Metro Rail News September 2017 by Metro Rail News

September 2017 / Monthly / Vol. I / Issue 9

A Symbroj Media Publication

Inside Metro Rail Policy 2017  Lucknow Metro: A dream come true in the city of culture  Govt. of India approved new Metro Rail Policy 2017 ₹ 299/-

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Contents 09 News Highlights

12 Indiaâ&#x20AC;&#x2122;s New Metro Rail Policy 2017

23 Lucknow Metro : A new

33 Build Safe Braking Model :

DIGINITY for Uttar Pradesh

Safe Train Separation

Editors Note

Editorial Advisory Board

Metro Rail News MEDIA KIT 4

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42 Mumbai Metro: Windfall for EPC, Systems and Rolling Stock sectors

52 Live Tenders and Contracts in Metro Rail sector

50 The Real IOT : Internet of Trains

56 Upcoming Events and Conferences

Metro Rail Current Job Openings

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Editor’s Note

The government’s new metro rail policy marks a significant shift in its approach to urban mass transit projects. The PPP model, which was tried out without much success in Delhi Metro’s Airport Express line and is faltering in the Mumbai and Hyderabad Metro rail projects is back in the Centre’s scheme of things. The new policy makes private sector participation in metro rail projects an essential requirement for the Centre’s assistance to such ventures. India has, by and large, steered clear of PPP in its metro rail projects. The capital-intensive nature of such projects does not allow private players to get a return on their investments unless they hike their fares steeply a problematic prospect for more than one reason. The metro has several externalities that make it imperative for the government to subsidise 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. In pressing for the PPP model, the government is ignoring an important lesson from the success of the Delhi Metro: The Centre and state government have footed much of the bills of the Delhi Metro Rail Corporation (DMRC). The project, in fact, experienced one of its rare failures when the airport line, then run by Reliance Infrastructure, shut down for six months in 2012 Reliance ultimately pulled out of the venture in early 2013. Private enterprise has also proved unreliable in Mumbai, with Reliance taking almost seven years to complete 11 km of the city’s metro project. The company now claims that it is losing Rs.50 lakh every day. The construction major L&T was scheduled to have completed work on the first phase of the Hyderabad metro by July; the deadline has now been extended to November 2018. The fraught association between the private sector and the metro has been underscored by a number of studies, and most importantly by E. Sreedharan whose stewardship of the Delhi Metro project earned him the sobriquet of India’s Metro Man. In an interview to Media, Sreedharan has pointed out that nowhere in the world has the “construct and maintain model of PPP in metro rail completely succeeded”. 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. As Indian cities expand, the metro will be an important constituent of the transport mix. The government will do well to learn from past successes and failures in planning for this mode of transport. It will profit from paying heed to the counsel of India’s Metro Man. I would like to thank all the contributors and companies who are associated with the Metro Rail News. We highly appreciate your support and hope to continue our collaboration further. Mamta Shah Managing Editor Metro Rail News E-mail: editor@metrorailnews.in

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EDITORIAL BOARD (September 2017)

Vol. I / Issue 9 | September 2017 Managing Editor Mamta Shah Group Editor Shashi Prabha

IFS (Retd.) Kishor Dudani S.K. Srivasatava Advocate, Ex. Dy. Secretary Member Governing Council Ministry of External Affairs, Govt. of India Institute of Metro & Rail Technology New Delhi (India) Hyderabad (India)

Associate Editor Lallan Prasad Director Advertising Rajesh Maheshwari Director Technical N.K. Shah

Percy Bernard Brooks Project Management Specialist Faiveley Transport Rail Technologies Bengaluru (India)

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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 and printed by her at Friends Digital Color Solutions, G-8, 57, Manjusha Building, Nehru Place, New Delhi-110019 on behalf of Symbroj Media Pvt. Ltd., Plot# 64, Gyan Khand-I, Indirapuram, Ghaziabad – 201014, Uttar Pradesh, INDIA.

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

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NEWS HIGHLIGHTS NATIONAL AUG 2, 2017

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Delhi Metro : DMRC issued expression of interest to lease out its green line trains at Mundka Depot. Noida Metro : Greater Noida authority said to connect metro rail services to proposed Jewar Airport.

AUG 3, 2017

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Delhi Metro : DMRC crossed highest point at Dhaula Kuan of Pink Line Metro Network.

AUG 4, 2017

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Lucknow Metro : CMRC suggested LMRC to conduct few test to get safety clearance for opening for public .

AUG 5, 2017

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Vijayawada Metro : Telangana Government decided to run light metro instead of proposed metro rail in the Vijayawada City.

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AUG 5, 2017

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AUG 8, 2017

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AUG 11, 2017

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Mumbai Metro : MMRC started construction work in Aarey colony without taking permissions from the concerned authorities. Delhi Metro : DMRC planned to add 101 trains in two new routes of Phase-III metro project Mumbai Metro : Indian Railways asked MMRC to integrate metro connectivity with sub-urban railway stations. Lucknow Metro: LMRC successfully achieved the breakthrough of TBM-Gomti near Sahu Cinema in Hazratganj. Kolkata Metro : Indian Railways said to open new Garia Airport metro corridor in June 2018. Mumbai Metro : Bombay High Courts asked MMRC not to carry out metro construction work in nights. Delhi Metro: The DMRC has proposed to provide Multi Modal Integration in underground corridors.

AUG 14, 2017

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Delhi Metro : Delhi Government proposed common mobility cards for passengers to use in DTC and Metro Rail.

AUG 16, 2017

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Lucknow Metro: LMRC received technical clearance from Commissioners of Metro Rail Safety (CMRS). Government of India approved new Metro Rail Policy to expand metro rail network in various cities of India.

• AUG 17, 2017

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Kochi Metro: KMRL planned to enter into reality sector to build European styled apartments. Mumbai Metro: Colaba-Bandra-Seepz Metro-3 underground corridor construction work affected people decided to approach Bombay High Courts.

AUG 20, 2017

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Delhi Metro: DMRC Contract workers started strike due to nonpayment of their salaries by the Phase-III metro project contractors.

AUG 21, 2017

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Kochi Metro: KMRL started construction work of third reach from Maharaja’s College to Thykoodam.

AUG 22, 2017

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Hyderabad Metro: HMRL said to open Hyderabad Metro services for public in November 2017. 10

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AUG 23, 2017

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AUG 25, 2017

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AUG 26, 2017

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Delhi Metro: Delhi University students demanded free metro passes due to rise in metro fare. Lucknow Metro” LMRC Board of Directors approved metro fares between Rs.10 and Rs.50. Delhi Metro: DMRC launched free wi-fi internet connectivity services at its blue line stations. Surat Metro: MEGA submitted DPR of Surat Metro to Center for approval. UP Government decided to follow old funding patterns for all metro rail projects in state. Kochi Metro: KMRL decided to review metro fares. Defense Minister Arun Jaitley launched BEML’s third Line ultra modern metro manufacturing facility to enhance the production of metro cars. Kanpur Metro: LMRC sought fund from State Government to start construction of Kanpur Metro Rail project.

AUG 28, 2017

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Lucknow Metro: LMRC unveiled its advanced website for public.

AUG 29, 2017

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Lucknow Metro: LMRC announced to launch metro rail services on 5th September 2017.

AUG 30, 2017

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DMRC started survey between Haridwar and Dehradun for metro rail feasibility. YEIDA planned to revive the proposed high-speed Metro project linking Greater Noida and the sanctioned international Airport at Jewar.

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AUG 31, 2017

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Indian Railways announced to lay foundation of Mumbai – Ahmedabad High Speed Bullet Train project on 14th September 2017. Lucknow Metro: LMRC received IGBC platinum certification for all 8 metro stations. Mumbai Metro: MMRC appointed General Consultants for Metro-4 project. Lucknow Metro: LMRC started sale of GoSmart Card for metro commuters. 11

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Indiaâ&#x20AC;&#x2122;s new Metro Rail Policy 2017

ndian cities are growing rapidly. There is a need to direct growth in a planned manner with adequate attention to the transport system at early stages in their development. Cities are witnessing fast growth in the number of personal motor vehicles, with severe congestion and pollution being the most visible manifestation of the growth in the number of motor vehicles. Efforts at remedying the situation will need to focus on improving the public transport system. In several cities this would require implementation of Mass Transit systems such as metro rail, bus rapid transit, light rail, etc.

