Cw india july15 by shyama@asappmedia.com

July 2015 • Vol.17 No.10

www.ConstructionWorld.in

• Sobha Turquoise, Coimbatore receives IGBC Green Homes Platinum rating...132 • Saint-Gobain launches Housing Innovation Challenge...134

Best Realty Firms to Work For

Swachh Bharat Abhiyan...80

PRIDE

FAIRNESS

CREDIBILITY

Lubricants...106

RESPECT

Tyre...94

CAMARADEIRE

` 150

July 2015 Construction World

115

Best Realty Firms to Work For...115

Introducing Equipment Apps...74

Interviews: Malaysia Consul General; PNC Infratech; Municipal Corporation of Greater Mumbai; Mantri Developers; BASF; Godrej & Boyce; Turner International LLC...72,110,90,100,92,102,70

“The

SMART CITIES CHALLENGE...”

Union Urban Development Minister Venkaiah Naidu

The Urban Ministry plans to build 100 smart cities and roll out opportunities worth `400,000 crore over the next ﬁve years, and more...44

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CO N T E N T S

44 58

Cover Story THE SMART CITIES CHALLENGE Managing the high level of urbanisation has made it imperative for the government to resort to smart concepts and solutions.

‘MAKE IN METRO’ Considering the support these can lend to India’s future smart cities, CW takes a look at factors to help execute these projects successfully.

94 74 110

1 106 94 74 NEW

Construction World d July 2015

LUBRICANTS Greater brand and product awareness would help grow the Indian lube market. TYRES Good times lie ahead for tyre makers in India indeed, great times if the Government comes down heavily on tyre imports. Equipment Apps DRILL AND BLAST This inaugural column that presents case studies of construction methods and showcases applicationcentric equipment deployed for the same, focuses on the drill blast method of tunnelling in consultation with HCC Ltd.

Trade Talk “WE NOW HAVE PROJECTS AMOUNTING TO US$ 721 MILLION IN INDIA.” Eldeen Husaini Mohd Hashim, Consul General, Consulate General of Malaysia, elaborates on Indo-Malaysian bilateral relations and more.

110

On Contract “MAJORITY OF OUR PROJECTS ARE FROM THE ROAD AND AIRPORT RUNWAY SECTORS.” Yogesh Kumar Jain, Managing Director, PNC Infratech Ltd, shares more on the IPO and the company’s strategies.

90 4

Features SWACHH BHARAT ABHIYAN The much touted ‘Abhiyan’ of the Centre, Swachh Bharat has hit its ﬁrst roadblock: a funding block. This has given rise to speculation regarding the feasibility of the mission

Civic sense “MCGM HAS UNDERTAKEN MANY INITIATIVES FOR THE SWACHH BHARAT ABHIYAN.” Pallavi Darade, Additional Municipal Commissioner, Municipal Corporation of Greater Mumbai, on the corporation’s initiatives to implement the mission.

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CO N T E N T S 100 66

Women in Construction “THE MARKET IS STEADY AND GROWING TOWARDS HIGH QUALITY AND TIMELY DELIVERY.” Snehal Mantri, Director-Marketing & HR, Mantri Developers Pvt Ltd elaborates upon her journey and current role in the real estate sector. Special Project CONNECTING THE PINK CITY Jaipur Metro makes transportation easier in a city with the lowest share of public transport.

112

Legal Zone SMOOTH SEAS AHEAD? Ramesh K Vaidyanathan, Managing Partner and Arvind Ravindranath, Associate of Advaya Legal, take a closer look, on India’s port infrastructure.

Interactions “INDIA IS ONE OF THE BIGGEST OPPORTUNITIES WE HAVE.” - Ralf A Spettmann, President, Construction Chemicals, BASF, shares more on the trends and opportunities in India.

102 70 68

“PRODUCT LAUNCHES ARE AN ONGOING INITIATIVE FOR US.” Shyam Motwani, Executive Vice President & Business Head, Godrej & Boyce Mfg Co Ltd, speaks on the MEC-3 launch and the company’s innovative offerings.

116 132

Event Report MAKE IN STEEL 2015

10 12 14 16 18 28 32 40 42

Index Desk Letters News & Events Project Update Power Update Transport Update Cement Update Equipment Update

136 148 150 152 154 155

Executive Proﬁle Diary Tenders Product Parade Contracts Awarded Building Material Prices 1158 Advertisers’ Index 162 Newsmakers

In the August issue, Look out for! Cover Story: Top Challengers Features: • Tiles & Flooring • Cranes • Scaffolding & Formwork

Construction World July 2015

Cover Story BEST REALTY FIRMS TO WORK FOR! A study conducted by the Great Place To Work® Institute in the real estate industry showcases the ﬁve great workplaces in the sector.

“WE ARE EXPANDING TO INCLUDE GOVERNMENT PROJECTS LIKE SMART CITIES.” Abrar Sheriff, President & CEO, Turner International LLC, speaks to CW on Turner International’s work, projects and global solutions.

IN THIS ISSUE

115

CW PROPERTY TODAY...

131 128 134

Special Project-Green ENERGY-FRIENDLY HOMES Sobha Turquoise, a residential project in Vedapatti, Coimbatore, recently received a Platinum rating from IGBC Green Homes. Event Report SAINT-GOBAIN Saint-Gobain extends its commitment to sustainable homes with the launch of Housing Innovation Challenge on World Environment Day

125 REAL ESTATE UPDATE 126 122 129 PROPERTY RATES 68

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FINDEX This service is provided by CW for easy reference of organisations and individuals reported in this issue. Organisations AAI ....................................................... 32 ABG Shipyard........................................ 36 ACC ..................................................... 40 Adani Enterprises................................... 28 Advaya Legal........................................ 112 Alstom ................................................... 36 Ambience ............................................ 126 AMRUT ........................................ 50, 162 Anchor Electricals................................ 155 Apollo Tyres ........................................... 95 Ashiana Housing.................................. 126 Assetz Property Group ......................... 126 Attero .................................................... 84 BARSYL ............................................... 58 BASF..................................................... 92 BHEL.................................................... 30 Biome Solutions .................................... 84 BMM Cements ..................................... 40 Bombardier Transportation .................... 62 Brigade Enterprises .............................. 119 BTBP .................................................. 126 Builder’s Association of India.................. 18 CASE India ........................................... 96

Construction World July 2015

CEAT.................................................... 94 Chartered Housing .............................. 126 Chennai Corporation ............................ 38 China Railway Rolling Stock Corp ....... 37 CISCO.................................................. 48 Cochin International Airport ................. 32 Cochin Shipyard .................................... 36 Consulate General of Malaysia ............... 72 Crane Rental Corporation..................... 42 CREDAI ............................................. 126 CSR India ............................................. 82 Dalmia Cement (Bharat) ........................ 40 Elle Green Lighting .............................. 54 Embassy Group.................................... 120 ENRG ................................................ 155 ESS ....................................................... 82 Essar Group ........................................... 28 Essar Oil UK ......................................... 18 Essar Power.......................................28, 30 Excelize ................................................. 53 Faiveley Transport Rail Technologies ...... 62 Fitch Ratings ....................................... 128 Flextronics ............................................. 24 Frost & Sullivan .............................. 95, 108

Gaia Smart City .................................... 50 Gannavaram Airport .............................. 32 Geeta Aluminium ................................ 136 Gera Developments ............................. 126 GIFT City ............................................. 48 GMR Airport Developers ...................... 32 Godrej & Boyce Mfg Co ..................... 102 Godrej Properties................................. 121 Government of Andhra Pradesh ............. 20 Government of Bihar ............................. 32 Government of India ........................38, 68 Government of Jammu & Kashmir ........ 38 Government of Kerala .......................... 36 Government of Madhya Pradesh ........... 24 Government of Maharashtra............ 68, 128 Government of Netherlands ................. 24 Government of West Bengal .................. 24 Greatship (India) .................................... 36 Gujarat Alkalies and Chemicals .............. 18 Gulf Haulage Heavy Lift ........................ 42 GVK Power & Infrastructure ................. 32 HCC ..................................................... 74 Herrenknecht India .............................. 64 Honeywell ............................................. 50 HP India Sales ....................................... 50 Hyundai Rotem .................................... 42 Indian Oil Corporation ......................... 28 Indian Railways ..................................... 37 Indore Development Authority ....... 38, 126 Infrovate Consulting and Solutions......... 54 ISRO..................................................... 37 Jaipur Metro Rail Corporation .............. 66 JCB ....................................................... 42 JICA ...................................................... 38 Jindal Architecture ................................. 82 Jindal Steel and Power............................ 20 JK Tyre & Industries............................... 95 JSW Steel .............................................. 68 Kempegowda International Airport ........ 32 Kerneos India ........................................ 40 Keys Hotels & Resorts ......................... 128 KIOCL ................................................. 20 Kobelco ................................................. 42 Kolkata Municipal Corporation ............. 20 Kolkata Port Trust .................................. 36 L&T Metro Rail (Hyderabad) ............... 58 Lalitpur Power Generation Company ..... 30 Larsen & Toubro .................................. 128 Liebherr India........................................ 42 Lodha Developers ................................ 126 Lodha Group ....................................... 122 Magnetic Autocontrol .......................... 136 Mahanadi Coalﬁelds .............................. 24 Mahindra Holidays and Resorts ........... 128

THE OSCARS OF CONSTRUCTION INDUSTRY ARE BACK

16th October 2015 | Mumbai

The awards are being held for 13th year in a row, and winners will be felicitated in the presence of luminaries from the construction industry, bankers, bureaucrats, technocrats and the government. Award categories: Construction, Building Materials, Construction, Equipment and Indiaâ&#x20AC;&#x2122;s Top Challengers ENTRY BY INVITATION ONLY. TO REGISTER FOR ATTENDING VISIT:

www.ASAPPconferences.com/CWawards For more information Please contact Saraswati Jeni, +91 22 24193000 editorial@ASAPPmedia.com

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FINDEX Mahindra Lifespace Developers ............ 124 Malabar Cements ................................... 40 Mangalore Reﬁnery and Petrochemicals 20 Mantri Developers ............................... 100 MB Power Madhya Pradesh ................... 28 Michelin India ....................................... 96 Ministry of Civil Aviation ...................... 32 Ministry of Housing and Urban Poverty Alleviation .................... 128 Mumbai Metro One .............................. 58 Municipal Corporation of Greater Mumbai .................................... 90 National Aluminium Company ............. 18 National Buildings Construction Corporation ............ 128, 162 National Solid Waste Association of India ............................... 84 Naya Raipur Development Authority .... 53 NetApp India ........................................ 48 NHPC .................................................. 28 NITI Aayog ........................................... 37 NLC Tamil Nadu Power ........................ 28 NOTION ........................................... 152 NTPC ................................................... 28 Omkar Realtors and Developers .......... 126 ONGC Videsh ....................................... 18 Ozone India ........................................ 152 Peel Ports Group.................................... 36 Phoenix IT Solutions ............................ 56 Pidilite Industries ................................. 152 PNC Infratech ..................................... 110 Pune Municipal Corporation ................. 38 Puranik Builders .................................. 128 PwC ...................................................... 24 Ramco Cements .................................... 40 RNCOS ............................................... 94 Sahara .................................................. 128 Saifee Burhani Upliftment Trust ............. 52 Saint-Gobain ....................................... 134 Schneider Electric India ......................... 46 Shell Lubricants India .......................... 106 Shipping Corporation of India ............... 36 Shreyas Shipping & Logistics .............24, 36 Shriram Automall India........................ 136 Siemens .......................................... 18, 152 Siepmann’s Card Systems ....................... 60 SKF India .............................................. 20 Smart Cities Council India .................... 44 SmartCity Kochi ................................... 46 SMIDER............................................... 54 Sobha ........................................... 128, 132 SoftBank................................................ 30 South Delhi Municipal Corporation ...... 84 Southern Railway .................................. 24 Speedcrafts ............................................. 42

Construction World July 2015

Star Ferro and Cement .......................... 40 Sterling Generators .............................. 155 SunEdison ............................................. 28 Surelia Engineering ............................... 42 Swachh Bharat Kosh .............................. 82 Tadano India.......................................... 42 Tata Hitachi Construction Machinery Company ............................. 42 Tata Power............................................. 28 Tata Projects ....................................... 162 Terex India ............................................ 95 TOTO India........................................ 155 Turner International LLC ...................... 70 TVS Tyres .............................................. 24 Ulma Formwork.................................. 136 Valecha Engineering ............................ 106 Valvoline Cummins ............................. 108 VBHC Value Homes ............................ 128 Visakhapatnam Port Trust....................... 20 Vizhinjam International Seaport ........... 36 Volvo Construction Equipment ............. 42 Volvo Construction Equipment India... 109 Water Aid .............................................. 82 Wave Infratech ..................................... 126 Wilson Access ........................................ 42 Wonder Cement .................................... 40 Yanmar India ......................................... 42 People Aamer Azeemi ....................................... 48 Abbas Master ......................................... 52 Abhay Kumar Mishra ............................ 58 Abhishek Lodha................................... 122 Abrar Sheriff .......................................... 70 Ajay Aneja ............................................. 96 Akhil Jha ............................................. 106 Amit Yadav ............................................ 84 Amiya Kumar Sahu ................................ 84 Anant Geete .......................................... 68 Anita Arjundas ..................................... 124 Anuj Jain ............................................... 82 Anuran Ghatak ...................................... 76 Anvar Sadath K ...................................... 82 Arnab Banerjee ...................................... 94 Arvind Ravindranath ........................... 112 Ashwani Saxena ..................................... 66 Ashwin Natarajan ................................. 54 B Santhanam ....................................... 134 Baju George ......................................... 46 Brinda Somaya..................................... 135 Dhakshayani Kumar ............................... 62 Dimitrov Krishnan ............................... 109 Dr Anoop Kumar Mittal ...................... 162 Dr Pallavi Darade ................................... 90

Dr Sumit D Chowdhury........................ 50 Eldeen Husaini Mohd Hashim ............... 72 Geetha Nair ......................................... 132 Harsh Dhingra ....................................... 62 Jitu Virwani .......................................... 120 K Vishwanath ......................................... 84 Kanwaljeet Singh ................................... 46 Kaushik Madhavan................................. 95 Krishnarao Jaisim ................................. 135 Kushal Bajaj ......................................... 136 Lux Rao ................................................ 50 M Venkaiah Naidu ...........................45, 58 Madhusudhan Prasad ........................... 162 Mahesh Vellore..................................... 136 Manoj Garg ........................................... 64 Mayank Manish ..................................... 54 Mohan Kumar ....................................... 96 MR Jaishankar ..................................... 119 Mukesh Yadav ........................................ 84 N Baijendra Kumar ............................... 53 Nilesh Purey .......................................... 48 Nitin Gupta ........................................... 84 Nitya Jacob ............................................ 82 P Ravindranath Bhas ............................. 62 Parveen S Khokher .............................. 106 Philips Ranjit......................................... 50 Pirojsha Godrej .................................... 121 Praveen Prakash ................................... 162 R Madhavan .......................................... 76 Rahul Kadri ........................................ 135 Rahul Sapre ........................................... 54 Rajesh Shrivastava.................................. 95 Rajiv Saxena .......................................... 48 Ralf A Spettmann .................................. 92 Ramesh K Vaidyanathan ....................... 112 Rusen Kumar ........................................ 82 Sajjan Jindal ........................................... 68 Sameer Malhotra ................................. 136 Sameer Sharma .................................... 162 Sandhya Godey ...................................... 56 Satish Kumar Sharma ............................. 74 Satish Sharma ........................................ 95 SD Jeur.................................................. 74 Shushmul Maheshwari ........................... 94 Shyam Motwani................................... 102 Snehal Mantri ...................................... 100 Sonali Dhopte ....................................... 53 Subhash Desai ........................................ 68 Sunil Srivastava ...................................... 58 Surajit Ray .......................................... 136 VB Gadgil ............................................. 58 Vidhushekhar ...................................... 106 Vikram Malhotra ................................... 95 Vinayak Deshpande ............................. 162 Vivek Joshi ............................................ 82 Yogesh Kumar Jain ............................... 110

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Smart cities: Designed for growth

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une 25, will be remembered as a red-letter day in the history of urban India as three mission programmes with a huge spend were launched, all backed by India’s dynamic Prime Minister Narendra Modi: Smart Cities, AMRUT and Housing for All. The depth of these programmes can be gauged from the detailing in the guidelines and the extent of the detailed planning of the conduct of their launch. After the PM set the tone by defining a smart city as one ‘where the administration thinks two steps ahead of the needs of its citizens’, he urged the assembled urban development state ministers, mayors and municipal commissioners from across India to aspire to leave behind a legacy by which their contribution to building India’s model urban programmes would be recognised. Union Minister for Urban Development Venkaiah Naidu conducted the workshop for two full days where good work done by municipalities was presented and lauded and guidelines to the three missions were explained. In four months, states will receive proposals from their cities that want to qualify as projects. The states will then choose from among the selected cities from the list, and propose them as their entry to the Smart Cities Mission. It is likely that by March 2016 – under the mission – 20 cities will qualify for funding. These cities will receive Rs 200 crore in the first year and Rs 100 crore during the next four years. The cities will have to observe certain criteria, which include proposals for retrofitting with 500 acre or redevelopment with 50 acre or greenfield with 250 acre plus a pan-city smart solution initiative that has received the support of citizen groups. Further, they need to ensure that 10 per cent of power is sourced from renewables in case of greenfield development or redevelopment; 80 per cent of the buildings have to be energy-efficient; and 15 per cent of total housing provided needs to fall under affordable housing. The Urban Local Bodies (ULBs) have to provide financial statements for the past two years and demonstrate improvements as per the Swachh Bharat Mission and revenue generations from citizens through provision of services. All this is bound to gear ULBs up for accountability and good governance. As all procurements will take place through e-procurement measures, corruption will be minimised. The Smart Cities Mission along with AMRUT, Housing for All, Digital India, Swachh Bharat and HRIDAY will see a total spend of Rs 4 lakh crore over the next five years. All these missions are integrated and interrelated. The essential change in these schemes over the past has been that the Centre has passed down the responsibilities of city improvement to the state. Introducing a challenge has added an element of competition. Once the ‘smarter’ states win funding for their cities, private sector money aka builders will flow in, leaving some in the lurch. Once money starts taking sides, city leaders will compete. This opens up opportunities for PPP as nearly 50 per cent of the money for the cities will have to be generated by attracting the interest of private developers. The Housing for All scheme will accelerate ‘in-situ’ slum redevelopment projects as it offers an incentive of Rs 1 lakh per 30 sq m flat built to developers. Housing loans of up to Rs 6 lakh for a 15-year period at an interest rate of only 6.5 per cent is being issued to the economically weaker segments of society to acquire a home. The affordable housing segment is likely to continue to be the only beacon of light for the debt-ridden realty sector. On a similar note, the roads sector has been green lit and the PM is likely to trigger a wave in July. Government expenditure is slated to rise with a major bump in September to come from the additional amount of Rs 70,000 crore set aside for infrastructure. Last month, this column had wished away the dark clouds of despair (‘Bure din gaye’). By September, we are likely to see the first crack of dawn of ‘Acche din’!

EDITOR’S DESK

/ConstructionWorldmagazine /CWmagazine Group Managing Editor Falguni Padode Falguni@ASAPPmedia.com Sr. Assistant Editor Shriyal Sethumadhavan Shriyal@ConstructionWorld.in Managing Director Pratap Padode DGM - Sales Soumo Chatterjee Soumo@ASAPPmedia.com National Sales Manager Sandip Chalke Sandip@ConstructionWorld.in South Sudhir@ConstructionWorld.in Subscription Sub@ConstructionWorld.in Tel: 022-2419 3000/6526 7838.

Published by: ASAPP Media Pvt Ltd, A-303, Navbharat Estates, Zakaria Bunder Road, Sewri (West), Mumbai-400 015. Tel: 022-2419 3000. Fax: 022-2417 5734. Branch Ofﬁces Delhi: Tel: 011-4656 1818. Bengaluru: Tel: 080-4095 3423/4095 9611. Pune: Tel: 020-2605 2987/6602 5990. Chennai: Tel: 044-4299 1234. Kolkata: Tel: 033-6450 0465/6456 0011. Ahmedabad: Tel: 079-2646 4890/2656 0872. Vadodara: Mobile: 098242 64071/70434 94071. Representative Ofﬁces • Austria, Switzerland & Germany Gunter Schneider - info@gsm-international.eu All rights reserved. While all efforts are made to ensure that the information published is correct, Construction World holds no responsibility for any unlikely errors that might occur. Printed and Published by Tarun Pal on behalf ASAPP Media Pvt Ltd, printed at Indigo Press (India) Pvt Ltd, Plot No 1C/716, Off Dadoji Konddeo Cross Road, Between Sussex and Retiwala Ind. Estate, Byculla (East), Mumbai-400 027 and Published from A-303, Navbharat Estates, Zakaria Bunder Road, Sewri (West), Mumbai-400 015. Editor : Pratap Vijay Padode. CONSTRUCTION WORLD is a member of INS. Subject to Mumbai jurisdiction only. The information on products and projects on offer is being provided for the reference of readers. However, readers are cautioned to make inquiries and take their decisions on purchase or investment after consulting experts on the subject. CONSTRUCTION WORLD holds no responsibility for any decision taken by readers on the basis of information provided herein.

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edition of CW India log on to: /CWmagazine www.ConstructionWorld.in/Magzter

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LETTERS ILLUMINATING THE COMMUNITY We hope that the article on GRIHA four-star rated BPCL Staff colony in Chembur featured in the last issue of CW will serve to provide insights to address relevant contemporary issues regarding the scope and extent of green initiatives that can practically be undertaken for such kind of projects. CW is a good-to-read-magazine for every person related to the construction world per say. I liked the cover page article on ‘KNK Group’ showing great professional and technological skills. The ‘Women in Construction’ article was found to be very promising. And ‘Tuning in to FM’ is forward-looking towards making India future-proof. ‘Project Update’ gives a quick peek at the current projects undergoing nationally. May CW keep on with the good work of illuminating the construction community - Vaishali Gaidhani, Head- Sustainable Solutions, Surmount Energy Solutions Pvt Ltd

ALL IN ONE - PROMOTING INDIA I need to complement the initiatives taken by CW through the Trade Talk column. This is an opportunity for consulates like ours to promote our trade investment. Indirectly, you have also been helping promote India, and through the forums and meetings that

OPINION POLL RESULT Is the construction sector ready to leverage the quality that specialty contractors bring to the building industry? Yes: 72 % No: 14 % Can’t Say: 14 %

14 % 14 %

72 %

With Prime Minister Narendra Modi recently launching urban development missions – Smart Cities, AMRUT, PMAY – will the Smart Cities mission be a success? Yes, No, Can’t Say

you have, we can have an engagement that we did not have before. We now understand that we have a window, a forum, event and magazine that we can refer to. So this is for the ﬁrst time that I have actually see an initiative by a magazine who wants to get involved with the consulates. - Eldeen Husaini Mohd Hashim, Consul General, Consulate General of Malaysia

TO OSCAR! The cover story by CW in the June issue emphasised on the speciality contractors playing a vital role who are the strong pillars behind the construction industry not known to the world outside. The story throws light on the role of these specialists in action, to make buildings stronger, better, smarter, savvier, etc. There is a specialist for each and every requirement of the

construction industry today. Indeed Lights, Camera, Construction and red carpet to Oscar! - Suresh Rathod, PR Manager, Omkar Realtors & Developers Pvt Ltd

TIMELY UPDATES The magazine helps us beneﬁt widely in the construction industry; it keeps us updated about the various, and especially, the new technologies introduced and used in the market. Technologies in the infrastructure segment and for road construction, for example, are expensive. CW introduces us to new technologies, helps us know

their utility beneﬁts and identify which of them suits us best. If the plastic waste problem which should be taken up by the Municipal Corporation, can be addressed in the Magazine, it will beneﬁt many who read the magazine. Awareness will increase at a higher level, in the long run, thus providing great solutions. - K Rasool Khan, Director, KK Plastic Waste Management Ltd

INFORMATIVE I found the magazine and its layout extremely interesting and the Switzerland Consulate interview published in the June issue was very well done. The other articles published therein were also very informative. - Martin J Bienz, Consul General, Consulate General of Switzerland

REAL ESTATE AT A GLANCE In general, the sections in CW are very well presented. I like reading the property today section which comes with great real estate updates. It gives an insight on the real estate industry at a glance. - Varun Raje, Director-RPMC, HM Raje Structural Consultants Pvt Ltd

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NEWS & EVENTS At a glimpse... •

CII-Godrej GBC recently launched ‘GreenPro’ Green Product Certiﬁcation for India by signing an MoU with Underwriters Laboratories with the objective to facilitate market transformation ► green product in India.

•

Realty Redeﬁned commemorated World Brokers Day on June 9, 2015, with the launch of the platform RSquare. The aim is to offer the ﬁrst step to take real estate brokers to the next level as consultants.

•

Danfoss Industries has entered into an agreement with Government Industrial Training Institute (ITI) Guindy to set up a Refrigeration and Cooling (RAC) Lab at the institute premises.

•

Gangavaram Port Ltd recently celebrated World Environment Day by initiating a massive Green Belt Development programme at the port premises to create awareness on energy conservation and measures for resource conservation.

•

Maitreya Realtors & Constructions Pvt Ltd celebrated World Environment Day by conducting Free PUC check at Padgha Toll plaza, Mumbai-Nashik Highway with the aim to create awareness on vehicular pollution.

•

International Institute of Projects and Program Management in partnership with Petrotech, launched a long-term skill upgradation programme to instill in executives a project mindset and cultivate project leaders.

Awards bagged •

DURASHINE, the ﬂagship retail brand of Tata BlueScope Steel, has been accredited with the Asia’s Most Promising Brand Award at the ‘Asian Brand and Leadership Summit-2014’.►

•

Wave Infratech, the real estate arm of Wave Group, has been awarded with the title of the largest contributor to the green building movement in the country by Indian Green Building Council (IGBC).

•

Honeywell has received the Sustained Excellence on Delivery Award by Tata Hitachi, recognising the company as Tata Hitachi’s top-performing component supplier in 2014.

•

Excellence Group has received the prestigious ‘Brands Academy Excellence Award’ – Building Blocks for the ‘Most Promising Real Estate Developer for Residential and Commercial Plots’.

Appointments • Praveen Gupta has been appointed as Managing Director & CEO of SBI Capital Markets Ltd (the Merchant Banking arm of State Bank of India) as on June 22, 2015. Prior to this, he was the Deputy Managing Director and CFO of SBI. • Ujjwal Batria has been appointed as Country CEO of Lafarge India. Been with the company for the past 16 years, prior to his current appointment, Batria was the Managing Director of Lafarge India Pvt Ltd. • WACKER, the Munich-based chemical group, recently appointed Anand Gopaladesikan as its new Managing Director of its subsidiary Wacker Chemie India Pvt Ltd, Mumbai.

Sobha Ltd has bagged top ranks in Track2Realty’s ‘Brand X Report- 2014-15’. The recognitions won include: Top National Realty Brand across Asset class in India; Top Realty Brand in South India across Asset class; Top Residential Developer in India; and Top Real Estate Company in Public Perception across India. IIT-Delhi has been ranked as the best engineering college in India while Kolkata’s Jadavpur University is leading the pack among government colleges: EDU-RAND 2015 rankings.

Volvo Trucks becomes the ﬁrst premium European truck brand to cross the landmark of 10,000 truck deliveries in India.

Construction World July 2015

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NATIONAL

INTERNATIONAL

PROJECT UPDATE

ONGC VIDESH TO GIVE UP LIBYA, VIETNAM BLOCKS In a strategy to realign its assets by hiving off non-proliﬁc ones, ONGC Videsh (OVL) is likely to give away two blocks

– Block 128 in Vietnam and Area 43 in Libya. The relinquishment is likely to happen shortly and the reason cited is that the areas are not economically viable. In 2006, OVL, the overseas arm of

Essar Oil UK agrees for new funding facilities for Stanlow refinery Essar Oil UK has secured new long-term working capital facilities for its Stanlow refinery in the northwest of England. Under the terms of a new five-year deal with J Aron & Company covering the supply of crude oil to Stanlow, J Aron will provide inventory management services in relation to some 5.8 mn barrels of crude oil and refined products. In addition, an invoice discounting receivables financing arrangement has been replaced with a three-year 300 million pound receivables securitisation, arranged by Lloyds Bank.

BOI DEMANDS SINGLE WINDOW SYSTEM FOR ALL KIND OF CLEARANCES

GOVERNMENT SANCTIONS `4,318 CR FOR TWO INDUSTRIAL ZONES

The Builder’s Association of India (BOI) has demanded from the Union government a single window system for all kind of clearances for construction projects. The apex body has also urged the Central government to consolidate labour laws and formulate single legislation for the construction industry. The BOI organised its ﬁrst managing committee and general council meeting for the current ﬁnancial year in Ahmedabad.

The government approved Rs 4,318.28 crore for constructing roads and basic amenities at two industrial regions in Gujarat and Maharashtra under the DelhiMumbai Industrial Corridor

India’s ﬂagship oil and gas explorer ONGC, signed the production-sharing contract with Petro Vietnam for deepwater exploratory Block 128, with an area of 7,058 sq km in the offshore Phu Khanh Basin in Vietnam. OVL is the operator for the block with a 100 per cent stake. The water depth ranges from 200 m to 2,000 m. CONTACT: ONGC VIDESH. TEL: 011-2373 0368. WEBSITE: WWW.ONGCVIDESH.COM

construction company Per Aarsleff AS, Siemens has been commissioned by Danish rail company Banedanmark to electrify nine rail routes with a total length of some 1,300 km. The company will ﬁt overhead lines (2 x 25 kV) to nine tracks on Denmark’s rail network by the end of 2016. The electricity supply will also be installed with substations, auto transformer stations and remote control equipment.This ambitious project will kick off with the electriﬁcation of the 57 km stretch between Esbjerg and Lunderskov in the south of the country.

SIEMENS TO ELECTRIFY DENMARK’S RAIL NETWORK WITH A TOTAL LENGTH CONTACT: SIEMENS LTD. OF 1,300 KM As part of a consortium with WEBSITE: WWW.SIEMENS.CO.IN

(DMIC) project.The Cabinet Committee has approved the construction of trunk infrastructure components of Phase-I of the Dholera Special Investment Region (DSIR) in Gujarat and Phase-I of the Shendra Bidkin Industrial Area (SBIA) in Maharashtra under the DMIC Project.These projects are

QUICK PICKS • Coal production in three open cast mines of Singareni Collieries in Bellampalli and Srirampur area fell by 4,000 tonne from its average daily production of 18,000 tonne of coal. • Gujarat Alkalies and Chemicals Ltd initiates transportation of caustic soda lye and other products from its Dahej plant through a specially constructed pipeline to Dahej railway yard.

DREAMING OF 100 SMART CITIES REMAINS NO MORE A FAR-FETCHED REALITY

lik l to bbe completed l d iin three h to likely four years.

With PM Narendra Modi pressing the need of smart cities, dreaming of 100 smart cities remains no more a far-fetched reality. Implementation of guidelines and choosing which cities deserve funding is being controlled at the Centre by an apex committee while everything else is devolved to two different levels - state and city. The government has mandated that citizen groups need to be involved in consultative process.

NALCO TO SET UP 1 MN TONNE ALUMINA REFINERY AT ODISHA

Construction World July 2015

Essar Oil targets 5,000 fuel retail outlets Among the private sector companies, Essar Oil is most bullish on the fuel retailing segment post diesel deregulation.After setting up 1,500 fuel retail outlets and having 1,400 under implementation, Essar Oil is planning to set up another 2,100 retail outlets, taking the total tally to 5,000 retail outlets. This will make Essar Oil the largest private fuel retailer in the country. Essar Oil has been doing sales of 1.8 mn kilo litres of fuel per month and plans to take it to 3 mn kilo litre by the end of this year.

The board of National Aluminium Company (NALCO) has approved a significant capacity expansion plan to set up a one million tonne alumina refinery at Damanjodi at a proposed investment of Rs 5,540 crore. This is the first major expansion in the state run aluminium company in step with the Modi Government’s Make in India campaign.

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PROJECT UPDATE ANDHRA PRADESH ..............................................

2015. This highest production based on DRI (Direct Reduced Iron) and hot metal marked a key milestone in the company’s steelmaking operations. JSPL AP PROPOSES TO PROMOTE recently overhauled and PRIVATE INVESTMENTS upgraded the Raigarh steel The Andhra Pradesh Government will facilitate private facility, which included modernisation of the two blast investments in the development of new industrial parks through a furnaces, Electric Arc Furnaces, separate policy. The policy offers plate mill and slab caster. Currently, Raigarh has a total land and fiscal incentives to the steel capacity of 3.25 mtpa and developers while treating these has the highest flexibility for investments on par with capital raw materials. investments of the industrial C ONTACT: JINDAL STEEL AND sector. Under the state government’s Industrial Parks Policy 2015-20, POWER LTD. TEL: 011-2618 8340-50. land will be given on a 99-year lease to an industrial park, which will be treated as a public private partnership (PPP) project as the ............................................ Andhra Pradesh Industrial DAHEJ INDUSTRIAL UNITS Infrastructure Corporation, the HIT AS EFFLUENT PIPELINE government’s nodal agency, will RUPTURES have a stake in the project in Large number of industrial exchange for land. CONTACT: GOVERNMENT OF ANDHRA PRADESH. units in Dahej SEZ and Vilayat WEBSITE: WWW.APONLINE.GOV.IN Industrial Estate suffered production losses after the main 12.5 km pipeline discharging effluents into the high sea was ............................................ damaged recently. The suction JSPL’S RAIGAD STEEL PLANT system at the main pumping ACHIEVES KEY PRODUCTION station in Dahej broke, resulting MILESTONE in large quantity of effluents Jindal Steel and Power Ltd’s gushing out. The pumping (JSPL) Steel Melting Shop at its station was submerged and all Raigarh facility has produced a industries were immediately record 10,000 tonne of crude told to stop discharging their steel in a single day on June 13, effluents. The pipeline, managed

GUJARAT

CHHATTISGARH

Connectivity project planned for faster cargo evacuation In a major initiative to ensure faster evacuation of cargo, Visakhapatnam Port Trust and National Highway Authority of India will take up Rs 100 crore port connectivity road widening project. VPT and NHAI have decided in principle to pick up equity of Rs 20 crore each as part of the second phase of their JV under SPV Visakhapatnam Port Road Company Ltd (VPRCL). The second phase of the project will involve widening the existing road into four lanes and laying a service road. CONTACT:VISAKHAPATNAM PORT TRUST. TEL: 0891-287 6001. WEBSITE: WWW.VIZAGPORT.COM

Construction World July 2015

by Gujarat Industrial Development Corporation (GIDC), discharges nearly 23 mn litre efﬂuents per day, 4 km into the sea.

JHARKHAND ............................................ SKF INDIA OPENS SOLUTION FACTORY IN JAMSHEDPUR SKF India has inaugurated its third solution factory at Jamshedpur. The unit will operate as a satellite unit and cater to customers in the eastern part of India. The facility will focus on manufacturing of customised machined seals for hydraulic cylinders, basic hydraulic cylinder repair and maintenance related training solutions from SKF. This factory will focus on the metals and mining industry in the eastern part of India with competencies across SKF’s technology platforms and speciﬁc asset management and maintenance services. CONTACT: SKF INDIA. TEL: 020-6611 2500. WEBSITE: WWW.SKF.COM

KARNATAKA ............................................ STATE SEEKS ALLOTMENT OF CAPTIVE MINES FOR KIOCL Beleaguered steel ministry undertaking KIOCL, which is struggling to survive without captive iron ore mines, received

QUICK PICKS • Mangalore Refinery and Petrochemicals Ltd (MRPL) commences commercial production of polypropylene in Mangaluru. • The National Green Tribunal asks the Delhi Pollution Control Committee to shut 1,200 industrial units that were found to be spewing toxic waste into the Yamuna through rainwater drains. • Odisha decides to raise a corpus fund of `1,000 crore to assist the workers engaged in building and construction sectors. • Jindal Steel and Power’s power plant in Raigad achieves key production milestone producing a record 10,000 tonne of crude steel in a single day on June 13, 2015, being the highest production based on DRI. • Union Government to give 15 acre in Mysuru to the Karnataka government for construction of Deputy Commissioner’s office complex. • Karnataka Industrial Area Development Board to develop industrial area in Chamarajanagar in Mysuru. • Kolkata Municipal Corporation lose `80 crore in revenue for not charging retention fees as penalty against regularisation of building plans with minor deviations.

fresh support from the state for its ﬁght to secure captive mining lease. KIOCL had suspended its mining activities at its Kudremukh mine site with effect from January 1, 2006, following a direction from the Supreme Court. Since then, the company has been sourcing iron ore from NMDC’s mines in Chhattisgarh at a higher logistic cost to run its pellet plant at Mangaluru.

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PROJECT UPDATE MADHYA PRADESH ............................................ GOVT TO LAUNCH RIVER-LINKING PROJECT IN DECEMBER WITH KEN-BETWA LINK Nearly 40 years after it was conceived, India will launch its ambitious river interlinking project in December to irrigate parched farmlands and generate power. The 30-link project will start with the linking of Ken and Betwa rivers to provide irrigation facility to water-deﬁcient Raisen and Vidisha districts of central Madhya Pradesh. The two rivers – that constitute phase-I and II of the project – ﬂow through Madhya Pradesh and Uttar Pradesh. Estimated to cost more than Rs 7,600 crore, the Ken-Betwa link will facilitate the annual irrigation of 4.46 lakh hectare of land – three times the size of Delhi.

proposed to commence in FY2015-16 and is likely to be completed by FY2017-18.

ODISHA ............................................ MCL FLOATS SECOND TENDER FOR 10 MN TONNE COAL WASHERY Mahanadi Coalfields, a subsidiary of Coal India, has floated an online tender to set up a 10 mtpa coal washery at Talcher.This is the second online tender by the coal company for establishment of coal washery. MCL, which plans to set up five coal washeries in the state, had floated the previous tender for another washery on May 29 this year. The washeries are to be set up under build operate and maintain (BOM) concept. CONTACT: MAHANADI COALFIELDS. WEBSITE: WWW.MCL.GOV.IN

PUNJAB ......................................... GOVERNMENT PLANS TO RAISE NFLS NANGAL UNIT CAPACITY BY 1.3 MT The Fertiliser Ministry plans to increase the capacity of NFL’s plant at Nangal in Punjab by 13 lakh tonne. At present, the unit has an installed capacity of 4.785 lakh tone. The company has a total annual installed capacity of 35.68 lakh tonne and is the second largest producer of urea in the count.

TAMIL NADU ............................................ SOUTHERN RAILWAY TO BUILD 19 KM LINE Southern Railway has proposed to build a new track between Tuticorin and Melamaruthur power plant to

MAHARASHTRA ............................................ CCEA TO DEVELOP SHENDRA BIDKIN INDUSTRIAL AREA The Cabinet Committee on Economic Affairs (CCEA) approved the construction of trunk infrastructure components and landscaping for Phase-I of the Shendra Bidkin Industrial Area (SBIA) in Maharashtra’s Shendra region. The total cost of the project, spread across 8.39 sq km in Maharashtra in the Delhi Mumbai Industrial Corridor (DMIC), is estimated to be approximately Rs 1533.45 crore, which will be invested by the DMIC Trust as equity in the city or node SPV, viz, Aurangabad Industrial Township Ltd (AITL). Development of Trunk Infrastructure in Phase-I

Construction World July 2015

The Netherlands advice on Maharashtra’s infrastructure development The Netherlands Government will offer advice and lend technical expertise with regards to feasibility of combining the coastal road and the new metro line III, connecting north and south Mumbai. In May 2015, two Dutch Government experts visited Mumbai to discuss how best to execute the city’s coastal road-cum-metro executed, applying their knowledge on international best practices. Given the experience the Netherlands has with sustainable land reclamation and the use of the sea when there is a shortage of land, the Netherlands Government was keen to share its knowledge in this ﬁeld.

QUICK PICKS • West Bengal Government takes up an ambitious project to develop a city, based on theme of ‘Analytics’, adjacent to Kalyani township in Nadia district. • According to a recent PwC report, Coal India has become the sixth-largest mining company in the world in terms of market capital. • ONGC is planning to drill 406 development wells in Cambay Basin in Gujarat. • SKF India inaugurates its third SKF solution factory at Jamshedpur. The unit will operate as a satellite unit. • Andhra Pradesh Government to develop Visakhapatnam, Kakinada, Machilipatnam and Krishnapatnam ports as coastal cities. • TVS Tyres to invest `150 crore for capacity addition in its two plants in Tamil Nadu and Uttarakhand. • Shreyas Shipping & Logistics signs an MoU for acquisition of one container vessel MV HUB GALLARDO worth US$ 2.9 mn. • Electronics maker Flextronics granted domestic tariff area (DTA) status for its Sriperumbudur facility in Chennai, allowing the company to ship finished goods locally. • Madhya Pradesh Government to set up two fertiliser plants in Jhabua and Jabalpur at investment of ` 11,000 crore, which will be able to produce 26 lakh tonne of urea.

transport coal. Once the new track is laid, Madurai Railway Division will load 5 mn tonne coal every year. Southern Railway had approached the Railway Board seeking permission for the 19 km railway line between Tuticorin and Melamaruthur. It is expected that the section will become a reality within two years.

