Bhaupur-Khurja section of the Eastern Dedicated Freight Corridor Project APL-1

Progress Report
Contents
1. INTRODUCTION .................................................................................................................................................................. 4
2. EXECUTIVE SUMMARY ....................................................................................................................................................... 5
3. PROGRESS OF THE WORKS ................................................................................................................................................. 8
4. ORGANISATION CHART OF PMC ....................................................................................................................................... 13
5. MOBILIZATION STATUS OF PMC....................................................................................................................................... 16
5.1 MANPOWER S- CURVE AND HISTOGRAM FOR PMC JV. ...................................................................................................................... 16
6. FINANCIAL ASPECTS ......................................................................................................................................................... 20
6.1 S-CURVES (FINANCIAL) FOR INVOICING & PAYMENTS RECEIVABLES IN INR .............................................................................................. 20
7. REIMBURSABLE EXPENSES ............................................................................................................................................... 22
8.SITE OFFICE EXPENSES: .......................................................................................................................................................... 24
8.1 MONTHLY EXPENSES STATUS ......................................................................................................................................................... 24
8.2 SITE IMPREST .............................................................................................................................................................................. 24
9.CRITICAL POINTS ................................................................................................................................................................... 26
9.1 CRITICAL POINTS OF TATA JV & ASIPL ........................................................................................................................................... 26
9.2 CRITICAL POINTS OF DFCC ............................................................................................................................................................ 26
9.3 ISSUES OF PMC........................................................................................................................................................................... 26
10.SITE SAFETY INDICATORS: .................................................................................................................................................... 28
11.RISKS ................................................................................................................................................................................... 31
12.PROGRESS PHOTOGRAPHS .................................................................................................................................................. 37

2|P a g e
Chapter 1: Executive Summary

3|P a g e
 1. Introduction

Under the Eleventh Five Year Plan of India (2007–2012), Ministry of Railways is constructing a new Dedicated Freight
Corridor (DFC) covering about 3300 route km long two routes - the Eastern Corridor from Ludhiana to Dankuni and
the Western Corridor from Jawahar Lal Nehru Port, at Nhava Sheva in Navi Mumbai to Tughlakabad, Delhi/Dadri
along with interlinking of two corridors at Khurja. Upgrading of transportation technology, increase in productivity
and reduction in unit transportation cost are the focus areas for the project.

Dedicated Freight Corridor Corporation India Limited (DFCCIL) has been designated by Government of India as a
`special purpose vehicle`, and has been created to undertake planning & development, mobilization of financial
resources and construction, maintenance and operation of the Dedicated Freight Corridors.

The Eastern Dedicated Freight Corridor with a route length of 1839 km consists of two distinct segments: an
electrified double-track segment of 1392 km between Dankuni in West Bengal & Khurja in Uttar Pradesh (UP) & an
electrified single-track segment of 447 km between Ludhiana (Dhandarikalan) – Khurja - Dadri in the state of Punjab
and Uttar Pradesh. Due to non – availability of space along the existing corridor particularly near important city
centres and industrial townships, the alignment of the corridor takes a detour to bypass densely populated towns
such as Mughalsarai, Allahabad, Kanpur, Etawah, Firozabad, Tundla, Barhan, Hathras, Aligarh, Hapur, Meerut,
Saharanpur, Ambala, Rajpura, Sirhind, Dorahaand Sanehwal. Since the origin and destinations of traffic do not
necessarily fall on the DFC, a number of junction arrangements have been planned to transfer traffic from the
existing Indian Railway Corridor to the DFC and vice versa.

APL-1 is further sub-divided as below:

CONTRACT
CONTRACT VALUE COMPLETION
JURISDICTION DESCRIPTION PMC CONTRACTOR
PACKAGE (IN INR, DATE
CRORE)

Bhaupur Village
to Bhatura CIVIL,
Village 16th March,
Lot-101 STRUCTURE SAI-TYPSA TATA-Aldesa 1329.49
AND TRACK
2019
(CH- 1040 TO
CH-1170)

Bhatura Village
to Birauni CIVIL,
Lot-102 Village STRUCTURE SAI-TYPSA TATA-Aldesa 925.90 09th APR 2019
(CH-1170 TO AND TRACK
CH-1266)

Birauni Village
to Khurja CIVIL,
Lot-103 Village STRUCTURE SAI-TYPSA TATA-Aldesa 1012.15 18th Jan 2018
(CH-1266 TO AND TRACK
CH-1367.9)

BHAUPUR to
Khurja (CH- System
Lot-104 SAI-TYPSA Alstom 1497.11 7TH Aug 2018
1040 TO CH- Contract
1367.9)

4|P a g e
2. Executive Summary

• Progress of the Works of the Contractor (TATA-ADESA):

➢ Financial Progress of the Works for Lot-101.

o The Contractor has achieved financial progress of 711 Cr against a plan of 1103 Cr till May 2018.
Achieving 54% progress against the plan of 83%.

➢ Financial Progress of the Works for Lot-102.

o The Contractor has achieved financial progress of 693 Cr against a plan of 861 Cr till May 2018.
Achieving 75% progress against the plan of 93%.

➢ Financial Progress of the Works for Lot-103.

o The Contractor has achieved financial progress of 700 Cr against a plan of 941.0 Cr till May 2018.
Achieving 69% progress against the plan of 93%.

• Progress of the Works of the Contractor (Alstom):

➢ The Contractor has achieved financial progress of 358 Cr against a plan of 1078 Cr till May 2018
Achieving 24% progress against the plan of 72%.

• Progress of the Works of the PMC (SAI-TYPSA JV):

➢ Physical Progress of the Works for SAI-TYPSA JV.

o SAI - TYPSA JV has consumed 6343-man months total contract man months of 6220 Man months till
May 2018. PMC variation proposal approved by client for additional man months of 1119.

5|P a g e
• Manpower Status of PMC:

➢ Manpower Status of JV
o Till May 2018 we have 140 personnel working in the JV.

• Billing status of PMC:

➢ Billing in Indian Rupees

o PMC has prepared a billing of INR 826,806,059 till Mar 2018.
➢ Billing in USD
o PMC has prepared a billing of $ 1,426,872 till Mar 2018.
➢ Billing in Euro
o PMC has prepared a billing of € 151227 till Mar 2018.

• Reimbursable expenses:

➢ Reimbursable Expenses Status of JV

o JV has completed progress of Rs 8580597 till Mar 2018.

