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| Circular number | No. 2018/SP/MPS/1 |
|---|---|
| Date | 2018-05-09 |
| Type | Commercial Circular |
| Topic | reservation |
Manpower management strategy for Indian Railways Comprehensive Annual Maintenance contract of IPS system
GOVERNMENT OF INDIA (भारत सरकार) MINISTRY OF RAILWAYS (रेल मंत्रालय) RAILWAY BOARD (रेलवे बोर्ड) No. 2018/SP/MPS/1 New Delhi, Date : 09.05.2018 The General Managers, All Indian Railways and Production Units. Sub: Manpower management strategy for Indian Railways. There is a compelling need for General Managers to adopt a concerted Manpower Management Strategy for sustainable growth of Indian Railway. In this context, a Manpower Strategy Note (copy enclosed as Annexure-l) has been prepared in the Board. Drawing from the note, Board(MS,CRB) have decided to formulate the following action plan to serve as guidelines to General Managers for manpower management in their respective jurisdictions. The Action Plan is as under :- i) Yardsticks of O&M activities of all departments be revised taking into account :- a) Technology upgradation over past two decades. b) ‘Outsourcing experiences’ among different activities in various Railways (A copy of the collated list of activities from the 68 Divisions is attached in Annexure 2). c) ‘Benchmarking’ standards set by different Railways ii) General Managers of each Zonal Railway to conduct, individually, a Zero Based Review of yardsticks of O&M activities listed against each as per table furnished below. CV Stick Activity लि Zonal Railways ः i P-Way Main aintenance ie CR, SECR _ Other Civil Engineering Activit ECR, NWR - _Electrical - TRD_ en हि a NRNFRO _Electrical - TRS _ _ __......... SCR, SER लि | _ Electrical - Coach Maintenance including AC _ AC SWR,WCR | Electrical- General and Others WL ECOR, WER _Mechanical-Coach Maintenance SR, ER | Mechanical — Locomotives __ oo __ ; | WR, NCR Environment and House Keeping | _ Telecom | _ Operating ee "Commercial _ हे | Personnel ee | _Engineering Workshops i _S&T Workshops -2- This exercise should be completed in a comprehensive manner by July 10", 2018 and presentation to be made to the Board thereon. General Managers may conduct a weekly review of the progress of this exercise within their jurisdiction, to adhere to the said time-line. Each Railway and Production Unit should conduct a Zero Based review of activities of non-safety categories and explore possibilities of redeployment in light of some categories having lost relevance in the current context. Also each Railway and Production Unit should review Manpower requirements, Datums and Incentives in their respective units, wherever applicable. Each Railway and Production Unit should aggressively pursue multi-skilling. In the event, where there is a dire need for creation of posts each Railway and Production Unit should focus on creation of posts of ‘Artisans’ rather than unskilled labour. All essential safety category staff deployed in administrative units in Railway Board, Zonal Railway Headquarters, Divisional Railway Headquarters, to be repatriated immediately to their respective field units. Any exception should have the personal approval of PHODs for Zonal Railway Units and DRMs for Divisional Railway Units. General Managers to periodically review such exceptions given. A quarterly review of the extent of implementation of these guidelines shall be made by Railway Board. aan CT i (G.V.L. Satya Kumar) Executive Director(Strategic Planning) email: [email removed] Telefax : 23389101 Mob : 9717647687 2 | Strategy Note for Manning New Infrastructure Note for Manning New Infrastructure A. Background : Manpower Costs ~ 65% of IR’s earnings Manpower costs on Indian Railway have a direct implication on the future sustainability of the organisation. In the FY 2016-17, staff costs at %65,779 crores, constituted 55.36% of Indian Railway’s ordinary working expenses(OWE) and 39.8% of the Gross Traffic receipts(GTR). Alongwith the pension outgo of F 40463 crores in 2016-17, the total staff cost including pension was = 1,06,242 crores at 64.28% of IR’s Gross Traffic Receipts. With the annualized decadal growth in staff cost (without pension) being 13.9% and pension outflow being
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