0. July 2009

1. Disclaimer
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This presentation does not constitute or form part of, and should not be construed as, an offer to sell or issue or the solicitation of an offer to buy or acquire securities of the Company or any of its subsidiaries nor should it or any part of it, nor the fact of its distribution, form the basis of, or be relied on in connection with, any contract or commitment whatsoever. Any such offer will be made by means of a prospectus to be published by the Company in due course in connection with the proposed offering and any decision to purchase or subscribe for securities in connection with the proposed offering described in this presentation should be made solely on the basis of the information contained in such prospectus.
This presentation has been prepared by, and is the sole responsibility of, the Company. This document, any presentation made in conjunction herewith and any accompanying materials are preliminary, for information only and are not a prospectus or admission document. The information contained in this presentation has not been independently verified.  No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy or completeness of the information or the opinions contained herein.  The Company and its advisors are under no obligation to update or keep current the information contained in this presentation. To the extent allowed by law, none of the Company or its affiliates, advisors or representatives accept any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this presentation or its contents or otherwise arising in connection with the presentation.
Certain statements in this presentation constitute forward-looking statements, including statements regarding the Company’s financial position, business strategy, plans and objectives of management for future operations. These statements, which contain the words "believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “may,” “should” and similar expressions, reflect the beliefs and expectations of the Company and are subject to risks and uncertainties that may cause actual results to differ materially. These risks and uncertainties include, among other factors, the implementation of our business strategy, the achievement of the anticipated levels of profitability, growth, costs and synergies of the Company’s recent acquisitions, the timely development and acceptance of new products, the impact of competitive pricing and behavior, the ability to obtain necessary regulatory approvals, the ability to attract and retain qualified personnel and the impact of metals industry-specific and general business and global economic conditions. These and other factors could adversely affect the outcome and financial effects of the plans and events described herein.
Neither the Company, nor any of its respective agents, employees or advisors intend or have any duty or obligation to supplement, amend, update or revise any of the forward-looking statements contained in this presentation.
The information and opinions contained in this document are provided as at the date of this presentation and are subject to change without notice.
This document has not been approved by any competent regulatory or supervisory authority.
All references to “MT” or “tons” mean metric tons, each of which equals 2,204.6 pounds.
This document will not be left behind after this presentation and by accepting this document and attending the presentation you agree to be bound by the foregoing limitations. 1

2. GSM: The Leader in Silicon
One of the Western World’s largest and lowest cost silicon metal producers
3 of the 4 lowest cost facilities in the Western World per CRU
Estimated ~61% and ~18% share of capacity in North America and Western World, respectively(1)
Silicon is a critical input in a number of industrial materials and has no substitute
Leading global silicon-based specialty alloy producer
Sole source relationships with many customers
50%+ share of capacity in certain key alloys
Global reach with 9 facilities in 5 countries – U.S., Brazil, Argentina, Poland and China
Significant raw materials ownership / proximity
Historically solid revenue and profit visibility
Strong profitability through the cycle with substantial leverage to price
(1) Pro forma for Niagara Falls, NY facility re-start. 2

3. Global Production Footprint
Beverly, OH (CRU #2)
Si metal / 24,800 tons
Silicon-based alloys / 46,800 tons
Solar-grade silicon / 360 tons
Niagara Falls, NY (unranked)
Si metal / 30,000 tons
Shizuishan, Ningxia Hiu, China (“Yonvey”)
Carbon electrodes / 10,000 tons
(undergoing expansion)
Alloy, WV (CRU #3)
Si metal / 67,100 tons
New York, NY
Headquarters
Police, Poland
Cored wire / 8 million meters
Selma, AL (CRU #4)
Si metal / 20,900 tons
Breu Branco, Para, Brazil (CRU #8)
Si metal / 43,600 tons
Mendoza, Argentina
Silicon-based alloys / 26,000 tons
Silicon alloys
Silicon metal
Cored wire
Solar grade silicon
Product
Electrodes
San Luis, Argentina
Villa Mercedes Plant Cored wire / 24 million meters
Source: Company information, CRU, 2009.
Note: Parenthetical figures reflect CRU, 2008 cost curve rankings. 3

