boldspiritIssue 3 | July 2008

06 Visionary Paul Andreu, famed French architect08 The scientists of ArcelorMittal14 ‘transforming tomorrow’ with Corporate Responsibility 40 One day at the site of... ArcelorMittal Asturias 57 A relaxed moment with new GMB Member... Sudhir Maheshwari

Inside, your bonus gift: the ‘Golden Rules’ of email and PowerPoint

make a breakthrough career move?

How will

you

JobMarketOnlineNow you’ve got more power over your career development within ArcelorMittal. Wherever you are, JobMarketOnline (JMO) gives you instant access to new challenges – across different functions, business units and locations worldwide. You’ll find simple tools to help you create your profile, monitor opportunities, and apply for jobs in total confidentiality. Don’t get left behind. Visit myarcelormittal.com

JMO-all-ads-A4-Pantone_print.indd 4 09.05.2008 17:07:08

boldeditorial 01

boldspirit is a team effort. It is amazing to think what a big company we are and yet how close our cooperation

is becoming. We thank everyone from around our ArcelorMittal world who contributed to this issue.

Please keep your ideas, pictures and stories coming!

The eye of a human being is a microscope, which makes the world seem bigger than it really is.” Kahlil Gibran“

Focus on ArcelorMittal

Saluting our retiring leaders: “Joseph Kinsch is living proof that ‘boldness changes everything’. He has been an outstanding asset to the steel industry and

The ArcelorMittal brand celebrated its first ‘birthday’ on May 29 2008. It was officially launched at the 2007 Leadership Conference on that date. Now, more than one year has passed and preparations are underway for the 2nd Leadership Conference of our top 500 executives, to be held in New Delhi, India in September. My, how a year flies.

And what a year! Marked by many milestones – our successful integration, record breaking results and our selection as the ‘World’s Most Admired Company’ in the Metals sector – to name only a few. We can all be very proud of our achievements. But we have to remember that we are still only at the start of this journey. We are still in the process of building this great Company.

On the cover of this issue of boldspirit, there is an image of an actual scientific process which occurs in our Maizières-lès-Metz Research and Development Centre. It reveals the magnified topography of steel and the beautiful quality of its surface. This image is particularly fitting for us right now because, as we move into our next phase of development, we too are under the microscope as people monitor our adherence to our values: Sustainability, Quality and Leadership.

The world is watching usThe building of a global giant that aims to bring sustainability to the steel industry, that aims to last for generations to come and that aims to transform people’s tomorrows is an exciting and historical event.

Naturally, if you want to do something right, you cannot do it over night. Well considered policies and strategies take time. This issue of our boldspirit highlights a lot of that work in progress. We shine a spotlight on the people at ArcelorMittal who are pooling their talent, expertise and drive to help build up these vital areas that are critical for our Group.

For example, you can see evidence of our colleagues at work in our round table discussion with our Corporate Responsibility team. In this feature, all four members discuss the creation process of our global CR policy. In the feature on our scientists, you can witness the important role this highly qualified team of 1,400 has, as they look for ways, not only to make our Company more competitive, but also more ecological.

ArcelorMittal, as world leader in steel, has to build and maintain a dialogue with the public sector, governments, NGOs and stakeholders, which includes all of us! In this issue, Roland Verstappen, VP, International Affairs, explains where International Public Affairs comes into play.

In this issue we also present our new ad campaign – ‘boldness is our secret ingredient’– which, with our open attitude about communication, must surely be the most poorly kept secret in the world!

There are many features to feast your eyes upon: this month’s visionary, French architect Paul Andreu, interviews with new GMB Members Sudhir Maheshwari and Christophe Cornier and as always, a gallery of ‘boldpeople’ for you to get to know.

Think about it: if all eyes are on ArcelorMittal then all eyes are on us. That calls for all 310,000 of us to be proud ambassadors of a company we are helping to build. boldspirit is our window on who is doing what, how it is being done and where things are going. And from where we are sitting, it looks pretty good. Enjoy…

We can all be very proud of our achievements. But we have to remember that we are still only at the start of this journey. We are still in the process of building this great Company.

to the global economy.” - Mr Mittal. “There is no end to the merit of Joseph Kinsch in the steel industry. We are all very happy that Joseph has agreed to continue his association with the Company following his retirement, by becoming Chairman of the ArcelorMittal Foundation. The Leadership that he has

boldcontents02

Editors Nicola Davidson, Editor at Large David Cowan, Head of Publication Mary Carey, Editor in Chief Ewa Gebala, Editor Raquel Córdoba, Editor Charlotte Rodaway, Editor Fanny Bécue, Photo Management

Photo Library ArcelorMittal Photo Library, ArcelorMittal South Africa, Vytas Beniusis, Blitz Agency, Claudine Bosseler, Wolfgang von Brauchitsch, Carlos Gutiérrez, Anish Jain, Thomas Lagache, Paul Maurer, Jaco Boshoff Mardo Photos Vanderbijlpark, Jeroen Op De Beeck, Charlotte Rodaway, Stockbyte/Alamy, Paulo Takashi, Raj Takhar, Selina Vaccarino, wide.lu.

Contributors Gerardo Alonso, Amelia Bauerly, Alberto Carrero, Veronique De Bruyne, Ginette de Matteis, André Filet, Óscar Fleites, Danielli Gaiotti, Sylvie Gindre, Dirk Helm, Bénédicte Hennico, Marc Hooker, Bob Jacquemart, Elena Krashakova, Mimi Liu, Cosima May, Stéphane Michon, Monique Muller, Ashok Patil, Sylvie Petetin, Laura Podlesny, Lynn Robbroeckx, Andrés Romagnoli, Marion Saül, Luc Scheer, Aurore Sergeant, Martin Simard, Marcos Silva, Cecile Van den Hof, Dieter Vandenhende, Mario Villamiel, Angela Wang, Barbara Wendl, Lothar Wolter, Elize Zywotkiewicz, Sabine Rocher.

Special thanksMoreno Architecture, TBWA, Thoburns: Xanthe Hynds, Carlo D’Alanno (designed and produced by Thoburns.com).To all of the ArcelorMittal people around the world who sent in ‘quotes of the day’ and tributes to Mr Kinsch and Malay Mukherjee, we thank you. Your bold spirits and your time and effort are to be applauded. Bravo team! boldspirit is printed on recycled paper and is Elemental Chlorine Free (ECF). The paper has been awarded the NAPM Recycled trademark and is produced at a mill that is certified ISO 14001. This issue is wrapped in biodegradable film, but please do still recycle it if you can!boldspirit is also available in French, Spanish, German, Russian, Brazilian Portuguese and Chinese.

Have your sayboldspirit is your magazine so we would like to hear from you: Comments? Contributions? Questions? Contact us at editorial@arcelormittal.com

03 boldmessage Mr Mittal sets the tone

05 boldleadersspeak Interview: Christophe Cornier

06 boldvisionaries Meeting Paul Andreu

08 boldfeature The scientists

of ArcelorMittal

14 boldfeature ‘transforming tomorrow’

24 boldtribute Mr Kinsch

26 boldnewsfromsegments Global highlights

36 boldsafety Health and Safety Day 2008

39 boldbusiness Delivering sustainable value

40 boldfocus One day at the site of...

ArcelorMittal Asturias

42 boldcommunications Boldness: the secret ingredient

47 boldlearning ArcelorMittal’s university

48 boldpeople ArcelorMittal people

52 bolddepartments Department news

around our ArcelorMittal world

54 boldspotlight Global tool for a global pool

56 boldquiz Enter our new CR Competition!

57 boldinterview A relaxed moment with...

Sudhir Maheshwari

Due to popular demand: boldspirit is now published in Chinese! Watch this space for future boldspirit publications in your language.”“

06 Paul Andreu 08 Scientists of ArcelorMittal 24 A tribute to Mr Kinsch

Dear colleagues,Welcome to the latest edition of boldspirit. Unsurprisingly, it’s been another busy quarter at ArcelorMittal. With so much going on around us, even I find it difficult sometimes to keep up with everything our Company is up to. This is one of the reasons I enjoy reading boldspirit. In one magazine I can find a very comprehensive overview of developments within the Company as well as a wide range of interesting features and stories demonstrating just how diverse ArcelorMittal is today. I hope you find it as interesting as I do!

Writing this introduction to boldspirit every quarter allows me to highlight those stories which I feel are particularly pertinent to our Company today. There are a number of such features within this edition, including the very interesting round table discussion with Rémi Boyer and his team on Corporate Responsibility.

CR has taken on a new level of importance in recent years. For a global Group like ours – operating in so many countries around the world, both in the developed and the developing markets – how we do business is of paramount importance. We have a responsibility to ourselves and to our stakeholders to behave responsibly at all times. With this in mind, Rémi and his team have been busy over the past months working on developing a new CR strategy. This will be presented to our senior management at the forthcoming Leadership Conference in New Delhi and then rolled out across the Group.

This strategy is intended to ensure that we manage all aspects of our global supply chain in a responsible manner and that we set out global standards that must be adhered to locally, based on a number of Key Performance Indicators.

Corporate Responsibility today is not just about giving money to the communities where we have a presence. Community engagement has an important role to play, but CR goes beyond that. It will ensure that we continue to focus on maximising the positive role we are able to play in the world in which we operate to the benefit of our Company’s performance and the stakeholders with whom we do business.

I hope you enjoy reading the discussion with Rémi’s team. This is an area ArcelorMittal is committed to placing right at the centre of the way we do business. Over time, I expect it to become central to the philosophy of the way our Company is run. Put quite simply, we must take responsibility for ‘transforming tomorrow’.

Substantial progress in Health and Safety Health and Safety is one very important aspect of CR. On March 6, we held ArcelorMittal’s second global Health and Safety Day. This is the only day in the year where every single plant in the ArcelorMittal universe is focused on one central issue. For all of us on the GMB, there can be no issue more important in our Company today than to ensure the safety of our employees on a daily basis. We all recognise that we have some way to go in this area to reach the level where we would like to be – a zero fatality organisation. But with the right levels of commitment from the senior management, backed up with consistent strategies and investment for improving safety at all our operations around the globe, I am convinced we can make substantial progress in this field.

Some units are already putting in an exemplary performance. Take for example the organic coating line at this edition’s ‘One day at the site of...’ at ArcelorMittal Asturias (page 40). They have not recorded a single ‘Lost Work Time Incident’ for five years. This is a massive achievement. Congratulations are in order for this success.

I often remind employees that the product we are making is building the infrastructure of the modern world.

boldmessage 03

Corporate Responsibility today is not just about giving money to the communities where we have a presence. Community engagement has an important role to play,

but CR goes beyond that. It will ensure that we continue to focus on maximising the positive role we are able to play in the world in which we operate to the benefit

of our Company’s performance and the stakeholders with whom we do business.

Mr Mittal sets the tone

to the global economy.” - Mr Mittal. “There is no end to the merit of Joseph Kinsch in the steel industry. We are all very happy that Joseph has agreed to continue his association with the Company following his retirement, by becoming Chairman of the ArcelorMittal Foundation. The Leadership that he has

For all of us on the GMB, there can be no issue more important in our Company today than to ensure the safety of our employees on a daily basis.”“

“ Corporate Responsibility has taken on a new level of importance in recent years. For a global Group like ours – operating in so many countries both in the developed and the developing markets – how we do business is of paramount importance.”

boldmessage04

Innovation is an important component of ensuring that we continue to play an influential role in the infrastructure being built today. People often forget that a great deal of Research and Development goes into steelmaking and that we are continuously developing new, stronger, lighter and more sophisticated grades of steel to enable our customers to continually refine their own product offering.

We do this in so many different ways it is quite astonishing. Did you know for example that the site in Asturias is arguably the global leader in producing the rail that builds much of the world’s railway tracks? Remember this the next time you are on a train journey!

Keen dedication to innovationInnovation is an important component of ensuring that we continue to play an influential role in the infrastructure being built today. People often forget that a great deal of Research and Development goes into steelmaking and that we are continuously developing new, stronger, lighter and more sophisticated grades of steel to enable our customers to continually refine their own product offering. In this boldspirit, we celebrate the work of our 1,400 scientists who dedicate their day to doing exactly that. Entrepreneurship in the 21st century is, for me, all about a keen dedication to innovation. Our R&D team has an important role to play in ensuring ArcelorMittal continues to lead the steel industry in terms of innovation.

I am sure that this is something on which this quarter’s ‘bold visionary’, renowned architect Paul Andreu, would agree. I found it very interesting to read Paul’s definition of the differences between innovation and creation, but also how one is worthless without the other. It is important that we continue to have a close collaboration with leading architects like Paul because our steel has an important role to play in helping them realise their creative aspirations. Perhaps it is not too bold to say that our innovation enables them to realise their creation.

Finally, I would like to take this opportunity to once again publicly thank two very important senior members of ArcelorMittal who stepped down from their current responsibilities recently – Joseph Kinsch and Malay Mukherjee. We are fortunate that neither is leaving us completely. Mr Kinsch stays on as Chairman of the ArcelorMittal Foundation and Malay joins the Board of Directors. Both have had an invaluable role in ArcelorMittal. They will always be valued and important members of the ArcelorMittal family.

Thank you very much and happy reading!

Lakshmi N Mittal, Chairman and Chief Executive Officer

demonstrated throughout his career will undoubtedly be put to excellent use in this critical role and towards this very important activity of our Company. His profound knowledge and experience is invaluable to the Group.” - Gonzalo Urquijo, Spain. On Joseph Kinsch: “I was impressed at what a tough negotiator he

“ I often remind employees that the product we are making is building the infrastructure of the modern world. We do this in so many different ways it is quite astonishing. ”

Q: With steel prices increasing due to rising steel demand in developing countries, how do you see the future of the European steel industry? CC: “There is a great future for steel in Europe. Firstly: growth, though not as dramatic as in other places, still continues in Western Europe while growth in Eastern Europe and Turkey remains unabated. This is a trend that will continue, due to our increasing penetration into markets such as construction in the West, and due to the high demand of steel for infrastructure and automobiles in the East. And secondly because we have many demanding customers on the continent. Our European sites have all the capabilities to respond to the most demanding requests.

Q: What are the main challenges our Company is facing in Asia and Africa? CC: The main challenge today is skills resources. We have a lot to do in terms of CAPEX, to improve the environmental performance of our plants there and to increase production while extending our product range. All this can only be done with human skills. We are seeking to solve this issue through a combination of measures, including the global hiring programme, training our people in these countries and trying to retain the talents we already have.

Q: You have always stressed the importance of customers as boosters for quality and progress. In your view, what do customers appreciate the most about ArcelorMittal? CC: It depends on the region. One of our main assets is our large product range. Also reliability: in Western Europe for instance, we have so many plants that if one of them has a major problem, another one can supply the order. Today, ArcelorMittal is the only company that can reasonably ensure a delivery and guarantee that the customer will get the material whatever the situation.

Q: In your view, where is there room for improvement? CC: First on the service level. Due to the complexity of the production process, and even when we are making a lot of effort, many of our customers have to order their products five, six, seven (or even more) weeks in advance. If we could shorten the delivery times, or better manage the order priorities, it would be very much appreciated by many of our clients.

Q: 22 years working for the Group must have provided you with many experiences. What is the most important thing you have learnt in this time? CC: At end of the day, I have learnt that management is what matters. When I entered the steel industry in 1985, the financial situation was dramatic. In France we were losing money like crazy! Then the Flat section of Usinor made a turnaround mainly thanks to the method of team management, starting from the shop floor up until the top level. When everyone is mobilised towards a common goal, you can make miracles happen!

During all these years, I have also learnt something else very important: steel people are often very nice and interesting, they are hard workers and loyal.”

05

Christophe Cornier is one of the three new members of the Group Management Board. Formerly Member of the Management Committee responsible for Flat Carbon Western Europe, he is now in charge of Asia, Africa, India (chapter 2),

CTO, Steel Greenfield Projects Execution and Project Manufacturing.

Interview with GMB Member Christophe Cornier

demonstrated throughout his career will undoubtedly be put to excellent use in this critical role and towards this very important activity of our Company. His profound knowledge and experience is invaluable to the Group.” - Gonzalo Urquijo, Spain. On Joseph Kinsch: “I was impressed at what a tough negotiator he

“ We have a lot to do in terms of CAPEX, to improve the environmental performance of our plants in Asia and Africa and to increase production while extending our product range. All this can only be done with human skills.”

“ During all these years, I have also learnt something else very important: steel people are often very nice and interesting, they are hard workers and loyal.”

Edmond Pachura, Christophe Cornier and Malay Mukherjee in Luxembourg

boldleadersspeak

Meeting Paul Andreu

boldvisionaries06

Creation, imagination, determination and inspiration? What insights can we learn from the minds of some of the men and women around the world who are making a difference? Here we continue with the second instalment of our regular bold visionary feature with an interview with famed French architect Paul Andreu.

was, perhaps one of the toughest I have ever encountered. However, he was, and still is, a man who stands by his principles, which is very admirable. One of the things that amazes me about him is his combination of strength of character but also his warmth. He can truly motivate people to work for him.

“ Innovation hands you new materials, it leads you into a new economy, it solves problems. It’s very important because it responds to dreams.”

A very special visitor came to our Luxembourg Headquarters on May 5 2008 in the form of famed French architect, Paul Andreu. The man behind Charles de Gaulle airport, the TGV train station at Roissy, the Peking Opera and the Shanghai Centre of Oriental Art, gave an inspiring talk on ‘L’acier et la lumière’ (steel and light) in the Salle de Spectacles. Here, Paul takes the time to speak to boldspirit about contrast, innovation and boldness.

The relationship between light, steel and space, Paul Andreu says, can produce beautiful effects. “I am interested in attaining a sense of weightlessness and transparency. But to me, what matters most is the space itself, its structure and its bounds as defined by the material which stands out against the light or dissolves into it.”

Q: You are trained as both an engineer and an architect. Has this been an asset to your career?PA: “I believe my dual background has helped me. I would describe myself as a scientist first of all, who went on to engineering school. Though I never practiced as an engineer, my training puts me at ease with engineers. However, it also makes me aware of certain problems. I understand the reasoning of engineers, but also their weaknesses – I am perhaps more capable than others of pushing them further.

