Thursday, 31 March 2016

Nomura Global Markets urges IR to move towards a more Commercial Approach

Nomura Global Markets urges IR to move towards a more Commercial Approach


Nomura Global Markets ResearchNew Delhi: A reputed international market research organisation has advised Indian Railways to move towards a more commercial approach including phasing out of cross-subsidies between freight and passenger fares, between commercial and non-commercial lines and services and rightsizing the employee base.
The Japan based Nomura Global Markets Research Institute in its report has pointed that given the need to meet social objectives and in view of limited Government resources in India, a mix of socialist (public funding) and capitalist (private funding) models will likely be required.
Suggesting that Indian Railways learn lessons and experiences of other countries like United States, China and Japan to look for commercial or market based approach, the research report has mentioned that the current Railway Minister (Suresh Prabhu) has proven to be more proactive with several developmental issues and Nomura’s recommendations already being implemented.
The report has sharply criticized the inadequate investment over many decades which has led to railways reeling under severe capacity strains, hampering its services and making it uncompetitive but simultaneously given thumbs up to Prabhu’s approach in attracting investments, which according to the Japanese marketing team, is in “dire need for investments”.
“Political and social considerations have often dominated the economic considerations, amplifying the inefficiencies by cross-subsidising passenger services through higher freight rates. Over time, this has resulted in a vicious cycle of low investments and political interference, resulting in poor service quality and lower profits to plough back into investments. We believe to break this cycle, the government needs to step up investments in railway infrastructure,” says the Nomura report.
The Ministry of Railways had commissioned the organistaion for a research report for measures to re-invigorate Indian Railways. Appreciating Prabhu, Nomura has said that with an apolitical and reformist Railway Minister at the helm, a roadmap to revive IR’s efficiency, financials and spending was clearly in the offing.
“In our view, profitability achieved through these changes would generate the necessary funds for gradual capacity expansion, raise the efficiency of railways as a mode of transport (for logistic companies), lower logistics costs and have a multiplier effect on boosting manufacturing competitiveness and GDP growth. The government would need to continue to play a key role in providing services on less profitable routes from a social perspective,” it said.
Talking about several committees and various expert groups formed to address the challenges faced by IR over past decades, Nomura has said that a lot of these committees have time and again highlighted steps to bail out the IR but action has rarely been taken. Talking about the latest Bibek Debroy Committee, Nomura has pointed that most of his recommendations is already been done and on the right tracks.
The Nomura Global Research team has also appreciated the government’s move to empower the zonal railways to carry out projects which is departure from earlier projects were scrutinised by the Planning Commission, Ministry of Finance and CCEA even when financed by private parties.
Further it has also compared the fact over the past three decades, India’s road network has tripled, whereas the railway network (ie, total track length in route km) has grown by just 11 percent.

Railways – Engine for Growth over the Next Decade: Religare

Railways – Engine for Growth over the Next Decade: Religare


Religare has come out with its sector report on Capital Goods & Infrastrusture sector. According to the research firm,We believe IR has the potential to emerge as the next engine of growth in capital investments in India over the next decade!

Download Full Report Here: CapitalGoodsInfrastructure_PL
Railways Engine of GrowthMumbai: The central government has chosen railways as one of important driver for capital formation given the huge potential and multiplier impact it can have on the economy (~5x). Government has put together a plan to significantly step up investment in Indian Railways (IR).
It has planned an investment of over Rs 8.5 trillion over next five years, more than 3.5x over previous five years. In line with the plan, FY16 and FY17 saw allocation increase by 51% and 21% respectively.
In efforts to sustainably turn around railways, focus is not only on investment, but also other long term structural reforms to bring in efficiency, accountability and transparency. While investment plan might sound ambitions, sound financial plan makes it more reliable.
While putting mammoth organization like railways on track is a tall task, over the past one year many creditable steps have been taken which is expected to start bear fruits. We believe IR has the potential to emerge as the next engine of growth in capital investments in India over the next decade.

