cheenai metro project

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About Us

The Government of Tamil Nadu created a Special Purpose

Vehicle (SPV) for implementing the Chennai Metro Rail Project.

This SPV named as "Chennai Metro Rail Limited" was

incorporated on 03.12.2007 under the Companies Act. It has now

been converted into a Joint Venture of Government of India and

Government of Tamil Nadu with equal equity holding. It is

functioning at the following address:

Chennai Metro Rail Limited,

11/6, Seethammal Road ,

Alwarpet,

Chennai - 600 018,

India

Phone : 91 - 44 - 24310174

FAX : 91 - 44 - 24312430

Email : [email protected]

The composition of the Board of Directors of CMRL is as follows:

1Shri Navin Kumar, IAS.,Secretary to Government of India,Ministry of Urban Development.

Chairman

2Thiru K.Rajaraman, IAS.,Secretary to Government of Tamil Nadu,Special Initiatives Department.

Managing

Director

3 Director

4 Tmt S.Malathi, IAS., Director

5Thiru K.Shanmugam, IAS.,Principal Secretary to Government of TamilNadu, Finance Department.

Director

6Thiru K.Ashok Vardhan Shetty, IAS.,Principal Secretary to Government of Tamil

Director
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Nadu, Rural Development & Panchayat RajDepartment.

7

Smt Vilasini Ramachandran, IAS.,Additional Secretary to Government of India,Department of Expenditure,

Ministry of Finance.

Director

8Shri S.K.Malik, IRSE.,Additional Member (Civil Engineering),Railway Board.

Director

9Dr. Noor Mohammad, IAS.,Member Secretary,National Capital Region Planning Board.

Director

10Shri A.K.Mehta, IAS.,Joint Secretary to Government of India,Ministry of Urban Development.

Director

Designed & Developed by: National Informatics Centre, Chenn
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Mission

Providing the people of Chennai with a fast,

reliable, convenient, efficient, modern and

economical mode of public transport, which is

properly integrated with other forms of public and

private transport including buses, sub-urban

trains and MRTS.

Designed & Developed by:National Informatics Centre, Chenn

Need for Metro
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Chennai Metropolis has been growing rapidly and the traffic volumes on the

roads have also been increasing enormously. Hence the need for a new rail based rapid

transport system has been felt and towards this objective the Government of Tamil Nadu

have decided to implement the Chennai Metro Rail Project. This project aims at providing

the people of Chennai with a fast, reliable, convenient, efficient, modern and economicalmode of public transport, which is properly integrated with other forms of public and

private transport including buses, sub-urban trains and MRTS.


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Project Profile

A Detailed Project Report (DPR) relating to the Chennai

Metro Rail Project was prepared and submitted by the Delhi

Metro Rail Corporation Limited (DMRC) who have

successfully designed and implemented the Delhi Metro Rail

Project. The DPR envisages the creation of 2 initial corridors

under the proposed phase-1 of the Chennai Metro Rail

Project as shown below:

Corridor Length

Washermenpet to

Airport23.1 kms.

Chennai Central to

St.Thomas Mount22.0 kms.

Total 45.1 kms.

The details of the two corridors are given below:

Corridor-1: Washermenpet Broadway (Prakasam Road) Chennai Central Station Rippon Building along Cooum

River Government Estate Tarapore Towers Spencers

Gemini Anna Salai Saidapet Guindy Chennai Airport.

Corridor-2: Chennai Central along EVR Periyar Salai

Vepery Kilpauk Medical College Aminjikarai Shenoy

Nagar Annanagar East Anna Nagar 2nd avenue

Tirumangalam Koyambedu CMBT along Inner Ring

Road Vadapalani Ashok Nagar SIDCO Alandur St.
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Press Releases

Reference

1. Loan Amount and Terms

Project Name

Loan

amount

(million

yen)

Annual interest rate(%)

Repayment/

deferment

period (years)

Terms of

procurementProject

Work

Consultin

g

Services

Micro, Small and Medium

Enterprises

Energy Saving Project

30,000 0.30* - 15/5*

General untied

Capacity Development for

Forest Management and

Personnel Training Project

5,241 0.55* - 40/10*

Chennai Metro Project 21,751 1.20 0.01 30/10

Hyderabad Outer Ring Road

Project (Phase 2)42,027 1.20 0.01 30/10

Total 99,019

* Preferential terms are applied when environmental issues are involved in order to actively support developing

countries tackling environmental problems.