Q: You built many airports at the start of your career. How would you describe the transition towards other, more varied projects?PA: I was involved in many airports. Charles de Gaulle was my domain for 30 years; it was wonderful to have that kind of continuity. Airports make exciting projects because they are modern buildings where few references have accumulated. They are a kind of new world – a world to be conquered. At the same time, they incorporate everything that is fundamental to architecture. But then people started referring to me as an architect of airports. This didn’t suit me at all as I loved and wanted to do many things! I hadn’t exhausted the pleasure of working on airports, but was ready for something new. So I began working on other things.

Q: What role does innovation play in your architecture?PA: Innovation hands you new materials, it leads you into a new economy, it solves problems. It’s very important because it responds to dreams. One cannot say which drives the other, but both work together. On the other hand, innovation on its own is nothing. Creation is at the heart of architecture. Innovation holds an important place, but at the same time it is there to serve creation.

Q: You often mention the term ‘boldness’ when you talk about your work. What is an architect’s definition of boldness?PA: It’s the opposite of fantasy and passivity. It is about wanting to do more, to do better, to go to the depths of rationality and to find the poetry of your ideas. I think that boldness, like bravery, is a psychological quality. People think of artists, musicians, architects as inspired people, but also as drifters, as though they’re waiting for inspiration to arrive. But, on the contrary, we are hard workers – and bold – because we are always working even more, going even further – we are never satisfied.

Q: Steel versus concrete: how do you go about choosing one material over another?PA: It is not about choice. Concrete and steel allow you to express different things. It’s true that you have to take certain practicalities into account. If you want to build a far-reaching bridge, steel is the obvious material. But I like to combine different materials. We need the dialectic between light and heavy; nothing is ever as heavy as it is when it is in contrast with what is light. I was introduced to the delights of steel when I started speaking to engineers. Big steel firms have adapted themselves to architectural clients; I received a lot of help in finding the elements that I needed. In architecture you need everything. And when you have everything, you ask for even more!”

A film of the interview conducted between Charlotte Rodaway, Internal Communications and Paul Andreu is available at www.arcelormittal.com

Interested in knowing more about this fascinating architect’s philosophy and works? Go to www.paul-andreu.com or www.constructalia.com

07

was, perhaps one of the toughest I have ever encountered. However, he was, and still is, a man who stands by his principles, which is very admirable. One of the things that amazes me about him is his combination of strength of character but also his warmth. He can truly motivate people to work for him.

“ Boldness is the opposite of fantasy and passivity. It is about wanting to do more, to do better, to go to the depths of rationality and to find the poetry of your ideas.”

boldfeature08

Research and Development at ArcelorMittal is driven by our knowledge that continuous innovation provides our Group with a major competitive edge.”“

We employ more than 1,400 highly qualified scientists in 14 research centres in Europe, the USA, Canada and Brazil. But who are these talented men and women who are helping us to transform tomorrow? While we cannot introduce them all to you, we can invite you to take a peek at some of our hard working scientists from two locations, Gent, Belgium, and Maizières-lès-Metz, France.

Albiha Hacini magnifies a steel surface (far right) to reveal its microscopic topography (above)

Covering the three pillars of ArcelorMittal’s growth strategy – Geography, Product and Value Chain – our R&D demands a variety of specialties and

competencies for the jobs performed by our scientists.

09

Entrepreneurship in the 21st century is all about innovation.” Lakshmi N Mittal“

boldfeature10

The scientists of ArcelorMittal

ArcelorMittal’s leading R&D facilities situated around the world play a crucial part in our integrated business model and our strategic decision to be at the forefront of innovation in the steel industry.““

He is an excellent role model for the current and future generation of leaders in the global steel industry.” - Aditya Mittal, UK. “Mr Mukherjee: congratulations for all your contributions within the Group. You are an example that hard work and dedication have exceptional results. It was an honour to meet you.”

Leadership in innovationResearch and Development at ArcelorMittal is a major driver for future growth in high value-added segments. “Entrepreneurship in the 21st century is all about innovation,” says Mr Mittal, our Chairman and CEO. The more high-value added to our products, the greater their growth potential. With a budget of approximately 300 million US$ in 2008, our Group possesses a R&D capability unique in the steel industry.

R&D supports the 3 main pillars of our Group’s strategy: geographical spread – by operating in all the countries where our Group has sites, product range – by working to differentiate our products from those of our competitors, and value chain – by making a contribution throughout the value chain, from the raw materials to the finished product delivered to the client.

Our scientists: a wealth of knowledge At ArcelorMittal we are committed to staying at the forefront of steel industry innovation and we are proud of the men and women whose expertise and dedication are helping us in ‘transforming tomorrow’.

Our organisation is both multicultural and multi-generational, a winning mix of experienced scientists and young talent, stimulating and facilitating the exchange of knowledge.

Half of our scientists are engineers while the other half hold higher technical qualifications. They come from the best universities and polytechnics all over the world, thanks to the close relations maintained with our R&D (Research and Development) team.

Many of the members of our research teams engage in partnerships with our Corporate University and support their programmes by giving their time as teachers. They also often teach in external universities. For example, in the first week of June 2008, The Corporate University offered an ‘Understanding Steel’ session in Maizières with one of our Gent engineers who taught for 1½ days.Our scientists are award winnersDid you know that our ArcelorMittal’s scientists are working hard to set the standard within the steel industry? They are regularly granted prizes and awards all around the world. Judged and reviewed by their peers at the biggest annual meeting on steel’s premier technology in the USA, the AIST (Association of Iron and Steel Technology) Iron and Steel

Karen Van Bambost, ArcelorMittal Gent Research Centre, Belgium

11

He is an excellent role model for the current and future generation of leaders in the global steel industry.” - Aditya Mittal, UK. “Mr Mukherjee: congratulations for all your contributions within the Group. You are an example that hard work and dedication have exceptional results. It was an honour to meet you.”

ArcelorMittal already has leading Research and Development (R&D) and technology. If we are to reach our goal to be the most admired steel institution in the

world however, we must continuously remain at the forefront of innovation.

Gabriel Fricout, ArcelorMittal Maizières Research Centre, France

Jonas De Poortere, ArcelorMittal Gent Research Centre, Belgium

Charifa Riani, ArcelorMittal Maizières Research Centre, France

boldfeature

- Remus Patan, Romania. “Mr Malay Mukherjee symbolises the pioneering and bold spirit of our Company. We’ll miss his outstanding management in operations.” - Robert Kanz, Luxembourg. “Malay Mukherjee: thank you for your contribution to the successful merger between Arcelor and Mittal Steel. Your name

12

Luc Diez, ArcelorMittal Maizières Research Centre, France

Annick Willems, ArcelorMittal Gent Research Centre, Belgium

Debora Rosseel, ArcelorMittal Gent Research Centre, Belgium

Pascale Ciezki, ArcelorMittal Maizières Research Centre, France

13

- Remus Patan, Romania. “Mr Malay Mukherjee symbolises the pioneering and bold spirit of our Company. We’ll miss his outstanding management in operations.” - Robert Kanz, Luxembourg. “Malay Mukherjee: thank you for your contribution to the successful merger between Arcelor and Mittal Steel. Your name

Technology Conference Awa s are handed to scientists in recognition of their significant contribution to the iron and steel industries. In 2008, the first prize in the AIST Hunt-Kelly Outstanding Paper Award went to Kenneth Blazek, Principal Engineer, Oscar Lanzi III, Staff Engineer - both in Process Research, Global Research and Development, East Chicago, Indiana, USA, Dale Kellogg, Product Control Engineer and Phillip Gano, Practice Engineer - both in Quality Assurance, ArcelorMittal Burns Harbor, for their work on a paper entitled, ‘A method to determine the peritectic region for steel alloys’.

Following closely in second place, from Hamilton, Canada were Stanley Sun, Engineer, Global Research and Development and Dongsheng Liao, Specialist, Steelmaking Technology and Neal Pyke, KOBM* Converter Coordinator, Steelmaking Technology, both from ArcelorMittal Dofasco. Together, this team produced the paper entitled: ‘Mn Control at KOBM* Steelmaking’.

Our scientist, David Wicky, won the French Vacuum Society award with his paper entitled: ‘Development of titanium dioxide thin films with photocatalytic properties prepared on steel substrates by Direct Current magnetron sputtering’.

A new dimension in R&D

Leadership is one of our three core qualities and this includes leading innovation. Not only is our Group the largest steelmaker by volume, but we also offer the broadest range of steel grades, advanced products, steel solutions and cutting-edge technologies.

When we became the world’s largest steel company, we added a new dimension to our R&D effort. How? It has helped to widen the range of potential applications for existing technical know-how and permits the better use of this expanded R&D resource in order to accelerate project work.

R&D contributed strongly to the synergies we realised in 2007 by transferring knowledge between all parts of the Group. A notable example was the implementation in North America of clogging reduction technology developed in Europe.

Customer drivenClose cooperation with customers – involving mutual trust, an open-minded approach and exchanges of personnel – further drives innovation and assists in the development of products and solutions that sustain their competitive edge.

Our scientists play a critical role, focusing their efforts on developing new products for our customers, or on translating customers’ needs into R&D projects, and then creating new products.

The transport industry in particular is constantly seeking to reduce cost, improve safety, reduce vehicle weight and increase durability through even better corrosion resistance.

ArcelorMittal has led the way with advanced high-strength and high deformability steels. We collaborate closely with our customers and have engineering teams resident in customers’ plants, working with them at the design stage of new product launches, helping to create vehicles that are lighter, stronger, safer and more attractive to the end-purchaser.

Patience, focus and specialised training It isn’t always easy being the human side of science. A scientist’s work can be painstakingly methodical and often requires patience, focus and highly specialised training. The advances that they facilitate, in our cars, our homes and our daily lives, we often take for granted soon after (or maybe because) they become second nature.

But certainly in the case of ArcelorMittal, the performance of our scientists is a key factor in our Group’s success today, and even more importantly, tomorrow. This is something that each one of the 310,000 of us share a vested interest in. So let’s give collective thought and praise, to both the representative Group chosen for this feature from Gent and Maizières-lès-Metz, and to all the other men and women around the ArcelorMittal globe, who make up our crack team of researchers and developers. Bravo!

Want to know more about our award winning scientists? Check out the feature: ‘Our researchers have talent!’ at www.myarcelormittal.com

* Klöckner Oxygen Blowing Maximilianshuette

Quality is one of our core values, along with Sustainability and Leadership. It is also a key element in ‘transforming tomorrow’, and this runs directly through innovation and environment.”“

Valérie Winne, ArcelorMittal Gent Research Centre, Belgium

0.8

1.0

1.2

boldfeature14

Building on the publication of our Corporate Responsibility review in January, ArcelorMittal has just published our first, full Corporate Responsibility report, in July 2008.

through Corporate Responsibility

transforming tomorrow

Corporate Responsibility is a vital element of our long-term strategy: to demonstrate Leadership, to ensure the Sustainability of our operations and to be responsive to societal needs. We already have many examples of good practices such as: social and environmental considerations integrated into our business practices in Brazil, social investments practices in CIS (Commonwealth of Independent States) and climate change initiatives in Europe, but we are still only at the beginning of the journey.

Here, boldspirit continues to chronicle the journey of our corporate CR team as they help define the policy that will empower us all to take responsibility for ‘transforming tomorrow’.

0.8

1.0

1.2

15

We are a large company, with a global footprint, operating in 28 countries with 310,000 employees. We operate within a diversity of cultures and Corporate Responsibility contexts; and we must achieve the appropriate balance between our CR ambitions and the rapid growth we continue to see in our business operations.” Gonzalo Urquijo, Member of the GMB, Corporate Responsibility, ArcelorMittal Foundation“

Moving towards an age of responsibility

ArcelorMittal understands that with our Leadership position comes responsibility. Being responsive to societal needs and concerns is fundamental to the success of our Company.

boldfeature

will be forever linked to ArcelorMittal.” - Olivier Leblanc, France. Welcoming our new leaders: “I have every confidence that with this new structure, and with the collective talents of the individuals appointed to all the new roles, we are truly building a company to last.” - Mr Mittal. “I take my appointment as

16

Eucalyptus seedling planting in Brazil

CR is not an add-on, it is increasingly the foundation for the way companies conduct themselves in a global business environment.

Although the term CR (Corporate Responsibility) first emerged about two decades ago, globalisation has since proved a catalyst for making business consider its position in society in a new light. CR is not an add-on, it is increasingly the foundation for the way companies conduct themselves in a global business environment.

In the April 2008 issue of boldspirit we introduced you to our four-member corporate CR team led by Rémi Boyer, VP which includes Charlotte Wolff, CR Manager, Steve John, CR Manager reporting and SRI (Socially Responsible Investment), and Christiano Furtado, CR Manager – Mining.

Under the responsibility of Group Management Board (GMB) Member Gonzalo Urquijo, this team is working to define ArcelorMittal’s CR policy. As a first step, in January 2008, the corporate CR team published ArcelorMittal’s first Corporate Responsibility (CR) Review, “Where do we stand?” This publication provided a snapshot of our Company’s approach to CR.

Taking responsibility now“Where do we stand?” introduced our ‘12 commitments to CR’, which recognise the significance that ArcelorMittal places on CR as an element of core business strategy. These 12 broad commitments cover our social commitments including Health and Safety, our environmental commitments, our commitments to communities and our Corporate Governance commitments.

Building upon the publication of the above-mentioned CR review, ArcelorMittal has just published our first, full stand-alone Corporate Responsibility report, in July 2008, “Taking responsibility for ‘transforming tomorrow’”.

Whilst the focus of the review was very much on our own employees in describing Corporate Responsibility-related events and programmes around the time of our merger, this new report is aimed at both internal and external stakeholders. External stakeholders include customers; suppliers; government and regulators; investors; and the media. The new report aims to reflect the rapid developments being made in the area of CR at a corporate level and across our Group at a local level.

Defining how we will meet our objectives tomorrowThe CR report, “Taking responsibility for ‘transforming tomorrow’”, aims to put forward a balanced account of how our Group is going to meet various CR challenges such as; climate change, Health and Safety; developing talent and developing the communities in which we operate. Where possible, the corporate CR team has tried to include performance-levels as a starting point to demonstrating year-on-year progress, and delivering on ArcelorMittal’s commitments.

It is important to point out that, like our overall CR approach, we are only at the beginning of our Group reporting. Fortunately, we are well placed, with a lot of internal knowledge and experience within our Group. Some of our sites and regions have been reporting their own performance and approach for a number of years.

Feedback from readers will also help the CR team improve. They will be producing a published report every year from this point forward. They will also be improving the Corporate Responsibility section of the ArcelorMittal website so that they can collate relevant information from around our global operations in more ‘real-time’.

As Steve John, who has worked intensively on the report – although he is quick to point out that it is a team effort – says: “Ultimately, reporting is not just about a glossy document. It is an additional engagement tool with our stakeholders; so that we can listen and react to them, and also communicate what we do and how we do it.”

It isn’t difficult to see that there are many elements to be carefully considered and thus many phases necessary in the development of our Group’s CR policy. boldspirit sat in on a roundtable discussion in April 2008 with Rémi, Charlotte, Steve and Christiano, to ask how they were getting on.

Q: Will Corporate Responsibility standards be set globally, or will they be developed locally with varying standards to suit local culture and adaptability?

Christiano: “When you look at the different countries in which we have a presence, such as Ukraine or Kazakhstan, for example, culture really plays a very important role. Some countries wait for things to be done for them. Other countries, such as Mexico and Canada, try to develop things for themselves. Brazil, for example, has initiated a lot of things, things that the state didn’t contribute to, such as medical care.”

Rémi: “We are a global company, and the external world is expecting us to behave as one. Each individual within ArcelorMittal should manage their relationships with stakeholders with this in mind.

Our challenge is to integrate all cultures that are represented within ArcelorMittal and to take into account our impact on local circumstances as we prepare our global CR strategy. At the same time, we have to establish a single set of firm global standards, which every site would have to adhere to. This is no easy feat!”

Charlotte: “We are only as good as our weakest link. Being a global company comes with global responsibilities. Having a well-recognised and global brand is an asset, but also a risk. It is important that we are demonstrating global standards in areas where we have a big impact, such as Health and Safety, the environment and community development. While we need to set the standards globally, it’s very important that people are empowered to execute the standards locally, to fit the local cultural norms and traditions and the way that business is run.

In order to achieve a single direction for CR that will resonate with the Company and the people who work here, we have already been consulting widely with top management, corporate areas, as well as with a number of CR practitioners across ArcelorMittal. We want to ensure that our CR strategy is fit for its purpose and that it feels right. Our next step will be to define the standards that will underpin the strategy.”

17

will be forever linked to ArcelorMittal.” - Olivier Leblanc, France. Welcoming our new leaders: “I have every confidence that with this new structure, and with the collective talents of the individuals appointed to all the new roles, we are truly building a company to last.” - Mr Mittal. “I take my appointment as

Rémi Boyer

“ We are a global company, and the external world is expecting us to behave as one. Each individual within ArcelorMittal should manage their relationships with stakeholders with this in mind.” Rémi Boyer, VP

Rémi: “Clearly, what we want to do is to assess the units individually against the global standards. Once we have defined the global standards, every unit will have to define its own roadmap to achieve excellence. The advantage is that we already have some good existing examples within the Company – we don’t have to start from the beginning.”

Steve: “I would like to reinforce the point about culture. We have to be careful not to be Eurocentric in our approach and to base all our efforts on facts rather than assumptions. For us in the steel industry and in our own operations, Brazil is a leading example of how to incorporate CR practices into the business of steelmaking.”

Rémi: “Another interesting example is CO2 emissions. Today, our emission reduction efforts are mainly focused on our European operations. This is mostly due to Kyoto agreement requirements and EU regulation. Europe has been at the forefront of CR and is seen as ‘the good guy’. But we must not forget what is going on in the Americas, especially in the USA. Lou Schorsch, CEO, Flat Carbon Americas and his team are participating in several workshops, lobbying the government, engaging with civil society and with politicians on the subject of climate change.”

Charlotte: “CR is a journey where we can succeed, purely because people care so much about it. In any canteen you walk into, right across our Group, you can debate about ethics, social and environmental issues, etc. People have a real passion for these matters.”

