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About Us
The Government of Tamil Nadu created a Special Purpose
Vehicle (SPV) for implementing the Chennai Metro Rail Project.
This SPV named as "Chennai Metro Rail Limited" was
incorporated on 03.12.2007 under the Companies Act. It has now
been converted into a Joint Venture of Government of India and
Government of Tamil Nadu with equal equity holding. It is
functioning at the following address:
Chennai Metro Rail Limited,
11/6, Seethammal Road ,
Alwarpet,
Chennai - 600 018,
India
Phone : 91 - 44 - 24310174
FAX : 91 - 44 - 24312430
Email : [email protected]
The composition of the Board of Directors of CMRL is as follows:
1Shri Navin Kumar, IAS.,Secretary to Government of India,Ministry of Urban Development.
Chairman
2Thiru K.Rajaraman, IAS.,Secretary to Government of Tamil Nadu,Special Initiatives Department.
Managing
Director
3 Director
4 Tmt S.Malathi, IAS., Director
5Thiru K.Shanmugam, IAS.,Principal Secretary to Government of TamilNadu, Finance Department.
Director
6Thiru K.Ashok Vardhan Shetty, IAS.,Principal Secretary to Government of Tamil
Director
mailto:[email protected]://chennaimetrorail.gov.in/index.htmlhttp://chennaimetrorail.gov.in/contact_us.htmlhttp://chennaimetrorail.gov.in/photogallery.htmlhttp://chennaimetrorail.gov.in/tenders.htmlhttp://chennaimetrorail.gov.in/press_clippings/press_clippings.htmhttp://chennaimetrorail.gov.in/press_releases/press_releases.htmhttp://chennaimetrorail.gov.in/project_status.htmlhttp://chennaimetrorail.gov.in/project_profile.htmlhttp://chennaimetrorail.gov.in/needfor_metro.htmlhttp://chennaimetrorail.gov.in/mission.htmlhttp://chennaimetrorail.gov.in/aboutus.htmlmailto:[email protected] -
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Nadu, Rural Development & Panchayat RajDepartment.
7
Smt Vilasini Ramachandran, IAS.,Additional Secretary to Government of India,Department of Expenditure,
Ministry of Finance.
Director
8Shri S.K.Malik, IRSE.,Additional Member (Civil Engineering),Railway Board.
Director
9Dr. Noor Mohammad, IAS.,Member Secretary,National Capital Region Planning Board.
Director
10Shri A.K.Mehta, IAS.,Joint Secretary to Government of India,Ministry of Urban Development.
Director
Designed & Developed by: National Informatics Centre, Chenn
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Mission
Providing the people of Chennai with a fast,
reliable, convenient, efficient, modern and
economical mode of public transport, which is
properly integrated with other forms of public and
private transport including buses, sub-urban
trains and MRTS.
Designed & Developed by:National Informatics Centre, Chenn
Need for Metro
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Chennai Metropolis has been growing rapidly and the traffic volumes on the
roads have also been increasing enormously. Hence the need for a new rail based rapid
transport system has been felt and towards this objective the Government of Tamil Nadu
have decided to implement the Chennai Metro Rail Project. This project aims at providing
the people of Chennai with a fast, reliable, convenient, efficient, modern and economicalmode of public transport, which is properly integrated with other forms of public and
private transport including buses, sub-urban trains and MRTS.
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Project Profile
A Detailed Project Report (DPR) relating to the Chennai
Metro Rail Project was prepared and submitted by the Delhi
Metro Rail Corporation Limited (DMRC) who have
successfully designed and implemented the Delhi Metro Rail
Project. The DPR envisages the creation of 2 initial corridors
under the proposed phase-1 of the Chennai Metro Rail
Project as shown below:
Corridor Length
Washermenpet to
Airport23.1 kms.
Chennai Central to
St.Thomas Mount22.0 kms.
Total 45.1 kms.
The details of the two corridors are given below:
Corridor-1: Washermenpet Broadway (Prakasam Road) Chennai Central Station Rippon Building along Cooum
River Government Estate Tarapore Towers Spencers
Gemini Anna Salai Saidapet Guindy Chennai Airport.
