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                               Opportunities in the skills space and
                               introduction to NSDC

                               February 2011
Agenda




NSDC – an introduction




 Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   1
NSDC created as a part of the government’s co-ordinated
action in the skills space


     Prime Minister’s National Council for Skill                                                                                       NSDC structure
                   Development
                                                                                                                           NSDC is a Public Private
                                                                                                                           Partnership created by the
                                                                                                                           Ministry of Finance
                                                                                                                            • 51% stake by industry
                                                                                                                            • 49% stake by GOI
              National Skill Development
                 Co-ordination Board                                                                                       Initial funding of ~ INR
                                                                                                                           1000 cr received from the
                                                                                                                           GOI and parked with the
                                                                                                                           NSDF for use of NSDC


                                                Private sector
   Government
                                                  initiatives
    Initiatives                                                                                                             Target skilling / up skilling
17 Central Ministries
                                                                                                                            150 million people by 2022
                                                                                                                            by fostering private sector
                                                                                                                                   participation


 Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   2
Investor Servicing


NSDC to achieve mandate through three key pillars


                      Create                                                         Fund                                                       Enable



                                                                         Reduce risk by                                              Support systems
                                                                         providing patient                                           required for skill
          Proactively catalyze
                                                                         capital                                                     development
          creation of large,
          quality vocational                                                                                                         •     Sector skill councils
                                                                         Improve returns by                                          •     Quality Assurance
          training institutions                                                                                                      •     Information system
                                                                         providing viability
                                                                         gap funding                                                 •     Train-the-trainer




                  Create the                                                   Demonstrate
                                                                                                                                           Create a viable
               vision and help                                                commitment to
                                                                                                                                             ecosystem
               define the path                                                 the purpose




 Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.         3
Key elements of NSDC funding

   Elements                                                                                         Description


                                        • Any organization with scalable, sustainable business model that ensures
                                          employability of the resources trained
Who gets funded?
                                            • Including start ups



                                        • ~Upto 75% of the project cost
   What is the
amount of funding?



                                        • Debt at subsidized rates ; other features like moratorium built in depending
 What is the form                         upon nature of project
  of funding ?                          • Equity
                                        • Grant funding (only in very select cases)


     Is there                            • NSDC is looking to fund businesses that seek to create employable people
  special focus?                           across all sections of the society


  Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   4
Robust process designed to ensure rapid turnaround in the
process
                                                                                                Roles and responsibilities

Board                                                                                           • Final approval of proposals
                                                                                                  recommended by the PAC
Representatives of key stakeholders – both government and
private sector
Chairman and CEO of NSDC


Proposal Approval Committee (PAC)                                                              • Recommend the proposal for
                                                                                                 approval by the Board or,
Diverse representation from the MoF, private equity, NGOs,                                     • Consider proposal not
industry                                                                                         worthy of further                                             Turnaround of
                                                                                                 consideration                                                  < =3 months
                                                                                                                                                                targeted for
                                                                                                                                                                 proposals
Proposal Evaluation Committee (PEC)                                                           • Form a view on the proposal
                                                                                                based on discussions after
Due diligence partners                                                                          financial, technical and legal
NSDC team                                                                                       due diligence for discussion
                                                                                                at the PAC


                                                                                                • Detailed evaluation of worthy
Proposal Introduction and evaluation – test of                                                    proposals
responsiveness, technical, financial and legal due                                              • Financial , technical and
deligence                                                                                         legal due diligence on the
                                                                                                  proposals


   Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.      5
Select case study – WorkSkills

    Elements                                                     Description


                                         •    Combination of equity and debt funding
                                         •    No of centers to be launched – 383 across 11
Deal value and size                           states
                                         •    No of people trained in 10 years – 11.57 Mn




                                          •    Created as JV between NSDC and Centum (a Bharti subsidiary)
                                          •    Franchisee model with governance structure put in at different
                                               levels
 Business model                           •    Govt grants being used to target BPL students, but attempt to
                                               move towards self sustaining model of funding
                                          •    Innovative use of existing infrastructure to impart education




                                         •     Advance stages of discussion with KVIC for skilling workforce
                                         •     Discussions with state governments underway
 Progress till date                      •     Content being developed for skills in different sectors




   Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   6
Select case study – B - ABLE

    Elements                                                     Description

                                         •    Rs 30.3 Cr – Debt financing
                                         •    No of centres to be launched – 400
                                         •    No of people trained in 10 years – 1 Mn
Deal value and size                      •    Capacity created per annum – 0.2 Mn



                                         •    Hub and spoke model for centre creation
                                         •    In addition to classroom training guaranteed
                                              4 week apprenticeship with a prospective
                                              employer
 Business model
                                         •    Tie ups with corporates like L&T and Tata
                                              dealers established
                                         •    6 trades being covered – Agriculture and
                                              allied activities, Construction, Tourism,
                                              Banking, Hospitality, Food Processing


