Mumbai Metro Project Project (Operating Cost)

Mumbai Metro Project Project (Operating Cost)

1.1 Introduction :Operating Costing is a method of costing applied in ascertaining the cost of rendering services. It is not applicable for entities manufacturing tangible goods. The main objective of operating costing is to compute the cost of the services offered by the organization.The information concerning the business enterprise is very helpful to the management to control it in an efficiently way. As the other branches like financial accountancy and management accountancy, the cost accountancy also serves the important information to the management regarding the operating efficiency of the business. It becomes very easy for management to lay down management policies, to guide management decisions or evaluate operating management performance with the information provided by cost accounting. The term operation in business terminology refers to an activity of the business. It is very important to study the operations of the business in detail because depends on the operations, which hit performs. The management should always concentrate on the efficiency of the operation and also the costs associated to the operations. It is very important to control the costs associated to the operations for the enterprises like manufacturing companies, companies engaged in the process of extraction of materials from earth like, coal mines etc. Generally, the above mentioned business enterprises depend on the operation that it has to be performed in to produce into produce the final output. The costs associated with such operations are generally higher. These costs are called as operating costs. The costs, which are incurred to perform the operation of the enterprise, are called as operating costs.These costs are to be accounted for in order to arrive at the total costs of operation or process, which helps in determining the price of the final product. Cost accounting is the classifying, recording and appropriate allocation of expenditure for the determination of the costs of products or services, and to the presentation of suitably; arranged data for the purposes of control and guidance of management.It includes the ascertainment of the costs of every process, operation, services or contrast as may be appropriate. It deals with the cost of production, selling and distribution. It thus, the provision of such analysis and classification of expenditure as will enable the total cost of any particular unit of production to be ascertained with reasonable degree of accuracy and at the same time to disclose exactly how such total cost is constituted (i.e. the value of material used, the amount of labour and other expense incurred) so as to control and reduce the cost.Operating costs are the expenses which are related to the operation of a business, or to the operation of a device, component, piece of equipment or facility. They are the cost of resources used by an organization just to maintain its existence.Businesses have to keep track of both operating costs and costs associated with non- operating activities, such as interest expenses on a loan. Both costs are accounted for differently in a company's books, allowing analysts to see how costs are associated with revenue-generating activities and whether or not the business can be run more efficiently.Expenses associated with administering a business on a day to day basis. Operating costs include both fixed costs and variable costs. Fixed costs, such as overhead, remain the same regardless of the number of products produced; variable costs, such as materials, can vary according to how much product is produced.

1.2 Concept of Operating Costing :Operating costing is the method used by undertakings rendering services, such as transport and electricity, steamship companies , hospitals, restaurants, theaters, travel agencies , schools etc.Cost per unit = Total operating cost the quantity of service providedCost unit in operating costing can be divided in to two types.(a) Simple cost unit(b) Composite cost unit

Transport Costing :Under this method, the operating cost of each vehicle is determined. The common unit of service is tonne kilometer in case of goods transport, and passenger kilometer in case of passenger transport. While, calculating the unit ofservice, the weight and/or passenger and the distance should be calculated.In transport costing cost are classified under following three heads. Fixed cost / Specific cost: Garage charges, Insurance, Taxes, license, time-based depreciation, wages of drivers and cleaners, establishment cost of workshops, general service cost.Semi-variable cost / Maintenance cost : Expenditure on repairs, maintenance, tyres, tubes, accessories and spares.Variable cost / Running expenses : Such cost depends on the trips made and the distance run by the vehicle. These cost include cost of fuel, lubricating oil, depreciation based on run, wages of driver and cleaner etc.Boiler Costing / Power House costing :Where steam is used for the purpose of generating electricity, It is possible to compute the cost of electricity generated by aggregating the steam production costs with other related cost of electricity generation.A cost unit is generally in terms of kilograms.The main heads of expenditure for a boiler house are as follows:Water : Cost of supply, purificationIndirect Materials: service materials and small toolsFuel : Coal or oilLabourSupervisionMaintenanceOverhead cost : Rent, rates, depreciation, insurance and interest on capital Canteen Costing : Hotels, restaurants employ operating costing. The total operation of a hotel is divided into number of cost centers. Restaurant-cost unit is number of meals served Housekeeping-cost unit is no. of rooms cleaned Laundry-cost unit is number of clothes washed The important heads of expenditure is: Provisions: Vegetables, fruits, meat . Flour, milk , oil, sugar Labour: Salary of cooks, kitchen assistance, supervisors service : steam, gas , electricity, power and light Consumable stores : crockery, glassware Misc. overheads : Rent , rates, depreciation , insurance , Credit Charges of meals. Tea and other sales

