boldspirit06 India: Asia’s emerging tiger12 From brand promise to real projects 18 The women of Kazakhstan20 Health and Safety a number one priority

Issue 1 | Autumn 2007

When did you join ArcelorMittal? I started with Mittal Steel in early January 2006. I knew that I had made the right choice when the company took the bold step to merge with Arcelor later that same month.

How did you become a man of steel? A combination of an undergraduate metallurgical engineering and a graduate business management degree gave me the opportunity to work in various functions in a major US steel company for 20 years. I also managed a few private equity funded ventures, one of which introduced me to mining in Liberia.

What were your thoughts when you first saw the country? I first travelled to Liberia in early 1999, fully confident that I could handle any challenges. However, when I saw that the war had left the country without electricity, running water and landline telephones, I quickly realised that Liberia today lagged behind India in development as much as India lagged behind the western world a generation ago. I am confident that Africa will be the world’s next development frontier.

Do you live in Liberia full time now? Even though Liberia is improving steadily, it is not quite ready for family. I am based there, while my wife and three daughters continue to live near Norfolk, Virginia, in the US. I try to get home for important events and occasions.

How do you spend your spare time? What spare time?

Is there one thing that drives you crazy? Trying to do this interview and follow up on this page after Mr Mittal is certainly scary.

Can you share with us a funny anecdote? On one of my early trips to Monrovia, I had the opportunity to meet a famous US television newscaster who was there to broadcast a special feature on President Ellen Johnson Sirleaf. I explained that we were starting a mining project and I also told her that my daughters were fans of her show. But I forgot to ask for her autograph! Nobody believed I had really met her. A few days later she sent me a handwritten note on NBC letterhead recommending a person for a position with our company. I ended up getting her autograph after all!

Do you find that there is a special sense of community in Africa? In my previous venture in Liberia we had to build a road to a remote exploration site. As this road opened access to many villages along the way, we were constantly being thanked by the village elders. In one village we were presented with a white goat and five white chickens. My Liberian colleagues explained that white is the ultimate symbol of gratitude. We had to graciously receive these live presents and figure out how to pack them in the back of our jeep as we drove back to Monrovia.

How did you feel when you met President Ellen Johnson Sirleaf, Africa’s first elected female President? In late 2005, the Sirleaf administration knew little of Mittal Steel. However our collective actions since then along with news of the ArcelorMittal merger have helped change this. Today we are being praised both by the Liberian Government and the international community for leading investors to the country. President Sirleaf is an ‘iron lady’ who is working diligently to improve policies and change practices that were prevalent in Liberia. She has raised tremendous goodwill for the people of Liberia, but she cannot do it alone – more new investors are needed.

How do you see ArcelorMittal living up to its brand promise in Liberia? Liberia is a great place to apply our ‘transforming tomorrow’ motto. As a major investor in Liberia after its civil war, ArcelorMittal has exhibited leadership that can pull the economic engine forward. Our presence will create a demand for products and services that, in turn, should attract many other needed investments. We will also harness our elements of international good practices to improve corporate governance and frameworks to tackle corruption and generally improve the quality of how business should be conducted. Plans to involve local businesses will also ensure that communities grow and sustain themselves for generations to come. I am proud to be a part of this great company that will play a major role in Liberia’s development.

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A relaxed moment with... Joe MathewsGet to know the CEO of ArcelorMittal’s Mining Project in Liberia in 10 minutes

You can feel a special energy throughout our entire company, not just because we are celebrating who we are, the world’s number one steel company, but because of the opportunities and responsibilities which go along with our premiere position.

It is now up to all of us to act as brand ambassadors and to uphold our reputation in line with our brand promise of ‘transforming tomorrow’ and our ambition of being recognised as one of the world’s leading companies. As Mr Mittal himself has said, “ArcelorMittal’s primary aim is to help build the infrastructure of a better world around us.”

What’s happening around our worldWhy have we called this issue of boldspirit #1? Because we have made some changes so that you, our 320,000 ArcelorMittal people, in 60 geographical locations, are the number one priority. You contributed to all of the ‘boldness’ definitions and translations which run through our magazine. You are the bold spirits we celebrate on every page.

And we have so much to report! All around our company exciting developments are taking place. For a start, fun and creative local brand launches were, and still are, being carried out all over the world. This issue’s photo collage gives you a good idea of how innovative our colleagues around our world can be!

One feature we are very excited about is our ‘Women of Kazakhstan’ photo essay, introducing you to some of your hardworking colleagues in Temirtau, Kazakhstan. You can also read our report on India, its rapidly growing economy and the demand the country’s desire to transform is creating for steel. We also highlight some inspirational projects that, thanks to ArcelorMittal steel and our Corporate Social Responsibility, are building a better world for the future.

Living the values: Sustainability, Quality and Leadership Key Human Resources Leadership challenges include attracting, developing and retaining skilled employees. In this issue, we catch up with Bernard Fontana, Management Committee Member, Responsible for Human Resources, who has begun visits to all the business units of our company.

We also have an interview with Malay Mukherjee, Member of the Group Management Board, Responsible for Asia, Africa, Mining and CIS, who helps us to better understand the complex value of Sustainability. We share a relaxed moment with Joe Mathews, CEO of ArcelorMittal’s Mining Project in Liberia, who tells us first hand about some of the exciting developments in the African country he has come to love.

We have included the first in an extensive series of articles chronicling ‘human twinnings’ – reports on best practices sharing and international short term assignments, a spotlight on the Americas segment, a two page article on Health and Safety improvements throughout the company, reports on business and ArcelorMittal in the news and so much more!

Time for you to get busy, tooOh, and we’ve included a photo competition so that you can get busy taking pictures of ArcelorMittal people that we can display proudly in upcoming issues of boldspirit and on www.myarcelormittal.com. Naturally, we include a nice prize for the top winners, so please try your best!

This issue demonstrates, without a doubt, that we have some of the best people working for ArcelorMittal. In our debut year, ArcelorMittal already is ranked 93 in the top 100 most respected companies in the world! This is an achievement of which we can all be proud. But with steel and our bold attitude, we can go even higher!

But just for a moment, relax… and enjoy boldspirit.

boldeditorial 01

There are many interesting changes in our publication! The previous launch issue of boldspirit magazine focused on the excitement

surrounding our new identity. This new boldspirit #1 highlights the fact that now we are one company. ArcelorMittal people are getting down

to business and starting to breathe real life into our brand.

1 is our big number this issue! In September, ArcelorMittal’s market capitalisation crossed the 100 billion US$ mark!”“

Busy, busy, busy…

You contributed to all of the ‘boldness’ definitions and translations which run through our magazine. You are the bold spirits we celebrate on every page.

Boldness in your language: Afrikaans – Onverskrokke, dapper, waagmoedigheid. Southern Sotho – O sebete. Northern Sotho – Ona le sebete.

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

Nicola Davidson, Director of Publication David Cowan, Editor in Chief Mary Carey, Editor in Chief Ewa Gebala, Editor Raquel Córdoba, Editor

ArcelorMittal photo library credits: Vytas Beniusis, Pierre-François Grosjean, Fernand Konnen, Carlo Hommel, Raj Takhar, Mario Villamiel

Ignacio Agreda, Gerardo Alonso, Stéphanie Blanchard, Natacha Grondin Casel, Emmanuel Cauvin, Harry Cooper, Christine Cordier, Dorian Dumitrescu, Jean-Christophe Gagnepain, Sylvie Gindre, Elena Krashakova, Jean Lasar , Malorie Medellin, Cindy Mercanti, Rachel Mitchell, Rebecca Mitchell, Monique Muller, Elke Osselaer, Ashok Patil, Sylvie Petetin, Laura Podlesny, Lynn Robbroeckx, Geneviève Robert, Martine Scheuren, Cláudio Reis Souza, William C Steers, Fred Thiry, Selina Vaccarino, Petra Van Den Helden, Cecile Van Den Hof, Vanessa Vanhalst, Roland Verstappen, Augusto Volpolini, Cathy Weber, Barbara Wendl, Elize E Zywotkiewicz, Photographers: Jaco Boshoff, Eric Chenal, Tom Craig, IPF/IPF, Andrés Lejona, Michel Monteaux, Silverstein Properties, Syndicat Mixte, Raj Takhar, Casey Templeton, Jason Tilley, Igor Uzarevich

Editors

Photo Library

Contributors

03 boldmessage Mr Mittal sets the tone

04 boldleadersspeak Interviews: Malay Mukherjee Bernard Fontana

06 boldfeature India: Asia’s emerging tiger

12 boldfeature ‘transforming tomorrow’

18 boldfeature The women of Kazakhstan

20 boldsafety Health and Safety a number one priority

22 boldaroundtheglobe Segment in the spotlight:

Americas

24 boldbusiness Getting down to business

25 boldfacts ArcelorMittal in numbers

26 boldspotlight Sharing knowledge:

ArcelorMittal twinnings

28 boldfocus Site of the month ArcelorMittal Hamilton,

Dofasco Facility

30 boldcommunications Our brand launch from around the world

33 boldinitiatives Leadership Development

34 boldmedia ArcelorMittal in the news

36 boldquiz Picture our values! ArcelorMittal photo competition

37 boldinterview A relaxed moment with...

Joe Mathews

Special thanks

04 Interview: Malay Mukherjee 06 Asia’s emerging tiger 12 ‘transforming tomorrow’

Zulu – Unesibindi. Arab – . Bosnian – Odvažnost. Català – Audàcia. Croatian – Hrabrost, Odvažnost. Czech – Smelost, neohroženost. Dutch – Lef, stoutmoedig, vrij, durfkracht, krachtig, onverschrokken. Esperanto – Audaca, braveca, sentima, temerara. Estonian – Julgus. Euskera – Adorea, ةأرجلا

Fanny Bécue, Mark Blackburn, Jean-Albert Fox, Greg Ludkovsky, Françoise Pesch, Laurence Ponchaut, Olivia Robin, Marion Saül, Stefan Schwarz, Xanthe Hynds and Carlo D’Alanno (designed and produced by Thoburns.com), TBWA, Mario Villamiel. To all of the ArcelorMittal people around the world who sent in photos for the various local brand launches and to those who sent in boldness definitions and translations, 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 and Spanish.

Congratulations to the winner of our first boldspirit Quiz, Marisa Alonso, from Burns Harbor, Indiana, ArcelorMittal USA!”“

Dear colleagues around the globe,I hope that you all had a good summer and managed to find some time to enjoy a well earned rest. Everyone has worked very hard over the first half of the year and played an important part in helping us report record first-half results.

But our strength is not only reflected in our financial numbers. It is around us every day. In our people, at our operations and in the way we do business. Reading this edition of boldspirit, this strength and diversity jumped out at me from the page. I can honestly say that, even in my position as CEO, I have picked up some new facts about the global reach and impact of our company!

As you know, we launched our new brand at the end of May. Since then, many of the business units have been holding their own brand launches, a number of which are featured in this magazine. I am delighted to see the enthusiasm with which this has been adopted in these initial stages. The creative leadership some units have shown has been very impressive! We have certainly got off to a good start.

‘Transforming tomorrow’ was designed to be an aspirational brand. What exactly does this mean? It means that we have the right foundations to deliver our brand promise, but that simultaneously, it will challenge us to further raise the bar in terms of our attitude, approach and standards.

I am very pleased to see highlighted in this edition of the magazine a number of different ways in which ArcelorMittal is already helping to transform tomorrow. Our steel is helping to protect the beautiful island of Mont Saint Michel in France; it is contributing to the generation of sustainable energy; it is helping drive economic transformation in China; and it is helping honour the victims of 9/11 in New York.

The infrastructure of a better worldThese examples show clearly just how far reaching the tentacles of this company are. It is rewarding for everyone to see just how substantial our impact on the world around us can be. I hope you enjoy reading more about these initiatives inside.

The launch edition of boldspirit received a lot of very positive feedback. One comment however was that we needed more pictures of the many women in our Group! This edition includes a tribute to a particular group of them: the ladies who work in ArcelorMittal Temirtau.

When I first visited Kazakhstan in 1995, I was amazed to see so many women working in the company. Not just in the administrative or business functions – but also on the shop floor. They are quite simply an outstanding group of people and I would like to take this opportunity to thank them for their considerable contribution to our company.

As our size and scale has expanded, so has our opportunity for further development and growth. Whilst M&A always grab the headlines, the organic opportunities in this company are considerable. World steel production is expected to grow between 20% and 30% by 2012. In response, ArcelorMittal has set a target for organic growth of a more than 20% increase in shipments by 2012.

This figure does not include our planned Greenfield operations in India. Having been born and brought up in India, I find the country’s transformation quite astounding. Although issues such as poverty and infrastructure remain critical, India is now one of the fastest growing economies in the world. It is this strong performance which supports our intention to develop a substantial operating platform in the country. The feature on India will give you some more information on how the Greenfield project will develop as well as a flavour of this diverse and cultural country.

