This document provides an overview of a management and leadership programme presented by Rajesh Prasad. Some key points:
- It discusses definitions of management vs leadership and quotes prominent thinkers on the topics.
- It provides an introduction to Rail Vikas Nigam Limited (RVNL), a public sector undertaking that has contributed significantly to railway infrastructure projects in India.
- Statistics are presented on RVNL's financial performance, projects commissioned, and rankings from the Department of Public Enterprises over the past years.
- The presentation covers topics like corporate governance practices at RVNL, motivation examples, and the company's response to the COVID-19 pandemic crisis.
Now I am going to share some of the Ratio values of the company which I obtained from the financial reports of last five years i.e Current Ratio, Quick Ratio, Cash Ratio, Return on Asset Ratio and Return on Equity Ratio.
This document discusses financial analysis methods for urban transport projects, including net present value (NPV), cost-benefit analysis (CBA), and internal rate of return (IRR). It provides examples of how to calculate project costs, benefits, NPV, IRR, and determine if a project is economically viable. Specifically, it shows an example analysis of a proposed 21km road project, calculating project costs, travel time and vehicle operating cost savings over 12 years, and determining the project has a benefit-cost ratio above 1 and IRR of 27.6%, indicating it is economically viable.
The document discusses the financial planning process for corporations. It describes financial planning as determining a company's financial needs and goals for the future and how to achieve them. The key components of financial planning are current resources, investment options, and financial goals. It also provides steps for setting financial goals and analyzes the financial planning of the National Transmission and Despatch Company Limited project to build a new 500kV grid station in Lahore.
Financial Analysis of Panasonic carbon india ltdRiddhima Kartik
Panasonic Carbon India Ltd operates in the electrodes and graphite sector, manufacturing electrodes and welding equipment. It has seen growth in reserves, liabilities, trade receivables and cash equivalents since 2011. Financial ratios like current ratio, quick ratio and interest coverage ratio indicate the company is in a strong financial position, while inventory turnover and return on equity suggest business is growing. The stock price and P/E ratio have increased in the last year, showing investor confidence.
Logistics Sector Second Quarter FY23 Research Report | Amicus Growth AdvisorsAmicus Growth Advisors
Explore Amicus Growth Advisors' comprehensive Logistics Sector Second Quarter FY23 Research Report. Gain valuable insights into market trends, performance, and key indicators that impact the logistics industry. Stay informed and make informed decisions in this dynamic sector.
CONCOR is India's largest container transportation company. It was incorporated in 1988 and began operations in 1989. Some key details:
- It has a network of 83 terminals across India and handles over 38 million tonnes of cargo annually.
- In 2018-19, CONCOR reported total income of Rs. 7216 crores and a net profit of Rs. 1215 crores.
- It is majority owned by the Indian government (54.8%) and has a market capitalization of over Rs. 34,000 crores.
- In addition to its core business, CONCOR is involved in various social initiatives around skill development, education, healthcare, and environmental sustainability.
Theme : “Public Sector Enterprises in Railways”
The Railways, a prime mover of the economy and a primary transporter of vital bulk products such as coal, oil and petro products, metals and minerals, food grains as well as people, is getting ready to meet the projected requirements of its user segments. The Railways and its departmental enterprises have articulated an ambitious roadmap and are gearing up to meet new growth targets.
Now I am going to share some of the Ratio values of the company which I obtained from the financial reports of last five years i.e Current Ratio, Quick Ratio, Cash Ratio, Return on Asset Ratio and Return on Equity Ratio.
This document discusses financial analysis methods for urban transport projects, including net present value (NPV), cost-benefit analysis (CBA), and internal rate of return (IRR). It provides examples of how to calculate project costs, benefits, NPV, IRR, and determine if a project is economically viable. Specifically, it shows an example analysis of a proposed 21km road project, calculating project costs, travel time and vehicle operating cost savings over 12 years, and determining the project has a benefit-cost ratio above 1 and IRR of 27.6%, indicating it is economically viable.
The document discusses the financial planning process for corporations. It describes financial planning as determining a company's financial needs and goals for the future and how to achieve them. The key components of financial planning are current resources, investment options, and financial goals. It also provides steps for setting financial goals and analyzes the financial planning of the National Transmission and Despatch Company Limited project to build a new 500kV grid station in Lahore.
Financial Analysis of Panasonic carbon india ltdRiddhima Kartik
Panasonic Carbon India Ltd operates in the electrodes and graphite sector, manufacturing electrodes and welding equipment. It has seen growth in reserves, liabilities, trade receivables and cash equivalents since 2011. Financial ratios like current ratio, quick ratio and interest coverage ratio indicate the company is in a strong financial position, while inventory turnover and return on equity suggest business is growing. The stock price and P/E ratio have increased in the last year, showing investor confidence.
Logistics Sector Second Quarter FY23 Research Report | Amicus Growth AdvisorsAmicus Growth Advisors
Explore Amicus Growth Advisors' comprehensive Logistics Sector Second Quarter FY23 Research Report. Gain valuable insights into market trends, performance, and key indicators that impact the logistics industry. Stay informed and make informed decisions in this dynamic sector.
CONCOR is India's largest container transportation company. It was incorporated in 1988 and began operations in 1989. Some key details:
- It has a network of 83 terminals across India and handles over 38 million tonnes of cargo annually.
- In 2018-19, CONCOR reported total income of Rs. 7216 crores and a net profit of Rs. 1215 crores.
- It is majority owned by the Indian government (54.8%) and has a market capitalization of over Rs. 34,000 crores.
- In addition to its core business, CONCOR is involved in various social initiatives around skill development, education, healthcare, and environmental sustainability.
Theme : “Public Sector Enterprises in Railways”
The Railways, a prime mover of the economy and a primary transporter of vital bulk products such as coal, oil and petro products, metals and minerals, food grains as well as people, is getting ready to meet the projected requirements of its user segments. The Railways and its departmental enterprises have articulated an ambitious roadmap and are gearing up to meet new growth targets.
This document provides an overview of Talbros Automotive Components Limited's 2023 work plan presented by Sonu Tyagi, Assistant Manager. It includes the agenda, company overview, key metrics for 2022, strategic pillars for improvement in 2023, and proactive measures being taken. The objectives for 2023 include reducing PPM to 50, eliminating OEM complaints, improving disruption score, and closing out audit findings within 2 months. Proactive measures outlined include process validations, tool monitoring systems, packaging improvements, and implementing firewall stations for inspection.
