Problems of Working in Railways

Hello Everyone,
I found a letter where an IRSE officer describes the deteriorating condition of working in railways. My intention has been to put everything available with me on the table.  This article is all about the problems faced by young officers of railways in the filed. This not the whole picture, it primarily represents one department working in open line. You shouldn’t make your judgement just on the basis of one or two articles. Every jobs has its pros and cons. Today it’s the turn of presenting cons before you, after all world is not the bed of roses.


Respected Sir,

This letter is an effort to save Indian Railways from the misdirected policies and practices that have crept into daily operations of Railways. This is not an effort to malign the much revered institution in any way, but to highlight the shortcomings and the plight of faceless field staff, who are putting their blood into the system. Nor is it an attempt to run away from responsibilities. We are a dedicated and concerned lot who takes pride in being part of the organisation and in what we do.

We will be focussing only on the spine of Indian Railways, i.e. Engineering Department, which is suffering the most amongst all the departments. That doesn’t mean other departments enjoy comfortable working as they too suffer different type of disabilities. But Engineering being one of the oldest departments and being the custodian of huge Indian Railways assets deserves to be heard first and foremost.

Mostly the problems concern with the field level because it is the level where most of the Engineering Department’s activities are performed. But first, we want you to please note a few details about three main actors involved at the field level, viz, the Track Maintainer, the PWI, and the ADEN.

Track Maintainer (Trackman)

He goes about performing his duty starting his day at around 06:00. At times he travels 10-15 Km. to get to his place of work, to and fro. He returns by 07:00 – 08:00 in the evening. Still he’s a proud worker and loves what he does.

At Group D level, a trackman does far more hard labour than any other employee among all departments. There have been many cases where a trackman has prevented some serious accidents because he is the one who is out there on track in extreme weather conditions to ensure safe running of trains but is not paid even a single extra penny for that. For him overtime allowance exists only on paper, if at all. In the current scenario when trains are running at over 120 Kmph, the job of trackmen has become more important as well as risky. Cases of trackmen being run over by train or getting severely injured are very common.

Senior Section Engineer – Pway (PWI)

He wakes up latest by 06:00 in the morning, prepare distribution of work for about 200 Trackmen under him by 07:30, goes on with his daily work by 08:00, work till 7, 8 sometimes 11:00 in the night. This, he has to do 7 days a week, 365 days of a year, 35 years of his service. He is directly responsible for safety of track as well any activity that happens in his section. In the age of mechanisation when workforce is getting reduced on one hand and not able to provide adequate machineries and equipment on the other, PWI is asked to increase efficiency of work with the same set of old-age and condemned equipment and scarce Pway material. His main strength is the trackman who is expected to do serious physical labour. Making his task difficult are the trackmen of today, with graduate and post graduate qualifications, having serious problem with physical labour.

He hardly gets (or takes) any leave. He has to work in night soil and muck dropped all over the places.  He’s the coordinator of all field activities concerning all the other departments. He also has to share his staff with other departments for their associated work; which he does without any qualms. A PWI represents all other field staff of railways. He has to work with multiple bosses, contractors, gang staff, other departments, state authorities, towards fulfilling his duty.


The post of ADEN is considered to be the most charismatic post in Indian railways. Once, with staff under him numbering over 1000, what cannot be achieved if he decides? He is the creator of huge infrastructure of railways which catches anybody’s imagination. Big vintage bungalow adds to his aura. He is the leader of his team, consisting PWI’s, IOW’s and trackmen, and the sole authority on field for what is to be and not to be. An ADEN is the flag bearer of his sub-division. Other departments and HQ’s expect a lot from him. He is the man to go in case of urgency/ emergency.

Today’s state is as follows. With over 30-40% vacancies, most of the specialised posts being surrendered, decaying works cadre and staff, office staff remaining a third of what it was, contractor agencies getting unduly favoured, with punitive powers gone, with the traffic and no. of activities multiplied manifolds, the ADEN has become a mere shadow of his prime. Combined with detached attitude from the HQ it is becoming increasingly difficult to carry out duties. With increased expectations, same old methods and punishment oriented approach is expected to work, not realising times have changed since they were at the field and needing different strategies. It is not our intention to revive the institution of ADEN as it was but to highlight the poor conditions which will definitely lead to disaster if timely action is not taken.


With this background we would now like to raise issues being faced by railways needing urgent attention.

  1. Detached HQ

It is for your information Sir, being posted as an ADEN is the most challenging time an IRSE has to face. Unfortunately as officers go higher up they forget how work used to be carried out when they were ADEN. Please compare following facts with 15 years ago. The number of staff, the variety of staff, the number of office supervisors and draughtsman, the quantum of traffic, the frequency of trains, the number of activities one had to deal at a time, the nature of workforce, the demand from the system and the kind of discipline that existed. All of it has changed, and changed drastically. Earlier there was higher tolerance for accidents and reporting was very less. Now even a minor incident travels at lightning speed to every nook and corner of the country. Orders conveying strong message are issued in minutes. Today it is said that we have stronger track structure and you don’t need men as you now have machines. But it is a false assumption. Agreed that Track structure has improved, but so has the traffic which has become more than thrice. So has the speed. So has the number of trains. There is acute scarcity of material and machines, and blocks/ caution-orders for maintenance not available, compromising safety.

Please look into how many machines are there, zone wise. Are they sufficient to meet maintenance requirements of track as per schedule? Is sufficient/proper block time is given for their working? Are proper speed restrictions being imposed as per manual? Answers would be unsatisfactory, missing the theory by miles! Day by day the responsibility for owing up to failures is being shifted upwards. ‘Hang the ADEN, which will give a strong message’. Dear Sir, what kind of a system is this which is more interested in sending a message rather than solving the problem. The unfortunate ground reality is that it will not bring an iota of change to the field staff, as they are already overburdened to have time to fear. But yes it does send a message to that field staff, that one does not have any support from the HQ. You are on your own. It’s better to not do the work, or do it on paper and relax, because there’s an equal cost to doing or not doing the work.

As for the ADEN, he already has a written schedule of inspection of 45 days which he has to complete in 30 days. Add to it the multifarious activities, shrinking staff, unruly staff and supervisors, increasing interference from Unions in daily working, absence of works cadre, no authority to punish for wrongdoing, no authority to take important decisions which has been usurped by HQ’s, no assistance in office work, non-cooperative departments in a maddening race to prove their superiority over others, burden of reporting to anybody and everybody senior to you that too instantly, ever-increasing protocol duties towards seniors with whom he and his team has to accompany without a choice. In addition he has to liaison with state authorities, do variety of Surveys, prepare designs/drawings, and send reports/data in a variety of formats. In such a scenario how can one have a family life or a holiday or have time for himself?

ADEN has to do his night inspections either as part of schedule or as part of surprise inspection. Such inspections are done after working for a full day. After the night inspection if he sleeps at 05:00 in the morning there is no time for rest as the phone calls invariably start by 07:00 Hrs. and a full day starts again. Despite the poor state of affairs, focus is put more on how things look rather than how efficiently trains are run. A misplaced priority please.