I hope you take as much pleasure from reading this edition as I did and that you too discover something new about the diversity and depth of ability we have within this company. Together we are ‘transforming tomorrow’.

Lakshmi N Mittal, President and Chief Executive Officer

boldmessage 03

ArcelorMittal’s primary aim is to help build the infrastructure of a better world around us.

Mr Mittal sets the tone

Zulu – Unesibindi. Arab – . Bosnian – Odvažnost. Català – Audàcia. Croatian – Hrabrost, Odvažnost. Czech – Smelost, neohroženost. Dutch – Lef, stoutmoedig, vrij, durfkracht, krachtig, onverschrokken. Esperanto – Audaca, braveca, sentima, temerara. Estonian – Julgus. Euskera – Adorea,

Everyone has worked very hard over the first half of the year and played an important part in helping us report record first-half results.”“

“ It is rewarding for everyone to see just how substantial our impact on the world around us can be.”

boldleadersspeak04

Malay Mukherjee, Member of the Group Management Board, Responsible for Asia, Africa, Mining and CIS, is perhaps ArcelorMittal’s least known GMB Member. Here he speaks about our most complex value, Sustainability, to boldspirit readers.

Interview with GMB Member Malay Mukherjee

Q: Mr Mukherjee, what is your definition of Sustainability? MM: “The steel industry has transformed itself from a strategic state-owned asset to a competitive and privately owned industry where Sustainability means survival and growth in harmony with the interests of the stakeholders. This will mean that heavy investments will have to be our key attributes for a sustainable future. These will be in a variety of fields: developing new products for tomorrow’s generations, investing in new plants to cater to growing demand, attracting and retaining talent and being responsible towards our environment and communities.

Q: Why is Sustainability so important?MM: For ArcelorMittal, Sustainability means a responsible approach to business, growth and innovation. It is a holistic approach. Being sustainable means that we are able to provide a healthy and safe environment to our employees. It means we can offer a return to our shareholders which justifies their investment in our company, play an active role towards the development and well-being of the societies we operate in and develop a better quality steel to provide higher value to our customers, with a responsible approach towards a cleaner environment.

Q: What happens when the industry isn’t sustainable? MM: In my personal experience, given that I have spent considerable time on the operational side of the business, and having worked in a number of countries with different cultures, standards of living, and levels of economic activity, there is no getting away from the fact that a common area for progress remains the Sustainability of the industry. Having worked in India, Mexico, Kazakhstan, Germany and Luxembourg, I have seen the ups and downs of the industry, and how the volatility impacts the daily life not only of our employees but of society connected with the economic impact of the organisation.

For example, in 1997 in Kazakhstan, when the Asian economic crisis was followed by the collapse of the Russian economy, the level of activity at the plant within a year dropped by more than 35%. In those days, we sold Hot Rolled Coils at a price of 100 to about 120 US$ barely meeting the variable costs of the product. We have definitely come a long way since then but a lot needs to be done.

Q: How does Corporate Social Responsibility (CSR) fit into our stated value of Sustainability?MM: Both Sustainability and Corporate Social Responsibility are integral to ArcelorMittal’s philosophy by virtue of our business values and the history of the steel industry. Under ArcelorMittal’s CSR programme, we provide bursaries and scholarships to engineers and technicians who will one day meet the technological challenges of tomorrow. ArcelorMittal is engaged in health programmes for a healthier community for tomorrow. We sponsor sports and cultural activities for an active and engaged community around our plants. We have invested and endeavoured to improve the lives of communities in the areas we operate in. We believe that the Sustainability of ArcelorMittal will require the Sustainability of its surrounding communities.”

“ Under ArcelorMittal’s CSR programme, we provide bursaries and scholarships to engineers and technicians who will one day meet the technological challenges of tomorrow.”

“ The steel industry has transformed itself from a strategic state-owned asset to a competitive and privately owned industry where Sustainability means survival and growth in harmony with the interests of the stakeholders.”

Ausartasun. Finnish – Rohkeus. French – Audace, intrépidité, bravoure, vaillance, hardiesse. German – Kühnheit, Wagemut, mutig. Hindi – Nirbheekta, Nidarta. Italian – Audacia. Latvian – Drosmigums. Lithuanian – Narsumas. Luxembourgish – Trau dech. Macedonian – Samouverenost, smelost. Polish –

Mr Mukherjee in Kazakhstan.

05

Human Resources is an area of interest for everyone in the company. Formerly the Executive VP for Automotive, Bernard Fontana, Member of the Management Committee,

Responsible for Human Resources speaks to boldspirit about the global opportunities and challenges.

Interview with MC Member Bernard Fontana

Q: In your time with the Group what has changed the most since you started?BF: “After working for the Group for three years, I have been impressed by its capacity to constantly challenge current situations and to transform itself. Today, our real worldwide dimension offers us many new opportunities to explore. It is up to us to invent new business models and to continue to deploy our Leadership on a worldwide basis. Passionate people can find huge challenges here.

Q: What does HR Leadership mean to you?BF: During our last Leadership Convention in Cannes, we could feel a gap between our ambition of ‘transforming tomorrow’ and how HR is perceived: Leadership means that HR teams are ready to face the challenge to behave as leaders but also to challenge and engage ArcelorMittal leaders.

Q: Where does mobility fit into the ArcelorMittal scheme of things for employees?BF: We need mobility to staff some key positions and to prepare future leaders. We also need mobility to deploy our best practices on a worldwide basis. In this case we may also better use short-term mobility where an employee is seconded from his/her original site for a few months.

Our mobility policy must allow different solutions for different situations. It is our job to review all ‘mobilities’ carefully because they impact people and their families. I sometimes hear complaints concerning the mobility policy and indeed, I see areas for improvements. Mobilities connect entities with different rules and practices, so we need to better consider their impact on the welcoming site. Once this is done, we could also ask welcoming sites to better accept differences.

I am convinced that a mobile opportunity is a fantastic life experience for those who are offered the chance and can make a move. More than 150 cases have been finalised since the beginning of 2007.

Q: How can ArcelorMittal attract the best and brightest in the industry?BF: ArcelorMittal is an attractive company that is on constant call for Leadership and its passionate deployment. Here, the brightest can always find fantastic challenges and opportunities and therefore contribute to a top worldwide company. We are not a company for bureaucracy and low performers.

Q: How do Human Resources fit into our three values of Sustainability, Quality and Leadership?BF: Our three values can all apply to people. We want to be recognised for our Leadership passion at all levels of the company and our speed. We want to be proud of our Health and Safety results and our employees’ performance and alignment with business goals (Sustainability). Quality is reflected in our capability to mobilise our know-how all over the world, to deploy best practices, in particular in growing markets, and to provide training opportunities to grow our employees with the company.

Our HR business plan is the direct deployment of those ambitions.”

“ At ArcelorMittal the brightest can always find fantastic challenges and opportunities and therefore contribute to a top worldwide company.”

Quality is reflected in our capability to mobilise our know-how all over the world.”“

Ausartasun. Finnish – Rohkeus. French – Audace, intrépidité, bravoure, vaillance, hardiesse. German – Kühnheit, Wagemut, mutig. Hindi – Nirbheekta, Nidarta. Italian – Audacia. Latvian – Drosmigums. Lithuanian – Narsumas. Luxembourgish – Trau dech. Macedonian – Samouverenost, smelost. Polish –

boldfeature06

India:Asia’s emerging tiger

There is an enormous amount of infrastructure needed in India if it is to realise its ambitions as a 21st century economic power.”“

India is changing fast, especially its growing middle class. boldspirit takes a look at the Asian tiger’s

burning desire to assume a Leadership position in the modern world and the consequential impact on

the demand for steel.

07

On August 15 2007, India celebrated its 60th anniversary of independence, which makes it seem such a young country. Yet normally when one thinks of India, it is as one of the oldest civilizations in the world with a rich history, conjuring up images of vibrant colour, beauty and mystery.

Indeed, India is today a country swirling with contradictions: struggling to break free from poverty and a lack of infrastructure, leaping like a bright tiger out of Asia to take its place amongst the leading global economies. But to make this leap, the country is undergoing a surge in demand for resources. And one of the basic materials it requires today, to be able to transform tomorrow, is steel.

A mountain of press in recent years has been focused on the Asian race to be the most powerful emergent economic power, especially between China (often nicknamed the dragon) and India (often referred to as the tiger). Within these two countries alone live more than one in three of the world’s population (2.4 billion combined). Yet both countries have only recently begun to modernise enough – with China slightly ahead of the race – to make the West wake up and pay attention to their enormous strength and future potential.

Taking a new look at IndiaIndia is changing fast! One of the notable trends is its impressive growing number of graduates. A new demographic is emerging as the country gears up to assume a leadership position in the 21st century. Industry watchdogs predict little restriction on how high the economy could eventually rise in the world rankings.

As an example of this rapidly changing picture of India, according to a 2006 study conducted by The Associated Chambers of Commerce and Industry of India (ASSOCHAM): “The number of engineering graduates in India is 350,000 annually, compared to only 70,000 engineering graduates in the US and 100,000 engineering graduates in Europe. India also produces 60,000 MBAs every year. Engineering colleges in the country have been growing at 2% a year while business schools have grown at 60% annually.”

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A mountain of press in recent years has been focused on the Asian race to be the most powerful emergent economic power, especially between China (often nicknamed the dragon) and India (often referred to as the tiger).

Tracking the growth of the economic tiger

The changing landscape of India today.

The number of engineering graduates in India is 350,000 annually, compared to only 70,000 engineering graduates in the US and 100,000 engineering graduates in Europe. ”“

Odwaga. Portuguese – Ousadia, coragem, audacia. Romanian – îndrãzneala. Russian – смелости. Spanish – Audacia. Swedish – Djärvhet. Turkish – Cesur, gözüpek. Yiddish – Chutzpah. Throughout the world at ArcelorMittal, in any language, boldness is our attitude.

“ With two major Greenfield projects in the country, ArcelorMittal is ideally positioned to benefit from the strong and sustainable growth of the Indian market.” Presentation, Mr Mittal, President and CEO, September 12 – Investor Day Paris

09

The growth of the automobile industry will also lead to a strong steel demand in the future.

Odwaga. Portuguese – Ousadia, coragem, audacia. Romanian – îndrãzneala. Russian – смелости. Spanish – Audacia. Swedish – Djärvhet. Turkish – Cesur, gözüpek. Yiddish – Chutzpah. Throughout the world at ArcelorMittal, in any language, boldness is our attitude.

Additionally, ASSOCHAM projects that by 2012, India will contribute an additional 44 million to the global labour pool. To put this into perspective, during this same period, the US workforce is expected to expand by 10 million. Even in a country with as high an illiteracy rate as it has, the sheer volume of India’s population makes it a force to be reckoned with.

The days of referring to India as a ‘third world country’ are over. It is one of the fastest growing economies in the world, and one of the tenth largest (rated anywhere between third and tenth depending on the measurement standards used). Although it still has a high poverty rate when per capita income is considered, the upward dynamics of the country and the growing investor confidence point to exciting growth opportunities, particularly for the steel industry.

The very promising Indian steel marketIndia is an exciting market for the steel industry, offering much in the way of opportunity. It is a natural steel producing country with a large amount of natural resources reserves with as yet no reliance on imported iron ore. It has a massive population, currently estimated at 1.136 billion people and growing. At the same time, this very large country is undergoing substantial economic growth.

Currently, the average per capita steel consumption in India is very low, and is estimated to be approx 39-40kg per person. Compare this to the average 400kg consumption in Western Europe! Yet at the same time, there is an enormous amount of infrastructure needed in India if it is to realise its ambitions as a 21st century economic power.

In August 2007, the Indian Government announced that the economy grew by 9.3% in the first quarter of 2007, which beat analysts’ expectations. The government’s ambition to maintain, if not further increase, current GDP growth levels is no secret. Even if this accelerated pace were to see a slight levelling off, there would still be a strong demand for steel and an increase in per capita consumption. As the country is starting from a very low base, there is considerable long-term potential.

India is now growing faster than most other economies in the world, and is close to rivalling China, whose emergence as a manufacturing centre has left India, characterised more by services, racing to catch up.

In its July 23 edition, Steel Business Briefing commented, “Make no mistake, India is well equipped to expand domestic steel consumption from a current 43 to 100 million tonnes by 2020.”

The Indian steel industry is closely linked with the country’s domestic economic growth. Thus, with its enormous population and its still relatively poor infrastructures, demand is predicted to rise in future along with economic and industrial growth.

It is logical that with its growing wealth and enormous population, the demand on the India housing and construction industry, which is one of the major steel consuming industries, is likely to grow as well. The growth of the automobile industry, which depends on the steel industry for parts manufacturing, will also lead to a strong steel demand in future.