Chennai Metro Rail to go Solar in 6 months

Chennai Metro Rail to go Solar in 6 months


The power panels will generate 1MW that will take care of 30 per cent of energy requirement

Chennai: In six months, Chennai Metro Rail may have its first solar power generation facilities with a production capacity of 1MW.
According to officials of Chennai Metro Rail Limited (CMRL), they have signed an agreement with a firm in this regard.
At first, the solar power panels will be installed on the rooftop of the shed in the depot at Koyambedu; then, they will explore the option of installing it in stations too, officials said.
This depot, which sprawls over 26 hectares, is being built at a cost of Rs. 198 crore; and it houses stabling lines, workshops, washing plants for trains and also the Operation Control Centre (OCC) from where all trains of Chennai Metro Rail can be controlled and monitored.
“Currently, we use about 40,000 units of electricity; if this solar power generation begins, it may be able to take about 30-40 per cent of the total energy consumption. We may be able to use it for various functions including running of escalators, lifts and other such purposes,” an official said.
Ramya Gopinath of Solar Mango, a solar energy consulting firm said aiding the supply of electricity with solar power is a great initiative for mass rapid transit.
“1MW may not be huge investment for a mass rapid transit like Chennai Metro Rail; but it is a good startWith 1MW, they can meet up to 30 per cent of the total energy requirement. But it will help to a great extent only if they eventually increase the production capacity. It will be better if they at least go up to 3 MW,” she said.
Delhi Metro Rail had exploited this resource to such an extent that they were given an award for the highest capacity installation of grid connected solar power plants on rooftops last year.
They have commissioned about 2,000 KWP of rooftops solar plants and also signed a power purchase agreement for another 7MW capacity.
In December, they signed an MoU with Solar Energy Corporation of India for production of 500MW for catering to its upcoming phase III project.
Similarly, Bangalore Metro Rail too has made plans to exploit solar energy potential in its station premises.

Railway Minister underlines need for Strategies to make India a ‘Superpower’

Railway Minister underlines need for Strategies to make India a ‘Superpower’


RM Suresh Prabhu at Panaji
Railway Minister Suresh Prabhu delivering key-note address at the golden jubilee celebration of Srinivassa Sinai Dempo College of Commerce and Economics at Panaji on Tuesday in the presence of chairman of Dempo Charities Trust Srinivas Dempo, principal of the college Radhika Nayak and convenor of the event Nikhil Vernekar
Panaji: Observing that any country, to be a global player, should have a global influence, Union Minister for Railways Suresh Prabhu on Tuesday said that such an influence could come through areas such as politics, economy, military power or soft power, and India has huge potential to influence people through its soft power, which has been repeatedly displayed by the Indian Peacekeeping Force deployed in various countries.
“India, however needs to create building blocks, set up institutions and formulate strategies to be a superpower,” he added, pointing out that India is no more looked upon as a spoiler, but as an enabler; a player who drives the process, rather than stalls the process.
Prabhu, who was delivering a lecture at the two-day international conference on ‘Emergence of India as a global power: Challenges and opportunities’, in commemoration of the golden jubilee of the Srinivassa Sinai Dempo College of Commerce and Economics, in the city, further sharply retorted that in the last few years, India has become flavour of the season, with people speaking about India very favourably, except when we talk about ourselves in India.
Stating that economy is a very complex issue, Prabhu said that in China, to make the economy grow, some 50 leaders meet and decide about the same. “And then they have the ability to make sure that what the 50 people decide will happen everywhere, including the marketplace,” Prabhu quipped, pointing out, “Here in India, our economy is completely driven by the private sector, by the entrepreneurship, which make it difficult for few leaders to sit in New Delhi and decide about it.” He further observed that in India, all the policies have to be aligned to the market forces.
“Many of the programmes introduced by the Prime Minister Narendra Modi are actually part of a much larger picture that must be seen in a proper perspective,” Prabhu observed, mentioning that economy must grow, and to make economy grow we have to change the profile of the economy. “The ‘Make in India’ programme has a potential to create many opportunities, besides creating demand for services and demand for agriculture,” he said, stating that if manufacturing drives the economy, then it becomes the engine of growth, and therefore is important.
“If one has to compare Indian Railways with the Chinese railways, then one must compare Indian investment with Chinese investment in the particular sector,” Prabhu said, adding that if we have to get the end results from our railways, then we need to invest in railway infrastructure. “And the Indian government has started such an investment for the first time,” Prabhu mentioned, informing that the government has stepped up investment in its railways significantly, besides modernising it, working on signalling, redeveloping the railway stations, and so on. “We have invested Rs 1,20,000 crore in railways, three times the amount invested by the previous government,” he noted.
Prabhu also observed that ‘Digital India’ programme will complement the global digital revolution, just as the digital revolution is set to sweep the world. “We may be late starters in creating digital connectivity and other related issues, but we will use digital platform to dispense services, to carry out businesses, for the governance, and even handling railway related complaints on real-time basis,” he maintained, stating that creativity would come only when there are challenges, and India provides this perfect scenario.
Chairman of Dempo Charities Trust Srinivas Dempo, in his opening remarks expressed pride over the fact that the Prime Minister has handpicked Suresh Prabhu and Manohar Parrikar, both with Goan background for achieving high economic rate of growth through railway engine of growth and defence engine of growth. He also stated that China bulldozes issues to get its infrastructure in place, while India shows that democracy is not equalled with inequality and sluggishness in the system.
A trustee of the Trust Pallavi Dempo, college principal Radhika Naik, vice principal Harip Khanapuri and convenor of the event Nikhil Varerkar were present on the occasion.
The audience along with the students of the college later participated in an interaction with Prabhu.

