3. Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
Annual Vocational Skill Demand – Supply Gap in India
Vocational Training
Demand (A)
Total Students 40 million
1/3 Demand
Vocational Training
13.3 million
Vocational Training
Supply (B)
ITI/ITC 1 Million
BE & Polytechnics 2.4 million
Total 3.4 Million
GAP (A-B) 9.9 Million
KeyGovernmentSchemes
Industry Overview
Indian Demographic Dividend - Statistics
Key Policy Initiatives of the Government
Prime Minister’s
National Council of
Skill Development -
Set up as an apex
institute for policy
direction & review
National Skill
Development
Corporation: A not for
profit company formed
as PPP to facilitate skill
development
National Skill
Development Co-
ordinationBoard :
Formulating strategies to
implement the decisions of
the PM’s National Council of
Skill Development
68.6
66
62.58 62.69 61.92 61.62 59.88
56.71 55.88
52.76
49.3
0
10
20
30
40
50
60
70
80
2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
%Dropout
Secondary SchoolDropoutRate
50% of
population
below 25
years
5% of
workforce
employable as
compared to
50% in
developed
nations
India will be
worlds most
populous
country by
2030
Will have
largest number
of people in
working age
population (15-
59)
Expected to
have a large
English-
speaking
population by
2050
1
4. Competition Landscape
Providerelevantskill-set to
the less fortunateyouth
Education / Skill Development Services,
Hospitality, Construction, Organised Retail,
Electronics / Hardware, Automotivework,
Agriculture
School
dropouts
Basic skills at
Trainability Centres
and Vocational
skills at District
Institutes
Wider reach,
trust &
affordable
education
NGOs
Unassured
placements &
only for socially
deprived
To engage with Indians by
through education
&employment. To deliver
high quality skill
development
IT-BPO, Microfinance, Banking &
Insurance, Organised Retail, Sales and
Marketing in Rural Areas
Schooldrop
outs,
10th&12th
pass
Tie up with content
provider, local
training providers
and companies for
placement
Cater tosame
TG as Mahindra
Namaste
ForProfit
Institutes
People are
unwilling topay
Starting with
8th
Pass
Govt.
institutes
To provideworkers to
industry by systematic
training to schoolleavers
and enhance employment
Electronics, Welding, Vocational Training,
Beauty Courses, Computers etc
Governmentand
Industrialsupport
Nominal fees Quality gap
To become an effectivebridge
between the employer and
the employee
Providing jobs for various sectorsfor which
there is an industrial demand
Case Based
Chargethe employer
for providing a
competent employee
Provides jobs
without
charging fees
Consultancy
Notraining
opportunity
To enhance skill training
relevant to their sector or
area of operation
Hospitality, Construction, Organised
Retail, Electronics / Hardware, Automotive
work, Agriculture
School
dropouts
Parentcompany
support
Domain
expertise
CSR
Initiatives
Limitedtothe
company’s
domain
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial Analysis
EligibilityCourses OfferedValue Proposition Operating Model Threat Gap
2
5. Gaps in Skill Training
Dimension Key Issue & Challenges
Infrastructure
constraints
The available data on seating capacity clearly underscores the capacity of
ITIs/ITCs
Course Relevance
Lack of focus on development pertaining to the specific requirement of
employers
Soft-Skills Lack of adequate focus on soft skills by existing institutes
Inconsistent Quality Heterogeneous nature of training institutions with varying capabilities and
facilities
Faculty Development No mandatory training & development programs or industrial orientation is
being offered.
Industry Participation No adequate industry participation in the field of curriculum development,
training of instructors & other aspects of vocational training
Need for Reforms
to address the
gaps
Quality in terms of process
& manpower
Standards need to be well
defined & monitored
Making it more relevant to
satisfy industry demands
and students needs
Forging Partnerships with
quality & willing players,
outcome drivenmonitoring
Pre-conditiontheauthentic
& relevantneeds
Focusedinitiatives
in key areas to initiate,
implement and
operate vocational
educationand training
centres
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
3
6. Overview – About Namaste& ResearchMethodology
Research Methodology
Goals
PrimaryResearch
SecondaryResearch
About Namaste
Currently, IT/ITES, Retail , Hospitality and Automotive
courses being run
Mahindra Namaste Private Limited was set up in 2012
as a professional skill training venture as a social for
profitenterprise
Targeted at youth of 18-26 groups with minimum
educational qualification as 10th Standard
Currently, operating 2 centers; 1 each in Hyderabad and
Chennai
Starting with 1000 students Mahindra Namaste aims to train 1
million youth over 10 years into well established, high earning
professionals through employment ready training and
placement services
Establish industry partnerships
for relevant and responsive
course content development
and placements.
