Pierre C oletti FGMM-CFDT

1. Pierre Coletti FGMM-CFDT Former European Works Council Representative Arcelor

2. Arcelor EWC Partner and actor in the safety approach Our aim: to set an example for safety in the steel sector

3. A few basic ‘rules’ Europe has structured: social dialogue economic debate workers’ participation in the life of industrial groups in line with national models for company consultation. This is the structure of European Works Councils. The objectives are visibility and transversal coherence Europe has done very little to structure the safety discussion in industrial groups This is one of the EWCs' prerogatives. (It is not consistent with European countries’ national models, which are based on two distinct legal structures) That is the situation we have to bear in mind.

4. For many companies, including European groups, the philosophy behind their approach to safety is as follows: Comply with the law of the country where my production site is located. Respect my obligations, including ‘social’ obligations.

5. Arcelor’s Global Health and Safety Policy "Arcelor is committed to the sustainable development of steel in a socially responsible way. Arcelor’s Global Health and Safety policy, in partnership with the employees’ representatives, expresses this ambition and supports the long-term development of the company." Extract from the statement by Guy Dollé, 18th March 2002

6. Companies have a basic choice regarding their policy view of the safety approach. Arcelor, a leading steel producer, views its product is part of the development of our civilisation. Steel is everywhere in our everyday lives. Steel cannot be seen as a life-threatening material. Safety is linked to steel manufacturing. The group rejects the philosophy of "We do what we can with what we have".

7. Agreement on the Arcelor European Works Council (2002) The agreement signed on 27th May determines the areas of responsibility of Arcelor's European Works Council. There are a number of these. One such area is monitoring safety. Extract: "The subjects to be dealt with are: health and safety at work (…) The EWC IS NOT RESPONSIBLE FOR SUBJECTS THAT FALL WITHIN THE COMPETENCE OF EACH COUNTRY'S NATIONAL WORKFORCE REPRESENTATIVE BODIES" The whole safety approach is based on legislative structures at national level. Matters can be discussed, but no decisions can be taken.

8. In 2002, Arcelor complied with the general ideas on the safety approach within the industry. However, a broader view was taken in the context of sustainable development.

9. 2002 – The safety situation In 2002, in parallel with the merger it was undergoing, Arcelor had a dramatic year in terms of safety. There were 24fatal accidents in 7 countries: France, Italy, Spain, Luxemburg, Brazil, Germany, Belgium The explosion of the coking plant in Liège and its global media coverage signalled the start of a period of deep reflection. The limits of the system were reached when the Group’s production sites were unable to respond to a situation that called into question its fundamental value - its very raison d’être. For Arcelor, this value is safety.

10. Luxemburg – 9th September 2002 In the name of the Board of Directors: "There is no higher priority than safety“ Guy Dollé Analysis of the Board of Directors' meeting,14th November 2002: "Too many fatalities, too many deaths caused by accidents" Luxemburg – 5 December 2002 The European Works Council of the Arcelor Group issued the following statement: "Work safety is our top priority. In 2003, the Arcelor European Works Council will hold a Symposium. It will have as its objective to examine the points of view of the experts from trade unionsand management in order to make propositions of improvement in the field of work safety." Guy Dollé, Chairman Michael Breidbach, Vice-Chairman representing the employees

11. BILBAO 2004 Five topics featured on the agenda: 1. Prevention of occupational diseases 2. Organisation of preventive measures against industrial risks 3. Safety training policies 4. Outsourcing 5. Implementation of European directives

12. Method of analysis For four days, employee representatives - managers from all sites and countries where Arcelor has units – discussed proposals: through dialogue through an analysis of current practices based on a shared commitment

13. Immediate results via mobilisation by taking action Half as many fatal accidents in 2003

14. Trend in the number of fatal accidents: Arcelor – Joint Venturer 2002 / 2003 30 2003 2002 25 20 15 Number of fatal accidents 10 5 0 June 02 June 03 Oct 02 Oct 03 Jul 02 Jul 03 Apr 02 Apr 03 May 02 May 03 Nov 02 Nov 03 Dec 02 Dec 03 Feb 02 Feb 03 Sep 02 Sep 03 Jan 02 Jan 03 Aug 02 Aug 03 Mar 02 Mar 03 Month

15. Bilbao Convention, February 2004 2003 was characterised by major progress, especially with regard to fatal accidents, yet the tools were the same and the people were the same. What, then, lay behind this improvement? Pressure exerted by the Group, via mobilisation, is one possible explanation: action must be constant and always subject to pressure. The general management responded to Bilbao by adopting 12 specific actions. The first of these 12 specific actions was to ensure the permanency of safety- related actions by establishing a standing Health and Safety Steering Committee, whose responsibilities would be specified in due course. The challenge expressed in the conclusion of the Bilbao Convention was clear: the 12 actions had to be optimised and the joint handling of safety by the employer and employees needed to be legitimised.

