Tokyohasapopulationof37Mandhasamorepopulationthananyotherurbanareainthe world. It has always been known to have the best metro system in the world with 57% of the populationusingthepublictransport.JapanaftertheWorldWarII,hadtorebuilditstransport infrastructure. So, the Japanese govt in collaboration with its private companies, invested in railwaysystems.Toreducecardependency,theJapanesegovt.hasbeenimplementingvarious push and pull measures. Public Transport and Profit go hand in hand for the Japanese govt, makingitoneofthemostprofitablesystemsintheplanet.
WhatmakesTokyotransitsystemdifferentisthefactthatitisverydiverseandownedbyboth PrivateandState-Ownedcompanies.Theyhavebeenmutuallyconnectedandarebarrierfree. The density of the average rail transit network in Tokyo far exceeds that of some developed cities in the world, such as Paris, London, etc., with an average of 300 m/km. Now, it has implemented travel management and ICT technologies to increase their efficiency and also increase the number of daily riders through policy and transparent governance. The Tokyo Subway system is a flag bearer of managing the transportation demand of an urban area with veryhighpopulationdensity.
2.RESEARCHQUESTIONS:
1. HowhasTokyoMetroevolvedovertheyears?
2. Howhasthespatialandoperationalcharacteristicsbeendeveloped??
3. Howisthedemandhandled?
4. Whatarethebehavioural aspectstobeconsidered?
5. Howsimilar/differentistheTokyosystemfromothersystemsaroundtheworld?
6. HowfeasiblearethesepracticestobeimplementedinotherMetroSystems?
3.OBJECTIVES:
1. StudyoftheEvolutionofTokyoMetro.
2. StudyofSpatialandOperationalDevelopmentcharacteristicsandvariouscomponents involved.
3. StudyoftypesofTravelDemandManagementtechniquesusedintheTokyoMetro.
4. Toobservekeybehaviouralparameters.
5. ComparativeAnalysisafteridentifyingcommonparametersandindicators.
6. PreparationofasetofRecommendationstootherMetrosystems.
4.RESEARCHMETHODOLOGY:
1. EvolutionandHistory:Studyofdifferentpaperstoacquirebothhistoricaldevelopment insightsandthepresentscenariooftheTokyoSubway.
2. Technology:StudyofInformationandCommunicationTechnologyusedintheTransit Systems.
3. TDM Strategies: Study about of the transit system operations, Travel demand managementstrategiesusedbyTokyoMetroandobservekeyparameters.
4. Case Study: Analysis of Case Studies to identify key common parameters and indicators.
5. KeyParameters: Identificationofsomekeyparameters.
6. DatacollectionofMetroStationsandrecommendationsasperparametersidentified.
5.STRATEGIESUSEDINTOKYOMETRO:
SMARTCARDS:
PASMO and SUICA are smart cards used in Tokyo Metro. Both are same by different companies. SUICA by JR East (one of Japan’s main rail companies). PASMO by consortium ofprivatetransportcompaniesineastJapan.Themaindifferencebetween SuicaandPasmois that they are managed by different companies. Suica cards are managed by JR East, while Pasmo cards are managed by non-JR Lines, including Tokyo Metro and Kaiya Electric Railway. However, both cards can be used on train lines run by other operators, e.g., you can useyouSuicaonaTokyoMetroLineoryourPasmoonaJRLinewithoutissue.
