GOVERNMENT OF INDIA

MINISTRY OF URBAN DEVELOPMENT

REPORT OF THE SUB-COMMITTEE

ON

OPERATIONS AND MAINTANENCE SYETEMS

FOR
METRO RAILWAYS
NOVEMBER 2013
Sub-Committee on Operation & Maintenance Practices Ministry of Urban Development
Final Report

PREFACE
1) In view of the rapid urbanization and growing economy, the country has been
moving on the path of accelerated development of urban transport solutions in cities.
The cities of Kolkata, Delhi and Bangalore have setup Metro Rail System and are
operating them successfully. Similarly the cities of Mumbai, Hyderabad and Chennai
are constructing Metro Rail system. Smaller cities like Jaipur, Kochi and Gurgaon
too are constructing Metro Rail system. With the new policy of Central Government
to empower cities and towns with more than two million population With Metro Rail
System, more cities and towns are going to plan and construct the same. It is
expected that by the end of the Twelfth Five Year Plan, India will have more than
400 Km of operational metro rail network (up from present 223 Km Approximate).
The National Manufacturing Competitiveness Council (NMCC) has been set up by
the Government of India to provide a continuing forum for policy dialogue to
energise and sustain the growth of manufacturing industries in India. A meeting was
organized by NMCC on May 03, 2012 and one of the agenda items in that meeting
was “Promotion of Manufacturing for Metro Rail System in India as well as formation
of Standards for the same”. In view of the NMCC meeting and heavy investments
planned in Metro Rail Systems, Ministry of Urban Development (MOUD) has taken
the initiative of forming a Committee for “Standardization and Indigenization of Metro
Rail Systems” in May 2012.
The committee had a series of meetings in June- August 2012 and a Base paper
was developed. With a view to promote domestic manufacturing for Metro Rail
Systems and formation of Standards for such systems in India, Ministry of Urban
Development has constituted various Sub-Committees on following topics:-
- Traction System
- Rolling Stock
- Signaling System
- Fare Collection System
- Operation & Maintenance
- Track Structure
- Simulation Tools

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2) The Sub-Committee on Operation & Maintenance was constituted vide MOUD‟s

orders F.No.K-14011/26/2012-MRTS/ Coord dated: 25th July 2012 and comprises of
following Members:
(a) Shri DD Pahuja, Director (RSE)/BMRCL – Convener
(b) Shri AK Gupta, CGM, DMRC
(c) Shri Prakash Singh, Director MRTS/MOUD
(d) ShriDeenDayal, Under Secretary (MRTS)/MOUD
(e) ShriSalabhTyagi, Director (PE)/RDSO
(f) ShriSujit Mishra, Director (TI)/RDSO
(g) ShriAlokKatiyar, Director (Signaling) / RDSO
(h) Director (Track / Bridges) / RDSO
(i) Shri Anil Kumar Saini, System Head, L&T HMRL
(j) Shri Anil Jangid, Professional Consultant
(k) Shri Parveen Kumar, Sr. V.P. RMGL
(l) ShriKeshava Prasad, GM/Rail System Siemens/FICCI
(m)Shri R. Satish Director / CII
(n) Shri D.S Rawat Secretary / ASSOCHAM

3) The Terms of Reference of the Sub-Committee on Operation & Maintenance

broadly included the following:
i.) Study of the Operation and Maintenance practices adopted by DMRC,
BMRCL and Kolkata Metro.
ii.) Study of the Operation and Maintenance practices adopted by Metros
outside India.
iii.) Study of currently imported spares/consumables which can be considered
for indigenization.
iv.) Detailed study of manpower, M&P resources deployed by DMRC/BMRCL
for different systems and civil infrastructure maintenance.
v.) Report of study analysis and recommendations duly suggesting
standardization/benchmarking of maintenance practices.

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Final Report

4) The Sub-Committee has since completed the assigned task, which effort has
culminated in the production of this report. The report covers the following:
i) Study of the Operation and Maintenance Practices on Metro Railways in
Delhi, Bangalore, Hyderabad, Chennai and Gurgaon
ii) Operation and Maintenance Practices in Foreign Metros
iii) Safety, Security and Disaster Management.
iv) Indigenization of Spares & Consumables.
v) Manpower and M&P Resources Deployed in Metros
vi) Operation &Maintenance cost.
vii) Outsourcing Complete O&M services – Experience in India
viii)Analysis of the study with Key findings &Recommendations.

The Key findings of the Study are given in Executive Summary.

The report is an outcome of dedicated efforts put in by the Sub-Committee

members.

The Sub-Committee would like to thank Dr. Sudhir Krishna (Secretary/MOUD), Shri. SK
Lohia (OSD/MOUD),Shri.IC Sharma (NPM/SUTP) and officials of Ministry of Urban
Development for undertaking this seminal work.

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Final Report

TABLE OF CONTENTS
0.0 EXECUTIVE SUMMARY: ........................................................................................................ 9
1.0 INTRODUCTION .................................................................................................................... 11
1.1 Background ........................................................................................................................ 11
1.2 Proceedings of Sub-Committee ......................................................................................... 11
2.0 OPERATION AND MAINTENANCE PRACTICES ................................................................ 13
2.1 Delhi Metro ......................................................................................................................... 13
2.2 Bangalore Metro ................................................................................................................. 18
2.3 Hyderabad Metro (LTMRHL).............................................................................................. 22
2.4 Rapid MetroRail Gurgaon Limited (RMGL) ........................................................................ 26
3.0 OPERATION & MAINTENANCE PRACTICES IN FOREIGN METROS .............................. 28
3.1 Singapore Metro (SMRT) ................................................................................................... 28
3.2 Seoul Metro: ....................................................................................................................... 29
3.3 Bangkok Metro (MRT): ....................................................................................................... 29
3.4 Key Performance Indicators – Foreign Metros .................................................................. 30
3.5 Nova and CoMET Key Performance Indicator System ...................................................... 31
4.0 SAFETY, SECURITY AND DISASTER MANAGEMENT ...................................................... 34
4.1 Delhi Metro ......................................................................................................................... 34
4.2 Bangalore Metro ................................................................................................................. 35
4.3 Rapid Metrorail Gurgaon Ltd (RMGL) ................................................................................ 37
5.0 INDIGENISATION OF SPARES & CONSUMABLES ........................................................... 38
5.1 Delhi Metro ......................................................................................................................... 38
5.2 Bangalore Metro ................................................................................................................. 38
6.0 MANPOWER AND M&P RESOURCES DEPLOYED IN METROS ...................................... 39
6.1 Delhi Metro ......................................................................................................................... 39
6.2 Bangalore Metro ................................................................................................................. 41
6.3 Hyderabad Metro ............................................................................................................... 42
6.4 Rapid Metrorail Gurgaon Ltd (RGML) ................................................................................ 42
7.0 OPERATION AND MAINTENANCE (O&M) COST ............................................................... 43
7.1 Delhi Metro ......................................................................................................................... 43
7.2 Bangalore Metro ................................................................................................................. 44
7.3 Rapid Metrorail Gurgaon Ltd (RGML) ................................................................................ 44
7.4 Hyderabad Metro (LTMRHL).............................................................................................. 44
7.5 Foreign Metros ................................................................................................................... 44
8.0 OUTSOURCING COMPLETE O&M SERVICES–EXPERIENCE ......................................... 45
8.1 Background ........................................................................................................................ 45
8.2 Scope of O&M Services ..................................................................................................... 45

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8.3 Key Performance Indicators (KPIs) .................................................................................... 45

8.4 Bidding Process and Evaluation ........................................................................................ 46
8.5 Decision Making ................................................................................................................. 48
9.0 STUDY ANALYSIS AND RECOMMEDATIONS DULY SUGGESTING STANDARDISATION/
BENCHMARKING OF MAINTENANCE PRACTICES AND WAY FORWARD ................................ 51
9.1 Key Findings....................................................................................................................... 51
9.2 Recommendations for O&M ............................................................................................... 54

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ABBREVIATIONS
AFC Automatic Fare Collection System
AMS Asset Management System
APTA American Public Transportation Association
ATC Automatic Train Control
ATO Automatic Train Operation
ATP Automatic Train Protection
ATS Automatic Train Supervision
BMRCL Bangalore Metro Rail Corporation Limited
BMS Building Management System
CATC Continuous Automatic Train Control
CBTC Communication Based Train Control
CCTV Close Circuit Television
CISF Central Industrial Security Force
CMRL Chennai Metro Rail Limited
CMRS Commissioner of Metro Rail Safety
COD Commencement Date
CoMET Community of Metros
CRA Customer Relation Assistant
CSIR Council of Scientific and Industrial Research
DAMEL Delhi Airport Metro Express Limited
DBFOT Design Build Finance Operate and Transfer
DCC Depot Control Centre
DDMA Delhi Disaster Management Authority
DG Diesel Generator
DLP Defect Liability Period
DMP Disaster Management Plan
DMRC Delhi Metro rail Corporation
DPR Detailed Project Report
ERP Enterprise Resource Planning
GoAP Government of Andra Pradesh
GOI Government of India
GoK Government of Karnataka
IFA International Finance Advisory
IISc Indian Institute of Science
IIT Indian Institute of Technology
ISA Independent Safety Assessor
KISF Karnataka Industrial Security Force
KMRC Kolkata Metro Rail Corporation
KPI Key Performance Indicator
LTA Land Transport Authority

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LTHMRL L&T Hyderabad Metro Rail Limited

MHA Ministry of Home Affairs
MOUD Ministry of Urban Development Department
MRT Metropolitan Rapid Transit (Bangkok)
MRTS Mass Rapid Transit System
NDMA National Disaster Management Authority
NOVA Group of Metros
NSG National Security Guard
O&M Operation and Maintenance
OCC Operation Control Centre
OEM Original Equipment Manufacturer
OMC Operation and Maintenance Contractor
PPP Public Private Partnership
PSC Public Sector Comparator
RAM Reliability, Availability, Maintainability
RDSO Research Design and Standards Organization
RFP Request for Proposal
RKM Route per Kilometer
RSS Receiving Sub-Station
SCADA Supervisory Control and Data Acquisition System
SCR Station Control Room
SMRT Singapore Mass Rapid Transit
SPV Special Purpose Vehicle
TOM Ticket Office Machine
TRTKm Total Rate Per Train Kilometer
UPS Un-interrupted Power Supply
VFM Value for Money Methodology

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0.0 EXECUTIVE SUMMARY:

The sub-committee on standardization of Operation and Maintenance practices on
Metro Railways held its first meeting at Bangalore on 24/09/2012 and second at
Gurgaon on 07/12/2012. The details of Operation and Maintenance practices on
different Metro Railways were shared and discussed in great depth amongst the
members of the sub-committee. Subsequently, there has been exchange of views
through E-mails in regard to Practices best suited for Indian Metro Railways. As a result
of the deliberations, Key findings and recommendations are summarized here under:
i. Delhi Metro and Bangalore Metro follow almost similar O&M practices where in
core functions (operations and maintenance of major assets) are performed In-
house, while House-keeping, Manning of Ticket Counters, Maintenance of
Elevators, Escalators, Fire-fighting, Air Conditioning and Building maintenance
services are fully/partly out-sourced.
ii. Maintenance regime comprising of preventive and corrective maintenances
prescribed by OEMs are generally followed, reviewed and revised periodically.
DMRC has become a member of NOVA to have access to international O&M
practices and follow Key performance indices (KPIs) as per international norms.
BMRCL is in the process of acquiring membership of NOVA. The annual O&M
cost per RKM is about Rs 3.75 Cr (including energy cost) on the above two
Metro Rail systems (in the year 2011-12).
iii. Hyderabad Metro Rail project is being implemented on PPP basis with a special
purpose vehicle; L&T Metro Rail (Hyderabad) Limited is the concessionaire on
DBFOT basis for 35 years. They have engaged Keolis SA (France) as its O&M
contractor through international competitive bidding. The commercial services
are scheduled to commence on the part section in the year 2015. The annual
O&M cost per RKM is stated to be about Rs 4 Cr.
iv. One Indian Metro Railway invited global bids for selection of O&M contractor. For
reasons of high bid prices, the tender has been discharged. They have now
decided to follow the O&M model of DMRC and BMRCL.
v. Rapid Metro Rail Gurgaon Ltd. (RMGL) scheduled to commence the revenue
operations in the year 2013, have planned to undertake core operations with the
in-house staff. They have out-sourced maintenance of core assets to OEMs.
vi. A Training Institute/Centre with “state of the art” facilities may be setup to meet
the training needs of the O&M staff.

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vii. Formation of a Metro Railway Research Centre may be considered by MoUD in

collaboration with reputed Educational Institute (IIT/IISc etc.) to undertake
research in Metro Rail Technologies.
viii. Formation of Association of Indian Metro Railway operators for periodic
exchange of ideas, evolution of uniform Operation and Maintenance practices
including bench marking.
ix. Adoption of a computerized Comprehensive Asset Management System.
x. Implementation of a Security Plan as per guidelines issued by Ministry of Home
Affairs/GoI on each Metro Railway in consultation with the respective state
Government.
xi. Creation of a separate safety department (reporting to Managing Director) for
conducting Safety audit of operations & maintenance and enforcement of safe
practices.
xii. MoU between Metro Rail Operator and the Management for achieving Key
Performance Indicators (KPIs) as per the proven International practice.
xiii. Formulation of Disaster Management Plan and enforcement of periodical mock
drills of various sub-systems to ensure preparedness in handling of emergency
situations and disasters.
xiv. Reliability, Availability, Maintainability (RAM) targets must become mandatory
part of tender documents. Demonstration of RAM targets with regime of
incentives/ penalties be insisted upon.
xv. Presently no Metro Rail system in India has outsourced entire Operations and
Maintenance activities. The business model for O&M service contract need to be
decided on Techno-Economic considerations. The viability of Outsourcing entire
Operations and Maintenance to an OMC will become clear in about next 10
years time.

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1.0 INTRODUCTION
1.1 Background
Ministry of Urban Development formed a Sub-Committee for Standardization of
O&M Practices for Metro Rail Systems vide letter no. K-14011/26/2012-
MRTS/Coord dated 25.07.2012 (Annexure-1). The terms of reference of the Sub-
Committee are as under:
 Study of the Operation and Maintenance practices adopted by DMRC,
BMRCL and Kolkata Metro
 Study of the Operation and Maintenance practices adopted by metros
outside India
 Study of currently imported spares / consumables which can be
considered for indigenization
 Detailed study of manpower, M&P, resources deployed by DMRC /
BMRCL for different systems and civil infrastructure maintenance
 Report of study, analysis and recommendations duly suggesting
standardization / benchmarking of maintenance practices
The members of the Sub-Committee are as under:
(a) Shri DD Pahuja, Director (RSE)/BMRCL – Convener
(b) Shri AK Gupta, CGM, DMRC
(c) ShriSKSinha, GM(HR), DMRC
(d) Shri Prakash Singh, Director MRTS/MOUD
(e) ShriDeenDayal, Under Secretary (MRTS)/MOUD
(f) ShriSalabhTyagi, Director (PE)/RDSO
(g) ShriSujit Mishra, Director (TI)/RDSO
(h) ShriAlokKatiyar, Director (Signaling) / RDSO
(i) Director (Track / Bridges) / RDSO
(j) Shri Anil Kumar Saini, System Head, L&T HMRL
(k) Shri Anil Jangid, Professional Consultant
(l) Shri Parveen Kumar, Sr. V.P. RMGL
(m)ShriKeshava Prasad, GM/Rail System Siemens/FICCI
(n) Shri R. Satish Director / CII
(o) Shri D.S Rawat Secretary / ASSOCHAM

1.2 Proceedings of Sub-Committee

First meeting of the sub-committee was held on 24.09.2012 at Baiyappanahalli
Depot/BMRCL at Bangalore, as per MOUD /GOI letter No: F.No.K-
14011/26/2012-MRTS/Coord dated: 16thSeptember 2012. The crystallized
agenda for the meeting covering each item of ToR is detailed in the above letter
(Annexure-2). The meeting was attended by Shri DD Pahuja, Director
(RSE)/BMRCL, Shri DeenDayal, Under Secretary (MRTS)/MOUD, Shri AK

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Gupta, CGM, DMRC, Shri Anil Jangid, Professional Consultant and officers from
O&M wing of BMRCL.

Presentations were made in the meeting by Shri. DD Pahuja, DRSE / BMRCL on

Bangalore Metro O&M practices, Shri AK Gupta GGM / Electrical &TI / DMRC on
some of the items of ToR andShriAnil Jangid Professional consultant on
Bangkok Airport Rail Line (ARL) Project. This was followed by discussions on
items of ToR. Minutes of the Meeting were issued by the convener vide letter No.
BMRCL/DRSE/PB/2011-12/4894 dated 27th September 2012.

A presentation on the progress of the sub-committee in respect of each item of

ToR was made by Director/RSE in the meeting of the conveners held at Nirman
Bhavan/New Delhi on 5th October 2012 Chaired by Secretary MoUD.

Second meeting of the sub-committee was held at RMGL conference room at

Gurgaon on 7th December, 2012. In addition to the attendees to the first meeting,
Shri Raminder Singh Jaura / Siemens, Shri Anil Kumar Saini / System Head
LTHMRL and Shri Parveen Kumar, Sr. V.P. RMGL also attended the meeting.
Shri I. C. Sharma / National Project Manager (SUTP) from MoUD/GOI also
joined the meeting. The O&M practices proposed on LTMRHL and RMGL were
furnished and discussed. Siemens representative also furnished brief details of
the maintenance contract under implementation on Bangkok Metro Rail System.
The analysis of the O&M practices followed on various Metro Railway Systems
and the recommendations in the Indian scenario were discussed.

In the second meeting of the conveners held at NirmanBhavan/ New Delhi on

11th December, 2012, a presentation on the draft report was made by
Director/RSE covering each item of ToR.

Based on the inputs collected/made available so far, this study report has been
prepared.

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2.0 OPERATION AND MAINTENANCEPRACTICES

2.1 Delhi Metro
2.1.1 Project- Background:
The Delhi Metro Rail Corporation is a Special Purpose Vehicle entrusted with the
responsibility of implementation of Delhi Metro Rail Project. DMRC is a state
owned company with equal equity participation from Government of India and
Government of National Capital Territory of Delhi.

2.1.2 Project- Details:

The network consists of 6 lines with a total length of 189.63 RKM with
137 stations.

The first section, on the Red Line, Shahdara to Tis-Hazari of 7 RKM opened in25
December 2002, followed by the Yellow Line in 2004, the Blue Line in 2005, its
branch line in 2009, the Green and Violet Lines in 2010, and the Delhi Airport
Metro Express in 2011, and is being operated & maintained by a private
concessionaire M/s Reliance Infra for a period of 30 years.

The Delhi Metro is being built in phases, Phase 1 completed 65.11 RKMwith59
stations and the inauguration of the Dwarka-Barakhamba Road corridor of the
Blue Line marked the completion of Phase 1in October 2006.

Phase 2 of the network comprises 128 RKM with 79 stations, and is fully
completed, with the first section opened in June 2008 and the last line opened in
August 2011.

2.1.3 Philosophy of Operation and Maintenance.

DMRC follows mixed approach for Operation and Maintenance. The core
operation and maintenance of major assets are done in-house with the regular
staff specially recruited and trained for this purpose. Non–core and offline
activities are generally out-sourced though some of them are managed in-house.
The out-sourcing of activities is decided on the basis of techno-economic
considerations.

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2.1.4 The Operation and Maintenance of major assets generally undertaken in-house
is as under:

Item Mode of Operation and Maintenance

Repairs & Maintenance of:

i. Rolling Stock Complete in-house after expiry of DLP
ii. Signal &Telecommunication Complete in-house after expiry of DLP
iii. Traction Power system Complete in-house after expiry of DLP.
iv. Track Complete in-house
v. Automatic Fare Collection System Complete in-house after expiry of DLP.
vi. TVS In-house
vii. Fire Detection and Fire Fighting In-house
equipment
viii. Elevators/ Escalators In-house / partly outsourced
ix. ECS In-house / partly outsourced
x. DG Sets In-house except for D/E check
xi. UPS In-house/ major repairs outsourced
Core-Operations :
I. Train Operations
II. Station Control Rooms (SCR)
III. Operation Control Center (OCC)
IV. Depot Control Center (DCC) Complete in-house
V. Receiving Sub-Stations (RSS)
VI. Training Institute.

VII. Station Management outsourced

(Ticketing/House-
Keeping/Parking/Customer
Facilitation Agents)

Civil infrastructure maintenance is also out-sourced.

Security is managed by CISF.