4. Track Record of Growth Through Strategic, Well-Priced and Accretive Acquisitions
December 2002
Alan Kestenbaum purchases the debt of Globe Metallurgical (“GMI”)
June 2004
Alan Kestenbaum obtains control of GMI and leads a reorganization
December 2005
GMI purchases largest silicon metal plant in the world (Alloy, West Virginia) from Elkem
GMI raises capital from D.E. Shaw and Plainfield
January 2007
Acquires Camargo Correa Metais S.A., a major Brazilian silicon metal producer, renames Globe Metais
May 2008
Acquires 70% of a Chinese carbon electrode manufacturer (“Yonvey”)
1874
2002
2003
2004
2005
2006
2007
2008
2009
1874
Predecessor company founded in in Ohio
April 2003
Globe Metallurgical Inc. (“GMI”) files for bankruptcy protection
October 2005
International Metal Enterprises (“IME”), founded by Alan Kestenbaum, raises $200 million as a special purpose acquisition corporation (“SPAC”)
November 2006
GMI merges into IME and is renamed Globe Specialty Metals, Inc. (“GSM”)
Acquires Stein Ferroaleaciones S.A., an Argentine silicon metal and specialty alloys producer, renames Globe Metales
January 2008
Acquires 81% of Solsil, Inc., a producer of upgraded metallurgical grade (“UMG”) silicon, from a related party
Today
One of the largest silicon metal producers in the Americas
Lowest cost silicon metal producer in the world 4

5. Well-Diversified Business Mix
Production mix
End-markets
Revenue by region
Customers
Note: Figures represent percent of total volume produced.
Data is for nine months ended 03/31/09. 5

6. World’s Lowest Cost Producer
2008 Western World Silicon Metal Cost Curve
Source: CRU, 2009.
Note: Red line denotes median operating cost per ton. Argentina and Niagara Falls, NY facilities are not currently researched by CRU. 6

7. Strong Barriers to Entry with Consolidated Supply Base
Power (36%) – requires stable, long-term supply of low cost electricity
Raw materials (40%)
Proximity to high purity, low cost raw materials – GSM owns quartz and wood chips supply
Freight costs are significant – 6.6:1 ratio of inputs to output
Electrodes
Quality is critical – GSM owns supply
Capital cost of greenfield construction
$180 million for a two-furnace operation
GSM has 18 furnaces
Long lead time for greenfield completion
Permitting is a long and complicated process
3–5 years from concept to commissioning
2008 Western World Silicon Metal Production
2.4 tons of
wood
1.4 tons
coal
2.8 tons
quartz
1 ton of
silicon metal
Top 5 producers = 73%
Source: CRU, 2009. 7

8. Prices Resilient / Substantial Leverage to Price
Silicon metal prices have been more resilient than other metals relative to historic levels and are expected to recover as the economy rebounds
Relative Price Movements
GSM has Substantial Leverage to Price
Costs are stable and facilities are some of the most efficient in the world
Control of inputs through ownership or long- term contracts
Each 1¢/lb ($22/MT) increase leads to ~$4 million more in EBITDA
22.3%
(15.6%)
(43.7%)
Source: American Metal Market.
Note: Prices reflect the spot high price for each respective period.
Note: EBITDA impact estimated based on assumed $0.01/lb increase on all 186,400 tons of pro forma silicon metal capacity. 8

9. Growth-Oriented Strategy
IPO is the first step in executing our growth strategy
Acquisitions will be carefully targeted, synergistic and accretive
Current economic environment and poor capital structures = opportunity
Product diversification
Pricing leverage in strong markets
Ensure greater operational utilization in down markets 9

10. Silicon Metal is Critical to a Variety of Industrial Materials
Chemicals (50% of sales)
Aluminum (40% of sales)
Solar / Electrical (10% of sales)
Silicones
Coatings
Auto / Commercial
Other
Solar
Electronics
Oils
Cosmetics
Hydraulics
Textiles
Polishes
Mechanical fluids
Resins
Insulators
Waterproofing
Paints
Rubber
Automotive
Consumer items
Coatings
Adhesives
Sealants
Rubber
Thermoplastics
Fiberglass
Auto / commercial vehicles
Engine parts
Wheels
Transmission
Other
Marine
Railway
Machinery & equipment
Electrical
Photovoltaic cells for solar energy systems providing clean power to homes, buildings and industry
Semiconductors for integrated circuits (chips) for:
Mobile telephones
DVD recorders
Computers
Calculators
Video games
Televisions
Radios
Auto electronics
Medical electronics
Communications
Weapons
410,000 tons consumed by chemical industry
GDP + 4% growth
390,000 tons consumed by aluminum industry
Aluminum content in autos has increased over the past 20 years
Driven by increasing demand from the growing middle-class of BRIC countries and from global demand for renewable energy
Note: % of sales figures represent industry estimates. 10

