One Government Officer due to his excessive greed can disrupt and throw your investments to dogs on his whims & fancies. Your Millions of Dollars can be lost in just a moment. It's not worth doing business with Municipal Corporations in India.
3. Senior Management Team
BHASKAR SEN- DIRECTOR B.Tech & an IIM โKolkatta Alumni with Years of experience in
setting up and successful running of city level profit centre in telecom areas, national level
functional management in multi-national company, Executive directorship in public limited
company, Research and Development head (process automation) in Indian multi-national
including interaction and technology sharing with multiple global collaborators.
3
ARUN KUMAR RAI- CHIEF OPERATING OFFFICER Bachelor of Technology with more than
22 years of experience with reputed Companies like Xerox, Mahindra Logistics as Business
Head. An expert of Logistics & Operations.
RAJNEESH DP SINGH- CHIEF OPERATING OFFICER Bachelor of Technology with more than
16 years of experience in Power & Waste Management Area with reputed Companies like,
Punj Lloyd, JITF, BSES & A2Z. An expert in Project Management and W2E
RAVI NAFDE- CHIEF TECHNOLOGY OFFICER B.Tech & M.Tech from IIT โMumbai , is an
expert on Industrial Design & Engineering with more than 26 years of experience. Has
done complete Design &Engineering & commissioning of large industrial setups like Glass
Tube Plant โ Taloja, Thane, Oxygen Plant โ Nagpur, Nagpur, Basalt Casting โ Buti Bori,
Nagpur, Water Source Development and Supply for Gorai Industrial Estate, Chhatisgarh
4. Phase 1 Projects
Municipality Project Type
Tons / Day
(Potential)
Concession
Period
Phase 1
Technology
Capital
Required
(in USD)
Status
Bangalore,
Karnataka
Brownfield
1,000
(2,500)
25 years
RDF to Energy +
Aerobic Digester
5 M
63% Equity of SGGRL acquired. 14 M
USD already invested, 80% work
completed, 8 MW power Plant under
installation (23 MW in 2nd phase)
Bareilly
+Moradabad
Brownfield
700
(900)
30 years
DTDC+ Aerobic
Digestion
5 M Executed Concession Agreement
Allahabad,
Uttar Pradesh
Brownfield
600
(800)
30 years
DTDC+ Combustion +
Aerobic Digester
20 M
Work has started. 100% DTDC
commenced. Compost & RDF plant
Operational. 8 MW RDF to Power
Plant under installation
Agra, UP Brownfield
900
(1200)
30 years
DTDC+ Pyrolysis +
Aerobic Digester
25 M Executed Concession Agreement
Rampur Greenfield 8 MW 30 Years Combustion 12 M
Executed Concession Agreement/
Power Purchase Agreement Signed @
Rs. 6.91/ Unit
Total
3,200 tons
(4,900 tons)
67 M
4
6. Background
โข Tender was floated by Allahabad Municipal Corporation for
operating the existing Compost Plant s along with Door to Door
Collection of Waste and Transportation of the same to the Plant.
โข Hari Bhari had given two rates: Rs. 415/- Per Ton (Wherein All
vehicles shall be owned by ANN & Rs. 515/- per MT (Wherein all
vehicles to be deployed by Hari Bhari). Nagar Nigam selected
first option of Rs. 415/- per MT and entered into two separate
concession agreements :
Agreement 1:
โข Door to door Collection of waste : User Charges to be collected
by Hari Bhari & Kept by Hari Bhari
โข Secondary collection & transportation
โข Operation & Maintenance of existing Compost Plant
โข Operate & Maintain SLF
Agreement 2:
โข Setting up of 150 MT/day Concrete & Debris Waste to
Interlocking Brick Plant on Build, Own, Operate & Maintain basis
โข Setting up of RDF to Energy Plant (150 MT/day) on Build, Own,
Operate & Maintain basis. (Concession Agreement for 30 years).
TOTAL PROJECT COST: INR 110 Crore
8. Proof of Service in Door to Door Waste
Collection..First time in World
โข Hari Bhari has developed an innovative proprietory
solution and is installing RFID tag on every waste
generators within the municipal limits.
โข Safai Mitra registers attendance using RFID Reader
on every Tag before lifting waste.
โข This gives Proof of derive delivery, control &
visibility.
โข Hari Bhari is investing Rs. 6 Crores from itโs own
source to create this IT infrastructure for the City.
RFID
Re-Engineering success of Door to Door
Waste Collection..First time in World
9. Highlights & New initiatives
in DTDC.. Many Firsts
1. For the First Time RFID tagging is being used on such massive scale for proof of
service delivery in India & World.
