Delhi Metro Project

DE LHI ME TR O PROJ ECT Presented By

Siva Naresh Jai Kartik

Vipul Steffi

Triggers for Metro  Population of over 1 million.  More

registered

Mumbai,

Kolkata

vehicles &

Chennai

than put

together.  Automobiles

than

two

contributing –

thirds

atmospheric pollution.

of

to

more

the

total

Recommendations of Rites Study  Commissioned by GNCTD, supported by GOI.  3 component transit system comprising of  Rail Corridors (Surface/ Elevated).  Metro Corridors (Underground).  Dedicated Busway totaling to 198.50 kms.  Sequential construction of the

Delhi Metro Project – Phase 1.  50 – 50 Joint Venture Co – DMRC Ltd.  Incorporated recommendations of various other civic organizations.  Phase I to connect Delhi’s Business, Education & Shopping District.  Project to cover 340 hectares of land.  Design & construction of 3 lines

Financial Review  Estimated cost at Rs 89.27 billion.  Capital costs borne by GNCTD & GOI.  Financial IRR less than 3%.  Capital Structure – DMRC Ltd.  Debt – Equity Ratio of 2:1  Exemption from Excise & Customs Duty.  Repayment of JBIC loan through

Management & Structure – DMRC Ltd.  Mr. Sreedharan as Project Manager & MD.  Motivated team of professionals.  Lean structure  Project Organization.  Operation & Maintenance.  Training at Hong Kong Mass Transit Railway Corporation.  Employees and Work Culture.

The Project Plan Individual accountability. Daily monitoring of progress. Weekly reviews and targets. Delhi Metro Act, 2002  Superseded Delhi Municipal Laws.  Lower courts barred from issuing stay orders.  Dedicated team of lawyers to prevent property disputes.  Cost centers  Manpower.  Energy.    

The Project Plan – (Contd.)  Special quality assurance team  Safety of workers.  Global bidding program for consultancy and contracts.  Secured best technology available globally.  5 member consortium called General Consultants Group.  Advance planning for utility diversion.

Implementation - - Line 1  Shahdara to Rithala

 Shahdara to Tiz Hazari

kms)  Tis Hazari to Inder Lok kms)  Inder Lok to Rithala kms)  Elevated, at-grade

(7.92 (4.74 (9.40

Implementation - - Line 2  Vishwa Vidyalaya to Central

Secretariat  Vishwa Vidyalaya to Kashmiri Gate (4 kms) f o  Kashmiri Gate to Central d a e Secretariat (7 kms) ah a e s l h u t d on he m Sc 9

 10 stations –  “Cut and Cover Method” 8

Implementation - - Line 3  Barakhamba to Dwarka Society  Revised to extend up to Dwarka

Sub-city  Schedule and budget was revised  Changes made to cut costs  U shaped girders  Steel replaced cement  Intersect with Line 2 at

Connaught Place  Raja Garden- cross flyover

Winning the Trust  Contractors

o Timely payment o Implementation of suggestions • JBIC • Public o Advanced planning for Utility Diversion o Community Interaction programs to seek suggestions o Temporary accommodations for relocated people

Winning the Trust …contd  CSR

o Pursued environment and safety objectives o OHSAS 18001 for Environment, Occupational Health and Safety Management Systems o ISO 14001 for Environment

Road Blocks  Low Financial IRR prompted second 



 

thoughts on the project Criticism due to inability to recruit, 70% were deputed from Indian Railways Lack of experience & specialized experts in Civil, Electrical & Communication Engineering Loss of Rs 5 million if one day lost Difference of opinion on gauge to

Critical Success Factors  ‘We mean business’ attitudes.  Efficiency,

courtesy

&

integrity

in

corporate culture.  Corruption

free

Contract

Awarding

System & Procurement Process.  Autonomy in decision making.

 Advance planning in utility diversion,

minimizing public inconvenience.

Salient Feature  Metro Training School at Shastri Park.  Insistence on at least 1 Indian partner

to facilitate technology absorption.

Achievements  Deadline met despite a delay of almost 3 yrs in commencement.  Projected savings of Rs 6 – 7 billion on project cost.

u o Y k n a h T