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03Brett: Action and resiliency
Summer Paris
09A salute to the U.S. NavyOur steel in America’s aircraft carriers
Jolice Pojeta
13Family tiesA legacy going back decades
Cory Myers
17Environmental stewardshipProtecting our watersheds
Kelly Nissan and Scott Posey
03A journey of discoveryMeet Cleveland’s new VP/GM
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine2
Global News>
As a global manufacturing business, advanced manufactur-ing – the so-called fourth industrial revolution, or Industry 4.0 – is very, very relevant to us.
This new chapter in the story of manufacturing is possible because of the growing power of artificial intelligence to collect and process “big data” and then transmit it via “The Internet of Things” (IoT). It is a confluence of software and hardware which is powering a revolutionary transformation.
The concept of advanced manufacturing is not new. It has been happening since the introduction of steam and mechanical production at the end of the 18th century. As with the previous three industrial revolutions, this fourth revolution will massively change how we make things. Concepts that were economically impossible will become the new norm.
Industry 4.0 will create many opportunities to improve productivity, quality and efficiency and change the way supply chains operate. For example, the shift to offshore manufacturing may reverse as labor costs become less of a competitive advantage in an increasingly automated world.
This raises new challenges, including the social impact of the shift from human labor to automation. Industrial revolutions have tended to upgrade jobs towards higher skill sets, but given the sheer pace of change in today’s technologically innovative world, this transfer will need careful management.
Speed sets this latest revolution apart from its predecessors. More than 100 years passed before the second industrial revolution introduced electrified mass production. It took a further 70 years before the computer and the internet came online. And now, only 45 years later, we see this latest revolution integrating IoT into the production process.
The increasing affordability of these technologies and their convergence through new levels of connectivity and ever more powerful computing systems,
is driving the transformation I now address. Robots are increasingly able to interact with their environment and each other, making their integration into manufacturing a reality.
I see the technological impact of advanced manufactur-ing on our industry in two inter-connected, but distinct, ways – those which enable incremental change and those which could completely transform how we do things.
Incremental change relates to the evolution of the smart factory. IoT connects industrial objects to create value from sensing, data collection and analysis, so the smart factory can, using artificial intelligence, bring machines, objects and humans together to self-organize in the most efficient manner.
When it comes to the mining and metals industry, one of the companies that has fully committed to the concept of the smart factory – or in this case the smart mine – is Rio Tinto. First, they automated some of their haul trucks – the size of houses – which transport their mined products. Since then, Rio has automated drilling, fixed plant and even rail haulage. Today about 70 percent of their haul fleet is automated, enabling each truck to operate for an extra 1,000 hours, while cutting costs by 15 percent. Each truck is fitted with 45 sensors and generates about five terabytes of data daily. Similarly, each processing plant uses as much as 30,000 sensors each. And then there are the trains, loaders and ships, each using still more. Properly exploiting and integrating this quantity of “big data” has a huge impact on productivity, bringing real competitive advantage.
While we may not yet be quite as advanced as Rio, we are also integrating the concept of the smart factory into our operations, introducing more and more automation and connectivity. We still employ around 200,000 people around the world, but they are increas-ingly in more highly-skilled jobs, with a lot of the heavy lifting done by automation. Having
people with the analytical skills to leverage data and systems to get the best out of a digital organization will be a key driver in making the most of the opportunities Industry 4.0 will bring.
We already see the benefits of this in our production processes. For instance, we can improve our yield by predicting product quality in advance; and we can reduce our costs through predictive maintenance. Algorithms, combined with new computing power, allow us to “listen” to blast-furnaces to better understand their health and more accurately plan maintenance and re-lines. Because blast furnace re-lines are one of the most expensive and time-intensive repairs we carry out in steel plants, the cost benefits here are considerable.
To remain competitive, automation and increased connectivity will be key, but we should also remember that breakthrough developments could bring both disruption and opportunity to our industry. The real challenge for us – and, of course, this is also an opportu-nity – is to manufacture materials in new ways, such as 3D printing.
We have set up a dedicated research and development center to look at mega-trends and long-term transformational technologies, including 3D printing. 3D printing, or additive manufacturing, is changing how products are designed, sold and delivered to customers. Today we see 3D printing as a consumer gadget for prototyping and, increasingly, for specialty batch production because its high costs, material limitations and slow production speeds are limiting its wider adoption. However, once this technology matures, most parts for the goods we consume will be 3D printed. This is something that is very much on our radar.
As with the previous revolutions, the benefits of advanced manufacturing will, I believe, outweigh the negatives. But we must be conscious of the implications, particularly from a social perspective. The effects of globalization are already causing significant political backlash which could intensify if jobs start to disappear because of automation. Leaders around the world must carefully consider how to make sure everyone benefits from this technological revolution.
ArcelorMittal steel was used in the Sesc Pantanal solar power plant in the Brazilian state of Mato Grosso. The plant is located in the Sesc Pantanal Private Natural Heritage Reserve, a picturesque mix of rivers, streams, permanent and seasonal floodplain freshwa-ter lakes, shrub-dominated wetlands and seasonally flooded forests. Interestingly, the solar plant itself will spend half the year submerged, and it required a strong, corrosion resistant material. The client turned to Arcorox® W, steel sections produced at ArcelorMittal Belval site in Luxembourg.
“We supplied 53 metric tons of weathering long-lasting steel. It develops a protective layer when oxidized,” explained Johann Ferrareto, commercial technical support, ArcelorMittal International.
In addition to the W sections, Cuiabá DBA, the contractor in charge of the works, sourced the cut and bend rebar for the foundation of the structure from ArcelorMittal Brazil.
Throughout the process, from the order to delivery, ArcelorMittal colleagues were closely involved.
“Distribution, engineering,
imports, logistics and ArcelorMittal International worked together to meet the customer’s needs.
This collaboration resulted in a successful project”, sais Lucila Delarisce, commercial management analyst at ArcelorMittal Brazil.
Sesc Pantanal, Brazil’s largest private reserve spread over 108,000 hectares, is recognized as a UNESCO Biosphere Reserve, and it protects one percent of the wetlands in the western state of Mato Grosso. The reserve is dedicated to biodiversity, scientific research,
environment preservation and eco-tourism. A large complex within the reserve includes the Hotel Sesc Porto Cercado Hotel, the Sesc Baía das Pedras park, dedicated to environmental education, and Sesc Poconé – a center focused on socio- environmental actions.
“Thirty percent of the energy consumed in the site is expected to be generated with the photovoltaic panels”, explains Luiz Felippe Teles Ribeiro, application engineer Midwest, North and Northeast industry area.
Aditya Mittal on the evolution of advanced manufacturingIndustry 4.0 and digitization are becoming buzzwords in our business. Aditya Mittal explains what these mean for the strategic direction of our company, now and in the future
Global News>
In November, ArcelorMittal announced the results for the third quarter of 2017.
The highlights are:• LTIFR at a record 0.67, compared with 0.72 last quarter and 0.84 in Q3 2016• Q3 Ebitda of $1.9 billion; 9 month Ebitda of $6.3 billion, compared with $4.6 billion in the same period last year (36.4 percent increase year on year)
• 9-month net income of $3.5 billion, compared with $1.4 billion in 2016• Q3 steel shipments of 21.7 million metric tons, an increase of one percent compared with Q2 and a 6.8 percent increase compared with Q3 2016
In Mr. Lakshmi Mittal’s letter to employees, he addressed ongoing safety concerns that weigh on the company.
“Unfortunately, despite the record LTIFR of 0.67, I must conclude that our health and safety results this year are not good,” he wrote. “We have had 18 fatalities so far this year – seven more than in the same period last year. It is devastat-ing to have lost so many colleagues and what is most distressing is that all these fatalities could and should have been avoided. I have spoken about this topic on many occasions, but we must get on top of it. The only satisfactory outcome is to eliminate all fatalities from our workplace. Everyone should be able to come to work and return home safely at the end of the day.”
Third quarter results in 2017 and our CEO’s letter to employees
Lakshmi Mittal, chairman and CEO
According to Forbes, “This is the concept of connecting any device with an on and off switch to the internet (and/or to each other). This includes everything from cellphones, coffee makers, washing machines, headphones, lamps, wearable devices and
almost anything else you can think of. This also applies to components of machines, for example, a jet engine of an airplane or the drill of an oil rig.” Analysts estimate that number of connected devices could top 100 billion.
What is ‘The Internet of Things?’
Aditya Mittal, group CFO and CEO, ArcelorMittal Europe
With seasonal floods in Pantanal in ind, the client turned to corrosion-resistant steel from ArcelorMittal Luxembourg.
Global News>
Steel from Luxembourg and Brazil featured in unique solar project
Read Mr. Mittal’s entire letter to
employees on our company’s internal website, myarcelormittal.com.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine3
Mike Madar, vice president and general manager, ArcelorMittal Cleveland
John Brett
The year ahead will offer many opportunities for ArcelorMittal USA. To capitalize on them, we must meet the challenges of a dynamic market, attack ineffi-ciencies in our processes, innovate in all dimensions of our business and intensify our commitment to Journey to Zero.
The health and safety of our employees and contractors remain our top priorities. Nothing is more important than eliminating fatalities and injuries in the workplace. Tragically, this year we failed, with three fatalities. We must work together to identify and manage potential serious occurrences and injuries if we are ever to reach our goal of being a fatality-free company. In the months ahead, we will increase emphasis on HIRAC-lites, audits and observations as well as hazard recognition. You can read more about the 2018 health and safety plan on page six of this edition.
Prevention of workplace harassment has always been an area of focus for ArcelorMittal, and it remains one of the of the most sensitive areas of effective business management. I remind each of you that ArcelorMittal has a zero tolerance policy. Any concerns should be reported to your manager, your local HR rep, the Legal Department or reported
to our whistleblower hotline. If you are member of the bargaining unit, you may also contact the Joint Committee on Civil rights (“JCCR”).
Continued momentum required on Action 2020Our most important task from a financial perspective in 2018 is to continue to implement our Action 2020 plan, a five-year strategic roadmap for our global company.
Action 2020 has four global targets that all have an impact on our bottom line:• ensuring the reliability of assets, with a focus on operational efficiency• improving the quality and delivery of products to improve our customer service• creating a lean and efficient organization with target productivity and cost optimization• outperforming our competition
A major focus since we launched Action 2020 has included a multi-faceted investment footprint plan at Indiana Harbor, which is scheduled for completion later this year. We have consistently tracked on or ahead of our plan. In 2018, we need to realize the remaining identified cost savings and turn our attention to capturing additional volume to fully utilize our reconfigured asset base.
We are making significant capital investments across ArcelorMittal USA. At Indiana Harbor we have launched capital
projects to broaden the breadth of our product offerings. Upgrades at the tandem mill and No. 2 continuous galvanizing line will allow for the production of more light-gauge products. These upgrades will improve our quality and help us meet the demand for advanced high-strength steels. A new walking beam furnace underway at Burns Harbor’s 80” hot strip mill will allow us to offer higher quality substrate and increase production capacity. The Burns Harbor powerhouse rehabilitation project will provide reliability to our operations, as well as a savings of $60 million.
Combined, these actions will enable us to expand our market coverage, increasing our asset utilization and creating a more efficient organization, while improving the financial health of our business.
Underpinning these targets is a commitment to improve our delivery metrics. Our perfor-mance in this area has been lackluster. We have been too focused on internal metrics without fully considering external measurement or the satisfaction of our customers. We have a team in place addressing these shortcomings, and we are working to make sure that everyone understands how this new initiative will affect them. In December, we began holding informational sessions on the delivery improvement Initiative with salaried employees at key sites and will continue that cascade in 2018.
As I continue to emphasize, the delivery improvement plan will create meaningful progress in customer confidence and, ultimately, increase volume opportunities for our company.
Growing with the trendsWhile automotive is unlikely to break the record level recently reached, factors such as average vehicle age of 11.5 years and hurricane damage should sustain robust levels of demand. Trucks will continue to increase in market share, from around 50 percent in
2014 to an estimated 70 percent in the next few years, thanks to low fuel prices. Steel’s safety performance, affordability and environmental benefits will continue to play a role in all vehicle types – from cars and trucks to autonomous and electric vehicles.
Automotive has garnered the attention of our business for some time, but we cannot forget that ArcelorMittal is a key supplier to a variety of markets which should see increased demand in 2018 and beyond.
The energy market continues to present opportunities in oil, gas and renewable sources. ArcelorMittal has been highlight-ing our ability to serve the line pipe market with the most comprehensive capabilities among domestic mills, along with the ability to produce steel fully in accordance with ‘Made in the USA’ requirements.
Construction steel demand is also anticipated to grow in 2018 in both residential and non-resi-dential sectors. While a major infrastructure bill did not come
to be in 2017, there is a renewed call for Congress to take up this issue this year, which could have a significant impact on future demand for steel in both projects and equipment.
Optimism is high among the domestic manufacturing sector as we enter 2018. There was an abundance of manufacturing capacity expansions announced in the past year – including automotive, appliance, chemicals and machinery. A strong manufacturing base provides opportunities to grow steel demand and ArcelorMittal must be prepared to deliver products to meet their needs.
ArcelorMittal is also looking at ways to implement new digital solutions for what’s called “Industry 4.0.” That is the name for the current trend of automation and data exchange in manufacturing technologies or the creation of a “smart factory.” We see potential for adoption of these technologies in a number of areas throughout the business, especially
procurement, distribution and commercial. We already see examples at work, such as the use of drones at several facilities and two new autonomous cranes at AM/NS Calvert, which will realize a $17 million annual benefit.
Key takeawaysWhile Action 2020 is vital to ArcelorMittal USA’s sustainability as a company, we must all look to find ways to strengthen our competitive position. We are facing new competition in the United States. The demand for steel and means for supplying steel are ever changing and, thus, require us to be nimble in adapting to an evolving market-place. Transformational strategic initiatives are crucial to our success and for us to remain competitive in the long run.
In closing, I ask you to continue to work safely and to practice shared vigilance so that every single person can return home safely to their loved ones. That is core to everything else we hope to achieve as a company.