  1. Scarcity of Funds

Railways need money. Money to build infrastructure, build capabilities, to provide quality services, to provide variety of services, to build up workforce, to maintain assets, etc. With great past record Railways is now focussing on quality. We are making our stations and coaches cleaner and services better. But we are forgetting the hands that are bringing these changes on field. They are still living in dilapidated houses and surroundings, with rudimentary water and electricity supplies. Spending on quarters and facilities is never justified. How are we supposed to bring change on ground without changing the mentality of staff and improving their living conditions?

Dr. Anil Kakodkar headed High Level Safety Review Committee noted in its report that the ‘present environment on Indian Railways reveals a grim picture of inadequate performance’ largely due to poor infrastructure and resources, and lack of empowerment at the functional level. It has given several recommendations having no financial implications to empower the functional levels and to simplify processes and procedures to deal with this negative feature. IR has to be energized with a new type of work culture, it further stated.


  1. Misdirected Policies

Through this letter we want to help explore where the bloodline of India is heading. What is the purpose of this service? Is it social service? Is it profit making? Is it capacity building? Be an efficient and punctual mode of transport? Or for building infrastructure? Surely it is all of the above. But what are our priorities? Do we want to earn more disregarding the safety of passengers? Priorities must be decided at your level sir. At ground level it is now understood that Punctuality is inviolable, even more than Safety. We are literally forced to beg in front of Operating staff and Controllers to let us do our job. We are forced to impose emergencies due to things not getting addressed by usual channels, and rectifying the same within shortest time and unusual hours.

Or is it to push ground staffs to the extent that they get all the poor lifestyle diseases or even die because of them? Sir, ask any railway doctor, he will tell you railway employees overburden. Every second person is having sugar or BP or both. This is the nature of job they have to perform, without questioning the authority. Many employees have actually died early of lifestyle diseases, especially those who have spent the bulk of their carrier on field.

Railways is a discipline oriented organisation. In practical terms abuses are hurled every minute on the field. It is impossible to do job without abuses and charge sheets, bringing us to point out misdirected policy in recruitment.

The workforce is overqualified for the job. With respect to the current working, a Trackman should have 10th pass as the maximum qualification. Today we have M.Com’s, MCA’s, MBA’s, etc. as the new generation of Trackman. Many of them are here only because they need a job, not because they like the nature of job. It is hard to expect them to work in muck, and do manual labour. And of what use is the education which is used for making excuses for not doing work or to reply back to the supervisors. We’re sorry to say this Sir, but this policy is burdening the system with useless hands.

Along with the overqualified staff the induction of female workers for trackman job is difficult to realise on the field as it requires hard manual labour. Most of the times they either can’t do such work or pressure is put on open line supervisors to give them office jobs. Holding nothing against female workforce, the induction of women as trackman needs to be reviewed.

Third is the issue of vacancies. We have to wait for vacancy to go up to 30-40%, which when filled up never reaches 100%. Dear Sir, we are performing a job of safety. We can’t afford to have any vacancy. Vacancy is infringing with safety, and the field staff had to bear the additional burden of work for years. This is valid especially after the downsizing of the organisation and unreasonable burden put by successive Pay Commissions and Finance. A good number of overqualified new recruitees leave the organisation, or go to other departments, or remain in place with distaste for the job.

Fourth, due to downsizing various specialised and critical posts vanished from the organisation. Ideally those functions should also be eliminated. Not surprisingly, it did not happen. Artisan staff is almost gone. Onus lies with the Supervisors to train available staff for the artisans job, arrange tools for them, and carry out all the functions as smoothly as it was ever used to be. Works cadre is almost destroyed, as with shortage of staff, poor recruitment of supervisors, apathy from HQ and a variety of poor contractors, contributing to its obsolescence. Finance wing being more interested in surrendering posts every year without logic, not realising the importance of a Valveman or Safaiwala in the system.

Fifth is the policy of easy promotions for Supervisors. Earlier it took decades for Supervisors to reach SSE level. By putting this fact we want to convey that SSE’s in Indian Railways are equipped with immense experience and act as the storehouse of institutional memory. The whole system is pretty much dependent on this level. But now anybody and everybody is getting promoted to the SSE level, without possessing requisite technical knowledge. The problem is going to become worse in the coming years when good quality supervisors will be hard to find. It is one thing to give financial upgradation, but totally different to expect to work like an experienced supervisor. The fact is usually overlooked in practise and the burden is borne by others.

Sixth, pampering Unions and not following up. Unions are becoming dominating at field level, especially on Personnel matters. It is not conducive for smooth running of administration as the impact is borne by field staff. You also loose the power to enforce discipline. They have done a good job in bringing a once a week assured rest order for supervisors. Such a rest should be there for In-charge and ADEN too. A pressure job like this needs timely rest.

Seventh, with time new lines are opened, new assets created, new activities started. As if there was surplus staff available at field, they are invariably diverted or assigned additional duties without diluting current responsibilities. Sir, please acknowledge that Railways is not just like any other Govt. establishment where field staff can be diverted or responsibilities can be diluted without much loss to administration’s working. Field staff here is associated with Safety, and these staffs work day and night, with concentration and hard labour. The cost of diluting current responsibilities is very high, which can prove to be disastrous. With Zero Accident Mission in place, patrolling is now usually done throughout the year as each season has a critical effect on track behaviour. Patrolling by current staff is having the most prominent effect on the maintenance of track as the staff is not available for the same during times of patrolling.

Eight, the categorisation of all Gang staff into Track Maintainer I, II, III, IV and lack of clarity on practical issues has led to disruption in the control over gang units. Due to Restructuring, TM automatically getting promoted to higher grade pay and hence refusing to take on the responsibility of Mate. Otherwise they give refusal to higher grade pay to take benefit of LARSGESS scheme. Either way proper Mate cannot be assigned to a unit and hence there is the problem of control. Also, employees coming via LARSGESS got the job without facing any competition; hence don’t know the value of their job or many times lack sincerity.

  1. Scarcity of Material

It flows directly from scarcity of funds. At times, conditions become so bad that we have to compromise safety. At many places you would find material have deteriorated to such an extent resulting in poor riding quality and requiring replacement soon. Yet HQ would frown upon as if it is asked for personal reasons. They mind it very much if you ask for it in writing, and further repercussions. It is hard to put speed restrictions or stop traffic. All this can be avoided if we have sufficient stock of materials. Timely replacement of assets is vital to ensure safety of trains. Most of the time replacement is sanctioned after the asset has crossed its life as per code, when a higher official notices it and ask for the replacement. In the meanwhile if something happens, the onus lies on field staff for not imposing speed restriction or stopping traffic.

  1. Scarcity of Labour

Shortage of departmental labour is dealt above. It is said that now there are numerous agencies available at field level. Practically, more often than not it is the same agency who has taken multiple contracts in a Division/Zone. And it is beyond their capacity to increase labour, being the costliest item in any work. Plus there are not many ways to force an agency to do exactly as it is required. High level of supervision is required to ensure quality. One can’t go on terminating private players as there are not many. It is a technical field and requires huge capital backing. Even if this point is disregarded, agencies don’t want to go beyond stations or work at odd hours. And thus we can’t rely on them in case of emergencies. For this reason we require a strong and dedicated departmental workforce, and hence is the demand.

  1. Scarcity of Machines

Point already elaborated earlier. It can only be addressed if problem of funding is dealt with. It is not possible to do what is required with current stock and condition. Requirement wise analysis needs to be done and procurement to be done at the earliest.

