Ministry of Petroleum and Natural Gas

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
The Government of India provides Liquefied Petroleum Gas (LPG) to domestic households at subsidized rates in14.2 Kg cylinders. Supplies are made at the consumer’s doorstep through a wide distributor network of Oil Marketing Companies (OMCs). LPG cylinders from 186 bottling plants are sent to more than 13000 distributors delivering more than 3 million cylinders every day. All the social groups are impacted by the delivery of LPG cylinders as it is an essential commodity for almost 60% of the households (170 million). In the past consumers would make cylinder booking by phone to the distributors or by visiting the distributor and wait for the delivery of cylinder at home which took 3-20 days. There was lack of predictability on delivery and hence planning of monthly expenditure for low income groups was very difficult. Without a monitoring mechanism for the delivery, delivery boys would change the order of delivery or deliver to wrong party or to commercial establishments. There would be substantial delay by the time the consumer would realize the mischief and would be forced to even procure cylinder from grey market leading to a vicious circle. The challenges can be categorized below: For consumers Absence of competition The customer was locked with the distributor available in that location. As the distributor had a monopoly over the LPG distribution, there was no incentive for him to provide better services. The customer was hapless and at the mercy of the distributor. Poor services The customer had to either physically visit the distributor or call on phone for the limited and basic LPG services offered. As a result he had to spend time and effort and there was no tracking of the requests made or completed. The customer services were limited, difficult to access and never measured. This precluded any improvement in service levels and accountability on part of distributors. With no SLA on delivery time, there were days when cooking would get adversely affected due to delay in delivery of LPG cylinder. Loss of Entitlement There was lack of visibility of the supply of subsidized cylinders, which are sold at almost half their cost. After the entitlement of cylinders was capped to 6 cylinders per annum per household, diversion of cylinders became a concern for consumers also. Access to booking and delivery information was not available either to the consumers or to civil society organizations, which in turn led to rampant diversion of subsidized cylinders into commercial market (auto LPG, industry and cooking fuel in hotels). For Government Burgeoning Subsidy Burden The total subsidy (2013-14) on LPG was over $8 bn, accounting for 25% of the overall fuel subsidy burden. Hence, it was imperative to infuse transparency in the LPG supply chain to achieve twin objectives of reduction in diversion and improving consumer services. There was urgent need to detect, publicize and block ghost and duplicate LPG connections to reduce subsidy burden especially in the context of capping of cylinders per household.

B. Strategic Approach

 2. What was the solution?
The government on one hand wanted to overcome the lack of transparency and improve service quality and on the other hand wanted to reduce their subsidy burden by curbing the diversion of subsidized cylinders.. Hence a task force was set up to suggest solution to this problem. One of the recommendations was to create a transparency portal to disseminate information of the supply chain of LPG. The Ministry of Petroleum and Natural Gas after a review of possible solutions took the decision to set up the Transparency portal which would solve the problem of lack of accountability leading to poor consumer service and also serve as a check on diversion and hence reduce subsidy burden. Transparency Portal’ provided visibility of the supply chain information that was hitherto internal to the Oil Marketing Companies (OMCs) to external world by the use of web technology. The portal provided basic data comprising of consumers name, address and consumption details including subsidy availed by each consumer. This enabled measurement of the service level of delivery for each distributor which was translated into his service delivery rating. Consumers were also given the functionality to rate the distributor based on his quality of service based on various parameters to induce competition and improve quality of service. The LPG consumers were then co-opted in identification of various facilities that they would like to have in the portal to enhance service experience. This exercise involved focus group discussions with customers in all major towns and thereafter at each distributorship level over a period of four months with 3000 such groups covering almost 100000 people. The effort was very well received by the consumers spanning different parts of the country and suggestions poured in for creation of a dream portal. The portal with further enhancements was then created and named ‘’. This name was chosen by way of a public contest. This portal has standardized the look and feel and services across the three Government run Oil Marketing Companies IOCL, BPCL and HPCL who are engaged in LPG distribution. has fulfilled the following objectives: 1. Empowerment of the Consumer – LPG consumer can perform all LPG related activities at one place – accessible 24 X 7 on any mobile device viz. Smartphone, laptop etc. 2. Multiple services - View booking, delivery information, online submission of feedback/complaints, rating of distributor on perceived service levels, online facility to change distributor, entitlement, subsidy received, consumption pattern and approximate delivery date. 3. Improve Service levels - Monitoring of service levels, rating of distributors on service level and rating on quality of service parameter. 4. Redress Grievance effectively - It is an effective medium of communication with the consumers and for grievance redressal. 5. Proactive Information Dissemination - A rich source of information for NGOs / social activist for social audit of LPG supply chain as it provides day-wise delivery details to consumers from a distributor, list of suspect duplicate connections etc. 6. Enabled policy and decision making by Government - Based on analysis of various statistics and feedback from consumers, the Ministry has formulated policies and taken decisions in the interest of consumers such as portability.

