1Q 2021 ESG update
June, 2021

Disclaimer
Page 2
Forward-Looking Statements 
This document may contain forward-looking information and statements about ArcelorMittal and its subsidiaries. These statements include 
financial projections and estimates and their underlying assumptions, statements regarding plans, objectives and expectations with respect to 
future operations, products and services, and statements regarding future performance. Forward-looking statements may be identified by the 
words “believe”, “expect”, “anticipate”, “target” or similar expressions. Although ArcelorMittal’s management believes that the expectations 
reflected in such forward-looking statements are reasonable, investors and holders of ArcelorMittal’s securities are cautioned that forward-
looking information and statements are subject to numerous risks and uncertainties, many of which are difficult to predict and generally beyond 
the control of ArcelorMittal, that could cause actual results and developments to differ materially and adversely from those expressed in, or 
implied or projected by, the forward-looking information and statements. These risks and uncertainties include those discussed or identified in 
the filings with the Luxembourg Stock Market Authority for the Financial Markets (Commission de Surveillance du Secteur Financier) and the 
United States Securities and Exchange Commission (the “SEC”) made or to be made by ArcelorMittal, including ArcelorMittal’s latest Annual 
Report on Form 20-F on file with the SEC. ArcelorMittal undertakes no obligation to publicly update its forward-looking statements, whether as 
a result of new information, future events, or otherwise. 
Non-GAAP/Alternative Performance Measures
This document includes supplemental financial measures that are or may be non-GAAP financial/alternative performance measures, as 
defined in the rules of the SEC or the guidelines of the European Securities and Market Authority (ESMA). They may exclude or include 
amounts that are included or excluded, as applicable, in the calculation of the most directly comparable financial measures calculated in 
accordance with IFRS. Accordingly, they should be considered in conjunction with ArcelorMittal's consolidated financial statements prepared in 
accordance with IFRS, including in its annual report on Form 20-F, its interim financial reports and earnings releases. Comparable IFRS 
measures and reconciliations of non-GAAP/alternative performance measures thereto are presented in such documents, in particular the 
earnings release to which this presentation relates.

1Q 2021 a strong start to the year
Significantly improved operating performance reflecting strong (and improving) operating environment
* Excluding ArcelorMittal USA disposal **1Q 2021 also includes $89m dividend income from Erdemir *** Free cash flow defined as cashflow from operation less capex less 
dividends paid to minorities
Page 3
$3.2bn EBITDA, the strongest quarter in a decade
6.5% sequential increase in steel shipments (scope adjusted)*
$2.3bn of net income includes $0.5bn share of JV and 
associates income** reflecting strong performance at AMNS 
India and AMNS Calvert
$0.3bn of free cash flow* despite $1.6bn investment in working 
capital, reflecting seasonal as well as market factors
$5.9bn net debt lowest level since the merger
+ Launched XCarbTM and detailed concept plans to 
dramatically reduce CO2 emissions in France and Germany  
+ ILVA partnership completed: Formation of public-private 
partnership with Invitalia completed
+ Consistent returns: $650m share buyback completed in Q1 
with further $570m to be completed by year end; $0.30/share 
dividend to be paid in 2Q
Net debt declining ($bn)
EBITDA improving ($bn)
1.0
0.7
0.9
1.7
3.2
3Q’20
1Q’20
2Q’20
4Q’20
1Q’21
9.5
7.8
7.0
6.4
5.9
1Q’20
2Q’20
3Q’20
4Q’20
1Q’21

Sustainable value creation
A strong platform for consistent (and growing) returns to shareholders
Page 4

Safety as the priority

Promoting diversity

Global leadership on 
decarbonization

Delivering green steel 
and driving technology 
solutions
Sustainability 
leadership

