city gas distribution
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©2012 Deloitte Touche Tohmatsu India Private Limited
Contents
2
Overview of City Gas Distribution in India
Potential model for CGD talent development
1
2
Way forward 3
©2012 Deloitte Touche Tohmatsu India Private Limited
1. Overview of City Gas Distribution in India
3
City Gas Distribution (CGD) map is limited to approximately 70 cities. Available transportation network of 13000km and 380+ CNG
stations catering to about 6,00,000 domestic, 25,000 commercial and 700 industrial connections
An estimated investment of Rs.400 billion was planned during XIth five year plan (2007-12) in gas sector, 75% of which is for
transmission pipelines and CGD distribution infrastructure combined. CGD coverage is expected to increase to over 250 cities in
the near future
Key players in CGD include GAIL and its subsidiaries with regional players and other PSUs, Reliance Gas, GSPC Gas Co. Ltd.,
Lanco Infratech Ltd, Adani Energy, GGCL, GEECL, DSM Infratech, LMJ Energy Infralogistics Ltd etc.
Regulatory and policy initiatives are being taken to drive growth of city gas distribution networks
City Gas Distribution
Challenges in City Gas Distribution
Infrastructure Safety Regulatory People
Need for creating vast
CGD network with
accelerated pace,
commensurate to public
demand
Developing CGD specific
safety standards
Monitoring the
implementation of safety
standards by an
independent agency
Gas availability / allocation
to CGD entities which are
not gas producers or
marketers
Gas purchase pricing for
CGD
Pipeline connectivity from
pipeline infrastructure
provider
Developing a talent pool
of skilled manpower to
handle the various
activities in the value
chain of CGD
Designing an
institutional framework
for developing,
certifying and employing
skilled manpower
Source: Edelweiss Securities, August 2011 Report
©2012 Deloitte Touche Tohmatsu India Private Limited
2. Potential model for CGD talent development Talent Requirement for City Gas Distribution
Deloitte 4
Demand
Assessment
Value Chain
Activities
Key Jobs Market Research
Analyst
Sourcing
Natural Gas Sourcing Specialist
Network Design
N/W Simulation Specialist
Construction
Fitter, Rigger, Plumber, Welder
Erection and
Commissioning
Electrical & Instrumentation
Specialist
O&M
O&M Technician, Meter Reader, Bill Distribution and
Collection
CGD Talent Requirements
City gas distribution talent management is unstructured and its capacity building experiential. Opportunity to get the talent development framework on track right from the beginning.
Need for a blue-print for talent development.
Need to learn from skill development interventions in other sectors:
Learning from the interventions by Ministry of Textiles, Ministry of Power, MoRD etc.
Please click for case study of Skill Development in Power Distribution.
Similarities with Power Distribution Sector
Load
Forecasting
Value Chain
Activities
Key Jobs Commercial
Department- Load Management
Network Planning
Corporate Planning Department
Procurement
Centralized Procurement Team
Construction
Linemen, Assistant Linemen, Helpers
Erection and
Commissioning
Linemen, Assistant Linemen, Helpers,
Testing Team
O&M and
Commercial
Operators, Meter Reader, Bill
Distribution and Collection (A/c)
©2012 Deloitte Touche Tohmatsu India Private Limited
2. Push & the Pull Triangular Model for CGD Talent Development Key Stakeholders in Talent Development for City Gas Distribution
5
Involvement of the following three key stakeholders viz. Industry/ Employers, Certification Authority and
Master Training / Training Delivery Institute necessary for development of talent.
Association of
CGD Industry
Players
Regulator,
Certification
Authority
Master Training
Institute/ Training
Delivery
Institutes
• PULL: Building Respectability for the
profession-Employment Brand
• Provide inputs for training course design
• Facilitate on-the job training
• Placement for trained and certified
candidates – monitor supply and demand
• Establish Quality & Credibility
• Establish Norms for the industry & advise on
curriculum design for courses/ refresher courses
• An Independent body appointed by DGET (or any
other body) to design and implement certification
mechanism for Master Trainer and Training
Institutes
• PUSH: Attract Students for training
programme- employment promise
• Design standardized training course
contents for key jobs
• Train the Master Trainers
• Capacity building of training delivery
institute staff by Master Trainer
• Evaluate the candidates post training
• Provide placement counseling to
candidates
Click here for snapshot of Certification
Framework for CGD in Singapore.