 3. How did the initiative solve the problem and improve people’s lives?
The innovation of lies in the creation of the “Transparency Portal” which organically grew into a complete LPG service portal “” in the following ways: Transformative use of existing transaction data The transaction data that was already available was leveraged to create the portal in an innovative manner. Dynamic Co-creation It was co-created by the consumers, OMCs and the Ministry based on the interactions and needs as they evolved. For example, capturing the delivery data of cylinders for transparency enabled star rating of distributors which in turn led to inclusion of the rating in the incentive structure of distributor. Empowerment It empowered consumers, social audit organizations, distributors, State Civil Supplies Department who have concurrent jurisdiction on distribution of LPG, and the Ministry of Petroleum and Natural Gas on delivery of consumer services and concurrently enhances transparency, a public good. Induce competition in a Monopoly Market Structure As the portal allowed measurement and rating of distributors it created a differentiated service offering which allowed the Government to provide the flexibility to LPG consumer to change the distributor within or across the company. This led to tremendous pressure on the distributor to retain his customer and was forced to become responsive to the needs of the consumer.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
Implementation timeline i) Assessment of available data and capabilities of the OMC’s - Initially 1 month in Jan-Feb 2012 and additional 2 months for the revamp in May-Jun 2014 ii) Analysis of services required to address the challenges - 4 months iii) Development of Prototype design - 2 months iv) Launch of the portal called as “Transparency portal” by the Minister of Petroleum & Natural Gas in June 2012. v) Introduction of the capping of subsidized cylinders in Sep 2012. The transparency portal facilitated the introduction of the capping i.e. limit on number of subsidized cylinders per household. vi) Portal provided a medium to host duplicate connection lists. vii) Portal facilitated conception and implementation of DBTL (Direct Benefit Transfer of LPG) in June 2013. viii) Policy changes like portability – 6 months (in parallel) ix) Study of services desired by the consumers – 2 months after decision to revamp x) Adaptation of design by OMCs with plan of integration with data base- 3 months xi) Enhancement of services in portal (- 3 months) and relaunched as in September 2014. Work began on the initiative in early 2012, with brainstorming sessions conducted with the OMC teams and customers to understand the data available at the back end systems of the OMCs and to decide on design and deliverables. This was followed by series of workshops, meetings and reviews conducted amongst the OMCs and with the Ministry. After several iterations, a standardized solution was finalized with common functionality across the three OMCs. The first version of the portal named simply as ‘Transparency portal” was launched publically in June 2012. This portal provided the visibility to the general public on the extent of subsidy availed by consumers and on the visibility of various aspects of the LPG supply chain, focusing on transparency. After the launch, there was a felt need for customer centric features and options such as opting out of subsidy. Based on the feedback received from the users and various stake holders it was felt that the portal to be really useful to the consumers it should be a single platform to avail of various LPG related services in addition to the visibility it provided. For ease of use it needed to have a uniform look and feel across the three OMCs. The OMCs continued to evolve to include a number of services and facilities for LPG consumers. During Mid 2013 a revamped and enhanced Transparency Portal, christened as was conceived. The service bouquet was carefully designed based on the data available in the OMC databases. These covered: • Services that were provided from the portal o Booking of cylinder o Details of cylinder delivery o Details of Subsidy Availed o Request a second cylinder o Request for preferred time for delivery o Seek LPG related services o Facility to Surrender connection o Facility to opt out of subsidy o Redress Grievance • Transparency and visibility provided from the portal o High consumption consumers o Suspect list of duplicate connection holders o FIFO in booking and delivery o Status of pending deliveries • Measures to bring in Competition amongst distributors o Rating of the distributor by consumer o Visibility of distributor rating (star rating) o Portability of connection across distributors and OMCs o Visibility of Target Time of delivery (TDT)

