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Showing posts with label Infrastructure. Show all posts
Showing posts with label Infrastructure. Show all posts

Saturday, 8 January 2022

23:06

Central Railway Will Operate Infrastructure Block on 08.01.22 to 10.01.22

 Central Railway Will Operate Infrastructure Block on 08.01.22 to 10.01.22

2022/01/11

07-01-2022

36 hours infrastructure block on Thane-Kalva slow lines for 5th& 6th line work

36 hours infrastructure block o­n Thane-Kalva slow lines for 5th& 6thline work

Central Railway will operate 36 hours infrastructure block o­n Up and Dn slow lines between Thane and Kalva stations for carrying out cut and connection of newly laid track and commissioning of crossovers in connection with Thane-Diva 5th& 6th lines The block will be operated o­n Up and Dn slow lines from 02.00 pm o­n 8.1.2022 (Saturday) to 02.00 am of 10.1.2022 (Monday).

Works to be carried out during the block: During this block, the newly laid track between Thane and Vitava Road under Bridge will be cut and connected to the existing Dn and Up slow lines.  Similarly insertion and commissioning of crossovers, turn outs, derailing switches in connection with yard remodeling and alteration in Interlocking arrangements at Thana and Kalva will be carried out during Block period. 7 tower wagons, 3 Unimat/Duomatic  machines, 2 Diesel multi locos, o­ne ballast rake, 1 DBKM etc will be used for carrying out engineering, electrical and signal and telecommunication works.

Due to this train running pattern will be as under:

Up slow/semi fast services leaving Kalyan from 1.00 pm o­n 8.1.2022 will be diverted o­n Up fast line between Kalyan and Matunga till 2.00 pm skipping halt at Thakurli, Kopar, Mumbra, Kalva, Nahur, Kanjurmarg and Vidyavihar stations further diverted o­n Up slow line.

After 2.00 pm Up slow/semi fast services will be diverted o­n Up fast line between Kalyan and Mulund skipping halt at Thakurli, Kopar, Mumbra and Kalva stations and will arrive destination 10 minutes behind schedule.

Dn slow/semi fast services leaving Dadar from 12.54 pm o­n 8.1.2022 to 1.52 pm will be diverted o­n Dn fast line between Mulund and Kalyan stations skipping halt at Vidyavihar, Kanjurmarg, Nahur, Kalva, Mumbra, Kopar and Thakurli stations. 

After 2.00 pm, Up slow/semi fast services will be diverted o­n Up fast line between Mulund and Kalyan stations skipping halt at Kalva, Mumbra, Kopar and Thakurli stations and will arrive destination 10 minutes behind schedule.

Suburban services will not be available at Kalva, Mumbra, Kopar and Thakurli stations during the block period.

Passengers boarding from Kalva, Mumbra, Kopar and Thakurli stations are advised to board trains from Thane, Diva, Dombivali and Kalyan respectively.

Railway Administration has arranged to run buses in coordination with Municipal Authorities for the benefit of passengers.

Dombivali Originating / terminating locals will not be available during the entire block period.

During the block period slow line locals will halt o­n fast line platforms at Thane, Dombivali and Diva.

Suburban Services will run as per schedule o­n 10.1.2022 (Monday)

Mail/Express Services:

Cancellation of Express trains Journey Commencing o­n 7.1.2022 &8.1.2022 (Friday & Saturday)

12112 Amravati-Mumbai Express

12140Nagpur-Mumbai Sevagram Express

17611 Nanded – Mumbai Rajyrani Express

Cancellation of Express trains Journey Commencing o­n 8.1.2022& 9.1.2022 (Saturday &Sunday)

11007 / 11008 Mumbai-Pune-Mumbai Deccan Express

12071 / 12072 Mumbai-Jalna-Mumbai Janshatabdi Express

12109 /12110 Mumbai-Manmad-Mumbai Panchvati Express

11401 Mumbai-Adilabad Nandigram Express|

12123 /12124 Mumbai-Pune-Mumbai Deccan Queen

12111 Mumbai-Amravati Express

12139 Mumbai – Nagpur Sewagram Express

11139 Mumbai-Gadag Express

17612 Mumbai-NandedRajyarani Express

Cancellation of Express trains Journey Commencing o­n 9.1.2022& 10.1.2022 (Sunday &Monday)