Urban Rail, popularly referred to as Metro Rail, has seen substantial growth in India in the recent years. More cities are experiencing the need for metro rail to meet their day-today mobility requirements. Most of the metro rail projects have been financed by the central government in partnership with the state governments, while some have been funded by the state governments either on their own or with private partnership. Metro rail projects provide high capacity public transit and are capital intensive. However, considering the rapid urbanization and the imminent need for enhancing mobility in cities through metro rail, it is imperative to explore alternative and innovative sources of funds to supplement the budgetary resources. At the same time, it is also important to ensure that the

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proposals are prepared and appraised in a comprehensive manner to enhance urban mobility as well as the speed and quality of implementation of metro projects. It is in this context that the need for a policy on metro rail has been felt necessary to ensure that such systems are decided upon and implemented in the most sustainable manner from the social, economic and environmental perspectives. The following are the prevalent broad models of financing metro rail in India:• The existing 50:50 Joint Venture model that is predominantly the major model available for the financing and organization structure was started with Delhi Metro Rail Corporation and later followed in other metros like Mumbai Line-3, Chennai, Bangalore, Nagpur, Lucknow, Kochi and Ahmedabad. • The second model is that of full funding by the central government. Examples of this model are the first metro in the city of Calcutta (now Kolkata) by Indian Railways, followed by East-West corridor in Kolkata being implemented on a 74:26 equity sharing between Ministry of Railways and Ministry of Housing and Urban Affairs respectively.

Gurugram is an initiative of Government of Haryana where full funding is by the private concessionaire. Benefits of Mass Rapid Transit Systems Mass Rapid Transit Systems in urban areas not only facilitate easy and quick movement of people but also have a positive impact on the economic growth and quality of life. This result in increased income and various benefits to the society like reduced external cost due to reduction in traffic congestion, road and parking cost, transport cost and per-capita traffic accidents. Mass Rapid Transit Systems tend to reduce per capita vehicle ownership and usage and encourage more compact & walkable development pattern which provide developmental benefits to the society. Reduction in cost and time of travel lowers the cost of production of goods and services which significantly improves city’s competitiveness. One of the significant contributions is substantial reduction in per capita pollution emission bringing down various chronic diseases; hence, results in huge public health benefits.

• The third model is that of complete funding by state government; examples are Metro rail in Jaipur and Monorail in Mumbai. • The other model is the Public Private Partnership (PPP). Mumbai Metro Line1 and Hyderabad metro rail have been taken up with Viability Gap Funding (VGF) from Government of India. The Rapid Metro in

(Shri Hardeep Singh Puri, Hon’ble Minister Ministry of Housing & Urban Affairs)

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Options of Systems(MRTS)

Mass

Rapid

Transit

The mass transit systems in cities/ urban agglomeration can be broadly classified into the following 5 categories:

• 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 for pedestrians, Non-Motorised Vehicles (NMV) and many other associated infrastructures including operations and control mechanism. • Light Rail Transit (LRT): LRT is generally atgrade rail based mass transit system, which is generally segregated from the main carriageway.

• Tramways: These are at-grade rail based system that are not segregated and often move in mixed traffic conditions. • 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. • 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. Regional rail are common in large metropolitan cities and help in decongesting the city center by providing safe, and speedy access to the city center for commuters residing in less congested suburbs.

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). 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

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regularity due to grade separation.

on the CMP.

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 system.

b) Integration between various modes like roadway, railways, nonmotorized transport, and other modes of transport enhances the mobility of the citizens and encourages public transport. Existing railway suburban services or circular rail systems, if any, should be integrated with the metro rail and other transport modes. It is imperative that the various service providers collaborate through signing of a Memorandum of Understanding (MoU), to provide seamless integration between the various modes.

Planning and Implementation of Metro Rail Projects Metro Rail: A mode of Urban Transport: Due to the very nature of urban transport and its inseparable and intricate connect with the issues of urban development, it is essential that those who have overall perspective and feel of the city formulate the plans for urban transport for that city. Therefore, the proposals for central assistance for an identified metro rail project will have to be mooted by the State Government; also as the â&#x20AC;&#x153;Urban developmentâ&#x20AC;? is a State subject in the Constitution. System Approach: a) There should be a comprehensive approach to planning for urban land use and transport infrastructure. A system approach should be applied in the planning of multi-modal transport systems in a city. For, this, a city can be represented by land use zones superimposed with a matching transport networks. By treating the urban area as a system, and recognizing the interactions between land use, traffic and transport, it is possible to predict future requirements and accordingly evaluate alternative modes for the most optimum mobility plan for the city. Therefore, a Comprehensive Mobility Plan (CMP), is a mandatory prerequisite for planning metro rail in any city. Cities having a population of two million and more may start planning for mass transit systems including metro rail based

c) For integrated approach in planning and management of urban transport, State Governments should constitute Unified Metropolitan Transport Authority (UMTA) as a statutory body. This Authority would prepare Comprehensive Mobility Plan for the city, organize investments in urban transport infrastructure, establish effective coordination among various urban transport agencies, manage the Urban Transport Fund (UTF) etc. d) As metro rail systems operate in the urban arena, it would be worthwhile considering a stake of the local body like municipal corporations or city development authorities in the agency implementing and/or operating the metro rail system in a city. e) For metro projects in metropolitan region, which transcend state boundaries, there is a need for the governments to synergize their efforts in providing a comprehensive transport system which can be formalized through a Memorandum of Understanding between the States.

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Alternatives Analysis a) Metro rail, though being capital intensive, provides the much needed high capacity rapid transit in the cities. Though they have a life of 100 years and beyond, due to the nature of construction, the flexibility in design changes after the construction is very limited. Hence, they should be planned and executed with a longer future perspective. Being a high capacity transport system, they are most suited for growing cities having prospective increase in population over several years. Therefore, the metro rail systems are best suited for cities with teeming population and favorable future growth prospects. Further, they should be decided upon with due care and after a systematic and unbiased analysis of different alternatives. In this context, the spatial pattern of a city is important. Cities with a well spread out spatial pattern, even if they have a high population, may not have sufficient number of corridors with adequate density to justify investments in a metro. Yet cities with a linear spatial pattern may justify a metro even at lower population levels as they have fewer corridors and each would have a high traffic density. A comparative analysis of alternate modes should be an essential requirement for the transit mode selection. The mode which matches the demand projections over the project life cycle and has the least cost should be chosen. b. The alternative analysis report will have to be necessarily incorporated in the project report while seeking central assistance. To make the analysis comparable among various alternatives, a horizon of 30 years or more may be taken for forecasting the cost and revenue variables.

Project Report

a) The project report will be the key document for assessing the feasibility of a metro project and the issue of central assistance. The report should examine the techno â&#x20AC;&#x201C; economic feasibility and include provision of infrastructure for integration of various modes of transport, last mile connectivity, seamless transfer between various modes through common payment instrument and universally accessible infrastructure. Pricing of urban transport is a public policy issue and should be aimed at encouraging public transport. Therefore, it should be determined in a manner that it may incentivize modal shift from private vehicles. Pricing of metro rail should not be seen as a mere tool for enhancing financial viability as this will defeat the very purpose of having a high capacity mass transit system which brings in greater economic, social and environmental benefits to the city. Financial support of state government/ city authorities to ensure good financial health of the agency implementing/ operating the metro rail project will be essential and will need to be provided within a well-defined framework.

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b) As per global practice, urban transport projects, including urban rail, are treated as public projects which deliver public good. Therefore, appraisal of metro rail projects should entail economic and social cost benefit analysis. Metro rail projects provide larger economic and social benefits to the society in terms of reduction in cost and time of travel, substantial reduction in per capita pollution emissions resulting in reduction in chronic diseases, reduction in road accidents, bringing down noise pollution etc. Enhancing mobility catalyzes the economic development and improves the livability of a city. Hence, while appraising such project proposals the economic and social viability may be assessed. The economic internal rate of return for any metro rail project proposal should be 14% and above for consideration of its approval. c) For all metro rail projects taken up with central assistance it will be mandatory for the State Governments to give commitment to set up and operationalise UMTA in the city within a year. Further, cities, where metro projects are under implementation, may consider setting up of UMTA within a year. d) The State Governments shall commit to provide required support to metro rail companies/agencies to ensure financial sustainability during operations.

e) Proposals for additional metro lines in a city, or new metro in a State already having a metro rail in one of its cities, would be appraised keeping in view the state governments efforts in ensuring financial viability of the existing lines.

