Presentation list - Jadavpur University Alumni Association

Transcription

National Seminar on Jan 18th 2015
Venue: Hotel The Lalit, Mumbai
Speaker's Name
Alumni general presentaion
Prof. C B Bhattacharya
Mr. K Venkataramanan
Mr. Syamal Ghosh
Mr. Kishor Chaukar
Mr. R.B.Gupte
Dr. Sapna Poti
Mr. M. S. Unnikrishnan
Presentation
file status
PPT ready
PPT ready
Not shared
NO
NO
PPT ready
PPT ready
NO
Mr. K Nandakumar
Mr. Subramaniam Vutha
Mr. Rajrishi Singhal
Mr. Ramani Iyer ( Panel questions)
NO
NO
NO
PPT ready
E-mail
dibuchak@rediffmail.com
cb@esmt.org
kv@lntenc.com , jd@Lntenc.com
syamalgupta@tata.com
kachaukar@tata.com
rajivg@dcmsme.gov.in
eatomd@nsdcindia.org
unnikrishnan.ms@thermaxindia.co
m
nandakumar@chemtrols.co.in
svutha@svutha.com
rajrishi.singhal@gmail.com
ramani2211@gmail.com
ALUMNI ASSOCIATION , NCE BENGAL AND JADAVPUR UNIVERSITY MUMBAI BRANCH WELCOMES YOU
National Seminar on
India as a Global Manufacturing Hub by 2022
Panacea to our aspiration
Venue: Hotel The Lalit , Sahar Road, Andheri East, Mumbai‐400099, India Date: Sunday, 18th January 2015, Time: 08‐30 hrs to 18‐00 hrs.
PROGRAMME DETAILS
PROGRAMME DETAILS
PROGRAMME DETAILS
ABOUT JADAVPUR UNIVERSITY
In
the
unprecedented
public
indignation that arose as a result of the
attempted partition of Bengal in 1905
by the then British rulers was the
realization that an educational system
based on national ideals was essential
for the regeneration of a nation. As a
consequence the National Council of
Education, Bengal (NCE‐BENGAL) was
founded on 11th March, 1906.
The foundation of the NCE was made
possible by the munificence ‐ scholarly
as well as monetary ‐ of the likes of
Raja Subodh Chandra Mallik ,
Brajendra Kishore Roychowdhury of
Gouripur as well as Sir Rash Behari
Ghosh (first President of NCE), poet
Rabindranath
Tagore
and
Sri
Aurobindo Ghosh
ABOUT JADAVPUR UNIVERSITY
Jadavpur University
was formed on 24
July 1955 as per
recommendation of
the
Radhakrishna
Commission.
At present the University has three faculties ‐ Arts, Engineering &
Technology and Science with thirty seven departments, offering graduate,
post‐graduate as well as doctoral courses. It has two campuses ‐ Jadavpur
in South Kolkata and the new campus in Salt Lake.
JADAVPUR UNIVERSITY CAMPUS
MISSION TO ACHIEVE
PIONEERS OF JADAVPUR UNIVERSITY
RAJA SUBODH CHANDRA MALLICK
RASH BEHARI GHOSH
FIRST PRESIDENT OF NCE BENGAL
SHRI AUROBINDO GHOSH
RABINDRANATH
TAGORE
PROF. TRIGUNA SEN
ABOUT ALUMNI ASSOCIATION AND MUMBAI BRANCH
The Alumni Association at Kolkata was formed on 1st January, 1921.
The Mumbai branch of Alumni Association was established in 1956.
Objectives Alumni Association NCE Bengal & Jadavpur
University
Fostering comradeship, unity and fellow‐feeling amongst the ex‐students and rendering all possible assistance to the Alma Mater
PAST SEMINARS / EDUCATIONAL PROGRAMS OF MUMBAI BRANCH OF ALUMNI ASSOCIATION
Computer Networking ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 1996 Infrastructure India 2000‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 1997
Strategic Brand Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐1998
Developing E‐Business Strategy ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐2000
Prof. B. Nag Memorial Lecture ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐2001
MDP: Leadership and Business Etiquette ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 2002 Inspiring Solution (A Tech Paper Competition) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐2002 Indian Industry in Next decade ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 2003 MDP: Communication and Negotiating Skill ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐2005 Indian Industries‐ Next Wave 2020 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 2008 Nuclear Power & Energy Security of India‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 2010
Bringing Spirituality to the corporate world‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐2012
Fostering a peaceful world – Swami Vivekananda’s Dream‐‐‐‐‐‐‐‐‐‐2014
JADAVPUR UNIVERSITY ALUMNI ASSOCIATION ( MUMBAI BRANCH ) TRUST
THE MUMBAI BRANCH OF ALUMNI ASSOCIATION
FORMED MUMBAI BRANCH TRUST IN 1981.