Hospital costing :The hospital services can be divided into the following categories. Outpatient Department Wards General Services Other Service DepartmentMethod of costing are as follows:a) Utility Services: canteen, hospitalb) Distribution Services: Electricityc) Transportation Services: Railways, Bus etc.d) Other Services: such as Management Consultants, courier services etc.Business operating costs :

For a commercial interprise, operating costs fall into two broad categories :

Fixed costs, which are the same whether the operation is closed or running at 100% capacity. Fixed Costs include items such as the rent of the building. These generally have to be paid regardless of what state the business is in.

Variable costs, which may increase depending on whether more production is done, and how it is done (producing 100 items of product might require 10 days of normal time or take 7 days if overtime is used. It may be more or less expensive to use overtime production depending on whether faster production means the product can be more profitable). Variable Costs include indirect overhead costs such as Cell Phone Services, Computer Supplies, Credit Card Processing, Electrical use, Express Mail, Janitorial Supplies, MRO, Office Products, Payroll Services, Telecom, Uniforms, Utilities, or Waste Disposal etc.

Features of Cost Accounting :1. It is a process of accounting for costs.2. It records income and expenditure relating to goods and services.

Two Steps in Operating Costing :

I. Cost Unit : It is necessary to decide the unit of cost. The cost units vary from industry to industry. For example, in goods transport industry, cost per ton kilometer is to be ascertained while in case of passenger transport, cost per passenger kilometer is to be ascertained. Costs units may be single or composite.

a) Single Cost Unit :EnterpriseCost UnitTransportPer ton, per Km, per passengerHospitalPer bedWater SupplyPer gallon

b) Composite Cost Unit :Passenger TransportPer passenger-kmGoods TransportPer ton-km, ton mileHotelPer room dayCinemaPer seat per showElectricityPer kilowatt hour

II. Identify Costs : The next step is to identify various costs under different headings as below :a) Fixed or standing chargesb) Semi-fixed or maintenance chargesc) Variable or running charges

2.1 Mumbai - Hub of Mass Transportation system :Greater Mumbai, the financial capital of India is the heart of commercial and trade activities of the country. Mumbai has always had the distinction and advantage of a high modal share (88%) in favor of a public mass transport system. The role of existing Suburban Rail Services is extremely important in the life of people of Greater Mumbai. The system carries about 6 million passengers every day. The BEST provides feeder services to the many station going passengers, to complete their journey. Due to the citys geographical constraint, the road and rail infrastructure development could not keep the pace with the growing demand for last 4-5 decades.

Present traffic scenario :11 million people travel daily by Public Transport. (Rail- 48% , Bus- 44% & Private Vehicles - 8% ).Inadequate road network is slowing down the traffic causing chronic road congestion & Environmental pollution.Suburban rail traffic increased by 6 times while the capacity increased by only 2.3 times.4500 passengers travel per train against the carrying capacity of 1750 resulting an unbearable overcrowding.Vehicular growth Increased from 61,000 to over 1.02 Million in the last four decades.

