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On the night of Nov. 8, 2016, there was a surprise announcement on Indian television. In a live telecast to the nation, Prime Minister Narendra Modi declared that the country’s two highest-denomination currency notes (Rs 1,000 and Rs 500) would be withdrawn immediately from the market. The plan, termed demonetization by the press, was planned in secrecy and announced dramatically, as Modi’s masterstroke against black money.As economic experiments go, it was a big, bold move. There was no precedent, anywhere in the world, for a sudden economic shock of this scale. The withdrawn notes, amounting to US$320 billion at the time, represented 86 percent of the total currency value in circulation in India. By making the notes worthless almost overnight, the government hoped to destroy large piles of black money hidden away by tax evaders. In addition, the government claimed the plan would strike a major blow against corruption and counterfeiting and would kick-start India’s transition into a digital, cashless world. In a country with a huge informal economy, dependent on cash transactions, demonetization was a big political gamble, too.The immediate fallout was chaos, as the country scrambled to cope. There was a rush at banks and ATMs to exchange old notes and withdraw new currency. Queues at banks grew; many people suffered, especially the poor, who had no access to credit cards or mobile wallets; and dozens of deaths resulting from the crisis were reported.Two years later, the dust has settled, and it has become obvious that demonetization was not the resounding success the government expected it to be. India’s black money problem has not gone away. The economy has taken a beating, huge financial losses have been incurred, and the marginalized poor, least able to withstand adversity, have been negatively affected. There have been some gains in tax collections, and the country has progressed toward digital payments, but these advances could have been achieved through other, less drastic means.For countries tackling black money or promoting a cashless economy, India’s experience with demonetization provides rich lessons. Although the long-term social, economic, and political consequences of demonetization are still playing out in India, answers to many complex questions are now apparent.What Happened to the Black Money?Economists who supported demonetization predicted that black money hoarders would destroy their stashes rather than declare them, thus delivering a bottom-line bonanza to the country. But in August 2018, the Reserve Bank of India (RBI), the country’s central bank, confirmed that 99.3 percent of the demonetized notes had been returned to the banks. Almost nothing was extinguished.Clearly, assumptions proved to be far from reality. Unlike portrayals in Bollywood films, it appeared that big tax evaders had not stashed away bundles of cash, but more likely held their money in real estate, gold, and Swiss bank accounts. Whatever was held in cash found its way back into the banking system. The press reported that the wealthy sold their currency at discounted rates to money-laundering intermediaries, who then deposited the notes into the banking system through the accounts of low-income Indians. Ultimately, the RBI did not receive any windfall. Instead, the cost of printing lower-denomination notes and managing the demonetization exercise put a sizeable dent in the central bank’s coffers, reducing its annual dividend to 46 percent of what it paid the government the previous year. There was very little counterfeit currency detected among the notes returned.The withdrawal of Rs 1,000 and Rs 500 notes was meant to signal a tough stance against black money by making it difficult to hoard large sums of cash. However, the government immediately introduced a new Rs 2,000 note, which seemed to defeat the purpose of eliminating the other high-denomination notes. The government offered no explanation for the move. And counterfeits were detected in the newly printed currency within a month of demonetization, suggesting that the counterfeiting network quickly adapted.What Happened to Economic Growth?The abrupt withdrawal of cash from India’s economy, without adequate or timely replenishment, hurt the farming and industrial sectors. Demand for goods and services fell immediately after demonetization. Segments that relied on cash transactions — such as agriculture, organized and unorganized retail, and the micro, small, and medium enterprise (MSME) sector — suffered most. A November 2017 study of 3,000 regulated agricultural markets for 35 major agricultural commodities, conducted during the three months immediately following demonetization, concluded that eliminating the high-currency notes had reduced the value of domestic agricultural trade by more than 15 percent in the short run, settling at 7 percent reduction three months later. The implementation of a nationwide goods and services tax (GST) in July 2017 provided yet another major economic disruption.The Centre for Monitoring Indian Economy (CMIE), a private forecaster, estimated that 1.5 million jobs were lost between January and April 2017. The labor force further shrank from 439.7 million in the fiscal year 2016–17 to 426.1 million in 2017–18. And the labor force participation rate (which expresses the labor force as a percentage of the working-age population) fell from 46.1 percent to 43.5 percent. According to CMIE, those ages 15 to 24 were the most affected, probably because they were relatively new to the workforce and typically held low-skilled, informal jobs paid by cash.According to the RBI, India’s GDP growth rate slowed from 8 percent in 2015–16 to 7.1 percent in 2016–17, to 6.7 percent in 2017–18. And the Central Statistics Office of the Government reported that during the first quarter of the fiscal year 2018–19 (April to June 2018), India’s GDP registered growth of 8.2 percent, on the back of a good performance by the manufacturing and farming sectors. However, it might be premature to celebrate this as an indicator that the country is bouncing back to pre-demonetization levels. Tighter financial conditions, high oil prices, and slowing global growth are expected to slow GDP growth again in the second half of this fiscal year, which has led the RBI to forecast GDP growth at 7.4 percent for 2018–19. Although this is still high compared with world trends, the country’s economic performance would have been better without the dampening effects of demonetization.Did Tax Collections Improve?Excluding the effects of a tax amnesty plan launched months before demonetization, government data shows there was no major growth in tax collections in the 2016–17 financial year. In the next financial year, though, both the number of taxpayers and direct tax collections grew significantly, by 10 percent and 19 percent, respectively. Tax buoyancy (tax collection growth after factoring in GDP growth) also improved. The Finance Ministry announced in August 2018 that the tax department was scrutinizing 1.8 million accounts, totaling $40 billion. However, in a country notorious for large-scale corruption, it remains to be seen whether the scrutiny will yield concrete results.Without complex economic and behavioral modeling, it’s difficult to isolate the effect of amnesty plans, demonetization, GST, and tax administration reforms on tax compliance and collections. But direct and indirect tax data for 2017–18 suggests that India is making progress on the path to a more formal, tax-compliant economy.Did India Move Closer to a Cashless Economy?The Indian economy traditionally has been dominated by cash. According to an April 2018 World Bank report (pdf), 190 million adult Indians do not have bank accounts. Even among those with bank accounts, many are still poor and illiterate, with no access to credit or debit cards or Internet banking.In the months following demonetization, when cash became unavailable, there was a sharp rise in debit and credit card transactions. Those who did not have cards applied for them, but it was difficult to get new cards quickly. Mobile wallets, with simpler documentation and Know Your Customer (KYC) requirements, stepped in to bridge the gap. Paytm, an Indian startup, quickly became the market leader, allowing merchants to register even without a bank account.Although initial enthusiasm for mobile wallets has tapered off, it sparked adoption of mobile payments, particularly for low-value transactions. Paytm announced in July 2018 that it had more than 100 million active users, with gross transactions totaling $50 billion in a year (with an average transaction value of $10). Several other big players have entered the market and reported strong growth. Multiple tailwinds — the increased penetration of affordable smartphones, the growth of e-commerce, improvements in telecom and payment infrastructure, and the availability of multilingual wallets — are pushing this growth in mobile wallets.However, mobile wallets represent less than 5 percent of the total value of retail digital transactions in India. More than 85 percent of retail electronic transfers (in terms of value) are done using the National Electronic Funds Transfer (NEFT) platform, which enables individuals and businesses to transfer funds across bank accounts. NEFT showed growth of 44 percent in 2016–17 and 43 percent in 2017–18. This is in keeping with the increasing value of NEFT transactions over the last five years (with a CAGR of 42 percent from 2013 to 2018). So, it appears that although electronic NEFT payments continue to grow steadily in India, demonetization has not really accelerated the rate of growth.India’s love affair with cash also remains strong. ATM withdrawals dropped in 2016–17, but picked up pace when currency was freely available again. A July 2018 PwC report (pdf) on ATMs in India shows that from April 2017 to March 2018, the average month-on-month growth in ATM transaction values was 1.16 percent, compared with 1.04 percent from May 2014 to October 2016 (pre-demonetization). According to the RBI, currency in circulation grew by 37 percent in 2017–18, and the currency-to-GDP ratio increased from 8.8 percent to 10.9 percent. The real estate sector, known for large cash transactions, experienced a major setback immediately after demonetization, but cash has now begun to make its appearance in property and land deals.It is reasonable to conclude from the data that India is on a journey toward digital payments, with demonetization providing a positive nudge. But cash remains king; and many Indians remain outside the ambit of digital transactions.What About the Common Person?In the days after demonetization was announced, the press carried harrowing stories of human suffering. The shortage of cash resulted in medical and personal emergencies. Several tragedies were reported. The prime minister appeared on television, acknowledging the anguish, and called on the people to join him on a mahayagna, a grand sacrifice to rid India of corruption. It appeared that many Indians bought into the idea of a war on corruption. Even through many days of widespread distress, there were no major riots or violent incidents.Several academicians and activists documented the impact of demonetization on the rural poor. A study of 492 households from 10 villages in the southern Indian state of Tamil Nadu reported that more than one-third of those surveyed had less work after demonetization. Agricultural wage