PROPOSAL FOR SKILL DEVELOPMENT PROJECT

IN THE MINING SECTOR

DMFT Jajpur (Odisha)

NOVEMBER 10, 2022

PANTISS SCHOOL FOR GREEN MINES AND SHIPPING
1215/1500, Khandagiri Bari, Bhubaneswar, Odisha, 751030
 Table of Content
Page Number
1. Background and Understanding........................................................................... 2
2. Project Rationale .................................................................................................. 3
3. Our Understanding of District Mineral Fund Trust (DMFT)
under Pradhan Mantri Khanij Kshetra Kalyan Yojana (PMKKKY) ....................... 14
4. Financial Outlay for the Proposed Skill Development Project
at Jajpur for Residential Training.........................................................................15
5. Process Flow for Project Execution ..................................................................... 19
6. Previous Projects Conducted at/with ................................................................. 19
7. Impact Assessment by Third Party ...................................................................... 19
8. Monitoring… ........................................................................................................ 20
9. Risk Mitigation ...................................................................................................... 20
10. Project Outcome: Benefits to Stakeholders ......................................................... 21
11. Sustainability and Exit Strategy ............................................................................22
12. Gallery for some projects ..................................................................................... 23
13. Pantiss Brief Details… ........................................................................................... 28

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 Proposal for Skill Development Project
DMFT, JAJPUR (Odisha)
1. Background and Understanding
This proposal is being submitted to The Chairman, DMFT, Jajpur in reference to the initial mail sent
on 7th December 2021 and the reply mail received on 10th March 2022 in this regard. A proposal was
submitted on 17th March 2022.
1.1. Scope: The project aims to impart skill development training to the fresh youth of Jajpur district
in the industry/market-driven job roles in the mining sector. The project will ingrain new skills
to capacitate the trained youth to be employable in their respective trades. The proposal also
aims to impart training to the existing workforce working in the mining industry and willing to
go for Refresher/Reskilling/Upskilling training.

1.2. Objectives of the program:

• To focus on capacity building of fresh youth for the creation of a skilled workforce for the
mining sector as per industry demand.
• To enhance productivity by reskilling/upskilling the existing workforce.
• To reduce non-desirable operational expenses and accidents/inefficiencies by reinforced
training.
• To improve efficiency by the inclusion of soft skills, entrepreneurship, digital literacy, and
English language skills in the training curriculum.
• To contribute by improving the employability of the youth of the district under the Skill India
Mission.

1.3. Target Beneficiaries:

For Short Term Training: The local unemployed school/college dropout/passed youth of the
district (all genders aged between 15 to 45 years) who are aspiring to make their career in the
mining sector.
For RPL/Upskilling: Workers engaged in organized/unorganized sectors.

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2. Project Rationale

2.1 Economy in Odisha (As per Odisha Economic Survey 2020-21):

As per the International Monetary Fund (IMF) assessment, the world output is expected to
grow at -4.9 percent in 2020-21. Central Statistical Organization (CSO) in its Advance
estimates pegged India’s growth at-7.7 percent during 2020-21.
The economy of Odisha has grown at 7.1 percent per annum during 2012-13 to 2019-20 and
the expected growth rate is (-) 4.92 percent in 2020-21 (AE). The decline in the growth rate
for 2020- 21 (AE) is attributed to the devastating impact of Covid-19 on the state economy.
But for the resilience of the state economy and effective governance measures in managing
the pandemic, the decline would have been much sharper.
A comparative analysis of the growth performance of Odisha vis-a-vis other states of India
during 2012-13 to 2019-20 reveals a positive differential trend in the State’s average annual
growth rate. It indicates that between 2012-13 and 2019-20, Odisha’s economy grew at an
average annual rate of 7.1 percent, a rate faster than the national average of 6.6 percent and
13 other states of the country. The contraction in Odisha’s real GSDP growth in 2020-21 at -
4.92 percent is lower than the contraction of the national economy (-7.7 percent.

2.2 Industrial Development and Mineral Resources in Odisha (As per Odisha Economic Survey
2020-21):
• Industrial development is the engine of the economic growth of a nation. The sector
currently leads the developmental change of the State, constituting 36% of States’ GVA
relative to 26% at the All India level as per 2020-21(AE).
• As per the 2019-20 Revised Estimate (RE), the growth of the Industry sector was 3.61 % in
Odisha as compared to 0.92% in All India. This is due to the significantly large share of the
Mining sector in Odisha.
• The Annual Average growth rate of the Industry sector during the last 9 years has been
5.36% as against 3.77% at the National level.
• However, due to disruptions caused by the COVID-19 pandemic in early 2020 and
continuing to date, the expected growth of the Industry sector in Odisha at Constant (2011-
12) prices is (-)8.83 % as against (-) 9.57% at All India level as per 2020-21(AE).