KPCL Showcase Presentation Dec 2020 04122020.pdfRaviBhutani3
Krishnapatnam port (KPCL) is a large private port located on India's east coast in Andhra Pradesh. It has a 50-year concession and is the 2nd largest private port in India with a capacity of 64 MMT currently and an approved master plan capacity of 300 MMT. APSEZ acquired 75% stake in KPCL at an enterprise value of INR 12,000 crore, representing an EV/EBITDA multiple of 10x, compared to APSEZ's trading multiple of ~17x, enhancing APSEZ's value. KPCL has infrastructure including 20 km of waterfront, 3,064 acres of developed port land out of 6,800 acres, and connectivity
The document provides information on the Indian automobile and tyre industries. It then focuses on analyzing financial statements and ratios for JK Tyres and CEAT.
Some key points:
- The Indian tyre industry has 60 plants, annual turnover of Rs. 50,000 crore, and exports of Rs. 10,500 crore. Major players are MRF, JK Tyres, and Apollo/CEAT.
- Ratio analysis shows CEAT has stronger financials than JK Tyres, with lower debt-equity ratio, higher net profit margin, and better ROI.
- Based on the analysis, CEAT is considered a better investment option compared to JK Tyres.
Selco Solar Light Pvt Ltd is a for-profit social enterprise based in Bangalore, India that provides solar energy products and services to improve living standards for rural households. It has over 500 employees serving a population of 1 million across India. Selco delivers sustainable decentralized energy solutions in a way that creates long-term value for users while ensuring access. It obtains funds through its foundation and uses them across its organizations to expand its reach and impact.
- The company reported total income of Rs. 9,060.51 crore for FY2017-18, up 45.28% from the previous year. Operating profit was Rs. 542.82 crore.
- Order booking for the year was Rs. 11,570 crore, with a total order backlog of Rs. 34,025 crore. The company secured L1 positions in orders worth Rs. 6,745 crore.
- Major projects secured during the year included packages for the Mumbai Trans Harbour Link project, a new civil enclave at Allahabad Airport, a 500-meter cable stayed bridge in Karimnagar, and metro projects in Mumbai.
Merchant banks in Bangladesh help raise capital for new businesses through activities like underwriting public issues, managing IPOs, and providing loans. The study examined the operations of five major merchant banks in Bangladesh from 2014 to 2018. Financial analysis found that banks engaged in a range of merchant banking activities like securities investment, margin lending, fee/commission income, and interest/investment income. Descriptive analysis found that most respondents agreed the key roles of merchant banks are helping clients raise funds and manage public issues.
Container Corporation of India: Q4FY15 net profit up 18.97%; BuyIndiaNotes.com
Container Corporation of India reported financial results for the quarter ended March 31, 2015. Net sales increased 15.48% to Rs. 14974.50 million from the prior year. Net profit grew 18.97% to Rs. 2927.10 million. Earnings per share were Rs. 15.01. The company signed a memorandum with the Ministry of Railways setting targets for FY2015-16 and declared a final dividend of 54%. The report recommends buying the stock with a target price of Rs. 1760 due to CONCOR's dominant position in the logistics industry and expected sales and profit growth.
This document discusses corporate social responsibility (CSR) in the Indian banking sector. It provides background on CSR and outlines CSR requirements for private and public sector banks in India. The document then presents data on the CSR spending of various public sector banks (State Bank of India, Union Bank, Punjab National Bank, UCO Bank) and private sector banks (HDFC, ICICI, Axis Bank, Kotak Mahindra Bank) from 2012-2016, comparing actual CSR spending to standard spending requirements. On average, public sector banks met CSR norms to a greater extent than private sector banks.
The document discusses a proposed project to expand a 207.4 km state highway from Hyderabad to Karimnagar and Ramagundam in Andhra Pradesh to a four-lane road. The total cost is estimated at Rs. 1,358.19 crores and it will be developed on a build-operate-transfer model. Feasibility studies show the project has a payback period of 4 years 2 months, a positive net present value, and a benefit-cost ratio greater than 1, indicating the project is financially viable. The expanded highway will improve connectivity and traffic flow between Hyderabad and Karimnagar.
- The document is a project report analyzing the financial statements of National Thermal Power Corporation (NTPC).
- It outlines the objectives of the study, which were to gain an understanding of NTPC's organization, finance department, return on investment policy, financial performance, and the importance of finance in business.
- The report also discusses NTPC's board of directors, independent directors, vision, mission, core values, and the research methodology used in the project.
Rajratan Global Wire Ltd reported financial results for the quarter ending March 31, 2015. Net profit increased 62.31% to Rs. 24.46 million compared to the same quarter last year. Revenue rose 3.56% to Rs. 624.64 million. Earnings per share was Rs. 5.62, up from Rs. 3.46 last year. The company expects sales and profits to grow annually by 8% and 3% from 2014-2017. The document provides an analysis of the company's quarterly performance, financial estimates, industry overview and a recommendation to buy the stock.
Feasibility study on expansion of state highwaysnehakaira
The document discusses plans to expand a 207.4 km state highway in Andhra Pradesh from two lanes to four lanes. Key points:
- The project aims to upgrade the Hyderabad-Karimnagar-Ramagundam state highway to improve traffic flow and safety.
- It will cost Rs. 1,358.19 crores and involve widening sections, rebuilding bridges, and adding features like bus bays and toll plazas.
- Feasibility studies found the project economically viable with a benefit-cost ratio over 1 and payback period of 4 years 2 months. It is expected to generate Rs. 323 crores annually in toll revenues.
Making Operations Commercially Viable | CONCORHamid Husain
Analysis of logistics operations of Container Corporation of India, (COCCOR), railways and roadways transportation cost analysis, working capital comparison with peers, findings and suggestions to enhance commercial efficiency.
IRB Infrastructure Developers reported financial results for the quarter ended March 31, 2015. Revenue increased 12% to Rs. 9904.49 million and net profit grew 27% to Rs. 1382.19 million. Earnings per share increased 20% to Rs. 3.93. Operating profit grew 26% to Rs. 5989.48 million. The company also secured a new project worth Rs. 2650 crore and its order backlog stands at approximately Rs. 127,000 million. Analysts expect the company's sales and operating profit to grow at a CAGR of 6% and 12% from 2014 to 2017 respectively.
The document provides information about Sui Northern Gas Pipelines Limited (SNGPL), the largest natural gas transmission and distribution company in Pakistan. It details SNGPL's network infrastructure including pipelines, compressor stations, and customers served. It also summarizes the company's vision, core values, shareholding structure, certifications, human resources, and completed pipeline projects extending its network since 1964.
This document provides an overview of a six-laning highway project in Andhra Pradesh, India. The key details include:
- The 27.4 km project is being carried out on National Highway 5 from Gundugolanu to Kalaparru.
- The total project cost is 486.34 crores and construction began in January 2020 with a scheduled completion of July 2021.
- The scope of work involves highway construction, service roads, slip roads, structures like flyovers and underpasses, and project facilities.
- As of January 2022, physical progress was at 65% and financial progress was at 61.67% with some changes to the original scope and timeline.