6|P a g e
Chapter 3- Progress of works

7|P a g e
 3. Progress of the works

3.1 Physical Progress for Package 101

May' 18
Progress Till Progress Till Up to Date Up to Date
Total
S.No. Activity Unit Total Scope Previous Previous Progress Till Progress In
Progress In
Month Month In % This Month %
Month
1 Embankment Fill SQ1 Cum 8440211 6632212 79% 177255 6809467 81%
2 Formation H/2 Linear Km 137.45 122.73 89% 1.05 124 90%
3 Subgrade SQ2 Cum 2441618 1882634 77% 41557 1924191 79%
4 Formation H Linear Km 137.45 102.13 74% 1.90 104 76%
5 Blanketing Cum 1228956 894472 73% 26851 921323 75%
6 Blanketing Linear Km 137.45 97.13 71% 1.60 99 72%
Concreting (Minor Bridge +
7 Cum 111666 93342 84% 1556 94898 85%
Major Bridge )
8 Ballast Supply Cum 765000.00 289267.00 38% 13850 303117 40%
9 Supply of Rails MT 37200 23745 64% 0 23745 64%
10 Supply of Sleepers Nos 483000.00 343163.00 71% 0 343163 71%
11 Track Linking Tkm 293.00 126.03 43% 0.78 127 43%

3.2 Financial Progress for Lot 101

S Curve : Financial Progress w r t Integrated Schedule (LOT 101) Actual Progress

95%
100%
100%
83%
75% 76%
80% 67%
59%
60% 52% 54%
50%
46%
39% 40%
36% 54%
40% 29% 49% 51%
25% 26% 43% 45% 46%
21% 39% 39% 41%
17% 36%
20% 7% 10% 29%
25% 26%
2% 21%
17%
0% 7% 10%
2%

Actual Billing Up To April-2018 (In %) Revised Targets (In %)

Financial Progress is based on the IPC 54

8|P a g e
 3.3 Physical Progress for Lot 102
May' 18
Progress Till Progress Till Up to Date Up to Date
Total
S.No. Activity Unit Total Scope Previous Previous Progress Till Progress In
Progress In
Month Month In % This Month %
Month
1 Embankment Fill SQ1 Cum 5636597.00 5453756 97% 46900 5500656 97.6%
2 Formation H/2 Linear km. 109.26 107.70 99% 0.53 108.23 99%
3 Subgrade SQ2 Cum 2057500.00 1953059 94.9% 24000 1977059 96.1%
4 Formation H Linear km. 109.26 106.64 98% 0.40 107.04 98%
5 Blanketing Cum 1070230.00 1006607.00 94% 4520 1011127 94.5%
6 Blanketing Linear km. 109.26 103.37 95% 0.35 103.72 95%
7 Concreting (Minor Bridge ) Cum 62999.00 61755.00 98% 434 62189 98.7%
8 Concreting (Major Bridge) Cum 34580.00 33377.00 97% 151.00 33528.00 97%
9 Ballast Supply Cum 630000.00 567368.00 90% 16000 583368 92.6%
10 Supply of Rails MT 27756.00 26697.00 96% 0.00 26697.00 96%
11 Supply of Sleepers Nos 381820.00 318907.00 84% 0 318907 83.5%
12 Track Linking Tkm 229.09 195.00 85% 0.00 195.00 85%

3.4 Financial Progress for Lot 102

S Curve : Financial Progress w r t Integrated Schedule (LOT 102) Actual Progress
97% 100%
100% 93%
87%
90% 81% 100%
75% 94%
80%
68%
70% 64%
59% 74% 75%
60% 51% 67%
48% 65%
50% 42% 58% 61%
37% 54%
40% 30% 48% 50%
27% 42%
30% 23%
17% 37%
20% 31%
8% 27%
4% 23%
10% 2% 17%
0% 8%
2% 4%

Actual Billing Up To April-2018 (In %) Revised Targets (In %)

Financial Progress is based on the IPC 54

9|P a g e
 3.5 Physical Progress for Lot 103
May' 18
Progress Till Progress Till Up to Date Up to Date
Total
S.No. Activity Unit Total Scope Previous Previous Progress Till Progress In
Progress In
Month Month In % This Month %
Month
1 Embankment Fill SQ1 Cum 7002292.00 6938337.88 98% 57723 6996061 100%
2 Formation H/2 Linear km. 105.17 103.93 98% 0.05 103.98 99%
3 Subgrade SQ2 Cum 1858308.00 1764343 94% 15793 1780136 96%
4 Formation H Linear km. 105.17 101.17 95% 0.84 102.01 97%
5 Blanketing Cum 953311.00 798230.04 75% 50193 848423 89%
6 Blanketing Linear km. 105.17 90.98 78% 4.91 95.89 91%
Concreting
7 Cum 74690.00 70212.17 93% 462 70674 95%
(Minor Bridge +
8 Ballast Supply Cum 530000.00 338729.00 55% 27000.00 365729.00 69%
9 Supply of Rails MT 27328.00 23255.81 78% 1883 25138 92%
10 Supply of Sleepers Nos 375000.00 374541.00 99% 520.00 375061.00 100%
11 Track Linking Tkm 226.00 118.04 38% 11 129 57%

3.6 Financial Progress for Lot 103

Actual Progress
S Curve : Financial Progress w r t Integrated Schedule (LOT 103)
98% 100%
100% 88% 93%
78%
80% 66% 96% 100%
54% 59%
60% 43% 45% 50%
38% 68% 69%
32% 59%
40% 26% 29% 51% 54%
20% 45% 47% 49%
13% 42%
20% 2% 4% 7% 33% 37%
26% 29%
21%
0% 14%
2% 4% 7%

Actual Billing Up To March-2018 (In %) Revised Targets (In %)

Financial Progress is based on the IPC 54

10 | P a g e
3.7 Physical Progress for Lot 104

S.No. Contract Package % of contract Achieved %

2.1 Electrical Works 57.34% 28.20%

2.2 Signaling works 28.67% 8.42%

2.3 Telecommunication Works 8.21% 2.46%

2.4 Building & structure 5.78% 1.54%

3.7 Financial Progress for Lot 104

S Curve : Financial Progress (CP-104) Actual Progress 100%

100% 92%
90% 82% 100.00%
80% 72%
70% 60%
60% 48% 73.00%
50% 39%
40% 32%
27% 24%
30% 22% 19%
17%
20% 12% 13%
7% 6%
10% 1%
0% 3% 0% 0.0% 0% 0.1% 0.6% 2% 24.00%
0%

Proposed PLAN (%) Actual Billing (%) As per recovery plan(%)

