boldspirit06 Visionaries: meeting Sir Martin Sorrell08 The miners of ArcelorMittal14 ‘transforming tomorrow’: social projects41 Achieving excellence in Corporate Responsibility44 Pride in ArcelorMittal people

Issue 2 | April 2008

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We would like to thank our many colleagues for their continual contributions,

generously offering their help and breathing life into this magazine. Please keep them coming.

The first boldspirit of 2008 is packed with information and pictures from around our ArcelorMittal world, including the 20 top images from our ArcelorMittal photo competition.”“

“The future is Mittalic”

Inspirational quotes submitted by you: “2007 has been an excellent year. We look forward to 2008 with confidence and excitement.” –

The word ‘Mittalic’ was coined by the Economist in an article in January 2007 and is meant to mean: “a meteoric rise” (see page 42), in reference to ArcelorMittal so rapidly becoming the world’s largest steel company.

The fact that we are number one, and that we got to that point so quickly, catches a lot of attention. But now that we are the biggest, the focus internally is on building a great company, one that is admired even in other industries, and one that will last for generations.

As you look through this bigger – and hopefully better – issue of boldspirit, the first of four in 2008, you would be excused for thinking that ‘Mittalic’ is synonymous with ‘global’. It is such an exciting time to be working for a company that, while it has many deep and proud industrial roots, is also a bright new entity aiming to forge a new type of approach. What a great big challenge! And you are all playing an important part.

Just flick through these pages and what do you see? You see our Company daring to ‘transform tomorrow’ for people in the locations where we have a presence, through the first fruits of the ArcelorMittal Foundation. You see our Corporate Responsibility in the making and our Corporate University training and attracting a new generation of leaders. You see our Health and Safety commitment growing – with careful consideration – with the participation of all of

us across the globe, and with the memories of those who have suffered accidents or fatalities forever in our hearts.

One fantastic aspect of being so global is all that we can learn from each other. This can be as basic as learning new things about the culture of business in China, to sharing best Health and Safety practices across continents so that hopefully, we will soon all be operating at the same high standards.

The challenges of putting together boldspirit reflect many of the same challenges that everyone in our Company is trying to solve: how to communicate across countries, in different languages, across different departments and in different aspects of business. Every time we successfully achieve this, we move a little closer together as one team.

A challenge is an opportunity when looked at in a positive light. With the right attitude – dare we call it bold? – rewards are everywhere. They are there in the way that pleases our stakeholders – with record results yet again for Q4 2007. They are there in the

way the press universally recognises our successful merger. They are there in the way our customers feel satisfied.

At ArcelorMittal, some of us are miners in Algeria, Bosnia or Mexico. Some of us are researchers and developers in France. We work in offices in London or China or Luxembourg, skyscrapers in Chicago or steel plants in South Africa or Poland.

What is becoming clear is that, despite these variables, we all have something in common. ArcelorMittal people like to roll their sleeves up, get to the task at hand and feel personally rewarded when the job has been done well.

What nationality is our Company? We are global. We are ‘Mittalic’. And with that attitude, there is no telling what we can achieve or how far we can go. The key is that we commit to take on the challenge to be the most admired steel company together. On every single page of this current issue, you see that commitment in action.

Enjoy…

We are global. We are ‘Mittalic’. And with that attitude, there is no telling what we can achieve or how far we can go.

Mr Mittal in China.

Mr Mittal. “Safety first – one step at a time, one giant leap for all of us at ArcelorMittal.” – Rick Abwender, USA. “It’s great to be in the ‘Mittal’ of everything positive!” – Gwendolyn Wright, Americas. “Use what talents you possess; for the woods would be very silent, if the

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

Éric Avenel, Vytas Beniusis, João Bosco, Claudine Bosseler, Wolfgang von Brauchitsch, Pierre-François Grosjean, Carlos Gutiérrez, Tom D’Haenens, Fernand Konnen, David Laurent, George Ramondo, Vladimir Raszka, Studio Pons, Raj Takhar, Luis Pablo Zaragoza Fonseca.

Ignacio Agreda, Liliane Astier, Amelia Bauerly, Richard – let’s see who owes who a dinner – Butterfield (principle-group), Harry Cooper, Sonja De Lathouwer, Dridi Farid, Óscar Fleites, Sylvie Gindre, Laurence Gnemmi, Rajesh Goel, Catherine Jung, Maeve Kelly, Elena Krashakova, Anjali Kumar, Francis Langenfeld, Rachel Mitchell, Rebecca Mitchell, Monique Muller, Svetlana Negoda, Anthony Old, Ashok Patil, Sylvie Petetin, Laura Podlesny, Lynn Robbroeckx, João Silva Sidemberg Rodrigues, Andrés Romagnoli, Rahmani Sabiha, Martine Scheuren, Martin Simmard, Predag Šorga, Marie-Laure Steichen, Yen Tran, Cecil Van Den Hof, Dieter Vandenhende, Vanessa Vanhalst, Mario Villamiel, Cathy Weber, Margaret Wells, Barbara Wendl, Elize E Zywotkiewicz.

Editors

Photo Library

Contributors Special thanks

04 Interview: Gonzalo Urquijo

Mark Blackburn, Jean-Albert Fox, Olivia Robin, Marion Saül, Xanthe Hynds and Carlo D’Alanno (designed and produced by Thoburns.com), TBWA.To all of the ArcelorMittal people around the world who sent in photos for the photo competition and to those who sent in ‘quotes of the day’, 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.

boldspirit is also available in French, Spanish, German, Russian and Brazilian Portuguese.

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

04 boldleadersspeak Interviews: Gonzalo Urquijo Davinder Chugh

06 boldvisionaries Meeting Sir Martin Sorrell

08 boldfeature The miners of ArcelorMittal

14 boldfeature ‘transforming tomorrow’

20 boldsafety Putting Safety into practice

22 boldnewsfromsegments Global highlights

32 boldbusiness A financial year to be proud of

33 boldfacts ArcelorMittal in numbers…

34 boldspotlight The Corporate University

36 boldfocus Site in the spotlight:

ArcelorMittal South Africa

38 boldcommunications Meet the ‘Golden Circle’

41 boldinitiatives Corporate Responsibility

42 boldmedia ArcelorMittal in the news

44 boldpeople ArcelorMittal people

48 bolddepartments Department news

around our ArcelorMittal world

50 boldphotocompetition Our favourite 20 photographs

52 boldquiz Test your knowledge of steel!

53 boldinterview A relaxed moment with...

Dirk Matthys

Congratulations to the winner of our first boldspirit photo competition Anish Jain! The results can be seen on pages 50-51.”“

06 Sir Martin Sorrell 08 The miners of ArcelorMittal

Dear colleagues around the globe,Welcome to the first edition of boldspirit in 2008! Continuing the excellent work of 2007, we have had a busy start to the year. Unfortunately however, the beginning of 2008 has not been entirely positive. It was with great dismay that we learnt of January’s tragic accident in Kazakhstan, which claimed the lives of 30 ArcelorMittal colleagues. Mining has a critical role to play in our Company. Thus it is fitting that this boldspirit features mining and miners. The steel-making process starts with them.

There was much talk at the beginning of 2008 about the global economy and the impact that the US credit crunch could have on the rest of the world. I would like to point out to you that ArcelorMittal is well positioned due to our global reach and diversity.

Our business model, with a balanced exposure to high-growth and high-quality economies, supported our record full year financial results. These results would not have been possible without each and every one of you. Thank you for your hard work and commitment.

Training and talent I was delighted that Sir Martin Sorrell, a well recognised guru in the media world, agreed to be interviewed by boldspirit (page 6) as part of a new feature where globally renowned men and women share their thoughts on important issues.

I fully agree with Sir Martin: “Individuals do make a difference.” We are fortunate that ArcelorMittal is made up of so many great individuals. This is our strongest asset as a business, and explains why it is essential to develop individuals from within and to cultivate the sense that people from all countries can reach the very top of our Company.

Under the Leadership of Bernard Fontana, our HR department invests in our people through different initiatives, including the Corporate University, whose efforts to attract, retain and enhance the competencies of our employees are featured on page 34.

There are many great examples in boldspirit that define the sort of company and people we are. If there is one characteristic that leaps out from these pages, it is Leadership. It is visible in our segments, in our departments and in the faces of our people.

Leadership is the key element in the organisational DNA of the world’s most admired companies. ArcelorMittal is investing to lead, not only in all aspects of the steel industry, but also in our Corporate Responsibility and social programmes, improving the lives of people wherever we have a presence.

When I look around me, I have enormous confidence that we can sustain this momentum going forward. However, there is one area where we are still not attaining our full ambitions. And it is in this area, Safety, where we not only should, but we must, lead by example.

Our March 6 2008 Health and Safety Day was a fantastic example of cooperating globally and learning from each other. The theme – ‘Together, a step forward’ – perfectly captures how we can achieve Leadership in this area. The real success of this event however, will only be measured when we assess the improvements made, both by individuals and teams, in our global Safety efforts.

We have achieved so much in our first year as ArcelorMittal. We are all in the midst of a whirlwind of activity, all working towards the same ambition: to transform tomorrow for our stakeholders. This must include Health and Safety. This is the goal we can achieve. This is the ambition we all must share.

Lakshmi N Mittal, President and Chief Executive Officer

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Since the integration of our Company, all of our results have been in line or beyond expectations.

Mr Mittal sets the tone

Mr Mittal. “Safety first – one step at a time, one giant leap for all of us at ArcelorMittal.” – Rick Abwender, USA. “It’s great to be in the ‘Mittal’ of everything positive!” – Gwendolyn Wright, Americas. “Use what talents you possess; for the woods would be very silent, if the

Our Health and Safety Day on March 6 2008 was a fantastic example of how we can cooperate globally and learn from each other.”“

“ We are all in the midst of a whirlwind of activity, all working towards the same ambition: to transform tomorrow for our stakeholders.”

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Gonzalo Urquijo, Member of the Group Management Board, Responsible for Long Products, Steel Solutions and Services, Corporate Responsibility (CR) and the ArcelorMittal Foundation. A big believer in mobility, he frequently must travel away from his wife and daughters in Spain. “In the end,” he says, “we need to find equilibrium between personal lives and work. Family is important!” Here, he answers questions for us.

Interview with GMB Member Gonzalo Urquijo

Q: What are ArcelorMittal’s biggest challenges for 2008?GU: “The first, second and third priorities for our Company in 2008 have to be Safety, Safety and Safety. Our Health and Safety Day is a great initiative which highlights the importance we give this issue, but Safety is 365 days a year, not just one.

Another challenge will be demand, due to the different macroeconomic environment from that of 2007, with less growth in the US and Western Europe and rising inflation. We are well prepared however, and we have an important presence in emerging countries which will be very important in the world economy.

Increased input costs for such things as coal, logistics, energy and raw materials will have to be transferred to our customers and this will have an impact on prices. We must continue growing upstream, for example through our mining, as well as downstream, through new acquisitions. Operational excellence is another challenge. We must work hard to be the best performer and this includes cost. If the market gets difficult, we must be the preferred place for our customers.

Finally, our most important asset is our people. With this in mind, we must become more attractive for young people and become a magnet for talent. We need to offer excellent training, build careers, motivate teams and push people’s potential. In addition, being global with such an extensive geographical reach offers many advantages, beyond just our products. We encourage mobility and we should make it even more available.

Q: You speak very strongly about Health and Safety. What can we do to improve?GU: The commitment to improve our record – to go forward, together – must be at all levels. This is reflected in the fact that our GMB meetings always start with the issue of Safety. We all have to believe in Safety, to learn and to commit.

In 2007 there was an improvement, a decrease of 18%, if you look at our accident frequency rate from 3.9 in 2006 to 3.2. None the less, this is not good enough. We must work harder to improve.

What we can do is lead by example. We must not only be involved in the Health and Safety Day programmes but carry the same dedication every day of the year. We must go to plants and be involved in Safety Shop Floor Audits. Everyone in our Company must be involved in Safety.

Q: What is ArcelorMittal’s definition of Corporate Responsibility?GU: Corporate Responsibility is the way that ArcelorMittal addresses our stakeholders’ expectations. We have identified, through dialogue with our various stakeholder groups – customers, employees, and investors etc – many issues which are priorities such as R&D, carbon emissions, compliance and Safety, for example. This is explained quite well on page 20 of our new CR Review 2007 publication ‘Where do we stand’.

We want to demonstrate Leadership when it comes to CR. The ArcelorMittal Foundation is an important part of this. Chaired by Joseph Kinsch, it currently covers 600 social projects and has a budget for 2008 of 56.8 million US$. This represents 0.55% of the Net Result 2007 (10,368 million US$), and 0.05% of the Turnover (105.2 billion US$).”

“ We must not only be involved in the Health and Safety Day programmes but carry the same dedication every day of the year.”

only birds that sang, were those that sang best.” – Tim Jarvis, Canada. “Today should be better than yesterday and tomorrow should be better than today. Working together is much better than working alone.” - Siagian Lumpat, Indonesia. “Making a positive change in our attitudes is

Team building at the Leadership Convention in Cannes 2007.

Q: You have lived and worked in many different places. What is the main thing you have gained thanks to your extensive mobility? DC: “Professionally, I have been able to learn a lot more than I would have by remaining in one place. It has also allowed me to challenge myself throughout my career. Extensive mobility has given me a global outlook and the opportunity to absorb best practices in different units and learn different work cultures and management practices. I have worked in different plants and corporate offices and lived in India, Germany, South Africa, Luxembourg and the UK. My long career in the industry has allowed me to see, and be a part of, the transformation of the industry, a process which was led by our own Company.

On a personal front, my family has enjoyed experiencing different societies and places, and appreciating cultural nuances and traditions. It has made global and better citizens out of us.

Q: What is the biggest challenge for Shared Services in 2008?DC: Shared Services in our group encompasses transversal functions of Purchasing, Legal, Shipping, Real Estate, Energy, By-products, IT and initiatives like TCO, SG&A and Shared Service Centres. The biggest challenge for Shared Services as a group of transversal functions will be to deliver continuous value and savings and improve our service levels to our internal and external customers.

During the merger of Arcelor and Mittal Steel, it was felt that there were huge synergies to be captured for such a large group, especially in these areas. The shape and ownership of these transversal functions has changed beyond recognition for global companies across the world. Shared Services is striving to knit together ArcelorMittal as a single company across geographies and products by moving towards a common ‘ArcelorMittal’ way of doing things.

Q: One of the targets for SG&A (Sales, General and Administrative Expenses) is not only a reduction in spending but also rethinking and redesigning our activities. Are we doing the right things and are we doing them the right way?DC: The steel industry was at the forefront of research and technical innovation during the early 20th Century. However, during the last few decades we have lost our competitive and innovative spirit. There has been a commercial turnaround in the last few years but we need to reinvigorate ourselves in many other areas.

When we benchmarked our SG&A spending against best-in-class companies of a similar size, it was no surprise that we were spending much more. SG&A reduction will definitely contribute directly to our bottom-line. More importantly it will force us to innovate – to do the right things in the right way.

There are initiatives on almost every type of SG&A spending, be it IT, rent and leasing, consultancy, legal fees, travel management or telecommunication. The GMB itself is leading the way by focusing the organisation on SG&A. We should not spend unnecessarily and we should obtain full value for what we do spend. Every person in ArcelorMittal can lead the way in his area by choosing to do things in an unconventional fashion. We need to shake off our inertia.”

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Senior Executive Vice President Davinder Chugh, Member of the Management Committee, Responsible for Shared Services,

has over 25 years experience in the steel industry. In answering our three questions, he challenges us to shake off our inertia and try to do things

in an unconventional fashion, all for the greater good of our Company!

Interview with MC Member Davinder Chugh

only birds that sang, were those that sang best.” – Tim Jarvis, Canada. “Today should be better than yesterday and tomorrow should be better than today. Working together is much better than working alone.” - Siagian Lumpat, Indonesia. “Making a positive change in our attitudes is

“ My long career in the industry has allowed me to see and be a part of the transformation of the industry, a process which was led by our own Company.”

