boldIssue 4 | October 2008 spirit

06 The inspirational 08 Leadership Conference in New Delhi, 18 ‘transforming tomorrow’ through construction 39 One day at the site of… ArcelorMittal Temirtau 44 PAs of ArcelorMittal Also inside, our favourite Indian recipes!

boldeditorial 01

People came here with expectations and curiosity. India was chosen to host our second Now, everyone seems very relaxed. We have come a long way on this journey.” Leadership Conference because the country Mr Mittal, Chairman and CEO, represents the will to assume a Leadership closing comments in New Delhi, India position in the modern world.

Welcome to the post-Leadership Conference edition of boldspirit!

A buzz of excitement spread through But our Group is a strong group. Part of this ArcelorMittal in the ‘post-conference’ world. strength comes from how truly global we are. This year’s location for the gathering of What was clear at the Leadership Conference our top managers was New Delhi, India. was how our global presence and diversity are It was a bold – and ultimately excellent – key ingredients of our Group’s DNA. In one room choice. we had representatives from over 60 nations, yet the feeling was of one big family. The conference demonstrated with absolute certainty that our Group possesses a tightly Mr Mittal said to the delegates in India that knit, global community of top managers; if we can do more, than we must. Just look at a community that contains and is open to the last point on the list of ‘Ten proposals on sharing a wealth of knowledge from our units, how we can be bolder’. We can further integrate segments and functions across the world. our global team and never lose sight of our long-term goal. The common thread that unites This issue of bold sets out to capture spirit all of us is ‘safe, sustainable ’. We plan to the energy of the event, and to communicate be producing it for a very long time. to you the fruits of our leaders’ labours. The conference is more than a get together: And now, enjoy this issue of your magazine, it is an intensive three-day work session, boldspirit… after which all 320,000 of us set to work Our ArcelorMittal University will officially carrying out the goals, strategies, and open its doors at the end of 2008, as part programmes identified by our top management. of its phase one. Through a global network of training facilities, the University is setting Let’s celebrate our ‘boldness’ out to make various programmes available Ten proposals at the ArcelorMittal’s goal is to provide the to every ArcelorMittal employee. Now if that Leadership Conference Leadership that will transform tomorrow’s isn’t a bold vision, we don’t know what is! steel industry; a common goal every one of on how we can be bolder us should bear in mind as we go about our This issue’s bold visionary, Ed Viesturs daily work and lives. ‘Boldness’ is the attitude (page 6-7), completed a 16-year quest to 1. New steel solutions that has allowed us to dare to dream such climb all 14 of the world’s highest mountains! for automotive a dream, to revive the steel industry and to As with ArcelorMittal, putting safety first 2. Friendly electrical help build the structure of the modern world was an important part of attaining his bold (see our construction feature on page 18). ambitions. On that very important theme, 3. Ferritics ‘Boldness’, in the way our Group is increasingly John Macnamara, VP Global Health and 4. Higher wind generation towers embracing it, is what is going to carry us Safety, introduced ‘Journey to Zero’, our through design innovations through challenges to the next level. H&S improvement strategy (pages 34-35), at the Conference. 5. Entering the Chinese market ‘Boldness’ was much discussed in New Delhi. 6. Vertical integration of raw Mr Mittal, Chairman and CEO, invited us to Perhaps now, more than ever, it is important materials…more Mergers be proud of our exceptional numbers thus far for us to understand what we mean when we and Acquisitions (page 38) – numbers that people in the steel say we are bold; to reflect on the example industry would not have dared dream about of Ed Viesturs. As a group, and like Ed, 7. Listening to customers a few years back. Aditya Mittal, CFO, told our we have set very ambitious goals. There may 8. Adjusting our activity to top leaders that our message of ‘boldness’ be challenges – indeed there will be prevailing market conditions is getting through to the outside world. challenges – as Ed’s experience shows us. This is something in which we should all take 9. Using our current facilities to 100% great pride, because ultimately, we are all 10. The integration of our global ambassadors for our Company. team towards the same goal

Our values in your language: English: Sustainability, Quality, Leadership; French: Développement Durable, Qualité, Leadership; Spanish: 02 boldcontents

For a look at some of our favourite Have your say Indian recipes see the special insert, boldspirit is your magazine so we would like between pages 16 and 17!” to hear from you: Comments? Contributions? Questions? Contact us at [email protected]

06 Ed Viesturs 08 Leadership Conference 39 ArcelorMittal Temirtau

03 boldmessage 24 boldnewsfromsegments 42 boldmedia Mr Mittal sets the tone Global highlights ArcelorMittal in the news 04 boldleadersspeak 34 boldsafety 44 boldspotlight Interviews: Davinder Chugh Interview with PAs of ArcelorMittal and Arnaud Poupart-Lafarge John Macnamara 46 boldpeople 06 boldvisionaries and Robert Kanz ArcelorMittal people The inspirational Ed Viesturs 36 boldstatistics 50 bolddepartments 08 boldfeature Steel giants: blast furnaces and Steel Greenfields Leadership Conference 38 boldbusiness 52 boldquiz in New Delhi, India Using diversity and strength Did you know...? to deliver strong results 18 boldfeature 53 boldinterview ‘transforming tomorrow’ 39 boldfocus A relaxed moment with… through construction One day at the site of... Gulnara T Alekeyeva ArcelorMittal Temirtau

Editors Contributors Special thanks/addendums Nicola Davidson, Editor at Large Raúl Álvarez, Amelia Bauerly, Hennico Benedicte, Thoburns: Xanthe Hynds, Carlo D’Alanno David Cowan, Head of Publication Julie Buchler, Tuhina Chugh, Svetlana Chvanova, (designed by Thoburns.com) Mary Carey, Editor in Chief Vincent Daenen, Ginette de Matteis, Pierre Engel, To all of the contributors to this issue: your time and Raquel Córdoba, Editor FutureBrand, Phil Hankinson, Perrine Henrion, effort are greatly appreciated. Bravo team! Charlotte Rodaway, Editor Martín Gaitán, Olivia Gandon, Ewa Gebala, Marc Hooker, Julie Buchler, Photo Management Richard Leze, Sandra Luneau, Joska Londero, And an extra special thank you to Martine Scheuren, Nikolay Kubrakov, Romain Moreau, Monique Muller, because she is an excellent communicator and we Sylvie Petetin, Laura Podlesny, Jolice A Pojeta, forgot to mention her efforts in our last issue! Photo Library Lynn Robbroeckx, Charlotte Rodaway, Andrés Romagnoli, Note: in the English version of Issue 3, Raymond Sze was ArcelorMittal Photo Library, Giles Barnard, Tetyana Ryvchuk, Marion Saul, Lisa Stewart, TBWA, incorrectly identified as Chairman Li and Patrick Manning Corbis, Daniel Delguste, Getty, Veikka Gustafsson, Emma Tuite, Vanessa Vanhalst, Mario Villamiel, as George Maxwell Richards. Our apologies! istockphoto.com, Christophe Laprun, Jaco Boshoff Mardo Barbara Wendl, Nikianna Yiannopoulos, Zainab M Tankiwala boldspirit is printed on recycled paper and is Elemental Chlorine Photos Vanderbijlpark, Himanshu Pahad, Free (ECF). The paper has been awarded the NAPM Recycled Fabien Mariaud de Serres, Jason Tilley, Claude Vasconi, trademark and is produced at a mill that is certified ISO 14001. Ed Viesturs collection, wide.lu boldspirit is also available in French, Spanish, German, Russian, Brazilian Portuguese and Chinese.

Sostenibilidad, Calidad, Liderazgo; German: Nachhaltigkeit, Qualität, Führungskompetenz; Brazilian Portuguese: Sustentabilidade, Qualidade, boldmessage 03

Our leaders have formulated Welcome to this new edition of boldspirit. Through these pages a strong vision, but it will take the efforts of each and every one you will take a virtual trip to our Leadership Conference in New Delhi. of you to make that vision a reality.” It was an extraordinary conference where our 650 top leaders shared a common vision for ArcelorMittal: to become one of the most admired companies in all sectors.

Mr Mittal sets the tone

Dear Colleagues, As I said in New Delhi, Health and Safety It was a pleasure and an honour for me “ Our leaders at the starts at home. A healthy organisation can to welcome the 650 main decision makers only exist when it is composed of healthy of our Group to my home country, India, Leadership Conference people, in their minds and in their bodies. and to witness in action our strong, represented all the That is why I would like to ask all of you and closely knit, Leadership community to remain healthy. With the energy and at ArcelorMittal. richness and diversity enthusiasm of all of us, if each part of this of our Company, all the Company reaches the level of the best Upon seeing this executive team work in each area, if we move forward in living together, discussing our challenges and wealth of knowledge our values and putting a bit of boldness building proposals, a thought came to in everything we do…then I am sure that my mind: on the one hand, the delegates and the pride of we can literally astound the world. at the conference originated from more belonging to a common than 60 countries, and represented different Our Leadership Conference has generated functions and units of our business. Group, made up of an excitement which is spreading through On the other hand, our team of executives 320,000 ArcelorMittal our entire organisation. And while the leaders got along so well, and created such a positive have formulated a strong vision, it will take and relaxed working ambience, that one people worldwide.” the efforts of each and every one of you could easily forget about all the different to make that vision a reality. nationalities. This Company is ready for further change In many ways our expansive ArcelorMittal After New Delhi, I feel even more confident and for empowerment, as you will feel family has no nationality; it belongs to about our capacity to overcome – together going through the pages of this magazine. nowhere and everywhere at the same time. – the challenges our Group is facing today. There is a growing commitment, a feeling I feel proud that we have achieved this, One of these is safety. While it is true that that this Company belongs to all of us, and in such relatively short time. our accident frequency rate has improved, and that makes me very proud. I hope that our number of fatalities is unacceptable. you share this pride – and love – for What I witnessed in that room at the The positive news is that with the right ArcelorMittal with me. Taj Palace Hotel in New Delhi is a microcosm approach, investment and discipline, of what ArcelorMittal is today. Our leaders we can make substantial improvements there represented all the richness and in a relatively short space of time. diversity of our Company, all the wealth Take ArcelorMittal Point Lisas, in Trinidad of knowledge and the pride of belonging and Tobago, where our safety performance to a common Group, made up of 320,000 has improved by 600% in only one year! ArcelorMittal people worldwide. If we can maintain this type of momentum, Lakshmi N Mittal, we will make substantial progress on our Chairman and Chief Executive Officer ‘Journey to Zero’ and become the safest steel company in the world. This is a journey ArcelorMittal has to travel. We are talking about human lives, thus it is our duty to succeed, and to succeed quickly.

Liderança; Russian: Устойчивость, Качество, Лидерство; Bosnian: Odrivost; Kvalitet, Liderstvo; Swedish: Hållbarhet, Kvalitet, Ledarskap; Polish: 04 boldleadersspeak

Davinder Chugh, Member of the Group Management Board, is Responsible for Shared Services*. With a wealth of over 30 years experience in the steel industry, Davinder speaks to boldspirit about the key importance of our supply chain and ‘the ArcelorMittal way of doing things’.

Interview with GMB Member Davinder Chugh

Q: Our 2008 Leadership Conference Q: Given that our supply chain extends in New Delhi was based around the beyond our Company, how do you see theme of ‘sustainable growth’. its role in Corporate Responsibility? How is ArcelorMittal’s supply chain DC: We are conscious that our CR extends “ We are conscious that focused to deliver and support the beyond just the immediate procurement our CR extends beyond growth path our Company is on? activities in the supply chain. The primary DC: “For the last two years we have been focus area is trying to influence our just the immediate shaping ‘Shared Services’ as the transversal contractors’ safety behaviour. Usually, procurement activities functions of the Group. Today, the challenges the types of jobs contracted are more labour ArcelorMittal faces are different. We are on intensive and inherently involve more risk. in the supply chain. an organic growth path and gearing up to We have been working with our contractors The primary focus area deliver massive Greenfield and Brownfield to enforce better training and more safety growth projects. The supply chain is a key consciousness. We also only deal with vendors is trying to influence transversal element which starts even before who subscribe to our values and code our contractors’ safety any project activity begins. For example, of ethical conduct. We have our commitment in , the project started with trying to develop SMEs, meet empowerment behaviour.” to deliver key capital goods even before requirements of different regions and respond infrastructure existed at ground level. to local economic and social priorities. Trying to build a railway line where no We support these with our locally adapted proper port or access roads exist presents procurement policies. We also focus on TCO buyers in the Company are unique challenges. the responsible use of energy and making today looking at strategic sourcing and technology choices which are energy Given the nature of our industry, the supply commodity management. Value-in-Use efficient. As a responsible corporate citizen chain needs to provide for security of supply models define the life of our buyers today. we follow transparent and trackable KPIs of raw materials. Just look at the complexity TCO is moving beyond our immediate for our focus areas. of only six key raw materials such as , environment by working with suppliers to share ideas and reduce costs in their coal, limestone, ferroalloys, metallic, Q: ‘Moving towards a common perimeter. Another important project refractory – all of them come in different ArcelorMittal way of doing things.’ is AIM200 which is about defining the quantities using different modes of transport, We like this saying from your last common way of doing business at with different storage and use conditions interview in boldspirit! Can you explain ArcelorMittal. Cross functional teams and from different parts of the world to it a little further and give us some across the Group are defining what are a single production point – and we run over concrete examples of how some the most optimum processes in the 60 such plants in 27 countries! Making our functions are already starting to Company and building our IT systems size a source of competitive advantage means move in this direction? that the supply chain should be flexible so around these optimised processes which DC: Purchasing as a Group has focused on should work seamlessly across plants that raw materials can be seen as a global TCO (Total Cost of Ownership) over the last resource. We are continuously investing to and offices. Four clusters – Flat, Long, two years as their ‘mantra’. TCO is a massive Stainless & Transversal processes – be prepared to respond to the demands of transformation project where every buyer our Company’s growth in terms of ports, have been taken up to define standard and user is trained to look for best value processes and templates. This will lay shipping, railway, etc to maintain our instead of price. Today, the purchasing competitive edge in the supply chain. a solid foundation of a common community is aligned to TCO buying as ArcelorMittal way of doing things.” a common culture and a common way of doing purchasing. The buyers of ArcelorMittal were forced out of their comfort zone to look for value beyond lowest price and the conventional buying process. * Reporting to the CEO

Zrównoważony rozwój, Jako, Przywództwo; Slovakian: Udržateľnosť, Kvalita, Vodcovstvo; South Sotho (): Botsitso, Boleng, boldleadersspeak 05

He is the last appointed and youngest member of our Management Committee. Still, Arnaud Poupart-Lafarge has over 18 years’ experience in the steel industry. Responsible for Africa and Commonwealth of Independent States (CIS), Arnaud has quite a few challenges ahead.

