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03Brett: Delivery is key to growing volume, increasing profitability

Liz Johnson

07Babe Ruth, “Man of Steel”The “Sultan of Swat” worked for Bethlehem Steel

Jon Kaplan

07This is usOur connection to Batesville Casket Company

David Helsinger

10October is Energy Awareness MonthMaking strides toward sustainability

Our contributors

04Protect your handsAvoid amputation risks

1 | ArcelorMittal USA | September/October 20171 Company 1 Community 1 Magazine2

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

Global News>

The world’s population, which is already over 7.5 billion, is expected to top nine billion by 2050. If we break these figures down by day, it means humanity adds nearly 220,000 people to its ranks every single day. All these people want better lives.

More people, wanting more things, means more resources are required to meet those expecta-tions – three planets worth of them, in fact, according to the World Wild Fund for Nature, if everyone on the planet lived the lifestyle we enjoy in Western Europe. The problem is, our resources are finite and cannot grow in-line with such demands.

So, what’s to be done?Create a circular economy.Before I explain what the

circular economy is and what it means for ArcelorMittal, let me take you back in time to set the scene for the ‘hallelujah moment’ Ellen MacArthur experienced during her successful attempt to break the world record for the fastest solo circumnavigation of the globe in 2005:

“When you sail around the world, you take everything you need and when you’re at sea for three months… you realize what finite really means. What you have is all you have, there simply is no more. When I stepped off the boat at the finish line, I realized that our global economy is no different,” said MacArthur.

So, she started the Ellen MacArthur Foundation which works to accelerate the transition to a circular economy. The foundation

defines the circular economy as:“Looking beyond the current

‘take, make and dispose’ extractive industrial model, the circular economy is restor-ative and regenerative by design. Relying on system-wide innovation, it aims to redefine products and services to design waste out, while minimizing negative impacts. Underpinned by a transition to renewable energy sources, the circular model builds economic, natural and social capital.”

In other words, in a circular economy, resources go around and around and as a result, waste ceases to exist.

Enter the three ‘Rs’ we all recognize: reduce, reuse and recycle.

But what does the circular economy mean for ArcelorMittal?

We contribute to the three Rs in three different ways: our products, our processes and through new business models and collaborations.

Let’s start by exploring the recyclability of our products – in this regard, steel was born lucky, so to speak, because of its inherent properties as a perma-nent, versatile, infinitely recyclable material. Then there’s its magnetic properties which allow it to be easily separated from waste streams. All of this combines to make steel the material of choice for the circular economy.

In fact, the European Environment Agency (EAA) used steel as the example of resource efficiency in its 2015 report, “The European environment

– state and outlook 2015.” It’s easy to see why they would single out steel here, when you compare its recycling rate of 87 percent to those of aluminum (67 percent), concrete (20 percent) and timber (13 percent).

But with recycling rates already at 90 percent in some countries, we’re nearing the limit of the potential to drive further progress here, so we’re also looking at how we can develop products which do more with less. Each new generation of steel we produce, for every application you can imagine, is stronger and more flexible. This means we need less and less steel to meet people’s needs.

This brings us nicely to the next R, reduce.

I’ve already mentioned how we’re developing new steels to reduce the amount of it we need to get things done. When it comes to reducing the amount of raw materials and energy we consume through our processes, I’m pleased to say we have made significant progress there too.

According to data from the Worldsteel Association’s 2016 report “Steel – the permanent material in the circular economy,” the efficient use and recovery of energy has enabled steelmakers to reduce the energy required to produce a metric ton of steel by 60 percent since 1960. Much progress is being made on reducing our water use too. For example, our Brazilian facilities have collectively reduced the amount of water they use by 15 percent between 2015 and 2016.

By making our processes more efficient, we’re reducing our CO2 emissions too, and are on track to meet our target of an eight percent reduction, from a 2007 baseline, by 2020. This is a more ambitious target than it sounds because our processes are already so close to benchmark performance, but we are on track to achieve it.

Even with today’s best technology, we do not have all the answers.

We still need carbon in our blast furnaces to produce the chemical reaction which transforms iron ore into pig iron. Although the ambition to develop a breakthrough carbon-less technology is the ultimate objective for the industry, it is not yet achievable, and indeed is a long way off.

Because the world is consuming more new steel than the scrap it generates, the electric arc furnace (EAF) route, which replaces iron ore with scrap when making steel, cannot keep pace with today’s demand. According to a third-party report we commissioned on resource efficient steel production, there will only be enough obsolete scrap to enable flat products to be made from this route after 2050. The same report finds that steel made from scrap will only become predominant by 2070.

This means we will have to continue to use blast furnaces for the next half a century, unless a breakthrough technology for carbon-free steelmaking cuts that timeframe. It also means we have to find useful ways to use the carbon we generate in the meantime, through a process called carbon capture and utilization (CCU). Our partnership with LanzaTech is helping us do this and brings me nicely onto the third prong of our circular economy approach – collaborat-ing to reuse our by-products.

Our blast furnaces make steel, but they also make carbon, slag, dust, sludge, heat and gases for us to reuse.

We already share

by-products like heat with local communities and use our process gases to make electricity for the national grid, but, as alluded to earlier, we are keen to do much, much more with our by-products through new partnerships.

I recently had the opportu-nity to talk to environmental specialists for Airbus about our collaboration with LanzaTech to recycle our carbon gases into ethanol, which then could be made into car or even jet fuel. They too are looking at this technology as a solution to their challenges. A combustible alternative to fossil fuel is very compelling for them because planes will not fly on solar energy, nor energy created from wind turbines.

We have also been repurpos-ing other substances which had been considered waste, into usable commodities, either to use ourselves, or to sell on to others, with the objective of producing zero waste. For instance, slag can be made into cement, wind-screens, insulation and fertilizer.

Ever the innovators, we’re

taking the idea of reusing by-products to make useful new things a step further, thanks to the Low Carbon Technology Partnerships Initiative. We launched this in partnership with the cement and chemicals industries in November 2016. With our partners Evonik, LafargeHolcim and Solvay, we are looking for potential synergies between the manufacturing processes of these three energy intensive sectors. We’ll then collaborate to find a way to harness those synergies through cross-sector partnerships – like this one – to reduce CO2 emissions.

Another avenue we’re exploring on the theme of reuse, is new business models which promote reuse, such as leasing.

We already successfully lease sheet piles for temporary use. Leasing, rather than selling sheet piles, allows them to be reused again and again without additional processing, saving the environmental footprint of remanufacturing them into something else once they’ve

served their initial purpose.In the future, we may

also lease steel for dismantlable buildings. Technically, designing such buildings for reuse is easy. The challenge is incentivizing the market to lease steel for this purpose.

At the moment, a structure’s steel components only represent two percent of the cost of a building, so the market has little appetite for reusing steel in this way. For the idea to take hold, there would need to be legislation that rewards buildings with low embedded energy and carbon.

We’re working to ensure public policy helps us to transition to a circular economy. The EU Action Plan for the circular economy is playing a part in that, but that’s an article for another day.

Until then, I invite you to reflect on the products, processes and business models we as a steelmaker can adopt to drive further efficiencies, as we work our way toward becoming a zero-waste company in a zero-waste world.

Steel 360: The circular economy and why steel is an ideal material to support itAlan Knight, general manager, head of corporate responsibility and sustainable development explains what the circular economy is, what it means for ArcelorMittal and why all of this matters.

Circular Economy

Global News>

Mr. Mittal’s letter looking at the results for the second quarter and first half of 2017 have been posted on myarcelormittal.com, along with a corresponding video message.

The highlights:• LTIFR of 0.78 in the first half, stable compared with 1H 2016• First half Ebitda of $4.3 billion, 61 percent, higher compared with 1H 2016• Net income of $2.3 billion in 1H 2017, a more than three-fold increase on 1H 2016• Further progress in net debt reduction; net debt decreased to $11.9 billion at the end of H1,

$0.8 billion lower year-on-year• Steel shipments in the first half of 42.5 million metric tons, 1.2 percent lower than 1H 2016 on a comparable basis.

While noting a strong financial performance in the first half of the year, Mr. Mittal notes that the one area in which our company’s performance is deteriorating is health and safety. Although our lost-time injury frequency rate for the first half of the year was stable with that achieved in the first half of 2016, there have been more fatalities during this period, 12 compared with seven in the same period last year.

Q2 and H1 results: Mr. Mittal’s letter to employees

ArcelorMittal chairman and CEO Lakshmi Mittal

http://myarcelormittal.com


John Brett

By now, all of you know we have made decisions that are reshaping and optimizing our assets here in the United States. Many of the physical changes that occurred at Indiana Harbor, including the recent idling of No. 2 steel producing are now complete. However, there are many more improvements, such as the delivery initiative, that are underway and will afford us the ability to better serve our customers and take advantage of market opportunities when presented.

These efforts are meant to build a more sustainable business for the future enabling us to capitalize on favorable market conditions, like the strong pricing environment we experienced in the first half of the year. Unfortunately for Q2, strong pricing was offset by our lower than business-plan volume and higher than business-plan spending, particularly R&M and SRE. While we were slightly ahead of business plan in terms of revenue, we did not capitalize on the opportunities before us. We must improve our reliability to be a better supplier to our customers in order to increase our volume. We cannot rely on market driven price increases to solidify our sustainability.

One of the ways in which we will increase our profitability – and one of our Action 2020 priorities – is volume growth. While we have plans in place to capture additional volume, one of the barriers for us in the United States is our sub-par delivery performance. To start improving our delivery, we must change our perception of our performance and the methodology we use to

measure it. We must shift from internally focused delivery metrics to those that are customer centric. We can no longer determine our success without viewing our performance as our customers do. This requires us to listen and involve our customers and consider their expectations and observations. While seemingly simple, this will require significant shifts in our operations, our processes and our attitudes.

The delivery performance team, now led by Gary Mohr, launched in early 2016 and focuses on three key areas – metric development, order setup and order execution. For the last 18 months, the team has been analyzing the current processes and making recom-mendations. We are now shifting from analytical mode to imple-mentation mode and activating process changes.

With the automotive market tapering, we must also be proactive in securing other new or expanding markets to support volume growth. As just one example, ArcelorMittal USA is working to promote our leader-ship in producing American-made hot-rolled coil and steel plate for line pipe, which is used to gather, transport and distribute oil and natural gas. The line pipe market is expected to grow significantly in the next few years due to new construction and maintenance projects. According to Simdex Future Pipeline Projects Worldwide Guide, there are more than 26,000 miles of pipeline projects planned in the United States valued at $51 billion.

As a major United States producer, coupled with our R&D expertise, robust product offering and proven experience – ArcelorMittal USA is well- positioned to serve this

growing market. Not surprising, the U.S. line

pipe market has been negatively impacted by imports in recent years. In 2016, imports accounted for nearly half of the U.S. line pipe demand, according to Preston Pipe and Tube. While trade cases have offered some relief by reducing the volume of dumped and/or illegally subsidized imports of hot-rolled coil and plate, products used in the production of line pipe, more

must be done to level the playing field across all products. Research shows that cold-rolled and coated steel imports have increased 44 percent and 26 percent respectively over H1 2016 quantities, to levels higher than the peak of 2014.

In addition to imports, rising domestic supply from the Big River steel mill and the restart of the hot strip mill at USS Granite City will increase the competition in the domestic market, especially

for hot-rolled products. As we head into the final

months of 2017, I want to remind everyone to remain focused on our own safety and the safety of those around us. Please be diligent about improving how we work and think in ways that will enhance our operating reliability and delivery perfor-mance, without compromising safety. Our collective actions and commitments – coupled with the Action 2020 progress to date

– will lead us to sustainability, as long as we stay the course.

Finally, congratulations again to the scientists and technicians at our Research and Development Center in East Chicago on 50 years of innovation. R&D’s mission is to develop products that create value for customers and expand the use of our steels worldwide. Their efforts continually reinforce ArcelorMittal’s leadership in the steel industry here in the United States, and across the globe.

John Brett, CEO, ArcelorMittal USA

Delivery is key to growing volume, increasing profitability


Liz Johnson

Amputations are among the most severe and disabling workplace injuries and often result in permanent disability. Unfortunately, they are wide-spread in industry. About 44 percent of all workplace amputations occur in the manufacturing sector.

Already this year, ArcelorMittal employees at Burns Harbor, Warren and Steelton have lost one or more fingers in incidents at work. It is vitally important that we all work together to safeguard equipment and protect employees from amputations.

An employee at Warren lost two fingers in an incident on the job and doctors were unable to reattach them. For that employee and his co-workers, this is a devastating situation.

“It is something dramatic, something that will change lives forever,” said Charles Russell, safety manager at Warren, “I can’t speak enough about being careful, not putting your hand in any pinch

point, not allowing yourself to become unaware of your surroundings. Safety has to be paramount in any job that you do.”

At Burns Harbor, an MTM lost several fingers while working on a screw conveyer.

“It is certainly a traumatic incident for the injured and the people working with him and for me,” said John Mengel, vice president and general manager at Burns Harbor. “I was sick just thinking about it and I still think about the loss that individual suffered in this plant.”

Anyone responsible for the operation, servicing and maintenance of machines that have a built-in risk of amputation should be vigilant and make sure all proper controls are in place to safeguard the operator.

In addition, employees must be able to recognize contributing factors that can lead to amputa-tion, such as specific employee activities, the mechanical components of machinery and the mechanical motion that occurs when the equipment is in operation.

Proper housekeeping can be an important part of preventing

serious injuries in the workplace but, ultimately, training is key to prevent injuries.

“We have several practices and procedures in place that are aimed at avoiding these types of

injuries, particularly no-touch tool procedures as well as lockout procedures,” noted Keith Howell, COO, ArcelorMittal USA. “It’s very important that we take time to think about the hazards that we’re

dealing with and use these procedures to develop the safest way to do jobs to avoid these types of injuries in the future.”

Avoiding these injuries must be a team effort. All employees

should be part of the solution and must always be identifying and controlling hazards that could result in an amputation.

[email protected]

Protect your hands to avoid amputation risks

Kelly Nissan

While lost time injury rates for the United States continue to decline – a 54 percent reduction in LTI frequency rate since 2012 – we still face challenges in creating a zero-accident workplace.