Corridor-2: Chennai Central along EVR Periyar Salai
Vepery Kilpauk Medical College Aminjikarai Shenoy
Nagar Annanagar East Anna Nagar 2nd avenue
Tirumangalam Koyambedu CMBT along Inner Ring
Road Vadapalani Ashok Nagar SIDCO Alandur St.
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Site Map
FAQ
Contact Us
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News
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FY2008
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Press Releases
Reference
1. Loan Amount and Terms
Project Name
Loan
amount
(million
yen)
Annual interest rate(%)
Repayment/
deferment
period (years)
Terms of
procurementProject
Work
Consultin
g
Services
Micro, Small and Medium
Enterprises
Energy Saving Project
30,000 0.30* - 15/5*
General untied
Capacity Development for
Forest Management and
Personnel Training Project
5,241 0.55* - 40/10*
Chennai Metro Project 21,751 1.20 0.01 30/10
Hyderabad Outer Ring Road
Project (Phase 2)42,027 1.20 0.01 30/10
Total 99,019
* Preferential terms are applied when environmental issues are involved in order to actively support developing
countries tackling environmental problems.
(1) Micro, Small and Medium Enterprises Energy Saving Project
(a) Background and Necessity
Accompanying the rapid economic growth in India, energy consumption continues to rise, with Indias primary
energy consumption in 2005 being the fifth largest in the world after the US, China, Russia, and Japan.
Improving the efficiency of energy use is urgently required in order to maintain a steady supply of energy while
preserving the environment. An issue of particular concern in India is that 90% of the factories belong to micro,
small, or medium enterprises, whose energy efficiency is poor due to aging equipment, so there is much room
for improvement.
With regards to this problem, the Indian government tacking action, promoting the efficient use of energy by
enacting the Energy Conservation Act and a general energy policy as well as facilitating preferential financingfor micro, small, and medium companies through the enactment of the Micro, Small and Medium Enterprises
Development Act. Among such smaller companies, however, not only is the ability to procure capital for
energy-saving equipment limited, so are the technology and expertise for doing so, and general awareness of
the importance of energy saving is not generally high, so that efforts to implement energy-saving measures
have never proven adequate. For these reasons, supporting micro, small, and medium enterprises to
implement energy-saving measures is a critical issue.
(b) Purpose and Description
One of the purposes of this project is to promote energy-savings measures among the end beneficiaries
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micro, small, and medium enterprisesby providing them with the mid- and long-term financing necessary for
energy-saving measures as well as supporting Small Industries Development Bank of India and other
intermediary financial institutions in Indiathe organizations who will carry out the planby strengthening their
capabilities to evaluate the loans for energy saving. Through this promotion of efficient energy use, the project
will work toward its other goals of environmental improvement, sustainable economic development, and
contributing to measures against climate changes affecting the globe. Small Industries Development Bank of
India and other intermediary financial institutions will utilize their branch networks to support energy-savingmeasures on a nationwide scale.
In Japan, there is a history of promoting energy-saving policies, which has resulted in a financial system keyed
toward energy (including support for Top Runner device certification) that is promoted by policy-guided financial
agencies. For that reason, this project will provide support to Small Industries Development Bank of India and
other intermediary financial institutions in India to build on the Japanese experience in strengthening their
ability to evaluate loans to micro, small and medium enterprises for energy-saving financing and to create and
maintain a database of energy-saving equipments. In addition, a review is underway of a plan to file group
CDM applications for projects receiving this financing and to provide support to enterprises to acquire the right
to emit greenhouse gases.
Appropriation of this loan will be made to micro, small, and medium enterprises through Small Industries
Development Bank of India.
Executing AgencyName: Small Industries Development Bank of India(SIDBI)
Address: SIDBI Tower, 15, Ashok Marg, Lucknow 226001 Uttar Pradesh, India
Phone: +91 (522) 2288546-50
Fax: +91 (522) 2288455-59
(2) Capacity Development for Forest Management and Personnel Training Project
(a) Background and Necessity
With forests covering 23% of the county compared to the world average of 30%, Indias coverage is scant, and
moreover, deforestation is advancing due to the rapid growth in population and lumber demand, degrading the
forests and lowering the capacity of soil to retain water. This brings pressure on the daily lives of the poor
whose livelihoods depend on the forest as a source to obtain products such as feed for animals, firewood for
fuel, and fruit for cash income. This in turn places a greater burden on the forest, resulting in a vicious circle.