CONGESTIONEASINGSTRATEGIES:
VideodisplayscreensatplatformgatesalongTokyoMetroLinestoseethelevelofcongestion onthecomingtrain.Thelevelofcongestionwillberankedonafour-colouredscale:
Blue:Availableseats
Green:Noavailableseatsbutnotcrowded
Orange:Standingonly,slightlycrowded
Red:Verycrowded
To alleviate congestion on trains during rush hour, the Tokyo Metro is offering free soba and tempura for riders who opt to travel during off-peak times. It is learnt that if Tokyo Metro succeedsinreducingatleast2,000commutersbymakingthemcommutebeforetherushhours, it will give each one of the traveller’s tempura - a Japanese dish. And if that number touches 2,500,then eachcommuterwillget afreebowl ofsoba-another Japanese dish.Ifthenumber goesover3,000,the commuterswillberewardedwithacomboofsobaandtempura. Plansarein theworkstoextend twoTokyoMetro subwaylines,outofits networkof13.The last time a new subway line was introduced in Tokyo was 2008, when the Fukutoshin Line was brought online. The longest extension would connect Toyosu Station on the Yurakucho Line with Sumiyoshi Stationof the Hanzomon Lineto the north. Theextension wouldstretch for about five kilometres and two new stations would also be constructed. The other, shorter extension would connect Shinagawa Station with Shirokane-Takanawa Station of the NanbokuLine.Theroughly2.5-kmextensionwouldconnectthosetwostationswitharidethat lastsaboutfourminutes.One oftheproject’saimsistoimproveaccessfromcentralTokyo to HanedaAirport,whichisclosetoShinagawaStation.
MAINTENANCEANDOPERATIONS:
Operations:Trainscomeveryfrequentlysothereisnoneedto waitlongforthenexttrain.On major lines during rushhour in themorning and evening, trains comeevery 2-3 minutes. The subwayis directly connected underground to populartouristspots such as Tokyo Skytree and RoppongiHillssoyoucanreachthemwithoutgettingwetonrainydays.
Maintenance:Maintenanceisalsocritical.TrackandTunnelinfrastructureisinspectedduring night hours. Any minor damage is corrected, avoiding the need for disruptive major repairs. Every 4 years, train cars are completely dismantled. They are inspected by hand, cleaned and rebuilttoensurethattheyrunlikenew.
6.MULTI-MODALDEVELOPMENTSTRATEGIES:
CapitalBasic Plan(Yearof Formulation)
FirstPlan July1958 Second Plan October 1968
Third Plan Novemb er1976
FourthPlan June1986 FifthPlan March1999
Period Target Year:1975 Target Year:1975 FY: 1976-85 About15years fromFY1986 FY1999-2015
Background Response tothe concentrat ionof population and industries into Tokyo. Necessity tobuildthe capital region appropriate asacenter ofpolitics, economy andculture.
Changein social conditions alongwith high economic growth Reviewof theGreen BeltVision andthe ensuing designation ofurban developme ntareas.
Change in economi cand social condition sdueto thefirst oilcrisis.
Formulated towardsthe 21st century socialchanges suchasa stabletrendin modest population growth, internationaliz ation,aging society, informatizatio n,progressof technical innovation.
Correctionof polarized dependenceon centralTokyo. Promotionof the developmentof “corebusiness cities”asthe centerfor regional cooperation aimingtoattain a “decentralized network structure.”
SustainableTOD:Restrictedtheexpansionofthe privaterailwaytotheinnersideofthelines. On the other hand, because suburban land prices are cheap, they develop entertainment facilities, educational facilities, commercial facilities, and residential areas along the line The
services were designed so that commuters do not have to change trains between inner Tokyo andtheirlocalstationsinthesuburb.
TheconceptofdevelopingcorecitiesintheGreaterTokyoMetropolitanArea&businesscore citieswasproposedforthefirst timeinthe3rdNationalCapitalRegionBasicPlan(1976) the 4th National Capital Region Basic Plan (1986). Provide affordable homes and establish workplaces near the workers’ dwellings. The land prices were quite high and newly available landwasalsolimitedintheareaswithina1-hourdistancefromthecenterofTokyo.However, there was a lot of inexpensive land left in the new city centers approximately 30 km from the center of Tokyo. To offer spaces for offices to be relocated from the center of Tokyo, which wasexpectedtosoonreachthelimitofavailableland. Thedecentralizationofbusinessoffices, to develop new city centers, with high levels of urban infrastructure and transportation networks, near an existing city center with a certain level of agglomeration in prefectural capitals.