Structural improvement

Leaner, more efficient 
corporate office

Enhanced productivity

Optimized footprint
Cost advantage

Organic high-return 
projects 

Higher growth markets 
/ product categories

Leveraging existing 
infrastructure to 
develop iron ore 
resource

R&D advantage
Strategic growth

Strong balance sheet

Consistent record of 
free cash flow 
generation

Progressive base 
dividends

Buybacks linked to free 
cash flow
Consistent returns

Safety is our priority: committed to reach zero harm
Health & Safety of the Company’s workforce is of paramount importance 
* LTIF = Lost time injury frequency defined as Lost Time Injuries per 1.000.000 worked hours; based on own personnel and contractors; A Lost Time Injury (LTI) is an incident that causes an 
injury that prevents the person from returning to his/her next scheduled shift or work period. Figure presented for LTIF rates exclude ArcelorMittal Italia in its entirety and for 1Q’21 exclude 
ArcelorMittal USA following its disposal in December 2020. (Prior period figures have not been recast for the ArcelorMittal USA disposal)
Successful response to COVID-19 pandemic
• Ongoing strict adherence to WHO and specific government 
guidelines have been followed and implemented
• Continued extensive monitoring and strict sanitation 
practices, enforcing social distancing and providing correct 
PPE equipment
Renewed efforts to strengthen safety of our workforce
• Formation of revised H&S Council of COOs from each 
business, chaired by CEO of segment 
• Despite a low LTIF rate, the rate of improvement has 
plateaued Company in need of a reinvigorated effort 
to eradicate accidents and fatalities
Health and safety performance (LTIF)*
0.78
2012
2011
2008
2009
2014
2010
2013
2015
2016
2017
2018
2019
2020
1Q21
Page 5

Gender diversity: New target to double women in management to 25% by 2030
Diversity strategy launched to drive greater awareness and gender balance
•
Women make up higher % of our workforce vs industry 
peers 
•
New target to double % of women in our leadership 
positions
•
Launch of new diversity strategy May 2021 designed to:
•
Raise awareness of the importance of greater diversity
•
Build inclusive culture to support women’s career 
progression
•
Increase focus on female talent in recruitment
•
Increase focus on gender balance in leadership 
positions 
International Women’s Day Event - March 
8th, 2021
•
# 3000 live event attendees
•
200+ views on Stream
Page 6

Driving material efficiency in construction industry through intelligent design
Steligence® business is offering customers solutions to enhance their contribution to a low carbon and circular economy 
•
Demand for steel as alternative to competing materials is accelerating among 
construction stakeholders. 
•
Increasingly, embodied CO2 and environmental optimization are key drivers 
for stakeholder expectations.
•
Stronger steel grades → less steel required → lower costs and embodied CO2
•
Steligence® - launched in June 2019 - enables architects and engineers to 
design building solutions that minimise material use and embodied CO2, while 
maximising space, flexibility and end of life recyclability. 
•
Strong performance to date: Q1 2021 Steligence® sales saw 19% increase in 
Europe and 28% in Brazil vs Q1 2020
®
24%
saving in construction 
costs due to 
construction speeds 
twice as fast as 
concrete equivalents
39%
39% foundation cost 
savings due to steel 
foundation solutions, 
weighting less than half 
equivalent structures
CO2 ↓38% 
Union Station Tower, Chicago: 
First use of Grade 80 steel in US. 
Achieved 20% reduction in volume 
of structural steel used. This and 
strong CO2 performance in steel 
production cut embodied CO2 in 
structural steel by 38%.
Page 7

Net zero by 2050: 3 key technologies to achieve decarbonization
ArcelorMittal is committed to becoming net zero by 2050 with a broad and flexible innovation strategy
1 
2
3
BOF
scrap
Hot metal
EAF
scrap
Smart Carbon
Innovative DRI
Scrap
Page 8
Both Smart Carbon and Innovative DRI CO2 savings enhanced with hydrogen

Low emissions technology plans across Europe
Developing net zero concept plans for every integrated site
Spain: Successful blast furnace gas 
injection project at Asturias with further 
projects at several other integrated sites to 
enable higher rate of hydrogen coming 
from captive coke gas and later 
complemented with external H2. 
(Reduction of 125,000 tonnes CO2 a year)
France: Partnership with Air Liquide to supply 
hydrogen and CCS availability; in support of the Smart 
Carbon technology and the planned DRI installations. 
(CO2 savings of 2.85Mt by 2030 possible)
Belgium: Ghent to start 
industrial scale production with 
Carbalyst and Torero smart carbon 
technologies in 2022 saving 
350,000 tonnes CO2 
Germany: Flagship project in 
Hamburg (Europe’s only 
operating DRI module). To be the 
first producer of DRI using 100% 
hydrogen. The commercial scale 
pilot could be operational in 
2023-2025.
Bremen and Eisenhüttenstadt
have prepared concept plans for 
decarbonisation via DRI and 
EAF. (More than 5.0Mt CO2 
savings by 2030 possible).
•
Developing technology designs to take each integrated site to net zero e.g. Bremen, Eisenhüttenstadt, Dunkirk
•
Realising viable low emissions technologies for smart carbon (e.g. gas injection, Carbalyst) and innovative DRI
•
Both the smart carbon and innovative DRI routes can be enhanced with Hydrogen
Page 9

