Surat Metro Rail Project

Studio 1: Construction Formulation and Appraisal

Submitted by

Porus Patwari Jain PG180694

Raj Shah PG180772

Rajvir Chaudhary PG180784

Shaurya Bhatnagar PG180943

Guided by

Prof. Devanshu Pandit

Prof. Ganesh Devkar

Prof. Jyoti Trivedi

Table of Contents
List of Figures ........................................................................................................................... vi

List of Tables ............................................................................................................................. x

List of Annexures .................................................................................................................... xvi

Preface........................................................................................................................................ 1

Key Abbreviations ..................................................................................................................... 2

1 Introduction ........................................................................................................................ 3

1.1 The City ....................................................................................................................... 3

1.2 Basic Information of the Project ................................................................................. 4

1.3 Phase 1 Details ............................................................................................................ 5

1.4 Objectives .................................................................................................................... 5

2 Project Information ............................................................................................................ 7

2.1 Project Delivery Approach .......................................................................................... 7

2.2 Delivery Approach of Different Metro in India .......................................................... 8

2.3 Proposed Delivery Approach for Surat Metro ............................................................ 9

2.4 Procurement Strategy ................................................................................................ 10

2.4.2 Details of Selected Variables ............................................................................. 10

2.4.3 Project Feasibility Map ...................................................................................... 22

3 Stakeholder Analysis ....................................................................................................... 23

3.1 List of Stakeholders ................................................................................................... 23

3.2 Stakeholder Management .......................................................................................... 23

3.2.1 Introduction ........................................................................................................ 23

3.2.2 Power and Interest grid ...................................................................................... 24

3.2.3 Power and Influence grid ................................................................................... 25

3.2.4 Influence and Impact grid .................................................................................. 25

3.2.5 Stakeholder Engagement Matrix........................................................................ 26

4 Feasibility Study .............................................................................................................. 27

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4.1 Demand Assessment ................................................................................................. 27

4.1.1 Factors affecting the Demand Analysis in future. ............................................. 27

4.1.2 Conclusion ......................................................................................................... 43

4.2 Location Analysis ...................................................................................................... 44

4.2.1 Criteria for Location Analysis ........................................................................... 44

4.2.1.1 Population density .......................................................................................... 45

4.2.2 Alignment Fixing ............................................................................................... 56

4.3 Technical Analysis .................................................................................................... 59

4.3.1 System Selection ................................................................................................ 59

4.3.2 Rolling Stock Parameters ................................................................................... 60

4.3.3 Running Gear & Track characteristics ............................................................... 60

4.3.4 Operational characteristics ................................................................................. 61

4.3.5 Other parameters ................................................................................................ 61

4.3.6 Choosing by Advantage ..................................................................................... 92

4.3.7 Target Value Design ........................................................................................ 100

4.3.8 Project Compliances ........................................................................................ 123

4.4 Financial Analysis ................................................................................................... 139

4.4.1 Assumptions..................................................................................................... 139

4.5 Techno-Economic Analysis .................................................................................... 143

4.5.1 Economic Costs ............................................................................................... 143

4.5.2 Economic Benefits ........................................................................................... 144

4.5.3 Economic Performance Indicators ................................................................... 151

4.6 Environmental Impact Assessment ......................................................................... 152

4.6.1 Scope of Study ................................................................................................. 152

4.6.2 Selection of Framework elements .................................................................... 152

4.6.3 Institutional Impacts......................................................................................... 153

4.6.4 Economic Benefits ........................................................................................... 155

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 4.6.5 Ecological Impacts ........................................................................................... 156

4.6.6 Disaster Management....................................................................................... 158

4.6.7 Structural Impacts ............................................................................................ 165

4.6.8 Pollution Impacts ............................................................................................. 167

4.6.9 Summary .......................................................................................................... 170

5 Concept Planning ........................................................................................................... 171

5.1 Work Breakdown Structure ..................................................................................... 171

5.2 Organization Structure ............................................................................................ 171

5.2.1 Organization Structure for Kolkata Metro Rail Corporation ........................... 172

5.2.2 Organization Breakdown Structure for Mumbai Metro................................... 174

5.2.3 Organization Structure of MEGA .................................................................... 175

5.2.4 Proposed Organization Structure of Surat Metro Rail Corporation................. 175

5.2.5 Organization Structure and Roles ................................................................. 175

5.3 Cost Breakdown Structure ...................................................................................... 181

5.3.1 Project Inception Phase .................................................................................... 182

5.3.2 Project Development Phase ............................................................................. 183

5.3.3 Project Implementation Phase.......................................................................... 184

5.3.4 Operation & Maintenance ................................................................................ 185

5.3.5 Phase-Wise Cost Breakdown Structure ........................................................... 186

5.3.6 Complete Cost Breakdown Structure............................................................... 186

5.4 Milestone Schedule ................................................................................................. 186

5.5 Construction Schedule............................................................................................. 187

5.6 Project Schedule ...................................................................................................... 187

5.7 Risk Management .................................................................................................... 188

5.7.1 Risk Identification ............................................................................................ 188

5.7.2 Risk Categorization .......................................................................................... 188

5.7.3 Risk Rating....................................................................................................... 189

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 5.7.4 Risk Response Strategies for Negative Risks .................................................. 190

5.7.5 Risk Response Strategies for Positive Risks .................................................... 190

5.7.6 Risk Register .................................................................................................... 191

5.7.7 Severity Matrix ................................................................................................ 191

5.7.8 Basis of Assumptions ....................................................................................... 192

6 Procurement Management ............................................................................................. 198

6.1 Design Brief ............................................................................................................ 198

6.1.1 City Brief ......................................................................................................... 198

6.1.2 Project Objectives ............................................................................................ 198

6.1.3 Design Brief for Tunnel Section ...................................................................... 199

6.1.4 Design Brief for Elevated Viaduct ................................................................... 201

6.1.5 Station location and Planning........................................................................ 202

6.1.6 Rolling Stock ................................................................................................... 208

6.1.7 Signalling and Train Control ........................................................................... 214

6.1.8 Communication Systems ................................................................................. 217

6.1.9 Automatic Fare Collection System .................................................................. 220

6.1.10 Electric Power System ..................................................................................... 222

6.2 Procurement of Consultants .................................................................................... 224

6.2.1 DPR Consultant ............................................................................................... 225

6.2.2 General Engineering Consultant ...................................................................... 232

6.3 Procurement of Contractors .................................................................................... 240

6.3.1 Prequalification Criteria ................................................................................... 241

6.3.2 Technical Package ........................................................................................... 246

6.3.3 Financial Package ............................................................................................ 247

6.4 Project Control ........................................................................................................ 251

6.4.1 Quality control ................................................................................................. 251

6.4.2 Coordination Control ....................................................................................... 254

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 6.4.3 Documentation Control .................................................................................... 257

6.4.4 Cost Control ..................................................................................................... 261

6.4.5 Safety, Health and Environment Control ......................................................... 262

7 Conclusion ..................................................................................................................... 268

8 References ...................................................................................................................... 269

9 Annexure ............................................................................................................................. i

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List of Figures
FIGURE 1.1 MAP SHOWING SURAT CITY AND ITS ADMINISTRATIVE ZONES ............................................................................. 3
FIGURE 1.2 PROPOSED ROUTE FOR PHASE 1 OF SURAT METRO............................................................................................ 5
FIGURE 2.1 CHART SHOWING AVERAGE DAILY DISTANCE TRAVELLED BY SURAT CITIZENS........................................................... 16
FIGURE 2.2 CHART SHOWING AMOUNT OF MONEY PEOPLE PAY FOR PUBLIC TRANSPORT IN SURAT............................................. 17
FIGURE 2.3 CHART SHOWING NO. OF PEOPLE WILLING TO SHIFT TO METRO IN SURAT.............................................................. 17
FIGURE 2.4 CHART SHOWING MAXIMUM FARE PEOPLE ARE WILLING TO PAY FOR METRO ......................................................... 18
FIGURE 2.5 CHART SHOWING PEOPLE OF SURAT'S PREFERRED MODE OF PAYMENT ................................................................. 18
FIGURE 2.6 CHART SHOWING PEOPLE OF SURAT'S PREFERRED FORM OF PAYMENT ................................................................. 19
FIGURE 3.1 POWER - INTEREST MATRIX FOR STAKEHOLDERS ............................................................................................. 24
FIGURE 3.2 POWER-INFLUENCE MATRIX FOR STAKEHOLDERS ............................................................................................ 25
FIGURE 3.3 INFLUENCE - IMPACT MATRIX FOR STAKEHOLDERS ........................................................................................... 25
FIGURE 4.1 BAR CHART OF POPULATION OVER DECADES.................................................................................................... 28
FIGURE 4.2 DENSITY OF SURAT AND SECTIONED ROUTE..................................................................................................... 28
FIGURE 4.3 ADMINISTRATIVE ZONES WITH ALIGNED ROUTE................................................................................................ 29
FIGURE 4.4 BAR CHART OF ZONES VS POPULATION INCREASE.............................................................................................. 31
FIGURE 4.5 POPULATION DENSITY AND SANCTIONED ROUTES ............................................................................................. 31
FIGURE 4.6 HIGHER POPULATION DENSITY IS OBSERVED IN MARKED ZONES ........................................................................... 32
FIGURE 4.7 DISTRIBUTION OF EMPLOYMENT DENSITY ZONES ACROSS THE SURAT .................................................................. 32
FIGURE 4.8 MARKED MAXIMUM EMPLOYMENT ATTRACTION ............................................................................................. 34
FIGURE 4.9 INCREASE IN LEVEL OF VEHICLES .................................................................................................................... 35
FIGURE 4.10 MODAL SHARE CHART .............................................................................................................................. 36
FIGURE 4.11 INCREASE IN LEVEL OF POLLUTANTS ............................................................................................................. 37
FIGURE 4.12 PROMINENT POLLUTED PLACES .................................................................................................................. 38
FIGURE 4.13 PROMINENT RECREATIONAL PLACES ............................................................................................................ 39
FIGURE 4.14 TRANSPORT FACILITIES ............................................................................................................................. 40
FIGURE 4.15 HIGH MOBILITY CORRIDOR ....................................................................................................................... 41
FIGURE 4.16 BUS RAPID TRANSIT SYSTEM ..................................................................................................................... 42
FIGURE 4.17 CONGESTION LEVELS................................................................................................................................ 43
FIGURE 4.18POPULATION DENSITY, SURAT,2018 ........................................................................................................... 45
FIGURE 4.19: POPULATION DENSITY, SURAT,2031 .......................................................................................................... 45
FIGURE 4.20:EMPLOYEMENT ZONES OF SURAT,2016 ...................................................................................................... 46
FIGURE 4.21:FUTURE DEVELOPMENTS IN SURAT ............................................................................................................. 46
FIGURE 4.22:PROMINENT COLLEGES OF SURAT CITY ........................................................................................................ 50
FIGURE 4.23: PROMINENT SCHOOLS OF SURAT CITY ........................................................................................................ 51
FIGURE 4.24: PROMINENT COMMERCIAL CENTRES OF SURAT CITY ..................................................................................... 51
FIGURE 4.25: PROMINENT MALLS OF SURAT CITY ........................................................................................................... 52

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FIGURE 4.26: PROMINENT TOURISM SPOTS OF SURAT CITY ............................................................................................... 52
FIGURE 4.27:PROMINENT INDUSTRIAL HUBS OF SURAT CITY ............................................................................................. 53
FIGURE 4.28: PROMINENT HEALTH CENTRES OF SURAT CITY ............................................................................................. 54
FIGURE 4.29 SUMMARY MAP SHOWING ALL PRIORITY AREAS ........................................................................................... 54
FIGURE 4.30:TRANSPORTATION HUBS OF SURAT CITY ...................................................................................................... 55
FIGURE 4.31: CONGESTION MAP OF SURAT CITY SHOWING HEAVILY CONGESTED ROADS. ....................................................... 56
FIGURE 4.32: MAP SHOWING ALL CRITERIA’S AND PRIORITY LOCATIONS .............................................................................. 56
FIGURE 4.33 RESULTANT METRO ROUTE BY OUR ANALYSIS ............................................................................................... 57
FIGURE 4.34: ROUTE 1-1’ AND 2-2’ APPROVED IN DPR ................................................................................................... 58
FIGURE 4.35:ROUTE A-A’ AND B-B’ BY OUR ANALYSIS ..................................................................................................... 58
FIGURE 4.36 TYPICAL ROLLING STOCK SECTION .............................................................................................................. 67
FIGURE 4.37 ROLLING STOCK FOR AHMEDABAD METRO................................................................................................... 68
FIGURE 4.38 TYPICAL SECTION OF TWIN BORED TUNNEL .................................................................................................. 72
FIGURE 4.39 TYPICAL SECTION OF AN ELEVATED VIADUCT................................................................................................. 75
FIGURE 4.40 COMMUNICATION BASED TRAIN CONTROL SYSTEM ......................................................................................... 82
FIGURE 4.41 INCANDESCENT LAMPS AND LED LAMPS ...................................................................................................... 83
FIGURE 4.42 CAB SIGNALLING ..................................................................................................................................... 84
FIGURE 4.43 TYPE OF INTERLOCKING SYSTEMS................................................................................................................ 85
FIGURE 4.44 GATES FOR STATION ................................................................................................................................ 88
FIGURE 4.45 DIGITAL TRAIN RADIO (TETRA) COMMUNICATION ........................................................................................ 91
FIGURE 4.46 LED BASED PUBLIC ADDRESS BOARDS ......................................................................................................... 91
FIGURE 4.47 IDENTIFYING ALTERNATIVES FOR NOISE BARRIER & ESCALATORS ...................................................................... 96
FIGURE 4.48: THE DESIGN PROCESS CYCLE OF D1 MODEL .............................................................................................. 102
FIGURE 4.49: FLOOR PLAN OF TICKET COUNTER ........................................................................................................... 108
FIGURE 4.50: SECTION THROUGH TICKET COUNTERS EXPLAINING FACADE DETAILS ............................................................... 108
FIGURE 4.51: REFLECTED CEILING PLAN EXPLAINING ELECTRICAL FITTINGS .......................................................................... 109
FIGURE 4.52 INTERNAL VIEW SHOWING FINISHES, STRUCTURAL DETAILS & FITTINGS............................................................ 110
FIGURE 4.53: VIEW SHOWING EXTERNAL FACADE ......................................................................................................... 110
FIGURE 4.54: INTERNAL SECTIONAL VIEW SHOWING FINISHES ......................................................................................... 111
FIGURE 4.55: CEILING DETAIL SHOWING ACOUSTICAL F.C. PANEL AND ELECTRICAL FITTINGS ................................................. 111
FIGURE 4.56 THE DESIGN PROCESS CYCLE OF D2 MODEL ............................................................................................... 113
FIGURE 4.57: INTERIOR VIEW OF THE TICKET COUNTER ................................................................................................... 116
FIGURE 4.58: ADDITION OF WINDOWS FOR MORE VISUAL CONNECTIONS WITH THE SURROUNDING; VIEW SHOWING CHANGE IN
DOOR SPECIFICATION, PAINT FINISH & ADDITION OF WINDOWS .............................................................................. 116
FIGURE 4.59: EXTERIOR VIEW ................................................................................................................................... 117
FIGURE 4.60: SECTIONAL DETAIL THROUGH COUNTER (FRONT WALL) ................................................................................ 117
FIGURE 4.61: SECTIONAL DETAIL THROUGH BEAM AND LINTEL (FRONT WALL) ..................................................................... 117
FIGURE 4.62: SECTIONAL INTERIOR VIEW OF D3............................................................................................................ 120

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FIGURE 4.63: TRANSVERSE SECTION THROUGH TICKET BOOTH......................................................................................... 120
FIGURE 4.64: SECTIONAL DETAIL THROUGH COUNTER SHOWING CABINET ........................................................................... 121
FIGURE 4.65: THE EVOLUTION OF DESIGN AND COST FROM STARTING TO END .................................................................... 122
FIGURE 4.66 DIFFERENT LEGAL COMPLIANCES AT DIFFERENT STAGES ................................................................................. 123
FIGURE 4.67: PROCEDURE FOR PROJECT APPROVAL....................................................................................................... 124
FIGURE 4.68: PROCEDURE FOR LAND ACQUISITION ........................................................................................................ 126
FIGURE 4.69: PROCEDURE FOR NOC APPROVAL FROM NMA. ........................................................................................ 127
FIGURE 4.70: IN LINE 2, KASTURBA GARDEN IS A STATION, WHICH IS 203.33 METERS FROM SURAT CASTLE ............................ 128
FIGURE 4.71: PROCEDURE FOR NOC APPROVAL FROM AAI ............................................................................................ 129
FIGURE 4.72: PROCEDURE OF NOC FROM FIRE AUTHORITY ............................................................................................ 130
FIGURE 4.73: PROCEDURE FOR NOC FROM MOEF ....................................................................................................... 131
FIGURE 4.74: PROCEDURE OF PERMIT FOR TREE CUTTING................................................................................................ 132
FIGURE 4.75:PROCEDURE OF APPLYING FOR ELECTRICITY CONNECTION .............................................................................. 133
FIGURE 4.76: PROCEDURE FOR APPLYING FOR WATER CONNECTION .................................................................................. 134
FIGURE 4.77 PROCEDURE FOR APPROVAL FOR WITHDRAWAL OF GROUNDWATER ............................................................... 135
FIGURE 4.78 NPV OF CASHFLOWS FOR DIFFERENT INTEREST RATES ................................................................................... 142
FIGURE 4.79 YEARLY CASHFLOW CLOSING BALANCE ...................................................................................................... 143
FIGURE 4.80: DIVISION OF HEADS FOR STUDY CONDUCTED FOR ENVIRONMENT IMPACT ASSESSMENT ..................................... 153
FIGURE 4.81:WASTE GENERATED NEAR LABOUR CAMPS ................................................................................................. 157
FIGURE 4.82:MARKING OF METRO CORRIDOR IN SURAT ................................................................................................ 158
FIGURE 4.83:MAP SHOWING EARTHQUAKE ZONES OF INDIA AND DEMARCATING SURAT ...................................................... 159
FIGURE 4.84: SHOWING THE FLOOD OF 2006 WHICH SUBMERGED THE WHOLE CITY OF SURAT. ............................................. 162
FIGURE 4.85: OVERLAPPING MAP OF FLOOD AREAS OF 2006 AND PROPOSED METRO ALIGNMENT ....................................... 164
FIGURE 4.86:SENCTIONED ROUTE WITH HERITAGE STRUCTURES ....................................................................................... 167
FIGURE 4.87: NOISE BARRIER FOR REDUCING THE NOISE POLLUTION (GURGAON METRO) ...................................................... 168
FIGURE 4.88:DUST MITIGATION BY SPRAYING WATER (DELHI METRO) ............................................................................... 169
FIGURE 5.1 - TOP-LEVEL ORGANIZATION STRUCTURE ..................................................................................................... 176
FIGURE 5.2 ORGANIZATION FOR FINANCE DEPARTMENT ................................................................................................. 177
FIGURE 5.3 ORGANIZATION STRUCTURE FOR ADMINISTRATION DEPARTMENT..................................................................... 177
FIGURE 5.4 ORGANIZATION STRUCTURE FOR LEGAL DEPARTMENT .................................................................................... 178
FIGURE 5.5 ORGANIZATION STRUCTURE OF CONSTRUCTION DIVISION ............................................................................... 179
FIGURE 5.6 ORGANIZATION STRUCTURE FOR PLANNING DIVISION .................................................................................... 180
FIGURE 5.7 ORGANIZATION STRUCTURE FOR OPERATIONS AND SYSTEMS DIVISION .............................................................. 181
FIGURE 6.1:FRUIN'S RANGES FOR LEVEL OF SERVICE....................................................................................................... 206
FIGURE 6.2 LIST OF PRIME CONSULTANTS FOR SURAT METRO PROJECT .............................................................................. 224
FIGURE 6.3 QUALITY MANAGEMENT SYSTEM WHEN NCR IS NOT ISSUED BY GEC ................................................................ 252
FIGURE 6.4: QUALITY MANAGEMENT SYSTEM WHEN NCR ISSUED BY GEC ........................................................................ 253
FIGURE 6.5 LEAD DESIGN CHECKER'S CERTIFICATION ..................................................................................................... 257

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FIGURE 6.6 :COST CONTROL PROCESS ......................................................................................................................... 261

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List of Tables
TABLE 1.1 BUILT-UP AREA OF SURAT .............................................................................................................................. 4
TABLE 2.1 TYPE OF CONTRACTS ..................................................................................................................................... 7
TABLE 2.2 DEFINITION OF SELECTED VARIABLES .............................................................................................................. 10
TABLE 2.3 LIST OF LEGAL FRAMEWORKS EXISTING FOR METRO IN INDIA ............................................................................... 11
TABLE 2.4 TABLE SHOWING SCORING MODEL FOR LEGAL FRAMEWORK ................................................................................. 11
TABLE 2.5 TIMELINE OF SURAT METRO PROJECT ............................................................................................................. 11
TABLE 2.6 SCORING MODEL FOR POLITICAL RISK ............................................................................................................. 12
TABLE 2.7 BUDGETARY ALLOCATIONS AS PER STATE BUDGETS FOR FY 2017-18 ................................................................... 12
TABLE 2.8 SMC BUDGET FOR FY 2018-19 ................................................................................................................... 13
TABLE 2.9 SCORING MODEL FOR FISCAL SPACE CRITERION ................................................................................................ 13
TABLE 2.10 TABLE SHOWING CHANGE IN CURRENCY VALUATION ........................................................................................ 14
TABLE 2.11 TABLE SHOWING CURRENCY VALUATION CHANGE FOR EVERY MONTH OF 2018 ..................................................... 14
TABLE 2.12 SCORING MODEL FOR ANNUAL % CHANGE IN CURRENCY VALUE ......................................................................... 15
TABLE 2.13 SCORING MODEL FOR MONTHLY % CHANGE IN CURRENCY VALUE ....................................................................... 15
TABLE 2.14 CUMULATIVE SCORING MODEL FOR MACROECONOMIC FACTORS ...................................................................... 15
TABLE 2.15 AHMEDABAD METRO FARE......................................................................................................................... 19
TABLE 2.16 SURAT METRO FARE ................................................................................................................................. 20
TABLE 2.17 FARE COMPARISON OF DIFFERENT METRO SYSTEMS IN INDIA............................................................................ 20
TABLE 2.18 LAND REQUIREMENT SCORING MODEL ......................................................................................................... 22
TABLE 2.19 PROJECT FEASIBILITY MAP .......................................................................................................................... 23
TABLE 4.1 POPULATION OVER DECADES ......................................................................................................................... 27
TABLE 4.2 POPULATION DENSITY OVER ZONES ................................................................................................................. 30
TABLE 4.3 EMPLOYMENT DISTRIBUTION IN MAJOR AREAS ................................................................................................ 33
TABLE 4.4 EMPLOYMENT GROWTH ............................................................................................................................... 33
TABLE 4.5 INDUSTRIAL AND FUTURE DEVELOPMENT ZONES OF SURAT................................................................................. 34
TABLE 4.6 VEHICULAR GROWTH................................................................................................................................... 34
TABLE 4.7 MODAL SHARE COMPARISON........................................................................................................................ 35
TABLE 4.8 ACCIDENTAL GROWTH ................................................................................................................................. 36
TABLE 4.9 MODAL SHARE USAGE ................................................................................................................................. 36
TABLE 4.10 EMISSION FROM VEHICLES .......................................................................................................................... 37
TABLE 4.11 POLLUTANT LEVEL IN VARIOUS AREAS OF SURAT .............................................................................................. 38
TABLE 4.12 ADEQUACY LEVEL OF POLLUTION AT MAJOR PLACES ........................................................................................ 38
TABLE 4.13 STATION AND PHPDT FOR METRO RAIL ........................................................................................................ 43
TABLE 4.14: RESULT OF SURVEY FOR COMMERCIAL/BUSINESS CENTRES .............................................................................. 47
TABLE 4.15: RESULT OF SURVEY FOR COLLEGES .............................................................................................................. 48
TABLE 4.16: RESULT OF SURVEY FOR SCHOOLS ............................................................................................................... 48

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TABLE 4.17 RESULT OF SURVEY FOR SHOPPING MALLS ..................................................................................................... 48
TABLE 4.18: RESULT OF SURVEY FOR TOURIST SPOTS ....................................................................................................... 49
TABLE 4.19 :RESULT OF SURVEY FOR INDUSTRIAL HUBS.................................................................................................... 49
TABLE 4.20: RESULT OF SURVEY FOR HEALTH CENTRES .................................................................................................... 49
TABLE 4.21 ROLLING STOCK PARAMETERS – DIMENSIONS ................................................................................................ 60
TABLE 4.22 ROLLING STOCK PARAMETERS - TRACTION AND BRAKING ................................................................................. 60
TABLE 4.23 ROLLING STOCK PARAMETERS - OPERATIONAL CHARACTERISTICS ....................................................................... 61
TABLE 4.24 ROLLING STOCK PARAMETERS - OTHERS........................................................................................................ 61
TABLE 4.25 PRINCIPAL CRITERIA TO BE MET FOR A METRO SYSTEM ................................................................................... 62
TABLE 4.26 SCORING CRITERIA MODEL ......................................................................................................................... 63
TABLE 4.27 SCORING FOR SPEED OF ROLLING STOCK ....................................................................................................... 63
TABLE 4.28 SERVICE LIFE CRITERIA ............................................................................................................................... 63
TABLE 4.29 SCORING MODEL FOR SERVICE LIFE .............................................................................................................. 63
TABLE 4.30 ELECTRICITY CONSUMPTION CRITERIA ........................................................................................................... 64
TABLE 4.31 SCORING FOR ELECTRICITY CONSUMPTION..................................................................................................... 64
TABLE 4.32 COST/CAR CRITERIA .................................................................................................................................. 64
TABLE 4.33 SCORING FOR COST/CAR ............................................................................................................................ 64
TABLE 4.34 CARRYING CAPACITY CRITERIA ..................................................................................................................... 65
TABLE 4.35 TOTAL CAPACITY OF ROLLING STOCKS ........................................................................................................... 65
TABLE 4.36 SCORING FOR CARRYING CAPACITY ............................................................................................................... 65
TABLE 4.37 WEIGHTAGE MODEL FOR ROLLING STOCK CRITERIA ........................................................................................ 65
TABLE 4.38 FINAL SCORING MODEL FOR ROLLING STOCK ................................................................................................. 66
TABLE 4.39 GEOMETRIC & ALIGNMENT DETAILS ............................................................................................................. 70
TABLE 4.40 TUNNELLING RATES OF DIFFERENT METHODS ................................................................................................ 73
TABLE 4.41 OPTIMUM STRETCH FOR DIFFERENT METHODS .............................................................................................. 73
TABLE 4.42 COMPARISON OF COST PER KM FOR DIFFERENT METHODS ............................................................................... 73
TABLE 4.43 WEIGHTAGE SCORING MODEL FOR TUNNELLING METHODS .............................................................................. 74
TABLE 4.44 TABLE SHOWING MAXIMUM PERMISSIBLE SPEED, CANT AND DISTANCE.............................................................. 76
TABLE 4.45 MINIMUM DISTANCE FROM TRACK CENTRE LINE FOR EXISTING BUILDING STRUCTURES.......................................... 77
TABLE 4.46 SECTION COMPARISON FOR RAIL .................................................................................................................. 77
TABLE 4.47 COMPARISON OF RAIL WELDING METHODS ................................................................................................... 77
TABLE 4.48 COMPARISON OF TRACK STRUCTURE ............................................................................................................ 78
TABLE 4.49 COMPARISON OF FASTENERS ....................................................................................................................... 78
TABLE 4.50 CLASSIFICATION OF FIRE ............................................................................................................................. 79
TABLE 4.51 FIRE DETECTION SYSTEMS .......................................................................................................................... 79
TABLE 4.52 COMPARISON OF FIRE SUPPRESSION SYSTEMS ................................................................................................ 80
TABLE 4.53 APPLICATION OF SUPPRESSION SYSTEMS ....................................................................................................... 80
TABLE 4.54 TYPES OF EXTINGUISHERS ........................................................................................................................... 81

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TABLE 4.55 FEATURES OF CONVENTIONAL AND CBTC ...................................................................................................... 81
TABLE 4.56 TYPE OF SIGNALLING .................................................................................................................................. 82
TABLE 4.57 SIGNALLING LIGHTS ................................................................................................................................... 83
TABLE 4.58 TRAIN DESCRIBER SYSTEM .......................................................................................................................... 83
TABLE 4.59 TYPE OF SIGNALLING ................................................................................................................................. 84
TABLE 4.60 INTERLOCKING SYSTEMS IN DIFFERENT METRO SYSTEMS IN INDIA ...................................................................... 85
TABLE 4.61 COMPARISON OF FARE COLLECTION MODES .................................................................................................. 86
TABLE 4.62 COMPARISON OF FARE COLLECTION TYPES .................................................................................................... 86
TABLE 4.63 COMPARISON OF FARE COLLECTION METHODS............................................................................................... 87
TABLE 4.64 AUTOMATIC FARE COLLECTION EQUIPMENT'S ESTIMATE.................................................................................... 88
TABLE 4.65 SPECIFICATIONS OF ALL TELECOMMUNICATION SYSTEMS .................................................................................. 89
TABLE 4.66 PROPOSED LENGTH OF NOISE BARRIER FOR SURAT METRO PHASE-1................................................................... 92
TABLE 4.67 PROPOSED NUMBER OF ESCALATORS FOR SURAT METRO PHASE 1 ..................................................................... 94
TABLE 4.68 COLOR CODING FOR OVERLAPPING FACTORS OF STAKEHOLDERS.......................................................................... 96
TABLE 4.69 FACTORS FOR NOISE BARRIER BY DIFFERENT STAKEHOLDERS .............................................................................. 97
TABLE 4.70 FACTORS FOR ESCALATORS BY DIFFERENT STAKEHOLDERS .................................................................................. 97
TABLE 4.71 MUST & WANT FACTORS FOR NOISE BARRIER ............................................................................................... 98
TABLE 4.72 MUST & WANT FACTORS FOR ESCALATORS ................................................................................................... 98
TABLE 4.73 CODE & STANDARDS FOLLOWED FOR NOISE BARRIER DESIGN............................................................................ 99
TABLE 4.74 CODES & STANDARDS FOLLOWED FOR ESCALATORS DESIGN ............................................................................ 100
TABLE 4.75:LIST OF DOCUMENTS AND THEIR RESPECTIVE ................................................................................................ 102
TABLE 4.76:COST DETAILS FOR D1 ............................................................................................................................. 112
TABLE 4.77: COST DETAILS FOR D2 ............................................................................................................................ 118
TABLE 4.78: COST DETAILS FOR D3 ............................................................................................................................ 121
TABLE 4.79:COST DETAILS FOR WHOLE PROJECT AT DIFFERENT STAGES. ............................................................................. 122
TABLE 4.80 DETAILS OF APPROVAL FOR LAND PROCUREMENT.......................................................................................... 126
TABLE 4.81: DETAILS OF APPROVAL FROM MONUMENT AUTHORITY ................................................................................. 126
TABLE 4.82: DETAILS OF APPROVAL FROM AIRPORT AUTHORITY ...................................................................................... 128
TABLE 4.83 CHARGES FOR NOC OF HEIGHT CLEARANCE ................................................................................................. 129
TABLE 4.84:DETAILS OF NOC FROM CHIEF FIRE OFFICER ............................................................................................... 130
TABLE 4.85 DETAILS OF PROCEDURE FOR ENVIRONMENT CLEARANCE ............................................................................... 131
TABLE 4.86: DETAILS OF APPROVAL FOR FELLING OF TREES ............................................................................................. 131
TABLE 4.87 ELECTRICITY REQUIREMENT FOR SURAT METRO............................................................................................ 132
TABLE 4.88:DETAILS OF REQUEST APPROVAL FROM DGVPL ............................................................................................ 132
TABLE 4.89 DETAILS OF REQUEST APPROVAL FROM SMC ................................................................................................ 133
TABLE 4.90:DETAILS OF APPROVAL FROM GPCB ........................................................................................................... 134
TABLE 4.91:DETAILS FOR APPROVAL FROM CGWB ....................................................................................................... 135
TABLE 4.92: DETAILS FOR APPROVAL FOR MUCK DISPOSAL.............................................................................................. 136

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TABLE 4.93: DETAILS FOR APPROVAL FOR EMPLOYING LABOURS. ...................................................................................... 136
TABLE 4.94:DETAILS FOR APPROVAL FOR DISPOSAL OF HAZARDOUS WASTES....................................................................... 137
TABLE 4.95:DETAILS FOR APPROVAL FOR TRAFFIC MANAGEMENT .................................................................................... 139
TABLE 4.96 PROPOSED FARE STRUCTURE .................................................................................................................... 140
TABLE 4.97 ANNUAL DISPATCH OF FUNDS FOR CAPEX ..................................................................................................... 141
TABLE 4.98 LIST OF DEPRECIATING ASSETS ................................................................................................................... 142
TABLE 4.99 ECONOMIC CONVERSION FACTORS OF VARIOUS COST COMPONENTS ................................................................. 144
TABLE 4.100 VEHICULAR POPULATION FORECAST OF SURAT CITY ...................................................................................... 145
TABLE 4.101 FUEL CONSUMPTION OF DIFFERENT MODES OF TRANSPORT ........................................................................... 145
TABLE 4.102 RATES/KM OF DIFFERENT MODE OF TRANSPORT .......................................................................................... 145
TABLE 4.103 FORECASTED DATA FOR 2021 ................................................................................................................. 146
TABLE 4.104 NET SAVINGS ON FUEL........................................................................................................................... 146
TABLE 4.105 COST CATEGORIES FOR ACCIDENT BENEFITS ............................................................................................... 147
TABLE 4.106 ACCIDENT COSTS .................................................................................................................................. 147
TABLE 4.107 MODE SHARE OF SURAT BY PRIMARY DATA ............................................................................................... 147
TABLE 4.108 FORMULA TO CALCULATE FATALITY COST .................................................................................................. 148
TABLE 4.109 SCHEDULE OF COMPENSATION COST ........................................................................................................ 148
TABLE 4.110 ANNUAL ACCIDENT COST ....................................................................................................................... 148
TABLE 4.111 VOLUME OF POLLUTANTS EMITTED (GRAM PER KM) FOR DIFFERENT NODES ...................................................... 149
TABLE 4.112 AVERAGE LEAD OF DIFFERENT MODES ...................................................................................................... 150
TABLE 4.113 TREATMENT COST OF POLLUTANTS .......................................................................................................... 150
TABLE 4.114 CALCULATION OF VEHICLE KM SAVED FOR YEAR 2021 ................................................................................. 150
TABLE 4.115 ANNUAL TREATMENT COST FOR YEAR 2021 .............................................................................................. 150
TABLE 4.116 TREATMENT COST FOR 'WITH METRO' AND 'WITHOUT METRO' SCENARIO ....................................................... 151
TABLE 4.117 ECONOMIC PERFORMANCE INDICATORS .................................................................................................... 152
TABLE 4.118 COMPARISON OF 'WITH METRO' AND 'WITH METRO' SCENARIO .................................................................... 152
TABLE 4.119:THE DESCRIPTIONS OF EACH EARTHQUAKE ZONE OF INDIA ............................................................................ 159
TABLE 4.120:THE DETAILS OF THE EARTHQUAKE OCCURRED IN THE PAST 60 YEARS AROUND SURAT, GUJARAT .......................... 160
TABLE 4.121: CATEGORISATION OF THE EARTHQUAKE BASED ON THEIR MAGNITUDES AND EFFECTS ....................................... 160
TABLE 4.122: RELATIVE IMPORTANCE VALUE ASSESSMENT ............................................................................................. 160
TABLE 4.123: DEGREE OF IMPACT VALUE ASSESSMENT .................................................................................................. 161
TABLE 4.124 LIST OF YEARS HAVING VARIOUS FLOOD EVENTS IN SURAT. ............................................................................ 162
TABLE 4.125: THE RAINFALL RANGE HAS BEEN CATEGORISED ON ITS RAINFALL LEVELS AS GIVEN BY INDIA METEOROLOGICAL
DEPARTMENT................................................................................................................................................. 163
TABLE 4.126 RAINFALL DATA OF PAST 5 YEARS ............................................................................................................. 163
TABLE 4.127: RELATIVE IMPORTANCE VALUE ASSESSMENT ............................................................................................. 163
TABLE 4.128: DEGREE OF IMPACT VALUE ASSESSMENT .................................................................................................. 164
TABLE 4.129 AFFECTED AND NON-AFFECTED HERITAGE PLACES ........................................................................................ 167

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TABLE 4.130:IMPACT LEVEL OF VIBRATION AND SOUND .................................................................................................. 168
TABLE 4.131 :DECLINE LEVEL OF POLLUTION IN DELHI DUE TO METRO RAIL......................................................................... 169
TABLE 4.132: OVERALL SUMMARY SHOWING EIV SCORES OF EACH COMPONENT ................................................................ 170
TABLE 5.1 COST ESTIMATION FOR PROJECT INCEPTION PHASE OF SURAT METRO ................................................................ 182
TABLE 5.2 COST ESTIMATION FOR PROJECT DEVELOPMENT PHASE OF SURAT METRO .......................................................... 183
TABLE 5.3 COST ESTIMATION FOR CIVIL WORKS OF SURAT METRO................................................................................... 184
TABLE 5.4 COST BREAKDOWN FOR ELECTRIFICATION AND SIGNALLING .............................................................................. 185
TABLE 5.5 COST ESTIMATION FOR OPERATION AND MAINTENANCE PHASE OF SURAT METRO................................................ 186
TABLE 5.6 COST BREAKDOWN STRUCTURE PHASE-WISE ................................................................................................. 186
TABLE 5.7 MILESTONE SCHEDULE FOR SURAT METRO PROJECT........................................................................................ 187
TABLE 5.8 PROJECT SCHEDULE ................................................................................................................................... 187
TABLE 5.9 PROBABILITY RATING SCORE ....................................................................................................................... 189
TABLE 5.10 IMPACT RATING SCORE ............................................................................................................................ 189
TABLE 5.11 RISK SCORE BASED ON MAGNITUDE ............................................................................................................ 189
TABLE 5.13:TIMELINE OF DPR (SURAT METRO RAIL PROJECT) ........................................................................................ 192
TABLE 5.14: PROBABILITY RATING BASED ON DURATION BETWEEN PROPOSAL AND INITIATION (IN YEARS) ................................ 192
TABLE 5.15:BUDGETARY ALLOCATION FOR METRO PROJECT BY SURAT MUNICIPAL CORPORATION ......................................... 193
TABLE 5.16: PROBABILITY RATING BASED ON BUDGETARY ALLOCATION ............................................................................. 193
TABLE 5.17: LAND REQUIREMENT DETAILS FOR SURAT METRO RAIL PROJECT ..................................................................... 193
TABLE 5.18: ROLLING STOCK BREAKDOWN DETAILS OF DMRC DUE TO POWER SUPPLY FAILURE............................................. 194
TABLE 5.19: ROLLING STOCK BREAKDOWN DETAILS OF DMRC DUE TO OTHER MISCELLANEOUS FACTORS ................................. 194
TABLE 5.20:WILLINGNESS TO PAY SURVEY DETAILS AND PROBABILITY RATING .................................................................... 195
TABLE 5.21:DSCR VALUES FROM FINANCIAL MODEL ..................................................................................................... 195
TABLE 5.22:PROBABILITY SCORE ................................................................................................................................ 195
TABLE 5.23: CURRENCY EXCHANGE VALUE ANALYSIS ..................................................................................................... 196
TABLE 6.1 TABLE SHOWING ZONAL AREAS .................................................................................................................... 206
TABLE 6.2 VERTICAL CLEARANCE FOR STAIRS ................................................................................................................ 207
TABLE 6.3 DESCRIPTION OF SIGNALLING AND COMMUNICATION SYSTEMS.......................................................................... 216
TABLE 6.4 SUMMARY OF TELECOMMUNICATION DESIGN ................................................................................................ 220
TABLE 6.6 PROCUREMENT STRATEGY FOR PRIME CONSULTANTS ...................................................................................... 224
TABLE 6.7 ACTUAL TIMELINE OF PROCUREMENT PROCESS .............................................................................................. 227
TABLE 6.8 PAYMENT SCHEDULE ................................................................................................................................. 227
TABLE 6.9 FORMS TO BE SUBMITTED FOR TECHNICAL PROPOSAL ...................................................................................... 228
TABLE 6.10 KEY STAFF DELIVERABLE INPUT PLAN .......................................................................................................... 229
TABLE 6.11 LIST AND CODE OF DELIVERABLES............................................................................................................... 230
TABLE 6.12 REMUNERATION FOR EXPERTS ................................................................................................................... 230
TABLE 6.13 SUPPORT STAFF CALCULATION .................................................................................................................. 231
TABLE 6.14 DUTY TRAVEL TO SITE .............................................................................................................................. 231

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TABLE 6.15 RENT FOR OFFICE ................................................................................................................................... 231
TABLE 6.16 OFFICE SUPPLIES..................................................................................................................................... 231
TABLE 6.17 FINANCIAL PROPOSAL SUMMARY SHEET FOR EXPENSES .................................................................................. 231
TABLE 6.18 WORK EXPERIENCE ELIGIBILITY CRITERIA ...................................................................................................... 233
TABLE 6.19 MINIMUM REQUIRED AVERAGE ANNUAL TURNOVER FOR THE APPOINTED GEC FOR AHMEDABAD METRO .............. 234
TABLE 6.20 FORMS OF SUBMISSION UNDER SECTION 1 OF EOI ........................................................................................ 234
TABLE 6.21 FORMS OF SUBMISSION UNDER SECTION 2 OF EOI ........................................................................................ 235
TABLE 6.22 FINANCIAL INFORMATION TO BE PROVIDED BY APPLICANT ............................................................................... 237
TABLE 6.23 WEIGHTAGE FOR TECHNICAL SCORE ........................................................................................................... 237
TABLE 6.24 FORMS FOR FINANCIAL EVALUATION .......................................................................................................... 237
TABLE 6.25 BID PRICE OF APPLICANTS FOR GEC CONTRACT OF AHMEDABAD METRO PHASE 1 ............................................... 238
TABLE 6.26 FINANCIAL SCORE FOR BIDDERS FOR GEC CONTRACT OF AHMEDABAD METRO PHASE 1 ....................................... 238
TABLE 6.27 BID PROCESS TIMELINE FOR APPOINTMENT OF GEC ....................................................................................... 239
TABLE 6.28 OFFICE RENT ......................................................................................................................................... 240
TABLE 6.29OFFICE SUPPLIES COST .............................................................................................................................. 240
TABLE 6.30SUMMARY OF COSTS (FIN 2) ..................................................................................................................... 240
TABLE 6.31 TENDER COST CRITERIA ............................................................................................................................ 242
TABLE 6.32 EARNEST MONEY DEPOSIT CRITERIA ........................................................................................................... 242
TABLE 6.33 WORK EXPERIENCE ELIGIBILITY CRITERIA ...................................................................................................... 243
TABLE 6.34 MINIMUM PLANTS & MACHINERIES REQUIRED ............................................................................................ 247
TABLE 6.35 DRAWINGS INCLUDED IN TENDER ............................................................................................................... 248
TABLE 6.36 PAYMENT MILESTONES TO CONTRACTORS .................................................................................................... 249
TABLE 6.37 BID PRICE FOR UG PACKAGE OF AHMEDABAD METRO ................................................................................... 249
TABLE 6.38 BIDDING TIMELINE FOR UG PACKAGE 2 FOR AHMEDABAD METRO ................................................................... 249
TABLE 6.39 TENDER ADVERTISEMENT RATES IN NATIONAL & LOCAL NEWSPAPERS (WWW.RELEASEMYAD.COM) ....................... 250
TABLE 6.40 LIST AND ELEMENTS OF IMPORTANT DOCUMENTATION CONTROL MEASURES....................................................... 257
TABLE 6.41 COST BASELINE ...................................................................................................................................... 262
TABLE 6.42 - MAXIMUM PERMISSIBLE AGE OF CONSTRUCTION TOOLS AND MACHINERY ...................................................... 266
TABLE 6.43 SUMMARY OF CONTRACTOR'S MONITORING PROGRAM ................................................................................. 266

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List of Annexures
ANNEXURE 1 LIST OF STAKEHOLDERS ................................................................................................................................ I
ANNEXURE 2 STAKEHOLDER ENGAGEMENT MATRIX ........................................................................................................... X
ANNEXURE 3 TOTAL ECONOMIC BENEFITS FOR 'WITH METRO SCENARIO' ............................................................................ XIII
ANNEXURE 4 TOTAL ECONOMIC COSTS FOR 'WITHOUT METRO SCENARIO' .......................................................................... XIV
ANNEXURE 5 KEY MEMBERS REQUIRED FOR CONTRACTOR (ELEVATED SECTION) ....................................................................XV
ANNEXURE 6 KEY PERSONNEL REQUIRED FOR CONTRACTORS (UNDERGROUND SECTION)........................................................ XVI
ANNEXURE 7 CONTENTS OF INSTRUCTIONS TO TENDERERS (ITT) ....................................................................................... XVII
ANNEXURE 8 LIST OF AGENCIES INVOLVED IN APPROVAL PROCESSES ................................................................................. XVIII
ANNEXURE 9 LIST OF DRAWINGS GIVEN WITH TENDER FOR UNDERGROUND SECTION ............................................................. XX
ANNEXURE 10 COST BREAKDOWN STRUCTURE ............................................................................................................... XXI
ANNEXURE 11 COST SHEET FOR DESIGN 1 ................................................................................................................... XXIII
ANNEXURE 12:COST SHEET –C2 ...............................................................................................................................XXVIII
ANNEXURE 13:COST SHEET-C3 ................................................................................................................................. XXXIII
ANNEXURE 14 CONSTRUCTION SCHEDULE ................................................................................................................. XXXVIII
ANNEXURE 15 DETAILED MSP SCHEDULE .....................................................................................................................XLIII
ANNEXURE 16 FORM TECH-5 (FOR BTP) ..................................................................................................................... LIX
ANNEXURE 17 DOCUMENTS TO BE SUBMITTED IN DIFFERENT PHASES.................................................................................... LX
ANNEXURE 18 SAFETY, WELFARE AND OCCUPATIONAL HEALTH REQUIREMENTS AS PER BOCW ACT 1996 AND RULES 1998 AND
GUJARAT BOCW RULES 2003............................................................................................................................ LXI
ANNEXURE 19 TEAM COMPOSITION, ASSIGNMENT AND KEY EXPERTS' INPUTS .....................................................................LXIII
ANNEXURE 20 CORE GROUP STAFF TABLE FOR GEC........................................................................................................LXIII
ANNEXURE 21 EXPERT POSITIONS FOR VIADUCT, ELEVATED STATION AND DEPOT ..................................................................... I
ANNEXURE 22 EXPERT POSITIONS FOR UNDERGROUND SECTION ..........................................................................................III
ANNEXURE 23 EXPERT POSITIONS FOR POWER SUPPLY AND TRACTION .................................................................................. V
ANNEXURE 24 EXPERT POSITIONS FOR S&T AND ELECTRIFICATION ...................................................................................... VI
ANNEXURE 25 POSITION FOR GENERAL STAFF................................................................................................................... X
ANNEXURE 26 CBA TABLE FOR NOISE BARRIER ................................................................................................................ XII
ANNEXURE 27 CBA TABLE FOR ESCALATORS................................................................................................................... XIV
ANNEXURE 28 ORGANIZATION STRUCTURE OF MEGA .................................................................................................... XVII
ANNEXURE 29 PROPOSED ORGANIZATION STRUCTURE OF SURAT METRO .......................................................................... XVIII

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Preface
Metro is quickly becoming the most favoured mode of transport of the urban population.
With urbanization becoming faster and much more furious, the demand of a sizeable portion
of the population is increasing. Key among these demands is the demand of a transportation
system that saves time and money in daily commute. This would, in turn, increase the
productivity of the people and improve their life, thus taking us a step closer in achieving the
ultimate goal of a happy and productive city and, in turn, a happy and productive nation.

To achieve the above-mentioned status, it is imperative that a Mass Rapid Transit System be
implemented in a city of such resources. Surat has been at the forefront of the garment
industry and diamond industry for years now. Its population has been steadily increasing,
number of vehicles per square km increasing and advent of fly-overs, BRTS and Sitilink has
been only partially successful in curbing the traffic problem. The key factor being that the
BRTS is still in an infant stage and lacks a feeder system which is being planned and
launched. Another major reason is the lack of connectivity to small regions on the outskirts of
the Surat district. These places need a good transit system that connects them to the major
city so that these places can get more footfall and more exposure, leading to more
development for them as a result.

One other factor is the initiative of Prime Minister Narendra Modi to make Surat a Smart
City. As per the pre-requisites of a Smart City, Surat will have to have a world-class transport
system, that is interlinked to provide every street with a means to travel to any other place.
For this, the feeder system around the Metro has to be very carefully planned out to give it
full connectivity and exposure. All these problems and issues are discussed in detail,
analyzed thoroughly, and then a suitable conclusion is formed leading to the feasibility of the
project.

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Key Abbreviations
DMRC – Delhi Metro Rail Corporation

MEGA – Metro Express-link Between Gandhinagar and Ahmedabad

BRTS – Bus Rapid Transit System

PSV – Private Service Vehicles

SMC – Surat Municipal Corporation

SUDA – Surat Urban Development Authority

CoE – Center of Excellence, CEPT University

CVC – Chief Vigilance Commission

KMRCL – Kolkata Metro Rail Corporation Ltd.

LMRCL – Lucknow Metro Rail Corporation Ltd.

RDSO – Research Designs & Standards Organization

TBM – Tunnel Boring Method

GMRC – Gujarat Metro Rail Corporation

CMRS – Commissioner of Metro Rail Safety

GEC – General Engineering Consultant

HPC – High Powered Committee

EGoM – Empowered Group of Ministers

NMA – National Monument Authority

PAP – Project Affected People

PHPDT – Per Hour Per Direction Transit

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1 Introduction
1.1 The City
Surat was a prominent seaport at the time of British colonialism. From there it has made a
journey towards becoming the diamond hub of the country as well as having prominent
garment industry. More than 40% of man-made fabric of the country comes from Surat. The
city has been advancing in sectors beyond industry too. It was the 4th fastest growing city in
world in 2016. In 2010, it was awarded the 3rd cleanest city in the country. It was chosen as
the country‘s first Smart IT city from Microsoft‘s CityNext initiative that had a tie-up with
local IT leaders Tata Consultancy Services and Wipro. 90% of the diamonds in the world are
cut and polished in Surat. But despite all these technological advancements and industrial hub
status, Surat has not been able to make its way to the most coveted cities in India. And that is
mostly because of the transportation system.

Figure 1.1 Map Showing Surat City and Its Administrative Zones

Surat has the 8th largest population in India. Its population has been growing at a rate of
6.3%, with the latest official census of 2011 putting it at 45.91 lakh, while unofficial census
estimating it at 63.37 lakhs in 2017, expected to rise to 66.73 by the end of 2018. The growth
in built-up area is shown in table 1.1.

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 Table 1.1 Built-up Area of Surat

Year SMC (sq. km.) Outside SMC Study Area (sq. Percentage
(sq. km.) km.) Growth
2001 85.8 67.2 153.0
2006 94.8 70.8 165.6 8%
2011 101.7 74.2 175.9 6%
2016 138.5 95.4 233.9 33%
(CoE, 2016)

The built-up area of the city has seen remarkable growth in the decade from 2006 to 2016. A
growth of 33% in 5 years is a testament to the city‘s growing appeal to outsiders. This, along-
with the population projections, shows the incredible growth of the city. The official census
of 2011 indicates that the growth rate of the city between 2001 and 2011 was 63%. It is
estimated to increase in the next decade and 80 lakh people are estimated to be resident in the
city by the year 2023. These kinds of projections make it a faster growing city than
Ahmedabad and thus, in turn, require a better and faster developing infrastructure than
Ahmedabad too. In this report, we shall learn more about the comparisons between the two
cities, their populations, their transportation systems, and the key differences between them.
A study of Ahmedabad‘s critical challenges will go a long way in providing a framework for
what needs to be done in Surat.

1.2 Basic Information of the Project

Type of Project – Mass Rapid Transit System

Name of Client – Surat Municipal Corporation

DPR prepared by – DMRC

Latest date of DPR revision – May 2018

No. of Lines Approved – 2

Corridor 1 - Sardhana to Khajod is a route of 21.61 km section which has 21 stations. The
length of elevated track is 15.14 km while for the underground section is 6.47 km. which
contains 6 stations.

Corridor 2 - Bhesan to Saroli, which is completely elevated corridor of length 18.74 km and
has 16 stations.

Tentative Date of Commencement of Construction – July 2019

Expected Date of Completion of Construction – 2023

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1.3 Phase 1 Details
For the Phase-1, High Power committee has finalised two routes with the combined length
of 40.35 km and 37 stations. The project is estimated to cost Rs. 12,800 crores and a small
6.47 km portion, through the heart of the city, will run underground while the rest will be
elevated. Both lines will meet near Majura Gate and a new bridge will be built over the Tapi
River to connect Adajan and Athwalines. The two routes were suggested by the Delhi Metro
Rail Corporation (DMRC) who is preparing the project‘s Detailed Project Report. After
surveying over 15,000 people, observing traffic patterns and taking the feedback of the Surat
Urban Development Authority, they narrowed down to 2 routes. There are two depots, one at
Bhesan and other at Khajod.

Figure 1.2 Proposed Route for Phase 1 of Surat Metro

1.4 Objectives
The following are the objectives of the project as per defined by SMC in a press release -

 The major objective of the project is to provide excellent and rapid mass transit
system. The objective is to reduce the commute time of all people of the region.
 Another important goal is to provide connectivity all across the Surat Metropolitan
area. All the regions on the outskirts, that were hitherto reliant on private
transportation into the major city, will be the major beneficiaries of this project.
 The objective of the project is to reduce over-reliance on personal vehicles and thus,
to curb the traffic problem to some extent.

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 In the process implementation of this project, care has to be taken to ensure that
minimum land acquisition is required. Wherever there is land acquisition,
rehabilitation of the stakeholder must be done appropriately and adequately.
 Environmental impact of the project is also to be kept in mind. The aim is to provide
an eco-friendly, safe and fast transportation system.

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2 Project Information
2.1 Project Delivery Approach
Project Delivery refers to the way in which different stakeholders of the project are going to
work together to achieve completion of the project. It shows the nature of relationship
between the client and the contractor and other stakeholders. The major part of this is
contracts, and their types.

• A Contract is a voluntary, deliberate, legally binding agreement between two

mutually consenting parties.

• In current times, almost every interaction of one person with another is on the basis of
a contract.

• To carry out a massive project like a Metro Transit System, knowledge of different
types of contracts is necessary, so as to clarify the scope of work of the two parties.

• Public Private Partnership (PPP) is a type of delivery model usually used in Metro
Projects in India. In this model, different type of contracts can be used.

Thus, we have studied the type of contracts used in different Metro Projects around the nation
in the table 2.1.

It can be seen that most of the contracts have only minor differences. EPC and DBOT are
mostly used interchangeably. In EPC, design and installation of plants required for
construction is also done by the contractor, while in DBOT, that scope may be different
depending upon the scope of work given to the contractor. In a similar way, BOT and BOOT
have only a minor difference that in BOT, ownership is given to the contractor, which means
there is a higher level of freedom for the contractor to work in the way which he/she wants.
While in BOOT, there is a clause for extension of the operation period of the contractor.

Table 2.1 Type of Contracts

Type of Contract Shorthand Description

Build-Operate-Transfer
Build-Own-Operate
Contractor is responsible for building,
BOT operation for an agreed duration and
transfer it back to the Client
Contractor builds, operates and owns the
BOO
structure.

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Type of Contract Shorthand Description
Contractor owns the structure for a longer
Build-Own-Operate-Transfer BOOT period (as per contract) and then transfers
ownership to the Client
Contractor designs, builds, finances and
Design-Build-Finance-Operate DBFO operates the property for a contracted
period of time
Contractor is responsible for design,
Engineering-Procurement-
EPC engineering, procurement and construction
Construction
of the structure
The Contractor has the full authority to
make investment, operation and
Management Contract -
maintenance functions, along-with daily
management decisions
Contractor agrees to render services in a
Service Contract -
specific field for a certain period of time
Contractor is responsible for a specific
Lumpsum Contract - scope of work in exchange for a lump sum
price, not detailed measurements
2.2 Delivery Approach of Different Metro in India
Hyderabad Metro

• Delivery Model Used – PPP

• Contract Type – DBFOT

• Concession Period – 35 years (with entitlement for further 25 years)

Lucknow Metro

• Delivery Model Used – PPP

• A Special Purpose Vehicle was created as owner of the project.

• Contract Type –

 Design and Construct – Civil Works

 Design, Construct and Install – Traction, Power Supply, S&T, lifts, escalators

 Design and Supply – Rolling Stock

 Design and Install - Signages

Ahmedabad Metro

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 • Delivery Model Used – PPP

• A Special Purpose Vehicle was created as owner of the project.

• Contract Type –

 Design and Construct – Underground Station and Tunnel

 Construct – Elevated Viaduct and Stations

 Design, Construct and Install – Traction, Power Supply, S&T, lifts, escalators

 Design and Supply – Rolling Stock

 Design and Install – Signages

2.3 Proposed Delivery Approach for Surat Metro

Based on the study of different metro projects of the nation, a fairly consistent pattern can be
observed. This can be concluded in following points.

• All projects are based on PPP model

• Formation of an SPV is carried out to have comprehensive control over the project

• The contract for Elevated sections is given, mostly, on Construct-only basis.

• The contract is mostly given on Design and Construct basis.

• The contracts for Signals and Telecommunications, Traction, Power Supply are given
as Design, Construct and Install

Thus, the project delivery of Surat Metro should be –

 Delivery Model to Be Used – PPP between GoG, GoI and funding agencies.

 A Special Purpose Vehicle would be created as owner of the project.

 Contract Types for major works –

• Design and Construct – Underground Station and Tunnel

• Construct – Elevated Viaduct and Stations

• Design, Construct and Install – Traction, Power Supply, S&T, lifts, escalators

• Design and Supply – Rolling Stock

9|Page
 • Design and Install – Signages

2.4 Procurement Strategy

Procurement Strategy refers to the type of financial structure that is used to procure funds for
the project. Funding of project is basically done in two parts – debt and equity. Procurement
strategy talks about the structure of both.

To determine the appropriated procurement strategy, first the variables affecting the project
are selected. These variables are given scores based on their effect on the project. This gives
us a preliminary framework comparing weightage of each variable.

2.4.1.1 Selected Variables

The selected variables are as shown in the table 2.2.

Table 2.2 Definition of Selected Variables

Variables Definition
Legal Framework Capacity of courts, law, policies, acts to enforce contracts
Political Risk Likelihood that a project will be significantly affected by change in
political conditions
Fiscal Space Financial capacity of national/subnational entities to provide support
Macroeconomic Economic volatility as a result of macroeconomic policies
Factors
Institutional existence of regulator; capacity to implement regulatory framework
Capacity quality of authorities to provide technical support; corruption
Willingness to Pay acceptance of services, tariffs and alignment
Tariff Consumer ability to afford full cost recovery tariffs
Sustainability
Size and Location Effect of size of project and is location
The table gives out definition of each variable so that it becomes clear what is to be expected
form the variable and what can be included in its detail.

2.4.2 Details of Selected Variables

The next step after selection of the variables and their definition is to find out details of each
variable and how they have affected or will affect the project.

2.4.2.1 Legal Framework

Legal Framework refers to the laws, acts, policies or orders that allow an entity to govern the
aspects of a project. The list of frameworks available for a Metro project in India is given in
table 2.3.

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 Table 2.3 List of legal frameworks existing for Metro in India

Legal Framework
Metro Railway (Construction of Works) Act 1978
The Delhi Metro Act 2002
The Metro Railways (Amendment) Act 2009
National Urban Transport Policy 2014
Metro Rail Policy 2017
As per the table, there is no exhaustive law existing that governs the Metro projects. The most
specific framework we have for Metro projects in India is the Metro Rail Policy of 2017. This
shows that there is room for improvement in legal framework formation for metro projects in
India. Still, we do have an existing strong policy.

2.4.2.1.1 Scoring Model

The scoring model for legal frameworks is done based on the existence of a particular law,
act or policy that can be used to specifically govern the running of the project and its various
aspects. This is shown as in table 2.4.

Table 2.4 Table showing scoring model for legal framework

Situation Score
Existence of exhaustive law 5
Existence of a specific Act 4
Existence of a specific Policy 3
Existence of a Government Order 2
No specific law, bill or policy 1
As already stated, there exists a policy governing specifically the aspects of a Metro project.
Thus, the legal framework is strong for this project.

2.4.2.2 Political Risk

Political Risk is defined as the likelihood of a project getting affected by changes in the
political scenario of the country or the locale. To measure out this factor, we have prepared a
timeline of the project from its proposal to the current state. This timeline is shown in table
2.5.

Table 2.5 Timeline of Surat Metro Project

Year Particular
2012 Metro System was proposed by CM Narendra Modi for Surat
2012 Offer for DPR was sanctioned by General Board of SMC
2016 HPC, GoG decided to prepare DPR
2016 DMRC started DPR preparation
2017 DMRC submitted the DPR
2017 DMRC submitted the final DPR for Phase 1

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As we can see, the duration it took from proposal of the project to the proposal for DPR is
very long. Also, the DPR has not been approved as of yet. All these factors make it seem that
the political risk is high for this project. We have prepared the scoring mode for this criterion
accordingly.

2.4.2.2.1 Scoring Model

Scoring model for Political Risk has been created by keeping in mind the duration it took to
approve the DPR for the project. The longer the duration, the more the political risk with the
project. This scoring model is shown in table 2.6.

Table 2.6 Scoring Model for Political Risk

Duration Between Proposal Score

and Execution
>=5 5
4 4
3 3
2 2
1 1
As the duration between proposal of project and DPR approval is greater than 5 years for
Surat Metro, it is given 5 scoring in political risk, meaning the political risk with this project
is very high.

2.4.2.3 Fiscal Space

Fiscal Space is defined as the capacity of the national/subnational entities to provided
financial support to the project. The various entities involved in the Surat Metro project for
financing are SMC, Government of Gujarat and Government of India.

To detail out this criterion, we pulled up the budgetary allocation done by Government of
Gujarat for Metro project specially and for Urban Transport in general. This allocation is
given in table 2.7, along with the comparative studies of 4 other states and their allocation
towards metro and urban transport.

Table 2.7 Budgetary Allocations as per State Budgets for FY 2017-18

State Total % for Allocation for Metro % of

Budget Transportation Transportation Budget Budget for
(INR in (INR in crore) (INR in Metro from
crore) crore) Transportat
ion
Delhi 48,000 11% 5,280 1,156 22%
Maharashtra 2,24,800 0.40% 899 710 79%

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State Total % for Allocation for Metro % of
Budget Transportation Transportation Budget Budget for
(INR in (INR in crore) (INR in Metro from
crore) crore) Transportat
ion
Karnataka 2,06,200 2% 4,124 1,250 30%
Gujarat 1,08,000 1% 1,080 60 6%
Andhra 1,56,900 3% 4,707 0%
Pradesh
It can be clearly seen, that the budgetary allocation for transportation is the least by
Government of Gujarat. Furthermore, the budget for specifically metro systems is also the
lowest among available government data for Gujarat state. The next entity is SMC, whose
financial data is shown in table 2.8.

Table 2.8 SMC Budget for FY 2018-19

Factor INR in Crore

Capital Budget 2,470
Capital Income 1,630
Capital Expenditure 2,891
Capital Works - Urban Transport 37
Metro DPR Work 1
(Thennarasan, 2018)

The budgetary allocation for Urban Transport works for FY 2018-19 by SMC is 1.5% of the
total capital budget. The allocation for DPR work of Surat Metro is 50% of the actual cost of
the work.

2.4.2.3.1 Scoring Model

The scoring model is based on the percentage budget allocation done by the Government of
Gujarat for Metro systems. This scoring model is shown in table 2.9.

Table 2.9 Scoring Model for Fiscal Space Criterion

% Budget Allocation Score

>60 5
45 to 60 4
30 to 45 3
15 to 30 2
0 to 15 1
The scoring model is based on percentage allocation. As Government of Gujarat allocated
just 6% of its transportation budget to Metro systems, it is low on the scoring. Although there
is availability of Private finance for the projects, but still the public fiscal space is not
adequate.

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2.4.2.4 Macroeconomic Factors
Macroeconomic factors are the factors that are global in their impact but still have a
likelihood to affect the project in a specific way. For our study, we have chosen the currency
valuation changes and FDI as the two major macroeconomic factors that would impact the
Surat Metro project.

2.4.2.4.1 Currency Valuation

Indian National Rupee has been in decline for a long time now. This decline can be shown by
the average annual values of the past years, as shown in table 2.10. The table shows the value
of INR for 1 USD.