Interview with MC Member Arnaud Poupart-Lafarge

Q: What are your first priorities to work with. I have good friends in the for Africa and CIS? Group! The last two years I spent in the Long APL: “The GMB at the Strategy seminar Europe segment headed by Gerhard Renz, held in July 2008 established an impressive were really interesting in this regard: it is the set of objectives in terms of growth and only segment in the Group where integration performance for our units. In order to comply had such a strong meaning, as it included with those objectives, we have a first set half former and half former Mittal of priorities: Steel sites. • Establish good communication links with the Although I have changed responsibilities management, employees, communities and quite often, I’m not a fan of change. It is also other stakeholders of the units, so we can important in a professional career to build share with them the segment’s objectives experience on good foundations, so there and the roadmap towards achieving them. should not be change for the sake of change, just like butterflies going from flower • Launch transformation and performance to flower. Here is a piece of advice I give enhancement programmes in all units to to young managers around me: make sure ensure that the current facilities reach our that every step in your career is built on the Group’s benchmark performance levels. Q: If you had to highlight a challenge previous one, so that you can deepen your This will start with safety standards. in terms of Corporate Responsibility experience and know-how; make sure that • Set up large, fully dedicated management what would it be? each step has a real added value. teams to ensure the success of our APL: I would mention two, with safety being Q: Has this always been the case for you? growth programme and other the first. Of course, we all remember the significant investments to implement tragic accidents which occurred in our coal APL: So far so good! I have always been able in the coming years. mines in Kazakhstan. We are addressing the to use lessons from previous assignments. situation there very seriously, both in terms of Q: In some of the countries under your Q: According to your experience practices and of the equipment of the mines, in different countries, is there something responsibility (Kazakhstan, Ukraine, in close cooperation with the mining segment. South Africa), ArcelorMittal is one of that all ArcelorMittal people share? the main private investors. How is our Our second challenge in terms of CR is If yes, what? Group contributing to these growing the ecology. In all of our units we have APL: There is an ArcelorMittal way to deal economies? developed a complete set of measures, with business and to treat communities and APL: As one of the largest private companies, part of a strategy to align the performance customers, central to the ArcelorMittal global we are both contributing to and benefiting of these units in the coming years with culture. There is also an ArcelorMittal way from the creation of wealth in those growing our best performance everywhere. of driving the Company. Of course it has to economies. But the size of the investment Q: During your career, you have had do with boldness, but also the drive towards does not change the level of responsibility the opportunity to work in different excellence, performance improvement, towards local communities. It is our positions and countries. What for you the focus on customer requirements and commitment to behave in a responsible is the main advantage – and risk – a lot of respect towards all our stakeholders. manner by implementing our Corporate of change? It is a main task of our management to Responsibility principles. develop, for our 320,000 people, a common APL: I like renewing professional challenges, understanding and culture, without denying In these countries, we are trying to locally but I think this is not what I have been looking our specificities.” construct a dialogue with each of the for in these changes; it is more about knowing governments to help them make the most people. The main asset of my numerous appropriate decisions in order to boost changes in the organisation is the number the development of their economies. of colleagues I have had the opportunity

Ketapele; Zulu (South Africa): Ukulondoloza, Lqophelo, Ukuhola; Greek: αειφορία, ποιότητα, ηγεσία; Kazakh: Тұрақтылық, Сапа, 06 boldvisionaries

Are long-term goals only realised when one knows how to be patient? In each issue of boldspirit, we talk to the men and women around the world who inspire us with their bold visions. Here we continue our series with mountaineer Ed Viesturs.

The inspirational Ed Viesturs

At ArcelorMittal our path to Leadership is to Thanks to his mentors, Ed started to dream There are no shortcuts to the top keep on aiming higher. To say to ourselves that even bigger. If he wanted to be really bold, The story that really took hold of our if we can do more, then we must! On evening his ultimate goal would be to climb Mount top leaders was the challenge. two of the Leadership Conference in New Everest. However, with a slight difference: The day after Ed’s talk, many of them could Delhi, Aditya Mittal introduced guest speaker, “Most people who climb Everest use be overheard using Annapurna as an analogy Ed Viesturs, the perfect person to demonstrate supplemental oxygen. It increases your for some seemingly insurmountable struggle the experience of aiming higher and higher. chances for success. But I did not want they had in their own lives – personal or to climb on their terms.” One of the premier high-altitude professional. mountaineers of our time, Ed is the living After ten years of apprenticeship, he climbed This story is highlighted in the book, embodiment of Leadership. And the lesson the north face of Everest. “When you climb ‘No Shortcuts to the Top’. Ed’s autobiography that he offers is that it does not matter when something as big as Everest, the entire climb and documentation of his summiting of there are set backs – because there always takes about 10-12 weeks. You work with 14 ‘eight-thousanders,’ so inspired Aditya are. Set backs are something that achievers a team. You have to carry loads of equipment. that it was he who invited Ed to be the figure into their strategy. What matters is Individually you have to act but you also have guest speaker. that, despite them, or because of them, to be a part of a team.” one never loses sight of the long-term goal. Annapurna was Ed’s childhood dream. He was For the first attempt they got very close but determined to realise it but the mountain did Ed has climbed many of the world’s most calculated that if they reached the summit, not make it easy. He made two failed challenging summits. Most astonishingly, he they would die on the way down. So they attempts in 2000 (the North Face) and in recently completed a 16-year quest to climb all made the decision, very conservative and 2002 (the East Ridge). He only completed 14 of the world’s highest mountains (all above very prudent, to go down and try again. the final summit in 2005. 8,000 metres) without the use of supplemental All in all, Ed has climbed the summit six times, oxygen. In doing so, he became the first What stands out in the Annapurna story, but he also suffered four failed attempts. It is American and the 5th person in the world to as well as runs through all of his in the retelling of these that one cannot help accomplish this feat. He reached the summit tales, is the way that but be impressed by his sheer determination to of his 14th peak, Annapurna, on May 12 2005. Ed combines boldness with a conservative never let a failure force him to give up for good. adherence to safety. His motto has always Big dreams even when he was small Ed said that he learned from an early age been that climbing has to be a round trip. When Ed was a child, he read a book about that he had to listen to the mountain. All of his planning and focus during his Annapurna, the 8,091 metre mountain in the “The mountain would decide what I have to do.” climbs maintains this ethic. , Nepal. “The book was amazing,” Ed’s ability to maintain his long-term vision, This approach resonates beautifully with he said. “It had everything that I was looking while allowing for short-term ‘hiccups’, is one ArcelorMittal’s interpretation of boldness. for; friendship, camaraderie, challenges…” of the keys to success. His ability to know when We also want to reach new peaks, but always The story of Annapurna seized his imagination the time is wrong is as critical as knowing when with our long-term strategy and the and climbing became his dream, albeit one the time is right to push forward. Sustainability of our Company in mind. with a difficult start, since he was born in the flatlands of Illinois. Finally, in 1994, everything went right. They did not crawl to the summit near-death; He made his way out of Illinois and began to they got there with a lot of energy in reserve. Want to read more about this climb voraciously under the tutelage of mentors, It was after Everest that he got the idea to fascinating world-class mountaineer? eventually becoming a qualified guide. “I was climb all 14 of the 8,000 metre summits. Visit www.edviesturs.com willing to take the necessary steps to slowly work “I knew that it was something that I could do. my way to higher and higher peaks. Since that I learned long ago that to survive this campaign, time I have been a summit mountaineer over I had to be conservative. I had to be respectful. 200 times. I learned a lot as a guide. Our rules I could always come back to climb these peaks. are very basic and very strict. Safety is our A lot of times, when people don’t want to try priority. Getting people down is just as, or more something, they say that it is impossible. I had important than, getting them to the top.” to find the balance between risk and success.”

Жетекшілік; Dutch: Duurzame ontwikkeling, Kwaliteit, Leiderschap; Afrikaans (South Africa): Volhoubaarheid, Kwaliteit, Leierskap; Italian: 07

A lot of times, when people don’t want to try something, they say that it is impossible. I had to find the balance between risk and success.”

> Ed Viesturs on ’s summit ridge

“ Our rules are very basic and very strict. Safety is our priority. Getting people down is just as, or more important than, getting them to the top.”

> Ed Viesturs on Summit

Sviluppo sostenibile, Qualità, Leadership; Romanian: Sustenabilitate, Calitate, Leadership; North Sotho (Sepedi): Boitekanelo, Boleng, Boetapele; 08 boldfeature

ArcelorMittal is capable of many great things. Indeed we are – I believe – capable of astounding ourselves. And this must be our challenge.” Mr Mittal, Chairman and CEO

New Delhi On September 9 2008, 650 ArcelorMittal decision makers descended on New Delhi, India, for our Company’s second Leadership Conference. The main theme was ‘transforming tomorrow’ through sustainable growth. This event offers our most senior management the opportunity to come together to present their strategies, to discuss critical issues and to plan the best road ahead for the safe, sustainable growth of the world’s number one steel company – ours! 09 10 boldfeature

Basque: Jasangarritasuna, Kalitatea, Lidergoa; Hungarian: Fenntartható fejlődés, Minőség, Vezetés; Luxembourgish: Nohaltëgkeet, Qualitéit, 11

Our core product improves the lives of millions of people, and they want more and more of it. Our presence is transforming many communities and enabling them to prosper. If every part of our Company can become as good as the best, we will be a truly astounding company.” Mr Mittal in his Opening Vision speech

The ‘Mother of all Leadership Conferences’ New Delhi, India, 2008

With its exhaustive schedule, our Leadership groups characterised the event. On Day 1, Rolled out in four continents and 76 countries, Conference has set the tone and pace for one such working group, headed by MC these results are helping to measure our overall the next phase of our Group’s development. Member Robrecht Himpe, responsible for managerial performance. To recreate the entire event would take, well, Flat Carbon Europe, made a lively presentation three days! Thus, we can only bring you the on how to improve working conditions in Thanks to the survey, we know that... highlights: a taste of the sights and sounds ArcelorMittal. Occupational Health, respect, · 94% of ArcelorMittal exempts have confidence and issues in New Delhi. HR processes, emails and work-life balance – in the future of the Company all issues that have a daily meaning for us – · 84% would recommend ArcelorMittal as In preparation, organisers worked around the were some of the topics treated during this a great place to work clock to ensure that all aspects of the three-day session. Their proposals were based not · 90% are proud to work for ArcelorMittal event – travel logistics, preparation at the only on the results of the Leadership Survey Taj Palace Hotel, activities planning, catering, (in which 22,000 exempts participated), technical details and most importantly the but also on a survey conducted in August 2008 presentations ran as smoothly as possible. among 4,500 blue collar workers. Ten challenges for Also, for the very first time, the Performance “How we do, what we do” ArcelorMittal employees Excellence Awards were handed out in between sessions (see page 12-13). Pierre As Sustainability was the underlying theme, it is 1. Minimising the cost structure Gugliermina, CTO, congratulated all not surprising that the Corporate Responsibility while increasing production participants who entered in this awards (CR) session, opened by GMB member Gonzalo Urquijo and Rémi Boyer, VP CR, was in some 2. Systematic personal programme to identify and recognise development outstanding contributions to our Group. ways the key note of this Leadership Conference. Gonzalo, who calls CR: “How we do, what we 3. Consolidation: standardised Day 1 do,” spoke about how it is directly related to management tools in Kick-off by our hard-working ArcelorMittal’s business. “Following what Mr a complex organisation (and flying) CEO Mittal said in his speech,” he told the delegates: 4. Capitalising on existing Just a few hours before the event started, “The world will grow. We want to capture this growth in harmony with our stakeholders.” know-how and making it our Chairman and CEO, Mr Mittal, flew to practical for old and new sites New Delhi directly from Singapore, where on Rémi Boyer, who leads a team of 11 people 5. The price of steel versus the the previous night he was handed the Forbes consisting of the Corporate CR team as well as Lifetime Achievement Award (see page 43). the ArcelorMittal Foundation team, introduced cost of raw materials Never let it be said that Mr Mittal is anything our Group’s new CR strategy. Rather than 6. AIM200 – building global, less than inspiring when it comes to hard work! focusing on the 12 commitments identified highly efficient processes Mr Mittal opened the Conference with an last year for ArcelorMittal, it will focus on three to enable growth inspirational speech in which he invited all points: investment in our people, making steel 7. Maintaining and increasing delegates to “astound the world”. His Opening more sustainable and enriching our communities. market share without giving Vision was well received by the more than Felicidad Cristobal, who is its Managing Director, up our position through price 650 delegates of over 80 nationalities. also presented the ArcelorMittal Foundation. leadership and customer service Safety, Leadership, growth, CR and reputation Using an interactive map, Felicidad demonstrated were the main focuses. 8. Delivering major operational how, with over 560 projects around the improvement performance John Macnamara, VP Health and Safety, led the globe and a budget of 56.8 million US$, throughout our plants H&S session in India (in priority position number the Foundation is living up to its commitment: ‘In each action we transform the world’. 9. Creating long-term performance one) by presenting our Group’s ‘Journey to Zero’ for business areas improvement strategy (see pages 34 and 35). To close the day, a working group led by 10. Changing more and faster The Conference was not just a static event Evie Roos, VP HR and Communications, Long where people sat and absorbed information. Carbon Europe, shared with the delegates the Along with voting and panel sessions, working highlights of the recent Leadership Survey.

Leadership; Czech: Udržitelnost, Kvalita, Vůdcovství; Turkish: Dayanabilirlilik, Kalite, Liderlik; Irish: Inbhuanaitheacht, Caighdeán, Ceannaireacht. 12 boldfeature

Winners of the 2007 Performance Excellence Awards

Category Team name Name of the project

Safety, Health and Environment ArcelorMittal Jequitinhonha Green Coke Plant: an Intelligent Solution for Pig Iron Production Production Efficiency ArcelorMittal Indiana Harbor #4SP ArcelorMittal Indiana Harbor – #4 Steel Producing Breakout Reductions CIP Product Quality ArcelorMittal Vega and Global R&D Eliminate crater defect on exposed Galvanised and bright spot defect on exposed GA Customer Satisfaction ArcelorMittal International Shanghai World Financial Center Innovation ArcelorMittal R&D Structural Long Products Angelina® beam, an architect’s dream transformed to an industrial product Revenue Generation / Growth ArcelorMittal Kryviy Rih Reorganisation of Sales & Marketing to improve market mix for higher profitability

Did you know… Over the next four years, ArcelorMittal Galati in Romania will plant one million trees on its manufacturing site… Steel is infinitely 13

If we want to be close to our customers, we have to talk to them and listen to them.” Michel Wurth, Member of the Group Management Board