Recognizing this, the Indian government adopted its Joint Forest Management (JFM) program in the 1990swith the object of more efficient forest management whereby residents who live near a forest work together to
manage the forest. Forestry department employees are therefore called on to play a role in urging local
residents to actively participate in forest preservation as well as spreading the technology necessary for forest
preservation, but have not been able to do so because of insufficient training. In order to further promote this
policy, human resources must be trained in sustainable forest management which requires the training
programs for frontline staff of the state forest department to be improved as well as repairing and maintaining
the aging training infrastructure required for necessary training.
(b) Purpose and Description
This purpose of this project is to provide a complete training program and educate human resources to provide
sustainable forest management. This will be done by improving the training programs for frontline staff working
in the forestry departments in 10 states as well as repairing aging training infrastructure and building new
equipment to improve the abilities of frontline staff. The training program is planned to include the acquisition ofpractical techniques for developing participatory-type local development focusing on residents living near the
forests. It is hoped that activities to create income for local residents and the formation of self-reliant groups
carried out by local forestry personnel will improve the lives of the residents and preserve the forests. To
complement this project, technical assistance is also being considered to boost the capacity of the central
Indian government as well as state forestry management personnel.
This loan will be appropriated to the repair of training facilities as well as building new ones.
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Executing Agency
Name: Ministry of Environment and Forests(MOEF)
Address: Paryavaran Bhawan, CGO Complex, Lodhi Road, New Delhi, India
Phone: +91 (11) 2436-4624
Fax: +91 (11) 2436-4624)
(3) Chennai Metro Project
(a) Background and Necessity
Chennai is the capital city of the State of Tamil Nadu and the focus of this project. It is the economic and
political center of the southwest region of India as well as the gateway to the region, serving as the
transportation and logistics base. Due to a rapid population increase in recent years, Chennai has become
overpopulated, numbering among the densest cities in the world at 24,000 people/km2. Along with the sudden
urbanization has come a rapid increase in automobiles, motorcycles, and scooters. The chronic traffic
congestion in the Chennai metropolis area is causing economic losses not only from the traffic problems
themselves but worsening environmental conditions due to exhaust gas emitted by the vehicles. In order to
alleviate the traffic congestion and at the same time decrease the air pollution caused by exhaust gas, a mass
rapid transit system is necessary.
(b) Purpose and Description
This project will stimulate the regional economy and provide improvements to the urban environment by
supporting the construction of approximately 45 km of subway and elevated trains in the Chennai metropolitan
area. This will alleviate traffic congestion and decrease exhaust gas by creating a modal shift. Also expected is
that the decrease in vehicular traffic will reduce the emissions of greenhouse gases.
For technical assistance, the Delhi Metro Rail Corporation (DMRC) is planned to be hired as a project
consultant. As the agency implementing the Delhi Mass Rapid Transport System Project, which is supported
by Japanese ODA loans, the DMRC is well known for their expertise in India accumulated through their
continued work on the Japanese ODA loan project. Based on their experience with that project, they will
improve the safety and efficiency of the worksite through safety helmets and safety shoes as well as by
implementing the principles of organization and control. They will also implement an HIV/AIDS prevention
program in partnership with the Tamil Nadu State AIDS Control Society to control the risk of HIV/AIDS infection
among the large number of itinerant workers on the project. Also planned is an approach incorporating
universal design principles such as accessible elevators and Braille-embossed surfaces, adequate space to
accommodate wheelchairs and other considerations for the elderly and disabled.This loan will be appropriated to items including civil work of subway, procurement of rolling stock, and
consulting services.
