bold spirit - ArcelorMittal South Africa

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64 ArcelorMittal South Africa Annual Report 2010 Growing a robust skills pipeline continued We are currently funding 22 bursaries, identified through the ArcelorMittal Science centres. both qualified and competent. A total of 168 artisans completed the programme during the year, of which 90% come from historically disadvantaged groups. • Production learners: we doubled the number of production learners during the year to 421, adding these to the 1 400 learners brought in for implementation of the fourth-team shift system. These learners will provide a critical production skills pipeline to fill the gap which will be caused by the attrition of current production employees who are retiring. Internal programmes to develop technical skills • Internship programme: this twoyear programme employs university graduates with BCom/BA degrees (GITs), graduates with engineering degrees and engineering diplomas to provide them with hands-on work experience before they are absorbed into the company fulltime. Six new GITs were employed this year, with a further 15 starting in 2011. Of these 21 GITs, 19 are black. The engineering graduates come through our university supported programmes which we sponsor with 43 graduates with engineering degrees and 28 with engineering diplomas in our pipeline during 2010. • Artisan-to-technician conversion programme: this programme, run in partnership with the Vaal University of Technology, currently has 85 artisans in the pipeline who are converting their qualifications to those of technicians. We are looking to use ‘virtual classroom’ learning in 2011 to accommodate production employees from Saldanha Works wishing to do a similar conversion. • Virtual classroom: the virtual classroom at Newcastle Works continues to deliver outstanding results, with artisan-to-technician conversion students achieving pass rates of between 90% and 100%. September saw the first ‘live’ international transmission with the ArcelorMittal University in Luxembourg, an exciting development that will allow more of our employees to benefit from the university’s training at a fraction of the cost. External programmes to improve the quality of skills from schools, colleges and universities • Teacher-in-service Programme: we continue to volunteer our services to the Teacher-inservice Programme, run by the International Institute for Electrical and Electronic Engineers. This programme helps school educators make the link between the maths and science principles taught in the classroom and their practical application in the field of engineering. • School career guidance: plans are in place for the development of a career guidance DVD that will showcase the various career options in the engineering field to secondary-school learners. We plan to distribute this DVD to schools, career expos and at our science centres. • University and further education and training (FET) college industry partnerships: we continue to work closely with universities and FET colleges, advising them on how to align their curricula with the real needs of industry. We are investigating the possibility of an exchange programme with FET colleges, whereby we will host their lecturers at our plants on six-month sabbatical programmes to provide them with further hands-on insight into the industry. In turn, our employees will get
65 ArcelorMittal South Africa Annual Report 2010 the opportunity to lecture certain courses, offering students the industry perspective. In future we would like to increase funding for research at universities, particularly for our bursars, into projects that would benefit our business. Management leadership development The ArcelorMittal Group has identified eight core competencies that every manager should possess. For succession-planning purposes it is critical that managers are equipped not only with technical knowledge but with the skills to manage people, identify business opportunities, forecast potential risks and lead the organisation to a profitable future. In response, we have completed a system to map out all higher-level positions detailing what kinds of management and leadership training will be required for each role. Such courses will be added to our existing suite of international executive training, MBA and external management development programmes on which we currently send managers. A number of ArcelorMittal University courses were successfully presented for middle and senior managers during this year aiming at improving leadership and management skills. Specific international leadership development training at Kellogg University was completed for identified senior executives. Hours of training for barganing category employees 690 9 507 3 622 2 924 31 103 672 69 753 13 508 21 831 External IT Lifting Mobile Plant specific Technical Year 2009 (average 43.2 hours per employee) Year 2010 (average 41.7 hours per employee) 145 860 169 633 1 4 218 4 872 Hours of training for package category employees 230 9 368 1 068 1 403 1 672 31 2 362 External IT Lifting Mobile Plant specific Technical Year 2009 (average 3.4 hours per employee) Year 2010 (average 11.4 hours per employee) 168 1 279 4 204 12 151 735 910
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Annual Report 2010 bold spirit
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I in brief
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Brand values Our goal is to provide
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