Day 2 India Session - Finance Minister “No other material will do” Chidambaram The morning of Day 2 of what moderator The Honourable Finance Minister Chidambaram Simon Hobbs (CNBC) called “the mother was the keynote speaker of Day 2. It was clear, of all leadership conferences”, opened with even before he entered the room, the respect a round table. Ten delegates expressed our that people have for this deep thinking biggest challenges for the months to come. economist. The Minister said he was proud Talent attraction and retention, self-sufficiency of what Indian-born Mr Mittal has in raw materials, operational excellence accomplished and of the fact that ArcelorMittal and integration of business processes were is a world-renowned company. He also the focuses of this session. commented on the challenges ArcelorMittal projects are facing in a “land of paradoxes.” Aditya Mittal, CFO, introduced the Growth Strategy Session. “Steel,” Aditya said, Customers and Products “has experienced unprecedented growth Innovation, collaboration between teams in the last decade, which has not always and market-oriented R&D were some of the been the case.” What drives this growth? ingredients of the case studies presented The industrialisation of two billion people during the session: ‘Customers and products’. in developing nations such as , Russia, In one of the case studies of the session, India and , on a scale the world has not the Long Carbon Europe team stressed the yet seen. “Our Group’s aim is to capture the need to develop high-value and niche products potential demand,” he said. to increase ArcelorMittal’s market share against competing materials, such as concrete. Aditya also addressed concerns in the markets, A couple of projects mentioned were saying that: “In the short-term, we can all have the jumbo beams for the foundations of hiccups, but fundamentally in the long-term, the Freedom Tower in New York and the these developing countries will continue 100 kilo tonne of sheet delivered since to grow. What unites all of these growth 2004 for a project to protect the Lagoon patterns (cars, homes, skyscrapers) is steel. of Venice, Italy, from the floods. And thank God no other material will do.” Automotive is another essential market for Bedrock of our growth strategy ArcelorMittal. One of the case studies of the Aditya also emphasised that this belief, session explained our Group’s contribution to that demand for steel will continue to grow, the Logan, the most profitable car in the taking into consideration the challenges, forms: Nissan- group. Its engineering principle “the bed rock and the basis of our growth is: designing at the lowest cost. Romania is the strategy.” His presentation highlighted our heart of the global Logan programme, and our Group’s efforts to support ArcelorMittal’s Romanian site in Galati produces 50% of the ongoing strategy through our strong pipeline total steel provided by ArcelorMittal to Dacia. of projects and our three elements of growth: Brownfield, Greenfield and M&A. He also Our participation in the solar energy market reiterated that we can, and are, expanding via was highlighted by Philippe Darmayan, geography, value chain and through products. CEO Steel Solutions and Services. “We are using our competency in the roofing field as “We cannot just focus on growth to remain a new way to put more value in our products,” leaders,” he added. “Cost reduction is also he explained. The final aim is to make solar part and parcel of our growth plan. We need energy a competitive energy through a to reduce our overall cost base because it combination of energy and added-value. increases our overall global competitiveness.” At the end of the session, GMB Member GMB Member Sudhir Maheshwari then spoke Michel Wurth stated: “If we want to be close about the role of M&A in our growth strategy. to our customers, we have to talk to them and “We have unrivalled industry Leadership. listen to them.” He invited Greg Ludkovsky, Our 3D strategy – the three engines which responsible for Group-wide R&D to the stage, drive this strategy – are our upstream who explained that since our last Leadership self-sufficiency (iron ore, coal), our distribution Conference in Cannes, our R&D colleagues and downstream capabilities and finally, have developed 37 new products! Greenfield. Our M&A is absolutely resolute to lead the way to ensuring we become one of the most valued companies on the planet.”

recyclable. More than 95% of the steel used in the automotive industry is recycled at the end of its life, saving millions of tonnes of CO2 14 boldfeature

of ArcelorMittal exempts How will we achieve our goal to become, not only the leader in steel, have confidence in the but the recognised leader in the industry in terms of Sustainability? future of the Company. We will do it through ‘safe, sustainable steel.’” % Gonzalo Urquijo, Member of the Group Management Board, 94 Responsible for Corporate Responsibility

The supply chain challenge ‘Safe, sustainable steel’ “I can clearly see, at the conclusion, what this In the ArcelorMittal world, eight million Once again, energy was high on Day 3. Group has tried to convey,” Mr Mittal said. tonnes of raw material are transported The afternoon session focused on the “One can see the maturity of our organisation; every year. Our 62 plants all over the world environment, a critical issue for the entire the alignment. 102 speakers presented over receive raw materials from 60,000 suppliers. steel industry. Invited speaker, Nobel Prize three days. Maybe some people only had Supply chain is about having these materials Winner and one of the world’s leading experts a few minutes, but everyone’s words had at the right time in the most cost efficient on climate change, Rajendra Pachauri, set the meaning. The passion and the way things manner. How can we achieve this? stage for this challenging issue. Dr Pachauri’s have been expressed have created an The session on ‘Dimensions and realities speech was met with a standing ovation. excitement in the organisation. This Company of the supply chain challenge in today’s is ready to grow. This Company is ready for After Dr Pachauri’s speech, GMB Member environment’ tried to answer this question change. This Company wants to be the most Christophe Cornier, kicked-off a series of for all conference delegates. “Historically, admired company in the world!” presentations based on ‘The CO2 challenge many battles have been won or lost because for future steelmaking’. There are many of the supply chain,” explained Davinder challenges such as: market-based policy Chugh, Member of the Group Management Note: A lot of excitement and hard work instruments, technological development Board, Responsible for Shared Services has also gone into making sure that everyone and international competitiveness. What can (see interview with Davinder, page 4). in our Group is informed about the outcome ArcelorMittal do to tackle these challenges? of this year’s Leadership Conference in New Day 3 Some of the solutions proposed were, Delhi. All presentations can be found at: Our Journey to Leadership the advocating of global schemes including Corporate News > Leadership all major CO2 emitters, special treatment The last day of the Leadership Conference Conference 2008 > Presentations of the energy intensive steel sector and started with ArcelorMittal challenges and on www.myarcelormittal.com the promotion of technological solutions. continued with some important steps in what has been called our ‘Journey to Leadership’. An open session with the GMB followed an afternoon ‘Values’ session. With no agenda, Bernard Fontana, Member of the Management and an atmosphere of transparency and trust, Committee, Responsible for Human Resources, our top leaders were invited to ask the reminded the audience that, at last year’s GMB any question they wished. Our top Leadership Conference in Cannes, 50% of the 650 decision makers did not disappoint, participants expressed that they would not To what extent are raising issues that were challenging. recommend ArcelorMittal to their family Yet the atmosphere remained open and we living our values? members as a place to work. A full action friendly and many jokes were made when plan was put together to turn this around. Our three brand values the going got a little tough. have changed the Some of the key achievements to date Commenting on this excellent atmosphere, Company’s behaviour: have been the signature of our Global H&S Mr Mittal said that he saw a big change agreement with trade unions, the recruitment between this event from Cannes: “Our family 34% admit that our values of 180 group engineers, 1,000 vacancies has grown. We are one company.” have had a considerable filled thanks to JobMarketOnline and the impact on key outcomes or rolling out of our recent employer branding A love for ArcelorMittal decisions taken in their areas. campaign plus the induction programme, At the end of a fantastic, but exhausting, developed to allow newcomers “a faster three-day Leadership Conference in New Company behaviour should understanding of Group business strategy Delhi, Aditya remarked on what a sense of change more in the future and a smoother adaptation process.” passion and commitment there was – if we want to live our values, especially in terms of The next bold steps a love for ArcelorMittal. As proof, he noted 69% of attendees voted that they would Sustainability. What are our main Leadership challenges be in favour of another transformational deal. ahead? In some countries, 50% of our leaders Our Company values are But you could also feel it in the warm, friendly will retire in the next 5-6 years. “We need supporting campaigns to atmosphere of the room. to place ambition at the right level: we need guide the way in which we to reach the best capability to attract, retain Gonzalo congratulated the organisers are entering markets, such as and grow the talent,” Bernard stated. and stressed the need to communicate the Mozambique, as well as the ideas and initiatives that had been discussed. trust of our shareholders and Brian Callaghan, VP Leadership Development, Michel highlighted the fantastic exchange showed the audience the new movie of the investors with regards to our of knowledge, invoking our leaders to take ArcelorMittal University, which carries the Leadership position. away the five best ideas: “…and put them theme ‘Grow with us’. “We encourage you into practice.” to use the University for yourselves, your direct teams and all your employees, as it is intended to serve all ArcelorMittal people, also at a local level,” said Brian.

every year… There could be molecules from Henry Ford’s first Model T automobile in the cutlery you use when you eat tonight… In Brazil, we are 15

using managed, renewable eucalyptus, which allows us to drastically cut emissions related to steel production. We have planted over 16 boldfeature

India a feast for the senses

The trick to enjoying India is to jump in, head first. Enjoying a three-hour visit to an open air market like Delhi Hatt, the heady smell of patchouli, the softness of saffron coloured silks and many shiny things entice one to spend far more rupees than planned. No price is ever the same twice, but the charm and friendliness of the Indian people encourage you to barter with the same fervour with which a Bollywood movie star jumps into a song and dance routine. India is a moveable feast – eastern style…

120,000 hectares of it so far… ArcelorMittal is one of the core members and the coordinator of the ULCOS programme, which aims to reduce 17

India has dozens of regional cuisines. Some dishes are not for the timid, but there is much more on offer than curry dishes. We really enjoyed the pancake-like dosas, and we loved the snack foods like samosas and papri chaat. Although curries are favoured in the south, meat-oriented Mughlai cuisine, which is similar to Middle Eastern food, is preferred in the north – in particular tandoori dishes.

“The question is not should I be in India. The question is, can I afford to NOT be in India?” Finance Minister Chidambaram

On the last day of the Leadership Conference A lively debate session was set-up between in New Delhi, when Mr Mittal’s relaxed Minister Chidambaram and one of India’s and happy mood invited everyone to feel leading female journalists. When asked why the same, GMB Member Sudhir Maheshwari major companies should go to India and “ This is a land of made a small confession. Having been the not China, the Minister replied: “The question paradoxes: don’t be person who proposed India as the location is not should I be in India. The question is, for the conference, he was relieved it had can I afford to NOT be in India?” shocked by paradoxes. come off as wonderfully as it had. Why not India indeed, as much for the culture Look closer and you For most of the delegates, even the poor as for anything else? And of all the parts will see transformation one bitten by a monkey, India was an of India to dive into, the best is the food. experience they will never forget. It was Dosas for breakfast, sweet lassis for tea, and change pure sensory overload. cucumber and mint raita, mango chutney, happening in India.” samosas and matar paneer. Who can resist? But it is also not difficult to see why Sudhir But Indian food is best when shared. Finance Minister might have had a few reservations after Thus we invite you to enjoy a bit of India making his bold proposal! The organisers Chidambaram with these four recipes, for which had their work cut out for them in more we especially thank Mrs Mukherjee, ways than one. Delhi airport is in the midst Mrs Rekha Chugh, Zainab M Tankiwala of expansion, but upon first arrival in such and Gaurav Nagpal. a major city, it can take one somewhat by surprise. Namasté! But… there is something magical about Delhi and about India. When Finance Minister Chidambaram discovered that for most of the delegates it was their first time in India, he told them: “This is a land of paradoxes: don’t be shocked by paradoxes. Look closer and you will see transformation and change happening in India.” This is so true! The grand hotels are more English than they are in England! The tuk tuks or three wheeler auto rickshaws (the only fun way to travel) careen wildly between Mercedes Benzes and motorcycles carrying entire families. There can be rubble on one side of the street and an insanely manicured lawn on the other. Small huts over here. Gleaming office buildings over there. And everywhere, no matter the dust, immaculate and beautiful Indian women in saris that are all the colours of the rainbow.

CO2 emissions associated with steelmaking by more than 50%... By 2010, will have the world’s largest high-speed rail network, with 18 boldfeature

The use of steel as a construction material has seen meteoric (or shall we say, ‘Mittalic’) growth in recent years. Steel buildings are increasingly rising up to transform the skylines of countries all over the globe. But is reaching the sky the only goal? Here we offer a small sampling of the many advantages of modern steel: it can take towers to the top, but it also facilitates beautiful design, offers lightweight, economical and flexible solutions and is clean, safe and recyclable. In short, we love ‘safe, sustainable steel.’

transforming tomorrow through construction

Looking at the illustration, you will undoubtedly recognise a few of the buildings. Along with the Eiffel Tower, you see the Cristal Tower, the Burj Dubai, the Calatrava , the Bionic Tower, the Empire State Building and the Petronas Tower. The Shanghai Financial Center, far right, is especially important to ArcelorMittal: we provided 490 metres of steel to create this ‘Pearl of the Orient’.

Eiffel Tower Cristal Tower Burj Dubai Calatrava Chicago 330m, Paris, France 450m, Madrid, Spain 788m, Dubai, UAE 610m, Chicago, USA (under construction) (under construction) 19

ArcelorMittal provided 490 metres of steel towards the construction of the Shanghai 490 Financial Center, below, far right.

Bionic Tower Empire State Building Petronas Tower Shanghai Financial Center 1,200m, proposed for 381m, New York, USA 410m, Kuala Lumpur, Malaysia 490m, Shanghai, China Hong Kong or Shanghai, China 20 boldfeature

Over the next few pages, we will introduce readers to three special buildings made of steel. From the very famous Beijing Olympic Stadium in China to a highly designed vocational school in France, steel is increasingly the material chosen to create those buildings that are ‘transforming tomorrow’. Reaching the sky with increasingly strong steel!

The golden age of steel in construction It is this very steel ‘skeleton’ that, in fact, In many ways, steel is an ancient material. makes skyscrapers possible. And because Its origins date back to the 13th century BC a skyscraper is supported by its internal when iron and charcoal were first combined steel framework, its exterior can be properly. The rise of metals in construction completed with stainless steel and glass, began in the 1700s with the use of iron allowing for some of the breezy, elegant columns within walls. Iron beams and columns structures we see today. became a common feature in large industrial From the very beginning of modern buildings over the years. But steel’s modern architecture, steel has played a key role in incarnation is generally credited to Sir Henry the construction of skyscrapers. As urban Bessemer. With the invention of the phenomena, these buildings mark their time, Bessemer process in 1855, steel became as well as their environment. In the collective a relatively inexpensive mass-produced good. unconscious, they remind us of the Babel It also has become an integral part of bridges, Tower, as one of mankind’s recurrent pipelines and now skyscrapers. Today, steel is challenges. In Europe, the Americas, one of the most common materials and the Middle and Far East – these outstanding > Close-up of the Beijing Olympic Stadium is an essential element in every part of towers sprout in every corner of the earth the infrastructure of the modern world: and require the most advanced steel from buildings to tools and automobiles qualities to hit new records in terms of height, Did you know... to appliances. as does for instance the Shanghai Financial … that if the Eiffel Tower were to be Reaching the sky with increasingly Center with its spectacular 490 metres rebuilt today, the engineers would only strong steel! of ArcelorMittal steel in the ‘Pearl of the need one-third of the amount of steel? Orient’ skyline. Before steel was used, a construction was supported by its outside walls. Architecture changed dramatically with the advent of steel. Because it is a strong and yet light metal, builders were able to construct a framework that could support the weight of a tall building.

2,230km of rails, all made by ArcelorMittal… Steel is essential in the construction of wind power generator towers: an 80 metre tower needs 21

The structure of China’s brand new national stadium, known as the ‘Bird’s Nest’, is made of 45,000 tonnes of interwoven steel plate. Unwrapped, the ‘strands’ of the Bird’s Nest would stretch for 36km.”