16. 12 specific actions adopted by Arcelor The implementation of the Bilbao proposals

17. Action 1 Following up on the Bilbao Convention The difficulty of reconciling the European action with the joint action taken by employers and employees or hierarchical action taken by individual sites has already been addressed. The European Works Council wanted to keep tabs on the feedback sent to individual sites that had been represented at the Convention as well as to sites that were not there. The objective was not only to check up on the reproduction of data, but also to measure the results in terms of actions taken.

19. Decision 2 Establishment of a standing Safety Monitoring Committee with powers to take initiatives Shared chairmanship of this new body

20. A vision of the future Analysis of reports on 12 Arcelor decisions Participation of workforce representativesin working groups Specialisation per safety aspect to be considered Drafting of fresh proposals and supporting material Involvement in drawing up Arcelor’s 2005 safety plan

21. Gilles BIAU Executive Vice-President HR Jean-Claude MULLER Senior Vice President Health & Safety

22. A few shared actions Transversal information regarding - good and bad practices - accidents and incidents The tool consists of the experience feedback (‘REX’ sheets) Falling from a height Transversal problem, very strict decisions by the general management Follow-up on any fatal accident Electrical risks Outsourcing And our general task of safety monitoring!

23. Other action Annual evaluation by the EWC An annual evaluation of the work is carried out. A presentation of the committee’s priorities is discussed at the EWC’s preparatory meeting. Deputy and full members participate in drafting an EWC document on safety. That document is presented to the general management at the plenary meeting, giving rise to a second discussion involving employers and employees, and thus forms the EWC’s policy platform regarding safety.

24. At this stage, we can see what the results are in terms of safety indicators for the period 2002 – 2005. It is clear that the safety mindset in the group as a whole and the complementary and concerted action by the actors, managerial staff, workforce representatives and the staff themselves were responsible for the significant improvement in the results achieved. Perhaps some observations on the results: 2002 CRISIS! 2003 Mobilisation via the Bilbao action, a clear improvement 2004 Maybe premature satisfaction, specific actions, falls Electrical risks, intervention by general management 2005 Improvement since 2003 consolidated

25. 15/04/2006 ARCELOR Health & Safety

26. 15/04/2006 ARCELOR Health & Safety

27. 15/04/2006 ARCELOR Health & Safety

28. 15/04/2006 ARCELOR Health & Safety

29. The figure for the number of accidents is a GLOBAL figure. It includes: Arcelor staff Contractors External companies (new facilities) Concern at all accidents being put on the same footing

30. But we can do better! The EWC would like to see a bold, ambitious safety plan. Plan presented to the EWC in 2005; jointly owned by the Safety Monitoring Committee and all representatives. A multiannual plan for 2006 – 2009. Safety objective: reduce serious accidents by 50% Risk: slowing down in progress Put together a safety mobilisation plan motivated by the desire to guarantee everyone’s safety Decision: World Safety Day

32. Situation: An ambitious objective: to reduce serious accidents by 50%. Potential risk: no further progress being made. Method: Mobilisation: each person to take responsibility for other’s safety and their own Means: Participation and concerted action.

33. Action decided by the general management via the EWC Awareness-raising campaign and action for all Arcelor sites: from the smallest to the largest, from Luxembourg to the remotest parts of the world Maximum participation by all employees, all 100,000 of them! A joint approach with local social partners, but also a co-ordinated approach by the general management and Safety Monitoring Committee by implementing partnership, supervision and support on the sites Involvement of subcontractors in the local approach

34. And now… The merger of Arcelor and Mittal What does the future hold for the Arcelor safety approach? That is the current burning issue, watch this space over the next few months…