Table 2.10 Table showing change in Currency Valuation

Year Avg. Value for the Year High Low % Change

2012 52.90 57.14 48.66
2013 60.97 68.80 53.14 15%
2014 61.07 63.67 58.47 0%
2015 64.23 67.10 61.35 5%
2016 67.46 68.87 66.04 5%
2017 66.05 68.45 63.64 -2%
2018 68.19 72.98 63.39 3%
(Trading Economics, 2018)

It is clearly seen that the change in currency value was highest for the year 2013, and then the
increase has been fairly consistent. This shows that the currency devaluation is not as
problematic as it seems. The percentage change in currency value in 2012 to currency value
in 2018 is 29%, which is very high.

The next table will clear up the doubts by showing the changes in currency value for every
month of 2018 till October. This is shown in table 2.11.

Table 2.11 Table showing currency valuation change for every month of 2018

Date Avg. Value for the Month High Low % Change

Jan-18 63.71 64.03 63.39
Feb-18 64.61 65.21 64.00 1%
Mar-18 65.04 65.21 64.86 1%
Apr-18 65.93 66.93 64.93 1%
May-18 67.46 68.39 66.52 2%
Jun-18 67.89 68.86 66.91 1%
Jul-18 68.73 69.02 68.43 1%
Aug-18 69.69 71.00 68.38 1%
Sep-18 72.39 72.98 71.79 4%
(Trading Economics, 2018)

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It can be seen that there has been a rapid increase in currency devaluation in the last few
months. As it is more recent data, it has some impact on the macroeconomic factors that
affect the Surat Metro project. The percentage change in values from January 2018 and
September 2018 has been 14%, which is high.

2.4.2.4.2 Scoring Model

Scoring for monthly and annual currency valuation changes has been done based on the
percentage change. It is ass shown in tables 2.12 and 2.13.

Table 2.12 Scoring Model for annual % change in currency value

% Yearly Change in Score

Currency Value

0 to 3 5
3 to 6 4
6 to 9 3
9 to 12 2
>12 1
As per this model, the scoring comes out to be 1 for Surat Metro Project.

Table 2.13 Scoring Model for monthly % change in currency value

% Monthly Change in Score

Currency Value
0 to 3 5
3 to 6 4
6 to 9 3
9 to 12 2
>12 1
As per this model, the scoring for Surat Metro project is 1.

2.4.2.4.3 Scoring Model for Macroeconomic Factors

The cumulative scoring for macroeconomic factors is done by the table 2.14.

Table 2.14 Cumulative Scoring Model for Macroeconomic Factors

Criteria Score
Monthly Currency Value 1
Yearly Currency Value 1
Average 1
The average score for macroeconomic factors comes out to 1.

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2.4.2.5 Willingness to Pay
The sampling was done through Google Forms and sample size of 52 was obtained. The
following questions were there in the Survey.

1. What is the average daily distance travelled for work/education/leisure etc. purpose?

Maximum travel distance is 5-10 Kms.

74% of total travel distance up to 20Kms.

Average Daily Distance Travelled

6% 0-5 km
22%
10-20 km
29% 20-30 km
30-40 Km
23% 5-10 km
12%
8% More than 40 Km

Figure 2.1 Chart showing average daily distance travelled by Surat citizens

2. How much is paid for the travel in Public Transport?

43.1% don‘t use Public Transport.

From the rest Rs. 30-40 is paid highest amongst other fares, followed by Rs. 10-20, Rs. 5-10,
Rs. 20-30 & more than Rs.40.

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 Amount of Money Paid for PT
I don't travel by Public
Transport
More than Rs. 40
12%
Rs. 10-20
15% 43%
Rs. 20-30
8%

14% 8% Rs. 30-40

Rs. 5-10

Figure 2.2 Chart showing amount of money people pay for public transport in Surat

3. Are you willing to shift to Metro for your daily Travel?

73.5% of 56.9% of 52 people i.e. 22 which derives that 41.81% of the Sample size will shift
to Metro.

No. of People Willing to Shift to

Metro

4%
25% Yes
No
No Answer
71%

Figure 2.3 Chart showing no. of people willing to shift to metro in Surat

4. How much would you pay (maximum) for Metro services?

38% are willing to pay Rs. 20 maxes, followed by 30% willing to pat Rs. 10 max & 20% who
are willing to pay Rs. 30 max. So, 88% of the total is willing to pay in the range of 10-30.
Potential Average travel distance is up to 20Kms. The Rate derived is Rs.45 for distance of
20Kms. So, rates shall be lowered down @33.33%.

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 Maximum Fare people are willing to
pay for metro

More than Rs. 40

6% 6%
Rs. 10
20%
30% Rs. 20
Rs. 30
Rs. 40
38%
(blank)

Figure 2.4 Chart showing maximum fare people are willing to pay for metro

5. What is your favourite mode of payment?

Cash is the highest favourable mode of Payment, followed by E- Wallet, Credit/debit cards &
UPI. Payment for token would be done by Cash & Payment for Smart Card would done by
any of the four alternatives.

Favourite Mode of Payment

10%
Cash
41% Credit/Debit Card
29%
E-Wallet (PayTm, PhonePe)
UPI (BHIM, Google Pay)
20%

Figure 2.5 Chart showing people of Surat's preferred mode of payment

6. What is your favourable mode of ticketing?

As maximum people i.e. 88.5% are opting for Mobile app followed by Smart card, revenue
can be generated faster by offering extra top-up.

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 Favourable Form of Ticketing

10% Mobile App (Scanning

through QR code)

47% Smart Card (for monthly

pass)
43%
Token (for individual trips)

Figure 2.6 Chart showing people of Surat's preferred form of payment

2.4.2.6 Tariff Sustainability

2.4.2.6.1 Ahmedabad Metro Fare
Table 2.15 Ahmedabad Metro Fare

Distance (km) Fare (INR)

0-2 15
2-4 19
4-6 23
6-9 28
9-12 30
12-15 34
15-18 36
18-21 39
21-24 41
24-27 43
27-31 47
31-35 51
The above table indicates the rates in relation with distances. The rates for coming years are
forecasted. Rates are in consideration with 15% increase every two years. There would be 12
fare slabs for Ahmedabad Metro during its operational period which would be Rs.
15/19/23/28/30/34/36/39/41/43/47/51, minimum fare being Rs.15 & Maximum fare being
Rs.51.

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2.4.2.6.2 Surat Metro
As it will be operational from 2022, the rates are escalated at the rate of 15% from
Ahmedabad Metro fares, keeping 12 fare slabs. The minimum fare would be Rs.17 and
maximum of Rs.59. The average fare per km would be Rs.1.78.

Table 2.16 Surat Metro Fare

Distance (km) Fare (INR)

0-2 17
2-4 22
4-6 26
6-9 32
9-12 35
12-15 39
15-18 41
18-21 45
21-24 47
24-27 50
27-31 54
31-35 59
The above table indicates the rates in relation with distances. The rates for coming years are
forecasted. Rates are in consideration with 15% increase every two years. There would be 12
fare slabs for Ahmedabad Metro during its operational period which would be Rs.
15/19/23/28/30/34/36/39/41/43/47/51, minimum fare being Rs.15 & Maximum fare being
Rs.51.

The above table indicates the rates in relation with distances for Hyderabad Metro. There
would be an increase of 5% in fare every two years. There are 10 fare slabs with minimum
fare being Rs.10 and maximum fare being Rs.60 The fare slab of
Rs.10/15/20/25/30/35/40/45/50/55/60. The average fare per km is Rs. 2.29.

Table 2.17 Fare Comparison of Different Metro Systems in India

Metro Minimum fare Maximum Fare Average fare / Km Score

Kolkata 5 25 0.9 5
Delhi 10 50 1.5 4
Bangalore 10 42 2.4 1
Gurgaon 10 50 1.5 4
Mumbai 11 37 1.01 5
Chennai 9 26 0.94 5
Kochi 10 60 2.67 1
Lucknow 10 60 2.77 1
Hyderabad 10 60 2.29 2

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 Metro Minimum fare Maximum Fare Average fare / Km Score
Ahmedabad 15 51 1.54 4
Surat 17 59 1.78 3
As for the Surat city metro, average fare rate per km is Rs.1.78 which falls in the range of
1.65-2.02. On comparing other metro in different city, tariff sustainability can be considered
as ‗medium‘.

2.4.2.6.3 Scoring Model

Scoring Model is calculation is shown in table 2.27.

Table 2.27 Scoring Model

Average fare /Kms. Score Remarks

0.9-1.27 5 Very Good
1.28-1.64 4 Good
1.65-2.02 3 Medium
2.03-2.39 2 Poor
2.40-2.77 1 Very poor

2.4.2.7 Institutional Capacity

Institutional Capacity refers to Existence of regulator; capacity to implement regulatory
framework, quality of authorities to provide technical support. Surat Metro is currently
handled by ‗City Engineer Special cell‘ in Surat Municipal Corporation. The budget allocated
to the department for 2018-19 is Rs.15.60 crores. 2 crores have been spent for preparing
Detailed Project Report for its Metro project to Delhi Metro Rail Corporation (DMRC).

Developing and implementing technical norms/procedures/reforms for the works related to

the Corporation Registration of Contractors (for civil and electrical), Empanelment of
Structural Engineer and Third-Party Inspection (TPI) Agencies is the function of CE Special
Cell.

2.4.2.8 Size and location

The effects of the size of a project and its location on decisions regarding project modality
and configuration of a specific project‘s structure. Major location factors affecting the project
are public and private land availability. The table shows the land parcel available for
construction of track and stations.

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 Table 2.28 Permanent land parcel available

S. No. Description Sardhana to Khajod Bhesan to Saroli Total

Govt. Private Govt. Private
1 Stations 44,400 27,600 80,400 3,600 1,56,000
2 Track 3,80,520 13,600 3,17,400 0 7,11,520
3 Depot 30,000 10,625 40,625 0 81,250
4 Substation 11,200 0 11,200 0 22,400
Total 4,66,120 51,825 4,49,625 3,600 9,71,170

Table 2.29 Temporary land parcel available

S. No. Description Sardhana to Khajod Bhesan to Saroli Total

Govt. Private Govt. Private
Segmented Casting
1 60,000 0 60,000 0 1,20,000
Yard
Temporary Office
2 8,880 0 6,920 0 15,800
Accommodation
Total 68,880 0 66,920 0 1,35,800

Table 2.30 Total land acquisition required

Description Qty (Sq. Mt.) Qty (ha)

Total Land 10,30,970 103.10
Govt Land 9,92,945 99.29
Private Land 38,025 3.80
2.4.2.8.1 Scoring Model
Scoring for Size and location is done based on the land parcel quantity required for the Metro
systems out of overall land parcel available. This scoring model is shown in table 2.31.

Table 2.18 Land Requirement Scoring Model

Total Land Required (ha) Score

>79 1
59 to 79 2
39 to 59 3
19 to 39 4
0 to 19 5
Based on the fact that most of the land acquired is public the scoring provided is 5. Hence
less private land will be required scoring it 5.

2.4.3 Project Feasibility Map

The section introduces the project feasibility map as the synthesizing tool for this assessment.
We have decided to choose four different PPP approaches, and the feasibility map shall show

22 | P a g e
the viability of each strategy when exposed to the selected variables. This helps in selecting
the most adequate available procurement strategy.

Table 2.19 Project Feasibility Map

Selected Variables Fully Joint Venture - Concession Fully

Public Public Private
Legal Framework
Political Risk
Fiscal Space
Macroeconomic
Factors
Institutional Capacity
Willingness to Pay
Tariff Sustainability
Size and Location
Legend

Feasible Modalities
Non-feasible Modalities

3 Stakeholder Analysis
Stakeholder Analysis consists of three major steps – identification, management and
engagement of stakeholders. These steps are discussed in detail in this section.

3.1 List of Stakeholders

According to the Project Management Institute (PMI), the term project stakeholder refers to,
―an individual, group, or organization, who may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.‖. Each stakeholder has a specific role
to play in the project lifespan. These roles should be defined at the earliest stage to facilitate
in the smooth and efficient running of the project. The number of stakeholders should be
limited to a minimum required number. High number of stakeholders increases the possibility
of conflict and dispute among the stakeholders. All the stakeholders are involved at various
stages of a project, depending upon their role in the project.

The list of stakeholders is in Annexure.

3.2 Stakeholder Management

3.2.1 Introduction
According to the Project Management Institute (PMI), the term project stakeholder refers to,
―an individual, group, or organization, who may affect, be affected by, or perceive itself to be

23 | P a g e
affected by a decision, activity, or outcome of a project.‖ Project Stakeholder Management
processes are: -

1. Identification of Stakeholders.
2. Planning of Stakeholders Engagement.
3. Manage Stakeholder Engagement.
4. Monitor Stakeholder Engagement.

3.2.2 Power and Interest grid

It is a tool which helps to categorize project stakeholders with increasing power and interest
in the project, which in turn helps in stakeholder prioritization.

 High Power, High Interested Stakeholders – Manage closely

 High Power, Less Interested Stakeholders – Keep satisfied
 Low Power, High Interested Stakeholders – Keep informed
 Low Power, Low Interested Stakeholders – Monitor

KEEP SATISFIED MANAGE CLOSELY

10 4,5 1-3
9 7 16-19 6,15
High 8 45-48 9,12 11,14 8,10,13
7 49-64 20,21,22
6 6
MONITOR KEEP INFORMED
POWER 5 23,44,65-
67
4 70,71
Low 3
2 69
1 38
1 2 3 4 5 6 7 8 9 10
Low High
INTEREST
Figure 3.1 Power - Interest Matrix for Stakeholders
Scale

Low High

24 | P a g e
3.2.3 Power and Influence grid
It is a tool which helps to categorize project stakeholders by the power and influence they
have on project, which in turn helps in stakeholder prioritization.
10 4,5 1,2,3
9 6,15,16-
7
19

High 8 45-
12 11 13,14 49,50- 8,9,10
64
7 20-22
POWER 6
5 23-44,65-
67
4 70,71
Low 3 69
2
1 68
1 2 3 4 5 6 7 8 9 10
Low High
INFLUENCE
Figure 3.2 Power-Influence Matrix for Stakeholders
Scale

Low High
3.2.4 Influence and Impact grid
It is a tool which helps to understand which stakeholders have the most influence and the
impact they can make to project success.
10 6-
1-3
10,15
9 16-
20-22
19
High 8 45-
48,49- 4,5
64
7 7,11 70,71 13,14
6
INFLUENCE
5 23-36,37-
12 69
44,66,67

4
Low 3
2 68
1
1 2 3 4 5 6 7 8 9 10
Low High
IMPACT
Figure 3.3 Influence - Impact Matrix for Stakeholders
Scale

Low High

25 | P a g e
3.2.5 Stakeholder Engagement Matrix
This matrix supports comparison between the current engagement levels of stakeholders and
desired engagement levels required for successful project delivery. The engagement levels of
stakeholders are classified as: -

 Unaware – One who is unaware about the projects and potential impacts.
 Resistant – One who is aware about the projects and potential impacts but resistant to
any change which may occur as a result of outcome of the project.
 Neutral – One who is aware about the project, but neither supportive nor
unsupportive.
 Supportive – One who is aware and supports the project.
 Leading – One who is aware about the project and potential impacts and actively
engaged in ensuring that the project is success.

Citation Engagement level

C Current
D Desired
The complete table is given in Annexure.

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4 Feasibility Study
Feasibility Study is done by DMRC for this project. Feasibility studies covered in this report
consist of the following –

 Demand Analysis
 Location Analysis
 Technical Analysis
 Financial Analysis
 Economic Analysis
 Environment Impact Assessment
4.1 Demand Assessment
Demand Assessment related to the demand projections of the project. In this section, we have
covered the factors that lead to the demand projections for the Surat Metro Project. Demand
analysis is necessary to show the need of the project and it is fundamental for financial
calculations. The factors of demand analysis are discussed in detail in the following sections.

4.1.1 Factors affecting the Demand Analysis in future.

 Population and employement growth
 Vehicular growth
 Increasing Pollution
 Increased Congestion levels
 Increasing Accidents
 New developments towards outer periphery of city
 Impact of existing transport systems

4.1.1.1 Population
Population of Surat over the decades is shown in Table 4.1. It is seen that the population is
increasing heavily. The population projections for years 2021, 2031 and 2035 have been
taken from development plan prepared by SUDA in 2016.

Table 4.1 Population over decades

S. No (Surat Urban Agglomeration) Population (Lacs)

1 1991 17.8
2 2001 31.05
3 2011 45.85
4 2021 66.33
5 2031 90.23
6 2035 103.74

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 Figure 4.1 Bar chart of population over decades

(SUDA, 2035)

The increase in population demands for a better and more efficient public transit system. As
per the government guidelines, every city with a population more than 2 million is eligible to
have its own metro system. Surat easily qualifies for this criterion. Figure 4.2 shows the
population density of Surat in year 2016.

Figure 4.2 Density of Surat and sectioned route

(SUDA, 2035)

The map and colour coding shows that the population of Surat is more concentrated towards
centre core area and along the two prominent corridors of Surat city. Nana Varachha Road
and Udhna (Navsari) road, the population density is moderately high. The downtown territory
28 | P a g e
is discovered 22 Km south of the Tapti River and most of the population is dense near the
banks of the river.

4.1.1.2 Administrative zones

There are seven zones in Surat which falls under the Surat Municipal Corporation area
namely

 Central Zone
 East Zone
 North Zone
 South-East Zone
 South Zone
 South West Zone
 West Zone

Figure 4.3 Administrative zones with aligned route

(SMC, 2016)

As the Surat metro proposed routes are passing through 4-5 administrative zones different
legal and other approvals will be from different admirative zones of the Surat city which will
lead to problems at some extend.as the Surat is having large diversity in organisational zones

29 | P a g e
there for the connections of the zones is must and the demand of public transport is more in
that zones. The metro route will cater West Zone, Central Zone, East Zone & South West
Zone which will also affect the more on demand of the public transport i.e. metro rail.

4.1.1.3 Zone Population and Area details

Table 4.2 Population density over zones

Zones Area (Sq. km.) Population Density (People per hectare)

Year 2018 Year 2021 Year 2031
Central 8.5 479 480 485

East 42.1 371 318 501

North 40.9 76 78 115

South-East 30.9 451 463 666

South 47.1 262 270 407

South-West 133.9 80 81 104

West 19.6 181 184 248

(SMC, 2016)

As the area bound in the city core is limited which is less and the population is more locating
towards the periphery of the city and near to the banks of the river .City core with high area
but less population as per the CMP report the rise in the population is more and the demand
of connection by public transport in future is more that is the reason why Surat metro has
been proposed in near to river banks ,city core and periphery of Surat city

Increase in percentage of Population Density in the zones Phase-1 is proposed

1. West Zone – 36.75%

2. Central Zone – 1.27%
3. East Zone – 35.17%
4. South West Zone – 29.79%

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 Figure 4.4 Bar chart of zones vs population increase

(Self Analysis, 2018)

4.1.1.4 Population Density

Figure 4.5 Population density and sanctioned routes

Year 2018 Year 2031

(Self Analysis, 2018)

 The East, South-East, Central, South Zones will become highly dense by the year
2031.
 More increase in Residential, Commercial and Industrial Areas.
 Require Additional Services, Infrastructure, and Transport for the same.
As the dense area is rising towards the south and east part of the city which is still more than
the southwest, west and north area there for future development the SMC is planning for
shifting the density by connecting the means of transport and SMC has also planned for

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connecting the highly dense area by means of metro on basis of futuristic population density
rise.

Figure 4.6 Higher population density is observed in marked zones

(Self Analysis, 2018)

4.1.1.5 Employment growth

Employment density is shown in figure 4.7. Employment is an important criterion for
demand.

Figure 4.7 Distribution of Employment Density Zones across the Surat

(CoE, 2016)

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 Table 4.3 Employment Distribution in Major Areas

Areas
High Employment Density Medium Employment Density
Hazira Olpad
Sachin Adajan
Kadodara Railway Station
Kamrej Udhana
Pandesara Palsana
As there is high employment density in the core area of Surat the daily shift will lead to
demand rise of the metro rail, and in some areas like pandesar and katar gam which have the
highest number of employments this all areas should be interconnected as well as connected
with commercial and industrial areas. the Surat metro rotes are such a way aligned that they
fulfil the demand of present and futuristic employment growth

Table 4.4 Employment growth

Year Population (Lacs) Employment (Lacs)

1991 17.8 N/A
2001 31.05 N/A
2011 48.05 N/A
2016 59.29 29
2021 66.33 37
2031 90.23 42
2035 103.74 55
2041 118.5 59
2046 125 62
(SMC, 2016)

Population (%) of Surat engaged in various sectors –

Primary – 7%, Secondary – 37*%, Tertiary – 56%

And according to CMP 2046 the upcoming generation of Surat city in 2046 half of the
population will be employed and will move towards the employment zones which will lead to
high futuristic demand of metro rail.

As the metro route will pass through West Zone, Central Zone, East Zone & South West
Zone. Target Employment people would be approx. 9 lakhs.

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 (Self Analysis, 2018)

Figure 4.8 Marked maximum employment attraction

There is been observed that East, South East and South zone has the maximum employment
attraction. The following Industrial, Residential and commercial nodes have been identified
as growth centres –

Table 4.5 Industrial and Future Development Zones of Surat

Zones
Industrial Future Development
Kadodara Kathor
Palsana Olpad
Sachin DREAM City
Tena Kamrej
Hazira
The other important projects which have been proposed are as follows

1. Multimodal Transit Hub at Surat Railway station.

2. Dream city is being proposed towards the south of Surat as major activities generated
area.
3. High Speed Rail towards East.
4. Vadodara Mumbai Expressway towards East.
5. Logistics park near Bhatiya.
6. Proposed Commercial Zone near Kadodar

4.1.1.6 Vehicular Growth

Table 4.6 Vehicular Growth

Year Transport Non-Transport Total

Vehicles Vehicles Vehicles
2005-2006 11,12,590 75,09,700 86,22,290
2010-2011 16,21,857 1,13,71,278 1,29,93,135

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 Year Transport Non-Transport Total
Vehicles Vehicles Vehicles
2015-2016 22,92,095 1,80,69,201 2,03,61,296
2017-2018 25,08,483 2,07,77,935 2,32,86,418
(RTO, 2018)

Figure 4.9 Increase in level of vehicles

Comparison of Composition of Registered Motor Vehicle:2018

 16.7 Lakh Vehicles added in the last 10 Years. (RTO Surat 2017)
 If this trend continues the total vehicles will grow by 2.5 times (29 lakh to 63 lakh) in
2046

4.1.1.7 Modal Share Comparison

Table 4.7 Modal Share Comparison

Modes CMP 2016

Walk 41%
Bicycle 2%
3W(Auto) 10%
Bus+Rail 1%
2W 36%
4Wh 2%
Others 9%
(CoE, 2016)

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From the above table, majority modal share is of walking and two-wheeler. The lowest
amongst the modes is Bus+Rail. So, there is a need for integration of Public Transport to
increase the modal share of Public Transport.

Figure 4.10 Modal share chart

4.1.1.8 Accidental growth

Table 4.8 Accidental growth

Year Minor Fatal Serious Total

2011 558 240 425 1223
2012 484 225 437 1146
2013 344 213 414 971
2014 324 246 406 976
2015 266 251 386 903
2016 NA 273 327 600
(RTO, 2018)

It is clearly indicative that the number of accidents is increasing every year. The decline in
the level of accident due to use of public transport may attract the users friendly public
transport like metro rail which will lead further decrease in accident rate.

4.1.1.9 Modal Share Usage

Table 4.9 Modal Share Usage

Modes Usage
Bus + Rail Low
2 Wh High
Walk High
3 Wh Medium
4 Wh Low

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As observed that the use of personal vehicle is more the shifting of public towards metro will
lead to high demand. It is observed that Public Transport system usage is very low in Surat
which needs to addressed.

4.1.1.10 Pollution Trends

Table 4.10 Emission from Vehicles

Emissions PM2.5 (Ton) NOx (Ton) CO(Ton) CO2(Ton)

Year 2007 0.38 1.14 6.63 256.87
Year 2016 1.36 3.84 26.67 1117.91
This indicates that the increase in level of pollutants in the city of Surat is rising more in 10
years and which is more than the permissible limit. So as the use of personal vehicle is more
there for the rise in pollution in the city is more in will lead to increase more in future is
public transport is not been executed such as metro which has low pollution rate as compare
to another mode of public transport.

Figure 4.11 Increase in level of pollutants

(CoE, 2016)

 The rate of emission in the city has increased significantly owing to rising number of
populations, Industries and Vehicular Growth.
 Transportation sectors accounts to about 1177 tons of Emissions every day
 Per capita Co2 emissions in Surat is 0.42 kg/day

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4.1.1.11 Prominent Polluted Places

Figure 4.12 Prominent Polluted Places

More over the southwest, south part and north east part of the city, is affected by pollution
and there is rise in pollution due to high vehicular growth.

Table 4.11 Pollutant level in various areas of Surat

Place PM 10 PM 2.5 CO
SVR College 84 29 1.35
BRC, Udhana (Darshan Processors) 93 33 1.42
Air India Building 90 32 1.38
CETP Palsana 76 29 1.37
Chaltan Sugar 84 31 1.37
GIDC Pandesara 87 31 1.35
SGPTA Association Office 88 32 1.34
Delhi Gate Police Chowki 92 32 1.4
Hi-Choice Processors, Sachin 97 33 1.59
Garden Silk Mills, Kadodara 89 31 1.32
Table 4.12 Adequacy level of Pollution at Major Places

Place Pollution Level

Garden Silk Mill Adequate
Delhi Gate Police Inadequate
Associates Office Adequate
Sgpta Inadequate
Chaltan Sugar Factory Inadequate
Gidc Pandesana Inadequate
Most polluted area denotation

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The table indicates that there is very high pollution in the air in some of most prominent areas
of the city. As the pollution level is rising and vehicular growth is high then shifting pubic
towards metro will create demand in the city for use of metro rail which will lead to 30-40%
decrease in the level of pollution .as per studies in Delhi metro phase one there is reduction in
the level of pollution and pollutant like CO, CO2 and NOX after the imp mentation of the
metro rail.

4.1.1.12 Location Accessibility

Figure 4.13 Prominent recreational places

Through route there are some of the recreational places and some of the tourist places which
provide rider ship to metro line and better connectivity. And most of the prominent
recreational areas will lead to more demand attractions towards metro.

Prominent areas: -

 Sneh Rashmi garden

 Sardhana nature zoo
 Surat castle
 Sardar Patel museum
 Dutch and Armenian
 English cemetery Surat

Transport Facilities

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 Figure 4.14 Transport Facilities

For more ridership the connectivity is needed from transport hub, and the two lines of metro
are there by passing through major railways. Airport is not connected to route. Out of 3
Railway Station one is connected through proposed route. Out of 5 bus station two are
connected through proposed route. For airport there is less need of connectivity. There should
be proposed underground for city core area.

As there is more connectivity to transport modes than in city area of Surat, there will be
always rise in demand of the connectivity of the various areas of Surat by means of metro
rail.

High Mobility Corridor

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 Figure 4.15 High Mobility Corridor

As in Surat there is more of high mobility corridor where there is always present as well as
futuristic demand of connecting the rotes by means of public transport. The metro rail has
high means of demand in the mobility corridor and that is under consideration .and hence
from this conclusion comes that in high mobility corridor where there is need of public
transport metro line is passing. More rider ship can be derived from high mobility corridor
during peak hours.

The major features of the High Mobility Corridor are –

• Route – 12Km
• Stations – 22
• Headway (Peak) - 3 to 4 min
• Headway (Off-peak) - 5 to 6 min
• Service – 24 hours
Bus Rapid Transit System

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 LEGEND

Figure 4.16 Bus Rapid Transit System

Conclusion from this is that the BRTS and sitelink act as feeder buses and the route doesn‘t
overlap. For some areas where there is a need of public transport the BRTS are less activated
so that route is covered by metro lines like areas of Bhatar and Khajod gam. The existing
BRTS data shows that in some areas where there is less need of public transport so this is
conclusion for the Surat metro rail cooperation and they had eliminated those routes and
created the most convenient routes which have higher demand.

BRTS existing data: -

• Planned route – 102 Km

• Operational route – 65 Km
• Planned Stations – 184
• Operational Stations – 102
• Planned Fleet – 116 (AC)
• Operational Fleet – 48

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4.1.1.13 Congestion Levels

VCR % of Higher
Category order network
>0.9 72 km (14%)
>0.7 64 km (12%)
<0.7 382 km (74%)

Figure 4.17 Congestion Levels

Congestion levels on Surat kamrej road, Surat kadodara road and Surat Sachin road is the
highest. For Surat kamrej stretch some part the metro has been linked and same for Surat
kadodara road but for Sachin area no connectivity has been proposed. As the congestion level
on road network for Surat kamrej and city area is more by connecting this road by faster
network i.e. metro rail the demand will be more in future for other two most congested road
connecting more of the industrial areas and commercials as well.as the public transport is
speedier than the demand will rise and traffic congestion will be less.

4.1.2 Conclusion
As the demand for the metro in some congested areas and most prominent area as well as
employment areas we have conclusion that the passenger per hour per direction transit will be
fulfilling the futuristic and present demand for Surat metro rail.

Table 4.13 Station and PHPDT for metro rail

Station PPHPDT
Corridor 1
Sardhana 4,600
Varachha 4,600
Surat Railway 15,000
Cinema Road 15,000
Lalgate 15,000
Kasturba Garden 15,000
Nanpura 15,000

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 Station PPHPDT
Majuragate 15,000
Althan 3,500
Canal Road 3,500
Siecc 600
Khajod 600
Corridor 2
Bhesan Gam 400
Snehrashmi Garden 400
Palanpur 2,500
Lp Savani Road 2,500
Adajan 2,500
Chopati 2,500
Athwagate 15,000
Majura Gate 15,000
Ring Road, 15,000
Raghukul Market 15,000
Millenium Market 3,000
Mahendra Park Society 2,000
Bhavani Industrial Estate 2,000
Saroli 600
Total 1,85,800

4.2 Location Analysis

Location analysis for metro involves the process where the existing proposed route approved
in the Detaild Project Report will be thoroughly checked and a new alignment shall be
proposed keeping the current and future needs of the city .The analysis of the both routes
shall be checked.While designing all the factors which can help setting,change or affect the
metro alignment are determined.Such criterias are determined and studied in the next section.

4.2.1 Criteria for Location Analysis

After going through various research studies on metro alignments and several talks with
Transportation expert, Prof.Abhijit Lokre, the following factors which help in setting up
alignment have been found out and are arranged in decreasing order of priority levels which
is mentioned below :

1. Population Density
2. Concentration of Employment areas
3. Future Development Plans within next five years
4. Number of Vital paces/destinations in proximity

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 5. Significant transportation hubs in the city.
6. Points/Stretches on roads of high Congestion levels

Out of these, 1-2-6 except 3-4-5 will help us to determine which zones are to be preferred
over other while 3-4-5 will help us to determine the alignment based on connecting as much
as more prior areas in vicinity.

The following are to be discussed in detail:

4.2.1.1 Population density

While deciding the metro alignment, it is required to catch as much as population demand. As
discussed in detail in ‗Demand of the Project‘ Section, from that we have come with the
inference that the East, South-East, Central, South Zones will become highly dense by the
year 2031.We can also conclude that the priority shall be given to Future Density over
Present Density as the infrastructure facility shall be designed keeping in mind the zones
where future needs are to be felt and catered at the maximum.

Figure 4.18Population density, Surat,2018 Figure 4.19: Population density, Surat,2031

4.2.1.2 Concentration of Employment areas

Since, Surat is an Industrial Town with ample number of Textile and Diamond Hubs. They
provide considerate of employment. As discussed in detail in ‗Demand of the Project‘
Section. The number of employment levels is expected to rise from 29.28 lacs in 2016 to 62.5
lacs in 2046 keeping almost 50% of the population engaged in working. Major demand for
Metro in Surat is to reach out such major employment zones which are covered under the
circle of 15 km. radius as shown in figure below:

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 Figure 4.20:Employement Zones of Surat,2016

4.2.1.3 Future development Plans

While designing the Metro alignment, it is important that alignment shall follow future
development plans. Priority to next Five-Year plans shall be given. The upcoming
Residential, Commercial and Industrial nodes are marked in Proposed Land use Plan,
Development Plan by SUDA, 2035 as given below:

Figure 4.21:Future Developments in Surat

4.2.1.4 Number of Vital places/destinations in proximity

4.2.1.4.1 Deciding Priority order
For setting up of the Metro alignment, a methodology is used in consultation with Prof.
Abhijit Lokre. In this, maximum number of prominent spaces like Commercial/Business
centres, Educational centres like colleges and schools, Entertainment/Recreation areas like
Shopping Mall, Places of tourism interests, Markets, Health Centres etc shall be tried to
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connect under the alignment. The prominent places under each category is divided as More
Priority, Less Priority and No Priority on the basis of survey.

The list below is order in decreasing level of priority.

1. Commercial/Business centres
2. Educational Institutions like colleges and schools
3. Entertainment/Recreation areas like Shopping Mall
4. Places of tourism interests
5. Industrial hubs
6. Health Centres
While setting metro alignment, Commercial / Business centres shall be given more
importance and Health centres shall get the least priority.

4.2.1.4.2 Categorization based on Priority Ranging of Places

A survey is prepared where a list containing places under each category are given to the
Suratis and asked to give feedback on their priority to each place. The results for each
category are shown below:

Commercial/Business Centres

The survey results are as follows:

Table 4.14: Result of Survey for Commercial/Business Centres

Commercial Centers Results

Karwar Nagar
Nehru Nagar
Bhatar
Parwatpatiya
Saroli
Navagam
Dindoli
Commercial Centers Results
Kamrej
Khadora
Althan
Piplod
Pandesar
Sachin Naka
Pankaj Nagar
Sima nagar
Adajan

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Commercial Centers Results
Navapura
Katargam
Chikowadi
Varrachaa
Sardhana jakath naka
Mora bhagal

Educational Institutions-
The survey results are as follows:

a. Colleges

Table 4.15: Result of Survey for Colleges

Educational Institutions-Colleges Results

Sardar Vallabhbhai National Institute of Technology Surat
Sarvajanik College of Engineering and Technology, Surat
Dr S and SS Ghandhy Government Engineering College, Surat
Shree Swami Atmanand Saraswati Institute of Technology, Surat
Veer Narmad South Gujarat University
Metas Adventist College
V.T Choksi Sarvajanik Law College
b. Schools

Table 4.16: Result of Survey for Schools

Educational Institutions-Schools Results

Lord Krishna International School
N.G Jhaveri Jain School
J.H. Ambani Saraswati Vidya Mandir
Ryan International School
Delhi Public School
GD Goenka International School
Kendriya Vidyalaya Surat

LP Savani School

Entertainment/Recreation areas like Shopping Mall

The survey results are as follows:

Table 4.17 Result of Survey for Shopping Malls

Recreational Centers-Shopping Malls Results

Iscon Mall
Star Bazaar
VR Surat
Heera Panna Shopping Mall

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 Recreational Centers-Shopping Malls Results
Central Mall
Marvella Mall
Reliance Mega Mall

Places of tourism interests

The survey results are as follows:

Table 4.18: Result of Survey for Tourist Spots

Tourist Spots Results

Science Centre, Surat
Ambika Niketan Temple
Sneh Rashmi Garden
Bhaghvanshree Garden
Sardhana Nature Zoo
Surat Castle
Gopi Talav
Sardar Patel Museum
Mughal Sarai
Dutch Cemetery, Surat
Tapi Riverfront

Industrial hubs
The survey results are as follows:

Table 4.19 :Result of Survey for Industrial Hubs

Industrial Centres Results

Varachha
Bhagal
Katargam
Majuragate
Pandesar
Udhna
Unn
GIDC
Sachin
Kadodara

Health Centres
The survey results are as follows:

Table 4.20: Result of Survey for Health Centres

Health Centres Results

EVA Hospital
Sheth Purushottamdas Hospital
Kiran Hospital

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 Health Centres Results
Sanjeevani Multispecialty Hospital
Sunshine Global Hospital
Apple Hospital
Mehta Hospital
Adventist Wockhardt Heart Hospital
Unique Hospital
Lifeline Multispecialty Hospital
The results are shown for three categories mentioned below:

 More priority
 Less Priority
 No priority
Note: No Priority results are not included in the maps below:

4.2.1.5 Development of Maps:

These results of each category are indicated on the present Google map of Surat. The colour
coding for each category has two shades where lighter shades indicate less priority place
while darker shades indicate more priority place.

These maps are as mentioned below:

1. Educational Centres:
 College

Figure 4.22:Prominent Colleges of Surat City

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  Schools

Figure 4.23: Prominent Schools of Surat City

2. Commercial and Business Centres:

Figure 4.24: Prominent Commercial Centres of Surat City

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3. Entertainment/Recreation areas like Shopping Mall:

Figure 4.25: Prominent Malls of Surat City

4. Places of tourism interests:

Figure 4.26: Prominent tourism spots of Surat City

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5. Industrial Hubs:

Figure 4.27:Prominent Industrial Hubs of Surat City

6. Health Centres:

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 Figure 4.28: Prominent Health Centres of Surat City

These results are combined and analysed which shows that maximum footfall goes to the
darker areas and then to lighter shades. The summarised map is given below:

Figure 4.29 Summary Map Showing All Priority Areas

With the help of this map, we can see the concentration of above-mentioned spaces keeping
the present need of the residents of the Surat city in mind. It gives us a clear picture where the
present need of the metro arises and the alignment shall follow connecting maximum number
of spaces as mentioned above.

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4.2.1.6 Significant transportation hubs in the city
The significant transportation hubs in the city are Railway Station, Airport and Bus Stand.
These are shown in figure given below:

Figure 4.30:Transportation Hubs of Surat City

It is very important to connect Metro with the existing transportation services as it will help
feeding each other services in the future and assist the city growth altogether. The population
will be comforted by inter-modal connection. Since, the airport services in Surat are mainly
catering to private aircraft services, flying training school, custom services. The scheduled
flights to major destination in India are very few. Hence, we may not consider connecting
Airport with the metro alignment in the present scenario but the provision for the future can
be left.

Out of the existing hubs as mentioned in the map, Surat Railway station, Linear Bus Stand,
Central Station Terminal hold major importance and needs to be given more importance
while setting alignment.

4.2.1.7 Points/Stretches on roads of high Congestion levels

Roads act as the lifelines of the city. But increasing congestion on roads owing to increasing
number of vehicular traffic and inadequate road width has aggravated the problem. The
primarily dependency of the city life on roads is greatly affected by it.

The congestion map of Surat is shown below:

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 High Mobility Corridor

Figure 4.31: Congestion Map of Surat City showing heavily congested roads.

From this map, we concluded that the major three roads-Surat -Kadodara road, Surat -Kamrej
road, Surat-Sachin road are highly congested and needs to be taken in consideration for the
metro alignment. Also, inner ring Road around the city core shall be taken into account.

4.2.2 Alignment Fixing

Once all maps are combined, the summarised map is given below:

Figure 4.32: Map showing all criteria’s and Priority Locations

The desired alignment shall be taken in account by:

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  Consider the priority order of the categories as discussed in
 Join the more prior locations first.
 Try to join the maximum number of locations.
 Preference shall be given to high density zones of future needs.
 The employment map will help us to limit the boundary of the Metro alignment.
 The congested routes on the existing road network are also considered.
Based on the above considerations, the resultant metro alignment is as follows:

Figure 4.33 Resultant Metro Route by our analysis

4.2.2.1 Analysis
The resultant route map of the metro alignment is analysed with the existing proposed map
(as approved in DPR) of the:

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 Figure 4.34: Route 1-1’ and 2-2’ approved in DPR

Figure 4.35:Route A-A’ and B-B’ by our analysis

The comparison analysis is as follows:

 B-B‘ and 2-2‘ follow the same alignment passing through the city centre which covers
mainly the inner ring road which is a High Mobility Corridor for city and 2-O‘passes
through highly congested road. This route help connecting the city on the both banks
of the Tapi river.

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  A-O follows the same alignment with 1-O; hence it passes connecting number of
prominent tourist spaces, malls and colleges. It passes through one of the most
congested roads of current scenario i.e. Surat Kamrej Road. It passes through East and
Central zone which by 2031 will have high densities than rest parts of the city.
 C-O shall be kept for the future extension as today it is proposed to be passing
through industrial zones but in the future, it will turn to a highly dense zone due to
industrial expansion. It‘s Surat-Sachin road is already one of the most congested roads
of the city.
 O-A‘ lies under low density zone but connecting prominent schools, malls and
colleges. It can be extended to connect Airport. Even BRTS is catering to this area
which does not have much regular and sufficient ridership. Instead, O-1‘ is considered
because it caters to the south zone which is expected to of high density in the future.
New development like DREAM CITY is served. Space for depot is available nearby.
O-1‘ is presently serving the needs of both O-A‘ and O-City falls in between the both
alignments trying to fulfil the demand by acting as the best possible option.

4.3 Technical Analysis

4.3.1 System Selection
The following systems are mainly available for Urban Mass Transit:

1. Light Rail Transit

2. Automatic Guide way Transit (AGT)
3. Monorail
4. Maglev
5. Metro - Based on PHPDT

High capacity Metro system is designed for PHPDT greater than ≥40000 and Light capacity
Metro is designed for PHPDT ranging from ≥8000 to 40000. So, it is essential to make
comparison of various urban mass transit systems to choose the best one for Surat city.

Light Rail Transit

It is a transport system that runs on the exclusive beam slab track. It can run on sharp curve of
24 meters radius. The stations are spaced at 500m to 1 Km distance.

Automated Guide way Transit (AGT)

The Automated Guide Way Transit runs on an exclusive track built on elevated structure.
It is a very light weight vehicle compared to other urban mass transits.

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Monorail

It runs straddling on the beam tracks. It can be operated with sharp curves up to 50 m. It is a
rubber tyre based rolling stock, electrically propelled on concrete beams known as guide-
ways.

Maglev

It is an advanced Rail based transit system in which Magnetic Levitation is used to raise the
vehicles above the rail surface. Rail wheel interaction is thus avoided and very high speeds
are attainable.

Metro

Metro system is a grade separated dedicated system. It is characterized by short distances of

stations spaced at 1 km, high acceleration and declaration and average speeds of 30-35 kmph
with the maximum operating speed at 80 kmph.

4.3.2 Rolling Stock Parameters

Rolling Stocks for different MRT systems are compared here.

Table 4.21 Rolling Stock Parameters – Dimensions

Rolling Light Rail Automated Monorail Maglev Metro

Stock Transit Guide way
Parameters (LRT) Transit (AGT)
Length (mts) 30 30 30 18 23
Width (mts) 2.5 2.5 2.5 2 2.9
Height (mts) 3.7 3.7 3.7 3 3
No of doors 3 3 3 2 2
Weight (ton) 44 44 44 15 41
Type of car Concentrated Concentrated Concentrated Uniform Concentrated
load Load Load Load Load Load

4.3.3 Running Gear & Track characteristics

Table 4.22 Rolling Stock Parameters - Traction and Braking

Running gear Light Automated Monorail Maglev Metro

& Track Rail Guide way
characteristics Transit Transit
(LRT) (AGT)
Traction Rotary Rotary Rotary Linear Induction Rotary Motor
system Motor Motor and Motor and Motor and and steel
and steel rubber tyre rubber tyre Electromagnetic wheel
wheel or steel levitation system

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Running gear Light Automated Monorail Maglev Metro
& Track Rail Guide way
characteristics Transit Transit
(LRT) (AGT)
wheel
Brake system Electric Electric Electric Electric brake and Electric brake
brake and brake and brake and air brake and hydraulic
hydraulic air brake air brake brake and
brake Regenerative
brakes
Power Catenary Conductor Conductor Conductor rail Catenary or
collector rail rail Conductor
rail
Voltage D.C. 750 A.C. 750 V D.C. 1,500 D.C. 1,500 V D.C. 1500 V,
V V A.C. 25kv
Track Steel rail Concrete Track Steel rail Steel rail
slab beam (Electromagnetic
levitation system)
4.3.4 Operational characteristics
Table 4.23 Rolling Stock Parameters - Operational Characteristics

Operation Light Rail Automated Monorail Maglev Metro

Characteristics Transit Guide way
(LRT) Transit
(AGT)
Maximum 80 km/h 80 km/h 80 km/h 80 km/h 80 to 100
speed km/h
Schedule speed 30 km/h 30 km/h 30 km/h 30 km/h 35 km/h
Minimum 30m 30m 70m 50m 100m
curve radius
Maximum 4% 6% 6% 6% 6%
gradient
Transportation Seating - Seating - Seating - Seating - Seating -
capacity (3120 180 180 128 300
car) Standing - Standing - Standing - Standing - Standing -
180 240 240 172 500
4.3.5 Other parameters
Table 4.24 Rolling Stock Parameters - Others

Other Light Rail Automated Monorail Maglev Metro

Parameters Transit Guide way
(LRT) Transit
(AGT)
Superstructure R.C.C slab R.C.C slab Track beam R.C.C slab R.C.C slab
Pier and R.C.C R.C.C R.C.C R.C.C R.C.C
foundation
Electric energy 2.2kwh/car- 2.2kwh/car- 2.2kwh/car- 2.5kwh/car- 2.5kwh/car-
consumption km km km km km
Rolling Stock 7.5 Crores 7.5 Crores 7.5 Crores 6 to 9 6 to 9

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 Other Light Rail Automated Monorail Maglev Metro
Parameters Transit Guide way
(LRT) Transit
(AGT)
cost/car Crores Crores
Service life 30 years 30 years 30 years 35 years 35 years
Now to come to conclusion for the suitable urban mass transit for the city, based on the 12 th
Five-year plan for urban infrastructure by the Planning Commission of India, there are certain
principle criteria which are to be met.

Table 4.25 Principal Criteria to be Met for A Metro System

Mode PHPDT in 2021 Population as per Average Trip length for

Choices 2011 census (Million) motorized trips in km in
2021
Metro Rail ≥15000 for at least >=2 >7-8
5km continuous length

LRT ≤10,000 >1 > 7-8

Monorail ≥10,000 >2 About 5-6

Surat Data 15000 4.46 7.2

(Five-year plan, 2018)
For the Surat city, as per the data in Comprehensive Mobility Plan (CMP) 2046, the two
urban mass transit systems are eligible which is metro & monorail. Capital cost of Light
Capacity Metro Rail & Mono Rail is almost same. Operations & Maintenance cost of Mono
Rail is much higher than Light Capacity Metro Rail. As PHPDT is expected to be 15000+ in
the city core area as per CMP 2046, Light capacity Metro Rail is the best option for Surat
Metro Rail Project.

4.3.5.1 Weightage scoring model for selecting Rolling Stock

The following rolling stock technologies are taken in to consideration

1. Light Rail Transit

2. Automated Guide way Transit
3. Monorail
4. Maglev
5. Metro

The following criteria are taking in to consideration

1. Speed (in Km/hr.)

2. Service Life (in years)
3. Electricity consumption (in Kwh/car-km)

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 4. Cost/car (in Crores)
5. Carrying capacity (in No.)
Table 4.26 Scoring Criteria Model

Rolling Stock technologies Speed (in Km/hr.)

Light Rail Transit 80
Automated Guide way Transit (AGT) 80
Monorail 80
Maglev 80
Metro 90
The above table indicates the speed of different Rolling Stock technologies, in which Metro
has the highest speed of 90 Km/hr.

Table 4.27 Scoring for Speed of Rolling Stock

Speed Score
50-59 1
60-69 2
70-79 3
80-89 4
≥90 5
The scoring is given on the scale of 1-5, in which 1 indicates Very Poor to 5 being Very
Good.

4.3.5.1.1 Service Life criteria

Table 4.28 Service Life Criteria

Rolling Stock technologies Service life (in years)

Light Rail Transit 30
Automated Guide way Transit (AGT) 30
Monorail 30
Maglev 35
Metro 35
The above table indicates service life for different Rolling Stock technologies. Maglev &
Metro have the highest service life of 35 years amongst different technologies and other
being 30 years.

Table 4.29 Scoring Model for Service Life

Service Life (in years) Score

15-19 1
20-24 2
25-29 3
30-34 4
≥35 5

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Based on the service a year being the highest, scoring is given high. The maximum score is
given if the service life is greater than 35 years.

4.3.5.1.2 Electricity consumption criteria

Table 4.30 Electricity Consumption Criteria

Electricity
Consumption (in
Rolling Stock technologies kwh/car-km)
Light Rail Transit 2.2
Automated Guide way Transit (AGT) 2.2
Monorail 2.2
Maglev 2.5
Metro 2.5
The above table indicates the electricity consumption of Rolling Stock in Kwh/car-km.
Maglev & Metro consumes the highest electricity i.e. 2.5 Kwh/car-km.

Table 4.31 Scoring for Electricity Consumption

Electricity Consumption Score

≥2.5 1
≥1.6-2.4 2
≥1.1-1.5 3
≥0.6-1 4
≥0-0.5 5
4.3.5.1.3 Cost/car criteria
Table 4.32 Cost/Car Criteria

Rolling Stock technologies Cost/car (in crores)

Light Rail Transit 7.5
Automated Guide way Transit (AGT) 7.5
Monorail 7.5
Maglev 8.5
Metro 8.5
The above table indicates the cost of different Rolling Stock technologies. Metro & Maglev
have the average cost of 6-9 crores. The highest score is given to the lowest cost.

Table 4.33 Scoring for Cost/Car

Cost (in crores) Score

≥8 1
≥7.1-8 2
≥6.1-7 3
≥5.1-6 4
≥4-5 5

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4.3.5.1.4 Carrying Capacity criteria
Table 4.34 Carrying Capacity Criteria

Rolling Stock technologies Carrying capacity (in no.)

Light Rail Transit 300
Automated Guide way Transit (AGT) 420
Monorail 420
Maglev 300
Metro 800
The above table indicates the carrying capacity of different Rolling Stock technologies. The
total capacity is obtained by adding seating capacity & standing capacity. The above capacity
is considered for a 4-car rolling stock with the standing & seating capacity of different
systems shown the below table

Table 4.35 Total Capacity of Rolling Stocks

Rolling Stock technologies Standing Seating Total

capacity capacity capacity
Light Rail Transit 180 120 300
Automated Guide way Transit 240 180 420
(AGT)
Monorail 240 180 420
Maglev 172 128 300
Metro 500 300 800

Table 4.36 Scoring for Carrying Capacity

Carrying capacity (4 car) Score

≥200-299 1
≥300-399 2
≥400-499 3
≥500-599 4
≥600 5
The above table indicates the scoring in the range of 1-5 in which 5 being the highest for the
maximum total carrying capacity of different Rolling Stock technologies.

From the above criteria and as per the scoring, a final weightage scoring model is prepared
for different Rolling stock technologies. In the weightage, the maximum weightage is given
to carrying capacity followed by Electric consumption, Cost/car, Service life and maximum
speed. The table below shows the weightage of different criteria out of 100.

Table 4.37 Weightage Model for Rolling Stock Criteria

Criteria Weightage (out of 100)

Carrying capacity 35
Electrical consumption 25

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 Cost/car 20
Service life 15
Maximum Speed 5
The weightage scores are multiplied by the scoring which is above state for the different
criteria in the range of 1-5.

Table 4.38 Final Scoring Model for Rolling Stock

Maximum Carrying Electric Cost/ Service TS Rank

speed Capacity Consumption car Life
Weightage (W) 5 35 25 20 15
Appropriate
Technology
Light Rail Transit 4 2 2 2 4
(S1)
W*S1 20 70 50 40 60 240 4
Automated Guide 4 3 2 2 4
way Transit (S2)
W*S2 20 105 50 40 60 275 2
Mono rail (S3) 4 3 2 2 4
W*S3 20 105 50 40 60 275 2
Maglev (S4) 4 2 1 1 5
W*S4 20 70 25 20 75 210 5
Metro (S5) 5 5 1 1 5
W*S5 25 175 25 20 75 320 1
(Where TS represents Total Score)

Weightage of each criteria is taken after talks with experts. Scoring is given as per the
previous sections. Weighted score is calculated by multiplying weightage of each criteria
with the respective score for each technology. After the weighted scoring is done, as per the
total score of different rolling stock technologies, we come to a conclusion that Metro is the
most suitable technology with the highest score being 320.

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4.3.5.2 Typical Section of Rolling Stock

Figure 4.36 Typical Rolling Stock Section

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4.3.5.3 Rolling Stock Characteristics

Figure 4.37 Rolling Stock for Ahmedabad Metro

 Train Set: 3 cars (+DMC-TC-DMC+)

Where (+) indicates automatic coupler, DMC – Driving Motor Car, TC –Trailer Car.
 Gauge: Standard gauge of 1435 mm
 Length of 3 coaches: 67.32 meters
 Length of 1 coach: approx. 22 meters
 Train height: 3.98 meters (Above rail level)
 Passengers capacity: Approx. 800
 Automation: Driverless Train Operation (GoA-3) - GoA-3 is driverless train operation
(DTO) where starting and stopping are automated but a train attendant operates the
doors and drives the train in case of emergencies.
 Traction: 750-volt DC third rail system
 Maximum design speed: 90 Kmph.

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  Maximum operating speed: 80 Kmph.
 Average speed: 34 kmph.
 Frequency between two trains: During peak hours - duration of 1.75 minute, during
off peak hours – 15 min.
 Duration of train stoppage on station: 30 seconds
 Car body: Stainless Steel
 5% of area required for the disables
 Battery break up: During electricity cut down, Light, PA/PIS, A.C and ventilation, a
battery backup of 1 hour. Here PA indicates Public Address, system performs regular
announcements for passenger information and also emergency announcements for
passenger evacuations and the Passenger Information System (PIS) provide services
such as train information displays.

4.3.5.3.1 Safety Facilities Provided in Rolling Stock

 Automatic Train Protection (ATP)/ Automatic Train Operation (ATO)
 Automatic Train supervision
 Emergency Alarm for passengers
 Passenger Address System
 C.C.T.V camera
 Alarm during operation of doors during opening & closing
 Emergency Air Brake
 Proper facility to ensure no slippage or sliding of wheel
 Minimum Accident damage design
 Fire protection equipment in cabin and driver cabin
 Platform screen doors
 Automatic and semi-permanent couplers
 Emergency brake for unexpected situations

4.3.5.4 Geometric & Alignment details

The proposed corridor i.e. from Sardhana to Dream city (Corridor 1) & Bhesan to Saroli
(Corridor 2) under Surat Metro Rail project will consist of Standard Gauge (SG) of 1435 mm.
For underground section of 6.47 km in corridor 1, track centers will be governed by spacing
of tunnels and box design. Average inter-station distance would be 1.06km. The elevated
tracks will be carried on box-shaped elevated girder supported by single circular piers, spaced

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at 30m c/c. cant of 110 mm should be provided and cant deficiency of 85 mm should be
provided. Safe speed of 80 Kmph can be obtained at curve of 300 m radii or more & speed up
to 50 Kmph can be obtained at elevated section having minimum radius of 175 m. In
underground section at Surat Railway Station, there are six stations proposed which should
have a desirable minimum radius of curve shall be 300 m for ease of working of Tunnel
Boring Machine (TBM).

Table 4.39 Geometric & Alignment Details

Description Underground Elevated

Section Section
Desirable Minimum radius (m) 300 200
Minimum curve radius at 1000 1000
stations (m)
Maximum permissible cant (Ca) 125 125
(mm)
Maximum cant deficiency (Cd) 85 85
(mm)
The above table indicates the desirable, minimum & maximum criteria for curve radius &
cant deficiency of underground & elevated section.

4.3.5.4.1 Length of Transitions of Horizontal curves (m)

Minimum: 0.44 time‘s actual cant (0.44*110 = 48.4 m) or cant deficiency (in mm) which is
85 mm, whichever is higher. So minimum length of transitions on horizontal curve should be
85 m.

Desirable: 0.72 time‘s actual cant (0.72*110 = 79.2 m) or cant deficiency, (in mm) which is
85 mm, whichever is higher. So desirable length of transitions on horizontal curve should be
85 m.

Minimum curve length between two transition curves should be 25 m. Overlap between
transition curves and vertical curves is not allowed. Vertical curves are to be provided when
change in gradient exceeds 0.4% with the minimum length of curve being 20 m.

4.3.5.5 Geotechnical Investigation

The soil types which is found in Surat city are

1. Alluvial Soil
2. Black cotton Soil
3. Saline soil

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Soil characteristics in the corridor 1 i.e. Sardhana to Khajod (Dream city) is majority Alluvial
soil & near Khajod which is proposed depot in the project, black cotton soil is found there. In
the corridor 2 i.e. from Bhesan to Saroli also has alluvial soil strata, saline soil is observed on
the banks of Tapi River and some portions of Adajan to Athwagate near the banks of Tapi
River.

4.3.5.6 Underground Tunnelling Methods

Underground stations need to be constructed for Surat Metro. For this, different tunnelling
methods have to be analysed to come to a decision to use the most appropriate method for
each situation. A summary of environmental merits and dis-merits associated with these
methods are also presented.

4.3.5.6.1 Tunnelling Methods

4.3.5.6.1.1 Tunnel Boring Method
Tunnel Boring Method (TBM) is the most efficient and quick method of tunnelling. It is
mostly used for depths of more than 15 mt below the surface. It is the preferred technique in
most metro constructions.

4.3.5.6.1.2 Cut and Cover Tunnelling

Cut and cover tunnelling is a common and well-proven technique for constructing shallow
tunnels. The method can accommodate changes in tunnel width and non-uniform shapes and
is often adopted in construction of stations. Several overlapping works are required to be
carried out in using this tunnelling method. Trench excavation, tunnel construction and soil
covering of excavated tunnels are three major integral parts of the tunnelling method.

4.3.5.6.1.3 New Austrian Tunnelling Method

The excavation location of a proposed tunnel is divided into segments first. The segments are
then mined sequentially with supports.

4.3.5.6.1.4 Drilling and Blasting Method

This tunnelling method involves the use of explosives. Drilling rigs are used to bore blast
holes on the proposed tunnel surface to a designated depth for blasting. Explosives and timed
detonators are then placed in the blast holes. Once blasting is carried out, waste rocks and
soils are transported out of the tunnel before further blasting.

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4.3.5.7 Typical Tunnel Section

Figure 4.38 Typical Section of Twin Bored Tunnel

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4.3.5.7.1 Criteria for Scoring Model
4.3.5.7.1.1 Tunnelling Rate
Tunnelling Rate refers to the horizontal drive (in metre/day) that can be tunnelled on an
average day by a specific method. The table 4.40 shows the tunnelling rates of different
methods.

Table 4.40 Tunnelling Rates of Different Methods

Method Tunnelling Rate (mt per day) Score

TBM 32.14 5
NATM 1.80 1
DBM 5 2
Cut and Cover 1.5 1
Since we require a method with quick results so as to minimize the traffic disturbance and
duration of the construction, TBM is the most appropriate method. Hence, it is scored
maximum.

4.3.5.7.1.2 Optimum Stretch

Optimum Stretch means that the minimum amount of stretch that is needed to make the
method‘s use efficient. Table 4.41 shows the optimum stretch for the methods.

Table 4.41 Optimum Stretch for Different Methods

Method Minimum Required Length of Stretch (km) Score

TBM 1.50 5
NATM 1.50 5
DBM 0.25 3
Cut and Cover 0.1 2
4.3.5.7.1.3 Cost of Construction
The next criterion is cost of construction, which is taken in per km stretch. Table 4.42 shows
the cost for all these methods.

Table 4.42 Comparison of Cost per Km for Different Methods

Method Total Cost (INR per Km) Score

TBM 122,400,000 2
NATM 67,320,000 4
DBM 91,555,200 3
Cut and Cover 84,150,000 3

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4.3.5.7.1.4 Weightage Scoring Model
Table 4.43 Weightage Scoring Model for Tunnelling Methods

Tunnelling Optimum Cost of Traffic

Disturbance Complexity
Rate Stretch Construction Management
Total Ran
A B C D E F
Score k
Weightage (W) 5 25 5 15 30 20
Appropriate
Technology
TBM (S1) 5 4 5 2 5 3
W*S1 25 100 25 30 150 60 390 1
NATM (S2) 1 4 5 4 5 2
W*S2 5 100 25 60 150 40 380 2
Cut & Cover (S3) 1 3 2 3 3 5
W*S3 5 75 10 45 90 100 325 3
DBM (S4) 2 1 3 3 1 5
W*S4 10 25 15 45 30 100 225 4
The weighted scoring method is the same as discussed earlier. The score of each technology is multiplied by the weightage of that particular
criteria and total weighted score of each technology is calculated. Thus, by the weighted scoring method, it is proposed that TBM should be used
for tunnelling.

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4.3.5.8 Typical Section of Viaduct

Figure 4.39 Typical Section of an Elevated Viaduct

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4.3.5.9 Kinematic Envelope
To ensure that the path required for the passage of trains is kept clear along the route of a
railway, a structure gauge is imposed. This has the effect of forming a limit of building inside
which no structures may intrude. The limit includes not only things like walls, bridge sand
columns but also pipes, cables, brackets and signal posts.

Table 4.44 shows the maximum speed and cant that are decided based on the radius of curve.
The kinematic envelope is decided based on these parameters.

Table 4.44 Table Showing Maximum Permissible Speed, Cant and Distance

Elevated Section
Minimum Distance
Maximum Permissible Between Adjacent
Radius of Curve Cant Speed Tracks
m mm kmph mm
>3000 15 80 3650
2800 15 80 3650
2400 20 80 3650
2000 20 80 3650
1600 25 80 3650
1500 30 80 3650
1200 35 80 3650
1000 40 80 3700
800 55 80 3700
600 70 80 3750
500 90 80 3750
450 95 75 3750
400 105 75 3800
350 110 70 3800
300 110 65 3850
200 110 50 3900
175 110 50 3900
150 110 45 3900
150 0 30 4000
120 110 40 4000
120 0 30 4000
To ensure adequate clearances between rolling stock and structures, or rolling stock on
adjacent tracks, monitoring and maintenance of track position is based on the air gap. Table
4.45 shows the minimum distance form track centre line.

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 Table 4.45 Minimum Distance from Track Centre Line for Existing Building Structures

Ht. from Rail Level (mm) Distance from Track Centre Line (mm)
RL-80 1535-1632
80-110 1632-1695
110-172 1695
172 1695
172-185 1695-1691
185-410 1691-1632
410-520 1632-1603
520-745 1603-1622
745-900 1622-1655
900-3310 1655-1590
3310-3508 1590-1503
3508-3910 1503-1220
3910-4060 1220

4.3.5.10 Track Structure

4.3.5.10.1 Rail Section
Rail Section is decided based on the purpose of rail and the strength of the section.

Table 4.46 Section Comparison for rail

Rail Section Grade For

UIC 60 1080 Main Line
UIC 60 880 Depot
33 C1 880 Restraining Rails for curves of radius
less than 190m

4.3.5.11 Rail Welding

Welding is of two types mainly for rails – Flash Butt Welding and Alumino Thermic
Welding.

Flash Welding - The welding process is in principle a regulated electric short circuit with the
two rail ends functioning as D.C. poles. The high current produces an arc between the rail
ends, the two rail cross-sections are heated to melting temperature due to the high input of
current.

Table 4.47 Comparison of Rail Welding Methods

Criteria Flash Butt Welding Alumino Thermic Welding

Strength of Joint 98% of parent rail 56% of parent rail
Corrosion Less More
Failure Rate Low High
Quality of Weld Excellent Poor
Cost High Low

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Thus, as per table 4.47, to get maximum efficiency, flash-butt welding is to be adopted.

4.3.5.12 Type of Track

The types of tracks are based on the purpose of the track. There are two types of tracks –
ballasted and ballast-less.

4.3.5.12.1 Ballasted Track

The overwhelmingly dominant track form worldwide consists of flat-bottom steel rails
supported on timber or pre-stressed concrete sleepers (referred to as railroad ties in the US),
which are themselves laid on crushed stone ballast.

4.3.5.12.2 Ballast less Track

They are advantageous in following ways: long life cycles, top speed, ride comfort, and great
load-carrying capability. You take no chances with these systems, especially with newly
constructed lines: even at speeds over 300 km/h, your coffee will stay in your cup. Practically
maintenance free, ballast less track systems ensure almost 100% availability over many years.

4.3.5.12.3 Comparison of Type of Track

Ballast less Tracks and ballasted tracks are compared in the table 4.48.

Table 4.48 Comparison of Track Structure

Criteria Ballast-less Track Ballasted

Ease of Lay Medium High
Investment Cost High Low
Maintenance Cost Low High
Drainage Performance Good
Train Speed Low
Durability High Low
Noise High
Comfort High Low
Dust Low High
Service Life High Low
Flexibility Low Medium
Table 4.49 Comparison of fasteners

Fastener For
Ballastless Main Line
ERC MK III System Depot
As per the tables 4.41 and 4.42, it can be proposed that the ballastless tracks and fasteners
should be used for main line, while ballasted tracks and ERC MK III System fasteners are to
be used for depots.

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4.3.5.13 Fire Systems
The analysis of fire systems has been divided into three major parts – Fire Detection, Fire
Suppression and Fire Extinguishing. To understand about fire safety, first we need to
understand about the types of fire. The classification of fire as per FEMA is shown in table
4.50.

