More than 120 young trainees are joining British Steel this summer as our business plans ahead for a bright and sustainable future.

These ‘early career’ trainees have all been eager to get behind the British Steel brand and will eventually take on a variety of roles from engineering and technical jobs to

positions in business functions such as HR and Finance.

The influx of early career trainees follows months of work at 98 recruitment events at schools, colleges and universities. These have been attended by our recruitment team as well as trainees and managers from across our business.

Laura Marsden, Early Career Development Advisor, has been involved in the recruitment and said: “Ever since the sale of our business was confirmed, there’s been a lot of interest from young people who are very keen to build their careers with us.

“The recruitment campaign has been a huge success and we now have 122

early career trainees joining us this summer. Recruiting these trainees is a very important step in building a sustainable British Steel business.”

STEELMATTERSYOUR NEWS YOUR VIEWS YOUR COMPANY YOUR FUTURE OUR BRITISH STEEL

28 / 07 / 2016

ISSUE 002

TOP CAT

Skinningrove trials new product with Caterpillar

SOLID GOLD

Teesside Beam Mill wins RoSPA gold

2 8 12

TURN TO PAGE 3

GREYBULL ON TOUR!

Greybull visits our Lisburn site

OUR NEXT GENERATION

Potential recruits enjoy a site tour at SRSM Areas 1 & 2

STEEL MATTERS / ISSUE 002 / 28/07/16

BUILDINGSTRONGERFUTURES2

We’re hearing cases where members are being approached with offers of free pension liberation, reviews or one-off investment opportunities. Many are fake but convincing. They want you to cash in your pension and transfer the money to someone else’s control.

Any decisions you make may affect your financial security for life, so please seek advice from an independent advisor to make the right choices.

There’s been media speculation that any sale of Tata Steel’s assets would involve the British Steel Pension Scheme (BSPS) going into the Pension Protection Fund (PPF).

The trade unions believe that such a move would be wrong.

The PPF is a financial safety net for pension schemes in difficulties, but we believe BSPS is a large and well-funded scheme able to provide better benefits than PPF compensation on a self-sufficiency basis.

The trustee group wants a solution to avoid BSPS going into the PPF. They’ve written to all 130,000 members explaining the proposals in detail and calling on the government to give careful consideration to the BSPS consultation. Given the future implications for the steel industry and steelworkers’ pensions, there should be no hasty decisions now the consultation has closed. I hope an amicable resolution can be found.

UK steel union representatives attended Parliament on 14 July to meet MPs and hear a debate called by Stephen Doughty, Labour MP for Cardiff South and Penarth, and Nic Dakin, Labour MP for Scunthorpe, on the impact of ‘Brexit’ on our industry – thanks to those MPs. We must keep the pressure on all political parties so they focus on supporting UK steel and manufacturing industries.

We’ve recently taken on around 80 new employees at Scunthorpe. As trade unions, we’ve always supported the principle of core workers on full employment terms. These are vital people and it’s the right thing as many of these workers have been employed for some time. Welcome to those new members.

I, like so many, love my smartphone and have social media accounts, but we’ve recently had reports of unacceptable posts. Please always use your accounts sensibly and don’t post anything that may be deemed as offensive to others – think before you post.

If you’re not a member of a trade union, please consider joining one. We have a long history in steel and support our members in many ways. Not everything’s perfect but we do our best – join up and have your say.

Ian Smith, Trade Union Delegates Secretary

Greybull on tour!Our investors, Greybull Capital, have been wasting no time in meeting the people who make our business tick.

On 22 June, Greybull’s management team visited British Steel’s Lisburn Distribution Centre in Northern Ireland. It was the centre’s first VIP visit for many years.

Marc Meyohas, Daniel Goldstein and Sam Hancock held open and frank discussions with the 23-strong Lisburn team. They also visited one of Lisburn’s most important customers, Walter Watson Ltd, a structural fabricator supplying big names such as Ikea.

Gavin Crooks, General Manager for our distribution centres at Lisburn and Dublin, and Richard Farnsworth, Director Distribution UK & Ireland, spent the day with the Greybull team. Gavin

said: “Both visits were very positive. The Greybull Capital team spent the morning with us at Lisburn. When you consider it was only on 1 June they officially bought the business, we thought it was great they took time out to meet us and learn more about what we do.

“We gave a presentation on our operations and the visitors held a question and answer session with the Lisburn team. They gave frank answers to some very direct questions from the team and talked about the results they’re expecting from us.

“They commented on the enthusiasm and focus of our Lisburn team – and we thought they were very approachable, down-to-earth and direct.”

In the afternoon, Marc, Daniel and

Sam went with Gavin to visit structural fabricator Walter Watson Ltd at nearby Castlewellan. The visit was hosted by Walter Watson, head of the business, and included a corporate presentation and a tour of the workshops.

Gavin said: “The Greybull team wanted to see where the end product goes. They discussed supply chain relationships and talked about service aspects important to our customers – such as just-in-time delivery and the fact we can roll to order from our mills to cut down waste at the customer end.

“Walter Watson gave us positive feedback on the visit and appreciated that some top men from our business had taken time out to learn more about what matters from a customer’s perspective.”

Pictured at our Lisburn site are (L-R): Daniel Goldstein (Greybull), Geordie Wills (British Steel), Marc Meyohas (Greybull), Leigh Powney (British Steel) and Sam Hancock (Greybull)

Pictured during the visit to Walter Watson Ltd are (L-R): Stevie Jamison (British Steel), Daniel Goldstein (Greybull), Marc Meyohas (Greybull), Walter Watson and Sam Hancock (Greybull)

UNION VOICE

STEEL MATTERS / ISSUE 002 / 28/07/16

3BUILDINGSTRONGERFUTURES

The Sections team gottogether at Teesside BeamMill (TBM) last month tocelebrate progress in the lastfinancial year and launcha new strategy for the yearahead.

The event was attended by representatives from Scunthorpe Rail and Section Mill, TBM, Commercial team members and distribution centres.

Product Director Sections and Special Profiles Richard Sims and Commercial Director Ben Cunliffe jointly hosted the event, which was also attended by Member of Parliament for Redcar and Cleveland Anna Turley.

Attendees spent time discussing progress against last year’s objectives. In addition, Finance Manager Roger Hill presented results from financial year 2015-16 along with the current performance and forecast for this year. The results so far show a profitable start to the year for Teesside Service Centre.

Richard said: “It was important to celebrate all the successes we had during last year and to get the whole multi-functional team behind the future strategy if we’re going to continue to succeed over the coming year.”

