ArcelorMittal

Luxembourg:
19, Avenue de la Liberté
L – 2930 Luxembourg
Tel: +352 4792 2360
London:
7th Floor, Berkeley Square House
Berkeley Square
London W1J 6DA
United Kingdom
Tel: +44 (0)20 7629 7988
www.arcelormittal.com
The world’s number one
steel company
The creation of ArcelorMittal brings together two
companies with a common vision and a shared philosophy.
Both Arcelor and Mittal Steel led the industry towards
greater consolidation. Both understood that scale,
geographic reach and product breadth are vital ingredients
in steel industry success. Both invested heavily in research
and development to produce the next-generation steels
that would give customers a competitive edge. Above all,
the two companies had highly complementary footprints
in the world’s major markets.
The ArcelorMittal signature
Just as an individual’s handwritten signature is unique
to them, the ArcelorMittal signature is unique to the
company. Designed to suggest the transformational
energy that characterises ArcelorMittal, the signature’s
dynamic and iconic form reflects our leadership position
in the steel industry.
Today, ArcelorMittal is unique. It is the only truly global
steelmaker, with 320,000 employees in more than 60
countries and an industrial presence in 20 countries.
It combines market leadership in the developed markets
of Europe and America with a competitive production
base in developing economies. It enjoys a leadership
position in technically advanced products. And it benefits
from a high level of vertical integration – from iron ore
mining at one end of the value chain to steel service
centres and distribution at the other.
As ArcelorMittal continues on this path, it will build not
only on the enormous strengths created by the merger
but help to establish a more sustainable steel company –
maintaining profitability throughout the variable steel
cycles – to the benefit of all its stakeholders.
 A unique profile,
a clear strategy
“Today, ArcelorMittal exhibits
not just size and scale, but resilience,
strength and growth.”
Message from Lakshmi Mittal,
Chairman and CEO
“A new era has dawned for the world
steel industry. The consolidation
process of recent years, which was led
in large part by ArcelorMittal and its
predecessor companies, has transformed
the steelmaking landscape – creating
a more stable and sustainable market
environment. We are proud to have
played our role in this process.
We have long believed that size and scale
are vital, both to compete in a global
marketplace and to manage supply and
demand through the economic cycle.
A strong, sustainable industry benefits all
its stakeholders – employees, customers
and investors alike.
Today, ArcelorMittal exhibits not just size
and scale, but resilience, strength and
growth. Above all, we have a unique profile
and a clear strategy.
– We are the only truly global steel Our strategy is to build a sustainable and
producer, with a leadership position stable business, creating value through the
on four continents. A quarter of our cycle, through scale and diversification.
production comes from plants that
At the same time, we want to set the
figure among the lowest-cost producers
standard in areas such as health and safety
in the world. Together with a high degree
and career development. We want to
of exposure to stable markets and long-
engage positively with the communities
term contracts, this leaves us well placed
in which we operate and demonstrate
to deliver sustained profitability and high
our commitment to good environmental
cash-flow generation.
practise. Our position as the industry leader
–We are the only producer offering and demands no less.”
developing the full range of steel products
and services. Value added and speciality Sincerely,
products account for more than 60% of
our shipments. The breadth of our product
range and the diversity of our customer
base help insulate us from shifting
demand patterns.
–We are not just a steel producer. At
one end of the value chain, we are an
integrated metals and mining business.
At the other, we operate a significant
service and distribution business that
transforms finished products and
delivers a bespoke service to customers.
Wherever opportunities arise, we are
able to capture them.
Transforming tomorrow: We are guiding the evolution of steel
to secure the best future for the
Our philosophy, our values industry and for generations to come…

We know that our position in the steel industry brings …Our commitment to the world
around us extends beyond the bottom

unique responsibilities. We are committed to setting

line, to include the people in which
we invest, the communities we support
and the world in which we operate.
globally recognized standards with the needs of future This long-term approach is central
to our business philosophy.
generations in mind.
Our goal is to provide the leadership that will transform
tomorrow’s steel industry.
We have a clear vision of the future, underpinned
by a consistent set of values.