Requirement of Allied Investments a) Metro Rail systems need to be seen not merely as a transportation project, but as urban transformation projects that help a city move from sprawled development to greater compactness leading to sustainable cities. Lower travel distances, vastly reducing energy consumption and significantly lowering emissions should be the objective of such investments, along with faster mode of travel. Towards this end, allied investments in expanding utility capacity to densify areas around metro stations should be a requirement and this should be adequately covered in the project proposal report/ Detailed Project Report (DPR).

b) As metro rail systems are high capacity systems with large congregations of people during the peak hours, it is essential that the security and safety of the system is planned accordingly. As security is a function of the State, it needs to be provided by the State. Enhancing the Viability of Metro Rail Projects Because of the well acknowledged role of metro rail in reducing urban transport-related problems, such as congestion, air and noise pollution, accidents and at the same time providing faster and safer mode of mass transport, more and more cities world over are providing rail based urban transport systems for their commuters. Public mass transport systems serve the economic and social

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requirements of a growing city and therefore need to be appraised using a socio-economic framework. Nevertheless, all efforts should be made to reduce costs and enhance revenues through various innovative means. Enhancing Revenues a) Feeder System to Metro Rail: Every proposal for Metro Rail should necessarily include proposals for feeder systems that help to enlarge the catchment area of each metro station atleast to 5 kms. Last mile connectivity through pedestrian pathways, Non-Motorized Transport (NMT) infrastructure, and induction of facilities for para transit modes will be essential requirements for availing any central assistance for the proposed metro rail projects. State governments will be required to commit provisioning of feeder systems for the metro rail proposed for availing central financing assistance. b) Transit Oriented Development (TOD) and Value Capture Finance (VCF): The project proposal should mandatorily contain a chapter on the â&#x20AC;&#x153;Transit Oriented Development (TOD)â&#x20AC;? with proposed intermodal integration, universal accessibility, adequate walkways and pathways for Non-Motorized Transport (NMT), stations for public bike sharing, commensurate parking lots for cycles and personal vehicles, as well as adequate arrangement for receiving and dispatch of feeder buses at all metro stations. The commitment by the State Government to adhere the guidelines issued by the central government w.r.t. TOD and adoption of VCF framework should be an integral part of the project proposal. The commitment should inter alia include commitment of transfer of the financial benefits accruing in the influence zone of the metro alignment on account of the TOD policies and VCF framework directly to the

Special Purpose Vehicle (SPV)/agency implementing the metro rail project. The project report should specify the proposed quantum of such benefits being transferred to the project. This requirement would form a mandatory part of all metro rail project proposals. c) Commercial/property development at stations and on other urban land has been used as a key instrument for maximizing revenues in metro rail/ railway systems in cities around the world. Notable examples are Hong Kong and Tokyo. Metro rail implementing agencies should endeavor to maximize revenue through commercial development at stations and on land allocated for this purpose. d) The DPR should also mandatorily contain a chapter on enhancing non-fare box revenue through conventional as well as innovative means. The State Government shall ex-ante commit the enabling policy and regulatory framework and provision of requisite permissions, clearances & licenses etc. for all avenues of exploiting non-fare box revenue such as advertisements, leasing of space, fire clearances etc. under the state statute and rules through a single window facility to the SPV/agency implementing the metro rail project.

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Reducing Costs: Standardization, Indigenization and Inducing Competition a) All efforts should be made to reduce the cost of construction and operation. Substantial efforts have been made since the advent of metro rail systems in India in standardizing the various components of Metro Rail Systems like track-gauge, civil structure and components of rolling stock. These should be further consolidated progressively from time to time by the government to take care of the emerging technologies with the increase in the number of projects and increase in the quantum of rolling stock required so as to reduce costs on account of economies of scale by the manufacturers. Government will progressively take requisite steps to further standardize the sub-systems and components of the Metro Rail Systems without hampering the flexibility required for the varying urban texture and differing new emerging needs of rapidly urbanizing agglomerations in the country. The standards so evolved will have to be mandatorily adhered to for the metro projects taken up with central assistance.

systems through incentivizing and encouraging indigenous development and manufacture of the components that are being presently imported. Such steps will include compulsory indigenization and progressive increase in local content in the conditions of procurement, encouraging bulk tendering for similar components duly aggregating the requirements of various agencies within a state, among other initiatives. Legal Cover

All the metro rail projects will have to be governed by the Central Metro Acts. Fare Fixation The fixation of the fare will be as per the extant provisions of the Act governing the metro rail projects. Issuance of Bonds by Metro Rail Companies

b) Government and metro rail implementing agencies shall take adequate steps for progressively indigenizing the metro rail

The financial health of metro rail projects hinges, among other things, on the cost of capital used for funding the project. It is, therefore, imperative that the avenues of mobilizing capital at reasonable cost should be facilitated for metro rail project. State Governments should enable metro rail

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implementing agencies to raise cheaper long term debt by allowing them to issue corporate debt bonds or earmarking revenue from VCF modes like betterment levies etc. The provision of such security to support corporate debt bonds issued by metro rail companies will enable such bonds to obtain appropriate credit rating thereby making them attractive debt investment options for investors. Appraisal The project reports, which entail financial assistance from the Government of India, will be appraised by an independent agency/ agencies identified by the Government. These agencies like the national Institute of Urban Transport, other â&#x20AC;&#x2DC;centers of excellenceâ&#x20AC;&#x2122; etc. will be identified on the basis of the domain knowledge and expertise in the field of urban transport and metro rail available with them. Government will come up with a rigorous appraisal framework for appraisal of metro rail proposals. The identified independent agency/ agencies will appraise the projects on the basis of an appraisal framework. Monitoring of Performance Performance of metro rail projects during construction and implementation shall be monitored regularly against established Key Performance Indicators to ensure high standards of service delivery. The metro rail implementing agencies shall put in place an appropriate monitoring mechanism for this and the same should be indicated in the project report.

provisioning of metro rail or for some unbundled components will form an essential requirement for all metro rail project proposals seeking central financial assistance. a) More cities are now leveraging on the private partnership for development and implementation of metro rail projects by way of unbundling the various activities and components to capitalize on the private resources, expertise and entrepreneurship. b) Government will encourage Public Private Partnership (PPP) for implementation of the metro rail projects in the country. State Government desirous of availing central financial assistance for metro rail system in a city should mandatorily explore the possibility of having a PPP arrangement. c) Forms of Public Private Partnership-All forms of PPP will be encouraged by the Government. As an indicative menu, the following broad models of PPP are some of the options for a way forward for PPP in Metro Rail: (i) Construction of new Metro Rail systems through DBFOTs (Design-Build-FinanceOperate- Transfer); (ii) Award of Concessions for operational services which could include supply of rolling stock; (iii) Award of Concessions for maintenance and upgrading of infrastructure.

Private participation and Public Private Partnership (PPP) Private participation either for complete

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d) Private Participation in Operation and Maintenance (O&M)- With the increase of metro rail systems in the country coupled with the steady development of the expertise for managing the services in the private sector, metro rail agencies may explore the possibility of provisioning of rolling stock, signaling systems etc. and also maintenance and operation by a private entity. This would also bring in the managerial efficiencies, and entrepreneurial spirit of the private sector in the delivery of service. Also, it is important to define the exact nature of private participation in the early stage of planning. Some indicative models of O&M are:

Net Cost Contract: The operator collects the complete revenue generated from the services provided. In case, the revenue generated is lower than O&M cost, the Authority may agree to compensate the difference in cost to the operator while finalizing the agreement. However, the operating and revenue risk are borne by the operator for the tenure of the contract. e) Private Participation in non-core activities: Some metro companies have been successful in involving private participation in the Automatic Fare Collection System leading to higher efficiencies and sharing of the cost by the private partner. Other such non-core activates should be explored for unbundling on PPP mode.

Cost + Fee Contract: The authority/ owner pays the operator a monthly/ annual payment for operations and maintenance of the system. The remuneration given could comprise of a fixed fee and a variable component, which would depend on the quality of service provided. The operating and revenue risk are borne by the authority. Gross Cost Contract: The operator is paid an agreed fixed sum for the duration of the contract. All risks related to operation and maintenance is borne by the operator and the revenue risk is assumed by the authority.

Options of Central Assistance for Metro Rail Projects i. The various options for central financial assistance for metro projects are as below: i. Public Private Partnership (PPP): Central financing for this model will be governed by the Viability Gap Funding (VGF) Scheme of Government of India or by any other guidelines issued or revised by Government of India from time to time.

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ii. Grant by the Central Government : Central Government will consider providing a grant of 10% of project cost, excluding private investment, cost of land, rehabilitation & resettlement and tax, to the state government for the construction of a metro rail project. The release of the grant may be indexed with the progress of the project. However, public private partnership in some form for implementation, operation & maintenance, fare collection or any other unbundled activities of the proposed metro rail project, wherever feasible, will be required. iii. Equity Sharing Model: a) In this model, projects will be taken up under equal ownership of Central and State Government concerned through equal sharing of equity. The formation of a jointly owned Special Purpose Vehicle (SPV) will be an essential feature of this model. As is the prevalent structure, the SPV will be managed by a Board of Directors. The Managing Director of the SPV will be a nominee of the State Government so appointed with the prior approval of the Central Government.

The ex-officio chairman of the SPV will be nominee of Government of India. b) In this model, public private partnership (PPP) in some form for implementation, operation & maintenance, fare collection or any other unbundled activities of the proposed metro rail project, wherever feasible, will be required. c) Government of India will provide financial support to metro rail projects in the form of equity and subordinate debt (for part of taxes), subject to an overall ceiling of 20% of the cost of the project excluding private investment, cost of land, rehabilitation and resettlement, after evaluating various parameters and as per extant practice and policies. iv. Government of India on its own may take up, after due consultation with the concerned state government(s), in the existing equity sharing model or any other funding pattern and institutional arrangement, those projects which are necessary for a city or metropolitan region development.

