Nearly 48,000 employees of Russian-based Norilsk Nickel Group enterprises underwent vocational training, retraining and career enhancement in 2013. 32.5% of them (15,600) were younger than 30. The total length of training for the period under review was 5,250,577 man hours.
underwent vocational training, retraining and career enhancement in 2013
The Norilsk Nickel corporate university is the Company’s main educational centre. It trains all personnel categories for current and future-oriented employment in the Norilsk industrial district. The number of blue-collar occupations in which workers are trained increased to 347, and over 80 curricula were developed and introduced in 2013.
The Company uses sophisticated equipment and knowhow as intensively as possible in personnel training.
The corporate university tested integrated classes – a new form of cooperation with educational establishments – last year.
Corporate educational centres trained 29,000 employees (60.64% of the total).
The Norilsk Nickel managerial reserve in Russia exceeded 1,700 in 2013, and more than 700 reservists (40.2% of the total) underwent managerial training.
The Company intends to update its work with the labour reserve in 2014, as it implements its new personnel evaluation system. The effort includes streamlining the methods of reserve selection, and the introduction of new programmes of reservist recruitment, development and promotion. The programme is expected to provide reliable managerial staff, fill in vacancies without delay, and integrate the reserve’s aspirations and proficiency into corporate demands to the greatest possible extent.
Promotion projects for targeted personnel groups involved 46,000 employees in 2013. They address production and social problems, develop and consolidate corporate culture, and enhance internal communication at Group enterprises in the Norilsk industrial district.
Just like in Russia, the basic personnel development programme for overseas enterprises envisage on-the-job training, career upgrading, opportunities for training outside the Company, and career planning.
Like all major mining companies engaged in Botswana, TatiNickel is badly undermanned. Emphasis in 2013 was laid on managerial staff training and on developing technical skills to compensate for the loss of trained workforce. The corporate funding of personnel training decreased somewhat in 2013, though interest-free loans were given as before to promote workers’ independent development.
Nkomati Co. offers its permanent staff three-month programmes to acquire basic work skills, and additional training sessions are held every year. The South African government pays close attention to industrial accident prevention, so the Company attaches special importance to primary personnel training in labour protection and occupational safety. Supplementary safety training is taught regularly.
NNHarjavalta hires personnel according to production demands. Opportunities of inner rotation and retraining are pondered before taking on new people, and every hiring decision needs the approval of the NNHarjavalta Directors’ Board. A permanent job demands relevant qualification in the chemical industry.
NNHarjavalta’s personnel policy focuses on lifelong education and upgrading. Its three-year training programme allows young people to be taken on for permanent employment even before they leave secondary school. Every staff worker underwent instruction for an average of five days a year in 2013. Career prospects are discussed with every employee once a year. In summer, NNHarjavalta arranges production practice and training to fill in temporary vacancies with the permanent staff on leave.
The economic effect of the Norilsk Nickel staff rationalisation activity exceeded 26.4 million roubles in 2013. 130 work-improvement suggestions, i.e., non-registrable intellectual activity results, were implemented within the year’s five months. A majority of these suggestions came from the Zapolyarny Branch – 88 suggestions during the year envisaging technological improvement, more efficient equipment maintenance, etc. 85 of them were implemented – in particular, one that recommended a structural change in the Vanyukov furnace, which dramatically reduces maintenance costs. The Copper Factory is using it to great effect.