Chapter-1

Introduction
Introduction
For implementation and subsequent operation of Delhi MRTS, a company under the name
DELHI METRO RAIL CORPORATION was registered on 03-05-95 under the
Companies Act, 1956. DMRC has equal equity participation from GOI and GNCTD.
Structure
Chairman

Managing Director

Total No. of Directors - 17 (Including Chairman)

Nominee of Govt. of India - 5

Nominee of Govt. of NCTD - 5 (Including MD)

No. of full-time functional Directors at present including MD - 8

The corporate office of the company is located at Metro Bhawan, Fire Brigade
Lane, Barakhamba Road New Delhi - 110001, India

About Delhi Metro :

The Delhi Metro has been instrumental in ushering in a new era in the sphere of mass
urban transportation in India. The swanky and modern Metro system introduced
comfortable, air conditioned and eco-friendly services for the first time in India and
completely revolutionized the mass transportation scenario not only in the
NationalCapitalRegion but the entirecountry

Having constructed a massive network of 213 Km with 160 stations in record time, the
DMRC today stands out as a shining example of how a mammoth technically complex

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infrastructure project can be completed before timeandwithinbudgeted cost by a
Governmentagency.

The Delhi Metro Rail Corporation Limited (DMRC) was registered on 3 rd May 1995
under the Companies Act, 1956 with equal equity participation of the Government of the
National Capital Territory of Delhi

(GNCTD) and the Central Government to implement the dream of construction and
operation of a world- class Mass RapidTransportSystem(MRTS).

The DMRC opened its first corridor between Shahdara and Tis Hazari on 25th December,
2002. Subsequently, the first phase of construction worth 65 kilometres of Metro lines
was finished two years and nine months ahead of schedule in 2005. Since then the DMRC
has also completed the construction of another 125 kilometres of Metro corrid or sunder
the second phase in only four andahalfyears.

Presently, the Delhi Metro network consists of about 213 Km with 160 stations along
with six more stations of the Airport Express Link. The network has now crossed the
boundaries of Delhi to reach NO Gurga onand Haryana.

The Airport Express link between the Indira Gandhi International Airport and New Delhi
has now propelled Delhi to the league of global cities which have high speed rail
connectivity between the city and the airport.

The DMRC today has 216 train sets of four, six and eight coaches. More than a hundred
trains of six coach configuration and over 60 trains of eight coach configuration are
currently operational
.

The Delhi Metro has also contributed tremendously on the environment front by
becoming the first ever railway project in the world to claim carbon credits for

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regenerative braking. DMRC has also been certified by the United Nations (UN) as the
first Metro Rail and Rail based system in the world to get carbon Credits for reducing
Green House gas emissions as it has helped to reduce pollution levels in the city by 6.3
lakh tons every year
It has also set up roof top solar power plants at many of its stations. All stations of the
presently under construction corridors are being constructed as green buildings. In the
present phase of Delhi Metros construction, the DMRC is in the process of building
another 160 kilometres of Metro lines which will weave a web of Metro corridors along
the citys Ring Road besides connecting with many other localities in NOIDA, Ghaziabad
Apart from providing Delhites with a comfortable public transport option, the Delhi
Metro is also contributing significantly towards controlling pollution as well as reducing
vehicular congestion on the roads. According to a study, Delhi Metro has helped in
removing about 3.9 lakh vehicles from the streets of Delhi.

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 NEED FOR THE STUDY

To analyze the situation of the company in that the study gives the clear cut picture
of the company regarding finance, marketing, human resource polices to improve the grey
areas of the company. To know the units of DMRC Ltd company all over India.

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 SCOPE OF THE STUDY

The scope of the study is to deal with growth of the company in India and its Public
satisfaction and recent developments it also help to analyze present and future trends
along with Public and society its impact on company.

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 OBJECTIVES OF THE STUDY

To study the DMRC Ltd profile in India.

To know the strengths, weakness and opportunities and threats of DMRC Ltd
To know about corporate social responsibilities of DMRC Ltd.
To know about the Public Satisfaction and their position.
To offer suggestions for better improving of companys performance.

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 METHODOLOGY OF THE STUDY

The progress of the sector was analyzed at a glance keeping in view the
performance of various market player.

Data gathered form secondary source like magazines, web sites , journals and
different portals.

The base data collected from secondary sources.

SWOT analysis is used to analyze the data.

My project is totally based on secondary data. For that I have gone through
newspaper, magazine, research paper, web portal of DMRC, Delhi Gov. website
and many others website

Face to face interaction with employees of DMRC

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 LIMITATIONS OF THE STUDY

Time limitation
This study is focusing only on marketing strategies and financial strategies
of the DMRC Ltd .
Adequate data is not available.

CHAPTER 2

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 OVERVIEW OF COMPANY

DMRC INDUSTRY PROFILE

Introduction of DMRC Ltd

Physical construction work on the Delhi Metro started on 1 October 1998. After the
previous problems experienced by the Kolkata Metro, which was badly delayed and 12
times over budget due to "political meddling, technical problems and bureaucratic
delays", DMRC is a special purpose organisation vested with great autonomy and powers
to execute this gigantic project involving many technical complexities, under a difficult
urban environment and within a very limited time frame. DMRC was given full powers to
hire people, decide on tenders and control funds. The DMRC then consulted the Hong
Kong MTRC on rapid transit operation and construction techniques. As a result,
construction proceeded smoothly, except for one major disagreement in 2000, where the
Ministry of Railways forced the system to use broad gauge despite the DMRC's
preference for standard gauge.

Set up in May95 under the Indian Companies Act.

A joint venture between the Federal Government of India and the Provincial
Government of Delhi State, with equal equity.

DMRC has the responsibility for construction and operation of Delhi Metro.
A Master Plan had been drawn up for Delhi Metro expansion, consisting of 12
lines, covering 420 kms. to be completed by 2021 in four Phases.

