Overview

2016 was a year of important progress for ArcelorMittal.

Action 2020

Action 2020 is ArcelorMittal's commitment to structurally improving profitability and cash flow generation.

Governance

Good corporate governance is about compliance, continuous stakeholder dialogue and being a good corporate citizen.

Fact book

Details of our steel and mining operations, financials, production facilities and shareholder information.

Employees by segment

NAFTA 14% #5C7F92
Brazil 9% #8B819E
Europe 41% #AA9E6E
ACIS 21% #70A489
Mining 14% #BAC48C
Others 1% #696969
Total
198,517

Training by type 2016

Production 45% #5C7F92
Health & safety 25% #8B819E
Maintenance 15% #AA9E6E
Leadership 4% #70A489
Other 11% #BAC48C

LTIFR

0.82

(steel and mining)

2016 0.82
2015 0.81
2014 0.86

Severity rate

0.08

(steel and mining)

2016 0.08
2015 0.08
2014 0.08

We can and must do better. Our leadership is taking a fresh look at safety data to get a detailed understanding of the root causes of accidents and near misses, and we will use this analysis to improve. We have identified three goals to tackle safety more effectively:

  1. To help employees detect, analyze, report and share learning about serious incidents.
  2. To improve the quality of key tools, such as hazard identification and risk analysis, shop floor audits, or pre-shift meetings.
  3. To continue to develop a caring culture through effective communication and regular hands-on training.

Alongside this, we’ll continue to provide specific support to sites with poor safety performance to ensure that sites are implementing group-level safety strategy effectively. And, through our European Works Council’s dedicated health and safety working group, we are developing a series of actions to ensure the safety of subcontractors.

Drones reduce safety risk

At a number of sites we’ve started using drones to remove a particular type of risk to health and safety in certain maintenance tasks. Working at height is a particular risk on large industrial sites, and ideal for contracting out to drones to avoid the danger of people falling. These mechanical devices can inspect roofs and other areas that are difficult to access safely and efficiently – and we’re already using them for inspections at Vanderbijlpark (South Africa), Ghent (Belgium), Fos (France), and various sites in South America.

At Vanderbijlpark, we’re also using drones to inspect anti-intrusion fences and walls, improving our security. Drones can inspect the entire perimeter in a matter of minutes, compared with a team of two taking several hours to patrol by car.

A flagship new safety training programme for Europe

Intensive interactive classroom and shop floor learning are key to a new initiative, Take Care!, rolled out in four more countries in Europe in 2016.

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Take care

Belval, Luxembourg wins excellence award for safety ‘maturity culture’

An ambitious programme of safety culture change at our Belval plant was recognised by Worldsteel’s Safety and Health Excellence Recognition Programme in October 2016.

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Safe behaviour in Brazil

In 2016, our flat carbon sites in ArcelorMittal Brasil saw injuries fall to an all-time low following a new initiative, Project Safe Behaviour.

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Our Andrade mine in Brazil

Celebrated an outstanding 24 years without lost-time injury on 11 September.

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Instilling safety in the next generation

Our safety philosophy goes beyond work. A person who acts safely at work will often act the same way at home, and vice versa.

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Absenteeism rate

1.84%

(steel)

2016 1.84
2015 2.54
2014 2.17

Manager turnover rate

2.4%

manager turnover rate

Working together to manage disruption

Working closely with our unions and other employees when times are challenging brings the best results for the company and for our people. Anticipating and managing change means ensuring a continuous exchange of views and fully transparent discussions with our unions. Each European Works Council meeting in 2016, for example, was an opportunity to review our activities in Europe and highlight our key challenges, and through working groups and training sessions, further discussions focused on health and safety, employment, environment and social responsibility.

More

2016 was a challenging year. Due to difficult economic conditions, we had to close two sites in our Brazil segment, Point Lisas in Trinidad & Tobago and Matanzas in Venezuela. Spain also faced challenges. Our Sestao site was temporarily idled at the start of the year and later reopened on a reduced basis, while Zumarraga was also partially closed. In such circumstances, we work closely with our unions and other employee representatives to avoid redundancies where possible, either by not replacing people who retire, or by retraining people for other jobs. We managed these challenging situations with consideration for those affected, enabling people to understand that the decisions made were for the long-term benefit of the company and its workforce. These changes were concluded without any major strikes.

Developing the workforce of the future

With rapid advances in technology, steelmaking is becoming a different kind of business. Automation of maintenance and other processes is making it safer and less labour-intensive in terms of manual and administrative work, but the demand for engineering and analytical skills is growing. The workforce we have in just five years’ time is going to look very different from that of today, which is why our work on STEM, described in outcome 9, is so important.

Performance summary

Metric Unit 2016 2015 2014
Lost-time injury frequency rate (steel and mining) Per million hours worked 0.82 0.81  0.85
Fatalities Number 17 27  23
Accident severity rate (steel and mining) Days lost per thousand hours worked 0.08 0.08  0.08
Operations certified OHSAS 18001 % 98 97  97
Absenteeism rate % 1.84 2.48  2.17
Manager turnover rate % 2.4 2.6  3.1
Training provided per employee Average hours 51 58  50