Sustainability
 We look beyond today to We are visionary thinkers,
envision the steel of tomorrow… creating opportunities every day…

…Because quality outcomes depend on quality …This entrepreneurial spirit brought us

people, we seek to attract and nurture the to the forefront of the steel industry.
best people to deliver superior solutions to Now, we are moving beyond what the
our customers. world expects of steel.

Quality Leadership
Health and safety A worldwide presence

We work hard to ensure the With 320,000 employees in more than 60

health and safety of our people – countries, ArcelorMittal spans the globe as
and minimise our impact on no other steelmaker. It is the industry leader
the environment. on four continents, ranking number one in
all major customer segments.

Safety comes first: the wellbeing of our
workforce and contractors is our number
one priority. A strong health and safety
culture is instilled at every level of the
company and is supported by a robust set
of safety standards. A continuous reduction
in the frequency rate of accidents is
targeted year-on-year.
Our health and safety management system
lays particular emphasis on local health and
safety leadership and behaviour. A structure
of Group-level and regional health and
safety committees is designed to improve
the flow of new initiatives and support
the sharing of best practices throughout
the Group.
To maintain and enhance the critical
importance of Health and Safety among
our 320,000 employees, a worldwide
Health and Safety Day is held every year.
The purpose of the event is to mobilise
the Group’s entire workforce – including
subcontractors – to improve risk
awareness, identify best practice
and promote knowledge sharing
in the health and safety arena.
The merger of Arcelor and Mittal Steel Our huge reserves of raw materials –
brought together the leading steelmaker iron ore and coal – span five continents.
in Western Europe and Latin America with Many are located close to our steelworks,
its counterpart in North America, Eastern improving supply logistics. At the other end
Europe and the CIS, and Africa. That natural of the value chain, our worldwide network
fit is now reflected in a worldwide operation of distribution and steel service centres
with leadership on four continents and an provides a powerful complement to our
industrial presence in 20 different countries. diversified production base.
That global footprint brings numerous Allied to our product breadth, our global
benefits. Most importantly, it gives us a presence gives us unrivalled capacity to
unique platform from which to serve our deliver what our customers require.
multi-national customers. With plants
sited close to theirs, we are in a position to
support their developments wherever they
arise. We can also deliver to them standard
solutions around the globe, assuring them
consistent quality.
The scale and scope of our operations
enhance our ability to compete effectively.
Our business units support one another by
generating product synergies and sharing
know-how. All benefit from the enhanced
purchasing power that comes from being
part of the expanded Group. All share in
the fruits of our continuous investment
in research and product development.
And all enjoy access to world markets
through a unified export organisation
and a global sales and marketing network.

Above:
Child’s drawing taken from the
Health and Safety Day in Kazakhstan.
Our global production
Percentages indicate geographical breakdown
of ArcelorMittal production in 2007
116
million tonnes of steel
produced worldwide
21%
US and Canada

13%
Central and Eastern Europe
34%
Western Europe
10%
CIS and Central Asia
07%
Africa

