07 11 - arcelormittal/media/files/a/arcelormittal-usa-v2/... · arcelormittal usa may/june 2018...
TRANSCRIPT
1 Com
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1 M
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. 11,
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03Brett: Diving into our Integrated Report
Hassan Ghassemi-Armaki and Qaiser Khan
05Strategic investmentNew walking beam furnaces aim to improve quality and reduce cost
Jolice Pojeta
07A cool experienceSnowy owls winter in Northwest Indiana
Kelly Nissan
11Championship bloodOur employees’ connections to athletic achievement
Amanda Scott
03Collaboration builds confidenceR&D works with automakers to meet challenges
1 | ArcelorMittal USA | May/June 20181 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>
Mr. Mittal: “Steel is very important and people don’t realize how important it is in their life.”I would always compare steel to a smartphone, saying that steel is as important as a smart-phone in your life. You don’t see the applications of steel in your life but if you start seeing it, you will find it everywhere, so it is a very important product in everyone’s life.
– Mr. Mittal, Chairman and CEO
Brian Aranha: “If you imagine a world without steel you’d wonder how you could live”You see steel virtually every-where and if you imagine a world with no steel or without products made of steel you’d wonder how you could live. Most people don’t realize how pervasive steel is in their lives. It is everywhere, it is practi-cally in everything you can imagine, holding it up or keeping it together.
– Brian Aranha, executive vice president, head of strategy, CTO, R&D,
CCM, and global automotive
Greg Ludkovsky: “Fabric of life is a direction – trying to make as many things in the world with steel”For me, fabric of life is a source of pride. I feel and I know that we saved hun-dreds of thousands of lives because we made our vehicles incredibly safer. I am not taking any credit away from automotive companies, they have done a tremendous job, but we have contrib-uted to this. When you flip a switch and your washing machine, your dryer, your refrigerator, turns on, you don’t think about it, but inside of this, there are electrical steels. Almost everything that you touch has a mark that we left on it.
– Greg Ludkovsky, vice president, head of research and development
Global News>
Senior management reflects on the meaning of steel as the fabric of lifeOur senior management is used to answering tough questions. Whether we are discussing financial results, latest market and product developments, or digitalization in the industry, they are equipped to provide a valuable insight into an array of topics. In our recent interviews, we introduced an interesting final question to wrap-up the discussion with top management: What does fabric of life mean to you?
Daniel, could you talk us through the progress we have made recently towards our financial targets?
Certainly. For several years our financial priority has been to strengthen our balance sheet, reduce our net debt level and work towards having credit metrics in-line with an investment grade rating. It’s important to understand what we mean by investment grade rating, so I’d like to explain that.
But first, you need to understand how companies are funded, and how this funding impacts net debt levels and the financial health of a company, as this has an impact on the rating you are given by the so-called rating agencies.
There are two types of external funding that companies can access, debt and equity. For public companies listed on one or more stock exchanges, as ArcelorMittal is, equity funding occurs either at the time a company is first listed – when shares are sold to investors – or on subsequent occasions when companies sell more shares to investors – as we most recently did when we carried out our $3 billion rights issue in early 2016.
Then there are the debt markets. Companies can issue corporate bonds to institutional investors – a pension fund being one example of an institutional investor. A bond is effectively a loan. The simplest way to look at it is it’s like an interest-only mortgage that you would take out against your house. Institutional investors lend companies money that is repayable on a set date in the future, and in the meantime, companies pay an annual rate of
interest to the lender.Over the years, we have
issued a number of bonds, all of which are listed on our corporate website [http://corporate.arcelormittal.com/investors/debt-investors/bonds]. If you look at our balance sheet – the first table in our quarterly results statements entitled ‘Consolidated statement of our financial position’ – you can see these bonds in the ‘Long-term debt’ line.
The final piece of the funding jigsaw is the cash that ArcelorMittal generates in the normal course of its business. This is not profit per se, but actual cash that flows into the business as a result of our operating activities and is referred to as free cash flow. So, you put those various pieces together, take away short- and long-term debt from your cash position and you get to your net debt position. Again, for those that want to see these numbers, they should look at the ‘Consolidated statement of our financial position’ table on our full year 2017 earnings release [http://corporate.arcelormittal.com/~/media/Files/A/ArcelorMittal/investors/results/previous-results/2018/er2017q4_en.pdf].
Companies such as ours are monitored and rated by credit rating agencies. ArcelorMittal is covered by the three leading agencies, Standard & Poor’s, Moody’s and Fitch. These companies look at the financial health of our business, our recent financial performance and the outlook for our business, and place a rating on us. To work out this rating, they look at quantitative and qualitative data.
On the quantitative side,
they will do various calculations that look at a variety of our profit metrics such as Ebitda, net income, etc. against our debt levels. The one we tend to refer to as a company is our net debt to Ebitda ratio. We’ve made great progress in improving this ratio in recent years. Two years ago, it was 3x; today it is 1.2x
The qualitative information they will look at is the progress we are making with our strategic initiatives, such as Action 2020, outlook for the steel industry and steel demand forecasts, among other things.