THE TRUST IS REGISTERED UNDER THE REGISTRAR OF
SOCIETIES ACT 1860 & THE BOMBAY PUBLIC TRUST ACT
1950 AND APPROVED BY THE CHARITY COMMISSIONER
OF MAHARASHTRA.
IT STARTED WITH A MODEST AMOUNT DONATED BY THE
THEN MEMBERS OF OUR ALUMNI ASSOCIATION & THE
INDUSTRY
JADAVPUR UNIVERSITY ALUMNI ASSOCIATION ( MUMBAI BRANCH ) TRUST
THE PRIME OBJECTIVE OF THE TRUST IS TO HELP & INSPIRE NEEDY
MERITORIOUS STUDENTS OF THE COUNTRY
SCHOLARSHIP GIVEN BY JADAVPUR UNIVERSITY ALUMNI ASSOCIATION ( MUMBAI BRANCH ) TRUST
1.
The late Sushil Ganguli Scholarship for Rs 32,000 (adopt‐a‐child scheme) to 4 children of Jadavpur Vidyapith , Kolkata at the primary classes.
2.
The late Mihir Lodh Scholarship for Rs 45,000 (adopt‐a‐child scheme) to 5 children of Vivekand Education Society , Mumbai in the primary classes.
3.
The late Bibhas Chandra Rakshit award for Rs 25,000 to the ‘Teacher of the Year’ at Jadavpur Vidyapith ( Primary & Nursery Section).
4.
The late Supriya Basu Scholarship for Rs 80,000 ( Rs 20000 each ) to three 2nd year students (toppers in 3 Faculties ARTS, SCIENCE, & ENGINEERING) & one 3rd year topper of Engineering faculty of Jadavpur University.
5.
The late Ramkanai Debnath Scholarship of Rs 20000 to the Sausheelya Special Education School at Anushaktinagar, Mumbai.
6.
The late C K Radhakrishnan scholarship of Rs 20000 to the 2nd year Mechanical Engg student at VJTI, Mumbai.
7.
The late A K Sinha scholarship of Rs 14000 for adopting 2 mentally challanged
students in Sashi Mangalayam School for Children need special care at Goregaon , Mumbai
FUTURE PLAN OF JADAVPUR UNIVERSITY ALUMNI ASSOCIATION ( MUMBAI BRANCH ) TRUST
10
•
•
•
EXPAND OUR OPERATION TO CONTRIBUTE MORE IN ALMA MATER
COLLECTION TO CREATE AT LEAST 1 Cr FUND.SEEKING PARTICIPATION FROM INDUSTRY.
“TOTAL EDUCATIONAL SPONSORSHIP” FOR NEEDY STUDENT
9
8
7
6
NO OF
SCHOLARSHIP
5
SCHOLARSHIP
FUND , IN Rs
LAKH
4
3
2
1
0
2013- 2014- 2015- 2016- 201714
15
16
17
18
OTHER ACTIVITIES OF JADAVPUR UNIVERSITY ALUMNI ASSOCIATION ( MUMBAI BRANCH )
DELIBERATING ON ALMA MATER
ENGAGING ALUMNUS THROUGH CULTURAL PROGRAMME
CAREER DEVELOPMENT PROGRAM FOR YOUNG ALUMNUS
SOCIAL BONDING FOR SHARED GROUP
OUR NEW WEBSITE
www.juaam.in
SOME UNFORGETTABLE PHOGRAPHS
Sustainable Manufacturing:
Bringing the Triple Bottom Line to Life
CB Bhattacharya,
Pietro Ferrero Chair in
Sustainability
ESMT, European School of
Management and Technology
Berlin
India as Global Manufacturing Hub by 2022
Mumbai, India
January 18th, 2015
The world today
Obesity a threat to global food
security: Du Pont
1/19/2015
© C.B. Bhattacharya: All rights reserved
2
Capitalism in crisis
1/19/2015
3
Stakeholders in action
http://thenakedbrand.com/
1/19/2015
© CB Bhattacharya: All rights reserved
4
From the Tragedy of the Commons to the Triple Bottom Line
Financial value
Doing
Well
Doing
Doing
Well
Well
Tragedy of the
Commons
Strategic CR
Triple
Bottom
Line
Socioenvironmental
value
Doing Good
CR
“A company’s long-term success, and sometimes even existence, is
inextricably tied to its stewardship of not just its own well-being but also of the
natural and social environment in which it operates.”