11. Increasing Demand for Silicones
Silicon metal is a base material for the production of silicones
Silicones are a broad family of synthetic products with tremendously diverse applications
Dow Corning has 20,000+ silicone customers
New applications continually being developed to improve performance, reduce waste, etc.
Stable industry growth
Silicones’ unique properties
enable the two-in-one function
of shampoo-conditioners
Silicone sealants provide environmentally-sound structural glazing that bonds glass
Safety and reliability for electrical devices
‘Green Tires’ for fuel efficiency
Reliability for wind turbines 11

12. Aluminum Production Trending Higher
Silicon metal is required in aluminum as a strengthener and alloying agent to improve castability and minimize shrinking and cracking
Aluminum provides a lighter weight alternative to steel
Aluminum demand has increased at a 5%+ CAGR for the past 20 years
Global primary aluminum demand (000s tons)
North American light vehicle aluminum content as a percent of curb weight
326 pounds
77 pounds
Source: Bloomberg, Brook Hunt and Street research.
Source: Ducker Worldwide.
Note: Based on 3,600 lbs of curb weight. 12

13. Solar Demand is New Large-Scale Opportunity
Rapidly growing demand for polysilicon due to solar industry growth
Increased electricity consumption
Demand for alternative energy sources
Availability of government financing programs
1.4 tons of metallurgical grade silicon required for every 1 ton of solar grade silicon
Source: Photon International, EPIA and management estimates. 13

14. Silicon Alloys Are Key Ingredients in Steel and Foundry Products
Ferrosilicon
(FeSi)
Calcium Silicon
(CaSi)
Magnesium Ferrosilicon
(MgFeSi)
Only 6 producers in Western World
~18% global market share and ~50% U.S. share
Commodity
Specialty
Ductile Iron
Pipe
Used in production of carbon steels, stainless steels and other ferrous alloys
High grade specifications
Requires technical know-how
Used in applications where strength and formability are required
Automotive components
Often sole supplier
Short lead times and variety of grades discourage imports
Water transmission
Competitive advantage in providing technical advice and service by tailoring composition to customers’ requirements
~50% share of the magnesium ferrosilicon market in the Americas and 20% in the Western World 14

15. Steel Capacity Utilization and Ductile Iron Growth
Re-stocking in the service center channel has started to improve demand
Fiscal stimulus dollars will begin to impact infrastructure spending further, driving steel demand
Automotive production appears to have troughed
Steel production capacity utilization
Monthly global steel production
(000s tons)
Source: American Iron and Steel Institute.
Source: World Steel Association. 15

16. Solar / Upgraded Metallurgical Grade Silicon (UMG) Opportunity
Solsil
GSM, through 81%-owned Solsil, intends to be at the origin of the solar cell supply chain
Leverages Globe’s strong materials position to push further downstream in the solar cell industry
Joint-development agreement with BP Solar
Technology license agreement
Technology development agreement
Long-term supply agreement
Technology partnership with Technion
MG silicon
SoG silicon
Wafer
Solar cell
Solar module
Systems
Smelting
Chemical processing
Casting/ cutting
Surface treatment
Assembly
Installation/ operation 16

17. Electrodes Present a Unique Product Diversification Opportunity
Yonvey is a producer of carbon electrodes, a critical input to smelting processes
Originally acquired to supply GSM
Anticipated to eventually meet 100% of requirements
Significant positive cost impact
Expansion of third-party sales
Attractive margins, reliable product, alternative to incumbents 17

18. Rigorous Focus on Cost Reduction
Goal is to strengthen position as the low cost producer
Permanent headcount reductions across all facilities
Significant cuts to SG&A – not expected to return with increased revenue
Implementation of best practices 18

19. Poised for Sector Rebound
Expect near-term volume improvement
Shipments in calendar Q reached trough levels
Inventory de-stocking is largely complete
Calendar Q2 stabilized and began to show signs of improvement driven by end-market demand
Capacity rationalization / discipline
GSM has over 80,000 incremental tons available to come online quickly at a low cost
GSM recently restarted 3 furnaces at Beverly, Brazil and Argentina facilities
Re-start of Niagara Falls, NY facility expected in 2010, subject to market demand
Annual contract negotiations typically begin in November 19