Before our 2017 financial results, all three rating agencies had us on a rating that was one notch below investment grade, suggesting, a minimal risk to investors) However, in the week following our results, Standard & Poor’s upgraded our rating, so we are now investment grade, which is obviously great news for the company and a clear demonstra-tion that the progress we have made in recent years has been recognized.
However, as well as being a tangible sign of progress, regaining our investment grade rating has positive ramifications for the group. It means the interest we pay on our corporate bonds is lower, so it improves our free cash flow position because proportionally less cash will be used to pay the interest on existing debt. Finally, it means should the company ever decide to go back into the debt markets and raise fresh capital – issue new bonds – it will be easier, and cheaper, to do so.
You mentioned we’ve been focused on strengthening our balance sheet for several years. How much progress have we made?If I was to look back ten years or so ago, our net debt was over $30 billion. Today it is $10 billion. During that period, we’ve navigated the global financial crisis, the European sovereign debt crisis that drove Europe’s economy into recession and seen the emergence of China as the world’s largest steel producer, with significant excess capacity and very high levels of exports that have materially impacted global steel markets and steel prices. It’s fair to say it has been a challenging decade. With that in
mind, the improvement we have made in strengthening our balance sheet has been impressive.
Two years ago, our net debt was $15.7 billion, and our net debt to Ebitda ratio was 3x, which was too high. We’ve really kicked on over the past couple of years. How have we done that? Well, there are several things to mention. Firstly, we have been very carefully managing what we call the cash requirements of the business – money that we must spend each year. This includes our annual capital expenditure – money we invest in maintaining and upgrading our steelmaking and mining assets, our annual interest cost, and the money we pay in taxes and contribute to the company’s employee pension fund. In 2015 total cash require-ments were $5.2 billion, and we reduced this to $4.4 billion in 2017, largely by reducing capital expenditure – although I do want to stress that we were not underinvesting in our asset base, just selecting growth investment opportunities very carefully – and reducing our annual interest bill.
Managing our cash requirements is important as any Ebitda we generate over and above the cash requirements of the business converts to free cash flow, which can then be used to fund growth within the business, or further reduce debt.
Regarding debt reduction, the other thing we did was the $3 billion rights issue I mentioned earlier, all of which was used to repay or pre-pay several of our corporate bonds, and the sale of our stake in Gestamp for $1 billion, which again was used to pay down debt.
Finally, market conditions have materially improved. We’ve seen steady improvement over the past two years and current market conditions are very healthy. Demand is good and steel spreads are at healthy levels. The combination of Action 2020 and strong market conditions have helped us to deliver improved levels of Ebitda.
The company has recently set new targets, could you explain what these are?Given the progress we have made – and bearing in mind that we’d achieved our target of reaching investment grade credit metrics – we felt at the time of our 2017
results it was the right time to set out new targets, and a new capital allocation policy, which means how we will deploy surplus cash that the business generates.
The capital allocation policy has three elements. First, we said our bias towards deleveraging would continue, and we are targeting net debt at or below $6 billion, as this is the level we believe would sustain investment grade credit metrics through the cycle. When I say, ‘through the cycle’ we looked back on the past 10 years of our performance and assessed the level of net debt that would have given us investment grade credit metrics at the lowest point, regarding financial performance. That’s how we calculated that figure.
Second, we said that we would selectively invest in opportunities and projects that will deliver future increases in Ebitda and free cash flow. Our acquisition of Ilva and the $1 billion investment program we have in Mexico are good examples of this.
Finally, we reinstated the dividend, albeit at a modest level and said we would look to commence more significant returns to shareholders once we had reached our net debt target.
What about other financial targets, improving company profitability, for example? Is there any target you can point to on that? That’s a slightly more difficult question to answer. Of course, each segment within the group has budgeted targets, but I’m
afraid these figures are confiden-tial. But fundamentally we are focused on ensuring we do all we can to take advantage of the current healthy market conditions, continue to grow group Ebitda and outperform our peer group. To do this, we need to focus on ensuring we have reliable assets and minimize unplanned maintenance disruptions wherever possible, continue to expand the proportion of higher-added value products we sell and make sure we capture our share of growing market demand and translate this into increased steel shipments.
Thank you, Daniel, any final comments?We’ve made strong progress recently. The cost of our balance sheet has been significantly reduced, Action 2020 is delivering, and market conditions remain in our favor. As Mr. Mittal said at the time of our 2017 results, our progress has been pleasing and everyone in the organization deserves credit for the contribution they have made, especially given we’ve come through some tough years in recent times.
The one message I would end on though is that we can’t rest on our laurels. ArcelorMittal is a fantastic company – we have a strong asset base in good markets, and some exciting opportunities ahead of us. Now is the time to really kick on, further strengthen the financial footing of the business, drive sustainable improvement and profitable growth. I am confident that we can.
