Objective: To study the financial aspects of Delhi Metro Rail Corporation.
Rationale: Metro rail service in Delhi has come as a much awaited gift for the people of Delhi, which has indeed changed the transport facility of the city. It has become the "life line" of Delhi as people are dependent on Delhi Metro for commuting to different places within the city. Delhi Metro Project has been recognized all over the world for its specialty in terms of a hi-tech rail, better equipped transport system and punctuality. The project is under the Delhi Metro Rail Corporation, DMRC and it deserves all the credit for transforming the transport service of the city.
The report starts with the introduction of Delhi metro & man behind the success of this project and gives various details of the project. It talks about the unmatched standards, whether be it the speed with which Phase 1 of the metro was completed, or the minimum disturbances that were there on the roads when the construction was being carried out DMRC officials set standards with whatever they did. In addition the company exercised strict control over its expenses. Officials point out that Sreedharan stipulated that the standards to be maintained in accordance with the international standards. It also talks about the various phases of the DMRC, their cost and sources of funds. It also talks about the financial aspect of DMRC which include the capital cost, O & M cost, labour cost and the revenues and their sources. Future expected revenue earnings of the Delhi Metro Rail Corp (DMRC) are likely to touch Rs.21 billion ($500 million) in the next three years, an increase of 194 percent, said an industry body report. In the last but not the least it also includes the other social and economical benefits derived from the project. According to a recent study conducted by the Central Road Research Institute (CRRI), these benefits will help recover the full cost of Phase I by 2013.
The research method used in the making of this project is purely based on the secondary data collected from various sources.
The Metro Man of India
How an uncommon bureaucrat personally secured foreign funding and the cooperation of government agencies to build the Indian city's subway system Every day, for 16 hours a day, the 240 cars of the Delhi Metro roll quietly beneath the urban sprawl of India's capital. The trains are new. They arrive on time. The stations are clean. And the system is profitable, thanks in large part to the fact that the electricity that powers the system is government-subsidized. A well-run subway is a marvel even in a first-world city. In India, where public works are often models of dysfunction, it's nothing short of a miracle. The initial phase of the $2.3 billion project wrapped up in December, 2005, on budget and nearly three years ahead of schedule. That's why, when you talk to anyone trying to build a road or a bridge or power plant in India, the Delhi Metro comes up in conversation. "When I arrived on the project, there wasn't a lot of optimism about India," says John Triplett, head of India operations for Parsons Brinkerhoff, the U.S. firm that was program manager for the metro. "Now projects are succeeding and there's a lot more optimism. India can do it." Behind the success of the Delhi Metro stands a 50-year veteran of the railways, Elattuvalapil Sreedharan.
In the 1990s, Sreedharan built the 470-mile Konkan Railway on India's western coast, the first major railway project since the British left India in 1947. Sreedharan, now 74, is an aberration among Indian bureaucrats: He enjoys breaking rules to get things done. When he set out to build an information technology park outside Delhi, the requisite permissions were slow in coming. Sreedharan simply went ahead. Completed in 2005, the IT park now is thriving and houses several high-profile Indian companies, including Genpact.