Tuesday, 14 June 2016

Executive Education Center for Harvard Business School, Mumbai


Location Mumbai, India
Client Indian Hotels Company Limited, Taj Lands End
BUA 4,000 Sq. Ft
Value Rs. 12 Crores
Status Construction Phase
Completion February, 2012
Role Project Management

hav1         hav2        hav 3

The project is a result of endowment presented to the Harvard Business School by Mr. Ratan Tata in Boston.

The HBS Executive Education Center is the first one in India by Harvard and is situated in the Taj Lands End Hotel, Bandra, Mumbai. They have similar classrooms in China and Israel.

The project essentially comprised of interior remodeling of the area identified within the Taj Lands End Hotel, which was originally the gym, to create an 82 seater classroom and a pre-function area.

The heart of the classroom, is the high-end AV/ IT systems being used. The AV systems were imported and fully assembled and pre-programmed from the US and integrated here in Mumbai by a team of Technical Consultants specially flown in from Boston.

The classroom is designed as a studio and has to meet the stringent NC-25 acoustical requirements which are achieved by specially insulating the area including the HVAC systems.

A major portion of the classroom’s millwork was fabricated by the Project’s Lead Designer’s- Baker Design Group approved vendors in China and imported and installed by their own team here.

The idea was to replicate a typical Harvard classroom, including the exact positioning of controls etc so that any professors flying in from Boston would be perfectly comfortable in the classroom, with no downtime or learning curve to understand the functioning of the classroom or the equipment.

The project which was inaugurated by Mr. Ratan Tata, himself was deemed to be a resounding success with Harvard recognizing it as the best executive education classroom globally.

HBS Work in Progress

HBS AV Controls

HBS Inauguration


HBS Finished Classroom

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Indian School of Business, Hyderabad


Permanent Faculty Housing

The existing campus of ISB, originally contained ten housing units for Permanent Faculty Housing. Each of these is a ground plus one storied (G+1) structure.
The unit at the ground level was a 3-bedroom apartment and the unit at the first floor was split into one 2-bedroom apartment and one 1-bedroom apartment. However, in due course of time, ISB converted most units to 3-bedroom units, based on the faculty requirements.

The design brief for the additional units for Permanent Faculty Housing was initially to develop one unit of G+1 height. This would contain only 3-bedroom apartments at both floors.

Keeping in mind the fact that the ISB campus has a distinct character, which must be retained, the representatives of ISB were certain that the footprint of the buildings and their outer profile and appearance was to be the same as the existing units.

Internally, the design should be modified to optimize the usage of spaces and eliminate the flaws in structure and services in the existing plan. Substitution of materials, in certain areas could be considered for aesthetic/ value-engineering purposes but the basic layout should not be very different from the existing units.

After the initial design presentation processes, ISB suggested that the number of apartments needs to be increased from the original 4 units to 20 units. After further discussion with the representatives of ISB and the ISB building committee, it was agreed that rather than encourage a horizontal spread of G+1 units, which could not be contained to one part of the present site, it would be more prudent to add an additional floor and develop 6 units as G+2.

The buildings were oriented so as to keep in mind the established logic of ‘mirrored’ layouts, with service staircase common to two adjacent units.

For the third set of units, there were two layout options developed – (i) with separate servant’s staircase to the rear of the plot, (ii) with combined servant’s staircase between two units.

Design & Planning

The footprint of the existing units, were to be retained as far as possible. Given this requirement, plus the Clients’ observation that the toilet ducts were inaccessible leading to maintenance issues, the footprint was stretched slightly to accommodate the ducts, within the verandah, so that the elevation remained undisturbed.

On review of the existing apartments, the following observations were made:

1. Kitchen has no natural light & ventilation
2. Toilet ducts are inaccessible leading to maintenance issues – as also confirmed by the Clients’.
3. Large boxed columns are protruding into the rooms due to an awkward structural grid.
4. Inefficient circulation pattern, was affecting spatial efficiency of the living room.
5. Study area, as an offset of the living room, was not receiving the air-conditioning benefit. Also more privacy for study was required.
6. Natural light and ventilation to the living room of the apartments in the upper floors is restricted since the balcony fenestrations are limited.
7. Two store rooms, accessible only from the verandah at the ground floor are not commonly used.
8. The trash room, accessible from the rear verandah, is not required and can be better used.
9. As per the Clients’, the data cabling room was also not required.
10. Clear height of the apt was found to be even less than 9ft.

