Metro rail news january 2018

January 2018 / Monthly / Vol. I / Issue 13

A Symbroj Media Publication

NEWS | PROJECT UPDATES | TENDERS | EVENTS | JOBS | INTERVIEW | ARTICLES

PM Modi flagged off India’s first UTO metro train services in Delhi-NCR

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Main Topics of Conference • • • • • • • • • • •

Target Audience • •

Urban Mobility Culture, Promises and Challenges Urban Transport Planning and Commuting Integrated Multi-Model Transport Mass Rapid Transit Solutions Electro and Low-Carbon Mobility Intelligent Traffic Management & Safety Smart Parking Solutions IoT – Mobility Standards Supply Chain Logistics Big Data in Mobility Business Legal – Economic Coordination of Mobility Development

• • • • • • • • •

Call for papers We specially invite Key Opinion Leaders (KOLs) from all over the world and ask them to present their views, ideas and solutions, dedicated to the most urgent topics of urban mobility. The invited experts are covering the wide range of stakeholders in mobile societies and represent politics, industries, commerce, science and citizen interest groups. We invite you to submit abstract(s) for presentation as part of our Conference programme by or before 31st March 2018.

Central & State Government Authorities Key Ministries i.e. Ministry of Railways, Ministry of Housing & Urban Affairs, Ministry of Road Transport & Highways Metro Rail & Public Transport Operators, Indian Railways and Rail Coach Factories Smart Cities Development Authorities Public Sector Undertakings Research & Development Organizations Technical Institutes and Universities Urban Planners and Consultants Solution Providers, OEMs, Contractors and Suppliers End users Private and Public Companies Like-minded Citizens and Urban Mobility Experts

Invitation • We invite nominated smart cities and present urban transport operators to share their mobility challenges and to find solutions.

• We invite the private sector and solution providers to present its solutions, ideas and technologies for future urban mobility.

• We invite research institutions and think tanks to present their findings and to provide insight on technological mobility services.

• We invite citizens’ groups to speak about their needs and requirements for a livable environment.

Registration open till 30th September, 2018. Registration will be on ‘first come first, serve’ basis. Limited seats available!

For more information about sponsorship, association, speaking and media partnership opportunities please log on to www.urbanmobilityevents.com Narendra Shah Conference Director m: +91 9990454505 e: narendra.shah@urbanmobilityevents.com

Mamta Shah Associate Director m: +91 9716454505 e: mamta.shah@urbanmobilityevents.com

Priyanka Sahu Conference Coordinator m: +91 8076369858 e: priyanka.sahu@urbanmobilityevents.com

CONTENTS

13 Delhi Metro

19 How does a train

32 PPP in Metro Rail

34 Metro coaches

celebrating 15 years of excellence

operator recover a failed CBTC train?

Projects: Constraints and Opportunities

being made in India…

5

New Year Greetings from Managing Editor

6

Editorial Advisory Board (January 2018)

7

Status of Metro Rail Projects in India

9

News Highlights (December 2017)

37

Exclusive Media Interview with Metroman E. Sreedharan

39

Future within better public transportation and shared infrastructure

42

Digital Transformation: Decoding Transition from B2B to H2H Experience

45

Rail Transport System: Classification of Rolling Stock in India

47

Wherever you will go, you’ll find yourself missing the Delhi Metro

48

Metro Project Tender Notices

51

Upcoming Industry Events

52

Metro & Railway Job Openings

4

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23 Exclusive Media Interview with Dr. Mangu Singh, MD, Delhi Metro Rail Corporation

New Year Greetings from Managing Editor

Dear Readers & Contributors, Seasonal greetings from Metro Rail News !

I am very pleased to take this opportunity to wish our readership, members of the Editorial Team, members of the Editorial Advisory Board, all our independent expert referees, and all members, officers and staff of the Metro Rail News, the publication of Symbroj Media Pvt. Ltd., New Delhi a Very Happy New Year. On behalf of the Editorial Team, I would like to express my gratitude to our contributing readership and our Editorial Advisers and independent referees for their valuable contributions to the success of Metro Rail News Portal and Monthly Magazine.

3 years ago, Metro Rail News had started its journey from the 26th January 2015 as a news portal with aim to provide real development story and updates to the citizens of India, members of metro and rail fraternity and other concerns. From, April 2017 we have started publishing a monthly magazine with depth focus on Metro Rail projects, High-speed rail projects, Urban Mobility, Smart public transportation in Smart Cities and other MRTS projects from India and rest of world.

India has achieved lot of milestones in this sector from starting three new metro rail networks (Chennai, Kochi and Hyderabad) for people to laying stone of first Bullet train project of the country. Also most of cities has been finalised to develop as Smart Cities under the “100 Smart Cities Mission” of the Central Government led under the Prime Minister Narendra Modi. We are making detailed coverage on year review in our Metro Rail News Magazine January Edition. We are also pleased to say that the number of subscribers and contributes during 2017 has increased by at least 40% and we are fully confident that this trend will continue.

Metro Rail News prides itself on being a truly international magazine (with about half its content being from outside India) and the premier multidisciplinary journal in the field. The Editorial Team and all those involved are determined to maintain and enhance the status of the journal and its leading position, but we believe that this can only be achieved with the continued cooperation of our contributing readership worldwide. The Editorial Team believes that the key to the success of this journal depends on the equal partnership we have with the contributing readership.

We promise to improve and promote out role in this partnership and therefore look forward to your valued contributions to the journal in 2018 and beyond.

I would like to express my deepest appreciation to you, our valuable authors, reviewers, and readers, for your contributions, service, and interest.

A new year is not just about changing the calendar; it is also about commitment. We, the Metro Rail News editorial team, will continuously work hard to better serve our authors and users.

I wish everyone a rewarding, joyous new year and look forward to working with you in 2018.

I highly appreciate your support and hope to continue our collaboration further.

Mamta Shah Managing Editor E-mail: editor@metrorailnews.in

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EDITORIAL BOARD (January 2018)

Vol. I / Issue 13 | January 2018 Managing Editor Mamta Shah editor@metrorailnews.in Group Editor Shashi Prabha metrorailnews@gmail.com

IFS (Retd.) Kishor Dudani Advocate, Ex. Dy. Secretary Ministry of External Affairs, Govt. of India New Delhi (India)

Director (Advertising) Narendra Shah advertise@metrorailnews.in

Sunil Srivastava Member Governing Council Institute of Metro & Rail Technology Hyderabad (India)

Editorial In-charge Aradhana Patel metrorailnewsmagazine@gmail.com Percy Bernard Brooks Project Management Specialist Faiveley Transport Rail Technologies Bengaluru (India)

Circulation In-charge Priyanka Sahu sales@metrorailnews.in Editorial & Business Office: Metro Rail News Symbroj Media Pvt. Ltd. 32B, J. P. Complex, Patparganj, Mayur Vihar Phase-I, New Delhi – 110091, INDIA Tel: +91 9990454505, 9716454505 E-mail: editor@metrorailnews.in Web: www.metrorailnews.in, www.metrorailnews.net

Haru Imam Project Control Engineer Persons Corporation Saudi Arbia (UAE)

Ved Mani Tiwari President & COO Sterlite Power Transmission Ltd. New Delhi (India)

Yogesh Dandekar Sr. Manager – Industrial Design TATA Elxsi Limited Pune (India)

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Ismail Sariman MEP Construction Manager Louise Berger Egis Rail JV Qatar (UAE)

Journalist, Md. Tariq Khan Special Correspondent Hindustan Times Lucknow (India)

The Editorial Board may or may not concur with the views expressed by various authors in this publication.

Printed, Published and Edited by Mamta Shah at Friends Digital Color Solutions, G-8, 57, Manjusha Building, Nehru Place, New Delhi-110019 on behalf of Symbroj Media Pvt. Ltd., 32B, Patparganj, Mayur Vihar Phase-I, New Delhi – 110091, INDIA

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Yadav Bharanidharan Consultant Riyadh Metro Rail Project Riyadh (UAE)

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Sanjay Kumar Agrawal Dy. General Manager Metro One Operations Pvt. Ltd. Mumbai (India)

STATUS OF METRO RAIL PROJECTS IN INDIA (As on January 1, 2018)

Operational Projects Total Length (km): 426 Hyderabad Metro (Telangana) Lucknow Metro (Uttar Pradesh) Kochi Motro (Kerala) Chennai Metro (Tamilnadu) Jaipur Metro (Rajasthan) Mumbai Metro (Maharashtra) Gurgaon Metro (Haryana) Bengalore Metro (Karnataka) Delhi Metro (Delhi-NCR) Kolkata Metro (West Bengal)

30.00 8.50 18.30 27.36 9.60 20.40 11.60 42.30 230.55 27.39 0

50

100

150

200

250

Length (km)

Under-construction Total Length (km): 517.15 Hyderabad Metro (Telangana) Lucknow Metro (Uttar Pradesh) Kochi Motro (Kerala) Chennai Metro (Tamilnadu) Jaipur Metro (Rajasthan) Ahamadabad Metro (Gujarat) Pune Metro (Maharashtra) Nagpur Metro (Maharshtra) Mumbai Metro (Maharashtra) Gurgaon Metro (Haryana) Bengalore Metro (Karnataka) Delhi Metro (Delhi-NCR) Kolkata Metro (West Bengal)

71.00 14.40 8.00 46.65 2.50 36.00 31.25 38.00 44.50 7.00 72.00 129.35 16.5 0

20

40

60

80

100

120

140

Under-consideration Projects: 595 km Delhi Metro Phase-IV, Vijayawada, Indore & Bhopal, Kochi Metro Phase-II, Greater Chandigarh, Patna, Coimbatore, Guwahati and Kanpur. * The above data is inclusive of Monorail projects.