2.2 MRTS Mass Rapid Transit System : Needfor MRTS :Existing suburban systems under extreme pressureExisting bus systems role limited to providing feeder services to railways.Bus system alone cannot meet the future demandConstraints to expand the existing road network capacityThe Road & Rail improvements not adequate for future demandMany pockets in Island city and suburbs not served by rail based mass system.Environmental deterioration due to growth in road traffic WhyMRTS ?Mass transit system is required as . . . It has high-capacity It is fast It is environment-friendly It is financially viable and economical And is attractive to the commuters

Advantagesof MRTS :Carries same amount of traffic as 6 lane bus or 26 lane Private cars (Either way).Reliable, Comfortable and SafeReduces time by 50-75% as compared to roadNo Air pollution and less noise levelsEnergy efficient; Consumes 1/5th Energy per road passenger km.Occupies no road space if underground and only about 2m width of road if elevated

Project Inception :The Government of Maharashtra (GOM) through MMRDA, in order to improve the traffic and transportation scenario in Mumbai and to cater to the future travel needs in the next 2-3 decades has been exploring the viability of various alternative Mass Transit systems which are efficient, economically viable, environment friendly etc. In this context, a detailed feasibility study was carried out under the Indo-German Technical Co-operation by entrusting the consultancy work to TEWET in association with DE-Consult & TCS, during 1997-2000. The study recommended a mass transit corridor from Andheri to Ghatkopar as potentially bankable and economically viable, after examining a number of alternative corridors and alignments. This study was updated by MMRDA in May 2004. In the mean time, DMRC (Delhi Metro Rail Corporation) prepared the master plan for Mumbai metro, wherein they have recommended to extend Andheri-Ghatkopar section to Versova as part of the master plan and identified as priority corridor for implementation. The GOM declared the project as public vital infrastructure project and designated MMRDA as Project Implementation Agency (PIA). This is the first MRTS project in India being implemented on Public Private Partnership (PPP) format.

Mumbai Metro

Background

LocaleMumbai,Maharashtra, India

Transit typeMetro

Number of lines3 (Phase 1)

Number of stations12 (Line 1)

Daily ridership1.5million (Line 1 estimate)

Chief executiveBharat Bhushan Modgil

HeadquartersSatellite Silver, Andheri-Kurla Road,Marol,Andheri(East),Mumbai

Websitewww.mumbaimetroone.com

Operation

Operation will startMarch 2014

Operator(s)Mumbai Metro One Pvt Ltd (MMOPL)

Train length4-6 coaches

Headway3minutes

Technical

System length146.5 kilometres (91.0mi)

Track gauge1,435mm(4ft812in)

Electrification25 kV, 50HzACthroughoverhead catenary

Average speed33km/h (21mph)

Top speed80km/h (50mph)

3.1 About Mumbai Metro Project :

TheMumbai Metrois ametrosystem under construction in theIndiancity ofMumbai. The system is designed to reduce straffic congestion in the city, and will be built in three phases over a 15-year period, with overall completion expected in 2021. When complete, the core system will comprise three high-capacitymetro railwaylines, spanning a total of 63 kilometres (39mi).The Mumbai Metro's operator is Mumbai Metro One Pvt Ltd (MMOPL), a joint venture company formed byReliance Infrastructure,Veolia Transportand theMumbai Metropolitan Region Development Authority(MMRDA).

In June 2006,Prime MinisterManmohan Singhinaugurated the first phase of the Mumbai Metro project. Construction work began in February 2008.A successful trial run was conducted in May 2013,and the system's first line is expected to enter operation in March 2014,although some aspects of the project have been afflicted by delays and cost issues. The jMumbai Metro is India's first public private partnership metro project in which all the three phases (construction, operation and maintenance) were given to a private player.

3.2 History of Mumbai :Mumbai is the financial and commercial capital of India. It is also among thelargest cities in the world, with a totalmetropolitan area population of over 20million as of 2011,and a population growth rate of around 2% per annum.Mumbai has the advantage of a high modal share of the public (88%) in favour of a public mass transport system. The existingMumbai Suburban Railwaycarries over 7million passengers per day,and is supplemented by theBrihanmumbai Electric Supply and Transport(BEST) bus system, which provides feeder services to station-going passengers to allow them to complete their journeys. However, due to the city's geographical constraints and rapid population growth, road and rail infrastructure development has not been able to keep pace with growing demand over the last 4-5 decades.Moreover, the Mumbai Suburban Railway, though extensive, is not built to rapid transit specifications. The main objective of the Mumbai Metro is to provide mass rapid transit services to people within an approach distance of between 1 and 2kilometres, and to serve the areas not connected by the existing Suburban Rail network.