Based on these observations, the plan was modified to improve the efficiency, and functionality of the spaces without disturbing the existing aesthetic.

Apart from the overall planning, architecture and interiors, the MEP services and structural design was also undertaken by Masters and after review and approval of ISB’s Peer Review Consultant, eventually implemented at site on a Guaranteed Maximum Price contract, awarded to Masters.
Thus this project was the first executed by Masters as part of the “Project Development Management” offering, wherein Clients, if they so choose, can appoint Masters as their single point of contact for design, construction and delivery within a clearly established budget and timelines.


Existing Plan
Proposed Plan
Improvements in Building Services

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Monday, 13 June 2016

World Environment Day Celebration


"World Environment Day (WED) is observed every year on 5 June to raise global awareness to take positive environmental action to protect nature and the planet Earth. It is the most important day for encouraging worldwide awareness and action for the protection of our environment. On this day, communities and individuals around the world work to increase awareness of the importance of conserving the environment, the positive global impact of environmental regulations and controls and engage in activities that serve to educate and improve their environment locally.

We at Masters too celebrated World Environment Day at KSMS Project Site, Jamshedpur"

 Introduction Speech Delivered by Mr. Avijit Kundu (Senco India)
Environment Related Speech Delivered By Mr. Deepanjan Sahoo ( Masters)

 Plantation By Team Members

Best Safety Conscious Worker Mr. Uttam Rajak is awarded by Mr. Mrinal Chakraborty

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Friday, 10 June 2016

Ganjam Bangalore wins the Prix Versailles!!


Culture and commercial architecture: two domains that are often depicted as contradictory. Indeed, commerce is associated with utilitarian functionalism, immediacy, playing it safe, and an impoverished style.

Whilst culture is associated with beauty, creativity and a disinterested ideal. Naturally, this opposition is not systematic, and there are many high quality examples of their coexistence. However, such examples remain a rarity. The end goal of the Prix Versailles is to alter this state of affairs by merging these opposites together. This years’ awards recognised 9 projects from around the world with a Special Mention for Ganjam, Bangalore, a project for which we are proud to be associated as PMC.

Some images of the store and the ceremony with Mr. Umesh Ganjam and Ms. Cecile Buhagiar of RDAI designers accepting the award at the UNECO Headquarters at Paris.

ganjam 1 


Ganjam Prix Versailles 
 Ganjam_Prix Versailles

We extend our heartiest congratulations to our Client, who stuck to their vision, to develop a truly iconic flagship retail space which like their jewellery is a unique, refined, elegant, beautifully crafted and culturally significant end-product!!!

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Tuesday, 17 May 2016



Riverdale is a large-scale residential Project by Duville Estates located along the banks of Mula-Mutha River with a picturesque view. It is spread over 31 acres of land and will be constructed in three different plots – under the name of Riverdale Heights comprising of 1BHK & 2BHK apartments, Riverdale Residences – 2 & 3 BHK apartments and Duplexes and Riverdale Grand – 4 BHK & 5 BHK residential apartments.

The ongoing phase of Riverdale Heights, a 8.84 lakh sqft development, in a plot of 4.04 acres comprising of ground, three levels of parking and 5 towers of 23 habitable floors each. Altogether, 590 flats with club house, double height banquet hall, gym, childrens’ play area, tennis & badminton courts, swimming pool with glass canopy, floating pod etc as amenities.

The infrastructure and utilities consists of solar powered common area lighting, reticulated gas system, treated water for both domestic and flushing purposes, organic waste converter, closed circuit TV in common areas, data and telephone connections in rooms, power back-up, kitchen cabinet/ modular kitchen and a landscaped podium etc.

The uniqueness of this project is its glass facade i.e. curtain glazing at one face of every bed room & living room, giving a feel of a strong connection to the external views and natural landscape beyond. The façade is further articulated with ACP ribbons and various types of louvers and metal screens.

MASTERS has been associated with this project in the month of May 2015 when the scheme design had already been substantially frozen and advanced to a detailed design stage. It was thus a considerable challenge for the team to take control over the scheme of things midway and meet the various aspirations of the Client, one of which was to carry the project swiftly to the tender stage while adhering to a stringent construction budget.

MASTERS within a very short period of time, undertook a detailed assessment of the design and put a detailed cost plan in place, thereby triggering a concern about the big gap between the anticipated cost of the project as against the Client’s budget. This in turn had all the stakeholders of the project convinced about the need for a strong value engineering exercise.