Delivering against our four priorities – achieving our financial targetsDuring his call with the company’s global leadership, Mr. Mittal discussed our company’s four priorities – improving our safety performance, achieving our financial targets, delivering on our strategic plan and focusing on sustainable development. We sat down with Daniel Fairclough, vice president, corporate finance and head of investor relations, and a member of our management committee, to get his take on the progress we are making towards our financial targets, and our future targets.
Daniel Fairclough, vice president, corporate finance and head of investor relations
Read more from leadership on usa.arcelormittal.com
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine3
John Brett
Later this month, ArcelorMittal USA will release our third annual United States Integrated Report, marking the ninth year we have reported on our progress related to business and sustainability initiatives in the United States. This year also marks my third year as CEO, which gives me yet another opportunity to address our stakeholders with an opening letter in the annual report. Following 2015, my letter referenced the challenging year ArcelorMittal USA experienced. In 2016, it expressed a renewed sense of optimism about the state of our business and our industry. And in 2017, I recognize the progress we have made to build momentum for a positive forward trajectory.
That letter and results related to our USA business and strategic sustainability initiatives in 2017 will be available in our integrated report online at www.usa.arcelormittal.com/sustainability.
As a public company, ArcelorMittal is required by law to make certain types of disclosures related to our global business and financial results. Our global Annual Report is published in March of each year, which includes many of those required disclosures. Here in the United States, and in many individual countries around the world where we operate, we are not required by law to make our country-level annual reports public, nor are we required to disclose our footprint. We recognize, however, that our
financial and environmental footprint in the United States is significant, and I am committed to releasing reports like this annually as transparency is a part of our success as a USA business.
With 26 facilities in 12 states and nearly 18,000 employees, we are a major employer in this country. In fact, we are often the largest employer in the communi-ties where we operate. With that size comes a responsibility, not just to our global shareholders, but to our local stakeholders as well. We have a responsibility to ensure they are familiar with and can trust the work we are doing in their communities. Our United States Integrated Report demonstrates our commitment to for stakeholder openness and transparency.
I am keenly aware of the questions raised regarding ArcelorMittal USA’s profitability and its relationship to the global company’s results in 2017. In a statement released this February, I addressed these concerns head on, recognizing that based on earnings before interest and taxes (EBIT), ArcelorMittal USA’s business has not been profitable in five of the last six quarters. I understand this is hard to digest, especially when our parent company announces a positive outcome for the global business. I invite our employees and our stakeholders to carefully read our United States Integrated Report to better understand these results. In it, you’ll find: • information about the effects of the U.S. economy and the continued impact of imports and trade on our business• industry trends and statistics
• sales by market segment• data related to our total labor costs, pension fund payment history, and the high cost of healthcare in our business• results related to our 10 sustainable development outcomes
All this information ties
directly to our financial results in the United States. As you read the report, ask questions, communi-cate with your supervisors and your team members, and reach out to our corporate responsibility team to learn more. We publish this report not because we must, but because we believe the
information in it is key to our stakeholders’ understanding of our business and our right to operate in our communities. With our three key global values of Sustainability, Quality and Leadership, transparency is a thread that weaves through all. Without a spirit of openness and
honesty about the opportunities and challenges in our work, we cannot achieve sustainability and we cannot lead in our industry.
Each one of you must be a part of making our company stronger and I am proud to provide our stakeholders with this tool now and in the future.
John Brett, CEO, ArcelorMittal USA
Diving into ArcelorMittal’s 2017 United States Integrated Report
AMTB CEO Todd Baker welcomes the crowd to the grand opening.
Dramatic before and after pictures of the new ArcelorMittal Tailored Blanks facility in Detroit.
An interactive steel display – designed by SMDI in collaboration with FCA and SMDI members, including ArcelorMittal – was featured in the Ram exhibit at the Detroit Auto Show. The display panel features four removable panels depicting four different steel grades – conventional, high-strength, advanced high-strength and ultra-high strength steels.
Heidi Umbhau
ArcelorMittal has opened a state-of-the-art facility in Michigan: ArcelorMittal Tailored Blanks Detroit. It produces steel, laser-welded blanks that are stamped and assembled into a variety of parts and solutions for the automotive market. The site, located in what is now the I-94 industrial corridor, was originally home to the R.C. Mahon manufacturing plant, which made car parts and other steel products nearly a hundred years ago.
The creation of the state-of-the-art manufacturing facility in Detroit was a strategic business decision for ArcelorMittal.
“ArcelorMittal Tailored Blanks serves as an important bridge between the advanced steels our parent company produces and the solutions our customers demand,” said Todd Baker, president and CEO of ArcelorMittal Tailored Blanks Americas. “Ten years ago, we had two tailored blank operations in the Americas. Today we have nine facilities producing over 15 million welded blanks per year. Our growth confirms the value our technology brings to our customers, delivering the optimal balance of cost, weight and performance in structural
Hassan Ghassemi-Armaki and Qaiser Khan
The automotive industry strives to achieve aggressive safety standards while reducing the overall weight of vehicles. To help our customers succeed, ArcelorMittal Global Research and Development scientists and engineers are working on the next generation of advanced high and ultra high strength steels. However, with our solutions come challenges.