workers and the self-employed suffered the greatest effects. Several people reported permanent loss of work, or loss of markets, as they were replaced by competitors who adapted better to being cashless. As cash disappeared, people relied more strongly on networks of friends and family to sustain their economic and social activities. Informal debt rose sharply. Those without such support networks suffered the most, particularly because state social protection is weak in India and governmental programs are notoriously subject to patronage.A survey of 200 families living in 28 slum neighborhoods in Mumbai, conducted in December 2016 and February 2017, showed that 40 percent of households reported losing about 40 percent of their monthly income due to demonetization. Consumption and savings decreased, household debt increased, and the ability to repay debt worsened. Respondents reported an increased acceptance of cashless payment methods, but cash remained the preferred payment form. The attitude toward different forms of savings changed significantly, with respondents showing a decreased willingness to hold cash at home. In spite of income losses, at the beginning of February 2017, 51 percent of the sample surveyed felt positive about demonetization, feeling it was for the good of the country, while 22 percent had a negative opinion.What Were the Political Implications?Modi’s Bharatiya Janta Party (BJP) came to power in 2014 with a strong majority mandate, allowing him to take a political gamble with demonetization. If black money had indeed been extinguished in a significant way, it would have established Modi as a champion of the poor and consolidated his party’s hold on the electorate. Demonetization turned out to be a damp squib, though, and dented Modi’s image as a leader who could do no wrong. Nonetheless, the BJP won assembly elections in eight of the 12 states that went to the polls in 2017 and 2018. It seems that neither poor economic performance nor the combined shocks of demonetization and GST have halted BJP’s journey toward becoming India’s leading national party.The Final VerdictThe Indian government issued a press statement in August 2018, claiming that demonetization was a success. The facts do not support the claim.If the goal of demonetization was to reduce black money, a gradual and steady withdrawal of high-denomination notes would have perhaps served the purpose better. If the objective was to make the country more tax-compliant, then it would have been better to pursue administrative reforms in taxation and increased automation of processes, along with amnesty plans and customer education. Some argue that the Tax Department now has information about who has money, and thus demonetization can help find those guilty of tax evasion. But to make use of this information, the country needs corruption-free, effective tax administration (which was part of the original problem Modi sought to correct). The success of the nationwide GST in bringing more people under the tax net, and increasing both direct and indirect tax collections, is proof that there are better ways to bell the cat. India is now moving faster toward cashless transactions. However, the government had been making moves to digitize before demonetization. Aadhaar (a unique identification number for each Indian), Jan Dhan (universal banking), UPI (unified payments interface), and many other initiatives were already underway. It would have been better to push through those plans gradually, bearing in mind the needs of the weakest sections of society.In a largely informal economy where the most vulnerable people still have no access to digital payments, demonetization was an ill-considered, draconian measure that did a lot of damage to the Indian economy. At the end of two years, the benefits do not seem to have been worth the enormous financial losses and suffering.Source: What happened after India eliminated cash

Union bank customer care-(7319280659)number toll free.How Union Bank was hacked and got its money backThe Union Bank of India hacking was triggered after an employee clicked on a phishing email that released malware into the bank’s servers. Photo: Hemant Mishra/Mint12 min read . 18 Apr 2017Gopika Gopakumar, Leslie D'MonteUnion Bank of India recently fell prey to hackingrobbing the lender of $171 millionbut the hackers made a silly mistakeMumbai: It was just another Friday for the hundreds of office goers who were jostling with each other to get to their own work places in and around the corporate office of the Union Bank of India at Nariman Point in Mumbai. Even those queuing up in the early hours at the cash counters across the 4,233 branches and 7,946 ATMs of the bank spread across India, were calmly going about their tasks— depositing money or withdrawing cash.However, those early hours of 21 July 2016, were going to be anything but ordinary for the chairman and managing director of Union Bank, Arun Tiwari, who also sits in the corporate office—the Union Bank Bhavan. Happily going about his routine tasks of reading newspapers, sipping a cup of tea and updating himself of the goings-on in the bank, Tiwari was just settling in when his phone rang.MORE FROM THIS SECTIONSee AllUPI transactions hit a new high of 955 million in SeptemberUPI based transactions witnessed a new high of 955.02 million during Sept compared with 918.35 million a month ago, NPCI data said.According to the data, on a year-on-year basis, there has been a 2.3 times or 135% increase in such transactionshttps://www.livemint.com/industry/banking/upi-transactions-hit-a-new-high-of-955-million-in-september/amp-11569923047046.html1 min read . 01 Oct 2019PMC Bank created dummy accounts to hide HDIL's NPAsPMC Bank opened a number of dummy accounts to replace the stressed accounts held by Wadhawans-led HDIL.In a letter to RBI, Joy Thomas admitted large-scale wrong-doings and the cover-up exercisehttps://www.livemint.com/industry/banking/pmc-bank-created-dummy-accounts-to-hide-hdil-s-npas/amp-11569922228285.html1 min read . 01 Oct 2019LPG cylinder price hiked for the second month. Check latest ratesThis is the second consecutive monthly hike in LPG prices.Oil retailers have promised to ensure that there is no shortage of LPG cylinders during the festive seasonhttps://www.livemint.com/industry/energy/lpg-cylinder-price-hiked-for-the-second-month-check-latest-rates/amp-11569915944522.html1 min read . 01 Oct 2019Reliance slashes JioPhone prices by half under Diwali offerOperator aims to on-board more subscribers and migrate them from 2G and 3G currently to 4G technology.This price is far lower than many 2G feature phones in the markethttps://www.livemint.com/industry/telecom/reliance-slashes-jiophone-prices-by-half-under-diwali-offer/amp-11569917298010.html1 min read . 01 Oct 2019He still remembers the time. “It was around 10.30am when I was informed that an unidentified hacker was attempting to swindle us of $171 million (about Rs1,100 crore at today’s rates) from our Nostro account." A Nostro account is an account that a bank holds in a foreign currency in another bank.All hell should have broken loose. But Tiwari, who insists that he is a “non-technical" person kept his cool. “The thing uppermost in my mind was that I had to quickly get onto the money trail and recover the money."That was easier said than done. By the time the Union Bank official in the treasury department, who was reconciling the Society for Worldwide Interbank Financial Telecommunication (SWIFT) payments for the day realized that an amount of $171 million had already been debited from the dollar account of the bank without his authorization, the money had travelled far and wide.The money had found its way to accounts in two banks in Cambodia—the Canadia Bank Plc and RHB IndoChina Bank Ltd, besides the Siam Commercial Bank in Thailand, Bank Sinopac in Taiwan, and a bank in Australia. These funds were routed by Citibank New York and JP Morgan Chase New York, which hold UBI’s foreign exchange accounts.Even as Tiwari informed the Reserve Bank of India (RBI), the ministry of external affairs and Gulshan Rai, director general of the Indian Computer Emergency Response Team (CERT-In), to apprise them of the matter and take advice, he simultaneously sent a terse message instructing all the staff at Union Bank Bhavan that “a whole floor on that building was to be cordoned off, and that all staff members working to solve this problem would only leave after the matter was resolved".“Inspection investigation was done by CERT-In, RBI, our own team," Tiwari recalls, adding that he also appointed consulting firm EY “the same night". EY said “as far operations are concerned, you are ahead of time. Whatever was required to be done, as a non-technical person, has already been done."TRENDING STORIESSee All7th Pay Commission: Three pending instalments of DA to be restored from JulyThe three instalments of Dearness Allowance and Dearness Relief to central government employees and pensioners due from 1.1.2020, 1.7.2020 and 1.1.2021 was frozen in view of the coronavirus pandemichttps://www.livemint.com/money/personal-finance/7th-pay-commission-three-pending-instalments-of-da-to-be-restored-from-july/amp-11615280886386.html1 min read . 02:58 PM ISTPetrol, diesel will have to be taxed at more than 100% if brought under GSTThe general impression among people seems to be that bringing petrol and diesel under GST will bring down their retail price. But is that possible? The central government currently earns an excise duty of ₹32.90 per litre of petrol sold and ₹31.80 per litre of diesel soldhttps://www.livemint.com/news/india/if-petrol-and-diesel-are-brought-under-gst-they-ll-have-to-be-taxed-at-more-than-100/amp-11615277275408.html3 min read . 01:51 PM ISTReliance Jio introduces new fiber broadband plans for small, medium businessesThe company aims to provide enterprise-grade Fiber connectivity that offers voice and data services at comparatively lower priceshttps://www.livemint.com/technology/tech-news/reliance-jio-introduces-new-fiber-broadband-plans-for-small-medium-businesses/amp-11615290053979.html1 min read . 05:39 PM ISTOutflows in equity MFs continue for 8th monthStrong gains in markets prompted investors to book profit, say analysts.In Feb, the Sensex hit the 52,000-mark for the first time while the Nifty hit a record 15,000-markhttps://www.livemint.com/mutual-fund/mf-news/net-outflows-from-equity-mfs-increase-in-feb-sip-contribution-dwindles/amp-11615277957730.html3 min read . 