7.MODALBASEDANALYSISMETHODS:
CALUTAS and LILT are two modal based analysis methods. The objective of these two models is to examine how far they agree on the possible impacts of transport and land-use policies over a twenty-year period (1975-1995). The CALUTAS model forecasts the future location of housing,industrialandcommercial activities, and the land-use and travel patterns, within a large metropolitan area. The socio-economic master plan for the metropolitan area providesinputdataontotalfuturepopulationandindustrialproductionbysector,andtransport improvement projects and land-use which predicts their effect on the spatial allocation of population and production. The Leeds Integrated Land-Use Transport (LILT) model, which represents the relationships between transport costs and the spatial distribution of population, housing,jobs,employment,andshopping.
Thecomparisonbetweenthetwomodelsisbasedontherelativesensitivityofemploymentand population location, and the spatial separation of trip origins and destinations. The two topics are related because the mean separation of the home and workplace is the link between populationandemploymentlocationforalltheindividualsbeinglocatedbythemodel.
Bothmodelssuggestthatfurthergrowth will occurand that this will tendto beonthe edgeof the urban area unless strict controls are placed on peripheral development. The greater the growthinpopulationandemploymentthegreaterthegrowthintheamountoftravel,especially bycar.Theperipheralcontrolswouldreducethegrowthincaruse.Locatingsomenon-service economic activity further out would cause other employment also to decentralize. It would seem to be necessary to increase the price of petrol considerably and of public transport fares to a lesser extent, and to reduce the ease of car travel, possibly by ceasing to upgrade radial roadsandmakingroadtollsafunctionofthedistancetravelled.
Making travel easier by speeding up the mechanized modes would cause even greater spread of the city, which seems to be in line with the observed trends. But strict planning controls
couldmitigatetheeffects.GeneralizedcostoftravelforLILTsuggestthattraveltimeisamore significantfactorthanmoneyininfluencinglocationaldecisions,whichseemslikelygiventhe large size of Tokyo and the relatively high incomes. It would be wise to encourage public transport use, for relatively short trips, and so the capacity should only be increased to places within the built-up area, but not beyond it. Use of better bus services to provide access from newresidentialareastorailwaystations,andsotothecitycentre.
8.CASESTUDIES:
8.1BEIJINGMETROSYSTEM:
Beijing has a Metro system (subway metro – Metro Beijing) complemented by a network of suburbantrains.Itservesabout8millionpeopledaily.Itisoperatedandmanagedbytwopublic companies: the Beijing Mass Transit Railway Operation Corp., Ltd and Beijing MRT Corp. Ltd. Currentlyhas a networkof372 kms of tracks with218 stations, whichwill be 560 km in 2015 to 1.000 kilometers of tracks before the end of the decade. It first opened in 1969 and it isoneoftheworld’slongestmetrosincompetitionwithNewYorksubway,orwithShanghai's.
FARESYSTEM:
Passengers must insert the ticket or scan the card at the gate both before entering and exiting thestation.Thesubway's farecollectiongatesaccept single-rideticketsandtheYikatong fare card. The users also receive credits. The credits are designed to ease commuters' burdens of fareincreases.
RIDERSHIP:
According to the Phase 2 construction plan approved by the NDRC in 2015, the length of Beijing Subway will reach 998.5 km (620.4 mi) when the Phase 2 construction finished. By then,publictransitwillcomprise60%ofalltrips.Ofthose,thesubwaywillcomprise62%.
LENGTH:
Beijing’ssubwaysystemadded53kilometresofnewtrackin2021,raisingthetotaltracklength to780km.Forcomparison’ssake,Beijing’s780kmmakeitlongerthantheUS’sthreebiggest subwaynetworkscombined–NewYork,WashingtonDC,andSanFrancisco–whichare399 km,188km,and187kmrespectivelyforatotallengthof774km.