Rémi: “We have to be courageous. It is our role to push the difficult issues into the Boardroom. It is the role of the global CR team to make our executives accountable in front of their stakeholders and to make sure our behaviour matches our brand promise.”

Charlotte: “One of our objectives is to empower people across the Group... We can’t do the job, but we need to help facilitate the process, so that people can act, react and assume Leadership on social, environmental and ethical matters.”

Q: ArcelorMittal employees have a vested interest in our Company’s CR activities. How can we get involved?

Rémi: “I see a lot of enthusiasm, energy and initiative. CR is a fairly new concept for ArcelorMittal, but it is a strong objective and one that it is particularly endorsed by the GMB. We need to not only get input from across the Group on future engagement, but also to build strong processes to set up strong objectives – bottom-up. For me the biggest opportunity is to engage people at an operational level as they are the ones who are delivering our vision.”

Charlotte: “People at an operational level have tough targets to meet. It’s not that they care less, but that the pressure is on them. I think that success in our field would be to manage to engage as many as possible to take issues into the work place. People care, but by the time you’ve parked your car and stepped into work, you might forget about the environment. This should not be the case. We all have a huge impact on people’s lives through our products and operations – we shouldn’t forget that at any stage of our value chain, be it whether we work in an office, in a plant or in a mine.”

Christiano: “To get people involved and take ownership, this is the main challenge.”

boldfeature18

a proof of what ArcelorMittal stands for - hard work and performance is recognised. It is a moment of joy and satisfaction and I am sure many young people in the organisation can look forward to emulating the path I have traversed.” - Sudhir Maheshwari, UK. “I was surprised when I learnt about the appointment

“ I honestly hope that we can set very good CR standards in terms of transparency and credibility, and build on the good experience in Brazil.” Christiano Furtado, CR Manager – Mining

We have many different local cultures, but we can certainly have a single global safety culture and a single global environmental culture, which both come under one concept.” Steve John, CR Manager reporting and SRI“

Christiano Furtado The CR team

Steve: “At a corporate level we can only do so much. Global standards are put in place but there is also a personal responsibility for people on the ground. If we’re talking about safety – a worker sees something on the floor that’s dangerous – the standards and policies are there to advise, but it takes personal responsibility to move that object or highlight the safety hazard. With 310,000 people, there has to be more to and fro. The process has to be more bottom-up. It is about how you should conduct yourself not only at work, but also at home.”

Charlotte: “Bad behaviour should be eradicated the moment it occurs. Maybe our Company could make a point of rewarding good behaviour and punishing bad behaviour.”

Steve: “We have many different local cultures, but we can certainly have a single global safety culture and a single global environmental culture, which both come under one concept.”

Charlotte: “Remuneration and incentives are important. But not alone. We need to also invest in a culture where it is unacceptable not to comply with our set norms and standards. In a social context, certain actions should be absolutely unacceptable, such as harassment, not following safety standards on the shop floor, etc.”

Rémi: “We have to be aware of ArcelorMittal’s size. It’s correct to demonstrate good behaviour in daily life, in particular in Health and Safety. In addition we have to ensure that there are programmes on Health and Safety, environment, social issues, etc., which are designed in such a way that our environmental impact is significantly reduced. We should focus on and prioritise the most obvious concerns. We have to find a balance – to work on behaviour, but also to ensure that the necessary programmes are in place.”

Charlotte: “We have to enable these good things to happen. Maybe that’s part of our role as well – to make the Group aware of where investments need to be made. Some behavioural changes that are needed in our business, however, are free. Changing people’s mindset doesn’t necessarily cost anything, but we need to find out exactly how it can be achieved.”

Rémi: “Certainly, there will be an emphasis on training. We intend to develop training on various aspects of CR with The Corporate University. People want to do good things, and we are encouraged by the prospect of equipping CEOs and plant managers with the tools to become responsible leaders. Progressively, we are building our internal CR network. This group will be very important in the rolling out of our corporate policy.”

Charlotte: “It is also important to build bridges between the Company and the communities in which we operate. One task we have is to create the opportunity for our employees to engage more with society and for society to understand our operations better. This will help build employees’ motivation by showing that we are part of society. If we invest in this ‘bridge building’, our operating environment will be much better and less costly.

We also take time to visit other companies, to hear about their best practices. Our ambition is high – and like everything else in this Company, we want to be the leading force in our field.”

19

a proof of what ArcelorMittal stands for - hard work and performance is recognised. It is a moment of joy and satisfaction and I am sure many young people in the organisation can look forward to emulating the path I have traversed.” - Sudhir Maheshwari, UK. “I was surprised when I learnt about the appointment

We take time to visit other companies, to hear about their best practices. Our ambition is high – and like everything else in this Company, we want to be the leading force in our field.” Charlotte Wolff, CR Manager“

“ We have to be courageous. It is our role to push the difficult issues into the Boardroom. It is the role of the global CR team to make our executives accountable in front of their stakeholders and to make sure our behaviour matches our brand promise.” Rémi Boyer, VP

ArcelorMittal sponsored hospital, Yekepa, Liberia

boldfeature20

Students visiting the hospital of Yekepa, Liberia

because there is still so much to do in Flat Carbon Western Europe! I was of course very pleased and honoured. I will try to bring what can be usefully adapted to my new responsibilities from my West European experience in terms of processes and management skills, while keeping the entrepreneurial spirit

People want to be proud of the company they work for... When every employee is proud to say that they work for ArcelorMittal, we will have ‘cracked the nut’.” Charlotte Wolff, CR Manager“

Q: Once you have established a reasonable set of KPIs (Key Performance Indicators), what will your next step be?

Steve: “With our CR commitments and the other documents that we have published until now, the focus has been on ArcelorMittal’s aspirations and objectives. Now, stakeholders will ask: “Great, but how are you going to do it?”

One of the first approaches, and to use Gonzalo’s phrase – “what you can’t measure – you can’t manage”, is to develop and test these commitments. We need to give some indication of how we are performing, and for that we need performance indicators.

Our first set of KPIs will take a snapshot of ArcelorMittal and create our baseline for CR performance. This allows us to ask ourselves: “Where do we sit on the environmental curve in terms of CO2 emissions?” for example. We want to publicly disclose our main performance measures to serve as a score card for non-governmental organisations, investors and other stakeholders. Over time the Key Performance Indicators will change, but this is our starting point.

We need to hear back from stakeholders on what they think; are these right for us as a Company, is something missing?

As a next step, we need to consider setting ourselves performance targets. What do we think is challenging for us as a business? What are our objectives? How strict or challenging can we be? How serious are we about reducing CO2 emissions, for example? Our three stepping stones are our aspirations, then our strategy and performance indicators and then the final step is introducing our targets, and continually monitoring progress. Our KPIs are part of an active process.”

Rémi: “I think it is really important that people understand the KPIs as described by Steve. CR is not an add-on or a bit of decoration. It is extremely serious; I like the analogy of CR being an over-arching strategy and policy. The KPIs are very important because they are structuring our approach in the long-term. Our stakeholders will verify our performance and assess us against these KPIs.”

Steve: “Quite frankly, any company can come up with a policy or an aspirational statement. A few years ago this would ‘tick the right boxes’. But the way that CR has evolved, you just can’t do that anymore. We have to be transparent and robust. We have to justify our operational processes and performance.”

Christiano: “The main challenge in mining is to have the same standards that we have already achieved in metals. Recently we concluded a detailed CR review of our mining assets, and it became very clear to us that there is a lot to be done, especially when we look at our peer mining companies.”

Q: From which areas (internal and external) do each of you get the most pressure to define and follow through on a good CR strategy?

Rémi: “This is an interesting question. CR is very recent in the Company and suddenly it has become a very fashionable term. The more we go public on our CR activities the more we create transparency, the more pressure there will be. In fact, it’s already here.”

Charlotte: “I think our most critical audience is our own children, the next generation. Children are asking questions about the environment, pollution and social concerns. They are very aware and they are impatient. They want to see results.”

21

Company training team, ArcelorMittal Stainless, Brazil

because there is still so much to do in Flat Carbon Western Europe! I was of course very pleased and honoured. I will try to bring what can be usefully adapted to my new responsibilities from my West European experience in terms of processes and management skills, while keeping the entrepreneurial spirit

“ Quite frankly, any company can come up with a policy or an aspirational statement... But the way that CR has evolved, you just can’t do that anymore...We have to justify our operational processes and performance.” Steve John, CR Manager reporting and SRI

Rémi: “Yes! But I also think the pressure will come from making our business ready for tomorrow’s challenges. We want to attract the best talent for our operations. We need to ask: ‘Why should they choose ArcelorMittal?’”

Charlotte: “People want to be proud of the company they work for. Since we are in Britain today, I like to use the analogy of what we call the ‘pub test’. If someone asks you in the pub after work: ‘Where do you work?’ how will you respond? Do you say that you work for a steel company or do you say you work for ArcelorMittal with great pride in your voice? When every employee is proud to say that they work for ArcelorMittal, we will have ‘cracked the nut’.”

Rémi: “The world needs steel. Growth is booming. But resources are scarce. There are problems in hiring people and finding good skills because of high competition. The CR proposition will provide us with a competitive advantage.”

Charlotte: “We need to help build the capacity internally and work with The Corporate University to incorporate CR thinking into our management processes, also in the communities in which we operate. This will help improve the Human Resources capacity.”

Q: What is your dream for ArcelorMittal in terms of CR? Where would you like to see our position in one year’s time?

Christiano: “Previously, I worked for CST in Vitória and ArcelorMittal Brasil in Belo Horizonte. I have always been very proud to work for these two companies because of their achievement in CR. I honestly hope that we can set very good CR standards in terms of transparency and credibility and build on the good experience in Brazil.”

Rémi: “I think the first question is one of transparency. How transparent do our executives want to be? How do they want to really transform this Company through their own responsibility to the business?”

boldfeature22

necessary in emerging markets and Greenfield projects.” - Christophe Cornier, Luxembourg. “Being a part of the apex executive team of a Fortune 500 company, the most admired steel company in the world, brings with it a huge responsibility. Shared Services will strive to knit ArcelorMittal even closer

Teacher and pupil at an ArcelorMittal sponsored school, Brazil

As a next step, we need to consider setting ourselves performance targets. What do we think is challenging for us as a business? What are our objectives? How strict or challenging can we be?” Steve John, CR Manager reporting and SRI“

Steve: “In the short-term, I would certainly agree on the transparency issue. I am confident that we will get praise for being transparent because our industry hasn’t been in the past; it fell behind a lot of other industries.

Long-term, I’d reinforce Charlotte’s comments earlier about empowerment. This job at the moment is incredibly difficult, but if you get buy-in from the rest of the Company, it becomes so much easier. All your aims and standards are set and are being done. Then it all starts to have a snowball effect. It becomes second nature, the culture of the Company.”

Charlotte: “I think that, not only are we here to build the infrastructure of the modern world, but it would be fantastic if in a year’s time everybody in the Company felt like we were transforming tomorrow’s society through our business. Because of our size and our impact on the world, we should be building tomorrow’s society and we should feel empowered to do so.”

Corporate Responsibility CompetitionCorporate Responsibility is a critical element of ArcelorMittal’s core business strategy. You can see from the example here the sort of in-depth conversation in which our corporate CR team gets involved. CR is a subject that arouses passion, and often, a desire to be involved in the process!

In this issue, boldspirit has provided a forum for our four-member corporate CR team to discuss openly what CR means to them individually and for ArcelorMittal. Some of the issues they discuss include; the business case for CR and the impact our activities have on customers, suppliers, employees, shareholders, communities and other stakeholders, as well as the environment. It is their role to consider carefully how ArcelorMittal can further help to transform tomorrow and improve the quality of life for us, our families and for the communities in which our Company has a presence.

Why is CR important for ArcelorMittal? Now, it’s your turn to be heard! Send us a 250 word maximum description of why you feel CR is important to ArcelorMittal and you could win a trip for two on an exciting luxury train journey. The ultimate destination will be tailored to where the winner lives in the world. For your entry, feel free to add examples of good CR in our Group, propose new ideas or make a sound argument for the value of Corporate Responsibility.

Send your answer to editorial@arcelormittal.com by September 30 2008. Full details of the competition are available at www.myarcelormittal.com

Good luck!

23

“ I think that, not only are we here to build the infrastructure of the modern world, but it would be fantastic if in a year’s time everybody in the Company felt like we are transforming tomorrow’s society through our business. Because of our size and our impact on the world, we should be building tomorrow’s society and we should feel empowered to do so.” Charlotte Wolff, CR Manager

Loading steel at ArcelorMittal Lázaro Cárdenas, Mexico

necessary in emerging markets and Greenfield projects.” - Christophe Cornier, Luxembourg. “Being a part of the apex executive team of a Fortune 500 company, the most admired steel company in the world, brings with it a huge responsibility. Shared Services will strive to knit ArcelorMittal even closer

boldtribute24On May 13 2008, Mr Mittal, our CEO and new Chairman, invited Joseph Kinsch’s closest collaborators to a surprise special celebration of his 47-year career in the steel industry. H.R.H. Prince Guillaume of Luxembourg and his wife, ministers, ambassadors, company directors, family and friends – over 120 guests in all – gathered to express their best wishes to Mr Kinsch as he stepped down as Chairman of ArcelorMittal.

A tribute to Mr Kinsch

together as a single company across geographies and products by moving towards a common ArcelorMittal way of doing things.” - Davinder Chugh, UK. Inspirational quotes submitted by you: “World class people making world-class steel!” - Frank Kapolka, Canada. “A good communications exercise is at the heart

25

together as a single company across geographies and products by moving towards a common ArcelorMittal way of doing things.” - Davinder Chugh, UK. Inspirational quotes submitted by you: “World class people making world-class steel!” - Frank Kapolka, Canada. “A good communications exercise is at the heart

“ When I was born, I realised that steel would have a strong presence in my life: I was born in Esch-sur-Alzette, the cradle of Luxembourgish steel, the son and grandson of steel workers. What I could not imagine at that early stage, was that I would not only be able to live first hand, but also participate directly in, the evolution of the steel industry.” Joseph Kinsch

Celebrating Joseph KinschAfter an illustrious 47-year career, Mr Joseph Kinsch, the ‘consolidator of the European steel industry’ was the guest of honour at a surprise celebratory party. On a balmy May evening at ArcelorMittal’s Luxembourg headquarters, Mr Mittal raised a toast to Mr Kinsch, thanking him for his contribution to ArcelorMittal and the steel industry.

“I know that I am speaking on behalf of all of my colleagues on the Board of Directors and all the employees of ArcelorMittal when I say that we will miss his Leadership and collaboration. The best way that we can respect the work he has done is by making sure that we build upon his sound foundations to ensure our Group’s continued success,” Mr Mittal said.

A life less ordinaryMr Joseph Kinsch enjoyed a sharply ascending career in the European steel industry, yet his colleagues remember him as having always kept his feet on the ground. He played a very pivotal role in the consolidation of the European steel industry. In his early years, the steel companies were national and state owned. As CEO, he broke these structures up and bought steelworks in Germany (Thürinen, Bremen), whereas national companies would have shut them down to keep the market-capacities clean.

In 1992, he became CEO of Arbed and restructured the company to make it internationally competitive. A highlight of his career was to merge Aceralia-Usinor-Arbed and to keep the headquarters of the companies in Luxembourg.

With 47 years of experience in the steel business, Mr Kinsch has a wealth of experience and an enormous knowledge of the history of the steel industry. In addition to his many career accolades, Joseph Kinsch is also Honourary President of the Union of Luxembourg Enterprises, Honourary President of the Chamber of Commerce of the Grand Duchy of Luxembourg and Honourary Consul of Brazil in Luxembourg. He is also a Doctor of Humane Letters, honoris causa, from the Sacred Heart University of Luxembourg.

Looking back, looking forwardAlthough the party on May 13 was to mark his retirement, Mr Kinsch said: “I have every intention of making myself useful in the future,” and indeed, there is much for him to look forward to, as he will still have an important connection to our Company!

Mr Mittal said at the ArcelorMittal AGM on May 13: “Joseph Kinsch has shown great Leadership since the merger. He has played a very important role overseeing our Company during the critical integration phase, where the vast experience he gained during his 47-year career in the steel industry was invaluable. I am pleased that we will not be losing all of his expertise as he has agreed to remain Chairman of the ArcelorMittal Foundation.

In my own relationship with him, I have greatly admired (and still) do his wisdom, wealth of knowledge and the support that he has offered. He is a true leader, a man who deserves to be proud to say that he was the Chairman of the biggest steel company in the world. Joseph Kinsch is living proof that ‘boldness changes everything’. He has been an outstanding asset to the steel industry and to the global economy.”

How do you sum up 47 incredible years in the steel industry? View the tribute video entitled: ‘The admirable career of Mr Joseph Kinsch’ on www.myarcelormittal.com

1961 Starts career at Arbed

1975Named Director of Accounting and Finance

1978Named Head of Steel Processing Firms

1985Joined Arbed Management Board

1992Named Chief Executive Officer

1993Named Chairman of the Board of Directors

1998Withdrew from daily management, but retained position as Chairman

He is a true leader, a man who deserves to be proud to say that he was the Chairman of the biggest steel company in the world.” Mr Mittal, Chairman and Chief Executive Officer“

boldnewsfromsegments26

ArcelorMittal China: a win-win situation

of every successful growth strategy.” - Aditya Mittal, UK. “We work for an amazing Company, one that has transformed the industry. Not many companies do that.” - Nicola Davidson, UK. “We believe in people and we want them to grow along with our Company.” - Bernard Fontana, Luxembourg. “We unite the

Did you know that ArcelorMittal was the first foreign steel player to have an important investment in a Top 10 Chinese steel mill? In this issue’s Asia feature, we focus on some of our activities in China. These naturally include steel production, but also our growing number of Corporate Responsibility activities, aimed at ‘transforming tomorrow’.

Our partnership with Hunan Valin – a bit of backgroundOur joint venture with Hunan Valin, one of China’s biggest steel producers, began in 2005. While Hunan Valin was seeking technical expertise and an international mindset, ArcelorMittal looked to Hunan Valin to increase its global positioning as part of our three-dimensional growth strategy. Two years on and the two companies have built a successful relationship.

