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04Health and Safety: We’re all safer when we Stop. Challenge. Choose.

03In conversationPerspective from our President and CEO, Jim Baske

05Looking for lossesCelebrating the achievements of WCM teams

07A tip of our hatThe 209 newest Quarter Century and 40-Year Club members

10The strength of orangeTeam Orange breaks 2,500 volunteer hours in 2013

D o fa s co | h a m i lto n

1 | ArcelorMittal Dofasco | January/February 2014 Global News2

Understanding the organizational changes at ArcelorMittalIn December 2013, ArcelorMittal announced some important organizational changes. In order to ensure everyone understands what these changes mean, this article includes some frequently asked questions and answers.henri BlaffartHenri.blaffart@arcelormittal.com

What has changed?There is now one GMB

member responsible for each geographic region (Europe, Americas and ACIS). This provides a single point of responsibility.

The teams and functions that remain at the corporate level have a critical strategic role to play in allocating resources, ensuring the operating units leverage the company’s scale and scope, in financial aspects of the company and its reputation.

The key area that has moved to the regional level is shared services, most of whose activity relates to our European business. Shared services will have a single point of responsibility allowing the region to implement the right model.

When do these changes take effect?

The changes took effect on Jan. 1, 2014 while work continued in January to finalize some aspects, in particular those relating to purchasing, communication, HR, strategy, IT, legal and government affairs within the regions.

how will these changes impact people?

The organizational changes may have an impact on some positions and we have strong HR processes, including career committees, to support the reorganization. Equally, these changes may create opportunities for people to take up new professional challenges.

in what ways will this change help reduce the gap with the competition?

One of the most important things we have to focus on is beating the competition. Simplifying the organization is a key factor in achieving this. Our business performance depends on the motivation and engagement of our employees and the new structure reduces bureaucracy and encourages higher levels of motivation and engagement.

is health and safety no longer our number one priority, if mr. mittal is no longer the named GmB member in charge?

As chairman and CEO, Mr. Mittal will continue to make Health and Safety his number one priority. In addition, Gonzalo Urquijo takes up a new role that encompasses Health and Safety and corporate affairs. Having

one GMB member with the ability to dedicate a significant amount of time to Health and Safety – ArcelorMittal’s number one priority - will accelerate our Journey to Zero and our ability to be the Health and Safety benchmark for steel and mining companies worldwide.

Why aren’t mining and tubular included in the regional structure? is this because the GmB does not see any synergies here?

Mining and Tubular are truly global businesses in their own right, with no clear “leading” region this is why they were not included in the regional structure.

how will this reorganization help in better allocating available resources?

The new structure gives one GMB member overall responsibility for each geographic region, simplifying decision making under one person. Separately, we have changed the way the investment allocation committee (IAC) works to simplify the process required for allocating capex. Each region now is able to take decisions for amounts of up to US$10m through a less formal process.To read the full version of this article, visit myarcelormittal.com

Organizational Changes>

ArcelorMittal Dofasco among the group’s best in Performance Excellence Awards Ginette De matteisGinette.DeMatteis@arcelormittal.com

The 2012/2013 Performance Excellence Awards ceremony was held on December 16 in France with Mr. Mittal, Frank Haers, group chief technology officer (CTO) and the ArcelorMittal board of directors. ArcelorMittal Dofasco’s winning Technical Innovation and R&D project was joined by five other notable projects from around the group.

“We introduced the Performance Excellence Awards in 2007, because we wanted to recognize teams and individuals like you, who achieved outstanding results through innovative thinking and successful project execution. Congratulations on the remarkable results you have reached,” Mr. Mittal told the winning teams.

and the winners are…

technical innovation and R&D • Dofasco, Canada: KOBM

steelmaking innovation through automation

The program has improved the accuracy and consistency of end-point carbon control, reduced the re-blow rate to less

than 1 per cent, reduced over-oxidation of the steel, lowered aluminium additions, improved work safety and reduced KOBM tapping cycle time, with a cost saving of more than CAD$13m per year.

health and safety • Tubarão, Brazil: Internal

benchmarking, best practice sharing and local innovation to reach zero lost time injuries (LTI) during the revamp of Tubarão’s blast furnace 1, the biggest blast furnace in the Americas

The project has proved that it is possible to achieve zero LTI even in the most complex, high risk projects. The safety plan will prove valuable beyond Tubarão premises, as it can easily be replicated in similar projects across the segment.

Environment and corporate responsibility • Maizières R&D centre, FCE,

LCE: Financial and environmental benefits of ROMEO, a model developed for the internal recycling of by-products

ROMEO is a reliable tool that calculates the value of by-products in different scenarios. It has already been applied in

more than 11 plants with cumulative savings of around €30m since its roll-out in 2009.

operational excellence • Saldanha, South Africa:

Achieving operational excellence through the implementation of World Class Manufacturing (WCM)

Thanks to thorough WCM implementation, the plant improved from being the second most expensive plant in the group, to being the second lowest cost producer in hot rolled coils, with almost no capex required.

customer satisfaction and margin generation • East Chicago R&D, US: FIRST

- Fast Investigation of Roof Structures: a user friendly predictive model for oil canning and dent resistance of automotive roof panels that helps save money, time and weight

Predictions from the model are very accurate compared with existing methods of evaluation. The project was officially recognized by Ford and was granted the Chief Engineer Award for computer-aided engineering.

innovation in leadership, management and hR • Cleveland, USA: Accelerated

start-up of No. 2 steel producing

The facility exceeded the start-up production curve and achieved this goal with zero accidents in the first month of operation. The successful start-up is a testament to the power of visionary

leadership, teamwork and creative thinking across the company.

“The winning projects are perfectly in line with the company’s top priorities: Health and Safety and profitability. Some achieved great results on a very low budget, while others were aimed at reducing production costs. But what all had in common was their quest for excellence, as

well as their wish to uphold safety at all times,” said group chief technology officer, Frank Haers.Go to www.myarcelormittal.com for case studies on each of the winning projects and to see a video interview with Tom Kuhl (GM, Primary Manufacturing Technology) who accepted our award on behalf of the company.

Tom Kuhl, GM Primary Manufacturing Technology, (centre) accepted the Dofasco Performance Excellence Award for Innovation and R&D. Here Tom poses with the award with Jeannot Krecké, member of the ArcelorMittal Board of Directors (left) and ArcelorMittal Chairman Mr. Mittal (right).

Performance Excellence Awards>

Health and safety: the way ahead frank haersfrank.haers@arcelomittal.com

The first management committee meeting of the year took place in London on January 14 and 15, and one of the most important topics discussed was Health and Safety.

Frank Haers, VP head of corporate health and safety, shares some of the key points and outcomes of the discussions, giving a detailed picture of the 2013 results as well as the priorities for Health and Safety in 2014.

Despite being the best year ever in some ArcelorMittal segments, 2013 has been a mixed year when it comes to our global Health and Safety performance. While we

recorded good progress in reducing our overall fatality rate, we are still a long way from reaching zero fatalities as 23 colleagues (30 in 2012) lost their lives working in our plants last year.

We have once again seen too many repetitions of similar accidents, which is unacceptable. This shows that the improvements we are making are not sustainable and that further work is needed to avoid repetitions.

Looking at the main causes of fatalities, in 2013 they were again:

falling from heights and crushing. Crushing accounts for the biggest number of fatalities. These accidents primarily happened when lockout/isolation procedures were incorrectly used during load handling, while moving unprotected equipment or during work involving vehicles or rail.Maintenance and services account for more than two thirds of fatalities: non-routine jobs have to be properly prepared and supervised to avoid things going terribly wrong during execution. Hazard identification and risk assessment (HIRA) is a key tool for achieving this, particularly when combined with appropriate supervision and guidance.