Anna demonstrated her passion and commitment to the steel industry, holding a question and answer session and spending time visiting TBM and the distribution centre to better understand our processes.Ben said: “Anna was impressed with our clear plan for the year

ahead and said she could see the positive energy, passion and commitment in the room for making our business a success.”

The event was an opportunity to celebrate the fantastic work done by the Sections team since the transformation programme launched last autumn, as well as share the annual plan for the coming year.

Lisa Coulson, Marketing Manager, organised the event and said: “It was great to get so much positive feedback about the event. We’ll definitely have cross-functional updates in the future. It’s clear to see how everyone working together has made a big impact on how well we’ve performed in the market and delivered to meet the needs of our customers.”

The Sections team has ambitious targets for the coming year, but it’s clear with the commitment and enthusiasm of everyone they’ll continue to beat these expectations.

DAVE’S COLUMNThis issue of Steel Matters is packed full of your stories, how we’re working hard to meet our objectives and showing our core values of pride, passion and performance.

Our people are at the heart of our business, and on page 2 you can read what happened when Greybull Capital visited Lisburn’s distribution centre and one of its most important customers. It’s very positive they’re taking time to meet our employees and customers and want to learn more about where our end product goes.

The Sections team celebrated their successes during the last financial year on page 3 and Teesside Beam Mill (TBM) has had one of their best performances since recording began there. As well as making money it’s also important to consider how we can save money. On page 8, we’re being challenged to ‘think cash’ for sustainability – buy only what you need and operate with minimal inventory.

Supporting our communities is vital for us to create a sustainable future. On page 10, our GP Charities’ Group has supported a Scunthorpe angling club with a donation towards a disability ramp and, on page 12, our apprentices have been volunteering to help retired steelworkers.

Our priority is to be profitable by safely meeting our customers’ needs. Please increase your focus on safety as we enter our summer shutdown periods. We must make sure everyone follows safe systems of work. Recent incidents show we don’t always do this, even on routine tasks. It’s also vital all tasks are appropriately supervised. The TBM team has demonstrated a very high level of safety performance and in doing so achieved the RoSPA gold award. Congratulations to everyone involved! Read about it on page 12.

Thank you for continuing to send your stories to the Communications team. This is your newspaper and we want to hear about what you’re up to, work-related or not. If you’ve got a story you’d like to share, please email it to communications@longssteel.com

As British Steel we know we’re helping build stronger futures – for our people, our communities, our customers and our suppliers – we are one team and together, we can show everyone what we’re truly capable of.

Dave Nicol, Manufacturing Director

Recruitment of trainees is vital in order to make sure we’ve enough competent and capable people in the business over the coming years – replacing current colleagues as they retire or move away.

Our new early career trainees include 46 young apprentices who’ll serve 3-year craft or functional apprenticeships. There are also 7 young

people joining our degree apprenticeship scheme. The degree apprentices will go on to study for engineering degrees after their initial 3-year apprenticeships.

To select the new apprentices, 5 assessment centres were held for more than 100 candidates. A further 6 assessment centres were held for around 120 graduates and undergraduates.

Laura said: “We’ve now

recruited 17 graduates who are joining our graduate training scheme this summer. These include graduates with engineering and science degrees or with degrees in disciplines such as HR and finance.”

In addition, our business is also welcoming undergraduates who’ll work with us on placement schemes for 3-9 months – with many of them likely to join British Steel full time when they’ve completed

their degrees.

By September, all 122 early career trainees will be in place at British Steel. They’re all going through a full induction programme with a sharp focus on safety.

Laura said: “All the trainees we’ve recruited have shown a lot of potential and enthusiasm for our business. I’m sure everyone will join me in welcoming these new faces to British Steel.”

CONTINUED FROM PAGE 1

Sections team looking to the future

Members of the Sections management team with Anna Turley prior to the event

Teams discussing the importance of commercial awareness

2015/16 achievements• Teesside Beam Mill (TBM) increased output from

350kt to 500kt• Scunthorpe Rail and Section Mill had its highest

monthly output since 2005 in October 2015 – 61.7kt

• Teesside Service Centre reduced costs by c£25/t• TBM reduced conversion cost by £97/t • Achieved BES 6001 accreditation• 9% sections market share improvement (40% vs

31%)• RZK shipping efficiencies achieved – 2 superships

sailed carrying more to reduce trips• Key customer Barrett Steel is back on board – 12kt

every quarter• Supplied prestigious construction projects for

William Hare, Severs, Caunton and Billington

STEEL MATTERS / ISSUE 002 / 28/07/16

BUILDINGSTRONGERFUTURES4

RECORD-BREAKING RODS!

Adding value to our customers

Employees at Scunthorpe Rod Mill (SRM) are breaking records – achieving 184kt last quarter – making it their best quarter in 5 years.

The team’s been working hard to increase quality and volume despite lots of challenges, including new additions to the team. The previous quarterly record was set in Q4 2010/11 when they rolled 205kt.

In the last quarter – April to July – they reduced their cobble rate by 0.1%, improved yield by 0.18% and increased their speed of work to achieve an additional 6kt.

Employees also successfully trialled rolling a new product and are now offering a new

17mm size range to customers.

When asked what contributed to the success, Mark Cunningham, SRM Plant Manager, said: “The teams have been working hard to better understand the process. They’re ambitious and have a real drive and appetite to succeed.”

It’s not all been plain sailing for the team.

Mark said: “We’ve had a number of employee changes recently and new starters have joined us through the cross-match process. We knew we had a lot of knowledge but most of this was in people’s heads, so now we’re making sure all written processes and procedures are updated. This is critical to

sustainability and makes sure everyone’s working to the same standard.

“We’ve gone back to basics with everything, including thorough investigations when things haven’t gone as expected. In the past we’ve maybe not always properly identified the root cause of problems – this is essential to move forward more quickly and prevent future problems.”

The team‘s next challenge is to focus on consistency and through-process precision. Mark said: “We’ve got strong competition in Europe and most of the time our competitors have a technological advantage over us. When we’re good, our product can compete in the market, but when we’re poor we let

our customers down and harm our reputation.”

The drive for consistency is made more challenging by shorter lead times as we strive to reduce stocks. “Increasingly we’re being asked to roll more sizes more frequently with shorter lead times, which places even more importance on the need to get it right first time, every time,” said Mark.

The latest view for Rods demand is 30kt more than in annual plan. If the team can deliver that without incurring extra fixed cost, it means a £2.8m saving through a reduction in our conversion cost. “It’s a big ask, but if we continue performing like we did in the last quarter, I’m positive we can do it,” added Mark.