Chairman Li Xiaowei of Hunan Valin has bold ambitions for the company. He would like to see it listed among the Fortune 500 companies within the next five years. Since the collaboration between ArcelorMittal, Hunan Valin’s core competitiveness has dramatically improved. The plant in Xiangtan sells heavy plates at a price now comparable to that of Baosteel.

The joint venture has granted Hunan Valin access to the international market where it can promote its cold and hot plates and tubes and wires, and to the Middle Eastern market for heavy plates.

“There have been important structural changes in Hunan Valin, for example in corporate governance and international practice. Hunan Valin has been able to absorb the mentality of international managers from ArcelorMittal,” says Chairman Li.

ArcelorMittal is helping improve the strength and status of Hunan Valin, located in South Central China. Logistics and access to raw materials are not always easy, and more so with the increased costs for raw materials. ArcelorMittal has been working closely with Hunan Valin to assist with the procurement of the necessary resources.

Transferring technologyArcelorMittal has transferred the technology to make ship plates, specifically the F40 grade. Hunan Valin is one of only a few producers of this grade in China – a very strong, high performing steel.

Hunan Valin is now producing certain long products and cold rolled motor lamination steel for motors and other similar applications using ArcelorMittal technology and supplies these grades to end-users from the United States.

ArcelorMittal also supports Hunan Valin in several additional areas, such as training, as well as the development of high quality, value-added products.

A commitment to Corporate Responsibility Corporate Responsibility is something that China has become increasingly conscious of and this refers to a wide range of activities and issues. CR in China is certainly a priority for ArcelorMittal, in terms of safety and environment, as well as community work.

“ China is a key area for ArcelorMittal. The country produces and consumes one third of the world’s steel,” says Gonzalo Urquijo, Member of the GMB, Responsible for China. “By sharing experience, technical know-how and management expertise with the Chinese steel industry, we participate in a market that has experienced fast growth with great opportunities.”

27

of every successful growth strategy.” - Aditya Mittal, UK. “We work for an amazing Company, one that has transformed the industry. Not many companies do that.” - Nicola Davidson, UK. “We believe in people and we want them to grow along with our Company.” - Bernard Fontana, Luxembourg. “We unite the

Hunan Valin, China

Golden Bee CSR China Honor RollChina is another example of where we are moving ahead with our Corporate Responsibility targets.

In 2007, the Golden Bee CSR (Corporate Social Responsibility) China Honor Roll was initiated by WTO (World Trade Organization) along with BASF (China) as an initiator and founding partner of the ‘Golden Bee’, and COSCO as another founding partner.

Enterprises were selected that have implemented CR well and are then regarded as a ‘Golden Bee’; the idea being that a company which spreads CR concepts and best practices through employees, supply chain and stakeholder engagement acts just like a bee spreading pollen.

The year 2007 was the first year of the award. Around 200 companies joined the competition. Amongst the 60 companies who were awarded a Golden Bee Award was ArcelorMittal China and amongst the 60 Golden Bee Enterprises, ArcelorMittal was the only steel company selected.

China Charity Ranking2008 is the fifth year of the ‘China Charity Ranking’ and the first year in which ArcelorMittal has joined the list where we were ranked number 8 amongst foreign companies. According to China Charity Ranking, in 2007 there were 325 companies whose donations went beyond 1 million RMB. In 2007, the overall donation of these enterprises reached 5.49 billion RMB. ArcelorMittal ranked 56th on the list, thanks to its 11.72 million RMB donation to Zhong Nan University in 2007.

In May 2008, ArcelorMittal pledged to donate over 1 million RMB to the Chinese Red Cross Foundation to help the relief efforts in China following the earthquake that struck Sichuan on Monday May 12. ArcelorMittal China and its employees donated 160, 000 RMB, complemented by a 900,000 RMB donation from the ArcelorMittal Foundation. This represents a total of 1,060,000 RMB.

In addition to the cash donation, ArcelorMittal is offering to design, technically support and build a new earthquake resistant school for the region. The local project team has started travelling to identify possible locations, and is currently in talks with design firms.

Commenting, Mr Mittal said: “On behalf of ArcelorMittal, I would like to express my deepest sympathies to all the people affected by this tragedy. As a responsible corporate citizen, ArcelorMittal is committed to offering further support to the Sichuan region for the reconstruction effort.”

Raymond Sze, GM Stainless China

Corporate Responsibility is something that China has become increasingly conscious of and this refers to a wide range of activities and issues. CR in China is certainly a priority for ArcelorMittal, in terms of safety and environment, as well as community work.

boldnewsfromsegments28

The Americas

world with the strength of STEEL.” - Kendal Northrup, Canada. “The difference between perseverance and obstinacy is that one often comes from a strong will, and the other from a strong won’t.” - Frank Tittle, USA. “Our greatest glory is not never falling, but rising every time we fall.” - Irina Radu, Romania. “We believe our

Attending the World Economic Forum in Cancún and perfecting a better way to convert iron ore into metal: it’s all in a day’s work for our Americas colleagues!

Self-fluxed pellets – a bold ideaSometimes, boldness means making decisions based on the ‘big picture’, something that the people at ArcelorMittal Mines Canada understand.

In 1985, the former QCM acquired Sidbec-Normines’ former pellet plant, and carved out a place as a quality international supplier of iron ore pellets. From the very start the plant had to be innovative to survive. This forged a culture of continuous improvement passed on from one generation of employees to another. Being innovative led to the development, with the help of the R&D team at the former Dofasco, of a new product: self-fluxed pellets.

Self-fluxed pellets put the plant on the map. The only problem: when looking at a certain aspect of the process, self-fluxed pellets seemed to require more energy to produce than sintering, the other way of converting iron ore to metal.

The big picture – fewer gases are releasedFortunately, instead of abandoning a worthwhile product, QCM considered this issue from a broader perspective. By looking at the complete steel life cycle – the transformation from iron ore to metal – self-fluxed pellets actually take less energy to convert to metal than sintering does. Thus overall, fewer gases are released when self-fluxed pellets become a part of the metal-making process.

Sticking with their bold idea has led to great gains for ArcelorMittal Mines Canada – and for the environment. Data has confirmed that their pellet plants are among the most efficient in the world in terms of energy consumption. Additional research into substitute additives in the pellet-making process means that, in future, the process will only get cleaner.

Which is good news for ArcelorMittal Mines Canada – and even better news for the world.

1In Latin America, our Company is the number one steel producer.

Sometimes, boldness means making decisions based on the ‘big picture’, something that the people at ArcelorMittal Mines Canada understand.

Self-fluxed pellets

29

world with the strength of STEEL.” - Kendal Northrup, Canada. “The difference between perseverance and obstinacy is that one often comes from a strong will, and the other from a strong won’t.” - Frank Tittle, USA. “Our greatest glory is not never falling, but rising every time we fall.” - Irina Radu, Romania. “We believe our

15%

World Economic Forum on Latin AmericaMembers of ArcelorMittal Americas’ Leadership joined top global leaders at the World Economic Forum on Latin America, held in April 2008 in Cancún, Mexico. Senior, global leaders from business, politics, government, academia, civil society and the media from 46 countries came together to explore Latin America’s economic role in a shifting global economy.

Lou Schorsch, CEO Flat Carbon Americas, PS Venkataramanan, Director General/CEO ArcelorMittal Mexico, and Neil Messick, Vice President, Government Relations for ArcelorMittal USA represented our Group at the Forum and took the opportunity to share more about our organisation’s strength and growth plans within Latin America.

Key strategic objectivesLou Schorsch was a panellist at two sessions, where he shared more about ArcelorMittal’s key strategic objectives in Latin America. These include, capturing growth opportunities, expanding our position in value-added markets/products, effectively coordinating slab sales and retaining a strong cost position.

Lou also discussed ArcelorMittal’s prospects for growth in the region, which accounts for 15% of the Company’s total production in 2007 (up from 9% in 2006). In Latin America, our Company is the number one steel producer.

Mining and Metals industry roundtable ArcelorMittal delegates also attended a roundtable discussion hosted by the Mining and Metals industry. The roundtable originated from the Mining and Metals industry meeting in Davos, where ArcelorMittal also was present in early 2008. Industry representatives engaged in a broader dialogue on the global scope of the industry

and on how to strengthen outreach to NGOs (Non-Governmental Organisations) that are interested in building collaborative partnerships with our industry.

The meeting of industry leaders in Cancún moved this debate into a Latin American context. How does the level playing field debate play out in Latin America? What are the main influencing factors from a corporate perspective of players from within and from outside of Latin America? What is the government view?

A better understanding of ArcelorMittal’s strength and goals Both PS and Neil met with key leaders, media and others in attendance to establish a dialogue and generate new working relationships that will serve to build a better understanding of our position within Latin America and globally.

“Attendance at such events as the World Economic Forum is important in that it provides us with an opportunity to begin, or continue discussions with senior political and business leaders on issues of importance to the company,” said Neil. “I believe we provided many of our fellow attendees with a better understanding of ArcelorMittal’s strengths and goals for growth in Latin America.”

“ I believe we provided many of our fellow attendees with a better understanding of ArcelorMittal’s strengths and goals for growth in Latin America.” Neil Messick, VP, Government Relations for ArcelorMittal USA

The Latin American region accounts for 15% of ArcelorMittal’s total production in 2007 (up from 9% in 2006).

From left to right: Prime Minister of Trinidad and Tobago, Patrick Manning, Lou Schorsch, Neil Messick, Andrés Rozental

Lou Schorsch and Ambassador Andrés Rozental, President of Mexican Council on Foreign Affairs

boldnewsfromsegments30

Sharing our passion for steelMore than 170 customers from Spain and Portugal attended Flat Carbon Europe’s first major customer meeting in Gijón, Spain on April 17-18 2008. One week later, more than 200 customers attended the customer meeting in Istanbul, Turkey. And on June 19 about 150 customers attended the customer meeting in Cologne, Germany.

These meetings demonstrate our commitment to these regions and present a great opportunity for our customers to continue the dialogue with ArcelorMittal on future market needs, strategy and innovative solutions.

The programmes included presentations about ArcelorMittal and its values; growth perspectives; services and capacity development; one face to the customer; the automotive industry; the e-business platform ‘SteelUser’; heavy plate; the Technical Client Team and R&D.

In his opening speech, Michel Wurth, GMB Member, Responsible for Flat Carbon Europe, underlined the importance of ongoing dialogue with customers: “The more we know each other, the more opportunities we will have for combined progress.”

In Turkey there was a lot of interactivity with the audience thanks to the lively Q&A sessions. The next customer meeting will be held on December 2 in Piombino, Italy.

An inspiring product rangeWhat exactly does ArcelorMittal’s Flat Carbon Europe produce? It would be a good question for a quiz programme and we can guess what your answer would be: “Just steel, that’s all.” But, you’d be wrong!

What we offer our clients is a whole range of products to meet all their needs and expectations. Excellent examples are the two new products ArcelorMittal is launching as a ‘world’s first’: DC07EK, a new steel grade for enamelling which, with its modern, angular lines, will be used for new designer-style bathtubs and Granite® Cloudy, a coated steel to give roofs the unique charm of Roman roof tiles.

A steel bathtub with a modern, angular lookDid you know that ArcelorMittal is the leading steel supplier for sanitary ware in Europe? This market is currently feeling the effect of competition from acrylic bathtubs. These can be manufactured in any shape or size at a reasonable price, and cheap imported steel bathtubs and shower trays are available at large DIY stores.In order to compete with up-market acrylic designer bathtubs, ArcelorMittal has developed a new steel for enamelling, DC07EK, with improved formability for severe deep drawing. Outstanding mechanical propertiesThe superior mechanical properties of DC07EK mean that it is also very suitable for domestic appliances, especially complex components such as oven cavities and cooking hobs. An extra advantage is that DC07EK also has excellent resistance to ‘fish scale’ defects.

Reduction of the Total Cost of OwnershipTCO (Total Cost of Ownership) is a phrase we are all going to hear more and more of in our global Group. At Flat Carbon Europe, we can offer our clients the advantage of a reduction of scrap rates by up to 10% on certain models that are difficult to stamp when made with DC06EK steel and a reduction of processing costs (one step fewer in the deep drawing process, no additional oiling prior to deep drawing, superior production rates and greater flexibility).

Granite® Cloudy... a roof that radiates charm!Want to know more about our range of products? Organic coated metal roof tiles have already been a familiar feature of the landscape for several years. They are durable, weather-resistant and resistant to time ageing, thereby reducing the overall cost of the building. Further advantages are that they are quick and easy to lay, reduce the weight of the roof structure and save energy.

These roof tiles offer architects great freedom of design by making it possible to construct curved structures, domes, low-pitch roofs, gables etc. The shape is a fundamental aspect of course, but the material itself and its appearance and colouring are almost equally important.

Special attention has been devoted to the aesthetic aspect of Granite® Cloudy, which is available in two contrasting colourways: Anticato, a dark brown which lends an attractive depth to the roof and Terracotta, a rosy beige which gives a luminous, warm radiance. Extremely durable resins have been selected to ensure that the attractive appearance of Granite® Cloudy remains unchanged over time. In addition, ArcelorMittal offers an automatic 10-year guarantee against corrosion and any peeling of the coating.

This product is free of chromium 6 and other heavy metals, and is fully in line with ArcelorMittal’s environmental policy.

Visit www.arcelormittal.com/fce for a virtual overview of our extensive range of products and their many attractive qualities.

What exactly does ArcelorMittal’s Flat Carbon Europe produce? It would be a good question for a quiz programme and we can guess what your answer would be: “Just steel, that’s all.” But, you’d be wrong!

employees and the local community are our main priorities and we are well aware of the responsibility we have towards them.” - Augustine Kochuparampil, Romania. “We are united in our values and thus we are second to none.” - Curtis Barrett, Canada. “Happy employees make happy steel.” - Joseph K Mauro Jr, USA.

Flat Carbon Europe

31

200More than 200 customers attended the customer meeting in Istanbul.

The more we know each other, the more opportunities we will have for combined progress.” Michel Wurth, Member of the Group Management Board“

employees and the local community are our main priorities and we are well aware of the responsibility we have towards them.” - Augustine Kochuparampil, Romania. “We are united in our values and thus we are second to none.” - Curtis Barrett, Canada. “Happy employees make happy steel.” - Joseph K Mauro Jr, USA.

Granite® Cloudy – Terracotta

Granite® Cloudy

Granite® Cloudy – Anticato

FCE customer meeting

Granite® Cloudy – Terracotta

What we offer our clients is a whole range of products to meet all their needs and expectations. Excellent examples are the two new products ArcelorMittal is launching as a ‘world’s first’: DC07EK and Granite® Cloudy.

boldnewsfromsegments32

Long Carbon Europe

“I have the chance to be in a function which exposes me to the cultural and geographic richness of our Group and which gives me a feeling of permanent personal development.” - Michèle Merle Beinat, France. “‘transforming tomorrow’ usually takes place in an environment of interaction between leaders and

Gijón delivers almost the totality of rails for high-speed tracks in Spain, with overall to-date deliveries of 440,000 tons worth some 300 million €.

A recent story that has captured people’s hearts is the long journey of the ‘Freedom Beams’ from Luxembourg to Ground Zero in New York. GMB Member Gonzalo Urquijo, Responsible for Long Products, spoke in Luxembourg at the unveiling of the Web TV Season II episode entitled: ‘Freedom Beams’. There, he commented that although we tend to think about R&D only in terms of flat products, the ‘Freedom Beams’, which are long products, demonstrate how our R&D runs across all segments!

Differdange beams for New York’s Freedom TowerBoris Donnay, Bob Manet and Lucien Weber are the proud representatives of the R&D, Production and Sales teams involved in the journey of the Differdange Jumbo beams from Luxembourg to their final destination: the Freedom Tower, one of the world’s most iconic buildings being constructed and New York’s symbolic and long-awaited replacement of the World Trade Centre. Their teams know what it takes to go from 100% recycled liquid steel to high-quality beams.

Boris’ Long Carbon Europe R&D metallurgy team is constantly optimising the production process and attributes of these Jumbos – basically developed 15 years ago – selecting adequate quality and process parameters for production and working on their user properties. The results are leveraged by the commercial and technical advisory departments for product promotion and customer information.

“The selection of Differdange to produce the sections of the Freedom Tower is a fantastic achievement. We can be more than proud of our Jumbos, a unique product standing for Sustainability, Quality and Leadership.”

Bob is an engineer at the Differdange Grey rolling mill, the only mill worldwide to roll these special sections. “The success of developing the adequate rolling technique for the Jumbos is due to the Grey mill’s experience in rolling beams since 1901 and to the close cooperation with R&D. This team spirit and the will to constantly improve make us meet the most difficult challenges. Even though rolling is routine for my Grey mill team, we are especially enthusiastic to roll Jumbos for the emblematic Freedom Tower.”

Lucien’s technical advisory team of Long Carbon Europe’s sales organisation Commercial Sections so far achieved bookings of 8,000 tons out of 12,000 tons. “It has been a great satisfaction in Luxembourg and in the States when we convinced the architect, designer and steel fabricator of the Freedom Tower of our Jumbos’ advantages in special high-strength steel, leading to highly resistant and slim elements within the supporting structure of the building. The combination of weight savings through high-strength steels and fabrication cost-savings through outstanding weldability properties without preheating clearly led to that choice.”

AVE-Haute Vitesse Gdansk deep-sea harbour Boris Donnay, Claude Thill, Lucien Weber

“ The selection of Differdange to produce the sections of the Freedom Tower is a fantastic achievement. We can be more than proud of our Jumbos, a unique product standing for Sustainability, Quality and Leadership.” Boris Donnay, R&D Production and Sales team

33

Tons of rails to be used for the high-speed train line in Spain.96,250

“I have the chance to be in a function which exposes me to the cultural and geographic richness of our Group and which gives me a feeling of permanent personal development.” - Michèle Merle Beinat, France. “‘transforming tomorrow’ usually takes place in an environment of interaction between leaders and

Belval sheet piles for giant Polish container terminalThe first construction phase of Poland’s biggest deep-sea harbour has been completed in Gdansk. The new terminal has a yearly container handling capacity of 500,000 units. Its quay wall consists of 9,600 tons of sheet piles rolled in Belval, Luxembourg in a special steel grade for improved corrosion resistance.