Tuesday, 29 March 2016

Indian Railways completes Digitization of Land Records

Indian Railways completes Digitization of Land Records


Mapping of all fixed assets including land on GIS of Indian Railways also started

Indian Railways Digital IndiaNew Delhi: Indian Railways has completed most of the work related to digitization of land record i.e. maintaining land data (details of acquisition/area/usages and land plans) in digital form, for this purpose a web based application called Land Management Module integrated with Track Management System (TMS) of Indian Railways has been developed.
Indian Railways have also digitized details of vacant plots of land measuring more than one acre to chalk out the blue print for monetization of its vacant land.
Indian Railway has also started mapping of all fixed Railway assets including land on Geographical Information System (GIS) of Bhuvan Satellite Imagery of Indian Space Research Organisation (ISRO) integrated with Track Management System (TMS) of Indian Railways. This system would provide the status of Railway land whether encroached or not and thus would be helpful in tackling the menace of encroachment.
Pilot of GIS mapping of IR network and land parcel has already been started on Delhi division of Northern railway. After successful implementation of the same, it will be extended to whole Indian Railways network.
Aiming at commercial exploitation of surplus land, the Railways has undertaken digitisation of records related to vacant plots owned by it across the country. Land which is not required for operational purposes in the foreseeable future is being identified by all railways zones as vacant land, said a senior Railway Ministry official. Railways has approximately 43,000 hectares of vacant land which can be exploited commercially.

Monday, 28 March 2016

Feasibility Study on 6 of 9-Semi-High-Speed sections announced in 2014 yet take off

Feasibility Study on 6 of 9-Semi-High-Speed sections announced in 2014 yet take off


Gatimaan Express Interior designNew Delhi: Mission Raftaar was one of the seven missions announced by Railways Minister Suresh Prabhu in his budget speech this year, but work on six of nine semi-high-speed sections announced in 2014 are yet take off with no money left in the hi ministry’s kitty.
The Delhi-Agra Gatiman Express is awaiting flagging-off after it received the go-ahead from the Commission of Railway Safety.
A feasibility study is being done on the Delhi-Chandigarh section by French railways SNCF, and a Chinese company is expected to submit by April a report on the Mysore-Bengaluru-Chennai section.
There has been no progress on the rest of the sections – Delhi-Kanpur, Nagpur-Bilaspur, Mumbai-Goa, Mumbai-Ahemdabad, Chennai- Hyderabad and Nagpur-Secunderabad.
This when Railways has the expertise, locomotives and coaches to increase the speed up to 160 kmph.“The assessment done by Railways for completing these nine sections pegged the amount at Rs.15,000 crore. We have the knowledge and need no outside expertise to increase the speed but there have been no orders from the top to take up the task.
No funds have been allocated for the projects except these three,” said a ministry source.
Another officer said that the maximum speed the Railways is now able to operate trains at is 130 kmph and that there is only one train – the New Delhi-Bhopal Shatabadi Express – that runs at 150 kmph. “When we are talking of bullet trains of over 300 kmph speed and an investment of nearly 1 lakh crore, we should also focus on an incremental increase in the speed of other trains,” he said.

