Issue 4 | October 2008

Transcription

boldspirit
Issue 4 | October 2008
06 The inspirational Ed Viesturs
08 Leadership Conference in New Delhi, India
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
People came here with expectations and curiosity.
Now, everyone seems very relaxed. We have come
a long way on this journey.”
Mr Mittal, Chairman and CEO,
closing comments in New Delhi, India
01
India was chosen to host our second
Leadership Conference because the country
represents the will to assume a Leadership
position in the modern world.
Welcome to the post-Leadership
Conference edition of boldspirit!
A buzz of excitement spread through
ArcelorMittal in the ‘post-conference’ world.
This year’s location for the gathering of
our top managers was New Delhi, India.
It was a bold – and ultimately excellent –
choice.
But our Group is a strong group. Part of this
strength comes from how truly global we are.
What was clear at the Leadership Conference
was how our global presence and diversity are
key ingredients of our Group’s DNA. In one room
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
knit, global community of top managers;
a community that contains and is open to
sharing a wealth of knowledge from our units,
segments and functions across the world.
This issue of boldspirit sets out to capture
the energy of the event, and to communicate
to you the fruits of our leaders’ labours.
The conference is more than a get together:
it is an intensive three-day work session,
after which all 320,000 of us set to work
carrying out the goals, strategies, and
programmes identified by our top management.
Let’s celebrate our ‘boldness’
ArcelorMittal’s goal is to provide the
Leadership that will transform tomorrow’s
steel industry; a common goal every one of
us should bear in mind as we go about our
daily work and lives. ‘Boldness’ is the attitude
that has allowed us to dare to dream such
a dream, to revive the steel industry and to
help build the structure of the modern world
(see our construction feature on page 18).
‘Boldness’, in the way our Group is increasingly
embracing it, is what is going to carry us
through challenges to the next level.
‘Boldness’ was much discussed in New Delhi.
Mr Mittal, Chairman and CEO, invited us to
be proud of our exceptional numbers thus far
(page 38) – numbers that people in the steel
industry would not have dared dream about
a few years back. Aditya Mittal, CFO, told our
top leaders that our message of ‘boldness’
is getting through to the outside world.
This is something in which we should all take
great pride, because ultimately, we are all
ambassadors for our Company.
Mr Mittal said to the delegates in India that
if we can do more, than we must. Just look at
the last point on the list of ‘Ten proposals on
how we can be bolder’. We can further integrate
our global team and never lose sight of our
long-term goal. The common thread that unites
all of us is ‘safe, sustainable steel’. We plan to
be producing it for a very long time.
And now, enjoy this issue of your magazine,
boldspirit…
Our ArcelorMittal University will officially
open its doors at the end of 2008, as part
of its phase one. Through a global network
of training facilities, the University is setting
out to make various programmes available
to every ArcelorMittal employee. Now if that
isn’t a bold vision, we don’t know what is!
This issue’s bold visionary, Ed Viesturs
(page 6-7), completed a 16-year quest to
climb all 14 of the world’s highest mountains!
As with ArcelorMittal, putting safety first
was an important part of attaining his bold
ambitions. On that very important theme,
John Macnamara, VP Global Health and
Safety, introduced ‘Journey to Zero’, our
H&S improvement strategy (pages 34-35),
at the Conference.
Perhaps now, more than ever, it is important
for us to understand what we mean when we
say we are bold; to reflect on the example
of Ed Viesturs. As a group, and like Ed,
we have set very ambitious goals. There may
be challenges – indeed there will be
challenges – as Ed’s experience shows us.
Ten proposals at the
Leadership Conference
on how we can be bolder
1.New steel solutions
for automotive
2. Friendly electrical steels
3. Ferritics
4.Higher wind generation towers
through design innovations
5. Entering the Chinese market
6.Vertical integration of raw
materials…more Mergers
and Acquisitions
7. Listening to customers
8.Adjusting our activity to
prevailing market conditions
9.Using our current facilities to 100%
10.The integration of our global
team towards the same goal
Our values in your language: English: Sustainability, Quality, Leadership; French: Développement Durable, Qualité, Leadership; Spanish:
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boldcontents
Have your say
For a look at some of our favourite
Indian recipes see the special insert,
between pages 16 and 17!”
boldspirit is your magazine so we would like
to hear from you: Comments? Contributions?
Questions? Contact us at [email protected]
06 Ed Viesturs
08
03 boldmessage
24 boldnewsfromsegments 42 boldmedia
04 boldleadersspeak
34 boldsafety
Mr Mittal sets the tone
Interviews: Davinder Chugh
and Arnaud Poupart-Lafarge
06 boldvisionaries
The inspirational Ed Viesturs
08 boldfeature
in New Delhi, India
18boldfeature
‘transforming tomorrow’
through construction
Global highlights
Interview with
John Macnamara
and Robert Kanz
36 boldstatistics
Steel giants: blast furnaces
38 boldbusiness
Using diversity and strength
to deliver strong results
39 boldfocus
ne day at the site of...
O
ArcelorMittal Temirtau
39 ArcelorMittal Temirtau
ArcelorMittal in the news
44 boldspotlight
PAs of ArcelorMittal
46 boldpeople
ArcelorMittal people
50 bolddepartments
Mining and Steel Greenfields
52 boldquiz
Did you know...?
53 boldinterview
relaxed moment with…
A
Gulnara T Alekeyeva
Editors
Contributors
Special thanks/addendums
Nicola Davidson, Editor at Large
David Cowan, Head of Publication
Mary Carey, Editor in Chief
Raquel Córdoba, Editor
Charlotte Rodaway, Editor
Julie Buchler, Photo Management
Raúl Álvarez, Amelia Bauerly, Hennico Benedicte,
Julie Buchler, Tuhina Chugh, Svetlana Chvanova,
Vincent Daenen, Ginette de Matteis, Pierre Engel,
FutureBrand, Phil Hankinson, Perrine Henrion,
Martín Gaitán, Olivia Gandon, Ewa Gebala, Marc Hooker,
Richard Leze, Sandra Luneau, Joska Londero,
Nikolay Kubrakov, Romain Moreau, Monique Muller,
Sylvie Petetin, Laura Podlesny, Jolice A Pojeta,
Lynn Robbroeckx, Charlotte Rodaway, Andrés Romagnoli,
Tetyana Ryvchuk, Marion Saul, Lisa Stewart, TBWA,
Emma Tuite, Vanessa Vanhalst, Mario Villamiel,
Barbara Wendl, Nikianna Yiannopoulos, Zainab M Tankiwala
Thoburns: Xanthe Hynds, Carlo D’Alanno
(designed by Thoburns.com)
Photo Library
ArcelorMittal Photo Library, Giles Barnard,
Corbis, Daniel Delguste, Getty, Veikka Gustafsson,
istockphoto.com, Christophe Laprun, Jaco Boshoff Mardo
Photos Vanderbijlpark, Himanshu Pahad,
Fabien Mariaud de Serres, Jason Tilley, Claude Vasconi,
Ed Viesturs collection, wide.lu
To all of the contributors to this issue: your time and
effort are greatly appreciated. Bravo team!
And an extra special thank you to Martine Scheuren,
because she is an excellent communicator and we
forgot to mention her efforts in our last issue!
Note: in the English version of Issue 3, Raymond Sze was
incorrectly identified as Chairman Li and Patrick Manning
as George Maxwell Richards. Our apologies!
boldspirit is printed on recycled paper and is Elemental Chlorine
Free (ECF). The paper has been awarded the NAPM Recycled
trademark and is produced at a mill that is certified ISO 14001.
boldspirit is also available in French, Spanish, German,
Russian, Brazilian Portuguese and Chinese.
Sostenibilidad, Calidad, Liderazgo; German: Nachhaltigkeit, Qualität, Führungskompetenz; Brazilian Portuguese: Sustentabilidade, Qualidade,
boldmessage
03
Welcome to this new edition of boldspirit. Through these pages
you will take a virtual trip to our Leadership Conference in New Delhi.
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.
Our leaders have formulated
a strong vision, but it will take
the efforts of each and every one
of you to make that vision a reality.”
Mr Mittal
sets the tone
Dear Colleagues,
It was a pleasure and an honour for me
to welcome the 650 main decision makers
of our Group to my home country, India,
and to witness in action our strong,
and closely knit, Leadership community
at ArcelorMittal.
Upon seeing this executive team work
together, discussing our challenges and
building proposals, a thought came to
my mind: on the one hand, the delegates
at the conference originated from more
than 60 countries, and represented different
functions and units of our business.
On the other hand, our team of executives
got along so well, and created such a positive
and relaxed working ambience, that one
could easily forget about all the different
nationalities.
In many ways our expansive ArcelorMittal
family has no nationality; it belongs to
nowhere and everywhere at the same time.
I feel proud that we have achieved this,
and in such relatively short time.
What I witnessed in that room at the
Taj Palace Hotel in New Delhi is a microcosm
of what ArcelorMittal is today. Our leaders
there represented all the richness and
diversity of our Company, all the wealth
of knowledge and the pride of belonging
to a common Group, made up of 320,000
ArcelorMittal people worldwide.
“ Our leaders at the
represented all the
richness and diversity
of our Company, all the
wealth of knowledge
and the pride of
belonging to a common
Group, made up of
320,000 ArcelorMittal
people worldwide.”
After New Delhi, I feel even more confident
about our capacity to overcome – together
– the challenges our Group is facing today.
One of these is safety. While it is true that
our accident frequency rate has improved,
our number of fatalities is unacceptable.
The positive news is that with the right
approach, investment and discipline,
we can make substantial improvements
in a relatively short space of time.
Take ArcelorMittal Point Lisas, in Trinidad
and Tobago, where our safety performance
has improved by 600% in only one year!
If we can maintain this type of momentum,
we will make substantial progress on our
‘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.
As I said in New Delhi, Health and Safety
starts at home. A healthy organisation can
only exist when it is composed of healthy
people, in their minds and in their bodies.
That is why I would like to ask all of you
to remain healthy. With the energy and
enthusiasm of all of us, if each part of this
Company reaches the level of the best
in each area, if we move forward in living
our values and putting a bit of boldness
in everything we do…then I am sure that
we can literally astound the world.
Our Leadership Conference has generated
an excitement which is spreading through
our entire organisation. And while the leaders
have formulated a strong vision, it will take
the efforts of each and every one of you
to make that vision a reality.
This Company is ready for further change
and for empowerment, as you will feel
going through the pages of this magazine.
There is a growing commitment, a feeling
that this Company belongs to all of us,
and that makes me very proud. I hope that
you share this pride – and love – for
ArcelorMittal with me.
Lakshmi N Mittal,
Chairman and Chief Executive Officer
Liderança; Russian: Устойчивость, Качество, Лидерство; Bosnian: Odrivost; Kvalitet, Liderstvo; Swedish: Hållbarhet, Kvalitet, Ledarskap; Polish:
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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
in New Delhi was based around the
theme of ‘sustainable growth’.
How is ArcelorMittal’s supply chain
focused to deliver and support the
growth path our Company is on?
DC: “For the last two years we have been
shaping ‘Shared Services’ as the transversal
functions of the Group. Today, the challenges
ArcelorMittal faces are different. We are on
an organic growth path and gearing up to
deliver massive Greenfield and Brownfield
growth projects. The supply chain is a key
transversal element which starts even before
any project activity begins. For example,
in Liberia, the project started with trying
to deliver key capital goods even before
infrastructure existed at ground level.
Trying to build a railway line where no
proper port or access roads exist presents
unique challenges.
Given the nature of our industry, the supply
chain needs to provide for security of supply
of raw materials. Just look at the complexity
of only six key raw materials such as iron ore,
coal, limestone, ferroalloys, metallic,
refractory – all of them come in different
quantities using different modes of transport,
with different storage and use conditions
and from different parts of the world to
a single production point – and we run over
60 such plants in 27 countries! Making our
size a source of competitive advantage means
that the supply chain should be flexible so
that raw materials can be seen as a global
resource. We are continuously investing to
be prepared to respond to the demands of
our Company’s growth in terms of ports,
shipping, railway, etc to maintain our
competitive edge in the supply chain.
