We continue to make significant investments in training our employees. We want employees to fulfil their potential and have the opportunity to develop their skills, so they can make the best possible contribution to the success of the company.
We believe our people are ArcelorMittal’s greatest asset. Our business will only be successful and sustainable in the future if we can attract, develop and retain the best talent and ensure they have the right skills.
Our approach to performance management puts as much emphasis on how employees achieve their goals, as on what they achieve, because we want to encourage ways of working that support our values and create role models for our future success.
Our Global Employee Development Programme (GEDP) is the cornerstone of our people strategy. Employees not covered by the GEDP process follow local management processes. It is designed to ensure that we manage the performance, potential, and careers of our employees in the most effective way. It focuses on improving skills, motivating employees and ensuring that we have a pipeline of talent for the future. The process includes twice-yearly performance reviews between line managers and their direct reports, as well as informal coaching and feedback sessions. This ensures that each individual’s objectives are aligned with – and contribute to – our overall goals and strategy.
We have a detailed Leadership Assessment process designed to identify and develop people with high potential. So far around 650 people have been through this process and benefited from this unique development opportunity. We encourage our future leaders to take opportunities in high-growth areas of the business, providing them with the support they need through internal or external training, mentoring and coaching.
As well as offering a comprehensive set of training programmes through the ArcelorMittal University, we have also set up a learning council, which focuses on creating group-wide training and development policies, and sharing good practice and new ideas from our local operations. The university includes a number of academies which are focused on specific functions or skills, and operate at both regional and local level. In 2012, for example, the Steel Academy offered courses in metallurgy, cold-rolling, and world-class manufacturing; the Purchasing Academy offered specific support to teams in the Commonwealth of Independent States (CIS) countries, Trinidad and Tobago, Brazil, and China; and the Finance Academy ran courses in working capital management, finance for non-financial managers, transfer pricing, and capital expenditure. 31 employees graduated from the 18-month Future Finance Leaders Programme.
We have extensive regional programmes that include among other things virtual classrooms in South Africa, where we offer simultaneous real-time video training to different sites across the country. This technology is now also used for providing the Steel Academy technical trainings and we are exploring how to use new technology like this one in our proposed mining academy, as a way of sharing good practice from established sites to our new mining operations in Liberia and Canada.
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