5,993 research outputs found

    Railway Reform in China.

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    The purpose of this working paper is to consider the current situation of Chinese Railways, the progress of reforms to date, and possible future developments. The first section describes the current problems of Chinese Railways, as a vast organisation subject to strong central control, facing enormous and rapidly growing demands which it is unable to satisfy. The progress of reform in Chinese Railways to date, and in particular the Economic Contract Responsibility System instituted in the late 1980's and the development of joint venture companies to build new lines, are then described. In the following section the key reform models found in other countries - deregulation and privatisation of vertically integrated regional companies; separation of infrastructure from operations with open access andlor franchising competitors; or reorganisation on the basis of business sectors - are then described. None is fully suitable for China, but it is suggested that a combination of sectorisation, more commercial independence, further development of joint public/private partnerships and more contracting out, is the most likely way forward

    Salient Aspects of the Growth Story of Indian Railways 1981-82 through 2007-08

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    This paper makes an attempt to provide a broad overview of the salient aspects of the growth story of Indian Railways (IR) since independence. More specifically, the study aims to analyse the trends of output and employment for the period 1981-82 through 2007-08. The entire study period is divided into three sub-periods - Period I (1981-82 to1991-92);PeriodII(1992-93-2002-03);PeriodIII(2003-04to2007-08). Inaddition, the study also looks at the 'turnaround' story of IR. The output of IR is categorised as freight (NTKM) and passenger (PKM) outputs. Labour is divided into three categories - skilled management personnel (group A&B), semi-skilled employees (group C) and unskilled employees (group D). The data on freight output reveal that while the average annual growth rates of NTKM declined in the second period over the first period, high average annual growth rates of freight output were registered in the third period. The rate of growth of PKMs increased over the study period across IR. The employment scenario across IR shows that the percentage share of the skilled management personnel (group A&B) remained more or less the same over the entire study period, while the percentage share of the semi-skilled labour (group C) increased from around 51 percent in the first period to nearly 63 percent in the third period. The percentage share of the unskilled labour (group D) registered a decline from the first period to the third period (from nearly 49 percent to 36 percent respectively). The rate of growth of labour productivity registered an increase in all the three periods over IR. The contribution made by the skilled management personnel to output is more when compared to the semi-skilled labour. The turnaround story tells us that the high growth rates of output and earnings on IR were made possible through the implementation of various strategies already in place.India, railroads, output, Employment

    Toilets and Trains

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    <div align=justify>Indian Railways (IR) is a large transport organization running 8700 trains, reaching 7000 stations and handling about 1.6 crore passengers per day. IR runs several long distant trains, some of which involve journeys upto three nights. The number of non suburban passengers traveling on IR is about 0.6 crore per day. There are three sources of fecal matter generation in IR (i) Toilets in trains, (ii) Railway stations; and (iii) Use of railway tracks for open defecation. The existing toilet system in the coaches discharges excreta directly to the ground and the railway tracks. The consequences include unacceptable hygienic conditions, particularly in the railway stations, and damage to rails. IR is making efforts to introduce environment friendly toilet discharge system, for which three options are being considered; modular, vacuum and chemical. Toilets at stations are a part of amenities being provided, linked to the category of the station. There is an attempt to modernize toilets at important stations. A related socio economic problem is that of people residing near the railway stations, without access to toilet facilities, using tracks for open defecation. The issue of dealing with fecal matter should be viewed in the larger context of waste management. With effective waste management, fecal matter can be recycled and used as liquid fertilizers and quality organic manures. This paper attempts to understand the issues related to fecal matter management on the IR, and provide a framework for solutions.</div>

    Turnaround of Indian Railways: A Critical Appraisal of Strategies and Processes

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    Indian Railways (IR), which was declared to be heading towards bankruptcy as per the Expert Group on Indian Railways in 2001, is today the second largest profit making Public Sector Undertaking after ONGC. The fund balance crossed Rs.12,000 crores in 2005-06, which had reached a low of just Rs.149 crores in 1990-2000. The total investment being planning for the eight-year time frame (2007-2015) is tentatively in the order of Rs.350,000 crores. This confidence is not only due to the rising trend of performance, but also due to the significant growth in the past two years. These two years coincided with Mr. Lalu Prasad being at the helm of affairs of the IR, having moved into his position on 23rd May, 2004. Railway officials called this as the ‘turnaround’ of IR. This paper attempts a diagnosis of the ‘turnaround,’ beginning with the question as to whether it really was a ‘turnaround’. This paper then carried out an analysis of the various determinants of the ‘turnaround’ related to goods, passenger and other operations. This is followed by a critical assessment of the strategies and key processes being the ‘turnaround’. Finally the sustainability of the ‘turnaround’ is explored.