John Brett, CEO, ArcelorMittal USA
Taking action to become a more sustainable and resilient company
Mike Madar was named vice president and general manager of ArcelorMittal Cleveland in July 2017, replacing Eric Hauge, who retired. Mike’s career at the Cleveland plant has spanned 27 years, and he has had roles of increasing responsibility and leadership. A materials science
engineer by discipline, he was division manager of steel producing for the past ten years. One of the first projects he worked on at the plant, under predecessor company LTV in 1991, was the startup of what is known today as Cleveland’s No. 2 steel producing facility.
In its history, No. 2 steel producing has been idled a number of times, but Mike led the joint union-management team that restarted it officially in 2012, hiring approximately 200 new employees in four short months to bring the facility online. The startup earned a Performance Excellence Award from ArcelorMittal and, today, No. 2 steel producing plays an important role in ArcelorMittal Cleveland’s growing market for advanced, high-strength steels. He also previously held roles in quality, finishing and technical systems. Mike recently talked with 1 Magazine’s Summer Paris about his new role and his vision for ArcelorMittal Cleveland.
How would you describe your leadership style?Maybe the best way to describe it is as “discovery.” I tend to ask a lot of questions. It’s often to get the people that I’m working with to think about getting to the answer that I know is in the back of their heads somewhere. I certainly don’t have all the solutions to the challenges faced by this entire plant. I rely heavily on the expertise of the talented people we have working here. My ability to perform as a leader, and do the best job that I can, relies on the 1,900 people we have in this plant collectively doing their jobs. I want to create a teaching and learning environment where people aren’t
just coming in and following a pattern of activities because they were told to, but they understand and can think on their feet and be able to make the best decisions they can to support the business. We are much better when we’re working together as a team. The answers are better. The solutions are better.
What message do you have for employees?Being engaged is key. Be engaged in safety, quality, and customer satisfaction. I don’t want anyone who works here to feel they are standing on the sidelines, not part of our solutions and supporting our future. Making steel is a team sport. We’ve seen that, when we all work together as a team, we can make great things happen.
People should also come to work and enjoy it. This plant is like a playground for people who like to work on technical challenges, and I get inspired when a group is working as a team, creative juices are flowing and they go out there and put their ideas into action to improve the operation. I want employees to feel excited to be a part of what we’re doing in Cleveland.
We also have a lot of new employees. It has been refreshing to see their fresh perspectives on how to run a business that’s been around for more than 100 years. It is also important to recognize the wealth of knowledge that our
experienced employees bring to build on the success of this 100-year-old plant.
Action 2020 articulates ArcelorMittal’s strategic plan. What is Cleveland’s role in realizing Action 2020?The most important contribution the Cleveland plant can make is to continue to run reliably and satisfy our customer base. One of the key ingredients to be able to do that is to improve our delivery performance. Cleveland has enjoyed one of the higher delivery performance rates in our USA plants, but we still have room to improve. This will enable us to grow our market share, which is one of the goals of Action 2020, and also be able to ride out any downturns in the business.
So, in 2018, there is going to be a much bigger focus on delivery performance than there ever has been. We are developing some new metrics and systems to make sure that we are looking at our business and how we do things to support exactly what our customers expect of us. One of the discoveries of the last year is how diverse our customers’ delivery expectations are and we have not done enough as a company to meet them all.
It is going to be a challenge in 2018 to rethink how we must operate to satisfy our customers’ delivery expectations and there are dedicated teams in place to
start working on this issue. But everybody in the plant has a hand in our success in one way or another. Every employee will have a part in the initiative to improve delivery performance. It’s a huge opportunity for ArcelorMittal and Cleveland to leap ahead, gain market share and surpass our competition.
What is your vision for the Cleveland plant’s future?The Cleveland plant enjoys a pretty healthy regional hot roll business, and our continued success depends on our ability to maintain and increase our hot roll market, through delivery performance improvements and strong quality. The mini-mills are our immediate competition and one of our strengths in Cleveland is our ability to react to changing situations quickly. This nimble, flexible approach to running our operations is something that distinguishes us from our competition.
So, in addition to continuing to grow our hot roll, direct-ship market, the second complemen-tary goal is continuing to make excellent strides in developing and producing advanced, high- strength steels. Cleveland has done very well with developing new grades for our automotive customers, and this is an opportunity for the plant to continue to be a leader.
Cleveland VP/GM on journey of discovery‘Making steel is a team sport’
Leadership>
In recent months, our capital expenditures have focused on much-needed maintenance. Now, we are in a position to move from maintenance CAPEX to growth CAPEX. Among the most significant projects in the works are: • powerhouse rebuild at Burns Harbor• new ultrasonic tester at Burns Harbor plate• upgrades to 2CGL/tandem mill for light-gauge coated
capabilities at Indiana Harbor• upgrades to 3CAL for improved flatness on AHSS at
Indiana Harbor• tandem mill new shape roll and stand controllers/DOM II
replacement at Weirton• new multiple sensor isotope plate thickness gauge
at the 140" plate mill at Coatesville
2018 CAPEX projects
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine4
Jolice Pojeta
In 2017, ArcelorMittal Burns Harbor began the necessary steps to preserve the structure and extend the reliability of C blast furnace through the successful completion of two critical outages.
The first outage in the C blast furnace campaign took place in April and coincided with steel producing’s major mold change project on No. 2 CCM. An outage in September coincided with the replacement of No. 1 CCM turret bearing at steel producing.
Keith Fodness, campaign extension, iron producing, ArcelorMittal Burns Harbor, coordinated the planning and implementation of the two outages, which totaled about $8 million.
“Planning began in 2016,” said Fodness. “We started the process by completing thorough inspections and making lists of all deficiencies. From the inspections, we developed lists of areas needing the most attention.”
Inspections occurred on the top charging system, the furnace proper, stoves, gas cleaning, hot and cold mains, and the casthouse. The work for the spring outage was prioritized based on work that could be completed in a two-week window. Also critical was deciding what work could be performed while the furnace was operating or what work required the furnace to be shut down.
Campaign extensions are ongoing and necessary as part of the essential continuous maintenance of blast furnaces. The last major repair for C furnace was a 72-day outage in 2007. The interim campaign extension outages will continue as needed until C furnace’s next major rebuild projected for 2025.
“In a rebuild, you’re looking at major items that require significant outage time, such
as the replacement of the refractory in the hearth and stack, replacement of cooling members, and rebuild of all the furnace top charging equipment,” added Fodness. “For an extension, you’re inspecting and either repairing or replacing any items that won’t make it until the next rebuild. Together, these items can have an impact on the furnace’s reliability and productivity, basically addressing known problems outside the furnace proper.”
The work that is planned and executed during these outages requires a great deal of coordination. Fodness commend-ed the iron producing, engineer-ing, and MEU departments for their efforts. The team included Bob Byerman, project engineer; Tom Karcher, construc-tion manager; and Chris Shabi, building maintenance engineer. The team also coordinated the many contractors assigned to the outages.
“There’s a lot of layered work that is going on simultaneously,” noted Fodness. “There’s work going on at the top of the furnace, in the charging area, in the stack area and tuyere platform. There’s also work in both casthouses, at the bottom of the furnace and gas cleaning. This requires an enormous amount of scheduling and coordination. Workspace is a precious commodity.”
Iron producing MTMs conducted maintenance activities during the outages, while MTEs set up power supplies in various areas.
“I must say, our MTEs did an excellent job, especially in lighting up areas and setting up power supplies so we could work 24 hours a day,” added Fodness.
Fodness also commended Green Guardians Kenneth Roark, Harry Pozniak, Rodney McMurray, John Russell and the contractor safety personnel for their efforts in keeping a close eye on the work performed. There were zero accidents during the outages.
“All scheduled work was completed safely and on-time, with successful furnace startups after each outage,” noted Fodness. “There were discoveries during both outages that were corrected – many of which will help us address future repairs on both our furnaces.”
Dale Heinz, senior division manager, primary operations, Burns Harbor, added: “No job is a success if someone gets hurt doing it. I’m pleased that that team accomplished so much with no injuries.”
Important projects improve reliability of blast furnaceBurns Harbor work provides opportunity to preserve structure, extend reliability of C blast furnace
Summer Paris
ArcelorMittal Cleveland’s 84" hot strip mill had been experiencing recurring – but somewhat mysterious – powertrain failures. These resulted in lost production time and costly repairs.
Mohammad Assar, senior process improvement engineer, and Dan Hardman, senior planner, led a team that sought to understand why these failures were happening and to prevent them.
The team started by looking at every time in recent history that a component called a “shear
spacer” failed on the mill. The shear spacer is part of every stand of the mill and is a “weak” element. The shear spacer is designed to fail first when exposed to a high load. This breaks the shear spacer, but protects other components of the powertrain from serious damage.
The Cleveland hot mill was already collecting data about roll force and power consumption. But when Assar and Hardman looked at these data, they couldn’t explain the shear spacer failures. They wondered if looking at torque might provide some clues. To test their hypothesis, they worked with a vendor to install torque sensors in several locations
on the mill’s powertrain.New data captured by the
sensors showed that there was unexpectedly high torque at the head-end of a steel slab that had been previously unrecognized. They discovered that in the first moment of rolling a slab, there was a split second of very high torque which was sometimes causing the powertrain to fail.
Now that they understood the true source of the problem, they worked with maintenance and operating personnel to implement new practices that would reduce the head-end torque. As a result, drivetrain failures dropped, delay time on the mill decreased and cobble
rates improved. “If we cannot keep the
mill up and running, it affects all aspects of the business. Mill reliability is our livelihood,” Hardman explained.
Indeed, as the Cleveland plant produces increasingly stronger grades of steel, reliability in the operation becomes ever more important.
“The Cleveland hot mill is producing some of the most challenging advanced, high-strength steel products in North America, far beyond what we produced in the past,” said Assar.
For this reason, “We are always looking for new tools to help us learn more about product characteristics and their effects on the mill,” Hardman explained. “In this particular case, the high-speed torque monitoring has opened our eyes to peak torques on the drive train that we have been blind to in the past.”
Joe Palmer, hot rolling division manager, values the efforts of Assar, Hardman and other team members to continu-ously improve the performance of the mill.
“Safely providing a quality product to our customers on time and to their specifications is crucial in this competitive market place,” Palmer said. “It is this kind of team work and innovative thinking that will drive mill reliability and provide excellent delivery performance to our customers.”
Solving a mysteryCleveland uses an innovative approach to powertrain failures
Best Practice>
Mohammad Assar and Dan Hardman, along with co-author Trent Martz (not pictured), published a technical paper in Iron & Steel Technology in November 2017 about measuring torque to improve reliability at Cleveland’s 84" hot strip mill.
As part of Burns Harbor’s C blast furnace extension, workers install new liners in the small bell hopper.
7. Supply chains that our customers trust
7. Supply chains that our customers trust
Environmental audit results in valuable certificationBurns Harbor recommendations came with zero nonconformities
Continuous Improvement>
Jolice Pojeta
ArcelorMittal Burns Harbor recently participated in an extensive four-day environmental audit last fall and passed with flying colors. Auditor ABS recommended that Burns Harbor be certified to ISO 14001:2015. That’s the newest standard used by organizations for creating an effective environmental management system (EMS). It specifies a process for control and continu-ous improvement of an organiza-tion’s environmental performance.
ISO 14000 is a family of standards related to environmen-tal management in organizations. The standard minimizes how operations negatively affect the environment. It also addresses how companies comply with laws, regulations, and other environ-mental requirements and how they continually improve their processes.
The Burns Harbor recom-mendation came with zero non-conformities. That is rare, according to the auditors.
“I must say, the Burns Harbor environmental management systems are best practice,” said ABS Quality Evaluations lead auditor, Stacy Foret. “I wish that every facility we visit had such a system in place. You make it easy to see what the require-ments are and what you are doing to track those require-ments. Congratulations and kudos to the entire Burns Harbor team.”
“Burns Harbor was previously certified to the 2004 standard. The 2015 standard was updated
for several reasons,” noted Beth Hill, senior project manager, BCA Environmental Consultants at Burns Harbor. “One main reason was to create synergy between the quality and environmental standards.”
Hill said some of the other significant changes to the 2015 standard include:• centralized role of leadership in the EMS• incorporating new requirements including life cycle perspective and change management
Upgrades to the new standard are required for all certified facilities by September 2018 to remain certified to ISO 14001.
“With this being an upgrade audit, we spent a good amount of time in the office verifying that your systems and procedures have been elevated to meet the new standards,” added Foret. “We found no new non-confor-mances, so we recommend you for re-certification under the new ISO 14001:2015 standard. Keep up the good work.”
Rob Maciel, manager, environmental, ArcelorMittal Burns Harbor, said, “Our transition to the new standard satisfies a decades-old requirement from a variety of car manufacturers – they want to buy steel from suppliers who are certified to the most recent ISO 14001 standards. Many thanks to all those involved with these efforts.”
5. Trusted user of air, land and water
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1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine5
Teamwork moves the needle on reliability
Mark Harrison, MTM, Indiana Harbor 80" hot strip mill performing an inspection route with a portable tablet.
As part of Action 2020, AM/NS Calvert has organized a team that will develop a value plan for the facility.
Teams from Global Research and Development and Burns Harbor Plate received recognition for creating ACCtec, the first-of-its-kind accelerated cooling technology for steel plate products. Accepting the award were John Mengel (left) vice president, general manager, ArcelorMittal Burns Harbor, and John Battisti (right), chief operating officer, ArcelorMittal USA Plate.
Kelly Nissan
A renewed effort is underway at Indiana Harbor to improve maintenance practices and reduce unplanned production delays. Dubbed “Reliability 2020,” the
project is key to delivering the improved reliability needed to achieve the objectives of Action 2020.
At the heart of the program is the establishment of reliability teams within each department. Teams of maintenance engineers are dedicated full time to
improving proactive maintenance plans. They use an ArcelorMittal developed method called MTA Turbo. It’s a streamlined approach to developing a technically sound maintenance program and follows the principles of reliability centered maintenance (RCM). RCM has been used extensively
at many ArcelorMittal global benchmarking plants, such as Dofasco, to achieve world-class performance.