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NEWS HIGHLIGHTS NATIONAL DEC 2, 2017

•

Hyderabad Metro commuters not happy with Metro fares, starts writing opinions on social media.

DEC 3, 2017

•

Chennai Metro Rail Ltd (CMRL) floats tenders for preparation of the feasibility study and DPR of the Coimbatore Metro Rail project.

DEC 4, 2017

•

Kochi Metro Rail becomes most popular initiatives among the masses due to its free services and public participation in all possible ways.

DEC 5, 2017

•

KCB demanded infrastructure facilities to reduce the traffic problem due to Pune Metro rail project.

Maharashtra Metro Rail Corporation gets RDSO clearance, needs Railway Board’s approval for Nagpur Metro Rail project.

• DEC 6, 2017

• •

Delhi Metro Rail Corporation (DMRC) to operate e-rickshaw service in Gurugram and Faridabad.

Lucknow Metro Rail Corporation (LMRC) installs Automatic Waste Composing Machine at Transport Nagar depot.

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Official Media Partner

DEC 7, 2017

•

Gurugram Metropolitan Development Authority (GMDA) proposes new metro extension line to connect Huda City Centre station with Dwarka Sec – 21.

DEC 9, 2017

•

Shri Kumar Keshav, MD of Lucknow Metro Rail Corporation inspects ongoing construction works from Charbagh.

DEC 11, 2017

•

Delhi Metro Rail Corporation (DMRC) starts trial of metro train in MundkaBahadurgarh corridor.

Lucknow Metro Rail Corporation (LMRC) launches it’s official Mobile app.

Maharashtra Metro Rail Corporation adopts a new version to save trees by transplantation in Pune Metro Rail project.

• • DEC 12, 2017

•

A five-year-old child’s files a complaint before Hon’ble National Green Tribunal (NGT) against Delhi Metro Rail Corporation (DMRC) alleging noise pollution.

DEC 14, 2017

•

Delhi Chief Minister Arvind Kejriwal urges with center to roll back Delhi Metro’s fair hike as 18.5% loss in footfall.

DEC 16, 2017

•

Mumbai Metro Rail Corporation (MMRC) ensures safe underground corridor of Metro-3 project during the monsoon .

Noida Metro Rail Corporation (NMRC) receives first Aqua Line Metro train from CRRC China.

Public Accounting Committee (PAC) slammed MMRDA for poor planning and misjudging the feasibility of Mumbai Monorail in the City.

Lucknow Metro Rail Corporation (LMRC) organises an event on women safety in association with Women Helpline, Uttar Pradesh.

• • •

DEC 17, 2017

•

Reliance Infra led Mumbai Metro One Pvt. Ltd. (MMOPL) launches safety app for Mumbai Metro commuters.

DEC 18, 2017

• •

MMRDA plans to connect High speed rail project between two Airports.

Uttrakhand Metro Rail Corporation signs MoU with Delhi Metro Rail Corporation (DMRC) to build metro line in state.

Hyderabad Metro concessioner L&T shows no interest to take up second phase of metro project.

Gurugram Metropolitan Development Authority (GMDA) recommends to connect HUDA City Centre to Dwarka Sector 21 with short route.

Lucknow Metro Rail Corporation (LMRC) expects North-south corridor to be ready by April 2018.

• • • DEC 19, 2017

• Kochi Metro Rail Ltd. (KMRL) starts constructions of highest viaduct in its second phase.

• First UTO (driverless) train of DMRC’s Magenta line derails, crashes into wall in Kalindi Kunj depot even before inauguration.

DEC 21, 2017

• Delhi Metro Rail Corporation (DMRC) suspends four officials, found responsible for driverless metro train crash.

• MMRDA planes to acquire driverless trains for Mumbai Metro 2A, 2B and 7 project.

• Mumbai Metro Rail Corporation (MMRC) lowers cutter head of TBM Godavari -1 at Vidya Nagari in Metro 3 Project.

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DEC 22, 2017

• Pune Municipal Corporation (PMC) delays transfer of land for Pune Metro rail project.

DEC 25, 2017

• Prime Minister Narendra Modi inaugurates new metro link between Botanical Garden (Noida) and Kalkaji Mandir (South Delhi) of Delhi Metro (Magenta Line).

DEC 26, 2017

• Indian Railways introduces Air-conditioned local trains first time in country for Mumbaikars.

DEC 27, 2017

• Telangana to launch the process of identifying a project consultant for the MRTS projects in the state.

• Bihar Govt. to submit DPR of Metro Project to Center in four months.

DEC 29, 2017

• Mumbai Metro Rail Corporation (MMRC) places an order for 17 new Tunnel Boring Machines.

• Delhi Metro Rail Corporation (DMRC) to add 120 km Metro Rail network in phase 3 in 2018.

DEC 30, 2017

• Hyderabad Metro Rail Ltd. (HMRL) to close deal with German Bank KfW for Rs1,000 crore loan.

Registration: http://imrtindia.edu.in/admissions_2018

Institute of Metro & Rail Technology (A Unit of Integrated Rail Services (P) Ltd.) 1st Floor, 160 Patny Square, Patny Nagar, Secunderabad-500003, Telangana, INDIA Phone : +91 40 2790 3311 http://imrtindia.edu.in/

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T

he Delhi Metro was not India's first metro rail system. That distinction belongs to the Calcutta Metro commissioned in 1984. But what the Delhi Metro Rail Corporation did achieve was creating an institution that executed projects with breathtaking speed and efficiency and minimal time and cost overruns to deliver a world-class mass rapid transit system.

From its launch on December 25, 2002, to the Rajiv Chowk interchange station emerging as the game-changer in 2005, the Delhi Metro has seamlessly seeped into our lives which once used to be all about creaking buses and rapacious autowallahs. DMRC winds its way around the many elevated corridors and deep tunnels beneath the city, the ways in which it has changed life around it are not immediately evident.

Metro Network: Then: Starting from an 8.5km line, the network reached 95.79km in 2009.

Thanks to the Commonwealth Games, it took a big leap and almost doubled to 184.14km in 2010-11.

Now: The Delhi Metro currently operates a fleet of 227 train sets comprising 128 six-coach, 58 eightcoach and 41 four-coach trains. In all, 227 train sets mean the Metro has a total of 1,500 coaches or bogies.

Now: The growth has been slow since then and Delhi Metro now has a network of 218km. Another 13km will be added with Botanical GardenKalkaji Magenta line. Year 2018 will see an addition of 120km.

Station design Then: Remember the creamcoloured walls of stations? Initially, the DMRC had decided to keep the walls uniform. Cream colour was chosen on the assumption that it will not distract motorists on the road.

Number of coaches Then: First section between Shahdara and Tis Hazari had 6 trains of 4 coaches each. As overcrowding started causing problem, more coaches were added to the existing fleet.

Now: The stations are now swanky.

Govindpuri has street art designs while Jama Masjid and Mandi house have Mughal-era architecture.

Upcoming

stations like Kalkaji will have glossy walls in bright colours like blue, yellow.

Platforms Then: Initially, space on platforms was less with no queue control. Security concerns forced DMRC to find ways of crowd management.

Now: New lines under Phase-3 will have platform screen doors to prevent suicide bids and attempts to jump on to tracks.

Airport Line has these doors and some busy stations like Rajiv Chowk and New Delhi, are also scheduled to get them.

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Delhi Metro Network: At a glace The map below shows how the network will look once Phase-III is complete. The next step will be Phase-IV, which will make it the largest metro network in the world other than the two Chinese cities i.e. Beijing and Shanghai.

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Airport line Then: It was opened in Feb 2011 with about 10,000 people using it.

It was closed from 7 July, 2012 to 22 Jan, 2013 due to technical problems.

Now: DMRC took over operations of the line from a private company in 2013. Now the average ridership is about 50,000 per day. Highest ridership was achieved on 17 October, 2017 when 62,958 passengers used the line.

Construction Then: For Delhi metro, building a bridge or tunnel was easy earlier.

Thanks to the rules then, they were able to get land and block traffic easily.

Now: Though the technology has improved, traffic congestion and change in land acquisition act have been delaying projects. To block a road for construction is almost impossible now. So, most of the work has to be done at night.

Double tunnels Then: In the first decade of Delhi Metro, building tracks was almost like painting on an empty canvass.

Underground and elevated corridors were built without having to worry about existing metro tunnels. This has become a planning issue for the DMRC now.

Now: To overcome this problem, the Delhi Metro corporation started building tunnel over tunnel.

The tunnel between Sarojini Nagar and INA on the Majlis Park–Shiv Vihar corridor is constructed below the existing underground section of

Samaypur Badli–HUDA City Centre line. Same has been done at two more locations.

travel card. Smart card recharges can also be done online. Besides, DMRC is working on new technology where your phone could be your travel card.

Highest and deepest points Trains Then: For seven years, Delhi Metro’s deepest station was Chawri Bazar, which is 25m below the ground.

Karkardooma station on Yamuna Bank-Vaishali line is the highest station located at the height of 19m.

Now: The upcoming inter-change station at Hauz Khas will be the deepest. It is being built 29 metres below the ground. The Metro line crossing Dhaula Kuan station will be the new highest point. At a height of 23.6 metres it will be equivalent to a seven-storey building.