Friday, 18 March 2016

Rating Agencies says L&T Hyderabad Metro project prone to Risks

Rating Agencies says L&T Hyderabad Metro project prone to Risks


India-Ratings L&T Hyderabad MetroHyderabad: Larsen & Toubro’s delayed Rs 16,000 crore metro rail project in Hyderabad is prone to significant risk in terms of the time it will take to complete as well as revenues it will earn thereafter, rating agencies have said.
The project has suffered substantial delays owing to various constraints including Telangana government’s advocated route chang es. Underscoring the apprehensions repeatedly expressed by L&T Metro Rail on the project’s economic viability, India Ratings said said it was sceptical about the actual usage of the metro rail in terms of ridership.
India Ratings, which recently assigned AA (SO) rating for Rs 1,000 crore of debt instruments that indicate high degree of safety on timely servicing of financial obligation thanks to unconditional and irrevocable undertaking from L&T, has highlighted many risks.
It said the project’s physical progress was only 49.6% at the end of June 2015 compared to the planned progress of 73.5%.
ICRA, another rating agency that assigned AA rating for Rs 1,250 crore of non-fund facilities, said, “With the project execution delayed due to alignment disputes with government of Telangana, the project COD (commercial operation date) is expected to be delayed by six to 12 months from the targeted date of June 2017.”
It further said, “Speedy execution without any further delays cost overruns as well as targeted ramp up of fare and non-fare revenues post COD would be critical for the credit profile of the SPV and IDPL (L&T Infrastructure Development Projects Limited).”
India Ratings said “despite a detailed analysis of various factors likely to impinge on patronage, cash flows remain vulnerable to forecasting limitations”. It said, “Although the project has a strong economic rationale, the actual usage of the metro rail in terms of ridership and growth will become clear only after the project becomes operational.”
A senior L&T Metro Rail finance official, who did not wish to be named, said highlighting the risks associated with the project was routine for the rating agencies.”We could secure better rating for the bonds since they were guaranteed by our promoters.
A senior official from Hyderabad Metro Rail Corporation, who did not wish to be named, said that in case of Bangalore Metro, none of its Metro Rail routes touches the IT Corridors of Bangalore.  Bangalore enjoys strong global IT power with majority of the residents employed in IT Sectors as well, whereas none of the IT Corridors have Metro Rail.  In case of Hyderabad, it is different, as majority of the routes on the Nagole-Hitec City, LB Nagar-Miyapur etc covers the most commercially viable routes where the traffic is more covering all the Eduacational, Banking, Government, IT and Manufacturing hubs.

Railways, ISRO to sign MoU over Remote Sensing, GIS Technologies

Railways, ISRO to sign MoU over Remote Sensing, GIS Technologies


ISRO Railways tie upNew Delhi: Aiming at effective use of space technology in remote sensing and graphic information system (GIS) based applications, Railways is set to join hands with Indian Space Research Organisation (ISRO).
An MoU will be signed between Railways and ISRO, under Department of Space, tomorrow for developing applications in the field of remote sensing and GIS.
The MoU will enable use of space technology tools in providing passenger information for all trains, indicating next station/stoppage, real-time train-tracking, survey of new rail route alignments particularly in hilly and difficult terrains.
It will also aid in conducting track vulnerability studies, mapping of assets, audio-visual warning to road users at unmanned level crossing gates and introduction of web-enabled rail user-centric services.
Currently, Railways is using space technology for providing connectivity to Passenger Reservation System (PRS) counters and unreserved ticketing system at remote  and non-rail head locations.
Besides this, the technology is used for emergency communication using satellite phones from disaster sites, Global Positioning System ( GPS) for various applications like remote monitoring of locomotives, passenger information system in Mumbai suburban trains and synchronised clocks and WiFi facility in select Rajdhani Express trains.