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Project Value: Above `5,500 crore

PROJECT VALUE Sl. No.

Company

Project details

Budget (in ` crore)

Contacts

ONGC Ltd

Oil major plans to make investment in the Krishna-Godavari basin phasewise over the next four years. The company aims to extract 25 mn standard cu m per day (mmscmd) of gas in the K-G basin by 2018 and will also look into exploration of oil by 2019.

40,000

Jameel Pasha, DM (PR), ONGC, Godavari Bhavan, Base Complex, Rajahmundry-533 106, East Godavari District, Andhra Pradesh. Tel: 0883-249 4087. (DK Saraf, CEO & Managing Director)

Bangalore Metro Rail Corporation Ltd

The second phase of Bangalore Metro will cover 72.1 km comprising 13.79 km underground rail network, 0.48 km at grade and 57.825 km elevated rail corridor. In this phase, 61 stations will be added to the network, of which 12 will be underground. The work will start soon and may take five years to complete.

26,405

Mahadeva Swamy KR, CE (Phase-II), 3rd Floor, BMTC Complex, KH Road, Shanthinagar, Bengaluru-560 027. Tel: 080-2296 9300.

NTPC Ltd

Plans to set up 4,000 MWI (4 x 1000 MW) imported coal-based thermal power plant in 1,200 acre in Atchutapuram and Rambilli mandals.The project is being taken up in fast track mode. As of now, tenders are currently invited for the main plant equipment. The construction of boundary wall has started on the project site.

20,000

Deepna Mehta, DGM-Corp Comm, NTPC Bhawan, Scope Complex, 7, Institutional Area, Lodi Road, New Delhi-110 003. Delhi. Tel: 011-2438 7195, 2436 8283. (Arup Roy Choudhary, Chairman & Managing Director)

NMDC Ltd

The company is constructing 3 mtpa integrated steel plant at Nagarnar as part of its expansion and forward integration programme. The work is likely to complete by 2016.

15,525

TS Cherian, Jt General Manager (Contracts), Khanij Bhavan, Masab Tank, Hyderabad. Tel: 040-2359 0449. E-mail: contracts@ nmdc.co.in (Narendra Kothari, Chairman & Managing Director)

Gujarat State Fertilizers & Chemicals (GSFC)

The manufacturer of chemical fertilisers and industrial products plan investment for capacity expansion over the next two years. The caprolactam capacity will be increased by another 1 lakh metric tonne over the next two years period.

15,000

Vajra Jani, Company Secretary, PO Fertilizernagar-391 750, Dist Vadodara, Gujarat. Tel: 0265-224 1366.

Bangalore Metro Rail Corporation Ltd

The phase-I of Bangalore Metro covering 42 km of metro rail network is in delay mode resulting in cost escalation. The first phase is likely to be completed by end of 2015. The cost escalation is mainly due to tough rock terrain, land acquisition issues and construction of underground Majestic metro station.

13,800

Mahadeva Swamy KR, CE (Phase II), 3rd Floor, BMTC Complex, KH Road, Shanthinagar, Bengaluru-560 027. Tel: 080-2296 9300. Mobile: (0) 94482 91153. Fax: 22969222. E-mail: emahadevaswamy@bmrc.co.in, bmrcl@dataone.in (Vijay Kumar Dhir, Director-Project & Planning)

RITES is in the process of submitting a final draft DPR on the Patna Bihar Urban Development metro rail project. The project will be taken up in PPP mode. The Ministry government is coming up with the Patna Metro Corporation.

11,545

Dr S Siddharth, IAS, Secretary, Urban Development & Housing Dept Vikas Bhawan, Bailey Road, Patna-800 001. Tel: 0612-221 5580.

Coastal Energen Pvt Ltd

Setting up 1,200 MW Mutiara Thermal Power Plant in Tuticorin. As of now, the first unit of 600 MW was commissioned in December 2014 and has generated more than 1 billion units. The second unit will be ready by September 2015. The company has successfully raised Rs 1,950 crore for meeting working capital requirement for this project.

7,600

Murali Kumar, VP-Projects, 7th Floor, Buhari Towers, 4, Moores Road, Chennai-600 006. Tel: 044-4296 4296. Fax: 044-4296 4297.

VGTM Urban DMRC has prepared detailed project report for Vijayawada Metro Development Rail project. DMRC has prepared the design for a 26-km stretch Authority covering both Bandar and Eluru Roads, connecting key junctions. The feasibility study is being undertaken on connecting Vijayawada with Thullur through metro rail.

7,500

T Ramachandraiah, Chief Planning Officer, Lenin center, Governorpeta, Vijayawada-520 002, Andhra Pradesh. Tel: 0866-257 1271.

10 Neelachal Ispat Nigam Ltd

Steel PSU plans to expand its capacity from 1.1 mtpa to 5 mtpa at Kalinga Nagar in Duburi area. The expansion plan will be implemented in two phases. As part of Phase-I, the capacity will be doubled to 2.2 mtpa. In the second phase, the capacity will be raised up to 5 mtpa. Funds will be raised through equity and 70 per cent through debt.

5,600

SK Shroff, General Manager-Projects, Kalinga Nagar Industrial Complex, Duburi, Jajpur-755 026, Odisha. Tel: 06726-264 022.

11 Larsen and Toubro Ltd

Bagged an order from NTPC to set up a 1,320 MW greenfield ultra supercritical thermal power plant in Khargone district of Madhya Pradesh on EPC basis. The order is for supply, erection and commissioning of two coal-fired thermal units of 660 MW each with ultra-supercritical parameters.

5,580

VP Singh, Head (Power and Ports), Mount Poonamallee Road, Manapakkam, PB No 979, Chennai-600 089. Tel: 044-2259 7644, 2252 6000, 2252 8000. Fax: 044-2249 3317. Mobile: (0) 94443 98225. E-mail: vpsingh@lntecc.com (A M Naik, Chairman & Managing Director)

Construction World July 2015

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POWER UPDATE ESSAR PROJECT ON HOLD Essar Power’s Rs 8,000 crore thermal power plant in Tori, Jharkhand, is on hold with bankers reluctant to lend to the project. Lenders want the project to get reliable coal linkage and be assured of the project’s viability within a deﬁnitive time. Essar Power has so far invested Rs 3,500 crore in the project. It will take 20 months to reach date of commencement of commercial operations, provided funds are available. CONTACT: ESSAR POWER. TEL: 022-6733 5000. WEBSITE: WWW.ESSAR.COM

NHPC RESTORES URI-II POWER STATION UNIT State-owned NHPC has restored one more unit of Uri-II power station in Baramulla district, Jammu & Kashmir, which was shut down following a fire incident in 2014. The Unit-IV is the first turbine that has been made operational after a fire broke out at the plant in November last year. All four units

of the plant were shut after the incident and the company is working on to restore the remaining three units of the plant. Uri-II power station (4 x 60 MW) is a run-of-theriver project, which is located in Uri Tehsil of Baramulla District. CONTACT: NHPC. WEBSITE: WWW.NHPCINDIA.COM

IOC COMMENCES 4 MW SOLAR POWER PROJECT IN NAGAPATTINAM Indian Oil Corporation commenced construction work on its proposed 4 MW solar power project at Muttam village in the district. The plant is being set up at a cost of Rs 31 crore on 20 acre. IOC has entrusted the construction work to Tata Power Solar Systems. CONTACT: INDIAN OIL CORPORATION. TEL: 022-2554 1679. WEBSITE: WWW.IOCL.COM

ADANI GROUP TO BUY AVANTHA POWER PROJECT The Adani Group is in talks

NTPC awaits fuel linkage for Katwa NTPC was hopeful of getting the Centre’s nod for receiving coal linkage from mines of the state government for its proposed Katwa plant. Out of 853 acre required for the project, the state government has already handed over 556 acre for the 1,320 MW thermal power plant, while another 97 acre will soon be handed over. The NTPC stepped in to set up the plant after state-owned West Bengal Power Development Corporation Ltd, which was supposed to construct it was unable to acquire the requisite land. CONTACT: NTPC., TEL: 011-2436 0100. WEBSITE: WWW.NTPC.CO.IN

Construction World July 2015

to acquire Avantha Power & Infrastructure’s 1,260 MW power project in Madhya Pradesh. Avantha Power was believed to be in talks with a consortium of Tata Power and ICICI Venture to sell its Jhabua Power unit but now the company has sent a proposal to Adani Power for a possible deal.The total cost for executing the Jhabua Power project could be Rs 7,500 crore. CONTACT: ADANI ENTERPRISES. TEL: 079-2656 5555. WEBSITE: WWW.ADANI.COM

NEYVELI LIGNITE TO BORROW `1,185 CR FOR TN POWER PROJECT The board of NLC Tamil Nadu Power (NTPL), a JV involving Neyveli Lignite Corporation, will borrow Rs 1,184.92 crore from Power Finance Corporation. The announced borrowing will help NLC meet capital expenditure for works on the ongoing 1,000 MW (2 x 500 MW) Thoothukudi power project in Tamil Nadu. The Unit-I of the project involving 500 MW capacity had already been declared for commercial operation on June 6, 2015, and the commissioning of 500 MW Unit-II is expected soon.

QUICK PICKS • MB Power Madhya Pradesh (MBPMPL) commissions first unit (600 MW) of Anuppur Thermal Power Project in Madhya Pradesh. • The government raises the solar power generation capacity addition target by five times to 100,000 MW by 2022, which will entail an investment of around `6 lakh crore. • The first 500-MW unit of coal-based NTPL thermal power plant of NLC Tamil Nadu Power (NTPL) in Tuticorin qualifies for commercial operations. • Tata Power is in discussion with a lenders’ consortium to refinance loans extended to 4,000 MW Mundra Ultra Mega Power Project in Gujarat. • Unit II of Kudankulam Nuclear Power Project by NPCL in the advanced stage of commissioning and likely to go critical by August. • India projected to face an energy shortage of 2.1 per cent, or 24,077 million units and a peak shortage of 2.6 per cent, of 4,208 MW in 2015-16.

CONTACT: NEYVELI LIGNITE. TEL: 044-2836 4613. WEBSITE: WWW.NLCINDIA.COM

stages across six states in the country. Operation and maintenance of the wind power plants will be performed by SunEdison Services.

SUNEDISON ACQUIRES SINGAPORE-BASED CONTINUUM WIND ENERGY Solar technology provider SunEdison has acquired Singapore-based Continuum Wind Energy for an undisclosed amount. The company owns and operates 242 MW of wind power plants in Maharashtra and Gujarat, and has another 170 MW project under construction in Madhya Pradesh and more than 1,000 MW in development

ESSAR POWER TRANSMISSION LIKELY TO BE SOLD TO ADANI GROUP In an attempt to bring down its debt, the Essar Group is negotiating with Adani group to sell Essar Power Transmission. The deal is expected to be valued at around Rs 1,800 crore. Essar Group’s debt is close to over Rs 80,000 crore. The group has put its power transmission business on the block. They are currently in talks with Adani

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POWER UPDATE Lalitpur Power Generation Company commissions 660 MW unit

Bajaj Group’s Lalitpur Power Generation Company has commissioned the ﬁrst of three 660 MW units at its super critical thermal power plant in Bundelkhand district of Uttar Pradesh. The company had signed a memorandum of understanding with the state government for setting up a 1,980 MW super critical thermal power plant. The other two units are in an advanced stage of completion and are scheduled for commissioning soon.

CONTACT: ADANI ENTERPRISES. TEL: 079-2656 5555. WEBSITE: WWW.ADANI.COM

BHEL STARTS NTPC’S KOLDAM HYDRO POWER PLANT State-owned Bharat Heavy Electricals Ltd (BHEL) has commissioned NTPC’s 800-MW Koldam hydro power project in Mandi district of Himachal Pradesh. BHEL has successfully commissioned all the four units of NTPC’s 4 x 200 MW Koldam Hydro Electric Project (HEP) in Himachal Pradesh. The Koldam project is capable of generating approximately 3,054 GWH annually. CONTACT: BHEL. TEL: 022-2218 1571.

CONTACT: ESSAR POWER. TEL: 022-6733 5000. WEBSITE: WWW.ESSAR.COM

TATA POWER TO REFINANCE 4,000 MW MUNDRA UMPP LOANS Tata Power is in discussion with a lenders’ consortium to reﬁnance loans extended to 4,000 MW Mundra ultra mega power project (UMPP) in Gujarat. The Mundra project is being implemented by Coastal Gujarat Power (CGPL), a wholly-owned subsidiary of Tata Power.

ADANI GROUP IN PACT WITH RAJASTHAN Adani Group has set a target of 10,000 MW of solar power generation capacity by 2022 and has signed a JV agreement with the Government of Rajasthan to set up a 10,000 MW. The group’s arm, Adani Renewable Energy Park, has signed a pact with the

BONGAIGAON THERMAL POWER STATION I STARTS GENERATION The ﬁrst 3 x 250 MW unit of NTPC’s Bongaigaon Thermal Power Station (BTPS) in Assam recently started power generation. The state is expected to get 380 MW from the project, which was built with an investment of about Rs 4,375.35 crore. Coal

Group to sell 100 per cent stake in Essar Power Transmission business, which is a wholly-owned subsidiary of Essar Power.

Rajasthan Government for a 50:50 JV, namely Adani Renewable Energy Park Rajasthan, for the solar power project, which will emerge as the largest such integrated facility in India.

Construction World July 2015

for the project is being sourced from Margherita Area of North-Eastern Coal Fields and non-Raniganj coal sources of Eastern Coal Fields Ltd. CONTACT: NTPC. TEL: 022-2820 7858. WEBSITE: WWW.NTPC.CO.IN

BANGLADESH TO RECEIVE 1,100 MW FROM INDIA Bangladesh will begin receiving 100 MW of power from Tripura from early January. This will be in addition to the 500 MW it already receives from West Bengal. The power from Tripura will ﬂow with the completion of 65 transmission towers in the northeastern state by December-end. The union government-owned Power Grid Corporation of India (PGCIL) has already completed 20 of the 65 transmission towers in southern and western Tripura. The remaining 45 transmission towers and related works will be completed by December. CONTACT: POWER GRID CORPORATION OF INDIA. TEL: 0124-257 1700. WEBSITE: WWW.POWERGRIDINDIA.COM

QUICK PICKS • Japanese telecommunications company SoftBank to invest $20 bn in India’s solar energy sector in partnership with Bharti Enterprises and Taiwan’s Foxconn Technology. • First hybrid power plant installed at the site of ‘Legend Joswana’, the luxury flat project of Dubai-based Legend Group of companies, in Kochi.

• Union Government assures low interest loans to Chhattisgarh for development of power-related infrastructure and electricity transmission network in the state. • AP Transco exercises its option to buy out GVK Power & Infrastructure’s 217 MW (Phase-I) power plant in Andhra Pradesh.

• NTPC is restructuring many of its divisions by merging existing units and creating new ones. • Uttar Pradesh recently cancels the agreement signed with Torrent Power in 2009 to distribute electricity in Kanpur.

SUNEDISON COMMISSIONS 1 MW PROJECT Solar company SunEdison Inc commissioned a 1 MW DC canal top solar power plant built for Krishna Bhagya Jala Nigam. SunEdison installed and commissioned this canal top system on the Krishna river banks for the Karnataka Government. SunEdison, one of the largest renewable energy companies globally, develops, ﬁnances, installs, owns and operates renewable power plants, delivering predictably priced electricity to its residential, commercial, government and utility customers.

NTPC SEEKS BOARDS NOD FOR DVCS RAGHUNATHPUR PLANT TAKEOVER State-run power generation company NTPC will seek its board’s nod on the takeover of Damodar Valley Corporation’s Raghunathpur thermal power plant in West Bengal’s Purulia district. The company will take over the entire Raghunathpur thermal power project, both phase-I and phase-II. The ﬁrst phase involves a 1,200 MW (2 x 600 MW) thermal power plant, of which the ﬁrst unit is ready, but the commercial commissioning is still to happen.

CONTACT: SUNEDISON INC. WEBSITE: WWW.SUNEDISON.IN

CONTACT: NTPC. WEBSITE: WWW.NTPC.CO.IN

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AIRPORTS

TRANSPORT UPDATE PMIC QUALIFIES BIDDERS FOR NAVI MUMBAI INTERNATIONAL AIRPORT All four bidders were qualiﬁed by the project monitoring and implementation committee (PMIC) in the development of ambitious Navi Mumbai International Airport. These include GMR Airports, Mumbai International Airport (MIAL), Zurich Airport & Voluptas Developers (Hiranadani group) and MIA Infrastructure, a consortium of VINCI Airports International SA and Tata Realty. The airport is proposed to be developed through PPP by setting-up a SPV with 26 per cent equity contribution from CIDCO. The airport is poised to commence commercial operations in the year 2019 and is designed to serve 10 mn passengers per annum in its ﬁrst phase and 60 mn upon completion. GMR CO INKS PACT WITH OMAN AIRPORT CO GMR Airport Developers (GADL), a subsidiary of GMR

Infrastructure, has signed an MoU with Oman Airport Management Company (OAMC) for providing training and consultancy services. Under the MoU, the GMR subsidiary will provide services ranging from programme management, testing and commissioning of airport systems, to development of aeronautical and non-aeronautical revenue streams. GMR will provide on-site support for six months at Salalah Airport, which will help the OAMC team to learn and adapt some of the best practices of Delhi and Hyderabad airports.

a subsidiary of GMR Infrastructure. AERA had passed an order on February 24, 2014, determining tariff for GHIAL considering a Single Till methodology. Single Till being not in line with the concession agreement, GHIAL appealed against it by ﬁling a writ petition in the Andhra Pradesh High Court. CONTACT: MINISTRY OF CIVIL AVIATION. WEBSITE: WWW.CIVILAVIATION.GOV.IN

COCHIN AIRPORT REGISTERS GROWTH Cochin International Airport has registered a 16 per cent CONTACT: GMR AIRPORT growth in its net profit at DEVELOPERS. 144.58 crore in FY-15. The total WEBSITE: WWW.GMRGROUP.IN revenue showed a 14.55 per cent increase at 1,413.96 crore compared MINISTRY ORDERS to 1,361.39 crore, given by the HYBRID TILL constant efforts of business The Ministry of Civil diversification across both aviation Aviation has asked the Airport and non aviation verticals. The Economic Regulatory Authority board also recommended a to adopt a hybrid with 30 per cent dividend of 21 per cent. The cross subsidisation for deciding company has been showing the tariff for GMR Hyderabad consistent growth since its International Airport Ltd (GHIAL), inception and paying dividend unfailingly since 2003-04 and the total pay-out dividend has reached 132 per cent in the last fiscal. CONTACT: COCHIN INTERNATIONAL AIRPORT. WEBSITE: WWW. CIAL.AERO

Bihar govt proposes airports The state government proposes to construct airports at Darbhanga and Purnia besides expanding Patna airport. The state government has provided land for expansion of Patna airport as per the aviation ministry request but nothing has happened. As reported, the state made land available for airport at Bihta, in south Patna and 1,500 acre between Pawapuri and Nalanda, but things did not materialise at the Centre’s end. CONTACT: GOVERNMENT OF BIHAR. WEBSITE: WWW.BIHAR.GOV.IN

Construction World July 2015

VIJAYAWADA AIRPORT TO GET MRO HUB, ISOLATION BAY Maintenance Repair and Overhaul (MRO) and Isolation Bay are part of the master plan for the world-class airport coming up at Gannavaram near Vijayawada and the funds required for setting them up are being worked out.The airport, which will be principle airport for the new capital city of Amaravati, is being developed on 1,234 acre. It will have planned MROs and isolation bays to handle the largest aircraft – A698s

QUICK PICKS • AAI to install Air Traffic Flow Management system to integrate six major airports. It will be implemented in three phases and completed by 2017. • GVK Power & Infrastructure acquires 100 per cent stake in GVK Airport Services, which operates Mumbai and Bengaluru international airports. • To boost air connectivity in the state, the Odisha Government is planning to convert three airstrips into commercial airports. • Gannavaram airport to be soon upgraded to international airport with a new permanent terminal building and all required facilities. • Kempegowda International Airport, Bengaluru (KIAB), which clocked 15.4 mn passengers in financial year 2014-15, completed even successful years of operation. • Modernisation of Air Field Infrastructure (MAFI) project work in its final stages at the Pune air base. • Airport services company AISATS gets IATA safety audit for grow operation (ISAGO) certification.

along with expanding length and breadth of the runway in accordance with international airport norms. PWD TO COMPLETE WORK ON KALABURAGI AIRPORT Municipal Administration and Minority Affairs Minister Qamarul Islam handed over work on the remaining portion of the Kalaburagi Airport to the Public Works Department. A ﬁnal decision will be taken in the next cabinet meeting. The Kalaburagi Airport will be ready within one year as announced earlier.

PORTS

TRANSPORT UPDATE MALPE PORT 3RD PHASE WORK NEARING COMPLETION The work on third phase of Malpe port is nearing completion. The third phase has been taken up in accordance with the demands of ﬁshermen. It can anchor about 1,420 boats. The third phase has rest shed for toilets, shed for repairing boards, canteen facilities and security guard room. There was a proposal for constructing a shed to repair nets. Hence, work on third stage was started and is expected to reduce congestion and is coming up on 10 acre at Baputhota in Malpe. Initially, it was decided to take up the work at an estimated

cost of Rs 37.17 crore. Owing to various reasons, the project got delayed. Now, the revised estimate has been prepared at Rs 55.1 crore. DEVELOPMENT PLANS ON FOR PORT CITY As part of its Corporate Social Responsibility (CSR) activities, the Vizhinjam International Seaport (VISL), the government company in charge of the port project, has entrusted Ahmedabad-based Centre for Environmental Planning and Technology University (CEPT University) to conduct a study for developing Thiruvananthapuram as a future ‘Port City.’ The study

will focus on the future course of development in a 15-km radius of the Vizhinjam seaport. But the study will be completed only after integrating the concessionaire’s – in this case, Adani Ports – concepts also. CONTACT:VIZHINJAM INTERNATIONAL SEAPORT. TEL: 0471-232 8614. WEBSITE: WWW.VIZHINJAMPORT.IN

KERALA TO DEVELOP PONNANI PORT After Vizhinjam project, the Kerala Government is all set to develop the port at Ponnani through a Rs 1,000 crore private investment. Chennai-based Malabar Ports will be taking up the development work of Ponnani port. The government has acquired 29.3 acre for the project that will be leased for a period of 33 years to the company.The port is being developed in view of the bulk cargo export from Malabar and Tirupur areas. Currently, these are being exported from the port in Tuticorin. CONTACT: GOVERNMENT OF KERALA. WEBSITE: WWW.KERALA.GOV.IN

Major setback for Calcutta port plan The Calcutta Port Trust’s latest attempt to ﬁnd an operator to run two controversy-ridden berths at Haldia has run aground once again. In November 2012, Haldia Bulk Terminal, a JV between LDA of France and ABG of Mumbai, stormed out after a blazing row with the port authorities and the local administration over their failure to provide protection to its employees who were targeted by mobs who had the tacit support of their rivals. Last month, EC Bose & Co was selected as the lowest eligible bidder by the port’s tender committee to operate the two berths. But just when it looked that normal operations will begin at the two berths, Calcutta High Court stepped in and ordered a fresh round of price bids. CONTACT: KOLKATA PORT TRUST. WEBSITE: WWW.KOLKATAPORTTRUST.GOV.IN

Construction World July 2015

SHREYAS SHIPPING SIGNS OF MOU FOR ACQUISITION OF CONTAINER VESSEL Shreyas Shipping & Logistics has signed an MOU for acquisition of one container vessel MV Oel Bharat. The size of the vessel is 2,959 teus and the is price of the vessel is US$7 mn. Shreyas Shipping and Logistics is India’s ﬁrst container feeder owning and operating company. Shreyas has been on the forefront in nurturing Coastal Shipping in India. It has always been on the move to innovate services that will beneﬁt the Indian containerised trade at large. CONTACT: SHREYAS SHIPPING & LOGISTICS. TEL: 022-6622 0300.

QUICK PICKS • Greatship (India) (GIL), a whollyowned subsidiary of Great Eastern Shipping Company sells and delivers the 2009-built 80T Anchor Handling Tug cum supply vessel ‘Greatship Akhila’, to the buyers. • French transport company Alstom looks to the Narendra Modi government’s Make in India initiative to double its business in the country to € 800 mn (`5,700 crore) in the next three years. • The promoters of cash-strapped ABG Shipyard – India’s largest private shipbuilding company – are close to selling a controlling stake in their flagship listed entity to Beirut headquartered Privinvest Holding SAL, a manufacturer of naval and commercial vessels. • Cochin Shipyard delivers the 13th of the series of 20 Fast Patrol Vessel – ICGS Anmol – under construction for the Indian Coast Guard. The vessel will be operated from the Coast Guard station at Haldia. • Kerala Government to develop the port at Ponnani through a `1,000 crore private investment. • Work on the ` 7,524-crore (first phase) of the Vizhinjam international deepwater multi-purpose port to begin on November 1, this year. • Shipping Corporation of India added Kattupalli port in Tamil Nadu and Visakhapatnam port in Andhra Pradesh for its SMILE service. • Peel Ports Group and JN port signes an agreement with top European ports seeking to foster exchange of information and expertise on port operations, port management and hinterland connections. • Environmental study on Colombo Port City Development project to begin and be handled by the Urban Development Authority (UDA) .

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India-Bangladesh rail project by 2017

CONTACT: NITI AAYOG. TEL: 011-2304 2222.WEBSITE: WWW.NITI.GOV.IN

RUSSIA-INDIA TO DEVELOP HIGH-SPEED RAILWAY NETWORK India and Russia are in talks for high-speed train network plans in India. Russia already has several high-speed rail links and plans to set up over 4,000 km of lines, which can run trains at 400 km an hour. In addition, around 7,000 km of fast lines will be built that will run trains at 140 km to 200 km per hour. Russian Railways is spread over 85,000 km and has 1.3 mn employees. It carries around 1 bn passengers a year and 1.2 bn tonne of freight, fourth highest in the world behind the US, China and India. KEY RAIL LINKS IN THE HIMALAYAN REGION FACE ECONOMIC CHALLENGE Four critical railway lines that will connect the international border in the Himalayan range to the Indian hinterland and allow quick troop movement, face an uncertain future due to paucity of funds.The lines are likely to cost Rs 200,000 crore – over $30 bn – and comprise around 80 per cent of the total defence budget of 2014-15. But these four lines are the most critical of the 14 planned to help rapid troop movement to the border. The construction

RAILWAYS

NITI Aayog has decided to commission the proposed 15 km India-Bangladesh railway project along Tripura by 2017. The Rs 575 crore project will reduce the 1,650-km distance between Agartala and Kolkata to only 515 km once the rail track is constructed through Bangladesh. The Northeast Frontier Railway is the nodal agency for the project, while state-owned Indian Railway Construction Company (IRCON) is expected to lay the tracks on both sides of the border.

INDIAN RAILWAYS SETS BIG TARGETS FOR MORE TRACKS THIS YEAR The railway ministry has set ambitious monthly targets for all its zones to commission new lines and double those where just a single line exists at the moment. The Works Directorate of the Railway Board has set a cumulative target of commissioning 600 km of new lines, 900 km of gauge conversion – changing tracks from narrow or metre gauge to broad gauge – and 1,500 km of track doubling. The diktat is for all the 16 railway zones and the Rail Vikas Nigam, which is building lines in several parts of the country.

geo-augmented navigation) system. GAGAN is an indigenous navigational guide system developed by ISRO on JHARSUGUDA-BARPALI the lines of GPS system of the RAIL LINE BY JUNE 2016 US. It was jointly developed by The ﬁrst phase of the the ISRO and Airports Authority Jharsuguda-Barpali railway line of India ( AAI) with a view is likely to be completed by to assist aircraft in accurate June 2016. The completion of MAHARASHTRA OKAYS landing. The GAGAN signal is `234 CR FOR WADSA the railway line will ensure being broadcast through two DESAIGANJ-GADCHIROLI evacuation of about 20 mn Geostationary Earth Orbit (GEO) RAIL LINE PROJECT tonne of coal from the pit satellites - GSAT8 and GSAT10. The state cabinet cleared a With the use of its software head to power plants located proposal to provide Rs 234.64 in other places. The new system, a train will know the crore for the Wadsa Desaiganj railway line will help MCL location of any unmanned level – Gadchiroli rail line project, produce 150 mn tonne of coal crossing and soon a warning which will provide connectivity signal can be given. this year. The country has generated 494 mn tonne of coal to the most backward district of CONTACT: ISRO. TEL: 080-2341 5275. this year, which is 32 mn tonne the state and Naxalite affected district in Vidarbha. This will be WEBSITE: WWW.ISRO.GOV.IN from the previous year. This 50 per cent of the project year, also the target is about cost as the state’s contribution 12 per cent more. QUICK while the railways will chip RAILWAYS TO GET in with the other half. The PICKS MADE-IN-CHINA METRO Rs 469.27 crore project to lay FOR KOLKATA 52.86 km rail line is expected • Russian officials in talks with Beijing-headquartered to be completed in the next their Indian counterparts to help world’s largest rolling stock ﬁve years. As per the state’s the country set up high-speed company China Railway policy, it was decided to share railway projects. Rolling Stock Corp Ltd 40 per cent to 50 per cent • Indian Railways proposes to (CRRC) has bagged the order of the project cost so that increase the speed of nine railway to manufacture 14 modern the railway link is provided corridors from the existing 110 air-conditioned rakes (each rake on priority. and 130 km per hour to 160 and constitutes eight coaches) for 200 km per hour. ISROS GAGAN TO PROVIDE Kolkata Metro.The rakes will • Indian Railways reports a dismal NAVIGATIONAL SUPPORT be supplied by CNR Dalian 1.2 per cent growth in freight Locomotive and Rolling Stock, TO RAILWAYS tonnage in the first two months of the ISRO will provide a subsidiary of CERC – a current fiscal (April-May), clocking an navigational support to the state-owned company of incremental volume of a mere China with a turnover of about country’s Railways through 2.2 mn tonne. ‘GAGAN’ (GPS-aided US$ 145 bn. is expected to take at least eight years.

July 2015 Construction World

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ROADWAYS

TRANSPORT UPDATE CORPORATION LOOKS TO WRAP UP FIRST PHASE OF COLD MILLING OF ROADS A total of 194 bus route roads in the city will be cold milled and camber corrected under a Rs 454 crore project. The Chennai Corporation has placed illuminated warning boards on roads where milling has been done.Work is in progress on roads, including TTK Salai, Smith Road and Pantheon Road. Under the ﬁrst phase of cold milling, where the top layer is scrapped off, and proper slope is created to drain rainwater, the Chennai Corporation has completed work on 36 km of 44 km of roads. CONTACT: CHENNAI CORPORATION. WEBSITE: WWW.CHENNAICORPORATION.GOV.IN

QUICK PICKS • Pune Municipal Corporation to open the Swargate flyover to the public. • MNS activists in Navi Mumbai want the Karanjade toll plaza along the Panvel-JNPT road to be closed as toll plaza operator, Thakur Infraprojects, has been collecting charges from the light motor vehicles of the local residents. • Construction of the road linking the pontoon bridge on Mula river to the Khadki Cantonment Board limits delayed as the civic body is yet to receive the no objection certificate from the defence authorities. • Unable to meet the deadline of three weeks to complete a drainage project on Padikuppam Road, Metro water has started digging up the road yet again, affecting normal life. • Government’s plan to 100 per cent exit the road projects to acquire `4,500 cr concerns private companies.

Construction World July 2015

Authority has decided to replace the 448-m-long Shashtri Bridge with a four-lane bridge to deal with the increasing traffic flow. IDA will first carry out the feasibility survey and then prepare a detailed plan for construction. The IDA board has also approved feasibility surveys for construction of flyovers in main areas of the city to deal with traffic congestion.

Highway projects of `7K okayed in Maharashtra The Union Government approved `7,528.74 cr projects in Maharashtra for widening of stretches of NH 6 under its ﬂagship road building programme NHDP. The Cabinet Committee on Economic Affairs has given its approval for development of the four laning of the AmravatiChikhli, Chikhli-Fagne and Fagne-Gujarat/Maharashtra border sections of NH-6 in Maharashtra.

CONTACT: THE INDORE DEVELOPMENT AUTHORITY. TEL: 0731-253 1312. WEBSITE: WWW.IDAINDORE.ORG

WORK ON SERVICE ROAD OF FLYOVER AT A STANDSTILL While work on the 425-m long flyover at Mele Pazhavangady, across the arterial road linking CONTACT: GOVERNMENT OF INDIA. WEBSITE: WWW.INDIA.GOV.IN the Power House (PH) and NITIN GADKARI DECLARES plan to upgrade almost the entire Thakaraparambu roads is nearing G GURGAON-REWARI ROAD stretch of state highways by 2017. completion, the construction of A AS NATIONAL HIGHWAY the service road has never quite The department has recently The Minister for road taken off despite preliminary removed all road humps on t transport and highways activities for the project Bengaluru-Mysuru highway. a announced the Gurgaon-Rewari Road humps in other parts of commencing nearly four years h highway via Pataudi as a national the state will also be removed in ago. This lack of progress in the h highway and authorised the work can be attributed to the a phased manner. They will be H Haryana Government to delay in laying pipes for a Japan laid as per the specifications of c complete the portion of four International Cooperation the Indian Road Congress. l laning of Pinjore-to-Baddi Agency (JICA)-aided drinking N GOVT STARTS NH-21-A lying in Haryana. water supply scheme. F the construction of grade RECONSTRUCTION OF For s MUFTI ANNOUNCES FOURseparator or under pass at IFFCO SK BRIDGE C After High Court directions, LANING OF SALAMABADChowk, Signature Tower Chowk a Rajiv Chowk in Gurgaon, the government recently started KAMAN POST ROAD and N The Kashmir Government the reconstruction of damaged NHAI will bear 75 per cent of t total cost and the remaining recently announced the Sher-e-Kashmir bridge. The the 2 per cent will be shared by the Bridge was closed for traffic and four-laning of the Salamabad25 H Kaman Post road along the pedestrians after a portion of it Haryana Government. Srinagar-Muzaffarabad axis at a was damaged in the September PWD TO SEEK JICA P cost of Rs 24 crore. Of the total floods last year. The restoration FFUNDING FOR ROAD amount, Rs 5 crore has been work of the bridge will end P PROJECTS IN STATE allocated for the current financial the inconvenience the people The Public Works Department have been facing for over last year. The government also i collaboration with Japan in announced the construction of a eight months. I CONTACT: GOVERNMENT OF INDIA. International Cooperation residential complex at Salamabad, A WEBSITE: WWW.INDIA.GOV.IN Agency (JICA) will fund road besides two restaurants for p projects in Karnataka, including passengers at Salamabad and the t peripheral ring road of FOUR-LANE ROB TO the Kaman Post. t Bangalore Development REPLACE SHASTRI BRIDGE CONTACT: GOVT OF JAMMU & KASHMIR. the A The Indore Development WEBSITE: WWW.JKGAD.NIC.IN Authority. PWD has drawn a

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CEMENT UPDATE Star Ferro and Cement de-merger approved The Meghalaya High Court has approved the de-merger plans between Star Ferro and Cement (SFCL), Shyam Century Ferrous and their respective shareholders. The company’s board had approved a de-merger scheme in 2014 under which a new company, Shyam Century Ferrous, was formed to separate the company’s ferro alloy division as part of an overall business reorganisation plan.

ACC RESUMES LIMESTONE MINING OPERATIONS ACC has resumed limestone mining operations at Bargarh, Odisha, after about nine months. The company had stopped mining at Bargarh in October following a government notice to suspend operations at this plant. It stopped clinker production at Chaibasa, Jharkhand, and Bargarh plants, but continued operations of cement grinding units associated with these plants.

Corporation (IFC) to fund its turnaround. Currently, a part of Bharat Mines & Minerals group (BMM Group), BCL shareholders had agreed to transfer ownership to Sagar Cements (SCL). After the transfer, BCL will become a wholly-owned subsidiary of SCL. SCL has 2.75 mtpa of cement capacity spread across two plants in Matampally and

Pedaveedu, both in Nalgonda, Telangana. BCL has a 0.95 mtpa integrated cement plant at Anantpur, Andhra Pradesh. CONTACT: BMM CEMENTS. TEL: 08558-200 272.

DALMIA CEMENT EXPANDS ITS FOOTPRINT IN SRI LANKA Dalmia Cement (Bharat) is increasing its exports to Sri Lanka through its channel partner Smart Dragon Lanka. With a total capacity of 20 mtpa, Dalmia Cement has cement plants in southern and eastern India, making it a prominent manufacturer of cement in India. Dalmia Cement currently supplies cement to the Sri Lankan market from its 3.5 mtpa plant in Dalmiapuram, Trichy, Tamil Nadu. The plant has 21 silos, making it convenient to store many varieties of cement.

CONTACT: ACC LTD. TEL: 022-3302 4321. WEBSITE: WWW.ACCLIMITED.COM

KERNEOS TO COMMISSION VIZAG PLANT Kerneos India plans to complete the construction of its US$ 18.9 mn, greenﬁeld 30,000 mtpa calcium aluminate cement plant in Visakhapatnam within the next two years. This will be the company’s 12th manufacturing plant globally. Three of its plants are located in France, three in China, one in the UK and one is in the US. CONTACT: KERNEOS INDIA. TEL: 033-3052 2315. WEBSITE: WWW.KERNEOS.COM

BMM CEMENTS TO RAISE US$ 33MN FROM IFC BMM Cements (BCL) plans to raise US$ 33 mn from the International Finance

Construction World July 2015

QUICK PICKS • Andhra Pradesh to procure more than 2 mn tonne of cement this year for its infrastructure and social development projects. • N Srinivasan resigns from the board of financial services firm, ICCL, a part of India Cements group. • The Income Tax department aids the offices and properties of the Chettinad Group. • BMM Cements has plans to raise $33 mn (around `200 crore) from International Finance Corporation to fund its turnaround. • Ramco Cements Quarterly profits rise 274 per cent to `93.42 crore from `24.99 crore. • State governments can purchase low-cost cement for `140 per bag from the Centre’s consortium for construction work in public sector.

It can also supply Sri Lanka from its 2.5 mtpa plant at Kadappa in Andhra Pradesh. CONTACT: DALMIA CEMENT (BHARAT) TEL: 044-2827 9933.

Wonder Cement to invest `3,200 cr to increase capacity to 10 MT Wonder Cement, a part of RK Marble Group, plans to invest around Rs 3,200 crore to increase its capacity to 10 mn tonne in the next ﬁve years. The company plans to set up a third production line at a cost of Rs 1,600 crore. The project will be funded through internal accrual of Rs 300 crore, promoters’ contribution of Rs 500 crore and debt of around Rs 2,400 crore. Currently, the plant is running at full capacity selling 180,000 bags per day catering to northern states but 50 per cent of its volume is sold in Rajasthan. Wonder Cement is also expanding its base in north Gujarat and western parts of Uttar Pradesh and Madhya Pradesh.

MALABAR CEMENTS PALLIPURAM PLANT TO REOPEN Malabar Cements’ Pallipuram plant in Kerala, which has 600 tonne per day of production capacity, plans to restart production after a layoff of six years. The trial run started on March 20, 2015. The plant was shut in 2009 following a clinker shortage and labour issues. After funds were received from the state government in 2014, renovation of the plant costing around $780,939 and 200 workers went on for a year. CONTACT: MALABAR CEMENTS. TEL: 0491-286 2373. WEBSITE: WWW.MALABARCEMENTS.COM

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EQUIPMENT UPDATE LIEBHERR CRANES FOR LAUNCHING SHIP HULL Germany-based crane service provider Wiesbauer and lift and transport provider Hermann Paule used two Liebherr mobile cranes to launch a 100 tonne ship hull into the water. This hull will be used for a new 32 m long and 7.8 m wide motor ship-Seegold – for shuttle services on Lake Constance bordering Germany, Austria and Switzerland. Built in the Lux-Werft in Bonn, the ship was lifted out of the Neckar by Wiesbauer in Heilbronn and loaded on to a Spedition Kübler low loader. From here it was transported to Friedrichshafen, Germany, and lifted into the lake. CONTACT: LIEBHERR INDIA PVT LTD. TEL: 022-4126 7500.