In an effort to keep employees safe along the Journey to Zero, Riverdale plant employees reviewed trends – including near miss reports – and asked a question: How can we prevent trends from becoming accidents? They identified an opportunity for improvement around soft tissue injuries.

“I learned about a training called MoveSMART®, which focuses on body positioning during a benchmarking exercise,” said Mark Dutler, operations manager, ArcelorMittal Riverdale. “So, we engaged them to implement the program with a goal of avoiding injuries.”

According to the MoveSMART website, the program can reduce injuries by providing high-level mental

and physical tools people need to dramatically reduce injuries and to take personal control of their own safety. It’s a system for taking safety performance and culture past plateaus to a much higher level.

“It’s different from an ergonomics training,” said Todd Meloy, safety manager, ArcelorMittal Riverdale. “MoveSmart concepts teach body positioning techniques. You’re not learning how to move your body for a specific job – which is what ergonomics teaches – but rather how to achieve strength and stability in your position to do the movement safely. So, what you learn is transferrable to all job tasks which require that body position.”

Professionals from the MoveSMART program spent two days at Riverdale gathering data. They spoke to employees, observed work activities and took pictures, all used to develop a train-the-trainer program for the plant. Employees from different areas in the plant went through the training and will go back to their respective areas and train

the workforce. “Speaking from my own

experience,” said Meloy, “when you use the techniques and feel the difference it makes, it’s hard to argue that you can’t benefit from what you’ve learned.”

The training is very hands-on and includes many demonstrations.

“While the techniques won’t necessarily prevent all soft tissue injuries, it gives employees a better chance to stay injury-free with this tool in their safety toolbox. And they can be used in all facets of life, not just while at work,” said Gary Bender, USW Joint Health & Safety coordinator, ArcelorMittal.

This is one way Riverdale is helping ArcelorMittal achieve one of “The 10” sustainable development outcomes: Safe, healthy, quality working lives for our people.

[email protected]

Training provides mental and physical tools to avoid injuryHealth and Safety>

Strength and control

1. Safe, healthy, quality working lives for our people

MoveSMART® Foundation ModuleQuickly learned methods for preventing strains and sprains through techniques for transferring forces away from vulnerable areas of back, shoulders, neck and knees. Four-step plan for personal control, increasing leverage and strength, balance and coordination in daily at-risk tasks – as well as getting better at favorite at-home sports and activities. These methods result in immediate improvements, helping people live and work “Safer, stronger, and more in control™.”

Objectives • techniques for reducing wear,

tear and strain • principles of positioning for

best leverage • how to spread workload forces • easy re-energizers to help

workers stay fresh • strategic four-step plan for

personal safety • how to apply these techniques

to specific work applications

© 1997-2017 Strategic Safety Associates, Inc. (SSA®). All rights reserved. MoveSMART® is a registered trademark of SSA.

Hazard analysis for hand safety• Conduct a review of injuries/incidents reported.• Conduct analysis of hazardous chemicals

and PPE assigned in the workplace.• Complete a physical hazard assessment

of entire work operation (electric, crush, amputation, caught in, struck by, hot/cold surfaces, laceration, chemical exposure).

• Preview PPE/tools assigned to each risk type.• Review work practices for any hazards,

with the goal of preventing hand injuries.• Conduct a machine guard program review

and inspection.

Kelly Nissan

Over the last few years, I/N Tek and I/N Kote has been working to replace all 19 of the automatic guided vehicles (AGV) in the plant. A cross functional team worked together on the project which is

considered one of the most critical upgrade projects ever attempted at the New Carlisle facility.

In this fully automated system, a crane places a coil from the continuous descale cold mill (CDCM) onto a coil skid. The AGV picks the coil up and moves it to the automated storage and

retrieval system (ASRS). The continuous anneal process line (CAPL) and the continuous galvanize line (CGL) call out the stored coils. The AGV returns to the storage area and moves coils out of the ASRS to the entry skids of the respective core lines. All of these moves are computer controlled.

“The original AGVs were 25 years old. They were becoming the Achilles heel of the operation, causing numerous shutdowns and interruptions,” said Mike Utterback, division manager, cold rolling and annealing. “Replacing them was extremely important to the division.”

The AGVs were designed specifically to meet the needs of the plant.

“We weren’t buying something off the shelf,” said Jack Totten, process systems analyst, IT. “Our team designed these vehicles, so that added to the timeline – about two years from start to commissioning.”

As the project leader, Totten involved many department experts in the design process including mechanics, electricians, computer technicians, operators and engineers.

“One of the contributions from the maintenance team was the idea to include hydraulic jacks on each corner of the AGVs,” said Totten. “They can easily be lifted up to do maintenance without having to manually jack them up. That makes them safer to work on.”

In fact, there are several safety features built into the

AGVs. They have waist-high laser sensors and another one near the floor. They scan about 180 degrees from left to right sensing anything in their path.

“If you get too close, the machine will automatically stop and not move again until someone comes out and manually resets it. It’s a good safety feature,” added Totten.

Each AGV has an audible alarm system and an emergency E-stop button on every corner.

“The project team did an excellent job in addressing all the needs originally identified at the start of the project,” said Tom Kramer, project manager. “They were able to work with the supplier to develop a vehicle that is superior in every way to those replaced.”

With fluid movements, which resemble a precisely choreographed ballet, a coil comes off the tandem mill by an automated crane. It goes into a saddle. The saddle is equipped with coil sensors, and that’s how the AGV knows there’s a load to pick up. The AGV follows red markers on the floor, which indicate position. The AGV follows the path based on computer-generated directions. The ASRS

stores the coil in the appropriate bin location, and it’s tracked by the computer system. When the coil is needed, the computer tells the crane where to go to retrieve it.

Automation makes the entire process reliable, efficient and, often times, safer than using people to do the work.

“We have virtually no coil damage. We know where every single coil is located at any given moment. There’s no writing down where you put a coil and who’s keeping track of the list,” said Totten.

The first five of the 19 to be replaced were put into service in January. While there have been some corrections, the units have operated better than expected.

About $5 million has been invested in this upgrade. Managers from other ArcelorMittal plants have visited I/N Tek and I/N Kote to investigate the probability of duplicating this effort in their own plants.

[email protected]

Upgrades improve safety, reliability and productivity at I/N Tek and I/N Kote

Automated coil movement at I/N Tek and I/N Kote makes the entire process reliable, efficient and often-times safer than using people to do the work.

Investment>

7. Supply chains that our customers trust

https://www.youtube.com/watch?v=lShlVCnyYgY


team was imperative. Poling was the lead designer, Thakkar did all of the programming and automation, and colleague Rich Moore, MTM, completed all of the fabrication and installation.

“Any time we do a project like this in-house, using our own talent and expertise, it is preferred,” Moore proudly stated. “This system keeps people away from the coils and also eliminates the tripping hazards of walking up and down the stairs repeatedly to manually label the coils.”

The new system uses state-of-the-art technology, including a single ethernet cable and a touch screen control panel programmed by Thakkar.

Also, some of the labeling systems researched by the team worked by moving the entire printer to the product to place the label. This wasn’t good for labeling steel coils because the label needs to be applied on the inside of the coil, not on its top. Plus, moving a heavy 175-pound printer to and from the coil didn’t make sense to the HDGL team.

Their inventive idea was to position the label printer away from the conveyor platform and develop a “pick and place” robotic arm to take the label from the printer to the inside of the coil.

Again, this means an employee can safely service the printer without having to get up near the coil conveyor.

“Another feature we added was a bar code scanner. We have had issues in the past with coil labels getting switched or misplaced, which presents a serious problem for our custom-ers. This system includes a long-range bar code scanner that reads the label on the way out to verify that there is a label and that the coil number matches the tracking system. A flashing green light notifies the operator that the coil is labeled and ready to pick up. A flashing red light indicates there is a problem with the label,” explained Poling.

The labeling system can run for nearly two weeks before needing a label refill. So far, thousands of coils have been safely labeled with the new system.

“Some of what we’ve learned and demonstrated here can be applied elsewhere in the finishing division where coils are labeled, or other manual processes can be automated to make the work safer,” said Poling.

[email protected]

Kelly Nissan

On May 31, No. 2 steel producing at Indiana Harbor cast its last heat, thus ending a 93-year tradition of steelmaking in that shop. Retirees came back to commemorate the event – sharing stories, hugs and handshakes. Idling the shop signaled the last item on a list of major initiatives employees at Indiana Harbor took to fulfill Action 2020 obligations.

Significant investments have been made to create a new production footprint in the United States in order to fulfill Action 2020 goals. The term “footprint” refers to asset optimization – a plan in which we are investing in some facilities, while idling some redundant ones. The main focus of this activity has been at Indiana Harbor. Action 2020 is a strategic roadmap for ArcelorMittal, which

seeks to deliver real financial improvements in the United States. It emphasizes cost competitive assets operating at higher levels of productivity and yield.

“We’ve completed the major projects and employees have done them safely, on time and within budget,” said Wendell Carter, vice president and general manager, ArcelorMittal Indiana Harbor. “But we’re not finished yet. We continue to work toward lowering our operating costs, growing productivity and completing the remaining projects as outlined.”

The collective result of all the Action 2020 projects across the United States will improve the cost structure of ArcelorMittal USA by $230 million per year. It will also improve steel and hot rolling utilization rates from the current 60-70 percent to more than 98 percent by 2020.

Indiana Harbor employees

contributed to these goals in a variety of ways, and they are beginning to see benefits of the footprint projects. Examples of the major investment projects executed over the past few years include:• ramp-up in volume through the No. 5 pickle line and the 80" tandem mill in east finishing to lower the cost of cold rolled products • significant improvements in many areas at the 80" hot strip mill to supply substrate – impor-tant to appliance, automotive and service center customers • BOF hood replacements at No. 4 steel producing to produce 3.2 million tons of surface critical quality steel for automotive, appliance and tin can applications• upgrade on No. 2 continuous caster machine and refining areas at No. 3 steel producing to improve capability and reliability

“Along with the investments, came idling some shops, like

No. 2 steel producing,” said Carter, “and that’s never an easy decision. Employees met the challenge with good attitudes and professionalism. Quality standards were maintained and customers were not impacted. No one was laid off as we structured idling in line with attrition.

All affected employees were offered new opportunities as we shifted focus to different operating units.”

The changes across the United States are all exciting and they set the foundation for a sustainable future. We are ahead of our Action 2020 targets, and have earned the confidence of our corporate leadership.

[email protected]

From left to right: Rich Moore, Alan Poling, Shailesh Thakkar.

A robotic arm places an identification label on the inside of a coil.

Action 2020 is an asset optimization plan in which we are investing in facilities and at the same time idling some redundant ones such as No. 2 steel producing at Indiana Harbor. Retirees were on site for the last heat. They watched as operators throttled down the strand and closed the tundish gate for the last time. The end of an era closed with handshakes and hugs after the last ladle was emptied.

Summer Paris

When a finished steel coil exits ArcelorMittal Cleveland’s hot dip galvanizing line (HDGL), it pauses on a conveyor to get an identification label before it goes into the shipping warehouse. For years, these labels were applied manually by an employee who would get the tag from the printer, walk up a set of stairs to the elevated coil conveyor, and manually peel and stick the label in the inside diameter of the proper coil.

“After seeing an accident with a 20-ton coil flipped on its side while someone was near the conveyor platform, I knew we needed to design a better solution to distance employees from the coil conveyor. No one was hurt in that incident, but I could see the risk and I knew we could make it safer,” said Alan Poling, systems engineer.

So, Poling and Shailesh Thakkar, senior maintenance engineer, set out to find a solution.

“When there is an issue on the line, it’s our job to figure out how to stop it and keep the line running. This is what we do, we look for problems and design solutions,” said Thakkar.

Poling searched for an automatic labeling system that could replace the need for an employee to manually place the label. He was surprised to find that there was nothing commer-cially available that would meet the HDGL’s needs. Hiring a firm to custom design and build the system they needed would be far too expensive.

“So we changed direction and decided to design our own labeling system in-house,” Poling said.

As with any engineering challenge, assembling the right

Engineering for safety: team designs solution for coil labeling

Production>

Indiana Harbor completes major footprint projects

The back surface of a door with the carbon fiber spray.

Lightweighting>

New technology could reduce vehicle weight by an additional 15 percentHeidi Umbhau

In the constant quest for making cars lighter to meet stricter fuel standards, ArcelorMittal R&D, the Ford Motor Company and Diversitak, Inc. partnered in an independent study to learn whether they could reduce steel gauge and still meet automakers’ requirements by using a new technology. It’s a carbon-fiber spray applied to dent-prone spots in a current vehicle.

The roof in the test vehicle was reduced in thickness from .75 millimeters to .65 millimeters.

Then Diversitak’s carbon fiber spray was applied to ArcelorMittal bake-hardenable 210 grade steel. The results were excellent, with the carbon-fiber reinforced steel meeting all requirements for stiffness and dent resistance.

The great results caught the attention of Light MAT (Lightweight Materials National Laboratory Consortium), a government entity dedicated to developing and testing lightweight materials for industry. A two-year, $300,000 grant was given to Oak Ridge National Laboratory and Idaho National Laboratory to continue the testing started by ArcelorMittal, Ford and Diversitak.

Michael Lizak, global technology coordinator for automotive at ArcelorMittal R&D says, “This is a very exciting project for us. It could reduce the weight of a vehicle by a whopping 15 percent if the technology is applied to the doors alone. Government funding for this steel-based project underscores the importance and viability of advanced high-strength steel as an automotive material.”

As for what happens next, Lizak says, “Information will be shared with us in the labs, but hopefully this technology actually makes its way into future vehicle production.”

The dual phase 500 steel used in this project will be used for hoods, doors and decklids, or liftgates.

The two labs involved will do a complete study, which can then be presented to automak-ers as they plan for lightweight-ing future fleets.

[email protected]

Each summer, the Indiana Harbor Safety Awareness Committee organizes a group of volunteers who increase awareness about rail crossing and general driving safety during Operation Lifesaver. Motorists are stopped at road crossings and intersections. They are reminded that headlights should be on while in the plant and seat belts fastened; no cell phones are permitted while driving, and to stop, look and listen at railroad crossings. The face-to-face interaction reinforces the importance of this message.