1/19/2015
5
Why is manufacturing key for the Triple Bottom Line?
Manufacturing in the developed
world: source of innovation and
competitiveness
Manufacturing in the developing
world: a pathway from subsistence
agriculture to rising incomes and
living standards
1/19/2015
Source: McKinsey
6
Sustainable manufacturing in the Indian context
“There are only two priorities for India – creation of 10-15 million jobs per year, growth of 10-15%
per year
C. K. Prahalad
• India can achieve economic growth and create CR value by:
 taking environmental and social concerns into account
 becoming a solution provider
 exploiting economies of scale
 creating new markets through targeting bottom of the economic pyramid
e.g. The demand for water-saving technology has allowed India’s Jain Irrigation, a leading global manufacturer of
complete drip irrigation systems for water conservation, to achieve a 41% compound annual growth rate in revenue
(Porter and Kramer, 2011).
• Mishra and Suar (2010) and many other scholars also find that responsible business practices
towards primary stakeholders can be profitable and beneficial to Indian manufacturing firms.
1/19/2015
7
Two routes to CR value: direct & indirect
Business
Outcomes
CR
Inputs
1/19/2015
Societal
Outcomes
?
Stakeholder
Reactions
CR
Value
(Economic,
Social,
Environmental)
8
Direct route to CR value
“Reducing your emissions goes hand-in-hand with reducing your costs.”
(Bob Gordon, British Retail Consortium)
Marks & Spencers Plan A
Investment
Profit
£40 million
£50 million
http://www.youtube.com/watch?v=aIrHzxkiaeE&feature=related
•
•
•
•
1/19/2015
Reduced total carbon emissions by 8 percent
Improved store energy efficiency by 19 percent
Reduced store refrigeration emissions by 18 percent
Improved general merchandise delivery fleet efficiency by 30 percent
9
Stakeholder reactions to CR
CR INPUTS
Domain
Investment
CR VALUE
Business
Social
Level
Environmental
1/19/2015
10
How stakeholders interpret CR
Unity
1/19/2015
11
Understanding
 Awareness
 Attributions
Participants perceive both intrinsic (care for the community) and extrinsic (way to market
products) motives
“It’s a form of marketing to get their products out but it also helps the community.”
“They want to help the community but also to make a name for themselves and gain
popularity.”
Endorse extrinsic motive
“It‘s good because they are going to help us along with themselves.”
 Effectiveness
1/19/2015
12
Usefulness
CR initiatives that fulfill “customer” needs create more value
• Functional benefits
• Identity related benefits
Leads to well-being, loyalty, positive word of mouth
• “One of the things that keeps me here is some of the positive things that we do in
the community.”
1/19/2015
13
Unity
1/19/2015
14
Stakeholder-Company “Circle of Virtue”
“What if we gave a little power to the employees, hey,
if you can find savings in one area of the company,
we’ll contribute it to your favorite cause or do
something that saves us money and makes us more
productive. I think retention is a big thing. When you
have happy people they want to stay. I’m not saying if
you gave to my favorite charity or we did Habitat for
Humanity that I would feel like I wanted to stay for ten
more years. But I would go home at night and I would
sit down with my family and say you know what? I had
a great day at work today and I don’t feel like killing
someone.
That maybe is not measurable in percentage points,
but it’s measurable (return on investment), if you get
up the next morning at 5:30 and get on email and
you’re not angry that P&G is eating into your personal
time, because now on your personal time you’re doing
something that is also part of P&G.”