©2012 Deloitte Touche Tohmatsu India Private Limited
Assessment of overall training delivery framework by independent Certification/ Assessment agency
2. Blue Print for CGD talent development
6
Study for the CGD Industry
• Identification of key jobs from CGD value chain
• Good practices of
other Western and
Asian countries
• Demand –side assessment
• Supply-side assessment
Training course design based on…
PNGRB
Requirements Industry Needs
Key input providers: DGET, Certifying
training institutes of CGD
Identification of
Master Training
Institutes
Training of Master
Trainers
Training delivery process…
Identification of ITIs
in key cities Training of ITI Staff
Training of candidates as
part of ITI curriculum
Vocational Finishing/ Refresher Certification Programme
Post Training Processes…
Evaluation and
Certification of
trainees as part of
ITI curriculum
Evaluation and
Certification of
trainees post
Vocational training
Placement Counseling
©2012 Deloitte Touche Tohmatsu India Private Limited
3. Way Forward…Creation of a Blue Print for CGD Talent
7
Assessment:
Demand Side: involve key stakeholders in Gas industry such as PNGRB, GAIL, GSPL, RIL, etc. to gather information about:
The key jobs that will be required at various levels of the CGD value chain
Quality of workforce required for key jobs in various activities of city gas distribution value chain
The employers’ perspective on the technical skills and behavioural skills possessed by the current workforce
The technical skills and the behavioural skills required for the execution of the job
Frequency of training/ Refresher Programmes
Supply side: Evaluate Institutional framework as well as the Vocational Education and Training (VET) system . Assessment of
existing government policies and regulations that impact skill development in the identified CGD states
Skill development initiatives of other countries: Vocational Education and Training system in developed countries in Asia,
Europe and North America where there is robust CGD network.
Building the Blue Print:
Define the Role of the Triangle and the Institutional Framework- The Push & the Pull: Employers-CGD Association,
Certification Agency, ITI and Training Institutions
Outline the course content of the training & refresher programmes for key field level positions and develop a methodology for
delivery of the programs.
Define certification and talent supply regulation
Build a financially viable model. Examine training costs and fees
Build the employment Brand for the Sector
Success is dependent on the coordinated effort of the three players- Employers, Certification and Training Institutions to build respectability & attract talent to the CGD profession!
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and
independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
This material and the information contained herein prepared by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) is intended to provide general information on a particular subject or
subjects and is not an exhaustive treatment of such subject(s) and accordingly is not intended to constitute professional advice or services. The information is not intended to be relied upon as the
sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or business, you should consult a
qualified professional adviser. None of DTTIPL, Deloitte Touche Tohmatsu Limited, its member firms, or its and their affiliates shall be responsible for any loss whatsoever sustained by any person
who relies on this material.
©2012 Deloitte Touche Tohmatsu India Private Limited.
Ajit Mathai
Director
Deloitte Touche Tohmatsu India Private Limited
9th Floor, ASV ‘N’ Ramana Tower, 52, Venkatarayana Road, T.Nagar, Chennai – 600 017, Tamil Nadu, India
Tel: +91 (44) 6688 5000 / Fax: +91 (44) 6688 5400 / Mobile: +91 97899 81495
Email: ajitmathai@deloitte.com
Website: www.deloitte.com
Prakash Tripathi
Senior Advisor
Deloitte Touche Tohmatsu India Private Limited
7th Floor, Building No. 10-B, DLF Cyber City Complex, DLF City Phase II, Gurgaon - 122002, Haryana, India
Tel: +91 (124) 679 2000 / Fax: +91 (124) 679 2012 / Mobile: +98912 37809
Email: ptripathi@deloitte.com
Website: www.deloitte.com
©2012 Deloitte Touche Tohmatsu India Private Limited
Case Study : Talent Challenges in Power Distribution (1 of 3)
Deloitte 9
Talent Requirement in Power Distribution Sector
Load
Forecasting
Value Chain
Activities
Key Jobs Commercial
Department- Load Management
Network Planning
Corporate Planning Department
Procurement
Centralized Procurement Team
Construction
Linemen, Assistant Linemen, Helpers
Erection and
Commissioning
Linemen, Assistant Linemen, Helpers,
Testing Team
O&M and
Commercial
Operators, Meter Reader, Bill
Distribution and Collection (A/c)
Data from Working Group of the 12th plan proposes an increase in Technical Employees in the Distribution Sector to be 3,28,100.