A nest made of steel to host the It required around 45,000 tonnes of steel Olympic Games welded into girders to form ‘the steel twigs Steel is the material Hitting fantastic heights however, is only of the nest’. Started in December 2003, of choice for the one of the many things that steel, the construction, which mobilised 8,000 Olympic Stadium as a construction material, can do. workers, was completed last June and Take for example, the intricate design handed over to the Chinese authorities. in Beijing. Some 45,000 work of the Chinese Olympic Stadium. A real challenge on this unique building site, and almost impossible to achieve using tonnes of steel were After the fashion of the Athens Olympic a material other than steel! welded to form the Stadium built for the 2004 edition, steel was the material of choice for the Olympic Game In all, 110,000 tonnes of steel were used ‘twigs of the nest’. Stadium in Beijing. Designed by the Basle- in the construction of the national stadium, based architecture firm Herzog&Demeuron including concrete-reinforcement bar. At least in collaboration with Chinese artist Ai Weiwei, three million tonnes of steel all together was the Stadium conceived for the 29th Olympic used for the construction of the stadiums, Games stands out because of its symbolic the Olympic village and public transport architectural design and its magnitude. projects in Beijing. With its majestic dimensions (330m long, 220m wide and 69m high) this building can hold an audience of up to 91,000 people on a surface of 250,000m2.

> > Beijing Olympic Stadium about 174 tonnes of steel… ArcelorMittal duplex stainless steel plates will play a major part in the sector gates system that will keep 22 boldfeature

From large, well-publicised projects to smaller, local ones, steel is being used in many of the most impressive constructions, worldwide.

Did you know... The City of Arts and Science in Valencia, Spain, was designed by the Spanish architect Santiago Calatrava, who, in addition to being a prolific sculptor and painter, is also responsible for the Chicago Spire (the Calatrava Tower, as seen in the illustration on pages 18-19).

> The City of Arts and Science

The City of Arts and Science is fast becoming one of Spain’s top tourist attractions, something that should make us all proud, as its unique buildings were made possible because of steel!

Mont St Michel – a UNESCO world heritage site – an island… ArcelorMittal is providing 20% of the steel for the Freedom Tower in New York, 23

Recently inaugurated in September 2008, the Gallieni Secondary School has become a symbol of rebirth for its local community.”

> Artist’s impression, Gallieni Secondary School

Open your eyes and you will see: traditional building methods; they are lighter In addition to those colossal constructions, steel is everywhere! weight; they are easier to maintain; and they in terms of height, loading and tonnage, At first sight, the City of Arts and Science carry a reduced risk of fire. Steel is recyclable, it is also at the heart of other, more humble in Valencia, Spain, designed by the Spanish which makes it an especially cost-effective constructions where cost-efficiency and the architect Santiago Calatrava, seems to and environmentally sound alternative adequate use of the material are crucial. be made of concrete. Wrong impression! to any other construction material. Above all, This refers to schools, small activity centres, Steel is used to build the museums, steel is strong and durable. It can withstand flats or houses, but also to the makeover of a panoramic cinema and the various pieces hurricanes, high winds, heavy snow and existing buildings where steel works wonders. of equipment that make up the cultural even earthquakes. In order to generalise the use of steel in those kinds of constructions, we need to fight hard complex. The final element of this major Houses made of steel are more energy- against traditional techniques deeply rooted architectural piece of art, the Agora, efficient and come with reduced maintenance. in these often small-scale proximity markets. is currently under construction. Modern technologies have greatly influenced th Breakthrough steel floors for a high-tech the growth of the use of steel in construction This year, the theme of the 11 Venice vocational school since it can be used for better design and Architecture Biennale is ‘Architecture beyond fabrication. building’. This slogan puts forward that Designed by architect Claude Vasconi, architecture, beyond building, needs to the Gallieni secondary school in Toulouse, But then, why not give the final word to make its environmental impact one of its France, is definitely one of a kind. Built on an expert, Pierre Engel, Development main concerns. Here, Sustainability clearly the site of a former chemical plant which Manager at ArcelorMittal’s Building is the guiding principle, and will increasingly exploded in 2001, causing 30 fatalities and Construction Support? become an essential concept for all future more than 2,000 injuries, this school has constructions. become the symbol of rebirth after the In a world made of steel industrial tragedy. “Most appreciated by designers for its As for other materials, their technologies fineness and precision, steel is the material are in constant progress. And that is exactly Iconic, the project is carried out in line with that can come closest to the lines of the what our challenge will lie in: producing our Sustainability commitments in order sketch, the architect’s drawing, and is second practical steel solutions that guarantee to guarantee the well-being of its users, to none in creating aesthetic and strong Sustainability, efficiency and innovation to trying to master the noisy environment Archean structures. Whether in the form customers. This fierce technical and financial generated by the airport’s air lane and the of plates or foils, steel offers multi-coloured, struggle, aimed at increasing our market gigantic planes of the plants which lacquered and enamelled coats as well as solid stakes, means a double opportunity for us: fly just above the school. or shiny carapaces made of stainless steel. first, our Group prides itself on outstanding Entirely built with ArcelorMittal steel, this Today, steel is widely used in all types of innovation and production capacities, but 2 40,000 m school uses our breakthrough constructions: in bridges, structures, what’s more, steel can be recycled endlessly.” perforated Cofradal 200 floor, developed public and utility buildings such as warehouses especially for this project by ArcelorMittal’s or car parks, but also in shopping centres. Building Construction Support and Its use very often augurs architecture of Constructalia is ArcelorMittal’s steel ArcelorMittal’s Construction, in collaboration the highest quality. It is sometimes construction website that offers fascinating with the architect of the project. transformed into offices, sometimes into and insightful updates on products, steel trends, design and so much more The merits of steel Olympic stadiums as in Athens or Beijing, sometimes into skyscrapers such as the in the global steel industry. Discover more These are just some of the ways that steel Freedom Tower, under construction on about the wonderful world of steel at is helping to transform tomorrow. Can we New York’s Ground Zero. Huge train stations www.constructalia.com take a moment to sing steel’s praises? as in Berlin, state-of-the-art airports as Steel buildings are usually constructed much for instance in London, Madrid, Hong Kong faster than buildings using other materials; or Paris… Steel is part of every challenge. the costs are usually lower compared to

including 2,149 tonnes of ArcelorMittal Jumbo Beams. We are the only steel company in the world capable of providing these beams… Michael Sierra, 24 boldnewsfromsegments

Readers will notice a slightly different look to this issue’s ‘news from segments’. The shift in layout will encourage flexibility in the stories and groups featured. In this issue, we hear from Stainless, Flat Carbon Americas, Automotive, Tubular and Long Carbon Europe.

> Genk Meltshop team wins Imitation Special Award News from Stainless

On June 11-12 2008, more than 250 people, workers and managers, from our Stainless plants all over the world met in Bilbao, Spain, for the Stainless Challenge Continuous Improvement 2008. This event, launched four years ago by the Stainless segment, has of yet no equivalent in the ArcelorMittal Group; nonetheless it has been benchmarked by the Excellence Award programme.

patissier, is modelling his chocolate creations on steel products in , Spain… Jean-Louis Paron of Gandrange, France, brought boxing to 25

The event highlights the nine best industrial actions led by Continuous Improvement teams mainly composed of shop floor workers.”

“ Our group is so big that whenever you face a problem, there is always an internal specialist somewhere who can solve it.” Pierre Gugliermina, Executive Vice President

Success story for managing imitation: Executive Vice President ArcelorMittal and Stainless ‘Challenge’ inspires Chief Technology Officer, and Jean-Yves Gilet, Continuous Improvement Executive Vice President ArcelorMittal and Each year ‘The Challenge’ is a milestone for Stainless CEO. The jury has the difficult mission ArcelorMittal’s Stainless community. Its spirit to evaluate the best projects throughout the is fully in line with ArcelorMittal’s identity and Stainless segment. vision. Its success is based on enhanced sharing The 2008 ‘Challenge’ edition was focused of best practices, fostering performance spirit on imitation, a best practice to be promoted at each level of the Company and on proximity within the whole Group. As Pierre says management focused on workers’ recognition “Our group is so big that whenever you for Continuous Improvement actions. face a problem, there is always an internal In that sense, ‘The Challenge’ embodies the specialist somewhere who can solve it.” results of actions deployed on the shop floor ‘The Challenge’ is the opportunity for all year long. As an example, total savings from operators from all over the world to share the projects presented during the previous their experience and exchange knowledge with ‘Challenges’ represent eight million €. If we others. This is why it is such a powerful tool to consider all improvement actions implemented boost imitation, not only within the segment, within the Stainless segment, savings reach but also outside of it. Stainless does open the 100 million €. The event is a major recognition sharing to other segments to widen the time for teams who have led industrial innovation tank: for example this year innovative projects on sites. ArcelorMittal was one of our guest Focus on imitation speakers. They presented an improvement project on galvanising lines. The event highlights the nine best industrial actions led by Continuous Improvement teams In addition, Stainless was proud to receive mainly composed of shop floor workers. Didier Lux, Airbus Senior Vice President of After being audited on various criteria and Quality. Our special guest shared best practices trained to present their project at their sites, applied within Airbus on project and quality teams have the opportunity to explain their management. He insisted on the power of improvement project in front of a jury which such an event to lever out the best in each includes Gonzalo Urquijo, Senior Executive Vice worker around the world. President ArcelorMittal and Member of the Continued on page 26 Group Management Board, Pierre Gugliermina,

Palestine as part of a solidarity initiative for children and other victims of the Israeli-Palestinian conflict… 42 people from 16 countries travelled 26 boldnewsfromsegments

“ This is a great opportunity to improve your personal development and professional skills. I think that for any professional worker in a global market it is very important to have new challenges.” Paulo Cardozo, General Industrial Manager, São Paulo, Brazil

Continued from page 25 Mobility within the Americas High performance through sharing Many employees in the Americas region The projects that demonstrated performance (, Brazil, Canada, Costa Rica, Mexico, achieved through sharing had the best chance Trinidad and the United States), are taking to win the prize. This year the ArcelorMittal advantage of ArcelorMittal’s international Imphy team received the trophy from Gonzalo mobility programme as a unique opportunity and Jean-Yves for their ‘Breakthrough to advance their career development, transfer improvement on a bottleneck leveller’ project. knowledge throughout the region and generate In addition, ArcelorMittal Genk meltshop team an environment filled with best practice sharing. won the imitation special award. To date, an estimated 75 employees from ‘The Challenge’, which symbolises Stainless’s across the Americas have relocated through determination to improve and share, became the mobility programme to other Americas a powerful management tool which year locations to learn new skills and share after year embodies our managerial model. business experience. Formerly focused on improving sharing within the segment, openness and imitation of A great opportunity practices outside of Stainless will be especially Within the Flat Carbon America region, recognised in the next edition. several employees have accepted temporary or long-term assignments in the United States, Canada, Mexico and Brazil. Employees from Long Carbon America are also participating in this mobile opportunity, with employees relocating to Canada, Brazil, Costa Rica or the USA. “This is a great opportunity to improve your personal development and professional skills,” says Paulo Cardozo, General Industrial Manager from São Paulo, Brazil who has now been working in Costa Rica for more than two years. “I think that for any professional worker in a global market it is very important to have new challenges. It’s a special opportunity, which is why I chose to move to Costa Rica with my wife and three children.” to Mexico in June for the Slab Casting Knowledge Management Programme, hosted by ArcelorMittal Mexico… ArcelorMittal offers three 27

Around 75 of our Flat Carbon America colleagues have so far relocated through the mobility programme. By accepting temporary or long-term assignments in other regions, these men and women are achieving new levels of personal and professional growth.

News from Flat Carbon America

> Gustavo Hernán Penna

Gustavo Penna agrees that there are many benefits to participating in the mobility programme. Penna, a General Financial Manager from Buenos Aires, Argentina, has also relocated with his wife and children to Costa Rica. “For me, there were three important reasons to take advantage of this experience: professional development, new opportunities and having the support of my family to make such a change.” For Raquel Pittella Cancado, formerly of ArcelorMittal Tubarão (Vitória), Brazil, being part of ArcelorMittal’s mobility programme was perfectly aligned with her focus on expanding her career to an international level. When she was interviewed for an open position in Chicago, USA, for a Director of Strategy & Integration, Flat Carbon America, In Raquel’s case, she researched how other she was looking forward to being part of the employees and companies manage such Americas post-merger integration effort. a transition. “You and your family must want “Your ability to contribute, perform and innovate to make this move. Your home office has to must be attributes you bring to each assignment support and see the benefits of your move, you have during your career,” said Raquel. and the new location has to need someone “What’s exciting is that the Company worked like you. With those points covered, managing with me to align me with a new position and the move is much easier,” said Raquel. “From the a professional development plan that included job offer in the USA, until the time I moved mobility and competences that I was looking there, it took about eight months to move from to further develop. I was at a point in my career Brazil to Chicago.” where moving forward – and moving For all three Americas employees, the transition somewhere new – was a positive option.” worked well. “The transition was quiet and Preparing for change balanced – my family adapted very quickly Each of these employees agrees that and I immediately aligned with my new team,” it takes some special preparation to says Penna. embark on a new life in a new country. The benefits of moving throughout “To move to another country you have to be the region prepared professionally and psychologically. There are numerous benefits from such You really must learn the country’s language an experience. For Cardozo, working for and understand the culture,” said Cardozo. another Americas country has led him to “You must improve your capacity to focus, expand his vision of our business. “I learned make a plan and use your network of friends how important it is to work within a team to support you during your transition to a new when you are in another country.” country. These efforts, along with planning, are an essential tool to your success.” Continued on page 28 children’s camps in Temirtau, Kazakhstan, where 500 children aged 6-14 enjoy lakeside summer activities… Since its founding 54 years ago, the 28 boldnewsfromsegments

What’s exciting is that the Company worked with me to align me with a new position and a professional development plan that included mobility and competences that I was looking to further develop. I was at a point in my career where moving forward – and moving somewhere new – was a positive option.” Raquel Pittella Cancado, formerly of ArcelorMittal Tubarão, Brazil, now working in Chicago, USA

Continued from page 27 “You need to understand the dynamics of that team and adjust your management skills accordingly,” Cardozo adds. “It is possible to move to another country, but your success truly depends on you and your capacity to be flexible and to change within new situations.” For Raquel, the experience has enhanced her ability to be flexible, creative and reinvent how to work and communicate. “There is not just one way to achieve an efficient result. Respecting others’ experiences enables you to be aware of and sensitive to new solutions. Accepting such an opportunity is very personal. It is critically important to understand how to approach managing your role within another culture,” she says. “But if you want to be part of ArcelorMittal’s future transformation, this experience offers amazing benefits for personal and professional growth.” Penna agrees. “I really recommend this experience to those who are searching for a great opportunity to grow, develop and meet the new challenges of working in a new place with new people.”

