DELHI METRO RAILWAY CORPORATION BHARANI SHANKAR (1011162) BHASKAR DAS (1011163) BHUPESH VERMA (1011164) BITANGSHU BARAL (1011165) DEBASMITA PANJA (1011166)
TABLE OF CONTENTS
EXECUTIVE SUMMARY .......................... .......................... ......................... .......................... ......................... . 3 OVERVIEW ......................... .......................... ......................... ........................... ......................... ...................... 4 INNOVATION & SOCIAL IMPACT ................................. ........................... ......................... .......................... 5 INNOVATION IN OVERCOMING THE BARRIERS ........................ .......................... ......................... ......... 6 ASSESSMENT.......................... .......................... .......................... ......................... .......................... .................. 9 CONCLUSION ................................................................................................................................................ 11 APPENDIX 1 ................................................................................................................................................. 13 APPENDIX 2 ................................................................................................................................................. 14 APPENDIX 3 ................. .......................... .......................... ........................... ......................... ....................... 15 REFERENCES ................................................................................................................................................ 16
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EXECUTIVE SUMMARY
The Delhi Metro Railway Corporation (DMRC) was setup in 1995, by the Government of India and state government of Delhi to provide the city with a reliable transportation system which could reduce the vehicular congestion and also cater to the rapidly growing population. The major funding for the project was provided by the Japanese International Cooperation Agency (JICA), with the Central and Delhi State Governments proving a substantial portion. The rest was financed by loans and property development. The metro network has been planned to spread across 413 kilometers by the year 2021 and was divided into four phases for construction. The construction of Phase I began on October 1, 1998 and was successfully commissioned by 11th November 2006 with an estimated cost of completion of `10,571
crore. Presently construction is in-progress for 121 kilometers in Phase – II. Phase – III and
Phase – IV are estimated to be completed by 2015 and 2021. Even though infrastructure projects in India have been plagued with delays, cost overruns and inefficiency, the Delhi Metro project has managed to avoid all these issues by excellent project management, focus on technology, cost control and effective management of the various stakeholders. The success of the project can be gauged based on the output on the following fronts
Improved public transit and a long-term scalable solution to the traffic solution problem
The environmental benefits due to reduced growth of vehicular population, annual fuel savings and substantial reduction in air pollution
A renewed focus on improving urban transport by replicating the MRTS system in other cities
Adoption and indigenization of state-of-the-art civil engineering and construction technologies
Transformation of the urban social landscape of Delhi
The project has its share of detractors too; who have pointed out that the project has not taken into consideration the social and economic inequities that afflict the Indian society. Public transport has served as a leveler and the high fares may affect the mobility of the lower strata. Cheaper mass transport options like Bus Rapid Transit Systems (BRTS) have not been explored completely due to the focus on the metro rail system. In addition a large portion of Delhi Metro’s revenue comes from its real estate portfolio, which may not be a viable model for other cities to emulate. On an overall basis, Delhi Metro represents an iconic image for a new India that symbolizes growth, pride, ownership and respect for the values being instilled by the new system. As an emblem of public infrastructure in India, it represents the hope that such projects can transform the lives of the citizens and serve as a template of future implementations.
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OVERVIEW
Delhi Metro Rail Corporation Ltd was setup in equal partnership by the Government of India (GoI) and the Government of National Capital Territory of Delhi (GNCTD) in 1995, with E. Sreedharan as the managing director. This development came about due to the following concerns –
Delhi saw a rapid growth in population from 57 lakhs in 1981 to 162 lakhs in 2006. This has been accompanied by vehicular congestion, due to increase in number of vehicles from 5.4 lakhs in 1981 to 51 lakhs in 2007.i
Traffic on roads of Delhi had become a chaotic heterogeneous mix of cycles, scooters, buses, cars and rickshaws which has resulted in an increase in road accidents. The average number of people killed per day has increased to 5 and of those injured to 13. The position was expected to deteriorate further in the years to come. i
The private bus transport which was encouraged in 1992 to supplement the public bus service in Delhi, failed completely due to unreliability of service, extreme overcrowding, unqualified drivers, speeding and reckless driving, and often ran down passengers waiting at bus stops.
