bold spirit - ArcelorMittal South Africa

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70 ArcelorMittal South Africa Annual Report 2010 Safety, health and wellness continued We engaged the services of an external service provider to conduct research and pilot an employee wellness programme at Newcastle Works, with a view to rolling it out to the rest of the group in 2010. Frequency rate 02/03 2003 2004 2005 2006 2007 2008 2009 Jan 2010 Feb 2010 Mar 2010 Apr 2010 May 2010 Jun 2010 Jul 2010 Aug 2010 Sep 2010 Oct 2010 Nov 2010 Dec 2010 Occupational diseases frequency rate % OH programme performance Cumulative % employees medically examined in current year Target for employees to be examined Occupational diseases frequency rate The occupational diseases frequency rate (ODFR) declined, with 0.42 occupational diseases reported per million man-hours during the year, compared with 0.39 in 2009. Noise induced hearing loss remains the most significant occupational health risk. In total there were 13 occupational health diseases reported compared with 10 in 2009 of which 9 were noise induced hearing losses. Other key occupational diseases include lung infection, and sight impairment. Due to operational realities and staffing limitations, medical examinations do not always take place as scheduled. We plan to increase examinations in the first quarter of 2011 to bring us closer to our targets. Entrenching holistic workplace wellness In 2009 we embarked upon a journey to implement a holistic wellness programme throughout the company. We engaged the services of an external service provider to conduct research and pilot an employee wellness programme at Newcastle Works, with a view to rolling it out to the rest of the group in 2010. Work done during the year, however, has resulted in a more comprehensive wellness strategy which necessitated a further six months’ running of the pilot before the programme can be rolled out across the company. This will now take place in 2011. The wellness programme comprises three components: prevention of chronic diseases through health education in the workplace; screening for chronic diseases; and referral and adherence management for any employee who is diagnosed with a chronic disease. The programme focuses on conditions such as hypertension, Type I and II diabetes, chronic obstructive airways disease, asthma, TB, high cholesterol, spinal pathology, musculo-skeletal disorders, psychological conditions, cancers and HIV/Aids. Medical surveillance data on body mass index, urine glucosis, blood pressure, smoking habits and history of chronic diseases will also be incorporated into the system to ensure that employee health is managed holistically.
71 ArcelorMittal South Africa Annual Report 2010 As part of the Newcastle Works pilot project, 473 employees took part in structured behavioural change communication workshops, while 1 691 people underwent chronic disease screening. Results of these tests reveal that the Works has abnormally high levels of obesity and that one-third of employees have high blood pressure. In response, we implemented a fitnesslifestyle programme through which over 100 employees are currently undergoing weekly ‘boot camp’ training on site. Their progress is monitored on a monthly basis. Around 130 of them have signed up to the Referral and Adherence Management programme, mostly for obesity, hypertension and high cholesterol. Of the employees who underwent disease screening, 610 received HIV Counselling and Testing. Some of those who tested positive joined other employees already participating in the company’s HIV Positive Support programme. A disease profile index will help the company establish prevalence rates for each of these conditions, per operation. In the past, such information was not captured in a standardised way but the new system will allow for this. Once operational, it will also allow us to quantify the financial risk of each disease to the company. The external service provider is currently rolling out healthcare training and awareness for employees and their families, and family members are invited to participate in health awareness days run by the company. Training for the rest of the group is conducted by another service provider. Update on strategic interventions The following provides an update on the strategic interventions outlined in the previous year’s report regarding the wellness programme. • Implementation of a behavioural change strategy on total wellness: a strategy was developed internally at Vanderbijlpark Works to manage behavioural change among HIVpositive employees. This has been incorporated into the pilot and in the process of finalising a behavioural change management tool for all chronic and lifestyle diseases. • Implementation of common standards, procedures and protocols to govern wellness initiatives across the business: the employee wellness task team, partnered with human resources during the year to consolidate, integrate, centralise and standardise all policies and procedures for wellness-related issues. • Alignment of canteens, restaurants, dressing rooms and ablution facilities with health and wellness standards: this is a group-wide project, initiated by the group’s Chairman and CEO, Mr Lakshmi Mittal. An audit was carried out to assess which areas were falling short of the required standards and work has commenced to perform the necessary upgrades. To date R18.6 million has been invested in upgrading these areas. • Increasing accessibility for disabled employees: an internal audit identified the areas requiring improvement and a single contractor appointed to carry out the upgrades. Of the R18.6 million mentioned above, a substantial amount was invested in increasing accessibility for disabled employees. • Promotion of sporting activities: this has been incorporated into a pilot and will be rolled out to the rest of the company with the rest of the employee wellness programme. • Converting medical stations to health and wellness centres: this is planned for roll-out over a threeyear period. Introduction of compulsory medical aid In 2009 we highlighted our intention to investigate a compulsory medical aid for all employees. Employees were previously given the choice of joining any of the three accredited medical schemes for the company, but many elected not to. This resulted in 2 500 employees who have no medical cover at all, making it impossible for the company to properly address disease management. Following negotiations with the bargaining forum all new employees are required to have compulsory medical cover from 1 June 2010, and all existing employees must join a medical scheme by 2013. The bargaining forum raised concerns about the affordability of medical cover for some employees and we are currently investigating the possibility of introducing a subsidisation model.
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bold spirit - ArcelorMittal South Africa

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