(1) Micro, Small and Medium Enterprises Energy Saving Project

(a) Background and Necessity

Accompanying the rapid economic growth in India, energy consumption continues to rise, with Indias primary

energy consumption in 2005 being the fifth largest in the world after the US, China, Russia, and Japan.

Improving the efficiency of energy use is urgently required in order to maintain a steady supply of energy while

preserving the environment. An issue of particular concern in India is that 90% of the factories belong to micro,

small, or medium enterprises, whose energy efficiency is poor due to aging equipment, so there is much room

for improvement.

With regards to this problem, the Indian government tacking action, promoting the efficient use of energy by

enacting the Energy Conservation Act and a general energy policy as well as facilitating preferential financingfor micro, small, and medium companies through the enactment of the Micro, Small and Medium Enterprises

Development Act. Among such smaller companies, however, not only is the ability to procure capital for

energy-saving equipment limited, so are the technology and expertise for doing so, and general awareness of

the importance of energy saving is not generally high, so that efforts to implement energy-saving measures

have never proven adequate. For these reasons, supporting micro, small, and medium enterprises to

implement energy-saving measures is a critical issue.

(b) Purpose and Description

One of the purposes of this project is to promote energy-savings measures among the end beneficiaries


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micro, small, and medium enterprisesby providing them with the mid- and long-term financing necessary for

energy-saving measures as well as supporting Small Industries Development Bank of India and other

intermediary financial institutions in Indiathe organizations who will carry out the planby strengthening their

capabilities to evaluate the loans for energy saving. Through this promotion of efficient energy use, the project

will work toward its other goals of environmental improvement, sustainable economic development, and

contributing to measures against climate changes affecting the globe. Small Industries Development Bank of

India and other intermediary financial institutions will utilize their branch networks to support energy-savingmeasures on a nationwide scale.

In Japan, there is a history of promoting energy-saving policies, which has resulted in a financial system keyed

toward energy (including support for Top Runner device certification) that is promoted by policy-guided financial

agencies. For that reason, this project will provide support to Small Industries Development Bank of India and

other intermediary financial institutions in India to build on the Japanese experience in strengthening their

ability to evaluate loans to micro, small and medium enterprises for energy-saving financing and to create and

maintain a database of energy-saving equipments. In addition, a review is underway of a plan to file group

CDM applications for projects receiving this financing and to provide support to enterprises to acquire the right

to emit greenhouse gases.

Appropriation of this loan will be made to micro, small, and medium enterprises through Small Industries

Development Bank of India.

Executing AgencyName: Small Industries Development Bank of India(SIDBI)

Address: SIDBI Tower, 15, Ashok Marg, Lucknow 226001 Uttar Pradesh, India

Phone: +91 (522) 2288546-50

Fax: +91 (522) 2288455-59

(2) Capacity Development for Forest Management and Personnel Training Project


With forests covering 23% of the county compared to the world average of 30%, Indias coverage is scant, and

moreover, deforestation is advancing due to the rapid growth in population and lumber demand, degrading the

forests and lowering the capacity of soil to retain water. This brings pressure on the daily lives of the poor

whose livelihoods depend on the forest as a source to obtain products such as feed for animals, firewood for

fuel, and fruit for cash income. This in turn places a greater burden on the forest, resulting in a vicious circle.

Recognizing this, the Indian government adopted its Joint Forest Management (JFM) program in the 1990swith the object of more efficient forest management whereby residents who live near a forest work together to

manage the forest. Forestry department employees are therefore called on to play a role in urging local

residents to actively participate in forest preservation as well as spreading the technology necessary for forest

preservation, but have not been able to do so because of insufficient training. In order to further promote this

policy, human resources must be trained in sustainable forest management which requires the training

programs for frontline staff of the state forest department to be improved as well as repairing and maintaining

the aging training infrastructure required for necessary training.


This purpose of this project is to provide a complete training program and educate human resources to provide

sustainable forest management. This will be done by improving the training programs for frontline staff working

in the forestry departments in 10 states as well as repairing aging training infrastructure and building new

equipment to improve the abilities of frontline staff. The training program is planned to include the acquisition ofpractical techniques for developing participatory-type local development focusing on residents living near the

forests. It is hoped that activities to create income for local residents and the formation of self-reliant groups

carried out by local forestry personnel will improve the lives of the residents and preserve the forests. To

complement this project, technical assistance is also being considered to boost the capacity of the central

Indian government as well as state forestry management personnel.

