Friday, July 11, 2025


KINDLY CONFIRM THE LIMITS IN VARIOUS RAILWAYS 

 ASSOCIATE FINANCE

HISTORY OF FINANCE DIRECTORATE IN RAILWAY BOARD

WIN FUNCTIONS ARE FINANCIAL ADVICE AND KEEPER OF ACCOUNTS

F A – FINANCIAL ADVISER

C A O – CHIEF ACCOUNTS OFFICER

         CONSTRUCTION FINANCE

         STORES FINANCE

         WORKSHOP FINANCE

         TRAFFIC FINANCE

         ESTABLISHMENT FINANCE

The work in the Stores Finance involves

  1. Vetting of Indents
  2. Vetting of Tabulation Statements & Brief Note
  3. Vetting of Purchase Orders
  4. Concurrence to Finance Proposals

Vetting of Indents/ANEs: Stock Item:

  1. A-Category: vetted by Associate finance.  Quantity tendered to be verified with respect to EAC approved by COS/CMM.  Buffer is taken for 1 month and for Safety/Vital items it is 2 months.  If EAC being adopted is more than 10% of the last three year’s annual consumption, then it is to be indicated in the observation while verifying the tabulation statement.
  2. B-Category:  Vetting not required.  Buffer is taken for 2 months and for Safety item it is 3 months.
  3. C-Category:  Quantity tendered to be verified with respect to EAC approved by competent authority.

In terms of Rly. Bd. Lr.No.2007/RS(G)/779/1 dt.16-10-08, vetting of NS demand requisition is required only for Safety items above Rs.2 lakhs and Rs.1 lakh for other than Safety item.

u  Approval of competent authority has been taken for floating a tender.  This should be verified with respect to SOP.

u  Description, drawing No., specification No. indicated in the demand to be verified with that tendered

u  Vetted original Indent is placed on file and funds duly certified (more than Rs.1 lakh).

u  Original Indent is placed on file and with funds duly certified (less than Rs.1 lakh).

u  Newspaper clipping is available of file.  The description of the item therein should match with that tendered/indented.

u  In case of amendment to the tender, copy of Corrignedum is available on file.

u  In case of Limited/Special Limited tender attention of all approved sources has been drawn.

 

Essentiality certificate for requisition of Safety item valuing upto Rs.2 lakhs by Field officer at JAG level and above Rs.2 lakhs for SAG level i.e. CWM/ADRM/DRM is needed.

Similarly, essentiality certificate for requisition of items other than Safety items valuing upto Rs.1 lakhs by Field officer at JAG level and above Rs.1 lakhs for SAG level i.e. CWM/ADRM/DRM is needed.

Signing of PAC: Indenting Officer – upto Rs.25,000

                               JAG/SG officer – Rs.75,000

      SAG officer – upto Rs.3 lakhs

     PHOD/CHOD – above Rs.3 lakhs

In case of items required for RSP, NS Indent has to be prepared invariably even if it is a stock item.

 

Vetting of Non-Stock Items Indents

Vetting of tabulated statement of tenders and briefing notes- With the introduction of eTendering,

Vetting of Tabulation Statements &  Brief Note

As per the MMIS programme, the vetting of Tabulation Statement will be as under

If there are no special conditions/PVC etc., given by any tenderers on commercial rate page, the IREPS (Indian Railway Electronic Procurement System) generated tabulation statement duly signed by the tender opening official from Stores and Stores Accounts shall be deemed as vetted tabulation statement and no further vetting by Stores Finance is required.

However, any Brief Note containing details of LPR, availability of Option clause, demand reference etc. should be got vetted from Finance before opening of tenders.

In case any updated manual tabulation statement is required to be prepared for taking PVC/conditional offer rate by tenderers with Account, such manual tabulation statement shall be vetted by Accounts as per existing procedure.

u  Special conditions such as SVC/PVC/FM/LD/ MODVAT/Discount clause have been highlighted.

u  Level of TC to be indicated as per SOP.

u  Briefing Note to accompany Tabulation Statement for Sr.Scale TCs onwards.  COS office Lr.No.S.232.P.2G &P dt.20-06-06 to be followed.

u  All sheets of the Tabulations Statement have to be signed after verification.