“ Shared Services is striving to knit together ArcelorMittal as a single company across geographies and products by moving towards a common ‘ArcelorMittal’ way of doing things.”

Mr Mittal, Gonzalo Urquijo and Davinder Chugh in France.

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Does a daydreamer become a visionary by attaining success? At what point does a good company become a great one? Is globalisation good or bad? boldspirit is introducing something a little new this issue – a regular feature where we talk to the men and women around the world who make a difference, and inspire us with their bold visions!

Meeting Sir Martin Sorrell

Sir Martin Sorrell is chief executive of WPP, the second-largest advertising and marketing services firm in the world, and is well-known as a guru for his pronouncements on the state of the advertising market. Sir Martin knows a lot about building a great company, globalisation and entrepreneurship, all issues close to ArcelorMittal and the 310,000 people who make up our Company. David Cowan, VP, Internal Communications, caught up with Sir Martin recently in New York for boldspirit.

DC: What is the best thing about globalisation?MS: “The best thing is that it has opened up free trade and markets all around the world. Our biggest driver of growth is the access to all markets of the world. Explaining the benefits of globalisation to people in Western countries is not always well done in the West, so when countries like India and China gain, people in the West get nervous. However, you can’t reap the benefits, and then the moment India and China become competitive, try and pull your horns in and stop.

DC: What is the worst? MS: I don’t know if it is the worst thing, but the most difficult thing we need to do is to maintain a balance. Why? Because parts of the world are becoming more powerful and influential, such as India, China and Asia. There will be a major shift in the balance of power in global governance, and traditional markets will no longer be the most influential. There will need to be a much greater sharing of the rewards.

DC: How can companies attract the best talent?MS: We invest about 60% of our revenues, or about 7 billion US$, in people, so our biggest investment is in people. I think that this is where we differentiate ourselves as a company. This will continue to be our biggest challenge because the demographics are against anybody running a business, with aging populations and other demographic changes. It’s not just quantitative, as in compensation, but qualitative. What makes people want to work for your company? Well these days it is increasingly things like taking Corporate Responsibility and training seriously. If you asked someone in the WPP operating companies, what would be the one thing they would miss if we took the parent company away, it would be the training.

DC: How does WPP spot that talent? MS: It is difficult. It is very important to try and develop people from within the business, to build them up, so training is very important. Newer markets now produce talent. People from all countries need to feel that they can reach the very top of the company. Having interchange of people and mobility is crucial.

DC: Why is it important to be the ‘best’? Why not the biggest or the most well-known?MS: If you are the best, you naturally gravitate to being the biggest. You can try and keep your business a fixed size, but that’s a difficult strategy to employ. Currently, WPP are the second biggest by a very small margin. But we’ve also been the biggest for two periods in our 22 year history. What I would still like to do is decisively distance ourselves from the competition, which is something that ArcelorMittal has achieved.

DC: What is your definition of Leadership? And I ask this while you are sitting under a picture of Winston Churchill…MS: You have to have a decisive view of where you want to go – very clear objectives – and know how you will implement them. I know it’s not conventional wisdom today, but I really believe that individuals do make a difference, whatever business schools say about team-building, coaching and teams. I’m not saying that is unimportant, but at the end of the day, the decisive difference between companies is individuals.

DC: China and India, do they represent a force we cannot ignore in the global marketplace?MS: China and India have been on the wrong side of history for two hundred years. Now they are on the right side. In addition to being a major production centre, China will become a major service centre and India will become a major manufacturing centre, as well as a service centre. So, these two forces will be unstoppable. They are unstoppable. It is game over, by which I mean they are well on their way to being ‘new powers’.

DC: Can a leading global company exist these days without Corporate Responsibility? MS: Corporate Responsibility is just good business. There’s no altruism involved. Anyone interested in building a long-term brand and being a force in their industry will not do anything that destroys the environment or ignores health of workers. Practising good CR is critical to thinking long-term and creating sustainable businesses.”

the first step to enlightenment.” – Marin Ivanoff, USA. “The future is going to get transformed, with or without you. Why not participate in its transformation? Talent and commitment are not connected, one is a gift the other is a choice.” – Charlie Hendershott, Canada. “People

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the first step to enlightenment.” – Marin Ivanoff, USA. “The future is going to get transformed, with or without you. Why not participate in its transformation? Talent and commitment are not connected, one is a gift the other is a choice.” – Charlie Hendershott, Canada. “People

“ Corporate Responsibility is just good business. There’s no altruism involved. Practising good CR is critical to thinking long-term and creating sustainable businesses.”

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The management and workers of ArcelorMittal Spain wish to express their most sincere sympathy for the workers affected, their families and colleagues.” Condolence message by Juan Estarellas Balle after the Abaiskaya mine accident in Kazakhstan.“

Right: Omar Benabderhahmane, General Manager ArcelorMittal Tebessa, Algeria.Left: Rabeh Louabdia, General Manager of Production, Ouenza Mine, Algeria.

The miners of ArcelorMittal

With mining activities in Algeria, Bosnia, Brazil, Canada, Kazakhstan, Mexico, South Africa, Ukraine, USA and our

developing iron mines in Liberia and Senegal, now seems as good a time as any to pay tribute to a valuable part of our work force:

the miners of ArcelorMittal.

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The most admired steel and mining company…Could we be so bold as to suggest that by now, ArcelorMittal is becoming well established in many people’s minds as the world’s most admired steel company?

What is lesser known is that ArcelorMittal also has a significant raw material and mining business, and is one of the world’s largest producers of iron ore.

Malay Mukherjee, Member of the Group Management Board, is responsible for our mines. ArcelorMittal has access to high-quality and low-cost raw materials through its captive sources and long-term contracts.

In 2007, iron ore availability (including strategic contracts) was 63.4 million tonnes, from 64.4 million tonnes in 2006 (assuming full production of iron ore at Dofasco for captive use), which is approximately 46% of ArcelorMittal’s required iron ore.

Similarly, approximately 15% of our coal requirements were supplied from ArcelorMittal’s own mines or from long-term contracts at many of our operating units. This is part of our strategy to actively develop our raw material base, thereby raising our level of self-sufficiency.

The task of mining: one of the world’s oldest professions! Based on the fruit of many archaeological studies, it is now widely accepted that sub-Saharan Africa is the birthplace of mankind, or where Homo Sapiens emerged some 100,000 to 200,000 years ago. A significant amount of evidence suggests that the oldest – and rather primitive – ‘mining operation’ in the world was in Swaziland, dating back to between 43,000 and 41,000 BC. So our ArcelorMittal miners are carrying out a very historic and traditional work, indeed!

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Mining: one of the world’s oldest professions!

It is believed that the oldest known ‘mining operation’ in the world is to be found in Swaziland and dates back to between 43,000 and 41,000 BC!”“

see things and ask ‘WHY?’. We in ArcelorMittal imagine things that never were and ask ‘WHY NOT?’” – Arvind Pandey, Luxembourg. “If you always do what you have always done, you will always get what you have always got. This is an old phrase, but even more meaningful now

Igor Tarasov, ArcelorMittal Kryviy Rih, Ukraine.Left: Robert Guay, Québec Cartier Mining Company, Canada.Right: François Thériault, Québec Cartier Mining Company, Canada.

Carlos Banderas, ArcelorMittal Las Truchas, Mexico.

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see things and ask ‘WHY?’. We in ArcelorMittal imagine things that never were and ask ‘WHY NOT?’” – Arvind Pandey, Luxembourg. “If you always do what you have always done, you will always get what you have always got. This is an old phrase, but even more meaningful now

Bogdo Zagorac, ArcelorMittal Rudnici Prijedor, Bosnia and Herzegovina.

Josiane Laforge, Québec Cartier Mining Company, Canada.

Left: Efrain Hernández, ArcelorMittal Las Truchas, Mexico.Right: José Manuel Aguilar, ArcelorMittal Las Truchas, Mexico. Natalia Zema, ArcelorMittal Kryviy Rih, Ukraine.

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with the Global company.” – Richard Ruzycki, Canada. “Yesterday is history. Tomorrow is mystery. Today is a gift: that’s why we call it the present!” – Aissa Boudjenah, USA. “Positive actions are the main motor for positive thinking.” – Heinz Metzinger, Germany. “Most people resist

Joe Sullivan, Blast Technician, ArcelorMittal Minorca Mine.

Left: Petr Chaika, ArcelorMittal Kryviy Rih, Ukraine.Right: Valeriy Gritsenko, ArcelorMittal Kryviy Rih, Ukraine.

Martin Girard, Québec Cartier Mining Company, Canada.

Left to right: Milan Šicar, Predrag Šorga and Draško Simić, ArcelorMittal Rudnici Prijedor, Bosnia and Herzegovina.

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We want to express all our condolences and sympathy to all the victims’ families and also their colleagues. All our prayers to share your sadness at this so difficult time.” Condolence message by P Lafontaine, ArcelorMittal SSC after the Abaiskaya mine accident in Kazakhstan.“

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with the Global company.” – Richard Ruzycki, Canada. “Yesterday is history. Tomorrow is mystery. Today is a gift: that’s why we call it the present!” – Aissa Boudjenah, USA. “Positive actions are the main motor for positive thinking.” – Heinz Metzinger, Germany. “Most people resist

Safety in the minesMining is an industry with many misconceptions attached to it. The public often perceives it as a rather old fashioned industry, and imagines that most mining activity occurs deep underground where there are inherently greater dangers. In fact, the majority of ArcelorMittal mines are open-pit. Additionally, the entire industry is far safer than in the past, although accidents can, and do, occur.

The modern mining industry is increasingly a safe, environmentally friendly and technologically advanced career choice. The task force includes university graduates, engineers and people with PhDs in geology.

In 2007, ArcelorMittal’s accident frequency rate was in line with targets for the year. We cannot, however, write an article honouring the men and women who make up our global mining task force without mentioning those miners involved in tragic accidents, including the unacceptable accident in Kazakhstan in January 2008.

ArcelorMittal is absolutely committed to the ongoing modernisation of our mines, and will continue its investment in them! For example, a 350 million US$ investment plan is underway to modernise the Kazakhstan mines. Already, 80 million US$ was spent in 2007 including 23 million US$ on Safety equipment. This comprises such things as ventilation, electrical upgrades, new methane monitors and safety related training.

‘transforming tomorrow’ in the world of miningIn addition to our existing mining activities, ArcelorMittal has started developing iron mines in Senegal (explained in more detail on pages 22-23) and Liberia, and has also initiated projects for expanding the capacity of iron ore production in Ukraine and Mexico.

For a country like Liberia, where ArcelorMittal acquired the mining rights to a major iron ore deposit in 2006, an investment of this kind will literally help the country to get back on its feet after years of civil unrest.

To ArcelorMittal, the Liberia project is an important part of the Group’s stated ambition to increase our iron ore self-sufficiency to 75%. The revitalisation of mining activities

in underdeveloped regions offers gainful employment to the local people, but also much more. In Liberia for example, the project includes developing infrastructure, thus enabling the sustainable development of both the project and the local community. Investment in areas such as education and healthcare is also part of ArcelorMittal’s contribution to Liberia.

Three cheers for our minersOne thing we know for sure, mining is not the easiest work in the world. Just in the process of organising the photo shoot for this feature, boldspirit faced many challenges trying to get photos of the ArcelorMittal mines. Many mining locations are extremely remote as well as having extreme weather conditions – sometimes freezing, sometimes boiling hot! Visitors are often not allowed access to the mines either.

None the less, we hope this introduction to your mining colleagues offers you some idea of the many important roles they play in our ArcelorMittal activities. We may not get to meet them very often, but we can certainly let them know that they are doing a great job, and have a critical role to play in our Company.

Claude Vallée, Québec Cartier Mining Company, Canada.

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In 2007, in order to provide added focus to our diverse programme of social investment activities, ArcelorMittal created the ArcelorMittal Foundation. Its mission is to promote our Group’s commitment to the local communities where we are present and to contribute to their development in a sustainable way.

from brand promise to social projects

The ArcelorMittal Foundation falls under the responsibility of GMB Member Gonzalo Urquijo. Joseph Kinsch, who is stepping down as Chairman of the Board of Directors of ArcelorMittal in May 2008, will act as Chairman of the Foundation, with Felicidad Cristóbal as its Managing Director.

Many people ask: “Where does the Foundation fit inside our Corporate Responsibility strategy (CR)?” Whereas CR’s base functions address the direct impact of ArcelorMittal’s operational activities on its various stakeholders, the ArcelorMittal Foundation, which forms an important part of CR, complements these actions with regard to the outside communities around our units.

Such actions, benevolent but extremely valuable or vital for the beneficiaries, are in line with our Group’s long-term interests. Why? Because operational activities cannot thrive in a sustainable way in poor, unhealthy or depleted communities. There are multiple reasons for us to engage in our many social programmes and projects. And there is also an internal benefit of this engagement: the sense of pride for us, the 310,000 ArcelorMittal employees, for being part of a company that is seeking to transform people’s tomorrow.

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From a can collecting initiative that reaps multiple benefits in South Africa, to wheelchair dancing in Spain, to the renovation of a teaching facility in Mexico, here are some of the many ArcelorMittal Foundation projects that are transforming people’s lives.”“

Have you ever wondered what happens to a can after drinking its contents? Have you considered the environmental impact of non-treated cans? Our colleagues in South Africa did in 1993, with the creation of the non-profit company called ‘Collect a Can’, in which ArcelorMittal South Africa has a 60% stake.

Its activity is the collection of metal cans, the separation of tin from steel, and the sale of recuperated materials. When Collect a Can was launched, the recovery rate of cans in South Africa was 18%. Now, it has reached 67%, even more than in Europe or North America!

Beyond this recovery benchmark in Africa and the positive environmental aspect of having cans removed from roadsides or river banks, this project involves other remarkable benefits. One is educational: school children are encouraged to collect cans in their families and communities, and are made aware of environmental issues. Another is social promotion: can collection provides revenue to people all over South Africa and even in some neighbouring countries.

When the project started, around 1,500 people participated in can collection. Now, the number of collectors has increased up to 40,000! Depending on their efforts, can collectors can earn between 30 and 2,200 US$ per month.

How does Collect a Can work? Collectors bring the cans to the Collect a Can branches, by car, bike or even animal-driven carts. If no transport is available, company vehicles go to search the collection. Once in the facilities, all cans are placed on conveyor belts and sorted with magnetic separators. Tin is separated from steel to be sold and reused in new industrial processes. Cans are then baled and sold to steel mills to be recycled.

The success of this initiative, which is progressively becoming self-sustainable, has trespassed borders. Collect a Can now has five branches in South Africa, three more in Namibia, Botswana and Zimbabwe and two agencies in Mozambique and Swaziland.

Fifteen years after its creation, Collect a Can is achieving its ambition of being the most successful, self-sustaining, one-way packaging recovering company in Southern Africa, where the beverage can exists in perfect harmony with the environment.

This remarkable project addressing three areas of activity at the same time has been selected by the ArcelorMittal Foundation as a best practice and a showcase to be replicated wherever possible.

Taking all this into consideration, it is not surprising that the former Minister for Environmental Affairs in South Africa declared: “I am the #1 fan of Collect a Can”. The team at boldspirit place ourselves next in line on the list!

Collect a Can is achieving its ambition of being the most successful, self-sustaining, one-way packaging recovering company in Southern Africa, where the beverage can exists in perfect harmony with the environment.

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change, and yet it’s the only thing that brings progress.” – Wolfie White, South Africa. “Let’s do everything possible everywhere to protect life and to fight for Safety. As such, we will not forget those who have left us. Their memory should remain in our minds and in our behaviour

Collecting cans, protecting the environment in South Africa

Collect a Can facility in Boipatong, Vanderbijlpark, South Africa.

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Vitória is the capital of the Brazilian state of Espírito Santo. One of the three capital states in Brazil built on islands, the city was founded in 1551 and some of its most remarkable buildings date from that time. If today the 314,000 people who live in the city, as well as tourists, can still enjoy the beauty of some of its colonial monuments, it’s partly thanks to the Empao project, a partnership between ArcelorMittal Tubarão, Goia Institute (NGO) and the Government of the Espírito Santo State.

