Vigilance Rail Vikas Nigam Limited RVNLContainers...4 Rail Vikas Nigam Limited VIGILANCE BULLETIN...

VigilanceVigilanceBULLETIN

N O V E M B E R 2 0 0 8

Rail Vikas Nigam Limited(A Government of India Enterprise)

2nd Bridge over river Mahanadi (Inaugurated on 26/07/2008)

RAMPING OF INFRASTRUCTURE

FOR GROWTHFirst major

non-budgetary

initiative for

creating Rail

infrastructure on

commercial format

Ramping of

Infrastructurefor

Growth


1st Floor, August Kranti BhawanBhikaji Cama Place, New Delhi - 110 066

Tel: +91-11-26738195 Fax: +91-11-26182957Website: www.rvnl.org

Strengthening of

Golden Quadrilateral and Diagonals

*Providing Rail Based

port connectivityand development of

corridors tohinterland including

multi model corridorsfor movement of

ContainersRVNL

Rail Vikas Nigam Limited

PLEDGEWE THE PUBLIC SERVANTS OF INDIA, DO HEREBY SOLEMNLY PLEDGE THAT

WE SHALL CONTINUOUSLY STRIVE TO BRING ABOUT INTEGRITY AND

TRANSPARENCY IN ALL SPHERES OF OUR ACTIVITIES. WE ALSO PLEDGE THAT

WE SHALL WORK UNSTINTINGLY FOR ERADICATION OF CORRUPTION IN

ALL SPHERES OF LIFE. WE SHALL REMAIN VIGILANT AND WORK TOWARDS

THE GROWTH AND REPUTATION OF OUR ORGANIZATION. THROUGH OUR

COLLECTIVE EFFORTS, WE SHALL BRING PRIDE TO OUR ORGANIZATIONS AND

PROVIDE VALUE BASED SERVICE TO OUR COUNTRYMEN. WE SHALL DO OUR

DUTY CONSCIENTIOUSLY AND ACT WITHOUT FEAR OR FAVOUR.

çfrKkge] Hkkjr ds yksd lsod] lR;fu"Bk ls çfrKk djrs gSa fd ge vius dk;Zdykiksa ds çR;sd {ks=k esa bZekunkjh vkSj ikjnf'kZrk cuk, j[kus ds fy, fujarj ç;Ru'khy jgsaxsA ge ;g çfrKk Hkh djrs gSa fd ge thou ds çR;sd {ks=k ls Hkz"Vkpkj mUewyu djus ds fy, fuckZ/ :i ls dk;Z djsaxsA ge vius laxBu ds fodkl vkSj çfr"Bk ds çfr lpsr jgrs gq, dk;Z djsaxsA ge vius lkewfgd ç;klksa }kjk vius laxBuksa dks xkSjo'kkyh cuk,axs rFkk vius ns'kokfl;ksa dks fl¼karksa ij vk/kkfjr lsok çnku djsaxsA ge vius drZO; dk ikyu iw.kZ bZekunkjh ls djsaxs vkSj Hk; vFkok i{kikr ds fcuk dk;Z djsaxsA

VIGILANCE BULLETIN

RVNL

1


VIGILANCE BULLETIN

T he most important challenge the Vigilance Organisation faces today is

perhaps the strategy required to be adopted to combat corruption. A holistic

approach which includes not only taking punitive measures but also preventive

measures alongwith an increasing awareness of systems is essential. Inter-alia.,

the role of vigilance department is to sensitize the managers and executives of the

Corporation to adopt good and ethical practices in exercise of administrative and

managerial authority.

During the Vigilance Awareness Week this year, commencing from Nov. 3, 2008,

the focus by the Central Vigilance Commission (CVC) is to educate and sensitize

the people about the need for effi ciency and transparency in public spending. It

has desired to raise awareness of the initiatives taken by the organization for

improvement of the systems and procedures. It has also emphasized the need to

increase the awareness of avenues available to the user/citizen for redressal of

their grievances. Thus raise awareness among the Public about the mechanism

available for lodging of complaints under the Public Interest Disclosure and

Protection of Informers” (PIDPI) Resolution (popularly known as Whistle Blowers’

Resolution). It is essential to re-assure and inform the public the fact that the

identity of the complainant is kept secret and the complainant is protected from

victimization.

In pursuance of the recent directives of CVC, the Vigilance Department of Rail

Vikas Nigam has taken the desired measures in respect of complaint handling.

Vigilance Department of Rail Vikas Nigam has created the system wherein the

public can lodge on-line complaints on RVNL Website.

The Vigilance Department efforts to bring out its third Vigilance Bulletin during

the Vigilance Awareness Week enhances the positive role of the Vigilance in

integrating Vigilance as a part of the overall Corporate Management Function. We

re-assure that the Vigilance Department will continue to play a positive role for the

growth and success of the Company.

Ms Mani AnandChief Vigilance Offi cer

From Chief Vigilance Offi cer’s Desk

RVNL

2


VIGILANCE BULLETIN

A Message from Adviser (Vigilance) Railway Board, Ministry of Railways, New Delhi

I am glad to know that during the Vigilance Awareness Week being

observed from 3-7, November 2008, Rail Vikas Nigam Limited is releasing a

Vigilance Bulletin to celebrate the occasion.

The publication of such a periodical bulletin increases vigilance

awareness amongst the organisation. During the Vigilance Awareness Week this

year, the emphasis would be on initiatives taken for improvement of the systems

and procedures and of the avenues available to the user citizen for redressal of

grievances.

I appreciate the endeavours taken by the Vigilance Department of Rail

Vikas Nigam Limited in releasing the bulletin and convey my best wishes for the

success of the efforts undertaken.

(A.K. Upadhyay)

Adviser (Vigilance)

Hkkjr ljdkjjsy ea=ky;] ¼jsyos cksMZ½]

ubZ fnYyh&110 001GOVERNMENT OF INDIAMINISTRY OF RAILWAYS

(RAILWAY BOARD)NEW DELHI

RVNL

3


VIGILANCE BULLETIN

R ail Vikas Nigam Limited, a special purpose vehicle under Ministry of Railways was assigned the job to undertake

project development, mobilization of fi nancial resources and implement projects pertaining to strengthening of Golden Quadrilateral and port connectivity and hinterland as on fast track basis. At present the organization is working on the implementation of 26 projects under the initiative of Golden Quadrilateral and 29 projects for providing port and Hinterland

connectivity. These projects consist of 2374 km of doubling, 1585 km of Guage conversion, 656 kms of new line and 2071 kms of Railway Electrifi cation projects (i.e 6686 km all taken together).

Rail Vikas Nigam Limited has already completed 16 out of the 55 projects upto 31.3.08 allocated to it which cover 350 kms of doubling, 898 kms of guage conversion, 155 kms of new lines and 1007 kms of Railway Electrifi cations (2410 km all taken together). Thus 36% of total project size has been completed by 31.03.2008. I would like to mention here that one of the most challenging projects of RVNL was construction of second bridge over river Mahanadi (2.1km) and the same was just completed within targeted date, in a period of less than 3 years by using innovative technology.