11402 Adilabad-Mumbai Nandigram Express

11140 Gadag-Mumbai Express

Short termination of Express trains at Pune

17317 Hubballi-Dadar Express JCO 7.1.2022& 8.1.2022

11030 Kolhapur–Mumbai Koyna Express JCO 8.1.2022 and 9.1.2022

Short Origination of Express trainsfrom Pune

11029 Mumbai – Kolhapur Koyna Express JCO 9.1.2022 and 10.1.2022

17318 Dadar- Hubballi Express JCO 8.1.2022and 9.1.2022

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Sunday, 28 May 2017

10:04

Remarks on AC Local -Railway Board

Remarks on AC Local -Railway Board

Railway Board makes scathing remarks on AC local

ICF has been asked to fix responsibility for manufacturing the rake

Also submit a detailed schedule of all tests to be carried out on the rake

RDSO and BHEL have been asked to submit the final commissioning of the rake
Member Rollin Stock, Railway Board inspected various railway facilities in Mumbai a couple of months ago. The notes from this visit have been uploaded on IR’s website. Railway board member has made some harsh remarks about the air-conditioned EMU rake which is currently undergoing testing. A short summary of the remarks:
A. He notes that the rake is badly delayed due to some issues which could not be resolved. RDSO and BHEL have been asked to submit the final timeline for commissioning of the rake & also submit a detailed schedule of all tests to be carried out on the rake.
B. ICF has been asked to fix responsibility for manufacturing the rake with 4335 mm height even though max allowed height is 4275 mm on Central Railway.
C. Various deficiencies were noted in the rake with regards to high noise, vibrations, improper interiors & internal furnishings.
These issues need to be addressed before pressing the rake into service. Some of the issues are:
1. Very high level of noise when AC units are switched on. It should be brought down to permissible noise levels

2. Low height of luggage racks

3. Projections over seating area due to large size

4. AC unit height is more than permissible height

5. Vestibule (portion that allows walking from one coach to other) and floor are at different heights causing uneven flooring

6. Vestibules are tilting, which creates gap between coaches. Design needs modification

7. Public information system needs to be more elegant and at a better location

8. Loose screws were found on flooring & flooring sheets were uneven

9. Grab handles were broken. A sturdier design needs to be used

10. Height of grab handles should also be looked into

11. AC unit in motorman’s cab blows cold air directly on the back of motorman which will be uncomfortable for him

12. CCTV camera should be provided

13. LED lights should be used

14. Number of fans should be reduced and their speed too should be reduced

It looks like the rake has many deficiencies & was hurriedly despatched from ICF. There is still no clarity on when it will be inducted into regular service. That day does seem to be quite far off.
During the inspection of Matunga workshop, Siemens rake motorcoaches too were inspected. Recently CR has been hit by a spate of cracks in bolsters of Siemens EMUs. A bogie bolster is the central section of the bogie that carries the entire weight of a coach on it. Cracks in such a critical component is a safety issue. CR has been working proactively to ensure all rakes are in a condition fit to run.
These issues are most probably due to poor manufacturing/quality control at ICF. In his notes, the member of board is critical of this as well. He says:
a) From January 2017 to February 2017, 24 cases of cracks in bolster have been reported. 2 coaches having cracks were inspected.
b) As this is a critical item for safety, ICF was asked to come up with suitable repair procedures quickly. The repairs should be carried out by manufacturer of bogies under supervision of ICF.
c) ICF should trace manufacturer of each defective bolster.
d) RDSO should carry out the audit of manufacturing processes of suppliers.
e) Siemens rakes have started showing high levels of corrosion in various parts of the coach in just 6-7 years. ICF should investigate and take corrective action on it.
Overall, this report reflects poorly on ICF. Their quality and finishing have come under criticism from the board. This is nothing new though, as the lack of quality is clearly visible even to the naked eye.

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Tuesday, 22 December 2015

19:34

Deloitte’s Railway Restructuring Report to be ready by March 2016

Deloitte’s Railway Restructuring Report to be ready by March 2016

The country’s largest civilian employer wants to reduce its wage bill. But can the Railways convince its men? As it expands its network and reach, particularly when large scale projects are taking shape under JV/SPV/PPP models, apart from High Speed Rail lines, Indian Railways needs more manpower to maintain its tracks and for smooth operations. But the practise of matching creation of posts by surrenders, is a hassle.

New Delhi: When Railway Minister Suresh Prabhu tweeted on September 24, that the Indian Railways (IR) has mandated consulting firm Deloitte to formulate a manpower policy for its gazetted officers, it left the officer-community of the public sector behemoth, confused.

It was probably the first time that the IR was roping in a consultant to take a re-look at the line-up of its officer cadre. The IR is India’s second largest employer, after the Indian Army, with a total headcount of 13.34 lakh, and a wage bill of ₹76,242 crore in 2014. Of the total headcount, 17,100 are officers, including 2,597 doctors.

The ‘railway-men’, excluding the paramedical and security personnel, total 12.2 lakh. Manpower costs, including pension payouts, constitute over 50 per cent of the IR’s cost (wages and allowances make up for about 33 per cent, and pension about 17 per cent).

Deloitte has to study the functioning and the role of the departments at the zonal and divisional levels. By evaluating the scope of outsourcing and technological up gradation, the consulting firm will suggest a more rationalised manpower of officers that will be required to run the Railways. This will determine the future recruitment of officers. Deloitte is expected to submit the report by March 31, 2016.

Officer community

The officer community is perplexed because the IR is already conducting studies, called work study, on how many posts in the organisation can be ‘surrendered’ – the organisational speak for rationalising manpower. In the last 10 years, the IR has recommended surrender of 1,35,485 posts, of which 94, 203 were actually surrendered. Where did the remaining posts go?