- Regional sales employee
1/19/2015
15
Test of 3U’s framework - customers
1/19/2015
16
Test of 3U’s framework - employees
Understanding
Business Value
CR
Associations
CR
Efficacy
-.94**
.11**
Intent to Leave
Unity
.05**
Identification
.19**
Work Effort
.12**
Usefulness
CR
Self-esteem
.98**
.08**
Loyalty
CR Work-Home
Integration
1/19/2015
17
Best practice example
.33*
CR perception
.13*
CR
participation
R² = 0.56
10/22/2012
Unity
Satisfaction
with salary,
etc.
Employee
engagement
.32*
.47*
R² = 0.24
N = 814, * significant at the 5%level
18
Best practice example
Perceived Management support for CSR
.29(.09)**
Organizational Identification
.19(.09)*
CSR Importance to Employee
.04(.02)*
‐.04(.04)
Customer Oriented
Behaviors .18(.07)*
Job Performance
.12(.04)**
.17(.08)*
Perceived Customer support for CSR 1/19/2015
.19(.10)
Employee‐
Customer Identification
.31(.07)**
19
The Guardian
June 24, 2014
1/19/2015
20
Do Investors Care about CR?
• Event study to investigate whether and how the stock market reacts to the publication of firm CR
reports
• It pays to be good!
- Abnormal stock returns around release of CR reports are positively associated with firm CR
performance
• It pays to talk about doing good!
− Compelling evidence that investors do care about CR
− Non-financial disclosure reduces information asymmetry and helps investors better integrate firm
CR performance in stock valuation
− CR reports particularly important for firms in a weak information environment
Key success factors for strategic CR
Commitment
Communication
Co-creation
Calibration
(Bhattacharya et al., 2011)
1/19/2015
22
Dissemination
Overall insight
Does it pay to be good?
Two words:
It depends!
1/19/2015
24
Sustainable Business: EFMD Global Focus article
1/19/2015
25
Spheres of Influence:
Sustainable Business Roundtable (SBRT)
1/19/2015
26
Thank you!
Professor CB Bhattacharya
Pietro Ferrero Chair in
Sustainability
ESMT
European School of Management
and Technology
Schlossplatz 1
10178 Berlin
Phone:
Fax:
+49 (0) 30 21231-1528
+49 (0) 30 21231-1281
cb@esmt.org
www.esmt.org/cb-bhattacharya
1/19/2015
27
Skill Development and Talent
Management
Dr. Sapna Poti
National Skill Development Corporation
18th January, 2015
National Skilling Ecosystem
Ministry of Skill Development, Entrepreneurship, Youth Affairs and Sports
National Skill Development Agency (NSDA)
Coordinate & harmonize the approach to skill development
Central Ministries
State Skill Development Missions (SSDM)
Per NSDA’s National Skill Qualification Framework
N
S
Q
F
Anchor & Operationalize NSQF
National Occupational standards (NOS)
Sector skills Councils
Qualification packs (QPs)
Standardized Curriculum Training Providers
Private Sector Initiatives by Corporates, NGOs, Associations etc. Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2014 NSDC. All Rights Reserved.
1
NSDC : A PPP to catalyse employer led skill development
1.Create
Proactively catalyze creation of large, quality vocational training institutions Create the vision and help define the path
2.Fund
Commercially viable, scalable, sustainable businesses
Nurture organizations through patient capital
3.Enable
•
•
•
•
•
Support systems required Sector skill councils
Quality Assurance
Information system
Train‐the‐trainer
Set Standards
Demonstrate commitment to the purpose
Create a viable ecosystem PPP setup by Ministry of Finance. Equity base Rs 10 crore (Government of India 49%, Private Sector 51%)
Private-sector shareholders include 10 business chambers & industry associations (5.1% shareholding each):
Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2014 NSDC. All Rights Reserved.