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 • The state accounts for the Country’s 96% Chromite,92% Nickel,51 % Bauxite,33% Iron Ore,
43% of Manganese Ore, and 24% of Coal Reserves as of 1.4.2019.
• Odisha contributed around 25 % of the total major mineral produced in the country.
• Mining Revenue collection during 2019-20 was INR 11020.02 Cr showing a growth of 90%
over 2015-16. Share of Sub-Sectors in Industry GVA in Odisha,2020-21 Mining & Quarrying
48.4 18.4 8.6 24.6 Manufacturing Construction Electricity, Gas & Water Supply Industrial
Development and Mineral Resources
• Mineral Exploration programs have been executed by the Directorate of Geology for
minerals like Coal, Manganese, Chromite, Limestone, Graphite, China clay, Fireclay,
decorative stones, etc. for upscaling of resources during 2019-20.
• The Integrated Mines & Mineral Management System (i3MS) Project serves as one of the
primary drivers of “ease of doing business” and a classic example of good governance under
5T principles adopted by the State Govt.
• Under the i3MS Project, INR 49309.60 Cr. of Mining Revenue and INR 292.45 Cr. of User
Fees/Application Fees were collected. Besides, more than 8.02 lakh e-permits and 6.82 Cr. e-
passes were issued. More than 98405 Thousand User Registrations were made during 2019-
20.

2.3 Mining Sector of Odisha (As per Odisha Economic Survey 2020-21):
2.3.1. Performance of the Mining and Quarrying Sector in Odisha:
Odisha’s rich mineral resources contribute multi-dimensionally to its economic development.
The mining and quarrying sector contributed 8.98% of State GVA in 2020-21(AE) which was 9.02%
during 2019- 20 (RE). Odisha occupies a prominent place in the country as a mineral-rich State.
The reserve scenario of India is available for 2015, as the study was conducted every 5 years.
Between 2010-15, one more study had conducted during 2013 due to mining litigation
throughout the Nation.

2.3.2 Major Minerals in Odisha:

Odisha accounts for the country’s 96% Chromite, 92% Nickel, 51% Bauxite, 33% Iron ore, 43% of
Manganese ore, and 24% of Coal. The share of Odisha’s reserve of major selected minerals as of
date 01.04.2019 with the reserve of India is given in the figure below:

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The State has managed to increase the quantum of identified reserves for major minerals. With
regular exploration, the size of reserves for the majority of key minerals such as iron ore,
chromite, coal, and bauxite has increased since 2010-11. The estimated reserve of major minerals
is given in the following table:

2.3.3 Mineral Production in Odisha:

Odisha is the leader in the production of minerals like Iron ore, Bauxite, and Coal and the only
producer of Chromite in our Country during 2019-20. The State contributed 34.3% of the total
mineral production in the country. 3.3.5 The State is richly endowed with vast resources of a
variety of minerals and therefore occupies a predominant place in the country’s minerals map.

The percentage share of major mineral production of Odisha to India and also the rank of Odisha
among all states is presented in the table below. Odisha occupies rank 1 in the production of
Bauxite, Coal, Chromite, and Iron Ore. In the case of Manganese ore, Odisha ranks 3. Besides the
above, it also produces Graphite, Limestone, and other minerals. The state is a mineral hub with
ample opportunities for Industrial Units.

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2.3.4 Employment in Mining Sector in Odisha:
Mining and quarrying provide employment to different sections of the population. The sector
plays a vital role in providing employment, particularly to the tribal and unprivileged people of
the mining belt. The table below depicts the number of workers directly engaged in various
mining activities in different years. By the end of 2019-20, around 59,636 workers were employed
directly in major mineral activities. Coal mining directly employs the largest number of workers
(22,700) followed by iron ore (19,850 workers), chromite (7,010 workers), and Manganese (4,215
workers) on the same basis. The sector has been increasingly employing labor-saving and capital-
intensive production techniques and technology over the years. It was noted that 71% of the
workers are employed in iron ore and coal sub-sectors.

2.3.5 Skilled in Odisha Initiative:

It is projected that by 2026, there will be a demand for 22.58 lakh highly skilled and 62.11 lakh
semi-skilled professionals (Skill Gap Assessment report for Odisha, 2012).

A number of workers directly employed in major mineral activities, during the period 2015-16 to 2019-20
(P):

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2.4 About Jajpur district:
Jajpur district is spread over 2888 square kilometers which forms approximately 1.86 percent of
the total geographical area of the state. Administratively, the district is divided into 1 subdivision,
10 tehsils, 10 blocks, 311-gram panchayats, and 1781 villages.
As per the census 2011, Jajpur has a population of 18.26 lakhs of which males and females are
9.26 lakhs and 9 lakhs respectively. There is a change of 12.41% in the total population compared
to the population as per the 2001 census. The district constitutes 4.35% of the total population
of the state and is the 7th most populated district with a population density of 630 in 2011 making
Jajpur the fourth-most densely populated district of Odisha. The district has a sex ratio of 972 as
per the census of 2011.
With regard to the social composition of the population, SCs constitute approximately 23.7% of
the total population while STs form 8.3% of the total population. The district is predominantly
rural with only a 4.5% urban population. As the per 2001 census, the population in the working-
age group 15-59 years constituted 58.79% of the total population.