Empao combines the restoration of artistic heritage with the development of young talents and the social inclusion of teenagers in a situation of risk. The project has developed qualified manpower to restore and reconstruct important historical buildings. One example is the Anchieta Palace, which, during its almost five centuries, has been a college, a church and now the seat of the State Government.

Every year, 25 teenagers benefit from the Empao project, by attending practical and theoretical classes about restoration of the historical and cultural heritage. Altogether, 280 young people have followed these lessons. In 2007, the evaluation of the social impact of the Empao project showed a highly positive result, both on the preservation of Vitória’s heritage and on the improvement of the quality of life of students and their families.

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Preserving cultural heritage through education in Brazil

Eliminating wheelchair boundaries

In 2007, the evaluation of the social impact of the Empao project showed a highly positive result, both on the preservation of Vitória’s heritage and on the improvement of the quality of life of students and their families.”“ It is not necessary to travel far to find people

in need. Close to our sites, even in the most developed countries where our Group is present, surrounding communities are benefiting from our

brand promise of ‘transforming tomorrow’.

change, and yet it’s the only thing that brings progress.” – Wolfie White, South Africa. “Let’s do everything possible everywhere to protect life and to fight for Safety. As such, we will not forget those who have left us. Their memory should remain in our minds and in our behaviour

It is not necessary to travel far to find people in need. Close to our sites, even in the most developed countries where our Group is present, surrounding communities are benefiting from our brand promise of ‘transforming tomorrow’.

This is the case at ArcelorMittal Asturias, in Spain, and its support to DIFAC, the association of physically disabled people of Avilés and its region. This young project

started in December 2007 with the organisation of a sports event that included a wheelchair basketball match and an exhibition of wheelchair dancing!

ArcelorMittal is one of the main sponsors of DIFAC, which has among its objectives the elimination of architectural barriers in the region and the promotion of the integration of people with physical disabilities. This support will continue in 2008,

in line with the aim expressed by Gonzalo Urquijo, Member of the Group Management Board, and Felicidad Cristóbal, Managing Director of the ArcelorMittal Foundation, to focus on projects promoting education and Health and Safety in the communities around us, which includes the social insertion and well-being of disadvantaged persons such as the handicapped.

The Empao project in Vitória covers some of the main areas of activity of the ArcelorMittal Foundation: Education, Art and Culture and Social Promotion.

Empao project, Vitória, Brazil.

Wheelchair dancing, Avilés, Spain.

Raising environmental awareness in China

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An aspect where Corporate Responsibility (CR) and the Foundation’s activities are closely intertwined is the promotion of volunteering. Here the Foundation, CR and Human Resources are working together to involve employees and help them take part in community projects. You will be kept informed when more concrete guidelines have been set up.

The ArcelorMittal Foundation’s activities in China have started with significant projects in the environmental area: China’s rapid growth, while drastically reducing levels of poverty, has also had a major impact on the country’s natural resources. To ensure that the protection of the environment is considered a priority, ArcelorMittal is proud to have been selected as the sole private sponsor of the China Environmental Awareness Programme (CEAP).

Launched in 2006, CEAP is a joint initiative of the United Nations Development Programme and the Chinese government. The three year campaign seeks to raise public awareness about environmental issues through media campaigns, built around high-profile national events such as the 2008 Beijing Olympics and the Shanghai Expo in 2010.

In the first stage, a public competition was organised to select a logo (among 100 candidates) and a slogan, “Have you done something for environmental protection today?”. In the second stage, a far-reaching communication campaign has developed in the form of TV shows and adverts involving the participation of three Chinese celebrities volunteering as ‘Environment Ambassadors’ (world-class pianist Lang Lang, TV hostess Yang Lan and pop singer Wang Lihong), public service announcements on climate change to be broadcast on major TV channels and other media networks and the creation of public transit cards to promote clean public transport.

For more information on this ambitious programme, please refer to the CEAP website: www.chinaceap.org

This winner of a photo competition supported by CEAP shows a rural Chinese farmer enjoying electricity for the first time.

The CEAP logo colours represent the four necessary elements in a human being’s life: sun, water, trees and buildings.

all the time.” – Michel Wurth, Luxembourg. “A few people may remember what you said, a few more people may remember what you did, very few people however, will ever forget how you made them feel.” – John Marshall, Canada. “What differentiates best companies from the

Campaigns, trainings, evaluations, controls… For years, ArcelorMittal Acindar in Argentina has been carrying out initiatives to improve Safety records. Nevertheless, there are still accidents – some even severe – that have, as a root cause, the lack of a careful attitude. What can be done to increase Safety awareness?

Our colleagues in Argentina have found a solution with an excellent programme called Sumemos Seguridad. This initiative, led by Arturo Acevedo, ArcelorMittal Argentina Country Manager and CEO Acindar Facility, is a long-term approach, not only to improve safe attitudes in the facilities, but also in the communities, by including families and schools.

The first year of the programme has already showed results. In 2007, about 3,000 children from basic schools of Villa Constitución and La Tablada participated in educational activities to promote safe behaviour and preventive attitudes at school, at home, at work and in the city.

Volunteers from the ArcelorMittal sites (the so-called ‘Safety multipliers’) taught Safety workshops. The programme also included educational material, teacher training and the organisation of a Safety contest for children.

Safety is one of the main focuses of the ArcelorMittal Foundation, which will promote the Sumemos Seguridad project among all ArcelorMittal units as a best practice example to be replicated.

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Creating an early Safety culture in Argentina

In 2007, the ArcelorMittal Foundation supported 587 social projects, giving thousands of people

from different cultures, genders and social backgrounds, a more dignified, healthy and safe life.

CAM Guacamayas project – renovating an important teaching facility in MexicoThis project (Centros Atención Múltiple or CAM), one of the major projects of ArcelorMittal Lázaro Cárdenas, supports a school for children with special needs near our unit.

Perhaps the best person to give us a first hand account is Felicidad Cristóbal, Managing Director of the ArcelorMittal Foundation who visited the school in 2007.

“Director Maria Luisa showed us around the school, which is designed for mentally disabled children. There are around 60 students from four to twelve years old. Two psychologists work hand-in-hand with teachers to advise them for each child on which field to focus on.”

Felicidad says that the old building was transformed into a school seven years ago but is now in really poor shape and needs to be transformed extensively to be able to serve its purpose.

“The Foundation would very much like to encourage vocational training projects and have children attend a specific workshop for three years to allow them to have opportunities to enter a professional career (sewing, carpentry, horticulture, cooking, etc). Therefore, we would like to improve the existing sewing class by refreshing wall-paintings and fixing electric installations to make them secure.”

In addition, the reading room is also to be totally refreshed through the installation of windows, lights, fans and cupboards.

The aim of the Foundation with this project is to progressively build new rooms and tear down old ones, which have become insalubrious and dangerous. “They are all very old and not well managed,” says Felicidad.

70 children and 30 mothers are the main beneficiaries. The ArcelorMittal Foundation offers support both in cash and in kind (i.e. the reading room, equipment, water deposit, book cases, fences, electric installation…).

“ For this project, our contribution is for the rehabilitation or construction of several classrooms, as the existing facilities are seriously deteriorated.” Felicidad Cristóbal, Managing Director of the ArcelorMittal Foundation

School Safety Fair, Villa Constitución, Argentina.

CAM project, Lázaro Cárdenas, Mexico.

all the time.” – Michel Wurth, Luxembourg. “A few people may remember what you said, a few more people may remember what you did, very few people however, will ever forget how you made them feel.” – John Marshall, Canada. “What differentiates best companies from the

boldsafety20David Sadler, VP Health and Safety, speaks to boldspirit about the Health and Safety action plan for 2008 and what he feels are the key elements necessary for ArcelorMittal to achieve significantly better Health and Safety results.

Putting Safety into practice

others? Having a long-term vision and an eye on the future. Caring for the environment. Capturing growth. Learning from one’s mistakes. Learning from others’ mistakes. Having a well-defined and realistic organisational goal and possessing all of the resources – Human, Capital

Chinese Safety poster reads: “Safety is in my heart! Wear a helmet before entering the site”.

“ A good manager knows and ensures that we can have good production, quality, cost, on-time delivery, environmental performance and good Safety results all at the same time. In fact, we must! We can deliver on time and have improved productivity while still maintaining excellent Safety records.”

If 2008 is dominated by one priority at ArcelorMittal, it isn’t difficult to see what that issue is: Safety, Safety and Safety.

More than a year after our successful merger, we are not yet all working with the same level of integration in terms of Health and Safety standards. To address this issue, on March 6 2008, our second Health and Safety Day was held. The theme of the day was, ‘Together, a step forward,’ with an emphasis on three key messages: ‘Fair Play’, ‘Leading by Example’ and ‘Training and Sharing’.

Importantly, we must remember that this year’s Health and Safety Day was more than just a one day awareness-raising event: it was a call to action. Indeed, starting from March 6, commitments have been made and goals have been set. Now it is up to everyone to see that these actions are successfully implemented so that we can tangibly improve our global H&S record.

Health and Safety CommitteeDavid Sadler became VP of Health and Safety and thus Head of the H&S Committee in September 2007. The first meeting of the H&S committee took place in Luxembourg in November 2007. The committee’s role is to support and advise us concerning the step-by-step integration of Health and Safety knowledge and best practices.

“What we want is to concentrate on the few main risk areas,” David advises. “The H&S Committee has developed some key fatality

prevention standards with the assistance and input of many of the H&S teams and other stakeholders around the Group. The standards that have been initially developed are for tasks involving working at heights, isolation of energy sources, working in confined spaces and rail safety. These standards are best practice approaches to managing the types of work that cover the root causes of around 70% of our fatalities. If these are applied effectively it will prevent more of these tragic events.”

The Committee has also identified a best practice approach to Shop Floor Audits (or Layered Evaluations) and has produced a standard that allows managers to assess conformity to these and other safe work procedures. During 2008, there will be a formal audit programme specifically focused on these standards – and more especially – conformity to them by people carrying out the work. These audits will be scored and reported together with action plans to close any gaps.

The Health and Safety 2008 action planThe four milestones of the 2008 action plan are to:

• Set up world class standards that prevent the main causes of fatalities in our organisation

• Set up ‘golden rules’• Complete formal audits to ensure plants are

complying with Group policy and standards• Ensure Shop Floor Audits are led by line

management to assist our employees in safe work

In addition to these actions, we need to improve our H&S culture. Certain key habits are essential to our success.

“We need to do proper risk assessments, know the Safety procedures well and follow them,” David emphasises. “But after all this: don’t wait for someone else to come along and point the risks out for you. ‘Take five’ to ask: ‘What can hurt me or us? How bad can it be? What can I do about it?’”

“ We all have the same Health and Safety tools, but it is when leaders focus their efforts that very successful results can be realised.”

Global accountability for accidentsAs David explains, one of the problems with H&S everywhere is accountability. Accountability means ‘You can count on me to do my part’. “Everyone needs to show up for their work fit and able, to follow Safety procedures and to wear their proper PPE. And everyone has to take accountability for their own actions!”

“When there is an accident, the tendency is to focus on the individual when a more systemic view is in order. When an injury occurs, we should identify the reasons why the hazard existed; we have to understand and change the circumstances that led to the injury happening. But this certainly doesn’t mean we should accept the unsafe situation or action. We should have a constructive dissatisfaction for these issues.

Additionally, sometimes we have a tendency to see things as only either ‘safe’ or ‘unsafe’. For example, let’s say there is a rule that states safety harnesses must be worn when a person is working above 1.8 metres. Now, does this mean that a fall from 1.79 metres is perfectly safe? Not at all. We must, of course, follow this rule, but there is nothing to stop us from improving on this when we feel that it is safer to do so. That way we will continuously improve.”

The manager’s relationship with SafetyBefore coming to ArcelorMittal, David was a manager in a company with excellent Safety records, helping him to learn fundamental lessons. For example, he recounts a story: his boss took him on a tour of a hot mill to demonstrate how to manage it. On the first day David went there, he saw a sign that said: ‘Safety First’. Then his boss took him around the corner where there was another poster reading: ‘Quality is Number One’.

David’s boss at the time said: “I don’t want you to compromise on anything! I want you to give me excellent Safety performance, improved productivity and cost, reliability and flexibility to meet delivery schedules and an excellent environmental performance. I don’t want any trade-offs. You will only get this if you manage your equipment and process well, but more specifically, if you lead your team effectively. Your job is mainly about people!”

“A good manager knows and ensures that we can have good production, quality, cost, on-time delivery, environmental performance and good Safety results all at the same time. In fact, we must! We can deliver on time and have improved productivity while still maintaining excellent Safety records.”

According to David, at ArcelorMittal, we don’t just dream up a fantastic new idea and hope that everything will get better. “We need to apply the systems we have. For example, given the high standards of Safety in some of our plants we might think that we have reached a very good position, but any procedure is only good if it is constantly applied with rigour and is reviewed for relevance. Safety work is like sweeping water uphill; you have to do this work all the time.”

“We need to be more proactive and strategic in our Safety work. Safety is often seen as something that is additional to everything else (performance/production). It should be an integral part of our strategy.”

Leading by exampleWhat exactly does it mean when we say: ‘Leading by example’ in Health and Safety? It is simply the difference between having good procedures and putting them into practice. Showing people that you mean what you say by doing it.

“If you have a rule, there is no excuse not to follow that rule. We need to demonstrate visible commitment. If you tell people what to do, and then you walk past and you don’t do it yourself, people won’t believe that it is important.”

For instance, at the Saldhana Steel plant in South Africa we achieved a significant decrease in the Lost Time Injury Frequency Rate, while maintaining good production results. “This is not the only location that has improved of course. Many others have, but the Saldhana results demonstrate the difference between knowing the procedures and applying them. We all have the same Health and Safety tools, but it is when leaders focus their efforts that very successful results can be realised.”

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others? Having a long-term vision and an eye on the future. Caring for the environment. Capturing growth. Learning from one’s mistakes. Learning from others’ mistakes. Having a well-defined and realistic organisational goal and possessing all of the resources – Human, Capital

Mr Mittal appearing in one of the Health and Safety campaign posters.

06/03/2008Our second Health and Safety Day: ‘Together, a step forward’.

Health and Safety poster campaign.

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Asia, Africa, Commonwealth of Independent States (AACIS)

and Machines.” – Rajat Pandey, Romania. “Remember, ‘those who live in the hearts of others never die’.” – Griet Defever, Belgium. “Anything is possible with people who are committed to do a job right the first time.” – Peet van der Merwe, South Africa. “Good teams become great

Over the next ten pages, we highlight news from various segments. We hope that this cross section of up-to-date information helps to keep you informed of some of our important activities.

Malay Mukherjee is the GMB Member, Responsible for Mines, Africa, Asia, China, South Europe (Bosnia, Macedonia), CIS (Ukraine, Kazakhstan), Stainless Steel and Pipes and Tubes. In this issue, we tell you why Indian journalists made a trip to Brazil, explain a little about our project in Senegal and let the Stainless people tell you about the new brand for ArcelorMittal’s ferritic solutions.

Sharing experience: Brazil and IndiaA group of 20 senior Indian journalists representing 16 media organisations, newspapers, wire services and television networks toured ArcelorMittal facilities at Tubarão, Acos Longos, Inox Brasil and Florestas in February 2007. During the hectic five day tour, the journalists witnessed not just the technological edge and passion for work at the Brazilian facilities, but also the environmental and social consciousness of the Group.

As ArcelorMittal is in the planning stages of a Greenfield plant in Jharkhand, India, it was decided to draw on the experiences of steel operations in another emerging country where we have a presence. Thus, ArcelorMittal India is observing and learning from best practices in steel production, environment and Safety from our colleagues at ArcelorMittal Tubarão, in the state of Vitória in Brazil.

“There is already a 15 member ArcelorMittal team that comprises experts from different areas of operations, working on the project in India. There are many things that ArcelorMittal Brasil can share with India,” says Jose Armando Campos, President, ArcelorMittal Brasil.

