Lakshmi Mittal

Lakshmi mittal is an Indian born British steel billionaire and one of the richest man in the
world .As of March 2010,  he is the fifth richest person in the world. He is also the  richest
person in Europe with a personal wealth of US$28.7 billion

He was born  on June 15, 1950 at Sadulpur, in Chiru district of  Rajasthan, India in a poor
family. The large family of 20 lived on bare concrete floors, slept on rope beds and cooked
on an open fire in the brickyard in a house built by his grandfather.

The family later on moved to Kolkata where his father Mohan Mittal became a partner in a
steel company. Lakshmi Mittal graduated from St. Xaviers in Kolkata with a commerce
degree in 1969. He began his career working in the family's steelmaking business in India.
In 1976, he traveled to Indonesia to look into a real-estate investment for his father, but
returned with the purchase of a rundown steel mill there. The same year Lakshmi Mittal
founded Mittal Steel Company He split from his father and two younger brothers in 1994
and took the international arm, with interests in Indonesia .He moved to London in 1995.

He married Usha, the daughter of a well-to-do money lender and he had a son ( Aditya) and
daughter ( Vanisha). Mittal is the Chairman and CEO of ArcelorMittal, while his son Aditya
is the chief financial officer. Mittal's daughter Vanisha, is also on the board.

In the last few years Mittal Steel has made a number of acquisitions, buying up a network of
steel producers in former communist countries including Kazakhstan, Romania and
Ukraine, and pushing into the U.S. in 2004 with the $4.5 billion purchase of International
Steel Group. Mittal Steel  merged with Arcelor to become Arcelor-Mittal, in 2006. Arcelor-
Mittal Steel is the largest steelmaker in the world, with shipments of 103.million tones of
steel and had 124.90 billion revenues in 2008 and employing more than 150,000 people.

Lakshmi Mittal has become something of a cult figure in the global steel industry. His
company Mittal Steel is the largest steel maker in the world. After the recent merger
between Mittal Steel and Arcelor which raged a big debate throughout the Europe, Laxmi
Mittal current controls 10% of the total steel production and the combined entity that has
come into force post-merger is three times the size of its nearest competitors

Lakshmi Mittal is also known for his opulence. In 2003, he acquired the Kensington
mansion, said to be the world’s most expensive home, from Formula One racing’s Bernie
Ecclestone for  £70 million ($128 million). His daughter Vanisha’s $50 million wedding
bash is touted as the most expensive wedding of the 20th century.

The Financial Times named Mittal Person of the Year in 2006. In May 2007, he was named
one of the "100 Most Influential People" by Time magazine.
Mittal was awarded Fortune magazines European Businessman of the Year in 2004 and
also Steelmaker of the Year in 1996 by New Steel, and the Willy Korf Steel Vision Award in
1998, for outstanding vision, entrepreneurship, leadership and success in global steel
development from American Metal Market and PaineWeber’s World Steel Dynamics. In
2002 he was involved in a political scandal with British Prime Minister Tony Blair, when a
donation he made to the Labour party led to Blair’s intervention in a business deal
flavoring Mittal, it was announced later he donated  £2 million to the Labour Party.

Mittal is an active philanthropist and a member of a few trusts. Mittal is a member of the
Foreign Investment Council in Kazakhstan, the International Investment Council in South
Africa, the World Economic Forum’s International Business Council and the International
Iron and Steel Institute’s Executive Committee. He is a Director of ICICI Bank Limited and is
on the Advisory Board of the Kellogg School of Management in the U.S. In March 2005,
Forbes Magazine named him the 3rd richest man in the world and the richest non-
American, with an estimated wealth of US$25 billion.

His Story

In 1976. young Mittal had been sent by his father to Indonesia to finalize the sale of a land
Sr Mittal had bought a few years ago to build a steel mill, but had changed his mind since.
Instead of going ahead with the sale deal. Lakshmi Mittal decided to stay back in Indonesia
and build the steel project himself. He built his first steel plant from scratch, after resolving
whatever issues had foiled his father’s plans earlier. This marked the star of a golden run.