The large 325m wide pier is the terminal’s main feature. With a quay length of 650m, the quay wall of the western side of the pier is made up of a tied-back combined HZ/AZ sheet pile wall. Length of the HZ load bearing elements ranges from 23.3m to 28.3m, the longest ever installed in Poland. The eastern breakwater consists of a one kilometre long tied-back AZ sheet pile wall. A 50m long and 16.8m large finger pier made of a HZ/AZ combined wall was installed at the deep end of the terminal.

More than five million cubic metres of sea bed were moved to create an area of 44 hectares in between the harbour’s sheet pile walls. A load-relieving platform was installed on top of the king piles. A concrete deck slab completes the structure. A 190,000

square metre onshore logistics area with administrative buildings, workshops and storage halls was constructed right next to the terminal.

Gijón rails for Spanish high-speed trainThe Gijón rail mill – sole producer in Spain and one of the select few in the world producing rails matching the requirements of high-speed tracks – has been awarded an additional 77 million € contract for the Alta Velocidad Española (AVE): 96,250 tons of rails will go to the construction of the East coast high-speed corridor, connecting Madrid with Valencia, Alicante, Murcia and Almería by 2009.

Considering former orders, Gijón delivers almost the totality of rails for high-speed tracks in Spain, with overall to-date deliveries of 440,000 tons worth some 300 million €. This clearly stresses the quality and rigor met by the Asturias plant in rail fabrication and highlights its contribution to the ambitious Spanish railway infrastructures programme. Besides AVE, Gijón rails are also used for high-speed tracks in Belgium, France, Germany, Portugal, Saudi Arabia and Turkey.

Learn more about the Gijón rail mill on page 40.

Rails for AVE Carril

Artist’s conception of the Freedom Tower, New York

The first construction phase of Poland’s biggest deep-sea harbour has been completed in Gdansk. Its quay wall consists of 9,600 tons of sheet piles rolled in Belval, Luxembourg in a special steel grade for improved corrosion resistance.

boldnewsfromsegments34

Steel Solutions and Services

visionary thinkers.” - Dirk Matthys, China. “Everybody is very proud to be a part of this project for such an important building in America [the Freedom Tower].” - Bob Manet, France. “Leading by example means committing personally to H&S rules and regulations globally and in our specific workplaces.” - Mr Mittal.

Steel Solutions and Services is the world’s largest steel distributor and processor occupying the first position in Europe and leading, or occupying, strategic positions in the rest of the world. Projects Oil and Gas is a Business Unit operating in International Development within Steel Solutions and Services, and is managed by Kees Schoemaker, CEO.

Projects Oil and GasOil and Gas’s mission is to be exclusive and specialised for the worldwide supply of structural steel to the oil and gas industries. Our business acts on four main markets: upstream (offshore), petrochemical and industrial facilities, LNG terminals and civil construction (Steelframing).

What is Steelframing? Steelframing refers to large-scale international civil projects such as football stadiums, bridges and container cranes, etc.

Our customers are international and belong mainly to the categories of fabricators, oil and gas companies and engineering companies for which our steel is involved in the fabrication of vessels for oil and gas shipping, oil and gas platforms, LNG (Liquefied Natural Gas) projects and refineries, among other things.

We provide innovative solutions from mill rolling or from stock with a combination of different product types (plates, beams, bars, tubes, rebars…). But we also provide a combination of services, like cutting, bending, rolling, as well as additional logistical services such as testing, storage, and project management.

A proud and talented team Following international projects of such types requires a level of organisation in project teams that will ensure a careful follow up of the projects. These teams are fascinated by the projects they are in charge of. Every single day, they concentrate their talents in several areas, enabling the Company to manage progress monitoring and reporting, relations with subcontractors, scope and change control, consulting, quality control and inspection, document control, processing storage and handling, right up to transport and logistics.

Our head office based in Rotterdam is being developed as a competence centre working with our offices based in Kuala Lumpur, Singapore, Rotterdam, Dubai and Toronto. As we work together to create synergies with the different ArcelorMittal business units, we are proud to play an active role and involve our steel in the mega projects that are transforming the world for generations to come. The Canaport LNG project, which combines ArcelorMittal’s Projects with ArcelorMittal Long Carbon rebars and Industeel, which supplied 9% nickel plates, is one such project.

What is LNG? Liquefied Natural Gas, or LNG, is the liquid form of natural gas. It is a clear, colourless, non-toxic, clean burning fuel. It is taken out of the ground as natural gas, and becomes a liquid when it is chilled to -162 degrees Celsius.

The cooling process reduces the volume of natural gas by more than 600 times, making it easier and safer to store and transport. The process of liquefaction allows for an easy way to transport the once-stranded fuel to distant destinations.

Today, LNG is exported from Trinidad and Tobago, Australia, Algeria, Nigeria, Egypt, Indonesia, Malaysia, and Qatar as well as the USA, to supply the growing energy needs and demand of markets worldwide.

Kees Schoemaker, CEO, Projects Oil and Gas

“ The competitive advantage of ArcelorMittal’s Projects Oil and Gas is that we are able to offer a complete package to our customers considering every single item regardless of quality, type, quantity or delivery time.”

35

visionary thinkers.” - Dirk Matthys, China. “Everybody is very proud to be a part of this project for such an important building in America [the Freedom Tower].” - Bob Manet, France. “Leading by example means committing personally to H&S rules and regulations globally and in our specific workplaces.” - Mr Mittal.

CanaportCanaport LNG is a terminal in Saint John, New Brunswick, Canada built to receive and regas LNG. Once it is operational, Canaport LNG will be the first LNG importing terminal in Canada, serving domestic Canadian markets as well as other North American regions.

The Canaport project is located onshore and offshore. Onshore components consist of the LNG tanks and the regassification equipment that will convert the LNG to a gaseous state, so it can be piped underground to customers as natural gas. Our customer, SNC CENMC came out from a joint venture between SAIPEM in France and SNC Lavallin in Canada. This CJV Company, created for the project, will involve our steel in the construction of these tanks.

The offshore component consists of the jetty, a metal support structure with a concrete deck that allows LNG ships to dock and unload LNG via pipes that carry it to the onshore tanks. Another customer, Kiewit and Sons, is an American company located

in Newfoundland, North East Canada that will use our steel for the making of the jetty and piles. The steel jetty rests on the ocean floor and supports the pier deck thanks to sixty 1,220mm diameter piles.

The project started in 2006 and the facility should be able to operate by the end of 2008, thus becoming the first LNG regassification plant in Canada. The aim of the project is to supply natural gas to Canadian and American markets. The distribution will be done via a pipeline network of which the capacity will be 28 million cubic metres (one billion cubic feet) of natural gas a day!

As we work together to create synergies with the different ArcelorMittal business units, we are proud to play an active role and involve our steel in the mega projects that are transforming the world for generations to come.”“

Projects Oil and Gas key figures:Shipments:

166KT

Net turnover:

155million €

EBITDA:

10.7million €

Headcount:

53persons

Canaport LNG

ArcelorMittal’s global Health and Safety Day is our unique annual event that focuses on our Group’s number one priority – Safety.

boldsafety36

The Health and Safety Day, designed to raise awareness of the issues that are critical to our Group, was rolled out around the world in 2008 on March 6 under the banner of: ‘A step forward in leading by example’. The carefully chosen theme represented a call to action and a deepening of our global commitment – across all levels and geographical ranges of our Company – towards improving our H&S record.

Analysis of the day and follow-up of the commitments are an essential part of the programme. Due to the size of our Group, it is impossible to report on all of the events. Thus, we chose a select few to highlight the depth and range of the activities and of our collective ambition. We also wanted to remind ArcelorMittal colleagues around the world of the key elements necessary in order for us to significantly better our H&S Results.

Two aims of H&S Day 2008: standards and auditsDavid Sadler, VP, Health and Safety for CIS, Africa and New Projects says, “The best thing we can do is to have effective standards and ensure that they are understood and followed. Part of the motivation behind this H&S Day was to commit to following some key operational standards for controlling high risk work such as working at heights, working in a confined space, isolating equipment and working on railways.”

Feedback from our plants around the world was very positive: the day passed with serious involvement by ArcelorMittal people and the key safety rules were properly dispatched.

One of the elements most highlighted across our Group was the shop floor audit, a process whereby leaders can observe and become involved in two-way conversations about safe work with employees. “We have set a standard for minimum frequencies of audits as shown,” says David.

John Macnamara, our newly appointed VP, Global Health and Safety, and invitee to the Management Committee, says that one of the most important types of audits is the ‘layered evaluation’: “Where leaders are reviewing the Health and Safety standards and work practices directly with the people they are responsible for.” These are audits conducted by senior managers at each level down the line, together with their direct reports.

“March 6 2008 will remain in our Company as the ‘D-Day’ for getting every ArcelorMittal employee committed to know, follow and apply the safety standards our safety experts have established,” says Pierre Gugliermina, Chief Technology Officer. “On the same day, all managers entered into the engagement to lead safety shop floor audits on a regular basis. Respecting these two commitments in a professional manner means that we are entering into a virtuous cycle for improving our safety performance.”

Activities and commitments around our worldLocations around the world understood well the theme and outline for H&S Day 2008 and often adapted the guidelines to suit local needs.

For example, at our Piombino Site in Italy, a workshop was conducted on six main topics: Fair Play, Leading in Action, Training and Sharing, Isolation, Cranes and Lifting and Emergencies. One of the highlights of the day was the shop floor audit training, which organised four groups visiting four areas; Water Treatment, Organic Coating Lines, Galvanising Line 2 and Galvanising Line 4. The audit participants consisted of Management Committee Members, local authorities and Union Representatives. During the audit, these groups also visited stands prepared by each department.

“Make the most of our Health and Safety Day!” - Delphine Bastien, UK. “Safety, reliability and quality are like a relay race: if we drop the baton in any area, we all lose the race.” - Mark Mainprize, Canada. “Safety doesn’t happen by accident. Practice is required.” - Cold Roll Products Safety Team, Canada. “Did you

Every day is Health and Safety Day

François Pelletier, ArcelorMittal Mines Canada

Indiana Harbor, USA

Department stands, Piombino, Italy

Zenica, Bosnia

This is the sort of practical exercise involving a cross section of committed people at all levels that the H&S Day planning committee had envisioned.

The same approach was taken at ArcelorMittal Warszawa, in Poland, where three shop floor H&S audits were conducted by senior management and 16 audits were conducted by middle level management.

Leading (and being led) by exampleThe theme of ‘A step forward in leading by example’ was adapted in ArcelorMittal Indiana Harbor. There, Brian Black, Division Manager gave an H&S Day presentation on their Sinter Plant’s achievements (in regards to their Blast Furnace Numbers 5 and 6), which have gone on to win a Performance Excellence Award.

In 2007, compared to the 1999-2006 composite, their department achieved a 76% improvement in OSHA (Occupational Safety and Health Administration recordable incident rate), a 74% improvement in LWDC (Lost Work Day Case rate) and a 95% improvement in severity of LWDC

How did these improvements occur? Via a revitalisation of the departmental safety focus and partnership. “Great success has been achieved as a direct result of empowerment, inclusion and support of all employees,” says Brian. “There was a cooperative shift in employee focus and morale towards safety.”

Tom Hargrove, the Local 1010 President, commented on the achievement by saying: “This achievement is proof positive that change can happen when you lead by example and really care about people. From the worst to the best in safety is quite an accomplishment.

It came about by the Manager and the department Grievance Committeeman working together and ‘walking the talk’. As time went on, people started believing that this is for real, that finally someone truly cares, and the culture starts changing.”

At Québec Cartier Mining, now changed to ArcelorMittal Mines Canada, 2008 was the first time it took part in our Worldwide H&S Day. In QCM’s case, the entity was led by our Group’s example, and seized the opportunity to institute a major shift in its corporate culture, making H&S a top priority.

“When it comes to Health and Safety we’ve been stagnating for almost fifteen years,” explained François Pelletier, Québec Cartier President and CEO in a March 2008 press release. “We needed to make a serious effort quickly, to bring Québec Cartier into line with the drive towards excellence in occupational Health and Safety we see growing day by day within the ArcelorMittal Group.”

Immediate actions included a pre-H&S Day Summit that brought together senior managers, prevention representatives and members of the union executive. This provided an excellent opportunity for QCM to take stock and clearly define the expectations of the management team, as well as everyone’s roles and responsibilities. On the day itself, Québec Cartier launched its new Health and Safety Policy.

The next step? “Translating words into actions,” declares François. “Setting targets and goals is of course essential, but it’s not enough. Once we’ve made sure all levels of the organisation are on the same wavelength, we will have to implement the established corporate strategy and bring about a change in our attitudes, behaviour and management priorities. That means a fundamental shift in the corporate culture.”

Engagement at the topBringing about a shift in corporate culture across our Company means engagement at all levels, especially a clear commitment from the top. To this end, our GMB (Group Management Board) and MC (Management Committee) make Health and Safety the first item on their agenda at every Board meeting. In addition, all GMB and MC Members attended H&S Day events all over the world.

We have included one such event as an example. GMB Member Gonzalo Urquijo headed to Bosnia for H&S Day 2008 accompanied by David Cowan, VP Internal Communications, who recorded a diary of the events (see next page).

37

“Make the most of our Health and Safety Day!” - Delphine Bastien, UK. “Safety, reliability and quality are like a relay race: if we drop the baton in any area, we all lose the race.” - Mark Mainprize, Canada. “Safety doesn’t happen by accident. Practice is required.” - Cold Roll Products Safety Team, Canada. “Did you

March 6 2008 will remain in our Company as the ‘D-Day’ for getting every ArcelorMittal employee committed to know, follow and apply the safety standards our safety experts have established.” Pierre Gugliermina, EVP and CTO“

“ Health and Safety Day 2008 was a call to action so that we could all take ‘Together, a step forward’ and improve our worldwide Health and Safety performance.” David Sadler, VP, Health and Safety for CIS, Africa and New Projects

Who

Senior managers (CEOs, COOs)

Middle managers

First line managers (Supervisors)

Corporate Senior Management

Minimum frequency

1 evaluation/audit/month (at least 50% must be layered)

1 evaluation/audit/week (at least 50% must be layered)

4 shop floor audits/week

1 evaluation/audit/month or every site visit (at least 50% must be layered)

Frequency of recommended audits

“ We needed to make a serious effort quickly, to bring Québec Cartier into line with the drive towards excellence in occupational Health and Safety we see growing day-by-day within the ArcelorMittal Group.” François Pelletier, ArcelorMittal Mines Canada, President and Chief Executive Officer

boldsafety38

Feedback from our plants around the world was very positive: the day passed with serious involvement by ArcelorMittal people and the key safety rules were properly dispatched.

realise there is no ‘I’ in ‘Teamwork’? Personal development happens when a team succeeds!” - Juan Pablo Minoprio, Luxembourg. “We want to listen to you, to understand what your requirements are for the future, so that we can build together and service the growth in the market.” - Michel Wurth, Luxembourg.

David’s diary of Health and Safety Day in Bosnia4.30am. Yet another early rise! Time to head to Luxembourg airport and an early flight to Sarajevo.

Upon arrival at Sarajevo Airport, we are the first flight in and greeted by snow, and by possibly the world’s most cheerful immigration police! The lady teaches us to say “good morning” and “thanks” in Bosnian. Learning these words in any language is always a good start.

A car takes us to Zenica. As the car starts off Gonzalo reminds me to do up my seat belt. Safety starts here! I remark that I should travel with Gonzalo more often because of how cheerful our welcome was at the airport; he claims it is his Spanish charm!

The journey takes a little over an hour due to the snow. There is some distinctly unsafe driving on the roads. Don’t they know it is Health and Safety Day? Thankfully our driver does.

No time for coffee. We go straight into the conference, where there are around 100 of our people, plus Bosnian TV and guests waiting for the 10am start. We start just on time.

Any notion that Health and Safety is a PR stunt is quickly dismissed as the first speaker explains that the record in Bosnia is not up to the standard they expect for themselves.

Another poignant moment: during the Health and Safety awards, one is presented to an external contractor; a reminder that we have to set standards for outside people to commit to as much as for ourselves.

Outside, we are treated to a demonstration of putting out a fire and treating an injured worker, which involves the local emergency services, who have agreed to support the day.

Time for the official tour, which takes nearly two hours. Gonzalo and I are given an explanation of the detailed workings of the site. Health and Safety measures are pointed out along the way. Pride of place, however, goes to the new blast furnace, due to be fired up in late spring/early summer 2008. It’s not often you get to put your head in a blast furnace and look inside! Only when it is off, and therefore safe.

The day ends with lunch for all employees.

Perhaps the striking memory of the day is that this site was closed for 16 years due to civil war, and it now has been moving towards full capacity since its reopening. Because skills were lost during that period of inactivity, there is a huge training challenge for the site.

It is great to see, however, what impact our Company can have on countries that are recovering from terrible tragedies like a civil war. The site takes up half the town, and the other half is where the workforce lives. Clearly, ArcelorMittal success means a lot to the local community.

Left and centre: Health and Safety Day, LuxembourgFar right: Inox, Brazil

Health and Safety everydayOn March 25 2008, the GMB praised the good work done by the corporate team and all of the units with a strong reminder that, while a dedicated day helps to raise awareness and give emphasis to this critical issue, H&S is a daily concern. We must remain constantly vigilant.

Already considering the next step forward for our Group, it was decided at this same GMB meeting that copying best experiences from the best sites with a particular focus on testimonies from victims and families should be the guidelines for next year’s exercise, as testimonies and relatives’ experience can be a very powerful tool to raise additional awareness. Also, sites should invent their own means and messages adapted to the local situation. Let the preparations begin…

Did you know that essentially, everyone at ArcelorMittal who is properly trained and who cares about safety can do a safety audit? Want to know more about shop floor audits and Layered Evaluations? Go to www.myarcelormittal.com

Are you interested in seeing more reports about Health and Safety Day 2008 from around the world? Go to www.myarcelormittal.com/healthandsafety

On May 14 2008, our GMB members announced a strong set of

financial numbers for the first quarter 2008 via a live video webcast.

realise there is no ‘I’ in ‘Teamwork’? Personal development happens when a team succeeds!” - Juan Pablo Minoprio, Luxembourg. “We want to listen to you, to understand what your requirements are for the future, so that we can build together and service the growth in the market.” - Michel Wurth, Luxembourg.