NSDC State-wise skill-gap analysis reports
NSDC Industry-wise skill-gap analysis reports
Research papers from EBSCO
EY: Strategic and Implementation framework for skill
development in India
McKinsey, Deloitte and KPMG reports
Have more than
100 centres
Interviews with NGO’s and For-profit Skill-development
centres in Mumbai area: Pratham, Khedwadi Yuva
Parivartan, Kotak Foundation, and Tech Mahindra
Foundation
Interaction with Corporate recruiters in Retail and
hospitalitysectors
Interviews with 76 students and parents from the
community in Andheri and Powai areas
Interviews with prospective students and those enrolled at
Mahindra Namaste(information from the Facebook page)
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
4
7. Target Group Segmentation | PrimaryResearch
McKinsey’sBottom of the Pyramid
TypicalProfile of the Target Segment
Has passed 10th
Working for unorganised sector, Earns 4000-
6000 per month
Peer group engaged in similar jobs or self
employed or in anti social activities
Lives with a family of 5. Parents wanthim to work for a regular flow
of income
Minimal English speaking skills and low on vocational skills
Aspires for abetter quality of life
PrimaryResearch|Andheri–PowaiSlums
Qualification Current Income
Peer Group Family Per CapitaIncome
Vocational Skills Aspiration
50%28%
14%
8%
Less than 12th 12th Pass
Pursuing Graduation Graduates
20%
32%
38%
10%
No Income Less than Rs 5000
Rs 5000-7000 More than Rs 7000
30%
35%
20%
15%
Unemployed Similar Jobs
Studying Better Jobs
35%
30%
23%
12%
Less than Rs 1000 Between Rs 1000-2000
Between Rs 2000-3000 More than Rs 3000
23%
40%
17%
20%
Not aware Doesn't feel the need
Received/ing Training Industry Ready
10%
35%
30%
25%
Satisfied Wants a two wheeler
Wants a car Wants to own a house
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
5
8. PrimaryResearchInsights
Interviews of Students,
Parents/Guardians, Trainersand
Corporate Recruiters
OJT emerged as a popular teaching
method amongst the studentsfor skill
training
50%28%
14% OJT
Classroom
Correspondance
TeachingMethods
Gender Break-up
68%
32% Male
Female
27%
25%18%
16%
14% Parents
Friends
Teachers
A respected Idol
Celebrity
Key Influencers
31%
21%
40%
8%
Blue collar service
Manufacturing
White collar service
Self-Employed
Parents and Friends are one of the
biggest influencers on students while
deciding on skill training
Parents
Student…
Village Elders
Company…
Pilot Project
0% 10% 20% 30% 40%
Parents
Student
Testimonials
Village Elders
Company
Testimonials
Blue and white collar services
emerged as the favorites amongst the
youth
WaystoCounselPreferenceofJob
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
Source: Primary Research 8
6
9. Business Model Canvas for Mahindra Namaste
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
7
Vocational Training
Mahindra Namaste
Global Employability
Program
Training of Trainers
For training youth in vocational
skillsfor domestic demand
Skill developmentof the
aspiring emigrants
To train existing & aspiring
trainers
Value Proposition
Program
Methodology
SelectionProcess
Batches of 30
students
3 month course
Focus on Soft
Skills& Practicals
On the Job
Training
Fee
Assistance
Assured Placement CompetitivePricing Trusted Brand Quality
Counselling Screening with Test Interview
10. Existing Roadblocks|PrimaryResearch
Location: As the
income earned is less,
people aren’t willing
to travelfar distances
Parentsdon’t believe
that spending money
on training& losing
opportunitycost is a
wise choice
Peer Pressure:Friends
encourage to be a part
of antisocialactivities
Mismatch of Expectations
of the aspirants.They don’t
think training can lead to
betterment
Dropouts &
Lesser
Admissions
Training
Dropouts
On the Job
Training
Dropouts
Placement
Dropouts
Less
Admissions
Handholding& Counseling
Mentoring
Parent/Guardians’
Involvement
Alumni Interaction
Industry Exposure
Mobilization/Social
Marketing
Change in Market
Forces:
Skillsnot relevant,No
takers for the skills
provided
Upgradationof Skills
Casteism & other
Social Stigmas
Don’tTrain
Because of
20%
Don’tTrain
Because of
12%
Don’tTrain
Because of
15%
Don’tTrain
Because of
8%
Don’tTrain
Because of
18%
Don’tTrain
Because of
27%
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
10
9
11. AddressingRoadblocks
Handholding&
Mentoring & Counseling
Parent/Guardians’
Involvement
Alumni Interaction Industry Exposure
Aim : To give the trainee constant
guidance & support to make
them feel comfortable
Methodology:
1 Assign a mentor to each trainee.
The mentor does weekly checkups
on the trainee and monitors their
progress.