ACCESSIBILITY:
Each station is equipped with ramps, lifts,or elevators to facilitate wheelchair. Under subway regulations, riders with mobility limitations may obtain assistance from subway staff to enter andexitstationsandtrains,andvisuallyimpairedridersmaybringassistancedevicesandguide dogsintothesubway
KEYFINDINGS:
EFFECTONGROWTH:
Overthelastdecadeorso,Beijinghasgrownbyroughlyhalfamillioninhabitantseach year–theequivalentofaddingtheentirepopulationsofSheffieldor Tucsonannually. The city is already home to 21 million; by 2020, a report warned last year, it is likely to have added another four million, on a conservative estimate. But the strains it now faces reflect the country’s challenge in maintaining a decent quality of life in increasinglypackedcities.
VALUEFORMONEY:
Despitealargepassengerturnover—duringrushhour,peoplewaitforseveraltrainsto just get on one --the construction and maintenancecosts, coupled with the cheap, flat priceoftickets,whichcostjusttwoyuan(32cents),seemtobetooheavyaburdenfor the system. The annual costs to run the subway nearly quadrupled from 1.34 billion yuanin2007 to 5.33billionyuanin 2013,accordingtoaXinhua NewsAgencyreport carriedonthecentralgovernmentwebsitelastweek.
INFRASTRUCTURE:
TheageoftheBeijingmetroisnewwhenwecompareitwitholderstationsintheWest. Thesubwayisundergoingrapidexpansion,whenfullyimplemented,95%ofresidents insidetheFourthRingRoadwillbeabletowalktoastationin15minutes.TheBeijing Suburban Railway provides commuter rail service to outlying suburbs of the municipality.
8.2THETUBE(LONDONMETROSYSTEM):
TheLondonUnderground(alsoknownsimplyastheUndergroundorbyitsnicknametheTube) is a rapid transit system serving Greater London and some parts of adjacent counties. The current operator, London Underground Limited (LUL), is a wholly owned subsidiary of TransportforLondon(TfL),the statutory corporationresponsibleforthetransportnetwork in London. As of 2015, 92% of operational expenditure is covered by passenger fares. The Travelcard ticket was introduced in 1983 and Oyster card, a contactless ticketing system, in 2003. Contactless bank card payments were introduced in 2014, the first public transport systemintheworldtodoso.
FARESYSTEM:
Passengers must insert the ticket or scan the card at the gate both before entering and exiting thestation.Thesubway's farecollectiongatesaccept single-rideticketsandtheYikatong fare card. Single and return tickets are available in either format, but Travelcards (season tickets) forlongerthanadayareavailableonlyonOyster cards.
RIDERSHIP:
The network has expanded to 11 lines, and in 2020/21 was used for 296 million passenger journeys,making itone ofthe world'sbusiestmetrosystems. The 11lines collectivelyhandle upto5millionpassengerjourneysadayandserve272stations.
LENGTH:
Thelengthofthetrackis250mileslong,thesecondlongestmetrosystemintheworldafter Shanghai. The tube train covers approximately 43,000,000 miles in 12 months. The London UndergroundhascometobeknownastheTubesince1890duetotheshapeofthetunnels.In 1908itgotthenameLondonUnderground.
ACCESSIBILITY:
Accessibility bypeoplewithmobilityissueswasnotconsideredwhenmostofthesystemwas built, and most older stationsare inaccessibletodisabledpeople.Even whentherearealready escalatorsorlifts,thereareoftenstepsbetweentheliftorescalatorlandingsandtheplatforms.
KEYFINDINGS:
HEALTHRISKS:
Although its health risks have been little studied and little publicized, other than a handfulofrecentscientificpapers,theTubeisbyfarthemostpollutedpartofthecity. Fineparticlesofdust,metal,skinandclothingfibrehavebuilt upinthetunnelsover a century of use, leaving a toxic miasma that is stirred up by passing trains and inhaled bypassengers.
VALUEFORMONEY:
Theresearchrevealsthat pricesfortripsonLondon'ssubwayareamongthehighestin theworld.ThecostofasinglejourneyontheTubecosts£4.70,or£2.20withanOyster card,themostexpensiveofanycityinthesurvey.