Q: Given that our supply chain extends
beyond our Company, how do you see
its role in Corporate Responsibility?
DC: We are conscious that our CR extends
beyond just the immediate procurement
activities in the supply chain. The primary
focus area is trying to influence our
contractors’ safety behaviour. Usually,
the types of jobs contracted are more labour
intensive and inherently involve more risk.
We have been working with our contractors
to enforce better training and more safety
consciousness. We also only deal with vendors
who subscribe to our values and code
of ethical conduct. We have our commitment
to develop SMEs, meet empowerment
requirements of different regions and respond
to local economic and social priorities.
We support these with our locally adapted
procurement policies. We also focus on
the responsible use of energy and making
technology choices which are energy
efficient. As a responsible corporate citizen
we follow transparent and trackable KPIs
for our focus areas.
Q: ‘Moving towards a common
ArcelorMittal way of doing things.’
We like this saying from your last
interview in boldspirit! Can you explain
it a little further and give us some
concrete examples of how some
functions are already starting to
move in this direction?
DC: Purchasing as a Group has focused on
TCO (Total Cost of Ownership) over the last
two years as their ‘mantra’. TCO is a massive
transformation project where every buyer
and user is trained to look for best value
instead of price. Today, the purchasing
community is aligned to TCO buying as
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.
“ We are conscious that
our CR extends beyond
just the immediate
procurement activities
in the supply chain.
The primary focus area
is trying to influence
our contractors’ safety
behaviour.”
TCO buyers in the Company are
today looking at strategic sourcing and
commodity management. Value-in-Use
models define the life of our buyers today.
TCO is moving beyond our immediate
environment by working with suppliers
to share ideas and reduce costs in their
perimeter. Another important project
is AIM200 which is about defining the
common way of doing business at
ArcelorMittal. Cross functional teams
across the Group are defining what are
the most optimum processes in the
Company and building our IT systems
around these optimised processes which
should work seamlessly across plants
and offices. Four clusters – Flat, Long,
Stainless & Transversal processes –
have been taken up to define standard
processes and templates. This will lay
a solid foundation of a common
ArcelorMittal way of doing things.”
* Reporting to the CEO
Zrównoważony rozwój, Jako, Przywództwo; Slovakian: Udržateľnosť, Kvalita, Vodcovstvo; South Sotho (South Africa): 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
for Africa and CIS?
APL: “The GMB at the Strategy seminar
held in July 2008 established an impressive
set of objectives in terms of growth and
performance for our units. In order to comply
with those objectives, we have a first set
of priorities:
to work with. I have good friends in the
Group! The last two years I spent in the Long
Europe segment headed by Gerhard Renz,
were really interesting in this regard: it is the
only segment in the Group where integration
had such a strong meaning, as it included
half former Arcelor and half former Mittal
Steel sites.
• Establish good communication links with the
management, employees, communities and
other stakeholders of the units, so we can
share with them the segment’s objectives
and the roadmap towards achieving them.
Although I have changed responsibilities
quite often, I’m not a fan of change. It is also
important in a professional career to build
experience on good foundations, so there
should not be change for the sake of change,
just like butterflies going from flower
to flower. Here is a piece of advice I give
to young managers around me: make sure
that every step in your career is built on the
previous one, so that you can deepen your
experience and know-how; make sure that
each step has a real added value.
• Launch transformation and performance
enhancement programmes in all units to
ensure that the current facilities reach our
Group’s benchmark performance levels.
This will start with safety standards.
• Set up large, fully dedicated management
teams to ensure the success of our
growth programme and other
significant investments to implement
in the coming years.
Q: In some of the countries under your
responsibility (Kazakhstan, Ukraine,
South Africa), ArcelorMittal is one of
the main private investors. How is our
Group contributing to these growing
economies?
APL: As one of the largest private companies,
we are both contributing to and benefiting
from the creation of wealth in those growing
economies. But the size of the investment
does not change the level of responsibility
towards local communities. It is our
commitment to behave in a responsible
manner by implementing our Corporate
Responsibility principles.
In these countries, we are trying to locally
construct a dialogue with each of the
governments to help them make the most
appropriate decisions in order to boost
the development of their economies.
Q: If you had to highlight a challenge
in terms of Corporate Responsibility
what would it be?
APL: I would mention two, with safety being
the first. Of course, we all remember the
tragic accidents which occurred in our coal
mines in Kazakhstan. We are addressing the
situation there very seriously, both in terms of
practices and of the equipment of the mines,
in close cooperation with the mining segment.
Our second challenge in terms of CR is
the ecology. In all of our units we have
developed a complete set of measures,
part of a strategy to align the performance
of these units in the coming years with
our best performance everywhere.
Q: During your career, you have had
the opportunity to work in different
positions and countries. What for you
is the main advantage – and risk –
of change?
APL: I like renewing professional challenges,
but I think this is not what I have been looking
for in these changes; it is more about knowing
people. The main asset of my numerous
changes in the organisation is the number
of colleagues I have had the opportunity
Q: Has this always been the case for you?
APL: So far so good! I have always been able
to use lessons from previous assignments.
Q: According to your experience
in different countries, is there something
that all ArcelorMittal people share?
If yes, what?
APL: There is an ArcelorMittal way to deal
with business and to treat communities and
customers, central to the ArcelorMittal global
culture. There is also an ArcelorMittal way
of driving the Company. Of course it has to
do with boldness, but also the drive towards
excellence, performance improvement,
the focus on customer requirements and
a lot of respect towards all our stakeholders.
It is a main task of our management to
develop, for our 320,000 people, a common
understanding and culture, without denying
our specificities.”
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
keep on aiming higher. To say to ourselves that
if we can do more, then we must! On evening
two of the Leadership Conference in New
Delhi, Aditya Mittal introduced guest speaker,
Ed Viesturs, the perfect person to demonstrate
the experience of aiming higher and higher.
One of the premier high-altitude
mountaineers of our time, Ed is the living
embodiment of Leadership. And the lesson
that he offers is that it does not matter when
there are set backs – because there always
are. Set backs are something that achievers
figure into their strategy. What matters is
that, despite them, or because of them,
one never loses sight of the long-term goal.
Ed has climbed many of the world’s most
challenging summits. Most astonishingly, he
recently completed a 16-year quest to climb all
14 of the world’s highest mountains (all above
8,000 metres) without the use of supplemental
oxygen. In doing so, he became the first
American and the 5th person in the world to
accomplish this feat. He reached the summit
of his 14th peak, Annapurna, on May 12 2005.
Big dreams even when he was small
When Ed was a child, he read a book about
Annapurna, the 8,091 metre mountain in the
Himalayas, Nepal. “The book was amazing,”
he said. “It had everything that I was looking
for; friendship, camaraderie, challenges…”
The story of Annapurna seized his imagination
and climbing became his dream, albeit one
with a difficult start, since he was born in the
flatlands of Illinois.
Thanks to his mentors, Ed started to dream
even bigger. If he wanted to be really bold,
his ultimate goal would be to climb Mount
Everest. However, with a slight difference:
“Most people who climb Everest use
supplemental oxygen. It increases your
chances for success. But I did not want
to climb on their terms.”
There are no shortcuts to the top
The story that really took hold of our
top leaders was the Annapurna challenge.
The day after Ed’s talk, many of them could
be overheard using Annapurna as an analogy
for some seemingly insurmountable struggle
they had in their own lives – personal or
professional.
After ten years of apprenticeship, he climbed
the north face of Everest. “When you climb
something as big as Everest, the entire climb
takes about 10-12 weeks. You work with
a team. You have to carry loads of equipment.
Individually you have to act but you also have
to be a part of a team.”
This story is highlighted in the book,
‘No Shortcuts to the Top’. Ed’s autobiography
and documentation of his summiting of
14 ‘eight-thousanders,’ so inspired Aditya
that it was he who invited Ed to be the
guest speaker.
For the first attempt they got very close but
calculated that if they reached the summit,
they would die on the way down. So they
made the decision, very conservative and
very prudent, to go down and try again.
All in all, Ed has climbed the summit six times,
but he also suffered four failed attempts. It is
in the retelling of these that one cannot help
but be impressed by his sheer determination to
never let a failure force him to give up for good.
Ed said that he learned from an early age
that he had to listen to the mountain.
“The mountain would decide what I have to do.”
Ed’s ability to maintain his long-term vision,
while allowing for short-term ‘hiccups’, is one
of the keys to success. His ability to know when
the time is wrong is as critical as knowing when
the time is right to push forward.
Annapurna was Ed’s childhood dream. He was
determined to realise it but the mountain did
not make it easy. He made two failed
attempts in 2000 (the North Face) and in
2002 (the East Ridge). He only completed
the final summit in 2005.
What stands out in the Annapurna story,
as well as runs through all of his
mountaineering tales, is the way that
Ed combines boldness with a conservative
adherence to safety. His motto has always
been that climbing has to be a round trip.
All of his planning and focus during his
climbs maintains this ethic.
This approach resonates beautifully with
ArcelorMittal’s interpretation of boldness.
We also want to reach new peaks, but always
with our long-term strategy and the
Sustainability of our Company in mind.
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
Want to read more about this
they got there with a lot of energy in reserve.
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
Visit www.edviesturs.com
climb all 14 of the 8,000 metre summits.
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 Shishapangma’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 Manaslu 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
Conference has set the tone and pace for
the next phase of our Group’s development.
To recreate the entire event would take, well,
three days! Thus, we can only bring you the
highlights: a taste of the sights and sounds
and issues in New Delhi.
In preparation, organisers worked around the
clock to ensure that all aspects of the three-day
event – travel logistics, preparation at the
Taj Palace Hotel, activities planning, catering,
technical details and most importantly the
presentations ran as smoothly as possible.
Also, for the very first time, the Performance
Excellence Awards were handed out in
between sessions (see page 12-13). Pierre
Gugliermina, CTO, congratulated all
participants who entered in this awards
programme to identify and recognise
outstanding contributions to our Group.
Day 1
Kick-off by our hard-working
(and flying) CEO
Just a few hours before the event started,
our Chairman and CEO, Mr Mittal, flew to
New Delhi directly from Singapore, where on
the previous night he was handed the Forbes
Lifetime Achievement Award (see page 43).
Never let it be said that Mr Mittal is anything
less than inspiring when it comes to hard work!
Mr Mittal opened the Conference with an
inspirational speech in which he invited all
delegates to “astound the world”. His Opening
Vision was well received by the more than
650 delegates of over 80 nationalities.
Safety, Leadership, growth, CR and reputation
were the main focuses.
John Macnamara, VP Health and Safety, led the
H&S session in India (in priority position number
one) by presenting our Group’s ‘Journey to Zero’
improvement strategy (see pages 34 and 35).
The Conference was not just a static event
where people sat and absorbed information.
Along with voting and panel sessions, working
groups characterised the event. On Day 1,
one such working group, headed by MC
Member Robrecht Himpe, responsible for
Flat Carbon Europe, made a lively presentation
on how to improve working conditions in
ArcelorMittal. Occupational Health, respect,
HR processes, emails and work-life balance –
all issues that have a daily meaning for us –
were some of the topics treated during this
session. Their proposals were based not
only on the results of the Leadership Survey
(in which 22,000 exempts participated),
but also on a survey conducted in August 2008
among 4,500 blue collar workers.
“How we do, what we do”
As Sustainability was the underlying theme, it is
not surprising that the Corporate Responsibility
(CR) session, opened by GMB member Gonzalo
Urquijo and Rémi Boyer, VP CR, was in some
ways the key note of this Leadership Conference.
Gonzalo, who calls CR: “How we do, what we
do,” spoke about how it is directly related to
ArcelorMittal’s business. “Following what Mr
Mittal said in his speech,” he told the delegates:
“The world will grow. We want to capture this
growth in harmony with our stakeholders.”