Works started on Phase I on 1st October, 1998 and completed in December, 2005.

Phase-I 65 kms. Cost US $ 2.5 billion. Completed in 7 years and 3 months (2

years & 9 months ahead of schedule)

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 Phase-II covers 124 kms. This also includes a high speed Metro connection from
centre of the city to the new airport in 18 minutes.

Phase-III works commenced in January 2006 and completed in October, 2010 5

months ahead of schedule.

Phase-IV will consist of about 104 km at a cost of US $ 8.6 billion. The first
contract for Phase-III has since been awarded.

History of DMRC Ltd :-

The concept of a mass rapid transit for New Delhi first emerged from a traffic and travel
characteristics study which was carried out in the city in 1969. Over the next several
years, many official committees by a variety of government departments were
commissioned to examine issues related to technology, route alignment, and
governmental jurisdiction. In 1984, the Delhi Development Authority and the Urban Arts
Commission came up with a proposal for developing a multi-modal transport system,
which would consist of constructing three underground mass rapid transit corridors as
well augmenting the city's existing suburban railway and road transport networks.

While extensive technical studies and the raising of finance for the project were in
progress, the city expanded significantly resulting in a twofold rise in population and a
fivefold rise in the number of vehicles between 1981 and 1998. Consequently, traffic
congestion and pollution soared, as an increasing number of commuters took to private
vehicles with the existing bus system unable to bear the load. An attempt at privatising
the bus transport system in 1992 merely compounded the problem, with inexperienced
operators plying poorly maintained, noisy and polluting buses on lengthy routes, resulting
in long waiting times, unreliable service, extreme overcrowding, unqualified drivers,
speeding and reckless driving. To rectify the situation, the Government of India and the
Government of Delhi jointly set up a company called the Delhi Metro Rail Corporation
(DMRC) on 3 May 1995, with E. Sreedharan as the managing director.

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Dr. E. Sreedharan handed over the charge as MD, DMRC to Mr. Mangu Singh on 31
December 2011.

Operation Highligts :

2500 train trips with 200 train sets on 6 lines.

Each train used to consist of 4 coaches. Trains progressively being lengthened to 6

coaches and finally to 8 coaches.

Average daily ridership - About 16.5 lakh passengers with average lead of 14kms.

Frequency during peak hours 2 m 30 sec.

System fullyBarrier Free for Physically challenged.

DMRC has introduced feeder bus short loop services

Punctuality measured with a least count of 60 Sec. and average punctuality

percentage is above 99%.

Construction accidents

On 19 October 2008, a girder launcher and a part of the overhead Blue Line extension
under construction in Laxmi Nagar, East Delhi collapsed and fell on passing vehicles
underneath. Workers were using a crane to lift a 400-tonne concrete span of the bridge
when the launcher collapsed along with a 34-metre (112 ft) long span of the bridge on top
of a Blueline bus killing the driver and a labourer.

On 12 July 2009, a section of bridge collapsed while it was being erected at Zamrudpur,
near East of Kailash, on the Central Secretariat Badarpur corridor. Six people died and

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15 were injured. The following day, on 13 July 2009, a crane that was removing the
debris collapsed, and with a bowling pin effect collapsed two other nearby cranes,
injuring six. On 22 July 2009, worker at Ashok Park Metro station was killed when a steel
beam fell on him. Over a hundred people, including 93 workers, have died since work on
the metro began in 1998.

Overview Of DMRC Ltd :-

Current routes:-

As of November 2015, with the completion of Phase I, Phase II and the beginning of
operations on Phase III, the Delhi Metro network comprises five coloured lines (plus the
Airport Express line), serving 154 metro stations (with 6 more stations on the Airport
Express line, for a total of 160) and operating on a total route length of 213 kilometres

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 Trac
k Min
First Last Leng Rolli
Stations gaug Pow head
Line operatio extensi th Terminals ng
[34]
e er way[3
nal on (km) stock
(mm 5]

Red 2008-06- Dilshad Rithal 25 kV 3.10

2002-12-24 21 25.09 31 trains 1676
Line 04 Garden a OHE min

HUD
A
Yello 2015-11- Samayp 25 kV 2.08
2004-12-20 37 49 City 60 trains 1676
w Line 10 urBadli OHE min
Centr
e

Dwar
Noida
2010-10- ka 25 kV
2005-12-31 44 49.93 City 1676
30 Secto OHE
Centre
Blue r 21 2.30
70 trains
Line min

2011-07- Yamuna Vaish 25 kV

2010-01-07 7 8.74 1676
14 Bank ali OHE

Mund 25 kV
2010-04-03 14 15.14 Inderlok 1435
ka OHE

Gree 4.16
16 trains
n Line min
Ashok
Kirti 25 kV
2011-08-27 2 3.32 Park 1435
Nagar OHE
Main

Escor
Viol 2015-09- ts 25 kV 3.00
2010-10-03 28 35.17 ITO 31 trains 1435
et Line 06 Mujes OHE min
ar

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 Trac
k Min
First Last Leng Rolli
Stations gaug Pow head
Line operatio extensi th Terminals ng
[34]
e er way[3
nal on (km) stock
(mm 5]

Airp
Dwar
ort
New ka 25 kV 10
Express 2011-02-23 6 22.70 8 trains 1435
Delhi Secto OHE min[3
(Orange
r 21
Line)

TOTA
160 209
L

Main articles :
Red Line :

The Red Line was the first line of the Metro to be opened and connects Rithala in the
west to Dilshad Garden in the east, covering a distance of 25.09 kilometres (15.59 mi). It
is partly elevated and partly at grade, and crosses the Yamuna River between Kashmere
Gate and Shastri Park stations.