ii
This called for a policy shift to encourage public mode of transport over private form. The Central Road Research Institute (CRRI) had carried out an extensive analysis on the traffic characteristics of Delhi in 1969-1970 and recommended for Mass Rapid Transit Network in the city. The first concrete step in this direction was, however, taken when a feasibility study for developing such a multi-modal Mass Rapid Transit System (MRTS) system was commissioned by GNCTD (with support from GoI) in 1989 and completed by Rail India Technical and Economic Services (RITES) in 1991. The initial plan for Delhi iii
metro was thus conceptualized. Also Delhi was well staged for an excellent MRTS to be brought in. It has wide roads (roads cover 23% of the city area) and possession for construction is not difficult (except in the old city area). Implementation would also not involve large scale demolition of private properties. In addition most of the land required was under government control and hence could be easily acquired. i The metro network was planned to spread across 413 kilometers by the year 2021. The construction for the 65.1 km route of Phase I began on October 1, 1998 v and Delhi Metro Railway Corporation (DMRC) has already successfully commissioned by 11 th November 2006 with an estimated cost of completion of `10,571 crore. Presently DMRC is working on extension of Phase II of the project (121 kilometers) that started on September 2006 and has a demanding target of September 2010 because it has to be completed before the Commonwealth Games in October 2010. This means that while Phase – I was completed in seven years and nine months, Phase – II has to be constructed in three and half
years. Phase – III and Phase – IV are planned to be completed by 2015 and 2021.
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INNOVATION & SOCIAL IMPACT
The Delhi Metro Rail Corporation created a world-class mass rapid transit system, by successfully managing the various stakeholders like the central and state governments, the contractors, and the citizens of Delhi and ensured that the project was implemented smoothly by dividing it into different phases. The first phase of the network comprised of 65.1 km of route length with 13 km of underground tracks called Metro corridor and 52.1 km surface or elevated tracks called Rail Corridor.
vi
A unique feature of the project was that when Phase I was sanctioned by DMRC in 1996, the Union Cabinet had directed that about 7% of the initial project cost should be generated through property development on lands which had been given to DMRC and recurring income should be generated through property development for paying back subordinate debts. Most of the land was made available to DMRC on 99 years lease at nominal rent at interdepartmental transfer rates.
vii
However
the project has been made possible due to soft loans extended by the Japan International Cooperation viii
Agency . The capital cost of Phases I and II had been estimated at approximately 2004.
`14,430
crore in
ix
The project brought in a lot of new technologies into the country. A number of innovative practices like driving of tunnels with earth pressure balanced mechanical shields, ballast less track technology, automatic ticketing and signaling, high end communication systems between the trains and the operation control centers, light weight and air conditioned metro coaches and station buildings. The project adopted the usage of precast concrete technology which though costly ensured high quality and aesthetics. High-tech coaches were designed by a consortium of Mitsubishi, Japan and Rotem, Korea. The lines comprise both underground and surface or elevated corridors. Delhi Metro also has high end security features and has taken up several measures to ensure passenger safety. Delhi Metro strongly follows the guidelines laid down by the National Fire Prevention Association. It has an automatic mechanism to detect obstructions within 15 mm between doors. The doors remain closed during running and if open all of a sudden during movement, brakes are applied automatically to bring the train to a halt. The train starts moving only when all the doors are closed. Emergency measures are also provided. Security on the Delhi Metro is handled by the Central Industrial Security Force. Closed-circuit cameras, metal detectors and X-ray baggage inspection systems are some of the security features that have been used in the Delhi Metro. Escalators, elevators and tactile tiles to help the visually impaired persons are present in all the stations.
v
The trains use centralized automatic train control (CATC) comprising of automatic train operation (ATO), automatic train protection (ATP) and automatic train signaling (ATS) systems. Intercoms are 5 e g a P
available for Emergency communication between passengers and drivers. Route maps and LCD display systems are present in every coach. Contactless, stored-value smartcards are used for fare collection. DMRC has joined hands with Google India recently to provide train schedules to mobile devices through Google maps.
vi
Though the first metro of India was opened by Kolkata, it could not boost the confidence of the Government to go forward further with similar schemes in other cities. Delhi Metro has been a trend setter for several projects involving mass transit system in our country. The implementation period has taken less time than what was expected. Many cities like Mumbai, Chennai, Bangalore, Hyderabad, Kochi and Chandigarh are expected to get metro systems over the next few years, being encouraged by the system in Delhi. xi Delhi Metro has also been appreciated for its environment friendly practices. It has got awards for environment consideration aspect from the United Nations. Extensive measures for environment protection like conducting rainwater harvesting have been taken. Delhi Metro has also implemented efficient technologies like regenerative braking systems to reduce the overall power requirement.