Rebuilding of Railway Infrastructures during the present crisis by Rajesh PrasadRajesh Prasad
Rajesh Prasad Director Operations RVNL participated as a speaker in 5th edition of 'Rail India Conference and Expo' organised under the aegis of MFI Safe Connect (Messe Frankfurt India) in Delhi on 11.03.2021
This document provides an overview of sundry earnings on Indian Railways. It discusses the major sources of earnings which include passenger earnings, other coaching earnings, goods earnings, and sundry earnings. Sundry earnings make up 2% of total earnings and include rent and tolls, non-fare revenue from commercial publicity, catering, parking, ATMs, pay-and-use toilets, and commercial plots. The document outlines the classification and accounting of sundry earnings and provides service head-wise originating earnings for South Central Railway for different time periods. It also discusses the department-wise breakdown of sundry revenue and key subheads under the commercial department.
Opportunities in Railway construction- development operations of infrastructu...Rajesh Prasad
7th RaiIndia Conference and Expo 7th edition was held on 27th Oct 2023 and a presentation was made on "Opportunities in Railway Construction - development/operations of railway infrastructure. This was held at Shangri-La Eros New Delhi and the theme was Next Gen Railways: Smart, Safe and Sustainable....
This is Keynote Address by Rajesh Prasad, Director Operations, Rail Vikas Nigam Ltd dt 11.09.2023 during 20th Safety Convention- Back to Basics for Strengthening EHS and Sustainable Foundation at Hotel Le-Meridien New Delhi being held from 11th to 13th Sept 2023
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This document provides an overview of Talbros Automotive Components Limited's 2023 work plan presented by Sonu Tyagi, Assistant Manager. It includes the agenda, company overview, key metrics for 2022, strategic pillars for improvement in 2023, and proactive measures being taken. The objectives for 2023 include reducing PPM to 50, eliminating OEM complaints, improving disruption score, and closing out audit findings within 2 months. Proactive measures outlined include process validations, tool monitoring systems, packaging improvements, and implementing firewall stations for inspection.
KPCL Showcase Presentation Dec 2020 04122020.pdfRaviBhutani3
Krishnapatnam port (KPCL) is a large private port located on India's east coast in Andhra Pradesh. It has a 50-year concession and is the 2nd largest private port in India with a capacity of 64 MMT currently and an approved master plan capacity of 300 MMT. APSEZ acquired 75% stake in KPCL at an enterprise value of INR 12,000 crore, representing an EV/EBITDA multiple of 10x, compared to APSEZ's trading multiple of ~17x, enhancing APSEZ's value. KPCL has infrastructure including 20 km of waterfront, 3,064 acres of developed port land out of 6,800 acres, and connectivity
The document provides information on the Indian automobile and tyre industries. It then focuses on analyzing financial statements and ratios for JK Tyres and CEAT.
Some key points:
- The Indian tyre industry has 60 plants, annual turnover of Rs. 50,000 crore, and exports of Rs. 10,500 crore. Major players are MRF, JK Tyres, and Apollo/CEAT.
- Ratio analysis shows CEAT has stronger financials than JK Tyres, with lower debt-equity ratio, higher net profit margin, and better ROI.
- Based on the analysis, CEAT is considered a better investment option compared to JK Tyres.
Selco Solar Light Pvt Ltd is a for-profit social enterprise based in Bangalore, India that provides solar energy products and services to improve living standards for rural households. It has over 500 employees serving a population of 1 million across India. Selco delivers sustainable decentralized energy solutions in a way that creates long-term value for users while ensuring access. It obtains funds through its foundation and uses them across its organizations to expand its reach and impact.
- The company reported total income of Rs. 9,060.51 crore for FY2017-18, up 45.28% from the previous year. Operating profit was Rs. 542.82 crore.
- Order booking for the year was Rs. 11,570 crore, with a total order backlog of Rs. 34,025 crore. The company secured L1 positions in orders worth Rs. 6,745 crore.
- Major projects secured during the year included packages for the Mumbai Trans Harbour Link project, a new civil enclave at Allahabad Airport, a 500-meter cable stayed bridge in Karimnagar, and metro projects in Mumbai.
Merchant banks in Bangladesh help raise capital for new businesses through activities like underwriting public issues, managing IPOs, and providing loans. The study examined the operations of five major merchant banks in Bangladesh from 2014 to 2018. Financial analysis found that banks engaged in a range of merchant banking activities like securities investment, margin lending, fee/commission income, and interest/investment income. Descriptive analysis found that most respondents agreed the key roles of merchant banks are helping clients raise funds and manage public issues.
Container Corporation of India: Q4FY15 net profit up 18.97%; BuyIndiaNotes.com
Container Corporation of India reported financial results for the quarter ended March 31, 2015. Net sales increased 15.48% to Rs. 14974.50 million from the prior year. Net profit grew 18.97% to Rs. 2927.10 million. Earnings per share were Rs. 15.01. The company signed a memorandum with the Ministry of Railways setting targets for FY2015-16 and declared a final dividend of 54%. The report recommends buying the stock with a target price of Rs. 1760 due to CONCOR's dominant position in the logistics industry and expected sales and profit growth.
This document discusses corporate social responsibility (CSR) in the Indian banking sector. It provides background on CSR and outlines CSR requirements for private and public sector banks in India. The document then presents data on the CSR spending of various public sector banks (State Bank of India, Union Bank, Punjab National Bank, UCO Bank) and private sector banks (HDFC, ICICI, Axis Bank, Kotak Mahindra Bank) from 2012-2016, comparing actual CSR spending to standard spending requirements. On average, public sector banks met CSR norms to a greater extent than private sector banks.
The document discusses a proposed project to expand a 207.4 km state highway from Hyderabad to Karimnagar and Ramagundam in Andhra Pradesh to a four-lane road. The total cost is estimated at Rs. 1,358.19 crores and it will be developed on a build-operate-transfer model. Feasibility studies show the project has a payback period of 4 years 2 months, a positive net present value, and a benefit-cost ratio greater than 1, indicating the project is financially viable. The expanded highway will improve connectivity and traffic flow between Hyderabad and Karimnagar.
- The document is a project report analyzing the financial statements of National Thermal Power Corporation (NTPC).
- It outlines the objectives of the study, which were to gain an understanding of NTPC's organization, finance department, return on investment policy, financial performance, and the importance of finance in business.
- The report also discusses NTPC's board of directors, independent directors, vision, mission, core values, and the research methodology used in the project.
Rajratan Global Wire Ltd reported financial results for the quarter ending March 31, 2015. Net profit increased 62.31% to Rs. 24.46 million compared to the same quarter last year. Revenue rose 3.56% to Rs. 624.64 million. Earnings per share was Rs. 5.62, up from Rs. 3.46 last year. The company expects sales and profits to grow annually by 8% and 3% from 2014-2017. The document provides an analysis of the company's quarterly performance, financial estimates, industry overview and a recommendation to buy the stock.