2 Each center will have a qualified
counselor who will be responsible
for helping the trainees with their
personal issues
3 Various handholding exercises
will be conducted to help the
trainees like extra guidance on
weak subjects, visits to the
students homes if absent for more
than 3 days, birthday & festival
celebrations
Aim : To enhance the involvement
of the Parents or Guardians as
they are important influencers in
the trainees’ life
Methodology:
1 Share regular progress reports
with parents/guardians
2 Hold parent/guardians
meetings with the trainers twice
during the duration of the course
3 Conduct celebrations for the
students like annual day for each
batch & graduation ceremonies.
Aim : To create a sense of
belonging for the pass outs,
leverage on the alumni base & also
provide a source of inspiration for
the budding employees
Methodology:
1 Conduct annual alumni
gatherings and have a rewards &
recognition ceremony for
felicitation
2 After each bath passes out
conduct rallies and get-togethers
where aspirants will be
encouraged to come and interact
with the alums
Aim : To help students gain exposure
into life after training & assist
industries to look into the batch
profile. Also align the course based
on industry’s current demands
Methodology:
1 Conduct at least 2 industry visits
and help the trainees understand
the workings of various
departments
2 Update the courseware like
syllabus and equipment every year
based on the changing demands of
the market.
3 Conduct regular seminars and
guest sessions by industry experts
and alumni for students to gain
further confidence into the course
structure & the training
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial Analysis
11
10
12. Backward & ForwardLinkage
Backward Linkages Forward Linkages
Partnership with the NGO’s Partnerships with the industry
Form partnerships and associations with NGO working at
the local level
Helps to understand to the local needs and aspirations
Also helps in mobilizing and promoting Mahindra Namaste
among the potential students
Can also use their infrastructure for training in case of
Satellite Centre
NGO would benefit from the association with brand
Mahindra
Reduces time to start for Mahindra Namaste center in a
city
Also reduces cost
Acceptability would increase by partnering with a local
body due to trust
Mahindra Namaste would need to leverage the huge diversity of the
Mahindra Group with strong presence in every sector
It can also leverage its strong partnerships with suppliers and vendors for the
program.
Forming Partnerships
with NGOs
Forming Partnerships
with Industries
Design curriculum
in partnership with
market leaders of
selected sectors.
Leverage expertise
of sector skill
councils
Extensive OTJ
training to be
carried out at the
partner premises.
Helps students to
experience real life
scenarios
Job opportunities
with the partners
on successful
completion of the
course.
Continuous
feedback to
improve course
Curriculum Design
On the Job
Training(OJT) PLACEMENTS
Mahindra’s
Suppliers
Mahindra’s
Customers
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial Analysis
12
11
13. Course *Demand in 2009 *Demand in 2022
Incremental
Demand
CAGR
Attractiveness to
Youth
Attractiveness Score
Composite
Score
Rank
1 Building & Construction 25 58 33 7.26 MEDIUM 2 12.35 3
2
Auto& Auto
Components
13 48 35 11.50 HIGH 3 14.30 1
3 Real Estate Services 11 22 11 5.95 LOW 1 4.99 7
4 OrganizedRetail 0.3 17.6 17.3 40.40 MEDIUM 2 14.27 2
5 BFSI 3.3 10.5 7.2 10.13 HIGH 3 5.69 5
6 Gems & Jewellery 3.3 8 4.7 7.66 MEDIUM 2 3.94 9
7 IT & ITES 2.2 7.5 5.3 10.76 HIGH 3 5.24 6
8
Electronics &IT
Hardware
0.9 4.2 3.3 13.70 MEDIUM 2 4.73 8
9
Leather &leather
goods
2.5 7 4.5 8.96 LOW 1 3.64 11
10 Furniture &Furnishings 1.4 4.8 3.4 10.81 LOW 1 3.68 10
11 Hospitality 1.289 6.177 4.888 13.95 HIGH 3 5.76 4
Parameter **WeightAssigned
A Incremental Demand .2
B CAGR .3
C Attractivenesstoyouth .5
Composite score .2A + .3B+.5C
Course Selection
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
12
*Units are in millions
**Weightage is assigned based on JudgementAnalysis
Source: NSDC Sector wise reports
In ordered to havea focused approach and buildsector specific industry linkages