Tokens or Smart Cards Then: The first tickets were printed on paper, just like platform tickets at the railway stations. Soon metro shifted to smart cards and plastic tokens.

Now: The technology has evolved and your credit card is now your

Then: For several years, coaches were brought from South Korea and Germany. They used to be airlifted and brought to Delhi.

Now: The DMRC has stopped importing coaches now. All its trains are indigenous and are built in Ahmedabad and Bengaluru. The practice of simply assembling imported coaches into a train has now been discontinued.

Facilities Then: In 2002, there were no toilets or dustbins at stations. DMRC said no to dustbins fearing bombs could be planted.

Now: Following a court order, DMRC began making toilets from 2007 and providing dustbins from 2015. Now, it has toilets at almost every station. In phase-3, designs provide for toilets within the station premises.

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Delhi Metro: Important Dates 1995 - 2017 May 3, 1995: Delhi Metro Rail Corporation (DMRC) registered as a Company.

March 2, 1997: Signing of agreement between Japan and India for loan from JBIC for Phase-I of project.

Nov 5, 1997: E. Sreedharan appointed a Managing Director of DMRC. Oct 1, 1998: Construction work begins.

Jul 19, 2002: Training School launched as Shastri Park.

Aug 30, 2002: First train comes from Korea.

Sep 17, 2002: First trial run started.

Dec 24, 2002: Prime Minister Atal Bihari Vajpayee inaugurates first section of Delhi Metro between Shahdara and Tis Hazari.

Dec 20, 2004: First underground section opens between Kashmere Gate and Vishwavidyalaya.

Jul 3, 2005: Kashmere Gate to Central Secretariat section opens.

Apr 1, 2006: Delhi Metro enters Dwarka Sub-city.

Oct 19, 2008: First major blow to metro image after underconstruction bridge collapses in Laxmi Nagar, killing 2 and injuring 17 people.

Jan 1, 2009: South Asia’s First Metro Museum inaugurated at Patel Chowk metro station.

Jul 12, 2009: Eight killed after underconstruction girder of Central Secretariat-Badarpur line collapses.

Nov 13, 2009: Metro reaches Noida.

Yamuna Bank to Noida City Centre section opens.

Jan 27, 2010: Delhi Metro reaches Ghaziabad. Anand Vihar to Vaishali section opens.

Jun 21, 2010: Delhi Metro reaches Gurgaon.

Oct 2, 2010: Introduction of Women’s only coach.

Feb 23, 2011: Airport Express line starts between New Delhi and Dwarka Sec-21.

Aug 18, 2013: First eight-coach train introduced.

Sep 6, 2015: Delhi Metro reaches Faridabad.

Nov 5, 2016: Two driverless metro trains collides in Kalindi Kunj depot.

May 28, 2017: ITO to Kashmere Gate ‘Heritage Corridor; opens.

Dec 19, 2017: First ‘driverless’ train crashes in to wall in Kalindi Kunj depot.

Dec 25, 2017: First ‘driverless’ train flagged off by Prime Minister Narendra Modi between Botanical Garden and Kalkaji Mandir.

Ladies coaches

on Blue Line (Dwarka to Vaishali/ Noida).

security personnel are posted with Delhi Metro and CISF is equipped to handle any untoward incident.

Then: For the first seven years of its operation, Metro didn’t have reserved seats or a coach for women. Activists protested the move and raised demand for a separate coach.

Now: On Oct 2, 2010, Delhi Metro introduced the ‘ladies coach’.

First coach of every train is reserved for women. Besides, seats are also reserved in general coaches. The platform area from where women board the ladies coach is painted pink.

Metro bridge over Yamuna Then: The first bridge over Yamuna was constructed at Shastri Park on Red Line (RithalaDilshad Garden) as part of Phase 1. Later, in Phase 2, another bridge was built at Yamuna Bank

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Now: Three more bridges have been built on the Yamuna ever since. One is the stretch connecting Yamuna Bank and Indraprastha on Blue Line and the other two are part of the Phase 3 project — Kalindi Kunj on Magenta Line and Nizamuddin on Pink Line (Majlis Park to Shiv Vihar).

Upgrades Then: When Metro trains were first introduced, they didn’t have CCTV cameras or charging points. It was a basic train with no additional facilities.

Now: Trains have charging points and CCTV cameras. The trains that will be part of Phase 3 will even have Then: Passengers used to be frisked USB ports, back rest and Wi-Fi.

by Delhi Police and baggage was These will be open to public from checked only randomly. Security 4pm on Monday. used to rely a lot on inputs given by the Intelligence Bureau that used As Delhi Metro becomes one of the to audit stations regularly. largest city transport systems in the world, we take a look at some Now: On April 13, 2007, the Central challenges that its users and Industrial Security Forced (CISF) managers face. took over Delhi Metro’s security arrangements with 1,633 Mobile network: Despite special personnel. Currently, about 7,000 fibre cables and antennas on Metro Security

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pillars, mobile connectivity continues to be a pain. It is worse when you’re underground.

mile connectivity. There are 291 feeder buses while para-transit modes ply as per their free will.

Safety: In 2016, there were 74 suicide Ticketing system: New automated bids which led to 12 deaths. Security ticket system may be a good idea, officials now look out for visibly but what about the multiple machines in most of the stations Men in women-only coaches: Little that say “Out of Service”? seems to have changed when it comes to men expecting to travel in the Pink Overcrowding: It really irks a coach meant for women. Thanks to commuter when during peak hours the women security staff the menace even busy corridors like the Blue is kept under control.

Line run six coaches. Only eightcoach trains should be run during Dark spots: Parking lots and roads peak hours to ease overcrowding. leading to many stations remain poorly lit. Many of these stretches No change: Those disbursing tokens also do not have ‘eyes on street’ with sometimes say they do not have lack of security. change. It creates unnecessary delay in a commuter’s journey.

Manspreading: Some do it intentionally, others just don’t get it.

Pick-pocketing: Till July alone this Taking relaxation in the metro to the year, the CISF had caught 373 next level is not just the act of pickpockets out of which 329 were manspreading, but also lying down on women. So, be careful and keep empty seats. your wallet and phone close to you.

Last mile: There is acute lack of last-

Social media: Commuters miss an

official Twitter handle of the Delhi Metro. The metro system lacks a social media forum.

Obstructing doors: Some people are in such hurry that they just won’t let go of a train, even if it means having their bag stuck between the metro doors. Take the next train, please.

Night-time security: The ladies coach system just vanishes during the last few hours. Men joyfully settle in women’s coaches and security staff are rarely found around that time.

Snags: The busy Blue Line has seen some of the worst snags this year resulting in complete chaos.

Extra baggage: The DMRC recently introduced steel gauges to restrict baggage size. You’ll find these baggage loaded travellers at stations like Anand Vihar, New Delhi and Chandni Chowk. ***

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How does a Transit Operator recover a failed CBTC Train ?

T

rain recovery is a critical function because it defines how the Operator will recover a failed train under a worstcase failure; defined as a Vehicle Controller (VC) unable to communicate the train’s position to the Wayside (the Wayside cannot track the train). If a CBTC design can handle the worst-case scenario, then all other train recovery scenarios are taken care of automatically.

Naeem Ali, P. Eng, Director & Principal Consultant CBTC Solutions Inc., Toronto, Canada, A stranded train due to communication failure is a rare event due to the built-in redundancy all CBTC solutions provide: redundant network design, redundant radios on the trains, overlapping radio coverage and hot standby VCs; nonetheless the CBTC solution must have a design in place to recover from this rare event.

In this scenario, a communicating vehicle (CV) is unable to transmit its position to the Wayside (radio failed).

The non-communicating vehicle (NCV) will brake to a stop and service behind the train will halt (Figure 1). The Operator must decide how to rescue this train from the mainline and allow service to continue.

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The discussion from this point forward assumes a train operator (TO) walked to the NCV or a TO was already on the train when communication failed (some systems demand a TO be on the train even though it is an automated system).

Figure 1 - Worst case train failure

If the Train Operator (TO) switches to manual mode and moves the train, it becomes a ghost train (see Figure 2) because it’s not reporting its position and the wayside is unaware the train is moving.

This invokes CBTC rule number one, NCV’s are not permitted to move without protection.

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Figure 2 - Ghost Train

Challenge for the Operator: a train packed with commuters is not able to re-establish communication with the wayside and cannot move in manual mode. The Operator must decide how the CBTC design will recover this failed train.

The Operator has three design options available: • Option 1: Train Protection Reservation (TPR); create a safe corridor between two points on the track to allow a noncommunicating vehicle (NCV) to travel safely within.

• Option 2: Train coupling; a communicating vehicle (CV) tows a non-communicating vehicle (NCV).

• Option 3: Fallback mode of operation; secondary detection devices are utilized to track a noncommunicating vehicle.

Each option is more complicated and costly than the last, but the

operating environment ultimately determines which option is applicable to the Operator.

Option 1 - Train Protection Reservation (TPR) Note: This section is based on IEEE 1474.3 section 6.1.4 The TPR is a basic building block for any CBTC solution. It is created at the request of the CO to isolate a section of track to permit a failed train to travel safely within. The TPR prevents switches from moving and automatic trains from entering and/or operating inside the TPR (Figure 3).

Once the TPR is locked down, the CO will give the train operator (TO) permission to move the NCV within the TPR. When the train reaches its final destination, the TPR can be removed either by manual procedure or a design that verifies

Figure 3 - TPR

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© METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

the TPR is cleared of all obstructions.