  1. Situation of Offices

The on-field offices of railway employees are in shambles. Money demanded for necessary spending is rejected-not-justified. Daily activities are asked to be carried out with meagre imprest. The number of Office Supervisors has reduced a lot. Experienced one’s are retiring, new one’s are either not interested or not able to do it all in the world of ever increasing reporting and compliances, and the quantum of work. Old ones are unable to cope with new information age of computers and smartphones. HQs don’t pay heed and the burden of reporting is borne by the field offices and officers like ADEN, ADSTE, ADEE, etc.

  1. Abusive Environment

Unfortunately Railways has become an organisation where if you don’t look strong you are labelled ineffective. Concepts like team building, synergy, counselling and appreciation just don’t exist. It might have been possible in the past when the Trackmen were not too much qualified and discipline was held sacrosanct, and line of command used to work perfectly. Not in today’s time, when everyone is well learned, and has options beyond a meagre paying job. They are more concerned about their rights rather than duties. It’s not bad to have learned people in your workforce, or to demand rights, but in this case it is to be analysed if it is okay to have it, and what needs to be done in the changed context. Otherwise it creates bad environment at the field level. The issue here is making policies according to the changed context.

  1. Problem of Blocks. Punctuality over Safety.

Sir, as stated earlier also we face a lot of problems in getting blocks for maintenance operations. Operating Department holds the key to giving blocks. Mostly Pway staff has to chase it as if it’s his personal work. Sometimes it becomes a matter of weeks till he get a block, ‘managing’ safety at his level. Also every time he would be there with his staff, waiting at the site till the time there is hope of getting the block. What a terrible waste of resources when you have so little! Sir, why haven’t we developed a transparent mechanism where a representative from Pway side can book a block and he will be told beforehand the day when the block is expected. And the block is given no matter how on the same day, as it is a matter of safety. Same should also happen when there is an emergency. It’s left to your good judgement sir, what is more important to us, Revenue/Punctuality or Safety. To maintain the assets in good condition timely blocks are very important, no matter what. Engineering staff is forced to compromise on safety on regular basis as blocks and caution orders are not been given easily. With ever increasing traffic, pressure on pway assets is on the rise which further accelerates the wear and tear, and requires frequent attention. If existing assets are not given timely attention they have to be replaced at a much faster pace, again putting a burden on railways financial resources.  Operating department gives the block and caution orders whenever it is convenient. Safety has to be given precedence otherwise results may be catastrophic.

  1. Workload

An ADEN is overall in charge of the subdivision. He has to take care of Pway as well as Works. He has huge workload. He has to conduct daily inspection of track, inspection of bridges and yards, monthly day and night footplates, other night inspections, filling inspections in TMS, test check of various contractual work under his jurisdiction, ensuring quality of the work being done, check every bill, manage blocks, attend blocks, ensure compliances, attend HQ meetings, chase material procurement, manage contracts and labour, liaison with state authorities, accompany higher officials on their inspection, looking after the passenger amenities, dealing with complaints of unions and staff, looking after the welfare of the staff, their allowances, their medical etc. Apart from all these he has to prepare reports, proposals, sign hundreds of papers etc. It is becoming increasingly difficult to cope up with such work pressure. Leaves are denied for some reason or the other. Continuously working under such pressure takes a toll on mind as well as body. Familial and other responsibilities becomes secondary resulting in tensions across all dimensions of life.

  1. Multifarious Activities

Sir, activities like tree plantation, skill upgradation, holding seminars/camps, cleanliness drives, etc, are noble and essential activities. We want to be a part of all such initiatives, but despite having best of intentions we don’t get extra funds, staff, time and resources to carry out the same. Our core duty is to run trains safely, which requires immense concentration and inputs from staff and officers. Such activities asking for involvement from higher officials actually puts burden on field level only. We are unable to handle so many protocol movements, compliances, and do our job effectively. Again we want to reiterate that Railways, especially at field level, is unlike any other Govt. organisation.




Although we spoke only about the engineering department, but problems of various kinds also exists in other departments as well. For example, Mechanical/Electrical department might use old/dysfunctional parts in locos and coaches or Operating department do not always lock hand operated points due to shortage of staff or send shunting master without proper authority, etc. Some problems are common while others unique. But engineering being the biggest and the most critical department can lead the way towards the desired change.

We hope that the points highlighted above are constructive in nature, and would lead to a change for a better future. Otherwise the environment at field level is becoming demotivating. We are forced to question why we chose this service after getting the best ranks. We were warned that it will be very demanding still we took the job. But with increasing expectations and quantum of work it is becoming increasingly difficult to fulfil the duties effectively.

By addressing the letter to you Sir, we don’t imply that the Railway Board is failing in its duty. There are some issues which may have been overlooked or needs attention as per field requirement. It is a technical organisation and technical persons are the best judge to decide the future course. And a railway man is always an able administrator for the job.

We feel we should have to focus on our core responsibilities, not be swayed by populist demands or cosmetic changes and work more transparently so as to develop faith.



Leave for IAS preparation in Railways

Recently,Ministry of Railways issued a letter to all the Centralised Training Insititutes about giving one year extraordinary leave for preparation of CSE/ESE. I am posting that letter below. The letter is self explanatory however main points are as below.

At the time of joining your service, you will be given two option.

First option is to take 1 year Extraordinary leave for appearing in the next examination of your choice from date of joining itself.

The second option is to give a decleration that you are not interested in giving any exam and henceforth you will not appear in exam after joining your respective services.

If you go for second option , then you will not be able to write CSE/ESE in future.

If you go for first option, then you will  be able to give next attempt in examination of your choice,however salary and passes will not be given.

After taking Extraordinary leave, you have to report to your institute. If you fail to do so then it will be treated that you are no more interested in joining the service.

After taking Extraordinary leave, you have to give a deceleration that you will not further appear in CSE/ESE, if you don’t give this decleration than you will not be able to join your service.

There will not be any effect on your seniority because of Extraordinary leave as compared to your other batchmates.






Salary and Pay Comparison

Whenever you apply for any job, the very first and important question that comes in mind is “What will be the package /salary and allowances etc.?”

I have found many candidates always concerned with the salary and allowances they will get in different type of jobs like PSU, State Government, Central Government, R & D organizations, etc. So, I thought to share the pay structure of the PSU, State Government and Central Government jobs in India. I am not going to compare the nature of job, I am only going to tell you the pay structure and the initial salary you get in PSU, State Government and Central Government. I have considered the Pay Band-3 in CDA scale and Executive Grade IDA Scale in PSUs.

Central PSU (IDA Scale) State PSU (CDA Scale) Central Government (CDA Scale) State Government (CDA Scale) R & D Organization (BARC/DRDO etc.) (CDA Scale)
Basic Pay (INR) 16400 or 20600 or 24900 15600+5400 15600+5400 15600+5400 15600+5400
DA rate on 31st Dec. 2015 107.9 % 119 % 119 % 119 % 119 %
Cafeteria Allowance rate 46 to 51 % NIL NIL NIL NIL
HRA rate (depend on place of posting) 10 or 20 or 30 % 10 or 20 or 30 % 10 or 20 or 30 % 10 or 20 or 30 % 10 or 20 or 30 %
Lease Amount Approx. 16000-21000 May or May not be NIL NIL NIL
Conveyance/Transportation Allowance (depend on place of posting) Approx. 3000-5500 1600 or 3200 plus DA 1600 or 3200 plus DA 1600 or 3200 plus DA 1600 or 3200 plus DA
Telephone Reimbursement Approx. 500-1500 CUG System CUG System CUG System CUG System

General Formula for Salary Calculation

Gross = Basic * (100 + DA rate + Cafeteria rate + HRA rate)/100 + Conveyance Allowance


The Various deductions in the salary may be under following heads:

              IDA Scale : EPF, LIC Scheme, Social Security, Income Tax etc.