Members of the USA operations reliability group and the Indiana Harbor maintenance technology group train and coach the teams. The training starts with a two-week course to teach the engineers the RCM methodology as well as how to document the improved maintenance tasks in the ArcelorMittal reliability system (EXP). The USA and Indiana Harbor teams then work full time with the department teams until the program is in place and self-sustaining.
The process begins with a review of existing preventive maintenance plans (PMs).
“Many of our existing maintenance PMs need to be updated,” said Tim Klein, Indiana Harbor reliability manager, 80" hot strip mill. “The objective is to ensure maintenance PMs address likely causes of failures in the way we are operating the equipment.”
Each inspection point is defined with parameters to identify when a failure is in the
process of occurring and how severe the condition is. The checks help identify potential equipment problems in advance of a failure. The maintenance team can then plan and schedule the repair. Unexpected equipment failures cause production delays – which can impact safety, quality, yield and customer delivery.
Inspection results are recorded in EXP, often using portable tablets. Alarms are generated for non-normal equipment conditions and are reviewed daily by maintenance supervisors. Maintenance supervisors can automatically generate work orders to make repairs when they acknowledge these alarms.
More than 210 MTMs, MTEs and operators from the 80" hot strip mill and the 80" tandem mill at Indiana Harbor have learned how to perform these equipment checks by attending an eight-hour reliability training class. At the 80" hot strip mill alone, equipment checks are being performed on 7,500 points every week.
“Utilizing the MTA and RCM methods with our skilled craft
personnel, operators, supervisors and engineers to detect and address issues before failure is a high priority for us,” said Brian Warnock, division manager, 80" hot strip mill. “And we are dedicating the needed resources to it. Implementation of these methods through our reliability teams is key for the 80" hot strip mill to achieve long-term improvements in working ratio, efficiency and cost to meet the objectives of Action 2020.
Indiana Harbor No. 4 steel producing is currently instituting this process and 33 employees have already attended the eight-hour reliability class.
While a program like this typically takes three to five years to be fully implemented, departments can expect to see results in as little as six months. Implementation of this program, along with other initiatives, has helped the 80" hot strip mill improve working ratio by eight percent and reduced mechanical delays by 30 percent in 12 months.
Scott Posey
Our ongoing Action 2020 process is aimed at making our facility more efficient while reducing costs, including those associated with outside contractors. To achieve that, AM/NS Calvert area maintenance managers were challenged to create and implement a central field execution group using our existing internal resources.
The leading idea of this value plan project was that AM/NS Calvert had the internal talent, expertise and dedication to provide higher-quality support to our mills, with greater efficiency and lower costs than many of the outside contractors we currently employ to provide the same service to our mills during planned maintenance outages. It was also envisioned that this new team would continually strengthen its special project coordination and execution skills, freeing mills to focus more on preventive maintenance to increase their equipment’s reliability.
An organizational project of this size requires a complex scope of work to ensure it is
implemented safely, smartly and efficiently. The overall focus of the new team was primarily on corrective repairs to equip-ment during shutdowns and to coordinate shutdown prepara-tion tasks where possible.
It was determined that the proper team size would be 27 internal electrical and mechanical trade employees with the support of a contractor partner that would supply nine additional trades people to work with the team on a daily basis. An organizational structure was created, identifying individual roles, responsibilities and leadership positions. Budget projections, communication trees, tool inventories and logistics plans had to be studied and developed. With this information in hand, our executive team approved the proposal and, in May of this year, created a new centralized maintenance team.
A project of this size typically requires the support and collaboration of multiple teams to be successful and sustainable. Maintenance teams in each of our mills were needed to support, provide resources and fill gaps in those teams.
Jim Dunn, general manager, plant maintenance, expressed
Kelly Nissan
The Society of Innovators has honored Global Research and Development and ArcelorMittal Burns Harbor Plate with one of the highest awards for team innovation. The ArcelorMittal teams received the 2017 Leonardo da Vinci Accelerating Greatness Award for Team Innovation.
The Society of Innovators of Northwest Indiana’s mission is to promote the region as one which discovers and encourages, celebrates and honors creativity and innovation.
Global R&D in East Chicago, Indiana, partnered with colleagues in France to create ACCtec, the first-of-its-kind accelerated cooling technology for steel plate products.
The new cooling technology provides enhanced flatness control, a superior micro-struc-ture and cost savings. It’s a critical
appreciation for the positive attitude and collaborative spirit that stretched across multiple teams.
“There are so many employees across all organiza-tional levels who helped us execute this project,” said Dunn. “Ron Lohr (finishing mill team manager) and his group of specialists started this journey in 2016 and laid the initial ground-work. Scotty Boshell and his team have taken those learnings and are driving the finishing side of the business, in addition to supporting the HSM. Others like Michael Voss in the cold roll mill, Shaun Hornung in hot dip galvanizing, Ray Lister in the hot strip mill and many others have invested energy and commitment in helping with our first shutdowns. There have been so many others that I can’t name them all, but I appreciate every contribution.”
While Dunn recognizes that the project’s journey has been successful, he recognizes that it isn’t over and there will continue to be challenges.
“To reach its full potential and do it safely, the centralized maintenance team will need to constantly increase our skills through training, and this is an
area in which we have to invest more resources to close any gaps. Other challenges we have to address are related to tool availability and aligning the best practices of planning and scheduling throughout the plant. Finally, safety must be our first priority. We never want to be complacent and must always treat maintaining safety as a challenge
that requires our full attention.” If you have a Value Plan
idea that will help us achieve our Action 2020 goals, submit it your manager or our Action 2020 facilitator, Jeff McAllister. Also let Jeff know if you are working on a value-improving project, no matter how small, and aren’t sure it has been counted toward our goals. Jeff can be emailed at
jeffery.mcallister@ ArcelorMittal.com.
breakthrough for the line pipe and offshore oil markets and will make ArcelorMittal more competitive globally.
This pioneering technology was designed, implemented and commissioned at the ArcelorMittal Burns Harbor 160" plate mill. It’s the only domestic plate supplier offering this product to our customers.
“Successful industrialization of the ACCtec plate cooling concept at Burns Harbor is the result of excellent teamwork between Global R&D, Burns Harbor 160" plate mill and plant engineering staff, as well as our contract designers,” said Charles Romberger, ArcelorMittal Global Research and Development, senior principal scientist. “The entire team was actively involved, contributing in all phases of the project, from proof of concept
through final online application.” “ArcelorMittal USA Plate is
extremely proud to receive this special innovation recognition for our ACCtec project,” said John Battisti, chief operating officer, ArcelorMittal USA Plate. “We’ve developed a unique technology unlike no other in the current ArcelorMittal operations family. This critical, breakthrough cooling technology will open up new product opportunities that will make ArcelorMittal a leading supplier to the line pipe and offshore oil markets.”
Congratulations to our Global and USA Research groups, along with our Burns Harbor plant operations, for developing and implementing this innovative process.
Improving efficiencies and lowering costs at AM/NS Calvert
New cooling technology earns honors for Global R&D and Burns Harbor Plate
Efficiency>
Innovation>
Read more about ACCtec in the news section of myarcelormittal.com.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine6
Jolice Pojeta
The Joint Global Health and Safety Council (JGHSC) met at Burns Harbor during Health Week, bringing together managers and union leaders, to look for ways to eliminate injuries and fatalities in the workplace.
“The focus of this worldwide council is to gather senior level management and union leaders to align on health and safety topics and support local joint health and safety committees,” said Robin Paulmier, group head of health and safety, ArcelorMittal. “The
overarching goal of the council is to help transform ArcelorMittal into a fatality-free company.”
Since its inception, the council has visited 26 steel facilities throughout the world to meet with local health and safety committees, share best practices and encourage strong and seamless cooperation. The October meeting included shop floor tours of the plate mill, hot rolling, the galvanize area in finishing and the plant’s power station.
During the onsite meetings, Paulmier said the council plans to develop and maintain a robust dialogue between the unions and
senior management.“Our conviction in achieving
excellence in health and safety requires the commitment and energy of all stakeholders and collaboration between manage-ment and the trade unions.”
He noted that finding better ways to support and empower local health and safety commit-tees is sometimes a challenge for the council. Helping to develop strong and skilled local commit-tees, tackling the root causes for potential fatalities and severe injuries through meaningful, high-quality dialogue, is an ongoing focus.
Two areas of special note included the “strong control first” concept and the facility’s housekeeping efforts.
Regarding “strong control first,” Paulmier said, “When facing fatal risks, we must always try to find and implement strong controls: those that do not solely rely on human behavior. Even if a human error or violation would occur, the control is such that it would prevent the fatality and minimize the injury. We must also include controls that make the error or violation impossible or extremely unlikely.”
Paulmier also noted that housekeeping remains the cornerstone of all improvement and requires constant attention. He said in addition to being
closely tied to safety, good housekeeping affects other areas, such as reliability and quality. He advocates the TPM 5S method (sorting, simplifying, systematic cleaning, standardizing and sustaining) at all facilities.
“Our meetings and planned activities were very well received by the entire council,” said Steve Thompson, director, health and
safety, ArcelorMittal USA. “It’s always beneficial when you can have an open dialogue and a positive knowledge exchange on such issues.”
“It was a pleasure for Burns Harbor to host the Joint Global Health and Safety Council,” said John Mengel, vice president and general manager, ArcelorMittal Burns Harbor. “We are very
proud of our plant, employees, operations and training initiatives, and we hope the council members found the exchange beneficial. We appreciate the time they spent in our facilities, providing feedback and sharing information for the overall betterment of ArcelorMittal and Burns Harbor.”
ArcelorMittal Burns Harbor hosted the Joint Global Health and Safety Council, which included meetings, presentations and a tour of key Burns Harbor operations. In addition to touring the operating and mainte-nance facilities, council members also visited Burns Harbor’s Deerfield Woods training facility. Deerfield offers training for new employee orientation sessions, craft and upskilling training, and annual safety training for bargaining unit and management employees.
Worldwide council focuses on fatality prevention
Liz Johnson
“The 2018 USA Health and Safety plan includes some of the core elements we focused on in 2017,” according to Steve Thompson, director, USA Health and Safety. “We will be focusing on communi-cation, audits and observations, increasing the safety skills of supervisors and conducting additional HIRAC-Lite training. That will include a review of fatality prevention standards and lessons about the importance of situational awareness.”
The plan also includes steps to improve the quality of some safety tools, by conducting audits of HIRAC-Lites and area safety inspections, as well as shop floor audits and observations.
“In addition,” Thompson pointed out, “each division will be proactively identifying at least five risks to reduce.”
Risk reduction activities are encouraged, focusing on proactive rather than reactive risk reduction.
One element of the plan is a push to more fully engage new supervisors and managers.
“We will require them to attend their new employee safety orientations, where they will be exposed to local plants rules and programs,” said Brian Wagner, manager, Health and Safety
systems, ArcelorMittal USA. “A brief training will demonstrate how to conduct a productive safety meeting, which highlights safety hazards that exist in the work environment.”
All new supervisors are also required to attend a three-day program to increase their technical safety skills. It will include lessons in hazard recognition and incident investigations.
“Union and management representatives collaborated on the plan and reviewed it,” noted Gary Bender, USW health and safety coordinator for ArcelorMittal USA. “We worked together to analyze the 2017 plan, discussing what went well and making recommendations for new items in the 2018 plan.
This training is necessary, primarily because we all want to get home safely at the end of the day. But a safe workplace also improves quality, productivity and all the things that create a sustainable business.
The 2018 safety plan is the focus of February’s Safe Sustainable Steel video.
2018 safety plan sets ambitious targetsOur company’s Journey to Zero is a campaign designed to challenge us to work safely. The goal is to eliminate workplace injuries and fatalities. While we have made significant progress in recent years, there is still much that needs to be done to help ensure safe, healthy, quality working lives for our people.
Safety>
Jim Pondo, union safety coordinator at I/N Tek and I/N Kote, highlights one aspect of the 2018 safety plan, a multiple-fatality incident at a mushroom farm. The incident teaches lessons about hazard recognition and situational awareness.
Emergency services workers from the Burns Harbor area participated in the hazmat drill.
Les Swanson
A potentially catastrophic scenario put ArcelorMittal Burns Harbor to the test in a hazmat drill at the facility.
It brought together first responders from the plant fire department, firefighters from the town of Porter and hazardous materials teams from both Porter County and LaPorte County. The drill also tested the readiness of the local hospital, when “victims” of the accident reported to the emergency room for treatment.
The EPA funded planning for the drill and a consulting firm assisted with the creation and refinement of the scenario. They also took the lead in making evaluator assignments and provided personnel to act as drill coordinators.
On the day of the drill, all participants (responders and support personnel), assembled
at the Deerfield Woods Training Facility for check-in and a pre-drill briefing and safety meeting.
As the drill began, the plant fire department responded to the scene, initiated incident command, located the victim, searched for additional victims and isolated the scene. During this time, mutual aid units (the hazmat teams and the local outside fire company) responded to the scene. The hazmat teams, dressed in appropriate levels of protective suits, entered the hot zone and performed reconnaissance. They then shut off the leaking valve and returned to the command post. The only task remaining was to arrange for recovery and cleanup of the released material.
At the end of the drill, all the participants returned to the Deerfield Woods training center for review. They discussed the lessons learned from the event and the techniques used.
The event gave the responders (both plant and
outside responders) a chance to work with each other under controlled conditions, in a situation that is less stressful than a real hazmat emergency.
Les Swanson is a process manager, security and emergency services, ArcelorMittal Burns Harbor.
Hazmat drill tests first respondersWhat would happen if there were a release of coal tar and sulfuric acid at one of our facilities? ArcelorMittal Burns Harbor prepared for that unlikely scenario in a drill with the Porter County, Indiana, local emergency planning committee (LEPC).