India and ArcelorMittal’s strategy Where does India fit into ArcelorMittal’s global growth targets and strategy?

Our company’s presence in India responds to ArcelorMittal’s three dimensional strategy of product, value chain and geography. This strategy makes us not only the largest steel producer in the world but a unique Metals and Mining leader as well. The success of this strategy places us as the only producer that is offering, leveraging and developing the full range of steel products and services.

Because ArcelorMittal is not only a steel producer, but also an integrated Metals and Mining leader, we can capture opportunities along the value chain, from mining to distribution, transformation and the trading of finished products. India particularly adds to our geographical expansion.

ArcelorMittal is the only truly global producer with a Leadership position in four continents and six regions: North America, South America, Western Europe, Central & Eastern Europe, Africa and CIS & Central Asia. By geographically diversifying our portfolio of mining assets around the world, ArcelorMittal reduces risk and remains close to its steel plants to maximise synergies.

“ Make no mistake, India is well equipped to expand domestic steel consumption from a current 43 to 100 million tonnes by 2020.” Steel Business Briefing

The Asian tiger is a hungry one, especially its growing middle class. A huge challenge for India is going to be when those people suddenly all want to drive cars on roads which are still markedly poor and to live in modern homes with modern appliances.

Economic growth in developing countries offers opportunity for the steel industry.”“

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Your definitions of boldness: Boldness is within everyone’s reach – Ray Kranyak, Canada. The Arab word ‘aljor-ah’ has several meanings: daring, going beyond the objectives and facing up to difficulties to take advantage of it – Nacer Bouimadaghene, Morocco. Be bold or be brave as long

Steel consumption per capita in 2006 (kg)

800

600

400

200

0

714

Japan & Korea

38

India

72

South East Asia

266

China

Indian steel industry and main Greenfield projects

SAIL

SAIL

SAIL

JSW

Ispat

ArcelorMittal Greenfield Projects

Essar AM Jharkhand

AM Orissa

POSCO

Tata

Capturing growth in developing countriesAs the world’s largest steel company, ArcelorMittal has already consolidated a Leadership position in high-end segments in mature countries while at the same time captured growth in developing countries, a strategic balance it will continue to pursue.

The Group will continue to capture growth in developing countries, with the full realisation that our unique position as world leader in steel brings unique responsibilities, particularly in these emerging countries where we are contributing to ‘transforming tomorrow’. Thus, it is important to note that Sustainability and Corporate Social Responsibility are integral to our business philosophy, right from the start.

New opportunities Economic growth in developing countries offers opportunity for the steel industry. Markets such as China, India and South America are demonstrating good growth which is expected to help sustain growth in the region of 3-4% over the next decade.

ArcelorMittal currently maintains a balanced portfolio of operations in developed and developing countries. Our developing market operations are very important to us in terms of future growth, both in volume and value. We are the largest producer in Brazil, the largest producer in Eastern Europe, the largest producer in Africa and have recently announced our two Greenfield projects in India.

ArcelorMittal implantation in IndiaWith our two major Indian Greenfield projects – located in Jharkhand and Orissa – progressing, ArcelorMittal is ideally positioned to benefit from the strong and sustainable growth of the Indian market.

ArcelorMittal intends to build a 12 million tonne-producing steel plant in both locations in two phases of 6 million tonnes with access to 600 million tonnes of iron ore deposit. An investment of 10 billion US$ is foreseen per plant, including mining development, a coke plant and a power plant.

Concerning ArcelorMittal’s project in Jharkhand, a MoU (Memorandum of Understanding) was signed on October 12 2005. This site is to be announced immediately after the notification of Rehabilitation and Resettlement Policy by the Jharkhand Government. In Orissa, a MoU was signed on December 21 2006. The site has been announced and the application for lands and mines is underway.

On September 28, ArcelorMittal announced that it will start building a 12 million tonne steel plant in the eastern Indian state of Orissa next year.

“The progress of the Orissa project is quite satisfactory,” Sanak Mishra, Chief Executive Officer of ArcelorMittal India, told reporters on the sidelines of an international steel conference entitled: ‘Emerging steel scenario in India – Focus Orissa.’ “We will start construction as soon as the detailed project report is ready,” he said, adding he hoped that would be by mid-2008.

The report is being prepared by Indian engineering firm Dastur and Co. Mishra said that the first phase of the project was likely to be commissioned by 2011-2012. Earlier, Orissa state government officials said they had earmarked 7,000 acres of government and private land for the firm’s plant, one of the two ArcelorMittal is planning in India.

The intention is to construct a similar sized, multi-billion dollar unit in the neighbouring state of Jharkhand. Mishra said the blueprint for the Jharkhand project was ready, and a site suitability study was being carried out.

Some growing pains, but growing confidence too India is not without its challenges, which have the potential to slow down the development of projects in India. One of these relates to the land ownership of potential Greenfield sites, which represents quite a big challenge for the government and local authorities.

Large projects usually require a large number of approvals because of their potential implications for the country. These are responsibilities which ArcelorMittal takes very seriously. It is for this very reason that executives have been working in close cooperation with state officials and with consultants in Orissa and Jharkhand over the past year. In India, as in other emerging nations where we invest, ArcelorMittal hopes to strongly contribute to the development of the local economies and communities where we will have a presence.

Investor confidence is growing. According to the India Chronicle (April 2007), “FDI (Foreign Direct Investment) inflows (equity component only) during the period April – December 2006-07 had been 9,272 million US$ (9.2 billion US$) against 3,697 million US$ (3.6 billion US$) in the corresponding period last year, representing a record increase of 151%, and reflecting the confidence that foreign investors repose in the Indian economy.”

And ArcelorMittal is leading the way.

On October 4 2007, Manjeet Kripalani, Chief of BusinessWeek’s India bureau, wrote an article on how India, well regarded in the IT sector, is becoming an alternative to China manufacturing. She also notes a change in attitude: “Nearly five decades of stifling restrictions left Indian industry rusty and outdated… In many respects, the government is coming around to the realisation that manufacturing is important, and is doing its part to woo investment.”

She continued: “In the past two years, manufacturing has emerged as the country’s new rising star. Industrial production jumped by 12.5% in the year ended in March, the highest rate in years. With its huge market, productive workers, and – finally – a government that is starting to help rather than hinder investment, India is becoming an attractive alternative to China. While technology giants build vast outsourcing operations in India, manufacturing investment far outweighs theirs.”

She goes on to site ArcelorMittal’s plans to invest 20 billion US$ in two steel mills in Orissa and neighbouring Jharkhand, which, in fact, currently represents the largest ever foreign investment in the country!

Meeting demand to build tomorrow’s IndiaIf our projects all go to plan in India, ArcelorMittal may soon have the ability to supply the resources to help to transform India’s tomorrow.

The Asian tiger is a hungry one, especially its growing middle class, eager to leap into the global economy. A huge challenge for India is going to be when those people, who are striving to educate themselves and rise up the employment food chain, suddenly all want to drive cars on roads which are still markedly poor and to live in modern homes with modern appliances.

For these people, the only way is up. ArcelorMittal steel can help them to get there.

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10bnAn investment of 10 billion US$ is foreseen, including mining development, a coke plant and a power plant.

Your definitions of boldness: Boldness is within everyone’s reach – Ray Kranyak, Canada. The Arab word ‘aljor-ah’ has several meanings: daring, going beyond the objectives and facing up to difficulties to take advantage of it – Nacer Bouimadaghene, Morocco. Be bold or be brave as long

ArcelorMittal intends to build a 12 million tonne-producing steel plant in both locations in two phases of 6 million tonnes with access to 600 million tonnes of iron ore deposit.

Our developing market operations are very important to us in terms of future growth, both in volume and value.

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Establishing schools and mobile medical care in a country ravaged after years of war; saving a famous monument from losing its maritime character; building higher in China; helping build a memorial for victims of a terrorist attack… Dozens of initiatives worldwide show that ArcelorMittal is really transforming people’s lives with a commitment made of steel.

from brand promise to real projects

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It is a big ambition to set out to transform tomorrow. It will require a lot of hard work and commitment.” Mr Mittal, President and CEO“

It became clear years ago: an ambitious plan, one respectful of the heritage and the scenery, had to be made to preserve the beauty of Mont Saint Michel, to ensure that it recovers pride of place as the central feature of its bay, amid a seascape of sands constantly being reshaped by tidal and river water.

Just doing nothing would have meant seeing the so-called ‘Wonder of the West’ day after day abandoned by the sea and irreparably landlocked.

In the period 1995-1999, scientific work, supervised by a panel of international experts, was conducted on sediment and water management in the search for long-term, environmentally-friendly solutions.

Environmental, economic and tourist studies were made, including even the construction of a scale model. Following years of debating and in-depth research, the works of the restoration project of the Mont Saint Michel maritime character started in 2005.

ArcelorMittal is now playing a role in this ambitious project, by providing stainless steel plates for the flood gates system in the new dam. Designed to provide effective flushing of the Couesnon, year after year, the dam will release water on the ebb tide to clear sand from around the Mont.

Duplex 2205 was selected as the material due to its abrasion corrosion resistance in such an environment.

Built to lastDuplex stainless steels have been developed by Industeel, specialised in advanced technology carbon steel, alloy and stainless steel plates, since the 70s. They are an excellent alternative to austenitic steels for many applications. Their low Nickel and Molybdenum contents make them a cost effective solution, while their corrosion and mechanical properties (twice more than austenitics) are excellent.

Industeel is the leader in the production of duplex quarto plates, with 40% of market shares.

The first installations of the duplex plates for Mont Saint Michel took place in September 2007.

Far from being an irreversible environmental eyesore to upstage the Mont, the modifications caused by the ongoing works will blend unobtrusively into the background.

With the tides and currents of the Couesnon the scars will slowly disappear. Soon after the end of the works, previewed for 2010, all the modifications will have faded out of sight. Visitors will be left with the untrammelled presence of the Mont rising up once more out of the sands.

So if you get the chance to be among the three million tourists who visit the Mont Saint Michel every year, enjoy the beauty… and remember: here ArcelorMittal has transformed tomorrow by helping maintain the Mont as it has always been.

For more information please visit:www.projetmontsaintmichel.fr/en/couesnon.asp

Mont Saint Michel, a jewel of French architecture and UNESCO World Heritage, is little by little becoming attached to the coast by sand. Industeel, a subsidiary of the ArcelorMittal Group, is providing duplex stainless steel plates. These will be an essential part of the new dam which will help the river Couesnon to wash out the sand from the Mont Saint Michel area.

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ArcelorMittal contribution to save Mont Saint Michel

as you are doing the best! – Johnny Rasmusson, Sweden. Be careful of the bold person without values! Let’s be bold while taking a bet on life, honesty and harmony; let’s be bold by keeping in mind our work and the well being of our families and our society – Flavio Montiel,

ArcelorMittal is now playing a role in this ambitious project, by providing stainless steel plates for the flood gates system in the new dam. Year after year, the dam will release water on the ebb tide to clear sand from around the Mont.

How can China modernise? With ArcelorMittal steelChina’s current building boom makes ‘transforming tomorrow’ a part of the country’s modern DNA. For example, Shanghai is a city with more than 4,000 skyscrapers, almost double the number in New York, and there are designs to build 1,000 more by the end of this decade.

Changes can be witnessed every dayArcelorMittal is proud to be able to provide steel solutions for some of the major landmark buildings in Shanghai’s transforming skyline. Our company provides steel for the Shanghai World Financial Center – The Mori Building (construction almost finished).

This project is also the first time that a non-Japanese steel producer succeeded in concluding direct business with one of the top Japanese companies. It is also the first high-rise building in Shanghai using HISTAR 345 beams and DI-MC460 plates from Dillingen, and is considered the highest skyscraper in the world.

ArcelorMittal has also supplied steel for other transforming projects from buildings such as the Poly Plaza in Beijing to many power plants all over China.

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China: reaching the sky with steel

Forging the future of the clean energy sector

Compared to other materials (such as concrete), steel offers considerable advantages in the construction of wind generators: durability, reduction of the erection time and a far smaller environmental impact.”“ Shanghai is a city with more

than 4,000 skyscrapers, almost double the number in New York, and there are designs to build

1,000 more by the end of this decade.

as you are doing the best! – Johnny Rasmusson, Sweden. Be careful of the bold person without values! Let’s be bold while taking a bet on life, honesty and harmony; let’s be bold by keeping in mind our work and the well being of our families and our society – Flavio Montiel,

ArcelorMittal’s steel is achieving a growing presence in the wind energy sector worldwide, contributing to the generation of clean, inexhaustible and sustainable energy. Our factory in Gijón (Spain) produces about 120,000 tonnes a year of heavy plate for wind generator towers and supplies the main manufacturers in this sector.