              CDA Scale : NPS, CGHS, Professional Tax, Income Tax etc.



EPF refers to Employee  Provident Fund which has generally fix annual rate of interest and is a compulsory instrument of Tax saving for the government organizations whereas NPS refers to New Pension Scheme, started 2004 onwards appointments to the Central Government Employees and Sate Government Employees. The NPS is also a compulsory instrument of Tax saving for the Government Employees governed by this scheme. The rate of return is variable (may be positive, negative or zero) in NPS because it is based on the market value of the funds invested in Equity.


CDA Scale Vs IDA Scale ?

CDA means Central Government Dearness Allowance while IDA means Industrial Dearness Allowance. CDA is applicable to the Central government, state government and state PSUs while IDA is applicable mostly to all the Central PSUs. The DA revision is half yearly in CDA whereas it is quarterly in IDA pattern. CDA and IDA are calculated based on the All India Consumer Price Index number/ Market rates/ Other Price Indices etc.

For Example:

IDA rate (%) CDA rate (%)
From 01 January, 2015 100.3 113
From 01 April, 2015 100.5 113
From 01 July, 2015 102.6 119
From 01 October, 2015 107.9 119


Disclaimer– Above article compares the pay and allowances as they exist as of now. When 7th pay commission report will be implemented , it will be updated in that context.


Proper Channel for PSU to UPSC

About Author 


Author has worked with NHPC Ltd.(Central PSU) for more than 3 years and while working cleared UPSC ESE three times consecutively in 2012, 2013 and 2014. Author has received awards from the Chief Minister of UP twice for securing Merit Positions in High-School and Intermediate Examinations of UP Board and also honored by Department of Science/ UP for securing highest marks in Science in High-School Examination. Author also bagged the Silver Medal of the University in B. Tech. Author has a deep interest in Hindi Literature and also received the title of “Manas Mandal Sudharak” from Manas Samiti Kanpur.


I have found many candidates preparing for exams conducted by UPSC while working with PSU or Some other government organization. Some of the candidates are always concerned for the transfer of service agreement bond, technical resignation, proper channel and resignation procedure etc.

I have appeared in UPSC ESE consecutively three times starting from 2011 to 2014 along with working in NHPC Ltd. (Miniratna Company). I got selected with AIR-144, 073, 157 in ESE-2012, 2013 and 2014 respectively. Since I was working with a PSU, I always applied for the exam duly intimating my parent organization at each stage of the selection procedure. I have also found that many candidates do not intimate to their parent department while applying for any Competitive exams due to many reasons.

Let us understand the consequences if you will not intimate your parent organization:

  • Since UPSC does not ask for any experience certificate and No Objection Certificate for appearing in ESE, you can hide the fact without indicating in DAF (Detailed Application Form) and without intimating your current department, but it may cause trouble in future because these details will always be in record. Suppose you want to apply for any other post through Deputation, you cannot show your experience of previous job because you have not mentioned it in DAF while applying.
  • If while applying for UPSC ESE, you have not intimated to your current organization. You cannot give resignation indicating that you are going to join Some Central Govt. department allocated through UPSC ESE, but you have to give resignation on personal ground.
  • If you are under any Service Bond Obligation and your bond period is not completed in the current organization, you have to pay the currency of the bond and resignation must be on personal ground.
  • If your current organization is PSU, it must be having EPF (Employee Provident Fund) Scheme, and for State Government/Central Government the Scheme is NPS (New Pension Scheme). If you are coming from PSU, you have to withdraw the amount and If you are coming from State Government/Central Government department you can transfer your NPS account, without withdrawing your money, But for the transfer of account your resignation must be through proper channel.
  • If you are appointed through the ESE, you will get pay-protection and balance leave transferred, only if your earlier employer was a State Government/Central Government organization and resignation is through proper channel. In case of PSU, no provision of pay-protection is there.
  • In the rarest of the rare case, you may be in trouble if your current organization informs to UPSC that you have not applied through proper channel without intimating them. It may result into cancellation of candidature and a case may also be registered under Section-420 of IPC.

Proper Channel

Many candidates are not aware of the facts that every communication to the Human Resource division of the organization should be through proper channel. Proper Channel simply means that you have intimated through your controlling/reporting officer to the head of the division to the HR section of the organization, indicating “through proper channel” at the top of the letter. (E.g.- Chief Engineer ⇒Divisional GM ⇒ Divisional ED ⇒ GM (HR))

Technical Resignation

Technical Resignation simply means that you have applied through proper channel intimating at all the phases of the selection procedure.

Service Agreement Bond Transfer

Now-a-days, every organization like PSUs, BARC, DRDO etc., is following a trend of Service Agreement Bond. The bond mentions that you have to serve under that organization or Defence Services or Government of India for a particular period of time. If you have applied through proper channel, your bond gets transferred to the new organization clearly indication that you must complete the remaining period of the bond with the new organization. If you have applied through proper channel, it is the responsibility of your previous organization to communicate with the Concerned Ministry about your bond obligations and you need to sign the new bond with the new Organization for the remaining period of bond and it will be sent back to your earlier employer.

Intimation Stages

Many times it happens that candidates intimate only at the time of application only, but you must intimate the present employer at each phase like while application, while filling DAF and Interview and Finally resignation. While taking leave for appearing in exam, you should clearly mention that you are talking leave for appearing in Examination.

The aim of this article is to familiarize the peoples about the common mistakes that may create problem in your bright future and also aware the candidates about the procedure to be followed while applying for UPSC ESE or any other Examination.

For any query, please comment.


Profile of E&C Engineer in Indian Railways


In this article we will look at the work profile of Electronics Engineer in Indian Railways. As a part of ongoing series, this is the second installment of work profiles of engineers recruited through IES in Indian Railways.

There is Signaling and telecommunication department in Indian Railways where you will be posted as ASTE after your joining. S&T and department plays vital role in safe running of trains in Indian Railways. There was a time when police men on horses used to give signal for the running of trains. Now we have moved a great deal ahead in terms of providing a reliable and safe method of working for the movements of trains. Have you ever wondered while looking at the signal adjacent to railway line? If you have then it would be even more interesting to actually understand the working of signals. To an outsider, railways signals present quite a challenge to decipher but after joining Railways you will be talking in terms of outer, home, starter and advanced starter.

Let’s Look at organization of this department before proceeding ahead.