Yellow Line :

The Yellow Line was the second line of the Metro and was the first underground line to
be opened. It runs for 49 kilometres (30 mi) from north to south and connects
SamaypurBadli with HUDA City Centre in Gurgaon. The northern and southern parts of

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the line are elevated, while the central section passes through some of the most congested
parts of Delhi is underground. The first section between VishwaVidyalaya and Kashmere
Gate opened on 20 December 2004, and the subsequent sections of Kashmere
Gate Central Secretariat opened on 3 July 2005, and VishwaVidyalaya Jahangirpuri
on 4 February 2009.

Blue Line :

The Blue Line was the third line of the Metro to be opened, and the first to connect areas
outside Delhi. Mainly elevated and partly underground, it connects Dwarka Sub City in
the west with the satellite city of Noida in the east, covering a distance of 47.4 kilometres
(29.5 mi). The first section of this line between Dwarka and Barakhamba Road was
inaugurated on 31 December 2005, and subsequent sections opened between
Dwarka Dwarka Sector 9 on 1 April 2006, Barakhamba Road Indraprastha on 11
November 2006, Indraprastha Yamuna Bank on 10 May 2009, Yamuna Bank Noida
City Centre on 12 November 2009, and Dwarka Sector 9 Dwarka Sector 21 on 30
October 2010.

Green Line :

Opened in 2010, Green Line (Line 5) is the fifth line of the Delhi Metro network and the
first line on standard gauge, as opposed to previous broad gauge lines. It runs between
Inderlok (station on the Red Line) and Mundka with a branch line connecting the line's
Ashok Park Main station with Kirti Nagar station on the Blue Line. The completely
elevated line, built as part of the Phase-II of Delhi Metro runs mostly along the busy NH
10 route in West Delhi. The line consists of 17 stations including an interchange station
covering a total length of 18.46 km.This line also has the country's first standard-gauge
maintenance depot at Mundka.

Violet Line :

The Violet Line is the most recent line of the Metro to be opened, and the second
standard-gauge corridor after the Green Line. The 37 km (23 mi) long line
connects Escorts Mujesar in Faridabad to ITO, with 22.8 km (14.2 mi) being overhead
and the rest underground. The first section between Central Secretariat

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and SaritaVihar was inaugurated on 3 October 2010, just hours before the inaugural
ceremony of the 2010 Commonwealth Games, and connects the Jawaharlal Nehru
Stadium, which was the venue for the opening and closing ceremonies of the event.

Delhi Airport Metro Express :

The Airport Express line runs for 22.7 km (14.1 mi) from New Delhi Railway
Station to Dwarka Sector 21, linking the Indira Gandhi International Airport. The line was
operated by Delhi Airport Metro Express Pvt. Limited (DAMEL), a subsidiary of Reliance
Infrastructure, the concessionaire of the line till 30 June 2013 and is now being operated
by DMRC. The line was constructed at a cost of 57 billion (US$850 million), of which
Reliance Infrastructure invested 28.85 billion (US$430 million) and will pay fees on a
revenue-share model. The line has six stations (DhaulaKuan and Delhi Aerocity became
operational on 15 August 2011), with some featuring check-in facilities, parking, and
eateries.

Advantages of using DMRC Ltd

You've faced these first world problems on the Delhi metro. But that's all they are -- first
world problems. We're so accustomed to our daily metro routine that we've forgotten to
appreciate this sheer awesomeness that runs all over SaddiDilli.

1. No traffic jams in Metro land

Traffic kills you overhead, while under the ground the metro cruises along
smoothly. Result? What takes you one hour by road, takes you 20 minutes by
metro.

2. As you walk in, the cool air greets you.

Think Delhi summers and you'll agree that the A/C in metro makes life a lot
easier. Not to forget the freezing winters where some human warmth is rather
welcome.

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3. Even the lazy can travel easy.

Yes, you may have to push your way in or out but hey if you live in Delhi you've
probably found novel methods to counter claustrophobia by now.

4. You can go on a DilliDarshan without burning a hole in your pocket.

You spend more on a 600ml coke (Rs 35) than you do travelling the crazy distance
from Vishwavidyalaya/DU North Campus to Huda City Centre/Gurgaon's last
station. (Rs 28)

5. Mother Nature will thank you.

This definitely appeals to the environment conscious. Plus remember how much it
hurts when you fish out Rs 500 notes from your wallet for petrol? Yeah, now take
the metro.

6. You don't even realise the distance you've travelled before you step out.

Just find a quiet corner and plug in. All the metro is a music video now...and
you've reached.

7. You think of an inconvenience, and soon enough it's solved!

DMRC has introduced snazzy, silvery buses to connect your locality to the nearest
metro station.

Oh and don't forget the Rapid Metro line in NCR. You can even use your regular metro
card to travel by it

.8. There probably is a station under construction near your house.

The Delhi Metro is constantly expanding. The metro line that connects Yellow
Line to Violet Line via Mandi House station was the last one to start. And chances
are you've taken it.
9. Too many people? No problem. Ekjaatihaitoh..
The metro trains are so frequent that you technically never "miss" a train. They're
definitely a lot more regularly available than a bus or an auto in Delhi

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10. No cause for panic.

Even late in the night or early morning, a metro coach is never completely
deserted. For those who want to travel safe, Delhi Metro is a good idea.

Plus there's always a cop around.

11. Plus it's web-friendly.

You can recharge your metro card on the DMRC website. As easy as buying
clothes off the internet, but far more useful.

12. You find it surprisingly CLEAN.

Name one other public transport authority in India that actually maintains
cleanliness? Please don't say Airports Authority of India. They don't really have
that big a littering issue.

13. Speaking of airports, did you know that DMRC has cut down on its Airport
Express Line fares?

Quality management Policy :-

Following are the management system DMRC has gone for till now:-

Quality management System (QMS)

Environment Management System (EMS)

Occupation Health and Safety Assessment Series (OHSAS)

Energy management System (EnMS)

QMS:

ISO 9001:2008 or QMS is a set of policies, procedure required for planning and
execution in core business area of an organisation.