On the right track to delivering sustainable valueWith all results up from Q1, 2007, and even higher results expected for Q2, 2008 begins with full confidence in the logic of our strategy. We achieved an EBITDA* of 5.0 billion US$, up by 16% compared with the Q1 2007, and captured 1.6 billion US$ of synergies as expected, demonstrating the strength of our position in the global steel market.

Commenting, Mr Mittal, Chairman and CEO, said: “ArcelorMittal has again delivered a strong set of numbers for the quarter. Despite global economic uncertainties, we are continuing to see strong demand for steel and a healthy pricing dynamic. This global demand is supported by the continued industrialisation of a number of key, emerging economies and ArcelorMittal is well positioned to continue to take advantage of these dynamics.”

As expected, during the first months of the year, prices for key raw materials, particularly iron ore, coal and coke, increased sharply. While some of these cost increases are being passed along to customers, in some areas their impact has had an effect on our operating results. However, our Company is well prepared for such circumstances through our integrated business model and our diversity in terms of geography.

Important steps have been made in our three dimensional growth strategy, with new or completed transactions announced in Argentina, Brazil, China, Costa Rica, Egypt and Venezuela. Our value chain is also enhanced with new mining initiatives announced or completed in Russia, Mozambique and South Africa.

“The outlook for the global steel industry remains healthy due to strong global demand. This is in spite of weaknesses we are seeing in the USA, driven by the rapid industrialisation of the rest of the world in China, Russia, India and Brazil,” says Aditya Mittal, Chief Financial Officer (CFO).

“We expect EBITDA* in the second quarter to exceed 6.5 billion US$, largely on account of strong demand for our products across all regions,” adds Mr Mittal.

An admired companyWith the merger synergies captured as expected, it is clear that we are successfully working together as one global Company. We can all feel proud about this news, as it is the result of the quality of performance and the consistency of efforts from each and every ArcelorMittal individual.

“Today, less than two years after the merger, not only can we say with confidence that we are a good company, but also that we are the ‘Most Admired Company’ in the Metals sector,” Mr Mittal announced.

boldbusiness 39

5.0bn

5.0 billion US$: ArcelorMittal’s EBITDA* for the first quarter 2008, up 16% on first quarter 2007.

Our new seven member Group Management Board

Q1 highlights

29.8Sales generated in billions of US$, up 22% on Q107

29.2Shipments in millions of metric tons

5.0EBITDA* in billions of US$, up 16% on Q107

2.4Net income in billions of US$

2.0Cash flow from operations in billions of US$

1.0Capital expenditure in billions of US$

2.6Total return to ArcelorMittal shareholders in billions of US$

1.6Merger synergies achieved in billions of US$

*EBITDA: Operating income plus depreciation and impairment.For more complete financial information and up-to-date press releases: www.arcelormittal.com

boldfocus40

The ‘natural paradise’ of Spain’s Asturias is the home of two factories that produce 30% of the heavy plate for windmill towers and 25% of the steel for ships in Europe.

One day at the site of... ArcelorMittal Asturias

‘Asturias, paraíso natural’ (‘Asturias, natural paradise’) is the tourist slogan of this region in the North West of Spain. When seeing it from the sky, one understands how it earned its name, with its never-ending green fields, snowy peaks and abrupt coasts. Underneath the earth, rich mineral resources abound in a land with a tradition of mining and steelmaking, inherited by ArcelorMittal.

Many years ago, our Group’s two factories in Asturias were competitors: one, in Avilés, constructed in the 50s, belonged to the State. The other, in Gijón, was a private initiative born at the worst moment for the steel industry: during the crisis of the 70s. Both soon became part of the same organisation.

Today, it is difficult to find someone in Asturias who doesn’t know someone working at ArcelorMittal. Our logo is already proudly displayed on hundreds of signs and posters around the two sites.

Visiting the integrated facilities of ArcelorMittal Asturias involves taking a tour throughout the entire steel production process, from the coal yards to the organic coating line.

Among the stars of the wide range of products supplied by our Asturias sites are heavy plates and rail. Around 30% of the windmill generator towers and 25% of the ships in Europe are constructed with our Asturian heavy plates.

Spanish high-speedBy 2010, Spain will have the largest high-speed rail network in the world, with 2,230km of track. Our facilities are very much involved in achieving this milestone: ArcelorMittal Asturias is providing all the rails used for the AVE (Alta Velocidad Española – Spanish High Speed Network) and has also recently supplied rails for our Liberia project.

Jaime Prieto, rail mill operator at our Gijón factory, is one of the many colleagues who is making all this possible. We met him at the first of the three control cabins in the mill, where he has been “machacando fierro” (bashing iron), as he says in the Asturian dialect, for 35 years. The rails he was rolling on the day of our visit were to be shipped to Greece. Gijón is also exporting rails to Saudi Arabia, Germany, France, Brazil and Algeria, among others.

Next, we went from the large and powerful mill, to the modern organic coating line of the Avilés plant. Here, coils undergo the last process in the series of finishing operations: a chemical treatment including the application of a colour coating. Isabel Atienza and Susana Noya are two of the 75 employees of the line, where the average age is only 33.

What is the most common colour that customers request? “The most requested colours in resin-based polyester type paint are, in this order, G9106 Pyrenees White, G8701 Red Tile and G9006 Aluminium Grey,” Susana says. “One of the things I like most about my job is that there is no such thing as a routine, we are always on the move,” explains Isabel, who has just become a mother for the third time.

Health and Safety – a top priorityAt the organic coating line, there has not been a lost-time accident for five years! This is a reason to be very proud. Health and Safety in Asturias, as elsewhere in our Group, is the first priority. At the entrance of every line, mill or plant, 400 posters displaying an employee wearing safety equipment remind our colleagues that every area has its own protection. This is one of the measures that Asturias is taking to improve its safety record even further. “I am convinced that all of these efforts will help us achieve the figures that we need,” states José Manuel Arias, Site Manager ArcelorMittal Asturias.

So all in all, does the future look bright for Asturias? “We have the potential to continue growing and a good basis to increase our production capacity,” José Manuel says.

“People are the essence of our Group. Since the beginning we have been paying attention and trying to understand the world we are living in and to the impact that we may cause to the environment.” - José Armando Campos, Brazil. “Creativity and innovation will obviously remain the drivers for the business of tomorrow,

Underneath the Asturian earth, rich mineral resources abound in a land with a tradition of mining and steelmaking, inherited by ArcelorMittal.

At the organic coating line, there has not been a lost-time accident for five years! This is a reason to be very proud.”“

41

“People are the essence of our Group. Since the beginning we have been paying attention and trying to understand the world we are living in and to the impact that we may cause to the environment.” - José Armando Campos, Brazil. “Creativity and innovation will obviously remain the drivers for the business of tomorrow,

30%

Around 30% of the windmill generator towers and 25% of the ships in Europe are constructed with heavy plate from ArcelorMittal Asturias.2,230km

By 2010, Spain will have the largest high-speed rail network in the world, constructed with ArcelorMittal steel.

ArcelorMittal Asturias Facts and figures First industrial employer in Asturias, with 6,700 employees (including Packaging) and 2,700 contracted workersArea: Avilés factory: 6.2km2; Gijón factory: 5.8km2

Both plants linked by a private rail line of 12km A total network of 180km of internal rail lines An 8km conveyor belt transports raw materials from El Musel harbour to the ore and coal yards of the Gijón factoryCombined annual production (budget): 4.1 million tonnes Products: flat carbon steel and coated products (hot rolled coil, galvanised sheet, tinplate and organic-coated sheet) in Avilés; flat carbon steel (heavy plate) and long products (rail and wire rod) in Gijón Trasona, one of the three reservoirs of ArcelorMittal Asturias, will host the Canoeing World Championship in 2010

Our Avilés factory is located on the right bank of the Avilés estuary

La Granda, one of the three reservoirs of ArcelorMittal Asturias

Jaime Prieto, rail mill operator at our Gijón factorySusana Noya and Isabel Atienza, from the Quality department of the Avilés organic coating line

Capturing the spirit of boldness

In May 2008, our new global advertising campaign was launched! ArcelorMittal has gone beyond steel and captured the spirit of boldness, by showing how we can achieve great things with our corporate spirit.

In the very first wave of our new campaign in May 2008, four initial advertisements appeared in major publications around the world (including Time, the Economist and the Wall Street Journal) focusing on such important topics as recycling, safety and energy.

We have already been named the ‘Most Admired Company’ in the metals and mining category by Fortune magazine. This is something of which we can all be very proud. It is our collective hard work, and the boldspirit that runs through our global team – from the Group Management Board to every person at every location in over 60 countries – that has made this achievement possible. But we must not rest on our past efforts! There is still so much more that we can do.

The new campaign captures in images and stories how we are building the infrastructure of the modern world and in what areas we are playing an important role in ‘transforming tomorrow’.

“If we want to be perceived, not only as a big company but as a great company, we need to show our stakeholders what our driving force is and what we stand for,” says Nicola Davidson, VP, and Head of Corporate Communications. “That is what our advertising campaign is all about. It’s an idea that lies at the very heart of our Company’s culture. We want to remind people that we stand for more than steel, that what unites us all most is a desire to achieve great things together in business and in life.”

Boldness secret ingredient advertising campaign

boldcommunications42

In 2007, with our first advertising campaign ‘boldness changes everything’, almost 25 million people worldwide viewed the print campaign and more than one million people clicked on the online banners!

which will also show respect for their natural and social environment.” - Mr Kinsch, Luxembourg. “It is through Leadership that we will achieve Quality and Sustainability, and it is through the education and the pursuit of performance excellence that we will breed a generation of leaders for tomorrow.” - Mr Mittal.

“ We want to remind people that we stand for more than steel, that what unites us all most is a desire to achieve great things together in business and in life.” Nicola Davidson, VP, and Head of Corporate Communications

The making of the advertising campaign Nicola Davidson

Aiming even higher in 2008…Our new campaign conveys a single message: “boldness is the secret ingredient to ‘transforming tomorrow’”. The basic situation: ‘Today + boldness = Tomorrow’ demonstrates the magic of boldness and makes it happen through concrete examples.

“If last year we successfully ‘captured the boldness’ by referring to universal examples of bold achievements, now in our new ad campaign we want to demonstrate ArcelorMittal’s own boldness and how it contributes to our different stakeholders,” explains Stefan Schwarz, Deputy to the VP and Head of Advertising.

The making of the campaignUsing a simple and straightforward way of symbolising our contribution, four initial ads were prepared by advertising agency TBWA Corporate, the team which helped us develop the campaign. Creative Director Jean-Charles Davin explains that the campaign is designed to be flexible and regionally adaptable. New advertisements can be created within the same model through inspired collaborations.

Interactive and collaborativeThe roll-out also includes a dedicated section at our award winning ArcelorMittal Web TV with interviews of our ArcelorMittal colleagues, industry experts and clients discussing the issues and topics related to each advertisement. The most recent awards garnered by this interactive and collaborative website include First Prize at the Intrablog Enterprise in 2007 and Corporate Prize at the European Festival of Responsible Communication. In addition, Connected Pictures, the agency who films Web TV, were also the recipients of a silver award at the IVCA (International Visual Communications Association).

“Currently on the website you can see live interviews with specialists in relation to each of the first four ads,” says Stefan. “These case studies represent the positive impact we are having on the world.”

“They tell the story of boldness in action,” adds Stefan. “As with last year’s campaign, the objective remains to inspire people to imagine their own boldness and carry their creative thinking forward.”

“For example, along with the first ad, the website showcased Rémi Boyer, VP, Corporate Responsibility, who speaks about how steel is one of the most recyclable products you may find in basic materials in the world.”

A second story on the website has Jean Luc Maurange, who is responsible for ArcelorMittal’s worldwide automotive segment, speaking about how our Company is focused on building a win-win relationship with our automotive customers centred on the development of steel solutions that create value and help them meet their green needs, costs constraints and safety standards.

Keep a look out… new and creative adaptations, based on the concept of our boldness, will continue to appear in media around the globe.

Don’t forget to check out a special new section dedicated to our ‘secret ingredient’ at www.arcelormittal.tv

43

which will also show respect for their natural and social environment.” - Mr Kinsch, Luxembourg. “It is through Leadership that we will achieve Quality and Sustainability, and it is through the education and the pursuit of performance excellence that we will breed a generation of leaders for tomorrow.” - Mr Mittal.

From left to right: images from the making of the advertising campaign

Our new campaign conveys a single message: “boldness is the secret ingredient to ‘transforming tomorrow’”. The basic situation: ‘Today + boldness = Tomorrow’ demonstrates the magic of boldness and makes it happen through concrete examples.

The first of four ads in the advertising campaign – see back cover of this issue for the real thing!

Aditya Mittal: CFO on CNBCOn April 15 2008, Aditya Mittal was featured on CNBC’s ‘The Leaders’, a regular filmed report hosted by Simon Hobbs. Previous interviewees have included the CEO of British Telecom, the Chairman of Citigroup and the EU Competition Commissioner.

In a candid half-hour interview, Aditya spoke openly about the challenges and pressures of being the CFO of the largest steel company in the world, highlighting, amongst other things, his first and his biggest projects: arranging the public listing of ISPAT International more than 10 years ago to, more recently, conceiving and completing the merger between Arcelor and Mittal Steel.

In terms of Leadership style, Aditya spoke about inspiring others to give 110% and about avoiding micromanagement: “I want everyone around me to give their best; I don’t micromanage. I want everyone to have a sense of entrepreneurship and speed, because that is the essence of ArcelorMittal.”

Aditya also discussed the impact his name and relative youth have in terms of the way he is perceived – especially as, at 32, he is often much younger than many of the people with whom he does deals! “Over time,” he said, “you win critics over. You win them over because of your performance.”

With 35 acquisitions completed last year, Aditya has proven that, even post-merger, there are still many deals to be done. Furthermore, this flurry of deals suggests the special opportunity his relative youth provides: to be groundbreaking. “Every generation comes up with new thoughts, new ideas,” he said, proving that youth, far from being a disadvantage for him, might be his biggest asset.

To see the full video go to www.cnbc.com

ArcelorMittal ‘in the news’ scans the headlines to bring you the corporate news from the public press, headlines from across the ArcelorMittal globe, ArcelorMittal milestones, and ‘cool’ innovations, both in our corporate culture and in the world of steel.

ArcelorMittal in the news

boldmedia44

“My absolute priority as the new CEO here in Temirtau is to ensure the safety of our workers. ArcelorMittal will continue to invest heavily in the ongoing modernisation of the mines.” - Frank Pannier, Kazakhstan. “We do bold things together with our clients, with all our stakeholders; we also allow them to make bold

Do you have a news item that you think deserves to be shared with the rest of your ArcelorMittal colleagues? Tell us about it at: editorial@arcelormittal.com ”“

Discover ArcelorMittal In May 2008, 91 new employees participated in a two and a half day event in Luxembourg: the pilot session of our newly designed induction programme, Discover.

Discover is a regional and global event and part of ArcelorMittal’s Induction Programme, which welcomes new employees to our Group.

During the event, participants engaged in a number of creative activities to better understand ArcelorMittal’s priorities, values and business objectives. Participants also had the opportunity to interact directly with GMB members Michel Wurth and Gonzalo Urquijo and, through a video-link, with Mr Mittal himself.

The mix of discussions with senior executives, workshops and creative and networking sessions effectively communicated what ArcelorMittal stands for and was well received by the participants!

This was the first edition of Discover, organised by the ArcelorMittal University. The next global event will take place November 12-14.

New Leadership survey launchedArcelorMittal’s first Leadership survey for our exempt population was rolled out worldwide, in 4 continents and in more than 60 countries. It was made available online in 17 languages (except in Ukraine and Kazakhstan, where the survey was done on paper).

The survey was anonymous and the answers, confidential. The results will enrich managers’ understanding at all levels and help to build local and Company-wide action plans, improving the way we manage and lead in our Company.

June 5 – 19: Survey rolled out in Kazakhstan and Ukraine (paper version)

June 17 – 30: Global survey rolled out (online)

July 10: Presentation of first results to the GMB

September: Presentation of results during ArcelorMittal Leadership Conference in New Delhi

“ I want everyone to have a sense of entrepreneurship and speed, because that is the essence of ArcelorMittal.” Aditya Mittal, CFO

The mix of discussions with senior executives, workshops and creative and networking sessions effectively communicated what ArcelorMittal stands for and was well received by the participants!

Discover participants

News in brief

EuropeWestern EuropeSharing knowledge and best practicesIn May 2008 47 training experts from 17 countries were united at the first Human Resources KMP (on Training) in Avilés, Spain. Delegates at the conference underlined the importance of a common strategy and agreed on global guidelines for efficient collaboration.

Central EuropeReforesting in Romania ArcelorMittal Galati has begun the 2nd phase of its reforestation programme. The programme, part of an overall investment package of more than 533 million US$ for the protection of the environment around the site, will eventually reforest a total of 18 hectares.

Asia Indian sub-continentCorporate Responsibility in IndiaIn May, ArcelorMittal India held a day-long workshop on Corporate Responsibility at the District Collectorate in Keonjhar. The workshop was evidence of the Company’s effort to facilitate a dialogue with key local stakeholders in order to establish a comprehensive CR platform.

South East AsiaDonation for victims of Myanmar cyclone On May 29 2008, ArcelorMittal announced a 100,000 € donation to ‘Save the Children’ (a NGO) to help the almost 2.4 million people affected by the Myanmar cyclone.

Commenting, Mr Mittal said: “On behalf of ArcelorMittal, I would like to express my deepest sympathies to all the people affected by this disaster. As a responsible corporate citizen, ArcelorMittal is committed to contribute to the urgent relief efforts underway in Myanmar.”

The AmericasSouth AmericaChildren’s Hospital Solidarity MarathonA solidarity marathon was run in Argentina on May 4 2008. 22 employees from ArcelorMittal Acindar participated in the annual marathon to help the most important children’s hospital in the country, Hospital de Niños Ricardo Gutiérrez Cooperative, and the Garrahan Foundation in Buenos Aires.

