The document provides an overview of ArcelorMittal's self-awareness and development tool. It discusses how the tool aims to increase self-awareness through self-ratings and feedback to understand strengths and areas for development. The tool uses a personality and leadership style assessment to provide multi-source feedback to employees to help with personal development planning and is aligned with ArcelorMittal's values and competencies. The tool has been used by over 800 employees since its launch in 2008 and provides individual feedback sessions to help employees identify development objectives.

1. Self-awareness and Development tool
at ArcelorMittal
08th June 2011

2. What we do
Underpinning all our operations is a philosophy to produce Safe Sustainable Steel
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3. Where we operate
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4. ArcelorMittal 2010 key figures
2009 2010*
Sales 61.0 78.0 Geographical allocation of employees in 2010
(US$ billion)
8%
EBITDA
5.6 8.5 EU27
(US$ billion) 19%
Other European countries
44% North America
Operating income/ South America
/(loss) (US$ (1.5) 3.6
billion) Asia
10% Africa
Net income/
0.2 2.9 16% 3%
(US$ billion)
Shipments 69.6 85.0
(million tonnes) 262,000 employees in more than
Steel production
60 countries
71.6 90.6
(million tonnes)
An integrated leader of the metals and mining sector
*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) have 3
been recast

5. ArcelorMittal main markets
• 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
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6. Consumer benefits of steel
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7. ArcelorMittal brand strategy
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 tomorrow
We 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
Sustainability
We 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.
Quality
We 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.
Leadership
We 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
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8. 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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9. Self-Awareness and Development tool
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10. Leadership Development
Performance
Management
Succession Talent
Management Identification
Development
Planning
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11. ArcelorMittal Competency Framework
• 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
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12. Performance Management at ArcelorMittal
On going communication
Individual Expectations
Vision and Brand values of the Company
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13. 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 development
planning
Process aligned with ArcelorMittal Values & Competencies
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14. Tool profile – 2 Pillars
• 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
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15. MRA supports
• Individual assessment and appraisal
• Identifying leadership competency gaps
• Recognizing training & development needs
• Team Development
• Coaching Share Survey
Improve Learn
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16. MRA assessments options
180 360
degree degree
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17. MRA benefits for the Business
• 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
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18. MRA benefits for the employee
• 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
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19. Self-Awareness and Development tool
Participants per year
476 Tool launched in Nov/08
Accumulated No. of:
Participants = 881
245
Reviewers = 7742
90
70
2008 2009 2010 Q1/2011
Assessments per language
93%
1%
1% 2% 3%
English French German Spanish Dutch, Portuguese, Polish and Romanian 18

20. Individual feedback session
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21. Exploring the feedback report
• 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
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22. 21

23. Development objectives
Competency assessment kicks off
process
Identify development needs for
• Current job
• Performance objectives for 2011
• Future career path
Technical skills
Functional expertise
…linked to Career aspirations
Development objectives should
also to be
SMART
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24. Thank you!
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