
have been clocked on a train run with a WDP4 diesel
locomotive.
New Delhi Mumbai time validation trials
Max speed *Max cant Time savings
Pre-test
kph
deficiency
minutes
simulate
mm
saving minutes
130
130
140
150
100
125
125
100
187
218
235
242
183
204
242
246
* Reduction of maximum cant (the curve vertical banking) deficiency limits max speeds on curves and increases run time accordingly.
We need to emphasise that the trials were carried out
with a 9 coach train, each of shorter length. The train
length will go up substantially in commercial exploitation,
may be up to 27 coaches to match the passenger numbers
on current Rajdhani schedules.
IR is now mulling the next steps for inducting these trains.
This process will involve major decisions, particularly as
only Talgo can have a claim to these test results and
government procedures would require public tendering
that will be open to all major coach builders. Emerging
IR options:
l
Lease limited number of coaches from Talgo as an

interim measure to fast track introduction of aluminium
coaches. A proposal for in-principle approval is under
scrutiny.
Enabling provisions for inclusion of manufacture of

about 300 coaches under IRs rolling stock programme.
RO LLI N G S T O CK TALGO T R I A L S
Positive interactions greet Talgo engineers

The professionalism and hospitality of
IR personnel was outstanding.
I remember when we initially proposed
taking the trial train to Izzatnagar, Talgo
technicians in Spain were reluctant. But
once they reached here, they got a positive experience of Indian work culture.
The readiness to help and going that
extra mile to get the things done and the
hospitality, all put together changed their
point of view.
Later it was our technicians who were
insisting in returning to Izzatnagar. Executing the trial scheme was a herculean
task. IR officials from the Board and RD-
SO worked hard to selflessly execute this

project. The zonal railways and divisions
also worked flawlessly.
We understand that for a large organization like IR coordinating with different
departments and syncing everybody is
not easy. But we had the first hand feeling
that they are great. It was IR that took
this bold decision and now they have
experienced a technology that can bring
inclusive growth in terms of providing
high speed passenger experience
throughout the country, without waiting
for years and without investing in new
infrastructure.
Subrat Nath, Director Asia Pacific
Road blocks on IRs technology missions

Reasonably divergent views are being
articulated about practicality of high
speed trains(HSR) and their future, as
well as Talgo technology and proliferation of the LHB coaches. Dj vu. Similar
views were expressed when LHB Technology was inducted or when IRs
RCF/RDSO locally developed the high
speed IR-20 bogie.
In those years, senior RDSO officers like
PC Verma (retired as Director General),
brilliant and with wide experience, were
categorical that while talent-wise there
was no limitation in RDSO but the IR
system was not designed for creating
technology but in absorbing it. With IR
insisting on limited tenures in design
jobs, RDSO was and still is being used
as a temporary slot and the best developers have to be moved out from there
and the design offices of production
units. In mid-90s a proposal that options
be called for long term posting in RDSO/other design organizations with an
assurance of a protected career progression did not see the light of the day.
The Indian high speed bogie
Adoption of HSR can be debated but

there should not be any issue on IR being
exposed to upgraded technology. RDSO
/RCF had developed the IRY/IR20
while I was General Manager in Kapurthala. Verma and I were prima-facie
satisfied that this was workable beginning. We did not have the slightest doubt
that we could not have produced a state

of art coach that IR needed. Repeated
discussion at various levels for new coach
design culminated in favour of the LHB.
It suited us that an issue pending for
decades was resolved.
It is however unfortunate that the IR20,
an outstanding technology in IR possession at that time has still not been proliferated, without any good enough reason.
Somehow IR always lags behind in getting technology and, when it does, in its
proliferation. The IR20 bogie (reasonably like Fiat) effort was a fore-runner to
adoption of Fiat Bogies (fitted on LHB)
which gave some experience on disc
brake application. We were all sold on
the idea of corrugated coach side wall,
but somehow some users did not want
that on the ground of higher water consumption to keep the side wall clean.
Such considerations look outlandish
now.
An aversion to higher speed
An indicative episode was that while I

was on the Eastern (MS Gujral was the
Chairman), a conscious decision was
taken to augment the number of coaches
on Rajdhani trains even with increase in
the run-time. The idea was that the passengers wanted better travel facility and
it did not really matter whether it took
an hour longer. High train speed has got
two connotations: the maximum and
average speed. IR is rarely able to exploit
Anirudh Mithal, Ex General Manager,

Rail Coach Factory, Kapurthala)
It is painful to inform of Shri Mithal's death

in early November... editor
the higher speeds because of far too may

maintenance-induced speed restrictions.
Even with all the limitations there is no
earthly reason why IR should not get
exposed to better technology; argument
being propounded by some is that we
should only continue to reverse engineer.
At one time there was no option due to
foreign exchange limitations, like when
IR reverse engineered the wagon center
buffer couplers(CBC). We did overcome the crises, replacing screw couplings by CBCs, but that was a shoddy
job and we had a long march to design
the correct coupler head. Now there is
no reason for just reverse engineering as
a policy for getting better technology.
15
O P E RATIONS D RIV ING SIM UL ATOR
New SYDAC simulation tools for drivers

that the accent is on an authentic real experience during
training. We will accurately replicate the entire rail corridor so that the signalling, switches etc. are reproduced
to form a technically authentic track. We will then add
urban and rural landscapes which are geo-typical of the
country, reinforced by the accurate addition of iconic
buildings and other notable features. We also have the
capacity to simulate the time of the day and a variety of
weather conditions including extremely authentic rain
on windscreen that reduces visibility. Another key component is the ability to train drivers to correctly identify
faults and failures and take appropriate action to maximize
rail safety and operational performance.
Langley added that as a Knorr Bremse subsidiary, a world
leader for many rail systems including brakes, Sydac has
a detailed understanding of such technology, so that
simulation is highly accurate. On-board train management
systems are becoming increasingly complex and require
a high level of training - which of course Sydac simulators
can provide.
Sydac, Australia, a Knorr Bremse affiliate, has now started
execution of its ` 155 Cr IR contract to supply, install,
commission and maintain 12 driver simulators. The turnkey contract covers manufacture of 12 full cab train drivers
training and 72 smaller simulators (Part Task Trainers).
Each of the 12 cab simulators is integrated with the latest
generation full motion base, hardware related work being
done locally by Knorr Bremse India.
Sydac has been producing simulators for more than 25
years and is now a worldwide leader for simulator solutions. Besides railways, the company is also active in
defence, manufacturing, mining and automotive sectors.
The recent user base includes London Underground and
Shanghai Metro, construction is expected over three years.
A key feature of Sydacs simulators is the advanced high
resolution computer generated images (CGI) based on
actual video footage from loco cabs which Sydac has
recorded, then integrated with GPS plotting and cross
checked against Google Earth and IR provided data
related to tracks. Sydac would digitize more than 3000
kms of IR track and deploy its innovative vision generation
technology to produce highly realistic geo-typical trackside
vision.
The cab simulators will be custom-built, each being an
exact replica of a specific locomotive cab design using
authentic drivers desk controls and a simulation of all of
the in-cab train management and signalling screens. The
motion bases provide vibration and movement of the cab
(6 degrees of freedom), integrated with the computer
generated track vision, presented through the front and
side windows of the cab. The end result is that drivers
experience all aspects of driving a real train, including
the noise.
A right feel ambience
Steven Langley, Sydac Global Business Manager stressed