Developing new products is key to meeting our customers’ needs in a changing world.

One measure of a business’ ability to adapt and survive against a challenging backdrop is how well it can generate and nurture new product ideas and manage these from concept to delivery.

Our new product development process stimulates and manages new product ideas through a series of steps that ask questions to enable a viable, valuable and risk-assessed product.

Stuart Walker, Manager New Product Development, said: “These new products generally contribute not only to meeting our customers’ needs but are highly valuable to our business in terms of income. Going forward as British Steel, cash generation is vital to our success – differentiated new products that give us an excellent margin are essential to this.”

Last year, we sold 53.6kt of new products and launched 3 products, which were completely new to the market. These included Zinoco® coated rail and crane rail 125 – 2 of the most valuable in terms of cash generation – which have been developed in each case to meet a specific, niche customer need. This year, we’re aiming for 76.7kt of new product sales with a similar strategy of targeting high value, differentiated products, equating to 3% of our steel production.

One product we plan to launch is Smartlite® base plates for refurbishment work in the London Underground railway lines, which will enable trains to run to set clearances without the need for expensive tunnel reworking. Other valuable, innovative products are currently in development and piloting – and they’ll be making headlines soon.

Be that as it may, it’s worth remembering some of the best new product ideas can seemingly come out of nowhere. It can be worthwhile to convince customers they need something they previously hadn’t considered. One example of this is the iPhone – there was no direct precedent to this, but in development Apple persuaded a huge proportion of the world population that it was valuable to have, making billions of dollars in the process.

Stuart added: “Developing new ideas can be the gateway to success or failure of a business. In addition to discussing our customers’ immediate needs, we should also be thinking laterally and staying at least one step ahead of our competitors.”

If you have new product ideas that may be valuable to our business, please contact Stuart on 01724 404347 so they can be assessed and progressed. Going forward, we’ll all be stakeholders in our business so your ability to innovate could be key to our future success.

Some of the record-breaking Rods team. (L-R): Luke Harrison, John Nimick, Paul Snow, Steve Morris, Mick Bennett, John Lilley, John Jackson

Stuart Walker in his former role as Company Geologist Deep Mines at UK Coal

INCREASINGLY WE’RE BEING ASKED TO ROLL MORE SIZES MORE FREQUENTLY, WITH SHORTER LEAD TIMES, WHICH PLACES EVEN MORE IMPORTANCE ON THE NEED TO GET IT RIGHT FIRST TIME, EVERY TIME.

Mark Cunningham, SRM Plant Manager

STEEL MATTERS / ISSUE 002 / 28/07/16

5BUILDINGSTRONGERFUTURES

Smashing quarter for Teesside Beam Mill

ONE STEP AHEAD

In the recent April to June quarter, Teesside Beam Mill (TBM) saw one of the best performances since recording began. The Teesside team rolled more than 125kt in the quarter, which is over and above its annual plan targets.

Richard Sims, Product Director Sections and Special Profiles, said: “I’m very proud of the team. Our rolling rate’s reached a level greater than the run rate required to meet our transformation plan. It’s great we‘re getting ahead on our 500kt annual target.”

The team hasn’t stopped there; it’s additionally completed the first quarter of our financial year ahead on throughput, with results over the last 3 months better than annual plan for activity, rolling rate, yield and spend. All this was achieved while maintaining the safety performance record.

Richard said: “This is a very special set of results. I’ve never seen any rolling mill do this before. To do it without environmental incident and while maintaining record-breaking safety performance is a huge win for us.”

The TBM successes came during their shutdown period. The monthly conversion cost for June, including a week of shutdown, was £69.40/t. Average conversion costs over the past 12 months have been £83/t. Steve Lawson, TBM Finance Manager, said: “This is the best monthly cost I’ve seen at the mill, and I’ve been here 20 years!”

Richard added: “Credit goes to Andy Williams, Plant Manager, Steve Bowman, Lead Engineer, and the full-time, highly dedicated team at TBM.”

The need to keep one step ahead of our competitors has driven big changes at Skinningrove. Until recently, they were using basic measurement equipment and simple metal templates acting as go/no go gauges to measure specifications for mill sample inspection. The results were still handwritten and recorded on paper leaving a large margin for human error.

Ross Gibson, Roll Designer, said: “The process gave us limited data to show our customers and poor visibility on how stable our rolling process was. Our customers told us they were concerned about the variability between operators when using manual measurement systems.

“To overcome this we bought a faro arm – a manual coordinate measurement machine – but the software it came with wasn’t efficient enough to suit our process. Fortunately, Systems Engineer Dan Cassidy developed software, in-house, which made sure that the new faro arm could be implemented into our production environment.

“Even with the new system, we still needed to remove the manual measurement process to completely eliminate the possibility of human error. The answer was to invest in a cold-profile gauge.”

A multi-functional team chose an American system made by Starrett Bytewise, a company best known for developing systems for extrusion processes in the tyre industry.

Implementing this technology into Skinningrove was going to be a challenge. Andy Bainbridge, Roll Design Manager, and Graham Lynas, Lead Engineer, visited the supplier in America for the factory acceptance test and Starrett travelled to Skinningrove for the site acceptance test. The bespoke software developed by Dan for the faro arm system instantly interacted with the cold-profile gauge, which was a major benefit.

The technology meant a big step change for our shift employees; Ross Gibson attended a unit trainer course and developed the necessary documentation, such as the training manual and safe working procedures. The mill coordinators and rolling team leaders across 3 shifts all attended training and once competent the cold-profile gauge was handed over to the production teams.

Dan said:” Using the Skinningrove mill-tracking system means all the critical dimensions and profiles can be extracted with the press of a button on the cold-profile gauge. No manual manipulation is required completely eradicating the possibility of human error.”

The results are displayed in an electronic mill inspection sheet format and used for trending a section’s stability, profile conformance and yield improvements.

Dan said: “We can now do capability studies to make sure we’re achieving key metrics set by our customers, such as defect parts per million. We’ve received great feedback from key customers on the transition from the faro arm to the cold-profile gauge.”

The cold-profile gauge technology has now been proven in the Quality Control lab and is successfully measuring mill samples cut by the hot saw. The next step is the implementation of an in-line cold-profile gauge after the roller-straightening machine. This will provide us with the necessary data from the start of our rolling process until the very end. Also, because the in line measurements would be taken in long-bar form, we’ll be able to capture far more data for capability studies.