ESG embedded in marketing and finance strategies 
XCarb™ First three initiatives under the XCarb™ umbrella launched and credit facility costs linked to ESG
A strategic investment fund to 
accelerate our decarbonisation
XCarb™ communicates to our stakeholders that ArcelorMittal is continuously 
working to meet society’s need for steel with an ever-decreasing carbon 
footprint. XCarb projects help the company reach its net zero target by 2050.
Two products that respond to customer demand for low carbon steel, 
covering both primary and secondary steelmaking:
Page 10
ArcelorMittal amends its $5.5bn Revolving Credit Facility to align with its 
sustainability strategy linking to CO2 reduction and ResponsibleSteel site 
certification
Marketing
Finance

Working to drive alignment across steel industry
ArcelorMittal is partnering in initiatives with industry and civil society to develop pathways to net zero
Page 11
Confidential
07/06/2021

ADDITIONAL INFORMATION

Our approach to sustainable development: governance
Sustainable development underpins the Company’s purpose: Inventing smarter steels for a better world
Page 13
Our 10 SD outcomes
1.
Safe, healthy, quality working 
lives for our people
2.
Products that accelerate more 
sustainable lifestyles
3.
Products that create sustainable 
infrastructure
4.
Efficient use of resources and 
high recycling rates
5.
Trusted user of air, land and 
water
6.
Responsible energy user that 
helps create a lower carbon 
future
7.
Supply chains that our 
customers trust
8.
Active and welcomed member 
of the community
9.
Pipeline of talented scientists 
and engineers for tomorrow
10.
Our contribution to society 
measured, shared and valued
Underpinned by transparent good 
governance
• Sustainability progress overseen each quarter by 
the Board’s Appointments, Remuneration, 
Corporate Governance & Sustainability 
Committee (ARCGS) → three independent 
directors, chaired by lead independent director. 
• Five sustainability themes used to ensure focus 
on all aspects of sustainability over the year, via 
dashboards and progress reports.
• Coordination of sustainability strategy is led by 
an Executive Officer, reporting directly to the 
CEO office. 
• Materiality assessed on ongoing basis through 
bottom up and top down processes. Key issues 
flagged to ARCGS. Safety, climate and diversity 
are currently the priority areas of focus.
• ResponsibleSteel and IRMA certification 
programme to drive consistent standards of 
governance across key sites. 
10 SD outcomes = our 
equivalent of 17 UN SDGs

Strong record of disclosure on sustainability, focusing on our material issues
Integrated Annual Review 
A-
2020
Factbook
Page 14
European Climate Action Report 
•
Integrated Annual Review framed around material issues:
― Health and safety
― Strategic plan / achieving financial value
― Innovating smarter steels
― Climate change
― Environmental and social sustainability
•
Factbook: >150 ESG metrics  published each year
•
Leadership in climate disclosure and reporting
•
Global report on industry parameters for climate transition
•
Europe report with roadmap to 30% reduction by 2030
•
Second global report published 2021
Climate Action Report

• Our innovations offer our customers solutions to enhance their contribution to a low carbon and circular 
economy
• Steligence ® enables architects and engineers to design building solutions that minimise material use while 
maximising space, flexibility and end of life recyclability
• Our new S-in motion® customizable chassis steel solutions enable carmakers to extend range and enhance 
safety at the most affordable cost.
• Magnelis®  offers enhanced corrosion resistance for solar projects in harsh conditions, even in deserts and on 
water
Page 15
Inventing smarter steels for a better world