YANMAR MACHINES FOR BUILDING STADIUMS Heiler GmbH & Co KG Sportplatzbau-Landschaftsbau (Heiler), the expert in sports ground construction, has been relying on Yanmar machines for many years to build numerous football grounds for the German national football league. This Bielefeld-based company uses Yanmar mini and compact excavators for creating the grounds of the big Stadiums as well as construction of sports ground for regional sport and football clubs. These excavators transport and distribute material for the substructure of sports ﬁelds. This structure consists of several layers and can only be navigated by machines with low soil pressure. CONTACT:YANMAR INDIA. TEL: 0120-431 3724. CONTACT: WWW.YANMAR.COM

VOLVO LAUNCHES NEW EC300DL Volvo has launched the new EC300DL designed for heavy

Construction World July 2015

duty applications such as road building, truck loading, quarrying and trenching in Thailand. The engine of the machine has a 169 kW power rating and delivers excellent fuel-efﬁciency. Focused on productivity, the unit supplies 11 per cent more power with its torque improved up to 12 per cent compared with its Volvo predecessor. CONTACT:VOLVO CONSTRUCTION EQUIPMENT. TEL: 022-2547 1108. WEBSITE: WWW.VOLVOCE.COM

GHHL INSTALLS FLARE WITH CC 8800-1 Gulf Haulage Heavy Lift (GHHL) used a Terex CC 8800-1 to install a ﬂare stack at an oil facility for Saudi Aramaco in Yanbu, KSA. The stack was

200 m high and made up of structure segments weighing between 21 tonne and 104 tonne each.The project faced many challenges including high wind speeds. Every day at approximately 11:00 hours, winds would increase from a light breeze of 2 m per second to sustained gusts reaching 16 m per second, and this would sometimes continue all afternoon and evening. CONTACT: GULF HAULAGE HEAVY LIFT. TEL: +966-13-811 8181. WEBSITE: WWW.GHHL.NET

TADANO LAUNCHES BOOM SYSTEM Tadano launched its Triple boom system on a new eight-axle 600 tonne capacity all terrain crane during a

Hitachi excavators for canalisation project

QUICK PICKS • Surelia Engineering introduces MCP 48, a versatile machine for concrete precasting. • Speedcrafts in JV with Harsco Track Technologies introduces several new innovative track construction and maintenance products in the Indian railways. • South Korea-based construction equipment manufacturing giant, Hyundai Rotem delivers its first train to DMRC. • The Cat 336F L XE hybrid excavator features an integrated design that conserves fuel, optimises performance, and captures and reuses energy. • JCB uses the Plantworx exhibition to add a 9 tonne class tracked unit to its midi excavator line-up. The company now offers six machines in the 6 tonne to 10 tonne tracked excavator segment. • Kobelco to merge excavator Kobelco construction machinery and Kobelco Cranes subsidiaries by April 2016. • Maxim Crane Works acquires Crane Rental Corporation, a provider of heavy hauling, specialised rigging and crane services in southeast US. • Wilson Access Hire doubles its platform feet by purchasing 10 new Teupen Leo machines, which are highly compact and ideal for use in applications.

Hitachi excavators are being used by civil engineering specialist Razel-Bec in a 90 km canalisation project in Senegal, West Africa. To achieve this, Razel is leading a project, in partnership with construction company Sogea Satom, to excavate new canals and rehabilitate existing ones. The project involves the movement of 5 mn cu m of earth to ensure that a main 40 km canal is capable of taking dirty water away from the delta to the Atlantic Ocean. Razel chose Hitachi Zaxis excavators that have extra-wide tracks, which prevent them from sinking into the ground. They also offer better fuel consumption.

customer event at its factory near Nürnberg in Germany. The new ATF 600G-8 has a 15.3 m to 56 m boom, 24 m to 90 m boom extension and a maximum working radius of 104 m. The system offers efﬁcient transport and has three telescopic tubes, designed to increase torsional stiffness.

CONTACT: TATA HITACHI CONSTRUCTION MACHINERY COMPANY. TEL: 080-6695 3301-05. WEBSITE: WWW.TATAHITACHI.CO.IN

CONTACT: TADANO INDIA. TEL: 080-4093-1566 WEBSITE: WWW.TADANO.COM

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COVER STORY

SECTION A

THE SMART CITIES CHALLENGE

Managing the high level of urbanisation has made it imperative for the government to resort to smart concepts and solutions. For India, this has resulted in the identiﬁcation and planning of 100 smart cities.

ith urbanisation at its peak in India, a challenge is a great way for cities to get smart – quite literally. On the premise that a bit of competition never hurt anybody, the Smart Cities mission launched by Prime Minister Narendra Modi last month, along with the Atal Mission for Rejuvenation and Urban Transformation (AMRUT) and Pradhan Mantri Awas Yojana (PMAY), called for the selection of potential candidates based on a two-stage competition, the ‘City Challenge’. Endorsing the need for such a competition among states to ensure efﬁcient planning

Construction World July 2015

ES YT

KB C I QU • ICT will be the difference between an ordinary and smart city. • One smart city to be built in each of India’s 12 major port cities. • Huge opportunity: Retroﬁtting existing cities and connecting them for the ﬁrst time to the information grid.

and economic sustainability, Pratap Padode, Founder-Director, Smart Cities Council India, says, “The Smart Cities mission and AMRUT are likely to infuse a total of Rs 400,000 crore, once integrated with other missions like Digital India, Swachh Bharat, Housing for All, etc.” Currently, while 30 per cent of the Indian population resides in urban centres, these centres contribute around 65 per cent to the national GDP, states a recent Deloitte report. It is further projected that urban India will contribute about 75 per cent of the national GDP in the next 15 to 20 years while another 300 million people get added to the existing 300 million dwelling in

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No of cities that can be nominated for development as smart cities

A&N Islands

AMRUT cities identiﬁed so far*

State-wise assignment of smart city candidates and AMRUT cities

▼

State/Union Territories

Andhra Pradesh

Arunachal Pradesh

Assam

Bihar

Chandigarh

Chhattisgarh

Daman & Diu

Dadra & Nagar Haveli

Delhi

Goa

Gujarat

Haryana

Himachal Pradesh

J&K

Jharkhand

Karnataka

Kerala

Lakshadweep

Madhya Pradesh

Maharashtra

Manipur

Meghalaya

Mizoram

Nagaland

Odisha

Puducherry

Punjab

Rajasthan

Sikkim

Tamil Nadu

Telangana

Tripura

Uttar Pradesh sh

Uttarakhandd

West Bengall

Total

100

476

“States have been allotted with the number of cities that can be made smart.” Union Urban Development Minister VENKAIAH NAIDU shares a brief on schemes for both Smart Cities and AMRUT with CW. “Prior to launching the schemes, we have worked out the details, guidelines have been prepared, states have been taken into conﬁdence, discussions have been held with various stakeholders and then it has received approval from the Cabinet. There will be competition across the country in the form of a city ‘challenge’ system, with guidelines for how many cities a state can propose as well. The proposed city will be assessed on its capacity, population, revenue, employment ratio, sanitation, solid waste management, provision for drinking water, electricity, transportation, education and other existing facilities along with credit ratings. Keeping all this in mind, especially the population, the states have been allotted with the number of cities that can be made smart. While a total of 100 cities are being planned, the states of Maharashtra, Gujarat, Tamil Nadu and Uttar Pradesh have more cities considering their urban population. Also, countries like the US, Japan and France have come forward to give technical support. Other countries are also showing interest with regard to joining smart cities projects through PPP. We are going to involve them in a big way because smart cities require huge investment, which will come from internal as well as external sources.”

Venkaiah Naidu Union Urban Development Minister

Source: Ministry of Urban Development July 2015 Construction World

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COVER STORY

ASE

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urban centres. The speed of urbanisation will exert immense pressure on infrastructure, ﬁnance, natural Pratap Padode, resources and Founder-Director, SMART CITIES COUNCIL INDIA quality of life. To relieve some of this pressure, it is imperative for the government to resort to smart concepts and solutions. This, clearly, is one of the drivers of the Kanwaljeet Singh, Business Development, 100 smart cities Energy and Smart Cities, concept. “The SCHNEIDER ELECTRIC mission will INDIA attract huge investments from international companies and even the private sector, which has been shying away from public-private participation,” adds Padode.

Identifying cities The Ministry of Urban Development deﬁnes a smart city with three vital focus areas: Basic infrastructure; the use of ‘smart’ solutions to make infrastructure and services better; and reliance on area-based development. So, which could these cities be?

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South India’s SmartCity Kochi

SmartCity Kochi’s first phase is in progress and nearing completion. The project plan takes into account economic, social and environmental sustainability and seeks to create over 90,000 direct jobs by 2020. Baju George, Managing Director-Operations, SmartCity, SmartCity Kochi, tells us more. SMART FEATURES • Power generation from non-conventional energy sources, rainwater harvesting, zero-waste discharge, reuse of grey water. • Smart Digital Plan will exploit technology to offer structured living conditions; operations centre will monitor data addressing safety, security, building operations and maintenance, water and waste management, traffic flow and transit services. • A co-development model to bring in real-estate developers to jointly build the township; current infrastructure cost is `300 crore. OPPORTUNITIES • Need for commute infrastructure: Metro, waterways and other public and private transport. • Reliance on principle of self-sustenance – from arranging water through the nearby river and building substations and solar power plants to storm-water drainage systems; these are already in progress. • Smart governance through efficient monitoring and control of energy and utility consumption, security, fire, water, road access, transportation and traffic, etc.

“At present, only Lavasa near Pune can be classiﬁed as a smart city. Other cities (such as Mumbai and Delhi) are still in the process of upgrading their systems and could qualify as smart in the future,” says Kanwaljeet Singh, Business Development, Energy and Smart Cities, Schneider Electric India. “Varanasi, Allahabad,

Gurgaon and Vizag also stand out as potential smart city candidates in the country.” Recently, Cisco has laid down plans to provide networking infrastructure for smart city projects in Navi Mumbai, Pune, Jaipur and Lucknow. This includes services such as street lighting, waste management, and

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communication through the command-andcontrol centre or integrated operations centre. “We have been Aamer Azeemi, Managing Director, talking to these CISCO cities about the best way to do this, following which they will come up with their procurement procedures,” says Aamer Azeemi, Managing Rajiv Saxena, Director, Cisco, Director-Sales, India Public adding that the Sector, Commercial and company is in SAARC, NETAPP discussion with INDIA PVT LTD many cities. “We have done the complete smart city planning for four cities in the Delhi Mumbai Industrial Corridor,” he shares. These include the greenﬁeld cities of Dholera Special Investment Region in Gujarat, Shendra-Bidkin Mega Industrial Park in Maharashtra, Manesar Bawal Investment Region in Haryana and Khushkhera Bhiwadi Neemrana Investment Region in Rajasthan. Further, an ambitious plan is being laid by the government to build one smart city each at the country’s 12 major ports, amounting to a total investment of about Rs 50,000 crore. Moreover, with BandraKurla Complex in Mumbai to be turned into a smart business hub, ﬁve more such smart hubs are being planned in the city.

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Tech-play Technology, which is essential to deliver civic services efﬁciently, lies at the heart of this transformation. It enables the integration of government departments, planning processes, information from various sources, and the creation of an intelligent and interconnected network of infrastructure services. “All this means inﬂux of data and terabytes,” says

Rajiv Saxena, Director-Sales, India Public Sector, Commercial and SAARC, NetApp India Pvt Ltd. “To manage staggering amounts of structured and unstructured data, the government needs to put in place robust storage architecture to help departments organise data on the basis of sensitivity of information, importance and accessibility.” In the context of smart cities, where

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Narendra Modi’s GIFT to India

GIFT city, spread over 886 acre, has a total built-up area of about 62 million sq ft, of which Phase-I includes 10 million sq ft, Phase-II 22 million sq ft and Phase-III 30 million sq ft till 2020-22. Phase-I of the infrastructure rollout is on the verge of completion. Nilesh Purey, Head-ICT, GIFT City, tells us more. SMART FEATURES • 7 × 8 m ventilated and secure ‘utility tunnel’ below the city touches every building. • DCS (district cooling solution) to supply chilled air to buildings. • Vacuum chute-based automatic waste collection system collects waste at every level. • Uninterrupted power supply via electrical distribution system. • ICT to manage and monitor infrastructure. • GIFT City Urban Development Authority has designed and issued common IBMS guidelines for all developers. OPPORTUNITIES • Transport-oriented; BRTS and Metro connectivity. • Phase-I rollout of raw water pumping station and water treatment plant done; construction of master reservoir underway. • Commissioning of 66 KVA substation complete; feasibility study to commission gas-based captive power plant. • Will require participation for storm-water drainage in second and third phase of infrastructure development. • Mobile app for citizens to access services, lodge complaints, pay bills, etc.

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Mission-wise guidelines seeking better execution of projects for Smart Cities and AMRUT The Central Government has radically overhauled the operational guidelines for implementation of Smart Cities and Atal Mission for Rejuvenation and Urban Transformation (AMRUT). SMART CITIES MISSION • Central assistance to be used only for infrastructure projects with larger public benefit. • Minimum area norm for retrofitting is 500 acre; for redevelopment, 50 acre; and for greenfield projects, 250 acre. This will be 50 per cent for northeastern and Himalayan states. • Benchmarks to be achieved: 10 per cent of energy needs to be met from renewable sources, 80 per cent of building construction to be green and 35 per cent of housing in greenfield projects for economically weaker sections. • Special Purpose Vehicles (SPV) to be set up for implementation of smart city plans with 50:50 equity of states and urban local bodies. • An Inter-Departmental Task Force to be set up to coordinate all aspects of smart city development. AMRUT • No projects without availability of land; all necessary clearances shall be included in the Mission by states or union territories. • States shall transfer funds to urban local bodies (ULBs) within seven days of transfer by Central Government and no diversion of funds; failing this, penal interest would be charged besides other adverse action by the Centre. • Action plans should provide for O&M costs for assets created for at least five years based on user charges. • Instead of penalising states or ULBs for non-implementation of reforms by linking fund release with progress on reforms resulting in delays, the guidelines now provide for incentivising reforms by earmarking 10 per cent of annual allocation for good performers at the end of each year. • For water supply, sewerage, septage, storm-water drains and urban transport, the Centre’s share is to be in the range of 1/3 of project cost to 50 per cent; states to mobilise the balance with their own share being not less than 20 per cent. • A set of 11 reforms to be implemented in four years, including: Promoting e-governance; improving collection of various taxes; fee and user charges; augmenting double-entry accounting; constitution and professionalising of municipal cadre; preparation of GIS-based master plans, devolution of funds and functionaries to urban local bodies, review of building bylaws; setting up financial intermediaries for pooling and disbursement of resources; credit rating of ULBs; energy and water audit; and achieving Swachh Bharat milestones. Source: Ministry of Urban Development

Smart Building Score Smart cities embraces so many factors that include smart mobility, smart water and waste management, smart economy, smart governance, smart people, smart living and smart buildings. With the role of buildings being redefined from a static environment to a more dynamic and interactive space, Honeywell and EY have developed a Smart Building Score. This is a universal framework for quick, comprehensive, and easy assessment of any building in terms of its smartness. Fifteen smart elements in each building are rated on their green, safe and productive outcomes, based on predefined parameters of capability, coverage and uptime. The score is an average of three outcomes: Green, Safe and Productivity. The Honeywell Smart Building Score was applied for the first time in over 2,000 buildings across eight Indian cities to validate the tool, and assess a building’s smartness. The survey covered 10 key building verticals: Airports, hotels, hospitals, private offices, retail, surface transport, government offices, education and social spaces, public services, and residential. These buildings are located in Ahmedabad, Bengaluru, Chennai, Delhi-NCR, Hyderabad, Kolkata, Mumbai, and Pune. (For the key findings of the survey, log on to www.ConstructionWorld.in/webx)

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virtually everything involves data, the signiﬁcance of storage is immense. “A storage system can help ensure non-disruptive Philips Ranjit, access to data, Director-Cloud Business, NETAPP INDIA PVT LTD which is critical for government functions,” says Philips Ranjit, Director-Cloud Business, NetApp India Pvt Ltd. “As we progress further into implementing Lux Rao, plans for smart CTO & Leader, cities, more HP FUTURE CITIES decision-makers will realise the need to leverage multiple Cloud solutions and architectures (including hybrid Clouds) to meet their dynamic Dr Sumit D business and Chowdhury, Founder, technology GAIA SMART CITIES challenges.” The hybrid Cloud model will allow agencies to maintain control of data while maximising Cloud computing economics such as money saving through shared services, improved security, robust infrastructure and operational efﬁciencies. Highlighting IT as a key enabler of smart cities, Lux Rao, CTO & Leader, HP Future Cities, says, “Cities that are future-ready will ride on a robust IT framework. It is a key enabler and will ensure the whole gamut of citizen engagement, ranging from delivery of services, information for all and ongoing dialogue with citizens to monitoring the metrics.” Undoubtedly, ICT will be the difference between an ordinary city and a smart one. Dr Sumit D Chowdhury, Founder, Gaia Smart Cities, says, “We anticipate that anywhere between 5 per cent and 15 per cent of the project cost should be kept aside for pure hardware, network and software technologies, and another 5 per cent for the analysis and use of the data in everyday operations, which will be part of the business.”

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Shaping up Bhendi Bazaar the Smart Way

Steeped in history and culture, Bhendi Bazaar, a 150-year-old area in Mumbai, is at a point of appalling urban decay. There was an urgent need for a makeover; the Saifee Burhani Upliftment Trust (SBUT) stepped forward to provide this through a cluster redevelopment scheme. The ambitious redevelopment project comprises 16.5 acre, has 280 CS nos. decrepit buildings, 3,200 families and 1,250 shops. Abbas Master, CEO, SBUT, tells us more. SMART FEATURES • Well-planned and maintained residential and commercial transit facilities providing a ‘glimpse of the future’ with the promise of safe, secure and healthy living. • Project area to have its own environment-friendly and efﬁcient sewage treatment plant, solar panels, rainwater harvesting and well-planned garbage handling and disposal system. • Building alignment with gradually increasing building height to ensure ample natural light and sea breeze. • More space will be available with the addition of open areas, green spaces, play and recreational areas. • Wide roads to replace narrow and congested lanes to accommodate tree-lined footpaths.

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Utilities and solutions There are two components to any smart city: Physical infrastructure and software. Every city, from ancient times to now, has required roads, water, power, parks, security, transportation, shopping, food production, and services of different types for its citizens. What has changed is that all these facilities can now be designed using analysis of data (See infographics on page 56). Therefore, you get smarter roads where traffic lights are coordinated with the amount of traffic and smarter water by measuring the amount of water being consumed and then planning how much to buy, how much to clean and purify, and how much to store and distribute. While smarter power and the fine granular measurement can improve load factors and reduce electricity cost, smarter grids for electricity distribution improve the resiliency of power networks. Additionally, smarter transportation, agriculture and services can be possible by backing every decision with data collection and analytics. This considered, the benefits building information modelling (BIM) offers at various stage are proven. “It can play a significant role to make smart cities a success,” affirms Sonali Dhopte, Director, Excelize. She highlights some goals for BIM adoption or implementation in smart cities:

• At the design stage: Visualisation of the project leads to reduction in coordination time; reduction in time by design changes; accuracy in data used for construction as BIM lets us build virtually before building physically. • At construction stage: Reduction in

rework at site owing to clash detection and resolution; accuracy of Bill of Quantities (BOQ) and consequently material procurement; delay monitoring through 4D construction simulation; availability of an as-built model for facility management.

E CAS W SHO India’s New Destination: Naya Raipur T R A

The master plan is from 2009 to 2031 and Phase I is nearing completion. Almost 8,000 hectare have been acquired; 126 km of roads are almost done; and sewerage, water supply, electricity, around 10,000 houses in the private and government sectors, and stadiums, hospitals, and educational institutions are under construction. N Baijendra Kumar, Additional Chief Secretary to Chief Minister, Housing & Environment, Government of Chhattisgarh, Raipur and Chairman, Naya Raipur Development Authority, tells us more. SMART FEATURES • Security, traffic and water management, electricity and billing IT-enabled. • Enabled for operation and maintenance of water supply, electrical distribution and sewerage; solid waste management; state management; various approvals of building plans and user charges; utility services; property tax; online interaction with government. • Online surveillance system includes traffic, signalling, policing, safety management and transport; in case of congestion in an area, traffic is automatically diverted. • Completely Wi-Fi enabled. OPPORTUNITIES • Final tendering where companies to bring all the solutions together being sought; not a single tender – various combinations to get the best solution. • Surveillance for traffic, police management, safety and keeping track of state management, which includes keeping track of land, taxes and utilities including solid waste management and billing. • Houses, roads, business centres, schools, hospitals and other infrastructure in the PPP model.

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Developing Smart Solutions to Address Challenges • At maintenance stage: Integration KEY ISSUES POTENTIAL SOLUTIONS of design data Financial Challenges with maintenance • Developing a new or greenfi eld smart • For new cities, a large part of the initial data; impact of city with a target population of 5-10 lakh investments may be recovered through sale of any updates or land and/or commercial and residential real is likely to require financial investment renovations can ranging between `75,000 and estate. Suitable land pooling options and other be assessed Sonali Dhopte, `150,000 crore and may require related mechanisms (like higher floor-area Director, EXCELIZE against the data ratio or floor-space index) need to be eight to ten years for implementation. available in the • Most ULBs are not financially selfconsidered for this purpose. BIM model. sustainable and tariff levels fixed by them • Suitable financing options like BOT Traffic is to provide services often do not mirror (Build-Operate-Transfer) may be considered to the cost of supplying the same. Even if stagger the initial requirement. a persistent • Tariff structure needs to be redesigned to additional investments are recovered in a concern in cities phased manner, inadequate cost recovery enable cost recovery through some level of that require a will lead to continued financial losses. cross-subsidisation. radical approach. • Initial investment cost for ICT-related In this regard, Mayank Manish, applications, which are anyway significantly Ashwin CEO, lower than associated network-level INFROVATE CONSULTING Natarajan, infrastructure (pipeline extensions, for AND SOLUTIONS PVT LTD Founder & example), can be reduced and recovered in a CEO, SMIDER, phased manner by adopting a cloud-based scalable model, with cost recovery being tells us, SMIDER is a device built on transaction-based. proprietary technology that enables traffic management authorities to reduce congestion Technical Capacity Constraints times by routing traffic into alternate routes • Most ULBs have limited technical • Leverage private partnership and or allows for an increase in lanes of the existing capacity to ensure timely and costoutsourcing arrangements for both road network to smooth the flow of traffic. effective implementation and subsequent implementation and operations and As the device can be installed as a standalone operations and maintenance owing to maintenance with output-based contracts. unit on a divider or on the complete length limited recruitment over a number of years • Opt for a cloud-based model or architecture for implementation of ICT as it results in the of the divider, it can work to route traffic or along with inability of the ULBs to attract best of talent at market competitive operations and maintenance responsibility increase road capacity without building compensation rate. being taken over by private vendors. expensive flyovers or underpasses.” Internet of Things (IoT) is all about Institutional Capacity using sensors to capture data, and leveraging • Successful implementation of smart city • Develop a tripartite framework as part of on data analytics to bring about the solutions need effective horizontal and which local government is provided access efficiency or smartness. And Mayank vertical coordination between various to defined financial and technical support Manish, CEO, Infrovate Consulting institutions involving institutions providing in lieu of undertaking specific governance and Solutions Pvt Ltd, says that Infrovate various municipal amenities as well as reforms and setting up requisite institutional effective coordination between the Central mechanisms like a Central Control Room with has those sensors and the technology. He Government (MoUD), state government representation from all agencies, having a says that the company’s expertise lies in common database for sharing of data, etc. sustainable and secure RFID-based offerings as well as local government agencies on various issues related to fi nancing, sharing and their intelligent implementation. of best practices and sharing of service “RFID is a type of a sensor and we build delivery processes. on that capability of sensors – build the data Source: Deloitte analytics platform where data is captured by the sensors and allow the cities to take smart decisions – whichever areas these are used in.” How does this help? It makes the eco-system become more efficient, controlled, secure and of course makes the setup smarter! Energy savings and smarter control of lighting is another crucial factor. “This has opened a new window of opportunities in street, high-mast lighting and all high-power lighting applications,” Establishing greenfield smart cities is a long-term plan and the effect will be felt only in the next 20 years.

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COVER STORY City wide Smart Solutions

Sandhya Godey, Principal Consultant, PHOENIX IT SOLUTIONS PVT LTD

Source: Ministry of Urban Development

says Rahul Sapre, CEO, Elle Green Lighting. “The lights we manufacture have state-of-the-art technology to enable users to control them remotely and ensure power savings for years of operations.” As interactive features are the key to make any product usable in smart applications, this will help users reduce cost while gaining operational control.

Greenfield vs. retrofitting Establishing greenfield smart cities is a long-term plan and the effect will be felt only in the next 20 years. However in India, a huge opportunity also lies in retrofitting existing cities – brownfield cities – and connecting them for the first time to the information grid. When asked to choose between the two, Azeemi answers, “India needs a mix of both.” He adds that greenfield projects are fairly straightforward as you don’t have legacy challenges. But one cannot build a whole lot of greenfield projects because of various issues, including availability of land. He also agrees that the bigger challenge and opportunity is in making existing cities smart as the bulk of the population today lives in them. Sharing her take, Sandhya Godey, Principal Consultant, Phoenix IT Solutions Pvt Ltd, says, “Greenfield projects are easier than retrofitting because a

greenfield smart city can be developed as per what you want, unlike retrofitting where compromises need to be made considering city limitations.” However, she is confident that both opportunities will yield good results. We couldn’t agree more.

CW’s recommendations All considered, while challenges of execution still exist in major infrastructure projects in India, the smart cities concept is a promising one that has the support of the government and all stakeholders. With the government releasing guidelines seeking better execution of projects (see guidelines on page 50), CW spoke to leading stakeholders to come up with suggestions to make smart cities a success in India: • The Prime Minister and Ministry of Urban Development can consider appointing a cabinet-level managing director and chief information ofﬁcer (CIO) for smart cities with executive powers like the Unique Identiﬁcation Authority of India (UIDAI). This CIO needs to appoint another 20-30 state level CIOs to work with one or more states for the coordination of data, systems and processes across all projects. This would help standardise systems, processes, hardware and software across

To share your views, write in at feedback@ConstructionWorld.in

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various verticals. • The industry has been trying to push through the selection of a consortium-based approach rather than the standard L1-based procurement, which has its challenges. Once experienced people from across the world gather with complementary skill sets, the chances of success are higher than going by the lowest quote. Here specifications are the key to quality bids. For foreign investors to come in, we need proactive and fast dispute resolution and single-window clearance for ease of business. For timely completion of projects, all clearances should use online processes and be cleared in a time-bound manner. If our taxes are in line with our competitors like Singapore, Dubai and Malaysia, and if the legal system does not take too long, global finances will flow. Competition is good but everyone should work together on a common agenda. Despite people saying there is no money, many are willing to do things out of their own pocket. We need local talent and the need to create awareness among them. A mandatory rule without clarity in most cases leads to rebellious reactions. Give start-ups equal opportunities to contribute to the development of smart cities. Rather than just looking at experience, ideas should be analysed in terms of true benefits, and the government should give new entrepreneurs a platform to serve the nation. - SHRIYAL SETHUMADHAVAN

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SECTION B

‘MAKE IN METRO’

With metro lines of about 528 km expected to be operational in India soon and considering the support these can lend to India’s future smart cities, CW takes a look at trends and factors to help execute these projects successfully.

ne of the major elements of India’s 100 smart cities will be mobility, making an MRTS project like the Metro a key component. Abhay Kumar Mishra, CEO, Mumbai Metro One Pvt Ltd, afﬁrms, “Metros are the most technologically advanced urban transport solution.” Modern, safe, green and reliable, the Metro, as VB Gadgil, Chief Executive and Managing Director, L&T Metro Rail (Hyderabad) Ltd, says, will be ideal for planned new cities with transportation as their backbone in the presence of futuristic planning. Sunil Srivastava, Managing Director, BARSYL, also agrees on the relevance of Metro, adding, “The government is encouraging every city to plan at least one Metro, and the Ministry of Urban Development is willing to partly fund the study for every city. The result: Smaller

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IC QU • Metro networks in nine cities covering 223 km at `83,000 crore under consideration. • MoUD mandate: All state governments to implement Metro and monorail projects in all A-class cities. • Designed for 80 kmph, actual operating speed of metros in India is 30 kmph. towns are stepping forward and towns including Agra, Meerut, and Varanasi are planning a Metro.”

The current status In fact, the Central Government, as reported, is considering Metro networks in nine cities covering 223 km at a cost of Rs 83,000 crore. Of the 259 km of metro line in India, 189 km is in Delhi and 60 km in four other cities. While Bengaluru, Mumbai, Chennai and Nagpur are witnessing works going on, projects in Pune, Ahmedabad, Lucknow, Visakhapatnam and Vijayawada are reported to be taken up. Union Urban Development Minister Venkaiah Naidu conﬁrms, “The Government is keen to cover major cities in the country, and hence, Mumbai, Delhi and Kolkata need to be given all the encouragement. Pune is also on our priority list; once we get the proposals for Metro, we will consider it.” If all this fructiﬁes, metro lines worth around Rs 164,915 crore of about 528 km should

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The capital cost for an underground system is nearly three times compared to an elevated system.

SAFETY FIRST!

“For a developing economy like India, elevated is recommended.”

- Abhay Kumar Mishra, CEO, MUMBAI METRO ONE PVT LTD

Experienced private companies could be invited to install and run rail systems.” - VB Gadgil, Chief Executive & Managing Director, L&T METRO RAIL (HYDERABAD) LTD

be operational in India soon. (See table on page 62 for status on Metro projects) While the construction phase of Mumbai Metro Line-I is over and the project commenced commercial operations from June 2014, Line-III is on the anvil. Also, last month, the Jaipur Metro Phase-1B, among the fastest implemented metro projects in the country, was opened to passengers (turn to page 66 for complete construction details). Currently, the Lucknow and Noida

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Activity-wise construction work procedures include: • Hazard identiﬁcation and risk assessment. • Environmental aspect-impact analysis. • Risk control plan. • Mandatory safety requirements. • Inspection plan. • Test plan. • Contingency plan. • Incident communication ﬂow chart. Source: L&T Metro Rail (Hyderabad) Ltd

Metros are in the bidding phase and new bids shall be announced for Ahmedabad, Nagpur and expansions of Bengaluru, Mumbai and Delhi. In the Hyderabad Metro Rail Project, Stage-I is under trial run following the speed certiﬁcate received from RDSO. Stage-II is under aggressive construction mode and static and dynamic testing of trains under progress is underway both in the depot and on land. Stage-III, IV, V and VI are under active construction mode. “While all major purchases are all already completed, tenders may get ﬂoated for transit-oriented development (TOD) for architectural planning, engineering, construction of TOD, major MEP and vertical transport systems. This will happen based on the launch of each project,” says Gadgil.

Construction: Underground vs elevated Metros are being constructed in two modes: Elevated and/or underground. Although the underground system requires no road space for the train duct (tunnel), substantial space is required at the stations for planning entry and exit for commuters and ventilation shafts. The elevated

corridor requires about 2-3 m width of road (normally the existing median width) for construction of the viaduct and further additional land or right of way to undertake construction work and mobilise construction equipment. For his part, Mishra recommends the elevated mode. “The capital cost for an underground system is nearly three times compared to an elevated system,” he reasons. “Hence, for a developing economy like India, elevated is recommended.” If ﬁnance is in place, though, Srivastava’s choice is underground. “A major beneﬁt of the underground Metro is that it does not spoil the city’s architecture. But if the funds are not in place, stakeholders need to arrive at the most viable option.”

Vendors step in The Urban Development Ministry has mandated all state governments to implement the Metro and monorail in all A-class cities and subsequently smaller cities. It is planning to increase freight transportation, achieve a quantum jump in rolling stock acquisition, introduce high-speed passenger trains, create dedicated freight corridors, improve safety systems and standards, adopt new technology in the ﬁeld of rolling stock, signalling and telecommunication, undertake green initiatives, and accelerate network expansion. In the case of equipment, the Metro requires specialised tyre-mounted piling rigs, piling hammers, tyre-mounted heavy cranes, breakers, excavators, multi-axle hydraulic trailers and gantry cranes. Siepmann's Card Systems Pvt Ltd is among the pioneers in the automatic fare collection (AFC) segment.

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Metro Rail Projects across India COMPLETED: Delhi Metro Phase-I • At `10,571 crore • Since 2006

Detailed trafﬁc study or detailed revenue analysis will help determine the exact cost for a project.’’ - Sunil Srivastava, Managing Director, BARSYL

Managing Director P Ravindranath Bhas says, “We supply contactless smart cards for regular travellers and smart tokens for single journey. We use highly sophisticated machinery to make the smart card such as circuits through ultrasonic embedding process.” Bombardier is Delhi Metro’s largest contractor as far as signalling and train control solutions are concerned with over 120 km of line in operation or in progress for Delhi Metro’s Line-V, VI and VII. The company has received orders around $1 billion from Delhi Metro combining rolling stock delivering 614 metro cars and signalling solutions. Harsh Dhingra, Chief Country Representative, India, Bombardier Transportation, says, “The modern, high-capacity Bombardier Movia metro vehicles integrate some of the world's most advanced mobility technologies such as the Bombardier Mitrac propulsion and control system and the Bombardier Flexx Metro 3000 bogies, an extremely robust and reliable design. Our versatile portfolio of fully automated driverless technologies ensures effective urban flow, combining performance and flexibility with highly efficient passenger capacity, energy consumption and land use.” Faiveley Transport Rail Technologies has been manufacturing all brake and HVAC systems, pantograph and platform screen doors for the Metros. Executive Director Dhakshayani Kumar says, “The platform screen door acts as a barricade for safety and helps the air-conditioning system retain air within the platform areas. We have also started

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Delhi Metro Phase-II • At `19,131 crore • Since 2011 Mumbai Metro Line-I • At `2,356 crore • Since 2015 Jaipur Metro Stage-I • At appx `2000 crore • Since 2015 Chennai Metro Phase-I • At `18,379 crore • Since 2015 UPCOMING PROJECTS Delhi Metro Phase-III • At `35,242 crore • Over 40 per cent completed Mumbai Metro Line-III • At `23,136 crore • Completion date unknown Bengaluru Metro Phase-I • At `11,609 crore • Estimated completion year: 2015 Hyderabad Metro • At `14,132 crore • Estimated completion year: 2017 Kolkata East-West Corridor • At `4,874 crore • Estimated completion year: 2015-16 Kochi Metro Rail • At `5,601 crore • Estimated completion year: Four years from start of work APPROVED BY CABINET Ahmadabad Metro Rail • At `10,773 crore • Estimated completion year: 2018 Nagpur Metro Rail • At `8,680 crore • Estimated completion year: 2018 APPROVED ‘IN PRINCIPLE’ Pune Metro Rail • At `11,802 crore Lucknow Metro Rail • At `6,928 crore Source: Industry

offering a door line system, a reinforced special ﬁbre structure that avoids metallic corrosion between the door link and has more sound barricades.

Speed is the limit Typically, Metros in the country are designed for a speed for 80 kmph. However, the actual operating speed is about 30 kmph, largely owing to the inter-station distances of about 1 km. High-speed metros typically have longer inter-station distances of 3 km to ensure average speed of 80 kmph and are designed for an operating speed of around 120 kmph. But is India geared for high-speed metros? And is it a requirement at all? “It provides connectivity between the airport and important business hubs with the main city,” responds Mishra. And Gadgil adds, “Metro cities with satellite townships around them will require a high-speed metro rail system to reduce commuting time.” However, Srivastava does not see the need for high-speed metros. “The country has still not got into the level of offering a good metro system and that should be the focus area,” he says. Mishra agrees that with only Delhi having “a good metro network”, it will take considerable time to mature and provide high-speed metros.

Capital-intensive Metro projects are capital-intensive and require large investments. Interest rates in India are to the tune of 11-13 per cent, which increases the overall project implementation costs. While foreign funding is provided to government-funded projects (DMRC, BMRC), Mishra urges that “similar facilities should be extended to private players with appropriate monitoring mechanisms in place.” In the long run, this will reduce operating costs and user fees. Meanwhile, Gadgil suggests that the civil infrastructure including viaduct could be done by the government agencies and experienced private companies could be invited to install and run rail systems. This would mitigate risk and drastically reduce funding requirements. On a positive note, Srivastava says that countries like Germany, Canada and France have shown interest in funding some of these projects. “The government can achieve a realistic viability gap analysis for these projects to know how much

COVER STORY

Metro Challenges VB Gadgil, Chief Executive & Managing Director, L&T Metro Rail (Hyderabad) Ltd, on the current challenges involved in the construction of metro projects: PRE-CONSTRUCTION • No readily available plans for underground utilities. • Government machinery involvement is key.

“TBM and related equipment is less than 8-10 per cent of project cost.”

DEALING WITH RAILWAYS OR DEFENCE • Long-drawn process of approval. LAND • Private acquisition difﬁcult. • Social considerations need to be factored. • Risk for concessionaire if construction commences before availability of complete land parcel. • ROW (right of way). • Requirement of continuous ROW. • ROW of desired width not available in congested cities. ALIGNMENT FINALISATION • Limitation on sharp curve < 130. • Building demolitions take time. DESIGN • Design reworks owing to uncertain ground features. • Lack of standardisation in Metro sector. • Limited design experts.

Designed to suit project-specific geological and hydrological conditions, Herrenknecht TBMs can achieve monthly advance rates far in excess of 300 m. Manoj Garg, Managing Director, Herrenknecht, elaborates. Size: Currently, so-called single track twin-tube systems are under construction in India, i.e. there is a separate tunnel for either direction of travel. The inside diameter is typically 5,800 mm with the tunnel walls made of precast concrete elements with a thickness of 275 mm. A machine to suit these dimensions has a typical shield diameter of 6,600 mm. TBM features: Tunnel construction with TBM is faster and less disruptive. Also, TBM tunnelling is much more environment-friendly compared to the cut-and-cover method, has a minimum impact on geology and water tables, uses no explosives, keeps dust and air pollution to a minimum, and minimally disrupts traffic flows. Adding to project cost: TBM and related equipment is less than 8-10 per cent of project cost. Subject to proper maintenance, Herrenknecht TBMs can last for decades and be reused on projects with matching parameters, further reducing cost. Training and after-sales services: Right from assembly erection of the first 200 m of tunnel and final acceptance, our engineers operate and maintain the TBM and related equipment. After-sales services are provided 24/7 by a pool of Indian and expatriate TBM experts stationed in New Delhi and Chennai.

SYSTEM INTEGRATION • Involves complex system integration for fully functional operational system.

•

TRAFFIC MANGEMENT • Limited ROW.

•

FINANCIAL CHALLENGES • Volatile ﬁnancial market. • Interest during construction. • Foreign exchange exposure. • Cost risk or cost overrun risk.

•

• OPERATION AND MAINTENANCE RISK

is actually needed,” he adds. “A detailed trafﬁc study or detailed revenue analysis will help determine the exact cost for a project.”

Overcoming challenges As for other current challenges in project execution (See box on Metro Challenges), here are Gadgil’s recommendations: • Finalise proper model of execution considering the challenges envisaged in the concession agreement; risk identiﬁcation and mitigation are

essential to make PPP projects work as a partnership. Make statutory approvals system-based to avoid undue delays. Standardise and unify technical speciﬁcations. Coordinate approvals from different agencies at Central and state levels for speedier and economical execution. Base construction safety standards on the National Code for Safety; for passenger and asset safety during operation and maintenance, perhaps use British Rail’s Yellow Book (See box on Safety First!)

For his part, Mishra offers measures to reduce delays and increase in construction cost: • Complete land acquisition before construction starts. • Complete shifting of utilities in a time-bound manner; make it the responsibility of the project implementation agency. • Estimate project costs in DPR in line

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Construction World July 2015

with project appraisal for any private company; make all soft costs part of project cost estimation. • Government project implementation agencies to coordinate and resolve issues arising from other government agencies. • Single window for all clearances and approvals. • Make cheap loans (say around 1 per cent) available to metro development companies irrespective of ownership (government or private sector). While having a Metro in one’s city has become as much fashion statement as transportation necessity, Srivastava concludes, “Rather than planning 25 projects at a time, the government should focus on ﬁve critical projects, complete them and then move forward. So in every two to three years, there will be a new Metro coming up.” - SHRIYAL SETHUMADHAVAN

SPECIAL PROJECT

CONNECTING THE PINK CITY Jaipur Metro makes transportation easier in a city with the lowest share of public transport.

aipur, the ‘symphony in pink’, is a city where beauty, art, culture and heritage blend seamlessly. It is anticipated to be one of the 10 mega cities of the future in India. Thus far, the city’s transport needs were met by a transport network system by the Rajasthan State Road Transport Corporation (RSRTC). With a population of 31 lakh in 2011 and an annual population growth of 4.6 per cent, it is one of the fastest growing 3-million-plus cities in the country. Surprisingly, though, Jaipur has about 14 lakh private vehicles and the lowest share (19 per cent) of public transport among the 3-million-plus cities.

The metro In 2010, a comprehensive mobility plan was prepared by Wilbur Smith Associates, which along with other modes of transport recommended a metro on two major corridors having a PHPDT >10,000. In January 2010, Jaipur Metro Rail Corporation (JMRC) was created as an SPV to implement the Jaipur Metro Rail Project under the Companies Act 1956 as a wholly owned company of the state government. Work on Phase 1A project started in February 2011. The Delhi Metro Rail Corporation was

Construction World July 2015

At 9.63 km, the metro runs from Mansarovar to Chandpole.

assigned the work on a turnkey basis. On June 3, 2015, Jaipur Metro Phase 1B was inaugurated and opened for passenger carriage. In fact, Jaipur Metro is known to be the fastest implemented metro project in the country. According to Ashwani Saxena, Director-Project, Jaipur Metro Rail Corporation Ltd, in addition to becoming an insignia of the city’s growth story, the metro causes no air pollution in the city, causes lesser noise pollution and occupies no road space, if underground, and just about 2 m width of the road if elevated. It carries the same amount as ﬁve lanes of bus trafﬁc or 12 lanes of private motor cars, even if it is a light

capacity system. More reliable, comfortable and safer than the road-based system, it reduces journey time up to 50-75 per cent.

