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The document outlines the powers related to safety track maintenance, pest control, and outsourcing of data entry operators within the railway system, specifying full powers for various officials. It emphasizes the need for outsourcing to adhere to policy guidelines, ensuring a review of manpower requirements, and the critical assessment of labor needs. Additionally, it details the approval process for outsourcing proposals and the financial considerations involved.

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7 views1 page

3

The document outlines the powers related to safety track maintenance, pest control, and outsourcing of data entry operators within the railway system, specifying full powers for various officials. It emphasizes the need for outsourcing to adhere to policy guidelines, ensuring a review of manpower requirements, and the critical assessment of labor needs. Additionally, it details the approval process for outsourcing proposals and the financial considerations involved.

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mkcindianmkc
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We take content rights seriously. If you suspect this is your content, claim it here.
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Divisional Officers,

DRM/ADRM/
PHOD/CHOD Extra Divisional
S.No. Nature of Powers SAG REMARKS
/HOD Officers & Officers
in Headquarters
C) Safety related track maintenance works PCE DRM Nil
with technical approval of PCE Full powers Full powers

D) Pest/rodent control in coaches and other PHOD/CHOD DRM/CWM Nil


locations. Full powers Full powers

(E) Outsourcing of Data Entry Operators PHOD DRM/SAG Nil


Full powers Full powers

1. Outsourcing should be within the framework of policy guidelines issued by Railway Board or Headquarters from time to time.
2. The outsourcing proposal inter alia should contain the following details:
a. Outsourcing shall be resorted to only in those areas where there is overall shortage of staff after redeployment of surplus staff wherever possible. The
outsourcing should be discontinued once the staff are made available
b. A zero-based review of manpower requirement shall be done keeping in view the yardsticks/ norms circulated by Board/Headquarters vis-à-vis
sanctioned/ actual strength.
c. The possibility of deployment of surplus/ medically decategorized staff of divisions/ units for these activities should be explored.
d. The proposed gainful deployment of staff to be surrendered shall be brought out. Resultant savings, if any due to outsourcing, should be clearly
mentioned.
3. Critical review and reduction in AAC of stores should be done to the extent outsourced.
(a)The requirement of outsourcing shall be concisely brought out in a statement jointly signed by Branch Officers of Executive and Personnel departments
and the proposal should be got concurred in by Associate Finance and approved by PHOD/DRM/CWM as applicable. The Personnel Officer signing the
statement should not only ensure that the conditions at Sl.Nos.1 to 2 above are fulfilled, but also ensures that there is no violation of Contract Labour
Regulation and
(b) the requirement of labour/men shall be critically assessed to keep the number minimum required, as minimum wages are being ensured. The requirement
shall not be as per Railway yardsticks.
(c) An estimate shall be processed for vetting of Associate Finance along with the proposal charging the expenditure to revenue as per extant codal provisions
duly keeping in view the last accepted rates/rate analysis/ prevailing minimum labour rates fixed by respective Government authorities/mandatory payments
such as subscriptions to ESI/EPF/ GST thereon (but not based on mean pay of Railway employees). No separate detail estimate is required as the
proposal/estimate is already sanctioned by higher authority.
4. In case of exigencies, quotation process can be resorted to sparingly, for works less than Rs.10 lakhs as per competency shown in Columns 3 & 4. Once

A51

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