an organization study at southern railways
TRANSCRIPT
AN ORGANIZATION STUDY
AT
SOUTHERN RAILWAY
(THIRUVANANTHAPURAM DIVISION)
Submitted to Mahatma Gandhi University, Kottayam in partial
fulfillment of the requirements for the award of the Degree of
Master of Business Administration (MBA)
Submitted by
BOBY JAMES (Reg. No. 62708)
Under the Guidance of
MR.SUDHEESH V.C Asst.Proffessor: RANI VARGHESE
Sr.DCM/TVC (Company Guide) Faculty Guide
DEPARTMENT OF MANAGEMENT STUDIES
MUSALIAR INSTITUTE OF MANAGEMENT
PATHANAMTHITTA
2014-2016
MUSALIAR COLLEGE OF
ENGINEERING AND TECHNOLOGY
PATHANAMTHITTA
CERTIFICATE
This is to certify that this report, based on the organization study conducted by
BOBY JAMES, second semester MBA student of our college for 30 days
starting from 18th
May 2015 at SOUTHERN RAILWAYS
(Thiruvananthapuram Division) is a bonafide report submitted in partial
fulfillment of the requirements for the degree of Master of Business
Administration of Mahatma Gandhi University, Kottayam.
Prof. Rani Varghese Prof. Prakash Nair
Faculty Guide Head of the Department
EXTERNAL EXAMINER
DECLARATION
I hereby declare that this project report titled “Organizational Study at
SOUTHERN RAILWAYS” has been prepared by me during the academic
year 2014 - 2015, under the guidance of Prof. Rani Varghese, Department of
Management Studies, Musaliar College of Engineering and Technology,
Pathanamthitta.
I also hereby declare that this project report has not been submitted to any other
University or institute for the award of any degree or diploma.
Pathanamthitta BOBY JAMES
Date………….
ACKNOWLEDGEMENT
The elation and gratification of this organization study will be incomplete without mentioning
all who helped me to make it possible, whose encouragement and guidance were valuable to
me throughout conducting the organizational study.
First and foremost I thank God Almighty for giving me the
ability to do this study and make the venture a success.
I express my sincere thanks to my guide at SOUTHRN
RAILWAY, Mr. Sudheesh V.C (Senior Divisional Commercial Manager Trivandrum
Division) for providing the necessary guidelines to conduct the study at the organization. I
am also thankful to all the department heads for their valuable suggestions and constructive
criticism throughout the preparation of the report. I am obliged to my Guide Prof. Rani
Varghese for her valuable guidance and help throughout the completion of the study.
I extent my thanks to all the lecturers and staff members of the
Department of Management Studies for their tireless help.
Last but not least I express my sincere gratitude to my parents and friends
for their constant help and encouragement and valuable prayers motivating me mentally for
the successful completion of this organization study.
TABLE OF CONTENTS
Chapter
No: Particulars Page No:
1 1. Introduction
1.1 Purpose of the study
1.2 Significance of the study
1.3 Objectives of the study
1.4 Methodology of the study
1.5 Limitations of the study
1.6 Period of the study
1
2
2
2
3
3
3
2 2. Industry profile 4
3 3. Company profile
3.1 Product & service profile
3.2 Organizational structure of Indian Railway
3.3 Organizational chart of Indian Railway
3.4 Organizational structure of Southern Railway
3.5 Organizational chart of Southern Railway
7
14
22
25
26
27
4 4. Departmental analysis
4.1 Accounts Department
4.2 Commercial Department
4.3 Electrical Department
4.4 Engineering Department
4.5 Medical Department
4.6 Personnel Department
4.7 Stores Department
4.8 Signal & Telecom Department
4.9 Security Department
4.10 Vigilance Organization
4.11 Safety Department
4.12 Public Relations Department
4.13 Mechanical Department
29
30
32
34
35
38
41
45
48
55
59
63
66
68
5 SWOT analysis 70
6 Findings & suggestions 72
7 Conclusion 73
8 Bibliography 74
LIST OF TABLES
Table
No: TITLE Page No:
1 Divisions of Southern Railway 8
2 Route-Km (state wise) 12
3 Route-Km (division wise) 12
4 Average No: of trains run/day 12
5 Number of Stations 13
6 Staff Strength 13
7 Types of passenger services 15
8 Accommodation classes 16
9 Indian railway zones 24
10 Functions of engineering officers 35
11 Railway codes & manuals used by
mechanical department 67
LIST OF FIGURES
Fig. No: TITLE Page No:
1 Indian railway zone map 10
2 System map of southern railway 11
3 Organizational structure hierarchy 22
4 Organizational structure chart of Indian
Railways 25
5 Organizational structure chart of Southern
Railways(Headquarters level) 27
6 Organizational structure chart of Southern
Railways(Divisional level) 28
7 Accounts department hierarchy 31
8 Commercial department hierarchy 33
9 Engineering department hierarchy 37
10 Medical department hierarchy 40
11 Personnel department hierarchy 44
12 Signal & telecom department hierarchy 54
13 Vigilance department hierarchy 62
14 Safety department hierarchy 65
15 Public relations department hierarchy 67
16 Mechanical department hierarchy 69
IF YOU NEED COPY OF THIS REPORT IN ANY
FORMAT
CONTACT:
BOBY JAMES
Mob: +91-8129230792
e-mail:[email protected]
INRODUCTION The role played by the Indian Railways in our country’s socio-political development is
indisputable. Apart from its stated duty of transporting men and goods across the length and
breadth of the country, it has played a stellar role in times of natural and man-made disasters.
The role of the railways becomes even more crucial to the development of the country as we
enter the 21st century and the pace of the growth of the economy accelerates. The need for a
efficient transportation sector would become more crucial with every passing year. Thus it is
necessary for the Railways to remain competitive, in terms of both cost and quality of
services, to ensure an efficiently functioning transport sector in the country.
Transport is the lifeline of any developing economy. The growth and development of any
nation truly rests on the growth of its transport sector. Transport provides access to
opportunities, supports economic activities, and facilitates social interactions. India’s
transport sector is large and diverse and caters to the needs of about 1.03 billion people
(Government of India, 2001). Transport sector in India can be classified under three broad
categories depending upon the lead distances, namely urban and sub-urban; regional and
national; and international transport. The transport system in the country comprises of a
number of distinct modes and services including roads, railways, air, inland water transport,
coastal shipping, and pipelines. The transport sector’s contribution to India’s GDP was 6.6%
in 2006-07. Out of which, share of railways stands at 1.2% for the period. Transport by other
means (road, air and water) constitute 5.4% of the GDP. Road sector has emerged as the most
dominant sector amongst all the modes. The share of roads, railways and air in passenger
transport in India in 2006-07 stood at 86.7%, 12.9% and 0.4% respectively. In freight
transport, the share of roads, railways, maritime and air stands at 61.2%, 38.6%, 0.2% and
0.02% respectively in 2006-07. European development economists have argued that the
existence of modern rail infrastructure is a significant indicator of a country's economic
advancement: this perspective is illustrated notably through the Basic Rail Transportation
Infrastructure Index (known as BRTI Index). India is a land of diverse culture, and Railways
play a key role in not only meeting the transport needs of the country, but also in binding
together dispersed areas and promoting national integration. Indian Railways have emerged
as the sinews of the Indian economy, and have reached out to bring together the great Indian
family. An Indian railway was first introduced in India in the year 1853 by East India
Company. Indian Railways have been the prime movers to the Nation and have the
distinction of being one of the largest railway systems in the world under a single
management. As compared to road transport, the Railway has a number of intrinsic
advantages. Indian Railways, therefore, rightly occupy pride of place in the growth and
development of the nation.
1.1 PURPOSE OF THE STUDY
The purpose or scope of the study includes familiarization for organisation in all business
aspects. The organisational study as SOUTHERN RAILWAY, Thiruvanthapuram Division
provided an on hand experience on the various business practises existing in the organisation
and was done over a period of 30 days.
1.2 SIGNIFICANCE OF THE STUDY
Having become one of the most prevalent debates in recent years, organisational related
studies have become a major topic of study nowadays. Organisation as defined as “ a
consciously coordinated social unit, composed of two or more people that functions on a
relatively continuous basis to achieve a common goal or set of goals.” So we can see that
individuals, walking under the flag of organisation are valuable resources to the firm. It is
totally impossible to find an organisation without manpower. So, as long as organisations are
consisted of individuals, it is very important to know and learn about these fundamental
elements of the firms. And that is the reason the concept of organisational behaviour is a
major field of study of these days. Organisational behaviour is defined as “a field of study
that investigates the impact that individuals, groups, and structure have on behaviour with in
organisation’s effectiveness.” Or in other words, it is the study of what people think, feel, and
do in and organisations.”
1.3 OBJECTIVES OF THE STUDY
The objectives of the organisational study in SOUTHERN RAILWAYS are
To familiarize with the organisation structure and its functioning
To study about different departments and their functions and activities
To find the policies and procedures of the organisation
To know about the strength, weakness, opportunities and threats of the organisation
To analyse the problems faced by the organisation
To study the overall performance of the organisation
1.4 METHODOLOGY OF THE STUDY
There are two types of data used for this study:
Primary sources
Secondary sources
Primary data for this study is collected by direct interview with the divisional railway
manager and heads of different departments and staffs on Southern railway. Primary data is
collected through interview and observation.
Secondary data for this study is collected from the Railway publications, Annual reports,
websites, circulars, and internal documents. In addition to these articles data are collected
from journals, books, magazines, internet etc.
1.5 LIMITATIONS OF THE STUDY
There were some limitations present in the study conducted during the period. They are as
follows:
The study is conducted within a short period of time and thus time is a major
limiting factor to make a detailed study and analysis about the organisation.
The study is limited to my experience and knowledge.
The study is made about only one enterprise and therefore interfere comparison is
not possible
Although there were sufficient supports from the staff of the company, a additional
tight work schedule prevented from giving additional information.
There is restriction on the supply of data to maintain securely on various matters
relating to their business
1.6 PERIOD OF THE STUDY
The study was conducted for the period of 30 days (18-May-2015 to 18-June-2015)
INDUSTRY PROFILE
Indian Railways (reporting mark IR / भा. रे) is an Indian state owned enterprise, owned and
operated by the Government of India through the Ministry of Railways. It is one of the
world's largest railway networks comprising 115,000 km (71,000 mi) of track over a route of
65,436 km (40,660 mi) and 7,172 stations. In 2014-15, IR carried 8.397 billion passengers
annually or more than 23 million passengers a day (roughly half of whom were suburban
passengers) and 1050.18 million tons of freight in the year. In 2014–2015 Indian Railways
had revenues of ₹1634.50 billion (US$26 billion) which consists of ₹1069.27 billion (US$17
billion) from freight and ₹402.80 billion (US$6.4 billion) from passengers tickets. Railways
were first introduced to India in the year 1853 from Mumbai to Thane. In 1951 the systems
were nationalised as one unit, the Indian Railways, becoming one of the largest networks in
the world. IR operates both long distance and suburban rail systems on a multi-gauge
network of broad, metre and narrow gauges. It also owns locomotive and coach production
facilities at several places in India and are assigned codes identifying their gauge, kind of
power and type of operation. Their operations cover twenty nine states and seven union
territories and also provide limited international services to Nepal, Bangladesh and Pakistan.
Indian Railways is the world's seventh largest commercial or utility employer, by number of
employees, with over 1.307 million employees as of last published figures in 2013 .As for
rolling stock, IR holds over 239,281 Freight Wagons, 62,924 Passenger Coaches and 9,013
Locomotives (43 steam, 5,345 diesel and 4,568 electric locomotives).The trains have a 5 digit
numbering system and runs 12,617 passenger trains and 7421 freight trains daily. As of 31
March 2013, 20,884 km (12,977 mi) (31.9%) of the total 65,436 km (40,660 mi) route length
was electrified. Since 1960, almost all electrified sections on IR use 25,000 Volt AC traction
through overhead catenary delivery.