As reported in the Financial Express on February 15 2008 by MG Arun: “The story of the Tubarão plant is one of remarkable turnaround, from a company which incurred losses of 1 billion US$ in the first nine years of operations starting 1976, to one which generated a net profit of 1.2 billion US$ last year on flat products. This has been possible by putting in place a clear system of procedures in all operational areas, practices which the company would replicate in the Indian context.”

Senegal Project – main features and statusIn February 2007, ArcelorMittal signed agreements worth 2.2 billion US$ with the Government of Senegal to mine iron ore in the West African nation. This project, due to start in 2011, includes developing the mine, building a new port near Dakar and laying 750 kilometres of railway to link the mine and the port.

In July 2007, ArcelorMittal Mining Senegal SA was formed. As Rajesh Goel, CEO, ArcelorMittal Mining Senegal SA, explains: “We started a geological camp at the mine site in Faleme in October 2007, completed in January 2008, and our exploration works began in February 2008. A contract has been signed for drilling works and the equipment is in transit.”

In February 2007, ArcelorMittal signed agreements worth 2.2 billion US$ with the Government of Senegal to mine iron ore in the West African nation.”“

Visiting Indian journalist watches as new saplings are planted in the nursery for Eucalyptus plantations in Brazil.

“ There is already a 15 member ArcelorMittal team that comprises experts from different areas of operations, working on the project in India. There are many things that ArcelorMittal Brasil can share with India,” Jose Armando Campos, President, ArcelorMittal Brasil

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and Machines.” – Rajat Pandey, Romania. “Remember, ‘those who live in the hearts of others never die’.” – Griet Defever, Belgium. “Anything is possible with people who are committed to do a job right the first time.” – Peet van der Merwe, South Africa. “Good teams become great

When the mine becomes fully operational, it should produce between 15 million and 25 million metric tonnes (MT) a year. Total estimated iron ore reserves are around 750 million MT at four locations in the Faleme region, south-east Senegal.

This project provides local communities with employment opportunities, better access to road, rail, telecommunication and electricity, safe drinking water, better healthcare, opportunities to become entrepreneurs and educational and recreational facilities.

In December 2007, the plant hosted a Stakeholders Meeting and invited the UN, development agencies of Luxembourg and France, many NGOs, and Industry and Corporate Responsibility representatives from ArcelorMittal. “The meeting identified the needs and aspirations of various stakeholders. It sent a very clear message that ArcelorMittal is willing to cooperate with important and serious agencies to make a success of the project for all stakeholders.”

News from Stainless KARA, the new brand for ArcelorMittal’s ferritic solutionsIn the summer of 2007 in Paris, Jean-Yves Gilet, ArcelorMittal EVP and Stainless CEO, launched KARA, ArcelorMittal’s new brand for ferritic stainless steels.

Ferritic stainless steels have the strongest growth potential in the stainless steels market: nickel-free, they offer to customers a significant advantage of not being impacted by constant price fluctuations.

A shared eventKARA was first introduced to our Company in an internal event. “Our people are the first ambassadors,” said Jean-Yves Gilet. “This ambitious step is one that involves the whole Company: it has to be known, understood and communicated by employees.”

Next, the commercial team rolled out the message within their perimeter and prepared the meetings with the clients. KARA, combining both a product and a service that corresponds as closely as possible to customer expectations, is central to strategy and will drive the growth of Stainless Europe in the coming years.

KARA, an asset for customersKARA completes an already very competitive range of products, reinforcing our market-leading expertise and the quality of our resources. All of its applications contribute to sustainable development.

Creating a ferritic brand is a bold and innovative undertaking in the steel industry. It reflects our commitment to differentiation for our customers in an increasingly demanding environment. KARA transforms ferritic grades into a brand, into value shared between us, our customers and the end-user.

Strong impact on our customers!Customers confirmed our strategy, calling it a ‘cultural revolution’. Some very good impressions were collected for example in Scandinavia where our Electrolux Laundry systems client said: “I am impressed and convinced that ferritics are the future.”

The Damstahl Group Purchase Director Kaj Nielsen said: “We are your partner! We are already putting our full sales force at your disposal to broaden the knowledge of the KARA brand in Denmark, Sweden and UK.”

Want to know more about stainless? Go to www.arcelormittal-stainless.info

Tubarão blast furnace is explained to the visiting Indian journalists.

Ferritic stainless steels have the strongest growth potential in the stainless steels market: nickel-free, they offer to customers a significant advantage of not being impacted by constant price fluctuations.

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Flat Carbon Americas

ones when the members trust each other enough to surrender the ‘me’ for the ‘we’.” – Peng Peng Tan, Australia. “Safety is not just the use of safe equipment at the plant. It also has to do with living safe. Through our families we all understand better the value of life and those

In the previous issue of boldspirit, the Americas were introduced in detail as our ‘Segment in the spotlight’ (page 22). Here we offer a snapshot of an ambitious undertaking in the Great Lakes and introduce our Canadian colleagues at Québec Cartier Mining.

Flat Carbon Americas: giving back to the Great LakesAditya Mittal, ArcelorMittal CFO and Member of the Group Management Board, has overall responsibility for Flat Americas, which covers operations in Canada, the United States, Mexico and Brazil. The Flat Carbon Americas region has taken bold steps this year to transform tomorrow with a strong focus on Sustainability, Leadership and Quality.

For example, in January 2007, ArcelorMittal USA launched a new partnership with the National Fish and Wildlife Foundation and several other key federal agencies, including the US Environmental Protection Agency, the US Fish and Wildlife Service, the US Forest Service and National Oceanic and Atmospheric Administration, to establish the ArcelorMittal Great Lakes Restoration Programme.

Specifically, this partnership is designed to address habitat and ecosystem restoration goals, such as supporting wetland protection and restoration across the Great Lakes Region, including parts of Illinois, Indiana, Minnesota, Ohio and Canada.

World’s largest freshwater ecosystem

For the Americas region, specifically North America, the Great Lakes are a chain of five freshwater lakes located on the Canada / United States border. The Great Lakes represent 20% of the world’s fresh surface water, and serve as the world’s largest freshwater ecosystem.

Funding priorities will restore, enhance, and protect near-shore and off-shore native fish communities and other wildlife resources and their habitats, to provide for a balanced ecosystem. They will also serve to restore, enhance and protect the wetlands that are vital to the survival and diversity of the fish and wildlife resources of the Great Lakes.

Funds will also help to restore, enhance and protect the tributaries and their watersheds that support the fish and wildlife resources of the Great Lakes ecosystem, as well as restore, enhance, and protect the Great Lakes shoreline and upland habitats. Additionally, funds will serve to address terrestrial and aquatic invasive species throughout the Great Lakes watershed, promote individual stewardship and assist individuals, community-based organisations, businesses, local governments, and schools to undertake initiatives, including watershed planning, to achieve the above goals.

According to Lou Schorsch, President and CEO, ArcelorMittal Flat Carbon Americas: “A vibrant, sustainable Great Lakes ecosystem is important to our business and our community. We are thrilled to have the opportunity to partner with the National Fish and Wildlife Foundation to lead the effort in improving the fish and wildlife habitat in the Great Lakes.”

ArcelorMittal supporting the Great Lakes Restoration Programme in Chicago.

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ones when the members trust each other enough to surrender the ‘me’ for the ‘we’.” – Peng Peng Tan, Australia. “Safety is not just the use of safe equipment at the plant. It also has to do with living safe. Through our families we all understand better the value of life and those

In Spring 2008, the first series of grants will be made to local communities along the Great Lakes watershed within the United States and in select areas of Canada.

Québec Cartier Mining Company: profile of a giant Further north, Québec Cartier Mining Company is one of Canada’s leading suppliers of iron ore to Europe and North America and, to a lesser extent, Africa and Asia. It is ArcelorMittal’s largest iron ore mining subsidiary with 2,000 employees, an annual production of 14.5 million tonnes, annual sales of 1.2 billion CA$ – 40% of which is to non-ArcelorMittal steel companies – and confirmed deposits of one billion tonnes of crude ore.

Created in 1957, Québec Cartier operates mining and primary processing installations in two communities on the north shore of the Gulf of St Lawrence. Mont-Wright is the site of one of North America’s largest open pit mines and an iron ore concentration plant.

The site is linked by Québec Cartier’s 420km railroad to the industrial complex in Port Cartier. The complex includes an internationally competitive pellet plant with an annual production of nine million tonnes, rail workshops, Québec Cartier’s head office and its private port. In 2007, the port received 507 vessels and shipped more than 20 million tonnes of iron ore concentrate and pellets, making it one of Canada’s largest private ports.

The pursuit of excellenceQuébec Cartier has built a reputation for a commitment to sustainable development, the pursuit of excellence, quality products, talented and dedicated employees, effective management and environmental leadership.

When the acquisition of Wabush Mines is completed, ArcelorMittal’s Canadian mining operations will employ about 3,000 people and produce 19.3 million tonnes of iron ore annually – about 60% of Canada’s total volume – of which 14.1 million tonnes will be palletised.

Geographically, the ‘Americas’ region spans from North America (Canada, United States, Mexico), through Central America (Costa Rica)

and into South America (Trinidad and Tobago, Argentina, Brazil). The Americas, home to Flat and Long operations, accounts for 35%

of the steel produced overall by ArcelorMittal.

“ A vibrant, sustainable Great Lakes ecosystem is important to our business and our community. We are thrilled to have the opportunity to partner with the National Fish and Wildlife Foundation to lead the effort in improving the fish and wildlife habitat in the Great Lakes.” Lou Schorsch, President and CEO, ArcelorMittal Flat Carbon Americas

Left to right: Jean-Sébastion Dion, David Labonté and Guy Chapados, Québec Cartier Mining Company, Canada.

Québec Cartier Mining Company, Canada.

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Flat Carbon Europe

Today, all of the ArcelorMittal Group’s European activities in the flat carbon steel business are the responsibility of Flat Carbon Europe (FCE). With excellent results in 2007, the success of the integration process within this segment has exceeded expectations.

“ What customers want is to be able to make a phone call to our nearest office – a call that opens the door to the potential of the whole ArcelorMittal organisation.” Michel Wurth, Member of the GMB

An acoustic staircase, made with Sollight® AC – noise reduction steel.

concepts are more strongly reinforced.” – Jefferson De Paula, Spain. “Don’t fear the future – take it as a challenge!” – Yvonne Weis, Luxembourg. “Taking a step forward in Health and Safety is something that each and every one of us – the Group Management Board, the Management

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Because there are so many differences between Western and Eastern Europe, there is a separate business unit for each region. But the segment continues to take bold steps towards building a single, unified organisation, and aligning its approach to safety, quality and service.

At the helm of the segment is Michel Wurth, Member of the Group Management Board who is responsible for Flat EU 27, Product Development and R&D, Global Customers, Automotive, Plates & Packaging. “Step-by-step, we are streamlining the transversal functions that cover Western and Eastern Europe so that the segment is simpler and more efficient,” he says.

Changing attitudes about SafetyAs with every level of our Group, Safety is a top priority for FCE – particularly in view of a worrying number of severe accidents in 2007 after years of steady improvement on Safety performance. A range of actions are being implemented to positively impact people’s behaviour and attitudes, including Safety seminars, audits, and even shift stops for intensive training.

“Everything is aimed at ensuring that we never have another fatality that could have been avoided,” explains Michel. “Among managers, there’s a shift in emphasis towards spending more time in the plants and leading by example. And we’re trying to capture the real knowledge from the shop floor to ensure that our procedures are compatible with the way that people work on a daily basis.”

Keeping the customer interface simpleEarly in the integration process, the priority for FCE was to ensure that customers ‘could not see the join’. “What customers want is to be able to make a phone call to our nearest office – a call that opens the door to the potential of the whole ArcelorMittal organisation,” says Michel.

To ensure continuity in terms of technical and market expertise, separate commercial organisations were created for the industrial and automotive markets. The sales teams share a common approach, and are responsible for loading the mills, not just in their own area, but across the whole of Europe. The processes for sales follow-up were also standardised, although the segment continues to invest in aligning infrastructure – e.g. IT systems.

Logical moves towards a cohesive structureRecently, in terms of internal structure, the boundaries between Flat Carbon Eastern Europe (FCEE) and Flat Carbon Western Europe (FCWE) had been clearly defined. Now, the segment is taking integration to the next level by blurring the lines a bit.

For example, the Romanian site of ArcelorMittal Galati, previously under FCEE, is now part of the FCWE business unit. And Eisenhüttenstadt in Germany ‘moves’ from FCWE to FCEE.

“The big challenge for FCE is that, contrary to what was thought at the beginning of this decade, steel consumption in Europe has significant growth potential,” says Michel. “This new organisation represents a logical step in our transformation by exchanging best practices, transferring knowledge, and organising ourselves to be sure that we can capture this growth.”

Another key element in the segment’s transformation is the restructuring of its R&D organisation. “We will use a similar approach to the one used so successfully by the automotive segment,” explains Michel. “It will be much closer to finished markets – like construction, which accounts for more than 50% of the steel produced globally every year. We’ll also be looking closely at how we can contribute to meeting the challenge of global warming, pushing for new technologies that demonstrate how steel is not part of the problem – it’s a solution. It’s an exciting time for our segment!”

Flat Carbon Europe at a glanceNumber of employees (FTE): 68,191Market share within ArcelorMittal: 30%Products:• Hot rolled coils• Cold rolled coils• Metallic/organic coated steel and

composites• Heavy plate

Application areas:• Automotive • Construction• Civil engineering• Mechanical engineering• Processing industries• Domestic appliances• Electrical applications• Pipes• Packaging

More information can be found on the Flat Carbon Europe website.

The website includes an interactive map that leads you to full contact details for all FCE mills and commercial offices. You’ll also find the segment’s online product catalogue for Industry applications in English, French, German and Spanish.

www.arcelormittal.com/fce

As with every level of our Group, Safety is a top priority for FCE. A range of actions are being implemented to positively impact people’s behaviour and attitudes, including Safety seminars, audits, and even shift stops for intensive training.

30%Market share within ArcelorMittal.

Step-by-step, we are streamlining the transversal functions that cover Western and Eastern Europe so that the segment is simpler and more efficient.” Michel Wurth, Member of the Group Management Board“

Customers are offered a wide choice of colours for organic coated steels.

concepts are more strongly reinforced.” – Jefferson De Paula, Spain. “Don’t fear the future – take it as a challenge!” – Yvonne Weis, Luxembourg. “Taking a step forward in Health and Safety is something that each and every one of us – the Group Management Board, the Management

Angelina®, ArcelorMittal’s last-born in cellular beams, is aesthetical, lightweight, economical, flexible and environmentally friendly. Its main applications are in structures for multi-storey office, sports, culture, leisure, industrial, commercial, educational and health buildings worldwide.

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Long Carbon Americas and Europe

Committee, managers, unions, supervisors, plant workers and office workers – is capable of. This is crucial, because Health and Safety affects us all.” – Mr Mittal. “A key to embracing our role is to become aligned with our three brand values, understanding that these values are the

Operating in 36 countries, Long Carbon Americas and Europe posted good Q4 results, with increases in shipments and sales. 2008 should see further improvements due primarily to volume increases.

At the edge of innovation and Leadership, Angelina®: a star is bornThe patented Angelina® cellular H-beam highlights ArcelorMittal’s innovative drive. It is the product of a fruitful cooperation between the internationally renowned French architect Claude Vasconi, the Marketing of Building and Construction Support (BCS), the ArcelorMittal Research Centre in Esch and the Luxembourg beam finishing shop of ArcelorMittal.

The intention of the architect was to create a beam that is transparent, aesthetic, light, aerial, environmentally friendly and economical, allowing long spans up to 25 metres as well as the integration of large ventilation girdles.

Angelina®’s long spans, its pleasing shape and its soft, gentle geometry leave plenty of room for design and imagination. Lightweight and refined, Angelina® optimises construction heights and weight, the number of beams and columns, the size of the foundations and other physical constraints. At the job site, the large openings allow for the fast installation of pipes and ducts. Angelina®’s layout, its shape and distance between openings are available in different configurations. The quick and easy assembly ensures a flexible, economical and safe construction.