Table 4.50 Classification of Fire

Class Description
A Ordinary combustibles like wood, paper
B Flammable liquids and gases like petrol, propane
C Energized electrical equipment like computers
D Combustible metals like magnesium, sodium
K Cooking oils and greases
(FEMA, 2018)

4.3.5.13.1 Fire Detection

Fire detection refers to detection of fire at any point in the station or the metro rolling stock.
The fire detection systems are majorly of two types – manual and analogue. For advanced
technologies, only analogue systems are used. Thus, we go into detailed analysis of these
systems as in table 4.51.

Table 4.51 Fire Detection Systems

Criteria Conventional Two-wire Analogue Wireless Aspirating

Fire Alarm Fire Alarm Addressable Fire Smoke
Fire Alarm Alarm Detection
Scope Small Small Large All places Tall Buildings
Properties like Properties Commercial
shops like shops Zones
Investment Low Medium High High Very High
Cost
Search of Manual Isolated Individual Individual Individual
cause Detectors Detectors Detectors
Response Medium High Very High High Very High
Time
Ease of Medium High Medium High Low
Installation
Flexibility Low Medium Very High Medium Medium
Feature Four Wire Fault Increased Wireless, Uses air to
System Condition, intelligence, or battery- detect smoke
isolation scope of powered or overloaded
and detector control radio- electrical
recognition linked cables
(IFSEC Global, 2016)

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4.3.5.13.2 Fire Suppression Systems
Table 4.52 Comparison of Fire Suppression Systems

Parameters\Gas Argon FM 200 Novec 1230 Clean FE-13 Carbon

Clean Clean Agent Systems or Clean Dioxide
Agent Agent Novec Fire Agent Clean
Systems Systems Extinguishing Systems Agent
Systems
Safe for Humans Yes Yes Yes Yes Yes
Non-Corrosive Yes Yes Yes Yes Yes
Toxic By-Products None None None None None
Time to Discharge Nil Nil Nil Nil Nil
Banned No No No No No
Fire Class A Yes Yes Yes Yes Yes
Fire Class B Yes Yes Yes Yes Yes
Fire Class C Yes Yes Yes Yes Yes
Total Flooding Yes Yes Yes Yes Yes
Local Application Yes No No Yes Yes
Range, Ceiling Medium Medium Medium Very Medium
Height or Volume Large
per cylinder.

Alternative to Halon No Yes Yes Yes No

1301
Storage Space Low Low Least Low Low
Required
(Extinct Fire, 2018)

Table 4.53 Application of Suppression Systems

Applications\Gas FM Novec Co2 Proinert Argon FE-

200 1230 13
Computer Server X X X X X
Computer Rooms X X X X
Gas Turbine X X
Substations X X X X X
Diesel Generator X X
Switch rooms X X X X X
(Extinct Fire, 2018)

In the above table, X denotes the gas is suitable for the particular place.

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4.3.5.13.3 Fire Extinguishers
Table 4.54 Types of Extinguishers

Extinguis Features Clas Disadvantage

hers s of
Fire
Water and Takes away heat element A Can't be used in Class B and C
Foam Fire
CO2 Takes away oxygen element B, C Ineffective on Class A Fire
Dry Interrupts chemical reaction A, Knowledge of chemicals required
Chemical B, C
Wet Removes heat and prevents re- A, K New
Chemical ignition
Clean Interrupts chemical reaction and A, Small extinguishers can only be
Agent removes heat element B, C used on B and C fire
Dry Separates fuel from oxygen element D Ineffective on all other fires
Powder
Water Takes away heat element A, C
Mist
(FEMA, 2018)

• Fire Detection Systems to be used should be – Analogue Addressable Fire Alarm

• Fire Suppression System to be used should be – CO2 Clean Agent and Argon Clean Agent
System
• Fire Extinguishers to be used should be – CO2 and Clean Agent Extinguisher System

4.3.5.14 Signalling and Train Control

4.3.5.14.1 Features of conventional and CBTC
Communications-based train control (CBTC) is a metro railway signalling system uses the
telecommunications between the track equipment and train for transportation control and
traffic management. By means of the CBTC technology systems, the location of the train
exactly and accurately known which is not there in the traditional systems.

CATC shall be arrange in the Surat metro which will lead to the minimization of the track
side equipment‘s apparatus and housing of Surat metro and instead of that equipment‘s shall
be installed in the equipment rooms available nearby

Table 4.55 Features of conventional and CBTC

Features Conventional CBTC

Train localization No Yes
Rollback protection Limited Yes
Broken rail detection Yes No
Route inter lock Yes Yes

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 Features Conventional CBTC
Protection against human error No Yes
Maximize throughput No Yes
Equipment & maintenance High Low
Bidirectional operations No Yes
Automatic recovery Limited Yes
Energy optimization No Yes
Automatic speed regulation No Yes
4.3.5.14.2 Performance Specification
Automatic Train Protection (ATP): When the Train is required to be run without ATO, the
Trains shall be operated ATP

Automatic Train Operation (ATO): The ATO function shall be applied self-sufficiently from
the ATP function so that no fault of the ATO equipment can constrain the ATP function.

Automatic Train Supervision (ATS): ATS system shall deliver link to Passenger Information
Display System and Public declaration system for on line information.

Figure 4.40 Communication based train control system

4.3.5.14.3 Type of Signalling

Table 4.56 Type of signalling

Metro rail Type of Signalling

Kolkata TPWS
Delhi metro AFTC
Bangalore metro AFTC

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 Metro rail Type of Signalling
Chennai metro rail network AFTC
Hyderabad metro ATCS
Surat metro can be proposed by AFTC based or CBTC based Train Control systems which
are convenient and efficient.

4.3.5.14.4 Signalling Lights

Indian Metro rail uses mostly color light signals which are now being provided with LED
lamps instead of incandescent lamps, and hence in Surat metro proposal is for LED Lamps.

Figure 4.41 Incandescent Lamps and LED Lamps

Table 4.57 Signalling Lights

Metro rail Type of Signalling light

LED Incandescent Lamps
Kolkata Phase I NO YES
Delhi metro YES NO
Bangalore metro YES NO
Chennai metro rail network YES NO
Hyderabad metro YES NO
4.3.5.14.5 Train Describer System
Automatic Train Supervision System (ATS) movement of all trains to be logged on to a
central computer and displayed on workstations in the Operational Control Centre and at the
SCR. Remote control of stations from the OCC. The system architecture shall provide for
redundancy

Table 4.58 Train Describer System

Type of Signalling Comfort Life User Friendly O&M Cost

Incandescent Lamps Medium Low Medium High
LED High High High Low
4.3.5.14.6 LED signalling
The minimum visibility distance of Main signal LED signal lighting Units shall be 600 m. in
clear daylight with peak sunrays at rated voltage. The minimum visibility distance of

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Direction type Route Indicator with three lit LED signal lighting units shall be 400 m. in clear
daylight with peak sun rays at rated voltage

4.3.5.14.7 Incandescent lamp

Signal lamp is a special type of tungsten filament incandescent lamp having short and straight
filament. The cap and holder of lamp are so designed that filament is always at the focal point
of the lens system of the signal.

4.3.5.14.8 Type of signalling

A signal is a mechanical or electrical device erected beside a railway line to pass information
relating to the state of the line ahead to engine drivers (engineers in North America). The
driver interprets the signal's indication and acts accordingly. Typically, a signal might inform
the driver of the speed at which the train may safely proceed or it may instruct the driver to
stop.

Table 4.59 Type of Signalling

Type of signalling Comfort Life User Friendly O&M Cost

Cab signalling High High High low
Fixed signalling Low Low Medium High

Figure 4.42 Cab Signalling

• Provision of fixed signals on the track side

• Cab signalling is adopted
• Initially this was done by fixing coils on the track as well as underneath the cab.
• Further improved by way of fixed Beacons or Balizes mounted between rails of
metro.

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 • Later coded-track circuits and then coded AFTC have been introduced for this
purpose rotes of metro rail

Fixed Cab Fixing Fixed Coded

signals signalling coils Becons AFTC

Flowchart 1 Process for Cab Signalling

Therefore, cab signalling with coded AFTC has been introduced for the proposal of Surat
metro

4.3.5.15 Interlocking System

In metro rail signalling, an interlocking is an arrangement of signal apparatus that prevents
conflicting movements through an arrangement of tracks such as junctions or crossings. The
signalling appliances and tracks are sometimes collectively referred to as an interlocking
plant. An interlocking is designed so that it is impossible to display a signal to proceed unless
the route to be used is proven safe.

Table 4.60 Interlocking Systems in Different Metro Systems in India

Metro rail Type of Interlocking

Kolkata Relay Interlocking
Delhi metro Computer Based Interlocking
Bangalore metro Computer Based Interlocking
Chennai metro rail network Solid State Interlocking
Hyderabad metro Computer Based Interlocking

Solid State
Interlocking
Electronic
interlocking
Computer Based
Interlocking.
Interlocking

Mechanical Relay
interlocking Interlocking

Figure 4.43 Type of Interlocking Systems

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Computer based Interlocking adopted for station having switches and crossing. All related
equipment as far as possible will be centralized in the equipment room at the station. The
depot shall be interlocked except for lines mainly used for workshop lines, inspection shed
lines for Surat metro.

4.3.5.16 Automatic Fare Collection System

Fare collection Mode

 Card
 Cash
 Internet banking
The layout of the fare collection area covering information panels, signages, fare vending
equipment and controlling gates shall be such as to reflect the logical sequence a User is
required to follow to use the system allowing sufficient queuing space at the time of peak
patronage. The operating features of the system shall be fully parameterized. AFC System
shall be engineered for the patronage forecasts of the Design Year of 2046.

Table 4.61 Comparison of Fare Collection Modes

Fare collection mode Comfort Life User Friendly

Card Medium Medium Medium
Cash Medium Low High
Internet banking High High Low
Fare collection Type

 Smart token
 Mobile app
 Smart card
Table 4.62 Comparison of Fare Collection Types

Fare collection type Comfort Life User Friendly O&M Cost

Smart card Medium Medium High Medium
Smart token Low Low High High
Mobile app High High Medium Medium
Fare collection method

 AVM
 TOM
 TVM
 Barcode scan
The TVMs shall be made from stainless steel and shall be freestanding or recessed into the
walls of the TVM rooms as required by the Station architecture. The TOM shall be installed

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at the ticket counter at all Stations and shall be operated by the staff. Security of
communications between the AFC equipment, SC and CC system shall ensure no loss of data
in transmission

The major technology back was paper based but there has been a gradual change as new
technologies, ranging from magnetic stripe tickets to smartcards, have been developed and
successfully implemented in many major cities worldwide.

Table 4.63 Comparison of Fare Collection Methods

Fare collection method Comfort Life User Friendly O&M Cost

TVM High Medium Medium High
TOM Low High High Low
AVM Medium Medium Medium Medium

Proposal for Surat metro

Contactless Smart Card – For multiple journeys. Contactless Smart Token –For Single
Journey, captured at exit gates for reuse and TVM & AVM are more suitable, can be
proposed.

4.3.5.16.1 Gates
Computer controlled automatic gates at entry and exit. Gate arrays may be centre flaps, bi-
parting leaves and flaps or another configuration. Where there is need of barriers shall be
provided to separate unpaid and paid areas of the crowd. Emergency push button shall be
provided in the ticket counters to control any awkward situations. In the event of a total
power failure to the gates, the gates shall open to allow unobstructed User access. Minimum
distance for recognition shall be less than 200 mm. It shall be operational at ambient
temperatures from 0 to +50 degrees Celsius.

There will be following types of gates:

• Entry
• Exit
• Reversible (if required as per final station layout) – Option to set as entry or exit
based on operational requirements

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 Figure 4.44 Gates for Station

Table 4.64 Automatic fare collection equipment's estimate

Station PPHPDT Gate TOM EFO AVM /TR T V M

Entry Exit
Corridor 1
Sardhana 4,600 3 3 2 2 4 2
Varachha 4,600 3 3 2 2 4 2
Surat Railway 15,000 7 7 7 2 4 2
Cinema Road 15,000 5 5 6 2 4 2
Lalgate 15,000 5 5 6 2 4 2
Kasturba Garden 15,000 4 4 4 2 4 2
Nanpura 15,000 4 4 5 2 4 2
Majuragate 15,000 5 5 5 2 4 2
Althan 3,500 3 3 2 2 4 2
Canal Road 3,500 3 3 2 2 4 2
Siecc 600 2 2 2 2 4 2
Khajod 600 2 2 2 2 4 2
Corridor 1
Besan Gam 400 2 2 2 2 4 2
Snehrashmi Garden 400 2 2 2 2 4 2
Palanpur 2,500 2 2 2 2 4 2
Lp Savani Road 2,500 2 2 2 2 4 2
Adajan 2,500 2 2 2 2 4 2
Chopati 2,500 3 3 4 2 4 2
Athwagate 15,000 4 4 5 2 4 2
Majura Gate 15,000 5 5 5 2 4 2
Ring Road, 15,000 4 4 5 2 4 2
Raghukul Market 15,000 5 5 6 2 4 2
Millenium Market 3,000 3 3 4 2 4 2
Mahendra Park Society 2,000 2 2 2 2 4 2
Bhavani Industrial Estate 2,000 2 2 2 2 4 2
Saroli 600 2 2 2 2 4 2
Total 1,85,800 86 86 90 52 104 52
Assumptions for above table:

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 1. Each station has only 2 access
2. Minimum AFC equipment's at a station with "2 access- 1 for entry, 1 for exit": 2 entry
gates, 2 exit gates, 2 EFO, 2 TOM, 4 AVM/TR,2 TVM
3. Throughput of gate 25 passengers per minute, TOM: One per access.
4. 50 % passenger are assumed on Smart Card and 50% on single journey token.
5. Peak hour traffic = 12% of day traffic. Peak Minute traffic = 2% of peak hour traffic

4.3.5.17 Communication Systems

Performance Specification

The failure of the system should not be more than 50milliseconds and the difference should
be less than the same. Maximum traffic interruption time should not be interrupted by and
node. the group delay at the frequency of minimum of 600 microseconds taking in account of
the worst schemes.

Table 4.65 Specifications of all Telecommunication Systems

Features
System Ahmedabad Hyderabad Surat

Tandem and Satellite

Telephone PABX for all EPABX and Direct Line EPABX and Direct
System locations Communication Line Communication
Digital Train radio IP based Digital
(TETRA) IP based Digital TETRA Radio TETRA Radio
Radio System communication system. system.
NTP based analog Clocks driven from a GPS
and digital slave master clock at the OCC and Clocks driven from a
Clock System clocks sub – master clock in station. GPS & OCC
Public Address Digital Public HDLED Panels shall
System Address System HDLED Panels shall be used be used
Train
Destination IP based Platform IP based Platform
Indicator Double-face LED LED based boards with Double-face LED
System Board adequate visibility Board
High Definition Fixed
IP based Fixed and Cameras and Pan/Tilt/Zoom IP based Fixed and
CCTV System PTZ CCTV Cameras. (PTZ) Cameras PTZ CCTV Cameras.
Clock System

The clock system will be accordance with the GPS source with full accuracy and exact
timings. Master clock units shall never run more than 30millesecnds of difference as it is the
reference to other clocks. The time should be well synchronized of whole rail system

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Public Address System

This system should be in such a way that it shall allow the operators at station and OCC ton
make announcements to users in station areas.

The frequency response of the system shall be from 200 to 12,000 Hz ±3 dB, and 300 to 8000
Hz at the Depot area rent from the GPS reference.

Radio System

The radio system is to provide wireless unmodulated voices and communication files which
will support the operational and other works on station and depot. Preservation of the data of
the wireless system should be provided between the following parties

(i) Traffic Controller (TC) in OCC and the Train Operators (TO)

(ii) Control Superintendent (CS) in OCC and Users on the Trains

(iii) Engineering Controller (EC) and O&M staff carrying hand-portable radio sets at the
trackside;

(iv) Depot Controller (DC) and the TOs when the Trains are within the Depot areas

(v) DC and staff equipped with hand portable radio sets in the Depot areas for Depot security
purpose; and

(vi) Between Operation and Maintenance (O&M) staff issued with hand portable radio sets at
stations, trackside and Depot areas.

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 Figure 4.45 Digital Train radio (TETRA) communication

Figure 4.46 LED based Public Address boards

The maximum interruption for required service bit rates due to link node or any type of
failure shall be less than 50 milliseconds. Redundant single mode optical fibre cables between
Communications Equipment Rooms (CER) at each Station, and on-line equipment rooms and
the OCC The Clock System provide synchronized time for the Rail system. The time source
shall be the GPS. The telephone system shall be provided to the staff working on Rail system
PAS shall allow the operators at Stations and OCC to make announcement to the Users while
they are in the Station areas. In each substation, OCC, station and Depot local area network
shall be built for local data applications. Passenger Information System (PIS) shall be
provided in such a way that operator‘s send audio visual messages to users when they are in
station with a cost comfort and easy-to-use features.

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4.3.6 Choosing by Advantage
Choosing by Advantage (CBA) is a decision-making strategy that supports sound decision by
making comparisons among advantages of the alternatives. CBA is the process which
involves integrating multiple stakeholders‘ perspectives in making transparent tradeoffs
between advantages of the alternatives. The client prepares ‗Strategic Brief‘ for the
alternatives.

4.3.6.1 Strategic Brief of Noise Barrier

4.3.6.1.1 Vision
In order to reduce noise pollution due to Metro rail operation in the densely populated areas
of Surat populated areas covering major Residential, Commercial & Industrial zones, Gujarat
Metro Rail Corporation has planned to propose noise absorbing barrier on the parapet wall or
replacing parapet wall with the noise barrier making Surat city noise pollution free due to
infrastructure projects. It should set an example by using the latest technological
advancements for other upcoming Metro projects in India.

4.3.6.1.2 Mission
Gujarat Metro Rail Corporation has a mission to eliminate noise pollution due to Metro rail
project operation in elevated corridor as the project is for benefits of citizens.

4.3.6.1.3 Objectives
It has been planned to propose noise barrier for elevated corridor in those areas where there is
already noise pollution above the prescribed limits as metro trains over tracks would multiply
the pollution. Installation of Noise Barrier should comply with all the Indian standards related
to noise pollution.

4.3.6.1.4 Project Information

Surat Metro Phase 1 is divided into two corridors. The details of elevated corridors length are
shown in the table below.

Table 4.66 Proposed length of Noise barrier for Surat Metro Phase-1

Route Description of Elevated Proposed Length

corridor (km) (km)
Corridor Sardhana to Dream 8.67 Roopali canal road to Sarsana 6.4
1 city convention centre
Corridor Bhesan to Saroli 18.74 Palanpur to Bhavani 13.6
2 Industrial estate

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According to the noise pollution levels in the city, noise barrier installation has been
proposed for 20 km.

4.3.6.1.5 General requirements

 Noise barrier should be minimum 2 meters in height and framed in the galvanized
steel frames.
 It would be provided on segments or on parapet wall which would be approx. 10
meters above ground level.
 Hand rails should be provided on the top of the barrier at walkway.
 Noise barrier should be Polycarbonate or composite of polycarbonate/acrylic &
metallic type with 6 mm/8 mm thickness having maximum noise absorption.
 The panel width provided should be around 1-1.2 meters.
 The shape of barrier should be flat or curved with creative appeal.
 Coloring sheets can be also used which can denote vibrancy & this allows it to fit in
perfectly with its surroundings.
 It should be transparent so that the train is visible to public while in operation.
 It should be light weight so that it can be easily installed.
 There should be no such traffic hindrances during installation.
 The joints between panels should be sealed proper to prevent any transmission losses.
 Natural light should be transmitted to the sheets so that it does not darken enclosures.
 The sheets in noise barrier should be made with maintenance free materials with a
plain surface that does not allow dirt particles to settle on its smooth surface. If
required the surface should be easy to clean.
 Polycarbonate/metallic sheets of superior quality should be procured locally if
available.
4.3.6.1.6 Design requirements

 Structure of polycarbonate/metallic material should be designed as per wind pressure

considering average wind speed of 5.1km/hr. & as Surat city falls in earthquake zone
3, it should also be taken in account for design.
 It should have service life of minimum 25 years.
 Structure of polycarbonate/metallic material should be designed as per wind pressure
considering average wind speed of 5.1km/hr.

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4.3.6.1.7 Monitoring Schedule
The installed noise barrier should be monitored twice in year & report to any issues of
maintenance.

4.3.6.2 Strategic Brief of Escalators

4.3.6.2.1 Vision
Gujarat Metro Rail Corporation Limited has a vision to provide modern design escalator
which can ensure smooth, efficient and safe flow of people traveling within Metro Stations.

4.3.6.2.2 Mission
It has been planned to install two escalators at each station for easy moving of upward
direction. It is constructed for operating demand operational requirements in underground &
elevated stations. It should be designed in such a way that due to magnetic provision of
escalator floor, disabled people wheel chairs won‘t slip.

4.3.6.2.3 Project Information

Surat Metro Phase 1 is divided into two corridors. As the escalators would be provided at
stations. The details of stations are shown in the table below.

Table 4.67 Proposed number of escalators for Surat Metro Phase 1

S. no. Description of Elevated Underground No of escalators required

corridor
Corridor 1 Sardhana to Dream 14 6 40
city
Corridor 2 Bhesan to Saroli 18 - 36
4.3.6.2.4 General Requirements

 There should be two escalators provided at each station (elevated & underground)
which would be only used for climbing upstairs.
 Total of 76 escalators should be provided & escalators would be operated 12-16
hours/day.
 Escalators should be provided with clear tempered safety glass of minimum 10 mm
thickness.
 The outer cladding material should be of stainless steel/Aluminium.
 Stainless steel punched with pattern should be provided in case of frictional
requirement.

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  The balustrade skirt should be provided with brushes to prevent entrapment within the
step distance.
 The skirts should be coated with anti-frictional material.
 Inclination should be provided considering minimum headway of 2.5 meters at each
station.
 The entry and exit zone shall be kept clear of all obstacles
 The pallet should be aluminium based.
 There should be provision of moving arrow showing the side.
 There should be emergency stop button provided.
 There should be provision of audible alarm, if users attempt to walk in wrong
direction
 When the escalator is under light or no load, the power to the motor is reduced,
effectively lowering energy consumption and costs.
 Hand rail guide should be given on the top of balustrade. Under Hand rail, LED
lighting should be provided for aesthetic performance of escalators/moving walks or
lighting can be also provided integrated in skirt band.
 Its installation should be completed before the installation of floor slab, ceiling, roofs
and any other overhead obstructions.
 Speed should be in range so that there is no inconvenience to users and cater to the
maximum transportation capacity.
 Moving walk should be provided at upper & lower landing.
 The escalator provided should be easy to maintain.
 The escalators should be energy efficient
4.3.6.2.5 Design Requirements

 The height of Balustrade should be minimum 1.1 meters considering the safety of
metro users.
 The design should be according to code compliance of safety standards.
 The design should be dust free and fire resistant.
 The area required for installation should be around 90-110 sq.mt.
 The height of the escalators should be minimum 8 meters.
 It should provide greater durability even under with heavy stress.
 It should have service life of 15 years minimum.

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4.3.6.2.6 Monitoring Schedule
The installed escalators should be monitored twice in year & report to any issues of
maintenance.

4.3.6.3 Methodology of CBA

The following steps are followed in CBA to achieve the best alternative out of compared
technologies or materials.

4.3.6.3.1 Identifying Alternatives

The first step is to identify alternatives for which decision making is required. For Surat
Metro Rail Project, identification of alternatives was done for Noise Barrier & Escalator
which is shown in below figure:

Noise Escalator
Barrier
material technology
Polycarbonate
Escalators with
sheet Noise
steps
Barrier

Metallic Noise Inclined Moving

Barrier walk type

Figure 4.47 Identifying Alternatives for Noise Barrier & Escalators

4.3.6.3.2 Define Factors

After deciding the alternatives, different factors pertaining to stakeholders are defined by
Client, Designer & Contractor individually. After each stakeholder defines the factors, Client,
Designer & Contractor collaborative decide the list of final factors for the alternatives. The
factors defined by each stakeholder for Noise Barrier and Escalators are shown in the table
below

Table 4.68 Color coding for overlapping factors of stakeholders

Color Legend
Common factors among all stakeholders
Common factors among any two stakeholders

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 Table 4.69 Factors for Noise Barrier by different stakeholders

Client Designer Contractor

Weight Weight Weight
Ease of Maintenance Ease of Maintenance Ease of Maintenance
Light Transmission Light Transmission Light Transmission
Economical Economical Economical
Fire Resistance Fire Resistant Fire Resistant
Thickness Thickness Thickness
Weather resistance Weather Resistance Weather Resistance
Durability Sound Insulation Durability
Guarantee Guarantee
Ease of installation Strength Ease of installation
Aesthetic appeal Sound proofing Sound proofing
Noise Reduction Noise Reduction Type of Wall
Wind Resistant Wind Resistant
Frequency of Maintenance
Locally Procured
Service Life

Table 4.70 Factors for escalators by different stakeholders

Client Designer Contractor

Transportation Capacity Transportation Capacity Transportation Capacity
Duty life Duty life Duty life
Service Life Service Life Service Life
Transportation Speed Transportation Speed Transportation Speed
Energy Efficiency Energy Efficiency Energy Efficiency
Area required for installation Area required for Area required for
installation installation
Economical Economical Economical
Safety Provision Operational Environment Operational Environment
Comfort Carbon footprints Comfort
Lesser Maintenance Height Lesser Maintenance
Frictional requirement Angle of inclination Angle of inclination
Ease of Installation Power Consumption Power Consumption
Locally procured Step Rise Step Rise
Width of going Width of going
Safety tempered glass thickness Safety tempered glass
thickness
Wheel chair accessibility Length
4.3.6.3.3 Define Must & Want Factors
Client, Designer & Contractor in collaboration decide the Must & Want factors and all the
factors are approved by Client by discussion of importance of each factor. The following are
the Must & Want factors in accordance to approval of the client.

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 Table 4.71 Must & Want Factors for Noise Barrier
S. No. Factors
1 Sound Proofing (STC)
2 Guarantee (in years)
3 Thickness (in mm)
4 Fire Resistance (Class)
5 Service Life (in years)
6 Weight (in kg/Sq.mt)
7 Light Transmission (%)
8 Strength (in N/sq. mts)
9 Weather Resistance
(Yellowness Index)
10 Wind Resistant (Maximum
deflection in mm)
(Self Analysis, 2018)
Table 4.72 Must & Want Factors for Escalators
S. No. Factors
1 Service Life (in years)
2 Transportation capacity (in
persons/hour)
3 Duty Life (in hours/day)
4 Energy Efficiency (in %)
5 Maximum length (in mts)
6 Wheel chair accessibility
7 Power consumption (in
Kwh)
8 Area required (in sq. mts)
9 Width of going (in mm)
10 Transportation speed (in
m/sec)
Definition of the finalized factors
Must Factors
Amount of sound that is allowed to transmit through
the barrier based on STC rating.
Guarantee from the manufacturer over the efficient
life of the barrier.
The thickness of noise insulating material which is
used.
Resistance to spread of fire from inside of noise
barrier to outside.
The useful life of the material of the Noise Barrier as
given by the manufacturer.
Want Factors
The weight of the material per square meter length.
Percentage of light that is allowed to pass through
the noise barrier.
Tensile strength of the barrier.
Resistance to corrosion, moisture, water and climatic
changes.
Should be able to resist wind load.
Definition of the finalized factors
Must Factors
The useful life of type of escalator technology given
by manufacturer.
The maximum capacity of persons can travel
through escalators in one hour.
The daily usage of the escalator during the time of
metro operation.
During the operation, consumption of less energy
leading to energy efficiency.
The maximum length of escalators which is
available to design the escalator.
Wheel chair accessibility on the escalator for
disabled persons.
The lower electricity consumption during the
operation of escalators.
The area required in sq. mts for installation of
escalators.
Want Factors
The width of going of the escalator is kept such that
minimum two persons are able to stand.
The transportation speed depends upon the traffic at
metro station. Higher speed is kept, where there is
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S. No. Factors Definition of the finalized factors
higher traffic.
11 CO2 foot print (in Kg/year) The pollution emitted due to Carbon dioxide during
operation of the escalator.
12 Step Rise (in mm) The step rise is kept in accordance to comfort level
of travellers.
13 Angle of inclination (in The angle of inclination is adjusted based on the
degree) headway and area available for installation.
14 Height (in mts) The height for escalators depends on the level of
station from ground level.
(Self Analysis, 2018)

4.3.6.3.4 Summarize the attributes of each alternatives

Each attributes of the finalized factors are summarized by the stakeholders giving value to
each factor.

4.3.6.3.5 Decide the advantages

Least preferred attribute is identified and advantage of each alternative is decided based on
the minimum requirements as per standards or from client‘s requirements.

4.3.6.3.6 Decide the importance of each advantages

The rating scale for giving importance to each advantage is kept 1-100. The importance is
given based on the value of importance of factor and if the attribute is not complying with the
requirement then zero is given as an advantage score to that factor.

4.3.6.3.7 Final Analysis on selection of alternative

After the importance score is given to each factor, all the importance score given for the
alternative is added which gives Importance of each Advantage (IoFA) which is compared to
the cost and final decision is taken.

4.3.6.4 Standards followed for Noise Barrier & Escalators

The following table shows the standards which are followed deciding the minimum
requirements criteria for the factors for Noise Barrier and Escalators.

Table 4.73 Code & standards followed for Noise Barrier Design

Codes & Standards

ISO 3095 Railway Applications - Acoustics
EN 1793-2 Acoustic Isolation
EN 1794-2 Fire Test
ASTM D 1925 Yellowing Index
BS 476 Fire Spread of Frame
IS 875 Part III Wind Load

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(Self Analysis, 2018)

Table 4.74 Codes & Standards followed for escalators design

Codes & Standards

ASME-17.1 Safety code for elevators and escalators
NBC 2005 Installation of Escalators
BS EN 115-1 Safety of Escalators and moving walk
DIN 51130 Anti-slip material for escalators
(Self Analysis, 2018)

4.3.6.5 Conclusion
After giving importance to each factor, it was added and final Importance of each Advantage
(IoFA) is calculated and compared with the cost of the alternative. For Noise Barrier,
polycarbonate sheet has 202 score more than metallic sheet. Based on higher IoFA score,
considering the cost per sq. mts, Polycarbonate sheet was chosen as the suitable alternative
for Noise Barrier material. For Escalator, Inclined moving walk has 170 score more than
escalators with steps. Based on the higher IoFA score, consider the cost per unit, Inclined
moving walk was chosen as suitable alternative for escalators. Thus, CBA is helpful in
separating the value of alternatives from cost alternatives, making it easy to tradeoff between
the alternatives involving decisions of each stakeholders.

4.3.7 Target Value Design

Target Value Design is a methodology by which the design can be done keeping in mind the
target cost of a system. It is a Cumulative Participatory Design Process involving Owners,
Designers and Contractors (suppliers) etc. placed at one place to propose and prepare a
design that is of the best worth of given decided cost value without compromising on the
design. The Target Cost can be achieved with ease and relative simplicity

This is a very helpful mechanism that can get rid of many ambiguities prevalent in the
construction industry. There are some concepts that need to be understood first, these are
defined below.

 Market Cost – it is the cost of executing the work at pre-existing cost and design.
This cost derived by taking average of the final cost of similar works.
 Target Cost – It is the cost set by the Client after checking the Market Cost of the
work. Generally, a certain calculated percentage is deducted from the Market Cost to
arrive at Target Cost.

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  Allowable Cost – This is the minimum cost that can be allowed which keeps the
quality of the work intact. This is determined by deducting a certain percentage from
the Market Cost. This is always less than Target Cost.
Various objectives of Target Value Design strategy are as follows:

 To provide maximum value addition based on the Client‘s need keeping Target value
as constraint. Assessments are made on what is Value for Client, Contractor, Designer
by thorough refining and revealing of each other‘s perspective.
 To plan, design and approve collaborate based on inputs given by all stakeholders.
How to achieve that value are done by rigorous discussions.
 To make maximize utilization of the resources keeping least wastage at priority.
 To evaluate design whether you achieve targets against the budget to keep best worth
of design.
The purpose of this exercise is to show the changes that can be made to the designing
process if the Client, Designers and Contractors all sit together from the Inception phase.

Designing of Ticketing Counter has been chosen for the Target Value Design exercise. With
this strategy, the pre-defined objectives will be showcased by the medium of this report. It
involves various processes and stages as described below in detail.

4.3.7.1 Designing Process for D1

In the first process, the contractor, client and designers all sit separately and the information
is passed only via official channels. The different parties join the process at different times.
Initially, the client prepared Strategic Brief for the project and shared it to the designers. The
designers designed on the basis of Strategic Brief to their best abilities and created a Project
Brief for the contractor to follow. The contractor, with the help of BIM modeler, made the 3D
model of design and determined the quantities. Then, the contractor calculated the cost of
Project. The design Model and Total Cost of Project is, then, submitted to client. This cost
was assigned as the Final Cost for D1.

The following process of working adopted while working has been described as

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 Figure 4.48: The Design Process Cycle of D1 Model

The various documents that are made and passed on in the first phase are discussed in the
below sections:

Table 4.75:List of documents and their respective

S. No. Document Name Given By Given To

1. Strategic Brief Client Designer
2. Project Brief Designer Contractor
3. Cost Sheet Contractor Client

4.3.7.2 Strategic Brief

The Strategic Brief is the Statement of client‘s needs. It determines the client‘s possible
requirements and expectation from the design and how he perceives his notion of the project.
The Strategic brief shall be specific, clear and concise to deliver the critical and crucial
information to the designers and it prepares the basis and foundation for the rest of the
project. It helps the designers to understand the clients‘ perspective and act as a guideline.

The Strategic Brief given by the Client for the Ticket counter is given below:

Project Objective

 The objective of the Ticketing Counter is to provide easy and quick access to the
passengers for purchase of tickets.
 The Ticketing Counter would also serve as an Information Booth, for people looking
for any enquiries.
General Requirements

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  The counter should be located out of the mainstream traffic flow
 Ticket counters should be easily accessible to passengers purchasing tickets
 Ticketing area shall be well defined spatially and conveniently.
 Windows shall be located centrally for travelers‘ convenience
 Booths shall be air conditioned by central ducting system
 Booths are to be grouped together in continuous arrays in proximity to the entry gates
 Induction loops are to be provided for passengers with hearing impairment.
 Tactile guide paths are to be provided to lead the visually impaired vision from
designated entrance to the ticket office.
 The placing of Ticketing Counters should be such that the distance travelled from
entrance to counter is minimum for wheelchair-based people.
Technical Requirements

As per Client‘s requirements, main focus lays on Lighting, Signage, Capacity of the Ticket
Counter. The following elements are discussed in detail, as needed by client, are mentioned
below:

Lighting

 Additional lighting is required at ticketing booths

 Lighting shall comply with applicable codes and standards
 Colour improved fluorescent lamps shall be used
 Minimum lighting requirements for Ticket Counters –
o Em = illuminance levels in lux that must be maintained through the life of the
luminaire = 100
o UGRl = Unified Glare Rating which rates maximum level of visual discomfort
acceptable directly from the luminaire = 19
o Ra = Colour Rendering Index rating the minimum level of colour quality
adherence to the original actual colour (Max 100) = 80
o Illumination level (in lux) = 300
Signage

 Fixed Identification sign saying ‗Ticketing Windows‘ should be provided at the top of
the counters.

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  Electronic Ticketing Display should be installed which will show the booking status
and other details for the Passenger.
Capacity

 No. of windows, as based on design hourly peak capacity, should be taken between 3-
6.
 Provide a queuing area with ample space for queuing with luggage.
 Partitions between Passenger-Booking Clerks shall be of safety glass with an opening
for intercommunication at heights as per the code requirements for both regular and
handicap accessible heights.
 Each group of booths should be at a suitable height for easy access by wheelchair
users.
The Strategic Brief is shared to the designer which marks the basis on which the designers
prepare project brief, design and its supporting drawings.

4.3.7.3 Project Brief by Designers

Project brief is the document for defining the finalized client‘s requirements. The project
brief decides the concrete basis which marks the starting point on which the design project is
initialized. It describes the Client‘s objectives, Designer‘s vision, project and its related
spatial and technical requirement in a clear and descriptive manner.

The Project Brief given by the designer for the Ticket counter is given below:

Design Objective

 The objective of the Ticketing Counter design is to provide sufficient and comfortable
working space to the Ticketing Counter staff and shall cater to the visitors with different
needs as well as capacities without hindering the traffic flow of the passengers.
 The design shall appeal to the visitors, be easily approachable and recognizable.
 The design shall be equipped with the various technological, electrical and mechanical
fittings needed as per client needs and codes.
 The choice of the material, finishes and fittings shall be pertaining to lesser maintenance
and more wear and tear.
 The façade shall be designed to fit for various purposes- Information booth, Ticket
Collection, Aesthetics, Advertisements, Signages, Visual permeability and fixing
Electronic Chart Display Screen.

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Design Requirements

Space Requirements

 The location of the ticketing counter shall be in proximity to the entry gates keeping
minimum distance travelled by the passengers and more vision to the mass without
hindering their flow to reach platforms.
 Its area closure shall follow the structural grid of the Complex and the space shall be
bound by only non-load bearing masonry partition walls.
 The space around the ticketing counter has been decided to provide ample queuing space
for visitors according to designed hourly peak capacity for the station without hindering
the mainstream traffic flow of the passengers.
 The 6 m ample space for the queuing area along with luggage (keeping maximum 12
persons in a queue at a time) other than circulation has been kept outside the ticketing
counter.
 The allocation of the number of windows shall be decided based on maximum hourly
peak flow of passengers and their number has been decided as three.
 Internally, the overall carpet area of 3.6 m * 2.7 m has been provided with ample working
space of 1.2 *1.8 m for each staff along with sufficient circulation area.
 The storage spaces are kept under the counters acting as supports to the counters. The
Steel chrome plated drawers (two in no.) shall be provided at equidistant supports.
 The counter heights for the staff has been kept as +.85 m Level and for the Passengers
+1m Level.
 One window is separately allocated for the persons with special needs. Their counter
height has been lowered at +.85m Level to match staff ‗s counter level.
 The clear height of the room from Finish Floor Level to Slab Soffit is taken as 3m while
the false ceiling has been proposed at 2.55 m height.
Finishes

 The façade shall have transparent partitions between Passenger-Booking Clerks fitting
under Stainless steel box sections of 75 * 75 mm. The glass shall be 12mm thick
Toughened safety glass with 300 mm wide semicircular openings for ticket collection at
+.85 m Level. (Persons with Special needs) and at +1m Level. from finish floor level as
per the codes with the anti-glare film. For the intercommunication, the 150 mm wide
circular cutting in the glass shall be provided at +1.5m Level.
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 The door opening of .9 m* 2.1m wide opening with MS door frame and wooden panel
with Grey Metallic Paint finish. The door design shall have square glass fitted at Eye
level i.e. +1.5 m Level to allow visibility from outside to inside.
 Plaster-The Plaster of 1:6 mix ratio shall be provided all over inside and outside the
structure with a thick of 12 mm while for the flooring the screed thickness shall be
increased to 15 mm.
 Paint-Apex Paint shall be applied for exterior and white distemper for interior.
 False Ceiling-The 18 mm thick Acoustic Gypsum False ceiling panels of size 600 * 600
mm shall hang from the ceiling at +2.55m Level. height from F.F.L based on suspended
ceiling system having medium range sound absorbing and fire resistance properties.
 Flooring-The flooring shall be Anti-Skid Ceramic tile of size 600 *600* 25 mm. It shall
be of lighter earthy shades.
 The Counters shall be provided with 8 mm thick white Corian Sheet over the plaster.
Structural Requirements

 The Column size 230 * 450 mm shall be provided at each end (four in number)
coinciding with the 230 mm thick masonry wall.
 The Beam size of 300 * 450 mm shall be taken running end to end on Column
supports.
 The 75 mm thick R.C.C bands (three in number) shall be provided at counter levels
(two in numbers) while other one is provided at lintel level as mentioned in drawing.
 The Grade of Concrete shall be taken as M 25.
Electrical Fittings Requirements

1. Lighting-

 Well distributed four number of lights-5 inches LED Ceiling Lights mounted on the
false ceiling at each corner for better distribution of light with sufficient luminance of
9 watt and illumination level of 300 lux. Also, light shall be with or more IP level 45.
 The Additional lighting is required at ticketing booths and is provided with two
numbers of 1200mm Strip Tube lights at the soffit of lintel.
2. Electrical Fittings and appliances

 The Room has been provided with 1.2 m ϕ ceiling fan as the weather in Surat is
usually hot and dry.

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  The Client demanded of having air conditioning by Central Ducting System but it is
very costly and ineffective to cool such a small space with central ducting system.
Hence, the provision for one Wall Mounted Split AC unit shall prove to be more
effective.
 The Induction loops systems, Desktop Computer Systems with Printer, Mike and
Speakers shall be provided in a complete set of three.
 Electronic Ticketing Display should be installed which will show the booking status
and other details for the Passenger and will be placed nearby and above the glass
window
 The provision of Power switches (1 No.) and Switch Boards (2 No. of 5 Amp. and 3
no. of 15 Amp) catering to the number of systems and electrical fittings have been
provided and indicated in the drawing.
 LED Flatron T.V shall be provided at the back wall for the information display
regarding Metro Routes and their Arrivals and Departures. Another unit shall be
provided above the Lintel for providing the information to the Passengers.
Signages

 Fixed Identification sign saying ‗Ticketing Windows‘ should be provided at the top of
the counters on the wall provided above the glass window showing the signs for
disables and other information.
 The sticker signages (sizes as per code) shall be provided on Front façade above the
Eye level (>1.5m Level.) and shall be clearly visible.
Along with the project brief, a set of drawings are prepared and shared to the contractor.
Hence, the set of details explaining designer‘s design is shared in the next section.

4.3.7.4 Design Drawings

The Floor Plan, Reflected Ceiling Plan and Section through the main façade wall are
prepared which and are as follows:

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 Figure 4.49: Floor Plan of Ticket Counter

Figure 4.50: Section through Ticket counters explaining Facade details

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 Figure 4.51: Reflected Ceiling Plan explaining electrical fittings

Once the drawings are prepared, they are shared to the Contractor and BIM Modeler along
with Project Brief. The Contractor is expected to calculate quantities of the works and based
on the prevailing Schedule of Rates, the Total Cost of Work is determined.

4.3.7.5 3D Model
After the drawings are sent to Contractor, BIM Modeler prepares 3-D Model which helps the
designer, Client and Contractor to have a proper visualization of the proposed design. It helps
contractor to calculate the quantities of the work and to derive Total cost of the work.

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 Figure 4.52 Internal View showing Finishes, Structural details & fittings

The internal finishes are taken to be of light earthy shades and are of less maintenance.

Figure 4.53: View showing External Facade

Continuous glass window facade and screen for Train route information are facade features.

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 Figure 4.54: Internal Sectional View showing finishes

The change in the height for counter for the person with special needs and the facade details
are kept to be transparent with provision of intercommunication between staff and customer.

Figure 4.55: Ceiling Detail showing Acoustical F.C. Panel and Electrical fittings

The false ceiling is proposed to hide other mechanical services and lighting fixtures and fan
are arranged accordingly with respect to false ceiling. False ceiling panels of size 600* 600
are taken into design.

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4.3.7.6 Cost of the work (C1) by Contractor
As per the prevailing Schedule of Rates, for each quantity of works decided by Designer and
approved by Client the final cost for the model D1 is determined as follows:

Table 4.76:Cost details for D1

Total Cost (INR) 3,81,599

Contractors profit at 10% (INR) 38,160
Final Cost (C1) (INR) 4,19,759
Target Cost (10% lesser of Final Cost) (INR) 3,77,783
Refer Annexure 11 for detailed Cost sheet- C1 for model D1 by Contractor.

4.3.7.7 Conclusion
Final Cost of D1 came out to be INR 4,19,759. This was then treated as the Market Cost and
a Target Cost was derived by deducting 10% from it. This decision was taken by the client.
This is shared with all stakeholders. The next step was to make design changes to reach the
Target Value based on qualitative as well as quantitative changes in the model. All the
stakeholders-Client, Designer and Contractor are co-located at one place. It involves rigorous
discussions and feedbacks given them altogether. This is all discussed in next section.

4.3.7.8 Design Process for D2

As discussed earlier, Target Cost and Allowable Cost were determined. Now, in this process,
the client, contractor and designers were together in the process of designing. All parties were
in the loop from the inception of the Project. As the strategy has been changed from working
individually at different places in separate rooms to working collaboratively in large pairs
face-to-face, this has reduced delays, revisions, coordination related issues.

Rather than what one is capable of producing, we aimed at what is needed to provide value
addition by keeping budget targets in mind.

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 Figure 4.56 The Design Process Cycle of D2 Model

Co-location of team members and Co- designing sessions are new addition to the process
which helped in redesigning based on detailed design rather than

Some design changes were suggested and all the changes were debated and then approved in
their final form. Client again prepared the Strategic Brief and the designers prepared the
Project Brief. Contractor and BIM modeler then calculated the quantities and cost of the
project. The documents are all discussed in the coming sections.

4.3.7.9 Strategic Brief-D2

Here, all the design changes, alternatives and new value additions are proposed, debated and
approved all together by Client, Designer and Contractor. The client lists down the approved
changes in the Strategic Brief as mentioned below:

These are:

Door Specifications

 Change Door Frame to Metallic Frame.

 Change Door panel to Wooden Panel.
 Change Door Finish.

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Plaster

 Leave the Beams, Column and Soffit unplastered.

 Walls should be plastered and painted.
Side Opening in Wall

 Provide windows on both walls.

 Window glass and frame same as door.
Counter

 Replace RCC band with wooden band for counter.

Front Façade

 Replace wall below beam with gypsum board.

 Change the design of glass barrier and counters.
Change of Grade

 Change the grade of concrete mix.

Value Addition

 Removal of unnecessary elements adds economic benefits

 Change in front façade adds efficiency and aesthetic
This document is then shared with the Designer for detailed specifications for every
change required.

4.3.7.10 Project Brief –D2

After the strategic brief reaches Designer, the designers decide the specific solutions to
achieve those changes and are summarized below in response to Strategic Brief:

Side Opening in Wall - They are provided to add more visual connection of the staff with
the surroundings.

Provision of two window openings (size 900 * 1000 mm) are placed symmetrically on left
and right-side walls with lintel at 2100 mm Level.

 Window specification –
 Provide windows on right and left side wall i.e., wall opposite to the one with
the door and on the one with the door.

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  Window Glass – 12 mm thick Glass
 Window Frame & Panel – Metallic Frame & Wooden Frame.
Paint & False ceiling

 Change of Paint to Satin Touchwood on door

 Reduce thickness of False ceiling Acoustic panel.
Wooden Band for Counter instead of RCC

 Replace RCC Bands for Counters with 40 mm thick block board Wooden Band.
Front Façade

 Put 12 mm thick gypsum board replacing masonry wall above lintel.

Glass Changes for Front Façade

 Removed Cut Glass panels and replaced them with Rectangular Glass slab of 12mm
thick toughened of height 600mm having 200mm gap above and below it.
Concrete Mix Change

 Changed the Grade of Concrete from M25 to M20.

This document is then shared with the Contractors to determine if the target cost is achieved
or not.

4.3.7.11 3D Model
All the design changes are incorporated in the previous model. Changed quantities of work
are determined. Also, designers could foresee the changes and determine if they are feasible
as design product. The quality of the product is never compromised but the value addition
shall be there.

Following models are given below:

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 Figure 4.57: Interior view of the Ticket counter

Windows are key elements to building envelope. The interior models having more openings
increase energy efficiency (light intake increase). Transparency inhibits openness and visual
connect with the surrounding. The door paint is changed to Satin Touchwood to reduce cost
keeping the textural quality same.

Figure 4.58: Addition of windows for more visual connections with the Surrounding; View showing change in Door
Specification, Paint finish & addition of Windows

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 Figure 4.59: Exterior View

The Façade wall has been replaced with rectangular 12 mm thick Glass slab (without any
cuts). The extra cost related to circular cutting of glass has been reduced. More openings on
sides reduce opacity of the structure and increase visual connection. The structural elements
are left unplastered to highlight edges which in turn improves aesthetic quality of the model.

Figure 4.60: Sectional detail through counter (Front wall)

The R.C.C counter is replaced by 40 mm thick block board Wooden Band reducing cost.

Figure 4.61: Sectional detail through beam and lintel (Front wall)

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The wall between lintel and beam on front wall is replaced by Gypsum board wall reducing
the masonry quantities along the length of the front façade.

4.3.7.12 Cost of the work (C2) by Contractor

For change of every quantity of works and addition of new works decided by Designer and
approved by Client, the final cost for the model D2 is determined as follows:

Table 4.77: Cost details for D2

Total Cost (INR) 3,72,282
Contractors profit at 10% (INR) 37,228
Final Cost (C2) (INR) 4,09,511
Refer Annexure 12 for detailed Cost sheet-C2 for model D2 by Contractor.

4.3.7.13 Conclusion
Final Cost of D2 came out to be Rs. 4, 09,511. This was more than the Target Cost. Thus, a
decision was taken by the client to go for some more changes to reach the Target Value. The
change in strategy was observed. This is all discussed in next section.

4.3.7.14 Design Process for D3

This process is similar to the previous process. To reach the target value, some specifications
were decided by sitting together. The ‗Must Criteria‘ are not considered for any changes
further. The main focus laid on finding out those factors whose specification change can
reduce cost considerably without any change in the value of the model.

To keep the formal documentation, client prepared Strategic Brief detailing changes he
wanted, and Designers and Contractor prepared their respective Project Brief. Contractor and
BIM modeler calculated quantities and cost of the work.

4.3.7.15 Strategic Brief

All the design changes, alternatives and new value additions are proposed, debated and
approved all together by Client, Designer and Contractor. The client lists down the approved
changes in the Strategic Brief as mentioned below:

False Ceiling

 Reduce thickness of the false ceiling

 Change the material of false ceiling

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Floor

 Reduce thickness of ceramic tile

File Cabinet

 Change the material of file cabinets

Television

 Reduce dimensions of both the LED TVs.

 The manufacturing company can be changed as well.
Value Addition

 Removal of unnecessary elements adds economic benefits

4.3.7.16 Project Brief by Designers

Again, after the strategic brief reaches Designer, the designers decide the specific solutions to
achieve those changes and are summarized below in response to Strategic Brief:

Following changes are:

False Ceiling

• The thickness is reduced to 12mm and material is changed to Vinyl Laminated

Gypsum False Ceiling tile.

Floor

• The thickness of ceramic tile is reduced to 18mm.

File Cabinet

• The material is changed from Steel Chrome plated to Oak wood.

Television

• The dimension of both displays is reduced from 32 inches to 24 inches.

4.3.7.17 3D Model
The 3D model gives out the final details from the changes proposed.

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 Figure 4.62: Sectional interior view of D3

The thickness of Ceramic tile floor finish is reduced to 18 mm and Acoustic tile to 12 mm
and changed material to Vinyl Laminated Gypsum False Ceiling tile.

Figure 4.63: Transverse Section through Ticket Booth

The size of the display screens is reduced from 32 inches to 24 inches keeping viewing
standards in mind.

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 Figure 4.64: Sectional detail through counter showing cabinet

The cabinet material is changed from Steel Chrome Plated to Oakwood finish reducing the
cost by considerable amount.

4.3.7.18 Cost of the work (C3) by Contractor

Every change decided by the duo (Designer- Contractor) and approved by Client is accounted
in the cost sheet, the final cost for the model D3 is determined as follows:

Table 4.78: Cost details for D3

Total Cost (INR) 3,35,874

Contractors profit at 10% (INR) 33,587
Final Cost (C3) (INR) 3,69,461
Refer Annexure 13 for detailed Cost sheet-C3 for model D3 by Contractor.

4.3.7.19 Conclusion
Final Cost of D3 came out to be Rs.3, 69,461. This is less than the Target Cost but more than
the Allowable Cost. This meant that the exercise was completed as expected. It was
understood that the importance of this methodology is really underappreciated and more
should be done to make this approach mainstream.

The design process from D1-D2-D3 along with respective costs C1-C2-C3 is as follows:

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 Figure 4.65: The Evolution of Design and Cost from starting to end

The Target Cost was aimed to reduce by 10 % i.e. Rs.3, 77,783 and finally, Rs.3, 69,461 is
achieved which is 12% of the C1.

Table 4.79:Cost details for whole project at different stages.

Final Cost (C1) (INR) 4,19,759

Target Cost (10% lesser of Final Cost) (INR) 3,77,783
Final Cost (C2) (INR) 4,09,511
Final Cost (C3) (INR) 3,69,461
From this exercise, we found out:

 We came to achieve what is constructible.

 To design within the prescribed constraints and tried to achieve maximum value of
the product.
 To achieve the client‘s satisfaction and projects the design to deliver client‘s values.
 Reduce wastage and revision
 Improves Planning and Coordination issues.
 Information is shared and enhanced and thought process is elaborated from the
perspective of every stakeholder.
 A product where cost, design, process is integrated.

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4.3.8 Project Compliances
Metro projects require various compliances at different stages starting from its Inception till
its Operations. Various bodies at Central Government, State Government and local level
bodies are involved at various stages which are as follows:

Metro Project

Operation and
Inception Phase Development Phase Execution Phase
Maintenance

Safety Certification
Proposal for Metro Land Procurement Felling of Trees & Technical
Clearance

Approval from
Railways Approval
Chief Fire Officer

National Monument
Consent to Operate
Authority

Airport Authority Muck Disposal

Environmental
Tree Authority
Clearance

Traffic and
Co-ordination

Labour
Employment

Disposal of
Hazardous Wastes

Power Distribution

Water Supply

Figure 4.66 Different legal compliances at different stages

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4.3.8.1 Project Approval
The process for approval of a metro project starts from the respective state government. The
state government floats the proposal for the project to the Ministry for Housing and Urban
Affairs at Central Government level. The Public Investment Board is appointed by Finance
Ministry and this is then responsible for appraisal and approval of the project whose cost
exceeds Rs. 500 cr.

The procedure for the approval of the Metro projects as per Metro Policy 2017 is as followed:

• Preparation of Comprehensive Mobility Plan (CMP should not be more than 5

1 Years old)

• Approval from Gujarat Government

2
• Preparation of Alternatives Analysis Report & Approval from Gujarat
3 Government

• Preparation of DPR for Metro

4

• Submission of DPR including Metro Policy checklist

5

• Approval from Gujarat Government

6
• Approval from Central Government and Funding under Metro Rail Policy
7 2017

Figure 4.67: Procedure for Project Approval

Appraisal of DPR

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4.3.8.2 Land Acquisition
Land Acquisition Act, 2013 will have to be adopted for the project where land has to be
acquired for the project for public use. The compensation to the objector will be provided
after collector approves the objection been made.

The proceedings can be done in following ways –

 Negotiation
 By Land Acquisition Act
 By consent/contract
 Land Transfer from Government

Procedure for Land Acquisition of Private Land

1. Surat Municipal Corporation will have to form a Standing Committee which then has
to take a decision over the availability of land and the mode of acquisition.
2. GMRC needs to send an application letter to the District Collector office in which the
area of land to be acquired and three copies of trace maps.
3. GMRC will deposit the requisite cost of land acquisition including the Social Impact
Assessment (SIA) as provided under the provision of Right to Fair compensation and
Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013.
4. The following documents needs to be attached with the application letter for the land
acquisition -
 Detailed Project Report (DPR) of Surat Metro
 Administrative Approval
 Budgetary Allocation
5. Collector transfers the application of land acquisition by GMRC to Revenue
Department, New Sachivalay, Sector 10, Gandhinagar.
6. After the Revenue Department processes the application, Land Acquisition Officer
will be appointed to check the land parcels that require the acquisition. The officer
will also be responsible for identifying the affected people.
7. After approval, affected people will have to be compensated adequately and according
to the Land Acquisition Act 2013.
8. After settling and agreeing with all the parties, possession will be taken by the
government who will then utilize it for Metro. The whole procedure should be
completed in 1 year.

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 Table 4.80 Details of approval for Land Procurement

Approval for Land procurement

Name of Responsible District Collector,
Authority Jilla Seva Sadan -2,
B- Block, 5th Floor
Athwalines, Surat
Documents to be Detailed project Report
submitted Sanction letter of the project
Estimated cost of the project
Certified copies of land to be acquired
Approximate duration 3-15 Months
in approving
Acts or Laws Land acquisition, Rehabilitation & Resettlement (Gujarat) Rules,2017
The process for acquisition is as follows:

• Submission of Form - I along with documents by requiring body to Collector

1

• Appointment of land acquisition officers(Revenue and Agricultural officers

2 of the district ) by Collector to review

• Fees of Land Acquiring and SIA Report to be deposited by Requiring Body

3

• Collector approval for compulsory acquisition

4

• Compensation to affected people

5

• Possession
6

Figure 4.68: Procedure for land acquisition

4.3.8.3 Approval for Construction within the regulated area of Archaeological

Monuments
The following heritage sites are within 300 meters distance from the alignment: -

1) Surat Castle, Old fort, Chowk road.

2) Surat Municipal Corporation, Mughal Sarai
Table 4.81: Details of approval from Monument Authority

Approval from Monument Authority

Name of Responsible National Monument Authority
Authority Competent Authority-Director of Archaeology

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 Approval from Monument Authority
Government of Gujarat
Gandhinagar 382017,
Gujarat
Documents to be Enclose ownership documents duly attested by an authorized officer
submitted of government.
Geo-coordinates of proposed site through SMARAC app.
Photography showing monuments and existing modern conditions.
Google earth images of area under reference showing monument
and site of construction related activities
Approximate duration
in approving 3 Months
Acts or Laws Ancient Monument and Archaeological Site and Remains Act 2010
The Process for NOC Application is as follows:

NOC online application & processing system (NOAPS)

• Application through Form 1 for the approval for proposed site of construction
1
• Verified/Inspected by Competent Authority (Director of Archaeology
2 Government of Gujarat, Gandhinagar 382017)

• Form 2 filling by Competent Authority level

3

• Application forwarded to The Superintending Archeologist (ASI, Vadodara

4 circle, Puratattva Bhavan, Vadodara)

• Application forwarded to NMA Authority Headquarters (24, Tilak Marg, New

5 Delhi, 110001)

• Final decision available through Competent Authority through Form 4

6 /Application portal

Figure 4.69: Procedure for NOC Approval from NMA.

1) Surat Castle, Old fort, Chowk Road

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 Figure 4.70: In line 2, Kasturba Garden is a station, which is 203.33 meters from Surat Castle

4.3.8.4 Approval for height clearance from Airport Authority

In Line 2, Diamond Research and Mercantile (DREAM) city, Khajod is depot which is 8.6
Km distance from Surat Airport. As it is within 20 km. radius, NOC for height clearance is
required.

Table 4.82: Details of Approval from Airport Authority

Approval from Airport Authority

Name of Responsible Airport Authority of India
Authority
Documents to be Site co-ordinates in WGS 84 and site elevation certificate in meters
submitted AMSL
Site location plan, duly approved by the SUDA
Photo ID
Undertaking 1A on a non-judicial stamp paper of Rs10
Authorization letter from the owner
Approximate duration 6 weeks
in approving
Form Fees Nil
Acts or Laws Provisions of Govt. of India (Ministry of Civil Aviation) dated 30th
Sept 2015 for Safe and Regular Aircraft Operations

The Process for NOC Application is as follows:

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 • Application through NOCAS link ―Apply & Track‖
1
• Submission of documents to Regional Executive
2 Director(AAI Mumbai)

• Scrutiny through General Manager (AAI corporate

headquarters, Rajiv Gandhi Bhavan, Safdarjung Airport,
3 Block-A, New Delhi -110003)

• Issuance of NOC
4

Figure 4.71: Procedure for NOC Approval from AAI

4.3.8.5 Approval from Fire Department

The approval from Fire & Emergency department, Surat Municipal Corporation is a two-
stage process. Before construction of station, the plans should be approved by Fire services to
get information on guidelines and recommendations to be followed for Fire Protection &
safety before the commencement of construction. The second stage is after the construction
and installation of the required Fire Protection and after complete inspection of the Fire
protection system.

Process for obtaining NOC

An application with the approved plans is to be submitted. CD/Pen drive containing photos &
videos of the operative Fire protection system for the station, contract letter for three years
with photo identity for maintenance of the fire protection system. After complete inspection
at the site if all the required Protection system is in place and operative, NOC is issued.

Charges to be paid for NOC

There are no charges for obtaining Fire opinion.

Charges for inspection are based on building height for fresh NOC

Table 4.83 Charges for NOC of Height Clearance

Height Charges (INR)

Up to 30 meters 4,000
31 to 40 meters 8,000
41-50 meters 12,000
51-60 meters 15,000
61-70 meters 25,000

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The charge for renewal of NOC is half of the charges mentioned above. So, for Metro
Station, Rs. 4000 would be the inspection charges and Rs. 2000 for renewal of NOC. The
charge for NOC is Rs. 1000.

Time required for obtaining final Fire NOC

Within 15 days of submission of application along with the charges for Inspection & NOC.

Validity of NOC – One year from the date of issue.

Table 4.84:Details of NOC from Chief Fire Officer

NOC for Fire Safety

Name of Responsible Authority Chief Fire Officer, Surat Municipal Corporation
Mughal Sarai, Surat, Gujarat 395003
Documents to be submitted Application Letter
2 set of plans which includes layout, elevation &
section indicating the design and height of the floors
and total height of the building,
Line drawing of fire protection system in Red colour
Time required for obtaining final Fire 15 days
NOC
Fees INR 5000
Acts or Laws Fire Prevention and Life Safety Measures Act 2013

The Process for NOC Application is as follows:

• Approval of Plans by Fire services to getr

1 Fire Opinion

• Application & Plan submission for NOC

2

• Inspection on site
3

• Issue of NOC from Chief Fire Officer

4

Figure 4.72: Procedure of NOC from Fire Authority

4.3.8.6 Approval for Environmental Clearance

The approval for Environment clearance for Metro projects is done as per Environment
Protection Act, 1986 amended 1991.

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 Table 4.85 Details of Procedure for Environment Clearance

Environment Clearance
Name of Responsible Ministry of Environment Forest and Climate Change,
Authority Jodhpur Bench
Documents to be submitted Form 1A
EIA Report
Approximate duration in 7 months
approving
Form Fee Rs. 15,00,000
Acts or Laws Metro Railway Policy under 12th Year Plan
The Process for NOC Application with timeline is as follows:

• Application to SEAC, MoEF as per EIA Notification 2006

1

• Scoping/prescribing TOR‘s (60 days)

2

• Public consultation with GPCB (45 days)

3

• Appraisal by SEAC based on EIA report (60 days)

4
• Communicating the decision and issue of NOC by SEIAA
5 (45 days)

Figure 4.73: Procedure for NOC from MoEF

4.3.8.7 Permit for Felling of Trees

During construction of Metro, various trees lying on the proposed path needs to be cleared
before construction. The approval from the Directors, Garden Cell, Surat Municipal
Corporation is required and the details for the same are given below:

Table 4.86: Details of Approval for Felling of Trees

Permit for felling of trees

Name of Responsible
Authority
Documents to be submitted
Directors,
Garden Cell, Surat Municipal Corporation
Mughal Sarai, Surat, Gujarat 395003
Application by AGM, Construction
Plans for each area.
Joint Survey of the Tree List.

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 Permit for felling of trees
Fee Compensatory Plantation
 10 Times of the Cut Trees
 Rs. 2200/- Per Cut-Tree Compensation
Replanting
 Rs. 50000/-Per Tree
Approximate duration in 8-11 Months
approving
Act Tree Protection Act, 2005
The Process for Approval are as follows -
• Application forwarded to The Directors (Garden Department,Surat Municipal
Corporation) by AGM(Const.)Surat Metro .The proposed design with Area
1 details are enclosed for survey purpose.

• A Joint survey is done by Metro in presence of contractor, SMC, Surat Metro

2 noting done of each tree details.

• A jointly Surveyed tree list enclosed with an application asking NOC from
3 Environment Cell,SMC to cut the trees

• A letter of NOC is sent from SMC to AGM (Construction), Surat Metro.Hence

4 construction work after felling of trees can be done.

Figure 4.74: Procedure of permit for tree cutting

4.3.8.8 Application for Electricity Connection

The electricity distribution in Surat and Gujarat is done by both government and private
agencies. The process for application of requirement of High Voltage Service is as per
Gujarat Electricity Regulatory Commission, 2011. The following is the requirement of the
electricity for the Surat Metro Project.

Table 4.87 Electricity Requirement for Surat Metro

Element Electricity Requirement

Elevated Station 250 KW
Depot 2000 KW
Rolling Stock 75 KWhr/1000 GTKM
Table 4.88:Details of request approval from DGVPL

Request for Electricity Connection

Name of Responsible Authority Dakshin Gujarat Vij Pvt. Ltd
Documents to be submitted Identity Proof of Applicant
Proof of Ownership
Form Fee INR 10 per KVA & Maximum ceiling limit of INR 25000
Test Report Fee INR 20

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 Request for Electricity Connection
Approximate duration in 120 days
approving
Act Gujarat Electricity Regulatory Commission, 2011
http://www.dgvcl.com/dgvclweb/eodb.php

The process for Application is as follows:

• Online registration of application through IFP with uploading documents

1

• Creation of Service request and payment of charges

2

• Preparation of Technical Feasibility Report and proposal

3

• On approval of competent authority, estimate is issued to applicant

4
• Payment and agreement to be made by applicant (within 30 days from issuance of
5 estimate)

• Execution of Work (if required)

6

• On completion of work, Release Order is issued to applicant

7

• On reciept of Release Order, has to submit Test report (within 60 days)

8

9
• On reciept of Test report, the connection is released (in 7-15 days)

Figure 4.75:Procedure of applying for electricity connection

4.3.8.9 Application for Water Supply Connection

The application and process for water supply is as per Gujarat Water Supply and Sewage
Board Act of 1979.