HISTORY OF INDIAN RAILWAYS
The history of rail transport in India began in the mid-nineteenth century. The core of the
pressure for building Railways in India came from London. In 1848, there was not a single
kilometre of railway line in India. The country's first railway, built by the Great Indian
Peninsula Railway (GIPR), opened in 1853, between Bombay and Thane. A British engineer,
Robert Maitland Brereton, was responsible for the expansion of the railways from 1857
onwards. The Allahabad-Jabalpur branch line of the East Indian Railway had been opened in
June 1867. Brereton was responsible for linking this with the GIPR, resulting in a combined
network of 6,400 km (4,000 mi). Hence it became possible to travel directly from Bombay to
Calcutta. This route was officially opened on 7 March 1870 and it was part of the inspiration
for French writer Jules Verne's book Around the World in Eighty Days. At the opening
ceremony, the Viceroy Lord Mayo concluded that “it was thought desirable that, if possible,
at the earliest possible moment, the whole country should be covered with a network of lines
in a uniform system”. By 1875, about £95 million were invested by British companies in
India guaranteed railways. By 1880 the network had a route mileage of about 14,500 km
(9,000 mi), mostly radiating inward from the three major port cities of Bombay, Madras and
Calcutta. By 1895, India had started building its own locomotives, and in 1896, sent
engineers and locomotives to help build the Uganda Railways. In 1900, the GIPR became a
government owned company. The network spread to the modern day states of Ahom
Kingdom, Rajputhana and Madras Presidency and soon various autonomous kingdoms began
to have their own rail systems. In 1905, an early Railway Board was constituted, but the
powers were formally vested under Lord Curzon. It served under the Department of
Commerce and Industry and had a government railway official serving as chairman, and a
railway manager from England and an agent of one of the company railways as the other two
members. For the first time in its history, the Railways began to make a profit. In 1907 almost
all the rail companies were taken over by the government. The following year, the first
electric locomotive made its appearance. With the arrival of World War I, the railways were
used to meet the needs of the British outside India. With the end of the war, the railways were
in a state of disrepair and collapse. In 1920, with the network having expanded to 61,220 km
(38,040 mi), a need for central management was mooted by Sir William Acworth. Based on
the East India Railway Committee chaired by Acworth, the government took over the
management of the Railways and detached the finances of the Railways from other
governmental revenues. The period between 1920 and 1929, was a period of economic boom;
there were 41,000 mi (66,000 km) of railway lines serving the country; the railways
represented a capital value of some 687 million sterling; and they carried over 620 million
passengers and approximately 90 million tons of goods each year. Following the Great
Depression, the railways suffered economically for the next eight years. The Second World
War severely crippled the railways. Starting 1939, about 40% of the rolling stock including
locomotives and coaches was taken to the Middle East, the railways workshops were
converted to ammunitions workshops and many railway tracks were dismantled to help the
Allies in the war. By 1946, all rail systems had been taken over by the government. On 23
April 2014, Indian Railways introduced a mobile app system to track train schedules.
COMPANY PROFILE
The Southern Railway, headquartered at Chennai, Tamil Nadu, is one of the 17 zones of
Indian Railways. It is the earliest of the 17 zones of the Indian Railways created in
independent India. It was created on 14 April 1951 by merging three state railways, namely,
the Madras and Southern Mahratta Railway, the South Indian Railway Company, and the
Mysore State Railway. The South Indian Railway was originally created in the British
colonial times as Great Southern India Railway Co. founded in Britain in 1853 and registered
in 1859. Its original headquarters was in Tiruchirappalli (Trichy) and was registered as a
company in London only in 1890. Southern Railway, in its present form, came into existence
on 14th April 1951 through the merger of the three state railways namely Madras and
Southern Mahratta Railway, the South Indian Railway, and the Mysore state railway.
Southern Railway's present network extends over a large area of India's Southern Peninsula,
covering the states of Tamilnadu, Kerala, Pondicherry,and a small portion of Andhra Pradesh.
Serving these naturally plentiful and culturally rich southern states, the SR extends from
Mangalore on the west coast and Kanniyakumari in the south to Renigunta in the North West
and Gudur in the North East.
DIVISIONS OF SOUTHERN RAILWAY
Southern Railway Zone consisting of 9654Km was the first Zone to be formed. K.R.
Ramanujam was the first General Manager of the newly formed Southern Railway. In 1956
Southern Railway was divided into eight divisions. These were Royapuram, Olavakkot
(Palghat), Mysore, Thiruchirappalli, Madurai, Guntakal, Vijayawada and Hubli. But on 2
October 1966 South Central Railway was formed by carving out of Central Railway and
Southern Railway97. Accordingly Southern Railway lost three of its prominent divisons such
as Vijayawada, Guntakal and Hubli and was left with five divisions viz Madurai,
Thiruchirapalli, Mysore, Olavakkot(Palghat) and Madras, (Royapuram). The process of
bifurcation got a boost in the new millennium with the formation of South Western Railway
and Southern Railway lost the division of Mysore. But on second October 1979
Thiruvananthapuram division was formed by carving out certain portions from Olavakkot
and Madhurai divisions. Thus in 2015 Southern Railway had six divisions.
It covers the states of Tamil Nadu, Kerala, Puducherry and small portions of Andhra
Pradesh and Karnataka. More than 500 million passengers travel on the network every year.
This zone of the Indian Railways differs from the other zones of India in that its revenue is
derived from passengers and not from freight. Chennai Central, Chennai Egmore, Coimbatore
Junction, ThiruvananthapuramCentral, MaduraiJunction, Ernakulum,Erode
Junction, Tirunelveli Junction, Tiruchirappalli Junction, Viluppuram Junction railway
station, Salem Junction, Kollam Junction, ,Palakkad Junction, Katpadi Junction, Shoranur
Junction and Mangalore Central are some of the important stations under Southern Railway
Division. Chennai Central station handles more than a million passengers every day. Many of
the major stations are being upgraded to world-class standards.
HISTORY OF SOUTHERN RAILWAY
In 1944, all Railway companies were taken over by the Government. And three years later,
when India woke up to independence in 1947, the stage was set for the integration of
different Railways into smaller zones. In 1948, immediately after independence, there were
as many as 42 different railway systems - a multiplicity of railway administrations, varying in
size and standards. The regrouping proposals put forward by the various committees were
No: Divisions
1 Chennai
2 Tiruchirapalli
3 Madurai
4 Palakkadu
5 Trivandrum
6 Salem
studied in great detail to ensure that a unification could be achieved with the least disturbance
and dislocation. Important associations of railway-users, Chambers of Commerce and
Industry, the State Governments and acknowledged experts both in India and abroad were
fully consulted. Shri N. Gopalaswamy Ayyangar - the then Minister for Railways, was the
principal architect of the regrouping of Indian Railways. In December 1950, the Central
Advisory Committee for Railways approved the plan for Indian Railways into six Zonal
systems, namely, the Northern, the North-Eastern, the Southern, the Central, the Eastern and
the Western. The Southern Railway zone (9,654 route km) was the first zone to be
formed.[4]
Created on April 14 1951 by the merger of the Madras and Southern Mahratta
Railway, the South Indian Railway and the Mysore State Railway, the economic and
geographical factors of this zone facilitated an early integrated network. This amalgamation
was a major step towards streamlining and organizing the working pattern of the Railway
system. Shri. K.R. Ramanujam was appointed the first General Manager of the newly formed
Southern Railway.
VISION STATEMENT OF SOUTHERN RAILWAYS
Southern Railways shall provide efficient, affordable, customer-focused and environmentally
sustainable integrated transportation solutions. It shall be a vehicle of inclusive growth,
connecting regions, communities, ports and centres of industry, commerce, tourism and
pilgrimage across the country. The reach and access of its services will be continuously
expanded and improved by its integrated team of committed, empowered and satisfied
employees and by use of cutting-edge technology.
MAJOR SERVICES OF SOUTHERN RAILWAYS
Passenger services
Freight services
Parcel carrier
Catering and tourism services
Parking lot operations
Other related services
PASSENGER SERVICES
A standard passenger train consists of eighteen coaches, but popular trains can have 26
coaches or even more. Provision for purchasing tickets via online mode (website of Indian
Railway) and offline mode-purchasing tickets from the ticket counter at each station is well
set up. Reservation against cancellation service is a provision for shared berth in case the
travel ticket is not confirmed. All current passenger service is provided using electric or
diesel locomotives. Several long trains are composed of two to three classes of travel, such as
a 1st and 2nd classes which have different pricing systems for various amenities. The 1st
Class refers to coaches with separate cabins, coaches can or cannot be air-conditioned. 3-tier
non- AC coaches and 2nd class seating coaches, which are highly popular among passengers
going on shorter journeys. In air-conditioned sleeper classes passengers are provided with
sheets, pillows and blankets. Meals and refreshments are provided, to all the passengers
of reserved classes, either through the on-board pantry service or through special catering
arrangements in trains without pantry car. Unreserved coach passengers have options of
purchasing from licensed vendors either on board or on the platform of intermediate stops.
The amenities depend on the popularity and length of the route. Lavatories are communal and
feature both the Indian style as well as the Western style.
TYPES OF PASSENGER SERVICES
Trains are classified by their average speed. A faster train has fewer stops ("halts") than a
slower one and usually caters to long-distance travel.
Rank Train Description
1 Duronto
Express
These are the non-stop point to point rail services (except for
operational stops) introduced for the first time in 2009 . They
connect the metros and major state capitals of India and are faster
than Rajadhani Express. The Duronto services consists of classes of
accommodation namely first AC, two-tier AC, three-tier AC, AC 3
Tier Economy, Sleeper Class, General Class.
2 Rajdhani
Express
These are all air-conditioned trains linking major cities to New
Delhi. The Rajdhanis have high priority and are one of the fastest
trains in India, travelling at about 130 km/h (82 mph). There are
only a few stops on a Rajdhani route.Food service is also provided
in these class trains
3 Shatabdi
Express
The Shatabdi trains are AC intercity seater-type trains for travel
during day.It is the fastest trains in India, travelling at about
140 km/h
4 Garib Rath Fully air conditioned trains, designed for those who cannot afford to
travel in the expensive Shatabti and Rajdhani Express. Garib Rath
means "Chariot of the Poor". The maximum speed is 130 km/h.
5 Jan Shatabdi Jan Shatabdi Express are a more affordable variety of the Shatabdi
Express, which has both AC and non-AC classes. The maximum
speed is 130 km/h.
6 Sampark
Kranti Express
Sampark Kranti Express trains are a series of trains that provide
quick connectivity from a particular state to the national capital,
New Delhi.
7 Superfast
Express/Mail
These are trains that have an average speed greater than 55 km/h
(34 mph). Tickets for these trains have an additional super-fast
surcharge.
8 Express These are the most common kind of trains in India. They have more
stops than their super-fast counterparts, but they stop only at
relatively important intermediate stations.
9 Passenger and
Fast Passenger
These are slow trains that stop at most stations along the route and
are the cheapest trains. The trains generally have unreserved seating
accommodation but some night trains have sleeper, First Class and
3A compartments.
10 Suburban
trains
These trains operate in the urban areas of Mumbai, Delhi, Kolkata,
Chennai, Hyderabad, Pune and between Kanpur &
Lucknow,usually stop at all stations and have unreserved seating
accommodation.
11 Metros and
Monorails
These trains are designed for city transport in metro cities of India.
Accommodation classes
Southern Railways has several classes of travel with or without air-conditioning. A
train may have just one or many classes of travel. Slow passenger trains have only unreserved
seating class whereas Rajdhani, Duronto and Shatabdi trains have only air-conditioned
classes. The fares for all classes are different with unreserved seating class being the
cheapest. The fare of Rajdhani, Duronto and Shatabdi trains includes food served in the train
but the fare for other trains does not include food that has to be bought separately. In long-
distance trains a pantry car is usually included and food is served at the berth or seats itself.
