Introduction

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

Structure
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Chairman - Dr. Sudhir Krishna Managing Director - Dr. E. Sreedharan Total No. of Directors - 16 Nominee of Govt. of India - 5 Nominee of Govt. of NCTD - 5 (Including MD) No. of full-time functional Directors at present including MD - 7 The corporate office of the company is located at Metro Bhawan, Fire Brigade Lane, Barakhamba Road New Delhi - 110001, India

Mission
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To cover the whole of Delhi with a Metro Network by the year 2021. Delhi Metro to be of world class standards in regard to safety, reliability, punctuality, comfort and customer satisfaction. Metro to operate on sound commercial lines obviating the need for Government support.

Our Corporate Culture

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We should be totally dedicated and committed to the Corporate Mission. Personal integrity should never be in doubt, we should maintain full transparency in all our decisions and transactions. The Organization must be lean but effective. The Corporation must project an image of efficiency, transparency, courtesy and we mean business attitude. Our construction activities should not inconvenience or endanger public life nor should lead to ecological or environmental degradation. All our structures should be aesthetically planned and well maintained. Safety of Metro users is our paramount responsibility. Our stations and trains should be spotlessly clean. Our staff should be smartly dressed, punctual, polite and helpful to the customers. Employees should discharge their responsibilities with pride, perfection and dignity

History
Delhi became the seat of Government of India in 1911 when the then Imperial Government shifted its capital from Calcutta to Delhi. Initially the capital was located on the Ridge, north of the walled city of Delhi. As this site was not found suitable to serve as the seat of the Government, a new city, namely, New Delhi, located to the south of the walled city was planned. Construction work of New Delhi started in 1912 under the supervision of renowned city planners and architects, Sir Edwin Lutyens and Sir Herbert Baker. Construction of New Delhi was completed in 1931 when the seat of the Government was shifted to this new place. The city has continued to grow since then at a fast pace. National Capital Territory of Delhi today covers an area of 1486 sq Kms and is a Union Territory with all powers of State Government. The history of planning a Metro Project for Delhi dates back to 70's. The Central Road Research Institute (CRRI) undertook the first exhaustive study on traffic and travel characteristics of Delhi in 1969-70. While bringing out extensive data describing the traffic and travel characteristics, it developed mathematical models to project travel demand. By examining several alternatives, it recommended for a Mass Rapid Transit Network for Delhi. Metropolitan Transport Team (MTT), Indian Railways, has reviewed the above schemes. MTT sought for some modifications to recommendations of CRRI and planned for a well knit Mass Rapid Transit System for the capital city of India. The system comprised of 36 Km of underground corridors aligned two axes North-South and East-West Corridors and 96 Kms of surface rail corridors. Metropolitan Transport Project (MTP-R, set up by the Ministry of Railways, Government of India) prepared an engineering plan to construct the MTR system. Since CRRI proposal was based on transport demand projection upto the year 1981, it was assigned to Town & Country Planning Organisation the work of further projection of demand to the year 2001. It's concept plan envisaged a network of 58 km underground & 195 km surface corridors. As a part of the techno-economic feasibility study, subsoil exploration were conducted on four specific trunk routes and by the side of existing railway tracks and recommended for taking up pilot projects. Delhi Development Authority (DDA) prepared a perspective plan for Delhi (MPD-2001) in 1984 and recommended for a multi modal transport system comprising of 200 km of Light Rail Transit System, 10 Km of Tramway, an extension to surface rail system and extensive road network. The Urban Arts Commission suggested some modifications to the proposal of DDA and recommended for the development of

the existing Ring Railway with three radial underground MRT corridors. Due to rapid growth especially along the western and eastern parts of the city, a study group was appointed by the Ministry of Railways, Govt. of India to recommend a precise alignment for the East-West corridor and in 1987 further appointed a Task Force for assessing the choice of exact construction technology. While suggesting some changes to the alignment of study group, it recommended for pilot project based on M-Bahn Magnetic Levitation System in case of negation suggested for replacement by Light Rail Transit System. Feasibility Report on Integrated Multi Modal Mass Rapid Transport System of Delhi (IMMRTS) prepared by RITES recommended for three-component system comprising of Rail corridors, Metro corridors and dedicated bus way totaling to 184.5 Km and further addition of 14 km increased to 198.5 km. The total network contains 16 sections to be implemented in a sequence based on passenger kilometer carried per kilometer length of each section. The first phase of the network, now (commissioned) comprises of 65.11 km of route length with 13.01 km underground called Metro corridor and 52.10 km surface / elevated called Rail Corridor.

