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Teluguhero
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Posted on Tuesday, February 18, 2020 - 11:00 am:       


Bharat:

central, state, private sector...all included in that amount.




Subsequently, a task force identified Rs 102 lakh crore worth of projects after conducting 70 stakeholder consultations in a short period of four months, she said.

The minister said another Rs 3 lakh crore of projects are likely to be added to this pipeline.

These projects are on top of Rs 51 lakh crore spent by the Centre and the states during the last six years, she said adding the new pipeline consists of 39 per cent projects each by the Centre and states and the balance by 22 per cent by private sector.


https://economictimes.indiatimes.com/news/economy/policy/gov t-unveils-rs-102-lakh-crore-worth-of-infrastructure-roadmap/ articleshow/73045448.cms?utm_source=contentofinterest&utm_me dium=text&utm_campaign=cppst
 

Brightlife34
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Posted on Tuesday, February 18, 2020 - 10:30 am:       

India spends 100bn usd every year on infra
Treble it for five years in a row

Private banks have stopped infra lending after 2013
Yes, axis all are staring at crisis
 

Brahmagnaani
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Posted on Tuesday, February 18, 2020 - 10:09 am:       

asalu antha dabbu undhaa eella daggara unte LIC stake air india ammukovaalsina paristhithi vasthadaa GDP 4.5 ki diguthadaa
 

Bharat
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Posted on Tuesday, February 18, 2020 - 10:07 am:       


Brightlife34:

antey 21lakh crore rupees
Mana banks mottam oodhceyyali appatiki sagam avvadu




central, state, private sector...all included in that amount.
 

Brightlife34
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Posted on Tuesday, February 18, 2020 - 09:57 am:       


Jacksparrow:




102/70 entha trillion
it’s 1.5 tr usd
Antey year ki 300bn spend cheyyali

antey 21lakh crore rupees
Mana banks mottam oodhceyyali appatiki sagam avvadu
 

Bharateeyudu
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Posted on Tuesday, February 18, 2020 - 09:37 am:       


Jacksparrow:



yes
HAR GHAR BHAGWA CHAAYEGAA

 

Jacksparrow
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Posted on Tuesday, February 18, 2020 - 09:23 am:       


Brightlife34:

102 tr ante 1.5tr usd.


think its 15billion usd?
 

Ideal_brain
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Posted on Monday, February 17, 2020 - 09:55 pm:       

Assam lo naluguru velle place ki 2 hours pattedi iippudu infrastructure develop chesi adbhutamaina bridge katti danini 15 minutes chestaru..Danivalla use Ledu ani common sense vunna vallu andaru criticize chestaru... appudu 4 tankers ni bridge meedaga tisukelli security reasons valla chesam and congress did not do it because they supported urban naxals.. topic easy ha divert avutundi desaniki naya paisa upayogam vundadu.. intakanna Modi/Nirma chesedi emi vundadu..
 

Enigmatic
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Posted on Monday, February 17, 2020 - 08:27 pm:       

ranbeer gadu katrina ni scratch chesthe meeku emi radu kada. attane south ki elago emi radu. enti ayithe endi bokka
 

Miniontada
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Posted on Monday, February 17, 2020 - 07:18 pm:       

Elections In TN. .so bungamoothi seetaraman . Will do the onus
Indian Fouzi Sings
 

Enigmatic
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Posted on Monday, February 17, 2020 - 06:38 pm:       

Anni up or gujarat kenaa vere vallaki emanna vunnaya
 

Teluguhero
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Posted on Monday, February 17, 2020 - 05:25 pm:       


Pete_sampras:

AP&T ki emaina use unda leka as usual north india ke motham set chesara??




Dont know about AP&T ,but infra projects across 23 sectors and 18 states
 

Emc2
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Posted on Monday, February 17, 2020 - 04:17 pm:       

awesome
AP is perfect example for sheep believes in butcher.
 

Pete_sampras
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Posted on Monday, February 17, 2020 - 04:15 pm:       


Teluguhero:



Mottam chadavatam kastam kani...AP&T ki emaina use unda leka as usual north india ke motham set chesara??
 