This loan will be appropriated to the repair of training facilities as well as building new ones.


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Executing Agency

Name: Ministry of Environment and Forests(MOEF)

Address: Paryavaran Bhawan, CGO Complex, Lodhi Road, New Delhi, India

Phone: +91 (11) 2436-4624

Fax: +91 (11) 2436-4624)

(3) Chennai Metro Project


Chennai is the capital city of the State of Tamil Nadu and the focus of this project. It is the economic and

political center of the southwest region of India as well as the gateway to the region, serving as the

transportation and logistics base. Due to a rapid population increase in recent years, Chennai has become

overpopulated, numbering among the densest cities in the world at 24,000 people/km2. Along with the sudden

urbanization has come a rapid increase in automobiles, motorcycles, and scooters. The chronic traffic

congestion in the Chennai metropolis area is causing economic losses not only from the traffic problems

themselves but worsening environmental conditions due to exhaust gas emitted by the vehicles. In order to

alleviate the traffic congestion and at the same time decrease the air pollution caused by exhaust gas, a mass

rapid transit system is necessary.


This project will stimulate the regional economy and provide improvements to the urban environment by

supporting the construction of approximately 45 km of subway and elevated trains in the Chennai metropolitan

area. This will alleviate traffic congestion and decrease exhaust gas by creating a modal shift. Also expected is

that the decrease in vehicular traffic will reduce the emissions of greenhouse gases.

For technical assistance, the Delhi Metro Rail Corporation (DMRC) is planned to be hired as a project

consultant. As the agency implementing the Delhi Mass Rapid Transport System Project, which is supported

by Japanese ODA loans, the DMRC is well known for their expertise in India accumulated through their

continued work on the Japanese ODA loan project. Based on their experience with that project, they will

improve the safety and efficiency of the worksite through safety helmets and safety shoes as well as by

implementing the principles of organization and control. They will also implement an HIV/AIDS prevention

program in partnership with the Tamil Nadu State AIDS Control Society to control the risk of HIV/AIDS infection

among the large number of itinerant workers on the project. Also planned is an approach incorporating

universal design principles such as accessible elevators and Braille-embossed surfaces, adequate space to

accommodate wheelchairs and other considerations for the elderly and disabled.This loan will be appropriated to items including civil work of subway, procurement of rolling stock, and

consulting services.

Executing Agency

Name: Chennai Metro Rail Limited (CMRL)

Address: No.11/6, Seethammal Road, Alwarpet, Chennai 600018, India

Phone: +91 (44) 2431-3322

Fax: +91 (44) 2431-2430)

(4) Hyderabad Outer Ring Road Project (Phase 2)


The city of Hyderabad is the capital of the State of Andhra Pradesh in the south of India, located somewhat

centrally with respect to the other major southern cities of India: Mumbai, Bangalore and Chennai. In recent

years, Hyderabad has developed as a base for the IT and biotechnology industries, leading to a rapid increase

in the human and vehicle population in the metropolitan area. The main trunk roads connecting the city to other

major cities intersect radially at the city center, resulting in severe congestion where interurban traffic competes

with cars and buses using the roads for destinations within the city. Given these circumstances, there is a

pressing need to construct an outer ring road to promote the development of regions peripheral to the city and

to decrease the number of vehicles passing through the city center, which will alleviate congestion and improve

the city environment.


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This project will construct a 33km ring road section and ancillary roads in the northeast section of the

Hyderabad metropolitan area, responding to increasing road traffic demand while alleviating traffic congestion

in the city core as well as helping to reduce greenhouse gas emissions due to reduced idling times.[1]In order

to increase the development efficiency of this project, not only will the outer ring road be constructed, but major

radial roads connected to the ring road will be widened, providing better access to the development areas

planned along the ring road and its environs. Furthermore, an ITS will be installed on the major roads in theHyderabad metropolitan area including the outer ring road to improve the efficiency of the road network overall.

However, because construction of the outer ring road will involve major construction using high numbers of

lone itinerant laborers, consultants hired with this loan will work in partnership with local non-governmental

organizations and health authorities to carry out labor hygiene and safety campaigns including HIV/AIDS

prevention efforts with the object of controlling the risk of HIV/AIDS infection among workers.

This loan will be appropriated to the civil work of road construction and consulting services.