Railways launches new Policy to ramp up Freight volume

Railways launches new Policy to ramp up Freight volume 


New Delhi: Aiming at increasing freight volume, railways today launched a new traffic rationalisation policy which includes multi-point loading facility for covered wagons and increasing distance limit for mini-rake facility to 600 kms.
“Our 2/3rd revenue comes from freight. We have to improve freight revenue collection and we will also rationalise freight rates,” Railway Minister Suresh Prabhu said.
The policy aims at increasing freight by about 6 million tonnes as it has allowed multi-point loadings and also increased the distance limit for loading mini rakes to 600 kms from current 400 kms.
“Railways will be market-friendly. We will be guided by market forces and we will be market-oriented. We will keep upgrading our policies so that we do not lose our freight,” Prabhu said.
Earlier loading was permitted for point-to-point service which was favouring big players. But now it would allow multi-loading facility which will benefit small players too, railways said.
The public transporter has been witnessing continuous erosion of its share in cement dispatch. Railways share has come down from over 40 per cent at the beginning of the financial year 2015-16 to around 37.8 per cent in January 2016.
We need to gear up and all our steps will be completely transparent, Prabhu said.
The traffic rationalisation move is expected to help cement and fertiliser sectors in transportation to smaller markets as the policy entails allowing multi-point loading in covered wagons which was earlier not permitted.
The measures like introducing mini rake, multi-point loadings will provide much needed support to cement sector and at the same time, help Railways in ensuring that its share does not deplete any further.

Tuesday, 15 March 2016

Can’t compare Indian Railways to Chinese: Suresh Prabhu

Can’t compare Indian Railways to Chinese: Suresh Prabhu


Suresh Prabhu imageNew Delhi: Railway Minister Suresh Prabhu on Monday asserted that Indian Railways can’t be compared to those of China and other developed countries. “What the Chinese have invested into railways is a mind boggling number. From 2009, they have put in more than 2 percent of their GDP whereas our share was 0.4 percent of our GDP.
“The Chinese economy, which is the second largest in the world, is worth $10 trillion, whereas ours id around $2 trillion. So there cannot be a comparison, but yes, we need more investment and we are finding out resources for that,” Prabhu said while replying to a discussion in the Rajya Sabha on the railway budget.
“German railway had a debt of $16 billion while Chinese railways, before it was corporatised, had a debt of $428 billion, which roughly makes 25 percent of our entire GDP.
“Thus we are not able to do what Chinese railways managed to do. Even Japanese railways when it was worth $72 billion had a debt of $32 billion,” he said, insisting that Indian Railways must not be compared to railways of developed countries.
“PPP in railway is an old idea. The UPA government had approved it in 2006. We would need investment from outside the normal revenue stream as investing money is important,” Prabhu said, asserting that even then prime minister Manmohan Singh had recommended private investments to finance railway projects.
The railway minister termed the Pay Commission as another hindrance in managing railway finances. “It (7th Pay Commission) came into operation from January 1 this year. Railway was passing through testing times economically in the past one year and there was a pay commission. Every time when pay commission comes, the operating ratio drops dramatically but this is the first time it has not gone down,” he told the house, accepting that the railways “had a big problem in paying” its employees. Despite that we managed to keep a decent operating ratio. We had a problem on the income side and we faced problem while paying in terms of pay commission and bonuses as we had accepted a bonus act in this house where we had removed the minimum sealing. Railway had to bear the brunt and of course we were complaining later,” he said.
“Cleanliness has improved substantially in all parts of railway. It has improved inside the coaches. We have launched an SMS service named ‘Clean my coach’ which has been launched on all India basis. We have already started implementing the programmes which were announced during the budget,” he said.

Monday, 14 March 2016

Book on Metroman ‘E Sreedharan’ released

Book on Metroman ‘E Sreedharan’ released


A book on E Sreedharan, an extraordinary railways engineer, manager and human being. E. Sreedharan is role model to many he is the much-admired engineer and technocrat . He won many accolades for finishing the Delhi Metro project within budget and on time. He is known for his efficiency and discipline . He is very strict with regard to the productivity standards. It is quiet surprising to find that he never spent more than the eight-hour workday in office. Sreedharan’s years with the Railways, the building of the Kolkata Metro and the Konkan Railway, followed by the Delhi Metro, and the many more is discussed in this issue.