Safety>

Operation Lifesaver at Indiana Harbor


Cross-functional teams lead improvement projects in ColumbusSummer Paris

ArcelorMittal Columbus has tackled several impressive improvement projects this year, and a team-based approach has been key to success. Two specific projects showcase how management and operators working closely together have been able to solve difficult problems and drive improvements in quality and productivity.

As one example, a cross-functional team at the facility used sheer ingenuity to reduce roll changes at the temper mill significantly. This has resulted in better product quality, improved productivity, and notable cost-savings.

Ingenuity to address quality issue at temper millArcelorMittal Columbus produces high-value, coated steels for our automotive customers, so ensuring product quality is paramount. Coils are inspected and re-inspected to ensure customers only receive the top-quality product they ordered.

Inspectors started finding and flagging a recurring defect that initially looked like a “pinhead” defect. The practice to address this type of defect was to change the work rolls that could be causing the pinheads. When a work roll is changed out, the facility spends money and loses time and productivity.

Steve Fox, process manager, explained, “We ended up forming a team that consisted of engineers, quality, operations and process technicians. We discussed these issues and were able to pinpoint where

we thought our problem was.”Specifically, the team looked

more closely at the defect and discovered it was more likely caused by “pickup.” Pickup is when debris gets stuck to the roll and causes a small, dimple-type defect on the steel, according to Fox.

With this finding, the team hypothesized that the frequent roll changes they had been doing weren’t necessary to solve the problem and instead came up with a simpler, more cost-effec-tive solution.

“What we’ve done is install new spray headers in the mill itself – restarting the quench tank sprays. We saw a large amount of pickup in the mill, and we are now trying to remove it upstream at the quench tank by refiring those sprays,” said Scott Richardson, lead engineer.

The simple solution of spraying water on the steel strip to remove the pickup has addressed the defect without requiring frequent and costly work-roll changes.

Working collaboratively with the quality and engineering departments, temper mill operators have been essential to the team’s success. They are responsible for turning on the sprays, monitoring and controlling how much fluid is in the system.

Innovation in extending the life of zinc pot sink rollsCollaborative, focused teamwork also enabled the facility’s hot dip galvanizing line (HDGL) to address another important issue: extending the life of sink rolls.

The Columbus HDGL has two zinc pots that it uses in rotation to apply a zinc coating to the surface of the steel product. A zinc pot’s

“campaign” is the amount of time the HDGL can run continuously with one of its pots without having to stop to replace equipment or switch pots. A cross-functional team was assembled to see if Columbus could extend its pot campaigns by eliminating some of the failures with the pots’ sink roll equipment that were forcing the line to stop.

“Back in 2014, we were [replacing] our pot equipment about every three weeks. Through some collaboration between maintenance, opera-tions, operations technology and our operators, we were able to reduce the failures, and we went from three weeks to now changing [sink rolls] on a five-week basis,” stated Chris Erdely, shift manager, HDGL.

Steve Fox was a member of this team as well, and he explained some of the problems they needed to address: “We had some issues with the bearing end cap failures on our sink roll equipment, and we were getting some severe buildup on our stabilizer and correcting rolls.”

To extend the pot campaign from three weeks to five weeks, the team had to consider and evaluate completely new equipment designs, and operators had to adjust their work practices to the new designs.

According to Fox, “We went with a new type of end cap, and a new type of design on our sink roll. We also went with a different design on our stabilizer and correcting rolls, which allowed us to run a little bit longer without having the amount of buildup around the bearings on those rolls.”

The result is that the HDGL is more productive, has less

downtime, and is spending less to repair and change pot equipment.

Erdely highlighted that there is also a positive impact on product quality from not having to shut down as often, as well as less energy wasted in keeping the

HDGL furnace hot while the mill sits idle during downtime.

These initiatives support one of ArcelorMittal’s 10 sustainable development outcomes: Supply chains that our customers trust.

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Initiative>

Community>

Jesse Lamone

ArcelorMittal Weirton’s new “Incentive for Ideas” program, known as IFI, encourages employee-generated innovation. IFI rewards ideas that can lead to cost reduction, increased production, quality improvements and a safer workplace.

Dave Trikones, senior engineer, operations technology, proposed the program. He saw that there was an opportunity for improvement within the workforce on the plant floor. He wanted to create a path for these ideas to be realized.

“With the influx of new, talented maintenance people

at the Weirton facility, we wanted to capitalize on their enthusiasm and desire to make their work safer and more efficient. In the spirit of healthy competition, we thought that this rewards program would be an incentive for employees to keep looking at current tasks with an open mind to see how they can be personally involved in improve-ments,” said Trikones.

The goal of the IFI program is to reward participants for creative thinking in four main areas: safety, environment, production and maintenance. Employees are encouraged to submit ideas that can make a task safer, simpler or more economical. An IFI commit-tee reviews all submissions and recognizes the most promising

ones with various rewards. The first idea spawned

by Weirton’s new IFI Program came from Travis Himmelrick, mechanical maintenance. Himmelrick’s idea was to use a bearing puller to remove bearings from DR (double reduced) mill work roll chocks without any burning. Himmelrick’s improved process of removing bearings is safer, more efficient and reduces cost by eliminating the need to recondition the chocks.

The old way to remove a stuck bearing in a work roll chock was to burn the bearing races out with torches. Inevitably, when the bearings were burned out, the inner surface of the chock would get marked, which then would require additional grinding and cleanup work. This process would typically take a millwright around an hour or so. After time and repeated removals, the chock would eventually need to be sent for reconditioning to an outside vendor.

Himmelrick pointed out that his idea to use the bearing puller has the advantage of only taking five minutes – with no burning, grinding or hammering and no damage to the chock.

The IFI program is sure to bring many more improvements, like Himmelrick’s, by engaging Weirton employees who know the equipment better than anybody else since they work with it every day. And it supports one of ArcelorMittal’s sustainable development outcomes: supply chains that our customers trust.

Jesse Lamone is a facility loading analyst at ArcelorMittal Weirton.

Summer Paris

ArcelorMittal USA has completed a transaction to sell 1,100 acres of surplus property in Weirton, West Virginia, to Frontier Industrial Corporation.

ArcelorMittal, in partnership with United Steelworkers Local 2911, had been working closely with local and state officials for several years to identify ways to transform the unutilized property – formerly associated with iron and steelmaking operations – so the Weirton facility could focus resources on its robust finishing operations.

According to Brian James, general manager, “ArcelorMittal achieved its goal of finding a purchaser with extensive experience in redeveloping former heavy industrial sites into a more productive location that benefits the city and region.”

“The redevelopment of this property affords a huge opportunity to the community of Weirton,” concurred Matt Caprarese, division manager, MEU. “ In addition to allowing ArcelorMittal Weirton to manage its footprint and focus on today’s operations, the transaction offers an opportunity for [Weirton] to be diversified in the number and types of businesses that are brought in, which is good for

the community and the tax base.”Once the sale was complet-

ed, the work of transitioning the property began. It has been a complex undertaking, and the ArcelorMittal Weirton team has worked hard to do it safely and strategically so as to limit any negative impact on the facility’s current operations.

“The transaction and redevelopment of the property took considerable safety planning for a number of reasons. The most important is we have active utilities running through the properties that were sold,” explained Caprarese.

The Weirton team worked closely with Frontier to isolate mechanical and electrical utilities before any demolition of buildings. This was important to keep all employees involved safe and to preserve the ongoing operations at the facility with no interruption to active utilities.

Terry Knight, USW laborer, served as a lead liaison with the purchaser for this transition work. Having worked at the facility for 44 years, Knight knows the property well.

“The utility separation is an extensive process where you’re trying to identify utilities that have been in service for 100 years through our [previous] blast furnaces and old hot end,” Knight said, describing the meticulous work of tracing

and mapping every utility line.Another key team

member, Rich McCullough, MEU manager, oversaw elements of the transition involving scrap shipments and rail movements. “We came to an agreement with Frontier so they can sell their scrap [from the demolition] to ArcelorMittal, and it’s a real benefit to both companies.”

The real estate agreement provided a framework for transitioning the property, and the team – led by Caprarese, McCullough and Knight – was tasked with executing the on-the-ground details of that agreement.

“It was a real team effort by everybody,” McCullough stated.

The safe and successful transition of this property begins a new and promising era for the Weirton plant and surrounding community.

“We should be excited about what is on the horizon for Weirton and very proud of the significant role we play in the future of the Weirton community, as both a key player in the tin plate business and the economic development process,” said James.

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Employees propose winning improvement ideas in Weirton

ArcelorMittal sells property for community redevelopment

Travis Himmelrick (left) is recognized for his innovative idea by Dave Trikones (right) from the IFI committee.

This project required tremendous teamwork and frequent communication to work through the logistics of sharing gate access, coordinating rail movements, and ensuring safety and security.

A cross-functional team at ArcelorMittal Columbus is tackling two improvement projects that will improve quality and reduce failure rates.



8. Active and welcomed member of the community

https://youtu.be/Wf9xPnzoRA8


When the Sultan of Swat played for the Men of SteelJon Kaplan

Babe Ruth was a steelworker. Well, not exactly a steel “worker,” and not for very long.

Decades before he became a legend and years before he donned Yankees pinstripes, Ruth suited up for the Bethlehem Steel League. If you have never heard of the Bethlehem Steel League, you are not alone. It’s an interesting, yet somewhat obscure, footnote in both baseball lore and American history from a century ago.

With the world at war in 1917, America relied upon steel mills, shipbuilding plants and munitions factories to win the fight for freedom. But, while others fought “over there,” the Babe and some future Hall of Famers played over here. They did not serve in Uncle Sam’s army or risk their necks as doughboys in Europe. Instead, they served alongside an army of steelworkers on the home front and took the dough offered by steel magnate, Charles M. Schwab, to play in his semi-professional baseball league.

Schwab was a protégé of Andrew Carnegie at Carnegie Steel. He left the presidency of U.S. Steel to reorganize Bethlehem Steel (an ArcelorMittal legacy company) in 1904. He added a shipbuilding division when he acquired the Harlan and Hollingsworth Shipbuilding Company in Wilmington, Delaware. By 1913, his steel empire had grown with the addition of the Fore River Shipbuilding Company of Quincy, Massachusetts, and later, the Maryland Steel plant at Sparrows Point, along with the American Iron and Steel Manufacturing

Company in Pennsylvania.In 1914, Bethlehem Steel

had a workforce of nearly 16,000. When fighting broke out in Europe, our allies in Great Britain, France and Russia turned to Schwab’s steel conglomerate to produce the majority of artillery used during World War I. By 1917, when America entered The Great War, Bethlehem Steel was the third largest industrial company in the U.S., employing more than 35,000 workers and producing more than one billion pounds of ammunition and other supplies.

Schwab, with his company’s coffers flush with 800 percent profits, decided his empire needed entertaining. He believed the national pastime could create a national distraction from war. Newspapers reported him giving these instructions to his executives: “I want some good wholesome games that will furnish amusement and entertainment for the Bethlehem Steel Company’s employees, and don’t bother me about details of expense.”

Schwab’s shipyards and steel towns formed the nucleus of his Bethlehem Steel League. The league fielded teams in Bethlehem, Lebanon and Steelton, Pennsylvania; Fore River, Massachusetts; Wilmington, Delaware; and Sparrows Point, Maryland. The teams drew players from the plants’ workforce, with a few semi-pros mixed in. But, those rosters changed dramati-cally in 1918.

With European trench warfare escalating and the death toll mounting, the U.S. War Department issued a “work-or-fight” order. It set a July 1 deadline for young American men to either enlist, find “essential” work or face induction into the armed forces.

Not surprisingly, baseball was not considered an “essential work” occupation. However, in a move to lift the nation’s spirits, the government extended the deadline to September for ballplayers, so the major leagues could finish their season and play a World Series.

Since men with dependent wives and children were exempt from military service, many married ballplayers chose to enter ``essential`` work after the major league season ended. Those who came from rural settings simply went home to work on the farm. But, most players chose steel mills or shipyards. Their skills on the baseball diamond gave them the inside track to jobs on the assembly line because Schwab wanted his league to rival the majors in both quality of play and interest from fans.

Thus, the “work-or-fight” order of 1918 proved to be a home run opportunity for the Bethlehem Steel League. Plants lured big leaguers by promising soft jobs and hard currency - as high as $500 a week – to throw baseballs instead of grenades. The Steel League became a ballplayer’s field of dreams… and survival.

The league hit a public relations grand slam with the signing of Babe Ruth. He was just a promising young star when he joined the Lebanon, Pa. team in 1918. He was not yet called,

“the Sultan of Swat.” In fact, he had only hit 21 of his 714 career home runs back then, because he spent most of his playing time as a pitcher for the Boston Red Sox. But, he came to the steel town after stealing the spotlight in that year’s World Series. He had pitched and won two games as the Red Sox beat the Chicago Cubs, four games to two, to win the 1918 baseball classic.

The fact is, Ruth did not stay in Lebanon long and did not play much. Records show Ruth was on the mill payroll from Sept. 25, 1918, to Feb. 28, 1919. Witnesses say he had the job of “blueprint deliverer,” although no one ever actually saw him do any work.

By the time Ruth joined the mill team, it already had com-pleted its 1918 season. But, Ruth was too big of a marquee draw to waste. So, that fall, the Lebanon team played several exhibition games. A Lebanon newspaper reports that on September 25, Lebanon played an all-star team from the shipyards. Babe Ruth played first base, a position he tried in Boston on the days when he wasn’t pitching for the Red Sox. Scott Perry, star of the Philadelphia Athletics pitching staff, struck out the Babe both times he came to the plate. The Shipyard All-Stars, a team made up entirely of major leaguers, won the game, 4 – 2.

That was the only game Babe

Ruth ever played for the Bethlehem Steel League. A few days later, Ruth contracted influenza and went home to Baltimore to recuperate. He never again came to Lebanon, Pa. or worked in a mill.

Ruth was not the only big name to join the Bethlehem Steel League. Others players were far more productive on the field and in the mills. Ruth’s Red Sox teammate, pitcher Hubert “Dutch” Leonard, took a job at Bethlehem’s Quincy shipyard. Other league additions included future Hall of Famers Eddie Plank, the Philadelphia Athletics̀ star pitcher; St. Louis Cardinal second baseman (and later, Chicago Cubs player-manager), Rogers Hornsby; and Cleveland Indians pitcher, Stan Coveleski.