The value engineering work, which was coordinated by MASTERS commenced with a detailed review of first principles of space planning and traversed almost every area of the project ranging from structural design, finishing, MEP services, external development, procurement strategies, including getting quotes from all major items from market and also identifying the items to be outsourced etc.

The aim being to bring about a cost reduction without affecting the Client’s intent to have a flagship project, which would please customers and establish their brand.

Some of the initiatives which were implemented included :

1) Space planning interventions including - re-evaluation of the design of a lobby to improve the efficiency of the car park with an overall reduction of 3780 sq.ft.; reallocation of services to release a pocket of approximately 5,909 sq.ft spread over three parking floors for car parks; modifying the typical lobby area to save approximately 11,244 sq.ft.; shifting the fire refuge area outside the building footprint increasing number of saleable units.

2) Structural design interventions, including – standardization of wall thickness, conversion of compound wall, planter walls, landscape walls, storm water drain to either plum concrete or brickwork from earlier RCC walls; converting a huge fill over the podium from light weight filling to sand filling as the design had not factored the difference of soft-scape and hard-scape areas, re-utilization of excavated rocks in plum concrete, soling below roads etc.

3) Finishing – Optimization of finishes, including for external development.

4) MEP Services – review of the load calculations etc thus effecting a reduction in the number of transformers, undertaking a traffic study and market study to optimize the design of elevators, review of security and fire systems with improvements in some instances.

With this out-of-the box approach, the team comprising MASTERS and other project stakeholders was able to bring about a reduction of approximately 15% in the overall project estimate with the value management exercise still in progress. This in itself is a formidable achievement against a stringent initial budget, which is sure to assist our Client in its endeavour to establish a formidable brand in the highly competitive housing market in Pune.

Riverdale Pune 1

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Friday, 13 May 2016

All about SEZ infrastructure


The Special Economic Zones (SEZs) Policy was announced in April 2000 with a view to attract larger foreign investments to create world-class infrastructure for development, operation, maintenance and stable fiscal regime.

Every SEZ is divided into a processing area where alone the SEZ units would come up and the non-processing area where the supporting infrastructure is to be created. Specific industrial infrastructure facilities, appropriate & adequate social infrastructure facilities and the right atmosphere & environment of regional, urban and industrial scale with sustainability are the requirements for aspiring multi-product manufacturers, exporters and service providers in any SEZ.

The SEZ infrastructure includes well-planned judicious land, open and green spaces, water bodies, road, business and residential complex, hospitals, hotels, educational institutions, leisure, recreational and entertainments, ware houses, airports, railways, transport system, ,boundary wall, weigh bridge, Gate cabin, SEZ Admin office, Police stations, fire stations and other utilities including water source, treated water, rain water harvesting, treated effluent disposal, temperature control, generations and distribution of power, telecommunications, data transmission networks, natural gas, ,etc.

The SEZ infrastructure to be environmentally sustainable buildings designed, constructed and operated to minimize the total environmental impact. Environment friendly & resource efficient process at each stage of construction right from site selection, design, construction , operations and maintenance namely increasing the efficiency w.r.t  Materials , energy and water and  reducing building impact on human health and environment.
The construction materials with  less toxicity,  low off gassing of harmful air emission, durable, rapidly renewal ,high recyclable and harvested. Use of high energy efficient plants and machineries, natural day lighting  and thermal comfort increases comfort & create healthier environment for people to live & work by improved air quality.

Reduced consumption of water with water efficient low flow sanitary fixtures and CP fittings, waste water management, micro irrigation, recirculation of centralized hot water ,rain water harvesting and optimized use of energy  substantially  reduce the cost of operations and contribute to the sustainability in a long way.

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Gujarat International Finance Tec-City (GIFT) is a International Financial Service Centre (IFSC) developed by Government of Gujarat through a joint venture between its undertaking Gujarat Urban Development Company Ltd. (GUDCL) and Infrastructure Leasing & Financial Services Ltd. (IL&FS).