2.5 Minerals found in the District (As per District Survey Report of Jajpur District (2018)- For
Planning and Exploiting of Minor Mineral Resources):
Minerals found in the district include iron ore, chromite, quartzite, and pyroxenite apart from
minor minerals like building stone, sand, laterite, morrum, and brick earth. Minerals found within
the district:

Chromite: Chromite deposits are located in the Sukinda Ultramafic complex around Bhimtangar,
Kaliapani, Sukarangi, Saruabil, and Surjang areas. The total reserve of chromite is estimated in
the order of 164.24 million tonnes with 30% Cr2O3.

Nickel: Nickel ore is associated with chromite bodies within the Sukinda Ultramafic Complex and
found around the Kansa sector, Kamarda-Saruabil sector, Kaliapani sector, and Tisco sector. The
total reserve of all grades (high + low) of Nickel ore is estimated in the order of 140 million tonnes.

Iron ore: Iron ore occurs at Daitari and Mahagiri hill ranges.

Platinum group of elements (PGE): The PGE occurs in dunite, peridotite, and granite occurring
in the Sukinda valley area. The PGE values vary from 2ppb to 12ppb in these rocks and 50ppb in
chromite and are relatively high, i.e. 60ppb to 500ppb in chromite horizons at places.

Red ochre: Small occurrences of red ochre are observed in the Daitari hill ranges.

Plastic clay: The non-swelling plastic clay occurs in the north of the Bhimtangar.

Soapstone: Small occurrences of soapstone are reported to the north of Brahmani River around
292m hill.

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 Other than the above-mentioned minerals, minor minerals such as river sand, laterite slabs,
building stone/black stone/road metals, morrum, brick earth, etc. are also available in the
district. Most of the building stone/black stone/road metals potentials are located in Dharmasala,
and Sukinda Tahasils of the district. Others like laterite, morrum, sand, and earth are distributed
in almost all tahasils.

2.6 Industry in Jajpur:

Jajpur district has a huge potential for the development of industries due to its strategic location,
proximity to the state capital, and easy access to water sources (Rivers- Baitarni, Kani, Kharasrota,
Budha, Badagenguti, Brahmani, Kelua, and Birupa), an adequate supply of power.

Major industries present in Jajpur are Nilanchal Ispat Nigam Ltd, TATA Steel Ltd, Jindal Steel Ltd,
VISA Steel, Rohit Ferro Tech Ltd, K.J. Ispat Ltd, IDCOL Ferrochrome, Maithan Ispat Ltd, MESCO,
Dinabandhu Steel and Power, etc.

As per ‘Brief Industrial Profile of Jajpur District 2019-20’ carried out by MSME-Development
Institute, Cuttack, one of the general issues raised by the industry association was – ‘Lack of
technical know-how and skilled labor’.

2.7 District wise Skill Gap (Quantitative Analysis)

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2.8 Development Potential and Skill Requirement for Jajpur (District wise summary):

2.9 Jajpur Skill Gap Assessment report (As per NSDC-E&Y District Level Skill Gap Study for
Odisha 2012):
During the next 15 years (i.e. 2012-2026) the total workforce demand for skilled jobs in Jajpur
District is expected to grow to 3.9 lakhs in 2026.

Incremental Demand Supply Gap:

On the assumption that the current levels (as of 2011) of available educational infrastructure and
utilization remain the same, the demand-supply gap for skilled human resources (i.e. for highly
skilled, skilled, and semi-skilled jobs) is expected to widen by more than 0.9 lakhs during the
period 2011-2026.

https://nsdcindia.org/sites/default/files/files/odisha-skill-gap-report.pdf

2.10 Skilling in Heavy Equipment Machineries:

The Mining, Infra & Construction industry in India has been going through a phase of
transformation over the last five years. The industry is deeply impacted by Government
regulations, environmental concerns, and technological changes. The level of technological
changes and mechanization that is happening in the industry requires skilled operators to
optimally use these machines so that investment can be recovered.
It is in this context that Skill Council for Mining Sector (SCMS) has approached the District Mineral
Fund Trust (DMFT) to undertake skilling programs for Heavy Equipment Operators that will
promote local employment of the youth and at the same time benefit local industry. The funds
for the same can be utilized by DMFT in high priority sector “Skill Development” in the mining
area.
SCMS, through its affiliated Training Partner, has also spoken to industry veterans across OEMs,
and large contractors and also surveyed heavy equipment operators across the country to get a
first-hand assessment of the situation on the ground. Some of the key findings are as follows:
a. There are currently 18 lakh heavy machines operating in the country and we have only 2 lakh
trained operators. That means there is a deficit of 34 lakhs (18*2-2), skilled operators, in the
country.

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 b. In addition, every year about 1 lakh heavy equipment machines are sold in the country which
requires 2 lakh operators. Hence besides the existing deficit of 34 lakh operators, there is an
additional deficit of 1.9 lakh operators getting created every year.
c. In the current system a person becomes a helper with an operator and then over some time
learns to sub-optimally operate these machines.
One of the key survey findings across 150 operators across the country is as follows:

Have you undergone any formal training?