Feasibility study on expansion of state highwaysnehakaira
The document discusses plans to expand a 207.4 km state highway in Andhra Pradesh from two lanes to four lanes. Key points:
- The project aims to upgrade the Hyderabad-Karimnagar-Ramagundam state highway to improve traffic flow and safety.
- It will cost Rs. 1,358.19 crores and involve widening sections, rebuilding bridges, and adding features like bus bays and toll plazas.
- Feasibility studies found the project economically viable with a benefit-cost ratio over 1 and payback period of 4 years 2 months. It is expected to generate Rs. 323 crores annually in toll revenues.
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IRB Infrastructure Developers reported financial results for the quarter ended March 31, 2015. Revenue increased 12% to Rs. 9904.49 million and net profit grew 27% to Rs. 1382.19 million. Earnings per share increased 20% to Rs. 3.93. Operating profit grew 26% to Rs. 5989.48 million. The company also secured a new project worth Rs. 2650 crore and its order backlog stands at approximately Rs. 127,000 million. Analysts expect the company's sales and operating profit to grow at a CAGR of 6% and 12% from 2014 to 2017 respectively.
The document provides information about Sui Northern Gas Pipelines Limited (SNGPL), the largest natural gas transmission and distribution company in Pakistan. It details SNGPL's network infrastructure including pipelines, compressor stations, and customers served. It also summarizes the company's vision, core values, shareholding structure, certifications, human resources, and completed pipeline projects extending its network since 1964.
This document provides an overview of a six-laning highway project in Andhra Pradesh, India. The key details include:
- The 27.4 km project is being carried out on National Highway 5 from Gundugolanu to Kalaparru.
- The total project cost is 486.34 crores and construction began in January 2020 with a scheduled completion of July 2021.
- The scope of work involves highway construction, service roads, slip roads, structures like flyovers and underpasses, and project facilities.
- As of January 2022, physical progress was at 65% and financial progress was at 61.67% with some changes to the original scope and timeline.
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Opportunities in Railway construction- development operations of infrastructu...Rajesh Prasad
7th RaiIndia Conference and Expo 7th edition was held on 27th Oct 2023 and a presentation was made on "Opportunities in Railway Construction - development/operations of railway infrastructure. This was held at Shangri-La Eros New Delhi and the theme was Next Gen Railways: Smart, Safe and Sustainable....
This is Keynote Address by Rajesh Prasad, Director Operations, Rail Vikas Nigam Ltd dt 11.09.2023 during 20th Safety Convention- Back to Basics for Strengthening EHS and Sustainable Foundation at Hotel Le-Meridien New Delhi being held from 11th to 13th Sept 2023
The presentation on Cyber Security and Data Protection in RVNL is being made on 8th April 2022 before the Board of Directors of RVNL by Rajesh Prasad Director Operations RVNL
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During the present crisis the whole country is shut down and all the InfraStructure projects have been stopped. Wheels of the Indian Railways carrying passengers have also stopped moving after inception in April 1853. A small ppt has been prepared for the RVNL family.
A Coffee Table Book cum handbook on Cable Stayed Bridge with the 4 approaches...Rajesh Prasad
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Engineering for Change... A keynote address on Engineers day- 15th Sep 2019Rajesh Prasad
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There was a Bridge 2018 Conference on Innovative Technologies of Bridges organised by IIBE at Lucknow. During the conference held on 25.05.18 this paper was presented by Rajesh Prasad, ED Metro RVNL.
Construction Safety Protocol PPT by Rajesh Prasad, ED RVNL at Lucknow on 26.0...Rajesh Prasad
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This document provides details about innovative technologies used in the construction of special bridge structures. It summarizes the construction of a cable-stayed bridge in Bardhaman, India. Some key points:
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
2. Management is about arranging and
telling. Leadership is about nurturing and
enhancing.”
– Tom Peters
Management is doing things right;
Leadership is doing the right things.
– Peter Drucker
7. SCOPE
§ ABOUT RVNL
§ CORPORATE FILM
§ CORPORATE GOVERNANCE
§ MOTIVATION AND BOUNCE BACK AFTER THE
CRISIS
§ PROJECT MANAGEMENT
§ PPP MODEL & POLICY
§ RVNL SPVs
§ SUCCESS STORY OF KUTCH RAILWAY
8. RAIL VIKAS NIGAM LIMITED
National Railway Vikas Yojna - Announced by Hon’ble Sh. A B Vajpayee
§ Incorporated as a PSU on 24-1-2003.
§ Commenced operations in 2005.
§ Project executing arm of Indian Railways.
§ RVNL contributed more than 37% of Doubling of Railway
Lines and 28% of Railway Electrification commissioned
on Indian Railways.
§ 1 Trillion INR (13.2 billion USD) project expenditure
reached in Jan’ 2022. More than 85% of project
expenditure in Railway Infrastructure by RVNL from
2014-15 onwards.
§ ‘Mini Ratna’ – upgradation to ‘Navratna’ in process
9. § Employer entity of Ministry of Railways.
§ ‘Concept to commissioning’ – FLS, DPR, Plans & GADs, land,
Commissioning.
§ Innovative execution model - excellent contract management
practices.
§ Evolved in to one of the Government’s biggest Capex spender.
§ Mandated to constitute Project specific SPVs….and successfully
commissioned.
§ Lean set up – 544 employees.
§ 100 % dedicated to Indian Railways.
RVNL
Path breaking efforts in Railway Infrastructure……
14. Assessment Year
Rating
RVNL’s rank among Railway
PSUs assessed by DPE
Rank of RVNL
2007-08 Good 8th
2008-09 Very Good 10th
2009-10 Very Good 7th
2010-11 Excellent 5th
2011-12 Excellent 2nd
2012-13 Excellent 1st
2013-14 Excellent 2nd
2014-15 Excellent 1st
2015-16 Excellent 1st
2016-17 Excellent 1st
2017-18 Excellent 1st
2018-19 Excellent 2nd
2019-20 Excellent 1st
2020-21 Excellent 1st
DPE’s OM dated 11.10.2021 (2019-20) - rated Excellent with MoU score of 99 - 1st amongst all the PSUs in India.
DPE’s OM dated 18.01.2022 (2020-21- rated Excellent with MoU score of 99 - 3rd amongst all PSUs in India.
Rated “Excellent” for the 11 successive years by the Department of Public Enterprises.
Ranked 1st amongst the Railway PSUs for the 7 times in last 9 years.
MOU PERFORMANCE
15.
16. Mission
To create state of the art Rail transport
infrastructure to meet the growing demand.
Vision
To emerge as the most efficient provider of
Rail Infrastructure with a sound financial
base and global construction practices for
timely completion of projects.