GIFT is an integrated Smart City, which aims to be developed as a global financial hub. GIFT is being developed to catalyst India’s largest financial services potential by offering World-class infrastructure to attract top talent in the country. The integrated urban development will include:

• Smart business environment with benchmark offices, high rise district with landmark buildings.
• Integrated residential development with a walk-to-work concept
• Social infrastructure such as international exhibition complex, international and domestic educational institutes, state of the art hospitals, training school, 5 star hotels and business club.
• External connectivity and transport provision.
• Multi-level car parks will be available to buy or lease.
• Provision of latest technology for global connectivity such as Wi-Fi/ Wi-max, broadband FTTP and shared IT services.
• An International Data Centre is planned; which will provide opportunity to buy or lease a dedicated data centre space.
• Smart infrastructure with uninterrupted and highly reliable power supply, next generation water and waste management and district cooling.
• Retail & entertainment hubs

Projects Undertaken by Masters

Masters is currently involved in two major developments within GIFT for providing project management services  firstly a commercial tower by DSCCSL and an affordable housing development by Janaadhar.
A brief outline of each of these projects and their current status is provided below:

1. Commercial Tower for Dalal Street Commercial Co-operative Society Limited
The DSCCSL which is a cooperative body formed by brokers of the Bombay Stock Exchange has acquired a block for commercial development, within the GIFT City integrated development at Gandhinagar, Gujarat. The salient points of the proposed development are as follows:

Allowable FSI :46,500 sq.m
No of Owners :102
Plot No :53E, Zone 5
 Plot Location :Near World Trade Centre & Central Park
Max. Allowable Building Height :122m
Max. Allowable Floorplate :2,310 sq.m
 Max. Allowable Basement Footprint :4,167 sq.m

The Client’s vision is to create an iconic ‘state-of-the art’ commercial building at GIFT City Gandhinagar, which will be the most desired address by global financial giants.

The building is expected to house front offices of traders, fund managers and part of their back –of-house operations as they are expected to trade and service multi asset class, traded globally.
The building shall include facilities such as business centre, coffee shop, cafeteria, medical room, crèche, convenient shopping and travel desk.

Current Status

The architectural concept design has been completed by the Project Architects and GIFT authorities has in-principal approved the same.
The Client has agreed on the Design & Build (D&B) form of contracting. Structural, MEP and other design works are expected to be undertaken by the D&B contractor.
The Client is currently finalising the appointment of the D&B Contractor.

2. Affordable Housing & Mixed Use Development for Janaadhar

Janaadhar is developing a mixed use development at GIFT City consisting of affordable residential units, school, market and community healthcare centre.
The overall development involves over 15095 Sq.m of gross construction area divided in to the following key areas:
• School Area – 1394 Sq.m
• Market, Health & Community Center – 1433 Sq.m
• Residential (90+240 Units of 1BHK) – 12268 Sq.m

Current Status

Works have commenced at site since April 2016, with excavation works for the residential blocks underway.

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Wednesday, 11 May 2016

Infrastructure Planning for Townships


In any large-scale public or private housing township development, physical infrastructure such as earthworks, roads, drains, sewers and utilities are critically needed not only to enable the physical development of but also support modern community living in the new housing estates. In fact, no development can function properly and effectively without the timely provision of adequate infrastructural facilities and public utilities. Comprehensive and well-coordinated Infrastructure planning is a prerequisite in developing a new town or housing estate and is carried out in tandem with the master town planning and well in advance of any physical developments. It serves to establish the full infrastructure requirements and guide their timely implementation thereby ensuring quality, efficiency and cost-effectiveness in the infrastructure provisions for the proposed development.

Specific functional modes of Infrastructure can be listed as Streets, roads, water supply and water resources, waste water management, sewage treatment plants, solid-waste treatment and disposal, electric power generation and transmission, telecommunications and hazardous waste management etc.

Infrastructure planning can be conceived as a multi-stage process. Each of these stages varies in duration. The greater the time spent on project preparation and structuring, the more likely it is that the project can be implemented smoothly and in a cost-effective manner. Hasty project preparation often leads to rework of documents, leads to false or missing information, and leads to project delays.
The planning process must to take into the local context. More specifically;

•    Local needs should be satisfied.
•    The project should comply with the existing institutional and legal frameworks
•    The project should align with political objectives and ideology
•    The project should be technically and economically feasible

Various stages of planning are listed below:

a)    Preliminary Feasibility Study
The preliminary feasibility stage of the project establishes the need for the project. Existing information as well as field visits are conducted to substantiate the need for a project. This phase also determines the kinds of detailed studies that need to be undertaken.

b)    Detail Study and Project Structuring
This stage is most time consuming.  During this stage various technical studies like Geotechnical, land surveys are taken up. Economic market study, Environmental compatibility, Environmental Impact Assessment, Socio-economic Cost Benefit Analysis, Financial Analysis.  