Table 4.89 Details of request approval from SMC

Water Supply Connection

Name of Responsible Authority Hydraulic Department, Surat Municipal Corporation
Mughal Sarai, Surat, Gujarat 395003

Documents to be submitted Documents supporting water requirement

Small plan of key location of stations
Processing Fee INR 50,000
Approximate duration in approving 60 days
Act Gujarat water supply and sewage board act no. of 1979
The process for Application is as follows –

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 • Applicant applies on IFP portal
1

• Application is forwarded to Field Office

2

• Sr. Manager forwards the application towards Subdivision Deputy Engineer

3

• Physical inspection is conducted and report is submitted

4
• Application is reviewed by Superintending Engineer, then by Chief Engineer and
5 forwarded to Head Office

• Head Office gives final decision for approval

6

Figure 4.76: Procedure for applying for water connection

4.3.8.10 Consent to operate hot mix plant, crushers, batching plants

Before the construction process starts, the approval from Gujarat Pollution Control Board,
Surat is required to hot mix plant, crushers, batching plants. The details are given below:

Table 4.90:Details of approval from GPCB

Consent to Operate hot mix plant, crushers, batching plant

Name of Responsible Authority Regional Officer, Gujarat Pollution Control Board,
338, Belgium Square,
Typical 1st Floor,
Opp. Linear Bus Stand, Ring Road,
Surat
Documents to be submitted  Application Form
 Site Plan
 Layout Plan showing location of all vents, Stacks,
Emission Points
 Analysis Report of Emission
 Details of Air Pollution Control Devices
 Fees
Fee Fees as per Consent Fee Schedule-1 Attached in Annexure

Approximate duration in 45-60 Days

approving

Act Air (Prevention and Control of Pollution) Act 1981

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4.3.8.11 Permission for withdrawal of groundwater for Construction.
Table 4.91:Details for approval from CGWB

Permission for withdrawal of groundwater for construction

Name of Responsible Authority Regional Director of CGWB, Central Ground Water
Board, Swami Narain College Build. Shah Alam Tolnaka,
Ahmedabad - 380 022 (Gujarat)
Documents to be submitted  Site Plan and location map
 Flow Chart showing details of water requirement
and recycled water use at each stage
 Certificate of water availability/non-availability
from government water supplying agency.
 Proposal for rainwater harvesting / artificial
recharge
 Computation of water requirement and Recycle
water
 Comprehensive report on groundwater conditions
in and around 5 km of the areas required if the
industry extracts groundwater 500 m3/day or more.
 Ground water quality report of all existing tube
wells may be done through government approved
lab
 Authorisation Letter from Firm.
 Attach Copy of State Gov. agency Approving
Project Development
Fee INR 1000/-Processing Fee for NOC
Approximate duration in 45-60 Days
approving
Act Air (Prevention and Control of Pollution) Act 1981
The process for approval is follows:

• Applicant Registration (ONLINE)

1

• Fill Registration Form

2
• Select Type for Applying-
3 Industrial/Mining/Infrastructure

• Take Print Out and Submit with Fees and

4 Documents (Hard Copy) within 7 Days

Figure 4.77 Procedure for Approval for Withdrawal of Groundwater

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4.3.8.12 Permission for Muck Disposal
Table 4.92: Details for approval for Muck disposal

Permission for Muck Disposal (15 Metric Tons) *

Name of Responsible
Authority
Documents to be submitted
Collector, Surat, Jilla Seva Sadan -2, B- Block, 5th Floor
Athwalines, Surat, Gujarat 395001
Surat Municipal Corporation
 Application asking for NOC
 Report on Nature of Works to be carried out,
Volume of Muck, Machinery and Labour
proposed to be employed, No of Days.
 Specifications of muck disposal site, distances
 Site Specific Drawings
 Proposed plan for rehabilitating

Fee Nil

Approximate duration in 20 days

approving

4.3.8.13 Consent for Employing Labour Works:

Table 4.93: Details for approval for employing labours.

Permission for Employing Labour/workers

Name of Responsible Assistant labour Commissioner, Department of Labour and
Authority Employment
A-6, Bahumali building, Naanpura, Surat-395001
Documents to be submitted  Every duly filled application form
 A challan receipt showing payment of the fees for
the plan approval layout
Fee No of workers Registration Fees
Up to 50 250
50-100 500
100-300 1000
300-500 2000
>500 2500
Approximate duration in 30 days
approving
Process Application Form Along with Fee (Challan)is Submitted
along
Act The Building and Other Construction Workers (Regulation
of Employment and Conditions of Service) Act,1996

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4.3.8.14 Authorization for Disposal of Hazardous Wastes
Table 4.94:Details for approval for disposal of Hazardous wastes

Authorization for Disposal of Hazardous Waste

Name of Responsible The Member Secretary,
Authority Gujarat State Pollution Control Board
Sector-10 A Gandhinagar 382010
Documents to be submitted  Duly Filled Application form
 Fees
 Site Clearance from the Local Authority
 Site Details (Map) and Cost of Project and Returns
 Method of Disposal/Landfilling and
Nature/Composition/Quantity of Waste
 Name/Details of Processing Technology
 Utilization Programme
 Measures for Environmental prevention/Worker
Safety
Fees Category Fees
Common facility for final Rs. 10000
disposal of hazardous waste
Common facility for Rs. 5000
incineration of hazardous
waste
Small scale unit Rs. 2000
Large scale unit Rs. 5000
Approximate duration in 20 days
approving
Process Application Form along with Attachments and Fee are
submitted by the Contractor at the Authority Office
Act or Law that is used Hazardous Waste (Management and Handling and trans-
boundary movement) Rules 2008

4.3.8.15 Approval Procedure for Safety Certification & Technical clearance

The process for Safety Certification & Technical Clearance process is divided into six stages.
The detailed procedure of each stage is mentioned below

Stage 1

Detailed Project Report of Surat Metro is submitted to Ministry of Railways (MoR),

Federation of Railway Officer's Association Office, 256-A, Rail Bhavan, Raisina Road, New
Delhi. DPR is approved by MoR and the approval is communicated to Ministry of Urban
Development i.e. Ministry of Urban Housing and Urban Affairs (MoHUA). MoUD then
sends a copy of approved DPR to Research Design & Standard Organization (RDSO),
Manaknagar, Lucknow.

Stage 2
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Submission of Schedule of Dimensions (SOD) and Design Basis Report (DBR) to RDSO
through MoR. Scrutiny of SOD and DBR in RDSO is done and communicated to MoR. If it
is as per required, then further approval of SOD and DBR is done by MoR. If not then, MoR
sends comments on SOD and DBR to Metro cell, MoHUA and revised submission is done to
MoR and the process is repeated. The expected time for examination and clearance is 3
months.

Stage 3

The following annexures are submitted to RDSO

Annexure No. Description

A Rolling Stock Mechanical specifications
B Rolling Stock Electrical specifications
C1 Technical Standards of Track Structure for Metro Railways
C2 Performance criteria of fastening system for ballast less tracks
D1 Third rail traction system and Power Supply, System specifications
E1 Provisions of sub systems of signalling
E2 Provisions to be adopted for signalling & telecommunications
After approval of all the documents, speed certificate is issued by RDSO for conducting
speed trial. This process takes approximate 6 weeks.

Stage 4

This stage consists of scrutiny and examination of test certificates & it takes approximately 4
weeks. After the examination, Gujarat Metro Rail Corporation (GMRC) applies to
Commissioner of Metro Rail Safety (CMRS) for conducting oscillation trials.

Stage 5

After the sanctioning for oscillation trial, RDSO conducts oscillation & Emergency Breaking
Distance (EBD) trials. The duration for conducting these trials is approximately 6 weeks.
After the successful trials, RDSO issues provisional certificate for regular use of Rolling
Stock which approximately takes 4 Weeks.

Stage 6

Gujarat Metro Rail Corporation applies for authorization of CMRS. After CMRS conducts
inspection and authorises Gujarat Metro Rail Corporation for opening of corridor. GMRC
needs to apply for sanction of MoR based on CMRS authorisation. After it is sanctioned,
opening of corridor would be done by GMRC.

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4.3.8.16 Approval from Traffic Department
Table 4.95:Details for approval for Traffic Management

Approval from Traffic Management

Name of Responsible Commissioner, Traffic Police Department, Athwalines,
Authority Surat
Documents to be submitted  Application for Request by Contractor duly
signed by DGM Construction, Gujarat Metro Rail
Corporation
 Traffic Diversion Plan
Fee Nil
Approximate duration in 7-14 Days
approving
Process The Traffic Management plan along with Project Details
and SMC clearance are forwarded to Traffic Police
Commissioner and hence the NOC is Forwarded to
BRTS & SMC
4.4 Financial Analysis
Financial Analysis of a project is the mechanism to find out the financial viability of the
project in terms of IRR, NPV, DSCR, and other ratios and tools. Keeping this in mind, the
financial model for the Surat Metro Project was prepared by us, which is shown in the excel
sheet attached to the report. The major results and noteworthy points are discussed here in
this report. By the end of the report, we shall find out the financial viability of the project.

4.4.1 Assumptions
To create the model, some input was required in the form of demand projections, tariff rates,
funding sources and cost models. These factors are all calculated as per previous studies, and
their results used in the model. The detailed discussion of these models is done further in this
section.

4.4.1.1 Revenue Assumptions

4.4.1.1.1 Demand Projections
As calculated in Demand Analysis, the demand projections are used here to calculate
expected daily ridership. The demand projections are in PPHPD for each station. This is
converted to daily ridership by using the maximum PPHPD among all stations (two-way),
and multiplying by 10 (as per the calculations for Delhi Metro). This gives the daily ridership
per km. Maximum PPHPD of the city is forecasted to be 15,000. So, based on it, daily
ridership would be 15,000*2*10 which would be 3, 00,000 per km.

To get the total annual ridership, the daily ridership is multiplied by average trip length, 7.46
km, and then by no. of days of operation annually, which is 365. This provides us with the

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annual ridership for the first year of operation. The operation period has been assumed to be
from FY 2021-22.

4.4.1.1.2 Annual Increment in Passengers

Now, as per the calculations for Ahmedabad Metro, the annual increment in passengers is
assumed to be 10% p.a. for the first 10 year from start of operation, then 6% p.a. for the next
5 years, 3% p.a. for the next 5 years and 1% p.a. beyond that.

4.4.1.1.3 Fare Structure

As shown in the Tariff Sustainability section of the Procurement Strategy, that fare structure
is used. The average fare per km is calculated by using WTP surveys of the trip length. This
comes out to Rs. 1.82 per person per km. This is used to estimate box-fare revenues. Table
4.96 shows the fare structure that we propose for Surat Metro.

Table 4.96 Proposed Fare Structure

Distance (Km) Fare (INR)

0-2 17
2-4 22
4-6 26
6-9 32
9-12 35
12-15 39
15-18 41
18-21 45
21-24 47
24-27 50
27-31 54
31-35 59
4.4.1.1.4 Non-Fare Revenue
Non-fare revenues are assumed to be from property development and advertisement at 10%
p.a. of the box-fare revenue. This income will be directly accrued to the SPV. This helps in
increasing the revenue options for the project. Using the above-mentioned assumptions, the
revenues for 40 years from start of construction are calculated. The revenues are calculated
till the year FY 2057-58.

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4.4.1.2 Office Expenses
4.4.1.2.1 Corporate Office Expenses
The staff is divided as per the Organization Breakdown Structure. The salaries are as per the
standard market salary of October 2018 price level, with an escalation of 7.5% every two
years. Apart from that, office rent is assumed at Rs. 7,50,000 per month, office supplies at Rs.
1,00,000 per month and travel expenses at Rs. 2,10,000 per month. These are standard
assumptions and the travelling expense is calculated by taking no. of estimated travel done by
officials and no. of vehicles deployed for that purpose.

4.4.1.2.2 Station Expenses

The staff at station is assumed as 35 persons per station, with the average salary of Rs. 10,000
per month and an escalation of 1.25% every two years. Annual traction power (in kVA)
required per car per km is calculated and then multiplied by the length of track, no. of cars
and the cost. This is added to the station operating expense.

4.4.1.3 Capital Expenditure

Capital expenses are derived from the Cost Breakdown Structure. These include cost of
construction, cost of feasibility studies and designing, and the cost of rolling stock,
electrification et al. The complete breakdown is shown in the Cost Breakdown Structure. The
dispatch of funds for capital expenditure annually is given in the Table 4.97.

Table 4.97 Annual dispatch of funds for capex

Year Cost (INR in crore)

2018-19 2,000
2019-20 2,986
2020-21 3,699
2021-22 1,989

4.4.1.4 Operating Expense

The operating expense includes the station expenses, electricity expense, housekeeping
expenses for depot and stations, and the maintenance of P-way.

4.4.1.5 Funding Sources

Funding is assumed in three ways – equity, debt and grant. Equity is assumed to be provided
by government of India and government of Gujarat in equal proportions, with total equity as
20.8%. The total debt is proposed as 62.2 %, all of which is to be taken from any
international agency like JICA, ADB, World Bank. Assuming the loan is taken from JICA,

141 | P a g e
 the interest rate shall be 1.45% p.a. The loan repayment period is 40 years for such projects,
with first 10 years as grace period and the repayment only starts from 11th year. Land is
provided free of cost by the government, or an interest-free subordinate debt is issued of the
same amount. We have assumed the provision of subordinate debt, which comes to be 7% of
total funding.

4.4.1.6 Depreciation
The depreciating assets are first identified. The list of these assets is shown in Table 4.98.

Table 4.98 List of depreciating assets

Depreciating Assets Opening Value (INR) Useful Life (years) Rate (%)
Rolling Stock 12,210,000,000 30 6.67
Automatic Fare Collection Equipment 2,464,500,000 15 40
Stations 32,773,100.000 100 3.02
Depots 3,200,000,000 100 3.02
Viaduct 29,742,450,000 100 8.00
S&T 4,603,100,000 50 20
Traction 3,373,300,000 50 7.84
Trackwork 2,864,900,000 100 6.00
Bridge 257,600,000 100 3.02
The depreciation rates for Rolling Stock, Track Work, Traction and S&T are taken from the
Indian Railways Manual. All others are as per standard manuals. The depreciation for
Viaducts and Stations will start from FY 2022-23, while for all others it will start form FY
2021-22.

4.4.1.7 Financial Parameters

To check the financial viability of the project, the financial parameters used are FIRR and
NPV. The NPV for the project at 7.5% interest p.a. comes out to be INR 3,315 crore. Since
the NPV is positive, the project is financially viable. The IRR comes out to 12.37%.

40,00,00,00,000

30,00,00,00,000

20,00,00,00,000

10,00,00,00,000

-10,00,00,00,000

-20,00,00,00,000

Figure 4.78 NPV of cashflows for different interest rates

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Figure 4.78 NPV of cashflows for different interest rates. As IRR is 12.97%, NPV is positive
before that interest rate. Figure 4.79 shows the yearly cashflow closing balance. The graph
starts high because the loan amounts are assumed to be acquired initially. As the graph
shows, the outflows are higher than the inflows for latter years when maintenance cost
becomes prominent.

Yearly Cashflow Closing Balance

25,00,00,00,000

20,00,00,00,000

15,00,00,00,000

10,00,00,00,000

5,00,00,00,000

-
FY 2029-30
FY 2021-22
FY 2022-23
FY 2023-24
FY 2024-25
FY 2025-26
FY 2026-27
FY 2027-28
FY 2028-29

FY 2030-31
FY 2031-32
FY 2032-33
FY 2033-34
FY 2034-35
FY 2035-36
FY 2036-37
FY 2037-38
FY 2038-39
FY 2039-40
FY 2040-41
FY 2041-42
FY 2042-43
FY 2043-44
FY 2044-45
FY 2045-46
FY 2046-47
FY 2047-48
FY 2048-49
FY 2049-50
-5,00,00,00,000

Figure 4.79 Yearly Cashflow Closing Balance

4.5 Techno-Economic Analysis

Techno-economic analysis is done to check a technology‘s social and economic benefits
against the costs incurred. In this report, we study analyse the Metro system as a public
transportation technology and calculate the overall economic and social benefits of the
project. These calculations will then help in determining the economic viability of the project.
For the purpose of appraisal of a metro rail project proposal, the Economic Cost Benefit
Analysis should be done based on the various parameters such as project‘s economic benefits,
economic costs.

4.5.1 Economic Costs

Economic costs are calculated based on the financial factors and then multiplied with the
Economic Conversion Factor. The table 4.94 shows the Economic Conversion Factors of all
the components, as per Metro Rail Policy, 2017. The conversion factor is calculated by
Economic Price/Financial Price.

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 Table 4.99 Economic Conversion Factors of various cost components

S. No. Component Economic Factor (%)

1 Capital Cost 83
2 Operating Cost 87
3 Time Cost Savings 100
4 Vehicle Operating Cost Savings 90
5 Emission Saving Cost 100
6 Accident Reduction Saving 93
7 Infrastructure Maintenance Cost Savings 87
Economic Cost is derived by taking Fixed Cost and Recurring Cost of the project. Annexure
shows the complete yearly Economic cost of project for 33 years from 2018-2051.

4.5.2 Economic Benefits

Economic Benefits are calculated based on the following parameters -

 Savings in Fuel Consumptions

 Savings from reduction in accidents
 Savings due to reduction in Pollution

4.5.2.1 Savings in fuel consumption

During the Metro Operation, there would be shift in the mode of the public transport. As
there would be shift in the mode, number of vehicles will reduce on road which would lead in
less traffic congestion and more fuel savings. It would be also advantageous in the sense that
crude oil import would reduce and there would be savings in foreign exchange.

For Fuel consumptions, the following assumptions were taken,

 The motorized mode of transport in Surat city is considered i.e. two wheelers, Auto-
Rickshaws, Cars (including taxi) & Buses (including City Bus, BRTS & GSRTC).

 An average increase @ 7.5% vehicular growth is assumed.

 Average daily trip length of 8 km is assumed.

 An assumption is made that two-wheeler & four-wheeler would use Petrol as fuel for
which average rates of Rs78/liter is taken as per rates prevailing in Surat. For Bus &
Three wheelers, CNG as fuel would be used at an average rate of Rs 50/liter based on
Surat statics.
 Total vehicles registered in Surat city in year 2017 was 29 lakhs as per Surat
Comprehensive Mobility Plan (CMP) 2046.

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  The graph below shows the number of increases in 2W, 3W & 4W adding up to total
vehicles registrations from 1960 to 2017 in Surat city as per RTO data of Surat. It is
been observed that significant growth of vehicles is there and if this would continue,
by 2046 it would increase to 63 lakhs as per prediction done in Surat Comprehensive
Mobility Plan, 2046.
So as per assumption of increase in 7.5% every year vehicular population is shown in the
table below.

Table 4.100 Vehicular population forecast of Surat city

Year Vehicular Population

2017 29,00,000
2018 31,45,489
2019 34,09,391
2020 36,93,084
2021 39,98,055
During the operation period of Metro project, it would lead to decrease in certain number of
vehicles on road due to shift. RITES have predicted that due to Metro project, there would be
30% of vehicles would be influenced. The fuel consumption in litre per kilometre of different
modes is taken as per the average mileage each mode offers shown in the table below

Table 4.101 Fuel consumption of different modes of transport

Mode type Fuel consumption (in lit/km)

Two-wheeler 0.03
Three-wheeler 0.04
Four-wheeler 0.07
Bus 0.27
The average fuel consumption in litre/km for the different transport modes is 0.1025. The
Rates /Km is been derived from the fuel consumptions and Rates/litre. The following table
shows the Rates of fuel of different modes of transport.

Table 4.102 Rates/km of different mode of transport

Mode type Fuel consumption (in lit/km) Rates/lit (INR) Rates/km (INR)
Two-wheeler 0.03 78 2.34
Three-wheeler 0.04 50 2
Four-wheeler 0.07 78 5.46
Bus 0.27 50 13.5

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 Table 4.103 Forecasted data for 2021

Description Data for 2021

Total no of Vehicles 39,98,055
Vehicles on road (50% of the total number of vehicles) 19,99,028
30% shift due to metro 5,99,708
Vehicles with Metro 13,99,319
Daily travel in km without Metro 1,59,92,220
Daily travel in km with Metro 1,11,94,554
Fuel cost of vehicles without Metro 9,31,54,682
Fuel cost of vehicles with Metro 6,52,08,277
Net savings on fuel 2,79,46,404
This is forecasted till 2051 to determine Fuel Cost with Metro & Fuel Cost without Metro,
which is shown in the table below.

Table 4.104 Net Savings on Fuel

Year Fuel cost without Metro (INR) Fuel cost with Metro (INR) Fuel Savings (INR)
2021 9,31,54,682 6,52,08,277 2,79,46,404
2022 10,01,41,283 7,00,98,898 3,00,42,385
2023 10,76,51,879 7,53,56,315 3,22,95,564
2024 11,57,25,770 8,10,08,039 3,47,17,731
2025 12,44,05,202 8,70,83,642 3,73,21,561
2026 13,37,35,593 9,36,14,915 4,01,20,678
2027 14,37,65,762 10,06,36,033 4,31,29,729
2028 15,45,48,194 10,81,83,736 4,63,64,458
2029 16,61,39,309 11,62,97,516 4,98,41,793
2030 17,85,99,757 12,50,19,830 5,35,79,927
2031 19,19,94,739 13,43,96,317 5,75,98,422
2032 20,63,94,344 14,44,76,041 6,19,18,303
2033 22,18,73,920 15,53,11,744 6,65,62,176
2034 23,85,14,464 16,69,60,125 7,15,54,339
2035 25,64,03,049 17,94,82,134 7,69,20,915
2036 27,56,33,277 19,29,43,294 8,26,89,983
2037 29,63,05,773 20,74,14,041 8,88,91,732
2038 31,85,28,706 22,29,70,094 9,55,58,612
2039 34,24,18,359 23,96,92,851 10,27,25,508
2040 36,80,99,736 25,76,69,815 11,04,29,921
2041 39,57,07,216 27,69,95,051 11,87,12,165
2042 42,53,85,258 29,77,69,680 12,76,15,577
2043 45,72,89,152 32,01,02,406 13,71,86,746
2044 49,15,85,838 34,41,10,087 14,74,75,751
2045 52,84,54,776 36,99,18,343 15,85,36,433
2046 56,80,88,884 39,76,62,219 17,04,26,665
2047 61,06,95,551 42,74,86,885 18,32,08,665
2048 65,64,97,717 45,95,48,402 19,69,49,315
2049 70,57,35,046 49,40,14,532 21,17,20,514

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 Year Fuel cost without Metro (INR) Fuel cost with Metro (INR) Fuel Savings (INR)
2050 75,86,65,174 53,10,65,622 22,75,99,552
2051 81,55,65,062 57,08,95,544 24,46,69,519

4.5.2.2 Accident Reduction Benefits

The reduction in traffic volumes on roads due to modal shift to metro rail project is expected
to reduce the accidents on the project corridor owing to Lowering of number of vehicles on
roads due to reduction of vehicles of modal shift passengers and Lower accidents from
vehicles due to decongested roads / other modes.
Table 4.105 Cost Categories for Accident Benefits

Cost Category Details Calculation Steps

Direct Costs Medical treatment cost,
property damage vehicle
damage, and
administrative costs like
legal, police and insurance
fees
Indirect Costs Loss of future earnings for Indirect costs are normally estimated as earnings
the individuals affected
which can be considered
as loss to economy.
Direct costs require basic data like average length
of hospital stay and average costs per patient day,
and average damage and administrative cost, with
the average relating to whatever accident categories
are used in the prediction model. Average medical
treatment costs must distinguish between inpatient
care allowing for average length of stay and out-
patient costs including average number of visits and
average associated costs.
foregone over the period the individual cannot
work due to the accident; with fatalities, this is
lifetime earnings. Normally for simplicity, earnings
foregone will be based on national average wages.

Table 4.106 Accident Costs

Particular Accident Cost (INR)

Cost of fatal accident (person killed) 4,37,342
Cost of major accident (person Injured) 64,256
Cost of damage to Two wheelers 2,286
Cost of damage to Car 9,763
Cost of damage to buses in road accidents 32,818
4.5.2.2.1 Rate of Diversion and Modal Share
As per the RITES 1995, it is expected to have diversion of 30% traffic towards using of
metro facility. The taxis and three wheelers are on the road by choice and hence they will not
be diverted due to the Metro. Table 4.1075 shows the modal share of Surat as gathered by our
primary survey.

Table 4.107 Mode Share of Surat by Primary Data

Modes Vehicles (%)

Bus (incl. BRT) 1
Two Wheelers 69

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 Modes Vehicles (%)
Four Wheelers 23
IPT 7
4.5.2.2.2 Estimation of Fatalities
As per the Road User Cost Study (CRRI, 1982), following relationships exist between the
number of vehicles affected and the number of persons killed and injured in road accidents.
Where X=Total Estimated Diverted Traffic into Metro in Lakhs.

Table 4.108 Formula to Calculate Fatality Cost

Life endangered Formulae

Number of Fatal Accidents (Person killed) 49.43X + 750.42
Number of Major Accidents (Person injured) 257.04X + 3181.41
4.5.2.2.3 Compensation Values
As per the RITES 1995(a), the compensation value for each fatality and damages are given
with an escalation of 5% annually. The compensation is inclusive of direct cost which
includes medical treatment cost, property damage vehicle damage, and administrative costs
like legal, police and insurance fees and indirect cost which includes loss of future earnings
for the individuals affected which can be considered as loss to economy.

Table 4.109 Schedule of Compensation Cost

Compensation 2004 (INR) 2017 (INR)

Cost of fatal accident (person killed) 4,37,342 824674
Cost of major accident (person Injured) 64,256 121164
Cost of damage to buses in road accidents 32,818 61,883
Cost of damage to Two wheelers 2,286 4,311
Cost of damage to Car 9,763 18,410
Cost of damage to IPT(Assumed) 6,000 11,314
The table 4.106 shows the annual Accident cost with metro and without metro.

Table 4.110 Annual Accident Cost

Year Compensation Compensation with Saving (INR in

without Metro (INR Metro (INR in crore) crore)
2021 in crore) 178 124 53
2022 201 140 60
2023 226 159 68
2024 256 179 77
2025 289 202 87
2026 326 228 98
2027 368 257 110
2028 415 290 124
2029 468 328 140
2030 529 370 159

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 Year Compensation Compensation with Saving (INR in
without Metro (INR Metro (INR in crore) crore)
2031 in crore) 597 418 179
2032 674 471 202
2033 760 532 228
2034 858 601 257
2035 969 678 291
2036 1,093 765 328
2037 1,234 864 370
2038 1,393 975 418
2039 1,572 1,101 472
2040 1,775 1,242 532
2041 2,003 1,402 601
2042 2,261 1,583 678
2043 2,552 1,787 766
2044 2,881 2,017 864
2045 3,252 2,276 976
2046 3,670 2,569 1,101
2047 4,143 2,900 1,243
2048 4,676 3,273 1,403
2049 5,278 3,695 1,584
2050 5,958 4,171 1,787
2051 6,725 4,708 2,018

4.5.2.3 Emission Saving Cost

4.5.2.3.1 Reduction in the number of vehicles on road due to traffic diversion
Surat has a total population of 45.91 lakhs according to the 2011 census and is estimated that
it will rise up to 60.78 lakhs till 2018 and also the number of vehicles is also increasing
RITES estimated that depending on the population density of where the metro alignment
would pass, about 30% of road traffic would be diverted.

4.5.2.3.2 Savings in Air pollution treatment cost

Table 4.111 Volume of pollutants emitted (gram per km) for different nodes

Vehicle Type/Pollutant CO HC NOX PM CO2

2-Wheeler 1.4 0.7 0.3 0.05 28.58
3-Wheeler 2.45 0.75 0.12 0.08 77.89
Cars (incl. cabs) 1.39 0.15 0.12 0.02 139.52
Bus (incl. BRT) 3.72 0.16 6.53 0.24 787.2
Treatment Cost (INR/ton) 500 502 4,777 6,742 448

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 Table 4.112 Average Lead of Different Modes

Vehicle Type/Pollutant Average Lead of the mode (km)

2-Wheeler 7.65
3-Wheeler 8.21
Cars (incl. cabs) 9.18
Bus (incl. BRT) 69.72
4.5.2.3.3 Calculations of reduction in treatment saving cost
A major component of the monetary value of reduction in air pollution due to the Metro could be
obtained as the savings in the cost of pollution abatement due to the diverted traffic. And as
further result the reduction in pollution level of the city.

Table given below reports the estimates of air pollution loads due to decongestion avoided due to
Metro. The monetary value of these pollution loads is estimated based on Chennai Metro
Economic Analysis Study.

Table 4.113 Treatment Cost of Pollutants

Pollutant treatment cost (INR in crore)

Vehicle Type CO HC NOX PM CO2
2-Wheeler 700 350 1,435 337 12,803
3-Wheeler 1,225 377 574 539 34,894
Cars (incl. cabs) 695 75 573 134 62,504
Bus (incl. BRT) 1,860 80 31,193 1,618 3,52,665

Table 4.114 Calculation of Vehicle km saved for Year 2021

Vehicle Type Average Lead (km) No. of Trips shift to Metro Daily vehicle km saved
2-Wheeler 7.65 18,71,95,610 1,43,20,46,417
3-Wheeler 8.21 67,82,450 5,56,83,915
Cars (incl.
cabs) 9.18 4,01,13,360 36,82,40,645
Bus (incl.
BRT) 69.72 9,68,925 6,75,53,451

Table 4.115 Annual Treatment Cost for Year 2021

Annual Treatment
Vehicle Type Cost (INR in Crore)
2-Wheeler 2.23
3-Wheeler 2.09
Cars (incl. cabs) 2.35
Bus (incl. BRT) 2.61

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 Table 4.116 Treatment Cost for 'with Metro' and 'without Metro' Scenario

Year Treatment cost with Treatment cost with

Metro (INR in crore) Metro (INR in crore)
2021 10 20
2022 10 20
2023 33 44
2024 36 47
2025 38 51
2026 41 55
2027 44 59
2028 48 63
2029 51 68
2030 55 73
2031 59 78
2032 64 84
2033 68 91
2034 74 97
2035 79 105
2036 85 113
2037 91 121
2038 98 130
2039 106 140
2040 114 150
2041 122 162
2042 131 174
2043 141 187
2044 152 201
2045 163 216
2046 175 232
2047 188 249
2048 203 268
2049 218 288
2050 234 310
2051 252 333
It shows that there is more traffic without metro on road, costing more for the treatment cost
for the combustion of the particulate matters exhausted from vehicles.

4.5.3 Economic Performance Indicators

4.5.3.1 Benefit Cost Ratio

Benefit Cost Ratio comes out to be 2.48. The NPV of net benefits at 4.5% per annum INR
1720 crore. The Economic IRR comes out to be 5.39%. As the EIRR should be more than 14
% as per MoHUA guidelines, the project can be said to be economically unviable.

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 Table 4.117 Economic Performance Indicators

Cumulative Cost (INR in crore) 15,329

Cumulative Benefit (INR in crore) 38,045
Benefit Cost Ratio 2.48
NPV @4.5% (INR in crore) 1,720
EIRR (%) 5.39

4.5.3.2 Comparison of ‘With Metro’ and ‘Without Metro Scenario

Table 4.118 Comparison of 'with Metro' and 'with Metro' Scenario

Economic Cost with Metro (INR in crore) 42,691

Economic Cost Without Metro (INR in crore) 47,215
Difference (INR in crore) 4,524
4.6 Environmental Impact Assessment
The Environment Impact assessment is a determined and systematic tool to evaluate the
possible environmental and social consequences or effects due to proposed activities under
given framework. The EIA helps in the decision making regarding the selection and approval
of the project. Also, it is done to check whether the proposed model follows the prime
objective of sustainable development or not. For the large Infrastructure Projects like Metro
Rail, the funding agencies require detailed EIA report as a part of the project appraisal to
mitigate any risk on project due to Environmental clearances and public objections. The
increasing environmental awareness at global level has put a curb on any development in a
haphazard manner.

4.6.1 Scope of Study

The scope of the study is to determine following objectives as given below

 To describe the potential activities

 To determine the potential environmental, economic and social effects and impacts,
specifically, due to the development of Metro Rail project on the site or region i.e.
Surat.
 To prepare analysis report to determine each
 To prepare, design and propose mitigation measures to reduce the adverse
environmental and social impacts based on scientific knowledge and ration al decision
making.
4.6.2 Selection of Framework elements
The following components are to be taken for study purposes for Surat Metro Rail Project

1. Institutional-Sensitive Receptors, Blasting, Depot.

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 2. Economical-Benefits to Economy-Fuel Reduction.
3. Ecological-Labour Camps, Hazardous Waste, Afforestation.
4. Disaster Management-Earthquake, Floods and Rainfall.
5. Structural-Shifting of Utilities, Archaeological and historical structure.
6. Pollution-Noise Pollution, Air Pollution, Vibrations.

Environment Impact
Assessment

Disaster
Institutional Economical Ecological Structural Pollution
Management

Figure 4.80: Division of heads for Study conducted for Environment Impact Assessment

4.6.3 Institutional Impacts

4.6.3.1 Sensitive Receptors

Sensitive receptors are those places that are sensitive to disturbance. This includes schools,
hospitals, colleges and other educational institutions, places of worship. All these areas
should be within 100 m distance of the alignment on either side to be considered in this
category. Table 4.6 shows the vibration levels of some construction equipment.

Table 4.6 Typical Levels of Vibration for Construction Equipment

Construction Activity VdB @ typical levels

25 ft. 75 ft. 100 ft. 150 ft.
Rock Drilling 115.9 101.6 97.9 94.3
Dump Trucks 122.7 108.3 104.6 99.3
Bulldozer 124 109.7 106 100.7
Excavator 124 109.7 106 100.7
Crane 143.2 128.9 125.1 119.8
4.6.3.1.1 Impact
The major impact to the sensitive receptors is due to noise and vibration. The vibration levels
may be perceived as annoying or disturbing to people living nearby. According to the
California Department of Transportation, (2004), the threshold of perception, or roughly 0.25
mm/s (108 VdB) may be considered annoying to people and the architectural damage
criterion for continuous vibrations is 5 mm/s (134 VdB). If people are outdoors, then the
ground vibrations are barely perceptible. Thus, sensitive receptors are impacted negatively by
noise and vibration, and their importance is very high.

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4.6.3.1.2 Mitigation Measures
The same measures have to be taken as discussed earlier to reduce noise and vibration levels.
These include constructing noise barriers, monitoring and checking of construction
equipment for performance criteria. Additionally, the noise and vibration levels have to be
recorded at sensitive receptors. Construction in night should be avoided near the sensitive
receptors if possible.

4.6.3.2 Blasting
Blasting will be required for construction of stations and removal of hard rock. It will
generate ground vibration and noise. Ground vibration can be measured by Peak Particle
Velocity (PPV) and Air Blast (dB). The safe ground vibration level for low-frequency blast
vibration is 19.05 mm/sec and 50.8 mm/sec for frequencies above 40 Hz. Table 4.6 shows
human response to blasting ground vibration based in these two parameters.

Table 4.6:Human Response to Blast Vibration

Avg Human Response PPV (mm/sec) Air Blast (dB)

Barely to Distinctly Perceptible 0.508-2.54 50-70
Distinctly to Strongly Perceptible 2.54-12.7 70-90
Strongly Perceptible to Mildly Unpleasant 12.7-25.4 90-120
Mildly to Distinctly Unpleasant 25.4-50.8 120-140
Distinctly Unpleasant to Intolerable 50.8-254 140-170
4.6.3.2.1 Impact
The impact due to blasting is only negative. The people living in the vicinity of the blasting
area might experience noise and vibration above safe levels. This can lead to annoyance and
lack of quality living standard for the duration of blasting. The noise level will also range
from mildly to distinctly unpleasant. The predicted ground vibration by blasting is 14.96
mm/sec for 15meter distance from charge, and the noise level for the same distance is
predicted to be 136 dB.

4.6.3.2.2 Mitigation Measure

To mitigate the impact level of noise and vibration intensity, potential problem areas
surrounding the project site should be identified. If any existing building structure is
structurally weak or has cracks than that can be safeguarded. Public Awareness programs
about the requirement and impacts of the blasting exercise can be done. Scheduling of work
should be done to reduce or minimize the worst impacts. Thus, it is proposed to carry out the
blasting exercise from 9 am to 5 pm on weekdays, so there is minimum no. of people that are

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disturbed. Also, blast signals can be provided to alert the nearby citizens of the imminent
blasting.

4.6.3.3 Depot
Two depots are proposed for Surat metro – one is at Bhesan at the other at Khajod. The depot
is going to have facilities such as Washing Lines, Operation and Maintenance Lines,
Workshop and Offices. The major issues could be due to effluent and waste generation, and
noise pollution.

4.6.3.3.1 Impacts
The depot will use high quantities of water and large amount of effluent will be treated. This
can create effluent leakage problem, which will lead bad odour and thus air pollution. Oil
spillage is also a common occurrence, which provides a threat of oil pollution. Amount of
solid waste generated will also be high, and so it will have to be disposed accordingly. All the
impacts are negative.

4.6.3.3.2 Mitigation Measures

For water supply and treatment, a Reverse Osmosis (RO) can be provided. Also, a sewage
treatment plant will have to be provided for treatment of sewage, which will then be drained
into SMC drainage systems. For solid waste disposal, collection points should be created.
This waste will then be disposed to SMC disposal sites.

4.6.4 Economic Benefits

The introduction of Metro Rail in Surat will lead to the following benefits such as low
Vehicle Operating Cost, Savings in the fuel consumption, equivalent reduction in the road
infrastructure & maintenance atmospheric pollution, socio-economic benefits of travel time,
better accessibility, better comfort & quality of life. Some of the various positive impacts
have been listed below:

 Employment opportunities
 Reduction in journey time
 Reduction in number of accidents and fatal injuries
 Reduction in traffic congestion
 Reduction in number of vehicles on road
 Reduction in fuel consumption
 Reduction in Air pollution

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  Safety
 Mobility
 Savings in road infrastructure

4.6.4.1 Employment opportunities

The project will be operational in 2021 and during this; manpower will be required to take
part in various activities. There would be employment generation for skilled as well as
unskilled labour for operations & maintenance of the project. About 35 persons/km will be
employed which translates to 1400 people considering the corridor length of 40.35 Km. This
would be the direct employment. Apart from this, there would be also indirect employment
due to the introduction of Metro in Surat.

4.6.4.2 Reduction in fuel cost

The advent of Metro will reduce the journey time of people of Surat, reduce number of
accidents and fatal injuries to people due to them, increase savings in road infrastructure and
reduce traffic congestion. There is predicted to be a reduction in number of vehicles on road
and their travel distance, which in turn will reduce the fuel consumption and air pollution.

Due to the introduction of Metro, there would be 30% shift observed in the Modal share and
which would lead to fuel savings. The below table shows the fuel savings (in rupees) of five
years from the operation year, i.e.2021.

Table 4.6: Fuel Savings shift in due to Metro

Year Fuel cost without Metro (INR) Fuel cost with Metro (INR) Fuel Savings (INR)
2021 9,31,54,682 6,52,08,277 2,79,46,404
2022 10,01,41,283 7,00,98,898 3,00,42,385
2023 10,76,51,879 7,53,56,315 3,22,95,564
2024 11,57,25,770 8,10,08,039 3,47,17,731
2025 12,44,05,202 8,70,83,642 3,73,21,561
4.6.5 Ecological Impacts

4.6.5.1 Labour Camps

The would be labour employed for the construction works by the contractor and with the due
permission of the client, i.e. Gujarat Metro Rail Corporation, labour colonies are set up near
depot or casting yard. It would create the following impacts which are as follows,

 Improper disposal of municipal solid waste can pollute the surface water bodies &
groundwater.

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  Burning of the waste can cause Air pollution.

 Prone to infectious diseases.

 Lack of sanitation facilities relating to water supply and Human waste disposal
facility which leads to breeding place for insects.

 Problem of cultural difference can also be expected from the local residential
areas.

Figure 4.81:Waste generated near labour camps

Considering that 5000 labours would be employed during the peak construction period. Out
of which 30% of the labours would be local (i.e. from Surat). So labour camp would
comprise of 70% of the total labours. Out of 70% of the labours, 80% of them would be
married, considering a family of four people. The below table shows the wastage of water in
KLD. The solid waste which is generated daily is 315 Kg.

Table 4.6:Waste water generation from Labour camp

Description Numbers
Total labours 5,000
Local labours (i.e. 30%) 1,500
Labours at labour camp (i.e. 70 %) 3,500
Married (i.e. 80% of the labour on camps) 2,800
Total labours (considering average family of 4) 11,200
Water required in KLD (0.03 KLD per day) 336
Waste generated in KLD 66.8
Percentage of waste water generated 19.8%
The following mitigation measures should be taken by contractor and get approved by
Gujarat Metro Rail Corporation which are as follows,

1. Water supply
2. Waste water and sewage treatment
3. Collection & disposal facilities for Solid Waste Management

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 4. Canteen facilities
5. Day crèche facilities
6. Health care awareness programs
7. Clinics

4.6.5.2 Compensatory Afforestation

According to the environment policy by government, it says that ten times the tree are planted
for cutting of each tree. The compensation loss of each tree would be Rs.2200/tree. The cost
of transplantation would be 50,000/tree. According to Garden Department, around 200 trees
need to be cut and 800 would be transplanted for the alignment of Phase 1 which translates to
a compensatory cost of Rs 4.04 crores. The mitigation measures like, minimization of tree
cutting while fixing the alignment for metro. There would be major loss of green belt in the
two places i.e. near Raghukul Market and Bhesan Road which is shown in the figure below.
The marking of metro corridor is done in the image.

Figure 4.82:Marking of Metro Corridor in Surat

4.6.6 Disaster Management

The following two disasters shall be taken into account while assessing the impacts of natural
calamity i.e. Earthquake and Floods as the Surat is likely to be more prone to such events in
the past and it will affect Suratis in large context due to loss of life, livelihood, damage to
property, injury and hardship. Infrastructure, buildings and communication will be affected in
the most worsened way by such events.

4.6.6.1 Earthquake
The state of Gujarat falls in a region of Moderate to High Seismic Hazard as per Global
Seismic Hazard Assessment Program (GSHAP) data ranging from Zone II, III, IV and V. The

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project area for proposed Metro Project falls in Surat, Gujarat. It lies in Zone III of Bureau of
Indian Standards (BIS) Seismic Zoning Map. This zone is classified as Moderate Damage
Risk Zone.

The Seismic Map of India having various seismic zones is mentioned below:

SURAT Very Low Damage Risk Zone

Very High Damage Risk Zone
Low Damage Risk Zone
Moderate Damage Risk Zone
High Damage Risk Zone

Figure 4.83:Map showing Earthquake Zones of India and demarcating Surat

National Center for Seismology (NCS), Ministry of Earth

Sciences is a nodal agency of Government of India which does the
real time monitoring for 24 X 7 for early warnings and collecting data on any Seismic activity
in India. The descriptions of the zones mentioning their risk levels given by NCS are as
follows

Table 4.119:The descriptions of each Earthquake zone of India

Zones Descriptions
Zone 1 Very Low Damage Risk Zone
Zone 2 Low Damage Risk Zone
Zone 3 Moderate Damage Risk Zone
Zone 4 High Damage Risk Zone
Zone 5 Very High Damage Risk Zone

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An unprecedented devastating earthquake of the magnitude 7.7 Richter scale occurred at
08.46 hrs on January 26, 2001 at Bhuj area of Gujarat. It was one of the worst calamities in
the history of Gujarat. Hence its impacts were capable of shaking Surat too. Following map
shows Surat falls under Low to Moderate Risk Seismic Zone.

Keeping 250 Km. radius circle around Surat and database of past 60 years for the study
purpose, the data on earthquakes has been collected and compiled from various published
sources is mentioned below:

Table 4.120:The details of the earthquake occurred in the past 60 years around Surat, Gujarat

Earthquake Magnitude Year Affecting Surat (Yes/No) Depth (Km.)

Bharuch 3.7 2018 Yes -
Saurashtra 4.7 2016 Yes 10
Dhari 3.8 2008 Yes 10
Bhachau 5.5 2006 No 10
Rapar 5.5 2006 No 10
Rapar 5.8 2001 No 10
Anjar 5.5 2001 No 10
Bhachau 7.7 2001 Yes 16
Chalala 4.7 2000 Yes 14
Kosamba 4.2 1996 Yes 10
Delvada 5 1993 No 24
Surgana 4.3 1986 Yes 33
GhotiBudrukh 4.5 1983 No 33
Anjar 6 1956 No 15
The earthquakes based on their magnitude and effects have been categorized as below:

Table 4.121: Categorisation of the Earthquake based on their Magnitudes and Effects

Category Magnitude (Richter) Effects

Major Earthquakes >8 Very High Damage
Strong Earthquakes 6.0-6.9 High Damage
Moderate Earthquakes 5.0-5.9 Moderate Damage
Light Earthquakes 4.0-4.9 Low Damage
Minor Earthquakes 3.0-3.9 Very Low Damage
Based on the above-mentioned tables, the assessment for Relative Importance Value and
Degree of Impact Value Assessment for the Seismic Risk to Surat, Gujarat is calculated.

Table 4.122: Relative Importance value Assessment

Relative Importance Value Assessment Score

Earthquake affecting Surat 7

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 Relative Importance Value Assessment Score
Total Earthquakes 14
Probability of Earthquake affecting Surat 50%
Score (Relative Importance Value) 3

Table 4.123: Degree of Impact Value Assessment

Degree of Impact Value Assessment Score

Weighted Cumulative 2*3.5+4*4.5+7.5= 32.5
Weighted Average (Richter) 4.6
Effect Light
Score (Degree of Impact) 2

Impact:
Surat lies in Zone III which is Moderate Damage Risk Zone but lies very close to Zone 4from
Northern side which is a High-Risk Damage Zone. It is likely to bear frequent earthquakes of
4-5.5 Richter Scale and more than 6 Richter Scale in few years. The risk of developing
cracks, Structure and Sub-Structure Failure, Cave-in Accidents, loss of life and evacuation
incapability due to any earthquake is a thought to scare during Construction as well as
Operation and Maintenance Phase of the Surat Metro Project. The probability of occurrence
is almost 50 % which is a medium risk while its Degree of Impact Value Assessment shows
that the earthquake of low and lighter impact is expected in this range.

Hence, The EIV score Value = Relative Importance x Degree of Impact= 3 x -2 = -6

Mitigation Measures:

• Seismic factor proposed by India Meteorological Department (IMD) for the purpose
of design of Civil Engineering structures shall be incorporated suitably while
designing the structures.

• Relevant IS codes such as IS: 1893-2002shall also be adopted while designing the
civil structures to sustain the earthquake of highest magnitude in Seismic zone III.

4.6.6.2 Flood
The floods are being experienced in Surat since ages as almost twenty floods are reportedly
recorded in past 100 years. The Floods in the Surat have been due to two major sources:

 Tapi River
 Local Stream passing through southern part of the city

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The floods in low lying areas of the Surat adjacent to Tapi River are either due to
overflowing of Tapi River because of heavy Monsoon rains or due to release of water from
the Ukai Dam which is about 100 km upstream from Surat.

Figure 4.84: Showing the flood of 2006 which submerged the whole city of Surat.

As recorded, the flood of 2006 has been the most destructive floods as almost 80% of the
Surat went under water, killing more than 120 people and leaving around 10,000 people
without access to the basic facilities like food, electricity, water supply. Other than the Tapi
Floods, there is local flooding, also called Khadi floods, due to local two streams that pass
through the southern part of city. Due to heavy local rains, these streams flood and cause
serious damage to settlements located near their banks. The recent records of the floods from
the Tapi as well as Local streams are enlisted below:

Table 4.124 List of years having various flood events in Surat.

Major flood since 1990 due to Tapi River Major flood since 2004 due to Local Streams
1990 2004
1994 2005
1998 2007
2006
2013
2017
2018
In the past few years, the rainfall levels in the Surat have been more than normal range, hence
due to which the overflowing of Tapi River increases and flooding in the low-lying areas up
to one foot has been observed. The following category for the range of rainfall is given by
India Meteorological Department (IMD) on the basis of which the rainfall levels of the
certain years can be categorised as Deficient, Below Normal, Normal, Above Normal and
Excess.

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 Table 4.125: The rainfall range has been categorised on its rainfall levels as given by India Meteorological Department

Range of Rainfall (mm) Category

Less than 801 Deficient
801-854.4 Below Normal
854.4-925.6 Normal
925.6-979 Above Normal
More than 979 Excess
The rainfall levels of the past few years have been analysis and weighted scoring has been
done to denote years having rainfall more than normal levels. Following table is mentioned
below where ‗1‘ denotes rainfall levels are more than normal and ‗0‘ denotes rainfall levels
are equal or less than normal levels.

Table 4.126 Rainfall Data of past 5 years

Month Cumulative Annual Cumulative Seasonal Category Score

Rainfall (mm) Rainfall (mm)
2013 1957.3 1903.1 Excess 1
2014 849.6 831.6 Below 0
Normal
2015 899.9 884.2 Normal 0
2016 1093.3 977.1 Above 1
Normal
2017 1243.7 1165.8 Excess 1
The scoring shows that out of the five years, three years have more than normal levels of
rainfall, hence the medium level of risk of flood is generated due to rains. Also, based on the
record available regarding the flood occurrence in Table 4.2 the relative Importance value
scoring can be done as given below:

Table 4.127: Relative Importance value Assessment

Description Score Description Score

No. of total floods since 1994 7 No. of Total floods since 1994 3
No. of total study years 28 No. of total study years 14
Probability of flood occurrence 25 Probability of flood occurrence 21.5
Score (Relative Importance Value) 2 Score (Relative Importance Value) 2
4.6.6.2.1 Impact
The flooding map of 2006 is overlapped with the proposed metro alignment and analysed
which shows that the central portion of the Metro alignment is more likely to get affected as
it falls under the range where flooding is 3‘ to 10‘ as shown in figure below:

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 Proposed Metro
Alignment

Figure 4.85: Overlapping Map of Flood areas of 2006 and Proposed Metro Alignment

Flooding during rains will hinder the construction schedule. Proposed alignment is likely
passing through low lying areas. Major risk is to Underground (Tunnel and Station) and At-
Grade systems (Depot) as any seepage or overflowing of water will lead to strata
displacement, submerging tracks etc.

Table 4.128: Degree of Impact Value Assessment

Area Under Impact Length (km)

Underground 6.47
Depot (2 No‘s) 2 * 1.25 = 2.5
Total affected length 8.97
Total length of Metro line 6.47+15.14+18.74 = 40.35
Impact of Flood on Metro 22.23
Since the underground section is in between, Hence it will impact the route
20
more. So, adding extra (assumed)impact more
Cumulative Impact 42.23
Score (Degree of Impact) -3
The above analysis shows that the probability of occurrence is in the range of 20-25 which is
a low range risk while its Degree of Impact Value Assessment shows that the 42.23 is of
medium impact is expected on the project. Hence, the EIV Score Value = Relative Importance
x Degree of Impact= 2 x -3 = -6.

4.6.6.2.2 Mitigation measures

 Planning and construction of flood control structures and Rainwater harvesting

structures
 Establishment of effective flood forecasting and early warning systems.
 Depots shall be made at some height while keeping flood levels in mind.

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  Use of prevention measures in engineering design not to develop any crack or any
seepage in to the tunnel system-concrete box Structure and watertight diaphragm wall
for underground station.
 Installations of seepage pumps and pump rooms at each U.G station. Drainage
pipeline along the tunnel.
4.6.6.2.3 Mitigation measures for Disaster management:
 Safety Codes, Policies and Guidelines laid down by Ministry of Railways should be
followed during Project lifecycle to reduce the chances of any disaster.
 Proper approved Disaster Management plan and capacity building for prevention and
mitigation measures by the SPV.
 Public Liability Insurance Act and
 New safety assessment methods are to be evolved.
 Proper operation and maintenance, Better designing concepts and regular inspection
reduce the chances of risks.
 Use of Effective technology and systems for detecting threats, suppressing and
preventing any emergency situation.
 'Learning by doing' approach shall be taken up with regular mock drills of the
passengers and staff for full preparedness.
 Provision of Emergency lighting and Transformers at each end of Platform shall be
there to lighten alternative row of lights in Tunnels shall be there.
 The tunnels shall have fluorescent incandescent lamps at a spacing of 20 m centre to
centre.
4.6.7 Structural Impacts

4.6.7.1 Shifting of utilities

The utilities/ services are essential and have to be maintained in working order during
different stages of construction by temporary/permanent diversions or by supporting in
position .In Surat the city core area is having less space availability and the utilities are more
therefore the shifting may cause problems to users and also in some areas Athwagate and
Adajan which is having large number of traffic .Ongoing construction shifting of utilities may
be the cause for the inconvenience for the public users.

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4.6.7.1.1 Impact
Since these affect construction and project implementation time schedule/costs for which
necessary planning/action needs to be initiated in advance. It will affect the utility users
causing incontinence.

4.6.7.1.2 Mitigation Measures

In addition, cross drainage works such as bridges, culverts etc. should be provided These
utility services are essential and have to be maintained in working order during different
stages of construction by temporary / permanent diversions or by supporting in position. Prior
information and exact location of utilities and there shifting should be properly executed and
other alternatives should be provided.

4.6.7.2 Archaeological and historical structure preservation

Utmost care needs be taken so that no significant impact is anticipated on the archeological
structures (Surat castle, English cemetery Surat and Dutch and Armenian cemetery) due to
any pollution arising from the project activities during construction and operation.
Constructional vibration may be the cause for the damage of the archeological structures. In
operational phase of metro rail, the vibration may be the cause for the damage to the
structural member of the adjacent archeological monuments. Due to rise in the level of air
pollutants caused by the machinery during construction phase of metro rail it may be the
cause for the damage to the aesthetical expose members of the adjacent archeological
monuments.

4.6.7.2.1 Impact
It will adversely affect the life and the structural aesthetic of the monument. Due to pollution
the materials expose to environment of the monument get affected. Vibration caused by
heavy machinery may cause structural damage of the monuments.

4.6.7.2.2 Mitigation Measures

Tunnel Boring Machine which gives negligible vibration and does not affect the surrounding
structure. The stations are being constructed by cut and cover method which is widely
accepted and the safest technique being adopted by metros in India and abroad. The legal
issue will be settled before starting the construction work. In operation period the pollution
measures should be taken under consideration and during construction the historical
monuments should be preserved from air pollution by using well maintained equipment‘s and
machinery on site.

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 Table 4.129 Affected and non-affected heritage places

Heritage places Impact Distance from Route alignment (mts)

Surat castle Affected 165
Sardar Patel museum Affected 88
Dutch cemetery Not affected 1520
Jain temple Not affected 2100
English Cemetery Not affected 1480

Figure 4.86:Senctioned route with heritage structures

Sanctioned Route line A

Sanctioned Route B
4.6.8 Pollution Impacts

4.6.8.1 Noise pollution

There will be an increase in noise level in ambient air due to construction and operation of
the Surat Metro corridor. In Surat metro rail construction phase due to heavy machinery and
equipment rise of noise pollution level may affect the surroundings. During operational phase
if there is disturbance in the surface irregularities of wheel and rail track alignment then it
will result in noise pollution in the city core area which will lead to increase in level of noise
pollution.

4.6.8.1.1 Impacts
It can cause people to be irritated and stressed and can interrupt their ability to sleep
Construction noise may disturb people at home, in office buildings or retail businesses, in
public institutional buildings, at locations of religious services depending upon their vicinity
to construction site. Noise radiated from train operations and track structures generally
constitute the major noise sources causing disturbance to the surroundings.

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 Table 4.130:Impact level of vibration and sound

Land Use Category Ground-Borne Vibration Ground-Borne Noise

Impact Levels (Vdb Impact Levels (Db Ref
Ref=25.4µ Mm/S) 20 µ Pa)
Category 1: Buildings where 65 VdB 35 dBA
vibration would interfere with
interior operations
Category 2: Residences and 72 VdB 35 dBA
buildings where people normally
sleep
Institutional land uses with 75 VdB 40 dBA
primarily day time use
4.6.8.1.2 Mitigation Measures
Special acoustic enclosures should be provided for individual noise generating equipment's,
noise barriers wherever possible during construction. In sensitive areas, track on floating slab
can be provided so as to avoid propagation of noise to adjacent structures. Wheel interaction
and the same can be reduced by minimizing surface irregularities of wheel and rail,
improving track geometry, providing shock absorbing pad and Rail will be continuously
welded.

Figure 4.87: Noise barrier for reducing the noise pollution (Gurgaon metro)

4.6.8.2 Air pollution control measure

During the construction period, the impact on air quality will be mainly due to increase in
Particulate Matter (PM) along haul roads and emission from vehicles and construction
machinery. Due to construction site there may be dust in the air and the machinery
movements cause rise in air pollutant level and effect to the surroundings. Due to metro rail
there will be less emission of pollutant in the air during operational phase so there are some
negative impacts but after implementations the pollution level in Surat will decrease

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 Table 4.131 :Decline level of pollution in Delhi due to metro rail

Pollutant Decline (%)

CO levels 35
SO2 levels 84
NO2 levels 22.7
4.6.8.2.1 Impact
Emission from construction equipment's and vehicles will increase air pollutants. Dust
concentrations monitored are higher than the standard value. The air pollutants such as
particulate matter, Sulphur dioxides and nitrogen oxide have adverse impact on human
health. The impact of air pollution may cause respiratory diseases and eye irritation (workers)

4.6.8.2.2 Mitigation Measures

The Contractor shall take all necessary precautions to minimize fugitive dust emissions from
operations The Contractor shall use well maintained construction equipment to minimize or
control of air pollution. The Contractor shall design and implement his blasting techniques so
as to minimize dust, noise, and vibration generation and prevention fly rock.

Figure 4.88:Dust mitigation by spraying water (Delhi metro)

4.6.8.3 Vibration control measures

In locations where the alignment is close to historical / heritage and sensitive structures, like
in areas Mughal Sarai and Nanavat of Surat where there are 2-3 historical sites close to
alignments the contractor shall prepare a monitoring scheme prior to construction at such
locations. Vibration caused by train (during operation) and equipment (during construction)
will lead to inconvenience to the surrounding public and structures in the Surat city core area
where there is less space availability between alignment and surrounding

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4.6.8.3.1 Impacts
The vibration induced by the train first causes the vibration of track structure as well as
tunnel structure and the surrounding structures. Vibration affects human health (workers) by
causing fatigue, increased pulse & respiration rates, dizziness & loss of balance, anger and
irritation. Vibration caused by train and equipment will lead to inconvenience to the
surrounding public.

4.6.8.3.2 Mitigation Measures

Monitoring requirements for vibrations at regular intervals throughout the construction
period. Pre-construction structural integrity inspections of historic and sensitive structures in
project activity. Information dissemination about the construction method, probable effects,
quality control measures and precautions to be used.

4.6.9 Summary
The following table shows the summarized Relative Importance value and Degree of Impacts
for the all the above discussed factors. The qualitative analysis is as follows:

Table 4.132: Overall Summary showing EIV scores of each component

S. Relative Importance Degree of

EIV
No. Factors Value Impact
1 Sensitive Receptors 5 -1 -5
2 Blasting 3 -3 -9
3 Depot 5 -2 -10
4 Benefits to Economy 5 3 15
5 Compensatory Afforestation 5 4 20
6 Construction Materials Management 3 3 9
7 Safety Measures 4 4 16
8 Labour camp 4 -4 -16
9 Energy Management 3 2 6
10 Hazardous waste management 3 2 6
11 Earthquake 3 -2 -6
12 Flood 2 -3 -6
13 Shifting of Utilities 3 -1 -3
Archaeological and historical structure
3 -2 -6
14 preservation
15 Noise control measures 5 -3 -15
16 Air pollution control measure 5 -3 -15
17 Vibration control measures 4 -3 -12

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5 Concept Planning
5.1 Work Breakdown Structure
Work Breakdown Structure is the most important part of defining a project. A faulty WBS
can lead to problems in scheduling, cost estimate, scoping of work for designers and
consultants, poor organization structure and failure of a project. Thus, having a good WBS is
the necessity for success of a project.

WBS follows 100% rule, which means all the elements of a project should be included in the
WBS. This ensures that no detail escapes the scope of work.

The WBS for our project is attached in Annexure.

5.2 Organization Structure

An organization has, in its scope, many works, ranging from the inception and development
of a project to, sometimes, its operation and maintenance. To create an efficient system and a
clear role and responsibility, it is important to have precise level of hierarchy. A poor
Organization Breakdown Structure can create many problems which include –

 Ambiguity regarding level of responsibility

 Lack of control over some activities
 Unintentional neglect of a task from the project

To keep the distribution of authority and responsibility clear, it is important to have a sound
organization structure which reflects the challenges that are likely to arise over the course of
the project. Thus, it is a good practice to study and analyze the Organization Breakdown
Structures of different companies that have started and maintained Metro rails in other parts
of the country.

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5.2.1 Organization Structure for Kolkata Metro Rail Corporation

Managing
Director

Director GM Chief Engineer

Director (RS&T) Director (P&P)
(Finance) (Administration) (S&T)

GM (Electrical) GM (Finance) GM (Civil) SO (LA&R) EE (S&T)

Chief Engineer Chief Engineer

FA & CAO OSD AM (S&T)
(Electrical) (Civil)

EE (electrical) AO - I Dy. CE (Civil) Law Officer AE (S&T)

AE (Electrical) AO - II EE (Civil) Liaison Inspector AE (S&T)

AE (Electrical) AAO - I EE (Civil) SA - I

AE (Electrical) AAO - II EE (Civil)

Finance Manager EE (Civil)

Sr. Section
Engineer

Flowchart 2 Organization Chart of KMRC

As we will see, almost all the organizations have some aspects in common. These being –

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 A Board of Directors at the top of the tree.
 This board is directly preceded by a Chairman or a Managing Director.
 Six departments, function-based, are created under the Managing Director.
One thing that this Organization lacked, is a different division for Legal department. This
oversight can be attributed for the multiple delays of the Project.

Kolkata was the first Metro of the country and that attributed to many of its problems during
the lifecycle of the Project. There were some archaeologically important sites that were
coming in their alignment. The lack of legal planning led to delays in the procurement of
appropriate approvals and compliances from the Archaeological Survey of India. This
highlights more the need for a dedicated team working on legal issues in this type of project.

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5.2.2 Organization Breakdown Structure for Mumbai Metro
(MMRCL, 2015)

MD

Director
Director Director Chief (Land Media Company
(Finance)/CF ED (Planning) GM (HR)
(Projects) (Systems) and R&R) Advisor Secretary
O

Advisor GM (Rolling Sr. DGM In-charge

GM (Finance) DGM (HR) AGM (PR)
(Civil) - 3 Stock) (Civil) (R&R), Dy.
M.C.
(Land/Estate)
Advisor GM
GM (S&T) Sr. DGM OSD (Admin)
(Engineering) (Accounts)
(Environment
) GM (Land)
Advisor Sr. DGM OSD
AGM (HR)
(Track) (Telecom) (Finance)
OSD (Co- Community
ordinator) Development
Chief
CPM (Civil) - Sr. DGM Advisor Officer
Accounts
5 (Signal) (Security)
Officer
OSD (Muck
and Logistics) Dist. Sudt.
Sr. DGM Sr. DGM Dy, Gm (LR)
(Safety) (Electrical) - 3 (Finance)

Dy. GM Dy. GM Dy. GM Tahsildar

(Civil) - 7 (Electrical) - 2 (Accounts)

AGM (Civil) - Dy. GM AGM AGM (Lands)

13 (S&T) - 2 (Finance)

AGM (Town Dy. GM AGM

Planner) (Depot, M&P) (Accounts)

AGM
(Rolling
Stock)

AGM
(Electrical) - 3

AGM (S&T)

AGM (Depot,
M&P)

Flowchart 3 Organization Structure of MMRCL

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Due to land acquisition being a problematic issue, a different division just for the land
acquisition has been created. A unique feature is the Social Development Cell, which takes
care of the rehabilitation and resettlement of the Project Affected People (PAP). This is
important in a city like Mumbai due to the sheer scale of acquisition, which, in turn, will lead
to a high number of PAP‘s. It can be observed that the organization structure of MMRC is a
Pure-Project type structure. This is because it comes under the wing of MMRDA, but being a
substantially important project individually, a Pure Project type structure is viable.
Establishment of a separate Land department along with a Rehabilitation and Resettlement
department is well-thought as land acquisition in Mumbai is very tough.

5.2.3 Organization Structure of MEGA

The Organization Structure of MEGA is in Annexure 28.

5.2.4 Proposed Organization Structure of Surat Metro Rail Corporation

After studying and analyzing structures of various organizations that have undertook the
metro project in India, we have decided upon the following Organization Chart, keeping in
mind the major constraints and unique features of Surat Metro.