The heavy plate produced in Gijón is present in wind farms in Europe, America, Asia and Africa. Driven by the current boom in this sector, its production of plate for wind generator towers is foreseen to reach 30% of the total forecast steel consumption of this sector in Europe.

ArcelorMittal’s contribution to this industry is essential. Steel is the material most used in the construction of wind generators: an 80 metre-high tower requires about 174 tonnes of steel!

The trend is to install higher capacity generators on higher towers to maximise performance. The R&D centre in Ghent (Belgium), carries out several projects focused on developing steel grades that will allow wind turbines to be installed on towers over 100 metres high.

An environmentally friendly materialCompared to other materials (such as concrete), steel offers considerable advantages: durability, reduction of the erection time and a far smaller environmental impact.

It is respect for the environment which constitutes the main advantage of wind energy. Inexhaustible and clean, wind energy enables us to reduce our dependence on fossil fuels, and contributes to the reduction of CO2 emissions. All this guarantees the future of wind energy… a future ArcelorMittal is contributing to today.

Jin Mao Tower.

Steel is the material most used in the construction of wind generators: an 80 metre-high tower requires about 174 tonnes of steel!

China’s current building boom makes ‘transforming tomorrow’ a part of the country’s modern DNA.

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ArcelorMittal steel to honour the victims of 9/11

ArcelorMittal has set a brand promise of ‘transforming tomorrow’ – for our company, for the steel industry and for the world we live in. It may seem a bold ambition, but as one of the leading global industrial companies, we have the ability to make a positive impact on the world around us.”Michel Wurth, GMB Member“

Probably one of the most emotionally charged constructions currently in progress worldwide is occurring in the area where the New York twin towers used to stand before the terrorist attack on September 11 2001. The World Trade Center Memorial, as well as the Freedom Tower, is being built on that ground. ArcelorMittal steel is there, in the very foundation of both projects.

A landmark delivery of 580 tonnes of steel milled in the ArcelorMittal Differdange site in Luxembourg arrived at the Port of Savannah, in the United States, at the beginning of August 2007, after a 7,676 km journey. The jumbo beams will be used in the construction of the World Trade Center Memorial.

This new delivery covers a fourth of the approximately 2,149 tonnes of ArcelorMittal jumbo beams in total that will arrive in the US for the project. The steel was rolled at ArcelorMittal Differdange and shipped to the US for fabrication.

New York City Mayor and WTC Memorial Foundation Chairman Michael R Bloomberg commented: “The steel symbolises our resilience and resolve to rebuild the World Trade Center.”

The jumbo beams represent approximately 20% of the steel used for the project. The remaining 80% of the structural steel will be rolled at domestic US mills.

Commenting, Michel Wurth, Member of the ArcelorMittal Group Management Board, said: “ArcelorMittal has set a brand promise of ‘transforming tomorrow’ – for our company, for the steel industry and for the world we live in. It may seem a bold ambition, but as one of the leading global industrial companies, we have the ability to make a positive impact on the world around us. The fact that our steel beams from Differdange will form part of the World Trade Center Memorial foundation is an excellent example of how our quality products are helping to build modern infrastructures.”

A solid basis ArcelorMittal’s steel is also contributing to shape the Freedom Tower, the highest building currently under construction on the World Trade Center site. Its 541 metres of steel and glass will sculpt the sky of Manhattan.

The first steel columns for the Freedom Tower, also produced in Differdange, were placed in December 2006.

The foundation works of The Freedom Tower started in April 2006. The steel structure will be visible over the level of the street in 2008, the main part of the structure being finalised in 2010. The occupation of the building is foreseen for 2011.

Once it is finished, the Freedom Tower will include 2.6 million square feet of office space, tenant amenity spaces, an observation deck, restaurants, and broadcast and antennae facilities.

Together with the Memorial and the rest of the constructions that will stand up in a ground where there was only destruction, the Freedom Tower will pay tribute to the victims of September 11.

For more information please visit:www.constructalia.com www.national911memorial.org www.wtcsitememorial.org

The fact that our steel beams from Differdange will form part of the World Trade Center Memorial foundation is an excellent example of how our quality products are helping to build modern infrastructures.

Visualisation of the World Trade Center Memorial.

“ The steel symbolises our resilience and resolve to rebuild the World Trade Center.” Michael R Bloomberg, WTC Memorial Foundation Chairman

Mexico. Bright, Orange, Leaders, Daring, New, Effervescence [in the] Steel, Sector – Denise Pulsen, South Africa. Boldness is a way of life. Boldness means a PLUS in everything, in everyone. More than just a word it is an attitude, a way of life – Eva y Fede, Spain. Wie nie waag

The Princess Elisabeth station, the first ‘zero emission’ Antarctic research station, was unveiled to the general public in Brussels on September 5 2007. ArcelorMittal contributed to its construction by providing the envelope of the Antarctic base which comprises almost 25 tonnes of stainless steel.

From the wide range of ArcelorMittal stainless products, type EN 1.4301/304 2B stainless steel was selected for this project. This austenistic stainless steel is suited to extreme conditions: very low temperatures, extreme changes in temperature and violent winds.

The Antarctic research station will be dismantled and shipped to Antarctica, its final destination, in order to be re-assembled in January and February 2008.

Pioneering step Using specialised building design and materials, a passive heating system, an energy control system, energy efficient appliances and sound insulation techniques, the leaders of the project have managed to take a pioneering step forward in the domain of Sustainable Development.

Want to read more? Then visit...www.constructalia.com www.antarcticstation.org

Transforming the way research is done in the Antarctic

ArcelorMittal South Africa invested over 1.45 million US$ in improving the lives of communities in which it operates during the past financial year. The flagship project for 2006 was the establishment of the ArcelorMittal Science Centre initiated to address the countrywide shortage of skills in the engineering fields.

A plan was developed to provide centralised facilities for the community surrounding the ArcelorMittal South Africa Vanderbijlpark Works. A pilot project for teaching mathematics and science to both learners and educators in the region was implemented in the second quarter of 2006 in partnership with the Gauteng Department of Education.

Learners and teachers are bussed to the Centre daily, which is equipped with ultra-modern classrooms, laboratories and an interactive science exhibit centre. The programme

currently accommodates 1 ,750 learners. Current indications show an unbelievable improvement in learners’ performance.

Reaching new heights The ArcelorMittal Science Centre’s target is to improve the percentage pass rate of learners in the region by at least 15% by 2010. This will have a substantial impact on the number of learners qualifying for university entrance.

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A plan was developed to provide centralised facilities for the community surrounding the ArcelorMittal South Africa Vanderbijlpark Works.

transformingtomorrow for our communities

View the ArcelorMittal Corporate Movie with its theme of ‘transforming tomorrow’ at www.arcelormittal.com ”“ Our commitment extends to

include the people in which we invest, the communities we

support and the world in which we operate.

The Princess Elisabeth station, the first ‘zero emission’ Antarctic research station.

ArcelorMittal South Africa invested over 1.45 million US$ in improving the lives of communities in which it operated during the past financial year.

Mexico. Bright, Orange, Leaders, Daring, New, Effervescence [in the] Steel, Sector – Denise Pulsen, South Africa. Boldness is a way of life. Boldness means a PLUS in everything, in everyone. More than just a word it is an attitude, a way of life – Eva y Fede, Spain. Wie nie waag

The station will be active during this austral summer in Antarctica, from November to February.

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What role do women play at ArcelorMittal? A very important one, or perhaps we should say, many very important roles! Here we introduce to you some of your colleagues from Kazakhstan: all hard working women, holding a variety of different jobs, and all clearly proud to uphold ArcelorMittal’s value of Quality in their work.

The women of Kazakhstan

nie wen nie (if you do not take calculated risks you cannot win) – Elize van Zyl, South Africa. Boldness is also the willingness to risk in order to achieve, but with an open mind and the necessary care! – Deon Hugo, South Africa. Boldness does not equal rashness at ArcelorMittal.

Meet some of our hardworking women of Kazakhstan. Their functions are varied: some work in offices, some work in the mills and one woman drives a tram! But they all aim for excellence in their daily work. Their professionalism and ambition exemplifies the ArcelorMittal bold spirit and makes them shining ambassadors for our company.

Elena Mohova is a labour engineer in the Hot Rolling Mill. Like most citizens of Temirtau, having graduated from the metallurgical institute, she came to work at a metallurgical plant. For 12 years she has been working in the steel industry. She says: “A soldier is a bad soldier if he does not dream of becoming a general.” Elena is 34, Russian, an institute graduate, is married and has a son.

Marina Gmyr has worked in Cold Rolling Mill 2 since 1994 and her colleagues consider her a conscientious worker. Marina is highly professional and can work in any section of the mill. She says with pride: “Steel which goes to the world market has a part of my labour too...” Marina is 31, Byelorussian, has completed secondary education, is married and has two sons.

Nadezhda Samoilova is a metallurgist with 22 years’ experience. Her task is to control the quality of steel. Customers should appreciate Nadezhda for the high quality steel products received from the Temirtau plant. Nadezhda is 39, Russian, holds a secondary vocational education, is divorced and has two daughters.

Larissa Sergeyeva is the crane operator in the Tin Plate Shop. Larissa handles her difficult job well. She says: “The main thing in my work is experience, discipline and absolute accuracy.” Like the majority of Kazakhstan’s women, Larissa spends her free time with her family. Larissa is 43, Russian, has a secondary vocational education, is married and has two sons.

Marina Kapenova has worked for 14 years at the Sintering Plant as the conveyer operator. She always does her job well, assisted by her experience and her colleagues. Marina is 33, Chuvash*, holds a secondary vocational education, is married and has two children – a son and a daughter.

Dinara Zhumataeva works in one of the most difficult operations – the Blast Furnace Shop, where the first President of Kazakhstan started his career. Dinara has worked as an operator of burden supply for 12 years. “This is very difficult work for a woman,” she says, “but I like it. I also like the immense Kazakh steppe and the nature of my native land.” Dinara is 32, Kazakh, has a secondary vocational education, is married and has a daughter.

Sholpan Adilova works as a stamp operator in the repair shop. Her Institute education offers her the chance for professional growth. “I have worked in the steel industry for more then 10 years, and I like it,” she says. Sholpan is 33, Kazakh, an Institute graduate and is not married.

Natalia Kuznetsova is an administrator in the ‘Steel’ Hotel. “My work is linked to communication with people,” she says. Greeting guests from all over the world, she can address any issue, solve any problem and is always genial and hospitable. Natalia is 30, Russian, an Institute graduate, married and has a daughter.

Razina Rybakova is the tram operator. The name of her street tram is the ‘Metallurgist’. “For almost 30 years I have helped metallurgists come to the plant in time and return home after the working day.” Razina is not connected with the output of steel directly, but she is a metallurgist too, working at the giant of the steel industry of Kazakhstan. Razina is 47, Tatar**, has a secondary special education, is married and has two children – a son and a daughter.

Gulzar Usenova is an Economist of Banking in the operations office. Gulzar speaks three languages: Kazakh – her native language, Russian and English. She has been working in the steelmaking industry for five and a half years, and before this worked as a school teacher. She says: “The best thing for me is interacting with my colleagues in the company. At all stages of my career life cycle, I would like to implement strategies which can give me extra edge to stand out from the crowd and to achieve my ultimate career.”

Lyazzat Keneshova works in the housekeeping department. Her job is to keep the roads clean and in good condition. It’s a very difficult job for a woman, but Lyazzat likes it. For over 12 years she has worked at the metallurgical plant. Good quality roads are the guarantee that materials will be delivered to shops on time. Lyazzat says: “To work in the open air is good for health”. She is 33, Kazakh, has a secondary education, is married and has a son.

ArcelorMittal Temirtau, a fully integrated steelworks with an annual capacity of 5.5 million tonnes, is a valuable part of our global company. ArcelorMittal is committed to ‘transforming tomorrow’ in Kazakhstan, and turning our presence there into a world class operation with improved safety standards and a staff training programme.

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nie wen nie (if you do not take calculated risks you cannot win) – Elize van Zyl, South Africa. Boldness is also the willingness to risk in order to achieve, but with an open mind and the necessary care! – Deon Hugo, South Africa. Boldness does not equal rashness at ArcelorMittal.

100mn 100 million US$: the amount of the loan the EBRD agreed to provide ArcelorMittal Temirtau in east central Kazakhstan in June 2007. The funds will be used to support ArcelorMittal’s plans to modernise the coal mines to bring them in line with international best practice in terms of Health and Safety standards.

First row (left to right): Elena Mohova, Marina Gmyr, Nadezhda Samoilova

Second row (left to right): Larissa Sergeyeva, Marina Kapenova, Dinara Zhumataeva

Third row (left to right): Sholpan Adilova, Natalia Kuznetsova, Razina Rybakova

Fourth row (left to right): Gulzar Usenova, Lyazzat Keneshova

* Turkic people usually associated with Chuvashia.** Turkic people of Eastern Europe and Central Asia.

