London – 11 February 2011

1. Towards a global learning organisation in a cyclical economical contextChristian StandaertGeneral Manager ArcelorMittal University London – 11 February 2011

4. Present in more than 60 countries

5. ArcelorMittal 2010 key figures 2010 2009 61.0 78.0 Sales (US$ billion) 5.6 8.5 EBITDA (US$ billion) (1.5) 3.6 Operating income/ /(loss) (US$ billion) 2.9 0.2 Net income/ (US$ billion) 69.6 85.1 Shipments (million tonnes) 16% 281,000 employees in more than 60 countries 71.6 90.6 Steel production (million tonnes) An integrated leader of the metals and mining sector

6. ArcelorMittalThe result of numerous mergers… Consolidation Europe Downstream Integration Regional leadership South Am. Leadership in value added CST Capture growth and increase presence in growing market Continued consolidation: Leadership in value added Regional leadership Eastern Europe Increase presence in Asia and Africa Global acquisition Upstream integration

7. ArcelorMittal University

8. The New Campus

9. Mission & Objectives of ArcelorMittal University Transforming tomorrow through the development of all our employees. Build the ArcelorMittal culture and share best practices “Grow” our own future leaders Attract, retain and develop talent Target the excellencein functional expertise Bring support to local training centres Increase networking

11. AMU Statistics #people trained #mandays of training • A strong emphasis on distant learning as a low cost solution per user. • Re-installed and redesigned key programmes supporting talent retention, career development and skills upgrade slightly increased.

12. Budget and Headcount at AMU • Budget in USD, without re-invoicing taken into consideration. • Budget optimised to create a sustainable situation. • Budget still considerably lower than in 2007, with a huge increase in mandays.

13. What we learned from the 2008/2009 crisis

14. A Focus on the FutureLearning and Development in 2011 – Duke CE’s Client Study The ‘perfect storm’ in 2008/2009 • Budget cuts required L&D be done with significantly fewer resources • Travel restrictions contributed additional impetus to finding new ways to enable employees to learn • Improvements in learning technology offered new methods of achieving learning in impactful and cost-effective ways

15. Talent Pipeline Programmes 2007/2008Explore , Challenge , Pioneer Training Selection Process Project Presentation Project Design Pre-readings and e-learning

16. → Change Management → Results Orientation → Coaching & Communication → Wide variety of themes → Real challenges facing the group → Best proposals can be implemented in 2010 → Sustainable cost reduction → H&S → Teamwork → Strategic Thinking → Cross-culture Recognizing Potential in 2009

17. Talent Pipeline Programmes in 2010 • Learning from 2009 • Much of the learning could be provided through e-learning paths. • Webinars are a cost effective and engaging means of connecting with experts. • Classroom could mainly focus on • Discussion on application challenges • Contact with GMB and MC • Networking • Discovering “Self” • Projects could be efficiently organized once people are ‘connected’. • Talent Pipeline Programmes are being redesigned in 1 week modules, complemented with e-learning paths, webinars and a project.

18. Technology driven How Technology changes the Paradigm “Richness of content” Size of target audience“Reach”

19. Negotiation with vendors

20. Lunch & Learn 90 minutes session, focused on Leadership and Management topics. It will be managed locally. 15-20 participants who will watch a broadcast and discuss openly about the topic. The facilitator will get guidelines and the material to run the session. Thematic Conferences These conferences will be led by internal speakers. The first sessions will beorganised in Luxembourg but the idea is to extend this initiative to other locations.

21. Grow with us Going Global

22. Towards a Global Learning Network

23. Training Design by ArcelorMittal University Designing Large programmes • ACT Project - Galati • Career Accelerator Programme • Finance Future Leaders Programme • Maintenance Project in Annaba and Morocco Setting up new and innovative learning methods • Health & Safety game • World Class Manufacturing Training the trainers • Train occasional trainers course • Training Engineering course Helping the creation of online modules : e-Sourcing Tool, e-GEDP, HR 101…

24. A few examples Career Accelerator Programme-I-CAP NEW !!! • 2 years blended learning programme, launched every 6 months in different locations, collaboration between AMU, Finance Academy and Internal Assurance Academy CIS-Finance Future Leaders Programme • 18 months programme for developing the succession pipeline for Finance in CIS • 17 participants for Wave 1; Excellent feedback ; graduation ceremony 9th Feb. 2011 • Wave 2 launched in December 2010 in Ukraine and will be launched soon in Kazakhstan early 2011 • Programme structure copied to other locations and other functions CTO – FCE Leadership programme NEW !!! • 1 year curriculum designed by AMU & sponsored by CTO – FCE • 60 participants trained in Project Management and soft-skills in Luxembourg • Blended learning curriculum including online modules and classroom sessions CFO Programme NEW !!! • AMU (and Finance Academy) designed programme ; Pilot starts in Feb 2011 • Sponsored by Aditya Mittal • 1 year programme that targets all ready now candidates on Tier 1 CFO Succession plans • Programme is a “blended-learning” approach that uses classroom interventions (by Duke CE), Internal Case Studies, Guest lectures and e-modules.

25. Questions & Discussion Thank You