26
ArcelorMittal South Africa
Sustainability Report for 2008
Human resources
The development and
management
of our human
capital is critical in our effort
to become an employer of
choice. To attract, develop
and retain top-performers we
need to consistently adjust our
culture to embrace diversity
and create an environment
with which all employees can
identify.
The responsible management of human resources
is central to the sustainability of ArcelorMittal
South Africa’s business and its ability to retain a
leadership position in the steel industry.
The company did not experience any major
industrial action during the year. For information
regarding health and safety incidents affecting
employees and contractors during the year under
review, please refer to the health and safety section
of this report.
The company has made good progress in meeting
its goals of increasing workplace diversity, its
internal skills pipeline and external ski
l
s pool.
Achieving these goals is vital to ensure that the
company can access the expertise required for
the success of its current and future operations.
Structures and governance
Policies
ArcelorMittal South Africa complies fully with
all legislation regarding human rights, fair labour
practices and non-discrimination. A suite of
policies – including the company disciplinary
code, grievance procedure and code of conduct
governing corruption and unethical behaviour
– guides all
aspects of employee-company
interactions. These policies are explained to
employees when they join the company, and after
that, employees can access them via the company
intranet or from human resources.
This ambition is underpinned
by a code of conduct that
comprises five key behavioural
characteristics expected of all
employees: integrity, respect,
fairness, accountability and
trust.
In these and all other material issues, our approach
is to communicate openly with our staff. In line
with the global ArcelorMittal Group’s drive to foster
constructive dialogue between the company, its
employees and organised labour, the past year has
seen a more intense focus on engagement.
The global economic downturn has made such an
engagement with employees even more pressing.
In regular communication with our employees