The approximate requirement of staff at Grade A, B & C cities for Construction, Erection and Commissioning, O&M, Commercial
Activities (C&D Employees) is as shown below:
Cities
Category
Cities Approximate number of
registered consumers
Approximate Requirement of
C&D Category Technical
Employees per city
A Bangalore, Chennai, Delhi, Hyderabad,
Kolkata, Mumbai
60,00,000 (Delhi) 8700
B Ahmedabad, Jaipur, Kanpur, Nagpur,
Lucknow, Bhopal, Patna, Pune, Surat,
Visakhapatnam, Vijayawada, Kochi,
Bhopal, Vadodara, etc.
600,000
(Bhopal)
937
(1 employee for 640 consumers)
©2012 Deloitte Touche Tohmatsu India Private Limited
Case Study : Talent Challenges in Power Distribution (2 of 3)
10
O&M Commercial
Line
Maintenance
Other
Maintenance
New Service
Conn. Disconnections
Meter
Replacement
Meter
Reading Bill
Distribution Collection
A A A A A
B B B
Training of Franchisee
Operator covering a
geography
Training of
Franchisee
Owner
C
Training of C&D Employees and Franchisee who function as extension of C&D Employees
A
Target audience of training programs identified at three levels and included utility employees and franchisees.
Training Delivery Process
Central Agency for coordinating training delivery process. Training delivery through tie-up with regional institutes and ITIs.
Support in designing standard training curriculum, training of ITI staff and training of candidates
Vocational training to candidates.
Evaluation of Creation of Certification Programs post vocational or ITI training.
Placement Counseling
©2012 Deloitte Touche Tohmatsu India Private Limited
Case Study : Talent Challenges in Power Distribution (3 of 3)
Deloitte 11
Load
Forecasting
Value Chain
Activities
Key Jobs Commercial
Department- Load Management
Network Planning
Corporate Planning Department
Procurement
Centralized Procurement Team
Construction
Linemen, Assistant Linemen, Helpers
Erection and
Commissioning
Linemen, Assistant Linemen, Helpers,
Testing Team
O&M and
Commercial
Operators, Meter Reader, Bill
Distribution and Collection (A/c)
O&M Commercial
Line
Maintenance
Other
Maintenance
New Service
Conn. Disconnections
Meter
Replacement
Meter
Reading Bill
Distribution Collection
Training
Modules
Objective of the
training modules
Target Participants Core focus areas of the Training
Meter Reader
Training
To create talent
pool at field
operational level
Persons who have completed
10th standard
Meter Reading, Bill Distribution,
Revenue Collection etc.
Linemen
Training
Persons who have passed ITI
(preferably electrical)
Line Construction, LT Network
Maintenance etc.
Sub Station
Operator
Training
Persons who have passed ITI
(preferably electrical)
Operation of 33/11 KV Sub-station
etc.
Back
©2012 Deloitte Touche Tohmatsu India Private Limited
Snapshot of the Skill Development Initiatives for CGD in
Singapore (1 of 2)
Deloitte 12
Training Programs for City Gas Distribution in Singapore
Workplace Safety & Health Courses Non-certificate Courses Gas Service Worker License Program
Gas Basic Course Gas Pipe Fitter Course Gas Supply Registration & Practices
Laws, Acts and Regulations
Code of practice for
Manufactured Gas Pipe
Installation
Gas Domestic Utilization
Introduction to Natural Gas
Polyethylene Systems
Gas pipe Construction and
Maintenance
Pipe and pipe fittings
Pipe laying and installation
practices
Handling gas escapes, gas
hazards
Safety precautions
Pressure testing
Purging and charging in
Practical Training
Basic knowledge of
manufactured and natural gas
Composition and
characteristics
Safety precautions on use of
Town Gas
Gas (Supply) Regulations and
Code of Practice
Installation
Commercial: Metering, billing &
collection
©2012 Deloitte Touche Tohmatsu India Private Limited
Snapshot of the Skill Development Initiatives for CGD in
Singapore (2 of 2)
Deloitte 13
Eligibility
Criteria
• Water Service Plumber License with at
least 2 years‘ experience; or
Licensed Gas
Service
Worker • Builder Certificate in Plumbing/
Pipefitting issued by BCA Academy or
equivalent with at least 2 years‘
relevant experience; or
• NTC-3 Certificate in Plumbing /
Pipefitting (Practical part only) or
equivalent with at least 10 years‘
relevant experience
1
2
3
Gas Basic Course,
Gas Supply
Registration and
Practices and Gas
Service Worker’s
Course
• Refresher Course
for Licensed Gas
Service Workers
Training Programs for City Gas Distribution in Singapore
Workplace Safety & Health Courses Non-certificate Courses Gas Service Worker License Program
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