Skill Development - scope

SPECIAL ISSUE 

Vol. 33 No. 2 July 2013 

Rs. 50/-

Vol. 33 No. 2 July, 2013 

Contents 

Chairman’s Desk .......................................................................................................08 

Role for PSEs in Skill Development ...................................................................10 

by Mr. S. Ramodorai 

Leveraging Training and Skill Development for Promotion ....................13 

of MSMEs 

by Mr. Madhav Lal 

Enhancing the Reach & Scale of Skill Development under CSR: ............16 

Possibilities through CPSE - NSDC Partnerships 

by Mr. Dilip Chenoy 

Skilling India to Growth Path-PSEs Partnering with Government .........20 

by Dr. U. D. Choubey 

Bridging Skill Deficit Through Vocational Training ......................................24 

by Mr. V. P. Yajurvedi 

Skills Development .................................................................................................28 

Ms. Tine Staermose 

Education for Skill Development .......................................................................30 

by Prof. Lallan Prasad 

Issues in Human Resource Skill Development - Knowledge ...................34 

Management 

by Dr. Rajen Mehrotra 

National Skill Development & Role of Indian Public Sector Enterprises ...38 

by Dr. S. N. Nandi 

Challenges for CPSEs in Skill Development ...................................................42 

by Mr. O. P. Khorwal 

yksxkssa dks dq”ky cukus esa ih,l;w ihNs ugha ----------------------------------------------------44 

Jh jktsUnz xqIrk 

Skill Development & Capacity Building in SAIL ............................................47 

IndianOil CSR - Skill Development & Capacity ..............................................50 

Building Initiatives 

Skill Enhancement Initiatives of Coal India ....................................................53 

NLC in Forefront in Skill Development ............................................................58 

HPCL - Capability Building for a Brighter Tomorrow ..................................62 

Skill Building Initiatives of NALCO .....................................................................65 

KIOCL’s Initiatives for Skill Enhancement ........................................................67 

RCF’s Positive Approach to Skill Development &.........................................70 

Capacity Building 

Employee Development is Culture at TCIL .....................................................74 

Skill Development in ITPO - A Continuous Process.....................................76 

Skill Development & Capacity Building - UCIL’s Key to Success .............78 

REIL Gives High Priority to Skill Development ..............................................81 

Skill Development Training Initiatives by NBCFDC .....................................83

Contents 

Vol. 33 No. 2 July, 2013 

Public Enterprises News 

AAI Once Again Extends Helping Hand in the time of Crisis ...................85 

CCI Signs MoU with Department of Heavy Industry ..................................87 

PSEs Contribute Generously for Relief Operations of ................................89 

Uttarakhand Flood Affected People 

Public Sector Enterprises Sign MoUs ...............................................................95 

PSEs Practice CSR Activities in True Spirit .......................................................97 

Awards & Accolades for PSEs ..............................................................................99 

HAL, Sagem (France) to Setup Facilities at Hyderabad ........................... 105 

SAIL Steel Production up by 6% in Q1 ‘14 ................................................... 107 

Rural Electrification Projects under RGGVY Entrusted ............................ 107 

to POWERGRID 

Ambassador of Tajikistan Visit NSIC ............................................................... 109 

BHEL Bags Rs. 450 cr World Bank funded Renovation ............................. 109 

& Modernisation Contract for 210 MW Thermal Unit 

at Koradi TPS 

4th Reserve Battalion Headquarter of CISF Inaugurated ....................... 111 

WCL Gets Coal Reserves of 2.1 Million Tonnes by..................................... 111 

Allocation of Dhou North Block 

Union Minister of State (CA, F&PD) Visits Railside .................................... 113 

Warehouse Complex, Whitefield, Bangalore, of CRWC 

Personalia ................................................................................................................ 113 

DD/Cheque drawn in favour of “Standing Conference of 

Public Enterprises”) 

ADVISORY BOARD 

Dr. U.D. Choubey, Director General 

S. A. Khan, GM (HR & CA) 

U.K. Dikshit, Adviser (Programmes) 

K. N. Dhawan, Adviser (CC) 

& Consulting Editor 

EDITOR 

Nisha Sharma 

PUBLISHER 

A. S. Khan 

Total Pages : 124 

Annual Subscription: Rs. 500/- 

Price per copy : Rs. 50/-(Payment may be sent by 

Material published in KALEIDOSCOPE may be 

reproduced with prior permission of the Editor and with 

acknowledgment in the accepted style. 

The views expressed in various articles 

are that of the authors and not necessarily 

of SCOPE Management. - Editor 

Published and printed at New Delhi by 

A. S. Khan on behalf of Standing Conference of Public 

Enterprises, Core 8,1st Floor, SCOPE Compex, 7 Lodhi 

Road, New Delhi-110003 

Tel.: 24361495, 24360101 Ext.: 2028, 2029 Fax: 24361371 

E-mail: pr.scope@gmail.com 

at Rave Scan (P) Limited, A-27, Naraina Industrial Area, 

Phase-II, New Delhi - 110028 

Designed by Akar Advertising & Marketing (P) Ltd. 

Tel: 011-43700100, 41551297, 41551298

Kaleidoscope July 2013 

5

6 Kaleidoscope July 2013


7

CHAIRMAN’S DESK 

India is passing through a phase of unprecedented 

demographic change where the working-age 

population, aged between 15 and 64, 

will rise by around 12 million every year in the next 

two decades. In 2020, the average Indian will be 

only 29 years old, compared with 37 in China and 

the US, 45 in West Europe and 48 in Japan, making 

India one of the young nations in the world. 

The age advantage of the nation is slated to continue 

for at least three decades till 2040. As such, 

we indeed have a great opportunity in our hands 

to leverage the nation’s young human resource 

to help grow our country economically. 

This increased labor force will benefit India only 

if the population is appropriately skilled. It is estimated 

that 90% of jobs in the manufacturing 

sector in India are “skill-based” and require vocational 

training. However, among Indian youth in 

the 15-29 year age group, the proportion of those 

who have undergone formal vocational training 

is much lower than required. 

Government has therefore given top priority to 

the agenda of skill development and aims to increase 

the percentage of workforce with formal 

skills in the coming years. It has set a target of creating 

500 million skilled people by 2022, pursuant 

to formulation of National Skill Development 

Policy 2009. 


Corporates, as stakeholders of the economy, have 

a very important role to play in meeting the Skill 

development agenda of the country. Their active 

involvement can help in identifying the specific 

skill development needs of the industry/sectors 

along with meeting the skilled manpower requirements, 

both within the country and abroad. 

Training and skill development of human resources 

have always been a crucial and integral area of 

Public Sector Enterprise management. They have 

placed major thrust on human resource development 

as a strategy to achieve growth with social 

justice. PSEs have accordingly, outlined various 

steps and adopted effective measures to address 

significant issues in skill development. They 

have established a number of skill development 

and human resource training institutes. Newer 

methods of training have been adopted to impart 

training in emerging areas. Many PSEs have 

adopted ITIs for imparting vocational education 

and ensuring better employability. Many of their 

practices have evolved as a role model for the industry 

for incorporating skill development activities 

into their Sustainability initiatives. 

This special issue of KALEIDOSCOPE dedicated 

to Skill Development and Capacity Building in 

PSEs is a testimony to SCOPE’s commitment to 

this very important area. I greatly appreciate the 

contribution received from eminent experts and 

specialists associated with this field. 

The issue gives a peek into the various initiatives 

and practices adopted by PSEs in skill development. 

I acknowledge with thanks all the support 

and information provided by PSEs in bringing out 

this special issue. I am sure the articles herein will 

not only provide us vital and useful information 

but also help us chart out a more determined 

course of action to work towards this national 

imperative. 

C. S. Verma 

Chairman, SCOPE 


9

Role for PSEs in Skill Development 

Mr. S. Ramodorai 

Chairman, 

National Skill Development Corporation 

Mr. S. Ramodorai 

Today there is a clear opportunity 

and renewed need for 

PSEs to contribute significantly 

to the Skill Development 

agenda of the nation. For the 

kind of quantum leap in both 

the quantity and quality of 

skill training infrastructure 

that is currently being envisaged, 

it is probably imperative 

to mobilize funds from all 

quarters. 

Skill development is today 

among the top priorities of 

our Government. What really 

gave India the wake-up call 

were our demographic indicators 

-- which point towards a oncein-a 

lifetime national opportunity. 

According to the United Nations, 

in the current decade, the working-age 

population will increase 

globally by around 600 million. 

The highest increase is expected 

in the Least Developed Countries 

that, by 2020 will have almost 

460 million more persons in the 

working age than in 2011. Over 

the same period, the working-age 

population is expected to decline 

in the developed countries by almost 

17 million. 

Not surprisingly, India is one of 

the few countries in the world 

where the working age population 

will be far in excess of those 

who will no longer able to work 

- and as per a World Bank study, 

this will continue for at least three 

decades…or until 2040. With well 

over half our population below 

the age of 25 years, India’s potential 

demographic dividend is 

huge. Alongside this window of 

opportunity for India, the global 

economy is expected to witness 

a skilled manpower shortage to 

the tune of around 56 million by 

2020. India recognizes that this 

opportunity needs to be strategically 

leveraged not just for sustained 

domestic growth but also 

to meet the skilled manpower requirements 

abroad. 

To be able to fully realize 

the dividend offered by her 

demographic profile, India 

needs to skill 500 million people 

by 2022 – i.e. by its 75th anniversary! 

The corresponding target 

set for the 12th Five Year Plan 

is for skilling 5 crore people. 

Strategic and focused efforts 

are being made by the various 

stakeholders involved in 

skill development – Central 

Government: through the recently 

formed National Skill 

Development Agency, as well as 

through the 20 Central Ministries 

and Departments involved in 

skill development, National 

Skill Development Corporation 

for forging PPP partnerships, 

States and UTs through their parallel 

architectures at this level; 

different training providers– 

including Government, private 

and NGOs, industry or the end 

users, international organizations, 

policymakers, thinkers, 

leaders and others. 

Given the multiple stakeholders 

in the skills space, “Public Sector 

Enterprises” (PSEs) have a critical 

and perhaps a unique role to play. 

Undoubtedly, PSEs have been an 

integral part of India’s growth 

and development story, having 

contributed significantly to employment 

generation, inclusive 

growth and balanced regional 

development. In fact, over the 

past two decades, certain Central 

PSEs have also earned global 

distinctions. For instance, Coal 


India Limited is the largest coal 

producer and is one of the largest 

reserve holders of coal in the 

world. Similarly, Bharat Heavy 

Electricals Limited is the largest 

engineering and manufacturing 

enterprise in India in the energyrelated/infrastructure 

sector. It is 

also the 12th largest power equipment 

manufacturer in the world! 

Likewise, NTPC is ranked 341st 

in the ‘2010, Forbes Global 2000’ 

ranking of the world’s biggest 

companies. 

Today there is a clear opportunity 

and renewed need for PSEs 

to contribute significantly to the 

Skill Development agenda of the 

nation. For the kind of quantum 

leap in both the quantity and 

quality of skill training infrastructure 

that is currently being envisaged, 

it is probably imperative 

to mobilize funds from all quarters. 

Funds from Government 

Schemes, NSDC and bank loans, 

industry-financed in-house trainings, 

private training providers 

are currently available for skill 

development but new and innovative 

funding sources would 

be a drastic requirement for the 

quantum leap of skill development 

capacity expansion that 

would catalyse us to inch closer 

to our mega targets. An important 

source of funding would 

be through Corporate Social 

Responsibility (CSR) spending 

of both Public and Private companies. 

In fact, PSEs could act as 

role models for the private sector 

by adding to the training capacity 

of the country through innovative 

use of their CSR funds. 

It is worrisome that today 

there are gaps in CSR fund allocations 

versus actual spending. 

Apart from a handful of companies, 

most PSEs have underspent 

their CSR budgets. Currently 

Given the multiple stakeholders in the skills space, “Public 

Sector Enterprises” (PSEs) have a critical and perhaps a unique 

role to play. Undoubtedly, PSEs have been an integral part of 

India’s growth and development story, having contributed significantly 

to employment generation, inclusive growth and balanced 

regional development. 

we are at a stage where it is 

critical that all possible and available 

resources, financial and otherwise 

are utilized in the most 

strategic manner. This does not 

require commitment of more 

resources to the cause but it 

requires more efficient and effective 

use of the funds that are lying 

idle today. 

Effective use of CSR funds could 

be done through dedicating a 

certain fixed percentage of CSR 

budgets to skill development activities, 

say to an optimum/optimistic 

magnitude of 25 percent. 

This could be done through multiple 

channels. One possibility 

could be by supporting the creation 

of good quality third-party 

vocational training infrastructure, 

say for establishing a Skill 

Development Centre or then, 

supporting the upgradation of 

equipment and infrastructure in 

existing training institutes. 

A second option is to offer financial 

support to different training 

providers on a per-candidate basis 

for specific vocational trainings. 

This would depend on the 

duration and nature of trainings: 

for instance, higher assistance 

could be offered for longer duration 

and more investment heavy 

manufacturing trades say CNC 

machining, and so on. 

For sectors of core competence of 

the PSE, various options could be 


11

further explored. Quality training 

infrastructure could be established 

within the core business sector of 

competence, which would have 

the added advantage for trainees 

getting hands-on industry experience 

as part of these trainings and 

a good chance of getting placed 

within the industry. This would 

also help in bridging the shortages 

of skilled manpower within 

the sector. Another collaborative 

approach could be for enterprises 

working in the same broad sector 

to come together and create 

high quality vocational training 

institutions that could cater to the 

critical needs of the specific sector 

by creating a pool of skilled 

manpower equipped with trainings 

that are demand-driven. For 

instance, enterprises in the power 

sector, in mining, in manufacturing 

and in the oil and gas sectors, 

could pool their CSR resources 

to form four National Centres of 

Excellence, catering to the specific 

needs of these sectors, especially 

in under-served areas. These are 

potential ways in which industry 

can take on part of the responsibility 

of training, instead of merely 

complaining about the lack of 

job-ready skills in specific sectors 

of operation. 

While channelizing CSR budgets 

towards vocational training activities 

is one option of contributing 

to the skill development ecosystem 

of the country, it is definitely 

not the only one. Industry- led 

apprenticeships could be another 

Last, but surely not the least, 

is the actual recognition and 

reward of the skill or hunar 

of a person across the entire 

ecosystem especially by 

industry. Without appropriate 

salary increases for enhanced 

skills the incentive to upskill 

remains elusive. PSEs can 

lead this movement by setting 

benchmarks themselves 

in recognizing and rewarding 

higher skills sets at all levels. 

Without doubt, this is the 

most apposite time to reflect 

upon the current situation 

and take active interventions 

to change the same. 

great means to ensure hands-on 

trainings which could also efficiently 

facilitate seamless transition 

into the workplace. In countries 

like Germany, Switzerland 

over 60% of young people enter 

the job market through this 

stream as apprentices and the 

system is flexible enough to even 

enable lateral entry and simultaneously 

offers a path for upward 

mobility. The most impressive 

part of this ‘dual education system’ 

is the role that industry plays 

in it, with almost seventy per cent 

of the training happening within 

the industry. In sharp contrast, 

India so far has the lowest level 

of in-firm training even among 

the BRIC countries and we currently 

produce merely 2.5 lakh 

apprentices per year. This must 

change and PSEs could play an 

important role through this route 

of offering on-the-job trainings 

by hiring a much larger number 

of apprentices and offering them 

hands-on skills enhancement. 

Last, but surely not the least, is 

the actual recognition and reward 

of the skill or ‘hunar’ of a person 

across the entire ecosystem especially 

by industry. Without 

appropriate salary increases for 

enhanced skills the incentive to 

upskill remains elusive. PSEs can 

lead this movement by setting 

benchmarks themselves in recognizing 

and rewarding higher skill 

sets at all levels. Without doubt, 

this is the most apposite time to 

reflect upon the current situation 

and take active interventions to 

change the same. Be this through 

innovative use of CSR funds for 

skill development, offering onthe 

job trainings to the youth or 

then coming up with innovative 

partnerships that recognize the 

value of skills, I must underline 

again that PSEs have a crucial 

role to play. 


Leveraging Training and Skill 

Development for Promotion of MSMEs 

Mr. Madhav Lal, IAS 

Secretary, MSME 

Mr. Madhav Lal 

The Micro, Small and Medium 

Enterprise (MSME) Sector has 

been the engine of growth 

of the Indian Economy. It 

would be no exaggeration to 

state that the Sector has, to 

an appreciable extent, contributed 

towards the Indian 

growth story enabling the 

country to maintain a steady 

rate of growth even in the 

face of worldwide economic 

meltdown. 

India is one of the fastest growing 

economies of the world 

with an average growth rate 

of above 8 percent in the recent 

past. Our economic growth remained 

satisfactory despite a serious 

slow down witnessed by 

the world economy. Although the 

GDP growth rate reduced to 4.8 

percent last year, the prospects 

are better for the future. 

The Micro, Small and Medium 

Enterprise (MSME) Sector has 

been the engine of growth of 

the Indian Economy. It would 

be no exaggeration to state that 

the Sector has, to an appreciable 

extent, contributed towards the 

Indian growth story enabling 

the country to maintain a steady 

rate of growth even in the face of 

worldwide economic meltdown. 

Even though adversely affected 

by the depressing global economic 

environment, especially 

since 2008, the performance of the 

Sector has remained consistent. 

The Sector, consisting of 36 million 

units, as of today, provides 

employment to over 80 million 

persons. The Sector through more 

than 6,000 products contributes 

about 8 percent to GDP besides 

45 percent to the total manufacturing 

output and 36 percent to 

the exports from the country. 

Furthermore, every hundred 

thousand rupees of investment 

in fixed assets in this sector add 

1.6 persons to the work-force, 

which is much higher compared 

to the large scale sector. This sector, 

with a total size of Rs 11.75 

lakh crore (US$217 billion), is the 

driving force for the long-term 

inclusive growth of the Indian 

economy and is the backbone of 

the Indian economy. 

The Sector is expected to perform 

an equally important role during 

the XII Five Year Plan Period 

(2012-13 to 2016-17) in enabling 

the country to achieve the envisaged 

growth rate of 6.5 percent 

during the Plan. The Government 

has been providing support and 

sustenance to the Sector through 

a number of programmes and 

policies. The performance of the 

Sector becomes more striking 

when viewed in light of almost 

employment-less growth witnessed 

in the other sectors of the 

economy. 

One of the major characteristics 

of Indian MSME sector is that 

most of the enterprises are in informal/unorganized 

sectors. To 

be specific, 96 percent of the enterprises 

are in the unorganized 

sector. In this background reaching 

out to them with the various 

schemes and programmes of the 

Government becomes a difficult 

task as the exact information 

about them is not available with 

Government. It has been endeavor 

of the Government to bring 

these enterprises into organized 

sector; however, the task would 

be daunting and time consuming. 


13

It has also been experienced that 

growth rate of such enterprises in 

unorganized sector is much less 

compared to the enterprises in the 

formal sector. Ministry of MSME 

is trying to address this issue. 

The challenges of MSME are well 

known and those are: (a) access to 

Adequate and Timely Availability 

of Credit, (b) Access to market, 

and (c) Information & Availability 

of latest Technology. In addition 

to the above mentioned three 

major challenges of the sector, 

‘Infrastructure’ as well as ‘Lack 

of information’ are another area 

of concern. Although, Micro and 

Small enterprises (MSEs) is listed 

in the Priority Sector Lending of 

RBI, MSEs gets crowded out by 

other priority sector like Education 

Loan, Housing loan, Retail sector 

loan, etc. Small Industry 

Development Bank of India 

(SIDBI) has been functioning 

for the promotion of MSE 

sector for quite a long time. 

However, there is still a need to 

improve the credit facilitation 

for MSME. Alternative system 

of financing like Venture Capital, 

Angel Funding, and Micro 

Finance are trying to fill the gap. 

Recently, SME Exchange has been 

established with comparatively 

liberal regulations in order to 

attract SME to get listed. The 

response has also been encouraging. 

So far 22 SMEs have 

been listed in the exchange and 

able to generate Rs. 186 crore. 

With the increasing awareness 

about the exchange, it is expected 

that many more SMEs would be 

listed in the SME Exchange. This 

is one of the very important steps 

towards accessing public funds 

by the SME. 

Presently, there is a serious shortage 

of skills in the country. Only 

6 percent work force in India is 

skilled. The comparative figure 

for Korea is 96 percent, Japan 80 

percent, Germany 75% and United 

Kingdom 68 percent. While there 

is a large unemployment in India, 

persons with right skill are not 

available. It has been felt that the 

envisioned growth rate will be 

difficult to achieve, if adequate 

employment opportunities are 

not created for the burgeoning 

work force of the country. This to a 

large extent can be made possible, 

if these persons can be imparted 

training in the required skills. In 

order to reap the demographic 

dividend and also to provide 

gainful employment to the large 

battery of unemployed youth, the 

Government has embarked upon 

an ambitious plan of skilling large 

number of youth thus improving 

their employability. 

The launch of National Skill 

Development Mission and 

formation of National Skill 

Development Agency (NSDA) 

recently are the testimony of 

Government of India’s serious 

concern about the skill development. 

The fact that India is one 

of the first few countries in the 

world to have set up National 

Entrepreneurship Development 

Institutions (EDIs) and have been 

imparting Entrepreneurship Development 

Programme (EDP) and 

ESDP since 1960. The training 

imparted by these three Institutes 

and other organisations of the 

Ministry of MSME has a distinct 

advantage over other ministry/ 

department training programmes 

as the former has an inbuilt module 

of entrepreneurship in all the 

training programmes. Therefore, 

there is emphasis on job creators 

rather than jobseeker. 


The training for MSMEs is a specialized 

one in terms of its nature, 

scope, result, target group, post 

training activities etc. Keeping 

in mind the highly competitive 

market, fast changing technology 

and yet maintaining the quality, 

the training has been designed 

to address these aspects. The entrepreneurship 

cum skill development 

programme(ESDP) of 

three EDIs, O/o DC(MSME), Tool 

Rooms and NSIC has been designed 

to crate enterprises as well 

as to enhance the employability 

of the unemployed persons by 

skilling. The other training programmes 

include Training of 

Trainers(ToT) for creation a pool 

of Masters Trainers, Management 

Development Programmes(MDP) 

for existing MSMEs. 

The target for Ministry of MSME 

has been fixed at 15 million persons 

out of 500 million people 

to be skilled up by 2022. In fact 

it would be an endeavour of 

Ministry of MSME to encourage 

most of the trained persons to set 

up their own enterprise so that 

they contribute in GDP more intensively 

as well as create more 

jobs for others. 

The organisations under the 

Ministry of MSME conducted 

programmes for skill development 

for nearly 5.5 lakh trainees 

during 2012-13 and the targets 

for 2013-14 is about 6.5 lakh 

persons. There are 160 courses 

in which Ministry is providing 

training for unemployed youth, 

potential Entrepreneurs and existing 

MSMEs. 

The experience of achieving 

the objective ESDP can be 

gauged by the performance of 

Institutions such as the National 

Institute for Entrepreneurship 

and Small Business Development 

(NIESBUD), Ministry of MSME 

which is achieving its target 

and contributing to the employment 

generation to a great 

deal. So far the Institute 

has trained 1lakh 10 thousand 

persons under the scheme of 

Assistance to Training Institutions 

The launch of National 

Skill Development Mission 

and formation of National 

Skill Development Agency 

(NSDA) recently are the 

testimony of Government 

of India’s serious concern 

about the skill development. 

The fact that India 

is one of the first few 

countries in the world 

to have set up National 

Entrepreneurship 

Development Institutions 

(EDIs) and have been imparting 

Entrepreneurship 

Development Programme 

(EDP) and ESDP since 1960. 

(ATI) since 2010-11. As per 

the record, 35 percent beneficiaries 

have been able to take up wage 

employment and 10 percent were 

able to choose self-employment. 

With the target to train more than 

6 lakh persons in the year 2013- 

14, it is estimated to create at 

least 60,000 enterprises and wage 

employment opportunities for 2 

lakh persons. This figure looks 

big but in all likelihood, would 

be achieved. The resultant contribution 

to GDP in general and 

work force in particular could 

be quite significant. It may also 

be mentioned that in addition to 

the abovementioned direct employment 

opportunities, the enterprises 

which would be set up 

would in turn create further employment 

opportunities. 

Although leveraging Skill 

Development is critical for 

MSMEs in India, positive approach 

of the Ministry of MSME 

through its allied Institutions 

has been on a remarkable journey 

so far and providing employment 

through entrepreneurship 

cum skills training to unemployed 

youth and also creating 

self-employment in country on a 

good scale. 


15

Enhancing the Reach & Scale of Skill Development under CSR: 

Possibilities through CPSE - NSDC Partnerships 

Mr. Dilip Chenoy 

MD & CEO 

National Skill Development Corporation 

Mr. Dilip Chenoy 

The Prime Minister has set a 

national goal of skilling 500 

million people by 2022. The 

National Skill Development 

Corporation (NSDC) was 

formed as a public private 

partnership to promote skill 

development. The NSDC has 

been given a goal to promote 

the skilling/up skilling 150 

million people by 2022 by fostering 

collaborative models. 

Some estimates put the total 

spend of the Central Public 

Sector Enterprises (CPSEs) 

on items under Corporate Social 

Responsibility (CSR) at over 

Rs. 1123 cr during the last two 

years. Great work is being done 

under the leadership of the 

corporations. 

The corporations follow the directives 

while allocating their 

CSR budgets including that 

the Investment in CSR needs 

to be project based, CSR initiatives 

should involve suppliers 

of CPSEs and should work towards 

National Plan goals and 

objectives, Initiatives / Projects 

related to sustainable development 

should form a significant 

element of CSR initiatives undertaken 

by CPSEs and implementation 

of CSR guidelines should 

form a part of the Memorandum 

of Understanding that is signed 

each year between the CPSEs 

and the Government. This is all 

well known to the readers of this 

journal. 

The Prime Minister has set a national 

goal of skilling 500 million 

people by 2022. The National 


(NSDC) was formed as a public 

private partnership to promote 

skill development. The NSDC 

has been given a goal to promote 

the skilling/up skilling 150 million 

people by 2022 by fostering 

collaborative models. 

Since 2010, when it first started 

supporting a sustainable model 

of skill development, the NSDC 

Board which has the Secretary, 

Ministry of Labour, Secretary 

Ministry of Micro and Small 

and Medium Enterprises as 

well as Additional Secretary 

Ministry of Finance along 

with 8 representatives drawn 

from ASSOCHAM,CII, FICCI, 

CITI, CLE, CREDAI, GJEPC, 

NASSCOM, RAI, and SIAM has 

supported the creation of over 80 

social enterprises that will cumulatively 

skill 66.5 million people 

in the next 10 years. This year another 

60 such organisations would 

be identified to be supported. The 

partners are approved after a due 

diligence process and got through 

three stages of scrutiny including 

the Board. 

Recently, the National Manufacturing 

Competitiveness Council 

(NMCC) had organised a series 

of meetings with CPSEs to discuss 

the possibilities of expanding 

the great work being done by 

the corporations and the opportunities 

to collaborate with the 

NSDC system. 

What came out very clearly in 

those meetings were that the 

CPSEs had a common set of aspirations 

in the area of skill development. 

Many were in search 

of credible partners to carry out 


training for a target group identified 

by them. Others for the want 

of a better word talked about the 

need to get a training partner to 

run an “ITI” for them. There was 

also a need to ensure that the skill 

development programmes conducted 

with the support of CPSEs 

do not result in the obligation of 

the corporations providing permanent 

employment to the candidates 

and yet the candidates 

get an opportunity to earn a livelihood. 

Interestingly some of the 

corporations talked of the lack 

of availability of skilled persons. 

While others talked of the need to 

bring in a set of courses and certification’s 

that were more aligned 

to the needs of industry. Some 

wanted models that could revive 

arts and crafts in their region. In 

every meeting, there was at least 

one CPSE who had cooperated 

with an NSDC partner to successfully 

address an issue raised. 

What emerged clearly was that 

a comprehensive partnership between 

the CPSEs and NSDC for 

skill Development can be developed 

to create a win-win situation 

to achieve the skill development 

goal of the nation. 

There are different 

elements of cooperation 

possible 

First, is a very simple scholarship 

model, where the CPSE could 

sponsor a defined number of students 

to undertake skill development 

programmes in identified 

NSDC training partners. CPSEs 

can contribute to innovations in 

the skill development eco-system. 

The skill vouchers involves 

individuals obtaining vouchers 

from designated centres, it could 

be the areas in which the CPSEs 

operate, attending training courses 

of their choice at empanelled 

institutes, and paying for the 

courses with the vouchers and 

a small contribution from their 

own pocket. Once the training 

has been completed, the training 

institutions redeem the vouchers 

for cash. The skills voucher program 

aims to enhance the access 

of marginalized youth to quality 

training institutes and then obtain 

meaningful employment by providing 

them with financial support 

through vouchers, thereby 

offering an end-to-end solution to 

the issue of employability.NSDC 

would be happy to partner. 

Second, CPSEs could undertake 

to sponsor a skill training centre 

run by an NSDC partner. Many 

a time this may not only include 

monetary support but would also 

include the provision of a facility 

for a training centre or hostel. 

The NSDC partner could sign a 

MoU to deliver a pre agreed set 

of outcomes. 

Third, and this is an extension of 

the second, that NSDC partners 

could agree to set up and run an 

independent training centre ( an 

“ITI”) for the CPSE. This could 

be at the location of choice of the 

corporation. 

Fourth, many of the NSDC 

training partners are conducting 

programmes related to entrepreneurship 

development including 

the setting up of collaborative 

agri product organisations, craft 

production companies and linking 

them to the market. These will 

have a direct fit with many of the 

livelihood programmes run by 

CPSEs and help them scale their 

initiatives. A possibility is to network 

such initiatives run by various 

CPSEs and link them with 

common design and marketing 

networks. Some NSDC partners 

have developed such models and 

are willing to collaborate. 

Fifth, it is estimated that India will 

have a cumulative requirement of 

over 347 million skilled people by 

2022 across 20 high growth sectors 

which range from manufacturing 

to services to infrastructure. 

To meet this demand we need 

to increase the existing capacity 

in India by eight to ten times. 

Many CPSEs have existing training 

centres, going forward these 

centres could be scaled and made 

independent revenue centres and 

the CSR funds leveraged to transform 

many more young people. 

NSDC supports creation of these 

enterprises through an innovative 

funding mechanism; where in the 


17

NSDC funds through the form of 

soft loans upto 75 percent of the 

operating and capital expenses 

pertaining to the setup of these 

enterprises with the balance being 

supported by the CPSEs. 

Sixth, NSDC works closely with 

Central and State Governments 

to implement special initiatives. 

One such initiative is “Udaan”,it 

is a special industry initiative 

targeted at helping the ambitious 

and progressive youth of 

Jammu and Kashmir. Udaan 

aims to provide skills and consequently 

make employable 40,000 

youth from J&K over a five year 

period in key high growth 

sectors. Udaan targets graduates, 

post graduates, 3-year engineering 

diploma holders and professional 

degree holders.More than 

29,000 youth of Jammu and 

Kashmir are already engaged 

with Udaan. 20 corporates have 

already started work on the 

field with over 1000 candidates 

participating in corporate trainings. 

Many CPSEs are lending 

their support to Udaan and more 

should come forward. 

The opportunities for collaboration 

are manifold. The 

twelve specific ideas are only 

the first steps given the creativity 

of the managers and 

leadership of the CPSEs many 

more ideas could be explored. 

As you have read this article 

you would have some ideas. 

NSDC would be happy to partner 

you to turn your dreams 

and ideas into reality. So how 

can we take this forward? 

NSDC could organise a meeting 

with those corporations 

that would like to do so with 

a set of NSDC partners. It is 

possible to develop outcome 

based models. 

Seventh, and this was a specific 

suggestion arising out of the 

NMCC interactions, the CPSEs 

could come together to replicate 

the Udaan type of scheme, using 

their own CSR funds to target 

other specific geographical areas 

to promote the creation of livelihoods 

and skills. 

Eighth, as availability of high 

quality training programmes in 

remote locations is a challenge, 

CPSEs can sponsor construction 

of low cost hostel facilities across 

the country in proximity to identified 

skill development centres. 

Many NSDC partners would be 

happy to explore this possibility. 

Ninth, the CPSEs could come together 

to promote rural call centres. 