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 EMS:

ISO 14001:2004 or EMS determines and continuously improves an organisations

environmental position and performance.

OHSAS:

OHSAS 18001:2007 determines the safety and Health of workers during

execution of work. It reduces accident and incidents happened at work site and
increases employee satisfaction.
IMS (Integrated Management System) includes QMS, EMS and OHSAS. An IMS
integrates all of an organisation system and processes in to one complete
framework, enabling an organisation to work as a single unit with unified
objectives.

EnMS: ISO 50001 or Energy Management System determines and continually

improves organisations energy usage and impacts.

Electro-Mechanical Services at 15 DMRC stations (Phase-I and Phase-II) and

Khyber Pass Depot are ISO 50001:2011 (EnMS) certified and at 29 DMRC
stations and 3 Depots at Line-5 and 6 are under process.

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Corporate Communications Management:-

Delhi Metro organised workshops for the contractors which focuses on public affairs
handling and safety. During these workshops, the contractors are informed about the
importance of proper handling of public affairs and site safety such as public
grievances as well as suggestions, media handling, traffic management, barricading,
installing signages, etc.

Corporate Social Responsibility (CSR) : -

The Company as a corporate entity is fully aware of its obligations towards environment,
and also to the society. The Company has been discharging its social responsibility as a
part of its Corporate Governance philosophy. Providing uninterrupted transport service
itself fulfills a great social responsibility, but in addition to this, DMRCs corporate
culture specifies that the Metro should not lead to ecological or environmental
degradation. For every tree cut during the construction, 11 trees are being planted as
compensatory afforestation, including a tree close to the original location from where it
was cut. Many eco-friendly varieties of trees have been planted. During construction, the
contractors are encouraged to adopt environmental friendly construction practices.
Further, during the year for promotion of social causes, by way of display of social

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messages in the form of banners/advertisement/panels have also been allowed at some of
the metro stations on free of cost basis.

Woman coach in DMRC

For safety of woman

DMRC has reserved coach for women

Making their travel safe even during late hours

Comfort of women started on 2nd October 2010

It has increased women passengers in metro

Women only Metro coaches Make Damsels Happy

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ACCIDENTS :-

BUSINESS STANDARDS NEWS :

As ON july 22, 2010, E. sreedharan said that 90 people have died in several accidents
related to the construction of the mass transport system over last one decade in the
national capitel.

Major incident are :

October 19 2008 a girder launcher and a part of the overhead Bule Line extension
under construction in LaxmiNager, East Delhi collapsed and fell on passing
vehicles underneath , Workers were lifting a 400 tonne concrete span of the
bridge with the help of acrane when the launcher collapsed along with a 34 metres
long span of the bridge on top of a Blue line bus killing the driver and a labourer

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 On July 13, 2009 a crane that was removing the debris collapsed, and with a
bowling pin effect collapsed two other nearby cranes, injuring six.

On july 22, 2009 a steel beam fell on a worker at the under- construction Ashok
park metro station, killing him.

Challenges in Implementation of DMRC

Delhi Metro Project is the biggest urban intervention since IndependenT

Project is to be executed in very difficult urban environment.

Being in the capital city all actions under close scrutiny of VVIPs.

Project approved on completion cost.

The Project implementation period extremely compressed and strict completion

targets.

Metro being constructed to world class standards with frontline technologies.

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Delhi Metro Problems in Recruiting

Problem of Skill Shortage

Problem of Training.

Problem of Lack of experience

Problem of Corruption

Delhi Metro Planning Obstacles

Lack of Funds

Political Interference

Lack of Professionalism

Accountability, Property disputes etc

Financial power were vested in the managing Director Also the MD was the last
authority on tenders.

Delhi Metro Cost control

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 The total expenditure of Delhi Metro was spilt into 3 broads heads

1).Manpower

2) Energy

3). Meterial including Maintenance

Each of these accounted for approximately 1/3rd of the project coach

Delhi Metro Current Scenario

Number of lines : 6

Number of stations : 142

Daily ridership : 1:8 million

Number of vehicles : 210 trains

Trains length : 4/6 coaches

Delhi Metro OUTLOOK

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 The Dehli metro project was successful in reducing pollution levels and vehicular
traffic

The DMRC earned revenues of rs. 1.50 billion in the financial year ended march
2006, in comparison to the Rs. 720 million earned in the previous year.

It earned additional income by providing consultancy services to organization and

cities, both in india and overseas

Problems In DMRC

Despite assurances that the DMRC would enjoy autonomy, it faced political
Processes, promotions, and contract awarding but also in land acquisition.

The DMRC also faced the difficult task of relocating the people evicted from
properties acquired for the Project. It had to built temporary accommodations for
the people who were to be relocated.

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 With the Delhi Metro Act coming into force the DMRC faced few legal problems
in acquiring properties. About 400 cases were filed against the DMRC on this
issue, out of which only 100 were pending as of 2006

Awards won by DMRC:

Environmental Awards :
Asia Pacific Regional Network Leadership Awards 2016 by World Green Building
Council

ISO 14001 EMS (Environmental Management System) Certification during

construction

Integrated ISO 14001 & OHSAS 18001 during operation. (Delhi Metro has
received this recognition consistently since 2002)

Golden Peacock Environment Management Award 2005

Environment Leadership Award by the United States Asia

Environmental Partnership Programme in 2004

National Conservation Awards Second Prize in Zonal Railways category, 2008.

Best Clean Development Mechanism Award at the Institute of Urban Transport

(IUT) Awards, 2011

Awards for Engineering :

PSU of the year Award by All India Management Association (AIMA), 2016

Asian Pacific Region Network Award by World Green Building Council, 2016

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 National Award in 2000 by the Indian Institute of Bridge Engineers (IIBE) for the
Metro Rail Bridge across the Yamuna for using the most innovative construction
engineering techniques

ACECC Outstanding Civil Engineering Project Award, 2010.