2 3 4 5

Work Profile-

Open Line:-Your first posting will be as an Assistant Divisional Signal and Telecom Engineer. Typically a fresh recruit is placed here, to give him the first-hand knowledge of working of Indian Railways. Your responsibilities will be numerous; the primary one will be to ensure proper working of signal in your sub-division. Basically, in 150-200km stretch even if one signal fail, you will be held responsible. After signals there are lot of other devices and equipment’s such as axle counters, point machines, track circuits, block instruments, RRI, PRI etc. If any of this malfunction, the movements of train will come to standstill. This will be also your responsibility to maintain or get it replaced on time. In Railways you will find those technologies which are difficult to find elsewhere. Telecommunications system of IR is one of the most vital assets, I can’t describe them here in detail but they can broadly be classified as administrative and operational. Administrative system consists of Communication amongst Area Control Office, Divisional Offices, Zonal Offices, Railway Board office etc.  Operational system consist of Control Communication  Hot lines for train operation ,Magneto phone communication for L/C  ,Block phone commn,Pagers for train crew etc. In addition, the telecommunications play a vital role in the areas of passenger amenities and disaster management. There is more in terms of technology than you can think of, if you are interested in it.

You will have sub-ordinates working under your jurisdiction but you will be executive head in Sub-division. As you move in ladder, natures of responsibilities shift along with jurisdictional area.

Construction:- It is the construction wing of IR responsible for creation of new assets. After projects are sanctioned, you will be the executive head from Railways. You will have to check and inspect work done by contractors, issue them guidelines, punish them etc. In this department you technical skills are put to test, how much skill you have being an IES.  You will have to propose solutions to any problem arising out of technical difficulties.

RDSO:- This is the research wing of Railways. If you have the aptitude for research you can take posting here for your work. If you really can contribute through your research then RDSO will provide you the opportunity to do so. One of the examples can be Anti Collision Device developed by Konkan Railways. Actually, there is lot of research you can do for IR.  Can you develop a new signaling system which can improve the line capacity without compromising on safety and speed? The challenge is upto you to take. Development of high speed trains needs a very reliable and safe signaling system. There are lots of other area where technologies can be integrated for which electronics engineer are necessary.

Deputation: – There are various Psu working under ministry of railways, you can go to one of these if you so wish. Also, you can go to Railway Board, New Delhi to work on different policy matters for whole of Railways. You will also be able to visit foreign countries for training in technical matters but not so early in the career. After five years, you can take leave for higher studies from foreign universities.

Words of advice-You must keep in mind that after all you will be working in a Government Organization. It will not be free from malaise of a typical ‘sarkari naukari’. You can’t expect the work environment like Google or Microsoft because of obvious reasons. If Railways become more professional over the years, it will be the one of best place for engineers even edging top MNC’s. IES is the place for those who are interested in engineering and technology and I have always stressed that interest in technical matters is key requisite for successful career in IES. So, I wish you all the luck for your future ahead.

Words of Caution– Although I work in railways, i have written this article from my own experience of this department, as an outsider. I may have missed something or made error while describing work profile. I would welcome further suggestion for improvement in this article.

Profile of Civil Engineer in Indian Railways

Hello Everyone,

In this article we will be looking at the profile of a Civil Engineer in Indian Railways recruited through IES. It is necessary to understand the working of an organization before joining it. So, in this series, we will be looking at work profile of engineers in details starting with civil engineering. I will not discuss perks and allowances here, it will covered in the another article.

Work Profile

Railway is one of the best places for a civil engineer to be. It provides immense diversity of work which you can only think of in other organizations. Broadly there are four types of work profile which an engineer can access in IR (Indian Railway).

1. Open Line/P.Way – This is the core work which you will be doing in IR. This work consist of day to day maintenance of assets of IR which includes tracks, bridges, tunnels, buildings, and all other civil engineering assets that you can think of. It doesn’t mean that you physically have to do this work. There is whole army of people below you to command, it is up to you how you manage your subordinates. Out of all four engineering branches, Civil has the most of the resources of IR in terms of men, material and land. Typically you will start your career in this department of IR; also most of the facilities are here only. You will be establishment head of all the persons working below you. Apart from schedule work, you will deal with lot of other stuff too.

2. Construction- It is the construction wing of IR responsible for creation of new assets. After projects are sanctioned, you will be the executive head from Railways. You will have to check and inspect work done by contractors, issue them guidelines, punish them etc. In this department your technical skills are put to test, how much skill you have being an IES. You will have to propose solutions to many problems arising out technical difficulties such as slope failure, caving of tunnels, retaining wall failure, bridge foundation stability, erection of girders at critical locations, etc. Your subordinates will expect a lot from you, be ready to live up to their expectations.

3. RDSO- This is the research wing of Railways. If you have the aptitude for research you can take posting here for your work. If you really can contribute through your research then RDSO will provide you the opportunity to do so.

4. Deputation – There are various Psu working under ministry of railways, you can go to one of these if you so wish. Also, you can go to Railway Board, New Delhi to work on different policy matters for whole of Railways. You will also be able to visit foreign countries for training in technical matters but don’t expect it so early in the career.


Organizational Structure of Civil Engineering in Indian Railways

  1. At Board Level

 civil 1

  1. At Zonal Level

c23. At Divisional Level


Duties and Responsibilities in First Posting

Typically, a civil engineer through IES will be placed as the assistant divisional engineer in one of the sub-divisions of his allotted zone. Following are his duties:-

1) GENERAL DUTIES-responsible for the maintenance and safety of all Track and Building Works in his jurisdiction
2) ESSENTIAL DUTIES : Inspection and maintenance of track and all structures ,Preparation of plans and estimates execution and measurement of works including track works, Verification of stores held by stockholders, Submission of proposals for inclusion in the track renewal programme revenue budget and the works

3) KNOWLEDGE OF RULES AND REGULATION –  To observe the rules and procedures laid in the General and Subsidiary Rules, The Indian Railways Permanent Way Manual, The Indian Railway Works Manual ,The Indian Railway Bridge Manual, the Engineering Code and other codes, orders etc.

4) CO-ORDINATION WITH OFFICIAL OF OTHER DEPARTMENT: To co-operate effectively with officers and staff of other departments in matters that warrant co-ordination.

5) INSPECTION BY HIGHER OFFICIALS-  to accompany inspection of Chief Engineer, General Manager, CRS etc.

6) INSPECTION OF ADEN- To conduct inspection in his jurisdiction as per the Schedules laid down by the Administration from time to time and also maintains the records of the results of his inspection and ensure compliance of the same.

7) INSPECTION OF PERMANENT-WAY– Push Trolley / Motor Trolley Inspection, Fast Train Inspection, Inspection of Level Crossings, Checking of curves, Checking of Points and Crossings, Monsoon Patrolling, Track on Bridges, Scrutiny of Registers during Inspection, Inspections of Track .

8) EXECUTION OF WORKS- To ensure that all works are carried out according to plans and specifications laid down. Important works used to be set out personally by AEN

9) ACTION IN CASE OF EMERGENCIES – In the case of an accident to proceed to the site by the quickest available means. On the way he ascertains the requirements of materials and men at site and arrange for the same.

Amit Singh
IRSE 2013

Bibek Debroy Committee’s recommendations for Railway Services

If you are preparing for IES and wish to join Railways, this article is important for you. If you are preparing for civil services, then also have look. For all those who have willingly or unwillingly come into Railways, Bibek Debroy Committee’s recommendations for restructuring of Railway Services promises new changes which may completely overhaul the existing organisational structure.

This panel suggested various reforms for Indian Railways but here we will look only at human resource management chapter of this report. If implemented, whatever little bit you know about Railways services is going to change. So, have a look at this article to know how IR will take shape if these recommendations are implemented.