The Government of Maharashtra through the MMRDA, in order to improve the traffic and transportation scenario in Mumbai and to cater to the future travel needs in the next 2-3 decades began exploring the viability of various alternative mass transit systems which are efficient, economically viable and environment friendly. In this context, a detailed feasibility study was carried out under Indo-German technical co-operation by entrusting the consultancy work to TEWET in association with DE-Consult and TCS, during 1997-2000. The study recommended a mass transit corridor from Andheri to Ghatkopar as potentially bankable and economically viable, after examining a number of alternative corridors and alignments. This study was updated by MMRDA in May 2004. Meanwhile, the Delhi Metro Rail Corporation (DMRC) prepared the master plan for Mumbai metro, wherein they recommended extending the Andheri-Ghatkopar section to Versova as part of the master plan and identified it as a priority corridor for implementation. The State Government declared the project as a "public vital infrastructure project" and designated the MMRDA as the Project Implementation Agency (PIA).The master plan unveiled by the MMRDA in 2004 encompassed a total of 146.5 kilometres (91.0mi) of track, of which 32 kilometres (20mi) would be underground.The Mumbai Metro was proposed to be built in three phases, at an estimated cost of19,525 crore.In 2010, the MMRDA revised the estimated cost of constructing the nine lines to36000crore(US$5.9billion).

3.3 Original Mumbai Metro Master Plan :

PhaseLineName of the corridor]Length (km)

Phase I(20062011)1Versova - Andheri Ghatkopar11.07

2Colaba - Bandra Charkop38.24

3Bandra - Kurla Mankhurd13.37

Phase II(20112016)4Charkop Dahisar7.5

5Ghatkopar Mulund12.4

Phase III(20162021)6BKC - Kanjur Marg via Airport9.5

7Andheri(E) - Dahisar(E)18

8Hutatma Chowk Ghatkopar21.8

9Sewri Prabhadevi3.5

In 2011, the MMRDA unveiled plans for an extended Colaba-Bandra-SEEPZmetro line. According to its earlier plans, a 20-km Colaba-to-Bandra metro line was to be constructed, running underground for 10 kilometres (6.2mi) from Colaba toMahalaxmi, and then on an elevated track from Mahalaxmi to Bandra. However, the MMRDA decided that extending the line through Bandra to theChatrapati Shivaji International Airportwould increase the number of commuters. The 33.5-kilometre (20.8mi) Colaba-Bandra-SEEPZ line will be built at a cost of21000crore(US$3.4billion),and will be India's first fully underground metro line. It will have 27 stations,and will connect business districts such asNariman Point,BKC,MIDCand SEEPZ with the International Airport.

On 27 February 2012, India'scentral governmentgave in-principle approval to the plan for Line 3. According to the plan, the Japanese International Cooperation Agency(JICA) will cover 50% of the project's debt, while the state government will have an equity stake of 16%, and central government taking 14% equity. The rest will be subordinate debt from other sources.In April 2012, the MMRDA announced plans to grant the Mumbai Metro Rail Company increased management autonomy, in an effort to enhance the project's operational efficiency.In July 2012, the MMRDA announced plans to add more metro lines to its existing plan, including a line parallel to theWestern Express HighwayfromBandratoDahisar. This line is expected to reduce the passenger load on theWestern Lineand vehicle traffic on the highway. Another proposed route, the 30-kilometre (19mi), 28-station WadalaKasarvadvali line, received in-principle approval from the state government in 2013.The MMRDA also intends to convert the proposedLokhandwalaSEEPZKanjurmarg monorail routeinto a metro line.