DainikBhaskar India Pride Award, 2010 for India Image Enhancement/ Creating a
Global Brand

Most Improved Metro Award at the 3rd Metro Awards Ceremony in London in
March, 2010.

CNBC TV18-Essar Steel Infrastructure Excellence Awards, 2011 for the Best
Urban Infrastructure Project

Japan International Cooperation Agency (JICA) Presidents Award 2012

Safari India Magazines Award for Convenient and Fast Travel, 2013

CBIP Award for developing /Introducing latest technology for speedy

constructions of infrastructure projects.Awards for Engineering

ABP News Best City Awards, 2014

Skoch Order of Merit at the Skoch Renaissance Awards, 2014.

Board of Directors :-

Shri Shankar Aggarwal Chairman, DMRC Ltd. & Secretary (UD), MoUD,
NirmanBhawan, New Delhi-110011.

ShriMangu Singh Managing Director, DMRC Ltd., Metro Bhawan, Fire

Brigade Lane, Barakhamba Road, New Delhi-110001.

Shri D.M. Spolia Director, DMRC Ltd. & Chief Secretary, GNCTD,
New Delhi-110002.

Smt. NainiJayaseelan Director, DMRC Ltd. & Member Secretary, National

Capital Region Planning Board, India Habitat Centre, New Delhi-
110003.

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ShriBalvinder Kumar Director, DMRC Ltd. & Vice Chairman, DDA,
VikasSadan, New Delhi-110023.

Dr. M.M. Kutty Director, DMRC Ltd. & Principal Secretary

(Finance), GNCTD, Delhi Sachivalaya, I.P. Estate, New Delhi-110002.

Shri C.K. Khaitan Director, DMRC Ltd. & Joint Secretary (UT), MoUD,
NirmanBhawan, New Delhi-110011.

ShriGyaneshBharti Director, DMRC Ltd. & Secretary-cum-

Commissioner (Transport), GNCTD, Transport Department, 5/9, Underhill Road,
Delhi-110054.

Shri V.K. Jain Director, DMRC Ltd. & Additional Member (Works),
Railway Board, Ministry of Railways, Rail Bhawan, New Delhi-
110001.

Shri Ramesh Chandra Director, DMRC Ltd., Metro Bhawan, Fire Brigade
Lane, Barakhamba Road, New Delhi-110001.

Shri H.S. Anand Director (Rolling Stock), DMRC Ltd., Metro Bhawan,
Fire Brigade Lane, Barakhamba Road, New Delhi-110001.

ShriJitendraTyagi Director (Works), DMRC Ltd., Metro Bhawan,

Fire Brigade Lane, Barakhamba Road, New Delhi 110001.

Shri S.D. Sharma Director (Business Development), DMRC Ltd., Metro

Bhawan, Fire Brigade Lane, Barakhamba Road, New Delhi
110001.

Shri D.K. Saini Director (Project & Planning), DMRC Ltd., Metro
Bhawan, Fire Brigade Lane, Barakhamba Road, New Delhi 110001.

ShriSharat Sharma Director (Operations), DMRC Ltd. Metro Bhawan,

Fire Brigade Lane, Barakhamba Road, New Delhi-110001.

Shri K.K. Saberwal Director (Finance), DMRC Ltd. Metro Bhawan, Fire
Brigade Lane, Barakhamba Road, New Delhi-110001.

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Shri A.K. Gupta Director (Electrical), DMRC Ltd., Metro Bhawan,
Fire Brigade Lane, Barakhamba Road, New Delhi-110001.

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 CHAPTER:3

DETAILED OVERVIEW OF COMPANY

Delhi Metro at a Glance :

Delhi Metro Rail Corporation Limited (DMRC) was incorporated on 3 rd May, 1995 under
the Companies Act, 1956 with equal equity participation of the Government of the
National Capital Territory of Delhi (GNCTD) and the Central Government to implement
the dream of construction and operation of a world-class Mass Rapid Transport System
(MRTS).

Delhi Metro has been instrumental in ushering in a new era in the sphere of mass urban
transportation in India. The swanky and modern Metro system introduced comfortable,
air conditioned and eco-friendly services for the first time in India and completely
revolutionised the mass transportation scenario not only in the National Capital Region
but the entire country.

Vision :
commuting experience in Delhi Metro to be customers delight.

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 Mission :

1). To cover the whole of delhi&adjoining areas with ametro Network by the tear
2021

2). To serve customers including differently abled commuters with passion.

3). To sustain the image of being number one in the transportation sector in india
and to be among the 3metro rail systeams in asia, with regard to
*safety
*reliability
* punctuality
* quality
* responsiveness to customer
4) To make delhi Metro self-sustainable

Culture :

Be committed to DMRC mission and provide asecure commuting experience

Ensure optimal and smooth waiting transition at stations.
To serve all our stakeholders with pride, perfection, and dignity and make it easier
to do business with DMRC

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 To sustain Leaner the better and we mean business attitude by being
effective,responsive ,transperrent and courteous.
Our trains and premises shall be spotlessly clean.
Our staff having public interface shall be
Smartly dressed,
Punctual ,
polite,
empathic
To cut Waste relentlessly
DMRC is a learning organization.we will strive to improve in whatever we d

Solar Policy Management :

Delhi metro rail corporation (DMRC), in keeping with the objectives of National solar
Mission is fully commited to proactively establishing and promoting sustained use of
solar Energy to reduce green house gas emission and related impacts of climate change.
Accordingly, in pursuit of promoting green and clean power , the orgnaizational will
encourage the use of solar Energy in all its activities, as far as possible.
DMRC shall strive to :
Seeka long term sustainable solution to meet its energy needs and reduce
dependency on fossil fules
Increse the share of renewable energy in its overall power consumption , in
house , by generating 20 Mw of solar power for non- traction purposes , in next three
years.

Put in place an anapproite investment climate, that could leverage the clean

Development Mechanisam (CDM) and Renewable energy certification (REC).