But, the player considered the greatest hitter of the league also was star outfielder of the Chicago White Sox – “Shoeless” Joe Jackson. Although he was married, the draft board in his hometown of Greenville, S.C., classified him as 1-A, a prime candidate to get shipped overseas. Rather than being

among the men sent down to the sea in ships, Jackson signed on to build ships at the Harlan shipyard in Wilmington, Del. He also agreed to play centerfield for the yard’s baseball team. He finished the season with a .393 batting average. His team finished third with a 10 - 10 record. Bethlehem and Steelton tied for the league lead with 12 - 8 records, but Steelton went on to win a best-of-three playoff in September to claim the crown.

Ruth, Jackson and the other big-leaguers were prepared to suit up for the Bethlehem Steel League in 1919. But, they never did. The war soon ended and so did the Steel League.

Now, 100 years later, as major league baseball prepares for this year’s World Series, we remember the steel industry for its role in not only winning a world war, but forging a league that saved America’s favorite sport.

Jon Kaplan is a communications consultant in Chicago. His play, “Hit Man: The Hack Wilson Story,” is in the National Baseball Hall of Fame.

Items from the Bethlehem Steel League of 1917-1918, including a team jersey, mitt and other equipment and momentos.

The average metal casket, like these made by Batesville, requires 250 pounds of steel.

This rare photo of Bethlehem Steel League players in 1918 includes baseball icons Babe Ruth (back row, third from left) and “Shoeless” Joe Jackson (front row, third from left), along with legendary second baseman Rogers Hornsby (front row, first person kneeling on the far right) and future Hall of Fame hurler Stan Coveleski (back row, first person standing on the far right).

This is us

David Helsinger

Many ArcelorMittal employees would likely agree that a fascinating aspect of working in the steel industry is how our company’s product permeates our everyday lives. Personally, it still amazes me every time I see a coil leave one of our plants that it is beginning a journey which will transform it into shiny new car or a useful new washing machine.

But, what about some of the

less obvious applications for steel – products which we may only think about a handful of times in our lives such as… caskets? Although it may seem a bit morbid and perhaps even slightly curious to imagine the process behind manufacturing a casket, I can assure you that Batesville Casket takes the business of supplying products meant to honor a family’s loved ones very seriously.

The casket industry dates as far back as ancient Egypt and Mesopotamia when wealthy individuals were buried

in sarcophagus-like boxes made primarily of wood. In the United States, mass production of caskets began around the time of the Civil War when local furniture and cabinet makers stepped up to supply the large number of burial devices that were needed as a result of the war.

Founded in 1884 in Batesville, Indiana, Batesville Casket was initially recognized for the craftsmanship and ornate designs on its wood caskets. The company began manufacturing metal caskets in 1918. Shortly

before WWII, Batesville refined the process to make the manufacturing of steel caskets much more cost effective than traditional wood, but had to suspend the practice during the war to conserve metal and wood for the war effort.

After WWII, Batesville resumed the production of metal caskets but they weren’t the only game in town. In the early 1950s, the industry was highly fragmented, with more than 700 regional suppliers across the U.S. manufacturing caskets from various materials. A commitment to manufacturing excellence, product innovation and superior service helped Batesville become – and remain – the market leader. Still headquartered in the small town of Batesville, Indiana, the company has grown to become the leading provider of high quality burial and cremation products, unique memorialization offerings, innovative technologies, and business solutions to licensed funeral homes across North America.

Although there are geo-graphic differences, the majority of families in the U.S. select metal caskets, and a large percentage of those are made by Batesville. Batesville remains the industry leader in metal casket manufac-turing even after the recent merger of its two closest competitors (Matthews and

Aurora) into one company. The company produces 100 percent of its steel caskets in the U.S. at two manufacturing plants: the smaller, original facility in Batesville, Indiana, and a high-volume plant in Manchester, Tennessee, that focuses on 18 and 20 gauge steel models. The company also has two wood manufacturing plants.

For decades, those who demand high quality have turned to Batesville – including the families of U.S. Presidents John F. Kennedy and Ronald Reagan, comedian Bob Hope, singer Frank Sinatra, and more recently, the King of Pop – Michael Jackson.

Batesville is the largest player in the U.S. casket industry which in total consumes about 75,000 to 100,000 tons of steel. Like others in the industry, they have been impacted by the rising cremation rate. According to a recent CNN article, just over half (50.2 percent) of Americans chose cremation in 2016, while only 43.5 percent opted for burial.

Once the sole source of revenue for its parent company, Batesville is now one of six diversified manufacturing companies – outside of death care – owned by Hillenbrand, Inc. Batesville caskets are known for impeccable quality, and the company relies heavily on ArcelorMittal to deliver steel

that conforms to their standards. Cold-rolled steel supplied from I/N Tek meets stringent require-ments for flatness, surface appearance, and formability, required for critical applications such as the casket tops. We are also progressing with qualification of items from AM/NS Calvert at the Manchester plant, as we look to expand our longstanding relationship with Batesville.

ArcelorMittal and its predecessor companies have been a longtime supplier to Batesville. Our quality performance is impeccable and we rarely have delivery issues. Quality is a critical factor for Batesville, as the casket is painted and must look pristine after painting. Casket manufacturers have gravitated toward I/N Tek material for casket tops because of its superior flatness, surface quality, dimensional control and through coil consistency.

We have enjoyed a great relationship with Batesville over the years and we need to keep delivering our superior quality to them on-time. Caskets are similar to automobiles – they can’t be manufactured unless every piece that is needed is available for assembly.

David Helsinger is product manager for coated products, sales and marketing, ArcelorMittal USA.

ArcelorMittal’s vast repertoire of end products even includes caskets

Our Customers>

https://www.youtube.com/watch?v=rgZMEL0Yays


Safety coordinator grateful for student who saved his grandson’s life

The Cuyahoga Heights fire department has already used the tools in both training and during an emergency call.

Bill Rose, maintenance clerk in the Monessen coke plant.

Burns Harbor employee John Balas’ daughter, Melissa, and her three sons, Justin (lower left), Jaydn, (top right) and Jordan (lower right). The Balas family is forever grateful to Homoud Kulaiban, a Valparaiso University graduate, who recently saved Jaydn from choking.

Burns Harbor employee John Balas is shown spending time at the county fair with his grandson, Jaydn.

Pictured from left to right are Fred’s family members: Ricky Brown; his father Rick; our hero, Jessica Brown; and Ricky’s mother, Theresa.

Jolice Pojeta

As the finishing safety coordinator at ArcelorMittal Burns Harbor, John Balas is always thinking and talking about the importance of health and safety. Recently, he took a few moments before speaking to a CPR/First Aid class offered at Burns Harbor, to relay a very important safety share – one that involved a recent incident that saved his grandson’s life.

“I was probably minutes, maybe seconds, away from losing my grandson. I just couldn’t imagine dealing with the loss of a loved one,” recalled John. “Thank God for people like this young man who chose to get involved.”

In late June, young Jaydn

Balas was with his mother at the local Hair Cuttery waiting to get a haircut. While waiting for his turn in the stylist’s chair, Jaydn, age 9, was eating a piece of hard candy when suddenly he began to choke. His mother, Melissa, noticed what was happening and began to call for help.

A Valparaiso University student from Saudi Arabia, Homoud Kulaiban, was about to get his hair cut when he heard Melissa’s frantic plea for help. Without hesitation, Homoud sprang out of the chair and, realizing the boy was choking, began the Heimlich maneuver.

“I could see the boy’s face was turning white. Everyone in the room was frantic but no one came to help the kid,” said Homoud.

Without any prior CPR

training, Homoud knew how to perform the Heimlich by watching a video on the procedure.

“I wasn’t afraid to do it but I didn’t want to hurt the boy either,” recalled Homoud. “I tried it twice and then the third time I pushed harder and the candy came out. I just felt happy for the mom, seeing that her kid was alive and that he was going to be OK.”

One reason why Homoud quickly came to Jaydn’s aid was that a good friend from Saudi Arabia buried his own child just two days earlier due to a choking incident.

“I remember hearing my friend’s voice, feeling sorry for him losing his own child and I didn’t want the same thing to happen in front of my own eyes.”

Jaydn, who is in fourth grade, is very grateful to Homoud for

saving his life.“I was really scared I was

going to die,” recalled Jaydn. “It seemed like everyone there was scared to help me – except Homoud. I was very thankful.”

Shortly after the incident, John called Homoud.

“John thanked me and asked me if he could do anything for me. My religion is Islam, so all I asked him to do was pray for me that I could go back home to Saudi Arabia soon or get a job here in the U.S. That’s all I need for saving the child’s life.”

Homoud came to the U.S. in 2013 with a student visa to study finance in Valparaiso. He graduated in May, and is now working in Texas.

John feels forever grateful to the young man who stepped up to save his grandson’s life.

“He’s a hero to me because he saved my grandson’s life. It was amazing that he was there.”

As a health and safety advocate for the Burns Harbor facility, John has relayed this example in safety discussions and to a recent class that went through CPR training at Burns Harbor.

In speaking to the CPR class, John said, “I’m not going to lie to you guys, even though this happened a few weeks ago, it still hits me in the heart. I hope that hearing this story will help encourage others to become CPR trained and certified. I also ask that you encourage everyone on the shop floor to take this class. If you have family, encourage them to get trained. I’m just grateful I was able to talk to this young man and thank him personally for stepping in to help my grandson.”

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Our People>

Summer Paris

ArcelorMittal Cleveland recently helped a neighboring community, the Village of Cuyahoga Heights, purchase new emergency rescue tools for use by its fire department.

“We first used these tools during a cardiac arrest situation. We needed to quickly and safely cut a lock and the cordless saw was the perfect tool. We also used the tools in a training program for our local high school, where we simulated

a vehicular accident and rescue as part of their ‘Prom Promise’ program,” said Mike Suhy, fire chief.

“The Cuyahoga Heights Fire Department is an important partner. They are first responders to emergencies at the plant, and have participated in our crisis planning drills,” explained Dave Ballinger, health and safety manager, ArcelorMittal Cleveland. “ArcelorMittal is pleased to extend this partnership to support the health and safety of the Cuyahoga Heights community.”

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Kelly Nissan

Fred Brown is a manager in the rolling stock and mobile equip-ment maintenance department at Indiana Harbor. He has a special needs daughter, Jessica, who saved the life of a family member in a demonstration of what we call Shared Vigilance at ArcelorMittal.

“She is a strong, capable and brave woman,” said Fred. “The family is very proud of her.”

Jessica was swimming in the family pool with two nephews and her sister-in-law. Ricky – three years old – hopped out and removed his life jacket. He went along with the others to eat lunch. Jessica remained in the pool. Her eyes were closed as she sunbathed on a floating

raft. A few moments went by and Jessica felt the water moving. Jessica is deaf, so keenly aware of even the slightest movement.

Unbeknownst to the rest of the family, little Ricky had snuck back into the pool without wearing a life jacket. He cannot swim. He could not touch bottom and quickly sank. Jessica jumped from her raft, pulled him up and cradled him in her arms. She was screaming for help.

Ricky was non responsive. Jessica’s grandmother (Fred’s wife), who is a nurse, ran to his aid. She was able to revive him and he is now doing fine.

“My grandson was saved on that day,” said Fred. “At work I’d call this Shared Vigilance. At home, I call it a proud moment.”

[email protected]

Heidi Umbhau

Summertime activities in Southwestern Pennsylvania often revolve around family picnics at the backyard pool, surrounded by family and neighborhood friends. This summer, ArcelorMittal Monessen employee Bill Rose was gathered with his wife and the family of her sister, Bernie Sandy, for a quick dip in the pool after a humid 87ºF day.

Two of the three Sandy children, ages 15, 12, and 9, were on the deck getting ready to jump in, while a couple of the adults were already cooling off in the pool. A few minutes later, however, Bill Rose noticed

his sister-in-law, Bernie Sandy, floating motionless in the water. Instinct kicked into high gear as Bill and his brother-in-law, Gary Sandy, pulled her out onto the deck.

“We thought she was just joking around. I told my brother-in-law to go get her. When he rolled her over, her lips were blue.”

Bernie wasn’t breathing, so Bill Rose immediately put his first aid training to use. After getting her up onto the deck of the pool, he told Gary to call 911, then instantly began CPR. Bill was performing chest compressions while waiting for the local emergency medical services. Bernie started taking shallow inhalations by the time EMS arrived.

“Performing CPR isn’t

like what you see on TV. I expected water to spurt out, but it didn’t. Her lung muscles weren’t working.”

Bill’s sister-in-law Bernie made a life changing dive into her family swimming pool that left her with a shattered C5 vertebrae and severe spinal shock. Ms. Sandy spent several weeks in the trauma-shock intensive care unit at a hospital in Pittsburgh. Up until this point, she has shown movement in both arms while from the waist down remains paralyzed.

“She can feel everything, but she can’t move. She has a bruise on her spinal cord which can take up to two years to heal. She’s still in spinal shock. That’s where we’re at.”

Bill Rose, who is the

maintenance clerk in the Monessen coke plant, credits Health and Safety Week for his knowledge of CPR and first aid training. In 2015, the Mon Valley EMS certified approxi-mately 12 employees in the live-saving technique.

“I want more people to know that they should have this training. It’s important because you never think you’re going to be in this situation.”

“It should make Bill feel good that he learned the skills that helped save his sister’s life. We are all proud of him,” said Chuck Swantek, USW unit chair and safety coordinator.

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ArcelorMittal comes to the rescue with funds for emergency equipment

Employee’s daughter saves nephew’s life

Monessen employee credits ArcelorMittal training for life-saving skills

Community>

Shared Vigilance>

https://www.youtube.com/watch?v=gOWickfu3dU


Aim for balance: Health Week begins October 2

April Holt

Most of us have a drink now and then – a beer at a game or a fizzy cocktail during girls’ night out. But we all must be aware of the dangers of excessive drinking.