2.1.5 Maintenance Regime

Maintenance Regime generally followed consists of:
(a) Time based schedules.
(b) Predictive replacement of components on the basis of usages as suggested by
OEM and DMRC‟s own experience.
(c) Maintenance periodicity, Down time & Man hours as prescribed in preventive
maintenance schedules for major systems are enclosed at Annexure-3, as
under:

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Annexure-3A Maintenance Schedule, Down time and man hours for

Rolling Stock.
Annexure- 3B Maintenance Schedule, Down time and man hours for
Traction Power Supply / Distribution System
Annexure- 3C Maintenance Schedule, Down time and man hours for Track
Annexure- 3D Maintenance Schedule, Down time and man hours for
Signaling System (Maintenance schedule for Point Machine)
Annexure- 3E Maintenance Schedule, Down time and man hours for
various subsystems under Telecommunication
Annexure- 3F Maintenance Schedule, Down time and man hours for
Automatic Fare Collection System.
Annexure- 3G Maintenance Schedule, Down time and man hours for Civil
Structures and Works
Annexure- 3H Maintenance Schedule, Down time and man hours for M&P
Annexure- 3I Maintenance Schedule, Down time and man hours for Lifts,
Escalators and D.G.Sets.
2.1.6 It is noted that DMRC first train (10+ years now) wheels have so far not yet
needed replacement.
2.1.7 Key Performance Indicators
2.1.7.1 Key Performance Indicators (KPIs) followed by DMRC:
(a) Punctuality: The Delhi Metro considers a trip as delayed if it incurs delay of more
than 2 minutes. The delay is calculated at the terminal station. The punctuality
percentage of any line for the day is derived using following method:
Punctuality % = (Number of trips run on time/Number of trips run actually)*100
Where, Number of trips run actually =(No. of trips planned as per timetable+ No
of trips run additional)-No. of trips cancelled.99.89 % Jan, 2013.
(b) Car KM: All car km which were actually operated in revenue (passenger carrying)
service. 1215803 (Jan, 2013)
(c) Percentage of cars used during peak hours: Total number of cars in use in the
weekday peak hour as % of total cars available.79.14 % (Jan, 2013)
(d) Ridership (Passenger Journey): Total number of passengers travelled on the
metro including Token, Card and Group booking users. 60,724,465 (for January,
2013)

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(e) Passenger Earning: Total revenue from Fare Box collection. Rs 1,061,679,660
(for January, 2013)
(f) Passenger KM: Total distance travelled by each passenger on metro trains,
summed-up for all passengers. 885,980,174 (for January, 2013)
(g) Car Hours: Actual time in which each car is operating in revenue (passenger
carrying) service, summed-up for all cars.19,888,732.9 (Jan 2013)
(h) De-boarding: Train withdrawn from service and passengers need to be de-
boarded en-route from the train due to failure. 2 Trains (for January, 2013)
(i) Trips run on time: Number of trips run as per scheduled time. 80,875 (Jan 2013)
DMRC have not yet started following the KPI as per international benchmarks
and they are in the process of implementing such system.
2.1.7.2 DMRC has recently started monitoring the following KPIs on monthly basis:
SN Key Performance Indicator For the Month
- Jan 2013
1 Staff Cost (Rs. in lacs) 2276.80
1a No. of Staff 5870.00
1b No. of Route Km. 166.29
1c a) Staff/Route Km. 35.3
1d b) Avg. Cost/Staff (Rs. in lacs) 0.39

2 Civil (Rs. in lacs) 680.03

2.1 Cleaning & House Keeping Cost (Rs. in 401.29
lacs)
2.1a No. of Stations 137
2.1b Cost Per Station (Rs. in lacs) 2.93
2.1c No. of House Keeping staff deployed 3549
2.1d Cost per Staff (Rs. in lacs) 0.11

2.2 Repair & Maintenance Cost (Rs. in lacs) 278.74

2.2a Cost per station (Rs. in lacs) 2.03

3 Electrical Cost (Rs. in lacs) 2688.62

3.1 Traction Cost (Rs. in lacs) 1599.07

3.1a total Units Consumed ( in lacs) 276.18
3.1b Cost per Unit 5.79
3.1e No. of car Km.( in lacs) 121.26
3.1f Units Consumed per car Km 2.26

3.2 Non Traction

3.2a Total cost (Rs. in lacs) 695.14
3.2b total Units Consumed (in lacs) 120.06
3.2c Cost per Unit (Rs.) 5.79

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3.3 Electrical Maintenance 394.41

3.3a Total cost (Rs. in lacs)
3.3b Cost per Station (Rs. in lacs) 2.88

4 Operation 170.12
4.1 Cost of Ticketing ( Exp. on TOM Operators) 170.12
(Rs. in lacs)
4.2 Cost of Ticketing per station (Rs. in lacs) 1.24
4.3 Avg.No. of TOM Operators 812
4.4 Cost per operator (Rs. in lacs) 0.21

5 Rolling Stock 412.23

5.1 Repair & Maintenance cost (Rs. in lacs) 412.23
5.2 Avg.No. of Cars 1070
5.3 Repair & Maintenance cost per car (Rs. in 0.39
lacs)

6 S&T 568.72
6.1 Repair & Maintenance cost (Rs. in lacs) 568.72
Repair & Maintenance cost per station (Rs.
6.2 4.15
in lacs)

Other expenditure (Rs. In Lacs)

(Including insurance, printing and
7 575.62
stationery, telephone, advertisement,
publicity, vehicles hire charges etc.)

8 Total cost (1 to 7) 7372.12

2.1.8 DMRC has become a member of NOVA in the year 2008 and the terms of reference
with NOVA are being shared only among the NOVA members. The organization
maintains confidentiality regarding various operating parameters. The membership of
NOVA will enable access to O&M practices followed by International Metro Rail
Systems and benchmarking the same. With the increased ridership and expansion of
network, DMRC is expected to migrate to group of large metros i.e. COMET
2.1.9 Fare Box system is the most important revenue generation source for a Metro Railway
System. The Manning of ticket windows is been done by outsourced staff. Problems of
under vending, improper equipment handling because of frequent change of staff, loss
of token and high attrition rate of outsourced staff have been encountered. The
measures such as training of the outsourced staff, constant monitoring& Counseling,
incentives for good performance and penalties for lack of performance, have alleviated
the problem to some extent. The use of automatic ticket vending machine on a large
scale will reduce the work load on ticket windows and dependence on outsourced staff.

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2.2 Bangalore Metro

2.2.1 Project- Background:
Bangalore Metro Rail Corporation Limited (BMRCL), a joint venture of
Government of India and Government of Karnataka is a Special Purpose Vehicle
entrusted with the responsibility of implementation of Bangalore Metro Rail
Project.
2.2.2 Project- Details:
The phase -1 of the project envisages construction of 42.3 RKM consisting of 2
lines-Purple line (East-West corridor)of 18.10 RKM with 17 stations. Green line
(North-South corridor)of24.20 RKM with 24 stations. The first stretch of 6.7 RKM
between Baiyyappanahalli and Mahatma Gandhi Road on Purple line has been
commissioned for revenue services on October 20, 2011.

2.2.3 Philosophy of Operation and Maintenance:

The Operation and Maintenance practices followed on BMRCL are broadly
similar to DMRC. The core operations & maintenance of major assets are done
in-house. Maintenance of non-core assets and certain station management
activities are out-sourced as expertise is available with the local industry.

2.2.4 Following assets / systems maintenance is done in-house with specially

recruited, qualified & trained staff:
I. Rolling Stock
II. Traction Power & Distribution
III. Signaling / Train Control
IV. Track
V. Telecom & AFC
VI. Depot M&P
2.2.4.1 Following non-core assets maintenance is out-sourced:
I. E&M assets,
II. Lifts & Escalators,
III. Civil Structures i.e., Buildings,
IV. Fire Detection and Fire Fighting equipment.
V. Security, Housekeeping& Personal for Ticketing is outsourced at Station
& Depot.

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2.2.4.2 Following operations are done in house:

I. Train operations,
II. Traffic control,
III. Depot control,
IV. Customer care facilitation
2.2.4.3 Following operations are outsourced:
I. Medical,
II. Auxiliary Security,
III. House-keeping and
IV. Manning of Ticket Houses
2.2.5 Maintenance Regime consists of:
(a) Preventive maintenance and
(b) Corrective maintenance
2.2.5.1 Preventive maintenance
Preventive maintenance is performed during non-revenue hours as per the
schedules laid down by the OEM. The periodicity and extent of maintenance
is reviewed (every six months) for fine tuning of the same based on local
conditions in respect of track geometry (especially sharp curves),
Environment (temperature, humidity, dust etc.) and use of indigenous
consumables.
Details of the preventive maintenance schedules, downtime & man hours
followed for major systems by BMRCL are enclosed at Annexure-4, as under:

Annexure-4A Maintenance Schedule, Down time and man hours for

Rolling Stock
Annexure-4B Maintenance Schedule, Down time and man hours for
Traction Power Supply / Distribution System
Annexure-4C Maintenance Schedule, Down time and man hours for
Tracks
Annexure-4D Maintenance Schedule, Down time and man hours for
Signalling System
Annexure-4E Maintenance Schedule, Down time and man hours for
Telecom Systems

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Annexure-4F Maintenance Schedule, Down time and man hours for AFC
System
Annexure-4G Maintenance Schedule, Down time and man hours for Civil
Structures and Works
Annexure-4H Maintenance Schedule, Down time and man hours for
M&P
Annexure-4I Maintenance Schedule, Down time and man hours for Lifts,
Escalators and D.G. Sets.

The comparison of maintenance periodicity, down time and man hours required,
between DMRC and BMRCL for rolling stock is as under:

SN DMRC BMRCL
1 Daily check (30 min, 2 staff=1 Daily check (30 min, 2 staff=1
man hour) man hour)
2 5,000km / 15 days (2 Hrs, 4 staff 6,000km / 15 days (1.5 Hrs, 4
= 8 man hours) staff = 6 man hours)
3 15,000km / 45 days (8 Hrs, 7 18,000km / 45 days (4 Hrs, 8
staff = 56 man hours) staff = 32 man hours)
4 30,000km / 90 days (8 Hrs, 7 36,000km / 90 days (6 Hrs, 8
staff = 56 man hours) staff = 48 man hours)
5 60,000km / 180 days (8 Hrs, 12 72,000km / 180 days (12 Hrs, 8
staff = 96 man hours) staff = 96 man hours)
6 1,20,000km / 360 days (16 Hrs, 15,0000km / 1 Year (20 Hrs, 8
13 staff = 208 man hours) staff = 160 man hours)
7 2,40,000km / 720 days ((16 Hrs, 3,00,000km / 2 Years (28 Hrs, 8
13 staff = 208 man hours) staff = 224 man hours)
8 4,20,000km / 3.5 years (3096 5,20,000km / 3.5 years (10 days,
man hours) 4 staff per car)
9 8,40,000km / 7 years (7910 man 10,40,000km / 7 years (20 days,
hours) 4 staff per car)

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2.2.5.2 Corrective maintenance:

The essence of corrective maintenance is to prevent failure by continuous
monitoring of certain vital installations and taking timely corrective action to
eliminate/reduce the impact of failure. The following facilities are
available/methodologies are adopted to enable corrective maintenance.
(a) Manning of vital installations like RSS, OCC, DCC and SCR round the clock.
(b) SCADA for Remote monitoring and control of Traction installations and
Telecom installations
(c) BMS for remote monitoring of E&M assets (Firefighting system, DG sets,
UPS, lights, Escalators/Lifts etc.) at stations.
(d) AFC, Station and Central Computers for monitoring of AFC gates, TOMs,
TVMs etc. at stations.
(e) Failure analysis through causative indications on the electronic equipment /
sub-systems.
There were initial cases of wheel flat in BMRCL. Thereafter, BMRCL resorted
to mill scale grinding of rails (by borrowing Rail grinding on Track machine
from DMRC). Rail grinding has helped BMRCL achieving better rail wheel
interaction, squeaking noise has reduced, rail profile is better, current
collection is better, wheel re-profiling has reduced.
2.2.6 Key Performance Indicators:
Presently BMRCL monitors following performance parameters.
(a) Punctuality
i. Arrival at destinations >180Seconds (of scheduled arrival time)
ii. Arrival at destinations >120 &≤180 Seconds (of scheduled arrival time)
iii. Arrival at destinations > 60 &≤ 120 Seconds (of scheduled arrival time)
iv. Within 60 seconds of scheduled arrival time
(b) Trip Cancellations
(c) Train withdrawal from service
(d) Incidents /system defects not affecting train operations
(e) Accidents
(f) Evacuation
(g) Ridership
(h) Station Earnings
(i) Train KM report

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(j) Availability of standby trains

(k) Energy consumption
i. Traction
ii. Non-Traction
2.2.6.1 BMRCL has sent a presentation on the O&M activities as a first step to
become member of NOVA and they have favorably responded to BMRCL‟s
membership request. BMRCL plans to introduce monitoring of KPIs as per
international practice when they are admitted as a member of NOVA.
2.2.7 Pre-operation process / activities followed is described as under:
It is required to initiate pre-operation activities approximately 12 to 18 months
before the planned Revenue Operation Date (ROD). The details of activities to
be carried out during pre-operation phase are given in Annexure-5.Similar pre-
operation activities are followed on DMRC also.

2.3 Hyderabad Metro (LTMRHL)

2.3.1 Project- Background:
Hyderabad Metro Rail Project is being implemented on Public Private
Partnership (PPP) mode under the Design, Build, Finance, Operate and Transfer
(DBFOT) format. The Concession was awarded to L&T Metro Rail (Hyderabad)
Limited(a SPV formed by M/s L&T) by the Government of Andhra Pradesh
(GoAP). The Concession period is 35 years and further extendable by another
25 years.
2.3.2 Project- Details:
The Hyderabad Metro Rail Project will cover a total distance of 71.16 km across
three elevated corridors:
Corridor I: Miyapur to L.B. Nagar (28.87km, 27 stations)
Corridor II: JBS to Falaknuma (14.78km, 16 stations)
Corridor III: Nagole to Shilparaman (27.51km, 23 stations)
The salient features of various technologies and systems are summarized below:
a. Viaduct: segmental box construction (except special spans)
b. Stations: Cantilever type construction on central piers (spine & wing concept)
c. Depots: At-grade depot (one mother depot and 2 supporting depots)
d. Rolling Stock: 2.9m wide 3-car consist (6 car train later)
e. Traction: 25kV AC overhead system

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f. Track: Ballast-less on mainlines and ballasted in depot

g. Signaling & Train Control: CBTC based CATC system (ATO/ATP/ATS)
h. Telecom: IP based network and equipment
i. AFC: Contactless smartcard/token technology based system

The project is under construction and is likely to commence operation in the year
2015-2016.
2.3.3 Approach and Methodology of operation & maintenance:
L&T Metro Rail Hyderabad Limited shall operate and maintain the Project in
accordance with the Concession Agreement. For this, LTMRHL has entered into
an operation and maintenance agreement and engaged a professional Operator
to operate and maintain the system. Tenders based on International Competitive
Bidding were called for the selection of OMC (Operation and Maintenance
Contractor) for performing the O&M deliverables. The objective of LTMRHL is to
engage a world class metro operator with a credible operating track record.
Keolis SA (a subsidiary of SNCF France) has been selected as the O&M
Operator for 5 years from amongst Keolis, SMRT, Veolia-RATP, Serco and
Seoul Metro.
Keolis SA has the experience, expertise, capability and know-how to ensure that
the O&M deliverables are executed in accordance with the terms of the O&M
Agreement in a timely, safe and environmentally responsible manner.
The security of the Metro Rail Project is the responsibility of GoAP, who would
provide all staff, resources and equipment required for security arrangements
except that fixed security equipment at stations will be provided by LTMRHL as
part of station works.
2.3.3.1 Scope of O & M Contractor (OMC):
Keolis SA shall act as the Operation and Maintenance consultant in the start-up
phase as part of early Operator involvement and thereafter operate and maintain
the MRTS project upon its commissioning in various stages. The scope of work
of Keolis SA is divided into three phases:
(1) Consultancy phase
(2) Pre-Operation phase
(3) Operation & Maintenance phase

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The detailed scope of work of OMC in each of the above phases is given in the
Annexure-6.

2.3.3.2 Safety Engineering

a) Safety is of utmost importance for the Project and a structured process of

Safety Engineering shall be complied with by all stakeholders (Employer,
OMC, Contractors etc.) as per EN50126 and Yellow Book guidelines.
b) An Engineering Safety Case will be developed for the Project by consultants.
Similarly, OMC shall develop an Operation Safety Case and Safety
Management System (SMS). These safety cases shall be examined by
Project-wide ISA and no-objection given before commercial opening.
c) OMC shall take care of progressive updating of SMS system during the
Project life cycle.

2.3.4 Philosophy of Operation and Maintenance:

a) LTMRHL has completely entrusted the O & M activities to O & M contractor
(M/s Keolis SA)who would carry out all operation and maintenance activities
themselves except following outsourced activities:
 Cleaning of train and stations
 Auxiliary Security services (main security by State Govt. Police)
 Maintenance of Lifts, Escalators, depot equipment etc.
 Rail grinding activities
b) OMC in general shall carry-out the following:
I. Support the Employer in designing a world class mass rapid Transit
system with high focus on reliability, availability, maintainability, exemplary
safety standards and ease of operations;
II. Perform and provide all the O&M Deliverables.
III. Build a professional team capable of performing all the O&M
Deliverables.
IV. Create a well-defined revenue model with identifiable parameters and
innovate wherever required to enhance the revenues;
V. Ensure that the MRTS is operated and maintained at least cost without
Compromising on safety and comfort of the passengers;
VI. Create and maintain enabling environment in the MRTS to maximize the

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fare revenues and non-fare revenues related to the commercial

developments associated with MRTS;
VII. Support the Employer on controlling the evolution of costs with long-term
visibility on the required payments;
VIII. Responsible for supporting the Employer in testing, commissioning and
Trial Runs by providing Key staff.
IX. Provide suggestions and conduct the design reviews to enable
development of a well-balanced Rail System that optimizes operational
and maintenance facilities with a view to maximize real estate
development;
X. Develop, implement and maintain the O&M Manuals;
XI. Maintain the key performance indicators to ensure compliance of the
Employer with the terms of the Concession Agreement;
XII. Train the Employer‟s staff in critical operations area to facilitate
smooth operations in the absence of OMC staff.

2.3.5 Key Parameters Indicators:

2.3.5.1 The OMC shall submit a KPI Management Plan which shall include the
Following:

a. Formulate the performance hierarchy to manage specific KPI targets by each

department across the organization;

b. A detailed plan to describe how the OMC is going to achieve each KPI
requirement;

c. A database and the methodology to capture the required KPI in the system.

2.3.5.2 KPIs as per Concession Agreement between Hyderabad Metrorail

Ltd. (Owner) & LTMRHL (Concessionaire) are given inAnnexure-7
2.3.5.3 Additional KPIs included in the agreement between Concessionaire
& OMC are given inAnnexure-7A

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2.3.5.4 Asset Management System

i. A comprehensive asset management system (AMS) would be rolled out
for the project before revenue operations start for the first section.
ii. The main functions of the AMS would include:
a. Maintenance planning ( preventive and corrective)
b. Budgeting for operations and maintenance
c. KPI reporting
d. Automatic SMS/email alerts to maintenance staff in case of failures
e. Procurement of spares & tools (inventory management)
f. Document management system
g. Data archiving and incidence capturing
iii. The bidding process for AMS system is currently in progress.
2.4 Rapid Metro Rail Gurgaon Limited (RMGL)
2.4.1 Project- Background:

Phase-I of Rapid Metro Rail Gurgaon has a 5 km route in pinched loop

configuration. It is an entirely elevated and electrified (third rail 750V DC) section
permitting automatic train operation. Trains start and terminate their trip at the
same terminal station (Sikanderpur). There is one elevated depot, six elevated
stations and a fleet of five 3-car trains.

2.4.2 Philosophy of Operation and Maintenance :

i. Rapid MetroRail Gurgaon‟s Operation and Maintenance (O&M) practices
are based on best practices followed in Metro systems across the globe.
At the same time, some of these practices are distinct due to its relatively
small size which may not fit economies of scale and hence RMGL has
decided to outsource maintenance of major systems.
ii. RMGL has entered into a 10 year maintenance contract with M/s Siemens
for maintenance of Rolling Stock, Signaling system, Traction system and
Depot Plant & Machinery as these systems have been supplied by M/s
Siemens.
iii. The above maintenance contract has one main Key Performance
Indicator (KPI) viz. number of actual train departure trips that are within 3
minutes of the scheduled departure time vis-a-vis scheduled train
departure trips.

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iv. RMGL will also outsource, to a large extent, maintenance of other

systems such as telecommunication, automatic fare collection, track and
building infrastructure. Each contract will have measurable KPIs.
v. RMGL has its internal organization to manage maintenance contracts and
ensure KPIs, to maintain other assets and to coordinate with Operations.

2.4.2.1 Key Details of Operation

a) Rapid Metro Rail Gurgaon will have in-house Operation primarily due to the
following reasons:

i. Operation being the main „delivery‟, it fits RMGL‟s strategy to be the

public face

ii. In-house Operation will help RMGL in quickly developing key

expertise and domain knowledge

iii. Operation has large & complex external interfaces and, for a small
system, perceived risks by external agencies generally do not fit
economies of scale.

b) Following activities will be handled in-house:

i. Train Operation and Service Monitoring

ii. Station Management
iii. OCC and Depot Management
iv. Training and Competency Management
v. Safety, Performance and Planning
vi. Incident Handling
vii. Interface with Maintenance
viii. Interface with State Agencies
c) Due to economic reasons, following type of activities will be out-sourced:

i. Station Security
ii. House Keeping and Cleaning activities
iii. Ticket Vending
iv. Maintenance of Telecommunication, Automatic fare collection, Track
and Building infrastructure.
RMGL are likely to commence operations in the year 2013-2014.

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3.0 OPERATION&MAINTENANCE PRACTICES IN FOREIGN METROS

3.1 Singapore Metro (SMRT)

 SMRT operates many metro lines in Singapore under an agreement with

Owner of the Metro Project M/s Land Transport Authority (LTA). While LTA is
responsible for initial investment and the project execution, SMRT (or other
Operator) takes over the project as an Operator with a clear agreement to run
the project for a certain period.
 The complete operation and maintenance and capacity augmentation (like
additional trains, ticketing gates etc.) is the responsibility of the Operator and
the Operator is responsible for strict adheres to KPIs given in the Agreement.
Failure to achieve the KPI leads to penalties.

3.1.1 Philosophy of Operation and Maintenance:

i. Entire maintenance including rolling stock overhauls are done by SMRT
themselves i.e. no outsourcing is done.
ii. The repair of cards and old machines are also carried out in-house except
safety critical components.
iii. The project has a comprehensive AMS system to capture all maintenance
data history and also plan the maintenance.
iv. Training of staff and skill development is given top priority and a state of the
art training center has been established to provide requisite training to the
staff.
v. Minor activities (like cleaning, ticket selling, Lifts & Escalator maintenance
etc.) are outsourced by SMRT.
vi. The spares parts are procured from OEMS under long supply agreements.
vii. An integrated ticketing system has been provided by LTA with clearing
house for revenue reconciliation and settlement.

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3.2 Seoul Metro:

3.2.1 Philosophy of Operation and Maintenance :
 Seoul Metro Line 9 is a Concession Project executed by a Consortium
including Hyundai Rotem as partner. The Other lines of Seoul metro are
operated by Seoul metro (owner of the project).
 The Concessionaire has appointed M/s Veolia-France as an Operator for
the project having stringent KPIs and back to back operations &
maintenance requirements drawn from Concession Agreement.
 M/s Veolia has outsourced the rolling stock maintenance to M/s Hyundai
Rotem (supplier of the rolling stock) for initial 10 years including
overhauling.
 Rest of the O&M activities are managed by Veolia on their own by hiring
the local staff from Korea.

3.3 Bangkok Metro (MRT):

3.3.1 Project- Background:

 The Metropolitan Rapid Transit (MRT) is a rapid transit system serving

the Bangkok Metropolitan Region in Thailand.

 The first section of the Blue Line between Hua Lamphongand Bang
Sue has 18 operational stations along 27 Km of underground track with a
fleet of 19 trains.