RVNL has made continuous efforts to create system improvements so as to have an effi cient and transparent work culture in the organization in a short period of its establishment. Vigilance awareness would greatly strengthen the effectiveness of decision making and project implementation process.

Publication of the third edition of Vigilance Bulletin by the Vigilance Department during the Vigilance Awareness Week, 2008 is a commendable step in the endeavours of RVNL to spread the message of sincerity & consciousness of the role of the Vigilance as an integral part of overall management function.

I convey my best wishes for the initiatives taken.

D.C. MitraManaging Director

Message fromManaging Director

RVNL

4


VIGILANCE BULLETIN

Compiled through internet: Mohit Sinha, General Manager/Finance & Accounts

Thoughts

It is not only for what we do that we are held responsible, but also for what we do not do.

Moliere

The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing.

Albert Einstein

Moral excellence comes about as a result of habit. We become just by doing just acts, temperate by doing temperate acts,

brave by doing brave acts.Aristotle

Good thoughts are no better than good dreams, unless they be executed.Ralph Waldo Emerson

It is the duty of men to judge men only by their actions. Our faculties furnish us with no means of arriving at the motive, the character, the secret

self. We call the tree good from its fruits, and the man, from his works. Ralph Waldo Emerson

The difference between what we do and what we are capable of doing would suffi ce to solve most of the world’s problems.

Mahatma Gandhi

The heights by great men reached and kept were not attained by sudden fl ight, But they, while their companions slept,

were toiling upward in the night.Henry Wadsworth Longfellow

RVNL

5


VIGILANCE BULLETIN

A Message from Central Vigilance Commission

RVNL

6


VIGILANCE BULLETIN

Bank Guarantees and its overviews – Custody and Precautions

Awadhesh Kumar Singh, Manager/Finance & Accounts

Bank Guarantees are guarantees, given by supplier/contractor’s bank in favour of buyer/employer:

1. Towards earnest money deposit; bid security;

2. As security against performance of the contract;

3. As security against initial and stage payments made by the buyer to the supplier.

4. Towards liquidated damages in exceptional cases of large value contracts.

5. Towards guaranteeing specifi ed operational parameters of the equipments.

6. Towards meeting warranty claims in respect of equipment; or

7. Towards performance of maintenance during a specifi ed period in respect of civil work contract.

Bank Guarantees are more commonly received towards Bid Security, Performance Security and against advance released to contractor. To have an idea, bid security and performance security are defi ned as under:

Bid Security:

The Bid security shall be in the amount and fi rm specifi ed in the bid documents and shall remain valid for a period of four weeks beyond the validity period of the bid, in order to provide reasonable time for the employer to act if the security is to be invoked. Bid security shall be released to unsuccessful bidders once the contract has been signed with party to whom contract is awarded.

Performance Security

Performance security shall be provided in an amount suffi cient to protect the borrower in case of breach of contract by the contractor. The Security in the fi rm and for the amount should be provided in the bidding document and shall be issued by a scheduled bank or reputed fi nancial institution.

BGs lead to invoking and payment only if there is a default by the supplier/contractor. BG, therefore, fi gure

as a contingent liability in the accounts of bank which has furnished it and the supplier/contractor on whose behalf it has been furnished.

Bank Guarantees should be unconditional guarantees by the bank to the benefi ciary undertaking to pay the sum specifi ed in the guarantee on demand and without demand. When a Bank Guarantee is given by a bank to the benefi ciary, a contract comes into being between bank and the benefi ciary, independent of the main contract between the buyer/employer and the supplier/contractor. A bank has to honour its undertaking when the guarantee is invoked, without reference to the party on whose behalf it has been issued, not withstanding any dispute or disagreement in that might have arisen in the mean time between contractor and guarantor. The right of the benefi ciary under a bank guarantee is governed by the conditions of the original contract. The Bank Guarantee is a contract separate from the original contract.

Expiry of Bank Guarantees and Law of Limitation

The validity period of a Bank Guarantee depends on the terms and conditions in the contract and the date of expiry of the validity of a Bank Guarantee is specifi ed in the Bank Guarantee.

The amount of Bank Guarantee furnished by Bank appear in their books as contingent liabilities year after year till the guarantees have been returned duly discharged, and the periods allowed by the law of limitation to fi le sent and recover money have expired. To reduce the impact of such an open ended exposure, most bank, in practice, try to limit the liability beyond the expiry dates available under the law of limitation by adding at the end of the Bank Guarantee a curtailment period provided in the law of limitation. Since the Bank Guarantee is a contract mutually accepted between the two parties, such clauses are accepted by the benefi ciaries also. The effect of such an agreement is absolutely to restrict the parties from enforcing the rights after the expiry of stipulated period,

RVNL

7


VIGILANCE BULLETIN

though it may be within the period of limitation. The essential condition in any case is that the default under guarantee takes place within the validity of the guarantee. However, such an additional safeguard has been held to be untenable by virtue of an amendment to 28 of the contract Act w.e.f. 8.1.1997.

In view of the aforesaid amendment, any clause in a Bank Guarantee curtailing the period available for enforcement of rights as per the law of limitation will be void.

Discharge

Even under normal circumstances, the bank insists on the Bank Gaurantee being returned to them duly discharged to confi rm the non-existence of liability against such guarantee, after the Bank Guarantee has expired and particular aspect of the transaction between its client and the benefi ciary covered by the guarantee has been completed satisfactorily. Since the protection of reducing the period provided in the law of limitation, sought to be covered in the Bank Guarantee is void after the amendment to section 28 of contract Act, the discharge and return of the Bank Guarantee has become very signifi cant.

Extension of Bank Guarnatee

The need often arises to get bank guarantees extended either due to extension of schedule delivery dates or due to default on the part of supplier which the buyer is prepared to accept, subject of levy of LD as provided in the contract.

To safeguard the interest of contractee / buyer, he should address the bank for extending the Bank Guarantee with a copy to the contractor / supplier, intimating the bank in the same letter that if Bank Guarantee is for any reason, not extended, the letter should be treated as a notice invoking the Bank Guarantee and demand to pay the amount covered by the bank on due date. This will ensure that the supplier / client gives a direction to the bank to extend the Bank Guarantee as the only option is to pay the amount if it is not extended.

Procedure for custody and Review

Every organization which gets Bank Guarantees should have a proper procedure for custody and review of such Bank Guarantees so that prompt action is taken well before expiry if such guarantees to ask for extension to invoke them or to return them duly discharged. The procedure should include a record being kept of all Bank Guarantees received in the order in which they expire.

The review should cover all Bank Guarantees expiring two or three months later so that there is enough time to review the progress of the contract and initiate necessary action to ask for extension or for involving it, where necessary. Bank Guarantees are valuable documents and hence should be kept in safe custody by a designated offi cer.

SAFEGUARDS TO BE TAKEN BY CUSTODIAN

As and when Bank Guarantee is received by the custodian, following safeguards may be taken to preclude any possible frauds and forgeries:

(a) It is in the prescribed form,

(b) It is correctly worded and drawn up in the proforma / format prescribed in Contract Agreement and duly stamped.

(c) the bond is valid for the period provided for in the contract and covers security for such period as might be necessary.