The Meteoric Rise

Today Lakshmi Mittal is the face of a steel empire called Arcelor Mittal. the world’s largest
steel company which accounts for 10% of all crude steel production. As the president and
CEO of the company, he has steel-making facilities in 16 countries across four continents
that serve his customer base spanning 150 countries.

Recognitions have come aplenty. Times magazine had named him as one of the “100 Most
Influential People” in 2007. He swept away most of the awards in 2006. He was awarded
“Business Person of 2006″ by the Sunday Times’. ‘International Newsmaker of the Year
2006* by Time Magazine and “Person of the Year 2006″ by the Financial Times for his
outstanding business achievements. In 2008. he was listed by Forbes as the world’s fourth
richest man. In January 2007. he was presented with a Fellowship from King’s College
London, their highest award. The Government of India conferred on Lakshmi Mittal the
“Padma Vibhushan” for his outstanding contribution to the development of steel industry
in 2008.

Mittal is a member of the Foreign Investment Council in Kazakhstan, the International

Investment Council in South Africa, the World Economic Forum’s International Business
Council and the International Iron and Steel Institute’s Executive Committee. He is a
Director of ICICI Bank Limited and sits on the Advisory Board of the Kellogg School of
Management in the U.S and on the International Advisory Board of Citigroup.

The Milestones

His parents couldn’t have named him more prophetically.   Lakshmi or the Goddess of
Wealth had definitely paced her hand of blessing on Lakshmi Mittal.

1976-1985

From his first steel plant in 1976. he added a rolling mill in 1977 and then put in a Japanese
electric arc furnace. Eight years rolled by. Though not a technically qualified person,
Mittal’s love for making steel gave him the confidence to build the world’s largest steel
empire in his later days.

By the time young Mittal left Indonesia in 1985. he had built the largest steel company in
the private sector in that country. 1987-89 In late 1987. Mittal met a German steel expert
who was the managing director of a company in Hamburg that had the most advanced
mini-mill in Europe. Soon, Mittal went to Trinidad to take over a company that had recently
lost a management agreement with his friend’s company. Mittal signed the contract which
was a lease agreement with an option to purchase after five years. This was Mittal’s first
taste of international success.

In 1989. Mittal’s company formed the Caribbean Ispat to lease the Iron & Steel Company of
Trinidad & Tobago, a modem, technologically advanced steel complex. Today. Mittal Steel
Point Lisas produces 2.7 million tonnes ofDRI a year.

The next stop was Mexico. Mittal sensed an opportunity when the country announced the
privatisation of its steel industry. He acquired Sibalsa. its third largest steel producer. Post
acquisition Sibalsa was renamed Ispat Mexicana.Today. Mittal Steel Lazaro Cardenas is one
of the world’s largest producers of DRI and lowest-cost, highest-quality slab producers.

1994-1997

Mittal bought Sidbec-Dosco, Canada’s number four steelmaker from the Government of
Quebec and renamed it Ispat Sidbec. And in 1995 he acquired Hamburger Stahlwerke in
Germany. In the same year. Mittal formed Ispat International Limited and Ispat Shipping to
provide technical and commercial services to the Group and to meet its growing shipping
needs. The year 1995 also witnessed another acquisition that of the 5.5 million tons pa
blast furnace steel plant in Kazakhstan. This plant was renamed Ispat Karmet.

The year 1997 saw Mittal acquiring two more German companies. Ispat Stahlwerk Ruhrort
and Ispat Walzdracht Hochfeld, from Thyssen AG. And then the inevitable happened.
Ispat International, the company that controls the Group’s steelmaking operations in
Mexico. Trinidad & Tobago. Canada and Germany, floated on the New York and Amsterdam
stock exchanges by way of a S776 million initial public offering.

1998-1999

The year marked Mittal’s acquisition of America’s fourth largest steelmaker. Inland Steel
Company. It was renamed Ispat Inland. In 1999. as part of the consolidation of the
European long products sector, Mittal bought the French company, Unimetal Group.
Including Trefileurope and SMR. from Usinor.