What is the Problem?
IR is a complex, multi-departmental, and operational organization spread across the country, with approximately 1.3 million employees. There are about 400 different categories of Group ‘C’ employees and 10 Group ‘A’ services, of which 8 are organized Group ‘A’ services. The main problem in IR is Departmentalism.  The term “departmentalism”, as being used here, refers to the negative aspects of functional specialization in IR.

Current Group 'A' Services
Current Group ‘A’ Services

Let me explain in simple words. There are so many officers in IR and so many departments that one department doesn’t work in harmony with others. They promote their department’s interest over the interest of organisation.

In light of this basic issue and lot of others which i will not detail here. This panel proposed following recommendations.

What has been Proposed?


IR should consolidate and merge the existing eight organized Group ‘A’ services into two services i.e. the Indian Railway Technical Service (IRTechS) comprising the existing five technical services (IRSE, IRSSE, IRSEE, IRSME and IRSS) and the Indian Railway Logistics Service (IRLogS), comprising the three non-technical services (IRAS, IRPS and IRTS).

Option 1 has been recommended
Option 1 has been recommended


Indian Railway Technical Service (IRTechS):

4Direct recruitment of officers to IRTechS should continue to be from the Indian Engineering Services (IES) examination conducted by UPSC, as is being done currently. Thereafter, once that new system of entry is in place, the recruitment of a few officers through the Special Class Railway Apprentices route should be discontinued, as the raison d’être for it is no longervalid. Candidates belonging to the existing engineering streams (electrical, mechanical, S&T, civil etc) who are eligible for any of the Railway engineering services and who appear, qualify and obtain preference based on their merit should be recruited to the common single IRTechS. Alternatively, the option of conducting a separate Railway engineering exam by the UPSC has also been suggested to us. However, this Committee is of the view that holding a separate exam for IRTechS may not be desirable as it may lead to dilution in the quality of candidates selected and would also entail extra expenditure on the exchequer.

Indian Railways Logistics Service ( IRLogS)


Direct recruitment of officers to IRLogS should continue to be from the Indian Civil Services Exam (ICES) conducted by UPSC, as is being done currently. As in the case of IRTechS, this Committee is of the view that holding a separate exam for IRLogS may not be desirable. A similar procedure as recommended for IRTechS should be followed in the case of Group ‘B’ officers inducted into Group ‘A’. Promotion of Group ‘C’ officials to Group ‘B’ posts of the accounts, personnel, commercial and operations departments should continue to be done through the existing procedure, except that for promotion to Group ‘A’ IRLogS, there will be a common seniority list drawn up of all Group ‘B’ officers belonging to different departments.

Fixation of inter se seniority: Determination of inter-se seniority of officers belonging to various cadres recruited from different channels has always been a contentious issue in IR. With the merger and consolidation of the existing eight organized Group ‘A’ services into two services at lower levels and three services at middle management levels, a credible manner for evolving a merged seniority list of the various batches will have to be adopted. In the first instance,this will include drawing up common seniority list for IRLogS and IRTechS within the two sub-groups, and then a combined seniority list of officers belonging to both these sub-groups. More importantly, the combined seniority lists will be required not only for fresh recruits, but also for those already in service with long years already spent in the IR system. While this Committee admittedly does not possess the expertise to work out the common inter se seniority of Group ‘A’ officers of the two services (IRLogS & IRTechS), and this should ideally be worked out in detailed consultation with UPSC and domain experts, we do wish to underline that a credible and equitable methodology for the purpose is a sine qua non for the proposed restructuring . Unless a satisfactory formulation is evolved and executed, recommendations on restructuring of Group ‘A’ services in Railways will essentially remain a non-starter.

Lateral entry:This Committee found that although there are some IR officers who proceed on deputation to other Ministries in the Central Government under the Central Staffing Scheme, this number is quite small and is largely restricted to deputation at Deputy Secretary/Director level posts,with the exception of a few at the JS level. This Committee observed that performance of IR officers on deputation has been largely of high standards, and that these officers have also been enriched by such exposure and experience. However, this Committee notes that there is virtually no deputation of officers of All India Services/Other Central Group ‘A’ services to IR. Consequently, IR suffers from inbreeding and is deprived of the benefit of services of officers with a wider set of competencies and varied experience. As such, this Committee is of the view that lateral movement of officers, both from outside to IR and from IR to outside, should be encouraged, without adversely impacting delivery of Railway services. The lateral entry/movement should be permitted both in non-technical and technical departments, respectively based on the Central Staffing Scheme pattern. This Committee further feels that in order to enhance the acceptability of such a proposition: (a) The number of posts to which deputations (lateral entry from outside) are to be permitted must be clearly identified, based on a rational criteria; (b) Inflow of talent from outside, such as chartered accountants, cost accountants, bankers, financial management experts in financial management posts, personnel from CPWD,research assistants from leading labs and universities (IITs etc.), scientists from Government labs etc. (to join RDSO and training institutions)on deputation should be encouraged; (c) A system of balancing has to be devised so as to ensure that career advancement of Railway officers is not adversely impacted. This can be done by ensuring a net outflow of Railway officers (i.e. number of Railway officers on deputation minus number of other services officers coming on deputation to Railways) is retained at present levels; (d) Deputation of officers well conversant with Finance, PPP, resource mobilization etc. in other wings of the Government,can be effected through the Central Staffing Scheme. These could be to general management and financial management posts in the Railway Board, technical posts in RDSO, as faculty to NAIR and other training institutions.

Proposed Changes at Board Level.


I will end this article with following quote said by Paul Theroux, The Imperial Way, 1983.

India is a vast and complex place. The phones seldom work, the mail is unreliable, the electricity is liable to sudden stoppages. There are numerous natural disasters and there are 800 million people. It is almost inconceivable that the country is stillviable……Towards the end of my Indian journey I decided that India runs primarilybecause of the railway……It is impossible to imagine India without the railway, or tothink what could possibly replace it

IES in Indian Railways: An Electrical Engineer’s experience

Hello Readers,
In this article i present to you the experience of working in Indian Railways of an IES officer from electrical engineering. We met at foundation course about which i have already detailed here. At NAIR, i requested him to write an article for IES aspirants from electrical engineering, which would give them insights of life in Indian Railways.This article has been written by Deep Karan Singh. He has detailed about his journey so far , after joining railways on 15th December 2014. He has tried to portray a balance picture of working in his department. I hope this article helps you in giving  inside look of the system where you dream to be.


My initial experience of working in Indian Railways

It was 28th of February of 2014. The final result of the Engineering Services Exam-2013 was out and I had secured AIR-22. Having a look at the number of vacancies in IRSEE, I was sure to get Railways if my medical goes well. The medical schedule was out by the end of March. Till that year, Medical exam was conducted by Railways at its hospitals. I was called to Mumbai in April for the medical exam even though it was not among the three choices I had given. The medical result was out by October and the offer of appointment was issued on 31st of October. I received it two days later with a First Class Duty Pass mentioning Nasik as the place of reporting. The Chuk-Chuk Gaadi was calling me and asking me to help it serve the public. The joining was on 15th of December and ten days prior to it, I received a welcome letter from the CTI (Centralized Training Institute) at which I had to report i.e. Indian Railways Institute of Electrical Engineering, Nasik (IRIEEN).



