Project Cycle Report: Infrastructure Project

COURSE: PROJECT FINAL REPORT PROJECT MONSOON SEM 2020 MUMBAI METRO LINE-3 GUIDED BY: PROF RESHMA SHAH, PROF ABHI JHAVERI.

SUBMITTED BY: BHUMIKA RAJ UC5316 CEPT UNIVERSITY | AHMEDABAD

PROJECT:MUMBAI METRO LINE 3

Acknowledgement:

This subject being a studio course was an opportunity for us to learn, understand and evolve in terms of the management aspects of a project. Studying a project for four months, dedicating each month to a phase has given us an in-depth knowledge of the project. Foremost, we would extend our utmost gratitude to Prof. Reshma Shah and Abhi jhaveri for guiding us through the course and explaining us the most difficult areas of a project in simplest of the ways. She has made us well aware of how the constraints of a project clamps one individual by giving us this elaborate case study for our studio course. Thanking our guiding AAs and TAs for being there for our queries any time of the day and providing us with relevant and timely feedback for learning and improvement. I express my keen regards to everyone

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PROJECT:MUMBAI METRO LINE 3

INDEX

1 PROJECT FAMILY TREE ....................................................................................................................... 16 2 PLAN: .................................................................................................................................................. 17 2.1

NATIONAL TRANSPORT FUND:.............................................................................................. 19

2.2

PROGRAM ............................................................................................................................. 19

2.3

FORMATION OF MMRDA : .................................................................................................... 20

3 FORMATION OF MMRC...................................................................................................................... 21 3.1

PROJECT ................................................................................................................................ 22

3.2

INTRODUCTION ..................................................................................................................... 25

3.3

MUMBAI URBAN TRASBPORT CONNECTIVTY ....................................................................... 26

3.4 DECIDING PARAMETERS ON WHY MUMBAI METRO LINE 3 METRO WAS CONCEIVED AND NOT OTHER MODE OF TRANSPORT. ................................................................................................. 29 3.5

POPULATION ......................................................................................................................... 29

3.6

TRANSPORT SCENARIO ......................................................................................................... 31

3.7

VEHICULAR GROWTH: ........................................................................................................... 32

3.8

MODE SPLIT........................................................................................................................... 32

4 UNDERTAKING CONSTRUCTION OF METROLINE 3 AS UNDERGROUND: .......................................... 36 5 ECONOMIC FEASIBILITY ..................................................................................................................... 37 6 MODEL FAILING UNDER PPP MODEL(2009) ...................................................................................... 38 7 CHOOSING EPC MODEL (2011) .......................................................................................................... 39 8 FUNDING OPTIONS ............................................................................................................................ 39 YEARWISE FUNDING WITH CENTRAL AND STATE TAXES .................................................................. 40 YEARWISE FUNDING WITH CENTRAL TAXES ..................................................................................... 40 8.1

DECIDED FUNDING ................................................................................................................ 41

9 FOREGIN COLLABARATION –EXTERNAL AID ...................................................................................... 43 9.1.1

BILATERAL ASSISTANCE ..................................................................................................... 43

9.2

PROCEDURE FOR OBTAINING FOREIGN AID (PK JOY PG-158) .............................................. 44

9.3

LOAN AGREEMENT................................................................................................................ 44

9.4

DISIMBURSEMENT OF FOREIGN AID..................................................................................... 44

10 PHASES OF THE PROJECT MANAGEMENT LIFE CYCLE ..................................................................... 47 10.1

PROJECT LIFE CYCLE PHASES : ............................................................................................... 47

1.1

PHASES –3 PHASE.................................................................................................................. 48

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PROJECT:MUMBAI METRO LINE 3

10.2

CONCEPTION PHASE : ........................................................................................................... 48

10.3

DEVELOPMENT PHASE : ........................................................................................................ 50

10.4

EXECUTION PHASE ................................................................................................................ 50

10.5

FINISHING STAGE .................................................................................................................. 50

APPROVALS AND CLEARANCES FOR THE RPOHECT ............................................................................ 51 11 FORMATION OF SPV......................................................................................................................... 51 FLOW CHART FRO APPROVALS (PROJECT CLEARANCE CYCLE(PK JOY PG :35) ) ................................... 52 12 CONCEIVING PHASE ......................................................................................................................... 53 12.1

JAPAN POLICY (INTERNATIONAL LAW) ................................................................................. 53

12.2

APPROVALS NEEDED IN CONCEIVING PHASE ....................................................................... 55

12.2.1

APPLICABLE INTERNATIONAL CONVENTIONS............................................................... 61

13 DEVELOPMENT PHASE ..................................................................................................................... 61 13.1

FOREIGN COLLABORATION IN INDIA .................................................................................... 61

13.2

AREAS OF FOREIGN COLLABORATION: ................................................................................. 62

13.3

FOREIGN EXCHANGE CLEARANCES ...................................................................................... 63

FOREIGN CONTRIBUTION (REGULATION) ACT, 2010................................................................... 63 13.4

APPROVAL OF FOREIGN GOODS ........................................................................................... 63

13.4.1

CLEARANCE REQUIREMENT FOR THE PROJECT ............................................................ 65

13.4.2

PRE CONSTRUCTION PHASE ......................................................................................... 65

13.4.3

CONSTRUCTION PHASE ................................................................................................. 66

13.4.4 386)

OPERATION PHASE (UPDATED ENVIRONMENTAL IMPACT ASSESSMENT REPORT PAGE 68

14 ALTERNATIVES USED FOR PROJECT ................................................................................................. 69 14.1

VALUE CAPTURE .................................................................................................................... 69

DETAILS OF ALTERNATIVE FUNDING................................................................................................. 69 14.2

IMPLEMENTING THE VALUE CAPTURE FUND . ..................................................................... 70

14.2.1

METHOD OF APPROVAL FOR THE PROCESS.................................................................. 71

DEVELOPMENT AND ASSET MANAGEMENT .......................................................................................... 71 14.2.2

OPPORTUNITIES FOR MUMBAI METRO LINE 3 ............................................................. 72

14.2.3

WHY VALUE CAPTURE IS BETTER FOR METRO PROJECTS : ........................................... 75

14.3

USING SOLAR ENERGY FOR ELECTRICITY SUPPLY AT METRO ............................................... 76

14.3.1

DETAILS OF EXISTING SYTEM ........................................................................................ 76

14.3.2

IMPLEMENTATION OF THE ALTERNATIVE .................................................................... 77

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PROJECT:MUMBAI METRO LINE 3

14.4

SUCCESS FACTOR : ................................................................................................................ 79

15 CONSTRUCTION LABOUR MANAGEMENT PLAN.............................................................................. 80 15.1

INTRODUCTION ..................................................................................................................... 80

15.2

OBJECTIVES ........................................................................................................................... 80

15.3

SCOPE .................................................................................................................................... 81

15.4

APPLICABLE STANDARDS AND LEGISLATIONS ...................................................................... 81

15.5 PROCEDURE FOR ONLINE DISPOSAL OF APPLICATION FOR VARIOUS SERVICES UNDER THE LABOUR LAWS ENFORCED BY THE OFFICE OF THE COMMISSIONER OF LABOUR ........................... 85 15.5.1

INTRODUCTION ............................................................................................................. 85

15.6

PROCEDURE FOR FILLING APPLICATION BY THE USER :- ...................................................... 86

15.7

OFFICE PROCEDURE :- ........................................................................................................... 86

15.8 SCAN DOCUMENTS REQUIRED ALONG WITH APPLICATION FOR CONTRACT LABOUR LICENSE AND RENEWAL .................................................................................................................... 86 15.9 15.10

ONLINE PROCEDURE ............................................................................................................. 87 STEPS FOR CONTRACTOR LICENSE .................................................................................... 87

16 CONCLUSION ( COMPARISON OF METROS ACROOS THE WORLS) .................................................. 48 18 BID DOCUMENT DETAILS ................................................................................................................. 49 CONTENTS OF BID . ........................................................................................................................... 49 19JUSTIFICATION OF TYPE OF CONTRACT USED : ................................................................................ 51 19.1

THE MODEL EPC AGREEMENT INCORPORATES BEST PRACTICES ......................................... 52

20 DESIGNING BID................................................................................................................................ 53 20.1

DESIGNING THE BID BASED ON FOLLOWING CRITERIAS MENTIONED BY MMRC IN EOI ..... 54

20.2

ASSIGNMENT : GENERAL CONSULTANCY SERVICES FOR IMPLEMENTATION OF MML3 ..... 54

20.3

4.0 ELIGIBILITY....................................................................................................................... 55

CONTENTS OF BID FOR CONSULTANTS............................................................................................. 55 20.4

SECTION 2 QUALITY- AND COST-BASED SELECTION (QCBS) ................................................. 56

20.5

A.PREPARATION OF THE TERMS OF REFERENCE .................................................................. 57

20.6

BORROWERS SHALL USE THE STANDARD RFP. ..................................................................... 58

20.7

DATA SHEET .......................................................................................................................... 58

20.8

SECTION 3. TECHNICAL PROPOSAL - STANDARD FORMS ..................................................... 62

NOTES ON FINANCIAL PROPOSAL - STANDARD FORMS ................................................................... 63 20.9 20.10

NOTES ON THE TERMS OF REFERENCE ................................................................................. 63 FIRMS PARTICIPATED ........................................................................................................ 65

21 RESULTS............................................................................................................................................ 65 SUBMITTED BY: BHUMIKA RAJ UC5316

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PROJECT:MUMBAI METRO LINE 3

22 COST ESTIMATE DETAIL ................................................................................................................... 66 22.1

SCHEDULE OF PAYMENTS (SOPS).......................................................................................... 66

22.2

PRICE CENTRE A DEATILED BREAK UP................................................................................... 67

COST ESTIMATE FOR MUMBAI METRO LINE 3 PACKAGE ................................................................. 69 23 WORK PACKAGE INFORMATION: ..................................................................................................... 73 23.1

SCOPE OF WORK: .................................................................................................................. 73

24CONCLUSION..................................................................................................................................... 75 24.1

SENSITIVITY ANALYSIS ........................................................................................................... 76

24.2

FINANCIAL INTERNAL RATE OF RETURN OF THE PROJECT ................................................... 76

24.3

SENSITIVITY ANALYSIS ........................................................................................................... 76

24.4

CASH FLOW DETAILS ............................................................................................................ 77

24.5

SUCCESSFUL VIABILITY OF THE PROJECT .............................................................................. 78

25 CASHOUTFLOW FOR PACKAGE 2 .................................................................................................... 79 25.1

ADVANCE PAYMENT DETAILS ............................................................................................... 79

26 CYCLE OF OUTFLOW......................................................................................................................... 79 27 ADVANCE PAYMENT ...................................................................................................................... 120 27.1

PROJECT SCHEDULE ............................................................................................................ 122

27.2

CONCLUSION ....................................................................................................................... 123

28 DESIGN MANAGEMENT PROCESS .................................................................................................. 123 28.1

DESIGN PHILOSOPHY –........................................................................................................ 123

28.2

PHASES OF DESIGN MANAGEMENT PROCESS .................................................................... 123

1.3

ORGANISATION -INTERFACE COMMUNICATION AND COORDINATION MODEL................ 124

1.

APPROVAL FLOWCHART ........................................................................................................ 125

DESIGN MANAGEMENT FLOW FOR DRAWING ............................................................................ 126 28.3

CLEARANCES ....................................................................................................................... 127

28.3.1

PRELIMINARY DESIGN ................................................................................................. 127

29 REQUIREMENTS DURING CONSTRUCTION PHASE......................................................................... 128 29.1

PRELIMINARY DESIGN SUBMISSION ................................................................................... 129

29.2

DEFINITIVE DESIGN DRAWINGS .......................................................................................... 129

29.3

DESIGN SUBMISSIONS - CONSTRUCTION PHASE ................................................................ 130

29.4

REQUIRED NUMBER OF COPIES OF SUBMITTALS AND FORMAT REQUIREMENTS............. 131

29.5

DRAWING CONTROL INDEX. ............................................................................................... 133

29.6

DESIGN SUBMISSION PROGRAMME ................................................................................... 133

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PROJECT:MUMBAI METRO LINE 3

29.7

CODIFICATION ..................................................................................................................... 134

29.8

SIGNIFICANCE OF CODIFICATION OF MATERIALS ............................................................... 135

30 MATERIAL CODIFICATION .............................................................................................................. 136 30.2

EQUIPMENT CODIFICATION ................................................................................................ 137

33 MATERIAL DETAILS ......................................................................................................................... 140 34MATERIAL MANAGEMENT PROCEDURE ......................................................................................... 141 34.1

EVALUATION AND SELECTION OF VENDORS/ SUB-CONTRACTORS:................................... 141

34.2

STORE MANAGEMENT ........................................................................................................ 143

MATERIAL SPECIFICATIONS DETAILS................................................................................................... 144 CEMENT: OPC 53 ORDINARY PORTLAND CEMENT ......................................................................... 144 34.3

CEMENT............................................................................................................................... 144

34.4

COMPRESSIVE STRENGTH ................................................................................................... 145

34.5

REINFORCING BARS............................................................................................................. 145

34.6 ................................................................................................................................................. 147 34.7

POLYMER SLURRY (BENTONITE FOR PILE) .......................................................................... 147

34.8

ADMIXTURE......................................................................................................................... 148

34.9

SEGMENTS FOR TUNNELING ............................................................................................... 149

35 SEGMENTS FOR TUNNELLING ....................................................................................................... 149 35.1

FINE AGGREGATE ................................................................................................................ 151

35.2

GRADING: ............................................................................................................................ 152

35.3

COARSE AGGREGATE .......................................................................................................... 152

CERAMIC TILES( PUBLIC AREA ON CONCOURSE LEVEL)...................................................................... 153 36KOTA STONE.................................................................................................................................... 153 36.1

QUALITY POLICY HCC(HINDUSTAN CONSTRUCTION COMPANY) ....................................... 154

36.2

HCC INTEGRATE THREE QUALITY MANAGEMENT SYSTEMS, VIZ. ...................................... 154

37 CHOOSING AN ISO CERTIFICATION BODY ..................................................................................... 156 37.1

MAKE AN ACTION PLAN ...................................................................................................... 157

37.2

INITIAL CERTIFICATION AUDIT ............................................................................................ 157

37.3

COMPLETING THE ISO CERTIFICATION ............................................................................... 157

37.4

SURVEILLANCE AUDITS ....................................................................................................... 157

37.5

AUDIT SYSTEM .................................................................................................................... 157

37.6

AUDIT METHODOLOGY AND MEASUREMENT ................................................................... 158

SCORING MATRIX ................................................................................................................................ 159

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PROJECT:MUMBAI METRO LINE 3

37.7

AUDIT FINDINGS & RECOMMENDATIONS .......................................................................... 159

37.8

AREAS FOR IMPROVEMENT ................................................................................................ 160

38 SUMMARY OF FINDING FOR EACH PERFORMANCE CRITERIA ....................................................... 161 39 QUALITY EVALUATION: .................................................................................................................. 162 39.1

QUALITY ASSURANCE .......................................................................................................... 163

40 .... TENDER CLAUSES-MUMBAI METRO LINE 3(COLABA-BANDRA-SEEPZ)TENDER DOCUMENTSPART 4SECTION XIV ...................................................................................................................................... 165 VENTILATION IN SHAFTS AND TUNNELS ......................................................................................... 165 40.1

LIFTING AND CARRYING OF EXCESSIVE WEIGHTS (PG-17) ................................................. 165

40.2

MACHINERY (CLAUSE23) ..................................................................................................... 166

40.3

DESIGN CONSIDERATIONS .................................................................................................. 166

40.4

DISTRIBUTION OF SUPPLY ................................................................................................... 166

40.5

HEAVY PLANT OPERATION .................................................................................................. 167

40.6

BLASTING OPERATIONS CLASUE 26 .................................................................................... 167

40.7

.PILING AND DIAPHRAGM WALLS ....................................................................................... 168

40.8

CHECKLIST FORMAT ............................................................................................................ 169

40.9

RISK HAZARD MATRIX – EXAMPLE ACTIVITY PILING ........................................................... 173

41 NON CONFORMACE REPORT ......................................................................................................... 175 42 REMEDIAL ACTIONS TAKEN............................................................................................................ 177 43 COMISSIONING STAGE ................................................................................................................... 177 43.1

SNAG LIST ............................................................................................................................ 177

44 COMPLETION OF PROJECT ............................................................................................................. 178 45 BILLING PROCEDURE ...................................................................................................................... 178 MANGEMENT INOFRMATION SYSTEM .............................................................................................. 180 REPORTS (PRODUCED IN EXCEL AND WORD) ..................................................................................... 181 46 MONTHLY PROGRESS REPORT ....................................................................................................... 183 47PROJECT SCEHDULE ........................................................................................................................ 184 47.1

BASELINE SCHEDULE ........................................................................................................... 184

47.1.1 1.1.1 47.2

STATION EXACAVATION. ................................................................................................. 185 QA/QC ................................................................................................................................. 186

47.2.1 47.3

PROJECT TRACKING ..................................................................................................... 185

QUALITY CONTROL GRAPH FOR M50 ......................................................................... 186

NON CONFORMANCE REPORT ............................................................................................ 187

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PROJECT:MUMBAI METRO LINE 3

47.4

SUMMARY OF TEST CONDUCTED FOR THE MONTH .......................................................... 188

47.5

MAN POWER STATUS FOR THE MONTH ............................................................................. 189

48 FORMAT FOR ONLINE REPORTING IN COVID 19 TIMES................................................................. 189 48.1

SET BACK ............................................................................................................................. 189

48.2

AREAS FOR REPORTING IN CONSTRUCTION OF METRO..................................................... 190

48.3

ONLINE REPORTING THINGS DONE FOR IMPROVISATION ................................................. 191

48.4 ................................................................................................................................................. 191 48.5

TOOLS TO BE USED FOR ONLINE REPORTING ..................................................................... 191

48.6

OTHER IDEAS TO BE USED IN TIMES IF COVID 19 ............................................................... 192

48.7

PLATFORMS AVAILABLE IN MARKET: .................................................................................. 192

49 CONTRACT CLOSURE ...................................................................................................................... 193 49.1

WORK COMPLETED (PROJECT CLOSURE)............................................................................ 193

49.2

PROJECT HANDOVER........................................................................................................... 194

49.3

COMMISSIONING STAGE( CONTRACT CLAUSES ) ............................................................... 195

49.4

DEFECTS LIABILITY PERIOD.................................................................................................. 198

50 OPERATION AND MAINTENANCE .................................................................................................. 199 51 WORKS CITED ................................................................................................................................. 201

TABLE INDEX

Table 1: Cost Break Up Of All Components ............................................................................. 18 Table 2: List Of Projects ........................................................................................................... 20 Table 3: Work Package Details ................................................................................................. 23 Table 4: Population Growth ..................................................................................................... 30 Table 5: Phpdt Demand ........................................................................................................... 32 Table 6: Block Estimate ............................................................................................................ 36 Table 7: Year Wise Funding ...................................................................................................... 40 Table 8: Year Wise Funding Central Taxes ............................................................................... 40 Table 9: Year Wise Fudning (Central And State Taxes) ........................................................... 40 Table 10: Japan Funding Model ............................................................................................... 43 Table 11: Funding Pattern Break Up ........................................................................................ 45 Table 12: Jica Guidelines .......................................................................................................... 56 SUBMITTED BY: BHUMIKA RAJ UC5316

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PROJECT:MUMBAI METRO LINE 3

Table 13: Legal Requirements.................................................................................................. 57 Table 14: International Protocols ............................................................................................ 61 Table 15: Local Clearances ....................................................................................................... 65 Table 16; Summary Table ........................................................................................................ 68 Table 17: Criteria Details .......................................................................................................... 54 Table 18: Contents Of Bid For Consultancy ............................................................................. 55 Table 19: Qcbs Score ................................................................................................................ 57 Table 20: Data Sheet To Be Filled ............................................................................................ 58 Table 21: Team Composition Format ...................................................................................... 62 Table 22: Price Centre Break Up .............................................................................................. 66 Table 23: Price Centre Detailed Break Up ............................................................................... 67 Table 24: Cost Estimate ........................................................................................................... 70 Table 25: Cost Break Up (Miscallaneous Items) ...................................................................... 71 Table 26: Percentage Cost Break Up (Other Works) ............................................................... 72 Table 27: Percentage Break Up For Ahmedabad Metro.......................................................... 74 Table 28: Sensitivity Parameter ............................................................................................... 76 Table 29:Firr Calculation .......................................................................................................... 76 Table 30: Cash Outflow ............................................................................................................ 77 Table 31: Advance Payment .................................................................................................... 79 Table 32: Cash Outflow For Year 2016-2017 ....................................................................... 119 Table 33: Software Details ..................................................................................................... 139 Table 34: Store Management Flowchart ............................................................................... 143 Table 35: Compressive Strength ............................................................................................ 145 Table 36:Grades Of Bar ......................................................................................................... 146 Table 37: Properties Of Admixture ........................................................................................ 149 Table 38: Grading Table ......................................................................................................... 152 Table 39: Grading Table For Coarse Aggregates .................................................................... 152 Table 40: Characteristics Detail ............................................................................................. 154 Table 41: Scoring Matrix ........................................................................................................ 159 Table 42: Monthly Safety Report ........................................................................................... 174 Table 43: Ncr Record .............................................................................................................. 175

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PROJECT:MUMBAI METRO LINE 3

Table 44: Format Of Ncr For Mml3 ........................................................................................ 176 Table 45: Format Of Snag List ................................................................................................ 177 Table 46:Contract Clauses ..................................................................................................... 198

Figure Index Figure 1: Route Map ................................................................................................................ 15 Figure 2:Body Organisation ..................................................................................................... 21 Figure 3: Geoghraphical Representation Of Mumbai .............................................................. 25 Figure 4: Connectivity In Mumbai ............................................................................................ 26 Figure 5: Alignment Of Passengers In Suburban Rail............................................................... 27 Figure 6: Population Growth.................................................................................................... 29 Figure 7: Employment Growth................................................................................................. 30 Figure 8: Population Growth.................................................................................................... 31 Figure 9: Phpdt For Greater Mumbai....................................................................................... 32 Figure 10: Mumbai Metro Inception ....................................................................................... 34 Figure 11:Mumbai Metro Network.......................................................................................... 35 Figure 12: Funding Of Mumbai Metro Line 3 .......................................................................... 41 Figure 13: Funding Breakup ..................................................................................................... 42 Figure 14:Flowchart Showing The Formation Of Insititutional Framework By Goi For Carrying Out Approvals ............................................................................................................ 51 Figure 15:Funding Structure By Jica . ....................................................................................... 53 Figure 16:Cycle For Approval From Jica ................................................................................... 54 Figure 17: Type Of Funding Structure ...................................................................................... 54 Figure 18: Jica Approval ........................................................................................................... 55 Figure 20: Location Of Receptors............................................................................................. 59 Figure 21: Location Of Historical Structures And Landmarks On Peoject Alignment ............. 60 Figure 23: Terractec Tbms Used Along The Alignment Of Mml3 ............................................ 64 Figure 22: Route Of Mumbai Port To Azad Maidan For Ugco2 .............................................. 64 SUBMITTED BY: BHUMIKA RAJ UC5316

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PROJECT:MUMBAI METRO LINE 3

Figure 24: Instituional Framwework Of Organisation In Construction Phase ......................... 65 Figure 25: Insititutional Framework Operating Phase ............................................................. 68 Figure 26: Dashboard Depicting The Clearances In Different Phases Of Project. .................. 69 Figure 27: Alternative Funding ................................................................................................ 69 Figure 28: Approval Process..................................................................................................... 71 Figure 29: Catchment Area ...................................................................................................... 72 Figure 30: Vcf Revenue Estimation .......................................................................................... 75 Figure 31: Flow Chart For Labour License ................................................................................ 85 Figure 32: Flowchart For The User ........................................................................................... 87 Figure 33: Bid Document Details ............................................................................................. 49 Figure 34: Steps Of Bid Design ................................................................................................. 53 Figure 35: Experience Form: .................................................................................................... 62 Figure 37: Work Schedule Format ........................................................................................... 63 Figure 38: Capital Cost Break Up ............................................................................................. 67 Figure 39: Percentage Cost Break Up ...................................................................................... 72 Figure 40: Project Package Details ........................................................................................... 73 Figure 42: Percentage Details Of Ahmedabad Metro Package 1 ............................................ 75 Figure 41: Percntage Details Of Mumbai Metro Line 3 .......................................................... 75 Figure 43: Flowchaet Deoicting Viability Of The Project ......................................................... 78 Figure 44: Outflow Details For Ugc02 ...................................................................................... 79 Figure 45: Cash Outflow Details............................................................................................. 120 Figure 46: Advance Payemnt Details ..................................................................................... 120 Figure 47: Cash Flow Details .................................................................................................. 123 Figure 48: Cash Flow Details For Entire Project Duration...................................................... 123 Figure 50: Design Management Phases ................................................................................. 123 Figure 51;Interface Communication And Coordination Model ............................................. 124 Figure 52:Interface Communication And Coordination Model (Mumbai Metro Line 3) ...... 124 Figure 53: Approval Flowchart For Drawings ........................................................................ 125 Figure 54: Softwares Used ..................................................................................................... 132 Figure 55: Codification Example ............................................................................................ 134 Figure 56: Codification Significance ....................................................................................... 135

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PROJECT:MUMBAI METRO LINE 3

Figure 57: Flowchart For Procurement Of Materials ............................................................. 142 Figure 58:Material Requisition Flowchart ............................................................................. 143 Figure 60: Material Detail ...................................................................................................... 146 Figure 61: Tmt Bars Location ................................................................................................. 147 Figure 62: Segments Location ................................................................................................ 151 Figure 63: Aggregates Location.............................................................................................. 153 Figure 64: Certification Of Hcc ............................................................................................... 155 Figure 65 Certification Of Hcc ................................................................................................ 155 Figure 66 Certification Of Hcc-3 ............................................................................................. 156 Figure 67: Flow Chart For Iso Certification ............................................................................ 157 Figure 68: Monthy Ncrs ......................................................................................................... 175 Figure 70: Billing Flowcart ...................................................................................................... 179 Figure 71: Weekly Details ...................................................................................................... 181 Figure 72: Contents Of Mpr ................................................................................................... 182 Figure 73: Station Excavation Details .................................................................................... 185 Figure 74: S Curve Details ...................................................................................................... 185 Figure 75: Tbm Progress0 ...................................................................................................... 186 Figure 76: Quality Control Graph Format .............................................................................. 186 Figure 78: External Ncr Format .............................................................................................. 187 Figure 77: Internal Ncr Format .............................................................................................. 187 Figure 79: Quality Report Format For Materials.................................................................... 188 Figure 80: Format For Calibration Of Equipments ................................................................. 188 Figure 81: Manpower Status0................................................................................................ 189 Figure 82: Covid -19 Fightback ............................................................................................... 190 Figure 83: Closure Of Project Flowchart ................................................................................ 193 Figure 84: Flowchart For Project Handover ........................................................................... 194 Figure 85: Defects Liability Flowchart .................................................................................... 198

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PROJECT:MUMBAI METRO LINE 3

CHAPTER 1:INTRODUCTION

‘

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PROJECT:MUMBAI METRO LINE 3

1. PROJECT DETAILS

Mumbai is the capital of Maharashtra, one of the most economically developed states of India. It is among the largest cities in the world, with a total metropolitan area population of over 27 million as of 2016 and a population growth rate of around 2% per annum.Being the 2nd largest city in the world (population wise), travelling in Mumbai is a crucial matter as it is a major hub for many financial and IT hubs all over the world.

For this, the Mumbai Metro system is an urban Mass Rapid Transit System (MRTS) serving Maharashtra’s capital. Its development has been entrusted to the Mumbai Metropolitan Region Development Authority (MMRDA), who in 2004 came out with a 146.5 km master plan with multiple lines. The MMRDA has so far implemented 1 metro line to connect Versova in the western suburbs with Ghatkopar in the eastern suburbs. In 2015, a new 118 km master plan was approved and the new government has provided much needed impetus for the development of 2 lines (Dahisar E – Andheri E & Dahisar – D.N. Nagar) in addition to the upcoming Colaba-SEEPZ line.

In 2011, MMRDA unveiled plans for an extended Colaba-Bandra-SEEPZ metro line. The 33.5- kilometre (20.8 mi) Colaba-Bandra-SEEPZ line is built at cost of ₹21,000 crore (US$3.2 billion) and will be the city's first underground metro line. It will have 27 stations.

1) Project name: Mumbai Metro Line-03, Underground Construction 2) Project Turnkey

type:

EPC

Type,

Figure 1: route map

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MUMBAI METRO LINE 3

1

.

PROJECT FAMILY TREE PLANNING COMMISION OF INDIA 12 TH NATIONAL DEVELOPMENT PLAN OF INDIA NATIONAL URBAN TRANSPORT POLICY (2006)(Ministry of Home and Urban Affairs)

Mumbai urban transport Project(MUTP) (MMRDA) BODY:MMRDA ( Mumbai Metropolitan and regional Development Authority ) PROGRAM Mumbai urban transport Project(MUTP) (MMRDA)PROJECTS Mumbai metro master plan ,Mumbai trasnharbour link, bus stop terminals Virar to alibaug corridor. (refer pg 10)

Mumbai Metro master plan(2004)under Metro railways act 1978(refer pg 10) phase 1 phase2 phase 3

PROJECT Mumbai metro line 3(UNDER PHASE 1) Body:MMRC ( Mumbai Metrol rail corporation ) SPV special joint vehicle formation in 2008 Traction

PACKAGE 1&7 l&t

PRELIMINARY ACTIVITY

FEASABILITY STUDY SELECTION OF AGENCIES/SUB CONTRACTORS

DESIGING

PREPARING ARCHITECURAL DRAWINGS PREPARING STRUCTURAL DRAWINGS

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PACKAGE 3

PACKAGE 2

PROJECT PLANNING

PACKAGE 4

CARRYING OUT CIVIL CONSTRUCTION WORKS FOR STATIONS

DEFINITIVE DESIGN AND PLANNING SCHEDULE PREPARING ONTHLY PROGRESS DATA

BOTTOM UP METHODOLO GY CONSTRUCTIO N

WorksCON Package SORTIUM DEPOT AT 11B Power OF Track AAREY. Package 15 Package 12 Package 14 PACKAGE CONTRACT WorksM/s ALSTOM Supply :Tunnel :Automatic Signaling 5&6 WorksM/s OR :SAM LARSEN & TRANSPOR Ventilation & Fare & Train LARSEN & (INDIA) TOURBO LI T INDIA J.kumar Environment Collection control, TOURBO LI LTD & MITED BUILTWELL al Control MITED ALSTOM PVT LTD System TRANSPOR T S.A. CARRYING OUT OPERATION AND MOBILISATION OF QUALITY MISCALLANEOUS COMMISSIONIN CONSTRUCTION CASTING YARD A INSPECTION PLAN WORKS WORKS FOR G WADALA TUNNELING

INITIAL DRIVE

MAIN DRIVE

CASTING YARD SET UP SEGMENT PROCESSING

RISK ASSESMENT MATERIAL TESTING

HR DEPARTM ENT

Package 16A Esca lator Works

Package Package 17 16BElavat Rolling or/Lift Stock Works

WORKPACKAGES

WORKPACKAGES

SECURITY MAINTENANCE

BREAK THROUGH

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MUMBAI METRO LINE 3

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PLAN:

Government of India Planning commission (NITI AYAGAG) 12th Five Year Development Plan (FYP) which was the last plan as planning commission was dissolved in 2014 with NITI ayagog.

It consists of various policies :    

Health Education Infrastructure Urban transport

My project falls under : National Urban Transport Policy-2006 (NUTP-2006). Recommendations of Working Group on Urban Transport for 12th Five Year Plan NUTP 2006 highlights the intrinsic linkage of transport demand and land use planning and the need to develop an integrated master plan for each city. Accordingly, each city should develop comprehensive mobility plan during the 12th five year plan with focus on accessibility, mobility and traffic flow (in that order).

10 goals have been identified in the 12th Five Year Plan (FYP) in line with the National Urban Transport Policy2006 (NUTP-2006).



To create an effective institutional and Implementation framework that will manage the huge investments envisaged;



To build capacity of state and city officials and other stakeholders – today hardly any state or city has an urban transport professional on its roles;



To create facilities for walking and cycling in all 2 lac+ cities and State capitals – these are non-polluting modes that do not use fossil fuels and provide social equity;



To develop an upgraded cycle rickshaw as an integral part of the last mile connectivity for city wide public transport network – this is a non-polluting mode that does not use fuel and provides employment.



To augment public transport with part funding from Government of India so as to:



To improve accessibility and mobility in cities through:



To provide grade separated entries and bye-passes for through traffic;



To improve road Safety and security against vandalism, crime and terrorism – introduce a system of safety audit;

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MUMBAI METRO LINE 3



To use technology for multimodal integration, enforcement and traffic management;



To promote innovation, research and development in guided transport; and to support pilot projects with 100% funding from Government of India.

Metro Rail: The detailed feasibility can be examined and DPR can be prepared even for 2 million plus cities as it would take a total of about 5 years for the DPR preparation and project sanction and another 5 years for project implementation. A city with smaller population may also require Metro if its shape is linear, ridership on the projected corridor is high and Metro is justified as per Comprehensive Mobility Plan and Alternatives analysis.

However before metro rail can be sanctioned, it would be desirable for the city to have atleast 1 million ridership per day on organized public transport.

Bifurcation of cost component wise : Table 1: cost break up of all components

S.No

Component

Investment (Rs in Cr)

1.0

Street Network - New Areas

1,01,159

1.1.1

Pedestrian, NMV, Streetscaping

15,174

1.1.2

Road

85,985

2.0

Street Network - Upgradation

66,059

2.1.1

Pedestrian, NMV, Streetscaping

27,335

2.1.2

Road

38,724

3.0

TOTAL STREET INFRASTUCTURE

1,67,218

4.0

PUBLIC TRANSPORT

2,02,628

4.1

Buses

13,759

4.2

BRTS

29,603

4.3

Metro Rail

1,30,726

4.4

Commuter / Regional Rail

19,780

4.5

Bus Infrastructure

8,760

4.5.1

Depots

5,220

4.5.2

Terminals

1,280

4.5.3

Workshops

2,260

5.1

ITS and ATC

8,520

5.2

Parking

1,943

6.0

Institutions and Capacity

Building

5,000

7.0

Innovations, R&D and pilot projects

1,000

8.0

NMT and IPTS projects

2,000

GRAND TOTAL

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3,88,308

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MUMBAI METRO LINE 3 2.1

NATIONAL TRANSPORT F UND:

Fund Allocation

25%

75%

total fund

fund for metro rail

In order to achieve the above goals, a total investment of about Rs.3, 88,308 crore is required in the 12th FYP from all sources, 1,30,726 was the fund allocated for metro project across the country .

2.2

PROGRAM

PROGRAM:Mumbai urban transport Project phase 2(MUTP)- ongoing GOVERNING BODY: (Governed by :MMRDA) NODAL AGENCY (SPV):Special Joint Vehicle : MMRC

COMMITTED TRANSPORT NETWORK: 2031. Recommendations of Working Group on Urban Transport for 12th Five Year Plan

]

The starting point for developing the horizon year (2031) transport network is the base year (2010) transport network. Several studies have been carried out for identifying and prioritizing the transport corridors in MMR. The major projects that are under active implementation/under progress are as follows: • Capacity enhancements to Mumbai sub‐urban railway system under Mumbai Urban Transport Project: Rail Component (Phase‐I & Phase‐II) • Mumbai Metro Line 1 and Line 2 , Mumbai Monorail Phase 1 • Mumbai Urban Transport Project: Road Component • MUIP Improvements All the committed transport network in Greater Mumbai have been considered while preparing the horizon year (2031) transport network Final Report November, 2011 2‐6 SUBMITTED BY: BHUMIKA RAJ UC5316

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2.3

FORMATION OF MMRDA :

In order to enhance public transport system and to solve various transport related problems in Mumbai, Mumbai Suburbs and Region, GoM vide GR dated 12th February,2008 established the formation of UMMTA and specified the composition of Main Committee under the chairmanship of Chief Secretary, GoM and also the formation of Sub Committees A Master Plan for Mumbai Metro was prepared in 2004 which proposed implementation of metro corridors in three phases i.e. Phase 1: 2005‐2011, Phase II: 2011‐ 2016 and Phase III: 2016‐2021. MMRDA has carried out DPR studies for all the three Phase I metro corridors during the period 2005‐2009 (Line 1: Versova ‐ Andheri ‐ Ghatkopar, Line 2: Mankhurd ‐Bandra ‐ Charkop and Line III: Colaba ‐ Bandra). In 2010, MMRDA also carried out the DPRs of four lines of Phase II & III. Among these, RITES carried out the DPR for BKC - Kanjur Marg (via Air port) with extension from BKC to Mahim (Total Length - 23.5 km). (Executive Summary March, 2012 0-i MUMBAI METRO MASTER PLAN) To decongest the existing public transport systems and increase mobility across the Region, DMRC in 2004 prepared a Metro Master Plan for Mumbai. A total of 146.5 km of network had been planned for MMR, to be implemented in three phases, Phase 1: 2005‐2011, Phase II: 2011‐ 2016 and Phase III: 2016‐2021 PROJECTS UNDER Mumbai urban transport Project (MUTP) (MMRDA) Table 2: list of projects

1

Mumbai metro master plan

2

Mumbai metro –line1

3

Mumbai metro –line 2A

4

Mumbai metro –line-2B

5

Mumbai metro –line 4

6

Mumbai metro –line 5

7

Mumbai metro –line 6

8

Mumbai metro –line 7

9

Mumbai metro –line 8

10

Mumbai metro –line 9

11

Mumbai monorail

12

Mumbai trans harbour link

13

Multimodal corridor from virar to alibaug.

14

Wadala truck terminal

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3

FORMATION OF MMRC

INNOVATION, CAPACITY BUILDING AND GENERAL SUPERVISION - FORMATION OF NATIONAL URBAN RAIL TRANSIT CORPORATION (NURTC) All the metro rail projects are to be covered under the Metro Railways (Construction of Works) Act, 1978 and the Metro Railways (Operations and Maintenance) Act, 2002. However, the present Acts need some amendments to bring more specific provisions regarding PPP projects and also to empower State Governments within the ambit of the Constitution.

It was suggested the Central Government should form NURTC to assist the State Governments in realizing their MRTS schemes. NURTC could take over such projects on a turnkey basis on deposit terms or function as General Consultants to the Special Purpose Vehicles which will be set up by the State Government for implementing and operating the MRTS project. Wherever the State Governments wish to employ International Consultants, NURTC should be engaged as Prime Consultants to safeguard the interest of the State Government and the Central Government.

Thus MMRC was formed:To justify the above statement flowing chart is prepared :

Project name

Nature

MUMBAI METRO LINE 3

UNDERGROUND.

Setting Up of Special Purpose Vehicle (SPV) (2011,Detailed Project Report for Through Metro Corridor: Colaba – Bandra –SEEPZ)Final Report November, 2011 13‐2 Formation :An SPV named MMRC (Mumbai Metro Rail Corporation Ltd.) was incorporated on 30.4.2008 with the mandate “To establish, Operate and Maintain Guided Urban Transit Systems in and around Mumbai City so as to meet the urban transport needs of Mumbai”.

Role :Vehicle (SPV), vested with adequate powers, is an effective organizational arrangement to implement and subsequently operate and maintain a metro rail project mumbai urban transport policy 2 -MMRDA is the governing body

MMRC (appointed by MMRDA) as per suggestion

by Central Government in 12th five year developemnt plan.

Mumbai Metro L ine 3(MMRC)

WORK PAKAGES (17Awarded to different contrators) Figure 2:body organisation

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3.1

PROJECT

PROJECT :Mumbai MTERO LINE 3 GOVERNING BODY: (Governed by :MMRC)

MUMBAI MTERO LINE 3 (MMRC) Through Metro Railways (Amendment) Act, 2009, the Metro Railways (Construction of Works) Act, 1978 & its amendment and the Delhi Metro Railway (Operation & Maintenance) Act, 2002 were amended and their provisions have been made applicable to all metropolitan areas in India. It is, therefore, recommended that the construction of Colaba – Bandra – SEEPZ metro line is taken under the Metro Railways Act 1978. As and when the comprehensive Metro Act is processed and enacted, it will give the required legal cover for the Operations and Maintenance of Colaba – Bandra – SEEPZ metro line.