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
The major stake holders who contributed to the initiative and their contributions to the initiative are as given below: a) Ministry of Petroleum & Natural Gas: (Dr. Neeraj Mittal Joint Secretary (Marketing) (Email, Mobile : +91 99588 11444) and Mr. Alok Tripathi Director (LPG) (Email:, Mobile +91 97186 33139) Steering the development of the web portal.  Providing the leadership to the entire project  Preparation of strategy and fixing timelines.  Regular monitoring and feedback through workshops & meetings.  Signing off the various modules/stages of the project. b) Oil Marketing Companies (OMCs): (IS and Marketing teams of IOCL, BPCL and HPCL led by Mr.A.N.Jha ( & Mr.Projjal Chakravarty (Retired from service in Sep 14) from IOCL , Mr.George Paul ( & K.B.Narayanan ( of BPCL and Mr. Y.K.Gawali ( and Mr.S.T Sathiavageeswaran ( from HPCL)  Design and Development of the respective portals and their standardization  Design and Development of the landing page of the portal and integration of their respective portals onto it for easy accessibility  Making changes/modifications as per the feedback  Standardization of the services offered in the portal and Creating similar look and feel across the three OMCs c) Citizens/Consumers (Focus groups in cities)  Suggesting name for the web portal  Providing feedback on the features and design of the web portal  Providing innovate ideas for enhancement of the web portal d) Distributors (around 12000 cross the country)  Inputs on the rating scale for their service levels brackets  Incorporating the upstream supply chain linkage to the bottling plants  Facilitated consumer awareness e) State Governments:  Features such as ensuring FIFO delivery which cause issues at local level were incorporated.
 6. How was the strategy implemented and what resources were mobilized?
The development of the web portal was carried out by engaging a web designer agency for the designing the look & feel. The backend integration was carried out by internal dedicated resources and some external resources were hired for a period of 4 months. Technical description of database / backbone As the portal was hosted by the three OMCs each of the OMCs have implemented using their own hardware and software backbone. While the portal has been hosted on different architectures it was ensured that the look and feel and functionality of the individual OMCs was same and standardized. As the transparency portal of the OMC was built on top of their existing application for the LPG business a lot of resources already available were leveraged for the implementation of this portal. This has enabled the OMCs to implement the portal solution with little incremental investments on additional hardware. The details of the infrastructure resources deployed at the three OMCs are as follows: IOC: Hosted on a MySQL database as the back end on Linux OS with a capacity for 2000 concurrent connections and a bandwidth of 30 MBPS HPC: Hosted on a Microsoft SQL server data base as back end and Microsoft IIS as the web servers. The servers are set up on a highly redundant infrastructure in a clustered environment with a capacity for serving 3000 concurrent connections. The total bandwidth of 180 MBPS is shared by the portal with other applications. BPC: Hosted on a Microsoft SQL server database on Windows server OS running on a VMware virtual environment with a highly redundant infrastructure with a replicated server with replicated data base at the Primary data centre and additional server with replicated database at the Disaster Recovery Site. The overall expenditure for the design and dedicated resource is around Rs.2.5 lakhs. Additionally dedicated manpower resources of 40 man-months were deployed by OMCs to carry out the project work as part of their normal assignments. In addition, a number of senior personnel from the OMCs and the Ministry spent a significant amount of time in finalizing the scope and structure of the portal and in monitoring the overall project from conceptualization to implementation. The OMC’s funded the initiative from their internal resources. The one-time cost of developing the portal towards the hardware and software licenses and the cost of manpower deployed for the development and testing was around Rs.20 million. The recurring cost towards hardware and software maintenance, house-keeping and administration of the infrastructure and applications and regular software enhancements would involve an amount of Rs. 5 million per annum. The OMCs also upgraded the web connectivity required for providing satisfactory response to the users, with adequate security protection.