On 18 February 2013, the MMRDA signed a memorandum of understanding withTransport for London, thetransit authorityinGreater London. The arrangement will facilitate the exchange of information, personnel and technology in the transportation sector.On 30 August 2013, Prithviraj Chavan announced that contracts for future lines of the Mumbai Metro would not be given out on a build-operate-transfer basis, following delays to Line 1

The following table shows the updated Mumbai Metro Master Plan unveiled by the MMRDA.LineName of CorridorLength (km)Estimated cost (2012)

1Versova-Andheri-Ghatkopar11.402356

2Charkop-Bandra-Mankhurd327660

3Colaba-Bandra-SEEPZ33.524,430

4Charkop-Dahisar7.84680

5Wadala-Ghatkopar-Teen Hath Naka (Thane)-Kasarvadavali30.78757

6Wadala-Carnac Bunder13.52635

7SEEPZ-Kanjurmarg10.54200

8Andheri (E)Dahisar (E)1810,800

9Sewri-Prabhadevi3.502100

Total160.9067618crore(US$11billion)

3.4 List of Mumbai Metro Stations : Line 1 :Line 1 will connect Versova, Andheri in the Western Suburbs to Ghatkopar in the Eastern Suburbs, covering a distance of 11.05kilometres. It is fully elevated, and consists of 12 stations. Work on the Versova-Andheri-Ghatkopar corridor, a part of Phase I, began on 8 February 2008. The entire line will be commissioned in early 2014.

Versova Andheri - Ghatkopar Corridor :

Line 2 :The second corridor that was planned to be built in the first phase was the 32km Charkop-Bandra-Mankhurd route, which was planned to have 27 stations. Line 2 was originally planned to be 40km long and run from Colaba to Charkop, with Colaba to Mahalaxmi as underground. However, the underground stretch that was extended in plan up to Bandra (around 20km) was changed to Charkop-Bandra-Mankhurd (about 35km), all elevated, primarily due to cost considerations. ThenPresidentPratibha Patillaunched the project in August 2009. The MMRDA appointed Reliance Infrastructure, in consortium with SNC Lavolin Inc Canada and Reliance Communication,through an international competitive bidding process to carry out this phase of the project, and the concession agreement was signed with the R-Infra-led consortium in January 2010.The project was proposed to be implemented on BOT basis for a concession period of 35 years with an extension clause of another 10 years.The MMRDA estimated the project would cost8250crore(US$1.3billion), while Reliance Infrastructure estimated it would cost11,000crore.Construction was planned to begin in August 2010 and be completed by mid-2013.However, construction work had yet to begin by December 2012, leading to calls for Line 2 to be cancelled outright.The line's construction was handicapped by the lack of available land for carsheds at Charkop and Mankhurd; coastal regulation zone (CRZ) laws forbade construction on the land that had been selected by the MMRDA. The Union environment ministry has refused to give clearance for the depots, although Reliance Infrastructure stated in 2009 that they were committed to the project and that it would go ahead provided that the government resolve the pending critical issues.MMRDA officials plan to solve the problem by shifting the location of the proposed rake depot to Malwani near Malad. The 19 hectares (0.19km2) plot does not come under the purview of the CRZ laws and therefore will not require environmental clearances.Another problem is that the civil aviation authorities have objected to the height of the elevated section at the 1kmVile ParleNanavati hospitalstretch in the western suburbs. TheAirports Authority of India(AAI) has communicated to the MMRDA that the 9-metre (30ft) elevated corridor is unacceptable, as it will obstruct the flight path of aircraft atJuhu Aerodrome. The state government subsequently asked Reliance Infrastructure to terminate plans for building the elevated line, requesting that Reliance either create an underground metro or consider constructing it along the road.Other problems are related to land acquisition and rehabilitation. The elevated corridor would require the shifting of about 700 families, and the demolition of many structures, some of them residential buildings, which could further stall the project. About 20 buildings stand on land that needs to be either completely or partially acquired. Residents of theJuhuVile ParleDevelopment Scheme have been demanding an underground metro line, but the state had claimed that the two-fold cost escalation of 500crore, from an initial250 to750crore per kilometer, was unfeasible.However, the MMRDA has said that they have not ruled out an underground line, claiming that they had considered a combination of an elevated and underground alignment but had deemed it impossible due to the large land requirement for ramps andslip roads.On 6 September 2012, the MMRDA sent a letter to Reliance Infrastructure asking them to start work on the metro immediately or face legal action. In response to the letter, MMPTL blamed the government and MMRDA for the delayed construction work. They said that the government had failed to fulfil its contractual obligation to provide the necessary land, right of way permits and clearances.On 8 February 2013, R-Infra CEO Sumit Banerjee claimed that the project had not advanced because the MMRDA had failed to fulfill its share of the responsibilities.The state government had since been considering alternative sites for the depot, which might have led to complete change in the alignment of the line and could have required re-bidding for the project.On 9 August 2013,DNAreported that an MMRDA official had informed them that a 27-acre plot that was to be used as the casting yard for Line 2, was planned to be marked for use as a casting yard for Line 3. The paper called the move "a clear indication" that Line 2 "will not take off in the near future."Prithviraj Chavan told the media on 30 August 2013 that "it is now clear that Mumbai's Metro II project will now not happen." In January 2014, Congress MP Sanjay Nirupam toldThe Times of Indiathat the existing contract awarded to Reliance Infrastructure would be cancelled and a revised tender would be invited. The decision to do so was taken at a meeting between the city's parliamentarians and chief minister Prithviraj Chavan. The terminal of Line 2 was extended from Charkop end to Dahisar, making the new route the Dahisar-Bandra-Mankhurd corridor. According to Nirupam, "It would be easier to shift the depot and casting yard to Dahisar as a land there belongs to the Centre. The present Charkop land has run into environmental hurdles turning the project into a non-starter since 2009 despite contracts being awarded." The Dahisar land belongs to the civil aviation department and can be easily made available for the project as it has not been included in any aviation expansion plans. Reliance had previously informed the State government that lack of environmental clearance to the Charkop depot, absence of permission from the aviation department for the Metro's elevated track in Juhu, huge network of underground and overhead utilities and no higher FSI for station's commercial development made the project financially unviable.