The Aqua Line of the Mumbai Metro, also known as Line 3 or the Colaba–Bandra-SEEPZ line, is a part of the metro system for the city of Mumbai, India of which construction has been initiated. When completed, the 33.5km long line will be the first underground metro line in Mumbai Though 2,150 trains hurtle through the city, carrying millions of Mumbaikars to their destinations but for the 75 lakh odd commuters, every day brings with it the challenge of searching for foot-space in a train that cannot hold a pebble more. Time has truly come for ‘the lifeline’ of Mumbai to now change to Metro –a grade separated rail based Mass Rapid Transit System he project is being implemented by the Mumbai Metro Rail Corporation Limited (MMRCL). The line starts at Cuffe Parade, will run through Nariman Point, Churchgate, CSMT, Girgaon, Worli, Dadar, Mahim, Bandra-Kurla Complex, Santacruz (East) and past the domestic and international terminals of Mumbai Airport, through Andheri MIDC and terminates at SEEPZ..

MUMBAI METRO LINE 3

MAPLE (GC)

PACKAGE 1&7(L&T AND SHANGHAI TUNNEL ENGINEERING CO.)

PACAKGE 2(HCC AND MOSCOW MOSMETROSTROY)

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PACKAGE 3( DOGUS AND SOMA)

PACKAGE 4(CONTINENAL ENGINEERING CORP, ITD CEMEMTATION AND TATA PROJECTS

PACKAGE 5&6(J.KUMAR INFRA PROJECTS AND CHINA RAILWAY TUNNEL GROUP)

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Table 3: work package details

DETAILS OF THE PROJECT WORK PACKAGE 1

Project Name :Mumbai Package 2, Line 3 (underground), Mumbai Metro

2

Objective:To construct two parallel underground tunnels by using TBM (Tunnel Boring Machine) for Mumbai metro line 3 including four stations – CST Metro, Kalbadevi, Girgaum and Grant Road.

3

CLIENT : MMRC (Mumbai Metro Rail Corporation Limited)

4

DURATION OF PROJECT (As per contract) – 1638 days TENDER PROJECT COST – Rs. 2115.3 crores MUCK DISPOSAL SITE – Mhape MIDC and Ambernath

5

HCC – MMS JV ( Joint Venture between Hindustan Construction Company and Mosmetrostroy). (HCC – 74% and MMS 26%)

6

Design and construction of Underground Stations namely CST Metro, Kalbadevi, Girgaum and Grant Road and Twin Tunnel between CST and Mumbai Central – Up Line (from Ch. 3770.58 m to Ch. 7842.62 m) and Down Line (from Ch. 3801.05 to Ch. 7860.22 m) by TBM including Scope of works comprising of Civil, Architectural, E&M works as defined in

7

EPC (Engineering, procurement and construction) Contact. EPC Contractor is responsible for all activities engineering, procurement and construction and hand – overs the project to the owner

8

LDC (Lead Design Checker) – Amberg (Singapore based frim)

9

DDC (Detail Design Consultant) – Ayesha

10

Jica(60%) mmrda (40%) Note*JICA wont fund the depot at aarey, it will only fund the stations and tunnels

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CHAPTER 2:NEED AND DEMAND ESTABLISHMENT

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3.2

INTRODUCTION

Figure 3: geoghraphical representation of Mumbai

1

India

MMR

MCGM

Population 2011 Census (in millions)

1,210 (1.21 billion)

23 (0.023 billion)

12 (0.012 billion)

Area (Sq. km)

3,287,240

4,253

438

Density - Persons per sq. km

382

5,361

28,310

Urban Population (%)

32%

94%

100%

GDP Per Capita (USD/annum)

$1,626.62

$2,120.18

$2,570.73

Particulars

Mumbai is the most populated city of india and it comprises of major urban population, also Mumbai is divided into various areas like eastern areas , western areas, island area and central areas which fall into into Mumbai metropolitan region (MMR) and greater Mumbai so for connectivity various modes of transport are required. (P R K MURTHY, METRO PIU MMRDA,13 MAR H 2018,INVESTMENT OPPORTUNITIES & CHALLENGES)

1

is.org.in/pdf/aiib/13%20march%202018/Plenary%20II/Mr.%20PRK%20Murthy.pdf SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3 3.3

MUMBAI URBAN TRASBPORT CONNECTIVTY

Figure 4: connectivity in Mumbai

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Figure 5: ALIGNMENT OF PASSENGERS IN SUBURBAN RAIL

LIMITS 2

CAPACITY

Average Standees Per Coach(MUMBAI)

12 pass/Sq.m

US Federal Transit Administration Report (1996) Totally Intolerable

5 pass/Sq.m.

Unacceptable

- 8 pass/Sq.m.

Inference :This shows how delapitated the condition of Mumbai subrail system network is as it carries excessive no of passengers in contrast to the permissible limits.

To overcome all the problems and further to put a stop to the effects there arises a need to develop more urban transport facility.so therefore to address all the effects there is a demand of providing more transport facility in the city.so in thi section a need and demand of the project is established.

Any transport facility can be choosen from :( METRO RAIL POLICY 2017)     

2

Busways and Bus Rapid Transit System (BRTS. Light Rail Transit (LRT): Tramways Metro Rail Regional Rail Options of Mass Rapid Transit Systems(MRTS) i. The mass transit systems in cities/ urban agglomeration can be broadly classified into the following 5 categories:

http://ris.org.in/pdf/aiib/13%20march%202018/Plenary%20II/Mr.%20PRK%20Murthy.pdf SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

a. Busways and Bus Rapid Transit System (BRTS): Busways are physically demarcated bus lanes along the main carriageway with a segregated corridor for movement of buses only. At the intersections, the buses may be given priority over other modes through a signalling system.

BRTS, is an enhanced form of a busway which incorporates features such as facilities including operations and control mechanism. b. b. Light Rail Transit (LRT): LRT is generally at-grade rail based mass transit system, which is generally segregated from the main carriageway. c. Tramways: These are at-grade rail based system that are not segregated and often move in mixed traffic conditions. c. d. Metro Rail: Metro rail is a fully segregated rail based mass transit system, which could be at grade, elevated or underground. Due to its physical segregation and system technology, metro rail can have a very high capacity of 40,000 – 80,000 passengers per hour per direction (PPHPD). Metro systems also include monorails, which, however, has lower capacities and higher maintenance cost d. Regional Rail: Regional rail caters to passenger services within a larger urban agglomerate or metropolitan area connecting the outskirts to the center of the city. The services have greater number of halts at smaller distances compared to long distance railways but fewer halts and higher speeds compared to metro rail.

Conclusion :Choice of Metro Rail as a Mode of Mass Transit: The choice of a particular MRTS will depend on a variety of factors like demand, capacity, cost and ease of implementation. A BRT or LRT systems at grade may require linear pathway to be carved out of existing land if additional space cannot be made available on the sideways and will reduce the space for other traffic depending on the width of existing roads. LRTs and Tramways without horizontal separation will have reduced speed and hence reduced capacity. The capacity of MRTS is generally denoted by passengers per hour per direction (PPHPD). 





3

A BRTS typically has a capacity of 10,000-15,000 PPHPD on a single lane but can be enhanced with additional lanes. Comparatively metro rail systems are able to carry much higher passenger volumes of 60,000 PPHPD and can go up to 80,000.

Such rail based systems also generally provide rapid service, a higher quality ride and service regularity due to grade separation. iii. It is pertinent to observe that the above mentioned capacities of different systems can be at best, a guidance parameter and choice of mode will depend on the overall feasibility of the transport systemhttp://mohua.gov.in/upload/whatsnew/59a3f7f130eecMetro_Rail_Policy_2017.pdf3 (METRO RAIL POLICY 2017) Further feasibility study is carried out on which type of mode of travel is suitable for the city on the basis of various parameters.

http://mohua.gov.in/upload/whatsnew/59a3f7f130eecMetro_Rail_Policy_2017.pdf 3

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3.4

DECIDING PARAMETERS O N WHY MUMBAI METRO L INE 3 METRO WAS CONCEIVED AND NOT OTHER MODE OF TR ANSPORT.

STUDY IS INCLUSIVE OF : A weighted decision matrix therefore allows decision makers to structure and solve their problem by: 1. Specifying and prioritizing their needs with a list a criteria; then 2. Evaluating, rating, and comparing the different solutions; and 3. Selecting the best matching solution.

A weighted decision matrix is a decision tool used by decision makers

A decision matrix is basically an array presenting on one axis a list of alternatives, also called options or solutions, that are evaluated regarding, on the other axis, a list of criteria, which are weighted depending on their respective importance in the final decision to be taken.4 EXPECTED TRANSPORTATION SCENARIO IN MMR

Employment

Population 2005

7.6 milllion

20 MILLION 2014

15.3 million

34 million

Vehicluar tarnsportation

2.2 million

9 million

Figure 6: population growth

3.5

POPULATION

The population growth in the island area over the 30 year period between 1971 – 2001 is only 9 percent. However, the growth in suburbs (western and eastern) has been phenomenal. The suburban population has grown to almost 300 percent over the same period. As evident, the share of island

4

: project management book 4 SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

population has been declining continuously. The proportion of island area population in total Greater Mumbai has declined to 28 percent in 2001 from 51 percent in 1971. The share of suburbs has gone up to almost 72 percent of the total population of Greater Mumbai. Also, in 2001, the proportion of population in Western suburbs is almost 43 percent of the total population of Mumbai while that in eastern suburbs is only 29 percent.

Employment: The employment growth during 1971‐1998 in different areas of Greater Mumbai is shown in. The share of employment in Island City has fallen to 56 percent in 1991 from 72 percent in 1971. However, it has increased to 61 percent in 1998. The share of employment in western suburbs was around 25 percent of total employment in Greater Mumbai in 1998 and that of eastern suburbs was about 15 percent.

Table 4: population growth

Employment (lakhs) 60 56.9

50

51

40 30 20 10

31.2 22.6 23

22.3

20.5 19.3 11.4

14.9

11.1

3.9 5.9 1.5 2.1 1.6 0.2 4.9

5

4.5 9.1

1.1

0 2005

2031

island

western

eastern

total MCGM

Thane

mira bhayander

bhiwandi

vasai-vihar

sez

alibaugh

navi mumbai

Figure 7: employment growth

Inference : The above bar chart depicts that the employment will increase it shows that employment will increase highest in island area which is 20.5 million from total Municipal Corporation of Greater Mumbai (MCGM)area so as employment oppurtunities increase in that area but the population of other areas have

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MUMBAI METRO LINE 3 increased but the employment opurtunities has decreased , if we see south mumbai is the borough, people from western , eastern and central areas of Mumbai will have to travel to south Mumbai for employment purpose

Population Growth(MMR) 40 35 30 25 20 15 10 5 0

34 27 22.4 18.4 13.4

9.9

1981

1991

2001

2011

2021

2031

population

Figure 8: population growth

Inference : From the above bar chart we can say that the population will increase and to cope up with that more transportation facilities should be provided. The share of suburbs has gone up to almost 72 percent of the total population of Greater Mumbai. Also from 2001 the population has become 1.8 times which is 34 million. The proportion of island area population in total Greater Mumbai has declined to 28 percent in 2001 from 51 percent in 1971. The share of suburbs has gone up to almost 72 percent of the total population of Greater Mumbai (CTS for MMR, by MMRDA).

Range of Population and Employment Levels Source: CTS for MMR, by MMRDA

3.6

TRANSPORT SCENARIO

Comprehensive Transportation Study (CTS) for Mumbai Metropolitan Region estimated total daily demand of 34.3 million trips per day by all modes ‐ of which 60% are by walk. Among the total trips by mechanized modes, 73% trips are by public transport and 9% by para‐transit modes. The Study also indicates the low annual growth rates of public transport trips. During the decade 1991‐2001, the average annual growth rate of trips by rail was 1.8 % whereas for buses, the scenario was negative Source: CTS for MMR, by LASA5

Daily ridership 2016 COLABA BADNRA SEEPZ

5

2025

2031

Max. PHPDT

Daily ridership (in lakh)

Max. PHPDT

Daily ridership (in lakh)

Max. PHPDT

Daily ridership (in lakh)

25700

10.06

39000

13.87

42000

16.99

Detailed Project Report for Through Metro Corridor: Colaba – Bandra – SEEPZ SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

Inference :As phpdt is 420000, metro is a viable option according to the metro policy of india which states that metro rail can have a very high capacity of 40,000 – 80,000 passengers per hour per direction (PPHPTD).

3.7

VEHICULAR GROWTH:

Table 5: phpdt demand

Mode

PERSON TRIPS Passenger Travel Demand for Greater Mumbai (Within MMR) in lakhs – Horizon Period 2019-34, Morning Peak Period (6:00 to 11:00 Hrs.)

MODE

2014

2019

2024

2034

Car

3.62

5.16

5.39

5.73

TW

4.60

4.05

4.24

4.50

Auto

1.80

2.30

1.31

1.41

taxi

2.07

3.27

1.15

1.35

bus

10.89

11.73

7.14

7.58

suburban

18.51

22.10

21.93

25.34

metro

1.03

1.41

1.55

2.052

total

42.53

50.02

56.65

66.43

Passenger Travel Demand for Greater Mumbai (Within MMR) in lakhs – Horizon Period 2019-34, Morning Peak Period (6:00 to 11:00 Hrs.) 30 25 20 15 10

20342024

5

2019

2014

0 CAR

TW

AUTO 2014

TAXI 2019

2024

BUS 2034

SUBURBAN

METRO

Figure 9: PHPDT for greater Mumbai

INFERENCE: there was a total increase of 23.9 lakh in vehicular passenger travel demand from 2014 to 2034, highest share was observed by local train which is suburban rails during peak period and lowest was observed in MODE SPLIT auto3.8 passenger travel demand so to avoid congestion and traffic on roads , to reduce emission of Co2 and reduce noise pollution is is better to opt for metro rather than any other mode of transport.

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Chart Title

METRO SUBURBAN BUS TAXI AUTO TWO WHEELER CAR 0

1000000

2000000 trip per day 2014

3000000

4000000

5000000

6000000

trip per day 2005

Inference : Comparison of mode-split assessed for Greater Mumbai in 2005 (CTS for MMR Study) and 2014 (CMP for Greater Mumbai study) is presented in Table 4-9. It may be inferred that, major mode split changes have happened during the last decade. Public transport share has been decreased from 83% to 61.2% which is alarming. 

The major reasons for fall in public transport share is due to slow capacity enhancements to suburban rail system, delays in metro implementation, high private vehicle growth, increasing travel time of road based public transport system, etc.

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MUMBAI METRO LINE 3







It was decided to undertake metro because as we can see in the graph that majority load of the passengers is catered by the suburban rail system,and then buses and taxis and other intermediate road transport so to avoid congestion and traffic on roads it was undertaken Another major reason is the public transport(suburban rail) is way too crowded and has hardly any good facilties and comfort so residents usually take the private vehicle and other sources to travel, if metros are provided with all the comfort and good speed public may use metros more often which will reduce the further congestion.

So it was finally decided to go with metro rather than expanding other modes of transport as subrails are lifeline of the city which already carry 5402711 trips per day and buses carry 3541567 trips per day across Mumbai city(as per MMR STUDY 2014-2016) which is way too much so to distribute the passengers and for making their life easy metro was selected.

Putting the idea forth of Mumbai metro in 1969 Proposing the idea and carrying out feasibility study by Mumbai Metro Planning Group (MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma) prepared feasibility report and suggested implementation of 7th Rail Corridor as Metro Rail system 1997

Indian Railways established Metropolitan Transport Projects (MTP) in 1969 carried out study.

2 new Metro Corridors were Identified & Feasibility report in 1979;  

6th Rail Corridor; Fort Market-Wadal-Goregaon – 7th Rail Corridor; Colaba-Bandra-Kurla-Airport Mumbai Metro Planning Group (MMPG, a A consortium of TCS, CES, Autoriders, Lok 2 new Metro Corridors Housing, PB & Construma) prepared 01979; by (MMPG, a A feasibility report and suggested consortium of TCS, CES, implementation of 7th Rail Corridor as Autoriders, Lok Housing, PB Metro Rail system 199Line 3 & Construma) Line 3 is expected to reduce road congestion, besides reducing the load on the Western Line between Bandra and Churchgate.

6th Rail Corridor; Fort Market-Wadal-Goregaon 7th Rail Corridor; ColabaBandra-Kurla-Airport MMPG suggested implementation of 7th Rail Corridor as Metro Rail system 1997

To connect island city of Mumbai with the suburban areas The share of employment in Island City has fallen to 56 percent in 1991 from 72 percent in 1971

The introduction of the metro lines is expected to reduce the number of private vehicles, informal public transport, and bus trips in the city. As motorized vehicles are major contributors to poor air quality, this modal shift Figure 10: mumbai metro inception can contribute to a better urban environment by reducing vehicle emissions as well as environmental, business, and social costs associated with traffic generation and congestion. Road safety will also improve.

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MUMBAI METRO LINE 3

Figure 11:Mumbai metro network

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LINE 3 IS THE ONLY METRO LINE PROVIDING FULL CONNECTIVITY IN SOUTH MUMBAI

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MUMBAI METRO LINE 3

4

UNDERTAKING CONSTRUCTION OF METROLINE 3 AS UNDERGROUND:

In the previous Congress-NCP had decided to construct all metro lines underground but after delays and difficulties caused by acquiring land for Line 1 they altered the decision However, Chief Minister Fadnavis believes that the two proposed lines can be constructed quicker and cheaper if they were elevated due to the proposed route of the alignment. The Government plans to implement all future metro lines (except Line 3) as elevated corridors. On 15 June 2015, the MMRDA announced that it would implement Line 2 of the metro in three parts. The Andheri-Dahisar line will have connectivity with the existing Line 1 and the proposed JVLR-Kanjurmarg line (Benchmark foe estimation of metro projects ,Ministry for urban and housing affairs).

Table 6: block estimate Block estimate for underground: and Block estimate for elevated 6

Unit cost excluding taxes and duties at January, 2019 price level (Rs. in crore) Description

Unit

Unit cost

Remarks

Elevated section including station portion and ramp Underground Station Per (civil including Station 125 finishes)

RKM

37

Separate provision should be made for special spans required crossing of river and lake

Underground tunnel by tunnel boring machine and cover method Elevated Station (Civil including Per finishes) excluding Station 26 viaduct in station portion

RKM

125

Length of station box(es) of underground station(s) should be excluded while calculating 1.2 Section by Tunnel RKM 125 the length of UG section by TBM. Generally, Boring Machine underground ramp is constructed by cut and (TBM) and Cut & cover which is of very small length and is Cover clubbed with TBM/station work.



Metro line 3 is the only metro line which provides full connectivity to the south Mumbai , considering in mind that south Mumbai is a plush locality and also has many heritage structures , the marine drive the elevated line would create an obstruction to the view of the area .

6

Estimate based on metro policy (2017)http://mohua.gov.in/upload/uploadfiles/files/Report%20on%20Benchmarking%20for%20Cost%20Estimation%20of%20Metro%20 Rail%20Projects.pdf 6

https://www.technoarete.org/common_abstract/special_pdf/special_34627.pdf

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MUMBAI METRO LINE 3



So underground line was proposed as Though it was expensive it would have a longer life period than elevated metro line



it would be constructed underground so it will reduce the congestion in the areas as there would be no need of erecting piers or viaducts needed for elevated which will be reduce the traffic and save space.

These projects are usually funded by the World bank with very low interest rates at free of custom duty because they reduce large amount of co2 emission done by the vehicle Underground metro electrification system has less number of components and a very simple design as compare Expected life of elevated metro is much less than underground metro- due to the above ground steel and concrete structures.

Interconnectivity of elevate d metro route with other routes cannot be done but it is possible in the case of underground metro.

Operation and maintenance cost of underground metro is very less because it is unaffected by external weather conditions.

Additional traffic capacities were provided for individual transport.

Architectural quality and the aesthetical view of a particular city can be maintained by underground metro Comparatively metro rail systems are able to carry much higher passenger volumes of 60,000 PPHPD and can go up to 80,000.

Such rail based systems also generally provide rapid service, a higher quality ride and service regularity due to grade separation

        

Conclusion : With completion of the metro lines, the model indicated that the share of public transport will increase to about 75% compared to a share of below 70% without metro rail. The development of metro lines will reduce the share of trips by two-wheelers (from 13.7% to 7.1%), bus (from 27.7% to 11.6%), taxi and auto rickshaw (from 8.5% to 4.2%), and suburban train (from 40.6% to 36.2%), while the overall mode share of the metro is expected to rise from 1.6% to 32.0%..

So keeping in mind all the factors explained above underground metro line was chosen for the route from Seepz to Colaba to be constructed underground,while other lines are to be made elevated .

5

ECONOMIC FEASIBILITY

The economic appraisal of Colaba – Bandra – SEEPZ MRT Corridor in Mumbai has been carried out within the broad framework of Social Cost –Benefit Analysis Technique. It isbased on the incremental costs and benefits and involves comparison of project costs and benefits in economic terms under the “with” and “without” project scenario In the analysis, the cost and benefit streams arising under the above project scenarios have been estimated in terms of market prices and economic values have been computed by converting the former using appropriate shadow prices. This has been done to iron out distortions due to externalities and anomalies arising in real world pricing systems. The annual streams of project costs and benefit have been compared over the analysis period of 34 years to estimate the net cost/ benefit and to calculate the economic viability of the project in terms of EIRRThe Economic Internal Rate of Return (EIRR) for the project has then been arrived using

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MUMBAI METRO LINE 3

COST OF COLABA BANDRA SEEPZ METRO SYSTEM COST COMPONENT

Rs in million

Construction cost

149701

Total construction cost

149701

Land cost

15865

Govt land

10880

Private land

4985

Total cost with land

165566

Taxes

28419

Central taxes

20432

State taxes

5035

Insurance

2952

Total cost with taxes w/o land

178120

Total cost with taxes &l and

193984

Discounted Cash Flow technique to the net benefit stream at economic prices The project cost comprises capital cost and operation & maintenance cost. The Cost components considered for the purpose of this exercise include:Capital cost of infrastructure (civil engineering, land, track, power supply, tractionsystem, signaling and telecommunications, etc.) and rolling stock.Operating cost of MRTS,Maintenance and Replacement costs

ESTIMATED COST TO ECONOMY FOR CBS MRT CORRIDOR System 2016-2017

cost

Rs in million

COST AT SEPT’11

209269

COMPLETION COST

190277

OPERATING COST

4609

CAPITAL COST ESTIMATES The basic Project cost of the metro corridor at September 2011 prices is estimated at Rs149,701 Million. The cost of land is estimated at Rs.15,865 Million. Of the total land cost, Rs4,985 Million is cost of private land and the cost of government land is estimated at Rs10,880 Million. The total cost of project including land cost, is estimated at Rs 165,566 Million.

6

MODEL FAILING UNDER PPP MODEL(2009)

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MUMBAI METRO LINE 3 Ministry of Finance Department, Department of Economic affairs has introduced a scheme for support to public private partnership (PPP) in infrastructure. G.O.I. has made provision to financially support the viability gap to the tune of 20% of the cost of the project in the form of capital grant from its viability gap fund.

The scheme is confined to Public Private Partnership projects taken by the Government or its agencies, where the private sector is selected through open competitive public bidding. Under the scheme of Government of India, a provision has been made that Government of India’s support will be limited to tune of 20% of the cost of the Project. It is also mentioned that State Government or its agencies that owns the project may also provide additional grants out of its budget not exceeding further 20% of the total cost of the Project. (vgf scheme, infrastructure development board (viability gap funding ), n.d.) 7

7

CHOOSING EPC MODEL (2011)

For construction of underground metro which is a social sector its difficult to get high interest rates in return when compared to commercial sector so private biddersshow lack of interest in investing money due to low rate of return due to all the reasons EPC contract is more prominent in under ground metro constructions rather than PPP contracts.As cities are growing at a fast pace, metro will be an important constituent of the transport mix. Metro is more capital-intensive as it requires everything from land acquisition to civil works, signalling, and rolling stock. The capital-intensive nature of such projects does not allow private players to get a return on their investments easily.

8

FUNDING OPTIONS

FUNDIMG OPTIONS Equity

DMRC/BMRC pattern of Financing: Under this pattern a Special Purpose Vehicle (SPV) is set up for the implementation of the project and for its subsequent Operation & Maintenance. Under this arrangement Government of India and Government ofMaharashtra (GOM) shall make equal contribution and run SPV as a commercial enterprise.

JICA Loan

Overseas Development Loan from Japan Bank for International Cooperation (JICA) can be availed of for metro rail projects. The prevailing interest rate is 1.40% p.a.The loan is repayable in 30 years including moratorium period of 10 years. The loan is upto 60% of the project cost excluding cost of land and taxes and is provided to CentralGovernment which in turn releases the same to SPV under a Pass Through Assistance (PTA)mechanism.

Subordinate Debt

For existing Phase-I & Phase-II projects of Delhi Metro, land and rehabilitation and resettlement cost have been borne by GOI & GNCTD equally as interestfree subordinate debt. This mezzanine financing is of extreme help in quickening the pace of the project. In this project Subordinate debt can be procured to pay back state and central taxes and duties. The loan is of longer duration and becomes repayable only afterother loans raised for the project are repaid

(ADB)/World Bank:

The Loan shall be available from ADB/World Bank, but as per the experience, it’s processing and approval normally takes 8- 12 months. This may delay the implementation of the project resulting in avoidable increase in the completion cost.

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Financial Institutions

like India Infrastructure Finance Company Limited (IIFCL), IndiaDevelopment Financing Corporation (IDFC), Life Insurance Corporation of India (LIC), State Bank of India, IDBI Bank, ICICI Bank Ltd etc. These institutions are increasingly engaged to fund infrastructure projects subject to their commercial viability

Value Capture from Real Estate

– Value from real estate should be captured aftercompletion of the project along its alignment.

Further there is always an issue of timingmismatch in the requirement of funds and availability of money from Value Capture duringthe construction stage. It is prudent to have a conservative approach towards valuecapture during construction period; it is more ideally suited for supplementing the fare-box revenues during the operating stag

With escalation factor of 5% p.a. the Completion Cost of the project including land and taxesis estimated to be Rs. 223,386 Million. For the purpose of financial analysis, only the cost ofprivate land, (being a cash payout) has been added to the project cost as the government land is expected to be available on transfer basis . Further, JICA is expected to part fund the project through soft loan. As per the policy decision taken by Department of Economic Affairs, JICA will not fund the IDC and the same has been added to project cost. The private land cost is not escalated since land acquisition would be completed in the initial two years. It is proposed to start land acquisition and construction work prior to June 2012 and commission the system by Mar-2017.

(2011,Detailed Project Report for Through Metro Corridor: Colaba – Bandra –SEEPZ) FUNDING REQUIRED YEAR WISE FUNDING WITHOUT TAXES

Table 7: YEAR WISE FUNDING

YEARWISE FUNDING WITH CENTRAL AND STATE TAXES

Table 8: YEAR WISE FUNDING CENTRAL TAXES

YEARWISE FUNDING WITH CENTRAL TAXES

Table 9: YEAR WISE FUDNING (CENTRAL AND STATE TAXES)

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8.1

DECIDED FUNDING

Metro Rail Projects are highly capital intensive with long gestation period. Given the tariff constraints, they are not commercially attractive for investment. However, Mumbai’s Colaba- Bandra- Seepz MRTS project is estimated to give a high economic rate of return to the tune of 17%, which means investment on this project will be recovered by the city/society within 6 to 7 years time. Such a SPV has a benefit of independent management under the aegis of Indian Companies Act, 1956

SOURCES OF FUNDING FOR MML3 EQUITY30 % DEBT(60%)@The prevailing interest rate is 1.40% p.a.

The loan is repayable in 30 years including moratorium period of 10 years.

SUB ORDINATE (15%)

:– GOI & GOM

STAKE HOLDER (57)% JICA, Local borrowing, loans from ADB/World Bank and Suppliers Credit.

Figure 12: funding of mumbai metro line 3

a.Government Contribution – GOI & GOM will contribute a total equity of Rs 64,343 Million which is 30% of the total completion cost. This means that both GOI and GOM will share 15% of the total cost amounting to Rs 32,172 Million b. JICA Loan – JICA funding of 60 % of total completion cost excluding taxes, duties and land cost, works out to 48% of the total completion cost including land and taxes and amounts to Rs 104,647 million as loan. c. Subordinate Debt: To pay back state and central taxes and duties amounting to Rs 33,109 Million which is 15% of the total completion cost of the project, interest free Subordinate Debt from GOI and GOM is considered.

It includes Rs 2471 Million Octroi which can be waived off by the City agencies as the project is for the benefit of the City. The payment of this loan will be after the payment of JICA loan. d. Stake holder Contribution: It is understood that the cost of stations falling in the areasbelonging to MIAL (Mumbai International Airport Authority & ASIDE (Assistance to States for Infrastructure Development for Export Promotion) will be borne by them. Total 5 stations fall in their area and cost of the stations amounting to Rs 14,653 Million (7% of the total project cost) is proposed to be contributed by these agencies as stake holder contribution.Mumbai Metro Line 3(MML-3) project is estimated to cost INR 23,136 Crore. Japan International Co-operation Agency(JICA) will provide loan assistance worth Rs.13,235 Crore, which accounts for 57.2% of the total cost. Balance funding will be made available by Govt. of India, Govt. of Maharashtra/MMRDA in the form

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MUMBAI METRO LINE 3 of equity and subordinate debt and the funds from MIAL(Mumbai International Airport Pvt. Ltd.) as per break up below: 8

Source

Amount (in Cr INR)

% age

Equity by Centre

2,403

10.4

Equity by State

2,403

10.4

Sub Debt by Central Govt.

1,025

4.4

Sub Debt by State Govt.

1,615

7.0

Property Development + Impact Fee

1,000

4.3

Stakeholder Contribution (MIAL)

777

3.4

ASIDE Funding / MMRDA Grant

679

2.9

JICA loan

13,235

57.2

Total Project Completion Cost

23,136

100

FUND Equity by Centre Equity by State

11% 10% 57%

5% 7% 4% 3% 3%

Sub Debt by Central Govt.

Sub Debt by State Govt.

Property Development + Impact Fee Stakeholder Contribution (MIAL) ASIDE Funding / MMRDA Grant

Figure 13: funding breakup

8

https://www.mmrcl.com/en/project/project-funding SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

9

FOREGIN COLLABARATION –EXTERNAL AID 9

Project Implementation System 1)Borrower: President of India 2) Guarantor: None 3) Executing Agency:Mumbai Metro Rail Corporation Limited: MMRCL 4) Operation and Maintenance System: The maintenance/management after the completion of the project is to be performed directly by the MMRCL

Table 10: JAPAN FUNDING MODEL

9.1.1

BILATERAL ASSISTANCE

Official Development Assistance, ODA, is undertaken by governments or government agencies to promote economic development and welfare in emerging countries. Since 1954, Japan has been providing financial and technical assistance through ODA, and the features of Japanese ODA have been promotion of self-help, sustainable economic growth and human security in emerging countries.

ODA loans support emerging countries providing low-interest, long-term and concessional funds to finance their development efforts. ODA loans are normally used for large-scale infrastructure and other forms of development that require substantial funds. ODA loans, which require repayment, promote efficient use of the borrowed funds and appropriate supervision of the project they finance, thereby underpinning emerging countries’ ownership in the development process (Jica guidelines for Asian countries, n.d.).

9

Official jics guidelines , SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

9.2

PROCEDURE FOR OBTAINING FOREIGN AID (PK JOY PG-158)

Preparation of TEFR and clearance from GOI APPROVAL GIVEN

APPROVAL SENT TO DONOR COUNTRY JAPAN (JICA)

OWNER COMPANY TO STUDY THE APROVAL AFTER APPROVAL GIVEN LOAN AGRREMENT IS SIGNED

9.3

IF APPROVAL IS NOT GIVEN THE PROJECT IS HALTED

LOAN AGREEMENT

Estimated Project Cost



523,997 million yen (of which, the ODA Loan amount is 39,928 million yen)



After approval by the Cabinet, the government of the partner country signs the ‘Exchange of Notes' with the Japanese government, then signs a ‘Grant Agreement' with JICA (Jica guidelines for Asian countries, n.d.)



Project: Mumbai Metro Line 3 Project (III)

9.4

DISIMBURSEMENT OF FO REIGN AID

The usual modes of disimbursement are :    

Reimbursements Direct payment Advance payment Pre- finanacing



For mumbai metro line 3, advance payment of method is adopted , so payment is done in advance to the govt and then funds are released as per the need of the project.

ROLE OF JICA – it will only provide soft loan so it will assit only in monetary terms and not in technological or grant aid or any other form.



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MUMBAI METRO LINE 3 Table 11: FUNDING PATTERN BREAK UP

year

JICA debt

Sub debt

equity

Stake holder contribution

(millions)

2012-2013

9431

2984

7467

1313

21195

2013-2014

19805

6266

13072

2756

41900

2014-2015

31194

986

16864

4341

62268

2015-2016

32753

10363

18123

4558

65798

2016-2017

11464

3627

7352

1595

24038

2017-2018

1465

1465

total

104657

33109

64343

14563

216663

Share 100%

48

15

30

7

100

Conclusion : With above funding pattern, the project generates positive cash flows during the analysis period of 44 years , But once the payment of loan starts the project has negative cash flows for 11 years and the project is not able to meets its loan obligations. However, after these 11 years, the project has positive cash flows except two years when replacement of the equipments is required. During the when negative cash flow period, the loan liability of the project can be met by soft loans from MMRDA/MMRC which will be adjusted from future surplus revenues.

Thus, the project has potential to service its debt. All over the world all metro systems do require support from government in initial years till the system gets established and its revenue generation potential is truly exploited. Mumbai Metro Line III may also be implemented on the basis of these international practices (Jica guidelines for Asian countries, n.d.)

Funding option(positive outflow for 44 years)

After payment of loan starts for 11 years negative cash flow

So the negative cashflow can be tackled through mmrda/mmrc which can be tackled through future revenues

There fore the project has the potential to serve its debt

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MUMBAI METRO LINE 3

CHAPTER 3:PROJECT LIFECYCLE PHASES

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MUMBAI METRO LINE 3

10 PHASES OF THE PROJECT MANAGEMENT LIFE CYCLE

Project activities are performed and enacted by an organization order to achieve its planned objectives.Projects have a definite beginning start and finish time periods which makes it different from operationswhich are repetitive. Projects are defined as activities with a predefined start and end time in order todeliver a distinctive outcome (Project Management Institute 2000: 3). Project management involves aresults-focused management style depending upon building strategic partnerships among heterogeneousmix of people (Larson and Gray 2011 5edition) 10.1 PROJECT LIFE CYCLE PHASES :

1. Conception phase 2. Definition phase 3. Planning and organizing phase 4. Implementation phase 5. Project clean-up phase

Since the Mumbai Metro Rail Project was a construction-based project, the project life-cycle is representedby the following (Project Management Institute 2000: 14)-i.

Feasibility- project formulation, feasibility studies, and strategy design and approval. A go or no-go decision is made at the end of this phase.ii.

Planning and Design- base design, cost and schedule, contract terms and conditions, and detailedplanning. Major contracts are let at the end of this phase.iii.

Construction- manufacturing, delivery, civil works, installation, and testing. The facility issubstantially complete at the end of this phase.iv.

Turnover and Start-up- final testing and maintenance. The facility is in full operation at the end ofthis phase.

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1960 Concept of Metro, proposed for the first time in Mumbai

1991 Feasibility study carried out by MMPG(MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma)

Plan for a first underground Railway System in Mumbai was commissioned

2011 - 2013 

1969 Reflected in Development Plan

1997

         

Publication of revised DPR for fully underground Colaba-Bandra-SEEPZ Corridor Alignment publication of MML - 3 Submission of Proposal to Government of India Occurrence of Pre-PIB Approval of JICA loan Approval of PIB & Cabinet Signing of Loan agreement Public consultation for SIA & EIA Approval of Government of India Notification under Metro Act Signing of loan agreement between GoI & JICAcv

Development PHASEPHphase

 

Prospective Timeline

2003 Mumbai Master Plan prepared by DMRC Length -146

km

2013 - 2015

Mumbai Metro Master Plan initiated by MMRDA

  

2004

 

Corridors –9

1.1

PHASES –3 PHASE

2004

Metro Line –1 awarded on PPP

2008 Line 3 preparatory works Initiated on PPP model; however, not found feasible on (VGF) Viability Gap Funding mode

2011

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Public Consultation on Mumbai Metro Master Plan

2006 Metro Line –2 awarded on PPP

2009 Project initiated for EPC model with JICA funding in 2011

2015 - 2017  Tendering process of Civil Work & appointment of Contractor  Start of Civil Work (Tunnels & Stations)  Basic designs of System components  Issuance of Tenders for Systems/Rolling stock  Completion of Detailed design manufacturing & installation

Execution /handing overphase

Cconceiving phase

Prospective Timeline

Approval of State Cabinet Approval of Maharashtra Govt.

PQ contractors for civil works-Tunnels & Stations Appointment of General Consultants Publishing of Tenders for civil worksTunnels & Stations

2017 - 2021    

Completion of Civil Work Completion of P-way work Completion of Testing & certification Final Commissionin

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MUMBAI METRO LINE - 3

10.2 CONCEPTION PHASE : Overview:

Further in 1960, plan for an underground Railway System in Mumbai was commissioned by the State Government, which was drafted by Dr. P G Patankar, an Engineer and Railway Expert. Dr. Patankar envisioned five inter-connected underground Metro lines for the island city of Bombay, whose local trains and buses were already overburdened by a burgeoning population. The report was submitted to the State Govt. in 1963. 10 (News letter ,MMRCL, n.d.)

The concept of Mumbai metro was first made in 1969, it was first introduced to the central govt after that due to the obstacles the concept was never given a boost, but then after almost 20 years the plan was again introduced in the development plan and then feasibility study was carried out for the same in the year 1997, finally MMRDA introduced the Mumbai metro master plan in 2003, which included all the metro lines elevated as well as underground and and then finally in 2011 the Mumbai metro line 3 project was approved .

Executive Summary March, 2012 0-i To list out the activities.  

Putting the idea forth of Mumbai metro in 1969 Proposing the idea and carrying out feasibility study by Mumbai Metro Planning Group (MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma) prepared feasibility report and suggested implementation of 7th Rail Corridor as Metro Rail system 1997

Indian Railways established Metropolitan Transport Projects (MTP) in 1969 carried out study.

2 new Metro Corridors were Identified & Feasibility report in 1979;  

6th Rail Corridor; Fort Market-Wadal-Goregaon – 7th Rail Corridor; Colaba-Bandra-Kurla-Airport

Mumbai Metro Planning Group (MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma) prepared feasibility report and suggested implementation of 7th Rail Corridor as Metro Rail system 1997   

Putting the concept of mutp(MUMBAI URBAN TRANSPORT POLICY) under MMRDA Mumbai Metro Master plan prepared by DMRC Public Consultations held and approved by MMRDA and State Govt.

Carrying out feasibility studies

RIDERSHIP ESTIMATION: The ridership figures for the Colaba – Bandra – SEEPZ Metro corridor are provided by MMRDA based on the results of its CTS Transport Demand Model. Table 0.2: PHPDT and

10

https://www.mmrcl.com/sites/default/files/Newsletters/MMRC%20Newsletter%20-%20October%2017%20%20Volume%2013.pdf

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MUMBAI METRO LINE 3

Daily Ridership for 2016, 2025 and 203ENVIRONMENT IMPACT ASSESSMENT ( environmental feasibility) Water Environment (Water Quality) Surface water collected from Mithi River has high dissolved solids, high hardness, high chloride content, etc. - hence requires treatment for any use. Out of four ground water samples, three are almost within permissible limit which may be used after filtration followed by disinfection.

Executive Summary March, 2012 0-xxii Air Environment In order to establish the base line data, Ambient Air Quality Monitoring (AAQM) has been carried out by setting up ambient air quality monitoring stations through High Volume Sampler (HVS) at five locations, i.e. Churchgate, Grant Road, Mahim (Nr. Bus Depot), Mumbai University, Sahar Road (Nr.IOC) and SEEPZ for the parameters like RSPM, SPM, SO2, NOx, CO and HC. The results so obtained are reported .