US $105.216
billion
sales in 2007
15%
Latin America
The drive for
operational excellence
With our unmatched scale and diversity,
we benefit from a rich storehouse of
technical know-how. This is deployed
in a systematic manner to get the best
out of every plant, every process,
every function.
The drive for operational excellence
is no one-off activity. At ArcelorMittal,
we believe that performance enhancement
is a continuous process. When we achieve
one goal, we set ourselves another.
Our global presence and the scope of our
operations have given us access to a unique
knowledge base. It has been both deepened
and enriched by the ArcelorMittal merger.
Sharing that knowledge lies at the heart
of the Group’s management approach.
The company’s Knowledge Management
Programme is designed to speed the flow
of best practices and techniques around
the Group. The ability to call on the very The company’s performance enhancement
best steelmaking skills and deploy them
wherever they are needed has been a major performance – not now and again, but
contributor to our success.
The knowledge-sharing process is
coordinated at corporate level, allowing key
skills to be transferred around the Group
quickly and efficiently. Where possible,
the processes and tools that underlie these
skills are becoming standard throughout
the Group and consequently in training
programmes at the ArcelorMittal University.
To stimulate the exchange of best practice
at shop floor level, a number of plants
with the similar characteristics – such as
production route or product mix – have
been twinned. The interaction between
them is constant and systematic.
programme exists to lift the bar on future
continuously.
Case Study:
Twinning
Once plants are twinned, inter-plant
visits of operational and technical
managers are organised. The managers
undertake detailed benchmarking of key
performance indicators (kpis), compare
operating and maintenance practices,
and review the technological needs of
the facilities. By sharing best practices,
ideas for improvement are generated
and the local management then prepare
action plans to implement.
For example, at Galati, the actions cover
many areas, ranging from cycle time
improvements in the BOF shop arising
from changes in converter blowing
practice; to cost reduction; and to yield
and quality improvement from changing
the design of the converter lance.
We encourage an ongoing support and
interaction program to be developed
between the twinned operations. This
ensures that implementation is followed,
problems are addressed, and improvement
continues in a structured manner.
Quality in depth:
An unrivalled product range
All steels, all grades, all applications…
ArcelorMittal offers an unrivalled breadth
of products and supports it with a range
of technically advanced services that
can deliver a tailor-made solution wherever
it is needed in the world.
In flat products, we are the clear leader
in coated steels – ranging from hot dip
to electro-galvanised and colour coated.
We have pioneered new grades of light
but high-strength steels for the world
automotive industry – helping our
customers design safer, more fuel-efficient,
corrosion-free vehicles.
In long products, we produce rebars,
sections and beams in all sizes and qualities.
We are the leader in sheet piles. We
produce the biggest plates in the world.
The steels we supply to the building
industry have expanded the range of
construction possibilities. From the new
World Financial Center in Shanghai, China,
to the Airbus assembly plant in Toulouse,
France, we have helped change the shape
of the world around us.
Quality lies at the heart of our product
development. The world energy industry
relies on our pipes and tubes. We are the
biggest provider of the high-strength steels
needed for wind turbines. Shipbuilders
turn to us for the steels that will survive
the ultra-low temperatures aboard a liquid
nitrogen gas (LNG) carrier. The household
appliance industry is a big consumer of
our stainless steels. We are a world leader
in packaging.
Our steel service and distribution centres
finish steels to suit individual applications
and provide high-quality and personalised
services – adding real value to the steel
solutions devised.
Wherever and however steel can play a
role, ArcelorMittal is there to provide the
skills, expertise and the quality to make
a difference.
Case Study:
From ports to underground car parks
Our leadership in steel sheet piles, allied
to our technical expertise in foundation
solutions, is world-renowned. We have
helped build, extend or deepen ports from
Northport, New Zealand to Hamburg,
Germany. Our Roxan® sheet pile water
tightness system developed for the Venice
lagoon rehabilitation project has set new
standards for effectiveness. Around the
world, our engineers help devise cost-
effective solutions for flood protection
schemes, tunnels, road works or
underground car parks – and provide the
design, assembly, technical and logistics
support to turn the projects into reality.
Case Study:
GlobalFloor® – From design to execution
GlobalFloor® is a flexible universal
floor system employing beams
and galvanised steel decks whose
performance is optimised through the
judicious combination of the product
offer and a specially design tool.
GlobalFloor® enables performance to
be optimised in respect of mechanical
strength, speed of erection and
incorporation of services from a
comprehensive product range:
– steel structure: IPE, ACB (Arcelor
Cellular Beams) and asymmetric beams
– steel decks: composite concrete
floors decks, prefabricated
permanent formwork.
Research and development:
Our key to the future
Research and development lies at the heart
of ArcelorMittal’s strategy to lead innovation
in the world of steel. We employ 1,400
researchers in 14 research centres around
the world, developing next-generation steels
and solutions that transform the range of
options open to our customers.
The research facilities of ArcelorMittal
constitute one of the world’s leading
industrial research resources, targeting
continual product advances for the