The organization structure of Surat Metro is in Annexure 29.

5.2.5 Organization Structure and Roles

1. Board of Directors – These are constituted by various stakeholders and their
representatives. For instance, there can be people from, or representing, Government of
India. The same with Government of Gujarat. Then, there will be different investors like
banks, or other money-lenders. Then, local agencies, such as SMC, SUDA, GIDB et al
will be represented to make it a comprehensive mix of all stakeholder authorities.
2. Chairman – Chairman is the head of board of directors. It is the duty of the chairman to
assure the smooth running of the project. Chairman is the link between management team
and executive team.
3. Managing Director – This is the major authority that dictates all the goings-on of the
Project. M.D. is the link between the expectations of the Board of Directors and how to
realize those goals. All decision-making authority lies with the M.D.

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 Board of
Chairman
Directors

Managing
Director

Director
(Finance)

Director (Legal)

Director
(Project &
Planning)

Director
(Admin)

Director
(Operations &
Systems)

Figure 5.1 - Top-level Organization Structure

4. Finance Department – This is one of the major departments of the organization. All the
financial calculations, statistics, analysis and review is under the purview of this
department. It is headed by Director (Finance) cum Chief Financial Officer. A Company
Secretary is also present to take care of all the financials of the Company specifically.
Addition of a Sr. Executive Engineer is done to connect the department with Planning
department. Apart from this, Chief Accountant is present that looks after all the accounts
of the project and the company, with the help from two Jr. Accountants.

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 Director (Finance)

Company Secretary Chief Accountant

Sr. Executive Officer Junior Accountant

Figure 5.2 Organization for Finance Department

5. Admin Department – Another one of the major departments is the Administration

department. Director (Admin) heads the department, whose major works include handling
of the official works, internal communication between the departments and the
connectivity with the public. A Public Relations Officer is kept for the purpose of
marketing and keeping track of all the public grievances. Another post of GM
(Communications) is kept specifically to improve both internal horizontal and vertical
communication as well as communication with external agencies. This, it is hoped, will
create more transparency and will increase the efficiency of the Project.

Director
(Administrative)

GM
GM (Admin) GM (IT Cell) PRO HR Manager
(Communications)

AGM

AGM

Figure 5.3 Organization Structure for Administration Department

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6. Legal Department - The next major department that we have proposed is the Legal
department. This department is headed by Director (Legal). Its major task is to streamline
all the legal processes that are encountered during the course of the Project. After
observing other Metro constructions, one very important challenge faced by almost all the
Projects, that has surfaced, is that of land acquisition and then after rehabilitation and
resettlement of all the project affected people. To combat this challenge, we have proposed
to create a different sub-division headed by GM (Land). This sub-division will have two
major tasks – to analyze all the laws and legalities needed to smoothly acquire the required
land, and to assure legal rehabilitation and resettlement of the people affected from the
Project. Another sub-division shall deal with Contract and disputes. One other key person
is Social Development Officer, whose task is to check the Social Impact of the Project and
its various activities.

Director (Legal)

Social
Liaison Officer Development GM (Legal)
Officer

AGM (R&R) AGM (Law)

AGM (Land AGM

Acquisition) (Contracts)

Figure 5.4 Organization Structure for Legal Department

7. Project & Planning – This is the department that is mainly tasked with Planning and
execution of the Project. Headed by the Director (Project & Planning), this is further sub-
divided into Planning and Construction departments. To keep the construction of different
elements easy, there are assigned different teams for Elevated and Underground Sections
of the Project. In Planning, Design and Engineering are kept in the same to facilitate a
better understanding and implementation of all aspects of construction – Architectural and
Engineering. General Managers for Procurement, Quality and SHE (Safety, Health and
Environment) are given specific teams to analyze and combat all the Project problems.
Also, Executives with specific tasks of Scheduling, Tender preparation and analysis,

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Budgeting, Resource Planning are assigned. These can be interchanged to other
departments as per requirement.

Director (Project &

Planning)

CGM (Construction -
CGM (Construction -
Underground
Elevated Section)
Section)

Dy. GM Dy. GM

Manager (Civil) Manager (Civil)

Manager (Civil) Manager (Civil)

Figure 5.5 Organization Structure of Construction Division

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 Director (Project
& Planning)

CGM (Planning)

GM (Design & GM
GM (Planning) GM (Quality) GM (SHE)
Engineering) (Procurement)

Dy. GM Dy. GM
AGM (Town Structural Dy. GM
Architect (Resource AGM (Tender) (Strategy & Dy. GM Dy. GM Dy. GM
Planning) Engineer (Scheduling)
Planning) Controlling)

Sr. Executive
Draftsman GET GET GET Manager Manager Dy. GM Dy. GM Dy. GM
Officer

GET GET GET GET

Figure 5.6 Organization Structure for Planning Division

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8. Operations and Systems – This is a sub-division under Project & Planning that will mostly
become prominent in the implementation phase of the Project. It is under the purview of
Chief General Manager (O&S). The setup, installation and maintenance of the Rolling
Stock, Signals and Telecommunications is under the purview of this division. GM (MEP)
is another key person that will look after all the Mechanical, Electrical and Plumbing work
and its designing in the initial stage, while its scope keeps increasing as we move forwards
in our Project.

Director
(Operations &
Systems)

GM (Tracks & GM (Rolling GM

GM (S&T) GM (MEP)
Electrification) Stock) (Operations)

Dy. GM Dy. GM AGM AGM (Electrical) Dy. GM

AGM
Dy. Gm Dy. GM AGM Dy. GM
(Plumbing)

AGM
(Mechanical)

Figure 5.7 Organization Structure for Operations and Systems Division

5.3 Cost Breakdown Structure

Project cost estimate for the Surat metro rail network has been prepared covering costs of
planning and development phase activities which include cost of legal compliances,
feasibility studies, consultancy firms. A brief cost of work for civil and O&M works has also
been prepared.

While preparing the estimate, we have categorized the cost elements into four major phases –

 Project Inception Phase

 Project Development Phase
 Project Implementation Phase
 Operation and Maintenance
We identified the works having similar nature, grouped them together to form a bottom-up
approach for cost breakdown structure.
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5.3.1 Project Inception Phase
In this phase, our pre-feasibility and feasibility studies are carried out, which constitute the
major cost elements of our project inception. The activities included are preparation of
Detailed Project Report, development of Comprehensive Mobility Plan which includes
various traffic studies and surveys, costs of acquiring approvals from various authorities,
Environment Impact Analysis and Social Impact Analysis. The works are performed by
separate consultants and thus, constitute as separate elements in our cost breakdown structure.

Table 5.1 Cost Estimation for Project Inception Phase of Surat Metro

Rate Amount (INR in

S. No. Description Unit Quantities (INR/unit) cr)
1 Surveying LS 0.15
2 Traffic Studies LS 15,000 2,000 0.09
3 DPR Preparation 2.00
Geotechnical
4 Investigations R Mt. 40,760 1,200 4.89
Sq.
5 GPR Survey Mt. 38,958 114 0.44
6 Financial Consultant Month 24 30,000 0.07
Environmental Impact
8 Analysis 0.15
Subtotal A 7.80
Surveying: Surveying consists of activities that are mainly investigative. These activities are
done for alignment analysis, station analysis and land requirement.

Traffic Studies: These studies are done to prepare a Comprehensive Mobility Report.
Various surveys are carried out like Origin-Destination surveys, Willing-to-Pay survey and so
on. Fee is based on percentage of cost incurred. Cost incurred is based on number of
questionnaires. As per CoE, CEPT University, the cost is calculated at Rs. 2000 per
questionnaire, with a total of 15000 questionnaires done. 3% of this cost is given as
consultant fee.

DPR Preparation – This has been done by DMRC and the cost is a lumpsum amount of Rs.
2 cr.

Geotechnical Investigations – These are done on the basis of running metre. The quantity is
calculated as the total running distance of both the lines in meter.

Environment Impact Analysis – The cost of this is based on the total cost of project. As our
project cost is in excess of 1000 crore, the cost of EIA would be Rs.15 lakh.

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5.3.2 Project Development Phase
In this phase, detailed designs are prepared. For this purpose, a Detailed Design Consultant
will have to be appointed. Also, one big cost component of this phase, and the project as a
whole, is land acquirement. The Surat Metro project is to be designed in such a way that the
requirement for land acquisition from private owners is minimal.

Table 5.2 Cost Estimation for Project Development Phase of Surat Metro

S. No. Description Unit Quantities Rate Amount (INR cr)

(INR/unit)
1 Detailed Design LS 0.5% 34
Consultant
2 General Engineering LS 5% 344
Consultant
3 Land Acquisition
3.1 Permanent Land
3.1.1 Government Land Ha 91.57 9 835
3.1.2 Private Land Ha 5.54 11 61
3.2 Temporary Land
3.2.1 Government Land Ha 13.58 2 25
3.2.2 Private Land Ha - 4
4 Legal Compliance LS 6
Costs
5 Detailed Estimate LS 0.5% 34
Subtotal B 1,339
Consultant Fees – The fee of consultants has been calculated on the basis of percentage of
total civil works. As a thumb rule, 0.5% of total civil works cost has been allocated for each
individual consultant. For General Engineering Consultant, this fee is taken as 5% of the total
civil works cost.

Land Acquisition – Land Acquisition quantity has been calculated for two categories –
Temporary and Permanent Land Parcels.

Temporary Land Parcels consist of Casting Yards and temporary office accommodation.

 The quantity for casting yard is calculated as 20,000 sq. mt. for each casting yard,
with 3 casting yards to be provided for each corridor.
 The quantity for temporary office accommodation is calculated as 2000 sq. mt. at
every 5 km.
 The rate has been taken as Rs. 1.82/ha for government land and Rs. 4.38/ha for
private land, as per rates from MEGA after adjustment for inflation at 5% per year.
The time period of possession is taken as 4 years.

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Permanent Land Parcels include Stations, Depots, Tracks and Sub-stations.

 Station requirement is calculated as 30 m width and 100 m length for each station.
 Depot requirement is calculated by taking average of depot width & length for
different metro in India. Two depots are proposed, one for each line.
 For corridor 1, depot proposed to be at Khajod, for Corridor 2, it is proposed to be at
Bhesan.
 Sub-station requirement has been calculated as 11,200 sq. mt. for each sub-station, as
per MEGA guidelines. Two substations are proposed, one for each corridor.
 The rates have been taken as Rs. 9.12 cr/ha for government land and Rs. 10.84 cr/ha
for private land, as per MEGA and duly adjusted for inflation at 8% per year.

Legal Compliance Costs – These include cost of tree cutting and replantation, cost for
NOC of withdrawal of groundwater construction and authorization for disposal of
hazardous wastes.

5.3.3 Project Implementation Phase

During this phase, cost of civil works comes into play, which is the major cost element of the
whole project. The civil works constitute of major constructions of viaduct, elevated stations,
underground stations and depots. At the start of this phase, a cost consultancy firm is also
appointed to regulate and monitor cash flows of the project. The total breakdown of Civil
Works is provided in table 5.3.

Table 5.3 Cost Estimation for Civil Works of Surat Metro

Sr. No. Description Unit Qty. Rate (INR/unit) Amount (INR cr)
1 Depot LS 2.00 160 320
2 Viaduct R Km. 33.88 88 2,974
3 Elevated Station No. 31 63 1,946
4 Tunnel and Station R Km. 6.47 206 1,331
5 Bridge LS 26
6 Ballast less Track R Km. 40.35 7 286
Subtotal C 6,884
The civil works include design and construction of depots, viaducts and stations.

 Cost of construction of depot is calculated on a lumpsum basis by assuming Rs. 160

cr for each depot. This assumption is taken after taking average of various other metro
construction costs.

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  Viaduct and Tunnel Station cost is estimated at running distance of the whole elevated
section. The rate has been taken as the average of MEGA and DMRC rates, adjusted
for inflation at 8%.
 Elevated Station cost is calculated by deriving an average cost for each station
through different metro construction costs.
 The cost of bridge and ballastless track is calculated at running km.

Electrical Works make up a major chunk of the cost of this phase, with activities such as
design, supply and installation of Rolling Stock, Traction, Signalling and
Telecommunication, E&M Works. The breakdown is given as per table 5.4

 Rolling Stock quantity has been calculated by assuming 3 rolling stocks per station,
and the cost of each has been taken as Rs. 11 cr as per MEGA and adjusted for
inflation at 8% per year.
 The rate for Signalling & Telecommunication is taken in running distance, different
for underground and elevated sections.
 E&M, Tunnel Ventilation System and Environmental Conditioning System costs are
taken at running distance for underground and elevated stations.

Table 5.4 Cost Breakdown for Electrification and Signalling

S. No. Description Unit Quantities Rate Amount (INR in

(INR/unit) cr)
1 Rolling Stock No. 111.00 11 1,221
2 Signal &
Telecommunication
2.1 Elevated Station R Km. 33.88 11 375
2.2 Underground Station R Km. 6.47 13 86
3 E&M, ECS, TVS
3.1 Elevated Station R Km. 33.88 8 262
3.2 Underground Station R Km. 6.47 12 75
4 Lifts and Escalators No. 37 7 266
5 Automatic Fare No. 37 7 246
Revenue Collection
6 Fire Detection R Km. 33.88 5 178
Subtotal D 2,708
5.3.4 Operation & Maintenance
For a Rapid Transit project, the cost in O&M phase is the most important element. It roughly
constitutes 90% of the total cost of the project during its lifespan. However, we are only

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concerned with the cost during the lifecycle of the project. The breakdown is given as in table
5.5.

Table 5.5 Cost Estimation for Operation and Maintenance Phase of Surat Metro

S. No. Description Unit Quantities Rate Amount (INR cr)

(INR/unit)
1 Housekeeping
1.1 Depot No. 2.00 18 35
1.2 Viaduct Km. 33.88 1 31
2 Repair & R Km. 33.88 12 395
Maintenance of P-
Way
Subtotal E 462
5.3.5 Phase-Wise Cost Breakdown Structure
The cost elements were divided in different stages that would occur in the lifecycle of the
project. This division has been done according to the Work Breakdown Structure and the
total cost of each phase is as given in table 5.6.

Table 5.6 Cost Breakdown Structure Phase-Wise

Phase Cost (INR in crore) % of cost (excluding contingency)

Project Inception Stage 8 0.07%
Project Development Stage 1,030 9.28%
Project Implementation Stage
Civil Works 6,884 62.06%
Electrification & Signalling 2,708 24.42%
Operation & Maintenance 462 4.16%
Subtotal 11,091
Contingency @ 15% 1,664
Total Project Cost 12,755
It can be seen that the major cost elements civil works and electrification & signalling. But
the cost of development phase is also significant. Contingency is taken at 15% due to the
initial level of the project. As the project details become more concrete, the contingency
percentage can be reduced. All the above costs are inclusive of escalation, which is taken to
be at 5% p.a. Thus, total project cost is estimated to go to INR 12,755 crore.

5.3.6 Complete Cost Breakdown Structure

The complete cost breakdown structure is in Annexure 10 Cost Breakdown Structure.

5.4 Milestone Schedule

Based on the WBS, and entering the relationship between various tasks, the milestone
schedule has been prepared.

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 Table 5.7 Milestone Schedule for Surat Metro Project

WBS Task Name Start Duration Finish

SM Surat-Metro-Project Wed 01/08/12 3142 days Thu 18/08/22
SM1 Inception Wed 01/08/12 1139 days Mon 21/03/16
SM1.1 Pre-Feasibility Study Wed 01/08/12 220 days Sat 13/04/13
SM1.1.1 Initial Approval Process Wed 01/08/12 30 days Tue 04/09/12
SM1.1.1.1 Proposal for Metro Wed 01/08/12 30 days Tue 04/09/12
SM1.1.7 Approval for Preparation of DPR Sat 06/04/13 7 days Sat 13/04/13
SM1.2 Feasibility Study Mon 15/04/13 919 days Mon 21/03/16
SM1.2.12 Preparation of DPR Mon 30/11/15 90 days Sat 12/03/16
SM1.2.13 Approval of DPR Mon 14/03/16 7 days Mon 21/03/16
SM2 Development Phase Mon 21/03/16 382 days Fri 09/06/17
SM2.3 Planning Mon 21/03/16 272 days Wed 01/02/17
SM2.4 Tendering Sat 21/01/17 120 days Fri 09/06/17
SM2.4.4 Contract Tue 02/05/17 34 days Fri 09/06/17
SM2.4.4.3 Contract Award Fri 02/06/17 7 days Fri 09/06/17
SM3 Execution Sat 10/06/17 816 days Wed 22/01/20
SM3.2 Construction Sat 24/06/17 797 days Tue 14/01/20
SM3.2.1 Tunnel Section Thu 20/07/17 775 days Tue 14/01/20
SM3.2.2 Elevated Viaduct Sat 15/07/17 191 days Thu 22/02/18
SM3.2.3 Elevated Station Sat 24/06/17 730 days Mon 28/10/19
SM3.2.4 Depots Sat 15/07/17 120 days Fri 01/12/17
SM3.2.5 Rolling Stock Sat 15/07/17 730 days Mon 18/11/19
SM4 Commissioning Thu 23/01/20 75 days Sat 18/04/20
SM4.3 Hand Over Fri 17/04/20 2 days Sat 18/04/20
SM4.3.1 Completion Certificate Fri 17/04/20 1 day Fri 17/04/20
SM4.3.2 Hand Over to O&M Staff Sat 18/04/20 1 day Sat 18/04/20
The total duration, from inception phase comes out to be 3142 days.

5.5 Construction Schedule

The detailed schedule for construction activities is shown in the Annexure 14.

5.6 Project Schedule

The Project Schedule shows the summary tasks of the project and their duration.

Table 5.8 Project Schedule

WBS Task Name Start Duration Finish

SM Surat-Metro-Project Wed 01/08/12 3142 Thu 18/08/22
days
SM1 Inception Wed 01/08/12 1139 days Mon 21/03/16
SM1.1 Pre-Feasibility Study Wed 01/08/12 220 days Sat 13/04/13
SM1.2 Feasibility Study Mon 15/04/13 919 days Mon 21/03/16
SM2 Development Phase Mon 21/03/16 382 days Fri 09/06/17
SM2.1 Procurement of Consultants Sat 24/09/16 30 days Fri 28/10/16
SM2.2 Designing Tue 22/03/16 190 days Fri 28/10/16
SM2.3 Planning Mon 21/03/16 272 days Wed 01/02/17

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 WBS Task Name Start Duration Finish
SM2.4 Tendering Sat 21/01/17 120 days Fri 09/06/17
SM3 Execution Sat 10/06/17 816 days Wed 22/01/20
SM3.1 Site Preparation Sat 10/06/17 34 days Wed 19/07/17
SM3.2 Construction Sat 24/06/17 797 days Tue 14/01/20
SM3.3 Monitoring and Control Sat 24/06/17 800 days Fri 17/01/20
SM3.4 Completion of Construction Wed 15/01/20 7 days Wed 22/01/20
SM4 Commissioning Thu 23/01/20 75 days Sat 18/04/20
SM4.1 Checks Thu 23/01/20 13 days Thu 06/02/20
SM4.2 Payment Fri 07/02/20 60 days Thu 16/04/20
SM4.3 Hand Over Fri 17/04/20 2 days Sat 18/04/20
SM5 Operation & Maintenance Mon 20/04/20 730 days Thu 18/08/22
SM5.1 Physical Infrastructure Mon 20/04/20 730 days Thu 18/08/22
Maintenance
SM5.2 Revenue Generation Mon 20/04/20 730 days Thu 18/08/22
SM5.3 Business & Promotion Mon 20/04/20 730 days Thu 18/08/22
SM5.4 Miscellaneous Works Mon 20/04/20 730 days Thu 18/08/22
5.7 Risk Management
The purpose of Risk Management Plan is to assure that Gujarat Metro Rail Corporation
incorporates appropriate, efficient, and cost-effective measures to mitigate project related
risks. Risk planning and monitoring at each stage of project is must.

5.7.1 Risk Identification

The most important task in the Risk Management is its ‗Identification‘. It is useful, so that all
the risk pertaining to Metro Project in Surat city can be categorized and documented in the
Risk Register for control. Risk identification is done for the following phases of the project,
so that there is insight in monitoring the risk during the timeline of the project which are

 Feasibility Stage
 Design Development
 Construction
 Operation
5.7.2 Risk Categorization
The next process after identification of all the risks pertaining to Metro Project in the city of
Surat is to categorize the risks as per the following heads which are as follows.

1. Political Risk
2. Managerial & Planning Risk
3. Construction Risk
4. Market & Revenue Risk

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 5. Financial Risk
6. Social Risk
7. Natural Calamity Risk
8. Environmental Risk
9. Design Risk
10. Organizational Risk
5.7.3 Risk Rating
The Risk Rating is the severity score which is derived from Probability of Occurrence and
Impact rating of the risk. The severity score is calculated based on the following formula
Severity = (Probability * Impact). The Probability of occurrence score is given based on the
occurrence of risk. It is given in the scale of 1-5, in which 5 being the highest probability of
occurrence and 1 being the lowest possibility of occurrence. The following rating for
Probability is given which is shown in the table below.

Table 5.9 Probability Rating Score

Scale Likelihood of Occurrence (in %) Probability Score

Very Unlikely 0-20 1
Unlikely 21-40 2
Low 41-60 3
Likely 61-80 4
Very Likely 81-100 5
The impact score is given based on the impact of the risk on the project. In the scale of (1-5),
in which 5 score being the highest impact and 1 being the lowest impact of the risk on the
project. The Impact score is given based on the following table.

Table 5.10 Impact rating score

Scale Impact Score

Negligible 1
Marginal 2
Significant 3
Critical 4
Crisis 5
After obtaining the Severity (Risk Rating), based on the score, the risks are further divided on
the basis of their magnitude which is shown in the following table.

Table 5.11 Risk score based on magnitude

Risk Type Risk Rating Score

High 11-25

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 Risk Type Risk Rating Score
Medium 5-10
Low 1-4
5.7.4 Risk Response Strategies for Negative Risks
The following strategies should be followed for those risks which have negative impacts on
the project objectives.

 Avoid
 Transfer
 Mitigate
 Accept
The strategies are selected as per risk probability and impact on the project‘s overall
objectives. The four strategies are explained in brief below

5.7.4.1 Avoid
This strategy is adopted when the project team acts to eliminate the threat or protect the
project from its impact.

5.7.4.2 Transfer
This strategy is adopted when the client (i.e. GMRC) shifts the impact of a threat to the third
party, together with the ownership of response. By transferring the risk, the risk is not
eliminated.

5.7.4.3 Mitigate
This strategy is adopted when the project team acts to reduce the probability of occurrence &
impact of the risk.

5.7.4.4 Accept
This strategy is adopted when the client decides to acknowledge the risk and not take any
action unless the risk occurs.

5.7.5 Risk Response Strategies for Positive Risks

Positive risks are the opportunities to the project. The following four strategies are adopted
for the positive risks which are described in brief below

5.7.5.1 Exploit
This strategy is adopted when client wishes to ensure that the opportunity is realised.

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 5.7.5.2 Enhance
This strategy is adopted to increase the probability and positive impacts of an opportunity.

5.7.5.3 Share
This strategy is adopted when it involves allocating some or all of the opportunity to a third
party who is best able to capture the opportunity for the benefit of the project.

5.7.5.4 Accept
This strategy is adopted to accept an opportunity if it arises.

5.7.6 Risk Register

The Risk Register for Surat Metro Rail Project is prepared as per Minnesota Department of
Transportation is been attached in the Annexure. The following heads for the Risk register
are used - Risk Title, Phase, Risk Description, Probability, Impact, Severity, Risk Response,
Risk Response Description, Risk Owner

5.7.7 Severity Matrix

The Severity Matrix is based on Kansas City Project Execution Plan. The Risk score is
marked considering the likelihood of occurrence and its impact. The numbering is based on
the Risk Register which is attached in the Annexure.

5. Very 5.6 5.2,8.2 1.1

Likely
4. Likely 5.1,5.3 3.10 2.5,4.1,4.2,
8.1,8.3
3.Low 3.7,3.11,4.3,6.3,7.2 1.3,2.2,2.6,5.5, 1.2,1.8,7.1,
9.4,10.1,10.2 9.1,9.2,9.3 9.5
PROBABILITY

2. 2.7,6.2,7.3 1.6,2.1,2.4,2.8,
Unlikely 3.2,3.3,3.4,
3.9,6.1,10.3

1.Very 3.5,3.6 1.5,1.7 1.4,2.3,5.4

unlikely 4.4 3.1,3.8,3.12
1.Negligible 2.Marginal 3.Significant 4. Critical 5. Crisis

IMPACT

Low High

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5.7.8 Basis of Assumptions
As discussed above that the basis for the Risk Score is marked considering the likelihood of
occurrence and its impact. Specific risks are chosen as examples to describe, elaborately, how
the certain considerations are made to determine probability and impact scores. These are
given below:

5.7.8.1 Delay in approval of DPR

The approval of DPR marks an important milestone. Its rejection or acceptance denotes
whether the project will be feasible enough to be taken forward or not. The impact of this risk
is taken as Crisis for the project and the score is marked 5 as described in 14. Also,
Probability rating for the approval of DPR is decided based on duration between proposal and
initiation of the Project. The timeline for the DPR is as follows:

Table 5.12:Timeline of DPR (Surat Metro Rail Project)

Year Project timeline

2012 Surat Metro Project proposal by General Board of SMC
2016 High Powered Committee (HPC), Gujarat State decided to prepare DPR for Metro
rail project and directed MEGA to coordinate
2016 SMC gave work order to DMRC for the preparation of DPR
2017 DMRC submitted the DPR to SMC
The approval of acceptance of DPR is expected to happen as soon as possible. Hence based
on the time taken to get approval, the probability rating is proposed as follows:
Table 5.13: Probability Rating based on duration between Proposal and Initiation (in years)

Duration between Project Proposal & Initiation (in years) Probability rating
≥5 5
4 4
3 3
2 2
1 1
Based on the above mentioned time line in Table 5.12, we can see that almost five long years
have gone and the decision is still awaited hence the probability score is taken as 5 .As
formula, Severity = (Probability * Impact) goes, we get 25 as Severity Matrix Score which
marks it under High category risk.

5.7.8.2 Amount of grant expected from State & Central Government:

There is a specific budgetary allocation of funds by State as well as Central Govt for Metro
projects. As per the budget of Surat Municipal Corporation (SMC) 2017-18, the allocation of
budget for Surat Metro Rail Project is given below:

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 Table 5.14:Budgetary allocation for Metro Project by Surat Municipal Corporation

SMC Budget 2017-18

Total Budget for
budget of Budget allocated for Metro % of Budget from
SMC (INR % of Budget for Transportation Project (INR Transportation
in cr) Transportation purpose (INR in cr) in crore) budget for Metro
10800 1% 1080 60 6%
Considering the percentage of total budgetary allocation given by Government in their
financial budget for metro project, the rating is proposed as follows:

Table 5.15: Probability Rating based on Budgetary Allocation

% Budgetary Allocation Probability Rating

>60 5
45-60 4
30-45 3
15-30 2
0-15 1
This shows that only 6% of the total budget is kept for metro in SMC, similarly only up to
40% funding is borne by the state or Central Govt. So, the likelihood of this risk is moderate
so score is kept as 3. The funding for project is insufficient as amount of grant expected from
State & Central Government is less. Its impact is rated as critical i.e. 5 to the project. As
without funds (which hold almost 40 %) project cannot proceed as funds for procuring
Consultants, staffs, Contractors is required at priority.

5.7.8.3 Issues and risk in land acquisition and probable time & cost of land
Acquisition of Land for construction purpose needs foremost planning and due diligence for
smooth development of project. The proposed land requirement statement for Surat Metro
construction is as given below:

Table 5.16: Land requirement details for Surat Metro Rail Project

Description Qty (Sq. Mt.) Qty (ha) % of Total Land

Total Land 1030970 103.097 100.00%
Govt Land 992945 99.2945 96.31%
Private Land 38025 3.8025 3.69%
Probability 3.69%
Score 1
It states that only 3.69 % land is to be acquired from private stakeholders, while majority of
land can be acquired from Govt. Stakeholders which takes lesser time and cost to acquire
than private Stakeholders, Hence, the likelihood of this risk reduces to the score of 2 as lesser
private stakeholders are to be dealt. But its impact can be measured as high because even if

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the small patch of land is difficult to acquire then it may cause indefinite delays to project.
The change in alignment can also be expected which creates ruckus at high level planning
also. Hence the impact score can be taken as critical i.e. 4.

5.7.8.4 Equipment breakdown issue

The breakdown of the Rolling Stock affects the main working of the Metro system. It can be
due to various issues. The events summarised for the Delhi Metro Rail Corporation are given
below:
The major issue is due to Power Supply breakdown.

 Analysis of past six years

Table 5.17: Rolling stock breakdown details of DMRC due to Power Supply Failure

Failure Cause Route Date

Power Supply All Lines DMRC 30-07-2012
Power supply All Lines DMRC 31-07-2012
Power supply DMRC(Y.L.)/(B.L.) 04-08-2016
Power Supply DMRC(V.L.) 14-02-2017
Power Supply DMRC(Y.L.) 26-08-2018
Power Supply DMRC(Y.L.) 10-10-2018
Probability Six times in six years i.e. Approx. once in a year

Table 5.18: Rolling stock breakdown details of DMRC due to other miscellaneous factors

OHE Breakdown DMRC(R.L.) 01-Jun-18

Brakes Problem DMRC(B.L.) 21-Aug-18
Signaling Issue DMRC (B.L) 23-Jul-18
OHE Breakdown DMRC (B.L) Mar-18
Signaling Issue DMRC (B.L) 02-08-2018
Based on the data, the probability of occurrence is of moderate level hence rating score is
taken as 3 while its impact is taken as very critical i.e. 5. Due to various technical snags like
OHE wire breakdown, Brakes problems, signalling issue, metro services can halt for a brief
period due to rolling stock failure on the tracks and requires emergency evacuation of the
passengers. But it may put a scare on thousands of lives as mass evacuation (Tunnel) is a big
responsibility due to panic. Proper evacuation plan and arrangement, Maintenance of team
needs to be provided at each station.

5.7.8.5 Willingness to Pay Risk

As per the survey conducted (locally through Google Forms), the results for the Willingness-
to-Pay are as follows:

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 Table 5.19:Willingness to Pay Survey Details and Probability rating

Likelihood to Use Metro Count % of total count

1 i.e. Very Unlikely 8 16%
2 i.e. Unlikely 2 4%
3 i.e. Moderate 5 10%
4 i.e. Likely 6 12%
5 i.e. Very likely 30 59%
Total 51
Probability of WTP Risk 20%
Score 1
From the mentioned above results, we can calibrate that only 20 % (16% + 4%) are unlikely
or hesitant to pay for the Metro. Hence the likelihood of this risk is very low. Based on the
Error! Reference source not found., the score can be taken as 1. Its impact can be counted
as Significant as the generation of lesser revenue will put the burden on the O & M
(Operation and Maintenance) and repayment of loan. The other revenue sources like feeder
bus earnings, rental income of space for kiosks, parking, shops, restaurants, advertisements,
consultancy to other Metro projects etc. can be planned to reduce its impact.

5.7.8.6 Debt Service Risk

As calculated from the Financial Model, the value for DSCR is determined as given below:

Table 5.20:DSCR values from Financial Model

FY FY FY FY FY FY FY FY FY FY
Year 2028- 2029- 2030- 2031- 2032- 2033- 2034- 2035- 2036- 2037
29 30 31 32 33 34 35 36 37 -38
DSCR -0.66 -0.68 -0.69 -0.71 -1.34 -0.73 -0.74 -0.76 -0.77 -0.79
The Debt Service Coverage Ratio or (DSCR) = Net operating income /Total debt service. The
values for DSCR from the Financial Model (prepared by us) for the year 2028 to
2038(proposed moratorium period of 10 years with repayment starting from 2028) are
checked. It shows the negative value for DSCR which determines negative Cash Flow. It can
also be described that not enough net operating income are being generated to pay annual
debt payments for the recurring years Based on the Error! Reference source not found.,the
rating for probability can be determined as given below:

Table 5.21:Probability Score

Probability of Negative DSCR 100%

Score 5
The probability of this risk is very likely i.e. 5.

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The impact for the risk shall be taken as Significant i.e. 3 as there are certain means to
increase the ratio value by increasing net operating income and decreasing operating
expenses and borrowing amount.

5.7.8.7 Risk of Severe Fire

Based on the statement by Anderson and Paaske which estimated that the probability of a
severe rail and metro fire occurs at a rate of approximately 0.5 per year worldwide (LAU,
2007). Hence, the probability of the occurrence of severe fire is taken as 50 % and Score of 3
is considered. But its impact shall be high as Human life is at stake so the score shall be taken
as 5.

5.7.8.8 Currency exchange Risk

Due to fluctuations in exchange rates, there is difference in the value of two different
currencies. The investor‘s value of money may change due to changes in the exchange rates.
The risk of exchange rate of Indian currency against US Dollar or Japanese Yen are there as
majority of the funding is done through International source like JICA through Official
Development Assistance loans. The value of INR is analysed for the past seven years:
Table 5.22: Currency Exchange Value Analysis

Currency Valuation
Year Avg. Value for the Year High Low Change (in %)
2012 52.90 57.145 48.66
2013 60.97 68.805 53.14 15
2014 61.07 63.67 58.4725 0
2015 64.23 67.1085 61.358 5
2016 67.46 68.87 66.0473 5
2017 66.05 68.4553 63.645 -2
2018 68.19 72.98 63.39 3
Mean 4
Probability of
Negative Change 83
Score 5
Probability of
Positive Change 17
Score 1
As we see that the probability of negative change is 83% and positive change is 17 %.
Cumulatively based on Error! Reference source not found., its likelihood rating shall
be 4 .The impact of the risk is very low i.e. 1 as the currencies of the countries in
which they operate can affect only small and medium companies‘ profit margins but

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not with Large Scale Metro Projects. Also, lending institutions provide privilege
where the repayment starts after period of 10 years.

5.7.8.9 Seismic risk due to Earthquake

Refer Section 4.6 for explanation.

5.7.8.10 Risk of Flood

Refer Section 4.6

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6 Procurement Management
6.1 Design Brief
A design brief is a document specifying the roles and responsibilities, objectives,
expectations and scope of work of the designer. It may be detailed or it might just contain an
idea or concept from the client. In that case, it is wise protocol from the designer‘s side to
prepare a detailed design brief specifying the actual work and the methods in which that will
be carried out by the designer.

6.1.1 City Brief

Surat is the fastest growing city in India and ranked 36th place in world. It is a diamond and
textile hub. It is also recognized as one of the cleanest cities in India. Surat was a prominent
seaport at the time of British colonialism. From there it has made a journey towards
becoming the diamond hub of the country as well as having prominent garment industry.
More than 40% of man-made fabric of the country comes from Surat. The city has been
advancing in sectors beyond industry too. It was the 4th fastest growing city in world in 2016.
In 2010, it was awarded the 3rd cleanest city in the country. It was chosen as the country‘s
first Smart IT city from Microsoft‘s City Next initiative that had a tie-up with local IT leaders
Tata Consultancy Services and Wipro. 90% of the diamonds in the world are cut and polished
in Surat. But despite all these technological advancements and industrial hub status, Surat has
not been able to make its way to the most coveted cities in India. And that is mostly because
of the transportation system.

6.1.2 Project Objectives

 To reduce door-to-door travel time and commuting time of the people.
 To reduce traffic congestion levels in dense regions.
 To reduce the levels of vehicular population in dense areas.
 To improve road safety by lowering the number of road accidents.
 To reduce air and noise pollution levels in the city.
 The major objective of the project is to provide excellent and rapid mass transit
system.
 The objective is to reduce the commute time of all people of the region.
 Another important goal is to provide connectivity all across the Surat Metropolitan
area.

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  The objective of the project is to reduce over-reliance on personal vehicles and thus,
to curb the traffic problem to some extent.
 In the process implementation of this project, care has to be taken to ensure that
minimum land acquisition is required. Wherever there is land acquisition,
rehabilitation of the stakeholder must be done appropriately and adequately.
 Environmental impact of the project is also to be kept in mind. The aim is to provide
an eco-friendly, safe and fast transportation system.

6.1.3 Design Brief for Tunnel Section

6.1.3.1 Scope of Work

 Tunnelling will be required for a stretch of 6.47 km in corridor 1 from Surat Railway
Station to SMC Office.
 The construction method adopted should be Tunnel Bored Method.
 Design life is to be kept minimum 100 years.
 The bored tunnels shall comprise of two single-track tunnels.

6.1.3.2 Design Considerations for Tunnel

 Tunnel design should be fully compatible with construction methodology used, shall be
carried by appropriate software and shall take into account all expected loads, additional
loads, stresses and strains imposed by or on Existing Building Structures.
 It should be shown that the boring will not harm the stability of any EBS.
 Ground information from all construction activities shall be collated and interpreted.
 Design of Tunnel Lining Segment shall be done by taking into consideration and
conforming to all durability aspects, rate of loading/unloading due to TBM jacking force
and expected variation in ground conditions.
 A cross-passage has to be designed for passenger emergency evacuation.
 Tunnel walkways have to be designed, with an Escape Walkway that should provide
continuous access from trains to station/platform.
 The materials used shall conform to standards and codes as given in Annexure.

6.1.3.3 Design Loads

 Lining shall be designed to withstand all environment loadings, distortions and other
effects without detriment.
 Hydrostatic pressure and water at ground level shall be considered for design.

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 Structural requirements to resist buckling shall be checked.

6.1.3.4 Construction Methodology

 Excavation should be carried out in a controlled and uniform manner; over-cutting shall be
kept to a minimum.
 To maintain the stability of excavation and to control flow and movement into the tunnel,
appropriate necessary methods should be adopted.
 Specify the required instrumentation and monitoring arrangement to maintain the safety of
EBS.
 There should be a framework to monitor changes in groundwater and to detect movement
of EBS such as a trigger mechanism.
 Suitable waterproofing materials and methods are to be used to meet requirement services.
 There shall be a provision for grout holes, gasket grooves and cavity grouting in the
design.
 A suitable underpinning arrangement for structures whose support or foundation is to be
removed should be provided.
 Where tunnelling is not carried out by TBM, temporary support should be provided.

6.1.3.5 Mechanical and Electrical Systems

 Design should have consideration for Fire Detection System, Fire Suppression System,
Fire Alarm PA System, Emergency Lightning, Power Supply System, Tunnel Ventilation
System.
 All these sub-system designs should get approved from concerned state authorities.

6.1.3.6 Codes and Standards to be Followed

The order of preference of codes is –

1. BIS
2. Euro Code
3. IRC
4. IRS
5. AASHTO

All the codes to be followed are mentioned in Annexure.

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6.1.4 Design Brief for Elevated Viaduct

6.1.4.1 Scope of Work

 The Surat Metro Rail has a stretch of 33 km which is to be designed for an Elevated
Viaduct.
 This complete line 1 from Bhesan to Saroli is to be designed as an elevated viaduct.
 The stretch of 14.25 km in line 2 is to be designed as elevated viaduct, from Sardhana to
Varachha and then from Kasturba Garden to DREAM City, Khajod.
 The station bridge structure is to be designed as per relevant IRS codes.
 The structure is to be designed for a minimum of 100 years.

6.1.4.2 Design Considerations for Viaduct

 Emergency Walkway shall be provided for excavation of passengers in safe conditions.
 A Schedule of Dimensions should be prepared to provide the standard width of walkway
and internal width of cable trough.
 The type of bearing should be selected based on structural requirement of geometry of
viaduct.
 Dimensions should be designed keeping in mind clearance for road traffic and clearance
for rail traffic.
 The materials used shall conform to standards and codes as listed in Annexure 1.
 ULS check, SLS check and Fatigue check shall be performed as per IRS-CBC.
 Drainage shall be designed for maximum expected rainfall intensity.
 Effect of vibration due to movement of metro train on station bridge structure should be
taken into consideration.

6.1.4.3 Design Load

 Viaduct design should be as per the dead load of materials and actual cross section area of
viaduct.
 Superimposed dead load of precast parapet, rail plinth, and other variable SIDl shall be
considered in the design of viaduct.
 Shrinkage and creep should be considered for design.
 Co-efficient of Dynamic Augment shall be adopted as per IRS Bridge Rules.
 Provision of IRS-CBC shall be followed for methodology of load combinations.

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 The design relating to fire safety and escape shall be in accordance with requirements of
NFPA 130 – Standard for Fixed Guideway Systems.

6.1.4.4 Construction Methodology

 Pile foundation has to be provided while pier columns should be used for substructure.
 Elastomeric bearings shall be provided to accommodate for seismic forces; in cases they
are sufficient, concrete shear key/seismic restrainer shall be provided.
 Foundation has to be designed as per IRS Bridge Substructure and Foundation Code.
 When designing element forces or estimating displacements, the soil stiffness shall be
assessed based on the actual ground data.

6.1.4.5 Codes and Standards to be Followed

IRS Codes are to be followed in principle. The order of preference of codes shall as follows:

For Railway loading related issues –

1. UIC Codes
2. Euro Codes
3. Other Codes which cover railway loading.

For design/detailing related issues –

1. IRC
2. IS
3. Euro Codes
4. Other national codes

List of all codes and standards to be followed is given in Annexure 1.

6.1.5 Station location and Planning

The proposed stations can be of three categories depending upon the site area available and
are as follows:

1. Underground Station- Having this station has an advantage of occupying no road space but
the cost of construction and O&M is high. It is preferable where land parcels are not
available. The stretch in the city core area is congested and is likely to get underground
stations.

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2. On-Grade Station-Due to the scarcity of the land parcel availability, this type of station
types is not preferable.

3. Elevated Station- These stations are most likely to be adopted due to ease of construction
and less cost of O&M. It requires 2 metres width of the road. It is advised to adopt this
typology. The outer city has ample of land parcel availability.
Key design elements are as follows:

 Stations should be planned to cater major passenger destinations. (Refer Traffic study
analysis by CoE, (CEPT)
 To enable convenient integration with other modes of transport.
 Proposed station locations should be kept such that interstation distances are uniform and
close to one km as possible.

6.1.5.1 Station Description

As decided by the Consultant for the Road Alignment and Station Planning, the stations are
fixed and the details of the stations are proposed. The Station layout is guided by the track
geometry, operational requirements, daily ridership ROW availability and electrical &
mechanical requirements as decided. Location of Stations is indicated in the DPR. Any
change in location of Stations along the already finalized alignment is allowed for relocation
of existing features and to provide better connectivity and traffic integration. The Station
width structure shall be taken as the width of the road including footpaths.

6.1.5.2 Construction Methodology

In elevated stations, viaduct consisting prestressed concrete ―Box‖ shaped Girders on Single
pier with pile / Open foundations shall be adopted while station structures shall be
constructed in cast in situ. Height Clearances are to be kept in mind for the station layout:

 The viaducts carrying the tracks will have a vertical clearance of minimum 5.5 m above
road level. The rail level will be about 9.8 m above the road level with concourse at
mezzanine. These levels will, however, vary marginally depending upon where the
stations are located.
 The track centre on the elevated section is kept as 4.2 m uniform throughout the corridor
to standardize the superstructure, except at few locations, wherever scissors crossover
(Majura Gate Interchange station) is planned, it is kept 4.5 meter.

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6.1.5.3 Underground sections
Rail level at midsection in tunnelling portion shall be kept at least 12.0 m below the ground
level. At stations, the desirable depth of rail below ground level is 12.5 m, so that station
concourse can be located above the platforms.

6.1.5.4 Station Architecture

The overall theme of the station architecture is laid down below as:

 The Stations‘ theme should be worked upon to reflect local Surat culture and showcasing
vibrant colors of Gujarat and aesthetics should be functional at the same time.
 The architecture shall be visually appealing, well spacious and lit.
 The architecture and usage of material should be site and region specific.
 The areas developed for Stations shall comply with all functional requirements for peak
hours under all operating conditions.
 The station shall be made developed into customer oriented public space and user friendly.
 The stations shall be designed in a way to be energy efficient, cost-effective and
consistent with the environment at the same time.
 Safety and reliability of Users shall be seen as foremost priority while designing.
 The Station shall have proper cross ventilation and natural light for the Station and road
below the Station.
 The stations shall be constructed keeping in mind to make it as a Barrier free design for
handicapped persons.
6.1.5.4.1 Site Approach and Circulation
 Integration facilities at Metro stations include approach roads to the stations, Parking
facilities, pedestrian ways and circulation areas for various traffic modes.
 Entrance should be easily identifiable (Specially Underground stations) and minimal
visual intrusion in urban scape shall be there.
 There shall be separation of traffic modes for easy and rapid Access/Exit from and to
metro station with specified drop off points.
 Clarity of sightlines and vision should be there at merges and intersections.
 The station should cater to following modes:
1. Pedestrian
2. Two and Four-Wheeler Vehicles
3. Bus

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 4. Taxi/Auto rickshaw/Car drop off.
 Parking for private vehicles shall not be proposed at the station in the city core in view of
the scarcity of land along the alignment.
 They are required to be easily accessible from passenger loading areas of public transport
and Drop-offs areas and Totem Signages should be provided at the entry.
 The access areas shall be covered from vehicle drop off to Station entry.
 Provision of stairs/Escalators/Elevators at the road level to Concourse level shall be given
for access. These shall conform to NFPA 130 standards
 The parking entry and exits shall not coincide with the station access points in order to
avoid queuing at the access or adjoining roads.

6.1.5.4.2 Key design criteria for Station:

Station sizing: Sizing of the station shall be dependent on following factors:

 Passenger Ridership forecast for each station. (Traffic study analysis by CoE, CEPT)
 Alignment of Metro Route (As decided by the Consultant for the Road Alignment and
Station Planning for the DPR preparation)
 Capacity of the chosen Rolling Stock-It determines the length of the Station platforms and
sizing of the station facilities
 Level of Services- Level of service (LOS) is a qualitative measure used to determine
quality of traffic flow service at the station. Six LOS letters are defined by HCM, namely
A, B, C, D, E, and F, where A denote the best quality of service and F denote the worst. It
affects the Station sizing and facilities to be included.
 The figure showing concept of LOS is given below:

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 Figure 6.1:Fruin's ranges for Level of Service

6.1.5.4.2.1 Station Zoning:

Stations have been divided into two distinct areas, namely public and non-public (technical
areas). The public area is further sub divided into unpaid and paid area. Provision for
escalators are made at all stations in paid area from the beginning itself.

The public spaces are to be divided into 3 Zones in -

 Zone 1-Access and Interchange Zone- (Entry/Exits Gates, Lifts, Escalators, Stairs)
 Zone 2- Concourse- (Ticket Vending Zones, Checking Area, Information Booths, Retail &
Kiosks, Toilets, Station Management, Exhibits)
 Zone 3- Platform Zone (Boarding/Alighting, Lifts, Escalators, Stairs)
 Zone 1 and 2 are Unpaid while the Zone 3 is Paid Area.

The area shall be in accordance to the given below statement:

Table 6.1 Table showing zonal areas

Zone Area
1 Station Entry/Exits
2 Ticket counters/Automatic ticket vending machines
3 Platforms
4 Supporting Maintenance/Services Areas
5 Space for passenger operated machines for future

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Zone Area
6 Passenger kiosks and commercial kiosks
7 Customer service centre
8 Emergency evacuation exits
9 AFC system
10 Escalators, Lifts, Stairs
11 Areas for Operation/Maintenance
12 Toilets (Male/Female)
13 Parking and Circulation Area for Traffic Integration
14 Areas for Physically Challenged Users and Senior Citizen
15 Landscaping and Mass Meeting/Performance Areas (Depends upon need and Area
Availability
16 Passenger Information Areas
17 Exhibition Areas, Restaurants, shops, Banquets-These can be done in accordance to
revenue generation policy.
The remaining and other facilities can be proposed by the designer if any need arises. Other
design criteria:

 Sufficient height for roof and ceiling shall be provided.

 Structural systems should be adopted for unobstructed large spans in accordance with
Structural Consultant.
 An overlapping roofing system, open at sides, covering the platform, staircases &
escalators fulfilling architectural as well as functional aspects for the whole of station
building.

6.1.5.4.2.2 Vertical Clearances:

The ramps and the stairs shall have the minimum vertical clearance as per given below
standards:
Table 6.2 Vertical Clearance for stairs

Space Description Vertical Clearances not less than

Public Areas 3m
Non-Public Areas 2.5 m
The station design shall be in accordance with the following Standards:
 The Persons with Disabilities Act
 National Building Code
 NFPA 70-National Electrical Code

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  NFPA 72-National Fire Alarm Code
 NFPA 130-Standard for Fixed Guide way Transit and Passenger Rail Systems
Provision of lifts/Escalators for disabled passengers should be there to make the whole station
building barrier free and shall conform to NPFA 130 Standards.

6.1.5.4.2.3 Platforms
All the underground stations have been planned with island platforms except Pani Petch
station where side platforms have been planned. In the elevated section, stations should be
designed with side platforms with tracks in between to avoid the symmetry of the viaduct
structure from flaring in and out at stations leading to the traffic obstruction on the road.

6.1.6 Rolling Stock

6.1.6.1 General
 The train design shall be:
(i) Safe, efficient and reliable for operation
(ii) lightweight and elegant
(iii) of high technological standards
(iv) of modular design.
 The Rolling Stock shall be safe to operate under all climatic conditions in the operating
environment without damage, and also under all operating conditions.
 Rolling Stock shall be compatible with the traction supply system and shall be designed to
operate safely in the range of voltage of the power supply.
 The speed control system should meet operational safety in normal operation and should
behave satisfactorily in abnormal situations.
 Trains should have adequate access and egress doors for dealing with the heaviest user
demand.
 The interiors should be designed to provide a safe and convenient environment for users
and should minimize harm in case of an Emergency or accident.
 The Rolling Stock should be designed for minimum risk of fire and with adequate
emergency
 The noise emitted by the Coach on run shall be governed by BS EN ISO 3095:2005 –
‗Railway applications – Acoustics – Measurement of noise emitted by rail-borne vehicle‘.
 The safety of the Rolling Stock shall be verified by Tests before commencement of
commercial service.

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 The Rolling Stock must be able to operate irrespective of weather conditions and the
temperature inside the Train parked in the sun.
 Rolling Stock safety systems shall conform to IEC 62278 and IEC 61508.
 The service life of the complete train is specified as 35 years.

6.1.6.2 Schedule of dimensions

 Medium Rail Metro with 16T axle load is normally adopted for passenger capacity up-to
45,000 PHPDT. The track curves of radius normally up-to 120 m is adopted is such
Metros. The car body width of 2.9m is to be adopted as the standard dimension.
 Heavy Rail Metro with 17T axle load is normally adopted for passenger capacity above
45,000 PHPDT. The curves of normally up-to 200 m is adopted in such Metros. The car
body width of 3.2m is to be adopted as standard dimension.
 Car length should be up-to a maximum of 23 meters.
 Standard rail gauge of 1435 mm to be adopted.
 Minimum clearance of any Rolling Stock equipment (Car body/bogie mounted equipment)
from top of rail (ToR) should be 65 mm in static condition.

6.1.6.3 Performance requirements

Coaches shall have adequate margin of safety against:

(i) Derailment
(ii) Overturning.
 The width of Coach shall not exceed 3.2 m.
 The height of Coach, from rail level, shall not exceed 4.0 m.
 The Train control equipment in interface with ATC equipment should ensure that Trains
stop within 500 mm of the designed stopping position.
 The Train equipment shall ensure that doors of cars on the platform side only open
 An emergency stop facility shall be provided on the TO‘s console in a prominent position.
 Max. Operating speed is standardised to be 80Kmph.
 Max. design speed is standardised to be 90Kmph.
 The train configuration will be of either 3-car, 6-car or 9-car formation only.
 The Traction system shall be either 750 V DC third rail system or 25 kV AC OHE.
 Signalling system shall be Communication Based Train Control (CBTC)

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6.1.6.4 Coach Design Requirements
6.1.6.4.1 Coach Body
 Coach body shall be lightweight and corrosion resistant. The body panelling should have
resistance to the tractive and braking effort as well as impact and accidental damage. The
Coach body shall conform to ‗EN 12663:2000 – Railway applications – Structural
requirements of railway vehicle bodies‘

 The Coach body may be of austenitic stainless steel or aluminium

 The outer most ends of the end Coaches shall be provided with automatic couplers
 The free passing through height of open doors shall be 1900 mm minimum. The minimum
door width shall be 1400 mm.
 The doors shall be vibration free and insulated against heat and sound transmission. The
doors shall be sealed against draughts and water. Water shall drain rapidly without
affecting surrounding equipment or systems. The doors shall be as light and rigid as
possible.
 The strength of the sliding doors shall be as per EN 14752 and the doors shall be able to
resist the loads without deformation or damage.
 All windows shall be sealed, flush with the exterior of the Coach and shall normally be
provided with double-glazed, toughened and laminated glass to the appropriate standard.
The glazing should have resistance to breakage and should minimize danger on breakage,
especially from objects hitting it, taking into account the speed of the Train.
 Each Coach should have emergency ventilation windows, two on each side which can be
opened only by TO or trained staff.

6.1.6.4.2 Coach Interior

 Nominal clear height inside the Coach shall be 2100 mm.
 The Coach shall have comfortable longitudinal seats of stainless steel / aluminium. The
seats shall be designed to prevent slipping when the Train accelerates and decelerates.
 Width of seats shall be 450 mm.
 Five percent of the seats shall be designated for disabled persons
 Flooring material shall be the one that meets or exceeds the skid resistance requirements
of SATRA test TM 144 or equivalent with a coefficient of friction of at least 0.4, and shall
be skid resistant when wet

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 Interior shall have colour design to have maximum visibility. Contrasting colour shall be
used for improved visibility for visually impaired persons.
 Grab pillars/rails and grab handle shall have bright colour.
 Digital board showing current & next station in English and Gujarati language.
 The Train/Coach shall have provision of pre-recorded or synthesized voice recorded
system to announce the name of the next arriving station or any other general
announcement. These announcements shall be in two languages, viz., Gujarati and
English.
 All permanent notices, warnings, shall be displayed at least at 4 locations inside the Coach
 The exterior doors shall be designed so as to retain the Users during all service
 For lighting the interior of the Coach, fluorescent lamps or compact fluorescent lamps
shall be used. During night, the illumination shall be not less than 200 lux at the floor of
the Coach and not less than 300 lux at seating positions.
 In the event of failure of main power supply, head lights and side marker lights shall be
powered from standby batteries of sufficient capacity to maintain the emergency lights (50
percent of the lights) and all exterior lights for one hour.
 For video surveillance, adequate number of video cameras shall be provided, including at
least one above each gangway to cover over 90% of the plan area of the Coach. The TO
shall be able to have a full view of each Coach on his VDU. A record of the video image
of each camera in the Coach shall be maintained for half an hour cycle. In case of need,
TO shall be able to connect the camera view to the OCC.
 The Coach shall have two-way communication between Users and the TO in an
Emergency. Emergency buttons and talk back phones shall be located near all the doors
and gangways.
 The Coach shall be provided with Emergency announcement system, through radio,
directly from the OCC.
 The Coach interior shall have resistance to fire and conform to NFPA-130, 2003 edition –
‗Standard for Fixed Guideway – Transit and Passenger Rail Systems‘.
 Materials selected especially for internal fixtures, fittings, and furniture shall be the ones
which will minimise the risk of fire and the spread and effects of fire.

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6.1.6.5 Ventilation and Air conditioning

 The Coach, including the TO‘s cab, shall be air-conditioned with minimum two air-
conditioning units in each Coach. A separate supply air duct system shall be provided for
TO‘s cab and another for the Coach. Air-conditioning in Coaches shall conform to EN
14750
 Interior temperature shall be 25°C and relative humidity 60% for temperature up to 35°C.
For ambient temperature above 35°C, the interior temperature shall be kept 10°C below
the ambient temperature. For the Train Operator‘s cabin, the interior temperature shall be
kept at 23°C.

6.1.6.6 Train Operator (TO’s) Cab

 The cab shall be spacious and the layout shall be designed with all controls within the
reach of the TO sitting on his seat.
 There shall be provision for cab signalling.
 The TO‘s cab shall be provided with continuous communication with OCC
 Data recorder should be fitted in the cab.

6.1.6.7 Bogie
 The structural design of the Bogie frame shall conform to BS EN 13749: 2005 – ‗Railway
applications – method of specifying structural requirements of bogie frame‘.
 The bogies shall have independent brake cylinder for each wheel
 Wheel sets shall be in accordance with BS5892-6, BS EN 13103 and BS EN 13104

6.1.6.8 Brake System

 Braking should be provided on all Coaches and must be continuous and automatic
throughout the Train. Continuous automatic brakes should inhibit traction power when
applied.
 The brake system shall comprise the following types of brakes:

(i) Electric regenerative service brakes;

(ii) electro-pneumatic (EP) service friction brakes (with axle/wheel disc brakes);

(iii) fail safe emergency pneumatic brakes; and

(iv) spring applied, pneumatic release parking brakes.

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 The Emergency braking system should be designed to optimize the Train retardation and
should not be degraded by wheel slide protection equipment if provided.
 The complete brake system shall be of similar performance as EN 13452-1:2003 –
‗Railway application – Braking – Mass transit brake system performance requirements‘ or
equivalent standard.
 ATP equipment shall interface with the braking system. In the event of loss of ATP, the
speed of the Train shall be controlled.
 The Train braking system shall be compatible with the signalling system.

6.1.6.9 Testing and Certification of Rolling Stock

 A static test on the car body as per UIC 566 should be done to validate the design. The
crash worthiness may be evaluated through computer simulations with parameters
obtained in actual Tests.
 Before each type of Rolling Stock is deployed in actual service, it shall be subjected to
oscillation trials, first on 900 m test track and then on actual track Alignment.

6.1.6.10 Train Data Recorder

 Train Data Recorders (TDR) shall be fitted at each driving end of the Train. The purpose
of the TDR is to continuously gather vital operational data so that the information is
available in the event of an accident. It should be enclosed in a sealed and tamper resistant
case.
 The TDR shall have the memory to store the records of at least 15 days. The data recorded
should be capable of indefinite retention. All data should be date and time stamped.
 The TDR shall be capable of withstanding a max temperature of +55°C.
 TDR equipment and its installation shall be to BS EN 60529 and shall meet the crash
protection requirements of RGS GM/RT/2472.
 The following should be recorded:

(i) Speed of Train

(ii) location of Train

(iii) direction of travel

(iv) power controller position

(v) brake controller position and brake equipment response

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(vi) the driver‘s safety operator position

(vii) status of line power

(viii) status of head lights.

6.1.6.11 Noise and vibration level

 Standards ISO 3095 for external noise and ISO 3381 for internal noise should be followed.
 Standard for vibration - ISO 2631– 1 1997, ISO 2631-4 2001 should be followed.
 Measurement method for noise should to be mentioned in the technical specification of the
metros.
 Door Operation Noise produced by simultaneous operation of all saloon doors on one side
of the car shall not exceed 75dBA during the sliding operation and 78 dBA for the
locking/unlocking, measured on the fast meter scale.
 Maximum level of exterior noise in dBA @ 7.5 m from centre of track on either side,
when stationary should be 67 dBA and when running at speed of 75Kmph, it should be 82
dBA

6.1.6.12 Fire protection system in Metro Trains

 Two fire extinguishers per car in saloon area. One fire extinguisher per cab to be provided.
 All materials used for construction of metro car shall comply with International standards
EN 45545 for fire & smoke.
 Fresh air intake to the saloon area of the car shall have smoke detection system to prevent
entry of external smoke into the saloon area.
6.1.7 Signalling and Train Control
The system shall be designed for Trains to operate at two minutes interval during service.

6.1.7.1 Design Requirements

 The revenue line Signalling and Train Control System shall be a Continuous acting
Automatic Train Control System (CATC)
 The Depot/Work shop shall be provided with a simple form of Signalling
 The CATC system shall be controlled from the Operations Control Centre (OCC).
During periods that the OCC is unavailable the supervision of the CATC shall
automatically transfer to the Local Control Operator.

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  Uninterrupted Power Supply (UPS) shall be provided to support all essential Train
control functions at the stations and the Depot and the OCC Cab Signalling shall be
provided
 No single point failure shall cause failure of an equipment or sub system that has
impact on the safe operation
 All safety critical equipment shall be designed, manufactured and validated to
CENELEC standard or equivalent SIL Standard. The Concessionaire shall submit a
certificate from accredited Independent Safety Assessor (ISA) to this effect.

6.1.7.2 Design Criteria

 The normal direction design headway of the CATC system shall be 120 seconds and
the lay overtime at the terminal stations shall not be more than three minutes.
 Tunnel environment restricts signal sighting distances, also requires provision of in-
cab signalling
 Stoppage of Trains at the correct stopping position, ± 500 mm at stations as well as at
other designated locations on the system. Percentage of successful stopping shall be
minimum 95.5%.
 Line side signals to protect the points shall be of LED type.
 UPS shall be provided at Stations, Depot and for OCC for Signalling system.
 The Signalling shall support optimum speed in Automatic Mode or Coded Manual
mode in either Normal or Reverse direction over the same track
 Provision shall be made at Station Control Room to enable Trains to be stopped on
detection of potentially unsafe situations.

6.1.7.3 Performance Specification

 Automatic Train Protection (ATP) - When the Train is required to be run without ATO,
the Trains shall be operated ATP.
 Automatic Train Operation (ATO) - The ATO function shall be implemented
independently from the ATP function so that no malfunction of the ATO equipment can
inhibit the ATP function.
 Automatic Train Supervision (ATS) - ATS system shall provide link to Passenger
Information Display System and Public announcement system for on line information.

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6.1.7.4 Test Facilities
The test track that enables all Train ATP and ATO functions to be tested in both directions of
running, including functions associated with stations.

6.1.7.5 Operations Control Centre

 The Rail system operational status shall be continuously displayed on a mimic panel
or other devices and work station in the OCC.
 Signalled routes shall be interlocked against conflicting Train movements

6.1.7.6 Train Operating Modes

 Automatic Mode (AM)
 Coded Mode (CM)
 Restricted Mode (RM)
 Yard Mode (YM)
 Wash Mode (WM)

6.1.7.7 Equipment
The CATC shall be arranged to minimize the amount of equipment that has to be
accommodated in track-side apparatus housings; the equipment should be installed in
Signalling Equipment Rooms

6.1.7.8 Movement of Trains into Uncontrolled Area

Concept of ―Authorization push button‖ or other proven system may be used for movement
of Trains into uncontrolled area.

6.1.7.9 Codes and standards to be followed

 BS EN 50125 Part 1
 BS EN 60529
 BS 4575
 EN 60204-1(1998).
 EN 50126, EN 50128, and EN 50129
Table 6.3 Description of Signalling and Communication Systems

System Description
Generally, CBTC based ATC, ATO is optional. Cab
Type of Signalling
Signalling CATC (ATP/ATO/ATS)
Line Side Signals (CLS), as per operational
Back Up Signalling
requirement and at Point locations.

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 System Description
Interlocking Computer Based Interlocking.
Train Control System Redundant ATS with Operation Control Centre.
• On Main Line: AFTC/Axle Counter.
Train Detection
• (Depot AFTC/ Axle Counter RM mode)
Point Machine Non Trailable High Trust with clamp lock Non
i) For Main Line Trailable / Trailable (Depending upon operational
ii) For Depot requirements) Indian Point Machine.
Redundancy in Cab equipment for 1+1 as per prevalent and proven technology and
ATP (Cab Signalling) meeting RAMS requirement.
Generally, CBTC based ATC, ATO is optional. Cab
Type of Signalling
Signalling CATC (ATP/ATO/ATS)
Line Side Signals (CLS), as per operational
Back Up Signalling
requirement and at Point locations.
Interlocking Computer Based Interlocking.
Train Control System Redundant ATS with Operation Control Centre.
• On Main Line: AFTC/Axle Counter.
Train Detection
• (Depot AFTC/ Axle Counter RM mode)
Point Machine Non Trailable High Trust with clamp lock Non
iii) For Main Line Trailable / Trailable (Depending upon operational
iv) For Depot requirements) Indian Point Machine.
Redundancy in Cab equipment for 1+1 as per prevalent and proven technology and
ATP (Cab Signalling) meeting RAMS requirement.
6.1.8 Communication Systems

6.1.8.1 Data Transmission System

 The DTS shall be STM-16 or other applicable transmission network systems to ITU-T
standards and capable of transporting all of the user communication interfaces
 In each Station, sub-station, OCC and the Depot, a Local Area Network (LAN) to Fast
Ethernet standard shall be built for local data applications.

6.1.8.2 Network Management System (NMS).

(i) Alarm surveillance

(ii) Performance monitoring and alarm recording

(iii) Failure management

A Fast Ethernet/Ethernet Switch shall be interfaced to the DTS to provide the necessary
packet-switching based Ethernet interface

The system includes:

(i) Train traffic control;

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(ii) features to supplement the signalling system;

(iii) maintenance and Emergency control;

(iv) Passenger Information System;

(v) exchange of managerial information;

(vi) clock system;

(vii) Station Management System;

(viii) Train-borne communication system;

(ix) data communication for signalling, SCADA, AFC etc; and

(x) uninterrupted power supply to maintain all essential SCADA functions at Stations and
control centre.