The specs The metro runs from Mansarovar to Chandpole. The total route length is 9.63 km; with 9.13 km elevated and 0.50 km underground. Of the nine metro stations, eight are elevated with two entry-exit structures at ground level, concourse at the ﬁrst level and platform at the second. The ninth metro station, Chandpole, is underground; thereafter, the extension of Phase 1A to Badi Chaupar (Phase 1B) enters the walled

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heritage city. The Metro connects the railway station and Interstate Bus Terminal and metro feeder services are also being launched by JMRC. The segmental construction process has been used to construct the viaduct and station areas. All stations have been constructed on a single pier at the median of the road with a 10-m cantilever on either side. Each station is typically 140 m in length and 20 m wide with two levels of construction (concourse and platform). The equipment used to build the metro includes launching girders, heavy-duty cranes and earthmovers. Huge cranes were used to put all the precast viaduct segments in place, requiring precision. “Efforts were made to minimise land acquisition so that the overall project met its deadline,” says Saxena. “The stations, in the middle of the road, have been raised on a single pier with a cantilever of 10 m on either side. This has allowed complete

PROJECT DETAILS .........................................................

Location: Jaipur, Rajasthan Total length: 9.63 km Completion date: Work on Phase 1A began in February 2011 and was opened for traffic on June 3, 2015. Total Cost: Appx `2000 crore Phase 1A Contracting Agencies: DS Construction Ltd. Tel: 011-4078 0900. Fax: 011-4078 0915. Website: www.dsclimited.com; ITD-ITD CemJV; ITD Cementation India Ltd. Tel: 022-6693 1600. Fax: 022-6693 1627. E-mail: admin@itdcem.co.in Website: www.itdcem.co.in; Pratibha-Aparna JV; BL Kashyap & Sons Ltd. Tel: 011-4050 0300. Fax: 011-4050 0333. E-mail: info@ blkashyap.com Website: www.blkashyap. com; KMV-PVR Consortiumrok

right of way for vehicles without affecting trafﬁc movement. The overall architectural design has been done in compliance with provisions for senior citizens and the physically challenged. At the entry level, ramps and elevators have been provided for hassle-free access. At all stations, there are special guiding tiles for people with visual disability. Signage and announcement systems will enable ease of movement.” A rainwater harvesting system has

All stations have been constructed on a single pier at the median of the road with a 10-m cantilever on either side.

been built into the design, whereby the entire length of the viaduct acts as catchment for the rainwater harvesting structures created under alternate spans to recharge the groundwater level. All stations are also equipped with elevators and escalators using the latest technology. The Jaipur Metro requires one-ﬁfth energy per passenger km compared to the road-based system. As an effort to reduce energy consumption, the procured rolling stock uses a regenerative braking system that leads to 30 per cent energy saving. The revised DPR of Phase-II prepared in 2014 is under consideration of the Rajasthan Government and it is looking at implementing it on PPP mode. Discussions are underway with various potential foreign partners with the required skill and expertise in the area.

The investment The project is fully funded by the state government and its agencies: Jaipur Development Authority, Rajasthan Housing Board and Rajasthan State Industrial Development & Investment Corporation Ltd. The Special Dedicated Metro Fund was created to fund the project.The establishment of an empowered committee under the chairmanship of the chief secretary, Rajasthan, to resolve issues was one of the steps that led to speedy implementation of the project. The overall project cost to the government was about Rs 2,000 crore. With an innovative and participative land acquisition mechanism, the process has been smooth and expeditious, minimising cost overruns.

The challenges “The metro is a multidisciplinary project that involves modern technology and requires skilled engineers, large

manpower and domain experts, heavy machinery, robust planning, coordination of different agencies, acquisition of land, safety of Ashwani Saxena, public, trafﬁc Director-Project, management, JAIPUR METRO RAIL rehabilitation of CORPORATION LTD affected people and huge ﬁnancial resources,” says Saxena. “To bring all these together, at the same time and place, was the real challenge. We met it successfully through teamwork, regular monitoring and close coordination.” He adds, “The planning of any metro requires it to pass through various parcels of land, private and government. Hence, land acquisition becomes a critical aspect. The Rajasthan Government and JMRC have been innovative while addressing the nature of such cases.”

Success and safety measures Since the day of the launch of the Jaipur Metro, ridership has soared; according to sources, it crossed 1 lakh on June 7 this year. The responsibility of security of the metro has been entrusted to Rajasthan Police with 789 personnel sanctioned for security and policing. A standard gauge self-propelled rail-cum-road vehicle (RRV) and one four-wheeled tower wagon (SG self-propelled rail vehicle) have been made available. What’s more, as a precautionary measure, JMRC has put in place a free accident insurance scheme for passengers, including visitors, through the New India Assurance Company. The promise is evident: ride in comfort, ride safe, ride secure.

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EVENT REPORT

The event aimed to promote the use of steel in buildings, urban infrastructure and transport. Date: June 26, 2015 Venue: Hotel Four Seasons, Mumbai Organised by: ASAPP Media Information Group Powered by: JSW Steel

(L-R) Dr Sanak Mishra, Secretary General, Indian Steel Association; Falguni Padode, Group Managing Editor, ASAPP Media; Sajjan Jindal, Chairman & Managing Director, JSW Steel; Anant Geete, Union Minister for Heavy Industries, GoI; Subhash Desai, Minister of Industries, Government of Maharashtra

– a conference organised by ASAPP Media Information Group and powered by JSW Steel – was held on June 26, 2015, in Mumbai. Bolstered by the support of the Institute for Steel Development and Growth and participation of the Indian Steel Association, the event witnessed a keynote address by Sajjan Jindal, Chairman & Managing Director, JSW Steel, along with the presence of chief guest Anant Geete, Union Minister for Heavy Industries, Government of India, and guest of honour Subhash Desai, Minister-Industries, Government of Maharashtra. Setting the perfect tone to kick-start the event, Jindal raised the important point of levelling

n 2007-08, the Indian steel industry entered into a new stage of development, riding high on the resurgent economy and rising demand for steel. Today, rapid rise in production has resulted in India becoming the fourth largest producer of crude steel. According to the Ministry of Steel, Government of India, at the time of its release, the National Steel Policy 2005 envisaged steel production reaching 110 million tonne by 2019-20. However, after assessing current ongoing projects – greenﬁeld and brownﬁeld – the Working Group on Steel for the Twelfth Five-Year Plan has projected that domestic crude steel capacity in the county will be around 140 million tonne by 2016-17, with the potential to reach 149 million tonne if all requirements are adequately met. In this scenario, with the intent to promote the use of steel in buildings, urban infrastructure and transport, Make in Steel 2015 A packed audience...

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SESSION 1: STEEL STRUCTURES FOR CONSTRUCTION AND URBAN DEVELOPMENT

Dr Derek Randall

• International case study: Dr Derek Randall, Managing Director, (L-R) Kavan Mukhtayr, Kamal Hadker, Sanjay Pattiwar, JSW Severﬁeld Prasad Sawant, Prasad Merepalli • Moderator: Kavan Mukhtayar, Senior Partner, Frost & Sullivan • Speakers: Prasad Marepalli,Vice President-Structural Design, Lodha Group; Sanjay Pattiwar, Additional Commissioner, Navi Mumbai Municipal Corporation; Kamal Hadker, Managing Director, Sterling Engineering; Prasad Sawant, Senior Manager -Technical Sales & Marketing, JSW Severﬁeld

SESSION 2: STEELING INDIA: INFRASTRUCTURE, A DEMAND DRIVER • Case study: ‘Steel in Bridges’ by Nirav Mody, Principal Consultant, Spectrum Techno Consultants • Moderator: Sushim Banerjee, Director-General, INSDAG • Speakers: Ravindra Goel, Chief Engineer, Central Railways; Umakant Mahapatra, Project Head, Louis Berger; Umesh Rajeshirke, Managing Director, Spectrum Techno Consultants (L-R) Sushim Banerjee, Umesh Rajeshirke, RK Goel, Umakant Mahapatra

SESSION 3: CHANGING LANDSCAPE OF INDIAN TRANSPORT • Case study: ‘Use of Steel in Railways’ by Hemant Vadalkar, Consulting Engineer,Vadalkar & Associates • Moderator: Sushim Banerjee, Director General, Institute for Steel Development and Growth (INSDAG) • Speakers: R Ramana, Executive Director-Urban Development, MMRDA; Hemant Vadalkar, Consulting Engineer,Vadalkar & Associates (L-R) Ashok Bharadwaj, R Ramana, Sushim Banerjee, Hemant Wadalkar

the playing ﬁeld for Indian steel makers. He pointed to the fact that around 50 per cent of the imports come from Foreign Trade Association (FTA) countries, calling this unfair to India’s young domestic industry. “As an Indian steel maker, we have to compete with the FTA countries, which have zero debt burdens,” he said. “So, this is not an equal level of competition.” Stepping onto the podium next, Geete hinted at the Government’s plan to increase import duty on steel in a bid to protect local producers from surging imports from countries such as China and Russia. Citing the example of BHEL, which procures steel from Korea, Japan and China, he assured the

industry that his ministry would primarily focus on promoting procurement of steel from the domestic market. As for the Indian steel players, he added that they should match international standards in terms of pricing. For his part, Desai spoke of policy changes in Maharashtra. He said that within eight months of the government coming to power, approval counts have been reduced to 37. On a closing note, he reiterated the government’s promise to reduce permissions for the industry from 75 to 25 under the ‘Make in Maharashtra’ policy. Ending on a note of hope, the grand event, peopled by industry stalwarts, was a tremendous success.

July 2015 Construction World

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INTERACTION

“My vision is to see India become a hub for our Asia operations.” - Abrar Sheriff, President & CEO, Turner International LLC

urner Group’s project management consultancy, Turner International, completes 50 years of its global presence. Turner’s focus hereafter is to expand and diversify, especially in India, with plans to work with the Indian Government on projects like smart cities. Abrar Sheriff, President & CEO, Turner International LLC, speaks to CW on Turner International’s work, projects and global solutions. What are the major market segments covered by Turner Projects?

Turner Construction’s headquarters is in New York, and Turner International, which I oversee, manages all projects outside of the US and Canada. We have 46 ofﬁces within the US, where we operate primarily as general contractors. Internationally, we focus more on project management consulting where we work as advisors. We are the US largest healthcare builder, though we also focus on many market segments, including commercial developments, higher education, critical facilities, aviation, and high rises. Please name a few of the iconic projects completed over these 50 years?

Turner International started in 1965 with the Meo Foo Sun Chuen development in Hong Kong. Since then, we have managed thousands of projects across 74 different countries. Some of our most notable projects include Taipei 101, Burj Khalifa, Emirates Towers, and the Emirates Palace Hotel. We also managed the tallest tower in Mexico, Torre BBVA Bancomer, the tallest tower in Vietnam, the Bitexco Financial Tower, and the entire Dubai International Financial City development in Dubai. We are currently managing what will eventually become the world’s third and ﬁfth tallest towers in Malaysia, as well as the Musheireb Heart of Doha project in Qatar. How has your presence been in India and how much does the country contribute to your overall business?

We have been active in India since 2008, but today our strategy is expanding to include not only private clients but also government projects like smart cities. My vision is to see India become a hub for our Asia operations. We have the proper support structure in place, and our next step is to get going. We

are currently active in Delhi and Mumbai and plan to expand to Bengaluru and Hyderabad later this year. We are currently in our third year of being involved in the development of the Statue of Unity in Gujarat, which is twice the height of the Statue of Liberty. India contributes roughly 10 to15 per cent to our overall portfolio, and it is likely to increase to 20 to 25 per cent in the next three to ﬁve years. A primary goal of mine is for us to secure one programme with the government in the next six to eight months. What innovative solutions does Turner provide to the world of construction?

Thousands of our staff are trained in Building Information Modeling (BIM), and we also perform 3-Dimensional modelling, as well as PSEC scheduling. Our projects in the US have live television screens and ﬁeld staff that walk with iPads to actively manage their trades in real time. Contractor questions are answered on the spot, and everyone is connected electronically to live project updates. The other thing we do is measure construction waste and the efﬁciency with which material is fabricated. Everything is measured twice, cut once, and then assembled – it all happens in real time. What are the major challenges faced in India as compared to the world?

Within the construction industry in general, there is not enough emphasis on quality. I think laburers can be better trained before being deployed to a project, and we are actively working with the major general contractors to make a difference. Turner’s core purpose is to Make a Difference in the Lives of Your People, Customer and Community. Please elaborate.

Throughout the world, our people are our greatest assets, from which we as a company and our clients derive the most value. Although we are a company of 6,000 plus, we create a meaningful workplace where staff are considered family, and as a result, our clients become our respected friends. We look for clients who share our core values of teamwork, integrity, and commitment, not just to our projects but within the communities in which we work. We get involved in communities and encourage our employees to ﬁnd a cause important to them that we can support – not just through donation but also through participation.

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Construction World July 2015

Solutions Ga Sp undh am ali len Arc gth Br - 7 idge 9 M -G ete oa, Ind rs ia

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Tension Bar Systems Tension bars are typically used on road and pedestrian bridges, sometimes as an advantageous substitute for cables. Being most of the time exposed, they need to be strong but also aesthetic. Dextra tension bars are available in 3 grades and range from diameter 15mm to 160mm. A stainless steel range, various accessories and surface needs. St

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Cross-hole Sonic Logging, Ahmedabad Metro, India

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TRADE TALK

“The biggest opportunity for India in Malaysia is in the railways.” - Eldeen Husaini Mohd Hashim, Consul General,

Consulate General of Malaysia

ndia and Malaysia’s economic partnership is a mutually beneficial one. While Malaysia is India's second most important trading partner among the ASEAN countries, India is the largest trading partner for Malaysia in South Asia. Both countries co-operate in myriad areas including infrastructure development, human resource development, science and technology, tourism, SMEs and finance. What’s more, the Malaysia-India Comprehensive Economic Cooperation Agreement (MICECA), established in 2010, has led to a wave of new projects undertaken by both countries. Eldeen Husaini Mohd Hashim, Consul General, Consulate General of Malaysia, was posted to Mumbai in July 2014. “When I researched the city of Mumbai on YouTube, all I gauged was traffic jams – videos focused on a crowded city that never sleeps, festivals and Bollywood,” he tells us. “Not a single video on buildings and infrastructure.” He emphasises that Mumbai has beautiful high-rise buildings and he was taken by surprise to know that the architecture of some buildings came from the locals. “India has a lot of builders and they are all millionaires,” he adds. “They take inspiration from concepts applied across the world and try to blend Indian culture into it. So to me, India has its locality in its architecture.” Charged and ready to strengthen bilateral ties, Hashim elaborates upon the opportunities and expertise India and Malaysia can offer each other in conversation with SHRIYAL SETHUMADHAVAN.

What emphasis does Malaysia place on India as a trade partner and vice versa?

India has always been our biggest partner not only in trade, but horticulture, education and much more. The relationship dates back to 200 BC. In fact, Malaysia has 17 per cent of its community from India. We are not strangers to each other and so in terms of trade, we really lay emphasis on India. World over, for Malaysia, India is the 10th trading partner and in terms of exports, the 12th largest trading partner. Further, in 2010, the Malaysian prime minister came to India and signed the MICECA agreement with then Prime Minister Manmohan Singh. After this, projects and contracts have been coming in; we are sending more MoUs to other countries and people are exchanging visits. What is the nature of this economic agreement?

One big obstacle in India is bureaucracy. The entire process of documentation, getting licenses and seeking permissions is tedious for a businessman coming from Malaysia. Thus, we have

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developed a special agreement between Indian and Malaysian businessmen where deals can be done without such hassles. Its effectiveness is evident: in 2003, the number of projects was only 16; after signing the agreement, we have 62 projects today. So, from about US$ 300 million worth of projects, we now have projects amounting to US$ 721 million in India.

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At present in Malaysia, there are 23,000 Indian workers doing projects for Indian buildings.

Has there been any change with the Narendra Modi Government coming to power?

Also, are Malaysian companies setting up their businesses in India or signing JVs and partnerships?

When I came to India, the BJP Government had just come to power; this was a change the people wanted. Today, Prime Minister Modi has a lot of slogans: ‘Make in India’, ‘Clean India’, etc. Among Southeast Asian countries, there is a term known as ‘look East’ policy. However, Prime Minster Modi changed this, saying it is no longer for us to look at it; now we have to ‘act’ on it. So now ‘Look East’ policy is going to be ‘Act East’ policy. Such slogans really touch the heart of the leaders in our part of the continent. He is no longer looking to China; he wants to be more than China. And this is what also gave birth to the ‘Make in India’ initiative. So India’s new prime minister is aggressive and even educates his ministers; for instance, Maharashtra’s chief minister has initiated ‘Mumbai Next’. Now, going beyond slogans, we need action. Foreign investors have difﬁculties in coming to India because of the hassles they have to go through.

It works both ways. However, we believe signing a JV with an Indian company will secure the position of any Malaysian company. According to our research, going alone to India does not work; one must come in a pack. That works because when you go under one umbrella the chances of getting a good deal are brighter.

Where does the real challenge lie?

Each state has its own rules. Hence, there are a lot of additions and subtractions to the same documentation depending on every city. So it is not a friendly environment for investors. In fact, under the initiative of ‘Mumbai Next’, we approached the chief minister and were told they will try to make this as lenient as possible. This, by itself, is a comforting statement. What we are yet to see is action, although there is movement in that direction. How is the current FDI inﬂow between India and Malaysia?

Malaysia and India complement each other. The arrangement between both countries is like a barter system that works well. In India, till 2011, we only focused on the southern part. We had hospitals, education, schools, restaurants, railways, and all of that. But now we are moving forward towards central India. When the prime minister said, let’s ‘Make in India’ and opened up the window, we already start moving in. So, in the case of FDI, India and Malaysia have a balanced approach.

What expertise in the construction and infrastructure space does India lend to Malaysia?

In building construction, while the railway was a big boom in Malaysia, we learnt a lot from India. And India is now tendering for the connectivity highway from the south to north; we are trying to get Indian companies to work on the project. At present in Malaysia, there are 23,000 Indian workers doing projects for Indian buildings. India should emphasise on infrastructure in Malaysia. Around the 2002 year, the prime minister wanted to do a smart city in Malaysia. A special think tank from India came to Malaysia and helped us build this smart city, called Cyber City. India has experience in IT and we need more of it. How do you see Malaysia contributing to India’s ‘Make in India’ initiative?

We have several initiatives, one of which is R&D in India. So, creating a centre will create more jobs and creating knowledge renders more power and economic gain in terms of knowledge to Indians. We want to try to engage with the Indian authority here – we come to India, give you the raw material, teach you how to convert it into a product and then you can sell it back to us. This is where we try to complement ‘Make in India’. Are there any upcoming projects in Malaysia that present an opportunity for India?

The biggest upcoming project in Malaysia is the railways. Apart from this, while there are about 110 big Indian companies in Malaysia, we have around 199 small upcoming projects in the country.

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EQUIPMENT APPS

DRILL AND BLAST

CW introduces Equipment Apps, a knowledge-sharing platform that presents case studies of construction methods and showcases application-centric equipment deployed for the same. This inaugural column focuses on the drill blast method of tunnelling in consultation with Hindustan Construction Company (HCC) Ltd.

unnels are an essential part of infrastructure projects like hydroelectric power, road transportation, railways, metro rail and water supply. Their locations range from mountains and rivers to urban areas. Despite the advent of modern and sophisticated tunnel boring machines, the most common method of tunnelling still remains drill and blast.

Uttarakhand;Vishnugarh-Pipalkoti HEP diversion tunnel; T49 and T49A railway tunnels at Pirpanjal in Kashmir; and many other such projects in India. Upcoming projects include Ganderbal HEP near Srinagar and Samalkot road tunnel. These two projects will be started soon by HCC. In Bhutan, HCC has recently completed an HEP in Dagachhu. Another one is going on at Punatsangchhu where the excavation is almost complete.

Project information The drill and blast method of tunnelling has been applied in ongoing projects like Kishanganga Hydroelectric Project (HEP) for a tail race tunnel (TRT); penstocks and draft tube in Kashmir; Sainj HEP – head race tunnel (HRT) in Himachal Pradesh; Tehri HEP for access adits and penstock tunnels in

Work sequence The process starts by construction of access tunnels or adits to reach the main tunnel and then the construction of main tunnels in most of the HEP applications. Usually, adits are not required in road and railway tunnels. However, in deep underground tunnels, vertical access shafts

are created at strategic locations for lowering all the equipment and resources to reach the main tunnel. As SD Jeur, Head-Construction, HCC and Satish Kumar Sharma, Head-Engineering, HCC, tell us, the standard work sequence for drill blast method is as follows: • Surveying: Tunnel proﬁling. • Probe drilling: To ascertain the nature of the immediate oncoming rock strata. • Marking and drilling: Drilling holes in the face of the tunnel to facilitate charging. • Charging: Filling the holes with explosives. • Blasting: Detonation of explosives. • De-fuming: Removal of post-blast fumes through forced air ventilation.

Low height front-end loader.

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• De-mucking: Collecting and loading blasted rock material and debris. • Transportation: Removal of blast material out of the tunnel to the discharge areas. • Scaling: Removal of rock protrusions from the tunnel face. • Repeating the above steps to proceed further.

Additions to standard work sequence Depending up on the geological conditions encountered during tunnelling and size of the tunnel, necessary additions have to be made to the standard work sequence. Some of them are: • Heading and benching: The excavation process is broken into two parts in large size tunnels because the drilling equipment has limitations of reach. Above the spring line, first the heading is done at the top portion, followed by benching till the required vertical height and width of the tunnel are achieved. • Rock bolting: Drilling holes and inserting long bolts for supporting the rock surface. • Shortcreting: Concrete spraying of the tunnel surface to prevent rocks from falling down. • Ribs or lattice girders provision: Additional support of the tunnel surface. • Shortcrete of supports to embed them in concrete. • Backfilling of ribs and lattice girders. • Grouting of the face. • Fore poling and roofing: Inserting pipes ahead of the tunnel face and filling them with concrete to prevent the tunnel roof from collapsing. • Other specific and special methods. Note:The process cycle time increases

Tunnel excavator cum loader.

proportionately on account of applying any or all of the above additional processes. •

Equipment required and application Nearly 65 different categories of equipment are required to execute a complete tunnelling project. They can be grouped as survey instruments, excavation, concrete, miscellaneous and workshop equipment. Showcased below are equipment directly involved in drill and blast operations with their applications. They may be part of the standard work sequence or additional work processes, as the case may be. • Drilling jumbo: One, two or three boom drilling rigs are used to drill holes on tunnel face for charging and on the roof and side walls for ﬁxing rock bolts. The number of booms depends on the size of the tunnel. The equipment has a provision for a person to stand and carry out various functions. • Pneumatic crawler drill: This is a small machine used for drilling holes in inaccessible portions of the tunnel. • Hydraulic excavator: Inside large-size tunnels, a hydraulic excavator is used to collect and load the blast material on the dumper for haulage. It is also utilised for scaling operation. • Hydraulic rock breaker: Sometimes, hard rock or large boulders are encountered during tunnel excavation. A suitable rock breaker is mounted on the excavator and used to break the same to smaller sizes. Working in tunnel applications means an extremely dusty environment; breakers are used mainly in the horizontal or overhead position. • Raise climber: Application-speciﬁc drilling equipment to excavate vertical

Shortcreting machine.

•

tunnels like shafts, etc. Hydraulic surface drill: Special equipment used for drilling either vertical or horizontal holes for charging, SD Jeur, Headduring benching Construction, HCC of the tunnel. Tunnel excavator: When soft rock strata are encountered, these machines directly excavate the tunnel. In such applications, conventional Satish Kumar Sharma, charging and Head-Engineering, blasting is HCC discontinued. Front-end loader: Depending upon tunnel size, a small or large front-end loader is used to collect the blast material and load the same into dumpers for haulage. Tunnel loader: When the tunnel size is very small, this low height front-end loader is used to carry out blast material from the face all the way outside the tunnel. Sometimes, niches are created to enable this equipment to back up into the same and then load the material into low height dumpers for haulage. A special tunnel loader rapidly collects the blast material and directly loads the same into the dumper through a steel conveyor. Tipping dumper: Usually, 15 to 25 tonne capacity tipping dumpers are deployed for haulage. However, Jeur recommends using minimum 40-tonne capacity dumpers wherever possible to improve productivity.

Hydraulic surface drill. July 2015 Construction World

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EQUIPMENT APPS

A two boom drilling jumbo.

• Telehandler with rib-catcher attachment: A telehandler equipped with a special attachment for handling the tunnel ring or rib is used for carrying preassembled ribs inside the tunnel up to the tunnel face and installing the same on the tunnel roof and R Madhavan, Project Director-Hydro sides. The use of this EPC Projects, HCC equipment provides full safety to the workmen during this accident-prone operation. Earlier, the method of rib installation was crude and unsafe causing fatal accidents. In addition, this equipment Anuran Ghatak, can be used for other General Managermaterial handling Equipment, HCC purposes by changing the various attachments available with these machines.

Occupational hazards and safety Tunnelling by the drill and blast method is full of occupational hazards, leading to safety concerns and huge construction delays. “Unpredictable geology is the most signiﬁcant factor. In India, the Himalayan geology is one of

the worst in the world,” say Jeur and Sharma. To this, R Madhavan, Project Director-Hydro EPC Projects, HCC, adds, “Major challenges lie in the terrain and geology of the tunnelling projects. Most projects are being executed in the Himalayan region.” Rocks are classified from one to five. Rock class one is the best while rock classes two and three are easily manageable by simple modification of the work process. However, when rock class four, five or even worse conditions are encountered, specialised and job specific treatment is necessary, according to Sharma. Anuran Ghatak, General Manager-Equipment, HCC, says, “If the rock class is good, one cycle can be done in eight to nine hours; this means that in 24 hours, we can do three cycles.” Jeur describes his most memorable experience, saying, “At one of our projects in Punatsangchu, Bhutan, in the Himalayan range, after drilling for 2 km, we had only 450 m left when we met the worst geological strata in the world. There, we adopted 120-mm diameter forepoles. First, we did forepoling of 15 to 20 m length. We required dry drilling machine, as wet drilling was not recommended. This was a high challenge, which required special equipment that could do dry drilling. We used the Casagrande dry drilling machine with a boom length of 15 m and we could insert the pipes. After that, we grouted and

concreted the entire portion. Thereafter, we had to proceed slowly by providing supports at short intervals. In a month, we could only do 14 to 15 m length per face. There were two faces.” Most occupational hazards related to poor geology result in chimney formation above the tunnel and sudden collapse of tunnel roof or sides. Excessive water discharge inside the tunnel, presence of sub-terrain water bodies, hot or cold operating conditions inside the tunnel and inclement weather are other occupational hazards requiring suitable solutions. “Chimney formation is an execution fault and can be avoided by strictly adhering to the work method,” says Jeur. He quotes the example of the 11-km railway tunnel constructed by HCC in the Pirpanjal T48 project in Kashmir, wherein despite adverse geological conditions and immense water discharge, chimney formation was completely avoided.

Tunnelling – an art All considered, the drill and blast method is a complex process as there are unpredictable variables expected at any stage despite conducting detailed studies before commencing work. Each tunnel has unique features in its job. Jeur sums it up, “Tunnelling is not only engineering; it is an art!”

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Construction World July 2015

- SHANKAR SRIVASTAVA

FEATURE Swachh Bharat Abhiyan

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IS SWACHH BHARAT LOSING STEAM?

The much touted ‘Abhiyan’ of the Centre, Swachh Bharat has hit its ﬁrst roadblock: a funding block. This has given rise to speculation regarding the feasibility of the mission.

wachh Bharat Abhiyan, a scheme that depends on massive financial assistance from the Centre, is likely to miss its deadline of 2019 on account of slashing Rs 635 crore of financial assistance, reducing it from Rs 4,135 crore to Rs 3,500 crore. What’s more, as the Centre has asked state governments to bear the larger portion of the cost, Centre-state coordination will be a key to the success of one of the largest cleanliness drive programmes of the country. Corporate firms are also pitching in a considerable share towards the mission as part of their CSR activities.

Construction World July 2015

ES YT B ICK QU • Corporates willing to spend 2% of threeyear average annual net proﬁt on CSR activities for the mission. • Toilets for All – need support from corporates and PSUs. • India will need `60,000 crore per year for municipal solid waste management alone.

Corporates chip in Corporate houses are willing to shell out 2 per cent of their three-year average annual net proﬁt towards CSR activities for the Swachh Bharat Mission. For instance, Bharti Foundation has committed to invest Rs 100 crore for the construction of girls’ toilets in Ludhiana. Its programme, Satya Bharti Abhiyan, aims to bring sanitation to households and it will construct close to 30,000 toilets. TCS has announced that it will ﬁnance the construction of hygienic sanitation facilities for girl students in 10,000 schools. It has earmarked

FEATURE Swachh Bharat Abhiyan

Rs 100 crore for the project. Eram Scientific Solutions (ESS) Pvt Ltd has been constructing e-toilets for TCS. The Bill and Melinda Gates Foundation has thus far installed 650 toilets in 15 states and it has invested Rs 20 crore for the initiative. “We are currently working with TCS to implement e-toilets in 361 schools in Andhra Pradesh as part of its CSR initiative,” says Anvar Sadath K, CEO, ESS. “Although we are tied up with corporate as a service provider, we are bearing close to 40 to 45 per cent tax on e-toilets. The government should reduce such tax burdens on service providers and manufacturers. Even the excise duty on e-toilets should be reduced to promote these eco-friendly toilets that can generate multiple revenue options courtesy features like pre-flushing and automatic flushing options, unmanned self-cleaning and simple user interfaces unlike conventional toilets.” Jindal Architecture, a subsidiary of Jindal Stainless Steel Ltd, has introduced modular stainless steel toilets as a part of Swachh Bharat Abhiyan. These toilets have been launched with a prospective life of over 25 years and require minimal maintenance. “The toilets manufactured are available in single seat, set of six seats (community toilets) and single seat with four urinals,” informs Anuj Jain, CEO, Jindal Architecture. “We are providing toilets with bio-disposable tanks for areas where sewerage and waste disposal is abysmal. We have already had orders for over 550 toilets and have supplied to various public and private-sector companies under their CSR initiative. We expect to do over 2,000 toilets this year. Single-unit toilets cost a minimum of Rs 99,999, six-unit community toilets

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cost Rs 3.99 lakh and eight units cost Rs 4.99 lakh.” Meanwhile, Rusen Kumar, Director, CSR India, points out, “Very few corporate organisations take up such social welfare activities as a duty towards society. Most of them perceive these as means to gain tax beneﬁts – excellent carrots!”

Kosh to streamline funds The allotted Rs 1.96 lakh crore by the Central Government for the rural and urban Swachh Bharat Mission is miniscule and more funds are the need of the hour. Private-sector participation coming through CSR is expected to fill the investment gaps. The Swachh Bharat Kosh (SBK) has been set up by the Finance Ministry to facilitate the channelling of philanthropic contributions and CSR funds. “Till now, the total funds released by Swachh Bharat Kosh amount to Rs 85 crore, sanctioned by the board for building girls’ toilets,” says Vivek Joshi, Administrator, Swachh Bharat Kosh. “We are getting a steady flow of funds for the mission, mostly from corporate and individuals, not NRIs,” he adds. “The Budget has proposed to implement the 2 per cent cess on service tax and allow 10 per cent deduction on SBK, which would definitely increase the fund flow. As of now, we are dealing with funds related to the toilets built for girl students.” Meanwhile, the secretary for the Drinking Water and Sanitation Ministry has stated to the parliamentary panel that there are serious apprehensions as to how the mission will be successfully accomplished when there is no clarity on the guidelines of SBK.

Investments by Corporate CSR arm Company

Total Investment

No. of toilets

GAIL

`27 crore

1,021

Bharti Foundation

`100 crore

30,000

Coal India Ltd

`235 crore

6,000

NTPC

`1.3 lakh

8,152

AAI

`27 crore

765

Reckitt Benckiser

`100 crore

Construction World July 2015

According to the guidelines of the Finance Ministry, the prime minister himself will acknowledge contributions of over Rs 1 crore made by individuals and over Rs 20 crore by corporate houses in SBK. About Rs 10 to 20 crore as well as Rs 50 lakh to Rs 1 crore-worth companies would come under the purview of the Finance Ministry. SBK is administered by a governing council and chaired by the secretary for the Ministry of Expenditure (Finance). Its functioning will be monitored on a quarterly basis by the ﬁnance minister and the prime minister from time to time.

Toilets for all: a big challenge Without the support of corporate organisations and public-sector units (PSUs), the mission’s main activity of building ‘Toilets for All’ and implementing sanitation and improving GDP remains a dream. The mission, kick-started on October 2, 2014, has been slow in implementation. In FY2014-15, 5.9 million toilets were made. Compared to FY2013-14, in which 4.9 million were constructed, this was not a significant jump and much below the needed rate of 28 million. According to government data, a total of 31.83 lakh toilets were built between April 2014 and January 2015, which is 25.4 per cent of the target for FY2014-15. The programme entails an investment of nearly Rs 2 lakh crore over the next five years to construct 12 crore toilets in India. “The returns on sanitation are 1:6 in terms of productivity gains,” says Nitya Jacob, Head of Policy, Water Aid. “Most gains come from reducing medical expenses. But I don’t think the mission will make any difference to the economy. There aren’t enough people and the supply chain is too weak.” Further, each state is yet to go a long way in solid and liquid waste management, a key objective of the mission. It is evident that this mammoth clean drive, which goes with the tagline ‘a step towards cleanliness’, requires rapid strides to reach its five-year goal, drawing to a close on October 2, 2019 and coinciding with the 150th birth anniversary of Mahatma Gandhi.

FEATURE Swachh Bharat Abhiyan

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SOLID WASTE MANAGEMENT because it’s the most hazardous waste generated. Nearly It is not just human resources. Even waste management and 95 per cent of e-waste recycling is handled by an unorganised disposal, an important aspect featuring third on the list of the sector that, unfortunately, is not equipped with the technology or Swachh Bharat Mission’s objectives, have not been given ample focus. Sadly, the companies looking to spend their CSR funds for capital to undertake recycling in an environment-friendly and safe manner,” informs Nitin Gupta, CEO, Attero. India clean India have shown no inclination towards this part of the mission. Of the total first instalment funds of Rs 859 crore issued generates 800,000 tonne of e-waste annually and this is set to reach 1.72 million metric tonne by 2020. by the Urban Development Ministry, Rs 287.5 crore has been Meanwhile, wastewater management – building sewage and allocated for solid waste management. Uttar Pradesh has been sewage treatment plants – needs abundant funds and the budget allotted the largest share amounting to Rs 37.56, followed by West Bengal (Rs 34.54 crore) and Andhra Pradesh (Rs 21.02 crore), provided in Swachh Bharat does not suffice.“Five years ago, an while a few states like Maharashtra, Karnataka, Kerala and Odisha estimate was put by an expert committee that the wastewater plan for the country would be Rs 380,000 crore but now the have not been allotted funds. requirement is 20 per cent more than estimated,” opines “The mission totally concentrates on construction of toilets, K Vishwanath, Advisor, Biome Solutions. showing little enthusiasm towards waste management,” says Available wastewater management technology is high on Amiya Kumar Sahu, Founder, National Solid Waste capital and maintenance costs, which no corporate house is Association of India (NSWAI). “Waste management requires engaging waste generators, collectors, rag pickers, segregators and willing to fund. According to Sulabh International, of about 4,700 towns and cities in India, only 232 have a sewerage system disposers. Unlike toilets, it is not a one-time investment. Rather, and that too only partial. Most untreated wastewater is, therefore, it is a tedious process involving high capital expense. In addition, discharged into rivers or other water bodies. In rural areas, it is a it requires constant maintenance and monitoring; so there are common practice to discharge waste without collection. There is no takers.” no question of treatment, recycle or even reuse of waste water The country will need Rs 60,000 crore per year for municipal sullage as people are not even aware of this technology. “We solid waste management alone. According to a 2012 report of have come with a simple and cost-effective duckweed-based the Central Pollution Control Board, India generates almost wastewater treatment in rural and urban areas that can give direct 50,000 tonne of municipal wastes every day. Barely 12 per cent economic returns,” adds Pathak. But such projects are not fully of this gets treated or disposed in a scientific manner. “The exploited. As though the Centre has a mission and gives funds, mission has given peanuts for solid waste management; not even the states and municipalities do not implement it.” a single PPP model has been signed in the sector till date,” adds Sahu. “The Urban Development Ministry should ask urban local bodies to take active steps in the sector.” Meanwhile, the North and South Delhi Municipal Corporations have informed that they have not received the allotted amount from the Swachh Bharat Fund. “The Centre is yet to give the money due from the Fund,” reveals Amit Yadav, Municipal Commissioner, East Delhi. “The South Delhi Corporation is yet to receive Rs 200 crore slated for cleaning and waste management,” says Mukesh Yadav, Spokesperson, South Delhi Municipal Corporation. Meanwhile, Attero, an e-waste company, has tied up with the World Bank for a campaign on collecting e-waste from informal sector workers. “The mission should have Nearly 95 per cent of e-waste recycling is handled by an unorganised sector that is not equipped with the added e-waste as a separate objective technology or capital to undertake recycling in an environment-friendly and safe manner.

Construction World July 2015

FEATURE Swachh Bharat Abhiyan

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CLEAN GANGA MISSION The National Ganga Plan has been earmarked Rs 2,100 crore in Budget 2015, which is Rs 600 crore more compared to the revised budget of 2014-15. The amount is to be met from the National Clean Energy Fund (NCEF). Under the World Bank-aided project, automatic water quality monitoring has been set up under the NGRBA project for the river Ganga at an estimated cost of Rs 94.45 crore. The network will consist of 113 stations at critical locations along the main stem of the river. These stations will be located: • Upstream and downstream major urban areas. • On major tributaries upstream of the conﬂuence with the Ganga. • Downstream of sewerage treatment plants (STPs). • In major nallahs. • Downstream industrial areas. • At intakes of drinking water treatment plants. • At important bathing ghats. This project focuses on the main stem of Ganga River in the states of Uttarakhand, Uttar Pradesh, Bihar, Jharkhand and West Bengal with the following objectives: • To assess nature and extent of pollution.

Under the World Bank-aided project, automatic water quality monitoring has been set up under the NGRBA Project for the river Ganga.

This project is expected to provide a state-of-the-art, real-time picture of water quality of the Ganga through real-time data acquired the data from all 113 stations for predeﬁned parameters. The parameters include ammonia, BOD,

Progress Status of NGRBA Projects in the Basin States State

(As on December 31, 2014)

Uttarakhand

Uttar Pradesh Bihar (12

Jharkhand

West

Sub

(16 projects

(15 projects

projects in

(1 project

Bengal (30

total

in 11 towns)

in 8 towns)

5 towns)

in 1 town)

projects in

(Ganga)

24 towns) Capital cost

201.55

1,898.01

1,226.64

89.36

976.95

4,392.51

O&M cost

49.66

92.14

78.94

10.00

103.24

333.98

Total sanctioned costs

251.21

2,256.01

1,702.06

99.36

1,352.51

5,661.15

STP capacity to be created (in mld)

38.80

335.90

158.00

12.00

93.53

638.23

STP capacity created (in mld)

18.00

105.00

Sewer network to be laid (in km)

146.44

1,255.68

1,014.83

55.00

842.72

3,314.67

Sewer network laid (in km)

55.49

361.00

125.95

0.00

58.30

600.74

GOI

61.92

540.62

126.51

6.26

215.38

950.69

State

15.24

175.32

41.25

2.68

92.30

326.79

Total

8.94

307.68

1,277.48

295.99

1,027.42

Release of fund

123.00

77.16

715.94

167.76

Total expenditure

71.16

584.74

*75.53

Total no. of projects

No. of projects physically completed

Source: National Mission for Clean Ganga

• To understand the environmental fate of different pollutants. • To evaluate effectiveness of pollution control measures in place. • To evaluate water quality trend. • To assess the ﬁtness of water for different uses.

COD, BTX chloride, DO, DOC, EC, ﬂuoride, nitrate, hydrogen sulphide, pH, potassium, TOC, TSS turbidity, colour, temperature nitrites and water level. The executing agency of this project is the NGRBA Cell of CPCB for implementing the automatic water quality monitoring system.

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Construction World July 2015

COMMUNICATION FEATURE

“SBA IS AN EXCELLENT INITIATIVE TO BUILD SANITATION INFRASTRUCTURE.” Anuj Jain, CEO, Jindal Architecture, speaks on the implementation of the Swachh Bharat Abhiyan (SBA) and the company’s role in the construction of modular toilets. How much would you be spending in the next ﬁve years for the Swachh Bharat Abhiyan? We have invested over 50crore for developing dedicated infrastructure required for the machinery set up for servicing the toilets, and we are all geared up to double the investment.