Luxury trains such as Palace on Wheels have separate dining cars but these trains cost as
much as or more than a five-star hotel room.
A standard passenger rake generally has four unreserved (also called "general")
compartments, two at the front and two at the end, of which one may be exclusively for
ladies. The exact number of other coaches varies according to the demand and the route. A
luggage compartment can also exist at the front or the back. In some mail trains a separate
mail coach is attached. Lavatories are communal and feature both the Indian style as well as
the Western style.
The following table lists the classes in operation. A train may not have all these classes.
Class Description
1A First class AC: This is the most expensive class, where the fares are almost at par
with air fare. There are eight cabins (including two coupes) in the full AC First
Class coach and three cabins (including one coupe) in the half AC First Class
coach. The coach has an attendant to help the passengers. Bedding is included with
the fare in IR. This air conditioned coach is present only on popular routes and can
carry 18 passengers (full coach) or 10 passengers (half coach). The sleeper berths
are extremely wide and spacious. The coaches are carpeted, have sleeping
accommodation and have privacy features like personal coupes. This class is
available on broad gauge and metre gauge trains.
2A AC-Two tier: These air-conditioned coaches have sleeping berths across eight
bays. Berths are usually arranged in two tiers in bays of six, four across the width of
the coach and two berths longways on the other side of the corridor, with curtains
along the gangway or corridor. Bedding is included with the fare. A broad gauge
coach can carry 48 passengers (full coach) or 20 passengers (half coach). This class
is available on broad gauge and metre gauge trains.
FC First class: Same as 1AC but without air conditioning. No bedding is available in
this class. The berths are wide and spacious. There is a coach attendant to help the
passengers. This class has been phased out on most of the trains and is rare to find.
However narrow gauge trains to hill stations have this class.
3A AC three tier: Air conditioned coaches with 64 sleeping berths. Berths are usually
arranged as in 2AC but with three tiers across the width and two longways as before
giving eight bays of eight. They are slightly less well-appointed, usually no reading
lights or curtained off gangways. Bedding is included with fare. It carries 64
passengers in broad gauge. This class is available only on broad gauge.
3E AC three tier (Economy): Air conditioned coaches with sleeping berths, present in
Garib Rath Trains. Berths are usually arranged as in 3AC but with three tiers across
the width and three longways. They are slightly less well-appointed, usually no
reading lights or curtained off gangways. Bedding is not included with fare.
CC AC chair car: An air-conditioned seater coach with a total of five seats in a row
used for day travel between cities.
EC Executive class chair car: An air-conditioned coach with large spacious seats and
legroom. It has a total of four seats in a row used for day travel between cities. This
class of travel is only available on Shatabdi Express trains.
SL Sleeper class: The sleeper class is the most common coach on IR, and usually ten
or more coaches could be attached. These are regular sleeping coaches with three
berths vertically stacked. In broad gauge, it carries 72 passengers per coach.
2S Seater class: same as AC Chair car, but with bench style seats and without the air-
conditioning. These may be rserved in advance or may be unreserved.
UR Unreserved: The cheapest accommodation. The seats are usually made up of
pressed wood in older coaches but cushioned seats are found in new coaches. These
coaches are usually over-crowded and a seat is not guaranteed. Tickets are issued in
advance for a minimum journey of more than 24 hours. Tickets issued are valid on
any train on the same route if boarded within 24 hours of buying the ticket.
FREIGHT SERVICES
Southern Railways carries a huge variety of goods such as mineral ores, fertilizers, iron &
steel, petrochemicals, agricultural products, etc. 70% of revenue comes from freight services.
Freight is a profit making business segment of Southern Railways and is the backbone of
railway revenues. But, recently it is seen that the market share of Southern Railways has been
consistently shrinking and railways is losing out to road.
Following goods are carrying through freight services:
Coal
Iron Ores
Cement
Mineral oils
Food grains
Fertilisers
Iron &steel
Limestone & Dolomite
Stones other than marble (incl. gypsum)
Southern Railway carries a huge variety of goods ranging from mineral ores, fertilizers and
petro-chemicals, agricultural produce, iron & steel, multimodal traffic and others. Ports and
major urban areas have their own dedicated freight lines and yards. Many important freight
stops have dedicated platforms and independent lines. Indian Railways makes 70% of its
revenues and most of its profits from the freight sector and uses these profits to cross-
subsidise the loss-making passenger sector. However, competition from trucks which offer
cheaper rates has seen a decrease in the proportion of freight traffic carried by rail in recent
years. Since the 1980s, Indian Railways has switched from small consignments to larger bulk
a goods which has helped speed up its operations. Most of its freight earnings come from
such rakes carrying bulk goods such as coal, cement, food grains and iron ore. Indian
Railways also transports vehicles over long distances. Trucks that carry goods to a particular
location are hauled back by trains saving the trucking company on unnecessary fuel expe
nses. Refrigerated vans are also available in many areas. The "Green Van" is a special type
used to transport fresh food and vegetables. Recently Indian Railways introduced the special
'Container Rajdhani' or CONRAJ, for high priority freight. The highest speed notched up for
a freight train is 120 kilometres per hour (75 mph) for a 5,500 metric tonne load.
Recent changes have sought to boost the earnings from
freight. A privatization scheme was introduced recently to improve the performance of
freight trains. Companies are being allowed to run their own container trains. The first length
of an 11,000-kilometre (6,800 mi) freight corridor linking India's biggest cities has recently
been approved. The railways have increased load limits for the system's 230,000 freight
wagons by 11%, legalizing something that was already happening. Due to increase in
manufacturing transport in India that was augmented by the increase in fuel cost,
transportation by rail became advantageous financially. New measures such as speeding up
the turnaround times have added some 24% to freight revenues.
Under the Eleventh Five Year Plan of India (2007–2012),
Ministry of Railways is constructing a new Dedicated Freight Corridor (DFC) covering about
2762 route km long two routes – the Eastern Corridor from Ludhiana to Dankuni and the
Western Corridor from Jawaharlal Nehru Port at Nhava Sheva, Navi Mumbai to
Tughlakabad/Dadri along with interlinking of two corridors at Dadri. Upgrading of
transportation technology, increase in productivity and reduction in unit transportation cost
are the focus areas for the project.
CATERING
The present Railway catering services is managed both departmentally (The Southern
Railways) and through Licensed contractors. Catering facilities of thousands travelling by
train everyday throughout the country, the turnover is enormous. For the departmental
catering alone for the year 1984-85, was more than Rs. 40 crores, and the licences fees from
the contractors’ in the same year was more than Rs. 80 lakh. The Railway also owns and
operates two railway hotels at Ranchi and Puri.
HOSPITALITY
The Railways have also focused on providing Hospitality to its travellers. Food, hospitality
and cleanliness are among the major issues with the railways in the past. Railways have
introduced many trains which pay importance to providing luxury and comfort to its
travellers. For ex. Palace on wheels, Maharaja’s Express – “World’s leading luxury train”,
Golden Chariot, Royal Rajasthan on Wheels,.
Maharajas' Express - The Finest Luxury Train
Maharajas' Express, bestowed the "World’s Leading Luxury Train" award at the World
Travel Awards for two consecutive years in 2012 & 2013.
Golden Chariot- Many worlds, One Voyage
The Golden Chariot is a royal experience, a journey that is much
more than a luxury train ride. The Golden Chariot tour epitomizes the rich Indian heritage
and journeys through one of the most exotic regions in the world.
Royal Rajasthan on Wheels
The Royal Rajasthan on Wheels is the regal delight where every moment is woven together
into an everlasting and immemorial experience to be lived and cherished forever.
MORE SERVICES...
Travel and transportation – Goods transport, tour planning and itinerary support.
Luggage and postal services.
Transportation support to forces such as Army, Air Force and Navy.
Lifeline Express – “Hospital on wheels”
Double Decker A/C trains
ORGANISATIONAL STRUCTURE OF INDIAN
RAILWAY
Ministry of Railways The Ministry of Railways is a ministry in the Government of India, responsible for the
country's rail transport. The ministry operates the state-owned Indian Railways, an
organisation that operates as a monopoly in rail transport and is headed by the Chairman
Railway Board. The ministry is headed by the Minister of Railways, a cabinet-level minister
who presents the rail budget every year in parliament. Suresh Prabhu is the minister of the
Indian Railways.
Ministry of Railway
Railway Board
17 Zones
68 Divisions
Station Masters
RAILWAY BOARD
There is one Union Minister of Railways and one Minister of State for Railways. Manoj
Sinha is the current Minister of State for Railways. The Railway Board, which is the apex
body of the Indian Railways reports to the Minister of Railways. The Railway Board
comprises one Chairman, five "members of the Railway Board” and a Financial
Commissioner (who is the representative of the Ministry of Finance in the Railway Board). It
also includes a Director- General (Railway Health Services) and a Director-General (Railway
Protection Force). A number of directorates report to the Railway Board. The Ministry of
Railways is housed inside Rail Bhavan in New Delhi.
RAILWAY ZONES
Indian Railways is divided into several zones, which are further sub-divided into divisions.
The number of zones in Indian Railways increased from six to eight in 1951, nine in 1952
and sixteen in 2003.Each zonal railway is made up of a certain number of divisions, each
having a divisional headquarters. There are a total of sixty-eight divisions. Each of the
seventeen zones is headed by a general manager who reports directly to the Railway Board.
The zones are further divided into divisions under the control of divisional railway managers
(DRM). The divisional officers of engineering, mechanical, electrical, signal and
telecommunication, accounts, personnel, operating, commercial, security and safety branches
report to the respective Divisional Manager and are in charge of operation and maintenance
of assets. Further down the hierarchy tree are the station masters who control individual
stations and the train movement through the track territory under their stations administration.
No: Name of the zone Abbr. Headquarters Date
Established
Divisions
1 Southern Railway SR Chennai 14/04/1951 Chennai, Tiruchirappalli,
Madurai and Salem,
Palakkadu,
Thiruvananthapuram
2 Central Railway CR Mumbai 05/11/1951 Mumbai CST, Bhusawal,
Pune,
Sholapur and Nagpur
3 Western Railway WR Mumbai 05/11/1951 Mumbai Central, Ratlam,
Ahmedabad,Rajkot,
Bhavnagar
and Vadodara
4 Eastern Railway ER Kolkata 14/4/1952 Howrah, Sealdah, Asansol
and Malda
5 North Eastern Railway NER Gorakhpur 14/4/1952 Izzatnagar, Lucknow and
Varanasi
6 Northern Railway NR Delhi 14/4/1952 Delhi, Ambala, Firozpur,
Lucknow, Moradabad and
Udhampur
7 South Eastern Railway SER Kolkata 01/08/1955 Adra, Chakradharpur,
Kharagpur and Ranchi
8 North Frontier Railway NFR Guwahati 15/01/1958 Alipurduar, Katihar,
Rangia, Lumding and
Tinsukia
9 South Central Railway SCR Secunderabad 02/10/1966 Vijayawada,
Secunderabad,
Guntakal, Guntur,
Hyderabad and Nanded
10 East Central Railway ECR Hajipur 1/10/2002 Danapur,
Dhanbad,Mughalsarai,
Samastipur and Sonpur
11 North Western Railway NWR Jaipur 1/10/2002 Jaipur, Ajmer, Bikaner
and Jodhpur
12 East Coast Railway ECoR Bhubaneswar 1/4/2003 Khurda Road, Sambalpur
and
Waltair
13 North Central Railway NCR Allahabad 1/4/2003 Allahabad, Agra and
Jhansi
14 South Western Railway SWR Hubli 1/4/2003 Hubli, Bangalore and
Mysore
15 West Central Railway WCR Jabalpur 1/4/2003 Jabalpur, Bhopal and Kota
16 South East Central
Railway
SECR Bilaspur 05/4/2003 Bilaspur, Raipur and
Nagpur
17 Konkan Railway KR Navi mumbai 26/1/1998 None
ORGANIZATIONAL STRUCTURE OF SOUTHERN
RAILWAY
Organisational structure is one of the important factors which influence the effectiveness of
an organisation. The transport industry owing to its very nature of wide geographical
operation and labour intensiveness requires a district organisational pattern suited to its nature
of activity. An effective organisational setup would be that which has a few grades of
authority as possible to avoid bureaucratic delays. Moreover a highly decentralised set up is
essential for the organisation to be Effective. As there are so many structural and operational
problems associated with the transport sector especially passenger transport of train, it needs
highly qualified, professional management techniques for its efficient organisation. In the
organisational set up of Southern Railway each level of management is very important.