The Simulator stations
Diesel Locos: ALCO(WDM2): 8 in Bhusawal,

Jamalpur, Tuglakabad, Gonda, Siliguri, Golden Rock,
Kharagpur (static version), SWEMD (WDG4): 1 in
Hubli
Under current contract: 5 EMD versions at Jhansi,
Siliguri, Bhagat ki Kothi, Kharagpur, and Ahmedabad;
DMU at Jallandhar
Future plans: 7 EMD versions at Pune, Patratu, Vizag,
Alambagh Lucknow, Guntakal, Raipur, New Katni;
DMU: 3 at Tondiarpet, Moula Ali and MIB
Electric locos: 6 conventional at Bhusawal, Kanpur,
Avadi, Vijayawada, Bilaspur and Vadodara; WAG9 at
Asansol
Under current contract: conventional at Tatanagar &
Itarsi; WAG9 at Ghaziabad and Vijayawada; EMUs at
Mahalaxmi and Noapara (Kolkata Metro)
Future plans for Ajni, Saharanpur, Avadi, Lalaguda,
Vadodara and Rewari; EMU at Ghaziabad.
The first of the training centres is being delivered currently
at Bhagat ki Kothi, Jodhpur (NWR) with subsequent
units at regular intervals thereafter.
Through significant investment in comprehensive training
of its train drivers, IR has been keen to improve rail
safety, enhance train operating performance and passenger
comfort.
Starting with two static simulators from Australia and 12
units from CORYSS France in 2005, IR is now investing
in modern full spectrum driving simulators.
Digitisation of rail transport is spreading dynamically.
International standardization of specifications and regulations, technological innovations and increasingly stringent requirements of security & environmental protection
O PE RAT I O N S DRI V I N G S I M UL AT O R
matters generate issues and attention.
One key area is staff training, where
simulation tools provide near-handson experience and compress time
needed for driver certification.
In recent years, rail simulation has
become one of the most effective
methods for the training and qualification of train, light rail vehicle and
tram drivers, improving the quality
of the learning process by confronting
the trainee driver with a great variety
of situations and out of course events.
In the steam eras, drivers were trained
the hard way: a slow upgrade from
cleaning the steam locos to shovelling
coal into the boiler, to shunting in
yards and then migration to the coveted drivers position. IR still works
a 2-person locomotive crew (except
on EMU suburban services) and that
gives some opportunity for old style
apprenticeship. Simulator training
has now evolved to permit young
trainees to skip and hop on to driving
trams and trains after supervised class
room work and simulation time. Of
course, these simulators now pervade
various training tools, from aircrafts
to local trams.
Full cab motion base simulator plays
a vital role in training; using latest
technology allows cost effective and
ecologic training, while avoiding human and material risks. These units
are specifically designed for:
l
Training objectives, within the operating constraints
Experimentation and associated

protocols applicable for rolling
stock
Provide a research environment,

including validation processes
Sydac has developed the Engineering

Simulator for calculating operational
performance parameters and in-train
dynamics. Performance parameters
include running speed, trip time, fuel
consumption and brake wear. Train
dynamics include coupler forces and
extensions, brake pipe pressure, brake
cylinder pressure and other dynamic
characteristics.
The Engineering Simulator calculates
operational and train dynamics for
specific consist configurations running on specific tracks to assist users
to evaluate on-track performance and
understand the behaviour of trains.
The analysis is performed by a real

time simulation engine using high
fidelity behavioural models.
For high speed trains, the related safety issues are complicated and difficult
to be addressed without proper training (emergency brake, signalling, EP
assist brakes etc.). For freight train
drivers the constraints are of braking
and traction on heavy and long trains.
Training on complex train systems
such as "radio controlled distributed
power", electronically controlled
pneumatic brakes and other train safety device can be accomplished
through simulated models. For energy consumption, a major concern,
economic driving practices also can
be developed through simulators using train models.
With the high volume of passengers
on board, quality of service is a major
concern for Metro drivers. With the
use of such simulators, driving techniques and on-time operations of the
Metro trains can be improved considerably. The simulator provides significant opportunity to train drivers on
defined operating procedures including communication with control station, passenger information system
and for response to incidents on and
off the train.
Such simulators are designed to provide trainees with the greatest possible immersion providing a real life
train driving experience in an exact
replica of their on-the-job environment. All in-cab equipment is fully
functional allowing training beyond
the basic driving functions. Out-ofcab train equipment can be simulated
using an integrated Part Task Trainer
to provide virtual access as required.
These simulators are useful for training in processes and procedures, utilising equipment beyond the basic
driving functions, or when assessment
of competency requires maximum
cab familiarity.
Main advantages:
l
Effective training with high level of

immersion
Drivers skills are demonstrated

more fairly and realistically.
Features include cab framework built

in aluminium or light steel to maximise product life cycle with all interior
dimensions, shape, colour and texture
respecting the actual drivers cab and
exterior of the drivers cab painted in

the correct rail operator livery. The
cab is provided with genuine cab controls allowing for high level of immersion creating more realistic training
environment, same tactile response
as in the real cab, air-conditioning/
ventilation, a 5.1 audio surround system hidden in the cab and a webcam,
installed in a non-obtrusive way in
the cab structure, that transmits
the trainee actions to the instructor
station.
Changes to cab layout and controls
can be implemented easily. The actual
Driver's Display Units and train radio
can either be graphically emulated
using touch screens of equal dimensions or interfaced with industrial
protocols.
Train for trouble shooting
Locomotive Simulator is an advanced

operation cum trouble shooting addition that helps train personnel in trouble shooting activities such as identification of various Loco systems/
subsystems, identification, isolation
and rectifications of faults in real time
etc. The simulator is a true scale model of driver cabin with every switch,
display, gauge, meter, brake, controls
and their functions matching the original equipment to deliver a realistic
and immersive training experience.
The simulator has 3D image generation capability to re-create real time
environment and weather conditions
onto the screen along with synchronous sound effects. The simulator has
a powerful evaluation and report generation module. The instructor can
set up various exercises with different
complexity and scope and he is provided with a parallel view of the trainee screen and a record of the trainee
activities.
Training elements include
l
Overall construction of the loco

including systems and subsystems.
Functional characteristics of major

electric components
Functioning of various on-board

instruments, their importance, normal and abnormal values.
Identify, isolate and rectify faults

real time.
Improve trouble shooting techniques.

17
O PE RATIONS D RIV ING SIM UL ATOR

l
Automatic isolation of faulty sub

systems/equipment
Perform complete functional tests

on the loco
Simulators have allowed addressing

various training needs like competence assessment, training of new
drivers and on new rolling stock, remedial training and support of incident investigation, defensive driving
techniques and collaborative training
of signalers, guards and drivers.
The tech stuff
Drivers inputs are provided through

direct control, pre-recorded driver
inputs (control action files) or Sydac's
autopilot algorithms. Use of the autopilot or control action files allows the
simulation to be run unattended up

to 10 times faster than real-time depending on the PC used. Train dynamics include coupler forces and
extensions, brake pipe pressure, brake
cylinder pressure and other dynamic
characteristics.
One aspect of training feasible is driver technique and practice under normal and special conditions, even being able to stress reduction training
and driving in adverse conditions &
advanced operation skills, e.g. training
to handle malfunctions/incidents in
hazardous situations. In this manner,
the quality of driver training can be
enhanced while at the same time
training time can be reduced and a
constant high level of proficiency is
guaranteed over the long term.