The advantage of the TPR function is the simplicity of its design. The disadvantage is if the final destination is far off, the TPR will cover a large section of track, which means service is impacted until the train reaches its destination. To counter this, small TPRs can be set until the train reaches its final destination, such as station to station or station to switch.

The TPR is a basic protection mechanism that allows a failed CBTC train to travel safely from its current location to its final destination.

The simplicity of this option reduces the number of “moving parts” and therefore the number of failures that can occur and this is the power behind this concept.

Next month I will discuss option 2 (train coupling) and option 3 (fallback mode of operation).

Exclusive Interview:

Dr. Mangu Singh, Managing Director of Delhi Metro Rail Corporation

M

angu Singh, who succeeded Metro Man E Sreedharan, is considered an expert in tunnel engineering. He joined the Delhi Metro a month after Dr. Sreedharan became its Managing Director in 1997. Singh took over from him on January 1, 2012.

Singh, an IIT Roorkee graduate, had joined as the chief engineer, later became the executive director and then director (works) before being appointed as the MD. Singh has also been instrumental in preparing the Master Plan and Detailed Project Reports for Metro system in other cities of the country.

Despite his vast experience, Singh says every station is a new challenge and he enjoys working when the situation is difficult. Here are some excerpts from his interview:

You have been associated with DMRC since the beginning. What changes you have seen in 15 years?

In 2002, the difficulty was that for the first time we started operation of a very modern metro railway system in the country. And therefore, there was lack of know-how. Today, the challenge is volume — the network has grown to 217km, ridership is more than 25-26 lakh, number of stations, trains, coaches everything has grown. The sheer volume is a challenge.

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I enjoy underground constructions as every station is itself a challenge.

Underground everywhere is different while elevated is almost same. I really enjoy solving those technical problems. ____________________

Did you expect the project to become so popular when you started in 2002?

There was a phase in 2008-09 when a series of accidents took place. How difficult was it?

There was a time in the beginning when people were very critical.

They said metro will not be popular and Delhi is not suitable for this. So we were cautious as far as projection is concerned. Then, the time came when traffic became more and more. Today we are in a situation where traffic is more than what we had projected.

Those were difficult times, we have learned a lot from those two accidents at the construction site, therefore we resolved it in Phase 3, and our record is very good. Though construction sites are very risky, we have reasonably done very well in Phase 3. We strengthened our safety procedures and plugged the loopholes in Phase 3.

Another thing was that since our network is beyond Delhi, our average trip length is much more.

The average journey of a passenger in Delhi metro is 16-17km. We expected 6-7km. Passengers are staying in our system for longer time. Worldwide average trip length is not as high as ours. Most are in the range of 7-8km.

Delhi Metro was recently in news over fare hike. Do you think it has dented the image of organisation as a number of passengers have opted out of the system?

In terms of construction activity, how have things changed?

There are two things, first the technology is improving day by day, there is no doubt. What is more important, actually, is ease of construction. In Phase 1 between DU and Kashmere Gate, we were able to block the road almost completely. That option is not available today because of increase in traffic and public expectation.

I enjoy underground constructions as every station is itself a challenge.

Underground everywhere is different while elevated is almost same. I really enjoy solving those technical problems.

24

Š METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

We are still very well patronized. We are still carrying 25 lakh passengers every day. As far as the fare increase is concerned, the DMRC has made it clear many times that fare fixation mechanism is inbuilt in the metro act.

DMRC hardly has any role in it.

A fare hike in any transport system is usually followed by a dip in ridership, but was the dip of 3.2 lakh commuters daily in the of October along expected lines of higher?

There are many reasons for such fluctuations like shorter day number of holidays, restrictions on movement etc. during the same period in 2014, a dip of 3 lakh had been observed, and usually there is a dip during this period every year. It happened in 2009 and 2005 and in Kolkata metro too. I am sure you will witness the same thing if there is a hike in DTC fares November figures are yet to come and I’m sure January, February and March Will see an increase in rider-ship. As far as our revenue is concerned, we are comfortable. From

May till now, our average revenue has been about 55% more.

For a large section of people, metro travel has become unaffordable. Do you think a subsidy can be the way out?

Between 2009 and 2017 minimum wages went up by more than 200% and DA for government staff by more than 100%. The wholesale price index has also gone up. Everywhere costs have gone up. So, I don’t understand why people say budgets have been hit.

What was the objective when the metro project was sanctioned? If you sow the seed of a guava tree, you can’t expect mangoes. The revenue for 30 years is projected initially and that’s the basic for sanctioning the project.

Suppose at the time of sanctioning the project, it is decided that we don’t have to pay back the loan and we don’t hike fares for the next 30 years, then the project would then take a call on whether a sanction it or not. The sanction order even talks about a fare hike in other competitive modes of transport. It reads: ‘ A suitable arrangement shall be provided by government of NTC Delhi for periodic and automatic fare revision for other competing modes’. DMRC has nothing to do with this.

need not go for an increase.

Why has DMRC been unable to exploit non-fare revenue sources such as property development and advertisement to bridge the funding gap?

We are doing property development, retail space, advertisement, station naming right etc. in order to get revenue. We are not Hong Kong but we are better than hundreds of metros worldwide. DMRC’s main function is running trains while their main function is property development. They are actually a real estate company. They will develop an entire island and provided connectivity by metro and no other means of transport. They have 80-90storey buildings on the station itself.

Did the chief minister speak to you on the fare hike?

Yes, we have talked and I have explained everything to him and I believe he was convinced. I explained to the transport minister also.

We are doing property development, retail The pink and magenta lines have been delayed. What’s the reason? space, advertisement, station naming right We did phase I in seven years and etc. in order to get three months. Phase II had the goalrevenue. We are not post of Commonwealth Games and Will DMRC implement the fare Hong Kong but we fixation committee’s recommendation we had no option but to open the lines by that date. That phase I and for an annual fare hike, which is to are better than the technology was the same. Land come into effect in January 2019? hundreds of metros was not an issue at all during both worldwide. DMRC’s phases. There was an emergency According to FFC, every year, starting main function is clause in the land acquisition law with January 2019, you can adjust the running trains while which meant possession would be fare based on the cost input-there is a given to use and the compensation formula-but not more than 7%. There their main function is process would carry on. The new land property are three inputs for taking this call energy price, staff cost. It is too early to acquisition act has changed all that. It development. is so cumbersome and lengthy Now say there will be an increase in these we negotiate directly with the parties. _____________________ costs, but suppose there is none, we

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25

There are locations where land wasn’t available and we had to change our design. Two depots-- Kalindi Kunj and Vinod Nagar were delayed badly because of land issues. We immediately changed our planes and made two- storey depots there. This is for the first time in the country that we have gone for a multi-level depot.

We also have a new signaling technology. We did Faridabad, Kashmere Gate and badly easily but are lagging behind wherever the new technology is being used such as Line 7 (Majlis Park-Shiv Vihar) and Line 8 (Janakpuri West -Botanical Garden).

Getting clearances from Railways has also become more cumbersome in phase III. The magnitude in phase III is equal to phase I and II combined.

What we have done in phase III is not less. There are certain areas where we have missed deadlines. We started trials on Line 8 last august.

Had it been phase I or II, I would have opened this line in December last year, but with this new technology we need time. I’m very satisfied with the kind of work we have done-hundred kilometers of tunneling which is more than phase I and II put together.

managing the environment inside and outside the station?

Now we have to make the maximum number of trains available for operations. That means restrictions on maintenance, which is critical. So, we have to put more effort and more manpower into that. But we have managed it. Meanwhile, from January 2016 till date, we have added almost 22% additional coaches. That has given a lot of flexibility. Adding more coaches is a tedious processwithdrawing asix-coach train and making it an eight-coach one.

What is the status of your proposal to induct 582 new coaches?

The proposal was given after year’s odd-even and is still under consideration of the government Meanwhile, our normal programme to augment capacity continue. Not getting sanction doesn’t mean we are not adding to our fleet. we will complete our planned expansion by march.

We had planned expansion of the network and to tweak our planes when we realized that in the past three-four years things were not what was originally contemplated.

When we mooted the idea of a metro in Delhi, we had about 10,000 buses.

If not an increase in number, it should have been maintained at that level. ___________________

Has the depletion of the bus fleet in the city increase pressure on metro?

Yes, of course. We had planned expansion of the network and to tweak our planes when we realized that in the past three-four years things were not what was originally contemplated. When we mooted the idea of a metro in Delhi, we had about 10,000 buses. If not an increase in number, it should have been maintained at that level.

How has the added pressure affected functioning of your services, both in terms of operations of the trains and

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27

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What important changes have you in traduced and what are your planes to handle the situation in future? It will only grow worse with the numbers rising.

There is no foolproof way of projecting demand. When Delhi main was planned in phase I, the projection was that more people would use it from the station side and less from Chandni chowk side, much more than we had expected. We needed modifications in escalators, ticket counters etc. We have done this in New Delhi, HUDA City Centre, Kirti Nagar etc.

What has DMRC done to improve safety of woman in the backdrop of some recent incidents? Has the issue of blind spots at station presence of security personnel, been addressed?

We are very serious and are reviewing it periodically. We have enough cameras and there are no blind spots as every area is covered. Only the cameras need to be watched more regularly. If a station has a hundred cameras and a person is watching on a screen with four windows, the turn of one spot will come after say five minutes. If somethings happens within those five minutes, it will go unnoticed.