Financial Progress is based on the IPC 20

11 | P a g e
Chapter 4- Organisation chart of PMC

12 | P a g e
 4. Organisation chart of PMC

CST
SAI Consulting Engineers Pvt. Ltd.
Eastern Dedicated Frieght Coridor Constrcution Project
Bhaupur to Khurja Project APL1
ORGANIZATION CHART Tundla office

Blaine Peterson WORKING HRS. 9:00:00 AM TO 1:00 PM & 2:00 PM TO 6:00 PM

Team Leader

Mr. B.S. Brar Mr. Satnam Singh Bassan

Mr. Rajkumar BG
Dy. Team Leader/ Acting Dy. Team Leader/
Dy. Team Leader / LOT-103
LOT-101 LOT-102

Dinesh Kumar Rai Krishna Pal Ram Autar Sidharth Singh

Formation Design Engg Formation Design Engg Sr. Bridge/Structure Engg Billing Engineer

Utility Track Formation/Survey Bridge Material Inspection Quality Building/Structure Safety/Environment Contract ADMIN/ HR Planning

A. K. Singh Rajesh Oberoi R. K. Rathor Sanjay Prasad Singh T. P. Mangla Satpal Singh Vineet Gupta P. B. Gautam Amarnath Jha Deepak Verma Gyanesh Mishra
Chief Utility Egineer Chief Track Engineer Chief Formation Engg Chief Bridge Engg. M.I.E. Chief Quality Engg. Chief Building Engg. Senior Safety Engg Senior CCM Office Manager Planning Engineer

Mintu Kumar Sachin Gupta S. N. Singh Jitendra Pandey Bhuwan Kumar Jha Vimlesh Kumar Prakhar Nigam A. K. Singh Suresh Madhwani Nitin Kumar
U.S.E. (Electrical) Track Engineer Field Engg/Formation Field Engg Material Engg Lab Technician Building / Str. Engg. Chief Safety Engg. CCM Admin. Asstt.

Raghvendra Yadav G. N. Mishra Netrapal Singh Prakash Patel Arpyit Gupta Shrikant Nimbalkar Alok Kumar Shreejith T. V.
U.S.E. (Electrical) Track Engineer Field Engg/Survey Field Engg Building / Str. Engg. Env. Engg. CCM Document Controller

Deepak Sen Manish Mandal Pratyush Bagchi Subhash C. Sharma

M.I.E. (Track) Quantity Surveyor Safety Engineer Comp. Operator(IT)

Sagar Biswal Harsh V. Singh

Safety Engineer Deepak Kumar Comp. Operator
CAD Operator
Rajesh Kumar
Photocopier

Kripal Singh
Photocopier

13 | P a g e
CP-104
Eastern Dedicated Frieght Coridor
Bhaupur to Khurja Project
Organization Chart CP-104 Tundla Office
Blaine Peterson
Team Leader

Niculae Stancu Mr. R.D. Gupta B.S. Brar

Dy. Team Leader/ S & T Dy. Team Leader / ELEC DY. Team leader / Building & structure

Dipti Ranjan Mahapatra

C.Dhake
Sr. OHE/Traction Power RAM Expert
Design Engg.

S. K. Yadav Ramesh Tripathi Devesh Kumar Gupta SP Sharma E Lavarasan

Sr. Telecom Design Engg. Sr. Signal/Telecom Design Engg. Sr. Signal Design Engg Sr. Signal Design Engg Sr. SCADA Design Engg

Telecom Signal Traction OHE E&M Buildings Contract Planning Quality Safety/Environment ADMN/ HR

A K Saxena O P Singh Vinod Malik Prabeer Panda V Hari Narayana Vineet Gupta Amarnath Jha Satpal Singh P B Gautam Deepak Verma
Chief Telecom Egineer Chief Signal Engineer Chief Traction P/s Engg. Chief OHE Engg Chief E & M Engg. Chief Building Engg. Senior CCM Chief Quality Engg. Senior Safety Engg. Office Manager

Rupin Kumar Kuldeep Nath Sharma A K Gautham Mohammed Thahir Brijesh Kumar Bind TP Mangla Alok Kumar Documantation A. K. Singh Nitin Kumar
Material Inspection Engg
Telecom Engineer Signal Engineer Traction & P/S Engg. P/S illumination (E&M) Material Inspection Eng CCM Dpartment Chief Safety Engg. Admin. Asstt.
OHE

Rahul Vathre Ram Briksh R C Agrawal Naveen Prakhar Nigam Pradeepkumar Pandey Shrikant Nimbalkar
Telecom Engineer Signal Engineer OHE Engineer Engineer (E&M) Building /Str. Engineer Document Controller Env. Engg.

Srikanth K N P Singh Arpit Gupta Amit Kumar Singh Pratyush Bagchi

Telecom Engineer OHE Engineer Building /Str. Engineer DTL Assistant Electrical Safety Engineer

J P Sharma Sagar Biswal

OHE Engineer Safety Engineer

R P Gupta
OHE Engineer

L. N. Gond
OHE Engineer

Ripudaman Singh
OHE Engineer

Parasnath
OHE Engineer

14 | P a g e
Chapter 5- Mobilization Status of PMC

15 | P a g e
 5. Mobilization Status of PMC

5.1 Manpower S- Curve and Histogram for PMC JV.

Workload - TOTAL Positions
180 8000
160 7000
140 6000
120
5000
100
4000
80
3000
60
40 2000
20 1000
0 0

Planned man*months Actual man*months ETC man*months Cumul. Planned Cumul. Actuals Cumul ETC

❖ CVs of 9 candidates are pending with DFCCIL for approval till date 21.08.2017.

Based on Contract Agreement total man month: 4860 MM, now as per additional deployment of
Cat E positions, Approval of Additional Position in Cat G & D, deployment of more than one
candidate for different position of Cat C/D/E total expected man month may reach up to 6841 MM.
Total Cum. Man month consumed till May 18: 6343 MM

5.2 Manpower Requirement:

We require the following Manpower at site.