W What is your focus for the missionbuilding toilets or others like providing s sanitary equipment? Elaborate. Our focus in SBA mission is to provide a t timely and complete solution in the prefabricated modular toilet segment. We have invested in t manufacturing so as to help corporates get the t toilets installed in the shortest possible time.

Anujj JJain, A i CEO, JINDAL ARCHITECTURE

What is the company’s target for the next two to three years in the modular toilet segment? In the last four months, we have supplied over 550 toilets and are targeting over 2,000 toilets this year. Your company has been promoting stainless steel modular toilets? What is the uniqueness of these toilets? These toilets boast of features such as: • The use of green material. • A lifespan of over 25 years. • Pest free and zero bacteria. • Can be easily cleaned. The company also had been talking about 100 per cent recyclable bio-toilets. How much does each toilet cost? Our toilets are customised to need. The price of a single unit of toilet starts from Rs 1.5 lakh. Will these toilets be installed in rural or urban areas? Why? Most of the corporates and PSUs who have purchased toilets under CSR are installing them in remote areas of Odisha, Bihar, and Telangana. The main reason probably being their durability, long life, and low maintenance.

Give a breakup of toilets constructed in households and schools and the investments made? We have supplied over 550 toilets to various schools in India.

Do you think this clean drive will achieve the 2019 target and make a signiﬁcant change in the country? Elaborate. In our opinion, SBA is an excellent initiative to build the sanitation infrastructure for the country. But while the government and the corporate focus on achieving numbers, they should not lose focus on the quality. Few experts say Swachh Bharat Abhiyaan is a mere re-branding exercise. Your comments. If you look at the earlier campaign, sanitation was one of the areas for corporate to focus on while using CSR funds. But in SBA, the government seems focused and is pushing corporate to invest their CSR funds in building toilets. Do you think by constructing toilets and distributing sanitary equipment, the mission will be successful? Reasons. I think yes. People may not use immediately but over the years, with consistent efforts, cleanliness can be ensured. Additionally, making sanitation a part of the school curriculum will certainly bring a change. Just as people staying in cities will never like to go in open, habits in villages will slowly change and toilets will become a necessity. In my opinion, the challenge is to keep community, public and school toilets clean and fresh enough to be used. How unique or different is Swachh Bharat Mission from the earlier Nirmal Bharat Abhiyan? The Swachh Bharat Abhiyan is more focussed towards providing and building toilets, whereas Nirmal Bharat Abhiyan focussed on covering various other aspects for a cleaner India. (Communication by the management of the company)

July 2015 Construction World

COMMUNICATION FEATURE

“SWACHH BHARAT WILL BOOST THE GROWTH RATE OF THE CERAMIC SECTOR.” - Santosh Nema CEO, RAK Ceramics (India) In India, RAK Ceramics has the largest and most modern vitrified tile manufacturing plant in Samalkot in Andhra Pradesh with a manufacturing capacity of 30,000 sq m of vitrified tiles per day and 1,500 sanitaryware pieces or day. RAK Ceramics is the only company in India to manufacture all the 10 distinct variants of vitrified tiles. Santosh Nema, CEO, RAK Ceramics (India), elucidates on the company’s operations, products and the impact of the Swachh Bharat Mission on the industry.

Santosh Nema CEO, RAK Ceramics (India)

What has been the demand for tiles and sanitaryware in the last six months? Prime Minister Narendra Modi’s launch of the ‘Swachh Bharat’ mission is expected to boost the ceramic sanitaryware market with huge investments being directed towards construction of toilets and sanitation facilities. How will the mission impact both the ceramic tiles and the sanitary markets? The construction of toilets across the country will boost the growth rate of the ceramic sector from 4 per cent of the last year and an average of 8 per cent in the past years to 6 per cent in the coming period of 2015 -2016. Also, India’s sanitaryware and bathroom ﬁttings industry, currently estimated at Rs 8,000 crore, is expected to grow at a compounded annual growth rate of 12 per cent over next three to four years. Prime Minister Narendra Modi’s mission of ‘Swachh Bharat’ by 2019, if implemented in the right direction, can be a big boon for the industry.

Does your company provide any unique product and what is the cost? RAK Ceramics now has six new designs in its Vanity Collection by RAK Elegance. These new vanities are thoughtfully designed to add d depth to the bathroom and living spaces. The v vanity collection is available in both one and t door designs. Made from high density PVC two a soft closing ﬁttings, these are durable, and v virtually dust-proof and suitable for both dry and wet bathroom areas at an affordable cost.

The total project cost for the mission is Rs 62,009 crore... Yes, and if it is implemented in the right direction it can be sufficient. According to the government, to finance building of public toilets, states and ULBs would identify land and leverage the same and advertisements to encourage private sector investments for construction and maintenance through PPP agreement. Besides, 20 per cent of central share (Rs 2,924 crore) has been earmarked as performance fund out of which allocation will be made to performing states or UTs based on physical performance with respect to states objectives. Do you think this clean drive would achieve the 2019 target and make a significant change? The mission seeks to eliminate open defecation and manual scavenging, besides promoting modern and scientific municipal solid waste management. As per the implementation guidelines approved by the Minister, ULBs and state or UT governments have now been fully empowered to propose and approve the projects. ULBs have been authorised to prepare, sanction and implement projects with respect to constructing individual household toilets besides community and public toilets, under the broad directions of state or UT governments. How will constructing toilets and distributing sanitary equipment contribute to the success of the mission. Our Prime Minister has directly linked the clean India movement with the economic health of the nation. Cleanliness is no doubt connected to the tourism and global interests of the country as a whole. It is time that India’s top 50 tourist destinations displayed highest standard of hygiene and cleanliness so as to change the global perception. (Communication by the management of the company)

Construction World July 2015

CIVIC SENSE

“Tenders will be ﬂoated soon for construction of small-scale waste treatment plants.” - Dr Pallavi Darade, Additional Municipal Commissioner (City),

Municipal Corporation of Greater Mumbai

umbai, the ﬁnancial capital of India, is seeing a revival in its fortunes. With the economy on the upswing, there is a sense of expectation in the city of dreams. Its burgeoning population, along with its transient population, has made it one of the largest cities in the country.To sustain its population, building requisite infrastructure has become top priority with large-scale construction aiming to transform the face of the city. Concurrently, waste management, a topic often brushed under the carpet, has come under the spotlight today owing to Prime Minister Narendra Modi’s Swachh Bharat Abhiyan. Dr Pallavi Darade, Additional Municipal Commissioner (City), Municipal Corporation of Greater Mumbai (MCGM), shares the initiatives the corporation has undertaken to implement the mission. Darade elaborates upon the need to efﬁciently and effectively contain the perils of large-scale construction. What are the steps and projects undertaken by MCGM in accordance with the Swachh Bharat Abhiyan?

The corporation has undertaken many initiatives for the Swachh Bharat Abhiyan and has decided to focus on the following key areas: Solid waste management (SWM): House-to-house collection and segregation of dry and wet garbage; effective transportation, disposal and processing of garbage; regular cleaning of storm water drains. Toilets: Identiﬁcation of open defecation areas and planning for construction of public toilets in those areas; regular maintenance and repair of public toilets in slum areas through involvement of community in the areas; new construction of public toilets wherever required along with proper repair and maintenance on a regular basis; involvement of NGOs in Right to

Construction World July 2015

Pee movement, especially for women's toilets; construction of new separate toilets in schools for boys and girls as per the requirement and regular maintenance of these toilets. Beautification: Regular cleaning of roads along with identification of important road stretches and ensuring cleanliness through zero tolerance for litter; ensuring proper maintenance of city furniture like benches, signage, painting of road dividers, zebra crossing. Identification of areas with high footfall: Listing of areas like tourist places, approach roads to railway stations, gardens, playgrounds, markets and hospitals; special focus to these areas to ensure zero garbage at any given time by deploying additional manpower; areas identified on the basis of need for additional litter bins and the same provided on a priority basis; involvement of owners of commercial establishments for the cleanliness drive to ensure adjoining areas to their property are clean; banning the use of thin plastic bags below 50 microns. What initiatives have been undertaken to increase public awareness towards the campaign?

Creating public awareness plays an important part in ensuring the success of the mission. School and college children along with other youth organisations will be roped in to generate public awareness on cleanliness. The corporation also intends to undertake the following measures: Special focus on slum areas: MCGM has already started the cleanliness drive in slum areas under Swachh Mumbai Prabodhan Abhiyan (SMPA). Community-based organisations are being formed in these areas with 740 organisations already working including Safai Mitra. Continuous efforts will be undertaken to ensure cleanliness and hygiene in slum areas. Shramdan by public and MCGM staff: The hours between 11:00 am and 1:00 pm every Saturday will be dedicated to shramdan by the public. Each electoral ward (227 wards in MCGM areas) has been identified for this programme. A suitable public place will be identified in advance and publicity will be carried out for the common public to congregate. MCGM will provide the required logistics on site. From 5:30 pm to 7:30 pm every Friday, the corporation will contribute to the campaign through shramdan in and around its office premises. Public campaign: Radio jingles and TV spots will be developed for the cleanliness

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The corporation is implementing a debris-on-call scheme to lift construction debris immediately after receiving a call.

drive and print and social media will also be extensively used for the same. Suitable IEC material will be developed for which the expression of interest (EoI) has been ﬁnalised and tenders are being invited for the appointment of a consultant.

MUMBAI CITY TION CORPO...R...A .....................

hav have been undertaken by MCGM for the same?

Considering depletion of natural resources for the sake of construction res activities, it is essential to set up a recycling ac ishment: Year of Establ plant for C&D waste that will help protect pl 73 September 4, 18 the environment. However, the quality th km Area: 437.71 sq nnorms of these recycled products have to ; 4) 25,84,139 (201 The corporation also has plans to rope bbe finalised for further use. With regard Population: 1, 1) tto recycling of C&D material, MCGM in NGOs and other citizen entities for 1,24,32,830 (201 Census 2011) r pe s (a 61 hhad floated tenders in 2011. But owing the campaign... ,1 27 Density: s: Seven ne zo to higher tipping rate per tonne and NGOs working for cleanliness and all of e tiv Administra land constraints, the project could not the non-officials and councillors of MCGM M 24 Ward offices: materialise. MMRDA is framing a along with MLAs and MPs will be involvedd 25 Civic centers: policy for C&D waste for the MMR, in this drive. The corporation is also liaisingg re cro 15 9. 51 : `33, Annual budget which will be executed jointly along with various stakeholders through regular Budget 2015-16) with MCGM. The corporation is also interaction with officials from Central (Size of MCGM implementing a debris-on-call scheme Government offices like the Railways, to lift construction debris immediately after receiving a call. Defence, CPWD, BPT, RCF, etc, and state Ward-wise special teams are being deployed for this purpose. government offices like MHADA, SRA, PWD, MSRDC, MMRDA, etc, for their active participation during the campaign. What are the challenges faced in waste management in the ......... .....................

city and what are the tactics used to mitigate them? What is the total fund allotted for SWM in the corporation budget?

The total fund allotted to SWM is Rs 2,231.60 crore for FY 2015-16. There were plans to build waste-to-energy plants. How soon will they be operational?

For the construction of waste-to-energy plants, it will take around 24 to 27 months for activities like completing the request for quotation (RFQ) stage, appointment of agency, etc. The EoI and RFQ on technology have been opened and bidders have proposed thermal technology (incineration). How will small-scale treatment plants help manage waste in the city? Have the areas been identiﬁed and tenders ﬂoated for the same?

Small-scale treatment plants will reduce transportation cost and allow for effective and economical processing of segregated waste. Eol has been ﬂoated for decentralisation of processing of MSW. The proposed plan is to initially install them in municipal market areas before scaling it further. Tenders for the same will be ﬂoated in coming months. Apart from SWM, how do you view the need for recycling construction and demolition (C&D) waste? What initiatives

The corporation faces a lot of challenges in waste management. The foremost is lack of awareness among citizens regarding segregation and lack of space for waste processing projects. The ‘not-in-my-backyard’ syndrome among citizens for waste-related issues is also a major hurdle along with the dearth of trained personnel. To effectively tackle these challenges, MCGM is in the process of appointing an external agency to create awareness among citizens on waste and its management. The corporation is also in the process of acquiring 60 hectare in Taloja for waste disposal functions. How can private players contribute in the corporation's endeavour for a cleaner Mumbai?

The endeavour for a cleaner Mumbai is a joint effort, with private players, citizens, NGOs and every Mumbaikar coming together to achieve the goal. With regard to contribution of corporate houses, there are two ways. Under the CSR programme, they can fund waste management-related infrastructure, from supplying refuse bins to the adapting a whole administrative ward for waste collecting and transporting operations. They can also participate in the tendering process of PPP-based waste management projects in an active manner, so their role is not just limited to being a technology provider. These methods can ensure that corporate culture seeps into the sector.

To share your views on this city, write in at feedback@ConstructionWorld.in July 2015 Construction World

INTERACTION

“We will continue to invest in assets and plan for local adaption of global innovations.” - Ralf A Spettmann, President, Construction Chemicals, BASF

ASF has been creating chemistry – for 150 years, no less. One of the world’s leading chemical companies, it has successfully partnered India’s progress for 125 years, with all global businesses – except oil and gas – maintaining a presence in the country. Today, ﬂagship BASF India Ltd maintains key production sites at Dahej, Mangalore, Ankleshwar and Thane and its ﬁfth plant of its construction chemicals division has been recently launched in Nellore; it has been growing at a rate of 5 to 10 per cent in the country. Ralf A Spettmann, President, Construction Chemicals, BASF, shares more on trends and opportunities in India in conversation with SHRIYAL SETHUMADHAVAN.

As global head for construction chemicals, which are the important countries for BASF?

We are active in about 80 countries, i.e. we have our businesses in about half of the countries that exist. Of these, we have a strong presence in the three German-speaking European countries, along with North America, the Middle East, Russia, Turkey and African regions. Also, we are well-positioned in India and Japan. Our strengths differ from country to country. For instance, our business in Japan comes from plasticisers and super-plasticisers. Further, 60 to 70 per cent of all high-rises on the Tokyo skyline are built with our technology. India may be a mid-sized country in our portfolio but when we look at the opportunities going forward, it is one of the biggest we have. We are currently channelling quite a lot of investment into India. Please highlight the beneﬁts of the new Nellore plant.

In terms of technology, it has two parts – the admixture plant, which includes additives for cement and concrete, and the powder plant. This makes for two plants under one roof, which is mostly done for construction systems like tiling, ﬂooring and similar applications. Although India is said to be an emerging country, the technology supporting this plant is highly automated and state-of-the-art, what we would have built in the US, Germany or Switzerland. The reason is that we

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think long term. And this plant is among our largest investments in the past two years in Asia for my division. While most of our plants in India are located around the coast, they can serve a radius of up to 500 km. What is BASF’s current market share in India and how do you see it growing?

India is an attractive market with a good growth rate and so we will continue to invest. Also, we have made a bold statement in India with our brand, Master Builder Solutions, launched about two years ago; we have basically uniﬁed our portfolio. India is one of the core markets and growth engines for us in the future. However, market share depends on how you deﬁne the market. And for the markets we serve in India, we have some 10 to 12 per cent market share. Our target is to remain the No. 1 international player. Moreover, we will certainly continue to invest in assets and plan for local innovation. To establish what we have built and are in the process of building, we are developing the ‘Innovation Campus’ of BASF in which, we as the construction chemicals division, will strongly take part. Situated close to Mumbai, it will be operational by around 2017 and will accommodate 300 researchers. Essentially, we are trying to build a strong India business that will establish the country among the top three or four global hubs for innovation. What role can construction chemicals play to combat corrosion?

Innovation is the key enabler for us. In concrete, we have been working towards identifying a couple of problems, and one has been corrosion. Corrosion occurs from the steel in the concrete. This issue can be tackled from a couple of angles: one is to put an additives coating onto the steel so that it does not corrode, and a set of more different approaches to cure concrete from corrosion depending on many aspects; the second is to replace steel, which is the most intelligent solution. That’s what we have been working towards – microfibres, probably 5 cm to 6 cm long, a millimetreand-a-half thick, can be dispersed into concrete and partially replace steel with a similar stiffness. We also talk about microfibres that change the property of the concrete to make it more ductile as asphalt replacement. So there is fibre technology that addresses corrosion but can do other things too.

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BASF addresses water-retaining structures – be it potable or waste water – with a state-of-the-art solutions portfolio to protect from loss and contamination.

The company’s products cater to the whole market of underground construction and broader infrastructure including streets, airports, ports, power, etc.

Is any product speciﬁcally for affordable housing or any innovations you would like to address?

How does BASF address the need of eco-friendliness and sustainability through its offerings?

Talking of affordable housing, our focus is on the prefabrication of concrete structures like walls. We aim to support our customers in the precast industry to make their production cycles faster and more efficient, thus making them cheaper. We do so in India with the so-called Smart Dynamic Concrete, a highly flowable concrete, which allows to achieve faster and reliable concrete placement, higher concrete durability and improved energy efficiency during the placement process.

One is simply that we have a lot of products that talk about building infrastructure for water. Many of our products help conserve water because if you have cracks in the water tank, the water disappears. A key aspect for sustainability is durability. The longer a construction stays in good conditions and the lower its restructuring costs, the better for the owner – regarding infrastructure, it is obviously the public sector. One important product to make construction more energy efficient is ‘green sense concrete’. This product, which originated in the US, can be applied across countries as it reduces energy consumption and uses recycling materials like fly-ash or slags while you actually pour the concrete in place. Used in the right way jointly with our Master Builders Solutions experts and a digital tool called Life Cycle Analyzer, it contributes to the building’s life-cycle by lowering the costs and expanding the periods for refurbishment. There are many elements that come together and this is BASF’s strength. We can actually help an architect, developer or specifier design the energy profile of a house during construction. Once it is operational, demands differ.

Introduce us to the wide range of industries your company’s products cater to.

One is the whole market of ‘underground construction’, which could be tunnels, metros and, speciﬁcally in India, the whole mining industry where mines are stabilised. This will also include broader infrastructure including streets, airports, ports –things that India is investing a lot into, hat enable mobility in a broader sense. There is a segment speciﬁcally in the US, the parking deck idea, which we are trying to introduce in India because the market has not been so great. If you look at the US, every corner has a huge parking deck. We probably have a 30 per cent market share in the US in parking decks. Most countries in the world, and so does India, have a large and urgent need for overhauling its infrastructure such as road and railway bridges. We approach this with a dedicated set of solutions for all needs in repairing and protecting concrete structures. We are increasingly focusing on the ‘power generation industry’, where we are looking at nuclear power, coal plants and gas plants, which are typically huge investments. Additionally, we are looking at India and some other emerging countries to broaden our exposure to a broad residential market. We also address water-retaining structures - be it potable or waste water - with a state-of-the-art solutions portfolio to protect from loss and contamination.

Be it is admixtures, repair and rehabilitation products, waterprooﬁng products, ﬂooring products or other miscellaneous chemicals – which enjoy the biggest market share?

Our offering is distinguished into two parts–admixture and construction systems. For admixtures, we are globally No. 1 and have about a 30 per cent market share. Actually, India is one of the places where we have a already high market share but could also do a lot more. This is why we are investing heavily into production assets in India to support our growth. Within our construction systems, business waterproofing, repairs, grouts and sealants are important segments. This market is extremely diverse and we look at it as probably a €30-billion market globally; waterproofing is maybe €4 billion of that. The Indian market is still fragmented; players are positioning themselves, trying to buy companies or grow significantly.

To share your views on this interview, write in at feedback@ConstructionWorld.in July 2015 Construction World

FEATURE Tyres

MOTORING AHEAD

Good times lie ahead for tyre makers in India – indeed, great times if the government comes down heavily on tyre imports.

emand for medium and heavy commercial vehicles (MHCV) has been increasing incessantly, and is expected to grow further as projects, to extend the road network get off the ground. Bright prospects for the automobile industry have almost every tyre manufacturer planning to raise production levels. “Demand for heavy vehicle tyres alone will touch 25 million in 2015, a steep growth from the 125 million tyres produced across categories in FY2012,” according to Shushmul Maheshwari, CEO, RNCOS, a research organisation. Maheshwari expects future growth to be led by strong demand from

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ES YT B ICK• Demand for U Q MHCV to grow further. • Growth in the commercial segment is still in single digits. • User experience more than brand, determines repeat business in the heavy commercial vehicles tyre market. • Radialisation is the biggest trend in the tyre industry.

original equipment manufacturers (OEMs). In the near term, however, producers will have to contend with rising raw material costs and limited growth. “As a result, manufacturers face a tough call on whether to sell at suboptimal prices or absorb cost hikes,” says Maheshwari. “Growth in the commercial segment is still in low single digits as economic recovery has yet to gain momentum,” observes Arnab Banerjee, Executive Director, Operations, CEAT Ltd. “After the pace of economic activity picks up as expected in six to 12 months, we expect strong growth in the MHCV space.”

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Industry woes Currently, one of the biggest concerns of the tyre industry is lower import duty on tyres vis-à-vis import duty on raw materials used in tyre-making. “While import duty on tyres is 10 per cent, it gets cut to 8.6 per cent for tyres from China because of an existing Asia Pacific agreement,” notes Maheshwari. “Duty on imported tyres can be as low as between 6 per cent and 8 per cent under various FTAs,” says Vikram Malhotra, Marketing Director, JK Tyre & Industries Ltd. On the other hand, “Duty on natural rubber, our key raw material has recently been increased to 25 per cent,” explains Satish Sharma, President, Asia Pacific, Middle East & Africa, Apollo Tyres Ltd. This anomaly has created unfair competition between tyres made in India and Chinese tyres. “Tariffs on raw materials like natural rubber are having an adverse impact on the competitiveness of the domestic industry,” agrees Banerjee. More competitively priced Chinese products have flooded the Indian market, despite the fact that most are unbranded and adhere to no safety norms. “Chinese imports have infiltrated the radial tyre market with a 20 per cent price difference for bus and truck radials. They currently account for 70 per cent of imports in the truck and bus sector,” says Maheshwari. “Chinese tyre imports

constitute 34 per cent of the truck or bus tyre replacement market and 44 per cent of that of car tyres,” adds Malhotra. According to him, Chinese manufacturers and their dealers resort to all kinds of malpractices including under-invoicing and wrong description of tyres to bring them to the Indian market. “Low-priced Chinese tyres have a signiﬁcant presence and are growing fast in the passenger car and truck radial segment,” weighs in Banerjee. The US government has imposed a strict anti-dumping duty on Chinese tyres to protect its domestic industry. The Indian tyre industry would like the Indian government to follow suit.

Demand for heavy vehicle tyres alone will touch 25 million in 2015.” - Shushmul Maheshwari, CEO, RNCOS

User’s choice Cheap imports are deﬁnitely hurting the domestic tyre industry; however, this is applicable more in the replacement market than with vehicle makers, observes Sharma. “While the ﬁrst purchase will be based on brands, subsequent purchases will be based on a set of governing factors that include average tyre life, price, after-sales and service network,” says Kaushik Madhavan, Head-Automotive & Transportation Practice, Frost & Sullivan. Essentially, user experience more than brand, determines repeat business in the heavy commercial vehicles tyre market. Construction equipment manufacturers stick to reputed brands as

Radialisation in the domestic truck or bus segment

After the pace of economic activity picks up as expected in six to 12 months, we expect strong growth in the MHCV space.” - Arnab Banerjee, Executive Director, OPERATIONS, CEAT LTD

Duty on imported tyres can be as low as between 6 per cent and 8 per cent under various FTAs .” - Vikram Malhotra, Marketing Director, JK TYRE & INDUSTRIES LTD

32%

Currently

35%

By the end of FY16

65%

In two years time

their clientele value quality over mere lower cost. “Chinese tyres have a lower operating life; our customers are well aware of the cost beneﬁt advantage and demand the best Indian tyres for their machines,” says Rajesh Shrivastava, General Manager, Marketing, Terex India. “The loss of tyres can stall the whole machinery during its

July 2015 Construction World

FEATURE Tyres

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Which tyre for what application? Choosing the right tyre for any equipment is critical as it has a direct impact on safety and energy-efficiency or productivity. So, which tyre is best suited for construction and mining applications? “We use tyres specifically developed for off-highway industrial applications,” says Ajay Aneja, National Head, Sales & Export, CASE India. “Must-haves are great traction on the drive wheels, best performance on and off the road, excellent durability and cut and chip resistance. Industrial tyres offer greater traction with a deeper tread, so are better suited for slightly slippery clayey soil. Heavy-duty tyres are more durable because of their higher ply rating but have a shallower tread. In areas around crushers where tyres are more prone to cuts, customers prefer heavy-duty tyres.” “Tyre configration on Terex machines depends on the application for which the machines are positioned,” explains Rajesh Shrivastava, General Manager, Marketing, Terex India. Whereas high-traction rear tyres are preferred for agricultural applications, the impact resistance strength of the tyres is the critical factor in industrial and mining applications. “Mining applications mandate tyres with higher ply rating (16-20 PR) than the standard traction type tyres,” he adds. “Our tyre selection is primarily based on vehicle application, load carried and terrain of the duty cycle,” says the spokesperson of Daimler India Commercial Vehicles. “Typical preference is radial tyres for on-highway application for rigids and tractors. Cross-ply or mining pattern tyres best suit off-highway applications for tippers and construction vehicles.”

working shift and the resultant loss has a cascading effect.” “We prefer Indian-made tyres for the local market as these suit Indian geographical requirements,” says Ajay Aneja, National Head, Sales & Export, CASE India. “Our Indian clientele looks upon Chinese-made tyres as being of low quality and unsafe, so we don’t use them.”

Radial domination Radialisation is the biggest trend in the tyre industry. Radial technology is rapidly gaining preference among truck and bus operators for beneﬁts such as fuel savings, longer life, puncture resistance, comfort and safety. “Demand is veering

towards quality tyres offering high performance like radials,” agrees Maheshwari. “Truck and bus radial is the way of the future as it delivers fuel – efficiency, safety and longevity benefits that help drive the fleet owner’s costs down,” says Mohan Kumar, Commercial Director–Passenger Car, Truck & Bus, Michelin India. “Michelin is committed to drive the radialisation efforts for truck and bus tyres in India.” As a result, today, radialisation in the domestic truck/bus segment stands at 32 per cent, according to Malhotra. While this trend slowed down a little last year, an outcome of the slowdown in infrastructure development and

Duty on natural rubber, our key raw material has recently been increased to 25 per cent.” - Satish Sharma, President, ASIA PACIFIC, MIDDLE EAST & AFRICA, APOLLO TYRES LTD

While the ﬁrst purchase will be based on brands, subsequent purchases will be based on a set of governing factors that include average tyre life, price, after-sales and service network.” - Kaushik Madhavan, Head-Automotive & Transportation Practice, FROST & SULLIVAN

Demand is veering towards quality tyres offering high performance like radials.

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FEATURE Tyres

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Chinese tyres have a lower operating life; our customers are well aware of the cost beneﬁt advantage and demand the best Indian tyres for their machines.” - Rajesh Shrivastava, General Manager, Marketing, TEREX INDIA

Focusing on branding and strengthening their distribution and service network has helped leading industry players improve their market share.

economic activity, Malhotra expects 35 per cent radialisation by the end of this ﬁscal and 65 per cent in the next two years. “Radialisation, especially in the MHCV space, is happening at a fast clip,” says Banerjee. “In the OEM segment, radialisation has already touched the 60 per cent mark. In the replacement market, the radial tyre potential is 30 per cent plus and is expected to cross 35 per cent by the end of FY16.” Not surprisingly, radialisation is driving major capacity expansions. “Increased demand for Apollo’s truck bus radials has prompted us to invest Rs 1,500 crore in our Chennai facility to expand the capacity of these tyres from 6,000 per day to 9,000 per day,” says Sharma.

“Our R&D team is working towards developing tyres with low rolling resistance, better fuel efficiency and using environment-friendly raw materials,” shares Sharma. Indeed, R&D is the key to growing this segment. “Building up green tyres will take time because of high pricing and low demand,” says Banerjee. “Growth could accelerate if new products offer tangible benefits in the area of fuel-efficiency at competitive prices.” And, Maheshwari adds, “Green tyres like Bridgestone’s Ecopia, Pirelli’s Cinturato and Goodyear’s Fuel Max, all available for commercial vehicles, are fast emerging a benchmark for the industry’s competitiveness.”

Branding and service Green on the road Green or eco-friendly tyres are made of epoxidised natural rubber. By ensuring optimum traction with substantial reduction in rolling resistance, green tyres improve fuel economy and cut emissions. Although they have been around since the 1990s, owing to higher manufacturing costs, eco-friendly tyres were put on the backburner until recently. Today, however, major players are focusing on offering better choices in this segment because awareness of green tyres has grown.

Focusing on branding and strengthening their distribution and service network has helped leading industry players improve their market share. Tyre major Michelin India has tremendously expanded its network of Michelin Truck Service Centres, one-stop shops offering end-to-end tyre-related services for trucks and buses. Each centre is equipped with state-of-the-art facilities, including a computerised alignment machine, tyre repair machine, tyre ﬁtment and rotation. These centres also aim to

We prefer Indian-made tyres for the local market as these suit Indian geographical requirements.” - Ajay Aneja, National Head, Sales & Export, CASE INDIA

Truck and bus radial is the way of the future as it delivers fuel-efficiency, safety and longevity benefits that help drive the fleet owner’s costs down.” - Mohan Kumar, Commercial Director – Passenger Car, TRUCK & BUS, MICHELIN INDIA

reach out to customers and educate them about choosing the right radial tyre. According to Kumar, “Highways carrying heavy trafﬁc demand one-stop truck service centres where transporters can obtain professional service using state-of-the-art equipment and world-class products.” With action on all fronts, the tyre industry can’t but motor ahead!

To share your views on the Tyre market in India, write in at feedback@ConstructionWorld.in

Construction World July 2015

- CHARU BAHRI

WOMEN IN CONSTRUCTION

“The ﬁrst step to achieve your goal is self-conﬁdence.” - Snehal Mantri, Director-Marketing & HR, Mantri Developers Pvt Ltd

dynamic leader, pioneer of innovations and a visionary – these are just some of the ways Snehal Mantri, Director-Marketing & HR, Mantri Developers Pvt Ltd, is described by her colleagues and co-workers and the industry at large. Each epithet is richly deserved! A student of home science, Mantri demonstrated innate business acumen right after marriage when she joined her father-in-law in his stock-broking business in Pune. After relocating to Bengaluru in 1999, she was keen on pursuing a professional career and decided to join her husband in his ﬂedging real estate venture. Since 1999, when Mantri Developers began its journey, Mantri has been at the helm of affairs, overseeing the initiation of new projects and nurturing long-lasting relationships with customers and investors alike. Her expertise in marketing has helped deﬁne and execute numerous growth strategies that were instrumental in elevating the brand to a position of industry leader. Mantri also spearheads the complete human resource function of the company. Over the past 16 years, her business and personal skills have won her respect and recognition across the industry. She elaborates upon her journey and current role in conversation with SHRIYAL SETHUMADHAVAN. Tell us about your journey.

Since 1999, when Mantri Developers began its fascinating journey, I have been at the helm of affairs overseeing the company’s marketing strategies, initiation of new projects and nurturing long-lasting relationships with customers and investors alike. I have come to believe that when we work with passion and dedication, success follows. I have constantly attempted to explore new boundaries and push my limits.

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My journey at Mantri has been quite an eventful one. It is a continuous learning process where each challenge has strengthened my skills. More than anything, I believe that dedication, passion and commitment towards work are essential. We earn recognition through the work we do. Each day is a day of learning and, over the years, I have learnt the lessons of life from our customers as well as my colleagues. What sustains your interest in the real-estate sector? Please introduce us to your current role as director-marketing and HR for the company.

Real estate, unlike any other sector, is unpredictable. Keeping pace with the constant dynamism is a challenge in itself. But there is not a single monotonous day at work; each day is new and each day you explore a new approach. Currently, my pivotal role revolves around deﬁning and executing several growthdriven strategies that are instrumental in elevating the brand to the position of an industry leader. Alongside, I am also involved in the conception, planning and development of new projects. I have focused on every aspect of marketing at Mantri, right from the concept and planning stage all the way to overseeing sales and even ensuring smooth functioning of the after-sales process. We have also established a separate division, PropCare Facility Management, which continues the Mantri experience to our customers even after possession of their homes. Most of my efforts have focused on building a credible brand

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encourages employees to image for Mantri share their grievances Developers. Some of my with the management. innovative ideas that have The employees also have received significant the provision of recognition include the discussing their issues Mantri Corp App, with the reporting Augmented Reality, officer or the HR team Video Chat, Digital and can register on the Kiosk, interactive Snehal Mantri, receiving the CII-ITC Sustainability Award at Vigyan Bhavan, Delhi from Sachin Pilot, Corporate Affairs Minister. online portal. Every mannequin, etc. month, the HR team Additionally, I have visits all the sites or branches to understand the grievances by conceptualised Home Concierge, Telemedicine, Smart Homes, conducting open forums and one-on-one meetings. Crossthe Mantri Insignia Loyalty Program, Smart Lady, etc. functional team meetings are also conducted to address inter-functional conflicts. The company believes these practices Speaking from your 16 years of experience, where does will help build employee confidence and assure them that their the real challenge lie for you? voice is heard. There are two challenges that I have dealt with over the years. First, real estate is predominantly a male sector; second, this is probably the most unorganised sector. There is a need for How have you leveraged green practices through the HR top-class training on business theories and on-the-job practical and marketing departments? exposure.The sector lacks a well-defined performance management Most of the projects have ecologically sustainable features system that supports and integrates the organisation’s strategic with strong emphasis on environmental management and safety goals with measurable employee objectives, employee appraisal standards. Mantri Developers is the first real estate company to and compensation planning. At Mantri, we have implemented receive the international standard Integrated Management a performance management system that ensures that every System (IMS) certification for its commitment towards quality, employee’s behaviour and goals are aligned with the organisation’s environment, occupational health and safety and social accountability. strategy. Additionally, the sector has to work towards encouraging women to explore their potential by introducing several special How do you juggle between your roles at work and home? provisions providing flexi working hours and work-from-home Perseverance has been my mantra. Fortunately for me, my options. At the same time, they must be encouraged to husband and children have been really supportive and have overcome professional challenges by ensuring equality and enthusiastically encouraged all the ventures I have undertaken. security at the workplace. During my time at Mantri, my And my extended family – the Mantri employees – has always initiatives have been focused on brining a sense of discipline and encouraged me to perform and reach a higher level. My passion definite structure to the work culture and environment. In this and ability to prioritise help me to balance my work and aspect, I have also implemented several measures to introduce a personal life. I am a proud mother of two grown-up children regulated work environment, encourage talents and build who are also involved in the business; they are a big part of my potential talents through internal training. success. When I get the opportunity, I like to spend time with my family and friends. I also enjoy travelling, singing and swimming. The best stress-buster is my dog, Tyson! He’s a boxer. What are the recent trends adopted by real estate firms as a marketing exercise? How do these help in generating sales?

The market is steady and growing towards high quality and timely delivery. Projects below Rs 1 crore are moving fast and ﬂexi promotions for the customers are encouraging them to invest today. It is difﬁcult to invest in an ongoing project and simultaneously go for rental cost. Reduction of interest rate is also helping the customer take the decision at the earliest. The most attractive and fastest closure of the decision is the 20:80 scheme. As director of HR, how do you strategise to ensure a healthy work culture, productivity and healthy competition within the company?

I have created a well-deﬁned HR policy that understands and addresses all the issues faced by employees. We have a well-developed and laid out grievance addressing process that

What would you describe as your strengths that have enabled your success?

There are two primary criteria to succeed professionally: One is to accept criticism; the other is to be open to learning, listening to others and, eventually, doing what is right. Efﬁciency in work is possible through proper delegation and productive utilisation of time. Like every other woman, I too have attempted to strike a work-life balance without compromising on work or my personal life. What is your message for women who wish to enter this industry?

The most important thing is to believe in yourself. The ﬁrst step to achieve your goal is self-conﬁdence. Tackle all odds to realise your goals and focus on dreaming big and initiating innovations.

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INTERACTION

“The strategy is to get to where the customer is.” - Shyam Motwani, Executive Vice President & Business Head, Godrej & Boyce Mfg Co Ltd

ince May 7, 1897, Godrej has been instrumental in making lives brighter through a series of inventions that have combined pioneering science and engineering with a larger social purpose. What’s more, today 600 million Indians use Godrej products. Adding one more innovative feather to its cap, Godrej Locking Systems and Solutions (Godrej LOCKSS) recently launched its advanced Mobile Experience Centre (MEC-3) to highlight how its design-led innovation has been shaping the future of the locking solutions market. CW met Shyam Motwani, Executive Vice President & Business Head, Godrej & Boyce Mfg Co Ltd, at the event to learn more about the MEC-3 launch as well as the company’s innovative offerings.

What led to MEC?

The idea was to offer a solution or an alternate to a brick-and-mortar application or display centre. We wanted a solution that was less expensive and more convenient for our clients. So we decided to use a commercial vehicle and convert it into a mobile experience centre. Thus, the concept of MEC was established in 2012; with this launch, we have three MECs. How has the industry reacted to the concept?

Owing to the kind of visitors we have had over the past two MEC editions, the experience has been positive and encouraging. Also, this has brought to the front our ability to penetrate markets where, otherwise, we would have not had our own experience centres. MEC has been taken to places architects operate from; it has cut down the drudgery of travelling long distances and helped us ﬁnd a more cost-effective and innovative way of bringing our customer close to the actual experience. The effort taken to get people to a brick-and-mortar store as opposed to this mobile experience centre is different when we speak of economics, success rates, conversions and business impact. Are there any other areas or cities you plan to reach out to through the MEC?

The third MEC will travel to various parts of western and southern India. Of our three MECs, one is dedicated to the entire western region. There is already one for north and central India. Similarly, for the whole of the northeast, there will be one dedicated vehicle. A permanent programme will be assigned to these vehicles and will be revised every three months. It will travel on the journey programme and be received by the local manager, who will canvas the team we work with in getting architects and interior designers.

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So this is going to be completely localised…

Absolutely. The advantage is that it can reach where the consumer – our target audience – is. Rather than getting customers to far off places, the strategy here is to get to where the customer is. Considering the demand, are there any products or solutions you are looking forward to offering clients?

We have started shifting towards electronics with solutions like either RFID, a digital keypad solution or biometric solution or a near ﬁeld communication (NFC)-based solution, and many other evolving technologies. Also, we have mechatronic locks – a kind of a hybrid of mechanical and electronics. Any latest innovations in locking systems?

New product development and launches are an ongoing initiative for us. We already have solutions – door and room locks – in mechatronics. NFC, a kind of RFID technology, is a new technology that we are working on. It’s a key card that uses the mobile phone as a key opening device. It’s a brilliant combination of locks. Even if you lived for a hundred years, you can cover the whole planet without repeating the key.

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INTERACTION

The recently launched advanced Mobile Experience Centre will travel to various parts of western and southern India.

Tell us about the customised solutions you offer.

QUICK PICKS

what the bank is looking for. We convince customers to buy different technologiesfor their safe deposit lockers and security products.

......................................................... There are 30 different customised • Advanced MEC-3 to highlight how solutions and we have developed solution design-led innovation is shaping the banks for various industry verticals. For future of locking solutions marke. example, for telecom towers, we have How do you view the market for • Dilip Chhabria of DC Design, one of the developed a solution that is vandal-proof. security locking systems? What is the finest design maestro, partnered with For tank trucks and petroleum, we have potential in terms of electronic locking Godrej to architect the mobile innovation. systems? again developed a vandal-proof solution and • The Indian locking solutions market is there is no question of the key being In Europe today, electronics has still to estimated to be worth `4,200 crore. duplicated. For windmills and remote make a dent. There is a certain degree of windmill towers, we have developed uncertainty with electronics that people solutions for various companies. We also have a solution for associate in their minds, particularly for security. So adoption nuclear power. from mechanical to electronics is a slow process. Not more than 20 per cent of the homes or offices in Europe have migrated to electronics. Speaking of India, it’s a small market. Only Delhi, What would you point out to as a landmark project where Mumbai and Bengaluru have started adopting electronics and you have offered customised solutions? this is limited to a niche audience. So, in terms of viability, it will These include telecom towers for mobile telephony, which is take a while. Even over the next 10 years, I see mechanical the biggest thing happening in India at present. Located in solutions as the viable option with parallel work happening on remote areas, these towers have a base unit that actually controls the electronics front and some companies beginning to invest the towers and these have some expensive equipment. Also, in electronics. a lot of generator-based fuels like diesel and so on need to be protected, and so a solution is needed. We need to offer a solution that ensures that we get to know about any vandal With the government’s focus on smart cities, smart attack if it occurs. Such solutions have been offered in telecom, buildings have become the new focus area for builders and wind power and oil companies. architects. What are your offerings in this space? At present, there is an integrated smart city solution we can offer customised to the needs of the client. We are also Do you also provide security products to banks? working on creating an integrated solution starting with the Our sister concern is a security solution company that deals building premises and going on to various levels within the with bank lockers and physical safes, etc. So through this building, elevators, guest elevators for accessing flats, etc. company, we offer products to banks that require safety and It will begin with physical perimeter access and securing the security for banking-related transactions. And, we manufacture perimeter, the security of the premises, the security of the the locks fitted on these safes. There are standard solutions for home and attendant security to the various people who will banks with safe deposit lockers and wall safes. The locks we visit the home. provide are of different technology strengths depending on To share your views on this interview, write in at feedback@ConstructionWorld.in

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FEATURE Lubricants

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SLICK SALES

Greater brand and product awareness would help grow the Indian lube market.

ne of the fastest growing lubricant industries globally, the Indian lube market is expected to grow at a CAGR of 11.5 per cent to $7,713 million by 2017, according to Ken Research. Automotive lubes dominate the market. Power, chemicals, metals and the mining industries are major users of industrial lubricants. “Steel and cement are big consumers of lubricants but the share of mining and construction exceeds these two segments if we consider only the plant consumption and eliminate the mining processes the former entail,” says Akhil Jha, Vice President Technical, Shell Lubricants India.