In 2013, the MMRDA appointed RITES to study the feasibility of constructing the proposed 32-km metro line underground. RITES also studied the feasibility of extending the corridor and merging the 7.5-km Charkop-Dahisar metro, proposed as a separate line, with this project. RITES submitted it's final report in March 2014, concluding that construct the metro underground and extending it up to Dahisar was feasible.

Charkop Bandra -Mankhurd corridorMetro Line-II

Line 3 :The second line to be constructed will be the 33.50 kilometre long Line 3. It will be the first underground metro line in Mumbai, and will consist of 27 stations.The metro line will connectCuffe Paradebusiness district in the extreme south of the city to SEEPZ in the Western Suburbs with 27 underground stations.The cost of this corridor is estimated at23136crore(US$3.8billion).The original deadline for the project was 2016, but it is currently expected to be completed in 2020.

Colaba-Bandra CorridorMetro Line - III (20.398 Km.)

Line 4 :The fourth line to be built will be the 7.8-kilometre (4.8mi) Charkop-Dahisar line. It is expected to cost approximately1700crore(US$280million). Cost of the Project Rs. 8857 Cr. at 2006 price level as per DPR.revised cost estimate - Rs. 9400 Cr. at 2010 price level

Key alignment plan : Mumbai Metro Rail Corporation was incorporated on 30.04.2008. GoM approved the project with section Colaba to Mahalaxmi as underground and rest elevated. GR issued on June 15, 2010 declaring project as vital Infrastructure project and designated MMRC as the project implementing agency. GoM has forwarded the proposal to DEA, for in-principle approval and to consider the project under the Viability Gap funding Scheme for Infrastructure project under BOT/PP scheme of GoI.

Mumbai Metro Phase-II & III corridors :1. Charkop-Dahisar-8.00km:- M/s Span Consultants Pvt Ltd. Survey works in progress.Draft DPR has been submitted by the consultants and final DPR is expected shortly.2. Andheri (E) to Dahisar (E)16.00 km:- M/s Span Consultants Pvt Ltd. Survey works in progress. Draft DPR is expected by end of July 2010.3. BKC- Kanjur Marg Via Airport22.0km (Extended up to Mahim approximately- 4.00 Kms): M/s Rites Ltd and LASA Pvt Ltd (JV). Survey works in progress. Draft DPR is expected shortly.4. Ghatkopar- Mulund12.50 Km:- M/s CES(I) Pvt Ltd. Survey works in progress. Draft DPR is expected shortly.5. Hutatma Chowk to Ghatkopar(21.80 Km):- M/s CES(I) Pvt Ltd. Survey works in progress. Draft DPR is expected shortly.