Rémi Boyer, who leads a team of 11 people
consisting of the Corporate CR team as well as
the ArcelorMittal Foundation team, introduced
our Group’s new CR strategy. Rather than
focusing on the 12 commitments identified
last year for ArcelorMittal, it will focus on three
points: investment in our people, making steel
more sustainable and enriching our communities.
Felicidad Cristobal, who is its Managing Director,
also presented the ArcelorMittal Foundation.
Using an interactive map, Felicidad demonstrated
how, with over 560 projects around the
globe and a budget of 56.8 million US$,
the Foundation is living up to its commitment:
‘In each action we transform the world’.
To close the day, a working group led by
Evie Roos, VP HR and Communications, Long
Carbon Europe, shared with the delegates the
highlights of the recent Leadership Survey.
Rolled out in four continents and 76 countries,
these results are helping to measure our overall
managerial performance.
Thanks to the survey, we know that...
· 94% of ArcelorMittal exempts have confidence
in the future of the Company
· 84% would recommend ArcelorMittal as
a great place to work
·9
0% are proud to work for ArcelorMittal
Ten challenges for
ArcelorMittal employees
1.Minimising the cost structure
while increasing production
2.Systematic personal
development
3.Consolidation: standardised
management tools in
a complex organisation
4.Capitalising on existing
know-how and making it
practical for old and new sites
5.The price of steel versus the
cost of raw materials
6.AIM200 – building global,
highly efficient processes
to enable growth
7.Maintaining and increasing
market share without giving
up our position through price
leadership and customer service
8.Delivering major operational
improvement performance
throughout our plants
9.Creating long-term performance
for business areas
10. Changing more and faster
Leadership; Czech: Udržitelnost, Kvalita, Vůdcovství; Turkish: Dayanabilirlilik, Kalite, Liderlik; Irish: Inbhuanaitheacht, Caighdeán, Ceannaireacht.
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Winners of the 2007 Performance Excellence Awards
Category
Team name
Name of the project
Safety, Health and Environment
ArcelorMittal Jequitinhonha
Production Efficiency
ArcelorMittal Indiana Harbor #4SP
Product Quality
ArcelorMittal Vega and Global R&D
Customer Satisfaction
Innovation
ArcelorMittal International
ArcelorMittal R&D Structural Long Products
Revenue Generation / Growth
ArcelorMittal Kryviy Rih
Green Coke Plant: an Intelligent
Solution for Pig Iron Production
ArcelorMittal Indiana Harbor – #4 Steel
Producing Breakout Reductions CIP
Eliminate crater defect on exposed
Galvanised and bright spot defect
on exposed GA
Shanghai World Financial Center
Angelina® beam, an architect’s dream
transformed to an industrial product
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
“No other material will do”
The morning of Day 2 of what moderator
Simon Hobbs (CNBC) called “the mother
of all leadership conferences”, opened with
a round table. Ten delegates expressed our
biggest challenges for the months to come.
Talent attraction and retention, self-sufficiency
in raw materials, operational excellence
and integration of business processes were
the focuses of this session.
Aditya Mittal, CFO, introduced the Growth
Strategy Session. “Steel,” Aditya said,
“has experienced unprecedented growth
in the last decade, which has not always
been the case.” What drives this growth?
The industrialisation of two billion people
in developing nations such as China, Russia,
India and Brazil, on a scale the world has not
yet seen. “Our Group’s aim is to capture the
potential demand,” he said.
Aditya also addressed concerns in the markets,
saying that: “In the short-term, we can all have
hiccups, but fundamentally in the long-term,
these developing countries will continue
to grow. What unites all of these growth
patterns (cars, homes, skyscrapers) is steel.
And thank God no other material will do.”
Bedrock of our growth strategy
Aditya also emphasised that this belief,
that demand for steel will continue to grow,
taking into consideration the challenges, forms:
“the bed rock and the basis of our growth
strategy.” His presentation highlighted our
Group’s efforts to support ArcelorMittal’s
ongoing strategy through our strong pipeline
of projects and our three elements of growth:
Brownfield, Greenfield and M&A. He also
reiterated that we can, and are, expanding via
geography, value chain and through products.
“We cannot just focus on growth to remain
leaders,” he added. “Cost reduction is also
part and parcel of our growth plan. We need
to reduce our overall cost base because it
increases our overall global competitiveness.”
GMB Member Sudhir Maheshwari then spoke
about the role of M&A in our growth strategy.
“We have unrivalled industry Leadership.
Our 3D strategy – the three engines which
drive this strategy – are our upstream
self-sufficiency (iron ore, coal), our distribution
and downstream capabilities and finally,
Greenfield. Our M&A is absolutely resolute
to lead the way to ensuring we become one
of the most valued companies on the planet.”
India Session - Finance Minister
Chidambaram
The Honourable Finance Minister Chidambaram
was the keynote speaker of Day 2. It was clear,
even before he entered the room, the respect
that people have for this deep thinking
economist. The Minister said he was proud
of what Indian-born Mr Mittal has
accomplished and of the fact that ArcelorMittal
is a world-renowned company. He also
commented on the challenges ArcelorMittal
projects are facing in a “land of paradoxes.”
Customers and Products
Innovation, collaboration between teams
and market-oriented R&D were some of the
ingredients of the case studies presented
during the session: ‘Customers and products’.
In one of the case studies of the session,
the Long Carbon Europe team stressed the
need to develop high-value and niche products
to increase ArcelorMittal’s market share against
competing materials, such as concrete.
A couple of projects mentioned were
the jumbo beams for the foundations of
the Freedom Tower in New York and the
100 kilo tonne of sheet delivered since
2004 for a project to protect the Lagoon
of Venice, Italy, from the floods.
Automotive is another essential market for
ArcelorMittal. One of the case studies of the
session explained our Group’s contribution to
the Logan, the most profitable car in the
Nissan-Renault group. Its engineering principle
is: designing at the lowest cost. Romania is the
heart of the global Logan programme, and our
Romanian site in Galati produces 50% of the
total steel provided by ArcelorMittal to Dacia.
Our participation in the solar energy market
was highlighted by Philippe Darmayan,
CEO Steel Solutions and Services. “We are
using our competency in the roofing field as
a new way to put more value in our products,”
he explained. The final aim is to make solar
energy a competitive energy through a
combination of energy and added-value.
At the end of the session, GMB Member
Michel Wurth stated: “If we want to be close
to our customers, we have to talk to them and
listen to them.” He invited Greg Ludkovsky,
responsible for Group-wide R&D to the stage,
who explained that since our last Leadership
Conference in Cannes, our R&D colleagues
have developed 37 new products!
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
94
%
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of ArcelorMittal exempts
have confidence in the
future of the Company.
The supply chain challenge
In the ArcelorMittal world, eight million
tonnes of raw material are transported
every year. Our 62 plants all over the world
receive raw materials from 60,000 suppliers.
Supply chain is about having these materials
at the right time in the most cost efficient
manner. How can we achieve this?
The session on ‘Dimensions and realities
of the supply chain challenge in today’s
environment’ tried to answer this question
for all conference delegates. “Historically,
many battles have been won or lost because
of the supply chain,” explained Davinder
Chugh, Member of the Group Management
Board, Responsible for Shared Services
(see interview with Davinder, page 4).
Day 3
Our Journey to Leadership
The last day of the Leadership Conference
started with ArcelorMittal challenges and
continued with some important steps in what
has been called our ‘Journey to Leadership’.
Bernard Fontana, Member of the Management
Committee, Responsible for Human Resources,
reminded the audience that, at last year’s
Leadership Conference in Cannes, 50% of the
participants expressed that they would not
recommend ArcelorMittal to their family
members as a place to work. A full action
plan was put together to turn this around.
Some of the key achievements to date
have been the signature of our Global H&S
agreement with trade unions, the recruitment
of 180 group engineers, 1,000 vacancies
filled thanks to JobMarketOnline and the
rolling out of our recent employer branding
campaign plus the induction programme,
developed to allow newcomers “a faster
understanding of Group business strategy
and a smoother adaptation process.”
The next bold steps
What are our main Leadership challenges
ahead? In some countries, 50% of our leaders
will retire in the next 5-6 years. “We need
to place ambition at the right level: we need
to reach the best capability to attract, retain
and grow the talent,” Bernard stated.
Brian Callaghan, VP Leadership Development,
showed the audience the new movie of the
ArcelorMittal University, which carries the
theme ‘Grow with us’. “We encourage you
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.
How will we achieve our goal to become, not only the leader in steel,
but the recognised leader in the industry in terms of Sustainability?
We will do it through ‘safe, sustainable steel.’”
Gonzalo Urquijo, Member of the Group Management Board,
Responsible for Corporate Responsibility
‘Safe, sustainable steel’
Once again, energy was high on Day 3.
The afternoon session focused on the
environment, a critical issue for the entire
steel industry. Invited speaker, Nobel Prize
Winner and one of the world’s leading experts
on climate change, Rajendra Pachauri, set the
stage for this challenging issue. Dr Pachauri’s
speech was met with a standing ovation.
After Dr Pachauri’s speech, GMB Member
Christophe Cornier, kicked-off a series of
presentations based on ‘The CO2 challenge
for future steelmaking’. There are many
challenges such as: market-based policy
instruments, technological development
and international competitiveness. What can
ArcelorMittal do to tackle these challenges?
Some of the solutions proposed were,
the advocating of global schemes including
all major CO2 emitters, special treatment
of the energy intensive steel sector and
the promotion of technological solutions.
An open session with the GMB followed an
afternoon ‘Values’ session. With no agenda,
and an atmosphere of transparency and trust,
our top leaders were invited to ask the
GMB any question they wished. Our top
650 decision makers did not disappoint,
raising issues that were challenging.
Yet the atmosphere remained open and
friendly and many jokes were made when
the going got a little tough.
Commenting on this excellent atmosphere,
Mr Mittal said that he saw a big change
between this event from Cannes: “Our family
has grown. We are one company.”
A love for ArcelorMittal
At the end of a fantastic, but exhausting,
three-day Leadership Conference in New
Delhi, Aditya remarked on what a sense of
passion and commitment there was –
a love for ArcelorMittal. As proof, he noted
69% of attendees voted that they would
be in favour of another transformational deal.
But you could also feel it in the warm, friendly
atmosphere of the room.
Gonzalo congratulated the organisers
and stressed the need to communicate the
ideas and initiatives that had been discussed.
Michel highlighted the fantastic exchange
of knowledge, invoking our leaders to take
away the five best ideas: “…and put them
into practice.”
“I can clearly see, at the conclusion, what this
Group has tried to convey,” Mr Mittal said.
“One can see the maturity of our organisation;
the alignment. 102 speakers presented over
three days. Maybe some people only had
a few minutes, but everyone’s words had
meaning. The passion and the way things
have been expressed have created an
excitement in the organisation. This Company
is ready to grow. This Company is ready for
change. This Company wants to be the most
admired company in the world!”
Note: A lot of excitement and hard work
has also gone into making sure that everyone
in our Group is informed about the outcome
of this year’s Leadership Conference in New
Delhi. All presentations can be found at:
Corporate News > Leadership
Conference 2008 > Presentations
on www.myarcelormittal.com
To what extent are
we living our values?
Our three brand values
have changed the
Company’s behaviour:
34% admit that our values
have had a considerable
impact on key outcomes or
decisions taken in their areas.
Company behaviour should
change more in the future
if we want to live our values,
especially in terms of
Sustainability.
Our Company values are
supporting campaigns to
guide the way in which we
are entering markets, such as
Mozambique, as well as the
trust of our shareholders and
investors with regards to our
Leadership position.
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
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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
in New Delhi, when Mr Mittal’s relaxed
and happy mood invited everyone to feel
the same, GMB Member Sudhir Maheshwari
made a small confession. Having been the
person who proposed India as the location
for the conference, he was relieved it had
come off as wonderfully as it had.
For most of the delegates, even the poor
one bitten by a monkey, India was an
experience they will never forget. It was
pure sensory overload.