TES

BY K C I QU • Indian lube market is expected to grow at a CAGR of 11.5% to $7,713 million by 2017. • Identifying a good brand and right lubricant can help save costs in the long run. • Challenge: Lubricant suppliers are a dime a dozen and include major global players as well as fakes.

Changing market composition By category, mineral oil-based lubricants dominate the market at present, with bio-based lubricants being the fastest growing market, according to Jha. However, he expects stringent emission and environmental norms to drive the adoption of leading-edge synthetic lubricants

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that provide energy-efﬁciency beneﬁts and lower the total cost of ownership. “Synthetic oils have high drainage life and keep machinery in good health,” agrees Vidhushekhar, ManagerPurchase, Valecha Engineering Ltd. However, he says end-users, especially

operators and mechanics, are not very conversant with the value additions of a good lubricant. “Also, biodegradable oils don’t harm the environment, but the construction industry has yet to give this fact some serious thought,” he adds. As quality consciousness and overall awareness about the role of an appropriate and genuine lubricant in extending the life of parts are low, Jha believes a co-engineering approach between the lubricant company and hardware manufacturer would help approach emission control more comprehensively, and drive recognition, acceptance and demand for higher quality synthetic lubricants.

Cutting lube costs Fuel cost, including expense on engine oil, has become a primary focus of the user industries.“Complying with tighter emission norms can help cut costs by cutting the consumption of oil,” says Jha. “So can effective after-treatment mechanisms.” Essentially, emission norms are driving advancement in engine design and

FEATURE Lubricants

Used oil analysis for extended oil change intervals Just as blood tests can reveal the status of human health, lubricant analysis offers insights into the health of equipment. By providing early warnings of any potential problems, used oil analysis can help ensure that machines perform optimally. Taking appropriate action, users can minimise the risk of damage to machines and unplanned downtime and achieve higher productivity. “Lubricant manufacturers are promoting the monitoring of oil samples and rightly so,” says Vidhushekhar, Manager-Purchase, Valecha Engineering Ltd. “Whereas the average oil change interval is 250 hours, nowadays equipment manufacturers have been able to extend it to 500 and some to even 1,000 hours, with better quality lubricant, periodic analysis of used oil and by introducing highly efﬁcient ﬁltration systems.”

technology, which in turn put a lot of stress on lubricants. Many conventional technology lubricants fail to meet these standards; higher speciﬁcation engines need higher quality engine oils that can stay in grade for a longer period without causing problems like deposition and engine wear. Also, advanced engines and plants featuring compact and efﬁcient hydraulic, gear and bearing oil systems require less lubricant. With this, the overall lube-to-fuel ratio improves. “It is a big positive that OEMs are working closely with lube companies in developing lubes that help them reduce emissions and contribute in regulations compliance,” observes Kaushik Madhavan, Head-Automotive & Transportation Practice, Frost & Sullivan. However, he believes the challenge lies in the aftermarket. “During service and periodical maintenance operations, customers don’t necessarily opt for the same lube that aids in emissions compliance. This is more pronounced in the independent

Lube-to-fuel ratio: What does it depend on? “Several factors bear upon this ratio, like engine design, engine age, type of lube, load conditions and driving conditions,” says Akhil Jha, Vice PresidentTechnical, Shell Lubricants India.

Regardless of challenges, methods exist to achieve higher fuel efficiency in off-highway situations. Akhil Jha, Vice President-Technical, Shell Lubricants India, explains the challenges and the breakthroughs: • Off-highway equipment operates at low speeds, so minimising air resistance is not possible. Likewise, the equipment weight and rolling resistance of tires or tracks cannot be reduced owing to the need for traction. • That leaves drive-line optimisation, by reducing power loss and optimising the engine’s load and speed conditions, as a means to increase efficiency. But oil undergoes higher levels of stress owing to drive-line optimisation. • Another way to achieve fuel economy is by reducing frictional losses in engine hardware – in the valvetrain, the piston and cylinder, the oil pump and the crankshaft bearings. This is where engine oils like Shell GTL-based Rimula can help. Shell’s Rimula Series offers lower friction and better flow ability to cut losses and improve fuel efficiency.

Construction World July 2015

- Vidhushekhar, Manager-Purchase, VALECHA ENGINEERING LTD

It is a big positive that OEMs are working closely with lube companies in developing lubes that help them reduce emissions and contribute in regulations compliance.” - Kaushik Madhavan, Head-Automotive & Transportation Practice, FROST & SULLIVAN

major global players as well as fakes. Spurious products increase costs over time.”

Lube per application aftermarket where price sensitivity is high and brand loyalty is not very strong.” “Identifying a good brand and right lubricant can also help save costs in the long run,” says Vidhushekhar. “The lubricant is the most derelict product in the construction industry except for some major corporations and entities. While all sorts of lubricants are readily available in India, the challenge is that lubricant suppliers are a dime a dozen and include

Challenges of enhancing fuel-efﬁciency in off-highway situations

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Synthetic oils have high drainage life and keep machinery in good health.”

Users are also increasingly ﬁxated on productivity; to what extent can a lube boost outcomes? “Users of machines and heavy vehicles are increasingly looking for oils with proven anti-wear properties assuring exceptional equipment performance, fewer breakdowns and improved production capacity,” says Parveen S Khokher, Vice President, Cummins & Industrial, Valvoline Cummins Pvt Ltd. Today’s lube market is fairly differentiated and high-end users are aware of the qualities of oils that make them more appropriate for speciﬁc applications. For instance, zinc-free hydraulic oils are considered force multipliers for excavators, especially in machines boasting compact hydraulic systems. “While zinc dialkyl dithio phosphates used to be extensively used in anti-wear hydraulic oils, increasingly compact hydraulic systems utilising high-service pressure pumps (>320kg per sq cm) create high operating temperatures (>250°C) that have been shown to

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thermally degrade ZDDP into insoluble sludge,” explains Khokher. In contrast, zinc-free hydraulic oils exhibit outstanding high temperature performance providing an extra margin of equipment protection. “They also show excellent oxidation resistance and thermal stability characteristics, which assure exceptionally clean systems and trouble-free operation and extend the oil and ﬁlter change intervals, a key priority of equipment users nowadays,” he continues. Limited-slip differentials are gaining ground among users of wheel loaders and heavy trucks. Khokher explains why: “Using a standard differential in off-road equipment situations where one wheel has no contact with the ground gives the non-contacting wheel all the power while the contacting wheel remains stationary.Then, equal torque is transmitted at both wheels, which does not exceed the threshold of torque needed to move the wheel with traction. A limited-slip differential prevents all the power from being allocated to one wheel,

Properties of advanced diesel engine oils Advancing emission norms are driving evolution in diesel engine oils. One such oil is Valvoline Premium Blue 15 W 40 CI 4 Plus suitable for engines ﬁtted with EGR and older varieties also. Based on its properties, Parveen S Khokher, Vice President, Cummins & Industrial, Valvoline Cummins Pvt Ltd, explains how users can make a sound judgment on which diesel engine oil to use by asking themselves a few important questions. Does the oil boast of soot dispersant technology? This technology keeps soot well-dispersed in the oil for a longer time, thus preventing viscosity increase owing to soot agglomeration, the blockage of oil ﬁlters and any associated drop in oil pressure. Does the oil pass the high temperature corrosion bench test (HTCBT)? Only lubricants that pass this test can prevent the corrosion of copper and lead components used in engine bearings. Can the oil control deposit formation in the piston even under extreme driving conditions? Modern low-emission engines run hotter than ever, which leads to accelerated deposit formation on the piston crown land, grooves and rings. This, in turn, can result in loss of power and high oil consumption. Is the oil made of high-quality base oils? Oils made from high-quality base oils possess high viscosity Index and excellent oxidation and thermal and chemical stability.

and thereby keeps both wheels in powered rotation.”

Global lubricants market volume

- Akhil Jha, Vice President Technical, SHELL LUBRICANTS INDIA

Volvo’s presence in the lubricant business is more strategic in nature, reducing operating cost.” - Dimitrov Krishnan, Vice President, VOLVO CONSTRUCTION EQUIPMENT INDIA

2014

42,780.7 kt

Steel and cement are big consumers of lubricants.”

The Indian lube market is populated by domestic majors like Bharat Petroleum, Hindustan Petroleum and Indian Oil Corporation, and global companies like Shell,Valvoline Cummins, ExxonMobil, Total and others. Some equipment providers like Volvo also offer their own branded oils in competition to the oil companies. “Volvo’s presence in the lubricant business is more strategic in nature, driven primarily by the objective to enhance the equipment performance and component lifecycle, thereby reducing operating cost,” says Dimitrov Krishnan, Vice President, Volvo Construction Equipment India. So while Volvo does not deny warranty nor insists on OEM certification in India for the use of commercial grade oil with defined API specifications, it does encourage and urge customers to use Volvo Oils for better performance and

38,635.3 kt

Competitive marketplace

2019

CAGR of 2.4 per cent between 2014 and 2019

lower operating cost. “The bottom line, however, is that these are commercial grade oils and therefore may not necessarily meet up with all the performance metrics of Volvo Oils,” adds Krishnan. Product performance-driven competition bodes well for users. - CHARU BAHRI

To share your views on the Lubricants market in India, write in at feedback@ConstructionWorld.in July 2015 Construction World

109

ON CONTRACT

“Our core area of specialisation and focus will continue to be the roads and highways sector.” - Yogesh Kumar Jain, Managing Director, PNC Infratech Ltd

hink globally and act locally – that’s PNC Infratech Ltd’s philosophy. The Agra-based company is an expert in the execution of major infrastructure projects, including highways, bridges, ﬂyovers, power transmission lines, airport runways, industrial area development and other infrastructure activities. Offering end-to-end infrastructure implementation solutions including EPC services on a ﬁxed-sum turnkey basis as well as on an item rate basis, PNC Infratech Ltd also executes and implements projects on DBFOT, OMT and other PPP formats. Having recently raised around Rs 480 crore through its IPO, Yogesh Kumar Jain, Managing Director, PNC Infratech Ltd, shares more on the IPO and the company’s strategies with CW. With the IPO, which projects will see an infusion of funds?

The details of gross proceeds of the IPO amounting to Rs 488 crore are as follows: Rs 53.7 crore goes to offer for sale; Rs 150 crore for funding working capital requirements; Rs 65 crore for investment in our subsidiary, PNC Raebareli Highways Pvt Ltd for part-ﬁnancing our RaebareliJaunpur annuity project; Rs 85 crore for investment in capital equipment; Rs 35 crore for prepayment of certain indebtedness; Rs 81 crore for general corporate purposes; and Rs 18.4 crore towards offer expenses. Is IPO the way forward for contracting companies in India, and why?

IPOs would certainly help emerging construction companies provide additional liquidity for augmenting resources for

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accelerated delivery of projects and expansion of business activities. However, with the experience of successful closure of our IPO recently, we believe investors expect the money raised through IPOs to be utilised in a positive manner to stimulate growth rather than repair the already strained balance sheets of companies. Tell us more about your projects.

Our company has successfully completed 42 major projects and is currently executing 23 projects; the majority are from the road and airport runway sectors. Our core specialisation and focus will continue to be the roads and highway sector, including bridges, flyovers and airport runways. We are already executing one project of railway track construction for a section of the Eastern Dedicated Freight Corridor as a lead member in JV with BF Infrastructure and we look forward to expanding further in this sector. We have completed a comprehensive redevelopment of the existing industrial area in Narela in Delhi and are currently providing O&M services for the same on annuity basis. This is another area where we are looking at the right avenues for expansion. In both rail freight corridor construction and industrial area development, we find significant synergy with our core areas of expertise. Do you own your own fleet of equipment?

We own a huge ﬂeet of construction equipment and believe our strategic investment in equipment and ﬁxed assets is an advantage that enables us to rapidly

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FACT SHEET

Four-lane Etawa bypass 307.5 km to 321 km on NH-2.

mobilise equipment to project sites as needs arise. This asset base helps deliver complex construction projects in a time-bound manner. The right balance and optimal mix between owning and outsourcing equipment including deployment through subcontractors is a key success factor in construction. Introduce us to the challenges faced in project execution. How do you overcome these?

Year of establishment: PNC Construction Co Pvt Ltd-1999; converted to Public Ltd Co-2001; name changed to PNC Infratech Ltd-2007. Top management: Pradeep Kumar Jain, Chairman & Managing Director; Chakresh Kumar Jain, Managing Director; Yogesh Kumar Jain, Managing Director; Naveen Kumar Jain, Whole Time Director; Shri Anil Kumar Rao, Whole Time Director (Technical). Areas of operations: New Delhi, Uttar Pradesh No. of employees: Over 3,700 Completed projects: 42 projects Ongoing projects: EPC-23; BOT/OMT-Eight (Six in operation) Upcoming projects: Runway at Kanpur Air Force Station; also has bid for quite a few road projects Turnover: `1,860 crore (FY15); `1,360 crore (FY14) – 37 per cent growth Order book: `78,000 million, as on March 31, 2015 (Total value of ongoing contracts including Escalation)

Major challenges faced by the roads sector in general include ambitious timelines for project implementation; overlooking ground realities by project sponsors; prolonged delay in land acquisition; environmental and forest clearances; approvals for RoB or RuBs; shifting of utilities; and lack of preparedness and adequate planning before award and execution. Most of these challenges are common for both EPC and BOT projects. In the case of BOT, in projects seeing high economic growth from 2005 to 2010, the majority of players became unduly exuberant, leading to aggressive pitching by some players with highly unworkable bids. Aggressive bidding, delays in implementation, consequent time and cost overruns, steep increase in input costs and decline in traffic revenues owing to economic slowdown snowballed into a crisis. Our company always plans resource deployment and project implementation schedules in a way that the effects of delays are minimal. We believe in expediting implementation in both BOT and EPC formats amid challenging situations to mitigate financial implications owing to inflation in input costs. Another significant competency is end-to-end construction capabilities in-house, from mining to the final product stage. This gives us great control over execution, quality, time and cost even in challenging situations and times. Further, we undertake construction activities of our entire fund-based projects (BOT-Toll and BOT-Annuity) on our own, making us the least dependent on third parties for implementation and delivery. How do you view the government’s exit policy for developers in roads projects?

It’s an encouraging measure by the government to reawaken the sector and unleash its potential. Increased liquidity will help many stressed road developers reduce their debt and increase availability of funds to invest in new projects.

Bridge over river Chambal at Dholpur on NH-3.

You have plans to expand the company’s concession portfolio and look for suitable avenues in the DBFOT space…

Through our subsidiaries and associate or JV companies, we have a portfolio of eight projects in the DBFOT or OMT space, of which the following six projects are already in operation: • Kanpur-Kabrai section of NH-86: 100 per cent owned BOT toll project. • Gwalior-Bhind section of NH-92: 100 per cent owned BOT toll project. • Kanpur-Lucknow-Ayodhya section of NH-25, NH-56-A and B and NH-28: 100 per cent owned OMT project. • Redevelopment and management of Narela Industrial Estate, New Delhi: 100 per cent owned annuity project. • Ghaziabad-Aligarh section of NH-91: 35 per cent owned BOT toll project. • Jaora-Nayagaon section of Madhya Pradesh SH-31: 8.5 per cent owned BOT toll project. The remaining two projects – Bareilly-Almora section of Uttar Pradesh SH-47 (100 per cent owned BOT toll project). and Raebareli-Jaunpur section of NH-231 (100 per cent owned BOT annuity project) – are in advanced stages of construction. We are looking at the right opportunities in the DBFOT space for active pitching, including projects on hybrid annuity model that will be launched soon. DBFOT projects will certainly have a positive impact on our company’s growth in both short term – in the form of more EPC contracts – and long term, in the form of sustained toll or annuity revenues.

With the Ministry of Road Transport and Highways (MoRTH) shifting its focus towards EPC projects, how do you view the company’s growth prospects next ﬁscal?

We could see very promising growth prospects in coming years. Given the challenges and constraints faced by many BOT projects in the sector, the decision of MoRTH to prefer and promote the EPC model for road construction is expected to accelerate development. Unlike BOT projects, the investment requirements for EPC are minimal and the majority of road construction firms will be in a position to meet their working capital and other financial needs without difficulty. Further, timely approvals and release of payments by project sponsors will help ease cash flow requirements of EPC projects.

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LEGAL ZONE

SMOOTH SEAS AHEAD? India’s port infrastructure – a critical resource for the country’s prosperity – has so far failed to reach its potential. Will the new government’s policies bring a turnaround? RAMESH K VAIDYANATHAN and ARVIND RAVINDRANATH take a closer look.

ocialism is deﬁned as a ‘social organisation that advocates that the means of production are owned and regulated by the community as a whole ’. The Constitution of India’s Preamble states that India is a ‘Socialist’ Republic. Consistent with this thought, one had hoped that a critical resource for India’s prosperity, its ports and coastline, would be utilised efﬁciently, under the tight control of the State, for the economic prosperity of the people. The experience, unfortunately, shows otherwise.

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The Major Port Trusts Act, 1963 (MPTA) was enacted by Parliament to ensure that the ‘Major Ports’ of India would be owned, operated and regulated by the Central Government under the auspices of a socialist state. MPTA regulates the functioning of 12 ‘major’ ports in India and puts them under the control and authority of the Central Government . The major ports are effectively constituted as ‘trusts’, which are meant to be for the beneﬁt of

the public at large as they are considered to be critical infrastructure for use by the community. Over the years, however, complacency has set in and the trusts have not been managing the ports well enough. With set tariffs and lack of competition, the major ports did not focus on proﬁtability and throughput. There was no market incentive to perform better. The ‘Turnaround Time’ for ports in India is an average of three

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LEGAL ZONE

days compared to one day in Singapore. This is despite the fact that a ‘capitalist’ Singapore had its ports operated by a combination of private and public-sector terminal operators, the largest among which is PSA Corporation (owned by the Singapore government). By the 1990s, when India started opening up to the world, it was clear that India’s ports were woefully unprepared for the surge of traffic headed their way. The Government of India, which is usually hesitant to invite private foreign investment, did so in 1997 when Nhava Sheva International Container Terminal (NSICT) was set up within the Jawaharlal Nehru Port Trust (JNPT) in a public-private partnership (PPP) with P&O Ports, Australia. Currently, the terminal is operated by Dubai Ports World, which inherited it after it acquired P&O in 2006. The invitation of foreign private investment to ‘socialist’ India’s ports may be long overdue. However, merely inviting investment is insufficient if the investors don’t have the required autonomy to conduct business. As stated earlier, major ports in India have their tariffs set for them through the Tariff Authority for Major Ports (TAMP). TAMP regulates and sets the tariff for 11 of the 12 major ports in India (barring Ennore Port, which is a ‘company’ and not a trust). TAMP was introduced as an amendment in the MPTA in 1997 and was intended to reduce the burden on the Central Government to periodically decide the tariffs for the major ports. TAMP sets its prices on a ‘cost-plus’ basis and, oddly enough, this used to punish terminal operators for increased efficiency for performing above assessed throughput levels. Private terminal operators at the major ports consider the presence of TAMP to be a nuisance as it does not allow them to set tariffs based on market rates. The associated loss of revenue and resulting lack of investment have lead to major ports losing out to other unclassified ports (‘minor ports’) in market share. In the 1990s, the minor ports had a market share of less than

20 per cent. Now, with improvement in the infrastructure at the minor ports owing to tariff flexibility, their market share has approached the 50 per cent mark. India’s largest port by cargo throughput is not Kandla Port Trust (set up in the 1950s) but Mundra Port, a private ‘minor port’ owned and operated by the Adani Group that was set up only in 1998. The artificial segregation of major and minor ports by the government has only left national assets inefficiently utilised. Be that as it may, two major developments brought in by the Modi Government give hope that ports have the potential to overcome these issues in the future. Earlier, in July 2013, the Government had announced a market-linked tariff policy, but this only applied to all new projects commencing from that date. However, the new Tariff Policy for Major Ports, 2015, notified by TAMP on January 27, 2015, will benefit even the older operating major ports. The new policy envisages that major ports would be able to set their tariffs based on their ‘annual revenue requirements’ (average actual expenditure over three years plus return of 16 per cent on capital employed). This tariff will in turn be indexed to the Wholesale Price Index (WPI). Further, unless the port trusts manage to meet certain defined performance parameters, they will be denied the benefits. However, the bigger question remains, why regulate tariffs at all? The government is also moving in this direction. Efforts are on to amend the Major Port Trusts Act in order to reverse the 1997 amendment that introduced TAMP. The Shipping Ministry is actively considering the Port Laws Amendment Bill, 2014, which proposes to wind up TAMP in its present form. It may only be a matter of time before TAMP ceases to exist. In the interim, the major ports need

to be set free of the onerous regulation by TAMP. For this reason and others, a plan mooted by the Finance Minister during the Budget speech for 2015-16 was to propose the ‘corporatisation’ of ports. This process basically envisages that the port trusts be converted into companies accountable to their shareholders. This proposal would yield a two-fold benefit. First, it would permit the newly formed port companies to issue shares to private investors. Second, allows the port companies to work as legitimate profit seeking entities and allows them to monetise their vast tracts of landholding and other assets, thus generating much needed revenue for the government. Ports can thus operate on an asset-light, ‘landlord model’ that only requires them to own the facility and the critical skeletal infrastructure while the actual port terminal operations can be outsourced to specialised terminal operators. For several years now, global operators have been ruing India’s shoddy port infrastructure. Opaque and onerous government rules coupled with stifling regulation have prevented India’s port infrastructure from reaching its potential. The importance of a country’s port infrastructure cannot be overstated. By being gateways to the world, the quality and quantity of ports directly affect transaction costs and competitiveness of the country’s wares in the world market. It is no coincidence that China is not only the world’s largest exporter but has the world’s largest ports. It is, therefore, welcome news to hear that the new government is proactively seeking to improve things. About the Authors: Ramesh K Vaidyanathan is Managing Partner of Advaya Legal and Arvind Ravindranath is an Associate at the firm. Advaya Legal is a commercial law firm that represents clients in the infrastructure, construction and real-estate sectors.

To share your legal perspective, write in at feedback@constructionworld.in

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PRIDE

FAIRNESS

RESPECT

CREDIBILITY

Best Realty Firms to Work For

CAMARADEIRE

• Sobha Turquoise, Coimbatore receives IGBC Green Homes Platinum rating...132 • Saint-Gobain launches Housing Innovation Challenge...134

July 2015 Construction World

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COVER STORY

THE FAB FIVE! A study conducted by the Great Place To Work® Institute in the real estate industry showcases the ﬁve great workplaces in the sector. It also highlights how organisations can achieve business objectives by building better workplaces. What are the biggest strengths of the real estate industry as represented by these organisations? What made the best stand out from the rest? CW PROPERTY TODAY delves deeper for answers.

he real-estate industry employs over 45 million people and is the fourth most impactful industry in India in terms of employment generation. This year, the Great Place To Work® Institute surveyed around 3,300 employees from the real-estate industry to measure the extent to which they find their organisations great workplaces. The Great Place To Work® Institute is a global management consulting, research and training firm dedicated at enabling organisations to achieve business objectives by building better workplaces. During the course of a typical year, the Great Place To Work® Institute works with over 7,700 organisations, representing over 15 million employees in over 52 countries. These partnerships continually build unique expertise, including multi-industry workplace culture benchmarking and best practice databases. According to a study by the National Skill Development Corporation (NSDC), the booming building, construction and real-estate sector will need around a 76.5-million-strong workforce from 2013 to 2022. One of the major long-term challenges faced by this industry has always been shortage of proficient and skilled talent, which pushes up project costs and risks. This means that the major priorities for the real-estate sector would be to attract and retain talent. Independent research has proven that when times are tough, employees at great workplaces show the resiliency to pull through. When times get better, those same employees are ready to lead the rally. It all adds up to cumulative success 2x better than the market average. Organisations that are great workplaces typically have half the voluntary turnover of their competitors, saving money in

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employee recruitment and training. This makes it important for organisations in the real-estate industry to prioritise and focus on building and sustaining a great workplace culture for their employees. What are some of the biggest strengths of the real-estate industry as represented by these organisations? According to the findings of the study on the real-estate industry in India this year, 89 per cent of employees who responded to the survey feel their organisation is a physically safe place for them to work and 81 per cent said they want to work at their organisation for a long time. This is a reflection that their professional growth, development needs and personal needs are met. Eighty-eight per cent of the respondents in the real-estate industry feel they are treated as full members regardless of their religion; 84 per cent of employees feel their management is adept at making decisions for the business, providing leadership to the organisation; and 83 per cent of respondents feel that people participate in celebrating special occasions with their colleagues at work. Going forward, the industry also has opportunities to do better by focusing on a few areas of opportunities. Fewer employees feel they have special and unique benefits at the organisation and that employees receive a fair share of profits made by their respective organisations. Another concern that employees in this sector expressed around is politicking and backstabbing by their colleagues. The real-estate industry also needs to prioritise on providing training and development to employees to enable them to advance in their work. From the organisations that were studied by the Great Place To Work® Institute, some stood out as the best in the industry.

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Brigade Enterprises Ltd BUSINESS DESCRIPTION: Residential, commercial, retail, hospitality and education INDIA HQ:

Bengaluru

FOUNDED IN INDIA (YEAR):

1986

OWNERSHIP: Publicly held EMPLOYEE STRENGTH:

555

GENDER RATIO (FEMALE TO MALE):

1:3.34

MR Jaishankar, Chairman & Managing Director, Brigade Enterprises Ltd Strong values and a healthy work environment make Brigade a great place to work. The foundation of the company is built on our value system abbreviated by the acronym QC – FIRST Q – Quality in our products and services C – Customer centricity F – Fair in our dealings I – Innovative in our approach to business RS – Responsible Socially T – Trustworthiness These values pervade through the entire organisation and act as a check in the way we do business.”

Why is it a great place to work? Brigade Enterprises is into the business of building, but the zeal and dedication it displays about every facet of it being a social entity makes it appear more like an activist of a cause dear to its heart. There is a stamp of the organisation culture in almost every practice, whether it is the morning prayer session, the Neo B badge for new employees or even the EVOLVE card for recognising positive and negative value display. The leadership commitment towards excellence is amply evident in the numerous collaborative programmes around process improvements, idea generation and knowledge sharing. What also shines through is the care the organisation displays for all who are connected to it – Bereavement counselling, buddies for expectant mothers, beneﬁts that extend to even contract staff and utmost concern for safety, etc.

Best practices • Communicating: Working on the psychology of employees who find it easy to open up to neutral media, the organisation has come up with some creative ways to encourage two-way communication among Brigadiers. With this two-fold intent, it has created interactive cartoon characters called Brigadier Sam, Honey and Engineer Velu that have dedicated email ids to interact with Brigadiers in a humorous and humane manner that appeals to employees. Employees can address issues to these conjured caricatures in the organisation relating to workplace situations, conflict resolution and any other areas. These caricatures send out an organisation-wide email highlighting the issues and suggest anecdotes that relate to the situation and help the employee solve the problem. Through Brigadier Sam, issues ranging from parking problems to work-life balance have been addressed. • Collaborating: To inspire and get novel ideas from Gen ‘Y’, Brigade has formed an Under-35 Think Tank Group comprising high-performing employees under 35 years of age who will work on special projects with the guidance of the senior leadership team. • Balancing: A senior lady staff member is nominated as a buddy for expectant mothers. All expectant first-time mothers are given their daily dose of protein and calcium and a book, What to Expect When Expecting, to guide them. • Celebrating: At Brigade, every new sale is considered a new entrant into the Brigade Family. During Brigade Showcase, a three-day event, such bookings are celebrated by announcing the new entrant with a chant of music followed by a loud applause. During conventional sales, booking gifts are given to new entrants with a photograph. At the 67-acre Brigade Meadows township, upon each occupation customers and their families are invited to plant a tree in the project. Brigade puts up a nameplate and nurtures the plant lifelong to symbolise a long-term relationship with the customer. (For full version, log on to www.ConstructionWorld.in/webx)

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Embassy Group BUSINESS DESCRIPTION: Property development and services spanning commercial, residential, retail and hospitality INDIA HQ:

Bengaluru

FOUNDED IN INDIA:

1991

OWNERSHIP: Privately held EMPLOYEE STRENGTH:

273

GENDER RATIO (FEMALE TO MALE):

1:3.01

Jitu Virwani, Chairman and Managing Director, Embassy Group

Embassy Group creates wealth through innovation, passion and joy, making it the most admired, respected and aspired-for brand in real estate. Our people – our biggest strength and asset – are encouraged to deliver the best. We have been pioneers in the business we are in and are a leader in the industry thanks to our innovative minds that power new ideas apart from being a numbers driven company.”

Why is it a great place to work? Embassy Group successfully breaks the myth that the construction industry is run in an unprofessional and unfriendly manner. Good opportunities to learn, capable and supportive management and, most important, the feeling of being part of a big caring family characterise the work experience at Embassy. The once-in-three-years international trip gives a new dimension to the ‘all-inclusive’ tag associated with holidays. This, plus the impressive community agenda of Embassy, proves that it certainly has an identity that goes beyond mere bricks and mortar.

Best practices Inspiring: As a practice, every three years the Embassy Group takes all its employees across all levels on an international trip. The team’s international sojourn every three years is legendary. It is an unforgettable experience familiar to most old timers and part of the informal induction for new entrants to get imbibed into the culture at Embassy. This trip provides an opportunity for all employees to spend time with each other, company management and leadership in an informal environment. Irrespective of grades or levels, all the employees are given the same food and accommodation and they all ﬂy economy class irrespective of their eligibilities. It is an opportunity for employees to gain exposure to international travel, global living and practices, as well as contemporary architecture across the globe. This is apart from the bonding, sharing and understanding that is created across all levels of the company – from drivers and ofﬁce staff to the chairman of the company. This is a unique practice for the industry and has been consistently followed for over a decade – the last trip was to Dubai in October 2013 where over 210 employees travelled.

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Godrej Properties Ltd BUSINESS DESCRIPTION: Residential, commercial, township INDIA HQ:

Our goal at Godrej Properties is to truly partner our employees in their personal and professional growth aspirations. We believe that passionate, well-rounded individuals with diverse interests are more satisﬁed with their careers and deliver better results for the company.”

Mumbai

FOUNDED IN INDIA:

1991

OWNERSHIP: Publicly held EMPLOYEE STRENGTH:

767

GENDER RATIO (FEMALE TO MALE):

Pirojsha Godrej, Managing Director & CEO, Godrej Properties Ltd

1:2.95

Why is it a great place to work? Godrej Properties is a great place to work because of its association with the iconic Godrej Group, which is known for its ethical and transparent practices. Management is supportive and caring and new entrants feel welcomed in the organisation by management and HR, which organises gifts and celebrates achievements, both personal and professional, involving their families at times. Employees have special beneﬁts that help them achieve work-life balance, a novelty in the real estate space. The organisation offers good training and development programmes for employees, ensuring both professional and personal growth.

Best practices • Communicating: Effective communication plays a vital role in the success of any organisation – an informed employee is an engaged employee! Management encourages access to information across the organisation, enabling employees to foster the culture of transparency and open communication. The organisation has developed some communication platforms that enable senior management to cascade crucial messages to the larger workforce. These include the Godrej Properties Annual Conference, a mega event where all GPLites come together at a location away from work. It is one of the most awaited initiatives of the year and the atmosphere is absolutely electric. This year, the buzz was created in a unique way – 15 days before the conference, the entire organisation split into five groups, with every group having a leader. The groups were assigned one tenet as part of the main theme, Power of One, for which they were given a small brief on using photographs, videos and other media to bring out the essence of the theme. The five groups created on the basis of these tenets were Emotional Resonance within teams; Trust as the bedrock for relationships and dialogue; Commitment to team and goals; Risk-taking ability to go from good to great; and Hunger to achieve challenging goals. The activity had all employees across regions share their ideas and photographs based on the theme, which were then collated and screened by the leader of the group. These pictures and videos were put into an AV, which was showcased with a storyline at the conference. The five groups created based on the Power of One theme were also given colour codes and dedicated space in the sprawling lawns. The chief facilitator explained the activity to all employees. The activity required teams to use metal rods, clamps and a blueprint to put together a structure of a rollercoaster, which would allow a ball to pass over the dedicated rail-like path along its tracks. The blueprint had the entire 50-60 ft structure split into smaller structures, with triggers in place to allow for one section to be connected to the next. All employees were involved in this activity, with complete dedication, and every small team within the group worked like clockwork to encourage one another and achieve the desired result: The structure. The teams were told after all the smaller structures were in place, to get all these together, to put together the final structure.The end result was an amazing display of teamwork and collaboration. The main conference had all 600 employees of GPL under one roof. The conference began with a dance performance by the senior

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leadership team, which had everyone whistling and cheering. The dance was a medley of Bollywood songs, with a set of leaders being introduced in every song. The ﬁnal song had Pirojsha Godrej joining the team and shaking a leg to the music. Another highlight at the conference is the Info Fair booths arranged by different functions to talk about important aspects of the business. This year, the Info Fairs saw teams involving senior leaders and team members taking up innovative ways of talking about their topics using games, videos and props. The topics included Delight Our Customers, Sales Acceleration, GPL Design Studio and Launch New Projects on Schedules. This was followed by Pirojsha’s presentation, which spoke about the employee value proposition on three tenets: Tough Love; Whole Self; and Your Canvas. The presentation moved away from the regular update on numbers and focused on how the future looks for the organisation, with every tenet being represented with relevant photographs of employees within GPL, and how the entire culture in the organisation focuses on these tenets.

Brigade Enterprises Ltd, Embassy Group, Godrej Properties Ltd, Lodha Group and Mahindra Lifespace Developers Ltd were identified as some of the best workplaces in the real-estate sector.

What made the best stand out from the rest? The differentiating factors among these top five best workplaces and other organisations in the sector are that employees in the former feel that they are given meaningful work and are accountable for ensuring that the work is completed.

Abhishek Lodha, Managing Director, Lodha Group

Lodha Group BUSINESS DESCRIPTION: Residential and commercial properties INDIA HQ:

Mumbai

FOUNDED IN INDIA:

1980

OWNERSHIP: Privately held EMPLOYEE STRENGTH:

A higher percentage of employees in the top five workplaces responded positively to the statement: ‘We have special and unique benefits here.’ This means these organisations focus on providing unique and special benefits that cater to different employee segments; for instance, day-care centres and lactation rooms for working mothers; educational assistance; employee stock options as a tool to retain middle to senior managers; concierge services; and health awareness programmes. For example, as mentioned earlier, at Lodha Group, the board of

3,990

GENDER RATIO (FEMALE TO MALE):

1:7.95

We follow a systematic approach with the best processes in place to deliver both quality and quantity. One of our core corporate values is ‘We work with the best people – treat them well, expect a lot and the rest will follow.’ This is well reﬂected by the quality of people coming on board today to work for the group. Each one of our 4,000 employees is dedicated to creating a world-class organisation and we are proud of the fact that we are the most talented and professionally managed company not only in our sector but on par with best-in-class companies across the globe.”

Why is it a great place to work? Lodha Group offers a rewarding and safe work environment while instilling great pride in employees through various programmes that reinforce values and ethics and plenty of CSR initiatives.

Best practices • Inspiring: Lodha Values are the bedrock of the Lodha way of functioning. The ﬁve core values are: 1. We will wholeheartedly contribute to our nation’s communities and its environment. 2. We will work with the best people – treat them well, expect a lot and the rest will follow. 3. We exist to exceed the expectations of our customers through innovative, world-class solutions. 4. We will go the last mile to do things right and seek excellence in all that we undertake 5. We will behave with honesty, integrity and ethics with all stakeholders of our organisation. Every year, Lodha organises a Lodha Values Reinforcement Week, which is a road show to take Lodha Values into the hearts of associates.

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This entails going into every site, ofﬁce and department to instil the spirit of Lodha Values. The methodology adopted is a series of fun and learning activities that enable associates to understand and remember the values and how they are using them in their day-to-day work. The activities include jigsaw puzzles with Lodha buildings on one side, which on formation can be turned to see Lodha Values, driving the intent that Lodha is made of its values. Then, there are teambuilding activities where groups work together to achieve a target linked to a value. At the end of each session, the facilitator brings up the energy by asking all participants to pledge the Lodha Values after him and there are prizes and customised T-shirts given out. In 2014, the road show covered over 2,500 associates. During Values Reinforcement Week, an online set of games and quizzes is put up every day, requiring associates to solve them with Lodha Values. Winners who solve the puzzle each day and the puzzles of the whole week are given gift vouchers. Lodha believes in enabling associates to imbibe their primary and secondary drivers models. To effectuate the same, a Primary and Secondary Drivers Week was celebrated this year. As part of this week, sessions were conducted on all sites and in all departments. Each session began with an introduction of the concept of primary and secondary drivers, followed by an AV clip of the managing director where he highlighted the importance of primary and secondary drivers and how to use the priority order. During each session, associates got the chance to engage in fun events based on the primary and secondary drivers. They also got to play a simulation game helping them internalise the objective of the drivers. The sessions covered over 2,500 associates.

• Thanking: At Lodha, the focus is to ensure a clean and transparent environment for conducting business and reinforce the company’s belief in doing things ethically and without taking undue advantage of any relationship. In case an associate finds out about any unethical practice being undertaken by a Lodha associate or partner (including vendors and customers), they immediately report the matter to the concerned authority. If merit is found in the case, a Good Citizen’s Award of up to Rs 5 lakh is awarded to the associate reporting the incident. This year, two associates have been awarded for their contribution to upholding the integrity of the organisation. • Rewarding: At Lodha, the focus is to recognise selected members of the top management responsible for the long-term growth of the organisation and link larger rewards to a longer association with the company. The board of directors selects members of the top management based on exhibited performance, long-term growth potential within the organisation, commitment to company values and excellence in key competencies. Selected members are provided the opportunity to own a home at one of the company’s developments. The value of the corpus is computed on a five-year scenario, comprising of three annual grants. The value of the annual grant is based on the employee’s tenure and fixed compensation. Annual grants vest over successive three-year periods in a 34:33:33 ratio. Once vested, the benefit can be utilised by the employee anytime during his or her tenure. The identified associates are felicitated with a trophy, a badge and a special Housing Benefit Plan under one of the following plans that vary by the quantum of reward and the seniority of associates eligible: Chairman’s Club, Director’s Club and President’s Club. To date, 54 associates have been covered under this award. Further, customer care associates are awarded for achieving collection targets with incentives. These are paid on the basis of nature of project – high end, aspiration, CASA, commercial – and the percentage of collection target achieved. Instead of a fixed amount as reward, associates are paid rewards as a percentage of their monthly salary. Thus, the rewards are distributed in a fair proportion to all eligible associates. To date, 210 associates have been covered under this, with the total reward amount being about Rs 50 lakh. What’s more, under the EHS guidelines of the company, each site has to achieve the goal of ‘0 Hospitalisation, 0 Fatality’. To incentivise associates to achieve this goal, every site that remains free of any major accidents for a financial year shall be eligible to receive a safety bonus of Rs 5,000 for each confirmed construction management associate working on it. • Contributing: Lodha saves power by making optimum use of a traffic management system with elevators. In the corporate office, an advanced computer system keeps track of the location of elevator cars. This enables grouping people together travelling to the same floor, thus reducing the number of intermediate stops and improving power efficiency. This system represents a quantum leap forward in eco-friendly technology.

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Mahindra Lifespace Developers Ltd BUSINESS DESCRIPTION: Residential buildings INDIA HQ:

Mumbai

FOUNDED IN INDIA:

1999

OWNERSHIP: Publicly held EMPLOYEE STRENGTH:

387

GENDER RATIO (FEMALE TO MALE):

1:4.69

Anita Arjundas, Managing Director & CEO, Mahindra Lifespace Developers Ltd, and President-Real Estate Sector, Mahindra Group Enabling the home ownership aspirations of our customers and building greenﬁeld cities, calls for passion and performance excellence in our people. Creating an empowering and enriching ecosystem for them to do so, is what being a Great Place to Work is for us.”

