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戈 志株嶛 赘鼭种粗</Nobr></Div> </Span> 2014-15 ´Öë ¸êü»Ö¾Öê úÖ ¯Ö׸üÖÖ´Ö †Öîê¸ü ×−Ö¯ÖÖ¤ü−Ö ²Ö•Ö™ü OUTCOME and PERFORMANCE BUDGET of RAILWAYS for 2014-15 ¸êü»Ö ´ÖÓ¡ÖÖ»ÖµÖ (¸êü»Ö¾Öê ²ÖÖê›Ôü) Ministry of Railways (Railway Board) 8 •Öã»ÖÖ‡Ô/July, 2014 ³ÖÖ¸üŸÖ ÃÖ¸üúÖ¸ü GOVERNMENT OF INDIA 2014-15 ´Öë ¸êü»Ö¾Öê úÖ ¯Ö׸üÖÖ´Ö †Öîê¸ü ×−Ö¯ÖÖ¤ü−Ö ²Ö•Ö™ü OUTCOME and PERFORMANCE BUDGET of RAILWAYS for 2014-15 ¸êü»Ö ´ÖÓ¡ÖÖ»ÖµÖ (¸êü»Ö¾Öê ²ÖÖê›Ôü) Ministry of Railways (Railway Board) 26 8 •Öã»ÖÖ‡Ô/July, 2014 ×¾ÖÂÖµÖ ÃÖæ“Öß CONTENTS ¯Öé™ü ÃÖÓµÖÖ Page No. †¬µÖÖµÖ - I ¯ÖÏßÖÖ¾Ö−ÖÖ 1 - 3 Chapter - I Introduction †¬µÖÖµÖ - II ×¾Ö¢ÖßµÖ ŸÖ£ÖÖ ³ÖÖîןÖú ×−Ö¯ÖÖ¤ü−Ö 4 - 9 Chapter - II Financial and Physical Performance †¬µÖÖµÖ - III ²ÖÖ¸üÆü¾Öà ¯ÖÓ“Ö¾ÖÂÖáµÖ µÖÖê•Ö−ÖÖ 2012-17 10 - 13 Chapter - III XII Five Year Plan 2012-17 †¬µÖÖµÖ - IV ¸êü»Ö ¯Ö׸ü“ÖÖ»Ö−Ö êú ãú”û ¯ÖÏ´ÖãÖ ¯Ö׸üÖÖ´Ö 14 - 39 Chapter - IV A Few Salient Outcomes of Rail Operations †¬µÖÖµÖ - V ü−Öê™ü¾ÖÔú ×¾ÖßÖÖ¸ü 40 - 43 Chapter - V Network Expansion †¬µÖÖµÖ - VI ÃÖÓ¸üÖÖ 44 - 45 Chapter - VI Safety †¬µÖÖµÖ - VII ˆŸ¯ÖÖ¤ü−Ö ‡úÖ‡µÖÖÓ ŸÖ£ÖÖ †Ö¸ü.›üß.‹ÃÖ.†Öê. 46-54 Chapter - VII Production Units & R.D.S.O †−Öã²ÖÓ¬Ö - ú ÃÎîú¯Ö úß ×²ÖÎúß ŸÖ£ÖÖ ¾ÖéÖÖ¸üÖê¯ÖÖ 55 ANNEXURE – A Sale of Scrap & Afforestation †−Öã²ÖÓ¬Ö - Ö 1 ÃÖ ê Ö 4 2013-14 ´Öë µÖÖ¡Öß ÖÖ×›ÍüµÖÖÓ 56 - 74 ANNEXURE – B 1 to Train Services in 2013-14 B4 †−Öã²ÖÓ¬Ö - Ö ¯ÖÖÓ“Ö ú¸üÖê›Íü ÃÖê †×¬Öú »ÖÖÖŸÖ ¾ÖÖ»Öß ¯ÖÏŸµÖêú ¯Ö׸üµÖÖê•Ö−ÖÖ†Öë C1 – C110 úÖ ×−Ö¯ÖÖ¤ü−Ö ANNEXURE – C Performance of Projects costing more than Rs. 5 crore each †−Öã²ÖÓ¬Ö - ‘Ö ³ÖÖîןÖú ¾Ö ×¾Ö¢ÖßµÖ »ÖµÖ †Öî¸ü ×¾Ö.¸êü.ÃÖÓ.×−Ö úÖµÖÖì úß ¯ÖÏÖ×ŸÖ ***** CHAPTER I INTRODUCTION The Indian Railways is a departmental commercial undertaking of the Government of India. The formation of policy and overall control of the railways is vested in Railway Board comprising the Chairman, who is an ex-officio Principal Secretary to Government of India, Financial Commissioner and other functional Members for Traffic, Engineering, Mechanical, Electrical and Staff matters, all ex-officio Secretaries to Government of India. The Indian Railway system is managed through 17 zones and 68 operating divisions. Apart from the zonal Railways representing the operational part of the system, there are six production units engaged in manufacture of rolling stock and other related items. Research, Designs and Standards Organization (RDSO) is the sole research and development wing of Indian Railways, functioning as the technical adviser and consultant to the Ministry, Zonal Railways and Production Units with the status of a Zonal Railway. The Indian Railway has several Public Sector Undertakings/ affiliated organizations working under the overall control of the Ministry of Railways. Box – 1 Indian Railways: A historical legacy One hundred fifty nine years ago, one April afternoon, history was made at Bori Bunder in Mumbai when to the booming sound of a 21 gun salute, the first train on Indian soil started its maiden journey of 21 miles (34 km) to Thane. The steam engine and metal track had become a reality in India. Since then the ubiquitous rail track has traveled the length and breadth of the subcontinent, weaving an iron link among the diverse people of India. The Railway finances have been separated from the General finances as per the Separation Convention, 1924. This convention has been carried forward by the Railway Convention Committee of the Parliament, which determines the financial relation of the Railways and the General finances. The Railway Convention Committee also determines the rate of dividend which the Railways are required to pay to the General Revenues on the amount invested in former by the latter. The Railway Budget is normally presented to the Parliament ahead of the General Budget. Though the Railway Budget is separately presented to the Parliament, the figures relating to the receipt and expenditure of the Railways are also shown in the General Budget, since the receipt and expenditure of the Railways are a part and parcel of the total receipts and expenditure of the Government of India. 