 

u  Special conditions enclosed to the AT form to be highlighted while verifying the tabulation statement.

u  Tender documents not signed by the tenderers and tems with financial implications not rounded off by the tender opening officials should be brought out in the observations while verifying the tabulation statement.

u  Counter offer with regard to the tendered description quoted by tenderers, if any, should be specified.

u  Details of LPR/rate from neighbouring Railways has been incorporated in the tabulation statement duly placing copies of the same in the case file.

u  Tenderers who quote FOR/Destination to be highlighted while verifying the tabulation statement.  Split up of costs to be called for purposes of bill passing.

 

Vetting of Purchase Order

Two types of POs are vetted by Stores Finance.

  1. More than Rs.10 lakhs:  Purchase involving more than Rs.10 lakhs are finalized through a constitution of Tender Committee.

        POs are made out with reference to TC recommendations and acceptance.

  1. Less than Rs.10 lakhs:  Purchase involving less than Rs.10 lakhs are directly finalized without going through the procedure of Tender Committee. 
  2. The above powers are applicable only for Stores Dept. and Stores Items of Engg. Dept.
  3. Medical Dept. have separate powers of delegation.

Vetting of Pos valuing more than Rs.10 lakhs

The following points are to be scrutinized while vetting a PO.

u  PO has been prepared as per TC recommendations and as per the orders of the accepting authority.

u  It should be ensured that there are no contradictions between the PO and the firm’s offer and subsequent letters withdrawing/modifying certain clauses/conditions based on the Rly’s request.

u  PO terms and conditions viz., destination i.e. FOB, FOR destination etc., inspection agency i.e. RDSO, RITES/Consignee, period of delivery, IRS conditions of contract, price, PVC formula should be specified, applicable rate of ED and CST, freight cost, SVC, MODVAT, payment terms, mode of despatch, EMD/SD, Guarantee terms, validity of offer etc.

 

u  Counter offer acceptance has been received from the firms.  POs should not be placed unless the counter offer has been accepted by the firm unconditionally.

u  As per the Indian Contract Act, a offer when accepted becomes a promise/contract.  Therefore, in order to convert a proposal into a contract, the acceptance should be absolute and unqualified.

u  An acceptance introducing new terms or conditions varying from that of a proposal amounts to a counter proposal and rejection of the original offer unless the party making the proposal renews it or agrees to suggested modification.

u  In case of Stock items, availability of funds is to be ensured.

u  If the value of the Non-stock PO is more than that of the Indent on account of rate, revetting of Indent is not required only additional funds have to be certified by the consignee.  However, if the increase is on account of quantity, then, revetting is required.

u  Developmental/Trial order should be boldly indicated on the PO.

u  If Option clause is available or not should also be indicated.

u  Risk purchase and details of original POs should be clearly mentioned in the Risk purchase tender POs.

u  In case a firm does not accept certain conditions of advance acceptance letter, POs should not be vetted and referred back to the TC.

Vetting of POs valuing less than Rs.10 lakhs

 These comprise of POs where there are no TC for these cases and are prepared with reference to the firm’s offer.

The role of Accounts officer in vetting in such POs acquires greater significance because these are the cases which are accepted directly by the Purchase officer and they have not been deliberated upon by a TC.

The following points are to be scrutinized.
Description/specification furnished are complete
Corrections made in the demand have been attested
Demand is vetted if the value exceeds Rs.2 lakhs in case of Safety item and Rs.1 lakh in case of other than Safety items.

u  Quantity has been reviewed

u  Acknowledgements for limited Tender/Bulletin Tender have been placed on the file

u  List of quality spares/RDSO sources/ICF sources have been placed on the file

u  Status of offer (solicited/unsolicited) with respect  to registration for the subject rate growth.

u  Rate reasonableness

u  Reasons for passing over and acceptance of offers have been recorded on each offer as well on noting side

u  Samples have been submitted if required

u  Technical suitability has been obtained

u  PVC has been updated

u  Funds certification incase of Non-stock item has to be certified by the consignee.

u  In case of Single offer for a Limited/Bulletin tender, Urgency certificate has to be given by a officer not less than the grade of SAG for above Rs.50,000 and by JAG for below Rs.50,000.

u  Apart from the above, rate reasonableness should be certified and the enquiries should have been sent to all the earlier suppliers and acknowledgements to be placed on the file.

u  If the value of Non-stock PO is more than that of the Indent on account of rate, additional funds have to be certified.  However, if the increase is on account of quantity the Indent has to be revetted by Associate finance.

u  NS requisition is to countersigned by competent authority.

u  Freight breakup given in case of FOR destination, inspecting agency indicated, payment terms, price preference/time preference, SV clause, SD, EMD, collection/waiver etc.