Metro Rail Network in India : 378.35 Km 217.9

42.3 Delhi

Bangalore

27.39

27.36

20.4

13.3

11.6

9.6

8.5

Kolkata

Chennai

Mumbai

Kochi

Gurgain

Jaipur

Lucknow

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Lucknow Metro : A new DIGINITY for Uttar Pradesh he â&#x20AC;&#x2DC;City of Tehzeebâ&#x20AC;&#x2122;, Lucknow offers a wide variety of things to the curious observer. It is an important centre of governance, administration, education, commerce, technology, culture, tourism, music and poetry. Over the five past years, Uttar Pradesh has witnessed stunning advancement in infrastructure development and technology. The state especially the capital city is witnessing a massive rise in the number of immigrants and therefore, mass rapid transit system is need of the hour.

In order to bring world-class infrastructure to the most populous state of India, Akhilesh Yadav, Chief Minister of UP took the first step towards bringing advanced metro transportation system to the state. With this vision, Lucknow Metro Rail Project an integrated mass public transport system was started in Lucknow. With a futuristic aim of connecting the length and breadth of this city, Lucknow Metro was conceptualised to make the entire public transportation system, a seamless one.

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BASIC FACTS: • Work for Phase 1A is started on September 27, 2014. • The metro has a trial run December 1, 2016 covering a distance of 8.5 km from Transport Nagar to Charbagh Metro Station. • This 8.5 km stretch is called the “Priority Corridor” and opened for public on September 5, 2017. • The trial run was piloted by two women operators Pratibha and Prachi Sharma. • Train maximum speed allowed : 80 kmph. • Capacity of a six coach metro train is to carry load of 1574 passengers. • Metroman E. Sreedharan is the Principal Advisor of Lucknow Metro Rail Project. • Train’s exterior is a tribute to the cultural richness of Lucknow city. • Exterior livery in golden colour is inspired by chikankari craftsmanship. • The front shape of train shows the spirit of the Roomi Gate, Bara-Imamabara and Asifi Masjid. • Blending of black color in front of the car is inspired from Hazratganj, Lucknow’s best known market place. TWO CORRIDORS • North-South Corridor (CCS Airport-Munshi Pulia) • East –West Corridor (Charbagh/ Lucknow Railway Station-Vasantkunj) North-South Corridor • Status : Approval by both the Central and State Governments. • Distance: 22.878 km. • No. of stations: 21 • Station names: CCS Airport, Amausi, Transport Nagar, Krishna Nagar, Singar Nagar, Alambagh, Alambagh Bus Stand, Mawaiya, Durgapuri, Charbagh / Lucknow

(Ex. CM Akhilesh Yadav flagged off the first trial run of Lucknow Metro, Photo Credit: LMRC)

Railway Station, Hussaingang, Sachiwalaya, Hazratganj, KD Singh Babu Stadium, Vishwavidyalaya, IT College Junction, Badshah Nagar, Lekhraj Market, Ram Sagar Mishra Nagar, Indra Nagar and Munshi Pulia. East-West Corridor • Status: Proposed in Detailed Project Report (DPR) of Lucknow Metro and yet to be approved. • Distance: 11.098 km. • No. of Stations: 12 • Station names: Charbagh / Lko. Railway Station, Gautam Buddha Marg, Aminabad, Pandey Ganj, Lucknow City Railway Station, Medical Chauraha, Nawajganj, Thakurganj, Balaganj, Sarfarazganj, Musabagh and Vasantkunj. LMRC, a Special Purpose Vehicle (SPV), is now jointly owned by the Government of India (GoI) and the Government of Uttar Pradesh (GoUP) after its clearance from the Public Investment Board (PIB) on 6th August, 2015. The Union Cabinet had also approved this project on 22nd December, 2015. The project is now being implemented under 50:50 Joint Venture (JV) model with equity participation from the Government of India (Gol) and the Government of Uttar Pradesh (GoUP).

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Priority Corridor The stretch from Transport Nagar to Charbagh under the North - South corridor has been selected as 'Priority Corridor'. The total length of this section is approximately 8.5 km. This stretch will have eight elevated stations namely Transport Nagar, Krishna Nagar, Singaar Nagar, Alambagh, Alambagh Bus Station, Mawaiya, Durgapuri and Charbagh. The expenditure for this section is estimated Rs. 2,000 crore.

Lucknow Metro has been ensuring an environmental friendly mass rapid transport for the public from the first day of its inception. Lucknow Metro is taking several energy conservation measures such as the use of regenerative braking in the trains which will result in saving of 30 to 35 per cent traction energy thereby resulting in reduction in emission of Green House Gases (GHG), use of 1% criteria for underground stations in the AC system for the stations, using Variable Voltage Variable Frequency (VVVF) drive for all lifts and escalators, provision of LED lights at stations, use of energy efficient equipment for Environmental Control System (ECS) and Tunnel Ventilation System (TVS) system for the underground station etc. Currently, 1.5 MW â&#x20AC;&#x201C; 2MW of electricity has been planned by Lucknow Metro to be used from the roof mounted photo voltaic cells of train stabling and inspection line sheds under the RESCO model. Because of all these novel measures, Lucknow Metro will be able to recover the entire cost of the project in 5 years.

(Photo Credit : Lucknow Metro)

Funding Pattern of LMRC The estimated cost of Rs. 6, 880 crore for the project is being funded by equity contribution from the Central Govt. and the State Govt. in equal proportion with an external loan of Rs. 3,502 crore provided by the European Investment Bank (EIB). Environmental initiatives LMRC has been ensuring from day one of its construction activity that its every endeavour is eco-friendly to keep the city green and lively.

Major Engineering Challenges during the construction of Priority Corridor At Mawaiya Railway Crossing, LMRC is carrying out its work for construction of a special balanced cantilever span of 255 meters (central span 105 meters; end spans of 75 meters each). This is one of the most challenging and a critical job which is being executed at a height of 21.5 meters above the ground level while surpassing over a Railway Crossing at a height of 15.2 meters from the ground level under extremely difficult situations in the middle of the main road traffic.

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At Awadh Rotary, Lucknow Metro has launched a 60 meter special steel span bridge crossing the rotary over a statue in the middle of the rotary. This bridge which has been built at a height of approximately 13 meters above the ground connects both the ends of the Metro viaduct to provide a special seamless connectivity for Metro train operation. It is one of the rarest feat achieved for any Metro project in the country. LMRC as 'Interim Consultant‘

towards its goal.

LMRC has been appointed as the 'Interim Consultant' of Kanpur & Varanasi Metro Rail Project by the State Government. Earlier, the Govt. of U.P. had nominated LMRC as Coordinator for preparation of DPR in four important cities namely Kanpur, Varanasi, Meerut and Agra.

• Best Metro Award for Innovative Designs: Lucknow Metro Rail Corporation (LMRC) has been recognised and awarded for ‘Best Metro Excellence in Innovative Designs’ in the 5th annual Metro Rail Summit-2016 in New Delhi, recently. The metro was awarded on the basis of innovation and addressing particular difficulties over the key perspectives like money, arrangement, portability, flagging, operations, control, security and upkeep.

Role Model for other Metros in UP

LMRC is now a role model for other Metros that shall be coming up in the city of Kanpur, Varanasi, Agra and Meerut in near future. Lucknow Metro has now ushered a revolution in bringing Mass Rapid Transit System in important cities of Uttar Pradesh. The Govt. of U.P. had nominated LMRC as coordinator for preparation of DPR for these four cities. The DPRs for all four metros namely Kanpur Metro, Varanasi Metro, Meerut Metro and Agra Metro have been submitted to the State Government. Award and Achievements Lucknow Metro has achieved many National and International recognition, honour and award in a very short span of time which shows its sincere efforts and dedication

• Gold Category IQS Award: The Lifeline of Lucknow has been awarded with International Quality Summit (IQS) Award-2016 for quality and excellence in the metro project execution. The award has been

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given under ‘Gold’ category. LMRC has passed 7 tenets of quality and these are: excellence, innovation, customer satisfaction, technology, leadership, strategic planning, and business results. The award carries a logo, trophy and IQS certificate.

symbol and mnemonic of Lucknow Metro along with the symbol of Lucknow Book Fair. So far, no other Metro in India has been honoured in such a prestigious way by the Indian Postal Department. Other mind-blowing features • Optimum Utilization of Resources: LMRC team have followed best practices to ensure that the metro construction work doesn’t pollute the environment. The loosened earth that came out of digging metro tunnel has been effectively used by irrigation department for strengthening the banks of rivers, widening of roads and levelling of earth in low lying areas.

