Steel manufacturing, by nature, is inherently hazardous and accident prone. Additionally, giving hands-on-training to students does raise safety concerns as the training needs to take place in the actual plant. Convincing young individuals to join the sector has become increasingly difficult as the youth today prefer glamorous corporate jobs. After all, corporate jobs are not as physically demanding and appear to require them to work on laptops and in metropolitan areas.
To overcome this challenge, ArcelorMittal Nippon Steel India, a joint venture between ArcelorMittal and Nippon Steel, the two global steel-manufacturing companies, relies on its AM/NS India Academy for Skill Development.
“Our academy addresses this (getting the right talent) by grooming individuals who are genuinely enthusiastic about taking on manufacturing roles, are willing to work in shifts and keen to get their hands dirty,” discloses Anil Matoo, head-HR, industrial relations and administration, ArcelorMittal Nippon Steel India (AM/NS India).
The AM/NS India Academy for Skill Development is a state-of-the-art facility that trains fresh graduates and offers them the opportunity to get hands-on training through on-the-job experiences. There are several reasons why the facility is distinctive from other skill-development facilities.
It offers a three-year degree programme, fostering skill development and enhancement, moving beyond mere theoretical knowledge and degree attainment. The approach involves placing individuals in real-world job settings, where they work under the guidance of a mentor and engage in hands-on experiences within the steel-manufacturing plant. This immersive learning experience ensures that by the end of the programme, the graduates possess the practical skills to operate plants and equipment proficiently, making them job-ready for the industry.
“A significant aspect of our approach involves close collaboration with the Skill Development Ministry of the Government of Gujarat, given our substantial presence in the state. The government has been incredibly supportive, even tailoring a unique course specifically for our academy within the university. This distinctive course, the first of its kind in the country, is a testament to the specialised collaboration between our academy and the government.”
Anil Matoo, head-HR, industrial relations and administration, ArcelorMittal Nippon Steel India (AM/NS India)
Typically, individuals are hired for degree courses after completing their 12th grade.However, the academy chooses to hire individuals after they have completed a diploma, despite the university requirement being only the 12th grade. “The rationale behind this decision was to ensure a level of maturity among the candidates. After completing a diploma, individuals tend to be more mature and have a better understanding of safety considerations, which is a primary concern for us,” explains Matoo.
He goes on to share, “Upon completion of the three-year programme, students are awarded a pioneering Bachelor’s Degree in Steel Technology, a distinctive qualification not found elsewhere.” Additionally, it offers a Bachelor’s Degree in Renewable Energy, and a Postgraduate Diploma in Steel Technology to those who wish to specialise in the field.
After three years, the students emerge fully trained and well prepared to operate the plant and assume technical leadership positions within the organisation. The company has nurtured most of its technical leaders through this academy.
Another unique feature of the academy is that it focuses a lot on gender diversity. Given that steel manufacturing is traditionally a male-dominant industry, encouraging women engineers to take on such roles poses a big challenge. “This challenge is rooted in societal norms in India, where girl children in many families are often raised with the belief that certain roles are not suitable for them in comparison to men,” points out Matoo. He even recalls some parents questioning why the academy places individuals in the plant rather than assigning them to back-office roles.
Despite these challenges, the academy demonstrates its commitment towards reaching gender parity and one tangible manifestation of this commitment is its Chennai service centre, which is operated fully by women. Not only are the plant head and HR lead both women, but 80 per cent of the workforce comprises women too. Additionally, at its plant in Hazira, Surat, the company has initiated a model project, Steel Match Shop One, which is fully operated by a crew of women engineers.
To get more female candidates, the academy has adopted careful strategies. For one, it doesn’t exclusively recruit individuals from prominent urban areas. Instead, it seeks talent from non-metros, including tribal areas.
The academy utilises multiple channels, engaging with social media and newspapers, to maintain close collaboration with governmental bodies. Additionally, its partnerships extends to the governments of Odisha and Gujarat, where it actively seeks out talent in various regions. “A significant aspect of our approach involves close collaboration with the Skill Development Ministry of the Government of Gujarat, given our substantial presence in the state. The government has been incredibly supportive, even tailoring a unique course specifically for our academy within the university. This distinctive course, the first of its kind in the country, is a testament to the specialised collaboration between our academy and the government,” discloses Matoo.
Another unique approach the academy follows is that it actively encourages the hiring of spouses, aiming to employ couples whenever feasible. This approach has proven effective in retaining skilled female technical employees. There is also a robust support network in place. For instance, the firm has its own school within its facilities, which includes a day boarding programme. “This day boarding initiative was introduced to enable women to concentrate on their professional responsibilities, knowing that their children are taken care of at the school throughout the day,” points out Matoo.
To boost the confidence of women engineers to undertake certain tasks, it aims to lead by example and instil a mindset shift among them (female engineers). Therefore, it gets women technical leaders in its plants to conduct sessions for the women in the workforce. Additionally, leaders from its parent company in Arsenal, including those from the Kent and Luxembourg plants, deliver lectures that inspire and motivate the women in the workforce.
From a growth perspective, the firm also offers accelerated growth opportunities for women in leadership roles within technical areas.
That isn’t all. The academy has a mentor or coach for every fresh entrant, ensuring comprehensive support and guidance. “We regularly organise mentor-mentee meetings, where we also include the spouse of the mentor, a unique concept that has proven effective. The objective is to foster stronger connections not only between the mentor and mentee but also between their families. This approach works particularly well in township setups,” admits Matoo. As part of this process, mentors visit the mentees’ houses, allowing for the mentorship relationship to flourish.
The academy also has an ongoing partnership with Kaushalya Skill University, initiated by the Government of Gujarat. This collaboration ensures that the academy graduates receive a UGC-recognised degree while maintaining the academy’s established course content and practices.
It currently enrols around 1700 students across its various programmes, encompassing bachelor’s and postgraduate degrees. Furthermore, it prioritises employment for the locals by selecting candidates from specific states, such as Gujarat, Andhra Pradesh and Maharashtra.
The academy is actively engaged in supporting the placement of its graduates, particularly given the aim to enhance capacity substantially from 8.5 million to 20 million tonnes in the next three years. Currently facing a workforce shortage, the academy has achieved a 100 per cent placement rate for its students, with only a few exceptions based on individual performance.
The academy prioritises internal skill development, with 90 per cent of the workforce being groomed through its programmes. Collaborations with esteemed institutions such as BITS Pilani, British Learning for an MBA in manufacturing, and IIT Mumbai for MTech and PhD programmes in steel technology further enhance its academic offerings.
“These collaborations are structured as work-integrated programmes, ensuring that graduates are fully prepared for relevant industry positions. The comprehensive approach to education and partnerships is a key factor in our high success rate in placing students in the industry,” concludes Matoo.