Teluguhero
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Posted on Monday, February 17, 2020 - 01:46 pm:       


Brightlife34:

102 tr ante 1.5tr usd.
Yearly 300bn




Nirmala Sitharaman unveils Rs 102 lakh crore of infra projects for next 5 years
These projects are on top of Rs 51 lakh crore spent by the Centre and the states during the last six years.

https://economictimes.indiatimes.com/news/economy/policy/gov t-unveils-rs-102-lakh-crore-worth-of-infrastructure-roadmap/ articleshow/73045448.cms?utm_source=contentofinterest&utm_me dium=text&utm_campaign=cppst
 

Brightlife34
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Posted on Monday, February 17, 2020 - 12:19 pm:       

102 tr ante 1.5tr usd.
Yearly 300bn

 

Teluguhero
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Posted on Monday, February 17, 2020 - 12:07 pm:       

https://economictimes.indiatimes.com/news/economy/infrastruc ture/meet-the-five-bureaucrats-who-are-the-real-movers-and-s hakers-of-indian-infra/articleshow/74152828.cms

By G Seetharaman

It would be naive to expect an infrastructure project to be completed on time in India, leave alone ahead of schedule. Many projects take years longer than they are meant to, bogged down by litigation over land acquisition, financial woes and political mudslinging. That is why E Sreedharan’s feat was remarkable. As head of the Delhi Metro Rail Corporation, he had 10 yrs to commission the first 65 km, but he completed it in seven years and three months.

“I asked the government for two things — the independence to operate with no
interference from politicians and bureaucrats, and the freedom to pick my own team,” he told ET Magazine in 2011.

Corporation (MMRCL), could have also done with a lot less political meddling. She took on those who opposed the project over the
felling of trees for a metro car shed. Among her strongest critics was Shiv Sena’s Aaditya Thackeray, who demanded that she be moved
out of MMRCL. Though the Shiv Sena was part of the Devendra Fadnavis government, its larger ally, the Bharatiya Janata Party,
backed Bhide. But within two months of the Shiv Sena forming the government with the Congress and the Nationalist Congress Party
after the assembly polls, Bhide was shunted out. This incident highlighted the perils of helming a large infrastructure project for a civil
servant.
Vinayak Chatterjee, chairman and MD of Feedback Infra, a consultancy, says these bureaucrats should be given tenure so that they do
an effective job of executing projects without fear of being transferred. But given that some infrastructure projects take years, or even
decades, from conception to commissioning, it would be unreasonable to expect the same person to head it for the entire length of a
project, says Vijay Singhal, additional municipal commissioner of Mumbai, who is responsible for building the southern stretch of the
city’s coastal road project. Furthermore, do retired civil servants have an advantage in overseeing an infrastructure project?

“They can run it far more professionally than when they were in service. They are not afraid of being posted elsewhere,” says
Chatterjee. Sreedharan, for example, had retired from the Indian Railways Engineering Service when he took charge as the first MD of
DMRC in 1997.
The other challenge civil servants face in these projects is that they have to deal with new and evolving issues such as large-scale land
acquisition, complex engineering problems, litigation and ecological threats. Nevertheless, such bureaucrats and officials play a vital role
in effectively executing infrastructure projects. Their roles deserve special focus especially with the Centre recently announcing an
investment of Rs 102 trillion in infrastructure over the next five years, with just over a fifth of that coming from the private sector.

Between 1987 and 1992, Anurag Sachan spent most of his time travelling about in a soft-topped jeep in the jungles of Odisha. Then a
railway civil engineer mandated to supervise the construction of the 165 km Koraput-Rayagada track passing through the forests of the
Eastern Ghats, Sachan had to negotiate challenges that were largely limited to his domain knowledge: civil engineering. Today,
Sachan’s worries go beyond earthwork and bridges.
As the head of the Rs 81,000 crore Dedicated Freight Corridor Corporation (DFCC), Sachan coordinates with district magistrates on
issues concerning last-mile land acquisition and also with superintendents of police on law and order issues. He has taken it upon
himself to ensure the timely completion of the corridor — a rare linear project in independent India that passes through nine states, 62
districts and 21,000 villages. It warrants the acquisition of over 11,000 hectares for railway tracks.

Barring the last 1% of the land required — spread across
Mumbai city and Uttar Pradesh’s Greater Noida — the rest has
been acquired so far, costing the railways Rs 20,000 crore. The
DFC comprises two sectors — the 1,504 route-km Dadri (UP)-
Mumbai western corridor and the 1,856 route-km LudhianaKolkata eastern stretch. At present, trials are on for 500 km
across both lines.
Sachan is confident that by March, 990 km will be operational.
The project, which began in 2007, was supposed to be
completed last year. But the deadline has been reset to
December 2021. Sachan, an officer of the Indian Railway
Service of Engineers, was brought in to head the DFC in
December 2018. After becoming the MD of the Dedicated
Freight Corridor Corporation, he has been facing
macroeconomic hurdles more than engineering ones.
“The newest challenge is a shortage of working capital among
our contractors mainly due to the overall economic slowdown.
Banks are tightening their purse strings. We are releasing all
dues to maintain the cash flow of the contractors,” he says,
adding that he has at times advanced payments, exercising
some rarely used legal provisions.
“I want the project to be completed by December 2021, no
matter what.” So far, Rs 55,000 crore has been spent on the
project. The pressure to complete the DFC as soon as possible
is understandable. It would consume 70% of freight traffic in the
Delhi-Mumbai and Delhi-Kolkata routes, expedite freight
movement and help the railways implement its dream project of
introducing 150 private trains.

