Today's Cancelled Trains
RPF
20:00
Showing posts with label IRTS. Show all posts
Showing posts with label IRTS. Show all posts
Wednesday, 14 March 2018
Wednesday, 20 January 2016
SRMU
17:38
Buckled under Union’s pressure, Southern Railway shunts tough officer
Buckled under Union’s pressure, Southern Railway shunts tough officer
Chennai: A senior officer of Southern Railway, known or his no-nonsense and straightforward approach, has been transferred, allegedly due to strong-arm tactics adopted by the Southern Railway Mazdoor Union (SRMU). SRMU claims to be the sole recognised employee union of the zonal railway .
B Ravichander, an Indian Railway Traffic Service (IRTS) cadre officer who is senior divisional commercial manager (Sr DCM) of Chennai division, has had frequent run-ins with the union during his one year tenure. In an order issued on January 12, he has been posted as the chief public relations officer (CPRO) of the zone and the serving CPRO has been posted as senior divisional commercial manager. However, neither of hem has taken charge.
The tipping point of Ravichander’s feud with SRMU was in May last year when he unearthed a racket in the ticket-checking department where many employees had engaged proxies. His orders against the erring staff were overruled by the general manager’s office and personnel department, allegedly under pressure from the union. Sources said the union has been trying to dislodge Ravichander, as he insisted on a greater output from employees, many of whom remained inactive and demotivated. “Employees used to lazing around had an axe to grind. Ravichander was very particular that passenger amenities and comfort shouldn’t be spoiled due to administrative oversight,” said an SRMU member.
Officials and SRMU insiders privy to the issue said the union orchestrated a protest against Ravichander in November last year.Around 30 Southern Railway employees, including women entered Ravichander’s room, raising slogans.An eyewitness recalled that foul language was used against the officer.
The decision to transfer Ravichander has demotivated many officers in Southern Railway as they feel the administration has buckled under the union’s pressure. “Now railway officers will think twice before enforcing rules at the workplace as their higher-ups are not supporting them. Also, this doesn’t send the right message to youngsters who want to join administrative services,” an official said.
SRMU vice-president Raja Sridhar, however, said the union had nothing to do with the transfer. “He did not meet the GM’s target and hence was transferred,” he said.
Saturday, 19 September 2015
train accident
07:55
Train Accidents,who look after safety related aspects
Train Accidents,who look after safety related aspects
New Delhi: The recent unusual spurt in the number of train accidents on Indian Railways, particularly cases of derailments, has come at a time the top management at the Railway Board is gripped in an unusual setting – the absence of a full-time Member (Traffic), who looks after safety related aspects, for more than seven months since February.
Currently, Additional Member-Traffic Transportation Kundan Sinha is looking after the role of Member Traffic as additional charge since 1 August. Before him, Additional Member-Commercial Ajay Shukla held the post of Member Traffic between February and July. The reason being, apparently there is not a single General Manager from the Indian Railway Traffic Service (IRTS) with the required level of experience vel of at present.
“The lack of a GM from the traffic service to fill up the post of Member-Traffic is attributed to the fact that traffic service officers are selected through the civil service where the average age of an officer is 27 years. This is three years more than the average age of an officer selected through the engineering service for other railway services,” explained a former railway board Chairman. “So, by the time an average traffic service officer reaches the eligible age for becoming a GM, he is already nearing retirement.”
A senior rail ministry official said there is availability of GMs from the traffic service but they lack the experience required to become Member-Traffic. “This is just a technical issue. It is not a problem as even an officer on additional charge works like a full-fledged Member-Traffic,” he said. He added safety-related matters are reported to both the Member-Traffic and the Chairman of the board. “But actually safety issues are addressed by all the departments including engineering, electrical and mechanical etc,” he said.
There is something else equally unusual in the top management at the railway board, the seat of administration of Indian Railways at the Rail Bhawan. The current Chairman of the board, A K Mital, is the first officer of the Indian Railway Stores Service (IRSS) to be heading Indian Railways in its 160 year-old history. Traditionally, officers from three services – Indian Railways Service of Engineers (IRSE), Indian Railway Service of Mechanical Engineers (IRSME) and Indian Railway Traffic Service (IRTS) — have risen to occupy the post of Chairman, Railway Board.