17. Doubling - Contribution by RVNL Railway Electrification – Contribution by RVNL
Have contributed more than 37% of the doubling and more
than 28% of electrification projects of the total project
commissioned by Indian Railways.
705
881
1,458 1,614
273
310
508
601
39%
35% 35%
37%
FY13 FY17 FY20 FY21
Total for Indian Railways Total for RVNL % Contribution byRVNL
1,317
1,646
5,782
6,015
301
380
1,208
1,700
23%
23%
21%
28%
FY13 FY17 FY20 FY21
Total for Indian Railways Total for RVNL % Contribution byRVNL
(in km)
(in km)
(Source ministry of Railways)
18. Achievements and Highlights during
FY 2021-22
Project commissioned :-
• 1020 km of NL/Doubling/GC
• 5 Workshop (Turnkey Projects)
19. PROJECTS COMMISSIONED
S. NO. HEADS UPTO 31.03.2022 (km)
1. New Line (NL) 522.3
2. Gauge Conversion (GC) 2095.83
3. Doubling (DL) 5172.18
4. Railway Electrification (RE) 6834.93
5. Metropolitan Transport Project 46.14
TOTAL 14,671.38
6. RE as part of Doubling/GC/NL 3484.30
7. Workshop projects (Nos.) 15 nos.
8. Cable Stayed Bridge (No.) 1 nos.
9. Others 12 nos.
20. 259 KM
310 KM
417 KM
693 KM
665.49 KM
662.02 KM
1020 KM
0
200
400
600
800
1000
1200
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
NL/GC/DL (KM)
Financial
Year
New Railway Lines
/GC/DL (Km)
2015-16 259
2016-17 310
2017-18 417
2018-19 693
2019-20 665.49
2020-21 662.02
2021-22 1020
(all time high)
Performance of the company in commissioning
(New Railway line/Gauge Conversion/Doubling)
21. • Contributing to efficient, reliable supply chains by building
robust Workshops and Production Units through 3D approach
(Design, Develop, Dedicate)
• Built 15 Workshop/ Production Units all over the country for
production and maintenance of Rail Locomotives, coaches
and components.
• Support, Enhance & Reinforce efforts of Indian Railways for
‘Atmanirbhar Bharat’ ‘Make in India’ by building workshops
22. PROJECTS COMPLETION TIME
Diesel Loco Component Workshop at Dankuni (Phase-I) 12 months
DMU Factory at Haldia 16 months
Electric Loco Factory at Dankuni 25 months
Augmentation of Production Capacity of DLW at Varanasi
Commencement was done by Hon'ble PM who gave a target
of 24 months. RVNL completed this work in 22 months and
was inaugurated by Hon'ble PM.
22 months
Manufacture of Fiat Bogies for LHB Design Coaches, Yadgir 17 months
DEMU Shed at Aunrihar 21 months
Wagon POH workshop of 200 Nos capacity, Vadlapudi 25 months
Diesel Loco Shed, Barauni 27 months
Marathwada Rail Coach Factory, Latur 26 months
MEMU Shed, Kanpur 22 months
Rail Coach Naveenikaran Karkhana, Sonipat 31 months
Fast Track Project Execution
(Turnkey Workshop projects)
23. RVNL to promote ‘Make in India’ policy by using
indigenous rails in Kolkata Metro Rail Project
In an effort towards ‘आ"म$नभ'र भारत’ RVNL has used, for
the first time, indigenous HH Rails in a Metro Rail Project in
our country. HH rails offers greater efficiency through its
ability to handle higher axle loads of over 25 Tonnes with
low deformation and wear. For the first time indigenous HH
rails shall be used for a Metro in our country.
25. PILLARS OF CORPORATE GOVERNANCE IN RVNL
COMMITTEES
OF THE BoD
DISCLOSURE
PRACTICES
STATUTORY
AUDIT
COMPENDIUM OF
RULES, SOP &
CIRCULARS; GRIEVANCE
HANDLING MACHINERY
ACCOUNTABLLITY TRANSPARENCY
INDEPENDENT
SCRUTINY
EMPOWERMENT,
ETHICS & FAIRNESS
Ø Accountability
§ Ensure that management is accountable to the Board
§ Ensure that the Board is accountable to shareholders (78.20% Govt. + 21.80% Public)
Ø Transparency
§ Ensure timely, accurate disclosure, financial situation, ownership, performance.
Ø Independence
§ Procedures + structures to avoid any conflict of interest
§ Independent Directors - free from any influence
Ø Fairness, Empowerment, Ethics
§ SOP, Procedures, Circular, Grievance Handling Machinery, Compliance to LODR, Protect
Shareholders rights.
26. • Five whole-time directors,
• Two part time official directors -from Ministry
of Railways,
• Seven independent directors including a
woman director (now retired).
“To act in accordance with the highest standards of
professional integrity, honesty, ethical conduct and to
be proficient, professional and profitable by upholding
and promoting transparency and accountability.”
RVNL BoD-
FOURTEEN
DIRECTORS
RVNL CODE OF
CORPORATE
GOVERNANCE
27. Five
functional
Committees
to assist,
guide and
inform BOD Committees predominantly headed by Independent Directors- which
lends teeth and independence to oversee the Company’s works
effectively.
1. Audit Committee- met 5 times during 2020-21
2. Nomination and Remuneration Committee- met once during 2020-
21
3. Corporate Social Responsibility (CSR) Committee- met once during
2020-21
4. Stake holders’ Relationship Committee- met once during 2020-21
5. Risk Management Committee- met 4 times during 2020-21
Ease of doing business by: -
Reforms in Contract Management,
High standards of Reporting & Accounting,
Introduction of ‘E’-Tendering in RVNL, ‘E’-Measurement Books.
28. Performance indicators in Corporate Governance in RVNL
• Holds all statutory meetings regularly - BoD Meetings and
Committee meetings at regular intervals
• Investors’ Meets are also held periodically to increase shareholders
confidence
• AGM has always been held within stipulated time
• Submissions of Quarterly Financial Results to SEBI on time
• Official news, Quarterly Results, Annual Results communicated to
stakeholders through leading English and Hindi Newspapers and
published on the Company’s web site
• Regular Press Briefing and Business Interviews with various Business
and Financial media channels periodically
29. • Independent Directors’ Meeting is held at least once a year- as per
Companies Act provisions, SEBI guidelines
• BoD has laid down a Code of Conduct for senior management, and
it is fully adhered to
• RVNL has a Whistle Blower Policy besides a vigilance policy
adhering to CVC guidelines
• Vigilance details being put up to BoD regularly.
• Statutory and Secretarial Auditor Observations during 2020-2021-
CAG Nil comments continuously.
30. Grievance Redressal Machinery works for customers, shareholders
and employees (LODR)
§ All disclosures as per statutory requirement are published on RVNL
website.
