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1. Safe, healthy, quality working lives for our people

We are committed to promoting and protecting the safety and well-being of our people, yet we still face challenges in creating a work environment without incident. We need to ensure our workplaces are safe. We also want to create a great place to work by supporting the general health of our employees. We additionally believe in the importance of strong labor relations in order to create a positive working environment. 

Why is this important to us?

The safety and health of our employees is one of the most important issues impacting ArcelorMittal. We strive to implement best in class labor and safety standards in all facilities for all employees. For this reason, safety, health and labor relations are key issues in sustainable development. Employers wanting to attract, develop and retain the brightest talent must ensure they address these issues and create a positive working culture.  

The commercial imperative:

What kind of challenges do we face?

ArcelorMittal is dedicated to ensuring the safest environment for approximately 20,000 employees across the U.S. When accidents happen, there are enormous consequences for the person involved, his or her family and colleagues. We also have a responsibility to support the general health and well-being of our employees, especially given the reality of an aging workforce.  

What do we need to do?

Safety has been and will continue to be our number one priority. To produce steel and extract minerals without either fatalities or injuries, everyone must take responsibility for ensuring a safe environment, not just for themselves but also for their colleagues, including contractors. We strive to provide all of our employees with the training and tools necessary to complete their jobs in the safest way possible. To ensure our employees are safe at work, ArcelorMittal has a companywide commitment to achieve zero accidents and fatalities in the workplace. We have also made employee health a priority through the implementation of several preventive health initiatives. In addition, we are committed to engaging in regular and transparent labor relations.   

What is the potential to create value?

It is in everyone’s interest to aim for a workplace entirely free of any safety incident. We want to go one step further and actively promote well-being and positive relationships with our employees, because we know this makes our people happier and more productive in their work. 

2015 Highlights



Reduce lost time injury (LTI) frequency rate year over year*

The LTI rate for employees and contractors improved 15 percent over 2014 (1.33 in 2015 vs. 1.57 in 2014)

Continue our efforts to improve workplace safety and prevent serious injuries and fatalities and work toward our LTI rate goal of 1.03


Offer health and wellness programs to all employees 

Participation from 3,590 employees in a free biometric screening program, offered Health Week events throughout our U.S. facilities and published 6 issues of our Transforming YOU wellness newsletter

Continue to increase participation and engagement through the Transforming YOU wellness initiatives


Engage in open and constructive dialogue with employees

69 percent of employees are covered by a collective bargaining program

Continue to provide opportunities for dialogue between employees and management at all facilities 

*Figures reported express the frequency of injuries per million hours worked. 

Case study: Safety

Journey to Zero: closer than ever

Safety is ArcelorMittal’s number one priority. As part of our Journey to Zero initiative, ArcelorMittal remains committed to our focus on zero fatalities, and maintains a strong emphasis on reducing all injuries and illnesses with particular focus on events or conditions that may pose a serious injury or fatality potential.

Close the case study

Safety is ArcelorMittal’s number one priority. As part of our Journey to Zero initiative, ArcelorMittal remains committed to our focus on zero fatalities, and maintains a strong emphasis on reducing all injuries and illnesses with particular focus on events or conditions that may pose a serious injury or fatality potential. In 2015, five of our U.S. plants and more than 30 departments at nine other facilities reached a significant goal on our Journey to Zero. They went an entire year without an LTI.


Our facility in Riverdale, Illinois, was one of these plants. To accomplish this safety achievement, the facility conducted a detailed analysis and developed a focused improvement plan for 2015. The analysis and plan were communicated to the entire workforce at Riverdale so that the common goal of improving safety could be achieved. The Riverdale plan consisted of five key components: reassigning resources to areas with the most critical need; strategic projects to help with several ergonomic issues; engaging the workforce on safety solutions; using layered audits to target problem areas, and improving the safety skills of at-risk employees.


The services and spares department at our Indiana Harbor, Indiana, facility also experienced a zero LTI rate. Chuck Mauder, division manager, services and spares, ArcelorMittal Indiana Harbor, said good communication is a requirement for an improved safety performance. “All employees have to be engaged. A near miss is going to turn into an accident if it isn’t reported. Part of our department, our central spares west group, has gone without an LTI for eleven years. That’s a remarkable achievement,” noted Mauder. He credits the fact that they actively publicize near misses, so employees can learn from them. During this process they ensure that employees are aware of the conditions that caused the near miss in order to avoid future accidents.


Our Indiana Harbor utilities department went even further than zero LTI incidents. Our 220 employees there recorded zero Occupational Safety and Health Administration (OSHA) recordable injuries in 2015. While an LTI means that an employee misses work time due to an injury, an OSHA recordable injury includes any issue that requires medical treatment. Our employees in utilities deal with most of the same hazards as our manufacturing departments. One way employees have improved safety is by taking more time to ensure all paperwork is complete. “It’s a great accomplishment for the utilities division at Indiana Harbor to complete an entire year without a single OSHA recordable injury,” said Steve Thompson, director, health and safety, ArcelorMittal USA. “Very few departments across the USA, exposed to similar risks, have achieved that performance in recent years.”


At our Burns Harbor facility in Indiana, the coke plant was one of five areas that achieved a zero LTI rate in 2015. For the coke plant, working in extreme temperatures brings another set of challenges. “At the coke plant, our employees must work through some of the most extreme temperatures and elements all year round,” noted Tim Candiano, division manager, coke plant operations, ArcelorMittal Burns Harbor. “I’m very proud of our employees. They have shown what is possible when everyone is actively engaged and focused on preventing injuries. It requires using all the tools available and recognizing the inherent hazards on each job, every day. Above all, we must all realize that our actions on the job will impact our families and co-workers if any of us get hurt. There is no shortcut or excuse that is worth the price of a life and the tragedy that our families will have to endure.”