Implementing Health and Safety (H&S) for a Group as big as ArcelorMittal is a challenge. This is not only because we are talking about creating a general policy across many countries and companies that have now been integrated into one entity. It is also because H&S has different applications across areas as diverse as Mines, Integrated Steel Plants, Pipes and Tubes, etc.

“We are not speaking about one country – we are multicultural,” says Pierre Gugliermina, EVP, Member of the Management Committee (MC), Responsible for Health and Safety. He explains that the need right now is to analyse what is happening across the geographical presences.

“It is not easy to establish one thing in common internationally and it is not always easy to adapt quickly. We have to adapt to local cultures and to local experiences. We are faced with many differences, but there are also opportunities when we take an in-depth look. There are many good examples we can learn from and areas that we can change.”

Safety on top!Since our merger in 2006, ArcelorMittal has already developed an H&S Policy. “This is the guideline and the Group Management Board (GMB) is closely involved in such issues and places them at a high priority,” says Pierre. “The fact that the GMB took the time to define the policy at this early time in our company shows the real commitment to H&S at the very top level.”

Now, the aim is to adopt this policy and to deploy it.

The GMB and MC open every meeting with the issue of Safety. “The current situation” says Pierre, “is that we have a lot of Key Performance Indicators (KPIs) regarding Safety, and we need to define the ones regarding Health. Each time that an ArcelorMittal plant suffers a fatality there is a special presentation to the GMB by the responsible Manager. Questions asked include: Why did this fatality occur? What are the actions to employ in the following days and weeks to avoid repetition?”

As ArcelorMittal’s Chief Technology Officer (CTO), Pierre’s areas of responsibility include: Health and Safety, Environment, Technical Expertise, Performance Enhancement, Energy Conservation, Future Orientation and Audit Risk management.

Building up the networkWith technical matters, Pierre says that the aim is to be sure that all specialists know each other. “We are building a network and establishing ‘twinnings’ so that we can close the gap between best and worst. The same which is true for technical matters is applicable for H&S,” he continues. “For example, we see excellent examples of no-lost-days coming from France, from Canada, from other countries… We have to look at all of this in a global context and take everything into account.” On one point Pierre is certain: “We absolutely have to improve!”

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Pierre Gugliermina, Member of the Management Committee and Chief Technology Officer (CTO), speaks to boldspirit about the challenges and opportunities of implementing Health and Safety in a company as large and expansive as ArcelorMittal.

Health and Safetya number one priority

We are not speaking about one country – we are multicultural. We have to adapt to local cultures and to local experiences.”“

“ We are faced with many differences, but there are also opportunities when we take an in-depth look. There are many good examples we can learn from and areas that we can change.”

We are bold, but we plan ahead – Bhikam Agarwal, Member of the Management Committee. Para mim ser corajoso é sonhar e fazer, sem deixar de calcular os riscos envolvidos (for me being bold is dreaming and doing, always calculating the risk involved) – Tatiana Brioschi,

One of our first official actions post merger was to create a global ArcelorMittal Health and Safety Policy.

“Our frequency index regarding ‘accidents-with-lost-days’ shows that we are doing so. For example, if you look at the first eight months in 2007 there is an improvement of 30% overall of 2006.”

Our goal must be to focus on decreasing the number of fatalities. When we look at fatality mining events, there has been an improvement of 44%. But we must still seek to improve and show an even better result.

When we look at fatalities or severe accidents in our company, in 80% of the cases there was a situation where procedures or regulations were not followed. Each time we suffer an accident, we must analyse it. “I am pretty sure that if we make an audit on the shop floor, we will see similar problems. Doing so, it will be possible to train the people running each job in a correct manner. This is the only way we can learn and improve.”

Tools for improving our company recordArcelorMittal can and does utilise various initiatives towards improving our H&S record.

One important tool is the REX, or ‘Return on Experience Report’, which should be filled in, in detail, after any mishap. We have to understand REX, not only as a tool to understand wrong experiences, but also to recognise good Safety behaviour.

The Safety Minute is another initiative that is bringing improvements. This is a daily Safety briefing which occurs directly on the shop floor. It serves to reinforce good procedures and behaviour.

When asked if he feels Disciplinary Actions are another way to bring about improvements, Pierre maintains that they should work two ways: they should sanction bad behaviour and uphold good results.

“You need to be negative sometimes, it’s true,” he says. He explains that for him, sanctions should work like a referee in a football match. “Workers get a warning similar to a yellow card, and not just workers, this can also refer to managers! If a person continues to ignore good procedures and rules, then he must be kicked out, just like after a red card. We need to really manage the audits. If someone doesn’t follow our recommendations, this can affect all of their team.”

Good examples breed good practicesWhen a plant or team is achieving good H&S results, they deserve – and should be – congratulated.

There still remains the challenge of trying to implement positive changes across the many ArcelorMittal locations. “Some very good ideas come from the shop floor,” Pierre says, but the challenge for H&S is the same as for communications – how do you get the needed input from people in 60 countries who speak many different languages?

In March 2007, ArcelorMittal held its first global Health and Safety Day. Based on the concept of making people really aware of H&S across the company, this is no easy event to co-ordinate. The budget and guidelines are now being prepared for a repeat of the event in 2008.

“We are currently creating a plant by plant, country by country forum,” says Pierre. “It is difficult to do it through one intranet in one language, so we will exchange through ‘agora’ meetings and Safety networks.”

To finish, what will be important for ArcelorMittal in the future? “Since the launch, our company has placed a strong emphasis on Safety. If we sustain the effort in our day-to-day work life, we will show good results,” says Pierre.

What about Health? “Yes, the Health and Wellness aspect of our policy still needs to be developed,” he says. “Some countries are far ahead of others in this area.” He says that what management has to consider is ‘early maintenance’. For example, when ArcelorMittal invests in a location, that is the time to consider integrating better work environments, as it is not always easy to improve poor existing infrastructures in some locations.

Investing in the future: that sounds a lot like ‘transforming tomorrow’.

“There is a strong link between Health, Safety and competitiveness,” says Pierre. “Workers need a good and healthy environment.” He highlights two areas that ArcelorMittal will focus on in terms of Health: international partnerships to eliminate infectious diseases such as malaria, tuberculosis, addiction problems (such as alcohol and drugs) and then Occupational Health (possible exposure to dust, gas, fumes etc..). “Our aim is best practices resulting in the very best protection for our workers,” he adds.

To view the ArcelorMittal Health and Safety Policy go to: www.arcelormittal.com/healthandsafety

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30% According to ArcelorMittal’s frequency index regarding accidents-with-lost-days, the first eight months in 2007 show an improvement of 30% overall of 2006.

“ It is difficult to share best practices through one intranet in one language, so we will exchange through ‘agora’ meetings and Safety networks.”

80% In 80% of the cases of fatalities or severe accidents at ArcelorMittal, procedures or regulations were not being followed.

We are bold, but we plan ahead – Bhikam Agarwal, Member of the Management Committee. Para mim ser corajoso é sonhar e fazer, sem deixar de calcular os riscos envolvidos (for me being bold is dreaming and doing, always calculating the risk involved) – Tatiana Brioschi,

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The overall integration of ArcelorMittal is proceeding at a rapid pace, bringing together 320,000 employees in more than 60 countries. Many of these countries are to be found throughout the Americas region.

Segment in the spotlight: Americas

Americas: geographical and operational integrationsGeographically, 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.

Flat AmericasAditya 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. A rich product mix for a wide range of markets can be found within the region. This includes tin plate, hot rolled, slabs, cold rolled, galvanised/aluminised sheet and plate.

This segment is also the largest supplier of advanced high-strength steels in the Americas, which are extensively used in Automotive.

Flat Carbon Americas is also the largest global supplier of slabs, due largely to ArcelorMittal Tubarão (formerly CST), ArcelorMittal Lázaro Cárdenas (formerly Mittal Steel Mexico), and our operations in Canada. With the exception of Poland, ArcelorMittal’s slab facilities are located within Flat Carbon Americas, and their combined efforts have allowed the Group to produce large volumes of special quality slab grades – API, IF steel, tin-mill substrate, ship building plates – and product offerings that are much less susceptible to the volatile market changes that often impact commodity grades.

“There are tremendous operational opportunities and strategic and synergy benefits to be captured in the ArcelorMittal American Flat Products division. We are the largest producer of high quality flat steels in Europe and the Americas. We are working to ensure that we take advantage of this profile and maximise the opportunities for a cross-continental flow of knowledge, R&D and innovation, in order to further enhance this leading position,” said Aditya.

“The integration of ArcelorMittal is an enormous challenge and provides a unique opportunity for all of us,” he continued. “We remain focused on improving the performance and prospects of Flat Carbon Americas.”

Flat Carbon Americas is working diligently and creatively to enhance the value of the brand. By identifying best practices across the Americas, the segment has secured more than 70 million US$ annually in synergies through a stronger focus on slab facilities, reduced logistics costs, and balanced orders across the integrated operations of ArcelorMittal Tubarão and the operations of Lázaro Cárdenas.

“Now more than ever, there is an opportunity for each of us to contribute to the long-term success of ArcelorMittal. The key is to continue to work safely, drive profitability and to build a business renowned for its ever-improving Sustainability and Quality,” said CEO Flat Products, Americas, Lou Schorsch, who reports to Aditya.

Long Americas: working together to attain successUnder Gonzalo Urquijo, Member of the Group Management Board, Carlo Panunzi, CEO of Long Americas, oversees the operations of 14 sites located in seven countries (USA, Canada, Mexico, Brazil, Argentina, Trinidad and Tobago, Costa Rica). Long products span two areas: structural carbon steels, and bars and wires. In addition, we provide a variety of Long Products made out of stainless steel. These product lines deliver to key markets such as automotive, construction, agriculture and industrial machinery.

35% The Americas, home to Flat and Long operations, accounts for 35% of the steel produced overall by ArcelorMittal.

“ We remain focused on improving the performance and prospects of Flat Carbon Americas.” Aditya Mittal, CFO and Member of the GMB

“ In just a short time since beginning the integration of ArcelorMittal, we have launched a collaborative effort within the Americas and with the rest of the Group to research and share knowledge on ways to better manage our business.” Greg Ludkovsky, VP, Products Development and R&D

Tubarão. ‘Cesur’ means ‘brave’ and ‘gözüpek’ means ‘who acts without fear but in a reasonable way…’ – Merih Acar, Turkey. When ingenuity courts courage, boldness is born. Creating ArcelorMittal is the best example of boldness! – Francisco Raimundo Souza, Piracicaba. Bold

Long Americas is one of the world’s largest producer of structural shapes and the largest US importer of WF beams. These beams are used in high-rise structures including the Freedom Tower being built in New York, and the ArcelorMittal headquarters office in Chicago. Long products also provide transportation rails, special bar quality, producing substrate for automotive slab and round spring and high quality, semi-finished ingots/blooms.

“Now that the world’s two largest steelmakers have merged into one, there is great potential for success as a combined company,” said Carlo. “As part of the overall integration effort, each business in the Americas must work to attain this success. To accomplish this, we remain focused on strong results that will be achieved through the production of high-quality products, cost competitiveness and an efficient commercial structure.”

Research and Development: meeting customers’ requirementsAmerica’s subsidiary of ArcelorMittal’s global Research and Development is located in East Chicago, Indiana. It consists of 172 scientists, engineers, technicians and assistants, in addition to 52 researchers in Hamilton, Ontario, who focus mainly on the development of flat, plate and tubing steel products and technologies.The Center’s research process maintains an advanced understanding of key process technologies and process-product relationships in iron and steel production and works to develop a range of processes and products with a variety of different functionalities.

Current research areas include: DRI technology, coal and coke, ironmaking, steelmaking, continuous casting, magneto-hydrodynamic and many other applications in the steel industry.

In the area of product research, it focuses on automotive products, CRM appliances and others.

Personnel conduct laboratory and mill experiments to:

• Optimise product chemistries and processing parameters that result in improved yield and throughput

• Develop new products • Optimise manufacturing unit capabilities

The Center’s advanced materials and research, and testing facilities are key in the development of advanced steel grades that not only meet customers’ requirements but also anticipate their future needs. Its product applications and manufacturing support teams work with customers to optimise their operations and identify cost-savings.

This center is a part of ArcelorMittal’s global R&D network containing 12 R&D centres worldwide and employing more than 1,200 people.

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Flat Carbon Americas is the largest global supplier of slabs, due largely to ArcelorMittal Tubarão, ArcelorMittal Lázaro Cárdenas and our operations in Canada.

Long Americas is one of the world’s largest producer of structural shapes and the largest US importer of WF beams.