automotive, household appliances,
construction, civil engineering and
general industrial sectors.
In the automotive field, we have led the
way with advanced high-strength and
high-deformability steels. We collaborate
closely with our customers. We have
engineering teams resident in customers’
plants, working with them at the design
stage of new product launches, helping
them create vehicles that are lighter,
stronger, safer – and also more attractive
to the end-purchaser.
In construction and civil engineering,
we have developed a range of advanced
products – from jumbo beams to the
world’s widest sheet piling – that provide
new and more cost-effective solutions
for our customers. Our light steel solutions
reduce the weight of new buildings
compared with other materials, making
development possible in areas with poor or
water-logged soils. We have developed a
range of reflecting products that substitute
for aluminium in lighting. Our coloured
stainless steels for use in architectural
applications combine durability with
aesthetic appeal. Green building is today
a major society issue. At ArcelorMittal, we
develop steel solutions such as ‘advanced
energy renovation packages’ based
on ArcelorMittal innovative products,
components and systems minimising the
primary energy consumption, optimising
the integration of solar energy use
and assuring a fast, high quality and
cost-effective construction process.
We work continuously to extend our range
of special plates, both stainless and alloyed.
For the refining and petrochemicals market,
we have developed special thick plates
with higher-strength properties. For the
power station market, we continue to
meet demands for steels with improved
performance at high temperatures.
We are the leaders in a variety of industrial
applications. We continue to develop new
grades of high performance and high
durability materials. We have pioneered
methods of coating steel in a vacuum to
produce steel with anti-bacterial properties
for the food industry. Our galvanised steels,
coated using E-passivation, eliminate the
use of chromates, reducing the impact on
the environment.
We also invest heavily in process research
and development – to lift productivity,
improve quality, develop cleaner production
processes and protect the environment
through reduced emissions and improved
recycling. As a member – and the leader
in Europe – of the ULCOS (‘Ultra-Low CO2
Steelmaking’) programme, ArcelorMittal
is committed to help find new steel
production processes that drastically
reduce emissions of CO2 and other
greenhouse gases.
Case Study:
ULCOS
By taking the lead of the ambitious
ULCOS R&D project, ArcelorMittal takes
responsibility in the worldwide efforts
to further the steel industry’s curb CO2
emissions and fight climate change. The
target of the ‘Ultra Low CO2 Steelmaking’
project, which is backed and funded
by the European Union, is to develop a
breakthrough technology to reduce steel
industry CO2 emissions by 30 and 70%
respectively. Close to 50 steel companies,
universities, R&D labs and other industrial
partners participate in the ULCOS program
coordinated by ArcelorMittal Research.
During the project’s first phase of the
ULCOS programme nine project teams
studied a broad spectrum of potential
solutions ranging from capture and
confinement of CO2 from modified
blast furnaces to direct electrolysis of
iron ore, as well as the possibilities offered
by alternative energies such as biomass.
The second phase, which looks in depth
at the selected candidate processes has
just started. Next comes a five-year long
pilot phase to finally confirm the technical
and economic viability of the project.
Making a difference...
globally, locally
As a global company, we have a clear
responsibility to contribute to the wellbeing
of the communities in which we operate.
With an industrial presence in 20 countries,
we play an important role in stimulating
economic and social progress. Through
income generation, training, the
establishment of local business linkages
and the building of infrastructure, our
operations are themselves engines of local
development. We recognise, however, that
we have a further duty to contribute to the
wellbeing of our people, their families and
the societies in which they live.
A number of our operations are located in
developing countries with pressing social
and economic needs. In some of them,
we are one of the biggest foreign investors
and employers. This brings with it an
added responsibility – not only to our
employees and their families but to the
wider community.
Wherever we have a presence, we engage
actively with local bodies – providing
support in areas such as education, social
development, healthcare, sports, enterprise
and cultural activities. Going forward,
we intend to provide added focus to this
programme through a new initiative,
the ArcelorMittal Foundation, which will
co-ordinate all of our social projects.
The Foundation will promote the
Group’s commitment to society and
sustainable development, focusing in
particular on the communities where
we operate. As part of the process, it
will seek to develop partnerships with
non-governmental organisations in order
to scale up the impact of our project work
at a global level.
Case Study:
Boosting maths and science
in South Africa
To help tackle the critical shortage of
engineering skills in South Africa, we
worked with the Gauteng Department
of Education in the Vaal region to set up
a Science Centre of Excellence to teach
mathematics and science. The centre is
equipped with ultra-modern classrooms,
laboratories and an interactive science
exhibit centre. The children and their
teachers are transported to the
centre daily.
The results have been dramatic. After
the first 15 weeks of lessons, one school
that had scored just 6.8% in the initial
assessment obtained a 69.8% mark in the
final test. Equally important, the majority
of students have developed a genuine
interest in the subjects – which bodes
well for the future.
 Strong, robust and
Case Study:
Disaster relief in Mississippi
After Hurricane Katrina, the Group

