ANNUAL REPORT ARCELOR 2003 - paperJam

Development of individual interviewsThe Group Human Resource policy conducted byArcelor companies matches skills and positions withinthe Group. This requires an extensive dialogue betweenmanagers and their team members, and the developmentof individual interviews, which become an importantopportunity to assess past performance, define futureobjectives in line with the objectives of the unit, and todiscuss the professional future of the employee. In2003, the Group initiated the first 360° evaluationprogrammes, which will be extended to all Arcelordivisions in 2004.The individual meeting assumes its full importancewithin a policy of forward management of jobs andskills conducted at all levels and for all employees.This forward planning is a necessary requirementfor controlled management of current and futurerestructurings.Development of expertiseInnovative managerial training courses at ArcelorUniversity combine face-to-face knowledge acquisitionand the use of distance learning tools to completeprojects in real time, in the field, with quantifiedeconomic objectives. Arcelor University offers theresources to develop the managerial and technicalskills of managers and technicians at Arcelor: thus, in2003, 700 managerial employees participated in varioustraining programmes. In order to improve continuouslythe quality of the training offered, every session isevaluated by the participants and their superiors.The process of identifying and grooming high achieversamong middle management is conducted in theBusiness Units and the Sectors, while special effortshave been made to improve the leadership skills ofall Arcelor managers. These skills are necessary todeal with current changes, but also to improve theorganisational flexibility of all components of thecompany (plants, of course, but also sales forces andback-office functions).RemunerationThe remuneration policy is designed to reward performanceas well as the competence of line staff. Formanagers, this policy is aligned with the Managementby Objectives project, which involves all of the Group’stop-level managers. In the MBO programme, managerialpersonnel are henceforth evaluated with respect tofinancial performance, but also based on criteria relatingto results obtained in terms of occupational safety,environmental protection and the level of satisfaction oftheir team members. Compensation is only one aspectof a global compensation and benefits policy.Sharing best practicesThe sharing of best practices is one of the requirementsfor Arcelor’s overall performance. The networking ofmanagers through shared training and the conduct ofshared projects is an effective response. Internationalmobility, in particular short stays (3 to 6 months) forpractical projects gives the Group’s managers theopportunity to develop an operational network and toincrease the exchange of best practices for the betterintegration of Arcelor.Belgo Mineira is among the “Hundred bestenterprises to work for”, according to a surveycarried out in South America by ExameBelgo Mineira, the Brazilian subsidiary of Arcelor, hasbeen congratulated on its results in the area ofremuneration policies, professional development,work-life balance, the quality of work climate andenvironment, as well as for its civic actions for thefamilies of its employees and the local communitiesnear its plants.112ANNUAL REPORT ARCELOR 2003