Karmayogi, a biography of E Sreedharan, which is a translation of MS Ashokan’s Malayalam version by Rajesh Rajamohan, provides an insight into the man behind the legendary technocrat. A career that expanded well beyond 1990, when he retired as Member (Engineering) at the Railway Board, he set new standards in efficiency and integrity.
karmayogiThe author has tried to capture personality traits of the ‘Metroman’ — as Sreedharan is widely known — from various perspectives: a reputation built on his honesty, integrity and his project implementation skills.
A staunch follower of the Bhagvad Gita, Sreedharan’s basic mantra has been to be honest in one’s private and public life in such a way that ‘you don’t need to try hard to convince anybody; stand firm and not cede an inch while discharging your duties with conviction’.
This also means keeping professional skills up-to-date, holding in esteem the downtrodden in society in your plans, being morally upright and following habits that rejuvenate both body and mind.
He practices yoga and would encourage his colleagues to do so. The book is dotted with interesting anecdotes about Sreedharan’s project management skills.
Some of it was outright innovative such as rebuilding of the Pamban bridge, a 2.3 km rail bridge across the sea between Pamban and Rameshwaram, in just about one and half months! The bridge had been washed away in a cyclone in 1964.
A big success
The job involved rebuilding 126 girders that had been washed away. In a business as usual scenario, the girders would have had to be built and brought in from Gujarat and Assam, which would have taken more than six months.
But, after Sreedharan went to ground zero and interacted with locals, he learnt from the fishermen that the girders were still visible under water at a depth 40-50 metres.
So, he had all of them recovered, designed the bridge around the girders, and used the services of f Mappila Khalasis, who were known for their traditional and effective methods of hauling massive objects.
The job was completed so far ahead of time that it led to a funny incident. On the very day that the then Railway Minister replied to a query in Parliament in Delhi that it would take about a week for the bridge to be rebuilt, the All India Radio announced the trial run of a train on the bridge, with the print media celebrating it the next day.
The project implementation was widely acknowledged and Sreedharan was also awarded Rs. 1,000 for the same. His daughter was born during the time, whom he did not go to meet till his task was completed.
Kolkata metro experience
The Kolkata Metro project shows how Sreedharan had to give in for lack of support from several quarters. In this project, Sreedharan was associated as deputy chief engineer-planning and design.
As the metro was a new technology for India, Railway Board got an invite for a meet on metro systems held in Japan.
Kolkata Metro’s Chief Engineer JM Roy declining an offer to go to Japan for an international conference on metro as he had only a couple of years left in service and instead recommended Sreedharan as his replacement.
In early 1970s, when nobody would let go of a chance to go abroad, Roy’s act was a pleasant surprise for Sreedharan. He stayed in Japan for four more days to see the Tokyo closely.
The Indian embassy in Tokyo was also of help and Sreedharan picked up ideas for his model designs from them, which were in Japanese. But he did use them to make a prototype.
That said, the Kolkata metro project became a victim “old bureaucratic malaise of dawdling incompetence,” the book quotes Sreedharan. There was no coordination of the railways’ undertaking with the State government. A 9 km link took 11 years to complete, with another stretch taking another 11 years.
Sreedharan says that “it was a relegation of technology of the modern world to the background and dumbing down of it to an Indian administration’s version.” He moved out of the project after four years, aware of the futility of it.
Sreedharan was also at Cochin Shipyard as its CMD. A decision taken to procure a part of the ship, Rani Padmini, from a Polish maker at much cheaper cost, against the earlier norm of procuring German components, shows his willingness to break away from the beaten path.
Konkan marvel
Then there was the Konkan Railway project, which he took up after retirement, involving multiple States. The book describes in detail how he got political support from across States for the project, managed the land acquisition and rehabilitation process, and used local bikers to create goodwill.
He hired the team for the Konkan Railways’ project by focusing on strength of character and honesty. The team had decided not to micromanage daily activities.
Employees under them too had been given powers relevant to their roles, and make them accountable for the same.
The intent was to empower employees to take decisions and avoid the culture of dependency on superiors in trivial matters, points out the book. He took progress review meetings every month, the minutes of which were not noted as he felt they were a waste of time.
Crowning glory — DMRC
His next successful project was the Delhi Metro. In all his contracts, Sreedharan ensured contractors were paid on time, he took timely decisions to make contractors perform their work. He had promised contractors that no decision would take more than 48 hours.
At times, to not delay the work, he took decisions on spot — such as building another tunnel, though the concerned official had apprehensions about the extra funds.
The leader’s backing in such instances is necessary today when many government officials are simply not willing to take decisions for fear of being hounded by vigilance.
Sreedharan, who is known for his integrity, had also pointed out the perils that vigilance bodies could have had on a construction organisation. There are certain areas where the author touches upon critics’ views, but has not elaborated on them.
Sreedharan never spent over eight hours in his office, did not take files home, and post retirement from DMRC turned down a job that offered him ₹20 lakh a month. He lived out of the pension of Indian Railways, with the DMRC salary going towards charity.
The accounts of how he has resisted politicians and officials, dispels some of the deep cynicism within us.
Metro Man, may your tribe increase.
MEET THE AUTHOR
MS Ashokan is an author and senior journalist with more than 20 years of experience. Based in Kochi, he currently works with the Deshabhimani daily.