The General Manager of a Zonal railway is assisted by one Senior
Deputy General Manager, one Secretary to General Manager and one Additional General
Manager in his administrative functions. In financial matters and for accounting he is assisted
and guided by one Financial Adviser and Chief Accounts Officer having a separate office of
his own. The work of each railway is divided functionally by subjects at head quarters and
geographically by divisions or districts. Each functional unit is under the Head of Department
who is directly responsible to the General Manager. The departmental duties are assigned to
departmental heads and they are under the control of the General Manager. The railway has
different departments and each department has a separate Deputy Manager. Under the Deputy
Manager, there are Assistant Managers or Branch Managers. The Deputy Managers have the
powers to control the Assistant Managers. In traffic operations, all divisions have Division
Managers directly controlled by the concerned Division Managers of traffic operations.
The Assistant Managers and Division Managers are in charge
of technical administration and traffic sections. In technical sections, there are Assistant
Engineers, Foremen, Junior Engineers, trade men, assistant trade men, junior trade men and
helpers. Under administrative section, there are senior assistants, assistants, junior assistants,
clerks and attenders. Traffic section is composed of traffic super The principal officers of
each department are entirely in charge of their respective branches. Their responsibility is to
ensure that the work in their branches is carried out efficiently. All policy and important
matters will be submitted by the principal officers to the General Manager through the
Asdditional General Manager. However in all administrative matters and details of day to day
working, the divisional officers of the various branches are answerable to the Divisional
Railway Managervisors, traffic assistants, time keepers, ticket checking inspectors and
locopilots.
ORGANISATIONAL CHART AT HEADQUARTERS LEVEL
ORGANIZATION CHART AT DIVISIONAL LEVEL
DIFFERENT DEPARTMENTS OF SOUTHERN RAILWAYS
13 departments are functioning in the Southern Railways. The various departments are as
follows:
1. Accounts Department
2. Commercial department
3. Electrical Department
4. Engineering Department
5. Medical Department
6. Personnel Department
7. Stores Department
8. Signal And Telecom Department
9. Security Department
10. Vigilance Organisation
11. Safety Department
12. Public Relations
13. Mechanical Department
1. ACCOUNTS DEPARTMENT
The Accounts department is headed by Financial Advisor and Chief Accounts Officer
(FA&CAO). The Accounts Department is mainly responsible for:-
Keeping the accounts of the Southern Railway in accordance with the prescribed
rules.
Internal check of transactions affecting the receipt and expenditure of Southern
Railway.
Prompt settlement of proper claims against Southern Railway.
Tendering, as part of its important functions, advice to the administration whenever
required or necessary in all matters involving Railway finance.
Compilation of budgets in consultation with other departments and monitoring the
budgetary control procedures as may be laid down in the relevant orders and Code
rules from time to time.
Generally discharging other management accounting functions such as providing
financial data for management reporting, assisting inventory management,
participation in purchase/contracting decisions and surveys for major schemes in
accordance with relevant rules and orders.
Seeing that there are no financial irregularities in the transaction of the railway.
The Indian Railway Accounts Service (IRAS) is a Group A Central Service of the
Government of India. The officers of this service are responsible for the Accounts and
Finance Management of the Indian Railways. About 10-15 IRAS officers are recruited
every year through Civil Services Examination conducted by Union Public Service
Commission. At present, the IRAS cadre has strength of about 650 officers.
ORGANIZATION CHART OF ACCOUNTS DEPARTMENT
2. COMMERCIAL DEPARTMENT
The Commercial Department is responsible for the marketing & sale of the transportation
provided by a railway, for creating and developing traffic, for securing and maintaining
friendly relations with the travelling and trading public and for cultivating good public
relations. The fixing of rates, fares and other charges and the correct collection, accountable
and remittance of traffic receipts are the main functions. The important matters dealt with in
the Commercial Department are;
Rates
Claims for refund and for compensation
Prevention of Claims
Marketing & Sales
Passenger Amenities
Public Grievances.
Traffic Surveys
Catering & Vending
Ticket Checking
Commercial Statistics
Computerization of Reservation &Unreserved tickets.
Commercial Advertising and publicity.
Southern Railway’s Commercial department is located at Tiruchirappalli. The chief
commercial superintendent is the head of this department. The Commercial department is
responsible for fixing, adjusting and quoting rate and fare within statutory limits. Further the
commercial department is also responsible for the safe custody of goods, parcels and luggage
fromthe consignor, till the time of delivery to the consignee. Commercial department is
responsible for the loss or damage of goods. It also deals with some ancillary services like
conducting fairs and festivals and traffic surveys. The catering section is also attached to the
commercial department.
2.1 CHIEF COMMERCIAL MANAGER
The Chief Commercial Manager, as Head of the Commercial Department, is responsible to
the General Manager for the efficient working of the Commercial Department. He is assisted
by officers in different grades at the Head Quarter Office and in the Divisions including Area
Officers where provided.
2.2 DIVISIONAL COMMERCIAL MANAGER/AREA MANAGER
The Divisional Commercial Manager/Area Manager is responsible for the efficient conduct
of commercial work over his Division/Area. He must ensure that reasonable facilities exist at
various stations over his Division/Area for receiving, booking, forwarding and delivering of
all descriptions of traffic; that the Commercial staff under his charge are prompt, civil and
courteous in their dealings with the public and comply with the various rules and regulations
laid down for the conduct of their work; that the various Tariffs, Rate Advices, Rate Tables,
Distance Tables. Priority Registers etc. Are available at stations, and that Fare Lists and other
notices are suitably displayed on the Notice Boards. He must also arrange for periodical
inspection of Stations, Booking and Reservation Offices, Parcels Goods Offices. Out
Agencies. City Booking Offices and other ancillary services and catering and vending
arrangements provided and on stations and op trains.
ORGANIZATION CHART OF COMMERCIAL DEPARTMENT
3. ELECTRICAL DEPARTMENT
Electrical department is another department of Southern Railway. This department is
responsible for the operation and maintenance of electrical assets. It also deals with the
construction activities involving electrical installation, electrical rolling stock and track
lighting and AC equipment in coaches. Electrical department looks after the planning ,
operation & maintenance of the all Electrical assets of Central Railway, various assets
include Locomotives , Electrical Multiple Unit, Traction & distribution, Train lighting, air
conditioning and general electrical services. Nominated maintenance schedules are given to
all the electrical assets at various maintenance depots and workshop. Electrical department is
also co- ordination with Railway Board, RDSO and various production units, regarding their
requirement and following various policies issued by them. Electrical department also
maintain liaison with other department in Central Railway for necessary co- ordination. The
Indian Railway Service of Electrical Engineers (IRSEE) is a cadre of the Government of
India. The officers of this service are responsible for managing the Electrical Engineering
Organisation of the Southern Railways.
The officers of this cadre are responsible to maintain the assets of the Electrical Department
in Southern railways. Mainly divided in following branches General Service (G), Traction
Operation (TrO), Traction distribution (TrD), Traction Rolling Stock (TRS). Traction Rolling
Stock includes production and maintenance of Electric Locomotives, Electrical Multiple
Units (EMUs) and Main Line EMUs (MEMUs). Traction Distribution includes the
maintenance of substations (PS) and Over Head Equipments (OHE) involved in movement of
Rolling Stock. These assets are monitored and controlled by SCADA system. The
IRSEE/IRSSE is headed by a Member (Electrical) in the Railway Board (Ministry of
Railways). Member (Electrical) is better known by the acronym ML. In each of the zones the
organisation is headed by a Chief Electrical Engineer or Chief Signal & Telecommunication
Engineer in case of S&T Department. The CEE/CSTE reports to the General Manager of the
Railway. The office of the Member (Electrical) of the Railway Board guides the CEE on
technical matters and policy. At the divisional level the Sr. Divisional Electrical Engineers
(General, Traction Operation, Traction Distribution, and Electrical Loco Shed) or Sr
Divisional Signal & Telecommunication Engineers head the organisation. The Sr. DEE/Sr.
DSTE reports to the Divisional Railway Manager of the Division. Technical supervision is
provided by the zonal Chief Electrical Engineer/ Chief Signal & Telecommunication
Engineer.
4. ENGINEERING DEPARTMENT
The Civil Engineering is responsible for the construction and maintenance of all civil
engineering assets, viz all buildings including station buildings, residential quarter, hospital,
sheds, workshop structures, goods sheds etc., water supply and sanitary installations, Railway
tracks, sidings and all allied structures, Bridges including Road over bridges and Road under
bridges. The maintenance wing (Open Line) of Civil Engineering organization is headed by
the Principal Chief Engineer. The Principal Chief Engineer is assisted by Chief Engineers in
the Headquarters. The Chief Engineers are assisted by Deputy Chief Engineers, Executive
Engineers and Assistant Executive Engineers.
FUNCTIONS
Sl.No PHOD/HOD Assisted By Functions
1
Principal Chief Engineer
Secy. Pr. CE &
Dy CE
Over all head of Engineering
department
2
Chief Track Engineer
Dy CE/TM,
Dy CE/TP &
Dy CE/TO
Over all coordination of all track
related subjects. Monitoring of track
renewal works, CRS Sanction,
Accidents and accident enquiry reports
& Safety related works etc.
3 Chief Bridge Engineer Dy CE/BD &
Dy CE/Br/HQ
All matters concerning bridges & steel
structures, flood control, ROB/RUB &
Foot over bridges, Works programme,
Plan Head Bridge, CRS Sanction etc.
4 Chief Engineer/G Dy CE/G Man Power Planning, PREM,
Establishment Matters, Training
Matters of Non Gazetted Staff ,
Coordination of audit & account
objections
5 Chief Engineer/P&D Dy CE/P&D Budget & Works Programme,
Passenger Amenities, Computerization
of Engg. Department, IT matters &
Provision of CUG phones
6 Chief Engineer/TSP Dy CE/TS All matters related to procurement of
Track fittings & raw materials for
TPP/LKO, all matters related to all
types PRC sleepers including sleeper
plants, inspection of ERC & metal
liners etc.
7 Chief Engineer/TMC Dy
CE/TMC/HQ
& Dy
CE/TMC/Line
Maintenance, operation & control of all
track machine including track machine
cadre CE/TMC will frame and initiate
proposal & carry out detail planning
through CTE
8 Chief Engineer/MRTS Dy CE/Land
Function pertaining to MRTS &
DMRC, all matters related to land
management including licensing,
encroachments, tree plantation,
property development &
licensing/leasing of shops etc.
9 Chief Engineer/HQ
XEN/HQ,
XEN/Works &
AXEN/WS
Maintenance of assets including
vehicles, all PNM meeting with unions,
Rajbhasha, matters related to
house/quarter allotment including
policy enter action with other
authorities – GRP, RMS & DOT, use of
IT for up gradation of skilled of Group
C & D staff
10 Chief Engineer/BW/HQ
XEN/Br./HQ
& XEN/S&D
Overall in charge of the Jallandhar
Bridge Work Shop & will be
responsible of for maintenance, target
and production in the bridge work shop,
M& P Programme of Engineering
department, revenue budget, flood
control bridge cadre ROB/RUB etc.