 The MRT Purple Line is under construction and It will connect Bang
Sue with Nonthaburi in the north-west, and will be the first public transit
line outside the Bangkok Metropolitan Administration.

3.3.2 Philosophy of Operation and Maintenance

 MRT is responsible for the complete operation and capacity augmentation
(like additional trains, ticketing gates etc.).
 MRT has entered in to a maintenance contract with M/s Siemens for the
Purple line in respect of Signaling and Rolling stock.
 The maintenance contractor has to give technical support along with
planned man power.

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 The maintenance contractor has to follow strictly KPIsas given in the

agreement and the scope of work includes viz. Availability of man power,
preventive & corrective maintenance, analysis of failures & root causes,
documentation & reporting and regular maintenance performance reviews
(Audit).
 MRT is a member of American Public Transportation Association (APTA)
and NOVA, with the objectives to study and exchange the excellent
practices with other international public transport operators, and apply as
guidelines in the continued self-development and improvement.

3.4 Key Performance Indicators – Foreign Metros

3.4.1 EN 13816 is the European transportation standard for passenger transport
service providers. This includes airlines, trains, subways, buses, water vessels
and does not include individual passenger vehicles such as taxis. The elements
within EN 13816 comprises include Availability, Accessibility, Information, Time,
Customer care, Comfort, Security and Environmental impact.
3.4.2 KPIs shall be divided in 3 categories; Directional, Divisional and Functional.

3.4.3 Direction level, lagging KPIs shall be derived from the Organization values and
objectives, O&M Agreement and Quality and Performance Module.

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3.5 Nova and CoMET Key Performance Indicator System

Key Performance Indicators (KPIs) form a fundamental aspect of benchmarking
as they enable performance to be compared on a universally consistent and
understandable basis between organizations. The structured KPI comparisons
can be used for:
 Direct comparisons – to understand better the differences between
operators
 Internal motivation – setting targets for improved performance
 Identifying high priority problems, strengths and weaknesses
 Supporting metros‟ dialogue with government, regulators, and other
stakeholders
3.5.1 Performance Areas and Report Layout
 The framework for the KPI system has been developed based on the
„success dimensions‟ identified in the Harvard Business School Balanced
Scorecard model: Financial, Customer, Learning & Growth, and Internal
Business Processes.
 In addition to the four standard Balanced Scorecard Success Dimensions,
the importance of „Safety and Security‟ and the „Environment‟ were
considered important enough to warrant their own dimensions although
these overlap with both the „Customer and „Internal Business Processes‟
dimensions.
 Performance areas for the KPIs describe how successful a metro is in
achieving certain objectives.
3.5.2 Balanced Scorecard – Four Success Dimensions

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3.5.3 The Key Performance Indicator Process- NOVA/CoMET KPIs are:

 Comprehensive and yet concise - There should be a balance between an
all-rounded view and the flexibility for management focus. The reporting of
high-level KPIs whilst collecting disaggregates data for more detailed
analysis is to achieve this balance.
 Internally consistent - It is assumed that member metros use a consistent
set of internal definitions and underlying assumptions when deriving their
own KPIs. Wherever possible, the data should best be reconciled against
other published data for consistency.
 Support business performance monitoring through critical success factors
 The KPIs should be designed to give a clear view of what constitutes
success.
 Well-structured with the flexibility for change and evolution over time
3.5.4 The Key Performance Indicator System
The brief details of the KPIs being followed by NOVA/CoMET is given below.
These KPIs are used for bench marking performance of 29 metros world-wide.

3.5.4.1 Growth, Learning & Innovation

G1a/b % change Network Size & Passenger Journeys
G2a/b % change Operated Capacity km & Car km
G3 Number of Training Hours / 1000 Staff Hours
G4a/b Non-fare Commercial Revenue / Fare Revenue & /Passenger Journey
3.5.4.2 Financial
F1 Total Commercial Revenue / Operating Cost
F2 Operating Cost / Revenue Car km
F2a Service Operations Cost / Car km F2b Maintenance Cost / Car km
F2c Administrative cost / Car km
F3 Investment cost / Car km
F4a/b Operating Cost / Passenger Journey & km
F5a/b Fare Revenue / Passenger Journey & km

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3.5.4.3 Customer
Capacity Provision & Utilization
C1 Capacity km / Route km
C2 Passenger km / Capacity km
3.5.4.4 Service Quality
C3 Passenger Hours' Delay / Passenger Journey
C4 Passenger Journeys On Time / Passenger Journey
C5a/b Trains On Time / Total Trains (scheduled + actual)
C6 Train Hours Operated / Hours of Train Delay
3.5.4.5 Internal Processes
Reliability & Availability
P1a/b % of Cars Available & Used in Peak Hour
P2a/b Car km / hours between Incidents (by category)
3.5.4.6 Efficiency
P3 Passenger Journeys / Staff + Contractor hours
P4a/b Capacity & Car km / Staff + Contractor hours
P5 Train hours / Driver Hours
P6 % Employee Absenteeism
P7 Traction Energy Consumed / Car km
P8a/b Total Energy Consumed / Passenger Journey & km
3.5.4.7 Safety & Security
S1 Total Fatalities / Passenger Journeys
S1a Deaths from Suicide / Passenger Journeys
S1b Deaths from Accidents / Passenger Journeys
S1c Deaths from Illegal Activity / Passenger Journeys
S2 Incidences of Crime / Passenger Journeys S3a/b Staff Lost Time through
Accidents / Staff Hours
3.5.4.8 Environment
E1 CO2 per Passenger km

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4.0 SAFETY, SECURITY AND DISASTER MANAGEMENT

4.1 Delhi Metro
4.1.1 Safety and Security of systems
(a) The responsibility of security of DMRC system is with CISF and Delhi Police.
(b) DMRC deploys CCTV for security purpose. However, the video analytic
technique is not considered useful by DMRC. As per information available
with DMRC through NOVA/CoMET, video analytics is not considered
practical and feasible for mass rapid transport system. London Metro after
serial Bomb Blast in 2005 had planned use of video analytics which was
discontinued in 2008 as it was not considered useful
(c) DMRC organizes Mock drills related to safety preparedness and handling of
disasters in association with DDMA/NDMA/NSG/Delhi Fire Service/Delhi
Police. During these mock drills evacuation of passengers from tunnels /
Via-duct under various scenarios involving different line and stations is done.
Normally these drills are conducted during non-revenue hours or early
revenue hours in order to avoid in-convenience to passengers.
(d) A contingency plan has been prepared by CISF as per directions of MHA
detailing role and responsibility of each stake holder i.e.
DDMA/NDMA/NSG/Delhi Fire Service/Delhi Police/DMRC. As per this
contingency plan each stake holder has prepared its own contingency plan.
Accordingly DMRC has prepared its own contingency plan. In addition to this
DMRC has its own Disaster Management Plan, which is a requirement of
Disaster Management Act 2005. CISF also prepared contingency for each
station.
4.1.2 Drill for use of Rescue & Relief Train, Attending Lifts & Escalators Failure these
are done on weekly basis on different lines and at different stations.
4.1.3 The details of mock drills which are conducted to check the preparedness of the
various sub-systems in under-ground section are given in Annxure-8
4.1.4 Safety Organization:
DMRC is having a safety organization which is functioning under one of the
heads of the department of O&M. Further there are part time executives drawn
from different departments who conduct safety checks on regular basis.

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4.2 Bangalore Metro

4.2.1 BMRCL have developed a Disaster Management Plan including Mock Drills to
be undertaken by Operations & Maintenance Wing.
4.2.2 In order that the BMRCL staff members are aware of their responsibilities for
disaster management, BMRCL has prescribed schedule of mock drills so that the
O&M employees are responsive to various unexpected and abnormal incidents
to mitigate the inconvenience to passengers and for restoration of normal metro
services in quickest possible time.
4.2.3 Safety and security issues and special precautions required to be taken by
BMRCL employees during rescue & restoration operations on metro system with
750 V DC Third Rail traction systems have also been addressed.
4.2.4 BMRCL staff displaying involuntary responses during serious incidents
/accidents is the ultimate goal; this is attempted by imparting periodic and
constant training & awareness to all staff, building a team spirit with appropriate
knowledge to each and every employee to handle such events through mock
drills on all matters periodically.
4.2.5 The frequency of Mock Drills is detailed below, will be done once in every month/
Quarterly depending on case by case basis as per the details of mock drills
enunciated in the hand book for dealing with serious incidents, accidents &
disasters. These are supplemented by prescribing additional mock drills based
on the experience gained during the one year of revenue service and these are
tailored to BMRCL environment.
(a) Fire Drill
(b) Rescue of Disabled Train.
(c) Detrainment of Passengers between Stations
(d) Passenger Evacuation from Station and Via-duct
(e) Drill for use of Rescue & Relief Train
(f) Communication Failure (TETRA)
(g) Failure of Third Rail Power Supply
(h) Rail Fracture (leading to TC Failure)
(i) Point failure in Mainline /Depot
(j) Lifts & Escalators Failure
(k) Preparedness & Preventive actions against Terrorist attack
(l) Natural Calamities
(m)Temporary Single line working

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Final Report

4.2.6 Records to be maintained for Mock Drill

(a) Staff & Officers attended; Coverage of all O&M staff during periodic exercises
(b) Coordinated Communication for achieving results
(c) Adequacy of facilities
(d) Proper functioning of equipment, generation of alarms etc.
(e) Technical problems, if any
(f) Procedural short comings
(g) Need for amending existing procedures & systems
(h) Involvement of external agencies like fire force, police, hospitals,
Meteorological depts.
(i) Review and reforms
4.2.7 Observers for Mock drills
(a) Observers for Mock drills are nominated from Project wing/GC to give
impartial independent report to the management.
(b) They have to note and give their report on mock drills and suggest methods
required for early restoration of train services/ rescue operations in case of
any eventualities and any other matter to be brought to the attention of Head
of Operations.
4.2.8 Safety and Security of systems
(a) Security of the System
In BMRCL, Karnataka Industrial Security Force would ultimately take care of
the main security at stations. However Auxiliary security could be an option in
depots etc. which are not frequented by the public.
For all unmanned installations, Access Control has been provided either
through a bio-metric card or through keys which can be accessed by only
authorized persons.
(b) Software locks have been provided for access control in the OCC like AFC
System, SCADA, Train Control, Signal Servers so that the same can be
accessible by only the authorized personnel.
(c) Surveillance is an important activity, which has to be given top priority by
Metros. Video Analytic functions are not at present able to detect various
scenario at the stations for face detection, leftover objects etc. especially
since the Metros are crowded; but this is a very useful tool for intrusion
detection, crowding at stations etc.

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(d) Safety Case presentation

A committee of officers has carried out Safety inspections of the procedures
being followed by O & M organization.
4.3 Rapid Metrorail Gurgaon Ltd (RMGL)
4.3.1 Safety is an inherent function of every RMGL discipline and there will be a
separate team to periodically monitor and identify areas of improvement. Support
of external professional agencies will be taken on need basis.
4.3.2 Security services are being outsourced to an agency registered with the state
police and law & order will be taken-care by the state police.
4.3.3 A centralized security control room in the Operation Control Centre will be
manned by Rapid Metro Rail and state police. Rapid Metro Rail premises will be
under surveillance of CCTV cameras. X-ray baggage scanners and Door Frame
Metal Detectors will be installed at public entry to stations.
4.3.4 Periodical mock drills related to preparedness and handling of disasters will be
conducted by the O&M wing.

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5.0 INDIGENISATION OF SPARES & CONSUMABLES

5.1 Delhi Metro

5.1.1 Details of sourcing of components/systems/sub-assemblies in various system

contracts are provided in Annexure-9.

5.1.2 The suggestions of DMRC for such currently imported items, which can be
developed through indigenous sources, are also provided in Annexure-9.

5.2 Bangalore Metro

5.2.1 The details of sourcing of components/systems/sub-assemblies in various

system contracts are provided in Annexure-10.

5.2.2 The suggestions of BMRCL for such currently imported items, which can be
developed through indigenous sources, are also provided in Annexure-10.

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6.0 MANPOWER AND M&P RESOURCES DEPLOYED IN METROS

6.1 Delhi Metro

6.1.1 The manpower benchmark of DMRC is as under:

Category Benchmark Total

Permanent Way 0.25 JE + 0.75 Maintainer 1 /Route km
Works 0.45 JE + 0.30 Maintainer 0.75 /Route Km
E &M 1.10 JE + 3.25 Maintainer 4.35 /Route Km
Traction 0.70 JE + 2.20 Maintainer 2.90 /Route Km.
Signal, Telecom/ AFC 1.7 JE + 4.2 Maintainer 5.9 /Route Km
RS ( Depot 0.38 JE + 0.87 Maintainer 1.25 staff per coach
Maintenance &
Workshop activities )
Stores 0.41 0.41/ Route km
HR 0.30 per 100 employee 0.30 per 100
employee
Finance 0.50 per 100 employee 0.30 per 100
employee
Train Operator 26 per 100 train hours 4.5 / Route km
Station Controllers/ 8.5 / Route Km
Revenue/ CRAs
Total 35.3 /Route KM

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6.1.2 The current O&M manpower in DMRC, including managerial and supervisory
staff is as under (as on 1.11.2012):

Subgroups Opn Elct.& Civil S&T RS St Ac HR Sec Tota

& TI ore cts urity l
PD s
Executives
62000-80000 - ED 0 0 0 1 0 0 0 0 0 1
51300-73000 - 1 1 1 0 1 0 0 1 1 6
HOD
43200-66000 - 0 0 0 0 0 0 0 0 0 0
AGM
37400-67000-AGM 0 0 0 0 0 0 0 0 0 0
37400-67000-JGM 0 0 0 0 0 0 0 0 0 0
36600-62000 - 2 1 0 1 1 0 1 1 0 7
JGM
29100-54500 - 2 3 2 1 0 0 1 0 0 9
DGM
15600-39100-DGM 2 0 0 1 0 0 0 0 0 3
24900-50500 - 9 9 4 13 11 2 3 2 0 53
Manager
20600-46500-Asst 9 8 6 10 17 0 2 1 0 53
Mgr
Total 25 22 13 27 30 2 7 5 1 132
Non-Executives
18500-35600-Sr 23 21 2 13 17 0 4 0 1 81
Sup 2
16000-30770-Sr 24 0 1 13 3 0 0 0 6 47
Sup 1
14000-26950 - Sup 430 67 20 61 54 5 2 0 3 642
2
13500-25520 - Sup 1183 169 43 175 224 12 4 8 1 1819
1
10170-18500 - 738 260 52 223 162 0 10 12 0 1457
Asstt
8000-14140 - 0 588 60 406 561 0 0 0 0 1615
Skilled
6670-11470 - Semi 1 41 56 4 14 3 1 3 1 124
Sk
6090-9300 - 3 2 3 1 2 5 2 1 0 19
Unskilled
5200-20200-SP 0 1 2 0 1 1 0 0 0 5
STF
NON DMRC 1 0 0 0 0 0 0 0 0 1
GRADE
Total 2403 1149 239 896 1038 26 23 24 12 5810

6.1.3 M&P resources deployed in DMRC are given in Annexure-11.

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6.2 Bangalore Metro

6.2.1 BMRCL has sanctioned strength of 38.4staff per route km for the Phase-1
project of 42.3 km comprising of 1624 non-executive posts and 72 executive
posts. Details are as under:
SL Department BMRCL BMRCL Total Staff per
N Line -1 Line-2 42.3 RKM
o 18.1 24.2 RKM in
RKM RKM BMRCL
1 S&T , AFC 123 165 288 6.8
2 Elect. Traction, 154 206 360 8.5
E&M & Escalator
3 P Way 35 46 81 1.9
4 C&S works 18 24 42 1
5 Operation 232 310 542 12.8
6 R S Maintenance 101 168 269 1.6/C**
7 Finance, HR, 18 24 42 1
Stores
Total 681 943 1624 38.4

No.
Total
SL of No. of
Staff
N Post staff staff
Line
o Line- Line-2
1&2
1
Senior Section Engineer
1 46 62 108
(SSE)/Section Engineer (SE)
Asst. Section Engineer (ASE) /
2 106 145 251
Junior Engineer (JE)
Sr. Maintainer/ Maintainer/
3 309 437 746
Customer Relation Manager CRM)
4 Unskilled 6 13 19
5 Track Maintainer 9 12 21
6 Track Men 20 26 46
7 Station Controller 65 72 137
8 Train Operator 102 152 254
9 Finance , HR ,Stores 18 24 42
Total 681 943 1624

6.2.2 M&P resources deployed in BMRCL are given in Annexure-12.

6.2.3 There were initial cases of wheel flat in BMRCL. Thereafter, BMRCL resorted to
mill scale grinding of rails (by borrowing grinding machine from DMRC ). Rail
grinding has helped BMRCL achieving better rail wheel interaction, squeaking
noise has reduced, rail profile is better, current collection is better, wheel re-
profiling has reduced.

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6.3 Hyderabad Metro

6.3.1 As mentioned earlier LTMRHL have appointed an O&M Contractor. A total
number of about 1900 staff for the complete project is projected excluding certain
outsource activities given below:
(a) Cleaning of trains and stations
(b) Security services (Asset Security only as main security is in scope of
Govt)
(c) Maintenance of Lifts, Escalators, depot equipments etc.
(d) Rail Grinding activities
6.3.2 O&M Organization is projected to comprise the manpower as under:

Group / Division Total Staff

The Executive Management Team 25
HR Division 30
Financial Division 30
QHSE Division 20
Marketing & Sales Division 50
Operations Division 1500
Maintenance Division 200

The details are available at Annexure-13.

The project is under construction and is likely to commence operation in the year
2015-2016.

6.4 Rapid Metrorail Gurgaon Ltd (RGML)

6.4.1 In-house O&M staff strength is approximately 125 including Operation Control
Centre.
6.4.2 Outsourced O&M personnel will be approximately 200 including all maintenance
contracts for assets, security services, ticket vending and cleaning services.

The project is under construction and is likely to commence operation in the year
2013-2014.

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7.0 OPERATION AND MAINTENANCE (O&M) COST

7.1 Delhi Metro
7.1.1 The O&M cost of DMRC for various lines over the last 5 years is as under:

(Rs In Lakh)
SN Year Network Total O&M Total O&M O&M Cost O&M
Size (km Cost Revenue / RKM Revenue/RKM
1 2007-08 65.10 20035.44 31701 307.76 486.96
2 2008-09 74.56 22807.27 39287 305.89 526.92
3 2009-10 95.80 28898.64 52720 301.66 550.31
4 2010-11 160.87* 48890.63 93865 303.91 583.48
5 2011-12 166.76* 62784.90 128157 376.50 768.51

* Excluding Airport Express Line.

7.1.2 The breakup of cost into various activities is as under:

S Cost head O&M Cost (Rs in Lakh)

N 2007-08 2008-09 2009-10 2010-11 2011-12
1 Staff Cost 8877.04 8666.21 11748.88 21573.83 26038.65
(44%) (38%) (41%) (44%) (41%)
2 Energy Cost 4893.21 6731.47 7779.94 13439.85 20632.97
(25%) (30%) (27%) (28%) (33%)
3 Maintenance cost 3032.92 3799.37 4316.91 6754.47 8231.32
(excluding Store consumed) (15%) (16%) (15%) (14%) (13%)
4 Store consumed 961.97 1159.95 2690.75 3047.17
(5%) (5%) (5%) (5%)
5 Others 2270.3 2450.27 5052.91 4431.73 4834.79
(11%) (11%) (17%) (9%) (8%)

Total 20035.44 22807.27 28898.64 48890.63 62784.90

DMRC confirmed that out of total energy, 54-56% is on account of traction and
remaining on account of auxiliary systems. This is based on the actual data of
past 5 years.

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7.2 Bangalore Metro

7.2.1 BMRCL commenced commercial services on Reach 1 (about 6.7km) on 20th
October, 2011. The O&M cost detailed breakup is as under:
(Rs In Lakh)
Network Total Total O&M O&M
SN Year
Size (km O&M O&M Cost / Revenue/RKM
Cost Revenue RKM
1 2011-12(Oct- 6.7 1092 1102 363 366
Mar)
2 2012-13(Apr- 6.7 1355 773 345 197
Oct12)

SN Cost head O&M Cost (Rs Lakh)

2011-12 (Oct– Mar)
2012-13 (April - Oct)
1 Staff Cost 482.9(44%) 521.04(39%)
2 Energy Cost 264.96(24%) 279.88(21%)
3 Outsourced 254.13(24%) 417.78(30%)
Agency
3 Miscellaneous 90.35(8%) 135.83(10%)
4 Spares cost - -
Total 1092.34 1354.53
BMRCL energy consumption presently is 43% on account of traction and
remaining 57% on account of auxiliary systems.
7.3 Rapid Metrorail Gurgaon Ltd (RGML)
O&M cost/km for RMGL may not be a representative sample in comparison to
other large Metros. RMGL will be ready for service in 2013-2014. O&M costs can
be substantiated with real figures only after certain years of service.
7.4 Hyderabad Metro (LTMRHL)
The cost details for the Operation &Maintenance contract are not available;
however LTHMRL has stated that itis estimated to be approx.Rs 4 Cr/RKM /
annum.