Welding these types of steel grades can be difficult and challenging during the virtual design stage of the vehicles. For example, during the design stage of Ram 1500, the Fiat Chrysler Automobiles (FCA) crash safety team identified a need for an improved spot weld/heat affected zone prediction model for press hardened steels.
The design team approached ArcelorMittal Global Research and Development and began a collaborative project to address the concern. Over two years, the teams worked together on testing and analysis and devel-oped a comprehensive spot weld modeling technique.
They successfully imple-mented the proposed modeling technique in computer simula-tions, giving the engineers confidence in having a robust design. The result is a better performing 2019 Ram 1500, constructed with high-strength steel in the frame, bed and cab. It’s stronger than ever and 225 pounds lighter than previous models.
As an industry leader, it’s incumbent upon ArcelorMittal Global Research and Development to work collaboratively, providing solutions to the problems customers face when using our steel. This helps our
customers have higher confidence in using our steel products and in their vehicle designs. It helps ArcelorMittal by retaining steel as the preferred material for vehicles.
A joint paper between FCA and the ArcelorMittal crash safety group titled Characterization and Modeling of Spot-Weld Joints in Press Hardening Steels Associated with Softening in Heat Affected Zone was presented at the 2017 LS DYNA International Conference, and a second paper will be presented at the 2018 Conference.
Hassan Ghassemi-Armaki is a senior research engineer in the application technology group and Qaiser Khan is a senior engineer in the co-engineering, automotive product applications group at ArcelorMittal Global Research and Development in East Chicago, Indiana, and Southfield, Michigan, respectively.
car parts.”The grand opening ceremony
included the mayor of Detroit as well as representatives from some of our most important, long-standing customers.
“The 15-year collaboration between Honda and ArcelorMittal is all about the companies’ commitment to safety and the advancement of technology across the industry. The world’s first hot-stamped inner and outer door ring system we are launching with the all-new 2019 Acura RDX
is just the latest result of our valuable partnership,” said Shawn Tarr, principal engineer, Honda R&D Americas, Inc. The Detroit facility will supply tailored blanks for the new Acura RDX as well as other models including the Dodge Ram truck.
The new facility employs more than 80 today and will expand to approximately 120 by 2023.
New AMTB facility opens in Detroit, serving automotive market
Collaboration builds confidence
Expansion> Innovation>
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine4
Kelly Nissan
In a recent customer survey, ArcelorMittal USA’s delivery performance was rated poorly when compared to other steel suppliers. This presents an obstacle to achieve growth.
To address this problem, the company set out on a new initiative to complete our customer’s orders, “On-Time-In-Full.” To achieve this, our company must improve our processes and practices from order solicitation through final delivery, plus transition our delivery metrics to a customer-centric view.
ArcelorMittal Indiana Harbor is one of several plants developing teams to identify and implement improvement projects to support the USA delivery objectives.
According to Mark Lang, project manager, delivery & yield, Indiana Harbor, fully understand-ing customer expectations is
paramount to success.“It’s a new way to measure
and we’re wrapping our arms around it,” he said. “In some cases, we have already identified the problems and have actionable items for improvement. For example, on the hot end of the plant, we need to improve slab velocity. That’s the pace at which we take an order that’s booked and make it rollable to the hot mill. But on the finished coil side, we are still working to understand why we are late – to find those root causes for not meeting customer delivery expectations. Once we know, we’ll focus teams to develop solutions.”
At No. 4 steel producing, a team identified an issue with the equipment inspection process. They’ve implemented a new reliability program to help.
“We’re also doing trials to direct ship slabs to the west side of our caster,” said Andre Joseph, division manager.
Initial efforts are bearing
results as improvements are evident in the metrics against the business plan.
“The new metrics offer new insights. When we get this right, our reward will be additional volume and it will help us close our cost gap against benchmarks,” said Wendell Carter, vice president and general manager, ArcelorMittal Indiana Harbor.
New strategy aims to improve delivery
Jolice Pojeta
With a focus on enhancing customer service, ArcelorMittal Burns Harbor will install and implement a new manufacturing execution system (MES) model from PSI Metals. The system, which replaces antiquated IMS software, is aimed at efficiently and effectively blending production management processes for the light flat rolled (LFR) facility.
The system also offers ArcelorMittal more customization, commissioning and maintenance of the solutions, to realize improved production manage-ment and cost reductions. It will complement Burns Harbor’s new delivery initiative for efficient delivery of increased made to order business.
“The old IMS was a system that replicated what people were doing manually. The new MES by PSI Metals is designed to optimize practices, in a dramatic way, such as how we manage orders across the plant, how we manage the movement of slabs and coils and how we set up rolling gauges or annealing temperatures,” said Jean Louis Muller, senior division manager, Burns Harbor hot rolling and finishing, and Columbus Coatings. “It’s like going from a horse-drawn carriage to a
fully-loaded 2018 truck.”MES comes with four
modules for planning and scheduling, production, logistics and quality. Besides being an optimization software, Muller said MES will no longer require an IT person to get involved when a computer screen layout or rule changes are required. After some training, each user will be able to modify the displays to fit his or her needs and adapt the system to match new expectations.