(d) the bonafi de of every bank guarantee should be ascertained by the custodian personally by addressing the concerned banks duly enclosing a copy of bank guarantee received from contractor by registered post and written confi rmation shall be obtained by registered post under seal of the bank.

(e) after carrying out the above checks and acceptance as above, the particulars shall be entered in a register depicting all necessary details of BGs.

(f) the BG Register should be reviewed in respect of guarantees likely to expire in the third subsequent month to ensure that a close track is kept on the currency of the guarantee bonds and that they are extended from time to time, wherever necessary for such period as may be provided for in the relevant contract.

(g) the custodian of BGs should be personally ensure that action taken for renewal/ extension of validity of the existing BG are adequate and foolproof. If the offi cer responsible for safe custody of guarantee bonds considers that contractor/ fi rm is not likely to materialize before actual date of expiry, he should serve a notice to bank to deposit the amount due under the relevant Bank Guarantee within the validity period and also ensure that payment is actually made by the bank.

RVNL

8


VIGILANCE BULLETIN

Ethical Behavior in Public Servants

Dhirendra Mehrotra, Manager/Civil-I

Our Society is dynamic in nature in which change is intrinsic. The effectiveness of an organization is its ability to adapt these changes. For this we should not only have a fresh perspective on the problems but also on their solutions.

The problem of corruption is to be viewed in the larger perspective of ethical behavior of Public Servants & Governance. Corruption can always be linked with ethical behavior and various human emotions.

Greedy nature of Public Servants

What is the root cause of Corruption? Since times immemorial, greedy nature of Public Servants has been identifi ed as the basic cause of corruption. Greed in Public Servants can be defi ned as an excessive desire to acquire or possess more than what one needs or deserves, especially with respect to material wealth. If high moral values, for individuals and organizations both are emphasized, it will defi nitely, act as a restraint and check the growth of greed. As a part of Governance it is our responsibility not only to check the unethical behavior of Public Servants but more heartedly recognize and appreciate such values in Public Servants which can be identifi ed as ethical behavior so that others feel encouraged to emulate them. There is a very thin line between desire and needs and decision as regards to differentiate between them is also subjective but we need to draw lines for acceptable behavior.

Contentment in Public Servants

Contentment could be said as one of the best ethical behavior and especially in case of Public Servant, it could be said as overcoming greed. It is a state of mind, which in fact is the key of living a joyful and blessed life. To be content, we need to answer some self assessment questionnaire.

1. Are we content with our jobs?

2. Are we content with our family and surroundings?

3. Are we content with our lives?

4. Are we content at all…?

Contentment in fact lies not in acquiring wealth but in our ability to assess the overall fulfi llment in life for helping the needy and bringing a smile to the person whom we are supposed to serve as a Public Servant.

The key to success in living an abundant life of a Public Servant is contentment and the basic source of contentment lies in the ability to draw a line, in fact a line between what is right and what is wrong, which is a primary responsibility of every Public Servant.

Happiness in Public ServantsLife is having a simple rule, as per Bhagwat Gita, “we had nothing when we started and we can take nothing with us when we leave”. The bane of existence is the desire to acquire and possess everything between these two stages.

Gandhiji wrote in Hind Swaraj

“We notice that mind is a restless bird, the more it gets the more it wants, and still remains unsatisfi ed. The more we indulge our passions, the more unbridled they become. A man is not necessarily happy because he is rich, or unhappy because he is poor.”

We hope to secure happiness only by going beyond trivial materialistic desires. However, Public Servant is also nothing except human, hence in any organizational set up, mere preaching about the virtues of values will not ensure the desired change. The working philosophy of that organization or institution has to be in synchronization with the expectations from its individuals.

Corruption in Public Servants

To link the problem of corruption with moral erosion in society is the easiest way to shred our responsibility. Often, as a part of Governance we say that our staff is a part of this very society and the general degradation in values is bound to refl ect in their working. By this argument we are not only avoiding a solution but also giving an excuse to escape the problem. We need to interrogate this perception and determine ways in which public offi cials can rededicate themselves to observe

RVNL

9


VIGILANCE BULLETIN

higher standards of honesty in their jurisdictions and work places. To achieve this, our strategy has to be multi pronged :-

1. We should set personal examples before we preach.

2. We should Encourage sincerity by ensuring higher responsibilities to those with proven credentials, because an honest performance is always better than one put up through questionable resources.

3. We should institutionalize fair and transparent working in our Governance.

4. We should develop a system that fi rst relegates and then weeds out persons of dubious integrity.

5. We should be fair in our decisions deciding a behavior of a person to be ethical or unethical.

Integrity depends on the extent to which ethical standards and behavior of individuals support the moral values of the organization. Individual Public Servant must be empowered and trusted to serve the public good. This is a long-term process and requires untiring commitment instead of occasional pledges.

Why Vigilance?

We spend most of our time and energy in fi nding “What is” and “Why is” a problem. We spend very little

time or no time in “How to” solve the problem. We can understand this by a very simple example. A car

manufacture spend millions of rupees to design such a car, which provide maximum safety to the driver

and its passengers during an accident or a sudden impact but he never thinks of, to stop agitation and

restlessness in mind which is a root cause of the most of the accidents. Similarly, we have found corruption

or malpractices in our dealing system and we have put a Vigilance Department to deal with it. We assume

that due to the fear of this department people will start adopting fair practices in their dealing. But this is

not happening; the statistics says that the corruption level is increasing day by day.

The simple reason is that we are not treating the root cause of the problem, like the causes of road accidents.

In my opinion, the root cause of corruption is “Non belongingness” and “Unawareness”. We exploit the

resources because we think they don’t belong to us, nobody steals in his own house. If we increase the

barrier of our own ship we will see that the whole world belongs to us, then we will be able to see “One

world one family” or “Vasudav Kutumbakkam.”

The second aspect is that we are unaware to know that every thing is temporary in this world. We fi nd

that happiness is in the accumulating wealth and materialistic things. A major portion of our life, is spent

in accumulating the materialistic things but when the time comes to enjoy it, our doctor puts restrictions

that you can not eat sweet or oily things, no milk with fat or roti without butter or ghee on it and so on.

We forgot that every one has came to this world with empty handed and will go like same, any time or any

moment, even the “Sikander the Great” who has conquered major portion of this world had gone empty

handed , then a shift comes in our awareness that what I am doing or why is all this.

So we should become spiritual rather than materialistic then only we can establish real inner vigilance.

Rajiv Kumar Verma, Asstt. Manager/Project

RVNL

10


VIGILANCE BULLETIN

� ALLOW ADEQUATE AND REASONABLE MINIMUM TIME (AS

PRESCRIBED) FOR OPENING OF A TENDER TO ENCOURAGE

PROPER RESPONSE – EXCEPT IN EMERGENCIES.

� ATTEMPT IDENTIFICATION OF SISTER CONCERNS TO DETECT RING

FORMATIONS – ESPECIALLY IN THE CASE OF LIMITED TENDERS

� ENSURE NEGOTIATING RATES WITH LOWEST ELIGIBLE TENDERER

ONLY AFTER GETTING APPROVAL OF COMPETENT AUTHORITY.