Manpower Requirement:

Date
Posting
Sr. CV Approval of
Position Name Status Status
Locatio
Joinin
Timelimit
No. n
g
CATEGORY : A & B
Raja
Mada / CV sent
Vikas for
TUNDL 30/05/201
1 Dy. Team Leader (Civil) Datta / approval- Rejected
A 8
Rep. of 10/05/201
Mr. 8
M.Khan
CATEGORY : C
Dr.
CV sent
C.Dhake / VN is in touch
for
Deepak APPROVE TUNDL with him,
2 Sr. Engineer (RAMS) approval-
Rathor - D A Agreement sent
09/02/201
Left from to him
8
09/12/17

16 | P a g e
 Bhavik
CV sent
Gajjar /
to be TUNDL 30/05/201
3 Sr. E&M Design Engineer Rep. of
sent for A 8
Achyut
approval
Mirzi
TBN /
Sr. OHE / Traction Design Rep. of TUNDL 30/05/201
4
Engineer Hari Pal A 8
Singh
CATEGORY : D
CV sent
Onkar for APPROVE
Chief Track Engineer - Rep. of TUNDL Informed to
5 Nath approval- D-
Rajesh Oberoi A join on 16/05/17
Verma 05/03/201 20/03/18
8
CATEGORY : E
TBN /
Pritish TUNDL 30/05/201
6 Engr Material Inspection Track-1
Bose- A 8
Rejected
TBN /
Prabhakar
Rejected /
Ashish
Prasad - TUNDL 30/05/201
7 Billing Engineer - for System
Rejected/ A 8
Mohd.
Monish-
Backed
out
CV sent
for Awaiting CV
Field Engineer - Building, B.B. TUNDL
8 approval- for Submitte
ADDITIONAL 09/02/18 Agarwal A
09/02/201 approval d
8
TBN -
Planning Engineer -
Sagar TUNDL
9 ADDITIONAL, Rep. Kumar
Vaswani- A
Ashish - FE Structure
Rejected

Umesh
Kumar
Varma /
Santosh
Kumar- CV sent
Backed for Awaiting CV
ETAWA
10 Railway Track Engineer out- Imtiaz approval- for Submitte
H
Ashraf - 24/01/201 approval d
Not 8
joined/
Rep. of
Mr. K.G.
Agarwal

Ravi
CV sent
Kumar
for APPROVE Will join
Singh ETAWA
11 FE - Buliding Structure approval- D- 14/05/201
(Rep. H
21/03/201 28/04/18 8
Rajesh
8
Gupta)

17 | P a g e
SYSTEM POSITIONS - CAT-E

TBN /
Vikash
Prasad /
Pariwarnt
an Rao -
Engineer Material Inspection TUNDL 30/05/201
12 Rejected -
(Telecom) A 8
Achin
Chatterjee
/ Hariom
Shukla -
Rejected

TBN /
Engineer Material Inspection Rep. of TUNDL 30/05/201
13
(Signal) Mr.C.P. A 8
Singh
TBN -
Pawan
Engineer Material Inspection Kumar TUNDL 30/05/201
14
(PSI/E&M) Jain - Not A 8
attended
interview

Mr.
CV sent
Shahbaz
for Awaiting CV
Alam - TUNDL
15 SCADA Engineer approval- for Submitte
Rep. of A
02/05/201 approval d
Mukesh
8
Sharma

Suresh
Kumar
HOLD by TUNDL 30/05/201
16 Signal Engineer Sharma -
RT A 8
HOLD / D.
Mahesh

Identified /
Approved /
Joined CV in TBN Total
Yet to join
process
CATEGORY - A & B 0 0 1 0 1
CATEGORY - C 0 1 1 1 3
CATEGORY - D 0 1 0 0 1
CATEGORY - E 0 2 4 5 11
CATEGORY - F 0 0 0 0 0
0 4 6 6 16

18 | P a g e
Chapter 6- Financial Aspects

19 | P a g e
 6. Financial Aspects

6.1 S-Curves (Financial) for Invoicing & payments receivables in INR

Invoicing & Payments
100
90
80
70
INR (CR)

60
50
40
30
20
10
0

Planned invoices Actual Invoices Estimate to complete invoicing Received payments

Total billing till Apr’18 INR - ₹ 806,311,675

Total billing till Apr’18 USD - $ 1,373,066
Total billing till Apr’18 EURO - € 1,51,227
❖ Payment Received till Feb.2018

20 | P a g e
Chapter 7: Reimbursable expenses

21 | P a g e
 7. Reimbursable expenses

Reimbursable Expenses
USD EURO INR
Type of
Sr. Received
Reimbursement Unit As per Received As per Received As per
No. upto Feb
Expenses contract upto Feb contract upto Feb contract
.2018
.201 .2018

Return
International
1
flights to India for 35,100.00 7,860.00 7,800.00 7,800.00
International Staff
Misc Travel
Expenses
2 including Visa
10,400.00 1,102.00 4,200.00 1,619.00
charges etc for
International staff
Mobilization &
3 Lumpsum 132000
Demobilization 132,000.0

Per Diem for

4 Days 6840000 1655731.0
Short Term Staff

Communication Months
5 (International & 1782000
1,421,788.0
Domestic)
Office Months
Equipment’s
other than
6 2160000
Provided through 495,000.0
Works Contract
(Computers, etc.)
Total
45,500.00 8,962.00 12,000.00 9,419.00 10,914,000.00 3,704,519.00

22 | P a g e
Chapter 8- Site Office Expenses

23 | P a g e
 8.Site Office Expenses:

8.1 Monthly Expenses Status

Details of Site office expenses for the Month of May’18:

Total Expenses Done as on 31.05.2018 174542.00

Total Amount Received from H.O. + Last month Balance 214343.00

8.2 Site Imprest

Site Imprest: For the month of May 18 we received INR 174,000 as site imprest as per the following Details for LOT
101, 102, 103,104

Office Supplies/ Utilities/ Stationery

1 LOT 101, 102, 103, 104) 35000
A4 A3 Papers for LOT 102 & 104

Couriers / Internet Communication (3 Offices)

2 5000

Entairement / Staff Welfare (3 Offices )

3 Rs. 14000 + 10000 + 10000 34000

Guest House / Visitors / Meeting Expenses

1. Tundla:-
LPG Cylinder- 2500
4 Visitors Lunch - 2000 11000
Meeting Expenses - 1500
2. Aligarh - 2500 (News paper, DTH, etc)
3. Etawah - 2500 (News paper, DTH, etc)

Misc. Expenses
1. Others - Rs. 2000
5 2. Ink Cartaidge for TL & DTL's Printer - 3000 39000
3. Reserved Fund for Emegency - 30000

TL / DTL House / Hotel Expenses

TL's & DTL's Broad Band Bill/ DTH Bill - 5000
6 Hotel Expenses of Visitors, TL & Others - 25000 50000

Total 174000

24 | P a g e
Chapter 9- Critical Points

25 | P a g e
 9.Critical Points

9.1 Critical Points of TATA JV & ASIPL

Project Management Issues:

• CST Contractor has failed to achieved Milestone 1 on any LOT more than 2 years after the original Contact
Milestone date of March 18, 2016.