But it is also not difficult to see why Sudhir
might have had a few reservations after
making his bold proposal! The organisers
had their work cut out for them in more
ways than one. Delhi airport is in the midst
of expansion, but upon first arrival in such
a major city, it can take one somewhat
by surprise.
A lively debate session was set-up between
Minister Chidambaram and one of India’s
leading female journalists. When asked why
major companies should go to India and
not China, the Minister replied: “The question
is not should I be in India. The question is,
can I afford to NOT be in India?”
Why not India indeed, as much for the culture
as for anything else? And of all the parts
of India to dive into, the best is the food.
Dosas for breakfast, sweet lassis for tea,
cucumber and mint raita, mango chutney,
samosas and matar paneer. Who can resist?
But Indian food is best when shared.
Thus we invite you to enjoy a bit of India
with these four recipes, for which
we especially thank Mrs Mukherjee,
Mrs Rekha Chugh, Zainab M Tankiwala
and Gaurav Nagpal.
“ This is a land of
paradoxes: don’t be
shocked by paradoxes.
Look closer and you
will see transformation
and change
happening in India.”
Finance Minister
Chidambaram
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, Spain will have the world’s largest high-speed rail network, with
18
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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
Chicago, 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
330m, Paris, France
Cristal Tower
450m, Madrid, Spain
Burj Dubai
788m, Dubai, UAE
(under construction)
Calatrava Chicago
610m, Chicago, USA
(under construction)
490
Bionic Tower
1,200m, proposed for
Hong Kong or Shanghai, China
Empire State Building
381m, New York, USA
Petronas Tower
410m, Kuala Lumpur, Malaysia
Shanghai Financial Center
490m, Shanghai, China
19
ArcelorMittal provided
490 metres of steel towards
the construction of the Shanghai
Financial Center, below, far right.
20
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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
In many ways, steel is an ancient material.
Its origins date back to the 13th century BC
when iron and charcoal were first combined
properly. The rise of metals in construction
began in the 1700s with the use of iron
columns within walls. Iron beams and columns
became a common feature in large industrial
buildings over the years. But steel’s modern
incarnation is generally credited to Sir Henry
Bessemer. With the invention of the
Bessemer process in 1855, steel became
a relatively inexpensive mass-produced good.
It also has become an integral part of bridges,
pipelines and now skyscrapers. Today, steel is
one of the most common materials and
is an essential element in every part of
the infrastructure of the modern world:
from buildings to tools and automobiles
to appliances.
Reaching the sky with increasingly
strong steel!
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.
It is this very steel ‘skeleton’ that, in fact,
makes skyscrapers possible. And because
a skyscraper is supported by its internal
steel framework, its exterior can be
completed with stainless steel and glass,
allowing for some of the breezy, elegant
structures we see today.
From the very beginning of modern
architecture, steel has played a key role in
the construction of skyscrapers. As urban
phenomena, these buildings mark their time,
as well as their environment. In the collective
unconscious, they remind us of the Babel
Tower, as one of mankind’s recurrent
challenges. In Europe, the Americas,
the Middle and Far East – these outstanding
towers sprout in every corner of the earth
and require the most advanced steel
qualities to hit new records in terms of height,
as does for instance the Shanghai Financial
Center with its spectacular 490 metres
of ArcelorMittal steel in the ‘Pearl of the
Orient’ skyline.
> Close-up of the Beijing Olympic Stadium
Did you know...
… that if the Eiffel Tower were to be
rebuilt today, the engineers would only
need one-third of the amount of steel?
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
Olympic Games
Hitting fantastic heights however, is only
one of the many things that steel,
as a construction material, can do.
Take for example, the intricate design
work of the Chinese Olympic Stadium.
After the fashion of the Athens Olympic
Stadium built for the 2004 edition, steel was
the material of choice for the Olympic Game
Stadium in Beijing. Designed by the Baslebased architecture firm Herzog&Demeuron
in collaboration with Chinese artist Ai Weiwei,
the Stadium conceived for the 29th Olympic
Games stands out because of its symbolic
architectural design and its magnitude.
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.
It required around 45,000 tonnes of steel
welded into girders to form ‘the steel twigs
of the nest’. Started in December 2003,
the construction, which mobilised 8,000
workers, was completed last June and
handed over to the Chinese authorities.
A real challenge on this unique building site,
and almost impossible to achieve using
a material other than steel!
In all, 110,000 tonnes of steel were used
in the construction of the national stadium,
including concrete-reinforcement bar. At least
three million tonnes of steel all together was
used for the construction of the stadiums,
the Olympic village and public transport
projects in Beijing.
Steel is the material
of choice for the
Olympic Stadium
in Beijing. Some 45,000
tonnes of steel were
welded to form the
‘twigs of the nest’.
> > 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
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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:
steel is everywhere!
At first sight, the City of Arts and Science
in Valencia, Spain, designed by the Spanish
architect Santiago Calatrava, seems to
be made of concrete. Wrong impression!
Steel is used to build the museums,
a panoramic cinema and the various pieces
of equipment that make up the cultural
complex. The final element of this major
architectural piece of art, the Agora,
is currently under construction.
Breakthrough steel floors for a high-tech
vocational school
Designed by architect Claude Vasconi,
the Gallieni secondary school in Toulouse,
France, is definitely one of a kind. Built on
the site of a former chemical plant which
exploded in 2001, causing 30 fatalities and
more than 2,000 injuries, this school has
become the symbol of rebirth after the
industrial tragedy.
Iconic, the project is carried out in line with
our Sustainability commitments in order
to guarantee the well-being of its users,
trying to master the noisy environment
generated by the airport’s air lane and the
gigantic planes of the Airbus plants which
fly just above the school.
Entirely built with ArcelorMittal steel, this
40,000 m2 school uses our breakthrough
perforated Cofradal 200 floor, developed
especially for this project by ArcelorMittal’s
Building Construction Support and
ArcelorMittal’s Construction, in collaboration
with the architect of the project.
The merits of steel
These are just some of the ways that steel
is helping to transform tomorrow. Can we
take a moment to sing steel’s praises?
Steel buildings are usually constructed much
faster than buildings using other materials;
the costs are usually lower compared to
traditional building methods; they are lighter
weight; they are easier to maintain; and they
carry a reduced risk of fire. Steel is recyclable,
which makes it an especially cost-effective
and environmentally sound alternative
to any other construction material. Above all,
steel is strong and durable. It can withstand
hurricanes, high winds, heavy snow and
even earthquakes.
Houses made of steel are more energyefficient and come with reduced maintenance.
Modern technologies have greatly influenced
the growth of the use of steel in construction
since it can be used for better design and
fabrication.
But then, why not give the final word to
an expert, Pierre Engel, Development
Manager at ArcelorMittal’s Building
Construction Support?
In a world made of steel
“Most appreciated by designers for its
fineness and precision, steel is the material
that can come closest to the lines of the
sketch, the architect’s drawing, and is second
to none in creating aesthetic and strong
Archean structures. Whether in the form
of plates or foils, steel offers multi-coloured,
lacquered and enamelled coats as well as solid
or shiny carapaces made of stainless steel.
Today, steel is widely used in all types of
constructions: in bridges, structures,
public and utility buildings such as warehouses
or car parks, but also in shopping centres.
Its use very often augurs architecture of
the highest quality. It is sometimes
transformed into offices, sometimes into
Olympic stadiums as in Athens or Beijing,
sometimes into skyscrapers such as the
Freedom Tower, under construction on
New York’s Ground Zero. Huge train stations
as in Berlin, state-of-the-art airports as
for instance in London, Madrid, Hong Kong
or Paris… Steel is part of every challenge.
In addition to those colossal constructions,
in terms of height, loading and tonnage,
it is also at the heart of other, more humble
constructions where cost-efficiency and the
adequate use of the material are crucial.
This refers to schools, small activity centres,
flats or houses, but also to the makeover of
existing buildings where steel works wonders.
In order to generalise the use of steel in those
kinds of constructions, we need to fight hard
against traditional techniques deeply rooted
in these often small-scale proximity markets.
This year, the theme of the 11th Venice
Architecture Biennale is ‘Architecture beyond
building’. This slogan puts forward that
architecture, beyond building, needs to
make its environmental impact one of its
main concerns. Here, Sustainability clearly
is the guiding principle, and will increasingly
become an essential concept for all future
constructions.
As for other materials, their technologies
are in constant progress. And that is exactly
what our challenge will lie in: producing
practical steel solutions that guarantee
Sustainability, efficiency and innovation to
customers. This fierce technical and financial
struggle, aimed at increasing our market
stakes, means a double opportunity for us:
first, our Group prides itself on outstanding
innovation and production capacities, but
what’s more, steel can be recycled endlessly.”
Constructalia is ArcelorMittal’s steel
construction website that offers fascinating
and insightful updates on products,
steel trends, design and so much more
in the global steel industry. Discover more
about the wonderful world of steel at
www.constructalia.com
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 Asturias, 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:
Stainless ‘Challenge’ inspires
Continuous Improvement
Each year ‘The Challenge’ is a milestone for
ArcelorMittal’s Stainless community. Its spirit
is fully in line with ArcelorMittal’s identity and
vision. Its success is based on enhanced sharing
of best practices, fostering performance spirit
at each level of the Company and on proximity
management focused on workers’ recognition
for Continuous Improvement actions.
In that sense, ‘The Challenge’ embodies the
results of actions deployed on the shop floor
all year long. As an example, total savings from
the projects presented during the previous
‘Challenges’ represent eight million €. If we
consider all improvement actions implemented
within the Stainless segment, savings reach
100 million €. The event is a major recognition
time for teams who have led industrial
innovative projects on sites.
Focus on imitation
The event highlights the nine best industrial
actions led by Continuous Improvement teams
mainly composed of shop floor workers.
After being audited on various criteria and
trained to present their project at their sites,
teams have the opportunity to explain their
improvement project in front of a jury which
includes Gonzalo Urquijo, Senior Executive Vice
President ArcelorMittal and Member of the
Group Management Board, Pierre Gugliermina,
Executive Vice President ArcelorMittal and
Chief Technology Officer, and Jean-Yves Gilet,
Executive Vice President ArcelorMittal and
Stainless CEO. The jury has the difficult mission
to evaluate the best projects throughout the
Stainless segment.
The 2008 ‘Challenge’ edition was focused
on imitation, a best practice to be promoted
within the whole Group. As Pierre says
“Our group is so big that whenever you
face a problem, there is always an internal
specialist somewhere who can solve it.”
‘The Challenge’ is the opportunity for
operators from all over the world to share
their experience and exchange knowledge with
others. This is why it is such a powerful tool to
boost imitation, not only within the segment,
but also outside of it. Stainless does open the
sharing to other segments to widen the
innovation tank: for example this year
ArcelorMittal Dofasco was one of our guest
speakers. They presented an improvement
project on galvanising lines.
In addition, Stainless was proud to receive
Didier Lux, Airbus Senior Vice President of
Quality. Our special guest shared best practices
applied within Airbus on project and quality
management. He insisted on the power of
such an event to lever out the best in each
worker around the world.
Continued on page 26
Palestine as part of a solidarity initiative for children and other victims of the Israeli-Palestinian conflict… 42 people from 16 countries travelled
26
“ 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
High performance through sharing
The projects that demonstrated performance
achieved through sharing had the best chance
to win the prize. This year the ArcelorMittal
Imphy team received the trophy from Gonzalo
and Jean-Yves for their ‘Breakthrough
improvement on a bottleneck leveller’ project.
In addition, ArcelorMittal Genk meltshop team
won the imitation special award.
‘The Challenge’, which symbolises Stainless’s
determination to improve and share, became
a powerful management tool which year
after year embodies our managerial model.
Formerly focused on improving sharing within
the segment, openness and imitation of
practices outside of Stainless will be especially
recognised in the next edition.
Mobility within the Americas
Many employees in the Americas region
(Argentina, Brazil, Canada, Costa Rica, Mexico,
Trinidad and the United States), are taking
advantage of ArcelorMittal’s international
mobility programme as a unique opportunity
to advance their career development, transfer
knowledge throughout the region and generate
an environment filled with best practice sharing.