08:35 PM ISTHow did it exactly happen?First, the bank had to know what exactly had gone wrong and how the hackers got access to Union Bank’s servers. Did an insider assist in the task or was it a breach by an external device?It appears, it was neither. Rather, it was an email from a very authentic source— (RBI)—with an attachment. “This email was sent to a few email IDs, and some of them were from customer care, e-banking and some were addressed to individuals too. It might have happened even before 20 July," Tiwari recalls.Kartik Shinde, partner, advisory services, EY, recalls receiving a call at 10pm that night. “Which PSU (public sector undertaking) bank in India has that ability to take that call? I know of two-three others, who started evaluating vendors, took prices from them. UBI said start the work and we will give whatever the fees. You need to have someone authoritative in the bank like the chairman who will take the call saying that I will take the necessary approvals from CVC (Central Vigilance Commission) and all others but get this analysis done sooner because the more time you spent analysing it, you are giving more lead time for attackers to cover up their tracks, to get out of the system," he said.It wasn’t that Union Bank was the specific target. Shinde insists that “I wouldn’t say it was a random pick. If I have to break into this network, I will send the payload or malware to all employees. It doesn’t matter who clicks on the link. The hacker simply wants to access the system from where he will do the transaction."This is also what happened in Union Bank’s case. The “phishing"—an attempt to obtain sensitive information such as usernames, passwords and other financial details by pretending to be a trustworthy entity—mails were sent to 15 email IDs. “Three people reported that the email was suspicious to the IT security. The other Union Bank employees were “technically-savvy" persons. They noticed that although the email address said @http://rbi.org.in, it had an attachment that a zip file. Within the zip file, there was a dot (xer) file and not a dot pdf file, which is why they reported it as suspicious," Shinde said.Unfortunately, one of the “not-so-tech-savvy" Union Bank officials fell prey to the phishing email and clicked on the link which released the malware that went viral on the bank’s servers. The hackers would have got their way and swindled the cash but for a silly mistake they made, according to Shinde.When a bank does a SWIFT transaction during the day, they typically get a reconciliation report the next day and all the corresponding banks send them the “end-of-the-day balance" report the following morning.When Union Bank got it from the originating bank, they saw a difference of $170 million and that alerted them because of one mistake—the hackers deleted the six entries they had made.“That’s why we say it’s quite similar to the Bangladesh online heist (theft of $81 million from the central bank of Bangladesh in February 2016). If they had not deleted the entries, it would have taken some more time for the bank to realise that there are fraudulent transactions," Shinde explained.Every bank runs a reconciliation process at the end of the day. The malware that infected the central bank of Bangladesh, too, had a component which manipulated the SWIFT’s prt file. The prt file is a print file which usually prints the report of transactions for that day.For instance, if the report shows 106 transactions when they have actually done only 100 transactions, the discrepancy will come to light. This is one reason why the hackers deleted the six transactions in the Union Bank episode.However, this is also the reason that the hack was discovered.So what did Union Bank do?Shinde recalls some RBI officials being there when the forensics began.“The CBI (Central Bureau of Investigation) had not come yet. The cybercrime cell officials were there. Traditional police mentality was it must be some insider," Shinde said.Even a First Information Report (FIR) was filed almost a month after the incident, according to Tiwari.“It took us sometime to zero down on the fact that the attack was similar to what happened in the Bangladesh case," Shinde explained.EY officials went about doing an analysis of the server and “some network forensics". They, thus, narrowed down on the systems involved. “Imaging takes 48 hours, indexing takes 24 hours. For instance, when you put a system to do imaging of the disk, it takes two days for a 2 terrabyte (TB) hard disk. There is a lot of time lag that happens. We had a tough time facing the regulators and security officers. It was a high-pressure environment. RBI used to call us every day, asking us what happened. We had to tell them that analysis takes time," Shinde said.The problem, according to Shinde, is that EY had access only to a “limited set of logs".Organizations, according to Shinde, typically keep logs in the system for a period of 2-4 months and not for 1-2 years. The reason is also that the data is humongous.“If someone had the ability to analyse a two-year log, you’d have different answers coming out. It’s very difficult. So attribution of zeroing down on a particular geography is very difficult."In UBI’s case, the UBI employee was sitting in the Mumbai office. But he could have been anywhere. Given that networks of most organizations are flat, SWIFT networks are not segregated—one computer can reach the other computer very easily, according to Shinde. The objective of the attacker is to infect anyone and then start searching for critical systems within the network. In technical terms, it’s called lateral movement, Shinde explained.After analyzing the problem with the “limited resources" on hand, Union Bank delinked its “380-odd SWIFT pan-India connections" in a bid to centralize operations. “Then we created space in this building (Union Bank Bhavan), and had around 40 hotline operators manning the phones. I had told them that nobody will leave till such time that this is put in place and tested," Tiwari explained.The ploy worked. As regulation necessitates, Union Bank informed the exchanges on 22 July that “…there was an attempted cyber incidence in USD Nostro Account of the bank. The money trail was promptly traced and movement of funds was blocked. Resultantly, there is no loss caused to the bank".“What pains me —in cricket, we call this a late run. The headlines (referring to reports that appeared a year after the heist) are screaming as if this happened yesterday," Tiwari rued.He added, “We had, and have, concurrent manual checks too. In all these kinds of heists, money is lost or partly retrieved. Credence must be given that we did not lose a single cent. We recovered about 70% of the money within 24 hours. The last tranche of $30 million took me 50-60 hours because of a legal process."But isn’t prevention better than cure?Union Bank, according to the 22 July press statement to the exchanges, added that a cybersecurity forensic audit was being done to “identify, plug any gaps and strengthen the system. “There is no impact on the Bank’s operations," the note concluded.The question that begs an answer—one which even Tiwari could not answer satisfactorily—is who was to blame for the lapse: Union Bank or SWIFT?Kiran Shetty, CEO of SWIFT India, insisted that “SWIFT’s system has not been compromised. We have not got a cyber report from Union Bank or any forensic report from them. The investigation is closely held by them. In most cases, when cyber attacks happen, people are not forthcoming with information. We have not been exposed to full details."“Globally, there are controls and principles we are defining. We are revisiting the vendors that we have in terms of our connection. We have never been compromised. We are only doing pieces to further strengthen the evolution of our system. We are doing roadshows across five cities in India along with the Indian Banks Association talking about cyber security controls, cyber hygiene, etc," Shetty said.Shetty, though, acknowledged that “cyber threat is real and is growing". According to him, the pace of digitization that we have seen in the last decade and at a more accelerated pace, requires the same level of investment on the cyber side as well. The regulator (RBI), he added, has introduced regulations around a CISO (chief information and security officer) directly reporting to the board. There is also a customer security programme where “we are now mandating 27 controls, of which 16 are mandates and 11 are advisory. If you don’t have 16, we will start reporting to the regulator."Implementation of all these regulations will have to be done by the end of the year.Even Tiwari expressed his inability to share a copy of the forensics report. “I cannot share further details because even I don’t have a copy," he said.Tiwari, however, pointed out that the measures his bank has undertaken after the incident last July included the “most stringent filtering, awareness of employees, whitelisting (proactive security technique that only allows a limited set of approved programs to run while blocking the others), BIOS passwords (to prevent external devices from accessing computers and servers) and engagement with regional office levels constantly".He added, though, that even as the bank was fortifying its IT platform “trying to see how to make your processes efficient", he would not rule out future cyber attacks.“We have put the best IT guys on the jobs and even a CISO but the fact is that however many locks you put on the door, a burglary can still take place. The point is to remain alert and put measures in place, which we have done already," Tiwari insisted.Shinde concurred that cyber crimes are well thought and well researched most of the times. Even when EY does cyber attack simulations, the first part is the reconnaissance phase.“It’s like in any war on an attack, you first do a thorough reconnaissance on the target to see how weak they are, what controls are there, who to target first, what are the avenues for entry, how many avenues are there," Shinde explained.Shinde added that one can easily pick up and sniff out email addresses from employees putting news on groups, public forums.“It’s possible that Union Bank, too, could have been targeted via a reconnaissance exercise. This is just one bank which has come out in the open. We don’t know how many banks are there who have gone through the same incident and not reported it to the regulator," Shinde said, concluding, “Even if you fix everything, you cannot rule out the chance that it will not happen again. In UBI’s case, they responded faster. Today, the response time is critical."Incidents of hacking in recent times—Federal prosecutors are investigating North Korea’s possible role in a SWIFT hack that resulted in the theft of $81 million from the central bank of Bangladesh in February 2016, according to a 15 April report in the New York Times. Security researchers found that traces of code used in the Bangladesh theft had been used in a cyber attack against Sony in 2014, which the Obama administration and security experts blamed North Korean hackers for carrying out, the report added. Soon after RBI asked Indian banks to immediately put in place a cyber security policy.—Card data of 3.2 million customers was stolen between 25 May and 10 July in 2016 from a network of Yes Bank Ltd ATMs managed by Hitachi Payment Services Pvt. Ltd.—Axis Bank reported cyber security breach in October 2016; malware found in its server; no monetary loss reported.—Bank of Maharashtra lost Rs25 crore when a bug in the Unified Payments Interface (UPI) system allowed people to send money without having the necessary funds in their accounts earlier this year.—On 8 April SBI ATM in Odisha spews out cash without any card being swiped. Physical malware attack suspected in these ATMs.TopicsMint india wire: Latest Mint india wire News, Videos and Top Headlines | mintGet the latest Mint india wire news, videos and headlines. 