2
Incremental Employment requirement across sectors
Sector
Building, Construction & Real Estate
Retail
Transportation & Logistics
Beauty and Wellness
Furniture & Furnishing
Tourism, Hospitality & Travel
Textile & Clothing
Handlooms & Handicrafts
Domestic Help
Security
Electronic & IT Hardware
Food Processing
Education/ skill development
Auto & Auto Components
Healthcare
Leather and Leather Goods
Gems & Jewellery
Construction Material & Building
Hardware
IT & ITES
Telecommunication
Pharmaceuticals
BFSI
Media & Entertainment
Total
Projected
Employment in
Employment in 2022
2013 (In Mn)
(In Mn)
Incremental
Employment (in Mn)
45.4
38.6
16.7
4.2
4.1
7.0
15.2
11.7
6.0
7.0
4.3
7.0
13.0
11.0
3.6
3.1
4.6
76.6
55.7
28.4
14.3
11.3
13.4
21.5
17.8
10.9
11.8
8.9
11.4
17.3
14.9
7.4
6.8
8.2
31.1
17.1
11.7
10.1
7.2
6.5
6.3
6.1
4.9
4.8
4.6
4.4
4.3
3.9
3.8
3.7
3.6
8.3
11.0
2.7
2.8
2.1
1.9
2.6
0.4
459.5
5.1
4.2
3.6
4.3
1.3
578.6
2.4
2.1
1.7
1.7
0.9
119.2
23 Sector Skill Gap studies
have been commissioned and
are being updated
Incremental Employment
requirement of ~119 Mn by
2022
Significant training
requirements to train the
current and incremental
workforce
Highest employment
generating sectors in next 8
years (top 3 sectors)
•
•
•
Building, Construction
and Real Estate;
Retail and
Transportation & Logistics
Source: NSDC Sector Study Report
3
Key Implementation Challenges in Skill Development
Access to funding for India’s youth
to pursue vocational training
Enabling Environment
Expanding the
reach of vocational
training across India
Student
Mobilization
Key Challenges
Making Vocational
Skills Aspirational
A National Campaign to
make skills aspirational
among India’s youth
Quality of training
Adding capacity in the near term through PPP
and setting up of Sector Skill Councils to
enable high quality vocational training
to India’s youth
4
The Talent Challenge:
Youth, Educators & Employers living in parallel universes
Mismatch between education, skill training and employment
• 56% drop-out in high school to higher education
• Only 54% of youth believe post-secondary studies improved their employment opportunities
• 83% of the educationalists believe new graduates are ready to work in industry
Only a fraction of people employed are trained appropriately
• 53% of Indian employers say skill shortage is a leading reason for entry level vacancies
Aspirations
Education/
Training
Youth
Seeking Jobs
Expectations
HR
Employer
Employment
Seeking Employees
Source: McKinsey Education to Employment report
5
Mapping Youth Aspirations to Manpower requirement
Low
Incremental Manpower required High
20 high growth Sector‐level & State‐level district‐wise Skill gap studies
commissioned in 2008
New Sunrise Industries
BFSI,
Building, & Construction,
Healthcare Services, Transportation, • Renewables and Energy
• Aeronautics
• Electronics
• Waste Water Management
IT / ITeS
Education and Skill Development
Unorganised
Agriculture & Allied
Textile
Tourism, Travel, Hospitality & Trade
Organised
Retail,
Other Manufacturing
Food processing
Media & Entertainment
Leather & Leather Products
Auto & Auto Components
Chemicals & Pharmaceuticals
Electronics & IT Hardware
Low
Youth aspiration for sectoral employment
High
Proprietary and confidential. This information does not represent and should not be constructed as, legal or professional advice. © 2013 NSDC. All Rights Reserved Proprietary and confidential. This information does not represent and should not be construed as, legal or professional advice. © 2014 NSDC. All Rights Reserved.
6
160 Training Partners
31 Sector Skill Councils
34.5 lakh people trained
Transformation in Ecosystem
Industry Sector Skill Councils
Job Role
Standards
Training Institutions
Mobilize
Trainees
Undergo
Course Alignment
Training/
Apprenticeship
Industry Recognized Certification
Employer/
Industry Led
Assessment
International
Engagement
Certification
(Transnational)
Relevant Skills/
Credibility
Upgraded
Skills
Educational System
Workforce
Outside Workforce
Placement
Career Progress/ Increased Wages/ Mobility
Entrepreneurship
7
Sector Skill Councils : Aligning training with employers
TRAINING NEED
ANALYSIS
•
CURRICULUM
DEVELOPMENT
ASSESSMENT
AND
CERTIFICATION
•
Accreditation of Training Institutes
•
Academics of Excellence
Towards National Vocational
Qualification Framework
•
Training of Trainers
•
Labour Market Information System
•
•
Skill Development Plan
Guidelines and Participate in
Assessments and Certification of
Trainers and Trainees
•
Creation of Occupational
Standards
ROLLOUT OF
TRAINING
SSCs consist of representation from Industry, Government and Academia to
ensure participation of all ecosystem stakeholders.