To date, an estimated 75 employees from
across the Americas have relocated through
the mobility programme to other Americas
locations to learn new skills and share
business experience.
A great opportunity
Within the Flat Carbon America region,
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,
she was looking forward to being part of the
Americas post-merger integration effort.
In Raquel’s case, she researched how other
employees and companies manage such
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
and I immediately aligned with my new team,”
Each of these employees agrees that
says Penna.
it takes some special preparation to
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.”
children’s camps in Temirtau, Kazakhstan, where 500 children aged 6-14 enjoy lakeside summer activities… Since its founding 54 years ago, the
28
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
“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
“ Since scrap selling did
not significantly affect
bottom line profit,
many companies felt
there was no need
to keep track of it
on a global level.
But today that situation
has changed.”
Christophe Laprun,
Commercial Manager,
Recycling
Scrap buy-back: a growing, dynamic
programme in the Automotive division
For steelmakers, scrap metal is an essential
resource whose supply needs to be secured
in terms of volume and quality. For this reason
ArcelorMittal has implemented an efficient
scrap buy-back programme directly with
its customers.
The production of one ton of steel requires
anywhere from 10% of scrap in the integrated
route up to 100% in electrical furnaces.
On a yearly basis, ArcelorMittal buys an
average 28 million tons of scrap of which
20% is high-quality scrap. On the other hand,
steel industry customers, especially carmakers,
generate a large percentage of scrap (up to
an estimated 30% of flat sheet), during their
fabrication and stamping processes.
Over the past five years, scrap has become
scarce and has known continuous price
increases. For example, in Europe, the first
six months of 2008 experienced a 98% price
increase compared to December 2007.
Consequently, scrap buy-back has become
a strategic priority for both ArcelorMittal and
the automotive industry who must re-evaluate
how to manage scrap. Today, contracting scrap
purchase directly with our clients, who need
to recycle and optimise their scrap, is a way
to guarantee ArcelorMittal’s scrap supply.
price based on the market, professional
handling from the Recycling department,
and a homogeneous route. “The scrap
buy-back initiative is about opening doors
to synergies,” says Richard Lézé, Controller,
Automotive division. “ArcelorMittal recuperates
a valuable resource for its own production
needs while helping clients control cost by
optimising the management of scrap.”
Client perspective on scrap buy-back
In the past, scrap selling was done on a very
local, individual basis, mostly through the
intermediary of scrap dealers. “Since this
aspect of the business did not significantly
affect bottom line profit, many companies
felt there was no need to keep track of
scrap selling on a global level. But today,
due to major fluctuations of scrap prices
and the globalisation of the industry, that
situation has changed,” comments Christophe
Laprun, Commercial Manager, Recycling.
Other concerns for automakers: managing
environmental issues throughout the life cycle
of a vehicle has also become another challenge
due to stringent recycling regulations.
ArcelorMittal has the ability to offer a truly
global service to its clients, which has become
essential for automakers. Through the scrap
buy-back initiative, automotive clients are
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
service from steel professionals that recognise
116 million tons of steel. For this purpose
the value of steel. Beyond the scrap buy-back
a constant flow of scrap metal is needed.
programme, ArcelorMittal is also committed
Moreover, the quality of scrap is mandated
to helping carmakers find the best solutions
in order to sustain a good quality of steel.
for end-of-life vehicles.
To achieve these two targets, quality and
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
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
“ Establishing and
enhancing operational
excellence in all
our 26 plants is
our first priority.”
Jerome Granboulan,
CEO of Tubular Products
The Tubular Products division of ArcelorMittal
is a large and diversified producer of pipe
and tube products, serving markets around
the world from 26 operating units in
11 countries (Venezuela, Mexico, United
States, Canada, France, Romania, Poland,
Czech Republic, Algeria, Kazakhstan and
South Africa). With its seamless, spiral welded
and longitudinal welded small and large
outside diameter products, the company
is active in the Energy, Mechanical and
Automotive markets.
The division was formed from merging
ArcelorMittal’s Pipes and Tubes assets
with Dofasco Tubular Products in 2007.
The Tubular Products division has an annual
manufacturing capacity of three million tons
and revenues in the range of three billion US$.
The management and leadership teams of
the Tubular Products division are committed
to satisfying the needs of our clients by
efficiently providing high-quality, highperformance products in increasingly complex
operating environments. Our goal is to
become one of the leading world players
on the tubular product market.
“Establishing and enhancing operational
excellence in all our 26 plants is our
first priority,” says Jerome Granboulan,
CEO of Tubular Products.
Leadership in Tubular, as elsewhere
at ArcelorMittal
With the announced plans to develop
Greenfield sites in Saudi Arabia and Nigeria,
we will continue to grow and progress
towards our goal to be one of the leaders
of this industry. Through operational
excellence, knowledge and transfer, we will
ensure that the best practices are adopted
across the organisation and are demonstrated
in our results.
Tubular Products has over 12,000 employees
worldwide. Thanks to their commitment
and to the network of production sites which
are closely related to ArcelorMittal’s upstream
mills, as well as their relationship with the
Research and Development centres, we are
well on our way in our journey to being one
of the leaders in this industry.
ArcelorMittal’s Tubular Products Karviná in the Czech Republic, cycled through Poland, Sweden, Finland, Estonia, Latvia and Lithuania - an impressive
32
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
after 17 years
The restart of the integrated route in
Zenica marks a major milestone in the
development of Bosnia’s steel industry.
This 135 million US$ (83 million €) project
– which is called Fenix after the mythical
bird that was reborn from the ashes – brings
Zenica’s total installed capacity of liquid steel
to about 1.9 million tons. The cost of
electricity and the lack of scrap were key in
the decision to rebuild the seriously damaged
integrated route in Zenica 17 years after the
war in the Balkans halted production.
When ArcelorMittal took over the Zenica
plant in late 2004, the integrated route was
in a state of total disrepair. After first studies
in 2006, reconstruction started in the second
quarter of 2007. The refurbishment
concerned all areas of the plant. April 2008
marked the start-up of the coke plant and
two sintering installations.
The blast furnace was commissioned on
June 30th, and the first heat was tapped on
July 1st at 12:45pm!
Once fully operational, the integrated route
has an annual production capacity of about
one million tonnes. Ore requirements will
largely be covered by ArcelorMittal’s captive
mines in Bosnia, while coking coal is imported.
A difficult and challenging road…
that leads to opportunity
MK Srinivasan, CEO of the plant, comments:
“Local employees consider this project
an excellent opportunity for their country.
It has been a difficult and challenging road.
But, as we mark the formal restart of
integrated production, we are celebrating
the beginning of a new and exciting journey
– one which will see high-quality steel from
Zenica once again serving the growing
needs of expanding markets throughout
Bosnia and Herzegovina and the whole of
South East Europe.”
Ostrava invests in environmental
protection
At the end of June 2008, ArcelorMittal’s
Investment Allocation Committee (IAC)
gave the green light to the investment in
the de-dusting of Ostrava’s sinter plants.
Sanjay Samaddar, Chairman of the Board
of Directors of ArcelorMittal Ostrava,
tells us how his company is going to take
up the environmental challenge.
Q: Environmental protection has been a
sensitive topic at Ostrava for a long time.
What does your action plan foresee?
SS: “Of the investments dedicated to the
modernisation of our installations, we intend
to spend 25% on environmental protection.
Our action plan includes investing in new
technologies for the desulphurisation of
the power plant and the de-dusting
equipment of our two sinter plants.
“ 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
70
%
33
The sinter plants’
de-dusting will decrease
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%.
Q: How have you proceeded to define
your objectives?
SS: We have involved independent experts
from Ostrava’s Technical University in
selecting the most suitable technical solution
with respect to environment protection.
They assessed the programmes we suggested
and compared these with the most up-todate technologies in the steel industry all
over the world. By giving access to our
investment plans – including state-of-theart technologies – to independent local
experts, we wanted to prove our commitment
to the region both as entrepreneurs and
as local citizens.
> MK Srinivasan and Sanjay Samaddar
Q: What improvements do these
investments bring?
SS: Their effect will be substantial. The sinter
plants’ de-dusting will decrease dust
emissions by 70% compared to the current
situation. The improved filtering system of
our steel plant will further decrease dust
emissions. The power plant desulphurisation
will result in a 50% reduction of sulphur
oxide releases.
Madrid: de-bottlenecking increases
capacity and cuts costs
Our environmental investments will
definitely have a positive impact on the
whole region. These two projects are the
first big steps towards our goal to reduce
our environmental footprint to the level of
our best performing plants.”
Completion of the 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%.
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.
The 16 million € investment at the Madrid
plant comprises a new cooling bed for the
rolling mill in order to produce beams up to
24 metres long. An additional stacker for the
packaging of longer beams will be installed,
as well. All works will be performed without
shut-down.
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
improve?
‘Journey to Zero’ will be a common language
used to drive ArcelorMittal’s continual
H&S improvement and to develop common
leadership actions to deliver performance
excellence. It will leverage learning and share
best practices across our entire organisation
and engage people at all levels to identify high
impact improvement priorities, helping us to
‘live’ our H&S values.
‘Journey to Zero’ starts now!
The sooner we begin this Journey, the quicker
we can reduce incidents and improve our
H&S performance. The process starts at
the top and will be led by a senior site
leader – CEO/COO. In every site/location,
a ‘Talent’ will be selected as project leader.
Improvement initiatives will also be rapidly
developed so as to become part of local
H&S business plans for 2009.
We aim to focus on preventive operational
activities, improving standards through
effective implementation of good and best
practices including hazard identification and
risk analysis; accident/incident investigation;
critical task analysis; indicators follow-up;
system review; communication process; shop
floor audits; colleague care… and much more.
This will be part of a complete Safety
Management System (SMS), underlying
actions that are shop floor oriented and event
analysis driven. Each single H&S business
plan on site can refer to the SMS to devise
key initiatives with reference to their own
culture, their past results, their history and
motivational capabilities.
“Because ArcelorMittal is a wide Group,”
says John Macnamara, VP Health and Safety,
“we will be able to exchange best practices
through all operational activities done
under the scope of ‘Journey to Zero’.
Being bold means sharing the best we
have around the sites.”
What do we all have to do?
We have to learn from the good examples
already being realised throughout our Group
and praise and recognise the improvements
being made. Four mini presentations are
available on the ArcelorMittal website.
All demonstrate the sort of good practices
to which we should pay attention.
“We are trying to provide a unifying approach,
one of continuous improvement,” says John.
“This will not be possible without Leadership
on the shop floor. We need to identify ways
to improve. The best initiatives are those
that deliver the greatest impact with the
least effort. We want more emphasis on
the health aspect, which we have not been
giving enough visibility to until now.
Our main focus is on major injuries. Yet, we
should also be including in our messages
preventative health measures, recognising
such things as back pain, carpal tunnel
syndrome, fatigue, stress etc. These are
all issues that should be addressed.”
Paying more attention to – health!
Dr Robert Kanz, PhD, Health Manager,
describes the development of the
H&S Committee’s integrated strategy
and action plan. “At the moment, we have
the WEF (World Economic Forum) definition
of two worlds: developed and developing.
Because of the global reach of our Group,
our new Health Committee has to develop
initiatives to respond to the needs of these
two worlds.”
For example, in places like the USA and
Canada, there might be more emphasis
on screening for things like cancer.
In the developed world our Group can
employ more of a ‘top down’ approach.
“The Committee will create initiatives,
such as a Health Manual and, most
importantly, establish our standards.”
But, we must keep in mind that programmes
such as ‘Fit for Life’ or ‘Health at the
Workplace’ are difficult to transpose to
all places, as locations may require various
investments in the basics of occupational
health. This is why our Global H&S Committee
has continental representation (one person
each for Canada, USA, Asia, Africa and
Europe). The initiatives must meet the needs
of specific regions.