c)    Detailed Project Report (DPR).
At the conclusion of the above stage, a Detailed Project Report (DPR) is also prepared with detailed technical specifications Financial Engineering and Structuring must also be done during this stage. Lenders, Terms of Loan (Tenors and Rates of Interest), mix of debt and equity, and user charges can all be modelled to determine the financial viability of the project. For Private participation in infrastructure, the private sector may be tasked with many of these studies.

d)    Contracting and Procurement
Once the DPR is prepared, the project can be contracted out. Expressions of Interest are sought, Requests for Proposals are sought. Pre-bid conferences are held to clarify terms of the project. Proposals are evaluated and a successful bidder is selected for execution. In the case of Private Provision of Infrastructure, a winning bidder is selected based on their ability both to build and operate the infrastructure.

e)    Construction
The successful bidder then proceeds with the construction of the project. Material, manpower and productivity risks must be managed in this phase. Once the project has been built and commissioned, operations can commence and the infrastructure service can be availed by the citizens.

f)    Operations and Maintenance
An Operations and Maintenance Contract can be given to a separate party. Maintenance Parameters can be fixed well in advance. Technical Maintenance and quality issues, Revenue generation issues and Administrative risks must be considered in this phase.

Editor’s Note: Masters has been involved with several township developments these include Batanagar Township at Kolkata, IQ City at Durgapur. In addition we have executed large-scale developments such as L&T Phoenix SEZ at Hyderabad, Godrej Prakriti at Kolkata and Godrej Anandam at Nagpur and Riverdale at Pune all of which had considerable infrastructure requirements.

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Tuesday, 10 May 2016

Smart solutions in India: A step towards developing SMART CITIES


"Smart cities Improve Lives"

"Smart Cities focus on the most pressing needs and on the greatest opportunities through careful planning."

Smart Cities embrace ideas that have been proven elsewhere and customize them to meet genuine local needs. In turn, these efforts serve as exemplars, showing the way for others to follow.

Good ideas come in many shapes and sizes, and are designed to improve quality of life. They may involve technology, institutional or managerial reforms, and the involvement of citizens. The choice of solution is only smart if it is right-sized to the challenge it aims to address; bigger isn’t necessarily better.
 Smart city

What’s The Real Mean of ‘Smart City’?

A city can be defined as ‘smart’ when investments in human and social capital and traditional (transport) and modern (ICT) communication infrastructure fuel sustainable economic development and a high quality of life, with a wise management of natural resources, through participatory action and engagement.

Experts predict the world’s urban population will double by 2050 – which means we’re adding the equivalent of seven New York Cities to the planet every single year. As our planet becomes more urban, our cities need to get smarter. To handle this large-scale urbanization, we’ll need to find new ways to manage complexity, increase efficiency, reduce expenses, and improve quality of life.

With this rapid growth ahead of us, imagine if our cities could talk—if they could give us live status updates on traffic patterns, pollution, parking spaces, water, power and light. Imagine how that kind of information could improve the economic and environmental health of the city for residents, merchants, and visitors. Imagine how it could improve working conditions and productivity for the people who maintain the city.

Smart City: A smart city is one that has digital technology embedded across all city functions.

Smarter City uses digital technology and information and communication technologies (ICT) to better quality and performance this engage more effectively and actively with its citizen. The Smart City includes government services, transport, traffic management, energy, health care, water and waste.

Case Studies - A Step towards a Smarter India

Case Study 1:


To help citizens plan better, Hubli partnered with a civic startup to develop an system that would alert residents 30 minutes in advance that water was about to be released for their neighborhood.

The Problem
Water supply is unpredictable in many cities across India. The citizens of Hubli in Karnataka, too, do not have access to a regular supply of water. In many neighborhoods, water is not available for
days, affecting the quality of life of residents. Predicting when an area would receive water is difficult because the municipality does not have the resources to update neighborboods on time.
The Solution
Hubli city partnered with NextDrop, a Bangalore-based civic startup, to alert residents about the availability of water in their households. Valvemen, responsible for turning water on, notify an
automated system when they are about to release water for a neighborhood. The system sends the information to NextDrop, which in turn sends a text message to residents that have subscribed to a 10-rupee service that water would be available within 30 minutes.

The Results
Over 25,000 households in Hubli have signed up for the service. With access to timely information, users of the service find it easier to make necessary arrangements for storing water. The system has
improved efficiency and allowed for better access to water.

Case Study 2:


The Problem
A 2005 water audit by the Nagpur Municipal Corporation recorded water losses at 62%. Energy costs in 2004-05 were 21.1 crore rupees, accounting for nearly 50% of the city’s water operation and maintenance. The city knew that it had to improve its energy management, both to save resources and to help prolong the life of the city’s water supply equipment.