Data from the organisation show that for the fiscal year 2015, 14,420 posts were recommended for surrender. Of this, only 9,038 were surrendered, and the rest of the posts that were proposed, were not agreed to. Till now, 8,927 posts are pending surrender. Indian Railways did not reply to a query on why its zones have either not agreed to surrender, or are delaying it. The organisation didn’t reply to a query on the number of officers posts that the IR was planning to surrender.

A work study gives a recommendation on the number of positions that can be surrendered after analysing a particular activity conducted within the IR. Apart from studying the productivity and time taken to complete the task, the work study suggests ways, including technological upgradation, to make it more efficient. For instance, using a loop line to eliminate the reversal (change of direction) of a train helps save time, money and manpower. The study identifies posts that can be done away with. Usually, the employee is either promoted (to do away with the post) or deployed in another department with appropriate training. Sometimes, the organisation waits till the employee retires, and then makes the position redundant.

“The problem is that such work studies are not done scientifically and are conducted by untrained people who have a single point agenda – ensuring surrender of posts,” says a Divisional Railway Manager (DRM ) requesting anonymity. Most of the IR employees requested that their identities not be disclosed as the issue was sensitive.

Adds the DRM, “I was asked to surrender ticket counters based on IRCTC bookings. Why are departments arm-twisted to fall in line?” Trade unions are worried about the job security of lower-ranked employees. “They (those who conduct the study) never discuss surrendering of posts with us. The parameters used for surrendering posts are totally unilateral and totally against safety,” says Venu P Nair, Vice-President, All India Railwaymen’s Federation. A senior office bearer of the rival union, National Federation of Indian Railwaymen, says: “Work study is based on assumptions, and not practicality. IR’s policy related to the surrender of workmen’s posts should be reviewed.”

Departmental rivalry

But why are the officers, who consist of less than two per cent of the IR’s workforce, being rationalised first? The DRM says: “The Minister probably did it as a compromise. First reduce the number of officers, and then lower the staff strength down the organisation; otherwise, the unions will be up in arms. There is about three per cent retirement every year in IR. Of this one per cent is filled up, and two per cent is natural attrition. You have to take unions on board.”

Over the years, the IR has been able to reduce workforce from 18 lakh to 13 lakh. But to reduce it further to 11 lakhs, mechanisation is needed, says S.K.Sood, General Manager, Central Railway, in a recent interaction. “That will be possible only if we raise fares, and more money is spent on material and machines. With just 7 paise of every rupee earned by the IR available for doing maintenance, and procuring materials/machines, it is not feasible.” There is also a shift towards induction of skilled manpower. The latest year book of IR says that the ratio of supervisors to workers changed from 25:75 in 1950-51, to 90:10 in 2013-14.

Complicating things is the practise of matching a creation of a new post by the surrender of another. Usually, creation of a new post is based on a half-yearly requirement sent by each department. The requirement is scrutinised and put up at the AGM for approval. The unions are opposed to the practice. Nair says, “One per cent reduction in workforce every year was one of the mandates of the 6th Pay Commission. As on date, there are two lakh vacancies. Our opposition (to surrendering) is due to safety issue.”

Adds a Chief Engineer from the Electrical department: “Departments are unable to find posts to surrender whenever new assets are created. Due to the electrification across the country, new electric engine sheds have come up. We need to recruit more maintenance staff but that can be done only by surrendering existing posts. Where are the posts to surrender when we are creating a new asset?”

Moreover, there should be a simultaneous reduction in mechanical staff from the loco department (which looks after diesel engines) as electrification increases. “This does not happen due to departmental rivalry. The mechanical department refuses to let go of its employees and this is one of the reasons why surrender of posts is not agreed to by zones,” he adds. With the Bibek Debroy Committee, on the proposed restructuring of the IR, observing that a high degree of ‘departmentalism’ affected the work culture of IR, there is an urgent need to rationalise the manpower.

IR officials add that departments often display the behaviour which symbolises the proverb ‘might is right.’ Advancement in technology has ensured that operations in a railway station can be controlled by a single route relay interlocking cabin. “However, the traffic department continues to resist it, scared of losing its manpower, and in turn, its might. In a small station, for instance, controls are at three places- two cabins and a station – working 24X7. Six people were required for any shift, adding up to 24 people each day,” says a senior official from the Signal & Telecom Department.

When this operation is centralised, cabins become redundant and the requirement of manpower reduces to four. This reduces the salary bill, as only two maintenance staff are required. However, that did not happen as the Operations Department did not surrender these people. “For them, the well-being of their department is more important than the organisation. This tendency is prevalent right from the grassroots to the Railway Board,” he adds.

A paradox

Despite the need to rationalise its manpower, the IR is also facing a shortage of personnel. Says the S&T official: “There is a massive shortage of maintenance staff for signalling assets and the staff increase is not commensurate with the requirement. Frequent signal failures are due to the lack of maintenance.” The problem amplified in the last decade, with the addition of seven new zones to the existing nine. “The number of people who opted to go to the newer zones was low. For instance, the traffic accounts at Garden Reach, South Eastern Railway (SER) was trifurcated into SER/SECR(South East Central)/ECoR (East Coast Railway),” says the senior official from the zonal accounts department. “Newer zones have 100-120 people in their traffic accounts department, whereas the same department in older zones are about three times larger.