Made entirely from recycled steel scrap at the Differdange (Luxembourg) mill and processed by the local beam-finishing shop – both ISO 14001 certified operations – Angelina® beams are 100% recyclable and fully meet sustainable development criteria. Thus, they become an environmental must.

St Petersburg Marine Façade.

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According to ArcelorMittal Human Resources statistics, as of Q4 2007 there were 56,485 full time employees in Long Products. 56,485

Committee, managers, unions, supervisors, plant workers and office workers – is capable of. This is crucial, because Health and Safety affects us all.” – Mr Mittal. “A key to embracing our role is to become aligned with our three brand values, understanding that these values are the

In recognition of its many qualities, Angelina® has been awarded the Batimat Golden Design Trophy in the category ‘structures’. This trophy, granted by the Paris fair, is considered a springboard for the latest trends in the construction industry. It acknowledges the efforts of manufacturers who successfully integrate an approach to industrial design into their development strategy.

New passenger seaport St Petersburg Marine Façade sheet piles for quay wall constructionMarine Façade, the largest waterfront development project in Europe, is currently under construction in the Russian city of St Petersburg, on the Baltic Sea. ArcelorMittal Commercial Rails, Piles and Special Sections (RPS) delivers some 19,000 tonnes of sheet piles used for quay wall structure in the first stage of this huge construction project. A tailor made sheet pile section has been specifically developed for this purpose. In combination with state-of-the-art technical support in terms of design and job site assistance, it offers the most cost-effective and innovative solution to the customer.

The Marine Façade project consists of a land reclamation of about 450 ha on Vasilievsky Island in St Petersburg. The new district, located close to the city’s historic centre, will comprise recreation areas, apartment blocks, business buildings, as well as a new passenger seaport.

Seaport construction started in 2006 and will be carried out in three stages. Stage one, completed in 2008, includes three new berths totalling more than 1km of mooring facilities. It is capable of simultaneously accommodating several passenger vessels, including cruise and ferry vessels up to 300 metres long. Four other berths will be added in stages two and three.

Opening of stage one of the Marine Façade is scheduled for August 2008. Stages two and three will be put into operation in 2009 and 2010, respectively. Investments into the project are estimated at 1 billion US$, or 2 billion US$ with capital investments in real estate on the new filled-up territories.

After completion of construction, St Petersburg Marine Façade will host the only modern marine passenger port in Russia. The seven berths give the passenger terminal a capacity of 12,000 travellers a day. This responds to the considerable growth of people visiting St Petersburg by sea which could reach 700,000 to 800,000 persons per year by 2015! St Petersburg will thus become a starting and end point of cruise routes.

Welcome to Algeria, Morocco and BosniaLong Carbon Europe would like to offer a warm welcome to the long carbon steel operations of Annaba (Algeria), Sonasid (Jorf el Lasfar and Nador, Morocco) and Zenica (Bosnia), who joined LCE on January 1 2008. The geographic proximity and the potential for synergies were the motivating factors behind their transfer from the Asia, Africa and CIS segment.

The patented Angelina® cellular H-beam.

“ Without innovation, there is no leadership. And without leadership, innovation stands still. To progress, we need skilful leaders who change things for the better. Innovation thus is first and foremost about people.” Gerhard Renz, EVP of Long Carbon Europe

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Steel Solutions and Services

cornerstone of ArcelorMittal and serve as the guiding principles by which we conduct our daily work lives.” – Michael G Rippey, USA. “The potential is there – put it in motion.” – Bernard Fontana, Luxembourg. “The ArcelorMittal brand will make us stronger and will give us a greater

With a network of more than 450 points of presence, Steel Solutions and Services is the world’s largest steel distributor and processor. Steel Solutions and Services holds the first position in Europe and ranks in strategic positions in the rest of the world.

Through its activities as distribution centres, steel service centres, construction and foundations solutions for infrastructure projects, Steel Solutions and Services delivers a large portfolio of products (carbon steel flat and long, stainless, tubes, steel cord, low and high carbon wire), solutions (processed steel) and services (technical consultancy and engineering) to a customer base of more than 200,000 clients.

From the offices of ArcelorMittal International, the Group export network, we promote and sell, outside of their domestic markets, all of the products from the various ArcelorMittal mills.

The ambition of Steel Solutions and Services is to grow worldwide, while targeting two objectives: to be the most profitable, customer-oriented, innovative steel distributor and to be the best partner for ArcelorMittal mills all over the world.

Our innovative solutions to construct tomorrowFocused on high-quality and innovative solutions, Steel Solutions and Services is able to meet its customers’ highest expectations.

From the depths of oceans: offshore mooring applications… For offshore mooring applications, the oil industry needs ultra-high strength wire ropes, which are lighter in weight for the same strength. Nowadays, oil production systems are being moored deeper and deeper in the ocean, thus the necessity to use longer wire ropes, without increase of weight, which means maintaining the mechanical properties whilst increasing the tensile strength without decreasing ductility.

To meet these requirements, Wire Solutions has developed a new high carbon silicon steel grade, allowing it to reach more than 2050 Mpa on hot dip galvanised drawn wire: the new generation wire ropes aims a failure load 4% superior to the standard mooring wire ropes.

…to the tops of houses…With its innovating steel tiles, the Construction entity meets the double challenge of life quality and sustainable development. Available in all shapes and colours, pre-painted steel tiles are also lighter than traditional tiles, easier to install and more widely recyclable. Aesthetic and with strong mechanical performance, metal tiles conquered Scandinavia and tropical countries a long time ago. In Central and Eastern Europe, their annual growth exceeds 10%.

The future will be environment-friendly thanks to the Arsolar photovoltaic solution, which transforms solar energy into electricity. Arsolar was awarded in 2007 the Innovation Gold Medal at Batimat. It combines integrated steel roofing and photovoltaic solution, through a new manufacturing process. The panels are equipped with standard generators to obtain the desired power.

…and audacious skylines worldwideOn top of the world’s highest towers, if ArcelorMittal high-quality steels are selected by the boldest architects, you can be sure that Steel Solutions and Services teams are involved, from the identification to the assistance in the design of significant construction projects (Building and Construction Support) to the international sales of the full ArcelorMittal product range (International).

The future will be environment-friendly thanks to the Arsolar photovoltaic solution, which transforms solar energy into electricity.” Arsolar was awarded in 2007 the Innovation Gold Medal at Batimat“

A customer is less interested in a product than in a solution. Steel Solutions and Services cooperates with its clients in automotive appliances or manufacturers in household appliances to deliver components allowing them to outsource part of their process, and thus create the best conditions to enhance innovation and partnership.

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cornerstone of ArcelorMittal and serve as the guiding principles by which we conduct our daily work lives.” – Michael G Rippey, USA. “The potential is there – put it in motion.” – Bernard Fontana, Luxembourg. “The ArcelorMittal brand will make us stronger and will give us a greater

From customers to partnersA customer is less interested in a product than in a solution. Steel Solutions and Services cooperates with its clients in automotive appliances or manufacturers in household appliances to deliver components allowing them to outsource part of their process, and thus create the best conditions to enhance innovation and partnership.

Aiming for long-term partnerships, Distribution is providing key accounts with tailor-made logistics solutions fully in line with their production sequence. To illustrate this cooperation: different European Total Offer Processing (TOP) plants deliver Toyota Tiesa with high value steel components. To anticipate its customer needs, TOP has set up a logistic hub directly connected to the Toyota plant where all parts are stocked, arranged in kits and delivered just in time to the client production chain.

An isolated opportunity? Not at all! All around Steel Solutions and Services, the motto is the same: ‘partnering with customers!’. Even with the help of the upstream segments.

Forging the perfect partnership while consolidating the penetration rate is well-known by the Steel Service Centres in the UK. Established as the major supplier to the UK boiler industry, they created lasting partnerships between the Flat Carbon Europe segment, SSC and the customers. The motivation was to build partnerships so solid they became inseparable, thus keeping our competitors at bay.

On top of the world’s highest towers, if ArcelorMittal high-quality steels are selected by the boldest architects, you can be sure that Steel Solutions and Services teams are involved. Shanghai skyline.

Arsolar panels.

On February 13 2008, our five GMB members announced the Fourth Quarter (Q4) and full year 2007 results at a press conference in Luxembourg. Excellent news greeted the awaiting journalists – thanks to everyone’s hard work and commitment, we have again achieved record results!

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A financial year to be proud ofOnce again, record resultsWith an EBITDA* of 19.4 billion US$, a net income of 10.4 billion US$, and synergies of 1.4 billion US$, 2007 has been a milestone year for us. The EBITDA and net income figures represent an increase of 27% and 30%, respectively, from 2006’s numbers.

Commenting Mr Mittal, President and CEO, said: “2007 has been a truly excellent year for ArcelorMittal. We are announcing today record earnings with EBITDA of 19.4 billion US$, some 27% higher than pro forma 2006 results, and strong cash flow from operations. This reflects the strength of the ArcelorMittal business model, which enables us to benefit from a healthy global demand for steel in both the high-quality developed and fast-growth developing economies.”

As all our hard work and dedication contributed to these results, there is reason for us all to feel proud. To everyone, then, a pat on the back: well done!

Succeeding as oneThe 2007 results announcement was important as it was the first annual results announcement following the merger. The excellent results achieved in 2007 offer further proof of the merger’s success.

Mr Mittal said, “I am very proud of the way the two companies have integrated so successfully, building a steel company which is focused on leading the transformation of our industry towards a sustainable future. Today’s results clearly demonstrate the considerable progress that we are making in this regard.”

However, it is not just the merger that accounts for the strong results achieved in 2007. As Aditya Mittal, CFO, explains, “ArcelorMittal has become more efficient post merger. We are a stronger and better steel company than we were in 2006-2007.”

Future forwardWith our 2007 results in, we now begin looking at next year and at how we can achieve similarly strong results in 2008.

The GMB have outlined a three-dimensional growth strategy. In alignment with this strategy, 20 million tonnes of organic growth potential have been identified, 35 acquisitions in places such as Argentina, Brazil, China, Costa Rica, Egypt, Mexico and Poland have been announced and product diversification and value chain enhancement are scheduled to occur.

With steps like these being taken, it is reasonable to be optimistic about the company’s performance over the coming year. Mr Mittal explains, “Looking forward we are expecting performance in the first quarter of 2008 to be comparable to the fourth quarter 2007 levels. We are very pleased with the performance and progress of the Company.”

“2007 has been an excellent year,” Mr Mittal continues. “We look forward to 2008 with confidence and excitement.”

For more complete financial information and up-to-date press releases: www.arcelormittal.com

*EBITDA: Operating income plus depreciation.

2007 fiscal year in numbers19.4EBITDA in billions of US$, up 27% on 2006

109.7Shipments in million MT

105.2Sales generated in billions of US$

16.5Cash flow generated from operations in billions of US$

14.8Operating income, in billions of US$

10.4Net income in billions of US$, up 30% on 2006

4.4Total return to ArcelorMittal shareholders in billions of US$

1.4Synergies generated by end of 2007 in billions of US$

dynamic, thus contributing to the reaching of our higher objectives, with a greater velocity.” – Jean-Philippe Demaël, Brazil. “Our ArcelorMittal logo should be more than a mark on our uniforms. It is like an invisible tattoo on our person and even more than this, it means we form part of

19.4bn

19.4 billion US$: ArcelorMittal’s EBITDA* for the year 2007, up 27% on 2006.

1,000The number of trucks, trains and ships requiring livery change. 26,000

The estimated number of signs to be changed in the rebranding project.

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dynamic, thus contributing to the reaching of our higher objectives, with a greater velocity.” – Jean-Philippe Demaël, Brazil. “Our ArcelorMittal logo should be more than a mark on our uniforms. It is like an invisible tattoo on our person and even more than this, it means we form part of

ArcelorMittal in numbers… The rebranding of our Company is one of the largest industrial signing projects in recent years / The project covers in excess of 700 locations (some estimates have reached 1,000) in over 50 countries / The timescale from appointment of principle to completion of all main branding changes is only 8 months / It will take another 2 years before all aspects of the old brand signage are changed / The project encompasses the livery change on over 1,000 vehicles, from trucks to trains to ships / There are around 26,000 signs to be changed and over 38,000 old signs to be removed.

Did you know that…ArcelorMittal was awarded two Gold Medals at Batimat 2007 for Sustainable, Innovative Products / ArcelorMittal was a runner-up for the Swedish Steel Prize 2007 for our innovative lightweight steel gas cylinder / ArcelorMittal Brasil won the Iberoamerican Quality Award (Belgo) and Brazilian National Quality Award (Monlevade) / ArcelorMittal San Pablo Acindar Facility won Best Supplier for the Argentinean Construction Market 2007.

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“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, ArcelorMittal President and CEO

Bernard Fontana, EVP Human Resources

the DNA of the future generations of our employees.” – Rafael Mendoza, Mexico. “Quality in any product means strength and quantity, without Quality means the end of your company’s journey to prosperity.” – Sidney Chetty, South Africa. “If you gauge yourself by another man, you

ArcelorMittal University: “ We believe in people and we want them to grow along with our Company”

You may wonder why we have a ‘Corporate University’, what it stands for and what it has to offer!

While the full detail of our global curriculum and how to gain access to it is readily available for you on our intranet portal, we would like to give the University’s stakeholders the chance to write about how our programmes bring added value to our Company.

Brian Callaghan is the VP of Leadership Development and Executive Education. He believes the ArcelorMittal University is utilising the power of learning and knowledge to drive competitive advantage.

“The Corporate University provides the learning and development opportunities to attract, retain and enhance the skills of our people. It also helps to build a common culture throughout the organisation by offering programmes that reflect the values and competencies that underpin our organisation and centralises training across our Group, reducing cost and aligning training and development activities to the strategic objectives of our business.”

Talent Pipeline ProgrammesThe Corporate University initiates ‘Talent Pipeline Programmes’: a series of Leadership development programmes named ‘Explore’, ‘Challenge’ and ‘Pioneer’. These programmes focus on preparing people for future Leadership positions and bring immediate value to our Company through projects in our plants and knowledge sharing during the training.

The Talent Pipeline Programmes compete with the best management trainings at top business schools in terms of Quality and overall impact on our organisation.

Core Leadership & Management Skills In 2007, over 1,144 of our exempts participated in the Core Leadership & Management Skills Programmes, delivered at, or close to, their site, in their local language. For 2008, over 6,000 people will have access to such training.

New programmes are being added to this curriculum, such as ‘The ArcelorMittal Way of Continuous Improvement’ and ‘Leadership in Health and Safety’, both developed with the team of our CTO, Pierre Gugliermina.

“ The Talent Pipeline Programmes are really ArcelorMittal customised and based on concrete and operational cases. They offer great opportunities for our Group, Trainees and visited plants: network, benchmark, promote best practice, sharing, to open the mindset, bring fresh air, to make ArcelorMittal visible, to receive open feedback... It is an initiative to support and to repeat.” Robert Engel, CEO Sonasid, who hosted Explore trainees in El Jadida

‘Pioneer’ participants visiting a NGO at the ArcelorMittal Foundation Brasil.

“ Thanks for the English language online training. With this I feel more self-confident when I prepare my presentations and when I share information with my colleagues.” Cristobal Zapata, ArcelorMittal Lázaro Cárdenas, Mexico

Functional AcademiesArcelorMittal University also helps achieve excellence in functional expertise by providing an adapted set of training programmes tailored to the needs of the different functions. These ‘Functional Academies’ took off in 2007 with the creation of a ‘Finance Academy’ and will be expanded to all functions in 2008. Gradually, all training programmes will be offered in a uniform and easily accessible way for all, delivering opportunities in a spirit of continuous improvement and lifelong learning.

“We see ArcelorMittal University as an incubation centre for future leaders of the group. Together, we aim to improve the technical skills of the participants & foster an excellent network of subject matter experts. The knowledge shared through constant exchanges will contribute towards evolving best practices for each area of operation and will catalyse the constant improvement process towards operational excellence,” says Pierre Gugliermina, CTO.

We have a similar challenge ahead in terms of the technical training programmes. A Knowledge Management Programme (KMP) for all training centres took place from March 11 to 12 in Asturias (Spain). The objective: to provide a global technical curriculum and to build on the ArcelorMittal experience and expertise worldwide in order to faster deliver the training programmes required. The University plays a key role in this effort, thus aiming to expand its activities to all people of ArcelorMittal, regardless of position or level.