� ORDER CALLING FOR FRESH TENDERS IF SCOPE AS WELL AS ITEMS

IS TO BE REVISED OR THEIR VALUE IS TO BE ENHANCED.

� CHECK THAT LOWEST OFFERS ARE IN FACT SO IN ACTUALITY

AND PRICE DIFFERENTIAL FOR SIMILAR BUT DIFFERENT ITEMS

OF SCHEDULE IS REASONABLE, PRACTICABLE AND POSSIBLE

ONE WHEN COMPARED TO RESERVE PRICE AND DEPARTMENTAL

RATES.

� CONSIDER ALL THE RELEVANT INFORMATION AVAILABLE ABOUT

SIMILAR ITEMS IN THE SAME OR SIMILAR/ADJOINING AREAS FOR

ARRIVING AT REASONABLENESS OF THE RATES IN RESPECT OF

INDIVIDUAL ITEMS AS WELL AS TOTAL COST.

� DELIBERATE ON ALL THE CONDITIONS MADE BY THE TENDERER

ALONG WITH TENDER OFFER AND SPECIFIC RECOMMENDATIONS

IN RESPECT OF THOSE CONDITIONS AND IT MUST BE RECORDED

IN THE TC MINUTES.

DO’s

(The above exemplify major Do’s and hence these are illustrative and not exhaustive)

RVNL

11


VIGILANCE BULLETIN

� DO NOT SPLIT WORK TO CALL SEPARATE TENDERS TO KEEP THE

VALUE OF THE WORK WITHIN THE POWERS OF A PARTICULAR

EXECUTIVE.

� DO NOT SEND TENDERS ENQUIRIES TO ONLY A FEW SELECTED

FIRMS IGNORING OTHER FIRMS/CONTRACTORS BORNE ON THE

APPROVED LIST IN CASE OF LIMITED TENDER.

� DO NOT DRAFT TENDER CONDITIONS SUITING PARTICULAR

TENDERER/CONTRACTORS.

� DO NOT ENTERTAIN MODIFICATIONS TO OFFER(S) SUBSEQUENT

TO OPENING OF THE TENDERS.

� DO NOT RECOMMEND PLACEMENT OF ORDERS AT HIGHER RATES

ON FLIMSY TECHNICAL GROUNDS, SHORTER COMPLETION PERIOD

OR CITING DISCOUNTS.

� DO NOT ACCEPT OPEN QUOTATIONS (NOT SEALED AND

INCOMPLETE ORIGINAL FORM) FROM THE CONTRACTORS DURING

NEGOTIATIONS.

� DO NOT ALTER THE ELIGIBILITY CRITERIA LAID DOWN WHILE

CALLING TENDER DURING CONSIDERATION OF THE OFFERS

RECEIVED.

� DO NOT CHANGE THE TENDER COMMITTEE MEMBERS ONCE

CONSTITUTED WITHOUT PRIOR APPROVAL OF COMPETENT

AUTHORITY.

DONT’s

(The above exemplify major Dont’s and hence these are illustrative and not exhaustive)

RVNL

12


VIGILANCE BULLETIN

Post Contract Monitoring

1. It is felt that the post contract monitoring is generally handled in a casual and lackadaisical manner. It

has been observed that due to a lack of coordination and the diversifi ed approach followed by various

agencies in the implementation of the projects, there are time and cost overruns.

2. In some cases, even after expiry of completion schedule stipulated in the contract and without extension

of time granted by the owner, the departments keep on exchanging correspondence with the contractors

and thereby the contract alive. This may result in serious legal complications if it is intended to cancel

the contract.

3. Some organisations do not incorporate a liquidated damages/penalty clause for imposing a penalty in case

of failure by the contractors to complete the Contract within the stipulated schedule. The contractors

quote short completion period and in the absence of deterrent conditions, in the contract, manage to

obtain repeated extensions. Even in cases where the LD clause is stipulated; it is not Invoked for delay

in completion and no recoveries are made from the contractors, on some pretext or the other.

4. In a large number of cases, the contractors undertaking services contracts (viz. Electrical, Air-Conditioning,

Lift, Fire-fi ghting, etc.) try to blame the Civil Contractor for delays therefore absolving themselves of any

responsibility and offi cials meekly accept this argument without verifying the details, thus giving undue

benefi t to the contractor.

5. It has also been noticed that even though the contract clearly stipulates deployment of site supervisory

staff by the contractor, with minimum requisite qualifi cation and experience, but in practice the

supervisory staff is invariably found with inadequate qualifi cations and experience and is also not

employed for the full duration of the contract. The departments are found ignoring this important aspect

thus jeopardising the quality supervision of the contract.

6. It is essential to accord priority to the post contract follow up for execution of works. The time extension

should be granted only on bonafi de requests and not on a routine and casual manner. After expiry of the

contract period, the contractee should refrain from exchanging correspondence with the contractor. For

any delays on part of the contractor in completing the contract the liquidated damages clause should be

invoked. In case more than one contractor are engaged on a project and delay occurs, the case should

be analysed in a total perspective and the agencies responsible for the delay, including the consultants

should be appropriately penalised. There is a dire need to inculcate a transparent and professional

contracting culture so that the non-performers are weeded out and only reliable contractors, who can

prove their credentials by persistent performance in terms of quality and timely completion of contracts,

are encouraged.

Source:- cvc’s website cvc.nic.in

RVNL

13


VIGILANCE BULLETIN

Corruption – A fi nancial terrorism – The role of investigating agencies/vigilance organization to combat it

Gulshan Kumar, Manager/Vigilance

Corruption in the world continues to be an exigent area, despite efforts of Vigilance organization to root out it. According to the information released by Transparency International, India in this year has already slipped to 85th position from the 72nd position as got last year in the corruption level index in the world.

In our day to day life, we are witnessing a large number of chain bomb blasts in the major cities of our country. The Terrorist organization comprising of various groups (10 to 20 people) do the chain bomb blasts simultaneously, but it is apathy of our system that investigating agencies do not get any concrete information before these blasts. In this scenario, it appears that our intelligence system (especially human intelligence), beside other factors responsible for these type of terrorist activities has failed miserably. Further without mixing - up the issue of corruption with the reasons of these bomb blasts, I would like to remind that Inter-alia, one of the roles of vigilance organization is to develop a system of collecting intelligence about malpractices being committed in the organization and to keep a close watch on the functioning & integrity of personnel in vigilance deptt itself

Shri N.Vittal, former Central Vigilance Commissioner in one of his article has stated that

“Corruption is nothing but fi nancial terrorism. The terrorist attacks in New York reminded many of us about the Mumbai blast of 1993 where 300 people died. This was not only an act of terrorism but also a case of fi nancial terrorism. The RDX used to kill the innocent people was smuggled by bribing certain custom offi cials to the tune of Rs 20 lakhs. Corruption as fi nancial terrorism can have the disastrous impact on human lives”.

The instance regarding Mumbai blast bribe etc can be

averted to some extent by mere act of vigilant eyes, sincerity and honesty of concerned vigilance department as well as of the intelligence wing of Government of India.