6.1.8.3 Performance Specification

 The maximum traffic interruption time for any required service bit rates due to link, node
or any other failure shall be less than 50 milliseconds
 The absolute group delay at the frequency of minimum group delay should not exceed 600
microseconds taking into account the worst delay scenarios.

6.1.8.4 Technical Specification

Redundant single mode optical fibre cables between the Communications Equipment Rooms
(CER) at each Station, on-line equipment rooms and the OCC

6.1.8.5 Clock System

 The Clock System shall provide synchronized time for the whole Rail system. The time
source shall be the Global Positioning System (GPS).
 The free run accuracy of the master clock units shall never be more than 30 milliseconds
different from the GPS reference.

6.1.8.6 Telephone System

The telephone system shall be provided to the staff working on Rail system

6.1.8.6.1 Closed Circuit Television

 Fixed cameras with fixed focal length lens and fixed orientation.

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  Pan/Tilt/Zoom (PTZ) cameras with variable focal length lens with adjustable
orientation in both the vertical and horizontal directions.

6.1.8.6.2 Public Address System

 PAS shall allow the operators at Stations and OCC to make announcement to the
Users while they are in the Station areas.
 The frequency response of the system shall be from 200 to 12,000 Hz ±3 dB, and 300
to 8000 Hz at the Depot area

6.1.8.6.3 Radio System

 The Radio System shall provide wireless voice and data communications channels to
support the operational and maintenance requirements of the Rail System
 Wireless voice communications channels shall be provided between the following
parties:

(i) Traffic Controller (TC) in OCC and the Train Operators (TO)

(ii) Control Superintendent (CS) in OCC and Users on the Trains

(iii) Engineering Controller (EC) and O&M staff carrying hand-portable radio sets at the
trackside;

(iv) Depot Controller (DC) and the TOs when the Trains are within the Depot areas

(v) DC and staff equipped with hand portable radio sets in the Depot areas for Depot security
purpose; and

(vi) Between Operation and Maintenance (O&M) staff issued with hand portable radio sets at
stations, trackside and Depot areas.

6.1.8.6.4 Passenger Information System

 Passenger Information System (PIS) shall allow the operators to send visual messages to
the Users while they are in the Stations.

Messages to Stations shall be sent from seven different sources:

(i) The Station Controller (SC) in Stations;

(ii) the Train Controller (TC) in OCC;

(iii) the Control Superintendent (CS) in OCC;

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(iv) the Engineering Controller (EC) in OCC;

(v) from the signalling system interface;

(vi) the Depot Controller (DC) in OCC; and

(vii) a Commercial Information Workstation (CIW).

6.1.8.7 Codes and standards to be followed

 EMC standards EN55022 class A
 EN50082-1
 IEC793 and IEC874
 ITU-T G.652.
For Telecommunication systems, Metro may plan as under:

Table 6.4 Summary of Telecommunication Design

Telecommunication Integrated system Train Radio, CCTV, Centralized Clock and

with OFC. PA/PIDS systems.
To be provided as per Metro Operational
Positive Train Identification requirement through suitable means.
6.1.9 Automatic Fare Collection System

6.1.9.1 General
 The layout of the fare collection area covering information panels, signages, fare vending
equipment and controlling gates shall be such as to reflect the logical sequence a User is
required to follow to use the system allowing sufficient queuing space at the time of peak
patronage.
 The operating features of the system shall be fully parameterized.
 AFC System shall be engineered for the patronage forecasts of the Design Year of 2046

6.1.9.2 Technical Requirements

6.1.9.2.1 Station Computer
 (SC) shall enable the overall control and monitoring of each item of AFC equipment
within the Station and transfer of data to the Central Computer (CC)
 AFC equipment (Gates, TOM etc.) shall store data up to seven days for transmission
when SC communication is restored.
 The SC shall enable all AFC equipment control (put in service, taken out of service
and initiated.) without the requirement for communication with the CC.

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6.1.9.2.2 Gate Design
 Gate arrays may be bi-parting leaves, centre flaps, end flaps or another configuration
 Where required, barriers shall be provided to separate paid and unpaid areas of the
concourse

6.1.9.2.3 Features to be provided

 An Emergency push button independent of the SC shall be provided in each ticket
booth.
 In the event of a total power failure to the gates, the gates shall open to allow
unrestricted User access
 Minimum distance for detection shall be less than 200 mm
 It shall be operational at ambient temperatures from 0 to +50 degrees Celsius.

6.1.9.2.4 Types of Gates

 User Entry Gate
 User Exit Gate
 User Reversible Gate
 Disabled Users Gate
 Staff / Emergency Gate
 Ticket Office Machine (TOM)

The TOM shall be installed at the ticket counter at all Stations and shall be operated by the
staff
TOM function shall include:

 Sale of all kinds of tickets

 analyse tickets
 add value to CSCs
 refund, replacement, surcharge, cancellation

6.1.9.2.5 TVMs
The TVMs shall be made from stainless steel and shall be freestanding or recessed into the
walls of the TVM rooms as required by the Station architecture

6.1.9.2.6 Types of Tickets

 Single Journey Ticket (SJT)
 Return Journey Ticket (RJT)

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  Daily pass
 staff / employee pass
 period pass
 Other ticket types as defined by the IE

6.1.9.2.7 Security
 The AFC machines and system shall provide a complete audit trail of all transactions,
transfers of cash and other payments.
 Security of communications between the AFC equipment, SC and CC system shall
ensure no loss of data in transmission.

The Gates and TVMs, if installed in open areas at some Stations, shall follow international
standards for dust control

1.1.1.1 RAMs data

 Gate (MCBF): 40,000 cycles
 TOM (MCBF): 10,000 cycles
 TVM (MCBF): 10,000 cycles

6.1.9.3 Codes and standards to be followed

 ISO/IEC 14443 standard
 standard IP54
 ISO 14443.

6.1.10 Electric Power System

6.1.10.1 General
SCADA System equipment for the control and monitoring of each high voltage electrical
power supply system switching and protection equipment and AP TRANSCO supplies.

6.1.10.2 HV Supplies
(a) High Voltage supply and Traction Sub Station power supply arrangements shall be
finalized by the Concessionaire.

(b) During any loss of supplies, the SCADA system shall automatically reconfigure the
arrangement of the networks; reconfiguration of the traction system shall be transparent to
normal Train service operation.

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Manual supervision of the HV network shall be by the Engineering Controller located at the
OCC.

(i) Voltage: Uc +10% /-12.5%, where Uc is the nominal voltage; and

(ii) frequency; 50 +/- 3% Hertz.

HV Auxiliary Power Supply Systems shall be suitably transformed at each station, to the
required voltage

6.1.10.3 Power Transformers

Power Transformers shall be in accordance with EN 60076. Two transformers shall be
provided in each ASS, configured for redundant operation.

6.1.10.4 Electrical Protection Systems

Protection facilities with fast discrimination and reliable operation, based on micro-processor
technology, shall provide the protection scheme logic

6.1.10.5 Power Factor

The overall power factor of electrical supplies taken by the Electrical Power system shall be
in accordance with AP TRANSCO stipulations, giving due consideration to energy
conservation.

6.1.10.6 Power Supply System

Both the sources of supply and transmission and distribution networks shall be reliable, with
adequate redundancies built in. It is necessary to obtain power, at least one supply at high
grid voltage of 220 or 132 or 66 kV from grid sub-stations.

6.1.10.7 Cables
All HV power cables shall be XLPE insulated or equivalent, in accordance with IEC 60332 –
Part 3 and NFPA 130

6.1.10.8 Traction Power System

TSSs shall be sized to accept suitable power over load (minimum 50%) for a duration of 2
hours.

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6.1.10.9 Traction Return Circuit & Traction Supply Arrangements in Depot
To limit the extent of conducted EMI, electrical connections with the guideway infrastructure
metal reinforcements shall be connected to an Earth drain wire. Stringer type /750V DC
current collection system shall be provided in all Depots / workshops.

6.2 Procurement of Consultants

The selection of consultants is one of the most important tasks which is done by Gujarat
Metro Rail Corporation. The number of consultants, type of consultants is decided based on
the approach that is adopted for procurement of consultants. The Procurement of consultants
would be International Competitive Bidding (ICB) as per Japan International Cooperation
Agency (JICA) guidelines for procurement under Official Development Assistance (ODA)
Loans. The approach for Surat Metro project has been proposed by studying the pros and
cons of other metro projects of India.

The following procurement strategy for the below mentioned consultants is been proposed
which is been shown in figure 6.2.

 DPR Consultant
 General Engineering Consultant

The prime consultants are further going to hire sub-consultants. The whole breakdown has
been shown in figure 6.2. The next task is the strategy to be used for selection of the prime
consultants. The strategy which is proposed for procurement of the consultant is been shown
below in table 6.6.

Table 6.5 Procurement Strategy for Prime Consultants

Prime Consultant Procurement Strategy

DPR Consultant (DMRC) Single-Source Selection
General Engineering Consultant Quality Cost Based Selection
Surat Metro
Project Company Project

General
DPR
Prime Consultants Consultant
Engineering
Consultant

Consultant
EIA/SIA Consultant Consultant
Sub-Consultants for Traffic
Studies
Consultant for Tendering for Contracts

Figure 6.2 List of prime consultants for Surat Metro Project

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6.2.1 DPR Consultant

6.2.1.1 Strategy
The strategy used for procurement of the DPR consultant is Single-Source-Selection. This
method is not recommended as it lacks transparency and isn‘t competitive, but it shall be used
in cases of exceptional qualification of the consultant. As DMRC is the premium company in
the country that has shown past excellence in handling and operation Delhi metro, and it has
worked as DPR consultant for Ahmedabad metro, it has the exceptional qualification required
for choosing Single-Source-Selection strategy. DMRC is appointed by City Engineer Special
cell, Surat Municipal Corporation & Metro-link Express for Gandhinagar & Ahmedabad
(MEGA) who is currently handling the Surat Metro Project till Gujarat Metro Rail
Corporation (GMRC) is not formed.

Single-source selection of consultants does not provide the benefits of competition in regard
to quality and cost, lacks transparency in selection, and could encourage unacceptable
practices. Therefore, single-source selection shall be used only in exceptional cases. The
justification for single-source selection shall be examined in the context of the overall
interests of the client and the project, and the Bank‘s responsibility to ensure economy and
efficiency and provide equal opportunity to all qualified consultants.
Single-source selection may be appropriate in the following cases, and only if it presents a
clear advantage over competition: (a) for tasks that represent a natural continuation of
previous work carried out by the firm (see next paragraph); (b) in exceptional cases, such as,
but not limited to, in response to natural disasters and for emergency situations both declared
by the Borrower and recognized by the Bank; (c) for very small assignments; or (d) when
only one firm is qualified or has experience of exceptional worth for the assignment. In all
such cases, the Borrower is not required to issue an RFP and shall submit to the Bank for its
review and no objection the TOR of the assignment, a sufficiently detailed justification
including the rationale for single-source selection instead of a competitive selection process,
and the basis for recommending a particular firm, except for contracts below a threshold
defined on the basis of risks and the scope of the project, and set forth in the Procurement
Plan.

6.2.1.2 Scope of Work for DPR Consultant

The services to be rendered under the proposed detailed study will include:

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i) Traffic & Transportation surveys for estimation of transport demand and
projection of sectional and station traffic loads for various years.
ii) Preparation of alternative routes on Google/available standard maps.
iii) Multi modal Traffic integration, planning for feeder bus service, public bike
sharing and pedestrian)
iv) Technology Selection — Broad details of Traction and Signalling system, rolling
stock, track, etc.
v) Field Surveys and preparation of topographical survey plans for route alignments
and assessment of land requirement for facilities like station areas, Electric sub
stations, Maintenance Depot and Construction Depots.
vi) Field Surveys for identification of major above- ground utilities along the
proposed Metro route requiring diversion/relocation. Details of underground
utilities shall have to be procured from the concerned utility agencies.
vii) Geometric design of the route alignments covering horizontal as well as vertical
profiles.
viii) Location of stations and general layout plans for stations and integration areas.
ix) Maps for land acquisition including details of land to be acquired permanently or
land required temporarily.
x) Environment Impact Assessment (EIA) studies and preparation of Environment
Management Plan (EMP) for negative impacts, if any.
xi) Geo-technical investigations along the identified corridors.
xii) Conceptual Plan for the rolling stock maintenance depots.
xiii) Creation of disable friendly features to ensure accessibility to persons with
disabilities.
xiv) Security measures to ensure security for metro system.
xv) Disaster management features for metro system.
xvi) Implementation Schedule.
xvii) Estimation of construction costs, operation and maintenance costs.
xviii) Study on the Fare Structure.
xix) Revenue Model for generating at least 50% of cost through Property Development
and 12.5% of O&M through recurring source of revenue other than fare.
xx) Financial and Economic analysis for the project.
xxi) Evolving a Funding Plan and Institutional arrangement for the Project.

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 xxii) Preparation and submission of Detailed Project Report. n in the influence area of
stations.

6.2.1.3 Time-line for appointment of DPR Consultant

The total timeframe for carrying out the assignment was decided as 8 months from signing of
the contract. The DPR for Surat Metro has been prepared but the approval from Central &
State Authorities is still left.

Table 6.6 Actual Timeline of Procurement Process

Date Progress
th
13 January High Power Committee, Gujarat state decided to prepare DPR for Surat
2016 Metro and directed MEGA to coordinate
27th January MEGA sent a letter to DMRC to submit offer for preparing DPR
2016
2nd February DMRC submitted offer to SMC with Terms of Reference (TOR) approval
2016 through MEGA
17th February SMC gave work order to DMRC for preparing the DPR
2016
17th March 2016 Offer of DMRC was sanctioned by Standing Committee, SMC
18th March 2016 DMRC started the work (8 months‘ time was allocated)
18th November Proposed to be completed
2016

6.2.1.4 Payment Schedule

DPR consultant is appointed at a cost of Rs. 2 crores. The payment schedule for the DMRC
as DPR Consultant including the payment breakup is shown in table 6.8.

Table 6.7 Payment Schedule

Item Duration (from Fee

No. Activities LOA) payable
1 Mobilization Advance With LOA 10%
Submission of Traffic and Transportation
2 Report Within 1 month 15%
3 Submission of Alternative Analysis Within 2 months 10%
4 Submission of Geo-technical investigation Within 3 months 15%
5 Submission of EIA report Within 4 months 15%
6 Submission of SIA report Within 5 months 15%
7 Submission of Draft DPR Within 7 months 5%
8 Submission of final DPR Within 8 months 5%
9 Approval of DPR by Government - 10%
The activities in table 6.8 are selected based on the Scope of Work of DPR Consultant as
decided by the Client.

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6.2.1.5 Eligibility Conditions
6.2.1.5.1 Turnover
In case of a Single Bidder, its average annual audited turnover from consultancy services
from mass transportation projects for the last three financial years should be equal or higher
than INR 1.33 crore.

6.2.1.5.2 Qualification & Experience of key personnel

 Team leader should be Post-Graduate in Urban planning/ Graduate in engineering from
a reputed institute with at least 15 years of experience in planning, project preparation,
design of Metro/Rail projects and also led the DPR preparation teams for at least three
Eligible Assignments.
 The desirable subject experts should be post graduate in related fields with at least 10
years of experience.

6.2.1.6 Technical Proposal

According to Japan International Corporation Agency (JICA), the Technical Proposal is of
three types –

 Full Technical Proposal

 Standard Technical Proposal
 Bio data Technical Proposal

The differences between these are based on the type of forms that have to be submitted as
part of the Proposal. The type of proposal to be used is selected based on the selection
strategy of the consultant.

As SMC has proposed to use Single Source Selection (SSS), according to JICA‘s guidelines,
their scope includes the proposed procedures in the Technical Assistance (TA) paper, and
Report & Recommendation of President (RRP). SMC, on behalf of JICA, requested DMRC
to submit a bio data technical proposal (BTP) and a financial proposal at the same time. The
review of BTP is done to make sure that it is adequate and contract negotiations. As part of
the Technical Proposal, the type of forms to be submitted is as given in table 6.9 below:

Table 6.8 Forms to be submitted for Technical Proposal

Form Description
TECH-1 Technical Proposal Submission Form.
TECH-2 Consultant‘s Organization and Experience.
TECH-3 Comments or Suggestions on the Terms of Reference and on Counterpart Staff

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 Form Description
and Facilities to be provided by the Client.
TECH-4 Description of the Approach, Methodology, and Work Plan for Performing the
Assignment
TECH-5 Work Schedule and Planning for Deliverables
TECH-6 Team Composition, Key Experts Inputs, and attached Curriculum Vitae (CV)
The above table shows all the type of forms that are to be used for Technical Proposal. These
are mainly used for FTP. For BTP, following forms are to be submitted –

 TECH-1: Technical Proposal Submission

 TECH-5: Work Schedule and Planning for Deliverables
 TECH-6: Team Composition and attached CV

The format of all three forms is attached in Annexure 1.

6.2.1.7 Financial Proposal

The financial proposal is prepared in detail by the Consultant to show their engagement plan
of expert‘s time.

6.2.1.7.1 Key Professional Experts

They key people involved in the preparation of DPR is shown in table 6.10.

Table 6.9 Key Staff Deliverable Input Plan

Sr. Position Experts' Inputs in Deliverables (in months) Total

No. Time
D1 D2 D3 D4 D5 D6 D7 D8
1 Team Leader 1.50 0.50 1.00 1.50 2.00 0.25 0.25 1.00 8.00
Subject Experts
2 Urban Planner 0.75 0.25 1.00
3 TOD Expert 1.50 0.50 2.00
4 Track & Alignment Expert 0.25 1.00 0.50 0.50 0.50 2.75
5 Geo-tech and Survey 6.00 6.00
Expert
6 Architect cum Station 0.25 0.50 0.75
Planning Expert
7 Structural Engineer 0.50 0.50
8 Metro Rolling Stock 0.25 0.25 0.50
Expert
9 System Integration and 0.25 0.25 0.50
O&M Expert
10 Site Safety Expert 1.50 1.50
11 Environment and 1.50 2.00 3.50
Resettlement Expert
12 Economical and Financial 1.00 1.00 2.00
Expert

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Sr. Position Experts' Inputs in Deliverables (in months) Total
No. Time
13 Social Expert 2.00 2.00
The key staffs are divided into deliverable input time. The list of deliverables is as in table
6.11.

Table 6.10 List and Code of Deliverables

Deliverable Code Duration (months)

Traffic and Transportation D1 2
Alternative Analysis D2 1
Geotechnical Investigation D3 6
EIA D4 3
SIA D5 4
Economic and Financial Analysis D6 1
Preparation of Financial & Funding Model D7 1
Preparation of DPR D8 1
The duration required for each deliverable is decided and then total cost is calculated.

Table 6.11 Remuneration for Experts

Sr. Position Duration Monthly Total Post Qualification

No. (in Salary Salary Experience
months) (INR) (INR) (Years)
1 Team Leader 8 200,000 1,600,000 15
Subject Experts
2 Urban Planner 1 75,000 75,000 10
3 TOD Expert 2 75,000 150,000 10
4 Track & Alignment 3 75,000 206,250 10
Expert
5 Geo-tech and Survey 6 125,000 750,000 10
Expert
6 Architect cum Station 1 150,000 112,500 10
Planning Expert
7 Structural Engineer 1 75,000 37,500 10
8 Metro Rolling Stock 1 75,000 37,500 10
Expert
9 System Integration and 1 75,000 37,500 10
O&M Expert
10 Site Safety Expert 2 75,000 112,500 10
11 Environment and 4 125,000 437,500 10
Resettlement Expert
12 Economical and 2 75,000 150,000 10
Financial Expert
13 Social Expert 2 75,000 150,000 10
Total 38,56,250

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6.2.1.7.2 Remuneration to Support Staff
Support staff is defined as non-key experts or professional staff.

Table 6.12 Support Staff Calculation

Deliverable No. of Duration Man- Salary Amount

Staff (months) months) (INR/month) (INR)
Traffic and Transportation 5 2 10 15000 150000
Alternative Analysis 4 1 4 20000 80000
Geotechnical Investigation 12 6 72 30000 2160000
EIA 4 3 12 20000 240000
SIA 4 4 16 20000 320000
Economic and Financial 2 1 2 30000 60000
Analysis
Preparation of Financial & 2 1 2 30000 60000
Funding Model
Preparation of DPR 4 1 4 15000 60000
Total 31,30,000
6.2.1.7.3 Office Expenses
These include office rent, accommodation, supplies and maintenance over the duration of the
consultant‘s engagement with the project.

Table 6.13 Duty Travel to Site

Category of Vehicles No. of Vehicles Vehicle Months Rate (INR) Cost (INR)
AC 4 seated car 4 32 30,000 960,000
Non-AC 4-8 seated car 2 16 45,000 720,000
Total Cost 1,680,000
Table 6.14 Rent for Office

Area (sq. mts) Months INR per sq. mts per month Amount (INR)
350 8 15,000 120,000
Table 6.15 Office Supplies

Sr. No. Item Months Rate (INR/month) Amount (INR)

1 Office Supplies 8 1,00,000 8,00,000
6.2.1.7.4 Summary of Financial Proposal for expenses
Table 6.16 Financial Proposal Summary Sheet for expenses

Description Cost (INR)

Remuneration of Local Professional Key Experts 38,56,250
Remuneration of Professional Support Staff 31,30,000
Duty Travel to Site (Reimbursable) 16,80,000
Rent for office accommodation (Reimbursable) 1,20,000
Office Supplies, Utilities and Misc. (Reimbursable) 8,00,000
Subtotal 95,86,250
Overheads @20% 19,17,250
Subtotal 1,15,03,500

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 Description Cost (INR)
Fees/Profit @30% 34,51,050
Subtotal 1,49,54,550
Taxes and Duties @ 18% 26,91,819
Total Cost 1,76,64,369
6.2.2 General Engineering Consultant

6.2.2.1 Strategy
The strategy which was used for appointing General Engineering Consultant for Ahmedabad
Metro Phase-1 was Quality Cum Cost Based Selection (QCBS). This strategy was kept so
that high ranked firm based on the technical evaluation are awarded the contract An
Expression of Interest (EOI) document was prepared by MEGA to know the interest in
tendering for the appointment of General Engineering Consultant for the Ahmedabad-
Gandhinagar Metro Rail project Phase-1. As there should be only one Special Purpose
Vehicle (SPV) per state, for the Surat Metro project, MEGA would transform to Gujarat
Metro Rail Corporation (GMRC). Currently MEGA is looking after the Surat Metro project.
The criteria for eligibility have been decided by Gujarat Metro Rail Corporation Procurement
Manual which is in accordance to Central Vigilance Commission (CVC) guidelines. After the
submission of EOI application, GMRC invites technical proposal & financial proposal for
QCBS selection. In QCBS mode of procurement, 80% weightage is given to technical
parameter & remaining 20% weightage is given to financial parameter. Those firms having
technical score (St) of minimum 56 (i.e. 70%), only financial bids for those companies are
opened. The following table shows the breakup of scores for Technical parameter.

6.2.2.2 Eligibility criteria for Applicants

6.2.2.2.1 Pre-requisites for Applicants
In case of a Consortium, the number of consortium partners shall be limited to five as per
JICA guidelines for procurement of consultants. The EOI application should include a broad
description of the roles and responsibilities of each of the members of the Consortium. The
Consortium shall submit a Memorandum of Understanding (MoU) stating the lead member.
In consortium, at least one member should be Indian incorporated under Companies act 1956.
No subcontracting/ sub consultancy is permitted for execution of the Contract.

6.2.2.3 Eligibility criteria of work experience

The applicant being a single entity or a consortium should have a similar experience for
general consultancy/ project consultancy works which includes activities involving the work

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of preliminary or detailed design, proof checking of designs system integration, procurement
assistance, construction management, project management and supervision including
inspection, safety and quality, assistance in testing and commissioning of
MRTS/Metro/Railway Projects which includes elevated and underground sections over the
project route. The mentioned activities include in areas like civil structures, signalling,
telecommunication, electric traction, rolling stock, automatic fare collection, air conditioning,
platform screen doors, depot, workshops, operational control centres, residential buildings,
station integration areas, bridges, flyovers and other such related facilities for
MRTS/Metro/Railway Projects.

The criteria for deciding the work experience value have been decided by Gujarat Metro Rail
Corporation Procurement Manual which is in accordance to Central Vigilance Commission
(CVC) guidelines. The criteria are based on number of contracts of similar nature based on it
the percentage of the contract value is decided.

Table 6.17 Work experience eligibility criteria

Number of contracts % Cost of Work Eligibility criteria in crores

≥1 80 ≥320
≥2 50 ≥200
≥3 40 ≥160

6.2.2.4 Eligibility criteria of Average Annual Turn-over

The Annual turnover of the firm of the past years is calculated based on the cost of the work
and the duration of the contract. So as for Surat Metro project, procurement of General
Engineering Consultant (GEC) would be done by 2019, the data of Annual turnover from
2013-14 till 2018-19 will be required. The cost of work for consultancy is given as 400
crores and the duration of work is 4 years for consultancy work of Ahmedabad Metro for
Phase 1. The minimum required Annual Turnover is calculated as follows –

Minimum required Annual Turnover = Cost of work/Duration of the contract in years. The
minimum required annual turnover is (400/4) which would be 100 crores.

MEGA has set criteria in case of consortium, that lead member should meet 50% of the
average annual turnover criterion from similar consultancy as mentioned in topic 6.2.1.5.2 &
each other members must meet a minimum 5% of the average annual criterion.

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For Ahmedabad Metro, as SYSTRA led consortium was awarded the contract for General
Engineering Consultant for Phase-1. The table below shows the minimum required average
annual turnover for each company.

Table 6.18 Minimum required Average Annual Turnover for the appointed GEC for Ahmedabad Metro

Consortium members Minimum required Average Annual Turnover (in

crores)
SYSTRA ≥50
RITES Limited ≥5
Oriental Consultants Global ≥5
Company
AECOM Asia Company Limited ≥5

6.2.2.5 Eligibility criteria of Net Worth

Net Worth of the last audited year is taken into account. Net Worth of the company is
checked from the provided audited balance sheet by the applicant. It is calculated using the
cost of work and duration of the work. Two months is taken into consideration for the
calculation of Net Worth. The calculation is as follows:

Minimum Net Worth required = Cost of Work*2/Duration of the work in months. So

minimum Net Worth required = (400*2)/48 which is 16.67 crore.

6.2.2.6 Submission of EOI documents

The EOI Application is to be submitted in hard copies along with electronic copy on CD to
the executive chairman at Metro link Express for Gandhinagar and Ahmedabad (MEGA) Co.
Ltd. 5th Floor, Nirman Bhavan, Opp. Gate No. 4, Sachivalaya Sector 10A, Gandhinagar,
Gujarat 382010. The following sections & forms are included for the submission of
Expression of Interest (EOI). The Section 1 for submission includes four forms which are
mentioned below.

Table 6.19 Forms of submission under Section 1 of EOI

Section 1 Forms of submissions

Form 1 Covering letter for EOI submission
Form 2 Declaration by the Applicant
Form 3 Draft Memorandum of Understanding (MOU) executed
by members of the Consortium
Form 4 Power of Attorney to authorize signatory
6.2.2.6.1 Form 1
Covering letter shall be submitted in the applicant‘s letter head. The original copies of the
following documents need to be attached which are as follows:

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  Legal status of the Applicant
 Its principal place of business
 Its place of incorporation (if Applicants are corporations); or its place of registration
(if Applicants are partnerships or individually owned firms).
 Details of participation and roles & responsibilities of each member in case of
consortium.
6.2.2.6.2 Form 2
This form is submitted as an affidavit on Non-Judicial stamp of Rs.10 duly attested by
Notary. In case of consortium, each member should submit this form separately. The
following declarations are made with it which is as follows:

 The Applicant has not made any misleading or false representations in the forms,
statements and attachments in the proof of eligibility requirements.
 The Applicant‘s does not hold a record of poor performance.
 The Applicant‘s business is not banned by Central or State government.
6.2.2.6.3 Form 3
The draft memorandum of understanding for mutual understanding between the members of
the consortium which is to be submitted on Non-Judicial stamp paper of Rs.100 duly attested
by notary public.

6.2.2.6.4 Form 4
Power of Attorney is to be executed on non-judicial stamp paper in the name of the company
who is issuing the power of attorney. This needs to be executed by all the members of the
consortium.

Table 6.20 Forms of submission under Section 2 of EOI

Section 2 Forms of submission

Form 5 General details of Applicants
Form 6 Checklist for application
Form 7 Performance details of Applicants
Form 8 Staff (experts, support staff, engineers etc.) details
Form 9 Financial information
Form 10 Financial data

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6.2.2.6.5 Form 5
This form consists of general details of each members of consortium. This form also consists
of Annexure in which pending litigation of each member of the consortium are submitted.
The value of assignment and the value of pending claim details are attached.

6.2.2.6.6 Form 6
This form includes the checklist whether all the documents are submitted and page number
reference for each form is given.

6.2.2.6.7 Form 7
The experience in years for undertaking similar kind of works is noted for each members of
the consortium. This form has two annexures attached which are Annexure 2, 2A (Summary
table of Annexure 2), Annexure 3, Annexure 3A (Summary of Annexure 3) for providing the
details of total number of works undertaken, Number of contracts delayed beyond the original
date of completion, total value of works completed as on (date proposed). Annexure 3
consists of the total projects in hand in which details of name of client, contract value, value
of balance work to be done, original completion, estimated date of completion, delay with
reason needs to be written.

6.2.2.6.8 Form 8
This form includes the details of the regular employees who are for more than six months
with the applicant including managerial, technical & supervisory staff of each members of the
consortium.

6.2.2.6.9 Form 9
This form includes checklist whether the applicant has enclosed documents for liquid assets,
lines of credit & other financial means sufficient to meet the cash flow, after meeting the
commitments for other contracts and other liabilities.

6.2.2.6.10 Form 10
This form includes the financial data which should be filled by each members of the
consortium. The attached copies of balance sheets, income statements should also be
submitted. The data for the last five years is to be provided. (i.e. from 2013-14-2018-19). The
following data needs to be provided.

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 Table 6.21 Financial information to be provided by Applicant

Sr no. Particulars
1 Total Assets
2 Current Assets
3 Total Liabilities
4 Current Liabilities
5 Profits before Taxes
6 Profits after Taxes
7 Net Worth (=1-3)
8 Working Capital (=2-4)
9 Annual Turnover
10 Average Annual turnover from similar consultancy of Metro/MRTS/Railway
projects

6.2.2.7 Technical Score evaluation

The applicant needs to submit the work methodology (Method Statement) which will be
followed during the contract. The maximum weightage to it is given by Gujarat Metro Rail
Corporation (GMRC). An applicant needs to submit their Key expert‘s qualification with
relevant experience in the similar consulting of Metro/MRTS/Railway projects. Applicant
also needs to submit the number of projects executed in India and at International level. The
applicant needs a minimum technical score (St) of 56 out of 80 (i.e. 70%). The technical
proposal of the following heads mentioned into table 6.23 needs to be submitted in single
envelope at GMRC head office.

Table 6.22 Weightage for Technical Score

Parameters Score
Method statement 50
Key Expert ‗s qualifications and competence for the assignment 20
Experience of the Consultants to the relevant 5
eligible assignments in India
Experience of the Consultants to the relevant 5
eligible assignments in foreign

6.2.2.8 Financial Score evaluation

After qualification of technical proposal, bidders need to submit financial proposal. The
followings forms for the financial proposal need to be submitted in a single envelope to head
office of GMRC.

Table 6.23 Forms for Financial Evaluation

Forms Description
FIN-1 Financial Proposal Submission Form
FIN-2 Summary of Costs

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 Forms Description
FIN-3A Remuneration – Key Experts
FIN-3B Remuneration – Non-Key Experts
FIN-3C Remuneration – Support Staff
The FIN-3A,3B,3C is been attached in the Annexure 3-8. The financial score is given 20%
weightage. The lowest evaluated financial proposal will receive the maximum score of 100.
The score is derived from the following formula Sf = (100*Fmin)/F. Where, Fmin is lowest
financial proposal and F is the financial bid proposed by the applicant. 20% from the score is
taken into consideration for the final evaluation. Two companies SYSTRA led consortium &
DB Led Consortium were there in the bidding process for GEC. The Bid price for both
consortia is been shown in the table below.

Table 6.24 Bid price of applicants for GEC contract of Ahmedabad Metro Phase 1

Sr. no Consortium Bid Price (INR in crores)

1 SYSTRA-RITES-OCG-AECOM 400
2 DB-AEGIS-NIPPON-D‘APPOLONIA-GEODDATA 360
The DB led consortium quoted 10% less price than SYSTRA led consortium. The financial
scores for both consortiums are shown below.

Table 6.25 Financial score for bidders for GEC contract of Ahmedabad Metro Phase 1

Consortium Total financial Final Sf (20% of the Total

score financial score
DB-AEGIS-NIPPON- 100 20
D‘APPOLONIA-GEODDATA
SYSTRA-RITES-OCG-AECOM (100*360)/400 = 18
90

6.2.2.9 Total Score evaluation

The total score (TS) is evaluated based on the weightage which is allocated to technical as
80% and financial as 20%. The total score (TS) is calculated from the following formula.

TS = (Tw× St) + (Fw× Sf) = (0.80*St) + (0.20*Sf)

Where, Tw is the technical weightage & Fw is the financial weightage. Though DB led
consortium quoted 10% less price than SYSTRA led consortium, but the overall score of
SYSTRA led consortium was more, so based on QCBS mode of selection, SYSTRA led
consortium was awarded the contract.

6.2.2.10 Bid Process schedule for Appointment of GEC

Metro-Link Express for Gandhinagar & Ahmedabad (MEGA) was established by
Government of Gujarat on 4th February 2010. The following schedule for the appointment of

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General Engineering Consultant (GEC) for the phase 1 of Ahmedabad Metro Rail project.
The first EOI was floated by MEGA in 2012 before the Detailed Project Report (DPR) was
approved. The revised EOI was floated after the DPR for phase 1 was approved (i.e. October
2014.

Table 6.26 Bid process timeline for appointment of GEC

Date Description
th st
17 April 2012 1 EOI was floated by MEGA
7th May 2012 Last date of submission of queries
1st June 2012 Last date of submission of completed EOI Application
5th February 2015 Revised EOI was floated by MEGA
15th February 2015 Pre-proposal conference
15th April 2015 Deadline for submission of EOI application
5th May 2015 Opening of Technical proposal
25th May 2015 Opening of Financial proposal
5th October 2015 SYSTRA led consortium was awarded the GEC contract

6.2.2.11 Scope of work

The General Engineering Consultant would have the following scope of work for Surat Metro
Rail Project having Defect Liability Period (DLP) of one year after the contract for four years
is completed. The following scope is included for GEC,

 Contract for design/ design review

 System integration
 Assistance for procurement
 Construction management
 Interface management including assistance in testing & commissioning of all civil
engineering structures, tracks, signaling & telecommunication, electric traction,
rolling stock, air conditioning & ventilation, automatic fare collection system,
platform screen doors, maintenance depots & workshops, station, operational control
center offices, station integration areas, bridges, flyovers, elevated surface &
underground sections over the project routes
 Project management

6.2.2.12 Summary of costs

6.2.2.12.1 Office Expenses
These include office rent, supplies and maintenance over the duration of the GEC consultant
engagement with the project. (i.e. 4 years)

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 Table 6.27 Office Rent

Area (sq. mts) Months INR per sq. mts per month Amount (INR)
350 48 15,000 25,20,00,000
Table 6.28Office Supplies cost

Sr. No. Item Months Rate (INR/month) Amount (INR)

1 Office Supplies 48 1,00,000 48,00,000
Table 6.29Summary of costs (FIN 2)

General Consultancy Team Cost (INR)

Core Group 35,45,28,000
Viaduct, Elevated Stations & Depot 9,96,80,000
Underground Section Group 7,44,00,000
Power Supply & Traction 6,62,40,000
Track 5,55,60,000
Signalling 3,84,00,000
Telecommunication 3,79,60,000
Automatic Fare Collection 3,63,60,000
E&M 2,70,00,000
Rolling Stock 2,61,60,000
General Staff 12,14,40,000
Duty Travel to Site (Reimbursable) 1,00,80,000
Office Supplies, Utilities and Misc. (Reimbursable) 48,00,000
Rent for office accommodation (Reimbursable) 25,20,00,000
Sub Total 120,46,08,000
Overheads @ 20% 24,09,21,600
Sub Total 144,55,29,600
Profit @ 30 % 433,65,88,80
Sub Total 187,91,88,480
Tax and duties @ 18% 33,82,53,926
Total 221,74,42,406
6.3 Procurement of Contractors
Surat Metro Phase-1 consists of 33.88 Km of elevated corridor and 6.47 Km of underground
corridor. The work packages haven‘t been decided and tenders are also not floated so a
comparative study of Ahmedabad Metro has been done. The procurement of contractors
would be International Competitive Bidding (ICB) as per Japan International Cooperation
Agency (JICA) guidelines for procurement which is done in single stage two envelope
bidding process. Bidders would be invited to submit technical & financial bids in two
different envelopes. After all the prequalification criteria are met, the technical bids are
opened first and reviewed to determine whether they confirm to standards and then financial
bids of those who have cleared all the technical criteria‘s requirement are opened publicly.
The result of technical evaluation should be reviewed by JICA. The contractor is selected
who has quoted the least cost in the financial proposal. A detailed report on evaluation and

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comparison of bids including the reasons on which lowest evaluated bid was awarded is
prepared by Gujarat Metro Rail Corporation. The Defect Liability Period (DLP) is kept 52
weeks after the completion of the contract. The percentage of liquidated damage would be
0.1% of the contract price per 1-day delay, 0.5% per 1-week delay and the upper limit for the
total amount should be about 5 to 10%. The size and scope of contracts would depend upon
nature, magnitude & location of the project.

6.3.1 Prequalification Criteria

Prequalification criteria are based upon the capability of the prospective bidders to perform
the particular contract satisfactorily. Maximum members in a Joint Venture allowed are three.
A non-Indian firm is allowed if it forms a Joint Venture (JV) with any other Indian firm
having minimum 26% participation. Lead partner in case of JV must have minimum 40%
participation and non-lead members should have minimum 26% participation for the elevated
corridor contract. In case of JV for underground corridor contract, Lead partner must have
minimum 50% participation and other members should have at most 25% participation
individually. The following things in the set of original & a copy need to be submitted. The
submission is done in 4 envelopes namely,

1. Tender Security
2. Eligibility Criteria cum QR Package
3. Technical Package
4. Financial Package
The tender should be submitted in the name of Managing Director and addressed to Sr. DGM
Civil & Procurement, Gujarat Metro Rail Corporation, Gandhinagar.

The following factors are taken in account:

6.3.1.1 Eligibility Criteria

The important part of any bidding process is the eligibility criteria that are set out in the
Tender document. These criteria are followed as per Procurement Manual made by Gujarat
Metro Rail Corporation which is made in accordance with Central Vigilance Commission
guidelines & Guidelines for Procurement under Japanese ODA Loan as JICA has shown
interest in funding for Surat Metro Rail Project This Procurement Manual and JICA
guidelines details all the methods adopted for Procurement process.

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6.3.1.2 Tender Cost Criteria
Gujarat Metro Rail Corporation has set their criteria for setting tender cost based on the
contract value. The tender fee is kept inclusive of 18% GST. The Tender fee shall be payable
in the form of Demand Draft in favour of Gujarat Metro Rail Corporation payable at
Gandhinagar, Gujarat. The following table shows the tender cost for different contract value.

Table 6.30 Tender Cost criteria

Cost of Work Cost of Tender

≤Rs. 5 crores Rs.5,000
Rs.5 - 199 crore Rs. 25,000
≥Rs.199 crore Rs. 50,000
Package studied - 4A of 4.84 Km Construction of Viaduct Corridor from end of Ranip
station to dead end of Motera which is construct only contract of 222 crores. So, based on the
cost of work, tender fee is kept Rs.50, 000.

6.3.1.3 Earnest Money Criteria

Gujarat Metro Rail Corporation has set their criteria for determining the Earnest Money
Criteria which is mentioned in the following table. Tender security shall be submitted in the
form of Bank Guarantee. Tender along with tender security amount will be valid for a period
of 180 days from the submission of the tender.

Table 6.31 Earnest Money Deposit criteria

Cost of Work EMD (% of cost)

≤5 crore 2
≥5 crore 1
Package studied - 4A of 4.84 Km Construction of Viaduct Corridor from end of Ranip
station to dead end of Motera which is construct only contract of 222 crores. So, based on the
cost of work, Earnest Money is kept Rs. 2.22 crore.

6.3.1.4 Security Deposit Criteria

Gujarat Metro Rail Corporation follows the standard 10% as the security deposit of the total
cost of the work.

Package studied - 4A of 4.84 Km Construction of Viaduct Corridor from end of Ranip

station to dead end of Motera which is construct only contract of 222 crores. So, based on the
cost of work, Security deposit is kept Rs. 22 crores.

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6.3.1.5 Eligibility Criteria of Work Experience
Completed works of past seven years is taken into account. Similar experience of
Viaduct/Flyover/Bridge would be considered for the elevated corridor contract and similar
experience in tunnelling of minimum of 3.92 Km in any works including Tunnel Boring
Machine (TBM) shield method of minimum 5 meters would be considered for underground
corridor. The criteria for deciding the work experience value have been decided by Gujarat
Metro Rail Corporation Procurement Manual which is in accordance to CVC guidelines. The
criteria are based on number of contracts of similar nature based on it the percentage of the
contract value is decided. In case of foreign partner in JV, the company must have done
minimum works of 40% of contract value works outside the country of foreign partner.

As the package for Underground Corridor is Design Build contract, work experience of
Detailed Design Consultancy work for at least two underground metro stations and 1 km
length of single tube channel is taken into account.

Package studied - 4A of 4.84 Km Construction of Viaduct Corridor from end of Ranip

station to dead end of Motera which is construct only contract of 222 crores.

Table 6.32 Work experience eligibility criteria

Number of contracts % Cost of Work Eligibility criteria in crores

≥1 80 ≥177.60
≥2 50 ≥111
≥3 40 ≥88.8

6.3.1.6 Financial Standing Criteria

The Financial data including the audited balance sheets for the last five audited financial
years have to be submitted by the applicant. All the documents shall be certified by Chartered
Accountant with stamp & signature. The tenderers will be qualified if the company possess
minimum financial capabilities as below.

6.3.1.6.1 Liquidity
The liquidity of the company is checked so that the firm can withstand the cash flow
requirement that the contract would require until the payment is not received from Gujarat
Metro Rail Corporation. Liquidity is checked from balance sheet. Net current assets would
show that the firm has available liquid assets to meet the required cash flow.

In case of JV, liquidity is distributed as per percentage participation. Let M be the %

participation of 1st member and N be the % participation of 2nd member. So, for 1st member,

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minimum required liquidity ≥ (WM)/100 where W is the minimum required liquidity.
Similarly, for 2nd member, minimum required liquidity ≥ (WN)/100.

A liquidity criterion is decided using the cost of work and duration of the work. The
calculation is as follows:

Minimum Liquidity required = (Cost of works*3)/Duration of work in months

Package studied – 4B for construction of viaduct corridor of 4.85 Km including 5 stations

(Motera, Sabarmati, AEC, Sabarmati Railway Station and Ranip) of N-S corridor which is
construct only contract of 220 crores and completion period of 27 months. So minimum
liquidity required = (220*3)/27= 24.44 crores. Minimum Liquidity required mentioned in the
tender is 24 crores. As the package was awarded to JV between Ranjit Buildcon Limited and
Pratibha Industries Limited having share of 49:51 respectively. The minimum liquidity
required by Ranjit Buildcon Limited would be ≥ Rs.11.76 crores and similarly for Pratibha
Industries Limited would be ≥ Rs.12.24 crores.

6.3.1.6.2 Profitability
Profit before Tax (PBT) should be Positive in at least 2 (two) years out of the last five audited
financial years. In case of JV, profitability of lead member is considered. So, for Package 4B
of Ahmedabad Metro, profitability of Pratibha Industries Limited was checked. Profitability
can be checked from Balance sheet.

6.3.1.6.3 Net Worth

Net Worth of the last audited year is taken into account. Net Worth of the company is
checked from the provided audited balance sheet by the applicant. It is calculated using the
cost of work and duration of the work. Two months is taken into consideration for the
calculation of Net Worth. The calculation is as follows:

Minimum Net Worth required = Cost of Work*2/Duration of the work in months

Package studied – 4B for construction of viaduct corridor of 4.85 Km including 5 stations

(Motera, Sabarmati, AEC, Sabarmati Railway Station and Ranip) of N-S corridor which is
construct only contract of 220 crores and completion period of 27 months. So minimum Net
Worth required = (220*2)/27= Rs.14.8 crores.

For Joint Venture, Net Worth is calculated based on the percentage participation of each
member. It is calculated as follows:

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Let the Net Worth of Ranjit Buildcon Limited be A & its percentage participation in the
contract is 49% and let the Net Worth of Pratibha Industries Limited be B & its percentage
participation in the contract being 51%. So, the minimum Net Worth required from a Joint
Venture for Package 4B would be (49A+51B)/100.

6.3.1.6.4 Average Annual Turnover

The Annual turnover of the firm of the past years is calculated based on the cost of the work
and the duration of the contract. As for Surat Metro Project procurement would be done by
2019, the duration for Average Annual Turnover required would be from FY 2013-14 to FY
2018-19. The minimum required Average Annual Turnover is calculated as follows –

Minimum required Average Annual Turnover = Cost of work/Duration of the contract in

years

Package studied - 4A of 4.84 Km Construction of Viaduct Corridor from end of Ranip

station to dead end of Motera which is construct only contract of 222 crores & contract
duration is 30 months. So, based on the cost of work and its duration, minimum Annual
Turnover is (222*12)/30 which is Rs.88.8 crores. The Average Annual Turnover for the past
five year is checked. As the contracts for Surat Metro will be awarded by end of 2019, the
Annual Turnover of the applicant would be checked from 2013-14 to 2018-19.

Package studied – 4B for construction of viaduct corridor of 4.85 Km including 5 stations

(Motera, Sabarmati, AEC, Sabarmati Railway Station and Ranip) of N-S corridor which is
construct only contract of 220 crores and completion period of 27 months. So minimum
Average Annual Turnover required is (220*12)/27 which is Rs. 78 crores.

For Joint Venture, Annual Turnover is calculated based on the percentage participation of
each member. It is calculated as follows:

Let the Net Worth of Ranjit Buildcon Limited be A & its percentage participation in the
contract is 49% and let the Annual Turnover of Pratibha Industries Limited be B & its
percentage participation in the contract being 51%. So, the minimum Average Annual
Turnover required from a Joint Venture for Package 4B would be (49A+51B)/100.

6.3.1.6.5 Bid Capacity Criteria

The tenderers are only qualified if their available bid capacity is more than the cost of work.
This criterion is as per CVC guidelines which are followed by Gujarat Metro Rail

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Corporation. The Available bid capacity criterion is calculated based on the following
formula:

Available Bid Capacity = 2*A*B – B where, A is the Maximum of the value of construction
works executed in any one year during the last five financial years (updated to 31.03.2019
price level assuming 5% inflation for Indian Rupees and 2% for the foreign currency per
year. N is the number of the years prescribed for completion of the work and B is the value of
existing commitments for on-going construction works during the contract time period.

6.3.2 Technical Package

The technical packages of only those applicants who have cleared the pre-qualification
criteria are opened for evaluation which includes the following:

6.3.2.1 General approach & Methodology

It includes the working plan & methodology which contractor would follow during the
contract. Design notes including calculations, specifications & dimensional drawings of
casting & stocking yard.

6.3.2.2 Work Schedule

A detailed overall Work Programme in terms of weeks from Commencement Date of Works
and a bar chart indicating the duration and timing of all major activities shall be prepared and
submitted along with the tender. Bar chart shall be made showing the activity to be performed
along with duration of each activity. Broadly all the major activities required for carrying on
the work should be shown.

6.3.2.3 Outline Quality Plan

The Tenderer shall submit an outline Quality Plan which shall contain sufficient information
to demonstrate clearly the Tenderer's proposals for achieving effective and efficient Quality
Assurance System. The Outline Quality Plan should also include an outline of the procedures
and regulations to be developed and the mechanism by which they will be implemented for
ensuring Quality as required by Gujarat Metro Rail Corporation.

6.3.2.4 Outline Safety Plan

The Tenderer shall submit an Outline Safety Plan which shall contain sufficient information
to demonstrate clearly the Tenderer's proposals for achieving effective and efficient safety
procedures. The Outline Safety Plan should include an outline of the safety procedures and

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regulations to be developed and implemented for ensuring safety as required by Gujarat
Metro Rail Corporation.

6.3.2.5 Outline Environment Plan

The Outline Environmental Plan shall contain sufficient information to demonstrate clearly
the proposed method of achieving the Tenderer's environmental objectives required in the
contract.

The additional requirements for eligibility are number of Plants & Machineries required &
Key personnel shown in Annexure 3.1 & 3.2 required by Gujarat Metro Rail Corporation in
order to perform the contract. If the contractor does not have the required machinery, he
should submit a plan of procuring it. The following table shows the required Plant &
Machineries for elevated and underground corridor:

Table 6.33 Minimum Plants & Machineries required

No. Type Minimum Nos.

Required
1 Hydraulic Piling rigs for 1200/1000 mm dia piles 2
2 Pilling rig with conventional winch 2
3 Excavators/Backhoe 4
4 Fully automatic and computerized Batching and Mixing plant of 2
capacity 30 cum/Hour or higher.
5 Concrete pumps / placer booms / Tremie pipes 2
6 Transit mixers 6
7 Trailers for carrying precast girder segments 4
8 Mobile Cranes of adequate Jib length and capacity to reach 4
Platform level
9 Hydras, min 10 MT capacity 4
10 Tower Cranes for pier/pier cap concreting 2
11 Gantries for casting yard of requisite capacity 6
12 Launching arrangements for Precast girders erection 2

13 Launching arrangement (Parapet Launcher) for precast Parapet 2

erection
14 Arrangement for erection of Truss 1
15 Arrangement for Launching of composite steel girder 1
16 DG sets 500 KVA / 250 KVA 2
17 Surveying equipment (DGPS, Total Stations and Levels) 2
For Underground corridor contract, two numbers of Tunnel Boring Machine (TBM) is
required.

6.3.3 Financial Package

The financial package includes the following:

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  Agreement of consortium if formed
 Power of Attorney
 Grand summary sheet of bill of quantity
 Summary sheet of bill of quantities
The Bill of Quantities (BOQ) is prepared from Delhi Schedule of Rates (DSR) of Central
Public Works Department (CPWD) & Schedule of Rates of Road & Building(R&B)
Department of Government of Gujarat. After clearing the Pre-qualification & technical
package, financial bid for the selected bidders is opened publicly and the Least Cost Bid
(LCB) is awarded the contract.

6.3.3.1 List of drawings provided

The following table shows the drawings which are provided for the elevated & underground
corridor:

Table 6.34 Drawings included in Tender

Drawings for Elevated corridor Drawings for Underground

corridor
Plan and longitudinal profile General Alignment
Drawings
General arrangement of launching girder for erection Dimension of Bored Tunnel
General arrangement and details of temporary barricading Walkway and Ladder Details
Details of precast parapet General Arrangement of
Ramp
Details of cable trough Station Ground Level Plan
Typical details of drainage scheme of superstructure of Station Concourse Level
standard viaduct with only one drain spout Plan
Dimensions details of circular pier, oblong pier & pier cap Longitudinal Sections
Structural arrangement and details of steel truss. Cross-Sections
General arrangement and details of superstructure for Platform Level Plan
different span
Details of Utility Services in alignment Building Services and
Tunnel Variations
Building Services for Station Launching and Arrival Shaft

6.3.3.2 Payment Milestones

The mobilization advance of 5% of the contract value in two equal instalments is given to the
awarded contractor by Gujarat Metro Rail Corporation. All the payments are given by
Gujarat Metro Rail Corporation to the contractor. The Contractor then sends the receipt of
payments stating the amount of work done, and then JICA releases the payment to Gujarat
Metro Rail Corporation. The payments are made in accordance to the completed activities by

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30% of the completed activities from piling to parapet wall for elevated corridor which is
shown below:

Table 6.35 Payment milestones to contractors

Payment Milestone Activities

1 Site Setup
2 Piling (Construction below Ground Level)
3 Pier (Superstructure)
4 Pier Cap
5 Segments
6 Parapet wall

6.3.3.3 Bidding schedule of Ahmedabad Metro underground corridor

The total length of underground corridor for Ahmedabad Metro is 6.83 Km for which the
tender was floated in two packages, Package 1(East Ramp to Kalupur Railway Station with 2
stations at Kankaria East and Kalupur Railway Station) being 2.446 Km and Package 2
(Kalupur Railway Station (excluding) to West Ramp with 2 stations at Shahpur and Ghee
Kanta) being 4.378 Km. After Pre-qualification & Technical bid opening, three companies
went ahead for the final round for the opening of financial bid. The following table shows the
bid price of three companies for the two different packages.

Table 6.36 Bid price for UG package of Ahmedabad Metro

Companies Bid for Package 1 (INR in cr) Bid for Package 2 (INR in cr)
L&T 748 901
Afcons Infrastructure 785 942
IT-SKEC JV 809 1005
L&T was the lowest bidder for both the Packages but as per the bidding rules of Metro link
Express for Gandhinagar & Ahmedabad (MEGA), bidders may bid for both contracts but the
successful bidder will be awarded only on contract in order to mitigate the risk of
conglomeration of sizable portion of work to single company. If one contract is awarded with
work value more than Rs. 250 crores, then another contract would not be awarded though
being least cost bid for the second package. MEGA awarded Package 1 contract to Afcons
Infrastructure which was Least Cost (LC2) and L&T was awarded Package 1 contract being
LC1.

6.3.3.3.1 Time line for bidding process for Package 2

Table 6.37 Bidding timeline for UG Package 2 for Ahmedabad Metro

Bidding Schedule Dates

th
Release of NIT 26 March 2016

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 Bidding Schedule Dates
st
Pre-Bid meeting 1 April 2016
Prequalification and Technical Bids opening 1st May 2016
Financial Bids proposed to be opened 7th May 2016
Actual Bid opening 29th December 2016
Work order given to L&T 25th January 2017
There was a delay of 236 days from the proposed date of opening of financial bid due to late
mobilization of payment from JICA to MEGA.

6.3.3.3.2 Bid Queries

The following were the bid queries raised by the contractors in the Pre-bid Meeting which
were about:

 Stringent criteria of eligibility

 Payment mobilization schedule
 Change in scope of work (Alternate design)
 Regarding change in qualification of personnel
6.3.3.3.3 Tender Advertisement
As per JICA Procurement guidelines, invitation to bidding shall be advertised in at least one
newspaper of general circulation in India. This invitation to bid should be also send to JICA.
The following table shows the National & the Local newspaper tender ad rates, the size of
advertisement and the booking deadline in days.

Table 6.38 Tender advertisement rates in National & Local Newspapers (www.releasemyad.com)

Newspaper Size of Advertisement Rates (INR) Booking deadline (in days)

Times of India 5*3 cm 5025
1
The Economic Times
5*3 cm 1875 1
Gujarat Samachar
4*3 cm 7200 5
Sandesh
4*3 cm 4980 1

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6.4 Project Control
6.4.1 Quality control
The Contractor keeps a record of all the testing procedures performed which includes results
of inspections, tests, process controls, certification of processes and personnel, unacceptable
material and other quality control requirements. These records indicate the nature of
observations made, number and type of deficiencies found and action proposed to correct
those deficiencies. These records are always kept on site and the Employer, Engineer or
representatives of either can come and view those records at their discretion.

The tenderer shall submit their corporate quality policy duly signed by corporate head or
authorized person to GMRCL. Also, an outline quality plan illustrating the intended means of
compliance as per GMRCL stringent quality requirements as and setting out in summary
form and which would be the basis for detailed documents.

Minimum, address the quality system elements as required by ISO 9001 – 1994 – ―Model for
Quality Assurance in Design, Development Procurement, Installation and Servicing‖. Quality
checks on site would be conducted by GMRCL Quality department representative, so
contractors shall associate and take necessary steps for confirmation and improvement.

6.4.1.1 Quality Management System

Contractor shall submit the following Quality Management System documents for review &
get approval by GEC

1. Quality plan identifying the quality procedures

2. Design Quality plan

3. Method Statements

4. Inspection & Test Plans

These documents are prepared by QA/QC Engineer, checked by Head QA Engineer &
approved by Project Manager of the contractor firm.

The inspection is done in two stages, i.e.

1. When the material is received at site – Test results are as per as set criterion within the
tolerance limits

2. When the material is used in some work.

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 Inspection of executed
works by GEC personnel

If Not
Does the work
comply with the NCR issued by GEC
specifications

If Yes

Proceed forward

Figure 6.3 Quality Management System when NCR is not issued by GEC

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 NCR issued by GEC

If not approved
Method statement by GEC
stating the Nonconformance
corrective measures Report issued by GEC
prepared by
contractor

If approved by GEC
New method
statement is prepared

Rectify the problem

& Proceed further
Proceed further after
approval by GEC

Figure 6.4: Quality Management System when NCR issued by GEC

6.4.1.2 Quality Control Register

Quality control register would include the following things

1. List of certificates received for each batch of manufactured goods or materials

incorporated in to works.
2. List of inspection, testing & sampling activities undertaken.
3. Summary of NCR (Non-Conformance Report)
Random Audits should be conducted on site by GEC in order to assess the Quality Control.
Contractors should also conduct audits and report to GMRCL at least every six months.
Monthly Progress Report of Monitoring of Performance Quality requirement needs to be
submitted by contractor to GEC. Fully equipped concrete laboratory should be installed at
site along with the laboratory technicians & supporting staff. Testing machines should be
periodically calibrated in accordance with NABL (National Accreditation Board of Testing
and Calibration Laboratories).

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6.4.1.3 Checklist for Quality Control
Following checklist are prepared by the contractor and filled by QA/QC engineer on site by
contractor firm during the construction stage,

1. Pour Card
2. Bar Bending Schedule
3. Reinforcement Inspection checklist
4. Formwork Inspection checklist
5. Concrete Receival Inspection
6. Post Concrete Inspection checklist
These checklists in the form of inspection are also signed by GEC representative.

6.4.2 Coordination Control

 After every 15 days there is arranged meetings between all contractor, all consultants
and other members of SPV
 During DDC contract the evaluation and weightage of financial status is more than
the experience criteria
 Software used of scheduling is primavera and day period of schedule is 15 days of
schedule split
 Liquidity damages have been charging if there is counter in the time and schedule.
 As a part of Quality Assurance Plan (QAP) of DDC- a system of internal audit and
approval of all designs, including calculations, drawings and other documents
prepared and issued to the Employer/Employer‗s Representative for acceptance.
Purpose is to ensure accuracy and consistency & compliance with current
requirements, standards, codes of the contract.
 The Lead Design Checkers for various disciplines shall be a –
 Professional Engineer
 With at least total design experience of twenty (20) years ‗experience,
 With at least ten (10) years ‗experience in handling design of large, complex design
project(s) that includes Metro rail project work of a similar nature.

6.4.2.1 Appointment and Termination of LDC:

 DDC shall appoint the Lead design Checker (LDC) on approval of Employer.

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  At the outset of project, DDC shall also propose the tentative list of potential lead
design checker ‗s which it intended to engage during production of design and
drawings during Design Phase and during Construction Phase.
 DDC shall have full and unrestricted access to the Lead Design Checker/s all their
data, information, calculations, drawings.
 LDC cannot produce any drawing as a part of DDC‘s Team.
 Approval from Employer/ Employer‗s representative for engagement and inform at
least one month in prior before replacing the lead design checker, failing which DDC
will attract a penalty equivalent to 4 lakhs per month.
 Significant errors or inconsistencies in the deliverables, Lead design checker/s to be
immediately removed by DDC (within 1 month) from the design team and be
replaced with a competent design checker after due approval from Employer.

6.4.2.2 Scope of LDC:

 The Lead Design Checker (LDC) shall perform his services in two phases - Design
Phase and Construction Phase.
 Design Stage-
o All designs, calculations, plans, report and drawings by DDC mentioned in the
scope of works will be proof checked by Lead Design Checker (LDC) and
then submitted to Employer/Employee ‗s representatives review.
o Accompanied by two original copies of a `Design Certificate'
o These included systems and disciplines like civil, architectural, and structural,
MEP, Tracks, TVS & VAC.
o Submission of all design to the Employer / Employer‗s representatives with
the Lead Designer‘s certificate (enclosed).
o Lead design checker should issue Lead Design Checker review forms for all
the issued drawings for all disciplines separately in a suitable format
(enclosed) for Employer/ Employer‗s representatives review.
o Submission of a monthly report in an approved format without failing end of
each month (not later than 5th of next each month) to the DDC and CMRL
summarizing the status of all the designs including design modifications/ field
changes etc. duly approved by Employer.
 Construction Stage-

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 o To approve any Design change (to be done within 7+7 days upon request) or
Design support drawings by DDC during construction.
o Every change has to be reported and analyzed to assess if there is any adverse
impact of such changes on the design.
o Working drawings/ Shop drawings of any element or other Temporary
structure design and drawings prepared by the contractor shall be checked in
accordance with Construction Reference Drawings/ Good for Construction
drawings by the Lead Design Checker.
o CRS approval is mandatory for commissioning the system so for the purpose
of determining operational and infra structural safety, in accordance with the
Laws of India, the visits shall be done -Time to Time Visits and Approval of
Commissioning.
o Lead Design Checker shall ensure that the Design Works shall conform to the
requirements of CRS.
o During Site visits, he/she shall ensure that the drawings respond to making
good any deficiencies and any defects as reported by CRS.
o Design Basis Report for entire alignment with LDC certificate should be
submitted.

6.4.2.3 LDC certificate

A certificate signed by the Lead designer of the DDC stating that all drawings and documents
have been checked and approved in accordance with the approved QA Plan and complying
all the contract specifications and then issued to Employer/Employer ‗Representative. The
person preparing the design and drawing will initial all documents prepared by him.
(Enclosed below).
The format is as shown in figure 6.5.

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 Figure 6.5 Lead Design Checker's Certification

6.4.3 Documentation Control

Documentation control is a measure of controlling the flow of information about all the
aspects of the project. Documents make up a major part of information exchange, and thus it
is important to monitor proper and timely update and submission of all requisite documents.
This is a very complex and thorough process.

6.4.3.1 Important Documentation Control Measures

Table 6.39 List and elements of important documentation control measures

Sr. Document Prepared By Submitted Frequency

No. To
1 Works Programme Contractor Engineer Once
2 Monthly Project Report Contractor Engineer Monthly

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Sr. Document Prepared By Submitted Frequency
No. To
3 Maintenance Report Contractor Engineer Once
4 Safety Certification Commissioner of Metro Engineer Each time
Railway Safety
5 Durability Approach and Contractor Engineer Once
Assessment Report
6 Design Submission Contractor Engineer Once
Program
7 Calculations Contractor Engineer Each time
8 Manufacturing Contractor Engineer Once
Management Plan
9 Quality Assurance and Contractor Engineer Each time
Controls
10 Installation Plan Contractor Engineer Once
11 Method Statement Contractor Engineer Each time
12 Asset Database Contractor Engineer Each time
13 Testing and Contractor Engineer Once
Commissioning Program
14 Training Program Contractor Employer and Fortnightly or
Engineer Monthly

6.4.3.2 Works Program

It is prepared by the Contractor. In addition, three months rolling program as per the
Employer‘s Requirement is also provided. Initial Works Program including Narrative
Statement is submitted within 4 weeks of the date of commencement. The detailed Works
Program is submitted 7 weeks after the reception of No Objection Certificate from Engineer
regarding the Initial Works Program. The first Three Month Rolling Program is submitted
within 4 weeks of the date of commencement of contract.

Works Program details the full scope of the works and is supported by documents showing
sequence and duration of activities and their realistic achievable time. It is created as a CPM
network. Any revisions in the Works Program is notified to the Engineer and only after the
approval, the change is incorporated into the revised works program, with its implications
added.

6.4.3.3 Monthly Project Report

It is prepared by Contractor and at the end of each calendar month, six copies have to be
submitted to the Engineer. It accounts for all works actually performed from 26th day of last
month to 2th day of month in consideration. It is divided into two sections – first section
contains progress and current status of design and the second section covers progress and
current status of construction. Apart from this, a daily report of number of workmen,

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employed on the works is sent to the Engineer, along with a log of delivery notes for all
goods and materials delivered to the site.

The signatories include – Project Manager, QA Manager, Safety Manager, Chief Interface
Coordinator and the Engineering Manager (Design).

6.4.3.4 Maintenance Report

It is prepared by the Contractor and submitted as part of the Definitive Design. It includes full
details of the long-term inspection and maintenance operations for each major component.
This includes provision of an inspection checklist which provides inspection frequency, items
to be inspected, criteria for acceptance, criteria for remedial works and its details.

6.4.3.5 Safety Certification

Commissioner of Metro Railway Safety (CRS) is in charge of providing safety certification
before commissioning of the system. CRS or its representatives carry out routine checks for
operational and infrastructural safety. They check whether the work is compliant with
drawing and CRS requirements.

