Skilling, Upskilling and Reskilling for a Just Transition in Coal Regions - Expert Exchange
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8. Impacting sustainable development at scale with data, integrated analysis, and strategic
outreach
250+
Multidisciplinary team
380+
Peer-reviewed publications
190+
Instances of increased data transparency
540+
Roundtables & conferences
20+
Indian states engaged
130+
Bilateral & multilateral initiatives promoted
Emerging Economies
CEEW Centre for Energy
Finance
UP State Office
Energy Transitions
Industrial Sustainability
Sustainable Livelihoods
Low-carbon Economy
Power Markets
TRANSFORMATIONS QUALITY OF LIFE
Clean Air
Sustainable Mobility
Sustainable Water
Sustainable Food Systems
Sustainable Cooling
SPECIAL INITIATIVES
Powering
Livelihoods
Climate Resilience
Sustainable Finance
Technology Futures
Circular Economy
ENABLERS
International Cooperation
8
9. A worker-centric just transition needs to account for varied skills in the coal mining industry
- Explore the coal mining ecosystem with big data
- Draft the occupation web to map occupations and skills
of coal mine workers
- Look at the enablers for workers’ ability to transition
- Locate alternative economic opportunities for workers
to transition into
- Factor in externalities that affect a just transition
The objectives of this presentation include:
9
10. Distribution of production and workforce in the coal ecosystem in India is vast yet diverse
Sources:Provisional Coal Statistics 2022-23; MoC Annual Report 2023; Fossil fuel phase outs to meet global climate targets 2021
Odisha: 218.981
MT (24.52%)
Chattisgarh:
184.895 MT
(20.70%)
Jharkhand:
156.445 MT
(17.52%)
Madhya
Pradesh: 146.028
MT (16.35%)
Distribution of production:
● Total coal production in
2022-23: 893.190 MT
● 4 states combined:
almost 80% of total
production
● Open cast mines:
96.1%
● Underground mines:
3.9%
Distribution of workforce:
● Total coal jobs: 3.6
million (direct, indirect,
pensioners)
● Direct : indirect jobs:
1:3 10
11. Source: Institute For Miners & Metal Workers, 1986; Joint Bipartite Committee for the Coal Industry, 1986
The coal mining workforce has specialised skills and occupations (1/2)
11
12. The coal mining workforce has specialised skills and occupations (2/2)
➔ Workers in the coal ecosystem can be broadly classified into three categories:
1. Executive workers: Permanent employees of the CIL and its subsidiaries who occupy managerial positions
2. Non-executive workers: Permanent employees who occupy technical and supervisory positions
3. Contractual workers: Temporary workers employed by contractors (MDOs) which mostly engage in manual
work, operators/ drivers, technical work as assistants
➔ Workers can also be classified on their NCrF (National Credit Framework) level, based on their skill sets:
1. Levels 1 to 5: Non-executive and contractual workers
2. Levels 5.5 and beyond: Executive workers
Skill
s
Technical knowledge: related to a fields such as electrical & mechanical engg.,
mining, geology, etc.
Socio-emotional skills: ability to migrate, to dislodge social barriers, to get
access to reskilling, etc.
➔ A holistic approach to evaluate skills of coal mine workers, including female workers,
which is inclusive of socio-emotional skills, allows for worker centric planning for a
just transition
➔ Skills of coal mine workers can be evaluated by looking at official government 12
13. Selecting and matching skill requirements of the alternative sectors is the crucial next step
➔ It is also essential to look at the skills requirements of alternative economic sectors which can accommodate coal
mine workers in the future. Alternative sectors can be selected on the basis of:
➔ Matching skills based on current skills of coal mine workers and skills requirements of alternative industries
using new and innovative tools such as Artificial Intelligence (AI)
➔ Examining the role of labour unions as actors in the consultative process
➔ Developing a robust skilling ecosystem which caters to the skilling demands of alternative sectors
➔ Diversifying the regional economy by building both green and traditional sectors that are enabled by a
supportive international economic system and factors for revenue and job losses from coal mining
1. Growth potential based on analysis of government data from documents such as
the Economic Survey, the Industrial Policy Resolution, and other relevant sectoral
policy documents
2. Strategic push by governments for certain valuable economic sectors
3. Average income and non-wage benefits such as access to education, healthcare and
compensation benefits
13
16. The role of trade unions in structural change processes
The power of the people is the most important point.