Alcohol use disorder (AUD) refers to severe and harmful drinking in which symptoms cause problems with everyday functioning and are often a source of great concern to others. These symptoms include, but are not limited to: drinking alcohol to excess; experiencing a craving or deep need to drink; an inability to cut back on drinking even though the individual wants to or needs to; and altering one’s daily routine or activities in order to drink, like calling in sick to work or skipping social activities.

It’s important to remember

that AUD is an illness, not a condition of weak character or willpower. The National Institute on Alcohol Abuse and Alcoholism estimates that 17 million U.S. adults have AUD.

Excessive alcohol consump-tion costs the U.S. $240 billion annually, 72 percent of which is lost wages from reduced work productivity. A vast majority – 80 percent – of U.S. adults who binge drink or drink heavily are either employed or are depen-dents of someone employed.

ArcelorMittal offers help for employees and their depen-dents who have AUD through Employee Assistance Plans, union member assistance coordinators and the health care plans. If you or a family member is experienc-ing any of these events, don’t sweat it – we’ve got something to help – your local Employee Assistance Program!

Each facility has a local program that will work with you and/or a family member to help you through any of these daily challenges. If you are a salaried member enrolled in Anthem, you can access Anthem EAP which is included on the list of these providers on the benefits website http://www.arcelormittalusa.com/benefits/.

Don’t hesitate to reach out to your local EAP providers. They have a team of professionals more than willing to help.

*Portions of this article are reprinted with permission from the Partnership for Workplace Mental Health, American Psychiatric Association Foundation

April Holt is a representative, employee benefits, ArcelorMittal USA.

As part of our commitment to helping you lead a healthy lifestyle, ArcelorMittal’s annual health week is a chance to focus on your health and safety goals. This year, the theme is “Aim for balance.” Balance is critical to our

well-being – a balanced diet, work/life balance and emotional balance are all vital. A regular exercise program is also impor-tant. And it (almost) goes without saying, we should avoid tobacco products and limit how much

alcohol we consume. ArcelorMittal facilities in the United States and around the world will offer special activities during Health Week. We hope you’ll take advantage of them and “aim for balance” in your life.

Sally Buckner

This is not going to be a typical article about exercise. We all know that exercising our bodies has many benefits. No, this article is about why yoga is special and different and healing in so many ways.

Many people attend yoga classes to stretch their muscles and increase flexibility, and regular practice can and will produce those effects. But, perhaps, what is unknown to the student is what a true yoga instructor is trying to impart to the class. What is most important of all has nothing to do with exercise.

There are seven principles of yoga that are practiced and repeated throughout class. If you take a closer look, you might notice that if you could do these things, all day, every day, you might be a calmer and – dare I say it – happier person. For the true goal of yoga is inner peace.

The seven principles of yoga are:1. Breathe. The breath is our most powerful tool to calm and relax our bodies and clear our minds. Try this right now: Take a breath in through the nose for five seconds, hold for five seconds, let out through your nose for five seconds. Did you feel the calming reaction? The technical reason is that breathing through your nose produces nitric oxide – which causes vasodilation

and expands your blood vessels in a most awesome way. Trying doing this a few times before giving a speech or a presentation.2. Feel. Stop and take stock of how you are feeling right now. Are you sitting in an awkward position? Roll your shoulders. Take a little stretch. Be kind to your body.3. Listen to your body. Seems like the same thing as principle above, but it means that if something hurts, you shouldn’t ignore it. Pay attention to signals from your body.4. Let go of competition. In yoga, this means to stop looking at what others are doing and comparing yourself to them. In life, it means that what others are doing on Facebook is not important. Let it go. 5. Let go of judgment. Are we looking around, thinking negative thoughts about others? What good purpose does this serve? Does judging others make us feel better than they are? Are we also judging ourselves harshly? Let go of judgment.6. Let go of expectations. Do you expect to perform yoga like a teenager? You’ll only disappoint yourself. Do you have unrealistic expectations in your daily life? Ditto.7. Stay present in the moment. While doing yoga, our minds are focused on our bodies, not on the list of errands that need running as soon as you leave class. Yet another application to real life – how many times does your mind wander when you are in a

meeting? Stay focused on what is happening here and now. Stop worrying about the future.

If you can practice these principles, not only during yoga, but all the time, you might be amazed at the peace and calm you will experience.

In addition to flexibility and muscle toning, the physical aspect of yoga is also wonderful for balance. Most of the time, although we are unaware, our bodies are balancing and realigning automatically. A strong sense of balance works to prevent injuries that could otherwise incapacitate us. Regular practice of yoga improves balance much more than we realize.

Yoga is renowned for its many wonderful benefits, from anti-aging to better sleep. But undoubtedly flexibility – and its result – stress relief, are the true beauty of yoga.

And finally, do not be fooled – yoga is not for sissies! Simply because we appear to be standing still, does not mean we are not working hard. Try it – you’ll see.

By all means, get your Zen on! Namaste.

Sally Buckner is the HR/LR manager at I/N Tek and I/N Kote.Certified by the American Council on Exercise:A.C.E. health coachA.C.E. personal trainerA.C.E. yoga/pilates instructorAdditional A.C.E. certifications in: fitness nutrition and behavioral coaching

Take aim against alcohol abuse

Aim for balance with yoga

Health>

Wellness>

Alcohol Use Disorder (AUD)Short-term health risksExcessive alcohol use has immediate effects that increase the risk of many harmful health conditions. These are most often the result of binge drinking and include the following:

• Injuries, such as motor vehicle crashes, falls, drownings, and burns. • Violence, including homicide, suicide, sexual assault and intimate partner violence. • Alcohol poisoning, a medical emergency that results from high blood alcohol levels. • Risky sexual behaviors, including unprotected sex or sex with multiple partners. These

behaviors can result in unintended pregnancy or sexually transmitted diseases, including HIV. • Miscarriage and stillbirth or fetal alcohol spectrum disorders (FASDs) among pregnant

women.

Long-term health risksOver time, excessive alcohol use can lead to the development of chronic diseases and other serious problems including:

• High blood pressure, heart disease, stroke, liver disease and digestive problems. • Cancer of the breast, mouth, throat, esophagus, liver and colon. • Learning and memory problems, including dementia and poor school performance. • Mental health problems, including depression and anxiety. • Social problems, including lost productivity, family problems and unemployment. • Alcohol dependence or alcoholism.

Source: Centers for Disease Control

10 reasons to aim for a healthy weightMore than a third of adults in the United States are obese, according to the Centers for Disease Control. Obesity is linked to a number of serious conditions. The cost of obesity in the United States is close to $150 billion dollars. Here are 10 reasons to aim for a healthy weight!

Five fast facts about yoga1) The word yoga comes from an

ancient language and means yoke or unite – to bring together your body, mind and spirit.

2) Many yoga experts believe each person has seven major energy

centers called chakras and 42 lesser ones that help balance the body. The first begins at its base of the spine moving up to the seventh at the top of the head.

3) Different yoga types and positions focus on different chakras. A

color, body system, gland, and nerves are associated with each chakra.

4) A “yogin” is a male student while a “yogini” is a female student.

5) Many yoga poses are based on animals and the different postures

they do in nature.

6) More than six million people practice yoga including Madonna, Kareem

Abdul-Jabbar and Michelle Pfeiffer.Source: Centers for Disease Control

Coronary heart disease

Gout

Quality of life

Infertility

Cancer

Arthritis

Diabetes

Gall stones

Sleep apnea

High blood pressure

http://www.arcelormittalusa.com/benefits/



October is Energy Awareness MonthDear colleagues,

One of ArcelorMittal’s 10 sustainable development outcomes is to be a responsible energy user that helps create a lower carbon future.

Steelmaking is an energy-intensive industry and energy consumption has a negative impact on the environment. As a result, our goal is to decrease this impact by monitoring and minimizing our annual energy use. We continually work to identify

and implement innovative solutions to increase the sustainability of our operations, reduce greenhouse gas emissions and protect the environment – all while saving costs.

ArcelorMittal steel opera-tions in North America have a primary energy consumption of about 484,000 terajoules, which is close to the total energy consumption of the state of Texas. Our energy bill, just considering electricity and

natural gas, is a staggering $1 billion annually.

This is why it is critical that we all look for ways to make our company a more efficient user of energy. In October, during Energy Awareness Month, we ask each of you to look for ways – at work and at home – to reduce your energy consumption.

We are making progress in this push toward sustainability. Over the last three years, we reduced our energy intensity by four percent, as part of a 10-year commitment to be a more responsible energy user.

We continue to partner with the U.S. EPA’s ENERGY STAR® program, along with the U.S. DOE’s Better Plants Program, both of which provide valuable resources to our energy program.

In 2016 alone, we completed 38 energy projects, saving enough energy to power 19,000 homes for a year.

Being a responsible energy user has many benefits beyond

creating a lower carbon future. It makes our company more financially sustainable. It improves our relationship with people who live in the communities in which we operate. It’s also an important contribution to society as a whole.

This can only be achieved if everyone is engaged in looking for ways to use energy wisely. In the months ahead, we ask all of you to look for ways to reduce our energy use. That individual initiative is what we call ‘The power of 1.’

Thank you for your commitment to creating a more sustainable future for ArcelorMittal.

Larry FabinaManager of continuous improvement, Burns Harbor

Helder SilvaNAFTA CTO energy

6. Responsible energy user that helps create a lower carbon future

ArcelorMittal USA well-positioned to serve growing line pipe market

In a recent blog, ArcelorMittal USA CEO John Brett writes about the opportunities for ArcelorMittal in the growing energy market. Because of our ability to produce raw steel right here in the United States – coupled with our R&D expertise, robust product offering and proven experience – ArcelorMittal USA is well-positioned to serve the sophisticated line pipe market.You’ll find his “Raw Material” blog at usa.arcelormittal.com, along with blogs from others in leadership.

Mary Frankovich

A “Red Day” is an important day at ArcelorMittal Columbus. It’s an opportunity for significant energy savings.

Red Day is a program we participate in with the ArcelorMittal USA energy procurement team. Based

on information from our local utility provider, if we shut down for four hours in the afternoon on peak usage days, it translates to lower energy billing rates in the future.

The team monitors the projected price of energy based on usage. On projected peak usage days, from May thru September, the team notifies us of an opportunity and we

can choose to participate on each occasion, based on the needs of the line. During a shutdown, we can schedule other work so that we are using the time wisely.

The shut-down period is from 3 to 7 p.m. on peak energy days. This is when the factories are still running and families are coming home from work in the evening and energy use is high. The objective is to minimize

power usage on five peak days of the year.

Columbus has participated in the program for several years, resulting in energy savings of $100,000 annually.

Mary Frankovich is the division manager, maintenance, process automation, IT and CAPEX at ArcelorMittal Columbus.

Jolice Pojeta

The power station is instrumental in the operation of ArcelorMittal Burns Harbor’s production facilities. It can be thought of as an energy management facility, as it is designed to use by-product fuels from the coke ovens and blast furnaces as primary fuels for producing steam. This generated steam is then used either directly throughout the operation, as the energy to produce wind for the blast furnaces, or to generate power to supplement the electrical requirements of the facility.

ArcelorMittal Burns Harbor is in the midst of a substantial $170 million power station rehabilitation project that began in 2016 and is expected to take five years to complete. The project is expected to provide reliability to the Burns Harbor operations, as well as major annual cost savings estimated at $60 million upon project completion.

“Before the investment, the power house was in very rough shape,” said Carl Pfeifer, senior division manager, MEU, ArcelorMittal Burns Harbor. “Major pieces of equipment were well beyond their useful and reliable life and all needed to be rehabilitated and/or reconditioned in some fashion.”

Once completed, the power station is expected to provide Burns Harbor with 75 percent of the plant’s power requirements. Due to the condition of the equipment, the station has only been producing about 35 to 40 percent of the plant’s power needs in recent years.

The complex consists of six boilers, each with a rated capacity of 475,000 pounds/hour of steam, three steam turbine blowers, each with a capacity of approximately 225,000 cubic feet/minute for the production of blast furnace wind and three steam turbine generators having a combined capacity of 180 megawatts for Burns Harbor’s

electric power system.According to Pfeifer, one

of the first projects undertaken was the construction of a modern reverse osmosis facility used to treat water used by the boilers and BOF hoods, replacing outdated feedwater equipment.

“The most important reason for rehabilitating the power station is to bring reliability to the production of steam for the plant,” notes Pfeifer. “In turn, that brings reliability of wind for the blast furnaces and other users of steam throughout the plant, including the coke oven exhaust-ers, vacuum degasser, turbine-driven pumps, air compressors and process heating applications. The remaining steam is used to generate electrical power which provides a significant cost advantage to the plant. This internal generation of power ensures power to our operations in the event that external power delivery from our local electrical utility is interrupted. So in case of an external power failure, our critical primary operations are protected through our own internal power generation.”

The project also brings environmental benefits.

“Using coke oven gas and blast furnace gas as a significant portion of the fuel required to produce steam, will also have a positive impact on the carbon footprint. These by-product fuels not only won’t be flared, but the electrical power gener-ated effectively reduces the generation requirements of the public utilities,” adds Pfeifer.

The Burns Harbor power station rehabilitation project will be completed by the end of 2020. One of the biggest challenges of this project is continuing to operate the facility as major pieces of equipment are taken out of service. Currently, the reverse osmosis water plant, two boilers and one generator are complete. Work on the remaining boilers, turbo- generators, turbo-blowers and ancillary equipment continues.

[email protected]

Monitoring energy for big savings

Burns Harbor eyes reliability, sustainability through power station rehabilitation project

Cutting back on energy use during peak usage days is saving ArcelorMittal Columbus about $100,000 annually.No. 6 turbo-generator following rehabilitation.

This shows the recently installed first and second pass reverse osmosis trains in the new power station reverse osmosis water plant. The two pass water treatment trains remove contaminants from the lake water using a spiral wound membrane. The pore size in the membrane is so small that even bacteria and viruses are removed from the water. With a maximum output of 3,000 gallons-per-minute, the finished feedwater is then supplied to the power station boilers and BOF hoods.

Columbus>

Burns Harbor>

www.usa.arcelormittal.com

https://www.youtube.com/watch?v=Zm4Mz8IDAU4

https://www.youtube.com/watch?v=EHETUa8nXGw


Kelly Nissan

Steelmaking is an energy-inten-sive industry. Energy consumption has a negative impact on the environment and, as a result, our goal is to decrease this impact by monitoring and minimizing our annual energy consumption. In the past year, many employees have identified and implemented solutions to increase the sustainability of their operations, reduce greenhouse gas emissions and protect the environment, all while saving costs.