Noise Level Quality Noise levels were measured at six locations, i.e. World Trade Centre, Churchgate, Mahim, Mumbai University, Sahar Road (Nr. IOC) and SEEPZ along the project alignment. It is observed that the noise level at World Trade Centre, Churchgate, Mahim and Mumbai University are beyond permissible limits while noise level at Sahar Road and SEEPZ are within permissible limits. Predominant source of noisemis the vehicular movement.

Social and Economic Assessment(social feasibility) A sample Socio-Economic Survey (SES) was undertaken for the proposed corridor to assess the socioeconomic conditions of project-affected families/people and to examine the impacts of the proposed corridor on these conditions. On the basis of alignment drawings and field visits it was noted that approximately 1520 families would be affected as the dwellings of these families are touching the proposed metro corridor.

Economic feasibility The economic appraisal has been carried out within the broad framework of Social Cost Benefit Analysis Technique. It is based on the incremental costs and benefits and involves comparison of project costs and benefits in economic terms under the “with” and “without” project scenario. The Economic Internal Rate of Return (EIRR) for the project has then been arrived using Discounted Cash Flow technique to the net benefit stream at economic prices. The EIRR works out to 17.93 %.

Total Revenue Collection (Rs in Millions) • • •

Project FIRR under different scenarioscenario with VGF To calculate the Viability Gap Funding (VGF) required to get the project FIRR of 12 % has been calculated

In 2011 Project initiated for EPC model with JICA funding in 2011,and draft dpr for same is published

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MUMBAI METRO LINE 3

10.3 DEVELOPMENT PHASE :                

Publication of revised DPR for fully underground Colaba-Bandra-SEEPZ Corridor Alignment publication of MML - 3 Submission of Proposal to Government of India Occurrence of Pre-PIB Approval of JICA loan Approval of PIB & Cabinet Signing of Loan agreement Public consultation for SIA & EIA Approval of Government of India Notification under Metro Act Signing of loan agreement between GoI & JICAcv Approval of State Cabinet Approval of Maharashtra Govt.

PQ contractors for civil works-Tunnels & Stations Appointment of General Consultants Publishing of Tenders for civil works-Tunnels & Stations

10.4 EXECUTION PHASE Awarding LOI(refer project work breakdown structure) • • • • • • • • •

Tendering process of Civil Work & appointment of Contractor Start of Civil Work (Tunnels & Stations) Basic designs of System components Issuance of Tenders for Systems/Rolling stock Completion of Detailed design manufacturing & installation Completion of Civil Work Completion of P-way work Completion of Testing & certification Final Commissioning

10.5 FINISHING STAGE •    

Quality Checks are done Consilation of cost and delays Warranty and Guarantee if applicable handed over to client.

Submission of asbuilt drawings Analyzing project performance- Checked if project goal is achieved.

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MUMBAI METRO LINE 3

APPROVALS AND CLEARANCES FOR THE RPOHECT  

APPROVALS-expression granting permission; an indication of agreement with a proposal; an acknowledgement that a person, thing or event meets requirements they usually occur one time.

CLEARANCES – It refers to a permission granted for actions to be carried out.

11 FORMATION OF SPV ACT :Under The Companies Act 201311 is an Act of the Parliament of India on Indian company law which regulates incorporation of a company, responsibilities of a company, directors, dissolution of a company ((refer pg 95, project clearanes- total project management by PK Joy )) All the metro rail projects are to be covered under the Metro Railways (Construction of Works) Act, 1978 and the Metro Railways (Operations and Maintenance) Act, 2002. However, the present Acts need some amendments to bring more specific provisions regarding PPP projects and also to empower State Governments within the ambit of the Constitution. It was suggested the Central Government should form NURTC to assist the State Governments in realizing their MRTS schemes. NURTC could take over such projects on a turnkey basis on deposit terms or function as General Consultants to the Special Purpose Vehicles which will be set up by the State Government for implementing and operating the MRTS project. Wherever the State Governments wish to employ International Consultants, NURTC should be engaged as Prime Consultants to safeguard the interest of the State Government and the Central Government. (MMRCL, Annual report, n.d.)12

APPROVAL AUTHORITY :URBAN TRANSPORT RAIL PROGRAM , MINISTRY OF HOUSING AND URBAN AFFAIRS ,GOI Setting up of MMRC Wherever the State Governments wish to employ International Consultants, NURTC should be engaged as Prime Consultants to safeguard the interest of the State Government and the Central Government(under companies act 2013)

BODY:GOM HAS THE RESPONSIBILITY IN GETTING OUT THE APPROVALS NEEDED :An SPV named MMRC (Mumbai Metro Rail Corporation Ltd.) was incorporated on 30.4.2008 with the mandate “To establish, Operate and Maintain Guided Urban Transit Systems in and around Mumbai City so as to meet the urban transport needs of Mumbai”.

Role :Vehicle (SPV), vested with adequate powers, is an effective organizational arrangement to implement and subsequently operate and maintain a metro rail project.

Figure 14:flowchart showing the formation of insititutional framework by GOI for carrying out approvals

11

https://www.mmrcl.com/sites/default/files/Annual%20Report%202014-15.pdf

12

http://mohua.gov.in/cms/Urban-Transport-Metro-Rail-Projects.php

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FLOW CHART FRO APPROVALS (PROJECT CLEARANCE CYCLE(PK JOY PG :35) ) MUMBAI METRO LINE 3

Statuyory clearances

NEED FOR TRANSPORTATION PROJECT FOR BETTER CONNECTIVITY IN western and island city of Mumbai

end

CHOOSING A UG METRO DUE TO MUMBAI CONGETSIONS AND NO SPACE AVAILABLE FOR CONSTRUCTION

1997 -Feasibility study carried out by MMPG(MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma)

PRE FEASABILITY REPORT APPROVAL BY CPIB 2003

end

end

CLEARANCE

CCEA CLEARANCES

end

Exchange of Notes between two government signing of loan(JICA AND GOI)

TECHNOECONOMIC FEASABILITY REPORT IN 2003

TEFR APPROVAL BY CSMR,PIB 2003

PIB

end

Dpr preparation by rites and mmrda/mmrcand application remaining stautory clearances 2011

APPROVAL FROM STATE CABINET ANG GOM 2015

end

IMPEMENTATION 2016 Yes or no Description

Getting approval for funding under ppp whchi failed under vgf so alternative getting loan from jica under epc model

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Decision A V A I L A B I L I

Indicating arrow

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12 CONCEIVING PHASE SR. NO

ACTIVITY

AUTHORITY

APPROVAL AUTHORITY

DOCUMENTATION

DURATION

1

CARRYING OUT PFR

1997 -Feasibility study carried out by MMPG(MMPG, a A consortium of TCS, CES, Autoriders, Lok Housing, PB & Construma)

COMMITTEE OF PUBLIC INVESTMENT BOARD .

MINISTRY OF FINANCE ,GOI

All the details of the metro alignment , preliminary data of fares , ridership and cost details

6-12 MONTHS

RITES ALONG WITH MMRDA/MMRC PREPARED THE REPORT

CSMR PUBLIC INVESTMENT BOARD, MINISTRY OF FINANCE . GOI

All the details of the metro alignment , preliminary data of fares , ridership and cost details in more detail and depth

CSMR, PUBLIC INVESTMENT BOARD, (CCEA)CABINET COMMITTEE OF ECONOMIC AFFAIRS GOI

Final dpr which has all the details in depth including social , economic , financial feasibility study according to funding authority which is JICA

PRE FEASABILITY REPORT IN 1997

2

CARRYING OUT APPROVAL OF TEFR TECHNO ECONOMIC FEASABILITY REPORT

3

PREPARATION OF DPR

RITES ALONG WITH MMRC

DETAILED PROGRESS REPORT IN 2011

6-12 MONTHS

2-5 YEARS

12.1 JAPAN POLICY (INTERN ATIONAL LAW) APPROVAL AUTHORITY : JICA(JAPANESE GOVERNMENT )RESPONSIBLE AUTHORITY: GOI(GOVERNMENT OF INDIA)

Figure 15:FUNDING STRUCTURE BY JICA .

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DOCUMENTATION :The Project Grants are carried out in a project cycle consisting of six major steps, as described in the chart. (Jica guidelines for Asian countries, n.d.)

1.

By conducting a preparatory survey for cooperation as part of ‘project preparation', JICA examines the appropriateness of the project to be carried out by ODA Grants, and develops a plan of the project through discussions with the government of the partner .

2.

At the receipt of ‘official request' of the project from the partner country, JICA examines and appraises the contents of the project.

3.

Based on the result of JICA's appraisal, the Japanese government decides to implement a project financed

by ODA Grants through ‘approval by the Cabinet'.

4.

After approval by the Cabinet, the government of the partner country signs the ‘Exchange of Notes' with the Japanese government, then signs a ‘Grant Agreement' with JICA.

5.

Thereafter, the project starts with the government of the partner country as client. In order to ensure proper and smooth implementation of the project, JICA monitors progress of the project and gives advice to stakeholders including the government of the partner country, while respecting the project ownership by the partner country.

6.

After ‘completion of the project', JICA prepares an 'ex-post evaluation', and where necessary, provides ‘Follow-Up Cooperation' in the form of materials and equipment procurement, emergency repair work, etc.

The result of the evaluation is also referred to in the preparation of new projects. 13

Figure 16:CYCLE FOR APPROVAL FROM JICA

13

https://www.jica.go.jp/english/news/press/2019/20200330_31_en.html

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12.2 APPROVALS NEEDED IN CONCEIVING PHASE

The MoEF, Government of India, Notification of 14thSeptember 2006 and its amendment dated 1st December 2009 enlist projects in Schedule that require environmental clearance. However as per the said notification a metro project does not require environmental clearance from MoEF The scope of the study is framed as per JICA guidelines for Environmental and Social considerations.

The objectives of the JICA guidelines are to encourage Project proponents to have appropriate consideration for environmental and social impacts, as well as to ensure that JICA’s support for examination of environmental and social considerations are conducted accordingly. (Jica guidelines for Asian countries, n.d.)

KEY HIGHLIGHTS FOR APPROVAL OF FUNDING UNDER JICA

APPROVAL AUTHORITY: JICA

The MoEF, Government of India, Notification of 14thSeptember 2006 and its amendment dated 1st December 2009 enlist projects in Schedule that require environmental clearance. However as per the said notification a metro project does not require environmental clearance from MoEF so it has to workas per JICA

RESPONSIBLE AUTHORITY :MMRC The scope of the study is framed as per JICA guidelines for Environmental and Social considerations. The objectives of the JICA guidelines are to encourage Project proponents to have appropriate consideration for environmental and social impacts, as well as to ensure that JICA’s support for examination of environmental and social considerations are conducted accordingly.

Figure 18: JICA APPROVAL

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Table 12: JICA GUIDELINES

JICA GUIDELINES REFERENCE 14(following all these guidelines the dpr is prepared) INTERNATIONAL POLICIES Environment Assessment (OP 4.01)

Natural Habitats (OP 4.04)

The Bank requires environmental assessment (EA) of projects proposed for Bank financing to help ensure that they are environmentally sound and sustainable, and thus to improve decision making.

This policy applies to all projects requiring a Category (A) Environmental Assessment under OP 4.01. The project is also likely to have significant potential adverse environmental and social risks and impacts in its area of influence.

The Bank requires borrowers to incorporate into their development and environmental strategies analyses of any major natural habitat issues, including identification of important natural habitat sites, the ecological functions they perform, the degree of threat to the sites, priorities for conservation, and associated recurrent-funding and capacity-building needs.

Northern end of the project area is located at a distance of approximately 2 km from the boundary of the Sanjay Gandhi National Park. The sole significantly. large natural habitat within the project area is a part of the estuary of the Mithi River, together with its mangrove forests, while the massive forest of the Sanjay Gandhi National Park is the most significant natural habitat in close proximity to the project area.

Involuntary Resettlement (OP 4.12)

Forests (OP 4.36)

World Bank recognizes that Involuntary resettlement may cause severe longterm hardship, impoverishment, and environmental damage unless appropriate measures are carefully planned and carried out. The land required for the project has been acquired by the state government as per the procedures set forth in the Metro Rail Act and Land Acquisition Act. The project thus entails both physical and economic displacement. Hence the requirements under this Policy will be applicable for the project. A detailed Rehabilitation and Resettlement Plan has been prepared to be implemented by theproject proponent.

If a project involves significant conversion or degradation of natural forests orr elated natural habitats that the Bank determines are not critical, and the Bank determines that there are no feasible alternatives to the project and its siting, and comprehensive analysis demonstrates that overall benefits from the project substantially Outweigh the environmental costs; the Bank may finance the project provided that it incorporates appropriate mitigation measures.

The proposed project does not involve diversion of forest land. However the development will entail cutting of trees along the alignment right of way (ROW) Updated Environmental I mpact Assessment Report PAGE 26 and permission will be obtained from the district administration for the same.

14

Updated Environmental Impact Assessment Report PAGE 25)

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Physical Cultural Resources (OP 4.11)

The borrower needs to addresses impacts on physical cultural resources in projects proposed for Bank financing, as an integral part of the environmental assessment (EA) process. The proposed alignment is passing closer to three historical monuments, CST Railway Station (world heritage cultural property), BMC Building and Western Railway Head Quarter. Utmost care shall be taken so that no significant impact is anticipated on the historical structures due to project activities during construction and operation.

Safety of Dams (OP 4.37

Project in Disputed Areas (OP 7.60)

When the Bank finances a project that includes the construction of a new dam, it requires that the dam be designed and its construction supervised by experienced and competent professionals.This safeguard will not be applicable to this project.

Projects in Disputed Areas may affect the relations between the Bank and its borrowers, and between the claimants to the disputed area. Therefore, the Bank will only finance projects in disputed areas when either there is no objection from the other claimant to the disputed area, or when the special circumstances of the case support Bank financing, notwithstanding the objection. This safeguard will not be applicable to this project. The project will ensure that all land acquired is transferred in the name of project and no disputed land is involved

Table 13: LEGAL REQUIREMENTS

Identification of the legal requirement LAW

ACTIVTIES DONE

APPROVAL PARTY

Duration

Land accuisition CRZ authority

CRZ Notificatopn

Construction work of under ground metro passing beneath defence land between vidyanagri and santacruz metro stations ofMML3 For fabrication and storage of and to assemble equipment packages of 11A ,11B ,12 ,14,16A, 16B at wadala .

The

Umbrella legislation

Environmental

Preparing manuals, codes or guides relating to

(Protection) Act

prevention, control and abatement of environmentpollutionMandates that discharges from any industry oroperation are not in excess of the standards andhazardous substances handling comply with theprocedural safeguards

1986, and Rules

15

DEFENCE MINISTRY .MouHD Ministry of environment , forest and climate change MoeFCC, Maharashtra coastal zone management authority MoEF, State Department of

Upto 4months 15

Environment, CPCB and MPCB

https://www.mpcb.gov.in/faq (official guideline for maharashtra pollution board)

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The Water (Prevention

The Water Cess Act, including Rules 1978

Central Pollution

and 1991 provides for levy and collection of Cess onwater consumed with a view to generate resource for prevention and control of water pollution. The Actassigns functions and powers to the for prevention and control of water pollution.

Control Board (CPCB) and State Pollution Control Board

The Air

Implement measures devised for its effective

Maharashtra

(Prevention and

prevention, control or abatement of air pollution. Any Process or activity resulting in release ofcontaminants to the atmosphere requires a ‘Consent

Pollution Control

and Control of Pollution) Cess Rules, 1978, 1991

Control of Pollution) Act, 1981 Noise Pollution (Regulation And Control) Act, 2000

Upto 4months

(SPCBs) Upto 4months

Board (MPCB)

to Establish’ and/or ‘Consent to Operate’ under theAir Act. Assign powers and functions to the CPCB and the Every operating facility is required to take all possiblesteps to meet the ambient noise level standardsprescribed in the Rules.

Prescribe maximum permissible values of day andnight time noise levels for:

MoEF, State

Upto 4months

Department of Environment,

Zone A - Industrial

CPCB and

Zone B - Commercial

MPCB

Zone C – Residential Zone D - Silence Forest (Conservation) Act, 1980

The Act restricts the powers of the State in respect of dereservation of forests and the use of forestlands for onforest purposes. An advisory committee has been createdto oversee the implementation of the statute. Accordingto Section 2 of the Act " prior approval of the CentralGovernment is required for:De-reservation of a reserved forest

MoEF, State Department of Environment, CPCB and Upto 4months

Use any forest land for any non -forest purpose Assign any forest land to any private person or entitynot controlled by the Government Clear any forest land of naturally grown trees for thepurpose of using it for reforestation The Ancient

To protect and conserve

Archaeological

Monuments and

Cultural and historical remains found(REFER PG 9)

Survey of India,

Archaeological

Dept. of

sites and Remains

Archaeology

15-30 days16

(Amendment and Validation) Act, 2010

16

https://neoiascap.com/2019/08/28/national-monuments-authority/uncategorized/

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Resettlement and

Transport Project

The RandR policy of the Government of Maharashtra for MUTP was formulated and in its objectives it sought minimum resettlement by exploring all the viable alternatives. It also aimed at assisting people during resettlement and also in improving or at least restoring their former standards of living and income earning

(MUTP), 1997

capacity.

Rehabilitation Policy for Mumbai Urban

40-45 days

Amended in Dec 2007.

16. The Petroleum Act,1934 and the Rules 2002

Maharashtra Protection and Preservation of Trees Act, 1975, as modified up to 3rd Nov 2006

Petroleum act is an act related to the import, transport, storage, production, refining and blending of petroleum.

Chief Controller

25-30 DAYS

of Explosive

Petroleum may be any liquid hydrocarbon or mixture of hydrocarbons, and inflammable mixture (liquid, viscous or solid) containing any hydrocarbon, and includes natural gas and refinery gas It deals with restriction on feeling of trees and liability of planting and preservation of trees. It specifies that in any urban area, notwithstanding any custom, usage, contract or law for the time being in force, no person shall fell any

Tree Authority,

-

MCGM, Mumbai

tree or cause any tree to be felled in any land, whether of his ownership or otherwise, situated within that urban area except with the previous permission of the Tree Officer.

The vibration study has been conducted to know the existing vibration cause due to the road traffic. The study has been conducted during the busy traffic hours at morning and evening time. Human response to vibration is subjective and will be different for different people. When the vibrations reach the floors and walls it may result in perceptible vibration depending on the amplitude and frequency of the vibrations. People may be more annoyed if they are exposed to both noise and vibration compared to when only vibration is felt. According to the U.S. Department of Transportation, (1998) the perception threshold of humans for peak particle velocity is about 0.04 mm/s (65VdB with reference 1e-6 inch/sec). Historical Sites: The proposed alignment is passing closer to three historical monuments viz,   

Chhatrapati Shivaji Terminus (formerly Victoria Terminus), at 40 m Brihanmumbai Municipal at 30m Corporation Building and Western Railway Head Quarter located from the centre of the proposed metro alignment. and 45 m

Sensitive Receptors: The sensitive receptors within 100 m on either side of metro alignments have been identified, which are School (13), Hospitals (22), Temple (21),Mosque (05) Church (06), Monuments/Statue (08) and Nature Park (01).

Figure 19: LOCATION OF RECEPTORS

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SANJIV GANDHI NATIONAL PARK

PARSEE TEMPLE CST Terminus

Figure 20: LOCATION OF HISTORICAL STRUCTURES AND LANDMARKS ON PEOJECT ALIGNMENT

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12.2.1 APPLICABLE INTERNATIONAL CONVENTIONS

Environmental problems which migrate beyond the jurisdiction (Transboundary) require power to control such issues through international cooperation by either becoming a Contracting Party (CP) i.e. ratifying treaties or as a Signatory by officially signing the treaties and agreeing to carry out provisions of various treaties on environment and social safeguards.

Table 14: INTERNATIONAL PROTOCOLS

NAME

DESCRIPTION

Montreal Protocol

On Substances That Deplete the Ozone Layer (and subsequent Amendments) India signed the Montreal Protocol along with its London Amendment on 17-9-1992 and also ratified the Copenhagen, Montreal and Beijing Amendments on 3rd March, 2003.

Kyoto Protocol

The Kyoto protocol was signed by India in August 2002 and ratified in February 2005. The convention pertains to the United Nations framework on Climate Change.The 3rd Conference of the Parties to the Framework Convention on Climate Change (FCCC) in Kyoto in December 1997 introduced the Clean Development Mechanism (CDM) as a new concept for voluntary greenhouse-gas emission reduction agreements between industrialized and developing countries onthe project level.

The Rotterdam Convention

The Rotterdam Convention on the Prior Informed Consent (PIC) Procedure for Certain Hazardous Chemicals & Pesticides in international Trade was adopted by India at the Conference of Plenipotentiaries at Rotterdam in 1998

IFC Performance Standard 2

Labour and Working Conditions is specific to labour and working conditions under International Finance Corporation

13 DEVELOPMENT PHASE As the funding is approved thorugh JICA which is a japan based company there is foreign collaboration involved in the process so there are certain certain approvals and acts which are to be followed as listed below 13.1 FOREIGN COLLABORATIO N IN INDIA In India there are basically two forms of foreign collaboration.  

The collaboration may be either financial collaboration or it may be technical. In case of financial collaboration the approving authority is the Reserve Bank of India RBI-Lumpsum payment * (followed for mumbai metro line 3)

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 

In the case of technical collaboration the approving authority is department of Industrial Development in the Ministry of Industry, Government of India17 Department of industrial development : recurring annual royalty.

Conditions under which foreign capital or foreign collaboration is welcome include. 

All undertakings (Indian or Foreign) have to conform to the general requirements of the Industrial polity of the Government.



Foreign enterprises are to be treated at par with their Indian counterparts.



Foreign enterprises were given freedom to remit profits and repatriate capital, subject to foreign exchange considerations.

The Industrial Policy 1991 prepared a specified list of high technology and high investment 34 priority industries (Annexure III) in which automatic permission will be available for foreign direct investment up to 51 per cent foreign equity. Thus this new policy faced Indian industries from official controls for fully exploiting opportunities for promotion of foreign investment (PK Joy, Total project management pg -30).

13.2 AREAS OF FOREIGN COLLABORATION: Time of time, the Government of India issues a list of industries indicating clearly where foreign investments may be permitted.Foreign Investment Promotion Board (FIPB) of Government of India also considers import of technology in industries listed in Annexure A and Annexure B of Schedule 1 of Foreign Exchange Management Regulations, 2000 subject to compliance with the provisions of the Industrial Policy and Procedures as notified by secretarial for Industrial Assistance (SIA) in the Ministry of Commerce and Industry of Government of India, from time to time.18

REASON :DUE TO COLLABARATION WITH MAPLE ( CONSORTIUM OF AECOM, PADECO, LOUIS BERGER AND EGIS RAIL) WHICH ARE INTERNATION FIRMS SO THERE IS FOREIGN COLLABORATION IN TERMS OF TECHNICAL COLLABORATION. DUE TO JV(JOINT VENTURE) OF LOCAL CONTRACTOR AND FOREIGN CONTRACTOR FOR 6 DIFFERENT PACKAGES

LAW:As per the Government Policy and Foreign Exchange Laws prevailing in India, proposals for foreign investment and technical collaborations would require Government approval.Foreign Exchange Management Regulations, 2000

RESPONSIBILITY : MMRC APPROVAL AUTHORITY : (FIPB) Foreign Investment Promotion Board ,GOVT OF INDIA AND JICA

17

https://www.biswajitsarkar.com/foreigncollaboration.php#:~:text=FOREIGN%20COLLABORATION%20IN%20INDIA,two%20forms%20of%20foreign%20 collaboration.&text=Foreign%20investors%20are%20in%20all,Act%2C1973%20(FERA).

18

https://www.microeconomicsnotes.com/india/foreign-trade/foreign-collaboration-subject-matter-andpolicy/903

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13.3 FOREIGN EXCHANGE CLEARANCES On March 27, the Japan International Cooperation Agency (JICA) signed loan agreements with the Government of India in Delhi to provide Japanese ODA loans of up to a total of 374.44 billion yen for the following nine projects Japan and JICA’s Urban Transportation Sector/India Cooperation Policy and the Positioning of the Project In Country Assistance Policy for India (March 2016), where connection enhancement through the development of transportation infrastructure, etc. was set as an assistance priority field, with the removal of bottlenecks in the infrastructure to the investment and growth in mind 19 The foreign exchange regulations in India are governed by the Foreign Exchange Management Act, 1999 (“FEMA”). The apex foreign exchange regulatory authority in India is the Reserve Bank of India (“RBI”) which regulates the law and is responsible for all key approvals. (PK Joy, Total project management pg -30) FOREIGN CONTRIBUTION (REGULATION) ACT, 2010 FCRA, 2010 has been enacted by the Parliament to consolidate the law to regulate the acceptance and utilization of foreign contribution or foreign hospitality by certain individuals or associations or companies and to prohibit acceptance and utilization of foreign contribution or foreign hospitality for any activities detrimental to national interest and for matters connected therewith or incidental thereto * In terms of FCRA, 2010 "person" includes20 ‒    

An individual; A Hindu undivided family; An association; A company registered under section 25 of the Companies Act, 1956 (now Section 8 of Companies Act, 2013) which is MMRC (Mumbai metro rail corporation) REASON :DUE TO COLLABARATION WITH MAPLE ( CONSORTIUM OF AECOM, PADECO, LOUIS BERGER AND EGIS RAIL) WHICH ARE INTERNATION FIRMS SO THERE IS FOREIGN COLLABORATION IN TERMS OF TECHNICAL COLLABORATION AND INVERSTMENT FROM JICA

LAW:Foreign Contribution (regulation) Act, 2010FCRA, 2010 has been enacted by the Parliament to consolidate the law to regulate the acceptance and utilization of foreign contribution or foreign hospitality by certain individuals or associations or companies

RESPONSIBILITY : MMRC APPROVAL AUTHORITY :RBI Reserve bank of India 13.4 APPROVAL OF FOREIGN GOODS IMPORTING TWO NEW TUNNEL BORING MACHINE FROM CHINA.(UGC_02) Policy :Capital goods policy of india (CG) 1992-1997(TOTAL PROJECT MANAGEMENT PK JOY)

1919

https://www.jica.go.jp/english/our_work/evaluation/oda_loan/economic_cooperation/c8h0vm000001rdjtatt/india_200327_06.pdf 20

https://fcraonline.nic.in/home/index.aspx#

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Negative list(NL)   

Prohibited items- they are not allowed to be imported Restricted items- imported with specific permissions Canalised items – imported with permission from canalising agencies like state trade corporation specified in NL

Restricted items :Under nation capital goods policy 2 x new Terratec dual mode hard rock TBMs INR25.2 billion (US$370 million)21 were to be imported from China for package 2.

Approval Authority :Directorate General of Foreign Trade (DGFT)- Foreign Trade Policy 2015- 20 RESPONSIBLE AUTHORITY : MMRC Export Promotion Capital Goods (EPCG) Scheme Allow import of capital goods including spares for pre production, production and post production at zero duty subject to an export obligation of 6 times of duty saved on capital goods imported under EPCG scheme, to be fulfilled in 6 years from Authorization issue date ii. 25% lesser export obligation in case of indigenous sourcing of Capital Goods 22 (National capital goods policy 2018) For shipping of TBM which were imported from ghuanguaz China to Mumbai port which is located in south Mumbai, following clearences were needed from.   

Mumbai customs department Mumbai port trust Mumbai police- for traffic plan for transporting tbm.

Figure 22: ROUTE OF MUMBAI PORT TO AZAD MAIDAN FOR UGCO2

Figure 21: TERRACTEC TBMS USED ALONG THE ALIGNMENT OF MML3

21

https://www.tunneltalk.com/India-Feb2017-TBM-orders-for-Mumbai-Metro-Line-3.php

22

https://dhi.nic.in/writereaddata/Content/NationalCapitalGoodsPolicy2016.pdf

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13.4.1 CLEARANCE REQUIREMEN T FOR THE PROJECT MMRC shall ensure that all necessary approvals/clearances are in place before implementation.Before commencement of the construction the necessary permissions required for the project

Figure 23: INSTITUIONAL FRAMWEWORK OF ORGANISATION IN CONSTRUCTION PHASE Table 15: LOCAL CLEARANCES

Local clearances 13.4.2 PRE CONSTRUCTION PHASE Parameter

Permission Tree

for

Cutting

DURATION

Documentation

Approval authority

responsibility

90 days before tree

Application Format enclosing Detailed Address of Site, Plans & drawings of the proposed construction

The Tree Authority

MMRC

removal

MCGM, Mumbai

approved by competent authority, Plan showing indication of trees required to be felled.

PERMISSION FOR EXCAVATION

- 30-40days

Alignmnent plan , site location details , geo technical report.

BMC

Contractor

Permission right of way

for

60 Days

Alignmnent plan , site location details, Traffic survey

BMC

MMRC

Permission obtaining electricity

of

30-60 days

Electricity supply demand details , location of site

BEST (brihamumbai electricity supply transport

MMRC

30 days

Traffic diversion plan , alignment plan , traffic study report

BMC

MMRC

NOC from traffic division

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HVAC chillers

20-30 days

Type of chiller plant and location to be installed etc

ASHRAE inida

MMRC

Setting up ventilation unit

40 days

Ventilation plant location,site location.

MCGM

MMRC

Development permission

Before

Format of submission for MHCC NOC.

Mumbai Heritage

MMRC

Detailed Address of Site, Location of Heritage structure w.r.t Metro

committee, MCGM.

near Heritage

construction

World

Structures

Alignment. Plans&

(MCGM 1988)

Act,

drawings of the proposed construction activities.

Muck disposal

Before

Location of Muck

permission

construction

Dumping Site

State Pollution Control

Contractor

Board/ MoEF (Govt. of Resettlement permission Before Consent Establish

Before

Social Impact Assessment

construction

& RAP Report

State Government,

MMRC

Maharashtra to

Before

Site plan, sources of

construction

effluent discharge/emissions, Details of Water Pollution

Maharashtra State

Contractor

Pollution Control Board

Control/Air Pollution Control, Ambient Air Quality Report, Consent fees, Permission store

to

Before construction

hazardous material Explosive license

Before construction

Location of storage and type of material to be stored details

Maharashtra State

Type of explosive details.

Location plan of activity

Chief controller of

Contractor

Pollution Control Board Contractor

explosives PUC certificates for use

Before construction

-

Department of

Contractor

Transport

of vehicles for construction

13.4.3 CONSTRUCTION PHASE

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Consent to Establish & Operate for Ready Mix Concrete plant & casting yard

Air (Prevention and Control of Pollution) Act 1981

Maharashtra State Pollution Control Board

Contractor

Equipment

During

Contractor

PIU/EMP

Selection

construction

implementing

maintenance and

agency

operation

Permission withdrawal groundwater

for of

Environment (Protection) Act, 1986

CGWA

CGWA

Permission for sand mining from river bed

Environment (Protection) Act, 1986

Environment (Protection) Act, 1986

Contractor

Authorization for Disposal of Hazardous Waste

Hazardous Waste (Management and Handling) Rules 1989

Hazardous Waste (Management and Handling) Rules 1989

Contractor

Disposal of bituminous and other wastes

Hazardous Waste (Management and Handling) Rules 1989

Hazardous Waste (Management and Handling) Rules 1989

Contractor

Consent for disposal of sewag e from labour camps.

Water (Prevention and Control of Pollution) Act 1974

Maharashtra State Pollution Control Board

Contractor

Pollution Under Control Certificate

Central Motor Vehicle Act, 1988

Department of Transport, Govt. of Maharashtra authorized testing centers

MMRC

Employing workers

The Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996

District Commissioner

MMRC

Environment (Protection) Act, 1986

MCGM

Labour/

Permission for use of fresh water for construction and drinking purpose.

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and

Labour

MMRC

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Permission of transporting TBM from Mumbai port to working site.

-

Mumbai port trust,

MMRC

Customs department and Mumbai police

Figure 24: INSITITUTIONAL FRAMEWORK OPERATING PHASE

13.4.4 OPERATION PHASE (UPDATED ENVIRONMENTAL IMPACT ASSESSMENT REPORT PAGE 386)

Consent Operate

to

After Construction

Site plan, Latest analysis report of effluent

Maharashtra State

Contractor

Pollution Control Board

State Pollution Control Board discharge/emissions, Details of Water Pollution Control/Air Pollution Control, Ambient Air Quality Report, Consent

Conclusion : YEAR NO .APPROVALS AND CLEARANCES REQUIRED

2003-2011

2011-2015

2015-2021

CONCEIVING PHASE

DEVELOPMENT PHASE

EXECUTION STAGE

14

6

17

One time approvals

Recuuring in nature

Table 16; SUMMARY TABLE

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Figure 25: dashboard depicting the clearances in different phases of project.

CLEARANCES REQUIRED IN DIFFERENT PHASES

CONCEIVING EXECUTION PHASE 39% 47%

CONCEIVING DEVELOPMENT PHASE EXECUTION PHASE

DEVELOPMENT PHASE 14%

Inference : The above dashboard gives an idea of the clearances in different phases of the project so it is conducive to say that majority clearances are seen in execution phases which are 39% out of the total while least in developing phase of the project. which is 14%. Preceded by execution phase approvals which constitute 47% of the total.

14 ALTERNATIVES USED FO R PROJECT

Transit-Oriented Developments (TODs

funding

alternative innovative

Value Capture

Congestion Charging:

Fuel Tax

Figure 26: ALTERNATIVE FUNDING

14.1 VALUE CAPTURE DETAILS OF ALTERNATIVE FUNDING

Globally, public transport has been found to have a positive influence on property and land prices.

Recognising this, value capture is a funding tool, also known as a betterment tax, used to recoup part or all of the increase in property values initiated by infrastructure improvements. The size of the property value increase will depend on the proximity to the transport offering, the mode of transport,

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quality of service and alternative transport options available in that area30. Locally, properties close to rail lines are typically valued 20-25 per cent higher than those that aren’t31 and in East Asia, studies have found that a 10 per cent increase in distance from a public transport station reduces property values by approximately 1 percent32.The two common models of value capture are: Tax Increment Financing: where a certain increase is forecast within a region or district around the development and a certain percentage, or increment is agreed to be levied to fund the infrastructure investment. This approach is predominantly used in the United States and is explored in the Downtown Kansas City section.

Joint Property Development: when a government partners with infrastructure developers and allows the developer to recoup the value capture through its own property development as a revenue source to fund a specific transport projects or to reinvest in the system. Hong Kong is an example of joint property development value capture.

So learning from the hong kong metro system as it is fully govt funded it has not taken loan from any other agencny and is on of the best transit systems of the world, Funding Structure of the Shenzhen Metro Group is R+P Development which is self suistanable and can help developing countries like India to become self sufficient in terms of metro project taking acroos the country.Unlike most public transport systems in the Western world, Hong Kong’s metro is not subsidised by its Government.

Instead the system operator is self-funded through the fare box, commercial station retail rent and residential and commercial property developments, using a combination of joint property development value capture and transport oriented developments.

The dashboard gives an idea how the funding is patterned in case of normal model which is taking loan from another agency and rail +property model adopted If rail plus property model or value capture funding pattern is adopted then it can cover debt and there would be less debt in the project..

14.2 IMPLEMENTING THE VAL UE CAPTURE FUND . .Hong Kong metro system was already generating a profit, partly due to the increase in land value along the metro line3Land in Hong Kong is nationalised, or owned by the State. MTR Corporation, who operate and manage the system have adopted a “Rail+Property” approach to fund investment in the metro. In a joint property development approach to land value capture, MTR leases land adjacent to its rail extensions from the government and then develops the land either into commercial or residential properties (or a combination of both).

MTR pays the government the value of the land without the rail line, allowing the corporation to capture and profit from the value the rail expansion generates

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Property development and asset management Landacquisitioncost Property development cost Property

Subway Construction and operation Civil construction Vehicle and equip- ment purchases Operation and maintenance

Property rental revenue

Farebox revenue Advertisement revenue

Property sales revenue

Little market attractiveness

Private goods Good profitability High market attractiveness Private sector led

▪ Government-led

14.2.1 METHOD OF APPROVAL F OR THE PROCESS development and asset management

Figure 27: APPROVAL PROCESS

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14.2.2 OPPORTUNITIES FOR MU MBAI METRO LINE 3

Congestion charging would be challenging to introduce in Australia as it is likely to generate significant opposition. However,with strong political will, it could be done. In its June 2013 National Infrastructure Plan, Infrastructure Australia recommends seven funding reforms, one of which is “user pays – user says” and makes the case for “users to make a direct contribution to infrastructure and in turn, get a say on the level of service provided”.

Introducing congestion charging within Sydney, Melbourne and Brisbane that are each particularly challenged by road congestion would not only improve the flow of traffic but also establish significant funds to invest in the transport systems of those cities.

Figure 28: CATCHMENT AREA

Mumbai panel data hedonic price model illustrated that the impact of urban rail is beyond the traditional 500 m which is similar to Bangalore results discussed above. However, only 1 km to 2 km were statistically significant in the calibrated model which may be due to the lower sample size at 0 km to 0.5 km and 0.5 km to 1 km and due to the slums and industrial area around the stations. The model showed significant uplift of 14% in property prices in the Mumbai urban rail catchment area resulting in USD 179 million value capture opportunity under Mumbai’s existing legislative framework.Both Mumbai and Bangalore cases showed that high dependence on fare box revenue and associated struggle over fare fixation can be avoided by realizing the benefits of urban rail on land values. My meetings with officials working on urban rail projects in Mumbai, Delhi and

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S.No .

1.

3 Additional Stamp Duty

Region

of

implementation Entire jurisdiction areas Amendment in the UP Stamp Valuation Rules 1997 of Authorities of: incorporating 1% increase in the Stamp Duty rate

• south Mumbai and suburban areas of mumbai

2.

3a.

Additional Developm ent Fee

Sale of Additional Purchasab le FAR (Station Area TOD Zone)

• New developments / re-developments within the jurisdiction of respective Development Authorities of Mumbai municipal council

• Within

radius of 1500 m of all stations

Notification of MRTS project as special amenity project and the entire city of Mumbai is the catchment area/impact zone of MRTS project

•

Amendment in the Mumbai Planning and Development (Assessment, Levy and Collection of Development Fee) Rules-2014 incorporating revised additional development fee clauses

Amendment of Planning norms, Zoning regulations and building bye-laws for mixed use and TOD- 2015 (UP TOD Policy)

• The “METRO ACT” qualifies the MRTS stations equivalent to metro stations. Incorporation of “RRTS Stations” in the policy document is desirable.

• 500 m influence zone on either side of the RRTS corridor shall not be considered for TOD development

• Based on local conditions and development potential, the influence area identified for TOD zone shall be 1500m radius around RRTS stations

• The station influence areas (1500m radius around RRTS stations) to be delineated as TOD zones, and further categorized as: Zone A up to 1000m radius from station area Zone B from 1000 – 1500m radius from station area (REFER PG 11) 3b.

Sale of Additional Purchasab le FAR (Special

Four specifically Notification of the identified sites as Special Mixed Land identified land parcels Use Areas in the respective Master Plans and any other • Land Use Conversion to Mixed Land Use additional/alternative areas along the RRTS

Mixed Use

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S.No.

LVC Instrument

Time Period

Maximum

1

Sale

of

2

Additional FAR Stamp Duty

2024-

Revenue Study Revenue

as

per

Realizable

Current Revenue

Potential (INR in crore)

Potential (INR in crore)

1,949

1,291

5,948

5,382

1,823

1,182

2,251

1,308

11,971

9,163

2054 20192054

3

Development of 2024“Special Mixed 2054 Use Development ” Areas

4

Development

2024-

Fee

2054

Total

S.No

Tool

.