06.02.2024
16
17. The role of trade unions in structural change processes
•Funds: Just Transition Fund, European Social Fund, European Regional Development Fund
European Union
•40 Bill. € in different funds
Germany
•Funding guidelines
Federal states in Germany
•Decisions about the funding and micro management
Lignite coal regions
06.02.2024
17
18. The role of trade unions in structural change processes
Trade unions were members of the „Commission on Growth, Structural Change and
Employment“ in lignite coal regions
Trade unions supported the process of the „Future Workshop Lusatia“
The final strategy paper (Development Strategy Lusatia 2050) was never get in action
The German Trade Union Confederation and her member trade unions are part of regional
decisions councils in every lignite coal region
06.02.2024
18
19. "REVIERWENDE“ – a project for all lignite coal
regions in Germany
A unionized and employees-focused perspective of structural change
Central-German Region, Lusatia Region, Rhenish Region und Saarland (Steinkohle)
Duration: 01.09.2021 - 31.08.2025 (funding STARK-Programm „Stärkung der Transformationsdynamik und
Aufbruch in den Revieren und an den Kohlekraftwerkstandorten“ (Strengthening of the transformation
dynamics and a new start in the mining areas and at the coal-fired power plant locations“)
06.02.2024
20. OFFICES
Project board
• Berlin
Lusatia Region
• Cottbus
Görlitz
Central-German Region
Halle/Saale
Pegau
Rhenish Region
• Bedburg
Saarland
Saarbrücken
06.02.2024
20
21. Goals of the project REVIERWENDE
Support of „Good Work“ conditions in firms
(businesses and factorys)
Support for trade unions, workers councils and
young people
Cooperation with regional decision councils
Coaching, workshops and networking for the
development of companies and the region
06.02.2024
21
23. Source: Präventive Strukturpolitik und regionale Transformationsprozesse, DGB-Diskussionspapier (2021)
1. Reliable financing, planning security and more spatial justice
Expansion of permanent and reliable financing bases based on the model of the all-German subsidy system: "Treat
unequal unequally" (EU structural funds, need for reform of the GRW)
Consolidate public investments and promote investments in technical and social infrastructures as needed
2. More interdisciplinarity and variety of instruments
Successful structural policy in transformation processes is more than just economic promotion
Public services infrastructure, quality of life, attractive regions, qualification and labor market policy are also important
prerequisites for success
Sufficient instruments and funds must be available for this: e.g. through an expanded concept of infrastructure in the joint
task "Improvement of the regional economic structure" (GRW) and corresponding expansion of the all-German funding
system
Key statements for preventive structural
policy and regional transformation
processes
06.02.2024
44
24. 3. Supporting municipalities and regional actors
sufficient funding for municipalities,
simplifying and accelerating planning and approval processes in a targeted manner, but not reducing standards,
strengthening regional cooperation within the framework of new governance structures
4. More participation of those affected
reliable participation at program level, in committees (transformation councils or citizens councils), at project level
package of measures to promote bottom-up processes
establish "regional transformation councils" as a standard
Key statements for preventive structural
policy and regional transformation
processes
06.02.2024
45
25. 5. Promotion of good working conditions
adherence to collective bargaining agreements for all government contracts, support programs and participations so that good
industrial jobs are NOT replaced by poorly paid service jobs
6. Better ability to forecast and strategize
each region has its own strengths and weaknesses -> continuous regional structural reporting
new indicator system for "early warning system" (resilience research) -> continuous monitoring / evaluation
Key statements for preventive structural
policy and regional transformation
processes
06.02.2024
46
27. Thank you very much for your attention! Let's
tackle it together.
Office Cottbus
Marko Schmidt – team leader
+49 1578 53 22 032
marko.schmidt@revierwende.de
Office Berlin – project board
Frederik Moch – project head and
department chief of DGB structure,
industry and energy policy
+49 30 240 60 - 576
Frederik.Moch@dgb.de
28. Implemented by
Promoting Cooperative Skill Development, The Cluster Approach
Indo-German Programme for Vocational Education and Training (IGVET) | 24 Jan 2024
29. 1
3
Content
2
5
Indo-German Programme for Vocational Education and Training (IGVET)
Cluster Route to Cooperative VET
4
GIZ India: Our Portfolio
Promoting Cooperative Skill Development, The Cluster Approach
Key learnings and Best Practices
Promoting Cooperative Skill Development, The Cluster Approach
24 Jan 2024
Page 1
30. 1. GIZ India: Our Portfolio
• GIZ is a German federally-owned public benefit enterprise,
working in the field of international cooperation for
sustainable development in over 120 countries.