7.5 Foreign Metros

NOVA/CoMET has following KPIs for operating cost
1. Operating cost per passenger journey
2. Operating cost per passenger kilometer
3. Fare revenue per passenger journey
4. Fare revenue per passenger kilometer
DMRC has the least operating cost per passenger journey/ passenger kilometer
compared to other 29 metros (at 2011 prices US $ PPP) who are member of
NOVA/CoMET.DMRCs operating cost per passenger journey is 0.5 US$ & the
maximum is 2.4US $ for London Metro. Similarly operating cost per kilometer for
Delhi is 0.03 US $ and the maximum is 0.3 US $for London Metro

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8.0 OUTSOURCING COMPLETE O&M SERVICES–EXPERIENCE

8.1 Background
8.1.1 A Metro Railway system in India had appointed an International Finance
Advisory (IFA) as Consultant to prepare the Transaction Structure report to
evolve the strategy for outsourcing the Operation and Maintenance service and
preparation of Request for Proposals (Bid Documents) for inviting the
International Bids. As per the Transaction Structure Report and RFP documents
prepared by IFA, global bids were invited to provide Operation & Maintenance
services for the Metro Rail System. The objective of selecting an O&M service
provider was to establish the most efficient and effective operation &
maintenance of the Metro Rail System and bring to bear international best
practices and value for money in the provision of O&M services.
8.1.2 The duration of O&M service period was fixed as detailed below:
a. Pre-operation period 15 months
b. Stage 1 Operation Period (10.61 km) 10 months
c. Stage 1a Operation Period, including Stage 1 7 months
(18.3km)
d. Phase-I Full Operation Period (43,6km) 5 years

8.2 Scope of O&M Services

8.2.1 The scope of O&M services in pre-operation phase, operation period for stage-
wise & full section length is given in Annexure-14
8.3 Key Performance Indicators (KPIs)
8.3.1 Key Performance Indicators (KPI) was prescribed as per international norms.
Bonus points and Penalty points were assigned in respect of achievements and
failure to achieve the key performance indicators. The methodology for
measurement of these KPI‟s was also stipulated in the documents. The KPI‟s are
detailed in Annexure-15

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8.4 Bidding Process and Evaluation

8.4.1 Pre-bid meeting was held by the Concessionaire and their advisor viz.
International Finance Advisor (IFA) also attended. A large number of queries
(900) were raised by the bidders and these were replied and consequently where
modifications of the bid documents were required, addenda were issued. Finally
three global bids were received from the reputed international companies. The
technical package was opened and evaluated by the Concessionaire with the
assistance of their advisor. All the three bids passed the technical evaluation
criteria and financial bids of all the three were opened and evaluated by IFA.
8.4.2 In accordance with the RFP the Financial Proposals need to:
 Comply with the formatting of Financial Annexure of RFP.
 Comply with the requirement in clause xx of the IFB of the RFP that the
Bidders total pre-operation fee shall not exceed 10% of its total service
fee.
 Comply with the percentage requirements for the lump-sum fees
proposed during pre-operation periods in the RFP.
 Comply with the requirements that total rate per train kilometer (TRTKm)
for any operations period in RFP shall not exceed the range of + 25%
over/under the average TRTKm.
One of the bids was disqualified due to non-fulfillment of RFP requirements
and remaining two bids after arithmetic correction were found to meet all the
RFP requirements and the approximate cost quoted were L1-Rs.1500
Crores approx., L2- approx 25 percentage higher than L1. The IFA
recommended to the Concessionaire for acceptance of the lowest bid.
8.4.3 Methodology employed for justifying the acceptance of the lowest quoted bid;
Public Sector Comparator (PSC) and Value for Money Methodology (VFM)
Value for money (VFM) is a methodology developed originally by the UK
government to answer the following questions:
 How much will it cost government to run a project as a public project
verses doing it as a PPP?
 The answer to this question (i.e. the difference in costs between the two
approaches) is the VFM realized by government in going with a particular
approach.

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 Under PSC/VFM methodology „value‟ created through transferring risks to

O&M Operator are added to „Public O&M‟ cost estimate.
 Principle is risks are „included‟ in price of O&M bids through risk premium.
Value of Risk Transfer Added to Public O&M cost estimate to allow for
accurate comparison of „true cost‟ of public O&M with bids.
8.4.4 Public Sector Comparator (PSC) cost was estimated Rs.1591 Crores in July
2011 by IFA. Some assumptions used by IFA to prepare the PSC in July 2011 of
INR Rs. 1591 Crores were adjusted in the course of finalizing the structure. This
would result in a net reduction of the July 2011 PSC by 5 percent (-80 Crores)
and adjusted IFA/PSC of INR 1511 Crores in July 2012. The lowest bid was also
around the same price. The evaluation report concluded as under:
 The Competitive bidding process for the Metro Rail System O&M contract
resulted in two of the three bids being almost in price (INR Cr 1,507 vs.
INR Cr 1,514).
 IFA‟s view based on hundreds of PPP tenders is that this provides very
strong evidence that the market price for the Chennai Metro O&M
Contract is around INR cr1, 500.
 There was very strong competition amongst the three bidders for this
contract as they are all trying to establish or bolster their presence in the
Indian market for metro O&M services.
 IFA believes there was significant pressure on each of the bidders to
present the most competitive financial offer possible.
 In IFA‟s view the Concessionaire has received the best possible price
from the tender for this contract.
8.4.5 Concessionaire‟s Tender Cost Estimate;
 The Concessionaire‟s tendering approach involves the preparation of a
cost estimate to assist it in assessing the financial results of the tendering
process.
 The Concessionaire has prepared a cost estimate for the Metro Rail
System O&M services tender as a comparative benchmark estimate: INR
Cr 1,127.
 It is an estimate of O&M cost for a publicly run metro, and has been
based primarily on information from the Delhi and Bangalore metros.

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8.4.6 Converting the Concessionaire‟s cost estimate into a Public Sector Comparator
(PSC)
 To accurately compare the Concessionaire‟s cost estimate with the
Financial proposals received for the Metro Rail System O&M Contract
tender, the Concessionaire estimate should be adjusted using the
methodology for developing a PSC, namely:
 Appropriate costing of all the risks that are transferred to the Operator
under the O&M contract and inclusion within the PSC.
 Application of competitive neutrality principle with regards to tax.
 Then a VFM calculation can be made to determine if the private approach
yields value for Concessionaire.
I. Adjustments were applied to the Concessionaire‟s O&M Cost estimate of
Rs. 1127 Cr for KPI risks, Electricity risks, Pre-operation cost risks, O&M
cost risks and Inflation risks as per details given below.
II. Risk allowance summary
Elements Details INR in Cr
Pre-operation period 103.4
Operations Period 1023.6
Concessionaire Base O&M Cost 1127.0
Estimate (DMRC and BMRCL
experience as the basis)
IFA recommended risk allowances
KPI risk 5% of 1024 Cr +51.2
Electricity Risk 60% of 234 Cr +140.4
Extended pre-operation risk 50% of 103.39 +51.7
Cr
O&M cost overrun risk 10% of 790 +79.0
Inflation risk See table +59.2
Revised Concessionaire PSC 1508.5

The details regarding valuation of various risks is provided in Annexure-16

8.4.7 Since the lowest bid was found near the revised Metro Rail System PSC, the bid
was recommended for acceptance by IFA.
8.5 Decision Making
8.5.1 The Board of Directors of Metro Rail System appointed a sub-committee of
Directors to analyze the key findings presented by IFA and to submit their
recommendation on the following:

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(a) Vetting of Public Comparator Cost with reference to IFA‟s recommendation

on various risk adjustments.
(b) Compare DPR O&M Cost with reference to the L1 price.
(c) Financial viability considering fare box and non-fare box revenue.
8.5.2 The sub-committee of Board after examination presented the following findings.
(a) Base Public Sector Comparator Cost.
The staff cost, non-traction energy consumption in station and depot and
maintenance logistic costs were reviewed and pruned down taking into
account experience of DMRCL & BMRCL. The risk adjustment allowances
(estimated by IFA) as give in the previous paras were also rationalized. The
updated public sector comparator cost was pegged at Rs.1293.95 Cr.
(b) DPR O&M Cost comparison
DPR O&M cost was estimated 6 years ago when full experience and data on
O&M was not available in DMRC. The DPR O&M cost was found to be on the
higher side. This was also normalized taking into account past 6 years‟
experience.
(c) Financial Viability Analysis
The financial viability analysis of revenues and expenditure considering the
O&M expenditure, Fare box and non-fare box revenue were carried out
applying various scenarios viz: PSC cost (Rs.1293.95 Cr.), DPR cost
(Rs.1547 Cr), outsourcing cost as per the lowest bid taking into account
traction energy and taxes etc. (Rs.1740 Cr).
(d) On comparing the above, the outsourcing cost (lowest bid) was found to be
about 34% higher than the updated PSC cost and about 12% higher than the
DPR O&M cost.
(e) Legal Responsibilities of Metro.
 The Concessionaire is presently classified as Metro Railway
Administration in terms of Metro Railways Amendment Act 2009. For the
purpose of Operation & Maintenance, the organization to which the
Concessionaire outsource Operation and Maintenance under a contract
agreement need to be classified as metro railway administration. This
can be done by MOUD/GOI.

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 The responsibility for getting the constructed system certified fit for safe
carriage of passengers from CMRS rest with the Concessionaire. As per
the current practice and rules the agency to whom operations and
maintenance is outsourced cannot approach directly CMRS for safety
certification process.
 The operating and maintaining staff either employed by the
Concessionaire or O&M Service contractor, being part of certification
process can be given competency certificate by the Concessionaire
only. As per the past experience CMRS did not accept competency
certification of drivers and other personal by DAMEL in case of Delhi
Airport line. This can be perhaps handled by setting up an accredited
training institute authorized to train and issue competency certificate to
O&M personal of belonging to the Concessionaire or O&M service
contractor. The competency certificate issued by accredited institute
should be acceptable to CMRS.
 For any accident/unsafe operations due to fault of personal, the
responsibility and liability rest with the O&M service contractor as per
the conditions of contract agreement between the Concessionaire&
Contractor. However, the owner will be held responsible to CMRS as
well as other government authorities in respect of all safety related
issues.
 Apart from the above there were certain more legal complications in the
financial bids having different interpretations and opinions from legal
experts.

8.5.3 The Board of Directors of Metro Rail System have decided to discharge this
tender. And it is learnt that Metro Rail Authority is planning to take up O&M
activity on the lines of Delhi Metro and Bangalore Metro.

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 ANNEXURE-1

F.No.K-14011/26/2012-MRTS/Coord
Government of India
Ministry of Urban Development
(MRTS CELL)

Room No.311, 'B' Wing, Nirman Bhawan,

New Delhi-110.108, the. 25 th July, 2012

ORDER

Subject: Constitl1tie.l'I, of Sub~Cdinmi,tteeon . Standar,dizationietc.

The undersigned is directed to: say that with a view to promote the
domestic mar.lUfacturimm for
.
Met.ro Syst~ms
'; .
and formati9n'.;of
.
standards for
such systems in India, th;-S Ministry lhas constituted' a Group"fqr prep'aning a
Base paper on Standardization and 'l(;Idigel'lization of Metro Railway Systems
vide Order'ofeven number dated 3.(jth ·May, 2012 (copy enclosed).

2. The Group has identified certain issues which require detailed

deliberations / review, cost benefit alilqlysis / study. The Group has
suggested that to have ex.amil'led / studied these issues, SUb-Committees
may be constitt,Jted consisting' of officers / pfOfessionals drawn from ' relevant
field / profession from Ministry of Urban Development / Railways / Metro~

and industries associated with rail based systems / Metro Railway Systems.

3. Accordingly, it has been decided to constitute the Sub-Committee 01

Standardization, etc. The issues which are to be examined/studied undE

Standardization, etc. by the Sub-Committee, Terms of Reference an
Members of the Sub-Committee are given below:-

1
 Issues Terms of Reference Members of Sub-Committee 1,"
~ Standardi?ation of {;\. Study . of the Shri D.O. Pahuja, Director
maintelilalilce U maintenance and (Rolling ~tock &
practices; eDf metro operating signalling), BMRC -
infrastrpctClFe, practices adopted Convener
systen:)s and by DMRC, BMRCL
rolling stoc~ and Kolkata Metro Shri Prakash Singh,
Director(MRTS), MoUD
~ Identification of- Study of the
sub. maintenance and Shri Deen Dayal, US
systems/compone o~erating (MRTS) Coord , MoUD
nts items for practices adopted
sustainable by metros outside Shri Salabh Tyagi, Direct,..·-·
operation & India (PE) , RDSO, Lucknow
maintenance (over
and above the list - Study of currently Shri Sujit Mishra, Director
already identified imported spares / (TI), RDSO , Lucknow
by consumables
DMRC/BMRCL) which can be Director/Signalling - RDSO,
considered fo r Lucknow
indigenization
DirectorlTracklBridge -
- Detailed study of RDSO, Lucknow
manpower, M&P ,
resources One officer to be nominated
deployed by by MDtDMRC
DMRC / BMRCL
for different Shri Anil Jangid
systems al'ld civil (Professional already .
infrastructure associated with Committf
maintenance preparing the Base Paper)

Report of study, Representative from

analysis and associated Industry to be
recommendations nominated by FICCIICIII
duly suggesting ASSOCHAM
standardization /
benchmarking of
maintenance
practices

2
 4. FICCI ! CII / ASSOCHAM will nominate representative only from those
Industries who are having long association with Design / manufacture of Rail
Based rolling stocks . with three phase drive (propulsions), systems! sub
systems infr~~tructu.~~s, i.e. IIGBT based propulsions/signalling systemsfThird
~~ifj6~erheaJi~<;elect~ic tractiom/AFC-ticketimg and Power supply system
spe'ciallY uslcJ;;ih lM~tfO Railways.

5. The alDove Sub-Committee to review /study the issues related to

standardization of maintemance practices for items required for sustainable
operation and maintenance of infrastrructl!Jre, systems and Rollir:1g Stock on
different Metro Railways has been constituted beyond ToR of the Base paper
and will be reql!Jired to work accordingly.

6. The Sub-C.omrnitte.e shall summit its Report within one month (by
21 .8.2012) to Secretary (UD), Ministry of Urban Developmentfrom the date of

~
issue of this Order.

)~'1 Ill-
(Deen Dayal)
Under Secretary to the Gov!. of India
Tel. 23~62935 / Fax. 23062594
E-mail : [email protected]

• To

All the Members of the Group.

(f) 9 810 &11 ~ ~ I

Copy for information and necessary action to:-

1. Chairman, Railway Board, Ministry of Railways, Rail Bhavan, New Delhi.

2. Director General, Research Development & Standards Organization (RDSO),

Manaknagar, Lucknow-226011 .

3. Managing Director, Delhi Metro Rail Corporation Ltd ., Metro Shawan, Fire
Brigade Lane, Sarakhamba Road ,. New Delhi-110001 with the request to
norninate one officer"from DMRC.

3
4. Secretary, FICCI, Federation
, House, Tansen Marg, New Delhi 110001 .

5. Secretary, Confederation of .Indian Industry (CII), 23, Vardman Marg,

Institutional Area, Lodi Colony, New Delhi, Delhi 110003

6. Secretary, Associated Chambers of Commerce and Industry of India

(ASSOCH.A,lrIi1~ " GdrPlorate Office, 1, Community Centre Zamrudpur, Kailash
C<illony, NewiQ)elI;Ji - 110 048.

7/Shri I. C. Soarma, National Project Manager, Project Management Unit,

\ Sustainabled!Jr,~afl Transport Project (SUTP) , Ministry of Urban Development,
Nirman Bhawan , New Delhi.

8. Smt. R. Dharini , Deputy Chief, Ministry of Commerce and Industry,

Department <ilf Indwstrial Policy & Promotion, National Manufacturing
Competitiveness Council, Vigyan Bhawan Annexe, New Delhi

Copy also to for information :-

1. PS to UDM
2. Sr. PPS to Secretary (UD)
3. OSD(UT) & E.O . Joint Secretary
4. Director (UT)
5. Director (MRTS-I)
6. Advisory to OSD (UT)
7. US (MRTS-I) / US (MRTS-II) / US (MRTS-III) / US (MRTS-IV)

~
(Deen Dayal·
Under Secretary to the Govt. of India

4
ANNEXURE-2
 ANNEXURE-3A
Maintenance Schedule, Downtime and Man hours for Rolling Stock adopted at
DMRC

Manpower Requirement for 4 Car

Train
SlNo ACTIVITY INTERVAL
Required Required
Downtime
Manpower Man-Hour
1 Daily Check - 30 Min 02 01
2 A Service Check 5,000 km, (15days) 02 Hrs 04 08
3 B1 Service Check 15,000 km, (45days) 08 Hrs 07 56
4 B2 Service Check 30,000 km, (90days) Same as B-1Check
60,000 km,
5 B4 Service Check 08 Hrs 12 96
(180days)
120,000 km, (360
6 B8 Service Check 16 Hrs 13 208
days)
B16 Service 240,000 km, (720
7 Same as B-8 Check
Check- days)
420,000 km, -
8 C1 Overhaul - 3096
(3.5years)
840,000 km, -
9 C2 Overhaul - 7910
(7.0years)
1,560,000 km, (10.5
10 C3 Overhaul - -
years)
2,250,000 km -
11 C5 Overhaul -
(15years)
Daily Internal
Cleaning (turn-
12 Every turn around Activity not performed
around in plat
form)
Daily Internal
13 Daily 1 1 1
Cleaning (SBL)
Internal light - - -
14 Weekly
Cleaning
Monthly Heavy
Cleaning (Exterior
15 Monthly 6 8 48
& Interior + Roof
Cleaning)
External Washing
16 Daily(AWP) 2 2 4
(window cleaning)
Pest and Rodent
17 Bi-monthly 01 Hrs 02 02
Control
- - -
18 Air duct cleaning Half yearly

Page 1 of 22
 ANNEXURE-3A
Study of Operation & Maintenance practices adopted at DMRC

Manpower Requirement for 4 Car

Sl Train
ACTIVITY INTERVAL
No Required Required
Downtime
Manpower Man-Hour
1 Daily Check - 30 Min 02 01
2 A Service Check 5,000 km, (15days) 02 Hrs 04 08
3 B1 Service Check 15,000 km, (45days) 08 Hrs 07 56
4 B2 Service Check 30,000 km, (90days) Same as B-1Check
60,000 km,
5 B4 Service Check 08 Hrs 12 96
(180days)
120,000 km, (360
6 B8 Service Check 16 Hrs 13 208
days)
B16 Service 240,000 km, (720
7 Same as B-8 Check
Check- days)
420,000 km, -
8 C1 Overhaul - 3096
(3.5years)
840,000 km, -
9 C2 Overhaul - 7910
(7.0years)
1,560,000 km, (10.5 -
10 C3 Overhaul -
years)
2,250,000 km -
11 C5 Overhaul -
(15years)
12 LRU Replacement - - -
CM operations
(including defect
identification,
replacement for
13 defective LRUs 04 Hrs 02 08
and restoration to
service condition)
that do not require
car lifting
CM operations
(including defect
identification,
replacement for
14 defective LRUs 08 Hrs 06 48
and restoration to
service condition)
that require car
lifting
Daily Internal
Cleaning (turn
15 around in plat Every turn around Activity not performed
form)

Page 2 of 22
 Daily Internal
16 Daily 1 1 1
Cleaning (SBL)
Internal light - - -
17 Weekly
Cleaning
Monthly Heavy
Cleaning (Exterior
18 Monthly 6 8 48
& Interior + Roof
Cleaning)
External Washing
19 Daily(AWP) 2 2 4
(window cleaning)
Pest and Rodent
20 Bi-monthly 01 Hrs 02 02
Control
- - -
21 Air duct cleaning Half yearly

Page 3 of 22
 ANNEXURE-3B
Maintenance schedule Down time and manpower for traction power
supply/distribution system adopted at DMRC

Maintenance schedule
(Interval)
Inspection Down
AC Required

quarterly
SL to be done

Monthly
time

weekly
traction man

yearly

yearly

yearly
no with in

half

two
system hour power
interval

OVER HEAD EQUIPMENT

Foot
1 yes 4 2
Patrolling
Section Routine
yes 0.2 2
Insulator inspection
2 (Non Cleaning
polluted and yes 0.75 4
zone) checking
Routine yes
Section 0.2 2
inspection
Insulator
3 Cleaning yes
(polluted
and 0.75 4
zone)
checking
Current Routine
4 yes 4 6
Collection inspection
Routine
Gas ATD yes 0.2 2
inspection
Make :
5 checking
Brecknell
and yes 1 6
Willis
adjustment
Routine
Counter yes 0.2 2
inspection
Weight ATD
6 checking yes
Make :
and 0.5 6
Galland
adjustment
checking yes
Cross Over /
7 and 0.5 5
Turn outs
adjustment
checking
8 Overlaps and yes 0.5 5
adjustment
checking
9 Isolator and yes 2 6
adjustment
checking
Cantilevers
10 and yes 0.5 6
(Via duct)
adjustment

Page 4 of 22
 checking
Cantilevers
11 and yes 0.5 6
(at grade)
adjustment
Cleaning of
ST and BT Cleaning
12 insulators of and yes 0.25 6
polluted checking
zones
Contact
13 Checking yes 0.25 6
Wire Dia
sea
Tree
14 trimming son 0.3 6
trimming
al
Kite, Thread sea
15 / Bird nest son 0.3 4
removal al
checking
Neutral
16 and yes 1.5 6
Section
adjustment
Bond &
17 Earthing yes 0.3 2
Connection
Mast for
18 graded inspection yes 0.1 2
section
POWER SUPPLY AND INSTALLATION
Maintenance schedule
Do
(Interval)
Inspectio wn
Required
quarterly

SL AC traction n to be tim
Monthly
weekly

man
yearly

yearly

yearly

no system done with e in

half

two

power
interval hou
rs
Power checking
1 transformer and yes 2.5 5
(AT & TT) cleaning
checking
CT/CVT/PT and yes 1 4
2
at RSS cleaning
testing and cleaning yes 24
checking
and yes 1 4
3 Isolator cleaning
testing and
yes 2 4
cleaning
checking
and yes 0.25 4
4 LA
cleaning
testing and yes 0.5 4

Page 5 of 22
 cleaning
checking
and yes 2 4
SF6/vacuu
5 cleaning
m CBs
testing and
yes 3 4
cleaning
Control checking
6 panels at and yes 2 4
RSS cleaning
checking
ASS
7 and yes 3 4
cleaning
cleaning
checking
and yes 2 4
8 33 KV CB cleaning
testing and
yes 3 4
cleaning
checking
Dry type
9 and yes 2 4
transformer
cleaning
Battery checking
10 charger and and yes 2 2
battery bank cleaning
AC DB and
DC DB checking
11 maintenanc and yes 1 2
e at RSS cleaning
and ASS
Earth
resistance Measurem
12 yes 0.5 3
measureme ent
nt

Page 6 of 22
 ANNEXURE-3C
Maintenance schedule, Down time and Man power for Track adopted at DMRC

Down Required Total time

Sl.
Activity Periodicity Time Manpower required per Remarks
No
in Hrs (JE+TM/TN) year (in Hrs)
Point &
Crossing
1 Inspection Half yearly 2 1+4 296 74*2*2=296
(Ballastless
track)
Point &
Crossing
2 Inspection Quarterly 2 1+4 120 15*2*4=120
(Ballasted
track)
Point &
Crossing
3 Inspection Yearly 2 1+4 290 145*2*1=290
(Ballasted
track in depot)
Curve
Inspection (up
4 to 30 Stations) Quarterly 4 1+4 64 4*4*4=64
for Ballasted
track
Curve
Inspection (up
5 to 30 Stations) Half yearly 4 1+4 880 110*4*2=880
for Ballastless
track
Joint
6 Inspection with Half yearly 1 1+2 178 89*1*2=178
S&T
Foot
7 Monthly 50 1+1 600 12*50=600
Inspection
8 Cab Inspection Weekly 4 1+0 208 52*4=208
Track
Whole
9 Patrolling 50 0+2 2600 52*50=2600
Beat
(Main line)
Track
Patrolling
10 Daily 6 0+4 2190 365*6=2190
(Ballasted-
Depot)
USFD Testing
11 (Rails and Yearly 300 1+4 300 1*300=300
welds)
PC based Once in 2
12 20 1+2 120 6*20=120
OMS months

Page 7 of 22
 Recording

Inspection and
13 Maintenance Yearly 3 1+4 279 93*3=279
of Buffer Stops
Measurement
of Toe
14 Yearly 1 1+3 834 834*1=834
Load(per
30mtrs)
Measurement
of Rail wear(up
15 to 30 Stations) Half yearly 4 0+1 880 110*4*2=880
for Ballasted
track
Measurement Done along with
16 Monthly
of creep Foot inspection
Inspection and
Maintenance Done along with
17 Weekly
of Fastenings Track Patrolling
and Fittings
Maintenance As per requirement -
Once in 2
18 of Ballasted 1+20 staff for 4 hrs. NA NA
yrs.
Track by TTM daily
Greasing of
Once in 3
19 ERC clips (30 5 0+5 23334 70,000/3
Year
clips/man/day)
Greasing of
once in 5
20 outer Rails on 3 0+2 4161 19*3*73=4161
days
curves
Preventive and
need based
21 Rail grinding Yearly 6 1+2 1152 192*6=1152
for operation of
RGM
Attention of
drainage pipes
22 on viaduct / Monthly 3 1+1
via-duct
cleaning
23 REJ Inspection Quarterly 3 1+4
Officers
24 Weekly 4 1+4
Inspection
Joggled Fish
25 Quarterly 3 0+2
plates Maint.