we choose to focus only on the top 6 courses as identified
Parameters
Top 6 Courses
14. 2012-17 2018-22
City State Retail IT Hospitality Construction Automotive BFSI Retail IT Hospitality Construction Automotive BFSI
Mumbai Maha 341373 182795 78347 202288 4835 - 849446 279891 114080 280740 7752 -
Kolkatta WB 47650 72000 10371 94467 6393 - 34308 60000 10066 79705 5234 -
Ahmedabad (Guj) Guj 19367 42000 32290 31974 14280 28227 34000 25832 28598 - 9996
Surat Guj 21778 31500 24790 26966 9066 23806 19832 24119 - 6346
Pune Maha 229130 174487 23394 147083 64191 58303 570150 267169 34064 204721 99004 93721
Nagpur Maha 22102 4871 10380 81590 4819 27601 54996 7458 15114 113232 7610 44367
Thane Maha 22576 129826 4153 121016 5150 48042 56177 198786 6046 167949 8228 77227
Aurangabad Maha 16508 19925 40572 21220 14476 41077 29012 56307 32671 23270
Vadodra Gujrat 14894 42000 16080 18442 - 13710 16281 34000 12864 16495 - 9597
Ludhiana Punjab 18655 - 753 117853 - 7651 20215 - 952 134562 - 5631
Nasik Maha 23875 - 8698 54345 14727 21635 59409 12665 75421 22770 34778
Faridabad Haryana 26330 30457 634 49530 - 10985 23586 47454 572 44947 - 12584
Lucknow, Kanpur,
Ghaziabad, Agra,
Varanasi, Meerut
UP -
Cumulative
104904 257448 278698 1441424 - 295054 334451 490498 421816 1679592 - 476431
Incremental Demand of manpower in various cities for different courses
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
13
Pune Maha 229130 174487 23394 147083 64191 58303 570150 267169 34064 204721 99004 93721
2012-17 2018-22
City State Retail IT Hospitality Construction Automotive BFSI Retail IT Hospitality Construction Automotive BFSI
15. Course Name Employment Opportunity Competition Course Content
Pre-Hospital
& Hospital
Care Training
High
High requirement for medical help with a technical
training to be of assistanceto the doctors
AveragePay-Scale:30000-40000per month
Medium toLow
Not offered by NGO’s and other
skill development organization
Courses offered by LIHS,Mumbai
Protocolbased training in Emergency medical
Services and trauma care to healthcare providers
Empower health careproviders & community to save
lives
Networking for disaster awareness &preparedness
Domestic-
Help/ Care-
giving to
Senior
citizens
Medium
Residents of High-end condominiums are willing to
pay a premium for reliable services and ensure
retention
AveragePay-Scale:8,000-12,000per month
Low;
Not offered by NGO’s and skill
development organizations
Offered by an NGO in Pune
Course offered by DOMESTEQ,
Delhi
Expertise in Cooking, article cleaning and washing
Expertise in grocery purchase
Manual handling of electrical Kitchen equipment
Behavioralskills as required
Gym-Trainers High
Fitness is becoming a trend in the Urban areas
Growing number of Health centres in Metros and
Urban areas
AveragePay-scale :10000-15000 per month.
Low;
Offered by Fitness centers
Not offered by many NGO’s/ Skill
development organizations
Course offered by YMCA,
Mumbai
Anatomy and Exercise Physiology
Weight-Training Techniques
Kinesiology and supplementation
Professional
Dancing
Medium
Ensures employment with professional dance
troops and high opportunity for Self-Employment
AveragePay-Scale:8,000-10,000per month
Medium;
Not offered by NGO’s and other
skill development organization
Course offered by YMCA,
Mumbai
Focusing on specialization in various danceforms
Hip-hop, Bollywood and Salsa
Niche Courses
Insight
There is a rise in demand for non traditional
courses in metro & tier I cities
Strategy
To start non-traditional coursesin the 4-5 years in
the old established centres based on the demand
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
15
14
16. 10 Year Plan | Implementation Timeline
Year I Year II
Year III Year IV Year V Year VI
Year VII Year VIII Year IX Year X
Insights
• In 2012, 54 Indian cities with a population of 1 million or more
alone accounted for 40% of India’s GDP.
• By 2025, 69 Indian cities with a population of 1 million or more are
expected to account for 77% of India’s GDP.
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
15
Foundation (0-3
yrs)
•One centre in each
state.
•Establish contacts
with NGO’s and
Corporates.
•Understanding the
market & adopting
Growth (4-7 yrs)
•Aggressive
expansion
•2nd
centres where
required.