• Dr. APJ Abdul Kalam Memorial Award : On 15th October, 2016, Shri Kumar Keshav, Managing Director, LMRC was awarded with the prestigious Dr. APJ Abdul Kalam Memorial Award on Innovation in Governance. This honour assumes much of significance to Lucknow Metro as it is the first Dr. APJ Abdul Kalam Memorial Award on Innovation in Governance and it has been bestowed to Lucknow Metro Rail Corporation (LMRC) among various other nominations from reputed organisations in the country. It is yet another achievement and public recognition for Lucknow Metro as the Corporation's sincere effort and dedication in innovation in governance and project completion is recognised in such a glorious way at the national level.

• Safe Ride with Ballastless Tracks: Ballastless tracks are an integral part of railway systems, which provide an elastic support to passengers and absorb major part of the noise created by passing wheels. LMRC have used these tracks and scissors ballastless crossing for the ease of people. • Superfast Washing Plant: An Automatic Train Washing Plant has been constructed inside the LMRC depot to ensure its timely cleaning. The cleaning system has a capacity of washing ten trains per hour.

• The Indian Postal Department honored Lucknow Metro during the Lucknow Book Fair, 2015 by releasing a special Indian Postal envelope cover bearing the logo,

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• Robust Tunnelling Plan: The tunnelling plan for Lucknow Metro has been prepared by world-renowned Australian designer of tunnel boring machines, Terratec. Terratec’s engineering team, with more than 40 years of experience have constructed an excellent tunnel for Lucknow Metro.

and can be integrated with 28 different agencies for passenger’s mobility needs within the city. With CMC, one can recharge and swipe it, to travel in any of the public transport vehicles in the city. This card can also be used in other metro systems being planned in cities such as Kanpur and Varanasi.

• Special Facility of Operations and Maintenance: All aspects of operation and maintenance like running of trains, use of lifts, escalators, lights, air conditioning, tunnel ventilation, signalling and telecommunication involve electrical energy utilization. LMRC has constructed 132/33/25 KV receiving sub-station at its Transport Nagar Train Depot. • Train sets by Alstom: French multinational Alstom manufactured metro trainsets and signalling solution for the Lucknow Metro. All the trains have been equipped with passenger information system for a high level of passenger comfort. • Centre of Excellence for Training: The LMRC Training Centre called the “Centre of Excellence for Training” (CoET) situated at Transport Nagar Metro Depot is the only one of its kind in Uttar Pradesh – imparting specialised training on Metro technology. The fresh recruits to LMRC are given rigorous training at this training centre. It is a role model for all other upcoming Metros in other important cities of the State like Kanpur, Varanasi, Meerut, Agra and Allahabad.

• Metro Man as a Principal Advisor: It is heartening to see that LMRC has an impressive brain bank in the form of EShreedharan and other reputed consultants. Upcoming corridors

An 11 km East-West corridor from Charbagh Railway station till Vasant Kunj, is nearing completion. This stretch includes 6.3 km underground network.

• Smart Travelling: Lucknowites will soon enjoy smart travelling with Lucknow Metro smart card. It’s a special card that serves as a ‘Common Mobility Card’ (CMC)

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Build Your Own Safe Braking Model : Safe Train Separation

Naeem Ali, P. Eng, Director & Principal Consultant CBTC Solutions Inc., Toronto, Canada,

uring my teenage years, my driving instructor taught me the three second rule; the minimum separation between my car and the car in front had to be three seconds. He drilled this rule into my head, but a rule for cars does not translate well when driving a fifty ton train at 60 km/h around a blind curve. Something a little more sophisticated is required. The equivalent guideline in the conventional signalling world is the “one block separation” rule; the distance separating two trains must be one block. This 150 year old practice ensures that if a train is tripped there is enough distance to stop the train.

However, over the past 30 years many transit authorities have moved away from conventional signalling and adapted CBTC technologies where the “one block separation” rule no longer applies (moving block). Trains now travel with a smaller separation between them, but how close can they operate and still maintain safety? The safe braking model is the method used to determine the minimum separation between trains. It’s defined by IEEE 1474.1 as: “An analytical representation of a train’s performance while decelerating to a complete stop, allowing for a combination

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of worst-case influencing factors and failure scenarios. A CBTC equipped train will stop in a distance equal to or less than that guaranteed by the safe braking model.” (IEEE CBTC standard 1474.1, section 3.1) That’s a mouth full. Translation: the safe braking model is the calculated distance to stop a train, under the worst case failure, without colliding with an obstacle in front. In appendix D of the same standard, IEEE provides a graphical illustration of a typical safe braking model (shown below). I’ll break down each element of this model and explain the rationale behind it.

Speed error

C A

Emergency Brake Curve

Speed

E Positional uncertainty

Positional uncertainty

ATP Speed Profile ATP Over speed Detection Curve

Distance

Limit of movement authority

Speed

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The first element of the safe braking model is the ATP speed profile curve which dictates the maximum speed the train is allowed to travel at. Itâ&#x20AC;&#x2122;s a curve dynamically built by the train borne unit based on the characteristics of the track (Curve or grade) and train (brake rate, jerk rate, EB rate etc.).

ATP Speed Profile

Distance Destination

Actual speed of the train

Speed

The train borne unit will try to maintain the train speed as close as possible to the ATP speed profile by commanding brakes if the actual speed of the train is above the curve and command propulsion (accelerate) if the speed is below the curve.

Train accelerates when below the speed profile curve

ATP Speed Profile

Train has exceeded the over speed detection curve and therefore emergency brakes will be applied

Distance

The train speed cannot stray too far away from the ATP speed profile curve because this means the train is travelling at a dangerous speed which may result in a derailment or possible collision. Therefore, the train borne unit must maintain the actual speed within a narrow band called the ATP Over Speed Detection Curve. This curve is usually 3 to 5 km/h above the ATP speed profile and if the speed crosses this threshold, the emergency brakes (EBs) are released.

Usually 3 to 5 km/h over the speed profile

Speed

Train brakes or coasts when above the speed profile curve

ATP Speed Profile ATP Over speed Detection Curve

Distance

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Speed error

C A

Emergency Brake Curve

Speed

E ATP Speed Profile

The fastest way to stop a train is to apply emergency brakes (EB). There is a finite distance the train will travel before coming to a stop and the emergency brake curve models this behaviour. The starting point for the EB curve is slightly above the point where the train speed crossed the over speed detection curve. This is to take into account the error emanating from the tachometer or speed sensor.

ATP Over speed Detection Curve

Distance If the train was travelling 65 km/h, the model assumes the train is travelling at 67 km/h when the over speed occurred.

To prevent the situation where the train is emergency braking while the propulsion unit is commanding effort (accelerating), the EB status is fed directly to the propulsion unit. This allows the propulsion unit to disable its output when the EB release command is sent by the train borne unit.

Segment A - Train Borne Unit Reaction Time – Segment A is the lag (due to hardware and software delays) before the train borne unit detects the over speed condition and issues the EB release command. In this segment, the model shows a rapid acceleration. This is based on the assumption that the propulsion unit failed at the moment the over speed occurred causing an uncontrolled acceleration (runaway propulsion). Since the EBs have not initiated, there is nothing to prevent the train from accelerating.

Segment C – Additional Time to Apply EBs – The time it takes to physically release the EBs to the moment the brakes are touching the axle is defined by segment C. Since the propulsion is disabled but the EBs are not touching the axle, the train is coasting (flat line) because there is no force to propel the train nor to stop it.

Segment B – Time to Disable Propulsion Unit after EBs Initiated – Segment B is the time it takes the propulsion unit to disable its output after the train borne unit sent the EB release command.

Segment D – Emergency Brake Build Up Time – The brakes are in contact with the axle but they are not applying full pressure. Segment D is the time it takes for the EBs

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to build up to 100% of its braking capability. The train is slowing down but not at the required GEBR (Guaranteed Emergency Brake Rate).

not the full braking capability of the EBs but an assumed reduced brake rate taking into account failures conditions such as seven axles out of eight have operational brakes.

Segment E â&#x20AC;&#x201C; Full Emergency Braking at GEBR â&#x20AC;&#x201C; The emergency brakes are fully engaged and the train is slowing rapidly. GEBR is the Guaranteed Emergency Brake Rate. This is

Under an absolute worst case scenario, the black train will stop where segment E ends but there are aspects of the blue train in front that must consider by the safe braking model as well.

Speed

Emergency Brake Curve

Due to positional uncertainty, the rear could be located here. This means there is a possibility the black train could collide with the blue train

Positional uncertainty Rear position as reported by the train

Distance If the blue train reported its rear position where segment E ends, the blue train would be considered safe from collision but this assumes the reported position is accurate. A position report cannot be taken at face

value because there is always uncertainty due to the resolution of the tachometer, accuracy of the placement of the beacons, wheel wear etc. The train may report it is located at chainage 300m but its actual location is chainage 297m.