TBM team members celebrating one of their best performancesThe cold-profile gauge team (L-R):Dan Cassidy, Andy Bainbridge, Graham Lynas, Ross Gibson

What is a cold-profile gauge?A cold-profile gauge is a complicated piece of kit! It consists of 10 lasers for 100% coverage of the Special Profiles’ section range. The 360-degree profile gauge is fixed to a carrier frame with motorised movement to optimise the sample’s position within the cold-profile gauge. It has user-friendly activation and a snapshot button to capture the best-fit profile over the code of practice drawing. Key parameters are extracted from the profile including outside radii measurements and parameters are compared to allowable specification limits.

I’M VERY PROUD OF THE TEAM AT TBM. IT’S GREAT THAT WE’RE GETTING AHEAD ON OUR 500KT ANNUAL TARGET.

Richard Sims, Product Director Sections and Special Profiles

STEEL MATTERS / ISSUE 002 / 28/07/16

BUILDINGSTRONGERFUTURES6

BOS PLANT SHOWS THE POWER OF TEAMWORK

Making best use of what we’ve got

Ongoing engineering effort at the BOS Plant has seen our maintenance bills reduced again.

With the support of colleagues from Scunthorpe’s High Voltage Department, engineers have halved the cost of maintaining and replacing the plant’s 33kV circuit breakers.

The move is part of a series of ‘$ burn’ projects aimed at reducing maintenance and repair costs for BOS Plant equipment. Three projects have already started to deliver annual savings of around £150,000.

Gary Milner, Improvement Engineer, said the circuit breaker project was launched in the wake of changes at the Scunthorpe site.

Gary explained: “We previously used 2 33kV circuit breakers at each of our 3 ladle arc furnaces. The circuit breakers power the furnace transformers on and off and we needed 2 to control voltage dips around the Scunthorpe works.

“But the change in the make-up of the site means there are fewer end-users of Scunthorpe’s electrical network. It means the site’s not

now susceptible to voltage dips – and that means we can use only 1 circuit breaker per furnace.”

The 3 ‘spare’ circuit breakers haven’t been fully decommissioned – retaining capacity in case we need it again in the future. But by halving the number of operational circuit breakers, our annual maintenance and replacement costs of around £80,000 have also been halved.

Gary said the switch to a single circuit breaker operation had only been made following a thorough study and risk assessment. This was undertaken by John Simpson, Neil Dobbs and Chris Hopkinson from the site’s High Voltage Department.

Gary said: “The 3 engineers did measurements and a study of the works’ high-voltage network so we

could examine the risk of moving away from 2 circuit breakers.

“After they gave the go-ahead for a trial, Mark Fisher, Maintenance Engineer, and his maintenance team implemented the changes on a furnace towards the end of last year. The trial took 6 weeks and was successful – we’ve now put the change in on all 3 furnaces, with the relevant management of change documentation in place.”

Dan Brown, Electrician and former site apprentice, did the wiring for all the changes. A specialist company also redesigned software used in controlling the operation of the circuit breakers including installation of counters for savings achieved.Gary said: “It’s been a great team effort between our project team

and other departments with Dan doing a fantastic job on this major project. We’re very happy with the outcome. We’re not only saving money, but also reducing furnace delays and downtime because we’re halving the risk of breakdowns.”

Sebastian Roginski, Plant Engineer BOS Plant, said: “This is another great example of how thinking outside the box, challenging original equipment design with a focused effort and good teamwork is helping our business save money and run more efficiently.”

It’s not always about cutting costs or squeezing more volume out. Over the past 6 months, Product Rationalisation Manager Terry Hood has been identifying areas where bloom products from the casters at Scunthorpe have been wasted.

Caster 4 supplies steel blooms to Hayange, Scunthorpe Rail and Section Mill, Skinningrove and Teesside Beam Mill. Terry said: “The way the existing order system works is to match customer orders to batches or casts of 290t, the average size of steel ladles. In reality, ladles vary in size because of the variation in charging and tapping the vessels. The effect is larger casts

result in orders being over-fulfilled and excess volume surplus to requirements.

“The blooms may be at a length that can be used towards other orders, but for more specialised orders with specific piece weights, the surplus can remain in stock for months until a suitable order comes along. The alternative is to use the extra blooms on other orders and take a hit on yield loss by using a non ideal bloom length. Investigations show up to 30kt of blooms being over-produced in 2014-15 and allocated to already full orders.”

Terry’s leading a project and aiming to do

things a bit differently – making best use of all the steel produced and taking advantage of the cast size variation.

A Process Control software enhancement on the caster allocates customer orders to blooms as they are cut, making sure each order is fulfilled before moving onto the next. Any extra steel in a cast will be used on the following order rather than being allocated to an already full order.

Terry added: “Calculations put the benefits at more than £500,000 by reducing the unused stock piles and a further £70,000 every year by not using non-ideal blooms.”

The enhancement has been running in parallel since January 2016 and shows order accuracy has increased by 50%. There are a few bugs to iron out before the system can be switched on, hopefully within a month’s time.

A similar project on Caster 5 identified benefits for Scunthorpe Rod Mill (SRM). By better crop-cutting practice on the caster and maximising the number of blooms cut at the order length, up to 2,000t of prime bloom product has been saved from the scrap-pan per year. Another joint project between steelmaking and SRM has improved the supply of blooms at ordered length, generating an extra 4,000t of rod coils at a sellable weight by altering the practices on the caster.

Pictured beside one of the 33kV circuit breakers are some of the BOS Plant Electrical Engineering team who have been working on project. (L-R): Gary Milner, Dan Brown and Mark Fisher

Some of the piles of scrap in the scrap bay

Have a look around you at the waste generated, especially when it’s product that has had value added.

Are we using every little bit of prime material? Can things be done differently to make sure we waste as little as possible?

THIS IS ANOTHER GREAT EXAMPLE OF HOW THINKING OUTSIDE THE BOX IS HELPING OUR BUSINESS RUN MORE EFFICIENTLY.

Sebastian Roginski, Plant Engineer BOS Plant

STEEL MATTERS / ISSUE 002 / 28/07/16

7BUILDINGSTRONGERFUTURES

Scunthorpe PM10

watch

In the last fortnight there were 3 fails at the East Common Lane monitor – but these may be down to reliability issues of the council-run monitor used to get this data.

Current indications show average temperatures will return, with dry and bright weather prevailing. There’ll also be some showers and a mixed, but predominantly south-westerly, wind direction. This is likely to affect the Lower Santon monitor the most. Now summer has arrived, conditions are warmer and dryer, which will affect PM10 adversely.