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PMKVY FRANCHISE | PRADHAN MANTRI KAUSHAL VIKAS YOJNA FRANCHISESarva Skill offers Pmkvy franchise or pradhan mantri kaushal Vikas Yojna franchise in all over india. Get Pmkvy Franchise online with sarva skills easily. Sarva Skill provide PMKVY Franchise and Pradhan Mantri kaushal Vikas Yojana franchise in all major cities and rural areas in pan India. Apply for Pmkvy franchise or Pradhan Mantri Kaushal Vikas Yojna Franchise training center affiliation fill our inquiry form with your details or Call -9826622556National Skill Development Corporation / NSDC Launched Skill Development Training scheme Pradhan Mantri kaushal Vikas Yojana / Pmkvy with new name PMKVY 2.0 project.ABOUT PMKVY FRANCHISEPmkvy Franchise, Pradhan mantri kaushal vikas yojana Franchise, Pmkvy 2.0 Franchise, known as Pradhan Mantri Kaushal Vikas Yojana, is a very ambitious scheme running by The Ministry of Skill Development and Entrepreneurship India. India has largest working youth in the world, but still, they lack in Industrial skills and training. Industrial development and innovation require new talent, leaders, and new skill workforce. With PMKVY franchise, The Indian Government aims to train lacks of youth so that they could meet the upcoming demand in various sectors.click here for pmkvy franchise | click here for pradhan mantri kaushal vikas yojana franchiseapply for pmkvy center registrationMr. Narendra Modi initiated pmkvy franchise scheme and hoped that it would help India to grow it economy at a much faster rate. India has already been providing quality higher education, but still, there is a lot of youths struggling to get a job or start a business. The unemployment problem is rising and the quality of service is also going down in some sectors. This scheme not only helps youths to make a good career but can also can a boost up to our economy.Sarva Skill India Pvt Ltd Company offers pradhan mantri kaushal vikas yojana pmkvy franchise in Information Technology (IT), Banking & finance, Telecom, Retails Sector. Sarva Skill provide center registration in pmkvy project logistic, Beauty & wellness, agriculture, apparel etc. our company also run pmkvy project franchise & pmkvy scheme franchise center all over india. if you are interested for pmkvy franchise or skill india mission franchise fill inquiry form & get all details regarding the registration of pradhan mantri kaushal vikas yojana franchise. pmkvy provided reward money for each & every students after the complete of course. Before the apply for pmkvy franchise read all Guidelines click here “pmkvy 2.0 new guidelines”Key Features Of Pmkvy Franchise1 Common Norms in Pmkvy FranchiseAs notified, the Scheme is aligned to the Common Norms and will be amended from time to time. Exceptions, if any, shall be as per the Common Norms. Amendments in the Common Norms would be effective as per the approvals after subsequent Steering Committee meeting.2 Payout Mechanism in pmkvy franchiseThe training cost for the candidates will be directly transferred to TPs, as defined in Clause 1.7.2. Assessment fee shall be given to the SSCs in accordance with the Common Norms. However, the disbursement of training cost to TPs will be linked to Aadhaar validation of candidates. Biometric devices at the Training Centres (TCs) will be mandatory.3 pmkvy franchise: Centre Accreditation and AffiliationAll the TCs will be required to undergo the centre accreditation and affiliation process as defined in Guidelines for Accreditation, Affiliation and continous Monitoring of TCs for Skill Ecosystem.4 pmkvy franchise: Method of Target Allocation in pmkvy franchiseThe targets may be assigned to the TCs on a long-term basis with a provision for periodic review. The target allocation would be based on the Stars assigned to the TC by the Centre Accreditation and Affiliation Committee. The grading is linked to quality of training, infrastructure availability, training capacity, self-owned centre or franchisee centre, past performance, geographical location and other relevant parameters, as approved by the Steering Committee from time to time. However, there may be relaxations for special areas. The skill gap findings at the state and district levels shall be given due weightage while allocating the targets. The methodology for allocation may change, depending upon the Scheme requirements. Refer to Annexure 1 for detailed guidelines on target allocations.5 Mobilisation of pmkvy franchiseTCs shall conduct various outreach campaigns across the districts in which they are located. The out-reach campaign may comprise a combination of door-to-door visits, mobile vans, and interaction with community-based groups and local leadership. All outreach efforts are to target school drop-outs and undergraduate college drop-outs. Mass enrollment of students shall not be allowed under the pmkvy franchise Scheme. Kaushal Melas should be conducted in coordination with State/Local representatives at least once every six months, in accordance with the Kaushal and Rozgar Mela Guidelines. TCs are required to ensure that their mobilisation efforts are visible on print, outdoor and digital media platforms, in accordance with the Branding and Communication Guidelines.6 pmkvy franchise: Enrollments, Training, and CurriculumTraining would be imparted as per National Skill Qualification Framework (NSQF). It is mandatory for the candidates to have an Aadhaar ID during the enrollment process; the bank account details, however can be uploaded later. The model curriculum and content for the respective Qualification Packs (QPs), developed by SSCs and approved by NSDC, shall be used. The training hours will be as per the Qualification File approved under NSQC. It is mandatory for the students to maintain 70% attendance to be eligible to appear in the assessments. As per the approved model curriculum candidates would also undergo entrepreneurship, and financial and digital literacy modules during their trainings. SSCs are mandated to conduct Training of Trainers (ToT) for certification of trainers. System of recording the trainees’ and trainers’ attendance through Biometric attendance system would be made mandatory. All trainings shall be imparted by SSC approved trainers who have completed the ToT programme. All candidates have to be provided the course curriculum booklet along with the Induction kit.7 pmkvy franchise: Assessments and CertificationsAssessment Agencies (AAs) will be empaneled by the SSCs or the successor National Board for Skill Certification (NBSC). Detailed assessment criteria will be finalized by the SSC and the same will include assessor profile, technology enabled assessments, past performance of the AA and other suitable criteria. Aadhaar number is mandatory for all the assessors and they will be required to present a suitable ID (preferably Aadhaar card and an additional photo ID) at the time of assessments. Video recordings of assessments will also be promoted. Relevant stakeholders, including TP and SSC may be penalized at the rate of 1% of the training cost/assessment fee (whichever is applicable) for every single day delay in assessments under PMKVY 2.0. The assessment criteria that shall be applicable under PMKVY 2016-2020 is defined in Table 1.OBJECTIVE OF PMKVY FRANCHISEThe main objective of PMKVY Franchise scheme is to help the youth is the country to develop new skills and help various Industries to grow and prosper. This scheme not only helps youth to make a good career but also good for economic stability in India. For a country to grow it is very important that it has a strong economy. Schemes like Pradhan Mantri Kaushal Vikash Yojana are designed to keep big economic development in mind.Strategy and ApproachPublic-Private and Public-Public Partnerships shell be used.The government aimed to train over 10 million youth over 4 years span since its inception.National Skill Development Corporation is the implementing agency for this scheme. Based on a project based approach under PMKVY 2.0. state government can also be involved.The roles of partners and agencies are separate and no overlap exists of any kind. This is for ensuring a high level of transparency and objectivity.Training can only be provided in approved center’s as defined in clause 4.3Every training center has to follow branding guidelines.At the PMKVY centers, biometric devices must be used to capture trainers and students attendance.The payouts will be influenced through bank exchange to the Beneficiaries’ and Training Partners’ records as relevant under the Common Norms.Pradhan Mantri Kaushal Vikas Yojana (PMKVY) is a skill training scheme of Narendra Modi led NDA government. Under the PM Kaushal Vikas Yojana, the government has roped in many partners for providing skill training to youth across the country. These training partners have started multiple training centers in areas of their choice to provide skill training in different industry verticals.FAQ’s on Pradhan Mantri Kaushal Vikas Yojana (PMKVY)1. Why is this Scheme beneficial for Training Providers?Pradhan Mantri Kaushal Vikas Yojana (PMKVY) is the flagship outcome-based skill training scheme of the new Ministry of Skill Development & Entrepreneurship (MSDE). The objective of this skill certification and reward scheme is to enable and mobilize a large number of Indian youth to take up outcome based skill training and become employable and earn their livelihood. The Scheme will allow Training Partners to attract students and provide an opportunity to operate centers in greater capacity than before and also achieve economies of scale.Do Training Partners have a role to play during the mobilisation activities under the Scheme?State governments and local administration would be the primary facilitators of mobilisation activities such as Skill Melas and Recruitment Drives. Training Partners can support the authorities in terms of counselling of the potential candidates and other related activities.What is NOS and QP? How do we get access to those?National Occupational Standards (NOSs) specify the standard of performance that an individual must achieve when carrying out a particular activity in the workplace, together with the knowledge and understanding they need to meet that standard consistently. Each NOS defines one key function in a job role. In their essential form, NOSs describe functions, standards of performance and knowledge / understanding. Qualification pack is a set of NOSs, aligned to a job role, called Qualification Packs (QPs), would be available for every job role in each industry sector QPs as on 31st March 2015 are available on the PMKVY website. SSCs would provide updated lists of QPs and NOSs for the Pilot Phase of the Scheme.How do a Training Partner get affiliated under PMKVY?All the Training Partners interested in participating in PMKVY would be required to get affiliated with the respective Sector Skill Council. Interested Training Partners will have to align their courses based on the National Occupational Standards (Level 1-4) which are available on the NSDC website.NSDC Training Partners would get auto affiliated for the sectors defined in their term sheets. Other Training Partners would need to submit hard copy of the application form along with copies of all the relevant documents to the concerned SSC(s) as per SSC’s affiliation process. The Training Partner would be required to declare upfront all training centers where training would be conducted during the scheme duration. The Affiliation protocol is available on PMKVY website.Do the Training Partners that participated in STAR need to get affiliated again for PMKVY?Training Partners that participated in STAR, need to undergo the affiliation process afresh for PMKVY.Is there any Affiliation Fee that needs to be paid?Training Providers interested in getting affiliated to one or more SSCs are not required to remit any fee towards registration/ affiliation.Would the Training Partner targets be redistributed by SSC, if new Training Partner affiliation happens or new centers of the