• CST Contractor has failed to plan and execute the works following Critical Path Method (CPM).

• Contractor failed to achieve Milestone 1 & Milestone 2 Consequently, the contractor has requested for another
extension.

• ASIPL has commenced with their OHE and S&T installation on CST Tracks that are currently still under
construction. This has created a major Contractor interface challenge for PMC staff.

9.2 Critical Points of DFCC

• DFCC requested staff reductions have reduced the effective coverage of CST Contractor works by PMC with the
exception of LOT 103 CST. Works continue on the length of the Project spread over more than 240 Km.

• DFCC request to have the current Chief Safety Engineer replaced with a person unfamiliar with the Project
introduces new risks related to Project Safety

• Action required to clear the land from S&T cable, HT Lines and other hindrances.

• DFCC calling & chairing Progress Review meetings and instructing both Contractors on their Works has
contributed to project delay.

9.3 Issues of PMC

• Delayed payments for foreign currency and INR payments despite a provision of 45 days payment clause in the
contract. Requests for pending payments was made earlier and in every meeting to DFCC.
• Here also the obsolete system of MB and Bill books is creating a constraint for fast processing of bills, which is
not being followed on western corridor.
• Rejection of contractually compliant CVs of PMC personnel on flimsy grounds like person not from a Govt.
college, not liking the overall profile of the person for no apparent reason, non-railway background personnel etc.
Client is asking for supporting documents or documents translated in English language, which is not asked in the
contract. This is not in the interest of the project and delays the deployment.
• Delay in approval of CVs more than 10 days as per contract agreement.

26 | P a g e
Chapter 10- Site Safety Indicators

27 | P a g e
 10.Site Safety Indicators:
Following are the Status of site safety indicators for the month of May’18:

MONTHLY HSE STATISTICS RECORD SUMMARY

Project Title: Bhaupur-Khurja Section of Eastern Corridor of DFCCIL Project Date:- Calendar year-2015 to May’ 2018
Project Site: Lot-101/102/103
SL Elements Total for 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st quarter 2nd quarter 3rd quarter 4th Quarter 1st May’ Total
No. Calendar 2016 2016 2016 2016 2017 2017 2017 2017 Quarter’ 2018 cumulative
year 2015 2018
1 Total Number of Staff-TATA-ALDESA JV 69749 29295 35004 1887 1798 1865 1845 1790 1782 1812 572 147973
2 Total Number of workers –TATA-ALDESA JV 786768 147388 165272 4459 5161 4013 3867 3922 4010 4635 1674 1132816
3 Total Safe Man-hours worked -TATA-ALDESA JV 86446104 39668550 15271190 1522550 1584432 1400372 1506146 1486752 1288252 1578654
4 PMC Total Number of Staff 1676 423 449 439 430 407 432 386 372 354 110 5602
5 PMC Total Number of Safe Man hours worked 387521 82368 89096 83272 81800 73560 73804 76824 127144 76088 22792 1196941
6 Number of Fatal Accident 1 0 1 0 0 0 0 0 0 0 0 02
7 Number of LTI (Lost Time Injuries) 0 209 223 0 0 0 0 0 0 0 0 432
8 Man days Lost 0 0 0 0 0 0 0 0 0 0 0 0
9 Number of First Aid Case/Minor Injuries 3568 64 56 69 73 74 73 89 103 96 27 4316
10 Number of Near Miss cases 544 4 9 9 12 8 0 8 6 8 0 608
11 Number of Fire Incidents 4 0 0 0 0 0 0 1 1 0 0 5
12 Other Mishaps/Dangerous Occurrences 98 5 1 1 4 0 0 2 1 0 0 112
13 Number of Tool Box Talks (TBT) by Safety Officers 95358 4093 3915 3267 3170 2917 2391 1921 2430 3382 1240 125259
14 Number of Tool Box Talks (TBT) by Staff/Engineers 11889 495 491 449 958 807 539 436 898 582 174 17923
15 Number of Health Check-up conducted 1577 45 38 25 30 79 126 57 78 83 19 2177
16 Number of workers undergone for health check up 15703 771 651 560 665 533 771 744 908 1583 513 23982
17 No. of Alcoholic Cases 32 0 1 0 0 0 0 0 7 0 0 40
18 Number of STOP WORK ORDER Issued 2643 80 83 74 68 57 56 16 27 18 7 3136
19 Number of Safety Observation 28717 1188 1125 1325 1199 1022 861 680 921 563 191 38019
20 Safety Meeting for the Month 538 21 21 21 21 22 22 23 26 246 9 980
Number of Training Programs conducted
21 Staff Attended 25398 2542 2070 2517 2993 3238 3600 3205 2967 3085 159 53056
22 Workers Attended 507432 14056 5753 6570 5502 7003 9256 11531 10550 9263 4600 592305
23 Training Man-hours Staff 67476 4839 4434 5049 5925 5829 6198 5757 5761 6914 2798 123712
24 Training Man-hours Workers 186151 13107 11568 12747 11084 11996 13298 15301 18179 17484 8639 238821
Safety Reward Awarded
25 To Staff 421 36 25 15 22 48 19 10 24 73 2 699
26 To Workers 1061 87 69 65 46 61 49 10 16 112 2 1585
Outstanding bills & penalty imposed
27 By TATA-ALDESA JV to Workers /Contractors 49251250 1919600 1022400 126000 410500 0 386500 844500 473000 526000 46000 55037350

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 MONTHLY HSE STATISTICS RECORD SUMMARY