6.4.3.6 Design Submission Program

It is prepared by the Contractor and consists of the anticipated program for the preparation,
submission and review of the design packages, definitive design submission and construction
reference drawings. It shows all the key dates and indicates design interface and coordination
periods for each Interfacing Contractor.

6.4.3.7 Calculations
All the calculations sheets and inputs are also submitted by the Contractor to the Engineer.
Copy of Excel spreadsheets and computer model data files sufficient to re-run the model and
do the analysis are also submitted.

6.4.3.8 Manufacturing Management Plan

Contractor prepares the Manufacturing Management Plan that consists of all the procedures
and controls that govern the procurement, integration, manufacture and testing, assurance and
delivery of plant, equipment and spares to be supplied under the Contract. It also includes the
administration and supply of spare parts and warranty in accordance with the Contract. This
is submitted the Engineer within 180 days of Date of Commencement.

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It also contains a brief description of all inspection hold points and test points, a list of all
subcontractors, a delivery schedule of each item of equipment along-with the Manufacturer‘s
Qualifications. Also, a comprehensive test program, which includes complete equipment,
their subsystems and components and materials, is provided with the Manufacturing
Management Plan.

6.4.3.9 Quality Assurance and Control

The Contractor keeps a record of all the testing procedures performed which includes results
of inspections, tests, process controls, certification of processes and personnel, unacceptable
material and other quality control requirements. These records indicate the nature of
observations made, number and type of deficiencies found and action proposed to correct
those deficiencies. These records are always kept on site and the Employer, Engineer or
representatives of either can come and view those records at their discretion.

6.4.3.10 Installation Plan

The Contractor prepares this document showing their proposal to organize and carry out
installation and complete the whole of the work by given key dates. This plan is submitted to
the Engineer 90 days prior to the start of installation at site.

6.4.3.11 Method Statement

This is prepared by the Contractor and it shows the methodology of continuation of the work.
It shows in particular the loadings and modes of transport of the items of equipment and the
routing used as they are taken to their final locations. This is submitted to the Engineer at
least 30 days prior to commencement of installation activity.

6.4.3.12 Asset Database

It is prepared by the Contractor and contains information of all the assets required in MEP
services. It consists of details of assets, their failure history, installation date and date of
testing. Each asset is given a unique identification number. This is submitted to the Engineer.

6.4.3.13 Testing and Commissioning Program

This is presented by the Contractor to the Engineer within 6 months from commencement
date of works. It shows the complete planning and schedule of the testing procedures, list of
tests to be done and other details. Test procedures are submitted to the Engineer 30 days
before the conduction of the test. Test procedures show the progress of testing covered,

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method of testing, Minimum Acceptance Criteria and the location. If any test site is outside
India, then a notice is given to Engineer by Contractor for witnessing the tests.

6.4.3.14 Training Program

The Contractor has to train new and existing employees. For that, a training course is
formulated and all manuals are created. To monitor the progress of these trainees, theoretical
and practical tests are devised. The results of these tests, along with the behavior reports of
the trainees, is sent to the Employer and Engineer on regular basis.

6.4.4 Cost Control

For cost control of project, the scope of the work during planning should be well defined and
in monitoring phase Monthly Physical Progress report should be represented.

Estimation of the Cost Project

Set Baseline Planned Cost

Establishment of Actual Cost

Compare and Forecast for

Balance Job
Set Baseline 2 if Estimation is
Faulty
Deduce Remedial Measures with
Contingency Planning

Maintenance of Database of Cost

for Balanced Job

Figure 6.6 :Cost Control Process

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Cost Control at the Construction Phase

The contractor will monitor and analyse its cost performance on a daily and weekly basis. For
that daily progress report must be prepared by the contractor.

Techniques for cost control

• In this procedure, it becomes important to keep track of completion schedules

through a serious of intermediate milestones.
• Once the first milestone is reached, the cost constituents -- time, materials, labour
and overhead -- can be determined. Where they exceed estimates, a forecast of
successive milestones can be made.
• Alternatively, the project manager can look for ways to recover the overage in other
budgeted schedules
Table 6.40 Cost Baseline

Cost (INR in cr)

Inception Development Execution Operation
FY 2018-19 8 552 1,440 -
FY 2019-20 - 560 1,693 733
FY 2020-21 - 114 1,875 1,710
FY 2021-22 - 114 1,875 -
Total 8 1,640 6,883 2,443
Cost baseline shows the disbursement of payment towards contractors annually. This acts as a
baseline and any deviations from this can be penalized.

6.4.5 Safety, Health and Environment Control

A Safety, Health and Environment (SHE) Manual is provided by MEGA to the contractor as
part of the Employer‘s Requirement bidding document. This specifies all the processes that
are mandatory and details the expectations of the client with regards to SHE. MEGA appoints
a Chief Safety Officer that has the responsibility of monitoring the overall SHE functions
which are described in the Manual. The target of this process is to reduce recordable injuries
and reportable environmental incidents to zero.

The contractor has to submit a Method Statement which includes Hazard Identification and
Risk Assessment on the contractor‘s part. The contractor has to submit, within 4 weeks of
notification of acceptance, a comprehensive contract-specific SHE plan.

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6.4.5.1 Hierarchy of Risk Control
The client formulates certain series of steps that the designer has to follow in order to reduce
risks. These are called hierarchy of risk control or principles of prevention and protection.
The steps include –

 Trying ways to avoid the risk or hazard from manifesting

 In case avoidance is not possible, then the risk should be attacked at source, by giving
design details which can help the reduce the probability of occurrence of that risk.
 If even that step fails, then there should be provisions that will help control the risk
and save lives.
 If all else fails, then personal protective measures should be used, like providing PPE
or harness.
Design approvals are done by client‘s representative who can be the designer, proof-check
consultant or any other entity as per the contract. For the approval, every drawing by the
designer has to include, in the drawing itself, the identified hazards and risks that cannot be
avoided.

Contractor has to have a structure of the SHE personnel deployed. All the details of these
personnel have to be provided to the client and only after approval by the client can they be
allowed to start working. There cannot be any sub-contractor for SHE personnel. All SHE
personnel has to be on the payroll of the main contractor. In case there is a vacancy in any
spot, the contractor has to fill that up within 14 days of the position becoming vacant. In case
that is not followed, the client appoints their own personnel at the cost of contractor.

Contractor has to form and monitor a Contractor SHE committee at each site within 14 days
of award of contract.

The contractor has to provide a training/workshop on SHE to all its employees and workers,
the minimum duration of which has to be 2 weeks, at the time of induction. A certificate has
to be given to any and all workers stating that they have completed the training in order to get
approval from the client for their work to start. Every has to take a safety oath daily without
fail. In case the contractor is unable to follow through with this task, then the client does this
task through accredited institutions at the cost of contractor.

SHE inspection is done by the client. The system of inspection is administered by the
contractor. The SHE inspection programs to be adopted are listed below.

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Planned General Inspection – performed at predetermined intervals and require presence of
representatives from both contractor and client.

Routine Inspection – daily, weekly or monthly inspections of the site by contractor‘s

representatives

Specific Inspection – performed on activities without a predetermined date like before heavy
lifting operations, or before welding.

Other Inspection – include inspections by Labour Department of government and client‘s site
SHE management team.

The Project Manager from contractor‘s side has to ensure implementation of a Monthly
Audit. This is conducted at least 7 days prior to the scheduled date of monthly SHE
committee meeting. The audit team has to give scoring to the section based on some elements
that are decided by the client. Overall audit rating is calculated for the section.

Overall Audit Rating = (Actual Score Achieved / Maximum Possible Score) x 100

A rating of less than 60% requires immediate action by the contractor within 24 hours, a
rating of 60-75% requires rectification from the contractor within 7 days and that is approved
in writing by the engineer. A rating of 75-90% requires rectification within a month. This
copy of Audit Report is then sent to the client, contractor and all the subcontractors, and
discussed at monthly SHE meetings. Monthly Electrical Audit is also carried out separately
by contractor‘s senior SHE (Electrical) Engineer and client‘s representative. External SHE
Audits are also carried out with the prior approval of the client.

Contents of SHE Audit –

 SHE Management
o Organization
o Communication and Motivation
o Time Office
o Inspection
o Emergency Preparedness
o Budget Allocation
o Education and Training
o Work Permit System

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 Technical
o Building and Structure
o Construction Operational Safety
o Material Safety
o Hand tools and Power tools
o Electrical System
o Safety Appliances
o Fire Prevention and Control
o Housekeeping
o Maintenance and Machinery Safety
o First-Aid and Medical Facilities
o Welfare Measures
o Environment Management
The auditor conducts an inspection of the site 14 days after conduct of the initial audit for
checking priority 1 corrections and 28 days after initial audit for checking priority 2
corrections. Priority 1 are those actions that have to be rectified within 2 weeks, and priority 2
actions need to be rectified within 3-4 weeks. A non-conformity report is generated for both
instances and submitted to the client and one copy to the contractor. If the contractor fails to
carry out the corrections, then the client does the same at the cost of contractor.

6.4.5.2 Submittals to the client

 Daily reporting of total no. of workmen

 Monthly SHE Report
 SHE Committee Meeting Minutes
 SHE Inspection Reports
 SHE Audit Reports
o Monthly Safety Audit Scorecard
o External SHE Audit
o Electrical Safety Audit
 Air and Noise Quality Monitoring Report

6.4.5.3 Accident Reporting

Reports of all accidents has to be sent to the client within 24 hours of their occurrence. In
case of loss of life or disability of a worker or any fatal accident, report has to be sent to the

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Regional Labour Commissioner, Director General and next of kin within 72 hours. If the
worker is injured for longer than 10 days, then in addition to the above, notice has to be sent
to officer-in-charge of the nearest police station, District Magistrate or Sub-Divisional
Magistrate.

6.4.5.4 Emergency Preparedness Plan

Contractor prepares this document and submits it as part of the Contractor SHE Plan. It
details out contractor‘s procedures for emergency response. The emergency plan has
combating strategies in case of fire, explosion, collapse of structure or equipment, gas
leakage, drowning, landslides and serious accidents at site.

6.4.5.5 Construction Machinery

Every machinery has to have a Safe Worthiness Certificate from authorized firms, which has
the date of purchase, main overhauling undertaken in the past, any accident of the equipment,
visual examination details, critical components and a list of safety devices. There is a list of
maximum permissible age provided by the client. It is as shown in Table 6.41.

Table 6.41 - Maximum Permissible Age of Construction Tools and Machinery

Plant or Machinery Maximum Permissible Age (in years)

Mobile Crawler Cranes 15
Gantries 15
Mobile Tyre-mounted Hydraulic Cranes 10
Launching Girders 10
Piling Rigs 5
TBM machines 5

6.4.5.6 Environmental Management

An appointed engineer from the client undertakes baseline monitoring to establish
background levels. Based on this baseline monitoring program, the actions of contractor are
decided. This monitoring program is provided to the contractor before the start of the
construction. Table 6.42 shows the summary of the monitoring program.

Table 6.42 Summary of Contractor's Monitoring Program

Parameter Air
Sampling RSPM, SPM
24 hours of the day
Frequency at each location Two 24-hr samples every 15 days at uniform intervals
Locations To be determined by the contractor based on air sensitive
receptors
Number of locations Two locations
Duration of Monitoring by During civil construction
contractor
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 Parameter Air
Additional Requirements Ad hoc monitoring as required
The monitoring reports are submitted monthly along with the Monthly SHE Report.

6.4.5.7 Awards
There is provision of awards for good SHE performance. There are categories for every safe
million man-hours working without any reportable incidents, zero fatality contracts, 100%
adherence to voluntary reporting of all accidents throughout the currency of contract, safest
project team of the year, best SHE team of the year and safest contractor of the year.

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7 Conclusion
The project for Surat Metro is right now in inception phase. The DPR has been made by
DMRC but it is yet to be approved. The project has been stuck in this phase for a mixture of
political and economic factors, which we discussed in detail in this report. The demand is
there, with calculated average daily ridership of 3 lac a testament to the need of metro in the
city. WTP surveys also suggest a positive response towards a better public transportation
system from the people of Surat. The alignment has been chosen keeping in mind the present
and future needs. The financials, though wobbly, present a manageable scenario with positive
NPV and high IRR. Economic benefits are low, and Environmental Impact is negative for the
project. Steps have to be taken to ensure these can be improved. Technical analysis is done to
use the most suitable technologies according to the city, while legal compliances have also
been detailed out and studied. No major hindrances are there for the project, apart from the
political situation, and even that is being solved gradually, as an NIT for the appointment of
DDC has been released by MEGA for Surat Metro. The project is feasible in most of the
criteria bar economic criteria. And so, more can be done to improve the economic benefits of
the project.

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8 References
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to Select Ceiling TIle From a Global Sustainable Perspective. International Group of
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I). MEGA Company Ltd.

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9 Annexure
Annexure 1 List of Stakeholders

S. Category Stakeholders Specific Roles

no Details
1 Project Empowered Group of Approval of Project by
Approval Ministers (EGoM) Empowered Group of
Authorities Ministers (EGoM) headed
by Prime Minister of India
at the Central Level.
2 Urban It is responsible for
Transport coordination, appraisal and
Wing approval of Metro Rail
Projects at the central level.
3 Ministry of Housing and Mass Rapid A special cell in Urban
Urban Affairs (MoHUA), Transport Transport Wing for the
Government of India System cell development of Metro Rail
(MRTS cell) Projects. They provide
technical assistance to
Special Purpose Vehicle
(SPV).
4 Ministry of Railways, Approval of the project and
Government of India routes which are in
accordance with the
Ministry of Railways
5 Department of Public  Public Investment
Expenditure, Ministry of Investment Board (PIB) headed
Finance, Government of Board by Secretary
India (Expenditure)
appraises the public
welfare projects
where the cost of
the project is more
than Rs. 500 crores.
 Appraisal of project
whether it is
financially viable.
 Allocation of funds
to Government of
Gujarat (GoG)

6  Comprising seniors
and esteemed
persons who are
High Powered Committee
experienced and
(HPC), Gujarat State
expert on the
Government
subject.

 Decided to prepare

i|Page
S. Category Stakeholders Specific Roles
no Details
Detailed Project
Report (DPR) for
Metro Rail Project
for Surat city and
directed Metro Link
Express for
Gandhinagar and
Ahmedabad
(MEGA) to
coordinate.
7 Urban Development and A state level body for the
Urban Housing sanctioning of the budget
Department, Government estimates and approval for
of Gujarat the project
8 Surat Municipal Metro Cell  Surat Municipal
Corporation (SMC) Corporation is
acting as a local
Government for
basic facilities and
infrastructural
facilities like road,
bridges,
transportation etc.
 Planning and vision
for Metro rail
system for the
overall
development of the
city.
 To ensure smooth
running of
construction in city
during the lifespan
of the project.
 Preparation of
Comprehensive
Mobility Plan
(CMP).
 SMC awarded
DMRC to prepare
DPR of Surat Metro
Rail Project.
 Standing committee
& General Board,
SMC sanctions the
project and
formulates SPV for
the metro project.
ii | P a g e
S. Category Stakeholders Specific Roles
no Details

9 Gujarat Urban GUDC in association with

Development Company SMC have given the
(GUDC) consultancy work to
MEGA
10 Surat Urban Development To ensure development
Authority (SUDA) plans and town planning is
up to the standards if
project falls under SUDA
area.
11 Finance Department, Allocation of funds to SPV,
Government of Gujarat once the loan gets
sanctioned from central
government.
12 Coordination,
Commissionerate of
implementation &
Transport, Government of
monitoring for efficient
Gujarat (GoG)
public transportation in
Surat.
13 Revenue Department, Approval for acquiring the
Government of Gujarat Govt. owned land for the
project
14 Gujarat Infrastructure Nodal Agency for Viability
Development Board Gap Funding for Central
(GIDB) and State Government.
15 Promoter Special Purpose Vehicle GMRC It is a legal entity that
undertakes the whole
project.
16 Funding Government of India Equity Funding from
Authorities Centre; Funding under
Public Private Partnership
(PPP)
17 Government of Gujarat Equity Funding from State;
Funding under Public
Private Partnership (PPP)
18 Asian Infrastructure Proposal for funding 60%
Investment Bank, Beijing cost of the project in the
(AIIB) form of loan
19 Japan International Japan International
Corporation Agency Corporation Agency
(JICA) (JICA) has shown keen
interest in financing Rs.
4000 crores
20 Technical Delhi Metro Rail Preparation of Detailed
Advisors Corporation (DMRC) Project Report (DPR) for
Surat Metro Rail Project
21 Metro link Express for  Surat Municipal

iii | P a g e
S. Category Stakeholders Specific Roles
no Details
Gandhinagar & Corporation (SMC)
Ahmedabad (MEGA) in association with
Gujarat Urban
Development
Company (GUDC)
has given the
consultancy work to
Metro Link Express
for Gandhinagar
and Ahmedabad
(MEGA).

 Metro Link Express

for Gandhinagar
and Ahmedabad
(MEGA) sent letter
to Delhi Metro Rail
Corporation
(DMRC) to submit
offer for preparing
DPR for Surat
Metro Rail Project.

22 Consultants Programme Management Project management

Consultant services, contract
administration and
interface management
including assistance in
formulating of
specifications, guidelines,
testing and commissioning
rail project in relation to all
civil structures, alignment,
tracks, signals, telecom
facilities, traction
arrangement, power supply,
rolling stocks, stations,
depots.

23 CEPT University Centre of CoE, CEPT is conducting

Excellence traffic studies to check the
in Urban feasibility of different
Transport corridors and making
(CoE) specific demand
assessment of each corridor
in accordance with SMC.
24 Geotechnical Consultant To carry out detailed soil
investigation at each pier

iv | P a g e
S. Category Stakeholders Specific Roles
no Details
locations and also to carry
out Ground Penetrating
Radar (GPR) survey for
identifying utilities. Noise
and Vibration study for
heritage assessment will
also be carried by them.
.
25 Proof Consultant Appointed by the client or
PMC to check the designs,
if work is carried out as per
standards, structural
drawings of the project.
26 Environmental Impact Assess the impact of
Assessment Consultant construction on
environment.
27 Social Impact Assessment Assess the impact of cross-
Consultant cultural encounters arising
from project-based
developments.
28 Assess the impact of
Heritage Impact
construction on Heritage
Assessment Consultant
sites nearby.
29 Detailed Design Prepare the final route
Consultant alignment of the Metro.
Design review including
proof-checking, system
integration, assistance in
procurement, construction
supervision.
30 To provide the detailed
Architectural Consultant design & architectural
drawings of the Station.
31 Structural Design To provide structural
Consultant drawings to construction
contractors after getting
approval from SPV.
32 MEP Consultant  To provide the
electrical drawings
of the stations and
Tracks and
electronic
specification for the
machines used
(Vending Machine,
Mass Transit
Doors)
 Provide detailed

v|Page
S. Category Stakeholders Specific Roles
no Details
coordinated
drawings for water
supply, plumbing
and drainage.
33 Fire Safety Consultant For suggesting and
checking fire systems at
stations and in underground
tunnels.
34 HVAC Consultant To provide the drawings
for the type of ventilation
systems in tunnels and
stations.
35 Contractors Prime Contractor Contract for construction of
(Construction) elevated viaducts or
underground tunnelling
including stations.
36 Sub-Contractor Appointed by prime
(Construction) contractor on contract basis
for the specific task as a
part of overall project.
37 Vendors/ Traction and Power Design & installation for
Suppliers Supply Traction and Power
Supply.
38 Signal and Design & installation of
Telecommunication Signal and
Telecommunication works.
39 Lifts & Escalators Design & installation of
lifts & Escalators.
40 Automatic Fare Collection Design &
System installation of Automatic
Fare Collection System.
41 Tracks Design & installation of
track in depot and on main
line.
42 Rolling stock Design and supply
of rolling stock.
43 Signages Design and install
the signage for public
movement.
44 Electrification Supplying, installing and
commission of
electrification equipment.
45 Regulatory Gujarat Pollution Control  Consent to operate
Authorities Board (GPCB) hot mix plant,
crushers, batching
plant on site.
 Authorization for

vi | P a g e
S. Category Stakeholders Specific Roles
no Details
Disposal of
Hazardous Waste.

46 Ministry of Environment,
To seek permission for
Forest and Climate
Environmental clearance.
Change
47 Collector, SMC To seek permission on
Muck disposal
48 Commissioner of Metro
Railway Safety (CMRS)

Ministry of Railways-
Approval required from the
authority if the metro
alignment is parallel to the
rail line and for modal
integration purpose.
Technical parameters from
Central Government
a. Track structure
b. Strength of bridges
c. Standards of signalling
system
d. Traction system
e. General structural
character of civil works and
size
f. Rolling stock
g. Schedule of Dimensions
Certification for Opening
of Line.

49 Airport Authority of India To provide the NOC for

Approval (AAI) height clearance in the
Authorities vicinity of the airport.
50 National Highway To seek approval from the
Authority of India (NHAI) NHAI for construction of
corridor on National
Highways.

vii | P a g e
S. Category Stakeholders Specific Roles
no Details

51 National Monument Approval required for

Authority (NMA) construction in the area
beginning at the limit of
Prohibited Area of any
centrally protected
Monuments/Sites and
Remains up to a distance of
300 meters in all direction
are called Regulated area
which comes under NMA
jurisdiction.
52 Archaeological Survey of To keep the check that any
India (ASI) construction in the ASI
boundary does not take
place and no harm is made
to the cultural heritage.
53 Labour and Employment To seek approval on
Department, Government Employing
of Gujarat Labour/workers.
54 Surat Municipal Bridge Cell To seek approval for
Corporation construction of bridge for
metro.
55 Traffic Cell To approve the
Traffic management plan
for the construction.
56 Garden Cell To seek permission
for cutting of trees for
construction.
57 Chief Fire To seek NOC
Officer before starting of
construction.
58 BRTS cell For modal integration and
if corridor passes parallel to
BRTS corridor.
59 Private Utilities Request for utility
diversion.
60 Traffic Police Department, To seek permission for
Surat traffic diversion.
61 Irrigation Department, Approval for bridge
Government of Gujarat construction over Tapi
River.
62 Chief Inspector of Lifts
Inspection for
and Escalators, Energy
operation of Lifts
and Petrochemical
/Escalator.
Department
63 Gujarat Water Supply & Approval for disposal of

viii | P a g e
S. Category Stakeholders Specific Roles
no Details
Sewerage Board waste water & sewage from
(GWSSB) depots & stations.
64 Central Ground Water Permission for withdrawal
Board, Gujarat (CGWB) of groundwater for
construction.
65 Electricity Torrent Power To provide electricity for
Supplier the Construction as well as
O & M stage.
66 Dakshin Gujarat Vij To provide electricity for
Company Limited Surat the Construction as well as
O & M stage (Part
Provision)
67 Water Hydraulic department, To provide water for the
supplier Surat Municipal Construction as well as O
Corporation & M stage.
68 Users People using Metro facility.
69 Project Affected People People who are affected
(PAP‘s) due to project.
70 Grievance Assisting SMU in
Redressal NGO(s) implementation of R&R
committee activities.
71 Social Management Unit To look after land
(SMU) acquisition and
rehabilitation activities of
the project.

ix | P a g e
Annexure 2 Stakeholder Engagement Matrix

S. Stakeholders Unaware Resistant Neutral Supportive Leading

No.
1 Empowered Group of C, D
Ministers (EGoM)
2 Urban Transport Wing, D C
MoHUA
3 MRTS Cell, MoHUA C, D
4 Ministry of Railways, C, D
Government of India
5 Public Investment Board, C, D
Department of
Expenditure, Ministry of
Finance, Government of
India
6 High Powered C, D
Committee (HPC),
Gujarat State
Government
7 Urban Development and C, D
Urban Housing
Department, Government
of Gujarat
8 Metro cell, Surat C, D
Municipal Corporation
(SMC)
9 Gujarat Urban D C
Development Company
(GUDC)
10 Surat Urban C, D
Development Authority
(SUDA)
11 Finance Department, C D
Government of Gujarat
12 Commissionerate of C D
Transport, Government
of Gujarat (GoG)
13 Revenue Department, C D
Government of Gujarat
14 Gujarat Infrastructure C, D
Development Board
(GIDB)
15 Special Purpose Vehicle C, D
(SPV)
16 Equity funding from C D
Government of India
17 Equity funding from C D
Government of Gujarat
18 Asian Infrastructure C, D

x|Page
S. Stakeholders Unaware Resistant Neutral Supportive Leading
No.
Investment Bank, Beijing
(AIIB)
19 Japan International C, D
Corporation Agency
(JICA)
20 Delhi Metro Rail D C
Corporation (DMRC)
21 Metro-link Express for C, D
Gandhinagar &
Ahmedabad (MEGA)
22 Programme Management C D
Consultant
23 Centre of Excellence in D C
Urban Transport (CoE),
CEPT University
24 Geotechnical Consultant C D
25 Proof Consultant C D
26 Environment Impact C D
Assessment Consultant
27 Social Impact C D
Assessment Consultant
28 Heritage Impact C D
Assessment Consultant
29 Detailed Design C D
Consultant
30 Architectural Consultant C D
31 Structural Design C D
Consultant
32 MEP Consultant C D
33 Fire Safety Consultant C D
34 HVAC Consultant C D
35 Prime Contractor C D
(Construction)
36 Sub-Contractor C D
(Construction)
37 Traction and Power C D
Supplier
38 Signal and C D
Telecommunication
supplier
39 Lifts & Escalators C D
supplier
40 Automatic Fare C D
Collection System
supplier
41 Tracks Supplier C D
42 Rolling stock supplier C D

xi | P a g e
S. Stakeholders Unaware Resistant Neutral Supportive Leading
No.
43 Signages supplier C D
44 Electrification supplier C D
45 Gujarat Pollution Control C D
Board (GPCB)
46 Ministry of Environment, C D
Forest and Climate
Change
47 Collector, Surat C D
48 Commissioner of Metro C D
Railway Safety (CMRS)
49 Airport Authority of C D
India (AAI)
50 National Highway C D
Authority of India
(NHAI)
51 National Monument C D
Authority (NMA)
52 Archaeological Survey of C D
India (ASI)
57 Chief Fire Officer, SMC C D
58 BRTS cell, SMC C D
59 Private Utilities C D
60 Traffic Police C D
Department, Surat
61 Irrigation Department, C D
Government of Gujarat
62 Chief Inspector of Lifts C D
and Escalators, Energy
and Petrochemical
Department
63 Gujarat Water Supply & C D
Sewerage Board
(GWSSB)
64 Central Ground Water C D
Board, Gujarat(CGWB)
65 Torrent Power C D
66 Dakshin Gujarat Vij C D
Company Limited Surat
67 Hydraulic department, C D
SMC
68 Users C D
69 Project Affected People C D
(PAP‘s)
70 NGO(s) C D
71 Social Management Unit C D
(SMU)

xii | P a g e
Annexure 3 Total Economic Benefits for 'With Metro Scenario'

Fuel Emission Accident Total

Year
Consumption Cost Cost Benefits
Start End INR cr INR cr INR cr INR cr
2021 2022 6.52 10.46 53 69.98
2022 2023 7 10.46 60 77.46
2023 2024 7.53 33.22 68 108.75
2024 2025 8.1 35.72 77 120.82
2025 2026 8.7 38.39 87 134.09
2026 2027 9.36 41.27 98 148.63
2027 2028 10.06 44.37 110 164.43
2028 2029 10.81 47.7 124 182.51
2029 2030 11.62 51.27 140 202.89
2030 2031 12.5 55.12 159 226.62
2031 2032 13.43 59.25 179 251.68
2032 2033 14.44 63.7 202 280.14
2033 2034 15.53 68.48 228 312.01
2034 2035 16.69 73.61 257 347.3
2035 2036 17.94 79.13 291 388.07
2036 2037 19.29 85.07 328 432.36
2037 2038 20.74 91.45 370 482.19
2038 2039 22.29 98.3 418 538.59
2039 2040 23.96 105.68 472 601.64
2040 2041 25.76 113.6 532 671.36
2041 2042 27.69 122.12 601 750.81
2042 2043 29.77 131.28 678 839.05
2043 2044 32.01 141.13 766 939.14
2044 2045 34.41 151.71 864 1050.12
2045 2046 36.99 163.09 976 1176.08
2046 2047 39.76 175.32 1101 1316.08
2047 2048 42.74 188.47 1243 1474.21
2048 2049 45.95 202.61 1403 1651.56
2049 2050 49.4 217.81 1584 1851.21
2050 2051 53.1 234.14 1787 2074.24
2051 2052 57.08 251.7 2018 2326.78
21190.8

xiii | P a g e
Annexure 4 Total Economic Costs for 'Without Metro Scenario'

Fuel
Consumption Emission Accident Total
Year Cost Cost Cost Cost
Start End INR cr INR cr INR cr INR cr
2021 2022 9.31 20 355 385
2022 2023 10.00 20 401 431
2023 2024 10.76 44 453 508
2024 2025 11.57 47 511 570
2025 2026 12.43 51 577 640
2026 2027 13.37 55 651 719
2027 2028 14.37 59 735 808
2028 2029 15.45 63 830 909
2029 2030 16.60 68 937 1,021
2030 2031 17.86 73 1,057 1,148
2031 2032 19.19 78 1,193 1,291
2032 2033 20.63 84 1,347 1,452
2033 2034 22.19 91 1,520 1,633
2034 2035 23.85 97 515 636
2035 2036 25.63 105 581 711
2036 2037 27.56 113 656 796
2037 2038 29.63 121 740 891
2038 2039 31.85 130 836 998
2039 2040 34.23 140 943 1,117
2040 2041 36.80 150 1,065 1,252
2041 2042 39.56 162 1,202 1,403
2042 2043 42.53 174 1,357 1,573
2043 2044 45.73 187 1,531 1,763
2044 2045 49.16 201 1,728 1,978
2045 2046 52.84 216 1,951 2,220
2046 2047 56.80 232 2,202 2,491
2047 2048 61.06 249 2,486 2,796
2048 2049 65.64 268 2,806 3,140
2049 2050 70.57 288 3,167 3,526
2050 2051 75.86 310 3,575 3,961
2051 2052 81.55 333 4,035 4,450
47215

xiv | P a g e
 Annexure 5 Key Members Required for Contractor (Elevated Section)

S. Designation Min. Qualification Experience level

No. No. Specific Overall
Experience Experience
(In Years) (In Years)
1 Project Manager 1 Graduate in Civil 7 20
(Team Leader) Engineering
2 Dy. Project 3 Graduate in Civil 5 15
Manager (Dy.PM) Engineering
3 Construction 1 Graduate in Civil 5 7
Planning Engineer Engineering with
knowledge in Primavera or
other equivalent project
management software
4 Sr. Engineer 4 Graduate in Civil 4 10
Engineering
5 Civil Engineer 14 Graduate in Civil
Engineering
6 Structural Engineer 2 Graduation in concerned 2 7
(for design of Engineering
launching Schemes,
shuttering and
temporary works)
7 Geo-Tech. Engineer 1 Graduation in concerned N.A 5
Engineering
8 Environmental 1 Graduate in respective field N.A 3
Specialist
9 Quality Assurance 3 Graduate in Civil 3 7
(QA)- In-Charge Engineering & Certificate
/Diploma in Quality
Assurance)
10 Quantity Survey 2 Graduation in Civil Eng. 1 5
Expert
11 Safety Officer 2 Concerned 1 5
Degree/Diploma in
Construction safety
12 Procurement 1 Graduation in concerned N.A 5
Specialist discipline
13 Electrical & 2 Graduation in concerned 3 7
Mechanical discipline
Engineer
14 Traffic Utility 1 Degree / Diploma in any N.A 3
Diversion Engineer Engineering discipline.
15 Architectural 1 Degree/Diploma in Arch. 2 5
finishes expert

xv | P a g e
 Annexure 6 Key Personnel Required for Contractors (Underground Section)

S. Designation Min Qualification Experience level

No. No. Specific Overall
Experience Experience
(In Years) (In Years)
1 Project Manager 1 Graduate in 3 20
Civil/Mechanical/Mining
Engineering
2 Dy. Project 2 Graduate in 3 12
Manager (Dy.PM) Civil/Mechanical/Mining
Engineering
3 Bored Tunnel/TBM 1 Graduate in 2 10
Engineer Civil/Mechanical/Mining
Engineering
4 Geotechnical 1 M. Tech. in Geotechnical 10 10
Engineer Engineering

xvi | P a g e
Annexure 7 Contents of Instructions to Tenderers (ITT)

Clause Description Page

No No
A. General
1.0 Introduction
2.0 Information & Requirements
3.0 Cost of Tendering
4.0 Site Visit
B. Tender Documents
5.0 Contents of Tender Documents
6.0 Clarification on Tender Documents
7.0 Amendment of Tender Documents
C. Preparation of Tenders
8.0 Language of Tender
9.0 Composition of Submittals
10.0 Tender Prices
11.0 Currencies of the Tender
12.0 Tender Validity
13.0 Tender Security
14.0 Pricing of Conditions, Qualifications, Deviations etc.
15.0 Pre Bid meeting
16.0 Format and Signing of Tenders
D. Sealing and Submission of Tenders
17.0 Sealing and Marking of Tenders
18.0 Submission of Tenders
19.0 Late Tenders
20.0 Modification and withdrawal of Tenders
E. Tender Opening and Evaluation
21.0 Tender Opening
22.0 Process to be Confidential
23.0 Clarification of Tenders
24.0 Determination of Responsiveness
25.0 Evaluation of Tender
26.0 Correction of Errors
F. Award of Contract
27.0 Award Criteria
28.0 Employer's Right to Accept any Tender and to Reject any or All
Tenders
29.0 Notification of Award
30.0 Signing of Contract Agreement
31.0 Performance Security
32.0 Key Dates
33.0 Settlement of Disputes of the Tender Process
34.0 Contact person in MEGA office

xvii | P a g e
Annexure 8 List of Agencies involved in Approval Processes

S.No. Office Name Department Role

Central Government Level
1 Empowered Group of Approval of Project by Empowered
Ministers (EGoM) Group of Ministers (EGoM) headed
by Prime Minister of India at the
topmost Level.
2 Urban Transport It is responsible for coordination,
Wing appraisal and approval of Metro Rail
Ministry of Housing
Projects at the central level.
and Urban Affairs
3 Mass Rapid A special cell in Urban Transport
(MoHUA),
Transport Wing for the development of Metro
Government of India
System cell Rail Projects.
(MRTS cell)
4 Ministry of Railways, Approval of the project and routes
Government of India which are in accordance with the
Ministry of Railways
5 Department of Public  Public Investment Board (PIB)
Expenditure, Investment headed by Secretary
Ministry of Finance, Board (Expenditure) appraises the
Government of India public welfare projects where
the cost of the project is more
than Rs. 500 crores.
 Appraisal of project whether it
is financially viable.
 Allocation of funds to
Government of Gujarat (GoG)

State Government Level

6  Comprising seniors and
esteemed persons who are
experienced and expert on the
subject.
High Powered
Committee (HPC),  Decided to prepare Detailed
Project Report (DPR) for
Gujarat State
Metro Rail Project for Surat
Government
city and directed Metro Link
Express for Gandhinagar and
Ahmedabad (MEGA) to
coordinate.
7 Urban Development
and Urban Housing A state level body for the sanctioning
Department, of the budget estimates and approval
Government of for the project
Gujarat
8 Surat Municipal Metro Cell  Surat Municipal Corporation is
Corporation (SMC) acting as a local Government
for basic facilities and
infrastructural facilities like

xviii | P a g e
S.No. Office Name Department Role
road, bridges, transportation
etc.
 Planning and vision for Metro
rail system for the overall
development of the city.
 Preparation of Comprehensive
Mobility Plan (CMP).
 SMC awarded DMRC to
prepare DPR of Surat Metro
Rail Project.
 Standing committee & General
Board, SMC sanctions the
project and formulates SPV for
the metro project.

9 Gujarat Urban
GUDC in association with SMC have
Development
given the consultancy work to MEGA
Company (GUDC)
10 Surat Urban  To ensure development plans and
Development town planning is up to the standards if
Authority(SUDA) project falls under SUDA area.
11 Finance Department, Allocation of funds to SPV, once the
Government of loan gets sanctioned from central
Gujarat government.
12 Commissionerate of Coordination, implementation &
Transport, monitoring for efficient public
Government of transportation in Surat.
Gujarat (GoG)

13 Revenue Department Approval for acquiring the Govt.

,Government of owned land for the project
Gujarat
14 Gujarat Infrastructure Nodal Agency for Viability Gap
Development Board Funding for Central and State
(GIDB) Government.

xix | P a g e
Annexure 9 List of Drawings given With Tender for Underground Section

S. No. Description
1 Structural – foundation layout
2 Structural – column layout
3 Structural - plan at concourse level
4 Structural - plan at platform level
5 Structural - plan at track level
6 Structural - longitudinal sections
7 Structural – cross-section section
8 GAD of viaduct-transition span
9 GAD of viaduct-transition span

xx | P a g e
Annexure 10 Cost Breakdown Structure

S. Rate
No. Description Unit Qty. (INR/unit) Amount (INR cr)
Project Inception Stage
1 Surveying LS 0.15
2 Traffic Studies LS 15,000 2,000 0.09
3 DPR Preparation 2.00
4 Geotechnical Investigations R Mt. 40,760 1,200 4.89
5 GPR Survey Sq. Mt. 38,958 114 0.44
6 Financial Consultant Month 24 30,000 0.07
Environmental Impact
8 Analysis 0.15
Subtotal A 7.80
Project Development Stage
1 Detailed Design Consultant LS 0.5% 34.42
General Engineering
2 Consultant LS 5.0% 344.19
3 Land Acquisition
3.1 Permanent Land

3.1.1 Government Land Ha 91.57 9 835.16

3.1.2 Private Land Ha 5.54 11 60.63

3.2 Temporary Land
3.2.1 Government Land Ha 13.58 2 24.72
3.2.2 Private Land Ha - 4
4 Legal Compliance Costs LS 5.81
5 Detailed Estimate LS 0.5% 34.42
Subtotal B 1,339
Project Implementation Stage
Civil Work
S. Rate (INR
No. Description Unit Qty. in cr) Amount (INR cr)
1 Depot LS 2.00 160 320
2 Viaduct R Km. 33.88 88 2,974.25
3 Elevated Station No. 31 63 1,946.11
4 Tunnel and Station R Km. 6.47 206 1,331.20
5 Bridge R Km. 25.76
6 Ballastless Track R Km. 40.35 7 286.49
Subtotal C 6,884
Electrification and Signalling
1 Rolling Stock No. 111 11 1,221
Signal &
2 Telecommunication
2.1 Elevated Station R Km. 33.88 11 374.71
2.2 Underground Station R Km. 6.47 13 85.60
3 E&M, ECS, TVS

xxi | P a g e
S. Rate (INR
No. Description Unit Qty. in cr) Amount (INR cr)
3.1Elevated Station R Km. 33.88 8 261.89
3.2Underground Station R Km. 6.47 12 75.44
4Lifts and Escalators No. 37 7 265.85
Automatic Fare Revenue
5 Collection No. 37.00 7 246.45
6 Fire Detection R Km. 33.88 5 177.53
Subtotal D 2,708

Operation & Maintenance

1 Housekeeping
1.1 Depot No. 2.00 18 35.28
1.2 Viaduct Km. 33.88 1 31.46
Repair & Maintenance of P-
2 Way R Km. 33.88 12 394.93
Subtotal E 462

Total 11,401

xxii | P a g e
Annexure 11 Cost Sheet for Design 1

Group - 05_Surat Metro Ticket Counter Quantity Take-off

Family and Type No Material: Area Vol. Rate Total
Name (sq. (cu. (INR) Cost
mt) mt) (INR)
Signages
Handicap Sign 1 Sticker 200 200
Men & Women Sign 2 Sticker 200 400
Total for Signages: 3 3 600

Brick Masonry
Basic Wall: 230mm Thick Brick 1 Brick, 6 1 5,882 7,646
Wall Common
Basic Wall: 230mm Thick Brick 1 Brick, 9 2 5,882 12,705
Wall Common
Basic Wall: 230mm Thick Brick 1 Brick, 5 1 5,882 6,294
Wall Common
Basic Wall: 230mm Thick Brick 1 Brick, 3 1 5,882 4,588
Wall - Under the Counter Common
Basic Wall: 230mm Thick Brick 1 Brick, 0 5,882 647
Wall - Counter Common
Basic Wall: 230mm Thick Brick 1 Brick, 2 1 5,882 3,000
Wall - Above Lintel Common
Total for Brick Masonry: 6 25 6 34,879

Wall Paint
Apex Paint Exterior Paint 25 24 603
White Distemper Interior Paint 25 11 287
891

Gypsum Acoustic Ceiling Tile

600 x 600
Gypsum Acoustic Ceiling: False 1 Ceiling 9 0 600 5,160
Ceiling - 600 x 600mm Grid Tile 600 x
(18mm Thick) 600

Anti-Skid Ceramic Tile

600x600
Floor: Anti-Skid Ceramic Tile 1 Ceramic 10 0 688 6,731
600x600 (25mm Thick) Tile 600 x
600

Concrete, Cast-in-Place gray

M_Concrete-Rectangular- 1 Concrete, 0 16,124 4,676
Column: C-230mm x 450mm Cast-in-
Place gray

xxiii | P a g e
Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type No Material: Area Vol. Rate Total
Name (sq. (cu. (INR) Cost
mt) mt) (INR)
M_Concrete-Rectangular- 1 Concrete, 0 16,124 4,676
Column: C-230mm x 450mm Cast-in-
Place gray
M_Concrete-Rectangular- 1 Concrete, 0 16,124 4,676
Column: C-230mm x 450mm Cast-in-
Place gray
M_Concrete-Rectangular- 1 Concrete, 0 16,124 4,676
Column: C-230mm x 450mm Cast-in-
Place gray
Total for Columns: 4 1 18,704

M_Concrete-Rectangular Beam: 1 Concrete, 0 14,050 5,620

B_300mm x 450mm Cast-in-
Place gray
M_Concrete-Rectangular Beam: 1 Concrete, 0 14,050 5,620
B_300mm x 450mm Cast-in-
Place gray
M_Concrete-Rectangular Beam: 1 Concrete, 0 14,050 6,603
B_300mm x 450mm Cast-in-
Place gray
M_Concrete-Rectangular Beam: 1 Concrete, 0 14,050 6,603
B_300mm x 450mm Cast-in-
Place gray
Total for Beams: 4 2 24,447

Workstation RCC Band - 75mm 1 Concrete, 0 9,901 1,485

Thick Cast-in-
Place gray
Lintel RCC Band - 75mm Thick 1 Concrete, 0 9,901 1,683
Cast-in-
Place gray
Counter 75mm Thick Concrete 1 Concrete, 0 7,912 237
Band Cast-in-
Place gray
Counter 75mm Thick Concrete 1 Concrete, 0 7,912 396
Band Cast-in-
Place gray
Total for Counters: 4 0 3,801

Concrete, Sand/Cement Screed

Floor: Screed for Tiling 1 Concrete, 10 0 1,790 877
Sand/Cem
ent Screed

Corian Sheet

xxiv | P a g e
Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type No Material: Area Vol. Rate Total
Name (sq. (cu. (INR) Cost
mt) mt) (INR)
Corian Sheet: 6 6 4 0 4,036 15,016

Daikin-Split AC Indoor Unit

Daikin-Wall_Mounted_Unit- 1 Daikin- 40,000 40,000
Indoor_Unit- Clearance
FXAQ07_09_12PVJU:
FXAQ07PVJU

RCC Floor Slab

Floor: Roof Slab_150mm Thick 1 Default 8 1 9,901 11,980
Floor
Floor: GF Slab_150mm Thick 1 Default 13 2 9,901 19,208
Floor
Total for RCC Floor Slab: 2 3 31,189

Lighting
M_Downlight - Strip: 1200mm - 2 Default 500 1,000
120V (Tubelight at Lintel Soffit) Light
Source
M_Downlight - Round - LED: 4 Glass, 600 2,400
LED15FMM9-W120 (LED White
Ceiling Lights)
Total for Lighting: 6 3,400

Glass
M_Door-Passage-Single- 1 Glass 0 0 2,489 896
One_Lite: D_900x2100 (Door
Window)
System Panel: Glazed (Front 3 Glass 3 0 2,489 7,866
Façade)
Glass Cutting (For openings) - 3 Glass 0 2,422 128
Circle
Glass Cutting (For openings) - 3 Glass 0 2,422 257
Semi Circle
Total for Glass: 10 0 9,147

Metal - Paint Finish - Grey

D_900x2100 (with window): 1 Metallic 3 1,197 3,197
Door Finish Finish
(Grey)

Plaster
Basic Wall: 230mm Thick Brick 1 Plaster 11 0 17 187
Wall

xxv | P a g e
Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type No Material: Area Vol. Rate Total
Name (sq. (cu. (INR) Cost
mt) mt) (INR)
Basic Wall: 230mm Thick Brick 1 Plaster 19 0 17 310
Wall
Basic Wall: 230mm Thick Brick 1 Plaster 9 0 17 155
Wall
Basic Wall: 230mm Thick Brick 1 Plaster 7 0 17 112
Wall - Below the Counter
Basic Wall: 230mm Thick Brick 1 Plaster 1 0 17 23
Wall - Counter
Floor: Linter RCC Band - 75mm 1 Plaster 5 0 17 74
Thick
Basic Wall: 230mm Thick Brick 1 Plaster 4 0 17 74
Wall
Floor: 12mm Thick Plaster 1 Plaster 1 0 17 13
Floor: 12mm Thick Plaster 1 Plaster 2 0 17 29
Floor: 12mm Thick Plaster 1 Plaster 0 0 17 7
Total for Plaster: 10 59 1 983

Ergonomic Chair
M_Chair-Task (Arms): 3 Plastic,
M_Chair-Task (Arms) Opaque 3,500 10,500
Black

File Drawer/Storage under

counter
M_Cabinet-File 2 Drawer: 0380 2 Steel, 6,500 13,000
x 0457mm Chrome
Plated

TV - LED Flat Screen

M_TV - Flat Screen: 0810mm 32 2 TV - 18,000 36,000
inch Black

Door
D_900x2100 (with window): 1 Wooden 1 0 4,709 5,839
Door Panel Panel
D_900x2100 (with window): 1 Metallic 3 0 1,250 3,338
Door Frame Frame
Total for Door: 14 1 9,177

Switch Board
Switch Boards (5A)
Switch Boards (15A)
AC Switch Board
Total for Switch Boards: 4
2 1,000 2,000
2 1,500 3,000
1 400 400

xxvi | P a g e
Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type No Material: Area Vol. Rate Total
Name (sq. (cu. (INR) Cost
mt) mt) (INR)
5,400

Computers
Desktop Computer systems with 3 35,000 1,05,000
speakers and mike

Fire Extinguisher
Stand-alone Fire Extinguisher 1 2,000 2,000

Fan 1 1,500 1,500

Total Cost 3,81,599
Contractors profit at 10% 38,160
Final Cost (C1) 4,19,759
Target Cost (10% lesser of 3,77,783
Final Cost)

xxvii | P a g e
Annexure 12:Cost Sheet –C2

Group - 05_Surat Metro Ticket Counter Quantity Take-off

Vol. Total
Material: Area Rate
Family and Type No (cu. Cost
Name (sq.m.) (INR)
m.) (INR)
Signages
Handicap Sign 1 Sticker 200 200
Men & Women Sign 2 Sticker 200 400
Total for Signages: 3 3 600

Brick Masonry
Basic Wall: 230mm Thick Brick,
1 5 1 5,882 6,411
Brick Wall Common
Basic Wall: 230mm Thick Brick,
1 9 2 5,882 12,705
Brick Wall Common
Basic Wall: 230mm Thick Brick,
1 3 1 5,882 4,705
Brick Wall Common
Basic Wall: 230mm Thick
Brick,
Brick Wall - Under the 1 3 1 5,882 4,588
Common
Counter
Basic Wall: 230mm Thick Brick,
1 0 5,882 823
Brick Wall - Counter Common
Total for Brick Masonry: 6 21 5 29,233

Gypsum Wall Board

Front Façade: Gypsum Wall
Gypsum 9 0 181 1,709
Board

Wall Paint
Apex Paint Exterior Paint 23 46 1,072
White Distemper Interior Paint 23 22 511
1,583

Gypsum Acoustic Ceiling

Tile 600 x 600
Gypsum Acoustic Ceiling:
Ceiling Tile
False Ceiling - 600 x 600mm 1 9 0 600 5,658
600 x 600
Grid (18mm Thick)

Anti Skid Ceramic Tile

600x600
Ceramic
Floor: Anti Skid Ceramic Tile
1 Tile 600 x 10 0 688 6,731
600x600 (25mm Thick)
600

Concrete, Cast-in-Place gray

M_Concrete-Rectangular- Concrete,
1 0 15,316 4,442
Column: C-230mm x 450mm Cast-in-Place

xxviii | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Vol. Total
Material: Area Rate
Family and Type No (cu. Cost
Name (sq.m.) (INR)
m.) (INR)
gray
Concrete,
M_Concrete-Rectangular-
1 Cast-in-Place 0 15,316 4,442
Column: C-230mm x 450mm
gray
Concrete,
M_Concrete-Rectangular-
1 Cast-in-Place 0 15,316 4,442
Column: C-230mm x 450mm
gray
Concrete,
M_Concrete-Rectangular-
1 Cast-in-Place 0 15,316 4,442
Column: C-230mm x 450mm
gray
Total for Columns: 4 1 17,766

Concrete,
M_Concrete-Rectangular
1 Cast-in-Place 0 13,241 5,296
Beam: B_300mm x 450mm
gray
Concrete,
M_Concrete-Rectangular
1 Cast-in-Place 0 13,241 5,296
Beam: B_300mm x 450mm
gray
Concrete,
M_Concrete-Rectangular
1 Cast-in-Place 0 13,241 6,223
Beam: B_300mm x 450mm
gray
Concrete,
M_Concrete-Rectangular
1 Cast-in-Place 0 13,241 6,223
Beam: B_300mm x 450mm
gray
Total for Beams: 4 2 23,040

Concrete,
Workstation RCC Band -
1 Cast-in-Place 0 9,092 1,364
75mm Thick
gray
Concrete,
Linter RCC Band - 75mm
1 Cast-in-Place 0 9,092 1,546
Thick
gray
Total for RCC Bands: 2 0 2,910

Blockboard
Counter 20mm Thick
2 Wooden 0 673 13
Blockboard 0
Counter 20mm Thick
2 Wooden 0 673 20
Blockboard 0
Total for Blockboard: 4 0 34

Concrete, Sand/Cement
Screed
Concrete,
Floor: Screed for Tiling 1 10 0 1,790 877
Sand/Cement

xxix | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Vol. Total
Material: Area Rate
Family and Type No (cu. Cost
Name (sq.m.) (INR)
m.) (INR)
Screed

Corian Sheet
Corian Sheet: 6 7 4 0 4,036 15,016

Daikin-Split AC Indoor Unit

Daikin-Wall_Mounted_Unit-
Indoor_Unit- Daikin-
1 40,000 40,000
FXAQ07_09_12PVJU: Clearance
FXAQ07PVJU

RCC Floor Slab

Floor: Roof Slab_150mm Default
1 8 1 9,092 11,002
Thick Floor
Default
Floor: GF Slab_150mm Thick 1 13 2 9,092 17,639
Floor
Total for RCC Floor Slab: 2 3 28,641

Lighting
M_Downlight - Strip:
Default
1200mm - 120V (Tubelight at 2 500 1,000
Light Source
Lintel Soffit)
M_Downlight - Round - LED: Glass,
LED15FMM9-W120 (LED 4 White, High 600 2,400
Ceiling Lights) Luminance
Total for Lighting: 6 3,400

Glass
M_Door-Passage-Single-
One_Lite: D_900x2100 (Door 1 Glass 0 2,489 896
Window)
System Panel: Glazed (Front
3 Glass 2 2,489 5,650
Façade)
M_Fixed: W_900x100 (Left
2 Glass 1 2,489 3,460
Side Window)
Total for Glass: 6 10,006

Metal - Paint Finish - Satin

Touchwood
Metallic
D_900x2100 (with window):
Finish - Satin
Frame Finish 1 3 67 180
Touchwood
Metallic
W_1000x900: Frame Finish 2 3 67 385
Finish - Satin

xxx | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Vol. Total
Material: Area Rate
Family and Type No (cu. Cost
Name (sq.m.) (INR)
m.) (INR)
Touchwood
Total for Metallic Paint
3 564
Finish: 3

Plaster
Basic Wall: 230mm Thick
1 Plaster 9 0 17 157
Brick Wall
Basic Wall: 230mm Thick
1 Plaster 19 0 17 310
Brick Wall
Basic Wall: 230mm Thick
1 Plaster 7 0 17 115
Brick Wall
Basic Wall: 230mm Thick
Brick Wall - Under the 1 Plaster 7 0 17 112
Counter
Basic Wall: 230mm Thick
1 Plaster 1 0 17 18
Brick Wall - Counter
Floor: 12mm Thick Plaster 1 Plaster 1 0 17 13
Floor: 12mm Thick Plaster 1 Plaster 2 0 17 29
Floor: 12mm Thick Plaster 1 Plaster 0 0 17 7
Floor: Linter RCC Band -
1 Plaster 5 0 17 1
75mm Thick
Total for Plaster: 14 46 1 761

Ergonomic Chair
Plastic,
M_Chair-Task (Arms):
3 Opaque 3,500 10,500
M_Chair-Task (Arms)
Black

File Drawer/Storage under

counter
Steel,
M_Cabinet-File 2 Drawer:
2 Chrome 6,500 13,000
0380 x 0457mm
Plated

TV - LED Flat Screen

M_TV - Flat Screen: 32 inch 2 TV - Black
18,000 36,000

Door
D_900x2100 (with window): Wooden
1 1 0 4,709 5,839
Door Panel Panel
D_900x2100 (with window): Metallic
1 3 0 538 1,437
Door Frame Frame
Total for Door: 14 1 7,276

xxxi | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Vol. Total
Material: Area Rate
Family and Type No (cu. Cost
Name (sq.m.) (INR)
m.) (INR)

Window
M_Fixed: W_900x100: Metallic
2 3 538 3,078
Window Frame Frame

Switch Board
Switch Boards (5A) 2 1,000 2,000
Switch Boards (15A) 2 1,500 3,000
AC Switch Board 1 400 400
Total for Switch Boards: 4 5,400

Computers
Desktop Computer systems
3 35,000 1,05,000
with speakers and mike

Fire Extinguisher
Stand-alone Fire Extinguisher 1 2,000 2,000
Fan 1 1,500 1,500
Total Cost 3,72,282
Contratctors profit at 10% 37,228
Final Cost (C2) 4,09,511

xxxii | P a g e
 Annexure 13:Cost sheet-C3

Group - 05_Surat Metro Ticket Counter Quantity Take-off

Family and Type Count Material Area Volume Rate Total
: Name (sq.m. (cu.m.) (INR) Cost
) (INR)
Signages
Handicap Sign 1 Sticker 200 200
Men & Women Sign 2 Sticker 200 400
Total for Signages: 3 3 600

Brick Masonry
Basic Wall: 230mm Thick 1 Brick, 5 1 5,882 6,411
Brick Wall Common
Basic Wall: 230mm Thick 1 Brick, 9 2 5,882 12,705
Brick Wall Common
Basic Wall: 230mm Thick 1 Brick, 3 1 5,882 4,705
Brick Wall Common
Basic Wall: 230mm Thick 1 Brick, 3 1 5,882 4,588
Brick Wall - Under the Common
Counter
Basic Wall: 230mm Thick 1 Brick, 0 5,882 823
Brick Wall - Counter Common
Total for Brick Masonry: 21 5 29,233
6

Gypsum Wall Board

Front Façade: Gypsum Gypsum 9 0 181 1,709
Wall Board

Wall Paint
Apex Paint Exterior Paint 23 47 1,089
White Distemper Interior Paint 23 22 518
1,607

Gypsum Acoustic Ceiling

Tile 600 x 600
Vinyl Laminated Gypsum 1 Ceiling 9 0 250 2,358
False Ceiling tile - 600 x Tile 600
600mm Grid (12mm Thick) x 600

Anti Skid Ceramic Tile

600x600
Floor: Anti Skid Ceramic 1 Ceramic 10 0 350 3,427
Tile 600x600 (18 mm Tile 600
Thick) x 600

Concrete, Cast-in-Place

xxxiii | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type Count Material Area Volume Rate Total
: Name (sq.m. (cu.m.) (INR) Cost
) (INR)
gray
M_Concrete-Rectangular- 1 Concrete 0 15,316 4,442
Column: C-230mm x , Cast-in-
450mm Place
gray
M_Concrete-Rectangular- 1 Concrete 0 15,316 4,442
Column: C-230mm x , Cast-in-
450mm Place
gray
M_Concrete-Rectangular- 1 Concrete 0 15,316 4,442
Column: C-230mm x , Cast-in-
450mm Place
gray
M_Concrete-Rectangular- 1 Concrete 0 15,316 4,442
Column: C-230mm x , Cast-in-
450mm Place
gray
Total for Columns: 4 1 17,766

M_Concrete-Rectangular 1 Concrete 0 13,241 5,296

Beam: B_300mm x 450mm , Cast-in-
Place
gray
M_Concrete-Rectangular 1 Concrete 0 13,241 5,296
Beam: B_300mm x 450mm , Cast-in-
Place
gray
M_Concrete-Rectangular 1 Concrete 0 13,241 6,223
Beam: B_300mm x 450mm , Cast-in-
Place
gray
M_Concrete-Rectangular 1 Concrete 0 13,241 6,223
Beam: B_300mm x 450mm , Cast-in-
Place
gray
Total for Beams: 4 2 23,040

Workstation RCC Band - 1 Concrete 0 9,628 1,444

75mm Thick , Cast-in-
Place
gray
Linter RCC Band - 75mm 1 Concrete 0 9,628 1,637
Thick , Cast-in-
Place
gray

xxxiv | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type Count Material Area Volume Rate Total
: Name (sq.m. (cu.m.) (INR) Cost
) (INR)
Total for RCC Bands: 2 0 3,081

Blockboard
Counter 20mm Thick 2 Wooden 0 0 673 13
Blockboard
Counter 20mm Thick 2 Wooden 0 0 673 20
Blockboard
Total for Blockboard: 4 0 34

Concrete, Sand/Cement
Screed
Floor: Screed for Tiling 1 Concrete 10 0 1,790 877
Screed

Corian Sheet
Corian Sheet: 6 7 4 0 4,036 15,016

Daikin-Split AC Indoor
Unit
Daikin- 1 Daikin 40,000 40,000
Wall_Mounted_Unit-
Indoor_Unit-
FXAQ07_09_12PVJU:
FXAQ07PVJU

RCC Floor Slab

Floor: Roof Slab_150mm 1 Default 8 1 9,092 11,002
Thick Floor
Floor: GF Slab_150mm 1 Default 13 2 9,092 17,639
Thick Floor
Total for RCC Floor 3 28,641
Slab: 2

Lighting
M_Downlight - Strip: 2 Default 500 1,000
1200mm - 120V (Tubelight Light
at Lintel Soffit) Source
M_Downlight - Round - 4 Glass, 600 2,400
LED: LED15FMM9-W120 White
(LED Ceiling Lights)
Total for Lighting: 6 3,400

Glass
M_Door-Passage-Single- 1 Glass 0 2,489 896

xxxv | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type Count Material Area Volume Rate Total
: Name (sq.m. (cu.m.) (INR) Cost
) (INR)
One_Lite: D_900x2100
(Door Window)
System Panel: Glazed 3 Glass 2 2,489 5,650
(Front Façade)
M_Fixed: W_900x100 2 Glass 1 2,489 3,460
(Left Side Window)
Total for Glass: 6 10,006

Metal - Paint Finish -

Satin Touchwood
D_900x2100 (with 1 Metallic 3 67 180
window): Frame Finish Finish -
Satin
Touchwo
od
W_1000x900: Frame 2 Metallic 3 67 385
Finish Finish -
Satin
Touchwo
od
Total for Metallic Paint 3 564
Finish: 3

Plaster
Basic Wall: 230mm Thick 1 Plaster 9 0 17 157
Brick Wall
Basic Wall: 230mm Thick 1 Plaster 19 0 17 310
Brick Wall
Basic Wall: 230mm Thick 1 Plaster 7 0 17 115
Brick Wall
Basic Wall: 230mm Thick 1 Plaster 7 0 17 112
Brick Wall - Under the
Counter
Basic Wall: 230mm Thick 1 Plaster 1 0 17 18
Brick Wall - Counter
Floor: 12mm Thick Plaster 1 Plaster 1 0 17 13
Floor: 12mm Thick Plaster 1 Plaster 2 0 17 29
Floor: 12mm Thick Plaster 1 Plaster 0 0 17 7
Floor: Linter RCC Band - 1 Plaster 5 0 17 1
75mm Thick
Total for Plaster: 14 46 1 761

Ergonomic Chair
M_Chair-Task (Arms): 3 Plastic, 3,500 10,500
M_Chair-Task (Arms) Opaque

xxxvi | P a g e
 Group - 05_Surat Metro Ticket Counter Quantity Take-off
Family and Type Count Material Area Volume Rate Total
: Name (sq.m. (cu.m.) (INR) Cost
) (INR)
Black

File Drawer/Storage
under counter
M_Cabinet-File 2 Drawer: 2 Oak 2,500 5,000
0380 x 0457mm wood

TV - LED Flat Screen

M_TV - Flat Screen: 24 2 TV - 7,000 14,000
inch Black

Door
D_900x2100 (with 1 Wooden 1 0 4,709 5,839
window): Door Panel Panel
D_900x2100 (with 1 Metallic 3 0 538 1,437
window): Door Frame Frame
Total for Door: 14 1 7,276

Window
M_Fixed: W_900x100: 2 Metallic 3 538 3,078
Window Frame Frame

Switch Board
Switch Boards (5A) 2 1,000 2,000
Switch Boards (15A) 2 1,500 3,000
AC Switch Board 1 400 400
Total for Switch Boards: 5,400
4

Computers
Desktop Computer systems 3 35,000 1,05,000
with speakers and mike

Fire Extinguisher
Stand-alone Fire 1 2,000 2,000
Extinguisher
Fan 1 1,500 1,500
Total Cost 3,35,874
Contractors profit at 33,587
10%
Final Cost (C3) 3,69,461

xxxvii | P a g e
Annexure 14 Construction Schedule

WBS Task Name Start Duration Finish

SM3.2 Construction Sat 24/06/17 797 days Tue 14/01/20

SM3.2.1 Tunnel Section Thu 20/07/17 775 days Tue 14/01/20

SM3.2.1.1 Tunnel Boring Thu 20/07/17 45 days Sat 09/09/17

SM3.2.1.2 UG Station Mon 11/09/17 730 days Tue 14/01/20

SM3.2.1.2.1 Structural Works Mon 11/09/17 730 days Tue 14/01/20

SM3.2.1.2.1.1 General Mon 11/09/17 730 days Tue 14/01/20

SM3.2.1.2.1.2 In-situ Concrete Work Mon 11/09/17 90 days Sat 23/12/17

SM3.2.1.2.1.3 Precast Concrete Work Mon 25/12/17 90 days Sat 07/04/18

SM3.2.1.2.1.4 Reinforcing & Prestressing Steel Mon 11/09/17 15 days Wed 27/09/17

SM3.2.1.2.1.5 Structural Steel Thu 28/09/17 25 days Thu 26/10/17

SM3.2.1.2.1.6 Roof Sheeting Fri 27/10/17 15 days Mon 13/11/17

SM3.2.1.2.1.7 Bearings Tue 14/11/17 10 days Fri 24/11/17

SM3.2.1.2.1.8 Miscellaneous Items Mon 11/09/17 10 days Thu 21/09/17

SM3.2.1.2.2 Architectural Works Mon 25/12/17 33 days Wed 31/01/18

SM3.2.1.2.2.1 Masonry Work Mon 25/12/17 30 days Sat 27/01/18

SM3.2.1.2.2.2 Flooring Work Mon 25/12/17 10 days Thu 04/01/18

SM3.2.1.2.2.3 Wall & Ceiling Finishes Sat 13/01/18 10 days Wed 24/01/18

SM3.2.1.2.2.4 Partitions & Panelling Sat 13/01/18 10 days Wed 24/01/18

SM3.2.1.2.2.5 Doors & Iron Mongery Thu 25/01/18 5 days Tue 30/01/18

SM3.2.1.2.2.6 Aluminium Windows Thu 25/01/18 3 days Sat 27/01/18

SM3.2.1.2.2.7 Metal Works Mon 25/12/17 3 days Wed 27/12/17

xxxviii | P a g e
 WBS Task Name Start Duration Finish
SM3.2.1.2.2.8 Water Proofing Mon 29/01/18 3 days Wed 31/01/18