In London, the operating cost of London Underground is completely covered by fare and other commercial revenue. In other countries, however, the cost is covered by a combination of fares, commercial revenue and government subsidy raised through taxation.
8.3HONGKONGMETROSYSTEM:
The Mass Transit Railway (MTR) is a major public transport network serving Hong Kong. Operated by the MTR Corporation Limited (MTRCL), it consists of heavy rail, light rail, and feeder bus service centred on a 10-line rapid transit network serving the urbanised areas of Hong Kong Island, Kowloon, and the New Territories. The system included 240.6 km (149.5 mi)ofrailasof2022with167stations,including98heavyrailstations,68lightrailstopsand onehigh-speedrailterminus.
Underthegovernment'srail-ledtransportpolicy,theMTRsystemisacommonmodeofpublic transport in Hong Kong, with over five million trips made in an average weekday. It consistently achieves a 99.9 per cent on-time rate on its train journeys. As of 2018, the MTR hasa49.3percentshareofthefranchisedpublictransportmarket,makingitthemostpopular transport option in Hong Kong.[6] The integration of the Octopus smart card fare-payment technologyintotheMTRsysteminSeptember1997hasfurther enhancedtheeaseof
commutingontheMTR.ConstructionoftheMTRwaspromptedbyastudy,releasedin1967, commissioned by the Government of British Hong Kong to find solutions to the increasing roadcongestionproblem causedbytheterritory'sfast-growingeconomy.Constructionstarted soonafterthereleaseofthestudy,andthefirstlineopenedin1979.TheMTRwasimmediately popular with residents of Hong Kong; as a result, subsequent lines have been built to cover more territory. There are continual debates regarding how and where to expand the MTR network.
TheMTRhasservedasamodelforsomenewlybuiltsystems,particularlyinChina.
FARESYSTEM:
After the rail merger, there are three different fare classes on the MTR: Adult, Students and Concessionary. Only children below the age of 12 and senior citizens 65 years or older are eligiblefortheconcessionaryrateonalllines.Full-timeHongKongstudentsbetweentheages of12 and25qualifyfortheconcessionaryrateusinga personalisedOctopusCardonall lines except on Airport Express, or travel to or from cross-border stations (Lo Wu/Lok Ma Chau). Childrenbelowtheageof3travelfree(unlesstheyexceedtheheightrange).
The fare of MTR between any two stations is not calculated using a particular formula, and must be looked up from the fare table. Fares for the Airport Express Line are significantly higher. Services to checkpoint termini are also more expensive than ordinary fares, as are journeys that require a harbour crossing than are journeys that do not. Adult fares range from HK$3.6to$52.6(US$0.46–6.74).Concessionaryfaresareusuallyhalftheadultfare,andrange from HK$1.50 to $27.00. Student fares are the same as child and elderly fare on the urban lines,butarethesameastheadultfaresforjourneystoorfromcheckpointtermini,andrange fromHK$1.50to$51.00.ThefareissubjecttoadjustmentinJuneeveryyear.
PriortoMay2009,MTRdidnotprovideconcessionaryfaresforthedisabled.Legislatorssuch as social welfare constituency legislator Fernando Cheung Chiu-hung and those from Hong Kong'sAssociationforDemocracyandPeople'sLivelihoodhadforyearsdemandedthatsuch concessions be put in place. In May 2009, MTR eventually agreed to offer the disabled concessionary fares with HK$2 million sponsorship from Transport and Housing Bureau and undertheconditionthatLegislativeCouncilamendstheDisabilityDiscriminationOrdinance.
RIDERSHIP:
Underthegovernment'srail-ledtransportpolicy,theMTRsystemisacommonmodeofpublic transport in Hong Kong, with over five million trips made in an average weekday. It consistently achieves a 99.9 per cent on-time rate on its train journeys. As of 2018, the MTR hasa49.3percentshareofthefranchisedpublictransportmarket,makingitthemostpopular transportoptioninHongKong.
