True Lies
FULL MEMBER
New Recruit
- Oct 13, 2010
- 85
- 0
Indian railways lags 20-25 years behind world on technology front: E Sreedharan - The Economic Times
Thanks to E Sreedharan , MD, Delhi Metro Rail Corporation, India's capital has a world class metro. A project that was on drawing board for decades and which many thought would be almost impossible to execute is up and running. He took charge in 1997 when he was 65 years old, long after he retired from the Railways in 1990. Today at 79, he is finally hanging his boots on December 31 to retire in his native village in Kerala. He spoke to ET on Delhi Metro, its success and his life. Excerpts:
What's your take on the metro projects in other parts of the country?
I think, the government is making the mistake of choosing IAS officers as heads for short tenures. One leg here, one there, does not work. The government must pick heads and give them enough time to execute the project. Like in the the Delhi model, the best way to go is with a full-time head. Metro is a highly technical project and requires financial prudence. Who heads the project is very critical.
What do you think are the big challenges ahead for DMRC?
In phase 1, everybody welcomed us. Now by phase 3, people have become very demanding and take many things for granted. Resistance is increasing and government too may not be so cooperative going forward. What about retaining talent? Retaining good talent is a challenge. The market value of our employees is very high and many companies are waiting to poach them. I have this concern about retaining our employees.
Are there any regrets as you pack your bags?
There are certain areas, like feeder services, in which we could have done better. We should have decreased the number of two-wheelers on roads. If we were able to give them good connecting service, it would have been good but we could not for a variety of reasons.
You retired from the Railways, what's your prescription for Railways future?
Indian Railways has the world's fourth-largest network with 9,000 engineers but it lags 20-25 years behind the world on the technology front, it needs to be upgraded dramatically.
What's your vision for DMRC?
Today, the share of public transport in Delhi is 30%. I want to see it go up to 60% plus and metro to contribute 40% of that. I believe a metro should not go beyond 20 km from the city centre.
You have built a commendable organisation, despite all constraints. What's your prescription?
It is important to pick the right leader. When they picked me, I asked for two things, the freedom to pick my own team and no interference from the government and bureaucrats. The most important thing for a leader is to have a vision and align his people around it. Also to build an organisation, a leader must identify major coordinates: I picked punctuality, integrity, technical competence, social responsibility, accountability and speed.
How confident are you of DMRC's future after you retire?
My successor Mangu Singh has worked with me for 14 years. His integrity is of the highest order. His technical competence is very good. I see him giving DMRC able leadership.
Thanks to E Sreedharan , MD, Delhi Metro Rail Corporation, India's capital has a world class metro. A project that was on drawing board for decades and which many thought would be almost impossible to execute is up and running. He took charge in 1997 when he was 65 years old, long after he retired from the Railways in 1990. Today at 79, he is finally hanging his boots on December 31 to retire in his native village in Kerala. He spoke to ET on Delhi Metro, its success and his life. Excerpts:
What's your take on the metro projects in other parts of the country?
I think, the government is making the mistake of choosing IAS officers as heads for short tenures. One leg here, one there, does not work. The government must pick heads and give them enough time to execute the project. Like in the the Delhi model, the best way to go is with a full-time head. Metro is a highly technical project and requires financial prudence. Who heads the project is very critical.
What do you think are the big challenges ahead for DMRC?
In phase 1, everybody welcomed us. Now by phase 3, people have become very demanding and take many things for granted. Resistance is increasing and government too may not be so cooperative going forward. What about retaining talent? Retaining good talent is a challenge. The market value of our employees is very high and many companies are waiting to poach them. I have this concern about retaining our employees.
Are there any regrets as you pack your bags?
There are certain areas, like feeder services, in which we could have done better. We should have decreased the number of two-wheelers on roads. If we were able to give them good connecting service, it would have been good but we could not for a variety of reasons.
You retired from the Railways, what's your prescription for Railways future?
Indian Railways has the world's fourth-largest network with 9,000 engineers but it lags 20-25 years behind the world on the technology front, it needs to be upgraded dramatically.
What's your vision for DMRC?
Today, the share of public transport in Delhi is 30%. I want to see it go up to 60% plus and metro to contribute 40% of that. I believe a metro should not go beyond 20 km from the city centre.
You have built a commendable organisation, despite all constraints. What's your prescription?
It is important to pick the right leader. When they picked me, I asked for two things, the freedom to pick my own team and no interference from the government and bureaucrats. The most important thing for a leader is to have a vision and align his people around it. Also to build an organisation, a leader must identify major coordinates: I picked punctuality, integrity, technical competence, social responsibility, accountability and speed.
How confident are you of DMRC's future after you retire?
My successor Mangu Singh has worked with me for 14 years. His integrity is of the highest order. His technical competence is very good. I see him giving DMRC able leadership.