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The major contributors are as under: Saving in Subsidy - The publication of transaction data on-line was the transformative initiative to stop diversion. Consumers were able to immediately point out if their quota of cylinder shown as delivered was actually received by them or not thereby curbing leakages. It enabled dissemination of information on suspect duplicate consumers. Many customers surrendered their connections and those who did not complete the KYC were blocked. At present over 9.7 million LPG connections have been blocked leading to a saving of Rs.33.41 billion ($0.5 billion) for government exchequer. The estimated savings in subsidy on account of the introduction of DBTL in its 1st two phases is of the order of 15-20%. Improvement Service Delivery Levels - The portal has caused to shift the balance of power in favor of the consumers from the distributor. A consumer rates his distributor on five perceived parameters which has sensitized the distributor on consumer perception. Based on the transaction data, the distributor service is now automatically measured (% cylinders delivered in a certain time frame) and all distributors are rated from 5 star (best service level) to 1 star. The Star rating distribution has improved substantially towards higher Star rating since its launch. This can be seen as the proportion of 5 and 4 star distributors has increased from 43 % since the launch of concept in December 2012 to 67.2% in Quarter 2 of 2014 signifying improvement in delivery times. Empowerment of consumers (Portability) - The rating of distributors allows comparison of the service levels between distributors. The subsequent launch of portability provided the much needed competition that was the key to improvement in service delivery. As on date, over 5000 requests have been received. Although the number of portability requests appears to be small, the feedback through informal channels has been that distributors are able to retain consumers by becoming very responsive to the complaints and thus very few requests are coming forward. Encouraging Subsidy Salience - many consumers are wealthy and hence do not need subsidy. This portal allows consumers to give up subsidy without hassle. The voluntary giving up of subsidy is gathering momentum and would help in achieving the goal of targeting subsidy for the needy. The number of consumers who have given up subsidy is already nearing 10000 within two months of its launch.

 8. What were the most successful outputs and why was the initiative effective?
OMCs and Ministry of Petroleum & Natural Gas set up teams to monitor the progress of the project at the level of the Ministry as well as the in each of the OMCs. Apex team defined the milestones and the parameters to evaluate the progress of work, and the execution was done by OMC teams. Regular meetings were held at both the levels to discuss the progress and to finalize common approaches to address the requirements of the solution. The review at Ministry was led by the Joint Secretary (Marketing) with the OMCs developers; project Coordinators from each of the OMCs representing the Business and the IT function. The teams also discussed the pros and cons of alternate approaches to address different process and technical challenges and arrived at a common approach to be implemented by all the three OMCs. This enabled the citizen/social audit organization to have the same experience across the portals of all the three OMCs. Further, to share information amongst the various teams working on the project, a Project Management Information System (PMIS) that was developed to monitor various projects running under the Ministry was also used to monitor the implementation of this project. Access to this PMIS system was extended to the key stakeholders and software development teams engaged in this project to regularly update their progress on development of ‘’. A monitoring Dashboard and various MIS reports were made available to the officers to review the project progress. Regular alerts and emails were generated by the system for any deviation in times lines defined against each milestone or activity. Any critical issue that was faced by the teams that had the potential to affect the time lines was immediately escalated to higher levels so that it could be addressed and resolved timely. Regular feedback on the portal has been taken and corrective actions / additional features introduced in the portal based on these feedbacks. The project was completed in time with no time/cost overruns.