English language: online This kind of universal, global offering is to a certain extent already achieved through our language training, where we offer an online programme for learning and improving your English language skills. With 3,136 new registrants in 2007 and about 60,000 (!) hours of online training already completed, this programme is another cornerstone of your University.

YOUR UniversityAll these initiatives, together with those discoverable on our portal, are evidence of the successful implementation of the Corporate University in ArcelorMittal. In 2008 our primary objective is a further roll out aimed at emerging markets.

“We are immensely proud of our ArcelorMittal University, housed in Luxembourg,” Mr Mittal was quoted as saying in early 2008.

“Leadership is how we will achieve our corporate goals. Our University will ensure continued excellence in the way we develop our employees and knowledge base and ultimately in how we do business.”

While it is an important step, the University’s move to the ArcelorMittal Headquarters in Luxembourg will change nothing in our approach to being close to the operational units and close to the people this University has been created for. The Corporate University team is looking forward to welcoming you to our programmes!

Want to know more about what the ArcelorMittal University can offer you? myarcelormittal.com/dir/university

Or send a message to amu.contact@arcelormittal.com

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the DNA of the future generations of our employees.” – Rafael Mendoza, Mexico. “Quality in any product means strength and quantity, without Quality means the end of your company’s journey to prosperity.” – Sidney Chetty, South Africa. “If you gauge yourself by another man, you

In 2007, over 1,144 of our exempts participated in the Core Leadership & Management Skills Programmes, delivered at, or close to, their site, in their local language.

There were 3,136 new registrations in 2007 and about 60,000 (!) hours of online training to learn English language skills.1,144 3,136

Cristobal Zapata.

“ The Corporate University provides the learning and development opportunities to attract, retain and enhance the skills of our people. It also helps to build a common culture throughout the organisation by offering programmes that reflect the values and competencies that underpin our organisation and centralises training across our Group, reducing cost and aligning training and development activities to the strategic objectives of our business.” Brian Callaghan, VP of Leadership Development and Executive Education

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ArcelorMittal South Africa is Africa’s premier steel producing company, employing nearly 9,500 people and producing 7 million tonnes of liquid steel per annum.

Site in the spotlight: ArcelorMittal South Africa

Building upon a good reputationArcelorMittal South Africa has a depth of technical and managerial expertise carefully nurtured since 1928 when the company – then known as Iscor – was established.

The company has a reputation for reliability and a sharply defined business focus, which has forged the organisation into a modern, highly competitive supplier of steel products to the domestic and global markets.

Opportunities and challengesRick Reato, outgoing CEO of ArcelorMittal South Africa, says: “I am optimistic about the future and the direction that the company is taking. Many opportunities and challenges exist for the company on the way to reaching the aggressive targets we have set for ourselves while maintaining flexibility to effectively deal with an ever-changing global steel industry, enhancing cost efficiencies, while not compromising on Safety and the environment. Continuing to develop our workforce for the future will remain a key priority.”

Rick warmly welcomes new CEO Nku Nyembezi-Heita. The appointment of Nku is doubly significant as it is the first time that a black female has been appointed as the CEO of the business. Rick comments, “Today ArcelorMittal South Africa enters a new future - a future full of promise and success. Although I will be leaving the business, I will continue to remain in touch, as I will be responsible for driving operational excellence for the Group in South Africa, Ukraine and Kazakhstan.”

OperationsArcelorMittal South Africa’s steel operations comprise four major facilities, which produce both flat and long steel products.

The flat steel operations, Vanderbijlpark Works and Saldanha Works, together produce 5.2 million tonnes of liquid steel per annum making it the largest supplier of these commodities in Africa.

The long steel operations, Newcastle Works and Vereeniging Works, service some 50% of the local market for long steel products, while maintaining a firm footing internationally. The two mills account for annual output of 2.1 million tonnes.

Vanderbijlpark WorksVanderbijlpark Works is one of the world’s largest inland steel mills and the largest supplier of flat steel products in sub-Saharan Africa. Vanderbijlpark Works employs some 5,200 staff and produces 4 million tonnes of liquid steel per annum. This constitutes some 81% of South Africa’s flat steel requirements.

Newcastle Works Newcastle Works is South Africa’s foremost supplier of profile products.

This highly efficient and low-cost operation, rated among the lowest billet cash-cost producers in the world by a leading commodities research institute, bears testimony to the success of the intensive reengineering programmes undertaken at ArcelorMittal South Africa.

Newcastle Works employs 2,600 staff and produces 1.5 million tonnes of final product of which a small portion is exported to international markets. Newcastle Works is an integrated operation that produces rolled steel from iron ore via a blast furnace route.

Saldanha Works Saldanha Works, one of the world’s most technologically advanced and environmentally friendly steel mills, producing ultra-thin hot rolled coil is a largely export-focused plant.

Saldanha Works is the only steel mill in the world to have successfully combined the Corex/Midrex process into a continuous chain – replacing the need for coke ovens and blast furnaces, and making the plant a world leader in emission control and environmental management. Facilities and technologies at

Saldanha Works were specifically designed to produce ‘clean’ steel, with virtually no impurities such as tin and copper.

Vereeniging Works Vereeniging Works is the country’s major supplier of speciality steel products, seamless tube and forge products. Vereeniging Works employs 1,600 staff and produces 0.3 million tonnes of final product per annum, of which some 34% is exported.

ArcelorMittal Coke and ChemicalsArcelorMittal Coke and Chemicals’ core business is the processing of metallurgical by-products as well as producing market coke for the ferro-alloy industry from two coke batteries at Pretoria and Vanderbijlpark. The main products produced from metallurgical by-product processing are coal tar pitch, which is sold to the aluminium producers in Southern Africa and magnetic-ferrite powder, which is exported.

‘transforming tomorrow’: Corporate Responsibility Corporate Responsibility at ArcelorMittal South Africa is a proud investment in human capital worldwide – and especially so in South Africa. ArcelorMittal South Africa invests millions in improving the lives of communities in which it operates.

CR at ArcelorMittal is about building capacity and improving the quality of life of historically disadvantaged South Africans with special emphasis on the communities amongst which we operate.

ArcelorMittal South Africa’s CR programme focuses on education, job creation, HIV/AIDS and housing. These initiatives are aimed at meeting the needs of the community while ensuring sustainability.

CR is about caring for people. It is about making a difference. ArcelorMittal South Africa is working hard to make CR a meaningful reality!

Continuing to develop our workforce for the future will remain a key priority with everyone assuming a greater responsibility for his or her own self-development.”“

will only be more or less than that man. Be the best that you can be and you will find happiness within yourself.” – Ken Bergsma, Americas. “The best is by nature uncertain but it is up to us to make it possible.” – Rodolphe Ollivier, France. “Repetition is the mother of studies, but

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will only be more or less than that man. Be the best that you can be and you will find happiness within yourself.” – Ken Bergsma, Americas. “The best is by nature uncertain but it is up to us to make it possible.” – Rodolphe Ollivier, France. “Repetition is the mother of studies, but

Lourens Johannes van Tonder Vanderbijlpark Works, South Africa.

Shad Makhale, Sherq Specialist, Cold Mills South, Vanderbijlpark Works, South Africa.

Vanderbijlpark Works employs 5,200 staff and produces 4 million tonnes of liquid steel per annum. This constitutes some 81% of South Africa’s flat steel requirements.

“ I am optimistic about the future and the direction that the company is taking.” Rick Reato, former CEO ArcelorMittal South Africa

Jacek Pastecki (left), was our very first winner. Married with two children, Jacek works as a Foreman at ArcelorMittal Sosnowiec, Poland. “I was so surprised. I felt like a real winner! My colleagues were as surprised as I was. A few of them wanted to throw me a party!” Jacek has dedicated 14 years of his life to the company.

Doina Marcu (right), is a Segment Manager in the Sales and Marketing department at ArcelorMittal Galati. She has been with the company for 18 years. Doina was delighted when she discovered her pin. When asked if she was wearing it, she replied: “Of course, I’m so proud of it!” Doina is married and has a daughter who is 17.

Meet the ‘Golden Circle’ of ArcelorMittal winners

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Hand-in-hand with our global brand launch events, 310,000 ArcelorMittal lapel pins were delivered to every single ArcelorMittal employee. Among them, distributed at random, were 30 gold pins!

Looking for gold: one of the most exciting and original initiatives linked to our brand launch at global level was the Golden Pin. Similar to the concept in the famous story ‘Willy Wonka and the Chocolate Factory’, 30 winning pins were among the 310,000 sent to ArcelorMittal employees worldwide (usually during brand launch events, but this varied locally). Among them, 30 special pins, the winning ones, were included and distributed randomly, according to a regional breakdown based on staff numbers...

“ When I found out I was one of the few pin winners worldwide, it was a great feeling!” Mario Arena

With a one in 10,000 chance of winning, boldspirit introduces you to our lucky – and happy – 13 who have so far struck gold.

“ My colleagues were as surprised as I was. A few of them wanted to throw me a party!” Jacek Pastecki

the worst enemy of creation.” – Yuriy Kalko, Ukraine. “With a Bad attitude you can never have a positive day. With a Positive attitude you can never have a bad day.” – Archie Hamilton, South Africa. “The secret to success is the ability to adapt.” – Brian DeHaut, Americas. “Management is

Guy Mouillard (left), has two sons and works as a Security Guard at ArcelorMittal Liège. Starting in Jemeppe, Guy joined the company in 1974. He transferred to Ougrée in 1981 and has worked in the security department since 2004. “I feel quite proud as I have never won anything in my life, It goes to show anything is possible!” Congratulations to Guy.

Noel Visionneau (left) is an Instrumentation Technician at the Steel Coating Production Unit, ArcelorMittal Basse-Indre, where he has been for 36 years. “I am so happy to have received the pin from the company where I have spent my childhood and my entire professional life. I couldn’t believe it but I had my photo taken immediately and very quickly everyone was informed that I was the winner!” Noel, who is 55, is married with two children.

Gary L Means (right) is a Pickling Manager at the Strip Steel Cold Mill, ArcelorMittal Weirton Facility. Along with his two brothers, Gary is part of the third generation of the Means family to have worked at the plant. “I feel lucky; it’s one of the first things I have ever won!” said Gary, in his 26th year with the company and recently promoted from Shift Manager. Gary is married to Valerie. They have one daughter.

Jana Špetiková (right) is an Operator at the Blast Furnaces Plant, ArcelorMittal Ostrava. She is married to Miloslav who works as a Foreman at the plant. Together they have a son who also works as a Foreman for ArcelorMittal Ostrava. “This is probably not true!” said Jana, surprised with delight when she discovered her lucky pin. Jana has been with the company for 36 years.

Peet van der Merwe (right) said “I feel very privileged to have received a gold pin.” Peet is a Superintendent in the Finishing and Dispatch department at ArcelorMittal South Africa, where he has worked for 27 years. He is married to Thea and has three daughters.

Mario Arena (right) is a Metal Worker in the Central Maintenance department at ArcelorMittal Bremen. “When I found out I was one of the few pin winners worldwide, it was a great feeling!” said Mario, who has been working at ArcelorMittal Bremen since 1981. Mario has two children.

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the worst enemy of creation.” – Yuriy Kalko, Ukraine. “With a Bad attitude you can never have a positive day. With a Positive attitude you can never have a bad day.” – Archie Hamilton, South Africa. “The secret to success is the ability to adapt.” – Brian DeHaut, Americas. “Management is

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doing things right; leadership is doing the right things.” – Fermin Oteiza Aritzia, Spain. “Remember: we don’t quit doing things because we got old, we get old because we quit doing things.” – Angelo S L Blancato, USA. “This company’s prosperity is your best security.” – Harry Telfer,

Guerfi Mohamed (left), is 53 and a Pay Administrator at the Coke Oven, ArcelorMittal Annaba. He has worked for the company for 25 years. “It’s amazing! I didn’t think I stood a chance among 310,000 ArcelorMittal employees. All my colleagues shared with me that feeling of joy by their congratulations,” he said. Guerfi is married with three children.

Bouslah Salah (right), has been working in the Purchase department at the Ouenza mine, ArcelorMittal Tebessa for 29 years. He is married and has two children. Bouslah was away when the pins were distributed but the last one, handed to him on his return, happened to be the lucky one! When asked about his golden pin, he said, “It’s a very good memory, especially as my retirement is soon. My colleagues were all very happy and consider themselves as winners through me.”

Fuzhen Hou is 35 and had just started working in the Painting department at the Changzhou site, ArcelorMittal China when he found his winning pin. Starting the Chinese New Year on a high, the gold pin was handed to him during the New Year celebrations! “I feel very lucky and will wear the pin at important events,” said Fuzhen who is married and has one daughter.

John Kazakevicius (middle), joined ArcelorMittal Hamilton as a co-op Chemical Engineering student in 2000. Now a Reliability Engineer in the Tin Mill Technology department, John is married with two children. “I thought for sure it was a joke. I’ve never been one for luck, My manager started yelling and jumping up and down – I guess she was excited!” he told us.

Bryan Prowse (right), has worked at ArcelorMittal Hamilton for 36 years. He is a Primary Castings Planner in the Order Fulfilment department. “I put it on my collar immediately to show it off,” said Bryan about his winning pin. Bryan is also an active member of the Group’s hockey team in Hamilton and has enjoyed numerous successes in local tournaments! Bryan is married, has three children and two granddaughters.

Finally, congratulations once again to Marisa Alonso, the successful winner of our first boldspirit quiz. Marisa is a commercial representative at our Burns Harbor Site, ArcelorMittal Americas. Her prize, won out of 516 entries, was an all expenses paid business class trip to Poland for two. “Poland is so friendly, beautiful and full of rich life. Julio and I can only hope that we have brought that back with us,” Marisa said after her return. “We have treasured memories and precious friendships we hope to continue for a long time. Thanks again for an unforgettable lifetime experience.”

doing things right; leadership is doing the right things.” – Fermin Oteiza Aritzia, Spain. “Remember: we don’t quit doing things because we got old, we get old because we quit doing things.” – Angelo S L Blancato, USA. “This company’s prosperity is your best security.” – Harry Telfer,

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Corporate Responsibility: where does ArcelorMittal stand?

Corporate Responsibility (CR) falls under the responsibility of GMB Member, Gonzalo Urquijo. “CR is absolutely fundamental

to the success of our Company,” he says. “We have many excellent examples of good practice in CR across the Group,

but we recognise that we still have a long way to go.”

“ Our first CR Review provides an overview of the efforts made up to, and since, the merger in the area of CR. It also introduces our commitments and goals for the future. It is the first step in our long-term CR reporting and communication strategy.” Steve John, SRI Manager

In January 2008, ArcelorMittal published our very first Corporate Responsibility (CR) Review. A big step towards our goal of being among the world’s most admired companies, it states our ‘12 commitments to CR’.

Not only is the CR Review a snapshot of our Company’s approach to CR, it is also an invitation for further dialogue between the Company’s stakeholders, such as trade unions, non-governmental organisations, decision-makers and investors.

The four-member teamUnder the responsibility of Group Management Board (GMB) Member Gonzalo Urquijo, a four-person CR team has been created. Led by Rémi Boyer (VP CR and Secretary General to the GMB and Management Committee (MC)), the other team members include Charlotte Wolff (CR Manager, responsible for CR programme implementation, strategy development and capacity building), Steve John (Socially Responsible Investment (SRI Manager)), responsible for communicating sustainable development efforts to investors and CR reporting and Christiano Furtado (CR Manager – Mining).

Why emphasise sustainability? Why CR instead of CSR?“The term Sustainability or CR/CSR is interpreted differently by different people,” says Steve. “For ArcelorMittal, it means that we should be analysing our global impact.”

So why have the team chosen to use the term CR instead of CSR? Charlotte explains: “In some of the countries where we have a presence ‘social’ implies something outside of our operations and refers to charitable activity.” In order to ensure that our external associates understand we are committed to an agenda of CR that is business essential, the CR team has dropped the ‘S’ from CSR.