We have decide that cameras in some identified areas will remain focused while other will keep changing. No camera that has a snag will continue for more than a day. It will be replaced.

Lighting will be surveyed on a daily basis. We will install cameras in parking lots, which are quite vulnerable, and improve lighting.

With many more interchange points and a larger network from next year, commuters will have more travelling options and shorter routes, How will it affect public perception?

30

More and more areas will be covered and system utilization will go up manifold. The congestion in the central parts will reduce considerably because everybody will not be required to come to Rajiv Chowk since there will be lot of interchange points. In case of any interruption in any area, there will be alternative routes. One interruption will not affect the entire operation.

Commuters complain that they are not informed in time or given complete information about technical snags and how much time would be needed to rectify a problem?

It is highly technical thing. Suppose the screen show failure, there are preordained steps. The first things is you switch off and on again, just like a mobile that hangs. If it doesn’t work, the attempt is to take the train to the next station.

Evacuation of passengers is only the fifth step. Now somebody may say that the incharge should have taken this decision right in the beginning.

What are your views on private participation in metro projects, now that it’s part of official policy?

The whole attempt of the government to reduce dependency on the funds to be provided by the central government. That is the main purpose and that’s why they are saying explore (alternative avenues) to the extent possible. One good thing is that they are not talking of a complete PPP but unbundling and identifying areas where you can have private funding like what Kochi has done. They have got a private player to install the automatic fare collection system. We will also explore along these lines. You can attempt a complete PPP in a new town or city, but where we already have a network, having a PPP for one line in between will have serious implication for operations.

© METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

There is no foolproof way of projecting demand. When Delhi main was planned in phase I, the projection was that more people would use it from the station side and less from Chandni chowk side, much more than we had expected. We needed modifications in escalators, ticket counters etc. __________________

PPP in Metro Rail Projects: Constraints and Opportunities

T

he Government of India has made Public-Private Partnership (PPP) component mandatory for states for availing central assistance of new metro projects as part of its New Metro Rail Policy, 2017. Private investment and other innovative forms of financing of metro projects have been made compulsory to meet the huge resource demand for capital intensive high capacity metro projects. As per the Metro Policy, “Private participation either for complete provision of metro rail or for some unbundled components (like Automatic Fare Collection, Operation & Maintenance of services etc) will form an essential requirement for all metro rail projects seeking central financial assistance”. This development has raised the question whether PPP model can be successful for metro rail projects in India.

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- Jitu Sharmah Manager (Transportation) Bangalore Metro Rail Corporation Bangaluru, India

© METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

The PPP model as a part of the New Metro Policy aims at lessening the burden on the Central government in funding metro projects. This is not the first time that the PPP model has been tried in India. The first partnership model had been tried in the airport line of Delhi Metro Rail Corporation (DMRC). However, this attempt was not successful. Reliance Infrastructure became the country’s first private company to join the initiative, but abandoned it due to huge losses. Mumbai Metro Line-1 and Hyderabad metro rail have been taken up as PPP project with Viability Gap Funding (VGF) from Government of India. The Rapid Metro in Gurugram is an initiative of Government of Haryana where full funding is by the private concessionaire.

Constraints The major issues, related to PPP in metro projects in India are commercial viability and procurement of Right of Way (RoW) and land. Metro projects are high capital intensive. 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. Metro projects are also long-haul projects and will take long time to breakeven. The returns can only be generated by steep hike in their fares, but this is a problematic prospect for various reasons. The collection of revenues is highly uncertain in most of public transportation projects. The private investment has not been successful in Airport Metro Express Line because the usually unstable revenues which make them commercially unviable. A trade-off is then often present in the case when the financial rate of return is below the market rate for private funds; some form of public support is required to make the project feasible (viability gap funding). The financial rate of return may be improved by way of additional user charges then economic rate of return may be affected negatively.

Another issue is the procurement Right of Ways (RoW) and Land. The responsibility of procuring RoW and land rests with the concerned state government. Private acquisition is very difficult with lengthy procedures and social considerations also need to be addressed, which is a challenging assignment. In Mumbai Metro Line 1, Reliance Infrastructure took almost 7 years to complete 11 km of

the relatively easier elevated line.

This is due to delay in receipt of unencumbered Right of Way (RoW) / land by Government & Mumbai Metropolitan Region Development Authority (MMRDA). So delay of procurement of RoW and land is another obstacle for PPP projects.

In India, it is seen that political and bureaucratic constraints, such as fragmented decision making due to the involvement of multiple public agencies, the prevalent emphasis on administrative procedures rather than on strategies and results and lengthy tendering process (normally split in three or four phases, from planning to final operation) lead the problems for implementation of PPP projects in public transportation.

Opportunities But there are also reasons in favour of PPP in metro projects. The PPP structure will help speedy, efficient and cost effective delivery of projects apart from better value of money and high performance incentives. The accountability and risk is with the private sector. But the success of the project will depend on the contract agreement (PPP framework) that the owners enters into with the construction company.

a return on their investments easily. The metro has several externalities that make it imperative for the government to subsidize it. From enhanced mobility, to its relatively low carbon footprint, metro usage has benefits that cannot be measured through the purely commercial yardstick of profit and loss. So instead of PPP, state governments should give more emphasis for adopting innovative financing mechanisms like Value Capture Financing tools to mobilize resources for financing metro projects by capturing a share of increase in the asset values through ‘Betterment Levy’.

The government has also to ensure affordable public transport and hence it must invest in it. To ensure that least cost mass transit mode is selected for public transport, the New Metro policy mandates Alternate Analysis, requiring evaluation of other modes of mass transit like BRTS (Bus Rapid Transit System), Light Rail Transit, Tramways, Metro Rail and Regional Rail in terms of demand, capacity, cost and ease of implementation. ***

Way Forward 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

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33

Make in India: Metro coaches being made in India for some of world’s biggest metro rail projects

M

etro is emerging as key solutions to fulfil demand for urban transportation in India. As per Ministry of Urban Development (MoUD), about 425 kilometres of Metro rail is under operation and more than 500 kms of Metro rail is under construction across the country. It is expected that 3 new systems will become operation by 2018, mainly Noida, Nagpur and Navi Mumbai. Some of the metro lines, like Pune, Kanpur, Kolkata and Ahmedabad are under construction.

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© METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

I tell the world, ‘Make in India’. Sell anywhere but manufacture here.

We have the skill and talent for it. We have to increase manufacturing and at the same time ensure that the benefits reach the youth of our nation.

- Prime Minister Narendra Modi

_____________________

Drawn to India by an explosion in metro-rail projects, Alstom SA and Bombardier Inc are now poised to use the nation known for being the world's back-office as a manufacturing export hub.

The capital costs of Metro coaches in India are substantially lower than the rest of the world.

The capital cost of a coach is around INR 89.4 million (US$ 1.35 million) in India, the cost in Vancouver is INR 160.8 million (US$ 2.5 million) and in San Francisco is INR 151.3 million (US$ 2.30 million). ________________

The French and Canadian multinationals set up manufacturing and engineering operations between 2008 and 2010 to tap into India's rapidly-growing urban transportation market and will now export to Australia, the Middle East and Asia from these facilities, company officials said.

PricewaterhouseCoopers estimates total investments in subway projects will reach $230 billion in Asia over the next 15 years.

Alstom and Bombardier want to exploit India's large pool of engineers and cheap skilled labor that have helped turn the nation into a key center for auto companies including Ford Motor Co. and Hyundai Motor Co. New export avenues such as metro rail systems are critical to Prime Minister Narendra Modi's promised economic rejuvenation. Shipments from Asia's third-largest economy must grow about 15 percent a year to ensure the pace of expansion needed to create sufficient jobs, according to Modi's top economic adviser Arvind Subramanian.

Sydney is going to be Alstom's first project in Australia and it will supply railway coaches from India, said Bharat Salhotra, the company's managing director for India and south Asia. "We will continue to look at India, not just for addressing the Indian market but for addressing markets beyond. Exports will continue to be on the radar."

Alstom will fill the Sydney metro orders from its manufacturing units in south India and is looking at the Middle East and Southeast Asia, he said.

Cost Competitive Bombardier has invested about 33 million euros in its Indian manufacturing facility and has orders to export 450 metro rail coaches to Australia and components to Brazil, Australia and Saudi Arabia, Harsh Dhingra, chief country representative of Bombardier India said in a phone interview. The Quebec-based company has manufacturing capacities in Gujarat state in western India and a transportation engineering services center in Gurgaon, near New Delhi.

"We will look at opportunities to export from India to other countries in the region," he said. "India is a low-cost set up. That is why our exports are going out of India.“

Name of the company

Facility Location

Year of Establishment

Bombardier Transportation

Savli near Vododara (Gujarat)

2008

Alstom Transport

Sricity near Chennai (Tamil Nadu)

2010

Bharat Earth Movers Limited (BEML)

Bengaluru (Karnataka)

2015

China Railway Rolling Stock (CRRSC)

Multi-modal International Cargo Hub and Airport at Nagpur (MIHAN)

Under plan

Table: Metro Coach Manufacturing Units in India

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35

India has already emerged as a base from where the likes of Hyundai, Ford, Renault SA and Suzuki Motor Corp. export cars to Africa, South America and Europe. The South Asian nation shipped 3.5 million vehicles in the year ended March 31, just below a record in the previous year, according to the Society of Indian Automobile Manufacturers.