During vigilance awareness weeks as well as on the various programmes relating to vigilance, we got the several suggestions from Vigilance offi cials to improve the system to root out the corruption. However, the offi cial working in the Vigilance deptt can not deny the fact that it is a common phenomena that whenever a case is registered against an offi cial especially against the senior one, the pressure start mounting on vigilance offi cials to cover up the case by various means either through infl uence or making a threat etc. Simultaneously, there is also a tendency to start vigilance cases against certain offi cials in vengeance for certain act of their past. These are very serious issue as undue favouritism to an accused and to harass an innocent offi cial are itself an act of corruption. In the present scenario, there is a foremost need to have a clean and honest investigating agency, as professional honesty of investigating agency’s offi cials/ vigilance offi cials is an important issue.

The another factor, which can not be denied and is intriguing that majority of the vigilance case, which starts from the initiation of Major penalty proceedings later dies down with the mere minor penalty action or dropping of the charges against the involved offi cials, especially against the senior one. An exercise, if done by the apex body in this regard can unravel the truth.

Without questioning the honesty and integrity of the vigilance department, the most compelling thing is, if a major penalty action has been initiated against an offi cial, then a lighter penalty or dropping of charges can demoralize the honest vigilance offi cials involved from investigation stage to analysis of the case.

RVNL

14


VIGILANCE BULLETIN

If we think from an accused offi cial’s point of view, if he was not guilty, then why he has been harassed for 3 to 4 years (Normal time for completion of disciplinary proceedings to imposition of penalty and closure of the case) in the name of major penalty. This type of act from involved agencies can demoralize an honest person, who has faced this affl iction by facing investigating agencies, inquiry authority and most important, the wrath of the offi cials working with him.

In both of the above circumstances, the role of investigating agencies/vigilance organizations involved in the procedure is not above board.

At this juncture, where corruption activities has risen to such an height that even the lives of innocent persons is taken by terrorist at their will due to dormant role of investigating/vigilance/intelligence agencies, the policy makers should think seriously that there is a strong need to revamp the system of intelligence and vigilance deptt to save the nation.

To revamp this, there may be a lot of suggestions and action, which can be decided by a senior level committee by taking views of the public as well as of the vigilance offi cials. However certain things in brief, which crops in my mind are given below,

1) Selection and performance of the Vigilance offi cials:

The offi cials working in the vigilance organization should have an impeccable track record of honesty and integrity. The performance of the vigilance offi cials should be monitored regularly. There is also a need to change the approach of vigilance functionaries to make constructive actions in overall interest of the organization, instead of posing a threatening image, in order to avoid unnecessary harassment of the honest offi cials.

2) Responsible and honest approach of Sr. level Vigilance offi cials:

Whenever the corrupt offi cials are found responsible, it is the responsibility of the senior level functionaries especially working in the vigilance deptt that no effort from them to provide rescue and relief by misinterpreting/ down playing existing rules through cover up exercise, minimizing the nature of irregularities should be made., if the same is done, it will send a wrong signal to the level of junior offi cials,

thus discarding their sincere efforts and hard work. This act of seniors can demoralize the juniors and would create disinterest in their job.

3) Strong Protection to the offi cials working in the vigilance deptt :

It is essential for the head of the organization to provide strong support to vigilance offi cials in doing their duties with honesty, zeal and enthusiasm. Though CVC has provided protection for victimization of the Vigilance offi cials, but for extracting maximum output from them, still there is a need to provide strong protection to them by taking various measures.

4) Change the approach of Executives to see Vigilance department a Constructive organization:

Beside vigilance organization, there is also a need to change the approach of Executive deptt to see vigilance deptt a constructive organization. It has been seen that the vigilance organistion is considered as an obstacle and is not supported by the senior levels executives. To combat corruption, the positive views can bring the desired result without affecting the execution of the projects. In other words, a negative approach can destruct the system thus affecting progress and demoralizing the honest offi cials.

5) Self introspection:

There is a strong need that every offi cial either of the executive deptt or of vigilance deptt to think consciously about his role and contribution in the offi cial duties assigned to him. It has become a tendency that the politicians blame the foreign hand in any untoward activity in the country. Politicians are blamed by public for their alleged involvement in the corrupt activities and lethargic role to combat it. However, it is a fact that it is the responsibility of every individual offi cial (especially bureaucrats, who have been assigned the duties of rooting out corruption) to introspect and do his duty with sincerity and honesty to provide an environment for clean and transparent working and to contribute substantively to eradicate corruption to save and serve the nation.

RVNL

15


VIGILANCE BULLETIN

“Understanding Genesis of Corruption & Fighting it with Transparency”

T he purpose of this article is to create a common understanding of corruption, its nature and scale, and its negative socio-

economic impact. It emphasises the fundamental importance of a governance approach to effectively combat corruption.

Understanding CorruptionWhile there is no universally agreed defi nition of corruption, a useful starting defi nition : -

“Corruption means the misuse of offi ce for private gain. The offi ce is a position of trust, where one receives authority in order to act on behalf of an institution, be it private, public, or non-profi t.”

Corruption comes in various forms?As there is no universally accepted defi nition of corruption, likewise there is no universally valid typology of corruption. All forms of corruption, however, are based on the potential confl ict between the individual’s professional and personal interests. A summary of the most common forms of corruption is as under :-

Common Forms of Corruption: -1. Bribery: Probably the most common form of corruption,

bribery is the giving of some form of benefi t to unduly infl uence some action or decision on the part of the recipient or benefi ciary. Bribery can be initiated by the person soliciting the bribe or the person offering the bribe. The “benefi t” may vary from money or other valuables to less tangible benefi ts such as inside information or employment. Bribes may be paid on a case-by-case basis or as part of an ongoing relationship. The most common strategy for countering bribery is to criminalise it, often with an exclusive focus on cases involving public offi cials.

2. Embezzlement, theft and fraud: the taking or conversion of money, property or other valuables for personal benefi t. Embezzlement and theft involve the taking of property by someone to whom it has been entrusted, whereas fraud consists of the use of misleading information to induce someone to turn over the property voluntarily, for example, by misrepresenting the amount of people in need of a particular service.

3. Extortion: extortion involves coercive incentives such as the use of threat of violence or the exposure or damaging information in order to induce cooperation. Offi ce holders

M.P. Singh, Addl. General Manager/P.1

can be either the instigators or the victims of extortion.

4. Abuse of discretion: the abuse of offi ce for private gain, but without external inducement or extortion. Patterns of such abuses are usually associated with bureaucracies in which broad individual discretion is created, few oversights or accountability structures are present, as well as those in which decision-making rules are so complex as to neutralise the effectiveness of such structures even if they exist.

5. Favouritism, nepotism and clientelism: In general, these involve abuse of discretion, however, in these specifi c cases, the act is governed not by the direct self-interest of the corrupt individual, but by some less tangible affi liation, such as advancing the interest of family (nepotism), a political party, or of an ethnic, religious or other grouping.

6. Improper political contributions: payments made in an attempt to unduly infl uence present or future activities by a party or its members when they are in offi ce. Distinguishing this from legitimate political contributions is very diffi cult.

Negative Effects of Corruption:Understanding the pervasiveness of corruption in a society is as important as understanding the way in which it is manifested. Corruption has a profoundly corrosive effect on local governance and the quality of life in cities. If left unchecked, it will undermine a city’s social, economic, environmental and political objectives.