Thirteen contractors have lost their lives working in our plants every year, for the past

three years, despite the considerable work that has been done to train and educate contractors on fatality prevention standards and risk management. Reviewing and assessing their safety practices more closely will help us make sure their lives are not put at risk, and special attention is needed for small teams doing (small) jobs in remote places.

Looking at the different segments’ safety performances, we can see that most segments are improving. We currently have nine top priority sites, and I trust

these sites will do all that is in their power to rapidly improve their fatality rate. We need to progress, and we need to do it faster and in a sustainable way.

Our lost time injury frequency rate (LTIFR) continues to improve. LTIFR for 2013 was 0.84, slightly better than our 2013 target; however, more effort is needed. For 2014, the LTIFR target is 0.75. We have come a long way, but we cannot relent in our efforts since improvement becomes tougher as we move closer to zero.

Restricted work cases (RWC) have remained at the same level, and we need better reporting on these events to understand the root cause of these accidents and how they can be prevented. Similarly, we need to get all medical treatments reported to help us be more proactive.

Our targets will only be achieved if a strong and consistent safety culture is in place. All management levels, including front line supervisors and foremen, play a key role in achieving this, by making sure a safe working environment is in place, and that employees work in a way that doesn’t jeopardise anyone’s safety. This can only be done through constant communication with their teams. Other important safety guidelines include: leading by example, ensuring genuine compliance with the safety rules and standards, not allowing any abnormal situation to go uncorrected and communicating clearly with those involved.

But safety is not a top-down process, and everyone has an ongoing role to play. In 2014, I would like to see each and every one of us feel personally responsible for making sure that no life is lost in our locations. With the right mindset and focus from all of us, I know we will make another significant stride towards our Journey to Zero.

Many thanks in advance for your commitment and your support.

• Achieve further, significant progress in fatality reduction by working on the issues described above; having the fatality prevention standards in place remains a precondition. Further progress will also be needed in terms of Lost Time Injury and Restricted Work Cases

• Ensure complete reporting of all safety events, down to medical treatments

• Permanent, strong and visible leadership from all levels of the organization with a frequent presence on the shop floor. Increased awareness and shared vigilance among all employees are other essential requirements

2014 Health and Safety recommendations

Health and Safety>

In conversation with the President and CEOJim Baske recently took some time to talk with 1 Magazine, sharing his perspective on our 2013 accomplishments, the outlook and needs for 2014 as well as his experience living in Canada.

Jim, thank you for taking some time to participate in this interview. to start, can you share a few of the highlights of your first seven months at arcelormittal Dofasco?My major highlight has been meeting and working with the people at every level of the organization. I have come to appreciate that “Our strength is people.” The Quarter Century and 40-Year Club celebration and annual Christmas Party were also special moments and another

highlight, of course, was our stellar second half business performance.

in 2013, we had many achievements – what were the drivers of this success?Key drivers of our success were record shipments, record production performance in many operations, record quality performance, great on-time delivery performance, execution on our AMD100 initiatives and a strong performance in Health and Safety. There were also two

key external factors that aided our success: high demand in the Automotive sector and the CAN/US currency exchange rate.

Based on our 2013 performance, what areas have we identified for improvement in 2014?

First, we need to intensify our focus on “Stop. Challenge. Choose.”

We must also maintain our high level of internal and external quality performance

and customer delivery performance.

Productivity delay rates must be improved in select areas and plans are in place to address this.

Regarding Continuous Improvement, we will drive $90 - $105 million of incremental improvements in run rate through numerous identified initiatives in our 2014 Value Plan.

The maturation of our World Class Manufacturing

(WCM) process is also essential – we want all 5,000 employees engaged in Continuous Improvement to remain the best performing North American steel company. are there any big projects or initiatives happening in 2014?We have a number of key projects that must be executed flawlessly this year, including the new temper mill, the start up of Monessen Coke Plant in Pennsylvania and the completion of our new No. 6 galvanizing line. We will also commence work on a restoration project at No.2 and No.3 Coke plant, the No. 4 Galvanize Line upgrade, as well as key energy projects.

the effects of the economic crisis are still present in various parts of the world. are the positive aspects of 2013 and a good outlook for 2014 an indication that we’ve recovered from the crisis? There still has not been a total recovery from the recession of 2009. Outside North America, China’s growth has receded to lower levels, the Eurozone was still at a trough point in late 2013, and India and Japan are still in stagnation. North America is arguably a beacon in the worldwide economy. The United States is improving, with recent indicators showing some of the best numbers since 2007, while Mexico is definitely on a growth path. Canada has experienced challenges, more specifically with a reduction in demand for steel due to many manufacturers leaving the country for the U.S.

and Mexico. For example, although Canada saw record vehicle sales in 2013, vehicle production actually declined. Other markets, such as non-residential construction continue to recover which does present growth opportunities ahead. Given your experience with other arcelormittal sites prior to taking on the leadership role here at arcelormittal Dofasco, are there aspects of Dofasco that you find different or unique?Two aspects immediately come to mind regarding ArcelorMittal Dofasco’s differentiation. The first is our culture, which is manifested in a unique “can do” attitude and work ethic. The second is our technology and innovation. We have essentially the same equipment and market conditions as our competitors. But it’s our approach to process, product and equipment improvement that separates us from our competitors.have you had any unique canadian experiences since moving from ohio?I’ve had to adjust to a number of differences, including (1) The most cost-effective way to buy milk is in plastic bags; (2) I’ve learned to pronounce “project”, “process” and “organization” differently; (3) There are no dollar bills or pennies, but instead loonies and toonies; (4) I need to convert miles per hour to kilometres per hour quickly on the roadways; and (5) Electricity is now hydro. But Canada is a great country, “eh”, and I’m happy and privileged to be here.

Local News1 | ArcelorMittal Dofasco | January/February 2014 3

From left: President and CEO Jim Baske, with Roy Oommen and Steve Thomas (both of Galvanizing).

Impacting GM’s Impala launchIn the past year, ArcelorMittal USA and ArcelorMittal Dofasco provided tailor-made customer service to help General Motors successfully re-launch a new and improved Chevrolet Impala. candice olson candice.olson@arcelormittal.com

ArcelorMittal and GM share a long history. Both companies have produced products that changed the face of transport over the past 100 years. Making the most of shared geographies, our North American plants have shipped, and continue to ship steel to neighboring GM plants to build vehicles of the past, present and future, including the approximately 3.2 million vehicles GM built in NAFTA in 2013.

“ArcelorMittal supplies GM with steel direct sales as well as via numerous parts manufacturers,” says Gordon O’Neill, Global Account Manager, General Motors, ArcelorMittal Detroit. “Every vehicle GM produces in North America contains ArcelorMittal steel, and we are proud of our powerful partnership.”

The partnership includes a newly developed “pre-build part review process” designed to ensure hard to find grades and sizes are available for initial tool build tryouts.

“Each time GM produces a new or updated vehicle, together, we review details regarding specific grade, gauge and coating they will need,” says Barry Maccaskill, Global Technical Coordinator, General Motors and Tier 1 Stampers, ArcelorMittal Dofasco. “Armed with this information we ensure we have suitable materials in our pre-build inventory, ready to

handle GM’s requests for steel to prove out the tools necessary to manufacture the new model.”

This strategic supply process involves working closely with GM’s engineering and purchasing departments to establish and sustain a consistent supply of high-quality steel at critical moments for GM’s plants. In addition, our Technical Service Group is regularly on-hand at GM’s sites to address any quality issues with any of our materials, including, ArcelorMittal’s newest Ultra High Strength Steels (UHSS).