Project Title: Bhaupur-Khurja Section of Eastern Corridor of DFCCIL Project

Project Site: Lot-104 (ASIPL) Date: Calendar year-2015 to May’ -2018
Total for 1st 2nd 3rd 4th Quarter 1st 2nd Quarter 3rd 4th Quarter 1st Quarter May’ Total cumulative
No. Elements Calendar year Quarter Quarter Quarter 2016 Quarter 2017 Quarter 2017 2018 2018
2015 2016 2016 2016 2017 2017
1 Total Number of Staff 110 148 188 272 276 308 340 368 378 376 127 3015
2 Total Hours Worked by Alstom Employees 23232 30416 39104 57304 58080 56307 66230 73170 71530 70477 25568 594354
3 Total Hours Worked by Contractor Employees - - - - 24691 173066 335728 485624 787079 737768 361592 318244
4 Total Safe Man Hours Worked - - - - 0 0 0 521475 834195 808245 672200 957240
5 PMC Total Number of Staff 44 53 62 87 81 94 102 100 108 105 31 899
6 PMC Total Number of Safe Man hours worked 9112 11032 12896 12896 17064 18792 20640 20536 20408 182872 6696 339448
7 Number of Fatal Accident - 0 0 0 0 0 1 0 1 0 0 2
8 Number of LTI (Lost Time Injuries) - 0 0 0 0 0 5 1 0 0 0 7
9 Man days Lost - 0 0 0 58 0 1 11 31 0 31 160
10 Number of First Aid Cases / Minor Injuries - - - 1 1 0 3 15 25 4 6 60
11 Number of Near Miss Cases - - - 1 1 0 0 5 7 2 1 17
12 Number of Fire Incidents - - - - 0 0 0 0 0 0 0 0
13 Other Mishap / Dangerous Occurrence 0 1 0 0 2 0 5
14 Number of Tool Box Talk conducted - 639 388 865 1280 1633 1870 905 8214
Number of Health Check Up Conducted of 1828 1351 384 6447
15 162 474 401 1364
workmen
16 No. of Alcoholic cases - - - - 0 0 0 0 36 0 0 36
36
17 Number of Training programs conducted - - - 5 12 25 63 79 585 138 43 975
18 Number of Employees Attended 60 144 309 841 1183 2350 2302 540 8036
19 Training man hours - - - 136 102 339 889 1281.7 1748 2693 638 8295.7

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Chapter 11- Risks

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11.Risks
Following are the updated risk identified with RISK severity & Probability for CP-104 which may influence the project progress.

Category
Identified Risk
Detailed Impact on the Project Action Plan Recommended by PMC
Details Severity Probability
Level Level

Delay in
Most • Delay will affect System works • Focus on Planning & Monitoring of resources on
Completion of Major
Likely and total Project Completion CPM Schedule task.
CST Works

• Contractor to accelerate progress of work by

• Delay in Planning
deploying multiple teams to complete Design on
priority wise So that work should be completed on
Detail Design/ Most • Delay in starting construction.
Major scheduled time.
Procurement Likely
• Delay in Completion of the
• Procurement schedule to be submitted priority
project
wise

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 • The Civil Contractor & Systems
Contractor interface issues • PMC has started the bi weekly interface meetings
needs immediate resolution to resolve the conflicts and issues

• The Civil Contractor shall take
Interface issue
the lead and resolve all the
with Civil Significant Likely
interface issues as per the
Contractor
contractual provisions.
• Interface Management Plan
clearly defining the responsible
personnel is not in place.
• Delay in Construction
• Not able to catch up the delayed
work
Most
Resources Severe
Likely • Process Failure.
• Difficulty in Planning.
• Civil & Systems Contractor to establish Interface
teams and liaise regularly to resolve the access
issues.
• Coordinated Interface plans shall be submitted by
the Contractor in consultation with the systems
contractor for implementation
• Contractor needs to mobilize Resources
(Manpower, Equipment, working Staff ) to catch up
Delay.
• Contractor is advised to mobilize sub-Con/PRW at all
location immediately to start construction on available
work fronts.
• Contractor to accelerate the work by deploying
more Resources.

• Contractor should work on priority wise, all the

Most • Delay in Overall Project work fronts where design is complete construction
Construction Severe
Likely Completion. should be started immediately.

• Contractor should increase more parallel activities to

catch up approved finish dates.

• Change of PMC Staff near end • PMC to request DFCC to reconsider replacement
Safety Significant Likely
of Project of PMC Staff.

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Following are the updated risk identified with RISK severity & Probability for Civil Contract (Lot 101,Lot102,Lot103) which may influence the project progress