Delhi Metro is a world class Metro

Delhi Metro is a world-class metro. To ensure reliability and safety in train operations, it is equipped with the most modern communication and train control system. It has state-of-art airconditioned coaches. Ticketing and passenger control are through Automatic Fare Collection System, which is introduced in the country for the first time. Travelling in Delhi Metro is a pleasure with trains ultimately available at three minutes frequency. Entries and exits to metro stations are controlled by flap-doors operated by 'smart-cards' and contact less tokens. For convenience of commuters, adequate number of escalators are installed at metro stations. Unique feature of Delhi Metro is its integration with other modes of public transport, enabling the commuters to conveniently interchange from one mode to another. To increase ridership of Delhi Metro, feeder buses for metro stations are Operating. In short, Delhi Metro is a trendsetter for such systems in other cities of the country and in the South Asian region.

Need for MRTS

As cities grow in size, the number of vehicular trips on road system goes up. This necessitates a pragmatic policy shift to discourage private modes and encourage public transport once the level of traffic along any travel corridor in one direction exceeds 20,000 persons per hour. Introduction of a rail based (MRTS) Mass Rapid Transit System is called for. Mass Rapid Transit Systems are capital intensive and have long gestation period. It has been observed that in developed countries, planning for mass transit system starts when city population size exceeds 1 million; the system is in position by the time the city population is 2 to 3 million and once the population exceeds 4 million or so, planned extensions to the Mass Rapid Transit Systems is vigorously taken up. In developing countries including India, because of paucity of funds planning and implementation of rail based Mass Rapid Transit Systems has been lagging far behind the requirements. The city of Delhi with a population of round 12 (16.2) million should have had an MRTS network of at least 100 (300) KM by this time, whereas actually it is still (65.10 kms) at the takeoff stage. Delhi has all the ideal dress-up for an excellent Mass Rapid Transit System to be brought in. It has wide roads (roads cover 23% of the city area) where road possession for construction is not difficult (except in the old city area). Implementation will also not involve demolition of large scale private properties. Most of the land required is under Government control and hence can be easily acquired. The citizens are enlightened and would eagerly welcome introduction of people friendly MRTS though they may initially face some difficulties during the implementation phase. Added to this Delhi has an unassailable advantage in its excellent railway network comprising two rings and six spurs totaling about 120 KM within the urban area. Unfortunately, these Rail assets are not presently fully being utilized as its share of commuter traffic is only a mere 2%. Delhi has experienced phenomenal growth in population in the last few decades. Its population has increased from 57 lakhs in 1981 to 120 (162) lakhs in 1998 (2006) and is poised to reach 132 (190) lakhs by the year 2001 (2011). For want of an efficient mass transport system, the number of motor vehicles has increased from 5.4 lakhs in 1981 to 30 (51) lakhs in 1998 (2007) and is (increasing at the rate of 6.21 per annum). The number of motor vehicles in Delhi is now more than that of Mumbai, Calcutta, Chennai put together. The result is extreme congestion on Delhi roads, ever slowing speeds, increase in road accidents fuel wastage and environmental pollution with motorized vehicles alone contributing to about two thirds of the atmospheric pollution.

Today the traffic on roads of Delhi is a heterogeneous mix of cycles scooters buses cars and rickshaws jostling with each other. This has resulted in a chaotic situation so much so that due to road accidents, the average number of persons killed per day has increased to 5 and of those injured to 13. The position is expected to deteriorate further in the years to come. To rectify this situation the Government of India and the Government of National Capital Territory of Delhi, in equal partnership have set up a company named Delhi Metro Rail Corporation Ltd. under the Companies Act,1956 which has (already commissioned a 65.10 kms route in Phase-I and is proceeding ahead with another 121 kms in Phase II).

Advertising :
DMRC is carrying out commercial advertising through advertising agencies:
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Inside station buildings On metro structures between stations Inside metro trains

The advertisement rights are awarded to agencies appointed section wise for 2-3 yrs periods. A list of contracts existing with different advertising agencies sectionwise is shown under the headings....

Future Implementation:
(1) Implementation of Property Development works is continuing along with expansion of the MRTS network in Phase II project. Property development generally follows the progress of construction of MRTS by an year so. Developments are being planned & executed in a similar manner as done for Phase I routes. An additional feature is that for some stations where property development on a larger scale is proposed integrated with the operational building such as at Azadpur, attempt is also being made to involve developers in constructing the operational station structures also, and thus participating in metro construction. For each development, competitive bids are invited after insertion of newspaper advertisements. (2) Each tender is included in DMRCs website under 'Latest Tenders'. Bid documents can also be downloaded from the Website.