At least ten Indian cities are working on metro railway projects and the government initiated a plan in 2012 to study the feasibility of such networks in all cities with a population of more than 2 million. Most cities with ongoing projects require companies that bid for supply contracts to manufacture in India, which led to the setting up of facilities in the country.

While the government has tried to spur the manufacturing sector via its " Make in India" push, the nation still ranks 130th in the World Bank's ease of doing business ranking, slowing the pace of investment. It has fared better on the services side: The information technology industry is the nation's largest private-sector employer, providing a livelihood to nearly 4 million.

More than 500 billion rupees ($7.7 billion) worth of metro projects are underway in India and this pile will probably grow, according to Manish Agarwal, leader - infrastructure at PricewaterhouseCoopers.

The domestic and regional opportunity for transportation companies only looks to be growing.

"All of this implies sufficient scale for parts of manufacturing to be located in India," he wrote in an emailed response to questions. "The manufacturing base can then also serve the growing market in other parts of Asia (Dhaka, Colombo, etc) as also Africa (Mauritius, among others)."

As per industry estimates, there will be a demand of 2000 metro trains in India in the next 5 years (2015-2020).

The Delhi Metro currently operates with a fleet of 227 train sets comprising of 128 six coach, 58 eight coach and 41 four coach trains across all its corridors.

A total of 924 coaches have been ordered for the forthcoming phase of Delhi Metro including 504 coaches for the new Phase 3 corridors. ____________________

METRO COACHES MARKET IN INDIA The existing numbers of coaches supplied or ordered for various metro project is as follows: Metro Rail Project

Rolling Stock Suppliers

Delhi Metro (Broad Gauge)

Consortium of Hyundai, Mitsubishi & MELCO / Bombardier / BEML

1232

Delhi Metro (Standard Gauge)

BEML

164

Bangalore Metro

BEML-led consortium with Mitsubishi & Hyundai

150

Mumbai Metro

CSR Nanjing (China)

64

Jaipur Metro

BEML

40

Kolkata Metro

CNR Dalian (A subsidiary of CRRC)

112

Chennai Metro

Alstom

168

Gurgaon Metro

CSR Zhuzhou (A subsidiary of CRRC)

36

Hyderabad Metro

Hyundai -Rotem

171

Lucknow Metro

Alstom Transport

80

Kochi Metro

Alstom Transport

75

Nagpur Metro

CRRC

69

Navi Mumbai Metro

CSR Zhuzhou (A subsidiary of CRRC)

12

Noida Metro

CRRC

76

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Š METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

Coaches

Exclusive Interview:

Dr. E. Sreedharan, Principal Advisor of Delhi Metro Rail Project

E

Sreedharan, popularly known as Metro Man, had joined the Delhi Metro Rail Corporation on November 5, 1997 as the Managing Director.

He commended DMRC for having maintained a smooth operation in all these years without any passenger accidents or compromising punctuality and viability.

Here are the excerpts:

How was Delhi Metro conceived?

Whose idea was it? How was it taken forward?

There was a proposal to start railway based Mass Rapid Transit System in the four metropolitan cities of the country for which government setup Metropolitan Transport Projects (MTPs) in Kolkata, Delhi, Mumbai and Chennai in the early 1970s. Only Kolkata took-off in the metro direction. In other cities, attempts were confined to improving the sub-urban systems only.

The Metro system was under consideration for Delhi ever since

then but nothing materialized till RITES was commissioned to prepare the Detailed Project Report (DPR) in early 1990.

The first Phase of Delhi Metro covering about 53.5 kms was covered in this Detailed Project Report but it was only through a valiant approach of NP Singh, the then Secretary/Urban Affairs, Karnataka Cadre IAS Officer, who had an excellent rapport with the then Prime Minister, H D Deve Gowda which ultimately got the government’s nod for the metro in Delhi. Jai Kishan, the then Chief Secretary/Delhi also played the supporting role.

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37

The unique organizational structure of Delhi Metro, 50% – 50% partnership with Government of India and Government of Delhi was given shape by the then MD of RITES, BI Singhal and me, when I met him in Dhaka (Bangladesh) during a joint project, while I was the Chairman and Managing Director of Konkan Railway. Judging by the Delhi Metro success, this organizational structure was a runaway success.

What were the biggest challenges in construction of Metro?

I don’t think even after completion of Phase – IV, physical limits for Metro network expansion will reach.

The city is spreading fast so the Metro network expansion has to go on for another 10-12 years.

Meanwhile to contain the population growth of the city, rapid intercity train services have to be introduced so that more and more people to prefer to stay away from the city and commute from RRTS. _____________________

38

When we started, the country did not have any experience, expertise or precedence for planning, designing and implementing a world class metro. This was resolved by engaging the international experts to assist DMRC. Another challenge was huge financial outlay that was needed for the project. The Japanese government offered a Japan Bank for International Cooperation (now Japan International Cooperation Agency) loan which made things easier for the government to start the Project.

How did Metro change Delhi?

For me, the biggest change Delhi Metro has achieved is has changed the travel style of Delhi’s public. A growing number of commuters are today using the metro system. For travelling in a metro, commuters have to observe orderliness, discipline, patience and consideration for the fellow travellers. The Delhi metro, therefore, has brought a dramatic change in the social attitude of the people in Delhi.

© METRO RAIL NEWS | JANUARY 2018 | WWW.METRORAILNEWS.IN

What, according to you, are the biggest challenges now for the Delhi Metro?

Our trains are terribly overcrowded and train fleet strength has to be increased to solve it. The network expansion is also urgently needed and his need heavy investment.

Metro is already the backbone of Delhi’s transportation system.

Another 140 km will be added to the network soon and with phase four (103km), the Metro will hit its physical limits. Where does a city like Delhi go from here?

I don’t think even after completion of Phase –IV, physical limits for Metro network expansion will reach. The city is spreading fast so the Metro network expansion has to go on for another 10-12 years.

Meanwhile to contain the population growth of the city, rapid intercity train services have to be introduced so that more and more people to prefer to stay away from the city and commute from RRTS. Simultaneously, the bus fleet has to be increased at least by 3 times so that a reliable, convenient and affordable public transport system is available to at least 90% of the citizens. Government also has to bring in a number of disincentive measures to reduce the number of vehicles on the road.

Future within better Public Transportation and shared Infrastructure

W

ith the Indian Transportation Network growing ever larger, The Economic Times saw the need to cultivate a platform for industry big-wigs, environmentalists, researchers, transport industries and various stakeholders to discuss the greenhouse gas effect to address environmental issues and decrease their dependence on oil as a source of fuel. The Economic Times Smart Mobility Summit 2017, held at The Taj, New Delhi, saw prominent industry experts aimed to lay down a blueprint for the future, driven by innovation and the vision to provide cleaner, safer and faster transportation infrastructure.

The initiative retorted with resolutions for the transportation sector that requires constant restructuring and new age solutions. With a strong bequest established with the past summits on Transportation, ET Edge continues to fuel the nation’s growth with visionaries across Industries, like Amitabh Kant, CEO, NITI Aayog, Greg Moran, Co-Founder & CEO, Zoomcar, Vikramjiet Roy, Managing Director, Maccaferri India, Dr Kamal Soi, Member at National Road Safety Council - Ministry of Road Transport & Highways & several others for the said summit.

Commenting on the summit, Deepak Lamba, President, Times Strategic Solutions, said, “The objective is to create the largest and most relevant forum in the country that creates the effective platform for discussing issue pertaining to transportation network of the country. It also aims to bring the government together with private players, corporates and consultants for the betterment of the nation.

This indication of significant challenges requires a crucial address that will be initiated at summit, which brings together all key note speakers on a shared platform to discuss optimal solutions.”

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Highlighting the efforts undertaken by the Government to take the transportation infrastructure in the country to the next level Amitabh Kant, CEO, NITI Aayog said, “The future lies in innovation and disruption. We are moving towards a system where public transportation holds the key as we move away from personal vehicles.

This will be a world of shared, electric and connected vehicles, and this in turn will require real-time monitoring. Therefore, the future lies in having better public transportation and shared infrastructure.”

In an interactive panel discussion on the case for Smart transportation for Smart Cities -Greg Moran, CoFounder & CEO, Zoomcar commented, “When we launched India’s first cycle sharing service some months back, we looked at it as solving both first and last-mile connectivity issues. I’ve lived in Bengaluru for the last 5 years, and walking even 2-3 kilometres is quite challenging. Taking taxis or rickshaws are inefficient from a cost, time and environmental standpoint.

Shared mobility solutions like cycle sharing are great for the last-mile, cost a fraction of other modes of transport and don’t rely on the creation of fresh infrastructure.”

Further sharing his inputs Dr Kamal Soi, Member at National Road Safety Council - Ministry of Road Transport & Highways added, “When I look at our 100 upcoming Smart Cities, 3 C’s come to mind. Those 3 C’s are Congestion, Congestion and Congestion. Be it Delhi, Bengaluru, Chennai or wherever you go, it is equally true. So we need to move towards smart mobility and urban planning as we move forward.”

Giving his view on role of technology is todays’ life Vikramjiet Roy, Managing Director, Maccaferri India said, “While we are talking about technology and innovations, I think we cannot wish away the fact that we do need to build high quality physical infrastructure.

Integrated planning lies at the centre of it. There could be innovations and disruptions not too far in the future, but we need to build the physical infrastructure to make the most of it, and we need to embrace the best technologies available globally to make this happen.”