Executing Agency
Name: Chennai Metro Rail Limited (CMRL)
Address: No.11/6, Seethammal Road, Alwarpet, Chennai 600018, India
Phone: +91 (44) 2431-3322
Fax: +91 (44) 2431-2430)
(4) Hyderabad Outer Ring Road Project (Phase 2)
(a) Background and Necessity
The city of Hyderabad is the capital of the State of Andhra Pradesh in the south of India, located somewhat
centrally with respect to the other major southern cities of India: Mumbai, Bangalore and Chennai. In recent
years, Hyderabad has developed as a base for the IT and biotechnology industries, leading to a rapid increase
in the human and vehicle population in the metropolitan area. The main trunk roads connecting the city to other
major cities intersect radially at the city center, resulting in severe congestion where interurban traffic competes
with cars and buses using the roads for destinations within the city. Given these circumstances, there is a
pressing need to construct an outer ring road to promote the development of regions peripheral to the city and
to decrease the number of vehicles passing through the city center, which will alleviate congestion and improve
the city environment.
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(b) Purpose and Description
This project will construct a 33km ring road section and ancillary roads in the northeast section of the
Hyderabad metropolitan area, responding to increasing road traffic demand while alleviating traffic congestion
in the city core as well as helping to reduce greenhouse gas emissions due to reduced idling times.[1]In order
to increase the development efficiency of this project, not only will the outer ring road be constructed, but major
radial roads connected to the ring road will be widened, providing better access to the development areas
planned along the ring road and its environs. Furthermore, an ITS will be installed on the major roads in theHyderabad metropolitan area including the outer ring road to improve the efficiency of the road network overall.
However, because construction of the outer ring road will involve major construction using high numbers of
lone itinerant laborers, consultants hired with this loan will work in partnership with local non-governmental
organizations and health authorities to carry out labor hygiene and safety campaigns including HIV/AIDS
prevention efforts with the object of controlling the risk of HIV/AIDS infection among workers.
This loan will be appropriated to the civil work of road construction and consulting services.
Executing Agency
Name: Hyderabad Growth Corridor Limited (HGCL)
Address: HUDA Complex, Tarnaka, Hyderabad 500 007, Andhra Pradesh, India
Phone: +91 (40) 2700-2913
Fax: +91 (40) 2700-3271)
[1] For phase 1 of this project, funded by the Japanese ODA loan signed on March 2008, a 38-km outer ringroad and ancillary roads will be constructed in the northwest section.
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Mission Statement
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Mission Statement
New JICAOur Vision, Mission and Strategy
Marking its launch as a renewed organization, New JICA has announced an all-new Vision. Together with this
Vision it has defined four Missions, to be achieved through four main Strategies. It has also declared a set ofGuiding Principles meant to help advance its Strategies.
Vision
Activity Guiding Principles
VisionInclusive and Dynamic Development
"Inclusive development" represents an approach to development that encourages all people to recognize the
development issues they themselves face, participate in addressing them, and enjoy the fruits of such
endeavors. The role of New JICA is to effectively provide backing for this process.
"Dynamic development" refers to the creation of self-reinforcing virtuous cycles of mid- to long-term economic
growth and poverty reduction in a constantly changing environment of developing countries where a variety ofissues arise simultaneously and get entangled each other. New JICA will provide creative, highly effective
support toward this end, at times moving swiftly and at times acting from the longer-term perspective as the
situation calls for.
Mission 1
Addressing the global agenda
The advance of globalization brings positive effects, sparking economic development and providing people with
new opportunities. It also has its negative side, though, including such effects as uneven wealth distribution and
the cross-border issues of climate change, infectious diseases, terrorism, and expanding economic crises.
These effects pose a threat to the stability and prosperity of Japanwhich depends on resources from around
the worldand the rest of the international community. The threat is particularly dire for developing countries.
New JICA will make full use of Japan's experience and technologies as it works in concert with internationalsociety to address the various globalization-related issues developing countries face in a comprehensive
manner.
Mission 2
Reducing poverty through equitable growth
Impoverished people in developing countries are particularly susceptible to the effects of economic crisis,
conflict, and disaster and are constantly exposed to the risk of even deeper poverty. Moreover, growing wealth
gaps are a destabilizing factor in societies. Helping people to escape poverty and lead healthy, civilized lives is
a vital task not only for the growth of developing countries but also for the stability of the international
community. To reduce poverty, employment opportunities must be expanded through equitable growth that
gives proper consideration to impoverished members of society, and public services like education and
healthcare must be enhanced. New JICA will provide support for human resources development, capacity
building, policy and institutional improvements, and provision of social and economic infrastructure, thereby
pursuing sustained poverty reduction through equitable growth.