CR communication and research strategies According to Rémi, CR team leader, 2008 will be a major stepping stone. “We will publish our first Group-wide CR report, start measuring our performance and define our targets for the future. The next step is to define how we are going to meet these goals and to demonstrate our progress against performance indicators,” Rémi adds.

The team will also conduct research to raise awareness about the benefits that a focused CR strategy can bring. As Christiano says,

they will, “study ArcelorMittal’s impact on the communities of our mining operations, and how we can be a responsible mining company.”

‘transforming tomorrow’Can we ‘transform tomorrow’ through CR? “Yes!” Rémi says. “CR is about empowering our organisation to think a bit differently. We need to make sure that we have a supportive culture, where employees are empowered to take social, environmental and ethical issues into consideration in their daily business activities.”

What is the best way that we can take part in the CR movement? “Operating efficiently, safely and responsibly is the first step in which employees do take part,” says Rémi. “Without mobilising all of our employees to operate responsibly, we can never succeed in being a responsible company.”

The team will aid employees’ efforts to emphasise CR by launching a learning network, developing training programmes, sharing best practices through an online knowledge centre and by benchmarking activities between sites.

Through “harnessing the talent of people across ArcelorMittal and making our Company more responsive to the needs of local and global communities,” Charlotte says, we will help to transform “ArcelorMittal into a leader among the most trusted and admired companies in the world.”

Do you have questions or want to get involved? Email us at: sustainability@arcelormittal.com

The CR team 1 Christiano Furtado 2 Rémi Boyer 3 Steve John 4 Charlotte Wolff

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Thanks to the Economist, a new word has entered into the global business lexicon: ‘Mittalic’.

An article in the Economist on January 10 2007, entitled ‘A new breed of multinational company has emerged’, describes the meteoric global rise of CEO and President Mr Mittal and CFO Aditya Mittal as ‘Mittalic’. From Mr Mittal’s first small steel plant in Indonesia he has risen to the helm of ArcelorMittal – the world’s largest steel company.

The Economist describes Mr Mittal as one of the leaders from “emerging market multinationals, marked by their ambition and confidence… who burst out of nowhere to take the world by storm”. These so-called ‘newcomers’ amass businesses around the world, become market leaders and shake up the business establishment.

What gives these newcomers an edge over more established names, the article goes on to say, is that they can take advantage of their multinational connections to develop a strong base in both developed and developing countries. ArcelorMittal, Mr Mittal believes, has been so successful for precisely this reason: its balanced portfolio.

Even better for ArcelorMittal is that this straddling of the developed and developing world leaves much room for further growth. “I see plenty of scope for growth in developing countries and plenty of opportunities for consolidation in developed countries,” Mr Mittal said.

As the Economist predicts, then, the future will, indeed, be Mittalic!

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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

“ Season two (of Web TV) takes a personal and more human approach, where the viewer is invited to share moments of the lives of the men and women that are the very essence of ArcelorMittal.” Aditya Mittal, CFO

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 ”“

Americas. “Safety doesn’t happen by accident. Practice is required.” – Cold Roll Products Safety Team, Canada. “Did you realise there is no ‘I’ in ‘Teamwork’? Personal development happens when a team succeeds!” – Juan Pablo Minoprio, Europe. “Teamwork is one of our corporate

Mr Mittal in France.

ArcelorMittal Web TV re-loadedJanuary 30 2008 saw the launch of the second season of our successful Web TV!

With its first season, Web TV had 544,431 unique visitors, 882,054 page views, and near 250,000 episode views. It also won numerous awards.

“The Web TV was envisaged as a one off tool for the integration process,” said Nicola Davidson, VP of Corporate Communications. “However we had such good feedback – particularly internally – that we recognised its value as an open and transparent way to enable employees to share their views about the company and share in the global challenges and success of the business they work for.”

This new season monitors the progress of our Company post-merger, as we all seek to deliver on our brand promise of ‘transforming tomorrow’.

More personal, more human This second season of Web TV is meant to focus less on the Company and more on the people that make up the ArcelorMittal world.

Aditya Mittal, CFO and GMB Member said: “Season two takes a personal and more human approach, where the viewer is invited to share moments of the lives of the men and women that are the very essence of ArcelorMittal. The viewer will experience the challenges and aspirations that form our daily life, and be a part of the communities that build our thriving company.”

Become an active part of Web TV II The second season has a new look and new features, such as subtitles in 13 different languages. However, one thing has stayed the same: the emphasis on viewer involvement. You can be an active part of Web TV!

The second season has been constructed around the same transparency that characterised the first. Visitors are encouraged to get involved with the content, react to the stories, and actively be a part of the endeavour. Website enhancement further encourages involvement by establishing a rich, community-oriented space. Anyone viewing an episode can thus, quite literally, be a part of the action!

Check out all the new episodes of Web TV at www.arcelormittal.tv

“The future is Mittalic”

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News in brief

The AmericasSouth AmericaArcelorMittal Inox Brasil inaugurates service centre ArcelorMittal Inox Brasil has inaugurated a new service and distribution centre in Caxias do Sul, Southern Brazil. Opened on February 19 2008 in a ceremony attended by Company leader Jean-Philippe Demaël, this new facility will bring greater proximity to customers and to an important strategic market. 19/02/2008

Western EuropeArcelorMittal breaks records on the stock exchanges (France)ArcelorMittal was labelled the ‘star’ of the French stock exchange in 2007 by La Tribune newspaper. Stocks on the Paris stock exchange rose by 73%!

ArcelorMittal at World Economic Forum Aditya Mittal, Chief Financial Officer, ArcelorMittal, spoke at a session at the World Economic Forum (WEF) in Davos, Switzerland, at which event ArcelorMittal was voted ‘Most promising newcomer’ in the Economist magazine’s post WEF round-up. 26/01/2008

Creating a sustainable business through Corporate Responsibility (Spain) More than 50 ArcelorMittal Corporate Responsibility practitioners from four continents came together in Madrid for our Company’s first Corporate Responsibility Knowledge Management Programme (KMP). 15/02/2008

AfricaArcelorMittal enters Egyptian marketArcelorMittal announces that it has been awarded a licence from the Industrial Development Authority (IDA) of Egypt’s Ministry of Trade and Industry to construct a steel plant in Egypt. 06/02/2008

AsiaMr Mittal among winners of India’s Padma AwardsReflecting the increasing importance of trade and industry, the Indian government honoured Mr Mittal, ArcelorMittal President and CEO with the ‘Padma Vibhushan’ award, for his contribution to the steel industry. 26/01/2008

2008 milestones for our Company:Our new Group-wide Travel Policy was launched to provide the framework for taking decisions and actions in connection with business travel.

The first meeting of the new Scientific Council of ArcelorMittal took place on January 30 2008 at the Luxembourg headquarters.

More than 200 submissions were received for the Performance Excellence Awards 2007 with more than 120 units from 17 segments taking part.

Indian Ambassador visits ArcelorMittal OstravaOn February 7 2008, the Indian ambassador in the Czech Republic Mr D P Srivastava visited ArcelorMittal Ostrava. Received by Mr Gregor Münstermann, the visit was an opportunity for the Ambassador to see the plant and the local region, as well as to encourage future cooperation between all parties.

ArcelorMittal Ostrava is the largest steel company in the Czech Republic, producing 3.06 million tonnes of steel, exporting 59% of its production and selling its products in 88 countries around the world.

Spanish Government confers Grand Cross of Civil Merit on Mr Mittal

On February 8 2008, the Spanish Minister of Foreign Affairs and Cooperation, Miguel Ángel Moratinos, conferred the Grand Cross of Civil Merit on Mr Mittal, President and CEO of ArcelorMittal. Mr Mittal is, according to the Head of the Spanish Diplomatic Service, one of the most outstanding businessmen in the context of economic globalisation.

“This is a great honour not only for me personally, but also for the Company and in particular for our 13,000 employees in Spain,” Mr Mittal said.

Americas. “Safety doesn’t happen by accident. Practice is required.” – Cold Roll Products Safety Team, Canada. “Did you realise there is no ‘I’ in ‘Teamwork’? Personal development happens when a team succeeds!” – Juan Pablo Minoprio, Europe. “Teamwork is one of our corporate

ArcelorMittal sponsors a construction video gameArcelorMittal is a partner in a new building site simulator, a video game called ‘Building & Co’. Mixing fun and realism, the game allows players to design and choose materials for each building they wish to create.

Now available in France, Belgium and Switzerland (many other countries will soon follow!), the game is the fruit of a partnership initiated by Building & Construction Support (BCS). It enables a player to deal with all the aspects that come into play during the management of a real building site while simultaneously promoting the building profession and the ArcelorMittal product range.

values at Québec Cartier Mining. We are first and foremost a company of people. What makes us different is not our mining equipment and trucks. What makes us different is our people: their ability to innovate and their ability to work together as a team. Teamwork is what makes us

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Here we introduce a new feature celebrating 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

Sheela Pawar: “ My job responsibilities are constantly being defined as needs arise.”

A member of Erasmus University’s (Rotterdam) MBA class of 2006, Sheela currently works in a brand new department, International Affairs ArcelorMittal at our London offices. “My job responsibilities are constantly being defined as needs arise. Currently, I develop analytical market entry briefs on socioeconomic and political situations in developing countries, seeking opportunities for us to do business. Our products range from steel tubes used to make radiators in people’s houses to highly advanced steel solutions like Arsolar, a steel roofing that acts as an advanced solar panel for energy generation.”

After graduating from Erasmus University’s Rotterdam School of Management, she joined the ArcelorMittal MBA development program, in which she was required to rotate twice within the organisation within her first five years. “I am now on my second rotation, working as a manager for International Affairs. Previously I worked in strategic marketing in Rotterdam, where I concentrated on international trade issues and export marketing. Through both of my roles

at ArcelorMittal I have had extensive opportunities to travel globally to better understand our production processes, to build lasting relationships with key stakeholders, and to experience the markets in which we operate. This is one of the biggest perks of the job!”

Entering ArcelorMittal as a member of the MBA development program is a great way to enter the company. “I was interviewed on campus a number of times and received an offer in strategic marketing shortly before graduation. My interviews went well and I really enjoyed the people that I met. The interviewers were young, dynamic, international, and from diverse industries – not your typical impression of the steel industry”. To this day, we as a company continue to develop new and innovative ways to attract, hire, and retain a diverse workforce, as diversity is one of our core values and recognised as a priority by senior management.

“ I was interviewed on campus a number of times and received an offer in strategic marketing shortly before graduation. My interviews went well and I really enjoyed the people that I met.”

values at Québec Cartier Mining. We are first and foremost a company of people. What makes us different is not our mining equipment and trucks. What makes us different is our people: their ability to innovate and their ability to work together as a team. Teamwork is what makes us

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Augusto Volpolini: 33 years within the Group… and still in the news!Augusto Volpolini, ‘Gusti’ to colleagues and friends, is well-known by our intranet users, as he publishes the daily Press Clippings. He arrives at the Headquarters in Luxembourg before 6am and scans 32 international newspapers and dozens of internet sites so that when Europe arrives at work, the fresh news is ready to be read.

With Italian roots, similar to many of the workers who made the steel industry in Luxembourg legendary, Gusti lost his father in an industrial accident when he was only 15. Some months later he started working for Arbed, first at the mail delivery, then as a dactylographer and finally in the Communications department. “From everything that I’ve done in my 33 years at the Group, today’s job is what I like the most. I am always curious to arrive at the office to hear the latest news about the steel industry and our competitors.”

Helen Qi: “The smiling face of the office…”Helen Qi is 32 years old and based in Beijing, China. Why is she a bold ArcelorMittal employee? She manages to handle 20 tasks at the same time and controls all logistics of the Beijing common roof office. She joined the company about two years ago and took care of the logistics of all our visitors and executives last year in Beijing. In only a short time she already has a good understanding of all our activities in China and is therefore a great support to internal communication. According to her colleagues: “She is the smiling face of the office, she is the person that makes you happy to go to work.”

Prasad Prayaga Sreenivas: “A feeling of satisfaction” 48 years of age, Prasad, General Manager, Mines is in charge of the Jharkhand, India Project and looks after the raw materials (iron ore and thermal coal) requirements of the Orissa Project. He has worked with the Company for over 6 years (in Kazakhstan before his current location in Ranchi, India). Prior to joining the Company, he worked with Steel Authority of India Limited (SAIL). “Setting up a Greenfield project of this magnitude has not been done in the steel industry in India so far,” Prasad says. “Mineral rich Jharkhand is ironically one of the most backward states in the country. So to play a part, however small, in setting up this project will give me a feeling of satisfaction of a duty well done to the benefit of this region.”

Brian Mullen:After a 36 year career with Dofasco, now ArcelorMittal Hamilton, Dofasco Facility, and 18 years of those as director of Human Resources, Brian Mullen has announced his plans to retire this spring. During his career, Brian made the leap from Production Engineer to Director of HR. Although the former General Foreman at the No 1 Melt Shop found the challenge of HR a bit intimidating at first, he recognised that it was a great opportunity for growth. “I’ve always believed that if you have the opportunity you should take the chance,” Brian says. Sounds like a bold spirit to us!

“ I’ve always believed that if you have the opportunity you should take the chance.”

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Whether they work in a steel plant in Brazil, a mine in Algeria, an office in China or a research centre in France, 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.

ArcelorMittal people

Sven van de Putte from the Netherlands, enjoys working in the adventure capital of the world. A 33 year old Dutch citizen, he is currently posted as Manager of Finishing and Dispatch in the Plate Mill at Vanderbijlpark, South Africa.

Sven joined the former Mittal Steel as a Continuous Improvement (CI) Analyst in 2003, a perfect position for him since it was both project-based and close to operations. While based in the Rotterdam office, the project work and Knowledge Management Programmes gradually resulted in Sven spending up to 70% of his time abroad, mostly in Galati and Katowice. He believed that he could achieve much more if he were to spend more time at a specific location and he was keen to put his advisory experience into practice, so for February 2007 a transfer to South Africa was arranged.

There is no doubt that Sven considers such an international assignment a wonderful experience worth repeating. “Breaking out of one’s comfort zone and being exposed to a different culture and environment for a few years helps individuals gain maturity and mental strength. It is a valuable enrichment to a person’s life, both professional and private.”

Nevertheless, Sven recognises that all that glitters is not gold. Indeed, it may well prove challenging at times for a couple to manage a dual career successfully. In addition, leaving old friends and family behind is easier said than done. On the other hand, the personal development and career prospects are so much brighter for people who are prepared to jump on the international mobility bandwagon that Sven clearly wouldn’t turn down the next attractive opportunity to be at the heart of ‘transforming tomorrow’.

Sven is extremely grateful for the tremendous care and support from his colleagues at Vanderbijlpark and enjoys the welcoming and generous attitude of the local people and the friendly atmosphere.

Sven van de Putte: Looking forward to the next bold step

“ There is no doubt that an international assignment is a wonderful experience worth repeating. Breaking out of one’s comfort zone and being exposed to a different culture and environment for a few years helps individuals gain maturity and mental strength. It is a valuable enrichment to a person’s life, both professional and private.”

unique and successful at Québec Cartier and around the world.” – Martin Simard, Canada. “Teamwork is like singing in a choir. Each singer (individual) performs his melody, building a common master piece, an entity. Each singer is a personality in the choir (team) but the melody

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

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Paul Brettnacher: “Glad to have been given this possibility…”In Japan for one year now as an expatriate, Paul Brettnacher, Manager Global Automotive, is 33 and works at the ArcelorMittal office in Tokyo. “This first year was full of changes and wonderful new experiences,” he says. “My wife and I managed to integrate into the international community of Tokyo and made some local friends despite our improving, but still poor, language level in Japanese. This expatriation has taught me to deal with the business manners and requirements of Japanese carmakers, which are completely different from those of Europe. We are very glad to have been given this possibility and to have accepted the challenge. Up to now it has been an overall positive experience.”