2. For the first time entrepreneurs development program with support of Prime
Ministerโs Mudra Scheme has been deployed in this Industry.
3. For the first time School students are being engaged directly through a structured
educational & leadership development program in any City. Hari Bhari is targetting
about 50,000 Waste Warriors in next 3 months.
4. Development of Modern & scientific Primary collection Centers across 15
locations.
5. For the First Time Revenue sharing agreed with Nagar Nigam by any operator. Hari
Bhari has committed to Pay Nagar Nigam Rs. 10 lakhs Per month from Door to
Door Revenue.
10. Regenesis Foundation-
A CSR Wing of Hari Bhari
โข Regenesis Foundation โ the CSR
wing of Hari Bhari is running
mobile health clinics & conducts
regular health camps in
underprivileged parts of cities
and provides curative and
preventive healthcare service at
the door steps with free
medicine distribution.
โข It is doing IEC Programs in
schools & several activities like
Nukkad Natak & Candle Rally etc.
12. Sanitary Land Fill
SLF has been designed for 5 years and has
maximum capacity to handle 2.19 Lakh tons
of waste rejects. Since the inception of SLF
only about 5000 MT of rejects were put in
SLF. SLF is filled with water. There is no way
for vehicles. Total capacity of SLF is 2.19 lakh
MT against which 3.39 lakhs of Waste is
already lying around SLF.
Plant Performance by Previous Concessionaire
Total Waste Received by Previous Operator 297000
Total Waste processed for compost 80000
Total Reject from Processed waste 40000
Total Waste for SLF by Previous Operator 257000
%age Processing 27%
%age Rejects 87%
Overall Performance till 7/06/2015
Total Waste Received by Plant 369789
Total Waste Processed 80000
Total unprocessed/ Reject to SLF 329789
%age Processing 21.6
%age Rejects 89.2
Before After
13. Tipping Floor CONDITION
Entire Tipping Floor was covered with 5000 MT reject garbage . There was
no place for fresh material. This has been cleared and shifted to SLF.
Before After
17. Chain Conveying System: Rollers are badly damaged and are just roughing against iron causing
damage to the entire conveying system. We are replacing Chain conveyor with Roller Conveyor at our
own cost.
PROCESSING PLANT
19. Condition of Plant..contd.
Feeder was defective with multiple angles creating frequent
bottlenecks for continuous feed. The same has been re-modelled.
Before After
20. Proposed Concrete & Debris Waste to
Eco Brick Plant.. First in Uttar Pradesh
โข Hari Bhari is in process of installing
150 MT/day Concrete & Debris waste
to Eco Brick Plant in another 6
months.
โข Allahabad Nagar Nigam has already
identified 3 acres of Land for this
purpose and will be signing a lease
agreement for the same with Hari
Bhari
21. Proposed 150 MT/day RDF to Energy
โข 6 MWh Power Plant
โข Meeting latest Pollution
Emission Norms
โข Within 12 months of
PPA
โข 5 Acres Land required
on lease.
22. Mechanized Primary Collection Centers..
For the First time in India
Erickshaws/ auto tippers will bring Door to Door waste to 15
nearby Primary Collection Centers.
The Present Dhalao Ghars will be converted into a
mechanized and modern Garbage Collection centers with a
very efficient handling systems @ Rs. 70-80 Lakhs per Center.
This Center will be closed house having multiple vertical
layers with a capacity to hold multi coloured Bins for Dry,
wet & Silt Waste respectively. EOT Cranes will be installed to
handle Bin Movement. ANN has agreed to invest money in
this project.
Existing Dhalao Ghar & Primary Collection Centers
Proposed Mechanized Primary
Collection Centers
25. Allahabad Vs. Indiaโs Top 10
Allahabad Secured 4th Position in Waste Management (C&T, DTDC, Road sweeping) &
2nd Position in Waste Management (Processing & Disposal)
26. Allahabad Vs. Other Uttar Pradesh Cities
Allahabad Scored Very high in Waste Management Category
Compared to other Cities of Allahabad
28. โขAfter having invested Rs. 15 Crores in Allahabad
Project to operate & Maintain over a period of
22 Months.
โขNot a Single paisa penalty levied due to non
performance in last 22 months,
โขContinued pumping Rs. 25 Lakhs to 30 Lakhs/
Month just to ensure service levels.
28
31. WHY?
โข Because Hari Bhari was demanding its contractual rights of:
โข Handing over of Secondary transportation to make project integrated & sustainable.
โข Hand over of Assets to increase coverage of Door to Door Collection of Waste.
โข Appointment of third committee member and Fixation of term sheet.
โข Implementation of Third Partyโs report.
