Self-awareness and Development toolat ArcelorMittal

08th June 2011

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What we do

Underpinning all our operations is a philosophy to produce Safe Sustainable Steel

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Where we operate

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An integrated leader of the metals and mining sector

3%

10%

19%

8%

16%

44%

EU27

Other European countries

North America

South America

Asia

Africa

61.0 78.0

5.6 8.5

(1.5) 3.6

69.6 85.0

71.6 90.6

2009 2010*

Net income/ (US$ billion)

Sales (US$ billion)

EBITDA(US$ billion)

Shipments(million tonnes)

Operating income/ /(loss) (US$ billion)

Steel production (million tonnes)

0.2 2.9

*Successful spin–off of stainless steel business (Aperam) following sharehoders approval on January 25, 2011. Accordingly stainless steel results have been shown as discontinued operations and all periods reported (results and operational KPI’s) havebeen recast

262,000 employees in more than 60 countries

Geographical allocation of employees in 2010

ArcelorMittal 2010 key figures

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• Automotive– Worldwide no.1 supplier for automotive steels with a leading market share of 19%. – Worldwide industrial presence via about 40 coating lines in Europe, North America, South

America and Africa.

• Construction– The largest market for steel: a 620 million tonnes steel consumption market comprised of

diversified products.– Emerging markets represent more than 50% of the square meters constructed each year

globally.– World leader with over 29 million tonnes of products delivered in 2010 to the building and

construction industries.

• Packaging– New packaging concepts constantly designed to achieve differentiation by steel solution

(bottle can, easy open end...).– Complementary industrial network in Europe with production plants and service centres near

customers' can making facilities.

The leader in automotive steels

ArcelorMittal main markets

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Consumer benefits of steel

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Our brand strategy defines what we stand for and how we are different from our competitors; as such, it underpins everything we say and do. Our logo is the symbol of our brand strategy.

Brand vision: transforming tomorrowWe are committed to setting globally recognised standards and managing our growth and profits with the needs of future generations in mind

Brand attitude: boldness

ArcelorMittal brand values

SustainabilityWe are guiding the evolution of steel to secure the best future for the industry and for generations to come.Our commitment to the world around us extends beyond the bottom line, to include the people in whom we invest and the communities we support. This long-term approach is central to our business philosophy.

QualityWe look beyond today to envision the steel of tomorrow.Because quality outcomes depend on quality people, we seek to attract and nurture the best people to deliver superior solutions to our customers.

LeadershipWe are visionary thinkers, creating opportunities every day. This entrepreneurial spirit brought us to the forefront of the steel industry. We are moving beyond what the world expects of steel.

transforming tomorrow: our philosophy, our values

ArcelorMittal brand strategy

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The Group Management Board (GMB)• Lakshmi N. Mittal Chairman and CEO, Responsible for Shared Services (including

Legal, IT, Purchasing, Shipping and Energy), Human Resources, International Affairs, Marketing and Commercial Coordination, Internal Assurance, Health and Safety, Mining

• Aditya Mittal CFO, Responsible for Flat Carbon Europe, Investor Relations and Communications

• Michel Wurth Responsible for Long Carbon worldwide

• Gonzalo Urquijo Responsible for AACIS, Distribution Solutions, Tubular Products, Corporate Responsibility and also Chairman of the Investments Allocation Committee (IAC)

• Louis Schorsch Responsible for Flat Carbon Americas, Strategy, CTO, Research & Development and member of IAC

• Sudhir Maheshwari Responsible for M&A, Corporate Finance, Risk Management, China and India

• Davinder Chugh Responsible for Shared Services

• Peter Kukielski Responsible for Mining

Appointed by the Board of Directors, the GMB is responsible for strategic direction

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Self-Awareness and Development tool

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Performance

Management

Talent

Identification

Development

Planning

Succession

Management

Leadership Development

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• The 5 key ArcelorMittal Group competencies are:

– CHANGE MANAGEMENT– DECISION MAKING– RESULTS ORIENTATION – STRATEGIC THINKING – TEAMWORK

• The 3 competencies used to help build performance of the new organization are:

– STAKEHOLDER ORIENTATION– EFFECTIVE COMMUNICATION – LEARNING & DEVELOPMENT

ArcelorMittal Competency Framework

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On going communication

Individual ExpectationsVision and Brand values of the Company

Performance Management at ArcelorMittal

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Self-Awareness and Development tool

• Increase self-awareness through self-rating and feedback from manager, direct reports and peers.

• Obtain insights into the internal drivers and work styles of employees.

• Understand and analyse the strengths and development areas for employees.

• Provide individual feedback and opportunity for personal developmentplanning

Process aligned with ArcelorMittal Values & Competencies

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• Personality: Perception And Preference Inventory (PAPI)

– Measures: Self perception, motivation, internal drivers

• Leadership Style: Multi-Rater Assessment (MRA)– Measures: Behavior – the way individuals present themselves

Data protection agreement signed between ArcelorMittal and Works Council

Tool profile – 2 Pillars

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• Individual assessment and appraisal

• Identifying leadership competency gaps

• Recognizing training & development needs

• Team Development

• Coaching

MRA supports

Share Survey

LearnImprove

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180 degree

360 degree

MRA assessments options

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• Supports building a culture of evaluation, learning and performance

• Strengthen company values

• Supports a desired leadership style

• Facilitates and increase effectiveness

of feedback

• Standardises priorities, competencies and

qualities on which employees focus development

• Allows for identification of group

development priorities

MRA benefits for the Business

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• Objective Multi-source feedback

• Employee understanding of their own

performance and behaviour from the eyes of others

• Increased understanding of employee in regards

their impact on their environment

• Focused personal development planning

MRA benefits for the employee

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Assessments per language

3%

93%

1%1% 2%

English French German Spanish Dutch, Portuguese, Polish and Romanian

Self-Awareness and Development tool

Tool launched in Nov/08

Participants per year

7090

476

245

2008 2009 2010 Q1/2011

Accumulated No. of:Participants = 881Reviewers = 7742

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Individual feedback session

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• Response statistics

• Summary statistics

– Gap analysis

– Competency rankings

– Highest and lowest behaviours

• Detailed behavioural rating statistics

– Competency ratings

– Individual behavioural indicator ratings

• Free text comments

Exploring the feedback report

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Competency assessment kicks off processIdentify development needs for• Current job • Performance objectives for 2011• Future career path

Technical skillsFunctional expertise…linked to Career aspirations

Development objectives shouldalso to be

SMART

Development objectives

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Thank you!