7.90%

Yes No

92.10%

2.11 Market Study for Heavy Equipment manufacturing.

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 India is the 4th largest Construction equipment market in the world, as China stands in the first
position, all by volume.
• In 2020, the Indian construction equipment market had ~$ 6.5 Billion in turnovers despite
pandemics
• The government’s ‘vision plan 2030’ proposed an action plan to become a manufacturing and
export hub for construction equipment and propel the development of world-class
infrastructure in the country.
• The construction equipment dealers are expected to hike prices by 5 – 10% in 2021 on account
of new emission norms, which are to come into effect from April 2021
• After a 15% drop in construction equipment demand to 83,470 units in 2019, sales declined by
an estimated 39 percent in the first half of the year 2020. However, demand for construction
equipment recovered at unexpected levels in the second half, and monthly sales reached peak
levels by November 2020
• The domestic mining and construction equipment (MCE) industry is expected to post volume
growth of more than 20% in the calendar year 2021
• The infrastructure sector has become the biggest focus area for the government of India and
it plans to spend US$ 1.4 trillion on infrastructure during 2019-23 for the sustainable
development of the country. The Government has suggested investment of Rs. 5,000,000
cc crores (US$ 750 billion) for railways infrastructure from 2018-30.

2.12 Mining Activity.

The mining group under the Index of Industrial Production (IIP) stood at 109.7 for FY20, witnessing a
growth of 1.7% YOY.
Coal India Ltd. (CIL) announced plans to invest over Rs. 1.22 lakh crore (US$ 16.5 billion) on projects
related to coal evacuation, exploration, and clean coal technologies by 2023-24 to achieve 1 billion
tonnes of the fuel output target.

2.13 Infrastructure Sector.

The infrastructure sector is enjoying intense focus from the Government for initiating policies that
would ensure the time-bound creation of top-class infrastructure in the country. The infrastructure
sector includes power, bridges, dams, roads, and urban infrastructure development.
Road construction activities have remained strong even during the pandemic period, and the Ministry
of Road Transport and Highways (MoRTH) alone completed the construction of 3,951 km of roads in
April-September 2020. It has achieved the construction of 21.6 km per day even during the pandemic
and aims to construct a total of 11,000 km of roads in the financial year ending March 2021.
According to the Department for Promotion of Industry and Internal Trade (DPIIT), FDIs in the
construction development sector (townships, housing, built-up infrastructure, and construction
development projects) and construction (infrastructure) activities stood at $ 25.78 billion and $ 17.22
billion, respectively, between April 2000 and September 2020. The logistics sector in India is growing
at a CAGR of 10.5% annually and is expected to reach US$ 215 billion in 2020.

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 Only 24% of the National Highway network in India are four lanes, therefore it has immense scope of
development inroads. National highway construction growth was 15% during FY20 about 8,784 Km.

2.14 Market Dynamics

During the last six years, from 2015-16 to 2020-21, the Ministry of Road Transport and Highways
(MoRTH) has sanctioned 2,115 works costing Rs 163,302 crores ($22.5 Billion) for the expansion and
widening of national highways in the country entrusted to state public works departments (PWDs).
Apart from infrastructure, industrial development such as the construction of new factories and the
expansion of capacity in steel, power, cement, fertilizers, oil refineries, and other sectors will have a
positive impact on the growth of construction equipment. The industrial sector is also expected to do
well due to programs such as Atmanirbhar Bharat and Make in India with support of the recently
announced production-linked incentive (PLI) scheme.
The Ministry of Road Transport and Highways (MoRTH) released a notification in October 2020 with
respect to Construction Equipment Vehicles (CEVs) to holistically address the issue of safety
requirements, the safety of the operator, and to ensure safety while such machines are running on
public roads along with other vehicles, in a phased manner as provided in the notification.

2.15 Heavy Equipment Operator - International Opportunity

According to the U.S. Bureau of Labor Statistics (BLS), the job outlook for equipment operators is
good, with employment projected to grow 10 percent from 2018 to 2028, faster than the average for
all occupations. The BLS notes, “Spending on infrastructure is expected to increase, resulting in new
positions over the next 10 years. Workers who can operate multiple types of equipment should have
the best job opportunities.” BLS lists the median pay as $46,990 per year or $22.59 per hour. A 2018
survey published by NCCER found the average annual salary as reported by survey respondents to be
$60,828.

Skilled heavy equipment operators are valuable resources, not just because machines
like backhoes, loaders, and dozers can’t operate themselves but also because operators who are
good at their jobs tend to be more productive; they even use less fuel compared with less-skilled
counterparts.

“Spending on infrastructure is expected to increase, resulting in new positions over the next 10
years. Workers who can operate multiple types of equipment should have the best job
opportunities.”
-The Bureau of Labor Statistics

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2.16 Employment in Mining Sector (2018-19)

2.17 Skill Gap Study Report (2019-25) conducted by PwC for SCMS
• Incremental Human Resource Demand by mining sub-sector (in ‘000) for 2019-25
Incremental human resource %share
Total
S. demand incremental
Sub-sector Employment
No. demand (2019-
(2018-19) 2019-21 2022-25 2019-25
25)
1. Prospecting,Exploration & Mine Planning 58.6 2.0 4.8 6.8 2.5%
2. Mining Operations 2038.2 70.2 165.2 235.4 86.9%
3. Engineering Services 231.2 8.0 18.7 26.7 9.9%
4. Mineral Beneficiation 16.7 0.6 1.4 1.9 0.7%
Total (Core Mining) 2344.8 80.7 190.0 270.8 100%
Ancillary Activities 5023.7 172.9 407.2 580.1