The Solution
After the audit, the Nagpur Municipal Corporation’s initiated a study of its water situation that found that pumping system efficiency was low and there was significant potential to both increase energy efficiency and decrease operational costs. The audit recommended setting up an automated water management system. Based on the recommendation, the Nagpur Municipal Corporation rationalised water distribution and pumping systems to reduce static and friction. It replaced old, inefficient pumps with energy efficient pumps; improved pump machinery; and installed remote monitoring systems to operate the pumps at prescribed efficiency levels.

The Results
The city’s strategy led to a 106.96 Kwh/MLD reduction in energy consumption. It also helped the city to recover 7 MLD of backwash water and save more than 10 crore rupees in operation and management costs. Pumping efficiency rose from 40% to 75%. The Nagpur Municipal Corporation’s experience shows that a structured approach, specific investment funding, and timely implementation can help to achieve tangible savings.

Case Study 3


The Problem:
Citizens were reporting problems with garbage delivery, road maintenance, and street lighting to the Greater Hyderabad Municipal Corporation (GHMC), but the city encountered difficulties responding to all citizen complaints in a timely manner.

The Solution
The GMHC established an online complaints and reviews system to improve services available to citizens. The system includes 4,687 citizen service centres, a 48-hour response deadline and an
additional crowd complaint option that allows multiple people to escalate a complaint by contacting local officials and lodging any grievances. The government also makes 12 monitoring vehicles
responsible for monitoring 2,000 kilometres of Hyderabad. These vehicles gather photographic and video evidence to help government identify and address local problems.

The Results
The complaints system enabled the GHMC commissioner and other senior officials to closely monitor services including garbage delivery, manhole coverage, street lighting, stray dogs, toilet facilities, potholes and illegal constructions. Today, 30% of complaints to GHMC are made online, and the government has also launched a mobile app in partnership with the private sector that will make reporting grievances even easier.

Case Study 4


The Problem
In 2011, more than 50% of homes in Mumbai did not have toilets, meaning a large proportion of the population depended on public toilets. The result: toxic bacteria in the air and the water, which
spreads disease.

The Solution
The Municipal Corporation of Greater Mumbai (MCGM) and community-based agencies worked together with communities to install 330 modern and technological “toilet blocks” — including 5,100 toilet seats.

The Results
Mumbai’s Slum Sanitation Programme created enough sanitary facilities to serve 400,000 people in the slums of Mumbai, improving the health of citizens and infrastructure of the city. The new facilities received a 15% higher approval rating from citizens than the contract-run toilets they replaced.

To know more about Masters PMC, visit - www.masterspmc.com

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Friday, 29 April 2016

Proud to provide PMC services for Dr. Anji Reddy Memorial, Hyderabad

Kallam Anji Reddy (01 February 1939 – 15 March 2013) was an Indian entrepreneur in the pharmaceutical industry, the founder-chairman of Dr. Reddy's Laboratories, which he established in 1984, and chairman of Dr Reddy's Foundation (DRF), the corporate social responsibility arm of the group, established 1996.

The Government of India honoured him with the Padma Shri in 2001 and later with the Padmabhushan for his contribution to the Indian pharmaceutical industry. He was a member of the Indian Prime Minister's Council on Trade and Industry.

After graduating from the local high school, Reddy went on to get his first Bachelor of Science degree from A.C. College at Guntur in 1958. He then earned his BSc-Tech in Pharmaceuticals and Fine chemicals from UDCT, Mumbai followed by a PhD in chemical engineering from the National Chemical Laboratory, Pune in 1969.

Dr. Reddy succumbed cancer on 15 March 2013 at the Apollo Hospital in Hyderabad. He is survived by his wife, son and daughter.

The Dr. Anji Reddy Memorial was conceived in order to celebrated. Reddy's life and works. Designed by Mindspace Architects, the project commenced in June 2015 on a 0.8 acre parcel of land in Hyderabad. Masters' Hyderabad office was involved as the Project Management Consultants from inception till the recent handover and completion in April 2016.