โข Lease of Land for Power Plant & Eco Brick.
31
How?
โข Nagar Nigam gave half baked and wrong information to SADAN about itโs contractual
obligations
โข It kept giving inflamatory statements to press damaging the prospects of the Project.
โข It posted some of the people against whom we had written earlier to plant to send wrong
signals to our people.
โข The Wrong messages sent by Nagar Nigam demoralized our staff / workforce & Vendors and
Investors.
33. DOOR to DOOR Waste Collection Services
33
Sl
No.
Contractual
Scope
Contractual
Provisions
Contractual
Obligations
AS IS Status Loss to HBR
1.0 Door to Door
Collection of
Waste
Clause
1.5.9.1
80%
coverage
Within 9
months
from date of
contract
As per Agreement
NNA was supposed
to provide
resources. They
have provided only
35 TATA ACE and
150 Rickshaw which
can cover maximum
of 40% of
population. Against
Minimum 500
Rickshaws & 200
Tata Ace
Revenue to
the tune of
lakhs (Rs. 40
lakhs/month)
of Rupees
along with
reputation.
We have
already lost
around Rs. 4.8
Crores on this
account
1. Inspite of repetitive communications
Nagar Nigam failed to provide
adequate resources to provide services
to the entire city .
2. With the available resources we are
already having a coverage of 80% of
the Zones allocated to us. Wherein itโs
widely understood that โCoverageโ is
defined as Reach of total resources
deployed. i.e., if 1 Trycle rickshaw is
deployed, if it can cover 300
households/day and if itโs beat covers
300 households, coverage of this
rickshaw is 100%. However, if letโs say,
100 household is not giving waste to
the Rickshaw Volunteer, it was
responsibility of Nagar Nigam to
convert those 100 households to
positive by issuing them notices and
Challans.
34. Door to Door Collectionโฆcontd.
Sl
No.
Contractual
Scope
Contractua
l Provisions
Contractual
Obligations
AS IS Status Loss to HBR
34
2.0 Viability Gap
Funding of Rs.
1.2 Crores
Clause
1.5.9.3
January
2016- June
2016
We received this
fund in January
2017, after a delay
of 1 year
Loss of Rs. 2.4
Crores
3.0 Assist
Concessionaire
for converting
negative users
to positives &
Recovery of
dues
Clauses
1.5.6.3,
1.5.6.4 ,
1.5.13.2,
1.5.13.3
ANN was
supposed to
provide
support to
convert
positive and
recover dues
through
legal process
We have provided
list of 11,000
negative users ,
however, Nagar
Nigam has sent only
700 notices and not
a single challan
We are
suffering due
to this, a
direct loss of
Rs. 60 lakhs
till now and
counting
4.0 Bulk Generator Clause
1.5.7
Bulk
generators
are
supposed to
pay @ Rs.
1.7/Kg
Bulk Generators
refusing to give
waste to HBR, due
to Nagar Nigam
operating
secondary directly
Direct loss of
Rs. 30
lakhs/Month
revenue loss
(Rs. 3.6 Crores
till now..)
1. Inspite of having provided around 11000
negative household list, Nagar Nigam failed to
issue them all with notices and challans. (We
have evidence of submission of the list to
Nagar Nigam). We have no communication
from their side of any positive conversion or
challan amount recovered from them.
2. Hari Bhari installed NFC tags on 20,000
households till January 2016, with an
investment of Rs. 40 lakhs. This led to
Allahabad getting good marks in innovation
for Door to Door Collection of Waste.
However, since Viability Gap Fund and
secondary transportation was denied, we
could not invest further in this technology. All
funds for this technology innovation was
diverted to fund Door to Door Collection of
Waste.
35. SECONDARY TRANSPORTATION
Sl
No.
Contractual
Scope
Contractu
al
Provision
s
Contractual
Obligations
AS IS Status Loss to HBR
35
5.0 Secondary
Transportatio
n
Clause
1.6.1
100%
secondary
transportati
on handover
within 12
months of
contract
80% of the city is
not achieved due
to reasons solely
attributable to
ANN. We
achieved 80%
coverage of Zone
3 in March 2016,
and 80% coverage
of other zones as
well as per third
party report
submitted in
December 2016.
However, even
after approval by
Mayor & Nagar
ayukt on 2nd Jan
2017, this was
not transferred.
Direct loss
of Revenue
of Rs. 8-9
Crores in
last 12
month.
The secondary transportation is not being handed over to Hari
Bhari because of following factors:
โข Once secondary transportation is handed over to Hari
Bhari, Nagar Nigamโs select officialโs income from
Manpower, Diesel & Maintenance would be gone.