Emergency Preparedness>
10. Our contribution to society measured, shared and valued
LTI (lost-time injury) frequency rate and
LTI+RWC (restricted work case) frequency rate and
OSHA/MSHA rate• USA target to improve performance by at least 15 percent• sites to support a minimum 15 percent improvement
SO/PSIF (serious occurrences/potential serious injuries and occurrences)• >8,000,000 working hours = 50 PSIFs• between 500,000 and 8,000,000 working hours =
6 PSIFs/1,000,000 working hours• <500,000 working hours = 4 PSIFs
ArcelorMittal USA’s 2018 Health and Safety targets
Our people>
Snowy Owl rescued at ClevelandSummer Paris
ArcelorMittal Cleveland Railroad employees recently helped rescue an injured snowy owl found at the plant. Volunteers from the nonprofit Medina Raptor Center retrieved the bird and are treating him for a dislocated wing and other ailments. They are hopeful he will recover and be able to be released back into nature once he’s healthy.
Snowy owls are uncommon in the Great Lakes region, but Cleveland has seen a large movement, or irruption, of them this season.
Visit www.medinaraptor-center.org to find out more about their mission and how to help our feathered friend.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine7
Do you need a reason to work safely?
How about these? You. Your family. Your friends. Your co-workers. Your community. Your pets. Your activities.Stay in the picture! Let’s make 2018 ArcelorMittal’s safest year yet.
Send us a picture of the reason(s) you work safely, and you may be featured in an upcoming edition of 1 Magazine. Email a high-quality photo to [email protected] and write “Here’s my reason” in the subject line.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine8
Many ArcelorMittal facilities offer CPR training for employees. It’s easy to see why that can be a life-saving opportunity.
The Joseph L. Block is a ship that delivers raw materials to Burns Harbor and Indiana Harbor. The crewmembers are ArcelorMittal employees. When they saw a boater, who was in danger of drowning in Lake Michigan, they sprang into action and literally threw him a lifeline. Emergency workers treated the man for hypothermia, but he survived. This is the second time in the past few years the crew has rescued someone from Lake Michigan.
John Balas is a safety coordinator at Burns Harbor and his hero is a young man from Saudi Arabia. Homoud Kulaiban saw that John’s grandson, Jaydn, was choking on a piece of candy and couldn’t breathe. He jumped up and did the Heimlich maneuver. Jaydn said everyone was afraid to help him, except Homoud.
Dave DiMichele
is a machinist at Indiana Harbor. He was boating on Lake Michigan with his brother, when the weather took a turn for the worse. They were heading back to the marina they spotted a woman and her dog on a kayak. She was struggling to reach shore. Dave put on a lifejacket, jumped in the water with a life jacket for the woman and
towed her and her dog safely back to shore.
Devin Batdorf is an employee in finishing at Shelby. He and his wife were expecting a baby, and
there were concerns the baby had a heart condition, so they planned to drive to a hospital in Akron when the time came. But when Carissa’s contractions started, they realized they wouldn’t make it in time. So, Devin
pulled off the highway, called 9-1-1 and delivered little Roman Matthew himself. When the rescue
workers arrived, they cut the cord and took the family to the hospital. Dad, Mom
and baby are doing well.
Bob Stoner
is a process manager at Coatesville. He was driving near the
facility one day, when he saw traffic backed up and heard someone screaming. He ran to the scene and saw that a man had collapsed. He asked someone to call 9-1-1, then his CPR
training kicked in. It took several min-utes, but the man was finally able
to breathe on his own.
Cindy Herring is a financial analyst at Burns Harbor. She was having lunch with her son, Tyler, when he choked on a bite of steak. One waiter tried to dislodge the steak, but failed. Fortunately, another waiter
successfully performed the Heimlich maneuver.
Jeff Leucuta is a service
technician at Burns Harbor. He was gathering coils at the 80" hot strip mill when he saw that a trucker had col-lapsed. He asked a co-worker, Kathy Donley, to call 9-1-1. Then he began CPR and revived the driver. Jeff had
taken CPR classes at Deerfield Woods Training Center.
Brian Sadowski is an iron producing MTE at Burns Harbor. The
Indiana State Senate honored him for saving four people from drowning in Lake
Michigan. When his wife, Michelle, first noticed a man in trouble in the water, Brian helped him to safety. Then he noticed
another adult and two children were struggling in turbulent waters and
he rescued them, too.
Heroes among usThey may not be superheroes, but some ArcelorMittal employees are real lifesavers.
A commendable number of ArcelorMittal employees have come to the rescue when they saw someone in trouble. Others are grateful there were heroes nearby when a crisis arose.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine9
November 1910: the first launch of an aircraft from the deck of a U.S. Navy ship
November 1915: the first catapult launch November 1924: the first deployment of an operational aircraft carrier by the U.S. Navy
Celebrating aircraft carriersWe observe National U.S. Navy Aircraft Carrier Month in November, because of many historic events that have occurred in that month, dating back to the early 1900s. They include:
In addition, Veterans Day is observed on November 11, making it the perfect month to pay tribute to the brave men and women of the U.S. Navy.
Jolice Pojeta
For more than 70 years, U.S. Navy aircraft carriers have often been our nation’s first responders – protecting our national security interests and providing aid and assistance to our allies in times of crisis. Whether engaging with our enemies, bolstering our diplomacy or providing humanitarian relief in times of natural disaster, aircraft carriers have been our nation’s most versatile maritime platform.
As a long-time supplier to the shipbuilders who manufac-ture these vessels for the U.S. Navy, ArcelorMittal focuses on supplying high-quality plate products, as the U.S. government continues to add to its fleet.
“As the sole domestic builder of nuclear-powered aircraft carriers, Huntington Ingalls Industries’ Newport News Shipbuilding division purchases more than 90 percent of its plate requirements from ArcelorMittal,” said Matt Habenicht, plate sales manager, sales and marketing, ArcelorMittal USA. “We supply both carbon and Navy armor products from all three of our plate mills. Our company produces special weight-controlled carbon plates at Burns Harbor, and Navy armor plates at Coatesville and Conshohocken. Our full line gauge and grade capabilities allow us a unique opportunity to support such a significant volume required for these vessels.”
Habenicht notes that ArcelorMittal and its legacy companies have provided plate for every carrier built in the U.S. The older design Nimitz Class Carrier include the Ronald Reagan and George H.W. Bush. The new
Ford-class design includes the first vessel in the class – the USS Gerald R. Ford, CVN 78. There are also two new Ford class carriers under construction: the CVN 79 John F. Kennedy and CVN 80, the Enterprise. The construction cycle for these massive vessels takes between five and seven years to complete.
Regardless of new or older carriers, the quality requirements for the plate we produce is critical to shipbuilding customers.
“The quality criteria for both surface and flatness have intensified,” says Habenicht. “Demand from the U.S. Navy for fabrication cost reductions have flowed down to the material suppliers. We are under greater scrutiny to justify the prices we charge for our plate and to meet higher delivery and quality standards than ever before. The fact that our mini-mill competi-tors are migrating to higher value plate products makes for an even more challenging environment.”
While the plate supplied to the Navy is not the majority of our business, the tonnage associated with aircraft carriers and other Navy-related vessels is extremely important to ArcelorMittal, according to Habenicht.
“This business challenges us to keep moving forward with quality, innovation and improved performance,” adds Habenicht. “This transfers down our manufacturing stream to help all products improve. Our communication and support of these shipbuilders helps us to take a longer view of our plate business and helps us consider new opportunities and better means to support the industry overall.”
ArcelorMittal salutes our partnership with the U.S. Navy
Sailors man the rails of the aircraft carrier USS Gerald R. Ford (CVN 78) during its commissioning ceremony at Naval Station Norfolk, Virginia, July 22, 2017.
A 3-D model replica of the newest Gerald R. Ford Class nuclear powered aircraft carrier, the USS John F. Kennedy (CVN 79).
This is us
Ship statsUSS Gerald R. Ford (CVN 78)Type: Aircraft carrier, nuclear propulsion; Gerald R. Ford classBuilder: Huntington Ingalls Industries, Newport News Shipbuilding, Va.Commissioned: July 22, 2017Displacement: 100,000 tonsCrew size: 4,660
Ship statsUSS John F. Kennedy (CVN 79)Type: Aircraft carrier, nuclear propulsion; Gerald R. Ford classBuilder: Huntington Ingalls Industries, Newport News Shipbuilding, Va.Under construction (50 percent complete), scheduled commissioning: 2022Displacement: 100,000 tonsCrew size: 4,660
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine10
For the second year, ArcelorMittal held its Americas IT Emerging Technology Awards to celebrate new and exciting IT achievements with a focus on innovating IT solutions, business value and the ability to replicate the solution across the ArcelorMittal group. Out of the 23 projects submitted for consideration, AM/NS Calvert took home first and third place honors.
ArcelorMittal Global Research and Development received the 2017 Chicago Wilderness Force of Nature award for the East Chicago, Indiana, campus restoration project. The award recognizes individuals and organizations doing outstanding work in the Chicagoland region in the areas of conservation, restoration, advocacy, and/or educational activities which provide inspira-tional examples for others.
Mike Madar was named vice president and general manager of ArcelorMittal Cleveland, in the wake of Eric Hauge’s retirement. Hauge spent more than 40 years with ArcelorMittal and its legacy companies, the last six as vice president and general manager. Madar previously served as division manager of Cleveland’s steel producing division and has worked at the plant for 27 years.
ArcelorMittal USA’s three premier plate facilities have each achieved DNV-GL certification, a quality measure-ment that will allow our company to expand business opportunities for plate products.
I/N Tek and I/N Kote continued a program to replace all 19 automatic guided vehicles (AGVs) in the plant. This computer-controlled system has virtually eliminated the chance of damage to steel coils, and it’s a safer system.
ArcelorMittal Global Research and Development celebrat-ed 50 years in the East Chicago location.
The festivities began with an open house for employees at nearby mills and a picnic for Global Research and Development employees, retirees and their families.
ArcelorMittal USA arranged a special tour to help journalist make the connection between innovation and end use. It began with a tour of Indiana Harbor, then continued with a look at R&D and ended with a visit to Subaru of Indiana Automotive.
February marked a milestone at 1 Vanderbilt in New York City when workers poured the foundation for the skyscraper. ArcelorMittal Coatesville and Conshohocken are supplying plate for the 57-story structure.
ArcelorMittal partnered with the Great Lakes Science Center to bring an interactive LEGO exhibit to Cleveland. “Built It!” offered guests a chance to “engineer fun.” In Chicago, our company partnered with the Museum of Science and Industry on its “Brick by Brick” exhibit, featuring hands-on building chal-lenges and replicas of iconic structures, including the Golden Gate Bridge and One World Trade Center.
ArcelorMittal USA announced that Greg Wells would become general manager of marketing, assuming the role previously held by Ronnie Masliansky.
Corporate responsibility leadership presented ArcelorMittal’s 10 sustainable development outcomes at the 2017 International Corporate Citizenship Conference at the Boston College Center for Corporate Citizenship.
The North American International Auto show in Detroit featured ArcelorMittal’s advanced steels in three of the most honored vehicles of the year: The 2017 Chevy Bolt, Honda Ridgeline and Chrysler Pacifica.
ArcelorMittal USA 2017: The year in review
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine11
ArcelorMittal USA 2017: The year in review
ArcelorMittal employees took advantage of our Give Boldly program to help those impacted by a devastating series of hurricanes. More than $20,000 went to hurricane relief, from employee donations and our company match.
In its 40th anniversary year, ArcelorMittal Minorca reached a milestone, producing 100 million tons of iron ore. Laid end-to-end, those pellets would stretch 243 million miles.
A new cooling technology for plates is now in use at ArcelorMittal Burns Harbor. ACCtec (Accelerated Cooling Technology) provides enhanced flatness control and a superior micro-structure. It’s a critical breakthrough for the line pipe and offshore oil markets.
ArcelorMittal encouraged fans to submit a photo illustrating their team spirit for the annual Steel Spirit Sweepstakes. One lucky fan won a trip for four to the Big 10 football championship.
As part of its Action 2020 plan, work continues on an extensive power station rehabilitation project at Burns Harbor. The upgrade will cost about $170 million, but will provide annual savings of $60 million. It also will provide Burns Harbor with the ability to generate 75 percent of the plant’s power requirements.
On Workers Memorial Day/Health and Safety Day, Indiana Harbor employees unveiled a marker honoring a fallen steelworker from decades past. John Christian died while working at the No. 1 open hearth furnace in 1906. A previous memorial had been forgotten and overgrown with weeds until Chris Guajardo uncovered it and joined with his co-workers to create a new tribute.
Chicago office tower 150 North Riverside opened in April. The Chicago Tribune dubbed it “the boldest, most eye-grabbing Chicago skyscraper” since Aqua Tower opened in 2009. ArcelorMittal provided steel for this notable new building.
ArcelorMittal published its 2016 United States Integrated Report. This publication continues our dedication to transparency and directly connects our 10 sustainable development outcomes to our business outcomes and financial drivers.
For the second consecutive year, ArcelorMittal was recognized with a General Motors Supplier Diversity Award. ArcelorMittal received GM’s 2016 Top Diversity Performer Platinum Award at the Michigan Minority Procurement Conference in Detroit.
Sheila Janin was named general manager, product control, succeeding Buster Yonych, who retired in April.
Learning Week 2017 aimed to connect, engage and inspire. Employees took part in more than 6,000 classes, webinars and other learning opportunities.
ArcelorMittal Cleveland presented a special gift to Cleveland Metroparks. In honor of the park system’s 100-year anniversary, ArcelorMittal provided free rides on the Cuyahoga River Water Taxi from June through October.
AM/NS Calvert and the Mobile Area Education Foundation (MAEF) hosted 300 students at a STEM summer camp. It’s one example of dozens of STEM programs our company supports each year.
Indiana Harbor completed major footprint projects to fulfill Action 2020 obligations, including: ramp-up in volume through the No. 5 pickle line and the 80" tandem mill in east finishing, significant improve-ments in many areas at the 80" hot strip mill, BOF hood replacements at No. 4 steel producing and an upgrade on No. 2 continuous caster machine and refining areas at No. 3 steel producing.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine12
Stepping up to introduce girls to a variety of career pathsArcelorMittal’s Lisa Marcuzzi is the latest to share expertise and a ‘View from the Top’ with Step Up
Lisa Marcuzzi, general counsel and corporate secretary, ArcelorMittal Dofasco
The World of Opportunity Career Expo helps students start to focus on potential career opportunities.
ArcelorMittal’s grant will support implementation and expansion of Project Lead The Way engineering pathways in local elementary, middle and high schools in communities near our operations.