Some would argue that corruption is culturally determined, that is, practices viewed as corrupt in one country may be legitimate business practice in another. Others argue that corruption is benefi cial, acting as “grease” to speed up otherwise ineffi cient institutions. Both arguments, however, are incorrect. All countries, for example, have laws against corruption. And, as Nigerian President Olusegun Obasanjo once observed, “The distinction between gifts and bribes is easily recognisable. A gift can be accepted openly; a bribe has to be kept secret.

The argument that corruption acts as “grease” for an otherwise ineffi cient economy, is also fl awed. It overlooks the fact that bribery provides an incentive for over-regulation and over-bureaucratisation of procedures to enable more people to benefi t from graft. The net effect is lost time and a higher cost of doing business. Such a system is profoundly inequitable, as

RVNL

16


VIGILANCE BULLETIN

the poor often suffer the most because of corruption. In short, corruption’s negative impacts include the following:

i) Undermines economic growth, by diverting resources to ineffi cient or unproductive sectors or actors; by reducing income tax and other revenue sources; by increasing the cost of doing business; by reducing the quality of contracted works; and ultimately undermines investor confi dence and contributes to capital fl ight.

ii) Undermines poverty reduction efforts, as less resources will be available for social programmes; through poor targeting of benefi ciaries, both in terms of the overall effectiveness of services, and making services accessible to more citizens on an equitable basis;

iii) Undermines the safety, environmental health and the sustainability of cities, health and zoning regulations are ignored; and by weak enforcement of environmental protection policies and regulations, may even compromise the needs of future generations;

iv) Threatens political stability, particularly in the case of systemic corruption. The loss of public confi dence in the rule of law, justice and governance institutions can lead to political instability and even civil strife.

v) Harsh particularly for the urban poor “A state with endemic corruption can be especially brutal to the very poor, who have no resources to compete with those willing to pay bribes.” The cost of bribes relative to their income has a tremendous negative impact on the lives of the poor compared to wealthier segments of the population. Money spent on bribes can reduce resources for shelter, food, water, health and education - the basic rights, and necessities, of urban life. Moreover, when confronted with a choice of paying a bribe or spending time in jail, the poor often have no choice. The result is increased risk of violence and injuries.

When will corruption thrive: The phenomenon of corruption is very often a result of prevailing socio-economic and governance conditions in a city or country. Factors such as poverty, scarcity, lack of access to basic services, lack of information, overly bureaucratic institutions and low incentives for civil servants come together in various permutations and combinations to give rise to Corruption. Improving governance in general, and enhancing transparency and public participation in particular, can go a long way in tackling the problem of corruption at the local level.

If we examine the pattern of existence of corruption in different societies, it might support a modifi ed formula: C = (M+D-A)/E, where the denominator E is the ethical ambience.

= C - Corruption M - Monopoly D - Discretion A - Accountability E - Ethics

The promotion of ethical behaviour can play a major role in reducing corruption, enhancing transparency, and improving civic engagement overall. The changing the incentives for corruption can have a signifi cant impact on the prevalence of corruption. Steps can be taken, even small steps, that can have a meaningful impact. Second, it highlights the importance of enhancing transparency and accountability at the local level. Finally, the formula suggests that there are a number of activities that must be done by actors at different levels in order to ensure success. The last two points clearly confi rm the need for a “governance approach” to transparency. In recognising the important contribution of all stakeholders to promoting transparency, Transparency International (TI) advocates the creation of “integrity systems” which involve all stakeholders in the fi ght against corruption. This approach has been largely used at the national level by TI, through National Integrity Systems. It advocates for a more focused approach on developing “Local Integrity Systems.” Such an approach is based on the promotion of transparency and good urban governance not just by local governments but by all key stakeholders.

Governance Approach in Fighting Corruption: The governance approach is based on an institutional perspective that sees corruption as primarily a failure of institutions. As UNDP has argued, “weak institutions are incapable of supplying society with a framework for competitive processes and obstruct the legitimate procedures that link the political and economic areas. Empirical evidence suggests that where competing political and economic forces are closed out of the system, we are more likely to see corruption thawart sustainable development”. In essence, UNDP is arguing that corruption undermines the institutions responsible for advancing a country’s social and economic goals.

The institutional approach advocates four strategies: reducing the discretionary power of offi cials; improving law enforcement; civil service reform; and increasing transparency and citizen oversight. In practice the emphasis of an institutional approach has tended to focus on changing laws and reforming the civil service. These are undeniably valuable, but are not easily implemented, or specifi cally targeted, at the local level. Furthermore, they have tended not to involve all the stakeholders with an interest in promoting good urban governance.

A more focused governance approach that involves identifying the roles and responsibilities of all key stakeholders in promoting good urban governance and making the most of their potential contribution. The resulting action is based on several strategies that encourage each actor to contribute to a common objective based on their comparative advantage.

RVNL

17


VIGILANCE BULLETIN

How we can Root Out Corruption

We live in a country, which has second largest population in the world. India is projected to become the world’s most populace country by 2035. It is already the youngest. It is home to 20 percent of the world’s population under 24 years of age. By 2035 one fourth of work force in the world will be Indian. We live in a country that literally has no demand from its citizens. Over 20 countries, including Australia, have introduced compulsory voting for its citizens. Singapore enrolls all male citizens upon reaching 18 years, to a mandatory two years in national service under the Singapore Armed Force. Same is in the case of Israil. Jury duty is mandatory in US. During times of war, all able young men have to register for the draft. We demand absolutely nothing of our citizens, of our youth, for the privilege of being citizen of India.

Corruption is defi ned as use of public offi ce for private gain. In the 2007 Transparency International’s Global Corruption Perception Index, India’s rank was 72 among the 179 countries. High levels of corruption have serious implications for development. There are evidences to suggest high level of corruption correlate with low levels of economic growth. Corruption leads to the theft of state resources intended to benefi t the poor. In its most basic form, corruption extracts a price from the poor for service. Increasing corruption also leads the lowering of trust in government.

The World Value Survey 2005, a multi country study of public values, shows a drop in citizen confi dence in the civil services in India. But the question is that what makes public offi cials corrupt and ineffi cient. While a few might be corrupt, it is the system,

Ajai K. Singh, Asstt. Manager (Vigilance)

which makes corrupt bureaucrats. The political domination of the bureaucratic machine through control over promotion and transfers can lead it to favour political interests over public ones. There are four categories of people working in government organizations:

A) Honest and Effi cient

B) Honest and Ineffi cient

C) Dishonest and Effi cient

D) Dishonest and Ineffi cient

The government servants of the third category are very dangerous and a strict watch and close observation and supervision, monitoring their activities are required. It is very often this group of govt. offi cials who indulge in corrupt practices.