50 Rail Coaches lit up by Solar Panels being made in Jodhpur Workshop

50 Rail Coaches lit up by Solar Panels being made in Jodhpur Workshop


Jodhpur: Come March-end, and 50 rail coaches equipped with solar panels will be rolled out from the North Western Railway (NWR) workshop in Jodhpur.
Fitted on the roofs of the coaches, the solar panels will power the tube lights and fans, but only in non-AC coaches.
This is the first time that such coaches are being manufactured in such a number. Earlier versions have been on pilot basis.
Once these 50 coaches start to run on a regular basis, it is estimated that the railways will reduce 239 tonnes in carbon emission, save 1,000 litres of diesel annually, which amounts to savings of Rs 45 lakh.
The cost of fixing these panels is estimated at Rs 2.5 crore. With regular maintenance, the panels can be expected to function for about 15-20 years.
“Twelve panels with high capacity have been fitted on each the coaches. These will generate 3.6 kilowatt power during full daylight. However, the requirement to meet the load of CFL and fans is 1.6 kilowatt per coach at a time,” said Anil Singhal, general manager of North Western Railway (NWR). Jodhpur and Delhi, he said, are the two cities where solar-enabled coaches are being produced.

Wednesday, 9 March 2016

Population & Traffic woes forces India to announce new Metro Rail projects

Population & Traffic woes forces India to announce new Metro Rail projects


Metro Rail rushIndia’s congested cities are awarding new rail projects at a record rate, creating a boon for companies such as Siemens to Larsen & Toubro Ltd in a sector forecast to offer $5.8 billion worth of orders next year.
India currently has about 300 km (186 miles) of operational metro track laid across seven cities in a country with an urban population of 400 million, a network that is smaller than the size of London’s Tube network which serves a city of nearly nine million.
In a bid to boost public transport, Prime Minister Narendra Modi’s government last week said it would boost the budget to expand the Delhi metro by almost a third on the previous year, as well as provide more funding for other state authorities.
Analysts at Axis Capital estimate India will award construction of 650 kms of track worth 2 trillion rupees ($30 billion) over the next three to five years. Annual metro rail-related orders in India have totalled about 200 billion rupees in each of the last three years.
Even if some of those projects remain on paper, the potential for manufacturers and engineering firms like Germany’s Siemens, France’s Alstom SA and locals like BEML Ltd and Larsen & Toubro Ltd is too big to ignore.
“The way metro rail boomed in China is about to happen in India,” said Tilak Raj Seth, the head of Siemens India’s transport business, which is supplying signalling and electricification for projects in Delhi and Chennai.
Bombardier India’s unit, part of the Canadian group, has a backlog of 160 metro coaches and forecasts demand for another 3,000 by 2021.
Alstom India Ltd is on course to double the revenue earned from metro projects to 200 million euros ($220 million) this financial year and is targeting 1 billion euros a year by 2021, its managing director said.
“What India completed (in laid tracks) in the last 20 years, I would expect that we will complete that in the next 2-3 years,” managing director Bharat Salhotra told Reuters.
He said Alstom would spend 25-30 million euros over the next few years to expand its Indian factories, after winning orders to supply carriages for the cities of Jaipur and Kochi.
RUSH HOUR
DMRC officials said that the supply of new coaches for the busiest lines is going to commence only from December 2016, whereas, the number-formula for cars in the Capital is set to kick in from January (file photo)
DMRC officials said that the supply of new coaches for the busiest lines is going to commence only from December 2016, whereas, the number-formula for cars in the Capital is set to kick in (file photo)
India’s rush to build more metros is a late one: booming populations and rising car ownership have created traffic-choked cities, slowing movement of goods and people in the places where most of India’s future economic growth will be made.
China has built metro rail networks in about 25 cities spanning more than 2,000 kilometres, largely in the last two decades, while India has barely managed 300 kilometres, most of it in Delhi, in 13 years.
It’s a rate of construction India needs to quickly up as its urban areas are expected to become home to an additional 200 million people by 2030.
As well as the projects in 19 cities completed or approved, at least eight more cities including Patna and Agra, have drawn up plans – although experts caution at least some of the schemes will remain on paper.
Other cities have struggled. Mumbai, the second most densely populated city on earth, has managed to build just 11 kilometres of track in a decade, after problems acquiring land and contractual disputes. A new line in the southern tech hub of Bengaluru has missed a series of deadlines for completion.
($1 = 67.0200 Indian rupees)
($1 = 0.9106 euros)