Page 16
S-in motion® suite of automotive design solutions
ArcelorMittal’s answer to the new automotive market challenges
ArcelorMittal is able to propose high performing steel solutions to meet the challenge of car makers and the 
electrification, and deploy the solutions in co-design activities with OEMs
ArcelorMittal generic steel solutions include BIW, closures, chassis 
parts and seats for all vehicle segments
New ArcelorMittal initiatives were launched to answer current 
automotive market challenges:
•
Continuous safety/customer requirements performance increase
•
Reduction of CO2 emissions and Recycling & Life Cycle 
Assessment
•
Emergence of new powertrains & vehicle electrification (PHEV, 
BEV,…)
S-in motion®
B-Segment
S-in motion®
C-Segment
S-in motion®
Mid-size Sedan
S-in motion®
Mid-size SUV
S-in motion®
Light 
Commercial
S-in motion®
Pick-up Trucks
S-in motion®
Truck Cabs
ArcelorMittal BIW solutions for ICE developed over the last 10 years
ArcelorMittal new solutions for vehicle 
electrification (started in ‘18)
S-in motion®
Mid-size SUV
PHEV
S-in motion®
Mid-size SUV
BEV
S-in motion®
Battery Pack
for BEV
S-in motion®
Rear Chassis
for BEV
Electrification to sharply increase pushed by 
Climate change target, regional C02 
legislations and carmakers vehicles offer.
Ex: China NEV 50% sales by 2035 ;  UK ICE 
phase out in 2030.

Steel is essential in the transition to a low emissions world
• Steel intensity in energy sector is increasing with the transition to low carbon sources of energy generation
* steel consumptions per installed MW capacity 
[ton steel /MW*]
300
200
100
hydro
gas-fired
nuclear
coal-fired
wind
CSP
Page 17

Steel is a permanent material, recycled again and again and again …
Page 18
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Steel
Concrete
Timber
Plastics
Recycling end of Life
• Steel is very easy to recycle – our recycle rate outperforms the materials we compete with

Primary steel will continue to be needed to meet global demand until 2100
• Amount of secondary 
sources will increase over 
the coming decades; 
electricity will become 
green over this period
• Still, the world will continue 
to rely on primary sources 
to produce steel in 2050
• Today we use coal and 
natural gas as energy; 
steel industry will have to 
transition to clean energy 
sources
•
Availability of scrap is limited due to its “finite” nature, dependent on disposal at end of life of products, 
equipment and buildings. Decarbonisation efforts must focus on primary steelmaking. 
Page 19
*ArcelorMittal estimates

Making carbon-neutral steel: Smart Carbon technologies at mature stage
Page 20
Carbalyst (Steelanol)
Industrial scale demo plant in Ghent, 
Belgium capturing carbon off-gases 
and converting into 80m litres 
recycled carbon ethanol pa.
€165m investment cost
Status: under construction
Production expected to start 2022
IGAR
Pilot project in Dunkirk, France to capture waste 
CO2 and waste hydrogen from steelmaking and 
convert into reductant gas. €20m project budget
3D 
Pilot project in Dunkirk, France to 
capture CO2 off-gases (0.5 metric tonnes 
of CO2/hour) for transport/storage.
€20m project budget
Torero
Industrial scale demo plant in 
Ghent, Belgium converting waste 
biomass into biocoal via two 
reactors, each producing 40kt bio-
coal/yr.
€50m investment cost. Status: 
under construction 
Production expected to start via 
reactor #1 2022 and reactor #2 
2024

Innovative hydrogen DRI
Advanced experience of DRI in Europe gives ArcelorMittal an advantage
Page 21
Hydrogen in Hamburg, Germany
• DRI plant in Hamburg is the sole 
example of DRI production 
experience in Europe
• Plans for conversion of Hamburg 
plant to climate-neutral steel 
production in four steps by 2030, 
starting with industrial scale 
demonstration, producing DRI via 
100% hydrogen to produce 100,000t 
sponge iron pa 
• Announcement of the Hamburg 
Hydrogen Network (HHN) formation 
with 11 other companies, to progress 
local electrolysis, sea-side imports 
and connection to the emerging 
European hydrogen network
Hydrogen DRI plans across Europe
Germany: 
•
Bremen and Eisenhüttenstadt have 
prepared concept plans for 
decarbonization via DRI and EAF
France: 
•
Partnership with Air Liquide to 
supply H2 and CCS availability; in 
support of the Smart Carbon 
technology and the planned DRI 
installations

