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| Date | 2020-12-01 |
|---|---|
| Type | Commercial Circular |
| Topic | reservation |
Depots, Track Machines and Ballast Depots at suitable locations. The Corporate Headquarters will have the senior managers and staff of different disciplines of Engineering, Traffic, Finance, HR and Administration. Maintenance staff will be stationed at integrated maintenance depots located 160 kms apart on the DFCCIL as well as at sub depots located 80 kms apart a) Training: Training shall include a training…
Dedicated Freight Corridor Corporation of India Ltd (DFCCIL)
A Govt. of India (Ministry of Railways) Enterprise
1
CONTENTS
CHAPTER
PAGE
1.
Introduction
03 - 11
2.
Asset Design Parameters
12 - 16
3.
Business Plan for DFCC
17 - 28
4.
Organization Structure & Training
29 - 51
5.
Construction Planning
52 - 56
6.
Information Technology
57 - 58
7.
Risk Management
59 - 64
8.
Social and Environmental Management
65 - 73
9.
Material management
74
10. Other Initiatives
75 - 77
Glossary of Terms
78 - 79
2
PREFACE
Dedicated Freight Corridor Corporation of India Ltd. (DFCCIL) has been given a
mandate to construct, maintain and operate Dedicated Rail Freight Corridors across
the country. To begin with, the Government of India has entrusted DFCCIL with
construction, maintenance and operation of Eastern Corridor between Sanehwal near
Ludhiana to Dankuni in West Bengal and Western Corridor connecting Dadri in Uttar
Pradesh to Jawaharlal Nehru Port (JNPT) in Mumbai.
The Corporate Plan, akin to the construction of DFCs, is a “work-in-progress”. It
includes the business plan, which itself is in dynamic state and therefore, subject to
constant updation and modification, as DFCCIL undertakes the challenge of building
one of the largest rail transport infrastructure initiatives post-independence. While the
role and scope of DFCCIL is clear. The rules of engagement between Ministry of
Railways and DFCCIL are detailed in the concession agreement.
The Corporate Plan is an effort to pin point our sense of direction so that there is
organizational alignment and focus and clarity about the job at hand.
3
CHAPTER - I
INTRODUCTION
1.0
Indian Railway is a life line of Indian economy, traversing length and breadth of
country with total route length of approx. 68442Kms.
The Indian Railways carried a whopping 1221.48 million tonnes in 2018-19. What
Indian Railways achieved from 1950-51 to 2000-01 from 73.2 million tonnes to 473.5
million tonnes, a net increase of 400 million tonnes. Greater achievement was
accomplished in next 17 years from 2000-01 to 2018-2019 from 473.5 million tonnes to
1221.48 million tonnes, an increase of 747.98 million tonnes. Going forward, Railways
has an ambitious plan of achieving the freight volumes to the tune of 2165 million
tonnes in few years. This is achievable as given elasticity of the rail transport demand
with GDP growth rates being in the vicinity of 1.1 to 1.2.
However, there are serious challenges and constraints. Many of the key arteries and
routes of Indian Railways, particularly those on the Golden Quadrilateral are now
bursting at their seams and operating far in excess of their capacity. Today the Indian
Railways have mixed corridor where both Mail/Express/Passenger trains share the
same track with the freight trains and although, it is the freight traffic which is the bread
and butter, the Mail/Express/Passenger trains invariably takes precedence over the
freight trains. As a result, the average speed of freight trains is relatively low. The
average speed of the freight trains on Indian Railways is approx. 23.6Kmph, and this
has an adverse impact on Indian Railway’s performance and competitiveness. It is a
fact that freight tariff on the Indian Railway is also one of the highest in the world.
This translates into higher supply chain costs which in turn results in loss of
competitiveness of Railway in the market. Therefore, it is imperative to
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