Check points for vetting of Modified Purchase Order

Stores Finance section vets MPOs in all cases where financial implications are involved.  The following situation could arise during the currency of contract and which will lead to modification of POs.

u  Extension of delivery period and the funds have to be booked to a different financial year as compared to the original booking.

Check points in the MPO while exercising 30% Option clause:

u  Contract is live i.e. delivery exists or supply are yet to be completed.

u  30% Option clause is available on the original PO

u  Demand is available and is placed on the fie.

u  Approval of competent authority has been obtained for exercising the Option clause.

u  Whether any tender for similar item has been finalized subsequently at a lower rate.

 

WORKSHOP FINANCE

Estimate Vetting – Pink Book, Aw, Umbrella, GM’S OOT

Indent Vetting

Vetting For Calling Quotations

Enhancement Of Imprest

Outsourcing,

Transfer Of Post and Persons, Surrender of Posts,

Vetting Of Tender Schedule

Vetting OF LOA (Letter of Acceptance)

Concurrence for increase and decrease in agreement quantity of items above 25%

With inputs from Ms Banu Regi, Sr SO, O/O FA&CAO/S&W/PER.

 

 

TRAFFIC FINANCE

  1. Publicity Proposals –Car Parking, Pay& Use Toilets, Branding of Trains, Commercial Advertisements, CCTV,
  2. Station To Station Rates – M/S Dalmia Cements, India Cements,
  3. Siding Charges – 96 Sidings In SRLy, Train Engine, Shunting Engine Hours, Haulages Charges Revised Annually By Rb In June/July
  4. Goods Proposals
  5. Long Term Traffic Contract – extending freight rate stability, certainty and assured supply of wagons to customers during the period for which the agreement is signed   involving more than one Zonal Railway (scrapped by RB).
  6. Catering Proposals – mobile/static. Now assigned to M/s IRCTC
  7. Vetting of leasing of Parcel trains above Rs 100 Crores. Less than Rs 100 Crores under DRM powers
  8. Vetting of Parcel Rates
  9. Vetting of Gati Sakthi Tourist train operations 500 trains approximately

 

but vetting of parcel rates is for 500 trains for every year from 1st June and GATI SAKTI is for charter trains operated by private parties and e-payment scheme, maintaining of all BG for all e-payment customers and dealing with all policy matters issued by RB for new proposal.

Coaching and goods proposal for write off regarding EFT ticket and goods closed station will also be received in finance section.

According to SOP powers some proposal will be sent to GM for personal sanction and other will get the sanction of PCCM with the concurrence of FA&CAO.

With inputs from Ms Suganthi AA, Traffic Accounts Office/MAS @ MMC

CONSTRUCTION FINANCE:

In Construction office, finance proposals for all the depts- Engineering, Signal &Telecommunication, Elec are dealt for

(1) Introduction of new USSOR items- (Unified Standard Schedule Of Rates)

(2) Introduction of new Non-USSOR items

(3) Interim variations

(4) Final Variation

(5) Concurrence for special cash imprest and general cash imprest

(6) Concurrence for hiring of vehicles

(7) Miscellaneous finance proposals etc

With inputs from Ms Predeepa Sr SO, O/O FA&CAO/CN/MS

 

 


Budget Review 2025-26

Understanding Demand for Grants: Railways (2025-26)

The Railways' financial statements were presented as part of the Union Budget 2025-26 by Finance Minister Nirmala Sitharaman on February 1, 2025. Indian Railways operates as a commercial entity under the central government and is managed by the Ministry of Railways through the Railway Board.

 

Sources of Railway Finance

The Railways’ expenditure is funded through three main sources:

1.       Internal Revenue: This includes earnings from passenger and freight services.

2.       Budgetary Support: Direct financial aid from the central government.

3.       Extra-Budgetary Resources (EBR): Borrowings, institutional financing, and public-private partnerships (PPPs).

Internal revenue mainly covers working expenses, including salaries, pensions, and asset maintenance. However, the surplus generated is not enough to fund capital expenditure (infrastructure projects like new lines, track renewals, and wagon procurement). Hence, capital expenditure is primarily supported by government grants and extra-budgetary resources.