Poor financial health

Indian Railways has seen costs spiralling due to various factors such as implementation of two pay commission reports, creation of seven new zones, capacity utilisation of over 100 per cent in its trunk routes – the golden quadrilateral and its diagonals; and lack of focussed capital expenditure. In addition, there was no hike in the fare for nearly a decade even though oil prices hit all-time highs. And to add to the woes, the IR lost freight customers to other modes of transport.

“Increase in zones has led to project spill-over from one zone to another, and eventually led to conflicts,” says an officer from the Operations Department. IR is pursuing various technology initiatives through its arm, Centre for Railway information Systems, as part of an endeavour to speed up processes, reduce costs and improve service delivery. The new technologies include systems to manage freight operations information, human resources, and ticketing and reservation. Moreover, practices such as cash collection from stations, which is now outsourced to banks, are now a passé, thus unlocking manpower. Process improvements such as avoiding reversing, wherever needed, are also being implemented.

For instance, IR recently announced a change in the route of the 145-year-old Howrah-Mumbai Mail. From April, the train will no longer go via Allahabad, and will instead use the nearby Chheoki bypass. This will translate into a saving of one hour as touching Allahabad means reversing direction and change of engine. The loco change is now likely to be done at Mughalsarai, where the train asit is halts for 15 minutes.

Possible solutions

So what is the solution to the huge manpower hurdle faced by IR? The basic flaw starts at the top, says Nair. “Inter-departmental conflicts are the creation of higher ups. What are they doing? If they want they can resolve the conflict.”

Some ask for the redeployment of people from areas of surplus to those of scarcity. “If ticket-booking clerks are in excess, they can be redeployed as ticket checkers,” says an officer from the Commercial Department. “Excess people are a drag on the financials, especially when you have the Seventh Pay Commission coming up,” says the DRM. “A lot of staff is used for maintenance because of poor quality of material and spares. IR has to decide whether it wants to create mechanics or a factory, which provides high-end employment in manufacturing. For example, there is a railway workshop in Mumbai’s Lower Parel, which is on one of the most expensive real estate in the metro. Automation will ensure five times the existing output. Just tell the staff nobody will be sacked and get more output by making them work smarter with better machinery with better technology.”

But the unions say mindless automation could compromise safety. “First do technology upgradation and then find out redundant manpower then redeploy. There should be no technology enhancement without method review. They are not deploying additional manpower in sections where the number of tracks increased, for instance the same staff maintain the extra two tracks between Kalyan and Kurla in Mumbai Division,” says Nair. “There are chances of revenue leakage if suburban train ticketing is outsourced to individuals,” adds the NFIR Union official.

A recent report by Morgan Stanley on Indian Railways identified a key risk in employee costs that will strain internal generation of cash. With wages at 55 per cent of traffic receipts, internal generation is likely to be constrained, it said.

For some, a review of the organisational structure is an imperative. “A thorough examination of whether a three-tier structure of Board, Zone, and Division is required.This has to be properly assessed as it has ramifications for the whole of India. Organisation structure should be made leaner; as on date there are at least 13 levels in the hierarchy between the bottom and the top in any department,” says the officer from the Operations Department.

The recruitment system could come for a revision. At present the recruitment for officers in IR is departmentalised, and there is no fungibility of personnel between departments. A mechanical engineer remains in the Mechanical Department through his career. Similarly, a mechanical engineer recruited through the civil services examination for the accounts or personnel department, remains there. Even if there is a need, one can’t be substituted for the other.

At present, the recruitment in several departments is done through the engineering and civil services examinations conducted by the Union Public Service Commission. The Debroy Committee instead suggested two options for recruitment. One was a unified Railways Service examination.

And the other was to merge the engineering services under the Indian Railways Technical Service, and non-engineeringservices as Indian Railways Logistics Service. This would involve job rotation and an objective, performance assessment system. This may help rationalise the workforce.

Amidst all the undercurrents, it remains to be seen what Deloitte comes up with in March. (Courtesy: K Raghavendra Rao, Business Line)
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Wednesday, 25 November 2015

23:17

1.1 Lakh Crore Corpus Fund by name Rashtriya Rail Sanraksha Kosh for Infra, Safety -Indian Railways

1.1 Lakh Crore Corpus Fund by name Rashtriya Rail Sanraksha Kosh for Infra, Safety -Indian Railways

Indian Railway to create Rs 1.1 Lakh Crore Corpus Fund by name Rashtriya Rail Sanraksha Kosh for Infra, Safety

New Delhi: Indian Railways is working on a proposal to create a mega fund by the name Rashtriya Rail Sanraksha Kosh (RRSK) with a corpus of more than Rs 1.1 lakh crore that will be used to implement its drive to upgrade the creaking rail infrastructure.

The rail ministry has set up a six-member committee headed by the Executive Director of the planning directorate to prepare a blueprint for the scheme, including sources of the fund and areas in which it will be utilised.

“The idea is to seek a bulk of this fund from the finance ministry which will be channelized for multiple projects. This includes around Rs 40,000 crore for elimination of unmanned level crossings and replacing the old signalling and telecom infrastructure which are responsible for more than a half of train accidents,” a senior railway board official told Business Standard, on condition of anonymity.