1

Additional Stamp Duty

Potential revenue profile (high level)

Timeframe for revenue realization

High- based on Initial Years historic profile of - High collection; Later Years – High

2

Additional Developm ent Fee

High- based on Initial Years historic profile of - Medium collection; Later Years

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Ease

of

Remarks

regulatory implementat ion MediumRegulatory mechanism in place; Need for approval by state government

–

MediumNeed to increase threshold from 25% to

High

50%

• City wide charge possible • Levied on transactions of properties which will be high even during initial years

• The

revenues are a function of development in a given year, which will increase once RRTS becomes operational and users start witnessing the benefits

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3

Sale of High- based on Initial Years Additional historic profile of FAR collection; Low (In station Later Years influence area and – in High

HighRegulatory mechanism in place; Authority with VC

•

Need to include influence area to ~1.5 km

• Need

to notify the identified mixed use areas

• The existing limit of FAR will need to utilized before

Note *above chart depicts the other LVC instruments, such as TOD Cess, Betterment Charges

The summary of the estimated revenue is given in table below. Considering all identified sources of revenue as per the current study, there is a maximum revenue potential estimated at Rs. 11,971 Crores that can be generated up to 2054 whereas the realizable revenue potential is estimated at Rs. 9,163 Crores up to 2054.4 14.2.3 WHY VALUE CAPTURE IS BETTER FOR METRO PR OJECTS :

Value capture has a long and successful track-record of funding public transport infrastructure and supporting public transport services around the globe. Locally value capture could be utilised to fund or contribute to the funding of the high speed rail line of Mumbai metro line 3.

The Government could acquire more land than is required for the corridor and then sell the land back to developers. Public transport providers in Mumbai could also collaborate with real estate agencies and property developers to capitalise on the heightened value iproved public transport services will provide for property values

Figure 29: VCF REVENUE ESTIMATION

Inference :So it is applied for the Mumbai metro line 3 then about 25% of the project cost can be recovered alone from value capture,Sale of Additional FAR ,Stamp Duty ,Development of Special Mixed Use Development Areas .So if the alternative methology is adopted then good amount of money can be recovered from the same , Value capture funding can generate revenues apart from box fare revenues which can help can help to recover cost, about 25-30% of the project cost can be recovered.

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14.3 USING SOLAR ENERGY FOR ELECTRICITY SUPPLY AT METRO

Power supply Power supply is required for operation of Metro system for running of trains, station services (e.g. lighting, ventilation, air‐conditioning, lifts, escalators, signalling & telecom, fire fighting etc) and workshops, depots & other maintenance infrastructure within premises of metro system. The power requirements of a metro system are determined by peak‐hour demands of power for traction and auxiliary application The proposed Mumbai metro system would be handling about 50,000 passengers during peak hours when the trains are expected to run at 150 seconds interval. Incidences of any power interruption, apart from affecting train running, will cause congestion at stations. Interruption of power at night is likely to cause alarm and increased risk to traveling public. Lack of illumination at stations, non‐ visibility of appropriate signages, disruption of operation of lifts and escalators is likely to cause confusion, anxiety and ire in commuters, whose tolerance level are already low on account of stress.

Effect on signal and communication may affect train operation and passenger safety as well.

Therefore, uninterrupted power supply is mandatory for efficient metro operations.

In order to ensure higher reliability of power supply for essential services like metro, feed from more than one RSS have been planned. Under normal circumstances, each RSS will feed specific sections of the corridor. In case of emergency condition i.e. when the one RSS fails, the other RSS will feed the section of the RSS under outage. Therefore, it is essential that all the sources of Supply and connected transmission & distribution networks are reliable and have adequate built in redundancies Detailed specification of equipment e.g. power cables, transformer, switchgear, E&M equipment etc shall be framed to reduce conducted or radiated emissions as per appropriate international standards.

The Metro system as a whole (trains, signaling & telecomm, traction power supply, E&M system etc) shall comply with the EMC requirements of international standards viz. EN50121, EN50123, IEC61000 series etc. A detailed EMI/EMC and Earthing & Bonding plan is required to be developed during detailed design stage.

14.3.1 DETAILS OF EXISTING SYTEM

Specific energy consumption of rolling stock – 70 KWh/1000 GTKM Train operation5 : •Normal ‐ 6 car at 260 to 150 seconds headway on Colaba‐Bandra & 400 to 300 seconds headway on Bandra – SEEPZ section •Designed ‐ 8 car at 150 seconds headway on Colaba‐Bandra & 300 seconds headway on Bandra – SEEPZ section 5.1 ADOPTING SOLAR POWER SUPPLY MODEL IN CONTEXT TO MUMBAI METRO LINE 3.(DMRC CASE STUDY) The Delhi Metro Rail Corporation Ltd. (DMRC) was established in 1995 as a government- owned company with equal equity participation of the Government of New Delhi and the Government of India (DMRC, 2018). Having started operations in 2002, it is India’s first modern metro system. Today,

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it is the 13th largest metro system in the world with 288 kilometres of track and 208 stations, of which more than 100 are elevated with most of them suitable for solar PV (DMRC, 2018). It caters up to 3.3 million passengers daily (DMRC, 2016a).6 14.3.2 IMPLEMENTATION OF THE ALTERNATIVE Solar applications piloted at metro stations INITIAL CONCEIVING PHASE DMRC initially piloted rooftop photovoltaic (PV) power plants on three sites. The pilot projects used to carry out three key activities:

The pilot projects used a renewable energy service company(RESCO) business model. This model involves DMRC purchasing electricity through a PPA directly froma developer (the so-called RESCO) who invests in, owns and operates the plant.

The Government of New Delhi and thecentral government, as equal shareholders of the DMRC, encouraged the piloting of solar applicationsinter alia through their representation on DMRC’s management board. As a government entity,The 2 MWp installed under the pilot project became the largest roof top plant in New Delhi To choose the RESCO,DMRC invited bids from private developers through a tendering process. In their bids, developersoffered prices for the electricity generated over the next 25 years from rooftop plants on DMRC’sBuildings. The RESCO model was preferred because it allows the renewable energy equipment to beowned, operated and maintained by the solar developer rather than by DMRC themselves.

The Government of New Delhi and the central government, as equal shareholders of the DMRC, encouraged the piloting of solar applications inter alia through their representation on DMRC’s management board. As a government entity, DMRC was able to establish contacts with another government-owned entity, the Solar Energy Corporation of India (SECI), which organised, prepared, announced and evaluated the tenders on behalf of DMRC. The central government subsidised 15% of the capital costs as part of its ongoing promotion of roofto solar (MNRE, 2017operated under the

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RESCO model. Private developers were offering a price of approximatelyRs 5.5 to 6.5 per kWh (USD 0.085 to 0.10 per kWh), fixed for 25 years. These prices are generally found to be cheaper than the current and future electricity prices of distribution utilities.

DEFINITION A Grid Tied Solar Rooftop Photo Voltaic (SPV) power plant consists of SPV array, Module Mounting Structure, Power Conditioning Unit (PCU) consisting of Maximum Power Point Tracker (MPPT), Inverter, and Controls & Protections, interconnect cables and switches. PV Array is mounted on a suitable structure. Grid tied SPV system is without battery and should be designed with necessary features to supplement the grid power during day time. Components and parts used in the SPV power plants including the PV modules, metallic structures, cables, junction box, switches, PCUs etc., should conform to the BIS or IEC or international specifications, as specified herein or otherwise wherever such specifications are available and applicable7 The pilot intervention showed that the application of solar PV is a cost-competitive business opportunity for DMRC, with savings accruing from day one of the project. Also, the experience and knowledge gained throughout the pilot helped DMRC develop more ambitious plans for the further deployment of solar PV. Organising auctions directly, DMRC commissioned 20 MWp of solar rooftop systems across its metro network by 2017 (DMRC, 2017b). This incorporates the National CapitalTerritory region including parts of Haryana and Uttar Pradesh, where some solar systems are installed. By 2021, DMRC plans to turn the Delhi Metro into a completely climate-neutral entity, by raising cumulative solar PV capacity to 50 MWp (Delhi Metro Rail, 2017) and procuring power from utility-scale solar park projects. Delhi Metro became one of the off-takers from the Rewa SolarPark in the state of Madhya Pradesh, located nearly 800 kilometres outside the city’s boundaries Delhi Metro Rail Corporation (DMRC) Ltd. invites open e-tenders from eligible applicants, who fulfill qualification criteria, for the work “Contract CE/SPV-07: Design, Engineering, Supply, Storage, Civil work, Erection of suitable structure, Net Metering, Testing & Commissioning of the 3 MWp Solar PV project including Operation and Comprehensive Maintenance (O&M) of the project on Modified Annuity Model for a period of 25 years on different sites of DMRC .

SITES FOR DMRC Tentative Sites of DMRC 1. Station Roof tops Line-7 (Majlis Park – Shiv Vihar)

1200

Station Roof tops Line-5 (Inderlok – B. Hoshiyar Singh)

600

600 Khyber pass Depot Stabling Lines 1200

1200

TOTAL CAPACITY

3000

TOTAL COST

Rs. 13.50 Crores

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14.4 SUCCESS FACTOR : The activities of DMRC show that the application of solar PV is not only feasible but even profitable for metropolitan rail authorities. Electricity prices offered by solar PV developers are lower than current and expected future electricity prices of distribution utilities, leading to financial savings for DMRC 8 Impact summary • Capacity installed so far 20 MWp • Plans: Capacity installed by 2021 50 MWp • Capital subsidy 15% of capital cost* • Electricity price (by private developers) Rs 5.5 to 6.5/kWh (USD 0.085–0.10/kWh) • Financial savings since project launch Approx. Rs 1/kWh (USD 0.015/kWh) at least • Expected GHG emission savings with 50 MW • of installed solar power capacity 70 000 tCO2 per year Mumbai metro line 3 the amount of The cost of electricity is estimated to be a significant part of O&M charges, constituting about 25% of total annual working cost (providing an escalation of 5% per annum). The annual energy consumption is assessed to be about 260 million units in the first year of operation (2016) .The power tariff in Mumbai (2010) is Rs. 4.50 per unit which is escalated @ 5% for the first year of operation and later it is escalated @ 5% for every second year of operation. By assuming so, energy is costing about Rs. 1567.80 Million in 2016, Rs. 2565.50 Million in 2025 (with additional 72 cars) and Rs. 3650.70 Million in 2031 (with additional 48 cars).

• • • • •

So in terms of cost construction and istallantion of units So for 3 MWp cost is 13.5 crores -3MWp*8.76 =26.26 MILLION UNITS So for 260 million units cost would be 133 crores (alternative) Traction & power supply incl. . Excl. lifts & Escalators 4788.76 CASE

STUDY

FOR MUMBAI METRO LINE 3

AS PER DPR

TAKEN(DMRC) COST PER UNIT RATE

Electricity price (by private The power tariff in Mumbai (2010) developers) Rs 5.5 to is Rs. 4.50 per unit 6.5/kWh (USD 0.085– which is escalated @ 5% for the first 0.10/kWh)9 year of operation and later it is escalated @ 5% for every second year of operation. 6.8

SAVINGS

Financial savings since project launch Approx. Rs 1/kWh (USD 0.015/kWh) at

-

least POWER

3MWp- 26.26 million units

REQUIRED TOTAL COST for

Power Required (Million Units)260 260 million units

13.5 CRORES

construction

133 CRORES

Actual cost : 564 crores(refer dpr abstract of cost estimate.

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Inference :Using solar panels on rooftops is the new adoption for a sustainable outcome which is laso cheaper then the conventional system and is cheaper about thrice the times from conventional option so this alternative is viable best in terms of monetary and as well as sutainablility 15

CONSTRUCTION LABOUR MANAGEMENT PLAN

15.1 INTRODUCTION

Construction of proposed Mumbai Metro Line 3 (MML3) is likely to start after the rehabilitation and resettlement of affected communities is undertaken. The construction period is envisaged to continue for a period of 60 months (five years) after which the operational phase of the project will commence23.

The entire length of the proposed metro line is 32.54 km which has been divided into seven (7) packages with 23 Tunnel Boring Machine (TBM) work sites and 9 construction depots. During the construction phase, it is anticipated that the labour requirement for the proposed work will range from approximately 1000 labours during normal operations and extend to approximately 2500 labour during peak operations. These seven packages of the proposeproject are expected to be developed simultaneously, thus taking up the entire total workforce during the peak period of the construction phase to approximately 15,000. As shortlisting of Contractors is yet to be undertaken for the proposed project, it is expected that there would be a significant influx of migrant labour (unskilled and semiskilled) during the construction phase required for performing mostly civil and systems work. It is assumed that about 50% ofthe labour would be migrant for which accommodation facilities will be required. The migrant labour and other semi-skilled and skilled personnel are anticipated to be accommodated in labour accommodations near their place of work (at each of the seven packages).

It is also expected that local employment, one of the principal socio-economic benefits of the proposed project, will be enhanced through effective procedures for recruitment, employment and training of personnel during all phases of the Project.

15.2 OBJECTIVES

The Construction Labour Management Plan is being developed for the Project Proponent (MMRC) so that it can be used to achieve the following elements:

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To achieve compliance with the national and local labour requirements of the country;       

To achieve compliance with international standards on labour requirements; To ensure generation of local and national employment opportunities; To ensure that the recruitment, employment and training is undertaken in a fair and transparent manner, consistent with good international industry practice.

The Project Management Unit (PMU) is responsible for implementation of the Construction Labour Management Plan. The specific objectives of the Labour Management Plan are to: Outline the applicable standards for hiring, employment, training and labour management; Outline the procedures for recruitment, hiring employment, working conditions and training;

15.3 SCOPE

This plan shall be applicable to the construction labourers directly or indirectly employed by MMRC, if any, all construction contractors engaged, and any other third parties associated with the proposed Project. The plan will address labour-related aspects, including hiring and training of personnel.

Worker’s accommodation and transportation policies and measures are also detailed out in this plan.

15.4

APPLICABLE STANDARDS AND LEGISLATIONS

National and Local Legal Requirements Details of the national and local legal requirements that will be applicable 1.(Regulation of Employment and Conditionsof Service) Act, 1996: According to Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996 – A “building worker” is defined as any person who is employed to do any skilled, semi-skilled or unskilled, manual, supervisory, technical or clerical work for hire or reward, whether the terms of employment to be expressed or implied, in connection with any building or other construction work.

The Act also covers the areas of conditions of service of building workers, working hours, weekly paid rest days, wages for overtime, provision of basic welfare amenities like drinking water, latrines and urinals, crèches, canteens, first aid, temporary living accommodations, welfare measures and safety and health measure etc. here are more than 28 million skilled and unskilled workers engaged in the construction sector in India.1 The sector is labour intensive and most of the labourers are unskilled, unorganized and hence tend to work under inhuman and pitiful conditions. To address such inhuman working conditions and poor health and safety standards in the real estate industry, the Government of India enacted the Building and Other Constructions Workers (Regulation of Employment and Conditions of Service) Act, 1996 (hereinafter referred to as the "BOCW Act"). The BOCW Act is a social welfare legislation that aims to benefit workers engaged in building and construction activities across the country. The preamble of the BOCW Act explicates the said purpose: "An act to regulate the employment and conditions of service of building and other construction workers and to provide for their safety, health and welfare measures and for other matters connected therewith or incidental thereto."

The ambit of the BOCW Act is wide, particularly in a country where the infrastructure and construction sectors have seen significant growth. The object of the BOCW Act as well as its framework is analogous to other labour law legislations, but in particular, the BOCW Act is similar to the Factories Act, 1948.

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AUTHORITY: The Central Government , Central Advisory Committee 2.Maharashtra Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Rules, 2007: The Rules covers aspects relating to responsibilities and duties of employers, architects, project engineers and designers, building workers etc.; registration of establishments; registration of workers as beneficiaries, child labour, working hours, intervals of rest, maintenance of records, overtime work, night shifts, wage period, returns welfare benefits like latrine and urinal accommodation, canteens, health and safety provisions in various scenarios, medical facilities etc.

State Advisory Committee: Contract Labour (Regulation and Abolition) Act, 1970: The Act covers aspects related to registration of establishments employing contract labour, licensing of contractors, welfare and health of contract labour, penalties and procedures etc.

The Object of the Contract Labour Regulation and Abolition) Act, 1970 is to prevent exploitation of contract labour and also to introduce better conditions of work. A workman is deemed to be employed as Contract Labour when he is hired in connection with the work of an establishment by or through a Contractor. Contract workmen are indirect employees. Contract Labour differs from Direct Labour in terms of employment relationship with the establishment and method of wage payment. Contract Labour, by and large is not borne on pay roll nor is paid directly. The Contract Workmen are hired, supervised and remunerated by the Contractor, who in turn, is remunerated by the Establishment hiring the services of the Contractor The Act applies to the Principal Employer of an Establishment and the Contractor where in 20 or more workmen are employed or were employed even for one day during preceding 12 months as Contract Labour. For the purpose of calculating the number, contract labour employed for different purposes through different contractor has to be taken into consideration. This Act does not apply to the Establishments where work performed is of intermittent or seasonal nature. If a Principal Employer or the Contractor falls within the vicinity of this Act then, such Principal Employer and the Contractor have to apply for Registration of the Establishment and License respectively. The contractor The Act also provides for Temporary Registration in case the Contract Labour is hired for a period not more than 15 days. Any change occurring in the particulars specified in the Registration or Licensing Certificate needs to be informed to the concerned Registering Officer within 30 days of such change.

From combined reading of Section 7 and Rules 17 & 18 of the Contract Labour (Regulation and Abolition) Central Rules, 1971, it appears that the Principal Employer has to apply for registration in respect of each establishment. Other important point to note is that a License issued for One Contract cannot be used for entirely different Contract work even though there is no change in the Establishment 3.The Inter-State Migrant Workmen (Regulation of Employment and Conditions of Service) Act, 1979 and Rules made thereunder The Act encompasses aspects relating to registration of establishments employing inter-state migrant workmen, licensing of contractors, wages welfare and other facilities etc.

4.The Child Labour (Prohibition and Regulation) Act, 1986

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The Act covers aspects pertaining to prohibition of engagement of children in certain employments and to regulate the conditions of work of children in certain other employments. In this act, ‘child’ is referre to as a person who has not completed his fourteenth year of age. to the proposed project in the construction phase are provided below, The Bonded Labour System (Abolition) Act, 1976: The Act provides for the abolition of bonded labour system with a view to preventing the economic and physical exploitation of the weaker sections of the people and for matters connected therewith or incidental thereto.

5.The Workmen’s Compensation Act, 1923: This Act covers aspects related to employees receiving compensation for injury by accident during employment with the employers.

6.The Employee’s Provident Funds and Miscellaneous Act, 1952: The Act provides for the institution of provident funds for employees in factories and other establishments. TheQualifying Period Of employment for applicability of the scheme to Employee is 90 dayscontinuous service or 60 days random employment, within a period of 30 days. Was 240 Days.

This act will be applicable if any contractor engages a minimum strength of 20 employees.

7.The Employee’s State Insurance Act, 1948: The Act provides for certain benefits to employees in case of sickness, maternity and employment injury and makes provisions for certain other matters in relation thereto.

8.The Equal Remuneration Act, 1976: The Act covers aspects pertaining to payment of equal remuneration to men and women workers and for the prevention of discrimination, on the ground of sex, against women in matter of employment and for matters connected there with or incidental thereto.

9. The Minimum Wages Act, 1948: The Act provides for fixing minimum rates of wages in certain employments including skilled or unskilled work, manual or clerical. The Payment of Wages Act, 1936: The Act regulates the payment of wages of workers undertaking work related to construction, development or maintenance of buildings, roads etc.

10.The Trade Union Act, 1926, as amended till date: The Act provides procedures for formation and registration of Trade Unions and lists their rights and liabilities. It encompasses any combination, permanent or temporary, that gets formed to regulate relationship between workmen and their employers.

11. The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013: The Act provides protection against sexual harassment of women at workplace and for the prevention and redressal of complaints of sexual harassment and for matters connected there with or incidental thereto.

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12.THE BUILDING AND OTHER CONSTRUCTION WORKERS’ WELFARE CESS ACT, 1996 An Act to provide for the levy and collection of a cess on the cost of construction incurred by employers with a view to augmenting the resources of the Building and Other Construction Workers’ Welfare Boards constituted under the Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996.

13.Maternity Benefits Act, 1961 An Act to regulate the employment of women in certain establishments for certain periods before and after child-birth and to provide for maternity benefit and certain other benefits Laws relating to Employment and Training 14.Apprentices Act, 1961 Purpose of the Apprentices Act, 1961: The main purpose of the Act is to provide practical training to technically qualified persons in various trades. The objective is promotion of new skilled manpower.

The scheme is also extended to engineers and diploma holders.

15.Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 The Employment Exchanges (Compulsory Notification of Vacancies) Act was enacted in 1959 to provide for compulsory notification of vacancies to the Employment Exchanges and for the rendition of returns relating to Employment situation by the employers 16.Personal Injuries (compensation insurance) Act, 1963 An Act to impose on employers a liability to pay compensation to workmen sustaining personal injuries and to provide for the insurance of employers against such liabilityThis Act may be called the Personal Injuries (Compensation Insuranc Act, 1963.

17.Personal Injuries (Emergency provisions) Act, 1962 An Act to make provision for the grant of relief in respect of certain personal injuries sustained during the period of the emergency. 1. Short title, extent and commencement.

18.The Payment Of Gratuity Act, 1972.

An Act to provide for a scheme for the payment of gratuity to employees engaged in factories, mines, oilfields, plantations, ports, railway companies, shops or other establishments and for matters connected therewith or incidental thereto LICENSING OF CONTRACTORS24 Appointment of licensing officers.—The appropriate Government may, by an order notified in the Official Gazette,— (a) appoint such persons, being Gazetted Officers of Government, as it thinks fit to

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be licensing officers for the purposes of this Chapter; and (b) define the limits, within which a licensing officer shall exercise the powers conferred on licensing officers by or under this Act. 12. Licensing of contractors.— (1) With effect from such date as the appropriate Government may, by otification in the Official Gazette, appoint, no contractor to whom this Act applies, shall undertake or execute any work through contract labour except under and in accordance with a licence issued in that behalf by the licensing officer.

(2) Subject to the provisions of this Act, a licence under sub-section (1) may contain such conditions including, in particular, conditions as to hours of work, fixation of wages and other essential amenities in respect of contract labour as the appropriate Government may deem fit to impose in accordance with the rules, if any, made under section 35 and shall be issued on payment of such fees and on the deposit of such sum, if any, as security for the due performance of the conditions as may be prescribed.

13. Grant of licences.—(1) Every application for the grant of a licence under sub-section (1) of section 12 shall be made in the prescribed form and shall contain the particulars regarding the location of the establishment, the nature of process, operation or work for which contract labour is to be employed and such other particulars as may be prescribed.

(2) The licensing officer may make such investigation in respect of the application received under sub-section (1) and in making any such investigation the licensing officer shall follow such procedure as may be prescribed.

15.5 PROCEDURE FOR ONLINE DISPOSAL OF APPLICA TION FOR VARIOUS SER VICES UNDER THE LABOUR LAWS ENFORCED BY THE OFFICE OF THE COMMISSIONER OF L ABOUR License - Contract Labour -Any Contractor engaging 20 or more than 20 labour has to obtain License within 30 days.

15.5.1 INTRODUCTION

The office of the Commissioner of Labour carried out a detail business process re-engineering of the existing manual office procedure for disposing of the applications received for registration, renewal, amendment of registration certificate or license under the various labour laws. After B.P.R. the present process was redesigned and the multiple steps in the manual procedure were dispensed with. As per the present system the application are directed to the Concern Registering / Licensing Authority for scrutiny and after scrutiny he either approves or rejects the application with reason for rejection. If he approves the application, the same is Digitally Sign and delivered to the applicant via E-mail. If the application is either incomplete or proper Figure 30: FLOW CHART FOR LABOUR LICENSE

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fees or documents are not uploaded the same is rejected with reasons of rejection and accordingly Email is sent to the applicant25 15.6

PROCEDURE FOR FILLING APPLICATION BY THE USER :-

1. The user has to login on the website http//:www.lms.mahaonline.gov.in 2. The user has to create his user name and password.

3. After login a dashboard of 0 application is successfully submitted.

15.7 OFFICE PROCEDURE :-

1. A user name and password has been created for all the licensing and registering authority and concern inspector of the department.

2. All this authority have been given a digital dongle to sign the registration certificate or license online.

3. The uploaded application is visible to the concern inspector / authority on his dashboard.

4. The authority has to undertake the following steps to disposed off the application online.

A) To download the application and scrutinise the same.

B) To view the payment receipt in order to verified the payments made by the users.

C) To download and view the documents uploaded along with the application.

D) He has to mention necessary remarks in the Remarks Tag. E) If the application is approved, it by default goes for digital signature.

F) The authority has to attached his digital signature dongle and sign the document.

15.8 SCAN DOCUMENTS REQUI RED ALONG WITH APPLICATION FOR CONTRACT LABOUR LICENSE AND RENEWAL 26

       

Annexure A self declaration ( 75KB to 100KB) format given of left side of webpage Annexure B self declaration for attestation ( 75KB to 100KB) format given of left side of webpage Form V- certificate from Principal Employer( 75KB to 100KB) format given of left side of webpage Form IV-A form of undertaking ( 75KB to 100KB) format given of left side of webpage Photo (20KB to 30KB) Signature (9KB to 15KB)

25

https://mahakamgar.maharashtra.gov.in/writereaddata/Portal/Images/pdf/Online_application_flow_chart_fo r_Labour.pdf 26

https://mahakamgar.maharashtra.gov.in/writereaddata/Portal/Images/pdf/Document-Required-ContractLabour-Licence.pdf

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    

Proof of Identity of Applicant ( copy of Driving Licence, Passport, Aadhar Card, PAN Card) ( 75KB to 100KB) Copy Registration Certificate or Licence( in case of Old user) ( 75KB to 100KB) Copy of Fee receipt paid earlier ( in case of Old user) ( 75KB to 100KB) Copy of receipt of Security deposit paid earlier ( in case of Old user) ( 75KB to 100KB)

15.9 ONLINE PROCEDURE

Step 1: Enter this URL: lms.mahaonline.gov.in27 Step 2: Enter Login Credentials (User ID, Password) B. Please fill below mention information to create User Name and Password.  Select type of registration – Individual OR Organization / Firm / Company  Enter Your 10 digit Mobile Number to get OTP on applicant mobile for verification, Enter 6 digit number in respective place i.e. Enter your One Time Password (OTP) received on your Mobile by SMS  Enter full name, Date of Birth, Gende r  Enter applicant valid eMail ID as a User Name for LMS application.  Create New Password & Confirm Password.- Ex. like Pass@123 OR Password#123 Or Labour@123 Step 3: After login with User Name & Password, on left side user can see labour department Service like Shop and Establishment Registration, Principal Employer Registration & Contract License application forms.  Click of Shop and Establishment Registration User can see - A. Shop and Establishment Registration – Registration Form “A” (New User). B. Shop Register Old User Form to fill Renewal Application (B Form) & Change Request (E Form). (Note: Compulsory documents like Annexure A, B & C formats are available in same column)

15.10 STEPS FOR CONTRACTOR LICENSE

Contractor License – Application Form-IV (New License).     

27

Step 1: Click on New license from menu Contractor License. User can see Form-IV (Application for New License) Step 2: Select Division, District & Office Name where Postal Address and situation of the Figure 31: flowchart for the user establishment and fill whole form as per given instruction.

Step 3: After fill application form user can Upload Document for generated application ID. Step 4: Click of Upload Document can show types and name of documents which is need to Upload to continue.

Step 5: Document upload successfully message will showing Make Payment option through Online which will give you the transaction successful receipt after payment done.

https://lms.mahaonline.gov.in/PDFInstructions/User_Manual_for_Labour_Management_System.pdf

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16

CONCLUSION ( COMPARISON OF METROS ACROOS THE WORLS)

CRITERIA

Mumbai metro line 3

Pune metro

Bangalore metro

Ahmedabad metro

Second avenue , New York

length

33 km Fully underground

Brief Background. Pune Metro Phase I will cover an aggregate length of 31.254 Km. Corridor 1- PCMC to Swargate, a length of 16.589 Km with 5 Km underground and 11.5 Km elevated,

42.30 kilometresPhase 1 comprises two lines spanning a length of 42.30 kilometres (26.28 mi), of which about 8.82 kilometres (5.48 mi) is underground and about 33.48 kilometres (20.80 mi) is elevated.

The phase 1 of Ahmedabad Metro Rail Project is around 40.03 km long, out of which 6.5 km is an underground section, while the rest of the section is elevated

13.7 km Fully underground

cost

29000crores

10700crores

11.0340 crores

12700 crores

4.5 billion USD , 31500 Crores

Secant Piles: are cast-in-situ bored piles constructed contiguously to each other so that it forms a rigid continuous wall. This is considered an alternative to diaphragm wall where due to soil conditions it is not advisable to construct diaphragm wall

• Slurry walls—concrete walls constructed through the use of a slurry of bentonite, a natural, clay-like liquid material. As the excavation continues, using pumps, the trench would be filled with bentonite to temporarily support the sides of the excavation.

There are some station locations which are required to be connected to suitable exits by construction of underground subways.

The subways would have to be constructed in heavily built up urban areas without affecting ground features

There are some station locations which are required to be connected to suitable exits by construction of underground subways. The subways would have to be constructed in heavily built up urban areas without affecting ground features

In most cases, conveyor systems or muck hoppers would be used to move materials (including excavated soil and rock) out of the shaft sites. In some cases, where space and conditions permit, enclosed vertical conveyors, hoisting systems, or unenclosed cranes and spoils buckets could be located at the shaft sites

underground construction is also expected to be between 3 to 5 m.

Earth pressure balanced mechanised shields with an external diameter of 5.95 m. and a finished internal diameter of 5.2 m. can be successfully employed for boring tunnels through this soil strata.

Tunneling is done by New Austrian Tunneling Method (NATM) and cut and cover. Rail level at midsection in tunneling portion shall be kept at least 12.0 m below the ground level. At stations, the desirable depth of rail below ground level is 13.5 m, so that station concourse can be located above theplatforms

ock TBMs would likely be used to excavate all the tunnels between approximately 92nd Street and about 4th Street, since bedrock is relatively close to the surface in this area. Soft ground TBMs would be used on the curve between approximately 122nd Street on Second Avenue and 125th Street and Third Avenue

Temporary structure

Influencing factor

Ground water table and and stratigrapgy

SECANT PILE AS THEY ARE SECANT PILE AS THEY ARE All the underground stations have WATERTIGHT STRAUTCTURES WATERTIGHT STRAUTCTURES been proposed as cut and cover ‐ For the prevailing soil conditions ‐ For the prevailing soil with top-down method. The and type of structures, the conditions and type of diaphragm walls for such station capacity of bored cast‐in‐situ piles structures, the capacity of constructions would be 80 cm. thick of 1000 mm, 1200 mm and 1500 bored cast‐in‐situ piles of 1000 and will function as a permanent mm diameter have been worked mm, 1200 mm and 1500 mm side wall of the station. out.

LAUNCHING SHAFT Detail

Site logistics

diameter have been worked

Churchgate station is a busy There are some station station so for launching TBM a locations which are required to launching shaft was constructed be connected to suitable exits construction of There are some station locations by underground subways.

The which are required to be connected to suitable exits by subways would have to be construction of underground constructed in heavily built up subways. The subways would urban areas without affecting have to be constructed in heavily ground features built up urban areas without affecting ground features

Tunnelling

Soil srata

Rail level at stations and in tunneling portion has been kept at least 15 m below the ground level.

Since rock has been encountered at shallow depths from the existing ground level, in the range of 2.10 m to 10.0 m, and underground

Tunnel boring machines (TBMs) capable of drilling in soft soil with a finished internal diameter of 5.2 m. can be successfully employed for boring tunnels through this stratum. The tunnels are proposed with a minimum soil cover of 6 m. ASI, PMC,

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tunneling isproposed for construction BS 6164 : Safety in Tunnel in construction CIRIA Report 80 –A review of instruments for gas and dust monitoring background

Budhwarpeth and Mandai have been planned with NATM, where as Shivaji Nagar and Swargate have been planned by cut and cover

In the location where the rock level is high on the Post Office Road the Central College Station is located which in any case will be done by cut and cover method.

Two of the underground stations out of six have been proposed as cut and cover with topdown method.

The diaphragm walls for such station constructions would be 80 to 100 cm. thick and will function as a permanent side wall of the station. It is, therefore, necessary to construct the diaphragm walls absolutely watertight and with the required concrete strength as has been done in the Delhi Metro station constructions.

All the underground stations have been proposed as cut and cover with top-down method. The diaphragm walls for such station constructions would be 80 cm. thickand will function as a permanent side wall of the station.

The TBM used for this section of the route could consist of a TBM designed to bore through both rock and soil. For the section of the tunnel between Houston Street and Maiden Lane, it would operate as a soft ground TBM. South of Maiden Lane, it would operate as a rock TBM. At the soil/rock boundary, the machine would be stopped to change

Segments : Low water table –EBP shield High water level – Slurry tbm Stations CUT AVAILABILITY AND COVER OF LAND

Bottom‐up method: A trench is excavated, with ground support as necessary, and the opening is constructed within.

The construction may be of in situ concrete, precast concrete and corrugated steel and with brickwork used in early days. The trench is then backfilled, with precautions regarding balancing compaction of the backfill material, and the surface is reinstated.

Total 4 underground stations have been proposed out of which 3 will be constructed by cut and cover with topdown method and 1 by NATM with through tunnels TBM.

By resorting to top-down method the oad the Central college Station is surface could be restored quickly and located which in any case will be further excavations and construction done by cut and cover method. of the station will not hamper the This station will cover a length of surface activity. about 230 m.

All the street stations are to be made by cut and cover for now and later on if land accuisition problem arises mining can be carried out for the construction of the stations .

Top down methology is to be adopted for the construction of project.

Type of gauge CITY AND ALIGNMENT

Choice Of Gauge Standard Gauge (1435mm) These roads may

DESIGN SPEED

The maximum sectional speed will be 80 km/h. However, the applied cant, and length of transition will be decided in relation to normal speeds at various locations, as determined by simulation studies of alignment, vertical profile and station locations.

CITY AND ALIGNMENT

often have sharp curves and right-angle bends Standard Gauge is advantageous

Indian cities as well as in abroad majority criterias remain same, as compared above this hence proves geographical factor does not influence the basic design and technical criterias of the metro project, and once the tender is awarded the final methodology is adopted as few uncertainities may arise in the execution phase of the project , in which contractor will have to adopt and change few metholodgies but until the till developing phase basic criterias remain almost same for all the similar underground projects

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17 CONCLUSION CONCLUSION TABLE 1

Influence factors

Technical criteria

Alignment

Length of project

3

Gauge Design speed 2

Soil strata and geology

Temporary structure and excavation

6

Temporary structure Vibration details Tunnelling Support Measures for natm( Adits , cavern etc) Foundation 3

Site logistics

Stations methodogy used: top down and bottom up

2

Launching shaft 4

Building in vicinity

Vibrating limitations to be kept in mind while tunnelling.

1

5

Codes

Design speed

4

Type of gauge Specifications of Materials to be used.

Tunnel dimension Total

16

Influence factor chart

7 6 5

4 3 2 1 0

STRAIGRAPHY STRUCRURES IN AND HYDROLOGY VICINITY

LAND AVAILABILITY

ALIGNMNENT ROUTE

CODES

influencing factors

Inference : The above dashboard shows that out of the five main influence factors the factor which affects most to the 16 criterias(refer pg 40, 41, 42) taken up in the study , stratigraphy and hydrology is the factor which has prominent influences on technical parameters and while least influencing factor is site vicinity

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18 BID DOCUMENT DETAILS (Contract document for Mumbai Metro line 3(volume 1)) The bid document for Mumbai metro line 3 is divided into six main volumes.

NIT

VOLUME 1

IIT

FOT VOLUME 2

BID DOCUMENT

Conditions of Contract and Contract Forms

VOLUME 3

Employer’s RequirementGeneral Specification

VOLUME 4

Employer’s Requirement – Technical Specifications

VOLUME 5

Tender Drawings

VOLUME 6

Bill of Quantities

Figure 32: bid document details

CONTENTS OF BID . 28

VOLUME 1

Type of Contract – EPC lumpsum .Bidding Procedure .Section I Notice Inviting Tender (NIT)

28

All the Bid document for mumbai metro lines 3

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Section I.

INSTRUCTIONS TO BIDDERS (ITB)

Section II.

BID DATA SHEET (BDS)

Section III.

EVALUATION AND QUALIFICATION CRITERIA

Section IV-a.

BIDDING FORMS

Section IV-b.

PRICING DOCUMENT

Section V.

ELIGIBLE SOURCE COUNTRIES OF JAPANESE ODA LOAN

.Section II Instructions To Tenderer (ITT)          

Name & Qualifications of Key Person Appendix ‘B’ Schedule of Plant & Equipments Appendix ‘C’ Memorandum of Procedure Appendix ‘D’ Sub contractors & Suppliers Appendix ‘E’ Deviations Appendix ‘F’ Statement of Site Visit Appendix ‘G’ Cash Flow Forecast Appendix ‘H’ Format of Bank Guarantee for Mobilization Advance.

Appendix ‘I’ Format of Performance Guarantee Form Of Agreement VOLUME 2

Conditions of Contract and Contract Forms  

Section IV General Conditions of Contract (GCC) Section V Special Conditions of Contract (SCC)

VOLUME 3 3.Section IV General Conditions of Contract (GCC) Employer’s Requirement- General Specification         

Section VI. A. General B. Functional C. Design D. Construction E. Manufacture, Installation and Testing F. Appendices Section VII. Outline Design Specifications Section VIII. Outline Construction Specifications Section IX. Tender Drawings

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VOLUME 4 4.Section V Special Conditions of Contract (SCC) Employer’s Requirement – Technical Specifications         

Section VI – A Electrical - HT Section VI – B Electrical - LT Section VI – C Ventilation & Air Conditioning (VAC) Section VI – D Fire Alarm and Detection System (FADS) Section VI – E Fire Suppression ( Fire Fighting System) Section VI – F Building Management System (BMS) Section VI – G EOT Cranes ( Electric Over Head Travelling Crane) Section VI – H Air Compressor ( Compressed Air System) Section VI – I Plumbing Pumps ( Drinking, Treated and Sewer )

:

VOLUME 5

5 Tender Drawings         

Section VII – A Electrical - HT Section VII – B Electrical - LT Section VII– C Ventilation & Air Conditioning (VAC) Section VII – D Fire Alarm and Detection System (FADS) Section VII – E Fire Suppression ( Fire Fighting System) Section VII – F Building Management System (BMS) Section VII – G EOT Cranes ( Electric Over Head Travelling Crane) Section VII– H Air Compressor ( Compressed Air System) Section VII – I Plumbing Pumps ( Drinking, Treated and Sewer ) Section VII – J Civil Tender Drawings ( Architectural / Utility) VOLUME 6

6 Bill of Quantities Detailed bill of quantities

19 JUSTIFICATION OF TYPE OF CONTRACT USED :

Project name: Mumbai Metro Line-03, Underground Construction In 2011, MMRDA unveiled plans for an extended Colaba-Bandra-SEEPZ metro line. The 33.5kilometre (20.8 mi) Colaba-Bandra-SEEPZ line is built at cost of ₹21,000 crore (US$3.2 billion) and will be the city's first underground metro line. It will have 27 stations.

Line 3 preparatory works Initiated on PPP model; however, not found feasible on (VGF) Viability Gap Funding In 2011 Project initiated for EPC model with JICA funding in 2011,and draft dpr for same is published The economic appraisal has been carried out within the broad framework of Social Cost Benefit Analysis Technique. It is based on the incremental costs and benefits and involves comparison of

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project costs and benefits in economic terms under the “with” and “without” project scenario. The Economic Internal Rate of Return (EIRR) for the project has then been arrived using Discounted Cash Flow technique to the net benefit stream at economic prices. The EIRR works out to 17.93 %.

(2011,Detailed Project Report for Through Metro Corridor: Colaba – Bandra –SEEPZ) 19.1 THE MODEL EPC AGREEMENT INCORPORATES BEST PRACTICES So EPC model was taken up for the reason which EPC approach that relies on assigning the responsibility for investigations, design and construction to the Contractor for a lump sum price determined through competitive bidding.

The objective is to ensure implementation of the project to specified standards with a fair degree of certainty relating to costs and time while transferring the construction risks to a private sector Contractor.29      





 

This Model EPC Agreement incorporates international best practices It provides a sound contractual framework that specifies the allocation of risks and rewards, equity of obligations between the Authority and the Contractor, precision and predictability of costs Force majeure, termination and dispute resolution, apart from transparent and fair procedures.

This would provide the requisite flexibility to the Contractor in evolving and adopting innovative designs without compromising on quality of the works.