20. Financial Highlights
Profitable and cash flow positive on operational basis
Margin improvement through price increases
Highly variable cost structure and low overhead
Significant permanent reductions to SG&A
Minimal ongoing maintenance capital expenditure requirements (~$9 million annually)
Increased control of raw materials has substantially reduced working capital requirements
Conservative capital structure with flexibility to pursue growth opportunities
Metrics-focused financial management 20

21. Strong Financial Results Through Challenging Times
Revenue
Adjusted EBITDA(1)
($ in millions)
($ in millions)
’06–’08 CAGR = 61.7%
’06–’08 CAGR = 120.5%
Capital expenditures
Adjusted EPS(2)
($ in millions)
($ per share)
Note: 2006 data is for the predecessor company, GMI, and is not pro forma for a full-year impact from Globe Metais or Globe Metales.
(1) Adjusted EBITDA is defined as EBITDA (see page 11 of the S-1) plus goodwill and asset impairment charges of $69.7 million.
(2) Adjusted for goodwill and asset impairment charges of $69.7 million in the nine months ended 03/31/09. 21

22. Conservative Capital Structure Positions the Company for Growth
($ in millions)
Note: LTM Adjusted EBITDA of $86.7 million.
Adjusted EBITDA is defined as EBITDA (see page 11 of the S-1) plus goodwill and asset impairment charges of $69.7 million.
(1) Assumes 5.6 million primary shares issued at mid-point of filing range less gross spread of 7.00% and estimated offering expenses of $1.5 million.
Share information (as of June 30, 2009)
66,944,254 basic shares outstanding
201,453 outstanding warrants (at $5.00)
1,325,414 outstanding unit purchase options (at $7.50) – each represents 1 share and 2 warrants (at $5.00) 22

23. Summary Highlights Leading global market share in silicon metal
World’s lowest cost producer
High barriers to entry in an already consolidated industry
Strong financial performance through downturn
Improving trends in key end-markets and new growth markets
Substantial leverage to price
Experienced and cost conscious management team with unique operational skills and proven history of growth by acquisition
Globe Specialty Metals is a business with strong fundamentals that presents a unique opportunity to leverage the economic recovery 23

24. Appendix

25. Strong and Experienced Management Team
Alan Kestenbaum Executive Chairman
Founder / >20 years in industry
Jeff Bradley Chief Executive Officer
2008 / >25 years in industry
Malcolm Appelbaum Chief Financial Officer
2008 / >25 years of experience
Arden Sims Chief Operating Officer
1984 / >35 years in industry
Stephen Lebowitz Chief Legal Officer
2008 / 19 years of experience
Bruno Parreiras Executive Director Globe Metais, S.A.
1993 / 16 years in industry
Delfin Rabinovich Executive Director Globe Metales, S.A.
2007 / >20 years in industry
Ted Heilman Executive Director Yonvey
2004 / >20 years in industry 25

26. Board of Directors
GSM’s Board of Directors is comprised of seasoned executives with strong management, metals, finance and international experience
Alan Kestenbaum (Executive Chairman)
Stuart Eizenstat
Partner, Covington & Burling LLP; Former Deputy Secretary of the United States Department of the Treasury; International Advisory Board Member of Coca-Cola, Board Member of UPS
Franklin Lavin
Chairman of the Public Affairs practice for Asia-Pacific at Edelman; Former Managing Director and Chief Operating Officer of Cushman & Wakefield Investors Asia; Former Under Secretary for International Trade at the United States Department of Commerce
Thomas Danjczek
President of the Steel Manufacturers Association; former senior executive at Wheeling-Pittsburgh Steel Corporation
Donald Barger, Jr.
Former Chief Financial Officer at YRC Worldwide, Worthington Industries and Hillenbrand Industries; Board Member and Audit Chair of Gardner Denver and Quanex
Daniel Karosen
CPA; Partner, Mandel, Fekete & Bloom 26

27. EBITDA Reconciliation
(1) Net interest expense excludes interest income earned on common shares subject to redemption of $0.8 million for the year ended June 30, 2007.
(2) Amortization expense during the year ended June 30, 2006 excludes amortization of deferred financing fees of $0.6 million.
(3) EBITDA and Adjusted EBITDA include non-cash share-based compensation expense of $4.7 million and $6.6 million for the nine months ended March 31, 2009 and March 31, 2008, respectively, and expense of $8.2 million and $0.5 million for the year ended June 30, 2008, and the year ended June 30, 2007, respectively.
(4) For the nine months ended March 31, 2009, EBITDA and Adjusted EBITDA also include $1.4 million of restructuring charges and an inventory write-down of $5.1 million. 27