The summit witnessed exchange of dialogues from various panellists on Transport in the Digital Age, Waste to Bio-Fuels, Challenges with methane slip, and reduction of carbon footprint due to associated gasses and Rethinking Efficient Transportation, Electrification of Public Transport – Lessons from European Cities amongst others.

When I look at our 100 upcoming Smart Cities, 3 C’s come to mind.

Those 3 C’s are Congestion, Congestion and Congestion. Be it Delhi, Bengaluru, Chennai or wherever you go, it is equally true.

So we need to move towards smart mobility and urban planning as we move forward.

(Dr Kamal Soi, Member at National Road Safety Council - Ministry of Road Transport & Highways)

__________________

***

Times Conferences Ltd. functional under the brand name ET Edge is an Economic Times Initiative, founded to empower multiple industries and segments by sharing critical business knowledge through strategic conferences and summits.

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Digital Transformation: Decoding Transition from B2B to H2H Experience

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igital Transformation has become one of the hottest ‘buzz words’ of today’s times. And why not, when we discover even baby products manufacturers and renowned accounting firms are heavily betting on this term. The increasing internet and mobile penetration has led to a digital disruption & none of the industries had remained untouched with this new digital wave. The credit goes to ground breaking technological advancements & government initiatives which had made affordable technology accessible to masses across remotest areas of the planet.

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Technology has evolved massively in the past decade while trending towards a new one taking birth everyday with the first rays of sunlight. Many of them appear to be promising to find a crucial place in our life as suggested by these stats.

Industries across all segments are expressing immense confidence in these technologies & are heavily investing in them to achieve desired insights & results. The fact cannot be denied that these technologies are actually making a significant impact on us by making things convenient and life easier.

But, a strange thing to watch in this Digital Transformation wave is the organizations perspective. Most organizations appear to be focused more around the term ‘Digital’ instead of Transformation which stresses on a strong affinity towards technology. The focus is on making humans tech savvy

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resulting into a new generation which is technology dependent & data hungry.

The term ‘Transformation’ appears to have been left mid-way which has resulted into rise of humanoids lacking human values & common sense. The fear of loss of human jobs to robots and technology overcoming human life are on the horizon.

Did we really mean to create such of world where technology overcomes us & our values?

Digital Transformation isn’t limited to technological advancement, but has a much wider scope of deliver.

The transition from Gen X to Y and now Z is heading towards redefining the principles of doing business. In order to adopt & adapt to these principles, it requires an enterprise wide agile transformation. The world is transitioning from an independent individual country setup to a collaborative cultures constituting into a connected planet of 7.5 billion head-count. A person inside an office might be an employee but outside the premises could be a customer or a potential business opportunity.

Here are some insightful thoughts for consideration as building blocks of organization transformation strategy to create a collaborative & sustainable digital transformation ecosystem and transition towards a human2human model.

Business agility: It should reside at the heart of any business as agile is a culture in itself. Organizations need to contemplate adopting it at across levels & not consider agile as a methodology limited to a small software development group.

Focusing on time to value, low latency, rapid adaptation, innovation, mobility & flexibility are some of its key components.

Flat Hierarchy: Moving away from traditional hierarchical organizational models to flat hierarchy of small self-organizing teams.

Promoting Intrapreneurship within organization would deliver impressive results & enhance engagement.

Bureaucracy: A major roadblock in smooth functioning of any organization and should end with immediate effect. Granting optimum authority & autonomy to individuals at all levels to take wise decisions depending on their responsibilities as they tend to possess maximum ground level visibility of their deliverables than anyone else.

Agile leadership: The executive management should be educated & open minded enough to accept the disruptive changes & showcase leadership qualities in taking risks which consequently generates confidence in the teams on ground.

KPI’s: Moving away from the traditional KPI’s and focusing on introduction of a new set of indicators like employee happiness index, customer delight score, business health index etc. to maintain a balance between employee engagement & customer satisfaction.

Communication has to be as much open, simple, consistent & transparent to ensure the audience at all levels remains connected & updated with the right information.

Unified vision is another factor which requires implementation from day 1. Organization leadership should ensure to remain synchronized in terms of vision, mission & goals across all levels.

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Collaboration is the key to business success. Organizations must be open enough to collaborate internally & externally at all levels in order to achieve their vision & deliver on customer expectations.

Security is a major challenge organizations are struggling in today’s big data world. There is a need of an equal effort both from organizations to ensure right security systems are in place to ensure customer data remains encrypted and from customers to keep themselves aware of various security hacks.

Digital Transformation is about connecting the right DOTS (Digital, Operations, Technology &

Strategy) while ensuring people, process & system remains minimal affected by the change.

Technologies, tools & automation constitutes to be a critical enabler in easing the overall digital journey, but primarily it emphasizes on connecting & collaborating with the right resources to further enhance the human life experience.

In today’s world of Industry 4.0, Business 4.0 & HR 3.0, organizations should urge for building a transformation ecosystem comprising of a perfect mix of communities (technology, consulting, operations & leadership) flexible enough of adapting to any size or scale with

the purpose of accommodating the dynamically changing customer’s expectations. Imagine a world where all the big enterprises collaborate with the SMEs & startup’s globally to create a refined & centralized ecosystem of products & services by working, delivering & celebrating the success all together.

Organizations across the planet are aspiring hard to achieve a successful digital transformation & working tirelessly to lay the finest foundation stones for their journey. This is the right moment for them to assess if they are actually heading in the right direction and avoid this disruption turn into a disaster!

***

This article is written by Ms. Sheetal Bansal. She is a digital transformation program management professional with an overall 8+ years of combined experience in leading transition & transformation projects for diverse enterprise clients based in US, EMEA & APAC. Also, an ex-entrepreneur who had grown an Ed Tech. startup & managed family business of F&B product manufacturing.

Rail Transport System: Classification of Rolling Stock

T

- Mahipat Chavda Production Engineer Bombardier Transportation Vadodara, Gujarat (India)

he term Rolling Stock in rail transport industry originally referred to any vehicles that move on a railway. It has since expanded to include the wheeled vehicles used by businesses on roadways. It usually includes both powered and unpowered vehicles, for example locomotives, railroad cars, coaches, and wagons.

Here First we go through basic of rolling stock concept. Rolling Stock vehicle generally classify into six ways.

Light Rail Light rail, light rail transit (LRT) or fast tram is urban public transport using rolling stock similar to a tramway, but operating at a higher capacity, and often on an exclusive right-of-way.

In Indian cities like Kochi, Ahmedabad, Rajkot LRT route implementation plan already prepared. Scope of this light rails will be very high in future.

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Metro Rail

High speed and Inter-city

Metro Rail is a Mass Rapid Transport System (MRTS). It is a convenient, fast, efficient, reliable, modern, user friendly, comfortable and affordable mode of urban transport.

Inter-city rail services are express passenger train services that cover longer distances than commuter or or regional trains.

The first underground Metro rail of length 18 km started operating in Kolkata in 1984 and later an 11 km elevated rapid transport system was commissioned in Chennai, as an extension to its existing suburban rail system. Work on the third Metro rail project started in Delhi in 1998.

First phase of 65 km was completed in 2007. A small length of Metro rail in Bangaluru started operating in 2012. Construction of Metro rail systems has started in 6 more cities i.e. Kolkata, Chennai, Bangaluru, Kochi, Jaipur, Gurgaon and Mumbai.

Many other cities such as Lucknow, Nagpur, Pune, Ludhiana, Ahmedabad Metro, Bhopal Metro, Indore Metro and Chandigarh are planning rail transit.

Commuter and Regional Trains Regional transport is often used to travel from home to work or school and it is addressed to an extremely demanding public.

The train must meet the aesthetic standards in line with the times, it must be cool, beautiful, cushy, comfortable, safe and quickly reach the destination.

It provides a service between smaller communities along the line, and also connections with longdistance services at interchange stations located at junctions or at larger towns along the line.

Alternative names are "local train" or "stopping train".

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Indian inter-city trains are run

by Indian Railways. With 63,000 km (39,146 mi) of rail routes and 6,800 stations, the railway network in India is the third-largest in the world (after Russia and China) and the largest in the world in terms of passenger kilometers. Shatabdi Express, Jan Shatabdi Express, Rajdhani Express and Duranto Express are the fastest Inter-city services in India of which the Bhopal Shatabdi Express is the fastest train of India.

not be further extended by the the MMRDA, as it may prove inadequate for Mumbai's population density. Foreign consultants have suggested a Metro or LRT system over a monorail for many Indian cities, e.g. Bangalore.

There are other two major areas of railways having bright future which use in above all. •

•

System Integration:-Operations and maintenance (O&M) services for fully automated transit and mass transit systems.

Signalling: Rail control and signalling solutions for mainline railways ranging from freight traffic to regional/commuter, intercity and high speed lines.

We need some for intercity trains to join more cities of country.

Locomotives

A locomotive is also called loco or engine. The locomotives of India presently consist of electric and diesel locomotives. Steam locomotives are no longer used in India, except in heritage trains.

Monorail A monorail is a railway in which the track consists of a single rail.

Monorails can be driven by linear induction motors; like conventional railways, vehicle bodies can be connected to the beam via bogies, allowing curves to be negotiated. in India Development of the monorail system is on hold, and questions have been raised as to whether the proposed monorail corridors will have sufficient capacity to meet Mumbai's requirements. The monorail may

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In the next five years, Indian railway market will be the 3rd largest, accounting to 10% of the global market and Metro rail is going to be 70% of the railway market in India.