11 Chief Engineer/TMS
Development and implementation of
Track management system on all Indian
Railways
ORGANIZATIONAL CHART
5. MEDICAL DEPARTMENT
The Medical Department of Southern Railway provides comprehensive health care to its
employees both serving and retired and their families. In addition many other administrative
needs & National needs are also fulfilled. Major functions are summarising below:
Provision of Curative, Preventive, Promotive and Rehabilitative Health Services to
Railway beneficiaries.
Occupational health services, including pre-employment and in-service periodical
Medical examinations, examination under Workmen's Compensation Act, monitoring
of safety environment of workshops etc.
Medical relief during Railway Accidents.
Emergency Medical assistance to Railway passengers who take ill during their
journey.
Enforcement of Prevention of Food Adulteration Act within Railway premises.
Monitoring of quality of drinking water in Railway Stations and Railway Colonies.
Surface sanitation at certain Railway Colonies and at some nominated Railway
Stations.
Reproductive and Child Health Services including Family Welfare and immunization
of vulnerable groups.
Implementation of National Health Programmes
The Indian Railway Medical Service (IRMS) is an organized Group 'A' service (cadre) of the
Government of India. The officers of this service are responsible for providing
comprehensive health care to the serving railway employees, retired railway employees and
their dependents as well as other categories of staff such as contractors, vendors and licensed
porters.
Southern Railway gives much care for the physical health of its personnel. Southern Railway
headquarters hospital is at Perambur. There are five divisional hospitals. They are at
Arakonam, Golden Rock, Madurai, Palghat and Thiruvananthapuram. In addition to this,
there are four sub divisional hospitals at Villupuram, Erode, Podanur and Shornur. The
Perambur hospital is a referral hospital not only to Southern Railway but also to the whole
Indian Railway for cardiology and nephrology.
5.2 Role and Function
To perform following three important functions:
5.2.1 Functions related to industrial medicine
To attend Railway accident & other untoward incidences
To provide emergency medical treatment to traveling sick passengers
Pre employment Medical examination to allow only fit & suitable candidates to join
the services.
PME (Periodical Medical Examination) of serving employees to allow fit persons to
continue in those jobs which are related to safe running of the train.
To conduct medical Boards & other medical certification of serving employees.
To control loss of man-days on account of sickness.
To ensure safe water supply at Railway Station:
To constantly check on quality of drinking water and food made available at Railway
Stations.
Certification of dead bodies at Railway Station, Railway Yards, Railway line etc.( It
may be noted that MLC should be made before certification of dead bodies, otherwise
any doctor can later on have to face charges of collusion. Therefore certification of
dead bodies should be done after the local police shifts the dead body to the nearest
hospital and not at the railway station itself.)
Certification of perishable goods in Railway Station about their disposal.
5.2.2 Functions related to medical treatment to Railway beneficiaries
To provide curative health care at primary, secondary and tertiary level.
To provide preventive health care.
To provide promotive health care.
5.2.3 Railway Territorial Army Duty
Railway has six Territorial Army Regiments. Railway doctors are part of Railway Territorial
Army units and annually attend one month in training camp and perform other duties
assigned to them in unit
ORGANIZATION CHART
6. PERSONNEL DEPARTMENT
The Personnel department is headed by Chief Personnel Officer (CPO).The major areas of
concern of Personnel Department are Human Resource Development and Staff welfare. The
Indian Railway Personnel Service (IRPS) is a cadre of the Group-A services of the
Government of India. The officers of this service are responsible for managing the Human
Resources of the Southern Railways.
6.1 FUNCTIONS OF PERSONNEL DEPARTMENT
Man Power Planning.
Recruitment.
Training and Development.
Placement.
Transfer.
Performance Appraisal
Promotions and Demotions.
Guidance on Disciplinary matters.
Wage and Salary administrations.
Settling Industrial Disputes.
Grievance Redressal.
Incentives and Financial aids.
Settlement and Pension.
Arranging Post retirement benefits and Grievance Redressal of Pensioners.
Setting up and maintenance of Welfare Activities
ROLE OF PERSONNEL MANAGER
Personnel manager take care of the human factor striving to get the best result from
workers by developing their capabilities.
Personnel manager will relieve the departmental officers from the task of management
of employees of his department to the extent possible so that he can concentrate the
functioning of his department.
However the department officer will have the main say in the placement of workers to
ensure better utilization, economy and efficiency.
Personnel officer will also be receptive to suggestions given by departmental officer on
transfer to maintain efficiency and discipline.
Although Departmental officers are relieved of Personnel work to a great extent after
setting up the Personnel Department, they should also maintain a close touch with their
department employees, receive grievances on personnel matters and arrange to dispose
of the same with the help of personnel officer duly keeping in view the rules and
regulations laid down.
Personnel officers are also Welfare Officers who will co-ordinate various Welfare
activities such as Sports activities, management of Holiday Homes, Institute, Co-
operative societies, Canteens etc.
Personnel officer should see that legitimate interests of the workers are protected.
Personnel officer should take utmost care in maintaining industrial peace, keeping good
relations with trade unions and help in maintaining congenial atmosphere for smooth
working.
Productivity depends on technological factors and job performance. Job performance is
based morale and motivation to work. Motivation of workers can be judged by their
attitude towards the objectives of the organization.
Management should be vigilant towards the attitude of the workers and should analyze
the causes for negative approach of the workers in their performance. Management has
to analyse and diagnose the needs of the workers for the purpose of achieving
organizational objectives by maintaining close contact with the workers.
Generally personnel department’s role is to communicate and implement policies. They
play an important role by providing the required expertise in maintaining industrial
relations by Liaisoning with the technical executives.
MANPOWER PLANNING IN INDIAN RAILWAYS
Manpower planning is a process which aims to have the right number of staff at right
places with right type of skills at right times to enable the organisation to achieve it s
short term and long term goals. In other words, manpower planning is the system,
which ensures the manpower availability at a given point of time.
Manpower planning means establishment of job specifications or qualitative
requirements of jobs to determine the number of people required and to find supply
source.
Manpower recruitment is related to matching the personal qualities of employees with
the job requirements.
Job analysis and Job description
Job analysis means analysing the corporate plans, objectives, finance, investments,
products, marketings etc. with the trend of turnover, promotion patterns, transfers,
qualifications, training, experience, performance standards and performance actuals.
Job description includes job design, job specifications, job enlargement, job
enrichment, job responsibilities etc. When these elements are co-related, the job
demand is known.
Job analysis, job specification and job design are the important factors involved in
human resource development and manpower planning.
Assessment of Manpower in Railways
In open line, factors like normal wastage, death, deputation, dismissal, creation of
assets and posts, leave reserve, rest givers, yardsticks etc., influences the assessment
of manpower.
In construction projects, performance evaluation and review technique, phasing of
work etc., are used to assess manpower.
There have been dynamic change in the technology and modernisation, electrification,
computerisation, mechanisation of track maintenance etc. are taking place at fast rate
to meet the challenges of traffic requirements in Indian railways. To meet the
challenges of the changing environment, systematic manpower planning is essential.
Therefore a category-wise analysis of staff should be carried out, to identify the
surplus and to arrange manpower in the areas of need. This adjusts the surplus in one
category to other categories, where there is demand. Manpower planning ensures that
the existing manpower is utilized to the maximum extent.
Manpower planning emphasise on training to different categories of staff to improve
the skill and to increase productivity. This step reduces the availability of unskilled
staff, increase productivity and maximise manpower utilisation. Regular conversion
training programs reduce the wastage of manpower due to changeover. The staff are
also deputed for refresher course, conversion course, promotional course etc. with the
aim to develop organisationally effective personnel with pride in their work and faith
in management.
The primary objective of the manpower planning is to ensure the availability of the
required skill and to reduce wastage. When the manpower availability is clearly
known arrangements can be easily made to cater to the additional needs of manpower
as indicated in the forecasts. Normally, the field officers responsible for executing the
job are responsible for the manpower planning.
ORGANIZATION CHART
7. STORES DEPARTMENT
The Stores Department is performing the function of Materials Management to achieve the
objective of procuring goods of right quality in right quantity at right time form right vendor
at right price. The Indian Railways Stores Service (IRSS) is a cadre of the Government of
India. The officers of this service are the procurement and logistics specialists, contract
managers on the Southern Railway, providers of logistics for the transportation of material
from and within various railways as well as the planners and maintainers of the intelligent
warehousing with automated storage and retrieval systems on the Southern Railways.
Role and Function
The Stores discipline performs a significant and major role in all the activities of Southern
Railways. These activities are directly connected with train operations and thus contribute for
productivity and earnings. These activities also have interface with customers which reflect
the image of Southern railways. The major functions of stores department are-
7.1.1 Procurement
Procurement & distribution of Spare parts, Lube oil, Grease (lubricant) & other
related general items to consignees spread over 7300 stations over all Southern
Railways for day-to-day operation, maintenance of trains, rolling stock, etc.
Procurement & Supply of Components to major Mechanical, Electrical & Signalling
Workshops for maintenance of Coaches, Wagons and for in-house manufacture of
items.
Procurement and supply of sub assemblies and components to the production units for
manufacture of new Diesel locomotive, Electric locomotive, Coaches and Wagons.
Supply of spare parts to major Diesel Loco & Electric Loco Sheds for maintenance of
Diesel locomotive, Electric locomotive & Electric multiple unit.
Procurement and supply of Fittings and components for maintenance of AC coaches,
General Coaches and Wagons over Indian Railways.
Procurement of Modern Machines for upgrading the old workshops of Southern
Railway, through COFMOW
Procurement of complete units of rolling stocks
7.1.2 Stocking and Warehousing
Stocking approximately one lakh different type of item in more than 45 stores depots
spread across the southern zone.
Arranging inspection of these stocked items.
Distribution of these stocked items by multi-modal logistics to various consumption
centres.
Inventory control of the stocked items
Scientific recoupment of the stocked items
Arrange the Non-Stock Item when required urgently to avoid critical position for
smooth functions
7.1.3 Planning
Procurement planning of spares and sub assemblies
Inventory planning and budgetary forecasts
Planning and Formulation of Logistics for supply for items to users over all the
Stations
Development of vendors
Market survey & source selection for introducing latest available items.
7.1.4 Disposal
Identification and inspection of scrap lying at various points of Southern Railway
system
Collection Scrap wherever feasible, segregation and making of lots from the point of
view of selling.
Arranging public auctions and selling.
Selling through tenders for certain items
E-auctioning
Delivery of scrap including specialized weighments.
7.1.5 Supply of Uniforms
Procurement of cloth
Cloth cutting in Railways own cloth cutting factories
Stitching of uniforms by different means, which includes handicraft, centers.
7.1.6 Others
Manufacture of Printed Card tickets & their distribution at various stations all over the
southern Railways. Purchase of computer Pre-printed tickets for all the Computer
Reservation centers of Indian Railways.
Printing and supply of Time Tables & money valued books & other stationery items.
8. SIGNAL AND TELECOM DEPARTMENT
The Signal and Telecommunication Department is responsible for the installation and
maintenance of signalling system137.Telecommunication systems are very essential for the
effective utilization of the large fleet of locomotives, rolling stock and track. For the effective
administration of the vast railway network, telecommunication system is very essential. In
providing signalling and telecommunication, the Southern Railway achieves an important
place among Indian Railways. The Signal and Telecommunication Department is headed by
Chief Signal and Telecommunication Engineer (CSTE). Signalling is vital to Railway Safety.