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All train position reports have an inherent uncertainty (positional uncertainty) that must be included as part of the safe braking model, otherwise there is a possibility of a collision (see diagram in previous page).

Speed error

Therefore, the positional uncertainty added to segment E. This means if the rear of the blue train is located anywhere within this area, there is no possibility the black train will collide with it (see diagram below).

C A

Emergency Brake Curve

Speed

E Positional uncertainty

ATP Speed Profile ATP Over speed Detection Curve

Rear position as reported by the train

Distance The positional uncertain is a factor on the front and rear reported position. Therefore, the positional uncertainty must be applied to the front position of the black train as well.

the safe braking model. This analysis determines the minimum safety distance the trains must maintain at any point on the track.

This means, the safe braking model assumes the front of the train is further ahead than reported and this is the point where segment A of the EB curve begins. All of these elements, taken together, form

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Speed error

C A

Emergency Brake Curve

Speed

E Positional uncertainty

ATP Speed Profile

Positional uncertainty

ATP Over speed Detection Curve

Front position as reported by the train

Distance

Minimum Safety Distance

Safe Train Separation The safe braking model is a methodology to determine the safe separation between trains but, how is the model applied in a real world CBTC application? A simple example is the best way to understand. Train Borne Unit

Train Borne Unit

Wayside Unit

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Two trains are following each other, a black train and a blue train. Both trains report the front and rear position to the wayside unit through the radio.

Route

Positional Uncertainty

Train Borne Unit

Limit of movement authority (LMA)

Wayside Unit

When a route is requested for the black train, the wayside unit will add the positional uncertainty to the rear of the blue train, establishing the Limit of Movement Authority (LMA); this is the furthest the black train is permitted to travel.

Emergency brake curve

Positional Uncertainty

Train Borne Unit

Limit of movement authority (LMA)

Wayside Unit

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The LMA is transmitted to the black train through the radio network establishing a brick wall that cannot be crossed even under a worst case failure.

Speed Profile

Over Speed Curve

Emergency brake curve

The train borne unit will build the emergency brake curve from the LMA (brick wall) to its current position based on the speed and location of the train.

Positional Uncertainty

Train Borne Unit

Target Point Limit of Actual stopping movement point authority

Next, the train borne unit will build the over speed detection and speed profile curves that define the target point the train must stop at.

Wayside Unit

About the Author Naeem Ali is CBTC specialist working with CBTC technologies for 15+ years. He has deployed 7 CBTC projects around world including Jacksonville Monorail, Newark Airport People Mover, Las Vegas Monorail, Busan Gimhae Monorail in South Korea, Makkah Metro in Saudi Arabia, Singapore NSEW and he is currently providing CBTC consulting services to Toronto Transit Commission (TTC)YUS line. Naeem works as an independent consultant providing CBTC expertise.You can follow his blog at www.CBTCSolutions.ca

The black train will follow the speed profile to the target point. If the train experiences an over speed condition, the train will emergency brake to a stop before the LMA.

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Mumbai Metro: Windfall for EPC, Systems and Rolling Stock sectors

he scope of the Mumbai Metro programme has broadened significantly and the current master plan envisages a network spanning about 200kms. This work, probably the largest and amongst the fastest metro rail expansion programme in the world currently, provides opportunities to sectors like construction, systems contracts and wagons, says a research report.

In a note, Edelweiss Securities Ltd, says, "Rising spending on metro rail dovetails with our thesis of capex recovery led by public sector. With about Rs20,000 crore of civil construction contracts already awarded in 2016, near-term opportunity of around Rs4,500 crore and potential Rs5,500-6,000 crore orders for future lines, metro rail is a boon for engineering, procurement and construction (EPC) players like Larsen & Toubro (L&T), NCC Ltd, J Kumar Infraprojects Ltd (JKIL), Simplex Infrastructures and Texmaco Rail. With about Rs18,000 crore systems and rolling stock opportunity over CY2017 to CY2018 and government's recent directive to priorities domestic procurement in metro projects, ABB, Voltas and Siemens for systems contracts and Titagarh Wagons and BEML (erstwhile Bharat Earth Movers Ltd) for rolling stock works are likely to benefit."

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are essentially catered to by engineering and capital goods companies. The systems works are typically awarded 6-12 months after the civil construction contracts. Consequently, for projects which saw award of EPC contracts in 2016, like Line 2, Line 3 and Line 7, the process of awarding systems contracts is currently underway.

As per Edelweiss, civil construction forms the largest chunk of the metro project. Civil contracts, which involve tunnelling or other structural work, are complex and hence face minimal competition. As a result, margins in these contracts are higher, at about 12-15%, compared to the usual 10% in construction contracts. Stations and depots are more of ‘building’ contracts and hence fetch lower margins. "In our view, more than margins, the benefit of undertaking metro projects lies in the relatively better working capital cycle for these projects. With funding secured (from government and multilateral agencies), agencies which develop metro projects generally pay contractors on time and have better payment terms. As a result, return on capital employed (RoCE) for contractors is higher compared to the construction projects in other segments where the payment cycles are longer," it added.

‘Make in India’ boost in metro space The government recently mandated that 25% of critical equipment and sub-systems in metro projects will be produced in the country. The government has also stipulated procurement of nine types of signalling equipment from within the country. The government intends to ensure that Indian companies are associated with the production of a wide-range of signalling and train control project equipment. Similarly, indigenisation of several metro functions has also been suggested. These include communication systems, managing operational disturbances, time-table preparation, fault reporting, control traction power, maintenance, infrastructure supervision, and rolling stock management. "We believe these steps will ensure that opportunities for domestic companies remain rampant going ahead," Edelweiss says.

Apart from civil construction, the other major component in the development of a metro network is the systems work. This includes signalling and communication systems, power transmission, track laying, baggage handling system, automation control systems and fare collection systems. These

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According to the report, while Line 1 of Mumbai Metro is operational (11km), Lines 2A, 3 and 7, (together about 68kms) which were awarded last year, are under construction. In addition, the Mumbai Metropolitan Region Development Authority (MMRDA) expects to award civil construction contracts worth Rs4,500 crore for Lines 2B and 4 (spanning around 56kms) over the next one month. The systems and rolling stock contracts for Line 3 (worth about Rs4,000 crore), Line 2A, 2B and 7 (around Rs10,000 crore) and Line 4 (about Rs4,000 crore) are expected to be awarded over the next year. MMRDA has set 2021 as project completion target, which will take the overall operational length to about 135kms.

Dahisar and Andheri, may be extended to Mumbai International Airport at one end and Mira Road-Bhayander at the other. We expect work on these corridors, stretching about 65kms, to start over the next couple of years," Edelweiss says. Plans for the metro network were laid out in the 1990s with the initial master plan for Mumbai Metro drawn up by Delhi Metro Rail Corporation Ltd (DMRC) unveiled in 2004. Over the years, this master plan has seen multiple iterations. The original master plan, prepared by DMRC, envisaged development of a metro rail network spanning about 145kms, of which 32kms was to be underground.

Apart from these corridors, the Maharashtra state government is expected to approve two new routesâ&#x20AC;&#x201D;Line 5 (24km, worth about Rs8,400 crore) and Line 6 (14km, around Rs6,700 crore)â&#x20AC;&#x201D;soon. "In addition, plans to extend some of the existing lines are under consideration. For e.g., Line 7, which currently runs between

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Over the years, the master plan has undergone various modifications. In fact, even now, new lines are being added

and multiple options for further expansion are being considered. The master plan, as it stands today, is given below:

Comparison of metro networks across the world

years, construction of about 125kms metro lines is being targeted in Mumbai.

While Mumbai is quite late compared to other global major cities as far as development of a metro rail network is concerned, the scale and speed of the network envisaged is astonishing, Edelweiss says. Over the next four-five

"This is amongst the fastest rate of metro network development compared with other major cities across the globe. It is, in fact, at par with the pace witnessed in some major cities in China, reputed for tremendous execution speed," it added.

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Line 2: Dahisar–Andheri–Mankhurd

Line 2 is an under construction metro line in Mumbai which connects Dahisar with Mankhurd. The line is being built in 2 phases – 2A and 2B. While Line 2A stretches from Dahisar to DN Nagar (Andheri), Line 2B spans the stretch from D N Nagar to Mankhurd via Bandra.

The systems and rolling stock contracts for Lines 2A and 2B will be awarded along with Line 7. The total cost of the systems and rolling stock contracts is estimated to be Rs10,000 crore. MMRDA has already started the bidding process and expects to award these contracts over the next two-three quarters. Line 3: Colaba – Bandra – SEEPZ

Both Line 2A and Line 2B are proposed to be funded through assistance from the Asian Development Bank (ADB) with the balance amount being contributed by MMRDA and the state government. The civil construction work for Line 2A was awarded in mid-2016. Work on the line began in November 2016, and is targeted to be completed in 2019.