x
DMRC is one of the two metros all over the world to be ISO 14001 certified for environment friendliness.xi The Metro has provided employment benefits to unskilled labor especially during the construction phase. Delhi Metro has resulted in a hike in house property prices which has benefitted land and house property owners. Since there has been a diversion of a portion of the city traffic to Metro, savings in fuel consumption have taken place resulting in foreign exchange savings. It reduced the need for parking spaces, expansion of roads, flyovers, construction of new roads etc. in areas which are being served by it. Petrol and CNG have been substituted by electricity thereby reducing air pollution. xxv
INNOVATION IN OVERCOMING THE BARRIERS
Infrastructure projects in India have been plagued with rampant corruption, cost overruns, political inertia and interference, bureaucratic inefficiency. The MRTS project for Delhi which was first conceived in 1969, did not make much headway until the late 1990s due to issues with project funding, bureaucratic hassles and lack of clarity between central, state governments on who was responsible for urban mass rapid transit. It was in 1995 that DMRC was finally incorporated as a separate entity and the initial financing was obtained through a combination of international and local funding sources. 64% of the project cost was funded by the Japanese International Cooperation Agency (JICA); 28% was funded equally by the Central and Delhi State Governments; both governments financed a
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further 5% through loans to cover land acquisition costs and the last 3% of the costs were to be funded through property development. vii The Delhi project also had to overcome many barriers, some of which are discussed below Technology
Technology exchange was a salient feature in the development of the Delhi Metro. A main requirement in the global bidding process for contracts was that there should be at least one Indian partner, which led to technology absorption by Indian firms, localization, re-engineering and indigenization of technology. Special construction technologies like trench‐less digging, use of ballast‐less tracks and precast concrete were used which reduced the project duration. Some of the
major technology challenges include
Tunneling in the Old Delhi area where buildings had weak foundations. The tunnels were therefore constructed at a depth of more than 20 meters.
Metro viaducts were built over railway bridges without disturbing the traffic
A continuous pre-stressed box girder of length 553 meters was built across the river Yamuna using a special technique called ‘incremental launching’ without traffic disruption. The bri dge
was completed in a period of just 30 months and there are no joints which enables a smoother journey.xii Delhi Metro’s success has ensured that Indian companies are now almost self sufficient in technology
to take up similar projects in other cities. xiii Project Execution
The DMRC project was headed by E. Sreedharan who had vast experience in the implementation of the Kolkata Metro and the Konkan Railway (which was the first big project to be completed under the Build-Operate-Transfer basis). He was given full autonomy on all matters and was the last authority on tenders. He implemented the following processes which enabled completion of the project within the stipulated deadlines
The DMRC had a lean organizational structure comprising of only 2 departments - project organization and operation & maintenance. The organization culture was based on punctuality, honesty and strict adherence to timelines.
A team of people received training at Hong Kong’s Mass Rapid Transit Railway to get a first
hand understanding of the nuances of the project.
The contract awarding and procurement processes were simple, transparent without any subjective elements. This prevented corruption and ensured a level playing field.
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Thorough planning and effective project design were the focus areas. Adherence to the schedule was stressed and the project progress was reviewed every week. Employees had schedules with reverse clocks to indicate the number of days left before important deadlines.
Primavera Project Planner, special software was used for project planning and monitoring. The resource management module alerted managers in case of shortage or excess of resources. The software also tracked the various project activities completed at different levels vs. the actual schedule. Managers were also alerted of critical / upcoming activities so that they can be tracked / rescheduled if necessary. All these were required as a day’s wo rk lost resulted in a
loss of `50 lakhs.xii Cost Control
The main reason for cost over-runs in big projects is non-adherence to the project schedule due to delays in land acquisition, legal hurdles, etc. Some of the cost control measures which were implemented in DMRC include
The Delhi Metro Railway (Operation & Maintenance) Act, 2002 provided special powers to DMRC to acquire land for the metro / other utilities or property development in order to recover costs. This law superseded Delhi’s local municipal laws and stay orders could no t be
issued by lower courts. It has not provided for resettlement and rehabilitation and deals with the cash component only. However many were displaced without any say and litigations are still in process.
DMRC entered into a special agreement with Delhi Transco Ltd power supply at low rates. It also negotiated with the central government for exemption of import duty and excise tax and with the state government for exemption of sales tax and work contract tax, resulting in cost savings of about `1800 crore.
Pacific Consultants International (PCI) provided overall consultancy for the project. A major part of the project was supervised by consultants and construction was delegated to a consortium of contractors. This reduced the in-house governance cost drastically.
xii
Managing the stakeholders
The main stakeholders of the project included the central and state governments, funding agencies, contractors and the public.