Mission 3
Improving governance
A state's capacity for governance refers to its status as a society that can take the resources available to it and
direct, apportion, and manage them efficiently and in ways that reflect the will of the people. Improving
governance is of vital importance to the stable economic growth of developing countries. However, these states
often have underdeveloped legal and judicial systems and administrative organs, which present obstacles to
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efforts to reduce poverty through economic growth. New JICA will offer support aimed at improving the
fundamental systems needed by a state, as well as systems for effectively providing public services based on
the needs of people, and at fostering the institutions and human resources needed to manage those systems
appropriately.
Mission 4
Achieving human security
The advance of globalization causes an increase in various cross-border dangers and exposes many people in
developing countries to civil strife, disasters, poverty, and other humanitarian threats. The concept of human
security places individual human beings at its core, seeking to defend them from fear and want: fear of things
like conflict, terrorism, disaster, environmental destruction, and infectious disease, and want in the face of
poverty and in social services and infrastructure. By building up people's abilities to address these issues
themselves, this approach aims to build societies in which they can live with dignity. In order to defend the
weakest members of society from these various threats, New JICA will support efforts to bolster social and
institutional capacity and to increase people's ability to deal with threats themselves.
Strategy 1
Integrated assistance
New JICA will undertake the integrated management of three modalities of assistancetechnical cooperation,ODA loans, and grant aidto offer comprehensive support that organically combines such elements as policy
and institutional improvements in developing countries; human resources development and capacity building;
and improvements in infrastructure. We will also make use of diverse approaches and take advantage of the
expanded scale of our operations to tackle issues that go beyond borders and affect entire regions or that span
multiple sectors. Through such integrated assistance, New JICA will pursue international cooperation with even
more development impact in terms of both its quality and scale.
Strategy 2
Seamless assistance
New JICA brings together a wide variety of aid approaches to provide seamless assistance that spans
everything from prevention of armed conflict and natural disasters to emergency aid following a conflict or
disaster, assistance for prompt recovery, and mid- to long-term development assistance. Among developing
countries are states at various stages of development, from the least developed countries where most of the
population lives in poverty to middle-income countries that are on the growth track but are still wrestling with the
problems of wealth gaps in society. New JICA will provide assistance in ways that best match the level of
development in each recipient nation, taking a long-term perspective and offering seamless assistance to
ensure sustainable development into the future.
Strategy 3
Promoting development partnerships
New JICA aims to be a good partner for developing countries, accurately grasping their changing needs
through a focus on the field and promoting their own self-help efforts swiftly and effectively through a focus on
results. We will also promote public-private partnerships, pooling the experience, technologies, and resources
of local governments, universities, nongovernmental organizations, and other actors. Furthermore, to fulfill our
responsibilities as one of the largest donor organizations in the world with more than 40 years of experience,we will strengthen partnerships with international organizations and other donor institutions, leading the
creation of a broad framework for development assistance in a global community that is seeing growing
numbers of players in the international cooperation field and increasingly diverse forms of aid to developing
countries.
Strategy 4
Enhancing research and knowledge-sharing
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In the face of the advance of globalization and the rise of new international cooperation actors, global trends in
the issues affecting developing countries are undergoing sweeping change. Through the establishment of the
JICA Research Institute, New JICA will put its wisdom gained in the field to work, building broad networks of
academics from Japan and elsewhere around the world to create new knowledge value in the field of
international development assistance not just for Japan but also for the entire world. To play a leading role in
guiding the newest development trends, we will enhance our research and knowledge-sharing capacities. We
will also actively carry out surveys and research grounded in actual assistance projects, focusing on thesubjects in both regional and issue-based contexts.
Activity Guiding Principles
1. Achieving synergies of the merger
By smoothly combining diverse aid modalities, we will make use of our synergies by speeding up the aid
process, scaling up pilot and model projects, and spreading them out in other regions and communities.