§ Last but not the least, it can emphatically be stated that all these
Corporate Governance principles while adding to the Board's
effectiveness have strengthened RVNL’s distinction as a dominant
infrastructure development company.
32. मु#तस&गोऽनहंवाद0 धृ4यु4साहसमि7वत: |
:स;<य:स;<यो=न>?व>कार: कता> सािBवक उDयते ||26||
BG 18.26: The performer is said to be in the mode of
goodness, when he or she is free from egotism and
attachment, endowed with enthusiasm and
determination, and equipoised in success and failure.
FAMOUS QUOTE:-
33. COVID-19 – Pandemic was resulted into
→ The entire country shaken in locked down
condition
→ World Share Market tanked
→ Wheel of Indian Railway carrying
passengers stopped after 167 years
→ Shutdown of creation of Railway
Infrastructures
→ Share price of major companies has
touched to the bottom despite of
excellent performance in 2019-20
34. Crisis . . .
• The worldwide
infrastructure projects
including the works of
RVNL and in fact all over
India became standstill,
the share market gone
down and the whole
world was in trouble due
to the major pandemic
COVID-19.
35. QUESTION CAME TO OUR
MIND ..
What next
to
→ Our country
→ Indian Railway
→ RVNL
36. The answers were …
Ø We need to be ever motivated.
Ø Indian Railway will remain lifeline of
the nation and growth engine of the
country.
Ø RVNL will continue to play very major
role in building Railway Infrastructure
thus in building nation.
37. Railway Infrastructure investment opportunity to the tune of Rs. 50
lakh cr ($ 660 billion) during 2018-2030 for projects relating to track
completion, rolling stock manufacturing and station modernisation,
will enable Indian Railways to become the growth engine of the
country.
38. Karoly Takacs (Hungarian
Armyman)
• 1938 – In Army Camp, during practice hand grenade exploded in his
right hand. He lost his right hand.
• Takacs was determined to continue his shooting career, and without
telling anybody he started practicing with his left hand.
• ‘Impossible is nothing’
• 1939 - He won the Hungarian national pistol shooting
championship.
• Best shooters from all over the world where competing with their
best hands. He was the only one competing with his only hand.
• Other competitors got surprise to see him
• 1940 & 1944 Olympic games were canceled due to the second world
war.
• Won the gold medals in 1948 & 1952 Olympics
• Must see the link at: https://youtu.be/Sd-YsMs3OzA
MOTIVATION
EXAMPLE
39.
40. Arunima Sinha (Indian mountain climber and
sportswoman)
§ Seven time Indian volleyball player
§ Volleyball player turned to mountain
climber
§ 2011- She was pushed from a running
train by some robbers and She lying
there seven hours.
§ Her left leg had to be amputated
below the knee, she got rods in right
leg and multiple fractures in spinal
cord
§ Her aim was to climb each of the
continents highest peaks and hoist the
national flag of India.
§ Everyone told her “you can never do
mountaineering”
MOTIVATION
EXAMPLE
41. § When she meet Bachendri pal and Arunima told her story to
Bachendri pal then Bachendri pal said to Arunima :-
"My child You decided to climb Mount Everest in these situations
with Prosthetic (Artificial) leg.
You had Climbed, Achieved Mount Everest my child now just the
date is remaining to the World to know"
§ 2013 - She reached the summit of Mount Everest
§ World's first female amputee to scale Mount
Everest, Mount Kilimanjaro (Tanzania),
Mount Elbrus (Russia), Mount Kosciusko
(Australia), Mount Aconcagua (South
America), Carstensz Pyramid (Indonesia)
and Mount Vinson
§ 2015 - Padma Shri Award
48. As one heads towards his goal, he should
now be prepared to make adjustments in his
course……
49. Leadership principles we can learn
from Eagle:
• Fly alone and at very high
• Accurate Vision (5 Kms) and focused
• Eagle do not eat dead things
• Eagle loves storm and challenges
• Eagle tests commitments
• Eagles prepare for training
• Always leaves the comfort zone for growth
• Must see the link at: https://youtu.be/1P7cl5KxlRY
for the CHANGE process
58. There the eagle knocks its’ beak against
a rock until it plucks it out (very painful).
59.
60. When its’ new talons grow back, the eagle
starts plucking its’ old-aged feathers.
61. And after five months, the eagle
takes its’ famous flight of rebirth
and lives for
30 more
years
62. Why is change needed?
Many a time, in order to survive
we have to start a change
process.
We sometimes need
to get rid of old memories,
habits and other past traditions.
The present day crisis also provides
opportunities for infrastructure
building
63. As such option in Project Management is
either to change or adjust as per system
requirement or to suffer…. The change process
is very painful & unavoidable
64. Project Management
What is Project Management (PM)?
Project Management is the processes & body
of knowledge of specific skills, tools and
techniques used to bring structure and
planned order to deliver projects successfully
Project Management is the most efficient way
for implementing unique changes
65. Project Management
Project Management manages and controls the project work
by:
Ø Understanding specific requirements of all Stakeholders
that may be conflicting
Ø Identifying the Scope, Time, Cost and
Quality/performance criteria and potential risks
Ø Planning the work in detail : 'Why', 'What', 'Who',
'When', 'Where', 'How' and 'How Much’
Ø Making one person, generally the project manager
accountable for the project
66. That is why it is necessary to understand
Project Triangle
Project Life cycle
67. q Project constraints have been listed as
“scope," "time," and "cost“. These are
also referred to as the "Project
Management Triangle," where each side
represents a constraint. One side of the
triangle cannot be changed without
affecting the others.
Project Management Triangle
71. Commencement of work at site by Hon’ble Prime Minister on 25.12.2014,
Project (Part-I) dedicated to Nation by Hon’ble Prime Minister on 24.10.2016
Augmentation of Production Capacity of DLW
72. • Work sanctioned 28.08.2018
• LOA issued for execution : 30.08.2018
• Commencement of Work: 12.10.2018
• Factory completion & commissioning
with production of first coach shell
25.12.2020
Marathwada Rail Coach Factory
73. SPV Model-Policy in Railways
“Participative Models for Rail Connectivity and
Capacity Augmentation Projects”
1. Non-Government Railway Model.
2. JV Model for bankable Railway projects.
3. Railway Projects on BOT awarded through
Competitive Bidding.
4. Capacity Augmentation with Customers’ funding.
5. Capacity Augmentation - Annuity Model.
Rly Board had formulated policies like R3i in 28.11.2008 , R2CI in
21.02.2011 and now the policy guidelines of 10.12.2012 is in
vogue.
74. Process of SPV formation
• Bankability study:-
vTo asses traffic potential.
vTo ascertain IRR.
• The project is assumed to be bankable if:
v IRR > 10%
and
v DSCR >1.1
• Seeking strategic partners through EOI.