 

Key Budget Figures for 2025-26

1.       Revenue Projections:

o    The internal revenue for 2025-26 is estimated at ₹3,02,100 crore, an 8.3% increase from the revised estimate of 2024-25.

o    Traffic revenue (income from operations) contributes 99.8% of the total revenue:

  Freight services: ₹1,88,000 crore (62% of total traffic revenue).

  Passenger services: ₹92,800 crore (31% of total traffic revenue).

o    Compared to the previous year:

  Freight revenue is projected to increase by 4.4%.

  Passenger revenue is projected to rise by 16%.

2.       Expenditure Estimates:

o    Revenue Expenditure (day-to-day operations): ₹2,99,059 crore, up 7.7% from 2024-25.

o    Capital Expenditure (infrastructure investment): ₹2,65,200 crore, same as the revised estimate for 2024-25.

o    The central government’s budgetary support for capital expenditure is

₹2,52,200 crore, covering 95% of total capital spending.

3.       Operating Ratio:

o    The operating ratio (expenses as a percentage of revenue) is projected at

98.43% in 2025-26.

o    This is a slight improvement from 98.9% in 2024-25.

o    A lower operating ratio indicates better financial health, as more revenue is available for investments.

 

Railway Revenue

Indian Railways generates its internal revenue from three key sources:

1.                    Passenger Train Operations

2.                    Goods (Freight) Train Operations

3.                    Sundry Revenue – This includes earnings from rent, catering receipts, commercial utilization of land, and advertisements on coaches and stations. For 2025-26, the estimated revenue breakdown is:

       Freight Revenue: ₹1,88,000 crore (62% of total internal revenue)

       Passenger Revenue: ₹92,800 crore (31% of total revenue)

       Sundry Revenue: ₹12,100 crore (4% of total revenue)

 

Railways’ Freight Growth Strategy

The Railway Board (2022) observed that while India's logistics market expanded 55 times between 1950 and 2021 (from 87 million tonnes (MT) to 4,500-5,000 MT), rail freight only grew 20 times (from 73 MT to 1,418 MT). This led to a decline in Railways' modal share in freight traffic:

       2007-08: 36%

2021-22: 26%

       Target for 2030-31: 45%

Increasing Railways’ share is crucial for both environmental benefits and efficiency improvements.

Freight Traffic Targets

       In 2022, Railways set a goal to double originating freight traffic to 3,000 MT by 2027, later revised to 2030.

       To meet this goal, annual freight traffic growth must be 9% until 2030-31.

       In 2025-26, Railways aims to transport 1,700 MT of freight, representing an annual growth rate of

4.1% over 2022-23.

       Over the past decade (2012-13 to 2022-23), freight traffic has grown at a similar rate of 4% annually.

 

Commodity-wise Freight Distribution (2025-26) The highest contributors to freight tonnage are:

       Coal: 51% (estimated annual growth rate 5.8%)

       Iron Ore: 11% (estimated annual growth rate

3.8%)

       Cement: 9% (estimated annual growth rate 2.4%)

To boost freight traffic further, Railways must attract more cargo categories, such as:

       Finished metals

       Agricultural produce

       Chemicals

       Parcels and container traffic

Container traffic is expected to grow at an annualized rate of 4.7% between 2022-23 and 2025-26.

 

Need for Capacity Augmentation

The National Rail Plan (NRP) 2020 highlighted that underinvestment in capacity has resulted in significant congestion on high-demand routes and low average speeds, making rail freight less competitive compared to road transport.

Key Congestion Issues:

       Over 100% capacity utilization on 80% of highdensity routes and 48% of highly utilized routes, leading to network congestion.

       Freight train speed in 2022-23 averaged 30 km/h, showing only a slight improvement from 26 km/h in 2012-13.

       The NRP aims to increase freight train speed to 50 km/h by 2030.

Planned Initiatives for Capacity Expansion:

To achieve this, Indian Railways has proposed:

1.       Construction of Dedicated Freight Corridors

(DFCs)

2.       Adding new railway lines

3.       Multi-lane high-density corridors

4.       Procuring and diversifying wagons based on cargo type

Capital Outlay: ₹8.5 lakh crore has been allocated for 2022-23 to 2026-27.

Currently, two dedicated freight corridors are operational:

       As of November 2024, 96% of the planned 2,843 km is operational.