Typical SSC Governing Council Composition:
• Industry Associations
• Business Leaders & Corporate Representatives
• Training Providers
• Government Representatives
• NSDC Nominees
RSDC GC Meeting, Sept 2014
Over 85% representation from Industry in SSC Governing Councils.
8
Status of Qualification Packs/National Occupational Standards
QPs under Development
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Media and Entertainment
Capital Goods
Apparels
Life Sciences Mining Iron and Steel
Beauty and Wellness Tourism and Hospitality
Infrastructure Equipment
Logistics BFSI
Handicrafts Food Processing
Power Textiles Coverage of 80%
Entry Level Job Roles
28 SSCs will jointly achieve
approx. 2000 Standards
covering 80% of the entry level
workforce by March 31, 2015
*Data as of 31st Dec 2014
9
Creating Career Pathways:
Academia/Industry integration through NVEQF/NSQF
Level
General Education Qualifications
Proposed Assessment Bodies
10
Doctorates
Universities and SSC
9
Masters
Jointly by Universities/IGNOU and SSC
8
Post Graduate Certificates, Post Graduate Diplomas and
Bachelor Degrees (Honours)
- Do -
7
Bachelor Degrees and Graduate Diplomas
‐ Do ‐
6
Graduate Certificates/Advanced Diplomas
‐ Do ‐
5
Diplomas
Jointly by Colleges / Polytechnics /Universities
/IGNOU and SSC
4
Class XII (General
Academic/Vocational Education)
Jointly by CBSE/ State Boards /NIOS /State Open
Schools and SSC
3
Class XI (General Academic/ Vocational Education)
2
Class X (Pre-vocational)
1
Class IX
(Pre-vocational)
‐ Do ‐
Jointly by Institution and SSC
‐ Do ‐
Skill development initiatives to be integrated with education across levels.
10
What we leave IN our next generation is more valuable than what we leave FOR them!!!
Thank you
Contact Information:
sapna.poti@nsdcindia.org
https://www.youtube.com/user/NSDCIndiaOfficial
11
एमएसएमई िवकास सं थान मंब
ु ई
MSME‐Development Institute, Mumbai
एमएसएमई के िलए गितिविधय और सेवाएं
Activities and Services for MSMEs
Presentation in context of National Technical Seminar‐
India as Global Manufacturing Hub by 2022‐
organized by Alumni Association , Jadavpur University • महारा ट्र रा य म,
िवकास आयक्
ु त
(एमएसएमई) नई
िद ली की सेवाएं मंब
ु ई
और नागपरु म ि थत
दो एमएसएमई िवकास
सं थान के नेटवकर् के
मा यम से प्रदान की
गई है और औरं गाबाद म
शाखा सं थान है .
• In the state of Maharashtra,
the support facilities and
services of the Offices of
the
Development
Commissioner(MSME) are
rendered
through
the
network
of
two
MSME‐Development
Institutes
located
at
Mumbai and Nagpur and
Branch
Institute
at
Aurangabad.
अिधकार क्षेत्र /Jurisdiction
1)Ahmednagar
2) Aurangabad
3) Beed
4) Dhule
5) Hingoli
6) Jalgaon
7) Jalna
8) Kolhapur
9) Latur
10) Mumbai
11) Nanded
12) Nandurbar
13) Nashik
14) Osmanabad
15) Parbhani
16) Pune
17) Raigad
18) Ratnagiri
19) Satara
20) Sangli
21) Sindhudurg
22) Solapur
23) Thane
24))Palghar
MSME-DI Nagpur:
1)Akola
2)Amravati
3)Nagpur
4)Bhandara
5)Gondia
6)Wardha
7)Chandrapur
8)Yavatmal
9)Buldhana
10)Washim
11)Gadchiroli
एमएसएमई डी आई वतर्मान म
1954 म महारा ट्र म मंब
ु ई
म थािपत िकया गया है ,
यह महारा ट्र के 23 िजल
के एमएसएमई सेक्टर के
प्रचार और िवकास संबध
ं ी
ज रत को परू ा करता है .