Metro Rail Projects are highly capital intensive with long gestation period. Given the tariff constraints, they are not commercially attractive for investment. , Mumbai’s Colaba- Bandra- Seepz MRTS project is estimated to give a high economic rate of return to the tune of 17%, which means investment on this project will be recovered by the city/society within 6 to 7 years time. Such a SPV has a benefit of independent management under the aegis of Indian Companies Act, 1956 was formed The Model EPC Agreement specifies the required design and performance standards and allows the Contractor to design and construct the project using best practices and innovation to optimise on efficiency and economy as compared to the rigidity of the item rate contract that relies on a rigid design provided by the project authorities The Contractor also has full freedom to plan the construction schedule for efficient use of its manpower, equipment and other resources while payments are linked to specified stages of construction The Contractor shall be liable to damages for any delay beyond the specified date of completion, subject to the damages not exceeding 10 per cent of the contract price.

All project parameters such as the contract period, price adjustments and technical parameters are to be clearly stated upfront, and short-listed bidders will be required to specify only the lump sum price for the project. The bidder who seeks the lowest payment should win the contract30

29

NITI AYAGOG GUIDELINES FOR EPC MODEL

30

NITI AYAOG GUIDELINES EPC MODEL

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EPC

PPP

• The totalCONSTRUCTION prices and duration WHY USE OF EPC CONTRACT IS PROMINET IN UNDERGROUND METRO •Private players look for a return of around 12-15 per cent, while no metro project has yielded an investment return of more than 3 per cent.

•rocurement of Right of Way (RoW) and land.

•Metro projects are also long-haul projects and will take long time to break-even.

of the contract are fixed. This could help the control of expense and progress.

• The limit between working range and responsibility is clear. And the responsibility and risk during the construction period could be transferred to the general contractor • EPC contractor is responsible for the implementation process of project. This could helps the planning and collaborative operation of the overall project • Incentives and penalties to ensure timely completion

CONCLUSION: For construction of underground metro which is a social sector its difficult to get high interest rates in return when compared to commercial sector so private bidders show lack of interest in investing money due to low rate of return due to all the reasons EPC contract is more prominent in under ground metro constructions rather than PPP contracts.As cities are growing at a fast pace, metro will be an important constituent of the transport mix. Metro is more capital-intensive as it requires everything from land acquisition to civil works, signalling, and rolling stock. The capitalintensive nature of such projects does not allow private players to get a return on their investments easily.31 (NITI Ayayog guidelines fro EPC Model) 20 DESIGNING BID 3.QCBS(90:10) methdology is used and the bidder satisfying the criteria is selected for the project.

1.guidelines released by client MMRC through EOI (expression of ineterest) and NIT .

2.following the guidelines the bid doucment is prepared and filled by the bidding consultancy Figure 33: steps of bid design

31

https://www.metrorailnews.in/ppp-metro-rail-projects-constraints-opportunities/

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20.1 DESIGNING THE BID BASED ON FOLLOWING CRI TERIAS MENTIONED BY MMRC IN EOI

Country : India Name of Project : Mumbai Metro Line 3 Colaba – Bandra – SEEPZ (MML3) Loan Agreement : Between Japan International Co-operation Agency (JICA) and Govt of India (GoI) (to be signed) 20.2 ASSIGNMENT : GENERAL CONSULTANCY SERVICES FOR IMPLEMENTATION OF MML3 1.0 Mumbai Metro Rail Corporation (MMRC) has been pledged a loan from JICA towards the cost of MML3 and intends to apply part of the proceeds of this loan for procurement of General Consultancy (GC) services for implementation of the said project.32     



MML3 is a fully underground corridor having a length of 32.5 km with 27 stations and a car depot. The expected period of consultancy is around seven years. Project alignment and details are available for download at www.mmrda.maharashtra.gov.in 2.1 MMRC has engaged an Interim Consultant (IC) to carry out detailed topographical surveys, geotechnical investigations, utility mapping, building condition surveys, traffic diversion plans, preliminary tunnel and station designs, car depot design and all pre-tender services for design-build civil contracts etc.

2.2 MMRC now intends to procure GC services for implementation of the project including integrated testing and commissioning of the corridor.

2.3 The scope of consultancy mainly includes: review and supplement / complete IC’s work, if and when required,evaluation of bids for civil contracts, proof checking of contractors designs, project & site supervision, quality control and assurance, safety and security, preliminary systems designs, specifications and tender documents including bidding assistance for systems procurement, environmental management programme preparation, system integration and implementation, testing and commissioning of the corridor and other ancillary services. GC will also be required to provideall the requisite support to MMRC for obtaining various approvals, inter-agency interactions and coordination with stake holders.

MMRC invites EoI from eligible consultants who meet the eligibility criteria .

Table 17: CRITERIA DETAILS

HEAD

DESCRIPTION

Technical Qualifications

Technical Qualifications: i. Consultant should have provided in the last ten years (project completed not before 1st January 2003) General Consultancy for one metro rail project having at least 7 km underground section with at least 3 underground stations.

Financial Qualification:

Consultant / Consortium should have average annual turnover of Rs 100 cr / USD 18.5 m over last five years from consultancy services.

4.1 Consultants may associate with other firms in the form of JV/consortium of not more than 5 members to enhance their capabilities.

32

EOI RELEASED BY MMRC

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4.2 Selection of the consultants will be by QCBS (90:10).

4.3 Consultants special attention is drawn to clause 3 to 5 of the ‘Eligibility of the JICA Standard Request for Proposals under JICA ODA Loans, October 2012’. (Expression of interest . released by MMRCL for Consultants)

20.3 4.0 ELIGIBILITY 33 5.0 Information to be submitted along with the EoI1 Profile of the consultant / consortium (not more than 10 pages) 2 Annual turnover of consultant/consortium for consultancy services (abridged, 1 pg / yr) 

     



3 Description / details of similar assignments carried out by company / consortia since 2003. Only include projects where greater than 25% of key man months were provided (must include but not limited to following) Name of work, location and name of client Brief description of scope of assignment and consultant’s role, date of award and completion date (if not complete percent complete) Total project key man months and key man months provided by company 4 d. Consultancy fee in US Dollars 5 Details of key professional identified for this project with the consultant / consortium on their permanent roll provide only brief description of professional, not more than ½ page per professional) Any other information that may indicate that consultant / consortium is qualified to perform services

CONTENTS OF BID FOR CONSULTANTS 34 Table 18: CONTENTS OF BID FOR CONSULTANCY

CONTENTS OF BID Section 1: Letter of Invitation (LOI)

This Section is a template of a letter from the Client addressed to a shortlisted Consultant inviting it to submit a proposal for a consulting assignment. The LOI may include a list of all shortlisted Consultants to whom similar letters of invitation are sent. It specifies the selection method.

Section 2: Selection Procedures

QCBS for mumbaimetro line 3 Each option consists of two parts: “Instructions to Consultants” and “Data Sheet.”

“Instructions to Consultants” contains provisions that are to be used without modifications. “Data Sheet” (REFER PG 11) contains information specific to each selection and corresponds to the clauses in “Instructions to Consultants” that call for selection-specific information to be added.

This Section provides information to help shortlisted Consultants prepare their proposals. Information is also given on the submission, opening and evaluation of proposals, contract negotiation and award of Contract.

3333 34

EOI released by MMRC .

‘Eligibility of the JICA Standard Request for Proposals under

JICA ODA Loans, October 2012’.

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Section 3. Technical Proposal - Standard Forms

Section 3. Technical Proposal – Standard Forms provides Technical Forms that the Client shall include in its Request for Proposals. Consultants shall fill out these Forms and include them in their proposals. As specified in this section, these forms are the Technical Proposal Submission Forms and other relevant Technical Proposal Forms.

The Acknowledgement of Compliance with the Guidelines for Employment of Consultants under Japanese ODA Loans shall be included in the Technical Proposal.

Italicized notes provide guidance to the shortlisted Consultants for the preparation of their Technical Proposals; they should not appear on the Technical Proposals to be submitted.

Section 5. Terms of Reference Notes on the Terms of Reference

Section 5. Terms of Reference (TOR) describes the scope of the Services, the objectives, goals, specific tasks required to implement the assignment, and the relevant background information of the Project. It provides details on the required qualifications of the key experts; and lists the expected deliverables.

This Section shall not be used to over-write provisions in Section 2.

The text below provides guidance to the Client for the preparation of the TOR that shall be included in the Request for Proposal. It should not appear on the actual TOR to be delivered to the shortlisted Consultants

NOTE *-For Mumbai metro line 3 QCBS (90:10) is To be adopted as mentioned by MMRC 35.

Quality is given more importance as construction of metro is a social sector so quality cant be compromised at the cost of money, hence quality is given 90% weightage and 10% weightage is given to cost.

20.4 SECTION 2 QUALITY- AND COST-BASED SELECTION (QCBS) 36

QCBS is based on the quality of the technical proposal and the cost of the services to be provided. Since under QCBS the cost of the proposed services is a factor in the selection, this method is appropriate when, (i) the scope of work can be precisely defined, (ii) the TOR are well specified and clear, and (iii) ADB or the borrower and the consultants can estimate with reasonable precision the personnel time as well as the other inputs required of the consultants.

The QCBS procedure for loan and delegated TA consultants, when the borrower is responsible, is outlined below and summarized in Appendix 1. Normally, the borrower will be required to make three submissions (prior reviews) for ADB approval: (i) a draft RFP including the shortlist, (ii) a technical proposal 15 The detailed breakdown of activities for each selection method are defined by PAIs available on the ADB website, www.adb.org

35

EOI released by MMRC

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Table 19: QCBS SCORE

Combined Quality / Cost ratio for QCBS ( CONSULTING SERVICE) 37 DESCRIPTION

QUALITY / COST SCORE WEIGHTING

High complex/ downstream consequences / specialized assignments (or may use QBS method )

90/10

Moderate complexity

70-80/30-20

Assignments of a standard or routine nature

60-50/40-50

QCBS Selection Formula Final Score [S.F] = [TS * T%] + [FS * P%] Ts = Technical Score Fs = 100 * Lowest Price / Price of Proposal 20.5 A.preparation of the Terms of Reference

Before the process of recruitment of a consulting firm starts, the objective and scope of the proposed work, and the functions and duties to be assigned to the consultants should be clearly and adequately defined in the TOR Cost Estimates (Budget for the Assignment) Well-developed cost estimates are essential to ensure realistic budgetary resources are provided. The cost estimates for loan projects shall be prepared by the borrower based on assessment of the resources needed to carry out the assignment: expert time, logistical support, and physical inputs (for example, vehicles, laboratory equipment). Costs shall be divided into two broad categories: (i) remuneration (according to the type of contract used) and (ii) out-of-pocket expenses. The cost of expert time shall be estimated on a realistic basis for international and national personnel.

Advertising ADB normally lists all loan projects requiring consulting services on ADB’s website before shortlisting.

To attract EOls from consulting firms, the borrower, may also advertise in an appropriate national journal, newspaper, or website Preparation of Long List of Consultants The borrower shall prepare a long list of technically qualified firms based on EOIs submitted.

Preparation of Shortlist of Consultants The borrower is responsible for preparation of the shortlist. The borrower shall give

37

World Bank Procurement Regulations PG 94

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first consideration to those firms expressing interest that possess the .Shortlists shall comprise six firms with a wide geographic spread, with no more than two firms from any one country and at least one firm from a developing country, unless qualified firms from developing countries are not identified. ADB may agree to shortlists comprising a smaller number of firms in special circumstances, for example, when only a few qualified firms have expressed interest in the specific assignment or when the size of the contract does not justify wider competition. For the purpose of establishing the shortlist, the nationality of a firm is that of the country in which it is registered or incorporated and, in the case of a joint venture, the nationality of the firm appointed to represent the joint venture.

Once ADB has issued a “no objection” to a shortlist, the borrower shall not add or delete names.38

20.6 BORROWERS SHALL USE THE STANDARD RFP.      

The RFP includes: letter of invitation; instructions to consultants, including a data sheet and evaluation criteria; technical proposal standard forms financial proposal standard form TOR

20.7 DATA SHEET 39 It is to be filled by the bidding consultany firm.

Table 20: DATA SHEET TO BE FILLED

1. (b)

The Applicable Guidelines are those published in _______________.

[Insert the date of issuance of the Guidelines applicable to this Contract (April 2012, March 2009 or October 1999).]

1 (c)

[Insert the country if it is other than the Client’s country. Please note that the country of the Applicable Law in the contract form should then be the same]

2.1

Amount of the Loan Agreement: Signed date of the Loan Agreement: Name of Project:

2.2

Name of the Client: MMRC

2.3

Name of the assignment: Mumbai metro line 3

2.4

A pre-proposal conference will be held: Yes No [If yes, indicate date, time, and venue] The Client’s representative is: Address: Telephone: Facsimile: E-mail:

38 38

Guidelines on the Use of Consultants by Asian Development Bank and Its Borrowers16relevant qualifications 39

DS-6 Section 2. Option B: QCBS - Instructions to Consultants - Data Sheet

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2.5

The Client will provide the following inputs, project data, reports, etc. to facilitate the preparation of the Proposals: [list or state “N/A” if none]

3.2

[If not applicable, delete this Clause 3.2 of the Data Sheet.]

4.1(c)

A list of debarred firms and individuals is available at the World Bank’s website: www.worldbank.org/debarr

6.3

Proposals shall be submitted in the following language: [insert one of the following: Japanese, English, French, or Spanish]

7.1

Proposals must remain valid [insert number: normally 90 days] days after the submission deadline date, i.e. until: [insert date]

7.8(a)

The price of the Financial Proposal shall be adjusted by the following factor: [insert factor for adjustment] [The local currency portion of the amounts payable under the Contract shall be adjusted by a factor reflecting local inflation during the period of extension, and the foreign currency portion of the amounts payable under the Contract shall be adjusted by a factor reflecting the international inflation (in the country of the foreign currency) during the period of extension.]

7.8(b)

The fixed portion of the price of the Financial Proposal shall be adjusted by the following factor: [insert factor for adjustment] [The local currency portion of the fixed portion of the amounts payable under the Contract shall be adjusted by a factor reflecting local inflation during the period of extension, and the foreign currency portion of the fixed portion of the amounts payable under the Contract shall be adjusted by a factor reflecting the international inflation (in the country of the foreign currency) during the period of extension.]

8.1

Clarifications may be requested by [insert date: normally 21 days before the submission deadline date].

The address for requesting clarifications is: Facsimile: E-mail:

11.1 (i)

Minimum numbers of man-months for Experts are: 5 - International Experts: man-months - Local Experts: man-months - Total: man-months

[List the applicable Reimbursable expenses in foreign and in local currency. A sample list is provided below for guidance: items that are not applicable should be deleted, others may be added. However, all assignment-related costs other than the Consultant's remuneration should be listed below. ] (1) a per diem allowance in respect of Experts of the Consultant for every day in which the Experts shall be absent from their home office; (2) cost of necessary international and local air travel of Experts by the most appropriate means of transport and the most direct practicable route;

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land transportation including vehicle rental; (4) cost of international or local communications such as the use of telephone and facsimile required for the purpose of the Services; (5) cost, rental and freight of any equipment required to be provided by the Consultants for the purposes of the Services; (6) cost of printing and dispatching of the reports to be produced for the Services; (7) miscellaneous administrative and support costs including office operations, support personnel and translation; (8) provisional sums; and (9) cost of such further items required for purposes of the Services not covered in the foregoing.

11.1 (ii) c

Amount for provisional sums: - for foreign currency: [insert amount and currency] - for local currency: [insert amount and currency] Contingency amount: - for foreign currency: [insert amount and currency] - for local currency: [insert amount and currency]

11.2

[If the Consultant, its Sub-consultants and Experts are not responsible for meeting all tax liabilities arising out of the Contract, in the Client’s country, complete this Clause 11.2 of the Data Sheet; otherwise delete the Clause.]

“Information on the Consultant’s tax liabilities in the Client’s country can be found [insert reference to the appropriate official source].”

11.3

The other international traded currency(ies) permitted are: (i) [name of foreign currency] (ii) [name of foreign currency] [Insert international traded currencies other than the Japanese Yen.]

12.3

Number of copies of the Technical Proposal: [insert number]

12.5

Time and date of the Proposal submission deadline:

Time: [insert time]_____________________ - Date: [insert date]_____________________ [The interval from the date of the actual mailing of the RFP to the submission deadline shall be 45 to 60 days to allow the Consultants to prepare responsive Proposals.]

12.6

Consultants must submit the original and all copies of the Technical Proposal, and the original Financial Proposal to the Client to the following address: [insert address] Proposals must be submitted no later than the following date and time: [Refer to Clause 12.5 of the Data Sheet above.]

14.2

Criteria, sub-criteria, and point system for the evaluation are: Points (i) Experience of the Consultants relevant to the assignment: a) Experience of international projects of comparable size, [insert points] complexity and technical specialty

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b) Experience in developing countries under [insert points] comparable conditions c) Experience in Japanese ODA projects [insert points] Total points for criterion (i): [10 - 20] [Considering circumstances particular to each individual project, the above sub-criterion (i) c) may be given more points.] (ii) Adequacy of the proposed methodology and work plan in responding to the Terms of Reference: a) Technical approach and methodology [insert points] b) Work plan [insert points] c) Organization and staffing [insert points] Total points for criterion (ii): [20 - 50] (iii) Key Experts’ qualifications and competence for the assignment: a) Team Leader [insert points] b) [insert position title and/or discipline as appropriate] [insert points] c) [insert position title and/or discipline as appropriate] [insert points] d) [insert position title and or discipline as appropriate] [insert points] e) [insert position title and/or discipline as appropriate] [insert points] f) [insert position title and/or discipline as appropriate] [insert points] Total points for criterion (iii): [30 - 60] The number of points to be assigned to each of the above positions or disciplines shall be determined considering the following three sub-criteria and relevant percentage weights: 1) General qualifications [insert weight between 20 and 30%] 2) Adequacy for the assignment [insert weight between 50 and 60%] 3) Familiarity with the language and the conditions of the Country [insert weight between 10 and 20%] Total weight: 100% (iv) Suitability of the transfer of knowledge (training) program (optional): [Normally not to exceed 10 points. When transfer of knowledge is a particularly important component of the assignment, more than 10 points may be allocated, subject to JICA prior approval; the following subcriteria may be provided] a) Relevance of training program [insert points] b) Training approach and methodology [insert points] c) Qualifications of Key Experts and trainers [insert points] Total points for criterion (iv): [0 – 10] [Support facilities and organization, or Proposal presentation can also be considered as optional evaluation criteria. However, normally, not to exceed 10 points.]

Total points for the four criteria: 100 The minimum technical score (St) required to pass is: Points [usually 90 points]

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14.4

Expected date (month/year) for public opening of Financial Proposals: _____________________________ [insert date (month/year)] at: ________________________________ [insert location]

14.6(i)

The single currency for price conversion is: The source of official selling rates is: The date of exchange rates is: [such date shall not be earlier than thirty (30) days prior to, nor later than, the date specified for opening of the Technical Proposals.

14.8

Quality-Cost Ratio: ________________________ [insert ratio : normally 90:10] [In general, JICA and the Borrower will agree on Quality-Cost Ratio in appraisal by JICA. QualityCost Ratio of 90:10 may be chosen when quality is of primary importance.]

15.1

Expected date and address for contract negotiations: [insert date and address]

17.2

Expected date for commencement of consulting services [insert date] at: [insert location]

20.8 SECTION 3. TECHNICAL PROPOSAL - STANDARD FORMS 40 TECHNICAL PROPOSALS Section 3. Technical Proposal – Standard Forms provides Technical Forms that the Client shall include in its Request for Proposals.Consultants shall fill out these Forms and include them in their

Figure 34: Experience form:

4040

https://www.jica.go.jp/english/our_work/types_of_assistance/oda_loans/oda_op_info/guide/tender/c8h0vm 0000aoesst-att/consul.pdf

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proposals. As specified in this section, these forms are the Technical Proposal Submission Forms and other relevant Technical Proposal Forms

Figure 35: work schedule format

NOTES ON FINANCIAL PROPOSAL - STANDARD FORMS .

Financial Proposal – Standard Forms provides Financial Forms that the Client shall include in its Request for Proposals. Consultants shall fill out these Forms and include them in their proposals.

20.9 NOTES ON THE TERMS O F REFERENCE Section 5. Terms of Reference (TOR) describes the scope of the Services, the objectives, goals, specific tasks required to implement the assignment, and the relevant background information of the Project. It provides details on the required qualifications of the key experts; and lists the expected deliverables. 41 This Section shall not be used to over-write provisions

41

Section 5. – Terms of Reference

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

The Background including the Project Summary

This section should provide a briefing on the country and sector profile, background, and rationale or necessity of the Project. This section should also describe the goals/objectives, location and/or other geographical features and scope of the Project. It should detail all Project components including the outputs and inputs; thus, providing sufficient information for better understanding of the Consultant.

Procurement packages will also be provided, if appropriate. The names of the related agencies (the Borrower, Executing Agency, supervising authority) and other relevant stakeholders (local governments, beneficiaries, NGOs etc.) should be stated. 

The Objective of the Assignment

The objective of assignment may vary depending on the nature of the Project, stage of the Project cycle, etc. Irrespective of whether the Consultant is a firm or an individual, the TOR should describe the objective of the assignment clearly so as to be explicit to the Consultant. 

The Scope of the Work

This section describes the outputs required from the consulting firm or individuals, the required activities, the required inputs and the time frame for implementation. It should be noted that Consultants usually respond better to a more detailed definition of their assignments. The TOR should therefore provide the clearly defined outputs and the envisaged activities of the Consultant, in particular: • Define specific outputs required. In defining the output, consider how they relate to the purpose; • For each output, define the inputs or envisaged activities; • Determine whether surveys, special analyses or modeling will be required.; • Define the range of power/authority delegated to the Consultant, if construction supervision is required; • Identify the key issues that need to be addressed, including specific crosscutting issues in participation, poverty, gender, environment, safety, governance, institutional, financial, economic, cultural and social perspectives; • Use “phase” headings to itemize the outputs, for example, inception phase, research and analysis phase, design phase, implementation phase, post-implementation phase, etc.

• Based on the envisaged outputs and activities, describe the key consulting inputs by discipline, individually; • Assign the outputs and activities, individually to Key and Non-Key experts; and • Describe particular responsibilities as required by the JICA’s Consultant Guidelines, in relation to safety and project monitoring by JICA. 

The Experience Required and Detailed Scope of Works for Experts

In addition, this section should describe the specific responsibility or assigned works for each of the Key Experts. It will describe in detail the outputs and activities individually with reference to the scope of work for the consulting firm or individuals described in Section 2.2 above.

Minimum qualification requirements for Key Experts (and any other requirements which will be used for evaluating the Key Experts) should be clearly specified. 

The Reports and Documents

The TOR describe the reports and documents to be submitted by the Consultant, as well as the frequency of submission, number of copies and requirements to electronic submission (or CD-ROMs).

The reports can include: • Inception report • Progress report • Interim report

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• Draft final report • Final report • Special survey or study reports The requirements for progress reports should be sufficient to keep the project officers and the EA informed of the progress of the Project and services of the Consultant, but should not force the Consultant to spend excessive time preparing minor reports. In addition to these reports, depending on the type of services, the Consultant will be required to prepare the following documents as a part of tender assistance work: • Prequalification documents • Prequalification evaluation reports • Bidding documents • Bid evaluation reports Also, the contents should be consistent with GCC/SCC 5.1(g), 5.4(a) and 5.5(a).

Annexes to the TOR It is common to include a Project location map and an organization chart. Available data and studies should also be listed up with a brief explanation on the contents of each of them. If those data and studies have been published/disclosed, it would be helpful to the Consultants to indicate how to obtain access to them. The Project implementation schedule may also be included, but the breakdown of the Project cost estimates is not normally provided.

20.10 FIRMS PARTICIPATED a. The consortium, led by AECOM Asia Hong Kong comprises of Padeco, Japan, LBG Inc, USA and Egis Rail, France. b. The other consortia that participated in the global invitation for Expression of Interest included DB International, Germany, Geodata, Italy and Oriental Consulting, Japan.

NOTE *The selection was done on quality and cost based selection process.

21 RESULTS Mumbai, December 08, 2014-AECOM Asia Company led Consortium qualifies as the GC GC to assist MMRCL in all activities of Metro Line 3 implementation42 The consortium, led by AECOM Asia Hong Kong comprises of Padeco, Japan, LBG Inc, USA and Egis Rail, France.“The appointment of the General Consultant paves way for the speedy implementation of the Metro Line 3 project and they will assist MMRCL in design, supervision, quality control, safety and contract management of the project”,The overall scope of the General Consultant is to assist in evaluation of bids for civil works and appoint the contractor, review and proof-checking of detailed designs prepared by the Contractor’s designer with respect to work awarded on ‘Design-Build’ basis, preparation of tender design, construction supervision including supply and installation, system integration and commissioning 7of all system components, testing and commissioning of the entire system and preparation/finalization of operation and maintenance manual

42

DOCUMENT RELEASED BY MMRCL.ON WEBSITE,

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22 COST ESTIMATE DETAIL

Price centre

Price Centres B, C, D, E, F, G, H, I, J and

Price Centre “A”

The Pricing Document shall be read in conjunction with Notice of Invitation to Tender, Instructions to Bidders and all Tender Documents, Specifications and Drawings as listed in Sub-Clause 6.1 of Part 1, Section I. ITB. The Contract is a lump sum priced Contract, adjusted by the Price Adjustment Formula detailed in PCC Sub-Clause 13.8 of Part 3, Section XI. The Works are divided into Price Centre representing one or more groups of inter-related works forming part ofthe Works Payments for Price Centres B, C, D, E, F, G, H, I, J and K can be made in Indian Rupees, Japanese Yen and/or maximum two other international currencies (USD and EURO), if the Contractor so desires, or in a combination of all, as stated in Item No. 7 of Appendix LB-1 to Letter of Bid in Part 1. Price Centre “A” shall be paid in a combination of Indian Rupees, Japanese yen and/or the maximum two other international currencies (USD and EURO), if used, as per the ratio of the currency values that make up the Contract Price43

22.1 SCHEDULE OF PAYMENTS (SOPS)

The total sum for Price Centre “A” Preliminaries shall be equal for 7.5% of Price Centres B, C, D, E, F, G, H, I, J and K. Payments under Price Centre A will be made on a monthly, quarterly, or percentage basis as indicated in Price Centre A. Table 22: PRICE CENTRE BREAK UP

CENTRE

DESCRIPTION

B

CST Station

C

kalbadevi. Station

D

girgaon Station

E

Grant road Station

F

Section (1) CST Station to kalbadeviStation

G

Section (2) stabling sidings tunnels (NATM) at kalabdevi Station

H

Section (3) kalbadevi Station to girgaon Station

I

Section (4) girgaon Station to grant road Station

J

Section (grant road to Mumbai central

43

Bid document- pricing document for UGC_02 MML3 PG-20

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TENDER SUB-TOTAL 3 EQUIVALENT TENDER TOTAL IN USD

BREAK UP PRICE A 7.5%

PRICE CENTRE B,D,D,E,F,G,H,I 92.5%

PRICE A

PRICE CENTRE B,D,D,E,F,G,H,I

Figure 36: CAPITAL COST BREAK UP

22.2 PRICE CENTRE A DEATI LED BREAK UP 44 Table 23: price centre detailed break up

Price Centre

Description

Unit

Qty

Sub-Items

A

Preliminaries (7.5%)

A1

Contractual Submissions

A1.1

Submission of PII, Bond, Item insurances, etc.

A2

1

4.00

1

2.00

60

6.00

General Items

A2.1

Initial Works Programme,

A2.2

Works Programme updates, No. revisions and Three Month Rolling Programme

44

Percentage for

Item

FINANCIAL BID DOCUMENT OF PROJECT

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A2.3

Monthly Progress Report

A2.4

No

60

6.00

Design Manual & Item Programme for Design Deliverables (Design Units)

1

4.00

A2.5

Quality Assurance & Quality No Control Plans & Audits

20

8.00

A2.6

Interface Management Plan No & Audits

20

8.00

A2.7

Interface Matrix and Specific Item Contract Interface Sheets

1

4.00

A2.8

All Interface management No and coordination, including provision of services, for the Interfacing Contractors

20

10.00

A2.9

Interface management and No coordination from the issue of Taking Over Certificate until start of Revenue Services.

(Employer to instruct if required.)

6

2.00

A2.10

Station Coordination No Installation Plan for Each Station on a Room by Room Basis

60

6.00

A2.11

Project Management No Information System

60

4.00

The above total for Price Centre A shall be equal to 7.5% of the sum of the total amount for each Price Centre “B to K”, but is not required to be inserted into the Pricing Summary in Clause 1.7 above.45

45

Bid document- pricing document for UGC_02 MML3 Pg-

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COST ESTIMATE FOR MU MBAI METRO LINE 3 PA CKAGE 2.

UNIVERSITY SUBMITTED BY : BHUMIKA RAJ UC5316 Sr.no

1

Item

Unit

Rate (Millions)

CEPT

QTY

Amount (Millions)

Remarks %

PRICE CENTRE A initial works program three month rolling program detailed program works monthly progress report software update plan temporary traffic control plan

refer pg 3 financial bid document mumbai metro line 3 Clause 1.3.1. Price Centre A.

maintennace suppport plan all interface within the projects. inspection and test plan procurement plans

Sub Total (1)

1500

7.50%

refer financial price bid pg6 clause 1.4 financial price bid pg6 clause 1.3.4

PRICE CENTRE B

Tunneling and cross passage

2.1

Underground section by T.B.M excluding stationlength (300m each)

R. Km.

1587.41

4

6349.64

31.79%

2.2

constructtion of cross passage

no.

100

11

1100

5.51%

2.3

Underground section by cut & cover for X‐overs

R. Km.

1112.76

0.6

667.656

3.34%

2.4

Tunnel Ventilation conditioning

R. Km.

8.5

6

51

0.26%

7068.3

40.89%

and

air

refer dpr pg 466.tab;e 10.2

Station Buildings

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refer dpr pg 466.tab;e 10.2

Underground Station(300 m length) incl. EM 3.1 works, lifts, escalators, VAC etc. by Cut & Cover 3.2

Underground Station‐ Civil works

Each

1328.25

3

3984.75

19.95%

3.3

Underground Station‐ EM works etc.

Each

566.83

3

1700.49

8.51%

3.4

Underground Station(300 m length) incl. EM works, lifts, escalators, VAC etc. by NATM

3.5

Underground Station‐ Civil works

Each

1992.38

1

1992.38

9.97%

3.6

Underground Station‐ EM works etc.

Each

566.83

1

566.83

2.84%

8244.45

41.28%

110.88

0.56%

94.5

0.47%

40

0.20%

245.38

1.23%

Miscallaneous 4.1

remaining works ( utility shifting

R. Km

4.2

Traffic improvement, management &

LS

4.3

Cost towards arrangements at stations

per station

5.1

security

34.65

10

3.2

4

gross total

18158.1

REINSTATTEMENT AND HANDLING OVER

1815.81

refer dpr pg 466.table 10.2

10.00% 100.00%

total(millions)

19973.9

total crores

1997.39

total crores(rounding off)

2000

COST PER KM

625

Table 24: cost estimate

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OTHER WORKS EXCLUDING CIVIL PACKAGE (dpr Mumbai Metro line 3) COST FOR OTHER WORKS (EXCLUDING CIVIL WORKS )46 DESCRIPTION

UNIT

COST

QTYT

TOTAL COST

Ballastless track for underground Section

R. Km.

71.28

6.4

456.192

UG Section

R. Km

140.14

3.2

448.448

Signaling and Telecom.

R. Km.

154.99

3.2

495.968

Traction & power supply incl. OHE, ASS etc. Excl. lifts & Escalators

r&r

0

environmental cost

LS

9.9

social cost

LS

67.57

Automatic fare collection

Per station

32.56

4

130.24 0

Traffic improvement, management &

LS

94.5

Cost towards security arrangements at stations

per station

10

4

40

infrastructures

R.km

34.65

3.2

110.88

Rolling Stock

Each

84

4

336

Contingencies @ 3 % on all items except land

664.89

gross total

22163

Gross Total including Contingencies (excluding Land Cost)

22827.89

Octroi on OHE @ 5.5% of

26.84

26.88

Octroi on Sig. & Tele. & AFC @ 5.5% of

495.968

495.968

Octroi on Rolling stock @5.5% of

336

336

Insurance 0.6% of Capital cost of Gross total with octroi and insurance

132.978

total(millions) including civil works

23819.716

Table 25: COST BREAK UP (MISCALLANEOUS ITEMS)

46

Refer Mumbai metro line 3 DPR pgae no 466.

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Cost inr (contractor's scope) REINSTATTEMENT AND HANDLING OVER

1815.81

MISCALLANEOUS245.38

STATION BUILDINGS

8244.45

TUNNELING AND CROSS PASSAGE

7068.3

PRICE CENTRE B

PRICE CENTRE A

1500 cost crores

Figure 37: PERCENTAGE COST BREAK UP

COST INR (other works) ROLLING STOCK

336

AUTOMATIC FARE COLLECTION

130.24

SIGNALING AND TELECOM

495.968

TRACTION & POWER SUPPLY INCL. OHE, ASS ETC. EXCL. LIFTS & ESCALATORS

448.448

BALLASTLESS TRACK FOR UNDERGROUND SECTION

456.192 0

100

200

300

400

500

600

Sales Table 26: PERCENTAGE COST BREAK UP (OTHER WORKS)

INFERENCE: The maximum cost is observed in construction of station buildings followed by the cost of tunnelling and cross passage construction while the least cost is observed by miscellaneous heads all the items which are covered comes under the contractor’s scope of work .

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23 WORK PACKAGE INFORMATION: • Work Package - Ahmedabad Metro Phase 01 - UG 01 - East-West Corridor • Total Route length - 2.43 km • Client - Gujrat Metro Rail Corporation (GMRC) • Contract type - Design and built (Lump-sum) • Cost of package as per tender - 745 Crs. • Cost of package as per Awarded contract - 774.97 Crs.-780CRS

23.1 SCOPE OF WORK: • Design and Construction Underground Station and tunnel including finishes and excluding PHE,Electrical and HVAC from East end Ramp to East End of launching shaft near Kalupur metro station from chainage 14328.88 m to chainage 11882.88m which comprises of East ramp, Twin bored underground tunnel between East Ramp and Kalupur metro station, all cut and cover portion including Two underground station, kankaria East and Kalupur metro station portion of NATM and launching and receiving Chambers of TBM for Ahmedabad Metro Rail Project Phase-01

Figure 38: PROJECT PACKAGE DETAILS

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MUMBAI METRO LINE 3 Preliminaries and general requirements

5.00 %

Construction and maintenance of offices for both contractor and client

00.50 %

Conduct, submit and obtain ‘Non – objection Notice’

00.50%

Furnishing undertaking, guarantee and warranty as per GCC clauses

00.25%

Contractors supervision and other on-going contract obligation, includes provision for safety

01.50%

Shifting of charted utilities including design and approval of local authority

02.25%

Design of Temporary and Permanent

03.00%

Preliminary design and drawing submission as BIM modeling

00.10%

Design co – ordination submission and execution plan in PMIS

00.10%

Design submission as BIM model

00.15%

Co – ordinariate installation Chart

00.25%

3rd Party design Check

00.50%

Making Construction reference drawing as BIM model

01.30%

Making Good for construction drawing

01.30%

Drawing Submission to client

00.30%

Open Cut and Cover Section Construction

08.00%

D – Wall

02.00%

Excavation and Survey Work

01.20 %

Base Slab

01.20%

Tunnel roof Slab

01.50%

Internal tunnel wall

00.50%

Backfilling and water proofing work

00.90%

Other work and site Clearance work

00.41%

Tunneling and Cross Passage Work

33.00%

Commissioning of Casting Yard

01.50%

Assembly of TBM Initial Drive (East Bound)

02.00%

Assembly of TBM Initial Drive (West Bound)

02.00%

Construction tunnel and Cross-Passage

24.00%

Construction of concrete walkways

01.50%

Wriggle survey (as-built), clearing, drainage

02.00%

Station Boxes & Entry/Exit Structure

41.00%

Kankaria Station

19.49%

Kalupur Station

18.29%

Other Work for station

01.60%

Site clearance and area handover

01.60%

Reinstatement work and handling over

10.00

COST PER KM

774/2.43=318.5 CRORES

Table 27: percentage break up for ahmedabad metro.

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24 CONCLUSION Cost per km for Ahmedabad metro UGC-01east west corridor including 2 stations kankaria and kalupur is 318 crore Cost per km for Mumbai metro line 3 package 2 is 625 crores including 4 stations CST, kalbadevi, , grant road and girgaon station.

Percent

Percent 1%

10%

10%

7.5%

5%

8%

3%

37%

33%

44% 41%

PRICE CENTRE A

Preliminaries and general requirements

Tunneling and cross passage

Design of Temporary and Permanent

Station Buildings

Station Buildings

Miscallaneous

tunneling and cross passage

REINSTATTEMENT AND HANDLING OVER

REINSTATTEMENT AND HANDLING OVER

Figure 40: PERCNTAGE DETAILS OF MUMBAI METRO LINE 3

Figure 39: PERCENTAGE DETAILS OF AHMEDABAD METRO PACKAGE 1

PACKAGE 2

Inference: the cost break for heads of both the project is almost same only few variances are observed , also in Mumbai the soil strata is quite weak and also due to the space and congestion issues for carrying out the work the cost is quite higher while such uncertainties are observed less in ahemdabad metro Major reasons are: 

Ahemadbad metro UGC02 is a light capacity metro and Mumbai metro is heavy capacity metro .



Also the soil conditions in Mumbai varies Mumbai has loose sandy soil due to the location of project ending in the south of mumbau surrounded by Arabian sea on all sides while the soil conditions in ahemdabad metro are good.



Also the availability and cost of land, in Mumbai the land cost is and also hardly any space is available while in Ahmedabad the land cost is not that high and also space is available for the same

Also the no of stations are four in the package 2 of the MML3 while in Ahmedabad metro only 2 stations are there, no of stations also effect the cost So if the internal rate of return is positive the project is viable as in the case of Mumbai metro line3 it is 17.93 % which is positive and the project is viable which further means that the investment is recoverable and debt can be served1 SUBMITTED BY: BHUMIKA RAJ UC5316

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MUMBAI METRO LINE 3

24.1 SENSITIVITY ANALYSIS sensitivity of the FIRR and financial net present value to adverse changes in key variables. The variables considered for the sensitivity analyses were (i) a 10% increase in capital costs, (ii) a 10% increase in operation and maintenance costs, (iii) a 10% decrease in revenue A sensitivity analysis of the EIRR with 10% cost overrun and 10% reduction in traffic materialization (separately) has been carried out. The EIRRs under these scenarios are given in EIRR 17.93 Table 28: SENSITIVITY PARAMETER

Sensitivity Parameter

EIRR (%)

Basic EIRR

17.93

With increase in cost by 10%

17.06

With reduction in traffic materialization by 10%

17.59

With 10% reduction in traffic and increase in cost by 10%

16.73

With increase in cost by 20%

16.07

24.2 FINANCIAL INTERNAL R ATE OF RETURN OF THE PROJECT

The FIRR is an indicator to measure the financial return on investment of an income generation project and is used to make the investment decision.The FIRR calculations with the projected ridership, fare box revenue and based on bothMMRDA &DMRC fare structure under various scenarios is given in Table 30.Project FIRR under different scenarios REVENUE BASED ON MMRDA FARES FIRR REVENUE BASED ON DMRC FARES FIRR

SCENARIO

SCENARIO

REVENUE BASED ON MMRDA FARES

FIRR

REVENUE BASED ON DMRC FARES

FIRR

Cost Without Any Taxes Cost With Central Taxes

2.17% 1.7%

Cost Without Any Taxes Cost With Central Taxes

4.33% 3.8%

Cost With Central & State Taxes

1.6%

Cost With Central & State Taxes

3.7%

Table 29:FIRR CALCULATION

The FIRR calculations for each scenario given in Table above provide FIRR calculations based on MMRDA fares and provide FIRR calculation based on DMRC fares. It can be seen that project FIRR with DMRC fare structure is much higher than achieved with MMRDA fare structure.