IR is still evolving its practices for
using such simulators . For example,
it needs to define if the core trainee
group is a first time driver or one who
is already running trains . At some
locations, the prime trainee group
seems to be the higher speed (Rajdhani) driver, who just needs a better
skill control on powering up and braking. Perhaps a unified technical control on all these new locations will
grant benefits.
(Report based on inputs from Knorr
Bremse India , as also Ravi Meena,
Sr. Divn. Mech. Engineer, Bhagat Ki
Kothi and PK Basu , Deputy Chief
Mech Engineer, SE Railway.)
V Kalyana Rama has taken over as Chairman & Managing Director, Container
Corporation of India (CONCOR) from his earlier position of Director (Projects
& Services). Professionally trained in railways and multi modal logistics, Kalyana
Rama was instrumental in development of container depots in CONCORs South
Central and Southern Region. He has been involved in all the development,
planning and operations of EXIM and domestic cargo at CONCORs various dry
port terminals.
JSPL rails for the world markets

ferent services. JSPL will also be supplying over 90,000 t of
long welded rail for the Indian Eastern Rail corridor that uses
the longest welded rail in the country (260 m). Naveen Jindal,
Chairman flagged off the train carrying the specially manufactured rails, through specially designed rakes from the (RUBM)
mill, which is a part of the 3.6 MTPA Raigarh Steel Plant. Two
rakes with 1880 t rails of 87 m length have been despatched
for the Eastern freight corridor in August 2015 (from the
contracted 90,175 t, to cover construction of around 350 km
double track from Khurja to Bhaupur). JSPL has previously
supplied rails to Delhi and Kochi Metros, L&T, NTPC, Tata
Steel, JSW etc.
Jindal Steel and Power (JSPL) has despatched the first lot of
rails to Iran . The steel major had bagged a contract to supply
150,000 t rail to Iran (130,000 t standard rails and 20,000 t
specialised head hardened rail). In the first lot, 1700 t 18-m
conventional rail was shipped from Gangavaram port.
The Raigarh integrated steel mill, set up in 2001, is equipped
with modern processes to meet the rail requirement for dif-
Jindal hoped that JSPLs world-class facility at Raigarh would

emerge as the hub to supply rails to forthcoming railway
corridors in India and world over. JSPL is amongst the few
global steelmakers who will have the capabilities to produce
special head hardened rails for bullet trains. Jindal stressed
that this effort is in perfect synergy with the Make in India
initiative. JSPL produces worlds longest single piece rail
(121m) and is strategically positioned to participate in railway
network expansion in India.
M E TRO LUCKNO W
Lucknow Metro: on the dot with its milestones

LMRC is now all set to start the trial runs of its first Alstom
India built Metro train set in December, with its Transport
Nagar Depot well prepared to receive the first Metro train set.
A tribute to the Citys cultural richness
The ` 1070 Cr contract on Alstom will provide 20 state-ofthe-art Metro train sets each of 4 cars.
The appearance of the Metropolis trainsets had earlier been
unveiled in May. The styling of the train is a tribute to the
city's cultural richness', with the front end 'conceived in the
spirit of' the gates to some of the city's most important monuments, including the Bara Imambara congregation hall, Asifi
mosque and Rumi Darwaza gateway. The V-shape of the lower
section of the front symbolises dynamism and rapidity, while
the livery is 'both highly modern and very much inspired by
the traditional cashmere craftsmanship of Lucknow'.
The trainsets will have 186 seats arranged longitudinally and
include two dedicated zones for passengers with reduced
mobility. The Urbalis communications-based train control
will be jointly supplied by Alstom's sites in Bangalore and
Saint-Ouen in France. Alstom has already completed the
manufacturing of the first trainset, which is ready to leave its
factory at SriCity.
Casting of the first concrete segment for underground Charbagh to Hazratganj section of Lucknow Metro has commenced
at Sector 19, Vrindavan Yojna. These segments, using moulds
imported from Korea, will be used for lining of underground
tunnel to be constructed by Tunnel Boring Machine (TBM).
Daljeet Singh, Director (Work & Infrastructure) added that
this is a critical activity for construction of the underground
stretch. The average daily requirement at construction stage
will be 60 segments (10 rings), a good match with 72 segments
production capacity.
Two 6.52m diameter TERRATEC Earth Pressure
Balance TBMs are ready to be delivered. Following
successful Factory Acceptance Tests in Delhi, the
TBMs will be transported to Lucknow and reassembled for the twin 1,812m long tunnels. The
36-month contract awarded to Tata-Gulermak
JV in April 2016 includes the construction of
three new underground stations at Hussainganj, State Secretariat and Hazratganj.
The Lucknow Metro line connecting Chaudhary Charan

Singh International Airport and Munshipulia will have 19
stations on a 194 km elevated alignment plus three on the
34 km underground section. The line is predicted to carry
430 000 passengers/day in its first year of operation, rising to
more than 1 million/day by 2030.
Bharat Salhotra, Managing Director, Alstom India & South
Asia commented, The delivery of the first train set of Lucknow
Metro marks another major milestone for Alstom in India.
The project re-affirms our strong commitment and endorsement to design and make in India in line with government's
vision. The manufacturing has been completed in record time
and ahead of schedule. We are so proud to be able to contribute
to the Metro development of the country".
RO LLI N G S T O CK MARKE T S UR VEY
Manufacturers under pressure as market

concentration continues to increase
Top 10 rolling stock manufacturers generated more than
75% of the turnover of new rail vehicles last year, up from
just 65 % in 2012. Overall, the top 10 could grow faster
than the market, now contributing 39 billion, from
around 31 billion in 2012. This concentration & overcapacities in some segments are increasing competitive
pressure and reducing margins. Chinese CRRC was able
to increase its share to one third even as manufacturers
from the CIS region suffered decreases in revenue. Weakening domestic markets are pushing many manufacturers
to seek sales opportunities in new market areas and build
up new capacities there, depending on various markets,
the procurement behaviour and frameworks such as taxes,
charges and exchange rate fluctuations.
The global industry has benefitted from a growing overall
market for new rail vehicles in the past three years, increasing from about 48b (2012) to 51 b (2015). Many
OEMs were able to play out this global growth for themselves: CRRC has grown especially in the domestic Chinese market with revenue from new vehicles increased
from about 14 to 17 billion and is now the largest rail
vehicle manufacturer, generating more revenue from new
vehicles than the five next largest companies together.
CRRC was now able to win orders from more demanding
markets with Boston and Chicago Metros and high-speed
trains for Indonesia (being the first Chinese exports in
this premium segment).
Some established and regionally well-diversified manufacturers e.g. Bombardier, GE, Siemens and Hyundai
Rotem were able to increase their new vehicle sales organically. Hitachi Rail, new to the top 10 at rank 8, benefited in particular from the acquisition of Ansaldo Breda
(majority share in Ansaldo STS in 2015), moving its
global railway division headquarter to London and has
now noticeably arrived in Europe. Hitachi established
their own production site for trainsets after winning a
tender for new high-speed trains for the UK and contracts
for the site followed.
Weakened demand in Russia and neighbouring markets
affected the whole industry and in particular the regional
players, with region's largest vehicle manufacturer Trans-
Top 10 rolling stock manufacturers