बाकी िजल
नागपुर म
एमएसएमई डी आई के
अिधकार क्षेत्र के अंतगर्त
आते ह
• MSME‐DI has been set at Mumbai in Maharashtra in 1954. At present, it caters the promotional and developmental needs of MSME Sector of 25 districts of Maharashtra. Rest of the districts fall under the jurisdiction of MSME‐DI at Nagpur.
• एमएसएमई
डीआई
मंब
ु ई
महारा ट्र रा य के िलए नोडल
सं थान के प म जाना जाता
है . सं थान रा य उ योग
िवभाग, िव तीय सं थाओं /
बक ,
रा य
प्रोमोशनल
एजिसयां, तकनीकी िवभाग ,
िव विव यालय और शैिक्षक
सं थान , इंजीिनयिरंग कालेज
और उ योग संघ के साथ
िनकट संपकर् बनाए रखता है .
•
MSME‐DI, Mumbai is known as
the nodal institute for the state of
Maharashtra.
The
Institute
maintains a close liaison with the
State Industries Department,
Financial Institutions/Banks, State
Promotional Agencies, Technical
Departments, Universities and
Academic
Institutions,
Engineering Colleges and Industry
Associations.
एमएसएमई के िलए सं थान की सहायता उपल ध है
The support of the Institute is available for MSMEs in terms of
•एमएसएमई क्षेत्र के िलए  Policy
promotions
नीित प्रो नित के उपाय
measures for MSME
Sector
•मौजद
और
भावी
ू ा
उ यिमय
को तकनीकी 
Providing
परामशर् प्रदान करने के
Technical Consultancy
िलए
to
Existing
and
Prospective
Entrepreneurs
• आिथर्क और सांिख्यकीय
सच
ू ना का प्रसार.
• सावर्जिनक खरीद नीित
के प्रचार और सरकारी
िवभाग और सावर्जिनक
क्षेत्र के उ यम वारा
खरीद म एमएसई क्षेत्र
की उिचत िह सेदारी की
सिु वधा
•
•
Disseminating Economic
and Statistical Information.
Publicizing the Public
Procurement Policy and
facilitating due share of
MSE
Sector
in
procurements
by
Government Departments
and
Public
Sector
Enterprises.
• रा ट्रीय िविनमार्ण
प्रित पधार् कायर्क्रम के
कायार् वयन (NMCP)
Implementation of
National
Manufacturing
Competitiveness
Programme (NMCP)
• एमएसई-क्ल टर िवकास • Promotion of MSE‐
Cluster Development कायर्क्रम को बढ़ावा दे ना.
Programme.
•
एमएसई क्षेत्र म ऋण •
प्रवाह की िनगरानी के
िलए भारतीय िरजवर्
बक के साथ स पकर्
•
•क्रेिडट
िलंक्ड
कैिपटल
सि सडी
कीम
और
CGTMSE जैसी योजनाओं
को बढ़ावा दे ने के िलए
प्रयास करना
•
Liaisioning with R.B.I.
