* Report says that 65% of total revenue of IR goes into staff and pension costs which is too high and untenable.
* IR has implemented 7th pay commission recommendations overlooking its financial condition. Still, sections of employees are dissatisfied and are fasting & agitating demanding still higher wages. On the other hand, employees are complaining of excessive workload & their union leaders, says lacs of vacant posts in IR must be filled.
* If the above demands are fulfilled, the staff+pension cost may go above 80% of total revenue!!
*...
more...

2 decades ago Indian ports were in same position, but they have brought it down to a much better figure of 45% by adopting PPP 7 outsourcing routes.
Shall IR be able to do so??
* In the current situation it is very difficult, only a competition with private rail operators can force it to improve its efficiency & work practices.

* Konkan railway, which is showing much better manpower utilization and efficient working than highly (ill)experienced expert Indian Railways in spite of all odds is a glaring example before IR
* Key Factors that needs to be worked upon for a vibrant IR in future:
(1) Automation/computerisation/Augmentation of Rly system-network/ working-practices
(2) Multiskilling & multi tasking
(3)...
more...

Simplification of organisational structure (lesser layers)
(4) fast & financially prudent decision making+implementation
(5) Rationalisation of resources(funds, projects etc), services(parcel
(6) Non fare revenues/ monetisation of all kinds of assets