• In India, GIZ has been working for over 60 years, jointly with
partners for sustainable economic, ecological, and social
development.
• GIZ is contributing to some of the most significant initiatives
of the Indian Government - including Smart Cities, Clean India
Mission and Skill India.
• 328 Indian nationals and 50 international employees are
currently working in the country.
Thematic Areas of
GIZ India
ENERGY
ENVIRONMENT, CLIMATE CHANGE AND
BIODIVERSITY
SUSTAINABLE URBAN AND INDUSTRIAL
DEVELOPMENT
SUSTAINABLE ECONOMIC DEVELOPMENT
Promoting Cooperative Skill Development, The Cluster Approach
Page 2 24 Jan 2024
31. IGVET Objective
“Actors from the public and private sector work together to
create conditions conducive to establishing and improving
cooperative VET in India”
Focus on
Quality &
Learnings
2. Indo-German Programme for Vocational Education
and Training (IGVET)
Promoting Cooperative Skill Development, The Cluster Approach
Page 3
Promoting Apprenticeship:
• Taking a Cluster Approach
• Working with Business Membership Organisations
24 Jan 2024
32. 3. Promoting Cooperative Skill
Development,
The Cluster Approach
Case Study: Aurangabad
24 Jan 2024
Page 4 Promoting Cooperative Skill Development, The Cluster Approach
Aurangabad
New Delhi
Mumbai
33. Mumbai
Retail / E-commerce
Pune
Green Energy/
Solar
Aurangabad
Automotive parts
Bhiwadi
Energy efficient construction
Bengaluru
Electronics
Hyderabad
Life Sciences
Kolkata
Electric Vehicles
3.1 The Clusters
With the private sector in the lead for demand-driven skills development.
New Delhi
MSDE (“ecosystem facilitator”) –
capturing learnings for replication
and upscaling = systemic change
State Government of Gujarat
Promoting Cooperative Skill Development, The Cluster Approach
Page 5
Chennai
Logistics/Energy Efficient
Construction
Cluster represents the entire value chain
of a broadly defined industry from
suppliers to end products, including
supporting services and specialised
infrastructure
24 Jan 2024
34. • 5th largest industrial district in Maharashtra regional state India
• 195 large-scale enterprises with an investment of INR 7,000 crore (expected to grow to 343 by
2020, with an investment of INR 173,000 crore)
• 3,400 MSMEs with an investment of INR 400 crore
• (expected to grow to 9,000 with an investment of INR 1000 crore)
Together, the local industry generates more than
120,000 jobs, out of which 95,000 are provided by
MSMEs.
3.2 Case Study: Aurangabad
Promoting Cooperative Skill Development, The Cluster Approach
Page 6 24 Jan 2024
Automotive assembly
Auto components
Beverages – Beer
Pharma
White goods
Plastic and rubber products
Agriculture
Aurangabad
Automotive parts
Major Industry Sectors
35. Automotive
Component
Cluster
Aurangabad
International
leading OEM
industries
Service
industries
Retail industries
Local leading
OEM industries
e.g. Bajaj, Skoda
Product
industries
(MSMEs)
Software
industries
Supporting industries
Govt. & Pvt.
Higher
educational
institutions
Industry
associations
Govt. & Pvt. VET
educational
institutions
State Govt.
Supporting organisations
Central Govt.
Other
institutions
GIZ – IGVET
3.3 Understanding the Cluster and its benefits of cluster approach
Cluster represents the entire value chain of a
broadly defined industry from suppliers to end
products, including supporting services and
specialised infrastructure
Promoting Cooperative Skill Development, The Cluster Approach
Page 7 24 Jan 2024
36. STEP 3
Stakeholder identification
Mapping of stakeholders and
potential partners
STEP 4
Outreach and Partnership Building
Finalisation of partners, roundtable
meetings, awareness raising, definition
of roles & responsibilities
Capacity building and
strengthening of industry
associations
towards skill development
initiatives
STEP 5
Establishing the Skill
development center
Identification of course
Affiliation of Training center
Collaboration with DGT and
SSCs.
STEP 6
Successful implementation of
pilot training
Quality of training, Master
trainers, certifications
STEP 7
Understanding the Skill Gap
and demand
by the primary and secondary
skill survey, round table
meetings etc.