For Line 2B, bids have been invited for civil construction. MMRDA expects to award civil construction contracts worth Rs1,800 crore over the next one month. Edelweiss says it expects work to start post monsoons with MMRDA targeting to complete this stretch by 2021.

Line 3, being implemented by Mumbai Metro Rail Corporation (MMRCL), is a 33.5kms long underground metro project connecting Colaba to SEEPZ. Boasting of 26 underground and one-at-grade stations, this line is estimated to cost about Rs23,100 crore. The Japanese International Cooperation Agency (JICA) is funding the project by way of a soft loan of Rs13,240 crore, with the balance funding coming from central and state governments, property development

As per MMRDA, companies interested in package 1 of Line 2B are Larsen & Toubro, Afcons, ITD Cementation and GHEC-RCC-JV-China. For two packages in Line 2B NCC, JMC Projects, JKIL, CHEC-TPL and Simplex Infra have applied, while the Reliance-RdE joint venture (JV) is in fray for three packages.

and other stakeholders (like Mumbai Airport developed by GVK). JICA is funding 60% civil and 100% systems contracts. The cost of JICA’s soft loan is 1.4%.

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MMRC had awarded civil construction contract for 7 packages worth Rs18,100 crore in July 2016. As per Edelweiss' recent visit, utility shifting is in progress at various work sites. The soil testing work is well in progress and the tunnelling work is expected to commence by year-end. The process of awarding the systems and rolling stock contracts is already underway. While the rolling stock contract (comprising 210 coaches) is estimated at Rs1,800-Rs2,000 crore, the system contract amounts to around Rs2,000 crore. As per Edelweiss, MMRC expects to award these contracts by Q1CY18. Line 4: Wadala – Ghatkopar – Mulund – Teen Hath Naka – Kasarvadavali Line 4 is a proposed fully elevated metro line which will connect Wadala with Thane. The 32kms line will have 32 stations from Wadala to Kasarvadavli and is estimated to cost Rs14,500 crore.

As per news reports, the project will be funded through loans of about Rs3,900 crore, while MMRDA and the Maharashtra state government will contribute around Rs6,900 and Rs3,700 crore, respectively.

which are interested in 1 package are JKIL and ITD Cementation. While players like Afcons, NCC and JMC Projects have applied for two packages, Reliance-RdE JV and CHEC-TPL have applied for three packages in the Metro-4 corridor. The total cost of the systems and rolling stock contracts for Line 4 is estimated to be about Rs4,000 crore and is expected to be awarded over next couple of years, the research note says. Line 7: Dahisar (E) – Andheri (E) Line 7 is about 16kms long elevated metro stretch connecting Andheri (E) to Dahisar (E). The estimated project cost is around Rs6,200 crore. The project is proposed to be partially funded by the Asian Development Bank (ADB), with the balance being contributed by MMRDA and the Maharashtra state government. MMRDA had awarded the civil construction contracts for three packages worth around Rs960 crore in May 2016. Work on the project began in August 2016 and is targeted to be completed by 2019. As per Edelweiss' recent site visit, work on these stretches is in full swing with U-girders already being erected.

As far as civil construction work is concerned, the bidding process is already underway. MMRDA expects to award 5 EPC contracts worth Rs2,700 crore over the next one month. Edelweiss says it expects work to start post monsoons with MMRDA targeting to complete this stretch by 2021.

Edelweiss says the rolling stock and system contracts for Line 2A, Line 2B and Line 7 amounts to about Rs10,000 crore. Bid documents for the rolling stock contracts for Line 7 are ready and MMRDA expects awarding to be completed over next two-three quarters.

As per MMRDA, L&T has shown interest in all the 5 packages of Line 4. Companies

According to the research report, government has plans to build a metro

the

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

network of about 200kms in Mumbai and with this target in mind, has planned many other corridors. Some of the prominent among the corridors are: Line 5 – This is a proposed elevated line spanning the Thane-Bhiwandi-Kalyan corridor. This is expected to be about 24kms long stretch and will cost Rs.8,400 crore. The line will have 17 stations. Tenders for carrying out detailed survey and preparation of site plans have already been invited. The project is currently awaiting the state government’s approval, post which the bidding process will begin. Line 6 – This is a proposed elevated line spanning the Lokhandwala-JogeshwariVikhroli Kanjurmarg corridor. This 14.5kms long line will cost Rs6,700 crore. The line will have 13 stations. Like Line 5, this project is also currently awaiting state government approval, post which the bidding process will commence. Extension of existing projects: Apart from the two lines mentioned above, MMRDA is also contemplating extension of existing lines. For instance, Line 7, which would connect Dahisar to Andheri may be extended to Mumbai International Airport (Terminal 2) at one end and Mira RoadBhayander at the other. Extension of Line 7 on the North end to Mira-Bhayandar is estimated to be around 13.5kms long. "This line, which may be called Line 10, is expected to cost around Rs6500 crore. Similarly, the extension at the South end to Mumbai Airport is 3.5kms long and may cost Rs2,000 crore. Line 4, which ends at Wadala currently, may also get extended to GPO (to connect Thane to South Mumbai). This

might be an 8km long link with an expenditure of Rs300 crore per km for the extended route. We believe MMRDA will take up these extensions once it is through with the lines, which have already been approved. Consequently, we expect work on these projects, spanning about 65kms to start over next couple of years," Edelweiss says. Analysis of project: Just mull over the costs in Mumbai: Colaba-Bandra (Underground) cost is about Rs.690 crores per km. Underground costs are prohibitive. • Wadala –Kasarvadavali 32 km cost is Rs. 453 crores per km. • Dahisar (E) – Andheri (E) 16km cost is Rs. 390 per km. • Thane-Kalyan 24 km elevated cost is 350 crores per km. • Lokhandwala- Kanjurmarg 14.5 km 6700 crores @ of Rs. 463 crores per km. • South End to Mumbai airport 3.5 km cost is Rs. 2000 crores @ Rs. 571 per km. If Pune Pilot BRTS had succeeded, we would not have seen this kind of Metro proliferation at such expensive per km costs. Unfortunately, even now the authorities and many of us have not realised the criticality of doing prefeasibility, feasibility and making a DPR for BRTs. We apply our energies to re-write instructions for which IRC codes exist. We tend to coin words such as "mixed BRTS" to justify our lack of planning. We tend to take BRTS for granted because the costs are low and then mess it up. When are we going to learn from our mistakes? Actually, we learn from history that we do not learn from history!

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

The real IoT – Internet of Trains

- S. K. Srivastava Member Governing Council Institute of Metro & Rail Technology, Hyderabad

oT is the latest buzzword globally. Everyone seems to be talking about this and everything seems to be somehow linked to IoT. Rail sector has been one of the earliest users of this technology albeit not called by this name. Safe running of trains has always depended on efficient communication or data transfer between Machine 2 Machine. The Internet of Things (IoT) enables metros, passenger and freight services to use sensors, Machine2Machine learning, Big Data analytics, cloud computing and other technology to gather and analyse information from a wide variety of sources and data streams with faster speeds, accuracy and decreased cost of analysing this data. It is getting cheaper and easier to now use IoT to help drive efficiencies,

better manage operations and potentially offer new passenger focussed services. The interventions are not just limited to IT but are making impact in engineering, maintenance, signalling, communications, ticketing and on-board experience. The fabric of the rail network starts to communicate with itself in a similar way to how the human population interacts via social networking, and also communicates with the human population via the same social networking tools they already use – so a train could tweet passengers to tell them it will be 5 minutes late at their station. “Internet Of Trains is a Social network of the various systems”

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Scalable systems No one will dispute that having the ability to monitor something will produce a benefit – normally the question is whether the cost of monitoring is justified by the benefit it produces. Historically, monitoring projects have been considered in isolation, resulting in ‘silo’ systems installed as specific solutions to a particular monitoring problem where the cost/benefit analysis has justified the investment. No consideration is typically given to whether the infrastructure provided by these systems can be reused to provide monitoring for other devices, and so the cost of entry to provide monitoring of new devices is often prohibitive.

and for their data to be made available to new, often unforeseen, applications, processes and stakeholders. All of this becomes possible with IoT. Legacy infrastructure is gradually being replaced by train management systems in which trains become interconnected communication hubs, transmitting data among themselves and to network control centers and receiving instructions from control centers. Machine-to-machine communication, with some help from the cloud, enables operators to use equipment, tracks and stations more efficiently while dramatically reducing safety risks. IoT opportunities in metro systems • An intuitive journey: A journey planner application could recommend the fastest or most comfortable current trip, considering road traffic conditions to

These concepts indicate that a single architecture can be deployed and then be accessed by multiple devices and systems, reducing the cost of monitoring new devices and extending their usefulness. The communications technology used (and therefore the communications cost) can be optimised for each individual class of device. The incremental cost of adding a new class of device can often be measured in pence per device per month, allowing a huge number of currently unmonitored assets to be included,

reach the station, live train times, available car parking capacities, passenger rush, etc. Passengers would be able to make informed choices about what would provide them with the best experience according to their personal circumstances. For example, is it more important to have the shortest journey time or get a guaranteed seat? The inclusion of historic data would enable evaluation for current trips as well as for future trips in a predictive way, based upon what is normal for the planned travel day and time.