Going the extra mile with Extragal®In response to the ongoing need for carmakers to produce lighter yet safer cars to reduce air pollution and improve vehicle safety, ArcelorMittal is helping GM through the use of UHSS to meet stringent Corporate Average Fuel Economy (CAFE) requirements. This is where GM’s Chevrolet Impala enters the market.

The newly launched Impala contains 33 per cent less steel than its predecessor, making it lighter, more environmentally friendly and cheaper to run, as well as safer. This improvement was accomplished through innovative design, and the increased use of UHSS and Usibor®. “This is a foundation we hope to build on because our automotive customers have expressed the strong need for the next generation of advanced

high strength steels, grades with tensile strength greater than 1,000 MPa and improved elongation,” said Barry.

Meanwhile, around 12,500MT of ArcelorMittal’s Extragal® will be used in the new Impala each year, in the doors, fenders, deck lids and bodysides of the vehicle.

ArcelorMittal worked with GM to create an Impala launch team to help re-introduce GM to Extragal®. Consisting of 12 employees from the commercial, sales and research and

development (R&D) departments, the team shared expertise between the two companies. During the design phase, team members conducted site visits to GM’s Flint, Mich. stamping facility to establish relationships, discuss the upcoming launch and ArcelorMittal’s support plan, answer technical questions about Extragal® and explain the product nuances compared to the exposed steel GM-Flint had previously used. Once the tools began to arrive at GM-Flint, the

team was on hand to support trials and resolve any product quality issues.

Although ArcelorMittal’s sales, R&D and technical teams work directly with GM and other customers to provide excellent service, they rely on consistently good quality steel to keep our customers happy. Producing steel right the first time so we can deliver high quality, on-time products is the key to attracting and sustaining their business according to Gordon.

“One of my proudest days

on the job was when GM’s Vice-President of Purchasing met with us and said ‘I work with many suppliers all over the world and ArcelorMittal has no problems in giving us what we want and it has been like that for some time,’” adds Gordon. “But that trust must be maintained and nurtured. If we focus on making excellent steel without rejects or delays, ArcelorMittal employees can help support GM in their company objective: ‘To design, build and sell the world’s best automobiles.’”

Customer Corner>

Our Hamilton team worked together with colleagues from the US to ensure the success of General Motors’ Impala re-launch in 2013. The Impala features Extragal™, produced in Hamilton. The Hamitlon team included front, from left: Ron Howard (Automotive Sales), Veronica Tristani (Automotive Sales), Pat Belanger (Launch Team, Automotive Sales). Back, from left: Dan Dooley (Automotive Sales), Barry McNally (Launch Team, Automotive Sales) and Chris Urban (Launch Team, Automotive Sales). Not pictured are Joe Scardamaglia (Automotive Sales), Barry Maccaskill (Product Research, Automotive Applications), Dave Jewett (Automotive Sales), Janet Schaub (Automotive Sales) and Steve Jodouin (DSG). The photo was taken in the showroom at Queenston Chevrolet on Rymal Road. General Motors offers ArcelorMittal Dofasco employees a discount on its vehicles. Learn more on the company Intranet.

Local News4

Employees are taking charge of their health and striving to reach their ‘Personal Best’ in 2014candice olsoncandice.olson@arcelormittal.com

With the holiday season over and the days getting longer, hundreds of colleagues are defining and striving towards their 2014 health and wellness goals through the Personal Best program offered through the Integrated Health department.

“We have helped employees complete all sorts of personal challenges over the years, but everyone has the same end-goal and that is to live a healthier, longer and ultimately happier life,” says Lindsay Knight, Lifestyle Coordinator. “Each participant receives a tailored program to fit their needs and access to our onsite gyms, a personal trainer as well as products like exercise manuals, nicotine patches and healthy

nutrition guidelines.” Lindsay’s team launched the

free Personal Best program in January and it will run through May. This is the third year of the program. However, it’s not too late to sign up if you are interested in joining your colleagues in getting fit. Often the hardest aspect of a healthy lifestyle program is simply getting started, but the team has plenty of tips to help people stay motivated and Lindsay believes there is strength in numbers.

“Our most successful candidates are those who team with a co-worker or family member to lose weight or quit smoking. These participants usually see the largest decrease in numbers like body fat or cholesterol and most importantly they see Personal Best through to the end.”

One of Lindsay’s most successful participants is Maureen Graszat-Fritz (Cold Roll and Tin), who had a compelling reason to complete the program. In 2010, Maureen lost her husband, and father of her three children, when he died of a heart attack. Seeing her family go through the pain of losing a parent too early, Maureen decided it was time for a drastic change.

“At the time, I weighed almost 200 pounds and my husband’s death was the loud wake-up call that I needed to get back into shape, says Maureen. “I wasn’t going to allow my children to have to bury another parent so soon. I couldn’t put them through that again, so I asked the Personal Best team for help.”

Maureen set bold goals of

not only losing weight, but also lowering her cholesterol, body fat and adopting a more positive attitude. With daily exercise, a healthy eating program and a new zest for life, Maureen dropped 60 pounds in just 10 months and significantly lowered her cholesterol. Most importantly, she gained a new attitude towards healthy living.

“Although it was hard at first to get off the sofa and exercise, the more I did it the better I felt, not only physically but also emotionally. I truly believe that exercise helped me through the grieving process. Whenever I felt tired or came up with an excuse not to go to the gym, I thought of my family and off I went to run on the treadmill, lift weights or cycle around the many trails near my house.”

Maureen’s story is an

example of how hundreds of Dofasco employees have reached and exceeded their wellness goals. You can do the same. The best part of the

Personal Best program is that it is free and it’s easy to join. Just call Lindsay Knight at extension 3922 if you want to have a healthier 2014.

Making the most of Hamilton ‘s outdoor spaces and the F.H. Sherman Recreation and Learning Centre, Maureen Graszat-Fritz, Sheet Mill Annealing Operations, ran, rode and hiked her way to good health during ArcelorMittal Dofasco’s Personal Best program in 2013. Along with a sensible diet, Maureen’s exercise regime helped her drop 60 pounds in just 10 months.

1 | ArcelorMittal Dofasco | January/February 2014

Health and Wellness>

Health and Safety>

We’re all safer when we Stop. Challenge. Choose.Are you doing everything you can to follow these principles? Meet a few of our colleagues who are.Peter Bailey peter.r.bailey@arcelormittal.com

Stop. Challenge. Choose is a mindset that’s taking hold across the company and helping to eliminate risk. Every day, this simple approach has helped individuals be safer at work and at home. Here are just a few of many examples we’ve heard about:

Keeping contractors compliant

Pete Cegnar, Central Shipping, works out at the Beach Road Fitness Facility. During one December visit, he entered the gym and began using the elliptical. A third party painting crew was at work using a five foot, high rolling work platform. The painter wasn’t safely tied off and did not have any fall protection on. As he worked, Pete noticed that not only was the contractor not following our fall prevention and fall protection standard, the platform was shifting from side to side as the wheels on the platform weren’t locked.

He quickly engaged the painter: “I just went over to him and expressed how I believed he was putting himself in danger. He was a little surprised because outside of Dofasco tie-offs are required at six feet. He stopped working, got down and we had a discussion with his lead hand.” From there, Pete took it upon himself to call the Onsite Contractor Coordinator (OSCC) to make him aware of the situation. As a result of Peter’s intervention, no one was injured, and the OSCC made sure the contractor understood the details and importance of following the Third Party Health and Safety and Environment Program Safe Work Permit.