Weed and invasive species removal at Taltree’s Conservation Reserve Program area was one of the activities for ArcelorMittal employees and their families.
ArcelorMittal volunteers and family members helped Taltree prepare for the winter months.
Marcy Twete
Around the world, we support nonprofit organizations and schools to drive results for our sustainable development outcome No. 9 – developing a talented pipeline of scientists and engineers for tomorrow. In Chicago, Step Up is one of those organizations, providing after-school program-ming to under-resourced high school girls. Step Up introduces them to a variety of career paths, inspires confidence and focuses on college readiness. ArcelorMittal has worked with Step Up since 2014 to inspire girls to choose STEM fields through mentoring, field trips and internships with STEM organizations.
A hallmark of the Step Up model is “inspiring women to inspire girls.” The girls in Step Up’s programs are mentored every week by professional women from all walks of life. These women are Step Up members and, in addition to mentoring youth, they participate in professional development
opportunities, including panels, throughout the year. This October, ArcelorMittal was proud to sponsor a Step Up “View from the Top” panel, featuring executive women from a variety of companies discussing their career journeys.
Heidi Umbhau, ArcelorMittal Americas internal communications director, shared her experience at this event in 2015 and recommended her friend and fellow ArcelorMittal Women in Leadership participant Lisa Marcuzzi of ArcelorMittal Dofasco to participate this year.
Lisa is general counsel and corporate secretary at ArcelorMittal Dofasco. Before joining the company, Lisa was a partner at the Toronto office of an international law firm engaged in a broad corporate/commercial law practice with an emphasis on financings, mergers and acquisi-tions. At ArcelorMittal, she regularly provides advice and counsel to teams across North America.
Lisa is passionate about diversity and women’s issues, and has been a vocal advocate
for women and people of color across our company. Together with colleagues in the USA and Canada, she led ArcelorMittal’s International Women’s Day webinar in 2016. She participated in ArcelorMittal’s Women in Leadership program and is an active mentor or sponsor for many individuals in the company.
At the “View from the Top” panel, Lisa discussed her career journey and gave her advice to the women in the room. Lisa talked about her experience as a working mother and discussed the differences between being a working mother today versus even just a few years ago.
She said, “It used to be you’d have to ‘cover’ your commit-ments. Today, it’s OK to be open about saying you can’t be at an early meeting because you have family commitments. And it’s up to our leaders to respect those needs for all families.”
She also highlighted the importance of building a personal brand in the workplace and of making sure employees follow their interests and passions at work. She explained that she did
not take control of where she wanted her career to go. Instead, she focused on meeting the expectations or requests of others – trying to please others.
She noted, “Don’t just tick the box in your daily work or career planning. Find what you truly enjoy and pursue it.”
When asked about working in a male-dominated industry, she noted that she and her fellow women executives are focusing on organizational health – looking beyond technology and process to people, relationship building and equal opportunities. They want to ensure that women are represented in the company and actively seek out external activities to promote women in STEM, encourage young women to consider STEM careers and to recruit women into the company.
A full room of professional women and Step Up teens took inspiration from Lisa’s advice and jumped at the opportunity to speak with her individually before and after the event.
Of the experience, Lisa stated, “I, like my fellow ArcelorMittal women leaders,
try to ensure that we are visible and advocate and promote women. It is important to me to give back to the next generation of professional women. I want to encourage them to be confident in their abilities, to find their own voices and, when doing so, to join wonderful, STEM-focused companies like ArcelorMittal.”
Learn more about ArcelorMittal’s investments in STEM education in ArcelorMittal’s 2016 Sustainability Reports: •In the United States: www.usa.arcelormittal.com/sustainability• In Canada: canada.arcelormittal.com/en/sustainability
Beth Spurgeon
Schools in areas near many ArcelorMittal USA facilities will be able to expand their science, technology, engineering and math (STEM) education programs through a grant supported by ArcelorMittal. With this grant opportunity, ArcelorMittal will commit up to $275,000 to local schools to support in the implementation of Project Lead
The Way (PLTW) curriculum in the communities near our facilities.
New this year, ArcelorMittal grants will support the implemen-tation of STEM programming in elementary schools, as well as enhancement of the middle school program and ongoing support of the high school level. This is the third year ArcelorMittal has made PLTW grant support possible.
PLTW is a nonprofit organization that provides a transformative learning
experience for K-12 students and teachers across the U.S. The organization offers five programs that create K-12 pathways in computer science, engineering and biomedical science. PLTW grant funds supported by ArcelorMittal are available for the PLTW Launch (elementary school) program, PLTW Gateway (middle school) program and the PLTW Engineering (high school) program.
“Over the last three years, ArcelorMittal has invested more than $1 million to support the implementation of the ground-breaking PLTW curriculum into local schools. We are committed to ensuring that tomorrow’s leaders have access to quality STEM programming from an early age. That is why we are proud to expand our grantmaking to include the PLTW Launch program this year, providing access to STEM curriculum to students in kindergarten through 12th grade. This is important not only for the future of our company, but of our communities as well,” said John Brett, CEO, ArcelorMittal USA.
Grant funds will be used for program expenses such as annual participation fees, teacher professional development, and required classroom equipment
and materials.“ArcelorMittal is a true
partner in our efforts to ensure that students have the career learning experiences needed to thrive in our rapidly evolving world,” said Dr. Rex Bolinger, PLTW senior vice president and chief partnerships officer. “Through their support of PLTW programs at the elementary school, middle school and high school level, more students across America will have the in-demand knowledge and transportable skills to become our country’s future innovators, creators and problem solvers. We are proud to work alongside ArcelorMittal in this effort.”
In addition to these grants, ArcelorMittal is also funding the development of a PLTW teacher professional development initiative that will be piloted in 2018. The training will provide instruction to non-STEM teachers on the PLTW design thinking model to enable stronger overall learning experiences for PLTW schools.
Corporate Responsibility>
For the eighth straight year, AM/NS Calvert participated in the Worlds of Opportunity Career Expo at the Mobile Civic Center. A project of the Southwest Alabama Workforce Development Council, the Expo is an industry-led initiative that brings together more than 115 regional compa-nies to engage more than 10,000 eighth-grade students through hands-on, career-related activities.
The Expo has grown since its
inception in 2010, becoming an important tool for reaching out to local students. As eighth graders move into their freshman year of high school, they’re asked to choose a career path. Most have no idea what career paths exist, much less which ones they might pursue. The expo gives students an understanding of the top jobs in Southwest Alabama and the courses they need to take in high school to prepare themselves for the career of their choice.
Jolice Pojeta
The rain held off just long enough last fall for ArcelorMittal employees and their families to visit Taltree Arboretum for the annual ArcelorMittal Family Volunteer Day in Valparaiso, Indiana.
Sponsored by the Burns Harbor and Indiana Harbor Councils for Stronger Communities (CSC), volunteers attended from Burns Harbor, Indiana Harbor and the Global Research and Development Center.
Taltree is a 360-acre reserve of formal gardens, woodlands, wetlands and prairies in Northwest Indiana. This was ArcelorMittal’s eighth family volunteer day event at Taltree. Grade school and high school
students who participated also received volunteer credits for their efforts, which is an annual requirement for many Indiana schools.
Activities for the morning included removing invasive plants from Conservation Reserve Program land. Once this area is completely free of autumn olive and prepared for restora-tion, it will be replanted into a pollinator habitat.
Volunteers were invited to spend the remainder of the afternoon in other activities, including hayrides, hikes, a visit to the Haunted Railway Garden and a walk on the “Trail of Scarecrows.” Children also spent time exploring the arboretum’s Children’s Adventure Garden, funded by ArcelorMittal.
ArcelorMittal to award grants for STEM programs
Calvert brings real-life experience to studentsWorlds of Opportunity Career Expo reaches thousands of students
Taltree Arboretum prepares for winter with help from ArcelorMittal
STEM Education>
STEM Education>
9. Pipeline of talented scientists and engineers for tomorrow
9. Pipeline of talented scientists and engineers for tomorrow
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine13
Ladies took advantage of free health screenings, education sessions and burned some calories doing Zumba, line dancing and Hip Hop.
In addition to making a financial contribution, Caroline also collects used egg cartons. The recycled cartons save the organization money and help support its mission. At the same time, it’s an environmentally responsible practice to reuse cartons that would otherwise end up in the waste stream.
The Northwest Indiana Heart Walk is a component of the AHA’s “Life is why” platform, a national movement to create and embrace an overall healthier lifestyle. AHA’s sweeping national goal is to improve the cardiovascular health of Americans by 20 percent and reduce deaths from cardiovascular disease and stroke by 20 percent by 2020.
Family ties to Shelby go back to 1890
ArcelorMittal employees lead effort to promote heart health
Why I Give Boldly…Nonprofit brings organic foods to underserved areas
Legacy>
Our People>
Cory Myers
Brothers Mike and Bob Graham have a strong family tradition at ArcelorMittal Shelby. Their lineage there dates to the beginning of the facility, back in 1890. Their great-great grandfather, Jonas Feighner, was a founder of Shelby. He was the salesman for Lozier and Yost, a bicycle manufacturer based in Toledo, Ohio. The company was getting seamless tubing from England in the 1880s, and it was expensive. Jonas Feighner talked Lozier and Yost into building a plant in Shelby, with $37,000 in pledges he collected from citizens.
In 1890, Shelby Steel Tube opened and became the birthplace of seamless tubing in the United States. Feighner was a Civil War Veteran of the 64th OVI Company H (Shelby, Ohio). David Cockley, another Civil War hero, was named the President of the company in 1890. Cockley
received the Congressional Medal of Honor for his service during the Civil War.
Moving forward through the years, many more family members have worked at the plant connecting Mike and Bob to Jonas Feighner:
John Feighner White, grandson of Jonas Feighner and great-uncle of Mike and Bob, who worked at Shelby in the 1920s.
Aaron Waines, great uncle to Mike and Bob, who worked in the sales department.
Leonard “Lenny” Waines, great uncle to Mike and Bob, who worked at Shelby in the 1920s to earn money for college. He also served in the U.S. Navy at Pearl Harbor during World War II.
James Henry Waines, grandfather of Mike and Bob, who worked in the lab and metallurgical department.
Luther Oral Graham, grandfather of Mike and Bob, who worked in the parts department.
Vernon Wayne Graham, father of Mike and Bob, who
worked in the parts department before being drafted into the Army for World War II. He returned in 1947 and retired after 38 years as chief inspector.
Rick Graham, brother of Bob and Mike, who worked in finishing and the crane department.
Bob Graham began working at Shelby in 2002 within Plant 2 CD/Finishing and Plant 2 South Shipping
Mike Graham began working at Shelby in 1971 and is currently the manager of chemical and environmental control.
The Grahams are just one example of a family with deep connections to ArcelorMittal’s legacy companies. Steel truly runs in the family!
Is steel in your blood? Email your story to usa1atArcelorMittal.com and you may be featured in an upcoming edition of 1 Magazine.
Cory Myers is an EPT coordinator at ArcelorMittal Shelby.
Alison Sweeney, host of NBC’s series, “The Biggest Loser” spoke at the “Move It. Shake It. Live It!” women’s health and fitness event.
ArcelorMittal brings nationally known speaker to local event
Health>
Alison Sweeney is a successful actress, TV host, producer, director and author. She is well known as a woman who can balance career, family, health and wellness. She shared her inspirational message with Northwest Indiana women as the keynote speaker at the Inspiring Women “Move It. Shake It. Live It!” event, hosted by the Franciscan Health Fitness Centers Schererville.
The free event was made possible in part by a grant from ArcelorMittal. Health and safety are top priorities for ArcelorMittal, which we support through
corporate giving. The event focused
on women’s health in a fun environment that got the ladies moving and shaking. The afternoon included health screenings, dancing, exercise demonstrations and much more.
“Franciscan Health has been our partner for many years,” said Kelly Nissan, communications and corporate responsibility manager, ArcelorMittal, Indiana Harbor. “It plays an important role in helping us live out our commit-ment to the safety and well-being of our employees and communi-ties where we operate.”
Jolice Pojeta
ArcelorMittal employees and hundreds from other organiza-tions and businesses laced up their walking shoes to draw attention to the fight against heart disease.
Each year, the Northwest Indiana American Heart Association sponsors heart walks in Lake and Porter counties. The events raise money for medical research and awareness.
The one-to-three-mile walk includes teams from local companies, along with friends, family members, and heart attack and stroke survivors.
Attendees remembered survivors and loved ones lost to heart disease and stroke through a red balloon release.
Serving once again as AHA Heart Walk executive chairman this year was John Mengel, vice president and general manager, ArcelorMittal Burns Harbor.
The event supports the Northwest Indiana region of the American Heart Association. The organization’s mission is to build healthier lives, free of cardiovascular diseases and stroke. As part of his leadership, Mengel is proud that the association raised more than $570,000 to help fund heart disease and stroke research.
“Our goal is to continue to raise awareness about heart
disease and educate our communities on the best ways to prevent heart disease,” Mengel said.
“At ArcelorMittal, we continue to encourage employees and their families to make better lifestyle choices that result in a healthier heart. These walks signify taking steps, both literally and figuratively, to increase awareness and institute change when it comes to matters of the heart,” Mengel added.
New this year, heart walk attendees had the opportunity to learn how to save a life by participating in a free, 30-min-ute, hands-only CPR training.
Caroline Martin
I Give Boldly to Bacon Swamp Farm, a grassroots nonprofit located in Indianapolis, my hometown.
The organization’s primary mission is to provide less-fortu-nate local residents with the opportunity to obtain healthy, locally-grown organic food, as well as teaching them how to grow healthy food and providing them with the tools and seeds they need for a home garden. They also raise chickens and make weekly egg donations to a homeless shelter. Last year, the farm supplied one shelter with its first organic turkeys for Thanksgiving dinner.
In addition to growing organic fruits and vegetables, the farm would also like to raise free-range, organic chickens and turkeys to give to shelters and community members in need. Families who live in lower-income areas often have little access to healthy foods, either because of the cost or because some stores don’t offer them. Bacon Swamp Farm attempts to bridge the gap to provide families with organic foods that otherwise couldn’t obtain them.