Executing Agency

Name: Hyderabad Growth Corridor Limited (HGCL)

Address: HUDA Complex, Tarnaka, Hyderabad 500 007, Andhra Pradesh, India

Phone: +91 (40) 2700-2913

Fax: +91 (40) 2700-3271)

[1] For phase 1 of this project, funded by the Japanese ODA loan signed on March 2008, a 38-km outer ringroad and ancillary roads will be constructed in the northwest section.

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Established as an independent administrative institution

under the law concerning the Independent Administrative

Institution Japan International Cooperation Agency (Law No.

136, 2002), JICA aims to contribute to the promotion ofinternational cooperation as well as the sound development

of Japanese and global economy by supporting the
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Mission Statement
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Mission Statement

New JICAOur Vision, Mission and Strategy

Marking its launch as a renewed organization, New JICA has announced an all-new Vision. Together with this

Vision it has defined four Missions, to be achieved through four main Strategies. It has also declared a set ofGuiding Principles meant to help advance its Strategies.

Vision

Activity Guiding Principles

VisionInclusive and Dynamic Development

"Inclusive development" represents an approach to development that encourages all people to recognize the

development issues they themselves face, participate in addressing them, and enjoy the fruits of such

endeavors. The role of New JICA is to effectively provide backing for this process.

"Dynamic development" refers to the creation of self-reinforcing virtuous cycles of mid- to long-term economic

growth and poverty reduction in a constantly changing environment of developing countries where a variety ofissues arise simultaneously and get entangled each other. New JICA will provide creative, highly effective

support toward this end, at times moving swiftly and at times acting from the longer-term perspective as the

situation calls for.

Mission 1

Addressing the global agenda

The advance of globalization brings positive effects, sparking economic development and providing people with

new opportunities. It also has its negative side, though, including such effects as uneven wealth distribution and

the cross-border issues of climate change, infectious diseases, terrorism, and expanding economic crises.

These effects pose a threat to the stability and prosperity of Japanwhich depends on resources from around

the worldand the rest of the international community. The threat is particularly dire for developing countries.

New JICA will make full use of Japan's experience and technologies as it works in concert with internationalsociety to address the various globalization-related issues developing countries face in a comprehensive

manner.

Mission 2

Reducing poverty through equitable growth

Impoverished people in developing countries are particularly susceptible to the effects of economic crisis,

conflict, and disaster and are constantly exposed to the risk of even deeper poverty. Moreover, growing wealth

gaps are a destabilizing factor in societies. Helping people to escape poverty and lead healthy, civilized lives is

a vital task not only for the growth of developing countries but also for the stability of the international

community. To reduce poverty, employment opportunities must be expanded through equitable growth that

gives proper consideration to impoverished members of society, and public services like education and

healthcare must be enhanced. New JICA will provide support for human resources development, capacity

building, policy and institutional improvements, and provision of social and economic infrastructure, thereby

pursuing sustained poverty reduction through equitable growth.

Mission 3

Improving governance

A state's capacity for governance refers to its status as a society that can take the resources available to it and

direct, apportion, and manage them efficiently and in ways that reflect the will of the people. Improving

governance is of vital importance to the stable economic growth of developing countries. However, these states

often have underdeveloped legal and judicial systems and administrative organs, which present obstacles to


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efforts to reduce poverty through economic growth. New JICA will offer support aimed at improving the

fundamental systems needed by a state, as well as systems for effectively providing public services based on

the needs of people, and at fostering the institutions and human resources needed to manage those systems

appropriately.

Mission 4

Achieving human security

The advance of globalization causes an increase in various cross-border dangers and exposes many people in

developing countries to civil strife, disasters, poverty, and other humanitarian threats. The concept of human

security places individual human beings at its core, seeking to defend them from fear and want: fear of things

like conflict, terrorism, disaster, environmental destruction, and infectious disease, and want in the face of

poverty and in social services and infrastructure. By building up people's abilities to address these issues

themselves, this approach aims to build societies in which they can live with dignity. In order to defend the

weakest members of society from these various threats, New JICA will support efforts to bolster social and

institutional capacity and to increase people's ability to deal with threats themselves.

Strategy 1

Integrated assistance

New JICA will undertake the integrated management of three modalities of assistancetechnical cooperation,ODA loans, and grant aidto offer comprehensive support that organically combines such elements as policy

and institutional improvements in developing countries; human resources development and capacity building;

and improvements in infrastructure. We will also make use of diverse approaches and take advantage of the

expanded scale of our operations to tackle issues that go beyond borders and affect entire regions or that span

multiple sectors. Through such integrated assistance, New JICA will pursue international cooperation with even

more development impact in terms of both its quality and scale.