Giving credit where credit is due

ArcelorMittal Dofasco’s online recognition website, Thanks a Ton, is a place to share appreciation for colleagues, thanking and recognizing them for a job well done. It’s also a place for leadership to let their team know when they’ve done

something that deserves recognition and visibility. In October, John Mills (Cold Roll and Tin Products) recognized one of his team members for using the Stop. Challenge. Choose. principles in his everyday work.

While it’s an expectation to make safety the first priority in everything we do, sometimes it’s easy to carry on with our daily routine and activities without challenging ourselves and those around us.

When you make the Stop.

Challenge. Choose. principles a part of your decisions every day and encourage others to do the same, zero gets a little closer. You can recognize your colleagues as well. Just use the Stop. Challenge. Choose. category in Thanks a Ton.

making a bold statement Marty Mcgurk (Cold Roll

and Tin Products) knows a thing or two about Stop. Challenge. Choose. As a facilitator of Play to Win, he was first exposed to these concepts as part of the

ropes courses at the 2-day experiential learning sessions. Marty recently took some time to explain how his team decided to make a statement about Stop. Challenge. Choose:

“When the Health and Safety team took it [Stop. Challenge. Choose.] a step further, applying the tool to how we should work safely in the plant every day, they put more meaning to the words, and what we should be thinking about and doing before performing tasks at work and at home. In Fall 2013, we started to think about what the principles would look like on the Finished Product Team.

When we heard about the amazing graffiti artwork of Stop. Challenge. Choose. by Slavic Kasolka in the Rewind Line, it caught our attention – their team had created a real buzz. One of our teams approached the leadership group to let us know we also had a talented graffiti artist in our area, Jordan Cronsberry. We asked Jordan if he would be interested in doing something for the Finished

Product Team. We agreed that this was something completely different and would make a bold statement around the importance of Stop. Challenge. Choose. We gave him a blank canvas and his own creative license. Afterward, we noticed how well it caught everyone’s attention and regardless of their reaction, they were talking about it. Now Jordan’s services are being requested in other areas of the plant. It makes a clear statement about our commitment to the Stop. Challenge. Choose. mindset and principles. We are very happy with the result.” Do you have a personal story about Stop. Challenge. Choose. that you would like to share? If so, we’d love to hear about it. Send it to peter.r.bailey@arcelormittal.com.

Photo: Jordan Cronsberry put his artistic stamp on the Cold Roll Sheet Mill and Tinplate’s Packaging area to reinforce Stop. Challenge. Choose. Jordan is a member of the Finishing Products Team and joined ArcelorMittal Dofasco in 2012.

calvyn Billyard has just received a postcard recognition for “Playing to Win” from John mills

Cal, thanks so much for stepping out and being a leader by using our “Stop. Challenge. Choose.” tactic. While driving crane 685 you were being directed to move a hood past a parked “C” tec in our area. You “stopped” the crane and “challenged” the situation, and “chose” to have the “C” tec move before you would carry the hood though the area. This provided the required room to travel with the hood and removed the possibility of contacting the “C” tec. Thank you Cal!Oct. 29 2013 13:13

Like Comment

calvyn Billyard Thanks John. It felt great. I didn’t realize it until after it happened. Kinda feel proud of myself. Again thanks.Nov. 06 2013 15:18

Our World Class Manufacturing JourneyIn 2010, a team of six colleagues in the Machine Shop embarked on a journey to reduce the time it was taking to set up maintenance work on a CNC Milling Machine. To do it, they used the World Class Manufacturing system and kick started a whole new way of looking at work across our company. In this issue of 1 Magazine we showcase a few of the more than 100 teams that have completed WCM projects so far.

Local News1 | ArcelorMittal Dofasco | December 2013 51 | ArcelorMittal Dofasco | January/February 2014

Team Members (from left): Bill Tuckett, Tom Copeland, Steve McHugh, Bob Strong, Gary Regis and Brad Rattray

team set Ups R Us: arcelormittal Dofasco’s first official World class manufacturing team

overview: At a time when the company was still testing the concepts and day to day reality of World Class Manufacturing, a team in the Central Trades Services Machine Shop set out on a journey to reduce the time it takes to set up table type jobs on the CNC Horizontal Milling Machine. The goal was to cut the time in half – from 2.82

hours to 1.41 hours. The achievement would boost overall equipment effectiveness, increase throughput and reduce outside contracting. Following the WCM Setup Reduction Route, the team developed and implemented training standards for setups, produced training videos and bought a tool buggy as well as tooling bins to reduce the amount of walking required in the shop. The new best practices reduced the time it takes for tool set up as well as

the time spent looking for tools, bringing the total set up time down to the 1.41 hour goal. If a set up exceeds 1.5 hours, it is recorded as an anomaly and is investigated to learn what went wrong. Actions are generated from these investigations adding to future efficiency. The savings total more than $110,000 per year, or just over 600 machine hours. Since the project completion more than 90 per cent of the set ups continue to be less than 1.41 hours.

Team Members Back row (from left): Doug Maclean, Eva Dillon, Tom Whattam, Dave Kay and Derek Boeckner (Team Leader). Front row (from left): Paul Hetherington, Nathanael Hotson and Ron Lowes. Not pictured: Paul Bell.

team Bottom’s Up: Reducing planned down time at the Electric arc furnace (Eaf) steelmaking

overview: When Team Bottom’s Up learned that each minute in down time at the EAF was a loss of $545 in value, the team members quickly realized that performing specific maintenance activities faster and more efficiently would contribute significantly to the company’s success.

Every year, the EAF team must change the vessel’s bottom

approximately 10 times, swapping it out for a spare bottom waiting in the wings. The removed bottom then undergoes repair and maintenance off site to be ready for the next change. In the past, this activity has taken approximately 12-13 hours to complete. Team Bottom’s Up set out to reduce this to 10 hours, plus or minus 30 minutes.

By learning some of the concepts for reducing planned shutdown times through simulation activities, then

following the WCM Set-Up Reduction route, the team was able to hit its project target. That’s 20 fewer shutdown hours per year for a benefit of more than $650,000 annually.

There’s even more improvement coming as the team notes in its summary: “10 hour bottom changes are possible and repeatable. Additional improvements under investigation may further reduce the time and effort required for bottom changes. Our new improvement target is 10 hours.”

Team Members: Front (from left): Rich Turner, Stefanie Prosdocimi, Mary Dilazzaro and John Strong (Team Leader). Back (from left): Steve Gillespie, Mike Geric and Dave North.

team Reheat furnace: Using the Wcm accident Reduction route to reduce hazards and fires

overview: When a team from the Hot Mill learned there were 74 fires in the Hot Mill from 2008 to 2013 and that all of them happened in the Reheat Furnace area, the task became clear: to reduce and eliminate the hazard.

The team also learned that 14 of the fires in the Reheat Furnace, where slabs are heated before making their way through the Hot Mill, were at the point where the slabs are taken out of the furnace (called the Extract Table). Incident investigations indicated every fire was the result of hot scale from the slabs falling and igniting grease or oil on the floor beneath the tables’

gearboxes and drive shafts. The team created two fuel

free zones on the east and west sides of the table rolls. They pinpointed the source of the grease and oil (gearflex couplings used on the motor, gearbox and roller table drive train) and reviewed the re-lubrication operating procedure. After consulting with the manufacturer, they found the procedure was not correct and that too much oil was being injected during re-lubrication – it was being measured by time, while the correct procedure is to measure by volume. That meant most of the grease was expelled from the couplings shortly after they had been lubricated, falling to the floor below. Lubricating oil was also leaking through worn drive shaft seals. To make matters worse, litter in the area, like cloth

rags, paper and cardboard, could also be ignited by the scale.

