Safety

Safety is not a standalone priority or a set of rules. It is a core value that shapes how we operate, make decisions and behave at every level of the business. From our leadership teams to frontline operations, we believe that strong safety performance starts with the right mindset and is reinforced through consistent, disciplined action.

We believe that every incident is preventable. This belief underpins our approach and drives continuous improvement across our operations. It means we focus on understanding risks, learning from experience and acting early to prevent harm.

Safety is embedded in our culture and our day to day work. Clear standards, systems and consistent processes provide the foundation, but culture brings them to life. We encourage people to speak up, look out for one another and intervene when something does not feel right. Everyone is empowered to pause work if they believe safety could be compromised.

Leadership plays a critical role. Our leaders are expected to be visible, present and engaged, demonstrating genuine care for people’s wellbeing. They spend time in operations, listen to teams and focus attention on the highest risks. This visible leadership helps build trust, reinforces accountability and ensures safety remains central to how work is planned and carried out.

At the same time, safety is everyone’s responsibility and everyone’s contribution matters. We actively involve our people in identifying hazards, improving controls and strengthening safe ways of working. By working together, we create a shared sense of ownership and a culture where we all - from senior leadership to the shop floor - adopt the appropriate safety behaviours, look out for ourselves and others, rigorously follow the safety rules and maintain a low tolerance for safety risk.

Our H&S strategy is built around a clear ambition: to embed a strong, consistent safety culture across all our operations, supported by robust risk management of both Occupational Safety and Process Safety.

The strategy focuses on prevention rather than reaction. We work to identify risks early, put effective controls in place and continuously strengthen how safety is managed on the ground. Learning, discipline and improvement are central to this approach.

Safety is integrated across our business, from operations and projects to support functions and contractor management. By aligning behaviours, systems and leadership expectations, we aim to reduce variability, reinforce consistency and create lasting change.

To accelerate progress and strengthen consistency, in 2025 we launched a group‑wide Safety Transformation Programme, which supports our journey to be a zero fatality and serious injury company.

The programme is anchored in two pillars: The first is building One Safety Culture, where the same expectations, values and behaviours apply everywhere we operate. The second is strengthening Safety Risk Management, ensuring that hazards are systematically identified, assessed and controlled before work begins.

A key feature of the programme is the use of tailored safety roadmaps. These roadmaps help translate group‑wide priorities into clear, practical actions at site and business level. They support alignment, clarify responsibilities and provide a structured way to embed improvements over time.

The programme also strengthens leadership capability, governance and assurance, and the integration of safety into everyday business processes. This includes how we plan work, manage projects, develop people and work with contractors.

Progress to date has shown strong engagement across the organisation and growing momentum behind a more consistent, preventative and risk‑informed approach to safety. As the programme continues, the focus remains on embedding these changes deeply and sustainably, so that strong safety performance is standard everywhere we operate.

H&S governance at ArcelorMittal is designed to ensure clear accountability, strong oversight and consistent application across the business.

Our group wide H&S management system sets the minimum standards and expectations for all operations. It provides the framework through which safety is planned, managed and reviewed. It includes the H&S policy, standards - such as Fatality Prevention Standards (FPS), guidance, training and the life-saving golden rules.

Leadership accountability is clear. Local business leaders are responsible for establishing and maintaining a strong safety culture within their areas and for ensuring that safety requirements are effectively implemented. They are supported by specialist health and safety teams and structured assurance processes.

Oversight is provided through multiple levels of review, enabling risks, priorities and progress to be discussed and challenged regularly. This structure supports transparency, learning and continuous improvement, and helps ensure that safety remains firmly embedded in decision making at every level.

Believe in Zero is our long-running global internal safety campaign that brings our safety ambition to life.

The campaign is built on a simple but powerful idea: if we do not believe that zero harm is possible, we will never achieve it. Belief is the starting point for change. It shapes attitudes, influences decisions and drives behaviour, every day.

Believe in Zero was designed to engage, inspire and unite people across the business around a shared goal. It encourages everyone to think differently about risk, challenge unsafe norms and recognise their personal role in protecting themselves and others. From leadership teams to frontline workers, the campaign reinforces the message that safety is everyone’s responsibility.

The campaign is now in its next phase - ‘Making Zero Happen' - reflecting the actions we must take to reach Zero.

More than a communications initiative, Believe in Zero underpins our wider safety journey. It supports our Safety Transformation Programme by reinforcing cultural change, strengthening engagement and keeping safety at the forefront of people’s minds.

By building belief, commitment and action, the campaign phases - Believe in Zero and Making Zero Happen - help create a culture where people look out for one another, speak up with confidence and work together to make zero harm a reality.