DMRC’s autonomy was ensured in recruitments, promotions, land acquisition and awarding of
contracts. No decision was reviewed / changed unless there was a need for it from a professional or technical perspective.
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JICA which was the lead financier and was engaged throughout the project.
DMRC organized community interaction programs to elicit solutions from the public on various issues.
IIT Delhi was involved in planning alternate traffic arrangements to that inconvenience to the general public due to the construction work was minimum. In addition care was taken so that other utilities (like water pipes, sewers, etc) were diverted before the work commenced on a particular section.
xii
By virtue of the above, the number of persons employed per kilometer of track was only 45, which is a third of that employed for the Kolkata Metro Rail project. The first phase of the project which was estimated to cost about `6000 crore (at 1996 prices), was completed at a cost of `10571 crore.xiv
ASSESSMENT
India has a very unenviable track record for unimplemented urban plans, and the biggest achievement of the Delhi Metro rail project has been efficient construction and running a technically advanced operation in a challenging environment. The effectiveness of the project can be assessed in five themes –
Improved public transit has ensured that the project has
2 Wheelers 320000
provided a long lasting solution for commuters in a traffic
Cars 90000
congested city like Delhi. Approximately 1.05 million passengers use the metro system of normal weekdays.
xv
The environmental benefits are assumed to be in range of 1,800
Buses 1800
Phase I + II
fewer buses on the roads, annual fuel savings of 1712 million
3 Wheelers 19000
`
and substantial reduction in air pollution.
Estd REDUCTION IN VEHICLES (2011)
xvi
Political consensus on the project has resulted in its endorsement by most of the political and social constituents, which has in turn has resulted in encouraging other cities to opt for such metro systems. DMRC which was able to implement the metro network ahead of schedule and on
Petrol 87.5 Millionliters
Diesel 15.75 Millionliters
CNG 82.91Million Kg
budget, is the consultant on many such projects.
New technologies were introduced into the country via this project, including advanced tunneling techniques, ballast-less track
technology,
sophisticated
signaling
system
REDUCTION IN FUEL CONSUMPTION DUE TO PHASE –I & II
with
automatic train protection, ticketing system etc. The project management expertise which was developed during the course of the project will serve as a trendsetter for future mega public and private projects. xi
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The metro has also enabled transformation of the urban social landscape of Delhi, by inculcating a culture of discipline, order, routine and cleanliness in the community. The technology and scale of the project has attracted attention of the global community on the city thereby allowing it to stake xvii
a claim as a ‘ world-class’ city.
However studiesxviii have suggested that the project has not been able to avoid the inequities which result from the economic disorientation caused by the land appropriations along the route (whose final alignment is guided by property development considerations). Most of the affected are slum dwellers and lower income category families, who have been marginalized further by relatively high metro fares. In a city with such visible disparity between the rich and the poor, low cost (and sometimes subsidized) transport mechanism had been serving as one of the levelers. Also the lack of dissenting opinion on the project has meant that cheaper options like Bus Rapid Transit Systems (BRTS) have not been explored completely. In addition Delhi Metro has used the large tracts of land it got from the government for develop real estate and now 33 per cent of its total revenue is coming from the same (in comparison to 54 per cent from traffic).
xix
Delhi Metro’s profit is
boosted by what it earns from real estate, which may not be a viable model for other cities to emulate. The accelerated rate of construction due to the completion of phase II before the Commonwealth games resulted in few accidents as listed below
Aug 28, 2007: A crane driver died after a concrete block fell on him due to a "technical failure" at a Delhi Metro construction site in Mayur Vihar in east Delhi.
Oct 19, 2008: An under construction flyover collapsed in east Delhi due to mechanical failure leading to the death of at least two people. Nearly 30 people were injured.
Jan 21, 2008: A laborer was killed at a Delhi Metro construction site in east Delhi due to the collapse of one side of the construction site.
July 12, 2009: An under construction bridge collapsed during erection process near central secretariat causing five casualties and injuring the other five.