Ivan Polishuk: a family of Ukrainian steel workersIvan Polishuk is the well-known patriarch of a steel working family. Everybody from OJSC, ArcelorMittal Kryviy Rih Blast Furnace Shop No 1, knows him. He came to the Mill in 1962 and since that time he has worked in various positions. Married in 1970, his first son was born in 1971. His wife Lidiya has been working as the Dust Exhausting Plant Operator at the same shop for more than 30 years. His two sons, Valeriy and Vladislav (pictured above), are also working at the same shop, Valeriy as a gasman and Vladislav is a foreman of Blast Furnace No 6. Several times Vladislav and his colleagues were winners in competitions between metallurgists from different cities of Ukraine. ‘Honorable metallurgist’, ‘Krivorozhstal (the former name of the company) Honorable Worker’ – these are some of the names Ivan has acquired, but he doesn’t like to talk about them. He considers it his duty to help young specialists/metallurgists to find themselves.

Alain Creuzet: “I find the steel industry really exciting”Alain (49 years old), Head of Production at Industeel Creusot, Global Plates, in France, has been working for 28 years in the steel industry… and he still feels a passion for it! “I find the iron and steel industry really exciting, both in terms of the products that we make as well as the interpersonal aspect that comes from working as a team,” Alain states.

During his long career, he has seen a sea of changes. Working now for ArcelorMittal, the No 1 steel producer, at Le Creusot, a site specialised in high added value products, is for him a big satisfaction. “We can be proud of our profession, the increasingly international scope, and our contribution to our customers. I also think this helps us to progress towards a results-oriented culture, whilst maintaining our strength, of course, offering tailored solutions to our customers.”

Gilberto Parreira: winners are those who do itAutomation Analyst Gilberto Parreira has worked for ten years in ArcelorMittal’s Monlevade plant (Minas Gerais, Brazil) and has participated in the Pro-Volunteer programme since 2002.Gilberto says that the exhilarating feeling of seeing the results of one’s work is unique. As a volunteer working in education, he says there are children facing difficulties not just in their studies but also in social relations. “When we realise that one of them is overcoming his/her difficulties and that we are part of this development, it’s just a fantastic feeling,” explains Gilberto.

“ When we realise that one of them is overcoming his/her difficulties and that we are part of this development, it’s just a fantastic feeling.”

unique and successful at Québec Cartier and around the world.” – Martin Simard, Canada. “Teamwork is like singing in a choir. Each singer (individual) performs his melody, building a common master piece, an entity. Each singer is a personality in the choir (team) but the melody

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 added a new feature: ‘bolddepartments’. Here we invite our colleagues from such diverse areas as Logistics, Internal Assurance, IT and Global Purchasing to tell us what is happening.

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he is singing has no sense if sung alone. All singers evolve within a sole objective and are guided by a common motivation: accomplish an excellent performance.” – Diane Barrier, France. “We have contributed to Chinese life by encouraging the new energy conservation law, by

Department news around our ArcelorMittal world

Cover photo for logistics brochure – Piombino.

Logistics: creating competitive advantage Logistics at ArcelorMittal is part of Shared Services, led by MC Member Davinder Chugh, and linked to ‘Shipping’. This department provides specialised maritime logistic services critical to the steel industry. It takes care of maritime exports, imports and distribution all the way to the final customer. Situated in Antwerp, Dunkerque, Fos-sur-Mer, Genk, Milano, Piombino, Rotterdam, Sagunto and Shanghai, Logistics forwards about 11 million MT of finished steel products per year.

Over the years, Logistics has personalised its services requirements. These often complex needs require excellent coordination, expertise and control, in order to satisfy not only our mills but also the all important end customer.

Logistics is interfaced with many ArcelorMittal mills with its own Logistics software: Sextant 3. “Logistics is confident it is creating a competitive advantage for the Group,” says Yves Schraub, CEO of ArcelorMittal Logistics. “We guarantee confidentiality of the order book, we offer full transparency and last but not least, we apply the Purchasing and Shipping pricing agreements on a cost plus fee basis.”

For more information visit: www.arcelormittal.com/logistics

Internal Assurance: benchmarking against worldwide industry leaders 2007 has been the year of integration and transformation for our Internal Assurance (IA) Department. Francis Lefèvre, VP and Head of Internal Assurance tells boldspirit that IA has faced numerous challenges which have invited them to put other positions into perspective.

“During the past months, professional and cultural differences have been remarkably managed,” says Francis. “We all now share a solid common ground (e.g. common working methodology, common IT tools) that makes us stronger to face the challenges of tomorrow.”

The year 2008 will be dedicated to “strengthening our organisation and receiving an external certification over our activities early 2009.” To this extent, IA has started a process in order to benchmark their function against the Internal Audit functions of other worldwide industry leaders. “Being aware of our strengths, but also of our weaknesses, it is essential to prepare and succeed in an external certification and to provide added value to ArcelorMittal. In everything we do we share the values of honesty, humility, and as internal auditors we remain objective. To summarise, a lot was achieved in 2007 and this will be continued and expanded in 2008.”

Global Purchasing: transforming to enable ‘one face to suppliers’ Managing a yearly spend of more than 50 billion US$, the Global Purchasing function of ArcelorMittal recorded 700 million US$ of savings and synergies at the end of 2007. This result was well above the forecasted target of 500 million US$ thanks to the great efforts and close involvement of some 250 purchasing staff. 2007 was also noteworthy for a successful integration resulting from a number of new projects launched and rolled out effectively.

Challenges for 2008 are even greater than 2007, taking into account the additional synergies brought by the Regional Platforms and the important savings expected from the TCO initiatives.

Based on the dynamic of Sustainability, Quality and Leadership, Global Purchasing is taking up the challenge by further capturing synergies in the negotiation and deployment of global contracts over the group plants and sites. The next TCO waves will be fully deployed. The Regional Purchasing platforms will be further implemented and operated in coordination with Global Purchasing. Alongside these initiatives, the Sourcing platform will become progressively operational in line with the Raw Materials strategy.

This new organisation will gather the community of Lead Buyers and Lead Users of Raw Materials, supported by a ‘back-office’ team to centralise and serve all transactions.

When business meets politics: eco-trip to ArcelorMittal in Ghent In November 2007, the Association of European Producers of Steel for Packaging (APEAL) invited assistants and advisors of European Parliamentarians involved in environmental issues for an eco-trip to the ArcelorMittal steel manufacturing plant in Ghent. The visit offered a firsthand experience on the manufacturing and recycling process of steel.

Facing important legal challenges in a mostly perception-steered debate, APEAL invited some key contacts to experience the material-to-material recycling process in practice and to discuss the sustainability of our packaging material with environmental and legal experts from all over Europe.

With almost 30 assistants/advisors and Artemis Hatzi-Hull from the European Commission attending, this event was a big success. A unique opportunity for a dialogue between the political world and our industry representatives, everyone seems to have appreciated the event as debates concerning recycling and sustainability ran throughout the whole day!

Jan Cornelis, Communication Manager ArcelorMittal Ghent and Ronald Mortier (Head Environment, ArcelorMittal Ghent) made presentations, followed by APEAL’s Managing Director, Philippe Wolper. He spoke about “steel for packaging as an enabler for sustainability”. Philippe highlighted simply the sustainable and environmental credentials of steel for packaging, making the often difficult – and forgotten – link between theory and reality.

Download the presentation ‘Steel for packaging: an enabler for sustainability’ at: www.apeal.org

11mn Logistics forwards approximately 11 million MT of finished steel products per year. 50bn Global Purchasing

manages a yearly spend of 50 billion US$. 700mn Global Purchasing

recorded 700 million US$ of savings and synergies in 2007.

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he is singing has no sense if sung alone. All singers evolve within a sole objective and are guided by a common motivation: accomplish an excellent performance.” – Diane Barrier, France. “We have contributed to Chinese life by encouraging the new energy conservation law, by

APEAL eco-trip, Belgium.

Our favourite 20 photographs

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Many congratulations to our photo competition and Apple MacBook* winner, Anish Jain. 2nd prize winner Krishtian Serrato, 3rd Stanislav Lebedinskiy, 4th Rogério Mathias da Costa, 5th Sebastian Loranty and 6th Ivo Dudek will be receiving Amazon gift certificates. boldspirit wishes to thank everyone for entering the competition!

creating competence centres for CO2 emission reduction in ten Chinese provinces and by supporting the transformation of Shanghai into an ‘eco-city’ for the 2010 World Expo. ‘Better city, better life’, as they say...” Dirk Matthys, China. “Health and peace of mind are symptoms of

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(01) Photo competition winner**: Anish Jain, Romania ‘Worker at work’. (02) Franck B Tittle, USA ‘Quality Check’. (03) Stanislav Lebedinskiy, Ukraine ‘Blast Furnace Keeper’. (04) Ivo Dudek, Czech Republic ‘Woman at Production Process’. (05) Fernando Araguas, Argentina ‘Safety Instructions’. (06) Richard Shirley, Netherlands ‘Sharing Best Practices’. (07) Sebastian Loranty, Poland ‘ArcelorMittal Around the World’.

(08) Yuriy Tychkov, Ukraine ‘Communication and Friendship’. (09) Robert D McGinnis, USA ‘Generations of Steelmaking’. (10) Juan-Pablo Minoprio, Luxembourg ‘Team Building, Belgium’. (11) Xavier Gonzalez Martinez, Spain ‘Inspecting Plans for Sustainable Development’. (12) Carlos Alberto Avila de Oliveira, Brazil ‘An Inspector at Work’. (13) Rogerio Mathias da Costa, Brazil ‘Picture our Values!’.

(14) Yuriy Tychkov, Ukraine ‘Trade Show Team’. (15) Stanislav Lebedinskiy, Ukraine ‘Our coke is best!’. (16) Nicolas Bil, Spain ‘The Slab Process’. (17) Ligia Custodio, Brazil ‘Continuous Improvement’. (18) Krishtian Serrato, Mexico ‘Welcome to Life’. (19) Ligia Custodio, Brazil ‘Attitude in the Heights’. (20) Jeroen Op De Beeck, Belgium ‘Quality Research’.

*Apple MacBook is a registered trademark of Apple Inc, registered in the United States and other countries. **Please note: the number of the photo does not correspond to its winning order in the competition.

creating competence centres for CO2 emission reduction in ten Chinese provinces and by supporting the transformation of Shanghai into an ‘eco-city’ for the 2010 World Expo. ‘Better city, better life’, as they say...” Dirk Matthys, China. “Health and peace of mind are symptoms of

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daring to be happy.” – John Huczek, Canada. Many thanks to all those who took the time to contribute to Issue 2 of boldspirit!

Test your knowledge of steel!

* Entry to this competition is for ArcelorMittal employees only. The prize(s) must be taken as stated and cannot be deferred. There will be no cash alternatives. ArcelorMittal reserves the right to cancel the competition at any stage if deemed necessary.

1. How old are the oldest iron furnaces found by archaeologists?

A: 2,500 BCB: 250,000 BC C: 150,000 BCD: 1,500,000 BC

2. What are the 2 main components of steel?

A: Iron and OreB: Iron and RiboflavinC: Iron and CarbonD: Carbon and Oxygen

3. What is the function of a Blast Furnace?

A: It’s where the combustions that run the plant take place

B: It’s where scrap metal is reconverted into base metal

C: It’s where iron ore is extracted from coalD: It’s where sinter (iron ore) and coke are

transformed into hot metal

4. What is the process which restores mechanical properties of steel after cold rolling?

A: IonisingB: ActivatingC: AnnealingD: Peeling

5. What are the two main processes used to coat steel?

A: Hot dip galvanising and electroplating B: Anti-corrosive and plastic coatingsC: Hydrolysis and electrolysisD: Galvanising and hydrolysis

6. What are examples of flat carbon steel uses?

A: Washing machine, dishwasherB: Cans, body of a car C: A, B and DD: Exteriors of shopping malls

7. What are examples of long products used in your office or at home?

A: Staples, springs (for example in your pen) B: Crankshaft, springs in a garage doorC: A and BD: Fridge door, washing machine

8. How is a steel cable made?A: By stranding together several wires B: By covering string in metalC: By pulling together aluminium and zinc D: With an elaborate knitting machine

9. Where are the ArcelorMittal Research and Development facilities located?

A: Ghent (Belgium), Maizières-Lès-Metz (France), Chicago (USA)

B: Hamilton (Canada), Liège (Belgium), Avilés (Spain)

C: Gandrange (France), Esch (Luxembourg), Montataire (France), Le Creusot (France), Isbergues (France) and Timoteo (Brazil)

D: All of the above

10. Which ArcelorMittal site provides beams that will be used for the construction of the World Trade Center Memorial in New York?

A: MonercangeB: WalferdangeC: DifferdangeD: Blancmange

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This issue’s quiz – Test your knowledge of steel! – was provided to us by the Corporate University. The team at the Steel and Mining Academy have come up with some challenging questions that will definitely help you learn something new!

The questions are multiple-choice and test your knowledge of steel – from its first to its most modern incarnations. Answering the questions will mean reading boldspirit articles, talking to your co-workers and doing a little bit of research.Send your complete answers to editorial@arcelormittal.com. After reviewing all entries, a winning draw hosted by Laurence Lamm, leader of the Steel and Mining Academy at the Corporate University and her colleagues, will be held during the week of May 26th – May 30th, 2008. The prize* for this quiz will be an all expenses paid trip to the ‘Site in the spotlight’ in South Africa for two people.

How long have you been in the steel business? “I have been in the steel business for 19 years, in many different jobs but within the same group. I started out in the Ghent plant in Belgium.

How long have you lived in China? I have spent a lot of time in China since 1996, but lived here full time for two and a half years. 12 years ago I did not see Shanghai as an attractive city, but China has gone through an enormous evolution. I still remember reading a press article that China overtook Japan as the world’s first steel producer in 1996, at the same time crossing the 100 million tonnes mark. Now China produces almost five times more! 20 years ago the impressive financial district in Shanghai-Pudong was just rice fields and marshland. Now Shanghai is a bustling, energetic metropolis with a population of 20 million people.

Can you offer us an anecdote typifying the Chinese way of doing things? The things I admire most about the Chinese people are pragmatism and speed of execution. In 1997 we were conducting due diligence in a Chinese steel mill. They had just finished building a brand new rolling mill, imported from Europe. Though they admired the mill, our experts had an issue with the iron and steel making installations and casting: everything was old, even obsolete. The Chinese response was to promise completely new upstream installations, to be completed in only one year. Six months later the mill was running at design capacity. Another six months later it was being fed by a completely new upstream.

What qualities do you most appreciate in the people you work with? Honesty, being straightforward, responsibility, adaptability and dynamism. I appreciate working with people who work fast and who challenge me.

Have you lived anywhere else exotic? We lived in Singapore from 1996 to 1999, during the Asian financial crisis. A lot of restructuring had to be done, but in the end we managed to get through and come out stronger than before.

What for you is ‘a relaxing moment’? When I do have some spare time, I really like to spend it with my wife and three children. Travelling to interesting places with the family can be quite relaxing. But painting a watercolour of a peaceful, beautiful landscape can really relax me, as well.

How is ArcelorMittal ‘transforming tomorrow’ in China in steel terms and social projects? Both ArcelorMittal and China are ambitious players who are facing similar challenges, and both are looking for the best solutions for the industry on a long-term basis. ArcelorMittal contributes to the transformation of the Chinese steel industry by bringing safety best practices, innovation and value added products, encouraging resource efficient production and generating sustainable profit and growth. More specifically, ArcelorMittal supported the Central South University in Hunan by building a metallurgy research centre and providing scholarships. ArcelorMittal is also partnering with the United Nations Development Program in environmentally oriented initiatives.

Is there one thing that drives you crazy? Things not moving ahead as fast as I would like them to, but having worked and lived in China for quite some time, you realise that very often it is patience that does the trick. I already mentioned speed of execution, but contradictory as it may sound, the Chinese can also take their time…

Have any of your dreams come true? On a personal level, having a wonderful family, supporting me throughout in our ventures abroad, yes! From a business perspective, being able to work in China and Asia, at a point in time when the region is growing so fast, generating many challenges as well as opportunities.”

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A relaxed moment with... Dirk MatthysGet to know the CEO of ArcelorMittal China in 10 minutes