Page 8 of 22
 ANNEXURE-3D
Maintenance schedule, Down time and Man power for Signaling Systems
(DMRC)

S.No. Details of Maintenance Activity Schedule

P-1 Fortnightly
1 Checking for Absence of Ballast & Debris
2 Checking for the control arm in good condition and property secured
3 Checking for Good Sliding Condition of the Brass Piston
4 Checking for the Point itself in good Condition
5 Checking for Proper Operating of the point by Manual Operation
6 Checking for Proper Operating of the point by Power Operation
P-2 Monthly
General
1 Checking for any Abnormal Appearance of Parts.
2 Checking for Presence & Condition of Split Pins
3 Checking for condition & tightening of all screws and bolts Monthly
4 Gauge testing with 2 mm & 5 mm test piece
5 Measurement of Opening of Switch Blace
Maintenance of VCC Clamp Lock:-
Checking for Contract Between the Locking Crank Slide & Plastic
1
Sleeve
2 Cleaning of all Greased parts of the VCC
3 Lubrication of the Internal Corridor of the VCC Frame
4 Lubrication of the Locking Piece
5 Lubrication of the Stabilization Roller
6 Lubrication with Motor Oil of the Shaft of the Locking Crank
Monthly
Checking for Condition & Tightening of Screws of Nuts Fixing the
7
Base Plate
Checking for Condition & Tightening of Screws fixing the Frame on
8
the Base Plate
Checking for Condition & Tightening of Screws fixing the Frame on
9
the Rail Foot
Checking for Condition & Tightening of Bolt fixing the frame on the
10
Rail Web
Checking for Condition & Tightening of Bolts fixing the Locking
11
Crank on the Switch- Blade
Checking for Condition & Tightening of Screws fixing the Plastic
12
Sleeve Support on the Base Plate
Checking for Condition & Tightening of screws fixing wear pad on Monthly
13
the Locking Crank Assembly
Checking for Condition & Tightening of Screws fixing the wear plate
14
on the Base Plate
Checking for contact between the Locking Crank slide and Plastic
15
Sleeve

Page 9 of 22
 Details of Maintenance Activity
Schedule
Maintenance of VCC Detector-
1 Checking for Wiring & Contacts in Good Condition
2 Oil in each Hole over the Camshafts
Maintenance of Drives:- Monthly
1 Removing of the Surplus of Old Grease from all axles
2 Greasing of all axles
Maintenance of MJ 81:-
1 Checking for Case, Cover & Gear Box Housing in Good Conditions
2 Checking for Internal Gear Box Components in God Condition
3 Checking for Crank - Pin/Crown, roller & Lyre in Good condition
4 Checking for Absence of any Abnormal Oxidation
5 Checking for incoming Wires Property Secured
Monthly
6 Checking for Electrical Contacts in good Condition
7 Cleaning inside the MJ 81
Oiling of Gears, Teeth of Crank - Pin Crown & Control Shaft
8
Bearings
9 Greasing of Internal Part of the Lyre
P-3
Maintenance of Drives
1 Checking for Condition & Tightening of all Fittings & Bolts
2 Checking for Condition & Tightening of all nuts securing the Forks
3 Checking of all Rods in Good Condition Quarterly
4 Checking for Presence & Condition of All split Pins
5 Checking for wear on crank pins
6 Checking for Wear of Insulating Bushes & Washers on Axles
Maintenance of VCC Clamp Lock:-
1 Checking for Wear of the Locking Crank Pad
2 Checking for Wear of the Locking Piece
Checking for Wear of the Locking Crank supporting Shoe (Presence Quarterly
3
of the Chamfer).
Checking for Wear of the Locking Crank Joint (when gap on shim
4
plates).
Maintenance of VCC Detector-
1 Checking of Finger Working with switch rail Open Condition
Checking for the good compression stroke of contact blades of Quarterly
2
detector
3 Checking for good sliding stroke of the cam assembly
Maintenance of MJ 81:-
1 Checking for Condition & Tightening of all Fittings & Bolts
2 Measurement of the Manual/Motor establishment Contact Distance Quarterly
3 Measurement of the Clearance of the Dog Clutch on Motor Position
4 Checking for Gap Between Plastic Control Roller & dog Clutch
MAINTENANCE SCHEDULE FOR SDTC
S.No Details of Maintenance Activity Schedule

Page 10 of 22
T-1 SDTC Maintenance Track Side Activity
Visual Check:-
1 Verification of Tuning Unit Box Earthling
2 Cable Termination on Tuning Unit
3 CAD Weld Joints
4 Condition of Glued Joints
Quarterly
5 Condition of E-Joints
6 Condition of Rail Clips
Shunt Test
1 Vrx/Freq. (with 0.5 ohm, 0.2 ohm)
2 Vrx/Freq. (with pre-shunt)
Replacement of Filters
T-2
Measurements:-
Outdoors:
1 I-Rail:
Normal DOT every
2 V-Rail:- at TX end Va & Vb
Quarter and Reverse
3 Directionality (Va / Vb DOT every six months
4 Q-Factor
5 V-Rail:- at Rx and Vc & Vd.
6 Directionally (Vc/Vd)
Indoors:
1 Input Power Supply (V.AC)
Tx Card:- Normal DOT every
1 Tx-50V DC Voltage Quarter and Reverse
2 Vtx/Freq. DOT every six months
Rx Card
1 Vix/Freq.
RT Card:-
Normal DOT every
1 O/P Vdc
Quarter and Reverse
2 MSR Vdc DOT every six months
3 20 Khz Vac
MAINTENANCE SCHEDULE FOR Signal
S.
Details of Maintenance Activity Schedule
No.
S-1
1 Cleaning of Aspect Housing & LED Unit.
2 LED Functioning.
3 Earthing Verification
Quarterly
4 Cleaning of STB & SRB Box.
5 Tightening of all Nuts & Bolts.
6 Healthiness of all Supports, Brackets & Foundation etc.
7 Voltage Check in STB
ROUTE INDICATORS (RS-1) Quarterly

Page 11 of 22
 1 Breakage of Lens.
2 Cleaning of Lens & Lamps.
3 Cleaning of Route indicator Housing
4 Lamp Functioning. (UECR Test with two Lamps)
MAINTENANCE SCHEDULE FOR UPS/SMPS
CCIP Schedule
S.No. Details of Maintenance Activity
C-1
1 Cleaning of Front Face of CCIP with Dry Cloth
2 Check Fans are working
Quarterly
3 Check Proper Working of Push Buttons
4 Check Proper Operation of Counters
C-2
1 Cleaning of front face of CCIP with Vacuum Cleaner
SIX
2 Cleaning of inside of panel with Vacuum Cleaner
MONTHLY
3 Functioning of Buzzer
ESP Schedule
S.No. Details of Maintenance activity
1 ESP Functional Test Quarterly
MAINTENANCE SCHEDULE FOR UPS/SMPS
S.No. Details of Maintenance activity Schedule
UPS/SMPS Maintenance activity:-
1 Battery Float Charge Voltage
Weekly
2 Battery Charge Current
3 O/P voltage & O/P current (R, B, Y & freq.) for UPS-1 & UPS-2
4 Battery Terminals
5 Checking of loose Connections Monthly
6 Checking of any Leakage from Cells
7 Average Ambient Temperature
Individual Cell Voltage on Float:-
1 Cleaning of Cells
2 Individual Cell voltage on Float
3 Spare Cells Voltage
Monthly
Battery tested on Load:-
1 Battery voltage before load test & after load test
2 Battery charge (%) after load test
3 Charging current after load test
4 Load during test (L1, L2, and L3 in KVA) for UPS-1 & UPS-2.
Cleaning of (PDC, UPS, IDB, SMPS, SCVS & BSC)
1 PCBs
Working Condition of:- As per PM
1 Cable & connectors Schedule
2 Cabinet Doors
3 Switching between UPS-1, UPS-2 & SCVS

Page 12 of 22
 ANNEXURE-3E

Maintenance Schedules for various Sub-Systems in Telecommunication

adopted at DMRC

SL
System Monthly Quarterly Half Yearly Yearly
No
BER Testing of
Power Checking loss of redundant cards STM
Cleaning supply (- spare fibers both input and output power
of Rack & 48V) sides of a station level with optical power
1 FOTS
checking checking at Checking of FMS, meter Testing of SDH
of alarms SDH jumpher cable and ring Cleaning of
equipment. connector equipments at card
level
Cleaning
and testing Cleaning
Checking and
of Zetron and Testing Cleaning and checking
cleaning of BDA in
sets and Train radio all connection of EBTS
U/G stations Internal
2 RADIO antennas Units. & Power measurement
cleaning of Train
at station Checking of 'Checking of Antenna
radio unit and power
and, DCC. GPs and RF cable.
system
Checking antenna
of alarms
Checking
& cleaning
of Rack &
Checking of Cleaning of Server,
Physical
BRMA. VT- Checking of CPU Checking of PFCT,
verification
100 Switchover. Cleaning of rack at
TELE of IDF &
3 Functioning Checking of Call card level
PHONE MDF.
of NMS. diversity and other disconnecting all units
Undergrou
Network facilities and cables Cable
nd
accessibility testing
Emergenc
y Phone
Testing
Checking of
PAS line,
loudspeaker
, NLDC
Cleaning Switching of
Testing
of amplifier by spare Internal cleaning of
4 PAS centrally/loc
Loudspeak one and functioning amplifiers
ally
ers of gatekeeper
announcem
ent zone-
wise at
station

Page 13 of 22
 Cleaning of
Cleaning internal
external portion of
surface of PIDS.
display Performing Cleaning and Internal cleaning of
5 PIDS
boards. centrally/loc Testing of MMI PAS/PIDS server
Checking ally sending
of LED of written
status massages
zone wise.
Cleaning of
Cleaning Internal cleaning of
Cameras.
of CCTV CCTV equipment
Focusing Testing of DVR Optical
6 CCTV rack and rack. Checking of
and fiber ring testing
Monitors at power supply and
alignment (if
Platforms SPD
required)
Cleaning Checking of CLK
of rack and parameters at
7 CLOCK
clocks at station equipment
stations rack and platform
Cleaning Measureme
of the rack nt of -48V Checking
ACCES Cleaning of racks at
8 & and different Redundancy of DTU
S cards level
Checking voltages at and control card
of alarms cards
Visual Earth resistance
EARTH inspection measurement and
9
PIT of Earth Maintenance of
Pits earthling Pits
Cleaning Checking the
of the rack redundancy of
Internal cleaning of
10 NW & checking switches and router
routers
all Rack's as well as power
Alarms supply
Load test -
Interior Cleaning of
Battery
UPS, SCVS, Isolation
Banks &
Txr cabinets, Battery
terminals
Banks & terminals.
Individual
Tightening and
Battery
Cleaning of checking of cable
Terminal
11 UPS Ups condition of different
voltage
cabinets terminals of UPS
reading
Individual Battery
Spare Cell
Terminal voltage
charger
reading Diagnostic
O/P
tests available on UPS
voltage
MMI
reading

Page 14 of 22
 Battery
Banks &
terminals
Individual
Battery Cleaning of
12 SMPS
Terminal Rack
voltage
reading
and load
testing

Page 15 of 22
 ANNEXURE-3F

Preventive Maintenance Schedule for AFC System adopted at DMRC

Yearly (T4)
SL
Monthly (T1) Quarterl Half Yearly (T3)
No
y (T2)
Emergency Switch
Test and Testing
of Emergency from
SC, Extensive
Cleaning and
alignment of all
modules of Gates,
Check any
physical damage/
unscrewing of all
modules of gate,
Functionality test
and
1 Gate Alignment/Tighteni
ng (if required) of
CDS, ADS and
Container
Replacement, Run
All Maintenance
Tests, Checking
Power Supply or
Earthing,
Analyzing the
Failures of Gates
and taking
Corrective Action
accordingly.
Cleaning
Internal Cleaning of
exterior
Switch and Router,
of
Cleaning and checking
switches,
of Switch rack fan,
Router &
Check internal fan
Switch switch,
status of Switch and
2 and Router
Router, Check if
Router rack,
Switch and Router is
Check
working normal and all
data
equipments are on
connectio
LAN and sending data
ns, fan
properly
status
Check the
3 TR serviceability,
contrast and

Page 16 of 22
 electrical
connection, Check
the maximum
distance from
which the Media is
detected.
Cleaning and checking of all
Hoppers, data and power cards,
SVT, Check Rear door lock and
sensor, Check if TVM has
Testing & Internal sufficient battery back-up, Check
Cleaning of BNA, fan status of TVM, CSC antenna
Check Date & functioning & buzzer testing,
Time of TVM, Check all the cables are properly
Check if TVM is on routed through cable ducts and
LAN and sending cable duct covers are in place,
4 TVM
data properly, Checking of Container Detection
calibration of Switch (CDS)(Thales) , Check
screen (if contrast of PID (LCD) & message
required), Run the is OK, Checking of Keyboard with
maintenance trackball(Thales).Testing & Internal
Tests. Cleaning of SVT and its internal
mechanical assembly, Cleaning &
Testing of CHS (Coin Handling
System Thales).

Check Container Detection Switch

of TDM/ AFM, Cleaning of Hopper,
Checking TDM/ AFM data and
power cards and TOM CPU,
Check contrast of TOM PID &
Analyzing the
message is OK, Check whether
Failures of TOM
Receipt Printer is working OK,
5 TOM and taking
Check Maintenance Shift Test,
Corrective Action
Cleaning and Checking Electrical
accordingly
cabinet MCBs & its connections,
Check Date & Time of TOM,
Check all the cables are properly
routed through cable ducts and
cable duct covers are in place.

Page 17 of 22
 Cleaning of CPU
interior & exterior,
Cleaning and
checking of sub
modules of SC
(Printer,
Keyboard and
6 SC
Mouse etc.),
Cleaning of HDD
and check their
proper fitment,
Check if
supervision
services running.

Page 18 of 22
 ANNEXURE-3G

Preventive Maintenance Schedule for Civil Structure and works adopted at

DMRC

Sl Down Required
Activity Periodicity Remarks
No Time Man Power
1 Hrs/  1+1
Allension of
 Pre monsoon Pier  Full As per
1 drainage pipes on
 Post Monsoon 7 Days/ Team/ required
viaduct
Pier Agency
Pier Inspection
2  One Year 2 Hours  1+2
Routine
Detailed inspection
3  Ones in 5 years 4 Hours  2+4
of Piers by TMHP
Maintenance of
Depot Buildings
 Once in 3 year  Agency
(1) OBD etc.
4  Once Month As  2+Agen
(2) Leakage/
per required cy
Drainage
(3) Repairs
Maintenance of
station Buildings
(1) OBD etc.
5  Once in 2 years  Agency
(2) Leakage/
Drainage
(3) Repairs
Truck Mount
Hydraulic platform
6
vehicle (TMHP)
Maintenance
Land Scaping
7  Daily Basis Regular  Agency
Maintenance work
Rolling Shutter
 Once in 3
Maintenance work
8 Months 4 Hours
(1) O&G
 As Required
(2) Repair
Viaduct inspection
 Once in year With
9 (1) Visual
 Once in 5 Years TMHP
(2) Detail
Cleaning of Over
 Once in Months
Head Tank (OHT)
10  Once in 3
(1) Drinking Water
Months
(2) Raw Water
Maintenance of
parking area at
 Once in Week
11 station and Depot
 As per required
(1) Cleaning
(2) Repair

Page 19 of 22
 ANNEXURE-3H

Maintenance schedule, Down time and Man power for M&P adopted at DMRC

Sl. Down Required

Equipment Periodicity
No. time in Hr Man power
Weekly 4 1
1 Electric Bogie Tractor Monthly 8 1
Yearly/12000 hr 8 3
Daily 1 1
Weekly - -
2 Road Cum Rail Vehicle Monthly 4 1
3 Monthly --- -
Yearly 8 1
3 Re-railing Equipment Monthly 4 1
Weekly 4 1
Monthly 4 3
CNC Under Floor Wheel 3 Monthly 6 3
4
Lathe Yearly 16 3
3 Yearly --- ---
5 Yearly - -
Weekly 8 1
Monthly - ---
5 Synchronized Pit jacks 3 Monthly 6 2
6 Monthly - ---
Yearly 16 4
Weekly 6 2
Monthly - ---
Synchronized Mobile jacks 3 Monthly 8 4
6
6 Monthly --- ---
Yearly 16 3
Weekly 8 1
7 EOT crane
3 Monthly 16 3
Weekly — -
8 Bogie turn table Monthly 8 3
Yearly 16 3
Weekly 2 1
9 High Pressure Wash Pump Monthly 4 1
6 Monthly 6
Weekly 1 1
Monthly 4 1
10 Diesel Fork lift
6 Monthly 8
Yearly — —

Page 20 of 22
 Weekly 1 1
Monthly 4 1
11 Electric Fork Lift 6 Monthly 8

Yearly — —

Weekly 1 1
Monthly 4 1
12 Electric Stacker
6 Monthly 8 2
Yearly 8 2
Weekly 3 1
-
Monthly -
13 Compressor
3 Monthly 8 3
Yearly 16 3
- -
Weekly
14 Scrubber
Monthly 6 1
Weekly 8 1
15 Aerial Work lift Platform
3 Monthly 8 2

Page 21 of 22
 ANNEXURE-3I

Maintenance schedule, Down time and Man power for Lifts Escalators and D.G.
Sets Installed in DMRC Stations

LIFTS

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 10Mins 1 Person / Lift
2 Monthly Maintenance Monthly 4 Hrs 2 Person / Lift
3 Quarterly Maintenance Quarterly 6 Hrs 2 Person / Lift
4 Half Yearly Maintenance Half Yearly 8 Hrs 2 Person / Lift
5 Yearly Maintenance Yearly 8 Hrs 2 Person / Lift

ESCALATORS

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 10Mins 1 Person / Escalator
2 Monthly Maintenance Monthly 6 Hrs 2 Person / Escalator
3 Quarterly Maintenance Quarterly 12 Hrs 2 Person / Escalator
4 Half Yearly Maintenance Half Yearly 14 Hrs 2 Person / Escalator
5 Yearly Maintenance Yearly 16 Hrs 2 Person / Escalator

D.G.Sets (Elevated Stations)

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 30Mins 1 Person / DG
2 A- Check Monthly 2 Hrs 1 Person / DG
3 B- Check Quarterly 8 Hrs 2 Person / DG

Page 22 of 22
 ANNEXURE-4A

Maintenance Schedule, Down time and Man hours for Rolling Stock adopted at
BMRCL

D/T and Manpower

Sl Requirements
Session Interval
No.
Downtime Required Man-hours
1 Daily Check - 30 mins 2 persons per train
6,000 km
2 A Service Check 1.5 hours 4 persons per train
(15days)
B1 Service 18,000 km
3 4 hours 8 persons per train
Check (45days)
B2 Service 36,000 km
4 6 hours 8 persons per train
Check (90days)
B4 Service 72,000 km
5 12 hours 8 persons per train
Check (180days)
B8 Service 150,000 km
6 20 hours 8 persons per train
Check (360days)
* B16 Service 300,000 km (720
7 28 hours 8 persons per train
Check days)
520,000 km
8 C1 Overhaul 10 days 4 persons per car
(3.5years)
1,040,000 km
9 C2 Overhaul 20 days 4 persons per car
(7years)
1,560,000 km
10 C3 Overhaul 20 days 4 persons per car
(10.5 years)
2,250,000 km
11 C2 Overhaul 20 days 4 persons per car
(15years)
Daily Internal
Cleaning (turn-
12 Every turn around 10 mins 2 persons per train
around in plat
form)
45
Daily Internal minutes
13 Daily 2 persons per car
Cleaning (SBL) per train
set
Internal Light
14 Weekly 1.5 hours 2 persons per car
Cleaning
Monthly Heavy
Cleaning
15 Monthly 4 hours 4 persons per car
(Exterior &
Interior)
External 5 min.
16 Daily(AWP) -
Washing (app.)
Pest and Rodent
17 Bi-monthly 2 hours 2 persons per car
Control
18 Air duct cleaning Half yearly 4 hours 2 persons per car

Page 1 of 11
 ANNEXURE-4B

Maintenance schedule, Down time and Man power for Traction Power supply/
Distribution system adopted at BMRCL adopted by BMRCL