RiverdaleA lighting upgrade project at the Riverdale plant improved energy efficiency, but it also addressed a safety hazard.

“The old metal halide lights were not energy efficient and posed a safety risk because they were 125 feet high,” said Mukund Ravindran, manager, MEU, Riverdale. “They required

a lot of maintenance and the fixture could possibly fall from the ceiling. We upgraded to Phuzion™ LED high bay lights. Each is equipped with safety cables to catch the fixture should it fall.”

The plant took advantage of the incentive program offered by their local utility provider.

The ComEd Energy Efficiency Program offers cash incentives for energy-efficient lighting, including fixture replacements and retrofits, advanced lighting networked sensors and controls. Riverdale expects to save about $8,000 per year in energy costs at the caster facility.

“We did the installation while the plant was running and also during bi-weekly downturn days. So it took coordination between the electrical, mechanical, operations departments and the contractors,” added Ravindran. “The caster maintenance team led by Taylor Coleman and John Wartak and the caster operations team should be commended for supporting the successful

execution of the project.”

Global R&DAt Global Research and Development in East Chicago, an office recycling program was rolled out this year, and an energy efficient reflective coating was installed on the windows.

“Diverting paper, plastic and aluminum from our waste stream may seem like a small thing for an office area to do, but you have to look at the big picture,” said Robert Joseph, manager, facilities and administration, Global Research and Development, East Chicago. “It all adds up when ArcelorMittal offices across the US are doing this.”

According to the EPA, one ton of recycled office paper saves 4,100 Kwh of energy, nine barrels of oil, 54 million Btu’s of energy, 60 pounds of air pollutants from being released, 7,000 gallons of water, and 3.3 cubic yards of landfill space.

[email protected]

No energy initiative is too small – they all help create a lower carbon future

Glass is a main design component of the main building at Global Research and Development. An energy efficient reflective coating was installed to provide insulation and reduce cooling loads.

Gabriel Monroy, ArcelorMittal Burns Harbor, discusses the benefits of drones in an industrial workplace to Purdue Energy Academy attendees this past summer.

ArcelorMittal teams up with Duke Energy Academy at Purdue on STEM experience

Energy>

Larry Fabina

ArcelorMittal recently joined Purdue University and Duke Energy as a sponsor of the Duke Energy Academy at Purdue’s West Lafayette campus.

For one week each summer, high school students and teachers attend the academy to gain a greater STEM (science, technol-ogy, engineering and math) knowledge of energy sciences and engineering.

On June 20, Gabriel Monroy, senior engineer, structural maintenance, ArcelorMittal Burns Harbor and I participated in an afternoon session at the academy. I led a discussion on energy use at ArcelorMittal, while Gabriel discussed the use of drones in industry, specifically at ArcelorMittal Burns Harbor. He also gave a demonstration by flying two of Burns Harbor’s drones in a fieldhouse on campus.

During the flying demonstra-tion, Gabriel showed students and teachers the drones’ capability to take inflight videos, along with their ability to view various temperatures using an infrared camera. After the demonstration, every student had an opportunity to fly a miniature drone that was

provided by the Academy.“A new activity introduced

this year was the use of drones for monitoring energy infrastruc-ture,” said Pankaj Sharma, managing director of the Energy Center. “Drones equipped with cameras could be used for monitoring broken power lines, transmission and distribution centers, inventory, gas emission, solar/ wind farms and power plants. We are partnering with ArcelorMittal to inspire future leaders in STEM energy.”

The Duke Energy Academy at Purdue is an intensive one-week program aimed to inspire high school students and teachers interested in energy sciences and engineering. The program features energy-themed lectures, tours, hands-on activities and research projects. Participation in the program is free of charge.

During the June 18-24 academy, 49 high school students (11 from Northwest Indiana), 26 teachers (4 from Northwest Indiana), and four mentor teachers attended to gain more insight into the energy experience.

The Duke Energy Academy at Purdue was initiated six years ago, with funding from the Duke Energy Foundation. Participants attended lectures by Purdue faculty, energy industry leaders

and policy experts. Session topics included

policy, the future of the energy industry, sustainability and careers. Students and teachers also had an opportunity to tour energy facilities at the Tipmont REMC solar farm in Linden, Indiana, and the Cayuga (Indiana) Power Plant.

Some additional highlights from this year’s program included hands-on activities with snap circuits, the design/build/test of wind turbines along with drone-flying experiences.

Students and teachers also participated in a variety of group research projects, including the fabrication and characterization of dye sensitized solar cells from berries; rechargeable batteries with advanced electrode materials; fuel cell and catalysts for energy; nuclear batteries, including theory of operation, characterization methods, uses for the U.S. Navy and defense, understanding nuclear fuel, and radiation decay chains; plant biomass to biofuel; energy efficient cooling solutions; and the synthesis of ZnO nanofibers for thermoelectric and piezoelectric applications. Presentations on research projects were completed by student groups at the closing ceremony.

“This was a great learning experience for both students and

teachers alike,” said Gabriel. “I strongly encourage any student that is in the 10th or 11th grade who is interested in STEM to apply to this excellent program. It was an eye-opening experience for us, with the organizers and participants intensely engaged and eager to explore the latest energy and science technologies.”

We certainly hope that this program will continue to spark interest in STEM activities and serve as a reminder of the value of STEM for the sustainability of our communities and businesses alike. It was great to see young people so interested in energy and energy conservation.

To learn more about the academy and how to apply, go to https://www.purdue.edu/discoverypark/energy/programs/energy-academy/index.php.

The Energy Academy at Purdue is made possible through primary funding provided by the Duke Energy Foundation and corporate sponsorships like ArcelorMittal. Those interested can watch videos from this year’s academy at https://www.facebook.com/TheEnergyAcademyAtPurdue.

Larry Fabina is the manager of continuous improvement at Burns Harbor.

We recently launched our “More than a steelmaker” brand campaign. As our employees say in the lead video, “We don’t just make steel.” Our steel is an essential component in countless products Americans depend on in their daily lives, from cars to household appliances and food packaging. And as the world’s leading steel and mining company, ArcelorMittal is committed to strengthening local communities, developing the next generation of talent required for advanced manufacturing, and implementing more efficient, more innovative steelmaking processes.

In the coming months you may see digital display ads on Facebook or your local news sites promoting these themes. We hope that you find this campaign to be a useful tool in sharing the many ways you are contributing to a more sustainable future as an ArcelorMittal employee. We encourage you to share this video and the www.morethanasteelmaker.com webpage with your families and friends.

ArcelorMittal is transforming the way people think about steel

https://www.purdue.edu/discoverypark/energy/programs/energy-academy/index.php



https://www.facebook.com/TheEnergyAcademyAtPurdue

https://www.facebook.com/TheEnergyAcademyAtPurdue

www.morethanasteelmaker.com

https://www.youtube.com/watch?v=A3_hvuKZ790


Re-Imagining the World was the theme of the Challenger Learning Center’s annual gala, where two teachers received ArcelorMittal Excellence in STEM Education Awards. The Challenger Learning Center (CLC) is an ArcelorMittal strategic community partner located in Northwest Indiana. Through simulated space missions, students exercise their capabilities in science, technology, engineer-ing and math (STEM).

Several ArcelorMittal employees attended the gala and enjoyed visiting with Star Wars characters, bidding on the silent auction items and filling up goodie bags at the chocolate bar.

“I took home one of the auction baskets I bid on,” said Judy

Cremieux, member of the Indiana Harbor Council for Stronger Communities. “It was a nice evening, and I hope a big success for the center.”

ArcelorMittal communica-tions and corporate responsibility manager, Kelly Nissan, was invited on stage to talk about the company’s partnership with CLC and to present the teacher awards along with Challenger’s executive director, Becky Manis.

“Thank you, Kelly, for your kind words about our staff, teachers and students,” acknowledged Manis during the presentation. “We do love what we do, and I’m so glad it’s evident to those who work with us. Truly, the support

from ArcelorMittal and your employees makes a tremendous difference in our ability to do it!”

The ArcelorMittal Excellence in STEM Education Awards honor educators who are inspiring the explorers and visionaries of the future. The small bits of steel used in the design of each plaque was provided by Global Research and Development and Indiana Harbor Quality Assurance.

A highlight for the 200 gala attendees was a first glimpse at the master plan for the Midwest Science Center. Funded in part by ArcelorMittal, the plan lays the groundwork for an expanded Challenger Learning Center space-simulation experience, but also incorporates

programming and exhibitions related to water and land. Together these themes will create a comprehensive STEM experience exploring our atmosphere, our hydrosphere and our biosphere. The holistic STEM experience will also provide workforce skills and professional development and training through critical thinking, teamwork, communication and problem solving.

More than 270,000 students have attended field trips, special programs and summer camps at the Challenger Learning Center, which opened its doors in 1999. The Midwest Science Center is expected to attract many more.

ArcelorMittal recognizes star educators at gala

The future of ArcelorMittal depends on a strong pipeline of talented STEM professionals. We’re grateful for teachers like Natalie Bevil, Hammond schools, and Dan Pastrick, Hebron schools, who are dedicated to the next generation of scientists and engineers. The Excellence in STEM Education Awards feature bits of ArcelorMittal steel fashioned into stars.

Jesse Lamone

How do you develop a student’s problem-solving skills? LEGOs® could be the answer. ArcelorMittal Weirton supports a unique educational experience in local schools, through the LEGO MINDSTORM® program.

Some Weirton employees were recently invited to watch as Weir High School students demonstrated MINDSTORM® robots to children at Weirton Primary School.

The Weir High students spent time with the primary school students, letting them see the robots in action and talking about

how they programmed them. A grant from ArcelorMittal

allowed the school to purchase expansion kits for the robots, which add special features and components, and allow for more complex programming.

ArcelorMittal recognizes that STEM education (science, technology, engineering and math) is critical to the steel industry and its future. STEM programs in schools increase America’s talent pool by improving K-12 science and math education, strengthening the skills of teachers through additional training, and increasing the number of students prepared to enter college and graduate with STEM degrees.

Jesse Lamone is a facility loading analyst at ArcelorMittal Weirton and a regular contributor to 1 Magazine.

A MINDSTORM® at WeirtonSTEM Education>

One of the MINDSTORM® robots was programmed to solve a Rubik’s cube in a matter of seconds.

Thomas Smith

Over the summer, AM/NS Calvert and the Mobile Area Education Foundation (MAEF) held a STEM (science, technology, engineering and math) summer camp at Lott Middle School in Citronelle. 300 elementary and middle school students attended the camp. They are fourth to eighth graders, enrolled in North Mobile County schools. Through our financial support, the week-long camp cost just $20 per student, which covered daily lunch, a variety of educational activities and hands-on learning.

Students spent their days designing and creating objects using 3D printers; piloting drones through obstacle courses; designing and building real-world products; exploring the funda-mentals of circuitry using Snap Circuits to build their own devices, and learning computer coding through Ozobots – tiny robots equipped with a photo sensor array that recognize patterns, lights, colors and codes, and translate them to physical functions.

On the second day of camp, the students boarded buses to

pay a visit to our facility. At our AIDT Training Center, they received an overview of our steel-manufacturing processes and the career opportunities a facility like ours offers. Afterward, the students climbed back aboard their buses and were treated to a driving tour of our site.

The goal of the camp was to educate students about the importance of STEM skills to the advanced manufacturing workforce. STEM is a curriculum based on the idea of educating students in four specific disciplines – science, technology, engineering and mathematics – in an interdisciplinary and applied approach. Rather than teach the four disciplines as separate and discrete subjects, STEM integrates them into a cohesive learning paradigm based on real-world applications.

A video of the camp is available at teamofsteel.net.

[email protected]

STEM camp a success

STEM Education>

The STEM Summer Camp wrapped up with a special day where each child’s parents and family members could visit to see what the students had accomplished during the week.

9. Pipeline of talented scientists and engineers for tomorrow


Through our corporate responsibility initiatives, ArcelorMittal supports STEM education in the communities in which we operate. Congratulations to the “Stellar” team on a first place win in the Ohio FIRST® robotics competition.

STEM Education>

Stellar success for robotics team


Cory Myers

A FIRST® robotics team, supported by ArcelorMittal corporate responsibility and employees at our company’s Shelby, Ohio, facility, can claim a “stellar” accomplishment. The students are this year’s state champions in the FIRST robotics competition. It’s their second first place win in three years.

FIRST (For Inspiration and Recognition of Science and Technology) is a worldwide program which has been offering hands-on STEM (science, technology, engineer-ing, and math) opportunities to students for more than 25 years. Stellar Robotics is a community based, non-profit organization within FIRST,

offering hands-on learning opportunities to students of Richland County, from kindergar-ten through 12th grade.

Stellar Robotics recently visited ArcelorMittal Shelby for a visit and a tour of the facilities. Thirteen members and mentors had lunch, watched a “tuby” history presentation and talked with senior electrical engineers Rick Gruver and Raymond Humphries. They also toured the hot mill, plant #2 and the metallurgy lab.

Cory Myers is EPT coordinator, ArcelorMittal Shelby, Tubular Products.

Jesse Lamone

CANstruction® is a unique charity, featuring structures created from full cans of food, cans that are eventually donated to hunger-relief organizations.

ArcelorMittal Weirton has partnered with CANstruction® for the past three years. The program features our product – food cans made of steel – in a unique way and highlights the important role steel plays in keeping nutritious foods safe and stable. This year, eight art sculptures were displayed at Robinson Mall. Also this year, Weirton employees attended a second CANstruction® event in downtown Pittsburgh and helped judge the competition.

CANstruction® aims to use each can of food as a “catalyst

for change.” Since 1992, the organization has donated more than 15 million pounds of food to community food banks. Wherever a CANstruction® event is held, thousands of hungry people are fed, a greater awareness of the issues surrounding hunger is brought home to the public, and a spotlight is placed on the design and construction industry giving back to the communities it helps build.

Following the event, 25,000 cans of food were distributed in the Pittsburgh area.