I reached Nasik on 14th of December. The CTI bus was on duty to receive the about-to-join Probationary Officers (POs) from the station and take them to the institute. The CTI is at a distance of 4 kms from the station and is situated on the outskirts of the main city. It is spread over a vast area equipped with all facilities except the Khajana i.e. ATM (Any Time Money). There is the main building, the two hostels for the POs and senior officers, the ORH (Officer Rest House), the health unit and almost all the sporting facilities. I heard that Railways gives huge importance to sports and had observed it first hand. The culture of sports is imbibed in Railway Officers from the start. The institute has a very big ground, swimming pool, gymnasium, badminton court, tennis court, basketball court, volleyball court, etc. It also has a recreation room where indoor sports like snooker, carrom, table tennis are available and a reading room. There is a big library in the main building where all the books related to Electrical Department of Indian Railways and also other books of general nature are available. The hostel area also has a mess to cater to the diverse tastes of the Officers who had come from all over the country.


After a week of the joining, which was for the joining formalities, the first part of our training i.e. Phase-1 was started. It was a eight-week classroom program in which the POs were exposed to various facets of Electrical Department of Indian Railways. The classes at IRIEEN were conducted from Monday to Friday.  A total of seven tests were conducted to evaluate the POs in the latter half of the program. The tests were not of serious nature and all the officers pass them easily but these should not be taken for granted. The POs also went for practical training to Mumbai during the course but the real field training was yet to come.


Parties, functions and get-togethers are a regular affair in the Indian Railways. We were lucky to witness the 25th anniversary of service of 1987 batch of IRSEE in Indian Railways. Senior officers interacted and shared their experience with the new POs. All of them told very nice things and future prospects in Indian Railways and we were delighted to hear such unprecedented experiences. A cultural program was conducted during our stay in which all the POs performed and brought out their hidden talents. On the occasion of Republic Day, the Director of IRIEEN unfurled the Tiranga and the National Anthem was sung. Refreshment was also distributed to all the officers.


After the conclusion of Phase-1 on 13th of February, all the POs were sent for field training for 8 days to different places in groups of 4-5 and were told to report on 26th of February for Group ‘A’ Foundation Course  at National Academy of Indian Railways (NAIR) in Vadodara.

First Field Training

There was 8 working days gap between the completion of Phase-1 at IRIEEN and the start of the Foundation Course at NAIR. All the POs were allotted field training for this period to different places. I, along with three more POs, went to Bilaspur. We were given an assignment which also included foot plating. We went to Korba from Bilaspur, travelled in the locomotive of a goods train and learned new things from the inspector who was travelling with us to facilitate out training. Different types of signals, warning boards were coming enroute our journey and the inspector was clearing all our doubts. It was an unprecedented experience and we learned a lot of new things. At Korba, we went to coal mines of Coal India Ltd and observed the things which were relevant to us. It was a life changing experience and I knew more better experiences are yet to come.


NAIR is the alma mater of all Railway Officers and POs from various services of the Railways reported to attend the ten-week program. The POs were from IRSEE,IRSE,IRSSE,IRSME,IRAS,IRPS. The probationers from different services were made room partners for better inter-departmental interaction. Morning PT was conducted at the academy to inculcate the virtues of being fit. The other side of the PT was the penalty of losing a CL for missing four PTs. Here also the EXAM monster was not ready to leave few of the POs (including me) who did not want to study. A total of 13 exams were conducted during the course covering all the departments of Indian Railways like Commercial, Law, Operations, Stores, Electrical, Civil, etc. The exams were finished a week before the completion of the course which was to bring down the curtains on 1st of May.

A one-week study tour was also organized during the Foundation Program and I was one of the lucky ones to go to Chandigarh, Shimla and Amritsar. The toy train journey from Kalka to Shimla was thoroughly enjoyed by all the POs and the visit to Attari-Wagah border filled the Railway Officers with national pride.

Field Training

After NAIR, all IRSEE probationers will be going for field training in groups of 5 to 6. The Railways are spread all over the country with its presence increasing in the North East and giving an ample amount of opportunity for the newly recruited Officers to visit new places and learn the nuances of Railway working. The POs will also be visiting the Production Units of Railways like RCF, ICF, CLW, DLW, etc. All the POs are scheduled to meet at various CTIs for appreciation courses and training review at Nasik.


The Phase-2 will be conducted at Nasik at the end of the one and half year of training, followed by the posting exam and passing out parade.

There have been talks going around in the Railway corridors that the POs will be sent for training abroad, probably to Japan and Australia, but nothing has been finalized yet.

This is my four and half months of experience in Indian Railways and I hope that some nice things are in store for me.


Written by

Deep Karan Singh,

With vital inputs from Shailendra Maurya




Probation:-Candidate selected for appointment to the service will be appointed as probationers for a period of two years which period may be extended at the discretion  of competent  authority.  Failure  to complete the probation to the satisfaction of the competent authority will render them liable to discharge from service.

Termination:-The appointment can be terminated at any time by  giving  the  required  period  of  notice  (one month in the case of temporary appointment and three  months  in  the  case  of  permanent appointment  by  competent  authority).  The Government,  however,  reserves  the  right  of terminating services of the appointees forthwith or before the expiry of the stipulated period of notice by making payment of a sum equivalent to pay and allowances for the period of notice or the unexpired portion thereof. They will be subject to term and conditions of the Service as applicable to civilian Government Servants  paid  from  the  Defence  Services Estimates in accordance with the orders issued by the Government of India from time to time. They will be subjected to field Service Liability Rules, 1957 as amended from time to time.

Transfer:-They will be liable for transfer anywhere in India or  abroad.  However,  major  locations,  where, officers  are  likely  to  be  posted,  are Mumbai,Visakhapatnam, New Delhi (HQ), Kochi and at Goa. INAS officers are also required to go on foreign  deputation  as  and  when  required  for specialized training/assignment.

Scale of Pay:-
Scale of pay and classification-Group- A Gazatted
are given below:
(i)   Junior Time Scale Grade (Assistant Manager/
Assistant  Director  of  Naval Armaments)
Rs.15600-39100,GP 5400.
(ii)   Senior Time Scale Grade (Manager/Deputy
Director of Naval Armaments): Rs15600-39100,
GP 6600.
(iii)   Junior  Administrative   Grade(Non-
Functional) (Deputy General Manager/Joint
Director of Naval Armaments): Rs15600-39100,
GP 7600.
(iv)   Junior Administrative  Grade  (Functional)
(General  Manager/Additional  General
Manager/Principal Director/Director of Naval
Armaments) Rs.37400- 67000, GP 8700.
(v)   Senior Administrative Grade (Chief General
Manager/Addl. Director General of Naval
Armament Supply) Rs.37400-67000, GP 10000.
(vi)   Higher  Administrative  Grade  (Director
General of Naval Armament) : Rs.67000- 79000

Career Growth:- The promotional avenue and the detailed terms and conditions are given below:
(i)Senior time Scale Grade (Manager/Deputy Director of Naval Armaments): Officers of INAS Cadre in the Junior Time Scale Grade (Assistant Manager/Assistant Director) with four years regular service in the grade are eligible  for  promotion  to  the  Senior  Time Scale Grade on the basis of selection on the recommendations of DPC provided that only, those  officers  who  have  passed  the Departmental Examination after induction training will be considered for promotion.