Why is it a great place to work? Mahindra Lifespace Developers provides a caring and inspiring value-based work environment for its employees with plenty of opportunities for work-life balance and professional development. There is respect for individuals–the organisation cares and the leadership team is fair enough in providing opportunities with free hands at the workplace. Best practices • Inspiring: Take, for instance, an event where an executive board member interacts with a select group of a dozen young leaders below the age of 35 across the Mahindra Group. Such interactions create a sense of family, reinforce a common purpose and engender pride. Fireside chats are telecast live across the Mahindra Group. • Balancing: Mahindra Lifespaces believes in the concept of proper prioritisation between work (career and ambition) and lifestyle (health, pleasure, leisure, family and spiritual development or meditation). To this end, it has a Wellness Policy in place and has branded Wellness for Employees initiatives as ‘WE’. It is committed to the overall health and well-being of employees and recognises the impact employee wellness has on workplace productivity. It believes that a healthy workforce is a more productive one and results in less absenteeism, fewer accidents, lower healthcare demands and greater overall savings by reducing the incidence of disease and disability. Employee wellness is promoted by a combination of training programmes, preventive health examinations and wellness activities like yoga. • Contributing: Jwala is a bi-annual CSR newsletter that gives a brief account of all CSR activities taking place in the sector. The objective of this newsletter is to create more social awareness, especially on issues that affect the communities and encourage more participation in employee social options (ESOPs) and other CSR activities.

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directors selects members of the top management based on performance, potential, commitment and excellence and provides them a chance to own a home. Compared to other organisations, the top five best workplaces in the real-estate industry also provide more growth opportunities to employees in the form of training and development that enable them to advance in their work. The top five have also scored higher on the statement, ‘Everyone has an opportunity to get special recognition’, which suggests that employees regardless of position and tenure have the chance to receive distinctive acknowledgement. The employees at these organisations feel inspired by the management’s ability and believe they have a clear view of where the organisation is going and how to get there. They also feel that they are informed by the management about important issues and changes in the business that affect their jobs and the business as a whole. For instance, Godrej Properties Ltd. has its own half-yearly internal newsletter, Storey Times. It has many sections aimed to update employees about happenings and events from different regions. It has a theme for every issue and is fun and informative. In addition to printed copies, there is an online version of the same to read on the computer or on hand-held devices. At Embassy Group, good opportunities to learn, capable and supportive management and, most important, the feeling of being a part of a big caring family is what characterises the work experience. As mentioned earlier, as a practice, every three years it takes all its employees across all levels on an international trip. And at Brigade Enterprises, the zeal and dedication they display about every facet being a social entity make them appear more like activists. Independent research affirms that organisations that are great workplaces are more successful financially and outperform standard market indices by three times. Nine of the 36 organisations identified in the research by Jim Collins based on up to 60 years of performance data published in three books – Good To Great, Great by Choice, and Built To Last – have also been identified as great workplaces. These organisations are more sustainable. Research at Cornell University confirms that organisations that are great workplaces provide better customer satisfaction. Also, The Edelman Trust Barometer research confirms that employees of organisations that are great workplaces are instrumental in spreading positive word-of-mouth referrals about companies, their products and services. And the research of John Helliwell et al at the University of British Columbia affirms the strong positive impact that great workplaces have on their employees’ subjective wellbeing.

So what is a great workplace and how can an organisation build one? Great workplaces are characterised by three key relationships.

The Great Place To Work® Institute’s research suggests that at great workplaces, employees trust (credibility, respect, and fairness) the people they work for, have pride in the work they do and enjoy the company of people they work with. We put together a list of 56 variables that come together to make an organisation a great place to work for its employees in a comprehensive model. It’s widely known as the Great Place To Work® Trust Index Model, the world’s most well-researched, accepted and sustainable definition of a great workplace, from an employee’s point of view. The Great Place To Work® Trust Index Employee Survey is one of the most comprehensive methods of measuring the experience of employees at their organisation. In our research, we found that organisations that are successful at creating and sustaining a great workplace culture follow specific practices in nine key areas. These key areas are outlined in the Great Place To Work® People Practice Framework. Great practices in these areas can help an organisation achieve its objectives with employees who give their personal best and work as a team. This is known as the Great Place To Work® Culture Audit Framework – one of the best ways of assessing an organisation’s people practices, mapping their impact on employee perceptions, and outlining a clear set of actions for leaders and managers to improve results. We believe any organisation can become a great workplace; all it takes is intent and commitment. To begin the journey of creating a great workplace, an organisation must find out where it stands, what employees like about working at the organisation, and what could be better. It must assess the strength and impact of existing people-related management practices on employee perceptions. Once the foundation of a great workplace is laid, its success largely depends on its people managers to create and sustain a great workplace culture by translating organisational goals into daily interactions that inspire employees. Great organisations build a great employer brand and are recognised as a great workplace by their potential as well as current employees. Organisations must effectively communicate what makes them a great workplace to the people inside and outside the organisation.

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REAL ESTATE UPDATE AFFORDABLE HOUSING IS THE NEW FACE OF REALTY IN NCR The public-private partnership initiated through CREDAI (Confederation of Real Estate Development Association of India) has been a major boost to the market for affordable housing in the NCR. In accordance with this new initiative, projects will be developed by private sector builders on land acquired by the government. The scheme is expected to provide 1 lakh apartments in the area. CONTACT: CREDAI. TEL: 011-4312 6262. WEBSITE: WWW.CREDAI.ORG

INDORE DEVELOPMENT AUTHORITY TO CONSTRUCT 5,000 HOUSES The Indore Development Authority (IDA), a body under Madhya Pradesh Government will construct 5,000 homes for people in lower income group in the next three years. Of these,

the process to construct 2,000 homes started couple of years back. The board is searching for suitable locations to construct the remaining 3,000 houses. The IDA Board approved the construction of 216 houses for the people in lower-income groups. CONTACT: INDORE DEVELOPMENT AUTHORITY. TEL: 0731-253 1312. WEBSITE: WWW.IDAINDORE.ORG

ASHIANA HOUSING, ARIHANT TO DEVELOP HOUSING FOR SENIOR CITIZENS Kolkata-based Ashiana Housing and a group company of Arihant Foundations in Chennai have partnered to launch a residential project for senior citizens.The 20-acre project Ashiana Shubham being promoted by Ashiana and Escapade Real Estate, a part of Arihant Foundations, will come up as part of an ongoing 45-acre township project Villa Viviana

Lodha Group launches Phase- II at Kalyan, Mumbai Lodha Group has recently launched Phase-II of Palava City called Downtown at Kalyan. Comprising over 50 towers and about 4,500 units, Downtown will offer one, two and three BHK homes, ranging from 800 sq ft to 1,500 sq ft. The price per square feet at Downtown is around Rs 5,700. Palava City is near Kalyan Shil road, strategically located at the centre of the economic triangle of Navi Mumbai, Thane and Kalyan. It has good railway and road connectivity and is 20 minutes away from the upcoming international airport. CONTACT: LODHA DEVELOPERS. TEL: 022-2302 4400. WEBSITE: WWW. LODHAGROUP.COM

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at Maraimalai Nagar off GST Road. Intially over 280 apartments will be promoted. CONTACT: ASHIANA HOUSING. TEL: 011-4265 4265. WEBSITE: WWW.ASHIANAHOUSING.COM

GERA DEVELOPMENTS EYES RISE IN SALES Pune-based realty player Gera Developments is eyeing 50 per cent increase in sales over the next two years to more than Rs 650 crore, even as it plans to add another 1 mn sq ft of development over the period. The company currently has a portfolio of 6.28 mn sq ft of projects including commercial and residential across three markets – Pune, Bengaluru and Goa. It expects to clock around Rs 400 crore this ﬁscal. CONTACT: GERA DEVELOPMENTS. TEL: 020-2616 4000. WEBSITE: WWW.GERA.IN

QUICK PICKS • Bengaluru-based Chartered Housing launches Chartered Humming Bird, a residential apartment project just off Kanakapura Road coming up over 1.5 acre with a total of 128 residential units. • Inventories of luxury apartments in Mumbai are piling up. At the last tally, real estate watchers counted approximately 5,000 upmarket flats that are waiting for buyers. • Wave Infratech awarded with the title of the largest contributor to the green building movement in the country by Indian Green Building Council. • Ambience expects its new tower, which has 1 mn sq ft of leasable area, to generate rental worth `150 crore per annum. • SCDRC disputes developer cannot cancel buyer registered agreement unilaterally. • BTBP to pay JPMorgan `390 crore in settlement dispute over Morgan’s exit from its investment in the company.

ASSETZ ENTERS MIDDLEINCOME HOUSING SEGMENT IN BENGALURU Assetz Property Group, a Singapore headquartered company, will invest $120 mn in Bengaluru realty market. The company is entering the mid-income housing segment by targeting working professionals with an annual income of around 12 lakh. It will develop 5-8 acre along the growth corridors and the ring road belt requires more of magnitude, largeness, more skill and lifestyle.

offers apartments at a starting price of Rs 1.39 crore with carpet area varying from 625 to 753 sq ft. Amenities offered includes a double height lobby, children play area, swimming pool, jogging track, gymnasium and landscaped garden, among others.

CONTACT: ASSETZ PROPERTY GROUP TEL: (0) 90195 90195. WEBSITE: WWW.ASSETZPROPERTY.COM

CONTACT: OMKAR REALTORS AND DEVELOPERS. TEL: 022-6625 4100. WEBSITE: WWW.OMKAR.COM

OMKAR REALTORS TO LAUNCH LUXURY PROJECT Omkar Realtors and Developers recently launched a 2BHK residential project ‘Ananta’ in Mumbai. The project

PURANIK BUILDERS BRING ITALIAN HOMES TO PUNE Puranik Builders has launched a unique Italian theme-based residential project in Pune. Titled Puranik’s Abitante, spread across

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REAL ESTATE UPDATE L&T forms new unit for smart cities Larsen & Toubro, India’s largest engineering and construction company, has formed a new unit to cater to smart cities, security solutions and communication projects, expecting the business to grow to $1 bn in three to four years, driven by the government’s push in these areas. The business unit, named Smart World and Communication, will tap the resources of the conglomerate’s various verticals and subsidiaries to offer wholesome solutions in a ﬁrst-of-itskind initiative. CONTACT: LARSEN & TOUBRO. TEL: 022-6177 4200. WEBSITE: WWW.LARSENTOUBRO.COM

approximatly 45 acre, the ﬁrst phase comprises eight towers of one, two and three BHK apartments. Designed by Broadway Malyan, an international agency, the project features a range of amenities. CONTACT: PURANIK BUILDERS. TEL: 022-2598 8888 WEBSITE: WWW.PURANIKBUILDERS.COM

MAHINDRA HOLIDAYS TO BUY ADDITIONAL STAKE IN HOLIDAY CLUB Mahindra Holidays and Resorts plans to buy additional 64 per cent stake for about Rs 200 crore in Finland-based Holiday Club Resorts. Post deal, Mahindra Holiday’s stake will rise up to 88 per cent from the current holding of 23.3 per cent in Holiday Club and the balance 12 per cent stake are primarily held by the management. In addition, Mahindra Holiday is also planning to invest an additional €10 mn in Holiday Club in the form of equity or loan to ﬁnance the growth of the company in the near future. SAHARA SEALS `5,500 CR DEBT DEAL FOR FOREIGN HOTELS In a major deal for Sahara, billionaire brothers David and Simon Reuben have acquired control of the crisis-hit Indian

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group’s iconic Grosvenor House hotel here and the two US properties – Plaza and Dream Downtown – in a $850 mn (Rs 5,500 crore) debt reﬁnance deal. The three hotels were acquired at an estimated valuation of $1.55 bn. MAHINDRA ARM, SUMITOMO CORP TO SET UP INDUSTRIAL PARK IN CHENNAI Mahindra World City will set up an industrial park near

Chennai along with Sumitomo Corporation at an investment of about Rs 375 crore. The JV venture will be called Mahindra Industrial Park Chennai Ltd. Mahindra World City Developers will hold 60 per cent in the company while 40 per cent will be held by Sumitomo Corporation. The park will be spread across 300 acre in North Chennai. HOUSING FOR ALL BY 2022 SCHEME LAUNCHED The Union Cabinet chaired by Prime Minister Narendra Modi in June 2015 approved the launch of the “Housing for All” scheme aimed for urban areas to provide better and affordable housing options by 2022. The scheme will cover the entire urban area consisting of 4,041 statutory towns in three phases. A report produced says that India needs to develop about 11 crore housing units in the next seven years at an investment of more than

QUICK PICKS • VBHC Value Homes announces a strategic partnership with Rotterdam-headquartered global investment firm, Stichting Van Herk Investments for developing affordable housing projects. • Mahindra World City Jaipur becomes Asia’s first project to commit to carbon-positive road map. • Maharashtra government forms a new IT policy, which offers an additional 200 per cent FSI over and above the base FSI to IT parks. • National Buildings Construction Corporation along with China Railway Engineering Corporation (M) Sdn Bhd and Amona Group to redevelop areas in proximity to the New Delhi Railway Station. • Delhi’s central business district (CBD) of Connaught Place ranked the fifth most expensive prime office market in the world. • Rating agency Fitch Ratings downgrades outlook on Lodha Developers from ‘Stable’ to ‘Negative’ on weaker than expected operating performance in FY2015.

$2 trillion (Rs 128 lakh crore) or about $250-260 billion annually, and Urban housing is to account for about 85 to 90 per cent of the total investments. CONTACT: MINISTRY OF HOUSING AND URBAN POVERTY ALLEVIATION WEBSITE: PMINDIA.GOV.IN

Sobha builds super luxury residential project in Pune Sobha has launched Sobha Elanza, a new super luxury residential project in Pune.Spread across a 4-acre campus near Kothrud, the project comprises two towers of 21 and 19 storeys. Sobha Elanza offers three and four BHK apartments, duplexes and penthouses. The size of the total 184 residential units range from 1,755 sq ft to 3,712 sq ft and boasts an aesthetically designed grand lobby. With a base price of the property at Rs 9,750 per sq ft, the apartments will cost about Rs 1.99 crore and go upto Rs 4.5 crore.

KEYS HOTELS FORAYS INTO KOCHI Keys Hotels & Resorts has opened Keys Kochi, its 2nd hotel in Kerala and 16th across India. It is funded by Berggruen Holdings, a New Yorkheadquartered proprietary fund, CONTACT: KEYS HOTELS & RESORTS. TEL: 020-3944 1000. WEBSITE: WWW.KEYSHOTELS.COM

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PROPERTY PROPERTY RATES RATES

RESIDENTIAL AND COMMERCIAL PROPERTY RATES MUMBAI South Mumbai

Residential *`/sq ft

Commercial *`/sq ft

Central Suburbs

Residential *`/sq ft

Commercial *`/sq ft

Churchgate

32,000 - 50,000

27,000 - 30,000

Chembur

15,600 - 16,200

16,000 - 22,500

Cuffe Parade

58,500 - 73,000

25,000 - 30,000

Ghatkopar

14,000 - 17,500

14,800 - 17,500

Colaba

37,000 - 45,000

25,000 - 30,000

Kurla

10,600 - 14,200

8,000 - 12,000

Dadar

28,000 - 32,000

19,000 - 25,000

Sion

17,000 - 23,000

15,000 - 22,000

Prabhadevi

33,000 - 42,000

26,500 - 35,000

Wadala

17,500 - 21,500

18,000 - 20,000

Nariman Point

58,000 - 92,000

32,000 - 35,000

Residential *`/sq ft

Commercial *`/sq ft

Napean Sea Road

65,600 - 72,500

26,000 - 50,000

9,365 - 9,607

7,000 - 12,000

Residential *`/sq ft

Commercial *`/sq ft

10,139 - 12,934

10,394 - 11,660

Andheri

11,500 - 22,000

16,300 - 18,500

7,736 - 8,016

9,782 - 11,629

Bandra

30,000 - 60,000

25,000 - 30,000

Borivali

10,000 - 15,000

13,520 - 16,000

5,311 - 5,497

6,480 - 8,000

12,615 - 13,555

7,770 - 36,151

Kandivali

9,800 - 15,000

9,800 - 11,300

Kamothe

6,146 - 7,234

6,000 - 12,000

Khar (E/W)

30,000 - 40,000

18,000 - 25,000

Kalamboli

5,542 - 5,790

4,500 - 7,500

Mahim (E/W)

17,000 - 22,000

15,000 - 22,000

Sanpada

12,997 - 13,605

9,500 - 17,000

Malad

10,500 - 14,000

12,700 - 14,500

Juinagar

10,500 - 12,280

5,000 - 10,000

Goregaon

12,500 - 15,500

12,000 - 15,000

Koperkhairne

9,312 - 16,383

7,000 - 12,000

Vile Parle

23,000 - 30,000

17,500 - 24,000

Palm Beach Road

15,910 - 20,889

10,500 - 14,000

Western Suburbs

Navi Mumbai Airoli CBD Belapur Kharghar Nerul Panvel Vashi

Contacts: Bhavin Kanabar, Space Realtors (India) Pvt Ltd, Mumbai. Tel: 022-4299 9999. Mobile: (0) 99677 80009. Website: www.spacerealtors.in Neeraj Agarwal, Sunny Real Estate Consultants, Navi Mumbai. Mobile: (0) 97027 33333. Website: www.sunnyconsultants.com * The rates are subject to change based on the market ďŹ&#x201A;uctuations.

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PROPERTY RATES

DELHI Delhi

CHENNAI

Residential *`/sq Yard

Commercial *`/sq ft

Chennai

Residential *`/sq ft

Commercial *`/sq ft

550,000 - 9,10,000

18,500 - 38,000

Alwarpet

16,000 - 32,000

17,000 - 30,000

1,050,000 - 1,350,000

24,500 - 42,000

Anna Nagar

12,500 - 18,000

13,000 - 17,000

Defence Colony

650,000 - 840,000

31,000 - 48,000

Ashok Nagar

7,500 - 15,000

8,500 - 16,000

Dwarka

160,000 - 340,000

10,500 - 30,600

Besant Nagar

10,000 - 18,000

11,000 - 16,500

Egmore

10,500 - 18,000

12,000 - 15,000

Greater Kailash

450,000 - 525,000

30,000 - 50,000 Kilpauk

11,000 - 16,000

11,000 - 14,000

Hauz Khas

400,000 - 500,000

24,000 - 45,000

Guindy

6,000 - 9,500

6,500 - 10,000

24,500 - 44,000

Kodambakkam

7,500 - 15,000

7,500 - 13,500

Kalkaji

400,000 - 480,000

12,000 - 20,000

Lloyds Road

9,000 - 18,000

10,000 - 17,000

Karol Bagh

250,000 - 525,000

18,000 - 45,000

Mylapore

8,500 - 15,000

10,000 - 13,000

Rajendra Nagar

225,500 - 330,000

17,000 - 31,000

Mugappair

5,000 - 7,000

5,000 - 7,500

Saket

455,000 - 575,000

23,500 - 40,000

Perungudi

5,000 - 7,500

Vasant Vihar

675,000 - 850,000

22,400 - 42,000

Nungambakkam

11,000 - 20,000

12,000 - 20,000

Raja Annamalaipuram

11,500 - 20,000

12,000 - 20,000

T Nagar

10,000 - 16,000

12,000 - 16,000

5,000 - 6,500

5,500 - 7,000

8,500 - 15,000

7,500 - 13,000

5,500 - 8,500

6,500 - 10,000

Connaught Place Chanakyapuri

Janpath

NCR Ghaziabad

45,100 - 140,000

7,000 - 10,100

Gurgaon

55,000 - 255,000

6,500 - 60,000

Thiruvanmiyur

Noida

45,400 - 285,000

8,000 - 35,000

Velachery

Contacts: Ashwani Singh Virk, Jagson Realtors. Tel: 011-4175 1117. Mobile: (0) 98101 94724.

Tambaram

Contacts: Dream Castle Services Pvt Ltd. Tel: 044-4344 6565, 4340 6262, 080-4038 0555. Mobile: (0) 95510 79107. Website: www.dreamcastleservices.com

* The rates are subject to change based on the market ďŹ&#x201A;uctuations.

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KOLKATA Kolkata

Residential *`/sq ft

Alipore

16,000 - 22,000

9,000 - 11,000

AJC Bose Road

14,000 - 15,000

13,000 - 15,000

Ballygunge

15,000 - 22,000

9,000 - 11,000

4,000 - 5,000

7,500 - 8,500

Bhowanipore

8,000 - 11,000

8,000 - 10,000

Belvedere Road (Alipore)

15,000 - 20,000

8,000 - 9,000

Garcha Road

7,000 - 9,000

Kaikhali VIP Road

4,500 - 5,500

5,000 - 7,000

Lake Town

6,000 - 7,500

7,000 - 8,000

Naktala Road

4,500 - 5,500

5,000 - 7,000

New Alipore

8,000 - 10,000

Park Street

16,000 - 18,000

17,000 - 20,000

9,000 - 12,000

7,000 - 10,000

5,000 - 6,000

4,200 - 5,500

4,000 - 5,000

Shakespeare Sarani

16,000 - 19,000

13,000 - 15,000

Thakurpukur

4,000 - 4,800

5,500 - 6,500

Baguihati

4,000 - 5,500

4,000 - 5,000

Sealdah

6,000 - 7,000

8,000 - 10,000

Garia

3,500 - 5,500

3,500 - 6,000

Shyambazar

6,000 - 7,000

6,000 - 7,500

Shyambazar

6,000 - 7,000

6,000 - 7,500

Behala

Prince Anwar Shah Rd Salt Lake (Sec V) New Town (Rajarhat)

Park Circus Connector

Commercial *`/sq ft

Contact: Pioneer Property Management Ltd, Kolkata. Tel: 033-4002 5555, 4018 5555. Website: www.pioneerproperty.in * The rates are subject to change based on the market ďŹ&#x201A;uctuations.

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GREEN SPECIAL PROJECT

ENERGY-FRIENDLY HOMES

Sobha Turquoise, a residential project in Vedapatti, Coimbatore, recently received a Platinum rating from IGBC Green Homes.

oimbatore, as a region, falls in the warm and humid climate zone. It has low rainfall, owing to which it is exposed to water and power scarcity. The need for a development to meet the residents’ requirement for comfort living made Sobha Ltd, take up the construction of a sustainable self-contained row house development. That was the genesis of Sobha Turquoise. Located at Vedapatti in Coimbatore, this beautifully designed luxury-gated community has 95 row houses amid a huge green space of 9.63 acre, cradled in the lap of the Western Ghats, with an astounding view of the Marudamalai hills. Geetha Nair, Senior Vice President, Design & Engineering, Sobha Ltd, headed this green project design, supported by an in-house team of architects, structural engineers, and MEP engineers. Mamta Verma, Architect and LEED AP, ECO 360º, was involved in the green consultancy services. The project was rated by the Indian Green Building Council (IGBC) Green Homes as a Platinum one in January this year. Nair shares more on the project’s green features with CW.

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Green spread

Lighting effect

Spread across 180,000 sq ft,the size of each of the 95 row houses varies between 1,885 sq ft and 2,105 sq ft. The landscape comprises 251,700 sq ft of green space, which is around 60 per cent of the land area. The ratio of open space to built-up area is 3:1 in this development. The incorporation of ample daylight and ventilation, maximum green spaces, native species in landscape, water efﬁciency, energy-efﬁcient systems, local materials with high recycled content and high indoor air quality standards in the design have made the project “sustainable by design”.

The project has 95 row houses with a common clubhouse. The majority of the homes are north and east facing with minimum exposure to the south and west heat gain. Moreover, as the homes share common walls coupled with an efficient envelope of thermally insulated blocks and high solar reflectance index (SRI) tiles over an insulated roofing system, the differential temperature inside a home is almost 50 less than a conventional home. The main design criterion in the warm and humid region is to reduce heat gain; this has been ensured by providing effective shading, overhangs and fins, balconies and sit-outs, vegetative buffers and trees.

PROJECT DETAILS

.........................................................

Year of completion: July 2013 Year of certification: Jan 2015 Contractor/architect: Sobha Ltd. Tel: 080-4932 0000. Fax: 080-4932 0444. Website: www.sobha.com LEED consultant: ECO 360º. Structural consultant: Sobha Ltd. HVAC consultant and contractor: Sobha Ltd. Roofing and glazing: Sobha Glazing and Metal Works Ltd.

Conserving energy The homes at Sobha Turquoise have been constructed with an efﬁcient building envelope. The exterior walls have been built with Porotherm clay blocks, which are excellent insulators. These are 60 per cent lighter than conventional walling material, thus allowing substantial savings on structural cost owing to reduction in dead load. They provide excellent

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thermal insulation, 45 per cent better than conventional walling material, leading to direct savings on energy consumption. Aluminium windows with effective sunshades and glass have been used. Insulation and high SRI tiles complete the green envelope. There is also 100 per cent solar water heating provision. Energy-efﬁcient lighting with an LPD of 0.25 w per sq ft has been used. Weather data optimisation and in-depth analysis have ensured maximum daylight and minimal heat ingress through the

used through water-saving technologies (rainwater harvesting, grey water recycling and low-ﬂow ﬁxtures) was 41 KLD, thus resulting in a 41 per cent saving of potable water.

Adequate ventilation The homes are naturally ventilated and 95 per cent daylight is achieved over the baseline in each space. Natural ventilation is over 15 per cent above IGBC requirements, which were considered in the planning and

aluminium, gypsum and wood.

The challenge Most of the building blocks used were supplied by the Concrete Division, which is part of Sobha Geetha Nair, Senior Ltd’s backward Vice President, Design & integration factory Engineering, SOBHA LTD model. In order to meet the green rating ‘U’ value

The landscape comprises 251,700 sq ft of green space, which is around 60 per cent of the total land area.

entire wall and roof exterior envelope, resulting in 25 per cent savings over a non-green building.

Water conservation The project has a rainwater harvesting system to collect roof and non-roof water, which is used effectively for landscaping. It also has a 130 kilo litre discharge (kld) sewage treatment plant (STP). Grey water treatment reduces the use of potable water and facilitates 100 per cent water requirement for flushing and landscape irrigation. The project has made use of ultra low-flow fixtures amounting to 4 per cent savings over the baseline. It makes use of minimum turf and extensive use of local species and water-efficient irrigation techniques. The estimated amount of water required for the project was 100 kld and the amount of water

construction of the green homes. The heating ventilation and air-conditioning (HVAC) equipment in the clubhouse is free of chloroﬂuorocarbons (CFC). Residents are also instructed to use CFC-free air-conditioners.

requirement, wieneberger blocks were used. However, this cost was overcome by achieving occupant comfort conditions through less heat ingress and energy savings.

Green sustainability Green materials: To minimise CO2 emissions owing to transportation and help the local economy, the project has procured 95 per cent of the building materials, like cement, sand, steel, blocks, glass and tiles, within 500 km of the site. The project has sourced materials with recycled content that constitute approximately 22 per cent of total materials by cost; i.e. the value of recycled material is Rs 4.04 crore out of a total material value of Rs 18.26 crore. These include RMC, steel, tiles, glass, solid or hollow blocks, Porotherm blocks,

Customer satisfaction is the USP of this Platinum-rated Green project. The facility management team on site maintains the standard of the achieved certiﬁcation through systematic weekly operation and maintenance (O&M) of the mechanical, electrical, plumbing, landscape and civil installations in the individual homes and services. In addition, the project team has provided a copy of the tenant guidelines, which describe the green features in the project along with a copy of the brochure, which also mentions the green features.

To share details of any green initiatives, write in at feedback@constructionworld.in July 2015 Construction World

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EVENT REPORT

HOUSING INNOVATION Saint-Gobain extends its commitment to sustainable homes with the launch of Housing Innovation Challenge on World Environment Day.

Point of view

aint-Gobain marked the World Environment Day by launching its ‘Housing Innovation Challenge’ in Chennai on June 4, 2015. The Challenge invites innovators and thinkers to identify problem areas that arise in housing and accordingly offer their solutions. This novel activity is part of the brand’s worldwide 350-year celebrations. Saint-Gobain believes sustainable housing and housing for Smart Cities is the route to planned urban growth. This idea comes from the fact that Indian cities are urbanising at an extremely rapid pace and as the strain on cities grows, there is an adverse impact on the environment.

Ideas lead the way Playing its part as a global leader in sustainable habitats, Saint-Gobain has taken upon its shoulders the responsibility to look for innovative and frugal housing solutions that answer burning issues such as increasing population density and need for vertical expansion. The solutions provided are required to be not just environment-friendly but also accessible across socio-economic strata. In keeping with its unique idea, the Housing Innovation Challenge follows an exemplary dual format that brings together professionals and general public. In the professional space, architects, designers, planners and engineers are invited to submit entries on possible areas of intervention in the categories of sustainable housing and housing for smart cities. The competition also urges the general public to voice its problems and contribute to the competition by enlisting any housing issues that it may have faced or are facing. The concerns raised by the public can be the basis for the entries submitted by the professionals or they can submit independent ideas. (L-R) Anand Tanikella, Director, Saint-Gobain Research India; B Santhanam, President-Flat Glass South Asia, Malaysia and Egypt, Saint-Gobain; and Architect Krishanrao Jaisim.

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Speaking at the launch of the Challenge, B Santhanam, President-Flat Glass South Asia, Malaysia and Egypt, Saint-Gobain, said, “Over the last 350 years, Saint-Gobain has been impacted by a changing world and in its own way has also helped to shape that world – through constant R&D, technology and innovation and Saint-Gobain’s active presence in India has only strengthened this fact. Housing is a necessity in a developing country like India. The purpose of this Challenge is to empower the recipients to become agents of change in society and contribute to this very necessity. On Saint-Gobain’s 350th anniversary, we aim to strengthen this commitment even further by becoming the reference for sustainable habitat in India.”

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The company has also founded its seventh cross-functional Research and Development Centre – Saint-Gobain Research India (SGRI) – in Chennai. The new R&D facility aims to improve and support innovations from India and collaborate at the fountainhead of Indian knowledge and creativity. SGRI serves Saint-Gobain’s existing businesses in the region in product and process development as well as transversal needs. Saint-Gobain has established itself as the world leader in the habitat and construction market. The company designs, manufactures and distributes high-performance and building materials providing innovative solutions to the challenges of growth, energy- efﬁciency and environmental protection.

About the Challenge The Challenge is open for entries from June 4, 2015 till September 5, 2015. Participants and enthusiasts can submit their projects and views online on www.saint-gobain.co.in/ housinginnovation.The best ideas and proposals will be selected by an eminent jury panel comprising professor Krishnarao Jaisim, architect Brinda Somaya and architect Rahul Kadri. The jury will also lead the winning entries into the implementation phase with the help of the team at Saint-Gobain Research India (SGRI). In each category under the professional section, the winner

of the Challenge will be rewarded a sum of Rs 2,50,000. In the general section, 10 best innovative ideas will be awarded with Rs 25,000 each. The ﬁrst and second runners up under each of these categories will be rewarded with Rs 1,50,000 and Rs 1,00,000 respectively. These awards will be announced in October 2015 and presented during Saint-Gobain’s 350 year celebrations in November 2015, apart from the possibility of SGRI working on implementing their ideas to fruition. The knowledge partner for the Challenge is the Indian Green Building Council (IGBC) while the supporting partner is Smart Cities Council India. All details of the Housing Innovation Challenge can be found on www.saint-gobain.co.in/housinginnovation. With such a challenge thrown at the creative heads and enterprising young minds in India, the results are bound to be full of path-breaking ideas.

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EXECUTIVE PROFILES

CAPTAIN CONSTRUCTION

AUTO BOSS

Surajit Ray, Managing Director, Ulma Formwork, has 10 years of experience in civil construction and consultancy, nine years in steel building construction and other steel fabricated products, seven years in system formwork for civil construction. He holds a Bachelor degree in Civil Engineering and a Diploma in Business Management from IIM-C. While Ray’s experience in the construction sector started with job site for the first five years, it slowly diverted into business development, strategic marketing and key account management where he worked. He dedicated the last 15 years of his career starting subsidiaries in India. Ulma Formwork, forayed into delivering compatible formwork solutions for high-end infrastructure projects, high rise residential towers and large commercial constructions offering formwork systems and products developed and used by the parent company at Spain with rich experience over 50 years including customised formworks as required for specific projects in India.

Mahesh Vellore, Director-Sales and Marketing, Magnetic Autocontrol Pvt Ltd has over two decades of experience in the automation industry and almost 13 years in security and safety product sales. A BTech Graduate from NSS Engineering College, Kerala, he is now looking at setting new standards on installation procedures, support and training. With the new technical training facility, regional service support and new product development done in India, Magnetic Autocontrol is taking steps to change the way the Indian pedestrian entrance and vehicle control markets will look like in the future.

EQUIPMENT EXPERT Sameer Malhotra, CEO, Shriram Automall India Ltd (SAMIL), is a sheer veteran in the infrastructure and construction equipment and commercial vehicle industry. With a deep-depth experience of over 25 years, Malhotra is a noted name in the equipment ﬁnance, equipment auction and equipment rental Space. He has been showing his expertise in Shriram Automall ever since its establishment in 2011. While bringing the concept of auctioning to the Indian pre-owned equipment and vehicles market, he has marked a commendable association with Shriram Automall through a strategic integration of his international expertise with the Indian market. Under his leadership, SAMIL has become the market leader in pre-owned equipment and vehicles industry.

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CHANGE MAKER Kushal Bajaj, Executive Director, Geeta Aluminium Co Pvt Ltd, joined hands in the family’s Aluminum business after completing his education from the University of Illinois, Urbana-Champaign, USA, with a Bachelor’s degree in Business Administration & International Monetary Economics. His strong conviction, positive energy, focus on consistent growth of the company and providing quality project to the client, has allowed the company to explore several nation-wide markets. With overseeing the corporate and strategic affairs of the company, he has introduced new initiatives where the company gives training to over 2,000 unorganised fabricators to upgrade their workmanship ever year. Bajaj brought the concept of aluminium window and door showrooms in India, where one can touch or feel the product before purchasing it. He has changed the perception of how Indian consumers think about aluminium windows and plans to open 15 such showrooms in India in 2015, with 10 already existing.

If you would like to talk about your products or services to your business community. Call on 022-2419 3000 E-mail: Sales@ConstructionWorld.in

COMMUNICATION FEATURE

A GLORIOUS JOURNEY SDLG machines operating at Gangavaram port at par with the best in the world, has its eyes set on the South East Asian Market. Situated in Visakhapatnam, Andhra Pradesh, Gangavaram Port with a depth of 21 m, is the deepest port in India. The port was awarded to the DVS Raju led consortium through an international bidding process in the year 2003. It began construction in 2005 and commenced operations in 2008. V Janardhana Rao, DirectorOperations, Gangavaram Port, says, “It has been seven years since we began our journey and today we are operating at par with the best in the world. Together as a team of highly dedicated professionals and experts, today we strive to be the leading port in South East Asia.”

Running a tight ship With Rao’s rich experience and staunch support from all the employees, Gangavarm Port has progressed substantially. As Rao states, “We handle more than DWT annually. Only a few ports in the country can claim to do the same.” He continues, “In 2014-15, the port started it’s functioning with ﬁve berths and extended to nine berths on which we handled around 20.75 MMT with a growth rate of 31 per cent over 2013-14. Although the tonnage represents an admirable performance, it does not depict the entire picture. Considering that we achieved these numbers despite being pulled back due to Cyclone Hudhud, it is remarkable.” He continues, “Today we have nine ultra modern berths. Out of these, there are three mechanised berths equipped with ship unloaders and loaders and closed conveyor systems. Now our tonnage handling capacity is 45 million tonne.

Time perfection Elucidating on the importance given to timely delivery by the port, Rao says, “Whether it is pre-berthing, unloading or loading, or discharging of goods, we are always on our toes to ensure they happen efﬁciently. This results in a lot of savings on freight costs. And it has been the trend since the beginning. Gangavaram Port is one of the few greenﬁeld port projects in India to have been implemented on

schedule. Considering the magnitude of this sector, it is a commendable feat.” Further he says, “Timely delivery and efficiency are the main ingredients for success in our field. This is the prime reason why we got associated with SDLG.The SDLG team provides us equipment, spare parts and support at the right time, which is critical in our work. Their effort to serve us the best always is appreciable. Their machines and services are a reflection of the same. Currently, we use 15 SDLG Wheel Loader, which include LG979 and LG958 – models that deliver great performance and enhance productivity every time.”

Responsible work culture Talking about the role of Gangavaram Port for the betterment of society and environment, Rao says, “We consider it as our duty to give back to the environment and society. Employment opportunities for villagers in and around our port, continuous air quality, marine water or sediment, noise and ground water quality monitoring and tree plantation drives are some of the activities we undertake at regular intervals. Also, we ensure healthy work environment at the port.” He continues, “We have sprinklers to ensure cleanliness all around. These cover a radius of 120 m and are 50 m in height. The mist technology ensures a long lasting effect.” (Communication by the management of the company)

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COMMUNICATION FEATURE

IMPROVED COMFORT FOR A PLEASING TRAVEL Combining advanced technology with practicality and durability, the KONE I MonoSpace® takes the quality of elevator experience higher. Founded in 1910, Kone – one of the global leaders in the elevator industry – has launched a modern elevator for residential buildings that is designed keeping the needs of low and mid-rise apartment homes in mind. KONE I MonoSpace® rises above the ordinary.

Minimised noise and vibration Centralised, low-friction hoisting and the renewed car structure cut noise and vibration, improving passenger comfort and minimising disturbance to the surrounding areas.

Saves precious building space The gearless technology does away with the need for a machine room, freeing considerable building space for other use. Being machine-room-less also saves valuable time and the manpower required for its construction and maintenance.

Safety is top priority KONE I Monospace elevator solution includes a wide range of features that are designed to both maximise safety for passengers and make it easy to inspect the condition of the equipment on a regular basis to ensure that it operates safely at all times. • Daily automatic brake testing. • Proven rope technology that is easy to inspect. • A curtain of light to ensure safe entry and exit.

• •

•

Accurate landing that eliminates risk of tripping Inbuilt CDL (Car Door Lock) feature to ensure increased safety by locking the doors when the elevator gets stuck in between ﬂoors during power cuts. Emergency Rescue Device (optional) that ensures automatic rescue of passengers during emergencies such as power failures.

Easy accessibility for one and all In depth research on differing end user requirements makes KONE I Monospace® accessible to all. With its ease of access and clarity in design, elders, kids and the wheelchair travellers feel at ease in the elevator. (Communication by the management of the company)

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COMMUNICATION FEATURE

THE NEED TO GO VERTICAL Vertical transport at construction sites for high rise structures with a height of 30 m (equivalent to 10 typical ﬂoors) and above is a critical need of the construction industry, says MUKESH KANODRA. The construction lift completes the need for workers, supervisors, engineers, consultants and end-users for travelling vertically. They are also used for transporting materials like ﬂoor tiles, plumbing materials, electrical accessories, doors, windows, etc. Permanent lifts can be installed only after reaching full height of the structure with lift shaft and machine room.

t type has high reliability and uptime, lower maintenance, safe and smooth performance a cost effectiveness compared to rack and and pinion type construction lift. Construction lifts are used in a hostile a atmosphere, hence all safety precautions of construction activities must be maintained d during installation and use of lift. Use of construction lift in high rise results in effective Types of construction lifts utilisation of working hours of labours, better Mukesh Kanodra Kanodra, Partner, SAGAR Rack and pinion type: This has an enclosed supervision, effective project management, cage with machine mounted on cage top, pinions CONSTRUCTION LIFTS quality control and coordination, beneﬁts in moving on rack mounted on a structure known as mast, timely project completion and overall cost savings. and is erected outside and adjacent to an RCC structure. Traction type: Construction lift can be erected inside an About the Author: RCC structure. A machine unit can be erected on top with Mukesh Kanodra, Partner, Sagar Construction Lifts, has necessary support of beams and channels. Machine comes more than 40 years of experience in the elevator industry. with high torque motor coupled with worm reduction gear, brake and pulley for ﬁxing ropes to car and cwt. Traction (Communication by the management of the company)

FREE-SPIRITED DESIGN Dongdaemun Design Plaza (DDP), the largest free-form building in the world, was completed using Tekla’s BIM (building information modelling) software. Located in the 600-year-old Dongdaemu district, the 86,574 sq m Dongdaemun Design Plaza (DDP) is made up of ﬁve spaces including the Art Hall, the Museum, the Design Lab, the Design Market and the Dongdaemun History and Culture Park. Samsung C&T, the general contractor of the project, decided to deploy Tekla to resolve the discrepancy between the 2D drawings and 3D design models. The Tekla software was used to completely create the 3D construction models to compare the information between the 2D drawings and 3D design models.

A strong support DDP is pillar-free internally and hence the unique, wavy, free-form roof had to be supported using mega-truss technology. Tekla ensured that this roof could actually be constructed and supported. Furthermore, Samsung C&T ensured DDP’s constructability with Tekla for coordination of steel members and clash checking between steel structures and external panels. The company planned crane operation for lifting with the Tekla model, thus saving both time and money.