HOW TO HELP: Make sure you continue to keep to the 20mph speed limit in place across the site. Report any significant dust releases to your supervisor or Environmental Services (2085 or 2214).

Last fortnight Next fortnight

Santon

Rowland Road

East Common Lane

WE’RE GOING SOCIALWith the introduction of our new social media channels on Facebook, Twitter and YouTube, we’ve had a lot of questions about what you can and can’t post on social media.

We know social media enables quick, easy, low cost and direct communication between our employees and between our employees and third parties. The use of social media comes with a responsibility for appropriate use. Together with the Trade Unions we’ve created a social

media policy, which sets out the company’s view on key principles of use and possible consequences and risks of any misuse.

Nick Ashton, HR Business Partner, said: “The company can’t ignore inappropriate use of social media. To help us all minimise the risks to British Steel, employees are required to comply with this policy.

“As British Steel, we pride ourselves on being an open and transparent organisation but we

need to make sure we protect the

confidential information of British

Steel, our employees, customers

and suppliers.”

The new policy provides

guidance about appropriate use

of social media, principles for

use, definitions and compliance

information.

Our new social media policy is

available to employees on the

intranet.

Have a look at our social media channels

Why is cash important to our business?Cash is the vital life-blood of an organisation. Right now, it’s so important to us that we’ve set up a new transformation workstream to develop ‘cash’ strategies and implement improvements.

We’ve talked about creating a sustainable future and generating £58m EBITDA (profit) in financial year 2016/17 – what

we really need is more than £100m EBITDA – but, to create a sustainable business we also must make sure our cash position is equally healthy.

‘Cash’ is the actual money we have in the bank. It’s money not tied up in stocks, semis, work in progress, finished products, spares, consumables and materials or customer invoices.

In our current position, we can’t afford to buy things that aren’t going to be used in a reasonable period of time. And we all have a role to play in making sure we save cash and spend wisely across the business.

Melania Flack, Change Leader Cash Workstream, said: “Alongside our EBITDA target we must improve our cash

position by £100m this financial year. The new workstream allows us to make sure we have improvement strategies in place. We’ll use the same transformation structure and rigour that we used to establish our EBITDA processes for cash.”

One area already showing improvements on how much cash they spend is in engineering. The team has started an initiative to reduce cash tied up in stock and minimise unplanned downtime.

Engineers, stores employees and our supplier, Control Gear, compiled a list of plant-critical hydraulic hoses to develop a vendor-managed inventory solution to reduce the need to keep items in stock.

A series of ‘shadow boards’ were developed, displaying all possible spare parts used in breakdowns to enable quick identification of the part required for the breakdown. This approach shaved 45 minutes off the breakdown downtimes and reduced the necessity to hold hoses in stock, as the boards make them easily identifiable and accessible.

Melania said: “The system has saved us money on the time it takes to fix a breakdown and we have £20,000 more in the bank as it’s not held in stocks of hydraulic hose.”

As part of our journey to become sustainable we need to make sure we have cash in the bank. If we have to borrow money to pay our bills, we have to pay interest on what we borrow, which eats into our profits.

Steve Mason, Finance Director, said: “There is no point negotiating a deal to buy 2 items at a cheaper price when 1 of those items will sit on a shelf for the next few years. Cash shouldn’t be going out of our pocket today if it doesn’t need to. We have to earn the right, through our frugal management of cash, to fund the investments we want to do.

“I challenge everyone to think about how they can help improve our cash position. Buy only what you need and operate with minimal inventory.”

Ensuring our cash position is healthy needs to be part of our DNA. We ask you all to ‘think cash’ during all your daily activity.

Some of the shadow boards at Concast in Scunthorpe

I CHALLENGE EVERYONE TO THINK ABOUT HOW THEY CAN HELP IMPROVE OUR CASH POSITION.

Steve Mason, Finance Director

@BritishSteelUKSearch: British Steel/BritishSteelUK

STEEL MATTERS / ISSUE 002 / 28/07/16

BUILDINGSTRONGERFUTURES8

Billet caster to foot health master One of our former colleagues made use of funding and support to kick-start a foot health practitioner business after taking voluntary redundancy. Kevin McBride began his steelmaking career 37 years ago at the age of 16, when he started out as a production trainee in the Bloom and Billet Mill. Since 1996 he’s been a caster for the Billet and Slab crew, but it wasn’t until 2 years ago that he considered a career after steelmaking.

Kevin said: “The inspiration to become a foot health practitioner came from my eldest son, Ian, who’s a physio. He spotted a niche in the market after seeing some of his patients’ ailments.”

Kevin immediately responded to this and began a distance learning course, studying in his spare time. In October 2015, after 2 years of study, he achieved 2 diplomas and qualified as a foot health practitioner. Kevin took voluntary redundancy the following

March and accessed funding through UK Steel Enterprise, who awarded him £1,000 to buy equipment. A grant from North Lincolnshire Council allowed him to invest in more training.

On 6 April ‘McBride Mobile Foot Care’ opened its doors. Paul Gainford, Slab and Billet Manager, said: “I’m extremely proud of Kevin for achieving his dream, especially as I know how hard he’s worked for it. It’s a brave and bold move leaving an industry you’ve been working in for a

long time but I’m pleased it’s paid off for him.”

Going forward, Kevin hopes to launch his website and expand his knowledge to offer a diverse range of treatments and advice.

You can call Kevin on 07514 383232 or email mcbridekjlj@btinternet.com. He’s offering second appointments half price to all British Steel employees and contractors, so if your feet have seen better days, give him a call!

Former Slab and Billet Team Member Kevin McBride has set up a foot health business after leaving the company in March

TOP CATIn Skinningrove, we’ve been working closely with Caterpillar (CAT) to deliver the first size in a trial order of rippershanks (the ground engaging claw-like device at the rear of a bulldozer). These come in 7 different sizes for CAT dozer production and we’re hoping to supply all of them if we can impress with our trial products.

The idea was generated as part of our ongoing new product development process and created into a strategy for our transformation programme.

The sizes of rippershanks vary depending on their application and the size of the dozer. It’s most commonly used to loosen the ground so the blade of the bulldozer can penetrate and fill quickly.

Peter Gate, Sales Director, said: “Ensuring the trial was successful is a very important step forward in our relationship with CAT. We have an opportunity to supply around 2.5kt per annum with the potential for that to increase to 4-5kt when demand levels return.”