(ii)Junior   Administrative/Grade   (Non- functional) Deputy General Manager/Joint Director of Naval Armaments : Officers of INAS Cadre in the Senior Time Scale Grade who have completed five years of regular service in the Senior Time Scale Grade are eligible  for  appointment  to  the  Junior Administrative Grade (Non-Functional).

(iii)Junior Administrative  Grade  (Functional) General  Manager/Additional  General Manager/Principal  Director/Director  of Naval Armaments : Officers of INAS Cadre in the Senior Time Scale Grade on completion of thirteen years of regular service in the Gp ‘A’ including four years service rendered in STS Grade, are eligible for promotion to the    Junior    Administrative    Grade

(iv)Senior Administrative Grade (Chief General Manager/Addl Director General of Naval Armament) : Officers of INAS Cadre in the Junior Administrative Functional Grade with three years regular service in the Grade are eligible for promotion to the posts of Chief General Manager on the basis of selection to be made by the appropriate DPC.

(v)Higher Administrative  Grade  (Director General of Naval Armament) : Officers of INAS Cadre in the Senior Administrative Grade with three years regular service in the grade are eligible for promotion to the post of Director General of Naval Armament on the  basis  of  selection  to  be  made  by  the appropriate DPC.

The requirements for promotion to next higher grade as laid down above are those of minimum eligibility  and  that  promotion  in  the  grade concerned will take place subject to availability of vacancies only. The  officers  are  required  to  take  various responsibilities  attached  with  the  growth  of career  like  in-charge  of  a  division,  head  of  a particular establishment/organization in the Span of entire career.

NOTE : The pay of the Government servant who held a permanent  post  other  than  tenure  post  in  a  substantive capacity  immediately  prior  to  his  appointment  as  a probationer may be regulated subject to the provision of F.R. 22B(1) and the Corresponding article in CSR applicable to probationer in the Indian Navy.

Duties and Responsibilities:-Nature of duties and responsibilities attached to
the post of Junior Time Scale Grade in the Naval
Armament Organization of Indian Navy, Ministry
of Defence:
(i)Production, planning and direction of work relating  to  repair,  modification  and maintenance of armaments, incorporating various  mechanical,  electronics and electrical  devices  and  system  production and productivity.

(ii)Provision  of  machinery,  electronic  and electrical equipment for repair, maintenance and overhaul.

(iii)Development  work  to  establish  import substitutes,  preparation  of  indigenous design specifications.

(iv)Providing  of  mechanical,  electronics  and electrical spares for armaments.

(v)Periodical calibration testing/examination of sub-assemblies   and   assemblies   of mechanical electronics and electrical items of  armaments  (missiles,  torpedoes,  mines and guns) measuring instruments etc.

(vi)Providing  logistic  support  in  respect  of armament  stores  to  fleet  and  Naval Establishments.

(vii)Rendering of technical advice to the service in  all  matters  relating  to mechanical, electronic  and  electrical  engineering  in respect of armaments.

(viii)Functions of personnel management of large number of technical and non-technical work force.

(k)Additional Unique facilities
(i) The officers of this cadre (INAS) discharge the  duty  and  responsibility  in Naval Armament Organization which is one of the important wing of Indian Navy. Facilities available to Naval service officers like CSD canteen  facilities  for  self  &  family, membership of officer’s mess/club/institute/ swimming pool etc. are extended to INAS Officers  also.  The  residential  complex  of INAS  cadre  officers  is  also  under Naval Security  Zone,  where  one  can  feel  fully secured throughout service period.

(ii)Being the part of Indian Navy, the INAS cadre officers have the opportunity to participate in various adventure and sports activities.

Brief Particulars related to Central Engineering Services


This post is about following services:-




(a) PROBATION-The selected candidates will be appointed on probation for two years. They would be required to pass the prescribed departmental examination during the period of probation. On satisfactory completion of their probation they could be considered for confirmation or continuance in their appointment. Government may extend the period of probation of two years. If on the expiration of the period of probation or of any extension thereof, Government are of opinion that the officer is not fit for permanent employment/ retention or if at any time during such period of probation or extension. They are satisfied that the officer will not be fit for permanent appointment/ retention on the expiration of such period or extension they may discharge the officer or pass such order as they think fit.

(b) PROMOTION- As things stand at present, all officers appointed in Central Engineering Service Group ‘A’ are eligible for promotion to the next higher grade viz., Executive Engineer after completion of five years service in the grade of Assistant Executive Engineer subject to availability of vacancies and on condition that they are otherwise found fit for such promotion.

(c) LIABILITY TO SERVE IN DEFENCE SERVICE- Any person appointed on the results of this competitive examination shall, if, so required be liable to serve in any Defence Service or post connected with the Defence of India for a period of not less than four years including the period spent on training, if any.
Provided that such person :
(i) shall not be required to serve as aforesaid after the expiry of ten years from the date of appointment;
(ii) shall not ordinarily be required to serve as aforesaid after a training the age of forty years.

The following are the rates of pay admissible:—
(i)  I.T.S. (A.E.E.)-Pay Band 3- Rs15,600-39,100+Grade
Pay of  Rs5,400/-
(ii)  S.T.S. (E.E.)-Ordinary Scale Rs15,600-39,100+Grade
Pay of Rs6,600/- Non-functional selection Grade-
Rs15,600-39,100+Grade Pay Rs7,600/-
(iii)  Junior Administrative  grade  (S.E.)  Rs37,400-
67,000+Grade Pay of Rs8700/-
(iv)  Senior Administrative  Grade  (C.E.)  Rs3,400-
67,000+Grade Pay of Rs10,000/-
(v) Higher Administrative Grade
Additional D.G.— Rs67,000-(Annual increment @
3%) 79,000/- Additional director General (works
Special)  Rs75,500-(Annual increment  @ 3%)-80,000
Director General (Works)— Rs80,000/- (fixed)

These posts are common to all the three disciplines
i.e., Civil, Electrical,  Mechanical and Architectural.

(e) Nature of duties and responsibilities attached to the posts in Central Engineering Service (Group A) and Central Electrical & Mechanical Engineering Service (Group A).

(i)Central  Engineering  Service  Group A.— Candidates  recruited  to  this  Service  through Engineering Services Examination are employed in  the  Central  Public  Works  Department  on Planning,   Designing,   Construction   and Maintenance  of  various  civil  works  (of  Central Government)  comprising  residential  buildings, office buildings, institutional and research centres, industrial  buildings,  hospitals  and  development schemes, aerodromes, highway and bridges etc. The candidates start their service in the Department as Assistant Executive Engineers (Civil) and in the course  of  their  service  are  promoted  to  various senior ranks in the Department.

(ii) Central Electrical and Mechanical/Engineering Service Group ‘A’.—Candidates recruited to this Service through Engineering Services Examination are  employed  in  the  Central  Public  Works Department on Planning, Designing, Construction
and  Maintenance  of  electrical  components  of various  civil  works  (of  Central  Government) comprising of electrical installations, electrical sub- stations and power houses, air-conditioning and refrigeration,  runway  lighting  of  aerodromes, operation of mechanical workshops, procurement and  upkeep  of  construction  machinery  etc.  The candidates start their service in the Department as Assistant Executive Engineers (Electrical) and in the course of their service are promoted to various senior ranks in the Department.

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