โข Nagar Nigam would have to pay tipping fees to Hari Bhari.
This tipping fees would directly hamper fund allocations to
dubious money churning projects.
โข We have evidence of your seeking help from central
Government for Equipment & tipping fees budget, due to
lack of fund with Nagar Nigam. Question is if you did not
have budget/ fund for this project, with what authority
did you enter into an agreement with Hari Bhari on false
representation?
โข We have evidence that based on 3rd Partyโs report, you had
decided to handover secondary transportation to Hari
Bhari vide note sheet and every body including legal,
finance & accounts, Mayor and you had signed this note
sheet on 7th of Jan 2017. All the planning for transfer were
done, SOP were made, vehicles were identifiedโฆ.What
caused you to withhold the secondary transportation
transfer to Hari Bhari?
36. Havoc Created by Nagar Nigam due to Greed of Transportation
Sl
No.
Contractual
Scope
Contractual
Provisions
Contractual
Obligations
AS IS Status Loss to HBR
36
6.0 Guaranteed supply
of MSW
Clause 1.7.1 1,44,000
MT/year is
guaranteed
(Without C&DS
of Sewage
waste)
We have received only
1,10,880 MT in last 21
months due to excessive
rejection because of
mixed waste
We have suffered a
loss of Rs. 7.42
Crores due to loss of
Compost. (Bill No.
HBA/ 16-17/02 dated
31/03/2017)
7.0 Rejection handing Clause 8.1 Maximum 25%
of total MSW
received
However, total reject
being handled is more
than 70.44%
There is direct loss
of Rs. 3.21 Crores(Bill
No. HBA/ 16-17/01
dated 31/03/2017)
8.0 Sanitary Land Fill Clause 1.4.3 As per
Agreement,
Sanitary Landfill
was supposed
to be handled
as per
environmental
norms
3 Lakh ton of Mixed Waste
was already lying around
the plant with SLF in not
usable condition hence
ANN appointed RCUS to
create a DPR for filling of
existing SLF & creation of
New SLF
There is a big
environmental
hazard , we are
operating plant
without an SLF.
1. Due to Non handing over of Secondary Transportation, following
damages have been done:
โข All apartments, commercials and bulk generators refuse to give us
waste, because they are already throwing waste to dustbins. Thus
causing huge revenue loss to Hari Bhari, and has impacted
sustainability of Door to Door waste collection services.
โข You are transporting Mixed Waste (Waste mixed with silt, sewage
etc.) This has caused huge amount of financial losses to us for which
we have raised a bill, which you need to pay.
โข Because of the maximized rejections, we have produced lesser
quantity of compost, which has also caused us huge loss apparently.
We have raised a bill to compensate losses due to factors not
attributable to us. And you need to pay this bill.
โข During summer days, you are transporting waste from places where
fire has been caused to burn waste. which has caused fire in the
plant Last year during the same time, there was a fire and this time
around fire has been caused due to your neglect and huge
environment damages has been caused.
โข Due to maximum mixed waste, this waste is also causing huge
environmental hazard. Already there is around 5 lakh tons of Mixed
waste (3 lakhs from previous operator) is lying around in the plant.
โข You have converted Plant into a dumping site. This plant may
anytime be closed by the NGT & CPCB, for factors not attributable to
us.
37. Land Allocation for Power Plant & Fixation of
Terms with 3rd Party Expert Comittee
Sl
No.
Contractual Scope Contractual
Provisions
Contractual
Obligations
AS IS Status Loss to HBR
37
9.0 Appointment of
Independent
Consultants
Clause 1.10 As per Agreement, 3
membered
independent
consultants were
supposed to be
appointed on
mutual agreement
basis with a term-
sheet for 3 years
No term-sheet is being
finalized on the pretext,
ANN has no money
This is creating huge
problem in
certification of work
and problem
resolution
10.0 Lease Agreement for
Concrete &
Demolition waste to
Ecobrick as per
separate concession
agreement dated
21/08/2015
Article 05,
Clause No. 5.1
Lease agreement
was to be entered
into within 7 days
from the date of
agreement
Not done as yet- Delay of 20
months
Loss of Revenue due
to sale of Eco Brick โ
a revenue loss of Rs.
4 Crores
11.0 Lease Agreement for
RDF to Power Plant (6
MW) as per separate
concession agreement
dated 21/08/2015
Article 05,
Clause No. 5.1
Lease agreement
was to be entered
into within 7 days
from the date of
agreement
Not done as yet- Delay of 20
months
Loss of Revenue due
to sale of Eco Brick โ
a revenue loss of Rs.