The production of the trial products has been a real team effort and the Commercial, Manufacturing and Purchasing teams have worked closely together to get the project this far so quickly.

Earlier this year, our teams at Skinningrove completed the trial producing 16 multiple lengths of the product totalling more than 28 tonnes.

Arran Fewtrell, Product Manager, said: “There was very little scale on the hot bar after our bespoke descaling equipment had done its job. The shot blasted samples looked excellent and there were no defects or marks. The samples had their

critical dimensions recorded into our cold-profile gauge and were ‘bang on’. We then inspected visually by lifting them onto our hot inspection area where again the bars looked good in the red-hot condition. Three hundred millimetre hot samples were cooled and shot-blasted to check the surface quality, again giving good results”

Arran added: “When the rolling was completed I was really pleased with surface finish, corner radius and straightness as these must be right. We agreed we couldn’t afford any quality issues at all and following meticulous preparation and planning I was pleased to say we hadn’t had any.”

Products were successfully shipped to the processor in the USA in April. The next key milestone is to complete the formal Production Part Approval Process (PPAP) on this size before agreeing supply of the entire range.

Peter said: “The trials went really well – CAT has given us very positive feedback so far.”

The team is now looking forward to meeting with CAT in Peroria, USA, and visiting the processor in Wisconsin to do a detailed review of the product and establish the supply chain.

The hot bars produced at Skinningrove ready to become rippershanks

THE TRIALS WENT WELL, CAT HAVE GIVEN US VERY POSITIVE FEEDBACK SO FAR.

Peter Gate, Sales Director

£3m support fund creates jobsThe newly named British Steel Support Fund has already approved 3 applications. Almost £500,000 will be awarded to North Lincolnshire companies Moulded Fibre Products, Saxon Quality Foods and R J Engineering, creating 45 new jobs in the process.

Baroness Liz Redfern, chair of the British Steel Task Force, said: “This is great news and demonstrates the importance of the British Steel Support Fund in helping businesses within the British steel supply chain and other local businesses survive, grow and prosper – helping create and safeguard jobs.”

A further 3 applications will

be approved soon, creating 110 jobs and safeguarding an additional 71. All 6 projects have a total value of more than £890,000 and will generate more than £8.5m of private investment.

Liz added: “We’ll soon be considering a further 18 applications. Along with those already awarded, we’re helping create much needed jobs and demonstrating a real commitment to supporting British Steel.”

Paul Martin, HR Director, said: “We’re delighted to hear that the British Steel Support Fund is backing local business and helping generate these new jobs.

“The community in which

we operate is incredibly important to us and we wish these businesses every success with their expansion plans.”

Baroness Liz Redfern is the Chair of the British Steel Task Force

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NEW SUPPLY CHAIN STRUCTURE PUTS FOCUS ON CUSTOMERS

Right on the Mark Teesside Charity Fund closure

Customers are now firmly at the heart of our decision-making thanks to a new ‘supply and demand’ organisation created at British Steel.

As part of the business transformation plan, we’ve combined the traditional demand planning and supply chain roles into one, efficient team. The team now deals with the complete customer supply chain – from forecasting customer demand, planning steel make, rolling programme, finishing processes, stock management and finally, to customer delivery.

“This is a very positive change with benefits for our customers and our business,” said Craig Harvey, Supply and Demand Manager Rail. “By combining the supply chain and demand planning roles, we’ve now got visibility and control of the whole supply chain instead of managing each component separately.

“Seeing the big picture means we have the customer at the heart of our decision-making and can make informed, value-based decisions. Our supply and demand function is also providing a key link between the required high levels of customer service and manufacturing efficiency.”

Craig leads a team of 3 at Scunthorpe Rail and Section Mill (SRSM) – Natasha Pulham, Joff Leigh and Yvette McCormack. The team works hand-in-hand with our central supply chain and logistics team and with the mill manufacturing teams. Central steelmaking and the other British Steel mills have also

recently introduced supply and demand teams and are working in a similar way.

“We’re planning for both long-term and short-term horizons at Scunthorpe and we’ve also further strengthened the strong working relations with the Rail operations team at Hayange and the commercial team in Paris,” said Craig.

He added: “This new way of doing things is working well – we’ve had a number of people changes at the SRSM and we need to continue to work together to combine skills and experience.

“Through the transition to this single new function, we’ve continued to give our customers high levels of service – with a delivered on time and in full figure in excess of 99%.

“Moving forward, we’re looking to continue all of our activity with our focus firmly on the customer.”

Mark Thackeray, Senior Projects Engineer, has recently qualified as a chartered engineer with the Institution of Mechanical Engineers (IMechE).

Neil Curtis, CapEx Development and Delivery Manager, said: “Mark’s achievement shows what can be done if you work hard and show dedication to your role and the business. He’s a great example of what you can achieve if you put your mind to it. Many congratulations to him in achieving his goal.”

Working in the business for 22 years, Mark’s had many roles in key areas such as the Design department, Concast, BOS Plant, Scunthorpe Rail and Section Mill and the Scunthorpe Rod Mill.

Mark started his career in 1990 at 18 years old as an apprentice turner in the Central Engineering Workshop (CEW) where he achieved an HNC (Plant and Structural Engineering Higher National certificate). Mark continued his studies at Sheffield Hallam University and achieved a Bachelors Degree in Engineering in 2001, sponsored by our business.

Mark’s skills and business knowledge has now enabled him to complete an APM (Association of Project Management) qualification, leading to successfully gaining full membership of the association. Mark said: “I’d encourage engineers to pursue a professional qualification. It’s been a great experience and has really highlighted to me all of the things I’ve achieved over the years with the support of British Steel.

“Achieving professional status as an engineer and as a project manager has increased my confidence in my role, and can only go towards increasing confidence with our internal departments and external companies I work alongside.”

Well done Mark!

Earlier this year, we took the decision to close the Teesside Charity Fund as recent months had seen the charity pot funding dwindle. The fund was originally established several years ago as a joint initiative with SSI, where employees could contribute directly from their salary to support charities and initiatives local to Teesside.

Cheryl Owens, Chairperson Teesside Charity Fund, said: “It was a difficult decision, but Peter Hobson, our Trade Union Representative, Chris Bowers from the Beam Mill, and I decided it was time to close the fund because the contributions had reached such a

low level.”

Employees who previously contributed to the fund received a message in their payslip informing them their contributions will stop.

Cheryl said: “The remaining money will be distributed to the charities we’ve supported over the years.”