Energy Management Policy

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 DMRC Ltd is committed to provide clean and comfortable public transport net work in
the state of Delhi & NCR and to be the lowest energy consumer in the Transportation
sector on likewise basis

Assuring compliance of all relevant legislation and other requirements related to

energy consumption, its use and Energy efficiency.

Encourage use of renewable energy sources to the extent it is economically viable

Benchmark energy consumption.

Optimize energy consumption and reduce green house gases.

To obtain power at minimum cost Create awareness about Energy Conservation

amongst the employees

Environment Policy :

Delhi Metro has developed a strategic vision to integrate environmental initiatives into
various activities of Projects and Operations departments. The Company is constantly
investing in initiatives to improve water pollution, waste management, emissions and
energy use as well as being committed to protecting natural resources. Over the years it
has achieved this in a number of ways, consistently exploring the possibilities for
improvement.

In recent years Leadership in Energy and Environment Design (LEED) has gained
tremendous acceptability amongst Indian stakeholders because of its ability to guide in
constructing a Green Building which is resource-efficient throughout its project cycle.
The Company is in the process of acquiring LEED certification for all upcoming stations
and all upcoming Receiving Substations (RSS) of Phase III. The Companys energy
conservation and water conservation policies are in place and are being progressively
implemented to achieve CO2 emission reduction & waste management during operations
of these buildings. Further, all systems of Line 2 have been certified to integrated ISO

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Management System comprising ISO 9001 on Quality, ISO 14001 on Environment and
OHSAS 18001 on Occupational Health & Safety.

Waste Management and Water Management are two other critical areas in which DMRC
has formulated respective policies and an action plan is being developed for their
implementation. Construction & Demolition (C&D) waste generated during construction,
is being sent to authorized processor of such waste. For Water Management, the Company
has been harvesting the rain water through rain water harvesting structures. At present
there are 377 functional Rain Water Harvesting Structures (RWHS) at depots, stations and
viaducts. These have the potential to harvest 120 million liters of rain water per annum.
Further, during the current financial year 80 additional rain water harvesting structures
have been planned.

Corporate Communications Management

Delhi Metro organised workshops for the contractors which focuses on public affairs
handling and safety. During these workshops, the contractors are informed about the
importance of proper handling of public affairs and site safety such as public
grievances as well as suggestions, media handling, traffic management, barricading,
installing signages, etc.

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 On the occasion of International Womens Day on 8th March, 2014, the Company
launched a special programme for metro commuters christened Know Your Metro.
Through-al and international exhibitions such as Tunnel Asia 2013, Urban Mobility
Expo 2013, Urban Mass Transit Expo 2013, etc. where details about Delhi Metro were
attractively displayed through panels, models, LED Screens, etc.

In order to spread awareness about various issues for a safe journey and convenience
of the commuters, the Company has uploaded a series of short public awareness films
on the internet.

Solar Energy Corporation of India (SECI) for development of solar photovoltaic

Power activities at Metro stations/ depots.
Corporate Social Responsibility (CSR)

The Company as a corporate entity is fully aware of its obligations towards environment,
and also to the society. The Company has been discharging its social responsibility as a
part of its Corporate Governance philosophy. Providing uninterrupted transport service
itself fulfills a great social responsibility, but in addition to this, DMRCs corporate
culture specifies that the Metro should not lead to ecological or environmental
degradation. For every tree cut during the construction, 11 trees are being planted as
compensatory afforestation, including a tree close to the original location from where it
was cut. Many eco-friendly varieties of trees have been planted. During construction, the
contractors are encouraged to adopt environmental friendly construction practices.
Further, during the year for promotion of social causes, by way of display of social
messages in the form of banners/advertisement/panels have also been allowed at some of
the metro stations on free of cost basis.

A Winter Old Age Home has been opened in Kalkaji near Govindpuri Metro Station,
New Delhi and it is being run from November to March every year since 2011 in
collaboration with Help Age India (NGO). Also a fully furnished childrens home
named ARMAN for 125 children constructed by DMRC in the year 2010-2011 at Tis
Hazari has been running successfully by an NGO known as Salam Balak Trust.

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Further, in reference to the provisions under the Section 135 of the Companies Act, 2013,
it may be stated that the Company is not earning any profit and therefore there is no need
to spend any amount, on CSR. As such, at this stage there is no necessity to constitute a
Board Sub-Committee or frame a policy on CSR.

Human Resource Management

As on 31st March, 2014, the Company has a team of 7904 highly dedicated personnel,
1666 in project and 6238 in operations & maintenance. The Company aims to align
Human Resources practices with business goals, motivate people for higher performance
and build a competitive working environment. In pursuance of the Companys
commitment to develop and retain the best available talent, the Company had organized
various training programmes for up gradation skill and knowledge of its employees in
different operational areas. In addition to various trainings, the Company organizes
various activities viz. Seminars, Workshops, Quiz Competitions, Excursions, Yoga &
Meditation Courses, etc. Further, regular open house sessions are also being organized to
facilitate direct interaction with employees.

During the year, the Company continued to take initiatives viz. a crche has been opened
at the Najafgarh colony of the Company for benefit of employees, a hostel for women
employees has been started at Shastri Park for female employees.

Employee relations remained cordial and the work atmosphere remained congenial during
the year.

HR Strategy :

Corporate Mission and Corporate Culture

A slim but effective organization - No ineffective layers such as clerks, peons

Reverse Time clocks.

Democracy in management Weekly HOD meetings and Monthly Dy. HOD

meetings.

Discourage paper oriented work replies to outsiders within 10 days.

Predominant use of information systems.

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 Ample delegation of powers accountability with delegation

Redefined the role of Finance Finance equally accountable with executive.

Officers encouraged to take decisions on the spot.

The fear of Audit and Vigilance not allowed to cramp the style.
Leading from the front and not pushing from the rear.