Strategy 2

Seamless assistance

New JICA brings together a wide variety of aid approaches to provide seamless assistance that spans

everything from prevention of armed conflict and natural disasters to emergency aid following a conflict or

disaster, assistance for prompt recovery, and mid- to long-term development assistance. Among developing

countries are states at various stages of development, from the least developed countries where most of the

population lives in poverty to middle-income countries that are on the growth track but are still wrestling with the

problems of wealth gaps in society. New JICA will provide assistance in ways that best match the level of

development in each recipient nation, taking a long-term perspective and offering seamless assistance to

ensure sustainable development into the future.

Strategy 3

Promoting development partnerships

New JICA aims to be a good partner for developing countries, accurately grasping their changing needs

through a focus on the field and promoting their own self-help efforts swiftly and effectively through a focus on

results. We will also promote public-private partnerships, pooling the experience, technologies, and resources

of local governments, universities, nongovernmental organizations, and other actors. Furthermore, to fulfill our

responsibilities as one of the largest donor organizations in the world with more than 40 years of experience,we will strengthen partnerships with international organizations and other donor institutions, leading the

creation of a broad framework for development assistance in a global community that is seeing growing

numbers of players in the international cooperation field and increasingly diverse forms of aid to developing

countries.

Strategy 4

Enhancing research and knowledge-sharing


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In the face of the advance of globalization and the rise of new international cooperation actors, global trends in

the issues affecting developing countries are undergoing sweeping change. Through the establishment of the

JICA Research Institute, New JICA will put its wisdom gained in the field to work, building broad networks of

academics from Japan and elsewhere around the world to create new knowledge value in the field of

international development assistance not just for Japan but also for the entire world. To play a leading role in

guiding the newest development trends, we will enhance our research and knowledge-sharing capacities. We

will also actively carry out surveys and research grounded in actual assistance projects, focusing on thesubjects in both regional and issue-based contexts.

Activity Guiding Principles

1. Achieving synergies of the merger

By smoothly combining diverse aid modalities, we will make use of our synergies by speeding up the aid

process, scaling up pilot and model projects, and spreading them out in other regions and communities.

2.Tackling complex, difficult issues flexibly with the field-based approach

By accurately grasping the development needs on the ground and designing activities with their focus on the

field, we will deal flexibly with complex, difficult and intertwined development issues.

3.Fostering expertise for providing professional solutions

As an organization specialized in international cooperation, we will perform internationally competitive work,

putting our experience and wisdom gained in the field to work and using our expertise and knowledge-sharing

capabilities to quickly and accurately address a wide range of development issues.

4.Efficient and transparent operations

By managing and evaluating our operations efficiently and transparently, we will remain constantly committed

to renewing and streamlining our organization, thereby maintaining a high level of accountability.

Mission Statement President's Desk

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Title Japan International Cooperation Agency (JICA)

President Sadako Ogata

Headquarters

Japan International Cooperation Agency (JICA)

1-6th floor, Nibancho Center Building 5-25, Niban-cho, Chiyoda-ku,Tokyo 102-8012, Japan

[Nearest Stations]

Yurakucho Line Kojimachi Station (Exit 5 ; 2 minutes walk)

JR Line Yotsuya Station (Kojimachi Exit ; 7 minutes walk)

Marunouchi Line & Namboku Line Yotsuya Station (Exit 1 & Exit 3 ;8 minutes walk)

Hanzomon Line Hanzomon Station (Exit 5 ; 9 minutes walk )

JICA Research Institute

10-5, Ichigaya Honmura-cho, Shinjuku-ku, Tokyo 162-8433, JapanTel +81-3-3269-2911

Establishment October 1, 2003

Full-time Staff 1,664 (estimate; end of fiscal 2009)

Objectives

Established as an independent administrative institution under the law

concerning the Independent Administrative Institution Japan International

Cooperation Agency (Law No. 136, 2002), JICA aims to contribute to the

promotion of international cooperation as well as the sound development of

Japanese and global economy by supporting the socioeconomicdevelopment, recovery or economic stability of developing regions.

Facts and

Figures(PDF/73KB)

JICA HeadquartersHeadquarters Organization Chart (PDF/34KB)

Overseas OfficesAbout hundred offices are located worldwide to promote projects that meet local needs.

Domestic OfficesJICA has 17 branch offices in locations throughout Japan; each draw upon local distinctions and humanresources to advance a range of JICA projects.

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