                                         •     3 centres set up – Purnia, Dausa and Dehra
                                               Dun
 Progress till date                      •     49 enrollments




   Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   7
In addition Sector Skills councils being set with 3 key
objectives

Information and Inputs
      – Setting up LMIS to assist planning and delivery of training
      – Identification of skill development needs and preparing a catalogue of skill types
      – Develop a sector skill development plan and maintain skill inventory


Standards and Recognition
      – Developing skill competency standards and qualifications
      – Standardisation of affiliation and accreditation process
      – Participation in affiliation, accreditation, standardisation


Best Practice introduction
      – Plan and execute training of trainers
      – Promotion of academies of excellence



 Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved.   8

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Nsdc iacc sent skills space - opportunities - feb2011- for circulation

  • 1. For Private Circulation only Opportunities in the skills space and introduction to NSDC February 2011
  • 2. Agenda NSDC – an introduction Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 1
  • 3. NSDC created as a part of the government’s co-ordinated action in the skills space Prime Minister’s National Council for Skill NSDC structure Development NSDC is a Public Private Partnership created by the Ministry of Finance • 51% stake by industry • 49% stake by GOI National Skill Development Co-ordination Board Initial funding of ~ INR 1000 cr received from the GOI and parked with the NSDF for use of NSDC Private sector Government initiatives Initiatives Target skilling / up skilling 17 Central Ministries 150 million people by 2022 by fostering private sector participation Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 2
  • 4. Investor Servicing NSDC to achieve mandate through three key pillars Create Fund Enable Reduce risk by Support systems providing patient required for skill Proactively catalyze capital development creation of large, quality vocational • Sector skill councils Improve returns by • Quality Assurance training institutions • Information system providing viability gap funding • Train-the-trainer Create the Demonstrate Create a viable vision and help commitment to ecosystem define the path the purpose Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 3
  • 5. Key elements of NSDC funding Elements Description • Any organization with scalable, sustainable business model that ensures employability of the resources trained Who gets funded? • Including start ups • ~Upto 75% of the project cost What is the amount of funding? • Debt at subsidized rates ; other features like moratorium built in depending What is the form upon nature of project of funding ? • Equity • Grant funding (only in very select cases) Is there • NSDC is looking to fund businesses that seek to create employable people special focus? across all sections of the society Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 4
  • 6. Robust process designed to ensure rapid turnaround in the process Roles and responsibilities Board • Final approval of proposals recommended by the PAC Representatives of key stakeholders – both government and private sector Chairman and CEO of NSDC Proposal Approval Committee (PAC) • Recommend the proposal for approval by the Board or, Diverse representation from the MoF, private equity, NGOs, • Consider proposal not industry worthy of further Turnaround of consideration < =3 months targeted for proposals Proposal Evaluation Committee (PEC) • Form a view on the proposal based on discussions after Due diligence partners financial, technical and legal NSDC team due diligence for discussion at the PAC • Detailed evaluation of worthy Proposal Introduction and evaluation – test of proposals responsiveness, technical, financial and legal due • Financial , technical and deligence legal due diligence on the proposals Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 5
  • 7. Select case study – WorkSkills Elements Description • Combination of equity and debt funding • No of centers to be launched – 383 across 11 Deal value and size states • No of people trained in 10 years – 11.57 Mn • Created as JV between NSDC and Centum (a Bharti subsidiary) • Franchisee model with governance structure put in at different levels Business model • Govt grants being used to target BPL students, but attempt to move towards self sustaining model of funding • Innovative use of existing infrastructure to impart education • Advance stages of discussion with KVIC for skilling workforce • Discussions with state governments underway Progress till date • Content being developed for skills in different sectors Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 6
  • 8. Select case study – B - ABLE Elements Description • Rs 30.3 Cr – Debt financing • No of centres to be launched – 400 • No of people trained in 10 years – 1 Mn Deal value and size • Capacity created per annum – 0.2 Mn • Hub and spoke model for centre creation • In addition to classroom training guaranteed 4 week apprenticeship with a prospective employer Business model • Tie ups with corporates like L&T and Tata dealers established • 6 trades being covered – Agriculture and allied activities, Construction, Tourism, Banking, Hospitality, Food Processing • 3 centres set up – Purnia, Dausa and Dehra Dun Progress till date • 49 enrollments Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 7
  • 9. In addition Sector Skills councils being set with 3 key objectives Information and Inputs – Setting up LMIS to assist planning and delivery of training – Identification of skill development needs and preparing a catalogue of skill types – Develop a sector skill development plan and maintain skill inventory Standards and Recognition – Developing skill competency standards and qualifications – Standardisation of affiliation and accreditation process – Participation in affiliation, accreditation, standardisation Best Practice introduction – Plan and execute training of trainers – Promotion of academies of excellence Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2010 NSDC. All Rights Reserved. 8