20 Dec, 2011, 09.10AM IST, Rumu Banerjee,TNN

Japan funds for Metro Phase III to come in January

NEW DELHI: Delhi Metro's Japanese connection will be getting a boost, come January. As work on the third phase of the network gathers steam, the Japan International Cooperation Agency (JICA) will be releasing the first instalment of its loan for the Delhi Metro network next month. Pegged at 53 per cent, the loan from JICA for the Rs 35,242 crore project will form the bulk of funding for Phase III, said sources. It will be used to bankroll the civil work, source rolling stock as well as for acquiring the brand-new signaling system for this phase. A senior official said: "The coming through of the first instalment means that the pace of work on the third phase can now be increased. Since JICA loan is 53% of the entire project, it plays an important role in the project planning." The good news for the Delhi Metro Rail Corporation (DMRC) is that with the Central and Delhi governments pitching in with another 21.27%, the onus for getting the rest of the project cost, which is with the DMRC, is not very much. A source said: "Delhi Metro can raise the rest of the amount, which is not much considering a substantial 70% has already been raised by JICA and the government." The first instalment of the 53 per cent loan is around Rs 6,900 crore, said officials.

On ground, the coming through of the loan is the signal for Delhi Metro to ramp up its tendering process. The tenders, which are built on JICA funds, need to be vetted by the Japanese agency before they can be awarded. This process has already gotten off the ground, said sources. "The funding will also be used to source rolling stock for the Phase III as well as for the state-of-the-art signaling system that will be introduced in this phase," added the official. JICA has so far paid over Rs 16,000 crore for phases I and II. DMRC has paid back a part of the loan for Phase I amounting to Rs 129.55 crore. The interest for the loan amount for both phases have been repaid to the tune of Rs 696.95 crore.

18 Dec, 2011, 10.45AM IST, Malini Goyal,ET Bureau

Lessons from metro chief E Sreedharan's life for CEOs, managers & policymakers
It took them 190 km and 14 years to muster the courage to let him go. And yet, two weeks before E Sreedharan quits as managing director, Delhi Metro Rail Corporation (DMRC), their trepidation is palpable. The question is not whether Phase III of the Delhi Metro will be completed by its deadline 2016. The question is whether it will be done the Sreedharan way. Will his legacy continue after he is no longer at the steering wheel? The man himself is unruffled. Sreedharan has full faith in his team to carry forward Delhi Metro's sterling

tradition. After all, the credit for the project's success must go to the 7,000 employees who work hard everyday, he says. This is Sreedharan the leader, who has evolved a system that he believes, can do without him. This is Sreedharan the man, who is self-effacing in his humility and can't be bothered with glory. Yet, in the past decade fame chased him. As the Delhi Metro rolled out track after track with speed, precision and transparency, the 'Metroman' became the icon for many Indians. Along the way, there were several attempts to deconstruct his success. Every little idiosyncrasy was analysed, each quote repeated several times over. Fans tried to build his work philosophy with scraps of information about how he ran the Delhi Metro. But very few succeeded in inculcating a bit of the Sreedharan style in their lives. So as Sreedharan prepares for his time off, ET on Sunday decided to revisit the decade and a half that made him an icon. Only this time, we have culled the learnings and formatted them to fit into your role in life. This is the list of lessons with tips from the legend, customised for YOU. IF YOU ARE A POLICY MAKER Redefine the Context Benchmark yourself against the prevalent system and you'll land with moderate success. It will not measure up to the grandeur of a Delhi Metro. Such things demand a vision not limited by convention or expectations. People would have been happy if the first phase of the metro was completed by the deadline - 2005. But Sreedharan raised the bar. He told his team, Delhites couldn't wait for 10 years for a Metro. The deadline was shortened by three years and met. Focus on Goals Not Politics Shore up your perseverance and prepare for maximum resistance, especially by political expediencies. "I don't know why some bureaucrats are not able to function. They should have the courage to stand up to their convictions and take decisions and not leave everything to the politicians," says Sreedharan. He followed this principle throughout his career. One such occasion was as the head of the Konkan Railway project in the 1990s. They were years of flux as Goa saw chief ministers change four times between 1993 and 1994. Every change brought a fresh group of lobbyists into the spotlight. "Sreedharan was a rock who was determined to get the project completed," recalls PV Jayakrishnan who at the time worked as the chief secretary, Goa. Sreedharan shares another anecdote. In the early years of his DMRC stint, he was to appoint international consultant for the project. His team chose the Japanese on the basis of their bids. But the then railway minister insisted on the Germans as they had lobbied hard for the position. "I refused to give in. And refused to even give him any explanation," says the Metroman. He was confident he had chosen the best and followed all the required procedures. Finally, Sreedharan's choice was accepted. "That one incident [withstanding political pressures] increased the confidence of my team enormously," he explains.