•Increased
Penetration through
Hub & Spoke
Momentum (8th
year onwards)
•Already Established
•Maximizing
Operational
Efficiency
•Innovating –
Simulation , Virtual
classrooms
17. 10 Year Plan | Implementation Timeline
Present Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
3 10 18 30 45 61 78 93 105 114 122
7 8 12 15 16 17 15 12 9 8
Chennai Mumbai Srinagar Chennai Mumbai Lucknow Bhopal Srinagar Vasai Dhanbad Allahabad
Hyderabad Delhi Pune Hydeabad Delhi Indore
Vishakhapat
nam Faridabad Varanasi Amritsar
Pimpri &
Chinciwad
Banglore Kolkatta Kanpur Bangalore Kolkatta Surat Ranchi Meerut Nasik
Navi
Mumbai
Bhubanesh
war
Ahmedabad Raipur Patna Ahmedabad Pune Patna Rajkot Aurangabad Jalandhar Salem
Jaipur Srinagar Vadodra Jaipur Kanpur Vadodra Kalyan Moradabad
Tiruchirappa
lli
ChittoorLucknow Bhopal Ghaziabad Raipur Ghaziabad Jodhpur Mysore
BelgaumIndore Vishakapatnam Ludhiana Thane Ludhiana Madurai Gurgaon Muzaffarna
garRanchi Agra Vasai Navi Mumbai Agra Nagpur Aligarh
AzamgarhSurat Varanasi Allahabad Jabalpur Kota
MuzaffarpurFaridabad Nasik
Pimpri &
Chinchwad Chandigarh Guwahati
Meerut Aurangabad Howrah Jalandar Bareilly
GuntarRajkot Dhanbad Coimbatore Gwalior
Purba
MedinipurREPEAT CENTRES Kalyan Amritsar
Barddhaman
Vijayawada
HUB & SPOKE North Twenty
Four Parganas Rangareddy
Purba
Champaran
Murshidabad
South Twenty
Four Parganas
East
Godavari
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
16
TotalCentres
New Centres
18. Year
Present
Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Total Number of centre 3 10 18 30 45 61 78 93 105 115 123
Newcentres opened 7 8 12 15 16 17 15 12 10 8
Utilizationof the capacity 60% 70% 80% 90% 90% 90% 90% 95% 95% 95%
Averagenumber of courses /
centre 4 4 4 5 5 5 5 6 6 6
Students Trained 5,760 12,096 23,040 48,600 65,880 84,240 100,440 143,640 157,320 168,264
Total Number of centre - 3 6 10 15 20 25 30 35 41 47
Newcentres opened 3 3 4 5 5 5 5 5 6 6
Utilizationof the capacity 60% 70% 80% 90% 90% 90% 90% 95% 95% 95%
Averagenumber of courses /
centre 2 2 3 3 3 4 4 4 4 4
Students Trained 864 2,016 5,760 9,720 12,960 21,600 25,920 31,920 37,392 42,864
TOTAL 6,624 14,112 28,800 58,320 78,840 1,05,840 1,26,360 1,75,560 1,94,712 2,11,128
10 Year Plan | Implementation Timeline
Objective To set up more than 100 centers across the country to train 1 million youth and place them in regular jobs with reputed companies
Overview Strategy
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Training
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Mobilization &
Assistance
Financial
Analysis
17
49,536 4,18,896 10,00,296TotalNumber of StudentsTrained
19. Objective
• To increase the reach of
the courses beyond Tier
2 cities
• Consists of a City Centre
and a few Satellite
Centres
Methodology
• Theory classes to be
conducted at Satellite Centre
• Practical sessions to be
conducted at the City Centre
• Paid/Unpaid OTJ Training for
15 days
• Centralised placement
Advantages
• Reduces cost of operation
• Increase the penetration to include
villages and smaller towns
• Competitive advantage as no
organized player has targeted this
segment
• Can leverage strong Mahindra Brand
name to mobilize
• Ideally to have 6 Satellite Centres with 10 students each for differentcourses.
• NGO in these towns and villages to mobilise. Also infrastructureof the NGO to be
used for the theory classes.
• Practical's followed by OJT to be held at the City Centre.
• Lower costof Operation → Lower Fees for students
• Courses to be decided on the basis of the industry scenario and the demand in
the nearby area
• District: High Unskilled labour, No Mahindra Namastecentre in vicinity and high
potential demand.
• City Centre: Good transportation system, centreof all the small towns and
villages
• SatelliteCentre: Should haveunskilled labour, motivated & aspiration of youth to
work.