Rural call centres would create 

jobs in the rural areas, reduce 

the cost for CPSEs. In fact if the 

telecom CPSEs support this by 

providing connectivity and bandwidth 

for these applications, just 

as India became the back office 

of the world, rural India could 

become the back office of India. 

NSDC has partners who have set 

up rural BPOs and they would be 

happy to connect with you. 

Tenth, the current skills ecosystem 

needs rapid ramping up of 


the number of trainers and assessors. 

Most of the first line supervisors 

and other key line personal 

retire from the CPSEs at the age 

of 58 or 60. Many of them have 

trained a large number of persons 

during their employment. 

Skill development institutions are 

looking for such experts. If collectively 

perhaps under SCOPE 

a portal is developed to create a 

database of such experts, they can 

be a great source of support for 

the skill development eco-system 

in the country. This concept could 

be further extended to in-service 

personal contributing their time 

during holidays or for specified 

periods before and after their 

shift. 

Eleventh and this relates to the 

perceived in ability of the CPSEs 

to drive standards, curriculum 

and certification in their sector. 

Well-structured collaboration 

among industry players within 

their sectors can play a significant 

role in developing standards 

and certification and also 

supporting providers with content 

and apprenticeships. NSDC 

has been mandated to set up 

Sector Skill Councils, 19 SSCs - 

agriculture, auto, Banking and 

Financial Services & Insurance, 

capital goods, construction, 

electronics, food processing, 

gems & jewellery, healthcare, 

Information technology and IT 

enabled services, logistics, media 

and entertainment, private security, 

plumbing, retail, telecom, 

leather, rubber and life sciences. 

Many more are under formation. 

These SSCs are presently in various 

stages of developing National 

Occupational Standards and are 

also engaged in standardizing 

the affiliation and accreditation 

processes. Many of them are in 

the process of setting up labour 

market information systems 

(LMIS) to assist in the planning 

and delivery of training, besides 

identifying skill development 

needs and preparing a catalogue 

of skill types. Some are also working 

on promoting academies of 

excellence and helping in executing 

train-the-trainer programs. As 

a key contributor to the growth of 

the economy, CPSEs can take the 

lead in supporting the existing 

SSCs in the sectors they operate 

in as well as setting up SSCs for 

other sectors in which there are 

no SSCs by collaborating with 

other stakeholders. 

Twelfth, the CPSEs could support 

the entire skills ecosystem 

by encouraging their suppliers, 

vendors and service providers to 

hire skilled and SSC certified persons. 

Preference could be given to 

those organisations that employ 

a certain pre-determined percentage 

of skilled persons. Some 

private sector organisations are 

making this an integral part of 

their tender and service level documents. 

Given that many CPSEs 

are undertaking fresh expansions 

and new projects a step could be 

initiated to ensure that all persons 

working at a construction site are 

certified by the Construction SSC 

before they leave the site. This 

would greatly enhance the further 

employment prospects of the 

workers and enable them to seek 

higher wages. 

The opportunities for collaboration 

are manifold. The twelve 

specific ideas are only the first 

steps given the creativity of 

the managers and leadership 

of the CPSEs many more ideas 

could be explored. As you 

have read this article you would 

have some ideas. NSDC would 

be happy to partner you to turn 

your dreams and ideas into 

reality. So how can we take 

this forward? NSDC could organise 

a meeting with those corporations 

that would like to do 

so with a set of NSDC partners. 

It is possible to develop outcome 

based models. As the torchbearers 

of the Indian economy 

the CPSEs have a key role to 

play in harnessing the demographic 

dividend of India and 

transform the lives of millions of 

youth through skill development. 

As Mahatma Gandhi said “ the 

time to act is now”. 


19

Skilling India to Growth Path- 

PSEs Partnering with Government 

Dr. U. D. Choubey 

Director General, SCOPE 

Dr. U. D. Choubey 

PSEs have incorporated 3 P’s 

i.e. People, Planet and Profit, 

within its work ethics. People 

come foremost for them and 

hence, they have given major 

thrust to human resource 

management time and again 

by adopting training and development 

of the workforce in 

order to enhance their skills. It 

is carried out in diverse ways 

including on the job training, 

in-house training programs, 

participation in external exposures 

etc. 

Skills and knowledge are the 

crucial driving forces for a 

sustained economic and social 

development of any country. 

Given the increased globalization 

and dynamic technical environment, 

the need for constant 

upgradation and development 

of skills and knowledge has also 

increased. 

In various studies, it has been 

observed that countries with 

higher and better levels of skills 

adjust more effectively to a fast 

changing environment. Further, 

there is an increased awareness 

amongst policy-makers that for 

their countries to be able to compete 

with developed countries 

they must produce a higher value 

added and quality goods/ services 

that can yield higher wages 

and profits. To do this they need 

a skilled workforce and an education 

and training system that adequately 

prepares young people 

to enter the labour market. 

For this reason need for skills development 

and knowledge upgradation 

is attracting heightened 

interest in many countries. 

Over the years India has gradually 

evolved as a knowledge- 

based economy due to various 

factors foremost being abundance 

of human capital. As compared 

to western economies where 

there is a burden of an ageing 

population, India has a unique 

20–25 years window of opportunity. 

This is apparent from the fact 

that out of a population of 1.21 

billion 1 in the year 2011, more 

than 50 percent of the population 

was in the age group of 15 to 59 

years which is usually termed 

as the ‘working age population’. 

Further, according to Census 

Board of India, presently 40 percent 

of the population is below 

the age of 18 years and by 2015 it 

is expected that 55 percent of the 

population would be below age 

of 20 years. This gives rise to ‘demographic 

dividend’ to India i.e. 

as compared to other large developing 

and developed countries; 

India has a higher proportion of 

working age population vis-à-vis 

its entire population. In addition, 

a shortage of approximately 

56 million skilled manpower by 

the year 2020 is expected in the 

global economy. 

However, aforesaid ‘demographic 

dividend’ can easily turn 

into a disaster if unemployment 

1 

As per ‘Educational Statistics at a Glance’ published by Bureau of Planning, Monitoring & 

Statistics, Ministry of Human Resource Development, Government of India 


increases due to lack of skilled 

and educated labour. A classic 

example is the infrastructure sector 

where shortage of skilled labour 

is resulting in delay of more 

than 551 projects and cost over 

runs of approximately INR1.6 

lakh crore. On the other hand 

where, primary education enrolment 

is high, not many students 

complete their high school education 

resulting in high school drop 

outs. This is evident from the fact 

that where the gross enrollment 

ratio (GER) 4 in 2010 is high at 116 

percent at primary level, it reduces 

to 39.28 percent at the higher 

secondary level. Further, it may 

be noted that in the year 2010, 

school drop-outs have increased 5 

from 27 percent at primary level 

(Class I-V) to 40.6 percent at elementary 

level (Class I-VIII) and 

49.3 percent at secondary level 

(Class I-X). 

Hence, with increased globalization 

and in order to attain 

a distinctive position in global 

competitiveness, it is important 

for India to further develop and 

empower the human capital with 

adequate skills and knowledge. 

Going forward, objective of a 

highly skilled nation can only be 

achieved if a blend of economic 

and social interests of a country 

is met. Therefore, it is of utmost 

importance that skill building 

and development is viewed as a 

two-way tool: 

• Economic level i.e. an instrument 

to improve the effectiveness 

and contribution of 

skilled manpower to economic 

growth and production 

• Social level i.e. an instrument 

to empower the individual 

and improve its social acceptance 

or value. 

Government Initiative 

In spite of emphatic stress on training 

and education, there is still a 

shortage of skilled manpower to 

meet the mounting needs and 

demands of the economy and 

the world. It may be noted that 

80 percent of the entrants into the 

workforce do not have the opportunity 

for skill training. 

The present technical and vocational 

education and training system 

in India is a 3-tier system i.e.: 

• Graduate and post graduate 

level specialists (e.g. IITs, 

NIITs, engineers etc.) 

• Diploma-level graduates trained 

in polytechnics 

• Certificate level for higher 

secondary students in the 

vocational stream and craft 

people trained through formal 

apprenticeships as semiskilled 

and skilled workforce. 

However, over the years it 

has been observed that the 

diplomas and certificates with 

which the students graduate 

are usually out of sync with the 

needs of the industry. This gives 

rise to extensive and company 

specific training programs resulting 

in loss of productivity and 

high labour costs (due to training 

programs). 

Therefore, recognizing the seriousness 

of the problem the 

Government of India created a 

comprehensive National Skill 

Development Mission in the 11th 

Five year plan. Further the issue 

of skill development has been 

made an important agenda both 

at Centre and State level. 

From a birds’ eye view, 

Government efforts towards skill 

development can be categorized 

as follows: 

Policy Initiatives 

In order to strengthen the vocational 

workforce and meet 

the targets set, the Government 

has formulated the following 

4 

Table 9 of ‘Educational Statistics at a Glance’ published by Bureau of Planning, Monitoring & Statistics, Ministry of Human Resource 

Development, Government of India 

5 

Table 6A of ‘Educational Statistics at a Glance’ published by Bureau of Planning, Monitoring & Statistics, Ministry of Human Resource 

Development, Government of India 


21

‘deliberative bodies’ in 2008: 

• National Council on Skill 

Development (NCSD)–NCSD 

constitutes of Union Ministers 

of key Ministries. The purpose 

is to review progress at 

an overall level taking a comprehensive 

view of how the 

national effort is moving in 

the area of skill development. 

• National Skill Development 

Coordination Board (NSDCB) 

– NSDCB is set up under 

the Chairmanship of Deputy 

Chairman of the Planning 

Commission. The purpose 

is to ensure coordination of 

approaches and efforts by 

different implementation 

agencies. 

In addition to the above, the 

National Skills Development 

Policy has been articulated in 

2009 wherein target to skill 500 

million people by 2022 has been 

established. Further, the Policy 

envisages: 

• Strengthening of National 

Council of Vocational Training 

(NCVT) set up in 1956 

• Design, development and 

maintenance of National 

Vocational Qualification Framework 

(NVQF) 

• Establishment of Labour 

Market Information System 

(LMIS) and dissemination of 

information at national level 

• Monitoring and evaluation of 

the effectiveness and efficiency 

of national efforts on skill 

development. 

It is worth noting that at present 

NCSD, NSDCB and the Office of 

Advisor to the Prime Minister 

on Skill Development have been 

subsumed to constitute National 

Skills Development Agency 

(NSDA) whose purpose would be 

to coordinate and harmonize the 

efforts of the Government, various 

bodies/ agencies and the corporate 

sector in order to achieve 

the target set. 

Public Private Initiative 

The direct beneficiaries of skilled 

labour are the industry which 

constitutes of PSEs & Private sector. 

The Government encourages 

the industry to undertake training 

of unskilled labour in order 

to infuse the same in the skilled 

labour market. 

Financial Initiative 

Allocation of funds has been increased 

manifold by INR 10 million 

in the Union Budget 2012-13. 

Infrastructure Initiative 

Various Central and State 

Ministries have created infrastructure 

for skill development such 

as Industrial Training Institutes 

(ITIs), polytechnics, community 

polytechnics, secondary and senior 

secondary schools. 

PSE- Role and Contribution 

PSEs are the beneficiaries 

and stakeholders in the skill 

development initiative of the 

Government given the large extent 

of their operations. 

PSEs have incorporated 3 P’s i.e. 

People, Planet and Profit, within 

its work ethics. People come foremost 

for them and hence, they 

have given major thrust to human 

resource management time and 

again by adopting training and 

development of the workforce in 

order to enhance their skills. It is 

carried out in diverse ways including 

on the job training, in-house 

training programs, participation 

in external exposures etc. Many 

PSEs have also set up skill development 

and training institutes to 

cater to their requirements. 

To exemplify, Indian Oil 

Corporation Limited has set up 

Indian Oil Institute of Petroleum 

Management (IIPM) while NTPC 

has set up Power management 

Institute (PMI). Similarly ONGC, 

SAIL, BHEL, NHPC have their 

own management development 

centers and training schools. Tie 

ups with educational and training 

institutes have also been formed 

so that techniques of talent management 

are continuously upgraded 

and assimilated. 


Further, it may be worth noting 

that PSEs have been actively earmarking 

a significant portion of 

their CSR funds towards training 

and skill development. Maharatna 

and Navratna PSEs are actively 

setting up Regional and State 

Level Industrial Training Centers 

to train technicians at non-executive 

level. Also ITIs set up by the 

Government are being adopted 

by the PSEs thereby assisting 

in their funding. PSEs with operational 

base in tribal areas are 

providing vocational training 

to tribal children. Many schools 

and polytechnics have also been 

set up by the PSEs in and around 

its area of operations resulting in 

greater accessibility for unskilled 

workers. 

In addition to the above, PSEs 

are also expected to work in 

close association with State Skill 

Development Missions (SSDMs) 

to support existing/ planned initiatives 

in the State. 

The continuous and pioneering 

efforts of the PSEs are highly appreciable 

and are a role model 

for the private sector for greater 

involvement in skill development. 

However, a greater thrust 

is required at the PSEs end to ensure 

that India pioneers skilled 

labour. 

In order to achieve the target 

of 500 million skilled employees 

it is of utmost importance 

that PSEs should make skill 

development as thrust area in 

their CSR activities by allocating 

a higher percentage of CSR 

funds to the same. Further, 

where PSEs are engaging in construction 

of infrastructure for 

schools, polytechnics etc. provision 

should be made to provide 

facilities (such as space) for skill 

development. Also, where existing 

ITIs are being adopted by the 

PSEs, in addition to monetary 

contribution, assistance should be 

provided in terms of infrastructure 

with respect to instruments, 

trainers etc. Most importantly 

priority of opening skill development 

centers should be given to 

areas where none exist. 

SCOPE’s Initiatives 

Standing Conference of Public 

Enterprises (SCOPE), the apex 

body of Public Enterprises 

on its part has always given 

top priority to enhance the skills 

of the executives working in PSEs 

by organising various training 

and development programmes, 

workshops and interactive sessions. 

To encourage and reward 

more and more PSEs to create 

better working environment, 

value their manpower, and give 

them opportunity for continuous 

skill development SCOPE has instituted 

the SCOPE Meritorious 

Award for Best practices in 

Human Resource Management. 

It has also asked its member 

companies to utilize CSR funds 

for skill development initiatives 

through government recognized 

or promoted skill development 

and training agencies. 

Way Forward 

While the world experiences a 

widening gap between demand 

and supply of skilled labour, 

India is emerging as a young 

country with highly mobile and 

English speaking population. 

The previous dearth of intensive 

efforts in achieving the skilling 

target of 500 million workers by 

2022 no longer exists with the 

various policy initiatives by the 

Government. 

A sense of realism and realization 

has evolved industry 

at large leading towards the 

fulfillment of targets set by the 

Government. 

The need of the hour is to develop 

vocational programs in order to 

channelize the school drop-outs 

and unskilled labour towards 

education and training thereby 

making them skilled and relevant 

in the Indian context. 

Developing a trained workforce 

at the earliest would imply not 

only self sufficiency for India but 

would also open a shining opportunity 

to become the sourcing 

hub for skilled human reservoir 

for the world. 


23

Bridging Skill Deficit 

Through Vocational Training 

Mr. V. P. Yajurvedi 

Director General, V V Giri National Labour Institute 

Mr. V. P. Yajurvedi 

At present, the capacity of 

skill development in India is 

around 9.1 million persons 

per year. However, this capacity 

is not enough to keep the 

growth momentum sustainable 

on a long term basis. 

From the perspective of the 

requirement of the growing 

labour force also, the existing 

capacity is quite miniscule. 

Introduction 


driving forces of economic 

growth and social development 

of any country. Skill development 

is important in stimulating a sustainable 

development process of 

a country and can make tremendous 

contribution in facilitating 

the transition of the economy 

from informal to the formal. Skill 

development is also essential to 

address the opportunities and 

challenges to meet new demands 

of changing economies and new 

technologies in the context of 

globalization. While India makes 

its journey towards becoming 

a ‘knowledge economy’, it becomes 

increasingly important 

that the country should focus on 

advancement of skills relevant to 

the emerging economic environment. 

In order to achieve the twin 

targets of economic growth and 

inclusive development, India’s 

Gross Domestic Product (GDP) 

has to grow consistently at 8 to 9 

per cent per annum. This requires 

significant progress in several areas, 

including infrastructure development, 

agricultural growth 

coupled with productivity improvements, 

a healthy business 

environment, and ably supported 

by a skilled workforce 1 . India has 

a demographic advantage with 

high percentage of its population 

in the productive age group. As 

per economic survey 2007-2008, 

64.8 per cent of India’s population 

would be in the working age of 15 

to 64 years in 2026. 

At present, the capacity of skill 

development in India is around 

9.1 million persons per year 2 . 

However, this capacity is not 

enough to keep the growth momentum 

sustainable on a long 

term basis. From the perspective 

of the requirement of the growing 

labour force also, the existing 

capacity is quite miniscule. This 

is quite clear from the latest data 

which shows that only 2 per cent 

youth (15-19 years) and 6.7 per 

cent of the population aged 15-59 

years possess some forms of vocational 

training 3 . Apart from low 

capacity, the vocational education 

and skill development sector 

is also facing mismatch between 

the demand for and supply of 

skills. As a result of this, the labour 

market is facing a strange 

situation; wherein, the employers 

are not getting manpower with 

requisite skills and on the other, 

1 

FICCI, IMaCS; The skill development landscape in India and implementing quality 

skills trainings. 

2 

National Skill Development Policy, 2009 

3 

61st Round of NSS, Report No. 551 


millions of job seekers continue to 

remain unemployed. Further, the 

quality of vocational training imparted 

is poor due to myriad factors 

such as low competence and 

knowledge level among teachers/ 

instructors, lack of regulatory 

control over programme delivery 

and absence of a standard accreditation 

and certification system. 

Lastly, skill attainment level 

amongst wage and self-employed 

informal workers in general and 

that of women, migrants and other 

vulnerable workers in particular 

is extremely low. 

Bridging Skill Deficit: 

Initiatives of The 

Government 

Given the importance of skill 

development in enhancing employability, 

improving quality of 

employment and productivity, 

the Government of India has continuously 

emphasized the need to 

enhance the stock of vocationally 

trained manpower and bridging 

the skill deficits by imparting industry 

relevant skills. In order to 

achieve this, the Prime Minister’s 

National Council on Skill 

Development has set up a target 

of skilling 500 million persons by 

the year 2022. The National Skill 

Development Policy (NSDP) approved 

by the union cabinet in 

2009 subsequently has carried out 

benchmarking of the training target 

for more than 24 Ministries/ 

Departments for designing skill 

development programmes in the 

sectors under their control. 

In order to achieve this target, 

a three tier institutional structure 

consisting of (i) the Prime 

Minister’s National Council on 

Skill Development (PMNCSD), 

(ii) National Skill Development 

Coordination Board (NSDCB) and 

(iii) National Skill Development 

Apart from the above three tier structure, the State 

Governments were also advised to set up State level Skill 

Development Missions under the chairmanship of Chief 

Ministers of the respective States to guide and review the 

skill development activities at the State level. As a follow-up, 

26 States and 5 Union Territories have set up State Level Skill 

Development Missions. 

Corporation (NSDC), has been set 

up to put in place a coordinated 

action Plan with an aim to create 

a pool of skilled personnel in appropriate 

numbers with adequate 

skills across the economy. The 

PMNCSD under the chairmanship 

of the Prime Minister has been set 

up as an apex institution to (i) lay 

down broad policy objectives, 

strategies, financing and governance 

models to promote skill 

development; (ii) review progress 

of activities relating to skill development 

periodically and provide 

mid-course corrections; and (iii) 

orchestrate public/private sector 

initiatives in a framework of a 

collaborative action. The NSDCB 

which has been set up under 

the Chairmanship of Deputy 

Chairman, Planning Commission 

is expected to enumerate strategies 

to implement the decisions 

of the PMNCSD and develop appropriate 

operational guidelines 

and instructions for meeting the 

larger objectives of skill development. 

The specific mandate of the 

NSDC is to stimulate and co-ordinate 

private sector initiatives in 

the skill development sector, with 

a view to realizing the core vision 

of the Prime Minister’s Skill 

Development Council. 

Apart from the above three tier 

structure, the State Governments 

were also advised to set up state 

level Skill Development Missions 

under the chairmanship of Chief 


25

Ministers of the respective States 

to guide and review the skill development 

activities at the State 

level. As a follow-up, 26 States 

and 5 Union Territories have set 

up State Level Skill Development 

Missions. 

MoLE, MHRD & NSDC: 

Key Players in Bridging 

Skill Deficit 

Tradionally, the Ministry of 

Labour and Employment (MoLE) 

and Ministry of Human Resource 

Development (MHRD) are the key 

decision makers for Vocational 

Education and Training sector 

in India. The MoL&E assisted 

by Directorate General of 

Employment & Training (DGE&T) 

imparts vocational training 

through Craftsmen Training 

Scheme (CTS), Apprentice 

Training Scheme (ATS) and Skill 

Development Initiative Scheme 

(SDIS). The MHRD assisted by 

the All India Council for Technical 

Education (AICTE) and National 

Council for Education Research 

and Training (NCERT) prepares 

curriculum and imparts vocational 

education through polytech- 

nics and at school level through 

open schools. In addition to the 

above two Central Ministries, the 

NSDP assigns a prime responsibility 

to the NSDC, which has 

been set as a non-profit company 

with 49 percent equity funded by 

Central Government and 51 percent 

by industry. The NSDC is required 

to set up a new vocational 

training system driven purely 

by the industry, through forming 

Sector Skills Councils (SSCs) 

in high growth sectors. The SSCs 

have been mandated to identify 

skill gaps in their respective sectors 

and to design standards for 

competencies, course content, examination 

and certification. The 

NSDP has assigned a combined 

target of 300 million to the MoLE, 

MHRD and NSDC out of the total 

target of 500 million skill persons 

to be achieved by 2022. This in 

turn indicates that these three organisations 

would play key role 

in bridging the quantitative and 

qualitative skill deficits and to 

ensure that a vibrant vocational 

training services delivery industry 

is able to take shape in India. 

In order to achieve its own target 

of skilling 100 million persons by 

2022, the MoLE has taken several 

steps towards expanding its vocational 

training and skill development 

capacity and to improve the 

quality relevance of the training 

imparted. Under CTS, the number 

of Government and Private 

Industrial Training Institutes has 

been increased by 5230 (from 5114 

in 2006/07 to 10,344 at present) 

with a net addition to the seating 

capacity by 7.26 lakh (from 7.42 

lakh in 2006/07 to 14. 69 lakh at 

present). Further for modernizing 

and improving the quality of 

training in Government run ITIs, 

the MoLE is currently upgrading 

500 ITIs as ‘Centers of Excellence, 

for producing multi-skilled workforce 

of world standards with active 

involvement of industry in all 

aspects of training. Of these 500 

ITIs, 400 were being upgraded 

with assistance from World Bank 

and remaining 100 from domestic 

resources. The remaining 1396 

Government ITIs are being upgraded 

through PPP mode. The 

DGE&T has also launched a new 

scheme called Skill Development 

Initiative (SDI) in 2007-2008 to 

target the informal sector by introducing 

demand driven short 

term training courses based 

on Modular Employable Skills 


(MES). Under the scheme, 1413 

courses have been developed, 7125 

Vocational Training Providers 

(VTPs) have been empanelled 

and a total of 14.47 lakh persons 

have been trained so far. In addition 

to this, during the 12th Five 

Year Plan, the MoLE is in the process 

of launching a new scheme 

called KaushalVikasYojana under 

which 3000 ITIs & 5000 SDCs in 

PPP mode will be set up. The major 

objective of the scheme will be 

to enhance the outreach of the vocational 

training in un-serviced / 

disadvantaged blocks so that 

large unskilled workforce of these 

areas could acquire skills and 

are able to mainstream with the 

workforce in developed regions. 

The MHRD has been assigned a 

target to skill 50 million persons 

by the year 2022. For achieving 

this target, the MHRD is expanding 

vocational education training 

from 9,500 senior secondary 

schools to 20,000 schools which 

will increase the capacity from 

the current 1million to 2.5 million. 

Further, it is also establishing 

a number of new polytechnics 

in PPP mode in hitherto underserved 

districts, which will further 

enhance its training capacity. For 

improving the quality of vocation 

training, it is upgrading 400 government 

polytechnics and also 

preparing a National Vocational 

Educational Qualification 

Framework (NVEQF) for curriculum 

design, standardization and 

certification. 

The NSDC for achieving its own 

target of skilling 150 million 

persons by 2022 has approved 

The MHRD has been assigned 

a target to skill 50 million 

persons by the year 2022. 

For achieving this target, the 

MHRD is expanding vocational 

education training 

from 9,500 senior secondary 

schools to 20,000 schools 

which will increase the capacity 

from the current 1million 

to 2.5 million. Further, it is 

also establishing a number 

of new polytechnics in PPP 

mode in hitherto underserved 

districts, which will further 

enhance its training capacity. 

For improving the quality 

of vocation training, it is 

upgrading 400 government 

polytechnics and also preparing 

a National Vocational 

Educational Qualification 

Framework (NVEQF) for curriculum 

design, standardization 

and certification. 

and sanctioned 82 projects with 

a total funding requirement of 

approximately Rs 1730.20 crores 

till December 2012. Of these, 

64 are training providers and 

18 are Sector Skills Councils. 

These projects cumulatively 

will train approximately 73 

million people at full capacity. 

However, till now, the NSDC has 

trained 2.91 lakh trainees 

of which 2.20 lakh (or 76 percent) 

4 

Report on Vocational Training Capacity and Requirement of Trainers to Create 

A Pool of 500 million Skilled Persons by 2022, V. V. Giri National Labour Institute, 

NOIDA. 

5 

Notification issued by Press Information Bureau, dated 09th May 2013. 

have been placed successfully. 

Conclusion 

Despite several achievements 

in the skills space since last 

five years towards bridging the 

quantitative and qualitative skill 

deficit, a recent study undertaken 

by the V. V. Giri National 

Labour Institute (2012) shows 

that except for three Ministries/ 

Organisations, not much has been 

done towards implementation 

of NSDP during its first four 

years 4 . The report suggests that 

of the 27 Ministries/organisations 

which have been assigned skill 

training target under NSDP, 17 

Ministries with a combined target 

of training 423 million will 

be able to achieve training of 175 

million leaving a short fall of 248 

million by 2022. In respect of the 

remaining 10 Ministries, it appears 

that no action plan has been 

drawn up to achieve the training 

target of 107 million set by NSDP 

for them. The report also suggests 

that there will be huge shortage 

of trainers in future, which would 

be a major constraint for achieving 

the skill training targets. 

Apart from this, other issues relating 

to financing skill training, regional 

imbalances in skill training 

infrastructure, and expanding outreach 

and access to skill development 

centres are other pressing issues 

which need priority attention. 

It is hoped that the latest notification 

by the Government to establish 

a Nodal institution in the form 

of National Skill Development 

Agency 5 (NSDA) by subsuming 

PMNCSD and NSDCB would go a 

long way in coordinating and harmonizing 

the skill development 

efforts of the Government and the 

Private Sector thereby bridging 

skills deficit during the 12th plan 

period and beyond. 


27

Skills Development 


Director, ILO 


Skills development is a high 

priority for collaboration 

between ILO and its tripartite 

partners. As an integral 

part of the operationalization 

of the National Skills 

Development Policy, the ILO 

continues to provide technical 

support to improve 

qualification systems and 

pathways to increase recognition 

of skills development 

programmes and reinvigorate 

the apprenticeship system, 

including through support to 

piloting new approaches and 

to ensure more relevant and 

inclusive outcomes. 

Youth unemployment & 

underemployment is prevalent 

around the world 

because young people lack 

skills,work experience, job search 

abilities and the financial resources 

to find employment. In developing 

countries, this situation is 

exacerbated by poverty and the 

competitive pressures that result 

from a rapidly growing labour 

force. Globally, young people 

are, therefore, more likely to be 

either unemployed or employed 

on more precarious contracts 

and in the informal sector. India 

has the largest youth population 

inthe world, with around 66 percent 

of the total population being 

under the age of 35(representing 

over 808 million young people). 

According to 2010 population 

figures, one in five young people 

in the world is an Indian. These 

young people are much more 

likely to be unemployed: looking 

at the age group 20-24 living in 

urban areas in India, 9.7 percent 

of young men and 18.7 percent of 

young women were unemployed 

in 2009-10. 

While India is experiencing a ‘demographic 

dividend’ due to the 

youth bulge, many young people 

struggle to acquire the right skills 

demanded by employers to successfully 

navigate the transition 

from school to work. Moreover, 

with the dependency ratio expected 

to rise from 2025, India 

faces a pressing challenge to increase 

education and skill levels 

amongst its population to take 

advantage of this unique moment 

in its history. However, the scale 

of India’s challenge to improve 

the skills of its burgeoning labour 

force is significant. Whilst 12 million 

people enter the workforce 

each year, less than 10 percent 

have had access to training,and 

whilst 90 percent of jobs require 

vocational training, only 6 percent 

of the workforce receives any 

form of workplace training. 

The imperative for economic 

growth, combined with concern 

over the social consequences of 


failing to offer livelihood opportunities 

to its large young 

population, have led the Indian 

government to invest heavily in 

skills development and pursue 

new models to improve the quality 

and relevance of education 

and training. India’s National 

Skills Development Policy 2009 

aims to make a contribution to 

meet the 2022 target of skilling 

500 million people by, amongst 

other means, expanding public 

institutions in rural areas; using 

innovative delivery models such 

as mobile and decentralized delivery; 

using skill development 

centres rurally to provide training 

information, guidance and 

delivery; involving local municipal 

bodies (panchayats) and local 

government in skill delivery 

mechanisms; improving access 

to apprenticeships and raising female 

participation in training 

A number of significant issues exist 

which should serve as priorities 

for on-going efforts to strengthen 

the skills system in India and 

promote more and better jobs 

for young people. These include 

the needs for improved 

coordination mechanisms for 

decision-making and improved 

coherence in skills development 

programmes; improving the quality 

and relevance of education 

and training in India;increased 

number of teachers and trainers; 

prioritization of improvements 

for an under utilized apprenticeships 

system with inadequate 

incentives for employers and 

insufficient structure as well as 

resources to support quality vocational 

outcomes; and focus on 

the need for more useful labour 

market information (LMI) for 

skills anticipation. Recognizing 

the critical role of skills development 

for India’s future growth, 

stronger efforts to strengthen 

skills development initiatives are 

prioritized in India’s 12th Five- 

Year Plan. 

Skills development is a high priority 

for collaboration between 

ILO and its tripartite partners. As 

an integral part of the operationalization 

of the National Skills 

Development Policy, the ILO 

continues to provide technical 

support to improve qualification 

systems and pathways to increase 

recognition of skills development 

programmes and reinvigorate the 

apprenticeship system, including 

through support to piloting new 

approaches and to ensure more 

relevant and inclusive outcomes. 

These priority areas also reflect 

priorities for other countries in 

South Asia and beyond. Sustained 

effort to improve learning and certification 

pathways and improve 

links between the education and 

training systems and the world of 

work are at the heart of ongoing 

reform efforts in many countries. 

These efforts have been accelerated 

by the global youth unemployment 

context, a challenge 

which also has implications for 

India as the dynamics of global 

labour markets shift in response 

to global economic conditions. 

Recently, the ILO has globally 

moved to strengthen eight Areas 

of Critical Importance. A number 

of these areas require increased 

focus on skills development, including 

promoting more and better 

jobs for inclusive growth; jobs 

and skills for youth, etc. 

Advancement of knowledgesharing 

and strategic partnerships 

to improve the governance 

and coordination of the skills system 

is also a priority to enhance 

technical capacity and facilitate 

better responsiveness to current 

and future labour market needs. 

ILO technical inputs in support of 

sectoral approaches (in the handlooms 

and handicrafts, construction 

and domestic worker sectors) 

that integrate various initiatives, 

including the MoLE’s GOI’s 

Skills Development Initiative 

(SDI) and the NSDC-led Sector 

Skills Councils (SSCs), are being 

promoted. Inclusion and accessibility 

to skills development is a 

crosscutting priority along with 

enhancing the quality and relevance 

of skills, especially in the 

informal economy, for women 

and vulnerable groups, e.g., early 

school-leavers and people with 

disabilities (PwDs). 