Professional Training Centre of Stainless Brazil has trained four thousand specialised professionals… ArcelorMittal’s London office football 29

News from Automotive Worldwide

Scrap buy-back: a growing, dynamic price based on the market, professional “ Since scrap selling did programme in the Automotive division handling from the Recycling department, For steelmakers, scrap metal is an essential and a homogeneous route. “The scrap not significantly affect resource whose supply needs to be secured buy-back initiative is about opening doors bottom line profit, in terms of volume and quality. For this reason to synergies,” says Richard Lézé, Controller, ArcelorMittal has implemented an efficient Automotive division. “ArcelorMittal recuperates many companies felt scrap buy-back programme directly with a valuable resource for its own production its customers. needs while helping clients control cost by there was no need optimising the management of scrap.” to keep track of it The production of one ton of steel requires anywhere from 10% of scrap in the integrated Client perspective on scrap buy-back on a global level. route up to 100% in electrical furnaces. In the past, scrap selling was done on a very But today that situation On a yearly basis, ArcelorMittal buys an local, individual basis, mostly through the average 28 million tons of scrap of which intermediary of scrap dealers. “Since this has changed.” 20% is high-quality scrap. On the other hand, aspect of the business did not significantly Christophe Laprun, steel industry customers, especially carmakers, affect bottom line profit, many companies generate a large percentage of scrap (up to felt there was no need to keep track of Commercial Manager, an estimated 30% of flat sheet), during their scrap selling on a global level. But today, Recycling fabrication and stamping processes. due to major fluctuations of scrap prices and the globalisation of the industry, that Over the past five years, scrap has become situation has changed,” comments Christophe scarce and has known continuous price Laprun, Commercial Manager, Recycling. increases. For example, in Europe, the first six months of 2008 experienced a 98% price Other concerns for automakers: managing increase compared to December 2007. environmental issues throughout the life cycle Consequently, scrap buy-back has become of a vehicle has also become another challenge a strategic priority for both ArcelorMittal and due to stringent recycling regulations. the automotive industry who must re-evaluate ArcelorMittal has the ability to offer a truly how to manage scrap. Today, contracting scrap global service to its clients, which has become purchase directly with our clients, who need essential for automakers. Through the scrap to recycle and optimise their scrap, is a way buy-back initiative, automotive clients are to guarantee ArcelorMittal’s scrap supply. guaranteed not only price indexed scrap sales The automotive solution but also traceable recycling that meets In 2007, ArcelorMittal produced approximately international norms (ISO 14001) and overall 116 million tons of steel. For this purpose service from steel professionals that recognise a constant flow of scrap metal is needed. the value of steel. Beyond the scrap buy-back Moreover, the quality of scrap is mandated programme, ArcelorMittal is also committed in order to sustain a good quality of steel. to helping carmakers find the best solutions for end-of-life vehicles. To achieve these two targets, quality and Continued on page 30 quantity, one solution has been found through a common initiative of ArcelorMittal’s Automotive and Recycling teams: offering and negotiating scrap buy-back options with automotive clients who generate large amounts of scrap. For clients, it assumes a fair

team got third prize in July’s Steel Business Briefing Annual Summer Soccer Tournament in Hyde Park, London… Steel Solutions and Services June 30 boldnewsfromsegments

Continued from page 29 A far-reaching initiative ArcelorMittal’s goal for 2008 is to buy-back 2.5 million tons of scrap from our clients. This achievement will be due in great part to efforts in the automotive industry, which currently makes up 50% of the total scrap purchased within this programme. At present, most of our Company’s efforts in the Automotive division have been focused in Europe. Moving forward, ArcelorMittal wants to increase efforts in the NAFTA and South American regions, include scrap buy-back projects in all Greenfield initiatives with new clients and establish logistics platforms in strategic areas to assist the collection process. The changing dynamics of the steel industry have made scrap buy-back a strategic element of the business for all actors involved. Today, ArcelorMittal is the only company that can offer a truly global service to its clients. As a leader, ArcelorMittal considers itself a reliable and responsible partner. The scrap buy-back programme illustrates this commitment.

CLN, one of the leading steel service centres, stampers and wheel makers, mostly present in Europe, generates 435,000 tons of high-quality scrap per year. Given the economic context, CLN has decided to centralise the scrap management in 2007 with the support of the ArcelorMittal Recycling department. Direct contracts have been settled in France (two sites), followed by Poland (four sites) and Romania (one site). The main advantages, as described by Gilles Peru, CLN Group Scraps Coordinator, are: reducing the number of intermediaries; better managing flow and volumes on site; simplifying administrative issues; and better identifying reliable contact partners. “Optimisation of the supply chain with the support of a big group leads to a win-win situation,” concludes Gilles Peru.

magazine reports on the growing use of stainless steel for swimming pools in Europe… In July, Petr Wiechiec and Petr Podstawka, from 31 News from Tubular

The Tubular Products division of ArcelorMittal “Establishing and enhancing operational “ Establishing and is a large and diversified producer of pipe excellence in all our 26 plants is our and tube products, serving markets around first priority,” says Jerome Granboulan, enhancing operational the world from 26 operating units in CEO of Tubular Products. 11 countries (Venezuela, Mexico, United excellence in all States, Canada, France, Romania, Poland, Leadership in Tubular, as elsewhere our 26 plants is Czech Republic, , Kazakhstan and at ArcelorMittal South Africa). With its seamless, spiral welded With the announced plans to develop our first priority.” and longitudinal welded small and large Greenfield sites in Saudi Arabia and Nigeria, Jerome Granboulan, outside diameter products, the company we will continue to grow and progress is active in the Energy, Mechanical and towards our goal to be one of the leaders CEO of Tubular Products Automotive markets. of this industry. Through operational excellence, knowledge and transfer, we will The division was formed from merging ensure that the best practices are adopted ArcelorMittal’s Pipes and Tubes assets across the organisation and are demonstrated with Dofasco Tubular Products in 2007. in our results. The Tubular Products division has an annual manufacturing capacity of three million tons Tubular Products has over 12,000 employees and revenues in the range of three billion US$. worldwide. Thanks to their commitment and to the network of production sites which The management and leadership teams of are closely related to ArcelorMittal’s upstream the Tubular Products division are committed mills, as well as their relationship with the to satisfying the needs of our clients by Research and Development centres, we are efficiently providing high-quality, high- well on our way in our journey to being one performance products in increasingly complex of the leaders in this industry. operating environments. Our goal is to become one of the leading world players on the tubular product market.

ArcelorMittal’s Tubular Products Karviná in the Czech Republic, cycled through Poland, Sweden, Finland, Estonia, Latvia and Lithuania - an impressive 32 boldnewsfromsegments

We aim at operating in a people and environment friendly way.” Sanjay Samaddar, Chairman of the Board of Directors, ArcelorMittal Ostrava

News from Long Carbon Europe

Zenica restarts its blast furnace The blast furnace was commissioned on Ostrava invests in environmental after 17 years June 30th, and the first heat was tapped on protection July 1st at 12:45pm! The restart of the integrated route in At the end of June 2008, ArcelorMittal’s Zenica marks a major milestone in the Once fully operational, the integrated route Investment Allocation Committee (IAC) development of Bosnia’s steel industry. has an annual production capacity of about gave the green light to the investment in This 135 million US$ (83 million €) project one million tonnes. Ore requirements will the de-dusting of Ostrava’s sinter plants. – which is called Fenix after the mythical largely be covered by ArcelorMittal’s captive Sanjay Samaddar, Chairman of the Board bird that was reborn from the ashes – brings mines in Bosnia, while coking coal is imported. of Directors of ArcelorMittal Ostrava, Zenica’s total installed capacity of liquid steel A difficult and challenging road… tells us how his company is going to take to about 1.9 million tons. The cost of that leads to opportunity up the environmental challenge. electricity and the lack of scrap were key in MK Srinivasan, CEO of the plant, comments: the decision to rebuild the seriously damaged Q: Environmental protection has been a “Local employees consider this project sensitive topic at Ostrava for a long time. integrated route in Zenica 17 years after the an excellent opportunity for their country. war in the Balkans halted production. What does your action plan foresee? It has been a difficult and challenging road. SS: “Of the investments dedicated to the When ArcelorMittal took over the Zenica But, as we mark the formal restart of modernisation of our installations, we intend plant in late 2004, the integrated route was integrated production, we are celebrating to spend 25% on environmental protection. in a state of total disrepair. After first studies the beginning of a new and exciting journey Our action plan includes investing in new in 2006, reconstruction started in the second – one which will see high-quality steel from technologies for the desulphurisation of quarter of 2007. The refurbishment Zenica once again serving the growing the power plant and the de-dusting concerned all areas of the plant. April 2008 needs of expanding markets throughout equipment of our two sinter plants. marked the start-up of the coke plant and Bosnia and Herzegovina and the whole of two sintering installations. South East Europe.”

“ We are celebrating the beginning of a new and exciting journey – one which will see high-quality steel from Zenica once again serving the needs of expanding markets.” MK Srinivasan, Zenica CEO

4,750km to and from the Swedish town Juokneski, situated on the border of the northern polar circle… Four ArcelorMittal researchers from 33

The sinter plants’ de-dusting will decrease 70% emissions by 70%. Completion of the Madrid project will de-bottleneck downstream activities, increase production by 9% and reduce cost of maintenance in this area of the plant by up to 90%. Maintenance and production down-times will both decrease by up to 85%. > MK Srinivasan and Sanjay Samaddar

Q: How have you proceeded to define Q: What improvements do these Madrid: de-bottlenecking increases your objectives? investments bring? capacity and cuts costs SS: We have involved independent experts SS: Their effect will be substantial. The sinter from Ostrava’s Technical University in plants’ de-dusting will decrease dust The 16 million € investment at the Madrid selecting the most suitable technical solution emissions by 70% compared to the current plant comprises a new cooling bed for the with respect to environment protection. situation. The improved filtering system of rolling mill in order to produce beams up to They assessed the programmes we suggested our steel plant will further decrease dust 24 metres long. An additional stacker for the and compared these with the most up-to- emissions. The power plant desulphurisation packaging of longer beams will be installed, date technologies in the steel industry all will result in a 50% reduction of sulphur as well. All works will be performed without over the world. By giving access to our oxide releases. shut-down. investment plans – including state-of-the- Our environmental investments will Completion of the project will de-bottleneck art technologies – to independent local definitely have a positive impact on the downstream activities, increase production experts, we wanted to prove our commitment whole region. These two projects are the by 9% and reduce cost of maintenance in to the region both as entrepreneurs and first big steps towards our goal to reduce this area of the plant by up to 90%. as local citizens. our environmental footprint to the level of Maintenance and production down-times our best performing plants.” will both decrease by up to 85%. Finally, product quality will improve through reduction of defective products. The new installations are expected to go into operation in the fourth quarter of 2009.

Montataire, France, participated in 2008’s Roller in Le Mans, France, skating on their rollerblades non-stop for 24 hours… Mario Müller 34 boldsafety

All 320,000 of us (440,000 including contractors) can – and must – do everything within our power to improve our Group’s current Health and Safety performance. John Macnamara and Robert Kanz tell us how ‘Journey to Zero’ is being implemented across our Group to directly address this challenge.

Our Journey to Zero begins!

> John Macnamara, VP Health and Safety

How will ‘Journey to Zero’ help us “Because ArcelorMittal is a wide Group,” Paying more attention to – health! improve? says John Macnamara, VP Health and Safety, Dr Robert Kanz, PhD, Health Manager, ‘Journey to Zero’ will be a common language “we will be able to exchange best practices describes the development of the used to drive ArcelorMittal’s continual through all operational activities done H&S Committee’s integrated strategy H&S improvement and to develop common under the scope of ‘Journey to Zero’. and action plan. “At the moment, we have leadership actions to deliver performance Being bold means sharing the best we the WEF (World Economic Forum) definition excellence. It will leverage learning and share have around the sites.” of two worlds: developed and developing. best practices across our entire organisation What do we all have to do? Because of the global reach of our Group, and engage people at all levels to identify high our new Health Committee has to develop We have to learn from the good examples impact improvement priorities, helping us to initiatives to respond to the needs of these already being realised throughout our Group ‘live’ our H&S values. two worlds.” and praise and recognise the improvements ‘Journey to Zero’ starts now! being made. Four mini presentations are For example, in places like the USA and The sooner we begin this Journey, the quicker available on the ArcelorMittal website. Canada, there might be more emphasis we can reduce incidents and improve our All demonstrate the sort of good practices on screening for things like cancer. H&S performance. The process starts at to which we should pay attention. In the developed world our Group can employ more of a ‘top down’ approach. the top and will be led by a senior site “We are trying to provide a unifying approach, “The Committee will create initiatives, leader – CEO/COO. In every site/location, one of continuous improvement,” says John. such as a Health Manual and, most a ‘Talent’ will be selected as project leader. “This will not be possible without Leadership importantly, establish our standards.” Improvement initiatives will also be rapidly on the shop floor. We need to identify ways developed so as to become part of local to improve. The best initiatives are those But, we must keep in mind that programmes H&S business plans for 2009. that deliver the greatest impact with the such as ‘Fit for Life’ or ‘Health at the We aim to focus on preventive operational least effort. We want more emphasis on Workplace’ are difficult to transpose to activities, improving standards through the health aspect, which we have not been all places, as locations may require various effective implementation of good and best giving enough visibility to until now. investments in the basics of occupational health. This is why our Global H&S Committee practices including hazard identification and Our main focus is on major injuries. Yet, we has continental representation (one person risk analysis; accident/incident investigation; should also be including in our messages each for Canada, USA, Asia, Africa and critical task analysis; indicators follow-up; preventative health measures, recognising Europe). The initiatives must meet the needs system review; communication process; shop such things as back pain, carpal tunnel of specific regions. floor audits; colleague care… and much more. syndrome, fatigue, stress etc. These are This will be part of a complete Safety all issues that should be addressed.” Localised master plans Management System (SMS), underlying One mandate that Corporate H&S has is actions that are shop floor oriented and event the implementation of master plans, which analysis driven. Each single H&S business involve a more ‘bottom up’ approach, meaning plan on site can refer to the SMS to devise direct help for the operations. It is not unusual key initiatives with reference to their own for a master plan to take up to three years culture, their past results, their history and to develop; involving analysis and resulting motivational capabilities. in the development of an action plan.

from Mtrac, an ArcelorMittal contractor, demonstrated his commitment to safety and performance, achieving an impressive 4th place in the 23rd 35

Following the Global Health and Safety Committee meeting in East Chicago in June 2008, new Global H&S standards have been refined and finalised. Nine standards are now available at www.myarcelormittal.com. These include the new – and very critical – global standards for contractors; vehicles and driving; cranes and lifting; as well as the Alert Procedure.”

> Dr Robert Kanz, PhD, Health Manager

Ten ways the Health Committee will contribute: Analysis of health status and main illness causes Analysis of hygiene status Definition of Group health programmes contributing to ‘Journey to Zero’ Definition of an adequate reporting and metrics system, introducing leading indicators and allowing performance measurements Definition of advanced environmental health and hygiene concepts Definition of health and hygiene strategies Definition of main group health and hygiene This process can be quite complex, especially The mobile unit can cover all of the mines standards and recommendations in places like Kazakhstan where there in the Karaganda region, which spread across Definition of a best practices portfolio are mining and steel operations and where 1,000 kilometres. Satellite technology can 50,000 employees are affected. be used for diagnostics, for example x-rays Definition of a health REX system But assistance will be available, as Robert can be digitally transferred to hospitals far Initiation and follow-up of pilot and master explains: “We can offer advice, help to create away for expert diagnoses.” Once established, plan projects Health and Safety action plans, provide such a solution can be used in other regions. training and assist with the technical aspects of knowledge transfer. The key is A call to action for the Health team to be active in projects, The H&S team is working hard to achieve not just sitting in our offices with theoretical results, but they cannot do it without ideas. We need to go places and build up every member of the ArcelorMittal team’s practical help.” 100% commitment. Across our Group, we all have to live our H&S values. We all have Robert offers a case study where this kind of to improve our work environment – whether call to action is being applied. In Kazakhstan, we work in an office or on the shop floor. “CEO Frank Pannier is now at the helm, Together, we will make this Journey a success. and has taken a very pragmatic approach to improving health and hygiene. There is a directive, a Medical Doctor, Alexander Find the complete ‘Journey to Zero’ at Kustnjazev, and a consulting group that www.myarcelormittal.com have helped develop a local plan.” Download the safety standards at the Sharing of solutions H&S Portal on www.myarcelormittal.com Lessons learned in one country can be useful company-wide. In Kazakhstan, for example, a mobile health unit was established. Robert explains: “By creating a modular building that we can put on rails, we can do lung/eye testing and lab testing. This solution is eco-efficient, mobile and works to very high standards. international ADAC Truck Grand Prix at the Nürburgring racetrack, Germany… In Zenica, Bosnia and Herzegovina, our Group is supporting a 36 boldstatistics

In a new series of articles, boldspirit will be reporting on various aspects of our fascinating steelmaking and mining processes. In this issue, we focus on the blast furnace, a critical facility for ArcelorMittal.