New vehicle revenue in million (2015)
CRRC
Bombardier
Transportation
Trinity Rail
Alstom Transport
GE
Siemens Mobility
Stadler
Hitachi Rail Systems
Greenbrier Co
Hyundai Rotem
0
New vehicle revenue
10,000
20,000
Other rail revenue
30,000
40,000
Other revenue
mash holding reached just under 1.2 billion (rank 11)

in 2015, down from the 5th position in recent years.
Even regionally well-diversified companies have distinct
core markets. As a result, in recent years geographically
focused companies are pushing to new foreign markets.
Often, the driving force behind these activities is to fill
domestic production capacities. In the medium term,
these reasons can shift the geographical orientation of a
company.
CRRC is establishing a Metro site in Massachusetts
(USA); Alstom and GE will each built a site for a 1 000
locomotives contract in India in local joint ventures;
Bombardier, GE, and CRRC have the final assembly of
around 1000 Transnet locomotives carried out by partners
in South Africa.
(Adapted from a survey by SCR Verkehr Germany.)
IR effects a key change in its vendor approval and purchase process

IR has now decided that Part I and Part II categories of vendors
will stand merged as Approved Vendors. In a practice that
can be dated back to 1999, IR divided its approved vendors
for most key components under Part I (eligible for full quantity
under purchase) and Part II (considered as under development, limited to a maximum of 25 % of the full quantity).
Fresh Nov 18, 2016 instructions note that approval of a vendor
STOP PRESS
only signifies its technical capability to supply the item and

quantities that can be ordered will continue to be determined
by various factors including past performance, with at least
80 % of the identified need contracted at the discretion of the
purchase committee on approved vendors (balance on
new/under development sources).
21
I N D U S TRY DESIG N IN INDIA
Now in India:
MOLINARI, a global railway design leader
they need someone familiar with the latest technology
and who is open, fast and pragmatic in bringing the necessary information down to the ground, wherever that
may be." Michele Molinari, president and CEO.
Extensive footprints
Marco Helmuth, Molinari Rail, Project Head for India APU Business, Jan Harder, COO, Molinari
Rail Group, Sarthak Jain, COO, Prag Group, D. K. Srivastava, Joachim Wagner, COO, Molinari
Rail Group, Michele Molinari, Founder & Chairman, Molinari Rail Group, Rakesh Jain, Chairman,
Prag Group, Hartmut Wirth, Managing Director, SMW GmbH, Gokul Jain, CEO, Prag Group
Today, most new rolling stock and railway equipment

that come to India are designed overseas. This is set to
change as an international engineering group with Swiss
roots, Molinari Rail, is set to open an establishment in
India a move that should help the Indian railway industry
extend the vision of 'Make in India' to also include 'Design
in India'. Molinari has recently signed a contract for design
and manufacture of Auxiliary Power Units [APUs] for
the 1,000 Locomotives contracted for IR. These APUs
will be manufactured at Molinaris upcoming India facility,
a JV with its local partner PRAG Group.
Molinari is also at the forefront of creating next-generation
systems. It helped GE, for example, design fuel-efficient
locomotives to meet upcoming stringent emission standards. Molinari applies a 360-degree approach to ensure
system optimization and passenger safety in railways.
"Our expertise is deeply rooted in some 50 years of rolling
stock design and manufacturing. Clients come to us when
With its broad vehicle design and engineering expertise,

the company has helped enhance valuable public transport
vehicles throughout Europe, South America and the
United States. Its know-how extends from Metros, intercity trains and locomotives to fleet operation and railway
vehicle maintenance. Renowned for designing electrical
and diesel multiple units, passenger coaches and locomotives to the last detail, the company serves clients including
Siemens, Bombardier, Alstom, Stadler Rail, GE and ABB.
Deutsche Bahn, Swiss Federal Railways and Veolia Transport are also long-standing clients.
India presence now
Molinari has already executed a project in Mumbai, working with Scomi of Malaysia, where Molinari helped customize monorails to suit local design and passenger requirements. They also plan to offer their solutions to ease
technology adoption for the region's Metros and suburban
and intercity railway operations.
Molinari is set to contribute to IR modernization through
their India subsidiary to be located in Lucknow strategically located in close proximity to IRs Research Design
and Standards Organization [RDSO]. The Molinari team
is already in discussion with RDSO for a host of rolling
stock modernization and upgradation projects. Michele
Molinari adds "There are significant projects under consideration. We are focusing on India to help make railway
vehicle upgrading a success."
The company welcomes collaboration with railway operators, engine manufacturers and transport consultants on
designing upcoming Metros and modernization projects
in Asia.
Prag at INNOTRANS 2016

Prag India was once again at INNOTRANS with a larger and
more distinguished display and focused on new innovations
including Locomotive Auxiliary Power Units and HVAC
Systems, a range of PolspaTM Polymer Springs and models
of Long-Life Buffer and Soft Draft Gear Assemblies.
Prag display was combined with Molinari Rail, their upcoming
JV partners.
Our upcoming JV in Lucknow aims to develop, for the first
time in India, a specialist railroad design and engineering
center supported by Molinari Rail, an international railroad

consulting, engineering, analysis and system integration leader.
With our young populace and fast growing economy, major
technological advancement in railway systems is imminent,
which is a fundamental building block of our infrastructure.
Rakesh Jain, Chairman, Prag.
This JV will support upgradation and modernization by leveraging Molinaris design and engineering expertise with Prags
local manufacturing experience to deliver 'Design in India' for
India.
I N DU S T RY BO O K R E VI E W
Thales international know-how for IR modernization

Network moderniz ation is a key to IR
building on its proud legacy of more than
150 years. Much of this will involve capacity augmentation, infrastructure upgradation and high-speed connectivity.
Crucially, this will also call for modernization of systems to enhance travel safety
and reliability, Antoine Caput, VP &
Country Director, India puts a perspective on the long standing partnership
between IR and the Thales Group
(France).
Thales, a pioneer in transportation technology, plays an essential role in main
line modernization. The Group has been
at the forefront for European Train Control System (ETCS) deployment and is
leading the way in implementations. In
Sep 2014 IRs Southern Railway awarded a contract to Thales to supply an
ETCS L1 solution (known here as Train
Protection and Warning System TPWS)

on the Basin Bridge-Arakkonam section,
a suburban line serving Chennai. Thales
has also been supplying electronic axle
counters to IR since 1999.
Caput outlined that Thales enjoys an
excellent reputation of being a leading
global supplier of train control technology and traffic management systems &
integrated communications and supervision technology, with extensive international experience in automation. As a
long-standing partner of Indian public
transport, Thales also has systems in
operation in Metros with successful references including ticketing systems for
New Delhi and Gurgaon Metros, communication and supervision systems for
New Delhi, Mumbai, Jaipur, Hyderabad
and Bangalore Metros and advanced signaling (CBTC) for Hyderabad Metro.
Antoine Caput, VP & Country Director
Caput reaffirmed Thales firm support

to the governments modernization plans
for IR and also its vision of developing
the country into an important global
infrastructure hub. It will continue to be
an active participant in the major initiatives for railways as well as for urban
mobility and smart cities.
Book review
B Umesh Rai, Ph.D. (Indian Institute of
Science, Bangalore), currently Chief
General Manager, Chennai Metro Rail.
In his over 30 years in IR, Rai has had
first hand experience of policy making
in railway transportation sector and can
provide unique insight into how decisions are made amidst a plethora of technology choices. Rai has multiple publications in peer reviewed international
journals, with keystone interest in modelling of multiphase electrical machines,
transport economies and system safety.
That multiple spectrum of academic and
professional experiences has enabled Rai
to edit a very academic 22-chapter volume, Handbook of Research on Emerging Innovations in Rail Transportation
Engineering. This scholarly addition to
rail literature, a rare outcome from IR
experts, includes international contributions that span innovations from 19th
century Metro undergrounds in London
and Paris, various aspects of railway planning horizons, demand forecasting and
investment appraisals, choices in intraurban transport choices & safety systems
and risk mitigations. Diverse modern
techniques covered encompass automat-
ed system testing, general simulation