City
Centre
Model Structure
Satellite
Centre
Selection & Implementation
Integrationof VariousChannels
Example of the Hub & Spoke Structure
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
Hub & Spoke 19
20. Of the current
trainees
Upgradation of Skills | CareerGrowth
Reason for Upgradation Changing dynamicsof the
industry
Need for growth for the
trainees
Make the offering of the
institute more wholesome
Who feels it is needed? 40% Of the employers55%Of the trainers48%
Upgraded courses
Advance Retail
Positions Available-Customer
Interaction Manager,
Purchase & Merchandising
Manager, Department
Manager
Skills to be developed-
Understanding of cross
functional activities, Ability
to adapt to market changes,
Knowledge of SKUs, Advance
soft skills & leadership skills
Eligibility
Anyonewith a basic certificationfor the above streams
& a relevantwork experience of at least 2 years
Advance Construction
Positions Available-Senior
Supervisors, Engineers,
Project Managers
Skills to be developed-
Planning & scheduling, project
management, Resource
estimation, Communication &
team building skills, Conflict
management, Safety skills,
Writing skills in English, Risk
management
Advance IT
Positions Available-Module
Leads, Analysts
Skills to be developed-
Developing specializations,
Domain exposure, Project
estimation abilities,
Communication & soft skills,
Customer relationship
management, Process
knowledge
Advance Hospitality
Positions Available-Senior
Customer Relationship
Manager, Department Head
Skills to be developed-
Communication & soft skills,
Customer relationship
management, Negotiation
Skills, Leadership & team
building skills, Estimation &
organization skills
Relevantexperience of at lease 2.5 years
or more (depending upon the course)
OR
Who needs it? Someone who wantspromotions
and a constant career growth
Way Forward Tie up with industry players who
want their employees to grow
Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
20
21. US UK Brazil Germany India France China Japan Australia
Population (mn) 310 62 195 82 1225 63 1341 127 22
Young population(15-25)
as a % of total
population
14 13.1 17.2 11.2 19.2 12.4 16.8 10 14.1
Literacy Rate (%) 99 99 89 99 74 99 92 99 99
Unemployment Rate (%) 9.6 7.8 6.7 7.1 10.8 9.3 4.3 5 5.2
Fulfilling Global Shortfall - India
Global Supply of Skilled Manpower – A comparison
Low Median Age: India
has the youngest
population inthe world
with a median age of 25
Largest Population of
workingage group: India
is expected to have
largest working
population ( age 15-64
years), with a billion
people in working age
group by 2050
Large English-speaking
population: Can be
leveraged to become
major exporter of
human resources, a large
English speaking people
by 2020
High demand for mobile
Indian labour force:
Multiplenationssigning
agreements for
facilitated migrationof
Indianworkers , eg
Germany, Australia etc
India is strategicallysuited to fulfil the globalshortfall because
Overview Strategy
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21
22. Country
No Of Indian
Workers
Global
Migration
Barometer
Need for
Migrants
Composite
Score
Top 3 skills in Demand
Italy 70,652 68.6 67.6 68 English teachers Tourism Automotive
UK 15,00,000 78.2 60.5 67.58 Hospitality Retail Mining & Quarrying
USA 9,27,283 80.3 54.8 65 Retail Nurse Computer Analysts
Australia 2,13,710 67.1 62.2 64.16 Nurse Chef IT Professionals
Canada 2,00,000 82.7 51.4 63.92 Technicians & Mechanics Engineers Medical Technicians
Singapore 2,70,000 77.8 47.4 59.56 Automative Industry Health care Retail
Qatar 5,00,000 59.3 54.9 56.66 IT Programmer Hospitality Sales Worker
UAE 17,00,000 54.7 56.6 55.84 Housekeeping Hospitality Sales Worker
Thailand 90,000 57.1 50.4 53.08 Retail Hospitality Healthcare
Kuwait 5,79,058 54.4 48.4 50.8 Restaurant Manger Sales Assistant Hospitality
Measured by Economist intelligence Group , measures a nations
attractiveness to migrants + Accessibility formigrants & its need for
migrant workers
A composite score with weightage of .6 to need
for migrants & .4 to migration barometer
Targeted Nations & Skills
Statewise Migrant Data - 2009
UP 125783
Kerala 119384
Tamil Nadu 78841
AP 69233
Bihar 50227
Rajashtan 44744
Punjab 27291
West Bengal 21187
Maharashtra 19128
Karnataka 18565
Selecting Centre Locations
Steps of Global Employability Program
Skills to be targeted in Phase 1( Existing Programs as per Domestic Requirements)
Skills to be targeted in Phase 2( New Courses which can be started )
Selecting Courses& Centres For Global Employability Program
Nations with > 50,000
Indian migrants selected
Ranked on basis of Global
Migration Barometer & Need
for migrants (factors by
Economist Intelligence Group)
Nations with a composite
scores of > 50 to be
targeted as they providean
attractive destination
Testing &
Selection
Identificat
ion of
Country &
Skill
Job
Specific &
Orientatio
n Training
Placement
Assistance
through
recognized
Recruiting
Agents
Visa
Assistance
Through
Tie-up
with travel
agents
Location to be selected
depending upon number of
emigrants at state-level.