STEP 2
STEP 1
Understanding the cluster
Ecosystem, stakeholders and
supporting organisations
STEP 8
Placement and post
placement support
in the local industry
4. The Cluster Route for Cooperative VET
Promoting Cooperative Skill Development, The Cluster Approach
Page 8 24 Jan 2024
37. 4.1 Working with Business Membership Organisations
• Forging partnerships with training providers, central and state governments
• Serving as a skill development service provider for member companies and the industry at large
• Assessing the skill demand and design, delivering and assessing relevance of training
• Improving quality of cooperative training
• Placing learners in jobs and filling vacancies for employers
Bhiwadi
Manufacturer’s
Association
uPVC Windows and
Door Manufacturers
Association (UWDMA)
Bhiwadi Aurangabad Bengaluru
Karnataka Small Scale
Industries Association
(KASSIA)
Bengaluru Chamber
of Industry and
Commerce (BCIC)
Electronics City
Industries
Association (ELCIA)
Chamber of
Marathwada
Industries and
Agriculture (CMIA)
Marathwada
Association of Small
Scale Industries and
Agriculture
(MASSIA)
Pune Mumbai
Maharashtra Solar
Manufacturers
Association
(MASMA)
Skill Council for
Green Jobs
(SCGJ)
Hyderabad
Association of Lady
Entrepreneurs of
Andhra Pradesh
(ALEAP)
Retailers
Association’s
Skill Council of
India (RASCI)
Representing 14,000+ employers in MSME
and in large companies
Confederation of
Indian Industry
Promoting Cooperative Skill Development, The Cluster Approach
Page 9 24 Jan 2024
38. • Providing professional skill development services for its member companies.
• Identification of skills gaps; Identification of trainings based on skills gaps; Short term/long term
courses to address the same
• Hand holding in affiliation of training centre
• Promoting of National Apprenticeship Promotion Scheme among members and students
Industry Associations
• Facilitation and support in developing public-private dialogue and partnerships
• Pilot activities, capacity building
• Action research, documentation of learnings, reform proposals
• Developing sustainable models of cooperative VET
GIZ
Promoting Cooperative Skill Development, The Cluster Approach
Page 10
4.2 Roles and Responsibilities of Partners and Stakeholders
24 Jan 2024
39. 5.IGVET
-
Key
Learnings
and
Best
Practices • Capacity building to establish industry associations as a professional skill service provider
for their member companies.
• Establishment of Skill Development Units in industry chambers used by 200+ companies
Private Sector Engagement by Involving Industry Associations
• Hand holding to develop cooperation between private & public actors to implement on the
job training
• Guidelines for public-private partnerships in cooperative VET
• Handholding industries and institutes to and implement the dual training
Developing Successful Partnerships
Measures developed based on local cluster training needs:
• Career guidance and counselling
• Curricula development, training of trainers, teachers’ exchange
• In-company trainers profiling and training
Developing Demand-Led Cooperative VET-Models
Promoting Cooperative Skill Development, The Cluster Approach
Page 11 24 Jan 2024
40. Impact
1. Skill development: A total of 14,636 adolescents & young adults have completed a training
course in 93 job profiles – all including on-the-job training and certified by the respective
Sector Skill Council (for short-term trainings up to 12 months, 534 courses in total) or the
Directorate General of Training (for long-term trainings beyond 12 months, 201 trainings in
total)
2. Capacity Development: A total of 2,525 ITI instructors, in-company trainers and vocational
school managers have participated in 70 capacity building measures focusing on technical
domain content, on-the-job training pedagogy and methods for managing cooperative VET
courses effectively, reaching a total of 1,92,005 indirect beneficiaries.
3. Industry linkage: A total of 410 MSMEs are actively contributing to the design and
implementation of cooperative VET courses. 25.000+ MSMEs are contributing indirectly
through the various skill development activities of their business membership associations.
4. Outreach: A total of 59 awareness sessions and exchange events were organised on
apprenticeship and public private partnership in which 2.334 representatives of 74 Industry
Associations participated.
5. Partnership : IGVET facilitated 110 new partnerships between industry associations and ITIs.
Promoting Cooperative Skill Development, The Cluster Approach
Page 12 24 Jan 2024
41. Deutsche Gesellschaft für
Internationale Zusammenarbeit (GIZ) GmbH
Registered offices
Bonn and Eschborn
Private Sector Development Programme
B 5/1 Safdarjung Enclave
New Delhi, 110029, India
T: +91 1149495353
F: +01 114949 5391
E igvet@giz.de
I www.giz.de
Thank You