Millars Ispat International thereby became the largest producer of high-quality wire rods in
Europe.

2002-2004

In 2003. Mittal acquired Nova Hut. the largest steel producer in the Czech Republic, from
the Czech government and renamed it Ispat Nova Hut.

In 2003. Mittal also stepped into South Africa. Here, he signed a business assistance
agreement with the South African steel producer, Iscor in exchange for its shares. In 2004
following an agreement to support the South African government’s growth objectives in the
manufacturing sector, and approval from the country’s Competition Commission, Mittal
took control of Iscor renaming it Mittal Steel South Africa.

In 2004. after buying a controlling holding in Poland’s leading steel producer. Mittal
acquired Bosnia’s BH Steel.

And in December 2004, Mittal completed the transaction to combine Ispat International
and LNM Holdings to form Mittal Steel together with the simultaneous announcement of
the acquisition of International Steel Group in the US to form the world’s largest steel
producer. It was at this time that Lakshmi Mittal declared his intention to make the Group
‘the lowest cost steel producer in every market1. This earned him the Fortune magazine’s
‘European Businessman of the Year 2004″.

2005

The year 2005 could be termed the precursor year for the formation of Arcelor Mittal. it
was during this year Mittal’s entry into China happened. He acquired 36.67 per cent of
Hunan Valin Steel Tube & Wire, one of China’s top ten steelmakers. He completed the
acquisition of ISG. merged it with his US operations and renamed it Mittal Steel USA. The
year also witnessed the merging of all Europe operations of the company. Mittal Steel
Europe.
The acquisitions and the success finally earned Mittal a place in the Fortune Magazine’s
Fortune 500. Mittal Steel was placed for the first time in the Global 500 List ranking 253rd
in terms of revenues but 55th in terms of profit.

In India, Mittal signed a Memorandum of Understanding with the state government of

Jharkhand. Mittal Steel is expected to invest S9 billion establishing mining and steel making
operations in the state.

2006

In May 2006. the merger of Mittal Steel and Arcelor Steel was finalised. 2009

Today Arcelor Mittal Steel is the world’s number one steel company and employs over
326,000 employees in more than 60 countries

Recession blues, cost cutting and a gleam of hope

The worldwide financial crisis hasn’t spared Arcelor Mittal Steel. The Luxembourg-based
company’s fourth-quarter 2008 earnings report was a bit scary. The slump in demand for
steel—with production down by 45 percent globally—has resulted in the most rapid
downturn ever witnessed and a loss of $2.6 billion. “We think we will reach the bottom of
the cycle in first quarter 2009, Lakshmi Mittal told investors in a webcast following the
release of the report.

The company is launching cost-reduction and productivity-improvement measures aimed

at saving S5 billion over five years during this period of recession. In its 1.240 workers-
strong Cleveland plant, the company has laid off 450 of the union workers and would
reassign a third of the 300 salaried workers to other company installations. Members of the
United Steehvorkers Local 979 may get temporary-layoff notices too. The company is also
trying to cut its debt by S10 billion by the end of 2009.

But. Mittal is optimistic about steel making a slow ascent before midyear. And nobody in
the steel business is questioning him. After all, his empire of steel is an inspiring saga of
guts and grit, an incredible sense of seeing opportunities during crisis, and a deep thirst to
achieve that makes him an every Indian’s pride.

When Vanisha. his daughter, married investment banker Amit Bhatia. newspapers
estimated the wedding cost to be around S55 million. The engagement ceremony took
place at the Palace of Versailles, once the home to Louis XIV. France’s Sun King. The
marriage was followed by a reception at the Jardin des Tuileries in Paris. There were over
1,000 guests from all over the world who were put up in five star hotels in Paris. A specially
written script by Javed Akhtar, who had co-penned Amitabh Bachchan’s greatest hits,
showcased the love story of Vanisha and Amit in true Bollywood style choreographed by
Farah Khan. A 20-page wedding book was the official invite.
Lakshmi Mittal’s love for his children has never blinded him to the fact that to succeed in
life or to be able to take the reins of a super successful business, your feet have to be firmly
grounded. His belief was supported by his wife Usha. So when their son Aditya joined the
family business, he came equipped with a Bachelor’s he came equipped with a Bachelor’s
degree of Science in Economics with concentrations in Strategic Management and
Corporate Finance from the Wharton School in Pennsylvania. He graduated magna cum
laude.

