Disempowerment of GMs and DRMs

Contrary to the #misconception that #GMs and #DRMs have gained more #authority, it is actually a #false belief. #Feedback from experienced retired officers who have a deep connection with the #railways reveals that in the past, they were able to effectively work with less #power because they had the unwavering loyalty of their #subordinates. However, this is no longer the case. Today, GMs are expected to make more financial decisions and address a wider range of issues, but they are under the effective control of the #Vigilance department. As a result, their ability to command their subordinates has been badly affected, leading to a crisis in #Railway-operations. This #crisis is evident in the occurrence of railway #accidents, poor #punctuality, and #CBI cases. Juniors know where the power lies.

We published on 17th December, 2023, “Railway Vigilance: Unveiling a Corrupt and Collapsing System!” This attracted very rich input. Some retired #GM and #BoardMembers emotionally commented. Their inputs we present in this article-

What Defines Traditional Railway Leadership

The #IndianRailways has long been characterised by a profound sense of #trust towards senior and superior officers. #Retired individuals in their late 70s and 80s reminisce about a time when adhering to instructions from their superiors was an unquestionable duty. There was no room for doubt or hesitation; they executed the orders with utmost sincerity. This relationship with their superiors was sacred, and they carried the same #principles forward when they eventually assumed leadership positions.

Some individuals recounted the difficulties they encountered by enforcing instructions and facing resistance from #unions and #locals. They remembered acting with utmost #confidence, trusting that their superiors would #safeguard them under any circumstance. Even in challenging circumstances, they were aware that their families would be shielded by their higher-ranking officers. The wives of senior officers vigilantly watched over the families of these enthusiastic subordinates and ensured that newly married #wives did not face any inconveniences as their #husbands moved from one fire fight to another.

One officer remembered the fierce determination of headquarters officers as they fought for recognition and defended the decisions made by junior field officers to their superiors. Another officer recounted the difficult situation created by deputy heads of department at headquarters, who acted as advocates for field officers and made life miserable for their own department heads.

Yet another officer recalled how their department head addressed the #GeneralManager, saying, “Sir, my officers have a strong #conviction on this matter.” This use of possessive language, referring to subordinates as “my officers”, demonstrated a sense of #ownership and #responsibility. It was thanks to the generosity and support of general managers (#GMs) and divisional railway managers (#DRMs) that highly motivated officers were encouraged and empowered to do whatever it took to ensure the #safe and #efficient functioning of the #train-operation.

The common purpose shared by #DRMs, #PHODs, and #GMs was to ensure the #Safety and well-being of the officers. This was not just a form of #tribal-support, but rather stemmed from their genuine belief in fairness and their personal commitment to their profession from their earlier years. Sadly this is fast diminishing.

Regrettably, this is rapidly dwindling. Presently, it is challenging to find within the current group of DRMs, GMs, and Board Members a capable and credible leader who can unite, guide and marshal their junior officers. This is a sobering call for the current incumbents to redeem themselves.

GMs, PHODs, DRMs Vs Vigilance: Effective Disempowerment

In the past, superior officers had a deep understanding of their juniors and could #advocate for them and plan their careers without juniors having to beg for it. These officers had such conviction in their knowledge of their subordinates that the #Vigilance department gave #weight to their assessments. These senior officers were solely driven by their desire to keep the railway system running smoothly and were adept at differentiating between #administrative-mistakes and deliberate wrongdoing.

However, the situation has dramatically changed with the introduction of a “#professional” cadre of railway vigilance officers who work in the department with a sense of #impunity. These officers hold multiple #tenures across railways and other #government departments, making them extremely entrenched and indifferent to the authority of General Managers (GMs), Divisional Railway Managers (DRMs), and even Board Members of the department.

#Railway-Vigilance has been exploited in the past for #personal-vendettas, driven by the career aspirations of vigilance officers, as seen in the case of #RSVirdi vs. #ArunendraKumar. However, the case of #VandeBharat exemplifies pure greed. This has been taken to a violent extreme by individuals like #RKJha, who had to be removed from his position as the top vigilance officer, and #RKRai, a politically well-connected officer who spent a staggering six years as the Executive Director of Vigilance in the #RailwayBoard. #AshokKumar is another officer who joined forces with them, acting both individually and in concert to target officers throughout the #IndianRailways network. Regrettably, they continue to be protected and promoted.

The recent cases investigated by the Central Bureau of Investigation (#CBI) in the stores division expose the deeply rooted #nexus between the #leadership of the Railway Board’s #Stores department and its Vigilance section. This #alliance is highly protected administratively and by vigilance, causing #complainants to lose faith in the #administration and vigilance mechanisms of the railways. Frustrated, they now turn to the CBI for help.

CBI and Railway Vigilance

The #CBI must investigate whether those who were booked had engaged in unethical practices and whether this was known beforehand. Furthermore, the CBI should look into the measures taken administratively to contain their activities. It has become common knowledge that a majority of vigilance officers and inspectors have been compromised, as evidenced by the #AKLahoti penalty case and the witch-hunt of the Vande Bharat Team.

The highest authority within the Indian Railways, the #CRB/CEO, is accountable for #vigilance. It is essential for the #CRB/CEO to establish a proper #BoardVigilance to address #corruption within #RailBhawan. Additionally, the CRB should refrain from rewarding those who have caused chaos in the railways by offering them positions such as #DRMships, #Directorships, and #post-retirement privileges. It is crucial for the CRB to review cases where vigilance overrules the decisions of DRMs, PHODs, and GMs and provide them with more authority.

Laudable Initiatives of Railways

The #accounts department has played a leading role in getting rid of cash handling and manually processing cheques. This was a significant undertaking that not only eliminated the need for cash handling, but also saved many families. It brought about a major cultural shift in the department’s #culture.

Additionally, senior accounts officers implemented #technological advancements to fully computerise finances. While there may still be some issues at the local level, they can now be easily identified and resolved. Overall, the department has successfully eliminated #systemic problems.

What Can be Done Now?

The past actions of the #S&T department in transitioning from #mechanical to #electronic signalling and #Mechanical department from #steam to #diesel to #electric traction have displayed the potential for #cultural change within the Indian Railways (#IR). It is clear that the capability for major change exists, but it requires credible leadership. The question then arises whether the current administration possess the necessary #credibility to bring about such change.

Similarly, the #Stores department is also undergoing a #transformation. However, the entrenched #officers and #vendors still manipulate the system with ease. One effective #solution to counter this deeply ingrained #behaviour is to implement a #policy of regularly changing the #location or region of #postings, as is done in the Railway Protection Force (#RPF). This #strategy should be extended to the subordinate level within the Stores department to tackle the problem head-on.

However, you can wake up one who is sleeping, not one who is pretending to sleep.

Compiled & Edited by Suresh Tripathi