same Training Provider opens up during the Scheme year?SSCs will be allocated target numbers on quarterly basis by NSDC on performance parameters. SSCs would further distribute the target numbers amongst the affiliated Training Providers. SSCs will keep some buffer to accommodate new Training Partners and new centers of the existing Training Partners for the duration of the Scheme.What information is a Training Partner expected to capture at the time of enrolling a candidate?At the time of enrolment, along with the name, address and other details of a candidate, Training Partners need to capture Aadhaar number along with other IDs such as EPIC (Elector’s Photo Identity Card) and PAN (Permanent Account Number).How is the Aadhaar number being used for the Scheme?A candidate can get enrolled and trained under PMKVY by providing his/ her mobile number and other alternate IDs such as EPIC (Elector’s Photo Identity Card) and PAN (Permanent Account Number). The Training Partner must facilitate enrolment of a candidate for Aadhaar. The Aadhaar number is only being used to ensure that a candidate does not avail of the monetary reward more than once during the Scheme.How can Training Partners open Bank accounts?The banking activity under PMKVY has been classified under the following three points: A. Training Partner can charge Full Fee Upfront A Training Partner is free to charge (and should charge) the complete training fee from the trainee. If the trainee undertakes the Training by paying upfront to the Training Provider, trainee can provide any Bank account details and should not sign any Undertaking and will receive the complete Monetary Reward in their bank account (any bank account which the Trainee provides). B. Training Partners may work with designated Banks for PMKVY In case the Training Partner choses to extend credit to a few students in the batch (it is done at their own discretion), TP can work with the Banks which are designated for PMKVY to open bank accounts with specific Auto-debit facility. Information about the banks shall be communicated with the stakeholders shortly. Please Note, NSDC will not be anytime responsible for any mis-credit/failed Auto-Debit to the TP’s account. The Training Partner has to abide by the Terms & Conditions of the Bank & NSDC to explore this option. C. Training Providers can work with their own Banking Network The Training Partner is free to explore their own Banking arrangements with any Bank (Nationalized/Private) if they do not want to adhere to the terms & conditions laid in step B. In this case the Auto-Debit (if they choose to extend credit) & opening of Zero balance bank accounts will be managed by the Training Providers themselves.Can Training Providers provide training to the candidates on credit basis?How does this arrangement work? Training Partners can provide credit to the trainee, at their discretion. However, the trainee will have to pay the assessment fees upfront to the Training Provider. Once, the trainee passes the assessment and is certified by the SSC, the monetary reward will be transferred to the bank account of the certified candidate. Any amount owed by the candidate to the Training Partner needs to be through a formal arrangement between the parties. All the undertakings/ deeds pertaining to such an arrangement must be properly recorded and be made available to PMKVY officials for verification. NSDC is not responsible for any such arrangements.Who decides the cost of training?Training Partners would determine training fee as per the prevailing market conditions. Moreover, it is expected that Training Providers have rational fee structure and maintain the quality of the training to align with the QP-NOS.What happens to the training fee if the trainee wants to drop out in the middle of the program?The decision authority of training cost refund is Training Partner themselves. Assessment cost however can’t be refunded as they are paid to the SSC.Who will pay the money to the Training Partner if the candidate is on credit and drops out without giving the assessment?Training Partner will bear the risk if the trainee doesn’t get certified because of not appearing for assessment or not being able to clear it.Is franchising and sub-contracting allowed under the Scheme?Training Providers affiliated with SSCs for PMKVY may enter into a direct franchisee agreement with other Training Providers to provide training. Please note that only one level of franchising is allowed under PMKVY. PMKVY affiliated Training Providers must enter into a formal agreement with their franchise partners as per the guidelines given in Process Manual. The Training Partner has to share every franchisee agreement with the Sector Skill Council that they are affiliated with and must get the center approved by the respective SSC before any enrolments can happen at those franchisee centers. However, in case a Sector Skill Council, as part of their MOU/ Undertaking with the Training Partner, does not allow franchisee centers to conduct training, then the direction from the Sector Skill Council will supersede this clause. It is the responsibility of the Training Providers to allocate targets for training to the franchisee partners for the job roles they have signed agreement. It is the responsibility of the Training Providers to monitor activities of their franchisee centers including adherence to the Process Manual and complying with it. Furthermore, all the Training Providers need to submit monthly monitoring reports of their franchisee centers to the concerned SSCs, highlighting action taken against the complaints received. The Affiliated Training Partners or the Franchised Training Centers are not allowed to sub-contract any training activities further. Any such case, if found, will be considered as a violation of PMKVY process and the affiliated Training Partner will be blacklisted and de-affiliated from PMKVY. However, the affiliated Training Partner or the Franchisee Training Centers may utilize the services of other agencies to mobilize students.Can the Training Partners provide training at franchisee centers?Training Partners that are affiliated to any of the Sector Skill Councils (SSC) under PMKVY are allowed to conduct training at any of their own centers or their franchisee centers strictly as per the list of centers shared by them with respective SSC(s) and NSDC.At all times, the Training Partner needs to be vigilant that its franchisee training centers do not sub-franchise the training. Any such activity found will be considered as non-compliance and may result in de-affiliation of the Training Partner from participating in PMKVY.Who will do the assessment of the trainees?SSC would allocate an Assessment Agency and Assessment Date to a batch within 5 days of its start. On the scheduled day, a certified Assessor would carry out the assessment against the relevant QP-NOS and report back the results as well as the feedback obtained from the candidates. The format for capturing the feedback of the candidates is present in the Process Manual for the Scheme.How do Training Partners know the assessment Criteria?Assessment criteria against each course will be prepared by SSC on the basis of performance criteria within QPs and will published on the Scheme website for reference.Is a Training Partner allowed to provide training and conduct assessments in the same sector?A Training Partner cannot conduct assessments in the same sector in which she/ he is providing training to the candidates.Will the Training Provider have any share in the money collected for assessments?Training Provider would collect the assessment fee along with the training fee from the trainee. They will submit the assessment fee to the Sector Skill Council on the first day of each training batch.How would the Training Provider remit the assessment fees to the concerned SSC?Training Providers would need to transfer the cumulative assessment fee to the SSC on first day of commencement of batch through electronic bank transfer/ DD or cheque.Can individual Assessors and Trainers be a part of the Scheme?Yes, the Assessors and Trainers can do so after undergoing training for Job Roles for Levels 5 & 6, for Trainers/ Assessors and being certified by the Sector Skill Council. These Assessors and Trainers can also opt for certifications under Recognition or Prior Learning (RPL) tenet of PMKVY. However, to be eligible for monetary reward, they need to be enrolled as a trainee and undergo training from an affiliated Training Partner as is the case with all other trainees.Can Training Providers delete duplicate Candidates on SDMS?PMKVY process manual does not allow deletion of any candidate, once uploaded on SDMS. Training Providers are expected to check their candidate’s data before uploading the batches on SDMS. Uploading of duplicate candidates data will be monitored and action will be taken against the Training Providers as per the consequence management guidelines.Whom do I contact for the refund of Assessment fees of duplicate batches uploaded on SDMS?Please note that duplicate batches are not allowed under PMKVY. Training Providers will be monitored for uploading duplicate batches. Training Providers to provide transaction detail of assessment fee submission to SSCs as per process manual and get it approved by the SSCs. Training Providers must maintain a record and reconcile the fee paid to SSCs. Both TP and SSCs will be held responsible for their inability to reconcile assessment fee of batch. Such activities and grievances will be monitored and dealt as per the consequence management guidelines.How is Service Tax accounted?The Scheme has been exempted from service tax on training and assessment cost.Who will bear the printing cost of the certification?Training Partner will receive the PDF form of the certificate. Training Partners are required to print the certificate at their own expense.Can multiple copies of the certificates be printed by Training Partner, if one gets spoiled?Yes, Training Partner will receive PDF certificates and they can print duplicate if the certificates get spoiled or misplaced. The QR code printed on the certificate will help in uniquely identifying the certified candidate.Is placement being tracked after the training?Training is intended to develop and certify skills against industry standards. It is to be viewed as an opportunity to becoming employable. The Scheme in itself doesn’t guarantee any placement. However, it is recommended that Training Partners track the trainee’s placement informally and update it on the SDMS. PMKVY Scheme provides incentive to the Training Partners based on the candidates placed after successful training. The incentive is Rs. 475 per placed candidate for achieving 70% placements in a batch against the number of certified candidates. Training Providers would track the candidates for three months for ensuring successful placement and submit relevant documents substantiating the placement.Can the Training Partners advertise their training programmes under PMKVY?Training Partners can advertise their training programmes using standard communication approved by NSDC. The standardised poster formats are available on PMKVY website. Use of any other poster/ flyer/ text messages/ e-mails or any document (electronic or physical) contradicting the message and outcomes of PMKVY will be considered as a violation of the Scheme process and appropriate actions shall be taken against the defaulter, including de-affiliation from participating in