The steelHub is a digital online platform (accessible via https://hub.steeluniversity.org/) that serves as a central hub for the distributing and exchanging training content relevant to the steel industry. As a not-for-profit online training ecosystem it brings together different types of stakeholders (companies, associations, training providers) and fosters their collaboration.

The platform presents a comprehensive collection of modern digital learning solutions (Learning solution directory), including e-learning, webinars, certifications, cognitive assessments / exams, videos, interactive 3D models, simulations and games. These resources will be further extended in the future using the ADDIE (Analysis, Design, Development, Implementation, Evaluation) model describing a flexible, systematic process for developing training programmes.

The platform also boasts a Skill Directory, a central repository of skills and knowledge that represents the current and future training need of the steel sector. Each learning solution is classified according to the Skills Directory. Furthermore, a Capability Assessor is included in the platform. The assessor is a self-assessment tool for organisations and individuals to identify educational / skills gaps. A further important feature of the steelHub is its flexibility, that allows an integration of the solutions provided into different types of organisations and individuals.

More information on the steelHub can be found in Deliverable D5.1 and Deliverable 5.3, chapter 3.4.1.

The steelHub (online training ecosystem) is complemented by a National-Regional Training Ecosystem (ESSA RTS) that focuses on the "real" place where people live, learn and work. Its main intention is not only to disseminate the Blueprint, but also to implement specific national-regional processes that are based on and supported by the ESSA Blueprint and its elements. The intention is to integrate the regional level in three dimensions: The pedagogical integration, i.e. new or better learning opportunities, the organisational integration, i.e. common administrational or directing structures, as well as regional integration, i.e. e.g. activities and projects which reflect local demands.

As a central method for initiating those National-Regional Training Ecosystems workshops were organised in a selection of nine European steel regions as a part of the regional roll-out activities of the ESSA project.

These reached more than 100 additional stakeholders such as education and training providers, different types of enterprises, governments and public authorities as well as civil society actors, taking advantage of the adaptability of the ESSA framework to concrete regional needs. This includes the involvement of the national level actors whenever this was appropriate to achieve the desired outcome.

For a detailed description of the national-regional rollout processes as well as the workshop results, see Deliverable 6.2, chapter 5.

The central starting point for initiating the Foresight Observatory was the lack of a systematic process for assessing and forecasting skills needs in the steel industry. The Foresight Observatory was designed to provide regular monitoring and evaluation of:

• Technological and economic developments
• Industry skills requirements
• and VET systems’ anticipation and support of future skills.

At the core of the ESSA Foresight Observatory a regular European Steel Technology and Skills Foresight Panel (Skills Radar) is conducted. The survey is a regular monitoring and assessment tool based on the results and methodological evaluation of two surveys already conducted during the implementation and testing phase of ESSA. The results are summarised in a Steel Technology and Skills Foresight Index, which will be further discussed in annual workshops of selected experts focussing on necessary implications for the steel industry concerning the main results of the survey.

In addition, the implementation and operation of the Blueprint at European level will be monitored within the Foresight Observatory. This will include:

• Communication and involvement strategies for skills adjustments
• Rollout of information, tools, measures to the steel regions and vice versa integrating best practices and tools of the steel regions in the European activities
• Implementation and transfer by engaging the national steel associations and unions
• Setup of ad-hoc or regular sub-committees for hot topics – mainly incorporated in existing committees or events
• Organising joint processes of associations, companies, training providers to optimise skills adjustment strategies and VET strategies, tools, curricula.

Based on the results of the survey, the expert workshop and the monitoring, all other relevant activities will be continuously refined; e.g. training offers and learning arrangements, incentives as awards or online fora and policy recommendations.

More details on the Foresight Observatory can be found in Deliverable 5.3, chapter 3.1 as well Deliverable 3.2, chapter 2.2.

The steel industry must overcome a negative image, particularly among those people with no contact to the industry. Improving the steel industry’s image is crucial for attracting and retaining the needed talents for a high-skilled workforce. At the same time, new technological developments as well as the green transformation will create new job profiles in production, IT, cybersecurity, environmental sustainability and leadership.

Effective strategies for recruiting showcase the industry’s digital and green transformation and promoting the steel industry as a secure, long-term employer with multiple opportunities. But also, retaining young, skilled workers is essential for industry’s future. Companies must adapt to changing values and expectation to compete with other industries.