He joined Mittal Steel in January 1997 and was appointed Head of Mergers and
Acquisitions for Mittal Steel in 1999. This role saw him lead the company’s acquisition
strategy paving the way for Mittal Steel’s entry and expansion into Central Europe. Africa
and the US. As CFO of Mittal Steel, Aditya also initiated and led Mittal Steel’s offer for
Arcelor to create the first 100 million tonne plus steel company.

Aditya Mittal. is now the Chief Financial Officer (COO) of Arcelor Mittal Steel Company.
Aditya Mittal and Lakshmi Mittal make the most powerful father-son duo in today’s world
of business. Lakshmi Mittal, tho Philanthropist and true Indian at heart Like his business,
Lakshmi Mittal’s philanthropic activities are also spread across the world. Apart from the
numerous charities and trusts of which he is a member, there are certain causes that are
close to his heart. Like Indian sports. It was Mittal Champions Trust that got Abhinav
Bindra, India’s first Olympic gold medal winner. a physical therapist, a mental trainer, and
on that day when the bullets ran out. cartridges to practice with. Mittal’s trust is managed
by his son-in-law. Amit Bhatia. Last year it supported 14 Indian athletes at the Olympics.
Like archer Laishram Bombayla Devi, who picked up a bow and arrow after seeing people
hunt in the fields near her home in rural India. She spent two years without a coach until
Mittal Champion Trust stepped in. Now she trains with a foreign coach, and has a
structured and disciplined training process.

Way back in 1995. Mittal set up a fund of $10 million to help support a few Indian athletes
with an eye towards the London Olympics in 2012. If India is in an unwavering position on
his map of priorities, his concern for the less fortunate in other countries is no less.
Following the devastation of Hurricane Katrina in the U.S. Mittal Steel USA and Arcelor
helped in rebuilding a battered Mississippi. And this is just one example.

In the Forbes World Billionaires 2010 list steel mega mogul Lakshmi Mittal’s name figures
as the fifth richest man on earth. Fortunes of the man who slipped to number eight position
in 2009 list from fourth position in 2008 list (Recession has played its role here too),
appeared to have staged a strong comeback this year. But if what one has read and heard
about Mittal is true, then he has probably taken this slide in his stride. His famous line has
always been. ‘Everyone experiences tough times, it is a measure of your determination and
dedication how you deal with them and how you can come through them.”

He should know what he is talking about. After all he could have chosen to remain the scion
of a prosperous steel industrialist comfortably pursuing a placid life of pleasure and work
without making the humungous and indigenous effort of discovering new frontiers.
Instead, at the age of twenty-six. he decided to roll up his sleeves, jump into the fray and
leam firsthand all about the making of steel, and more importantly, the marketing of it.

The story of Ispat Mexicana (Imexa)

Lakshmi Niwas Mittal's (widely referred to as 'LN' both inside and outside the company)
faith in DRI (direct reduced iron) technology governed his choice of acquisitions. He
believed in its future long before others.

"This has spelt success for so many of my plants," he says. Starting in Indonesia in 1976, he
bought mini steel mills using the DRI route in various countries and turned them around.
Eventually in January 1995 Mittal acquired Hamburg Stahlwerke, the originator of DRI
technology on which almost all LN's plants depend.

According to Peter F Marcus, director of Paine Webber: "Lakshmi Mittal championed the
practice of mini mills becoming integrated producers through the use of scrap
alternatives."