The committee has sought inputs on fund requirements from different directorates – mechanical, electrical and civil engineering etc – which will come by the end of next week. The committee will then create a consolidated proposal within a month that will be put up to the finance ministry. “The initial estimate works out to Rs 1,10,239 crore but it is likely to be expanded further,” the official said.

Another senior Railway Board official said discussions on the source of the fund are still at a preliminary stage. “It is still not clear whether a separate cess would have to be levied to create the fund like it was done in 2001. But the fund would be used largely for addressing safety related issues,” he said.

A similar fund to bolster safety infrastructure was introduced during the tenure of former railway minister Nitish Kumar in 2001 to wipe out the accumulated arrears of renewal of over-aged assets including tracks, bridged, signalling gears and rolling stock.

It was created with an initial corpus of Rs 17,000 crore of which Rs 12,000 crore had come from the finance ministry as dividend-free capital. The fund was closed in 2008 with its balance of Rs 597 crore merged into the Depreciation Reserve Fund.

Rail minister Suresh Prabhu had earlier this month held a meeting with Finance Minister Arun Jaitley seeking assistance for creation of a special fund for safety upgradation. Officials said the fund will be channelised for elimination of level crossings, of Train Collision Avoidance System (TCAS), track renewals and signal upgradation.

Following the recent spate of train accidents, Prabhu has announced a zero accidents mission. Officials said the RRSK fund is part of that initiative to address the causes of accidents. The year 2015 has seen eight train accidents because of derailments. Two trains had derailed within minutes at the same spot near Harda in Madhya Pradesh in August claiming 29 lives, forcing Prabhu to tell zonal General Managers to pull up their socks.
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Thursday, 22 October 2015

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Tuesday, 8 September 2015

09:29

CIDCO zeroes in on RITES Ltd for Navi Mumbai Metro DPR

CIDCO zeroes in on RITES Ltd for Navi Mumbai Metro DPR

Mumbai: The RITES Limited is likely to prepare a detailed project report (DPR) for Phases II (MIDC Taloja-Kalamboli-Khandeshwar) and III (Taloja MIDC-Pendhar) Interlink of the Navi Mumbai Metro as well as connectivity to the Navi Mumbai International Airport.

CIDCO hopes to initiate the tendering process for Phase-II by next year. The development agency is in advanced talks with RITES Limited over preparation of DPR for both projects. Once the formalities are worked out, RITES will be awarded the job of preparing the DPR after a formal approval by the CIDCO board.

Though the DMRC too had prepared a project report for Phase-II, CIDCO has certain issues with the present alignment of the Metro as per the DPR prepared by DMRC and wants it to be re-validated by RITES.

“There is a problem with the alignment of Phase-II, especially at Jawahar Industrial estate, as there is lack of space adjoining the alignment, while additional land has to be acquired for an alignment on Line-3 near Taloja MIDC. Considering these issues, we wanted a revalidation of the DPR and also a look at various options such as going underground at these locations. Therefore, we have approached RITES,” said a CIDCO official.

“The DPR will help us in deciding on whether to go over ground or underground or change the route slightly. We are working out the modalities of the scope and also the financial aspects of the DPR with RITES. Once that is worked out, we will put it before the board for it to be approved,” the CIDCO official added.

RITES has assured that the DPR would be ready in about four months once they are awarded the task and CIDCO officials hope to start the tendering process once the DPR is ready. “One of the issues to be examined is of going underground or above ground at certain sections. The expenditure for going above ground is around Rs 300 crore per kilometre, while an underground line costs about Rs 600 crore per kilometre,” said a CIDCO official. “The DPR will also study the pattern of passengers and the internal rate of return.”

Meanwhile, Phase-I of the Navi Mumbai Metro may be operational only by the middle of 2017.

The Navi Mumbai Metro is a rapid transit system under construction in the Indian city of Navi Mumbai, Maharashtra. The planning and construction of the Navi Mumbai Metro is being overseen by the City and Industrial Development Corporation (CIDCO). The system is planned to consist of three rail lines covering a total distance of 106.4 kilometres (66.1 mi). The foundation stone for the project was laid on 1 May 2011; following construction delays, the metro’s first line is projected to open in 2017. The metro’s technological infrastructure and rolling stock are being provided by Ansaldo STS, Tata Projects and CSR Zhuzhou

The Navi Mumbai Metro project received formal approval on 29 April 2010, and a public hearing on 21 May 2010 reported no major objections to the plan. CIDCO was named as the implementing agency of the Belapur–Pendhar–Kalamboli–Khandeshwar line, under the Indian Tramway Act 1886, by the Government of Maharashtra on 30 September 2010. The metro’s foundation stone was laid on 1 May 2011 by Chief Minister Prithviraj Chavan, and general foundation work on the system’s first phase commenced in October 2011. In March 2012, CIDCO released the metro’s complete master plan, including a proposed connection to the Mumbai Metro.