I choose to donate to this particular nonprofit because of
their dedication to their mission. I am confident they will reach the goals they’ve set.
Give Boldly is a valuable opportunity to multiply your annual donation. Many of these organizations, such as Bacon Swamp Farm, rely heavily on donations. As one person, I can only give so much, but with Give Boldly I can double that donation.
Also, setting up your profile in Give Boldly is super easy. Most of us give to our favorite causes throughout the year, so why not take advantage of doubling your donation?
Caroline Martin is an administra-tor in the vice president and general manager’s office at ArcelorMittal Burns Harbor.
Want to Give Boldly by volunteering your time to ArcelorMittal’s partner nonprofits?ArcelorMittal hosts targeted volunteer projects throughout the year with nonprofit partners. Email [email protected] for more information about volunteer opportunities at your facility.
Want to Give Boldly by making a donation to your favorite nonprofit organization?ArcelorMittal USA’s Give Boldly program allows employees to request matches for donations to nonprofit organizations. Each employee can request a match of up to $1,500 per year. ArcelorMittal has been proud to match over $600,000 in employee donations every year since Give Boldly’s inception in 2010. Where did you Give Boldly this year? Visit www.ArcelorMittalGiveBoldly.com to learn more.
1. Safe, healthy, quality working lives for our people
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine14
Employee’s goat breathes new life into historical farm
Ken Kotyk worked his first race 35 years ago and has since worked countless more, first as a corner worker and most recently as a safety tech for the 24 Hours of Lemons race series.
Chellberg Farm is an outdoor classroom, not a petting zoo. Seeing, touching and smelling the animals makes the experience very real for students.
Kyle Wilson, his wife, April, and their daughter, Willow, share their animals with Chellberg Farm. It’s their way of helping children learn to respect animals and the land. His co-workers are big fans – he brings them fresh eggs every week!
Kelly Nissan and Connie Kuzydym
Burns Harbor employee, Kyle Wilson, grew up on a farm surrounded by animals. He believes it’s important for children to be around them, raise them and care for them.
“I love animals and I want everyone to have an opportunity to see them and learn about them,” he said.
But not everyone can have their own farm animals. That’s why he loaned one of his goats to Chellberg Farm. It’s a public, historical farm, located within the Indiana Dunes National Lakeshore (IDNL) which is near his own home and the Burns Harbor plant.
Steelworker by day and gentleman farmer by night, Kyle and his family got involved when they met Geof Benson, the executive director of the Dunes Learning Center (DLC). DLC is a longtime ArcelorMittal strategic partner, supporting our goal to protect and improve the environment.
“For many students, our education programs are their first exposure to the world of ecology and conservation,” said Benson. “They leave Chellberg Farm with enthusiasm and a sense of empowerment to make a positive difference in their environment. We could not provide these valuable opportunities without the support of ArcelorMittal employees like Kyle. I can’t thank him and his family enough for
sharing their resources with our students.”
While animals were a fixture at Chellberg Farm for many years, due to financial challenges, the IDNL determined it did not have the resources to continue caring for the animals. So, unfortunately, the animals were removed about 10 years ago.
“We’ve been visiting the farm property for 20 years, but without the animals, it just wasn’t the same,” said Benson. “It’s hard for children to understand a working farm without them. I asked the IDNL superintendent, Paul Labovitz, if we could bring the animals back. He was very
enthusiastic about the idea, so with the help of the public, we have goats and chickens and cows! It’s wonderful.”
The animals, including Kyle’s goat, are on loan and volunteers care for them. Dunes Learning Center staff finds the volunteers, schedules them and covers for them when necessary. They solicit for donations of food, hay and other items to care for the animals.
“There are a lot of different ways to get involved. We hope to re-engage the public through volunteerism, so they’ll fall in love again with Chellberg Farms,” added Benson.
The animals are used to teach lessons in food production, sustainability and nutrition. Students are challenged to think about interconnections between our food system, the environment, human health and the impacts of their choices. Kyle and his family know where their food comes from, but most people do not.
“I met some kids here at Chellberg and they didn’t know what ground beef was,” he said. “They don’t understand it’s a cow, but they will when they leave.”
Today, animals live on the farm from March through November, with the hope that
in the future, they can be there year-round. For Chellberg Farm to maintain its historical integrity, the breed of animals permitted must represent what would have been there 100 years ago.
If you have a personal passion and would like help connecting to one of ArcelorMittal’s strategic community partners, please contact [email protected].
Connie Kuzydym is a reporter for The Beacher Weekly Newspaper, Michigan City, Indiana.
Summer Paris
When Ken Kotyk attended his first road race 47 years ago, he was immediately drawn to the excitement, impressed by the technology and awed by the speed.
“I was hooked, and one race became two, and two became three, and so on.” But after watching a few races, he started noticing things beyond the cars themselves, particularly the people in white suits who he would frequently see around the track, often in what seemed like precarious positions. Ken’s curiosity about these white-suit-ed characters sparked an interest that would grow into a three-decades-long hobby: flagging and communications for road races.
Corner workers – the ones Ken first noticed in the white suits – have the primary role of keeping a race going smoothly and safely. The job is one of the most interesting – and most dangerous – in motorsports.
As Ken noted, “It’s as close to the action as you can be without being in the car itself.”
In the high-speed, competi-tive sport of road racing, safety is on a racer’s mind as much as winning. A crash, fire or a spin-out could be a matter of life or death. But when you’re traveling at speeds of 100 miles per hour or more entering a turn, a driver can’t see much beyond what’s directly in front of him. In road racing, this is especially challeng-ing because, unlike an oval track, the twists, turns and undulations of a road course can be unpredictable.
“We are the on-the-ground eyes and ears for the drivers and the control tower. And we are
always the first responders when there is an incident,” Ken said.
“It’s really fun, and that’s why we do it, but we are also very diligent about safety and take our duties seriously. We don’t take anything for granted.”
Typically, a team of three corner workers is “on station,” working together to monitor track conditions, communicate with drivers and make quick and informed decisions to protect those on the course. It can be demanding. They are on station, rain or shine, for the duration of the race, which can last for hours. In addition to routine duties, corner workers could be doing anything from putting out fires to clearing a car from the course to responding to a driver’s needs.
Much like in a manufacturing environment, communication is critical. Corner workers use a system of colored flags to communicate information to drivers. For example, a green flag signals that all is good, a yellow flag means there’s danger ahead, while a black flag indicates a rule infraction..
The colors of the flags are a shared language, but there’s an art to flagging too.
“The drivers watch our body language, and we also use hand signals,” Ken explained. “A standing yellow flag tells the driver to slow down and be aware, but a waving yellow flag means there’s something more danger-ous on the course – such as a stopped car.”
Since transitioning to the new role of safety tech for the 24 Hours of Lemons series, Ken’s safety-related duties have increased. The cars that compete are so-called “lemons,” worth no more than $500, often creatively decorated and themed. This makes the event very fun, but it
also makes safety paramount. On the Friday before
race weekend, Ken and other safety techs are responsible for evaluating the race cars and drivers’ gear to assure they adhere to the race rules and the FIA and/or SFI standards. On race day, Ken gives the cars another safety scan and checks the drivers to make sure they’re wearing their seat belts, that their HANNS devices
are connected to their helmets and their chin straps are secure.
Ken has worked full-time at ArcelorMittal’s Cleveland plant for 46 years and, in his free time from work and family, he has traveled all over the country to work road races. The safety culture and constant vigilance are things that he takes with him from the steel mill to the race course.
“When it comes to safety,
there are many similarities to what we focus on at ArcelorMittal – regular training, having the right tools and equipment, communication and shared vigilance, identifying hazards and simply being ready for anything.”
He is proud to play an important part in making races safe and entertaining. But another thing that keeps Ken coming back, race after race, is the friendships
he’s gained. “It’s like a family, and I’ve met so many good people. This sport attracts people from all over the country and world, and from very diverse backgrounds.”
The allure of this exciting sport doesn’t discriminate, but neither do its hazards, making Ken’s work to promote safety ever-important.
Cleveland employee takes passion for safety from the mill to the track
Our People>
Studies show that today’s environmental leaders and scientists can trace their interest back to childhood experiences. This year, thanks to donors like ArcelorMittal employee Kyle Wilson, more
than 14,000 students will benefit from field-based learning opportunities provided by Dunes Learning Center. You can read more about the programs at Chellberg farm on usa.arcelormittal.com.
Did you know?
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine15
WinterSafeat home at work
Wash your hands oftenKeeping your hands clean is one of the most important steps you can take to avoid getting sick and spreading germs.
Stay warmStay dry and dress in layers. Babies and older adults are especially susceptible to the cold.
Manage stressKeep your commitments and your spending in check. Strive for a work/life balance and get enough sleep.
Travel safelyDon’t drink and drive. Wear your seat belt and use the appropriate child safety seat, booster seat or seat belt for your children.
Get a flu shotGet a flu shot and make sure you and your family members are up to date on exams, screenings and vaccinations.
Watch the kidsKeep potentially dangerous toys, food and other choking hazards away from children. Monitor and limit screen time.
Handle and prepare food safelyWash hands and surfaces often as you prepare holiday meals. Cook food to the proper temperature and refrigerate promptly.
Eat healthy foods and be activeBe active for at least two and a half hours a week. Avoid fats, salt and sugary foods.
Winter drivingProperly maintain these systems: brakes, cooling system, electrical system, engine, exhaust system, tires, oil and visibility systems (lights, defrosters, wipers).
Emergency KitIt should contain a cell phone or two-way radio, ice scraper, snow brush, flashlight (with extra batteries), shovel, tow chain, traction aids, emergency flares, jumper cables, snacks, water, blankets.
Work zone traffic safetyBe aware of work zones and talk with your co-workers about ways to properly guard them (using signs, cones, barrels and/or other barriers).
Shoveling snowWarm up before shoveling, scoop small amounts of snow at a time (try to push, not lift) and take frequent breaks.
Using powered equipmentMake sure snow blowers and other electrical equipment are properly grounded to prevent electric shock. When clearing a jam, make sure the snow blower is off and do not use your hand to clear it.
Clearing snow from roofs and working at heightsRoofs and other high surfaces can be very slippery. Always tie off when working at height and wear non-slip safety boots.
Preventing slips on snow and iceAfter a snow or ice storm, clear walking surfaces as quickly as possible and spread deicer. Wear shoes with good treads and take shorter steps.
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine16
Energy champions meet to share ideas at annual roundtable
John White, Larry Fabina and Nisarg Dave look for energy-savings opportunities during internal energy auditor training at the 2017 Americas Energy Roundtable.
Kelly Nissan and Liz Johnson
Energy champions from eight ArcelorMittal facilities across the Americas gathered in October at Global R&D in East Chicago, Indiana, to look for ways to advance one of our ten sustain-able development outcomes: to be a responsible energy user that helps create a lower carbon future.
“Each year for the past decade, energy champions from the Americas meet at the energy roundtable,” said Larry Fabina, manager, continuous improvement, ArcelorMittal Burns Harbor and USA energy reduction coordinator. “It is encouraging to see the efforts that are being made by individuals and their plants to reduce our energy intensity.”
The four-day event included internal energy auditor training, updates from the plants on their safety and energy initiatives, as well as tours of Global Research and Development and the Indiana Harbor plant.
Kelly Weger, sustainability manager for Purdue Manufacturing Extension Partnership, was one of the speakers, focusing on energy efficiency improvements. She talked about ways industry can save money by controlling compressed air costs.
“In a typical plant, that is not well maintained, a compressed air system will lose up to 20 percent of its capacity due to leaks,” Weger said.
Indiana Harbor energy champion Nisarg Dave shared with the group one action that is leading to significant savings at his facility.
“We switched from diesel air compressors to electric air compressors,” he explained. “That not only saves our carbon footprint but also gives us an annual savings of $950,000.”
During the energy audits,
maintenance technicians, engineers and other key ArcelorMittal employees learned how to identify potential cost-saving measures.
“My job was to measure the fluctuation in temperature on pipes,” said John White, associate energy, Burns Harbor. “If we can better insulate these pipes, we will save money in the long run.”
The new skills employees learned in this training equipped them to quantify energy consumption and identify projects, both large and small, to reduce energy costs and increase efficiency at their plants.
The benefits of using energy responsibly are more than just saving money or even reducing our carbon footprint. Emma Price Thomas, environmental stake-holder specialist with the CR team in London, emphasized the pressure from our external stakeholders to reduce our emissions.
“With a global carbon footprint of around about 200 million tons, we are one of the top three to five corporate carbon emitters in the world. When investors have been looking at their whole portfolios recently, they’ve been identifying ArcelorMittal as one of the greatest risks. So, they’ve been coming to us and asking to understand our figures better and then also understand what our vision and our strategy is to reduce our carbon emissions.”
Those are just a few of the reasons the annual energy roundtable is so important. It allows our energy champions to share their ideas and strategies.
“We heard about more than 40 projects, including safety improvements, lighting, com-pressed air and variable speed drivers,” said Helder Da Silva, NAFTA CTO, Energy. “It was a very rich exchange between the participants since we could share what we have been doing and learn from other plants. We certainly will be more able and
motivated to improve safety and reduce energy costs.”
“The training was pretty insightful in understanding the concept of energy efficiency and various areas in the plant where we have a chance of saving energy including motors, air compressors, boilers, pumps and lighting,” said Nisarg Dave, engineer, utilities, ArcelorMittal
Indiana Harbor. “Finding opportu-nities to reduce energy not only saves us money, but also makes the equipment more reliable and helps reduce the carbon footprint.”
Steelmaking is an energy-intensive process. Our goal at ArcelorMittal is to decrease this impact by monitoring and minimizing our annual energy
consumptions. We continually work to identify and implement ongoing, innovative solutions to increase the sustainability of our operations, reduce green-house gas emissions and protect the environment, all while saving costs. The annual roundtable is designed to help us find new ways to become a more sustain-able company.
6. Responsible energy user that helps create a lower carbon future
Summer Paris
ArcelorMittal Cleveland hosted its annual “Power of 1” contest as part of the plant’s Energy Awareness Month activities. Employees were encouraged to submit their ideas for how to save energy at the plant.