29

Education for Skill Development 

Prof. Lallan Prasad 

Former Head & Dean, Deptt. of Business Economics 

Delhi University 

Prof. Lallan Prasad 

Skill development is needed 

in all areas and walks of life – 

art and architecture, language 

and literature, music and 

dance, science and technology, 

agriculture and industry, 

trade and commerce, and 

services like education and 

training, health and hygiene, 

banking and finance, transport 

and communication, 

insurance and social security, 

public administration and 

business management etc. 

Each of these areas are developing 

with advancement 

of knowledge and practice, 

continuous research coupled 

with fast and unprecedented 

change in technology. 

The destiny of a nation is 

made in its educational institutions. 

India in past was 

known for its highly developed 

educational system in the world. 

Takshshila, Nalanda, Vikramshila 

and other universities were great 

centers of learning with renowned 

teachers and scholars. Gurukuls 

were spread all over the country, 

from remotest forests and hills to 

the villages and towns. Teachers 

were respected by all, from king 

to common man -‘Gurur Brahma 

Gurur Vishnu Gurur Devo 

Maheshwara’. Aryabhatta, the 

inventor of zero and numbers, 

Charvak, the founder of Ayurveda 

system of medicine, Shushrut, the 

father of surgery, and Chanakya 

(Kautilya), the founder of Socio- 

Political Economics and a number 

of eminent thinkers, writers, 

poets, astronomers, scholars, 

scientists, mathematicians, technocrats, 

industrialists and business 

men, warriors and leaders 

in different walks of life were all 

the products of Indian education 

system which promoted a spirit 

of enquiry, investigation and research. 

Shastrarth was a common 

mode of scholarly deliberation 

to encourage logical and rational 

thinking. From FA-Hein, Huan 

Tsang, and Albaruni who visited 

India in Past, to the renowned 

Western thinkers of modern age 

like Albert Einstein, Mark Twain 

and Romain Rolland provided 

fascinating account of India’s 

contribution to the development 

of knowledge and skills to the 

world. A process of skill development 

was inbuilt in Indian society 

due to caste system which provided 

for division of labor. The 

duties of the four castes were defined 

which led to specialization 

and perfection in jobs which became 

hereditary in course of time. 

India was famous for its art and 

craft exporting high quality textiles 

and silk products, furniture 

with inlay works, pearls, gold 

and silver ornaments, ornamental 


works in ivory, shells, steel and 

other metals, spices, dry fruits etc 

to different parts of the world. 

British rule in India practically 

destroyed indigenous system of 

education. Addressing the Royal 

Institute of International affairs 

London in 1931, Mahatma Gandhi 

said that India was more illiterate 

in Colonial rule than it was 

even fifty or hundred years before. 

A report by Adam revealed 

that there were more than 100000 

village schools in Bengal alone 

in 1803. Access to education suffered 

due to the rigidities in the 

caste system in Hindu society in 

middle age and later when educational 

system began to serve more 

to a privileged class of so called 

higher castes, rulers and elites in 

society. British Government introduced 

English as a medium of 

education pushing regional languages 

behind. Primary objective 

initially was to create an education 

system to prepare clerks who 

could help colonial masters to rule 

India. The war of independence 

and awakening among people 

about western democracy led the 

rulers permit establishment of 

educational institutions largely 

with the initiative of local people. 

Universities were opened in 

Madras, Calcutta and Bombay in 

1850’s. Banaras Hindu University 

and Aligarh Muslim Universities 

were set up in 1916 and 1920 respectively. 

University of Delhi 

was setup in 1922. When British 

rulers left India in 1947, there 

were 17 universities, 636 colleges 

with total enrolment of 2,38,000 

students only, in a country of 350 

million people, a fairly low level 

of attainment in education. 

Skill development is needed in 

all areas and walks of life – art 

and architecture, language and 

literature, music and dance, science 

and technology, agriculture 

and industry, trade and commerce, 

and services like education 

and training, health and hygiene, 

banking and finance, transport 

and communication, insurance 

and social security, public administration 

and business management 

etc. Each of these areas are 

developing with advancement of 

knowledge and practice, continuous 

research coupled with fast and 

unprecedented change in technology. 

A knowledge revolution 

is sweeping the globe, no country 

is untouched, no society can live 

without it. Pandit Nehru, the first 

Prime Minister of free India and a 

visionary called upon the education 

system to keep pace with the 

changing environment. Science, 

technology and professional education 

came on the priority list of 

the government. A commission 

set up under the chairmanship of 

Dr. S Radhakrishnan in 1948 recommended, 

among other things, 

emphasis on agricultural, commercial, 

technical, legal and medical 

education. Kothari Education 

Commission was setup in1964 

whose recommendations became 

the base of free India’s education 

policy for years to come. A number 

of new universities, institutes 

of technology and sciences, 

medical colleges and institutes 

of management were established 

by the central and state governments 

from time to time. By mid 

seventies there were over 100 universities 

and 4000 colleges in the 

country. 

Kothari Commission considered 

education as a powerful instrument 

of national development and 

recommended a series of measures 

to build an education system 

based on social and cultural 

ethos of India with emphasis on 

modernity drawing upon the experiences 

of developed countries 

in the west. It defined the objectives 

of education as increase in 

productivity, promotion of social 

and national integration, modernization 

and development of 

social, moral and spiritual values. 

The basic components of the new 

education system were science 

and technology, manual work and 

work experience and Indian languages. 

Based on Commission’s 

recommendations which covered 

education at all levels, government 

proposed compulsory education 

for all children up to 14 


31

years, three language formula, 

teaching of Sanskrit and emphasis 

on science, engineering, medical, 

vocational and professional 

education. In 1986, Government 

of India announced a National 

Policy on Education (NPE) which 

covered elementary to college 

level education with emphasis 

on universal access and enrolment, 

substantial improvement 

in quality of education and removal 

of disparities to equalize 

educational opportunities. The 

new schemes included ‘operation 

black board’ to improve primary 

education, establish open universities 

and facilities for non formal 

education, rural universities and 

all India entrance tests for entry 

into engineering, medical and 

management institutes and colleges. 

There were 150 universities 

and over 5000 colleges in 1986. 

The number grew by 2012 to 

567 universities, 31,324 colleges 

with total enrolment of 148 lakh 

students. 

Open University System began to 

take root in mid nineteen eighties 

with establishment of Indira 

Gandhi Open University in Delhi. 

The objective of the system is to 

augment opportunities for higher 

education and skill development 

for those who are not able to join 

fulltime courses and can learn 

through distant education mode. 

It makes learning a lifelong process. 

One can take courses sitting 

at home at any age. Those in employment 

can take up programs 

to improve and qualify for better 

jobs, disadvantaged and poor 

have better access to education. 

There are 12 open universities 

in different parts of the country. 

IGNOU alone has over 3.5 lakh 

students on its roll from over 30 

countries offering about 1100 

courses which include language, 

engineering, computer and information 

science, journalism and 

mass media, agriculture, law and 

management. 

Vocational Education in India 

is provided largely by ITI’s and 

ITC’S which train students for 

specific trade, occupation and 

vocation requiring more manual 

than academic content such as 

mechanics’, welders’ etc. ITI’s are 

state funded while ITC’s by private 

sector. Entry level to such 

programs is secondary or post secondary 

qualification. Polytechnics 

and other schools also provide vocational 

education. Over 7.5 lakh 

students are enrolled in vocational 

institutes every year. Training 

is mostly in the mode of apprenticeship. 

Non- formal vocational 

education is hereditary. Children 

of artisans like carpenters, goldsmiths, 

and blacksmiths learn the 

traits of the job from elders in the 

family. The system has survived 

through thousands of years and 

has produced excellent craftsmen 

in various fields. 

Professional education is provided 

in the country by a wide 

range of institutions which include 

universities, colleges, IIT’s. 

IIM’s, medical, engineering, law, 

Management colleges and institutes 

like Chartered Accountant, 

Company Secretary etc. 

Over 5,00,000 students qualify 

for undergraduate and 50,000 for 

post graduate degrees in civil, 

electrical, mechanical, electronic 

and other fields of technology every 

year. There are 15 IIT’s in different 

parts of the country which 

enjoy the status of the institutes of 

national importance. IIT’S located 

at Kharagpur, Bombay, Delhi, 

Madras and Kanpur are among 

the best in the world. Banaras 

Hindu University and Roorkee 

University are among the oldest 

institutions which provided leadership 

in Engineering education 

in India. Number of engineering 

colleges is around 3600. 

Computer education started in 

India in late sixties and by eighties 

it became a binding force for 

a system appraisal to management 

sciences. Computer Society 

of India setup in 1968 helped 

spread of computer education. 

Institution of Electronics and 

Telecommunication engineers 

was established in1974. National 

Informatic Centre (NIC) created 

in 1977 setup a nationwide 


Computer Connection Network 

(NICNET). The Department of 

Electronics, Government of India 

launched an UNDP assisted 

Computer Aided Management 

(CAM) in 1983. Defense Research 

and Development Organization 

(DRDO) started computer education 

program in 1986. Most 

big companies like TCS, Wipro, 

Infosys, Silicon Valley, Sterling, 

HCL etc. have in house training 

programs. NIIT and Aptech have 

been running popular computer 

courses in addition to a large 

number of universities, engineering 

and computer science colleges 

. The popularity of computer 

courses can be judged from the 

fact that such courses have become 

a part of school curriculum 

in India. 

Education in medical sciences is 

fairly advanced in India. Doctors 

trained in India are in great demand, 

like IIT and IIM products, 

even in developed countries 

like USA. AIIMS Delhi and 

PGI Chandigarh are among the 

world’s best. There are 348 medical 

colleges, 165 of which are private 

and the rest are funded by 

the state governments. Total enrolment 

is around 42000 which is 

too inadequate keeping in view 

the need of the country and the 

demand of courses both at undergraduate 

and post graduate 

levels. Education in alternative 

medicines systems- Ayurved, 

Yoga and Naturopathy, Unani 

and Siddha Homeopathy are 

also popular. 

Commerce, Law and Management 

education are provided by the 

university departments, colleges 

and institutes all over the country. 

There are some reputed commerce 

colleges like SRCC, LSR, St 

Xavier, Narsee Monjee etc. BCom 

Vocational Education in India 

is provided largely by ITIs 

and ITCs which train students 

for specific trade, occupation 

and vocation requiring more 

manual than academic content 

such as mechanics, welders’ 

etc. ITIs are state funded 

while ITCs by private sector. 

Entry level to such programs 

is secondary or post secondary 

qualification. Polytechnics 

and other schools also provide 

vocational education. 

Over 7.5 lakh students are enrolled 

in vocational institutes 

every year. Training is mostly 

in the mode of apprenticeship. 

Non- formal vocational 

education is hereditary. 

and MCom courses had been very 

popular before management education 

began in 1960’s when IIM’s 

were started. Most Commerce 

faculties started management 

cources in universities. Law 

courses are also in great demand. 

NUJS (Kolkata), NLU(Jodhpur), 

NALSR(Hyderabd) are among 

the reputed law colleges. Faculty 

of Law, Delhi University is 

among the oldest in providing 

Law education in the country. 

Indian Institutes of Management 

(IIM’s) pioneered management 

education in India. Institutes at 

Ahmadabad and Calcutta were 

setup in 1961 in Collaboration 

with Sloan School of Management, 

MIT and Harvard School of 

Management. IIM Ahmdabad is 

among the World’s best. It attracts 

the cream, over 1.75 lakh students 

applied for 372 seats in 2012. IIM 

Calcutta comes next in ranking. 

In all there are thirteen IIM’S including 

more established ones 

at Bangalore, Indore, Kozhikode 

and Lucknow. FMS Delhi 

University, XLR Jamshedpur, 

MDI Gurgaon, Narsee Monjee 

Institute, Bombay, SP Jain Institute 

at Delhi, International Institute 

of Management, Hyderabad are 

also among the top management 

schools with excellent placement 

records. Private sector came in a 

big way in management education 

from 1990 with rise in demand 

for MBAs due to liberalization 

and privatization policies 

of the Government. Most institutions 

however are not up to mark 

because of the lack of qualified 

faculty and poor liaison with industry. 

The university-academia 

interaction in general is low in 

India as compared to developed 

countries. USA has 1600 B Schools 

mostly funded by private sector 

providing management education 

to over one lakh students every 

year. It has grown to an $ 800 

billion industry. 

India is an ancient country, but a 

young nation. Since it got independence 

in1947, it is building 

itself to regain the glory lost. It 

has large human resource with 

more than half of the population 

in younger age group. Educating 

and training the aspiring teeming 

millions to develop skills required 

is a challenge. The size of 

India’s education sector is likely 

to grow to over Rs. 100 billion by 

2015 Twelth Plan proposes substantial 

increase in enrolment, 

establishment of new institutions 

and privatization. The quality 

of education at all levels and in 

all sectors need to be improved 

along with quantity. 


33

Issues in Human Resource Skill 

Development - Knowledge Management 

Dr. Rajen Mehrotra* 

Dr. Rajen Mehrotra 

Reality is that enterprises 

for their success not only 

needs to recruit workforce 

at all levels (i.e. workers, 

supervisors, officers and 

managers) with the requisite 

knowledge, skill and 

attitude, but also develop 

the knowledge and skills 

of the existing workforce 

at all levels for meeting 

the future needs of the 

organization, hence a lot of 

enterprises have also been 

looking at the concept of 

Knowledge Management 

at the enterprise level. 

At the inaugural address 

of the 45th session 

of the Indian Labour 

Conference held in New Delhi 

on 17th and 18th May 2013 the 

Prime Minister Dr. Manmohan 

Singh mentioned that 20 million 

additional job opportunities were 

created during the period 2004-05 

to 2009-10. He further mentioned 

that employment in the organized 

sector registered a growth of 

more than 9% from 26.5 million in 

2005 to 29 million in 2011. He also 

mentioned that women employment 

in the organized sector has 

also registered a growth of about 

19 % during the same period. At 

the same time the Prime Minister 

Dr. Manmohan Singh mentioned 

that a skilled workforce is a prerequisite 

for the achievement of 

the country’s desired rapid and 

inclusive growth. He mentioned 

that the Government aim is to 

skill 50 million people by the end 

of the 12th Five Year Plan. The 

Prime Minister added that availability 

of skilled personnel will 

not only help in generating good 

quality employment, but will also 

provide industry with the skilled 

workforce needed to expand and 

modernize their operations. To 

achieve the ambitious target of 

skilling 50 million people by the 

end of the 12th Five Year Plan the 

Prime Minister called upon industry 

to supplement the skilling 

efforts of both the Central and the 

State Governments. 

The Government of India for promoting 

the efforts of Industry on 

skill development in 2009 has set 

up the National Skill Development 

Corporation (NSDC). The 

National Chamber of Commerce 

& Industry / National Employer 

Organizations have been associated 

with NSDC. In addition 

the Government of India has recently 

taken a decision to set up 

the National Skill Development 

Agency (NSDA) to anchor and 

operationalize the National Skill 

Qualification Framework (NSQF) 

which can play a vital role in 

transforming the quality of training 

in India. The objective of the 

NSDA is also to bridge the social, 

regional, gender and economic 

divides in the process of skill 

development, as per the Prime 

Minister Dr. Manmohan Singh’s 

inaugural speech. 

There are manufacturing and 

service enterprises both in the 

Public & Private Sector that recruit 

youngsters as apprentices, 

give them class room knowledge 

and skill training and then absorb 

* President Industrial Relations Institute of India (IRII) Former Sr. Specialist on 

Employers’ Activities for South Asia with International Labour Organization (ILO) 

and Former Corporate HR Chief of Novartis India Ltd and ACC Ltd. 


them in the enterprise. However, 

there are large numbers of manufacturing 

and service enterprises 

that purely depend on the labour 

market for the supply of their talent 

and hence find that people 

with requisite skills needed for 

the enterprise are quite often not 

available and hence have to be 

developed. There are quite many 

enterprises, who through the 

National Chambers of Commerce 

& Industry / National Employer 

Organizations have collaborated 

with the Government run 

Industrial Training Institute’s 

(ITI’s) under the Public Private 

Partnership (PPP) scheme to upgrade 

the ITI’s and improve the 

skills of the students that pass out 

from these ITI’s and also facilitate 

their entry in enterprises. 

Reality is that enterprises for 

their success not only needs to 

recruit workforce at all levels (i.e. 

workers, supervisors, officers 

and managers) with the requisite 

knowledge, skill and attitude, but 

also develop the knowledge and 

skills of the existing workforce at 

all levels for meeting the future 

needs of the organization, hence 

a lot of enterprises have also 

been looking at the concept of 

Knowledge Management at the 

enterprise level. Ikujiro Nanaka, 

Professor Emeritus, Hitobashi 

University in his keynote address 

to the International Productivity 

Conference, 2007, organized 

by the Asian Productivity 

Organization (APO) in Bangkok, 

Thailand mentioned that within 

an organization there are two 

types of Knowledge: Tacit and 

Explicit. Tacit knowledge is subjective, 

based on experience and 

hence becomes tough to express 

in words, sentences, numbers or 

formulas because it is context specific. 

Acquiring tacit knowledge 

depends on each individual’s initiative 

and there are persons who 

acquire it in professional and personal 

life and there are individuals 

who just do not bother and fail 

to acquire it. Explicit Knowledge 

is objective and rational that can 

be expressed in words, sentences, 

numbers or formulas and is 

context free. Explicit knowledge 

presently is a resource available 

in abundance, after the Internet 

revolution and is easy for persons 

to acquire even if he / she are 

not working for an organization. 

In Tacit Knowledge it is possible 

to develop technical skills such 

as craft coupled with cognitive 

skills of beliefs, images, perspectives 

and mental models, while in 

Explicit Knowledge, it is possible 

to have a database, write manuals 

and also develop a theoretical 

model. It is, at times difficult to 

convert tacit knowledge into explicit 

knowledge and back again 

into tacit knowledge. However, 

both organizations and individuals 

need to make efforts to understand 

and learn both tacit and explicit 

knowledge. 

Every enterprise has its history 

of the products / services it produced 

/ rendered, the various 

processes that were developed / 

improved and the experience that 

the people working in that organization 

have gathered over a time 

period .There is a lot of information 

available in every organization, 

but it needs to be analysed, 

filtered and processed to assess 

whether it is intellectual and a 

knowledge-based asset. The intellectual 

and knowledge-based 

asset of the organization falls 

into one of the two categories: 

tacit or explicit as dealt earlier. 

The problem is on identifying the 

relevant tacit knowledge within 

the organization, documenting 

and harnessing the same, so that 

it is institutionalized and available 

permanently with the organization 

and not lost with the 

departure of employees. Explicit 

knowledge in every organization 

is documented and available in 

the form of standard operating 

procedures (sop’s), various plans 

(i.e. business plan, investment 

plan, marketing / sales plan, purchasing 

plan, manufacturing plan, 

human resource plan, finance 

plan, support services plan) including 

the annual budget along 

with past performance and hence 

easy to analyse and disseminate. 


35

The Human Resource in every 

organization has a goal to achieve 

and a role to perform, which 

with passage of time will keep 

changing with the new roles of 

the individual and the growth 

of the organization. Individuals 

need to have an urge to learn 

and be equipped to take higher 

responsibilities and also the organization 

needs to facilitate the 

process. There are personnel in 

enterprises that have developed 

the ability of continuous learning, 

hence they never stop learning. 

The approach of continuous 

learning amongst the employees 

is more prevalent in the service 

sector enterprises compared to 

manufacturing sector enterprises. 

The reason is that in the service 

sector enterprise, the concerned 

employees have to regularly interact 

with the customers, while 

in the manufacturing sector enterprise; 

the employees continue 

to interact with the same persons 

i.e. employees. The continuous 

interaction with the customers in 

the service sector leads to a continuous 

feedback thus facilitating 

the learning process. Employees 

Organizations and individuals 

both need to recognize 

the importance of 

Knowledge Management 

, build a culture, so as to 

ensure never stop learning 

and make all out effort 

to improve tacit as well as 

explicit knowledge. This 

approach will help both the 

organization and individuals 

to grow and prosper. We all 

in enterprises need to work 

together to achieve the ambitious 

target of skilling 50 

million people by the end of 

the 12th Five Year Plan. 

in service sector enterprise receiving 

complaints from the customers 

is common, and at times, 

the complaints may be genuine 

or just perceptions, hence the 

employees are mostly trained to 

receive complaints without getting 

angry and finding a solution 

to the complaint, so as to keep the 

customer satisfied and also happy. 

Most employees in the service 

sector enterprise learn from such 

complaints, take preventive action, 

so that recurrence of complaints 

is avoided. Enterprises 

in service sector also document 

some of these complaints, build 

case studies and thus manage to 

convert tacit knowledge into explicit 

knowledge, so that employees 

are trained , made to learn and 

perform better at the work place. 

The challenge to the Learning and 

Development Departments in the 

manufacturing sector enterprises 

is on documenting different case 

examples involving tacit knowledge 

and ensuring their dissemination 

as explicit knowledge. 

To facilitate individuals in acquiring 

tacit knowledge, some of the 

steps listed below can be taken 

both by the organization and the 

individual:- 

• Apprenticeships or being an 

understudy to an experienced 

person. 


• Joint problem solving exercises 

for youngsters / less experience 

personnel along with 

an experienced person of the 

organization. 

• Working with one’s own 

hand on the shop floor and 

in the field thus experiencing 

the grind and learning (N.B. 

you never learn swimming 

or driving a motor vehicle by 

just reading). 

• Sharpening one’s listening 

and observation skills. 

• Being humble and hungry to 

learn at every opportunity 

and from all. 

• Developing the art and skills 

of intelligent questioning (not 

to challenge or express doubts 

but to know and learn more). 

Academic institutes running 

professional courses in Management 

and Engineering are mainly 

involved in imparting explicit 

knowledge, though the present 

trend is to give preference 

in admission to students who 

have relevant work experience, 

as they bring tacit knowledge 

to the class room, which helps 

the interactions in the classroom 

for better learning. There is an 

increasing effort on the part of 

most academic institutes in 

Management and Engineering, 

to try and impart some tacit 

knowledge by getting visiting 

faculty from corporate sector / 

Government to come and teach. 

Also academic institutes through 

field work, project work, case 

studies, and role play have been 

making efforts to impart tacit 

knowledge apart from explicit 

knowledge, so that the students 

can perform better on completion 

of the course. Medical Education 

the world over has always 

ensured that the medical college 

is attached and located in a hospital 

thus ensuring that the student 

obtains tacit and explicit knowledge 

simultaneously. Also the faculty 

members teaching medicine 

are themselves going through 

continuous up gradation in both 

tacit and explicit knowledge, 

since they not only teach but are 

treating patients in the hospital. 

An article on medical tourism 

in India sometime back mentioned 

that in many countries like 

USA, many young doctors cannot 

recognise / diagnose measles 

quickly as they have never seen a 

patient with measles in their lifetime 

and their knowledge comes 

from text book and / or faculty 

only which in this case are explicit 

knowledge. Unfortunately 

academic Institutes running professional 

courses in Management 

and Engineering are stand alone 

institutions and are not attached 

to any specific company, hence 

there are limitations to the tacit 

knowledge that a student can acquire 

when the student completes 

the course. There are large manufacturing 

companies in India like 

ACC, Aditya Birla Group, BHEL, 

Coal India, Crompton Greaves, 

Indian Oil, Larsen & Toubro, 

MICO, Mahindra, NTPC, ONGC, 

Reliance Industries, Siemens, Steel 

Authority of India, and many 

others that have set up facilities 

to train artisans, supervisors and 

managers to meet the industry as 

well as the enterprise needs by 

having academic / learning institutions 

in-house attached with 

the enterprise, thus facilitating the 

learning of both tacit and explicit 

knowledge by the trainees. 

The well known jurist and economist 

Late Nani A Palkhiwala, 

who was Chairman of Associated 

Cement Company Ltd. (now 

called ACC Ltd) for over two decades 

wrote “Knowledge is the 

only instrument of production 

which is not subject to diminishing 

returns”. Organizations 

and individuals both need to 

recognize the importance of 

Knowledge Management , build 

a culture ,so as to ensure never 

stop learning and make all out 

effort to improve tacit as well 

as explicit knowledge. This approach 

will help both the organization 

and individuals to grow 

and prosper. We all in enterprises 

need to work together to achieve 

the ambitious target of skilling 50 

million people by the end of the 

12th Five Year Plan. 


37

National Skill Development & Role of 

Indian Public Sector Enterprises 

Dr. S. N. Nandi 

Sr. Assessor with QCI & former DDG, NPC 

Dr. S. N. Nandi 

Major challenge of skill 

development initiatives is 

also to address the needs of 

huge population by providing 

skills in order to make them 

employable and help them secure 

decent work. Skill development 

for persons working 

in the unorganized sector is a 

key strategy in that direction. 

This will also inculcate dignity 

of labor and create greater 

awareness towards environmental, 

safety and health 

concerns. 

Introduction 


driving forces for economic 

growth and social development 

of a country. Countries with higher 

and better levels of skills adjust 

more effectively to the challenges 

and opportunities of emergent 

future. 

Potentially, the target groups for 

skill development comprise of all 

those in the work force, including 

those entering the labor market 

for the first time, those already 

employed in the organized sector 

and those working in the unorganized 

sector. At present, the 

capacity of skill development in 

India is around 3.1 million persons 

per year. The 11th Five Year 

Plan envisions an increase in 

that capacity to 15 million annually. 

India has a target of creating 

500 million skilled personnel 

by 2022. Thus, there is a need for 

many fold increase in capacities 

and capabilities of skill development 

programs. These programs 

may not need to be only seen as 

discrete developmental activities 

either as ones for “Corporate 

Social Responsibilities” (CSR) or 

as non-core or non-value adding 

activities of a corporate entity. 

These programs may form parts 

of a “Business Model”. 

As the proportion of working 

age group of 15-59 years will be 

increasing steadily, India has 

the advantage of “demographic 

dividend”. Harnessing the same 

through appropriate skill development 

efforts would provide an 

opportunity to achieve inclusion 

and enhancement of productivity 

within the country and also 

a reduction in the global skill 

shortages. Large scale skill development 

is, thus, an imminent 

imperative. 

Major challenge of skill development 

initiatives is also to address 

the needs of huge population by 

providing skills in order to make 

them employable and help them 

secure decent work. Skill development 

for persons working in 

the unorganized sector is a key 

strategy in that direction. This 

will also inculcate dignity of labor 

and create greater awareness 

towards environmental, safety 

and health concerns. 

Based on information collected 

through direct sources like surveys 

of ITI’s / ITC’s made by various 

organizations as well as from 

secondary sources like official 

websites, business magazines, 

etc. and above all on the basis of 

personal level experiences gained 

by the author while working on 

skill development bodies, this 

article attempts to outline present 

skill development initiatives 

made in India and the past, present 

and future roles of public 

sector organizations in such skill 


development initiatives. 

Current National initiatives 

on Skill Development 

Considering importance of intensified 

efforts to skill development, 

Government of India has 

drawn up an ambitious plan for 

skill development. Government 

has formulated national skill development 

policy directly under 

the guidance of Prime Minister 

of India. The above policy is 

aimed at empowering all individuals 

through improved skills, 

knowledge and internationally 

recognized qualifications to enable 

them to access decent employment 

to promote inclusive 

national growth and to ensure 

India’s competitiveness in the 

global market. The above policy 

would cover all the relevant 

Institutions and their strategies to 

develop skills. 

Keeping in mind importance of 

private sectors, Govt. of India has 

very rightly built up an organization- 

National Skill Development 

Corporation (NSDC) based on 

Public – Private Partnership. In 

order to ensure proper implementation 

of above policy and 

activities, every ministry and 

department along with National 


have been given targets so as 

to ensure achievement of overall 

skill development targets of 

500 million people as stated in 

the National Skill Development 

Policy document. 

Further, there are 3 departments/ 

organizations – NSDC, Ministry 

of Labor and Employment and 

Ministry of Human Resource 

Development, are to take major 

initiatives. 

NSDC has been essentially envisioned 

to increase the capacity 

mostly with the help of private 

sector organizations. It has already 

identified 21 high growth 

sectors and plan to setup ‘Sector 

Skill Councils’ (SSCs) for these 

and other areas. These councils are 

the instruments through which 

NSDC manages their tasks, funding, 

facilitation and advocacy. 

Ministry of Labour and 

Employment (MOLE) mostly 

through its flagships 

wing- Directorate General of 

Employment and Training 

(DGE&T) aims to reach the target 

primarily on the basis of two 

schemes known as Craftsman 

Training Scheme (CTS), which 

has been in existence over several 

decades and comparatively a new 

scheme called Skills Development 

Initiative Schemes (SDIS). As a 

part of CTS, DGE&T is setting up 

8800 ITC’s in the Private Sector 

along with existing fleet of ITI’s 

owned by Government to provide 

vocational training with courses 

from 6 months to 4 years duration. 

The trainees are required 

to appear for All India Trade 

Tests and successful trainees are 

given certificates from National 

Council of Vocational Training 

(NCVT) which is one of the organizations 

under DGE&T that 

have wider recognition. The other 

scheme undertaken under Skill 

Development Initiatives Schemes 

(SDIS) is essentially operated 

through an innovative strategy 

known as Modular Employable 

Skills (MES) Scheme, which has 

a basic objective to provide employable 

skills to school leavers, 

existing workers, ITI / ITC 

Graduates, etc. which are mostly 

acquired informally. A large 

number of ‘Vocational Training 

Provider’s (VTP’s) presently 

numbering around 6400 have 

been established to train persons 

from 4 weeks to 6 months. Testing 

of skills is done by independent 

Accessing Bodies (AB’s) about 40 

of which have been set up till now 

and based on the results put up by 

AB’s, certificates are provided by 

NCVT. Public Private Partnership 

(PPP) has been planned to ensure 

active participation of the 

Industry/ Private Sector in every 

stage of design and implementation 

of the scheme. The MES concept 

has the potential to go a long 

way in furthering skill. 

Ministry of Human Resource 

Development (MHRD) mostly 

through its operating organizations 

– All India Council for 

Technical Education (AICTE) and 

National Council for Educational 

Research and Training (NCERT) 


39

guides , facilitates and controls 

vocational educations through 

a set of Institutes known as 

‘Polytechnics’ and school level vocational 

education through both 

formal and informally run schools 

and institutes. This ministry has 

been essentially envisioned to 

come out with National Vocational 

Education Qualification Framework 

(NVEQF) to promote interchangeability 

and mobility of 

students among vocational and 

formal educational qualifications. 

DGE&T has also been 

working towards development of 

National Vocational Qualification 

Framework (NVQF) to achieve 

same purposes. 

There are a few private organizations, 

who have entered 

into educational fields including 

vocational education to train 

people largely located in distant 

areas and who are disadvantaged 

in terms of this or that way. 

Examples of such private enlightened 

corporate include Educomp, 

Bharti, Manipal Education, IL&FS 

etc. These organizations are entering 

into collaboration both 

with Indian and foreign organizations 

to explore opportunities 

for training and development in 

new areas. In addition, a number 

of international organizations are 

also making strategic collaborations 

with Industrial associations 

and other industrial bodies to facilitate 

skill development in the 

country. 

Given the above landscape of 

skill development efforts made 

in the country during the current 

millennium, public sector organizations, 

which contribute about 

60 % of employment in the organized 

sector, have comparatively, 

till now, paid less attention to 

skill development under the new 

dispensation as outlined above. 

Progress towards targets 

Though impressive targets have 

been systematically deployed to 

various departments/ ministries/ 

organizations, progress towards 

achievement of such targets has 

not been as steady as expected. 

It is reported that the NSDC and 

various ministries met about 16.5 

percent of their skilling targets for 

2012-13 stating a little differently, 

17 ministries which are to achieve 

targets of 8.4 million during 2012 

– 13, actual achievements made 

by them have been only around 

1.2 million. Grassroots level survey 

recently made and also anecdotal 

evidences do indicate 

that quality of training in many 

ITI’s/VTP’s has not been up to the 

mark. There are several problems 

and limitations faced, which are 

linked with various segments of 

“Skill Development Value Chain” 

as shown in the chart. 

The above discussions show that 

efforts for skill development are 

to be intensified to a great extent 

and many of the problems and 

limitations faced by field level 

skill development organizations 

have to be seriously attended 

to. Public Sector organizations 

could act meaningfully for such 

intensification and improvement 

activities. 