• Targeted geographies/clusters for particular types of skill requirements

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 • Complete Skill Gap Study for Mining Sector for 2019-25 can be found on the SCMS
website through the following link:
https://www.skillcms.in/app_files/filemanager/2e2567a0-e413-477e-86a4-
d5d165de55dc.pdf

3. Our Understanding of District Mineral Fund Trust (DMFT) under Pradhan Mantri
Khanij Kshetra Kalyan Yojana (PMKKKY)
• What is DMFT
District Mineral Foundation (DMF) is a trust set up as a non-profit body, in those districts affected by
the mining works, to work for the interest and benefit of persons and areas affected by mining-related
operations. It is funded through the contributions from the holder of major or minor mineral
concession in the district as may be prescribed by the Central or State Government.

• Establishment
State government vides notification dated 31-05-2016, enacted DMFT Rules, 2016 to establish district
mineral foundation trust in each district of the state as a non-profit body in the mining operation
affected districts. In all 33 districts, District Mineral Foundation Trust has been established in the
state.

• Objectives
The objective of the District Mineral Foundation is to work for the interest the benefit of the persons
and areas affected by mining-related operations in such manner as may be prescribed by the State
Government.
High Priority Sector for spending funds under DMF are: Drinking Water, Environment
Preservation, Healthcare, Education, Welfare of women and children, Welfare of aged and
disabled people, Skill Development, and Sanitation.

Ministry of Mines: Skill Plan for the Mining Sector:

https://mines.gov.in/writereaddata/UploadFile/Final%20Skill%20Plan%20for%20the%20Mining_Las
t%20Skill636038300576999288.pdf

Page number 29 of the plan mentions: Within the priority of District Mineral Foundation, skill up-
gradation constitutes a vital thrust area. A monitoring mechanism is to be put in place to ensure that
skill up-gradation-related priorities get due attention and more importantly the activity under skill
up-gradation largely confirms to the ecosystem of the mining sector.

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 c
4. Financial Outlay for the Proposed Skill Development Project at Jajpur for
Residential Training .

4.1. Terms of Disbursement for Short Term Training (STT)

Cost per Non-Operator Job
Operator Job roles
Sl. No. Heads candidate roles Total
##
(Rs) ##
1 No. of Candidates NA
120 90 210
Training Hours
2 (Domain+Employability NA
1,656 1,024 2,680
Skills) ##
Training Cost for 210
4
candidates* (Rs) 49.0 37,30,860 25,22,520 62,53,380

5 Assessment Fees* (Rs)

1,500 1,80,000 1,35,000 3,15,000
Medical Fitness Check-
6 Free of cost at govt. hospital with DMFT Jajpur support
Up (Rs)

7 Insurance (Rs)
350 42,000 31,500 73,500
Induction safety Kit (Rs)
8
** 2,500 3,00,000 2,25,000 5,25,000
Residential Cost (~3.5
9 months/110 days) @per
250 33,00,000 24,75,000 57,75,000
candidate per day(Rs)
Stipend (3 months OJT)
@per candidate for 3
10 months (Optional or as
9,000 10,80,000 8,10,000 18,90,000
per program planning)
(Rs)

11 Total Cost (A) (Rs)

86,32,860 61,99,020 1,48,31,880

Per
Non-Operator Job
Heads Candidate Operator Job roles Total (Rs)
roles
Cost (Rs)
Running Cost (Fuel and
Maintenance) of
12 Machine (50 35,000 NA 31,50,000
31,50,000
Hours/candidate X Rs
700/Hour) #

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 Rental Cost of Machine
13 (50 Hours/candidate X 25,000 NA 22,50,000
22,50,000
Rs 500/Hour) #

14 Heavy Equipment AR/VR Cost (Rs)

14,00,000

Total Fuel, Rental and equipment cost

15
(Rs) (B) 68,00,000

16 Total Cost (Rs) (A+B)

2,16,31,880
Project Management and Monitoring
17
Cost @6% of total cost (Rs) (A+B) 12,97,913

Overall Cost for Short Term Training of

18
Candidates (Rs) 2,29,29,793
Cost of Short Term Training per
19
Candidate (Average) (Rs) 77,695.74 1,55,988.24
*Cost as per common norms, updated from time to time as per gazette notification.
Placement Incentives: Rs 3000 per candidate if the placement is between 70-85%, and Rs 5000 per candidate if the
placement is above 85%.
** Induction kit to include: T-shirt, cap, hand gloves, reflective safety jacket, Safety shoes, dust masks, ear plugs, shoulder
bag, and safety helmet.
The cost excludes any taxes. Presently, GST is not applicable to the training cost, assessment fees, and project management
charges (for Govt. funded programs) by SCMS. GST will be applicable in case of any amendment/order from the GoI in the
future.
The simulators for select trades can be provided by DMFT Jajpur or SCMS may explore and suggest to organize on rental
basis from reputed suppliers. The rental cost shall be added in such a case.
DMFT Jajpur can suggest other job roles to be incorporated as per the demand in the region/state.
## Training Hours and No. of Candidates
Total
No. of Domain Training Employability Skills
Sl. No. Job Role Training
Candidates Hours Training Hours
Hours
Mine Electrician (Non-
1 60 642 702
Operator) 60
HEMM Mechanic (Non-
2 30 502 562
Operator) 60
Mine Welder (Non-
3 30 512 572
Operator) 60
Dumper/Tipper
4 60 512 572
Operator 60
5 Excavator Operator 30 512 60 572