“This year, we received seven entries for the contest focusing on low- or no-cost energy projects. The projects we seek in the Power of 1 are simple ideas, things that are often ignored,” explained Rishabh Bahel, energy champion for the plant.
All of the project entries were evaluated and scored by Larry Fabina, manager of continuous improvement at Burns Harbor, and Helder Silva, NAFTA CTO for energy. Fabina and Silva considered a number of factors, including the projects’ potential for implementation, its impacts on energy use, creativity and cost. This year, the ideas ranged from installing a solenoid to auto-shut-off compressor air to using waste heat to heat the water for locker room usage.
“Our employees have taken the need to reduce our carbon footprint, and reduce our costs, very seriously. The little projects are ones which add up to big savings, making Cleveland a
responsible steward of the environment, and supporting our company goals,” said Mike Madar, vice president and general manager.
Bahel agreed: “All of the submissions show a commitment by our employees and create awareness for further participa-tion in the future.”
“ArcelorMittal USA has pledged to the U.S. Department of Energy to reduce our energy intensity by 10 percent in 10 years. This reduced energy usage translates to a lower carbon footprint and helps us achieve our sustainable development outcome No. 6, to be a respon-sible energy user.”
Two of the seven projects rose to the top as Power of 1 first-prize winners.
A project submitted by Joel Rakocy, Mike Gole and Joseph DiPinto was designed to save natural gas at the plant’s No. 1SP facility, specifically the ladle metallurgical facility’s (LMF) vacuum recirculation process (VCP), in which a natural gas burner is used to burn off exhaust gases. Previously, the burner was on “high fire” 24 hours a day, seven days a week, even though the VCP is only used 25 percent of the time. So, the Power of 1 team proposed to upgrade technology on the burner so it can operate on “low fire” when
the VCP is not being used, thus saving significantly on natural gas.
A second winning project was inspired by an energy treasure hunt at the Cleveland hot mill last year. During the treasure hunt walk-around when the mill was down, Roger Yee thought he heard a compressed air leak.
“It turned out that it was not a leak. It was air to keep foreign particles out of an optics equipment chamber. But I wondered, ‘why is the air not turned off when the equipment is?’”
Yee and colleague Rick Santell developed a project to install a solenoid valve to automatically turn off the air when the equipment was powered down. The solenoid cost a mere $175, and Yee and Santell calculated it will save $337 for every weekly 12-hour downturn – that’s more than $17,000 a year.
In keeping with the Power of 1 energy-saving theme, members of the two winning teams each received a Nest “smart” thermo-stat, providing a smarter way to control your home heating and cooling needs. Also, additional contest finalists received Belkin WeMo Smart Plugs, which allow you to track the electrical usage of your appliances.
Harassment has no place at ArcelorMittal and we are committed to a work environment in which all individuals are treated with respect and dignity. Each and every employee has the right to work in a professional atmosphere that promotes equal employment opportunities and prohibits discriminatory practices, including harassment. This commitment extends to each employee at every level of our organization. In keeping with ArcelorMittal’s key values, all employees are responsible for preventing unlawful harassment and inappropriate or unprofessional conduct by behaving in a professional, business-like manner and treating each other with respect at all times. Education and awareness are paramount in our fight against harassment.
Cleveland teams see ‘power’ in conserving energy
Energy Awareness>
Follow ArcelorMittal USA
NOHARASSMENT!
Help us to bring it to a full stop.Dignity at work
If you believe that you are the victim of harassment, report it immediately to your manager, your local HR rep, the Legal Department and/or the Compliance Hotline at 1-888-242-7305. If you are a member of the bargaining unit, you may also contact the Joint Committee on Civil Rights (“JCCR”).
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine17
Corporate Responsibility>
Raising awareness about the importance of watershedsScott Posey
AM/NS Calvert recognizes the importance of our area watersheds and raising awareness as to their impor-tance to the health of our local rivers, deltas and bays which are all interconnected. In 2016, we provided a substantial corporate responsi-bility grant to Mobile Baykeeper to help create their Strategic Watershed Awareness and Monitoring Program (SWAMP).
SWAMP begins by educating participants on the role and importance of watersheds. The initial presenta-tion covers watershed basics, threats to water quality, the importance of clean water to our environment, economy, and quality of life, and how concerned citizens can
safeguard our precious water resources.
SWAMP also trains and certifies interested individuals as water quality monitors, using Alabama Water Watch’s (AWW) EPA-approved methodology. Monitors choose a site on a local waterbody and begin monitoring at least monthly. The results of the monitoring provide valuable data to understand more about our local water resources and what threats may be facing them. If the monitors detect poor water quality or pollution problems, Mobile Baykeeper will work with the monitor(s) and relevant stakeholders to find a solution.
Water quality monitoring data is available to anyone, through the Alabama Water Watch database and the Water Rangers web tool. Thanks to our grant and additional support from the Mobile Bay National
Estuary Program, the Water Rangers web tool also allows users to gain points and badges, filter the map by different parameters, visualize watershed boundaries and report pollution.
Through an additional 2017 grant, Mobile Baykeeper was also able to bring this presentation to 1,943 individu-als throughout Mobile and Baldwin Counties. SWAMP provided training to 61 students from Citronelle and Leflore High Schools. Now more than 20 of these students are monitoring water chemistry monthly on local waterways!
To find out more about SWAMP or volunteer to participate, contact Mobile Baykeeper at www.mobilebay-keeper.org or (251) 433-4229.
Tom Torrence, utilities maintenance planner and Frank Rocchio, utilities senior operating technician at ArcelorMittal Weirton ensure batteries are collected for offsite recycling.
Summer Paris
ArcelorMittal’s Environmetal Policy requires facilities to responsibly manage their by-products, with a goal to reduce waste and recycle as much as possible. But in large manufacturing facilities, managing small disposable items – like batteries – can be challenging.
For manufacturers like ArcelorMittal, batteries are considered a universal waste and there are specific rules required by regulatory agencies for how they must be handled. You can imagine all the things that small batteries are used for in a large plant, from remote controls to power tools.
But unlike at your home, batteries cannot be thrown away in the general trash at our facilities. They must be collected in a designated area
and then taken to an approved battery recycling facility.
ArcelorMittal Weirton developed a program to ensure spent batteries are being properly collected at the plant for offsite recycling. The first step was retraining employees on what to do with used batteries, reacquainting them with the rules and locations of designated battery collection boxes.
But Weirton employees had an idea to take the program a step further and instituted a battery exchange program. Now, when an employee needs to replace a battery in a piece of equipment, he or she must turn it in to maintenance planning personnel and exchange it for a replacement battery. This ensures that every used battery is accounted for, and the maintenance planner is responsible for depositing it in the designated collection site for recycling.
“This is a great example of a simple but effective solution that will help our plants comply with universal waste requirements. It also shows how every employee plays an important role in fulfilling our environmental responsibility. Individual actions matter and employees’ ideas can improve our programs,” said Cary Mathias, regional waste manager, ArcelorMittal USA.
ArcelorMittal Weirton’s battery exchange program is being shared with other ArcelorMittal facilities as a best practice. Where possible, the facility is also exploring opportunities to use re-charge-able batteries in an effort to further reduce waste.
Dealing with a big problem: small batteries
Mobile Baykeeper has worked with nearly 2,000 students to raise awareness of the importance of watersheds. Some now take monthly readings to monitor water chemistry.
Experts at the Wolf Lake Watershed Advisory Committee meeting included the Shedd Aquarium, Purdue University Northwest, Illinois Department of Natural Resources, U.S. EPA, Chicago Department of Public Health, Indiana Department of Environmental Management, Illinois Conservation Foundation, Cook County Forest Preserve and Chicago’s 10th ward.
Generating ideas to protect Wolf Lake watershed
Partnerships>
Kelly Nissan
Protecting an important area waterway was the focus of the Wolf Lake Watershed Advisory Committee’s annual summit. ArcelorMittal is one of the sponsors of the event, as part of our commitment to be a trusted user of air, land and water.
The summit brought together natural scientists, planners, policy makers, non-profit agencies and industry to interact with local government
officials who manage the watershed. Wolf Lake spans parts of Illinois and Indiana in an area near ArcelorMittal facilities in Indiana Harbor and Riverdale.
This year’s theme was “Envisioning Tomorrow.” Presentations included a recommendation plan for the enhancement of William Powers State Fish & Wildlife Area; the proposed Calumet Container Nature Classroom; efforts to remove contaminated private properties along Indian Creek and hydrological improvements to the area; research into the population
decline of the mudpuppy and ways to protect the species.
The support and conserva-tion of the environment is a priority for ArcelorMittal. Through our corporate responsi-bility initiatives, our company provides grants to and partners with organizations, like this one, which strive to protect and restore the environment through water and land [email protected]
5. Trusted user of air, land and water
4. Efficient use of resources and high recycling rates
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine18
“Always Connecting, Always Engineering” was the theme for the Society of Women Engineers (SWE) annual conference, WE17. Known as the world’s largest conference for female engineers, WE17 attracted nearly 14,000 people to Austin, Texas, in late October, and ArcelorMittal was there to connect with some special “women of steel.”
ArcelorMittal serves on SWE’s Corporate Partnership Council. The council is a coalition of large companies who share best practices in recruiting, retaining and advancing women and diversity in engineering fields. As part of ArcelorMittal’s partnership, many employees have also taken advantage of company-sponsored individual memberships. Those include opportunities for training, networking and leadership development.
At this year’s conference, ArcelorMittal promoted opportu-nities and success stories of female engineers working in the steel industry. ArcelorMittal joined other corporate diversity leaders, General Motors, 3M and United Technologies, to co-host the opening event. Hundreds of enthusiastic SWE members attended the spirited welcome event, an ice cream social with Austin’s famous dueling piano players.
“Ice cream and great music have a way of bringing people together and energizing a crowd. It was an incredible opportunity to introduce SWE members to ArcelorMittal – who we are, what we do and how women engineers have an important role to play in the future of our company,” said Summer Paris, corporate responsibility and communications manager.
“We hope that some of the women we met will consider careers in steel, but wherever they choose to work, it is likely they will interact with steel at some point because of the
versatility of our product.”ArcelorMittal also had a
booth at the WE17 career fair. There, engineering students could talk one-on-one with current ArcelorMittal engineers about their experiences and explore possible intern and career opportunities at our plants.
Natasa Kolar, lead process automation engineer at ArcelorMittal Indiana Harbor, is a SWE member and helps recruit new talent.
“It’s so important for ArcelorMittal to be present at the SWE conference to show female candidates that we value diversity and that there are good career opportunities for them in the steel industry,” she said.
“I also enjoy interacting with other successful women engineers at the conference. I find it rewarding to share
workplace experiences with other women who work in a variety of environments, and I can take these learning points back with me, apply them in my workplace and share them with others at ArcelorMittal.”
According to Jennifer McCloud, talent acquisition and development representative, the increasing numbers of female engineering candidates is encouraging.
“To see all of the talent from across the U.S. was inspiring, and to meet up with some of our former interns and several female engineers we recently interviewed was wonderful,” she reflected.
If you are interested in learning more about ArcelorMittal’s partnership with SWE or how you can become an SWE member, email [email protected].
Connecting with ‘women of steel’The Society of Women Engineers brings 14,000 skilled women together to share experiences.
Jolice Pojeta
A balance of family, work, school and professional activities, has earned Kelly Dallas the 2017 Influential Woman of Northwest Indiana Award. Out of 10 industry categories, Kelly took top honors in the Construction/Architecture/Engineering category.
A principal engineer with ArcelorMittal USA, Kelly has worked in the steel industry for 21 years. She has gained a great deal of experience over the years, but her desire to become a mechanical engineer didn’t materialize until well after her high school graduation.
“The first challenge of my career was at the beginning,” recalls Kelly. “I started classes at Purdue Calumet (now Purdue Northwest) 10 years after graduating high school. I was married with three children, when I decided to attend school full-time to pursue a bachelor’s degree in mechanical engineering, while also working part-time at U.S. Steel Gary Works.”
Kelly earned a bachelor of science degree in mechanical engineering from Purdue and then a master of business administra-tion from Indiana University. She has also participated in many internal and external leadership training offerings.
Kelly began her steel career in the late 1990s at the time of considerable consolidation in the industry. She worked for Bethlehem Steel (Burns Harbor) for just four years when International Steel Group (ISG) purchased it. Fortunately, Kelly was one of just five employees hired to remain in the engineering department. She then survived two more mergers with Mittal Steel and, finally, the formation of ArcelorMittal.
“For 18 years, I have been with four companies, and I still have the same office,” adds Kelly. “I am proud that I have not only survived, but thrived as a woman in a heavily male-dominated industry.”
During her career, she has worked on many projects at Burns Harbor, several associated with the hot strip mill. Kelly recalls one of her first sizeable project opportunities came in 2004. She served as project manager on major work at the hot rolling reheat furnaces and associated projects. Her work must have
been impressive because, following that experience in 2008, she was promoted to the central engineering group to manage capital projects through-out the United States, focusing on reheat furnaces. In this capacity, Kelly has visited global locations in Europe, South America and Africa to benchmark ArcelorMittal and other competitor facilities, as well as travel to manufacturing shops for equipment acceptance.
Kelly credits having a mentor has helped her progress over the years.
“Bethlehem Steel had a mentor program, and I was assigned a mentor who sat in the same office and worked on the same projects. I was lucky enough to be assigned to Rick Hathaway, (project manager, engineering, at Burns Harbor). I have learned so much from him, but probably not even half of what he knows. After nearly 20 years, he is still my ‘go to’ person when I have questions or need advice.”
Kelly has been a long-time member of AIST, and has served as midwest chapter chairperson and remains a member of the AIST board of directors. With Purdue, she has served on the Career Services Advisory Board, Experiential Learning Advisory
Board, and is currently the chairperson of the Engineering Advisory Board. Kelly has also participated in numerous industry-related panels, has been published regarding her many achievements and is involved with STEM efforts supported by ArcelorMittal and Purdue.
Family is also very important to Kelly, having been married to her husband, John, for 35 years. They have three children and two grandchildren.
