Delhi Metro Railway-Group 4

8/8/2019 Delhi Metro Railway-Group 4

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DELHI METRO RAILWAY CORPORATION

BHARANI SHANKAR (1011162)BHASKAR DAS (1011163)

BHUPESH VERMA (1011164)BITANGSHU BARAL (1011165)DEBASMITA PANJA (1011166)


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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 Metros 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 hasbeen 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 servicein Delhi, failed completely due to unreliability of service, extreme overcrowding, unqualifieddrivers, 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

metro was thus conceptualized.iii

Also Delhi was well staged for an excellent MRTS to be brought in. Ithas 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 11th 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 differentphases. 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

Agencyviii

. The capital cost of Phases I and II had been estimated at approximately `14,430 crore in

2004. 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 CentralIndustrial 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


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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 trenchless digging, use of

ballastless 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 weretherefore 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 bridge

was completed in a period of just 30 months and there are no joints which enables a smoother

journey.xii

Delhi Metros 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 - projectorganization and operation & maintenance. The organization culture was based on punctuality,

honesty and strict adherence to timelines.

A team of people received training at Hong Kongs Mass Rapid Transit Railway to get a firsthand understanding of the nuances of the project.

The contract awarding and procurement processes were simple, transparent without anysubjective 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 theschedule 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. Theresource management module alerted managers in case of shortage or excess of resources. Thesoftware 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 days work 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 toDMRC to acquire land for the metro / other utilities or property development in order to

recover costs. This law superseded Delhis local municipal laws and stay orders could not 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. Italso 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 partof 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. DMRCs 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.

JICA which was the lead financier and was engaged throughout the project.


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DMRC organized community interaction programs to elicit solutions from the public on variousissues.

IIT Delhi was involved in planning alternate traffic arrangements to that inconvenience to thegeneral 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 aparticular 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 hasprovided a long lasting solution for commuters in a traffic

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 1,800fewer buses on the roads, annual fuel savings of `1712 million

and substantial reduction in air pollution.xvi

Political consensus on the project has resulted in itsendorsement 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

budget, is the consultant on many such projects.

New technologies were introduced into the country via thisproject, including advanced tunneling techniques, ballast-less

track technology, sophisticated signaling system 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

REDUCTION IN FUEL CONSUMPTIONDUE TO PHASEI & II

CNG82.91Million

Kg

Petrol 87.5Million liters

Diesel 15.75Million liters

Phase

I + II

Buses1800

2Wheelers320000

Cars90000

3Wheelers

19000

Estd REDUCTION IN VEHICLES (2011)2


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The metro has also enabled transformation of the urban social landscape of Delhi, by inculcating aculture 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

a claim as a world-class city.xvii

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 Metros 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 failureleading 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 thecollapse of one side of the construction site.

July 12, 2009: An under construction bridge collapsed during erection process near centralsecretariat 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 ofservices 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 companyand the companys 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 andno dividend has been paid for the governments 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 ofland 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 (DMRC)

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 trafficproblems 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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Govt

46%

Public

21%

Unskilled

labour

0%

Passenger

33%

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

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

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

Net Benefit of Metro viii


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APPENDIX 1

Phase I of Delhi Metro Rail project consisted of the following three lines xxxiii

Line Length (Kms) No. of Stations

Shahdara-Tri Nagar-Rithala 22.06 18 Vishwa Vidyalaya-Central Secretariat 10.84 10

Indraprastha-Barakhamba Road-Dwarka Sub City 32.10 31

Phase II of the Delhi Metro Project consist of the following lines xxiv

Line Length (Kms) No. of StationsShahdara Dilshad Garden 3.09 3

Indraprastha Noida Sector 32 City Centre 15.07 11

Yamuna Bank Anand Vihar ISBT 6.17 5

Vishwavidyalaya

Jahangir Puri 6.36 5Inderlok Kirti Nagar Mundka 18.46 15

Central Secretariat Sushant Lok 27.45 19

Dwarka Sector 9 to Dwarka Sector 21 2.76 2

New Delhi Airport 19.20 4

Anand Vihar KB Vaishali 2.57 2

Central Secretariat Badarpur 20.04 15

Phase III (planned) with a total length of 112 kilometres, has a 2015 deadline, and tentatively includesextensions 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 KhanISBT, Sonia Vihar, Reola Khanpur, Mukundpur, Palam, Najafgarh, Ghazipur, Noida Sector 62, Gurgaon andFaridabad, having a total length of 108.5 km.xxv


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APPENDIX 2

Delhi Metro Rail Networkxxxv


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APPENDIX 3 xxxvi


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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 andRegional 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-rail-

project-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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Delhi Metro Railway-Group 4

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