6 Total 210 2,680 300 2,980

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 Sl. No. #Cost for Heavy Equipment Rental and Operation

Non-Operator Job
Operator Job Roles
Roles
1 Practice Hours/Candidate
50
2 Fuel Cost/Hour
700 Maintenance
3 Fuel Cost/Candidate cost of
35,000 equipment is
Heavy Equipment included in
4
Rental/Hours/candidate 500 the total
Heavy Equipment Rental cost per
5
Cost/Candidate 25,000 candidate.
Total Cost for Fuel & Machine per
6
candidate 60,000

4.2. RPL (Recognition to Prior Learning)/Upskilling program details

Total
Sl. No. Job Role Target Numbers No. of Days Training
Duration
16 Hours
Multiple Job roles as per QPs available (3rd Day will
1 2+1 days
with SCMS and demand in target district 1,000 be
assessment)

RPL programs are upskilling/reskilling and orientation training for individuals with prior learning experience or skills,
focused mainly on individuals engaged in unregulated sectors. A RPL kit (safety kit) will be provided to every candidate.

4.3. Terms of Disbursement for RPL/Upskilling.

SL. NO. HEADS Unit Price (Rs) No. of Trainees Amount (Rs)

1 Training Fee
2,000 1,000 20,00,000
2 Assessment Fee
1,200 1,000 12,00,000
3 Stipend (for 3 days @ Rs 400 per day)
1,200 1,000 12,00,000
4 Induction Safety Kit
1,000 1,000 10,00,000

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 5 Total for RPL/Upskilling
54,00,000

Project Management and Monitoring

6 at the rate of 6% of Total for RPL/Upskilling
Charges 3,24,000

7 Overall Cost for RPL/upskilling

57,24,000
8 Cost of RPL/Upskilling per candidate
5,724

4.4. Disbursement Schedule for STT with 3 months OJT

Sl. No. Outcome Parameters Tranche Percentage

1 On Signing of MoU 30% of Overall Cost
2 On completion of basic training. 40% of Overall Cost
3 On Completion of 70% Placement post OJT 30% of Overall Cost
In case of placement between 40-69%, the final tranche is to be released on a pro-rata basis, as per common norms.

4.5. Disbursement Schedule for STT with 6 months to 1-Year Paid Apprenticeship at Industry

Sl. No. Outcome Parameters Tranche Percentage

1 On Signing of MoU 30% of Overall Cost
2 On completion of basic training. 50% of Overall Cost
3 On Completion of 70% Placement post apprenticeship 20% of Overall Cost
In case of placement between 40-69%, the final tranche is to be released on a pro-rata basis, as per common norms.

4.6. Disbursement Schedule for RPL/Upskilling

Sl. No. Outcome Parameters Tranche Percentage

1 On result approval by SCMS 80%

2 On Certification 20%

Tranche to be released in 4 lots of 250 candidates each.

210 STT
Overall Cost (in RS) for 2,86,53,793
1,000 RPL
Note: Support would be required from DMFT Jajpur for Apprenticeship facilitation under National
Apprenticeship Promotion Scheme (NAPS) for the candidates who complete the basic training.

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5. Process Flow for Project Execution

6. Previous Projects Conducted at/with (apart from various Central Schemes and
State Skill Development Mission Societies):
• Govt. Funded: PMKVY/DDUGKY etc.
• Industry Funded: CIL, HCL, MOIL, NLC India Ltd., Ambuja Cements, EZMA, Gujarat Mineral
Dev. Corp., Indian Rare Earths Ltd., Khetan Business Corp., METSO, NALCO, NMDC, TATA,
IMFA, Wolkem Industries, Sasan Power (Reliance), GHH India Mining and Tunneling
Equipment Pvt. Ltd., etc.
• CSR: NCL, MOIL, Vedanta (HZL), HCL, etc.
• DMFT: Angul (Odisha), Latehar (Jharkhand)

7. Impact Assessment by Third Party

The benefits of conducting an Impact Assessment are:

• Helps build on local know-how and utilizes participatory activities to analyze the concerns of
interested and affected parties.
• Involves all the stakeholders in the assessment, analyzes the alternatives, and monitors the
planned intervention.
• Helps understand the change in the lives of the beneficiaries of the project.
• Helps in understanding the benefits of the lives of indirect beneficiaries of the project.
• Helps understand the Sustainability aspects of the project being implemented.

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 • Helps build in a feedback system for any course correction needed.
• Helps in the planning of future projects.

DMFT Jajpur or SCMS can look for nationally or internationally recognized consulting firms to
conduct the Impact Assessment for the beneficiaries. The assessment cost may range from Rs
5 to 10 lakhs depending upon the total number of candidates. This cost is over and above the
overall cost mentioned in point number 4.