models for timetabling, evolving intelligent transport systems and approaches
to recovering from disruptions. Rolling
stock is covered under an interesting
contribution on dynamic analysis of selfsteering bogies, an area that has received
international attention. Operational issues span from driver responses to condition monitoring.
The impressive international cast of contributors includes an array drawn from
institutions across the world. The Indian
experts list is led by Mahesh Managal, a
signalling expert, currently a General
Manager on IR and includes many researchers working in Indian Institutes of
Technology. We would be surprised if
any other railway publication sourced
from India has a more impressive cast
and content.
This handbook should be a good resource for various institutions and libraries on IR and Metro systems and a competent template for other experts
working to develop technologies for Indian applications.
23
I N D U S TRY TRA C TION MAC HINES
The China footprint on traction

machine scene
hope that IR will support this "Make in India" initiative."
Yuepeng listed the key facilities installed: vacuum impregnation plant, ovens, gears and bearing press,2 Test Stations
with the capability to carry out routine and type test of
motors and alternators, paint booths, cold storage unit
(minimum 2 Degree C), dynamic balancing machines
for rotor testing and 200 t hydraulic press. Plus, the process
determined testing equipment.
Similar thoughts were expressed by SK Jain, Chairman,
"This modern facility for manufacture of high technology
locomotive components is a testimony of commitment
on part of CRRC and Pioneer group of India to bring in
latest technology as part of "Make in India". We look
ahead to set new benchmarks.
Photo dated Dec2014, from L to R: Anil Kumar Aggarwal, Director, Sushil Kumar Jain, Chairman,
Pioneers and CRRC Pioneer India, Zha Jinxiang, Embassy of China; Amitabh Kant, Secretary
DIPP, GoI, Arunendra Kumar, Chairman, IR Board, Kailash Chandra Jain, Ning Wenze
CNR Pioneer Electric, an Indian joint venture, established

by CRRC Yongji Electric (a CNR company) and Pioneer
Fil-Med in 2015 is now well set to supply its first India
assembled machines. The new plant in Rewari is dedicated
to manufacture of traction motors, alternators and more
for diesel locomotives as well as specialized motor units
for mining and other industries. The first units from this
factory, formally commissioned in August 2016, are likely
to be delivered in next few months. CNR Pioneer has
received all the necessary approvals and certifications
from various Indian authorities.
Milestones in brief:
2015 May:
Incorporation
September: Land possession

2016 June
Training of engineers, including

in Yongji, China.
July
Installation and commissioning

of the machines from India and
China.
May
Labour recruitment
August
Initiation of the trial production

with technical staff from China.
August 20
Formal inauguration
Jing Yuepeng, General Manager pointed out that while

setting up this plant we have chosen to provide best
possible infrastructure with machines sourced from all
over the world. We have employed talented and experienced manpower and also arranged their extensive training
in China with focus on building skills. We are confident
that Indian railways will benefit from our products and
This should augur well for delivery of products of exceptional quality at competitive prices to IR, based on CRRC
(worlds largest rail transit equipment manufacturer)
support and prime attention to infrastructure and human
resources.
Production is expected to gradually reach annual numbers
(new/ rebuild) of 1200 traction motors (typical: YJ157A)
and 200 alternators (typical: YJ237A, 4500HP).
A rigorous process
The development process has been long, starting with

Yongji quoting for DLW requirements in 2007, necessary
technical approvals and an appraisal visit by a senior IR
team to China facilities. So far, a large number of machines
are operational on IR built EMD WDG 4 locomotives
and performance has been top tier. The first motors were
delivered to IRs Diesel Loco works in 2011.
A senior IR executive connected with the development
process recounts that over-a-coffee interaction with Yongji
representative led to the implied need for Indian manufacture after product application was established. At that
point, Yongji was the lowest price bidder in a DLW tender,
but reservations on its capacities naturally existed. The
Yongji entry in this vendor chain has resulted in gross
reduction of prices form around ` 30 lakhs per motor
initially to about ` 18 lakhs now, a reduction of near ` 70
lakh in per-loco cost.
Yongji has clearly realised the need for local presence for
long term service to this market and the Rewari facility
should see an increasing presence in coming years, even
if the IR orders are stunted at present. It need be mentioned that early supplies were restricted to EMD and
Siemens. Initial development orders were also placed on
Crompton Greaves India and BHEL, of which only the
latter has succeeded after hiccups. Other private sector
manufacturers active in this development include Daulat
Ram and Medha (in collaboration with Traktionsysteme,
Austria). Clearly the competition, particularly on prices,
will be tough.
T E C HNOLOGY HIG H SP EED
Edge of imagination - 1000 kph trains:

560 kms in 35 minutes.
World's fastest trains
kph
Chuo Shinkansen*
Japan
598
Maglev Train
Shanghai, China
421
Shinkansen
Japan
320
Inter-city Express
Germany
319
TGV
France
290
Incheon Maglev
South Korea
109
The International Conference on Ultra High Speed Trains
(500 kph and above), held by the Institute of Rolling
Stock Engineers (India) in New Delhi in Sep 2016, provided a brief overview of blue sky technologies as well as
current IR efforts to increment train speeds. The conference was a good peep hole into some edge of possibility
projects like Superconducting Maglev Systems and the
Hyperloop. The conference was also attended by HyperLoop Transport Technology, Quadlev, Talgo, RTRI
Japan, Siemens Germany, Knorr Bremse (Germany) and
Prose Switzerland.
S K Suri
Ex General Manager,
Rail Coach Factory,
Kapurthala
Of late, IR has started toying with a dream of becoming

a global hub for development of futuristic transportation
technology. As a hopeful IR manager put it, If the Indian
Space Agency ISRO can become a global player in space
technology, why can't IR develop its perch? India has the
volumes & distances to get a global player join hands with
IR to experiment with such systems.
Modest current speeds
Current operating speeds on IR are, however, pegged at

a more modest 110 to 150 kph zone and a 200 kph capable
loco-hauled train is due in some months from the Kapurthala coach factory. Efforts are underway to introduce
semi high speed trains (160 to 200 kph) on nine identified
corridors, Delhi to Agra, Chandigarh and Kanpur, NagpurBilaspur, Chennai to Mysore-Bangalore & Hyderabad,
Mumbai-Goa and Ahmedabad & Nagpur-Hyderabad.
Recent 180 kph safety-proving trials on a loaned TALGO
train set are a part of this evolving scheme. This train set
comprised of TALGO aluminium body low floor coaches
that use 'tilting technology' enabling curve negotiation at
relatively higher speeds (see full report in this issue).
Introducing such trains on IR to derive the maximum
benefits from existing infrastructure is certainly an excellent idea.