In February 2013, thousands of villagers in the Navi Mumbai area protested against CIDCO’s inaction on local housing developments and its failure to provide restitution for locals affected by infrastructure projects. The protesters pledged to “shut down the CIDCO head office and all development projects in the region. These will include the metro project and any progress on the airport project”.

Network

The Navi Mumbai Metro is planned to consist of five lines, totaling 106.4 kilometres (66.1 mi) in length. As of 2015, Line 1 of the metro is under construction, with operation projected to commence in 2017.

The 23.40-kilometre (14.54 mi) Line 1 consists of 20 stations. The proposed route will link Belapur, Kharghar, Taloje, MIDC, Kalamboli and the Khandeshwar railway station, terminating at the proposed Navi Mumbai International Airport. Line 1 is expected to be completed by 2017.


Funding

All the phases of Line 1 will be constructed and funded by CIDCO. Lines 2 and 3 will be funded by the Navi Mumbai Municipal Corporation and Mumbai Metropolitan Region Development Authority respectively. The total cost of Line 1 is estimated to be ₹4068 crore (US$610 million).

Construction

The 23.40-kilometre (14.54 mi) Line 1 consists of 20 stations. The proposed route will link Belapur, Kharghar, Taloje, MIDC, Kalamboli and the Khandeshwar railway station, terminating at the proposed Navi Mumbai International Airport. Line 1 is expected to be completed by 2017. Line 1 is planned to be developed in 3 phases:

Rolling Stock

In 2014, the Chinese company CSR Zhuzhou signed a contract with CIDCO to supply rolling stock for the first phase of the metro’s Line 1. The contract is worth 300 million yuan, including maintenance. The three-car trainsets would be 64.6 metres (212 ft) long and 3.1 metres (10 ft) wide, with a passenger capacity of around 1,100 and a maximum speed of approximately 80 kilometres per hour (50 mph). The trains would feature stainless steel bodies, air-conditioning and LED lighting.

Infrastructure

An international consortium of companies including Ansaldo STS, Tata Projects and CSR Zhuzhou will provide the electrical and mechanical systems for the first phase of Line 1. Ansaldo will conduct systems integration and supply train control systems, telecoms, fare collection systems and equipment storage. The metro’s standard gauge network would be electrified at 25 kV AC, with power provided via an overhead catenary.
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Thursday, 6 August 2015

07:48

DIAB’s Core Material enters the Rail Electrification Beauty Pageant

DIAB’s Core Material enters the Rail Electrification Beauty Pageant

You have probably seen the masts that provide electricity to railways. They are usually plain poles and arms of little or no visual interest. Functional, but ugly. But what if they could be designed with nature in mind? That is what Oxford Architects thought when entering the UK Government’s infrastructure competition for HS2, the new high-speed rail link planned to connect London with the north of England. And since innovative design deserves innovative material, why not turn to DIAB for assistance?

In order to achieve faster, quieter and more reliable journeys, as well as critically reducing the long-term life cycle costs of rail infrastructures, railways are heavily investing in electrification upgrades. In Great Britain, there are many electrification projects planned over the coming years. Among them is HS2, the new high-speed railway line from London to the north of England.

Well proven but plain

A railway electrification system supplies electric power to railway trains and trams without an on-board prime mover or local fuel supply. The overhead electrification technology is well proven and understood. The only problem is that most transport-related overhead line masts are very functional and not very attractive. Unlike most elements of railway infrastructure that have had some good design applied to them from time to time, electrification masts seem to have been totally overlooked. That is, until now.

Challenging the ordinary

Oxford Architects are an innovative, professional design company looking to create contemporary design solutions for buildings and structures. In January 2014, Oxford Architects submitted an entry to the UK Government’s HS2 (High Speed Rail Link) international competition project.

The project brief challenged the current infrastructure framework for the support of the rail electrification system. It called for alternative designs offering an improved aesthetic that could be implemented along the length of the new train route, cutting through areas of outstanding natural beauty.

Ground-breaking design based on composites

To create a lightweight structure that could be connected to the ground in many different ways, depending on the topography and embankment conditions, Oxford Architects contacted DIAB for help with the composite material to stabilize the horizontal and vertical beams.

With Divinycell P100 as core reinforcement, Oxford Architects developed a totally new structure design for the electrification. Called “Fronds in the landscape”, it took cues from nature to form a concept totally in tune with the landscape. This is the first time composite materials were considered for construction of an electrification system, enabling both a lightweight and complex cost-effective shape.

This was also the first time that Oxford Architects had worked with DIAB.

– Working with DIAB was essential, says Tony Mullin, Partner at Oxford Architects. It allowed us to mesh technology with design at a conceptual level to ensure that what we were proposing was robust and deliverable. Although we didn’t win this time, it would be great to cooperate with DIAB on another project another day.

This project shows what sandwich composites, being lightweight and easy to shape, can bring to architects and designers looking for innovative and challenging designs in novel applications.
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04:47

New Zones and Divisions on Indian Railways

New Zones and Divisions on Indian Railways are set up keeping in view various factors like size, workload, accessibility, traffic pattern and other operational/administrative requirements, consistent with the needs of economy and efficiency. 