 9. What were the main obstacles encountered and how were they overcome?
Institutionalization of data update in real-time and devising same functional interface across the OMCs was a challenge as each had a different business process/database/IT platform. Government Process Re-engineering was an important part of the new service offerings in the background business processes. For example, portability across OMCs required a new business process to be put in place to allow migration of customer along with past entitlements. Multiple connection detection was even more challenging and required a background mechanism for detection. The sheer scale and size of the database and legacy nature of the records was also a challenge as real time queries had to be incorporated. For the deduplication exercise, a combined database of several terabytes required massive computation power to be able to do address and name matching, with all its variations. The strategy followed comprised of introduction of Know Your Consumer (KYC) to ensure data standardization/completeness of existing database of the OMCs of suspect consumers before they were regularized. With the publishing of the suspect list, those who had hitherto gone unnoticed were now under social pressure to surrender their additional illegal connection(s). Many customers surrendered their connections and those who did not and did not complete the KYC were blocked. Introduction of KYC was a new business process and although it was one time operation, it was a bit onerous and resisted by vested interests. This was tackled by the government by issuing policy guidelines for the same. This led to cleaning up of the OMC customer databases. Change management was another challenge as there was significant resistance from the distributors partly due to vested interests and partly due to effort involved in learning due to change in the software interface. Education/training and hand holding in the new platform and practices helped in bringing stakeholders on board.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
LPG Consumers The Consumer is able to keep track of the his LPG usage pattern, refill booking status, history of refills, expected delivery against a refill booking and other related information on a single login through various search/sort options. He can also view details of the performance of his distributor in terms of service delivery and compare that against the performance of other distributors. LPG consumer has been empowered to: • View expected time of delivery based on current refill bookings registered with the distributor • Make a request for surrender of his/her connection (2500 consumers have requested for surrender of connection through the portal) • Make a request for ‘preferred time for delivery’ (40000requests received) • Know the amount of subsidy availed by him/her • Know the details of subsidy amounts transferred to bank account • View rating of their distributors with respect to cylinder delivery time and other parameters • Communicate with distributors and OMCs with a provision for requesting for any service or register a complaint regarding service levels • Rate the distributor on the five perceived parameters (300000 number of ratings done by consumers) • Apply for Portability of connection within the same OMC or other OMC Distributors (5000 portability requests made so far ) • View consumption pattern of Consumers • View star rating of each distributor based on cylinder delivery • Locate a distributor geographically Civil Society The portal is a boon to NGOs / social activist for social audit of LPG supply chain as it now gives information in a form that can detect diversion by • Viewing suspected multiple connection lists • Viewing high consumption Consumers • Tracking new LPG connection release information • Tracking refill delivery position Oil Marketing Companies (OMCs) Have a transparent view of market and a means to measure the performance of distributors. The portal and backend enhancements of data availability have enabled • A real-time reflection of service levels and improved supplies for consumers • Direct Feedback from consumers – bringing in opportunity to understand what improvements/changes are required thereby improving service delivery • LPG conserved by reduction in diversion led to more number of connections which in effect – reduced effects of household pollution in more homes. • Getting feedback/direct communication online saved paper / resources – environment friendly initiative • Transparency in supply chain has brought trust and credibility to OMCs • Compare performance of distributors on various parameters • Benchmarking of upstream supply chain (bottling plants) • Impose punitive measures for poor delivery performance on distributors. • Reduced working capital requirements on account of lower requirement of genuine LPG. Distributors • View their own performance against a number of parameters and Compare performance against peers • Better customer management as all customer services are provided through this single portal • Reduced footfalls at the distributor premises as a number of services are provided on a self-service mode to the consumers Government • Bringing in complete transparency in the entire LPG supply chain for the benefit of the citizens • Feedback on the LPG supply chain from over half the population of the country and communicate with them • Substantially improve in service delivery thereby setting benchmarks in public delivery systems • Reduced diversion of subsidized LPG for commercial purposes, leading to efficient allocation of resources. Estimated total savings of 15-20% in first two phases. • Blocking of 9.5 million multiple connections blocked saving subsidy of $5 billion per annum. • Improved efficiency by way of competition in public delivery systems • Launch systemic game changing initiatives such as capping the quota of subsidized cylinders per household and launch Direct benefit transfer of subsidy into the bank account of consumers. The impact of the portal can be measured by the following; • Number of month hits on transparency portal - 2.5 million • Reduction in subsidy burden due to opt out of subsidy (10000 consumers) • De duplication led to subsidy saving of over $5billion per annum. • Number of consumers rating the distributors (No of consumers rating 300,000 and no of distributors’ rated - 6800) • Improvement in star ratings of the distributors over time (5 star ratings improved from 43% to 67%) • Preferred time delivery requests (40000) • Number of requests for distributor portability (5000 received) The transparency portal and associated initiatives were given the CSI Nihilent national e-Governance Awards 2012-13.