ArcelorMittal’s relationship with China strengthens

In May, a group of ten delegates from CISA (China Iron & Steel Association) and the China Steel Mill visited Luxembourg. Hosted by André Van den Bossche, Henk Scheffer, and Jean Lasar, the delegates were treated to a lunch reception in their honour.

At almost the same time, Mr Mittal announced on CNBC’s ‘Squawk box’ that ArcelorMittal would co-chair a China Relief Fund to support relief efforts in the Sichuan Province of China, the area devastated by the recent earthquake. In addition to providing food and shelter to survivors, the Fund will also support re-building efforts in the Province.

ArcelorMittal lights up the Grand Palais

ArcelorMittal and unions sign groundbreaking Health and Safety agreement

On May 26 2008, new sculptures by American artist Richard Serra were unveiled at an ArcelorMittal hosted opening at the Grand Palais in Paris. The sculptures, part of the Monumenta contemporary art event, were realised in the Industeel workshops using ArcelorMittal steel beams.

In addition to the VIP event on the 26th, on the 27th ArcelorMittal employees and their partners were invited to view the show. Guests described the overall effect of the sculptures and the choreographed dance that accompanied it as “sublime, magical and sensational!”

In Luxembourg on June 3 2008, ArcelorMittal and trade unions across the globe signed a groundbreaking agreement to further improve Health and Safety standards throughout the Company. The agreement, signed by ArcelorMittal, The European Metalworkers’ Federation, the United Steelworkers and the International Metalworkers’ Federation – and the first of its kind in the steel industry – sets out minimum standards for every site our Company operates in order to achieve world-class performance. These standards include the commitment to form joint

management/union Health and Safety committees as well as training and education programmes in order to make a meaningful impact on overall Health and Safety across the Company.

Also included in the agreement is the creation of a joint management/union global Health and Safety committee that will target plants in the Group in order to help them to further improve their Health and Safety performance.

“My absolute priority as the new CEO here in Temirtau is to ensure the safety of our workers. ArcelorMittal will continue to invest heavily in the ongoing modernisation of the mines.” - Frank Pannier, Kazakhstan. “We do bold things together with our clients, with all our stakeholders; we also allow them to make bold

45

47 14.9On May 16 2008, Joseph Kinsch stepped down as Chairman of ArcelorMittal after 47 years in the steel industry.

On May 21 2008, ArcelorMittal acquired a 14.9% stake in Macarthur Coal Limited.

boldmedia46

After 15 years of working for the Group, Malay Mukherjee, Member of the Group Management Board, retired in May 2008. Many people within ArcelorMittal wrote him warm and personal messages. “I felt a sense of gratitude reading the messages on the intranet and also in terms of the individual communications which I have been receiving from people,” he said. In a short interview, he tells us how it feels looking back at his long and fulfilling career in steel.

moves. That’s what we wanted to show. Boldness is the secret ingredient that helps us transform tomorrow.” - Nicola Davidson, UK. “We find less and less technical causes for accidents but more and more behavioural issues. This means that exemplarity and proximity are the key in changing behaviour in an

Q: Mr Mukherjee, people admire you for your Leadership and expertise. Do you have any advice for aspiring ArcelorMittal employees?MM: “I have five pieces of advice actually, and they all go together. First, accept challenges. Secondly, work together as it always produces better results. Remember that the interest of the company should always be paramount. Next, bear in mind that the growth in the organisation is dependent on the challenges you take. And my fifth piece of advice would be to work hard, show dedication and always behave ethically. Q: What was your proudest moment in your time with the Company? MM: It is too hard to name just one! It’s been a very eventful 15 years; a unique experience. I have seen the transformation not only of the Company, but of the industry. I am proud that I had the opportunity to share, participate in and implement the vision of our Chairman and that I was able to work on turnarounds in emerging countries, as well as developed ones.

Perhaps the proudest moment is the day of departure. I am leaving behind a strong company, one that is admired and offers aspiration to future generations. Steel is no longer a thing of the past; it has a future. I am leaving with the love and affection of the many that I have worked with, as well as those with whom I haven’t worked directly.

Q: What was the biggest change in the steel industry that you witnessed?MM: The greatest achievement used to be to have made the best product, to be leaders in technology and holders of records in production activities. Now, we have moved away from this production-oriented model to a business-oriented model. Today, our achievement is counted in terms of financial parameters. We are at the heart of a revival of the industry– the realisation of the need to consolidate in order to improve the business criteria of both our Company and the industry.

Q: Will your lifestyle change drastically now after stepping down from the Group’s daily activities? MM: Retirement is a process. The first day might look like a vacuum, but then the things I could never do before – I can start devoting time to those areas. For example, I will enjoy travelling and spending time with my family. Even though I have been to many countries, they were mostly seen through hotel rooms!

Q: Was it a tough decision to step down? MM: The emotional decision is what makes it tough as you miss your people, company, friends, colleagues and the excitement. Although it is a difficult decision, I’m glad I was able to make it. It makes way for other leaders to move up. A change in management is for the good.

Q: Where would you like to see ArcelorMittal in five years?

MM: This Company has already gone far beyond what we had expected. After seeing the growth in the last 15 years, knowing the strength of the Company, the management and the dedication and hard work of every employee, I honestly believe that in five years, ArcelorMittal will not only grow further beyond our expectations, it will become an icon for the entire manufacturing industry of the world.”“ It ’s been a very eventful

15 years; a unique experience. I have seen the transformation not only of the Company, but of the industry.”

Interview with Malay Mukherjee

moves. That’s what we wanted to show. Boldness is the secret ingredient that helps us transform tomorrow.” - Nicola Davidson, UK. “We find less and less technical causes for accidents but more and more behavioural issues. This means that exemplarity and proximity are the key in changing behaviour in an

The Corporate University is playing a vital role in helping to build the ArcelorMittal culture. Our University is the primary source for development opportunities within ArcelorMittal, encouraging every one of us to develop our personal competences, technical/functional skills and experience level, thereby increasing our potential for career development across our entire Group. It is also a key element in helping us achieve our goal of being one of the most admired companies in the world.

Expansion of the campusThe next phase in the evolution of the University is the development of a campus facility at the headquarters in Luxembourg, now that the main work offices have moved to the new Pétrusse building. The renovated Liberté building will form the expanded main campus, a beautiful and historic choice for fostering steel industry Leadership.

The expansion of the facilities highlights how important the University is for our Company. Construction work is underway and plans to unveil the new facility in November are being prepared. If all goes to plan, phase one is anticipated for November 2008.

Becoming an employer of choiceTwo recently published articles, one written by Brian Callaghan, VP Leadership and Executive Development and one written by Christian Standaert, General Manager, The Corporate University, demonstrate how our leaders are reaching out professionally and engaging in academic and extra-academic activities to help make people aware of our drive for Leadership and our University’s many advantages.

Brian’s article, entitled: ‘Forging leaders through a corporate university’ was published in Talent Management Review. In it, he discusses how the three key challenges in ensuring the successful establishment of our new University – the different approaches of both former organisations, pressure to achieve rapid results post merger and the size and scale of our new organisation – were overcome through: “ a strong sense of shared purpose on the part of the project team, as well as total support from senior management.”

“The new Corporate University has only been in existence for just over a year,” writes Brian. “However, initial indications are that the portfolio of programmes on offer significantly adds to ArcelorMittal’s reputation as an ‘employer of choice’.”

One company, one voiceChristian’s article, published in Chief Learning Officer, discusses the communications challenge case study of ArcelorMittal post-merger, and our ongoing evolution from a situation of two companies with many voices to one company with one voice. The case study stresses the importance of the mobility of people and ideas as central to success at ArcelorMittal. Because of this, strong emphasis is being placed on business English as a competency to ensure ideas and best practices can be shared throughout our global operations.

Christian goes on to detail how the English language training has been rolled out to more than: “5,000 people in the organisation, including 1,600 employees in Latin America, but there is significant need for more. ArcelorMittal has more than 35,000 people in leadership and management roles, so there’s still a lot to be done.”

To read both Christian’s and Brian’s articles, go to ArcelorMittal University at www.myarcelormittal.com

News from ArcelorMittal’s university

boldlearning 47

The Corporate University is a major lever towards ‘transforming tomorrow’ and

supports our Group’s overall strategy to grow our own leaders and managers.

“ The Corporate University conducts many Leadership training programmes in English. This has been a factor in driving participation in the programme, as employees must meet a certain English level proficiency in order to attend these programmes.” Christian Standaert, General Manager, The Corporate University

Visualisation of the new Corporate University

environment of trust.” - Robrecht Himpe, Europe.”Quality of life is not measured by the breaths you take but by the moments that take your breath away!” - Filip Stas, Belgium. “Innovation and a willingness to make bold decisions have been at the heart of our success.” - Mr Mittal. “Today

boldpeople48

Here we celebrate the Quality, diversity and drive for Leadership that make ArcelorMittal a global team to be proud of! Because together, it is the communal ambition of our 310,000 people that is going to make our Company one of the most admired companies in the world.

ArcelorMittal people

“The simple reason for my passion for steel is that I started my professional life at the age of 16 as a worker in the steel construction industry,” says Pierre Engel, a graduate of Civil Engineering from the Science and Engineering Research Council who holds a PhD from Manchester University. At ArcelorMittal, he works in BCS (Building & Construction Support), where he is the person who has – and maintains – the best relations with international architects, such famous luminaries as Jean Nouvel, Foster, Rogers… as well as the major engineers, such as Petre Terrel…

Pierre knows the right words to be understood by the architects, who can sometimes be more like artists than technicians. He has the patience and the considerate manner necessary to integrate in the architectural world and the competencies to discuss with engineers and convince them to realise their projects with steel.

“It is true I like to take pictures of art and architecture especially steel architecture, especially under construction. They are useful for me and my colleagues to convince clients that steel is the best material for building,” he says.

A man in the shadows, Pierre Engel does not ask for the spotlight. He only asks to be allowed to undertake his work conscientiously. He has passion for architecture and art. And this passion, combined with his experience and all of his competencies, gives him strong recognition in the building sector.

“ The simple reason for my passion for steel is that I started my professional life at the age of 16 as a worker in the steel construction industry.”

Pierre Engel: A passion for architecture and art

environment of trust.” - Robrecht Himpe, Europe.”Quality of life is not measured by the breaths you take but by the moments that take your breath away!” - Filip Stas, Belgium. “Innovation and a willingness to make bold decisions have been at the heart of our success.” - Mr Mittal. “Today

49

Manuel Arango: A life near the blast furnaceIf one morning you go to one of the two blast furnaces at ArcelorMittal Asturias in Gijón, Spain, chances are you will meet Manuel Arango. In August, Manuel will celebrate 34 years of working near the furnace. He starts at 6am and is currently the senior casthouse operator in the morning shift. “I don’t mind waking up early,” he says. Being so close to pig iron, which melts at 1,500º C, has its risks: a few years ago a bit touched his skin above the safety gloves. He suffered a burn of which now the only trace is a small scar. Still, he says: “I don’t see my job as dangerous. I don’t feel fear, just precaution. This is a controlled process and working conditions have improved a lot since I started,” Manuel explains.

Joeli Cuzzuol: Dreams without borders Joeli works in ArcelorMittal Tubarão. At 35 years and with a proven willingness to learn and develop, he has big plans for the future.

He started working for the Group in 1995, when he did an internship in the Material and Metallurgy department. Since his first day, Joeli followed courses related to technical skills and also developed his knowledge in the area of accounting. “When I finished my graduation and improved my English level, I had the impression that I could apply for a new job, take on a bigger responsibility,” he says. Today he is studying for a Master’s Degree. Once he finishes, his main goal will be to get the chance to be part of the International Mobility Programme. “Having the chance to work and live abroad will be a very important part of my life.”

Nku Nyembezi-Heita: “A sign of things to come.” Nku Nyembezi-Heita was recently appointed CEO of our Group in South Africa. Being a woman in such a position generates a lot of interest, especially in a mostly masculine work environment. We asked Nku about the differences between a man’s and a woman’s way of managing. “Women tend to be more approachable. They do not bring as much ego to the business as men do. This creates less fear and a slightly better atmosphere which results in a better flow of information.”

In her daily routine she must combine being a woman and a caring mother with the responsibility of her high-level position in one of the world’s leading companies. “It feels great to be here but is humbling at the same time,” says Nku. “This is a sign of things to come: the steel industry is following a global trend.”

Richard Carr: “It truly was a team effort.” ArcelorMittal Hamilton, Dofasco Facility employee Richard Carr is a volunteer firefighter along with his wife, Elaine Elliott. In February 2008, they were the first to arrive on the scene in Cayuga, Ontario, where a nine-year-old girl had fallen into a well. After assessing the situation and the condition of the victim, Richard, a volunteer firefighter since 1999, got into a dry suit and was lowered down into the well. When he retrieved the girl she was in good spirits despite having been in freezing cold water for over 30 minutes. “We succeeded because of the quick response by everyone in my department,” said Richard. “It truly was a team effort.”

“ We succeeded because of the quick response by everyone in my department.”

boldpeople50

Whether they work in an office in Spain or a Cold Mill in South Africa, whether they are firefighters or the first female CEO in our Group, ArcelorMittal people have one thing in common: a bold desire to do a little bit more, take up a challenge, volunteer in their spare time or move across the world in order to gain from the experience.

marks the beginning of a new era for our Company, its employees, its partners and the communities in which it operates.” - François E Pelletier, Canada. “We are, in fact, one family. We should show people that we stand proud of our values, of the healthy lifestyle, that we can integrate and by being together

ArcelorMittal people

Shannon went to work in the ArcelorMittal Gent Research Centre after graduating from the Chemical Engineering Technology in February 2002. She went on to become a fully Certified Engineering Technologist. Starting out as a Coal Supply Specialist, Shannon became the Lead Quality Systems Coordinator for both the coke and iron business units in 2005 at the former Dofasco. When she expressed an interest in experiencing other Coking facilities to broaden her knowledge about the different processes, she was offered a short-term assignment in Gent as Process Reliability Coordinator.

“The expectations of the assignment and the work I would be involved in once I arrived were discussed long before I left for Belgium. This gave me an opportunity to mentally prepare for the tasks ahead of me. Once I arrived in Gent, I started Dutch lessons, for a period of 1 month. Both ArcelorMittal Hamilton, Dofasco Facility and Gent joined forces to ensure that once I arrived, I would have everything I needed to get started. This made for a smooth transition,” she says. Shannon’s advice after her time in Gent?

“Definitely consider an international assignment if you have the opportunity! Be open to new experiences and cultures. Like any new role, there will be many challenges to overcome. But, the experience and perspective you will gain, not only in your professional but your personal life, will be indispensable!”

Shannon McLean: “Be open to new experiences and cultures.”

“ Like any new role, there will be many challenges to overcome. But, the experience and perspective you will gain, not only in your professional but your personal life, will be indispensable!”

Do you know a bold person? Email us at editorial@arcelormittal.com

51

Elixabete Garitano: Trying hard to facilitate changeThis young Human Resources Manager in Bergara, Basque Country in Spain joined ArcelorMittal two years ago. Her colleagues report that she is doing a great job in her plant, is close to the workers and is highly committed. On top of her excellent interpersonal qualities, Eli takes bold initiatives. She dares! She is proactive, dynamic, has good analytical skills and takes her own time to go deeply into a subject. “I am trying hard to change some habits,” she says. “To improve some relations within the plant and with my HR colleagues of the Basque Country.”

Rolf Kniep: “Together, there is always a way to find solutions!” Rolf Kniep is a highly appreciated member of our Group’s site in Bremen, Germany. Due to a serious eye disease, he had to undergo several operations, which helped him maintain a minimum of eyesight. Rolf thought he would never be able to work again, but neither Rolf nor his colleagues wanted this to happen! A radical adaptation of his office was undertaken so that he would be able to continue working.

“Without the support of my colleagues and the creation of a new working environment with equipment suitable for my handicap, I would not have been able to work in the current department any more,” Rolf explains. “Together, there is always a way to find solutions!”

Juan Pablo Minoprio: “Personal development happens when a team succeeds!” Juan Pablo works in Business Planning and Controlling for Flat Carbon Western Europe. For him, career success and working together as a group, supporting each other on the way to a common shared goal, go hand in hand. “It is based on support and trust, generates motivation and allows common people to attain exceptional results,” he tells us. “I’ve been living in seven different countries and working with different cultures and languages under complex environments. I’ve learned that efficient teamwork and good communication are key factors if we want to achieve goals. Personal development happens when a team succeeds!”

‘Shad’ (Nkuna Shadrack) Makhale: “Do not give up on safety.”You may already recognise Shad Makhale’s smiling face. That is because we keep using his picture, which was taken by our photographer on a photo shoot in South Africa. We thought you might be interested to meet your colleague behind the picture! Shad is 37, married with one child and has a baby on the way. He is a SHE Practitioner in Cold Mills South, Vanderbijlpark Works and has worked for our Company for 17 years. His attitude is that: “Life’s real failure is when you do not realise how close you were to success when you gave up. Do not give up on safety.”

“ Life’s real failure is when you do not realise how close you were to success when you gave up. Do not give up on safety.”

marks the beginning of a new era for our Company, its employees, its partners and the communities in which it operates.” - François E Pelletier, Canada. “We are, in fact, one family. We should show people that we stand proud of our values, of the healthy lifestyle, that we can integrate and by being together

SG&A: a different game SG&A is short for Sales, General & Administrative Expenses. In simple terms, this covers costs not linked to the production of steel. These include IT, telecommunications, travel, consultancy, real estate, legal, etc.

Analysing this figure as a percentage of revenue and comparing it internally, or to similar companies, gives a good indication of how ‘fit’ we are as a group. So for ArcelorMittal, our SG&A was 5.2% of revenue in 2007 compared with 5.8% in 2006. This improvement was primarily driven by increased revenue and capturing what we like to call the ‘low hanging fruits’, or SG&A leverage related to more efficient spending, in consultancy for example.

Doing things the ‘ArcelorMittal way’ To keep the momentum and remain focused, an SG&A Campaign will soon be rolled out to keep each and every one of us within the Company engaged and energised to build on these global initiatives, sharing similar philosophies and an aligned vision for our Group. The aim is to knit our Company even closer together as a single entity across geographies and products by moving towards a common ‘ArcelorMittal way’ of doing things.