This faith created 'the only true global steel company,' according to the Financial Times, and
Mittal's reputation as a doctor of sick steel mills. In 1991, this reputation brought the
Mexican government knocking at his door.

In the early 1980s, the Mexican government decided to build a new steel mill -- Sicartsa II --
adjacent to its existing Sicartsa facility located in Lazaro Cardenas.

They invested $2.2 billion in a state-of-the-art facility, which included a pelletizer plant to
produce iron pellets from ore, the first DRI plant in the world using the HyL III technology,
electric arc furnaces, casters to roll molten steel into flat slabs and a mill to convert these
slabs into plates to produce pipes for the then-booming oil industry.

Before the factory was completed, however, the end of the oil boom coincided with a
faltering economy which forced Mexico to devalue the peso. The government curtailed
investment in the planned pelletizer plant, which forced Sicartsa management to source
high cost iron pellets on the open market.

The government also abandoned the planned plate mill, forcing the plant to sell steel slabs
-- an intermediate product -- rather than finished steel plates. Three years after opening,
the plant operated well below its capacity of two million tons per year and incurred
significant operating losses.

Mexican government officials publicly blamed the management and employees of the
factory for the losses, and decided to privatize both Sicartsa factories in 1991. Based on
Ispat's reputation for turning around Iscoot, a steel mill in Trinidad, the Mexican
government invited Ispat to join two other steel companies in bidding for Sicartsa.
The pre-acquisition negotiation process

 The team: Mittal sent a due diligence team consisting of twenty managers
representing all line and staff functions chosen from Ispat's Trinidad and Indonesian
plants and instructed them to develop plans to turn around the plant.

Mittal also explained that some members of the due diligence team would have an
opportunity to remain in Mexico if Ispat acquired the facility. There were no merchant
bankers.

The team was divided into sub-units to look at specific are as such as finance, marketing,
management and costs. Each team had to make specific recommendations.

"These had to be solid and do-able as the person making the recommendation could easily
be called upon to implement it," said one manager. "This eliminates consultants and their
ivory tower analyses. After this process, targets are fixed and LN largely steps out of the
picture."

Each team's report provided a valuable check on the other's to eliminate biases and
oversight.

The team's due diligence revealed a factory plagued by technical problems, running at 20%
of capacity, producing low quality slabs and manned by a dispirited workforce. The Ispat
team was impressed, however, by the recent vintage of the assets, a young workforce with
an average age of 27 years, and the supporting infrastructure.

The team recommended bidding for the plant, and developed a turn around plan.

 The bid: Ispat proposed acquiring all the Sicartsa II factory's assets and liabilities,
excluding contingent environmental liabilities.

Ispat also bid for 50% equity stakes in several of the businesses that supported the Sicartsa
II plant, including PMT, a producer of welded pipes, Pena Colorada, which provided the
factory with iron pellets and Sersiin, which managed the deep water port facilities and
distributed electricity. It took eight months to sew up the contract.

Ispat proposed a total consideration of $220 million, consisting of $25 million in cash and
$19 million n in ten year bonds (at 15% interest) issued by the Mexican government and
secured by a warrant for 49% of Imexsa (not Ispat) equity. Of the cash component, $5
million was a loan from Trinidad and $20mn came from LN's personal resources.

Ispat's bid outlined the company's five-year plan for improving Sicartsa's operations, and
included a commitment to invest an additional $350mn, with a $50mn penalty if the
company failed to follow through on its promised capital spending.
Ispat's proposal also included a clause capping the number of employees it would lay off at
100 of the 1,050 workers. Impressed by the business plan, the Mexican government
selected Ispat's bid. Ten members of the due diligence team remained in Mexico to run
various departments, including Dr Johannes Sittard the former head of Iscoot, who served
as the managing director of Imexsa from 1991 to 1993.

The post-acquisition integration process

 Stopping the bleeding: Ispat took control of Imexsa on January 1st 1992 in the
midst of a global recession in the steel industry, and had to briefly shut down the
furnaces because there were no orders for the steel and no place to store the
finished slabs.