8. Monitoring:
SCMS will manage and monitor the entire project on a day-to-day basis and report to Jajpur
DMFT as and when necessary or when asked. Proper monitoring will include:
• Appointing a dedicated Center Manager for the entire duration of the project.
• Updating training reports daily.
• Monthly assessment recorded in the assessment tool will show the progress.
• Checking the training report with a devised session plan to avoid any delay in the project.
• Assuring the presence of trainers on time in the classroom/onsite.
• Biometric attendance to be compulsory for trainees and trainers.
• CCTV camera monitoring in all the classrooms, labs, and administrative rooms.
• Coordinating with the appointed representatives at the end of the day to update them on the
progress.
• Surprise visits by SCMS Delhi/Zonal Team to check ground reality and share the monitoring
report with the DMFT Team.
• Final Assessment by National Council for Vocational Education and Training (NCVET) affiliated
Assessment Agency.
• Jajpur Administration/DMFT Team will have complete access to the training center or to meet
the trainees and take feedback as and when necessary.

9. Risk Mitigation
Taking into account the industry of mining which is prone to accidents, health hazards, and
environmental dangers; safety will be of prime concern during training sessions. Coupled with the
present pandemic scenario, many precautions/ methods need to be adopted. Risk mitigation will
cover:
9.1 Forecasting of risk involved in training onsite - Accidents, health hazards due to violation of
safety norms, and COVID-19 are probable risks that can be fatal if not dealt with properly.
9.2 Assessment and prioritization of risks involved - As per the current situation COVID protocols
need to be taken as a priority. So, proper norms will be laid down for training delivery keeping
given the district administration and government guidelines.

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 9.3 Dropouts - SCMS will ensure mobilization and admission of 5-10% more candidates than the
batch size or than the approved candidates’ numbers to meet any loss of candidates due to
dropouts. SCMS also recommends opting for a residential/stipend mode of training to avoid low
attendance/dropout issues.
9.4 Implement and monitor - Whatever actions are set for the above risks will be implemented
and monitored on day to day basis. Any emergency will be reported to the concerned DMFT
official.
9.5 Blended/Hybrid training can be a good alternative where physical as well as digital training
(for the theory part) can be combined in some proportion and delivered to enhance the digital
literacy knowledge of the trainees and also keep them prepared in case of unexpected long
lockdowns or social distancing guidelines.

10. Project Outcome: Benefits to Stakeholders

10.1. Candidates (Local Youth)

• Better career opportunities.

• Free of cost Skilling/Upskilling and certification in NSQF aligned courses.
• Broad exposure and industry connect.
• Choosing/ Planning a career as per their suitability.
• Financial independence.
• Acting as a role model for other youth to choose a career path.
• Motivation & retention in current job.
• Acquaintance with current industry norms.

10.2. Authority (DMFT)

• Helping achieve the skilling milestone through DMF Fund.

• Reduced unemployment in the district.
• Benchmark and goal setting for other local youth to follow the path.
• Connect with industries pan India for employment.
• Striking a balance of manpower demand & supply.
• Branding and publicity through social media, newspapers, and banners in line with the Skill
India Mission of our Hon. Prime Minister.

10.3. Local people (Community)

• Safer community & less crime.

• More employment options.
• Increased standard of living.
• Motivation for joining the mainstream income groups.
• Bringing the district on the Skill India Map.

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11. Sustainability and Exit Strategy
11.1. Sustainability: To make any project sustainable following points should be taken into
consideration:

• Sustained Resources - Resources in the form of infrastructure, funds, human

resources, equipment, etc. will always be required to execute the project. For this, a
good partnership is always required with various stakeholders. In this project, we can
have the constant and timely release of funds from Jajpur DMFT, CSR (various
organizations), State Skill Development Mission, and other government schemes.
Infrastructure & human resources will be through SCMS or its affiliated training
partners.
• Sustained Capacity - To strengthen the technical & managerial skills of a training
partner, various capacity-building programs are to be planned continuously.
• Sustained Motivation - Training sessions and post-training activities will be done in a
manner that will keep the target beneficiaries (trainees) motivated to attend the whole
program. Various district administration officials and experts from the mining industry
will be invited for guest lectures on a continuous basis.
• Sustained Linkages - Industry linkages for OJT/ Placement/ Onsite training, etc. will
keep the beneficiaries motivated and enhance the capacity of training partners to
provide practical & industry-related knowledge.

11.2. Exit Strategy: Throughout the training and post-training completion, the following functions
will be performed:

• Monthly internal assessments before the final assessment for practice and better
performance.
• Practical training of a few days in their respective job roles as per the placement
company’s requirement.
• Apprenticeship facilitation under NAPS with DMFT Jajpur support in nearby mining
industries.
• Placement (post successful completion of apprenticeship) in the district as well as
outside the district for better opportunities.
• Post placement tracking for 3 months.
• Handholding support for 3 months to ensure retention.
• Collecting testimonials from placed candidates and their family members.
• Felicitation ceremony of placed & retained candidates.

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12. Gallery for some projects:

12.1 Hindustan Zinc Limited (Vedanta Resources)

12.2 Northern Coalfields Limited (A subsidiary of CIL)

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CATEGORY WISE SEAT FULFILMENT At NCL

GENERAL
20% 26%
O.B.C.
19% S.C.
35% S.T.