High speed rail (HSR)
IR is nearing a formal announcement for a high-speed

corridor between Ahmedabad & Mumbai based on Japanese Shinkansen technology. This standard gauge HSR
corridor will likely have 12 stations at an average spacing
of 46 km with light weight aluminium body coaches, 10
in the beginning to be increased to 16 coaches in future.
The trains will have an operational speed of 320 kph
(maximum permissible 350 kph). Further, feasibility
studies for Delhi-Mumbai, Chennai, & Kolkata and Mumbai-Nagpur are in progress but these are not likely in near
future.
All developments on IR have so far been based on transfer
of technology model, with localised design improvisation,
development and vendor growth. Thus, there has always
been a gap in technology available in India & the developed World. In case of ultra-high speed technology, IR
would want to develop it in association with a world
leader, with a pilot implementation in India. Following
ISRO's example, we would like to develop cutting edge
technology in India.
Superconducting MAGLEV system
For the 30 km Shanghai airport Maglev Train, the first

commercially operated magnetic levitation line in the
world, construction began in 2001 with public commercial
service in 2004. The fastest train in regular commercial
service with a 431 kph top commercial speed, the Maglev
train achieved a record speed of 501 kph during a test run
in 2003.
This project was developed by Transrapid, a special JV
between Siemens and Thyssen Krupp. The test ground
was provided by an 18-km closed loop elevated track in
Emsland, completed in 1987. This train was open for
tourist rides till an unfortunate accident led to its closure.
At the end of 2011, the operating license for the Emsland
test track expired, and it closed. In early 2012, demolition
and reconversion of the entire Emsland site including the
factory was approved.
The current application-ready version, the Transrapid
09, is designed for a cruising speed of 500 km/h and
allows acceleration and deceleration of approximately
1m/s2. The Transrapid system has not yet been deployed
on a long-distance intercity line, as commercial viability
for various lines, particularly in Germany (Munich and
Dortmund-Dusseldorf) and China, was proving difficult.
The latest development has been the introduction of
Superconducting Maglev System that uses quadrupole
magnets instead of dipole magnets. Quadrupole magnets
enable heavy freight capability because more magnets
T E CH N O LO GY H I G H S P EED
can be accommodated without creating excessive fringing magnetic fields.
Electromagnetic
Permanent Magnet
1 cm
1-10 cm
10.15 cm
Active, complicated
Passive, Automatic
Passive, Automatic,
and Strong
Linear Induction
LIM and LSM
Linear Synchronous
Heavy Freight
Possible?
No
Questionable
Yes
High Speed
Switching Possible?
No
Questionable
Yes
Levitation gap
Different Generations of
Maglev Systems
Stabilization
Almost all 'passenger only' systems

are loss making and it may be worthwhile to examine a system capable of
passenger and freight operations.
Propulsion
Quadlev/USA contends that Superconducting Maglev System is fully

capable of heavy freight operations.
In addition to running passenger (10
vehicle) trains at 500 kph (with a
headway of 3 minutes or less), it is
claimed that it may also be able to run
freight trains (100 vehicles each) at
500 kph, say carrying trucks.
Construction of a Superconducting
Maglev System on 286 km long Tokyo - Nagoya Section is reported to
have begun. The Chuo Shinkansen
is the culmination of Japanese maglev
development since the 1970s.The line
is intended to be built by extending
and incorporating the existing Yamanashi test track. Construction commenced in 2014 with a likely commissioning in 2027. Any such project
needs first development on test tracks
and a long-term commitment for research, areas where IR has not exhibited any sincerity so far.
Quadlev USA has proposed building
an 800-km line linking MumbaiPune-Hyderabad at an estimated cost
of ` 90,000 crores, with a pay-back
period estimated at 10 years. With a
headway of 3 minutes or less, it would
be possible to run 240 Passenger
trains (10 vehicles each) and 240
Freight trains (100 vehicles) per day.
Hyperloop
This concept is of passenger or goods

carrying capsule like vehicles travelling inside an evacuated tube, suspended inside the tube using Maglev
principles maintained at near vacuum
level. This technology is still under
concept proving stage. However, it is
claimed to have a speed potential exceeding 1000 kph with the specific
energy consumption being much lower than that for the conventional
trains. In the absence of air or surface
friction, the capsules will be able to
travel at close to the speed of sound
(around 1200 kph). Superconducting
Maglev Systems & Hyper loop Tech-
Superconducting
Energy Efficiency
Good
Better
Best
System Cost
High
Medium
Very Low
Future options for super-high speed

Quadlev Energy Use for Passenger and Freight
Quadlev (500 kph)
TGV (300 kph)
Light Rail (65 kph)
Commuter Rail (90 kph)
Airliner (850 kph)
Transit Bus (50 kph)
Auto (90 kph)
200
400
600
800
1000
Kilowatt-hrs per 1000 Passenger-km

Quadlev Freight (500 kph)
Rail Freight (50 kph)
10
20
30
40
Kilowatt-hrs per 1000 Net Ton-km
nology are in a state of infancy.

The capsules are accelerated by magnetic linear accelerators affixed at various stations on the low-pressure
tube. In an additional feature, the Hyperloop can generate more than adequate energy to operate the System
by placing solar panels on top of the
entire length of the tube.
A proposal exists for an Hyperloop
operating between Los Angeles and
San Francisco as this 560-km long
corridor is one of the busiest in USA.
With an estimated total trip time of
35 minutes, with 28 people capsules
departing as often as every 30 seconds
from each terminal, this gives an annual throughput of 7.4 million people
each way each year. For travel at high
speeds, the greatest power requirement is normally to overcome the air
resistance that increases with the
square of speed. The pressure of air
in the Hyperloop tube will be around
0.015 psi that will reduce the drag
force of the air to 1/ 1,000 th of that
encountered at the sea level, equivalent to flying above 150,000 feet altitude. An advanced linear motor system is being developed to accelerate
the capsules to 1,200 kph at a maximum of 1g for comfort. The Hyper-
50
60
loop tube will be on elevated pillars

to minimize cost. Two tubes will be
welded together in a side by side configuration to allow the capsules to
travel in both directions. average spacing will be 100 ft., The proposed route
considers a combination of 20', 50',
and 100 ft. pillar heights to raise and
lower the Hyperloop tube over geographical obstacles.
The IR dream
IR is reported to have received five

proposals in response to an
Expression of Interest" bid for developing, constructing and running an
Ultra High Speed Railway system in
India on PPP basis. Instead of these
being developed in the USA or Japan,
why should we not take the initiative
to develop them in India, where we
have the volumes & the distances. If
we can evolve a suitable PPP model,
IR in association with some of the
pioneers in this field may eventually
become a designer & exporter of the
latest railway technology. The purpose of the EoI is to assess offers and
call any bluffs. Thats why we want to
go and see the technology on offer
and gauge if what they propose holds
promise or not, a ministry official
has been quoted in the media.
27
U R B A N TRANSPOR T IN N OVATION
New Indian engineering solutions

need support
Indian engineers are eminently capable of innovating and developing new technologies and products as good as anywhere in the world, but regrettably there is
no readily available institutionalized mechanism that might help them convert
ideas into reality. There is also lack of trust in their abilities. Shekhar Chakravarty, MD, Conveyor & Ropeway Services
Chakravarty began his career as an apprentice at Jessop Kolkata in 1953 and,
after a long stint in UK, established the Conveyor & Ropeway Services.
In a field prove out of the theme, Chakravarty has managed to develop his idea
and manufacture a prototype in order to validate his design and prove its efficacy,
amply demonstrating what is possible if our system would place faith in our
engineers and provide encouragement as in foreign countries. He feels that the
phenomenal growth in new technologies in China is directly attributable to the
government boldly trusting and motivating their engineers.
Proving the idea
A quiet revolution in urban transportation could be on