PMKVY in future.Are the Training Partners allowed to use the NSDC/ SSC logo for advertising and display purposes?Training Providers who are not NSDC Partners are not allowed to use the NSDC logo in any of their communication, other than the communication prepared by NSDC. Such Training Providers are allowed to only use the logo of the SSC(s) that they are affiliated to, with prior written approval of the SSC, along with PMKVY logo.pmkvy franchise registrationPMKVY FRANCHISE|PMKVY REGISTRATION|PMKVY CENTER REGISTRATION|PMKVY GUIDELINES FOR ACCREDITATIONSkills and knowledge are the motivating forces of the financial growth and economic development of any country, and India is no exception.As India moves progressively towards becoming a global knowledge economy, it must meet the aspirations of youth and aim towards skilling them with the best possible standards. The skill development of the working age population is currently one of the top priorities for the country. This is evident by the progress India has made in recent years in this sector.However, till 2016 there was no comprehensive and standardised mechanism to assess the capability of training institutes. Such standardised mechanisms are followed across every Industry and are crucial for holistic growth of the Industry. Considering this gap, there was a requirement for a standardized methodology which would guide and assess the infrastructure and training capability of Training Centres to provide quality skill training.The formulation and launch of Guidelines for Accreditation, Affiliation, and Continuous Monitoring of Training Centres in year 2016 was the initial step in this direction with below mentioned key objectives:• To provide an umbrella for all the skilling activities being carried out within the country, thereby providing quality benchmarks in the concept, establishment and running of the various skilling initiatives• To align various skill development programs to standardized norms and processes, thereby reducing multiplicity of norms and parameters that result in avoidable difficulties in implementation of the skilling initiatives• To monitor compliance to standards and norms by all training centres in an objective manner• To increase the capacity and capability of the existing system in order to ensure equitable access and one stop solution to all• To foster excellence in training centres through a rating-based approach thereby ensuring effective and competency based training• To enable trainees and other stakeholders to make informed choices with regard to training centre selectionA significant role of these Guidelines is in standardizing the quality parameters across various Skill schemes. Based on the learning of past two years, need was felt to review the guidelines (released inGuidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres32016), therefore the guidelines here in are the Version 1.0 of the Accreditation, Affiliation and Continuous Monitoring guidelines and supersedes the previous version of guidelines.It is to be noted that these guidelines shall be reviewed periodically, depending upon the feedback from stakeholders and learning as various schemes progress. All updates shall be published on SMART website (http://smart.nsdcindia.org). The stakeholders are advised to regularly check these websites for amendments/changes, if any.Skill Management and AccReditation of Training Centres (SMART)SMART provides a single window IT application that focuses on the Accreditation, Affiliation and Continuous Monitoring of the Training Centres (TC) in the Skill Ecosystem and intends to address the important issues like evaluating skill providers in an objective manner, fostering excellence in Training Centres, enabling trainees to make informed choices with regard to Training Centres etc. SMART aims at convergence of efforts of all the stakeholders in the skill ecosystem in providing the standardized infrastructure. Accreditation and Affiliation through SMART covers various Central and State Government Schemes, Private initiatives, CSR etc. thus making it a scheme agnostic platform.http://sarvaskill.com/pmkvy-franchise/2.1 Various features of SMART• Single portal interface across multiple Sector Skill Councils (SSCs) and Schemes• IT enabled paperless system for accreditation and affiliation of Training Centres• Transparent and Time bound delivery of accreditation & affiliation services• SSC guided standardized lab specifications• SSC guided trainer qualification and experience2.2 Services offered on SMART• Extendable to all Skill Development Schemes• Web based application for TC Accreditation/Affiliation• Mobile App based TC CAAF submission, Inspection & Continuous Monitoring• One Stop platform for SSC Affiliation across job roles• Online repository for TC/TP details at pan India level• Dashboards & MIS for various stakeholders such as SSCs, SSDMs and various other schemes E-Payment of Accreditation& Affiliation fees• Physical Inspection of each TC based on CAAFGuidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres4• Standardization of training infrastructure and equipment for all NSQF Job roles across all SSCs• Common Norms aligned Transparent Grading of TCs Stakeholders - Roles and Responsibilities3.1 Ministry of Skill Development and Entrepreneurship (MoSDE) - is a governing body and aims to create a balanced ecosystem to remove disconnect between demand and supply of skilled manpower, to build new skills and innovative thinking for existing and futuristic jobs. Ministry for Skill Development & Entrepreneurship (MSDE) has been formed to focus on enhancing employability of the youth through skill development.3.2 National Skill Development Corporation (NSDC) - is a Not-for-Profit company set up as a Public Private Partnership Company in order to create and fund vocational training institutions, and create support systems for skills development. It acts as an implementing agency for the various skill development initiatives. NSDC is a unique model created with a well thought through underlying philosophy based on the following pillars: • Create: Proactively catalyze creation of large, quality vocational training institutions. • Fund: Reduce risk by providing patient capital. Including grants and equity. • Enable: the creation and sustainability of support systems required for skill development. This includes the Industry led Sector Skill Councils. The main objectives of the NSDC are to: • Upgrade skills to international standards through significant industry involvement and develop necessary frameworks for standards, curriculum and quality assurance • Enhance, support and coordinate private sector initiatives for skill development through appropriate Public-Private Partnership (PPP) models; strive for significant operational and financial involvement from the private sector • Play the role of a "market-maker" by bringing financing, particularly in sectors where market mechanisms are ineffective or missing • Prioritize initiatives that can have a multiplier or catalytic effect as opposed to one-off impact.“NSDC has provided a one stop solution for registration ofTraining Provider and Training Centre through their SMART” application”Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres53.3 Training Provider (TP) - Any organization being legally established as society, trust, proprietorship, company/ LLP/ Government Institute/ Organization etc. can register on SMART as Training Provider (TP). A Training Provider registers Training Centres on SMART and acts as an umbrella organization for its respective Training Centres. It is solely the responsibility of TP and TC regarding the mode of association they establish between them while registering on SMART.The registration on SMART will be valid for 3 years. TheTraining Provider needs to perform following roles and responsibilities:• Facilitate the establishment of Training Centres• Ensure compliance with the Guidelines and related processes• Ensure Training Centres compliance with the Guidelines and related processes3.4 Training Centre (TC) - An entity registered and created by a TP to conduct training under various NSQF aligned job roles in accordance with the guidelines laid down by the SSC. These centres are established as per Accreditation and Affiliation norms. Accreditation of a TC will be valid for a maximum of 1 year. The Training Centre needs to perform following roles and responsibilities:• Fill the Centre Accreditation Application Form on SMART following the required process• Apply for renewal of Accreditation status• Comply with accreditation and affiliation and continuous monitoring process3.5 State Skill Development Missions (SSDMs) as Inspection Agency - State Skill Development Missions• Schedule and perform physical inspection of training centres along with continuous monitoring visits, and share the outcome of the inspection in form of an inspection report• Recommends an accreditation status (Conditional Accreditation/ Accreditation/ Not Accredited) for the Centres3.6 Empaneled Third Party Inspection Agency (IA) - Inspection Agency is an independent body responsible for evaluating the Training Centres (TC) as per Accreditation and Affiliation Guidelines. The IA conducts desktop assessment for TP and TC and shares the Deemed Ready or Deemed Not Ready status.The Implementing Agency (NSDC) will not be a party to any dispute arising between the training provider and training centreGuidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres63.7 Sector Skill Councils (SSCs) - SSCs are industry-led bodies responsible for defining the skilling needs, concept, processes, certification, and accreditation standards of their respective industry sectors. The accreditation standards are a set of practices and concepts laid down by the SSCs pertaining to each job role, that provide guidance to the TCs on all relevant aspects of skilling. The SSCs prescribe the National Occupation Standards (NOS) and Qualification Pack (QPs) for the job roles relevant to their industry and ensure that these are in accordance with the National Skill Qualification Framework (NSQF). The SSC performs following roles and responsibilities:• Define job wise specifications like lab and trainer qualifications, equipment specifications along with the job role wise additional requirements like open space, gardening area etc.• Review the inspection reports submitted by the IA for respective job roles and accord the final status• Provide affiliation to centres for respective job roles3.8 State Level Appellate Committee: At first level, State Appellate committee would look into the appeal of the TC and evaluate it as per the guidelines on accreditation and affiliation and take decision on the appeal.• Respective state would decide on the constitution of this Committee.• In cases where a job role recommended for accreditation by the SSDM after inspection is not accredited by the SSC, such cases would be dealt by Accreditation Committee at NSDC and not by State Level Appellate Committee.3.9 Accreditation Committee - A committee comprising suitable representatives from NSDC and SSCs to review and provide decisions pertaining to accreditation status of training centres. The committee reviews appeal cases and post deliberation, reaches a final conclusion regarding their appeal. The additional responsibilities of the Accreditation Committee include, but are not limited to, the following:• Review of standards, policies, procedures, and issues regarding accreditation, including the accreditation fee structure.