After restoring the drive units to original condition, the team used baking trays and disposable absorbent pads to collect any grease that might fall. The lubrication process was overhauled, seals were replaced, and a housekeeping area was created with a garbage bin and supply locker. All employees in the area were trained on the new procedures and the area is inspected daily, while the supplies locker is stocked weekly.

Since the project completion, no fires have been reported in the fuel free zones (11 months) and the team also realized an unanticipated benefit – the reduction in grease and labour on all gearboxes and drive units in the Reheat Furnace and Roughing Mill areas.

Looking for losses across the organizationWorld Class Manufacturing by the numbers

2012 2013 Totals 3 5 Business units launched (CTS, Galvanize, additional Pickling and Cold Roll, 8 Cokemaking) Steelmaking, Ironmaking, Hot Mill, Commercial (Prep)

Participants 148 560 708

teams opened 28 90 118

teams closed 7 103 110

Value captured $0.67M $9.05 M $9.72M

current active teams 8

marie Verdun marie.verdun@arcelormittal.com

1 | ArcelorMittal Dofasco | December 2013 Local News6 1 | ArcelorMittal Dofasco | January/February 2014

During the month of November, there were more than a few moustaches growing across the company. Several teams were formed to raise funds and awareness for men’s health programs that combat prostate and testicular cancer and mental health challenges. The Movember Foundation encourages men to join the movement by growing a moustache for the 30 days of November, asking friends and family to donate to their efforts. At ArcelorMittal Dofasco, Team Move It from Information Systems raised $2,400. From left: Mark Lahaie, Renato De Tina, Bernard Buchanan, Mark Radey and Jim Cran. Over in Purchasing and Logistics, a team including Andrew Cashin, Josh Davy, Sean Doherty, Zac Ford, Cody Lynch and Paul Smith were joined by Colin Chisholm, Graeme McLeod and Greg Zdelar of Commercial to raise $2,033. Way to go Mo Bros!

Awards and AccoladesGas conservation projects leads to smart savings

Last year, ArcelorMittal Dofasco joined the Union Gas EnerSmart program to help conserve natural gas and reduce energy use. As part of the program and to support companies in their energy-saving efforts, Union Gas provides advice and financial incentives. In 2013, Union Gas supported a number of Dofasco’s projects which resulted in significant energy savings including: steam trap inspections and repairs; boiler economizer repairs; by-products booster repairs and steam system piping enhancements and major leak repairs. These projects saved 3.2 million cubic meters of natural gas, leading to a total of $134,000 in incentives from Union Gas. To celebrate, Union Gas visited ArcelorMittal Dofasco to present the incentive cheque. Attending the ceremony were (front row, from left): Darek Johnston (Utilities), Casey Fox (Utilities), Dean Cavallin (Utilities), Michael Cortese (Energy), Neil Macfadyen (Union Gas), Brad Demaeyer (Union Gas), Sonya Pump (Energy), Robyn Dufresne (Utilities), Darren Bray (Utilities). Back row, from left: Irwin Koziol (Utilities), Ian Shaw (Energy) and Ray Henderson (Utilities).

No. 3 Coke Plant ‘Biggest Loser’

Proving that there is power in numbers, a team of 14 friends and co-workers in Cokemaking competed in a 12-week weight-loss competition. After a hard-fought battle involving diet changes, exercise and a lot of encouragement, Scott Jones from No. 3 Coke Plant was declared the “Biggest Loser” and won $200. Scott lost an impressive 21 pounds which equaled 10 per cent of his starting weight! Congratulations Scott and to all those who competed in the weight-loss challenge!

Congrats to newest apprenticeship graduates

In November, ArcelorMittal Dofasco celebrated the graduations of 30 Apprentices, including Steven VanRysell (High Voltage Maintenance, left) and Brad Meadows (CTS General Maintenance, right), here with Dave Cameron (L&D, centre). The evening featured the presentation of the graduation certificates as well as a tribute to select mentors who are key contributors to the learning and development of these new skilled trades people. Rob Parker, Vice President of Human Resources and General Administration, acknowledged the accomplishments of the group and pointed to a bright future with ArcelorMittal Dofasco. “This is most definitely not the end of anything, it is just the beginning,” he told the grads. “You are now part of an historic company and trades tradition that has helped to establish ArcelorMittal Dofasco as one of Canada’s foremost advanced manufacturers.”ArcelorMittal Dofasco has one of Ontario’s largest Apprenticeship programs in conjunction with Mohawk College. Recently, we won a Minister’s Award for Apprenticeship Training from the Ontario Ministry of Training, Colleges and Universities for leadership in training apprentices, support for the apprenticeship training system and promotion of careers in the skilled trades.

Movember mustaches raise funds for prostate cancer research

1 | ArcelorMittal Dofasco | January/February 2014 Local News 7

Our newest 40-Year Club Members

Our newest Quarter Century Club MembersQuarter Century Club>

40-Year Club>

A tip of our hat On December 4, the newest members of the Quarter Century and 40-Year Clubs were welcomed into the club at an evening celebration at the Michelangelo Banquet Centre. This year, we honoured 114 colleagues entering the Quarter Century Club and 95 marking the admirable milestone of 40 years of service. Congratulations to all of the new members!

On right: Joe Wilczynski (Commercial Supply Chain) and his son Nick pose on their way in to the Banquet Centre.

Below, from left: Debilia and Andrew Wong (IT Services), Antonio Cheung (Hot Mill Technology), Angeline Voo (Galvanize Technology) and Teresa (Process Automation) and Ray Young (IT Services) enjoy the evening.

Laurie AbellRonald W AdamsMichele AdamsonCarl (Bob) AitonGiovinella AndreoliGord AndrisevichGeorge Glenn ArsenaultMichael Frank AshbaughJeffery AultmanDavid Stephen AustinMichael J BakarichMax BarbonCarolyn BarnesSusan BarnfieldScott Cameron BaylisPaul A BennettBarry E BennettRobert F BerendtMatthew W BerginWilliam Bernert

Mike BiancanielloR Cameron BondTom BoricRandy M BreauCheryl A BuckboroughStephen BuckinghamDarrin CampbellRichard George CarrWade Allen CarterBradley J CharlongAntonio CheungAmerico J CiprianiJeffrey D ClarkMcCoy Anthony CodnerRobert ColemanDonald W CooperRichard CoteDavid CurtisDomenic D’AlfonsoLeonardo J De Meo

David Della MaestraRoger John DennisDalton J DerbyDanny H DuguayStanley R DurkaczPeter DykstraNeil W FalconiKevin A FalusiGord Michael FarkasGregory T FarrJohn T FitzgeraldBret M ForanFranco FortinoHugh FraserLuis GarciaDennis J GerencserGus Gordon IIIDavid L HastingsRobert C HazardMichael D Hendsbee

Jeffrey A HoggTerry J HolekKevin HuntAdriana IcoKeith JawahirMilan John KosicThomas KuhlBarry M LemaitreJames R LindsayHugh Thomas LockeStephen LynesBlair MacCabeCharles MacEachernDouglas J MaCleanGeorge Ross MagurKeivan MahboubiAndrew P MatasejeLarry John MatoneMonty McgrathStephen C McGregor

Donald L MillerFrederick S MonteCameron M NapholcSteven NedelkoMarc NowackiJohn D O’GradyAngela M PappinDaniel PavanAndrew John PocockAnna PrestaDavid P RaeMichael RangerRobert RumplerWolfgang R SchnieberVasudha SethRobert M. SmithGrant C StephenDaniel Bruce StewartGary G StewartSteven Swick

Vince A TesoneHenryk TomalaChristy TowersStephen J UmolacJoseph A VanderlipSusan M VankleefJan VarkevisserAngeline VooNeil WilsonGordon L WilsonTerrance E WiraBen Joseph WolarekAndrew WongRay Young