Jesse Lamone is a facility loading analyst at ArcelorMittal Weirton and a regular contributor to 1 Magazine.

Cans as a catalyst for changeCommunity>

ArcelorMittal is proud to sponsor CANstruction and support its mission of “CANstructing a World Without Hunger.”


www.teamofsteel.net


ArcelorMittal is proud to partner with the Sustain Our Great Lakes initiative to announce $7.48 million in grants

Matt Bartz (right) accepts the award on behalf of Global Research and Development employees.

Museum ecologist noted the site’s unique topography, undisturbed sandy soils and a few native plants growing in the rougher areas of the site. All clues that something very special lay beneath the mowed field. In the spring of 2013, mowing of the site ceased. As a result, Sand Coreopsis (pictured) and other dry prairie plants flourished in the sandy dune sections of the site. This project demonstrates how nature can thrive in an urban context.

Summer interns and employees in Northwest Indiana volunteered with community partner Shirley Heinze Land Trust and gained first-hand experience about ArcelorMittal’s sustainable development outcome eight,

to be an active and welcomed member of the community.

This volunteer event, to remove invasive species at a state nature preserve, was an opportu-nity for employees to connect their own personal passion for the

environment to ArcelorMittal’s commitment.

“I care about these things and I volunteer for as many environment-related events as I can,” said Rachel Hairston, procurement specialist, ArcelorMittal Indiana Harbor. “I appreciate that ArcelorMittal partners with organizations like Shirley Heinze Land Trust and offers these opportunities.”

“With so many ArcelorMittal volunteers, we were able to clear out a large area of invasives in just a couple of hours,” said Katy Crass, volunteer coordinator for Shirley Heinze Land Trust. “It’s work that would have taken us days to complete! It was a pleasure working with everyone and we’d love to host another volunteer event in the future.”

Kelly Nissan

ArcelorMittal Global Research and Development is the recipient of 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 inspirational examples for others.

“Congratulations! This is fantastic news,” said Pinakin

Chaubal, general manager, upon learning of the award. “Over the years, our teams have enthusiasti-cally contributed countless volunteer hours to sustain our ecological heritage. It is a wonderful gift for today and tomorrow and I am very proud of them.”

Through a partnership with the Field Museum and the Nature Conservancy, globally rare dune and swale habitat was restored on more than ten acres of the campus. The project combines the management and restoration of a unique type of natural habitat that occurs along the Great Lakes. It serves as a destination for local school children to learn about the

Beth Spurgeon

The Sustain Our Great Lakes partners have announced $7.48 million in grant funding for 23 ecological restoration projects in the Great Lakes basin. Approximately $12.06 million in additional project support will be leveraged by grantees, for a total on-the-ground conservation impact of $19.54 million.

Sustain Our Great Lakes is a public-private partnership that supports habitat restoration throughout the Great Lakes basin. Administered by the National Fish and Wildlife Foundation, the program receives funding and other support from ArcelorMittal and the Great Lakes Restoration Initiative (GLRI), a federal program designed to protect, restore and enhance the Great Lakes ecosystem. The GLRI includes the U.S. Environmental Protection Agency, U.S. Fish and Wildlife Service, U.S. Forest Service,

National Oceanic and Atmospheric Administration, and U.S. Department of Agriculture’s Natural Resources Conservation Service.

The grants will support projects that sustain, restore and protect fish, wildlife and habitats in the Great Lakes basin through a focus on restoring coastal wetland habitat, improving the quality and connectivity of streams and riparian habitat, and improving water quality through green stormwater infrastructure.

“Water is a critical natural resource and, at ArcelorMittal, water plays an integral role in our steel production processes and the transportation of our materials,” said Bill Steers, general manager of communications and corporate responsibility for ArcelorMittal’s Americas region. “With four of our integrated steel mills located along the Great Lakes in the U.S. and Canada, we recognize the importance of managing and minimizing our company’s environmental impact through innovating new solutions,

as well as forging public-private partnerships that can leverage resources and expertise. Our partnership with Sustain Our Great Lakes demonstrates our commitment to this philosophy, and we are proud to continue this collaborative effort to conserve our environment and protect vital natural resources.”

The work funded in 2017 will improve passage and habitat for fish and other aquatic organisms, control invasive species, restore wetland hydrology and improve green stormwater infrastructure. Collectively, the funded projects will: • reopen 162 miles of river for fish passage • restore three miles of stream and riparian habitat• remove or bypass 29 barriers to aquatic organism passage • control invasive species on more than 1,422 acres • add more than 46.4 million gallons of stormwater storage

[email protected]

environment while exercising their STEM skills and is an example of what private land owners can do to contribute to the local ecology.

The site was identified several years ago in the Chicago Wilderness Green Infrastructure Visioning project, which ear-marked 1.4 million acres which can be restored, protected or connected through conservation and thoughtful, sustainable development practices. Inventories of the East Chicago site identify more than 50 species of plants. These include one state-endangered species (Mountain Blue-eyed Grass) and two state-threatened species (Golden and Prairie Hummock Sedge).

The air we breathe, the land we live on and the water which sustains us are all essential components of our ecosystem. Each of these elements is also critical to our business and the steelmaking process. And we prioritize the responsibility to be a trusted user of these resources. That’s why we do projects like the one at Global Research and Development and at other ArcelorMittal sites across the US.

[email protected]

Employees connect with company commitment to air, land and water

ArcelorMittal habitat restoration efforts recognized by Chicago Wilderness

Community>

Corporate Responsibility>

Summer intern Beau Beechler had fun meeting coworkers, helping enhance the beauty of the preserve and enjoyed a guided hike afterward.

ArcelorMittal is proud to partner with the Dunes Learning Center, Field Museum, Shirley Heinze Land Trust, Taltree Arboretum and Wildlife Habitat Council on these and other important environmental education, preservation and stewardship activities for our youth.



Jolice Pojeta

Since 2014, ArcelorMittal Burns Harbor has hosted hundreds of Mighty Acorns® Nature Camp participants who visit our onsite environmental restoration area to learn about nature, wildlife and even a little about steelmaking.

Twice during the summer months, students from around the Calumet region spend a week at the Dunes Environmental Learning Center, just about two miles from the Burns Harbor steelmaking facility. The kids are divided into three groups, spending a few hours rotating through various hands-on environmental activities at Burns Harbor’s Deerfield Woods.

“Burns Harbor has been actively involved in the ecological restoration of onsite dunes, prairies, and wetlands by removing invasive plant species, planting new trees and protecting wildlife habitats for some time now,” said Jolice Pojeta, corporate responsibility and communications manager, ArcelorMittal.

“As the leading sponsor of the Mighty Acorns program here in Northwest Indiana, we feel it’s important to share our walking trails and nature area

with students so they can learn about nature in fun and somewhat unique way. This was the fourth summer Burns Harbor has hosted the MA campers. We look forward to their visit each year and sharing part of their MA summer camp experience with them.”

The Mighty Acorns program incorporates classroom curriculum, restoration activities and exploration as it seeks to provide children with multiple, meaningful, sustained interactions with the outdoors. Students use the land as an outdoor laboratory for learning science and, at the same time, the ecosystems that benefit from our ongoing restoration work at Burns Harbor.

Since 2011, ArcelorMittal has funded this special program offered through our community partners: Chicago’s Field Museum of Natural History, Dunes Learning Center, Shirley Heinze Land Trust and Taltree Arboretum and Gardens.

Throughout the year, hundreds of grade school students learn about ecology in both the classroom and through hands-on outdoor experience during a two-hour field trip to a local park or nature center. In fact, Burns Harbor becomes that nature center each summer, with the children participating

in various activities. The campers have experienced nature hikes, bird watching on the plant’s onsite trails at Deerfield Woods, picking invasive Oriental bittersweet – and planting native plants. Students also identify items of nature like types of leaves, wood, branches and tree bark.

“Stewardship is a very important part of the Mighty Acorns curriculum,” said Alisha Zick, outreach education coordinator, Dunes Learning Center. “Our Mighty Acorns campers come from all over Chicago and Northwest Indiana and many don’t have the opportunity to spend a lot of time outdoors exploring nature or learning the importance of preserving our natural spaces. They learn some valuable lessons throughout their event-filled week, with many looking forward to another visit next year. These kids really love coming to ArcelorMittal as part of their summer camp experience.”

[email protected]

Burns Harbor’s nature area serves as outdoor STEM class

Community>


https://www.youtube.com/watch?v=86qRNfkmnCw


Milestones at Minorca mineArcelorMittal Minorca is celebrating several milestones this year: 40 years in operation, 30 years of fluxed pellet production and 100 million gross tons of pellets produced. In recognition of these accomplishments, the facility hosted a “family day” in August, inviting employees, their families, retirees and selected guests. Those who attended were treated to tours of the plant and the mine, a demonstration of equipment, as well as food, games and door prizes.

Kelly Nissan

Global Research and Development in East Chicago is a spending the summer celebrating its 50th year at the Columbus Drive location. Several events will mark this milestone, which began with an open house for employees. Nearly 300 employees attended, most from nearby mills.

“The tour allowed employees to observe some of our analytical and simulation capabilities and learn about the innovative new products and process that we’ve worked on jointly with operations over the years,” said Tom Moran, lead engineer, Global Research and Development and open house planning committee member. “We hope that people came away with a better understanding of what Global Research and Development employees do and the on-going innovation happening within ArcelorMittal.”

The open house began with a history video, followed by tours of some of the 25 different laboratories at the East Chicago campus. Two routes were developed – one featuring primary, the

other finishing. Both tours included the S-in motion display, ArcelorMittal’s suite of solutions for automotive customers. A visit to the corrosion lab showed scientists purposely corroding steel samples, so they can learn to make more resistant steel grades. And in the dent lab, guests saw how much pressure is necessary to cause a visual dent in a car.

“It was very interesting to learn about the process,” said

Brenda English, Burns Harbor. “This was my first time here and I thoroughly enjoyed it.”

Employees from the Chicago and USA offices attended the open house, as well as employees from Indiana Harbor, Burns Harbor, I/N Tek and I/N Kote and Riverdale, just to name a few. Every person working for ArcelorMittal is important to the long-term sustainability of our business. Opportunities like this for employees to

engage with one another across departments, plants and offices encourages comrad-ery and team work. Much thanks to the hardworking planning committee who made this event possible.

Read more, watch videos, and see historical photos at RD50Years.com.

[email protected]

Open House kicks off a summer of celebrations for Global Research and Development

Milestones>

The open house ended in a conference room where some of the remarkable innovations of Research and Development’s East Chicago employees were on display including a door ring used in the Chrysler Pacifica. The two employees shown here read about the orange components which represent four different gauges of Usibor 1500. The gray components are Ductibor 500. All five pieces are custom laser-welded to form one door blank.

Nearly 300 employees visited Global Research and Development in East Chicago during the open house held on June 20. They opened 15 of their 25 laboratories for touring.

www.RD50Years.com

https://www.youtube.com/watch?v=0msMpxa9o6o

https://www.youtube.com/watch?v=wCV3kYKdXMw


Amanda Allen

Shrikant Bhat, principal research engineer – automotive product research division at Global R&D in East Chicago, has been named senior principal scientist. In his new role, he will leverage knowledge-building activities to new product development efforts and advanced characterization. He will also coordinate the investigation of new technologies and applications. Shrikant joined the company in 1979. Most of his career has been in sheet steels applications and research, steering the development of advanced high-strength steel products such as TRIP 780 and DP980. He has also supported long products research. Over the years, he has focused on the advanced characterization and testing of our products to support our strategic automotive customers and has directed resident engineer/GTC activities of all automotive OEMs. Recently, Shrikant has also been managing the knowledge-building activities at R&D through more than 15 university activities. He received his Bachelor of Science degree in metallurgical engineering at the Indian Institute of Science, his Master of Science degree in metallurgical engineering from the Indiana Institute of Technology, and his doctorate in metallurgical engineering from the University of Pennsylvania. Shrikant will report to Jayanth Chintamani, director of the automotive product research division at Global R&D in East Chicago.

John Cardwell, global account manager, auto sales – new domestics, has been named director, auto sales – traditional (TAMS – traditional domestic auto manufacturers), working out of the Detroit sales office. In his new role, John will be accountable for automotive sales to the traditional auto manufacturers: GM, Ford and FCA (Fiat Chrysler Automobiles), including internal and external stakeholder relations. John will be responsible for cross-functional leadership related to these accounts across our NAFTA-based assets: ArcelorMittal Dofasco, ArcelorMittal USA and AM/NS Calvert. He will also lead strategy development and its execution related to our TAM business portfolios. John joined predeces-sor company Inland Steel in 1988 and has held leadership positions

in quality, finishing operations, technical service and sales. He received his Bachelor of Science degree in metallurgical engineer-ing from Purdue University and his MBA from the University of Notre Dame. John will report to Brad Davey, chief marketing officer, North America Flat Rolled.

Fred Fletcher, principal research scientist – plates, energy and infrastructure products at Global R&D in East Chicago, has been named senior principal research scientist. His expanded responsi-bilities include developing innovative steel plate products in the context of current techno-logical trends, emphasizing high toughness/abrasion resistant steels for ArcelorMittal mines and plants using the Q&P concepts, and leading exploratory efforts to produce specialty alloy grades on hot strip mills. For the last twenty years in R&D, Fred has worked to develop new plate steels, especially high-hardness, high-toughness and improved formability grades, in addition to new patented advanced high-strength rail steels for railroads and crane applications. He received his Bachelor of Science degree in metallurgy and materials science from Lehigh University, his Doctor of Science degree in materials science and engineering from MIT, and his MBA from the University of Michigan in Ann Arbor. Fred will report to Murali Manohar, division manager – plates, energy, and infrastructure products at Global R&D in East Chicago.

David Helsinger, account manager, commercial sales – end user product sales, has been named product manager, product control – coated products. As a product manager, David will provide support and assistance to the product director to achieve business plan goals related to volume, pricing and market share. He joined ArcelorMittal as a sales trainee in 2008 and has gained diverse sales experience within the company. David received his Bachelor of Science degree in business administration from The Ohio State University. He will be reporting to Mike Hrosik, director of coated products for ArcelorMittal USA.