The corruption fl ourishes in our system because it is as old as our civilization. The important reasons for indulging in corrupt practices by government offi cials are;

i) Scarcity of goods and services

ii) Red-tapism and complicated rules and procedure

iii) Lack of transparency in public life

iv) Legal cushion of safety for the corrupt offi cials

v) Tribalism or Biradari among the corrupts who protects each other

RVNL

18


VIGILANCE BULLETIN

vi) Family ties- people earns not only for himself but for further offspring

vii) Lack of education and value system

Our concern is that how can we create a civic culture for world most populace country of future having one fourth of workforce of the world based on respect for moral norms and capable of nurturing public probity and placing national interest at the center. We can melt the ice of corruption if we adopt some revolutionary steps:

1. Revolutionary Change in Education System: Education is not just about home works and examinations. Teachers have to become mentors, rather than just providers of content. There is a need to recognize the importance of using technology as learning methods to provide the education for all. For providing the education in real sense teachers have to completely retrain. Even contents needs to be changed. Our graduates specialize too early. There is no focus on liberal arts. Everyone wants to become good bread earner. That is why we can not have good leaders in our society. Same thing regarding value system. We should cultivate a basic sense of values from an early age. The schools and the family have a vital role to play. Public leaders can help by setting appropriate examples. The value system developed from beginning in a child will not only help to root out corruption from the country it will also help to create space for relative freedom from social evils.

2. Rigorously Enforced Law: We need rigorously enforced laws that clearly lay down what is acceptable and unacceptable in public life. Only those should be allowed to participate in policy making either they will politician or bureaucrat who have sound educational background, free from loan or borrowing, not convicted

from court of law, not having more than two children, not having allegation of malpractice etc. Bureaucrats or Politicians who appointed as Governors, Chairman of commissions should be ban on contesting elections on political party symbols. Political Parties must be required to publish their accounts. Election expenditure should be public funded. Disproportionate assets earned from misuse of power should be liable to forfeiture.

3. Transparency: Transparency reduces the space for corruption. We need to set up institutional mechanism to identify those who misuse power for private purposes. The Right to Information is an important step in this direction. Citizens should also have the right to know that who took what the decision and why. Policy/Decisions making should be transparent either taken by legislative, executive, judiciary or any other statutory body.

4. Effective Judicial System: Corruption in lower judiciary and even in higher judiciary is not hidden fact now. Even Chief Justice of India has expressed his anxiety time to time in this regard. For effective and speedy trail it is also very much important that trial in corruption cases should be completed in a time frame. For achieving this goal we need to combine unprecedented scale, speed and world class technology and affordable justice.

5. Strengthening of Civil Society: India has a long tradition of citizens actively organizing themselves in the pursuit of worthy public causes. In every village, town and city we need to set up powerful citizen organizations to keep an vigil on our public and private institutions, to offer legal, administrative and political support to victims of injustice, and in general to act as guardian of our public norms.

RVNL

19


VIGILANCE BULLETIN

Hkz"Vkpkj ls eqfDr ds mik;

izR;sd o"kZ lHkh ljdkjh dk;kZy;ksa] laLFkkuksa] miØeksa bR;kfn esa lrdZrk tkx:drk lIrkg euk;k tkrk gSA blls Li"V gS fd ns'k dh 'kklu iz.kkyh esa Hkz"Vkpkj dh tM+s vHkh Hkh ekStwn gS ftls lekIr djus ds fy, ns'k ds izR;sd ukxfjd dks Hkz"Vkpkj ls lrdZ jgus vkSj vius drZO;ksa ,oa vf/dkjh ds izfr tkx:d jgus ds fy, lrdZrk tkx:drk lIrkg euk;k tk jgk gSA bl vof/ ds nkSjku ns'k esa O;kIr Hkz"Vkpkj dks lekIr djus ds fy, fofHkUu dk;ZØe ,oa O;k[;ku vk;ksftr fd, tkrs gSa rkfd deZpkfj;ksa ,oa vf/dkfj;ksa dks bl cqjkbZ ls voxr djk;k tk lds vkSj blds ifj.kkeksa dh tkudkjh nh tk ldsA bl izdkj dh xksf"B;ksa esa vf/dkfj;ksa ,oa deZpkfj;ksa dks vius&vius psruk dh lgh vkokt dks igpku djds mlds vuq:i dk;Z djus dh izsj.kk nh tkrh gSA lkekU;r% ;g ekuk tkrk gS fd psruk dh vkokt ges'kk lR; gksrh gSA

vkidks HkyhHkkafr ekywe gS fd Hkkjrh; jsy dk lh/k laidZ ns'k ds lHkh oxks± ls gS vkSj blesa O;kIr Hkz"Vkpkj ls laxBu dh Nfo [kjkc gksrh gS vkSj laxBu fodkl dh cqyafn;ksa ij ugha igqap ikrk D;ksafd Hkz"Vkpkj ?kqu dh rjg laxBu dks [kks[kyk] detksj ,oa fn'kkfoghu cuk nsrk gS vkSj vUrr% blls ljdkj] deZpkfj;ksa ,oa vf/dkfj;ksa ,oa jsy miHkksDrkvksa dks uqdlku ,oa ijs'kkuh mBkuh iM+rh gSA blds vykok Hkz"Vkpkj ls ns'k dh Nfo vUrjkZ"Vªh; Lrj ij [kjkc gksrh gS vkSj gekjh dk;Ziz.kkyh dks fons'kksa esa fo'oluh; utfj;s ls ugha

jfo izdk'k ik.Ms;- ofj"B dk;Zdkjh@ekuo lalk/u

ns[kk tkrk gSA vHkh gky gh esa ,d vUrjkZ"Vªh; eSxthu ds losZ{k.k ds vk/kj ij fo'o ds Hkz"V ns'kksa dh lwph izdkf'kr dh xbZ Fkh ftlesa Hkkjr dks cgqr vPNk LFkku ugha feyk Fkk] blls nqfu;k dh utjksa esa gekjs ns'k dh Nfo /wfey gqbZA vc gesa Hkz"Vkpkj ds dkj.kksa ij xkSj djds mUgsa lekIr djus ds mik; <w<+us ds fy, lkewfgd iz;kl djus pkfg, rkfd ,d LoLFk ,oa laiUu lekt dh LFkkiuk dh tk ldsA laHkor% bl cqjkbZ ds fuEufyf[kr dkj.k ,oa funku gks ldrs gSa%&

1- ns'k ds izR;sd ukxfjd dks vius drZO;ksa ,oa vf/dkjksa ds lkFk&lkFk nwljksa ds drZO;ksa ,oa vf/dkjksa dh tkudkjh gksuh pkfg,A blds fy, izR;sd ukxfjd dk lk{kj gksuk vko';d gSA ge ;g Hkh tkurs gSa fd ns'k esa lk{kjrk dh nj dkQh de gS ftls 'krizfr'kr djus ds fy, ljdkj dks vko';d dne mBkus pkfg,A

2- ns'k ds fu;e ,oa dkuwu bl izdkj ls rS;kj fd, tkus pkfg, fd ,d vke vkneh vklkuh ls le> lds vkSj mUgsa vey dj ldsaA

3- f'k{kk ds ekè;e ls ns'k ds ukxfjdksa esa ns'kizse ,oa jk"Vªh;rk dh Hkkouk tkx`r dh tkuh pkfg, vkSj mUgsa bl ckr dk ,glkl fnyk;k tkuk pkfg, fd ns'k ds fodkl esa gh mudk Hkh fgr lqjf{kr gSA