Ronald AdamsKeith J BarkerStephen E BonkDouglas E BoughnerDouglas P BrignullFredrick ChristensenNikola CiglarFrederick CleminsonMervin CoxEdward CulpJim A DavisWilliam DennyBruce T DexterBrian L DrehmerWilliam DroogendykWayne M Dumanski

John A EsselmentLyle EveretsBarry A FaulknerMichael FisherBrian G FlukeJeffrey FosterAnthony D GalanteGary GiavedoniRandolph GolobKeith A HarrisGary C HeathcoteWilliam John HillTimothy HysertGarry JeffreyJason J JohnsonArthurs Kalnins

Gary A KonowalRichard E KovacsRaymond KranyakKim S KrouseWaldemar LesniakDavid M LloyMichael MacCharlesMurray D MacDougallGerald MamelaEdward MandrisWesley D C MannRobert MarhalPaul MavinThomas McGrattanRobert McLennanLarry McNutt

Joseph M McSweeneyRussell V MeskeyRonald F MioMichael J MooreEdward J MoriarityJohn P MunneryDouglas J NieLeonard O’HoskiThomas C OliphantJohn PecaricPatricia A PenneyJames R PhillipsPatrick H PinderPaul P QuinnBradley T RenshawRichard Revoy

Richard RuzyckiDavid RuzyloJames R SalisburyJacques L SeguinKarl SeifriedMartin SerbaSalvatore SferrazzaEric ShieldsLeonard ShortJosip SkrticRoss A SmithGordon W SmithLawrence SnaideroGlenn T SouterMichael SzczurykPeter W Szpak

David B TaylorDeborah L TaylorEdward ThomsonEarle TopleyColin TrdinJosip TrzokGordon K TurnerPeter John TurnerMerle WalkerJoe W WilczynskiGeorge WilliamsJames S WilsonTimothy WoodsBarry YoungArchie Young

1 | ArcelorMittal Dofasco | December 2013 Local News8

‘Please Share, Please Care:’ ArcelorMittal Dofasco employees help feed those in need

Snapshots!The people, places and events of ArcelorMittal Dofasco

More than 8,000 employees, retirees and their families attended the 77th annual ArcelorMittal Dofasco Christmas Party at the F.H. Sherman Recreation and Learning Centre on Sunday, December 15. The crowd enjoyed snacks, entertainment from Zero Gravity, the Dofasco Pipe Band and the Clown Band. There were plenty of activities including clowns handing out candy and making balloon animals and figures, face painting, caricaturists, games/inflatables, presents for the kids, family photos and of course Santa Claus.

A good time was had by all

The Doyle family was out in full force for their annual Christmas Party day. Marie Doyle (second from left, Financial) joined her mother Raymonde Charles (Retired, Tin Mill), daughter Charlene Doyle (former summer student) and granddaughter Heather Doyle-Scarlett (9 months) at the party. Marie’s husband Michael Doyle is also an employee (EMT), while her father, Joseph Charles (deceased), worked at Dofasco for 40 years. Her daughter Charlene was even featured in a Christmas edition of the News ‘n Views as a child. Now that’s a Dofasco family!!

John Tran (Automotive Sales) and his son Kai (1.5 yrs) pose for a caricature.

From left: Rick Petzold’s (CTS) children Tanner (4), Wyatt (5) and Isaac (7) pose with Waldo the Christmas Elf.

1 | ArcelorMittal Dofasco | January/February 2014

Morgan (7) granddaughter of Jack Younghusband (Tubular Products) puts her order in with Santa Claus.

International Volunteer Day lends a helping hand to neighbours in need

To help others enjoy a happy holiday season, hundreds of employees donated food and funds to support the Hamilton Food Share program. Employees gave items like pasta, cereal, cookies, soups and peanut butter. Participating on the day of the effort were (from left): Don MacVicar (Construction Sales and Employee Donations Fund Representative), Laurel Hines (Commercial Technology), Michele Adamson (Manufacturing), Tom Vert (General Manager, Primary Manufacturing & Corporate Community Investment Fund Member) and Joanne Santucci (Hamilton Food Share). Joanne stopped by ArcelorMittal Dofasco to collect the donations. Last year the Dofasco Employee Donations Fund gave a total of $30,000 to the Food Share program. In addition, the ArcelorMittal Dofasco Corporate Community Investment Fund 2013 gave $25,000. These investments allowed FoodShare to purchase $275,000 worth of food for families in need.

Supporting our troops in Afghanistan wearing the company colours

Many ArcelorMittal Dofasco employees have friends and family members serving our country overseas in the Canadian military. For Christmas, Lynn Lampman, Office Adminstrator (Tubular Products), sent a care package to her daughter, Master Corporal Ashleigh Hommersen, a Communications Technician in the Canadian Army who was recently based in Kabul, Afghanistan. Along with some other items, Lynn packed an ArcelorMittal Dofasco branded baseball cap, towel and golf shirt. Lynn, who has worked at our company for 38 years, shared this photo of her daughter sporting ArcelorMittal Dofasco’s 100th anniversary commemorative baseball cap. A big thanks to Ashleigh and all of our Canadian troops for their dedication, service and sacrifices.

‘Wrapping’ up 2013 with volunteer effort for United Way

In December, Team Orange volunteers tested their gift wrapping skills to help raise money for the local United Way. Here, William Khuu (Metallurgy) and Katie Coon (Organizational Development), wrap gifts at Burlington Mall. Throughout December, Christmas shoppers were encouraged to have their purchases wrapped in exchange for a donation to United Way.

Team orange members helped to sort and package Christmas Hampers for the Neighbour to Neighbour Centre during International Volunteer Day on Dec. 5, 2013. From left: Krystal Legge (Automotive Sales) and Michele Taylor -Thomas (Taxation) were part of the day’s team. Team Orange crews also volunteered at St. Matthew’s House and St. Martin’s Manor on the same day.

1 | ArcelorMittal Dofasco | January/February 2014 Local News 9

In November, more than 100 kids attended Take Your Kid to Work Day at ArcelorMittal Dofasco. The annual day provides Grade 9 students with an opportunity to experience a wide range of areas and jobs in the company, learning more about their parents’ profession and about the potential for their own careers in the coming years. Top left, In the Roll Shop, Tim Notto (CTS) greets Bridgette Ferdinand (daughter of Don Ferdinand, (CTS) and Jake Cino, son of Sam Cino (CTS), while Tim Earle (CTS) looks on. Top right, Devis Milani (CTS) and his son Zac take a moment out of a tour of the Hot Mill.

Learning beyond the classroom with Take Your Kids to Work Day

On December 5, we welcomed Algoma Central Corporation’s first new Equinox class vessel. The ship docked with her first official cargo load - 29,000 metric tons of iron ore pellets from the ArcelorMittal mining operation in Port Cartier, QC. The new vessel and her crew departed for their maiden voyage from Nantong City, China on October 1, sailing 14,700 nautical miles over 61 days before arriving in Port Cartier on Dec. 1, 2013. Algoma Central says its new Equinox Class fleet design “balances hull form, power and speed with cargo-carrying capability for optimal performance and environmental efficiency.” The company adds, “The new ships will emit an average of 45 per cent less air emissions per ton kilometre of cargo carried.” Here an ore bridge bucket unloads 20 net tons of pellets from one of the vessels’ five hulls. Our dock welcomes about 150 iron ore boats a year, or 4 million metric tons of iron ore, as well as 50 coal boats a year, or 1.6 net tons of coal.