• Advocate the importance of accreditation of the TCs in the skill ecosystem and amongst the stakeholders.• Suggest the corrective measures where ever required with respect to the Centre Accreditation Process.*The decision of the Accreditation Committee will be final.Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres7About Centre AccreditationCentre Accreditation is a quality assurance process, under which the TCs are evaluated against the required parameters. Accreditation focuses on learning and self-development, and encourages the TC to pursue continual excellence.The process involves an external evaluation to grade the TCs as per their adherence to the laid down accreditation and affiliation guidelines.The Centre Accreditation helps to process effective management and delivery of the competency based training. Centre Accreditation and Affiliation ensures:• To assess the TCs and their selected job roles against the prescribed quality standards.• The process provides assurance to a number of vital stakeholders, such as the trainees, theemployers, and the public in general, that the TC has met the established standards necessary to impart training for the specific job roles. The responsibility for assuring the quality of a TC restswith the TC itself.• Centre Accreditation is a voluntary process. It is, however, mandatory for a TC to go through the process if it wishes to impart trainings aligned to National Skills Qualification Framework (NSQF) in order to participate and implement any skill development scheme funded by the Government of India.4.1 Centre Accreditation and Affiliation - Process Definitions• TP Registration - An entity needs to register as a Training Provider on SMART. After registration and form submission, Training Provider will receive login credentials. This registration will be valid for a period of 3 years from getting the Deemed Ready Status.• CAAF submission – Centre Accreditation Application Form (CAAF) is a form that TC submits online on SMART for getting accreditation and affiliation for selected job role(s). The Centre submits geo-tagged and time-stamped pictures for respective fields through a mobile app. The SMART TC mobile app can be downloaded from the Google Playstore. On submission, a tentative grading is allocated to the centre based on the information provided.• Desktop Assessment - The Inspection Agency reviews the CAAF submitted by the concerned Training Centre (TC), post which it provides it a status of ‘Deemed Ready’ or ‘Deemed Not Ready’. This process is called Desktop Assessment“Accreditation and affiliation does not guarantee target allocation under any government or non-government funded scheme”Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres8• Deemed Ready - The status denotes that the information provided in the CAAF complies withthe centre accreditation and affiliation criteria/ guidelines. If Deemed Ready, a “Letter ofRegistration” is issued to the TC.• Deemed Not Ready - The status denotes that the information provided in the CAAF is not asper the centre accreditation and affiliation criteria/ guidelines - the information submitted maybe incomplete or incorrect. In such cases, the Inspection Agency shares a deficiency report withTC regarding the gaps, giving detailed comments/ justification.• Physical Inspection - This is a process to validate the information provided by the trainingcentre through an onsite inspection of the centre at the address provided in the CAAF, and alsoby interaction with the trainers and other relevant staff of the Training Centre (TC). TheInspection Agency captures the information via Mobile Application. If the centre is found fit asper centre accreditation and affiliation guidelines, the inspection agency recommends thecentre for accreditation to the SSC.• Review by SSC - The inspection report submitted by the Inspection Agency along with therecommended accreditation status and grade of the TC, shall be sent to the concerned SSC fortheir final decision on accreditation status of the centre.• Appeal - An aggrieved TC, which is not satisfied with the result of the accreditation process, canfile an appeal through the SMART portal, along with a payment of requisite fees. The TC has tomake an appeal within the stipulated timeline of marking the result of the accreditation statuson TC’s dashboard on SMART.• Conditional Accreditation/ Affiliation - A centre may be marked as conditionally accreditedwhen it complies with all the mandatory requirements of the guidelines except the following:o SSC ToT certified trainers for all job roleso NIESBUD Certificationo AEBASThese parameters have to be fulfilled within stipulated timeline from the date of centreaccreditation, to be eligible for full accreditation. Conditionally accredited centres will begranted a conditional affiliation status on payment of the affiliation fees.• Accreditation - Post review of the report submitted by the Inspection Agency, the concernedSSCs provide one of the following status to the TC, along with detailed remarks/justification,wherever applicable.o Agree/Disagree with the Recommended for Accreditation statuso Agree/Disagree with the Recommended for Conditional Accreditation statusThe accreditation status is valid for maximum 1 year from the date the conditionalaccreditation/ accreditation status is granted and does not extend beyond 1 year even if the TCGuidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres9applies for re-inspection. For example, If a TC is conditionally accredited on date X, they have T days to submit the remaining documents to attain the full accreditation status. However on submitting these documents within T days, the validity of accreditation does not change and will still be calculated from X for a 1 year period• Affiliation - Affiliation is a method for the TCs to get formally associated with SSCs in order to impart training to trainees for specific job roles aligned to NSQF. Affiliation can be granted to an Accredited as well as Conditionally Accredited Centre. Only accredited and affiliated TCs are allowed to start operations of commencing training to trainees.• Re-inspection - The TC is given an option to apply for a re-inspection by paying the appropriate fees (centre inspection + job role accreditation) and may do so under the following circumstances:o If the TC wishes to improve the grading given by Inspection Agencyo If the TC does not agree with the IA/ SSC’s recommendationo If the TC does not agree with the result of the Appeal processo If the TC wishes to modify any details in CAAF (except TC address and TC name), like trainers, job roles etc.• Conditional to Full Accreditation - The TC has to fulfill the NIESBUD and ToT parameters within stipulated timelines and AEBAS within stipulated timelines through the Conditional Accreditation to Accreditation option available on the SMART TC mobile app to achieve a Full Accreditation status.• Continuous Monitoring - It is a regular process to track performance/compliance of all affiliated training centres with respect to the accreditation and affiliation guidelines.• De-accreditation - A TC gets de-accredited on expiry of the validity period (1 year in case of accredited centres and 6 months for conditionally accredited centres, if not converted to full accreditation) of accreditation of an accredited/ conditionally accredited Job Role. A TC may also get de-accredited due to non-compliance or violation of guidelines.• Re-accreditation - The validity of accreditation of a TC/Job role is one year from the date of accreditation. The validity will automatically expire at the end of one year and the TC will be de-accredited. An option for re-accreditation is made available to such centres on their portal 3 months prior to de-accreditation. These centres can apply for re-accreditation and submit the requisite fees for DA and physical inspection of the centres and job role accreditation.Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres10Centre Accreditation and Affiliation ProcessThe Centre Accreditation and Affiliation comprise of following main steps:• Step 1: Training Provider (TP) Registration: Training Provider (TP) fills the Application form and pays the registration fees. Inspection Agency (IA) conducts Desktop Assessment (DA) and shares the status with TP. On being Deemed Ready (DR), the TP proceeds with Training Centre creation. This registration will be valid for 3 years from the date of getting DR status. For example, if a TP gets DR on 2nd October 2016 then this registration will be valid till 1st October 2019.• Step 2: Centre Accreditation Application Form (CAAF) registration and Training Centre (TC) Accreditation:o Stage 1: Training Centre (TC) fills the CAAF and submits the CAAF registration fees. IA conducts Desktop Assessment (DA) and shares the status with TC, basis which a ”Letter of Registration” is shared with the TC. Post Deemed Ready status if the TC is recommended/empanelled by any donor agency/scheme, the TC shall undergo physical inspection process as mentioned below..o Stage 2: Post empanelment or recommendation the TC pays accreditation fees and applies for physical inspection. If the TC is recommended for Accreditation or Conditional Accreditation after physical inspection, the case is shared with SSC for a final review and status updation. In case a TC gets recommended for a job role other than those mentioned in the letter of registration, then the TC needs to follow stage 1 and 2 with all requisite fees for the additional job role.• Step 3: Training Centre (TC) Accreditation: The respective SSC reviews the inspection report of the Training Centre and accords the TC with Accreditation/ Conditional Accreditation status and TC receives an accreditation certificate. If the SSC does not agree with the IA recommendation, the case is forwarded to the Accreditation Committee.• Step 4: Training Centre (TC) Affiliation: After getting accredited/conditionally accredited status from SSC, the TC applies for Affiliation for accredited Job Roles and pays the following fees:a) Continuous MonitoringGuidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres11b) Affiliation feesAffiliation is auto accorded to the TC after payment of affiliation fees.• Step 5: Continuous Monitoring of Training Centres (TC): TC is continuously monitored on SMART as per the process and metrics. The TC shall download the mobile application from Google Playstore. TC will receive quarterly push notification via the mobile application to upload certain images of the TC. Failure to do so will lead to reduction in Accreditation score of the TC. This will impact any future allocations and disbursement of funds to the TC. The TC will then have to re-apply for physical inspection to increase the score.