       Three additional freight corridors (East-West, North-South, and East Coast) are planned after 2031.

 

Issues in First and Last-Mile Connectivity

Railways struggle to compete with roads for freight transport due to better first and last-mile connectivity in the road sector.

Steps Taken to Improve Connectivity:

1.       Infrastructure Investments: Linking industrial hubs, ports, and mining areas to rail networks.

2.       Gati Shakti Multi-Modal Cargo Terminal (GCT) Policy: o 354 multi-modal cargo terminals identified.

o    91 terminals commissioned as of December 2024.

o    Each terminal is expected to be completed within 24 months of approval.

3.       Door-to-Door Services: In partnership with India Post to enhance small parcel transport.

 

Private Investment in Wagons

Indian Railways has introduced several schemes to encourage private investment in freight wagons:

1.       General Purpose Wagon Investment Scheme – Private operators can invest in at least one rake of wagons for carrying any commodity.

2.       Liberalized Wagon Investment Scheme – Allows manufacturers and logistics providers to invest in special-purpose and high-capacity wagons. In 2022, Roll-on-Roll-Off (RoRo) services were added to this scheme.

3.       Automobile Freight Train Operator Scheme – Permits private investment in specialized wagons for automobile transportation.

4.       Wagon Leasing Scheme – Enables leasing of wagons through public-private partnerships (PPP).

 

Challenges in Attracting Container Traffic Railways' container traffic consists of:

       Export-Import (EXIM) containers

       Domestic containers (used for FMCGs, chemicals, and pharmaceuticals)

Growth Trends:

       Domestic container traffic is projected to grow at 9% annually between 2015-16 and 2025-26.

       EXIM container traffic is expected to grow at 5% annually.

       Container traffic share in total railway volume is expected to increase to 7.9% in 2025-26, up from

6.6% in 2015-16.

Key Challenges in Container Traffic Growth:

1.       Lack of assured transit time, leading to delays.

2.       Maintenance-related rake idling, increasing turnaround time.

3.       High access costs to container terminals.

4.       Expensive repositioning of empty containers, accounting for 60% of total loading costs.

 

Pricing of Freight and Passenger Services

The Railway Board (2022) noted that rail tariffs, combined with high first and last-mile connectivity costs, make rail freight less competitive than road transport.

Cross-Subsidization of Passenger Services

       Freight services subsidize passenger fares, making passenger transport more affordable.

       As of 2018-19, freight charges were nearly three times higher than passenger fares (NITI Aayog, 2023).

       Between 2009 and 2019:

o    Freight rates increased by 91%, while o    Passenger fares increased by only 28%.

Revenue Losses in Passenger Services

       Most passenger categories fail to recover their operating costs.

       Between 2018-19 and 2021-22, only AC 3-tier and AC Chair Car (in some years) generated profits.

       The Standing Committee on Railways (2024) recommended a comprehensive review of operating expenses and fare rationalization to reduce losses while ensuring affordability.

  Key Concern: Freight revenue alone is insufficient to cover passenger segment losses.

 

Railways’ Social vs. Commercial Objectives

       Indian Railways is a commercial undertaking of the government.

       However, passenger segment losses are classified as "social service obligations", raising the question of whether a commercial entity should bear social costs.

       NITI Aayog (2023) observed a lack of clarity between Railways' social and commercial objectives.

 

Slow Growth in Non-AC Passenger Traffic

       The passenger segment consists of suburban and non-suburban operations, with 90% of passengers traveling on long-distance (nonsuburban) routes.

       In 2025-26, Railways estimates 9% growth in passenger traffic over the previous year.

       However, growth in the non-AC segment has remained stagnant, possibly due to: o    Limited supply of non-AC coaches o           Higher preference for road travel

  Planned Expansion:

In December 2024, the Ministry of Railways announced plans to add 10,000 non-AC coaches.

 

Recently Introduced Passenger Train Services

Train Type

Launch Year

Features

Amrit Bharat

Non-AC Trains

2024

Fully non-AC, 12 sleeper +

8 general coaches

Vande Bharat AC Chair Car

2019

160 km/h speed, 136 trains operational by Dec 2024

Vande Bharat AC Sleeper

TBD

Can reach 180 km/h, to be operational post field trials

Bharat Gaurav Trains

2021

Tourist & pilgrimage trains

(AC + non-AC coaches)

 

Sundry Revenue: Untapped Potential

       Sundry revenue includes earnings from:

1.       Catering services

2.       Advertisements on coaches and stations

3.       Licensing land & buildings

       In 2025-26, sundry revenue is projected at ₹12,000 crore (9% increase over the previous year).