Central output of the ESSA project to contribute to these challenges is the ESSA Repository for Image and Recruitment Materials (Link). The repository includes:

• Information on current European Recruitment Events
• Image and recruiting materials, e.g. campaigns in different formats as best practice examples • Examples for job advertising
• Materials on talent management (requirements of applicants, retaining well-trained personnel in the company)

The different measures are described in detail in Deliverable 5.3, chapter 3.4.

Based on the ESSA results and an analysis of the legislative framework of the European Union, specific policy recommendations have been formulated on different levels and for different stakeholders:

General Recommendations:

• An Ecosystem Approach and Social Innovation Processes.
  Skills Alliances should engage all the relevant and willing stakeholders
  
  
• Sectoral specialisation through CVET.
  Continuous Vocational Education and Training (CVET) provision to be made more relevant by tackling specific technical skills gaps
  
  
• Encourage training modules focusing on or integrating transversal skills.
  Transversal skills are of high importance to manage recent and upcoming challenges at the workplace and necessary to encourage national and local stakeholders to adopt and develop training
  
  
• Promote the importance of informal and non-formal education, with a focus on mentorship. Encourage companies to facilitate knowledge transfer.
  Knowledge transfer has been identified as a key challenge, with necessary know-how often acquired through on-the-job learning and mentoring
  
  
• Implement new instruments for new skills in the green transition.
  During the green transition it is necessary to preserve the high-quality jobs in the steel sector and secure the contractual conditions, by ensuring the viability and competitiveness of the steel industry
  
  
• Recognising and Promoting Equality and Diversity.
  A central challenge for the industry is to address questions relating to Equal Opportunity and Diversity
  
  
• Give visibility to high-skilled positions, with task variety and modern career paths in the steel industry.
  The requirements of digital skills necessitate this focus and growth opportunities are attractive to new talent
  
  
• Nourish an innovation culture at all level.
  Training offered to workers should go beyond responding to ad hoc needs and foster a culture of change and innovation
  
  
• Integrate the industry with online training platforms (e.g. ESSA steelHub), combining online platforms with on the job training.
  Integration with digital technologies should allow learners to take advantage of remote learning, interact with simulators, and practice with hands-on laboratories
  
  
• Investments in Industry 5.0 activities can produce benefits both for workers and companies.
  This approach could be implemented to empower workers and to evolve skills and training needs of employees
  
  
• Emphasise the prominence of steel in every aspect of modern society and address the industry’s image.
  A multilevel and systematic image campaign is suggested by making a large use of mass-media and social media

At the European Level:

• Establish a reliable governance structure to engage stakeholders within the Steel Alliance, and provide a platform for engaging further stakeholders.
  A governance within existing European steel industry structures is crucial, including a Technology and Skills Foresight Radar (Foresight Observatory), an online training platform, and a European Community of Training Practice
  
  
• Engage with European programs, tools and activities.
  It is recommended to take advantage for example of ECVET for mobility opportunities managed by external VET providers/schools or employer mobility schemes

At the National level: 

• Engage with national VET system institutions and national programmes.
  Steel companies and sectoral representatives need to engage with the VET system stakeholders to integrate their immediate and future skills and qualification demands in the curricula directly and urgently. Adjusting sectoral qualifications and occupations in national catalogues is key to attract talented people
  
  
• Encourage workers to make use of national schemes for validation of prior learning.
  To follow CEDEFOP recommendations on recognition and validation of non-formal and informal learning
  
  
• Align internal company provision with national/ European frameworks/benchmarks.
  It is recommended that steel companies align their activities with national standards (e.g. sectoral qualifications and occupations in national catalogues)

At the Regional level:

• Link steel companies and stakeholders at the regional level.
  Steel companies and key stakeholders in the regional context must be active in the monitoring, identification and development of the skills needed in the steel sector. In addition, create tools and fora for dialogue with public and private institutions in the VET sector
  
  
• Lobby among steel companies and stakeholders at the regional level.
  Our comparative study of VET governance in the case study countries points to the regional level as the most appropriate level for companies to lobby at within an ecosystem approach

Finally, recommendations related to SME support are:

• Human Resources and Training support.
  The SME perspective should be integrated in the Foresight Observatory on labour market trends and skills prospects
  
  
• Support SME capacity to access quality training.
  Training in basic and advanced digital skills, cybersecurity and environmental regulation is necessary for SMEs
  
  
• Specific training for SME managers.
  Raise awareness of the opportunities of technological innovation, Industry 4.0 implementation, and new business strategies
  
  
• Regional SMEs clusters to be identified.
  The European Community of Training Practice (ECoP Steel) could offer steel SMEs an efficient networking platform

The full recommendations can be found at Deliverable D7.1.