Track Finder
By G Seetharaman

Thirteen years under four chief ministers of two states. That is
how long NVS Reddy has been heading Hyderabad Metro Rail
Ltd (HMRL). The 63-year-old is the exception to the norm that a
bureaucrat rarely gets to oversee a large infrastructure project
from the drawing board to completion, particularly when the
project has to overcome as many hurdles as this one.
Larsen & Toubro had taken over the construction and operation
of the metro lines in 2010 from Maytas Infra after the latter’s
Satyam Computer Services, also started by Raju, and trying to
get Satyam to buy Maytas. The project has since been the
subject of 370 court cases, mainly on account of land
acquisition and right of way. HMRL had to acquire nearly 270
acres, a Herculean task in a big city like Hyderabad.


“Stanford or MIT can’t teach you how to execute an infrastructure project in India,” says Reddy, a 1982-batch officer of the Indian
Railway Accounts Service who retired in mid-2016. Those who opposed the project protested and burnt Reddy’s effigy. As a result, he
now has an armed guard accompanying him wherever he goes. One of the trickiest parts of the job was to find a way around 20
religious structures. If the structure in question was a temple, he would send one of his staff members who was a devout Hindu to lead
the negotiations with the temple authorities. If he had to deal with a mosque, he would put his Muslim chief engineer on the job.
“Only 35% of my challenges are to do with engineering. The rest are socio-economic,” says Reddy, who holds an MA in political science
from Jawaharlal Nehru University. Originally slated to be completed by 2017, the Rs 21,000 crore project saw the first 30 km becoming
operational in 2018 and 28 km the following year. Another 11 km was commissioned recently.
HMRL is yet take a call on the remaining 3 km. Besides land acquisition, the carving
out of Telangana from Andhra Pradesh in 2014 also slowed things down. The
obstacles Reddy faces are not just on the ground.
“There is a perception that whatever the private sector does is wrong. I think like a
private sector guy. Unfortunately, the best thing we know in bureaucracy is to push a
file up or down.”

He also claims to have faced some initial resistance from state government officials
as he did not belong to the Indian Administrative Service. With phase-I of the project
nearly complete, Reddy has an even bigger challenge as the private sector’s interest
in the metro expansion projects has subdued. But his experience in managing the
first leg of the project certainly stands him in good stead.
Of Birds & Bridges

By G Seetharaman
Looking at the towers of the cable-stayed Bandra-Worli Sea Link from his office at
Bandra Kurla Complex, RA Rajeev, metropolitan commissioner of the Mumbai
Metropolitan Region Development Authority, laments the missed opportunity in
adding aesthetic elements to the 22-km Mumbai Trans Harbour Link (MTHL),
connecting Mumbai and Navi Mumbai. In response to concerns from
environmentalists over a possible obstruction in the flight path of flamingoes, the
trans harbour bridge was designed without towers or arches.
“In India, unfortunately, there is no beauty in infrastructure. When you create
something for posterity, you should bring in some aesthetics,” he says, adding the
flamingoes’ path was not disturbed by the construction. MTHL was originally
conceived in the 1960s and has been attempted three times since 2006.
The Rs 17,840 crore bridge, developed by Mumbai Metropolitan Region
Development Authority (MMRDA), is being constructed by two joint ventures, one
between Larsen & Toubro and Japan’s IHI Infrastructure Systems and the other
between Tata Projects and South Korea’s Daewoo Engineering and Construction.
Work on the bridge, 80% of which is funded by the Japan International Cooperation
Agency, began in March 2018 and is scheduled to be finished by September 2022.
Once completed, MTHL is estimated to see daily traffic of 70,000 vehicles.

bridge involves 10,000 precast elements or blocks.
“No two elements are the same. That is the kind of precision required for the project,”
says Rajeev, who was previously principal secretary of expenditure in the department
of finance in Maharashtra. Engineering challenges aside, MTHL has necessitated the
removal of encroachers in Navi Mumbai and land acquisition from the Mumbai Port
Trust.
Rajeev says his experience in finance, urban
development and environment ministries is
coming in handy. “The engineering aspect is
taken care of. What is required is an outside view
of the project. You do management by exception;
you intervene only when there is a problem.”
MMRDA is executing projects worth Rs 1.5 trillion,
including over 300 km of metro lines. There have
been sporadic attempts to ease the commuting
woes of Mumbaikars but the next five years will
be crucial in making substantive changes to the
city’s infrastructure. MTHL is one of the most
closely watched projects.
Pivotal Learnings