Tubarão. ‘Cesur’ means ‘brave’ and ‘gözüpek’ means ‘who acts without fear but in a reasonable way…’ – Merih Acar, Turkey. When ingenuity courts courage, boldness is born. Creating ArcelorMittal is the best example of boldness! – Francisco Raimundo Souza, Piracicaba. Bold

America’s subsidiary of ArcelorMittal’s global Research and Development is located in East Chicago, Indiana. It consists of 172 scientists, engineers, technicians and assistants, in addition to 52 researchers in Hamilton, Ontario, who focus mainly on the development of flat, plate and tubing steel products and technologies.

On June 20 2007, Mr Mittal, ArcelorMittal President and CEO, rang the opening bell at the NYSE. In many ways this serves as a fitting image for our company as well. Why? Because ever since our brand launch in June, ArcelorMittal has really gotten down to business.

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Getting down to businessRecord resultsSo far, 2007 has been a busy year, marked by a number of business milestones. Of the most notable was ArcelorMittal’s announcement of record quarterly and half-year results at end of June. The company reported EBITDA of 9.7 billion US$ in the first half of 2007, as compared with 6.8 billion US$ for the first half of 2006, representing an increase of 42%.

Commenting, Mr Mittal said: “These results were driven by a strong demand for steel combined with higher selling prices in all our major segments. We are anticipating a robust end to the year supported by the strength of our unique global and diversified business model.”

More good news:On September 4, ArcelorMittal was officially selected to the EuroStoxx 50, the European stock market index, gathering the main companies in the EuroZone by free-float market capitalisation. This inclusion took effect from September 24 2007. “Congratulations to all. A fantastic accomplishment!” commented Aditya Mittal, Chief Financial Officer (CFO), when he learnt the news.

When asked, Julien Onillon, Vice President ArcelorMittal, Head of Investor Relations, explained why this inclusion is so important for our company: “We are now part of the European ‘blue chip’ index, which is the most important stock market index and the reference in Europe.”

“The inclusion in the EuroStoxx 50 will have a positive impact not only on shareholders, but also on the perception of our company by the different stakeholders,” Julien summarised.

Institutional Investor DaysTwice a year, ArcelorMittal holds Institutional Investor Days*. The most recent Investor Days in 2007 were held in Paris (management meeting) on September 11 and in South Africa (plant tour) on September 12-13. On this occasion, ArcelorMittal presented its internal growth plan, with its target to increase shipments by more than 20% from 2006 to 2012, to reach 131mt.

The plan relates to organic growth only and does not include any current or future major Greenfield projects or potential growth through acquisition. The growth will come largely from the company’s low cost operations in the developing markets, particularly in Latin America, Africa, Eastern Europe and the CIS.

Commenting, Mr Mittal, President and CEO, said: “Underlying demand for steel globally remains buoyant with world steel production expected to maintain a yearly growth rate of between 3 and 5%. Considering our high exposure to developing markets and industrial Leadership, we are well positioned to capture growth opportunities which will permit us to increase shipments from our existing operations by some 23 million tonnes by 2012.”

* All of the presentations from the September 11-13 2007 ArcelorMittal Investor Day can be found at www.arcelormittal.com

ArcelorMittal major business headlines for 2007

18-19/09/2007 ArcelorMittal crossed the 100 billion US$ capitalisation mark on September 18 in New York and on September 19 in Europe

11/09/2007 ArcelorMittal targets shipments of 131 million tonnes by 2012

10/09/2007 ArcelorMittal ranked 93rd on Barron’s Survey of The World’s Most Respected Companies!

04/09/2007 Announcement of inclusion in EuroStoxx 50

03/09/2007 ArcelorMittal announces details of its share buy-back programmes

17/08/2007 Declaration of dividend

01/08/2007 ArcelorMittal reports record results for the second quarter and first half 2007 results

26/07/2007 ArcelorMittal ranked 99th on Fortune Global 500 list

Leadership is the desire to promote growth in others in spite of one’s own insecurities. Being bold is stepping out of your comfort zone, to achieve a set ambition for that which you believe in whether it is in work, play or your spiritual beliefs – Henry “Cecil” Reker. Being bold

ArcelorMittal was ranked 93 in the top 100 of The World’s Most Respected Companies! 93

ArcelorMittal in numbers… ArcelorMittal was the number one leader in the global steel market 2006 / The Group is three times the size of its nearest competitor / ArcelorMittal is present in 60 countries and has production facilities in 27 / Share price has increased by 90% since the merger was announced / ArcelorMittal is the 1st 100 million tonnes plus steel company in the world / ArcelorMittal has 1.6 billion US$ annualised worth of planned merger synergies by 2008

Did you know that…There are 12 ArcelorMittal research centres around the world, employing 1,200 ArcelorMittal researchers / The Group spent 185 million US$ on Research and Development in 2006 / ArcelorMittal contributed 47 million US$ to charities, sponsorships and social investment projects in 2006 / Approximately 48% of ArcelorMittal steel is produced in Europe, 35% in Americas and 17% in other countries including Kazakhstan, Algeria and South Africa

48% Approximately 48% of ArcelorMittal’s steel is produced in Europe. 47mn ArcelorMittal contributed

47 million US$ to charities, sponsorships and social investment projects in 2006.

1,200 the number of researchers employed by ArcelorMittal.

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Leadership is the desire to promote growth in others in spite of one’s own insecurities. Being bold is stepping out of your comfort zone, to achieve a set ambition for that which you believe in whether it is in work, play or your spiritual beliefs – Henry “Cecil” Reker. Being bold

ArcelorMittal has numerous production plants which are all in the same business: steelmaking. Sharing knowledge between plants and people helps both sides achieve best practice.

Perhaps you have wondered how colleagues at other plants deal with certain issues, questions or projects that you face as well? If you are more than just curious, you might consider asking them yourself.

One way, is through a short term international assignment. This allows ArcelorMittal employees to come into contact with colleagues from other plants in an efficient manner, to understand each other’s problems and to help each other. By comparing best practices you will make quick progress in a pleasant way and further develop yourself.

Burns Harbor and Ghent: twinning plantsIn boldspirit’s launch issue, we spoke about how ArcelorMittal plants can be twinned to ensure the transfer of best practices from one to another. It is a great way to meet your colleagues face-to-face as well!

For some time, ArcelorMittal Ghent has been quite active in participating in international short term assignments and twinning exercises with other plants, both regionally and abroad. These include inviting people to visit and visiting other plants around the world to share experience.

Ideal partnersAn extensive twinning programme is currently underway between Burns Harbor and Ghent after an initial discussion in January 2007 between the top management teams of ArcelorMittal USA and ArcelorMittal Europe. The Ghent plant in Belgium is an ideal partner for Burns Harbor. Both plants were built at about the same time; both have similar capabilities and layouts.

“The Ghent plant and the Burns Harbor upstream facilities are very comparable,” says Eric De Coninck, the ArcelorMittal, FCSWE Technical Excellence Upstream Leader. “Both plants have excellent equipment structures, and the product flows and internal logistics are very rational and efficient. So there should be no reason to have different productivities or other manufacturing results. Yet the equipment is different on both sides of the Atlantic, and the differences are considerable at this moment!”

Aspiring to benefit from one another’s experience, expertise and know-how, both sides looked at this possible partnership as a chance to improve operations and productivity.

Front row left to right: Dries Grymonprez (Ghent), Eric De Coninck (Ghent), Dave Howells (USA Research), Filip Van Parys (Ghent), Dennis Baltzer (BH)Back row left to right: Don Crosbie (USA Research), Frederik Maryns (Ghent), Dan Houck (AS&E Contractor), Mark Barenie (BH)

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This article marks the start of a series Internal Communications will be conducting through boldspirit and on www.myarcelormittal.com reporting on twinnings at ArcelorMittal. If you have an experience you would like to share with us, please do so at editorial@arcelormittal.com

Sharing knowledge: ArcelorMittal twinnings

“ With the twinning between Ghent and Burns Harbor, we’re starting at the base level to implement key findings,” notes Madhu Ranade, Vice President, ArcelorMittal USA, General Manager Burns Harbor

“ The twinning between Ghent and Burns Harbor is a unique opportunity for the Group and for these plants. A lot of knowledge can be transferred without extensive adaptations to be done by Ghent, and with very obvious benefits for Burns Harbor, meaning that both can enjoy this benchmarking.” Eric De Coninck, ArcelorMittal Europe

can be seen when we support and stand firm in the truth we discover in life and work – K. Milks, Canada. Boldness is thinking outside of the box, and not being afraid to give your opinion – Robert Manley, Canada. Boldness is the thing that makes civilization move forward – Ray Kranyak, Canada.

Twins Geoffrey Generalovic, ArcelorMittal Hamilton, Dofasco Facility, and Antonio de la Calzada García, ArcelorMittal Asturias, were brought together when Geoffrey made an email request that he would like to find someone who is working with predictive maintenance (PdM). Through the network of ArcelorMittal communicators, a twin was found, even though one speaks Spanish and one speaks English! Here we share with you their initial exchange. We hope it will lead to even more knowledge being shared!

Geoffrey GeneralovicQ: What are your vital stats?GG: 55 years. Maintenance Electrician. Married for a long time, three children all over 25 years of age.

Q: Can you give us a description of your daily tasks and also your professional career?GG: I do infrared and motor testing throughout Dofasco, based on equipment requirements and PdM programme timetable. I completed an apprenticeship here at Dofasco, moved through various positions: shift leader, powerhouse operator, day specialist, PdM trades specialist doing infrared and motor testing for the last 12 years, always been in electrical – in total that’s 34 years as an electrician.

Q: Have you ever worked in any ArcelorMittal plants in other countries?GG: No, though I would love to visit some plants to see how things are done there.

Q: Do you have any hobbies?GG: Travelling, photography and my family!

Q: What does Quality mean for you? GG: Quality is performing my job to the best of my ability. It also means to add value, which translates into increased knowledge of the equipment owner on how their equipment is doing its job based on my tests.

Q: How important is Health and Safety?GG: Health and Safety is an integral part of the day to day performance of my job. All departments we visit have site specific meeting as part of our Safe Work Permit meeting process for all people entering their facility.

Q: What are the main challenges in your daily activity? GG: Coordinating people for the work to be done, reporting to the requesting department in a timely fashion – namely finding out what was done to correct the problem submitted.

Q: What do you like most about your work? GG: The technology. Infrared is the most amazing imaging technology bar none. What you see through the infrared camera’s lens still boggles my mind.

Antonio de la Calzada GarcíaQ: What are your vital stats?ACG: 29 years, Industrial Engineer, single.

Q: Can you give us a description of your daily tasks and also your professional career? ACG: I need to anticipate problems. My first job was in the quality department of a multinational aircraft company, based in Madrid. I subsequently joined this company (then Aceralia) starting as a trainee in the Technical Services department and was later promoted to Head of Legal Maintenance and Plant Condition Maintenance. I have been in the company for three years.

Q: Have you ever worked in any ArcelorMittal plants in other countries? ACG: I have occasionally taken part in ‘agora’ community work group meetings.

Q: Do you have any hobbies?ACG: Travelling, music, cycling, meeting my friends and, lately, skiing when the weather permits.

Q: What does Quality mean for you?ACG: Making the difference and adding value.

Q: How important is Health and Safety? ACG: Health and Safety is an essential and basic condition for starting any activity.

Q: What are the main challenges in your daily activity? ACG: Coordinating tasks, detecting problems in advance to take action plans and developing legal maintenance in the facilities (according to official standards).

Q: What do you like most about your work? ACG: Finding problems in machines before they happen.

Q: Do you have examples of ‘finds’? ACG: We do have some examples. The most clearly identified ones are bearing failures. We would be very interested in sharing findings with other colleagues.

Q: Do you have a twinning experience you would like to share?ACG: The added advantage to twinning plants and employees is the opportunity to get to meet some of your colleagues, which isn’t always easy in a company as large as ours.

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Twinning people Interview with Geoffrey Generalovic and Antonio de la Calzada García

There are seven people in our team in Downstream-Avilés. We also provide services for other areas, such as Packaging.” Antonio de la Calzada García“Quality is performing my job to the

best of my ability. It also means to add value, which translates into increased knowledge of the equipment owner on how their equipment is doing its job.”Geoffrey Generalovic“

can be seen when we support and stand firm in the truth we discover in life and work – K. Milks, Canada. Boldness is thinking outside of the box, and not being afraid to give your opinion – Robert Manley, Canada. Boldness is the thing that makes civilization move forward – Ray Kranyak, Canada.

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ArcelorMittal Hamilton, Dofasco Facility, a valuable part of the ArcelorMittal global presence, is Canada’s leading manufacturer of high, value-added steel products. As Dofasco, it has been listed on the Dow Jones Sustainability World Index for seven years, four of those as sector leader.