Present Role of Indian 

Public Sector 

Central Public Sector Enterprises 

(CPSE) comprise of about 220 operating 

autonomous bodies set 

up as registered societies along 

with a few number of departmental 

undertakings, statutory 

corporations, and government 

owned companies. These CPSE’s 

have been playing very vital roles 

in the development of Indian 

Economy. During 1970s and 80s, 

many of these public sector organizations 

have built up robust 

infrastructures for training and 

development of their employees 

and have been very active in providing 

both class room and onthe- 

job training to build up skills 

in relevant areas concerned with 

their respective working. Good 

amount of skilled personnel developed 

in such public sector 

training infrastructures not only 

find their employment in their 

respective organizations, but also 

practically in all the public sector 

organizations in the country. 

However, as it stands today, 

public sector is no longer seen 

as training and development facilitator 

and so an employment 

provider. In fact, it has experienced 

a continuous decline in 

employment since mid-90s. Most 

of these organizations have been 

found to be growing in terms of 

market performance but employment 

growth saw a deceleration. 

Many of these organizations are 

found to have shrunk their infrastructures 

on training and development 

so as to ensure increasing 

rate of productivity and profitability. 

However, with increasing 

competition, many of these 

CPSE’s are now undertaking several 

expansion projects and carrying 

out operational reforms. So, 

many of them have again been 

paying greater attention on skill 

development. 

During current skill development 

phase, public sector organizations 

are found to have been undertaking 

such activities as a part 

of corporate social responsibilities 

(CSR). On an average, about 

5-10% of allotted CSR funds are 

being spent on skill development 


activities. A recent policy meeting 

has suggested for 15% of CSR 

budget to be minimally spent by 

each PSE. 

In addition to induction of more 

than required number of persons 

in their planned training 

programs conducted in their 

own departments, many of the 

CPSEs are found to be involved 

presently in one or other of following 

kinds of activities falling 

under skill development initiatives 

of recent origin under Prime 

Minister’s policy directives. 

1. Organization of formal and 

informal training programs 

for local youths and select 

sections of disadvantaged 

persons of local communities 

on various vocational persuasions 

like security, fire protection, 

schooling for rag pickers, 

etc with higher employment 

potentialities. 

For example, following 

CPSU’s has finalized following 

targets with Chhattisgarh 

Government in initiating Skill 

development activities : 

• NTPC – 500 persons in Korba 

& Bilaspur Districts 

• NMDC – 1000 persons in 

Bastar Division 

2. Supporting/ sponsoring local 

aspirants, tribal children, etc 

to various programs run by 

different authorities on technical 

subjects like Engineering, 

construction, etc. Sometimes, 

formation of self-help groups 

is facilitated so as to enable 

them to undergo training on 

different technical or nontechnical 

trades. 

3. Supporting training institutes 

like ITI’s,CIDC, Nursing 

schools, etc by provision of 

sophisticated equipments, 

coaching inputs, finances, 

etc 

4. Setting up or adopting technical 

training institutions 

like ITI’s, Nursing Colleges, 

Medical colleges, Engineering 

colleges, Polytechnics, etc. 

Collaborative assistances 

from Indian or foreign institutions/associations 

are also 

utilized for the purpose. 

5. Setting up ‘Sector Skill 

Development Centre’s or 

Regional Centers for sector 

specific groups of personnel 

like Oil field personnel, 

Technicians for Steel plant 

operation, etc at various suitable 

locations. Collaboration 

is also made with NCDC, relevant 

organizations, etc. 

Beside above kinds of efforts, 

public sector organizations are 

in dialogue with State/Central 

Governments, professional organizations, 

etc to evolve action 

plans on items like 

• Availability of willing candidates 

to various training 

programs 

• Identification of quality 

NGO’s for entering into collaborative 

arrangements. 

• Carrying out baseline survey 

to help decision making in 

the area of skill development 

• Creating effective market linkages 

with the help of suitable 

professional organizations. 

• Developing training modules 

on trades like Mining, Oil 

drilling, etc with help of specialized 

agencies of Indian or 

foreign origin. 

The above account not only provides 

profile of activities, which 

are being carried out by some of 

the leading public sector organizations, 

but also indicating areas 

where other public sector organizations 

could also participate. 

However, all these activities are 

found to be presently performed 

under the platform of CSR. 

Conclusions 

Many envisage that availability 

of competent personnel in many 

trades will become a critical factor 

for efficient and effective 

working of a corporate body. It is 

Contd... # 77 


41

Challenges for CPSEs in 

Skill Development 

Mr. O. P. Khorwal 

Consultant, SCOPE 

Mr. O. P. Khorwal 

At present, GOI is focusing 

mainly on unorganized 

sectors and a few of the 

trades for organized sectors, 

such as Auto & Industries, 

Building and Constructions, 

Electronics & IT, Hardware, 

Education, Gems & Jewelry, 

Food Processing, Healthcares, 

Textile, Tourism etc. while, the 

major requirement of skilled 

persons is in area of infrastructure 

where approximately 

103 million skilled people 

will be needed by 2022 mainly 

in CPSEs and large private 

sectors. The skill development 

is therefore, a great challenge 

to CPSEs for sustaining their 

growth. 

Government of India has 

adopted “skill development” 

as national priority 

over the next 10 years and 

has targeted to contribute to the 

Prime Minister’s vision of skilling 

500 millions persons by 2022. Out 

of the 500 millions of target 350 

millions shall be met by the various 

Ministries of Government of 

India and for the target of balance 

150 millions, Govt. of India has 

set up a non profit organization 

i.e National Skill Development 

Corporation (NSDC) for skilling 

through public private partnership 

(PPP) in the year 2009. It 

was needed because to sustain 

the growth of Indian economy, 

large numbers of skilled persons 

would be required. It is really a 

challenge for the Government 

and for all of us, as the present 

education system does not focus 

on skilled based training, which 

can provide them the adequate 

employability, as well as, better 

social conditions. According to a 

study, 40 percent of persons graduating 

from the colleges of India 

are not employable as their services 

are not of much use to the 

employers. This challenge is going 

to further increase, as 75 percent 

of the new job opportunities 

are expected to be skilled based. 

To achieve the targets, National 


(NSDC) is aiming to setup 1500 

new ITIs and 5000 skill development 

centers across the country. 

The Ministry of Labour and 

Employment has also been entrusted 

with the National Council 

for Vocational Training (NCVT) 

to provide standards and curricula 

for the training to be imparted 

at ITIs and ITCs. Therefore, steps 

are being taken to strengthen the 

NCVT structure. However, most 

of the ITIs are still functioning 

with standard trades such as carpentry, 

tailoring, turner, machinist, 

plumbing, mobile repair etc. 

in order to make the people of 

rural area employable. 

In view of above, it is difficult to 

understand, if it is going to meet 

the requirement of the CPSEs 

which require skilled force in various 

specialized fields. At present, 

GOI is focusing mainly on unorganized 

sectors and a few of the 

trades for organized sectors, such 

as Auto & Industries, Building 

and Constructions, Electronics & 

IT, Hardware, Education, Gems 

& Jewelry, Food Processing, 

Healthcares, Textile, Tourism etc. 

while, the major requirement of 

skilled persons is in area of infrastructure 

where approximately 

103 million skilled people will be 

needed by 2022 mainly in CPSEs 

and large private sectors. The skill 

development is therefore, a great 

challenge to CPSEs for sustaining 

their growth. This challenge of 


developing skilled force cannot 

be achieved without their continuous 

contribution. 

Some of the Maharatna, Navratna 

and other CPSEs have taken 

initiative in this regard. They 

are also contributing for 

national cause of promoting employability 

and bridging skill 

gaps. For example, NTPC has 

adopted 17 ITIs and developing 

8 new ITIs in the various parts of 

India. In addition, they are helping 

in setting up of Information 

and Communication Technology 

Centre (ICT) for physically and 

visually challenged students. 

Further, SAIL is spending approximately 

Rs 5 crores per year 

for various initiatives including 

skill development under its CSR 

Schemes. It has also set up 2 nos. 

of ITIs and plans to include more 

such ITIs during the year 2013- 

14. The company is also exploring 

the possibility of setting up 

of Skill Development Centre near 

its plants. 

Considering the huge shortage of 

qualified welders BHEL has set 

up an Advanced Training Centre 

at Trichy for developing qualified 

welders for the country. BHEL is 

also providing vocational training 

to unemployed people and has 

also taken the project to provide 

vocational training to the youths 

of Jammu and Kashmir. 

The 12th Plan emphasizes for 

achieving the target of inclusive 

and sustainable growth jointly 

by Government and all sectors 

including the CPSEs. For CPSEs 

alone a large number of skilled 

and semiskilled persons shall be 

required. Even, presently there 

is huge gap due to large requirement 

of skilled persons by the 

various sectors such as power, 

oil, steel, fertilizers, textiles etc. 

Many organization 

conduct training programmes 

to meet the 

skilling requirement of 

their own workforce or 

sometimes as a part of 

their corporate social 

responsibility (CSR) 

initiatives. Though many 

skill development initiatives 

have been taken 

by the Government of 

India but those are not 

focused on employment 

and employability as the 

courses are not meeting 

the needs of the ultimate 

user such as CPSEs. 

Indications are there that infrastructure 

projects are getting delayed 

due to non availability of 

the requisite skilled manpower. 

Dr. Manmohan Singh, Hon’ble 

Prime Minister had expressed 

his concern over the huge gap 

between the requirement and 

supply of the skilled labour 

and mentioned that for this endeavor, 

CPSEs can play a very 

important role for achieving 

the skill development target of 

500 millions, which shall also 

help for their own sustainable 

growth. The Skill Development 

Policy 2009 clarified the role 

of different stakeholders, 

Government, Industry, Trade 

Unions and Civil Society. They 

all need to play an important 

role for the creation of a skill ecosystem 

in India. The policy has 

also called for greater role 

by all stakeholders and State 

Government in the skilling 

initiatives. 

Many organization conduct 

training programmes to meet 

the skilling requirement of their 

own workforce or sometimes as 

a part of their corporate social 

responsibility (CSR) initiatives. 

Though many skill development 

initiatives have been taken 

by the Government of India but 

those are not focused on employment 

and employability as 

the courses are not meeting the 

needs of the ultimate user such 

as CPSEs. The CPSEs have to 

take initiative in identification of 

the specialized fields of training 

so that same can be included by 

Government of India under its 

various missions or programmes. 

This will certainly help in getting 

the desired skilled man power 

and meeting the requirement of 

quality & quantity for the CPSEs. 

The CPSEs can also form joint 

ventures and initiate the certificate 

or diploma programmes at 

their training centers according 

to their need. 

SCOPE being the apex body of 

the CPSEs can play a pivotal role 

in the area of skill development. 

As it would not be possible for 

all CPSEs to forward their requirements 

individually to the 

various missions or programmes 

launched by GOI, SCOPE, on behalf 

of all CPSEs, can play an advisory 

role as well as address the 

concerns to Government so that 

requisite trades or specialized 

area as per need of CPSEs are 

included in the vocational trainings. 

This will be a great support 

to skill development programme 

as well as to CPSEs in providing 

them requisite quality and quantity 

of skilled work force. 


43

Ykksxksa dks dq”ky cukus esa 

ih,l;w ihNs ugha 

Jh jktsUnz xqIrk 

lkoZtfud {ks= dh tks daifu;ka 

dkS’ky fodkl ds {ks= vf/kd 

lfØ; ugha gSa] os dsanz] jkT;ksa 

dh igy esa 'kkfey gksdj ;k 

lg;ksx dj lfØ; gks ldrh 

gSaA lkFk gh os fiNM+s oxks± ds 

fo|kfFkZ;ksa ds fy, Nk=o`fRr 

dh 'kq#vkr dj ,oa ckgj ds 

fo|kfFkZ;ksa ds fy, Nk=kokl 

lqfo/kkvksa dk fuekZ.k dj bl 

fn’kk esa lg;ksx dj ldrh gSaA 

lkoZtfud {ks= dh daifu;ksa ds 

fy, dkS’ky fodkl esa ;ksxnku 

dk ,d vge rjhdk {ks= fo’ks"k 

ds fy, dkS’ky ifj"knksa dks 

lg;ksx iznku djuk ,oa ,d 

fo’oLrjh; m|ksx dh 

vxqokbZ esa ns’k esa dkS’ky 

fodkl O;oLFkk dh 

LFkkiuk gks ldrk gSA 

d`f’k iz/kku ns”k gS 

vkSj blh ckr dks /;ku esa 

Hkkjr ,d 

j[kdj jk’Vªfirk egkRek 

xka/kh us xzke LojkT; dh vo/kkj.kk is”k 

dh FkhA ckiw dk “kq: ls gh dqVhj m|ksx 

ij fo”ks’k tksj jgk gS vkSj Hkys gh ns”k 

esa dqVhj m|ksxksa dh la[;k fleV xbZ 

gks ;k dbZ dqVhj m|ksxksa us y?kq m|e 

dk :Ik ys fy;k gks] csjkstxkjh feVkus 

dk lcls cM+k ek/;e dqVhj m|ksx vkSj 

dqN gn rd y?kq m|ksx gh cu ldrs 

gSaA bldh lcls cM+h otg Hkkjr dk 

fo”kky cktkj gS tgka iwjh nqfu;k dh 

fnXxt daifu;ka ikao ilkjus ds fy, 

O;kdqy gSaA 

ns”k esa mnkjhdj.k ds ckn dqVhj 

m|ksx] le; ds lkFk [kqn dks

okLro esa ;s ,uthvks Hkh QaM ysdj 

viuk dke iwjk dj ysrs gSa vkSj izf”k{kq 

us D;k lh[kk vkSj mls ukSdjh feyh ;k 

ugha] blls mudk dksbZ ysuknsuk ugha 

gksrk gSA ih,l;w dks bl ckr ij iwjk 

/;ku nsus dh t:jr gS fd yksxksa dh 

#fp ds eqrkfcd gh mUgsa mlh {ks= esa 

dq”ky cuk;k tk; vkSj izf”k{k.k dk 

nk;jk cgqr gh O;kid fd;k tk, tks 

le; ds eqrkfcd gksA 

u, daiuh fo/ks;d ds rgr O;oLFkk gS 

fd dsanzh; lkoZtfud miØeksa ds cksMZ 

dks ,d izLrko ds tfj, “kq) ykHk dk 

,d fuf”pr vuqikr lh,lvkj ctV 

ds :Ik esa j[kuk gksxkA elyu] 100 

djksM+ #i;s ls de dk equkQk dekus 

okyh daiuh dks “kq) ykHk dk 3 ls 5 

izfr”kr] 100 djksM+ #i;s ls 500 djksM+ 

#i;s dk equkQk dekus okyh daiuh 

dks 2 ls 3 izfr”kr vkSj 500 djksM+ 

#i;s ;k blls vf/kd equkQk dekus 

okyh daiuh dks 0-5 ls 2 izfr”kr rd 

jkf”k lh,lvkj ds rgr j[kuh gksxhA 

lHkh lkoZtfud daifu;ksa us fiNys nks 

lky esa lh,lvkj ij dqy 1]123 djksM+ 

#i;s [kpZ fd, vkSj ,slk vuqeku gS fd 

u;k daiuh dkuwu cuus ij lkoZtfud 

{ks= dh daifu;ksa }kjk lh,lvkj ij 

5]000 djksM+ #i;s [kpZ fd;k tk,xkA 

bl fygkt ls dkS”ky fodkl esa 

lkoZtfud daifu;ksa dh Hkwfedk vkSj 

vge gks tk,xhA vc tc daifu;ksa dks 

bruh cM+h jkf”k lh,lvkj ds rgr [kpZ 

djuh gh gS rks D;ksa u bl /ku dks vfr 

lkFkZd mn~ns”; esa yxk;k tk, ftlls 

u dsoy csjkstxkjh nwj gks] cfYd lekt 

ds gj oxZ dk Hkyk gksA 

vc ckr djrs gSa pkdjh djus dh 

pkgr j[kus okys FkksM+k vf/kd ihnkjh 

¼ihihih½ ekMy ds tfj, LFkkfir jk’Vªh; 

dkS”ky fodkl fuxe ¼,u,lMhlh½ dks 

2022 rd 15 djksM+ yksxksa dks dk;Zdq”ky 

cukus dk y{; fn;k x;k gSA ,u,lMhlh 

esa futh {ks= dh 51 izfr”kr] tcfd 

Hkkjr ljdkj dh 49 izfr”kr fgLlsnkjh 

gS vkSj bl fuxe dks futh {ks= ds 

lkFk xBtksM+ dj dkS”ky fodkl dk 

y{; gkfly djus dh ftEesnkjh nh xbZ 

gSA 12oha iapo’khZ; ;kstuk ds nkSjku 8 

djksM+ yksxksa dk dkS”ky fodkl djus 

dk y{; gSA 

ns”k esa vktknh ds ckn vFkZO;oLFkk 

dks iVjh ij ykus esa lkoZtfud {ks= 

dh daifu;ksa dk gh eq[; ;ksxnku jgk 

vkSj bu daifu;ksa us vius ifjpkyu ds 

fy, vko”;d dkS”ky i;kZIr :Ik ls 

gkfly dj fy;k gSA lkoZtfud {ks= dh 

daifu;ksa dh lcls cM+h [kkl ckr jgh 

gS fd os “kq#vkr ls gh lekt ds izfr 

viuh ftEesnkjh dk Hkh fuoZgu djrh gSa 

ftls vkt ds vk/kqfud ;qx esa fuxfer 

lkekftd ftEesnkjh ¼lh,lvkj½ dk uke 

fn;k x;k gSA ebZ] 2013 esa vkS|ksfxd 

uhfr ,oa lao/kZu foHkkx ¼MhvkbZ 

ihih½ ds varxZr jk’Vªh; fofuekZ.k 

izfrLi/kkZ ifj’kn dh gqbZ ,d mPp Lrjh; 

cSBd esa eglwl fd;k x;k fd jk’Vªh; 

dkS”ky fodkl uhfr ds rgr 50 djksM+ 

yksxksa dks dq”ky cukus dk y{; gkfly 

djus esa lkoZtfud {ks= dh daifu;ka Hkh 

mYys[kuh; ;ksxnku dj ldrh gSa vkSj 

;s daifu;ka vius lh,lvkj dk;ZØe ds 

tfj, ;k fQj izR;{k rkSj ij tqM+dj 

dke dj ldrh gSaA ih,l;w vius {ks= 


45

esa yksxksa dks dq”ky cuk ldrh gSa ;k 

vius {ks= ls ckgj yksxksa esa dkS”ky 

fodkl dj ldrh gSaA 

dkS’ky fodkl esa ih,l;w 

dh igy 

lsy% lkoZtfud {ks= dh bLikr daiuh 

LVhy vFkkWfjVh vkWQ bafM;k fyfeVsM 

¼lsy½ o’kZ 2002 rd yksxksa dks jkstxkj 

ds fy, izf”k{k.k nsus ds dk;Z esa yxh 

jgh] ysfdu 2002 ds ckn daiuh us 

izf”k{k.k dks nks Hkkxksa esa&vkbZVhvkbZ vkSj 

thou ;kiu ds fy, izf”k{k.k esa ckaV 

fn;k ftlesa thou ;kiu gsrq izf”k{k.k 

ds varxZr xzkeh.k bykdksa esa efgykvksa 

ij fo”ks’k /;ku fn;k tkus yxkA blds 

rgr] f”kYi ,oa uSifdu vkfn ds fuekZ.k 

dk izf”k{k.k fn;k tkrk gS ftlls 

efgykvksa dh vk; c

ARTICLE 

Skill Development & Capacity 

Building in SAIL 

Mr. C. S. Verma 

Chairman, SAIL 

Mr. M. R. Panda 

Executive Director (HRD) 

SAIL 

HRD Challenge in SAIL 

SAIL is building the organisational 

capabilities for managing 

the transformation to a much 

more productive organization 

scaling to double the size with a 

reduction in manpower to 93,000 

envisaged in 2014. HRD in SAIL 

has the challenging task of modernising 

the minds and skill set 

of the workforce to manage this 

transition effectively. HRD initiatives 

in SAIL have been designed 

in line with the objective of building 

competence of employees and 

bringing in sustainability through 

institutionalisation of these initiatives. 

Some of the key initiatives 

in these areas are as follows: 

Employee Capability 

Building 

• Developing managerial competence 

and leadership capabilities 

across the organization: HRD 

has sharpened the coherence and 

integration of leadership development 

initiatives across SAIL 

by dovetailing a number of initiatives 

for leadership development 

at different levels. At the frontline 

and middle management 

special programs on Leadership 

like “Leadership for Young 

Managers” and “Action Centred 

Leadership” have been developed 

and practicing managers 

with good track records developed 

as tutors for these programs 

with a view to provide leadership 

inputs followed by action learning 

projects. 

• Management Development 

Programmes: To develop and enhance 

the managerial competence 

required at various hierarchical 

level of the managerial cadre, a 

well-structured system of managerial 

training is in place in the 

organization for different levels of 

executives. Training is imparted 

by way of a hierarchy of management 

development programmes, 

which are supplemented by 

functional and other specialized 

management programmes as per 

need. 

• Training to bridge the Critical 

Skills Gaps: SAIL plants operate 

with multiple complex technologies 

involving varied skills. SAIL 

has a challenge to ensure that its 

employees have those skills that 

are critical to the functioning of 

the department,take longer time 

to develop and cannot be out 

sourced. Replenishment of critical 

skills through training and development 

against employee separations 

and introduction of new 

technology has been carried out 

in consultation with Production 

Departments. These include skills 

like PLC and Automation, Servo 

Hydraulics and Pneumatics, 

Modern AC/DC Drives, High 

Pressure Welding, Cable Jointing 


47

ARTICLE 

etc. No of employees covered under 

these trainings during last 

three years are 6861 employees. 

• Specialised Technical 

Train-ing through MoUs with 

Technology Leaders: HRD has 

taken initiative to enter into 

MoUs with M/s SKF India Ltd, 

M/s Bosch Rexroth Ltd, M/s 

Siemens Ltd and M/s ABB Ltd for 

engineering skills training in various 

technical areas like Advanced 

Bearing Technology, Hydraulics, 

Pneumatics, PLC, Drives and 

Automation etc. Training through 

these MoU Partners has been organized 

in all Major Plants. 2864 

employees have been trained 

through these MoUs in different 

programmes in these areas in the 

last three years period. 

• Multi skill Training: Multiskill 

Training is regularly organized 

at plants and units to ensure 

re-orientation of attitudes and 

improved work culture among 

the available manpower through 

mobility and flexibility. Multiskill 

Training is usually imparted 

using Unit Training (UT), Basic 

Engineering Skills (BES) and 

Training Laboratory/Workshop 

based training modules on 

PLCs, Hydraulics & Pneumatics, 

Electronics & Electrical, 

Automation etc. During the last 

three years the numbers of employees 

trained are 7961. 

• Formalisation of Unit Training: 

Unit Training (UT) is a system 

for On-the-Job Training, 

which aims at achieving standard 

performance with respect to quality, 

quantity, safety and efficiency. 

Unit Training is imparted by experienced, 

knowledgeable and 

skilled workmen called “Unit 

Trainers” with the help of Unit 

Training Manual.Unit Training 

deals with training priorities in 

each Unit of a Company. A Unit 

being a clearly defined area of a 

Plant in which employees are concerned 

with one part of the production 

or maintenance process. 

No of employees trained during 

last three years are 831. 

• Enhancing Engineering 

Skills (EES): EES Modules refers 

to in house training modules for 

capacity building and enhancing 

skills in maintenance areas. There 

are over 46 Training Modules under 

EES (Mechanical), 32 Training 

Modules under EES (Electrical) 

and 41 Training Modules under 

EES (Hi-Tech) areas to impart 

training in a systematic way to 

cover all key critical areas of an 

integrated steel plant. Special attention 

is being given to EES Hi- 

Tech areas, such as Thyristors, 

Applied Industrial Electronics, 

Advanced PLCs, Proportional 

and servo-valves, Electrical control 

of hydraulic power, AC/DC 

Digital Drives etc.During the last 

three years the number of employees 

trained in ESS is 9569. 

• Preparing People for modernization: 

The HRD strategy 

for preparing people for modernisation 

is based on following 

objectives: 

‣ To bring about attitudinal 

readiness for working in 

a new/modernised work 

environment. 

‣ To augment computers and 

basic web skill for the entire 

target group. 

‣ To develop identified critical 

skills required in the changing 

technological environment. 

‣ To develop knowledge/understanding 

of operation/ 

maintenance in the similar 

equipments and processes 

through familiarization 

training. 

‣ To provide hands on experience 

of working in supplier 

premises. 

In order to prepare SAIL employees 

for modernization and new 

technology, training is imparted 

through following methods: 

‣ Identified Specialized Training 

Agencies 

‣ Technology Suppliers (Foreign 

and Indian) 

‣ Original Equipment Manufacturers 

(OEM) / Suppliers 

(Foreign and Indian) 

More than 11,500 employees have 

been covered during last three 

Years. 

• Learning through Competitions: 

Competitions are being 

used as triggers for self-learning 

through exploration by providing 

a context and goal for learning. 

Some of the competitions are: 

• Chairman’s Trophy for 

Young managers: The objective 

of this intervention is not only 

for action research at the workplace 

on issues critical for the organization 

but also as a means of 

enabling them to articulate their 

ideas to the top management of 

the company. The best papers of 

this competition have been circulated 

across the company for 

knowledge dissemination. 

• Udaan: Corporate Quiz 

Co-mpetition: Has provided a 

trigger and platform for knowledge 

seeking by institutionalising 

Management Quiz- Udaan, 

which inspires a lot of managers 

to develop their knowledge 

base. The quiz has been opened 


ARTICLE 

up to other corporates to provide 

higher benchmarks and stimulate 

competitions that drives further 

learning. Over 50 teams from 

across India participate in the 

quiz finals. 

• “Rann – Neeti” Director 

(Personnel)’s Cup for Business 

Simulation Games Competition: 

This competition which is held 

annually gives opportunities to 

our managers for developing 

certain key managerial attributes 

like strategic thinking, financial 

analysis, market analysis, operations, 

teamwork and leadership 

etc. through business simulation 

game which promote teamwork 

and is a competitive activity 

in which participants, within a 

structured set of rules or guidelines, 

contend with obstacles, 

make decisions, and work together 

toward a goal. 

Implementing innovative 

HRD initiatives 

• Assessment and Development 

Centre for SAIL: SAIL has 

taken significant steps to establish 

an Assessment and Development 

centre in SAIL as an institutionalised 

mechanism for assessing the 

leadership potential of executives 

and crafting their development 

in line with the organizational 

requirements. A leadership competency 

framework has been developed 

after extensive interactions 

with a large cross section 

of executives through workshops 

and surveys followed by validation 

with top level executives of 

the company and external benchmarking 

with comparable companies. 

The training and development 

activities have also been 

aligned with the SAIL Managerial 

Competency Framework and a 

significant portion of the senior 

Winners of UDAAN-2013 with the Chief Guests. 

executives would be assessed 

for their competencies for taking 

up key positions and developed 

accordingly. 

• Skill And Knowledge 

Tran-sfer (SKT) Scheme: To 

capture skill and knowledge of 

large number of separating employees, 

a Skill and Knowledge 

Transfer (SKT) scheme has been 

implemented in SAIL. Under 

this scheme a list of retiring employees, 

skills for which training 

is to be done and trainees to 

be trained in a department are 

identified. Then the retiring employees/trainers 

have been given 

inputs on training methods, tools 

and techniques in a workshop organized 

by HRD. Then the training 

module, manual related to 

the skill and training schedule 

has been prepared. Then trainertrainee 

groups have been formed 

for on the job training. After the 

training is completed the assessment 

of the trainee is done by a 

committee and certificates are issued 

to the successful trainees. 

• Collaboration with Institutions 

& Industry: Collaborative 

arrangements with reputed knowledge 

institutions like ISM Dhanbad, 

IIMs, MDI &BIMTECH, have 

not only enriched HR interventions 

in SAIL but also provided 

opportunities to SAIL HR professionals 

to share their insights in 

institutions like IIMs. 

• Skill Development Centre: 

It has been envisaged that, SAIL 

will support setting up Skill 

Development Centres (SDC) 

in the vicinity of Plants/Units 

with the help of OEM (Original 

Equipment Manufacturers)/ Independent 

Vocational Training 

providers. These centres would 

function as autonomous bodies 

and will be run by the OEMs/ 

Vocational Training providers 

on self-sustenance basis. 

This will help in capacity building 

for skill development in the 

Plant area for both SAIL employees 

and local youth. It has been 

decided that on experimental basis, 

a Skill Development Centre 

on Bearing Maintenance and 

Condition Monitoring may be 

set up at Durgapur Township by 

SKF India. 


49

ARTICLE 

IndianOil CSR - Skill Development 

& Capacity Building Initiatives 

Mr. R. S. Butola 

Chairman, IndianOil 

Education and skill development 

are one of the thrust 

areas for IndianOil CSR interventions, 

which include skilling 

of students to be nurses, industrial 

training, vocational training 

for self-employability, scholarships 

for the needy students, construction 

of school buildings/hostels, 

donating books/ laboratory 

equipment/ furniture/ computers, 

providing financial assistance 

to schools, etc. Details of flagship 

initiatives on Skill Development 

& Capacity Building of IndianOil 

are as under: 

IndianOil (AOD) Industrial 

Training Centre, Digboi 

Due to remoteness and sensitive 

social environment of the North 

East region, many young students 

of the region tend to miss focus on 

their careers. Industrial Training 

Centre (ITC) at IndianOil (AOD), 

Digboi under the aegis of National 

Council for Vocational Training 

(NCVT), Ministry of Labour and 

Employment, Government of 

India provides a befitting solution 

to these young aspirants. It 

conducts Industrial Trade Course 

in various technical disciplines. 

ITC has a capacity of 68 seats 

and it is approved by Regional 

Directorate of Apprenticeship 

Training (RDAT) Eastern 

Region. ITC offers a three year 

Fresher Trade course (for NCVT 

Certification) and specialization 

in jobs viz. Fitter, Electrician, 

Turner, Mechanic (Motor Vehicle, 

Refrigeration, Air Conditioning, 

etc.). After completion of training, 

students become eligible to appear 

in the AITT (All India Trade 

Test) conducted by NCVT. After 

successfully clearing AITT, students 

are awarded NATIONAL 

TRADE CERTIFICATE (NTC) in 

the respective trades by NCVT. 

Automated (Computer) 

Learning Centre, Digboi 

In June 1995, IndianOil (AOD) 

set up an Automated Learning 

Centre (ALC) at Digboi in collaboration 

with NIIT. Subsequently, 

IndianOil (AOD) started handling 

the centre independently. 

The familiarity and use of 

computers had gained momentum 

by 1995 and IndianOil helped 

the citizens living and working 

in this remote oil town of Digboi 

get access to the latest advancements 

in computer education. 

ALC is well equipped with the 

latest machines and experienced 

faculty and has the capability to 

offer Certificate and Diploma 

Courses in many Computer 

Applications. At present, education 

in 13 different computer 

courses covering several specializations 

viz. MS Office, Tally, C, 

C++ Programming, JAVA, HTML, 

Visual Basic, etc. are imparted. 

Ever since its establishment, 

about 600 aspirants have been 


ARTICLE 

trained at this facility. Access to 

this facility is open to employees 

free of cost and to outsiders at a 

highly minimized cost. 

Assam Oil School of 

Nursing, Digboi 

Assam Oil School of Nursing 

(AOSN), Digboi was established 

on 4th June, 1986 with the sole 

objective of providing professional 

training to unemployed 

girls in the field of nursing and 

midwifery. AOSN is recognized 

by the Indian Nursing Council 

(INC), a statutory body under 

Government of India, Ministry 

of Health and Family Welfare. 

AOSN offers Diploma in General 

Nursing and Midwifery (GNM) 

course, which is of 4 years duration 

(including internship). This 

course is offered to young girls 

(after 10+2), who wish to be professionals 

in the field of nursing 

services. 20 girls are selected on 

merit every year through a written 

entrance test. The students are 

paid monthly stipend, uniform 

and free accommodation. Under 

the umbrella of student welfare, 

IndianOil also provides facility 

of annual medical examination, 

free medical treatment, routine 

and special care, immunization, 

health record maintenance, separate 

sick room and sick leave to 

the students. Till date, 316 students 

have passed out successfully 

and the placement record is 

100%. 

Panbari Village - Adopting 

to Care 

Panbari village, situated 5 kilometers 

from Digboi, is adjacent to 

Upper Dehing Reserve Forest of 

Assam. Tinsukia District authority 

brought out a scheme for village 

adoption and IOCL (AOD) 

took initiative to convert Panbari 

into a “model village” by improving 

quality of life of people 

in terms of education, health, 

sanitation and generation of selfemployment 

opportunities. The 

village was chosen after a survey 

of the surrounding villages. 

