news details |
|
|
| Ashish Bansal joins as the new General Manager of Construction Organisation of Northeast Frontier Railway | | |  Early Times Report
MALIGAON, Feb 18: Ashish Bansal, an officer of Indian Railway Service of Engineers from UPSC's 1989 batch, has taken over as the General Manager of N.F. Railway (Construction). Before joining as the General Manager of N.F. Railway (Construction), he worked as the Principal Executive Director (Track Modernisation and Machines) in the Ministry of Railways, Government of India from March, 2023 onwards. As General Manager he will be the overall in-charge of all railway construction activities within the jurisdiction of N. F. Railway i.e. all north-eastern states including Sikkim and parts of West Bengal and Bihar.
Bansal has a long and varied experience across multiple domains of railway operations, including track maintenance, policy formulation, bridge engineering, metro construction spreading over different railway zones and Railway Board including RDSO and DMRC after joining the Indian Railway Service on January, 1991. He has also served as Divisional Railway Manager of Dhanbad Division under East Central Railway and was responsible for the highest freight loading as well as freight earning among all the divisions of Indian Railways. Additionally, he has held the charge of Chairman and Managing Director, IRCON International Limited.
During his tenure in the Track Machines Directorate of RDSO, he was responsible for track recording systems and the development of guidelines for track maintenance using track recording data. He was instrumental in operationalising a high-speed track recording car imported from the USA and commissioning of two additional track recording cars.
In his previous role as Principal Executive Director (Track Modernisation and Machines) in the Ministry of Railways, Government of India, he was responsible for leading efforts in track modernisation, focusing on expanding the track machine fleet to handle increased axle loads and traffic. His emphasis on a structured rail grinding programme has resulted in notable improvements in track performance and longevity, delivering measurable operational benefits to Indian Railways. One of the most significant strategic achievements during his tenure was finalization of the policy for adoption of the Indigenous Modern Fastening System for future 25T axle load and higher speed operations to meet the international standards ensuring higher reliability, tighter tolerances and extended service life. A major modernization initiative laid the foundation for precision manufacturing is taken in PSC sleeper manufacturing with fully Automated carousel-based closed-loop systems. During his last 2 years tenure, order for 695 nos. of track machines was also placed. Further, another 680 nos. track machines are under various stages of procurement to enhance track reliability
In his previous role as Principal Executive Director (Track Modernisation and Machines) in the Ministry of Railways, Government of India, he was responsible for leading efforts in track modernisation, focusing on expanding the track machine fleet to handle increased axle loads and traffic. His emphasis on a structured rail grinding programme has resulted in notable improvements in track performance and longevity, delivering measurable operational benefits to Indian Railways. One of the most significant strategic achievements during his tenure was finalization of the policy for adoption of the Indigenous Modern Fastening System for future 25T axle load and higher speed operations to meet the international standards ensuring higher reliability, tighter tolerances and extended service life. A major modernization initiative laid the foundation for precision manufacturing is taken in PSC sleeper manufacturing with fully Automated carousel-based closed-loop systems. During his last 2 years tenure, order for 695 nos. of track machines was also placed. Further, another 680 nos. track machines are under various stages of procurement to enhance track reliability. |
|
|
|
|
|
|
|
|
|
|
|
|
| |
| |
|
|
|
|
 |
|
|