Celebrating our steel giants: blast furnaces!

In some ways you could say that the blast The steelmaking process: the blast furnace is the old workhorse of the steel furnace! industry. Typically, they are in operation The blast furnace is where the iron is 24 hours a day and seven days a week, extracted from the iron ore. and they have been around a long time; the first blast furnaces appeared in the Solid ore and coke are fed into the furnace 14th Century. Although modernisation and from the top, while a stream of very hot air new technology are vastly improving the (1,200°C) from the bottom causes the performance, reliability, cost effectiveness combustion of the coke, with its virtually and environmental impact of these stalwarts pure carbon content. This produces carbon of steelmaking, the basics of the blast furnace oxide, which ‘reduces’ the iron oxide by process remain practically the same. removing oxygen, separating the iron. MEPS (independent steel analysts) forecasted The heat created by the combustion melts in February 2008 that: “Blast furnace the iron and gangue (aggregates of minerals ironmaking in 2008 will top 1,000 million in an ore) into a liquid. The gangue, being tonnes - 6% up on our anticipated figure lighter, floats to the surface of the molten of around 946 million tonnes in 2007. iron, known as ‘pig iron’. This represents a gain of 8% over the Slag, which is the residue created by the 2006 outturn.” molten gangue, can be used in other industrial Yet even with these seemingly staggering applications, for example for road production figures, improving the reliability, construction or cement production. consistency and efficiency of blast furnace operations is of critical importance to the steel industry and thus to ArcelorMittal. “ Blast furnace To exchange and share best practices, ArcelorMittal’s Blast Furnace operations ironmaking in 2008 managers came together at the end of will top 1,000 million April 2008 in Vitória, Brazil, for their global Knowledge Management Programme (KMP) tonnes - 6% up on event. The events are part of the KMP, our anticipated figure which aims to foster a continual exchange of around 946 million between managers of similar operations across the Group, a platform for support tonnes in 2007. from the peer group, as well as being the This represents source of improvement initiatives. a gain of 8% over the 2006 outturn.” MEPS Forecast

school for children with special needs, helping replace the minivan that takes students to and from school… ArcelorMittal Etxebarri, Spain, boldsteelmaking 37

The new annual production record, in tonnes, achieved mn by Indiana Harbor Blast 4 Furnace Number 7. Did you know… (some of the many ArcelorMittal blast furnace facts)

17 years after the war in the Balkans In 2007, major investments were halted production, Bosnia’s biggest sanctioned to tackle emissions. steelmaker, ArcelorMittal Zenica, These included a 100 million US$ investment re-lit its blast furnace in July. This historic in a blast furnace at the Kryviy Rih, Ukraine, event represents part of a 135 million US$ plant including dust collection and (83 million €) project to restart integral treatment facilities. production in a 2008 project, baptised Every blast furnace needs to be relined Fenix after the mythical bird that periodically; typically every 15-20 years. rises from the ashes. In July 2008, ArcelorMittal South Africa’s Newcastle Works successfully completed the reline of its blast furnace and sinter plant. In November 2007, the GMB approved the reline project of Blast Furnace Number 3 at ArcelorMittal Bremen (to be completed by the end of 2008) and an investment of ArcelorMittal has 68 blast furnaces, 63.8 million € was allocated. The move will with a capacity of 108.4 millions of secure hundreds of jobs at the mill. tonnes per year and a production The two blast furnaces at ArcelorMittal’s in 2007 of 82.5 in millions Flat Carbon Americas has 15 blast site at Esch-sur-Alzette, have of tonnes.* furnaces, Flat Carbon Europe has 24, been declared a UNESCO World Heritage Site. Long Carbon Europe and Americas have 11, AACIS has 16 and Stainless has two.* ArcelorMittal Ostrava’s plant has four blast furnaces. Currently this plant operates In 2007, Indiana Harbor Blast Furnace Number three blast furnaces with an annual capacity 7, the largest in North America, achieved a new In 2007, two new of more than three million tons of hot metal. annual production record of four million tonnes. charcoal blast furnaces Today, technical achievements in the were successfully brought into In August 2008, ArcelorMittal announced blast furnace route in Europe mean that many production at Juiz de Fora in Brazil. that it would increase its long carbon steel European sites generate CO2 emissions close production capacity in Brazil. The new to the theoretical minimum for steelmaking. investment programme will consist of the Further reductions will come from developing construction of two new blast furnaces, with a recycling or from technology advances. total capacity of 400,000 tons per year. *According to our 2007 Fact Book A substantial expansion of ArcelorMittal Tubarão was commissioned in July 2007, adding an additional 2.5 million tonnes of annual slab capacity. One of the components of this expansion was the addition of a third blast furnace. The Seraing (Liège, Belgium) Blast Furnace Number 6 – idle since 2004 – was restarted at the end of February 2008.

hosted a group of French students as part of the EU sponsored Leonardo Project, teaching them about the importance of Occupational Safety… 38 boldbusiness

Maintaining our leading position means continuously delivering good results. H108 results are in – and they are strong. By building on our Company’s strength and diversity we will continue the upward trend.

Using diversity and strength to deliver strong results

In part, the results reflect A testimony to our ArcelorMittal Diversity and strength business model What do these figures reflect? the diversity and strength H108 highlights include a 31% increase In part, they reflect the diversity and strength in sales to 67.6 billion US$ as compared to of the ArcelorMittal of the ArcelorMittal business model, as well H107, and a 65% increase in net income to as the continued sustainability of the steel business model, 8.0 billion US$, also as compared to H107. as well as the continued industry in general, and this in spite of Q208 highlights include a sales figure of challenging market conditions, such as sustainability of the 37.8 billion US$, up 39% as compared rising raw material costs. In this area we steel industry in general, to Q207, and a net income result of are particularly assisted by our increasing 5.8 billion US$, up an astonishing 114% self-sufficiency in key raw materials, for and this in spite of as compared to Q207. example in iron ore and coal. Further increases in raw material self-sufficiency will remain challenging market Commenting, , Chairman and a priority for the Company going forward. conditions. CEO, said: “We are pleased to report results for the first half of 2008, with EBITDA of 13.1 billion US$, up 35% over the same Even the experts were surprised Want to know more about our first and period in 2007. This reflects the diversity and Quarter after quarter, ArcelorMittal has second quarter 2008 results? Go to the strength of the ArcelorMittal business model, continually delivered good results. How, then, ‘Results Q&A’ for ArcelorMittal employees in particular the significant diversification could anyone be surprised when this financial at www.myarcelormittal.com of our value chain including our considerable year’s three and six month period results mining operations. were again, strong? boldbusiness highlights We continue to look for opportunities 17/09/2008 Given the relatively sombre economic to further enhance our raw material ArcelorMittal announces new management conditions worldwide, stock market and self-sufficiency, with recent investments gains targets of four billion US$ industry analysts have generally been revising being announced in Africa, the Americas their expectations downward. So when the 03/09/2008 and Australia. results were announced on July 30 2008, ArcelorMittal and Kalagadi Manganese analysts agreed that such a good outcome Our financial strength enables us to continue announce the unconditional participation was beyond even their most optimistic to invest heavily in the development of the of ArcelorMittal in Kalagadi Manganese expectations. business, particularly relating to Brownfield 20/08/2008 growth and improving product quality ArcelorMittal acquires Brazilian iron ore miner and mix. This year we expect capital London Mining Brasil and acquires Brazilian expenditures to reach seven billion US$, port facility through partnership with Adriana representing 36% of 2007’s EBITDA.” Resources Inc 13/08/2008 Valin and ArcelorMittal sign electrical steel JV agreement 04/08/2008 ArcelorMittal announces a 600 million US$ investment in Mexico

The Environmental Education Center of ArcelorMittal’s stainless business in Brazil held a ‘Playing, Doing and Learning’ environmental boldfocus 39

Did you know that Temirtau means ‘Iron Mountain’ in Kazakh? Quite an iron-ic name for a place with such a long and proud history in the steel industry?

One day at the site of… ArcelorMittal Temirtau, Kazakhstan

• Coke ovens – seven batteries (one idle) ArcelorMittal Temirtau’s total annual productivity – 3,500 kT; • Sinter plant – Line No 1: commissioned product range of flat 1963 (idle), Line No 2: 1975, 3-strand steel products includes 312 sq metres each (7,300 kT); • Blast furnaces – four pcs (one idle – pig iron, continuous 1,719 cu metres), one 2,035 cu metres, caster slabs, hot and one 2,700 cu metres and one cold rolled coils and 3,200 cu metres (4,300 kT); • Steelmaking plant – three 300-tonne sheets, black plates, basic oxygen converters (4,610 kT); covers, tin plates, • Continuous casting machines – hot-dipped galvanised two 2-strand VAI slab (5m tonnes); • Rolling mills – one 1,700mm wide hot products, colour strip/sheet with five roughing and seven coated products finishing stands (4.2m tonnes), cold reversing – one 5-stand tandem and welded pipes. (1,700mm) (1.4m tonnes), one 6-stand (800,000 tonnes) and one 1-stand 4-high reversing mill for special grade steel, tube and pipe mills; • Three electrolytic tinning (375,000 tonnes combined), one hot-dip galvanising and Situated in North East Kazakhstan zinc-aluminium galvanising, one colour on the Nura River, Temirtau is an coating, one bar mill. industrial centre, dominated by the largest metallurgical plant in Kazakhstan, But ArcelorMittal extends its presence ArcelorMittal Temirtau, which, as of across the region. This includes four coal July 2008, has 20,473 employees. mines, employing 23,317 people, iron ore mines, employing 3,414 people and a Pipes The metallurgical plant has an annual capacity and Tubes plant in Aktau. It also employs of 5.5m tonnes. The sprawling plant includes: 535 people in ‘Okzhetpes’ (public utilities supplier – located in Temirtau), 334 people in ‘Nerli as’ (public catering – located in Temirtau), 117 people in ‘Karvol’ (pipe shop in Temirtau) and three people in the power networks.

education programme for students on school break at Oikós, a United Nations Biosphere Reserve… The International Iron and Steel Institute 40 boldcommunicationsboldfocus

Our values are no different than the Group as a whole. Our vision is no different. We also want to be the most admired employees. We are in this country to last.” Frank Pannier, CEO ArcelorMittal Temirtau

Deep steel routes that start at the top! Children’s Camp Located at the centre of Eurasia, Kazakhstan In summer, Kazakhstan has a brief and intensely is a crossroads of the world’s oldest civilizations hot summer. ArcelorMittal has three children’s and trade routes. In some ways, the city camps in Temirtau, situated on a man made of Temirtau is a microcosm of the country lake that acts as the focal point for the city. (and also ArcelorMittal). With a population 500 children, ages 6-14, can attend. Specialist of approximately 170,000 there are more camp counsellors are brought in and the children than 100 nationalities. What is really special enjoy a lively series of activities. The children about Kazakhstan is the people: the pride they in Temirtau work hard at school and at extra take in their work and their connection to the curricular activities, so in the summer they earn steel industry and their mining activities. a well deserved break that is full of pure fun. The President of the Republic of Kazakhstan, There is also an ArcelorMittal sponsored Nursultan Nazarbayev, graduated in 1967 from Children’s Arts Centre where children from the Highest Technical Educational Institution ages 6-18 may come, outside of school at the Karaganda Metallurgic Works. His steel hours. Here they produce work of a very roots run deep. In fact, he started his steel high quality and offer their services to career at the Temirtau plant where he was very a surprisingly large number of children. active in the youth organisation. He became As the only centre where children can come the leader of this organisation, which was also for free in the region, it is very popular in the start of his political career. A keen supporter the Republic for its output. Director Olga of sports, his presence is everywhere and Kislichenko shines with enthusiasm about the people look up to him and the efforts her undertaking (see ‘boldpeople’ page 46). he is making towards Kazakhstan’s future. Football stadium In 1972, a football stadium was built in Temirtau. After the Soviet collapse, the stadium fell to neglect. It was recently reopened by President Nazarbayev and Mr Mittal, our Chairman and CEO, on July 1 2008 after an investment by ArcelorMittal of seven million € in renovations. The stadium, which has a 15,000 person capacity, can host various sports including track and field but is mainly for football. On July 19 the stadium was used to celebrate National Metallurgist’s Day where Mr Mittal was also in attendance. Corporate Responsibility: Social Projects in Kazakhstan Temirtau Sports Complex In Kazakhstan there are 9-12 months of hard winter. It is very important that children have an indoor place to play and train. Three years ago the sports complex was newly built with a six million US$ investment by ArcelorMittal. Open to ArcelorMittal employees, their families and the city’s inhabitants, the complex offers modern facilities for a wide range of sports. The centre is open during the day and the evening and is fully occupied all of the time. There is a boxing ring and Judo/Karate facilities, a basketball court and a fully equipped gymnasium.

reports that world crude steel production was 696mmt in the first half of 2008, a 5.7% increase over the same period in 2007… On July 24 41

In 1984, a new residential area in Temirtau was created called, ‘Zenica’. It was named so in honour of Zenica, Temirtau’s twin-town in Bosnia and Herzegovina. For those of you who know your ArcelorMittal geography, we also have a site in Zenica (see page 37). Perhaps the sites should be twinned as well?