The vocational and other initiatives, 

which were undertaken in 

Panbari, are as under: 

• Awareness-cum-capacity 

building programs for 

villagers / Self Help Groups 

(SHGs) on 

• Weaving 

• Bee keeping 

• Preparation of Incense sticks 

• Health Insurance Scheme 

(Mahatma Gandhi Bumkar 

Bima Yojana) 

• Programs on Health & 

Hygiene 

More than 250 village women enrolled 

for the programs. 

Community Works 

Centre, Digboi 

Established in 2003, Community 

Works Centre operates a stitching 

and embroidery centre, weaving 

centre and a preservation centre. 

Training is provided to young 

girls from the underprivileged 

and economically weaker strata of 

the society. These girls are imparted 

training in areas viz. Stitching, 

embroidery, preparation & preservation 

of fruit juices, sauces, 

masala making, etc. IndianOil has 

provided all support to these girls 

in the form of infrastructure, water, 

electricity, gas line, machines, 

equipment, furniture, etc. 

Entrepreneurship Skill 

Development Program, 

Guwahati 

During 2010-12, six entrepreneurship 

skill development programs 

were conducted by IndianOil at its 

Guwahati refinery through Micro, 

Small & Medium Enterprise 

Development Institute (MSME- 

DI), Computer Communications 

Centre & Alok Prayas. Through 

MSME-DI-Guwahati, 6-week / 

6-month course were conducted. 

The skill development areas included 

dress making & tailoring 

food preservation , mobile phone 

repairing, steel-fabrication, basic 

electrical wireman course, 

steel-fabrication . The Computer 

Communications Centre conducted 

a subsidized 6 months 

computer literacy program at 

Guwahati Refinery for benefiting 

local unemployed educated 

youth. This is a continuing 


51

ARTICLE 

program of IndianOil since last 

few years. Alok Prayas, Noonmati 

conducted subsidized vocational 

courses in 3-months computer literacy, 

electrical technician, dress 

making, crafts making, loom 

weaving and English speaking & 

personality development for selfempowerment 

of local youth. 

IndianOil Education 

Scholarship Scheme 

IndianOil Education Scholarship 

Scheme for the poor and deserving 

SC/ST students started in the 

year 1984-85. It started with 50 

scholarships to SC/ST students 

pursuing full time graduation 

courses in Engineering/Medical 

and post-graduation courses 

in Business Administration/ 

Management. Today, IndianOil 

awards 2600 Scholarships on 

merit-cum-means basis to students 

pursuing full-time courses 

in 10+/ITI, Engineering, Medical 

and Business Administration to 

nurture and support talent among 

the deserving students belonging 

to families with less than Rs. 1 

lakh gross annual family income. 

50% scholarships are reserved for 

SC/ST/OBC students. 25% for girl 

students and 10% to Persons with 

Disabilities (PWD) are reserved 

in each category/sub-category. 

IndianOil Sports 

Scholarship Scheme 

IndianOil introduced a Sports 

Scholarship Scheme in the year 

2006-07 for promising young 

sports persons representing State 

in team games and National ranking 

in others. This scheme started 

with 55 scholarships in 7 games/ 

sports. At present, 150 scholarships 

are given in 19 games/ sports 

(Athletics, Archery, Badminton, 

Basketball, Billiards/Snooker, 

Boxing, Carrom, Chess, Cricket, 

Golf, Gymnastics, Hockey, 

Kabbadi, Shooting, Swimming, 

Table Tennis, Tennis, Volleyball 

& Wrestling) and other games/ 

sports with medal prospects. 

These scholarships are awarded 

for junior players (14 to 19 years 

of age). 

The Play House School, 

Digboi 

IOCL (AOD) has established and 

supported growth and expansion 

of ‘The Play House School’, which 

was established in February 1976 

as a preparatory school only. The 

increased satisfaction of the public 

further encouraged the expansion 

of this school till class 10 in a 

phased manner with the first batch 

of students appearing in the HSLC 

examination in the year 2007. The 

school has 350 students and runs 

on a nominal fee basis. The land, 

building, water, electricity and 

many other services are provided 

under IndianOil CSR. The school 

offers modern English medium 

education to children of unskilled 

and economically weaker sections 

of the society of Digboi. 

Other Skill Development 

Initiatives 

Vocational Handicrafts Training 

Program For Women And Girls 

In Odisha: In Paradipgarh 

and Kothi Panchayats in 

Odisha, vocational handicrafts 

training was imparted to 150 

students in famous ‘Chandua’ 

applique work. 

Vocational Sewing Tailoring 

Centres In 10 Villages In 

Odisha 

Vocational Sewing Tailoring 

Centres were opened in association 

with Sarpanchs of Panchayats 

of 10 villages of Bagadia, Kothi 

and Paradipgarh Panchayats of 

Kujang Block, Jagatsinghpur, 

ODISHA with an aim to provide 

skills for women and girls for 

self-employment and improving 

their professional competence. 

IndianOil also sponsors underprivileged 

students for training 

at ITI and also provides stipend 

during the course. With a view to 

enhance self-employability, other 

job oriented training programs 

viz. carpentry, weaving, tailoring, 

etc. have been organized and 

sponsored from time to time at 

various refineries. 


ARTICLE 

Skill Enhancement Initiatives 

of Coal India 

Mr. S. Narsing Rao 

Chairman 

Coal India Limited 

Coal India believes in ‘mining 

with a human face’. 

We are committed to the 

inclusive growth, sustainable development 

and capacity building 

of all our stakeholders. Our major 

thrust is on identifying the skill 

development need of our work 

force as well as recognizing the 

interests of our stakeholders and 

most importantly the weaker section 

of society with an objective to 

their capacity building and overall 

growth. 

A company’s growth depends on 

the development of it’s individual 

and HRD department of CIL plays 

a pivotal role in this process. It is 

providing consistent and effective 

support to the company as a 

whole. CIL has bagged the prestigious 

Training Excellence Award 

for the year 2011-12 as Second 

Best Enterprise competing with a 

vast number of public and private 

sectors. 

HRD has made optimum utilization 

of the resources and technology 

both existing and new and 

also used advanced methods and 

technology for the enhancement 

of efficiency and productivity in 

the company. HRD has been developing 

new techniques and opportunities 

for employee’s self development 

which in turn proved 

to be favoring the company as a 

whole. 

The HRD policy of the company 

has provided supportive environment 

through training and 

non-training inputs to help the 

employees realize their true potentials 

enhancing performance 

at their work place. 

HRD division CIL has achieved 

more than the given MOU targets 

in this financial year. In CIL and 

its subsidiaries, 58541 employees 

have been trained during 2012- 

13. Out of which 18560 were executives 

and 39981 were non-executives. 

These trainings include 

in- house training (at subsidiary 

training centers and also at Indian 

Institute of Coal Management, 

Ranchi), training in other reputed 

institutes outside the company 

and training abroad. 

1. In-house Training 

The In-house trainings were organized 

at subsidiary HQs, 27 

Training Centers and also 102 VT 

Table: 1 

Category Training Short 

Training 

Workshop/ 

Seminar 

Total 

Executive 6229 4654 5006 15889 

Non-executive 28718 9409 660 38787 

Total 34947 14063 5666 54676 


53

ARTICLE 

Table: 2 

Category Training Short 

Training 

Centers across Coal India and also 

at IICM, Ranchi. Respective HRD 

Division organized these trainings 

after assessing the training 

need in the respective category 

of employees within the subsidiary. 

Special attention was given 

for improving skill of the employees 

keeping in mind the need 

of Industry. Details of in-house 

Training are listed in table 1. 

2. Training Outside 

Company (Within the 

Country) 

Besides in-house training at our 

Training Institutes, VT centers and 

IICM, employees were trained 

within the country at reputed 

training institutes, in their respective 

field of operations and also 

for supplementing our in-house 

training efforts. Employees from 

eight subsidiary companies and 

from CIL (HQ) have been trained 

in those reputed institutes. The 

break-up is given in table 2. 

3. Training Abroad 

Coal India has sent 32 employees 

in different countries from all the 

subsidiary companies and CIL 

(HQ) during the year 2012-13:- 

Workshop/ 

Seminar 

Total 

Executive 1390 847 402 2639 

Non-executive 800 65 329 1194 

Total 2190 912 731 3833 

This year special training procedures 

also have been undertaken 

keeping in view of large number 

recruitment of Management 

Trainees in the company. In addition 

to introductory concept 

on coal industry, they have been 

trained on MAP (Managerial 

Awareness Program) and TAP 

(Technical Awareness Program) 

through regular courses organized 

by Indian Institute of Coal 

Management, Ranchi and Indian 

School of Mines, Dhanbad. 

CIL is also committed to operate 

in an Economically, Socially 

and Environmentally sustainable 

manner as a part of it’s CSR activities 

for the poor and needy people 

of the society living in & around 

coalfields/mining areas in different 

parts of India with a purpose 

of their overall development. 

CIL’s CSR Policy has been framed 

on the basis of guidelines of DPE 

and skill development initiatives 

are taken by CIL and its subsidiaries. 

The thrust of CSR activities 

is on skill development activities 

which in turn help in capacity 

building. 

Some of the skill development initiatives 

undertaken and are being 

Table: 3 

Category Training W/Shop/Seminar/ Total 

Conference 

Executive 11 21 32 

Non-executive 0 0 0 

Total 11 21 32 

undertaken by CIL and its subsidiary 

companies are as under: 

• Imparting of ITI training/ 

education to promote technical 

skill development of 

youth on cutting edge courses/ 

trades as well as skill development 

to readily cater to 

the core industries. Training 

& Development imparted 

through Kabiguru Industrial 

Training Center (KGITC) 

at Birbhum, West Bengal as 

one of the stake holders on 

equal sharing basis with DVC 

& BHEL. The ITI would cater 

to the specific manpower 

requirement of Mining 

Industries and also provide 

platform to equip the youth 

with necessary skills for job 

opportunity. 

• CIL principally agreed to join 

the West Bengal State Govt. as 

one of the industrial partners 

for setting up of a New IIIT on 

PPP Model at Kalyani, West 

Bengal. CIL’s share would be 

approximately Rs. 7 crores. 

• Financial support to the concerned 

State Governments 

for opening of 5 medical collages 

to cater to the need as 

per requirement of the society 

at large in different places 

throughout the country i.e. 

Talchar, Ranchi Dhanbad, 

Manendragarh etc. 

• Training for smart operative 

basics (SOB) to PAPs 

under CSR integrated skill 

Development programme 

Training cum production, 

tailoring, food processing 

etc. by ECL at Rajmahal, 

Deoghar (Jharkhand). Support 

for up gradation of ITI at Lal 

Matia under Rajmahal Group 

of Mines. 


ARTICLE 

• Training through a constituted 

self- help group and 

to promote self-employment 

of local villagers through 

internal resources and external 

agencies in batches 

from time to time by BCCL 

at Moonudih Village under 

Lodna Area. Further development 

of Computer Training 

Center and ITI Training 

through Jharia Rehabilitation 

and Development Authority, 

Dhanbad. Profession oriented 

training of ITI in different 

trades like welding etc are 

also conducted. 

• Imparting Training to the rural 

youths and the PAPs by 

CCL in the fields of Computer 

Training, Motor Driving and 

other Training programmes 

like Agricultural by The Indian 

Council for Agricultural 

Research, Palandu, Ranchi. 

Further support is extended 

to the Fishery Department of 

Jharkhand which provides 

Training in fisheries in & 

around the command areas of 

CCL. 

• Embroidery & Tailoring 

Programme for Villagers, 

Distribution of Sewing Machine, 

Teacher’s Honorarium 

for Sewing Training center, 

Cutting / Stitching Materials, 

Establishment of Embroidery 

center at Jaitpur, 

Motor Driving Training etc. 

Implementation through out 

side agency, conducted by 

NCL 

• Project Yuva Swavalamban 

conducted by SECL for self 

employment and skill development 

by entering into 

MOU with Chattishgarh 

Center for Entrepreneurship 

Development (CGCED) for 

the youth around mining 

projects of SECL in 7 districts 

of C.G and 3 Districts of M.P. 

Further the Project M Skill to 

impart mining skills to PAPs / 

Villagers & Contract workers 

in vocational Training centers 

to increase their employability 

are also being conducted 

by SECL 

• Skill development initiates 

also include sponsoring ITI 

Hirakud, in the district of 

Sambalpur and ITI Talcher in 

the District Angul by MCL. 

• Possibilities are being explored 

to extend financial 

support to different NGOs 

for imparting training in the 

fields of art & culture, education, 

vocational training, computer 

training to the physically 

challenged children as well 

as to those who are suffering 

from autism, cerebral palsy, 

mental retardation etc. 

Annexure A 

Contact 

Details of The 

Nodal Person 

Managing The 

Programme 

Company 

Funds Allocated To Skill Dev. For 

Q-3, Q-4,Fy 2012-13 & Beyond 

Mode Of Programme 

Implementation 

Proposed 

Impact In 

Terms of 

Number of 

Persons 

Proposed 

Locations for 

These Initiatives 

CMPDIL 

NIL – Proposed fund to be allocated 

in 2013-14 is Rs.50,000/- 

1.Durky project Rs.11 Lakh, (Work in 

progress) 

Through vocational 

Training Center’s 

Through a constituted 

self- help group and will 

promote self-employment 

of local villagers 

Through internal resources 

and external agencies in 

batches from time to time. 

ITI Training through 

Jharia Rehabilitation and 

Development Authority, 

Dhanbad. 

10 (Approx.) Ranchi Dy. GM (P&A) 

CMPDIL 

BCCL 

50 Families Moonudih Village 

(Ward No.48) 

under Lodna 

Area. 

Area Civil 

Engineer Lodna 

Area, BCCL 

(M-094705 96705) 

2. Computer Training Center, Sewing 

center etc. Rs. 6.5 Lakh (Work in 

progress) 

20 Persons Belgaria, a 

Rehabilitation 

Township for 

PAP’s at Dhanbad. 

62 persons Belgaria, a 

Rehabilitation 

Township for 

PAP’s at Dhanbad. 

124 Persons Peripheral 

Villages of BCCL 

BCCL Nari Shakti 

samiti. 

3. Profession oriented training of ITI 

in different trades like welding etc. 

Rs. 2.50 Lakhs 

GM (HRD),BCCL, 

Kalyan Bhavan, 

Seraidhella, 

4. Eco-restoration training of project 

Affected Persons(PAPS) 

Forest Research Institute, 

Dehradun 

GM (Envt.), BCCL, 

Koyla Bhavan, 

Dhanbad 


55

ARTICLE 

Company 

Funds Allocated To Skill 

Dev. For Q-3, Q-4,Fy 2012- 

13 & Beyond 



Proposed 

Impact In Terms 

of Number of 

Persons 

Proposed 

Locations 

for These 

Initiatives 

Contact Details of 

The Nodal Person 

Managing The 

Programme 

CCL For the year 2012-13 25 

Lakhs has been allocated 

for imparting Training to the 

Rural youths and the PAPs. 

Computer Training, Motor 

Driving and other Training programmes, 

Agricultural Training 

by The Indian Council for 

Agricultural Research, Palandu, 

Ranchi. Fishery Department of 

Jharkhand provided Training in 

fisheries. 

In & around the 

command Areas 

of the Company 

as well as At 

Ranchi 

Shri P. Mishra, 

Manager (CSR), 

CCL,H.Q. 

WCL For the year 2012-13 Rs. 2 

Crore for Each Area. 

Sports Coaching Camps 

and Training for women in 

embroidery. 

GM (CSR) WCL 

ECL 5.07 Lakhs (Q-3) Training for smart operative 

basics (SOB) to PAPs under CSR 

integrated skill Development 

programme 

100 persons 

(Approx.) 

Rajmahal, 

Devghar 

(Jharkhand) 

GM (W/CSR) ECL 

9.89 Lakhs (Q-4) Training cum production, tailoring, 

food processing etc. 

20 Persons 

(Approx.) 

Bankula, 

Durgapur, (W.B) 

2.41 Crores Up gradation of ITI at Lal Matia 

under Rajmahal Group Of Mines 

125 persons 

(Approx.) 

Lal Matia, 

Devghar 

Company 

Funds Allocated To 

Skill Dev. For Q-3, 

Q-4,Fy 2012-13 & 

Beyond 



Proposed 


of Number of 

Persons 

Proposed 

Locations for 




Managing The 

Programme 

SECL 

4.8 Lakhs (Q-3) 

13.8Lakhs (Q-4) 

164.81 Lakhs 

(Beyond) 

NIL (Q-3) 

Project Yuva Swavalamban 

Self employment and skill 

development by entering 

into MOU with Chattishgarh 

Center for Entrepreneurship 

Development (CGCED) for the 

youth around mining projects 

of SECL in 7 districts of C.G 

and 3 Districts of M.P. 

2000 youths/ 

Villagers /PAPs. 

5 operating 

districts of 

Chattishgarh and 

3 operating districts 

of Madhya 

Pradesh 

GM (CSR),SECL 

Contact No. 

09425531307 csr. 

secl@gmail.com 

70.00 Lakhs (Q-4) 

(Approx.) 

100.00 Lakhs 

(Beyond)-p.a- 

Estimated 

Project M Skill 

To impart mining skills to 

PAPs/ Villagers & Contract 

workers in vocational Training 

centers to increase their 

employability 

1000 youths/ 

VillagersPAPs/ 

Contract 

Workers. 

At SECL vocational 

Training 

Centers (VTCS) & 

Training Centers. 

GM (CSR),SECL 

Contact No. 

09425531307 csr. 


NIL (Q-3) 

Training of youth of Jammu & 

Kashmir under special industry 

scheme for J & K Udaan. 

500 Youths of 

J & K 

At SECL vocational 

Training 

Centers (VTCS) & 

Training Centers. 

GM (CSR),SECL 

Contact No. 

09425531307 csr. 


4.00 Lakhs (Q-4) 

(Approx.) 

The project is to impart 

training on supervisory skills 

like over man, Mining Sardar, 

Surveyors to the youth of J & K 

8.10 Crores. over a 

period of 3 years 

(Beyond)- Estimated 


ARTICLE 

Company 

Funds Allocated To 

Skill Dev. For Q-3, 

Q-4,Fy 2012-13 & 

Beyond 



Proposed 


of Number of 

Persons 

Proposed 

Locations for 


MCL 22.93 Lakhs Q-3 ITI Hirakud (by sponsoring) 52 Nos. Hirakud, District 

Sambalpur 

(Odissa) 

ITI Talchar (by sponsoring) 58 Nos. Talchar, District- 

Angul, Odissa 

50.00 Lakhs Q-4 a) Nursing School, Talchar 30 Nos. Talchar, District- 

Angul, Odissa 

b) General Nursing midwifery 

training school/ IB Vally, 

Brijrajnagar.- for Diploma in 

Nursing 

NCL Q-3,Q-4 8.38 Lakhs Embroidery & Tailoring 

Programme for Villagers, 

Distribution of Sewing 

Machine, Teacher’s Honorarium 

or Sewing Training center, 

Cutting/ Stitching Materials, 

Establishment of Embroidery 

center at Jaitpur. 

Implementation through Out 

side agency. 

Beyond 13.25 Lakhs Motor Driving Training, 

Education training for workers 

& Adult Education & Quality of 

life programme for 3 Months 

including Study material & 

Honorarium Self Employment 

under the BPL Scheme 

CIL Q-3 & Q-4 

Imparting Of ITI training/ 

166.67 Lakhs 

education to promote technical 

skill development of youth on 

cutting edge courses/ trades 

as well as skill development to 

readily cater to the core industries. 

Training & Development 

imparted through Kabiguru 

Industrial Training Center 

(KGITC) as one of the stake holders 

on equal sharing basis with 

DVC & BHEL. The ITI would cater 

to the specific manpower requirement 

of Mining Industries 

and also provide platform to 

equip the youth with necessary 

skills for job opportunity. 

Beyond Large investment 

projects. 

Proposed opening of IIIT at 

Kalyani under PPP Model. 

Opening of medical collages 

in different places throughout 

the country i.e. Talchar, Ranchi. 

Dhanbad, Manendragarh (C.G) 

etc. 

20 Nos. IB Vally Area, 

Brijrajnagar, Distt. 

Jharsugda. Odissa 

0664524206 

230 Nos. Under 

Jurisdiction of 

NCL 

200 Nos. 

200 Nos. 

300 Nos. 

1000 (Approx.) 

Per Year 

Cater to the need 

as per requirement 

of the 

society at large. 

Under 

Jurisdiction of 

NCL 

Birbhum, 

Paruldanga, 

West Bengal 

Kalyani,W.B 

Talchar,Odissa, 

Ranchi & 

Dhanbad, 

Jharkhand, 

Manendragarh 

(C.G), 



Managing The 

Programme 

Principal, 

ITI, Hirakud 

06760240256 

Principal, ITI, 

Hatatota 

06632481467 

CMS (In 

charge), NSCH 

06760269382 

CMS (In charge), 

Central Hospital, 

IB Vally 

GM (CSR), NCL 

09406711515 

GM (CSR), NCL 

09406711515 

Principal, KGITC, 

09433623337 


57

ARTICLE 

NLC in Forefront in Skill 

Development 

Mr. B. Surender Mohan 

CMD, NLC 

NLC, a Navratna PSU 

under Ministry of Coal 

is driven by over 17300 

dedicated employees and 10000 

contract workmen to grow and 

develop and thrive in a dynamic 

environment, with open plan 

working space for everyone. NLC 

during 2012-13 has surpassed all 

records on production and profits 

since inception, thanks to its 

dedicated and motivated work 

force and company’s innovative 

practices. 

NLC has been consciously updating 

itself with the transformation 

and in the forefront in Innovative 

Practices primarily to ensure 

sustainable growth, high performance 

and continued success. In 

particular, in the last two or three 

years a considerable focus has 

been on employee development, 

skill upgradation and knowledge 

gathering for the entire man 

power of over 17300 including 

Executives, Non-executive staff 

and Workmen. 

NLC believes that strategic advantage 

to the Organisation 

comes only from the core developments 

and honing the skills 

of the employees working in 

it. Training & Development is 

therefore an inevitable part to 

keep pace with the changing scenario 

in Technology, thrust on 

Productivity, for quality output, 

need for the improved motivation 

and better Management of 

the Human Resources. 

NLC trains and develops its 

workforce through 

• In-house programmes (408 

programmes planned for the 

Financial year 2013-14) 

• Deputation to Management 

Institute of repute 

• E-learning programmes 

The in-house programmes are 

systematically planned and conducted 

through its 

• Employee Development 

Centre 

• Vocational Training Centre 

(for Mines) 

• Power Station Training 

Centre 

In addition, a considerable thrust 

is now being given by NLC towards 

Skill Development for the 

Society through its innovative 

CSR practices by which specific 

skill requirements / trades are 

provided as a CSR measure to the 

society, project affected persons 

through Land Displaced (PAPs) 

and the general public. 

Highlights of Skill 

Development / Capacity 

building programmes for 

regular employees: 

Workers Education Programme: 

Workers education highlights the 

importance of facilitating learning 

for the rank and file on safety, 

laws, interpersonal relations, 


ARTICLE 

Globalisation, TQM, AIDs awareness, 

Family Budgeting, Family 

health, Creativity, Development 

and Interpersonal Relations. NLC 

has structured this programme 

over a long haul of three weeks 

and top it up with a study tour 

to industries/mines across other 

neighbouring states / industries. 

NLC is one of the few PSUs that 

has conducted more than 210 

Workers Education Program and 

received Shramik Shiksha Award 

from Government of India in 

recognition of Outstanding contribution 

in Workers Education 

during 2009. 

Other Training programmes 

for regular employees on Skill 

Development: 

A few samples of many training 

programmes on skill up gradation 

and capacity building programmes 

for employees are listed 

below: 

• Maintenance of Gear Box 

• Fire Fighting Skills 

• Maintenance of Batteries 

• Skills up gradation – 5s Skills 

• Computer – Autocad Basics 

• LT Motors 

• Earth Moving Equipments- 

Maintenance & Safe 

Operation 

• Ohsas 18001-2007 

• Programme on Bearings and 

Lubrications 

• Cable Jointing 

Apprenticeship Programme 

Through its apprenticeship training 

scheme, a movement of 

“Self-pity to Self-pride” is organized 

for apprentices that not 

only equips them with updated 

and latest technological skills in 

Earth Moving Equipment, Crane and Heavy Motor Vehicle Operation. 

various trades but also moulds 

them by preparing them through 

an all-round development programme 

wherein they learn 

facets of Managements, Safety, 

Supervision, Leadership and exposure 

to changing business environment 

in the country. 

Management Development 

Programmes for Managerial 

positions at Senior level 

In addition to many in-house capacity 

building programmes for 

Executives and Senior Officials, 

NLC has tied and collaborated up 

with leading Schools of Excellence 

and Institutes of higher learning. 

Through these programmes, 

Senior Executives are exposed to 

wider gamut of learning and understanding 

of emerging business 

compulsions, evolving strategies, 

building leadership modules and 

striving for Corporate Excellence. 

Skill Development / Capacity 

Building Programme for Thermal 

Station employees 

NLC is running a Central 

Electricity Authority (CEA) approved 

Thermal Training Centre 

for developing skills of employees 

working in Thermal Power 

Stations. This institute offers training 

programmes related to operation 

and Maintenance of Thermal 

Plants, emerging new technology, 

and on specialised areas like 

Boiler Pressure Parts, Furnace 

Safeguard supervisory systems, 

Fuel firing systems, Furnace temperature 

probe, Air pre-heaters, 

Dust collectors, Turbine Control 

& Instrumentation, Transformers, 

etc. 

Skill Development / Capacity 

Building Programme for Mines 

employees 

NLC is running an exclusive 

Vocational Training Centre for 

the benefit of employees including 

workmen engaged through 

contractors in Mines for imparting 

safety and skill development 

for employees working 

in Mines wherein these 

employees are trained on Safety, 

Conveyor & Vulcanising technology, 

Operation of Special Mining 

equipments and Conveyors. 

Assessment / Development 

centres for Managerial and 

Leadership competency Building 

To build the leadership pipeline, 

NLC has embarked on schemes to 


59

ARTICLE 

imparted at the site itself. This 

concept of training is aimed at 

more participation and to conserve 

time. 

Tailoring, Solar Equipment Installation & Maintenance. 

develop leaders to shoulder higher 

responsibilities. Assessment/ 

Development centres for 

Managerial and Leadership competency 

building are the new initiatives. 

In this aspect, individual 

development plan for all participants 

are provided. 

Mentoring 

In addition to the structured 

training programs, mentor – protégé 

scheme has been introduced 

in NLC especially to groom and 

nurture and develop new entrants. 

Mentors provide personalized 

guidance to new entrants, 

answer their questions, and help 

them improve, while also support 

them with the required encouragement 

and a platform to 

perform. 

Holistic Training Programmes for 

employees and spouse 

For individual development 

and harmonious family life, 

Training Programmes involving 

Spouse are designed and implemented. 

This module includes 

Programmes like family harmony, 

Self-Development and Growth 

for supervisors and Workers, 

Happy Family, Learn to Live after 

Retirement. These programmes 

bring about intense satisfaction in 

the employees towards the organization, 

ultimately resulting in 

total employee involvement. 

Training at site 

Training site is a new concept of 

training introduced since 2011 

where the training faculty is 

taken to the site and the training 

Work life balance programmes 

• Tips for working any job 

effectively 

• Emotions-Negative & Positive 

and their effects. 

• Balancing development and 

health 

• Managing Money & Wealth 

along with work 

• Meditation & Yoga for balancing 

body and mind. 

NLC’s Initiatives on 

Capacity Building and Skill 

Development through CSR 

a) As a socially responsible corporate 

citizen, NLC has been 

carrying out number of training 

programmes under its CSR 

programme aim at enhancing 

the vocational/ entrepreneurial 

skills of a large population 

consisting of Project Affected 

Persons, unemployed youth 

and women residing in and 

around the Neyveli Projects. 

The details of skill development 

programmes undertaken 

CSR and the target group 

are given in the table below. 

b) Apart from in-house training 

Target group 

Project Affected Persons (PAPs) 

through Land Displaced 

General Public in neighbouring 

villages 

Youth from neighbouring 

villages 

Women from neighbouring 

villages 

Skill Development Programmes under CSR 

Vocational Training (Electrician, Welding, Light and Heavy Motor Vehicle Driving, Earth 

Moving Equipment Operation) 

Computer, Catering, Solar Instruments Maintenance, Light and Heavy Motor Vehicle 

Driving 

School Students/teachers’ exam / Study related Developmental Programme 

Tailoring, Knitting, Readymade Garments, Food/Bakery/Fruit Products Making, Mushroom 

Culture, Vermi culture 


ARTICLE 

facilities at Neyveli, NLC has 

set up an ITI at Barsingsar, 

Rajasthan State where 94 

students undergo training in 

Electrician and Horticulture 

trades, with planning to start 

Fitter and Welder trades in 

the current year. 

c) Details of NLC’s CSR expenditure 

on Skill Development 

and number of persons underwent 


Programme in the year 2012- 

13 is as below. 

Skill Development Programme Organised in 2012-13 under CSR 

Area / Trade/ Category / Target Groups 

Number of 

persons 

Aprox. 

Expenditure 

(Rs. in lakhs) 

Expenditure 

as a % of CSR 

Budget of Rs. 

13 crores 

ITI Course in Electrician, Horticulture, Welder and Fitter - Youth of 

Barsingsar region, Rajasthan 

Vocational Training (Electrician, Welding, Light and Heavy Motor 

Vehicle Driving, Earth Moving Equipment Operation) - Local PAPs 

and Youth of Neyveli Region, Tamil Nadu 

Women Empowerment (Tailoring, Knitting, Readymade Garments, 

Food/Bakery/Fruit Products Making, Mushroom Culture, Vermi culture) 

Women of Neyveli Region, Tamil Nadu 

Entrepreneurial Development Programmes (Computer, Catering, 

Solar Instruments Maintenance, Light and Heavy Motor Vehicle 

Driving) - Local PAPs and Youth of Neyveli Region, Tamil Nadu 

School Students/teachers’ Exam / Study related Developmental 

Programme– Neyveli Region 

94 129.66 9.97 

92 4.13 0.32 

63 4.14 0.32 

77 2.57 0.20 

11868 5.54 0.43 

Total 12194 146.28 11.24 

NLC Skill Development Plan under CSR for 2013-14 

Area / Trade/ Category / Target Groups 

ITI Course in Electrician, Horticulture, Welder and Fitter - Youth of 

Barsingsar region, Rajasthan 

Vocational / Women Empowerment/ Entrepreneurial Development 

- Local PAPs, Women & Youth of Neyveli Region, Tamil Nadu 

Skill Development in NLC-Specific Trades - Local PAPs & Youth of 

Neyveli Region, Tamil Nadu 

Sponsoring candidates for NLC-specific Skill Development through 

NSDC - Primary Stakeholder groups (Planned) 

Number of 

persons 

Aprox. 

Expenditure 

(Rs. in lakhs) 

Expenditure 

as a % of CSR 

Budget of Rs. 13 

crores 

170 642.51 30.06 

250 9.95 0.47 

50 60 2.86 

-- 100 4.76 

Support for UDAAN of NSDC (Planned) -- 100 4.76 

Support to Sector Skill Council & Pilot Skill-voucher programme of 

NSDC (Planned) 

-- 100 4.76 

Total 1012.46 47.67 


61

ARTICLE 

HPCL - Capability Building for 

a Brighter Tomorrow 

Mr. S. Roy Choudhury 

CMD, HPCL 

At HPCL, building employee 

capabilities is a strategic 

priority, imbibing and 

blending knowledge & change as 

inseparable dimensions of our organizational 

culture. We consider 

human capital as the asset providing 

boundless returns andas 

a differentiating factor lending 

sustained competitive advantage. 

Focus on skill development and 

capability building is the epicenter 

of all our endeavors and 

interventions. 

Learning and knowledge sharing 

at workplace are so much 

intertwined with our activities 

that they have become a ‘way 

of working’ for our employees 

resulting in self-challenging & 

innovative environment and superior 

performance. At HPCL 

we call Training department as 

‘Capability Building’ department, 

true to the role the department 

plays as learning enabler for 

building employees capabilities. 