4- bl ckr ij xkSj fd;k tkuk pkfg, fd izR;sd deZpkjh ,oa vf/dkjh ftlesa vkmVlksfl±x ds

RVNL

20


VIGILANCE BULLETIN

ekè;e ls fu;qDr deZpkjh Hkh lfEefyr gSa] ds ewyHkwr vko';drkvksa dks iwjk djus ds fy, mUgsa nh tk jgh lsyjh i;kZIr gS vFkok ughaA vkidks ekywe gS fd vkt ds egaxkbZ ds nkSj esa ,d vkmVlksfl±x ds ekè;e ls fu;qDr deZpkjh dks izfr ekg yxHkx 4700@& :i;s dk Hkqxrku fd;k tkrk gS vkSj blds ,ot esa yxHkx vkB ?kaVs dh M;wVh bZekunkjh ,oa fu"Bk ls djus dh mEehn dh tkrh gSA

5- vke turk ls tqM+s ljdkjh dk;kZy;ksa dks turk dh lqxerk dks è;ku esa j[kdj LFkkfir fd, tkus pkfg, rkfd vke turk viuh leL;kvksa ds fuokj.k gsrq lacaf/r dk;kZy;ksa esa vklkuh ls igqap lds ,oa laidZ LFkkfir dj ldsA

6- ns'k ds lHkh oxks± ds yksxksa dh {kerk dk igpku djds muds vuq:i jkstxkj ds volj miyC/ djokus ds fy, ljdkj dks igy djuh pkfg, rkfd yksxksa dks euokaf{kr jkstxkj ds volj fey lds vkSj blds ekè;e ls viuh ewyHkwr t:jrksa dks iwjk dj ldsaA

7- ns'k dk 'kklu&ra=k pqLr&nq:Lr] izHkkoh ,oa mUur rduhd ij vk/kfjr gksuk pkfg, rkfd Hkz"Vkpkj ds fy, viuk, tkus okys vk/qfud rjhdksa ls fuiVk tk ldsA

8- "Power corrupts a man and absolute

power absolutely" dgkuh dks pfjrkFkZ gksus ls jksdus ds fy, 'kfDr;ksa dk fodsUnzhdj.k fd;k tkuk pkfg, rkfd fdlh dk;kZy; fo'ks"k esa vfu;ferrk,a iSj u QSyk ldsA

9- egRoiw.kZ inksa ij dk;Zjr deZpkfj;ksa ,oa vf/dkfj;ksa dk ,d fu;fer varjky ds ckn LFkkukarj.k fd;k tkuk pkfg, rkfd fdlh dk;kZy; fo'ks"k esa xzwi cukdj vfu;ferrkvksa dk tky QSyus ls jksdk tk ldsA bl fu;e dk dM+kbZ ls vuqikyu fd;k tkuk pkfg,A

10- ns'k esa fodkl dk ijpe Qgjkus ds fy, bl cqjkbZ dks tM+ ls lekIr djuk vko';d gS D;ksafdfodkl ds jkLrs esa Hkz"Vkpkj vojks/ dk dk;Z djrk gS vkSj dk;Z ds xfr dks izHkkfor djrk gSA

11- lwpuk ds vf/dkj vf/fu;e dh tkudkjh vke turk rd igqapkus ds fy, vko';d dne mBk,a tkus pkfg, rkfd bl vf/fu;e dk mi;ksx djds ,d vke vkneh ljdkjh ra=k ls vko';d lwpuk izkIr dj ldsaA blds ekè;e ls ljdkjh dk;kZy;ksa ds dk;Ziz.kkyh esa ikjnf'kZrk vk,xh vkSj Hkz"Vkpkj dks lekIr djus esa enn feysxhA buds vykok vf/dkfj;ksa ,oa deZpkfj;ksa dks vius&vius vknfe;ksa dks fu;e rksM+dj enn djus dh ekufldrk dks cnyus ds fy, etcwj fd;k tk ldrk gSA

mi;qZDr lq>koksa ds ekè;e ls ns'k esa Hkz"Vkpkj eqDr 'kklu ra=k dh LFkkiuk dh tk ldrh gS] fdarq ;g Hkh lR; gS fd dqN yksHkh fdLe ds O;fDr;ksa ds dk;Ziz.kkyh esa O;kIr vfu;ferrkvksa dks lekIr djus ds fy, l[r dkuwu dk lgkjk Hkh fy;k tkuk pkfg, rkfd ns'k ,oa lekt Hkz"Vkpkj eqDr okrkoj.k esa fodkl dh cqyafn;ksa dks Nw ldsaA

RVNL

21


VIGILANCE BULLETIN

DISCLAIMER

The views expressed in this publication are of the authors and not necessarily that of the

vigilance department of Rail Vikas Nigam Limited. Articles etc published in the Vigilance

bulletin are not the offi cial views.

vkpj.kiki dh xBjh ca/h gS] gj dksbZ gS [kq'k ;gkW A

Hkwy cSBs bl tgka ds ikj Hkh gS bd tgka AA

jkx brus yx pqds gSa vkRek eSyh gqbZ A

ckr bruh gks pqdh gS] ij tgka ds gSa rgka AA

lp fleV dj jg x;k gS iqLrdksa ds <sj esa A

>wB dk esyk yxk gS gj fdlh ds ?kj ;gkW AA

gS oks pkSdUus] Hkyk dSls dksbZ idM+s mUgsa A

dj jgs gSa csbZekuh ftldks ekSdk gS tgkW AA

ugha le>s vkt rd oks ^mlds* ek;ktky dks A

dc pys tk;saxs lcdqN NksM+djds [kqn ;gkW AA

/S;Z vkSj larks"k djds dqN euu dj yks l[ks A

dksbZ ns[ks ;k u ns[ks] [kqn dks ns[kks rqe ;gkW AA

vkpj.k dh 'kq¼rk esa vkRek dk eeZ gS A

viukvks] fey tk;sxk Lo;eso gh lcdqN ;gkW AA

cl ;gh gS lrdZrk] tc lR; dks viukvksxs A

bUnz /uqf"k ftanxh esa lqjfHk QSysxh ;gkW AA

ts- ds- tSu] izcU/d@flfoy

RVNL

VigilanceVigilanceBULLETIN

N O V E M B E R 2 0 0 8


2nd Bridge over river Mahanadi (Inaugurated on 26/07/2008)

RAMPING OF INFRASTRUCTURE

FOR GROWTHFirst major

non-budgetary

initiative for

creating Rail

infrastructure on

commercial format

Ramping of

Infrastructurefor

Growth


1st Floor, August Kranti BhawanBhikaji Cama Place, New Delhi - 110 066

Tel: +91-11-26738195 Fax: +91-11-26182957Website: www.rvnl.org

Strengthening of

Golden Quadrilateral and Diagonals

*Providing Rail Based

port connectivityand development of

corridors tohinterland including

multi model corridorsfor movement of

ContainersRVNL

Vigilance Rail Vikas Nigam Limited RVNLContainers...4 Rail Vikas Nigam Limited VIGILANCE BULLETIN...

Documents

Transcript of Vigilance Rail Vikas Nigam Limited RVNLContainers...4 Rail Vikas Nigam Limited VIGILANCE BULLETIN...