PERFORMANCE:
Since themergerin2007,MTR hasconsistentlyachieveda99.9%on-time rate,meaning999 of every 1,000 passengers arrives at their destination within 5 minutes of scheduled time. In
2013, out of the 5.2 million passengers the MTR averaged each workday, 5.195 million passengers were considered to have arrived "on time". This makes the MTR one of the most efficient major public transport networks on the planet. MTR must report all delays of more than eight minutes to the government. There were 143 reportable incidents in 2013. MTR is fined HK$1 million for having delays of 31 minutes to an hour, with higher fines for longer delays.
ACCESSIBILITY:
The architecture of MTR stations is less artistic, instead focusing on structural practicability. With the high level of daily passenger traffic, facilities of the MTR stations are built with durabilityandaccessibilityinmind.Afterextensiveretrofitting,theMTRsystemhasbecome, in general, disabled-friendly—the trains have dedicated wheelchair space, the stations have specialfloortilestoguidetheblindsafelyontheplatforms,andthereareextrawideentryand exitgatesforwheelchairsaswell.Portablerampforwheelchairusersisavailableforboarding and alighting trains. Onboard the rolling stock, there are also flashing system maps on select trains while ActiveLine Diagrams andtraditional route maps are installed onthe others. Info panelsaswellasonMTRIn-TrainTVonboardtrainsdisplayimportantmessagessuchasnext stationannouncementsaswellasoperationalmessages.
9.KEYPAREMETERSIDENTIFIEDANDDATACOLLECTION:
Some of the parameters identified during the study are listed below. Out of these parameters, Valueformoney,CapacityandAccessibilityarequantifiableandcanbecalculatedforfurther comparison.
1. Accessibility:Accessibility would assess with a points-based system. Each subway would givepointsforthenumberofstationswithstep-freeaccess.
2. Convenience: The subway systems would be scored based on their round-the-clock services.
3. ValueForMoney:Eachsubwaysystemwouldbescoredbasedonthecostofasingleride, amonthlyticketandifyoucanpayusingcontactlessmethods.
4. Capacity Per Population: The systems would be ranked as per running capacity per population.
1. Step Free Access: Data has been collected from 5 stations namely: Delhi Metro, Shanghai Metro, Beijing Metro, Tokyo Metro, London Metro. The data reveals that some of the busiest transit stations have still a lot of work to do when it comes to step freeaccess.
STEPFREEACCESS
TRAIN STATIONS
STATIONS WITHSTEP FREE ACCESS
PERCENTAGE
DELHI 286 286 100
SHANGHAI 413 413 100 BEIJING 405 123 30 TOKYO 285 146 51 LONDON 270 78 29
2. Datahas beencollectedfrom5 stationsnamely: DelhiMetro,ShanghaiMetro,Beijing Metro, Tokyo Metro, London Metro. The data reveals that the Chinese cities have managed to reduce car dependency better than the rest through heavy investment and expansionoftheirmetro network.
CAPACITY
TRAIN STATIONS
POPULATION DAILY RIDERSHIP RIDE/POPULATION
DELHI 286 32,000,000 2,400,000 0.075
SHANGHAI 413 28,000,000 10,600,000 0.37
BEIJING 405 21,000,000 10,500,000 ~0.5
TOKYO 285 37,000,000 6,840,000 0.184 LONDON 270 9,541,000 1,800,000 0.188
3. VALUEFORMONEY:
VALUEFOR MONEY
CONTACTLESS PAYMENT AVG. COST OFSINGLE RIDE(MAX)
IN$ PER CAPITA INCOME IN$
INCOME PER DAYIN$
TRANSIT COSTVS INCOME
DELHI YES 60INR 0.73 4400 12.05 6.05%
SHANGHAI NO 9RMB 1.26 23970 65.6 1.90%
BEIJING YES 5YUAN 0.7 23262 63.73 0.11%
TOKYO YES 170YEN 1.15 41000 112.3 0.10%
LONDON YES 4.9GBP 5.55 43050 117.8 4.70%
10.PROBLEMSIDENTIFIEDINDELHIMETRO:
• Farerevision:TheDelhiMetro’sFareFixationCommitteeissetuptorevisethefareif the MRTS seems to berunningat a loss or willin the future. The FFC so far has been constituted intermittently and reformed the ticket prices in a manner that did not considerthewholeoutofpocketcoststousepublictransportforitscitizens.Therecent fare hike harmed the ridership and suffered a substantial financial loss that year. Keeping in mind the average monthly income of the citizens of Delhi. The fare price should be revised periodically as well as with due consideration of affordability. The FFCshouldalsotakeintoaccountthecostofthetripthatisnotpartofthemetro.