Before becoming the Chairman, Mital was Member-Staff at the railway board. He has also held other important positions in the past including GM-South Western Railway (SWR) along with the additional charge of GM at three other zonal railways. Addressing a media interaction last week, that followed rail minister Suresh Prabhu’s emergency meeting with all the GMs of zonal railways on safety, Mital had said the overall number of accidents has come down by 25 per cent to 54 in the current fiscal so far.
“But this does not mean the situation is okay. We are analyzing all the accidents to take corrective action. The analysis shows 40 per cent of these accidents were avoidable, meaning they occurred due to system failure including both equipment and employee,” he said, adding the margin to address issues of delays in taking corrective action has shrunk due to high capacity utilization of the network.
He also said funds were a constraint for system improvement but that issue is being addressed now. Post the GMs meeting, where Prabhu asked GMs to pull up efforts on safety improvement, the ministry has decided to seek around Rs 1 lakh crore assistance from the finance ministry for a Special Railway Safety Fund (SRSF). This comes within months of the presentation of the rail budget on 26 February in Parliament.
The GMs meeting had followed two train accidents within a day and at least eight derailments in the past nine months of 2015. Earlier this month, at least 42 people were injured after six coaches of the Chennai-Mangalore Express derailed in Tiruchi near Poovanaur district in Tamil Nadu. Also, two trains had derailed within minutes at the same spot near Harda in Madhya Pradesh in August claiming 29 lives. The year 2015 has so far seen eight train accidents due to derailments. (courtesy: business standard)
Wednesday, 24 June 2015
IRTS
06:57
Benefits and Drawbacks of Pay Band and Grade Pay System – IRTSA lists out New Pay Elements introduced by 6th Pay Commission
Benefits and Drawbacks of Pay Band and
Grade Pay System – IRTSA lists out New Pay Elements introduced by 6th Pay
Commission
·Problem of Pay stagnation eliminated
·Quantum of increment increases exponentially, but the difference
is too large at higher levels.
·Grade Pay decides the hierarchy.
·Increase of Pay in Pay Band & Grade Pay is not uniform – in
favour of higher scales.
·Arbitrary adoption of formula of 40% of maximum of the merged
scales for deciding the Grade Pay.
· Inadequate rate on annual increment & increment during
promotion.
· Situation of senior promotes getting less pay than Junior direct
recruits, is in violation of
basic principle of Pay Band system.
i. Problem of stagnation in pay is eliminated, since pay
bands are having long spans.
ii. If employees are stagnated at the maximum of any pay band for
more than one year, continuously, he/she shall be placed in the
immediate next higher pay band without change in the Grade Pay.
iii. Point to point fixation was facilitated by the pay band
system, (with one increment in the revised pay cale for every three
increments in the pre-revised scale)
·But the employees with more years of service were placed in a
disadvantageous position.
iv. Quantum of increment increases exponentially, instead of fixed rate
of increment attached to every pay scale
· But the difference became very large at higher levels – thus
causing discrimination with those at middle & lower levels.
v. Grade Pay decides hierarchy / seniority of the post.
13.2. Main Draw backs of Pay Band and Grade Pay system
introduced by 6th CPC
i. Increase between minimum basic pay of prerevised scale and
minimum of every Revised Pay Band is not uniform. There is much greater
increase in favour of PB-3 & PB-4.
ii. Arbitrary adoption of formula of 40% of maximum of the merged
scales for deciding the Grade Pay – instead of progressive and proportionate
rise of Grade Pay from one scale to the next.
iii. Disproportionate rise of pay after Sixth Pay commission – due
to grant of disproportionate Higher Grade pays in higher scales (S-24 &
above) as compared to S-4 to S-23 (Please see details in the
following Table and also the table in next page)
Pay Band
|
Minimum of V CPC
scale
|
Minimum of pay band
|
No. of times increase
of Pay after 6th CPC
|
1
|
2
|
3
|
4 (Col. 3 / 2)
|
S-1
|
2550
|
4440
|
1.74
|
PB-1
|
2750
|
5200
|
1.89
|
PB-2
|
5000
|
9300
|
1.86
|
PB-3
|
8000
|
15600
|
1.95
|
PB-4
|
14300
|
37400
|
2.62
|
Rise is 3 to 3.37
times at higher levels. (Please see Table at the end of this Chapter)
|
iv. Rate of annual increment (3% of basic pay) is inadequate.
v. Increment on promotion (difference in grade pay + one
additional increment) is inadequate.
vi. Situation of senior promotes getting less pay than Junior
direct recruits, is in violation of basic principle of Pay Band system. For
example,
a. A JE with five years of service while getting regular promotion
from Grade Pay Rs.4200 in PB-2 to Grade Pay Rs.4600 as SSE isfixed at a Basic
pay of Rs. 16120 compared to the Direct recruit’s basic pay of Rs.17140.
b. A JE with five years of service while getting promotion
(through LDCE) from Grade Pay Rs.4200 in PB-2 to Grade Pay Rs.4800 as AWM/AME/AE
is fixed a Basic pay of Rs. 16120 compared to the Direct recruit’s basic pay of
Rs.18150.
c. Pay on Promotion should be fixed at least at par with Entry Pay
in the Revised Pay Structure for direct recruits.