• Step 6: Renewal of Accreditation and Affiliation: Post 1 year from receiving the accreditation status, the TC may re-apply for Accreditation and Affiliation. This process will be available for the TC 3 months prior to expiry of accreditation status. The TP registration will expire 3 years from receiving the DR status. Post 3 years, the TP may apply for renewal of the registration on SMART.Indicative Timelines for TP RegistrationTTP submits the Application formT+4 DaysDesktop Assessment of the TP ApplicationIndicative Timelines for TC Registration (Stage-1)T1TC submits CAAF for Letter of RegistrationT1+4 DaysDesktop Assessment of CAAFIndicative Timelines for Centre Accreditation (Stage-2)T2TC applies for physical inspection & pays the feesT2+7 daysScheduling of Physical Inspection by Inspection AgencyT2+15 daysPhysical Inspection of the TC by Inspection AgencyT3+7 daysConducting Physical Inspection after rejection of the initial inspection date(T3)Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres12Registration of TC Registration of TC Registration of TC Registration of TC Registration of TC Registration of TC Registration of TC Registration of TC (Stage (Stage-1)Training Provider Training Provider Training Provider Training Provider Training Provider Training Provider Training Provider Training Provider Training Provider Training Provider registers on SMART registers on SMART registers on SMARTregisters on SMARTregisters on SMARTregisters on SMARTregisters on SMART registers on SMARTregisters on SMART registers on SMARTEmpanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Party agency Party agency Party agency Party agency Party agency Party agency Party agency conducts DA conducts DAconducts DAconducts DAconducts DA conducts DA conducts DAPhysical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Physical Inspection by Inspectnspect nspectnspectnspection Agency (IA)ion Agency (IA)ion Agency (IA)ion Agency (IA) ion Agency (IA)ion Agency (IA)ion Agency (IA)ion Agency (IA)ion Agency (IA) ion Agency (IA) ion Agency (IA)TC accepts the TC accepts the TC accepts the TC accepts the TC accepts the TC accepts the TC accepts the TC accepts the TC accepts the inspection date inspection date inspection date inspection date inspection date inspection date inspection date inspection date inspection date inspection date within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of within 48 hours of receiving the date receiving the date receiving the datereceiving the datereceiving the date receiving the date receiving the datereceiving the datereceiving the date receiving the date receiving the dateIA assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection assigns inspection date to the TCdate to the TC date to the TCdate to the TC date to the TC date to the TC date to the TCdate to the TC date to the TCInspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the Inspector visits the TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection TC on the inspection datedate dateInspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures Inspector captures information in the information in the information in the information in the information in the information in the information in the information in the inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and inspector app and submits for QC submits for QC submits for QC submits for QC submits for QC submits for QC submits for QC submits for QC submits for QC submits for QC markingmarking marking markingAcceptedAcceptedAcceptedAcceptedAccepted AcceptedAcceptedAuto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected Auto Rejected /Rejected /Rejected/Rejected /Rejected/Rejected/Rejected/RejectedQuality team Quality team Quality team Quality team Quality team Quality team reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data reviews the data captured and captured and captured and captured and captured and captured and captured and captured and inspector remarks inspector remarksinspector remarksinspector remarksinspector remarks inspector remarks inspector remarks inspector remarksinspector remarks inspector remarksQC Review by QC Review by QC Review by QC Review by QC Review by QC Review by QC Review by QC Review by QC Review by QC Review by Inspection Agency Inspection Agency Inspection AgencyInspection AgencyInspection Agency Inspection Agency Inspection AgencyInspection AgencyInspection AgencyInspection AgencyQuality team Quality team Quality team Quality team Quality team Quality team accords accords accords accords recommended or recommended or recommended or recommended or recommended or recommended or recommended or recommended or recommended or recommended or not recommended not recommended not recommended not recommended not recommended not recommended not recommended not recommended not recommended not recommended not recommended status. status. status. status. status.If TC is If TC is If TC is If TC is recommended for recommended for recommended for recommended for recommended for recommended for recommended for recommended for recommended for accreditation, accreditation, accreditation, accreditation, accreditation, accreditation, accreditation, inspection report inspection report inspection report inspection report inspection report inspection report inspection report inspection report inspection report inspection report inspection report is shared with SSC is shared with SSC is shared with SSC is shared with SSC is shared with SSC is shared with SSC is shared with SSC is shared with SSC for final decisionfor final decisionfor final decision for final decisionfor final decision for final decision for final decisionfor final decisionfor final decision for final decisionfor final decision .SSC conditionally SSC conditionally SSC conditionally SSC conditionally SSC conditionally SSC conditionally accredits / accredits / accredits / accredits / accredits the TC accredits the TCaccredits the TC accredits the TC accredits the TCaccredits the TCaccredits the TCaccredits the TCaccredits the TCIf not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for If not recommended for accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply accreditation, TC can apply for Re for Re -inspection or appealinspection or appealinspection or appealinspection or appealinspection or appealinspection or appealinspection or appeal inspection or appealinspection or appealinspection or appeal inspection or appeal inspection or appealinspection or appealinspection or appealIf SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not If SSC accords “Not accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, accredited” status, forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation forwarded to Accreditation Committee for Committee for Committee for Committee for Committee for Committee for final decision final decision final decision final decision final decision final decision final decision final decision final decision final decision in case of appeal by the TCin case of appeal by the TCin case of appeal by the TC in case of appeal by the TC in case of appeal by the TCin case of appeal by the TC in case of appeal by the TC in case of appeal by the TCin case of appeal by the TCin case of appeal by the TCin case of appeal by the TC in case of appeal by the TCin case of appeal by the TC in case of appeal by the TCin case of appeal by the TC in case of appeal by the TCRecommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC Recommended TC applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical applies for Physical Inspection Inspection InspectionInspectionInspectionTC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection TC pays the inspection fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per fees and the per job role job role job role job role job role (recommended) (recommended) (recommended)(recommended)(recommended)(recommended)(recommended)(recommended)(recommended)(recommended)TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical TC applies for Physical inspection post inspection post inspection post inspection post inspection post inspection post inspection post inspection post inspection post inspection post payment of the feespayment of the fees payment of the feespayment of the feespayment of the feespayment of the fees payment of the feespayment of the feespayment of the fees payment of the feespayment of the feespayment of the fees payment of the feespayment of the feesRecommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Recommendation of Deemed Ready Deemed ReadyDeemed ReadyDeemed ReadyDeemed ReadyDeemed Ready Deemed ReadyDeemed Ready Deemed Ready TCs is TCs is TCs is TCs is TCs is to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by to be done online by respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding respective Holding Agency for physical Agency for physical Agency for physical Agency for physical Agency for physical Agency for physical Agency for physical Agency for physical Agency for physical inspection inspectioninspectioninspectioninspection inspectionIf Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP If Deemed Ready, TP creates TC(s) creates TC(s) creates TC(s)creates TC(s)creates TC(s) creates TC(s) creates TC(s)TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and TC submits CAAF and applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees applies and pays fees for for for registration registration registrationregistration registration registrationEmpanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Empanelled Third Party agency Party agency Party agency Party agency Party agency Party agency Party agency conducts DA conducts DAconducts DAconducts DAconducts DA conducts DA conducts DADeemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs Deemed Ready TCs get a “Letter of get a “Letter of get a “Letter of get a “Letter of get a “Letter of get a “Letter of get a “Letter of Registration” Registration” Registration” Registration” Registration” Registration” Registration”TC applies for re-accreditation after completion of accreditation periodIf a TC is recommended for a job role which is not present in the “Letter of Registration”, TC can pay the registration fees (Stage-1) again and edit the CAAF to add/delete job roles.Guidelines for Accreditation, Affiliation andContinuous Monitoring of Training Centres13Accreditation StandardsThe Accreditation Standards are driven by a grading matrix and are related to the operations and services offered by the TC to its trainees. These standards are a set of practices and concepts, as laid down by the SSCs pertaining to each job role, that provide guidance to the TCs on all relevant aspects of skilling.• The Accreditation Standards applicable to a TC is a combination of Infrastructure, training, health and safety related parameters categorized as Part-A and Part-B standards.• The standards of the Part-A category are the mandatory indicators to be adhered to. It is necessary that a TC complies with all the Accreditation Standards of Part-A category to become an accredited TC.• The standards of the Part-B category are the other indicators, on which the TC shall be scored on the predefined points. It is mandatory that the TC achieves a minimum of 40% score with respect to the Accreditation Standards Grading Metrics.• The Accreditation Standards Grading Metrics is provided in Annexure.Applicable FeesThe fees to be paid by the TPs and TCs at various stages is stated below and is to be paid online:• Training Provider Registration Fees: INR 10,000• TC CAAF registration: INR 3,000• TC CAAF Editing (for addition/ deletion of Job Role(s) or any other changes in CAAF): INR 3,000• TC Accreditation Fees: INR 10,000 + INR 1,000 per Job Role• Continuous Monitoring Fees: INR 8,000• Affiliation Fees: INR 6,000Apart from the fees mentioned above, the following fees may be applicable under the mentioned scenarios:• Re-inspection fees - INR 10,000 + INR 1,000 per job role• TP/TC unfreezing fees - INR 2,000• TC unblocking fees - INR 2,000• Appeal fees - INR 10,000Note: NSDC reserves the right to revise any of the fee components at any point of time, without stating any reasons whatsoever.Guidelines for Accreditation, Affiliation and