Cost of decarbonising to net zero by 2050 for ArcelorMittal Europe
ArcelorMittal is committed to being net zero by 2050 with a broad and flexible innovation strategy, but role of policy is critical
Page 22
Estimated range of costs of reaching net zero by 2050 
(using either Smart Carbon or Hydrogen DRI routes)
ArcelorMittal 
Europe (capex)
Production cost
(Capex 
+ opex)
Smart 
Carbon
Hydrogen 
DRI route
€15-25bn
€30-40bn
€40-2002 bn
€15-1651 bn
+30-60%1
+50%-80%2
Capital investment needed
Clean energy 
infrastructure 
(external investment)
1.
Lower end of range leverages bioenergy and 
carbon capture storage (CCS) infrastructure; 
high end of range leverages green hydrogen 
infrastructure 
2.
Lower end of range leverages carbon capture 
storage (CCS) and blue hydrogen 
infrastructure; high end of range leverages 
green hydrogen infrastructure

Carbon-neutral steel: Company has clear position on its decarbonization needs 
ArcelorMittal is committed to becoming net zero by 2050; broad and flexible innovation strategy, but policy will play a key part
Page 23
Policy support is vital for 1.5ºC alignment
• Companies need to make large scale investments and 
bear higher opex costs to reach 1.5ºC alignment
• European steel disadvantaged vs. rest of world due to 
carbon price of EU ETS
• Strong policy support required to transition to net zero
Creating conditions where net zero steel is more cost 
competitive than steel which is not e.g. ETS or carbon tax
A fair competitive landscape that accounts for the global 
nature of the steel market, ensuring domestic, imports and 
exports are subject to equivalent CO2 regulations 
Financial support to innovate and make long-term 
investments e.g. contracts for difference
Access to clean energy and infrastructure at affordable 
prices e.g. bioenergy, CCS, green hydrogen
Incentives for consumers to adopt net zero steel in favour 
of business as usual
Creating an environment where carbon-neutral steel is 
more competitive than steel that is not carbon-neutral

Mapping of membership associations – climate policy
•
As the position of either ArcelorMittal or our membership associations 
evolves, we will update this report with oversight from the 
Appointments, Corporate Governance and Sustainability Committee of 
the Board. 
•
Next mapping planned Q2-3 2021.
Page 24
•
Report represents the results of our 
first mapping exercise of the 
position of our membership 
organisations, as of December 2019
•
Contents reviewed by members of 
the Climate Change & Environment 
Committee and approved by the 
Executive officer responsible for 
climate change

ResponsibleSteel
A new global sustainability standard for the steel industry
•
Multi-stakeholder standard
•
Independent assurance and 
oversight
•
Intended to drive up standards 
over time
•
Value to customer and 
steelmaker
Page 25
•
Providing a multi-stakeholder 
forum to build trust and achieve 
consensus;
•
Developing standards, 
certification and related tools;
•
Driving positive change through 
the recognition and use of 
responsible steel makers and 
products.

Membership
Page 26
Confidential
05/02/2021
Full Members (voting rights)
Business Members
Anglo-American
Aperam
ArcelorMittal
Australian Steel Mill Services 
Pty Ltd
BHP
Bilecik demir celik
BlueScope
BMW
Carport Central Inc
CLN Group S.p.A
Daimler AG
Ferrexpo Plc
HARSCO
Grimshaw Global
Heathrow
HSBC
Hyundai Steel
Lendlease
outokumpu
Tata Steel
Teck
VAMA
voestalpine
US Steel
Civil Society Members
Bio Regional
CDP
Clean Air Task Force (CATF)
Fauna & Flora International
IndustriALL
IUCN
MERG
Mighty Earth
The Climate Group
We Mean Business
Associate Members (non-voting)
ACRS
Afnor Group
AURA Financial
Australian Steel Institute
Australian Supply Chain Sustainability 
School
Better Coal
Carbon Chain
CARES
Challenge Sustainability
Climate Bond Initiative
Cobalt Institute
CSR Europe
DNV GL
EGGA
Equitable Origin
ERM
ERM CVS
European Outdoor Group
Exova – BM Trada
GCL International
Green Building Council of Australia 
(GBCA)
GUTcert GmbH
Hatch UK
HERA
International Manganese Institute (IMnI)
International Tin Association (ITA)
International Zinc Association (IZA)
IRMA
Levin Sources
Lloyd’s Register
MAC-TSM
Mineria Responsable Consultores
MobileGlobal
Nickel Institute
Pacific Institute
People Planet Profit UG
Russian Academy of Sciences – Institute of Geography
Russian Green Building Council
SCS Global
Sourcemap
Steel Research & Technology Mission of India
Sustainability Assurance Services (SAS) Global GmbH
Sustainable Steel Council
SRI Quality Systems
TERI
Track Record Global
United Certification Systems (UCS)
University of Waterloo