Our HR vision is to achieve 

‘Excellence in harnessing the 

full potential of all employees 

for becoming a World Class 

Energy Company’ which is supported 

and complemented by our 

Capability Building department’s 

objective to ‘Create value through 

enhanced competencies and be 

a strategic partner to business 

by enabling employees realize 

their full potential through innovative 

and progressive learning 

initiatives’. 

With dedicated efforts and forward 

thinking towards reaping 

long term benefits, we have 

specifically developed training 

programs for all our employees 

keeping in mind their unique requirements. 

The trainings imparted, 

meet the needs of job/position 

HPCL achieved record 5.66 mandays of training for its management employees 

in the year 2012-13. This is more than 88% increase to 3 mandays of 

training for the previous two years. 

*Training mandays of non-management employees not included 


ARTICLE 

requirements and employee & 

organization’s expectations keeping 

in view the market trends and 

global scenario. 

Standing on the pillars of employees’ 

dedication, passion towards 

learning, motivation towards acquiring 

knowledge and enthusiasm 

towards applying the learnt 

knowledge to innovate, improve 

and contribute towards organization’s 

development, HPCL truly 

breathes to the definition of a 

‘Learning Organization’. 

In 2012-13 various trainings have 

been conducted in line with our 

commitment towards training 

and skill development of employees, 

like Project Akshay for 

developing senior leadership 

pipeline and strengthening the 

same, also trainings like Seven 

Habits of Highly Effective People 

were conducted by Franklin 

Covey Trust, Inspirational 

Leadership, Negotiation 

Skills, Time Management & 

Effective Delegation, Team 

Dynamics/Building, Managerial 

Effectiveness, Growing through 

Innovation, Project Management 

and others were conducted by 

renowned faculties. We have 

maintained a balance between 

our training offerings which 

broadly consists of technical, 

functional and behavioral training 

programs. 

HPCL co-hosted Emotional 

Intelligence leadership summit 

which was conducted by one 

of the top 10 most influential 

International thinker - Dr. Richard 

Boyatzis,a Senior faculty at Case 

Western Reserve University. 

HPCL also co-hosted Kaplan 

Norton workshop on Balanced 

Score Card. Apart from this HPCL 

also hosted HR Symposium for 

both Public Sector and Private 

Sector leaders to bring out best 

HR practices in learning and 

Dr. Richard Boyatzis at Emotional Intelligence Summit, Mumbai. 

development. We have organized 

workshops and seminars by foreign 

experts/faculty like Dr. Dan 

Buchner,Innovation Consultant 

at Continuum Boston,Dr. Nelson 

Darwin of Texas A&M University 

and Dr.Richard Hammett of 

Hammett Associates on Emotional 

Intelligence and Leadership. 

HPCL received the coveted 

awards for training and development, 

including Golden Peacock 

Award and BML Munjal Award 

for Excellence in Learning and 

Development. 

We can proudly talk about of our 

state-of-the-art training institute 

at Nigdi near Pune, known as 

HP Management Development 

Institute (HPMDI). HPMDI is 

a full-fledged, well equipped 

Training Institute standing testimony 

to the value that HPCL 

places on training. Away from 

distractions, it is the “Temple 

of learning” by virtue of its perfect 

learning ambience. HPMDI 

is equipped with the best infrastructure 

conducive for effective 

learning. 

The faculty is largely drawn from 

premier institutes or reputed 

independent training consultants. 

They are academicians and 

professionals who are well versed 

with the updated techniques and 

changing trends in the field of 

professional training. 

Keeping abreast with the technological 

advancements and in 

line with the research findings of 

Harvard Business School where 

they have recommended blended 

learning as the most effective and 

appropriate mode of learning for 

geographically diverse organization 

like ours, HPCL has started e- 

learning modules for its employees 

and partnered with McMillan 

–IIT Delhi, IACT for online 

courses on Project Management, 

Supply Chain Management & 

Finance. We have also collaborated 

with EBSCO (renowned 

international online publisher) 

for providing online reading contents 

to our employees. 

The array of programs for skill development 

and capability building 

cover all grades of employees 

and mark complete lifecycle of 

employee within the organization, 

starting from on-boarding / 

induction to retirement planning. 

An inkling of these path-breaking 

initiatives is provided here. 


63

ARTICLE 

For Management Staff 

• Entry level: Samavesh - 

(Induction/ orientation training) 

facilitates a new employee 

to build a sense of 

belongingness. 

• Supervisory level: Employee 

is equipped with function 

specific inputs and job related 

technical skills. 

• Managerial Level: Employee 

is exposed with the principles 

of Management which will 

help blend theory with practice, 

with focus on leadership 

development 

• HPCL has developed “Project 

Akshay” for development of 

future leaders. 

For Non-Management Staff 

• Trainings with focus on Safety 

at locations, Skills relating to 

job requirement - (technical, 

computer operations, team 

spirit, etc.) 

Our skill development and capability 

building initiatives are 

broadly aimed at: 

• Improving the performance 

of Employees in their respective 

assignments 

• Enhancing competencies 

to take up higher 

responsibilities 

• Strengthening the Leadership 

Pipeline 

• Bringing cultural change from 

Command & Control to Team 

based structure 

• Leveraging technology in human 

resources development 

• Facilitating learning in the 

organization and build a 

“Learning Organization” 

An important pre-requisite to 

successful skill development and 

capability building initiatives, is 

to have robust methods in-place 

to ascertain the training needs 

‘Innovation in Practice’ Symposium by Dr. Dan Buchner, September, 2012. 

of employees. We have a mix 

of methods to determine such 

needs which are being captured 

through: 

• Individual Level: Mainly through 

recommendation from 

the Performance Appraisal 

System. 

• Functional / Departmental 

Level: Customized Training 

programs are developed for 

the departments in consultation 

with the SBU/Functions. 

• Organizational Level: Individual 

Development Plan obtained 

from the Competency 

mapping exercise is used to 

provide specific Training to 

bridge the observed the employee 

skill gaps. 

Our Reward and Recognition 

schemes aim at motivating employees 

towards high performance 

and proactively engage 

them towards organization’s 

objectives. Three major R&R 

schemes are in place:HP ICON 

People Manager Awards (for 

Middle Management employees), 

Outstanding Achievement 

Awards (for Junior Management 

employees) & HP Gaurav 

Awards (For Non-Management 

employees). At the core of capability 

building initiatives we have 

employees as the primary force 

in making training interventions 

successful, guided by the values 

ingrained by’HP FIRST’. HPCL 

has inculcated and promoted 

‘HP FIRST’ as a cultural motto 

in all its professional endeavors 

and engagements. ‘HP FIRST’ 

addresses both the intrapersonal 

conflicts and interpersonal issues. 

‘HP FIRST’ is an acronym 

where ‘F’ stands for Free, Frank 

and Fair – a dimension of our existing 

culture which needs to be 

sustained, ‘I’ stands for Integrity, 

‘R’ for Respect for Individual, ‘S’ 

for Sustainable Performance and 

‘T’ for Team Spirit. ‘HP FIRST’ is 

representative of HPCL’s values, 

ethos and culture. 

The Capability Building initiatives 

at HPCL strive to mobilize 

the potential of every employee, 

empowering them to think beyond 

boundaries and challenge 

themselves and each other. This 

flows from the belief that innovation 

can come anytime from anyone, 

creating a competitive and 

challenging environment for capability 

building & skill development 

and in the process achieving 

organization’s goals. 


ARTICLE 

Skill Building Initiatives 

of NALCO 

Mr. Ansuman Das 

CMD, NALCO 

Human Resource of the 

organisation is the vital 

factor for improving 

productivity and sustainable 

growth of the company. NALCO 

is giving emphasis for skill development 

of the employees through 

various learning and developmental 

programmes by its training 

institutes and outside professional 

agencies. Potential for 

development and up-gradation 

of human resources is considered 

a critical factor in NALCO in the 

long term. Skill development is 

viewed in the perspective of the 

entire organisation. Targets are 

fixed every year for such activities. 

Programmes are designed & 

developed to full fill the following 

objectives. 

• To help the employees identify 

their potential/strengths 

• To make the employees aware 

of the career avenues available 

in different fields 

• To facilitate the employees 

identify their skills required 

for a particular job 

• To facilitate the employees 

as well as arrange Skill 

Development based training 

Programmes to hone basic, 

fundamental & advanced 

skills 

• To facilitate the employees & 

arrange specific training programme 

to hone interpersonal 

skills 

• To devise short term modular 

courses for improving basic 

and specific skills 

Training programme in progress. 


65

ARTICLE 

• To provide the employees 

a platform for their holistic 

personality development for 

better understanding in the 

organization 

• To make the employees prepared 

for competing for multi 

tasking jobs 

• To sensitise the employees 

towards socio-cultural, political, 

women and environmental 

issues of national and international 

importance 

• To empower the employees 

with value and ethics driven 

business. 

Various Training 

Programmes for Skill 

Development undergoing 

in NALCO are 

• Technical Skill Up gradation 

Training Programmes: 

Improving technical skill and 

knowledge of the employee 

for capacity building in their 

functional area. All such 

programmes are conducted 

at unit level. These skill Upgradation 

and Multi Skilling 

training can be categorised 

into following categories: 

a) Shop floor Training. 

b) In-House Training. 

c) Sponsoring to outside agencies 

etc 

• GETs/MTs Induction Training 

/Orientation Training 

Programme: Induction 

Train-ing of Graduate 

Engineer Trainee (GETs)/ 

Management Trainee (MTs) 

for 1 year on the job training is 

conducted at HRD Centre 

for Excellence (Nalco’s 

Training & Development 

Centre), and at Unit Level, in 

order to enhance their knowledge 

& skill with familiarisation 

of working area, whenever 

new GETs/MTs join the 

Company. 

• Annual Training Plan: 

Annual Training plan is made 

every year to cover up required 

number of training 

man day’s which includes Inhouse 

& External trainings. 

Regular monthly progress is 

reviewed to achieve the target 

at the end of year. It covers all 

levels/category of Executives 

and Non-Executives of the 

Company to upgrade their 

specific skills. 

• Skill Development Programmes: 

Programme are conducted 

on Functional Areas, 

Soft Skill / behavioural 

module and Management 

Development Programme 

at HRD Centre for Excellence 

(Nalco’s Training & Development 

Centre). In addition 

to that Programme on 

welfare measures, Quality 

Management and Awareness 

programme etc. are organised 

to improve the skill 

and working capacity of the 

employees. 

• Apprenticeship Training 

Programmes: Diploma 

Apprentices and Graduate 

Apprentices are trained 

for one year as per the 

Government Policies. This is 

done as per the recommendation 

of Director Technical 

Education, and Board of 

Practical Training, (ER) 

Government of India. 

• Academic Interface Training 

for Students / Vocational 

Training: As a measure of 

Industry – Academic Interface 

students of various institutes 

are given practical training 

in different areas as a part of 

their academic curriculum. 

These training are imparted 

to the students of various 

Institutes (Engineering as well 

as Management Institutes) in 

order to make them familiarise 

with the ongoing functions 

and working environment of 

the Industries. 

• Skill Upgradation Practical 

Training: Local Candidates 

from Panchpatmali Bauxite 

Mines of Nalco at Damanjodi 

are given practical training 

on their respective vocations 

to upgrade and update 

their skill level to get ready 

to undertake future assignments. 

These initiatives are 

taken in various skill development 


indicatives by providing 

on job training for their skill 

Up-gradation. 

• Free coaching classes for 

ITI Pass local people in 

Damanjodi: Free coaching 

classes were arranged 

for the local ITI Pass out 

candidates to tune them up 

properly to appear before the 

various open selection tests. 

Such coaching was done with 

the faculty support from our 

Nalco internal faculty pool 

and ITI Instructors of the 

nearby ITIs. With this intervention 

the success rate of 

local candidates went up significantly 

and many of them 

got successfully recruited 

in Nalco and other similar 

organizations. 


ARTICLE 

KIOCL’s Initiatives for Skill 

Enhancement 

Mr. Malay Chatterjee 

CMD, KIOCL 

Skill development and 

Capacity building efforts are 

the medium and instrument 

to improve the effectiveness and 

contribution of workforce to the 

overall production, empower the 

individual and improve his employability 

value, all leading cumulatively 

to taking growth rate 

of the economy to a higher trajectory. 

KIOCL Ltd had identified 

“Continuous Learning” as dire 

necessity to realize its Vision to 

“ Be a leader in the Beneficiation 

& Pelletisation Industry in India 

and establish a global credence” 

and thus it has been included in 

its Mission Statement highlighting 

this objective in achieving desired 

goal. 

At KIOCL Ltd, there is a three tier 

approach for skill development 

and capacity building of its workforce 

for enhancing production 

and productivity. These are; 

• Open discussions with 

Supervisors and colleagues 

while at work towards continuous 

buildup. 

• Organized customary training 

sessions with internal faculty 

and in-house approach. 

• Organized advanced training 

sessions with external faculty 

and class room buildup. 

The Open discussions, which are 

held on day to day basis lay emphasis 

on the following: 

• Making available the previous 

day work performance and 

bottlenecks encountered data 

to the workforce 

• Seek feedback from the workforce 

on the previous day’s 

performance and highlights. 

• Critical analysis on shortfalls 

and devising methods for 

continual improvements in 

the work process and bottlenecks 

encountered/ unforeseen 

met. 

• Review on the effectiveness 

of environmental protection 

measures and safe work 

practices towards continuous 

enhancement. 

• Sharing of ideas and concepts 

to work out new approaches 

in innovative approach. 

• Encourage constructive criticism 

and welcome new ideas 

for implementation. 

• Review of preparedness to 

meet any contingencies and 

unforeseen measures. 

• Review on the operational 

and maintenance needs for 

meeting the set targets. 

The Company has the practice 

of training certain executives 

through outside expert training 

programmes to be trainers to train 

workforce through internally organized 

training sessions. These 

executives nurture a learning 

culture in the Organization that 

will result in the development of 


67

ARTICLE 

staff besides also ensuring that 

the whole process is cost effective 

and innovative approach to create 

thinking. 

At times, the Company employs 

external faculty directly to train its 

workforce for training in certain 

critical areas instead of through 

the internal trainers and keep 

the workforce abreast with latest 

technological advancement. 

Some of the measurable and bottom 

line benefits derived from the 

above strategy include: 

• Increased productivity 

• Increased customer 

satisfaction 

• Fewer accidents and minimization 

of hazards 

• Auto grievances redressal 

• Better quality product and 

standard adherence 

• Fewer errors or defects 

• Improved morale and work 

culture 

• Increased loyalty to self and 

Company 

• Improved response to expand 

and grow business in volume 

and quality 

• More freedom for the employer 

to think independently 

• Empowered individual employees 

to standout in decision 

making 

• Improved social acceptance 

value of the employees and 

oneness in Company 

• Staff Retention reducing attrition 

rate and job satisfaction 

Certain other initiatives of the 

Company in Skill development 

and Capacity building of the employees 

are: 

Training programme. 

Job Rotation/ Lateral Moves 

This move is to offer new challenges 

or encourage the employee 

to develop different skills in 

order to bring in versatility and 

flexibility to utilize the services of 

the employee for different aspects 

of the work activities. 

Job aids 

These include checklists, tip 

sheets, posters, pictures, flow 

charts and diagrams to offer onthe-spot 

practical help or reminders. 

The objective of providing 

such easily accessible facts is to 

reduce the amount of information 

the employees need to recall. 

Job enrichment 

This is to increase the employee’s 

authority or responsibility within 

his current position through 

assigning special assignments 

or serving on cross-functional 

teams. 

Self directed learning 

This approach involves making 

accessible technical journals, periodicals, 

manuals and bulletins etc 

to the employee to facilitate and 

encourage him to take control of 

his own learning. 

Employee promotion 

This is to bring the employee to 

a position of greater responsibility 

and in recognition of his good 

performance while also providing 

the scope for further skill development 


of the employee. 

Employee involvement in 

identification of his skill 

development needs 

The Company realizes that the 

success of the skill development 

strategy depends primarily on the 

employees understanding it and 

supporting it. In this direction the 

Company while taking the feedback 

from their reporting officers 

on employee-wise identification 

of skill development needs, also 

set the stage for; 

• Communicating with the 

employees about why skills 

development program is 

created 

• Asking the employees about 

the knowledge and skills they 

need to do their jobs and how 


ARTICLE 


they prefer to receive that 

training 

• Ensuring that the programs 

are based on the principles of 

• Actively involving 

participants 

• Connecting learning to relevant 

life experiences and 

knowledge 

• Using a variety of learning 

styles 

• Making sure that learning is 

goal oriented 

For the growth of the employees 

at all levels including executives, 

who are to shoulder higher 

managerial responsibilities as per 

Company’s succession plan, skill 

development programs in the following 

areas are also evolved: 

• Inter Personal Communication 

Skills 

• Time Management 

• Project Management 

• Creative Thinking and 

Problem Solving techniques 

to inculcate 

• Ethics and job culture 

• Presentation Skills and illustration 

& demo of work 

• Attending Conferences and 

Question answering on job 

related skill upgradation 

Modular and Short term courses 

are organized periodically by the 

Company’s Training Department 

covering the topics relevant to 

the activities of the respective 

employees. These Courses serve 

as both induction and also as 

refresher. 

In addition to vocational skills, 

provision is made as an integral 

part of curricula to develop soft 

skills i.e., team work, confidence 

building, hygiene, basic labour 

rights, occupational health and 

safety etc to help in empowerment 

of employees. 

The Company also identifies in 

advance the training needs for 

the new emerging occupations 

and prepares the staff to take the 

positions in time. Also the outdated 

skills of the employees are 

identified and through effective, 

strategic and custom made skill 

development programs the individual 

employees are trained. 

To prepare the middle and senior 

management level officers in 

advance to shoulder Board level 

positions in future, the Company 

deputes them to management 

development programmes conducted 

by premier management 

institutes like Indian Institute 

of Management-B, Bangalore 

Institute of Management, 

Sterling Institute of Corporate 

Events, Munnar, International 

Management Institute etc. 

During the year 2012-13, the 

workforce was trained for 4084 

mandays meeting MoU target. A 

few of the in-house training programmes 

arranged include topics 

of Leadership skills, Team building, 

Building a high performance 

team culture, Quality circles, 

Time management and positive 

attitude for success, Awareness 

programmes on health, Vigilance 

matters, Safety matters, Accident 

prevention. Some of the external 

training programmes/seminars 

attended by the workforce were- 

Total quality in purchase process, 

e-procurement, Managing 

the Contractual workforce, 

Knowledge of labour laws, Ore 

team’s annual conference-12, 

Electrical Safety Audit, 6th Indian 

Steel Summit, Management 

Development Programme on project 

management and Appraisal, 

Conclave on effective Corporate 

Governance through Vigilance, 

ISO Internal audit course, Joint 

education programme by CBWE, 

Ethics in governance, Forensic 

audit and transparency in Public 

procurement, CSR for CPSEs and 

Sustainable Development, MDP 

on time management, National 

Convention on Public Sector 

Enterprises – towards creating 

competitive human capital-Innovation-leading 

change for inclusive 

growth etc. 


69

ARTICLE 

RCF’s Positive Approach to Skill 

Development & Capacity Building 

Mr. R. G. Rajan 

CMD, RCF 

With dynamic changes 

in business environment 

on global level, 

the latest technologies, effective 

training methodologies and new 

management philosophies have 

to be continuously adopted and 

implemented. 

The current scenario in most of 

the companies is similar, which 

is dealing with skills gap, lack 

of required skill qualified employees, 

simultaneously losing 

of experienced professionals on 

separation/superannuation. 

Keeping these things in mind, 

one of our primary goals at RCF 

is to upgrade the quality of human 

resources continuously by 

promoting organisational and 

management development. 

This article will give an insight of 

the skill development and capacity 

building initiatives adopted 

by RCF. 

About RCF 

RCF is a leading fertilizers and 

chemicals manufacturing company 

with about 80 percent of its 

equity held by the Government of 

India. RCF was incorporated on 

March 6, 1978 on re-organization 

of the erstwhile FCI. Government 

of India has accorded “Mini 

Ratna” status to RCF. 

RCF has been accredited ISO 

9001:2008 for quality, ISO 

14001:2004 for environment, 

OHSAS 18001:2007 for occupational 

health and safety. We now 

follow Integrated Management 

System, which is a combination 

of all the three systems. 

At present RCF has two operating 

units, one at Mumbai and the 

other at Thal. 

About Human Resource 

Development 

HRD is of paramount importance 

Golden Jubilee Award for the transfer of Improved Farm Technologies. 


ARTICLE 

to our organization. Continuous 

grooming of employees provide 

them with empowerment and 

motivation to achieve excellence. 

Our HRD department has two 

full-fledged wings – 

• Learning Institute, which is a 

two storey building comprising 

of six learning halls and 

an Assembly Hall to accommodate 

200 learners. 

• Corporate Management Development 

Centre (CMDC)- 

for imparting skills on 

Management Development 

with three conference halls. 

Awards won by Learning 

Institute 

• ”Best learning and development 

award” from World 

Education Congress 

• “Award for Excellence in 

training ”from World HRD 

Congress 

• “Golden Peacock National 

Training Award” by Institute 

of Directors 

• “Golden Jubilee Award for 

the Transfer of Improved 

farm technologies” given by 

Fertilizer Association of India 

(FAI) 

Programs conducted during last 3 years 

Programs conducted during last 3 years 

RCF Employees 

Employees from Outside 

organizations 

Students from academic 

Institutes 

Participants trained during last 3 years 

RCF Employees 


organizations 


Institutes 

Training mandays achieved during last 3 years 

RCF Employees 


organizations 


Institutes 


71

ARTICLE 

Learning Institute 

The Learning Institute at Trombay 

was inaugurated in 1967 and at 

Thal in 1980. 

Learning Institute’s Vision 

To become the best Learning institute 

by imparting learning on 

latest technology with prime focus 

on practical exposure. 

Learning Institute’s Mission 

To continuously upgrade the 

learning practices to promote 

the organizational, technological 

and managerial skills of our employees, 

outside employees and 

students. 

Corporate Management 

Development Centre 

(CMDC) 

• Arranging “Effective Personal 

Leadership” and “Effective 

Personal Productivity” programmes 

for Development 

of Top Management through 

LMI. 

• The emphasis of learning has 

now encompassed to overall 

development of employees 

and their family members to 

enjoy life qualitatively. 

Some of the initiatives taken in 

this regard include 

• A nine day ‘Self-Management 

and Inspirational Leadership’ 

program to boldly look at the 

negative conditions of life 

and to face life with solutions 

through Physical, Emotional 

and Stress Management. 

• “Health Awareness and 

Health Evaluation’ and 

“Yoga” programs are organized 

for improving health of 

the employees. 

Learning Programme 

Activities: An overview 

I. Technical Skill development 


programmes 

A. Instrumentation - Control and 

Automation programmes 

• Advanced Wireless Vibration 

Demo Setup 

• Control Valve Basic Design 

and Equipment’s designsizing, 

calculation and 

Optimization tool 

• Advanced Rockwell PLC, 

VFD and SCADA 

• Advanced Emerson DeltaV 

DCS 

• Advanced Yokogawa Centum 

VP DCS 

• Advanced Honeywell 

Experion DCS 

• Online Gas Analyser System 

– ABB Advance Optima 

• HART Wired/ Wireless and 

FF Transmitter 

• Advance Emerson 475 

Communicator and Druck 

Pressure Calibrator 

• Workshop on DCS and PLC 

– Interfacing 

B. Chemical Process 

• Cooling water treatment 

system 

• Boiler Feed Water Treatment. 

• Advanced Unit Operations 

• Pumps, Compressor and 

Steam Turbines 

C. Electrical Equipment / 

Maintenance 

• Basic Electricity and 

Electrical Safety 

• Switchgear Equipment 

• Induction Motor Protection 

and Maintenance 

• Transformer Maintenance 

D. Mechanical Maintenance 

• Flanges Types and Valves 

Maintenance 

• Pumps - Types and 

maintenance 

• Alignment importance in 

Rotating equipment 

• Steam Turbine and 

Compressors - Basic 

• All about Pipe and Pipe 

Fittings 

• Sealing of Fluids (Mech. 

Seals/Oil seal/Gasket/ 

Labyrinths) 

• All about Bearings 

• Various NDT Techniques 

• Vibration Monitoring 

Techniques and Analysis 

Farmer’s Training programmes 

• Farmer Training Centres set 

up at Nagpur in 1988 and at 

Thal in 1998 are equipped 

with audio-visual aids, airconditioned 

classrooms, laboratories, 

libraries and hostel 

facilities. 

• Curriculum includes ‘farm 

management’, ‘advanced 

farm technology’ and subsidiary 

occupations. 

• Case studies on geological 

situations, cropping pattern, 

socio-economic problems etc. 

are discussed. 

• Faculty includes agricultural 

experts and research scientists 

from agro-universities. 

• Special programmes designed 

for women and SC/ST 

farmers. 

• RCF publishes a monthly 


ARTICLE 

farm magazine “RCF SHETI 

PATRIKA” from the year 

1967-68. 

RCF also imparts training to its 

dealers in various parts of the 

country. These dealer training 

programmes act as forums for future 

products and marketing alliances 

of the Company. Training 

on running of modern agri-businesses 

is also imparted apart from 

knowledge about RCF products, 

services and its culture. 

certificates to tanker drivers 

for “Safe Transportation of 

Hazardous Goods by Road”. 

So far we have trained more 

than 3864 tanker drivers. 

• Automation workshops 

for Honeywell Automation 

India Ltd. Pune. Since March 

2003, we have trained 1794 

participants. 

OUR CUSTOMERS 

• Field instrumentation workshops 

for Informatics India 

Pvt. Ltd. an Autonomous 

Centre under Government of 

Kerala. 

• Integrated Training Company, 

Saudi Arabia has an agreement 

with RCF for conducting 

short Term courses in 

Saudi Arabia. 

Operations and 

Maintenance Services 

RCF has provided extensive 

Operation & Maintenance 

Services for four years to an 

Algerian Company ASMIDAL 

comprising of Ammonia, Nitric 

Acid, Ammonium Nitrate plants. 

Turnaround Services 

For several years RCF provided 

Services for TURNAROUND 

maintenance of Fertilizer, 

Chemical & Petro-chemical Plants 

in Saudi Arabia. 

Commissioning Services 

RCF has provided Supervisory 

and Operational Services for 

Commissioning & Process 

Operations in Ammonia-Urea 

Fertilizers and Chemical Plants 

within and outside India. 

RCF has provided technical learning 

Services to personnel from 

many countries like Indonesia, 

South Korea, Turkey, Mauritius, 

Tanzania, South Africa, China, 

Saudi Arabia. 

Training Agreements/ 

MoU with Outside 

Organizations/ Institutions 

• Since 2003, RCF has been authorized 

by Government of 

Maharashtra to train and issue 

Outside Organizations 

Training is also provided to students of educational Institutes like IIT, 

ICT, VJTI and other AICTE approved institutes. 

Future Plans 

• Initiating E – learning through intranet website for all employees 

which will enable knowledge gain at workplace easier and 

convenient. 

• Procurement of Process Simulators for better understanding of 

the process and increasing the scope of experimentation. 

• Installation of Safety Instrum-ented System to give knowledge 

about the Safety system compliances, need and installation. 

• Social Media: Connecting employees by creating a company 

Facebook is being planned. 

For more in-depth information regarding the training programmes, visit 

http://www.rcfltd.com/index.php/hrmain/hrd 


73

ARTICLE 

Employee Development is 

Culture at TCIL 

Mr. Vimal Wakhlu 

CMD, TCIL 

Introduction 

Telecommunications Consultants 

India Ltd. (TCIL), a Public Sector 

Enterprise under the Department 

of Telecommunications (DoT), 

Ministry of Communications 

and Information Technology, 

Government of India, is a prime 

engineering and consultancy 

company,. TCIL was set up in 

1978 for providing Indian telecommunication 

expertise in the 

fields of Telecom and Information 

Technology (IT) to developing 

countries around the world. 

The company’s core competence 

is in the fields of: 

• Switching 

• Transmission Systems 

• Wireless Networks 

• Optical Networks 

• IT & Networking Solutions 

• Rural Telecommunication 

• Application Softwares 

• e-Governance 

• Civil and Architectural 

projects 

The Need for Training 

We, at TCIL, believe in developing 

the individual, and thus 

empowering the team and the 

organization. This, in turn helps 

our clients worldwide to achieve 

better business results and 

profitability. 

Keeping in view the fact that our 

business is characterized by hitech 

operations, we ensure that 

our employee is up-to-date with 

the latest technologies. As part of 

a continuous process, we conduct 

trainings for our employees in 

various fields such as technology, 

finance, management and health. 

These trainings are linked with 

our Performance Management 

System (PMS). Hence, a defined 

weightage is given for both delivering 

a training, and also for undergoing 

training. 

The Process 

The training requirements are defined 

at the beginning of the financial 

year, as part of the Key Result 

Area (KRA). Employees are analyzed 

by the Reporting Officers 

in terms of the skill and capacity 

development required, and 

the training requirement is provided 

to the training cell. Based 

on the same, a training calendar 

is prepared. During the mid-year 

analysis, the progress in training 

is reviewed and accordingly assessed. 

Thereafter, at the time of 

the final review, the effectiveness 


ARTICLE 

of the training conducted for the 

employee is checked. Training effectiveness 

is also calculated by 

taking feedback from the HOD 

on the implementation and usage 

of the skills learned by the 

employee. 

MoU guidelines of the Department 

of Public Enterprises (DPE) in 

areas of training and development 

of the employee are being 

followed. The procedure of the 

training is defined in ISO 9001- 

2008 and is audited internally as 

well as externally, so as to keep a 

check on the process followed by 

the training cell. 

The System & Tools 

For the employees to grow, and 

be productive on a particular job, 

it is essential that they possess 

the traits that lead to success and 

fit the culture of the company. 

Assessing those traits requires a 

system that reveals deep insight 

into human behavior. 

TCIL has implemented Enterprise 

Resource Planning (ERP), and all 

employees are trained to work 

through the same. A proper 

Sr. Topic 

No. 

1 Finance Related workshop 

2 Induction Training 

3 ERP 

4 PMP 

5 Vigilance Training 

6 Civil Related Workshop 

7 IT Security Training 

8 DBA Training 

9 PRP Training 

10 QMS & other Management 

Systems 

11 ESS Training 

12 Health Management 

13 Computer Awareness 

schedule is followed, in order to 

train all our employees posted at 

various project sites. 

A new mechanism to understand 

the training requirement for personnel 

above JGM cadre is proposed 

to be introduced, by organizing 

skill assessment using key 

assessment tools. Based on the 

results of tool and analysis, identification 

of managerial training 

shall be done. 

Types of Training 

A number of internal trainings 

are being organized. A dedicated 

team works for employee 

training in the organization. 

Infrastructure for internal training, 

fully equipped with all amenities 

is available. Open internal 

workshops are also being organized, 

where all employees can 

participate. 

Every employee, after undergoing 

external training, is expected 

to organize an internal training on 

the same topic for the remaining 

employees of the organization. 

We also work on the development 

of varied skill sets of non-executives, 

helping them specialize in 

specific technical areas, including 

the latest computer technologies. 

Finance officers and executives 

are trained on the latest procedures 

and policies of various financial 

areas. 

We at TCIL also believe in the saying 

“Health is Wealth”, and hence 

a number of health management 

trainings, like Stress Management, 

Yoga, Meditation, etc. are organized 

for all employees. 

Incentives & Relevance of 

Training 

In the International market there 

is an increasing demand from the 

clients for deployment of human 

resources with a particular certification, 

Hence we motivate our 

young engineers and managers 

by sponsoring them for certification 

programmes like EDPM, 

PMP, CCNA etc. 

The skill specialization of every 

employee is maintained in a database, 

and the expected skill set 

required to be enhanced is taken 

from the projects where they are 

deputed. A gap analysis is done 

and the same is implemented in 

the training schedule. 

Employees are also sponsored 

by the company to participate 

in workshops, seminars, conferences 

etc. 

Trainings Conducted 

In the table below is given the list 

of categorical trainings conducted 

for the employees of TCIL. 

Conclusion 

We, at TCIL, provide managers 

with practical guidelines for motivating, 

retaining, and coaching 

individual employees. Our training 

cell provides employees 

with a clear understanding 

of their own behaviour, that 

enables them to become more effective 

team members and leaders. 