24.3 SENSITIVITY ANALYSIS The FIRR which is scrutinized in the pre-investment study plays a crucial role in judging the financial feasibility and viability of the project, or in other words, in making an investment decision. In understanding the practical implication of the FIRR, however, a variety of further considerations are required. ( 1 ) Sensitivity Analysis vis-àvis Assumed Variables47Asumed variables are for mumbai metro line 3   

Revenues Capital costs

O &M

47

https://www.jica.go.jp/jica-ri/IFIC_and_JBICI-Studies/jicari/english/publication/archives/jbic/report/working/pdf/wp05_e.pdf PG-9

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24.4 CASH FLOW DETAILS

48

Table 30: CASH OUTFLOW

Note: :red box :highlights the year when mormatorium period ends and loan period starts green box :highlights the capital cost estimate for the project once the payment of loan starts which is in the year 2022, the project has negative cash flows for 11 years till2032-2033 and the project is not able to meets its loan obligations, the yellow box highlights the negative cashflowDuring the when negative cash flow period, the loan liability of the project can be met by soft loans from MMRDA/MMRC which will be adjusted from future surplus revenues.

After the year 2032-2033 the project shows positive cashflow which shows that the project is viable and can be implemented

48

Dpr Mumbai metro line 3, chapter name :financial analysis.

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MUMBAI METRO LINE 3

24.5 SUCCESSFUL VIABILITY OF THE PROJECT With above funding pattern, the project generates positive cash flows during the analysis period of 44 years ,But once the payment of loan starts the project has negative cash flows for 11 years and the project is not able to meets its loan obligations. However, after these 11 years, the project has positive cash flows except two years when replacement of the equipments is required. During the when negative cash flow period, the loan liability of the project can be met by soft loans from MMRDA/MMRC which will be adjusted from future surplus revenues.

Thus, the project has potential to service its debt. All over the world all metro systems do require support from government in initial years till the system gets established and its revenue generation potential is truly exploited.

Mumbai Metro Line III may also be implemented on the basis of these international practices.

FUNDING OPTION(POSITIVE OUTFLOW FOR 44 YEARS)

AFTER PAYMENT OF LOAN STARTS FOR 11 YEARS NEGATIVE CASH FLOW

SO THE NEGATIVE CASHFLOW CAN BE TACKLED THROUGH MMRDA/MMRC WHICH CAN BE TACKLED THROUGH FUTURE REVENUES

THERE FORE THE PROJECT HAS THE POTENTIAL TO SERVE ITS DEBT

Figure 41: FLOWCHAET DEOICTING VIABILITY OF THE PROJECT

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25 CASHOUTFLOW FOR PACKAGE 2   

TOTAL TENDER COST : 2000 7.5 % Is the break up of preliminary activities – 92.5% constitute the construction of stations, tunnelling , construction of station by natm , rolling stock , automatic fare collection and other miscallaneous work payment is done on monthly basis on the amount of work completed

25.1 ADVANCE PAYMENT DETA ILS Table 31: ADVANCE PAYMENT

INR

USD

Mobilisation advance 5% of contract value

1,05,76,50,000

32,67,429

P&E advance 5% of contract value

1,05,76,50,000

32,67,429

Material advance 1.50% of contract value

31,72,95,000

9,80,229

26 CYCLE OF OUTFLOW

1.PAYMENT OF ADVANCES Mobilisation advance 5% of contract value

Material advance 1.50% of contract alue

Material advance 1.50% of contract value

Payment of advances for mobilisation of the package by HCC

2.date of payment 3-Nov-16-net amount ₹ 51,82,48,500 FIRST MONTHLY PAYMENT

3.In 80 % date of payment 8-Feb-17-net amount ₹ 15,22,55,922

date of payment13-Feb-17-net amount $ 8,97,073

In 20% date of payment 28-Feb-17-net amount ₹ 20,58,33,615

First payment made on 3 nov 2016 .

GEC (maple) passes the running bill and sends it to Client MMRC then in first half of the month client releases the 80% of the payment of the work done after briefly supervising the work

date of payment 2-Mar-17 net amount $ 9,71,774

In the remaining month other 20% of the payment is released

This cycle is followed and payment is released by the client to the contract in 80% and 20% of the work done for that month deducting the adv recovery and making necessary deductions Figure 42: OUTFLOW DETAILS FOR UGC02

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Table 32: CASH OUTFLOW FOR YEAR 2016-201749

Note* 20% ACTUAL GIVEN IN USD CONVERTED TO INR FOR EASE CALULATION PURPOSE

1ST INSTALLMENT DATE

03-Nov-16

22-Mar-17

16-May-17

27-Jul-17

04-Sep-17

15-Sep-17

03-Nov-17

23-Nov-17

80%

15,22,55,922

15,06,39,650

9,19,77,205

11,37,78,156

21,64,20,945

22,78,33,048

10,77,28,861

8,18,16,106

20%

65862382

32419569

10961339

53908121.02

4,19,57,458

90239979

41927722.8

58306518.45

Total(A)

21,81,18,304

18,30,59,219

10,29,38,544

16,76,86,277

25,83,78,403

31,80,73,027

14,96,56,584

14,01,22,624

02-May

12-Jun-17

03-Aug-17

15-Sep-17

03-Oct-17

20-Nov-17

20-Dec-17

2ND INSTALLMENT DATE 80%

71346869.66

6,89,08,769

6,56,23,579

2,84,44,540

5,59,21,287

5,69,58,262

2,69,32,216

3,64,06,901

20%

20,58,33,615

12546239

1,14,823

13477048.61

1,67,425

3,07,276

10481838.93

12461440.82

Total(B)

27,71,80,485

8,14,55,008

6,57,38,402

4,19,21,589

5,60,88,712

5,72,65,538

3,74,14,055

4,88,68,342

Total(A+B)

49,52,98,789

26,45,14,227

16,86,76,946

20,96,07,866

31,44,67,115

37,53,38,565

18,70,70,639

18,89,90,966

49

MONTHLY PROGRESS REPORT OF THE PROJECT

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27 ADVANCE PAYMENT

Advances payment 1,20,00,00,000

1,05,76,50,000

1,05,76,50,000

1,00,00,00,000 80,00,00,000 60,00,00,000 40,00,00,000

31,72,95,000

20,00,00,000 0 Mobilisation advance 5% of contract value

P&E advance 5% of contract value

Material advance 1.50% of contract value

Figure 44: ADVANCE PAYEMNT DETAILS

Cash outflow breakup for year 2016-2017 .

03-NOV17

3,74,14,055

15-SEP-17

149656583.8

5,72,65,538

04-SEP-17

318073027

56088712

27-JUL-17

25,83,78,403

6,57,38,402

16-MAY17

65738402

22-MAR17

16,76,86,277

102938544

8,14,55,008

183059219

3 NOV 2016

218118304 0

50000000

100000000

150000000 20

200000000 80

277180484.7 250000000

300000000

350000000

Figure 43: CASH OUTFLOW DETAILS

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MUMBAI METRO LINE 3 CASH OUTFLOW FLOW DETAILS

NOTE*-TENDER COST 2000 - Amt. after deducting the advances WORTH 241 Crores. (2000-241)=1759

START OF PROJECT

DATE

CASH IN

CASH OUT CUMMULATIVE (A,B)

03-Nov-16

1759

₹ 21,81,18,304.00

NET CASH OUTFLOW CUMMULATIVR (after deductions) A+B

crores (roundin g off)

RUNNING BALANCE(C RORES)

₹49,52,98,788.6

₹ 49.53

₹ 1,709.47

₹26,45,14,227.0

₹ 26.45

₹ 1,732.55

₹ 16,86,76,946.0

₹ 16.87

₹ 1,742.13

₹20,96,07,865.6

₹ 20.96

₹ 1,738.04

₹31,44,67,114.5

₹ 31.45

₹ 1,727.55

₹37,53,38,565.0

₹ 37.53

₹ 1,721.47

₹18,70,70,638.7

₹ 18.71

₹ 1,740.29

₹ 27,71,80,484.66 22-Mar-17

-

₹ 18,30,59,219.00 ₹ 18,30,59,219.00

16-May17

-

₹ 10,29,38,544.00 ₹ 6,57,38,402.00

COST BREAK UP DETAI;ED FOR A YEAR 20162017(REFER PG 21)

27-Jul-17

-

₹ 6,57,38,402.00 ₹ 16,76,86,277.02

04-Sep-17

-

₹ 25,83,78,402.58 ₹ 5,60,88,712.00

15-Sep-17

-

₹ 31,80,73,027.00 ₹ 5,72,65,538.00

03-112017

-

₹ 14,96,56,583.80 ₹ 37,41,44,055.00

₹ 201.50

total

Note *Cash flow data till feb 2020 is actual data from site and further ,outflow is carried out till the end of the project completion date which is april 2022 for mumbai metro line 3 and for the years 2020-2021, 2021-2022 and 2022-203 the data is estimated as the project is still going on .

GROSS OUTFLOW DETAILS TILL

Till 03-022020

COMPLETION DATE

Apr-2022

-

-

SUBMITTED BY: BHUMIKA RAJ UC5316

₹11,15,23,41,179.

₹1,115.

₹ 644.00

₹2,000.

₹ 0.00

121

27.1 PROJECT SCHEDULE

Original schedule timeline

Revised schedule timeline

  

Total duration of the project in contract was 1638 days, but the setback is that the delay is about 93% of the total time duration which is 1526 days.So the project is delayed majorly due to delays in construction phase which is 883 days And in pre construction phase also delay of about 643 days is observed.

As delays till 22 march are curated the project lags behind substantially and it will take almost twice times the time taken for completion and handing over which is tentative 6 nov 2023 instead of 10 jan 2012.

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27.2 CONCLUSION

ESTIMATED CASH FLOW FOR PACKAGE UGC_02 2000

REVISED COMPLETION DATE

ACTUAL COMPLETION DATE

1500 1000

1750

1548.5

CRORES

500

1248.5

1048.5

885

535

135

0

-1465

-1865

-2000

0 -500

-250

-451

-751

-951

-1115

-1000 -1500 -2000

-2500

2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023

RUNNING BALANCE

1750

1548.5

1248.5

1048.5

885

535

135

0

CASH OUT FLOW(CUMMULATIVE)

-250

-451

-751

-951

-1115

-1465

-1865

-2000

FigureFigure 45: Cash 46: flow CASHdetails FLOW DETAILS FOR ENTIRE PROJECT DURATION

CASH OUT FLOW(CUMMULATIVE)

RUNNING BALANCE

Inference : the above dashboard shows the total cash ouflow for the years 2016-2023 and green part shows the running balance details , the total package cost is 2000 crores so as the project completion date which lies in april 2022 comes the total cash outflow equals to the project cost which is 2000 crores.

This marks the end of the project and and cash outflow and inflow is also terminated

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.

28 DESIGN MANAGEMENT PROCESS Designing is the process of creating a solution the stake holders and client’s fulfilment and then preparing instructions allowing that solution to be constructed. There is a need to plan and co-ordinate this process of design, to satisfy budgets, achieving milestones in a timely manner, and proper and unhindered communication of design requirements. The lack of design planning and co-ordination results in passing of insufficient information required to complete design tasks and inconsistencies within important construction documents. Poor communication between designers – executioners stakeholders, lack of adequate documentation, deficient input information, poor resource allocation, lack of coordination between various disciplines, and erratic decision making have been pointed out as the main problems in design management (Cornick 1991, Austin et al. 1994, Koskela et al.) 50 Furthermore, these issues have become more prevalent as today’s buildings have become more complex and technical, the range of products and materials has increased manifolds, standards and regulations have become stricter and specific, and there are a greater number of specialist designers, particularly in the early stages of the design process.

28.1 DESIGN PHILOSOPHY – The designs were made based on DMRC guidelines .

28.2 PHASES OF DESIGN MAN AGEMENT PROCESS The Design Phase shall commence upon the Commencement Date This phase shall include the preparation and submission of: 51 (a)the Preliminary Design (b) the Definitive Design; and (c) the Construction Reference Drawings.

The Design Phase will be completed upon the issue of a Notice by the Engineer respect of the comprehensive and complete Construction Reference Drawings (a) Working drawing -Submission for the whole of the Permanent Works.

CONCEPT DESIGN PHASE

DESIGN MANAGEMENT

FINAL DESIGN PHASE

Figure 47: design management phases

CONSTRUCTION PHASE

50

https://www.academia.edu/37128064/NECESSITY_OF_DESIGN_MANAGEMENT_IN_CONSTRUCTION_INDUSTRY

5151

Part 2. Employer's RequirementsSection VI. Sub-Division -— A. General clause A4

BY: BHUMIKA RAJ UC5316

MUMBAI METRO LINE 3

.

1.3 ORGANISATION -INTERFACE COMMUNICATION AND COORDINATION MODEL 52

EMPLOYER

ENGINEER

CONTRACTORS

Figure 49:Interface Communication and Coordination Model (Mumbai metro line 3)

Figure 48;Interface Communication and Coordination Model 52

Part 2. Employer's Requirements

Section VI. Sub-Division -— A. General PG23 SUBMITTED BY: BHUMIKA RAJ UC5316

124

MUMBAI METRO LINE 3 1. APPROVAL FLOWCHART

.

53

DETAILED DESIGN CONSULTANTS –they have the responsibility of preparing the detatiled drawings for the package

LEAD DESIGN CONSULTANT

rejection

They have the responisibility of checking the drawings prepared by detailed design consultants

NOC rejection MAPLE: The drawings are reviewed by MAPLE and are further given NOC and passed to Client

NOC THEN REVIWED BY MMRC rejection : in the final phase the drawings are reviewed by MMRC and NOC is passed after which the drawings are approved and labelled as GFC good for construction

NOC

CONSTRUCTION WORK IS STARTED WITH THE HELP OF WORKING DRAWINGS

Figure 50: approval flowchart for drawings 53

Part 2. Employer's Requirements

Section VI. Sub-Division -— A. General SUBMITTED BY: BHUMIKA RAJ UC5316

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.

DESIGN MANAGEMENT FLOW FOR DRAWING

CONSTRUCTION PHASE On the issue of a Notice in respect of the Construction Reference Draw'ngs the Contractor shall produce the proposed Working Drawings.

CONCEPTUAL PHASE

PREPARATION OF PRELIMANRY DRAWINGS

The ‘Working Drawings shall include the Construction Reference Drawings, which may be supplernented by further drawings developed in accordance w'th the Construction ReferenceThe Construction Phase shall include the completion and submission of the FinalDesign and the preparation and submission of the As-Built Drawings and otherrecords as specified

The Preliminary Design shall incorporate the Contractor's technical proposal which forms a part of this Contract, developed to sufficiently define the main structural elements Submission approval from authority receiving a NoNo(refer pg 4)

hence,construction is commenced

DESIGN PHASE DEFINTIVE DESIGN DRAWINGS PREPARATION Construction Reference Drawings shall fully detail the construction of the elements covered by the Definitive Design and shall show in full the Works to be constructed Submission approval from authority receiving a NoNo(refer pg ) .

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28.3 CLEARANCES

(1) The Permanent Works shall not infringe the Structure Gauge as shown on the drawings in the approved Schedule of Dimensions (SOD) of the project. Extra clearance shall be provided on curved alignment as per the approved Schedule of Dimensions. The draft SOD is appended in Appendix 18 of this Part 2, section (2) The Permanent Works shall provide for the installation by the Interfacing Contractors of operating equipment for the railway and without infringement of the Structure Gauge.

(3) Railway clearances: Various clearances shall be provided as per the approved Schedule of Dimensions.

(4) Construction limits: (a) The limits of land for the Works are shown on the Employer's Drawings. The Contractor shall design the Works to be contained totally within these limits, respecting the regulations concerning construction and property boundaries of the local Authorities. ln the event that the Contractor, having used his best endeavours, is unable to design the permanent works and utilities to be contained totally within these limits, then the Employer will obtain the necessary additional land or the Contractor may be required to redesign the structure as instructed by the Engineer, at no extra cost to the Employer.

REQUIREMENTS DURING DESIGN PHASE The principal requirements of the Design Phase are the production of the Preliminary Design, production of the Definitive Design and the Construction Reference Drawings. It should be clearly understood that the Contractor’s technical proposal which forms a part of this Contract, shall only form the basis for further design development into the preliminary and Definitive Design, subject to the compliance of the design with relevant regulations and standards and conforming to the Outline Design Specifications and all other provisions of the Contract.

28.3.1 PRELIMINARY DESIGN The Preliminary Design shall incorporate the Contractor's technical proposal which forms a part of this Contract, developed to sufficiently define the main structural elements. In addition general construction methods and documentation needed to develop the Definitive Design shall be submitted.

Definitive Design shall accord with and incorporate the Preliminary Design and shall be the design developed to the stage at which all elements of the structures are fully defined and specified and in particular : (a) calculation and analysis are complete; (b) all main and all other significant elements are delineated; (c) all tests and trials and all selection of materials and equipment are complete; (d) shall take full account of the effect on the Permanent Works of the proposed methods of construction and of the Temporary Works. (e) Interface Management Plan (IMP).

During the preparation of the Definitive Design, the Contractor shall complete all surveys, investigations and testing necessary to complete the design of the Permanent Works.

BY: BHUMIKA RAJ UC5316

MUMBAI METRO LINE 3

.

Construction Reference Drawings shall fully detail the construction of the elements covered by the Definitive Design and shall show in full the Works to be constructed.

The Contractor's design outputs shall also be delivered in a 3D model in BIM (Building Information Modelling) of all components of the Works desigred by the Contractor as part of the contract. ' The 3D Model based design, required to be submitted by the Contractor as part of his Design Submissions, should be dynamic to the design modifications occurrirg during the Design & Construction phases and will reflect the quantities with the feature of quick estimation using Navisworks or its equivalent that has software capability to deliver the outputs like,construction sequencing, structural and utilities/services clash detections etc.

29 REQUIREMENTS DURING CONSTRUCTION PHASE

The principal requirements relating to design during the Construction Phase are   

the production of Working Drawings, the preparation of technical submissions as required under the Contract the compilation of the Final Design and the production of the As-Built Drawings.



Working Drawings shall be prepared as required under the Contract. They shall be endorsed by the Contractor as being in accordance with the Construction Reference Drawings.

The Contractor shall endorse the submissions required under the Contract that “all effects of the design comprising the submission on the design of adjacent or other parts of the Works have been fully taken into account in the design of these parts." At least 3 months but not more than 6 months prior to the anticipated date of substantia- completion of the Works, the Contractor shall submit the Final Design to the Engineer.

The Final Design is the design of the Permanent Works embodied in: a)the latest revisions of the documents comprised in the Definitive Design Upon completion of the Works or at such time as agreed to or required by the Engineer, the Contractor shall prepare drawings which, subject to the Engineer's Notice, shall become the As-Built Drawings.

All such drawings shall be endorsed by the Contractor as true records of the construction of the Permanent Works and of all temporary works that are to remain on the site. The Contractor shall also show the locations of utilities exposed, relocated, diverted, new or retained.

The Contractor shall note that a Master Interface Matrix and Interface Coordination Sheets refer Appendix 19, have been developed for the Mumbai Metro Line-3.

The matrix identifies the lead Interfacing Contractor who shall coordinate the interfaces for all Interfacing Contractors, and the Interface Coordination Sheets describe the details of the interfaces.

Appendix 19 contains the requirements of the Interface Management Plan (IMP) to be prepared and implemented by the Contractor. The IMP will identify the mechanism by which the Contractor and the Interfacing Contractors will work together to coordinate the design, and construction, of the various elements of the Project works. The Contractor shall review and update the IMP on a monthly basis.

The Employer and Engineer will hold Project Quarterly Review Meetings (QRM), at three monthly intervals. The Contractor shall attend these QRM and shall report the progress of his works and the state of his interface with otherInterfacing Contractors and shall provide the Engineer with the

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necessary assistance and information for conducting the QRM. Refer to Clause A18 of Subdivision Subdivision-A of this Part 2, Section VI Employer's Requirements.54

DESIGN SUBMISSIONS OF DRAWINGS 29.1 PRELIMINARY DESIGN SUBMISSION Description                          

the quality assurance plan for design a review of the outline design criteria the submission of design manuals the submission of proposed software the prelininary equipment layouts and details the preliminary maintenance analysis the preliminary off site testing recommendation the submission of specifications proposed for the Work the identification of design codes and standards the CAD procedures preliminary station layout and sizing preliminary bored tunnel sizing an alignment review the preliminary construction methodology the design submission programme (update) the preliminary traffic management plan the utility diversion plan proposed site surveys, existing building surveys and otherfield surveys a preliminary review of permanent land requiremen preliminary ground treatment proposal preliminary building and structure protection proposal preliminary water well monitoring, protection and replacement proposal preliminary monitoring plan preliminary geological model add'tional ground investigation proposal reinstatement drawings.

29.2 DEFINITIVE DESIGN DRAWINGS The Definitive Design Submission shall include drawings that shall illustrate the proposed Definitive Design and in particular shall include, but not be limited to, the following;   

54

general arrangements of all required rooms and facilities of the stations (including subways leading into stations) , including a Finishes Schedule for all rooms and spaces for doors, windows, etc.. and details of all

Part 2. Employer's Requirements

Section VI. Sub-Division -— A. General SUBMITTED BY: BHUMIKA RAJ UC5316

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             

.

architectural parts necessary to describe design condition and methods of application and construction. elevations and perspectives and landscaping; layouts and details of structural elements; associated fittings; slopes and earthworks; structural and surface drainage; access roads and temporary road works; pumping systems electrical plant rooms such as UPS, DG set etc.; provisions for railway works, electrical and mechanical services and equipment; existing and proposed utilities; road works and works related to traffic management including decking.

29.3 DESIGN SUBMISSIONS - CONSTRUCTION PHASE On the issue of a Notice in respect of the Construction Reference Draw'ngs the Contractor shall produce the proposed Working Drawings. The ‘Working Drawings shall include the Construction Reference Drawings, which may be supplernented by further drawings developed in accordance w'th the Construction Reference Drawings such as site sketches, bar bending scfedules, bar reference drawings, fabrication and shop drawings, construction erection sequences, finishes material list with accompanying specification, and the like. All such drawings shall comply with the requirements of the Contract.

Prior to submission of the proposed Working Drawings, the Contractor shall endorse the appropriate original paper drawings as "Good for Construction". If the Engineer so requires, the endorsed original shall be submitted to the Engineer who shall, if he has no objection to the contents of the submission, further endorse the original by stating that he has no.

Equipment on the Permanent ‘Works. This analysis shall be in sufficient detail to demonstrate that the Contractor's proposals are safe and have no adverse-Built Drawings, endorsed by the Contractor, shall be Submitted to Engineer for a Notice of No Objection in accordance with GCC and in electronic format using a commercially

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55Notes:

i) In case of any contradiction between the text and this table then the text shall prevail, unless otherwise instructed by the Engineer. ii) Drawings’ to.-support A4 text documents shall be of A3 size

29.4 REQUIRED NUMBER OF COPIES OF SUBMITTALS AND FORMAT REQUIREMENTS NO. OF PAPER COPIES Submittal

A1

lnitial Programme and Works

A2

NO OF ELECTRONIC COPIES

REFERENCE

A4

6

2

Monthly Programme Update

6

2

Three Month Rolling Programme

6

2

Three Week Rolling Programme

6

2

Programme plus supporting information and narrative

Monthly Progress Report

6

2

Preliminary and Definitive Designs

3

3

2

Construction Reference Drawings

3

3

2

Works Drawings

3

3

2

MethodStatements

6

Interface Management Plan As builtdrawings

2 2

6

2

Materials Submissions A

6

2

Operation and Maintenance Manuals

6

2

E&M Submissions

6

2

Quality Plar

6

2

Quality Control Register

6

2

Reports of Quarterly Quality Audits

6

2

Materials and Workmanship Test

6

2

Safety Plan

6

2

Environmental Plan

6

2

Traffic Managemert Submissions

6

2

Investigation and s.irvey reports.

6

2

Monitoring, protect'on and , HM

6

2

6

2

(d ocu me ntatior

Results/Reports

replacement proposal reports All other submittals

55

6

6

AS APPLICABLE

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Section VI. Sub-Division — A General SUBMITTED BY: BHUMIKA RAJ UC5316

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. SOFTWARE SUPPORT56 General (1) The Contractor shall provide copies of all computer programs and full support to the Employer or Engineer for all computer programs used/proposed to be used, by the Contractor under the Contract, also refer to Clause A7(5) of these Employer's Requirements Sub-division A General. 

The Contractor shall submit a software support plan at least 90 days before commencement of software installation. This plan shall require the Contractor to provide all changes, bug fixes, updates, modifications, amendments, and new versions of the program as required by the Engineer.



The Contractor shall provide all tools, equipment, manuals and training as necessary for the Employer Engineer to use, maintain and re-configure all of the software provided under the Contract.

The Contractor shall submit all new versions to the Engineer for a Notice at least 2 weeks prior to their installation. New Versions of any program shall not result in any non-conformance with the Specification, or degrade the operation of the System The Contractor shall: ensure that all new versions are fully tested and validated on the simulation and development system prior to installation. ensure that all new versions are fully tested and commissioned once installed on the Site.

The Engineer shall not be obliged to use any new version and that shall not relieve the Contractor of any of his obligations. Any effect upon the performance or operation of the computer controlled system that may be caused by a new version shall be brought to the Engineer's attention including updating the files to suit the new version Software Obligations Within 14 days of the installation of any software into the Permanent Works by the Contractor, the Contractor shall submit to the Engineer for retention by the Employer and the Engineer, two backup copies of the software, which shall include without any information The Contractor shall notify the Employer promptly of any fixes or patches that are available to correct or patch faults. The Contractor shall detail any effect such fixes or patches are expected to haveupon the applications. Training The Contractor shall provide training for the Employer's staff to enable them to make proper use of any software, train

   

 

 

56

BIM(DRAWINSG AND QTY)

GIS(UTILITY MAPPING)

PRIMAVERA(COST AND SCHEDULE)

BENTLEY RAIL TRACK(RAIL SYSTEMS)

Part 2. Employer's Requirements

NAVIS WORKS(CLASH DETECTION)

PROJECTWISE

Figure 51: softwares used

Section Vl. Sub-Division —- GCC/PCC SUBMITTED BY: BHUMIKA RAJ UC5316

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29.5 DRAWING CONTROL INDEX.

(1) Submissions of Design Data shall be made and assessed by the Engineer within 28 days of the date of submission, or as otherwise stated in Section VII. The form and detail of the assessment shall be as determined by the Engineer and will not release or remove the Contractor’s responsibility for the design under the contract. head of detailed design consultant to head of lead deisgn consultant

(2) The issue of a Notice shall be without prejudice to the issue of any future Notices lead design head to head project manager (contractor)UGC_02

3) The Contractor shall, prior to the submission of the Design Data, obtain all required statutory approvals that relate to that submission including, where appropriate, the approval of the Concerned Government Authorities and utility undertakings, and demonstrate that all required approvals have been obtained. contractor PM to MAPLE head project controller(30 days)

(4) All submissions shall be accompanied by two original copies of a ‘Design Certificate‘ as set out in Attachment C1 hereto and signed by the Contractor, theLead Designer and the Lead Design Checker and MAPLE Project head of MAPLE to CPM Chief project manager of MMRC -UGC_02

29.6

DESIGN SUBMISSION P ROGRAMME

(1) The Contractor shall prepare the Design Submission Programme which is to set out fully the Contractor's anticipated programme for the preparation, submission and review of the Design Packages, the Definitive Design Submission and the Construction Reference Drawings Submissions and for the issue of Notices in relation thereto.

(2) The Design Submission Programme shall: (a) be consistent with and its principal features integrated into the Works Programme, and show all relevant Key Dates; (b) identify dates and subjects by which the Engineer's decisions should be made; (c) make adequate allowance for periods of time for assessment by the Engineer and other review bodies; (d) make adequate allowance for the design and development of specialist works; (e) include a schedule identifying, describing, cross-referencing and explaining the Design Packages into which the Contractor intends to divide the Definitive Design and Construction Reference Drawings; (f) indicate the Design Interface and Co-ordination periods for the Project and Interfacing Contractors.

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29.7 CODIFICATION

GENERAL DRAWING

REVISION

MM3-IC-TN-GD-3052001-R

MUMBAI METRO LINE 3/PACKAGE

TN= TUNNEL

DRAWING NO

Figure 52: codification example

SR. NO

DRAWING NO. AND DRAWING TITLE 57

WORK AREA W A- WORK AREA

MM3-IC-WA-SMC-3010001 Proposed Work Areafor metro station MM3-IC-WA-1ML-3010002 Proposed Work Area for Package-x MM3-IC-WA-SML-3010003 Proposed Work Area for x Station MM3-IC-WA-SSM-3010004 Proposed Work Area for y Station

ALIGNMENT AL-alignment

MM3-IC-AL-GD-3020001 Horizontal and Vertica A ignment Drawing (Between Ch. 7440m and 8160m)_(Sheet 1 of 8)

GEOTECHANICAL

MM3-IC-GI-GD-3040001 Genera ‘ Arrangement Drawing Geotechnical Plan & Profile (Ch. 7640m to 8220m)_(Sheet 1 of 10)

TUNNEL AND CROSS PASSAGES

57

Part 2. Employer's Requirements

Book 5 of 10 (tender drawings) SUBMITTED BY: BHUMIKA RAJ UC5316

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MM3-IC-TN-GD-3052001 Dimensions of Twin Bored Tunnel ARCHlTECTURAL AR-architectural

MM3-IC-AR-SMC-3081001 Mumbai Central Metro Station Street Level Plan

ELECTRICAL SERVICES ES-Electrical services

MM3-IC-ESL-GD-01020001 ‘General Electrical Symbols (Sheet 2 of 2)

PLUMBING PL-plumbing

MM3- C-PL-GD-01120011 Plumbing - General Notes, Abbreviations & Legends MM3-IC-FA-GD-01220021 Fire Alarm System ' General Notes, Legends & Abbreviations

INTERFACE IF-Interface

MM3-IC-IF- GD-01420001 Typical Tunnel Cross-section with Services

29.8 SIGNIFICANCE OF CODIFICATION OF MATERIALS

This can also be termed as the identification of materials. This deals with uniquely identifying each item in the inventory. It is useful in requisitioning items or the operational departments, in placing of orders by the purchase department, in receiving and expediting the items on receipt from the supplier, in having a unique record of each of the items in stores and in work-in-process or in warehouse so as to facilitate the control over the inventory levels, and also in

Helpful in Grouping of Stores Items

Easy Location:

. Proper Accounting

Proper Care

Avoidance of Duplication

Standardization

Figure 53: codification significance

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30 MATERIAL CODIFICATIO N Sr.No

Material

Brand/Location

Code No.

1

Cement

Ultratech/ACC/Ambuja Grade = OPC53

CM001 FA002

Fine Aggregate

Crushed Sand Source: Uran, Maharashtra Suppliers: Shree Atharva Enterprises

3

Coarse Aggregate (10 mm & 20 mm M.S.A.)

Source: Uran, Maharashtra Suppliers: Shree Atharva Enterprises

CA003

5

Admixture

AD005

7

Reinforcement

Chryso Source: Vapi,Gujarat TATA/Electrosteel/JHW/Jindal Source: URAN SSC Yard

8

AAC Blocks

-

AACB007

10

Concrete Spacers

-

CS008

11

Steel Sections

-

SS009

12

Formwork

Kumgkang Kind

FW010

13

LRPC Strand

-

LRS011

14

AAC Bond

-

ABO012

15

Concrete Bonding Agent

-

CBA013

16

Curing Compound

-

CC014

17

Shuttering Oil

-

SO015

18

Chemical Grouting

-

CG016

19

Binding Wire

-

BW017

20

Parallel Thread Coupler

-

PTC018

21

Reducer Coupler

-

RC019

2

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ST006

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30.1 30.2 EQUIPMENT CODIFICATION Sr. No.

Asset Code

Machine

Company

Model

Specifications

Quantity

1

13090054

Batching Plant

Schwing Stetter

M 2.25

Output=100 m³/hr.

1

Liebherr

180-HC-L

Max. Working Radius= 55m

1

0306

2

Max Lifting Capacity= 16T

Luffing Crane Liebherr

180-HC-L

Max. Working Radius= 55m

1

Max Lifting Capacity= 16T 3

4

1331

-

Concrete Pump

ACS

Schwing Stetter

SP 4800

Output=80 m³/hr.

1

Putzmeister

BSA 2110 HP D

Output=30 m³/hr.

1

DOKA

Core Wall= Lubeka

-

1

Columns= SKE50 5

6

1372

0616

Transit Mixer

Passenger & Material Hoist

Ashok Leyland + Schwing Stetter

AM 6 FHN2

Capacity= 6 m³

2

Ashok Leyland + Sany

STM-6

Capacity= 6 m³

1

Alimak

Scando 650 FC-S

Capacity= 2-2.5 T

5

Transportation= 1min./90m Digging Reach= 6.04 m

7

13910566

Concrete Boom PlacerStatic

Schwing Stetter

SPB35

Horizontal Reach = 35 m

2

Pipeline Dia = 125 mm Max Free Standard Height = 14 m

8

01251422

Wheel Loader

JCB

432ZX

01261312 9

Bucket Capacity= 2 m³

1

Max. Lift Height=3.02 m Skid Steer Loader

Terex

Heman 175

1

Tipping Load= 1500 kg Bucket Size= 0.46 m³

10

20770227

Air Compressor

ELGI

11

13910566

Dumper

Ashok Leyland

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DH 05 018

Nominal Working Pressure=10.5 kg/m²

1

Payload= 14750 kg

3

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12

30533163

Bar Bending machine

Spantech

.

Terra 25 4000/FBV/14

Gross Vehicle Weight (GVW)=25000 kg

SB-52

Max. Dia. Bar= Ø36

1

Max. Bend Radius=5D of Ø 32, 4D of Ø36 Spartan

SBM-52

Max. Dia. Bar= Ø52

1

Max. Bend Radius=5D of Ø 32, 4D of Ø36 13

30580854

Bar Straightening Machine

Siemens

-

-

1

14

30602459

Bar Cutting Machine

Spantech

SB-52

Max. Dia. Bar= Ø52

1

Spartan

SBC-52

Max. Dia. Bar= Ø52

1

15

288

Needle Vibrator

Dynapac

-

40 and 60 mm needle

6

16

39540570

Total Station

Aimil

S3241104

-

1

17

32050801

Weigh Bridge

Endeavour

W/B/E-50MT

-

1

18

10440178

Water Chilling Plant

Reynold

RRIG0264TC

-

1

19

15410013

High Press jet cleaning system

Karcher

HD13/35-4

-

1

20

220000F2

Inverter Welding Machine

L&T Fronius

TP-2500

-

1

21

25501712

Power Generator

Cummins

S3.8-G7

62.7 KVA

1

22

34450785

Compression Testing Machine

ASEW

ASEW 14-15

-

1

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Table 33: SOFTWARE DETAILS

31 SOFTWARE DETAILS Name

Logo

Usage

Output format

Autocad

Preparartionf drawings

of

Microsoft word

Preparation of reports

Plans , elevations , sections , joinery details alignment drawings etc

Monthly , quartery, weekly reports, accelearated program report Preparartion of method statements

Primavera

Quantity estimation and scheduling

Qunatity estimation reports for billing and project cost tracking

Microsoft project

Planning schedulling

Monthly , quartery, weekly reports, accelearated program report

Bentely rail track

Rail alignment

Rail alignment drawings

Revit

Modelling, quantity estimating purpose

3-,4-5-6-dimension drawings

Mircosoft excel

Keeping the data and recording the data

Bar bending schedules. List and record keeping for labours andnequipments also for design control index purpose

Navisworks

Clash detetction for knowing the error before hand .

Clash detection reports .

and

modelling

32

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33 MATERIAL DETAILS

SR. NO.

MATERIAL

COST (₹)

SOURCE OF SUPPLY

UNIT OF MEASUREM ENT (BOQ)

SPECIFICATION

CONCRETE Concrete a b c

M10 concrete M40 concrete M50 concrete

₹ 4,684.00 R.D.C. Concrete, Land, cubic meter ₹ 5,130.00 R.G. ₹ 5,456.00 Agripada; Godrej Wadala; Godrej Vikhroli (E); Lafarge India, Wadala; Ultratech Ashoka buildcon, Worli

-

₹0.92

-

FINE AGGREGATE 2

FINE AGGREGATE(10 mm) AGGREGATE COARSE 3

Uran , navi Mumbai

COARSE ₹0.92 AGGREGATE(20m m)

kg

kg

-

REINFORCEMENT BARS

a b c d e

Reinforcement bars [16, 25 mm] 8 mm Dia 10 mm Dia 12 mm Dia 16 mm Dia 25 mm Dia

Conformance to IS:17862008 ₹ 50,200.00 ₹ 48,700.00 ₹ 48,200.00 SKM Constra, ₹ 47,800.00 Taloja, Navi ₹ 50,800.00 Mumbai; TATA Steel; JSW Neo steel; JSPL; RINL

MT MT MT MT MT

TOR Steel TOR Steel TOR Steel Fe 500D Bars Fe 500D Bars

GFRP Glass Fiber

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a b

Reinforced Polymer (GFRP) Rebar 16 mm dia ring ₹ 32 mm rebar ₹ Cement

Arc Insulation and Insulators Pvt. Ltd.

.

per unit

134.00 326.00

Reinforcement Steel Reinforcement Steel CEMENT

₹ 4,800.00 Gujarat cement work, Kovaya, Amreli, Gujarat

KG

FLYASH Fly Ash

MT ₹ 1,750.00 Dahanu, Mumbai; Ashtech SEGMENTS FOR TUNNEL LINING SEGMENTS Wadala casting yard Rings

Ultratech Grade, OPC 53 Conformanc e to IS:12269 Ashtech Grade-1

FINISHING MATERIALS ( Service and operation spaces) pg- 37 –sub division section4 station architectiural works –contract volume book 4 of 10 ) Ceramic tiles Floor

-

Units

Unglazed (min 200*200*12.5)

KOTA STONE

Silavssa

unit

Paint – ceiling money store ticket

Mumbai

KG

(600*600*20mm polished granite on concourse level public area - wall C-17 interior acrylic emulsion paint.on ceiling

34 MATERIAL MANAGEMENT PROCEDURE As per site observation and data collection, the materials required in the project are listed and quotes from vendors are asked for. On getting the quotes the company classifies the L1, L2 & L3 vendors (for example) based on the company policies 34.1 EVALUATION AND SELEC TION OF VENDORS/ SUB -CONTRACTORS:

HCC-MMS shall procure materials and services from pre-qualified vendors. Qualification of vendors is on the basis of evaluation of their ability to meet the required specifications and delivery. This evaluation will include the following as applicable: 

Supplier who hold a current ISO 9001 registration

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   

.

Review of past records of performance Review of supplier's/sub-contractor's quality program Figure 28 Flowchart for procurement procedure for construction materials Facility survey

Checking with previous clientsFinancial capabilitieWhenever material is required, the requisition is given by the planning engineers & quantity survey engineer and is to be approved by the in-charge in the purchase department in store, in the form of “Store Purchase Indent”.

Also, the Quantity to be ordered on-site depends on Minimum stock level to be kept on site for that particular material & Quantity of work to be carried out.The Purchase Requisition (PR) that has been raised is further sent to the Head Office (HO), where they would decide whether that quantity that has been suggested in PR need to be order at the same time or in-parts.The PR then becomes PO (Purchase Order) after it has been analyzed from the HO & is sent back and material is order from their approved source.

Figure 54: FLOWCHART FOR PROCUREMENT OF MATERIALS

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Figure 55:MATERIAL REQUISITION FLOWCHART

34.2 STORE MANAGEMENT

He also has to maintain a record of the quantity of the incoming materials & materials left in the store.To make any kind of purchase of the material, the store manager does a complete market study of the material, with at least 3 quotations (varies with project to project) with him, before he can order.The quotation to be chosen depends not only the minimum rate, but also on the duration of delivery, experience, current commitments and material quality as well. The process of store management is

Table 34: STORE MANAGEMENT FLOWCHART

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MATERIAL SPECIFICATIONS DETAILS CEMENT: OPC 53 ORDINA RY PORTLAND CEMENT

IS(INDIAN STANDARD) CPWD Specification, 2019

to IS: 269, IS: 8112-1989 and IS: 12269-1987 3.1.2, Pg. 66

34.3 CEMENT

   

Ordinary Portland cement (OPC) of 33 grade, 43 grade and 53 grade conforming to IS: 269, IS: 8112-1989 and IS: 12269-1987, respectively, shall be used.

Portland pozzolana cement (PPC) conforming to IS:1489 may also be used.

Sulphate- resistant Portland cement conforming to IS:12330 for structural elements exposed to soil may also e used.