In India, due to increasing population and economic expansion, the electricity demand and supply balance is skewed. To tackle the situation we need to develop eco-friendly cities with more public transports. This need leads to the expansion of Metro rail network. ***

Wherever you go, you'll find yourself missing the Delhi Metro

J

ust one question ‘what is the best thing about Delhi NCR?’ and 80% of the people will answer in unison as ‘the metro’.

For almost every Delhiite, from someone residing here for the past many years to somebody who recently shifted, Delhi Metro is like their daily local.

- Ankita Borthakur New Delhi, India

Delhi Metro celebrated its 15th birthday on 25th December, 2018 and since then, it has become the heart of the Dilliwaale.

Residents of Delhi have become so accustomed to the metro that now most of them dump their cars and take a metro to their offices. This changeover has happened mainly due to the sheer convenience that it provides and also because we never see a traffic jam in metro land. For a person like me who hates driving, metro is like an Angel sent from the heaven!

Especially, Delhi metro was no less than a saviour to me when I first shifted to this place as a student. With only a limited amount of pocket money to survive through my entertainment and shopping routines, I could, with my remaining meagre savings, take a daily metro from anywhere to everywhere within Delhi NCR. Plus, metro felt so much safer than any other means of transportation available here. My parents back home at least could rest in ease knowing that I’m not travelling in a crowded bus to and from any place.

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major areas of the capital region. It is extending so rapidly that somewhere or the other, you are bound to find the signboard ‘metro construction ahead’. I once betted with one of my colleagues that there probably will be a station under construction near his house in the next one year. And lo and behold, after three months we saw the metro construction board actually being set up near his house.

I won the bet! No wonder, it is one of the longest transport systems in the world.

most popular metro system globally. Yes, like with everything good comes its cons, so is the case with our Delhi metro. One of the underlying problems with the metro is that it gets over crowded during the peak hours. It sometimes gets so crowded that it becomes difficult even to breathe. This leads to uneasiness and people start blaming the metros. But again, the same people dump their vehicles and swipe their metro cards at the entrance the next day. Life in Delhi is impossible without it.

Professionals like me, for whom reaching on time to office is important, Delhi metro is the best available options. But I have to travel for so long that it bores me and more than often I’m irritated and think to take an alternative. But once my friend’s father told me that he had a hard time to accept a job offer in Okhla as he knew about the amount of journey which involved in commuting from Gurgaon sector 56.

It was like a total wastage of time and the buses used to be over full and would stop everywhere due to heavy traffic jams. He used to catch a bus at 6:30 am to reach his job at 9 am. That day, I sat inside the metro and heaved a sigh of relief that today we have the Delhi metro for us. It is actually making my job life as comfortable as it should be.

Today, Delhi Metro has 173 operational stations at the moment, and DMRC (Delhi Rail Metro Corporation) is all set to add 120 km in 2018. Its current network spans for an awesome 231 km following the recent opening of the Botanical Garden-Kalkaji Mandir section of the Magenta Line. This is a good news for people like me who hates to travel to Noida because of the enormous number of stations.

As for me, the uber comfortable airconditioned journey, the velocity at which the vehicle moved, the view from the window, and the rapid availability of the trains, just sold me to Delhi. I fell in love with the place.

And from my own personal experience I would like to quote that “Wherever you go, you'll find yourself missing the Delhi Metro”.

Over the past 15 years, Delhi metro has constantly kept on extending and today it connects almost every

Well, it did not come as a surprise to me when in the year 2014 Delhi metro was recognised as the second

I once had a good chat with a couple who stays in Bahadurgarh which is a small tehsil in Haryana, 2 km away from Delhi. The family of six, including an 85-year-old grandma, were travelling from Faridabad to Bahadurgarh in the violet line of Delhi metro. While we were talking, they confessed that this is the first time in many years that the grandma was going to see her sister in Bahadurgarh, all thanks to the extended metro line. She could not visit her for so many years because of the long and rigorous hours of bus journey that involved in it. But now, the metro is bringing the sisters together. That day, I was travelling from Faridabad to Dwarka to meet my local guardians. Metro does connect the hearts and helps keep families connected.

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Author was First Runner up in Mrs. Universe 2017 Contest and currently associated with an NGO Samadhan Abhiyan - A fight against Child Sex abuse.

LIVE TENDER NOTICES Company Name & Location

Description of Work

Tender Cost (INR)

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for Contract DMRC/MU/LINE6/BC/01: Part design and construction of viaduct and 3 elevated stations viz.

IIT-Powai, Kanjur Marg (W) and Vikrholi (EEH) (excluding Architectural finishing and Pre-engineered steel roof structure of Stations) from chainage 9586.50 m to 14358.00 m including ramp for Depot entry up to chainage 14490.60 m of Swami Samarth Nagar – JVLR –SEEPZ – Kanjur Marg – Vikhroli (EEH) Metro Corridor (Line – 6) of Mumbai Metro Rail Project.

08.01.2018

Bangalore Metro Rail Corporation, Bangalore, India

NIT for supply of 4213 MT 60E1 (UIC-60), 1080 Grade Head Hardened (HH) Rails as per IRS-T-12-2009 for Line-7 corridor Andheri (East)- Dahisar (East)of Mumbai Metro Rail Project of MMRDA, Mumbai.

29.01.2018

Pune Metro Rail Corporation, Pune, India

NIT for construction of Underground shafts for tunneling at Agricultural College and Key details: Swargate; 2. Swargate Metro Station; 3 Multi-modal Integration at Swargate Metro Station; and R&R facilities.

07.02.2018

Bangalore Metro Rail Corporation, Bangalore, India

NIT fir shifting of BESCOM utilities infringing Underground (UG) Metro Stations alignment between Dairy Circle and Nagawara Circle in Reach - 6, Phase - II (New Line) (Package –I).

08.02.2018

Nagpur Metro Rail Corporation, Nagpur, India

NIT for design, manufacture, supply, installation, testing and commissioning of platform screen gates and platform screen doors system for Nagpur Metro.

12.02.2018

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Closing Date

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Company Name & Location

Description of Work

Tender Cost (INR)

Closing Date

Pune Metro Rail Corporation, Pune, India

NIT for design, manufacture, supply, installation, testing and commissioning of signaling and train control system at Pune Metro Rail project.

28.02.2018

Pune Metro Rail Corporation, Pune, India

NIT for design, manufacture, supply, installation, testing and commissioning of Signalling and train control system at Pune Metro Rail project.

15.03.2018

UPCOMING EVENTS Event Date

Event Name

Location

Jan. 10-11, 2018

11th Annual of City Rail Summit

Shenzhen, China

Jan. 10-13, 2018

National Railroad Contractors Annual Conference

Los Angeles, United States

Jan. 25-26, 2018

20th International Conference on Railway Engineering and Transportation Management

Paris, France

Feb. 21-22, 2018

6th International Railway Summit

Prague, Czech Republic

Mar. 01, 2018

Light Rail: Transforming Our Cities

Sydney, Australia

Mar. 06-08, 2018

IT Trans

Rheinstetten, Germany

Mar. 12-13, 2018

Middle East Rail 2018

Dubai, UAE

Mar. 15, 2018

Accelerate Rail 2018

London, UK

Mar. 20-21, 2018

Asia Pacific Rail 2018

Hong Kong, China

Mar. 20-22, 2018

Myanmar Infrastructure Summit 2018

Yangon, Myanmar

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Metro & Railway Job Openings Organization & Location

Position Name

Last Date

Nagpur Metro Rail Corporation, Nagpur, India

• •

25.01.2018

• • • • • •

Senior Section Engineer (Track) – 1 post Sr. Station Controller/Train Operator/Traffic Controller – 1 post Senior Technician (Rolling Stock) – 2 posts Senior Technician (Traction) – 4 posts Senior Technician (Signal) – 3 posts Senior Technician (Tele.) - 1 post Senior Technician (E&M) – 2 posts Senior Technician (Track) – 1 post

Mumbai Metro Rail Corporation, Mumbai, India

•

Sr. Dy. General Manager (Rolling Stock) – 1 post

31.01.2018

Maharashtra Metro Rail Corporation, Nagpur, India

•

Chief Project Manager (Civil-Metro Station & Viaduct) – 1 post Chief Project Manager (Civil-U/G) – 1 post General Manager (Design) - 1 post General Manager (Civil Planning) - 1 post Chief Project Manager (Track) – 1 post General Manager (Tender) – 1 post Addl. Chief Project Manager (Civil U/G) – 1 post Addl. General Manager (Design) – 2 posts Addl. General Manager (Civil Planning) – 2 posts Addl. Chief Project Manager (Quality) – 1 post Addl. Chief Project Manager (Safety) – 1 post

01.02.2018

• • • • • • • • • •

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Organization & Location

Position Name

Last Date

Maharashtra Metro Rail Corporation, Nagpur, India

• • • • • • • • •

Addl. Chief Project Manager (Track) - 1 post Sr. Deputy Chief Project Manager (Civil U/G) – 2 posts Sr. Deputy Chief Project Manager (Track) – 2 posts Deputy General Manager (Design) - 2 posts Deputy General Manager (Civil Planning) – 2 posts Dy. General Manager (Tender) – 2 posts Manager (Civil Underground) – 2 posts Manager (Track) – 2 posts Manager (Tender) – 1 post

01.02.2018

Chennai Metro Rail Corporation, Chennai, India

•

Site Engineer (Civil) – 8 posts

03.02.2018

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