4.1 Significance : Provides East-West rail based connectivity to Central and Western suburbs Facilitates smooth and efficient interchange between suburban rail system and MRT System at Andheri and Ghatkopar stations Reduces the journey time from 71 minutes to 21 minutes, between Versova and Ghatkopar Provides rail based access to the MIDC, SEEPZ and Other commercial developments

4.2 Salient features :1.Route length -11.07 km

2.Elevated alignment-100 %

3.Maximum gradient-4.0%

4.Minimum curvature -100 m

5.Minimum Ground Clearance -5.5 m

6.No. of stations -12

7.Platform Length -135 m

8.Car Depot -D.N Nagar

9.Length of coach -22 m.

10.Width of coach -3.2 m.

All stations are elevated. All stations will have good interchange facilities with other modes of transport All stations are of side platform configuration. All the stations will have platforms at an average height of 12 to 13 m, concourse will be provided at an intermediate level which has ticketing and other facilities. All stations will be provided with escalators for accessing concourse and platform levels. Stations will be provided with automatic fare collection system and will be access controlled. Lifts & other facilities have been provided for physically challenged

4.3 Technical Details of the Project :Salient Features of System TechnologyPassenger Security and Information System

Traction - 25 Kv Ac OHE Cab signaling with Automatic Train Protection. Rolling Stock with all advanced features Train control With Driver Ticketing system - Automatic Collection Train Composition Four/Six Coaches No. of Classes - Single Class Environment - Air Conditioned Max. Speed - 80 kmph Average Speed - 33 kmph Acceleration - 1.0 m/sec2 Deceleration - 1.2 m/sec2. Frequency (2009)- 4 min ,(2031)- 3 min. Carrying Capacity/rake -1500 Pax. System Capacity 60,000 pphdTotal Journey Time 21 min ApproxThe passenger security and information system would manage the MRTS passenger related functions.Operation Control Centre (OCC) To supervise the passenger areas and trains, To provide visual information to passengers and at stations. To provide one way communication from Operation Control Centre to the passengers at stations through Public Announcement (PA) system.Closed Circuit Television (CCTV)System monitoring the stations and emergency call points on the stations.Dynamic visual displays and loudspeakers.CCTV cameras, loudspeakers, and information displays will be provided.

Ridership Forecast :

Exhaustive data has been collected from primary and secondary sources and compiled. This data has been used in developing transport demand model to forecast future travel demand for the horizon years 2011, 2021, 2031. In the present study, the MRT rider ship has been assessed considering the impact of road improvements proposed under Mumbai Urban Infrastructure Project (MUIP) and other committed projects.

Total Passenger BoardingYearDaily Rider shipHourly Rider ship

20094,75,04638004

20115,13,33841067

20216,64,70353176

20318,82,53370603

Mumbai Metro Rail ProjectVersova Andheri Ghatkopar Corridor

4.4 Project Implementation :The Project will be implemented on Build Own Operate Transfer (BOOT) basis through Public Private Partnership (PPP). A Special Purpose Vehicle (SPV) has been formed namelyMumbai Metro- one consortium led by M/s Reliance Infrastructure Ltd., MMRDA & Veolia Transport Ltd.

Project CostRs 2,356 cr

Capital ContributionRs 650 cr

Debt Equity Ratio70:30

Construction Period2007-12

Commencement of Operations2012

Present Status of the project: 2058 out of 2520 piles are completed 495 out of 754 pile caps are completed 533 out of 868 piers are completed 176 out of 423 pier caps are completed 220 out of 747 U-Girder casting are completed

5.1 BibliographyReferences :

Times of India. 26 December 2012. Retrieved 6 January 2013.Hindustan Times. 27 February 2013. Retrieved 5 March 2013.Business Standard. 12 June 2012. Retrieved 7 July 2013.DNA India. 6 May 2012. Retrieved 8 May 2012.The Indian Express. 14 August 2011. Retrieved 21 September 2011. Livemint. 20 June 2013. Retrieved 7 July 2013.Times Of India. 1 May 2013. Retrieved 5 June 2013. 35