1 The Indian Railway is the world’s largest government railway. The Railway functions as a vertically integrated organization providing Passenger and Freight services. It is a single system which consists of 65,436 route km of track that criss cross the country, on which more than 20,038 number of trains ply, carrying about 23 million passengers and hauling nearly 2.77 million tonnes of freight everyday, thereby contributing to the economic growth of the country and at the same time promoting national integration. As compared to road transport, the railway has a number of intrinsic advantages as it is five to six times more energy efficient, four times more efficient in land use and significantly superior from the standpoint of environment impact and safety. Indian Railways, therefore, rightly occupies pride of place in the growth and development of the nation. The railway service is rendered through a nation wide rail infrastructure covering track, stations, sidings, freight terminals, locomotives, coaches and wagons and a myriad of infrastructure inputs like signaling, telecom, electrical installations, maintenance workshops etc. The output and outcomes achieved by the Railways in terms of Passengers and Freight carried results from the interwoven activities of the various infrastructure inputs comprising the Railway Infrastructure. While a direct one to one correlation in terms of inputs and outcomes of each activity is not easy to render in a transport sector like the Railways, the Performance cum Outcome Budget attempts to give a better insight in to the multifarious activities of the railways that, when combined, generate the outcome of transportation services. Box – 2 Rail Infrastructure as on 31.03.2013 • Route Kms: 65,436; o Broad Gauge (57,140); o Metre Gauge (5,999) & o Narrow Gauge (2,297) • Running Track Kms: 89,236; o Broad Gauge (80,507); o Metre Gauge (6,432) & o Narrow Gauge (2,297) • Electrified Route Kms: 20,884 • Rolling Stock: o Wagons: 2,44,731 wagon units o Locomotives: 9,956 nos. o Coaches: 57,256 nos. This performance cum outcome budget seeks to report on the Outcomes of the Rail services in terms of through put, financial results, addition to capacity, and outcomes for the traveling public and rail users. The Performance Budget of Railways has been prepared in pursuance of the recommendations of the Standing Committee contained in their VI Report (1993-94) on 2 Demands for Grants (Railways), 1994-95. This document inter alia indicates the comparative performance of Indian Railways in respect of Revenue and Expenditure vis-à-vis the targets. The performance in respect of works costing Rs. 5 crore and above, including transfer of funds from one work to other; target dates of completion of the projects are also indicated. It also gives a summary appraisal of the Railway’s performance including shortfalls, if any, in respect of revenue earnings, expenditure, works performance as provided in the ongoing Five Year Plan and Annual Plan. The Outcome Budget for Railways has been introduced from 2006-07 keeping in view the guidelines of the Government for converting financial outlays into physical outcomes. The Railway has a mechanism to measure the development outcomes of all major programmes giving importance to converting financial outlays into physical outcomes, with quarterly measurable and monitorable targets, to improve the quality of implementation of the projects. The Outcome Budget 2014-15 tries to bring out the achievements/highlights that the Railway has tried to deliver upto 2012-13 and 2013-14 for the benefit of the people of the country. This Railway budget document provides an insight not only to the outlays provided under various plan heads, but also the targets set vis-a-vis the progress achieved in measurable terms, a feature unique to this Ministry’s budget documents. Some of the information relating to Outcome Budget is also available in other budget documents, like, Explanatory Memorandum where Traffic Plan for goods and passengers as also efficiency indices, like, Plan Targets and achievements are given. The quantifiable performance units of expenditure relating to non-plan expenditure for Demand No. 4 to 12 are included in the respective Demands for Grants (Part II). ***** 3 4 CHAPTER II FINANCIAL AND PHYSICAL PERFORMANCE TABLE I (Rupees in crore) Key Financial Indicators Financial Performance Growth Actuals Budget Revised Particulars over 2012-13 2013-14 2013-14 2012-13 Receipts (a) Passenger Earnings 31323 42210 37500 19.7% (b) Other Coaching 3054 3422 3665 20.0% (b) Goods 85263 93554 94000 10.2% (c) Sundry other Earnings 4261 4506 5285 24.0% Total Traffic Earnings 123901 143692 140450 13.4% Clearance from Traffic (-) 168 50 50 Outstandings Gross Traffic Receipts 123733 143742 140500 13.6% Miscellaneous Receipts 2447 2884 3668 49.9% Total Receipts 126180 146626 144168 14.3% Expenditure Ordinary Working Expenses 84012 96500 97060 15.5% Appropriation to Pension Fund 20710 22000 23700 14.4% Appropriation to Depreciation 6850 7500 6500 (-) 5.1% Reserve Fund Total Working Expenditure 111572 126000 127260 14.1% Miscellaneous Expenditure 993 1230 1125 13.3% Total Expenditure 112565 127230 128385 14.1% Dividend payable to General 5349 6249 7840 46..6% Revenues Net Surplus after payment of 8266 13147 7943 (-)3.9% Dividend Operating Ratio 90.2% 87.8% 90.8% • Gross Earnings placed at Rs1,40,550 cr in RE 2013-14 are less than the Budget Estimates by Rs 3,242 cr.
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