SM3.2.1.2.2.9 Painting & Polishing Fri 05/01/18 7 days Fri 12/01/18

SM3.2.1.2.2.10 False Ceiling Thu 25/01/18 3 days Sat 27/01/18

SM3.2.1.2.2.11 Miscellaneous Works Mon 25/12/17 10 days Thu 04/01/18

SM3.2.1.2.3 MEP Works Mon 25/12/17 28 days Thu 25/01/18

SM3.2.1.2.3.1 Electrical Works Mon 25/12/17 21 days Wed 17/01/18

SM3.2.1.2.3.1.1 Wiring System Mon 25/12/17 10 days Thu 04/01/18

SM3.2.1.2.3.1.2 MV Distribution Board Fri 05/01/18 2 days Sat 06/01/18

SM3.2.1.2.3.1.3 MV Cable & Cable Trays Fri 05/01/18 2 days Sat 06/01/18

SM3.2.1.2.3.1.4 Light Fixtures Mon 08/01/18 2 days Tue 09/01/18

SM3.2.1.2.3.1.5 Earthing System Fri 05/01/18 2 days Sat 06/01/18

SM3.2.1.2.3.1.6 Lighting Protection System Wed 10/01/18 2 days Thu 11/01/18

SM3.2.1.2.3.1.7 Miscellaneous Electrical Items Mon 25/12/17 2 days Tue 26/12/17

SM3.2.1.2.3.1.8 DG Sets Fri 12/01/18 5 days Wed 17/01/18

SM3.2.1.2.3.2 Environment Control System Thu 18/01/18 5 days Tue 23/01/18

SM3.2.1.2.3.3 Tunnel Ventilation System Thu 18/01/18 7 days Thu 25/01/18

SM3.2.1.2.3.4 Fire Protection System Thu 18/01/18 2 days Fri 19/01/18

SM3.2.1.2.3.5 FDA Thu 18/01/18 1 day Thu 18/01/18

SM3.2.1.2.3.6 PHE Works Thu 18/01/18 3 days Sat 20/01/18

SM3.2.2 Elevated Viaduct Sat 15/07/17 191 days Thu 22/02/18

SM3.2.2.1 Substructure Sat 15/07/17 34 days Wed 23/08/17

SM3.2.2.1.1 Pile Thu 20/07/17 30 days Wed 23/08/17

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 WBS Task Name Start Duration Finish
SM3.2.2.1.2 Pile Cap Sat 15/07/17 7 days Sat 22/07/17

SM3.2.2.2 Superstrucutre Thu 24/08/17 157 days Thu 22/02/18

SM3.2.2.2.1 In-situ Concrete Work Thu 24/08/17 67 days Thu 09/11/17

SM3.2.2.2.1.1 Pier Thu 24/08/17 30 days Wed 27/09/17

SM3.2.2.2.1.2 Pier Cap Thu 28/09/17 7 days Thu 05/10/17

SM3.2.2.2.1.3 Pedestal Fri 06/10/17 30 days Thu 09/11/17

SM3.2.2.2.1.4 Other Thu 24/08/17 15 days Sat 09/09/17

SM3.2.2.2.2 Ballastless Track Tue 02/01/18 45 days Thu 22/02/18

SM3.2.2.2.3 Precast Concrete Work Fri 10/11/17 45 days Mon 01/01/18

SM3.2.3 Elevated Station Sat 24/06/17 730 days Mon 28/10/19

SM3.2.3.1 Structural Works Sat 24/06/17 730 days Mon 28/10/19

SM3.2.3.1.1 General Sat 24/06/17 730 days Mon 28/10/19

SM3.2.3.1.2 Pile Foundation Sat 24/06/17 90 days Fri 06/10/17

SM3.2.3.1.3 In-situ Concrete Work Sat 07/10/17 90 days Fri 19/01/18

SM3.2.3.1.4 Precast Concrete Work Sat 20/01/18 90 days Fri 04/05/18

SM3.2.3.1.5 Reinforcing & Prestressing Steel Sat 07/10/17 15 days Tue 24/10/17

SM3.2.3.1.6 Structural Steel Wed 25/10/17 25 days Wed 22/11/17

SM3.2.3.1.7 Roof Sheeting Thu 23/11/17 15 days Sat 09/12/17

SM3.2.3.1.8 Bearings Mon 11/12/17 10 days Thu 21/12/17

SM3.2.3.1.9 Miscellaneous Items Sat 24/06/17 10 days Wed 05/07/17

SM3.2.3.1.10 Road Works Sat 24/06/17 7 days Sat 01/07/17

SM3.2.3.2 Architectural Works Sat 20/01/18 33 days Tue 27/02/18

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 WBS Task Name Start Duration Finish
SM3.2.3.2.1 Masonry Work Sat 20/01/18 30 days Fri 23/02/18

SM3.2.3.2.2 Flooring Work Sat 20/01/18 10 days Wed 31/01/18

SM3.2.3.2.3 Wall & Ceiling Finishes Fri 09/02/18 10 days Tue 20/02/18

SM3.2.3.2.4 Partitions & Panelling Fri 09/02/18 10 days Tue 20/02/18

SM3.2.3.2.5 Doors & Iron Mongery Wed 21/02/18 5 days Mon 26/02/18

SM3.2.3.2.6 Aluminium Windows Wed 21/02/18 3 days Fri 23/02/18

SM3.2.3.2.7 Metal Works Sat 20/01/18 3 days Tue 23/01/18

SM3.2.3.2.8 Water Proofing Sat 24/02/18 3 days Tue 27/02/18

SM3.2.3.2.9 Painting & Polishing Thu 01/02/18 7 days Thu 08/02/18

SM3.2.3.2.10 False Ceiling Wed 21/02/18 3 days Fri 23/02/18

SM3.2.3.2.11 Miscellaneous Works Sat 20/01/18 10 days Wed 31/01/18

SM3.2.3.3 MEP Works Sat 20/01/18 28 days Wed 21/02/18

SM3.2.3.3.1 Electrical Works Sat 20/01/18 21 days Tue 13/02/18

SM3.2.3.3.1.1 Wiring System Sat 20/01/18 10 days Wed 31/01/18

SM3.2.3.3.1.2 MV Distribution Board Thu 01/02/18 2 days Fri 02/02/18

SM3.2.3.3.1.3 MV Cable & Cable Trays Thu 01/02/18 2 days Fri 02/02/18

SM3.2.3.3.1.4 Light Fixtures Sat 03/02/18 2 days Mon 05/02/18

SM3.2.3.3.1.5 Earthing System Thu 01/02/18 2 days Fri 02/02/18

SM3.2.3.3.1.6 Lighting Protection System Tue 06/02/18 2 days Wed 07/02/18

SM3.2.3.3.1.7 Miscellaneous Electrical Items Sat 20/01/18 2 days Mon 22/01/18

SM3.2.3.3.1.8 DG Sets Thu 08/02/18 5 days Tue 13/02/18

SM3.2.3.3.2 Building Management System Wed 14/02/18 5 days Mon 19/02/18

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 WBS Task Name Start Duration Finish
SM3.2.3.3.3 HVAC System Wed 14/02/18 7 days Wed 21/02/18

SM3.2.3.3.4 Fire Protection System Wed 14/02/18 2 days Thu 15/02/18

SM3.2.3.3.5 FDA Wed 14/02/18 1 day Wed 14/02/18

SM3.2.3.3.6 PHE Works Wed 14/02/18 3 days Fri 16/02/18

SM3.2.4 Depots Sat 15/07/17 120 days Fri 01/12/17

SM3.2.5 Rolling Stock Sat 15/07/17 730 days Mon 18/11/19

SM3.2.6 Automatic Fare Collection Sat 15/07/17 180 days Fri 09/02/18

SM3.2.7 Fire Detection Sat 15/07/17 120 days Fri 01/12/17

SM3.3 Monitoring and Control Sat 24/06/17 800 days Fri 17/01/20

SM3.3.1 Cost control Sat 24/06/17 800 days Fri 17/01/20

SM3.3.2 Quality control Sat 24/06/17 800 days Fri 17/01/20

SM3.3.2.1 On-site Sat 24/06/17 800 days Fri 17/01/20

SM3.3.2.2 Off-site Sat 24/06/17 800 days Fri 17/01/20

SM3.3.3 Safety checks Sat 24/06/17 800 days Fri 17/01/20

SM3.3.4 Timeline controls Sat 24/06/17 800 days Fri 17/01/20

SM3.4 Completion of Construction Wed 15/01/20 7 days Wed 22/01/20

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Annexure 15 Detailed MSP Schedule

WBS Task Name Start Duration Finish

Wed 3142 Thu
SM Surat-Metro-Project
01/08/12 days 18/08/22
Wed 1139 Mon
SM1 Inception
01/08/12 days 21/03/16
Wed Sat
SM1.1 Pre-Feasibility Study 220 days
01/08/12 13/04/13
Wed Tue
SM1.1.1 Initial Approval Process 30 days
01/08/12 04/09/12
Wed Tue
SM1.1.1.1 Proposal for Metro 30 days
01/08/12 04/09/12
Wed Sat
SM1.1.2 Preparation of CMP 130 days
05/09/12 02/02/13
Wed Tue
SM1.1.2.1 Brief Demographic Study 60 days
05/09/12 13/11/12
Wed Tue
SM1.1.2.2 Public Need and Demand Analysis 60 days
14/11/12 22/01/13
Studying of Existing Transportation Wed Tue
SM1.1.2.3 60 days
Systems 14/11/12 22/01/13
Wed Sat
SM1.1.2.4 Approval from State Govt. 10 days
23/01/13 02/02/13
Mon Sat
SM1.1.3 Alternative Analysis Report 30 days
04/02/13 09/03/13
Mon Wed
SM1.1.3.1 Alignment Proposal 15 days
04/02/13 20/02/13
Thu Sat
SM1.1.3.2 Approval from State Govt. 15 days
21/02/13 09/03/13
Mon Wed
SM1.1.4 Finance Block Analysis 15 days
11/03/13 27/03/13
Thu Thu
SM1.1.5 SWOT Analysis 1 day
28/03/13 28/03/13
Fri
SM1.1.6 Proposal Preparation Fri 29/03/13 7 days
05/04/13
Mon
SM1.1.6.1 Finalization of Specific Routes Fri 29/03/13 3 days
01/04/13
SM1.1.6.2 Defining Project Objectives Fri 29/03/13 1 day Fri 29/03/13

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WBS Task Name Start Duration Finish
SM1.1.6.3 Financial Proposal Fri 29/03/13 7 days Fri 05/04/13
Sat
SM1.1.7 Approval for Preparation of DPR Sat 06/04/13 7 days
13/04/13
Mon Mon
SM1.2 Feasibility Study 919 days
15/04/13 21/03/16
Mon Mon
SM1.2.1 Demand Analysis 277 days
15/04/13 03/03/14
Mon Fri
SM1.2.1.1 Location Analysis 89 days
15/04/13 26/07/13
Mon Thu
SM1.2.1.1.1 Population Trends 10 days
15/04/13 25/04/13
Mon Thu
SM1.2.1.1.2 Population Distribution 10 days
15/04/13 25/04/13
Tue
SM1.2.1.1.3 Existing land Use Fri 26/04/13 10 days
07/05/13
Wed
SM1.2.1.1.4 Employment Distribution Fri 26/04/13 5 days
01/05/13
Wed
SM1.2.1.1.5 Prominent Places 15 days Fri 24/05/13
08/05/13
Tue
SM1.2.1.1.6 Existing and Proposed Industrial Hubs Sat 25/05/13 15 days
11/06/13
Wed Sat
SM1.2.1.1.7 Pollution Trends 10 days
12/06/13 22/06/13
Mon Mon
SM1.2.1.1.8 Existing Public Transport System 7 days
24/06/13 01/07/13
Tue Tue
SM1.2.1.1.9 Alignment Analysis 7 days
02/07/13 09/07/13
Wed
SM1.2.1.1.10 Station Analysis 15 days Fri 26/07/13
10/07/13
Thu
SM1.2.1.2 Traffic Surveys and Studies Sat 27/07/13 173 days
13/02/14
Wed
SM1.2.1.2.1 Daily Peak Riders Sat 27/07/13 10 days
07/08/13
Thu Wed
SM1.2.1.2.2 Station Capacity 30 days
08/08/13 11/09/13
SM1.2.1.2.3 Wiilingness-to-Pay Survey Thu 60 days Wed

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WBS Task Name Start Duration Finish
12/09/13 20/11/13
Thu Wed
SM1.2.1.2.4 Origin-Destination Survey 60 days
21/11/13 29/01/14
Thu Mon
SM1.2.1.2.5 Futuristic Projection of Ridership 10 days
30/01/14 10/02/14
Tue Thu
SM1.2.1.2.6 Trip Length 3 days
11/02/14 13/02/14
Mon
SM1.2.1.3 Accidents Fri 14/02/14 15 days
03/03/14
Sat
SM1.2.2 Climate Analysis Sat 27/07/13 25 days
24/08/13
Sat
SM1.2.3 Technical Analysis Fri 14/02/14 380 days
02/05/15
Wed
SM1.2.3.1 Geo-Technical Investigation Fri 14/02/14 365 days
15/04/15
Thu
SM1.2.3.2 Structural Analysis Fri 14/02/14 30 days
20/03/14
Thu Sat
SM1.2.3.3 System Specification Analysis 15 days
16/04/15 02/05/15
Mon Sat
SM1.2.4 Land Requirement Analysis 30 days
04/05/15 06/06/15
Mon Wed
SM1.2.4.1 Temporary Land Parcels 15 days
04/05/15 20/05/15
Mon Wed
SM1.2.4.1.1 Working Area 15 days
04/05/15 20/05/15
Mon Wed
SM1.2.4.1.2 Casting Yards 15 days
04/05/15 20/05/15
Mon Sat
SM1.2.4.2 Permanent Land Parcels 30 days
04/05/15 06/06/15
Mon Sat
SM1.2.4.2.1 Depots 30 days
04/05/15 06/06/15
Mon Sat
SM1.2.4.2.2 Sub-stations 30 days
04/05/15 06/06/15
Mon Sat
SM1.2.4.2.3 Running Section 30 days
04/05/15 06/06/15
SM1.2.4.2.4 Stations Mon 30 days Sat

xlv | P a g e
WBS Task Name Start Duration Finish
04/05/15 06/06/15
Mon Wed
SM1.2.5 Financial Analysis 15 days
08/06/15 24/06/15
Mon Mon
SM1.2.5.1 Calculation of IRR 7 days
08/06/15 15/06/15
Mon Wed
SM1.2.5.2 Financing Sources 15 days
08/06/15 24/06/15
Mon Wed
SM1.2.5.3 Funding Models 15 days
08/06/15 24/06/15
Thu Fri
SM1.2.6 Economic Analysis 8 days
25/06/15 03/07/15
Thu Sat
SM1.2.6.1 Methods for Fare Revenue generation 3 days
25/06/15 27/06/15
Thu
SM1.2.6.2 Fiscal Policies of Country 2 days Fri 26/06/15
25/06/15
Tue
SM1.2.6.3 Payback Analysis Sat 27/06/15 3 days
30/06/15
Wed
SM1.2.6.6 Cost Benefit Analysis 3 days Fri 03/07/15
01/07/15
Tue
SM1.2.7 Legal Analysis Sat 27/06/15 15 days
14/07/15
Wed Tue
SM1.2.8 Risk Feasibility 30 days
15/07/15 18/08/15
Mon Sat
SM1.2.9 Environmental Impact Analysis 180 days
04/05/15 28/11/15
Mon Sat
SM1.2.10 Social Impact Analysis 180 days
04/05/15 28/11/15
Mon
SM1.2.11 Analysis of Modal Integration Fri 14/02/14 15 days
03/03/14
SM1.2.11.1 BRTS Fri 14/02/14 7 days Fri 21/02/14
SM1.2.11.2 Sitilink Fri 14/02/14 7 days Fri 21/02/14
Mon
SM1.2.11.3 Railways Fri 14/02/14 15 days
03/03/14
Mon
SM1.2.11.4 Auto Fri 14/02/14 3 days
17/02/14
SM1.2.12 Preparation of DPR Mon 90 days Sat

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WBS Task Name Start Duration Finish
30/11/15 12/03/16
Mon Mon
SM1.2.13 Approval of DPR 7 days
14/03/16 21/03/16
Mon Fri
SM2 Development Phase 382 days
21/03/16 09/06/17
Fri
SM2.1 Procurement of Consultants Sat 24/09/16 30 days
28/10/16
Wed
SM2.1.1 Determine Type of Consultants Sat 24/09/16 10 days
05/10/16
Thu Mon
SM2.1.2 Preparation of RFQ Documents 10 days
06/10/16 17/10/16
Tue
SM2.1.3 Engaging Consultants 10 days Fri 28/10/16
18/10/16
Tue Fri
SM2.2 Designing 190 days
22/03/16 28/10/16
Tue Mon
SM2.2.1 Preparation of Drawings 120 days
22/03/16 08/08/16
Tue Mon
SM2.2.2 Co-ordination of Drawings 30 days
09/08/16 12/09/16
Tue
SM2.2.3 Proof Checking 10 days Fri 23/09/16
13/09/16
Fri
SM2.2.4 Scheduling Sat 24/09/16 30 days
28/10/16
Thu
SM2.2.4.1 Determining Stages Sat 24/09/16 5 days
29/09/16
Mon
SM2.2.4.2 Determing Major Milestones Fri 30/09/16 3 days
03/10/16
Tue Tue
SM2.2.4.3 Timeline of Activities 7 days
04/10/16 11/10/16
Wed
SM2.2.4.4 Implementation Plan 15 days Fri 28/10/16
12/10/16
Mon Wed
SM2.3 Planning 272 days
21/03/16 01/02/17
Thu
SM2.3.1 Resource Planning Sat 29/10/16 17 days
17/11/16
SM2.3.1.1 Labour Planning Sat 29/10/16 15 days Tue

xlvii | P a g e
WBS Task Name Start Duration Finish
15/11/16
Tue
SM2.3.1.2 Material Planning Sat 29/10/16 15 days
15/11/16
Sat
SM2.3.1.3 Tools and Equipment Planning Sat 29/10/16 7 days
05/11/16
Mon Thu
SM2.3.1.4 Land Planning 10 days
07/11/16 17/11/16
Mon Thu
SM2.3.1.4.1 Location Planning 10 days
07/11/16 17/11/16
Mon Thu
SM2.3.1.4.2 Size Planning 10 days
07/11/16 17/11/16
Wed
SM2.3.2 Finance Planning Fri 18/11/16 65 days
01/02/17
Tue
SM2.3.2.1 Determining Sources and Shares Fri 18/11/16 10 days
29/11/16
Wed Tue
SM2.3.2.2 Procurement of Funds 30 days
30/11/16 03/01/17
Wed
SM2.3.2.3 Allocation of Funds 15 days Fri 20/01/17
04/01/17
Wed
SM2.3.2.4 Maintenance of Cash Flow Sat 21/01/17 10 days
01/02/17
Wed
SM2.3.3 Quality Plan Sat 21/01/17 10 days
01/02/17
Mon
SM2.3.3.1 Specifications Sat 21/01/17 2 days
23/01/17
Mon
SM2.3.3.1.1 Tools Specifications Sat 21/01/17 2 days
23/01/17
Mon
SM2.3.3.1.2 Material Specifications Sat 21/01/17 2 days
23/01/17
Mon
SM2.3.3.1.3 Labour Specifications Sat 21/01/17 2 days
23/01/17
Wed
SM2.3.3.2 Safety Measure Sat 21/01/17 10 days
01/02/17
Wed
SM2.3.4 Risk Management Sat 21/01/17 10 days
01/02/17
SM2.3.4.1 Measures for Financial Risk Sat 21/01/17 3 days Tue

xlviii | P a g e
WBS Task Name Start Duration Finish
24/01/17
Thu
SM2.3.4.2 Measure for Legal Risk Sat 21/01/17 5 days
26/01/17
Wed
SM2.3.4.3 Measures for Construction risk Sat 21/01/17 10 days
01/02/17
Tue
SM2.3.4.4 Measures for Political Risk Sat 21/01/17 3 days
24/01/17
Sat
SM2.3.4.5 Measures for Accidental Risk Sat 21/01/17 7 days
28/01/17
Mon Mon
SM2.3.5 Approvals 180 days
21/03/16 17/10/16
Mon Mon
SM2.3.5.1 Land Acquisition 180 days
21/03/16 17/10/16
Tue Tue
SM2.3.5.2 National Monument Authority 7 days
22/03/16 29/03/16
Environmental Approvals - GPCB, Tue Mon
SM2.3.5.3 30 days
CPCB 22/03/16 25/04/16
Tue Mon
SM2.3.5.4 Tree Authority 120 days
22/03/16 08/08/16
Tue Wed
SM2.3.5.5 Electricity Department 20 days
22/03/16 13/04/16
Tue Mon
SM2.3.5.6 Railway Department 30 days
22/03/16 25/04/16
Tue Mon
SM2.3.5.7 Airport Approval 30 days
22/03/16 25/04/16
Tue Mon
SM2.3.5.8 ASI Approval 90 days
22/03/16 04/07/16
Tue
SM2.3.5.9 Utility Diversion 10 days Fri 01/04/16
22/03/16
Tue Tue
SM2.3.5.10 Withdrawal of Groundwater 7 days
22/03/16 29/03/16
Tue Thu
SM2.3.5.11 Muck Disposal 3 days
22/03/16 24/03/16
Tue Thu
SM2.3.5.12 Lifts and Escalators 15 days
22/03/16 07/04/16
SM2.3.5.13 Fire Department Tue 7 days Tue

xlix | P a g e
WBS Task Name Start Duration Finish
22/03/16 29/03/16
Sat
SM2.3.6 Traffic Management Sat 02/04/16 7 days
09/04/16
Sat
SM2.3.7 Communication Planning Sat 29/10/16 7 days
05/11/16
Tue
SM2.3.7.1 Schedule of Meetings Sat 29/10/16 3 days
01/11/16
Wed Thu
SM2.3.7.2 Laying Down M.O. 2 days
02/11/16 03/11/16
Sat
SM2.3.7.3 Hierarchy of Organization Structure Fri 04/11/16 2 days
05/11/16
Fri
SM2.4 Tendering Sat 21/01/17 120 days
09/06/17
Sat
SM2.4.1 Prepration of Tender Documents Sat 21/01/17 55 days
25/03/17
Tue
SM2.4.1.1 Type of Contract and Payment Details Sat 21/01/17 15 days
07/02/17
Wed Sat
SM2.4.1.2 Drafting of RFP Document 10 days
08/02/17 18/02/17
Mon Sat
SM2.4.1.3 BOQ 30 days
20/02/17 25/03/17
Mon Mon
SM2.4.2 Inviting Tenders for Contractors 1 day
27/03/17 27/03/17
Mon Mon
SM2.4.2.1 Construction Works 1 day
27/03/17 27/03/17
Mon Mon
SM2.4.2.2 Rolling Stocks 1 day
27/03/17 27/03/17
Mon Mon
SM2.4.2.3 Signalling and Control 1 day
27/03/17 27/03/17
Mon Mon
SM2.4.2.4 Power Distribution and Electrification 1 day
27/03/17 27/03/17
Mon Mon
SM2.4.2.5 Security and Fare 1 day
27/03/17 27/03/17
Tue Mon
SM2.4.3 Bidding and Award to Contractor 30 days
28/03/17 01/05/17
SM2.4.4 Contract Tue 34 days Fri

l|Page
WBS Task Name Start Duration Finish
02/05/17 09/06/17
Tue Wed
SM2.4.4.1 Contract Formulation 20 days
02/05/17 24/05/17
Thu Thu
SM2.4.4.2 Contract Negotiation 7 days
25/05/17 01/06/17
SM2.4.4.3 Contract Award Fri 02/06/17 7 days Fri 09/06/17
Wed
SM3 Execution Sat 10/06/17 816 days
22/01/20
Wed
SM3.1 Site Prepration Sat 10/06/17 34 days
19/07/17
SM3.1.1 Site Clearance and Layout Sat 10/06/17 30 days Fri 14/07/17
Wed
SM3.1.2 Barricading Sat 15/07/17 4 days
19/07/17
Implementation of Traffic Management Tue
SM3.1.3 Sat 15/07/17 3 days
Plan 18/07/17
Sat
SM3.1.4 Resource Procurement Sat 10/06/17 7 days
17/06/17
Sat
SM3.1.4.1 Labour Sat 10/06/17 7 days
17/06/17
Sat
SM3.1.4.2 Tools Plants and Equipment Sat 10/06/17 7 days
17/06/17
Sat
SM3.1.4.3 Material Sat 10/06/17 7 days
17/06/17
Sat
SM3.1.4.4 Funds Sat 10/06/17 7 days
17/06/17
Mon
SM3.1.5 Job layout 5 days Fri 23/06/17
19/06/17
Tue
SM3.2 Construction Sat 24/06/17 797 days
14/01/20
Thu Tue
SM3.2.1 Tunnel Section 775 days
20/07/17 14/01/20
Thu Sat
SM3.2.1.1 Tunnel Boring 45 days
20/07/17 09/09/17
Mon Tue
SM3.2.1.2 UG Station 730 days
11/09/17 14/01/20
SM3.2.1.2.1 Structural Works Mon 730 days Tue

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WBS Task Name Start Duration Finish
11/09/17 14/01/20
Mon Tue
SM3.2.1.2.1.1 General 730 days
11/09/17 14/01/20
Mon Sat
SM3.2.1.2.1.2 In-situ Concrete Work 90 days
11/09/17 23/12/17
Mon Sat
SM3.2.1.2.1.3 Precast Concrete Work 90 days
25/12/17 07/04/18
Mon Wed
SM3.2.1.2.1.4 Reinforcing & Prestressing Steel 15 days
11/09/17 27/09/17
Thu Thu
SM3.2.1.2.1.5 Structural Steel 25 days
28/09/17 26/10/17
Mon
SM3.2.1.2.1.6 Roof Sheeting Fri 27/10/17 15 days
13/11/17
Tue
SM3.2.1.2.1.7 Bearings 10 days Fri 24/11/17
14/11/17
Mon Thu
SM3.2.1.2.1.8 Miscellaneous Items 10 days
11/09/17 21/09/17
Mon Wed
SM3.2.1.2.2 Architectural Works 33 days
25/12/17 31/01/18
Mon Sat
SM3.2.1.2.2.1 Masonry Work 30 days
25/12/17 27/01/18
Mon Thu
SM3.2.1.2.2.2 Flooring Work 10 days
25/12/17 04/01/18
Wed
SM3.2.1.2.2.3 Wall & Ceiling Finishes Sat 13/01/18 10 days
24/01/18
Wed
SM3.2.1.2.2.4 Partitions & Panelling Sat 13/01/18 10 days
24/01/18
Thu Tue
SM3.2.1.2.2.5 Doors & Iron Mongery 5 days
25/01/18 30/01/18
Thu Sat
SM3.2.1.2.2.6 Aluminium Windows 3 days
25/01/18 27/01/18
Mon Wed
SM3.2.1.2.2.7 Metal Works 3 days
25/12/17 27/12/17
Mon Wed
SM3.2.1.2.2.8 Water Proofing 3 days
29/01/18 31/01/18
SM3.2.1.2.2.9 Painting & Polishing Fri 05/01/18 7 days Fri 12/01/18

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WBS Task Name Start Duration Finish
Thu Sat
SM3.2.1.2.2.10 False Ceiling 3 days
25/01/18 27/01/18
Mon Thu
SM3.2.1.2.2.11 Miscellaneous Works 10 days
25/12/17 04/01/18
Mon Thu
SM3.2.1.2.3 MEP Works 28 days
25/12/17 25/01/18
Mon Wed
SM3.2.1.2.3.1 Electrical Works 21 days
25/12/17 17/01/18
Mon Thu
SM3.2.1.2.3.1.1 Wiring System 10 days
25/12/17 04/01/18
Sat
SM3.2.1.2.3.1.2 MV Distribution Board Fri 05/01/18 2 days
06/01/18
Sat
SM3.2.1.2.3.1.3 MV Cable & Cable Trays Fri 05/01/18 2 days
06/01/18
Mon Tue
SM3.2.1.2.3.1.4 Light Fixtures 2 days
08/01/18 09/01/18
Sat
SM3.2.1.2.3.1.5 Earthing System Fri 05/01/18 2 days
06/01/18
Wed Thu
SM3.2.1.2.3.1.6 Lighting Protection System 2 days
10/01/18 11/01/18
Mon Tue
SM3.2.1.2.3.1.7 Miscellaneous Electrical Items 2 days
25/12/17 26/12/17
Wed
SM3.2.1.2.3.1.8 DG Sets Fri 12/01/18 5 days
17/01/18
Thu Tue
SM3.2.1.2.3.2 Environment Control System 5 days
18/01/18 23/01/18
Thu Thu
SM3.2.1.2.3.3 Tunnel Ventilation System 7 days
18/01/18 25/01/18
Thu
SM3.2.1.2.3.4 Fire Protection System 2 days Fri 19/01/18
18/01/18
Thu Thu
SM3.2.1.2.3.5 FDA 1 day
18/01/18 18/01/18
Thu Sat
SM3.2.1.2.3.6 PHE Works 3 days
18/01/18 20/01/18
Thu
SM3.2.2 Elevated Viaduct Sat 15/07/17 191 days
22/02/18

liii | P a g e
WBS Task Name Start Duration Finish
Wed
SM3.2.2.1 Substructure Sat 15/07/17 34 days
23/08/17
Thu Wed
SM3.2.2.1.1 Pile 30 days
20/07/17 23/08/17
Sat
SM3.2.2.1.2 Pile Cap Sat 15/07/17 7 days
22/07/17
Thu Thu
SM3.2.2.2 Superstrucutre 157 days
24/08/17 22/02/18
Thu Thu
SM3.2.2.2.1 In-situ Concrete Work 67 days
24/08/17 09/11/17
Thu Wed
SM3.2.2.2.1.1 Pier 30 days
24/08/17 27/09/17
Thu Thu
SM3.2.2.2.1.2 Pier Cap 7 days
28/09/17 05/10/17
Thu
SM3.2.2.2.1.3 Pedestal Fri 06/10/17 30 days
09/11/17
Thu Sat
SM3.2.2.2.1.4 Other 15 days
24/08/17 09/09/17
Tue Thu
SM3.2.2.2.2 Ballastless Track 45 days
02/01/18 22/02/18
Mon
SM3.2.2.2.3 Precast Concrete Work Fri 10/11/17 45 days
01/01/18
Mon
SM3.2.3 Elevated Station Sat 24/06/17 730 days
28/10/19
Mon
SM3.2.3.1 Structural Works Sat 24/06/17 730 days
28/10/19
Mon
SM3.2.3.1.1 General Sat 24/06/17 730 days
28/10/19
SM3.2.3.1.2 Pile Foundation Sat 24/06/17 90 days Fri 06/10/17
SM3.2.3.1.3 In-situ Concrete Work Sat 07/10/17 90 days Fri 19/01/18
SM3.2.3.1.4 Precast Concrete Work Sat 20/01/18 90 days Fri 04/05/18
Tue
SM3.2.3.1.5 Reinforcing & Prestressing Steel Sat 07/10/17 15 days
24/10/17
Wed Wed
SM3.2.3.1.6 Structural Steel 25 days
25/10/17 22/11/17
SM3.2.3.1.7 Roof Sheeting Thu 15 days Sat

liv | P a g e
WBS Task Name Start Duration Finish
23/11/17 09/12/17
Mon Thu
SM3.2.3.1.8 Bearings 10 days
11/12/17 21/12/17
Wed
SM3.2.3.1.9 Miscellaneous Items Sat 24/06/17 10 days
05/07/17
Sat
SM3.2.3.1.10 Road Works Sat 24/06/17 7 days
01/07/17
Tue
SM3.2.3.2 Architectural Works Sat 20/01/18 33 days
27/02/18
SM3.2.3.2.1 Masonry Work Sat 20/01/18 30 days Fri 23/02/18
Wed
SM3.2.3.2.2 Flooring Work Sat 20/01/18 10 days
31/01/18
Tue
SM3.2.3.2.3 Wall & Ceiling Finishes Fri 09/02/18 10 days
20/02/18
Tue
SM3.2.3.2.4 Partitions & Panelling Fri 09/02/18 10 days
20/02/18
Wed Mon
SM3.2.3.2.5 Doors & Iron Mongery 5 days
21/02/18 26/02/18
Wed
SM3.2.3.2.6 Aluminium Windows 3 days Fri 23/02/18
21/02/18
Tue
SM3.2.3.2.7 Metal Works Sat 20/01/18 3 days
23/01/18
Tue
SM3.2.3.2.8 Water Proofing Sat 24/02/18 3 days
27/02/18
Thu Thu
SM3.2.3.2.9 Painting & Polishing 7 days
01/02/18 08/02/18
Wed
SM3.2.3.2.10 False Ceiling 3 days Fri 23/02/18
21/02/18
Wed
SM3.2.3.2.11 Miscellaneous Works Sat 20/01/18 10 days
31/01/18
Wed
SM3.2.3.3 MEP Works Sat 20/01/18 28 days
21/02/18
Tue
SM3.2.3.3.1 Electrical Works Sat 20/01/18 21 days
13/02/18
Wed
SM3.2.3.3.1.1 Wiring System Sat 20/01/18 10 days
31/01/18

lv | P a g e
WBS Task Name Start Duration Finish
Thu
SM3.2.3.3.1.2 MV Distribution Board 2 days Fri 02/02/18
01/02/18
Thu
SM3.2.3.3.1.3 MV Cable & Cable Trays 2 days Fri 02/02/18
01/02/18
Mon
SM3.2.3.3.1.4 Light Fixtures Sat 03/02/18 2 days
05/02/18
Thu
SM3.2.3.3.1.5 Earthing System 2 days Fri 02/02/18
01/02/18
Tue Wed
SM3.2.3.3.1.6 Lighting Protection System 2 days
06/02/18 07/02/18
Mon
SM3.2.3.3.1.7 Miscellaneous Electrical Items Sat 20/01/18 2 days
22/01/18
Thu Tue
SM3.2.3.3.1.8 DG Sets 5 days
08/02/18 13/02/18
Wed Mon
SM3.2.3.3.2 Building Management System 5 days
14/02/18 19/02/18
Wed Wed
SM3.2.3.3.3 HVAC System 7 days
14/02/18 21/02/18
Wed Thu
SM3.2.3.3.4 Fire Protection System 2 days
14/02/18 15/02/18
Wed Wed
SM3.2.3.3.5 FDA 1 day
14/02/18 14/02/18
Wed
SM3.2.3.3.6 PHE Works 3 days Fri 16/02/18
14/02/18
SM3.2.4 Depots Sat 15/07/17 120 days Fri 01/12/17
Mon
SM3.2.5 Rolling Stock Sat 15/07/17 730 days
18/11/19
SM3.2.6 Automatic Fare Collection Sat 15/07/17 180 days Fri 09/02/18
SM3.2.7 Fire Detection Sat 15/07/17 120 days Fri 01/12/17
Fri
SM3.3 Monitoring and Control Sat 24/06/17 800 days
17/01/20
SM3.3.1 Cost control Sat 24/06/17 800 days Fri 17/01/20
Fri
SM3.3.2 Quality control Sat 24/06/17 800 days
17/01/20
SM3.3.2.1 On-site Sat 24/06/17 800 days Fri 17/01/20

lvi | P a g e
WBS Task Name Start Duration Finish
SM3.3.2.2 Off-site Sat 24/06/17 800 days Fri 17/01/20
SM3.3.3 Safety checks Sat 24/06/17 800 days Fri 17/01/20
SM3.3.4 Timeline controls Sat 24/06/17 800 days Fri 17/01/20
Wed Wed
SM3.4 Completion of Construction 7 days
15/01/20 22/01/20
Thu Sat
SM4 Commissioning 75 days
23/01/20 18/04/20
Thu Thu
SM4.1 Checks 13 days
23/01/20 06/02/20
Thu Mon
SM4.1.1 Operational checks 10 days
23/01/20 03/02/20
Thu
SM4.1.1.1 Speed Check 2 days Fri 24/01/20
23/01/20
Thu
SM4.1.1.2 Headway checks 2 days Fri 24/01/20
23/01/20
Thu
SM4.1.1.3 Safety checks 2 days Fri 24/01/20
23/01/20
Thu Mon
SM4.1.1.4 Surveillance checks 10 days
23/01/20 03/02/20
Thu Sat
SM4.1.1.5 Local and Central by Laws Obedience 3 days
23/01/20 25/01/20
Thu Mon
SM4.1.2 Performance checks 4 days
23/01/20 27/01/20
Thu
SM4.1.2.1 Brake test 2 days Fri 24/01/20
23/01/20
Thu
SM4.1.2.2 Signal test 2 days Fri 24/01/20
23/01/20
Thu
SM4.1.2.3 Accuracy checks 2 days Fri 24/01/20
23/01/20
Thu Mon
SM4.1.2.4 Environmental checks 4 days
23/01/20 27/01/20
Thu
SM4.1.2.5 Comfort checks 2 days Fri 24/01/20
23/01/20
Tue Thu
SM4.1.3 Physical checks 3 days
04/02/20 06/02/20
SM4.2 Payment Fri 07/02/20 60 days Thu

lvii | P a g e
WBS Task Name Start Duration Finish
16/04/20
Thu
SM4.2.1 Settling of Payments Fri 07/02/20 30 days
12/03/20
Thu
SM4.2.2 Audit of Records Fri 13/03/20 30 days
16/04/20
Sat
SM4.3 Hand Over Fri 17/04/20 2 days
18/04/20
SM4.3.1 Completion Certificate Fri 17/04/20 1 day Fri 17/04/20
Sat
SM4.3.2 Hand Over to O&M Staff Sat 18/04/20 1 day
18/04/20
Mon Thu
SM5 Operation & Maintenance 730 days
20/04/20 18/08/22
Mon Thu
SM5.1 Physical Infrastructure Maintenance 730 days
20/04/20 18/08/22
Mon Thu
SM5.2 Revenue Generation 730 days
20/04/20 18/08/22
Mon Thu
SM5.3 Business & Promotion 730 days
20/04/20 18/08/22
Mon Thu
SM5.4 Miscellaneous Works 730 days
20/04/20 18/08/22

lviii | P a g e
Annexure 16 Form TECH-5 (For BTP)

Months
No. Deliverables
1 2 3 4 5 6 7 8 TOTAL
Traffic and Transportation
D-1
Report
1) Data collection
2) Drafting
3) Inception report
4) Incorporating comments
5) Delivery of final report to
Client

D-2 Alternative Analysis Report

lix | P a g e
Annexure 17 Documents to be submitted in different phases

Document Phase
Design Manual Design
Interface Design Report
Geotechnical Interpretative Report
Testing and Commissioning Report
Station Planning Report
Survey Report
Pre-Conditional Survey of Existing Buildings
EBS Impact Assessment Report
Utilities Report
Water Well Protection and Replacement Report
Temporary Works Design Report
Construction/Installation Analysis Report
Construction Method Statement
Staff Organization Plan
Daily report Construction
Report on the use of work areas
Report on Tunnelling Method
Traffic Management Plan
Integrated Traffic Management Plan
Temporary Traffic Arrangements and Control
Progress Status Reports
Details of personnel to be on site at any time
Manufacturing Management Plan Installation and Manufacturing
Quality Assurance and Controls
Installation Plan
Coordinated Installation Program
Method Statement
Circuit Writing Book
Asset Database
Spares List
Training Program
Packaging Procedures

lx | P a g e
Annexure 18 Safety, Welfare and Occupational Health Requirements as per BOCW Act 1996 and Rules 1998 and Gujarat
BOCW Rules 2003

S. No. Item
1 Registration of Establishment
2 Display of registration certificate at workplace
3 Hours of work
4 Register of overtime
5 Weekly rest and payment at rest
6 Night Shift
7 Maintenance of workers registers and records
8 Notice of commencement and completion
9 Register of persons employed as building workers
10 Muster roll and wages register
11 Payment of wages
12 Display of notice of wages regarding
13 Register of damage or loss, fines and advances
14 Issue of wages book
15 Service Certificate for each worker
16 Display an abstract of BOCWA and BOCWR
17 Deduction of welfare cess by government agencies
18 Annual return
19 Drinking water
20 Latrines and urinals
21 Accommodation
22 Creches
23 First-aid boxes
24 Canteens
25 Food stuff and other items served in the canteens
26 Supply of tea and snacks in workplace
27 Food charges on no loss no profit basis
28 GBOCWR 2003 welfare Board Rules
29 Safety Committee
30 Safety Officer
31 Reporting of dangerous occurrences and accidents
32 Procedure for enquiry into the accidents
33 Responsibility of employer
34 Responsibility of Architects, Project Engineer and Designers
35 Responsibility of workmen
36 Responsibility for payment of wages and compensation
37 Penalties and Procedures
38 Excessive noise, vibration etc.
39 Fire Protection
40 Emergency action plan
41 Fencing of motors
42 Lifting or carrying of excessive weight
43 Health, Safety and Environment Policy

lxi | P a g e
S. No. Item
44 Dangerous and Harmful Environment
45 Overhead protection
46 Slipping, Tripping, Cutting, Drowning and Falling Hazards
47 Dust, Gases, Fumes etc
48 Corrosive Substance
49 Eye Protection
50 Head Protection and other protection apparel
51 Electrical Hazards
52 Vehicular traffic
53 Stability of structure
54 Illumination
55 Stacking of materials
56 Disposal of debris
57 Numbering and marking of floors
58 Lifting appliances and gears
59 Runways and Ramps
60 Working on or adjacent to water
61 Transport and earthmoving equipment
62 Concrete work
63 Demolition
64 Excavation and tunnelling works
65 Ventilation
66 Construction, repair and maintenance of step roof
67 Ladders and step ladders
68 Catch platform and hoardings, chutes, safety belts and nets
69 Structural frame and formworks
70 Stacking and unstacking
71 Scaffold
72 Cofferdams and Caissons
73 Explosives
74 Piling
Medical Examination for building and other construction worker, crane operator and
75 transport vehicle drivers
76 Medical examination for occupational health hazards
77 Charging of workers for Medical Examination
78 Occupation health centres and Medical officers
79 Ambulance van and room
80 Stretchers
81 Occupation health service for building workers
82 Medical examination for occupational health hazards
83 Emergency care services and emergency treatment
84 Panel of experts and agencies
85 Power of inspectors

lxii | P a g e
Annexure 19 Team Composition, Assignment and Key Experts' Inputs

Expert’s input (in person/month) per each Total time-input

Name, Deliverable (listed in TECH-5) (in Months)
No. Nationality
and DOB D- D- D- D-
Position D-1 Home Field Total
2 3 4 5
KEY EXPERTS
International
K- Team [Home]
1 Leader [Field]

K- Subject
2 Experts

K-
3

National

K-
1

K-
2

Subtotal
NON-KEY
EXPERTS
N- [Home]
1 [Field]

N-
2

N-
3

Subtotal
Total

Annexure 20 Core Group Staff table for GEC

lxiii | P a g e
Expert Position No. No. Monthly Total Post Relevant Min
of Salary Salary Qualification Eligible Qualification
Man (INR) (INR) Experience (in Assignment
Mon. years) Experience
(in years)
Core Group
Project Director 2 96 2,50,000 48,0,00,000 20+ 7+ or 3 to 7 Graduation in
/ Project Leader Engineering
/ Project
Coordinator
Dy. Project 2 120 2,00,000 4,80,00,000 15+ 5+ or 3 to 5 Graduation in
Director/ Dy. Engineering
Project Leader
Chief Contracts 2 48 1,50,000 1,44,00,000 20+ 5+ or 3 to 5 Graduation in
Manager Engineering /
LLB/CA/MB
A(Finance)
Chief Program 2 96 1,50,000 2,88,00,000 20+ 5+ or 3 to 5 Graduation in
Expert Engineering
Chief Quality 2 48 1,50,000 1,44,00,000 20+ 5+ or 3 to 5 Graduation in
Assurance Engineering
Expert
Chief Safety 2 48 1,50,000 1,44,00,000 20+ 5+ or 3 to 5 Graduation in
Expert Engineering
Chief 2 72 1,25,000 1,80,00,000 15+ 5+ or 3 to 5 PG in
Environment Environment
Expert
Chief 2 96 1,50,000 2,88,00,000 20+ 5+ or 3 to 5 Graduation in
Architectural Architecture
Expert
Chief Testing & 2 72 1,50,000 2,16,00,000 20+ 5+ or 3 to 5 Graduation in
Commissioning Engineering
Expert
Operation & 2 36 1,25,000 90,00,000 15+ 5+ or 3 to 5 Graduation in
Maintenance Engineering
Expert
Chief Geo 2 36 1,25,000 90,00,000 15+ 5+ or 3 to 5 PG in Geo
Technical Technical
Expert engineering/
Graduation in
Geology
Total 22 768
254,400,000

Dy. Chief 2 120 75,000 1,80,00,000 15+ 3+ Graduation in

Contracts Engineering /
Manager LLB/CA/MB
A(Finance)

lxiv | P a g e
Expert Position No. No. Monthly Total Post Relevant Min
of Salary Salary Qualification Eligible Qualification
Man (INR) (INR) Experience (in Assignment
Mon. years) Experience
(in years)
Dy. Chief 2 120 75,000 1,80,00,000 15+ 3+ Graduation in
Program Engineering
Manager / Sr.
Program Expert
Chief Cost 2 84 90,000 1,51,20,000 20+ 3+ Graduation in
control Expert Engineering
Sr. Safety 2 120 75,000 1,80,00,000 15+ 3+ PG/Certificati
Expert on in HSE
after
graduation
Sr. Engineer 4 144 15,000 86,40,000 10+ 3+ Graduate
O&M Engineer
/Diploma
Traffic Engineer 2 72 12,000 17,28,000 8+ 2+ Graduate
Engineer
/Diploma
Utility Engineer 4 144 15,000 86,40,000 10+ 3+ Graduate
Engineer
/Diploma
Multimodal 2 48 35,000 33,60,000 15+ 3+ PG in
Transport transportation
Planner
Senior Project 2 96 15,000 28,80,000 10+ 3+ Graduate
Coordinator Engineer
/Diploma
Sr. Procurement 4 96 15,000 57,60,000 10+ 3+ Graduate
Engg. Engineer
/Diploma
Total 26 1044
100,128,000

Sub Total
354,528,000

lxv | P a g e
Annexure 21 Expert positions for Viaduct, Elevated Station and Depot

Expert Position No No. of Monthly Total Salary Post Qualification Relevant Eligible Minimum
Man Salary (INR) Experience (in years) Assignment Experience required
Mon. (INR) (in years) qualification
Viaduct, Elevated
Station & Depot
Chief Structures 2 48 75,000 72,00,000 20+ 5+ or 3 to 5 PG in structural
expert – Elevated engineering
Sr. Architect 4 44 55,000 96,80,000 15+ 5+ or 3 to 5 Graduation in
(Elevated viaduct, architecture
Depot and Station)
Total 6 92 16,880,000

Alignment Engineer 2 48 15,000 14,40,000 10+ 3+ Graduate/

Diploma
Senior Project 2 72 35,000 50,40,000 15+ 3+ Graduation in
Execution Expert civil engineering
(Elevated)
Sr. Structure 4 96 35,000 1,34,40,000 15+ 3+ Graduation in
Execution Expert civil engineering
Site Engineer/ 8 192 15,000 2,30,40,000 6+ 2+ Graduate
Elevated Stations Engineer
and Viaduct /Diploma
Sr. Geotechnical 2 48 25,000 24,00,000 15+ 3+ Graduation in
Expert engineering
Site Engineer 8 240 15,000 2,88,00,000 6+ 2+ Graduate
(E&M) Engineer
/Diploma
Site Engineer-Depot 4 144 15,000 86,40,000 8+ 3+ Graduate
Engineer
Total 30 840 82,800,000

i|Page
 Expert Position No No. of Monthly Total Salary Post Qualification Relevant Eligible Minimum
Man Salary (INR) Experience (in years) Assignment Experience required
Mon. (INR) (in years) qualification

Sub Total 99,680,000

ii | P a g e
Annexure 22 Expert Positions for Underground Section

Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum
Man Salary (INR) Qualification Assignment Experience (in required
Mon. (INR) Experience years) qualification
(in years)
Underground Section
Chief Structures expert – 2 72 75,000 1,08,00,000 20+ 5+ or 3 to 5 PG in structural
Underground engineering
Chief Ventilation and Air- 2 72 75,000 1,08,00,000 20+ 5+ or 3 to 5 Graduation in
conditioning (VAC) Expert Engineering
Total 4 144 21,600,000

Senior Structures expert – 2 72 55,000 79,20,000 15+ 3+ PG in structural

Underground engineering
Sr. Bored Tunnel Expert 2 48 55,000 52,80,000 15+ 3+ Graduation in
Civil Engineering
Site Engineer/ UG 6 216 15,000 1,94,40,000 6+ 2+ Graduate
Engineer
/Diploma
Sr. Engineer E&M /UG 2 72 35,000 50,40,000 15+ 3+ Graduation in
Engineering
Section Engineer (cut & 2 72 25,000 36,00,000 8+ 3+ Graduate
Cover) Engineer
/Diploma
Section Engineer (TBM) 2 72 15,000 21,60,000 8+ 3+ Graduate
Engineer
/Diploma
Sr. Engineer - Tunnel 2 72 55,000 79,20,000 15+ 3+ Graduation in
Ventilation, Station Engineering
Airconditioning
Geotechnical Engineer 2 48 15,000 14,40,000 10+ 3+ Graduate

iii | P a g e
 Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum
Man Salary (INR) Qualification Assignment Experience (in required
Mon. (INR) Experience years) qualification
(in years)
Engineer
/Diploma
Total 20 672 52,800,000

Sub Total 74,400,000

iv | P a g e
Annexure 23 Expert Positions for Power Supply and Traction

Expert Position No. No. of Monthly Total Post Relevant Eligible Minimum required
Man Salary Salary Qualification Assignment Experience (in qualification
Months (INR) (INR) Experience (in years)
years)
Power Supply &
Traction
Chief Power Supply 2 96 75,000 1,44,00,000 20+ 5+ or 3 to 5 Graduate in electrical
& Traction Expert Engineering
Total 2 96 14,400,000

Sr. Traction Power 2 72 55,000 79,20,000 15+ 3+ Graduate in electrical

Supply Expert Engineer/Diploma in
electrical
Sr. Engineer - 2 120 35,000 84,00,000 10+ 3+ Graduate in electrical
Traction/OHE Engineer/Diploma in
electrical
Site Engineers - 4 144 25,000 1,44,00,000 6+ 2+ Graduate in electrical
Traction/OHE Engineer/Diploma in
electrical
Sr. Engineer - 2 96 35,000 67,20,000 10+ 3+ Graduate in electrical
Power Supply Engineer/Diploma in
electrical
Site Engineers - 4 144 25,000 1,44,00,000 6+ 2+ Graduate in electrical
Power Supply Engineer/Diploma in
electrical
Total 14 576 51,840,000

Sub Total 66,240,000

Track

v|Page
 Expert Position No. No. of Monthly Total Post Relevant Eligible Minimum required
Man Salary Salary Qualification Assignment Experience (in qualification
Months (INR) (INR) Experience (in years)
years)

Chief Track Expert 2 96 75,000 1,44,00,000 20+ 5+ or 3 to 5 Graduate in civil

Engineering
Total 2 96 14,400,000

Sr. Track Design 2 60 55,000 66,00,000 15+ 3+ Graduate in civil

Expert Engineering/Diploma in
civil
Sr. Engineer - 4 144 35,000 2,01,60,000 10+ 3+ Graduate in civil
Track Installation Engineering/Diploma in
civil
Site Engineer - 4 144 25,000 1,44,00,000 6+ 2+ Graduate in civil
Track Installation Engineering/Diploma in
civil
Total 10 348
41,160,000

Sub Total 55,560,000

Annexure 24 Expert Positions for S&T and Electrification

vi | P a g e
Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum required
Man Salary (INR) Qualification Assignment Experience (in qualification
Months (INR) Experience (in years)
years)
Signalling
Chief Signalling 2 48 75,000 72,00,000 20+ 5+ or 3 to 5 Graduate in electrical/electronic
Expert engineering
Total 2 48 7,200,000

Sr. Signalling 2 120 70,000 1,68,00,000 15+ 3+ Graduate in electrical/electronic

Expert engineering
Site Engineer - 4 144 25,000 1,44,00,000 6+ 2+ Graduate/Diploma in
Signalling electrical/electronic engineering
Total 6 264
31,200,000.00

Sub Total 38,400,000

Telecommunication
Chief Telecom 2 96 75,000 1,44,00,000 20+ 5+ or 3 to 5 Graduate in electrical/electronic
Expert engineering
Total 2 96 14,400,000

Sr. Telecom Expert 2 84 45,000 75,60,000 10+ 3+ Graduate/Diploma in

electrical/electronic engineering
Site Engineer - 4 160 25,000 1,60,00,000 6+ 2+ Graduate/Diploma in
Telecom electrical/electronic engineering
Total 6 244 23,560,000

Sub Total 37,960,000

vii | P a g e
Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum required
Man Salary (INR) Qualification Assignment Experience (in qualification
Months (INR) Experience (in years)
years)
Automatic Fare
Collection
Chief Automatic 2 96 75,000 1,44,00,000 20+ 5+ or 3 to 5 Graduation in engineering
Fare Collection
Expert
Total 2 96 14,400,000

Sr. Automatic Fare 2 84 45,000 75,60,000 10+ 3+ Graduate Engineer/Diploma

Collection Expert
Site Engineer - 4 144 25,000 1,44,00,000 6+ 2+ Graduate Engineer/Diploma
AFC
Total 6 228 21,960,000

Sub Total 36,360,000

Electrical &
Mechanical
Chief E&M Expert 2 96 75,000 1,44,00,000 20+ 5+ or 3 to 5 Graduation in engineering
Total 2 96 14,400,000

Sr. Lift, Escalators 2 84 55,000 92,40,000 15+ 3+ Graduation in engineering

Expert
Engineer Lift, 2 48 35,000 33,60,000 10+ 3+ Graduate Engineer/Diploma
Escalators
Total 4 132 12,600,000

Sub Total 27,000,000

viii | P a g e
Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum required
Man Salary (INR) Qualification Assignment Experience (in qualification
Months (INR) Experience (in years)
years)

Rolling Stock
Chief Rolling Stock 2 48 75,000 72,00,000 20+ 5+ or 3 to 5 Graduate in
Expert electrical/mechanical
engineering
Total 2 48 7,200,000

Sr. Engineer 2 96 55,000 1,05,60,000 15+ 3+ Graduate in

Rolling Stock electrical/mechanical
engineering
Rolling Stock 2 72 35,000 50,40,000 10+ 3+ Graduate/Diploma in
Engineer — E&M electrical/electronics
engineering
Senior 2 48 35,000 33,60,000 10+ 3+ Graduate/Diploma in
Maintenance electrical/electronics/mechanical
Engineer for Engineer
Rolling Stock,
Signalling & Depot
Total 6 216 18,960,000

Sub Total 26,160,000

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Annexure 25 Position for General Staff

Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum required
Man Salary (INR) Qualification Assignment Experience (in qualification
Months (INR) Experience years)
(in years)
General Staff
Head Strategic/ 1 12 55,000 6,60,000 15+ 5+ or 3 to 5 CA/ MBA(finance)/
Financial Expert PG in (Economics/
Finance)
Real Estate Expert 1 12 50,000 6,00,000 10+ 5+ or 3 to 5 Graduation in any
discipline
Legal Expert 1 36 55,000 19,80,000
Total 3 60 3,240,000

Risk, Governance, 1 48 40,000 19,20,000 10+ 3+ Graduation in any

Compliance & discipline
Reporting Expert
Project 1 48 35,000 16,80,000 8+ 3+ MBA(
Communication Communication/media
Expert Management)/PG in
Journalism/Mass
Communication or
equivalent
Town Planning 1 24 40,000 9,60,000 8+ 3+ PG in Urban/
Expert Regional Planning or
equivalent
Marketing Expert 1 24 40,000 9,60,000 10+ 3+ MBA(marketing)
Total 4 144 5,520,000

IT-Manager 3 180 25000 1,35,00,000 6+ NIL Graduate in

IT/Computers Science

x|Page
Expert Position No. No. of Monthly Total Salary Post Relevant Eligible Minimum required
Man Salary (INR) Qualification Assignment Experience (in qualification
Months (INR) Experience years)
(in years)
Engineering
IT Engineer 6 288 20,000 3,45,60,000 3+ NIL Graduate in
IT/Computers Science
Engineering
Receptionist 3 144 15,000 64,80,000 3+ NIL Graduate
Secretary to P.D. 3 144 15,000 64,80,000 3+ NIL Graduate
Office Manager 3 144 20,000 86,40,000 6+ NIL Graduate
Account Asst. 3 180 25,000 1,35,00,000 3+ NIL Graduate in
Commerce
Quantity Estimator 4 192 20,000 1,53,60,000 6+ NIL Graduate
Engineer/Diploma
Senior CAD 3 144 15,000 64,80,000 6+ NIL Graduation in
Operator Engineering
CAD Draftsman 4 192 10,000 76,80,000 3+ NIL Diploma
Total 32 1608 112,680,000

Sub Total 121,440,000

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Annexure 26 CBA table for Noise Barrier

S. Minimum Client's
No. Factor & Criterion Polycarbonate Sheet Metallic Noise Barrier Requirement Requirement
Must Factors
1 Factor Sound Proofing (STC) Attribute 36 Attribute 45 27 STC
18 more than
Criterion Higher is better Advantage 9 more than req Advantage req
Importance 92 Importance 95
2 Factor Guarantee (in yrs.) Attribute 10 Attribute 10 10 years 10 years
Criterion Higher is better Advantage Equal to req Advantage Equal to req
Importance 85 85
3 Factor Thickness (mm) Attribute 6 Attribute 15 6 mm
9 more than
Criterion Thinner is better Advantage Equal to req Advantage req
Importance 100 50
4 Factor Fire Resistance (Class) Attribute 2 Attribute 1 Class 3 Class 1
1 higher than 2 higher than
Criterion Higher is better;1>2>3 Advantage req Advantage req
Importance 60 Importance 80
5 Factor Service Life (in Years) Attribute 50 Attribute 25 25 years
25 more than
Criterion Higher is better Advantage req Advantage Equal to req
Importance 95 Importance 50
Want Factors
Max 20
6 Factor Weight (kg/sqmt) Attribute 6 Attribute 12.5 kg/sqmt
14 less than max 7.5 less than
Criterion Lighter is better Advantage available Advantage max available
Importance 75 Importance 30
7 Factor Light Transmission (%) Attribute Attribute 30 ≥90%

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S. Minimum Client's
No. Factor & Criterion Polycarbonate Sheet Metallic Noise Barrier Requirement Requirement
95
60 less than
Criterion Higher is better Advantage 5 more than req Advantage req
Importance 70 Importance 0
Strength (Tensile
8 Factor Strength in N/sq.mts) Attribute 72 Attribute 65 65 N/Sqmt
1 more than
Criterion Higher is better- Advantage 8 more than req Advantage req
Importance 70 Importance 50
Weather Resistance
9 Factor (Yellowness Index) Attribute 5 Attribute 5 5
Criterion Lower is better Advantage Equal to req Advantage Equal to req
Importance 50 Importance 50
Wind Resistance
(Maximum deflection in
10 Factor mm) Attribute 98.5 Attribute 105 80 mm
18.5 more than 25 more than
Criterion Higher is better Advantage req Advantage req
Importance 70 Importance 75
Cost per square metre 1100 900
Total IoFA 767 565

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Annexure 27 CBA table for Escalators

S. Minimum Client's
No. Factor & Criterion Escalators with steps Inclined Moving walk Requirement Requirement
Must Factors
Service Life (in
1 Factor Years) Attribute 15 Attribute 10 15 years
5 less than
Criterion Higher is better Advantage Equal to req Advantage req
Importance 95 Importance 70
11000-
Transportation 14500
capacity (in 7500-9000 persons 9000-11700
2 Factor persons/hour) Attribute persons/hour Attribute /hour persons/ hour
5500 more
Criterion Higher is better Advantage Equal to req Advantage than req
Importance 70 100
Duty Life (in 12-16
3 Factor hours/day) Attribute 20–24 hours/day Attribute hours/day 16 hours/day
Criterion Higher is better Advantage 8 more than req Advantage Equal to req
Importance 100 65
More energy
Energy Efficiency (in efficient
4 Factor %) Attribute 25- 30% Attribute 37-38% required
More
Criterion Higher is better Advantage Less efficient Advantage efficient
Importance 80 Importance 95
Maximum Length (in
5 Factor mts.) Attribute 30 Attribute 100 15 mts.
15 more than 85 more
Criterion Higher is better Advantage req Advantage than req
Importance 40 Importance 100

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S. Minimum Client's
No. Factor & Criterion Escalators with steps Inclined Moving walk Requirement Requirement
Wheel chair
6 Factor accesibility Attribute No Attribute Yes Required
Criterion Accesible is better Advantage Advantage Equal to req
Importance 0 Importance 100
Less
Power consumption consumption of
7 Factor (in KWh) Attribute 7500 KWh Attribute 6200KWh Power
Higher Less
consumption of consumptio
Criterion Lesser is better Advantage power Advantage n of power
Importance 70 Importance 85
Area required (in sq. 90-110
8 Factor mts) Attribute 80-90 sq.mts Attribute sq.mts 90 sq mts
20 more
Criterion Lesser is better Advantage Equal to req Advantage than req
Importance 80 Importance 90

Want Factors
Width of Going (in 800 - 1100
9 Factor mm) Attribute 1000 mm Attribute mm 800-1100 mm
Criterion Higher is better Advantage Equal to req Advantage Equal to req
Importance 80 Importance 80
Transportation speed 0 .5-
10 Factor (in m/sec) Attribute 0.5-0.75m/sec Attribute 0.65m/sec 0.5 m/sec
Criterion Higher is better Advantage Equal to req Advantage Equal to req
Importance 85 Importance 85
upto 8500 Lower Co2
Co2 footprints (in 4000-8000 to 9510 kg / footprints
11 Factor Kg/year) Attribute kg/Year Attribute year required

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S. Minimum Client's
No. Factor & Criterion Escalators with steps Inclined Moving walk Requirement Requirement
More
Criterion Lower is better Advantage Lesser footprints Advantage footprints
Importance 75 Importance 45
12 Factor Step Rise (in mm) Attribute 210 mm Attribute No steps 380 mm max
170 less than
Criterion Lesser is better Advantage max Advantage No steps
Importance 60 Importance 75
Angle of inclination 10-12
13 Factor (in degree) Attribute 25-27 degree Attribute degree 30 degree max
18 degree
3 degree less less than
Criterion Lower is better Advantage than max Advantage max
Importance 45 Importance 65
14 Factor Height (in mts) Attribute 15 Attribute 8 8 mts
Criterion Higher is better Advantage 7 more than req Advantage Equal to req
Importance 80 Importance 75
Cost per unit 15 lacs 18 lacs
Total IoFA 960 1130

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Annexure 28 Organization Structure of MEGA

Managing
Director

Chief Director
Director
Administrativ CGM (HR) (Project &
(Finance)
e Officer Planning)

GM (Signals & CGM CGM Dy. GM CGM Dy. GM

Company GM (Planning
GM & CFO Sr. Manager Dy. GM Telecommuni (Construction (Construction (Construction (Corporate (Procurement CGM (System)
Secretary & Design)
cation) N-S corridor) E-W Corridor) QA/QC) Planning) )

Assistant
Add. GM (UG Add. GM (UG Manager Rehabilitation Senior
Assistant GM Company Manager Sr. Manager Sr. Dy. GM Sr. Dy. GM Manager
Section) Section) (QA/QC) Officer Manager (IT)
Secretary

Dy. GM Assistant Assistant GM

Dy. GM Dy. GM Add. Land
Sr. Manager Dy. Manager (Depot & Manager (UG (Technical
(Depot) (Design) officer
Construction) Construction) Unit)

Sr. Executive Manager

Dy. GM
(Secretariat) (Civil)

Asst. Public Assistant

Relation Manager
Officer (Electrical)

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Annexure 29 Proposed Organization Structure of Surat Metro

Board of
Chairman
Directors

Managing
Director

Director Director CGM

Director Director
(Project & (Administrativ (Operations &
(Finance) (Legal)
Planning) e) Systems)
CGM CGM
Social GM
Company Chief CGM (Construction - (Construction - GM (Tracks & GM (Rolling GM
Liaison Officer Development GM (Legal) GM (Admin) GM (IT Cell) PRO (Communicati HR Manager GM (S&T) GM (MEP)
Secretary Accountant (Planning) Elevated Underground Electrification) Stock) (Operations)
Officer ons)
Section) Section)

Sr. Executive Junior GM (Design & GM AGM

AGM (R&R) AGM (Law) GM (Planning) GM (Quality) GM (SHE) Dy. GM Dy. GM AGM Dy. GM Dy. GM AGM Dy. GM
Officer Accountant Engineering) (Procurement) (Electrical)

Dy. GM Dy. GM
AGM (Land AGM AGM (Town Structural Dy. GM Manager Manager AGM
Architect (Resource AGM (Tender) (Strategy & Dy. GM Dy. GM Dy. GM AGM Dy. GM Dy. GM AGM Dy. GM
Acquisition) (Contracts) Planning) Engineer (Scheduling) (Civil) (Civil) (Plumbing)
Planning) Controlling)

Sr. Executive Manager Manager AGM

Draftsman GET GET GET Manager Manager Dy. GM Dy. Gm Dy. GM
Officer (Civil) (Civil) (Mechanical)

GET GET GET GET

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