the way with a unique aerial ropeway system, CURVO
ideally suited for providing connectivity at Metro rail
stations and elsewhere. CURVO comprises 8 to 10seater passenger cabins spaced approx. 60 m apart and
suspended from an overhead ropeway that is supported
by across-the-road steel portals about 90 to 100 m apart.
The steel structures required are modest in size, at just 2
m2 each. With stations every 15 seconds, the average
travelling speed is 12.5 kph, comparable if not better than
the average speed of road vehicles in most cities. Free
from risk of accidents unlike the vehicular road traffic.
Pilot installation in Kolkata
the system is electrically driven and hence economical,

and fully pollution free. It can be built to cater to capacities
ranging from 1500 to 2500 passengers per hour.
Chakravarty contends that his design is ideally suited for
urban commutation especially in crowded areas & can
provide much needed connectivity between Metro Rail
stations and nearby localities. Typically, Kolkata has a
potential for a 200 km network.
A full scale working prototype at the Companys premises
now permits feasibility talks with several prospective
clients and agencies, such as West Bengal, Bangalore
Metro Rail, SREI and IL&FS.
I N N O VATION SAFETY
New Indian patent for derailment detection

to 1% of the cost of a new freight wagon. Such devices
are likely to reduce number of vehicles derailed/capsized
by up to 70% in many of todays major derailments and
30 to 50% in case of minor ones.
Seismic sensing
An ARD based on a spring loaded seismic mass and sealed

pressure chamber is a single use device suitable for air or
vacuum braked vehicles. The train pipe is opened to
atmosphere as soon as device experiences a vertical acceleration/shock more than the built-in threshold value.
The actuation of the device is indicated by the leakage of
air from the device and an indicator pin. Train staff has
to physically inspect the vehicle(s) after stoppage to see
the cause, if nothing abnormal is found the train can
proceed after isolating the device from brake pipe by an
isolating valve. The device will need to be replaced if the
protection on the vehicle is to continue.
Train derailments on IR often result in large damages,

including in human costs, much above what happens in
any of the more developed rail systems. A train derailment
is unpredictable but inherent to train operations , something that has not yet been eliminated, although incidences
can be reduced by proper design, maintenance and training. In modern designs passive safety (what happens once
an error inflicts a mishap) is now built in, with better crash
worthiness & pre-warning sensors and devices.
C M Dutta
Patent holder
Ex. Executive
Director, RDSO
Longer and heavier trains with lesser manpower on trackside and trains, particularly on the new dedicated freight
corridors, mandate timely derailment observation . Delayed stoppage inflicts heavy losses and traffic disruptions
for longer periods. Deployment of derailment detectors
will become a desirable safety device. For this to be economically viable , initial cost per vehicle should be quite
low with negligible maintenance costs and installation
should be easy , without needing much modifications on
the vehicle. Devices based on sensors are now technically
feasible but could cost more for installation and integration.
Derailment Detectors, responding to abnormal position
of vehicle/wheels or abnormal accelerations have been
developed during the last few decades. Such devices have
not been deployed on a large scale so far due to high initial
costs and incidents of false alarms and applications. A
welcome development is the recent grant of an Indian
Patent (011 026212) to C. M. Dutta, an ex-IR senior
executive with a background of development work in
RDSO. Such Abnormal Riding Detectors (ARDs) , available in three versions without need for any battery, are
analogous to protection devices in electrical circuits: a
wired fuse, a miniature circuit breaker and an overload
relay with auto-resetting feature. Dutta claims that his
device is designed for Indian environmental and operating
conditions, with a likely initial cost from less than 0.5%
A manually re-setting type of ARD for air braked vehicles

has been developed, wherein it opens the brake pipe to
atmosphere when vehicle is subjected to abnormal riding.
The seismic spring loaded mass has to move by about 1.0
mm for it to get locked and keeps the brake pipe open.
The actuation of the device is indicated by an indicator
plunger which is also reset manually.Train staff after
physically inspecting the vehicle(s) can reset the device
by manually pulling back the locking pin.
An automatic version
Dutta has also developed an automatic re-setting type of

device for air braked vehicles which depends upon opening of a small pressurised chamber tube to atmosphere
by vertical movement of the spring loaded mass responding to an abnormal acceleration . The lock pin retains the
mass in this position until pressure in auxiliary chamber
equals the atmospheric pressure by air leaking from an
orifice in a preset time of about 30 seconds and thereafter
the spring loaded lock pin slides back from the mass,
allowing it to move upward. During this intervening period
the brake pipe remains open to atmosphere by movement
of a large diaphragm. The device is provided with an
indicator plunger which moves outward and remains
there until reset manually. After a lapse of about 30 seconds the device automatically re-sets and opening of the
small pressurised chamber closes with the upward movement of the mass and brake pipe in turn is closed by the
diaphragm. Driver can build up the brake pipe pressure
and proceed without the compulsion of having to physically inspect the vehicle or track for any abnormality.
Such devices are to be mounted on both headstocks of a
vehicle and have a pre-designed threshold level of vertical
acceleration for actuation (no actuation occurs on vertical
accelerations lower than the threshold level by 10% or
for horizontal accelerations). Acceleration threshold /no
response levels can be changed according to vehicle characteristics. For precision it is important to correctly determine the maximum vertical acceleration experienced
I N N O VAT I O N SA F ET Y
at the head stock of a vehicle in empty
and loaded conditions over the speed
range. These detectors , been subjected to laboratory testing and to specifications, require negligible maintenance over a long service life.
Due to this innovative concept of
locking the seismic mass in case of
accelerations higher than threshold
value are experienced, the probability
of false indications are practically zero.
Dutta adds that a common misconception that an ARD will detect all
derailments and not give false indications is a myth as detection depends
upon acceleration and the many fac-
tors in operation influence the same,

IR had decided in 2015 to equip 2
Rajdhani rakes with derailment detectors but tenders are yet to be called
for. Perhaps such devices are more
relevant to freight trains but IR often
decides on the basis of flavour of the
week when new technology is involved. A contrary case is the introduction of End of Train telemetry
device that would have been much
easier to kick off on express trains but
IR decided to try out on freight trains,
something that has not happened for
over a decade noweditor.
A somber last journey, aboard a special train
POTPOURRI
solution. it was the first use of the railway for a dedicated

service from one private station, directly into a cemetery at
the other end.
People became accustomed to this routine, despite the somberness of the journey. Both banker and beggar would ride
the same train and alight at the same cemetery station. different
coach classes were provided: the cemetery was not divided
by class or status, but the journey was. Eventually the Parliament shut the inner London cemeteries to new burials and
opened a series of large, suburban cemeteries.
A single train ran out of London and back nearly every day
for 87 years. Many of the passengers on the train would be
distraught carrying their loved ones, dead and ready for burial.
Their destination: the cemetery.
The train left from a dedicated specifically built station near
Waterloo, with an ex-London non-stop 23-mile journey over
40 minutes. this was no normal train line; the route was chosen
partly for its comforting scenery.
In operation from 1854 to 1941, the London Necropolis
Railway, the spookiest, strangest train line perhaps ever, transported Londons dead to Brookwood Cemetery (near Woking) that was built in tandem with the railway. At its peak from
1894 to 1903 the train carried more than 2,000 bodies a year
and families and friends. Passengers could leave with their
dearly departed around noon, attend the burial and a funeral
party at one of the cemeterys two train stations, and then take
the same train back, returning to London by 3:30 pm. The
London Necropolis was at one time the largest burial ground
in the world. The station, opened 1864, still functions today.
Carrying corpses 23 miles via horse and carriage was slow and
far too expensive for most Londoners. Using a dedicated
railway to carry coffins and to bring both the dead and their
funeral guests all the way into the cemetery was a macabre
Another perk of the location was Waterloos railway arches,