Twelve principles
12. Decommissioning and Closure
Social
Principles
Governance
Principles
Environment
Principles
1. Corporate Leadership
2. Social, Environmental,                       
Governance 
Management Systems
3. Occupational Health and 
Safety
4. Labour Rights
5. Human Rights
6. Local Communities
7. Stakeholder Engagement 
and Communication
8. Climate Change and
Greenhouse Gas 
Emissions
9. Noise, Emissions, 
Effluents
and Waste
10. Water Stewardship
11. Biodiversity
Page 27

Relationship between certified mine sites, certified steelmaking sites and certified steel 
products
Page 28
Confidential
05/02/2021
ResponsibleSteel
will rely on third party 
mining assurance 
schemes to provide 
mine site certification
e.g. IRMA, TSM, 
Bettercoal
Under 
development
In 2021
Launched 
2019
ResponsibleSteel™site certification 
Steelmaking sites certified as meeting the 
mandatory requirements for site certification 
+
+
+
=
ResponsibleSteel™
product certification 
Products certified as meeting 
the mandatory requirements 
for site certification (GHG 
and raw materials sourcing)
+
additional CO2 
requirements
+
additional CO2 
requirements
+
additional CO2 
requirements

ArcelorMittal commits to ResponsibleSteel Site Certification
ArcelorMittal Commitment:
All Europe Flat sites to be 
ResponsibleSteel certified
“Responsible production 
techniques and standards have 
become increasingly important 
to our customers and 
consumers. It’s at the heart of 
how we do business, giving our 
customers the reassurance that 
we meet their sustainability 
expectations.”
Geert Van Poelvoorde
CEO ArcelorMittal Europe
Page 29
ArcelorMittal 
Mining target: 
IRMA certification of 
all marketable 
mines by 2025
ArcelorMittal Mining 
Canada has already 
achieved assurance 
against TSM
We have asked our top 
suppliers of coal and iron 
ore to join one of these 
schemes.

Our approach to Human rights: through the lens of management control
Supply chain
• Oversight by 
Corporate CR + 
Procurement
• Due diligence 
for core 
suppliers
• Most salient 
risks are here
• Target for IRMA, 
TSM and 
Responsible 
Steel 
certification 
(human rights 
requirements)
Safety
• Head of H&S 
reports to CEO 
office
• Joint H&S 
Committee with 
unions
• Tools e.g. HIRA, 
shop floor audits, 
shift by shift safety 
talks:
• Safety Leadership 
and Take Care 
training
• PSIF detection, 
analysis and 
reporting
• Site level action 
plans
Labour
• Oversight by EVP 
for HR and Global 
HR Council
• Led by HR at 
segment or 
country level
• HR terms and 
conditions 
(country level)
• Disclosure on 
strikes>5 days
• Collective 
bargaining 
agreements for 
95% workforce
• European Works 
Council etc
Diversity & 
Inclusion
Community
• Led by CEO at 
country or site 
level
• External 
stakeholder 
engagement 
procedure 
• Security 
Personnel 
Policy on the 
use of Force, 
Arms and 
Firearms
• Grievance 
mechanisms
ResponsibleSteel and IRMA third party certification
Diversity & 
inclusion 
policy
Code for 
Responsible 
Sourcing
Employee 
relations 
policy
Stakeholder 
engagement
guidance
Health & 
safety
policy
• Oversight by 
EVP for HR
• Target: 25% 
women in 
management by 
2030 
• Global Diversity 
Council oversight 
of global strategy
• 3 x Gender KPIs 
- women in 
recruitment, 
succession, 
management
Human rights policy and training
ARCGS Board oversight
Page 30

ArcelorMittal Contacts
Page 31
Daniel Fairclough – Global Head Investor Relations 
daniel.fairclough@arcelormittal.com +44 207 543 1105
Hetal Patel – UK/European Investor Relations 
hetal.patel@arcelormittal.com +44 207 543 1128
Maureen Baker – Fixed Income/Debt IR 
maureen.baker@arcelormittal.com +33 1 71 92 10 26
Donna Pugsley – Investor Relations Assistant 
Donna.pugsley@arcelormittal.com +44 203 214 2893