DE LHI ME TR O

PROJ ECT
Presented By
Siva Naresh
Jai Kartik
Vipul
Steffi
Triggers for Metro
 Population of over 1 million.

 More registered vehicles than

Mumbai, Kolkata & Chennai put
together.
 Automobiles contributing to more
than two – thirds of the total
atmospheric pollution.
Recommendations of Rites Study
 Commissioned by GNCTD,
supported by GOI.
 3 component transit system
comprising of
 Rail Corridors (Surface/
Elevated).
 Metro Corridors
(Underground).
 Dedicated Busway totaling to
198.50 kms.
 Sequential construction of the
Delhi Metro Project – Phase 1.
 50 – 50 Joint Venture Co – DMRC
Ltd.
 Incorporated recommendations
of various other civic
organizations.
 Phase I to connect Delhi’s
Business, Education & Shopping
District.
 Project to cover 340 hectares of
land.
 Design & construction of 3 lines
Financial Review
 Estimated cost at Rs 89.27
billion.
 Capital costs borne by GNCTD &
GOI.
 Financial IRR less than 3%.
 Capital Structure – DMRC Ltd.
 Debt – Equity Ratio of 2:1
 Exemption from Excise &
Customs Duty.
 Repayment of JBIC loan through
Management & Structure – DMRC Ltd.

 Mr. Sreedharan as Project Manager

& MD.
 Motivated team of professionals.
 Lean structure
 Project Organization.
 Operation & Maintenance.
 Training at Hong Kong Mass Transit
Railway Corporation.
 Employees and Work Culture.
The Project Plan
 Individual accountability.
 Daily monitoring of progress.
 Weekly reviews and targets.
 Delhi Metro Act, 2002
 Superseded Delhi Municipal Laws.
 Lower courts barred from issuing stay
orders.
 Dedicated team of lawyers to prevent
property disputes.
 Cost centers
 Manpower.
 Energy.
The Project Plan – (Contd.)
 Special quality assurance team
 Safety of workers.
 Global bidding program for
consultancy and contracts.
 Secured best technology available
globally.
 5 member consortium called General
Consultants Group.
 Advance planning for utility diversion.
Implementation - - Line 1
 Shahdara to Rithala
 Shahdara to Tiz Hazari (7.92
kms)
 Tis Hazari to Inder Lok (4.74
kms)
 Inder Lok to Rithala (9.40
kms)

 Elevated, at-grade
Implementation - - Line 2

 Vishwa Vidyalaya to Central

Secretariat
 Vishwa Vidyalaya to Kashmiri
Gate (4 kms)
o f
 Kashmiri Gate to Central d
e a
Secretariat (7 kms) ah a e
h s l
t d u
 10 stations on he
m Sc
9
–
 “Cut and Cover Method”
8
Implementation - - Line 3

 Barakhamba to Dwarka Society

 Revised to extend up to Dwarka
Sub-city
 Schedule and budget was revised
 Changes made to cut costs
 U shaped girders
 Steel replaced cement
 Intersect with Line 2 at
Connaught Place
 Raja Garden- cross flyover
Winning the Trust
 Contractors
o Timely payment
o Implementation of suggestions
• JBIC
• Public
o Advanced planning for Utility Diversion
o Community Interaction programs to
seek suggestions
o Temporary accommodations for
relocated people
Winning the Trust …contd

 CSR

o Pursued environment and safety

objectives

o OHSAS 18001 for Environment,

Occupational Health and Safety
Management Systems

o ISO 14001 for Environment

Road Blocks

 Low Financial IRR prompted second

thoughts on the project
 Criticism due to inability to recruit,
70% were deputed from Indian
Railways
 Lack of experience & specialized
experts in Civil, Electrical &
Communication Engineering
 Loss of Rs 5 million if one day lost
 Difference of opinion on gauge to
Critical Success Factors
 ‘We mean business’ attitudes.

 Efficiency, courtesy & integrity in

corporate culture.
 Corruption free Contract Awarding
System & Procurement Process.
 Autonomy in decision making.

 Advance planning in utility diversion,

minimizing public inconvenience.
Salient Feature
 Metro Training School at Shastri Park.
 Insistence on at least 1 Indian partner
to facilitate technology absorption.

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