To cope with the rising traffic density and to meet with better safety standards. Southern
Railway is steadily modernizing its signalling systems. Route Relay Interlocking, Panel
Interlocking, Colour Light and Automatic Block Signalling have been introduced on many
routes. Safety aids like Track Circuiting and interlocking of level crossing gates and
provision of telephones at manned level crossings had been increasingly adopted to further
enhance safety in train operation. The Indian Railway Service of Signal Engineers (IRSSE) is
a Group A Gazetted cadre of the Government of India. The officers of this service are
responsible for managing the Signals and Telecommunications Engineering Organisation of
the Southern Railways.
Role of the Signalling & Telecommunication department in Train Operations
8.3.1 Signalling Systems
Safe and smooth train operations.
Optimum utilization of line capacity.
Train Warning and Protection systems (AWS)
8.3.2 Telecommunications
Providing telecommunication infrastructure for:
Control Communication for Efficient operation of trains.
Passenger Reservation System (PRS)
Unreserved Ticketing System (UTS)
Freight Operation Information System (FOIS)
Crew Management System (CMS)
Coaching Operating Information System (COIS)
Management of Railways Information Network (RAILNET)
Railways telephones, networked with all India Railway network.
CENTRE FOR RAILWAY INFORMATION SYSTEMS (CRIS)
The Centre for Railway Information Systems (CRIS) is an Autonomous Organization under
the Ministry of Railways. It develops and manages the Information Technology applications
of the Southern Railways. CRIS also provides IT applications for non-Railway Government
and Public Sector organizations. The Ministry of Railways set up CRIS as a Society in July
1986. A unique feature of CRIS is collaboration by IT specialists and railway experts on
deputation from the Indian Railways. Systems managed by CRIS have received international
recognition from Computerworld.
MAJOR PROJECTS
Unreserved Ticketing System
Control Office Application
Freight Operations Information System
Integrated Coaching Management System
National Train Enquiry System
Passenger Reservation System
Software Aided Train Scheduling
Web National Train Enquiry System
UNRESERVED TICKETING SYSTEM
Twenty one million passengers travel daily on Indian Railways using the unreserved journey
facility. An unreserved ticket authorizes these journeys but as the name implies, offers no
reserved seats or berths. The ticket is not specific to a train service either. This facility is
predominantly used by commuters and suburban travellers – over short distances where
assured seating is not a necessity. It is also available to lower income groups travelling longer
distances and connects the rural hinterland to districts, towns and cities. Tickets are issued to
the unreserved passenger any time of day or night as booking offices remain open 24 hours a
day, seven days a week. The Unreserved Ticketing System (UTS) caters to this segment of
the market and seeks to provide a centrally administered computerized ticketing system over
the entire Indian Railways. Today more than ninety percent of the unreserved tickets are sold
through this system. The ability of the system to deliver ticketing at remote corners of the
country and provide uninterrupted services everywhere has been lauded by the Government
of India. The project, along with the CRIS team responsible for its initial design and
implementation, won the Prime Minister’s Award for Excellence in Public Administration.
CONTROL OFFICE APPLICATION
Train operations on the Indian Railways are controlled and monitored by the Control Rooms
in each of the seventy seven divisional/ area control offices. The Control Room is the nerve
centre of the division. The fluidity of train movements over the jurisdiction of the division is
dependent on the efficiency of the Control Room operations. The Control office, by its very
nature never shuts down and works all hours of the day and every day of the week. The
Control Office Application has changed the way the trains are monitored as train movements
are captured in real time and movement of scheduled and unscheduled trains planned and
controlled through the computer aided interface. The Control Office Application is the latest
addition to train operations related IT applications. Along with Freight Operations
Information System (FOIS), COA has led to all information on train operations being
computer generated. It is this application that feeds the National Train Enquiry System
(NTES) that provides passengers up to date information on train running. COA also provides
train operations information to FOIS and ICMS also. The objective of the Indian Railways is
to further improve the operations by using technological aids that enable quicker data capture
and intelligent applications that provide better planning and forecasting tools.
FREIGHT OPERATIONS INFORMATION SYSTEM
The Southern Railways carries nearly 150 million tonnes of freight in a year. This translates
to about 5000 freight trains daily. Freight trains bring two thirds of the Indian Railway
revenues and are referred to as the bread earners for the Railways. The major commodities
carried by Southern Railways are Coal, Iron Ore, Food grains, Iron & Steel, Cement,
Petroleum products, Fertilizer and Containerized Traffic. There are specialized wagons to
handle the transportation needs of the different types of commodities. Unlike passenger
carrying trains, freight trains do not run to a fixed schedule and thus making freight
operations a highly information intensive activity. Based on this information managers make
allocation decisions continually to dynamically optimize utilization of resources like wagons,
locomotives, crew and paths on the network. Real time information allows good decision
making and thus ensures high levels of mobility within the system. The Freight Operations
Information System (FOIS) was the first project which CRIS embarked upon. In fact the
creation of CRIS is a by product of this effort in the mid eighties. FOIS began as an
application to track and monitor the movement of wagons, locomotives and unit trains. Now
it is a complete management module for freight trains handling the billing and revenue
collections as well. It has played a major role in the improved wagon productivity on Indian
Railways and the objective is to use the information to further improve productivity,
customer service and thus meet the needs of a rapidly growing economy.
INTEGRATED COACHING MANAGEMENT SYSTEM
Millions of passengers book their journeys everyday with the confidence that when their train
rolls up on the appointed day, it would bring a coach which has place for them. To meet this
expectation day in day out, Indian Railways need to track over 50 thousand coaches. By
efficiently deploying the fleet, railways are able to run more services for the benefit of their
passengers, while minimising any chances of disruption and disappointment. IR also must
ensure that these assets receive timely servicing and maintenance. Depending upon the need,
the system can deliver historical records from past years in printed reports, or up-to-the-
minute information on an official’s cell phone. The Integrated Coach Management System
does exactly all this and more. There are three modules that give a comprehensive view to the
managers and facilitate quick identification of available resources and their allocation as per
the requirements.
NATIONAL TRAIN ENQUIRY SYSTEM
National Train Enquiry System (NTES) is an integral part of Integrated Coaching
Management System developed and maintained by CRIS. Although Southern Railways
make all out efforts to run all passenger carrying trains as per their schedules and maintain
their punctuality , at times for reasons beyond the control of Indian Railways trains get
delayed, are rescheduled from their starting stations, cancelled or diverted to another route
resulting in change in the actual Arrival/Departure time from their scheduled time. To save
the inconvenience caused to Rail users due to these changes in train running, National Train
Enquiry System (NTES) provides information to public about expected Arrival/Departure of
trains at each stopping station, train schedule information, information about cancelled trains,
diverted trains, and also platform berthing information at major stations. The main goal and
objective behind NTES system to provide timely and reliable information to general public
through user friendly interfaces and PAN India accessibility has been achieved to a large
extent and now the information is conveniently and reliably available to public all over the
country through various delivery channels i.e. through web browsing, through mobile phone
or landline (voice and SMS) and also in person through face to face enquiry and displays at
all IR stations. NTES has won National Award for e-Governance 2010-2011 for Innovative
use of ICT by PSUs for customer's benefit and “National Train Enquiry System (NTES)” was
adjudged as a Finalist in the Computerworld Honors Program instituted by the
Computerworld Information Technology Awards Foundation, USA.
PASSENGER RESERVATION SYSTEM
Reserved travel by Indian Railways is facilitated by the Passenger Reservation System (PRS).
PRS provides reservation services to nearly 1.5 to 2.2 million passengers a day on over 2500
trains running throughout the country. The PRS Application CONCERT (Country-wide
Network of Computerized Enhanced Reservation and Ticketing) is the world’s largest online
reservation application, developed and maintained by CRIS. The system currently operates
from 5 Data centers. The server clusters are connected together by a core network that
enables universal terminals across country, through which the travelling public can reserve a
berth on any train, between any pair of station for any date and class. PRS web site was
awarded Web Ratna Platinum Icon Award in year 2009 under Citizen Centric Service
category. PRS application has been awarded by Computer Society of India for best IT usage
in the year 1999.
SOFTWARE AIDED TRAIN SCHEDULING
Many people find it extremely fascinating to pore over the Railway time table, especially
while undertaking a train journey. The route that the train traverses through, the stations en
route both significant and lesser known ones, the timings and the stoppages – all these are
part of the romance of train journeys. The time table is something like the compass was for
the early traveller or the star studded night sky for the seafarer. Creating a time table for
trains on a busy network like the Indian Railways is an extremely challenging task. Planners
on the Zonal Railways work independently and then collaboratively with other Zonal level
planners to design the All India time table. The two main objectives are that it should be
convenient to the passenger and feasible to run on the system. Introducing new train services
and augmenting older ones is an art and a select group of planners are highly skilled in this
task. Indian Railways decided to provide software tools to aid the planning process. The
Software Aided Train Scheduling and Network Governance (SATSaNG) project is entrusted
with the task of building such a tool. The entire resource allocation process will now be aided
by the tool leading to more efficient allocations and robust time tables.
WEB NATIONAL TRAIN ENQUIRY SYSTEM
Keeping in pace with new technology changes, Centre for Railway Information Systems
(CRIS), the IT wing of Indian Railways, developed an enhanced new interface for the
www.trainenquiry.com for dissemination of information to public. National Train Enquiry
System (NTES) developed by CRIS is the backend system which collects information about
train running on near real time basis and disseminates information through various interfaces
like nationwide unique number 139, Website, face to face enquiry, mobile interfaces etc. The
new interface is accessible through www.trainenquiry.com or www.enquiry.indianrail.gov.in
The new interface for the website was made public from 6th September 2013. The new
interface, which offers quick and easy access to essential information for passengers, has
been largely appreciated for its speed, simple interface and richness of information and
smooth user experience. A light weight mobile compatible web interface has also been
launched to serve various types of enquiries though mobile internet while on move in no
time. Classic and Modern flavours of mobile web version have been provided to support
Generic mobiles and Smartphone’s. One of the best features of WebNTES is "spot your
train" which provides information such as its current position and expected time of arrival
and departure at a particular station. Other features are 'train schedule', 'trains between
stations', 'live station' and 'information on cancelled rescheduled & diverted trains'. 'Live
Station' query provides list of trains expected to arrive at/depart from any station in next
2/4/6/8 hours. Some general characteristics are that all train numbers displayed in different
pages have been hyperlinked to view the schedule and current running. Pages have been kept
light weight to enhance the speed of the website. All the information is navigable from a
single home page with minimum clicks. The interface has been made bilingual with Hindi
version available on the website.
ORGANIZATIONAL CHART
9. SECURITY DEPARTMENT
The Security Department is headed by the Inspector General cum Chief Security
Commissioner, Railway Protection Force. The Railway Protection Force (RPF) is a security
force of India entrusted with protecting railway passengers, passenger area and railway
property of the Indian Railways the Force is commonly referred as RPF. The Force is under
the authority of Ministry of Railways (India). The strength of RPF is about 65,000. RPF is
headed by Director General who is usually an Indian Police Service officer.
The Role and Duties of the Railway Protection Force, as envisaged in the RPF Act are:-
To protect and safeguard Railway Property, Passenger area and Passengers.
To remove any obstruction in the movement of Railway Property and Passengers
area.
To do any other act conducive to better protection and security of Railway Property,
Passenger area and Passengers
The RPF also performs duties relating to passenger facilitation, ensuring passengers safety
and security action against unauthorized hawkers, ticket less travellers, beggars and urchins,
trespassers etc. In addition, the RPF as a Central Police Organization (CPO) has to undertake
duties pertaining to movements, Melas, Agitations etc. The objectives of the RPF are to carry
on an unrelenting fight against criminals in protecting railway property. Facilitate passenger
safety and security by removing all anti-social elements form trains and railway premises.