“The MES will come with totally new features, one being the ability to redefine the slab cut schedule based on defects that may be detected while the slab is in the caster,” said Muller. “This will allow the slab length to be modified to fit another prime order, making sure the slab is immediately attached to an order when it leaves the caster.”
Another advantage is the ability to define hot charging sequences, syncing production at the casters and hot mill to use slabs within 24 hours of their cast time. Muller said instead of managing eight products like today, more than 300 products will be managed, allowing each to have its own flow through the plant.
Burns Harbor began planning for the use of MES about two years ago. Detailed project work began in April for planning, steel producing, hot rolling, finishing
and Columbus Coatings, with sub-projects lasting between eight and 18 months.
According to Ed Berning, business project manager for the Burns Harbor MES implementa-tion, “MES will transform the Burns Harbor LFR and Columbus Coatings quality management process. We’ll identify efficiencies in planning and scheduling, material management, and plant KPI reporting from casting through shipping, into a unified, customer delivery driven system that aligns with Action 2020.”
Burns Harbor is the first ArcelorMittal USA facility to implement the new MES, which when fully functional, will put Burns Harbor on par with other ArcelorMittal global operations
“We are very proud to be the first ArcelorMittal USA facility to implement MES,” added Muller. “This new system will provide Burns Harbor with all the necessary tools to successfully service our valued customers.”
New management system will enhance customer service
Delivery>
may be blocked by other pieces of equipment,” he said. “In addition, some motor control doors were not properly secured.”
Housekeeping is also an area of concern since so many of our company’s LTIs are the result of slips, trips and falls.
A robust system of audits can lead to a reduced number of LTIs by identifying strengths and weaknesses, highlighting areas where improvements are needed, and creating a process and procedure to correct problems. By anticipating health and safety issues, ArcelorMittal is in a better position to prevent them.
Division audits are the focus of the May Safe Sustainable Steel video.
Brian Wagner, manager of safety systems, USA Health and Safety, conducts an audit at Indiana Harbor’s No. 3 sinter plant.
‘Taking the temperature’ of a division, for safety’s sake
Health and Safety>
Liz Johnson
ArcelorMittal USA Health and Safety is continuing its focus on division safety audits in 2018. The audits focus on three priorities: progress on the division’s specific health and safety plan, a review of the operational safety evaluation (OSE) and a review of compliance to the regulations established by OSHA and other regulatory agencies.
“To make the improvements that are needed, we first need to identify the issues and deficiencies that exist,” said Steve Thompson, director, USA Health and Safety. “If we don’t identify them, we can’t fix them. We must do that to prevent injuries and improve compliance.”
The audits are a joint effort of ArcelorMittal management and USW safety representatives.
“The most important thing we can do is to audit depart-ments. When we do that we’re
‘checking the temperature’ of a division’s safety culture,” said Gary Bender, USW Health and Safety coordinator. “The organization then has an opportunity to correct any defects in the system and hopefully learn from the auditing process so that they can better audit themselves.”
Part of that value is a “fresh set of eyes,” said Bender. Jasmine Forbes agrees. She is a safety engineer in iron producing at Indiana Harbor and recently took part in an audit at the No. 3 sinter plant.
“No matter how much you prep (for an audit), you can always do better,” she said. “There are always things that can be improved that you normally walk by every day and never notice.”
Mike Ryan, manager of best practices, USA Health and Safety, has participated in many audits, focusing on electrical safety.
“Last year, we identified a number of items that we saw routinely: proper identification of disconnects and equipment that
1. Safe, healthy, quality working lives for our people
As part of the 2018 Health and Safety plan, ArcelorMittal is reissuing “Stop Work” cards to remind employees of the continued need to stop dangerous or unsafe work activities.
A “Stop Work” card is an important Shared Vigilance tool in our Journey to Zero. When used correctly, it can help save lives.
USA Health and Safety renews emphasis on ‘Stop Work’ cards
On-time delivery
is vital.
An update on Cleveland’s delivery initiative will be featured in the next issue of 1 Magazine.
This image is available on the publications page at myarcelormittal.com and can be printed for use on your area billboards.
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine5
New walking beam furnaces designed to improve quality and reduce cost
To get an idea of what a walking beam furnace looks like, shown is the newest walking beam furnace at ArcelorMittal Gent, a sister plant to Burns Harbor.
Kieffer Gray, maintenance engineer, ArcelorMittal Columbus, is shown visiting the Air Liquide Systems facility in Buffalo, New York, where the hot air dryer equipment was originally fabricated for Columbus.
Jolice Pojeta
ArcelorMittal Burns Harbor is in the process of adding walking beam furnaces (WBF) at its 80" hot strip rolling mill.
This $140 million strategic project, part of ArcelorMittal’s Action 2020 plan, will allow Burns Harbor to offer higher quality substrate to downstream facilities and customers, with the potential to increase production capacity.