Did you know that small contributions could bring about huge results? For instance, taking the train from Luxembourg to Paris rather than taking the plane is not only cost effective but also time efficient and environmentally friendlier. Even better is for people in our Company to use video conferencing facilities where possible. Practical check-lists and tips will be communicated to you to provide you with simple and easy tools to partake in this, whether you are working in an office, at a plant or travelling frequently.

Why should we all be concerned about keeping ArcelorMittal SG&A ‘fit’? Andre Filet, Group SG&A Officer says it is: “Because a lean, healthy company lives longer. Improving our SG&A is about playing the game a little bit differently and playing so that we all can win. It is about our culture. It is about reaping the fruits of this collective adventure together, for generations to come.”

Collaboration – global solutions for a global teamCommunication and collaboration within teams is a key aspect to our business. Today, various services are already available to help us work efficiently and share with our colleagues in more than 60 countries. You are invited to learn a bit more about some of these tools and how our people are making the most of them.

One of the main benefits of working in a global company is having the opportunity to interact with colleagues from different regions. Group-wide solutions such as conference calls, web conferencing and collaborative spaces are at our disposal to collaborate with remote teams. This can prevent you from spending more time in airports than in meetings.

Conference calls – your colleagues on the lineConference call, also known as teleconference, allows you to have a telephone conversation with dozens of colleagues at the same time. All you need is a telephone and the contact details to access the call.

Everyone in the Group can ask for an account to set up conference calls. That’s what José Enrique de la Rubiera, VP Long Carbon Europe, has done. ”The best advantage is that it can involve many experts from different areas, thus avoiding costs and time consuming trips,” says José Enrique. “It’s very quick and in an hour you can treat and make decisions on many topics.”

It isn’t always easy in the world’s largest steel company to stay up-to-date on the latest news and global trends from the many and varied functions in our Group. That’s why boldspirit has ‘bolddepartments’, where we invite our colleagues from such diverse areas as Logistics, Internal Assurance, IT and Global Purchasing to tell us what is happening.

bolddepartments52

we can truly keep on ‘transforming tomorrow’!” - Monika Cyptor, Poland. “Steel is what me make. Futures are what we create. Pride in both is what we feel.” - Branka Connolly, Canada. “One in four cars is made from ArcelorMittal steel.” - Nicola Davidson, UK. “Steel is 50% lighter than

Department news around our ArcelorMittal world

5.8%5.2%

2006 2007

SG&A as a percentage of Shared Service Revenue

Web conferencing – share your screenWeb conferencing is the perfect solution if you need to work on one document with a remote team in real time. Participants can share and edit the file that is visible on the screen. As all users see exactly the same information on their screens, there is no confusion as to “which page are we on?” or “where do you see that?”

More benefits: “With a document edited online, there is no need to collect and merge the reviews of the various participants after the conference,” explains Colin Hautz, General Manager Performance Enhancement. “Apart from saving time, this also reduces the number of errors.”

Collaborative spaces – your working cyberspaceA collaborative space is an online tool that allows you, for instance, to share documents, calendars, interactive discussions or follow-up projects with your working team, or even launch surveys or quick opinion polls. The information is accessible from everywhere with an internet connection, from your office to a cybercafé, and they

can either be open to all intranet users or have restricted access. Collaborative spaces are the best option for securely sharing documents such as presentations, up to a limit of 50Mb. Today more than 4,700 ArcelorMittal colleagues in 150 working teams, from KMP to Strategy and Human Resources, are already using collaborative spaces.

Note: all tools mentioned in this article are available in all countries where our Group is present. However, in some of them, connectivity issues may occur that would prevent you from optimally using these solutions. A Group-wide project has been set up to address these issues.

Want to know more?Visit www.myarcelormittal.com/collaboration

53

we can truly keep on ‘transforming tomorrow’!” - Monika Cyptor, Poland. “Steel is what me make. Futures are what we create. Pride in both is what we feel.” - Branka Connolly, Canada. “One in four cars is made from ArcelorMittal steel.” - Nicola Davidson, UK. “Steel is 50% lighter than

5.2% 4,700

SG&A was 5.2% of revenue in 2007, down from 5.8% in 2006.

Number of ArcelorMittal people using collaborative spaces.

Conference calls: saving time and money

“ Improving our SG&A is about playing the game a little bit differently and playing so that we all can win. It is about our culture. It is about reaping the fruits of this collective adventure together, for generations to come.” Andre Filet, Group SG&A Officer

traditional materials. It is environmentally friendlier, with 80% of steel used in construction today coming from recycling.” - Mr Mittal. “We are contributing greatly to the safe environment of driving a car. How? Because the steel we supply to the automotive industry is very

boldspotlight54

ArcelorMittal’s own managers and professionals represent a great opportunity for developing our industry Leadership. JobMarketOnline (JMO), our web-based global resourcing tool, is helping to build a culture of professional mobility across different functions, business units and regions.

A global tool for a global pool

How will you get to your next career challenge? The answer is: JobMarketOnline (JMO)!Eric Couriot is all praise for JMO. This is hardly surprising, because thanks to this global resourcing tool, Eric moved from the Flat Carbon segment to take up a new and exciting career challenge in September 2007 as Managing Director of ArcelorMittal Woiwer.

Proud of his steel heritage – his father spent his entire career at former Sollac Lorraine – Eric was drawn to the industry and joined the Group in 1986 as a Research engineer in the Flat Carbon Research and Development Laboratory of Sollac Florange (Lorraine, France). His subsequent professional path included senior positions in the Group’s mills in the Flat Carbon segment. This allowed Eric to gain extensive operational and management experience in up and downstream activities as well as in quality management and cost optimisation.

In mid-2007, events took an unexpected turn for Eric, who was then heading the sintering plant of ArcelorMittal Florange. Indeed, he learned that two main areas of responsibility, including his own, were to be streamlined into a single position. As a result of this reorganisation, Eric was offered a new role as TCO (Total Cost of Ownership) coordinator for the Florange site.

He accepted the new mission, but soon realised that his sound operational experience and proven ability to manage multi-disciplinary teams would be put to better use elsewhere. Moreover, he recognised that the TCO coordinator position was likely to impact the passion and enthusiasm that he had felt for the steel industry since his early days at our Company.

A myriad of featuresA man of action, Eric decided to take ownership, not of cost, but of his own professional future. How? By looking for interesting job vacancies on the ArcelorMittal intranet. More by coincidence than by design, Eric discovered JMO. He was immediately attracted by the tool’s myriad of features and high level of customisation, which offer job seekers instant access to a huge pool of vacancies within and across functions, segments and geographies in nine languages. Eric made himself familiar with the ‘Rules of the Game’ before creating his profile and preferences.Barely two weeks later, Eric was notified by email that a new job offer matching his preferences had been posted on www.myarcelormittal.com by Thomas Fontana, Leadership Development and Resourcing, Long Carbon Europe. More importantly, the description of the vacant position of Managing Director of ArcelorMittal Woiwer strongly appealed to Eric because of the wide array of responsibilities involved. After submitting his CV, things progressed quickly. Eric was delighted to draw on the strong support of Thomas, who set up interviews with the relevant people, dealt with management and Human Resources in Florange and answered the many questions that came to Eric’s mind.

Another successSince Eric has taken up his new position, “JMO has scored another success at ArcelorMittal Woiwer,” he explains. A manager, security and environment position was posted and quickly attracted the right candidate for the job. According to Eric’s experience, JMO works.

JMO processes are transparent and applications are dealt with in confidentiality. But in order to get alerts about vacancies sent to you, you need to define your preferences. Don’t miss out! Your next professional opportunity is out there. For additional information go to: www.myarcelormittal.com

“ JMO is especially effective because it comes with a high level of engagement from ArcelorMittal HR professionals,” says Eric. “I was attracted by the tool’s multiple features and high level of customisation.”

JMO at a glance

• Over 1,850 jobs posted since the launch

• More than 650 jobs visible to internal candidates

• 2,700 profiles defined by internal candidates

• Notification requested by approximately 3,650 internal users

• More than 2,600 ‘searchable’ external profiles

• Over 1,400 external applications

Eric Couriot

traditional materials. It is environmentally friendlier, with 80% of steel used in construction today coming from recycling.” - Mr Mittal. “We are contributing greatly to the safe environment of driving a car. How? Because the steel we supply to the automotive industry is very

55

Our business is increasingly global. Mergers and Acquisitions remain a key pillar of our growth strategy to maintain our industry-leading position.

A key element for success in this area is building a strong partnership with governments, international and national organisations, NGOs

and other stakeholders. This is where International Affairs comes into play.

The role of International Affairs

Roland Verstappen is VP, International Affairs at ArcelorMittal. He is also a very hard man to catch up with. Why? The need to build partnerships demands a gruelling schedule.

Roland has been involved with high level talks with government officials in places as diverse as Canada, Liberia and Indonesia, on topics ranging from trade policy and environmental protection to regulatory harmonisation, labour mobility and public procurement.

International Affairs never sleepsThere is little down time for IA (International Affairs) because of the constant need to update understanding of politics both locally and globally in order to assist with political and public policy advice. If you remember that we have a presence in 60 locations already, with all their various time schedules, keeping abreast of political developments in so many places is not so easy!

Roland and his team have to energise the ArcelorMittal management in all countries to be actively involved in building trustworthy relationships and partnerships with their governments and other stakeholders. The ultimate goal is to promote and protect ArcelorMittal’s interests.

“What is of utmost importance,” Roland says, “Is engaging with governments, local authorities and other stakeholders including NGOs. This is a key element for ArcelorMittal. Governments make decisions that impact our steel business on a daily basis and NGOs demand more and more transparency on what we do.”

International Affairs and Corporate ResponsibilityRoland stresses that it is important that our Group communicates with markets and governments as part of our highest level strategy and that our representatives (corporate ambassadors if you will) take the time to explain all aspects of our Corporate

Responsibility strategy to the authorities. Within this framework, there is a strong relationship between Roland’s IA work and that of the ArcelorMittal Foundation, which forms a part of CR under Rémi Boyer, VP.

The Foundation’s aim is to build a better tomorrow by taking care of the local communities where ArcelorMittal is located. In effect, their mission is to teach the local communities where we have a presence how to develop themselves. It is extremely important that these good stories about our Company and our successes in these areas are visible in the public domain as it is part of building our strong corporate reputation.

Roland explains that together, International Affairs and CR/ArcelorMittal Foundation can show foreign governments what our Company can achieve. “Perceptions can quickly become a reality,” he says. “We have to deal correctly with all governments and treat them as our partners. In our working relationship with governments, we can help them to understand who we are and what our Company is doing through new investments by creating jobs, improving the environment and helping the local communities. This is why this type of communication is so important.”

Another key partnership for IA is with the Mergers and Acquisitions team. Lots of dialogue with governments is required when new investment projects are being looked at. “Governments often have many questions to ask along the lines of: ‘Yes, we know you can make steel, but how can you protect the environment? How can you help us build ports?’” These markets can be very crucial to us. We have to communicate properly in those areas so that the people there understand who ArcelorMittal is and what we stand for. “More and more,” he says, “If you are a global company, like ArcelorMittal, you need a better policy on these issues.”

“ Perceptions can quickly become a reality. We have to deal correctly with all governments and treat them as our partners. In our working relationship with governments, we can help them to understand who we are and what our Company is doing through new investments by creating jobs, improving the environment and helping the local communities.This is why this type of communication is so important.”

Roland Verstappen

strong and efficient. This means that people in the car are in a safe environment.” - Jean Luc Maurange, France. Thanks to the contributors of Issue 3!

Meet our Photo Library Competition winner, and enter our new competition: ‘Why is CR important for ArcelorMittal?’

The photographer behind the winning pictureOn April 9 2008 Anish Jain, who was first place winner in our ‘Picture our Values’ Photo Competition, visited Luxembourg Headquarters to receive his prize from David Cowan, VP, Internal Communications, which was a 13 inch Apple® MacBook. As part of his visit, he toured our Belval steel plant in Esch-sur-Alzette, with a few members of the Internal Communications team. He even had time to meet up with an ArcelorMittal colleague he used to work with who now lives and works in Luxembourg.

During Anish’s visit, we had the opportunity to discover more about him, the winning picture he took, his job in Romania and how ArcelorMittal is transforming the lives of people there.

Made of steelAnish comes from a family of steel workers and is of Indian origin. His father worked at a local steel plant in Bhilai, India (his home town) for 36 years. However, this particular plant is not where Anish began his career. After his studies in Finance in Mumbai, India, he remained there and started working for the Indian Petrochemicals Corp, Ltd.

Next he joined former Mittal Steel, where he had the chance to pursue his career and travel to another country, arriving in 2004 in Romania. This was a big decision: “It was very different than I expected; much quieter than at home. Had I made the right decision, moving my family here?”

Giving back to the communityFour years later, Anish is Finance Manager of ArcelorMittal Hunedoara and is happy with his decision to move to Romania. He feels proud of the way things have improved in the area, thanks to our Company providing jobs and giving the community a chance to grow.

Although the site has been open since 1884, some operations had to be closed down. The small area that is still in operation today has been much transformed through the years with new technology.

Anish explained that the picture with which he won the photo competition was taken in 2006 during a safety audit preparation in the rolling mill. It was a huge favourite of our voters – our ArcelorMittal men and women who were the sole judges through online voting. Perhaps one of the reasons that this picture was so popular is because it shows by example that Health and Safety has been - and still is - a priority at this site!

boldquiz56In this issue we will not be conducting our regular quiz. Rather, we propose a special competition, where you tell us why CR is important for ArcelorMittal! We believe that Corporate Responsibility is critical for our Group, but we want you to tell us why in 250 words. Also, meet the winner of our Photo Library Competition, Anish Jain. Congratulations Anish!

Why is CR important for ArcelorMittal? We hope that you read and enjoyed this issue’s special feature ‘transforming tomorrow’ with Corporate Responsibility on page 14.

Now, it’s your turn to be heard! Send us a 250 word maximum description of why you feel CR is important to ArcelorMittal and you could win a trip for two on an exciting luxury train journey. The ultimate destination will be tailored to where the winner lives in the world. For your entry, feel free to add examples of good CR in our Group, propose new ideas or make a sound argument for the value of Corporate Responsibility.

Send your answer to editorial@arcelormittal.com by September 30 2008. Full details of the competition are available at www.myarcelormittal.com Good luck!

Congratulations to Paul Hetherington from ArcelorMittal Hamilton, Dofasco Facility for winning our recent ‘Test your Knowledge of Steel’ quiz. Watch out for a follow-up of his trip for two to South Africa in our next issue of boldspirit.

The Internal Communications team and, centre, Anish Jain Belval plant visit with Internal Communications

How did you get started in the steel business? As a young man training for Chartered Accountancy, I had the opportunity to audit Steel Authority of India Limited in 1986 and 1987. I was impressed and excited about the complexity and magnitude of steel operations. After completing my education, I was faced with the choice of working for large corporations vs a small start-up opportunity in a high speed metallurgy operation. I chose the latter. I am glad I did as it provided me with a very rapid learning curve. After about two years’ experience, I was selected by Mr Mittal to take on a job as Assistant Manager (Finance) in Trinidad and Tobago.

Can you tell us something special about the culture or the people there? People in Trinidad and Tobago are fun loving and very warm. They are easy to relate to and very talented as far as music and sports go. I loved the calypso and soca, chutney and parang music. As an Indian, I loved eating doubles, roti and kallaloo soup in Trinidad.

Have you ever had a merger or an acquisition that did not go quite as planned? In 2004, at the auction of Kryvorizstal, we were supposed to have been represented by Mr Mittal and Aditya. About eight hours before we were scheduled to go for the auction, I received a call from them advising me that I would have to lead the auction. This was a major surprise. Fortunately, we won the auction.

Does ‘transforming tomorrow’ relate to mergers and acquisitions as well? Sure it does! In 2007, one could say that ArcelorMittal built an ‘In-house Investment Bank’. We announced 35 deals and examined many, many more! The Mergers and Acquisitions team has persevered to deliver

astounding growth for the Company over two decades. ArcelorMittal has been created from a string of mergers and acquisitions over the last two decades, especially since 2000. I believe the M&A team will help the company maintain its growth and achieve the Greenfield growth plans as well.

What do you do in your spare time? My priority is my family. We go out watching sporting events, to theatres, movies, eating out, etc. These activities are like my oxygen tents. I also enjoy reading about current affairs around the world.

What is the trait you most admire in people? Honesty.

Is there one thing that really drives you crazy? My wife? My teenage daughter? Maybe my work? Of course, I am only joking! In truth, the one thing that drives me crazy is anything and anyone that is fake.

What is your favourite movie or book? I have seen many interesting movies which have left behind an impression in my mind. Some examples would be ‘Life is Beautiful’, ‘Disclosure’, ‘The Pianist’, etc. In recent times, two Indian movies that I would recommend are ‘Monsoon Wedding’ and ‘Dil Chahata Hai’.

Is there something you have never done that you still dream of doing? Trekking up to the top of Mount Kilimanjaro.

What three adjectives would define you as a person? Modest, honest and responsible are probably three words my friends would use to describe me as a person – at least, I think so – but my friends would be the best judges. Professionally, I would like to be known as transparent, focused and firm (but fair).

What is your favourite place in the world? Kolkata, Delhi, Prague, South Africa, London, Dubai, Trinidad are some of my favourite places in the world. I have been to so many places that it is impossible for me to say that one is my ultimate favourite.

Can you tell us something that made you roar with laughter lately? My eleven-year-old son delivered a rendition of ‘an Italian man in Malta’ recently. It was so funny and so well done by my son. You should watch it on You Tube.

What is one thing you would say to a young person who wants to get ahead at ArcelorMittal? Keep your egos aside, be open minded to embrace change and take initiative.

Any last comments? I would like to thank all those employees from Trinidad to London who have supported me and cooperated with me to enable me to travel this journey from Assistant Manager of one of the smallest steel companies to the Group Management Board of the largest and most admired steel company on the planet.

boldinterview 57

A relaxed moment with… Sudhir MaheshwariGet to know our new GMB Member, Responsible for Mergers and Acquisitions and Business Development, in 10 minutes