which reportedly acted as ideal temporary storage space of
corpses. Most families had their loved one picked up by a
horse-drawn hearse. The funeral procession would end at the
station; the coffins lifted into elevators to the platform and
onto the train. Fares remained constant throughout the railways lifetime: six shillings for a return first-class ticket (in
1854) & two shillings in third. For the dead, it cost 1 in first
class and 2s 6d in third. When it arrived at the cemetery, the
group could get off at any of the two stations and refreshment
bars at the stations served up snacks and pints.
Peaceful or not, the necropolis railway never took off in the
way planners had hoped. the public, having the choice of
burial place, decided otherwise. Most people aspired to being
buried near where they lived and worked. The idea of being
buried nearly 30 miles out of central London, that was quite
a choice to make.
In 1909, the motor hearse was introduced and by the 1920s,
it had overtaken both the horse-drawn hearse and the train.
The true death knell to the railway, though, came in 1941when
in the 16 April Blitz night on, bombs killed more than 1,000
people and a fire that ripped through the London Necropolis
Railway Station. By that point, the train was already running
just one or two journeys a week. Rather than reconstruct the
station and order new stock, company officials closed the line.
31
S T E A M ANNU A L EV EN T
Steam Congress 2016 to extend its scope
Dr. Ravi Mehrotra, a global leader in

shipping industry and visiting lecturer
at Cambridge, will represent the shipping industry
Paul Whittle of UK based Darjeeling

Himalayan Railway Society will bring
up the steam heritage with a presentation on steam locomotives. His position
as Vice-Chairman of the Society reflects
his interest in heritage transport. He is
a frequent visitor to India and the Societys principal link with IR. He is also
a member of several steam heritage railways and the Wey and Arun Canal
Trust.
Tarun Thakral, Chief Operating Officer, CJ International Hotels (manages

Le Meridien, New Delhi).
LK Sinha, President added that, in a departure from the past, the scope of the
Congress will be extended, covering not
only steam locomotives heritage, but
also other modes of transport like aviation, shipping and road transport. In
keeping with this, a spokesperson from
Boeing USA will present a keynote address on aviation,
neering Heritage Award to DHR in recognition of being the oldest and largest
still operational fleet of narrow gauge
steam railway. Ravi Kochak Chairman,
Indian Branch will present a special
plaque to the Indian Railways.
In 1996 Thakral founded the Heritage

Transportation Trust, a not for profit
trust to promote the preservation of
modes of transportation that have been
used in India & to pursue his hobby
and passion in vintage & classic cars.
Thakral developed Indias first comprehensive transport museum in Dec 2013.
The Heritage Transport Museum, located near Gurgaon, built on a 3.01acre land encompassing 95,000 sq. ft.
area. With its dramatic displays, indepth interpretation, extensive collection
and exciting opportunities for visitor
participation, this museum sets a standard for other Indian museums.
The Institution of Mechanical Engineers

(London) has decided to present the
Darjeeling Himalayan Railway an Engi-
ISRS is also planning a Steam Run on

Nov 20 from Delhi Cantonment station
to Rewari Heritage Steam Shed with a
visit to the Gurgaon Heritage Museum

during the return road trip.
The XIV National Congress of the Indian Steam Railway Society (ISRS) is
scheduled on Nov 19, 2016 at the National Railway Museum, New Delhi.
A US President and his car, the White steam
US President William Taft has a place

in steam engine development as he
stepped up to further development. Taft
believed in the future of the automobile
and wanted a steam driven car when he
entered the White House. After some

wrangling over the costs and dangers of
motorcars, he obtained a $12,000 budget
for their purchase through an emergency
bill. His staff negotiated a favorable price
with the White Company for the steamer
at $3,000, and two Pierce-Arrow limousines, a "suburban," and a landaulet, at
$4,900. Taft added the Great Seal to all
his cars allowing the fledgling automobile
manufacturer the publicity of a prestigious inclusion in the first White House
limousine fleet. The small remaining
budget was used to convert the White
House stables to a garage and pay the
chauffeurs until an annual $25,000 travel

expense budget went into effect later.
Earlier as secretary of war, Taft had become smitten with the White steamer,
the department's car of choice. This pregasoline steam-powered touring car was
manufactured by the White Sewing
Company in Taft's home state.
One gleaming car, with a steam boiler
and the engine cleverly engineered under
the bonnet, is now displayed in a vintage
auto museum in Sandwich, Massachusetts.

RB Bookreview PDF

Cargado por

Información del documento

Título original

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

RB Bookreview PDF

Cargado por

Copyright:

Formatos disponibles

Volume 7, Issue 36 November 2016

ISSN No. 0976-254X

100 YEARS LATER

Outliers teach us laws.

From the Laws of Medicine by Siddhartha Mukherjee

Volume 7, Issue 36 November 2016

IR reforms: from our panelists

Coal on a growth slide

Positive outcomes from

New SYDAC driving

Lucknow makes targeted

Rolling stock demand

For subscriptions & a complementary copy,

2E Alipore Avenue, Kolkata 700 027, India

I N DI AN RAI LWAYS RE S T RUC T UR I N G

Merging IR Budget: towards financial revival ?

should be phased out and merged with the

Do away with the payment of dividend,

Compensating IR for the additional impact of 7th CPC:

Sharing, partly or fully, the public service

Yet the concept of full autonomy, originally

Sanjoy Mookherjee, Ex Financial Commissioner,

We lead this issue with a range of

I N D I AN RAILWAYS R ESTR UC TUR IN G

Inertia is built into institutions. Things don't change unless

Arunendra Kumar, Ex Chairman, IR Board

Arunendra Kumar, the immediate past

Other aspect of these changes

But the restructure often talked in the past

beginning that will pay dividends but only

I N DI AN RAI LWAYS RE S T RUC T UR I N G

Towards functional integration, partial and uncertain

Member Rolling Stock

Member Rolling Stock

Chief S&T Engineer

The business concept sought to be introduced is responsibility division on functional

trolling officer for all diesel locos will be the

I N D I AN RAILWAYS R ESTR UC TUR IN G

The best and the worst of railway times

This years IR budget was different from the

4 Rail Business [Focus-India] November 2016

table is another laudable objective that has

That the IR finances are under great stress

I N D I AN RAILWAYS R ESTR UC TUR IN G

For a consultative finance function

R R Jaruhar, Ex Member IR Board

Although no doubt a lot of thoughts would

is very effective; apart from Members, the

I think what is important at the apex level is

This is correct time to bid goodbye to it. I

May be counterproductive and of uncertain outcome

In a cadre based organisation like IR (or in

very lop sided.

When even the driver took a back seat

driver, could precede him, so the Emperors carriage always

I N DI AN RAI LWAYS RE S T RUC T UR I N G

Change does not ensure progress,

Unfortunately, cobwebs have developed

A change is necessary, but how and when?

Somewhere I see a big conflict in all of this

Rakesh Chopra, Ex Member Engineering, IR Board

Yesterday I was clever, so I wanted

tain to the tough Ss of the McKinsey model