The fund has helped support numerous local charities including Zoe’s Place, the Handicap Fellowship and MIND.

If you have any questions about the fund, please email Cheryl Owens on cheryl.owens@longssteel.com

The Supply and Demand team at work at SRSM are (L-R): Craig Harvey, Yvette McCormack, Natasha Pulham and Joff Leigh

Mark is all smiles since achieving his chartered statusStaff and children from a Redcar nursery that flooded, one of the many charities supported by the Teesside Charity Fund

IT’S BEEN A GREAT EXPERIENCE AND HAS HIGHLIGHTED ALL OF THE THINGS I HAVE ACHIEVED OVER THE YEARS WITH THE SUPPORT OF BRITISH STEEL.

Mark Thackeray, Senior Projects Engineer

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POLITICAL CHANGEThe political landscape of Britain is under the microscope with ‘Brexit’ and leadership contests leading the agenda. The former will do so for years to come so it’s imperative British Steel – and our UK steel industry peers – continue to champion our people and our products.

Our business has been through great change and as we evolve we must maintain a close working relationship with government to get the support we need.

Trade body UK Steel published a blueprint for government explaining what steps it believes need taking to support our industry, while the implications of the referendum on Britain’s steel industry was the subject of a Westminster debate on the day David Cameron handed the keys of number 10 to Theresa May.

British Steel’s been among many industry leaders to address the All-Party Parliamentary Group on Steel MPs, while representatives from the Department for Business, Innovation and Skills recently toured the Scunthorpe site.

The message remains clear – we need a level playing field. It’s this call underpinning the main questions the steel industry has of Whitehall. So what are they?

• Business rates – brought in-line with European competitors

• Energy charges – the electricity price differential between UK steel producers and EU competitors is still £17/MWh

• Procurement – there’s a need to check new rules for public/private sectors are working with measurements put in place

• Capacity and capability – a call for the government to investigate the medium- and long-term future of the steel industry and give more support for training

• Research and development – greater access to funding to ensure competitiveness

• Strengthen fight against unfair trade – steel dumping

We need support – from our fellow steelmakers and the government – to grow our business and strengthen the UK Steel industry.

Cranford back on track for summer site tours

Anglers reel in donation for disability ramp

A loco that has been lovingly restored over a period of nine years will host visitors to our Scunthorpe site over the coming months.

Known as Cranford, the 92-year-old loco has been rebuilt by the Appleby Frodingham Railway Preservation Society and will return

to service for the first time in 45 years for

the organisation’s summer rail tours.

“The completion of this project follows

hundreds of hours of work by several

members of our organisation,” said

society operations coordinator Glenn

Britcliffe.

“Every single component of the loco has been refurbished or replaced with impressive results, ready for our forthcoming tours.” The rail tours take visitors around our Scunthorpe site’s internal rail networks, while the organisers provide commentary on the steelmaking process. The tours begin at 1.30pm and last approximately 2.5 hours.

You can book your ride by contacting the Brigg Tourist Information Centre on 01652 657053 or emailing brigg.tic@northlincs.gov.uk

A community organisation has improved the accessibility of its facilities for youngsters with disabilities with support from the GP Charities’ Group.

The Scunthorpe Pisces Angling Club provides coaching for dozens of youngsters from the Scunthorpe area. The club recently received a donation of a cabin from Hargreaves Industrial

Services and with a further £200 donation from the GP Charities’ Group, they’ve been able to equip the cabin with a specialist ramp to ensure the facility is accessible for children with disabilities.

“The new cabin will enhance the club’s offering to the community by providing an area suitable for classroom-based activities and

during wet weather,” said Trade Unions Delegates Secretary Ian Smith.

“It was important to the group to ensure the facility is fully accessible as they work with a number of youngsters with disabilities. I’m pleased we’ve been able to help them to make this happen.”

The newly restored loco takes visitors around the Scunthorpe site

Scunthorpe Pisces Angling Club has improved its accessibility with support from the GP Charities Fund

2016 RAIL DATES:• 30 July• 13 August• 20 August• 27 August• 10 September• 17 September• 24 September

David Atkin, Public Affairs and Media Relations Specialist

STEEL MATTERS / ISSUE 002 / 28/07/16

11BUILDINGSTRONGERFUTURES

Back of the net! Scunthorpe welcomes American visitors

Act FAST and save a life

Scunthorpe United’s new state-of-the-art stadium will be built using our steel after the Iron forged a new partnership with us. Our new logo will also appear on the League One club’s kit for the 2016-17 season.

Commercial Director Peter Hogg said: “We’re delighted Scunthorpe steel will be used in the Iron’s new stadium. It promises to be one of the finest grounds in the football league and makes sense we join forces.

“Scunthorpe steel is in many top-class sporting venues, including the Olympic Stadium West Ham United are moving into and Manchester City’s Etihad Stadium. While we’re a global company, support from the communities we operate in is crucial – this is a huge show of confidence in British Steel and the quality of our steel.”

We’ll also be working together on community projects, focusing on schools, education and training. Scunthorpe United Chairman Peter Swann said: “British Steel and Scunthorpe United are at the heart of the community and we’re proud to be working together.

“Everyone in the town was delighted when British Steel was launched on 1 June – we know how vital the business is to our local economy. Thousands of our supporters work at British Steel, have done so in the past or have friends and relatives with links to the industry, so it’s only right we support an organisation that means so much to this area.

“Our decision to use British steel from Scunthorpe isn’t based on sentiment alone. British Steel has a global reputation for producing the highest quality steel and we want the best for our club

– that’s what British Steel provides.”

The steel for the new stadium will be made in Scunthorpe and rolled at Teesside Beam Mill.

Scunthorpe Site Multi-Union Chairman Paul McBean said: “British Steel and Scunthorpe United make a great team. I’m sure the Scunthorpe United fans who work at the Scunthorpe site will be delighted knowing when they cheer on the Iron in their new stadium, they’ll do so proud in the knowledge they helped build it.”

A group of iron and steel professionals from America and Europe recently visited our Scunthorpe site as part of a study tour of the UK.

Members of the AIST – the Association for Iron and Steel Technology, based in the USA – approached British Steel for a tour as part of a trip to the UK in June. The group is equivalent to the IOM3 – The Institute of Materials, Mining and Minerals – in the UK and has links to us through the Lincolnshire Iron and Steel Institute (LISI).

Dr John Middleton organised the tour for AIST as he worked at the Scunthorpe site

between 1962 and 1972. They wanted to visit the site to see how a large-scale operation works as the members are mainly from special steels and foundry backgrounds.