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• Add your train to your social network: Social networking apps could be used in conjunction with passenger load information from trains to help spread demand peaks. Sharing the same information on the train could enable a more even distribution of passengers within the carriages, potentially allowing standing passengers to find a seat. • Intuitive cameras: Intelligent closed-circuit TV cameras would not only provide a record of events in case of an incident, they would actively provide real-time alarms for potential problems, allowing for more timely intervention responses and potentially reducing service outages. • Predictive maintenance: Information about categorization of faults could be analyzed across multiple assets, even multiple operators, to spot trends and identify areas for preventative maintenance. Predictive and preventive maintenance could dramatically increase the percentage of times a train is in use, rather than sitting in a maintenance or repair shop, and also improve passenger experience and safety. Safety tops the list: Safety is, of course, a primary element of IoT applications and solutions when it comes to train management. One of the safety use case is on-board train location and detection systems that enable trains to be “aware” of the positions of other trains. This reduces the risk of collisions while allowing trains to operate safely in close proximity to one another. Speed monitoring and control is another important safety application. Systems have been developed that can display train velocity for drivers and report speeds back to central control systems. On-board monitoring systems are interconnected with outdoor signalling systems that can regulate train speeds, or

even remotely command trains to stop based on track conditions, the positions of switches, the presence of other trains on the track and other factors. , there are three major systems within railroads that will significantly benefit from automation and the IoT : Signaling systems control the movement of a train by remotely adjusting train speed and braking. More traditional signaling systems are based on radio-frequency identification along the train track, but wireless train to ground signaling is getting more and more common in both railroad and metro systems. Most of the new rail systems are equipped with European Train Control System level 2, which is a signaling standard that requires constant radio communication between the train and the group.

Interlocking avoids conflicting movements on the tracks at junctions and crossings by using red and green light signals. The interlocking system works in conjunction with the signaling system to prevent a train from getting a signal to proceed if the route is proven to be unsafe. The IoT can further improve the system’s level of automation and its integration with the signaling system. Level crossings control is the third system that impacts safety on railroads. IoT can help decrease those statistics by deploying cameras and sensors for increased safety. A digital revolution that has now become the mainstream. All sectors of the industry are eagerly and progressively tapping into the potential of this digital revolution, Railways and metros are well placed to reap the exponential benefits that these systems bring and open up great opportunities to bring in a big change.

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

LIVE TENDER NOTICES Company Name & Location

Description of Work

Tender Cost (INR)

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for Empanelment of Agencies for providing Safety, Health &Environment (SHE) related services to contractors undertaking construction work for DMRC project activities.

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for the scope â&#x20AC;&#x153;Supply, Installation, Testing & Commissioning Of E&M, Fire Detection, Fire Suppression, EOT Crane, Compressor And VAC System for extension work in Najafgarh Depot of Delhi MRTS Project Phase- III, Contract CE-22

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for Five Year Comprehensive Annual Maintenance Contract (CAMC) of Environmental Control Systems (Electrical, Mechanical, RO Plant & BMS) for 09 Underground Metro Stations of Line-2 (i.e. Udyog Bhawan, Race Course, Jor Bagh, INA, AIIMS, Green Park, Hauz Khas, Malviya Nagar & Saket ) and 04 Underground Metro Stations of Line-6 (i.e. Central Secretariat, Khan Market, Jawahar Lal Nehru Stadium & Jangpura ) of Delhi Metro Rail Corporation Ltd.

Closing Date 06.10.2017

9.27 Crore

09.10.2017

10.10.2017

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

Company Name & Location

Description of Work

Tender Cost (INR)

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for replacement of Split ACs with VRV/VRF units at 05Metro Stations (Pragati Maidan, Indraprastha, R.K.Ashram and Jhandewalan and Karol Bagh) of Line-3

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for Construction and development of Parking at stations and miscellaneous works at Noida-Greater Noida Metro Corridor and Depot.

39.94 Crore

23.10.2017

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for “Contract CE/UD/T-47: Supply, installation, testing & commissioning for shifting / modification of balance work of Electrical Utilities, 11kV & LT Lines, Substations, Street Light Poles etc. infringing various sections of Delhi MRTS Phase-III.

1.82 Crore

28.10.2017

Delhi Metro Rail Corporation Ltd, New Delhi, India

NIT for combining of Station Control Rooms at AZU, NSHP, LJPN, KDDM, WC, JPW, HKS,KJMD and BCGN stations of DMRC.

Delhi Metro Rail Corporation Ltd, New Delhi, India

Inviting Expressions of Interest (EOI) for Implementation of EMV and RUPAY based Open Loop Ticketing in DMRC including Comprehensive Maintenance of AFC system of Phase I, II, and III stations.

NIL

10.11.2017

Mumbai Metro Rail Corporation Ltd., Mumbai, India

NIT for ”Design, Manufacture, Supply, Installation, Testing and Commissioning of E&M works comprising of Electrical Sub Stations with HT and LT works, Ventilation and Air Conditioning Systems (VAC), Fire Detection Systems, Fire Suppression (Fire Fighting) Systems, Building Management System (BMS), EOT cranes, AirCompressors including compressed air piping works and Plumbing Pumps for the Depot Buildings including OCC and at grade Aarey Station for “Mumbai Metro Line -3”

69.67 Crore

02.11.2017

Closing Date 12.10.2017

28.10.2017

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Official Media Partner

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

UPCOMING EVENTS Event Date

Event Name

Location

Sept. 18, 2017

Future Rail Infrastructure 2017

LONDON, United Kingdom

Sept. 20, 2017

UK Rail Industry Forum

LONDON, United Kingdom

Sept. 22-25, 2017

6th Rail Engineering & Maintenance Summit 2017

SINGAPORE

Oct. 10-12, 2017

InnoRail 2017

BUDAPEST, Hungary

Oct. 11-13, 2017

12th IREE 2017

NEW DELHI, India

Oct. 11-13, 2017

3rd Urban Mass Transit Expo 2017

NEW DELHI, India

Nov. 13-15, 2017

World Rail Festival 2017

AMSTERDAM, The Netherlands

Nov. 20, 2017

FICCI Smart Mobility Conference

NEW DELHI, India

Dec. 7-8, 2017

2nd Annual Future Rail India Summit 2017

NEW DELHI, India

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

Metro Rail Job Openings Organization & Location

Position Name

Last Date

Bangalore Metro Rail Corporation Ltd., Bangaluru, India

• • • •

Programmer (ERP) – 01 post Programmer (IT) – 01 post System Analyst (ERP) – 01 post System Analyst (IT) – 01 post

20.09.2017

National High Speed Rail Corporation Ltd., New Delhi, India

• • • • • •

Sr. Manager (Construction/Civil) – 03 posts Sr. Manager (Contract) – 01 post Sr. Manager (Planning) – 01 post General Manager (Design) – 01 post Principal – 01 post Dy. General Manager (SHE) – 01 post

29.09.2017

METRO RAIL NEWS | September 2017 | WWW.METRORAILNEWS.IN

Organization & Location

Position Name

Last Date

National High Speed Rail Corporation Ltd., New Delhi, India

• • • • • • • •

Manager (HR) – 01 post Sr. Manager (Operation & General Admin.) – 01 post Sr. Manager (Electrical) – 03 posts Manager (Signal Design) – 01 post Executive Director (Planning) – 01 post Manager (Electrical) – 01 post Manager (Finance) – 01 post Dy. General Manager (System) – 01 post

29.09.2017

RITES Ltd., Gurgaon, India

• • • • • • • • • • • • • • • •

Assistant Manager (E&S) – 01 post Assistant Manager (Logistics) – 01 post Assistant Manager (Mechanical) – 10 post Engineer (Mechanical) – 25 posts Assistant Manager (Electrical) – 05 posts Engineer (Electrical) – 10 posts Dy. General Manager (Company Secretary) – 01 post Assistant Manager (Company Secretary) – 02 posts Dy. General Manager (Civil) – 02 posts Manager (Civil) – 02 posts Dy. General Manager (Electrical) – 02 posts Manager (Electrical) – 02 posts Dy. General Manager (S&T) – 02 posts Manager (S&T) – 02 posts Engineer (Mechanical) – 08 posts Engineer (Electrical) – 13 posts

13.10.2017

Delhi Metro Rail Corporation Ltd., New Delhi, India

• • • • •

Claim Commissioner – 01 post Dy. General Manager (Finance) – 01 post Assistant Manager (Finance) – 01 post Account Assistants – 03 posts Senior Section Engineers (Rolling Stock) – 10 posts

18.10.2017

16.10.2017

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