2.Tackling complex, difficult issues flexibly with the field-based approach
By accurately grasping the development needs on the ground and designing activities with their focus on the
field, we will deal flexibly with complex, difficult and intertwined development issues.
3.Fostering expertise for providing professional solutions
As an organization specialized in international cooperation, we will perform internationally competitive work,
putting our experience and wisdom gained in the field to work and using our expertise and knowledge-sharing
capabilities to quickly and accurately address a wide range of development issues.
4.Efficient and transparent operations
By managing and evaluating our operations efficiently and transparently, we will remain constantly committed
to renewing and streamlining our organization, thereby maintaining a high level of accountability.
Mission Statement President's Desk
Organization
ODA and JICA
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Title Japan International Cooperation Agency (JICA)
President Sadako Ogata
Headquarters
Japan International Cooperation Agency (JICA)
1-6th floor, Nibancho Center Building 5-25, Niban-cho, Chiyoda-ku,Tokyo 102-8012, Japan
[Nearest Stations]
Yurakucho Line Kojimachi Station (Exit 5 ; 2 minutes walk)
JR Line Yotsuya Station (Kojimachi Exit ; 7 minutes walk)
Marunouchi Line & Namboku Line Yotsuya Station (Exit 1 & Exit 3 ;8 minutes walk)
Hanzomon Line Hanzomon Station (Exit 5 ; 9 minutes walk )
JICA Research Institute
10-5, Ichigaya Honmura-cho, Shinjuku-ku, Tokyo 162-8433, JapanTel +81-3-3269-2911
Establishment October 1, 2003
Full-time Staff 1,664 (estimate; end of fiscal 2009)
Objectives
Established as an independent administrative institution under the law
concerning the Independent Administrative Institution Japan International
Cooperation Agency (Law No. 136, 2002), JICA aims to contribute to the
promotion of international cooperation as well as the sound development of
Japanese and global economy by supporting the socioeconomicdevelopment, recovery or economic stability of developing regions.
Facts and
Figures(PDF/73KB)
JICA HeadquartersHeadquarters Organization Chart (PDF/34KB)
Overseas OfficesAbout hundred offices are located worldwide to promote projects that meet local needs.
Domestic OfficesJICA has 17 branch offices in locations throughout Japan; each draw upon local distinctions and humanresources to advance a range of JICA projects.
Mission Statement
President's Desk
Organization
http://www.jica.go.jp/english/news/field/2008/pdf/081003.pdfhttp://www.jica.go.jp/english/contact/http://www.jica.go.jp/english/about/organization/pdf/e_organization.pdfhttp://www.jica.go.jp/english/contact/overseas/http://www.jica.go.jp/english/contact/domestic/http://www.jica.go.jp/english/about/mission/http://www.jica.go.jp/english/about/mission/http://www.jica.go.jp/english/about/president/http://www.jica.go.jp/english/about/organization/http://www.jica.go.jp/english/about/http://www.jica.go.jp/english/news/field/2008/pdf/081003.pdfhttp://www.jica.go.jp/english/contact/http://www.jica.go.jp/english/about/organization/pdf/e_organization.pdfhttp://www.jica.go.jp/english/contact/overseas/http://www.jica.go.jp/english/contact/domestic/http://www.jica.go.jp/english/about/mission/http://www.jica.go.jp/english/about/president/http://www.jica.go.jp/english/about/organization/ -
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ODA and JICA
History
Affiliated Sites|
Privacy Policy|
Disclaimer
Copyright 1995-2008 by the Japan International Cooperation Agency
http://www.jica.go.jp/english/about/oda/http://www.jica.go.jp/english/about/history/http://www.jica.go.jp/english/affiliated/http://www.jica.go.jp/english/policy/http://www.jica.go.jp/english/policy/http://www.jica.go.jp/english/disclaimer/http://www.jica.go.jp/english/about/oda/http://www.jica.go.jp/english/about/history/http://www.jica.go.jp/english/affiliated/http://www.jica.go.jp/english/policy/http://www.jica.go.jp/english/disclaimer/