• Feederservicesforaccessandegresstrips:Lastmileconnectivityisoneoftheprimary reasonsthatDelhiMetrolostitsshareofridership.Nevertheless,thepopularTransport NetworkCompanieslikeUberandOLAinDelhiovercamethisproblemandprovided betterconnectivity,buthardlyhad improvedtheridership ofthe MRTS. Therefore,an efficient feeder bus or rickshaw service that integrates with the whole transportation systemiswhatisrequired.
• Integrationofallthepublictransportationunderonesystem:LikemostEuropeancities, wherethereisanintegratedpublictransportationsystemthathashighaccessibilityand connectivity in a populated city like Delhi. The first step to establish an integrated system in Delhi NCR is by a single ticket payment system that covers all the transportationsysteminthatregionwhichisliketheMVVticketinMunichorOyster ticketinLondon.
• Prioritizationofexpenditureaccordingtothestatisticaldata:TheDMRCshouldspend more on the elements that matter like the development of pedestrian walking infrastructure, higher frequency of feeder services, planning the network length to improveaccessibility.
• TravelDemandmodels:DevelopingrealistictraveldemandmodelsfortheMRTSwill indeedhelpthemetroincreaseitsridershiptoasignificantamount.
• Discouraging private modes: Congestion pricing to reduce traffic congestion on roads as well as increase ridership in public transport modes. Execution of policies such as odd-evenrule,parkingrestrictionorparkingpricingshouldbecomefrequent.
11.INFERENCESFROMCASESTUDIES:
1. Pedestrianand Non-motorisedTransport(NMT)FriendlyEnvironment:
• ThepolicyDesignforpedestriansafety,comfort,andconvenience
• Createstreet-level activityandvibranturbanspaces.
• Provide amenities and infrastructure for pedestrians, cyclists, NMT and public transportusers.
• Allstreetsandpublicspacesshallbeuniversallyaccessible.
2. ConnectivityandNetworkDensity:
• Disperse high traffic volumes of traffic over a network of streets rather than concentratingtrafficonfewmajorstreetsandjunctions.
• Providetheshortestdirectroutetopedestriansandnon-motorizedmodesto station aswellasbetweenindividualbuildings/complexes.
• Integration of infrastructure development and travel demand management (TDM) strategiese.g.,buslanes,stationplazas,intersectionsimprovements,etc.
3. Multi-modalInterchange:
• Minimize travel time and cost for majority of commuters. Provide multiple mode options for all sections of society with safety and affordability. Ensure reliable, frequent,andaffordablepublictransportsystems/networksacrossthecity.
• Minimize the number and time required for mode transfers for maximum number ofcommuters.
• Prioritize pedestrians, public transport, Intermediate Public Transport (IPT) and NMTmodesoverprivatemodesindesignandmanagementofurbanspaces
4. HighDensity,MixedUse,MixedIncomeDevelopmentnearStations:
• Maximizedensities within TOD,in orderto facilitatemaximum number of people walking or cycling, or use NMT or feeder services easily to access public transit facility.
• Ingreenfielddevelopment,higherthedensity,lowertheperkilometreinfrastructure cost.
• Enable a balanced mix of jobs and housing along MRTS corridors coupled with capsonparkingsupply,higherhousingaffordabilitythroughdesignandtechnology options,andimprovedefficiencyandequityintheresultingdevelopments.