Co-operate with other departments of the Railways in improving the efficiency and the image
of the Indian Railways. Act as a bridge between the Government Railway Police/Local Police
and the Railway administration. Adopt all modern technology and management techniques in
the pursuit of these objects. During 2013-14, the value of railway property stolen was Rs. 69,
29,720/- of which property worth Rs. 59, 64,314/- was recovered. 1770 accused persons were
arrested under the provisions of RP (UP) Act. In the same period 38,761 anti-social elements
were arrested under the provision of the Railways Act. And an amount of Rs. 79, 64,128/0
was realized as fine. Apart from this, during joint ticket less checking with Commercial staff
19, 38,905 passengers were apprehended and a fine to the tune of Rs. 5, 00, 07, 04,158/- was
realized. The origin of this force was 'Watch & Ward' and functioned under the
administrative control of railway administration. Later on this force was renamed as Railway
Protection Force and its members were provided with the power of arrest without warrant for
the unlawful possession of railway property. The term railway property included only the
properties owned by the railway administration. In due course of time, the definition for the
term Railway Property was extended and it included the properties owned by, or in the charge
of or entrusted with the railways. The offenders are booked under the Railway Property
(Unlawful Possession) Act 1966 which is shortly known as RP (UP) Act 1966. Now the
Railway Protection Force has a separate administrative system and functions under the
general supervision of the Railway Administration. The Railway Protection Force (RPF) has
been constituted under the RPF Act 1957 for better protection and security of railway
property, passenger areas, passengers and matters connected therewith. RPF functions under
the Ministry of Railways and administrative set-up of RPF is as per the administrative set-up
of the Indian Railways. Twelve (12) Battalions of “Railway Protection Special Force”
(RPSF) are also located in different parts of the country for further strengthening of railway
security. Separate specialized intelligence i.e. Special Intelligence Branch (SIB) and Crime
Intelligence Branch (CIB) as well as Dog Squad also function from Divisional as well as
Zonal Railways for collection of special and criminal intelligence.
Policing on the Railways is the statutory responsibility of States which is discharged through
the Government Railway Police (GRP), which functions in respective States for registration
of cases, their investigation and maintenance of law & order within railway premises as well
as running trains. 50% of the expenditure on GRPs is shared by the Railways with respective
States. Upgradation of security infrastructure has been identified as one of the priority areas
by Railways to supplement efforts of States for better security of passengers. Implementation
of Integrated Security System, networking of RPF Posts and Security Control Rooms, setting
up of Security Helpline, filling up of vacancies etc. are some of the important steps taken in
the recent past for strengthening of railway security.
Measures initiated by RPF for security of passengers and passenger area include escorting of
trains including ladies compartments of suburban trains, access control at important railway
stations, vigil on station platforms, yards and circulating areas against antisocial elements,
surveillance through CCTV cameras, detection of passenger related crime and arrest of
criminals who are handed over to GRP for further legal action.RPF/RPSF personnel have
been deployed in vulnerable sections to ensure smooth transportation of goods and
passengers and to secure Railways during public agitations etc. Liaison/coordination is
maintained with GRP/State Police/Central Intelligence Agencies to strengthen railway
security.
The primary dut ies and funct ions of the Railway Protect ion Force include:
To do all conducive means for the free movement of the railways.
Protection and safeguarding of railway property.
Protection and safeguarding of passenger, their belongings and passenger areas.
Assist the state police in maintenance of law and order in various states at the time of
elections and other emergencies.
Coordinates with the civil police and GRP (Government Railway police of the
respective states) in controlling crime against railway passenger.
The rank structure of Superior Officers in RPF force is as follows. The selections to these
posts are through UPSC exams
Director General
Additional Director General
Chief Security Commissioner (Inspector-General; Additional Inspector-General;
Deputy Inspector-General)
Additional or Deputy Chief Security Commissioner
Senior Divisional Security Commissioner
Divisional Security Commissioner
Assistant Security Commissioner
Enrolled Members of the Force :
Inspector
Sub-Inspector
Assistant Sub-Inspector
Head Constable
Naik
Constables
Cook/ sweeper / Driver / Fire Extinguisher
Ancillary staff (The selection to these posts are through Railway Protection Force
Recruitment)
Every member on appointment to the Force either by direct recruitment or by promotion shall
be on probation for a period of two years. On successful completion of the period of
probation or any extension thereof, a member of the Force shall be retained in his
appointment on regular basis and be confirmed in due course against the available substantive
vacancy. During the period of probation or any extension thereof, a member of the Force may
be required by the appointing authority to undergo any courses of training and instructions
and to pass such examinations and tests as may be specified by it for satisfactory completion
of the probation. Recruitment of superior officers and promotion to the rank of Assistant
Commandants and from one rank of superior officer to the other rank of superior officers
shall be made in accordance with the Railway Protection Force (Group ‘A’ and ‘B’ Posts)
Recruitments Rules, 1981, as amended from time to time. Promotion of member of the Force
upto rank of Commandant shall be made on the basis of merit having due regard to seniority.
Promotion to rank higher than that of the Commandant shall be made on the basis of merit
only.
10. VIGILANCE ORGANIZATION
Railway Vigilance Organization in its present form has largely come about as a result of the
recommendations of Railway Corruption Inquiry Committee (1955) under the Chairmanship
of late Acharya J.B. Kripalani, Santhanam Committee (1964) and Administrative Reforms
Commission (1970) and subsequent reviews from time to time. Presently, Central Vigilance
Commission set-up in February, 1964 as a result of Santhanam Committee's recommendation
is in-charge of superintendence of Vigilance in all Central Govt. departments. Additional
Member (Vigilance) is also the Chief Vigilance Officer of the Ministry of Railways and
reports to CVC. The Chairman, Railway Board is the functional Member in-charge of
Vigilance Source.
11.1 Corruption Prone Areas on Southern Railways
Mass Contact Areas: The corruption prone mass contact areas are booking and reservation
counters, luggage and parcel offices, goods sheds and trains where common public comes in
contact with non gazetted officials mainly.
Corruption in other than mass contact areas: The following areas other than mass contact
have been identified corruption prone involving both gazetted and non-gazetted railway
officials.
Traffic Undercharges
Award and execution of works contracts
Award and execution of supply contracts
Recruitment and Selections
Miscellaneous? Misuse of delegated or discretionary powers
Scrap Disposal
11.2 Steps Taken by Vigilance to reduce Corruption
Bridge the gap between demand and supply through augmentation of the capacity of
trains. Upgrading lower class passengers to higher classes on availability of berths is
also a step in this direction.
Intensify checks at reservation offices, booking counters, parcel and goods booking
offices and other such offices which deal with the public not only by Vigilance
Organization but also by the senior officers of the concerned departments.
Keeping a watch on the working of officials of doubtful integrity.
System improvements and procedure amendments to improve transparency and
reducing possibility of corruption/leakage of revenue.
Investigation of complaints alleging corruption/leakage of revenue.
Stringent exemplary action against those found guilty of corruption.
Educating and training of senior officers in the matter of tenders and contracts.
Empowerment of Railway Protection Force for taking action against touts and
unauthorized travel agents who try to corner accommodation in trains. This being a
legal matter may take some time and till then, a greater liaison with the Civil Police
Administration (GRP) is being maintained.
Implement rotational transfers of officials posted on sensitive seats to prevent the staff
from developing unholy nexus.
Delegate more powers to field organizations to enable speedy decisions as delay
breeds corruption.
11.3 Compliant Policy
1. Complaint from public, various administrative authorities, NGOs, etc. are important
sources of information for identification of vigilance related issues in the Railways.
Complaints to the vigilance are thus meant to result in punitive action against the
erring public servant(s). Relief as such in the matter to the complaint is only
incidental to the vigilance action. Redressal of grievances vis--vis Government
organizations or public sector enterprises should not be the focus of complaints to the
vigilance.
2. Complaint can be lodged only against Railway officials over which Chief Vigilance
Officer, Indian Railway has jurisdiction. The vigilance department has no jurisdiction
over private individuals and other Government department. Therefore, please do not
lodge complaints against officials of these organizations to the Chief Vigilance
Officer, Indian Railway.
3. The complainant should note:
a) The pre-requisite for investigation of a complaint, barring certain exceptions is that
the complaint should be signed and contain the name and address of the complainant.
Any complaint that does not bear the name and address of the complainant is an
anonymous complaint. A complaint which does not bear the full particulars of the
complainant or is unsigned or is not subsequently acknowledged by a complainant as
having not been made is a pseudonymous complaint. The vigilance department will
not entertain both anonymous and pseudonymous complaints.
b) The complainant for valid reasons desires that his identity be withheld while
processing the complaint, the complaint may be addressed to Secretary, Central
Vigilance Commission, New Delhi and should be superscripted "Complaint Under the
Public Interest Disclosure" on the envelop.
c) The Vigilance Department will not entertain or inquire into any disclosure –
i. in respect of which a formal and public enquiry had been ordered under public
servant's enquiries act, 1850 or
ii. in respect of a matter which has been returned for enquiries under the commission of
enquiries act, 1952.
4. Complaint should be addressed directly to the Chief Vigilance Officer, Southern
Railway. Complaints marked to a large number of functionaries are not normally
pursued by the Chief Vigilance Officer.
5. Complaints must be specific and contain factual details, verifiable facts and related
matters. It should not be vague or contain sweeping general allegations.
6. Only those complaints which are against officials within the jurisdiction of the Chief
Vigilance Officer, Indian Railway and have allegations of corruption will be
investigated.
7. Other complaints will either be filed or will be referred to the department concerned
for necessary administrative action.
8. Chief Vigilance Officer will not entertain unnecessary correspondence in the matter,
but will ensure that the complaints are investigated and action taken to its logical
conclusion.
9. In case the complaint is found to be motivated or vexatious, the Chief Vigilance
Officer shall be at liberty to take appropriate steps.
ORGANIZATION CHART
11. SAFETY DEPARTMENT
The Safety department (रेलवे सुरक्षा आयोग) is headed by Chief Safety Officer (CSO). Safety
is the paramount responsibility of each and every Railway employee. Individual executive
and technical departments look after and are accountable for safety within their own
departments. The Safety department assists the management in monitoring the
implementation of safety measures o n the Railways and in developing strategies to improve
the safety record. The department keeps a vigil over the safe transportation of men and
material to detect lacunae in working, conducts inspections to determine if the rules and
procedures governing the running of trains are being followed, and maintains liaison with all
departments concerned with train operations. The safety department also gets inquiries
conducted into accidents and monitors the follow up action that results from such inquiries.
Safety consciousness amongst Railway employee is promoted through man to man
counselling, safety circulars, safety seminars and safety drives. The Public is made more
aware of their role in improving Railway Safety through distribution of posters and
pamphlets, plays, advertisements in the local media, cinema slides etc. Regular reviews of the
rules and systems of working are conducted with a view to improving safety and efficiency.
The Commission of Railway Safety is a government agency of India. Subordinate to
the Ministry of Civil Aviation, the commission is the rail safety authority in India, as directed
by the 1989 Railways Act. The agency investigates rail accidents. Its head office is in the
Northeast Railway Compound in Lucknow.
12.1 RAILWAY SAFETY FUND
A major area of concern continues to be unmanned level crossings and the poor rate of
provision of ROBs/RUBs to replace busy level crossings. A Railway Safety Fund (RSF) was
created on 1st April 2001 to finance "construction of roads either under or over the railways
by means of a bridge and erection of safety works at unmanned level crossings". The RSF is
exclusively used for funding construction of ROB/RUBs, manning of unmanned level
crossings, inter-locking/ provision of telephones at manned gates.
12.2 COMMISSION OF RAILWAY SAFETY
The Commission of Railway Safety, working under the administrative control of the Ministry
of Civil Aviation of the Government of India, deals with matters pertaining to safety of rail
travel and train operation and is charged with certain statutory functions as laid down in
the Railways Act (1989), which are of an inspectorial, investigatory & advisory nature. The
Commission functions according to certain rules viz. Statutory investigation into accidents
rules framed under the Railways Act and executive instructions issued from time to time. The
most important duties of the Commission is to ensure that any new Railway line to be opened
for passenger traffic should conform to the standards and specifications prescribed by the
Ministry of Railways and the new line is safe in all respects for carrying of passenger traffic.