Kazakh Cultural Centre, Temirtau Dmitriy Cherepov is the Director of Kostenko Invited by Bakhytzhan Abilseitova, the mine in Karaganda, the oldest mine in gracious Director of the Cultural Centre, Karaganda. Proudly showing us around the we were treated to performances by mine, he said that: “Today the mine produces some of the students, all of whom were 8,000 tons of coal per day. This includes remarkably talented and had such composure! coking coal for metallurgical blast furnaces This centre accepts only Kazakh native and energy coal for Temirtau’s power plant.” children to preserve the national culture The respect that the community has for the although it also teaches dance and music miners is clearly evident. “Mining is very (instruments, singing) of other ethnic origins hard work. We want our miners to be healthy, (Russian, Indian…). which is why we have ten saunas and Karaganda Metallurgical Institute a swimming pool.” One of the amazing things about the mine is that everything 1963 – the Karaganda Polytechnic Institute has been created by the miners! The miners (now) was founded as a Higher Technical did the floor work, the walls and the ceilings. Educational Institution attached to the Miners paint the buildings and plant the Karaganda Steel Mill. It is now sponsored flowers. Miners made the huge mural in by ArcelorMittal and is a fairly modern facility the pool area and the pool itself! Families are by local standards. Students are given “ ‘transforming tomorrow’ invited to use the pool. The children come training specific to Metallurgy and their jobs, for free with free transportation. here in Kazakhstan is such as Health and Safety, accounting, etc., based on their contracts. Thus, one student “Our Company does a lot of things,” most evident when interviewed signed a five-year contract Dmitriy says, “not only for workers but you look at all that with ArcelorMittal Temirtau and obtains also for other people. Some examples are free schooling at the University. the fountains which adorn our city and is available for children.” sports facilities. In every suburb of our city, ArcelorMittal has also given money towards M. Rajendran, we build facilities for children to play.” the infrastructure of the University being built Director Corporate in Astana but this sponsorship will be limited ‘transforming tomorrow’ takes in scope to the construction. time and effort & Social Responsibility Mining CEO Frank Pannier was formerly ArcelorMittal CEO in Ukraine. He brings invaluable The ArcelorMittal Group is working with experience to our activities in Kazakhstan the government of Kazakhstan on and says that good communication exists a programme of investments to improve between Kazakhstan and Ukraine. and further modernise the mines. To this end, an investment programme for 2008-2012 Frank also says that ArcelorMittal inherited is planned. Starting with the improvement a certain infrastructure when they acquired of the gas monitoring system, this substantial the various locations in the Karaganda Region investment in Health and Safety will ensure a and there is work to be done: “We are trying safer working environment for all employees. to improve that infrastructure but it will take time. Our values are no different than the Group as a whole,” he says. “Our vision is no different. We also want to be the most admired employees. We are in this country to last.”

colleagues from our London office joined 13,000 runners and walkers from 308 different companies in the JP Morgan Corporate 42 boldmedia

Do you have a news item that ArcelorMittal ‘in the news’ scans the headlines to bring you the you think deserves to be shared corporate news from the public press, headlines from across the with the rest of your ArcelorMittal colleagues? Tell us about it at: ArcelorMittal globe, ArcelorMittal milestones, and ‘cool’ innovations, [email protected] ” both in our corporate culture and in the world of steel.

ArcelorMittal in the news

Brand Book –‘This is us’ Currently, ‘This is us’ has been produced Launched at the Leadership Conference in limited quantity and will be strategically in New Delhi, ‘This is us’ is a compilation distributed as it is a high-end publication. of inspiring stories, featuring ArcelorMittal Soon however, it will be made available employees whose values resonate with as a PDF on our intranet. our three values of Sustainability, Quality and Leadership. Designed by FutureBrand, We are the book brings the brand to life and v i s i o n a r y portrays the human face of a company that is full of personalities, skills and talents. thinkers...... creating opportunities every day. This entrepreneurial spirit brought us The book focuses on individuals who, to the forefront of the steel industry. Now, we are moving beyond what through their bold actions, have shown that the world expects of steel. the brand is real and not just empty words. The stories are of past, present and future endeavours; all stories that have or will make a difference. A true team effort, the stories in the book were collected via the internal communications network, our brand champions, through the GMB L e a d e r s h i p and CEOs of segments and units, from www.arcelormittal.com operation managers in steel plants, ports, mining and hot rolls, from boldspirit and finally through contributed articles on New brand posters – speaking the same www.myarcelormittal.com. language Four new posters illustrating each of our brand values as well as our brand promise of ArcelorMittal University wins Optimas It will be the subject of a major feature in the ‘transforming tomorrow’ have been made Award 2008 next issue of boldspirit. The University, which available for global use in presentations and displays. Putting our values into pictures, Even though ArcelorMittal is the world’s will help us to realise the power of our human energy and which represents a critical element these posters provide you with a wider largest steel company, less than 15% of variety of quality illustrations. The use of our 320,000 employees speak the official in our Journey to Leadership, is intended to serve all ArcelorMittal people at all levels. consistent images helps us to strengthen our corporate language – English. ArcelorMittal global brand and values to employees, worked with GlobalEnglish, a company that ArcelorMittal announces visitors and investors worldwide. The images specialises in online English-language learning new management gains targets can be downloaded directly from the brand programmes, to implement a company-wide of four billion US$ identity site and translated for use across the English-learning initiative. So far, more than ArcelorMittal announced a new ‘Management ArcelorMittal globe. For more information, 5,000 employees have participated, with Gains’ plan that will target four billion US$ contact your local brand champion 500 new users added each month, opening of cost savings over the next five years. or Zainab Tankiwala, Branding Analyst, avenues for employee global mobility and This plan will focus on increasing employee Corporate Communications increasing productivity, thus saving our productivity, reducing energy consumption [email protected] company more than 8.6 million US$ annually. and decreasing input costs to achieve a higher The official opening of the first phase of the yield and improved product quality. ArcelorMittal University Campus and the Exhibition Centre occurs at the end of 2008.

Chase Challenge to benefit Sports Aid’s Talented Athlete Sponsorship Scheme, which provides sponsorship and coaching for aspiring 43

ArcelorMittal announced a new Employee Share Purchase Plan offers ‘Management Gains’ plan that ArcelorMittal employees the possibility will target 4 billion US$ of cost of acquiring a total of 2.5 million bn savings over the next five years. mn shares of our Company. For more information contact your 4 2.5 local HR department. Lakshmi Mittal wins Forbes Lifetime News Achievement Award in brief Lakshmi Mittal, our Chairman and CEO, was conferred the Forbes Lifetime Achievement Award, the highest Europe recognition of global business success bestowed by the US business magazine ArcelorMittal Warszawa inaugurates for what it calls “a hero of entrepreneurial new bar rolling mill ArcelorMittal Warszawa, subsidiary capitalism”. of ArcelorMittal Group, inaugurates Mr Mittal received his award on Monday a new bar rolling mill - one of the most September 8th, at Forbes’ Global CEO advanced rolling lines in Europe, Conference 2008, held in Singapore and following an investment of 80 million €. attended by over 400 business leaders. 18/09/08

The Americas ArcelorMittal USA launches Habitat for Humanity environmental website The ArcelorMittal USA Environmental – first beneficiaries team launches a new website (www.arcelormittal.com/environment/us) of housing project to communicate our commitment to protect and improve the environment. Low-income families from Romania, The website provides examples of the Argentina and Costa Rica are beginning ways in which we live up to our to see the fruits of the partnership environmental responsibility. between the ArcelorMittal Foundation 08/08 and NGO Habitat for Humanity, which was signed in April 2008. So far, 12 houses have been partially built in Argentina and Costa Rica, and 54 homes have been Africa renovated in Romania after flood damage. ArcelorMittal takes part in free health care initiative Within the framework of eight citizen camps held throughout Senegal over the summer, a team of medical specialists offered free medical consultations for the destitute local communities, treating over 2,000 people. ArcelorMittal, 08/08 one of the 10 best companies to work China ArcelorMittal publishes China for in Brazil Directory 2008 Along with a first issue of boldspirit According to the 2008 Guia Você S/A, in Chinese, ArcelorMittal in China ArcelorMittal Brasil is one of the 10 best published a directory of its offices companies to work for in Brazil. and activities in China. The Company has been on the list of 09/08 the 150 best companies since 2005, when it was founded. This year we are ranked the ‘Best Steelmaking Company’.

British athletes… With the intention of kindling a spirit of entrepreneurship in school-aged children, Stainless Brazil invests in the Small Business 44 boldspotlight

From arranging meetings to organising our leaders’ schedules, Personal Assistants are an essential part of many of our teams. Here, we introduce you to five of the women who keep our offices (and professional lives) running smoothly.

PAs of ArcelorMittal

> Sabine Rocher > Jody Ford > Melissa Teixeira

Sabine Rocher Jody Ford Melissa Teixeira Sabine has been working for Rémi Boyer, VP, Jody is the Personal Assistant to Jose Melissa is fairly new to her role as Personal Corporate Responsibility, since November Viveiros, CEO Mining, and works in our Assistant to Bernard Fontana, having started 2006. She loves the diversity of her job. London office. She has been working for working for our Executive Vice President, “We do a large amount of different and Jose for one year. She tells us that the best Human Resources, on July 17 2008. complementary work. For example, thing about her job is: “…the variety, and “I am still gaining experience within the role in preparing a journey to the other end helping organise my boss’s life, both personal to date, but I can say that it is a very fast of the world, it is not only necessary to and work related.” PAs have to have a range moving job which I enjoy. I would say think of the flights (and to find the best of skills and also be able to absorb a lot of a stressful moment was printing a large route possible), but also to prepare the visa knowledge to really excel at their job. amount of documents within a certain requests, to find a hotel, to consider vaccines Jody tells us that, “My most stressful moment time for a meeting – and having access and treatments on the spot if need be. was during the implementation of the SAP to one printer which is used by a number Basically, it is an exhaustive list, and would system which is a whole new language and of colleagues. But none the less, not be possible without a contact on the system to master. This job has taught me to I managed and have since learned other side. But fortunately, there is always be patient and to pre-empt Jose’s needs – a better way of dealing with such a PA on the spot who is ready to help you. for example, visa and travel constraints and deadlines.” Melissa also says that: I find that simply brilliant! I am speaking scheduling of meetings – all within the “It’s good to work in a position which of a true network, a gigantic fabric in which ArcelorMittal way of working.” brings you in contact with so each one of us has our own place. You know many other colleagues across that someone will be always there to give so many offices and to learn you information, to offer help.” many new things at Sabine loves to work under pressure, the same time.” because at these moments she is her most productive. She does say however, that the organisation of the CR KMP in February 2008 was pretty stressful. A second example was when Rémi had to journey to Senegal. “His visa took some time, invaluable time,” she laughs.

Programme, in partnership with the Junior Achievement Association of … Corporate Knights magazine has named ArcelorMittal 45

There is always a PA on the spot who is ready to help you. I find that simply brilliant! I am speaking of a true network, a gigantic fabric in which each one of us has our own place. You know that someone will be always there to give you information, to offer help.” Sabine Rocher, PA to Rémi Boyer, VP, Corporate Responsibility

Su Ong Su has officially been the Personal Assistant to GMB Member Sudhir Maheshwari from August 1 2008. Prior to this period, she did a three-week cover a few months before and in total she has been with the ArcelorMittal Group for a year. She says the best things about her job are: “…getting it right from the big things to the little things and working with a great team of peers. Mainly, I find satisfaction in seeing the day run smoothly for my boss and knowing that my efforts in organising the events paid off.” When asked about her most stressful moment, Su tells us that: “The most stressful point for me was a morning of multi-tasking to tight deadlines. We were speaking to the East who were about to close their business day when we had just started. That, coupled with handling visas which required me to leave my desk, challenged my prioritising skills.” None the less she says that she has already learned plenty from this position. “Keeping calm and smiling will see you through the toughest of days – something > Laura Bourke I am still learning!”

Laura Bourke Laura Bourke started working for ArcelorMittal and Davinder Chugh on the same day – January 3 2008. She tells us that: “What I like most about my job is the diversity of the Company and its employees; also the speed at which our Group is growing; the progression is very encouraging.” When asked to tell us about her most stressful moment, she says that it has to be, “Organising visas for Davinder and adhering to each embassy’s requirements and time restrictions.” The job has taught Laura: “To expect the unexpected, as anything can change at the last minute. Preparation is definitely a must in the role of any PA.”

Dofasco one of Canada’s Best 50 Corporate Citizens. Ranked 15th, ArcelorMittal Dofasco is the only steelmaker to make it on the 46 boldpeople

Here we celebrate the Quality, diversity and drive for Leadership that make ArcelorMittal a global team to be proud of! Because together, it is the communal ambition of our 320,000 people that is going to make our Company one of the most admired companies in the world.

ArcelorMittal people

Olga Kislichenko: “Representative of the cultural mix of the city.”

Olga Kislichenko is the passionate Director “We understand that it is not only an honour, of the Children’s Arts Centre (see page 40) but a big responsibility that we have to the in Temirtau, Kazakhstan, which is a project children. Here, our teachers are really supported by the ArcelorMittal Foundation dedicated specialists,” she says. Olga would through ArcelorMittal Temirtau. When Olga love to see more cultural exchange between first viewed the building that now houses the the centre’s multinational children and bustling centre in 1992, it was in a bad state. audiences and children in other countries. After much work it has emerged as very Proud of her own mixed heritage, popular in the Republic for its output and she describes herself as “representative of for being the only centre where children can the cultural mix of the city.” come for free in the region. Her enthusiasm is contagious. For example, it is hard not to share her pride when she tells how the children were the only representatives from > Examples of art from the Children’s Arts Centre the Karaganda region in the National Festival or that their work (art/dance) has been seen in Ukraine and Bulgaria. “ We understand that it is not only an honour, but a big responsibility that we have to the children. Here, our teachers are really dedicated specialists.”

list… The response to the Project Management Future Leaders initiative was overwhelming: over 300 applications were received… Employees 47

“ I realise now that no matter what job you’re in and what difficulties you come across, what matters most is having a strong will.”

Elena Solis: thinking differently Our International Mobility Experience has already taken Elena Solis from her home in Ukraine to Germany, Luxembourg, Spain and France. When offered a position in the Leadership Development team in Fos-sur-Mer, she accepted with pleasure. “To accelerate my integration into the everyday life of the plant, the site manager asked me to become a Change Leader for a year, prior to me taking on my HR job,” says Elena. “After five years of Corporate, getting in touch with the production workers, doing shifts with them, discovering their daily and nightly lives, helping them to identify their KPIs (Key Performance Indicators), and coaching them on running Louabadia Fatiha: “…what matters most Eduardo Cepeda: “The middle of nature” the five minute post-shift review were all is having a strong will” Eduardo Cepeda works as an Exploitation new to me. I’ve learned to think differently: Louabadia Fatiha heads the Extraction team Assistant in ArcelorMittal Mexico’s Las things which might seem so obvious at our Ouenza mine in ArcelorMittal Tébessa. Truchas, an open-air mine from which, to people who work in an office, turn out How does it feel to work in a predominantly according to geological studies, 12 million to be so different on the shop floor!” male field? “When I chose my speciality tonnes of iron ore will be extracted in the (mining),” she says, “I knew that I would coming eight to 12 years. A unionised worker, The second wave of Elena’s project took most likely end up in a ‘male’ profession. he also knows what it is like to work in a steel place in the hot strip mill. Fos-sur-Mer, I realise now that no matter what job you’re plant, but he prefers the mine! as with many other industrial sites, in and what difficulties you come across, is currently facing a significant wave of what matters most is having a strong will.” Eduardo says that the morning shift is retirement of its most experienced workers. his favourite. During a normal day, This has resulted in a skills gap for many Born in the Ouenza region of Algeria, Loubadia he collaborates with topographers in different companies. She says that: “It’s vital to says that everybody knows her there, operations to check the configuration of the accelerate the transfer of knowledge, especially the miners. “When I look into their mine banks, according to the exploitation. otherwise tomorrow, the lack of operational eyes, I see respect and pride – they recognise When asked why he prefers the mine, competence will become critical. Together the dangers related to my profession.” Eduardo explains that not only is the mine with my colleagues we developed an A mother of three sons, her responsibilities not as hot as the steel plant but, more approach to dealing with this problem begin very early in the morning at home, importantly: “Here we are in the middle in the coiler area of the hot strip mill. looking after her husband and children. of nature, surrounded by mountains.” Now, the idea is being implemented across Then it continues at work, on the mine yards. the whole site and was even presented “Working for a world-renowned mining and Working in Mexico for the biggest steel company, and one of the largest producers to the GMB. We are all very proud of this steel company is very flattering,”she tells us. achievement!” Elena concludes. “I believe that our site can feel very proud of iron ore worldwide, he says: “Is something of being an integrated part of the Group. to be happy about and to feel pride in! Also, I hope that we will continue to grow within there is a reason to be confident, as it means the Group.” that the risk of losing your job in such a strong company is more reduced than in others.”

of ArcelorMittal USA’s Coatesville and Conshohocken facilities saw the results of their work first-hand when the US military’s 48 boldpeople

No matter who they are or where they live, ArcelorMittal people have one thing in common: a bold desire to do a little bit more, take up a challenge, volunteer in their spare time or move across the world in order to gain from the experience.