Localised master plans
One mandate that Corporate H&S has is
the implementation of master plans, which
involve a more ‘bottom up’ approach, meaning
direct help for the operations. It is not unusual
for a master plan to take up to three years
to develop; involving analysis and resulting
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:
This process can be quite complex, especially
in places like Kazakhstan where there
are mining and steel operations and where
50,000 employees are affected.
But assistance will be available, as Robert
explains: “We can offer advice, help to create
Health and Safety action plans, provide
training and assist with the technical
aspects of knowledge transfer. The key is
for the Health team to be active in projects,
not just sitting in our offices with theoretical
ideas. We need to go places and build up
practical help.”
Robert offers a case study where this kind of
call to action is being applied. In Kazakhstan,
“CEO Frank Pannier is now at the helm,
and has taken a very pragmatic approach
to improving health and hygiene. There is
a directive, a Medical Doctor, Alexander
Kustnjazev, and a consulting group that
have helped develop a local plan.”
Sharing of solutions
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.
The mobile unit can cover all of the mines
in the Karaganda region, which spread across
1,000 kilometres. Satellite technology can
be used for diagnostics, for example x-rays
can be digitally transferred to hospitals far
away for expert diagnoses.” Once established,
such a solution can be used in other regions.
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
standards and recommendations
Definition of a best practices portfolio
Definition of a health REX system
Initiation and follow-up of pilot and master
plan projects
A call to action
The H&S team is working hard to achieve
results, but they cannot do it without
every member of the ArcelorMittal team’s
100% commitment. Across our Group,
we all have to live our H&S values. We all have
to improve our work environment – whether
we work in an office or on the shop floor.
Together, we will make this Journey a success.
Find the complete ‘Journey to Zero’ at
www.myarcelormittal.com
Download the safety standards at the
H&S Portal on www.myarcelormittal.com
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
furnace is the old workhorse of the steel
industry. Typically, they are in operation
24 hours a day and seven days a week,
and they have been around a long time;
the first blast furnaces appeared in the
14th Century. Although modernisation and
new technology are vastly improving the
performance, reliability, cost effectiveness
and environmental impact of these stalwarts
of steelmaking, the basics of the blast furnace
process remain practically the same.
The steelmaking process: the blast
furnace!
The blast furnace is where the iron is
extracted from the iron ore.
MEPS (independent steel analysts) forecasted
in February 2008 that: “Blast furnace
ironmaking in 2008 will top 1,000 million
tonnes - 6% up on our anticipated figure
of around 946 million tonnes in 2007.
This represents a gain of 8% over the
2006 outturn.”
The heat created by the combustion melts
the iron and gangue (aggregates of minerals
in an ore) into a liquid. The gangue, being
lighter, floats to the surface of the molten
iron, known as ‘pig iron’.
Yet even with these seemingly staggering
production figures, improving the reliability,
consistency and efficiency of blast furnace
operations is of critical importance to the
steel industry and thus to ArcelorMittal.
To exchange and share best practices,
ArcelorMittal’s Blast Furnace operations
managers came together at the end of
April 2008 in Vitória, Brazil, for their global
Knowledge Management Programme (KMP)
event. The events are part of the KMP,
which aims to foster a continual exchange
between managers of similar operations
across the Group, a platform for support
from the peer group, as well as being the
source of improvement initiatives.
Solid ore and coke are fed into the furnace
from the top, while a stream of very hot air
(1,200°C) from the bottom causes the
combustion of the coke, with its virtually
pure carbon content. This produces carbon
oxide, which ‘reduces’ the iron oxide by
removing oxygen, separating the iron.
Slag, which is the residue created by the
molten gangue, can be used in other industrial
applications, for example for road
construction or cement production.
“ Blast furnace
ironmaking in 2008
will top 1,000 million
tonnes - 6% up on
our anticipated figure
of around 946 million
tonnes in 2007.
This represents
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
4
mn
37
The new annual production
record, in tonnes, achieved
by Indiana Harbor Blast
Furnace Number 7.
Did you know…
(some of the many ArcelorMittal
blast furnace facts)
17 years
after the war in the Balkans
halted production, Bosnia’s biggest
steelmaker, ArcelorMittal Zenica,
re-lit its blast furnace in July. This historic
event represents part of a 135 million US$
(83 million €) project to restart integral
production in a 2008 project, baptised
Fenix after the mythical bird that
rises from the ashes.
In 2007, major investments were
sanctioned to tackle emissions.
These included a 100 million US$ investment
in a blast furnace at the Kryviy Rih, Ukraine,
plant including dust collection and
treatment facilities.
Every blast furnace needs to be relined
periodically; typically every 15-20 years.
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
63.8 million € was allocated. The move will
secure hundreds of jobs at the mill.
Flat Carbon Americas has 15 blast
furnaces, Flat Carbon Europe has 24,
Long Carbon Europe and Americas have 11,
AACIS has 16 and Stainless has two.*
The two blast furnaces at ArcelorMittal’s
site at Esch-sur-Alzette, Luxembourg have
been declared a UNESCO World Heritage Site.
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
of more than three million tons of hot metal.
annual production record of four million tonnes.
Today, technical achievements in the
In August 2008, ArcelorMittal announced blast
furnace route in Europe mean that many
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.
A substantial expansion of ArcelorMittal
ArcelorMittal has 68 blast furnaces,
with a capacity of 108.4 millions of
tonnes per year and a production
in 2007 of 82.5 in millions
of tonnes.*
In 2007, two new
charcoal blast furnaces
were successfully brought into
production at Juiz de Fora in Brazil.
*According to our 2007 Fact Book
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
the diversity and strength
of the ArcelorMittal
business model,
as well as the continued
sustainability of the
steel industry in general,
and this in spite of
challenging market
conditions.
Even the experts were surprised
Quarter after quarter, ArcelorMittal has
continually delivered good results. How, then,
could anyone be surprised when this financial
year’s three and six month period results
were again, strong?
Given the relatively sombre economic
conditions worldwide, stock market and
industry analysts have generally been revising
their expectations downward. So when the
results were announced on July 30 2008,
analysts agreed that such a good outcome
was beyond even their most optimistic
expectations.
A testimony to our ArcelorMittal
business model
H108 highlights include a 31% increase
in sales to 67.6 billion US$ as compared to
H107, and a 65% increase in net income to
8.0 billion US$, also as compared to H107.
Q208 highlights include a sales figure of
37.8 billion US$, up 39% as compared
to Q207, and a net income result of
5.8 billion US$, up an astonishing 114%
as compared to Q207.
Commenting, Lakshmi Mittal, Chairman and
CEO, said: “We are pleased to report results
for the first half of 2008, with EBITDA of
13.1 billion US$, up 35% over the same
period in 2007. This reflects the diversity and
strength of the ArcelorMittal business model,
in particular the significant diversification
of our value chain including our considerable
mining operations.
We continue to look for opportunities
to further enhance our raw material
self-sufficiency, with recent investments
being announced in Africa, the Americas
and Australia.
Our financial strength enables us to continue
to invest heavily in the development of the
business, particularly relating to Brownfield
growth and improving product quality
and mix. This year we expect capital
expenditures to reach seven billion US$,
representing 36% of 2007’s EBITDA.”
Diversity and strength
What do these figures reflect?
In part, they reflect the diversity and strength
of the ArcelorMittal business model, as well
as the continued sustainability of the steel
industry in general, and this in spite of
challenging market conditions, such as
rising raw material costs. In this area we
are particularly assisted by our increasing
self-sufficiency in key raw materials, for
example in iron ore and coal. Further increases
in raw material self-sufficiency will remain
a priority for the Company going forward.
Want to know more about our first and
second quarter 2008 results? Go to the
‘Results Q&A’ for ArcelorMittal employees
at www.myarcelormittal.com
boldbusiness highlights
17/09/2008
ArcelorMittal announces new management
gains targets of four billion US$
03/09/2008
ArcelorMittal and Kalagadi Manganese
announce the unconditional participation
of ArcelorMittal in Kalagadi Manganese
20/08/2008
ArcelorMittal acquires Brazilian iron ore miner
London Mining Brasil and acquires Brazilian
port facility through partnership with Adriana
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
ArcelorMittal Temirtau’s
product range of flat
steel products includes
pig iron, continuous
caster slabs, hot and
cold rolled coils and
sheets, black plates,
covers, tin plates,
hot-dipped galvanised
products, colour
coated products
and welded pipes.
Situated in North East Kazakhstan
on the Nura River, Temirtau is an
industrial centre, dominated by the
largest metallurgical plant in Kazakhstan,
ArcelorMittal Temirtau, which, as of
July 2008, has 20,473 employees.
The metallurgical plant has an annual capacity
of 5.5m tonnes. The sprawling plant includes:
•Coke ovens – seven batteries (one idle)
total annual productivity – 3,500 kT;
•Sinter plant – Line No 1: commissioned
1963 (idle), Line No 2: 1975, 3-strand
312 sq metres each (7,300 kT);
•Blast furnaces – four pcs (one idle –
1,719 cu metres), one 2,035 cu metres,
one 2,700 cu metres and one
3,200 cu metres (4,300 kT);
•Steelmaking plant – three 300-tonne
basic oxygen converters (4,610 kT);
•Continuous casting machines –
two 2-strand VAI slab (5m tonnes);
•Rolling mills – one 1,700mm wide hot
strip/sheet with five roughing and seven
finishing stands (4.2m tonnes), cold
reversing – one 5-stand tandem
(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
zinc-aluminium galvanising, one colour
coating, one bar mill.
But ArcelorMittal extends its presence
across the region. This includes four coal
mines, employing 23,317 people, iron ore
mines, employing 3,414 people and a Pipes
and Tubes plant in Aktau. It also employs
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
boldcommunications
boldfocus
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!
Located at the centre of Eurasia, Kazakhstan
is a crossroads of the world’s oldest civilizations
and trade routes. In some ways, the city
of Temirtau is a microcosm of the country
(and also ArcelorMittal). With a population
of approximately 170,000 there are more
than 100 nationalities. What is really special
about Kazakhstan is the people: the pride they
take in their work and their connection to the
steel industry and their mining activities.
Children’s Camp
In summer, Kazakhstan has a brief and intensely
hot summer. ArcelorMittal has three children’s
camps in Temirtau, situated on a man made
lake that acts as the focal point for the city.
500 children, ages 6-14, can attend. Specialist
camp counsellors are brought in and the children
enjoy a lively series of activities. The children
in Temirtau work hard at school and at extra
curricular activities, so in the summer they earn
a well deserved break that is full of pure fun.
The President of the Republic of Kazakhstan,
Nursultan Nazarbayev, graduated in 1967 from
the Highest Technical Educational Institution
at the Karaganda Metallurgic Works. His steel
roots run deep. In fact, he started his steel
career at the Temirtau plant where he was very
active in the youth organisation. He became
the leader of this organisation, which was also
the start of his political career. A keen supporter
of sports, his presence is everywhere and
the people look up to him and the efforts
he is making towards Kazakhstan’s future.
There is also an ArcelorMittal sponsored
Children’s Arts Centre where children from
ages 6-18 may come, outside of school
hours. Here they produce work of a very
high quality and offer their services to
a surprisingly large number of children.
As the only centre where children can come
for free in the region, it is very popular in
the Republic for its output. Director Olga
Kislichenko shines with enthusiasm about
her undertaking (see ‘boldpeople’ page 46).
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
Invited by Bakhytzhan Abilseitova, the
gracious Director of the Cultural Centre,
we were treated to performances by
some of the students, all of whom were
remarkably talented and had such composure!
This centre accepts only Kazakh native
children to preserve the national culture
although it also teaches dance and music
(instruments, singing) of other ethnic origins
(Russian, Indian…).
Karaganda Metallurgical Institute
1963 – the Karaganda Polytechnic Institute
(now) was founded as a Higher Technical
Educational Institution attached to the
Karaganda Steel Mill. It is now sponsored
by ArcelorMittal and is a fairly modern facility
by local standards. Students are given
training specific to Metallurgy and their jobs,
such as Health and Safety, accounting, etc.,
based on their contracts. Thus, one student
interviewed signed a five-year contract
with ArcelorMittal Temirtau and obtains
free schooling at the University.