This is also applicable to other works such as gauge conversion, doubling of lines and
electrification of existing lines. Commission also conducts statutory inquiry into serious train
accidents occurring on the Indian Railways and makes recommendations for improving
safety on the Railways in India.
12.2.1 SERVICES AND DUTIES
The duties of a Commissioner of Railway Safety as spelt out in Chapter III of the Railways
Act 1989 are as under:-
To inspect new railways with a view to determine whether they are fit to be opened
for the public carriage of passengers, and to report thereon to the Central Government
as required by or under this Act;
To make such periodical or other inspections of any railway or of any rolling stock
used thereon as the Central Government may direct;
To make inquiry under this Act into the cause of any accident on a Railway; to
perform such other duties as are imposed on him by this Act or any other enactment
for the time being in force relating to Railways.
The term such other duty has been detailed in Sections 22 to 24 of the Act and covers the
following:-
sanctioning the opening of new railway lines after inspection on behalf of the Central
Government;
sanctioning the execution of all works, including new works, affecting the safety of
running lines;
when, after inspecting a line already in use or a rolling stock already authorised, the
Commissioner is of the opinion that their continued use will be attended with danger
to the travelling public, he may report his opinion to the Central government, who
may then order the closure of the line or the discontinuance of the use of rolling stock;
and .
to inspect such a closed line and sanction its re- opening for carriage of passengers
and also report to the Central Govt.on the fitness for use of discontinued rolling stock.
The Chief Commissioner of Railway Safety directs the activities of the Organisation and is
responsible for advising the Central Government in all matters relating to Railway Safety,
recruitment of officers, postings and promotions, budget and expenditure etc. The Chief
Commissioner deals principally with:-
Matters appurtenant to Field Inspections and statutory inquiries into accidents;
Inspection Reports of Commissioners of Railway Safety;
Reports of statutory inquiries held into accidents by the Commissioners. After careful
study he forwards his considered opinion to the Controlling Ministry and the Railway
Board with such recommendations as he considers necessary;
Railway Boards suggestions pertaining to corrections or amendments to General
Rules, Rules for Opening of a Railway, Schedule of Dimensions, the P. Way, Bridge
and Signal Engineering Manuals, Procedures for inquiries into accidents, Codes of
Practice for Engineering Works and other publications; and
Preparation of the Annual Report on the working of the Commission of Railway
Safety and its placement in each House of Parliament.
All the Technical publications indicated in para above including orders issued by
Railway Board from time to time
ORGANIZATION CHART
12. PUBLIC RELATIONS DEPARTMENT
Public Relations Department Headed by the Chief Public Relation Officer (CPRO), the
Public Relations Department provides a bridge between the travelling public and the
organization. Public Relations department disseminates the public policy and information
about railways to people in general and mass media is particular. Various activities are under
taken by PR department to reach the public. These include press releases, press conferences,
books, banners, posters, photos, advertisements, Audio Visual publicity, Cinema slides,
Heritage gallery, sms campaigns, websites etc. Indian Railways have a defined Public
Relations set up at Railway Board level as well as Zonal level.
Functions of Public Relations Department
Dissemination of timely and accurate information about Railways to public
Preparation & issue of Press Releases, News features & Special articles to various
newspapers regarding regular activities and achievements of Indian Railway in
various fields.
Release of information on social awareness issues through advertisements, radio
jingles, etc
Event Management Holding various functions, celebration events, etc.
Exhibition: Holding Exhibitions showcasing the railways on different occasions.
Heritage archiving and preservation
Management of Indian Railway website
Publications: PR department also undertakes conceptualization, designing printing of
various publications such as In-house magazines, Brochures, Books etc.
Release of Tender Advertisements received from various departments to DAVP
approved publications as per Railway Board’s directives.
13. MECHANICAL DEPARTMENT
Mechanical Department of Southern Railways are responsible for management of:
Train operations by ensuring Motive Power availability, Crew Management, Rolling
Stock Management and Traffic restoration in case of accidents.
Production Units engaged in production of Locomotives, Coaches, Wheel sets, etc.
Workshops set up for repair, maintenance and manufacturing of rolling stock and
related components.
Functions of Mechanical Department include:
Production of Rolling Stock
Maintenance of Rolling Stock
Disaster Management
Railway Codes & Manuals used by Mechanical department
Coaches Coaching Maintenance Manual
Coaching Maintenance Instructions
IRCA Part-IV
Wagon Wagon Maintenance Manual
Diesel
Locomotives WDG3A/WDM3D Maintenance Manual
WDM2 Maintenance Manual
WDS6 Maintenance Manual
WDG3A/WDM3D Maintenance spares Manual
WDG4Part catalogue
CRANES 140 Tonne Gottwald Crane Maintenance Manual
Disaster
Management Disaster management Manual
Accident Manual
Train Operation GS & SR
Working time table
Workshops Factory Act
Workman Compensation Act
Hours of Employment Regulations
IR Workshop Code
Production unit in southern Railway was situated at Chennai (Integral coach factory),and at
the workshops at Golden rock, perambur(carriage&wagon,loco).
ORGANIZATIONAL CHART
SWOT ANALYSIS
The basic objectives of swot Analysis is to provide a frame work to reflect on the ability
to overcome barriers and to avail of opportunities emerging in the changing environment, the
diagnosis of strength and weakness can be fruitfully on if the environment factors and market
conditions are considered always with the internal capabilities. SWOT analysis is important
tool to find strength, weakness, opportunities and threats. These factors reveal the internal
and external factors which affects the company.
Strength, weakness, opportunities and threats are the elements or key factors that influence
the survival and development of any organization. The followings are the SWOT analysis of
Southern Railways.
The Strength
It is a part of the “Biggest Organisation” in the world under one management
southern railways is a 100% Government of India owned organization
The cheapest way of travelling if compares to other mode of travelling.
Luxurious and affordable to common man.
Connect different cities and countries.
Technological advancement.
Co-operative employees
Service reliability
The Weakness
Corruption within the department.
Conflict between railway unions and employees
Lack of accident proof magnetic wheels in all trains.
Lack of safety.
Delay in getting approvals and funds for new proposals
Poor Infrastructure
Delayed Trains.
Un hygienic food
Non-pro active employees.
The Opportunities
Strong possibility for railways to capture 85% of container traffic in southern regions.
With the airline industry facing severe crisis, Southern railways can encash on this
opportunity
“Metro” in a commercial city like Delhi, Mumbai, Bangalore and coming in kochi
Technological advancement
By offering air-conditioned coaches in the local trains, they can target the upper
segment of the market
Development in all small cities.
Profit through privatization.
The Threats
Low cost of airlines.
Weak infrastructure and no up-gradation of stations
Absence of passenger facility will drive away the customer to private modes of
transport
Increasing price of diesel
Naxalites
Terrorism
The possible threats are from the taxi service
Improvement of other infrastructure like roadways.
Could be taken over by airlines.
FINDINGS&SUGGESTIONS FINDINGS
The marketing strategy of southern railway was not effective.
Hygiene factors are very poor.
Time punctuality is neglected.
Less number of ticket counters in Trivandrum division.
Some of the employees’ behaviour was bad.
Safety measures are not adequate.
Cleanliness in railway stations was very poor.
SUGGESTIONS
It needs to improve its marketing strategies in order to reach each and every person.
Southern Railway needs to also improve its customer service strategies.
Hygiene factors should be concentrated and improved.
Provision of services should be done with improved speed of delivery.
Time punctuality is one of the factors that is neglected. Hence it must be maintained
and improved.
Awareness should be created among the general public about keeping railways and
platforms clean.
Railway tickets should have more distribution channels so it is easier for citizens to
buy them.
Performance of the IRCTC website should be significantly improved.
Regular behavioural training programs should be organised for the railway
employees.
Southern Railways should acquire modern safety, monitoring and communication
equipment to prevent accidents.
The pantry car should be made to adhere to the highest standards and should go
through regular quality checks.
Bio toilets should be scrapped and the ones like in aircrafts should be installed.
Local vendors and beggars must be banned on the platform and in the train.
Cleaning of stations and trains must be outsourced to private industry with service
level contracts.
Regular training and certifications made mandatory for train drivers.
Anti-collision devices should be made mandatory in all trains.
CONCLUSION At present, the rail passenger transport sector in India is a public sector monopoly. Indian
Railways (IR) is the third largest railway network in the world with 7,083 railway stations,
1,31,205 railway bridges, 9000 locomotives, 51,030 passenger coaches, 2,19,931 freight cars
and 63,974 route kilometers. Today IR operates 19,000 trains each day, comprising 12,000
passenger trains and 7,000 freight trains. It transports 2.65 million tonnes of freight traffic
and 23 million passengers every day and 7.2 billion passengers per year. It currently has 1.36
million employees and an annual revenue base of Rs.1,06,000 crores as projected on March
31,2012. Indian Railways is also home to great talent and excellent organization focused on
operation, efficiency and safety.
The study was conducted at Indian Railways (Southern
Division), Thiruvanthapuram. The project work titled ‘Organizational Study’ was an attempt
to study about the organizational structure and the department functions and to make some
recommendations and suggestions for the improvement and development and smooth
functioning of the organization. The data with regarded to the study collected from the Indian
Railway helps to understand the operations. Each department in Indian Railway was analyzed
by me and I came to know that various processes are controlled and monitored under skilled
supervision and hardworking workers.
The study has given information about the operations, different classes of services,
organizational structure of the company, departmental functions and gives a good knowledge
about the management of the company. The co- operation and interaction extended by the
employees and management of Indian Railways have made it possible for the depth
organizational study which would be used to the research in the future.
BIBLIOGRAPHY
Bhandari, R. R, ‘Indian Railways - Glorious 150 years’, 2004
Fenelon, K.G, “Railway Economics”, 1998
Misra, R.N, “Indian Railways Turnaround, A study in Management”, Jaico
Publishing House, Mumbai, 2007
Srivastava, S.K, “Theory and Practice of rail transport”, S. Chand & company, 1964
Sudhir Kumar and Shagun Mehrotra, “How the Indian Railways transformed,
‘Bankruptcy to Billions”, Oxford Publishing House, New Delhi, 2009
Sharma. K.P., and Nanda R.R, “Railway accounts, finance”, and
administration, Bahri Bros, New Delhi, 2008.
JOURNALS
Desh Gupta and Milind Sathye, University of Canberra, Canberra, Australia,
“Financial turnaround in Indian Railways”- A good luck or good management?’ 2007
Mathur S.N, “Greying of Indian Railways”, Asian Institute of Transport, 2007
Raghuram. G and Niraja Shukla, and Narayan Rangaraj of IIT Bombay, “Performance
Related Incentives”, 2005.
Raghuram. G and Rachna gangwar, “A study on IR in the past twenty years- issues,
performance and challenges”, 2007.
Rama Prasad M. V, “A study of passenger amenities in Railways”, Indian journal of
marketing, Nov 2002
Veni.L.Krishna and Sangita Ghosh, “Performance of a Public Enterprise-The Indian
Railways”, The ICFAI journal of Public administration, 2005
RAILWAY REPORTS, BUDGET SPEECHES & MAGAZINES
Annual Report, Indian Railways, 2014-2015
Annual Report, Indian Railways, 2013-2014
Budget speech: Suresh Prabhu, February, 2015, Ministry of Railways, Government of
India.
Indian Railway Vision 2020
White Paper 2010, Government of India, Ministry of Railways
Year Book, Indian Railways, Directorate of Statistics and Economics, Ministry of
Railways, Govt. of India, New Delhi 2013-2014
WEBLIOGRAPHY
www.indianrailways.gov.in
www.southernrailway.gov.in
www.wikipedia.org/indainrailway
www.world bank.org/transport/publications/indianrailway