A hearty welcome for the MV Algoma Equinox

Each year, ArcelorMittal Dofasco employees generously donate gently used coats to help those in need. In December, 120 coats were gathered by volunteers like (from left) Shannon Dimanis (Corporate Taxation) and Emily Tripp (Health and Safety) and donated to Mission Services to distribute to those less fortunate. At the same time, Matt Kool (Cokemaking) took up his own collection, with a final tally of 55 coats, 22 pairs of gloves, seven snow pants and eight scarves that were donated to needy families.

Winter coat campaign warms up holiday season

Enjoying the fellowship of retirementMore than 70 members of the Dofasco Retired Employees’ Association enjoyed the group’s Annual Christmas Turkey Lunch on December 12 at the Moose Lodge in Hamilton. Association members meet Thursdays at the Lodge. Enjoying lunch are retirees from Cold Roll Products including:

Cold Roll and Tin Products fundraiser for Children’s Wish

Our Cold Roll and Tin colleagues donated all of the proceeds from their fall Health and Safety Days barbeque lunches, totaling $2,211, to the Children’s Wish Foundation. Accepting on behalf of Children’s Wish were Liam Gibson (4) and his family. Liam was diagnosed as a baby with a skeletal muscle cancer. He is now in remission and had his wish of a Disney World vacation fulfilled by Children’s Wish. Here, Liam poses with his family and representatives of Cold Roll and Tin Products (from left): Mary Gluck, Stephanie Kwan, his mom Trish, John Mills, Rick Pegg, Gary Karzol as well as his grandparents Clint and Mary Fox. Clint is a Dofasco retiree (Payroll). The strings of beads represent every procedure that Liam underwent during his treatment.

‘Treasuring’ time together: Treasury employees volunteer at St. Martin’s Manor

ArcelorMittal Dofasco’s Treasury Department decided to spend some time together while collectively volunteering to spruce up St. Martin’s Manor in preparation for the holidays. Since 1954, St. Martin’s Manor has been a young parent resource centre and residence that provides a safe, caring home and programming for pregnant and parenting young women and their children. The Treasury team repaired and painted classrooms and living spaces. Front row, from left: Mark Kowalczyk and Pam Sterkowicz (both sitting). Middle row, from left: Geoff Blain, Usman Sajid and Lorraine Callaghan. Back row, from left: Mark Skoczylas, Kristin Petten, Pat Walton, Doreen Sheehan and Kelly Coldham.

1 George Kellar2 E. Bothen3 Arnold Zurbrigg4 Fred Simon5 Al Ranndal6 Dennis Olexiuk7 Brent Gasson8 Jim Scales9 Doug Newton10 Chris Garbella11 Alex Guthro12 Bob Thornberry

11 127

10 8 9

1

3 4

6

1 | ArcelorMittal Dofasco | January/February 2014 Local News10

International Gijón helps bring high-speed rail to Morocco ArcelorMittal Gijón has signed an agreement with Moroccan rail operator ONCF to supply steel for what will be Africa’s first high-speed railway line. The line will be completed in 2015 and is currently under construction. It will link Morocco’s largest city, Casablanca, to Tangier on the northern coast. The journey time will be reduced from nearly six hours to two hours. 12/10/2013

Europe ArcelorMittal strengthens raw material supply chain in Central and Eastern EuropeArcelorMittal Kryvyi Rih, Ukraine started a new route that involves both rail and ship transportation. This route will carry raw materials from Kryvyi Rih via rail to the southeastern port of Izmail in Ukraine’s Odessa region, which will carry the material on a ship to its final destination of ArcelorMittal Galati in Romania. 12/06/2013

Africa Commitment to operational efficiency pays off for Saldanha Works After the 2008-2009 economic downturn, our Saldanha site in South Africa was left significantly weakened. It had to find a way to address poor operational performance and poor reliability at nearly all of the operational units. After introducing World Class Manufacturing, Saldanha Works had made energy savings of ZAR176m (US$16.75m) by June 2013 and joined ArcelorMittal Dofasco as a multiple winner of the Performance Excellence Awards. 12/09/2013

Americas ArcelorMittal Monlevade focuses on safety and operational stability Our Monlevade unit in Brazil is running initiatives to ensure sustainable growth of the business. The unit launched a maturity project to educate employees on risk issues and at the same time it is investing US$42.2m to extend the life of its blast furnace A. The aim of the maturity project is to ensure operational stability through safety. 12/23/2013

ArcelorMittal to reopen long product finishing facility in Harriman, Tennessee ArcelorMittal USA has announced the reopening of ArcelorMittal Harriman, a product finishing facility, located in Harriman, Tenn., USA. The goal is to be fully operational by April 2014 and the site will hire 61 new employees over the next two years. The facility, which produces steels for the construction market, closed down in 2011 due to poor market conditions. 01/02/2014

Acindar ranks fifth in Argentina’s ‘best companies to work for’ list ArcelorMittal Acindar has been named in a list of the 100 best companies to work for in Argentina. Published by Latin America’s leading employment portal, Zona Jobs, Acindar was the only industrial company in the top five which included Citibank, Tarjeta Naranja, Phillips and Ey. 01/06/2014

1 Magazine is published six times per year in January, March, May, July, September and November by ArcelorMittal Dofasco for the company’s employees, retirees and their families.

Editor: Marie Verdun, marie.verdun@arcelormittal.com

contributors: Frank Haers, Henri Blaffart, Peter Bailey, Ginette De Matteis, Richard Do Couto, Candice Olson, Marie Verdun, Lydia Williams

Photographers: carlospictures, Joseph Bucci, Banko Media

layout and Printing: Aylmer Expresscirculation: 13,000

Publication Mail Agreement #40069251No part of this magazine may be reproduced without prior written permission of the publisher. © Copyright 2014 ArcelorMittal Dofasco, 1330 Burlington St. East Hamilton ON L8N 3J5 www.arcelormittal.com/hamilton/dofasco

1 | ArcelorMittal Dofasco | January/February 2014

Global News in Brief

Join Us

cover image:ArcelorMittal Asturias firemen practise an emergency drill for rescuing col-leagues from a confined space, as one of the activities organized on the company’s annual Health and Safety Day.

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In Passing>Donald Bent, on October 26, 2013, at the age of 61. Donald worked in Material Handling and retired in 2012 with 32 years of service.

John carrick, on November 20, 2013, at the age of 94. John worked in Metallurgy and retired in 1984 with 44 years of service.

amedeo cipriani, on December 25, 2013, at the age of 84. Amedeo worked in Material Handling and retired in 1991 with 29 years of service.

Richard clayton, on December 5, 2013, at the age of 79. Richard worked in Galvanize Operations and retired in 1992 with 27 years of service.

harold cooper, on December 22, 2013, at the age of 90. Harold worked in the No. 3 Pickle Line and retired in 1982 with 36 years of service.

Robert cousins, on December 5, 2013, at the age of 82. Robert worked in Communications & Public Affairs and retired in 1992 with 41 years of service.

Peter cruickshank, on Novermber 27, 2013, at the age of 82. Peter worked in Central Maintenance and retired in 1992 with 28 years of service.

allan Dankort, on December 2, 2013, at the age of 74. Allan worked in Steel Castings and retired in 2004 with 40 years of service.

nikola Dejanovic, on January 8, 2014, at the age of 84. Nikola worked in Cokemaking - Mechanical and retired in 1995 with 25 years of service.

John Di Paolo, on November 28, 2013, at the age of 97. John worked in the Melt Shop and retired in 1981 with 31 years of service.

Gary Duncan, on December 2, 2013, at the age of 69. Gary worked in Quality Systems and retired in 2005 with 37 years of service

leo franey, on January 2, 2014, at the age of 68. Leo worked in the Blast Furnace and retired in 2004 with 30 years of service.