highly cash-generative
‘adopted’ the town of Long Beach
Mississippi, one of the worst affected
communities, and committed $1million
to support rebuilding work.
Under the adoption process, we have
committed a project team – involving
mechanical and structural engineers, The merger has created a financially
logistics and purchasing specialists –
who are working with the local authorities strong and cash-generative business,
bringing new earnings stability to the
engaged in driving the reconstruction
effort. The team is both using its project
management skills to help rebuild the
town and using industry contacts and
partners to accelerate the work and
steel industry.
conserve the city’s funds.
We have committed ourselves to
remaining in Long Beach until the town
is fully back on its feet.

The merger of Arcelor and Mittal Steel has Our long-term debt is accorded an
created a Group with immense financial investment grade rating by the major debt
strength. In 2007, ArcelorMittal recorded rating agencies. We are pledged to work
sales over $105 billion and a top-line profit to maintain that rating in the years ahead.
(EBITDA) of $19.4 billion. We have a stated
target of lifting profits to $20 billion by
2008. Synergies relating to the merger
of Arcelor and Mittal Steel stood at US
$1.4 billion by the end of 2007. Expected
synergies in excess of US$ 1.6 billion end
on Q1 2008.

Case Study:
Encouraging bone marrow donors
in Brazil
Our support for bone marrow transplant
programmes goes back to 1988. Over
the years, we have helped develop stem
cell donor registers in France, Spain, Italy,
Belgium and Luxembourg.
Most recently, we have focused our
efforts on Brazil, where an ambitious
target set in 2004 to register 250,000
people on the Government’s REDOME
register was exceeded in 2006. By the ArcelorMittal EBITDA pro-forma ArcelorMittal financial figures (2007 figures are actual and 2006 are pro-forma unaudited)
end of 2006, the number of donors on
the REDOME register topped 334,000 – US$19.4 bn 2007 105,216 +18.8% Sales
thanks in no small part to volunteering US $16 bn
US$15.3 bn 2006 88,576 (US $ million)
on the part of thousands of employees US$14.9 bn
at the Group’s Brazilian plants. 2007 109.7 -0.7% Shipments
2006 110.5 (million tonnes)

2007 19,400 +26.8% EBITDA

2006 15,305 (US $ million)