Top Management readily available for decisions

High premium for integrity in the organisation

Training

DMRC Training Institute at Shastri Park is ISO 9001:2008 accredited. The Training
Institute has distinction of developing the staff capabilities and competence building of
not only DMRC employees but also employees from other metros such as Bengaluru
Metro, Chennai Metro, Jaipur Metro, Mumbai Metro, Rapid Metro and Kochi Metro. The
Training Institute regularly conducts advanced training Courses such as Management
Development & Executive Development Programmes, etc.

Right to Information (RTI)

The Company has implemented the provisions of the Right to Information Act, 2005 in
letter and spirit. Accordingly, an appropriate mechanism has been set up in the Company
with a dedicated centralized RTI Cell to ensure proper receipt and dispatch of RTI related
materials. Total 5979 applications and 558 appeals were processed during the year.

Vigilance

The Vigilance Organization in the Company is headed by the Chief Vigilance Officer,
who reports to Managing Director, DMRC. The Vigilance Unit follows the Central
Vigilance Commission guidelines and extant internal guidelines concerning the business
and affairs of the Company. Prevention rather than punitive action is the sole thrust in the
preventive checks of on-going works. Outcome of the checks are carefully drafted into
system improvement circulars for plugging the loopholes. Participative vigilance through
active care of commuters, involvement of stakeholders in construction and operational

Page | 38
areas was maintained during the year. Improvements in transparency by maximizing e-
payments, uploading of open tenders notices & awarded tender details and in recruitment
process has been sustained. Interaction with staff through training session on Vigilance
Administration is a regular training activity. Vigilance Week is observed every yearto
educate employees about safe business practices in their day to day working.

IT Initiatives

Keeping in view the Companys growing need, customized applications were developed
in-house to reduce the paper work and online monitoring of progress of work. In
addition, all site offices were connected with internet leased line along with fire walls.
Enterprise Resource Planning (ERP) System Audit (SAP) was conducted the results
thereof are under implementation.

Fixed Deposit
The Company has not invited deposits from Public under section 58A of the Companies
Act, 1956.

Particulars of Employees

There was no employee in the Company falling under the category of employees required
to be reported under Section 217 (2)(A) of the Companies Act, 1956, read with the
Companies (Particulars of Employees) Rules, 1975, as amended from time to time.

Environmental Initiatives
Delhi Metro has developed a strategic vision to integrate environmental initiatives into
various activities of Projects and Operations departments. The Company is constantly
investing in initiatives to improve water pollution, wastemanagement, emissions and
energy use as well as being committed to protecting natural resources. Over the years it
has achieved this in a number of ways, consistently exploring the possibilities for
improvement.
In recent years Leadership in Energy and Environment Design (LEED) has gained
tremendous acceptability amongst Indian stakeholders because of its ability to guide in
constructing a Green Building which is resource-efficient throughout its project cycle.
The Company is in the process of acquiring LEED certification for all upcoming stations
and all upcoming Receiving Substations (RSS) of Phase III. The Companys energy

Page | 39
conservation and water conservation policies are in place and are being progressively
implemented to achieve CO2 emission reduction & waste management during operations
of these buildings. Further, all systems of Line 2 have been certified to integrated ISO
Management System comprising ISO 9001 on Quality, ISO 14001 on Environment and
OHSAS 18001 on Occupational Health & Safety.
Waste Management and Water Management are two other critical areas in which DMRC
has formulated respective policies and an action plan is being developed for their
implementation. Construction & Demolition (C&D) waste generated during construction,
is being sent to authorized processor of such waste. For Water Management, the Company
has been harvesting the rain water through rain water harvesting structures. At present
there are 377 functional Rain Water Harvesting Structures (RWHS) at depots, stations and
viaducts. These have the potential to harvest 120 million liters of rain water per annum.
Further, during the current financial year 80 additional rain water harvesting structures
have been planned.

(ii) Technology Absorption

Delhi Metro has always placed great emphasis for increased indigenization with highest
quality standards in Rolling Stock. 1014 coaches out of 1234 coaches on the network at
the end of
Phase II were manufactured in India. The commitment shall continue in the Phase III
deliveries also. Out of 846 coaches slated for procurement under Phase III, 726 are likely
to be onshore production. Further, one of the manufacturers has indigenized majority of
sub assemblies in the propulsion system which is at the heart of a motor coach. Bharat
Earth Movers Limited, a Central PSU, over the years has harnessed capabilities and able
to now undertake manufacturing of the available design rolling stock independently
rather than as a consortium partner.

Further, the Company had also been encouraging various foreign AFC suppliers to set up
manufacturing facilities in India. As a result of the efforts one of the major AFC supplier,
M/s Thales France has now started transferring the knowledge and manufacturing
capabilities to Indian Companies. M/s Thales has tied up with M/s SFO Technologies, a
company based in Kochi and has started manufacturing AFC Gates for projects in India
and also started exporting the same. AFC Gates for the Mandi House &Janpath section of
Phase III corridor has been manufactured by M/s Thales in India and this local
manufacturing facility will be used for supply of AFC Gates for the Companys Badarpur-

Page | 40
Faridabad section also. Another lot of 56 AFC Gates manufactured by M/s Thales in
India, were exported for the Auckland Project in New Zealand. There are plans to use the
facility for supply of AFC Gates for South America Project. Further, planning is already
underway to start manufacturing of Ticket Vending Machines from the same facility

SWOT Analysis of DMRC

Strengths

Cost effective mode of transport for the general public of Delhi

Reduce congestion on roads making movement easier.

Reduce atmospheric pollution to a great level making the environment healthy.

Ultra Modern technology and visually striking design , dynamic and modern,
competitive World class.

One hundred per cent punctual operations

Weaknesses

Metro considerably more expensive than the bus.

Less ridership than estimated.

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 High development cost

Displaced many economic backward people .

Difficulties in acquiring land.