Despite the shut-down, Imexsa laid off only seventy people -- thirty fewer than the agreed-
upon limit -- and ultimately hired an additional 270 employees.

The $220 million consideration which Ispat had committed to more than halved almost
instantly. The plate mill which had been lying abandoned -- still packed in crates -- was
shipped to a Korean company.

"Our focus is slabs and we didn't need the plate mill," RR Mehta, Imexsa's executive
director told Business India. The deal brought in $135 million -- much of this went towards
upgrading facilities.

Mittal recalled his first steps at Imexsa: "In Mexico we did what we do with every business .
. . we sat down with management of the acquired company to discuss various options for
improvement and we developed the business plan. We sat down with each of the
departments to understand their problems and viewpoints and gave our input based on
international experience and our due diligence."

"Together we set very aggressive targets because we don't benchmark companies based on
local standards, but on international standards. If the management of the acquired
company is willing to commit to these targets, they stay. If they have any problems
following our business plan and vision, they go. The Imexsa managers stayed," he added.

Production Planning Manager Oscar Vasquez recalled his first meeting with Mittal: "In our
first meeting, we presented two alternative production plans, one for 600,000 tons -- it was
conservative and based on our past experience -- and another plan for 1.2 million tons. Mr
Mittal saw both and said, 'forget the small plan, just let me know what you need to
implement the second plan.' We expressed concern that we might not find a market for the
additional slabs, but Mr Mittal said, 'You will have the volume because I'm going to take
care of that for you'."

Mittal used Ispat Indo's sales network to identify Asian customers for Imexsa's slabs,
including a contract for 400,000 tons per year with a Taiwanese steel manufacturer.
Although these orders provided low margins, they allowed Imexsa to increase capacity
utilization while improving quality to win more profitable business.

Imexsa also reduced costs by switching to suppliers willing to match the lowest costs
provided at Ispat's Trinidad and Indonesia plants.

The next step was to quickly develop cost-consciousness and discipline among the Imexsa
management team. Jai K Saraf, Ispat International's finance director, and Sittard instituted
a daily meeting of the heads of each department in the plant, which began after the day
shift ended at 5:00 p.m. and generally ran until 9:00 or 10:00 at night.

The team evaluated the previous day's cost, volume, productivity and quality performance,
discussed the current day's results, and agreed on detailed targets by department for the
following day.

Om Mandhana, purchase director, described the purpose of the daily meeting: "The idea of
the daily meeting was to cut red tape. You got together all of the people involved to talk
through any issues, and as a means of coordinating and resolving day to day problems. The
idea was to take a decision then and there rather than refer to committees."

Raul Torres, melt shop director, recalled his first impressions of the meetings: "Before Ispat
bought the plant, the boss just told us how we should do things, but the daily meetings
were nothing like that. Dr Sittard asked a lot of detailed technical questions to force us to
think through problems to their root causes."

"If we were consuming too much steel in the electric arc furnaces, for instance, Dr Sittard
would ask: 'Why are you consuming this amount of steel? Is there leakage? Why do you
have this amount of leakage? Are you losing steel in the slag? How do you plan to improve
this? Is that the cheapest way in the world? Who does this best in the world? Can we adopt
their technology?'"

"We had open and sometimes heated discussions, but once we agreed on the right thing to
do, it was easy to get Dr Sittard's approval and any resources you needed to make it
happen. But you had to commit to improvements -- how much you were going to achieve
and by when, and the entire team monitored how you did against the promised target."

"And Dr Sittard was always asking for higher targets -- he always kept the pressure on us to
increase volume and quality and cut costs."

Imexsa's existing cost accounting system reported only aggregate production costs on a
monthly basis, and was first available three weeks after the previous month ended. One of
the first things the new management team did was to implement Ispat's daily reporting
system which provided overall figures for each day's operations by the next morning.