Dmitriy Cherepov is the Director of Kostenko
mine in Karaganda, the oldest mine in
Karaganda. Proudly showing us around the
mine, he said that: “Today the mine produces
8,000 tons of coal per day. This includes
coking coal for metallurgical blast furnaces
and energy coal for Temirtau’s power plant.”
The respect that the community has for the
miners is clearly evident. “Mining is very
hard work. We want our miners to be healthy,
which is why we have ten saunas and
a swimming pool.” One of the amazing
things about the mine is that everything
has been created by the miners! The miners
did the floor work, the walls and the ceilings.
Miners paint the buildings and plant the
flowers. Miners made the huge mural in
the pool area and the pool itself! Families are
invited to use the pool. The children come
for free with free transportation.
“Our Company does a lot of things,”
Dmitriy says, “not only for workers but
also for other people. Some examples are
the fountains which adorn our city and
sports facilities. In every suburb of our city,
we build facilities for children to play.”
ArcelorMittal has also given money towards
the infrastructure of the University being built
in Astana but this sponsorship will be limited
‘transforming tomorrow’ takes
in scope to the construction.
time and effort
CEO Frank Pannier was formerly ArcelorMittal
Mining
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.”
“ ‘transforming tomorrow’
here in Kazakhstan is
most evident when
you look at all that
is available for children.”
M. Rajendran,
Director Corporate
& Social Responsibility
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
you think deserves to be shared
with the rest of your ArcelorMittal
colleagues? Tell us about it at:
[email protected] ”
ArcelorMittal ‘in the news’ scans the headlines to bring you the
corporate news from the public press, headlines from across the
ArcelorMittal globe, ArcelorMittal milestones, and ‘cool’ innovations,
both in our corporate culture and in the world of steel.
ArcelorMittal in the news
Brand Book –‘This is us’
Launched at the Leadership Conference
in New Delhi, ‘This is us’ is a compilation
of inspiring stories, featuring ArcelorMittal
employees whose values resonate with
our three values of Sustainability, Quality
and Leadership. Designed by FutureBrand,
the book brings the brand to life and
portrays the human face of a company that
is full of personalities, skills and talents.
Currently, ‘This is us’ has been produced
in limited quantity and will be strategically
distributed as it is a high-end publication.
Soon however, it will be made available
as a PDF on our intranet.
We are
visionary
thinkers...
...creating opportunities every day.
This entrepreneurial spirit brought us
to the forefront of the steel industry.
Now, we are moving beyond what
the world expects of steel.
The book focuses on individuals who,
through their bold actions, have shown that
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
and CEOs of segments and units, from
operation managers in steel plants, ports,
mining and hot rolls, from boldspirit and
finally through contributed articles on
www.myarcelormittal.com.
ArcelorMittal University wins Optimas
Award 2008
Even though ArcelorMittal is the world’s
largest steel company, less than 15% of
our 320,000 employees speak the official
corporate language – English. ArcelorMittal
worked with GlobalEnglish, a company that
specialises in online English-language learning
programmes, to implement a company-wide
English-learning initiative. So far, more than
5,000 employees have participated, with
500 new users added each month, opening
avenues for employee global mobility and
increasing productivity, thus saving our
company more than 8.6 million US$ annually.
The official opening of the first phase of the
ArcelorMittal University Campus and the
Exhibition Centre occurs at the end of 2008.
Leadership
www.arcelormittal.com
It will be the subject of a major feature in the
next issue of boldspirit. The University, which
will help us to realise the power of our human
energy and which represents a critical element
in our Journey to Leadership, is intended to
serve all ArcelorMittal people at all levels.
ArcelorMittal announces
new management gains targets
of four billion US$
ArcelorMittal announced a new ‘Management
Gains’ plan that will target four billion US$
of cost savings over the next five years.
This plan will focus on increasing employee
productivity, reducing energy consumption
and decreasing input costs to achieve a higher
yield and improved product quality.
New brand posters – speaking the same
language
Four new posters illustrating each of our
brand values as well as our brand promise of
‘transforming tomorrow’ have been made
available for global use in presentations and
displays. Putting our values into pictures,
these posters provide you with a wider
variety of quality illustrations. The use of
consistent images helps us to strengthen our
global brand and values to employees,
visitors and investors worldwide. The images
can be downloaded directly from the brand
identity site and translated for use across the
ArcelorMittal globe. For more information,
contact your local brand champion
or Zainab Tankiwala, Branding Analyst,
Corporate Communications
[email protected]
Chase Challenge to benefit Sports Aid’s Talented Athlete Sponsorship Scheme, which provides sponsorship and coaching for aspiring
4
bn
ArcelorMittal announced a new
‘Management Gains’ plan that
will target 4 billion US$ of cost
savings over the next five years.
2.5
mn
Lakshmi Mittal
wins Forbes Lifetime
Achievement Award
Lakshmi Mittal, our Chairman and CEO,
was conferred the Forbes Lifetime
Achievement Award, the highest
recognition of global business success
bestowed by the US business magazine
for what it calls “a hero of entrepreneurial
capitalism”.
Mr Mittal received his award on Monday
September 8th, at Forbes’ Global CEO
Conference 2008, held in Singapore and
attended by over 400 business leaders.
43
Employee Share Purchase Plan offers
ArcelorMittal employees the possibility
of acquiring a total of 2.5 million
shares of our Company.
For more information contact your
local HR department.
News
in brief
Europe
ArcelorMittal Warszawa inaugurates
new bar rolling mill
ArcelorMittal Warszawa, subsidiary
of ArcelorMittal Group, inaugurates
a new bar rolling mill - one of the most
advanced rolling lines in Europe,
following an investment of 80 million €.
18/09/08
The Americas
Habitat for Humanity
– first beneficiaries
of housing project
ArcelorMittal USA launches
environmental website
The ArcelorMittal USA Environmental
team launches a new website
(www.arcelormittal.com/environment/us)
to communicate our commitment
to protect and improve the environment.
The website provides examples of the
ways in which we live up to our
environmental responsibility.
08/08
Low-income families from Romania,
Argentina and Costa Rica are beginning
to see the fruits of the partnership
between the ArcelorMittal Foundation
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
renovated in Romania after flood damage.
Africa
ArcelorMittal,
one of the 10 best
companies to work
for in Brazil
According to the 2008 Guia Você S/A,
ArcelorMittal Brasil is one of the 10 best
companies to work for in Brazil.
The Company has been on the list of
the 150 best companies since 2005,
when it was founded. This year we are
ranked the ‘Best Steelmaking Company’.
ArcelorMittal Senegal 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.
08/08
China
ArcelorMittal publishes China
Directory 2008
Along with a first issue of boldspirit
in Chinese, ArcelorMittal in China
published a directory of its offices
and activities in China.
09/08
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
Sabine Rocher
Sabine has been working for Rémi Boyer, VP,
Corporate Responsibility, since November
2006. She loves the diversity of her job.
“We do a large amount of different and
complementary work. For example,
in preparing a journey to the other end
of the world, it is not only necessary to
think of the flights (and to find the best
route possible), but also to prepare the visa
requests, to find a hotel, to consider vaccines
and treatments on the spot if need be.
Basically, it is an exhaustive list, and would
not be possible without a contact on the
other side. But fortunately, 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 loves to work under pressure,
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.
> Jody Ford
> Melissa Teixeira
Jody Ford
Melissa Teixeira
Jody is the Personal Assistant to Jose
Viveiros, CEO Mining, and works in our
London office. She has been working for
Jose for one year. She tells us that the best
thing about her job is: “…the variety, and
helping organise my boss’s life, both personal
and work related.” PAs have to have a range
of skills and also be able to absorb a lot of
knowledge to really excel at their job.
Jody tells us that, “My most stressful moment
was during the implementation of the SAP
system which is a whole new language and
system to master. This job has taught me to
be patient and to pre-empt Jose’s needs –
for example, visa and travel constraints and
scheduling of meetings – all within the
ArcelorMittal way of working.”
Melissa is fairly new to her role as Personal
Assistant to Bernard Fontana, having started
working for our Executive Vice President,
Human Resources, on July 17 2008.
“I am still gaining experience within the role
to date, but I can say that it is a very fast
moving job which I enjoy. I would say
a stressful moment was printing a large
amount of documents within a certain
time for a meeting – and having access
to one printer which is used by a number
of colleagues. But none the less,
I managed and have since learned
a better way of dealing with such
deadlines.” Melissa also says that:
“It’s good to work in a position which
brings you in contact with so
many other colleagues across
so many offices and to learn
many new things at
the same time.”
Programme, in partnership with the Junior Achievement Association of Minas Gerais… 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
I am still learning!”
> Laura Bourke
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
of the Children’s Arts Centre (see page 40)
in Temirtau, Kazakhstan, which is a project
supported by the ArcelorMittal Foundation
through ArcelorMittal Temirtau. When Olga
first viewed the building that now houses the
bustling centre in 1992, it was in a bad state.
After much work it has emerged as very
popular in the Republic for its output and
for being the only centre where children can
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
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,” she says. Olga would
love to see more cultural exchange between
the centre’s multinational children and
audiences and children in other countries.
Proud of her own mixed heritage,
she describes herself as “representative of
the cultural mix of the city.”
> Examples of art from the Children’s Arts Centre
“ 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.
Louabadia Fatiha: “…what matters most
is having a strong will”
Louabadia Fatiha heads the Extraction team
at our Ouenza mine in ArcelorMittal Tébessa.
How does it feel to work in a predominantly
male field? “When I chose my speciality
(mining),” she says, “I knew that I would
most likely end up in a ‘male’ profession.
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.”
Eduardo Cepeda: “The middle of nature”
Eduardo Cepeda works as an Exploitation
Assistant in ArcelorMittal Mexico’s Las
Truchas, an open-air mine from which,
according to geological studies, 12 million
tonnes of iron ore will be extracted in the
coming eight to 12 years. A unionised worker,
he also knows what it is like to work in a steel
plant, but he prefers the mine!
Eduardo says that the morning shift is
his favourite. During a normal day,
Born in the Ouenza region of Algeria, Loubadia he collaborates with topographers in different
says that everybody knows her there,
operations to check the configuration of the
especially the miners. “When I look into their
mine banks, according to the exploitation.
eyes, I see respect and pride – they recognise When asked why he prefers the mine,
the dangers related to my profession.”
Eduardo explains that not only is the mine
A mother of three sons, her responsibilities
not as hot as the steel plant but, more
begin very early in the morning at home,
importantly: “Here we are in the middle
looking after her husband and children.
of nature, surrounded by mountains.”
Then it continues at work, on the mine yards.
Working in Mexico for the biggest steel
“Working for a world-renowned mining and
company, and one of the largest producers
steel company is very flattering,” she tells us.
of iron ore worldwide, he says: “Is something
“I believe that our site can feel very proud
to be happy about and to feel pride in! Also,
of being an integrated part of the Group.
there is a reason to be confident, as it means
I hope that we will continue to grow within
that the risk of losing your job in such a strong
the Group.”
company is more reduced than in others.”
“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
the five minute post-shift review were all
new to me. I’ve learned to think differently:
things which might seem so obvious
to people who work in an office, turn out
to be so different on the shop floor!”
The second wave of Elena’s project took
place in the hot strip mill. Fos-sur-Mer,
as with many other industrial sites,
is currently facing a significant wave of
retirement of its most experienced workers.
This has resulted in a skills gap for many
companies. She says that: “It’s vital to
accelerate the transfer of knowledge,
otherwise tomorrow, the lack of operational
competence will become critical. Together
with my colleagues we developed an
approach to dealing with this problem
in the coiler area of the hot strip mill.
Now, the idea is being implemented across
the whole site and was even presented
to the GMB. We are all very proud of this
achievement!” Elena concludes.
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
From July 3-12 2008, Jean-Louis travelled
to the Far East to spread the message of
peace to hundreds of children affected by
the Israeli-Palestinian conflict. Travelling
across the Palestinian territory, he organised
educational boxing sessions, teaching children
of all ages the basics and helping them to
forget their reality for a while.