2007 14,830 +25.1% Operating income

2006 11,857 (US $ million)
2004 2005 2006 2007
2007 10,368 +30% Net income
Q1 2008: EBITDA expected between
2006 7,994 (US $ million)
USD 4.7 bn and USD 5.0 bn
Line indicates HRC FOB US Midwest $/s. ton
Environment
Continuous improvement in environmental
performance is a key element of our
commitment towards sustainable
development. Our Group Environment
Department works closely with the
business units to ensure a consistent
and coordinated approach that monitors
and measures performance, anticipates
regulatory changes and helps develop
more environmentally friendly methods
of production.
Since 1990, our Western European
plants have reduced their CO2 emissions
per tonne of steel produced by a fifth.
That know-how is now being transferred
to other plants around the Group.
A systematic knowledge-sharing
process is in place to spread best
practices worldwide.
We invest heavily in process efficiencies
to improve the working environment of
our people and to reduce the impact of
our operations on society at large. Many
of these projects have received recognition
from public bodies, and many of our
operations are accredited to the ISO 14001
international standard. Applying for that
certification is now mandatory for all
facilities in the Group.
In addition, we are a member and the leader
in Europe of the Ultra Low CO2 Steelmaking
programme (ULCOS) which aims to find
new production processes that drastically
reduce emissions of greenhouse gases.
Case Study:
Collect-a-can
Our Collect-a-can initiative in
South Africa shows how an imaginative
approach to environmental management
can combine with job creation to make
a major contribution to sustainability.
Set up in 1993, Collect-a-can encourages
people to recover beverage cans and
sell them for recycling. More than
R300 million ($42 million) has since
been paid to 37,000 collectors, who in
turn provide jobs for hundreds of people.
Almost 700,000 tonnes of steel cans
have been recovered over the years –
saving the use of non-renewable
raw materials.
Allied to the project is a school
competition in which young people are
educated about environmental welfare
and win prizes for recovering cans. The
prize money provides much needed funds
for often disadvantaged communities.
Making the most of
our people
A career with ArcelorMittal
offers unlimited opportunities
for advancement.
Harnessing the skills of our 320,000
employees is an integral part of the
ArcelorMittal vision. We seek to be the
employer of choice in the steel industry –
providing full scope for personal
development, an international career
path and unlimited opportunities
for advancement.
Enabling and encouraging employees at
all levels to make the most of their talents
is a duty on any good employer. We seek
to discharge that duty in a number of ways.
Our long-standing leadership development
programme combines several tiers of
internal and external training with a
continuous review process designed to
identify and develop a long-term pool of
talent. That process not only assesses the
quality of leadership within all business units
and functions but identifies the potential
leaders of tomorrow.
The focus of our internal training and
skills development programmes is the
ArcelorMittal University. The University
constitutes one of the most advanced
corporate teaching facilities in the world,
encouraging people to acquire new skills,
take on new challenges, exchange ideas
and share best practice.
From starter courses for young managers to
advanced modules on change management,
the University is designed to provide
development opportunities for everyone
with people management responsibilities,
spanning professional, functional or
technical activities.
Promising talent is also encouraged to
attend one of a number of management
and leadership programmes at leading
business schools in the US and Europe
with which we have close associations.
We also seek to encourage international
mobility. To that end, we have made our
internal job market as transparent as
possible. Our Job Market Online Intranet
site allows anyone within the new perimeter
of the Group to apply for a vacancy in
any country, profession or plant.
In addition to fostering internal
development, we continue to look beyond
the boundaries of the steel industry for
future talent. Every year, we recruit a
number of MBA graduates from leading
business schools in Europe, the US and Asia.
The future

We will continue to play a role

in building a more consolidated,
sustainable steel industry.

A consistent strategy has driven the That means expanding our presence in
Group over many years. We have led the developing economies – both to serve our
consolidation of the world steel industry multi-national customers and to participate
and we will continue to do so. In the process, in the domestic growth that is forecast for
we will not only build on the enormous many of those markets.
strengths created by the merger but also
As important as geographical expansion
help cement the new-found sustainability
is continued vertical integration. No other
the industry enjoys.
steelmaker combines the same wealth
We now combine a leadership position of upstream assets – in coal and iron ore
in high-end, developed markets with mining and low-cost slab production –
extensive low-cost production in with the breadth of downstream production
developing economies. We are the first and distribution enjoyed by ArcelorMittal.
steelmaker with the scale to match that
ArcelorMittal believes this winning strategy
of our global customers – and with the
has not only created the market leading
geographic reach to support them around
position enjoyed today, but ideally positions
the globe.
the company to lead the steel industry into
That reach is key. Many of our customers a new phase of quality and sustainability.
value a supplier that can deliver the same,
high-quality product in multiple markets.
We will continue to build a global platform
from which we can support them wherever
they choose to operate.
www.arcelormittal.com

Brochure imagery:
© ArcelorMittal Photo Library,
Vytas Beniusis, Daniel Ansart,
Pierre-François Grosjean
© Studio Pons
© Wolfgang Von Brauchitsch
Cour Europeenne de Justice, Luxembourg
– Dominique Perrault Architecte – © Pierre Engel

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