12.RECOMMENDATIONS:
• Introduceintermediateandnewmetrostations,andincreasenumberof coaches.
• Expandoperatinghoursontherequiredlines.
• Increasefrequencyandnumberofcoachesduringpeakhours.
• Additionalfeederconnectivitytocatermorepopulationandtoincreaseproximity.
• Reduceareabetweeninterchangingstations.
• Additionalturnstilesandbaggagecheck-incounters.
• Regularfareupdating.
• Usually, women from low house hold income could not afford travelling in metro daily. While returning from work they use buses as they are free for women. But it increases their travel time and there are security issues too. So, the FFC may investigateprovidingfareconcession tothe womenatleastduring peakhours.This wouldencouragethemtocommutethroughmetro.
• Providingscreen-doorstoavoidaccidentsorsuicide.
13.REFERENCES:
1. Saito,Toshikazu,Someya,2014HidemTokyoMetroPreparesforPrivatisation.
2. DavidN.Nguyena, MiguelEstebanbMotoharuOnukiaResiliencyintourismtransportation: CasestudiesofJapaneserailwaycompaniespreparingforthe2020TokyoOlympics
3. "Railways". Transport Department, The Government of Hong Kong SAR. 13 May 2022. Retrieved10 August 2022.The MTR, XRL andAirportExpress networks comprise atotal of 99 stations and carry an average of about 3.9 million passengers per day in 2021. Light Rail...hasaroutelength ofabout36.2kilometreswith68stops.
4. KentaSasaki,ShinichiNagano,KojiUeno,KentaCho,2018FeasibilityStudyonDetection ofTransportation InformationExploitingTwitterasaSensor.
5. XiaodiWang2018,ConferenceComparativeAnalysisonInvestmentandFinancingModels ofUrbanRailTransportation
6. Mukti ADVANI, 2019. Evaluation Of Public Transport Systems: Case Study Of Delhi Metro.
7. RASHMISADANA,OntheDelhiMetro:AnEthnographicView.
8. MN,MurtyandDhavala,KishoreKumarandGhosh,MeenakshiandSingh,Rashmi(2006). SocialCost-BenefitAnalysisofDelhiMetro.
9. Christopher N.H.DollaOsmanBalaban, A methodology for evaluating environmental cobenefitsinthetransportsector:applicationtotheDelhimetro.
10.KirtiBhandari,2021,EconomicandEquityEvaluationofDelhiMetro.
11.NirajSharma , AnilSingh, RajniDhyani , ShwetaGaur, Emission reduction from MRTS projects–AcasestudyofDelhimetro.
13.APPENDIX:
SurveyconductedforDelhiMetro:
1 akash56@gmail.com 2 3 1 3 5 2
2 prudhvisingh298@yahoo.com 3 4 2 3 3 5
3 poojasingh79@hotmail.com 3 2 3 4 4 4
4 amangupta99@gmai.com 2 2 1 2 5 1
5 Aamitsinha1876@gmail.com 3 4 2 5 4 3 6 anilsharma876@gmail.com 3 2 3 4 3 3 7 aditakumar1997@gmail.com 2 5 2 2 3 4 8 rashisingh.19.ce@gmail.com 3 3 2 3 4 3 9 mahesh.singh.18ce@gmail.com 2 5 3 2 5 4 10 shraddha56gupta@gmail.com 1 3 1 4 3 3 11 chandini78@gmail.com 3 5 1 3 4 2 12 prakshkumar56smd@gmail.com 2 5 2 2 3 3 13 ankitasharma89svm@gmail.com 4 3 3 3 5 2 14 gaurisingh33@gmail.com 3 4 2 4 4 1 15 guptarandheerdu99@gmail.com 2 3 2 3 3 2 16 jayantraj1997.du@gmail.com 1 2 1 1 5 3 17 komalchhabra89@gmail.com 2 3 3 3 4 4 18 sameer.singh45@gmail.com 3 2 2 3 2 3 19 nitish78raj@gmail.com 3 3 2 2 3 2