The project includes the installation of two new WBF, each with a capacity of 500 tph.
“These walking beam furnaces will replace three existing pushers, each with 300 tph capacity,” said Jeff Cox, operations technology manager, 80" hot strip, ArcelorMittal Burns Harbor. “In addition to the potential increased capacity and improved quality, other benefits include increased hot mill yield, improved furnace fuel efficiency, elimination of coke oven gas at the hot mill and avoiding substantial maintenance costs from the current existing and aging furnaces.”
Cox said cost benefits are also expected with the new furnaces, as they are designed to allow for an increase of larger coils. The wider reheat furnaces can house longer slabs for an increase in mill PIW (pounds
per inch of width). This aids in improved fuel efficiencies, as well as other downstream benefits.
The largest difference between WBF and pusher furnaces is the elimination of refractory hearth, on which the slabs are pushed through the furnaces. Each slab is “walked” through instead of pushed, eliminating the inherent bottom side defects or laminations commonly experienced with pusher furnaces.
In addition to the furnaces, other new equipment includes a slab depiling machine; slab measuring equipment used prior to furnace charge; charge and discharge machines; modified furnace delivery tables; charge aisle overhead crane and restored slab charging tables.
“Phase one has been approved and allows for final detailed engineering of all equipment, as well as installation cost development,” said Kelly Dallas, principal engineer, corporate engineering, ArcelorMittal USA. “Phase II allows for final purchase orders for all remaining equipment and installation. The project schedule shows completion of both furnaces in Q4 2020 with an immediate start up. Full production is expected during Q1 2021.”
The core project team includes Cox, Dallas, Tom
Miloshoff, senior engineer, and Jared Kendell, reheat furnace process coordinator, both from the 80" hot strip mill, Burns Harbor. Corporate engineering and East Chicago Global Research and Development support is provided by Allen Ogden, construction; Larry Lewandoski, construction; Ron Klinger, electrical; Jim Payonk, electrical; John McMahon, CET engineering, Kurt Johnson, R&D, and Chris Thompson, PA manager, 80" hot strip mill, Burns Harbor.
Burns Harbor hourly employees have also helped with the process, including Jim Szentesy, MTM; Walt Fry, MTM; Carl Dahlberg, MTE; Chris Leach, MTE; Bruce Granzow, heater operator; John Copeland, heater operator and Chad Howard, slab yard operating technician.
Cox said a World Class Manufacturing (WCM) effort is in place, focusing on early equipment management (EEM). Hourly employees are also involved in design and decision-making on the new process equipment.
“The support from our hourly employees has been fantastic and appreciated,” added Cox. “They have performed some site prep activities, necessary to ready the construction areas for work that will be executed in the coming months and beyond.”
Kieffer Gray
Successfully identifying defects within the products we supply is a top priority. We use COGNEX Vision system technology for inspection, analysis and process control.
But the introduction of water into this system created a ‘defect headache’ for Columbus, specifically false positives. Water on the strip caused defects to be classified incorrectly and created false positives. The addition of these false positives led to necessary files being truncated when the 4GB storage limit was reached.
The addition of numerous water classified defects increased the frequency with which this event occurred. We even lost entire inspection files on a few occasions due to the increased file sizes filling up the storage drives. Furthermore, we lost images and
the ability to discern what is a real defect from an incorrectly classified defect or water. We estimate 0.25 percent of our rejects were due to missing images and false positives. Fortunately, we did not have a claim of a defect covered by water, but our quality department believed it could easily have occurred.
ArcelorMittal Columbus’ solution to this problem involved the installation of a gas-fired heater fabricated by Hoffman Filtration Systems. External to actual equipment installation, there was a large amount of pre-work to be completed in anticipation of the new equip-ment. The most important task was to make sure the existing COGNEX Vision system, which rests atop the strip dryer, was placed in the same location after the new installation was complete.
After completing all the necessary pre-work, the demolition of the existing unit
began. Once the demo work was completed, the installation of the new equipment began. It was a very tight fit, we are talking a quarter of an inch on both sides, but the new unit was successfully installed. Once all the components were set, we could then proceed to put the COGNEX Vision System back in its correct location. This was much easier said than done but, after some small modifica-tions, we were able to get the unit back in the correct location.
At start-up following the outage, we successfully tested all the components to allow full operation when the line started back up. The performance of the new unit since installation has met our expectations. We now plan to replace our second steam-powered dryer with a similar installation fabricated by the same vendor in the near future.
Kieffer Gray, is a maintenance engineer at ArcelorMittal Columbus.
Improving defect identification through elimination of false positives
Digitalization>
U.S. Senator Todd Young (R-Ind.), visited ArcelorMittal Burns Harbor to learn more about the needs of our industry, particularly as it relates to education and job training. Sen. Young toured some of the operations, met with company leadership and visited the facility’s Deerfield Woods Training Center to ask employees about their educational opportunities with ArcelorMittal. Three Steelworker for the Future® participants met with the Senator to discuss the program.