It even includes a mapping of 

their stress behaviour, and how 

those impact other team members 

and employees. By mapping 

managers’ as well as the 

entire team’s behaviour against 

the key paradoxical principles of 

leadership, managers can take 

practical steps in coaching for 

performance enhancement, retaining 

talent and building effective 

working relationships. The 

ultimate goal being the growth 

of the individual, which can in 

turn lead to the growth of the 

organisation. 


75

ARTICLE 

Skill Development in ITPO - 

A Continuous Process 

Ms. Rita Menon, IAS 

CMD, ITPO 

ITPO is entrusted by the 

Government to manage 

the iconic ‘Pragati Maidan’ 

Exhibition Ground in the heart of 

National Capital Delhi. 

The ground for the last more 

than four decades has hosted innumerable 

exhibitions and trade 

shows and has been a catalyst in 

its crucial role of nation building 

through global trade exchanges. 

Particularly in the last 10 years regional 

exhibition grounds such as 

the ones in Chennai, Bengaluru 

and Guwahati have been set up 

to spread exhibition led growth 

in regional areas. 

To achieve excellence, ITPO has 

always recognized the importance 

of human capital, which 

contributes the largest chunk to a 

nation’s wealth. For skill development 

and capacity building of its 

1000 strong employees, ITPO has 

adopted innovative approaches 

such as recognition of prior learning, 

changing attitude towards 

skill based education, team based 

initiatives and innovative training 

methods to inculcate leadership 

skills and behaviour in employees 

at all levels, apart from 

focusing on team building and 

arming its employees with new 

professional skill sets. 

Professionals have been imparting 

training to employees on areas 

covering behavioral aspects, 

security, finance and engineering. 

Senior executives are to be trained 

in risk management by the Indian 

Institute of Foreign Trade (IIFT). 

As many as 60 security personnel 

were trained by Delhi Fire Service 

in fire fighting and handling various 

kinds of equipment. To enhance 

IT capabilities, employees 

have been trained with basic 

and advanced skill development 

modules comprising learning 

in event specific interactive 

Websites. Skills have also been 

developed to access the trade related 

Websites, on-line booking 

of exhibition space, on-line payment 

and registration processing 

for the Indian and overseas participants. 

Recently, training was 

imparted by National Informatics 

Centre (NIC) to officers for e- 

publishing and e-procurement 

on Central Public Procurement 

Portal (CPPP). 

With a view to further enhance 

the skills of ITPO officials of 

Civil, Electrical and Architecture 

Departments, ITPO has planned 

a comprehensive training programme 

on a variety of subjects 

relevant to ITPO. These include 

: structural design using STAAD 

(including seismic resistant design), 

architectural design and 

planning of buildings in different 

climatic regions of India, 

planning of sub-stations, DG sets 

and UPS, labour laws with reference 

to building and construction 

workers, contract management 

and arbitration, retrofitting and 

rehabilitation of buildings, green 


ARTICLE 

building concept in practice, fire 

safety measures in government 

buildings, innovative building 

materials and technologies, modern 

practices in HVAC of buildings, 

CCTV, security measures, 

access control and building automation 

practices. 

These skill sets will come handy 

as ITPO is in the process of giving 

concrete shape to its plan 

for re-development of ‘Pragati 

Maidan’ to make it a world- class 

Convention Centre, in the coming 

years. Employees are being 

trained for taking on convention 

activities by offering turn-key 

solutions to various Government 

Departments & Organisations, to 

ready them for the skills required 

for a world-class Exhibition-cum- 

Convention Centre. 

Significantly in line with the priority 

accorded by the Government 

of India to skill development 

in India’s economic progress, 

‘Skilling India’ was the theme of 

ITPO’s flagship event – India Int’l 

Trade Fair 2012. The theme figured 

prominently in the display 

scheme of all States/UTs as well 

as stand-alone pavilions. 

National Skill Development & Role of Indian Public Sector Enterprises 

Contd ... from # 41 

the both quantity and quality of 

these personnel, which will matter 

to the effective management of 

an organization. 

It is, further, envisaged that there 

will be large number of developmental 

organizations who will be 

engaged in delivering one or other 

elements of skill development 

value chain as mentioned earlier. 

Quality of such organizations 

will play very important role in 

their success. Customer organizations, 

who would acquire trained 

personnel on employment or contractual 

basis, have to be assertive 

in getting quality products. Skill 

development agencies will, therefore, 

require to be accredited by 

National or International agencies 

for their quality delivery. 

Ultimately, these organizations 

may be asked to comply with 

various international standards 

like ISO 29990: 2010 for training 

providers, ISO 17024:2003 for 

testing and certification agencies 

etc. so as to ensure quality performance 

of these independent 

organizations. It is heartening to 

note that the apex organization on 

quality in India – Quality Council 

of India (QCI) has already developed 

and has been using related 

Accreditation Criteria for many 

of the skill development organizations 

to ensure building up 

quality in their organizations. 

In regard to relationship with 

corporate bodies, these development 

agencies are also required 

to be managed in such ways, as 

presently being done by many 

corporate houses for suppliers of 

critical bought-out parts, materials, 

etc. on the basis of supply 

chain management principles. 

Many of the large scale public sector 

organizations, thus, may have 

to manage different independent 

quality suppliers of critical skills 

as a part of “Extended Enterprise” 

model while formulating their 

strategic decisions. Managing skill 

development activities, which is 

being performed presently as a 

part of CSR activities, may have 

to be finally transformed into an 

important strategic decision making 

option. Here lies critical role 

of public sector organizations to 

play in future skill development 

landscape. 


77

ARTICLE 

Skill Development & Capacity 

Building - UCIL’s Key to Success 

Mr. D. Acharya 

CMD, UCIL 

Background 

Our experiences in UCIL have 

shown that well structured skill 

development & capacity building 

programs catering to site-specific 

domains; are the best models for 

facilitating knowledge transfer 

in different environments. This 

is only possible by assisting employees 

and community stakeholders 

to attain necessary skills 

for realization of best practices 

and for stimulating a sustainable 

development process. 

Thus in our skill development 

programs we constantly strive towards 

increasing participation of 

youth, women, tribals and other 

disadvantaged sections in order 

to cater to changing technologies 

and market workforce demands. 

Helping the needy through a 

wide range of support, techniques 

and initiatives to enable 

them to meet their aims more effectively 

is UCIL’s main objective 

of capacity building training. Our 

skill development and capacity 

building training has adopted a 

strategy which ranges from the 

concept of “how to get there” to a 

sustainability position of “how to 

stay there”. By sharing ownership 

in the process of development has 

encouraged participation of our 

stakeholders as they feel more 

responsible for the outcome and 

sustainability of the development. 

This in turn helps us gauge which 

areas require additional training, 

which areas should be prioritized 

and in what other ways capacity 

building can be incorporated into 

our developmental strategies. 

Training to workman. 


ARTICLE 

UCIL – 

The Early Years 

Almost five decades earlier UCIL 

had begun its operations to mine 

the uranium deposits, discovered 

in the tribal belt of Jharkhand’s 

East Singhbum district. The condition 

of the impoverished tribals 

- was simply ‘pathetic’. The 

tribal population not only faced 

severe socio-economic marginalization 

but also the threat of losing 

their distinctive culture and 

identity, rooted in their livelihood 

patterns. 

Starting our operations in this 

densely forested impoverished 

tribal belt of Jharkhand, we 

realized from inception that 

lack of skill development was the 

gravest issue which was driving 

the tribal’s into an abyss of 

poverty and a mire of ritualistic 

customs. We thus decided to 

directly reach out to the neighbouring 

society to enquire about 

their needs. We called this exercise 

‘Participatory Community 

Consultations’. 

These consultations helped us 

asses and analyze the needs of the 

society and evolve necessary skill 

A local farmer being trained. 

A farmer training in progress. 

development initiatives to bring 

about sustainable change. 


Initiatives In UCIL 

UCIL has undertaken several skill 

development initiatives and has 

integrated these with the business 

plan of the company. 

Skill development has been regarded 

by UCIL as the cornerstone 

for career building not only 

for its employees but also for 

making the neighborhood villagers 

self-reliant, self-sufficient and 

financially independent. We have 

thus adopted a two pronged skill 

development program - for our 

employees and for the neighbourhood, 

with a collective, synergistic 

and futuristic approach. 

Skill Development of UCIL 

Employees 

Continual knowledge up-gradation 

is vital to any organisation’s 

progress. In this regard our Group 

Vocational Training Centre and 

Management Training Centre are 

the central training hubs for all 

trainings imparted to UCIL employees 

at all levels. These skill 

development based trainings are 

integrated with activities relating 

to all our units. Training modules 

have been formulated with a suitable 

mix of practical and theoretical 

training depending upon the 

level. 

The manifestation of success 

of our skill development programme 

is seen in upgrading skill 

levels of unskilled tribals whose 

land is used by Company to make 

them trained operators of highly 

advanced modern trackless mining 

equipment. 

Besides specific skill content, the 


79

ARTICLE 

Sewing class for local ladies. 

courses also cover safety, environment, 

occupational health & 

CSR. Various skill development 

modules have been formulated 

ranging from 3 days to 30 days 

and external faculty is also called 

regularly. Employees also undergo 

Refresher Training, Special 

training & Reorientation Training. 

Training is also imparted to contractual 

workmen. 

Skill Development of The 

Neighbourhood 

The main objective of the training 

schemes for our neighborhood 

villagers is to make them 

self-reliant, self-sufficient and 

financially independent through 

a wide range of support techniques 

and initiatives. The trainings 

are conducted at our different 

Community Development 

Centres. 

Educational Initiatives 

Believing in the maxim of ‘catch 

them young’ we regularly select 

poor tribal children from adjoining 

villages under our ‘Talent 

nurture program’ to our Atomic 

Energy Central schools and 

provide them free education till 

class 12 along-with scholarships, 

books, uniforms etc. 

We regularly conduct soft skill 

classes in leadership, personality 

development and career based 

employability courses for the local 

youth, ladies etc. 

To give thrust to the development 

of technical education in the region, 

UCIL has opened a modern 

well equipped Industrial Training 

Centre at its Turamdih complex 

where all land displaced youth 

are imparted free ITI training in 

different trades. 

Modern Farming 

Techniques 

In collaboration with Krishi 

Vigyan Kendra, villagers are imparted 

training in different farming 

techniques to enable them 

to increase production volumes 

of high yielding agricultural 

cultivation. 

Skills in water shed management, 

soil conservation; reclamation & 

water harvesting are also imparted 

as well as marketing skills to 

sell their produce. 

Agri-Development 

Programmes 

Under our agri-development 

initiatives we have helped form 

Kisan clubs, provided irrigation 

facilities, encouraged multi cropping 

cultivation, distributed free 

high yielding seeds, pesticides, 

fertilisers and agricultural instruments. 

Seminars and training programmes 

have been organised for 

the farmers where practical training 

has been provided by agricultural 

scientists. 

Self Employment 

Vocational Trainings 

To help all villagers learn professional 

skills and to motivate them 

to generate self income sources 

on a sustainable basis, UCIL regularly 

conducts different self employment 

courses. 

These self employment training 

courses are mostly conducted 

with the help of Jan Shikshan 

Sansthan (under administrative 

control of the Ministry of HRD). 

The training trades are selected 

based on market opportunities 

and the aspirant’s options. 

In Conclusion 

Our skill development and capacity 

building initiatives have helped 

our employees and the surrounding 

community to overcome the 

obstacles that inhibit them from 

realizing their career and developmental 

goals. These trainings 

have enhanced their abilities and 

allowed them to achieve sustainable 

results and mitigated their 

exclusion and suffering. 

In the coming years we shall further 

spread our ambit by training 

more and more people in different 

domains, so that our employees 

and all our neighbors may 

wake up empowered - to a new 

tomorrow. 


ARTICLE 

REIL Gives High Priority to 


Mr. A. K. Jain 

MD, REIL 

Manpower is a key resource for any Institution or Nation 

and the skill and capacity of this manpower determines the 

place of the company among the leading organisations in 

this environment of globalization. Those who invest in skill 

development & capacity building shall find themselves in 

the forefront on the index of happiness, satisfaction, growth 

and prosperity. 

The competitive world of 

today demands trained, 

certified and skilled manpower 

to address the challenges 

of growth. India is one of the few 

countries in the world where the 

working age population will be 

far in excess of those dependent 

on them and, as per the World 

Bank, this will continue for at 

least three decades till 2040. This 

has increasingly been recognized 

as a potential source of significant 

strength for the national economy, 

provided we as a nation are 

able to equip and continuously 

upgrade the skills of the population 

in the working age group. 

Rajasthan Electronics & 

Instruments Limited (REIL) 

continuously strives in the direction 

to develop the skills of 

its employees. REIL, Jaipur is a 

Public Sector Enterprise under 

the administrative control of the 

Ministry of Heavy Industries and 

Public Enterprises, Government 

of India. The Company is a 

known player in manufacturing 

of Electronic Milk Tester 

and Solar Power Systems, in the 

country with a rising trajectory of 

growth through the dedicated efforts 

of its skilled workforce. The 

Company has been recipient of 

“The Best Employer Award” at 

the State Level, continuously, for 

four years in a line. 

With the expansion of business, 

the productivity of the workforce 

is a key challenge before the 

Company. As it is recognized that 

most learning takes place on the 

job, and the aim of the formal programmes 

is to lay a foundation 

for the rest of the development 

experience, the Company organizes 

training programmes both 

in-house and externally for its 

employees. The HR professionals 

have been exposed to training programme 

on ‘Sustaining Contract 

Labour in India’, ‘HR- Conclave’, 

‘Developing Soft Skills’ etc.. 


81

ARTICLE 

Similarly the managerial and 

technical level have participated 

in programmes like ‘Leadership 

& Team Work for Excellence’, 

‘Competency Building for 

Leadership Roles’, ‘Awareness 

of Quality Circle’, ‘Leadership 

Summit’, ‘Project Management’ 

etc. The workers and supervisors 

are given technical training on the 

new technologies of production 

adopted by the Company, from 

time to time. As the Company has 

a manufacturing unit, training 

programmes on Industrial Safety 

& Health are also organized. 

In addition to the training programmes, 

employees are also put 

into cross-functional job rotation, 

which also aids in the on-the job 

skill development of people and 

enables the employees to gain 

varied knowledge of different 

functional groups. This technique 

helps the Company by having 

multi tasking employees capable 

of performing multiple tasks and 

enriched with varied skills. 

Starting from the training programmes 

and job rotations, REIL 

has also initiated two new employee 

development programmes 

-“Mentorship Development Programme” 

and “360 degree feedback 

mechanism”. The Mentorship 

Development Programme has 

been introduced for the first 


time, in which 20 mentees have 

been mentored under 02 mentors. 

This programme aims to 

develop the young manpower 

under the experienced players. 

In this way the mentees learns as 

to how to sharpen their leadership 

skills and to hone them for 

future growth. The Company 

has undertaken another initiative 

at development of senior management 

professionals through 

adoption of “360° degree feedback” 

mechanism. Initially 2% of 

senior management has been put 

through the paces in a pilot project, 

and Company aims to cover 

the middle level management in 

the pursuit to develop leaders of 

the future. Thus, skill building 

could also be seen as an instrument 

to empower the individual 

and improve his/her social acceptance 

or value. 

The Company is not only expanding 

and upgrading its training 

facilities, but is also taking steps 

to make potential employees jobready 

before they join professional 

organizations. To create a base 

for skill development, vocational 

training to the engineering/management 

graduates, polytechnic 

diploma students; apprenticeship 

training is imparted to the students 

of ITI who have just completed 

their course. These apprentices 

are then employed in 

the Company, on need basis. 

Skill building can be viewed as 

an instrument to improve the effectiveness 

and contribution of 

workers to the overall production. 

It is as an important ingredient 

to push the production 

possibility frontier outward 

and to take growth rate of the 

economy to a higher trajectory. 

For far too long, something as 

serious as skill development has 

been allowed to remain the exclusive 

preserve of the HR department. 

With current and expected 

economic growth, this challenge 

is going to only increase further, 

since more than 75% of new job 

opportunities are expected to be 

“skill-based.” Realizing the significance 

and need for skilled manpower, 

the Company is taking 

several initiatives to contribute 

effectively to the Government’s 

endeavours. The Company has 

planned to incorporate more development 

programmes in line 

with the market needs in preparation 

to meet the challenges, which 

are ahead. 


ARTICLE 

Skill Development Training 

Initiative by NBCFDC 

Mr. A. A. Naqvi 

CMD, NBCFDC 

The National Backward 

Classes Finance & Development 

Corporation (NBC- 

FDC) is a Government of India 

Undertaking under the aegis 

of Ministry of Social Justice & 

Empowerment. It was incorporated 

as a Company not for profit 

under Section 25 of the Companies 

Act 1956, with an objective to 

promote economic and developmental 

activities for the benefit 

of Backward Classes and to assist 

the poorer section of these classes, 

living below double the poverty 

line, in skill development and self 

employment ventures. 

The main objective of the Skill 

Development Programme is to 

upgrade the skill of the target 

group to enable them to start income 

generating activities of their 

own or get gainfully employed in 

some sector or the other. 

However, keeping in view 

the massive number of trainees, 

the Corporation would need 

adequate financial assistance 

to enhance the basic infrastructure 

as well as to meet training 

expenditure. 

The major activities proposed to 

cover are as under :- 

• Services Sector 

• Agriculture and Allied 

Activities 

• Traditional activities being 

pursued by the Backward 

Classes 

• Entrepreneurship 

Development Programmes 

for the potential entrepreneurs 

with loan assistance under 

NBCFDC loan schemes 

The NBCFDC implements Training 

Scheme in collaboration with 

Kumari Selja, Union Minister for Social Justice & Empowerment interacting with a 

backward class beneficiary from Haryana financed under NBCFDC Schemes. 


83

ARTICLE 

National Backward Classes Finance and Development Corporation Illustrative List of Training 

S.N. Training Schemes S.N. Training Schemes 

1. Plumbers 18. Beauty Culture 

2. Welding 19. Mobile Phone Repair 

3. Repair and Maintenance of Electrical Appliance 20. Cell Phone Servicing 

4. Data Entry & Word Processing 21. Two Three wheeler 

5. Production Supervision & Quality Control 22. Audio / video Repairing 

6. Car Repair 23. Bamboo Craft` 

7. Motor Driving 24. Carpentry 

8. Electronics 25. Pottery 

9. AC Motor winding 26. Skill upgradation of Handloom Weaving 

10. Preparation of Milk Products 27. Capacity Building of SHGS Training 

11. Repair and Maintenance of Combine Harvester 28. Web Designing 

12. Sewing Machine 29. Zardozi 

13. Mushroom Production 30. Garment Manufacturing & Tailoring 

14. Leaf cup Making 31. Masonry 

15. Gardeners 32. Network & Net Security 

16. Retail Management 33. Soft Toy Manufacturing 

17. Motor Winding 34. Jute Accessories 

35. Repair and Maintenance of Diesel Pump 

This is only an illustrative list. 

National level reputed training 

institutes in the country. 

In order to achieve the desired 

goal, partnership has been established 

by NBCFDC with institutes 

having training infrastructure 

in major cities of the country 

such as; 

• National Council for Cooperative 

Training (NCCT), under 

the Ministry of Agriculture 

and Cooperation for 

Training Programme on Retail 

Management. 

• Apparel Training and Design 

Centre, under the aegis of 

Apparel Export Promotion 

Council (Sponsored by 

Ministry of Textile) for 

Training Programmes on 

Garment Manufacturing. 

• Fragrance & Flavour Development 

Centre, Kannauj under 

the Ministry of MSME 

for Comprehensive Training 

Programme on Perfumery 

Industry. 

• Bharat Sanchar Nigam Ltd. 

(BSNL) for training programmes 

on Cell Phone 

Servicing, Web Designing, 

Network & Net Security etc. 

The NBCFDC also organizes 

Capacity Building & EDP 

Training Programmes for potential 

beneficiaries. 

Illustrative list of Training 

Programme is appended. 

Special training programmes 

are conducted in North Eastern 

States by NBCFDC under Pottery, 

Embroidery & Tailoring, Mobile 

Phone Repair etc. in Assam, 

Manipur and Tripura. 

The NBCFDC has proposed a 

framework of Skill Development 

Training Programme for future 

under which the NBCFDC will 

be able to facilitate skill development 

training to a large number 

of BC youth in various wage/selfemployment 

oriented activities to 

meet the need of industry. 


ARTICLE 

AAI Once Again Extends 

Helping Hand in the time of Crisis 

Dr. Keerti Singhvi 

OSD, AAI 

The very thought of the recent 

tragedy happened 

in Uttarakhand sends a 

shivering wave to the spine of an 

ordinary man, but motivated towards 

development and driven 

by steady economic progress 

India’s public sector has once 

again taken over the important 

role of serving the nation in times 

of crisis. India’s biggest natural 

disaster in Northern Uttarakhand 

since the tsunami in 2004 which 

destroyed lives and property beyond 

imagination came as a great 

shock for thousands of pilgrims 

and innocent people. The whole 

nation was mourning the doomsday. 

The immediate concern 

was to support the thousands of 

people stuck in places that were 

unapproachable, except by air. In 

a catastrophe of this magnitude 

timely action is very important. 

Time wasted is lives lost. Helpless 

grieving people were desperately 

waiting for a savior. The disaster 

claimed more than 1000 lives, and 

tore apart countless families. 

The tragedy saw one of the largest 

air rescue efforts in Indian 

history. AAI once again proved 

that the public sector is ready 

to serve the society in difficult 

times. Social obligations have always 

been of genuine concern to 

AAI. Social corporate responsibility 

and the maintenance of high 

ethical standards is considered 

the foremost duty. It is not interpreted 

only as providing money 

for charity but as involvement in 

activities that directly have a positive 

impact on people’s lives. AAI 

joined hands with state government 

of Uttarakhand and Indian 

Air Force and showed great esprit 

de corps in these hours of need. 

The evacuation effort was daring 

and overwhelming given the difficult 

climatic and topographic 

surroundings. The Jolly Grant 

Airfield became the busy command 

centre for the rescue operations 

which came as a blessing 

to the traumatized victims. The 

vigorous commitment to principles 

and a socially responsible 

approach was demonstrated by 

the varied, valuable and timely 

contribution by AAI. 

Round the clock services 

High quality and Round the 

clock services were ensured at 

Jolly Grant Airport, Dehradun. 

Unbroken movement of choppers 

was speedily enabled rescuing 

and providing relief to survivors. 

The comfort of being airlifted 

from a flood to safe ground is the 

greatest reassurance for the one 

who is trapped. To nurture this 

comfort AAI prepared all of its infrastructure 

on a war-footing and 

extended immediate services for 

efficient and smooth operations. 

The airport was small and resources 

inadequate to tackle such 

a demanding situation. Resources 

were mobilized massively because 

time was short. In an attempt 

to boost the search and rescue 

operations Aircraft movements 

V P Agrawal, Chairman, Airports Authority of India and Archana Agrawal, President 

Kalyanmayee receiving the ‘Golden Peacock Eco-Innovation award for the year 

2012’ from Smt. Sheila Dikshit, Chief Minister of Govt. of NCT Delhi. 


85

ARTICLE 

ranging from 53 on 18th June, 

2013 to 120+ as on date were handled 

successfully through optimum 

utilization by AAI officials 

working round the clock. In addition 

to various Camps set up 

around the airport including that 

of State Government, AAI also set 

up a Help Desk-cum-Relief Camp 

to extend emergency services for 

the flood victims and provide 

possible help and cooperation to 

the passengers, their relatives and 

well-wishers at the airports. AAI 

waived off the landing parking 

charges for relief flights operation 

through this airport. The flights 

of the VIPs who visited the flood 

affected area include Hon’ble 

Prime Minister, Chairperson, 

UPA, Vice-President, UPA, Chief 

Minister of Gujarat, Madhya 

Pradesh, Haryana, Home 

Minister, Govt. of Maharashtra, 

Secretary (Home) and Secretary 

(Defence), Govt. of India. 

Swift action 

The calamity took place on 17th 

June and AAI team came into action 

extending all assistance and 

started Help Desk-cum-Relief 

Camp on 18th June, 2013 itself. 

Expressing their solidarity 

Mr. V. P. Agarwal 

Chairman, AAI 

with the suffering victims of the 

Uttrakhand catastrophe, Airports 

Authority of India employees decided 

to contribute one day salary 

towards Prime Minister Relief 

Fund. A cheque for an amount of 

about Rs. 3.20 crores is being sent 

towards contribution to the Prime 

Minister Relief Fund in aid of the 

relief operations to help the devastated 

towns and villages of the 

flood affected State. 

Adopting villages: 

Rebuilding lives 

The flash floods and landslides 

have shattered entire towns, villages, 

ruined roads, bridges and 

communication links. The anguished 

victims of the fateful disaster 

are still not sure of the fate 

Relief Camp set up by Airports Authority of India at Jolly Grant Airport, Dehradun to 

assist the flood victims. 

Mr. V.P. Agrawal, Chairman, AAI, with his commitment, 

perseverance, conviction and painstaking 

efforts firmly believes that “CSR is not 

only our responsibility, it is a life time opportunity 

for AAI employees- spread across India, 

to contribute in improving lives of as many 

people as possible and our environment 

around us”. 

of many of their loved ones and 

new concerns are coming up to 

trouble the grief stricken State. 

The rotting bodies may trigger 

epidemics and the locals will have 

to struggle to rebuild their lives. 

Even today the fate of approximately 

50,000 locals and pilgrims 

is unpredictable and will need rehabilitation. 

To make a long term 

and sustainable impact AAI has 

decided to adopt these and help 

rehabilitate affected communities. 

As a responsible PSU, AAI 

has always been far-sighted and 

socially inclined. The aim and 

objective is to carry out sustained 

and effective CSR projects. 

“As a part of its corporate social 

responsibility (CSR) commitment, 

AAI has decided to undertake rehabilitation 

of communities in a 

couple of villages which are worst 

affected by the massive floods in 

Uttarakhand,” said the civil aviation 

ministry. AAI recognizes that 

after the ongoing rescue operations, 

a similar challenge will be 

there towards rebuilding and rehabilitation 

for the affected communities. 

Therefore, AAI intends 

to play a considerable role in rehabilitation 

of the worst affected 

communities before the onset of 

winter, which will assist thousands 

of people in the flood affected 

areas to rebuild their shelter 

and restore their livelihood. 

The rehabilitation efforts of AAI 


Mr. V P Agrawal, Chairman, Airports Authority of India at the Computer Training 

Centre for Aged and Children at Ayudham Society with inmates of the Centre. 

will be undertaken in coordination 

with the state and the local 

government authorities. 

Enhancing Education 

Keeping the challenges of the 

modern times in mind a computer 

training centre for the inmates 

of Ayudham Society for children 

and senior citizens was recently 

inaugurated in Delhi. Extending 

its corporate social responsibility, 

Airport Authority of India recently 

contributed 20 computers to 

this training centre. The computer 

training centre is designed to facilitate 

basic computer skills for 

the children. The centre will also 

have the facility for accessing web 

based information for elderly inmates 

of the home. 

Over the past few years CSR has 

been deeply rooted within the 

corporate values and corporate 

culture of AAI. The CSR commitment 

of AAI has brought 

about decisions and activities 

which are steady with sustainable 

growth and the wellbeing 

of society. CSR programme aims 

to assist socially and economically 

weaker or troubled sections 

of society. AAI understands the 

importance of PSUs in discharging 

social obligations and immediately 

attends to issues relating 

to the needs of society. The public 

sector has come to occupy a vital 

position in our national economy. 

It has taken over the important 

role of strengthening country’s 

economy by promoting balanced 

development in different parts of 

the country. Public sector plays 

a decisive role in carrying out a 

socio-economic remodeling of the 

economy and hence the need to 

establish public sector enterprises 

has been recognized. Today, 

the social and economic growth 

largely depends on the performance 

of PSUs. Public sector is 

considered a leading instrument 

of economic development and 

an important tool of self-reliance. 

The field of CSR is still evolving. 

AAI has made a good beginning 

in serving and supporting social 

needs. However, bigger the challenges 

greater will be the bonds 

that strengthen relationships with 

the people. 

CCI Signs MoU with Department of Heavy Industry 

Cement Corporation of India 

Limited (CCI) entered into a 

Memorandum of Understanding 

(MoU) for 2013-14 with Ministry 

of Heavy Industries & Public 

Enterprises. The MoU was signed 

by Mr. R. P. Tak, CMD, CCI and 

Mr. M.F. Farooqui, the then 

Secretary, DHI in the presence 

of Mr. Harbhajan Singh, Joint 

Secretary, Mr. S.S. Mahlawat, Dy. 

Secretary of DHI and Mr. Manoj 

Misra, Director (HR), CCI. 


87


PSEs Contribute Generously for Relief Operations 

of Uttarakhand Flood Affected People 

HAL’s Indigenous Dhruv Helicopters Fly 

High, Support Indian Defence Forces in 

a Big Way in Uttarakhand Operations 

HAL produced helicopters – Dhruv, Cheetah/Chetak 

– played a leading role in the biggest ever helicopter 

based rescue operation of Indian defence forces 

in flood and rain-hit areas of Uttarakhand recently. 

These copters deployed over flood and landslide affected 

areas in Uttarakhand performed effectively in 

dropping paratroopers, evacuating stranded people 

and in supply of food and medicines. The helicopters 

made hundreds of sorties in the high risk zone 

overcoming strong winds, visibility and with virtually 

no space for landing on high terrains. HAL teams 

were positioned at Deharadun and Delhi to ensure 

logistic support for the rescue operations. 

Dhruv which can carry 16 passengers was the star 

performer. On many occasions, due to incessant rain 

IAF pilots could only use Dhruv as it was unsafe for 

other copters to land. Dhruv helicopters flew for 

nearly 630 hours during the operation and Cheetah/ 

Chetak flew 520 hours. 

HAL built Advanced Light Helicopter (ALH-Dhruv) in action 

during the rescue and reconnaissance operations of 

Indian Air Force and Army at Uttarakhand. 

“The indigenized helicopters pressed into service by 

the Army and the Air Force in flood-hit areas have 

proved their mettle in carrying out rescue and relief 

operations in highly inaccessible areas. We are 

proud of it”, says Dr. R.K. Tyagi, Chairman, HAL. 

Power Sector PSEs to Contribute Rs. 25 cr towards 

re-building Uttarakhand Infrastructure 

The Minister of State (Independent Charge) for Power 

Mr. Jyotriditya M Scindia recently chaired a meeting of 

senior Officers of the Ministry and CMDs of Power Public 

Sector Undertakings (PSUs), in which it was decided 

that Power Sector would contribution towards sustainable 

re-building of infrastructure destroyed during 

the huge natural calamity of floods which has affected 

Uttrakhand. Hence the Minister for Power decided that 

the Power sector PSUs will share a part of the burden in 

re-building of the much needed infrastructure to put 

Uttrakhand back into the economic growth process. 

Accordingly, it was decided that the 9 Power sector 

PSUs namely – NTPC, PGCIL (Power Grid Corporation), 

NHPC, THDC (Tehri Hydro Development Corporation), 

SJVN (Satluj Jal Vidyut Nigam), PFC (Power Finance 

Corporation), REC (Rural Electrification Corporation), 

DVC (Damodar Valley Corporation), and NEEPCO (North 

East Electric Power Corporation), together would make 

a contribution of Rs. 25 cr towards this effort. The projects 

selected for funding assistance will be decided in 

consultation with the state government and would be 

as per needs of the state government and as per their 

priority and requirements. Accordingly NTPC will contribute 

Rs. 10 crores, PGCIL will contribute Rs. 5 cr, PFC, 

will contribute Rs. 3 cr, REC will contribute Rs. 2 cr, NHPC 

will contribute Rs. 1 cr, THDC will contribute Rs. 1 cr, SJVN 

will contribute Rs. 1 cr, DVC will contribute Rs. 1 cr, and 

NEEPCO will contribute Rs. 1cr. 


89


Financial Assistance by CIL for the victims 

of Cloud Burst in Uttarakhand 

Coal India Limited (CIL) board in its 299th meeting 

has decided to release Rs.25 cr in favour of Prime 

Minister’s National Relief Fund for the victims of 

Uttarakhand from CSR funds of the company. The 

Board also approved an additional amount of Rs. 25 

cr for the above purpose from CSR Fund. Thus the 

total amount to be paid to Prime Minister’s Relief 

Fund for this cause would be Rs.50 Cr [consolidated] 

for the Coal India Limited and its subsidiaries. 