    Indian Railways in the Past Twenty Years Issues, Performance and Challenges

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    Indian Railways (IR) is Asia’s largest and world’s second largest network under one management, with a separate Ministry and its own annual budget. The network carried about 17 million Passengers and 2 mt freight every day on the route of 63,327 km (2006-07). Although key business operations are freight and passenger, IR is also engaged in several allied services including parcel, catering and production units. Nearly 70 percent of IR’s revenues come from the freight operations, which can be segmented into bulk and other cargo. Over the years, IR has predominantly become a bulk freight carrier, accounting for about 94 percent of the freight revenue. Coal alone accounts for nearly half of the bulk traffic carried. Passenger business accounts for nearly 60 percent of IR’s total transport effort, in terms of train kilometers, but yield less than 30 percent of the total revenues. Suburban services account for 57 percent of the originating passengers, while contribute to only 8 percent of the passenger revenue. To understand the development process of IR’s over the past twenty years, the study covers issues and strategies related to financial and physical aspects of revenue generating freight and passenger traffic from 1987-2007. Study also covers the developments in the parcel, catering and advertising sector.

    ‘Turnaround’ of Indian Railways: Increasing the Axle Loading

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    Axle loading had contributed significantly to the ‘turnaround’ of the Indian Railways (IR) in the two years 2004-06. As the Minister of Railways (MR) stated, “A one ton extra loading per wagon implied additional revenue of Rs 500 crore per annum for IR.” The axle loading initiative was a significant step by IR, though sustainability was a concern. This paper focuses on the key driving events, process issues, impact and implications, and sustainability of the initiative of taking the load per wagon from its carrying capacity (CC) to CC+8. Axle loading for a wagon had traditionally been 20.32 tons, except for the mainline versions of steam locomotives. In the early 1980s, the then Chairman of the Railway Board took initiative of increasing axle loading on an experimental basis which after his tenure, could not be sustained on the grounds of safety. In the late 90s, there were initiatives of regularizing the two ton slack normally permitted for excess loading for certain commodities which were usually on a short haul. The railway minister, during inspections in 2004, noticed significant overloading of many wagons in the iron ore and coal routes. This set him thinking on the axle loading initiative. When one of the Zonal Railways (ZR) proposed an increase of up to ten tons per four axled wagon, various directorates in the Railway Board (RB) gave their views, many of which opposed the initiative. The minister, through the RB, directed a variety of processes to bring about inter-departmental alignment, and the initiative was taken forward in a step by step manner over the two years over a large part of IR. The safety and research institutions of IR also had to be taken along. The initiative is still treated as an ‘experiment,’ with many issues that need resolution and strategizing.

    Lessons from PPPs of Indian Railways and Way Forward

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    The Indian Railways (IR) have grand plans. They would like to leapfrog to a higher growth trajectory during 2010-20. Towards this, they would like to see a total investment of Rs 14,00,000 crores (cr), as stated in the Vision 2020, brought out by the Ministry of Railways (MoR) in December 2009. With whatever level of optimistic projections for the internal resources and borrowings for the coming decade, clearly, PPPs would have to be a significant source. This makes it imperative for the IR to create a policy framework that would attract PPPs, especially in the context that the PPPs in IR have not taken off as projected. This paper reviews PPP projects that the IR has evolved over the past 25 years. These include operating partnership projects of IR including with the state government, PPPs in the pipeline, and discontinued partnership projects in IR. The paper brings out issues that have implications for PPPs in IR. The significant ones are focus on infrastructure creation PPPs rather than service PPPs, partner selection more contextually based than through open competitive bidding, more than acceptable time lags between conceptualization and project execution, issues in extending the project scope, non mutuality in contractual arrangements, and conflict of interest due to multiple roles of IR. Based on these issues, the paper derives certain key lessons and provides a way forward.

    Experiences of Various Forms of Commercial Partnerships in Indian Railways

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    This paper brings out issues of governance between the Ministry of Railways and various service delivering commercial entities under the Ministry. Some of this is accentuated by both the ministerial and administrative powers vested in the same body, namely the Railway Board. We examine a set of eight case situations, wherein there has been an attempt to focus on a commercial approach. However, the extent of success/failure is varied. A study of these cases brings out the potential of improving railway infrastructure under a governance framework of (i) distancing the ministerial role from the commercial activity, (ii) increased private participation, (iii) improving transparency, contestability and competition, and (iv) appropriate regulations We describe salient features of each of the cases, with comments from the perspective of commercial viability. A concluding section brings out some of the key concepts which would be relevant for such commercial partnerships in the future. At a broader level, given the budgetary constraints, under exploited potential of the IRs assets and service possibilities, lack of commercially oriented professional and accountable management, such commercial partnerships have implicitly been accepted (by both the central government and the top management of IR) as the way forward.

    Strategies for Improving Indian Railways’ Market Share of Port Based Coal Traffic: A Diagnostic Study

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    India is a vast country. After its independence in 1947, it steadily lost its position in international trade. With the beginning of economic liberalization in 1991, it has taken new initiatives in integrating itself with the world economy. Import restrictions have been removed for many commodities. One of the major impacts of liberalization has been on infrastructure: railways, roadways, ports and airports. Significant changes have also taken place in the composition of imported and exported commodities. Due to these changes, new challenges are being faced on the infrastructure front. One of the challenges is to rectify the mismatch of available infrastructure at ports where a modal change of commodities that are either imported or exported takes place. This paper examines such issues with a specific focus on improving infrastructure required for integration of railways and ports. This is achieved by focusing on coal which is a commodity that (i) brings significant revenues to Indian Railways, and (ii) is witnessing increasing imports. In this diagnostic study, we discuss the problems faced by Indian Railways and identify ways to increase its market share of coal movement between ports and the hinterland.
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