Led by Saraf, Imexsa's accounting department began collecting detailed volume, cost,
quality and productivity data for each step in the production process on a daily basis.
Initially, Imexsa's accountants collected these data themselves every day, and analysed it
by hand. To monitor raw material usage, for example, the accountants asked warehouse
workers to track the volume of materials leaving the storeroom each day.

As the discipline steeped in, kudos flowed back. A JP Morgan report hailed Imexsa as the
lowest-cost slab producer in the world, while Credit Suisse First Boston reported, 'At
Imexsa, Ispat makes Nucor's cost position look almost amateurish.'

Imexsa could land a slab in the middle of American at $35 a ton below Nucor's cash cost of
production of $210 a ton. And Nucor founder Kenneth Iverson acknowledged, "Ispat comes
in and runs the operations very well. They control costs very very closely."

In 1992 -- the first year under Ispat ownership -- Imexsa increased shipments from
528,000 tons to 929,000 tons, decreased the cash cost per ton produced from $253 to $178,
and earned a small profit.

From 1992 to 1998 Imexsa increased annual steel shipments from 929,000 tons to over
3mn tons, and improved productivity from 2.62 to 0.97 man-hours per ton.

Antonio Gonzales, the Pelletizing Plant Supervisor observed, "There is no feeling of having
finished the turnaround . . . we keep resetting the targets, and now we are aiming for 4
million tons per year -- that's double our rated capacity."

In 1997, MRR Nair joined Imexsa as managing director from the Steel Authority of India,
the seventh largest steel company in the world, where he had served as chairman and CEO
and had been awarded the Best CEO in India award.

Nair cited four mechanisms for maintaining constant improvement at Imexsa -- i.e. daily
meetings and reports, quality programmes, global integration and stretch goals.

 01. Daily meeting and daily report: The daily meeting, now held each morning for
one or two hours, continued to play a pivotal role at Imexsa. A typical meeting (in
March 1998) was attended by representatives from each of the departments, most
of whom wore the khaki Imexsa uniform.

A few of the managers however wore red Imexsa jackets awarded to recognize
achievement of ambitious goals, such as increasing one of the DRI facility's production
nearly 50% above its rated capacity.

On several occasions during the meeting, participants jokingly asked whether their targets
were ambitious enough to earn a jacket. Nair guided the meeting with a series of questions,
inquiring about the results of previous experiments to improve performance, asking what
level of performance was budgeted for the following month, and probing why targets were
not higher.
Nair left the room for extended periods on two occasions during the meeting, but the
discussion continued with the members of the different departments discussing targets
and experiments among themselves.

The participants frequently referred to the daily report which provided detailed data on
cost, productivity, volume and quality for each of the departments.

 02. Quality programmes: In 1998, Imexsa used standard quality tools, such as ISO
methods, to describe existing processes. Imexsa's quality efforts won numerous
international awards and earned it the British Standards Institute's prestigious
Company Wide Recognition, one of only two steel companies in the world so
honoured (Iscoot was the other).

More importantly, Imexsa's quality initiatives helped the company upgrade its products to
serve more demanding customers.

Imexsa enhanced its product mix from 97% low grade steel sold into construction
applications in 1992 to 47% of slabs sold for demanding automotive and coated plate
applications in 1997.

Despite Imexsa's success, Quality Director Rafael Mendoza wanted more:

"Traditional quality programmes such as ISO 9000 provide excellent statistical tools for
documenting your current processes, but they are not as useful in accelerating continuous
improvement. For this we introduced benchmarking, Top 10s and internal agreements."

In benchmarking operating processes, quality team members looked at best practices

within the Ispat network, the steel industry as a whole and also identified and studied
related processes at global leaders such as Ericsson and General Electric.

When Imexsa management wanted to improve cafeteria service during the busy lunch
hour, for example, a quality team studied the restaurant in a busy soccer stadium
renowned for serving large quantities of excellent food quickly during half time.

Imexsa would only work with customers and technology suppliers who agreed to openly
share information on new technological developments and applications, and in turn agreed
to open their plants for benchmarking.