Site of the month ArcelorMittal Hamilton, Dofasco Facility

Legacy of outstanding LeadershipStrategically located at the centre of Canada’s industrial heartland in Hamilton, Ontario, the former Dofasco’s 730-acre steelmaking complex manufacturers steel products for customers in the automotive, construction, manufacturing, appliance, tube, packaging and steel distribution industries. In addition to its Hamilton flagship operations, ArcelorMittal Hamilton, Dofasco Facility also has operations in other parts of Ontario, as well as the United States and Mexico, and it owns the Quebec Cartier Mining Company.

Juergen Schachler, Facility’s President and CEO, says that the Canadian company has a legacy of outstanding Leadership in the North American steel industry, not just in terms of market leadership and financial success, but also in terms of being a company that is widely respected for its commitment to managing its business according to the principles of Sustainability.

Sustainability, Quality and Leadership“Dofasco was already living the ArcelorMittal brand values,” says Schachler. For many years, the company was consistently rated as North America’s top quality steelmaker in customer satisfaction surveys. After a difficult period between 2005 and 2006, ArcelorMittal in Canada is well on the way towards regaining its Leadership position.

Evidence of this progress can be seen in a recent audit of the former Dofasco’s quality management system by Mercedes Benz. The company received the highest score Mercedes has ever awarded a steelmaker they have audited in North America.

To compete in high-value markets, the former Dofasco had to make bold decisions that included making significant investments in its operations. Within the last five years, the company rebuilt its Blast Furnace No 2 from the ground up to incorporate some of the world’s most advanced iron making technology. It also invested in a new Coupled Pickle Line Cold Mill to support its value-added approach.

“ Dofasco was already living the ArcelorMittal brand values,” says Juergen Schachler, ArcelorMittal Hamilton, Dofasco Facility President and CEO. “For many years, the company was consistently rated as North America’s top quality steelmaker in customer satisfaction surveys.”

Main office, ArcelorMittal Hamilton, Dofasco Facility.

Improving the quality of life for employees is one area in particular in which ArcelorMittal Hamilton, Dofasco Facility has excelled and gained widespread recognition for its efforts. ”“

Boldness is moving forward with vision. The power of boldness in teamwork is about the courage to commit to winning, together, safely and with passion! The concept of boldness is wonderful when it is combined with integrity and a focus on winning. In our organisation we define

The triple bottom lineIn addition to its commitment to Quality, ArcelorMittal Hamilton, Dofasco Facility is also very well known for its commitment to the Sustainability focused “triple bottom line” of financial performance, social responsibility and environmental Leadership. In the company’s home town of Hamilton, Dofasco has long been highly regarded as one of the pillars of the community. Employees share the company’s commitment to the community giving selflessly of their time and expertise to support local charitable organisations.

The conservation and protection of the natural environment is a fundamental consideration in decision making at the Facility. The company is committed to operating its facilities in a safe and responsible manner, reducing its environmental footprint and improving the quality of life for employees and the surrounding community.

By making improvements to its manufacturing processes and by investing in new technologies, the Facility has consistently taken the initiative to reduce its emissions to air, land and water. As part of its commitment to reduce greenhouse gases, the former Dofasco set a target to reduce energy consumption by 10% between 2000 and 2010. As of 2006, the company achieved a 9.4% reduction.

Quality of life: best practices to share with ArcelorMittal around the globeImproving the quality of life for employees is one area in particular in which ArcelorMittal Hamilton, Dofasco Facility has excelled and gained widespread recognition for its efforts. Wellness has been a priority for Dofasco since the company was founded in 1912, and the company has many best practices to share with ArcelorMittal sites around the world thanks to its experience and success in this area.

Due to many of the Facility’s recreational programmes and Health and Safety events, the company’s H&S performance has improved significantly. Lost-time injury rates are the lowest they have been in the company’s history and performance continues to improve.

Supportive environmentBy providing a supportive environment and encouraging employees to make healthy lifestyle choices, the company has found that employees are inspired to take ownership of their personal health and well being. The result is a happier, healthier workforce that is better equipped to compete in a highly competitive global steel industry.

As part of ArcelorMittal, the former Dofasco will continue its long-standing commitment to Sustainability, Quality and Leadership. The expectation is that ArcelorMittal Hamilton, Dofasco Facility will benefit significantly from being part of the ArcelorMittal family with greater access to knowledge that will help with everything from facility improvements to Health and Safety.

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Boldness is moving forward with vision. The power of boldness in teamwork is about the courage to commit to winning, together, safely and with passion! The concept of boldness is wonderful when it is combined with integrity and a focus on winning. In our organisation we define

In the company’s home town of Hamilton, Dofasco has long been highly regarded as one of the pillars of the community.

Our brand launchfrom around the world

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“ Our brand is of vital importance. It represents the core of everything we do and say as a company. It is a critical component in helping us build upon our reputation.” Mr Mittal, President and CEO.

winning as: going as far as you can with everything you’ve got! – Jack Grosvenor, Hamilton, Dofasco Facility. “oser danser dans le ciel pour décrocher les étoiles de la réussite” (to dare to dance in the sky and to reach for the stars of success) – Joseph Collet, Dunkerque. Be bold – don’t be afraid of

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(01) ArcelorMittal Ostrava, Czech Republic. (02) Ostrava, Czech Republic. (03) Popular race at ArcelorMittal Sestao, Spain. (04) The orange was all around at Piombino, Italy. (05) Mr Mittal and Jean-Phillipe Demaël, EVP ArcelorMittal, unveiled an artistic monument with the logo at ArcelorMittal Timóteo, in Brazil. (06) ArcelorMittal Olaberria, Spain. (07) ArcelorMittal Liège, releasing balloons up into the Liège sky, Belgium. (08) Ostrava, Czech Republic.

(09) ArcelorMittal Dunkerque, France ‘Tour avant le Tour’. (10) Light and fire at the Polish brand launch. (11) Berrioplano, Spain. (12) Ostrava, Czech Republic. (13) A popular ‘Sardinada’ at ArcelorMittal Etxebarri, Spain. (14) Ostrava, Czech Republic. (15) ArcelorMittal Bremen, Germany. (16) ArcelorMittal Distribución Iberia, Basauri, Spain. (17) ArcelorMittal Galati, Romania. Children enjoy one of the inflatable playgrounds, called the ‘boldness zones’.

(18) ArcelorMittal Villaverde, Spain. (19) Avilés site in Asturias, Spain. (20) ArcelorMittal Zumárraga, Spain. (21) Light moment between President Sirleaf and CEO of ArcelorMittal’s mining project in Liberia, Joe Mathews, during the Liberian brand launch.

winning as: going as far as you can with everything you’ve got! – Jack Grosvenor, Hamilton, Dofasco Facility. “oser danser dans le ciel pour décrocher les étoiles de la réussite” (to dare to dance in the sky and to reach for the stars of success) – Joseph Collet, Dunkerque. Be bold – don’t be afraid of

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(22) Bremen, Germany. (23) Zaragoza, Spain. (24) Brand cupcakes in Steelton, USA. (25) Eating watermelons in one of the games organised in Avellino, Italy. (26) ArcelorMittal Liège, Belgium. Employees forming a human logo in the courtyard. (27) Ostrava, Czech Republic, creating an ArcelorMittal puzzle.

(28) Gijón, Spain. (29) Bremen, Germany. (30) Liège, Belgium (31) ArcelorMittal Dunkerque, France: Beach Volley Competition. (32) Ostrava, Czech Republic.

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change! – Darlene Zahr, Canada. If it were not for Thomas Edison’s boldness; would we be reading by candle light? – Ray Kranyak, Canada. It is boldness that has kept us moving ahead, rather than staying in the old comfort zone and resting on yesteryear’s laurels. Boldness is travelling

Leadership DevelopmentAs a key function of the Human Resources (HR) organisation, Leadership Development is responsible for designing and implementing Group-wide performance management processes including the Global Executive Development Programme (GEDP) and the ArcelorMittal competency framework. The ArcelorMittal University and the Human Resources Information Systems (HRIS) support these initiatives.

Performance Management – cornerstone for many of the people processesArcelorMittal is re-launching the performance management process in October: the Global Executive Development Programme (GEDP). As a company-wide initiative, the GEDP ensures a systematic and consistent approach to performance management, career development and training. The GEDP also enables succession management to be carried out in a structured way.

The GEDP is a process that allows for ongoing communication between individuals and their managers. This results in raising the competence levels in the organisation and ensures we have a pipeline of talent developed and ready to occupy key posts within the Leadership of the company.

The key outcomes of the GEDP process are to:• Align the goals of all employees

with the ArcelorMittal Vision, Mission, Business Strategy and Values

• Build ownership and commitment of our people• Drive performance improvement• Identify and provide development

opportunities• Recognise and reward desired behaviours

and achievements

To ensure that the GEDP process is effectively introduced into the organisation, a training programme has been developed and is being introduced across the Group starting in October 2007. The first people to attend the training will be the GMB. After this, the training will be cascaded down through the organisation.

ArcelorMittal Competency framework – what we need to achieve ArcelorMittal’s strategy and develop the ArcelorMittal corporate cultureThe ArcelorMittal competency framework, built around competences selected by the GMB and the Management Committee as being critical to current and future success, will enable employees to better understand the qualities, skills and attributes identified as being important for performing a job well.

ArcelorMittal Competences:• Change Management• Team work• Strategic Thinking• Results Orientation• Decision Making

The framework will provide the basis for many people processes and will also ensure that employees can make decisions about the competencies that are important to develop for their future careers.

Human Resources Information System – let’s structure our dataIn order to allow HR professionals to make informed decisions for promotions, internal moves, succession planning and talent management, we need to provide consistent data in a timely manner. The corporate HRIS will enhance our ability to support the business by underpinning the main HR processes.

Leadership DevelopmentOur Mission… To develop employee competencies and thus provide the company with the necessary resources for success, to allow the individual and the company to grow, while ensuring that managers and employees are provided with the right tools to maximize both individual and team potential.

We believe…That harnessing and developing the skills of our people is an integral part of the ArcelorMittal vision and a key priority for our Group. This means providing inspiring and effective Leadership, open, transparent communication and excellent learning and development opportunities.

Contact: leadership.development@arcelormittal.com

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Leadership Development

“The new period of stability the industry has entered into calls for a new area of focus. That focus I believe should

be on Sustainability and Quality – two of our three values. And what will take us there? Leadership.” Mr Mittal,

Steel Success Strategies Conference 2007

Starting phaseOrganisational goal-settingOrganisational

developmentAnnual GEDP

analysis &moderation linked

to other HR processes reward,

succession, HIPOS,...

Phase 1Individual

performanceplanning

Phase 4 Step 1 Step 2 Annual Ratings appraisal discussion

Phase 3Mid-Year

review

Phase 2

Continuousfeedback &

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change! – Darlene Zahr, Canada. If it were not for Thomas Edison’s boldness; would we be reading by candle light? – Ray Kranyak, Canada. It is boldness that has kept us moving ahead, rather than staying in the old comfort zone and resting on yesteryear’s laurels. Boldness is travelling

ArcelorMittal ranked 99th on Fortune Global 500 listIn this year’s Fortune Global 500, ArcelorMittal was officially ranked at number 99 based on legal figures in accordance with International Accounting Standards.

The all-important annual ranking of the Fortune Global 500 is anxiously awaited by industry watchdogs and stakeholders across the full spectrum of businesses. The official list was released Wednesday July 11 2007 and appears in Fortune’s July 23 issue.

What a difference a year makesArcelorMittal is listed as 99 based on legal figures with a profit of approx 5.2 billion US$ on revenue of approx 59 billion US$. It is interesting to note, that if these rankings had been based on our pro forma numbers – showing our sales of more than 88 billion US$ and a top line profit of 15.3 billion US$ – ArcelorMittal would have ranked as 48th largest!

Additionally, ArcelorMittal also ranks as number four in the category of fastest growing company by revenues, and we have grown by 109.3% compared with last year’s numbers. We are also the 26th biggest employer in the world.

ArcelorMittal ranked 93rd on Barron’s Survey of The World’s Most Respected Companies!Only a few months after the official launch of our new identity as the world’s biggest steel company, ArcelorMittal was rated number 93 on the third annual Barron’s Survey of the most respected companies in the world for 2007 on September 10 2007.

ArcelorMittal crossed the 100 billion US$ capitalisation markJust a few days later, on September 18 in New York and on September 19 in Europe, ArcelorMittal crossed the 100 billion US$ capitalisation mark. Julien Onillon explains that, “According to the FT Top 500, only 63 corporations had a market capitalisation of more than 100 billion US$ at end of June 2007. Considering the recent market correction, I believe only 60 have more than 100 billion US$ today.”

This is an historical event. ArcelorMittal is the first steel company to have reached 100 billion US$ capitalisation! The last time that a steel company made history on the stock market was when JP Morgan, Elbert Gary and Andrew Carnegie founded US Steel by combining seven different companies to form the first 10mt steel company and the first corporate with a market capitalisation of 1 billion US$.