• Clearance from Ministry of Railways.
76. RISK Matrix
§ Type of Risk
– Financing Risk
– Revenue Risk
– O&M Risk
§ Risk allocation in different Contract Models:
77. • It is not mere outsourcing to the private
sector – Government fully responsible for
outcomes and is a regulator.
• It is not just private funding but involves
private managerial abilities and an efficiency
focus.
• It is neither an ill, nor a panacea.
What PPP is not
78. • Political will and stability
• Good Governance
• Trust between public and private sectors
• Long Term Financing Institutions
• Strong and Unbiased Legal Institutions
• Audit related transparency and clarity
Pre-requisites for PPP to take off
79. What is Time Value of Money?
The concept of Future Value
• INR 100 is worth INR 100 today
• What would it be worth a year from today
• It would depend on how much it earns
• If it earns 10% per annum – it would be worth INR 110 i.e.
100 x (1+10%) a year from now
• INR 110 is a future value (next year) of INR 100
• Two years from now this value would be 100 x (1.1) x (1.1)
= INR 121
• 10% is the compounding rate
• 1.1 is the compound factor in year 1, 1.21 the compound
factor in year 2
80. Net Present Value
To value options
80
The net present value of all future benefits and costs
discounted at a rate reflecting the systematic risk of the
undertaking i.e. the discount rate
• Implying
• If NPV > 0 : Good
• If NPV < 0 : Not good
81. Internal Rate of Return
The return on investment for the capital
providers
• Meaning
The return on investment i.e. the return of future
benefits over future costs for the capital providers,
which should exceed their minimum required rate
of return i.e. hurdle rate
• Implying
–If IRR > Hurdle Rate : Good
–If IRR < Hurdle Rate : Not good
81
82. Internal Rate of Return (IRR)
• The internal rate of return (IRR) is
a metric used in financial analysis
to estimate the profitability of
potential investments.
• IRR is a discount rate that makes
the net present value (NPV) of all
cash flows equal to zero in a
discounted cash flow analysis.
83. Cash Reserve Ratio (CRR)
• CRR is the minimum proportion/percentage of a
bank’s deposits to be held in the form of cash or
cash equivalent.
• The CRR is mandated by the Reserve Bank of India.
RBI’s Monetary Policy Committee determined CRR.
• Current CRR rate is about 4.50%
84. Statutory Liquidity Ratio (SLR)
• SLR is the minimum percentage of deposits that a
commercial bank has to maintain in the form of
liquid cash, gold or other securities.
• The Reserve Bank of India decides the SLR which is
to be maintained by other banks.
• Banks need to maintain SLR in the form of gold,
cash, government bonds or approved securities.
• Current SLR rate is about 18%.
85. Difference between SLR and CRR
• Cash Reserve Ratio (CRR) is the percentage of
money, which a bank has to keep with RBI in the
form of cash. Whereas, Statutory Liquidity Ratio
(SLR) is the proportion of liquid assets to time and
demand liabilities.
• CRR controls liquidity in banking system while SLR
regulates credit growth in the country.
• These two controls inflation.
86. Marginal Cost of Funds based Landing
Rate (MCLR)
• MCLR rates were first introduced by the Reserve
Bank of India in the year 2016 to ensure better
pricing of floating rate loans by banks to end
customers.
• MCLR refers to the minimum interest rate below
which financial institutions can’t lend, except in
certain cases.
• Current MCLR rates about (6.65% to 10.86%).
87. Debt Service Coverage Ration (DSCR)
• The Debt Service Coverage Ratio (DSCR), also
known as "debt coverage ratio" (DCR), is the ratio
of operating income available to debt servicing for
interest, principal and lease payments.
• DSCR = Net Operating Income/Debt Service
where EBITDA = Gross Operating revenue – Operating
Expenses
Debt Service = Pr. Repayment + Interest Payments + Lease
Payments
88. Example: Delhi Noida Toll Bridge
88
• IL&FS, NOIDA and the Delhi Administration signed a MoU on 7th April 1992 for the
construction and operation of the Delhi Noida Toll Bridge. The Noida Toll Bridge
Company Limited ( NTBCL) was incorporated on 8th April 1996.
• Under the concession agreement, NTBCL has been given the right to commercially
exploit the Delhi Noida Toll Bridge by levying tolls.
• The bridge, which opened to traffic in February 2001, was among the first few project
to have been developed as a PPP in India
• In the initial years of operation, the revenue from collection of toll fees at the Delhi
Noida toll bridge fell below originally projected levels and below break-even level
because 2 new free bridges on northern side were constructed by Delhi government
• The project was able to achieve only 37% of projected traffic and 28% of projected
revenues in 2002-03.
Shortfall attributed to unexpected competing alternatives
89. Example : Pipavav Railway Corporation
• Pipavav Railway Corporation Limited (PRCL) was the first joint venture under
Ministry of Railways. It was incorporated in May 2000 as joint venture with equal
participation between the Indian Railways and the GPPL
• The project was completed in less than 2 years of contributing equity money and
started paying revenues to MOR as freight. GPPL got rail connectivity to the port in
time.
• The most serious weakness of the project was its inability to get the projected
traffic. Even the guaranteed traffic in the first three years was not materialized. This
created a serious problem of inability to service the debt.
89
2003-04 2004-05 2005-06
Projected traffic 1 MT 2 MT 3 MT
Actual traffic 0.39 MT 0.88 MT 1.57 MT
Difference 0.61 MT 1.12 MT 1.43 MT
Poor performance in first 3 years made GPPL to revise the traffic projection
90. Example : Delhi Gurgaon Expressway
90
• The plan for an expressway connecting Gurgaon, a Delhi suburb that is
located in Haryana, and the Capital, was initiated in the late 1990s..
• DPR prepared in 1998 estimated traffic in the first year at 80,000
vehicles a day
• The expressway was commissioned in January 2008 after much
delay primarily owing to issues in land acquisition and changes in
the scope of work
• Traffic on the expressway on the first day turned out to be what the
DPR had projected it would see in 2013. The actual average daily traffic
is now being estimated at 140,000 vehicles.
• Traffic has exceeded estimates because of more intense land-use
development
Year-on-Year growth in traffic has been more than 9%, instead of estimated 5%
91. What can go wrong?
Actual different from estimate
Capital Expenditures Maintenance and Operating Expenditures
Construction Operations
Costs
93. Examples: Bandra-Worli sea link
93
• Was envisaged to be a Rs 300 crore project to be
completed by 2004
• Actual cost of the project, eventually was Rs 1600 crore
along with a delay of 5 years
• The key reasons attributable are
ü changes in project design,
ü alternations in the alignment of the main sections of the
sea link,
ü environment clearances
94. Examples: Delhi Gurgaon Expressway
94
• In the case of Delhi Gurgaon expressway, the
funding for the project at the time of financial
closure was Rs 547.5 crore.