At present, there is no plan to set up new divisions on Indian Railways, except those with headquarters at Gulbarga, Jammu and Silchar, which were announced in February, 2014. In addition, a Committee of senior officers from Railways has also been constituted to examine the issue of setting up a new railway zone in the successor State of Andhra Pradesh, in terms of Item No.8 of Schedule 13 (Infrastructure) of Andhra Pradesh Reorganisation Act, 2014. 

Konkan Railway is not attached to any Zonal Railway. It is under the control of Konkan Railway Corporation Limited (KRCL), a Central Public Sector Enterprise (CPSE) under the Ministry of Railways, formed with the mandate of construction and operation of Konkan Railway. 

This information was given by the Minister of State for Railways Shri Manoj Sinha in a written reply to a question in Lok Sabha. 

Source:PIBNEWS.

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Thursday, 18 June 2015

19:53

Railway Minister strongly advocates Automatic Sharing of Tax Information to all Nations at G20

Railway Minister strongly advocates Automatic Sharing of Tax Information to all Nations at G20

New Delhi: India has strongly argued for widening the agenda for sharing of information on tax issues and has called for holding a round table on infrastructure to deepen investment in this critical sector. Railway minister Suresh Prabhu, India’s sherpa for the G20 meeting, raised several issues to highlight the concerns of emerging economies.

In an interview on the sidelines of the G20 Sherpas meeting in the Turkish resort town of Bodrum, Prabhu details the agenda ahead for the G20 to lift inclusive growth globally. Excepts:

What were the key issues that you raised?

India is chairing the emerging economies group. Before the G20, we meet informally as a group so that we can more or less have a similar position.We expressed our concerns and one of the issues that we have talked about is trade. We are seeing a worrying phenomenon globally, that the share of global trade is declining.

We need to find out the reasons, structural or otherwise, which are contributing to it. It has been agreed that we will look into it. For India, it is a great opportunity because we are growing at 7.5% without global trade growing.

What has been the movement on anti-corruption and tax issues?

This is something which has been our very strong stand.The prime minister took it up in Australia. I had also taken it up. We are repeating that. There are two things.One is BEPS (Base Erosion and Price Shifting). It is a tax evasion if not a black money issue. Two, automatic sharing of information, which has significantly changed the way global black money is generated.Today , unless you have a treaty, you don’t get information. Even if you have a treaty, they say you must show criminality then only you can get information. This automatic sharing of information which G20 has agreed…I requested that this be extended to all countries of the world so that we can have something like a UN mandate. Every country will be sharing, so, automatically , the concept of tax haven will disappear. We should try to make it a universal convention like we have so many other conventions.

What was the discussion on infrastructure?

I had said in December that what we should do is to organize a round table. See, there is a very unique phenomenon.On one hand, there is so much of liquidity. Global economy is not expanding but there is so much of liquidity globally . At the same time, one of the rea sons why global economy is not expanding is that demand is not there and that too in developed countries. We said why not create demand by investing in infrastructure. Some countries said we should try to find bankable projects but we said what is bankability . If you take 30 years time frame, bankability will always be there. We have said there could be a number of roundtables to bring all the stakeholders in infrastructure -investors, countries like India which has projects where matchmaking would be possible.

Was there any discussion on skills?

Thanks to India, G20 has taken an initiative called G20 skills.So if you can link the need, for example in Japan, there is a need for nurses as people are getting old. If you can link need with availability, then we can train our nurses here for Japan but Japan will have to change rules of migration. We are very keen on employment.India has been saying that for quality youth, jobs should be created. But India has reservations which I strongly put forward that there should not be any monitoring because the G20 is saying that we will monitor it. There is no proper database about it, no proper method, so unless you develop those methodologies transparently , there is no point.
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Tuesday, 16 June 2015

20:53

Structures near ready, Kochi Metro stations on track

Structures near ready, Kochi Metro stations on track

Big parking lots will be confined to major stations, while the rest will mainly have space for two-wheeler parking

Kochi: With structures of Kochi Metro stations fast nearing completion, the Urban Mass Transit Company Limited (UMTC) is probing means to ensure the best use of parking space at stations.

Big parking lots will be confined to major stations such as Aluva, Kalamassery, Cusat and Edappally, while the rest will mainly have space for two-wheeler parking.

“The feasibility of having multi-tier parking is also being probed,” metro sources said.

The metro’s parking policy will be announced in another three to four months, wherein parking on station premises will find detailed mention.

Track-level works are going on at half a dozen cantilevered station structures of the total 16 stations in the metro’s Aluva-Maharaja’s College corridor. The two-metre-wide square pillars will support the 21-metre-wide cantilever stations.

“Fire-retardant materials will be used in station construction to ensure passenger safety for up to two hours in case of a fire breakout. The interior will have a standardised design with some element of a location-specific theme, while the Indian Institute of Architects (IIA) is working on a dominant regional theme that will be adopted for station exteriors.”