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Wednesday, 13 April 2016

Summer Site Safety Precautions - Heat Stress


Summer in most parts of India is extreme. Construction workers who are exposed to extreme heat or a hot work environment may be at risk of heat stress and other occupational illnesses, which could have an impact on productivity as well as lead to other injuries. Since work often has to continue even in such environmental conditions let’s ensure workers are that safe and comfortable in their working conditions.
The infographics below illustrate the signs and symptoms of heat stress -- preventive measures and first aid treatments.
                                                                                    Signs and symptoms of heat stress

To know more about Masters PMC, visit - www.masterspmc.com

Contact us - +91 22 64567600

Best Environmental Practices in the Healthcare Sector


The healthcare sector and especially hospitals account for a massive,but often neglected and sometimes even ignored impact on the environment and face high costs for  energy consumption, water and disposal of wastes. We know that climate change has the capacity to produce severe consequences for human health.
There is hence a need for greener hospitals that are at the heart of the healthcare sector. Without compromising on patient's-safety and comfort, many efforts can be made behind the scenes by hospital management through the application of best available practices and technological innovations.
With changing times, the healthcare sector should demonstrate its commitment towards corporate environmental and social responsibility.
A lacking of best environmental practices within our hospitals could impact staff, patient and population safety and could also lead to additional costs and overuse of natural resources.
Ideally hospitals should consider not only the medical treatment of the patients but also ensure that the services provided correspond to national and international environmental standards.
It is therefore of high importance to improve environmental management in the healthcare sector with a holistic approach and without decreasing the quality of services.
Areas which can contribute to GREEN HOSPITALS
Energy Efficiency
Electricity consumption has been growing steadily in Hospitals. By reducing a hospital’s energy consumption, it is possible to achieve the twin benefits of saving money and ensuring a less polluted environment for the local community.
Best Practices:
• Monitor  energy consumption regularly by checking  electricity meters at least once a month
• Identify areas/ equipment having high energy consumption
• Implement measures such as installing energy-efficient equipment
• Use solar collectors for hot water
• Use night-time temperature lowering thermostats
• Install several small boilers instead of one large boiler for load dependent operation
• Install double glazed windows
• For air-conditioning, check specific room parameters (temperature, humidity, air exchange)
• Check that air flow reductions are in place in unused rooms
• Clean and change air_conditioner filters regularly
Waste Management
Hospitals could generate up to many kilogrammes of waste per bed per day if not properly managed. Medical waste incineration is a leading source of dioxin, mercury and other dangerous pollutants that threaten human health and the environment
Best Practices:
• Understand waste categories and segregation: domestic wastes (paper, glass, plastics, etc.); regulated medical waste (biohazardous waste, potentially infectious medical waste, biomedical waste, etc.); hazardous waste; low-level radioactive waste
• Promote waste recycling: paper, plastics, glass, batteries, etc
• Encourage composting of wastes such as grass, leaves, flowers, etc
• Track the treatment and disposal costs of waste from individual sections and departments
• Promote recycling of paper, X-ray films and solutions, packing material, etc
Water Conservation
Many parts of the world are water stressed, and the ever-increasing population intensifies the problem. The prudent use of this invaluable natural resource is essential from a resource conservation perspective. Water use is driven by the number of in-patients and out-patients, equipment used, facility size, number and types of services, facility age and maintenance requirements.
Best Practices:
• Check the water supply system for leaks and turn off unnecessary flows
• Install automatic water volume controls that operate independently of the water pressure to control the amount of water
• Recycle and reduce water use wherever possible, consistent with health requirements.
• Wash only full loads in the dishwasher
• Reuse the rinse water from the dishwasher as flush water in garbage disposal units
• Water plants early in the morning or in the evening
• Consider using low-volume irrigation, such as a drip system
• Adjust the irrigation schedule for seasonal changes
Good Housekeeping
Cleanliness in hospitals is an important issue. Cleaning products are a major contributor to indoor air quality issues in closed environments. Many contain high levels of volatile organic compounds (VOCs) which can give rise to respiratory irritation, headaches and other symptoms for workers and building occupants.
Best Practices:
• Replace dust mops and cotton cloths with microfiber
• Purchase vacuum cleaners equipped with high-performance filters
• Vacuum before mopping
• Use advanced technology mop buckets to reduce the redistribution of dirt during cleaning
Toxic Materials
Healthcare institutions regularly use a significant amount of highly toxic materials. These toxins affect patients, hospital staff, and hospital visitors. The management of these materials is an essential part of a hospital’s day-to-day activities.
Best Practices:
• Examine all hospital departments and functional areas for the presence and use of toxic materials.
• Train the staff on how to safely use potentially hazardous substances.
• Check with pharmaceutical companies for specific information on proper disposal of expired pharmaceutical products
Green Purchasing
Healthcare facilities purchase thousands of different products requested by dozens of different departments. From eliminating unnecessary packaging, to seeking substitutes for products containing mercury or other toxic substances, purchasing decisions can have a major impact in providing environmentally friendly healthcare facilities.
Best Practices:
• Buy only what is needed (avoid unnecessary supplies)
• Buy in bulk rather than individually packaged items
• Buy recycled contents (office paper, paper towels, etc.)
• When purchasing new equipment, take their water and energy consumption into consideration
• Educate and train the purchasing department
• Use standard labels and choose the right suppliers
• Prefer reusable products to disposable products.