This award has been a great honor for Kelly, who also hopes that she continues to serve as an inspiration to other young women considering an engineering career.
“An engineering degree will open many doors – you can work in the private sector, commercial, industry, govern-ment, etc. There are so many options and opportunities, but step one is to get the engineering degree,” says Kelly. “This award was surprising. To realize that the work that I’ve done has influenced other women is very humbling.”
Dallas receives honor for engineering
Achievement>
Volunteerism>
Zeppo’s zeal for helping kids leads to community awardSummer Paris
The Boys & Girls Clubs of America recently bestowed its
prestigious National Service to Youth Award to one of ArcelorMittal’s own. Phil Zeppo received the award in recognition of his ten years of leadership on the Boys &
Girls Clubs of Cleveland Board of Directors. Phil is the division manager of plant services, logistics and railroad at ArcelorMittal Cleveland.
The Boys & Girls Clubs of Cleveland is one of ArcelorMittal’s longest-standing community partners. In fact, the original Boys Club of Cleveland was founded near the Cleveland plant in 1954 by predecessor steel company executives. Today, ArcelorMittal remains involved with the organization, supporting academic programs and STEM opportunities for the thousands of youth served at 14 club sites throughout the city.
“Phil has continued the legacy of service by ArcelorMittal, having served for more than ten years on the board and the executive committee. He has been instrumental in improving our safety and maintenance practices, providing both expertise and support. Phil is always prepared and willing to pitch to make Boys & Girls Clubs of Cleveland a safer and better place for our members,” said Ron Soeder, president.
10. Our contribution to society measured, shared and valued
10. Our contribution to society measured, shared and valued
Phil Zeppo
Kelly Dallas with her Influential Women of Northwest Indiana award.
Natasa Kolar and Katie Martin-Dobrowolski meet with future engineers at the WE17 Career Fair.
Follow ArcelorMittal USA
1 | ArcelorMittal USA | January/February 20181 Company 1 Community 1 Magazine19
You can also find these PDFs on the publications page at myarcelormittal.com.
Freshen up that bulletin board with new content!Tired of seeing the same old stuff on your department’s bulletin board?We’ve got you covered. Just click on these images or email the communications team at [email protected] to get access to printable PDFs for:
No HarassmentFlu ShotHeroesWinterSafeYear in Review
Jesse Lamone
At a time when many people would be thinking of retiring. Weirton’s John Ubrin and Larry Miller are still on the job! Neither has set a date for retirement.
John UbrinJohn Ubrin started working on the Weirton blast furnace labor gang in October of 1967. He was immediately fascinated by the railroad and the huge loads of iron and steelmaking materials they hauled across the sprawling plant. He set his sights on getting transferred to the railroad department. He eventually did, in 1970. As he moved up through the ranks, he became a brakeman and conductor,
a position he held for 38 years. Since then, he has worked as a locomotive engineer, a job that
he feels lucky to enjoy as much as he does.
“I love my job. I enjoy coming to work every day. It’s always a challenge and every day is different from the day before.”
In 50 years, he has a lot to be proud of. Learning to work with all types of people and personali-ties is at the top of the list.
But the thing that stands out most is an accomplishment we strive for every one of our employees to achieve: “I am proud that I was injury free for 50 years of service, working safely.”
This commitment to safety is something he hopes to pass on to the next generation of Weirton employees as they join the ranks. His message to new, young steelworkers is, “Pay attention to what others have to say. The final decision is yours, but try to listen to someone that’s been here a while.”
Larry MillerLarry Miller first reported to work in April of 1967. He was following in the footsteps of his father, who worked 33 years at the Weirton mill’s coke plant. Although he had dreams of working on the family farm, the job at the mill called to him and over the years provided a good quality of life. He now works as a truck driver, hauling scrap.
Like John, Larry started in the blast furnace division, working in the sinter plant. Early in his career, he served in the Army for three years. His time in the military helped him build some additional skills. When he returned to the Weirton facility, he eventually worked for 26 years on an overhead crane repair crew.
The work was difficult, with long hours and plenty of physical demands, but Larry found it rewarding.
“I enjoyed that work,” he said. “Anything that nobody else wanted to do, we did it.”
He remembers the sense of accomplishment of taking down a crane, rebuilding it and putting it back in service so the mill could get back to running.
A lot has changed at the Weirton mill in 50 years, and Larry sometimes thinks about all that he’s seen and done. He remembers vividly the mid- 1980s era when the employees purchased the plant under an Employee Stock Ownership Plan or ESOP.
“That was a big move ,” he remembers. “We were owners then,” and that felt both scary and exciting.
That mentality of ownership and personal responsibility has carried Larry through his career, and it’s something he employs in small ways every day now as a truck driver. He is hopeful for the plant’s future.
“I hope the company keeps thriving,” he said. “I know there are some challenges here because it’s an old mill, but I think it is viable. It can produce a good product.”
Jesse Lamone is a facility loading analyst at ArcelorMittal Weirton.
Amanda Scott
Mark Lang, has been named project manager, integrated yield and delivery improvement. In this role, he will be responsible for leading Indiana Harbor’s improvement activities in delivery performance and integrated yield. His responsibility will cover plan development, cross-department coordination and oversight of capital projects to improve delivery and yield from Indiana Harbor manufacturing facilities to finished goods through our customers. He will also serve as a liaison between Indiana Harbor and other ArcelorMittal NA facilities, including Calvert to improve intra-plant activities and efficiencies. Mark began his career with Inland Steel Company in 1988 as an accountant in the finance department. He spent several years in various positions in finance, supporting purchasing, outside processing and sales and marketing departments as part of Inland Steel and later Mittal Steel. In 2006, Mark transferred to the quality assurance department where he held the role of senior engineer in the new product development group, which included the successful imple-mentation of Usibor® at Indiana Harbor. In 2011, Mark was promoted to manager, integrated quality and new product development, quality assurance. Since then, Mark has led the development of several AHSS grades at Indiana Harbor and knowledge transfer within ArcelorMittal USA on product transfer. Mark and the team he led were integral in the successful
implementation of Action 2020 footprint product transfers as part of Indiana Harbor facility reconfiguration. Mark has a Bachelor of Science from Indiana State University and a master’s of business administration from the University of Houston-Clear Lake. He will report to Wendell Carter, vice president and general manager of Indiana Harbor.
Russell Sirochman, process manager, mechanical mainte-nance, railroad at ArcelorMittal Cleveland, has been named manager of railroad maintenance and operations. In his role, he will be responsible for operating crews, railroad traffic car control and maintenance for the locomotives, freight cars, track, structure, buildings, bridges and signals for the Cleveland Works Railway Company. Russ will oversee the annual operating budget along with all CAPEX projects, as well as maintain good relations with ArcelorMittal’s carriers among other duties. Russ began his career as an aircraft engineer for ABX where he was responsible for Boeing 767 maintenance. He was then a field engineer and maintenance engineer for Schlumberger before joining ArcelorMittal in 2010. Russ earned a Bachelor of Science degree in aeronautical and astronautical engineering from The Ohio State University in 2005. After joining ArcelorMittal, he pursued his MBA at Baldwin Wallace University and graduated in 2014 with a master’s in business management. He will report to Phil Zeppo, division manager, plant services, logistics and railroad at ArcelorMittal Cleveland.
On the move at ArcelorMittal USA
Our People>A golden moment for two Weirton employeesTwo employees at ArcelorMittal Weirton are celebrating their 50-year work anniversaries.
Larry MillerJohn Ubrin
Weirton holiday helpers.
From Thanksgiving through Christmas, many ArcelorMittal employees took time to help the less fortunate in their communities. In Chicago, the staff continued its tradition of donating gifts to the Angel Tree program. The presents will go to children who are wards of the Cook County Court and the Public Guardians Office.
In Weirton, employees volunteered to unloads dozens of Thanksgiving turkeys for families through the Weirton Community Bread Basket. Employee volunteers also shopped for holiday gifts for the Children’s Christmas Fund.
The holidays bring out the best in Weirton and Chicago
Our People>
Our 10 sustainable development outcomes are how we will contribute to making a more sustainable future, from the way we make steel and use resources,
to how we develop new products, and support our people and our communities. 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
All underpinned by transparent good governance.
Look for “The 10” symbol in 1 Magazine to see how our company works toward a more sustainable future.
Our 10 sustainable development outcomes
1 Company 1 Community 1 Magazine20 ArcelorMittal USA
One South D
earbornChicago, IL 60603USA
GlobalMagnelis® protects Dubai’s massive solar projectThe Mohammed bin Rashid Al Maktoum Solar Park in Dubai (UAE) is the world’s largest single-site renewable-energy project. The latest section of the Park uses structural steels protected with Magnelis®, ArcelorMittal’s innovative product for corrosion protection. Thanks to its unique composition, Magnelis® will provide the solar structure with an unprecedented level of surface and cut-edge protection, even in this hostile desert environment.
ArcelorMittal wins silver at Digital Impact AwardsArcelorMittal won silver in the ‘Best online annual report’ category at the 2017 Digital Impact Awards. The company’s 2016 online annual report was done together with Investis, a digital communications agency. The Digital Impact Awards is the UK’s largest celebration of digital work in corporate communications. You can find ArcelorMittal’s award-winning annual report on http://annualreview2016.arcelormittal.com.
AmericasMining Canada’s pellet plant marks 40 years of mining excellenceArcelorMittal Mining Canada’s pellet plant located in Port-Cartier, Quebec, has celebrated 40 years of operation in late October. The plant began operations in October of 1977.
ArcelorMittal steel for one of the largest soybean crushing plantsArcelorMittal Acindar, Argentina, is supplying steel for the agribusi-ness company Renova’s expansion of its Timbues plant, in the province of Santa Fe in Argentina. Some 90 percent of the 7,500 metric tons of steel that Acindar is providing has been delivered.
EuropeArcelorMittal celebrates historic 125 years of steelmaking in ZenicaArcelorMittal has celebrated 125 years of steelmaking in Zenica, marking the occasion with a special event attended by more than 200 dignitaries and guests. The event, in November, was hosted by Biju Nair, chief executive officer of ArcelorMittal Zenica, who was joined by senior representatives from ArcelorMittal’s global management. Among the dignitaries and guests gathered for the occasion, the Prime Minister of the Federation of Bosnia & Herzegovina Fadil Novalic attended, as well as Miralem Galijaševic, the Prime Minister of ZE-DO Canton, and Fuad Kasumovic, Mayor of Zenica City.
Yet another production record at ArcelorMittal EuropeArcelorMittal Revigny (Lorraine region, France), has reached yet another production record with 7,366 metric tons produced in October. The last record was set in March 2017 with 6,536 metric tons. Previous records were in June 2016 with 6,162 metric tons and in September with 6,183 metric tons.
For more information, go to www.myarcelormittal.com.
1 is a publication for all ArcelorMittal employees located within the United States of America.Editor:Liz JohnsonUSA Communications Team:Mary Beth Holdford, Kelly Nissan, Summer Paris, Jolice Pojeta, Scott Posey, Heather Ross, Amanda Scott, Thomas Smith, Beth Spurgeon, Bill Steers, Marcy Twete, Heidi UmbhauGuest Contributors:Jesse Lamone, Cory Myers, Les Swanson, Connie KuzydymPhotographers/Videographers:American Heart Association, Association for the Wolf Lake Initiative, Edie Felton, Huntington Ingalls Industries, Tom Karcher, Mobile Baykeeper, Jolice Pojeta, Jefferson Prado, Taltree Arboretum and Gardens, Joe VendraminDesign:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000
1 | ArcelorMittal USA | January/February 2018
Global News in Brief
Content Links
Pictured on cover:ArcelorMittal and the “Fonds d’Urbanisation et d’Aménagement du Plateau de Kirchberg,” (“the Fonds Kirchberg”) selected architects Wilmotte & Associés (“W&A”) to design ArcelorMittal’s new global headquarters building in Luxembourg.The winning design is primarily steel and glass, and showcases the diverse benefits of steel over other building materials in addition to highlighting the use of steel in green, sustainable construction. As well as being ArcelorMittal’s headquarters, some of the space will be leased for other uses. There will also be a restaurant, sports facility and a 200-seat auditorium available to the public.W&A’s design responds to a detailed brief to design a modern, sustainable building that harnesses all the potential of steel from top to bottom. The result is a truly unique building that includes numerous design firsts.When this icon is
shown, a video relating to the story is available for viewing on myarcelormittal.com.
When this icon is shown, more photos relating to the story are available on myarcelormittal.comWhen this icon is shown, more information about this story is available on myarcelormittal.com
@ArcelorMittalUS
Steel Search Trivia Challenge
What is “The Internet of Things?”?
In each issue of 1 Magazine, you’ll find our Steel Search Trivia Challenge. Answer the question correctly (you’ll find the answer in this edition), email your response to [email protected] and you’ll be entered into a random drawing for a $100 gift card (one winner per issue, ArcelorMittal USA employees only). Deadline for entries for this edition’s contest is February 2, 2018.
Another winner in ArcelorMittal’s Steel Search Trivia ChallengeIn the November/December edition of 1 Magazine, we asked: Which civil war hero was the first president of ArcelorMittal Shelby?
We selected our latest winner (in a random drawing) and the winner is Burns Harbor’s Robert McKnight. He had the correct answer (Captain David L. Cockley) and will receive a $100 gift card.
Steel Search Trivia Challenge>
Sustainability
Volunteerism>
New year’s e-card illustrates ‘steel in my life’Amanda Scott
ArcelorMittal’s 2017 New Year e-card contest winner for the United States was Raanya Rai. She is the daughter of Arvind Rai, group manager - forensic services, global assurance, who is based at Indiana Harbor. Raanya earned a $500 prize for her artwork depicting the theme “Steel in my life.”
Raanya shared that, “When I first learned about the topic of the competition, I had no clue where to start. But as soon
as I started noticing things around me, I realized that most things are made up of steel. Starting from spoons to aircrafts, it all has steel.”
She goes on to explain that, “It was really fun to include most of these steel objects on a piece of paper. I tried my best to add as much as I could imagine. I feel proud that the judges liked it!”
Employees were able to use her e-card to send holiday wishes for the New Year. Congrats to Raanya!