Mendoza was not worried that Imexsa would surrender competitive advantage by allowing
other companies to benchmark the plant:

"In the steel industry these days, all companies have access to good ideas through
customers, suppliers and consultants. The difference is who can implement them
successfully."
In the Top 10 programme, each department identified projects to either cut costs or
improve quality, quantified each project's financial impact (in US dollars per year), and
rank ordered the projects from one to ten based on their bottomline impact.

Each project was assigned to a project owner charged with selecting a multi-disciplinary
team to quantify the benefits of the project, develop an action plan and monitor progress
against agreed process milestones.

In Mendoza's view, the Top 10 programme introduced a consistent discipline in translating

proposed projects into financial results and allowed each department to prioritize its own
projects for improvement.

In 1996 Imexsa initiated a systematic program for making internal service agreements
between Imexsa's departments and monitoring service delivery levels against these
agreements.

The head of the department receiving a service would meet once a year with each internal
supplier to articulate their key requirements and agree on targets and concrete measures
of service delivery. Before agreeing to target service levels, a service provider could request
any prerequisites necessary to guarantee delivery.

The maintenance department might agree to provide preventive maintenance on time, for
instance, provided that they were notified at least one week in advance of the scheduled
downtime.

The head of the department providing the service was responsible for monitoring
performance on a daily basis and reporting to the head of the internal customer on a
monthly basis, who would sign off on the performance evaluation.

If a service provider repeatedly failed to meet goals, the failure would be elevated for
discussion in the daily meeting, but this had occurred only once in the programme's first
two years.

In 1998 Imexsa had 140 internal service agreements across 28 production and service
departments and sub-departments in the plant. 70% of the agreements fulfilled 100% of
the requirements, 11% of the agreements met between 95% and 99%, with the remainder
fulfilling less than 95%. These internal agreements yielded significant improvements in
operations.

 03. Knowledge integration programme: The Knowledge Integration Program

(KIP) was an Ispat corporate initiative designed by Mittal to "keep stirring the whole
organisation."

A few representatives from each operating and staff function (twelve in total) at each Ispat
plant would meet twice each year. These KIP meetings lasted two to four days, and rotated
among the plants in the Ispat network.
Prior to the meeting, the department heads would send their suggestions for discussion
topics to Ispat group headquarters in London, where the agenda would be set and then
distributed to each of the participants in advance.

During the meeting, the participants would review their performance against targets,
including major accomplishments and disappointments, discuss common technical
problems, update each other on developments in their plant and commit to future targets.
The participants also communicated between KIP meetings, as Torres described:

"If I have a question, I don't have to wait until the next KIP meeting. I can make a phone call
or send an email to Canada or Trinidad. I probably exchange at least one email every week
with them."

 04. Stretch goals: Each department in Imexsa committed to annual targets for
production volume, productivity and costs, and presented their plan for achieving
these goals. The process was based on a firm philosophy of Ispat.

As described by Nair, "Senior managers should ask the departments what they plan to do,
rather than telling them what to do."

At the same time, however, it was not a laissez fair. Nair and his team asked a lot of
questions on the plans that were presented. "You achieved this level last year, why can't
you do it again? They can achieve the level at another factory, what prevents you from
doing the same? What can we do to help you achieve more?"

At the end of such discussions, while the targets were very demanding, they were owned by
the departments instead of being perceived as coerced from above.

As Raul Torres described: "I feel the need to constantly improve performance every day,
but its not forced on me by management. I'm not fighting against somebody else's budgets
-- I agreed to the goal, and the best way to reach a goal is not with a big gun to your head. I
set stretch goals because I want Imexsa to win."

"At first, I wanted Imexsa to be the best steel plant in Lazaro Cardenas, then the best steel
plant in Mexico, but now I ask 'why can't we be the best steel plant in the world?' We
always wanted to be the best, but we couldn't because the old management put up too
many limitations."

The story of Lakshmi Niwas Mittal has really proved that what the mind can conceive
and believe, it can achieve. If only youths can aspire to be like Lakshmi Mittal, the
world will be a better place.