John Henaghan, division manager, finishing operations, ArcelorMittal Burns Harbor (left), describes the cold rolling operation to Senator Young.
U.S. Senator visits Burns Harbor with interest in workforce development
Development>
9. Pipeline of talented scientists and engineers for tomorrow
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine6
Managing environment compliance
Universal waste
Environment>
Scott Posey
AM/NS Calvert has adopted a tool to provide its management a visual interpretation of the environmental data it collects, as well as reduce its environmen-tal compliance risks.
The facility chose the Enviance cloud-based platform because of its ability to support its environmental emissions monitoring, report management and permit management without having to make extensive changes to its work processes. Enviance provides anytime, anywhere access to the facility’s environ-mental data through cloud-based architecture and mobility apps.
The tool offers AM/NS Calvert automated environmental data collection from all its different operating units and provides automated compliance assessments based on the
facility’s permit-required limits, which significantly reduces the amount of manual data consolidation for regulatory reporting.
With the automated compliance assessments, AM/NS Calvert can now detect, correct, and report non-compliance in a timelier manner. Using the visualization tools, environmental trends can be detected before assets move towards non-compliance.
The new tool is already providing a better quality of regulatory compliance reporting as well as elevated compliance understanding and ownership among the facility’s operational units.
Getting support for energy projectsSummer Paris
You’ve probably heard the saying that “money is power.” But when we’re talking about ArcelorMittal’s energy reduction efforts, we are reminded that “power is money” or – more specifically – “power costs money.”
“Energy isn’t free,” said Larry Fabina, manager, continuous improvement, ArcelorMittal Burns Harbor. “The amount of energy ArcelorMittal consumes directly impacts our bottom line. Every time we fix a leak, unplug or turn off equipment that’s not being used, we are making a difference.”
It sounds simple, and sometimes it’s just that easy. But in a large manufacturing organization like ours, a simple idea might require some extra support to make it happen.
So, if you have an idea that would save energy or make our operations more efficient, what do you actually do with it? How do you get support for a great
energy idea, big or small?There are different types
of energy projects, Fabina explained. First, there are capital investment projects. ArcelorMittal has dedicated teams working on developing large, impactful energy efficiency upgrades throughout our facilities. But these projects take enormous time and money, and the competition for capital dollars is fierce.
According to Fabina and Helder Silva, CTO, Energy, ArcelorMittal NAFTA, the biggest opportunities in energy are those projects that have no/low-cost or a quick payback through repair and maintenance budgeting.
No/low-cost ideas – “Turn it off”“One of the best things we can do is identify opportunities to save energy simply by turning off equipment when it’s not being used,” Fabina said.
“It doesn’t cost anything to do, but it does require some initiative from our employees. Imagine if everyone conducted his or her own ‘mini energy
treasure hunt’ in their work area and identified opportunities to safely power down or unplug things like heaters, lighting, fans, etc.”
Fabina and Silva call this the “power of one,” when an individual sees energy being wasted and actively does something to change it.
ArcelorMittal’s Conshohocken plant, for example, has done an impressive job of building a systematic “turn it off” program. Evolving from manual to more automated shutoff systems over time, the program has saved more than a million dollars in what Ian Mair, environmental manager calls “free money.”
Mair offered this advice to colleagues: “It’s wise to get buy-in from both operations and maintenance to be successful. It is important to be able to demon-strate small victories to build their confidence, allowing things to move forward. Have faith in your abilities to control the process and know that it is possible to do and that the rewards are tangible, significant and real.”
R&M projects with quick returns on investmentSome projects cannot be implemented on initiative alone and will require some small financial investment and planning. The key here, said Silva, is that these projects must have a quick payback.
For example, projects to install energy-efficient lighting or to automate equipment for shutdown when not being used can have a big impact on energy, and safety as well. But they do cost money.
Employees shouldn’t get discouraged, though. Silva and
Fabina cite countless projects like these that have been accom-plished through R&M budgeting.
Do your homework and talk to an Energy Champion“There are several things you can do to give your idea a better chance of getting done. First, do your homework to find out what resources will be needed. Calculate how much it will cost and how much the improvement will save. If you have all the numbers and can show that the project will pay for itself in a year or less, it has a better chance of being approved,” Silva said.
Rishabh Bahel, Energy Champion at ArcelorMittal Cleveland, also recommended that employees talk to their plant energy champion. “Every plant has an energy champion who can help evaluate project ideas, calculate potential savings and help you gain support for a great project,” Bahel said.
“Plus, some plants and communities have access to rebates from utilities that can help pay for a project. Your energy champion can help you apply for these rebates.”
Even small investments in energy efficiency can be important. Global Research and Development in East Chicago, Indiana, rolled out an office recycling program in 2017. According to the EPA, one ton of recycled paper saves the equivalent of nine barrels of oil, 7,000 gallons of water, 3.3 cubic yards of landfill space and 60 pounds of air pollutants.