Previous Month Present Month

S Identified Risk Category Category
Detail Impact on the Project Action Plan Recommended by PMC Opportunities for the Contractor
No. Details Severity Probabilit Severity Probabilit
Level y Level Level y Level
1 Non Completion Severe Most Severe Most Due to Non-Completion of the Last Sub cost Centres of respective [1] DFCC has released the retention money on PMC’s recommendation 1. To reduce the extended stay & overheads
of the Last Sub Likely Likely Critical Activities and Other Engineering Works the Milestone 1 could against bank guarantee to reduce the impact. Contractor instructed to due to time extension.
cost Centres of not be achieved in schedule time. submit the revised schedule to expedite the progress.
respective Modifications to Indian Railways Yard Kuberpur has not been planned [2] All the IPC’s up to Nov 2016 is released in Dec 2016 to improve the
Critical and will affect the completion. cash flow.
Activities and This will delay the project by almost 03-04 months [3] The Bill Payment cycle has been reduced to 01 month by PMC.
Other [4] PMC has suggested better management of sub cost centres and
Engineering identified the sub cost centres where with minimum input the full cost
Works could be claimed. Contractor has to initiate the action for completion of
these minor works so that full payments could be realized.
[5] The minor works required to be completed under relevant sub cost
centres to be taken up on priority to claim the balance amount which is in
tune of 90 Crores.
2 Procurement of Severe Most Severe Most Blanket procurement rate required is 1500 cum/day. This is affecting PMC has instructed and communicated the contractor to enhance the 1. To expediting the same is the
Blanket Likely Likely the completion of the Formation for track laying. rate of procurement of blanket by engaging more agencies, to meet out opportunity for to avoid the risk of
This will be delaying the track works completion by almost 03-04 the requirement so that the payments could be made under relevant sub increasing the material rates and availability
months. cost centre. in extended time.
The Track Laying works could not be completed due to this and 2. To avoid the extended delay in track work
payments could not be made by PMC in relevant cost centre. and generate the cash flow by completing
the sub cost centre.
3 Procurement of Severe Most Severe Most Ballast procurement rate is only 500-600 cum per day against required PMC has instructed and communicated the contractor to enhance the 1. To expediting the same is the
Ballast Likely Likely 2000 cum/day. This is affecting the bottom ballasting for track laying rate of procurement of ballast by engaging more agencies, to meet out opportunity for to avoid the risk of
and top ballasting for tamping. the bottom & top ballasting requirement so that the payments could be increasing the material rates and availability
This will be delaying the track works completion by almost 03-04 made under relevant sub cost centre. in extended time.
months. 2. To avoid the extended delay in track work
The Track Laying works could not be completed due to this and and generate the cash flow by completing
payments could not be made by PMC in relevant cost centre. the sub cost centre.
4 Buried Box Severe Most Severe Most The Buried Box scope of 18 Nos only 09 have been completed, 02 are Joint meeting with the Indian Railways has been initiated and the 1. Savings of overheads.
Construction likely likely in progress and casting of 05 more nos. are completed. planning & priority of the buried boxes to be taken up are decided. 2. By adding the resources is the
with The laying of the Buried Box segments is progressing slowly and after Contractor is instructed to plan schedule and mobilize the resources opportunity avoid the delay & Track laying,
approaches the track has been laid, it has become more difficult to lay the same. accordingly and execute the works in conjunction with the Indian railways rework and generate the cash flow by
Contractor shall plan and execute the laying of the Buried Boxes, else Program. completing the sub cost centre.
the delay would be of about 03-04 months. Additional sheet Piling requirements and approaches arrangement to be
The approach construction shall be taken up by the contractor else, expeditiously arranged by the contractor.
the LC could not be closed and will hamper/delay the DFCC Site specific Design calculations and methodology to stabilize the Indian
operations. Railways side slopes to be submitted by the contractor for PMC’s
This non-completion of Buried Boxes with approaches has delayed the approval
achievement of Milestone 1 by almost 03-04 months. Site specific Variation proposal for the approaches construction to be
submitted by the contractor and resources planned and arranged for
starting the works in parallel with the Indian Railways.
5 GAIL Major Severe Most Severe Most Design of the GAIL Bridge has already been delayed by almost a year. PMC has approved the revised GAD of the GAIL and has instructed the 1. This activity is very critical & to
Bridge likely likely This delay in design is delaying the Fabrication arrangements for the contractor to send a designer in Tundla to complete the sub structure and concentrate on the design & approval
Construction steel girders, which is 1100 MT. super structure design. process is the opportunity avoid the delay &
The construction schedule is delayed by almost 08-09 months. Adequate resources shall be deployed for the start of the Pile Cap works. Track laying and generate the cash flow by
As this bridge is on a critical path and delayed by 08 months it is The steel superstructure fabrication shall be planned and agency for completing the sub cost centre.
essential to complete the design and start the works on Pile cap. fabrication, material requirement etc. shall be completed by the
contractor.
The variation proposal shall be submitted by the contractor.
6 Land Severe Most Severe Most . In LOT 101 – Total 3.36 Km land is not available including 1.16 km in PMC instructed the contractor to jointly record the hindrances so that the 1. To complete the formation and avoid the
Hindrances likely likely Law & Order Issue. same could be taken up with the utility owners and district administration extended delay in track work and generate
. LOT 102 - Total 0.00 Km land is not available including 1.662 km in on priority with the help of DFCC. the cash flow by completing the sub cost
Law & Order Issue. Most of the Hindrances shown by the contractor has to be removed by centre.
. LOT 103 - Total 0.15 Km land is not available including 0.00 km in Law them.
& Order Issue.

33 | P a g e
 There are still small sections in patches where the encumbrance free
land is available but there are Law & Order issues due to which the
contractor is not able to enter the site or do the work. This Law &
Order issues has to be resolved by the contractor in conjunction with
the district authorities and help of DFCC/PMC.
7 RS Walls Severe Most Severe Most The provision of Reinforced Soil Walls with Blocks for PMC has expeditiously provided the source approvals, methodology, QAP 1. By adding the resources is the
provision in likely likely Return/Retaining walls in the Minor RUB’s is moving at slow pace, and site specific design approvals and instructed the contractor to opportunity avoid the delay & Track laying
Minor RUB’s despite the source approvals, methodology, QAP and site specific complete the third party testing of the materials. Further contractor is and generate the cash flow by completing
design approvals. instructed to resolve the payment issue and mobilize the resources to the sub cost centre.
The payment issue by the Contractor to the sub-contractor seems to start the works in the field.
be hampering the deployment of resources and procurement of Simultaneous working at 5 locations shall be planned and resources
materials. arranged accordingly to complete the works in 02-03 months. This will
There is at least 04 months delay in this activity. ensure the continuity of formation and track laying could be done.
8 Turnout Severe Most Severe Most The Turnout Design has been finalized and the procurement is yet to PMC has expeditiously approved the design of the Turnouts, QAP for
Procurement likely likely start. manufacturing and arrangements for the inspection of the same during
The back drive arrangement for switch operation is yet to be finalized manufacturing.
by the contractor duly interfacing with the Systems Contractor. PMC has instructed the contractor to complete the design of the back In Process
As the supplier is one party, due to capacity constraints he will have drive arrangement for switch operation, duly interfacing with the Systems
the limitations to supply the Turnouts, it will impact the completion of Contractor.
Project and may go beyond the approved Mile stone 1. Further the contractor is instructed to start the procurement of the
Turnout and for the first 10-12 sets PMC will do the inspections before
the nominated Inspecting Agency is mobilized.
9 Construction of Severe Most Severe Most The construction of Br 65 is at stand still and only piling work is PMC has strongly communicated to the contractor to start the BR 65
Br 65 likely likely completed in last six months, despite the designs being approved in construction in full swing by augmenting requisite resources.
the Dec 2014. Contractor has launched the temporary Restricted Height Girder for
The Relieving Girder at Br 65 has been launched and NTC machine is allowing the NTC to cross the Canal and start Track Laying towards Completed
laying the Track towards Etawah side, but this bridge shall be Etawah side.
completed with approaches and Track needs to be laid which will get Canal Closure to be arranged by the contractor in consultation with the
delayed. State Irrigation Department and works on Br 65 to start in full swing.
10 Procurement of Severe Most Severe Most The track work activity after the skeleton track laying specifically PMC had a discussion with the contractor and brought out the
Unimat & likely likely requires the Unimat & Duomatic for completing the relevant sub cost requirements of track machines to complete the relevant cost centre and
Duomatic for centre and getting paid. These track Machines are yet not procured instructed them to arrange the same at the earliest.
Track Laying and the probable date of procurement is mid of 2016, which will delay Contractor shall make an interim arrangement by hiring the required Duomat has arrived
the track works further by 04-05 months. track machines from third party.
The existing Tamping Machine Mark VI is not performing at all, hence PMC has instructed to remove the Mark VI Tamper due to its non-
follow up activities of tamping is not progressing at all creating performance and arrange a suitable replacement to carry on with the
situation of non-payment. works of Tamping.
11 Construction of Major Likely Severe Most The construction and completion of Drains and Cross Drainage Works PMC has approved the drainage plans and cross sections to be adopted 1. Drainage is part of the sub cost center
Drain, Cross likely are very slow and is endangering the safety of the existing operational for the Drainage and Cross Drainage works since 2 years back. and shall be planned for completion for
Drainage Works Railway. Contractor has been strongly instructed to complete the Drainage and release of the payments
The construction of drain where the IR & DFCC Track centre is Cross Drainage works for all sections including the 12-18 m before Mar 2. Completion of the drainage works before
between 12-18 m is left excavated and no work is in progress despite 2017. Track Laying would be logical and help
the approval almost 2 years ago. reduce the extra expenditure due to
This delay will affect the achievement of the Milestone and is a safety poor access.
concern to the operational Indian Railway.
12 Demobilisation Major Likely Major Likely The approved sub-contractor in section 3 i.e. MGCPL has been Demobilisation of the sub-contractor is affecting the works severely, 1. By adding the resources is the
of Approved completely demobilized from the site resulting in severely hampering contractor is instructed to mobilise his own resources in adequate opportunity avoid the delay & save
Subcontractor the works in this section. numbers to compensate the lost ground. additional expenditure on overheads for
M/s MGCPL There are still earthworks (approx. 3 lakh cum), Minor structures (10 Contractor is instructed to augment additional resources to expedite the extended stay.
Nos) and miscellaneous works are yet to be completed. progress and complete the works with in time for approved Milestone 1. 2. To avoid the extended delay in
completion of works and qualify the sub
cost centre for payment.
3. To ensure continuity of the section for
the NTC Machine working.
13 Demobilisation Major Likely Major Likely The approved sub-contractor for Major Bridges/Structures Demobilisation of the sub-contractor is affecting the works severely, 1. By adding the resources is the
of Approved Construction has been completely demobilized from the site resulting contractor is instructed to mobilise his own resources in adequate opportunity avoid the delay & save
Subcontractor in severely hampering the works. numbers to compensate the lost ground. additional expenditure on overheads for
M/s TPL The Major Structures are at different stages of the construction and Contractor is instructed to augment additional resources to expedite the extended stay.
require dedicated inputs for next 05-06 months to complete the progress and complete the works with in time for approved Milestone 1.
works in all respects.l