Each station will have two tracks, in continuance of the metro viaduct. The Muttom station will have three tracks, the third meant for trains being taken to the adjacent coach-maintenance depot. Land for all the stations has been acquired, while it is pending at a few places in the Maharaja’s Ground-Pettah corridor.
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Monday, 25 May 2015

07:39

Hyundai Rotem to expand its footprints in India’s Construction & Railway business

Hyundai Rotem to expand its footprints in India’s Construction & Railway business


New Delhi: Hyundai Motor Group’s Chairman Mong-Koo Chung met with India’s Prime Minister Narendra Modi to exchange ideas on Korea-India’s auto industry’s cooperation and mutual development. This was stated in a press release issued by Hyundai Motor India. The company has expressed its desire to expand its business into sectors like construction and railways in India. The Group, at present, is the largest exporter of cars from India. Hyundai Motor Group started its railway business in India with Hyundai Rotem securing its first order in 2001. In the construction business alone, the company has successfully secured business in bridges, harbours and power plants.


Chairman Chung mentioned, “Hyundai Motor’s Chennai plant is a symbol of Korea-India economic cooperation and I thank the Indian government for its support in Hyundai Motor’s growth in the Indian Market.”

Chairman Chung commented “I hope in the future Hyundai Motor Group will be able to continue its cooperation with India in other areas such as construction and railway to play a more meaningful role in Korea-India’s mutual economic development.”

Modi replied “It is a great pleasure to meet with Chairman Chung. Hyundai Motor plays a key role in India’s auto industry. India will actively seek possible ways to continue its cooperation with Hyundai Motor. I hope Hyundai Motor will become a leading global company through its success in India.”

Hyundai Motor, in its first year in the market, ranked second among the car brands in India. It continued to launch strategic models specifically targeting India and now leads the market by selling 400,000 vehicles annually.

The Indian plant can currently produce up to 650,000 units operating on three shifts and improving the UPH (unit per hour) within its two plants.

Hyundai Motor Group started its railway business in India with Hyundai Rotem securing its first order in 2001. By securing subsequent orders such as Bangalore and Hyderabad metro deals, Hyundai Motor Group has the largest market share in India’s EMU market.

In the construction business alone, Hyundai Motor Group has successfully secured business in bridges, harbors, and power plants. Hyundai Motor Group is aiming to expand its business as the Indian government is actively investing in infrastructure projects.

In the auto component business, Hyundai Motor is helping its business partners in its expansion into the Indian market. Currently, 71 component suppliers including 42 tier I suppliers have expanded into the Indian market along with the Hyundai Motor and continuing its growth in the market.

As the auto industry output continues to increase Hyundai Motor will support its component suppliers to attain business with other global auto companies in India, the release added.
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Friday, 24 April 2015

08:04

Five years later, no green light for India-Bangladesh rail project

Five years later, no green light for India-Bangladesh rail project

Agartala (AGTL): The proposed India-Bangladesh railway connectivity project has yet to take off, five years after it was sanctioned. According to officials here, it’s not certain when work can start, since no funds have been allocated yet.

The Rs. 575-crore ($90 million) project was finalised in January 2010 when Bangladesh Prime Minister Sheikh Hasina met her counterpart Manmohan Singh during her visit to New Delhi.

“The central government is yet to provide required funds for the project. The land acquisition and subsequent works for the railway project connecting Tripura with Bangladesh would be delayed,” a top official of the Tripura government, who did not want to be named, told.

He said the state government had recently approached the railway ministry again to allocate funds. “No funds were allocated in the railway budget for 2015-16, even for land acquisition.

The cost of the project was earlier estimated at Rs.271 crore. In addition, Rs.302 crore are needed to acquire around 98 acres of land in India for laying the tracks.

A Northeast Frontier Railway (NFR) official said: “The work to lay the 15-km railway track to link Agartala with Bangladesh’s southeastern Akhaura city is yet to start although the two countries are very serious to execute the plan.”
State-owned Indian Railway Construction Company (IRCON) is expected to lay the tracks on both sides of the border with five kilometres falling in the Indian territory.

“The new railway connectivity between the northeastern state and Bangladesh would boost the socio-economic, trade and business ties between the two countries,” Tripura Transport Minister Manik Dey told reporters at the State Secretariat last week without elaborating when the funds for the project would be released. He said it would become cost-effective to ferry men and material between the two countries.

Tripura’s capital Agartala came on the country’s railway map in October 2008. At present, the distance between Agartala and Kolkata is 1,650 km which would get reduced to 650 km if a line is constructed through Bangladesh.

The NFR is the nodal agency to implement the new railway project, for which alignment of line and other technical details had been finalised by the officials of India and Bangladesh
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Saturday, 9 August 2014

21:58

Railway Board plans to set up Auto Storage, Export Unit in Cochin

Railway Board plans to set up Auto Storage, Export Unit in Cochin

Cochin: In what could be a major boost to the infrastructure of Kochi, the Railways is eying to set up an automobile storage and export unit at the Mattancherry wharf here.

The proposal, mooted by the Railway Board, has been brought before the Cochin Port Trust (CPT) for discussion. The Mattancharry wharf belongs to the CPT, and boasts of a railway line.

On Thursday, the Railway Board’s Advisor (Infrastructure) Mr.Gireesh Pillai visited the proposed site, and told the Railway officials to earmark the space available for the Railways to join hands with the CPT to start the plant.
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