Top 10 states according
to number of emigrants
to be targeted phase
wise
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22
23. Train the Trainers
CurrentScenario
While majority of trainers
possess technical skills, many
lack teaching skills, soft skills
and entrepreneurship
development skills. Some
NGOs alsowant trainers to
mobilize
Lack of standardizationof
eligibility criteria&evaluation
for trainers bothfor entry and
advanced levels resulting in
varying criterionadoptedby
training institutes toselect
trainers
The more organizedthe sector,
the greater the preference for
certification. However some
areas training institutes place
greater importanceonthe
practical aspects of training
Severe Shortage: The 5
Advancedtraining institutes
that exist cantrainonly2000
trainers ayear under their
flagshipcourses
TeachingMode
54%
63%
26%
0% 20% 40% 60% 80%
Advanced Training Skills
Computers
Enhancement of Soft Skills
Need Assessment
National Council for Vocational Training
approved a proposalto upgradeModel
IndustrialTraining Institutes for conducting
instructors’ training.
Would increaseannual training capacity by
a mere 1,200 trainers, considering thereare
4 MITIs & each MITI can train 300
instructors annually.37000
583000
0
100000
200000
300000
400000
500000
600000
700000
2008 2022
Demand For Vocational Trainers
Average Annual Requirement
Trainers for ITI/ITC 12000
Trainers in other vocational Streams 27000
Total Annual Requirement 39000
Current Annual Capacity for Trainers 16000
GAP/Year 23000
Issues
ImportanceofCertification
49%
53%
51%
53%
46% 48% 50% 52% 54%
Continuous Engagement
Enhanced Motivation
Higher Roles & Responsibility
Recognition
Trainers with NGOs
Trainer’sKnowledge
50%
52%
26%
0% 20% 40% 60%
Regular Training
Exposure & Seminars
Industry Interface
Degree of Importance
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23
24. Induction Program/Train the Trainers
To fulfil the gap of training the trainersfor the vocational courses& to provideeffective trainingto deliver efficient trainers
Objective
Way Forward
To certify all new
entrants as being
competent to
deliver classroom
training sessions
To build familiarity
and conceptual
understanding of
the training
products
To provide a
common basis
and
understanding of
quality
To empower trainers to
carry out some of the
training product
development
procedures.
To provide a framework to
keep track of all the trainers
in order to provide the most
appropriate expertise for
different customer
engagements / levels
Indicative CourseContent
PsychologicalTests – Understandingthe trainers| Introductionto Management
Understandingthe culture | Need for training
Communicatingthe tools for training& Model classes
Introductionto curriculum
Introductionto batches and demo classes | Importance of coaching
Industry visits, Talkingto industry experts, Seminars, UnderstandingTrends
Feedback
Broad Skill Requirements
'Hard' teaching skills (subject specific)
Aptitude and attitudefor training
Awareness of 'Principlesof Teaching'
Industry Experience
'Soft' skills
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24
24
25. • As per ourinteractions with the NGO’s and respondents ofourprimarysurvey,students & parents are unwillingto part with a huge
amount at one-go.
• They generallydo not trust the validityofthe promise of assured placement.
Financing Options
Research Insights
Eligibility Check
Background Verification of
Applicant & ability to payback
Disbursal of loan (50% of fees) at a
minimal rate of interest of 4%
Information Sharing
with Corporate
Share applicants assessment data
and background data with
corporate.