34 | P a g e
 No Project Manager is available in Major bridge Section severely Contractor is instructed to augment Managerial Level competent staff 2. To avoid the extended delay in
delaying the planning, logistics and works. and ground Engineers along with adequate manpower completion of works and qualify the sub
cost centre for payment.
3. To ensure continuity of the section for
the NTC Machine working.
14 Closure of Non Major Likely Major Likely The nonconformance reports are not being complied and closed with Contractor’s quality staff has been called and detailed about the 1. To avoid the rejections & improve the
Conformance in stipulated time, causing the non-completion of sub cost centre to requirement of complying and closing the Non-Conformance reports with quality.
Reports qualify for the payments. in stipulated time. 2. To qualify for the sub cost centre and
Further the delay in compliance is badly hampering the progress. In wake of the insufficient Quality personnel, Contractor is instructed to generate the cash flow by qualifying the sub
mobilise a quality team to close the outstanding NCR’s as per contractual cost centre for payment.
provisions and expedite the progress.
15 Interface issue Signific Likely Signific Likely The Civil Contractor & Systems Contractor interface issues needs PMC has instructed the Civil & Systems Contractor to develop a Interface 1. To avoid the logical delay in work and
with Systems ant ant immediate resolution for the progress of works. Management Plan and identify the responsible interface manager for achieve the readiness for the integrated
Contractor The Civil Contractor shall take the lead and resolve all the interface interfacing. testing & trials.
issues as per the contractual provisions. PMC has started weekly interface meetings to resolve the conflicts and 2. To maintain the parallel progress of work.
Coordinated Installation Plan is not in place and is adding to the non- issues with Civil & Systems Contractor Interface teams.
resolution of interface issues Coordinated Interface plans shall be submitted by the Contractor in
Integrated Schedule is also not in place. consultation with the systems contractor for implementation
The track laid is not made fit for running the material train and Integrated Schedule detailing the CST & Systems Site activities to be
certified due to which the Systems Contractor will face this issue when finalized by the CST & Systems Contractor which will give clear visibility of
he will bring his own On Track Equipment’s. completion of Milestone 1, this includes the CIIP and relevant ICD’s.
The access and sharing of the Track for working of both Civil & Activities shall be detailed for Mile stone 2 and a separate schedule be
Systems Contractor will create interface issues and slow down the submitted duly interfacing with Systems contractor.
progress. PMC has instructed both the contractors to submit & share the weekly
plan for sharing of the Track so that the same can be used efficiently.
16 Turfing, Sodding Signific Likely Major Likely No provision of Turfing, Sodding and Slope Revetment on the PMC has instructed and communicated formally informally regarding the 1. To avoid the rejections & improve the
and Slope ant completed Formation is creating serious quality concerns. turfing/sodding and slope revetment provisions in the high quality.
Protection on The slopes are eroded due to the surface runoff. embankments. 2. To qualify for the sub cost centre and
the completed The provision of slope revetment for High Embankments is not done The contractor is working very slowly, and no methodology has been generate the cash flow by qualifying the sub
Formation. by the contractor leading to the serious rain cuts and erosion in the submitted for the slope revetment of high embankments. cost centre for payment.
dressed slope. PMC has instructed to rectify the eroded/rain cut slopes by approved
methodology and submit the methodology for the slope revetment of the
high embankments.
In the design meetings PMC has clearly brought out the requirement and
shared the practices adopted for the slope protection, instructing the
contractor to submit a suitable design and execution schedule.

35 | P a g e
Chapter 13- Progress Photographs

36 | P a g e
 12.Progress Photographs
LOT 101 :
Girder Launching is in Progress at HTMJ-1 Abutment wall 5th lift is in Progress at ETMJ-2

LOT 102 :
Girder Launching is in Progress at Tundla RFO Backfilling in progress for MJRUB A1 Side

LOT 103 :
OWG erection at HTMJ-2 Km 6+709 Track linking done at km 1350 Parallel section

37 | P a g e
LOT 104:
Electrical Works

Wiring Works in Progress at Site

Erection of Cantilever at Site

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 Telecommunication Work

Signalling Works

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Buildings and Structures

OCC Theatre Block

External View of OCC Admin Block

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Tundla Junction Station Buillding

Bhadan Crossing Station Building

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 Khurja Junction Station Building

Hathras Crossing Station Building

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