To know more about Masters PMC, visit - www.masterspmc.com

Contact us - +91 22 64567600

Monday, 4 April 2016



Masters has recently been appointed for periodic cost and quality audits of the Tata Medical Centre, Phase II at Kolkata.
A philanthropic initiative from the House of Tata, the Tata Medical Centre was set up at New Town in the Rajarhat area of Kolkata on 13 acres of land with a mission to promote prevention of cancer, to provide facilities for early diagnosis, treatment, rehabilitation and palliation to cancer patients, and to do research in cancer. 
The Phase I of the hospital, which was inaugurated in 2011, is a comprehensive Cancer Care Center with well-trained professional staff and equipped with modern facilities and contemporary medical equipment.
This state-of-the-art Hospital was set up with a strategic alliance and assistance from the Tata Memorial Centre, Mumbai, which is one of the premier national institutions for cancer prevention, treatment, education and research with 75 years of experience. It has been built on carefully landscaped grounds to emphasize the holistic approach in our crusade against cancer.
Diagnosis and treatment are characterized by a multi-disciplinary approach with Disease Management Teams, wherein experts from different streams – viz., surgical oncology, radiation oncology, medical oncology, pathology, radiology & nuclear medicine, psychiatry and medical social work, to name a few – participate in decision-making for treatment protocols, using evidence-based medical strategies and appropriate documented clinical guidelines.
The Hospital, with a capacity of 183 beds, serves all sections of the society, with 50% of the infrastructure earmarked for free or subsidized treatment for the underprivileged sections from across India as well as neighbouring countries such as Bangladesh, Nepal and Pakistan.
TMC -- Phase II
Phase II of the project, which is currently ongoing consists of a new wing for the Tata Medical Centre.
The project, which commenced in November 2014, consists of a Ground + 4 storey block of total area of 22,211 Sqm, with infrastructure and facilities, which will add value to the existing development. It is conceived to be in the same architectural style and with similar finishes as Phase I.
Masters’ Role
Masters’ role in this project is to work with Ar. Hiranmay Biswas in periodically reviewing the project progress against established budget, quality and time parameters and reporting on these to the Trustees.
Project consultants include --
Project Architect Canon Design International Private Limited
Interior Architect,Functional Planner & Liaison Architect  Carambiah & George
Structural Consultants Tata Consulting Engineers Limited
MEP Consultants Tata Consulting Engineers Limited
Project Management Consultants  Tata Consulting Engineers Limited

Project Photographs
 Phase I exterior

  Phase I courtyard
 Phase I at night
 Phase I main lobby

To know more about Masters PMC, visit - www.masterspmc.com

Contact us - +91 22 64567600



Located in South Mumbai, 175-bed Breach Candy Hospital which started off as a humble nursing home in the 1950’s has expanded to become one of the most recognised multi-specialty tertiary care units in the country.

Although it is not uncommon to come across a popular Bollywood star or a celebrity being discretely treated in its premises (who can forget the throngs of admirers praying for Amitabh Bachchan’s recovery after his near-fatal, on set accident in 1982), the hospital also has a separate ward for free and subsidised patients, ‘Godrej Wing’ established in 1975, which comprises 26 inpatient beds focuses on the underprivileged section of the society. In addition, all critically ill patients are treated in the common ICU. There is also charitable OPD run by the hospital on a daily basis where needy patients are seen free of cost by consultants of all specialties (and medicines also provided free).

A few years ago, the Breach Candy Hospital Trust decided that it was time to overhaul its wards to match with its several improvements in medical equipment, technology and services.
It was then that Masters’ was called in to manage the work, which had to take into account the complexities of remodelling and renovation within a fully functional building filled with patients, who should not be unduly disturbed.

Our scope included PMC of the renovations, including structural strengthening works and complete refurbishment of two wards and the VVIP ward with a total built-up area of 11,500 sq. ft. executed in 17 months.


To know more about Masters PMC, visit - www.masterspmc.com

Contact us - +91 22 64567600