for Monitoring Credit
Flow to MSE Sector
Popularize
the
schemes like Credit
Link Capital Subsidy
Scheme and CGTMSE
• भावी और मौजद
ू ा
उ यिमय के िलए
उपयुक्त प्रिशक्षण
कायर्क्रम और घटनाओं
का आयोजन
• उ यिमय को आम
सिु वधा कायर्शालाएं की
सेवाएं
•
•
Organise
suitable
training programmes
and
events
for
prospective
and
exiting entrepreneurs
Services of Common
Facility Workshops to
Entrepreneurs
(Job
work as well as
specialised training)
•
•
•
•
•
िवक्रेता
िवकास
गितिविधयां
िनयार्त संवधर्न
एमएसएमई
इकाइय
के
िलए
रा ट्रीय
पुर कार
एसएमई
पर
रा य
तरीय सलाहकार बोडर्
पु तकालय
और
प्रलेखन के द्र
•
•
•
•
•
Vendor Development
Activities
Export Promotion
National Awards to
MSME Units
State Level Advisory
Board on MSME
Library
and
documentation centre
एमएसएमई सेक्टर को मजबूत बनाने के िलए एमएसएमई
मंत्रालय वारा पहल
Initiatives by Ministry of MSME for strengthening MSME Sector
• एमएसएमई
िवकास • MSME
Development
2006 अिधिनयम
Act 2006
• रा ट्रीय
िविनमार्ण
प्रित पधार्
कायर्क्रम • National Manufacturing
(NMCP)
Competitiveness
Programme (NMCP)
एमएसई-क्ल टर
िवकास कायर्क्रम
• सावर्जिनक खरीद नीित
• बक को िनदश और
एसएमई क्षेत्र के िलए
क्रेिडट लो िनगरानी
• प्रधानमंत्री
रोजगार
सज
ृ न कायर्क्रम
•
• MSE‐Cluster Development Programme
• Public Procurement Policy
• Instructions to banks and monitering Credit Flow to MSE Sector
• Prime Minister’s Employment Generation Programme
• सू म और लघु उ यम
के िलए क्रेिडट गारं टी
ट्र ट (CGTMSE)
• सू म िव त कायर्क्रम
• प्रौ योिगकी उ नयन के
िलए
क्रेिडट
िलंक्ड
कैिपटल सि सडी कीम
(सीएलसीएसएस)
• यापार
संबंिधत
उ यिमता सहायता और
मिहलाओं
के
िलए
िवकास योजना
• Credit Guarantee Trust for
Micro and Small Enterprises
(CGTMSE)
• Micro Finance Programme
• Credit
Linked
Capital
Subsidy
Scheme
for
Technology
Upgradation
(CLCSS)
• Trade
Related
Entrepreneurship
Assistance
and
Development
(TREAD)
Scheme for Women
एमएसएमई नीित का मसौदा परामशर्
MSME Policy Draft Consultation Paper
• िवकास/विृ द्ध
•
टाटर् अप
परे खा
• िनयामक ढांचा
• सि सडी ढांचे
• पयार्वरण
• Growth
• Start up regime frame work
• Regulatory regime frame work
• Subsidy
• Environment
•
•
•
•
•
•
प्रोमोशनल योजनाएं
नए उ पाद के िवकास
मानक
मू य वधर्न के तंत्र
ज्ञान और नवीनता
िविनमार्ण और सेवाओं
म उ कृ टता
• Promotional Scheme
• New Product Development
• Standards
• Value addition Mechanism
• Knowledge and innovation • Manufacturing and Services “ Excellence”
• िविनमार्ण और सेवा म
उ कृ टता
• िवकास के गितवधर्क
तंत्र
• परामशर्दात्री ढांचे
• िव तीय ढांचे
• संसाधन प्रावधानीकरण
• िनकास नीित
• Export Promotion and Marketing
• Growth Accelerator
Mechanism
• Consultative Frame work
• Financial Framework
• Resource Provisioning
• Exit Policy
कृपया वेबसाइट पर जाएँ
Please visit
http:// dcmsme.gov.in
www.msmedimubai.gov.in ध यवाद/ शिु क्रया
THANK YOU
CAN INDIA BE THE
“GERMANY OF THE EAST’’
AND NOT
“FACTORY TO THE WEST”
1/18/2015
JUAAM SEMINAR - PANEL DISCUSSION
1
Although
the
government’s
vision
envisages
the
transformation of India as a global manufacturing hub by the
year 2022, the practical target is to make the manufacturing
sector contribute 25% to the GDP as against the present 16%
by the year 2022. While the intent is clear and policy level
reforms are on the anvil supported by ambitious plans to invest
and improve the essential infrastructure, what in your opinion
is still required to achieve the target?
1/18/2015
2
PANEL DISCUSSION- QUESTION 2
1/18/2015
3
1/18/2015
4
1/18/2015
5

Presentation list - Jadavpur University Alumni Association

Transcription

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