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Weaved to perfection While Tekla was vital at the design stage, it was heavily used later in the process as well. “Without Tekla, we would not have been able to fabricate any members of this building at all. Tekla Structures enabled us to extract all the detailed information needed for production planning such as bending and welding, and the splice point of members of free curved shapes. By calculating the exact radii values, Tekla helped fabricate all the steel members of the roof quickly and costefﬁciently,” said Inbum Baek, Cost Engineer, DDP. Tekla also ensured that the exterior of the building, comprising 45,133 irregularly shaped exterior panels, was joined properly. To ensure this, Samsung had to extract all the information needed such as the Bill Of Materials for fabrication. Said Inbum Beak, Cost Engineer, Samsung C&T, for DDP project, “Tekla Structures allowed us to place orders for building materials and deliver them on time for fabrication.” In addition, they used Tekla to extract accurate design and erection drawings. (Communication by the management of the company)

www.constructionbazar.in

For all construction needs India’s first online construction shopping site

SAFETY PRODUCT

ISI SAFETY HELMET INR 40

SAFETY BELT (HALF BODY) INR 100

DANGER ROLL 150 MTR INR 131

ZOOM SAFETY GOGGLE INR 12

GUMBOOT INR 70

SAFETY CONE INR 200

FIRE EXTINGUISHER CONVEX (6 KG) MIRROR 18 INR 1480 INR 1320

RADIUM JACKET SAFETY SHOE INR 60 INR 315

STUD INR 55

PVC SPEED BREAKER 2” / Mtr

INR 750

DOTTED HAND GLOVES INR 18

INDUSTRIAL SAFETY HELMET

INR 69

HORIZONTAL NET SQFT INR 12

SPRING POST INR 420

INDUSTRIAL UNIFORM INR 660

EAR MUFF INR 95

1 Pc FENCE BARRIER INR 2915

SAFETY FULL BODY HARNESS INR 1290

Taxes Extra, Prices-Ex-Bhiwandi(Thane),Packing Charges extra

www.constructionbazar.in

GUBBI ENTERPRISES

18/26, Devprayag CHS, Bhakti Mandir Road, Hari Niwas, Thane (W)-400602.

Call:09322667711 E-mail : constructionbazars@gmail.com

COMMUNICATION FEATURE

ETHICAL ENTREPRENEURSHIP KNK Nexgen, since its inception in 1975, has adhered to high standards of quality and service with focus on timely delivery and excellent technical standards. An ISO certified company since 2010, highly motivated and professional engineers. KNK Nexgen is an extremely process driven During the last 10 years, the group has surged a company and has been able to percolate its values ahead to become one of the most respected and professionalism to all levels including its construction companies in South India. This labour and vendors. This has been possible has been possible through constant mentoring a motivation of their 400-strong team. The through the constant auditing and continued and investments in training by the company. company is known to adopt the best available Elucidating on the company’s policy, KNK Swamy, practices and technologies and has delivered Chairman, says, “People ask me what will happen projects safely, on time and with extremely high q if you invest in your personnel and they quit the quality standards. KNK Swamy Chairman job. I ask them – what will happen if we don’t invest KNK NEXT GEN Promising a bright future in them and they stay?” The group is currently Construction, being the second largest engaged in multiple sectors including commercial, employer in India after agriculture has remained largely education, healthcare, hotels, leisure, industrial, unorganised and labour welfare remains low in the industry infrastructure, mixed-use, residential, retail and sports. in general. Leading the front KNK Group constructs high quality labour camps with A Civil Engineer from the National Institute of excellent amenities. Statutory coverage under ESI, PF and Engineering, Mysore, KNK Swamy, who started his career BOCW is extremely stringent at KNK. The standards of in New Delhi, has a rich experience with world renowned labour welfare and safety compliance at the company are architects such as Edward Stone, Joseph Allen Stein, much higher than the statutory requirements. It ensures Kanavinde, etc. He worked a Civil Engineer for Hochtief compliance with all applicable regulatory requirements – Gammon at Rourkela Steel Plant and Tirath Ram Ahuja, besides integrating safety and health matters in all its New Delhi for 12 years besides being associated with activities. It has, since its inception, operated under the several prestigious projects such as Escort and Escort Ford, founding principle of “Do good work. Be responsible. Take Security Paper Plant – Hoshangabad, India International care of the community and the people who work for you”. Centre, St Johns Medical College, Trishuli Hydel Project, Pan-India presence Bridge over River Samba (J&K) Emergency Aerodrome at KNK is now a pan-India commercial and industrial Bihtha (Patna), etc. He was later also involved as a partner construction services firm known for its team approach” and in three projects – Turkish Ambassador’s Residence, safe project delivery. The group has executed projects in Australian Deputy High Commissioner’s Residence and Rajasthan, Maharashtra, Andhra Pradesh, Telangana, Regional office for Larsen & Toubro and ‘Poclain’ assembly. In 1977, Swamy shifted base to Bengaluru where he laid the Odisha, Tamil Nadu and Karnataka. With the construction industry in India experiencing a robust growth and the large foundation of the KNK Group. budget allocations in the infrastructure sector, KNK Group Making its mark promises to grow to greater strength in the near future. KNK Swamy’s penchant for quality is reflected not only in the projects executed by KNK Group but also its team of (Communication by the management of the company)

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COMMUNICATION FEATURE

TOWARDS A GREEN TOMORROW Through its vast product range, Gandhi Automations has been working towards a green future since its inception. Gandhi Automations, on June 5, 2015 – the occasion of ‘World Environment Day’ – organised Green Drive for its employees at its head ofﬁce in Mumbai. Company directors Samir Gandhi and Kartik Gandhi presented each employee with a sapling for planting. An IGBC member, Gandhi Automations has been working towards a ‘green future’ since its inception. The company’s product range includes dock levellers, dock shelters, sectional overheard doors, insulated rolling shutters, high speed doors and ﬁre rated rolling shutters. These products are used for myriad applications and contribute to the green movement. They not only save energy but provide healthier professional spaces.

High speed doors The company offers high speed doors for quick open and close applications at the entry and exit points where the room temperature needs to be maintained. This helps in maintaining the temperature within the area and lower

energy consumption along with reducing the costs substantially. Gandhi also manufactures high speed doors with vision panels where the natural sun light directly enters the room or work area. The installation of these vision panels saves electricity.

Insulated rolling shutters or ﬁre rated rolling shutters Insulated rolling shutters by the company not only prevent substantial heat and cold from entering the room, but maintain the temperature within the room. By maintaining a stable temperature, power consumption is reduced and a huge amount of electricity is saved. Gandhi Automations also manufactures insulated rolling shutters with vision windows, which allows sufﬁcient amount of sunlight to enter the room or work area, hence saving substantial electricity. (Communication by the management of the company)

A PIONEER IN ENGINEERING CONSULTANCY A Navratna PSU, Engineers India Ltd offers complete solutions together with EPC services. Established in 1965, EIL provides engineering t terminals projects, eight fertiliser projects and 2 mining and metallurgy projects. It has consultancy and EPC services focussed on the 29 oil and gas, and petrochemical industries. It has completed 17 turnkey projects, including refinery a petrochemicals projects and offshore also diversified into sectors like infrastructure, and water and waste management, solar and nuclear platforms. Further, EIL has leveraged its track power, and fertilisers to leverage its strong record in India to successfully expand o technical competencies and track record. operations internationally, particularly in the Today, a ‘total solutions’ engineering Middle East, Africa and South East Asia. A consultancy company in India, EIL also provides recent prominent milestone in its global Sanjay Gupta, Sanja Gupta specialist services such as heat and mass expansion strategy is the award of EPCM/PMC Chairman & Managing services for 20 mmtpa refinery and 600,000 TPA transfer equipment design, environmental Director, engineering, specialist materials and maintenance ENGINEERS INDIA LTD polypropylene plant by Dangote Oil Refining services (SMMS) and plant operations and Company in Nigeria. At $139 million, this is the safety services. single largest overseas consultancy order received by EIL. EIL has established a sophisticated R&D centre in Growth over the years Gurgaon which has developed over 30 process Over the last five decades, EIL has provided a range of technologies, including various technologies for petroleum engineering consultancy and project implementation refining, oil and gas processing and aromatics. The company services on 59 refinery projects, including 10 greenfield holds 16 patents and has 14 pending patent applications refinery projects, 10 petrochemical complexes, 39 oil relating to various process technologies and hardware. and gas processing projects, over 40 offshore process platforms, 42 pipeline projects, 13 ports and storage and (Communication by the management of the company)

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DIARY

www.ConstructionWorld.in

DIARY

EXHIBITIONS, CONFERENCES AND SEMINARS JULY 2015 India Warehousing Show. Date: Jul 1-3, 2015. Venue: New Delhi. Organiser: Reed Manch. Mobile: (0) 98117 15124. E-mail: akshita.kapoor@reedmanch.com Category:Infrastructure MHWE Expo. Date: Jul 4-7, 2015. Venue: Delhi. Organiser: K&D Communications. Tel: 079-2646 9725. E-mail: info@kdclglobal.com Category: Material Handling Equipment Smart Ville Summit. Date: Jul 9-10, 2015. Venue: Hyderabad. Organiser: IDE Global. Mobile: (0) 80493 96902. E-mail: ganesh@ide-global.com Category: Smart Buildings

AUGUST 2015 10th CWAB Awards 2015. Date: Aug 21, 2015. Venue: Mumbai. Organiser: ASAPP Media. Tel: 022-2419 3000. E-mail: Delegate@ASAPPmedia.com Category: Real Estate Smart Buildings Summit. Date: Aug 21-22, 2015. Venue: Mumbai. Organiser: ASAPP Media. Tel: 022-2419 3000. E-mail: Vrushali@ASAPPmedia.com Category : Smart Buildings

Mining Mazam 2015. Date: Sep 24-26, 2015. Venue: Bengaluru. Organiser: Federation of Indian Mineral Industries. Tel: 011-2681 4596. E-mail: ďŹ mi@fedmin.com Category: Mining

OCTOBER 2015 India Architectural Festival. Date: Oct 2-4, 2015. Venue: New Delhi. Organiser: IAF. Mobile: (0) 90151 57517. E-mail: info@indiaarchitecturefestival.com Category: Architecture Acetech Bengaluru. Date: Oct 09-11, 2015. Venue: Bengaluru. Organiser: ABEC. Tel: 022-6681 4900. E-mail: info@abec.asia Category: Construction & Design International Railway Equipment Expo (CII). Date: Oct 14-16, 2015. Venue: New Delhi. Organiser: CII. Tel: 0124-401 4060, 401 4067. E-mail: victor.monteiro@cii.in Category: Infrastructure UBM Index. Date: Oct 15-18, 2015. Venue: Mumbai. Organiser: UBM India. Tel: 022-2830 2870. E-mail: marketing@unmindexfairs.com Category: Interiors & Architecture

SEPTEMBER 2015

Acetech Mumbai.. Date: Oct 29-Nov 01, 2015. Venue: Mumbai. Organiser: ABEC. Tel: 022-6681 4900. E-mail: info@abec.asia Category: Construction & Design

13th CW Annual Awards 2015. Date: Sep 15, 2015. Venue: Mumbai. Organiser: ASAPP Media. Tel: 022-2419 3000. E-mail: Delegate@ASAPPmedia.com Category: Construction

NOVEMBER 2015

InfoComm India 2015. Date: Sep 1-3, 2015. Venue: Mumbai. Organiser: Falcon. Mobile: (0) 99863 66145. E-mail: gmajumdar@infocomm.org Category:Technology Cement Business & Industry India. Date: Sep 3-4, 2015. Venue: Mumbai. Organiser: GMI Forum. Tel: 0203-516 7424. E-mail: sales@gmiforum.com Category: Cement Big 5 Construct India 2015. Date: Sep 10-12, 2015. Venue: Mumbai. Organiser: FICCI. Tel: +071-0443 80355. E-mail: info@thebig5constructindia.com Category: Construction Umex 2015. Date: Sep 13-15, 2015. Venue: Mumbai. Organiser: ITEI. Tel: 011-4082 8282. E-mail: gagan.sahni@itei.in Category: Construction Equipment

Green Building Congress. Date: Nov 19-21, 2015. Venue: Gandhinagar. Organiser : CII GBC. Tel : 040-4418 5174. E-mail: k.raman@cii.in Category: Green Buildings Excon. Date: Nov 25-29, 2015. Venue: Bengaluru. Organiser: CII. Tel: 044-4244 4555. E-mail: excon@cii.in Category: Construction Equipment

DECEMBER 2015 NCB International Seminar on Cement and Building Materials. Date: Dec 1-4 2015. Venue: New Delhi. Organiser: National Council for Cement and Building Materials (NCB) Tel: 0129-419 2247, 279, 222. E-mail:seminar@ncbindia.com Category: Building material

To share your events with us, write in at feedback@ConstructionWorld.in

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21st August 2015, Mumbai Visit for updates : ASAPPconferences.com/CWAB2015

For Sponsorship Opportunities contact: Amit Shrivastava +91 9819 197 817, Amit@ASAPPmedia.com

150 STATE

TENDER VALUE (`)

EMD/ DOCUMENT COST (`)

NA nd

27/08/2015

27/08/2015 / 27/08/2015

SUBMISSION/ OPENING DATE

Construction World July 2015

31/07/2015 / 31/07/2015

Singrauli

Madhya Pradesh

20/08/2015

20/08/2015 / 20/08/2015

30/07/2015

30/07/2015 / 30/07/2015

Chakradharpur

Jharkhand

22/07/2015

22/07/2015 / 22/07/2015

Details: Tenders are invited for construction of boys and girls hostel of medical collage, Pratap Nagar, Jaipur.

Jaipur

22/07/2015

22/07/2015 / 22/07/2015 Contact: Setu Bhawan, Opposite Jhalana Doongari Jaipur-Agra Bypass, Jaipur-302 004, Rajasthan. Tel: 271 1386-90. Fax: 0141-271 1178.

154,500,000

Rajasthan State Road Development & Construction Corporation Ltd

Rajasthan

Jaipur

23/07/2015 / 23/07/2015

Contact: Railway Office Complex, Behind Shankar Market, New Delhi-110 001, Delhi. Tel: 011-2341 3627, 2341 1173, 23495. Fax: 011-2341 1173.

Indian Railway Welfare Organisation

23/07/2015

Details: Tenders are invited for construction of multi-storied group housing Jaipur.

Contact: Rajendra Prasad, DRM, Chakradharpur Division, Jharkhand. Tel: 06587-238 199. E-mail: adrmckp@ser.railnet.gov.in

RESIDENTIAL/COMMERCIAL BUILDINGS

Details: Tenders are invited for construction of 2000 meter long boundary wall along railway boundary on Public Private Partnership (PPP) mode at contractor’s cost in lieu of advertisements rights for a specified period at Tatanagar station and approaches under Sr. DEN/East/CKP.

South Eastern Railway

79,970 / 3,300

Kerala

Contact: Anand Prakash, Divisional Railway Manager, Works Southern Railway, Palakkad-678 002, Kerala. Tel: 0491-255 5296. Fax: 255 5115. Mobile: (0) 97467 63000.

Calicut

Details: Tenders are invited for senior section engineer/works/Calicut section for Brightening up of fencing, coping slab and station compound Walls and for Brightening up of staff quarters, welfare buildings and service buildings.

Southern Railway

3,998,085

Madhya Pradesh

Bhopal

23/07/2015 / 23/07/2015

Contact: Nishtha Parisar,Bijli Nagar, Govindpura, Bhopal-462 023, Madhya Pradesh. Tel: 0755-260 2033. Fax: 258 9821.

Madhya Pradesh Madhya Kshetra Vidyut Vitaran Company Ltd

23/07/2015

Details: Tenders are invited for civil construction, interior and site development of hostel facility DISCOM (C) Bhopal, Madhya Pradesh.

150,000 / 945

Contact: AGM (C And M)-Cs, Vindhyachal Super Thermal Power Project, Vindhyanagar, Singrauli-486 885, Madhya Pradesh. Tel: 07805-247 921. E-mail: lksharma@ntpc.co.in

EPC/CIVIL WORKS/FENCING/WALL WORKS

Details: Tenders are invited for interior decoration works of community centre at NTPC Vindhyachal.

National Thermal Power Corporation Ltd

700,000,000 / 100,000 31/07/2015

Uttar Pradesh

Contact: Er Ram Pal Singh, Chief Engineer (Admin), A’TPS Anpara, Sonebhadra, Uttar Pradesh. Mobile: (0) 94159 00071.

Sonebhadra

Details: Tenders are invited for design, engineering, manufacture, assembly, testing at works, supply, civil, structural and architectural works, erection, testing and commissioning of main plant and balance of plant on total epc basis for Panki TPS extension project:1 x 660 MW.

Uttar Pradesh Rajya Vidyut Utpadan Nigam Ltd

West Bengal

DOCUMENT SALE DATE

Kolkata

ARCHITECTS/INTERIOR WORK/CONSULTANCY

LOCATION

Contact: HRBC Complex KMRCL Bhawan, 2 and 3 Floor, Munsi Premchand Sarani, Kolkata-700 021, West Bengal. Tel: 033-6607 1123. Fax: 2213 4380.

Kolkata Metro Rail Corporation Ltd

ORGANISATION

Details: Tenders are invited for architectural finishing works and plumbing works for six elevated stations and RCC structural roof over platform of Sector-V.

SL No.

TENDERS www.ConstructionWorld.in

SM@RT BUILDINGS SUMMIT 2015

Redeﬁning our buildings 21St AUGUST, MUMBAI

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PRODUCT PARADE

WOODEN DECK FLOORING FOR SWIMMING POOLS NOTION has come up with the wood which is combined for the deck of the pool. The raised concrete planter added some greens into the deck. Solid wooden decking by NOTION provides one of the most versatile and durable ﬂooring solutions of all time. Solid wooden deck ﬂoors add character to your home and a wooden deck will increase usable space around swimming pools. Contact: NOTION. Mobile: (0) 80104 50450. E-mail: info@notion.net.in Website: www.notion.net.in

ADDITIVE FOR CEMENT Pidilite Industries Ltd, one of the leading companies in construction chemicals, unveiled its latest innovative offering Roff Tile Bonder, an economical and environmentally safe on-site mix additive for cement. It improves the strength of cement and enhances its workability for ﬁxing tiles. It exhibits high water retention and thus reduces the absorption of water. It can be used in conventional cement machan or levelling bed application for both horizontal and vertical areas. Contact: Pidilite Industries Ltd. Tel: (0) 022-2282 2708. E-mail: roff@pidilite.co.in Website: pil@pidilite.com

RAILING AND PARTITION A new innovation by Ozone, Wing Line Railing and Partition System is a combination of stainless steel pipes and glass clamps. Completely modular and weld less in nature, it can be used effectively as a free standing partition system. It is easy to build straight linear divisions as well as 90o or 180o cubicles and cabins. The clamps can accommodate an insert made of glass, wooden planks, acrylic, etc, as per requirement. Contact: OZONE INDIA. Tel: (0) 011-4557 6677. E-mail: ozone@ozone-india.com Website: www.ozone-india.com

APPLICATION Siemens launched a new DCS product line SIMATIC PCS 7 SMART specifically designed for small to mid-sized process automation markets across applications and industries. PCS 7 SMART ensures lower initial acquisition cost than a larger DCS, thus reducing the total-cost-ofownership. It offers a fixed, compact configuration, which ensures ease of repeatability. Contact: Siemens Ltd. Tel: 022 3967 7000. Website: www.siemens.com

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ADVANCE EFFR CABLES India’s leading electrical solutions manufacturer and one of the fastest growing company in the LDC (Light Duty Cables) segment – Anchor by Panasonic, announced the launch of its new range of Advanced EFFR – Extra Flexible Germfree cables. Anchor aims at targeting the domestic, residential and commercial sector with main focus on hospitals, schools and airports. These are India’s ﬁrst advance FR-PVC (Flame retardant- Polyvinyle chloride compound equipped). Contact: Anchor Electricals Pvt Ltd. Tel: 022-3041 8888. Website: www.anchor-world.com

SMART LED LIGHTS

STERLING GENERATORS Sterling Generators, one of the largest manufacturer of DG sets in Asia, presented its new generation Sterling Generators DG sets powered by Volvo Penta engines that offer high performance and are long lasting in nature. This range of DG sets is between 250 KVA to 650 KVA. The Volvo Penta Diesel Generator Set has enhanced operating economy, environmental performance, and effective combustion, which produces low exhaust emissions and decreases fuel consumption.

ENRG, a consumer lifestyle electronics company launched two new ambient mood lights, the ENRG Prism and the ENRG Jugnu. These lights exhibit an added advantage of turning the colour from white to 256 different shades of RGB LED light using smart technology. The ENRG Prism lights are popular for its long life of about 10 years. The LED bulbs are heat protective due to the Heat Sink design of the body. Contact: ENRG. Mobile: (0) 88002 20705. E-mail: info@enrg.in Website: www.enrg.in

Contact: Sterling Generators. Tel: 022-2552 6100. Website: www.sterlinggenerators.com

TOILET CLEANING TOTO's India plant located at Halol, Gujarat is it's newest equipped with the very latest in manufacturing technology and equipment. TOTO Voxser-II toilets are equipped with double the cleaning power for longlasting durability and unparalleled hygiene. Sophisticated technologies like the rimless design and its tornado ﬂush integrated in these toilets make them one of the most hygienic models in the market today. Contact: TOTO India. Tel: 022-4022 3717 / 18. Website:www.asia.toto.com

To share your latest products with us, write in at feedback@ASAPPmedia.com July 2015 Construction World

153

CONTRACTS AWARDED

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BAGGED IT!

154

Contract Value: `378 crore Particulars: Education National Buildings Construction Corporation Ltd (NBCC) has bagged an order from the Department of Medical Education of Rajasthan government for construction of a medical college campus. The scope of work includes upgradation of the government district hospital at Bharatpur and Dungarpur in Rajasthan.

Contract Value: `541.84 crore Particulars: Roads, highways, bridges Punj Lloyd Ltd has bagged a contract from NHAI for the four laning project from 360.91 km to 402 km of Gorakhpur-Gopalganj section of NH-28 covering 41 km in Gorakhpur, Bihar. The project is scheduled to be completed in 24 months.

Contract Value: `669.06 crore Particulars: Roads, highways, bridges KNR Constructions Ltd has bagged an order from NHAI, which entails four-laning of Kazhakkotam to Mukkola section of NH47 in Kerala under the National Highways Development Project Phase-III on EPC mode in Mukkola Kerala. The completion is targeted in 24 months.

Contract Value: `418.72 crore Particulars: Sports infrastructure National Buildings Construction Corporation Ltd (NBCCL) has bagged an order from the Government of West Bengal for the construction of a 2,400-seat indoor auditorium at Alipur in Kolkata, West Bengal.

Contract Value: `468 crore Particulars: Defence L&T Ltd has bagged an order from Ministry of Defence for the design and construction of a ďŹ&#x201A;oating dock for the Indian Navy (FDN). The dock will be capable of docking naval ships and submarines of up to 8,000 T displacement with draughts up to 7 m, day and night.

Contract Value: `645 crore Particulars: Metro cars BEML has bagged an order from Delhi Metro Rail Corporation for design, manufacture, supply testing and commissioning of 74 broad guage Metro Cars for their RS-13 project (Rolling Stock) in Bengaluru.

Contract Value: `1,370 crore Particulars: Information Communication Technology (ICT) Ricoh India has bagged contract from Department of Post to provide rural ICT solution nationwide. The Phase-I of this project will commence in July 2015.

Contract Value: `369 crore Particulars: Power Bharat Heavy Electricals Ltd (BHEL) has bagged a power cycle piping package contract for revival of NTPCâ&#x20AC;&#x2122;s 3 x 660 MW Barh Super Thermal Power Project, Stage-I at Patna, Bihar.

Construction World July 2015

www.ConstructionWorld.in

BUILDING MATERIALS PRICES CEMENT (Unit:1 metric tonne; Price in `)

ACC Ltd Grade 43 Grade 53 PPC Ambuja Grade 43

Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

NA 6,760 NA

NA NA 4,800

8,000 8,000 7,800

6,000 NA 5,900

NA NA 7,000

7,200 7,600 7,000

NA NA NA

NA NA 7,100

Grade 53 PPC Ultratech Grade 43

6,800 NA

4,800 NA

NA NA

NA 5,800

NA 6,100

NA NA

NA 5,380

NA 7,100

7,400

Grade 53 PPC

6,800 NA

4,800

8,000 7,800

NA NA

7,400 NA

NA 6,300

NA 5,380

NA 4,100

6,100

6,400

14,900 14,700

17,800 16,800

18,000 18,000

17,500 NA

19,000 NA

15,200 15,000

NA 16,800

NA NA NA

8,000 8,000 7,800

5,700 5,740 5,620

NA 5,670 5,400

7,300 7,500 7,400

NA NA NA

5,880 5,920 5,800

NA NA 6,200

7,600 7,700 7,600

NA NA NA

Birla Super Grade 53 NA White Cement Birla 17,200 JK 17,100 Coromandel Cement Grade 43 6,240 Grade 53 NA PPC NA Vasavadatta Cement Grade 43 5,920 Grade 53 NA PPC NA

Mumbai: Shekhar, Neelesh Industrial Agency. Tel: 022-2408 2121. Kirti Shah, Paras Sales Corporation. Mobile: (0) 92241 87800. Delhi: Girish Agarwal, Mahabir Building Material Store. Tel: 011-2664 2348. Mobile: (0) 98100 62315. Chennai: Nazir Badshah, Super Traders. Tel: 044-2651 2577. Mobile: (0) 72999 95577. Pune: Ravindra, Kamal Distributors. Mobile: (0) 98224 28574. Hyderabad: Irfan Moosani, Moosani Marketing, (ACC and UltraTech). Tel: 040-2356 4444. Bengaluru: Damodar Reddy, Sri Satya Sai Traders. Mobile: (0) 93412 27149. Ahmedabad: PD Agrawal, Agrawal Traders. Tel: 079-2585 1616. Kolkata: Pintu Roy, Arun Distributors Ltd. Tel: 033-2557 8632. Mobile: (0) 9830 997677. Debashish Seth, Murari Mohan Seth and Co. Mobile: (0) 94323 39405.

PAINTS: ENAMEL-WHITE (4 litres: Price in `)

Asian Paints

Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

1,060

980

1,021.34

995

980

1,000

1,020

1,060

Kansai Nerolac

1,030

950

1,021.34

945

980

1,000

1,060

Berger

1,050

940

1,021.34

945

980

1,000

1,060

Shalimar

1,021.34

ICI

1,060

950

970

980

1,000

1,060

Mumbai: Pragnesh Kapasi, Poojan Colour Point. Mobile: (0) 78755 18999. Delhi: KL Wasan, Wasan Enterprises. Mobile: (0) 98105 81561, 98716 66577. Chennai: Umesh Dave, Tamilnad Traders. Mobile: (0) 72000 97550. Pune: Tejas Vora, Shahabad Cement Depot. Tel: 020-2588 5700. Mobile: (0) 99608 00820. Hyderabad: Mukesh Chaudhary, Tirupathi Hardware, Mobile: (0) 99633 47374. Bengaluru: GV Balakrishna, Balaji Paints and Hardware. Tel: 080-4915 8239. Mobile: (0) 94487 55711. Ahmedabad: Shanti Prajapati, Swastik Traders. Tel: 079-2646 4766. Kolkata: Saif Alam, Hindusthan Paints. Tel: 033-6634 2216, Mbile: 80480 05598.

CLEAR GLASS (Unit: 1sq ft; Price in `)

4 mm

Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

5 mm

6 mm

Mumbai: Shabbir, Galaxy Glass Dealers. Tel: 022-2568 4351. Mobile: (0) 98207 69157. Delhi: Ajay Dhamija, Ajay Glass. Mobile: (0) 98102 65787. Chennai: Muthu Vijay, Glass Point Industries. Mobile: (0) 93810 04580. Pune: Nomani Kachwala, Poona Glass Depot. Tel: 020-6682 2943. Mobile: (0) 99602 50786. Hyderabad: Khan, Liberty Glass & Co. Tel: 040-2761 3756. Mobile: (0) 92463 77837. Bengaluru: AV Stayanarayan, Sri Venkateshwara Glass And Plywoods. Mobile: (0) 93437 05809. Ahmedabad: Anil Maken, Rajkamal Corporation. Tel: 079-2220 4090. Mobile: (0) 937611 2220. Kolkata: Pradeep Khetan, RP Glass Traders. Mobile: (0) 93304 60999.

July 2015 Construction World

155

BUILDING MATERIALS PRICES WOOD (Unit:1cu ft; Price in `) Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

Sal Wood

550-1,200

1,950

1,900-2,100

900-1,150

1,500-1,750

1,250-1,400

2,400

Silver Wood

2,150

380-680

450-500

475-550

Sagwan Wood

1,200-6,000

1,650-3,250

1,400-1,950

2,150-3,200

5,500-6,000

1,650-1,850

4,600-7,000

Pine Wood

650

551

600-1,900

850-1,100

900-1,150

PLYWOOD (Unit:1sq ft; Price in `) Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

Commercial 4 mm 6 mm 12 mm 18 mm

28 44 64 85

18.5 32 45 65

28 35 49 59

18 26.5 55 79

NA 24 39 44

15 28 38 48

31.54 44.16 58.04 116.12

17.8 27.28 35 46

Waterproof 4 mm 6 mm 12 mm 18 mm

45 59 94 139

27 42 54 76

38 54 69 115

26 40 68 95

NA 42 59 86

24 48 65 88

39.75 53.3 66.26 106.02

35.64 51.48 78.54 106.92

Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

Kolkata

18.5

16.5

31.82

MDF (Unit:1sq ft; Price in `) 6 mm 9 mm

23.5

37.12

12 mm

27.5

47.74

18 mm

42.5

59.5

63.64

Mumbai: Lucky Ply & Laminates. Tel: 022-6113 0000, 2871 2556. Mobile: (0) 74981 88777. E-mail: umesh@timexply.com Bharat Kothari, Kunal Timber (Wood and MDF). Tel: 022-2836 5879. Delhi: Gangan Mohan, Ashu Plywood. Moblile: (0) 98117 16949. Chennai: K Sarvanan, Shree Vari Plywoods. Mobile: (0) 98400 66072, 99401 66072. Deva Kumar, BIS Building Interior Solutions. Tel: 90430 72221. (Wood and MDF). Pune: Praful Chaudhary, Kailash Shah, Mayur Plylam. Tel: 020-2638 6678. (Wood, Plywood, MDF). Harshid Jain, Shree Vinayak Plywood & Hardware. Mobile: (0) 98237 48729. Hyderabad: Jayesh Patel, Krishna Plywood. Mobile: (0) 99599 12211. Vinay Tiwari, Sri Pandit Plywood & Hardware. Tel: 040-6620 4251. (Plywood). Aslam Sharif, Gautham Agencies. Tel: 040-2753 1525. (MDF, Wood) Mobile: (0) 99085 87085. Bengaluru: Kishore Patel, Hasmukh Patel, Chandan Timber Depot. Mobile: (0) 94481 75530. (Wood, Plywood) Mohammed Arif, United Glass and Plywoods. Tel: 080-6560 5220. Mobile: (0) 98450 28865. (MDF, Plywood). Ahmedabad: Sumit Bagrecha, Virshakti Plywood. Mobile: (0) 98791 66731, 96620 04353. Kolkata: Todi Plywood. Tel: 033-2212 3694. Mobile: (0) 90070 31061. Anil Chaudary, Rohit Choudhury, Augst Ply. Mobile: (0) 98308 37009, 98308 29060 (Wood, Plywood). Amitabh Singh, Shivam Plywoods. Tel: 033-2225 8649. Mobile: (0) 99030 01955, 98312 01955.

ELECTRICAL WIRES (Unit:1meter; Price in `) 1.5 sq mm 2.5 sq mm 4 sq mm

Mumbai 17.1 28.78 42.56

Delhi 10.62 15.69 19.58

Chennai 9.5 14.17 21.67

Pune 8.95 14.826 24.507

Hyderabad 11.50 18.25 27

Bengaluru 10.43 16.53 25.19

Ahmedabad 11.35 18.13 49.26

Kolkata 9.76 15.7 23.23

Mumbai: Sushil Electricals & Company. Tel: 022-2208 4491. Delhi: MS Goel, JS Electricals. Mobile: (0) 85869 23877. (Finolex) Chennai: Ankit Jain, Dinesh Electricals. Mobile: (0) 98405 82225. Pune: Hitesh Parwani, Parwani Enterprises. Tel: 020-3993 6427. Hyderabad: Ramesh, Ramesh Electrical. Mobile: (0) 93488 88088. Bengaluru: Muni Raj, Amar Electricals. Tel: 080-2225 8173. Ahmedabad: Jayesh Patel, Ravi Electric. Mobile: (0) 99138 78696. Kolkata: Anand Singh, Sinha Electric Stores. Tel: 033-2235 4821. Mobile: (0) 98302 70590.

STONES and TILES (Unit:1sq ft; Price in `) Granite Marble Makrana Kota Cuddappa

Mumbai 180-400 70-100 400-1,000 40 37

Delhi 60-250 30-150 NA 24 NA

Chennai 45-110 55-350 200-750 45-75 35-50

Pune 90-350 65-200 NA 60 50

Hyderabad 70-150 50-140 75 NA 35

Bengaluru 55-70 85-105 300 45 30

Ahmedabad 90-250 20-200 60-150 26-70 40

Kolkata 170-210 50-52 NA 40 NA

Mumbai: Sushil Vohra, Vikas Marble & Granite. Tel: 022-2846 4150. Mobile: (0) 98923 43332. Delhi: Alog Hsija, Meera Marbles. Moblie: (0) 99995 99910. Chennai: Sunil Agarwal, Sunshine Marbles & Granites. Mobile: (0) 91766 14499. Pune: Santosh Ganeshkar, Mohan Stone Depot. Tel: 020-2612 8805. Hyderabad: Mohammad Abdul Muqeet, Super Stones & Marbles. Mobile: (0) 99662 83516, 98855 13354. Bengaluru: EG Babu, BM Natural Stones. Mobile: (0) 97413 76309. Ahmedabad: Rakhi T Neema, Rudra Ceramic and Stone. Mobile: (0) 78785 01212. Kolkata: SK Singh, Durga Marble and Tiles Co. Tel: 033-2552 1425. Mobile: (0) 94333 56962.

156

Construction World July 2015

www.ConstructionWorld.in

STEEL (Unit:1mt; Price in `) Product

Material

Mumbai

Delhi

Chennai

Pune

Hyderabad

Bengaluru

Ahmedabad

6 mm dia

36,000

44,500

39,425

37,500

36,500

35,000

37,000

TMT

8 mm dia

36,000

40,500

41,525

36,500

39,500

37,000

38,200

TMT

10 mm dia

34,500

38,500

40,000

35,300

39,000

37,000

TMT

12 mm dia

33,900

38,000

40,000

35,300

38,000

37,000

36,400

TMT

16 mm dia

33,900

38,000

40,000

35,300

38,000

37,000

36,400

TMT

20 mm dia

33,900

38,000

40,000

35,300

38,000

37,000

36,000

TMT

25 mm dia

33,900

38,000

40,000

35,300

38,000

37,000

36,400

Angle

50 x 50 x 6

36,000

36,500

34,650

36,500

35,500

37,000

38,000

150 x 150 x 12

40,500

34,650

42,000

37,500

42,000

40,000

75 x 40

35,500

37,500

34,650

37,500

36,500

37,500

38,000

100 x 50

35,500

37,500

34,650

37,500

36,500

37,500

38,500

125 x 65

39,000

37,500

34,000

38,500

37,000

38,000

41,000

150 x 75

39,000

37,500

35,500

38,500

37,000

38,000

41,000

200 x 75

39,000

38,500

35,000

39,000

37,500

38,500

41,000

300 x 90

39,000

37,000

45,000

38,000

39,000

42,000

400 x 100

43,500

40,000

41,500

39,500

43,000

42,000

125 x 75

36,500

37,500

39,500

38,500

39,000

38,000

41,000

150 x 75

36,500

37,500

29,500

38,500

37,000

38,000

41,000

200 x 100

36,500

37,500

29,500

39,000

37,000

38,500

42,000

250 x 125

37,500

40,500

29,500

39,500

38,000

39,000

42,500

300 x 140

39,000

40,500

29,500

40,000

39,000

40,000

42,500

400 x 140

39,000

29,500

40,500

34,500

42,000

42,500

450 x 150

39,500

29,500

43,500

45,000

43,000

42,000

500 x 180

41,500

29,500

43,500

45,000

42,000

600 x 210

43,500

29,500

46,000

51,000

47,000

42,500

5-12 mm

35,500

29,500

36,000

38,000

38,500

42,500

12-20 mm

35,500

31,500

37,000

40,000

42,500

21-40 mm

35,500

31,500

41,000

42,000

43,500

Reinforcement

Channel

Beams

Plates

Mumbai: Sunil Nagori, Sansui Steel Pvt Ltd. Tel: 022-2348 0701. Mobile: (0) 98211 13673. Pune: Ashish Kasat, Manish Industrial Corporation. Tel: 020- 2612 4182. Mobile: (0) 94220 15212. Delhi: Vijay Buddhiraja, Vijay Steel Con Pvt Ltd. Mobile: (0) 98100 67011. Chennai: Kunal Maheshwari, Kapil Metal Processing Agencies. Tel: 044-2522 5443. Mobile: (0) 95000 95902. Ravi Sanker Hyderabad: Sunil Surana, RK Steel Udyog Pvt Ltd. Mobile: (0) 92463 35002. Bengaluru: Umang Agarwal, Kaushalesh Steels. Mobile: (0) 98450 22217. Ahmedabad: Ankit Mehta, Shree Mallinath Steel Traders. Tel: 079-6524 7800, Mobile: (0) 99254 60170.

* Figures are approximate and subject to change denotes increase in price compared to previous month. denotes decrease in price compared to previous month.

July 2015 Construction World

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SMART CITIES CHALLENGE...â&#x20AC;?

Union Urban Development Minister Venkaiah Naidu

The Urban Ministry plans to build 100 smart cities and roll out opportunities worth `400,000 crore over the next ďŹ ve years, and more...44

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NEWSMAKERS The Smart Team

The Ministry of Urban Development (MoUD) has a vital role to play in moderating the development of Smart Cities in India, and three people of the Ministry are set in to make India smarter sooner. At the helm of making this a success are Madhusudhan Prasad, Secretary, Praveen Prakash, Joint Secretary and Sameer Sharma, Joint Secretary. On June 25, Prime Minister Narendra Modi launched the Smart Cities mission, Atal Mission for Rejuvenation and Urban Smart Cities, AMRUT and Housing For All Launched on June 25, 2015, by PM. Transformation (AMRUT) and Housing for All mission in New Delhi. He emphasised on the need to view urbanisation as an opportunity and urban centres to be seen as growth engines. It is pleasing to hear that for the ﬁrst time in India, the people, and the urban leadership will play the pivotal role in deciding the future course of these smart cities, and all schemes for urban development will move forward based on people’s participation. Prasad, Prakash and Sharma, in their newly deﬁned roles in the urban development ministry, are all set to urbanise India. Their responsibilities include delving deeper into aspects of smart city building and the mechanisms involved in the infrastructure for development of smart cities. With the three men in action, the Prime Minister’s dream of smart cities in India seems to be turning into a reality soon!

Man of Projects Vinayak Deshpande, Managing Director, Tata Projects, is the man behind the idea to develop social infrastructure across the country. This is evident with Tata Project recently signing an MoU with Brookfield Multiplex to develop social infrastructure in India. In partnership, they will jointly develop a range of commercial and retail, residential, healthcare and tourism and leisure projects across the country. Deshpande is focussed on developing high-end projects and will initially focus on contracts from the private sector and in select metros. Having over 30 years of experience in different roles in diverse industries, Deshpande is committed to make Tata Projects concentrate on developing high-end large urban projects across the segments using world class construction practises and efficient work systems. Under his leadership, he is confident that the existing construction domain will see a quantum shift especially in the way highrise buildings are constructed in a faster span of time. It is under Deshpande’s mentorship that Tata Projects has been voted as the ‘Most Admired Construction Company’ by CW and has also won ‘Active Promotion Award’ for implementing Tata Business Excellence Model amongst all Tata Group companies.

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Construction World July 2015

India’s Pride

The National B uildings Constr uction Cor poration Lt d (NBCC) bagg ed the India Pr ide Awards 20 15, which was received by Dr Anoop Kum ar Mittal, Cha ir man and Managing Dire ctor, NBCC. M itt al , who has been co on nffeerrrreedd “D Doctor of Philo sophy” (H ( onor is Causa ) by the Chancellor, Sing hania University, Raj asthan, by by virtue of his attaining em eminence in th e ﬁeld of ci civviil and constr uction en enggineer ing, ov ersees po pollic i y and strategic de decciission-makin g at NBCC. Public Sector Undeertakings (P SU) have played a vittal ro lle towards the de velopment of our nation since independence. T hey have been the pillars of th e Indian econom y. India Pr ide Awards is an aw ard instituted as a tr ibute to the contributions m ade and excelle nce achieved in public services specially by PSU s in building India. Mittal’s kn owledge and ex pertise in the ﬁeld is manifeste d by many land mark projects he has undertak en and successfu lly executed. Under his guid ance, NBCC ai ms to bag many such awards in the future.

Total pages 164 Regd. No. MCE / 257 / 2014-2016 - Licensed to post without Prepayment No. MR/Tech/WPP-253/East/2015 for Patrika Channel Sorting Office, Mumbai - 400 001. on 2nd & 3rd of every month. RNI No. 70910/99, Date of Publication 1st every month. ISSN 0972-8368