       Despite this, its contribution to total revenue remains low (around 4%).

  Railways’ Target: Increase non-fare revenue from

3.4% to 20% by 2030.

Key Measures to Boost Sundry Revenue

1.       Advertising on coaches and stations

2.       Station redevelopment projects

3.       Asset monetization

  CAG (2022) highlighted significant scope for increasing ad revenue and commercial land utilization.

 

Station Redevelopment Schemes

       Adarsh Station Redevelopment Scheme (2009-

2022) o 1,253 stations were redeveloped.

o    Financed through general budgetary support.

o    ₹9,328 crore allocated between 2018-19 and 2021-22.

       Amrit Bharat Station Redevelopment Scheme

(2023-Present)

o 1,337 stations identified for redevelopment. o Focuses on:

1.       Enhancing station infrastructure

2.       Promoting local products through kiosks

3.       Building executive lounges & business meeting spaces o   Two stations under PPP mode.

  Challenges in PPP Investment:

       Kelkar Committee (2015) recommended PPPbased station redevelopment.

       Standing Committee on Railways (2023) noted that only two bids were received for 23 proposed PPP projects, indicating low private sector interest.

 

Railway Expenditure: Key Trends and Challenges

1.  Salaries and Pension: A Major Financial Burden

       A significant portion of Railways’ revenue expenditure is allocated to staff salaries and pensions.

       Over the last 10 years, Railways has spent 69% of its internal revenue on these expenses.

  Projected for 2025-26:

       42% of internal revenue allocated to staff salaries.

       22% of internal revenue allocated to pensions.

       Both salaries and pensions have grown at 8% annually, while internal revenue has grown at only 6%.

  Pension Reforms:

       New Pension Scheme (NPS) (implemented in 2004) was expected to reduce the pension burden by 2034-35 (Standing Committee on Railways, 2020).

       Unified Pension Scheme to be introduced from April 1, 2025:

o    Employees under NPS can shift to this scheme.

o    Government’s contribution rate will increase from 14% to 18.5%, ensuring assured pension benefits.

    8th Pay Commission announced, likely increasing salary and pension expenditure.

 

2.  Rising Debt Servicing Obligation

       Railway raises extra-budgetary resources through the Indian Rail Finance Corporation (IRFC), which borrows from the market and follows a leasing model to finance rolling stock.

  Outstanding Liabilities:

       ₹1.1 lakh crore in 2015-16 → ₹4.4 lakh crore in 2025-26.

       Lease payment expenses (including principal and interest) are rising:

o    Interest payments: ₹8,598 crore (201617) → ₹31,433 crore (2025-26).

o    Principal repayments: ₹7,000 crore

(2016-17) → ₹27,905 crore (2025-26).

    In 2025-26, lease charges will consume 20% of Railways’ internal revenue.

  Concern: Growing lease liabilities could limit future investments in railway infrastructure.

 

3.  Fuel Expenses and Shift to Electrification

       In 2025-26, Railways will spend ₹38,259 crore on fuel (4% increase from the previous year).

       97% of broad-gauge routes electrified (as of December 2024).

       Transition from diesel to electricity is expected to reduce fuel costs.

  Cost-Saving Measures:

       Direct electricity procurement (Open Access Model) has saved Railways ₹13,417 crore between 2017-18 and 2021-22.

       However, only 11 states have granted open access permissions.

  Renewable Energy Initiatives:

       Railways aims to install 30 GW of solar and wind power capacity by 2030.

       However, as of October 2024, only 375 MW solar and 103 MW wind power have been commissioned.

  Challenges:

       States’ reluctance to grant open access for electricity procurement.

       Slow progress in renewable energy adoption.

  Rising Specific Energy Consumption (SEC):

       SEC measures energy efficiency in freight transport (lower ratio = better efficiency).

       CAG (2024) warns that increasing electrification may lead to higher SEC in freight.

 

4.  Limited Revenue Surplus: Hindering Investments

       Over the last decade, Railway expenditure has consumed 99% of internal revenue receipts.

       Minimal surplus available for capital investments from internal resources.