Jean-Louis Paron: Boxing against violence In this symbolic initiative, he was supported From July 3-12 2008, Jean-Louis travelled by our own ArcelorMittal Group, the French to the Far East to spread the message of Work Gymnastics and Sports Federation, the peace to hundreds of children affected by French Foreign Ministry and the Palestinian the Israeli-Palestinian conflict. Travelling Olympic Committee, among others. across the Palestinian territory, he organised “We went to Hebron, Naplouse, Tulkarem and educational boxing sessions, teaching children Jenine,” says Jean-Louis. “Schoolboys and girls of all ages the basics and helping them to participated as well as young club boxers. forget their reality for a while. It was simply amazing. My greatest pleasure is to share my passion for boxing.”

Osvaldo Brunetta and Guy Kappler: Living Before moving to Pétrusse, they were at Carlos Santilli: The story of a new life legends of the Luxembourg headquarters the Casino for several decades. There, they Can someone be born twice? For Carlos If you are among the lucky ones who have served eight company presidents, industrial Santilli, who has been working for 29 years ever eaten lunch at the Casino, ArcelorMittal’s leaders such as Gianni Agnelli and figures at the warehouse at our site in Villa corporate restaurant in Luxembourg, of the international political scene such as Constitución, Argentina, the answer is ‘yes’. these two faces will be familiar to you. Bill Clinton, François Mitterrand and King Juan Osvaldo Brunetta (left in the picture) and Carlos from Spain. Of their years at the During the five last years, due to kidney Guy Kappler (right) started working at the corporate restaurant, they note how things problems, Carlos had to have dialysis Luxembourg headquarters in the early 70s. have changed: “Years ago people took treatments three times a week. At the medical “When I joined the Company I was so young their time to have lunch, now they eat in centre he saw that most of the people who that I did not yet shave,” Osvaldo explains. 40 minutes,” Guy explains. They have spent were in his same situation had lost their jobs When they joined, both were custodial their complete professional life working in or had retired. “However, my colleagues have assistants. Now, since the inauguration of the the Group, and both agree: this is the first always supported me,” Carlos explains. “I didn’t new Pétrusse building in January this year, and last stop of their career. want to retire because I still feel young and they are among the most famous and smiling want to keep on working.” colleagues of the 4th and 5th floors, where Things changed for the better in December they make sure that the post arrives timely 2007 when Carlos found out he would to all employees and where they take care receive a transplant. Less than 12 hours after of other general services. the operation, the kidney started to work. Three months later, Carlos was back at the warehouse. “I was so much looking forward to that day, I was happy to come back, this is my place,” Carlos said. “I have started a new life and every minute I feel thankful to all these people who helped me pull through.”

new Mine Resistant Ambush Protected (MRAP) truck, built with ArcelorMittal armour plate, was displayed at their plant sites… 17 49

Do you know a bold person? Email us at [email protected]

“ Although I thoroughly enjoyed all the challenges encountered during my two years in this position, I always worked and aspired towards a career in Public Relations and/or Communications.”

Hendie Grobbelaar: “No matter how steep the hills are in my job, I never look back!”

When we asked Hendie to participate in this assisted me in joining the feature, she said that it felt odd, because she Vanderbijlpark Works top is used to being the one who normally focuses management team in June 2007 on other people’s information needs. as Communication Consultant. “However,” she added, “if this inspires some Changing careers at a relatively secretary somewhere to grow and move late stage in my working life is out of her/his comfort zone – why not?” a daunting experience but Hendie started her ArcelorMittal South Africa highly rewarding. No matter career in 2002 as the secretary to the how steep the hills are in General Manager of Newcastle Works. my job, I never look back. “Although I thoroughly enjoyed all the My philosophy has always challenges encountered during my two been that one needs to move years in this position,” she says, “I always on to new challenges as soon worked and aspired towards a career in as the chair becomes too Public Relations and/or Communications.” comfortable and always A dramatic change in her personal life led consider other people’s point Hendie to move to the Vanderbijlpark Works of view as well. Learn as much site where she first worked as an assistant in as you can, whenever you the newly established Shared Service Centre. can, from whomever you can, After a year, she was promoted to Executive as knowledge equals Assistant to the CEO of ArcelorMittal South empowerment and freedom.” Africa who was, at that time, Davinder Chugh. “I believe that my experience at a production plant, in a multidiscipline financial department, and the invaluable knowledge gained at the highest corporate level in South Africa, backed by a degree in Public Relations Management,

years after the war in the Balkans halted the project, the blast furnace in Zenica, Bosnia and Herzegovina was restarted as part of the Fenix 50 bolddepartments

Mining and Steel Greenfield Projects come with a host of opportunities for all stakeholders involved. Engaging in a new and exciting business area in countries such as Algeria, Nigeria, Mozambique, Saudi Arabia, Russia and Egypt requires leadership, stamina and adaptability. Most importantly, perhaps, is a marked team spirit, undoubtedly a feature common to the people we introduce to you here…

Mining Greenfields

Abdoulaye Niang Jose Viveiros Vida Mensah Chief Geologist and Camp Chief, ArcelorMittal Vice President, Head of Human Resources, ArcelorMittal Mining Senegal Head of Mining ArcelorMittal Liberia “The ArcelorMittal Mining Project is the most “The primary difference between Steel and “The main attraction of mining in general important project in Senegal. The government Mining Greenfield Projects (GP) is that the is that it is so unique; it brings talents from and people have very high expectations for former are market and supply-chain driven, all walks of life to work together as a team. it and are watching our progress closely. while the latter are determined by nature This is so true in Liberia, where multicultural Our challenge is thus both to manage and and naturally available resources. As a result, groups are working together to accomplish meet expectations. even nowadays we can’t have 100% control our common goals. over such projects, because ultimately nature The main objective at present is to Fortunately for me, prior to working for will have the last say. successfully achieve the exploration works ArcelorMittal, I had the opportunity to visit according to the project schedule and to An essential ingredient for people involved Liberia every year since 1998, allowing me begin mining. The main challenges are in Mining GP is team spirit. Anyone who lacks to see the changes it was constantly going to achieve daily and monthly targets for team spirit should never apply for a job in this through. Therefore returning here recently drilling, to ensure safety and to manage field. Process development skills and creativity as an employee of ArcelorMittal Liberia was the supply chain. are two other essential features. not a big culture shock to me. Mining, like agriculture, is a basic industry Mining exerts a tremendous fascination As a professional, my main challenge is and is essential to meet our everyday because you need to deal with new frontiers. making sure that I hire and retain talents requirements. No development is possible People who are successful in this business to grow and meet our Company’s goals. without mining. In Senegal, a developing invariably possess a pioneering spirit. Challenges specific to Liberia are finding economy, mining has the potential to qualified individuals for the vacant technical In spite of the fact that we have not been significantly improve the economy of the positions and communicating the ways in a mining company before, our Group already country and living standard of the people. which the country is slowing progressing after has huge mining assets that must be put The slogan of ArcelorMittal – ‘transforming going through many years of civil war.” tomorrow’ – will for sure be a reality to optimum use.” in Senegal.”

project, bringing ArcelorMittal Zenica “back to life”… In June, 80 colleagues from our Belgian sites in Châtelet and Genk completed the 51

A Greenfield Project is a project without any constraint imposed by prior work. There is no need to remodel or demolish an existing structure, yet they bring their own challenges.

More info... Interested in a career in Steel Greenfields Greenfield Projects? Contact: [email protected] For complete interviews see the HR portal on www.myarcelormittal.com

Frank Haers Vincent Cholet Stuart Lockey ArcelorMittal Vice President, Steel Greenfield Project Leader, Steel Greenfield Project Leader, Nigeria Leader Steel Greenfield Projects Saudi Arabia “With projects like the Longitudinal “The objective of the Group is to start the “Unlike a Brownfield Project, which consists Submerged Arc Welded (LSAW) pipe mill construction of a new steel plant in a new of enlarging or revamping existing facilities, Greenfield Project in Calabar, Nigeria, it is and mostly unfamiliar location. Consequently, a Greenfield Project is one that you start essential to engage local communities from you set up a multi-disciplinary team drawn absolutely from scratch. It is therefore the outset. Such a complex project requires from all main functions of the Company critical to establish good relations with a detailed and thoughtfully defined project to check the feasibility and viability of such the authorities. description and careful manpower planning. a project followed by a detailed analysis The environmental impact must be assessed What is common to Steel Greenfield Projects of various key aspects. At the same time, and security and logistical issues have to is that they all support the future growth you need to find the appropriate land, be considered. Risk assessment and and development of the Company by obtain construction and other permits management are particularly important – capturing existing opportunities in certain and organise utilities. specifically in countries where we have countries and by delivering the commissioned no experience or involvement. In short, steel Greenfield Projects are exciting steel mill on time and within budget to the because they are incredibly multi-faceted fullest satisfaction of the customer. At the end of the day, my job is all about and operationally challenging. What’s more, attracting the right people. You could have We are a very successful and profitable they offer mobile employees a fantastic a state-of-the-art facility, but ultimately, company and the steel industry is staging opportunity to align their professional if you don’t have the right people to run a remarkable comeback. The time has come aspirations and ambitions with those of a multi-million dollar project, you won’t to seize the growth potential inherent to the Company. Greenfield Projects broaden go very far. What I genuinely like about Greenfield Projects. Who knows, thanks people’s mindsets, enhance their personal steel Greenfield projects is that no two to boldness, our secret ingredient, we might maturity and offer them an exceptional days are alike!” start a Greenfield Project on the moon career path combined with an attractive one day?” remuneration package.”

first bike race between the two plants… In June 17 people from ArcelorMittal Burbach and ArcelorMittal Essen joined forces in the 5th ‘run 52 boldquiz

Throughout this issue, there have been a series of interesting ‘Did you know…’ facts. In this quiz, we test how many of these facts and figures you have picked up while reading boldspirit. If you can answer all the questions correctly, you may win a truly fantastic prize: two business class plane tickets.

Did you know…? How much have you learned about our Company? Test yourself to see! By proving you are a master of ArcelorMittal trivia, you may win two long haul, business class tickets, valid on a selection of major airlines*. Send your answers to [email protected] by December 15 2008 for your chance to win!

Grab a coffee and 1. What percentage of the steel used 6. How many million tons of scrap in the automotive industry is does ArcelorMittal intend to buy boldspirit issue 4 to find recycled at the end of its life? back from clients in 2008? out how much you know A. 10% A. 1 million about ArcelorMittal. B. 25% B. 1.5 million C. 70% C. 2 million Send your answers to D. 95% D. 5 million [email protected] 2.  Blast furnaces are being restarted 7. How many tonnes of steel are by December 15 2008 for in which country as part of the required to produce an 80 metre your chance to win! Fenix project? wind generator tower? A. Bosnia and Herzegovina A. 174 tonnes B. Ukraine B. 186 tonnes C. Macedonia C. 250 tonnes Info D. Croatia D. 255 tonnes *Sponsored 3. How many acres of eucalyptus 8. Which country will have the by ArcelorMittal have been planted in Brazil, largest high-speed rail network, Travel Management. helping us to cut emissions related with 2,230km of rails, all made Conditions apply. See to steel production? by ArcelorMittal? myarcelormittal.com A. Around 70,000 A. Spain for details. B. Around 100,000 B. France C. Around 120,000 C. Germany D. Around 150,000 D. United Kingdom 4. What does Temirtau mean in Kazakh? 9. How many cars are made out A. ‘Steel Plateau’ of ArcelorMittal Steel? B. ‘Iron Mountain’ A. One of two C. ‘Strong Heart’ B. One of three D. ‘Bright Light’ C. One of four D. One of five 5. How many trees does ArcelorMittal Galati, Romania, aim to plant on its 10. How many people does manufacturing site? ArcelorMittal indirectly employ? A. 5,000 A. 320,000 B. 100,000 B. 500,000 C. 500,000 C. 750,000 D. 1,000,000 D. 1,000,000

for firms’ in the city of Siegen, Germany… Send in your local news item for publication in the next issue: [email protected] boldinterview 53 A relaxed moment with… Gulnara T Alekeyeva Get to know the Chief of the Environmental department, ArcelorMittal Temirtau… in ten minutes

Have your worked for What is one thing you don’t like ArcelorMittal for a long time? in other people? Secrecy. I really Since 1995. I worked in the do not like secretive people. steel industry a long time ago, And on the other hand, what is left and then returned. one thing that you really admire What did you do before this? in people? I admire people who Right from the beginning, are trying to achieve goals, I worked in the people who are able to set environmental area. the right goal and who do everything to achieve it. What do you like most about your work? This is a difficult What do you do in your spare question. It is serious work. time? At the moment, I have However, when you see the almost none. I spend all my spare positive results of what you do, time with my husband and our when you make some positive 3-year-old son. The three of us impact on the ecology of the have common interests: we like city in which I was born and to go on trips to the countryside, that I am living in, it gives you and to catch butterflies for our a kind of pleasure. These are not family collection… just pretty words I am saying. Is there one big dream you have, This is how I really feel. one thing that you would like What is the hardest thing about to do, that you have not yet your job? There are many achieved? When I was a child, difficulties, and every day brings I dreamed of being a travel more of them. First, laws are guide. I did not become adopted in accordance with a travel guide but I still have European standards, but the my dream of travelling. conditions for them to be fully It could be somewhere like implemented are, unfortunately, the mountains – it does not not adequate yet. Neither we – need to be civilised, Pamir, the users of natural resources – for example. Or maybe China! nor the state itself is ready It isn’t so much about seeing other for full-scale implementation of places as about feeling them. certain legislative requirements. In terms of your work, what Secondly, NGOs have become does ‘transforming tomorrow’ more active recently. But we mean to you? Transforming do not have any experience the way our people think of dealing and collaborating of themselves. with them yet. Our European colleagues certainly have more experience in this regard. The NGOs are often not up to speed with matters and, as they do not know the special aspects of technology, they ask us the wrong questions. And as for us, sometimes we are afraid: should we say something or not, not knowing about what information and how much information should be given.