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12.3. DMFT Angul (Odisha)

12.4. PMKVY

12.5. NLC India Ltd.

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12.6. Manganese Ore (India)Limited – RPL

12.7. Manganese Ore (India) Limited – STT

12.8. Hindustan Copper Limited- STT

12.9. METSO- STT

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12.10. DMFT Latehar (Jharkhand)- STT

MoU Signing Ceremony Media Coverage Training Center

Classroom Training DMO, Latehar interacting with trainees Trainer guiding the trainee in the field

Night Training for better learning Yoga and co-curricular activities by the trainees

CCL visit at the Training Center Trainees visit to CCL, Titariyakhar Hindalco (Aditya Birla) visit at the Training Center

Simulator Training Joint Secy, MoRD visit at the Tr. Center Convocation ceremony of First Batch

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13. SCMS Brief Details:
13.1. About
13.1.1 Skill Council for Mining Sector (SCMS) promoted by FIMI and supported by the Ministry
of Mines was established in December 2013 as the apex body to train and meet the
requirement of skilled workforce for the mining industry in PPP mode, set up by National
Skill Development Corporation (NSDC) under the Ministry of Skill Development &
Entrepreneurship (MSDE).
13.1.2 The core activity of SCMS is to formulate the National Occupational Standard (NOS)
for different job roles aligned to the National Skills Qualifications Framework (NSQF)
notified by the Government of India, in December 2013.
13.1.3 Ministry of Skill Development and Entrepreneurship (MSDE) in its notification dated
17th March 2015 has authorized SCMS as a non-statutory agency for certifying the mining
workforce in India.
13.1.4 SCMS is a registered company under Section 8 of the Companies Act 2013 and has
been issued an 80G certificate & 12AA certificate under income tax 1961 in October 2015.
This allows SCMS to undertake training under Corporate Social Responsibility (CSR)
Projects for the various companies.
13.1.5 Ministry of Skill Development & Entrepreneurship (MSDE) vide office order MSDE-
01/(3)/2018-AP(PMU) dated 12 Sept 2018 has appointed CEO-SCMS as Joint
Apprenticeship Advisors and delegated the related powers. Now, SCMS has the full
authority to approve the training center and prepare new optional trades as per industry
requirements, and roll out apprentices training.

13.2. Vision
The Skill Council for Mining Sector will ensure and promote skill development and vocational
education in the mining sector in accordance with the objectives of the National Skill
Development Corporation and contribute to the human capital development of the nation to
achieve inclusive growth.

13.3. Objectives
13.3.1 Development of Occupational Standards and conduct Skill Gap Study.
13.3.2 SCMS plans to up-skill and train approximately 3,87 Lakhs people for mining
industries including 50,000 new inductees to make them employable within a
period of 10 years.
13.3.3 Develop Qualification Packs (QPs) and National Occupational Standards (NOSs)
aligned to the needs of the mining industry and statutory requirements.
13.3.4 Initiate skill cataloging for the mining industry.

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 13.3.5 Work with industry stakeholders, Government Agencies, and NSDC to set up a
Labor Market Information System (LMIS).
13.3.6 Identify and create a pool of certified trainers and assessors, and training providers
across India.
13.3.7 Set up Centre of Excellence.

13.4. Governing Board

Chairman
Mr. Pankaj Kumar Satija, Managing Director, Tata Steel Mining Ltd.

Members Representation
Mr. Sunil Duggal, CEO, Vedanta Ltd.
Mr. Arvind Singhal, Managing Director, Wolkem Industries Ltd.
Mr. Siddharth Rungta, Director, Rungta Mines Ltd.
Mr. B.K. Bhatia, Joint Secretary General, FIMI
Mr. Radhashyam Mahapatro, Director (HR), NALCO Ltd.
Mr. S. Vijaya Kumar, General Manager (Mines), NCL India Ltd.
Mr. T. Ravi Kumar, Agent and DGM (Engg.), Hutti Gold Mines Company Ltd.
Mr. Sanjay Shivnani, Corporate HR - Tech. Training & HTU, Hindalco Industries Ltd.
Dr. Rajani Kanta Dash, HOD-HRD, Coal India Ltd.
Mr. Abhijit Chattopadhyay, Vice-President, ACC Ltd.

Government Representation

Ex-Officio Member- Indian Bureau of Mines

Mr. Shakil Alam, Economic Adviser, Ministry of Mines
Mr. H. K. Hazong, Economic Advisor, Ministry of Coal
Dr. Dipayan Guha, Geological Survey of India

Academia Representation
Dr. J. K. Singh, Chief Scientist, CSIR-CIMFR
Dr. Dheeraj Kumar, Deputy Director, IIT-ISM, Dhanbad

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NSDC Representation
Mr. Sanjeeva Singh, Nominee Director, National Skill Development Corporation
Permanent Invitee
Mr. H. M. Nerurkar, Former Managing Director, Tata Steel Limited (Permanent Invitee)

Convener
Mr. Pramod Tyagi, Additional Secretary General, FIMI

Chief Executive Officer

Mr. Sanjay Sharma

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