  Operating Ratio (Efficiency Indicator)

       Operating Ratio = Total working expenditure / Internal revenue.

       A higher ratio indicates lower financial efficiency (i.e., Railways spends too much to earn ₹100).

  Operating Ratio Trends:

       Above 96% since 2016-17.

       107% in 2021-22, meaning Railways spent more than it earned.

       98.4% projected for 2025-26.

  CAG (2023) Observations:

       Without certain adjustments (e.g., advance receipts, pension deferrals), the operating ratio would have exceeded 100% in multiple years.

       Indicates Railways’ financial stress and low profitability.

 

5.  Impact on Infrastructure Maintenance: Depreciation

Reserve Fund (DRF)

       DRF funds the replacement of aging railway assets (tracks, rolling stock, bridges, etc.).

     Appropriation to DRF has significantly declined in recent years.

  Budgeted vs. Actual Allocations:

       2021-22: ₹800 crore budgeted → ₹0 spent.

       2025-26: ₹1,500 crore allocated (insufficient for backlog).

  CAG (2023) Findings:

       ₹34,319 crore worth of assets need urgent replacement.

       Rolling stock and track renewals face the highest backlog.

  Concerns:

       Inadequate DRF allocation is leading to delays in asset renewal, increasing safety risks and operational inefficiencies.

 

1.  Rashtriya Rail Sanraksha Kosh (RRSK): Railway

Safety Fund

       Created in 2017-18 by the central government to renew, replace, or upgrade critical safety assets of Indian Railways.

       Originally planned as a ₹1 lakh crore fund over five years.

  Annual Funding Structure:

       ₹20,000 crore per year (₹15,000 crore from the central government + ₹5,000 crore from Railways' internal revenue).

       The fund was extended for another five years from 2022-23.

  Challenges in Funding:

       Due to low revenue surplus, Railways has struggled to contribute its share to RRSK.

       2025-26 Allocation: ₹2,000 crore from internal revenue.

       2024-25 (Revised Estimate): Allocation 49% lower than the initial budget estimate.

  Key Concern:

       Insufficient funding could impact safety infrastructure upgrades and accident prevention measures.

 

2.  Capital Expenditure & Government Support

       Railways' capital expenditure (CAPEX) for 2025-26: ₹2,65,200 crore.

       Only 1% of CAPEX will come from Railways' internal revenue.

       95% of CAPEX will be financed by the central government.

  Extra Budgetary Resources (EBR):

       Includes borrowing, institutional financing, and public-private partnerships (PPP).

       Use of EBR increased from 2014-15 to 2020-21 but has since declined.

       In 2025-26, only 4% of CAPEX is expected to come from EBR.

  Private Sector Participation:

       Economic Survey 2024-25 emphasized that private sector involvement in:

o    Infrastructure construction o      Maintenance

o    Asset monetization

o    Project impact assessments

       Standing Committee on Railways (2024) recommended encouraging private investment in railway infrastructure to reduce the financial burden on the government.

 

3.  Railway Safety: Trends & Measures

       Total consequential train accidents (2000-01 to 2023-24): 3,953.

       2022-23: 48 accidents.

       2023-24: 40 accidents.

  Accident Rate Improvement:

       2000-01: 0.65 accidents per million km.

       2023-24: 0.03 accidents per million km.

  Common Causes of Derailments (CAG, 2021):

1.       Bad driving or over-speeding.

2.       Poor track maintenance.

3.       Track deviations beyond permissible limits.

4.       Defective coaches/wagons.

5.       Errors in shunting operations.

  Shortfalls Identified by CAG (2021):

       30-100% shortfall in railway track inspections.

       63% of non-AC coaches lacked fire extinguishers.

  Safety Measures Implemented by Railways:

1.       Replacement of mechanical signalling systems for better control.

2.       Removal of unmanned level crossings to reduce accidents.

3.       Kavach – Automatic Train Protection System:

o    1,465 route km covered (South Central Railways). o          Installation cost: ₹50 lakh/km and ₹80 lakh/locomotive.

o    ₹1,547 crore spent on Kavach as of December 2024.

 

References: 

       Indian Railways website

       Railways year book

       CAG report

       PSR legislative survey

       Various statistical reports of Railways

       Amrit Bharat Station Scheme

       GCT Policy

       RRSK

       Various press releases

       From Various websites

 

       It is only for educational purposes. Kindly don’t use this data for any official purpose.