In this symbolic initiative, he was supported
by our own ArcelorMittal Group, the French
Work Gymnastics and Sports Federation, the
French Foreign Ministry and the Palestinian
Olympic Committee, among others.
Osvaldo Brunetta and Guy Kappler: Living
legends of the Luxembourg headquarters
If you are among the lucky ones who have
ever eaten lunch at the Casino, ArcelorMittal’s
corporate restaurant in Luxembourg,
these two faces will be familiar to you.
Osvaldo Brunetta (left in the picture) and
Guy Kappler (right) started working at the
Luxembourg headquarters in the early 70s.
“When I joined the Company I was so young
that I did not yet shave,” Osvaldo explains.
When they joined, both were custodial
assistants. Now, since the inauguration of the
new Pétrusse building in January this year,
they are among the most famous and smiling
colleagues of the 4th and 5th floors, where
they make sure that the post arrives timely
to all employees and where they take care
of other general services.
Before moving to Pétrusse, they were at
the Casino for several decades. There, they
served eight company presidents, industrial
leaders such as Gianni Agnelli and figures
of the international political scene such as
Bill Clinton, François Mitterrand and King Juan
Carlos from Spain. Of their years at the
corporate restaurant, they note how things
have changed: “Years ago people took
their time to have lunch, now they eat in
40 minutes,” Guy explains. They have spent
their complete professional life working in
the Group, and both agree: this is the first
and last stop of their career.
“We went to Hebron, Naplouse, Tulkarem and
Jenine,” says Jean-Louis. “Schoolboys and girls
participated as well as young club boxers.
It was simply amazing. My greatest pleasure
is to share my passion for boxing.”
Carlos Santilli: The story of a new life
Can someone be born twice? For Carlos
Santilli, who has been working for 29 years
at the warehouse at our site in Villa
Constitución, Argentina, the answer is ‘yes’.
During the five last years, due to kidney
problems, Carlos had to have dialysis
treatments three times a week. At the medical
centre he saw that most of the people who
were in his same situation had lost their jobs
or had retired. “However, my colleagues have
always supported me,” Carlos explains. “I didn’t
want to retire because I still feel young and
want to keep on working.”
Things changed for the better in December
2007 when Carlos found out he would
receive a transplant. Less than 12 hours after
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
feature, she said that it felt odd, because she
is used to being the one who normally focuses
on other people’s information needs.
“However,” she added, “if this inspires some
secretary somewhere to grow and move
out of her/his comfort zone – why not?”
Hendie started her ArcelorMittal South Africa
career in 2002 as the secretary to the
General Manager of Newcastle Works.
“Although I thoroughly enjoyed all the
challenges encountered during my two
years in this position,” she says, “I always
worked and aspired towards a career in
Public Relations and/or Communications.”
A dramatic change in her personal life led
Hendie to move to the Vanderbijlpark Works
site where she first worked as an assistant in
the newly established Shared Service Centre.
After a year, she was promoted to Executive
Assistant to the CEO of ArcelorMittal South
Africa who was, at that time, Davinder Chugh.
assisted me in joining the
Vanderbijlpark Works top
management team in June 2007
as Communication Consultant.
Changing careers at a relatively
late stage in my working life is
a daunting experience but
highly rewarding. No matter
how steep the hills are in
my job, I never look back.
My philosophy has always
been that one needs to move
on to new challenges as soon
as the chair becomes too
comfortable and always
consider other people’s point
of view as well. Learn as much
as you can, whenever you
can, from whomever you can,
as knowledge equals
empowerment and freedom.”
“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
Chief Geologist and Camp Chief,
ArcelorMittal Mining Senegal
“The ArcelorMittal Mining Project is the most
important project in Senegal. The government
and people have very high expectations for
it and are watching our progress closely.
Our challenge is thus both to manage and
meet expectations.
The main objective at present is to
successfully achieve the exploration works
according to the project schedule and to
begin mining. The main challenges are
to achieve daily and monthly targets for
drilling, to ensure safety and to manage
the supply chain.
Mining, like agriculture, is a basic industry
and is essential to meet our everyday
requirements. No development is possible
without mining. In Senegal, a developing
economy, mining has the potential to
significantly improve the economy of the
country and living standard of the people.
The slogan of ArcelorMittal – ‘transforming
tomorrow’ – will for sure be a reality
in Senegal.”
Jose Viveiros
ArcelorMittal Vice President,
Head of Mining
“The primary difference between Steel and
Mining Greenfield Projects (GP) is that the
former are market and supply-chain driven,
while the latter are determined by nature
and naturally available resources. As a result,
even nowadays we can’t have 100% control
over such projects, because ultimately nature
will have the last say.
Vida Mensah
Head of Human Resources,
ArcelorMittal Liberia
“The main attraction of mining in general
is that it is so unique; it brings talents from
all walks of life to work together as a team.
This is so true in Liberia, where multicultural
groups are working together to accomplish
our common goals.
Mining exerts a tremendous fascination
because you need to deal with new frontiers.
People who are successful in this business
invariably possess a pioneering spirit.
As a professional, my main challenge is
making sure that I hire and retain talents
to grow and meet our Company’s goals.
Challenges specific to Liberia are finding
qualified individuals for the vacant technical
positions and communicating the ways in
which the country is slowing progressing after
going through many years of civil war.”
Fortunately for me, prior to working for
ArcelorMittal, I had the opportunity to visit
An essential ingredient for people involved
Liberia every year since 1998, allowing me
in Mining GP is team spirit. Anyone who lacks to see the changes it was constantly going
team spirit should never apply for a job in this through. Therefore returning here recently
field. Process development skills and creativity as an employee of ArcelorMittal Liberia was
are two other essential features.
not a big culture shock to me.
In spite of the fact that we have not been
a mining company before, our Group already
has huge mining assets that must be put
to optimum use.”
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.
Steel Greenfields
More info...
Interested in a career in
Greenfield Projects? Contact:
[email protected]
For complete interviews see
the HR portal on
www.myarcelormittal.com
Frank Haers
ArcelorMittal Vice President,
Leader Steel Greenfield Projects
“The objective of the Group is to start the
construction of a new steel plant in a new
and mostly unfamiliar location. Consequently,
you set up a multi-disciplinary team drawn
from all main functions of the Company
to check the feasibility and viability of such
a project followed by a detailed analysis
of various key aspects. At the same time,
you need to find the appropriate land,
obtain construction and other permits
and organise utilities.
In short, steel Greenfield Projects are exciting
because they are incredibly multi-faceted
and operationally challenging. What’s more,
they offer mobile employees a fantastic
opportunity to align their professional
aspirations and ambitions with those of
the Company. Greenfield Projects broaden
people’s mindsets, enhance their personal
maturity and offer them an exceptional
career path combined with an attractive
remuneration package.”
Vincent Cholet
Steel Greenfield Project Leader,
Saudi Arabia
“Unlike a Brownfield Project, which consists
of enlarging or revamping existing facilities,
a Greenfield Project is one that you start
absolutely from scratch. It is therefore
critical to establish good relations with
the authorities.
What is common to Steel Greenfield Projects
is that they all support the future growth
and development of the Company by
capturing existing opportunities in certain
countries and by delivering the commissioned
steel mill on time and within budget to the
fullest satisfaction of the customer.
We are a very successful and profitable
company and the steel industry is staging
a remarkable comeback. The time has come
to seize the growth potential inherent to
Greenfield Projects. Who knows, thanks
to boldness, our secret ingredient, we might
start a Greenfield Project on the moon
one day?”
Stuart Lockey
Steel Greenfield Project Leader, Nigeria
“With projects like the Longitudinal
Submerged Arc Welded (LSAW) pipe mill
Greenfield Project in Calabar, Nigeria, it is
essential to engage local communities from
the outset. Such a complex project requires
a detailed and thoughtfully defined project
description and careful manpower planning.
The environmental impact must be assessed
and security and logistical issues have to
be considered. Risk assessment and
management are particularly important –
specifically in countries where we have
no experience or involvement.
At the end of the day, my job is all about
attracting the right people. You could have
a state-of-the-art facility, but ultimately,
if you don’t have the right people to run
a multi-million dollar project, you won’t
go very far. What I genuinely like about
steel Greenfield projects is that no two
days are alike!”
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
boldspirit issue 4 to find
out how much you know
about ArcelorMittal.
Send your answers to
[email protected]
by December 15 2008 for
your chance to win!
Info
*Sponsored
by ArcelorMittal
Travel Management.
Conditions apply. See
myarcelormittal.com
for details.
1. W
hat percentage of the steel used
in the automotive industry is
recycled at the end of its life?
A.10%
B. 25%
C.70%
D.95%
6. How many million tons of scrap
does ArcelorMittal intend to buy
back from clients in 2008?
A.1 million
B. 1.5 million
C.2 million
D.5 million
2. Blast furnaces are being restarted
in which country as part of the
Fenix project?
A.Bosnia and Herzegovina
B. Ukraine
C.Macedonia
D.Croatia
7. How many tonnes of steel are
required to produce an 80 metre
wind generator tower?
A.174 tonnes
B. 186 tonnes
C.250 tonnes
D.255 tonnes
3. H
ow many acres of eucalyptus
have been planted in Brazil,
helping us to cut emissions related
to steel production?
A.Around 70,000
B. Around 100,000
C.Around 120,000
D.Around 150,000
8. Which country will have the
largest high-speed rail network,
with 2,230km of rails, all made
by ArcelorMittal?
A.Spain
B. France
C.Germany
D.United Kingdom
4. W
hat does Temirtau mean in Kazakh?
A.‘Steel Plateau’
B. ‘Iron Mountain’
C.‘Strong Heart’
D.‘Bright Light’
9. How many cars are made out
of ArcelorMittal Steel?
A.One of two
B. One of three
C.One of four
D.One of five
5. H
ow many trees does ArcelorMittal
Galati, Romania, aim to plant on its
manufacturing site?
A.5,000
B. 100,000
C.500,000
D.1,000,000
10. How many people does
ArcelorMittal indirectly employ?
A.320,000
B. 500,000
C.750,000
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
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
ArcelorMittal for a long time?
Since 1995. I worked in the
steel industry a long time ago,
left and then returned.
What did you do before this?
Right from the beginning,
I worked in the
environmental area.
What do you like most about
your work? This is a difficult
question. It is serious work.
However, when you see the
positive results of what you do,
when you make some positive
impact on the ecology of the
city in which I was born and
that I am living in, it gives you
a kind of pleasure. These are not
just pretty words I am saying.
This is how I really feel.
What is the hardest thing about
your job? There are many
difficulties, and every day brings
more of them. First, laws are
adopted in accordance with
European standards, but the
conditions for them to be fully
implemented are, unfortunately,
not adequate yet. Neither we –
the users of natural resources –
nor the state itself is ready
for full-scale implementation of
certain legislative requirements.
Secondly, NGOs have become
more active recently. But we
do not have any experience
of dealing and collaborating
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.
What is one thing you don’t like
in other people? Secrecy. I really
do not like secretive people.
And on the other hand, what is
one thing that you really admire
in people? I admire people who
are trying to achieve goals,
people who are able to set
the right goal and who do
everything to achieve it.
What do you do in your spare
time? At the moment, I have
almost none. I spend all my spare
time with my husband and our
3-year-old son. The three of us
have common interests: we like
to go on trips to the countryside,
and to catch butterflies for our
family collection…
Is there one big dream you have,
one thing that you would like
to do, that you have not yet
achieved? When I was a child,
I dreamed of being a travel
guide. I did not become
a travel guide but I still have
my dream of travelling.
It could be somewhere like
the mountains – it does not
need to be civilised, Pamir,
for example. Or maybe China!
It isn’t so much about seeing other
places as about feeling them.
In terms of your work, what
does ‘transforming tomorrow’
mean to you? Transforming
the way our people think
of themselves.
53

Issue 4 | October 2008

Transcription

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