These incidents questions the safety norms followed during the construction phase by DMRC and its contractors.xx The DMRC is also not able to manage the increasing passenger traffic. The increased frequency of services has sometimes led to technical snags.
xxi,xxii
In addition to that the feeder bus service has not
able to achieve the desired result. xxiii Some of the allegations leveled by CAG (Comptroller and Auditor General of India) audit against DMRC include
Neither the central nor the state government is involved in the management of the company and the company’s board does not have any independent directors. In some cases, changes
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were made to the contracts after they were awarded and there were some discrepancies in evaluating the contracts. In phase II of the project with the 2010 Commonwealth Games as target, some tests pertaining to the construction were conducted in non-accredited laboratories and DMRC has not maintained proper records of the testing reports.
xxiv
The loan of nearly `6600 crores to DMRC has been subsidized by the central government and no dividend has been paid for the government’s equity component. Together they constitute a loss of nearly `1000 crores. xxii
DMRC acquired more land than what was legitimately required, nearly 32.5 lakh square feet of land was acquired for phase I. No record has been maintained for the acquired land. In addition, DMRC is not paying property tax for the land under development. xxii
DMRC also does not have a visible second rung leadership and Sreedharan has been blamed for not nurturing one who can take over from him. DMRC was setup in 1996 and there is no public face other for the organization other than Sreedharan. This could lead to a leadership void when he retires.
xxv
CONCLUSION
Best Practices in the Delhi Metro Rail Corporation (D MRC)
The Delhi Metro Rail Corporation has incorporated state-of-art technology which represents the commitment of the organization towards the adherence of the one of the best practices in the world. It has continually and proactively introduced innovative ideas like the automatic ticketing and signaling, air-conditioned coaches and station buildings, integrated smart card with Citibank credit card etc. in the process. xxvi The safety features implemented in the project is also one of the best among the worldwide metro services. DMRC has now found a place in Nova (an elite and exclusive club for medium-sized urban railway systems), which is an exclusive international forum for world's urban railways, that helps others with technology transfer and also sets the best practices standards for the industry as a whole. xxvii Implementation in other cities
DMRC is also transferring the technology to metro systems of other cities. For overcoming the traffic problems in our major cities Metros are the ideal solution. The implementation can be done in a phase wise manner and so the initial planning has to be done for major cities having population more than 3 million and then in second phase the concentration should be on cities with population more than 1 million.xxviii
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The major challenge in the implementation is viability and connectivity with the existing system. This is quite evident from the example of Kolkata Metro system which is not able to attract the estimated traffic. So before implementation of the system in other cities the Government or the Metro system has to meet the need of the commuters which basically revolves around parameters like accessibility, travel time, frequency and safety.
xxix
PPP (Public Private Partnership)
In Mumbai, Metro Phase-I will be implemented on a Build-Own-Operate-Transfer basis for the period of 35 years. High fund requirement is also a factor to promote the PPP in this sector. An estimate suggests that over half a dozen cities in India will require $12.5 billion to get metro systems. Various models like viability gap funding (VGF) has been proposed. The central government has agreed to fund some of the projects by a mechanism called viability gap funding (VGF). Non-operational revenues constitute 30% of the total and it also signals the high possibility of PPP in the non-operational revenue. Economic internal return ratio of the project works out to 21.4% and the financial return ratio of 3% also make PPP justified in this sector.
xxx
Social Benefits
Delhi Metro is the first railway project to be registered under Clean Development Mechanism of United Nations to earn carbon credits. It is slated to earn 400,000 carbon credits for the period of 10 years starting from December 2007. This will generate a
Net Benefit of Metro viii
Passenger 33% Govt 46%
revenue of `1.2 crore in the future. xxxi Metro also creates an incomparable experience of short trips that represents the efficiency, modernity and sense of progress the new system. A substitution for the existing road transportation system is also needed