For foundation and substructure, the Engineer may direct the OPC substitution by Blast Furnace Slag Cement confirming to IS:455.Portland Pozzolana cement (flyash based) conforming to IS 1489 (Part 1)-1991.

Cements of 43 and 53 grades conforming to IS:8112 and IS:12269 respectively may be used provided the minimum cement content mentioned elsewhere from durability considerations, is not reduced.Cement conforming to IS:8041 shall be used only for precast concrete products after specific approval of the Engineer .Total chloride content shall be 0.1 percent by mass of cement for the cement to be used in structures other than prestressed concrete structures and 0.05% by mass of cement in prestressed concrete structures.

Also, total sulphur content calculated as sulphuric anhydride (SO) shall in no case exceed 3.5 percent58.

Where chloride is encountered along with sulphates in soil or ground water, ordinary Portland cement with C3A content from 5 to 8 percent shall be preferably used in concrete, instead of sulphate resisting cement.

Setting Time: Setting time of cement of any type of any grade when tested by Vicat apparatus method described in IS 4031 (Part-5)-1988 (Reaffirm-2014) shall conform to the following requirement:  

Initial setting time: Not less than 30 minutes Final setting time: Not more than 600 minutes

Cement in bags in local storage for more than 3 months after completion of tests, may be re-tested for compressive strength and setting times (initial and final) before use and may be rejected if it fails to conform to any of the requirements.

Lot size for independent testing of cement at site shall be the quantity received at site on any day, subject to a maximum of 500 tonnes.

58

https://cpwd.gov.in/Publication/Specs2019V1.pdf

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34.4 COMPRESSIVE STRENGTH Table 35: compressive strength

Compressive Strength Sample

Strength in N/mm^2 not less than for

Age at Test

Grade 33

Grade 43

Grade 53

72 + 1 hr

16

23

27

128 + 2 hrs

22

33

37

672 + 4 hrs

33

43

53

Unit of measurement (BOQ),

KG

Unit of measurement in supply

BAGS

Approved make list

Ultra tech

Lead time for procurement

10 days before activity

Note * as the cement is procured from korpana which is 18 hours from the site location (azad maitan CST Station)there is no need to order the bulk in advance cement it can be ordered 10 days prior.

34.5 REINFORCING BARS REINFORCEMENT STEEL (FE-500D/500)

MORTH Specification Applicable CPWD Specification, 2019

1009.3.1, Pg. 444 5.1.3.5, Pg. 130

Reinforcement Only thermo-mechanically treated reinforcement bars conforming to IS:1786 shall be adopted. (For seismic zone Ill, IV & V with minimum total elongation of 14.5%).

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Table 36:grades of bar Grades of Reinforcing Bars Grade Designation

Bar Type Conforming to Governing Specifications

IS Characteristic Strength Fy Mpa

Elastic Modulus GP

Fe 240

IS:432 Part I Mild Steel

240

200

Fe 415

IS: 1786 High Strength Deformed Steel Bars (HSD)

415

200

Fe 500 or Fe 500D

IS: 1786 High Strength Deformed Steel Bars (HSD)

500

200

Fe 550 or Fe 550D

IS: 1786 High Strength Deformed Steel Bars (HSD)

550

200

Fe 600

IS: 1786 High Strength Deformed Steel Bars (HSD)

600

200

  



Design of Structural steelwork shall comply with IS: 800.

Two types of structural steel to be used and shall comply with the following standards: a) IS: 4923 "Hollow steel sections for structural use with Yst 310". b) IS: 2062 "Steel for General Structural Purposes (Grade B-Designation 410-B)".

Hollow steel sections shall be square (SHS) or rectangular (RHS). Other traditional rolled sections like plates, angles, channels, joists can also be used where required. Outline Design Specifications 146 (4) The connection with concrete shall be effected by internally threaded bolt sleeves (hot dipped galvanized @ 300 grams per square metres) manufactured from IS:2062 Grade B mild steel. The sleeve shall receive hexagon-head bolt M20 Class 8.8 as per IS:1364 (Part 1) with galvanized spring washer.

The connections within the steel structure shall be designed as direct welded members with or without gusset plates. The minimum thickness of metal for SHS/RHS sections for main chord members as well as bracings shall be 4 millimetres as applicable for steel tubes in cl. 6.3 of IS: 806



Figure 56: MATERIAL DETAIL

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Unit of measurement (BOQ),

KG

Unit of measurement in supply

KG

Approved make list

NEO JSW / TATA

Lead time for procurement

-APPROX 6-7 DAYS

.

34.6 Note*

tmt bars are prone to corrosion so they have to stored properly hence they are ordered only when activity to be started .reinforcement cages are not made on site. There is a reinforcement yard near World Trade Center (WTC), Cuffe Parade.

In the fig. given below, path shows the distance between the reinforcement yard (denoted as center one in figure) till station, So the reinforcement bars are procured at wtc cuffe parade and then transported to site as per need and requirement of activity

Figure 57: TMT Bars location

34.7 POLYMER SLURRY (BENT ONITE FOR PILE)

MORTH Specification Applicable IS Code Applicable

1115.2.3, Pg. 473 IS 2911 (Part 1/Sec 2): 2010

 The bentonite suspension used in bore holes is basically a clay of montmorillonite group having exchangeable sodium cations.  Bentonite suspension is used to maintain the stability of the borehole, it is essential that the properties of the material be carefully controlled at stages of mixing, supply to the borehole and immediately before concrete is placed.  Requirements  The liquid limit of bentonite when tested in accordance with IS 2720 (Part 5) shall be 400 percent or more.

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 The bentonite suspension shall be made by mixing it with fresh water using a pump for circulation.  The density of the freshly prepared bentonite suspension shall be between 1.03 and 1.10 g/ml depending upon the pile dimensions and the type of soil in which the pile is to be bored.  The density of bentonite after contamination with deleterious material in the bore hole may rise up to 1.25 g/ml. This should be brought down to at least 1.12 g/ml by flushing before concreting.  The marsh viscosity of bentonite suspension when tested by a marsh cone shall be between 30 to 60 stoke; in special cases it may be allowed up to 90 s.  The pH value of the bentonite suspension shall be between 9 and 11.5.

34.8 ADMIXTURE

ASTM IS

ASTM C494 TYPE G IS-9103

Chemical admixtures are proprietary items of manufacture and shall be obtained only from established manufacturers with proven track record, quality assurance and full fledged laboratory facilities for the manufacture and testing of concrete.

The contractor shall provide the following information concerning each admixture, after obtaining the same from the manufacturer: a) b) c) d)

Normal dosage and detrimental effects, if any, of under dosage and over dosage.

The chemical names of the main ingredients.

The chloride content, if any, expressed as a percentage by weight of the admixture.

Values of dry material content, ash content and relative density which can be used for Uniformity Tests. e) Whether it leads to the entrainment of air when used as per the manufacturer's recommended dosage, and if so to what extent. f) Confirmation regarding its compatibility with type of cement. g) Whether it increases the risk of corrosion of reinforcement or other embedments. h) Whether it affects the durability of concrete adversely.

The chloride content of the admixtures shall not exceed 0.2 percent when tested in accordance with IS:6925.    

Dry Material Content: Within 3 percent and 5 percent of liquid and solid Ash content: Within 1 percent of the value stated by the manufacturer.

Relative Density (for liquid admixtures): Within 2 percent of the value stated by the manufacturer.

All tests relating to concrete admixtures shall be conducted periodically at an independent laboratory and the results compared with the data given by the manufacturer.

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Physical Properties MASTER POLYHEED 830559 Sr. No.

Physical Properties

Specification

1

CHLORIDE CONTENT

MAX 0.2

2

ASPECT

REDDISH BROWN LIQUID

3

PH

>=6

4

Bleeding, percent increase over control sample (maximum)

5% maximum

5

Water content, percent of control sample (maximum)

95%

6

Loss of workability

(-)

7

Air content (%) Maximum

(-)

Table 37: properties of admixture

Unit of measurement (BOQ),

KG

Unit of measurement in supply

BAGS/DRUMS

Approved make list

MASTER POLYHEED BASF

Lead time for procurement

3-5 days

34.9

SEGMENTS FOR TUNNELI NG

35 SEGMENTS FOR TUNNELLING

BS IS Code Applicable

      

59

BS: 8110-part1

IS:456

ACTIVITY: SEGMENT PRODUCTION LOCATION: Casting Yard, Wadal TOTAL AREA OF LAND: 29,990 sq. m AREA OF PRODUCTION PLANT: 7760 sq. m AREA OF STORAGE YARD: 9412 sq. m ELECTICITY SUPPLY: 500 kW BEST Company Power Supply WATER SUPPLY: 2 Borewells of 10” diameter

BROCHURE MASTER POLYHEED

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NO. OF MOULDS AVAILABLE: 16 sets (16 × 6 segments = 96 moulds) STACKING CAPACITY: 752 rings

The segment has to be designed for 4hr fire rating as per IS:456 The stiffness of the permanent lining should be such that the deflections are within permissible limits as per BS: 8110-part1 and IS:456.

TYPE OF REINFORCEMENT USED: Fe 500 GRADE OF CONCRETE: M50 The design of the segments shall be adequate for all stresses induced during stacking, lifting, transport, erection jacking and impact, including in-service stress & impact.

(2) The design shall consider in-situ ground stresses and shall provide evidence and/or measurements in support of the parameters adopted in the design as part of the calculations. The ground load on the tunnel shall be based on the actual height of overburden above the tunnel lining.

(3) The design of the bored tunnel linings shall take into account the proximity of the bored tunnels one to another, the sequence and timing of construction and the proximity of adjacent EBS. (4) The design shall also consider the relative rates of loading / unloading due to TBM jacking force in both the lateral and vertical directions, and the resultant induced The design for segment lining shall address aspects including the following, as appropriate a) Ring configurations, b) Segment size and form, c) Fixing details including for: ring to ring fixings; segment to segment fixings; fixings for all equipment to be installed handling, stacking and installation of segments; holes, recesses and fixtures for other system components. d) tolerances in production and installation of segments shall be accounted in the design. e) Installation of Other components, such as: grout hole valves; gaskets; bedding and packing materials. f) Cavity grout, between lining and ground. g) Instrumentation and monitoring to demonstrate performance of the installed linings. h) Short-term {during constructionintermediate (immediately after construction) and long-term (full design life) loading conditions. i) Stresses induced by grouting and ground pre-treatment, where applicable.

Unit of measurement (BOQ),

UNITS

Unit of measurement in supply

UNITS

Approved make list

-

Lead time for procurement

5-7 days

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-

It is subjective it depends upon the area is there is enough space the segments are transported in bulk and stacked 6 rings make one segment .and if there is less space then they are brought before 57 days activity starts as its only 30 minutes from wadala to azad maidan .

Figure 58: segments location

35.1 FINE AGGREGATE

1008, Pg. 443 MORTH Specification Applicable CPWD Specification, 2019

3.1.3, Pg. 68

Aggregate most of which passes through 4.75 mm IS sieve is known as fine aggregate.

Natural sand, crushed stone sand or crushed gravel sand or a suitable combination of natural sand, crushed stone or gravel, shall be used as fine aggregates in plain, reinforced and prestressed concrete works.The fine aggregates shall be dense, durable, clean and free from veins and adherent coating and other deleterious substances.         

They shall not contain dust, lumps , soft or flaky materials, mica or other deleterious materials in such quantities as to reduce the strength and durability of the concrete, or to attack the embedded steel .

The sum of the percentages of all deleterious material shall not exceed 5%.

Fine aggregate must be checked for organic impurities such as decayed vegetation humps, coal dust etc.

Mechanized sand washing machines should be used to remove impurities from sand.

Fine aggregates having positive alkali-silica reaction shall not be used.

All fine aggregates shall conform to IS:383 and tests for conformity shall be carried out as per IS:2386, (Parts I to VIII).

The fineness modulus of fine aggregate shall neither be less than 2.0n or greater than 3.5.

Silt Content: The maximum quantity of silt in sand shall not exceed 8%.

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35.2 GRADING: Table 38: grading table Grading Requirements of Fine Aggregates IS Sieve Size

Percent Passing for Grading Zone I

Grading Zone II

Grading Zone III

10 mm

100

100

100

4.75 mm

90-100

90-100

90-100

2.36 mm

60-95

75-100

85-100

1.18 mm

30-70

55-90

75-100

600 microns

15-34

35-59

60-79

300 microns

(5-20)

(8-30)

(12-40

150 microns

0-10

0-10

0-10

35.3 COARSE AGGREGATE

MORTH Specification Applicable CPWD Specification, 2019

1007, Pg. 442 4.1.1, Pg. 88

The aggregates shall consist of 100% crushed stone, durable, clean and free from earth soil or undesirable particles.

For plain and reinforced cement concrete (PCC and RCC) or prestressed concrete (PSC) works, coarse aggregates shall consist of clean, hard, strong, dense, non-porous and durable pieces of crushed stone, crushed gravel, natural gravel or a suitable combination thereof or other approved inert material.Coarse aggregates having positive alkali-silica reaction shall not be used.All coarse aggregates shall conform to IS: 383 and tests for conformity shall be carried out as per IS:2386, Parts I to VIII.The maximum value for flakiness index for coarse aggregate shall not exceed 35 percent.

Grading: Table 39: GRADING TABLE FOR COARSE AGGREGATES

Grading Requirements of Coarse Aggregates IS Sieve Size

Percentage Passing for Graded Aggregate of Nominal Size 40 mm

20 mm

12.5 mm

63 mm

-

-

-

40 mm

95-100

100

-

20 mm

30-70

95-100

100

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12.5 mm

-

-

90-100

10 mm

Oct-35

25-55

40-85

4.75 mm

0-5

0-10

0-10

Unit of measurement (BOQ),

KG

Unit of measurement in supply

KG

Approved make list

-

Lead time for procurement

10=15 DAYS

Figure 59: aggregates location

CERAMIC TILES( PUBLIC AREA ON CONCOURSE LEVEL)

IS CPWD Specification, 2019

IS 15622 (2006 4.1.1, Pg. 8

SHAPES AND SIZES 4.1 For shapes and sizes, see Fig. 1 and Fig. 2 and the following: a) b) c) d) e) Tables 1and 2: For tiles with water absorption, E.> 10 percent (Group B III), Tables 3 and 4: For tiles with water absorption, 3< E < ESpacer Lug Tiles 4.3.1 Spacer lugs are projections, usually 0;6 mm that are located along certain edges of tiles so that when two tiles are placed together in line, the lugs on adjacent edges separate the tiles by a distance not less than the specified width of joints Lugs are positioned so that the joint between the tiles may be filled with grout without the Iugs remaining exposed. 4.3.2 Pressed tiles may be made with other spacer lug systems and in such cases the manufacturer’s work size shall apply. NOTE— Some tiles have one or more manufacturing projections part way along certain edges and smaller than 0.3 mm. These are not intended as spacer lugs and shall not be used to space joints

Unit of measurement (BOQ),

M2

Unit of measurement in supply

UNITS

Approved make list

-

Lead time for procurement

10-12 DAYS

36 KOTA STONE

IS CPWD Specification, 2019 SUBMITTED BY: BHUMIKA RAJ UC5316

IS 15622 (2006 4.1.1, Pg. 8

153

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The Kota stone shall be hard even, sound, and regular in shape and generally uniform in colour. The colour of the stone shall generally be green Brown coloured shall not be allowed for use They shall be without any soft veins, cranks of flaws. The size of the stones to be used for flooring shall be of size 600 mm x 600 mm and/or size 600 mm. x 450 mm as directed However smaller sizes will be allowed to be used to the extent of maintaining required pattern. Thickness shall be as specifiedThe edges of minus 30 mm on accounts of chisel dressing of edges shall be permitted for length as well as breadth. Tolerance in thickness shall be + 3 mm The edges of stones shall be truly chiseled and table rubbed with coarse sand before paving. All angles and edges of the stones of shallbe true, square and free from chipping and surface shall De true and plainWhen machine cut edges are specified, the exposed and the edges at joints shall bemachine cut The thickness60 Table 40: characteristics detail

Characteristics

Requirements

Method of Test

Water absorption

0.15 percent by weight

IS : 1124-1974

Transverse strength

70 kg/sq cm

IS : 1121 -1974

Durability

Shall not develop signs of spalling, disintegration of cracks

IS : 1126 -1974

Unit of measurement (BOQ),

M2

Unit of measurement in supply

UNITS

Approved make list

-

Lead time for procurement

7-8 DAYS

36.1 QUALITY POLICY HCC(HINDUSTAN CONSTR UCTION COMPANY) 

Our prime focus is to meet the client's requirements and to strive to exceed their expectationsWe strive to improve processes and methodologies to achieve consistent and predictable results. HCC aspires for zero-defect by creating an environment of quality awareness, rather than relying on inspections .We endeavour to effectively use Total Quality Management and six sigma tools to become the clients' most preferred choice by attaining excellence in quality and through timely completion of projects 36.2 HCC INTEGRATE THREE QUALITY MANAGEMENT SYSTEMS, VIZ. 

International standards for Quality (ISO 9001), Occupational Health & Safety (OHSAS 18001) and Environment (ISO 14001), into all our activities starting from marketing to handing over of projects.



60

ISO certificate of ISO9001, ISO 14001 and OHSAS as granted by TUV Nord .

https://www.iitk.ac.in/ce/test/IS-codes/is.15622.2006.pdf

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ISO 9001:2015 certification is an integral part of an organization’s efforts towards the broader aim of sustainable development. The adoption of a quality management system is a strategic decision for an organization to continuously improve their overall performance. upporting an organization’s aims and objectives, an ISO 9001 quality management system (QMS) documents the processes, procedures, and responsibilities for achieving quality policies and objectives. Based on seven quality management principles, the ISO 9001:2015 certification defines the way an organization operates to meet the requirements of its customers and stakeholders 61:       

Customer focus Leadership Engagement of people Process approach Improvement Evidence-based decision-making Relationship management ISO 45001:2018

Figure 60: certification of HCC

Figure 61 certification of HCC

specifies requirements for an occupational health and safety (OH&S) management system, and gives guidance for its use, to enable organizations to provide safe and healthy workplaces by preventing work-related injury and ill health, as well as by proactively improving its OH&S performance.

ISO 45001:2018 is applicable to any organization that wishes to establish, implement and maintain an OH&S management system to improve occupational health and safety, eliminate hazards and minimize OH&S risks (including system deficiencies), take advantage of OH&S opportunities, and address OH&S management system nonconformities associated with its activities62.

ISO 45001:2018 helps an organization to achieve the intended outcomes of its OH&S management system.

Consistent with the organization's OH&S policy, the intended outcomes of an OH&S management system include: a) continual improvement of OH&S performance;

61

https://www.sgs.com/en/campaigns/iso-90012015#:~:text=Based%20on%20seven%20quality%20management,Leadership 62

https://www.iso.org/standard/63787.html#:~:text=ISO%2045001%3A2018%20specifies%20requirements,proa ctively%20improving%20its%20OH%26S%20performance.

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b) fulfilment of legal requirements and other requirements; c) achievement of OH&S objectives.

SO 14001:2015 specifies the requirements for an environmental management system that an organization can use to enhance its environmental performance. ISO 14001:2015 is intended for use by an organization seeking to manage its environmental responsibilities in a systematic manner that contributes to the environmental pillar of sustainability.

ISO 14001:2015 helps an organization achieve the intended outcomes of its environmental management system, which provide value for the environment, the organization itself and interested parties. Consistent with the organization's environmental policy, the intended outcomes of an environmental management system include63: · enhancement of environmental performance; · fulfilment of compliance obligations;

Figure 62 certification of HCC-3

37 CHOOSING AN ISO CERTIFICATION BODY It must be noted that ISO itself does not provide certification to the companies. Certification is done by the external bodies. It is very important that you choose recognized and credible certification body.

Quality Documents Review The ISO auditor will view all your quality manuals & documents related to various policies & procedures being followed in the organization.

Review of existing work will help the ISO auditor to identify the possible gaps against the requirements stipulated in the ISO standards.

63

https://www.iso.org/standard/60857.html#:~:text=ISO%2014001%3A2015%20helps%20an,organization%20its elf%20and%20interested%20parties.

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Figure 63: FLOW CHART FOR ISO CERTIFICATION

37.1 MAKE AN ACTION PLAN

After the ISO auditor communicates the existing gaps in your organization, you should prepare an action plan to eliminate these gaps. Prepare the list of the required tasks to be performed to bring the desired changes in your organization. You may be required to give training to your employees to work efficiently while adapting to new procedures. Make all the employees aware of the ISO standards in terms of work efficiency and quality standards.

37.2 INITIAL CERTIFICATIO N AUDIT The initial certification audit is divided into two categories Stage 1 and Stage 2.

Stage 1: The ISO auditor will audit the changes made by you in the organization. They will then try to identify the possible non-conformities in your systems and procedures to the desired quality management system. They will divide these non-conformities into minor and major nonconformities.

37.3 COMPLETING THE ISO CERTIFICATION After all non-conformities are addressed and all the findings are put in the ISO audit report, the registrar will grant you the ISO certification.

37.4 SURVEILLANCE AUDITS Surveillance audit is basically conducted to ensure that ISO quality standards are being maintained by the organization. It is conducted from time to time. Surveillance Audits

37.5 AUDIT SYSTEM In the audit system there are m times of audit     

Branch audit Internal audit Statuory audit Tax audit Concurrent audit

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CONTENTS Abbreviations and Terminologies

Executive Summary Assessment Outcome Areas for management attention Introduction Audit Methodology Findings and Recommendations Audit Scorecard Progress Summary Audit Rating

.

37.6 AUDIT METHODOLOGY AND MEASUREMENT The referencing criteria for the audit was based on a checklist with defined safety indicators keeping in line with the BCOW and Client expectations.

An audit score card was used as a performance measurement tool along with weighting incorporated for each indicator which has been appended within this report.

The findings are categorized as follows Commendable: The Expectation is currently fully met with negligible noncompliances. There are adequate systems in place to ensure continuous compliance and improvement. Rating Score > 334 / 90%

Satisfactory:The Expectation is being implemented and there is an adequate scope for the plan in place to fully implement it. Implementation progress is in accordance with or better than the plan. Requires response from the contractor with action plan for improvement.

Results or outcomes are being monitored. No immediate follow up required.

Evaluation and Conclusion

Rating Score > 260 to 333 / 70-90% Marginal: The Expectation is already partially implemented and there is an adequate scope for the plan in place to fully implement it. Implementation progress is less than originally planned Rating Score: > 223 to 259 / 60 -70% Unsatisfactory: The Expectation is recognized to be an EHS MS requirement but is only partially being complied with significant gaps and weaknesses. There is no evidence that the expectation is recognized to be an EHS MS requirement. There is no implementation action ongoing or planned. Call for serious management attention to address issues.

Rating Score: < 223 / 60 %

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SCORING MATRIX Table 41: scoring matrix

DEFINITION

SCORE

There is no evidence that the expectation is recognized to be an EHS MS requirement.

There is no implementation action ongoing or planned.

0

The expectation is recognized to be an EHS MS requirement but is only partially being complied with significant gaps and weaknesses.

There is no adequate plan to implement this expectation beyond the current level of compliance.

1

The expectation is already partially implemented and there is an adequate plan in place to fully implement it.

Implementation progress is less than originally planned

2

The expectation is being implemented and there is an adequate plan in place to fully implement it.

Implementation progress is in accordance with the plan.

3

The Expectation is currently fully met with negligible noncompliance.

There are adequate systems in place to ensure continuous compliance and improvement.

4

37.7 AUDIT FINDINGS & REC OMMENDATIONS Good practice 

Corporate strategic objectives has been established in line with the policy and cascaded to all projects for goals to be incorporated and established



Records of communication through employee training and meetings was evident



Policy is reviewed periodically to ensure that it remains relevant and appropriate to the organization



Occupational health management procedure is in place



Waste is disposed through approved and authorized specialized contractor



Applicable legal and other requirement is identified and revised as regular intervals



OHS objectives are in place revised and reviewed.



Emergency management and safety plan is revised at regular intervals



EHS training program is on place and revised at regular intervals as per analysis needs identified



Records of monthly safety CA-PA, and committee meeting being conducted is evident



EHS manuals and SOPs are controlled and approved

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37.8

.

AREAS FOR IMPROVEME NT

Sr. No

Audit criteria / expectations

Audit comments

Score Rating

1

Health management

Adequacy of rest areas, urinals and drinking water is not evident at all area of the project as assessed

2

2 Health management

Frequency and effectiveness of control measures for unhygienic sources must be regularly inspected and reviewed

2

3 Health management

Frequency and medical checks for workers exposed to hazardous task must be monitored and reviewed at regular intervals

2

4 Hazard identification and

Hazards raised by stakeholders / workers must be captured in the system and timely mitigated Effectiveness of safety control measures adequacy and timely implementation must be reviewed to prevent recurrence of hazard recurrence

2

6 Waste management

Segregation of waste for recycling and reuse need emphasis.

Identify all types of waste and maintain data of quantities generated and recycled

2

7 Waste management

Ensure adequacy of waste bin for segregation are placed at all working area Ensure accumulated debris and wood scrap are timely cleared and disposal frequency increased as assessed

2

Site specific safety performance analysis actions must be considered as objectives for site engineers and managers to prevent recurrences Ensure direction signage for assembly points are posted and access routes maintained unobstructed

3

Ensure availability of rescue equipment at all core wall locations

2

Audible emergency evacuation available at all tower locations

siren / hooter must be

2

Execution and monitoring of CA-PA actions must be reviewed to improve effectiveness and prevent recurrence of incidents

2

Monitoring process of follow-up for close out of CA-PA action taken within time frames must be reviewed to avoid recurrent delays Encourage reporting of first aid incidents. Investigate all near miss incidents

2

mitigation

5

8 Waste management 9 Objectives & Targets

10 Emergency preparedness and response

11 Emergency preparedness and response

12 Emergency preparedness and response

13 Non conformities, corrective and preventive actions

14 Non conformities, corrective and preventive actions

15 Incident management SR. NO

AUDIT CRITERIA / EXPECTATIONS

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AUDIT COMMENTS

2

2

2

2 SCORE RATING

160

MUMBAI METRO LINE 3

.

16

PPE use and control

Usage, inspection and maintenance of PPE not consistently evident as sampled

17

Fire prevention and protection

Inadequate fire hose reels at N Tower L 20 above and S Tower podium 5, 6 level as sampled

2

18

Fire prevention and protection

List of fire warden is available but not displayed and communicated at all areas of the project

2

19

Electricity

Control over cables running across work area as observed at sampled areas at N Tower L 22, 23, S Tower P 8, 9

2

20

Site activities

Compliance with safe work methods not observed with consistency as sampled.

2

2

Tools tethering during form work erection, Haphazard steel stacking at S Tower B1, Inspection and erection of staging platform at rehab centre not evident.

21

Site activities

Congested traffic movement of equipment at Zone A, B. Interface of heavy equipment with cars, bikes and pedestrians on a single central route increasing the risk of collision. Inadequate flagmen posting especially during concrete pour delivery

2

38 SUMMARY OF FINDING FOR EACH PERFORMANCE CRITERIA Example :

AUDIT - SCORE CARD Sr. No.

Description

Weighted score

Achieved Score

Percentage

1

EHS Policy Statement

24

22

91.67

2

Health Management Program

24

18

75.00

3

Hazard Identification

24

16

66.67

4

Environment Management

0

0

0

5

Waste Management

20

14

70.00

6

Legal and other requirement

12

10

83.33

7

Objectives and Targets

16

14

87.50

8

Emergency preparedness and response

16

13

81.25

9

Training and Competence

12

10

83.33

10

Communication and Coordination

16

13

81.25

11

Document control

16

14

87.50

12

Incident control and management

28

20

71.43

13

Non-conformance, Corrective and Preventive action

16

12

75.00

14

Internal audit

16

15

93.75

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Remarks

Scheduled for next audit

161

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15

Management review

12

11

91.67

16

PPE management

12

9

75.00

17

Fire prevention and protection

12

9

75.00

18

Lifting tackles, Plant and Equipment

0

0

0

19

Electricity

20

16

80.00

20

Site related activities

24

14

58.33

320

250

Grand Total

Scheduled for next audit

78.13 %

Progress Summary Example :

Previous Performance Score (74.61 %)

Current Performance Score (78.13 %)

Target Performance Score 85 %

Audit Rating SATISFACTORY

If the outcome is satisfactory the contractor can proceed further without any obstacles 39 QUALITY EVALUATION: • Daily quality checking is performed by the contractor’s quality engineers to ensure that quality is not compromised.

• Also, quality checking is done by the client’s quality engineers at regular interval of time.

• Timely internal and external audits are performed in which all the activities are covered.

• So, there is quality checking at three levels, first by contractors, second by clients, and third by the internal and external auditors.

• Checklists for different activities are made for proper quality assurance Quality Assurance:

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Quality Manual: Set out the structure and content of management system, linking the policy & objectives with system elements and procedure.

Sets out project organisation, responsibilities. Sets out project organisation, responsibilities and authorities

Quality Procedure: Provide detail instruction as what is to be done by whom, where and when and how are the steps to be carried out.Method Statement,Work Instruction/ Work Procedure,.Inspection and Test plan [ITP],Conformance reports/ Check sheet/ Work report sheet

Others Environmental air monitoring , noise monitoring on daily basis, conducting programs on various subjects so the enginners and workers can improve their efficiency. Example BIM programs, integrated planning programs . drilling and blasting methods sessions etc , also for workers such programs are conducted.

QUALITY EVALUATION SYSTEM: Quality evaluation is done on various stages and by various internal and external parties. Third Party Inspection is also carried out for quality assurance and evaluation of construction activities.

•Each activity has a list of quality checks which needs to be filled before and after the construction activity. These Checks include Formwork, Reinforcement, Concreting, Boring & General Inspection checklists.

•Each check list is filled, observations are recorded and is submitted which is evaluated and final conclusions are included in the monthly progress reports

39.1 QUALITY ASSURANCE

Quality Assurance Sr. No.

Materials

1

Cement

Tests

Third Party/ On-Site

Checking Quantum

Reference Documents

Third Party

6 Months

IS:1489 (Part-1) : 2015

Third Party

6 Months

IS 383-2016

Initial Setting Time Final Setting Time Compressive Strength Fineness Soundness Density Drying Shrinkage Chloride Content Sulphur Content Consistency Test 2

Fine Aggregate

Coal & Lignite Clay Lumps Deleterious Materials Sieve Analysis SUBMITTED BY: BHUMIKA RAJ UC5316

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3

Drinking Water

.

Third Party

3 Months

IS:3025(Part 1134):1983

Third Party

3 Months

IS:3025(Part 1124):1983

Conductivity Turbidity Total Hardness Calcium Alkalinity Chloride Total Coliform Bacteria 4

Const./Curing Water

Sulphate Inorganic Solids pH Value 5

Vitrified Tiles

Water Absorption

Third Party

IS 13630 (Part 115):2006

Modulus Of Rupture & Breaking Strength 6

Blocks

Third Party

Every 5000 Nos.

IS:2185 - Part III

Third Party

Once

ISO 13007

Compressive Strength Block Density 7

Ready-Mix Plaster

Dry Bulk Density

IS 2386

Compressive Strength

IS 516:1959

Soundness Test

IS 4031 (Part-3)

Pot Life Test 8

RMC

On-Site

Each time TM IS 516:1959 Arrives

Compressive Strength Water Permeability Slump Test

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40 TENDER CLAUSES-MUMBAI METRO LINE 3(COLABA-BANDRA-SEEPZ)TENDER DOCUMENTSPART 4SECTION XIV VENTILATION IN SHAFTS AND TUNNELS (pg -16)

The Contractor shall assign a Competent Person to perform all air monitoring required to determine proper ventilation and quantitative measurement of potentially hazardous gases. The atmosphere in all underground areas shall be tested quantitatively by the Contractor for toxic gases, dust, vapour, mist, and fumes as oftenas necessary to ensure that prescribed limits given at below are met.

Quantitative tests for methane shall also be performed in order to determine whether an operation is potentially hazardous. For every test carried out the Contractor shall maintain a record of the air quality, the location, date, time, substances and amount monitored. These records shall be made available to the Engineer on demand.

The ventilation system shall be adequate to maintain circulation of air in all parts of tunnels and shafts and following conditions shall be taken care of: Air shall be considered unfit for workmen to breathe if it contains any of the following : (a) Less than 19.5% oxygen by volume. (b) More than 0.005% carbon dioxide by volume. (c) More than 0.01% carbon monoxide by volume. (d) More than 0.001% hydrogen sulphide by volume. (e) More than 0.005% oxides of nitrogen. (f) More than 0.5% of methane at any place in the tunnel. (g) More than 0.0002% of aldehyde. (h) Any other poisonous gas in harmful amounts.

In addition to the requirements given above, 2 m3 of fresh air per minute shall be furnished for each brake horsepower of diesel engine used in the tunnel.

40.1 LIFTING AND CARRYING OF EXCESSIVE WEIGHT S (PG-17)

All Contractors shall ensure that no worker lifts by hand or carries overhead or over his back or shoulders any material, article, tool or appliances exceeding in weight the maximum limits set out below unless aided by another worker or a mechanical device.

Adult – man 55kg Adult – female 30kg References        

Indian Regulation The Maharashtra Building And Other Construction Workers (Regulation of Employment and Conditions of Service) Rules 2007 : Chapter X - General Safety Provisions Indian Standards IS 4756 : 1978 Safety Code for Tunnelling works IS 1179 : 1967 Specification for equipment for eye and face protection during welding

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    

.

IS 2925 : 1984 Specification for Industrial Safety Helmets British Standards BS EN 352: Hearing protectors. Safety requirements and testing 352-1 & 2: 1993: Ear muffs & Ear Plug respectively 352-3: 1997: Earmuffs attached to an industrial safety helmet.

40.2 MACHINERY (CLAUSE23)

Machinery Fencing The Contractor shall ensure that all gears, revolving shafts, flywheels, couplings and other dangerous parts of machinery shall be effectively guarded unless they are so constructed, installed or placed as to be safe as if they were guarded. Fencing of dangerous parts of machinery shall not be removed while the machinery is in use or in motion. If the fencing is required to be removed for maintenance purposes it shall be replaced before the machine is taken into use.

Maintenance1 The Contractor shall ensure that all machinery used on site is in safe condition and is properly maintained and repaired by duly authorised, thoroughly trained and experienced persons.

No repair to machinery shall be carried out whilst it is in motion unless it is unavoidable. Maintenance records shall be kept available for inspection by the Engineer.

Air Receivers All Air receivers shall be fitted with a pressure relief valve and shall have the safe working pressure clearly marked upon them. Every air receiver shall be subject to an annual test, which shall be carried out by a duly authorised person. The results of all tests shall be recorded and the records shall be kept available for inspection by the Engineer.

The connection couplers on compressed airlines shall be securely fixed together and have safety chains or be wired at the joints in order to ensure that the joints do not come apart when charged with compressed air.

40.3 DESIGN CONSIDERATION S

Distribution equipment utilised within the temporary electrical distribution system shall incorporate the following features:(a) Flexibility in application for repeated use; (b) Suitability for transport and storage; (c) Robust construction to resist moisture and damage; and (d) Safety in use.

All cabling shall be run at high level whenever possible and firmly secured to ensure it does not present a hazard or obstruction to people and equipment. The installation on Site shall allow convenient access to authorised and competent operatives to work on the apparatus contained within.

40.4 DISTRIBUTION OF SUPPLY

The Site mains voltage shall be as the Electricity Utility supplies, 415V 3-phase 4-wire system. (a) Single-phase voltage shall be as the Electricity Utility supplies, 240V supply. (b) Reduced voltages shall conform to BS 7375.

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The following voltages shall be adhered to for typical applications throughout the distribution systems: (a) fixed plant - 415V 3 phase; (b) movable plant fed by trailing cable - 415V 3 phase; (c) installations in Site buildings - 240V 1 phase; (d) fixed flood lighting - 240V 1 phase; (e) portable and hand held tools - 110V 1 phase; (f) Site lighting (other than flood lighting) - 110V 1 phase; and (g) portable hand-lamps (general use) - 110V 1 phase.

40.5 HEAVY PLANT OPERATION The Contractor shall ensure that only safe and well-maintained plant and equipment shall be allowed to operate on any of the sites. All operators of heavy plant such as, earth movers, piling rigs, etc. shall be medically fit, over eighteen years of age and be thoroughly trained and experienced to operate the equipment.No unauthorised person shall be permitted to ride on plant. The operators shall conduct daily inspections of their respective items of plant with the results of these inspections being recorded and the records kept available for inspection by the Engineer.

All mobile heavy plant shall be equipped with at least one 5kg Dry Powder Fire Extinguisher, carried at a suitable position so as to ensure its easy availability. Whenever heavy plant is operating in congested areas, thoroughly trained and experienced banksmen shall be deployed to control the plant and personnel movement and interface.

Any waste engine oil and filters following any on site servicing and maintenance shall be removed from the sites and disposed of in an environmentally conscious manner at authorised disposal locations.

All drums of fuel oil shall be stored on drip trays or the fuel shall be kept in bunded bulk storage fuel tanks, with quantities stored being kept to a minimum.

The storage areas shall have dry powder fire extinguishers positioned in close proximity to their location for use in an emergency.

References

   

Indian Standards IS 7293 : 1974 Safety Code for Working with Construction Machinery IS 2190 : 1992 Code of Practice for the selection, installation and maintenance of portable first aid fire extinguishers

40.6 BLASTING OPERATIONS CLASUE 26 Authorisation for Blasting The Contractor shall ensure that all blasting operations will only be permitted following consultations with the relevant authorities and subsequent issuing of the permission to blast permits. The Engineer must also give his consent in writing before any blasting operations take place. All blasting shall be conducted under the direct supervision of a Licensed Shotfirer.

Risk Assessment and Method Statements The Contractor shall produce a detailed hazard and risk assessment and an in depth

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method statement for amongst others the following elements: (a) Type of explosives to be used. (b) Anticipated effects of vibration on nearby structures. (c) Blasting patterns. (d) Delivery of the explosives. (e) Transportation and storage of explosives on site.

References Indian Regulation pg-13 The Maharashtra Building And Other Construction Workers (Regulation of Employment and Conditions of Service) Rules 2007 : Chapter XXVI - Explosives.     

Indian Standards IS 4081: 1986 Safety Code for Blasting and related Drilling Operations British Standards BS 5607 : 1988 Code of Practice for the safe use of explosives in the construction industry.

40.7 .PILING AND DIAPHRAGM WALLS The Contractor shall prepare safe systems of work and method statements for all work concerned with piling and diaphragm walls. He shall take the following points into consideration. Any excavated piles or panels shall not be left unattended, unless they are adequately fenced around to prevent accidental entry into the immediate vicinity of the pile or panel.

Because of the use of heavy plant and equipment in generally congested work areas then trained banksmen shall be deployed to control the movement of the plant and personnel interfaceA method statement shall be produced by the Contractor, which details the process for stop end recovery. Wheel washing facilities shall be available on the sites for washing down the spoil removal trucks and the concrete delivery vehicles.

No Bentonite spillage shall be allowed on any roads. Regular site cleaning shall be carried out at all work-sites. The Contractor as part of his Emergency Plans shall develop procedures for the collapse of piles and diaphragm walls.

Indian Regulation The Maharashtra Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Rules 2007 : Chapter XXVII - Piling   

Indian Standards IS 5121: 1969 Safety Code for Piling and other Deep Foundations IS 8989: 1978 Safety Code for the Erection of Concrete Framed Structures

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40.8 CHECKLIST FORMAT Concrete Pour Card Project Client Engineer

Mumbai Metro 3 UGC 02 MMRC MAPLE

STRUCTURE IDENTIFICATION: Referance RFI No:

DATE:

1. POUR Details: i) Grade of concrete ii) Theoritical Quantity (cum): iii) Actual Quantity (cum) iv) Source of Supply: 2. DRAWING REFERANCEE OF THE POUR:i) For Concrete forming details: ii) For Reinforcement laying details iii) For inserts: 3. POUR CARD SHEETS

S.No.