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Institutional and regulatory sustainability The portal has helped government to meet its objective of reduction in diversion of LPG by bringing transparency in the supply chain and making supply/consumption information available in the public domain. The transparency regarding the consumers availing subsidy that the portal provides enables the sustainability of efforts to curtail subsidy diversions on a continuous basis as the OMC would be enrolling approximately additional 15 million new consumers on a yearly basis. Technical sustainability The technical platforms on which the portals are hosted are owned by the OMCs and mechanisms have been put in place by the three OMCs to monitor the performance of the portal. OMCs technical teams would ensure that the technical components scale up as the usage of the portal spreads. Based on the feedback from the various stakeholders the features available in the portal would also be enhanced periodically. Financial sustainability As the portal has been set up by the OMCs for the benefit of the 160 Mn consumers and citizens of the country, the OMCs are committed to ensure that the portal is maintained at a very high level of availability and responsiveness. The required infrastructure augmentation to achieve this would be provided by the OMCs by making the required investments. Social, Cultural and Environmental sustainability Curbing diversion of LPG actually makes more LPG available for use of poorer households who were hitherto using polluting fuels like coal, wood, charcoal etc. It thus reduces deforestation as people do not have to cut down trees for firewood thus enabling use of an environmentally friendly fuel and ensure sustainable development. Secondly it promotes good health as households using LPG are not exposed to the ill effects of indoor household pollution. Women in the poorer sections of society are usually victims of respiratory and other disorders on account of the smoke due to the use of firewood, coal or charcoal for domestic cooking. The portal provides the citizens equal access to the platform for availing of the various benefits it provides. This goes well with our cultural ethos, which promotes conservation preservation of environmental resources and treats them with respect. Replication to other areas The initiative is unique in its scale and scope and no parallel is available in these aspects. This effort can be replicated in Public Distribution Systems or in disbursement of fertilizer subsidy where Government of India still bears significant subsidy and in both systems there is rampant diversion of precious resources. Implementation of similar initiatives in these areas would bring in transparency to the entire supply chain of these systems. The affected stake holders would have complete visibility of the various processes and the Government departments running these programmes would be able to ensure that the subsidies / benefits are delivered only to the targeted segments of the population and diversion of the subsidy amounts is curtailed.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
While the initiative is a game changer in many ways, the experience has been very encouraging. The initiative has grown from a simple transparency initiative to a full blown consumer centric services portal in a sustained basis. One feature led to another – as if it grew organically over time. The culmination of this growth is a full-fledged portal which caters to the needs of the entire supply chain. India is a large country and the variations across customers are innumerable. One of the significant learnings is that access to such platforms in local language must be kept in mind while trying to deliver services from such portals. We are thus working to increase the user friendliness of the site to accommodate the diversity of the customer base. The first initiative is to make it available in local languages which will make it more meaningful and user friendly to a larger populace and work in this direction has commenced. This would enable a much larger base of the population who are not proficient in English to access information and facilities available in the portal. Secondly, easy and fast access to internet is still a constraint in many parts of the country. This is aimed to be mitigated as government is rolling out the number of Citizen Service Centres to bridge the gap due to lack of internet or due to language barrier. These centres which would be distributed across the country would offer facilities to the consumers to access the portal from kiosks and work stations. Further, access to mobiles has significantly improved and mobile penetration in the country is over 75% and this is likely to improve the use of this portal. Mobile version of this portal will be deployed shortly which would enable the citizens to access the information and facilities available in the portal from mobile phones and devices. Another significant learning has been the need for a tight data capture process and uniform metadata standards which can be used by all the stake holders involves in such initiatives. These standards must be specified across all public service delivery programs so that sharing of data becomes easier. Absence of such standards will lead to poor quality databases, rework and diminished capacity for policy action. In similar vein it is felt that a strong Know Your Customer standard should also be specified in all programs wherever subsidy disbursement is involved. A significant learning has been that such initiatives organically grow and lend to newer capabilities over time. Thus, while costs can be calculated, newer benefits always spawn over time and the may be difficult to estimate initially when such projects are undertaken. This portal has easily lent itself to use in multiple ways. For example, this portal is now being put to use for the Modified Direct benefit transfer in LPG (MDBTL) scheme whereby consumers can now access information about their readiness to receive and actual receipt of subsidy under the scheme.

Contact Information

Institution Name:   Ministry of Petroleum and Natural Gas
Institution Type:   Government Agency  
Contact Person:   Neeraj Mittal
Title:   Dr  
Telephone/ Fax:   +919958811444
Institution's / Project's Website:  
Address:   Room 215 A, Shastri Bhawan, Rajendra Prasad Road, New Delhi
Postal Code:  
City:   new delhi
State/Province:   new delhi

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