Rick Kollhoff, account manager, commercial sales – end user product sales, has been named product manager, product control – cold-rolled products. As a product manager, Rick will

provide support and assistance to the product director to achieve business plan goals related to volume, pricing and market share. Rick joined the company as an account manager in 2008 with extensive previous sales experience. He received his Bachelor of Arts degree in economics from Saint Joseph’s University in Philadelphia, and his MBA from Loyola College in Baltimore. Rick will be reporting to Gord O’Neill, director of cold-rolled products for ArcelorMittal USA.

Caitlin McKeown, account manager, commercial sales – plate product sales, has been named product manager, product control – specialty plate. As a product manager, Caitlin will provide support and assistance to the product director to achieve business plan goals related to volume, pricing and market share. Caitlin has greatly diversified her sales skillset since she started working for ArcelorMittal as an account manager trainee in the Chicago office in 2007. After a year of training, Caitlin was relocated to Philadelphia where she became an account manager for plate products. Two years later, she broadened her sales experience as an account manager, selling both plate products and specialty plate products. In the beginning of 2016, Caitlin further increased her knowledge of steel, adding LFR sales to the list of products she was responsible for selling. Caitlin received her bachelor’s degree in international business with a minor in business law from Pennsylvania State University. She will report to Robert Insetta, director of specialty plate for ArcelorMittal USA.

Robert Oslakovic, account manager, commercial sales – distribution west product sales, has been named product manager, product control – plate products. As product manager, Robert will provide support and assistance to the product director to achieve business plan goals related to volume, pricing and market share. Since joining the company in 2008 as an account manager for Flat Carbon USA, he has greatly diversified his sales skillset. Robert received his Bachelor of Science degree in marketing from Western Kentucky University. He will be reporting to Jeff Webb, director of plate products for ArcelorMittal USA.

On the move at ArcelorMittal USA

Transitions>

Rob Caroti supports Parkinson’s research in honor of his mother, Meg, who was diagnosed with the disease in 2002. She was only 48 at the time.

Heidi Umbhau, director of internal communications for ArcelorMittal USA, began her career in broadcasting. She’s picture with former NBC anchor Tom Brokaw and her co-anchor at the time, Dan Cooke. Heidi’s husband, Vince Gerasole, is a reporter at WBBM-TV, the CBS station in Chicago.

Heidi’s work frequently takes her to Canada and Brazil. She’s pictured here with some of her colleagues in Brazil.

Then and now:From the anchor desk to the senate to ArcelorMittal

Our People>

Amanda Allen

Heidi Umbhau, the director of internal communications for ArcelorMittal Americas, has had an exciting career path. How many people can say they worked for a television news department, a glamour photography studio, a United States senator and a steel company?

Heidi was born in Hawaii and got her bachelor’s degree in broadcast journalism. Her first job out of college was as a news writer, later becoming a news anchor in Honolulu and Reno, Nevada. A few years later, Heidi and her husband, Vince Gerasole (who some of you might recognize from WBBM-TV in Chicago), moved to Pittsburgh. There, she opened a glamour photography studio called “Shooting Stars.” She then went on to work for Hawaii Senator Daniel K. Inouye in Washington, D.C., as his press secretary during the Clinton administration.

Heidi eventually returned to Honolulu, where she anchored the evening news for NBC and received an Emmy Award for breaking news. As she and her husband began to start their family, they moved to Atlanta. There, Heidi worked as a media trainer, training executives at Fortune 500 companies in crisis communications. Three years later, the family moved to Chicago

where the media training consultancy continued for Heidi, until she joined ArcelorMittal in 2011.

Heidi explains that her previous work experience, developing both written and video content, working with government officials in D.C. and training a wide variety of clients, was great preparation for her current role at ArcelorMittal. As for her favorite thing about working here?

“Working with our employ-ees. At ArcelorMittal, I have worked with some of the finest people in my career. I enjoy learning something new every day from people who are very passionate about making steel. I’ve always thought that every person you encounter has something to teach you, and we should always be open to learning from each other.”

[email protected]

Rob Caroti

My mom, Meg, was diagnosed with early onset Parkinson’s in 2002 at the age of 48. At the time of the diagnosis, my only exposure to the disease was Michael J. Fox. I had a very vague idea of what it could look like – tremors and jerky movements but I still had a lot to learn. Of course, my mom took this news better than any of us. She never complained and was very open about the diagnosis with friends and family. I never saw any self-pity or embarrass-ment, which I found inspiring. She stayed in control of the situation and responded to the challenges.

In March of 2007 my dad suggested participating in the

Parkinson’s Unity Walk in New York. I quickly registered a team and named it Meg’s Muppets, which was a combination of Mom’s name and my favorite childhood TV show, as well as the home daycare business Mom ran when I was a kid.

The initial fundraising campaign was just a simple, one paragraph email with some information about the walk and a link to donate. However, due to the overwhelming responses I received to my email, I realized that we all were looking for a way to do something more than just provide moral support. Here was an opportunity to raise much needed funds for research initiatives conducted throughout country and to raise the profile of the disease. After eleven Parkinson’s

Unity Walks, our team has raised almost $40,000 and has no intention of stopping there. Part of this impact was increased by the ArcelorMittal Give Boldly program, where I was able match the dollars I personally donated to the fund.

Our initial reaction to the diagnosis was to protect my mom and I think we all started making decisions for her in terms of “what she could handle.” But she has never wanted to be protected. She is very good at understanding her own limits even if she sometimes pushes those boundaries. These days, my parents spend their weekends visiting local parks, beaches and flower gardens; attending concerts and going on short trips to the Cape. During the week, Mom loves to paint and scrapbook. She’s also an avid

reader with a different book in every room of the house.

My grandmother calls my mom her hero and we all agree. If we are looking for a silver lining, I would say that this has brought all of us closer together and given us a tremendous sense of family, community and purpose. I think we understood that life would change after this diagnosis but we can all choose how we respond to these changes. I think the most important thing to remember is to continue to lead an active and fulfilling life surrounded by those you love.

For more information about the Parkinson’s Unit Walk, visit: www.unitywalk.org.

Rob Caroti is a technical sales engineer, AMI North America

I Give Boldly… I am one of Meg’s Muppets

Why do you Give Boldly?ArcelorMittal USA’s Give Boldly program matches up to $1,500 per year per employee on direct or payroll giving contributions when a match is requested on qualifying contributions. Since 2010, ArcelorMittal USA has budgeted up to $750,000 per year to match employee contributions which is matched quarterly throughout the year on a first come first served basis until that threshold is reached. Visit www.ArcelorMittalGiveBoldly.com to learn more.

Don’t forget that October is open enrollment month for 2018 Give boldly payroll donations.

www.unitywalk.org

1 Company 1 Community 1 Magazine16 ArcelorMittal USA

One South D

earbornChicago, IL 60603USA

GlobalArcelorMittal led consortium reaches agreement regarding Ilva lease and purchase agreementArcelorMittal and Marcegaglia announced AM Investco has concluded the exclusive negotiation phase and reached a binding agreement concerning the lease and obligation to purchase Ilva S.p.A and its subsidiaries with the Italian Government. Intesa Sanpaolo will formally join the consortium before transaction closing. Lakshmi N. Mittal, Chairman and CEO, ArcelorMittal, said, “We recognize the trust that is being placed in us as the new owner of Ilva and will take great care to provide Ilva with the responsible and capable leadership it deserves and that will be vital for its future success and sustainability.”

ArcelorMittal launches the second generation of its iCARe® electrical steelsWe officially launched the second generation of our iCARe® electrical steels at this year’s coil-winding expo, CWIEME, in June 2017. Our iCARe® steel grades are used in electric motors for electric vehicles and conventional cars. The second-generation grades of iCARe® steels offer several advantages which result in improved engine performance and ultimately an increased driving range.

AmericasNew $27 million finishing line inaugurated at Longueuil bar millArcelorMittal Long Products Canada inaugurated a new finishing line at its bar mill in Longueuil, Québec, increasing the facility’s annual rolling capacity from 400,000 to 500,000 metric tons. This $27 million (CAD) investment, which maintains some 200 bar mill jobs, is part of ArcelorMittal Long Products Canada’s modernization program, which has seen nearly $300 million invested since 2008. The new equipment will be central to the safe and reliable production of new steel products, including angles, used in the construction of electric pylons and building structures. The upgraded finishing line will also have a direct impact on packaging and delivery performance.

EuropeMagnelis® is now being produced in SpainTo meet growing demand, the Avilés plant – part of ArcelorMittal Asturias – has adapted its Galvanizing Line No. 2 to produce Magnelis®. Production of thicknesses, from 0.5 to 2 mm, began in May 2017.

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:Amanda Allen, Kelly Nissan, Mary Beth Holdford, Summer Paris, Jolice Pojeta, Scott Posey, Heather Ross, Thomas Smith, Beth Spurgeon, Bill Steers, Marcy Twete, Heidi UmbhauGuest Contributors:Carmella Arreola, Sally Buckner, Rob Caroti, Larry Fabina, Mary Frankovich, David Helsinger, April Holt, Jon Kaplan, Jesse Lamone, Cory MyersPhotographers/Videographers:John Balas, Batesville, Larry Fabina, Financial Times, Liz Johnson, Mike Kizior, Jesse Lamone, Jolice PojetaDesign:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000

1 | ArcelorMittal USA | September/October 2017

Global News in Brief

Content Links

Pictured on cover:ArcelorMittal colleague launches a drone at ArcelorMittal Hamburg. The light-weight drone is used to survey the scrap yard at. It is flying on a pre-programmed path and enables birds-eye view of the yard, saving time and improving performance. The use of drones is just one example of how the company is navigating digitalization in the industry and embracing the features of a digital enterprise.

When this icon is shown, a video relating to the story is available for viewing online.

When this icon is shown, more photos relating to the story are available online.

When this icon is shown, more information about this story is available online.

@ArcelorMittalUS

Steel Search Trivia Challenge

What was Babe Ruth’s “job” at Bethlehem steel??

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 October 5, 2017.

Another winner in ArcelorMittal’s Steel Search Trivia Challenge

In the July/August edition of 1 Magazine, we asked: How much did ArcelorMittal USA reduce its energy use over the past three years?

We selected our latest winner (in a random drawing)

from hundreds of entries and the winner is John Znidarsix, who works at the 84" HSM, Cleveland. He had the correct answer (four percent) and will receive a $100 gift card.

Steel Search Trivia Challenge>

Sustainability

Carmella Arreola

Attention: ArcelorMittal USA LLC Active Employees (Employees of AMNS Calvert, Monessen represented, Piedmont Plate, I/N Tek, I/N Kote, and Tubular, please disregard as your local HR teams will be conducting your open enrollment.)

What you need to know about Open Enrollment:Open Enrollment for 2018 begins Monday, October 16, 2017 and continues through Friday, November 3, 2017. Important decisions will be required during this limited open enrollment period. Please make sure to carefully evaluate your needs and learn about your benefit options prior to making your enrollment decisions. Elections made during Open Enrollment will be effective January 1, 2018.

In your Open Enrollment packet you will find the following information:• Healthcare Flexible Spending Account Enrollment formBargained employees must re-enroll every plan year.• Dependent/Elder Day Care Flexible Spending Account (FSA)Employees must re-enroll every plan year.• Health Savings Account Non-represented salaried employees’ contribution elections roll over each year.• Healthcare Eligibility Change form• ArcelorMittal Married Spouses formThis is a new form. Please look over it carefully, as it may be applicable to you.• Summary of Benefits

Open Enrollment is an annual opportunity for you to make changes to your benefit

elections without having a qualified life event. You can make changes to benefit elections by: • changing your benefit coverage.• adding or removing your eligible dependents.• enrolling in Flexible Spending Accounts.

If you are considering enrolling in an FSA but are not sure of your election amount, enroll for a minimum amount ($5 per pay period) prior to the deadline of November 3, 2017. You will then have until December 31, 2017, to refine your annual election amount. If you do not make an election by November 3, 2017, you will be unable to enroll for 2018 FSA.

This year’s enrollment is a passive enrollment. If you would like your current benefits to remain the same for the 2018 plan year, NO FURTHER ACTION IS REQUIRED. (Note: This does

not apply to FSA. One must re-enroll in FSA every plan year.) If you would like to make any changes to your benefit elections, you must take action by Friday, November 3, 2017.

For all employees, Open Enrollment materials will be mailed to reach your homes on or before October 14, 2017. Open Enrollment materials will be made available online throughout the Open Enrollment period at http://www.arcelormittalusa.com/benefits/. Once you navigate to the website, visit the tab titled, “Open Enrollment 2018.” Please watch for additional announce-ments and reminders throughout the Open Enrollment period.

Questions can be directed to the Open Enrollment Help Line at 1-866-268-3489

Note: Open Enrollment is a separate process from the recent Dependent Eligibility Audit

Open Enrollment is right around the corner! Do you know what to do?

Benefits>

The Carnegie Museums offer a variety of STEM-focused activities for young people.

Benefits>

Employee benefits at the Carnegie Museums of PittsburghDid you know that ArcelorMittal employees visiting Pittsburgh receive special discounts at each of the four Carnegie Museums, including:• Carnegie Science Center• Carnegie Museum of Natural History• Carnegie Museum of Art• The Andy Warhol Museum

Employee Benefits include:• Unlimited buy-one-get-one-free admission at all four museums for all company employees and their families

(note that this does not include Omnimax films and special exhibitions) • 20 percent discount on purchase of new personal memberships for all employees• 10 percent discount in museum stores for all employees

To take advantage of the buy-one-get-one-free admission, employees must bring a corporate ID card, a business card or a pay stub to the museum.

These benefits are part of a larger science, technology,

engineering and math (STEM) education partnership between ArcelorMittal and the Carnegie Museums of Pittsburgh. In 2017, the Carnegie Science Center is bringing a mobile “fab lab” to several of our local communities. The fab lab brings in-depth digital fabrication to schools. Using 3D printers, laser and vinyl cutters, a Shop Bot, and more, the mobile maker space gives students the opportunity to experience the STEM-based maker movement, taking their designs from computer screens

to robotic machines.If you have questions

about these benefits or the partnership, please email [email protected].




mailto:USACR%40arcelormittal.com?subject=1%20Magazine%20article%20on%20Carnagie%20Museums%20of%20Pittsburgh%20employee%20benefits

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