Pouring Checking Parameters

1

Survey check

2

Drilling/ Excavation

3

Reinforcement Laying

4

Shutter alignment

5

verification of inserts

6

Availability of all equipment

7

Safety arrangements adequate

8

Equipments checke for their working

9

Availability of all manpower during concreting

10 11

Signature of respective Department Engineers for theirs clearance Execution QC Safety Equipment Electrical Logistics

Arrangement of uninteruppted supply of concrete Logistics department notified

Remarks Checked by: HCC-MMS JV Name Designation Sign Date Format No. HCC F 5591 17 004, Rev No 0, Date of Rev. 24/10/16

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ENGINEER Name Designation Sign Date Page 1 of 1

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SURVEY CHECK REPORT Project Mumbai Metro 3 UGC 02 Client MMRC Engineer MAPLE Report No. Instrument Used

Leica TCA1800 Total Station

Date and Time of Survey Station Identification

Structure

Set Station

Identification Ref. Drawings

Referance station

Surve S.No y Check .

Points Locati on

Coordina tes

Coordinates

Reduced Levels

Reduced Levels (m) Remark s

As per Drawings

Northin Eastin g g

Actual Checked

Northing

As per drawin Back Easting gs Sight

HCC-MMS JV

Engineer

Name

Name

Date

Date

Fore Interm Sight e.

Sight

Ht. of Instru m.

R.L. Checke d

Format No. HCC F 02 17 01, Rev No. 03, Date of Rev. 25/05/06 no. 1 of 1

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Pile Check list Project

Mumbai Metro 3 UGC 02

Client

MMRC

Engineer

MAPLE

S.no.

Description of Checks

1

Approved GFC/CRD available

2

Piling equipment cleaned

3

Center lines of bore checked

4

Pile diameter checked

5

Diameter of bars are as per approved GFC drawings

6

Spacing/ no. of bars are as per approved GFC

Ye s

No

NA

Obsevation/ Referance

Drawing a) Lap Length b) Spacing of helical reinforcement c) Required cover blocks d) cover to rebar is satisfactory e) Proper gauge of binding wire used for tying of reinforcement f) Distribution of cover blocks is as per appproved GFC drawing g) Alignment of rebar is satisfactory 7

No. of concrete test cubes adequate

8

Check the tremie pipe and the joints before putting in the borehole for leckage

9

Concrete Mix

10

Strata pile tip checked (length)

11

Check strata during course of boring a) Depth of soil b) depth of weathered rock c) Depth in hard rock

12

Check pile centre during operation

Remarks, if any: HCC-MMS JV

ENGINEER

Name

Name

Designation

Designation

Sign

Sign

Date

Date

Format No. HCC F 5591 17 002, Rev No 0, Date of Rev. 24/10/16

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3

4

Pouring the concrete with hopper and trimie pipe

Excavation

Hit by object

RESPONS IBILITY

RISK LEVEL

2

Lowering of reinforcement cage in borehole with the help of crane

Fall of Caisson

S× P

1

Boring activity using rotary rig machine and driving caisson

PROBABI LITY (P)

Uncovered borehole

Electrocutio n, explosion or personal injury Fall of person

SEVERI TY (S)

Presence of underground services

RI S K

RISK LEVEL

HAZARDS

S× P

SUB ACTIVITY

SEVERI TY (S) PROBABI LITY (P)

S.N O.

40.9 RISK HAZARD MATRIX – EXAMPLE ACTIVITY PILING

5

3

15

High

• Drawing of utility services should be studied • Utility service should be shifted before starting of work with the help of appropriate authority

5

1

5

Low

Site – in charge

5

3

15

High

• All piling boreholes should be covered

5

1

5

Low

Medium

• Appropriate PPE must be used • It should be secured and fixed during driving

Site – in charge

5

1

5

Low

Site – in charge

4

2

8

Low

Site – in charge

4

2

8

Low

Site – in charge

4

1

4

Low

Site – in charge

3

1

3

Low

Site – in charge

High

• Adequate PPE with gum boots and rubber hand gloves • Working space of crane should not be obstructed

4

2

8

Low

Medium

• Working area should be isolated and leveled • Appoint signal man

Site – in charge

4

1

4

Low

Site – in charge

4

2

8

Low

Site – in charge

4

1

4

Low

Site – in charge

5

1

5

CONTROL MEASURE

• Unauthorized entry prohibited Unguarded Machinery

Personal Injury

5

3

15

High

• Appropriate PPE must be used • All the machinery should be guarded • Working on piling site with loose clothing shouldn't be allowed

Working at congested area

Toppling of crane

5

3

15

High

• Working space of crane should not be obstructed • Working area should be isolated and leveled

Uncontrol Swing

Uncontrolle d Swing

4

Improper placement of hopper

Personal injury

3

Working at congested area

Toppling of crane

5

Machinery moving near/ at the edge of excavated area

Falling of machinery into the pit causing injury

4

Working near overhead power lines

Electrocution and property damage

5

2

8

Medium

• Danger zones should be restricted • Tag line should be used for controlling of swing • Swing area should be barricaded

2

3 2

6

15 8

Medium

• During concreting hopper and trimie pipe should be properly place

• Operate machinery keeping safe distance • Provide proper barriers 3

15

High

• If possible shift the overhead power lines before commencement of work • Raise the power line to avoid intrusion • Appropriate PPE must be used

Exposure to dust

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4

2

8

Medium

• Use dust mask and goggles

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Table 42: MONTHLY SAFETY REPORT

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41 NON CONFORMACE REPORT A non-conformance is raised by the QA/QC department if the department while inspecting thestructure finds it not meeting the required quality standards.

In case of non-conformance, the root cause is identified and preventive measures are suggested.The preventive measures are applied and the quality is assured and the report is closed and saved. so that precautions and preventive measures for any similar non-conformance can be reviewed at a later stage

Non-Conformance in compliance with Tender: Client, Project Management Consultancy & Contractor are using Oracle Aconex software for submission and query related emails.

Step 1: Non Conformance Report (NCR) is being issued by client or project management consultancy on various issues on site. On very same day NCR is opened.

Step 2: Contractor has to revert with Corrected Action Report (CAR) or Planned Action Report(PAR) on all mentioned issue in NCR, and ask for review or checking.

Step 3: Issuer of NCR checks all submitted documents and inspects on actions taken by contractor, this may require on-site visual inspections.

Step 4: After finding satisfactory solution or preventive measure to issue, issuer closes NCR with all submitted documents.

Note: Depending Upon level of issue NCR closing time varies from few days to year.

Table 43: NCR RECORD

Figure 64: monthy NCRs

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Table 44: FORMAT OF NCR FOR MML3

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42 REMEDIAL ACTIONS TAKEN Removal of Improper work and Materials

The Owner/PM shall, during the progress of the works have the right to order in writing from time to time: a) The removal from the Site within such time or times as may be specified in the order of any materials, which in the opinion of the Owner/PM, are not in accordance with the Contract; b) The substitution of proper and suitable materials; and c) The removal and proper re-execution (notwithstanding any previous tests thereof or interim payment therefore) of any work which in respect of materials or workmanship is not in the opinion of the Owner/ PM in accordance with the Contract.

Default of Contractor in Compliance In case of default on the part of Contractor in carrying out the order/orders mentioned under Clause 32 above, the Owner/ PM shall be entitled to employ and pay other persons to carry out the same and all expenses consequent thereon or incidental thereto shall be borne by the Contractor and shall be recoverable from him by the Owner/ PM or may be deducted by the Owner/ PM under this Contract.

NCR Format Sr. No.

1

Location

Zone C NTA-B02

Description

After number of instruction junction boxes & coupling joints are not protected with masking tap

43 COMISSIONING STAGE 43.1 SNAG LIST Snag list is a document prepared near the end of a construction project listing work not conforming to contract specifications that the general contractor must complete prior to final payment. The work may include incomplete or incorrect installations or incidental damage to existing finishes, material, and structures. The list is usually made by the owner, architect or designer, or general contractor while they tour and visually inspect the project. The contractor is bound by the contract to complete a list of contract items, called a punch Table 45: FORMAT OF SNAG LIST

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MUMBAI METRO LINE 3 list, in order to receive final payment from the owner.

44 COMPLETION OF PROJECT

This section will cover some or all of the following aspects: HEAD

CONTRACTUAL CLAUSES Insert the following at the end of Sub-Clause 8.7: PG 24 PART 3 GCC AND PCC

Delay Damages

Where the Works are required to be completed within particular Key Dates, as

specified in Part 1, Section IV, this Sub-Clause shall apply to these Key Date completions, and the Appendix LB-1 to Letter of Bid shall include a sum or percentage in respect of each Key Date which represents the damages likely to be suffered by the Employer if the said Key Date is not accomplished within the time prescribed or by any extension granted under Sub-Clause 8.4.

Application for Interim Certificates

Replace Sub-Paragraph (c) with: (c) the amount to be deducted for retention shall be ten percent (10%) from the above amounts, until the amount so retained by the Employer reaches the limit of five per cent (5%) of the Contract Price.

Replace Sub-Clause 14.9 with the following:

Payment of Retention Money

PG 37 14.9.1 When the Taking-Over Certificate has been issued for the Works, and the Works have passed all specified tests (including the Tests after Completion, if any), the first half of the Retention Money shall be paid to the Contractor.

14.9.2 Promptly after the latest of the expiry dates of the Defects Notification Periods, the outstanding balance of the Retention Money shall be paid to the Contractor. This outstanding balance may also be paid against presentation of a Bank Guarantee for the balance amount by the Contractor to the Employer at the same time as the payment for the first half of the Retention Money.

• Contract closure (current status, estimated final closure date; for ongoing support/maintenance

contracts, refer to who is responsible, renewal periods, costs, etc.)

• Financial closure (invoice approvals, payments, financial system transactions, transfer of

remaining funds) • Asset transfer (disposition of hardware, software licenses, furniture, etc.)

• Administrative closure (transfer of administrative functions to an in-service support

organization; transfer includes handover of project deliverables to a responsibility center) • Human resources (FTEs returned to home units, departures of contracted resources) • Information management - describe where the documents have been stored or archived, using

a table format such as the following 45 BILLING PROCEDURE At, both QS and sub-contracting works are done a common dept. There is a cost control and budgeting dept on next desk to this department and simultaneously, co-ordination between both of them is done for carrying out works. Payment is usually carried out on 8th date of every month.

TYPES OF BILLS:  Advance Bills  Monthly RA (Running Account) BillEscalation Bills SUBMITTED BY: BHUMIKA RAJ UC5316

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

Advance Bills: Advance bills are prepared for Mobilizationof P&M on site, so that afterwards, RA bills can be prepared.

It includes-Mobilization Advance This is based on the work we are giving to other sub-contractors. It is generally about 10 to 15% and maximum of 20% of contract cost. General Advance- It includes  Bank Guarantee  Postdated cheque Recovery of mobilization advance & P&M advance starts when 20% of project is completed as major works are carried out by P&M. It is completely recovered when around 65% of project is completed.

RA Bills: It is made by contractor at site and then, it is compared with sub-contractor working.It includes following things: Measurement sheets- Prepared at site and signed by GC representative.Reconciliation sheet, for reinforcement or concrete consumptionSummary sheet Taxes paid during RA Bills: GST [GOODS AND SERVICE TAX] (18%) of goods value Escalation Bills: Generally carried out for Diesel, Concrete, Steel, P&M, Labour. It is claimed when rates of all these items change above 20% & their substantial usage of same.

This is covered from: Profit obtained, by selling steel scrap to authorized recyclers Adding wastage to price of steelThe difference between both will add up to tender quoted by MMRC and DSJV.Recovery of Income taxes and other advances: the recovery of taxes and advances are done by the clients from every month payment, done to the contractor payment. t includes deduction of Labour cess (1%), Education cess (3% of TDS and Surcharges), TDC (5%), Surcharge (1%), Mobilization advance (5%) from every month

Figure 65: BILLING FLOWCART

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1. MANGEMENT INOFRMATION SYSTEM A PMIS provides information so the team has a common understanding of the facts: a prerequisite for collaboration. It’s the cheapest way to gather information because it’s only done once. And it’s the most reliable way to host information because many eyes scrutinize centralized data and mistakes are more likely to be found and corrected. It’s the first line of defenses against political or legal attack. It’s a clear window into the project that leaders can use instead of relying on delayed or biased reports filtered through layers of management. It improves performance because it measures it; it’s a report card for both team members and management. And most important, it educates the team and makes better managers because it tells true stories



The PMIS defines the program and the projects: cost, time, scope and quality.



It defines the team: people, organizations and their roles. It helps manage agreements: contracts, permits, approvals and commitments.



It manages documents. It produces standard and custom reports. It presents vital signs on dashboards. It guides collaboration and communicates best practices with policies, workflow diagrams and document management

Management Information Systems: Management Functions think about the functions of managers that you may have learned about in other classes: 

Planning, Organizing, Directing, Controlling, Communicating, and Decision-making.

Each manager takes on these roles countless times in a day. Managers review endless amounts of data that make their jobs easier and more efficient. Those using management information systems (MIS) require information on a periodic basis instead of on a daily recurring basis like those using a transaction processing system. Managers also require information on an exception basis. That is, they need to know if production is higher or lower than the targeted rate or if they are over or under their budgets. They also need to know about trends instead of straight numbers. The questions they may ask of the system would be: "How far behind in production are we for this quarter?" Before integrated systems, managers received periodic printed reports that gave them lots of data, but often didn't supply information that they could utilize to make timely decisions. Planning was sometimes a wasted effort because the information the managers needed just wasn't there when they needed it.

DATA

BEFORE MIS

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INFORMATION

AFTER MIS

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Reports (produced in excel and word)

Daily progress report

Weekly progress report:

Monthly progress

accelerated program report

Daily progress report The daily progress report is sent on a daily basis to the client as well as the contractor comprising of the amount of work done on the previous day and details about the work that has been done so far and the amount of work to be done.It also provides information about the daily targets set by the contractor The monthly progress report is sent on the first day of the new month, giving a summarized view of the work performed in the previous month.It also contains the reasons for the slow work progress (if any). This report mainly deals at the macro level and can be very helpful in picturing the overall progress of the package.

Accelerated program report if the project is lagging is behind, This kind of report is prepared by contractor it contains the accelerated plan.It describes how the contractor will cope up with the delay and deliver the project on time despite of lagging.

Weekly progress report: The daily progress report is sent on a daily basis to the client as well as the contractor comprising of the amount of work done on the previous day and details about the work that has been done so far and the amount of work to be done.It also provides information about the daily targets set by the contractor

Monday

Tuesday

Wednesday

Thursday

Friday

Safety Meeting

Design Meeting

Quality Meeting

Weekly Progress Meeting

Saturday

Figure 66: WEEKLY DETAILS

This schedule is followed every week to plan and monitor the activities going to site. This very much required as contractor, client and other consultants sit and talk regarding problems faced by each agency regarding project execution.

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MUMBAI METRO LINE 3 WRM (Weekly Review Meeting) Format: There are many benefits to holding weekly meetings with your reporting employees, such as: • Less frequent interruptions – contractors, client and other agencies will keep their problems for week, which are not critical, and can be allowed to lag.

• Less drama and rumors – With knowing all the activities going on the site and it can be helpful in predicting the outcomes with few weeks, so client or contractors can add the resources accordingly to speed up the work and achieve targets.

• Less communication misunderstandings – Make sure you are on the same page.

Note: WRM Format was prepared by (me and Project Management Consultants Planning Manager) and contents were decided according to previous project experiences and on-site requirements Periodic Progress Monitoring Periodic Progress is taken care by certain review from contractor side and Project Management Consultant side. Which involves, • Monthly Progress Reports • Update Baseline Schedule periodically • Budget Review Meetings • Project Review Meetings Monthly Progress Report Monthly Progress Report contains following details:report is sent on the first day of the new month, giving a summarized view of the work performed in the previous month.It also contains the reasons for the slow work progress (if any). This report mainly deals at the macro level and can be very helpful in picturing the overall progress of the package.

PROJECT INFORMATION

FINANCIAL DETAIL

PHYSICAL PROGRESS

PHYSICAL PROGRESS

PROGRAMME UPDATE

EQUIPMENT REPORT

SAFETY AND QUALITY REPORT

ENVIRONMENT STATUS

CRITICAL ISSUES

MANPOWER DATA

P&M SCHEDULE

PHOTOGRAPHS

Figure 67: CONTENTS OF MPR

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46 MONTHLY PROGRESS REPORT

PROJECT INFORMATION

FINANCIAL DETAIL

PHYSICAL PROGRESS

PROGRAMME UPDATE

EQUIPMENT REPORT

•CONTRACT TYPe- EPC •DURATIOn 1638 Days •CONTRACT VALUE-2523 Cr. •Design & Construction of Underground Stationsnamely CST, Kalbadevi, Girgaon, Grant Road & Twin Tunnel between CST and Mumbai Central- Up Line(from Ch.3770.58 m to Ch.7842.62 m) and Down Line (from Ch.3801.05 m to Ch 7860.22 m) by TBM,including Scope of works comprising of Civil , Architectural, E&M works as defined in agreements.

•Payment details for the month and from start of project till last month are given, which inlcudes the gross amount . the deductions , advance recovery , the date of payement and reduction from income tax •land handover details -Contractual Details vs Actual Land Handing Over Details •Major works Highlights of all stations : CST,kalbadevi ,Girgaon,Grant Road.

•Instrumentation Installation Details for (SKD- SGG) T2 section •Summary for Building Precondition- Survey •record of permanent drawing register Interface Co ordination works •Status of Method Statement submission •Manpower Status: (Organization chart enclosed)Manpower Status of HCC-MMS JV: (nos. of officers on 25.02.20) •Day wise Manpower Status for the month of Feb-20: (26th Jan-20 to 25th Feb-20):

•it inlcudes the report prepared in Microdoft project, which inlcudes ghant chart for all the activities of stations CST,kalbadevi ,Girgaon,Grant Road.

•Log No Description Make Model Capacity Manuf. Year •OWN/Hire/subcon •TPI conducteddate •TPI due date Location Agency Name

THREE MONTHS ROLLING PROGRAMME

•it includes the microodt project file for coming next 3 momths, •which is if the a monhtly report is of frb 2020 , then the rolling prpgram will be of feb 2020 to may 2020.

safety and quality report

•Executive Summary: •1. Scheduled Weekly SHE inspections of CST Station, Tunnel, Grand Road, Girgaon & Wadala,Casting yard sites.

•Standard Deviation for M-50 :(Structural)-SQC graph: •Training Details: •Master List Of Mix Design Used in UGC-02, MMRCL Project •No of Man-Hours training conducted •ACCIDENT STATISTICS SUMMARYFOR MONTH (till 25th Feb’20)CUMULATIVE •SITE,Total no of worker at site Workers 96 Hrs. Trainin OngoingTraining completed •NCR-internal and external list , Location & Brief of Compliance , NCR No, Issued on which date of all the staions are given

ENVIRONMENT STATUS

•Ambient Air Quality Monitoring: •Ambient air quality monitoring conducted at stations and Wadala casting yard and all four staions Total 10 locations AAQ monitoring completed.

•Noise Quality Monitoring: •NOISE MONITORING CONDUCTED DETAILS Statio,Exact Locatio,Date,Coordinate,Distance from,Start Finish Fencing

photographs

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•it includes the photographs of the site depicting the station progress and construction quality

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47 PROJECT SCEHDULE Description

Start of Initial drive for TBM-1

Number of days from commencement

Status as per EOT- 2submitted

day

dated

diff

date

462

22-Oct-17

-179

19-Apr-18

remarks

KD achieved On 4-Dec-17

Start of Initial drive for TBM-2

518

19-Nov-17

-175

13-May-18

KD achieved On 21-Feb-18

Achieve substantial completion of station public Concourse/Mezzanine (wherever applicable) Level areas including entrances (all stations) finished to Degree 2 completion and provide access to all Interfacing Contractors

1204

03-Nov-19

-1039

7-Sep-22

Achieve substantial completion of all bored tunnels (including cross passages and temporary TBM shaft in tunnel areas, if any) finished to Degree 1 completion and provide access to Track work and other Interfacing Contractors on entire bored tunnels ( all bored tunnel lengths)

1064

16-Jun-19

16-Jun19 -929

31-Dec-21

Achieve substantial completion of all bored tunnels (including cross passages and temporary TBM shaft in tunnel areas, if any) finished to Degree 1 completion and provide access to Track work and other Interfacing Contractors on entire bored tunnels ( all bored tunnel lengths)

1260

29-Dec-19

-1059

22-Nov-22

Achieve substantial completion

1498

23-Aug-20

-962

12-Apr-23

Complete all architectural finishing and signage works in all respects 1522

1522

16-Sep-20

-1054

06-Aug-23

Achieve issuance of Taking Over

1638

10-Jan-21

-1041

17-Nov-23

2003

10-Jan-22

-1041

16-Nov-24

of all E&M works to permit permanent power on to all stations and tunnels

Certificate (all completed to degree 4 completion) Achieve issuance of Performance Certificate 47.1

BASELINE SCHEDULE

Baseline Schedule is prepared for the whole project using Microsoft Project for the Overall Project and updated periodically for the review of planned vs actual progress

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MUMBAI METRO LINE 3 47.1.1 PROJECT TRACKING 00Cummulative planned vs actual planned PROGRESS

Figure 69: s curve details

1.1.1

STATION EXACAVATION.

Cummulative planned vs actual

Figure 68: station excavation details

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Figure 70: tbm progress0

47.2 QA/QC Quality Procedure: We are operating based on the approved Project Quality Plan, Consisting of ISO 9001:2015.

All the activities are being carried out after approval of Work Methodology which is adhering to Contract, code and technical specifications.

• Quality Assurance: Material quality is being confirmed by testing as per approved ITP. • Quality Control: Approved WIR, Checklist system are in practice at field for effective control on product and productivity.

47.2.1 QUALITY CONTROL GRAP H FOR M50

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NON CONFORMANCE REPORT

NCR Received and Closed for every month is checked, below is the NCR given for CST Station with location and brief regaring waller errection , quality assurance, ITP for coupler test etc. and Internal NCR explaining in brief about the quality related issue of pile at all the stations ,issued to station execution team with NCR no.

Figure 72: external ncr format

Figure 73: internal NCR format

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47.4 SUMMARY OF TEST COND UCTED FOR THE MONTH The highlighted portion shows the bar tech joints for HYSD bars the freqeuncy of its testing in that month.

Figure 74: quality report format for materials

Figure 75: format for calibration of equipments

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MUMBAI METRO LINE 3 47.5 MAN POWER STATUS FOR THE MONTH

Figure 76: manpower status0

As observed total about 2263 on average is the man power status of the jan till feb

48 FORMAT FOR ONLINE REPORTING IN COVID 19 TIMES. 48.1 SET BACK 64 

64

While the construction sector has been slow to adopt process and technology innovations, there is also a continuing challenge when it comes to fixing the basics.

https://assets.kpmg/content/dam/kpmg/in/pdf/2020/05/covid19-construction-workplace-safety.pdf

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



Project planning, for example, remains uncoordinated between the office and the field and is often done on paper. Contracts do not include incentives for risk sharing and innovation; performance management is inadequate, and supply-chain practices are still unsophisticated.

The industry has not yet embraced new digital technologies that need up-front investment, even if the long-term benefits are significant (Exhibit 3). R&D spending in construction runs well behind that of other industries: less than 1 percent of revenues, versus 3.5 to 4.5 percent for the auto and aerospace sectors.

This is also true for spending on information technology, which accounts for less than 1 percent of revenues for construction, even though a number of new software solutions have been developed for the industry65

process digitization means moving away from paper and toward online, real-time sharing of information to ensure transparency and collaboration, timely progress and risk assessment, quality control, and, eventually, better and more reliable outcomes66 48.2 AREAS FOR REPORTING IN CONSTRUCTION OF METRO

One reason for the industry’s poor productivity record is that it still relies mainly on paper to manage its processes and deliverables such as blueprints, design drawings, procurement and supply-chain orders, Figure 77: covid -19 fightback

equipment logs, daily progress reports, and punch lists. Due to the lack of digitization, information sharing is delayed and may not be universal. Owners and contractors therefore often work from different versions of reality. The use of paper makes it difficult to capture and analyze data; that matters because in procurement and contracting, historical performance analytics can lead to better outcomes and risk management

.

65

https://www.mckinsey.com/industries/capital-projects-and-infrastructure/our-insights/imaginingconstructions-digital-future

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48.3 ONLINE REPORTING THINGS DONE FOR IMPROVISATION 48.4

48.5 TOOLS TO BE USED FOR ONLINE REPORTING The availability of low-cost mobile connectivity, including via tablets and handheld devices, has ushered in a new generation of “mobile first” cloud-based crew-mobility apps that can be deployed, even on remote construction sites, with real-time updates. These are commercially viable for contractors and project owners of all sizes67.

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In fact, the digital-collaboration and mobility-solutions segment has attracted close to 60 percent of all venture funding in the construction-technology sector. One start-up has developed apps for tablets and smartphones that allow changes in construction blueprints and plans to be relayed in real time to on-site crews; site photos can be hyperlinked to construction plans. This solution maintains a master set of documents with automatic version control and cloud-based access. Other companies offer mobile timekeeping, real-time cost coding, geolocation of workers, and issue logging and tracking.68 One popular form of NFC technology is radio-frequency identification (RFID). This is used extensively in logistics, retail, and manufacturing environments to collect precise information about a product, place, time, and transaction. Since the 1990s, construction has begun to use RFID for applications such as tracking materials and equipment and developing automated time sheets.

48.6 OTHER IDEAS TO BE USED IN TIMES IF COVID 19

48.7 PLATFORMS AVAILABLE IN MARKET:

GEO BIM SOLUTIONS: https://us.constructiononline.com/construction-scorecard-overview-software UDA CONSTRUCTION ONLINE - https://www.geospatialworld.net/blogs/geobim-for-constructionsite-measures-in-covid-19-era/

68

https://assets.kpmg/content/dam/kpmg/in/pdf/2020/05/covid19-construction-workplace-safety.pdf

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49 CONTRACT CLOSURE

Figure 78: CLOSURE OF PROJECT FLOWCHART

49.1 WORK COMPLETED (PROJ ECT CLOSURE)

This section will cover some or all of the following aspects: • Contract closure (current status, estimated final closure date; for ongoing support/maintenance contracts, refer to who is responsible, renewal periods, costs, etc.)

• Financial closure (invoice approvals, payments, financial system transactions, transfer of remaining funds) • Asset transfer (disposition of hardware, software licenses, furniture, etc.)

• Administrative closure (transfer of administrative functions to an in-service support organization; transfer includes handover of project deliverables to a responsibility center) • Human resources (FTEs returned to home units, departures of contracted resources) • Information management - describe where the documents have been stored or archived, using a table format .

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FLOWCHART ON PROJECT HANDOVER (BASED ON SITE UNDERSTANDING)

CONTRACTOR HCC

After completion of construction works ,Notice to engineer TakingOver-Certificate not earlier than 14 days before the works or section

MAPLE (GENERAL CONSULTANTS)

The Engineer shall, within 28 days after the receipt of the Contractor's application carry out the Tests on Completion and Integrated Testing and Commissioning

Reject the application, giving his reasons and specifying the work required to be done by the Contractor to enable the Taking Over Certificate to be issued. The Contractor shall then complete such work before issuing a further notice under this Sub-Clause

NOT APPROVED

APPROVED

The list of defective(punch list) works along with the target date of completion for each work shall be enclosed with the taking over certificate and completion of all these works /rectification of defects within the stipulated lime shall be the responsibility of the contractor and any failure in it may be considered a reason by the Engineer to cancel the taking over certificate issued earlier

MMRC (CLIENT) Closure of non conformance report/punch list approved by Client

CONTRACTOR HCC HANDOVER OF PROJECT0

MMRC (CLIENT)

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Figure 79: FLOWCHART FOR PROJECT HANDOVER

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Contract Clauses over taking over phases Taking over phase (Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations)

The Works shall be taken over by the Employer when they have been completed in accordance with the Contract, have passed the Tests on Completion, including Integrated Testing and Commissioning wherever applicable as per the contract, and a Taking Over Certificate for the Works shall be issued. If the Works are divided into Sections, the Contractor shall be entitled to apply for a Taking Over Certificate for each Section.

The Contractor may apply by notice to the Engineer for a Taking-Over-Certificate not earlier than 14 days before the works or section (as the case may be) will, in the Contractor's opinion, be complete and ready for taking over. The Engineer shall, within 28 days after the receipt of the Contractor's application shall conduct a complete joint survey of the works including carrying out any tests prescribed in the contract and prepare a list of defects and outstanding works and: a. Issue the Taking Over Certificate to the Contractor, stating the date on which the Works or Section were completed, including the Tests on Completion and Integrated Testing and Commissioning where ever applicable as per the contract in accordance with the Contract if defects and/or outstanding works are minor that does not affect the use and safety of the Works or Section for their intended purposes. The list of such works along with the target date of completion for each work shall be enclosed with the taking over certificate and completion of all these works /rectification of defects within the stipulated lime shall be the responsibility of the contractor and any failure in it may be considered a reason by the Engineer to cancel the taking over certificate issued earlier; or b. Reject the application, giving his reasons and specifying the work required to be done by the Contractor to enable the Taking Over Certificate to be issued. The Contractor shall then complete such work before issuing a further notice under this Sub-Clause.

Provisional Certificate

The Engineer may, at the sole discretion of the Employer issue a Taking Over Certificate for any part of the Permanent Works by following the procedure stipulated in Clause 9.1 above if: a. The Employer uses that part of the Works for revenue service before the Taking Over Certificate is issued for the entire work.  Taking over of Parts of the Works b. The balance part is not completed due to the fault of the contractor and Contractual date of completion for the completed part is over.

Time for Completion



(-Mumbai metro Time is the essence of Contract and will remain so at all times during the pendency line 3, GCC AND of the Contract including the extended period of Contract. The Contractor shall ensure defect free completion and have passed the tests on the completion, PCC .Design and SUBMITTED BY: BHUMIKA RAJ UC5316

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Construction of Underground Section including Four Underground Stations, p. PG 6/40)

including integrated testing where ever in the scope of work and commissioning of the whole of the Works and/or parts thereof before the same is taken over by the Employer.

Delay

In case of delay on the part of the Contractor, the Contractor shall be liable to pay liquidated damages and any other compensation for the damages suffered by the Employer as per clause 8.5. This is without prejudice to the right of the Employer to rescind the Contract.



Failure or delay by the Employer or the Engineer, to hand over to the Contractor the Site necessary for execution of Works, or any part of the Works, or to give necessary notice to commence the Works, or to provide necessary Drawings or instructions or clarifications or to supply any material, plant or machinery, which under the Contract, is the responsibility of the Employer, shall in no way affect or vitiate the Contract or alter the character thereof; or entitle the Contractor to damages or compensation thereof but in any such case, the Engineer shall extend the time period for the completion of the Contract, as in his opinion is reasonable.

Extension of Time



PCC 5/40

If the Contractor considers himself to be entitled to an extension of time for Completion, he shall give notice to the Engineer of such intention as soon as possible and in any event within 28 days of the start of the event giving rise to the delay and full and final supporting details of his application within 21 days of the last day of delay, together with any notice required by the Contract and relevant to such Clause. 

(-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations, p. 5 OF 40; Placeholder1)

The Engineer shall proceed in accordance with Sub-Clause 3.5 to agree or determine either prospectively or retrospectively such extension of the Time for Completion as may be due. The Engineer shall notify the Contractor accordingly.  The extension of time including that of key date shall not entitle the contractor to retain the advance which shall be governed by Clause 11.2.  The Contractor shall not be entitled to an extension of time by reason of any delay to any activity in the carrying out of the Works unless in the opinion of the Engineer such delay results in or may be expected to result in a delay to completion of the Works, or achievement of any Stage by the relevant Key Date. Whether or not the Contractor fails to achieve any Milestone by reason of any delay shall not by itself be material to the Contractor's entitlement to an extension of time.

Any extension to a Key Date shall not by itself entitle the Contractor to an extension to any other Key Date.



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Delay Damages PCC 24/40

Particular Conditions of Contract (PCC)

The total amount of liquidated damages in respect of the Works in all stages shall, however, not exceed the limit of liquidated damages stated in the Appendix to the Form of Tender. The aforesaid liquidated damages do not, however, include the sums payable by the Employer to Designated

Contractors on account of delay caused by the Contractor to Designated

Mumbai Metro Line Contractors which sums shall be recoverable from the Contractor in 3

addition to any liquidated damages payable under this clause, the total ceiling limit of which is 15% of the contract value including liquidated (-Mumbai metro damages levied under the provision of Appendix 1 to the Form of Tender. line 3, GCC AND ▪ Where the Works are required to be completed within particular Key PCC .Design and Dates, as specified in Part 1, Section IV, this Sub-Clause shall apply to these Construction of Key Date completions, and the Appendix LB-1 to Letter of Bid shall include Underground a sum or percentage in respect of each Key Date which represents the Section including damages likely to be suffered by the Employer if the said Key Date is not Four Underground accomplished within the time prescribed or by any extension granted Stations, pp. PG - under Sub-Clause 8.4.

24) ▪ If the Contractor fails to substantially achieve any Key Date within the time so prescribed, subject to any extension granted under Sub-Clause 8.4, he shall pay to the Employer the appropriate stated sum for every day which shall elapse between the dates on which the prescribed time expired and the date of achieving that Key Date. Delay Damages in respect of two or more Key Dates relating to a single station or tunnel may run concurrently, and the Contractor shall be liable for the aggregate of Delay Damages for all delayed Key Dates.

Sub-Clause 8.7:

▪ All sums payable by the Contractor to the Employer shall be paid as Delay Damages and not as a penalty.

VARIATIONS

PCC

Right to Vary

26/40 Sub-Clause Replace Sub-Clause 13.1 with the following: 13.1 Variations may be initiated by the Engineer at any time prior to issuing the Taking(-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations, pp. PG26/40)

Over Certificate for the Works, either by an instruction or by a request for the Contractor to submit a proposal. A Variation shall not comprise the omission of any work which is to be carried out by others.

In case the Engineer introduces an item for which the Contract does not contain any rates or prices applicable to the varied Works, the rate of such items shall be derived, wherever possible, from the rate for similar items as submitted by the Contractor under Sub-Clause 13.3.

In the event of the Contractor’s disagreement in respect of any new or Mumbai Metro Line 3 Particular Conditions of Contract (PCC) revised rates, the Engineer shall fix such rates or prices as appropriate and shall notify the Contractor accordingly, with a copy to the Employer.

Until such time as such rate(s) are agreed or fixed, the Engineer, after consultation with the Employer, shall determine the provisional rate(s) to enable Interim Payment Certificates to be issued by the Engineer.

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The Contractor shall execute and be bound by each Variation, unless the Contractor promptly gives notice to the Engineer stating (with supporting particulars) that: (i) the Contractor cannot readily obtain the Goods required for the Variation,(ii) it will reduce the safety or suitability of the Works, or (iii) it will have an adverse impact on the achievement of the Schedule of Guarantees.

Table 46:CONTRACT CLAUSES

49.4 DEFECTS LIABILITY PE RIOD

DDEFECTS LIABILITY PERIOD(12 MONTHS)

HCC

MMRCL CLIENT PROVISIONAL CERTIFICATE

DEFECTS COMPLIANCE CONTRACTOR

HCC

MMRCL CLIENT DEFECTS LIABILITY PERIOD COMPLETION CERTIFICATE

CONTRACTOR

Figure 80: DEFECTS LIABILITY FLOWCHART

CLAUSE "Defects Period"

DESCRIPTION liability

(-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations)

 "Defects liability Period" shall mean the defects liability period stated in the Special Conditions of Contract calculated from the date of taking over of the Works. Provided that, if any part of the Works or sub-systems or component of that part has been replaced, renewed or repaired except minor repair, the "Defects Liability Period" in respect of that part or sub-system or components of that part shall start from the date such replacement, renewal or repair has been completed to the satisfaction of the Engineer.  In order that the Construction and/or Manufacture Documents and the Works shall be in the condition required by the Contract (fair wear and tear excepted) at, or as soon as practicable after the expiry of the Contract Period, the Contractor shall execute all such work of amendment. reconstruction, and remedying defects or damage, as may be instructed in writing by the Employer or the Engineer during the Defect liability Period  Completion of Outstanding Work and Remedying Defects

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Failure to Defects

Remedy

(-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations)

Cost of Defects

Remedying

a. Carry out the work himself or by others, in a reasonable manner and at the Contractor's risk and cost. But the Contractor shall have no responsibility for such work: the costs incurred by the Employer in remedying the defect or damage shall be recoverable from the Contractor by the Employer. b. Require the Engineer to determine and certify a reasonable reduction in the Contract Price; or c. If the defect or damage is such that the Employer has been deprived of substantially the whole of the benefit of the Works or parts of the Works. Terminate the Contract in respect of such parts of the Works as cannot be put to the intended use, the Employer shall then be entitled to recover all sums paid for such parts of the Works together with the cost of dismantling the same, clearing the Site and returning Plant, Rolling Stock and Materials to the Contractor, and Sub-Clause 13 shall not apply.

All work referred to in Sub-Clause 10.1 shall be executed by the Contractor at his own cost, if the necessity for such work is due to:

Sub-Clause 11.2:

a. the design of the Works.

PCC 26/40

b. Plant, Rolling Stock, Materials, or workmanship not being in accordance with the Contract; or

(-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations) Performance Certificate PCC 7/40 (-Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations)

c. failure by the Contractor to comply with any of his other obligations.

If in the opinion of the Engineer. such necessity is due to any other cause, he shall determine an adjustment to the Contract Price, with the approval of the Employer, and shall notify the Contractor accordingly. In this event, Sub-Clause 12.3 shall apply to such work.

Contract shall not be considered to be completed until the Performance Certificate has been signed by the Engineer and delivered to the Contractor at the end of 'Defect Liability Period, stating the date on which the Contractor completed his obligations related to completion of works and rectification of defects during Defect Liability Period to the Engineer's satisfaction. Only the Performance Certificate shall be deemed to constitute approval of the Works. 

50 OPERATION AND MAINTENANCE -It is not under the scope of contractor and is awarded to Alstom which is awarded a contract worth approximately €315 million to supply 248 metro cars for Mumbai Metro Line 3 by the Mumbai Metro Rail Corporation Limited (MMRCL). The Mumbai Metro Line 3 is a 33.5-km long underground stretch connecting the busiest and congested regions in Mumbai – one of the fastest growing cities in India69.

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CONCLUSION From the Project conceiving to the commissioning, all phases are studied in depth and who are the agencies/stakeholders enrolled apart from only execution stage, their roles and responsibilities, their selection processes, methods of selections etc. were one of the most interesting part to study in the project. Study of project alternatives in terms of design, financial feasibility of project, Mumbai metro and Govt. of India and their model to invest in projects and also their approaches to land acquisition were also fascinating good amount of knowledge.

At the Execution stages also apart from construction, the processes and plans made to project monitoring, risk considerations, logistic planning, Materials and equipments management, quality management, Budget review planning, flow of organizations etc. were the key things to learn.

Also in the commissioning stage of the project, how actually project gets delivered.

It was a great opputunity to understand the project in depth in all the domains from client as well as contractor side

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51 WORKS CITED (refer pg 95, project clearanes- total project management by PK Joy ). (n.d.).

2011,Detailed Project Report for Through Metro Corridor: Colaba – Bandra –SEEPZ. (n.d.).

Benchmark foe estimation of metro projects ,Ministry for urban and housing affairs. (n.d.).

Contract document for Mumbai Metro line 3(volume 1). (n.d.).

CTS for MMR, by MMRDA. (n.d.).

Executive Summary March, 2012 0-i MUMBAI METRO MASTER PLAN. (n.d.).

Expression of interest . released by MMRCL for Consultants. (n.d.).

Jica guidelines for Asian countries. (n.d.).

METRO RAIL POLICY 2017. (n.d.).

MMRCL, Annual report. (n.d.). (n.d.). -Mumbai metro line 3, GCC AND PCC .Design and Construction of Underground Section including Four Underground Stations. MUMBAI: Tender document part 3. (n.d.). mumbai mtero line 3, GCC AND PCC. National capital goods policy 2018. (n.d.).

News letter ,MMRCL. (n.d.).

NITI Ayayog guidelines fro EPC Model. (n.d.).

P R K MURTHY, METRO PIU MMRDA,13 MAR H 2018,INVESTMENT OPPORTUNITIES & CHALLENGES. (n.d.).

PK Joy, Total project management pg -30. (n.d.).

PROJECT CLEARANCE CYCLE(PK JOY PG :35) . (n.d.). updated environmental impact assessment report page 386. (n.d.). vgf scheme, infrastructure development board (viability gap funding ). (n.d.).

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