Banking Partner
Tie-up with banks to provide
interest at a lower than market rate
Banks also provide preference to
Mahindra applicant
Sensitization
Sensitize the applicant on the
responsibility of repayment
Involve family members of the
applicant as co-borrowers
Corporate
Sponsorship
Corporate pays for the applicants
fees as part of its CSR activity
Repayment
Repayment to be done after start of job
Allow company where the applicant is
placed to directly debit the amount &
pay the institute
Earn&Pay
Corporate
Sponsorship
Collaborations
withBanks Overview Strategy
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Training
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Training of
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Financial
Analysis
25
25
26. Mobilization
Key Findings
Lack of awarenessis partly responsible for poor
mobilization
Public meetings, televisions,pamphlets& vernacular
newspaper, mobile SMS-seen as effective tools
Word of mouth, parental advice, respected idol testimonials
from successful students – biggest influencers
Fees assistance programs such as subsidies,
scholarships & placements act as catalysts
Objective
To bring about awarenessfor Mahindra Namaste’sskill development
and to increase the enrolment rate
Strategy
Direct Approach:To capitalizeon internalstrengths to gain participation
Indirect Approach:Toleverage on our partnershipsto spread awareness
Direct Approach
Door to Door Counselling ParentsCounselling
1 Have a designated counselling team
of a trained counsellor & trainers for
each centre
2 Prepare a customized script addressing the
aspirations city wise/area wise
3 Conduct door-to-door counselling trying
to tap in as many aspirants as possible for
addressing problems as well as explaining
our offerings
1 Organise a “chai-samosa” meet and invite
parents & students at different city halls
2 The event would have different games &
activities to engage the audience
3 Games would have names such as
“Namaste’s-Guess the song contest” etc
4 The counselling team would interact with
parents and explain the value proposition
1 Visit different localities and organise
meetings at prominent locations
2 Get speakers who are a known local
personality, successful Namaste students &
trainers as speakers
Have a designated MobilizationTeam : 1 Senior Trainer & 3-4 Trainers
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26
26
CommunityMeetings
Local Pilot Training Classes
Conduct 1 day demo classes to generate cold
leads & give the locals a flavour of classes
27. Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
Direct Approach
Street Plays
1
The trainers & the
students should prepare
exciting scripts to
highlight the importance
of skill development
2 The mobilizing team comprising
of the efficient trainers should
gain expertise through guidance
by Namaste’s experienced
workforce or external help
3 Conduct engaging street plays in
popular & busy locations to grab
the audience’s attention with
careful execution of the script
and the intended message
4 Distribute
flyers and
brochures
during the
event
Indirect Approach
Mobilization
Partneringwith the NGOs
1 Rope in the maximum number of NGOs
Idea : To gain from the popularity and reach of the
local NGOs. This helps even the NGOs to achieve
their vision of the community’s betterment
2 Try to understand the community’s
aspirations and requirements
3 Educate the NGOs about how Namaste
would help the community achieve
effective skill development
4 Enable them with flyers & brochures in vernacular
language to enhance the communication
Local Authority Support
Idea : To seek help from the
influential bodies as they have
power & control. Also helps them
achieve popularity & community
goodwill.
1
The senior trainers or
mobilization team prepares
a pitch to rope in the local
government bodies
2 Get their help to use facilities
such as their community
programs & events
Local Brand Ambassador
Idea : To rope in a local brand
ambassador who can help
“glamorize” the idea of vocational
training. Also helps as they have
high fan following
They can include local actor,
actresses, politicians, social figures,
businessmen etc
27
27
28. Overview Strategy
Vocational
Training
Global Program
Training of
Trainers
Mobilization &
Assistance
Financial
Analysis
Marketing & Branding Initiatives
Television Ads
Idea : To use television as a media and
an influential personality to generate
trust in the brand and its proposition
“Bharat aage badhega aur
Hum bhi aage badhenge”
Roping in a trusted figure like Amitabh
Bachchan would garner interest as
well as credibility to the brand name.
This would help in achieving
awareness and widespread popularity
Radio Campaigns
Idea : Leveraging on radio’s reach
to communicate the brand message
Medium: Popular local FMs
RJs and successful students talk of
how Namaste can bring about a
change in line with the television
campaign
Newspaper
भारत आगे बढ़ेगा और
हम भी आगे बढ़ेंगे।
Idea: To use the power of print
Have articles, ads and interviews
on vernacular dailies so that the
audience is comfortable in
understanding the message
Digital Platform
Idea: To use the online platform for
creating a two way communication
Online Chat Rooms
Have trainers or a designated person
to answer questions regarding the
program on the company website
Telemarketing
Idea: A direct marketing tool would help reach a
large database of prospective students and would
also have the advantages of personal selling
Merchandise
Have a designated team to
gather leads and call up to
understand student
aspirations and also to
interest them
Callers should be familiar
with vernacular languages
Mahindra
Namaste
Idea: To build a stronger brand to gather support
To have training books and cds under the Mahindra
name
Also students can wear t-shirts saying the same for
active promotions & sense of belonging
28
29. Financial Analysis Summary
Op-Cost Summary Per student @ 100% utilization
29
MetroCity/Tier1 Tier2
4 courses 5 courses 6 courses 4 courses 5 courses 6 courses
10,625 9,312 8,940 7,600 6,826 6,769
MetroCity/Tier1 Tier2
4 courses 5 courses 6 courses 4 courses 5 courses 6 courses
10,200,000 11,174,000 12,874,000 7,296,000 8,191,100 9,747,600
Op-Cost Summary Per Centre Per Year
Revenue Student Fees 15,000 for VT
25,000 for GEP
Placement Fees 1,000 / student
Expenses Metro City/Tier 1 20,300,000
Tier2 18,270,000
Fixed Setup Cost
Profits
1 2 3 4 5 6 7 8 9 10
PAT (65,937,220) (94,023,020) (15,554,313) 109,594,789 179,607,825 351,469,530 498,028,298 994,920,475 1,270,916,239 1,583,997,266
NPV 499,699,578 IRR 20.21%
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