20 Crores
It is beyond any reason or comprehension that
a. You have not been able to fix a term
sheet with the independent
consultants even after 20 months of
the contract. (We have been sending
you many written reminders).
b. What stopped Nagar Nigam from
implementing 3rd Party Expert
Committeeโs recommendation?
c. You have not been able to give us on
lease 10 Acres of land required for
setting up of Power Plant & Eco Brick
Plant even after 20 months of the
contract.
d. We had sent you list of contractual
failures, and we have received no
pointwise reply till date. Nor have we
been called to discuss and resolve this
issue.
38. Truth Behind Fireโฆ
We had written to NNA on 31/03/2017 vide letter no.
HBR/Ald/06/2016-17and conveyed to them clearly
that we will not be able operate the dumping site
(Which is not as per agreed terms) wef 5th April 2017,
and vide a separate letter, we also informed them of
our inability to operate the plant due to no money to
buy diesel etc. However, NNA did not take any
positive steps to prevent the collapse:
โข NNA took no action / rectification measures/ adhoc
decisions to prevent the plant from converting into a
Waste Dump yard in just 12 days.
โข Then, NNA team transported waste with fire and caused a
huge fire and now they are using this incident for fixing
responsibilities on us. They filed an FIR on MD of the
Company.
โข NNA have refused to provide us any relief, rather they
posted some people from Nagar Nigam (This team
consists of people whom we had strongly objected in past
in writing vide our letter dated 6/01/2017 & 8/03/2017
because of their inherent issues with Hari Bhari), without
our concurrence and trying to create a scenario to
defame us. Deployment of these people clearly smacks of38
43. Proposed Concrete & Debris Waste to
Eco Brick Plant.. First in Uttar Pradesh
โข Hari Bhari was to install 150 MT/day
Concrete & Debris waste to Eco Brick
Plant in 6 months after 3 Acres of land
lease.
โข Allahabad Nagar Nigam yet to offer 3
Acres on lease even after 20 months.
44. Proposed 150 MT/day RDF to Energy
โข 6 MWh Power Plant
โข Meeting latest Pollution
Emission Norms
โข Within 12 months of
PPA
โข 7 Acres Land required
on lease.
โขNO Lease even after 20
Months by NNA
45. Mechanized Primary Collection Centers..
For the First time in India
rickshaws/ auto tippers will bring Door to Door waste to 15
nearby Primary Collection Centers.
The Present Dhalao Ghars will be converted into a
mechanized and modern Garbage Collection centers with a
very efficient handling systems @ Rs. 70-80 Lakhs per Center.
This Center will be closed house having multiple vertical
layers with a capacity to hold multi coloured Bins for Dry,
wet & Silt Waste respectively. EOT Cranes will be installed to
handle Bin Movement. ANN has agreed to invest money in
this project.
Existing Dhalao Ghar & Primary Collection Centers
Proposed Mechanized Primary
Collection Centers--- 15 such Primary Collection Centers was to be constructed by Nagar Nigam
but even after 20 months not a single has been constructed.
46. WHAT WE NEED TO MOVE FORWARD
1. Handover of Secondary Transportation of entire city for better management of Plant &
sustainability of the project.
2. Handover of requisite quantity of Vehicles for Wider coverage of Door to Door Waste
Collection.
3. Incase, Nagar Nigam doesnโt have funds for this , we are ready to invest in asset
provided rates are revised as per provisions of contract.
4. Opening of Quarterly revolving Letter of Credit for tipping fees payment.
5. Settlement of Hari Bhari claims/ bills through a third party expert committee/
arbitration
6. Payment of Rs. 2 Crore advance to clear the mess and restart the project, which can be
taken back in 24 instalments through tipping fees.
7. Fixation of term sheets of 3rd Party Expert committee.
8. Lease of 10 Acres Land asap.
9. Construct 15 Primary Collection Centers and resolve other minor issues.
46
47. Our Suggestions to improve SWM Program and its Viability.
โข Need to setup a Redressal/ contract Management/ monitoring expert committee
consisting of professionals like Engineers/Administrators/Cost Accountants/
Lawyers at Lucknow to resolve any crisis or contractual disputes/ interpretations.
โข 30 Year Long Contract where Million of Dollars Investment is made should be
given better respect and handling.
โข Letter of Credit must for Tipping Fees.
โข Like Lucknow, we should be given additional tipping fees of Rs. 320 Per MT for
Processing & Disposal for making the project viable and sustainable.
โข Government should take extra initiative to ensure that Compost is taken
compulsorily by City Parks etc. and by the Nearby Cooperatives. RDF must be sold
in 100 KM radius Cement Plant & Power Plants.
47