BHEL Contributes Rs.2 cr to 

Uttarkhand CM’s Relief Fund; Employees 

also contribute one-day’s salary 

Reaching out to the distressed victims in the floodravaged 

areas of Uttarakhand, BHEL has made a 

humble contribution to help alleviate their suffering. 

To this effect, an amount of Rs.2 cr has been 

contributed by BHEL to the Chief Minister’s Relief 

Fund of Uttarakhand. In addition, BHEL employees 

have contributed one-day’s salary for the cause. 

BHEL has also rushed important supplies including 

food, milk, water and medicines to the affected 

areas, from its plants located at Haridwar. 

BHEL and its employees have always risen to the 

occasion and contributed towards rendering relief 

to victims of natural calamities. 

NTPC SAIL Power Company - contributes 

for Uttarakhand 

NTPC SAIL Power Company Limited (NSPCL), a 

JV of NTPC and SAIL has contributed Rs. 5 lakh to 

the CM’s Relief Fund, Uttarakhand to help the victims 

of the unfortunate mass devastation. All the 

employees of the company have also contributed, 

by way of donating 1 days salary for the cause. 

GAIL employees contribute one day’s 

salary for relief work in Uttarakhand 

The employees of GAIL (India) Limited have voluntarily 

contributed one day’s salary for relief and 

rehabilitation work in disaster-hit Uttarakhand. 

The contribution to the Prime Minister’s Relief 

Fund was handed over to Union Minister for 

Petroleum and Natural Gas Dr. M. Veerappa Moily 

by GAIL CMD Mr. B. C. Tripathi in the presence 

of Mr. Vivek Rae, Secretary, Petroleum and Natural 

Gas and senior officials of the Ministry, along with 

Mr. M. Ravindran, Director (HR) and other officials 

of GAIL. 

Mr. B. C. Tripathi, CMD, GAIL presenting the GAIL Employees 

Contribution to Dr. M. Veerappa Moily, Minister for 

Petroleum & Gas 

Apart from this, GAIL has contributed Rs 2 crore 

to the Chief Minister’s Relief Fund as an immediate 

measure as part of its Corporate Social 

Responsibility initiative for Uttarakhand where 

thousands lost their lives and many more were injured 

and rendered homeless by the flash floods 

last month. The GAIL employees contributed Rs 

92.25 lakhs from their salaries to aid relief and rehabilitation 

work in the state. 

WCL helps for Uttarakhand disaster 

Under the Chairmanship of Mr. D. C. Garg, CMD 

of Western Coalfields Limited, an urgent meeting 

of steering committee members was convened to 

discuss about situation arising in Uttrakhand due 

to cloudburst and massive land slide. The steering 

committee members unanimously decided to contribute 

an amount of about Rs. 5 cr towards Prime 

Minister Relief Fund for which each employee of 

WCL will contribute one days basic pay towards the 

corpus. This is also known that WCL had contributed 

towards Chief Minister Relief Fund of Maharashtra 

few days ago for horrible drought situation in 

the state. 

NTPC Contributes Rs. 3 crore for Relief 

Work at Uttarakhand 

In solidarity with the people of Uttarakhand in 

this hour of difficulty, NTPC is associating with 

Uttarakhand Government to provide relief to the 

flood ravaged State. NTPC has stationed its helicopter 

in Dehradun at the disposal of the State 

Government for using it for evacuation and relief 

work. NTPC Family has decided to contribute 

Rs 3 cr to the Chief Minister’s Relief Fund. 


91


CCI Employees Contribute for 

Uttarakhand Relief Work 

The Employees of Cement Corporation of India 

Limited (A Government of India Enterprise) while 

expressing their solidarity with the victims of recent 

unprecedented natural calamity in Uttarakhand 

have voluntarily contributed their one day salary 

to the Prime Minister’s National Relief Fund. CCI 

is the first PSEs National Minister’s Department of 

Heavy Industry to come forwards for the cause. 

A cheque of Rs. 10.77 lakhs towards the contribution 

was presented to Mr. Praful Patel, Union 

Minister for Heavy Industries & Public Enterprises 

by Mr. R.P. Tak, CMD, CCI recently in the presence 

of Dr. Sutanu Behuria, Secretary & Mr. Harbhajan 

Singh, Joint Secretary of the Ministry along with 

the officials of Ministry and CCI. 

A view of Tehri Dam. 

In case the whole of the water inflow of Bhagirathi 

would have been released from the Tehri Reservoir 

it could have caused an additional rise in the water 

level. In that case Rishikesh where Ganga was 

flowing 2 meter above the danger level i.e. (340.50 

meters) an additional 3 meters rise could have been 

recorded. Same is the case with Haridwar where 

Ganga was flowing 1.5 meter above the danger level 

i.e. (294.00 meters) it would have been above 3 

meters. Thus, Tehri Dam Project proved a saviour 

in flood control. 

Mr. R. P. Tak, CMD, CCI presenting the Cheque to Mr. Praful 

Patel, Union Minister for HI&PE. 

Tehri Dam Project Controlled the Flood 

Situation 

Due to recent heavy rainfall in Uttarakhand the 

water inflow in Tehri dam from Bhagirathi and its 

tributaries reached about 7000 cumecs(approx 2.50 

Lakh cusecs) of which a mere 500 cumecs(approx 

17.60 thousand cusecs) was released from Tehri 

Dam Reservoir and remaining 6500 cumecs of water 

stored in the reservoir. Tehri reservoir recorded 

the rise of 25 meters approx. within 48 hours of rainfall 

on 16-17 June. On 16th June Alaknanada and 

Bhagirathi had a combined flow of around 13000 

cumecs (approx 4.60 Lakh cusecs) at Haridwar out 

of which only 500 cumecs (approx 17.60 thousand 

cusecs) of Bhagirathi water was released from Tehri 

Dam Reservoir. 

WAPCOS Contributes to 

Prime Minister’s National Relief 

Fund for Rehabilitation works in 

Uttarakhand 

Mr. Harish Rawat, Minister (Water Resources) 

was presented cheques of Rs. 2 cr and One Day’s 

Salary of WAPCOS’ Employees amounting to Rs. 

8.26 lakh towards Prime Minister’s National Relief 

Fund for Rehabilitation works in Uttarakhand 

by Mr R.K. Gupta, CMD, WAPCOS in the presence 

of Mr. G. Mohan Kumar, Special Secretary 

(Water Resources), Mr. N.S. Samant, Joint Secretary 

(Admn.), Senior Officers from Ministry of Water 

Resources & WAPCOS and representatives from 

WAPCOS’ Employees. The Company is committed 

to the socio economic development and empowerment 

of people affected by unprcedented floods in 

the State of Uttarakhand, through its comprehensive 

community welfare programme under CSR 

activities. 


93


Public Sector Enterprises Sign MoUs 

CWC Signs MoU with Central Bank of India 

A Memorandum of Understanding was executed 

between Central Warehousing Corporation (CWC) 

and Central Bank of India recently at the Corporate 

Office of the Central Bank of India in Mumbai. As 

per the MoU, CWC will act as a Collateral Manager 

and the Bank will finance the CWC customers 

against Warehouse Receipts. 

Centre, Incubation Facility and Network Operation 

Centre of STPI across the country. Also seen in the 

picture are Mr. N.P. Aggrawal, SGM (BD), NBCC, 

Mr. Pradeep Sharma, DGM (BD), NBCC and Mr. 

Devesh Tyagi, Director, STPI. STPI projects are located 

at Bhopal, Srinagar, Bhubaneswar, Kolkata, 

Noida, Puducherry and Dehradun. 

The MoU was signed by Mr. A.K. Arora, General 

Manager (Finance) on behalf of CWC and Mr. R.B. 

Gupta, General Manager (Priority Sector) on behalf 

of the Central Bank of India in the presence of 

Mr. B. B. Pattanaik, MD, CWC, Mr. M.V. Tanksale, 

CMD, Central Bank of India and other senior officials 

of the CWC and the Bank. Addressing on the 

occasion, Mr. Pattanaik stated that CWC, which already 

has its 155 rural based warehouses registered 

with Warehousing Development and Regulatory 

Authority, is encouraging the farmers for using its 

warehouses by extending rebate of 30 percent in its 

storage charges besides imparting training on Post 

Harvest Technology. Pledge finance against its 

Negotiable Warehouse Receipt will not only help 

farmers in avoiding distress sale but also aid in better 

price realization for their produce, he added. 

NBCC inks MoU with STPI 

Mr. Anoop Kumar Mittal, CMD, NBCC and Mr. 

OmkarRai, DG, STPI (Software Technology Park 

of India) seen exchanging documents after signing 

an MoU with STPI recently, with regard to 

NBCC undertaking future works of STPI as Project 

Management Consultant (PMC) which shall involve 

planning, designing and construction of Data 

NSIC Signs MOU with Syndicate Bank for 

Financing Credit to MSME under its Bank 

tie up Scheme 

NSIC has been making sustained endeavors towards 

catering to the financial needs of MSMEs in 

India. In one such development NSIC has aligned 

and entered into MOU with SYNDICATE BANK 

recently. Under this MOU arrangement collaborative 

efforts would be undertaken to provide timely 

and affordable credit to MSMEs. The MOU was 

signed by Mr. Ravindra Nath Director (Finance) of 

NSIC and Mr. S.K. Thakkar, General Manager of 

Syndicate Bank. 


95


PSEs Practice CSR Activities 

in True Spirit 

23 Students of GAIL 

Utkarsh Programme make 

it to the IITs 

Under Corporate Social Responsibility 

(CSR) initiative of GAIL 

(India) Limited, 23 students of 

the GAIL Utkarsh-flagship programme 

at Kanpur have made 

it to various Indian Institutes of 

Technology (IITs). Under this 

programme, 100 students belonging 

to the economically backward 

strata of the society were provided 

with a free residential coaching 

programme for the AIEEE/ 

JEE entrance exams. The training 

and expert coaching was provided 

under the mentorship of 

Shri Abhyanand for 11 months. 

In the new pattern started by JEE 

Test, 81 students cleared the main 

exam of IIT JEE. 

Stree Shakti (CSR initiatives 

for empowering poor 

women for self-reliance by 

NTPC Kahalgaon) 

NTPC Limited has supported 

DISHA society for implementing 

a project under CSR for two years 

from November 2012 in ten villages 

surrounding NTPC Super 

Thermal Station Kahalgaon in 

Tanishka Kotia, sponsored by REC won WFM (Women FIDE Master) in 14th 

ASEAN+ Age-Group Chess Championship held at Thailand. 

Bhagalpur district, Bihar and in 

Godda district, Jharkhand. The 

aim of the project is to empower 

the poor women to develop ability, 

becomeself -reliant and bring 

about improvement in the quality 

of their life through increased 

participation in community development 

programs. 

Many of these SHGs have been 

linked with banks for delivery of 

micro-credits for starting some 

small business. Skill training in 

tailoring and handicrafts has 

been very useful and around 90 

women have participated in these 

training conducted in their village 

so far. They are considering 

starting their own ventures for 

earning extra income. 

REC sponsored Tanishka 

Kotia wins WFM Title 

REC sponsored Tanishka Kotia 

under its CSR activities won 

WFM (Women FIDE Master) in 

14th ASEAN+ Age-Group Chess 

Championship held at Thailand in 

June 2013 after giving unbeatable 

performance at the tournament. 

Tanishka won the championship 

almost 2 rounds before by continuously 

winning 7 rounds of 

the total 9 rounds. In all rounds 

she scored 8 points out of possible 

9 points. Tanishka gave such 

a tough competition that she left 

her nearest competitor behind by 

1.5 points. In the Championship 

there were 426 top players from 

14 countries viz. Bangladesh, 

China, Hong Kong, Indonesia, 

India, Laos, Malaysia, Mongolia, 

Philippines, Singapore, Thailand, 

Taipei, Vietnam and Russia participated 

under various categories. 

Earlier Tanishka Kotia at 

the age of 3 years 11 months 

was recorded as Youngest Chess 

Player by Limca Book of world 

Records 2008. Subsequently she 

again made a history by getting 

International Rating at an early 

age of 6 years, the age when the 

World Champion Vishy Anand 

started learning Chess. 


97


Awards & Accolades for PSEs 

Mr. C. S. Verma receives CMD 

of the Year Award 

Mr. C. S. Verma, Chairman, SAIL receiving the ‘Star PSU CMD’ 

Award from Mr. Bhupinder Singh Hooda, Chief Minister 

Haryana. 

Mr. C.S.Verma, Chairman, SAIL was conferred 

with ‘Star PSU CMD of the year award’ for outstanding 

performance, by an eminent jury headed 

by Mr. T.K.A.Nair, Advisor to the Hon’ble Prime 

Minister. Mr. Bhupinder Singh Hooda, Chief 

Minister, Haryana presented the award in the presence 

of Mr. Shekhar Dutt, Governor of Chhattisgarh 

and Lt. General. Nirbhay Sharma, Governor, 

Arunachal Pradesh. He received the award under 

the Maharatna category in BT-Star PSU Excellence 

awards-2013 ceremony held at New Delhi recently. 

On receiving the award, Mr. Verma stated that 

Excellence in any field is a result of untiring efforts 

of the whole collective. Therefore the award 

belongs not to one but to all in the organization. 

SAIL’s one lakh plus employees have proved their 

potential again and again whether it be Shram 

Awards, Vishwakarma awards or PM trophy for 

best steel plant. 

CMD, ITI Conferred Performance 

Excellence Award 2012 (Individual) 

Mr. K.L Dhingra, CMD, ITI Limited, received Indian 

Institution of Industrial Engineering “Performance 

Excellence Award 2012 (Individual) during the 17th 

CEO’s Conference organized by IIIE at Amritsar 

recently. 

Mr. K. L. Dhingra, CMD, ITI receiving the IIIE Performance 

Excellence Award (Individual)’. 

CMD, NLC bestowed with ‘BEST NEW CMD 

OF THE YEAR AWARD’ 

Mr. B. Surender Mohan, CMD, NLC, bagged the 

“BEST NEW CMD OF THE YEAR AWARD “in 

the ‘BT-PSU Excellence Awards 2013 Presentation 

Ceremony’ at New Delhi recently. Mr. Shekhar 

Dutt, Governor, Chattisgarh, Mr. Bhupinder Singh 

Hooda, Chief Minister, Haryana and Lt. Gen. 

Nirbhay Sharma, Governor of Arunachal Pradesh, 

presented the award. 

Mr. B. Surender Mohan, CMD, NLC, receiving the Best New 

CMD Award’ from Mr. Shekhar Dutt, Governor, Chattisgarh, 

Mr. Bhupinder Singh Hooda, Chief Minister, Haryana and Lt. 

Gen. Nirbhay Sharma, Governor of Arunachal Pradesh. 


99


NLC scaled new heights in its physical performance 

in the areas of lignite mining and Power generation 

for the year 2012-2013 under the efficient leadership 

of Mr. B. Surender Mohan. The company also 

witnessed an all time high financial performance 

by posting a net profit of Rs 1459.75 Cr during the 

financial year 2012-13. 

CMD, NLC Conferred IIIE Performance 

Excellence Award 2012 

Mr. B. C. Tripathi, CMD, GAIL receiving the PetroFed Award 

from Dr. M. Veerappa Moily, Minister for Petroleum and 

Natural Gas. 

Mr. B. Surender Mohan, CMD, NLC receiving the 

Performance Excellence Award 2012 (Organization 

Category), in the 17th CEOs Conference of Indian 

Institution of Industrial Engineering (IIIE), from 

Commander Bhaskar Muralidhar Bhandarkar, the 

Chairman of IIIE. 

GAIL picks up ‘Company of the Year’ 

awards in the three categories at PetroFed 

Awards 2012 

• Adjudged Company of the Year’ for Oil & 

Gas Pipeline Transportation, Environmental 

Sustainability and Project Management (Rs 500 

crore to Rs 2,000 crore category) 

• Ms. Sandepa Trakroo receives ‘Woman 

Executive of the Year in Oil & Gas Industry’ 

• Most PetroFed awards bagged by GAIL in a 

single year 

GAIL (India) Limited has received Oil & Gas 

Pipeline Transportation Company of the year, besides 

Project Management (Rs 500 cr to Rs 2,000 

cr category) of the year and the Environmental 

Sustainability of the year category. Mr. B C. 

Tripathi, CMD GAIL, along with Director (Projects), 

Director (Marketing), Executive Director (Projects), 

Executive Director (O&M), GM (CP) received these 

prestigious awards from Dr. M Veerappa Moily, 

Union Minister for Petroleum and Natural Gas in 

the presence of Mr. Vivek Rae, Secretary, Ministry 

of Petroleum and Natural Gas and other champions 

of the industry during the Petroleum Federation 

of India (PetroFed) Oil & Gas Industry Awards 

2012 held here. In addition, Ms. Sandepa Trakroo, 

Chief Manager (Corporate Planning), GAIL, won 

the ‘Woman Executive of the Year in Oil & Gas 

Industry’ during the ceremony. GAIL won the 

‘Company of the Year’ award in the Environmental 

Sustainability category in recognition of its key 

role in building sustainable energy future for the 

country. GAIL was also adjudged the ‘Company 

of the Year‘in the Project Management (Rs 500 cr 

to Rs 2,000 cr) category for setting up commercial 

Wind Energy project of 100 megawatts. The recipient 

of the ‘Woman Executive of the Year in Oil & 

Gas Industry’, Ms. Sandepa Trakroo, is a Chemical 

Engineer from BITS, Pilani and also holds a postgraduate 

diploma in financial management. She 

Ms. Sandeepa Trakroo receiving the ‘Woman Executive of the 

Year in Oil & Gas Industry Award’. 


101


has worked in GAIL for over 17 years and played a 

key role in formulation of long-term Strategy 2020 

for GAIL to take the company from Rs 32,000 crore 

turnover in 2010-11 to Rs 130,000 crore by 2019-20. 

NTPC bags the top honour as Thermal 

Generator 

the national responsibility by producing coal. 

EIL honoured with Petrofed Awards 

Engineers India Ltd. (EIL) has been honoured with 

Petrofed 2012 Special Commendation Awards. The 

awards were presented by Minister of Petroleum & 

Natural Gas, Dr. M. Veerappa Moily in an award 

function in New Delhi recently. EIL won awards in 

the category of Innovator of the Year-Team jointly 

with CPCL for development of OxyEnrich Process 

for capacity enhancement for Sulphur Recovery 

Unit and with IOCL for Diesel Hydrotreating 

and Light Isomerisation technology. These awards 

were received by Mr. A K Purwaha, CMD and Mr. 

Ajay N. Despande, Director (Technical) of EIL. 

Woman Executive of the Year Award was received 

by Ms. Jayati Ghosh, DGM (Process Design & 

Development) of EIL. 

Dr. Arup Roy Choudhury, CMD, NTPC receiving the Top 

Performing Thermal Generator Award from Mr. Jyotiraditya 

Scindia, Minister of State for Power. 

NTPC has been honoured as the top performing 

thermal Generator in the Powerline Awards held in 

New Delhi. The award was received by Dr. Arup 

Roy Choudhury, CMD, NTPC from Union Minister 

of State for Power, Mr. Jyotiraditya Scindia. 

Mr D. C. Garg felicitated with 

“Performance Excellence Award -2012” 

CMD of Western Coalfields Limited Mr. D. C. Garg 

has been felicitated by “Performance Excellence 

Award - 2012” by Indian Institute of Industrial 

Engineering during 17th CEO Conference at 

Amritsar recently. This award is given for achieving 

high financial standard and to contribute towards 

Dr. M. Veerappa Moily, Minister of P&NG presenting Petrofed 

Awards to Mr. A. K. Purwaha, CMD, EIL (left) & to Ms. Jayati 

Ghosh, DGM, EIL (right). 

WCL Gets BT-Star PSU Award for 

Corporate Social Responsibility 

Recently CMD of Western Coalfields Limited, Mr 

D.C. Garg has been felicitated with the BT-Star PSU 

Mr. D. C. Garg, CMD, WCL (2nd from left) received the 

‘Performance Excellence Award 2013’. 

Mr. D. C. Garg, CMD, WCL receiving the BT-Star PSU Award 

from Mr. Bhupinder Singh Hooda, Chief Minister, Haryana. 


103


Award for Corporate Social Responsibility in Delhi. 

The Award was given to WCL for best practices of 

Corporate Social Responsibility among Miniratna 

category. While addressing the august gathering 

Mr. Garg said that this award is the result of collective 

effort and hard work of entire team of WCL. 

WCL has taken massive CSR initiatives and completed 

205 CSR activities during FY 2012-13. In 

the Financial Year 2013-14, 435 new CSR activities 

will be taken up for execution in all the ten areas 

of WCL, including Rs 1.5 crores for relief work in 

draught affected areas of Maharashtra. 

Director (Finance), BHEL receives 

Best CFO Award 

Mr. P. K. Bajpai, Director (Finance), BHEL receiving 

‘BT-Star Award 2013 for Excellence in Innovation 

(Tech/R&D)’ in the Maharatna/Navratna category, 

from Mr. Shekhar Dutt, Governor of Chhattisgarh, 

in the presence of Mr. Bhupinder Singh Hooda, 

Chief Minister of Haryana. 

the Best CFO of a PSU (Large Companies) Award, 

from Mr. Anand Sharma, Union Minister for 

Commerce & Industry. 

CMD & Director (Power) BHEL receive 

the ‘BT-Star Award 2013 

Mr. B. Prasada Rao, CMD, BHEL, receiving the 

Mr. Atul Saraya, Director (Power), BHEL, receiving 

the ‘BT-Star Award 2013 for Excellence as Director 

(Projects) in the Maharatna/Navratna category, 

from Mr. Shekhar Dutt, Governor of Chhattisgarh. 

HAL, Sagem (France) to Setup Facilities at Hyderabad 

Hindustan Aeronautics Ltd 

(HAL) has entered into 

contract during the ongoing 

Paris Air Show with SAGEM 

(Safran, France) for setting up of 

manufacturing and depot level 

maintenance facilities for Automatic 

Flight Control System (AFCS) 

LRUs (Line Replacement Units) including 

sensor at HAL Hyderabad. 

The Transfer of Technology (ToT) 

will enable HAL-Hyderabad to inhouse 

manufacture and depot level 

maintenance of AFCS LRUs for 

ALH, IJT platforms. The possibility 

of fitting AFCS LRUs on LCH 

and LUH platforms is being explored. 

The facilities at Hyderabad 

are expected to be established in 

two years to cater to the Indian 

customers. 


105


SAIL Steel Production up by 6% in Q1 ‘14 

Steel Authority of India 

Limited (SAIL) has achieved 

the highest ever Q1 production 

of saleable steel at 3.2 million 

tonnes (MT), up by 6 percent over 

corresponding period last year 

(CPLY). In the first quarter of FY 

’14, SAIL has registered impressive 

growth in various production 

and techno-economic parameters. 

Production of value added 

steel touched the best ever Q1 

mark, at 1.28 MT, a y-o-y growth 

of 4 percent. Efficiency of production 

also got a boost with specific 

energy consumption at 6.57 gcal/ 

tcs, lower by 1 percent than CPLY, 

and BF productivity of 1.57 t/ 

Cum/day, better by 2 percent. As 

for the month of June ’13, saleable 

steel production of 1.08 MT was 

higher by 7 percent compared to 

same month last year. 

The Modernization & Expansion 

programme (MEP) received new 

fillip during the quarter with the 

commissioning of new Coke Oven 

Battery No. 6 at SAIL Rourkela 

Steel Plant (RSP) in June this year. 

The new Battery complex, built at 

a cost of Rs. 1400 crore, has an annual 

capacity of 0.768 MT. Other 

projects under MEP which started 

production include new Sinter 

Plant and Coke Oven at RSP, Air 

Separation Unit of Oxygen Plant 

at Bhilai Steel Plant, Raw materials 

Handling Plant, Coke Oven, 

Sinter Plant and Wire Rod Mill & 

RHF at IISCO Steel Plant. 

During April-June 2013, new 

projects worth around Rs 2700 

crore have commenced production, 

significant among them are 

the new 7 meter tall battery complex 

along with coke dry cooling 

plant and the 2500-mm wide slab 

caster, both at RSP. The new 4,060 

cubic meter blast furnace at RSP 

will also commence production 

in the current month. This furnace 

is the largest blast furnace 

in the country. With several other 

projects on the anvil, the annual 

production capacity of hot metal 

is expected to grow to 19 MT by 

next fiscal from the current level 

of14 MT. 

Rural Electrification Projects under RGGVY 

Entrusted to POWERGRID 

The implementation of rural 

electrification projects under 

Rajiv Gandhi Grameen 

Vidyutikaran Yojana (RGGVY) 

for Siddarthanagar, Deoria and 

Pratapgarh districts of Uttar 

Pradesh have been entrusted to 

Powergrid Corporation of India 

Ltd. (PGCIL). The project costs 

for these districts are Rs. 5600.79 

lakhs, Rs. 7154.18 lakhs & Rs. 

11655.45 lakhs respectively. 

The projects shall be executed 

within two years from the date of 

award of the projects by PGCIL. 

A letter to this effect was handed 

over by Mr. Rajeev Sharma, 

CMD REC to Mr. R.N. Nayak, 

CMD PGCIL in the presence of 

Mr. Jagdambika Pal, Member of 

Seen in the picture (L to R) are Mr. Rajeev Sharma, CMD, REC, Mr. Jagdambika Pal, M.P., 

Smt. Rajkumari Ratna Singh, M.P. & Mr. R. N. Nayak, CMD, PGCIL. 

Parliament, Smt. Rajkumari Ratna 

Singh, Member of Parliament and 

other senior officers of REC and 

PGCIL. 


107


Ambassador of Tajikistan Visits NSIC 

A 

delegation led by Mr. Saidbeg Saidov, 

Ambassador of the Republic of Tajikistan 

to India visited NSIC to discuss various areas 

of cooperation for the development of MSMEs 

in Republic of Tajikistan and to know about selfemployment 

opportunities through Incubation 

program of NSIC in the country. The delegation 

was briefed by Dr. H.P. Kumar, CMD, NSIC and 

other officials about the program. The Ambassador 

of Tajikistan to India expressed his keen interest 

in SME Business practices for self employment 

creation. 

SADC Committee of Ambassadors 

Visits NSIC 

A delegation led by Mr. Jose Maria Morais, High 

Commissioner, Republic of Mozambique visited 

NSIC to discuss various areas of development 

cooperation between India and South African 

Development Community (SADC) members and 

to know about self-employment opportunities 

through Incubation program of NSIC in the country. 

The delegation was briefed by Dr. H.P. Kumar, 

CMD, NSIC and other officials about the program. 

The SADC Committee of Ambassadors expressed 

their keen interest in the Incubation Centres set up 

by NSIC for self employment creation. 

BHEL Bags Rs. 450 Cr World Bank funded 

Renovation & Modernisation Contract for 

210 MW Thermal Unit at Koradi TPS 

Bharat Heavy Electricals 

Limited (BHEL) has won 

a prestigious order for the 

Energy Efficient Renovation & 

Modernization (EE R&M) of a 210 

MW thermal unit in Maharashtra. 

The World Bank-funded contract 

has been placed on BHEL by 

the Maharashtra State Power 

Generation Corporation Limited 

(MSPGCL). The order envisages 

design, supply and installation 

for the EER&M of the 1x210 MW 

Boiler, Turbine and Generator 

package for the 210 MW Unit 

6 at Koradi Thermal Power 

Station (TPS). With this order, 

BHEL has made an entry into 

the Energy Efficient Renovation, 

Modernization and Uprating 

business. 


109


4th Reserve Battalion Headquarter 

of CISF Inaugurated 

Union Finance Minister, Mr. P.Chidambaram 

& Union Home Minister, Mr. Shushil Kumar 

Shinde, seen inaugurating the 4th Reserve 

Batallion Headquarter of CISF at Shivagangai, 

Tamil Nadu. Also standing on the stage is Mr. S.D. 

Sharma, SGM (Engg), NBCC. The project was executed 

by NBCC at a cost of Rs. 100 Cr. 

Mr. S. K. Pal, Director (Finance), NBCC, seen 

inaugurating the new office space of NBCC’s 

Zone-I/ ED-I at NOIDA, 16A, recently. Also, seen 

accompanying him are: Mr. Rakesh Maryam, ED-I, 

Mr. Trilok Chand, DGM (Finance) and other officers 

of the Zone. 

WCL Gets Coal Reserves of 2.1 Million 

Tonnes by Allocation of Dhou North Block 

Struggling to enhance coal 

output in view of closure 

of three mines namely 

Nandan-II Underground, Damua 

Underground and Nandan-I underground 

and looming threat 

of transfer of workers from 

three mines to outside Pench- 

Kanhan Coalfields, Western 

Coalfields Limited, received a 

shot in arm with the Government 

announcing the allocation of 

Dhou North coal mine having 

Washery Grade, Coal Reserve of 

2.074 million tonnes, capable of 

producing 360000 tonnes per year 

and absorb about 340 persons in 

mining operations in Chhindwara 

District. The company will get 

more coal output, whereas the 

employees of nearby closing 

mine will get a new lease of life. 

The Ministry of Environment and 

Forest has recommended mining 

in Dhau North Coal block within 

the migratory corridor between 

Pench and Satpuda Tiger reserves 

identified by MoEF subject to 

the condition that underground 

mining will be allowed only if 

it is allotted to WCL for working 

through existing inclines of 

Nandan II mine. 

Mr. D C Garg CMD, WCL has expressed 

his thanks to Mr. Kamal 

Nath, Union Minister for Urban 

Development and Parliament 

Affairs, Mr. Sriprakash Jaiswal, 

Union Minister of Coal and Mr. 

S K Srivastava Secretary Coal 

for timely help to WCL. The coal 

block to WCL is being considered 

as a gift to the mining town, 

which looks forward for further 

development. 


111


Union Minister of State (CA, F&PD) Visits 

Railside Warehouse Complex, Whitefield, 

Bangalore, of CRWC 

Personalia 

Mr. Deepak Kumar Hota 

assumes charge of Director (HR) and Member 

of the Board of BEML Limited. 

Prof. K. V. Thomas, MoS for Consumer Affairs, Food & Public Distribution (I/c) visiting 

the Railside Warehouse Complex, alongwith MD, CRWC in Bangalore recently. 

Mr. Vijay Mohan Kaul 

is appointed as Independent Director on the 

Board of Power Finance Corporation Limited 

The Central Railside 

Warehouse Company Ltd., 

provides Multi - Modal 

Logistics to the trade and support 

Indian Economy in reducing 

logistics cost. CRWC is presently 

operating Railside Warehousing 

Complexes across the country. 

The Union Minister of State for 

Consumer Affairs, Food & Public 

Distribution, Prof. K. V. Thomas 

visited its Railside Warehouse 

Complex situated at Whitefield 

Bangalore. This Railside Warehouse 

Complex has total capacity 

of 29,700 MT and land area 

of 24,034 sq.mtrs. was started 

in Phase-I in 2002 & Phase-II in 

2006 as a major rail route warehouse 

complex, which receives 

cargo, mainly cement and fertilisers. 

The complex receives 

and handle about 2500 wagons 

per month. Parcel/Express cargo 

trains also operate from here. The 

special trains carry aggregated 

clean cargo i.e. mixed goods, 

Whitegoods, garments, coconut 

products, chocolates, automobile 

tyres, spices from this terminal to 

various destinations and in return, 

goods like tea, electronic goods, 

etc. are brought back by the parcel 

train. The RWC, Whitefield has 

been a successful model in field of 

Logistics. 

The Minister while interacting 

with the users and customers at 

the complex, suggested to MD/ 

CRWC for mechanisation and 

modernization of the entire handling 

process. He appreciated 

the good work of CRWC especially 

with respect to pilot project 

of Conveyor belt operation in 

Warehouse. He instructed that 

welfare of the labourers like water, 

toilet, canteen, shelter, etc. should 

be taken special care. As they are 

handling cement, assistance in 

form of medical help may also be 

considered by CRWC. 

Dr. B.P. Sharma 

assumes charge as Airport Director, 

Airports Authority of India, 

NSCBI Airport-Kolkata. 

Mr. P. S. R. K. Sudhakar 

is appointed Regional Executive Director, 

AAI (North- Easern Region) 

Mr. Suddhasawata Bhaduri 

takes over as Regional Executive Director, 

AAI (Eastern Region) 


113



115



117



119



121


Regd. No. DL(S)-17/3229/2012-2014 

RNI No. 37112/81

Skill Development - scope

Create successful ePaper yourself

Delete template?

Save as template?