Claire Freeman, former LISI Secretary, hosted the visit. She said: “The group was excited to visit our Scunthorpe site and even more so following the recent launch of our new company, British Steel. They were impressed with the scale of the operation, the range of products we produce here and the demanding and prestigious applications our customers use steel for.”

A stroke is the leading cause of adult disability in the UK, but it can affect anyone of any age. There are 2 different types of strokes, both having life-changing effects. When a stroke strikes, it’s important to act ‘FAST’.

Sharon Smith, Occupational Health Manager, said: “The sooner a stroke is spotted and the emergency services are called, the less damage will be caused to the person’s brain. It could be the difference between life and death. If you see signs of a stroke – act FAST!”

There are 2 different types of strokes: • Ischaemic stroke – an artery is

blocked due to blood clots • Haemorrhagic stroke – an

artery bursts and there’s a bleed on the brain

A stroke is caused by a blockage to the brain, usually blood clots or a bleed disrupting the brain’s blood supply. This leads to the brain cells being starved of oxygen and nutrients, causing damage to the brain tissue.

There can be long-term life-

changing effects from having a severe stroke, depending on what area of the brain is starved of blood supply, including memory problems, incontinence and loss of use of one side of the body.

To reduce your risk of having

a stroke, make positive lifestyle changes such as quitting smoking, losing weight and living more healthily.

For more information, please contact the Occupational Health team, your GP or GP practice nurse.

(L-R): AIST Technology Committee Staff Engineer Pat Philbin, Former LISI Secretary Claire Freeman and AIST Specialty, Alloy and Foundry Technology Committee Member John Middleton

Act FAST when you see signs of a stroke (picture courtesy of the Stroke Association)

SPOTTING A STROKE EARLY COULD BE THE DIFFERENCE BETWEEN LIFE AND DEATH.

Sharon Smith, Occupational Health Manager

ACT FAST: WHAT TO LOOK OUT FOR

FACE Has their face fallen to one side? Can they smile?

ARMS Can they raise both arms and keep them there?

SPEECH Is their speech slurred?

TIME TIME to call 999 if you see any of these signs!

When you’re on British Steel sites, please follow the local emergency procedure.

Scunthorpe Site Multi-Union Chairman Paul McBean (left) and Scunthorpe United Chairman Peter Swann with the new British Steel home and away shirts

STEEL MATTERS / ISSUE 002 / 28/07/16

BUILDINGSTRONGERFUTURES12

Care has been taken to ensure that the contents of this publication are accurate, but British Steel UK Limited and its subsidiaries and associated undertakings (having the meaning set out in the Companies Act 2006) do not accept responsibility or liability for errors or information that is found to be misleading.

WE WANT YOUR STORIES! This is our paper and we want to hear from you about what you’re up to at work and out of work. We want suggestions, feedback, business stories and personal stories that you’d like to share. Please contact the Communications team at communications@longssteel.com or call coten 234 5788.

Cash given to cancer charity

Apprentices lend support to retired steelworkers

SOLID GOLDWere you a winner?

Kind-hearted employees and contractors, who received recognition and a financial reward following their handling of a fire at our Queen Victoria blast furnace, have handed over their cash to charity.

The 10 employees and Tube City contractors were working on the furnace in February when a fire broke out on the Tube City mobile excavator machine. Their quick-thinking ensured minimal damage and earned them a nomination for reward and recognition. “Without the actions taken by those involved, the incident could have had a much bigger impact on our business,” said Blast Furnace Manager Remo Sisi.

“Instead they ensured the fire was safely put out and prevented damage that could have run into several thousands of pounds.”

The team involved collectively decided to donate their £50 award to Macmillan Cancer Support to help Team Member Ryan Moore, who was doing a sponsored walk for the charity in memory of his mother.

Our apprentices have been lending their support to retired steelworkers by volunteering to take on a range of tasks in and around their homes.

Ten first-year apprentices cleared paths, stripped wallpaper, painted sheds and generally tidied up the shared garden area at the Jubilee Cottages on Brumby Wood Lane in Scunthorpe, where long-serving retired steelworkers live.

Adam Walton, 20, a mechanical apprentice, said he welcomed the chance to volunteer in the community as part of his 3-year training course.

“It’s nice to get out of the workshop from time-to-time and do something a bit different by helping the company to support the local community” said Adam.

“The people who live here have worked hard for our company and we’re only too happy to be able to give something back by

completing a few jobs for them.”

As a company we strive to play an active role in supporting the communities in which we operate with a programme that provides financial and in-kind support to local community initiatives. This includes

opportunities for teams of employees to volunteer in the community to improve the lives of our neighbours.

John Cook, 74, was grateful for the support offered by the apprentices. He said: “These cottages were built in 1935 and it can be

hard to keep on top of the maintenance so it’s brilliant to get support from British Steel and the apprentices.

“It also gives the apprentices an insight into the history of the cottages and the company’s role in the community.

“It’s been nice to see the younger employees of the company giving something back and it’s really taken me back to my days as a technical apprentice.”

There are currently 152 apprentices employed across our Scunthorpe and Teesside sites, many of whom have been involved in supporting community initiatives in recent years.

For information about opportunities to get your team involved in a community volunteering project, contact Community Liaison Manager Rebecca Slater, rebecca.slater@longssteel.com

Teesside Beam Mill received a Royal Society for Prevention of Accidents (RoSPA) gold award for achieving a very high level of performance, demonstrating well developed occupational health and safety management systems and culture, outstanding control of risk and very low levels of error, harm and loss.

The award was presented by representatives from RoSPA during a ceremony at the Hilton Metropole NEC, Birmingham, earlier this month.

Trade Unions Delegates Secretary Ian Smith said: “This year’s summer draw had 18 cash prizes ranging from £250 to £1,500.

“I’d like to thank all our members of the Scunthorpe Omnibus and Holiday Pay Scheme for their continued support, without which none of these prizes and continued charity donations would be possible.”

Some of the 10 employees and contractors who donated their reward to charity in support of Ryan Moore (pictured far right)

First-year apprentices Adam Walton, left, and Lewis Thompson volunteered at the Jubilee Cottages to support retired steelworkers

(L-R): First-year apprentice Lewis Thompson, British Steel Technical Training Delivery Manager Andrew Stagg and retired steelworker John Cook

Product Director Sections and Special Profiles Richard Sims (second from the right, front row) receiving the award with Teesside Beam Mill team members

Winners of the 2016 Scunthorpe Omnibus and Holiday Pay Scheme summer draw