Maintenance Schedule(
Interval)
Down
SL DC SYSEM / Inspections Required

Quarterly
Time

Weekly
N 3RD RAIL to be done Man

Yearly

Yearly
in

Half
O EQUPIMENTS with interval Power
Hours

6
SWS Routine - - 10 8
Month
1 DISCONNECT
Complete 1
OR S/W - - - 20 4
Inspection Year
2
HSCB Visual Insp - - - 30 4
2 Year
FEEDERS
Detailed Insp - - - - 3 6
SEPCOS 1
3 Cleaning - - - 5 3
DISPLAY Month
SEPCOS NG 1
4 Cleaning - - - 5 3
(CPU) Month
1
Visual Insp - - - 20 5
HSCB Year
5
INCOMERS 2
Detailed Insp - - - 10
Year
6
Visual Insp - - - 8 6
Month
Cleaning & 6
DC SWITCH - - - 8 6
Lubrication Month
6 GEAR
Mechanical 1
COMPLETE - - - 20 8
Check Year
Electrical 1
- - - 20 8
Check Year
6
Visual Insp - - - 8 4
Month
Cleaning & 6
- - - 8 4
RECTIFIER Lubrication Month
7
CUBICLE Mechanical 1
- - - 20 4
Check Year
Electrical 1
- - - 20 4
Check Year
6
Visual Insp - - - 8 4
750 V DC Month
8 INCOMING Cleaning & 6
- - - 8 4
CUBICLE Lubrication Month
Mechanical - - 1 20 4

Page 2 of 11
 Check Year
Electrical 1
- - 20 4
Check Year
6
Visual Insp - - - 8 4
Month
Cleaning & 6
750 V DC - - - 8 4
Lubrication Month
9 FEEDER
Mechanical 1
CUBICLE - - 20 4
Check Year
Electrical 1
- - - 20 4
Check Year
6
Visual Insp - - - 8 4
Month
Cleaning & 6
- - - 8 4
BY PASS Lubrication Month
10
CUBICLE Mechanical 1
- - - 20 4
Check Year
Electrical 1
- - - 20 4
Check Year
6
Visual Insp - - - 8 4
Month
DISCONNECT Cleaning & 6
11 - - 8 4
OR CABINET Lubrication Month
6
Visual Insp - - - 8 6
Month
OVPD
CABINET 20
12 1 Year 8
Electrical month
Check

3 RD RAIL SYSTEM ISPECTION

CONDUCTOR 3
13 Visual Insp - - - 5 4
RAIL Month
3
Visual Insp - - - 5 4
EXPANSION Month
14
JOINT Cleaning & 6
- - - 5 4
Checking Month
ANCHOR Visual Insp
3
15 ASSEMBLY ,Cleaning & - - - 5 4
Month
(MPA) Checking
3
Visual Insp - - - 8 4
Month
16 RAMPS
Cleaning & 6
- - - 8 4
Checking Month
3
INSULATOR Visual Insp - - - 8 4
Month
17 SUPPORT
Cleaning & 6
ASSEMBLY - - - 8 4
Checking Month

Page 3 of 11
 3
Visual Insp - - - 7 4
Month
18 POWER FEED
Cleaning & 6
- - - 5 4
Checking Month
3
Visual Insp - - - 5 4
COVER Month
19
SYSTEM Cleaning & 6
- - - 5 4
Checking Month
CONDUCTOR
Cleaning & 3
20 RAIL - - - 5 6
Checking Month
CLEANING
INSULATED Cleaning & 6
21 - - - 5 5
JOINTS (IJ) Checking Month
3 RD RAIL 7
22 GENERAL Visual Insp Da - - - 5 4
PATROLLING ys

ANNEXURE -4C

Maintenance schedule, Down time and Man power for Track adopted by
BMRCL

Sl Down Required
Activity Periodicity
no Time Manpower
Point & Crossing Inspection
1 Half yearly 1 y2 Hrs 4
(Ballastless track) Mainline
Point & Crossing Inspection
2 Quarterly 1 y2 Hrs 4
(Ballasted track) Mainline
Curve Inspection (up-to 30
3 Stations) for Ballastless track Half yearly 4 Hrs 4
Mainline
Curve Inspection (up-to 30
4 Stations) for Ballasted track Half yearly ( Quarterly) 4 Hrs 4
Mainline
5 Joint Inspection with S&T Half yearly 1 Hr 3
6 Hrs (for
6 Foot Inspection Monthly 2
whole beat
7 Cab Inspection Weekly 1 Hr 1
Track Patrolling (Ballastless - 6 Hrs (for
8 Whole beat (Weekly) 3
Main line) whole beat
Track Patrolling (Ballasted -
9 Daily (Weekly) 3 Hrs 2
Depot)
Yearly (Rails-after
200GMT, thereafter
every 8GMT: Skv
10 USFD Testing (Rails and welds) 36 Hrs 6
welds- after 1 year,
thereafter every 5
years
11 PC based OMS Recording Quarterly 3 Hrs 3

Page 4 of 11
 Inspection and Maintenance of
12 Yearly 3 Hrs 5
Buffer Stops
th
Yearly(1/5 yearly-all
13 Measurement of Toe Load clips of 1 out of 30 1 Hr 4
sleepers)
Measurement of Rail Wear (upto
14 Monthly (Half Yearly) 3 Hrs 3
30 Stations) for Ballasted track
2 Hr (for
15 Measurement of Creep Monthly (Yearly) 2
R1)
Inspection and Maintenance of Weekly (insp-weekly:
16 12 Hrs 3
Fastenings and Fittings attention-need based)
Maintenance of Ballasted Track
17 Yearly(need Based) 4 Hrs 6
by TTM
Once in 2 Years (25%
18 Greasing of ERC clips 3 Hrs 4
yearly)
Weekly, (If rolling stock
19 Greasing of outer Rails on curves is not designed with 3 Hrs 3
greasing equipment)
Preventive and Need based rail
20 Yearly 3 Hrs 7
grinding for operation of RGM
Attention of drainage pipes on
21 Monthly 3 Hrs 3
viaduct

Page 5 of 11
 ANNEXURE-4D

Maintenance schedule, Down time and Man power for Signalling System
adopted by BMRCL

Sl Down Man
Gear Periodicity Remarks
No Time power
1 Signals Quarterly 30 min 3 Per unit
Biweekly 15 min 2 Per unit
2 Point machines Monthly 30 min 3 Per unit
Quarterly 30 min 4 Per unit
Track circuits
3 Quarterly 30 min 3 Per unit
(SDTC)
4 SDTC Cubicle Half yearly 4 hr 3 Per station
weekly 10 min 2 Per station
Monthly 30 min 3 Per station
5 UPS
4 hrs wait time
Quarterly 1 hr 3
for discharge
Complete shut-
6 TDC Quarterly 1 hr 3
down needed
7 ASCV cubicle Half yearly 3 hr 5 Per station
ATC track side
8 Half yearly 1hr 3 Per station
cubicle
9 ESP Quarterly 30 min 2 Per station
10 LATS Cleaning Half yearly 1 hr 3 Per station
11 CATS cleaning Half yearly 1 hr 3 Per station
Fitness 30 min 2 Per train
12 ATC onboard Biweekly 20 min 2 Per train
Quarterly 30 min 2 Per train
13 Video Wall Quarterly 3 hr 3 Per line
Joint Inspection
14 Half yearly
with Track

Page 6 of 11
 ANNEXURE-4E

Maintenance schedule, Down time and Man power for Telecom Systems
adopted at BMRCL

Sl Man Power
System Periodicity Down Time
No Required
DAILY 15 Min/Station 1
WEEKLY 20 Min/Station 1
MONTHLY 1.25 hrs/Station 4
1 CCTV
QUARTERLY 30 Mins/Station 4
HALF YEARLY 45 mins/Station 3
YEARLY 2 hrs/Station 3
QUARTERLY 1.5 hrs 4
2 VIDEO WALL HALF YEARLY 1 hr 4
YEARLY 1.5 hr 4
MONTHLY 15 mins/Station 4
QUARTERLY 1 hr/Station 4
3 GE
HALF YEARLY 45 Mins/Station 4
YEARLY 2 hrs/Station 4
DAILY 10 Mins/Station 1
WEEKLY 10 mins/Station 1
MONTHLY 45 Mins/Station 4
4 PIDS/PAS
QUARTERLY 4 hrs/Station 5
HALF YEARLY 1 hr/Station 3
YEARLY 1.5 hrs/Station 3
MONTHLY 30 Mins/Station 3
QUARTERLY 30 Mins/Station 3
5 SDH
HALF YEARLY 30 Mins/Station 3
YEARLY 2 hrs 3
MONTHLY 30 Mins/Station 4
QUARTERLY 1 hr/Station 3
6 TELEPHONE
HALF YEARLY 1 hr/Station 3
YEARLY 2 hrs/Station 2
MONTHLY 15 Mins/Radio 3
QUARTERLY 45 Mins/BTS 3
7 RADIO
HALF YEARLY 1 hr/MSO 3
YEARLY 2 hrs/MTS 3
MONTHLY 30 Mins/Station 4
8 CLOCK HALF YEARLY 30 Mins/Station 2
YEARLY 30 Mins/Station 3
MONTHLY 15 Mins 2
9 T-SCADA
QUARTERLY 1 hr 2
10 Train radio system WEEKLY 15 mins/Train 2
HALF YEARLY 30 Mins 2
11 CDRS
YEARLY 1 hr 2

Page 7 of 11
 ANNEXURE-4F

Maintenance schedule, Down time and Man power for Telecom Systems

Sl
System Periodicity Required Time ManPower
NO
MONTHLY 20 Mins/System 3
1 TOM/EFO
YEARLY 2 hrs/System 3
MONTHLY 45 Mins/System 3
2 AG & RVCT HALF YEARLY 1 hr/System 3
YEARLY 1.5 hrs/System 3
MONTHLY 3 hrs/System 3
3 SC
HALF YEARLY 3 hrs/System 3
DAILY 1 hr/System 3
WEEKLY 1.5 hrs/System 3
MONTHLY 2 hrs/System 3
4 CC
QUARTERLY 2 hrs/System 3
HALF YEARLY 4 hrs/System 3
YEARLY 4 hrs/System 3
MONTHLY 20 Mins/System 3
5 NETWORK QUARTERLY 1 hr/System 3
YEARLY 2 hrs/system 3

ANNEXURE-4G

Maintenance schedule, Down time and Man power for Civil Structures & Works
adopted at BMRCL

Sl. Required
Activity Periodicity Down Time
No. Manpower
1 ETP/STP Operation Weekly 1 Hr 5
2 WTP Operation Weekly 1 Hr 2
3 Pier inspection by TMHP, Yearly 2Hrs 2
4 Maintenance of Depot buildings Yearly 2Hrs 2
5 Maintenance of Station buildings Yearly 2Hrs 2
Truck Mounted Hydraulic Platform
6 Daily 1 Hr 1
Vehicle (TMHP) Maintenance
7 Land Scaping maintenance work Weekly 1 Hr 4
8 Rolling Shutter Maintenance work Monthly J4 Hr 2
9 Via-duct Inspection Weekly 4 Hrs 2
10 Cleaning of Over Head Tank (OHT) Quarterly 4 Hrs 4
Maintenance of Parking Area at
11 Weekly 2 Hrs 2
Stations and Depot
Maintenance of pump rooms and
12 checking of water availability at Weekly 2 Hrs 3
stations

Page 8 of 11
 ANNEXURE-4H

Maintenance schedule, Down time and Man power for M&P adopted at BMRCL

Down Time in Required

Sl.No. Equipment Periodicity
Hr Manpower
Weekly 3 2
Monthly 4 3
Yearly/
1 Electric Bogie Tractor 16 3
1200 hr
Daily 1 2
Weekly 4 3
Monthly 4 4
2 Road Cum Rail Vehicle 3 Monthly 6 4
Yearly 8 5
Monthly 8 9
3 Re-railing Equipment Daily 1 2
Monthly 4 3
6 Monthly 8 3
Yearly 20 3
3 Yearly 30 4
4 CNC Under Floor Wheel Lathe
5 Yearly 60 5
weekly 4 3
Monthly 8 3
3 monthly 16 3
6 monthly 16 5
5 Synchronized Pit jacks yearly 24 5
weekly 4 3
Monthly 8 3
3 monthly 16 3
6 Synchronized Mobile jacks 6 monthly 16 5
yearly 24 5
Monthly 4 3
7 EOT crane
Weekly 0.5 2
Monthly 1 3
8 Bogie turn table Yearly 3 3
Weekly 2 3
Monthly 4 3
9 High Pressure Wash Pump 3 Monthly 8 3
Weekly 2 2
Monthly 4 2
6monthly 8 3
10 Diesel Fork lift
Yearly 16 3
Weekly 2 2

Page 9 of 11
 Monthly 4 2
6monthly 8 3
11 Electric Fork Lift
Yearly 16 3
Weekly 2 2
Monthly 4 3
6monthly 6 3
12 Electric Stacker
Yearly 8 3
Weekly 2 2
Monthly 4 3
13 Compressor 6 Monthly 6 3
Yearly 8 3
weekly 1.5 2
14 Scrubber
Monthly 4 2
Weekly 2 2
15 Aerial Work Lift Platform
Monthly 4 2

Page 10 of 11
 ANNEXURE-4I

Maintenance schedule, Down time and Man power for Lifts Escalators and D.G.
Sets Installed in BMRCL Stations

LIFTS

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 10Mins 1 Person / Lift
2 Monthly Maintenance Monthly 3 Hrs 2 Person / Lift
3 Quarterly Maintenance Quarterly 4 Hrs 2 Person / Lift
4 Half Yearly Maintenance Half Yearly 6 Hrs 2 Person / Lift
5 Yearly Maintenance Yearly 8 Hrs 2 Person / Lift

ESCALATORS

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 10Mins 1 Person / Escalator
2 Monthly Maintenance Monthly 6 Hrs 2 Person / Escalator
3 Quarterly Maintenance Quarterly 8 Hrs 2 Person / Escalator
4 Half Yearly Maintenance Half Yearly 12 Hrs 2 Person / Escalator
5 Yearly Maintenance Yearly 14 Hrs 2 Person / Escalator

D.G.Sets (Elevated Stations)

Sl Session Interval D/T and Manpower Requirement

No Down Time Required Man-hours
1 Daily Check (Dry) Daily 30Mins 1 Person / DG
2 A- Check Monthly 2 Hrs 1 Person / DG
3 B- Check Quarterly 8 Hrs 2 Person / DG

Page 11 of 11
 ANNEXURE-5

Pre-Operation Activities (BMRCL)

1) Train operations in BMRCL are governed by the Metro Railway (Operation
and Maintenance Act) 2002 as amended in 2009. Six sets of
rules/subordinate legislation covering various areas of Metro operations
have been framed and notified by MoUD/GoI as detailed below:
i. Bangalore Metro Railway General Rules,2011
ii. Bangalore Metro Railway (Opening of Public Carriage of
Passengers) Rules, 2011.
iii. Bangalore Metro Railway (Notices of Accidents & Inquiries thereto)
Rules, 2011.
iv. Bangalore Metro Railway (Claims Procedure) Rules, 2011.
v. Bangalore Metro Railway (Carriage & Ticket) Rules, 2011. Of
Misbehavior or Incapacity of the Claims Commissioner.
vi. Bangalore Metro Railway Rules, 2011 for Investigation

2) Notification of Commissioner of Metro Railway safety (CMRS) was made.

3) Prior to opening of a section for public carriage of passengers, approval of

Commissioner of Metro Rail Safety is to be obtained for which the
following activities need to be completed :
i. Schedule of Dimensions (SoD) for Metro has to be approved by GoI
(Railway Ministry) prior to construction of a Metro and start of
oscillation trials
ii. Oscillation Trials by RDSO and issue of speed certificate
iii. Issue of signaling Safety Certificate by an Independent Safety
Assessor
iv. Service Trial Runs
v. Authorization by Ministry of Railways for first time use of type of
Rolling stock for passenger carriage.
vi. In-principle approval of Ministry of Railways for various systems
viz., traction, rolling stock, signaling, track, telecom etc.
vii. Nomination of Authorized officer by the Concerned Metro
Administration.

Page 1 of 3
 ANNEXURE-5

viii. Issue of various documents related to operations by Authorized

Officer as listed in Para 5 below.
ix. MoU with hospitals, Police authorities and Fire Department.

4) Prescribing Minimum qualification, training schedule and competency

procedure for staff dealing with the train operations and maintenance
i. The minimum qualification requirements have been laid down by
the BMRCL Administration in accordance with the requirements of a
particular post. Overqualified/Under-qualified staffs are not recruited
for a particular post. Recruitment to various posts is done by means
of competitive examination by an independent agency like the KEA
in case of BMRCL.
ii. With the approval of the Authorized Officer training schedule,
duration and competency procedure for all the staff dealing with the
train operation and maintenance have been drawn.
iii. The training includes institutional training, covering all areas of
BMRCL working, safety and first aid, communication skills,
customer handling, specialized training by the OEMs, on the job
training in the related areas, etc. In the case of train operators, a
minimum driving experience has been prescribed.
iv. The trainees are issued competency certificates only after
successful completion of training, written evaluation and screening
by a committee nominated by the Authorized Officer for the purpose
v. Only trainees in possession of competency certificates are eligible
to work independently in the field.

Page 2 of 3
 ANNEXURE-5

5) Operating Procedures
i. On BMRCL, following documents have been issued for operations:
I. Special Instructions to Bangalore Metro Railway General Rules,
2011.
II. Station Working Order (SWO) for all the stations.
III. Standard Operating Procedure for the Depot.
IV. Standard Operating Procedure for OCC.
V. Standard Operating Procedure for Station Staff and Train
Operators.
VI. Competency Procedure for O&M staff.
VII. Hand book for dealing with serious incidents, accidents and
disaster.
VIII. Procedure for availing power blocks and traffic blocks.
IX. In addition draft Maintenance Manuals for various equipment’s for
Signaling, Track, Traction, Telecommunication and Rolling Stock
are issued in consultation with System Contractors.

6) Business rules, Ticketing system &Fare Collection System

i. BMRCL has formulated Business Rules for Ticketing System and
Fare Structure.
ii. One innovation done by BMRCL in the area of ticketing is the issue
of Debit-Cum-Transit Card through nationalized as well as private
banks which can be used as a single card for debit in ATMs as well
as for transit on Metro Railway.
iii. Common Mobility Card (More Bangalore) is being evolved which
will enable seamless travel over Metro, BMTC and KSRTC, etc.

Page 3 of 3
 ANNEXURE-6

Scope of work of OMC (LTMRHL)

1) Consultancy phase: In Consultancy phase, the OMC shall carry out
following functions:
 To undertake a comprehensive review and analysis of all the relevant
documents to develop on operation and maintenance plan and strategy.
 Provide inputs and suggestions on proposed alignment drawings to
optimize the alignment design.
 Review the curvature and gradients, depot facilities, including entry-exits,
size of rail car and train formation. The interfacing with other city transport
systems shall also be studied including the interchange between the
metro lines.
 Review the Basic Design Document and provide inputs on the system
design parameters linked to the operations and maintenance
requirements especially in the design of the guide way and stations, OCC
(Operations Control Centre), DCC (Depot Control Centre), AFC
(Automatic Fare Collection), Depot layouts (including workshops for
maintenance of equipment and trains), training facilities, signaling and
train control and Rolling Stock, telecoms and other systems.
 Carry out simulation studies to the servicing of the trains including
timetable modeling to validate the O&M plans.
 Review the depot operation philosophy for the Project keeping in mind the
revenue maximization from commercial development of the depot area.
 Review the track layout diagrams (turnouts/crossovers/sidings) and
location of the stations so as to ensure sufficient redundancy for degraded
or maintenance operations.
 Review and comment on the Design Basis Report from operations and
maintenance point of view.
 Assist in developing depot concept design and station layout design.
 Assist in planning and design of the stations on each corridor including
transport network plan for the multi modal facility.
 Review and comment on the functional specifications of a sub-system
forming part of the Rail System with respect to O&M Deliverables and

Page 1 of 5
 ANNEXURE-6

provide inputs on technical specifications for procurement such that it is in

line with the philosophy of the O&M Deliverables.
 Prepare test procedures and plans for Operational Readiness Tests, Trial
Runs and RAM demonstration.
 Provide list of Capital Equipment and suggest suitable procurement
strategy for the same.
 Provide suggestions and inputs for Real Estate Development keeping in
mind goal of revenue maximization.
 Review drawings and technical documentation provided by other
Contractors.

2) Pre-Operation phase: In Pre-operation phase, the OMC shall carry

out following functions:
 Finalise the O&M Plans and SOPs for safety, operations and maintenance
of the MRTS as required.
 Recruit and train the O&M staff.
 Review the system manuals provided by other Contractors.
 Prepare safety manual, O&M manual, disaster management manual.
 Prepare detailed Operation plan and philosophy, maintenance plan and
philosophy required for the Project.
 Prepare Operation safety case for MRTS.
 Prepare mechanism for audit of the condition of the Asset.
 Prepare system for dealing with customer complaints and grievances.
 Advice Employer in procurement of softwares.
 Prepare a takeover plan for various systems from the Contractors.
 Develop Key Performance Indicators and provide detailed performance
measurement systems.
 Recommend the Employer items to be identified on the Punch List which
relate to operability of the MRTS.
 Environmental and Safety audits.
 Submit to the Employer and obtain approval of all the O&M Manuals.
 Prepare procedures for Operational Readiness Test, Trail Run plans,
RAMS Demonstration (detailed in Para-4)
 Safety Engineering
Page 2 of 5
 ANNEXURE-6

3) O&M phase: During O&M phase, the OMC shall carry out following
functions:
 Operate, maintain and repair the MRTS in a professional, timely, safe and
environmentally responsible manner as per laid down Key Performance
Indicators (KPI).
 Act in accordance with the Good Industry Practice.
 Implement time to time staffing plan.
 Provide Daily/ Monthly reports.
 Responsible for managing the warranty obligations of the Other
Contractors.

Document the allocation of revenues and expenditures between the Real

Estate Development and the MRTS.

Page 3 of 5
 ANNEXURE-6

4) Operational Readiness Tests, Trial Runs and RAMS Demonstration

OMC has to play an important role during Operation Readiness Tests, Trial
Runs and RAMS demonstration phase

I. Operational Readiness Tests

Objectives of Operational Readiness Tests are:

a. To demonstrate that the MRTS is in accordance with the operations

[philosophy], customer service requirements and asset management
requirements.

b. To demonstrate that all system interface functions are integrated so that

the overall system operates properly and safely in accordance with the
requirements of the project.

c. To ensure that training is provided for all staff involved in operations and
maintenance of the MRTS.

d. The Operational Readiness Tests are part of the running tests which will
be conducted after system integration test mainly for checking the
readiness of staff and equipment before the Trial Run and shall be
completed.