By Shantanu Nandan Sharma

Mangu Singh had big shoes to fill when he entered Metro Bhawan in Delhi on
December 31, 2011. E Sreedharan, widely known as the nation’s metro man,
was retiring as the managing director of Delhi Metro Rail Corporation (DMRC)
after a glorious 14-year stint that included building 190 km of metro line in the
capital. Singh was the replacement.
A former railway engineer just like Sreedharan, Singh went on to prove that
metro rail could be constructed faster. His team added another 190 km under
phase-III in just seven years (2012-19). The target now is phase-IV that
involves constructing 104 km of tracks for Rs 34,580 crore.
Under Singh, DMRC engineers also built 10 km of Jaipur Metro and 25 km in
Kochi Metro. It should come as no surprise then that Singh, 64, has been
given an extension till December 2020. Delhi Metro is a rarity among India’s core sector project execution as it has had only two bosses
in over two decades. Singh was part of Sreedharan’s core team from 1997, when DMRC was set up.

“The top man needs to continue till a project gets
completed,” Singh says. Building a metro system is all
about learning from experiences, adhering to strict work
discipline and adopting new technology, he says. Before
DMRC, Singh was part of India’s first metro project —
the Kolkata Metro, the only metro controlled by Indian
Railways. But that project took 25 years to build just 16
km.
The construction also caused unprecedented chaos on
the roads, uprooted sewerage and water lines and
brought down buildings accidentally. “Everything that
could go wrong went wrong. It was a big lesson,” he
says. Many initiatives by DMRC — such as not allowing
construction of labour huts along the worksite as well as
introducing better lighting system and multiple U-turns
under flyovers — were the outcome of the learnings from
Kolkata. Besides running the 389-km network, DMRC is
also planning to add 104 km. But it also has to deal with
coaches and tracks that are now 15 years old and
require more maintenance. One big challenge was land
acquisition under the Land Acquisition, Rehabilitation
and Resettlement Act, 2013, which has no provision to
acquire land on a priority basis.
“But we overcame that. Under the new law, compensation is lucrative, and we turned it to our advantage by directly approaching the
landowners,” he says. Singh, a civil engineer from IIT-Roorkee, also seems to have found a way to handle the pressure that comes from
heading a company equally owned by the Government of India and the Government of Delhi.
“There is no political pressure on us. At times, yes, we have been tested. But we have withstood it. The situation is the same as it was
during Sreedharan’s time,” he clarifies. But doesn’t he get upset when asked to shut down metro stations to stonewall protests?
“It is a tricky situation. As an operator, we don’t want to close stations. It causes inconvenience to our commuters. But at the same time,
we can’t go against the advice of any security agency. We have, however, made it amply clear that such a decision needs to be taken at
the top level of the agency concerned,” he adds.
Path to Future

By G Seetharaman

Radheshyam Mopalwar had his task cut out at the Maharashtra State Road Development Corporation. The day he took charge as its
vice-chairman and managing director in September 2015, he floated a tender for a pre-feasibility study of a 701-km expressway from
Nagpur to Mumbai, announced just over a month earlier by the then Maharashtra chief minister, Devendra Fadnavis, who hails from
Nagpur. This was going to be a mammoth exercise, with the total land to be acquired around 20,000 acres — and 85% of it from private
owners in 392 villages in 10 districts. So MSRDC could not afford to leave the acquisition to the revenue department, as is done usually.
“We functioned as a backoffice of collectors and provided logistical support with vehicles, land surveys, demarcation. We provided them
with manpower,” says 62-year-old Mopalwar, who retired as MD of Maharashtra State Road Development Corporation (MSRDC) in 2018
but has since been given two extensions. Beyond the logistical challenges of surveying land and up-dating land records, MSRDC had to
convince 22,000 families to part with their properties. So it appointed 350 communicators who held over 3,000 meetings with
landowners.
“The biggest surprise was that the opposition in the media was not seen on the ground. There was resistance from people whose land
was not acquired,” says Mopalwar, who was previously divisional commissioner of the Konkan division. He was sent on leave in August
2017 over graft allegations. But a government-appointed
panel cleared his name and he was reinstated four
months later.
The land acquisition for the Rs 55,000 crore project, also
called the Samruddhi Corridor, was completed in a year
and construction began last year. The expressway will be
operational in December 2021, except for a short stretch
in the Thane portion, which will be commissioned by
June 2022. The expressway will halve the journey time
between Mumbai and Nagpur to eight hours. Since a 22-
km stretch of the expressway passes through a wildlife
corridor near two sanctuaries, MSRDC decided to
partner with the Wildlife Institute of India (WII) to make
the road animal-friendly.
“We accepted whatever WII recommended. We are
building overpasses at some places and underpasses at
others. They have also suggested we put up noise
barriers.” The Samruddhi Corridor is more than seven
times as long as the Mumbai-Pune expressway and
more than twice as long as the one connecting Agra and
Lucknow. If commissioned on time, it could serve as a
benchmark for future projects.

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