• Actual cost of the project, eventually was Rs 1,175
crore.
• The key reasons attributable are
üChange in scope of work by NHAI
üTime taken to acquire multi-approvals
üIssues with land acquisition
95. Identify Risks
Typical infrastructure risks
RISKS
Political
Commercial
Financial Risk
Market
Risk
Land Acquisition Risk
Construction
Risk
Technology
Risk
Cost Overrun
Risk
Force Majeure
Risk
Operational and
Maintenance
Regulatory
96. BOT Annuity
How to calculate the annuity
Capital
Expenditure
Maintenance
Expenditures
Cost of Capital
Income from
Annuity Payments
The essence is that the Annuity is the
required periodic income to recover the
whole life costs and the cost of capital.
97. Viability Gap Funding (VGF) scheme
• Revolving fund within Ministry of Finance
• Supports PPP infrastructure projects which are
–Economically justifiable but NOT viable
commercially
• Upfront grant of up to 20% of project cost. Additional 20%
can be given by the sponsoring authority (if required)
• Project implementation by a Private Sector Company
(PSC)
• Project should provide a service against payment of a pre-
determined tariff or user charge
• Bidding Parameter is VGF sought
97
VGF provides funding in the form of grant to meet gap for making a PPP project commercially viable
98. It is a process that provides a
framework for prioritizing, gathering, analyzing, an
d incorporating social information and
participation into the design and delivery of devel
opmental interventions. It ensures that development
interventions are:
• Informed and take into account the key relevant
social issues
• Incorporate a participation strategy for involving a
wide range of stakeholders.
Social impact assessment (SIA)
99. • Describe the relevant human environment/ area of
influence and baseline conditions
• Develop an effective public plan to involve all
potentially affected members of the public
• Describe the proposed action or policy change and
reasonable alternatives
• Scoping to identify the full range of probable social
impacts
• Screening to determine the boundaries of the SIA
• Predicting Responses to Impacts
• Develop Monitoring Plan & Mitigation Measures
Stages in Social impact assessment
100. Design a bankable PPP
• Understand the process of financial analysis
• Understand the requirements from sponsors and
banks
• Allow for a fair and reasonable rate of return
• Understand the options for fiscal support and their
rationale
101. • PPPs worldwide are still at an
experimental stage.
• The Government is ultimately
responsible for PPPs.
• PPPs are risky because they are high
cost, long term and have high impact
on public.
102. Rail Vikas Nigam Ltd. (RVNL)
Subsidiary SPV’s
Kutch Railway Company Ltd. (KRCL)
(50.00%)-Commissioned
HSRC Infra Services Limited (100%)
Krishnapatnam Railway Company Ltd.
(KPRCL)
(49.76%)-Commissioned
Bharuch Dahej Railway Corporation Ltd.
(BDRCL) (35.46%)-Commissioned
Haridaspur Paradeep Railway Company Ltd.
(HPRCL) (30.00%)-Commissioned
Angul Sukinda Railway Ltd. (ASRL)
(32.16%)- TDC for commissioning- Dec. 22
RVNL promoted SPVs
to attract private participation in railway infrastructure
v Rs. 86,089.79 crore (USD 11363.84
million) revenue generated for
Indian Railways.
v Equity contribution of Rs. 1133.05
crore (USD 149.55 million) at a total
project cost of Rs. 8482.51 crore
(USD 1119.69 million).
v SPVs in Pipeline
102
104. Kutch Railway Company Limited (KRC)
Project Type & Length Gauge Conversion, 301 Km
Date of MoU 03.03.2004
Date of Incorporation
shareholders Agreement
signed on
22.01.2004
Construction Agreement
signed on
06.10.2005
Project Cost 550 crore
Commercial Operations Date 01.07.2006
Equity Participants (100% ) Rail Vikas Nigam Limited : 50%
Deendayal Port Trust : 26%
Gujarat Adani Port Ltd : 20%
Govt. of Gujarat : 4%
106. Cumulative Performance
Freight Loading - 459.93 MT
Total Revenue Earned - INR 62129.59 crore
USD 8076.83 million
Share of IR’s Revenue - INR 53838.41 crore
USD 6998.99 million
Share of SPV’s Revenue - INR 8291.18 crore
USD 1077.84 million
107. Cumulative Performance
Kutch Railway Co. Ltd –
• In FY 2020-21 (COVID year) 19375 nos. rakes
handled.
• 23123 rakes handled in FY 2021-22, 2124 rakes in
Dec. 2021, all time record.
• 2401 rakes in May 2022, all time record.
111. Palanpur - Samakhiali DL (247.73 Km)
SPV is undertaking the doubling of Samakhiali -Palanpur
section (247.73 km) at a cost of Rs. 2538.01 Crore and 655.02
Crore for RE.
112. A. The gauge conversion was for a total length of 301 Km, with 247.73 Km of
Palanpur – Samakhiali stretch and 53 Km of Samakhiali – Gandhidham
stretch.
B. The above single line was sanctioned for doubling. Out of 247.73Km of
doubling between Palanpur-Samakhiali following sections have been
commissioned (Total = 117.31 Km):
1. Lakadiya- Kidiyanagar = 25.02 Km,
2. Lakadiya-Samakhiali = 10.44 Km
3. Jasali-Diyodar =19.26 Km,
4. Bhildi-Jasali = 11.10 Km
5. Radhanpur-Varahi = 19.52 Km,
6. Chandisar-Bhildi = 31.97 Km
116. My final words would be: life as a
sportsperson is hard, and there
will certainly be times when you
might be tempted to quit or rake
shortcuts - but remember there
are no shortcuts to success. At
such times you should try and
derive inspiration from this Urdu
couplet:
“Mita de apni hasti ko agar his
martaba chahe, ki dana khak may
mil kar gul-e-gulzar hota hai.”
The Race of My Life
118. !पं धे'ह जयं दे'ह यशो धे'ह ./वषो ज'ह I
Please grant us beauty,
please grant us victory and
please destroy us inner enemies.
ॐ सव$ भव'तु सु*खनः।
सव$ स'तु /नरामयाः।
सव$ भ4ा*ण प7य'तु।
मा कि7चत ् दुःख भा=भवेत ्॥
ॐ शाि'तः शाि'तः शाि'तः ॥
May all be happy,
May all be without disease.
May all look for well being
of others, may none have
misery of any sort.
Om peace, peace, peace
119. Ø Why we Railway Officers/ Managers
need Change….
Ø We should always plan and dream to
excel….
“We may not achieve everything
that we dream
But …
We will not achieve anything
unless we dream”
120. DON’T WAIT FOR OPPORTUNITY,
CREATE IT.
THE KEY TO SUCCESS IS TO FOCUS
ON GOALS, NOT OBSTACLES.