Mr Mittal in the newsHow did Mr Mittal become the Man of Steel?In a surprisingly close and personal article, the Daily Telegraph answered the above question in a full colour six page article published in its weekly Magazine, on September 8 2007. The modest living conditions in his early years, his first salary, his close relationship with his wife and children, what some personalities think of him… these are some highlights of the ArcelorMittal CEO’s life on which the article reports.

The so-called ‘Raja of Steel’ was three decades ago paying himself $250 and driving a second-hand Australian car in deepest Indonesia. Mr Mittal started making 30,000 tonnes of steel a year. It took him 13 years to get up to 330,000. This took some hard work! “He was always at the plant sorting out problems,” Aditya Mittal recalls.

The article goes on to say how Mr Mittal genuinely loves the fire, steam, noise and smell of the mill. “He is probably the only steel magnate who can operate the control panel of a plant.”

“What is particularly surprising is that such a successful and wealthy individual has not made more enemies on the road to riches,” states journalist Tim Bouquet. “Very few of the people I have spoken to have a bad word to say about him.”

Mr Mittal’s remarkable journey – from the unassuming town of Sadulpur, north-west India where he lived in a modest house with 20 extended family members sharing rooms to his glittering home in London, England and his Leadership of the world’s largest steel company – is outlined by Bouquet who managed to conduct a series of interviews with Mr Mittal and some of his closest collaborators. The co-authored book, ‘Cold Steel’ will be published in April 2008.

To read this or other ArcelorMittal articles, go to www.myarcelormittal.com

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ArcelorMittal ‘in the news’ scans the headlines to bring you 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

“ An industrialist with an exhausting schedule and an unfailing eye for a business opportunity.” Telegraph Magazine journalist Tim Bouquet, describes ArcelorMittal CEO, Lakshmi Mittal, in his article ‘Man of Steel.’

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 ”“

a new path, when others fear to turn away from the old, well-worn ways. We are proud to be a part of the ArcelorMittal family – empowered to be bold by paving the road to the future! – Darlene Zahr, Canada. One who listens to the heart and makes positive efforts to realise

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News in brief

The AmericasNorth AmericaMercedes to use ArcelorMittal Hamilton, Dofasco Facility steel Dofasco secured a contract to supply steel to the Mercedes-Benz Alabama facility. Dofasco will initially supply coated steel for parts inside the Mercedes M-Class SUV. 06/2007

South AmericaAcindar, best supplier for the Argentinean construction marketAcindar, the Long steel producer of ArcelorMittal in Argentina, led the fifth edition of the best building materials suppliers companies ranking. 29/08/2007

ArcelorMittal Sao Paulo wins Quality AwardArcelorMittal Sao Paulo, which produces mesh, truss and CA 60 (used in civil construction), received the Governador do Estado (State Governor) São Paulo Trophy, of the Paulista Award of Management Quality (PPQG), cycle 2007. 12/07/2007

President of Costa Rica visits ArcelorMittalThe President of Costa Rica, Oscar Arias Sánchez, together with the Minister of International Trade, Marco Vinício Ruiz, visited the ArcelorMittal Laminadora e Trefilería Costarricense Plant. 19/06/2007

Western EuropeArcelorMittal Etxebarri, Spain, awarded for business excellenceThe World Class Manufacturing Association (WCM) awarded ArcelorMittal Etxebarri in Spain the bronze category. The final results are to be ratified in December 2007, when an international jury will audit the various awards. 07/2007

European Steel Design Awards 2007 – hosted in Luxembourg 03/09/2007

Eastern EuropeLech Walesa visits ArcelorMittal PolandFormer Polish President Lech Walesa and Member of the ArcelorMittal Group Management Board Michael Wurth were among the thousand of attendees at the opening ceremony of the new hot strip mill in Kraków. 27/07/2007

Honoured guest at Liberia brand launchOn July 25 2007, President Ellen Johnson Sirleaf, Africa’s first elected female President, formally launched the ArcelorMittal brand at a well attended ceremony in the company’s concession area near the Port City of Buchanan. This brand launch and several other events were held in conjunction with the celebration of Liberia’s 160 years of independence on July 26.

18/07/2007ArcelorMittal milestones: What’s new? ArcelorMittal launched its Environmental Policy.

26-28/06/2007The Blast Furnace Knowledge Management Programme (KMP) event in Bremen coincided with their anniversary of 50 years of making steel!

2007 China Suppliers’ Conference

From September 4-6 2007 in Shanghai, China, executives of ArcelorMittal, including Malay Mukherjee, Member of the Group Management Board, Davinder Chugh, Member of the Management Committee, responsible for Shared Services, and 300 attendees from more than 140 Chinese supplier companies, participated in the conference held in the Jin Mao tower in Shanghai.

ArcelorMittal executives addressed the audience. Key Chinese suppliers gave presentations on their cooperation with ArcelorMittal and engaged in active business development meetings covering a whole range of products from equipments to raw materials serving the steel industry.

Aditya Mittal: exclusive interview in Luxembourg “Not a question of imposing our culture”

Gracing the cover of the September issue of the business and finance magazine, paperJam, in Luxembourg, is Aditya Mittal, ArcelorMittal CFO and Member of the Group Management Board. The article takes a backwards look at the process which created the world’s number one steel company. Aditya responds candidly to a variety of questions, with many focused on the events which “changed the industrialist landscape and the economic world.”

When asked by French journalist Jean-Michel Gaudron to list the main positive points realised since the merger, Aditya responded: “Today, the organisation is much more transparent than in the past and is more directed towards a meritocracy. We have made Health and Safety at work our number one priority. We are resolutely in line with the development of value and quality of work for our employees.”

On September 18 in New York and on September 19 in Europe, ArcelorMittal crossed the 100 billion US$ capitalisation mark.”“

to be bold by paving the road to the future!to be bold by paving the road to the future! – Darlene Zahr, Canada. – Darlene Zahr, Canada. One who listens to the heart and makes positive efforts to realise One who listens to the heart and makes positive efforts to realise

Picture our values! ArcelorMittal photo competitionArcelorMittal Photo Library needs you!Our aim is to initiate a community activity that people across our company can participate in. At the same time, we can help to make all of you a little more aware of the ArcelorMittal Photo Library and contribute to its huge collection of more than 14,000 images! Finally, we can all view pictures of our many colleagues and locations.

The theme of the competition is: How ArcelorMittal people around the world live our values of Sustainability, Quality and Leadership during their work day to help transform tomorrow. Let’s show the world how inspiring ArcelorMittal people can be!

Sustainability: How are we guiding the evolution of steel to secure the best future for the industry and for generations to come?

Quality: How are we looking beyond today to envision the steel of tomorrow?

Leadership: How are we visionary thinkers?

What are we looking for? Good, clear images of ArcelorMittal people taken in our many locations – from iron ore mines to high rise offices – that represent one, or more, of our three values and are:• Natural, not forced or posed• Positive, cheerful and inspirational • Bright and fresh in colour where possible • Health and Safety compliant

Want to enter?• Entry to this competition is for

ArcelorMittal employees only and is free• All photos must include authorisation to

be reproduced (see rules and regulations*)• All photos must include the written

authorisation of each person within the image, a disclaimer form is downloadable from the photo competition page

• All images must be uploaded at the ArcelorMittal Photo Library in JPEG format and should not come in the form of a photo montage

• Entrants may upload 3 images only!• Submissions must include photographer’s

full name, a title and a short description including the place and date (month/year) where each photo was taken

• Full details can be found at www.myarcelormittal.com/News&Publications/Photo Library/Photo Competition

Photographs fewer than 3 megapixels are eligible for a final prize but unfortunately cannot be used for print purposes. For print, we require 3 megapixels images minimum. However, the more pixels (higher resolution) the more likely your photo may be used in print.

* People who participate must read and accept the rules and regulations by clicking the “I agree” box posted at ArcelorMittal Photo Library. Entries will not be accepted otherwise.

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Imagine your photos being viewed by people around the world!For the fall issue of boldspirit we are launching a global internal photo competition. Why? With all our different languages, it isn’t always easy to communicate, but a picture tells a thousand words and it doesn’t need to be translated.

The top 20 images will be announced in a special newsletter and displayed on the ArcelorMittal Photo Library for a period of two weeks to allow for an open, company-wide voting.

Prizes will be awarded to the top 5 photographs:

Top Prize: Apple MacBook 13 inchSecond Prize: €200 Amazon gift certificateThird Prize: €150 Amazon gift certificateFourth, fifth and sixth: €100 Amazon gift certificate…plus publication on the ArcelorMittal Photo Library website, and for eligible photos with a high enough resolution, publication in boldspirit.

All enquiries concerning this competition are to be sent to: photolibrary@arcelormittal.com

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.

the vision has been termed as bold – Sanjay Pandya. Many thanks to all those who took the time to contribute to Issue 1 of boldspirit!

The winner of our very first boldspirit Quiz, ‘Are you made of ArcelorMittal Steel’, is Marisa Alonso, who works in the Commercial Department of Burns Harbor, Indiana, ArcelorMittal USA! Marisa correctly answered the ten questions, demonstrating that she really knows her steel facts! She wins an all expenses paid trip to Poland for two and a complete branding logo kit. When Marisa takes her trip to Poland, we will make sure that we get some pictures of her with her Polish colleagues when she visits ArcelorMittal Poland. Congratulations Marisa, we are all very excited that you won and we hope you have a fantastic time.

When did you join ArcelorMittal? I started with Mittal Steel in early January 2006. I knew that I had made the right choice when the company took the bold step to merge with Arcelor later that same month.

How did you become a man of steel? A combination of an undergraduate metallurgical engineering and a graduate business management degree gave me the opportunity to work in various functions in a major US steel company for 20 years. I also managed a few private equity funded ventures, one of which introduced me to mining in Liberia.

What were your thoughts when you first saw the country? I first travelled to Liberia in early 1999, fully confident that I could handle any challenges. However, when I saw that the war had left the country without electricity, running water and landline telephones, I quickly realised that Liberia today lagged behind India in development as much as India lagged behind the western world a generation ago. I am confident that Africa will be the world’s next development frontier.

Do you live in Liberia full time now? Even though Liberia is improving steadily, it is not quite ready for family. I am based there, while my wife and three daughters continue to live near Norfolk, Virginia, in the US. I try to get home for important events and occasions.

How do you spend your spare time? What spare time?

Is there one thing that drives you crazy? Trying to do this interview and follow up on this page after Mr Mittal is certainly scary.

Can you share with us a funny anecdote? On one of my early trips to Monrovia, I had the opportunity to meet a famous US television newscaster who was there to broadcast a special feature on President Ellen Johnson Sirleaf. I explained that we were starting a mining project and I also told her that my daughters were fans of her show. But I forgot to ask for her autograph! Nobody believed I had really met her. A few days later she sent me a handwritten note on NBC letterhead recommending a person for a position with our company. I ended up getting her autograph after all!

Do you find that there is a special sense of community in Africa? In my previous venture in Liberia we had to build a road to a remote exploration site. As this road opened access to many villages along the way, we were constantly being thanked by the village elders. In one village we were presented with a white goat and five white chickens. My Liberian colleagues explained that white is the ultimate symbol of gratitude. We had to graciously receive these live presents and figure out how to pack them in the back of our jeep as we drove back to Monrovia.

How did you feel when you met President Ellen Johnson Sirleaf, Africa’s first elected female President? In late 2005, the Sirleaf administration knew little of Mittal Steel. However our collective actions since then along with news of the ArcelorMittal merger have helped change this. Today we are being praised both by the Liberian Government and the international community for leading investors to the country. President Sirleaf is an ‘iron lady’ who is working diligently to improve policies and change practices that were prevalent in Liberia. She has raised tremendous goodwill for the people of Liberia, but she cannot do it alone – more new investors are needed.

How do you see ArcelorMittal living up to its brand promise in Liberia? Liberia is a great place to apply our ‘transforming tomorrow’ motto. As a major investor in Liberia after its civil war, ArcelorMittal has exhibited leadership that can pull the economic engine forward. Our presence will create a demand for products and services that, in turn, should attract many other needed investments. We will also harness our elements of international good practices to improve corporate governance and frameworks to tackle corruption and generally improve the quality of how business should be conducted. Plans to involve local businesses will also ensure that communities grow and sustain themselves for generations to come. I am proud to be a part of this great company that will play a major role in Liberia’s development.

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A relaxed moment with... Joe MathewsGet to know the CEO of ArcelorMittal’s Mining Project in Liberia in 10 minutes

boldspirit06 India: Asia’s emerging tiger12 From brand promise to real projects 18 The women of Kazakhstan20 Health and Safety a number one priority

Issue 1 | Autumn 2007