Robert Green, on November 21, 2013, at the age of 77. Robert worked in Central Shipping - Production Planning and retired in 1992 with 30 years of service.

Rudolph hanc, on November 19, 2013, at the age of 72. Rudolph worked in Steel Castings and retired in 1992 with 28 years of service.

helmut heuberger, on January 2, 2014, at the age of 69. Helmut worked in the Hot Mill and retired in 2010 with 41 years of service.

Ugo leone, on January 8, 2014, at the age of 85. Ugo worked in Finishing - Metallurgy and retired in 1991 with 21 years of service.

carmine martino, on December 1, 2013, at the age of 78. Carmine worked in MHL - Transportation and retired in 1992 with 12 years of service.

Ron mcinnes, on September 9, 2013, at the age of 82. Ron worked in the Slitter Lines and retired in 1992 with 26 years of service.

Wilbert nash, on December 5, 2013, at the age of 86. Wilbert worked in Material Handling - Railroad and retired in 1987 with 31 years of service.

Joseph Plausini, on December 16, 2013, at the age of 83. Joseph was VP Operations and retired in 1991 with 38 years of service.

Denis Richmond, on November 2, 2013, at the age of 70. Denis worked in the Cold Mill and retired in 2005 with 37 years of service.

Edward Romanyshyn, on November 3, 2013, at the age of 70. Edward worked in Material Handling - Locomotive and retired in 1992 with 25 years of service.

Congratulations to the following employees who recently announced their retirements:

Recent Retirees>

mike Birkin, with 38 years service, Galvanize Planning & SchedulingDouglas Brignull, with 40 years service, CTS – FEFNDavid Daniels, with 38 years service, CTS – HVACRandy Golob, with 40 years service, Steelmaking – Maintenancemike Gould, with 28 years service, Hot Mill - Roll ShopRaymond lewis, with 38 years service, Metallurgy - Central Mechanical Test LabBud middelkamp, with 37 years service, Steelmaking Services RefractoryJames moore Jr., with 39 years service, CommercialDave Page, with 40 years service, No. 2 Hot Mill – ElectricalRobert Rittenhouse, with 39 years service, CTS

Jim salisbury, with 40 years service, Crane Maintenance

Gavin sheppard, with 35 years service, Quality Systems (Financial)

Ray simaitis, with 34 years service, Central Shipping

Richard trojnar, with 34 years service, Tubular Products

Gord turner, with 40 years service, Steelmaking - KOBM Mechanical

Jon Van Deventer, with 41 years service, Research

alan Weddum, with 34 years service, Predictive Technology Services

Ron Whalen, with 40 years service, Tin Mill

James Woodhall, with 40 years service, Pickling & Cold Rolling

timothy Woods, with 40 years service, Utilities Steam

John Rosewell, on November 27, 2013, at the age of 73. John worked in the Central Shops Project Office and retired in 1993 with 16 years of service.

Pasquale sagliocco, on January 4, 2014, at the age of 57. Pasquale worked in Hot Rail and retired in 2009 with 32 years of service.

franco salis, on January 1, 2014, at the age of 87. Franco worked in Iron Production - Blast Furnaces and retired in 1992 with 27 years of service.

William skinner, on November 5, 2013, at the age of 97. William worked in the Tin Mill and retired in 1981 with 42 years of service.

Dennis smith, on December 18, 2013, at the age of 62. Dennis

worked in Cranes and retired in 2008 with 34 years of service.

James stuart, on December 15, 2013, at the age of 81. James worked in HVAC Cold Roll Finishing Maintenance and retired in 1986 with 35 years of service.

John timothy, on November 7, 2013, at the age of 57. John worked in Hot Mill Maintenance and had 39 years of service.

milan Uzelac, on November 1, 2013, at the age of 57. Milan worked in DSG Line and had 37 years of service.

Petar Zegarac, on November 5, 2013, at the age of 91. Petar worked in the Cold Mill and retired in 1987 with 32 years of service.

Richard Do coutorichard.do.couto@arcelormittal.com

While it started modestly in 2012, Team Orange came on strong in 2013 with hundreds of our colleagues joining together to help build a stronger community.

ArcelorMittal Dofasco and its employees have a long history of building healthy, vibrant and sustainable communities and with our relatively new volunteer team, that legacy continues. The team fosters camaraderie and team building, while providing community organizations with the benefits from our company’s greatest asset – our people and the passion and expertise that they bring to everything they do.

Our more than 300 member strong Team Orange volunteers have supported many local organizations in 2013, including: • Bay Area Restoration Council, • Burlington Community

Foundation • Canadian Diabetes

Association • Dundas Cactus Festival • Habitat For Humanity

Hamilton • Hamilton Health Sciences • Hamilton SPCA • Heart & Stroke Association • St. Joseph’s Healthcare • United Way of Greater

Burlington and Hamilton • YMCA

We accomplished a tremendous amount in 2013. Here are some of our favorite Team Orange achievements: • Team Orange participated in

more than 45 community

activities, contributing more than 2,500 volunteer hours and more than $60,000 raised for donation to a wide range of local charitable organizations

• In March, Team Orange was recognized by the St. Joseph’s Healthcare Foundation for entering the largest corporate team, nearly 100 members, in the annual Around The Bay Road Race in support of medical research at St. Joseph’s Hospital in Hamilton

• The Heart and Stroke Foundation of Hamilton presented Team Orange with its Corporate Spirit Award for a team Big Bike ride in May, 2013 as well as its Longevity Award, in recognition of 14 consecutive years of support

• Team Orange members joined with the Bay Area Restoration Council, the Royal

Botanical Gardens (RBG) and Trout Unlimited Canada in two different environmental projects. In August, Team Orange members participated in a Hamilton Harbour - Cootes Paradise Marsh planting program and a stream assessment work day at Courtcliffe Park in Carlisle.

• Thanks to the generous support and donations from Team Orange members we were able to partner with St. Matthew’s House in their “Christmas Adopt-A-Family” program and provide some holiday happiness to 35 families from our community with new toys/gifts, holiday meals and other household goods

While 2013 was a great year, we have our sights set on making an even bigger impact in 2014. We continue to look for more opportunities that provide

Team Orange volunteers with the chance to make positive and lasting impacts in the community in which we live, work and play. Already we have been out working in the community and have a number of exciting activities planned such as the 120th edition of the Around the Bay Road Race, the annual Dundas Valley School of Art Auction and the Ultimate Chef Competition in support of Bereaved Families of Ontario.

Join Team Orange! Each volunteer chooses to sign up for the events in which he/she wishes to participate, so whether you have a lot of time to give, or just a little, there is something for you! To learn more, contact team captain Richard DoCouto at richard.do.couto@arcelormittal.com or at 905-548-7200 ext. 2490.

Team Orange>

The strength of Team OrangeThroughout 2013, record numbers of Team Orange volunteers could be found working around the region and raising funds to make our community stronger

Team Orange recently chipped in to make Living Rock’s annual Soupfest fundraiser a success. Front row, from left: Jackie Cote (Pickling & Cold Roll), Jane Wood (Metallurgy & Quality), Jamie Napholc (Retired, Utilities), Jay, (EMT) Vesna and Matt (sitting) Milne, Lori Fitzpatrick (Galvanize) and Ken Rogerson (Steelmaking Technology). Back row, from left: Franco Valconi (Recreation), Cody Lynch (Purchasing), Gary Regis (CTS), Mark Mainprize (Galvanize), Greg McFarlane (Cold Roll Products), Jim Monkelbaan (Steelmaking) and Sheila Foey (Retired).