DISPROPORTIONATE
RISE OF PAY AFTER SIXTH PAY COMMISSION
|
||||||
Pay
Band |
Pay + GP
|
V CPC minimum pay
|
Sixth CPC Scale
|
No. of times increase from V CPC to
VI CPC |
||
Starting pay in Pay band
|
Grade
Pay |
Revised Basic pay
|
||||
PB-1
|
5200-20200+1800
|
2750
|
5200
|
1800
|
7000
|
2.55
|
PB-1
|
5200-20200+1900
|
3050
|
5880
|
1900
|
7780
|
2.55
|
PB-1
|
5200-20200+2000
|
3200
|
6060
|
2000
|
8060
|
2.52
|
PB-1
|
5200-20200+2400
|
4000
|
7440
|
2400
|
9840
|
2.46
|
PB-1
|
5200-20200+2800
|
4500
|
8370
|
2800
|
11170
|
2.48
|
PB-2
|
9300-34800+4200
|
5000
|
9300
|
4200
|
13500
|
2.70
|
PB-2
|
9300-34800+4200
|
5500
|
10230
|
4200
|
14430
|
2.62
|
PB-2
|
9300-34800+4200
|
6500
|
12090
|
4200
|
16290
|
2.51
|
PB-2
|
9300-34800+4200
|
6500
|
12090
|
4200
|
16290
|
2.51
|
PB-2
|
9300-34800+4600
|
7450
|
13860
|
4600
|
18460
|
2.48
|
PB-2
|
9300-34800+4800
|
7500
|
13950
|
4800
|
18750
|
2.50
|
PB-2
|
9300-34800+5400
|
8000
|
14880
|
5400
|
20280
|
2.54
|
PB-3
|
15600-39100+5400
|
8000
|
15600
|
5400
|
21000
|
2.63
|
PB-3
|
15600-39100+5400
|
9000
|
16740
|
5400
|
22140
|
2.46
|
PB-3
|
15600-39100+5400
|
9000
|
16740
|
5400
|
22140
|
2.46
|
PB-3
|
15600-39100+6600
|
10325
|
19210
|
6600
|
25810
|
2.50
|
PB-3
|
15600-39100+6600
|
10000
|
18600
|
6600
|
25200
|
2.52
|
PB-3
|
15600-39100+6600
|
10650
|
19810
|
6600
|
26410
|
2.48
|
PB-3
|
15600-39100+7600
|
12000
|
22320
|
7600
|
29920
|
2.49
|
PB-3
|
15600-39100+7600
|
12750
|
23720
|
7600
|
29920
|
2.35
|
PB-3
|
15600-39100+7600
|
12000
|
22320
|
7600
|
29920
|
2.49
|
PB-4
|
37400-67000+8700
|
14300
|
37400
|
8700
|
46100
|
3.22
|
PB-4
|
37400-67000+8700
|
15100
|
39690
|
8700
|
48390
|
3.20
|
PB-4
|
37400-67000+8900
|
15400
|
39690
|
8900
|
48590
|
3.16
|
PB-4
|
37400-67000+8900
|
16400
|
39690
|
8900
|
48590
|
2.96
|
PB-4
|
37400-67000+10000
|
14300
|
37400
|
10000
|
47400
|
3.31
|
PB-4
|
37400-67000+10000
|
18400
|
44700
|
10000
|
54700
|
2.97
|
HAG
|
67000-79000
|
22400
|
67000
|
2.99
|
||
HAG+ Scale
|
775500-80000
|
22400
|
75500
|
3.37
|
||
HAG+ Scale
|
775500-80000
|
24050
|
75500
|
3.14
|
||
Apex
|
80000 (Fixed)
|
26000
|
80000
|
3.08
|
||
Cab.
Sec. |
90000 (Fixed)
|
30000
|
90000
|
3.00
|
||
Source :Govemployees.
