27 September 2004

1. 27 September 2004

2. Davinder Chugh C h i e f E x e c u t i v e

3. New Management Davinder Chugh Chief Executive Officer Vaidya Sethuraman Executive Director, Finance Juba Mashaba Executive Director, HR Erich Heine General Manager, Vanderbijlpark Rick Reato General Manager, Newcastle/Vereeniging Johan Fourie General Manager, Saldanha

4. Introduction • Exciting new future for Ispat Iscor • Dynamic new management team appointed • experienced • motivated • driven • Strong platform for future growth • profitability • efficiency • technology

5. Management Changes • Executive management • highly experienced global steel industry executives • Restructuring of operational management • depth of local steel expertise • New management team to drive new strategy forward

6. New Management Davinder Chugh Chief Executive Officer Vaidya Sethuraman Executive Director, Finance Juba Mashaba Executive Director, HR Erich Heine General Manager, Vanderbijlpark Rick Reato General Manager, Newcastle/Vereeniging Johan Fourie General Manager, Saldanha

7. Strategic Direction • New three year strategic direction • Clear goals developed • create industry-leading value • close gap to world-class operating capabilities • become leading performer in LNM Group • increase throughput in production • build on existing performance culture • create a truly great company, perceived as a top SA industrial company

8. Strategic Direction • Implementation of strategic levers • leverage core LNM processes • pursue attractive upstream investment opportunities • optimisation of marketing strategies • enhanced synergies with wider LNM Group • constructively engage stakeholders

9. One Company Philosophy • One Company Philosophy • OICP process completed • Further internal synergies • Relocation of Corporate Centre • move from Pretoria to Vanderbijlpark plant

10. KEY BUSINESS CHALLENGES

11. Key Business Activities • Deliver returns exceeding WACC through cycle • Improve competitiveness • Improve position on cost curve • Operational excellence • continuous focus on being globally competitive • operational and throughput improvement opportunities through debottlenecking • Reduce costs of raw materials and procurement • Delivery, quality, new products and pricing

12. Key Business Activities • Continue to strengthen our domestic/regional position • Initiatives underway • developing a “win-win” pricing model with DTI and other stakeholders • optimising distribution network • increasing penetration in Sub-Saharan African • increased value-add at Vanderbijlpark and Saldanha

13. LNM Commitment to Ispat Iscor • Commitment to SA • one of largest foreign investors • Global Knowledge Management Programme • Professional management • LNM’s marketing philosophy • primary focus on domestic and regional markets • increasing value-add • global knowledge practices

14. Together Into The Future Key partnerships will spell success Ispat Iscor will remain premier steel company on continent Ispat Iscor will become a major player on the global stage Proud to be involved in a major, successful and progressive company

15. Conclusion • New levels of shareholder value and performance • higher throughput levels • product mix improvement • improved performance culture • Continuous focus on cost reduction • Focused marketing strategy • local market development, enhanced customer care and transparent market conduct • Raw material security through selective investments in iron ore and coal • Labour productivity improvement