II. Trial Run

Objective and outline of Trial Run

a. Prior to commencing Trial Run, the systems and/or sub-system forming a

part of the MRTS should have successfully completed Testing and
Commissioning. The Employer should have certified that system and/or
sub-system are ready to commence the Trial Run in accordance with the
O&M Agreement.

b. The objective of the Trial Run is to demonstrate that the systems and/or
sub-system forming part of the MRTS (and their operations by the OMC
organization(including any subcontractors or affiliates) function sufficiently
to enable the Independent Engineer and Safety Commissioner to evaluate
and validate the readiness of the systems and/or sub-system.

Page 4 of 5
 ANNEXURE-6

c. The process of Trial Runs will identify any requirements to optimize the
system functionality, to amend procedures and/or to implement additional
or revised training for the OMC staff.

III. RAMS Demonstration

a. In the final phase of Trial Run, the entire Rail System shall be operated as
if Revenue Operation has started, using the headways specified and
planned.

b. In general no specific test scenarios shall be planned for this phase but the
OMC shall perform their duties as they would if passengers were using the
system.

c. The simulated Revenue Operation shall demonstrate the System

Availability for a specific period and allocate this to various subsystems
(e.g. Rolling Stock, Signaling, Track, Traction etc.)

d. Specific issues and lower availability issues will be taken up with various
contractors for compliance through a punch-list format and section would
be opened for public if the availability of the system as a whole meets the
stipulated requirements.

IV. Safety Engineering

a. Safety is utmost important for the Project and a structured process of

Safety Engineering shall be complied with by all stakeholders (Employer,
OMC, Contractors etc.) as per EN50126 and Yellow Book guidelines.

b. An Engineering Safety Case will be developed for the Project by

consultants. Similarly, OMC shall develop an Operation Safety Case and
Safety Management System (SMS). These safety cases shall be
examined by Project-wide ISA and no-objection given before commercial
opening.

c. OMC shall take care of progressive updation of SMS system during the
Project life cycle.

Page 5 of 5
 ANNEXURE-7

KPIs as per Concession Agreement (LTMRHL)

The Trains shall be operated continuously such that the first Train in each
direction shall depart no later than 0500 hours and the last Train shall
terminate not earlier than 2330 hours.

(b) The Trains in each direction shall be operated such that the difference
between arrival time of two Trains at any Station shall not exceed 3
(three) minutes; provided that such difference may be increased, subject
to a maximum of 15 (fifteen) minutes, depending upon the number of
Users in the respective hour.

(c) The average speed of train movement from terminal to terminal during
any hour of the day, including stops at the Stations, shall not be less than
30 (thirty) kilometers per hour.

(d) For the avoidance of doubt, stops at the Stations shall not be less than 20
(twenty) seconds each.

(e) The punctuality for the day, calculated at the terminal Stations with
respect to the time table, shall be more than 95% (ninety five per cent).
For the avoidance of doubt, if the arrival of a train at the terminal Station is
delayed by more than 1 (one) minute, it will be deemed to have lost
punctuality.

(f) The number of coaches in each train and the frequency of Trains per hour
shall be such that the average number of Users does not exceed 6 (six)
persons per square meter of the floor space available for use by
passengers inside a coach during 4 (four) Peak Hours in a day and is less
than 4(four) such persons per square meter during other hours; provided
that the restriction herein contained shall not apply if the concessionaire is
operating 22 (twenty two) trains per hour in each direction with every Train
having a floor space of not less than 325 (three hundred and twenty five)
square meters.

(g) The design, construction, operation and maintenance of the Stations

shall be such that:

Page 1 of 2
 ANNEXURE-7

i. a User alighting at the platform should be able to reach a point outside

the Station in not more than 3 (three) minutes of brisk walking and
ii. a User crossing the fare collection point should be able to reach the
platform in not more than 2 (two) minutes of brisk walking; and
iii. In case of emergency, evacuation from any point on the platforms to a
point of safety in an open space within or outside the Station shall not
exceed 100 (one hundred) meters.

(h) The entry and exit gates, including the automatic ticket verification
machines, shall be so designed and operated that the waiting time for
Users shall not exceed 2 (two) minutes during Peak Hour.

(i) The Concessionaire shall provide adequate number of ticket vending

machines and ticket counters such that the waiting time for Users shall not
exceed 2 (two) minutes during Peak Hour.

(j) During Operation Period, the Concessionaire shall, no later than 7

(seven) days after the close of each month, furnish a monthly report
stating in reasonable detail the compliance with all the Key Performance
Indicators along with an analysis of the reasons for failures.

(k) The Concessionaire shall, within 6 (six) months from COD, achieve and
thereafter maintain throughout the Concession Period, ISO 9001:2000
certification or a substitute thereof for all the facilities at the Rail System,
and shall provide a certified copy thereof to the Government forthwith.

(l) The Concessionaire shall publish and implement a charter articulating the
rights and expectations of Users (the Passenger Charter).

Page 2 of 2
 ANNEXURE-7A

Additional KPIs Agreement between Concessionaire & OMC (LTMRHL)

Operating Performance Standard Target

Departures from terminal within 1 minute of During first half year of

scheduled timetable commercial operation:
>=95%

Increasing by 0.5% every half

year up to >= 97% after 2
years of commercial
operation.

Arrival at terminal within 1 minute of During first half year of

scheduled timetable commercial operation
>=95%, increasing by 0.5%
every half year up to >= 97%

Train service availability (train-km operated / During first half year of

scheduled) commercial operation
>=96%, increasing by 0.5%
every half year up to >= 98%

Train Reliability (Carkm / Train failure 90,000 km

causing delay >=5 mins)

Train Availability in Peak Hour 100%

Total train available in peak / Train required

for peak

Service performance (Delays of 20 minutes <= 10

or more at any station)

Passenger Injury Rate(other than first aid <= 0.4

cases)(cases per million pax)

No. of Complaints (Complaints/ million 5

passenger journey)

Complaint Handling Response Time (% of >=98%

complaints settled within 3 working days)

Page 1 of 3
 ANNEXURE-7A

Operating Performance Standard Target

Availability of Fixed & Mobile Telephone >=98%

Systems (Total operating hours – Total non-
operating hours)/ Total operating hours (%)

Time through Entry/Exit Ticket Gates >=98%

Waiting time for users at ticket gate <= 2

mins during peak / Total no of uses (%)

Waiting Time to Buy Tickets >=98%

Waiting time for users at ticket machines or

counters <= 2 mins during peak / Total no of
uses (%)

Availability of Ticketing Vending Machines >= 98%

Availability of Automatic Fare Collection >= 98%

Availability of Escalators and Conveyors >= 98%

Availability of Lifts >= 99%

Availability of Passenger Announcement >=98%

System (PAS)

(Total operating hours – Total non-operating

hours) / Total operating hours (%)

Mainline service collision 0

Mainline service derailment 0

Passenger Injury Rate (Reported passenger <=0.4%

injury / Million passenger journey)

Fire incidents at stations 0

Fire incidents on trains 0

Page 2 of 3
 ANNEXURE-7A

Operating Performance Standard Target

Fire incidents at permanent way 0

Revenue loss through unauthorized access/ 0%

tail gating

Cleanliness of Train and Station >=98%

Train compartment and station areas being

cleaned daily

Temperature and Ventilation Levels of Train >=98%

To maintain a cool, pleasant and comfortable

train environment generally at or below (to be
decided locally) degree

Average Traction Energy Consumption per To be 98% of previous

Train Trip operating year

Average Cumulative Energy Consumption of To be 98% of previous

stations (weighted per passenger trips in operating year
stations for the E&M component) and depots
(weighted per train quantities in depots)

Customer Satisfaction Survey (by >= 90%

independent agency appointed by
Concessionaire)

Page 3 of 3
 ANNEXURE-8

Details of Mock Drills followed by DMRC

SL Mock drill
Location Frequency Remarks
No Item
Emergency Stop
1 At PSB and SCR Quarterly
Plunger
Key switch in PSBs
Under Platform and operation also by Switching OFF of OCS
2 Monthly
Sprinkler motor operated supply is desirable
valves
At platform ends, Emergency telephone
Emergency
3 inside tunnel and in Yearly checked every two
tripping switches
SCRs months
Fire Alarm and
4 SCRs Fortnightly
Control panel
At Patel Chowk
5 Seismic sensor Fortnightly
station
Mimic Fire
6 Fireman Staircase Fortnightly
Repeater panel
Public
Mic in PSBs and
7 Announcement Fortnightly
SCRs
System
Hooter with
8 At PFs & Concourse Fortnightly
strobe (flasher)
Switching ON of
In ASS rooms at At Patel Chowk control
9 tunnel lights Fortnightly
platform ends is through BMS
through MCBs
10 DG Set Ancillary building Monthly Load test for 30 minutes
11 Fire pumps Ancillary building Monthly
Tunnel
12 Ventilation Monthly SC also associates
System
Gas Flooding
13 ASS Room Fortnightly SC also associates
System
Extension of Monthly in non-
14 OCC Carried out by all TPCs
Power supply revenue hours

Page 1 of 1
 ANNEXURE-9

INDIGENISATION OF SPARES & CONSUMABLES (DMRC)

Rolling Stock-
Phase-1- out of 60 trains which were procured 15 trains were manufactured offshore
and remaining 45 trains were to be progressively indigenized. Further out of these 45
trains, car body shell with mostly indigenous material was used in 25 trains.

Phase-2 (Broad Gauge) - Out of 85 train sets it was mentioned that minimum 20
train sets will be manufactured in India. Further the items which were identified for
indigenization are given below:

Essential:

Sl No Description of Items
1. Pantograph
2. Vacuum Circuit Breaker (VCB)
3. Current Transformers, Potential Transformers and Insulators
4. Traction Motors
5. Converter / Inverter unit
6. Static inverter
7. Electrical Panels and cab Panels

8. Cables
9. Battery set box
10. Saloon air conditioner
11. Cab AC
12. Luminaries and lamps
13. All types of glasses
14. Public address (PA)/Public Information System (PAS)
15. DC-DC Converter
16. Consumables, Lubricants, Sealants, Oils, Greases etc.

Page 1 of 5
 ANNEXURE-9

Desirable:

Sl No Description of Items
1. Axle box , covers with taper roller
bearings
2. Floor cover
3. Floor board
4. Dampers
5. Earthing brush assembly
6. Stainless steel sections
7. Steel sections

8. Insulation like glass wool etc.

9. Internal paneling
10. Cab mask
11. Brake system
12. Couplers
13. Axle box housing
14. Door panels
15. Auxiliary motors
16. Gangways
17. Bearings
18. Valves and cocks
19. Wipers
20. Pneumatic pipes
21. Reservoirs
22. Primary conical + secondary springs
23. PCBs used in different equipment’s

Page 2 of 5
 ANNEXURE-9

Phase-2 (Standard Gauge) – Minimum 48 cars i.e. 16 three car train sets were to be
manufactured in India. Further the items which were identified for indigenization are
given below:

Essential:

Sl No Description of Items
1 Pantograph
2 Vacuum Circuit Breaker (VCB)
3 Current Transformers, Potential Transformers and Insulators
4 Traction Motors
5 Converter / Inverter unit
6 Static inverter
7 Electrical Panels and cab Panels
8 Cables
9 Battery set box
10 Saloon air conditioner
11 Cab AC
12 Luminaries and lamps
13 All types of glasses
14 Axle taper roller bearing complete with axle box, housing &
cover
15 DC-DC Converter
16 Consumables, Lubricants, Sealants, Oils, Greases etc.
17. Earth brush assembly

Desirable:

Sl No Description of Items
1 Cab mask
2 Floor cover
3 Floor board
4 Dampers
5 Internal panelling
6 Stainless steel sections
7 Steel sections
8 Insulation like glass wool etc.
9 Public address (PA)/Public Information
System (PAS)
10 Brake system
11 Couplers
12 Door panels
13 Auxiliary motors
14 Gangways
15 Bearings
16 Valves and cocks
17 Wipers
18 Pneumatic pipes

Page 3 of 5
 ANNEXURE-9

19 Reservoirs
20 Primary conical + secondary springs
21 PCBs used in different equipment’s

Phase-3 (Standard Gauge)- It has been proposed in the new RS tender that only 20
train sets of six car each can be manufactured in offshore factory out-side India.
Further the items which were identified for indigenization are given below:

Essential:

Sl No Description of Items
1 Pantograph including strips
2 Vacuum Circuit Breaker (VCB)
3 Brake blocks
4 Traction Motors
5 Converter / Inverter unit
6 Static inverter (Auxiliary Converter)
7 Electrical Panels / cab Panels
8 Application & release valve, relay valve, isolating cocks, safety
valves & check valves
9 Battery set box
10 Saloon air conditioner
11 Saloon door accessories
12 Luminaries and lamps
13 All types of glasses
14 Axle taper roller bearing complete with axle box, housing &
cover
15 DC-DC Converter
16 Consumables, Lubricants, Sealants, Oils, Greases etc.
17 Earth brush assembly
18 Gear drive

Desirable:

Sl No Description of Items
1 Floor cover
2 Floor board
3 Dampers
4 Stainless steel sections
5 Steel sections
6 Insulation like glass wool etc.
7 Brake system
8 Couplers
9 Auxiliary motors
10 Gangways
11 Bearings
12 Wipers

Page 4 of 5
 ANNEXURE-9

13 Pneumatic pipes
14 Reservoirs
15 Primary & secondary Springs
16 PCBs used in different equipment’s
17 Internal paneling
18 Public address (PA)/Public Information System (PAS)
19 Cab mask

AFC Equipments:
Following items have been indigenized:

1) AFM
2) Hybrid Flap
3) Normal Flap
4) PID with Voice
5) SMA top cover
6) SMV top cover
7) Talk back system
8) Ticket vending machine
9) Hand held device for common ticketing

Page 5 of 5
 ANNEXURE-10

ROLLING STOCK INDIGENISATION (BMRCL)

Indigenous
Description of Name of Supply
Sl.No Manufacturer
Equipment Manufacturer possible/
acceptable
Raw material from
Car body( except Hyundai Rotem,
1 Yes M/s SAIL, Salem or
side wall skin) Korea
Jindal Steel
Nippon Steel,
1.1 Side wall Skin No
Japan
2
Hyundai Rotem,
2.1 Bogie Frame Yes M/s Premier Pune
Korea
Gummi Metal M/s Siemens,
2.2 Primary Spring No
Technik,Germany Aurangabad
2.3 Secondary Spring SEI , Japan No
Bonatrans A.S. No
2.4 Wheels
Czech Republic
Bonatrans A.S., No
2.5 Axles
Cezh Republic
ZF Sachs AG,
2.6 Damper No
Germany
Flender
Gear Box and
2.7 Industriegetriebe, No
Couplings
Germany
Wheel flange
2.8 Lubrication Kelsan, Canada yes
equipment
2.9 Axle bearing Yes
3
Complete Brake Knorr Bremse,
3.1 yes M/s KBIL
System Munchen
Main air
Knorr Bremse,
3.2 compressor-motor No
Munchen
set
3.3 Air Dryer M/s KB, Munchen No

Page 1 of 13
 ANNEXURE-10

Knorr Bremse,
3.4 Brake disc No
Munchen
Knorr Bremse,
3.5 Brake pads No
Munchen
4
Faiveley
Passenger Saloon
4.1 Transport, Iberica, Yes M/s KBIL, India
Doors
Spain
4.2 Cab Side Doors ADS Rail, Korea No
4.3 Saloon to Cab doors ADS Rail, Korea No
Ferraz Shawmut
5 Current Collector No
Co.Ltd, Mersen
High Speed Circuit Secheron SA,
6 No
Breaker Switzerland
Lighting Arrester
(Metal Oxide, OTOWA
7 No
Gapless) → Surge ELECTRIC, Japan
Arrester
8 Traction Motor MELCO, Japan No
9
Complete Traction
9.1 MELCO, Japan no
Inverter
10
Complete Auxiliary Mitsubishi Electric
10.1 No
Inverter Corp, Japan
HBL Power M/s AMCO, M/s
11 Battery Yes
System Ltd, India HBL, India
M/s Jindal,
11.1 Battery box Yes
Gurgaon, India
Sigma Coachair
12 HVAC Unit Yes M/s KBIL, India
Group, Australia
Mitsubishi Electric
13 Main relays No
Corp. Japan
Schneider Electric
14 MCB No
SA
Mitsubishi Electric
15 Isolating Switches No
Corp. Japan
Huber + Suhner
16 Cables No
AG, Switzerland
16.1 Cable duct Yes

Page 2 of 13
 ANNEXURE-10

17
Automatic Digital
voice
TOA Engineering ,
17.1 announcement and No
Japan
Public Address
System
Electronic
TOA Engineering
17.2 information Display No
,Japan
System
Electronic TOA Engineering,
17.3 No
Destination Display Japan
18
Voith turbo
18.1 Automatic coupler Schharfenberg, No
Germany
Voith turbo
Semi perm anent M/s Voith
18.2 Schharfenberg, Yes
coupler Hyderabad
Germany
19
M/s Milwaukee
19.1 Flooring Board Composites Inc., No
USA
19.2 Cushion Getnerg, Austria No
19.3 Floor Cover Mando, Italy NO
19.4 Glass wool U D TWIGA, India Yes
Han Kuk Fibre
M/s Kemrock,
20 Interior / Panelling Glass Co. Ltd, Yes
Vadodara
Korea
21
Dae won Kang,
21.1 For Train operator No
Korea
KBI tech company M/s Presston Engg
22.2 For passenger Yes
limited, Korea Bangalore
23
Vestibules ( inter
23.1 Hubner, GMBH No
Gangways)
M/s Presston Engg,
Cabling harnessing Kyung Sung,
23.2 Yes Bangalore and M/s
system Korea
Bhoruka, Bangalore
Head light, taillight,
23.3 Samkong, korea Yes M/s K Lite, India
flasher lights etc.,
23.4 Saloon Light Samkong, korea Yes M/s K Lite, India

Page 3 of 13
 ANNEXURE-10

24
24.1 Master Controller MELCO, Japan No
24.2 Mode Selector MELCO, Japan No
24.3 PWM Generator MELCO, Japan No
24.4 Windscreen wiper Sparague, USA Yes M/s KBIL
Knorr Bremse,
24.5 Horn Yes M/s KBIL
Munchen
Earthing brush Stemman,
24.6 Yes M/s Schunk India
assembly Germany
25 TMS MELCO, Japan No
Shin-Myung Steel
Axle Box and covers M/s Rine Engg,
25.1 Cast Co., Ltd., Hyundai Rotem
(Casting) Himachal Pradesh
Korea
Hyundai Rotem,
26 Stickers and Labels Yes 3M, Permacel India
Korea
Hyundai Rotem,
27 Sun visor Yes
Korea
Hyundai Rotem
28 Foot Pedal Yes
Korea
Cab mask, Cab
Hyundai Rotem, M/s Kemrock,
29 skirt, driver desk Yes
Korea Vadodara
and end fairing

Page 4 of 13
 ANNEXURE-10

TRACK/PWAY INDIGENISATION (BMRCL)

Indigenous likely
Sl.
Description of Spares Supplier supply /recommended
No.
possible source
M/s. SAIL, BHILAI,
1 Rail 60 kg 90 UTS
India
M/s. SAIL, BHILAI,
1 Rail 60 kg HH Austria YES M/s. Jindal ,
Laxmi Mittal, etc.
M/s. Vossoloh,
2 Washer Uls 60 YES -
Germany
Thermit Welding portion M/s. ITC, Kanpur,
4 - -
for SAIL rail India
Thermit Welding Portion M/s. ITC,
5 - -
for HH rail Kanpur,india
6 Grooved Rubber Pad Local,India - -
7 GFN Liner Local,India - -
8 Elastic Rail Clips (ERC) Local,India - -
M/s.
9 Elastomeric pad - 4 holes YES -
Vossoloh,Germany
M/s.
10 Elastomeric pad - 2 holes YES -
Vossoloh,Germany
M/s.
11 Insulating Bush YES -
Vossoloh,Germany
M/s. Carbanaire
Industries
12 Rail Pad - -
(Madras) Pvt. Ltd. /
India
M/s. Carbanaire
Industries
13 Collared Washer - -
(Madras) Pvt. Ltd. /
India
M/s.
14 Helical Spring YES -
Vossoloh,Germany
Ribbed plate Rph M/s. Nelcast Ltd.,
15
49/20/12 - 4 Hole Gudur, India
Ribbed plate Rph M/s. Nelcast Ltd.,
16
49/20/12 - 2 Hole Gudur, India
M/s.
17 Tension Clamp Skl-12 YES -
Vossoloh,Germany

Page 5 of 13
 ANNEXURE-10

M/s. Carbanaire
Industries
18 Intermediate Pad - 4 hole - -
(Madras) Pvt. Ltd. /
India
M/s. Hiten
Fasteners Pvt Ltd,
19 T Bolt (HS-32) with nut - -
Gadag/ Maddur,
India
M/s. Hiten
Anchor Bolt M-
Fasteners Pvt Ltd,
20 27X38285mm long with - -
Gadag/ Maddur,
nut
India
21 Jogled fish plate C-clamp Local,India - -
M/s. Paramount
Glued Insulated Rail Joint
22 Industries, - -
60kg
Hyderabad, India
23 CMS Crossing 1 in 9 M/s. VAE, Austria YES -
24 CMS Crossing 1 in 7 M/s. VAE, Austria YES -
M/s. Mazda,
25 PSC Sleeper for 3rd rail Tumkur, - -
Bangalore, India
M/s. Mazda,
PSC Sleeper for Standard
26 Tumkur, - -
Gauge
Bangalore,India
M/s. Carbanaire
Intermediated Pad - 2 Industries
27 - -
hole (Madras) Pvt. Ltd. /
India
M/s. Balfour
28 Wheel Stop/ Stopper YES -
Beatty, UK
M/s. Balfour
29 Buffer stop for slow line YES -
Beatty, UK
M/s. Balfour
30 Buffer stop for main line YES -
Beatty, UK
Derailing Switch - 60 kg
31 M/s. VAE, Austria YES -
RH
Derailing Switch - 60 kg
32 M/s. VAE, Austria YES -
LH
Switches of 1 in 9 RH
33 M/s. VAE, Austria YES -
Turn out
Switches of 1 in 9 LH
34 M/s. VAE, Austria YES -
Turn out