Opportunities

Revenue from property development and advertisements.

Potential to achieve higher ridership.

3). Tax success of the DM has encouraged other indian cities to seriously attempet
to introduced metro systems.

Tax rebate given to the DMRC because of the 2010 Commonwealth Games in
Delhi.

The next Metro line in the city will be 10-15 per cent cheper than previous phases
based on the learning curve theory.

Threats
A struggle on the part of those being displaced, and protest, petitions, hunger
strikes, negotiations and legal action have all been initiated.

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 Security threats

Risk of the cost overruns and ridership shortfalls.

Increase in cost of the parts

CHAPTER-4

FUNCTIONAL OVERVIEW OF COMPANY

Marketing Strategy Of DMRC

1.Pricing Strategy
Before deciding the price of the cement company has considered the following points.

Cost factor:

Manufacturing cost Transporting cost

Storing and material handling other cost
Officer expenses other expenses
Tax and interest Competitors
Price and offering

Marketing Strategy :

Public relations initiative

Page | 43
1).Works planned and managed with the least inconvenience to the public.

2).Press regularly briefed on the progress and programmes.

3).Community interaction at difficult work sites.

4). Proper barricading and good house keeping.

5.) Proper signages, security men to guide traffic.

6). Special measures taken to protect the environment.

7). Control on noise levels and vibrations during work.

8) Performance is our best publicity. Have been able to establish credibility with the

public by delivery on time.

Financial Highlights

During the year under review, the total revenue generated was `3198.02 crore inclusive of
income from Traffic Operations, Real Estate, Consultancy and External Projects as
against `2687.48 crore in the previous year. The total expenditure incurred in the same
period was `2135.93 crore giving a profit before depreciation & amortization expenses,
finance cost & tax amounting to `1062.08 crore. After adjustment of depreciation &
amortization expenses and finance cost amounting to `900.78 crore and `222.04 crore
respectively, a loss amounting to `60.74 crore was incurred during the year. Further, after

Page | 44
providing for wealth tax and deferred tax liability amounting to `0.25 crore and `38.82
crore respectively, there was a net loss of `99.80 crore.

Under the business head Traffic Operations `1645.40 crore was earned during the year,
against which expenditure incurred; (exclusive of depreciation & amortization expenses
and finance cost) was `988.17 crore yielding an operating profit of `657.23 crore. As
compared with the previous year, there is an increase in the revenue from Traffic
Operations by an amount of `121.66 crore i.e. an increase of 7.98%. During the year
2013-14 total ridership catered was 7996.24 lakh as compared to 7029.49 lakh during the
previous year, an increase of 13.75% in the ridership. Further, maximum ridership of
26.51 lakh catered for any single day (on 19 th August, 2013) during 2013-14 against the
maximum ridership of 23.05 lakh for any single day (on 11 th February, 2013) during
2012-13.
In respect of business head Consultancy the earnings was `52.59 crore as against `34.23
crore in the previous year. During the year, the Company executed the External Project
Works of `1193.07 crore as against `817.62 crore in the previous year. During the year,
the value of work done was `4373.18 crore.

During the year an amount of `1186.70 crore was received from the Government of India
(GoI) and Government of National Capital Territory of Delhi (GNCTD) towards equity.
As on 31st March, 2014 paid up equity capital of the Company was to `14187.73 crore. An
amount of `720.36 crore and `214.50 crore received from GNCTD and GOI respectively
is available as Share Application Money pending allotment as on 31st March, 2014.

Page | 45
Financial Success of Delhi Metro

Fare : From Rs. 8/- (17 cents) to Rs. 30/- (65 cents) - fare structure lowest in the
world except Kolkata.
The system making operational profit from Day-1.
Delhi Metro receives no subsidy from the two Governments.
We are able to meet the operating and maintenance expenditure fully.
In addition we are servicing and repaying the loans taken from JICA.
20% of DMRCs revenue is from Non-operational sources mainly real estate
development and advertisements.

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 Chapter-5
Funding & Suggestions

Funding of the Metro

DMRC revenue model is the best among 178 Metros Worldwide .
DMRC is providing world class facilities for their commuters
Safety and security is at high priority in DMRC

Page | 47
 Time management is very good in DMRC
Project management is very well applied on DMRC construction.
TO reduce cost, DMRC is doing outsouring .
For security purpose DMRC using X-ray machine, metel detector.
DMRC project is social cost benefit project.
FOR control traffic DMRC using CCTV camera.
DMRC is eco-friendly.
20% of the cost is borne by the Federal Government.
20% of the cost is borne by the State Government
20% of the cost is borne by the State Government
20% of the cost is borne by the State Government.
About 50 60% of the cost through JICA Loan.
5% of the cost by DMRC through Property Development.

Suggestions
DMRC can increase their revenue by providing more facilities like shopping malls
at the metro station, ATM etc.

Number of commuters drastically increases at weekend, holiday office time,

festival and summer .so DMRC should increase number of cars, to decrease the
number of people at station.

At peak hours people have to wait for entry at station due to single check-up
system. DMRC should add more security check-up booth for convenience of
commuters.

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 DMRC should appoint permanent inspection engineer for sight to avoided
accident and quality control

Few metro station like Rajiv chauk, new delhi,have more rush, so DMRC use
CCTV camera to catch up those thefts on the spot.

Conclusion

It was a wonderful learning experience at DMRC Ltd . I gained a lot insight regarding
several aspect of site . I was given exposure in almost all the determents at the site. The
friendly welcome from all the employees is appreciating , sharing their experience and
giving their peace of wisdom which they have gained in long journey of works . I am
very Thankful for the wonderful accommodation facility from DMRC .I hope this
experience will surely help me in my future and also in shaping my career.

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BIBILIOGRAPHY

References

http://delhigovt .nic.in/dmrc.asp
http:// mic-ro.com/metro/table.html
http://www.urbanrail.net/
DMRC annual report 2015-2016

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