Unskilled labour 0%
Public 21%
because of the increase in the frequency of road accidents which added to the sense of insecurity for this mode of transportation. The Metro has also transformed the social culture giving us a sense of discipline, cleanliness and enhanced multifold development of the place. At the same time it also presents an iconic image that could generate a sense of public pride, ownership and respect for the values being instilled by the new system. xxxii
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APPENDIX 1
Phase I of Delhi Metro Rail project consisted of the following three lines Line Shahdara-Tri Nagar-Rithala Vishwa Vidyalaya-Central Secretariat Indraprastha-Barakhamba Road-Dwarka Sub City
Length (Kms)
No. of Stations
22.06
18 10.84
32.10
Shahdara – Dilshad Garden Indraprastha – Noida Sector 32 City Centre Yamuna Bank – Anand Vihar ISBT Vishwavidyalaya – Jahangir Puri Inderlok – Kirti Nagar –Mundka Central Secretariat – Sushant Lok Dwarka Sector 9 to Dwarka Sector 21 New Delhi – Airport Anand Vihar – KB Vaishali Central Secretariat – Badarpur
Length (Kms) 3.09 15.07 6.17 6.36 18.46 27.45 2.76 19.20 2.57 20.04
10 31
Phase II of the Delhi Metro Project consist of the following lines Line
xxxiii
xxiv
No. of Stations 3 11 5 5 15 19 2 4 2 15
Phase III (planned) with a total length of 112 kilometres, has a 2015 deadline, and tentatively includes extensions to Badli, Mukundpur, Bahadurgarh, Shiv Vihar, Barwala, Ghaziabad, Gurgaon and Faridabad.xxxiv
Phase IV (planned) has a 2020 deadline, and tentatively includes further extensions to Sarai Kale Khan ISBT, Sonia Vihar, Reola Khanpur, Mukundpur, Palam, Najafgarh, Ghazipur, Noida Sector 62, Gurgaon and Faridabad, having a total length of 108.5 km.xxv
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APPENDIX 2
Delhi Metro Rail Network xxxv
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APPENDIX 3
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xxxvi
REFERENCES i http://www.delhimetrorail.com/corporates/needfor_mrts.html ii The Crisis of Public Transport in India, Journal of Public Transportation iii http://delhigovt.nic.in/dmrc.asp v http://www.railway-technology.com/projects/delhi/ vi http://www.delhimetrorail.com/corporates/history.html vii http://www.delhimetrorail.com/corporates/propertydvp/background.html viii http://web.iitd.ac.in/~tripp/delhibrts/metro/Metro/message%20in%20a%20metro%20-%20Matti.pdf ix http://mpra.ub.uni-muenchen.de/1658/1/MPRA_paper_1658.pdf x http://www.delhimetrorail.com/commuters/whats_new.html xi http://www.delhimetrorail.com/corporates/ecofriendly/iso14001.html xii http://www.indiaenvironmentportal.org.in/files/Delhi%20Metro.pdf xiii http://www.icjonline.com/interviews/Interview_Sreedharan_Nov_2002.pdf - Interview with E. Sreedharan xiv http://www.pkfindia.in/Value%20Adds/5%20IAVA%20-%20Lessons%20from%20the%20incredible%20%20Delhi%20 Metro%20Project.pdf xv http://economictimes.indiatimes.com/articleshow/5973562.cms xvi http://www.delhimetrorail.com/corporates/ecofriendly/Chapter%205.pdf xvii Message in a Metro: Building Urban Rail Infrastructure and Image in Delhi, India International Journal of Urban and Regional Research xviii Socio-Economic Impact Assessment (SEIA) Methodology for Urban Transport Projects Provide more details xix DMRC Annual report 2008-2009 xx http://www.hindustantimes.com/A-chronology-of-Delhi-Metro-accidents/H1-Article1-431402.aspx xxi http://www.indianexpress.com/news/widening-reach-metro-looks-at-ways-to-ease-rush/542010/0 xxii http://www.hindustantimes.com/News-Feed/newdelhi/Crowded-stations-slow-trains/Article1-477845.aspx xxiii http://www.hindustantimes.com/News-Feed/newdelhi/Feeder-service-or-the-lack-of-it/Article1-484059.aspx xxiv http://www.cag.gov.in/html/reports/commercial/2008_PA17com/contents.htm xxv http://news.in.msn.com/business/article.aspx?cp-documentid=3077976 xxvi The Indian Concrete Journal, November 2002, Delhi Metro : a trend setter project xxvii http://www.delhilive.com/page/delhi-metro-enters-exclusive-club-20070201756 and The Indian Concrete Journal, November 2002 xxviii International Journal of Urban and Regional Research, June 2006, 277-92 xxix Social cost benefit analysis of Delhi metro (October 2006) by Institute of Economic Growth xxx www.ibef.org/download/TRANSPORT.pdf xxxi http://economictimes.indiatimes.com/news/news-by-industry/transportation/railways/Delhi-Metro-is-first-railproject-to-earn-carbon- credits/articleshow/2676012.cms xxxii Evaluation of public transport system systems : case study of Delhi metro by Mukti Advani & Geetam Tiwari xxxiii http://www.delhimetrorail.com/corporates/projectupdate/phase1_network.html xxxiv "Delhi Metro Master Plan 2021" - http://www.delhimetrorail.com/commuters/images/metro_map_big.jpg xxxv http://mapsof.net/delhi/static-maps/png/delhi-metro-rail-map xxxvi Mythologies, Metro Rail Systems and Future Urban Transport – Dinesh Mohan (Economic & Political Weekly)
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