Tuesday, 8 March 2016

Ernst & Young appointed as Consultant to tap Advertising Potential of Indian Railways

Ernst & Young appointed as Consultant to tap Advertising Potential of Indian Railways


Indian Railways appoints Ernst & Young (EY) as consultant to mop up Rs.5000 Crore advertising revenue potential from the Railway Stations and Passenger Trains.  EY – a global leader in its Assurance, Tax, Transaction and Advisory services shall identify assets and pricing strategy across 7000 stations for the purpose of advertising.
Ernst & Young Railways AdvertisingNew Delhi: Initiating a large-scale exercise to identify and leverage pan-India advertising opportunities in railway stations and trains, Indian Railways has appointed Ernst & Young (trading as EY) as consultant to undertake this job on its behalf.
Headquartered in London, EY operates as a network of member firms which are separate legal entities in individual countries. The Railway PSU, RITES, the consulting wing for Indian Railways, awarded the mandate to EY following a multi-party bid, said a release.
Minister of Railways Suresh Prabhakar Prabhu has been emphasising on increasing revenues through the non-fare box route, especially through advertising. Initial estimates have indicated the advertising potential of the Railways in excess of Rs.5,000 crore over the next few years.
EY has been assigned the job of tapping the advertising potential of Indian Railways assets, including a fleet of trains in a wide network of about 7,000 railway stations across India. EY’s specialised offering, Marketing and Advertising Risk Services (MARS), will help Indian Railways identify assets across its stations for the purpose of advertising and will also develop a pricing strategy to evaluate them for advertisers. The firm has commenced its exercise.
This is the first time in the country that such a large scale project on advertising for Railways has been initiated. The move aims to enhance revenue through non-fare box route as emphasized by Railway Minister. The exercise to help develop packages meeting specific demographic and geographic needs ensuring ease of business to advertisers and increased transparency & accountability and also help create a neutral assessment on the return of investments by advertisers in this medium.
In preliminary discussions held between Railway and EY officials, it was emphasised that the exercise would be completed in a time-bound frame.
Currently, advertisers face a number of concerns in the outdoor media industry, including lack of reliable data pertaining to site visitors and vandalism of outdoor assets. Hence, an important aspect of this exercise will be the creation of packages that meet specific demographic and geographic needs. Further, the advertising contracts need to be modified so as to allow ease of business to advertisers and increase transparency and accountability.
A unique aspect of this exercise will be the creation of a neutral assessment on the return on investments by advertisers in this medium. Advertisers struggle with the measurability of traditional media. In the case of railway assets, eyeballs, quantity of time spent and segmentation of viewers is highly quantifiable as the Railways maintains ticketing and station footfall data in its database.
In these discussions, Chairman, Railway Board, A.K.Mital said “this move by the Indian Railways will allow for revenue enhancement for the enterprise without putting any burden on its passengers. EY and Indian Railways will engage with leading advertisers through the course of this project for effective optimisation of railway assets. In the past, the railways has used its assets to earn revenues through advertising, but limited the same to train wraps and display spaces in stations. This is the first time that a large-scale project to identify and leverage pan-India advertising opportunities has been initiated.”
As per media reports, Farokh Balsara, Partner and National Leader – Media and Entertainment, EY India said, “there has never been a nation-wide assessment of the advertising potential of assets on such a large scale. We are excited and proud to be associated with Indian Railways on a project that will generate advertising revenues and, in turn, help to expand and improve services for commuters. This aligns with EY’s purpose of building a better working world.”
News media also reported Bharat Rajamani, Director, EY India, saying “through this mandate we will create a new medium for advertisers to leverage in order to reach their target audience. With a large expanse of assets and high measurability of its reach, the Indian Railways’ assets will be beneficial to local and national clients alike.”