Page 6 of 13
 ANNEXURE-10

Switches of 1 in 7 RH
35 M/s. VAE, Austria YES -
Turn out
Switches of 1 in 7 LH
36 M/s. VAE, Austria YES -
Turn out
PSC Sleeper for Scissor M/s. Mazda,
37 Cross over including Tumkur, - -
Daimond Crossing Bangalore, India
M/s. ITC, Kanpur,
38 Dry Mould (60kg) - -
India
1 m fish plate with
39 Local, India - -
modified clamp
1 m long fish plates for 60
40 Local ,India - -
kg rail with C-Clamp
41 Fish plate with Bolt & nut Local, India - -

Page 7 of 13
 ANNEXURE-10

P-Way M&P Spares INDIGENISATION (BMRCL)

Indigenous
likely
Sl. Description of supply
Supplier /recommended
No Spares possible /
source
acceptable
Split Head Indigenous M/s. Plasser
1 Tamping M/s. Plasser, Austria supply India,
Machine possible Faridabad
Rail Grinding
2 M/s. LORAM, USA - -
Machine (RGM)
M/s. EEC, M/s. PARAS, M/s.
Ultra Sonic Flaw
3 Modsonic, etc. (RDSO - -
detector machine
Approved), India
PC Based OMS M/s. Systems Aids,
4 - -
2000 Machine Bangalore, India

CSW INDIGENISATION (BMRCL)

Sl. Indigenous supply likely /recommended

Description Supplier
No possible/acceptable source
1 Station Building Local,India - -
2 Viaduct Local,India - -
Depot (facilities
3 and service Local,India - -
buildings)
B.
Sl. Indigenous supply likely /recommended
Description Supplier
No possible/acceptable source
M/s. Vanjax
Truck Mounted
Sales Pvt
1 Hydraulic Plat - -
Ltd., etc.-
form
India

Page 8 of 13
 ANNEXURE-10

Traction Power Equipments (BMRCL)

Sl. Location of Works, Country of

Equipment Remarks
No. origin
(i) Items manufactured in India
1 20/25 MVA Power Transformer ABB-Vadodara, India
2 66 kV SF6 breaker ABB-Vadodara, India
3 66 kV CVT ABB-Vadodara, India
4 66 kV IVT Vishal-Meerut, India
National Switchgear-Chennai,
5 Neutral Grounding Resistor
India
6 33 kV Indoor Switchgear ABB-Nasik, India
7 415 V LT & Control Cable Polycab-Daman, India
8 ACDB/DCDB Jasper-Noida, India
9 SCADA System ABB-Bangalore, India
10 Control & Relay Panels ABB-Bangalore, India
11 Ni-Cd Batteries Amco Saft-Bangalore, India
12 Battery Chargers Amraraja-Tirupati, India
Likely indigenous
(ii) Imported items and likely indigenious source
source
Universal-Pune,
Phelphs Dodge - Bangkok,
13 66 kV cable Polycab-Daman,
Thailand
LS-Haryana
Universal-Pune,
Phelphs Dodge - Bangkok,
14 33 kV Cables Polycab-Daman,
Thailand
LS-Haryana
Universal-Pune,
750 V DC Positive and Phelphs Dodge - Bangkok,
15 Polycab-Daman,
Negative cables Thailand
LS-Haryana
Secheron-Prague, Czech Hind Rectifiers-
16 750 V DC rectifier
Republic Mumbai
Secheron-Prague, Czech GE India-
17 HSCB panels
Republic Bangalore
750 V DC Disconnector Secheron-Prague, Czech Trans Electrical-
18
Switches Republic Kolkota
19 Conductor Rail Alcan-Singen, Germany Not available due

Page 9 of 13
 ANNEXURE-10

Conductor Rail accessories & to small

20 Railtech-Paris, France requirement
stinger
66/33 kV Gas Insulated
21 ABB-Fujian, China Areva-Chennai
Substation
Bus bar systems
22 415 V LT Bus Duct Schneider-Guangzhou, China
India, Bangalore
Electromechanic
33kV/415 V Auxiliary
23 ABB-Cheonan, S Korea a-Jammu, RPG-
Transformer
Pune
Electromechanic
33 kV/292-292V Traction
24 ABB-Cheonan, S Korea a-Jammu, RPG-
Transformer
Pune
Non SF6 ABB,
25 66 kV SF6 CT ABB-Lodi, Italy
Areva, C&G

Indigenous equipements including services for testing and commissioning constitute

32% of the total Contract value.

Page 10 of 13
 ANNEXURE-10

SIGNALLING EQUIPMENT (BMRCL)

Location of works, Country of

Sl. No. Equipment
origin
(i) Items manufactured in India
Design of Signalling M/s Alstom India Limited,
1
concepts Bangalore.
Design of Interlocking M/s Alstom India Limited,
2
system Bangalore.
3 Point Machines for Depot M/s Crompton Greaves, Indore
M/s Crompton Greaves, Indore
4 Relays & M/s Urban Engineering,
Kolkata.
5 Track Circuits M/s Alstom, Bangalore
M/s Tirupati Plastomatics,
Jaipur &
6 Cables
M/s Advance Cable
Technologies, Bangalore.
7 Batteries M/s Amararaja, Tirupati.
M/s Agarwal Engineering,
8 Signalling Equipments
Kolkata
9 Signalling Aspects M/s General Auto, Mumbai
10 Signalling Accessories M/s LD Fabricators, Bangalore
Switches & Computer M/s Advance Technique, New
11
Equipments Delhi.
12 Display System M/s BARCO, New Delhi
13 Cabinets M/s Rittel, Doddaballapur
Power Distribution
14 M/s Kaynes, Bangalore.
Cubicles
Transformers &Servo
15 M/s Alstom, Bangalore
stabilizers
Installation, Testing &
16 M/s Alstom, Bangalore
Commissioning
Likely
(ii) Imported items and likely indigenous source indigenous
source
Interconnecting Cables & Tyco Electronics,
17 ATSA, France
connectors. Bangalore.

Page 11 of 13
 ANNEXURE-10

TELE-COMMUNICATION SYSTEMS EQUIPMENT (BMRCL)

Location of Works,
Sl. No. Equipment
Country of origin
(i) Items manufactured in India

1. Tetra Tower and Mast M/s TVS, India

Tetra Radio system (Cabinet, M/s Thales Portugal,
2.
cables, splitter, tray, distb board) Netrack, Motorola, India
3. Master Clock (Fixtures, wago) M/s Hensel, India
Telephone system (MDF, IDF, IPM,
4. M/s Krone, India
analog phones)
Passenger Announcement system
5. M/s Hensel, India
(Fixtures, connectors, wago)
Passenger Display System
6. M/s Trendnet, India
(Fixtures, fibre converter)
CCTV (fixture, surge protection,
7. M/s MTL, India
BNC connectors)
Optical Fibre system (ODF, patch
8. M/s Krone, India
cords, HDPE)
9. Cabinets M/s Netrack, India
BBRS (Mast, connectors, cables,
10. ODF, patch cord, HDPE, fibre M/s Krone, Trendnet
converter)
Likely
(ii) Imported items and likely indigenous source indigenous
source
Chemito
Passenger Display System
11. AESYS, Italy Technologies,
Panel
Pune
Passenger Announcement
12. ASL, UK Ahuja, Audix
system Speakers
13. CCTV Camera Bosch, Germany Nimbus, Textel
14. Platform Monitor Mitron, Finland Not available
15. CCTV Encoder, Decoder, NVR NICE, Israel Not available
TETRA Radio BTS, MSO,
16. Motorola, Malaysia Not available
handsets

Page 12 of 13
 ANNEXURE-10

17. Master Clock Westrand, Germany Not available

18. Optical Fibre Cable Draka, Spain Sterlite, Uniflex
19. BBRS Firetide, USA Not available
20. GE 10 Gb routers Alcatel-Lucent, Portugal Not available
HFCL/Tejas/
21. SDH Keymile, Germany
FIBCOM

AUTOMATIC FARE COLLECTION SYSTEMS (BMRCL)

Location of Works,
Sl. No. Equipment
Country of origin
(i) Items manufactured in India
1. Contactless Cards & tokens M/s Siepmanns India
2. Network switch M/s HP, India
3. Cat-6 cable M/s RM, India
4. Optical Fibre Cable M/s RM, India
5. Electrical cables M/s CMI India
6. Network rack M/s HCL, India
Likely indigenous
(ii) Imported items and likely indigenous source
source
7. Ticket Office Machine HP Singapore HCL, Wipro India
8. Servers HP Singapore HCL India
9. Printer Lukan Korea Wipro, TVS India
Huangmin, Shanghai,
10. Automatic Gates Not available
China

Page 13 of 13
 ANNEXURE-11

M&P resources deployed (DMRC)

1) Electric bogie tractor

2) Road cum rail vehicle
3) Re-railing equipment
4) CNC under floor wheel lathe
5) Synchronized pit jacks
6) EOT cranes
7) Bogie turn table
8) High pressure wash pump
9) Diesel fork lift
10) Electric fork lift
11) Electric stacker
12) Compressor
13) Scrubber
14) Aerial work lift platform

Page 1 of 1
 ANNUXURE-12

M&P resources deployed / planned (BMRCL)

(a) Overhead Crane

(b) Pit Jacks, Mobile Jacks
(c) Under floor wheel lathe
(d) Automatic Wash plant
(e) Rail cum Road vehicle
(f) Electric Bogie Tractor
(g) Battery powered locomotive
(h) Split Head Tamping Machine
(i) Truck Mounted Hydraulic Platform for viaduct inspection and maintenance
(j) Fork lift vehicle
(k) Motor Trolley
(l) Train simulator for TO Training

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 ANNEXURE-13

Human Resource Management (LTMRHL)

The OMC shall set-up a robust and standardized recruitment process to manage in a smooth
and efficient way the very large number of employees to be recruited during mobilization periods
for various Stages of opening of sections. A total number of about 1900 staff for the complete
project are required excluding certain outsource activities given below:

a. Cleaning of train and stations

b. Security services (Asset Security only as main security is in scope of Govt)
c. Maintenance of Lifts, Escalators, depot equipment etc
d. Rail Grinding activities
1. O&M Organization overview:
i. The Executive Management Team:

Managing
Director

Total Staff: 25
Financial HR
Division Division

QHSE
Division

Marketing &
Operations Technical
sales
Division Division Division

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 ANNEXURE-13

ii. HR Division:

HR Director Total Staff: 30

Assistant

Recruitment & Ethics Training school

dvlpt mngr manager manager

HR and payroll Recruitment & Internal comm. Administrative &

Training officers
administrators dvlpt officers officer logistic assitants

HR agency External trainers Internal trainers

(Outsourced) (Outsourced) (experts /mngrs)

iii. Financial Division:

Chief financial
officer Total Staff: 30

Assistant

Fare collection &

Financial O&M contract
Legal experts fines recovery IT manager
controllers manager
manager

Fare collection Fine Recovery

Accountants IT officers
Accountants Operators

Cash collection IT maintenance

(subcontracted) (subcontracted)

iv. QHSE Division:

Page 2 of 5
 ANNEXURE-13

QHSE
Director
Total Staff: 20

Assistant

Quality &
Health Safety Security
environment
manager manager manager
manager

Quality Reporting &

Security
assurance Performance Health officers Safety experts
officers
officers officers

v. Marketing & Sales Division:

Marketing &
sales
director
Total Staff: 50

Assistant

Communication,
Marketing CRM
PR & advertising
product manager manager manager

Network Call centre &

Stakeholders
Analysts information Travel Centre
relation officer officers supervisors

Call centre Travel centre

Webmasters
officers officers

vi. Operations Division:

Page 3 of 5
 ANNEXURE-13

Chief operations
officer
Total Staff: 1500

Engineering
Assistant
department

Train Operator OCC Stations

Manager Manager Managers

Administrative Train roster OCC roster Adminsitartive Stations roster

officers officers officer officers offices

Train Operator OCC Station

Supervisors superintendants masters

Engineering Train Station

Train Operators
controllers Controllers controllers

Communication
Depot Ticket Gateline
& security
Controllers officers controlllers
controllers

Host Security
officers officers

Engineering
Manager

Methods
Planner Technicians Reporting officers

Page 4 of 5
 ANNEXURE-13

vii. Maintenance Division:

Total Staff: 200

Maintenance
director

Methods &
Supply Chain Assistant
departement

Infrastructure &
SIG, Comms & Track, OHE & PSS Rolling-stock
auxilaries
manager AFC Manager Manager Manager

Auxilaries
Infrastructure Jr AFC Comms SIG PSS Track OHE RS
technical
auditors Engineer Jr Engineers Jr Engineers Jr Engineers Jr Engineers Jr Engineers Jr Engineers Jr Engineers

Infrastructure AFC Comms SIG PSS Track OHE RS shunter /

Maintainers Maintainers Maintainers Maintainers Maintainers Maintainers Maintainers maintainers

Page 5 of 5
 ANNEXURE-14

Scope of Services for OMC

(One of Indian Metros)

1) Mobilization of the Key Operator Personnel and the Operator Personnel

(through the O&M Employee Vehicle), organization of the team's
relocation and settlement in the city, opening company bank accounts,
establishing temporary office accommodation (within the 3,000 sq.ft. of
space provided by Concessionaire during the Pre-Operation Period for
Stage-1) and hiring the first of the local office staff, etc.;

2) Assisting Concessionaire in obtaining and maintaining the Consents that a

Metro Rail System is required to obtain and obtaining and maintaining the
necessary Operator Consents that the Operator is required to obtain, to
enable the operation of the Metro Rail System as soon as the testing and
commissioning of each Relevant Stage is completed;

3) Examination of the final designs and as-built drawings to determine

whether any significant changes have been made after the submission of
the Bids, inspection of the condition and finish of the construction to date,
comparison with Project Data Room assumptions, analysis of
maintenance liabilities, etc.;

4) Assisting the Concessionaire, the GC and Metro Rail System Contractors

in the testing and commissioning of each system or component of the
Metro Rail System, in accordance with the directions of Metro Rail System;

5) Once testing and commissioning of each system or component of the

Metro Rail System is completed, assisting the Concessionaire and the GC
in the testing and commissioning of the Metro Rail System as a whole,
(including in relation to Burn-In), in accordance with the directions of
Concessionaire;

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 ANNEXURE-14

6) conducting the Blank Operations of each Relevant Stage;

7) Design and implementation of suitable operational and management plans

such as an operations plan, safety manual, maintenance plan and any
other documents that the Operator is required to prepare in accordance
with the Contract; and

8) Recruitment and training of the Operator Personnel and ensuring that the
Operator Personnel are well qualified and competent prior to the
commencement of Blank Operations.

9) The services to be provided by the Operator during the Operation Period

included the following:

 Responsibility for all operation-related activities, operational reliability and

safety of operation
 Planning of operation
 Operation of Trains and technical systems like signaling, telecom, and
power systems
 Operation of the depot, including OCC building including operation of
central control room and back up modes
 Operation of station buildings
 Operation of the infrastructure linking the stations along the alignment
 Responsibility of maintenance and management of staff in respect of
Heating, Ventilating, and Air Conditioning (HVAC) System for Trains,
stations and tunnels
 Operations of escalators and lifts
 As appropriate, provide the necessary interface related to surveillance,
security and safety arrangements, and safety & security personnel as
required under this Contract
 Coordination of procedures and actions during fall back and emergency
situations
 Emergency management planning

Page 2 of 3
 ANNEXURE-14

 Staff on Trains and at stations

 Passenger information
 Cleaning
 Reporting
 Training and education of the staff
 Ticket control and revenue control
 Admission control systems
 Closed Circuit Television (CCTV) systems
 Video and voice recorders
 Maintenance services is also expected to include upkeep (e.g., washing,
painting, landscape, trimming flora) of civil works such as:
o Depots
o Control and maintenance centers like the OCC
o Stations, both paid and unpaid areas, as well as stations
surroundings
o Tunnels, elevated bridges, and embankments
o Permanent ways or rights of way
 Other areas of maintenance will include all system and equipment assets
o Rolling stock
o Technical systems, such as Signaling and Telecommunication
systems, auxiliary and Traction Power system
o Supervisory control and data acquisition (SCADA)
o Electrical and mechanical equipment
o Track

Page 3 of 3
 ANNEXURE-15

Key Performance Indicators

(One of Indian Metros)

1.1.1 Primary KPI

- Train Availability
- Station Accessibility
- Reliability of Train Service – Peak Hour Service (PHS)
- Non-Peak Hour Service
- Punctuality

1.1.2 Secondary KPI

- Passenger information
- Time table availability
- Availability customer staff
- HVAC & Tunnel ventilation
- Passenger comfort
- Cleanliness of train
- Removal of graffiti from trains
- Removal of station & depot
- Removal of graffiti from station
- Availability Ticket vending machine
- Elevator/Escalator availability
- Help points
- CCTV availability
- Lighting availability
- Revenue protection
- Customer satisfaction

Page 1 of 1
 ANNEXURE-16

Valuation of various risks

(One of Indian Metros)
I. KPI risks
o The KPI regime contained in the O&M contract includes maximum
penalties of 10% per annum and maximum bonuses of 5% per
annum based on the operator’s performance against the KPI’s.
o The probability of receiving penalties is nearly nine times greater
than earning bonus payments.
o It is worked out that a prudent operator would assess the overall
KPI penalty risk at approximately 5% of the service fee.
o Value is created for MetroRail System through the KPI regime in the
O&M contract-this value equals 5% of the total service fee during
the life of the contract.
o In a publically operated metro, where there are no financial
incentives or penalties connected to the performance of the metro
against the KPIs, the authority managing the metro would have the
same incentive structure.

II. Electricity Risks

o The Concessionaire has prepared O&M cost estimates based on
DMRC experience and BMRCL experience. The cost estimate
towards non-energy consumption is asset to be too low due to a
range of possible reasons such as climate, equipment rating,
lighting design, lift and escalators specification etc.,

o All the electrical information for all the non-traction power

equipments was up-loaded into the Data Room for the bidders use.
In the assessment of the non-traction power consumption by bidder,
the current power consumption estimate of the Concessionaire is
too low and they estimated non-traction power electricity risks at
60% of the Concessionaire cost estimate.

Page 1 of 3
 ANNEXURE-16

III. Pre-Operation Cost Risk

o The operator is responsible for the hiring of the new workforce in a
timely fashion to enable them to be trained for the start of the
operation of each phase of the railway opening.
o Thus, there is a risk that delays by the GC and then main
construction and supply contractors delaying the opening of any of
the section will cause the Operator to have to retain its staff and
continue training, maintenance and trial operation support of the
emerging infrastructure and equipment, whilst it awaits the opening.
o The Concessionaire has transferred this risk to the Operator
through a fixed lump-sum payment provision for Pre-Operations in
the O&M contract.
o If the Concessionaire were to operate the metro on itself, it would
bear the cost of any pre-operation delays and cost overruns.
o 50% risks factor on all the O&M budget for the pre-operation
periods was added to the Concessionaire estimate.

IV. O&M Cost Risks

o The Concessionaire estimated the cost of the O&M phases of the
contract by using recent operational data from DMRC, since this is
the nearest available equivalent metro system.
o It is likely that DMRC in its early years of operation allowed for a
risk factor in its operating budgets to cover the large number of new
pieces of equipment that need to work in harmony, as nearly every
new railway operates with high level of faults over the first year to
two.
o If the Concessionaire were to operate the metro itself, it would
certainly budget for operation cost overruns.
o Therefore, the Concessionaire has achieved value in transferring
this risk to the operator through the O&M contract, and the
competitive bidding process has ensured that the Bidders have
offered a competitive price for the operation period rates.
Page 2 of 3
 ANNEXURE-16

o Based on the experience of Metro OMC project contracts in Europe

and North America, a 10% risk factor value was added to The
Concessionaire operations period estimate less electrical cost.

V. Inflation Risk
o Under the O&M contract, the operator is only protected from 80% of
the India inflation risk, therefore it will be exposed to approximately
1.4% inflation risk per annum, over the next seven years; based on
an assumed rate of Inflation at seven percent (1.4%=20% x 7%).

o If the Concessionaire were to operate the metro itself, it would bear

100% of the inflation risk.

o Therefore inflation risk value was added to the Concessionaire base

O&M cost estimate.

Page 3 of 3
 ANNEXURE-17

DETAILS OF MOCK DRILLS FOR DISASTER MANAGEMENT PREPAREDNESS

Sl
Mock drill Item Location Frequency Remarks
No
1 Emergency Stop Plunger At PSB and SCR Quarterly
Key switch in PSBs and Switching OFF of
2 Under Platform Sprinkler operation also by motor Monthly OCS supply is
operated valves desirable
Emergency
At platform ends, inside
3 Emergency tripping switches Yearly telephone checked
tunnel and in SCRs
every two months
4 Fire Alarm and Control panel SCRs Fortnightly
5 Seismic sensor Fortnightly
6 Mimic Fire Repeater panel Fireman Staircase Fortnightly
7 Public Announcement System Mic in PSBs and SCRs Fortnightly
8 Hooter with strobe (flasher) At PFs & Concourse Fortnightly
In ASS rooms at platform
Switching ON of tunnel lights
9 ends Fortnightly
through MCBs
Load test for 30
10 DG Set Ancillary building Monthly
minutes
11 Fire pumps Ancillary building Monthly
12 Tunnel Ventilation System Monthly SC also associates
13 Gas Flooding System ASS Room Fortnightly SC also associates
Monthly in
Carried out by all
14 Extension of Power supply OCC non-revenue
TPCs
hours
15 Fire Drill Depot & Stations Quarterly
Rescue of Disabled Train. Main Line (Non-Revenue
16 Quarterly
Hours)
Detrainment of Passengers
Main Line (Non-Revenue
17 between Stations Quarterly
Hours)
Passenger Evacuation from Main Line (Non-Revenue
18 Quarterly
Station and via duct Hours)
Drill for use of Rescue & Relief Main Line (Non-Revenue
19 Quarterly
Train Hours)
Communication Failure Main Line & Depot
20 Half Yearly
(TETRA) (Revenue Hours)
Failure of Third Rail Supply Main Line & Depot (Non-
21 Half Yearly
Revenue Hours)
Rail Fracture (leading to TC Depot (Non-Revenue
22 Half Yearly
Failure) Hours)
23 Point failure in Mainline & Depot Quarterly
24 Lifts & Escalators Failure Stations & Depot Monthly
Preparedness & Preventive
25 Stations & Depot Quarterly
actions against Terrorist attack
26 Single line working Main Line Half Yearly

Page 1 of 1