Burns Harbor Al Kirk/Larry FabinaConshohocken Ian MairCoatesville Bill NearyMonessen Jason HopkinsWeirton Wally JancuraCleveland Rishabh BahelColumbus Pat Wallace
I/N Tek and I/N Kote Tom KiralyIndiana Harbor Nisarg DaveRiverdale Mae Lapresta Minorca Steve MekkesCalvert Joel LevinsWarren Joe Magni
ArcelorMittal Energy Champions
5. Trusted user of air, land and water
Pictured at one of Burns Harbor’s many universal waste pick-up sites from left are: Mike Swayne and Mike Reiser, Safeguard Environmental; and Dan Amling, engineer, solid waste, MEU, Burns Harbor.
Universal waste is a major component of facility’s recycling initiative
Environment>
Jolice Pojeta
Universal waste is a category of waste materials designated as “hazardous waste,” but contain materials that are very common in home and industrial use.
ArcelorMittal facilities, such as Burns Harbor, have established an internal system for collecting and properly disposing of universal waste materials.
“These widely generated hazardous wastes have been identified by the U.S. Environmental Protection Agency (EPA),” said Dan Amling, engineer, solid waste, MEU, ArcelorMittal Burns Harbor.
Amling noted there are four types of universal waste classifications: hazardous waste batteries, hazardous waste pesticides, hazardous waste
mercury-containing equipment and hazardous waste lamps. All four are considered equally critical, but lamps and batteries are the most prevalent and garner the most attention. He added pesticides are not present at the Burns Harbor facility and mercury-containing equipment is gradually being replaced.
Burns Harbor has more than 150 collection points throughout the facility for batteries and lamps. The recycling process is managed by a local contractor, Safeguard Environmental. Every container is audited for compli-ance and emptied every four months. Amling says they are monitored by both internal and external auditors and, most importantly, by the generating department.
He said the Burns Harbor collection is somewhat unique because of the high number of
collection points. While it can be a large task to administer, Amling says establishing collection areas at the points of generation has been much more effective than having fewer pick-up points.
“It’s important to properly manage these wastes to ensure that they are recycled appropri-ately in accordance with federal regulations,” noted Amling.
While not considered universal waste, Burns Harbor also collects aerosols and other pressurized cylinders, along with electronic waste for recycling at many of the same collection points. Other recycled materials include used oil, household type waste and scrap. Recycling is always preferred. It not only saves money but ensures the respon-sible use of landfill space and natural resources.
Amling says keeping these recycling options in front of
employees at work, can also serve as a reminder to encourage their own recycling habits at home. Burns Harbor is planning a collection day later this spring where employees can drop off Household Hazardous Waste.
“The most important message for our employees regarding universal waste and recycling is to bring awareness regarding these wastes by following simple regulations,” said Amling. “Containers must be labeled properly and kept closed when not adding waste. And just like all good recycling programs, only universal waste may be placed in the containers – no trash.”
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Batteries Lamps
PesticidesMercury
Vent stacks for AM/NS Calvert’s natural gas fired furnaces in the facility’s state-of-the-art hot strip mill.
4. Efficient use of resources and high recycling rates
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine7
Kelly Nissan
Brett Arens, a Burns Harbor employee, had the rare opportu-nity to hold a snowy owl and assist in its release back into the wild. The bird was discovered, half starved, at Indiana Harbor.
That’s where ArcelorMittal’s partnership with Humane Indiana Wildlife Rehabilitation Center proved valuable. The organization cared for the owl until he was ready to be released.
Brett lives out his excitement and genuine appreciation and respect for wildlife as a volunteer with Humane Indiana at its facility in Valparaiso, Indiana. The Center works to rescue, rehabilitate and return wild animals so they can live peacefully in their natural habitat.
“The snowy owl is beautiful and it’s sad that he got hurt. But seeing wild animals up close is cool. And you know they’re being well cared for.”
“I’ve been volunteering for about three years. I pick up injured animals and take them to a release spot. My in-laws have a nice piece
of property with a pond and they let us release waterfowl there. One time I released a bald eagle in the state park.”
Plant employees to the rescue ArcelorMittal employees from the Indiana Harbor and Burns Harbor call upon the center when they discover an injured wild animal on plant property. More than 4,200 injured or orphaned wild animals have passed through the Center since 2014, with about 100 of them coming from ArcelorMittal.
The rescue relationship has since evolved and now includes financial support for educational programming and volunteer opportunities for employees.
“Thanks to funding from ArcelorMittal we’ve been able to rehab one of our buildings into a wonderful education center,” said Stephanie Kadletz, the center’s director. “It’s a hands-on activity center where you can learn about fishing line entanglement, pollution, plastics and how all that affects our wildlife. So many different topics focusing solely on the wildlife in our area and how we impact
them, and what we can do to help the environment.”
Come on out and have some funAs Brett will tell you, volunteering with wildlife is cool! You’ll learn a lot and see animals up close that you’d never see otherwise. You may witness the smile on a kid’s face when he sees an owl for the first time.
“With 1700 animals coming through our door last year, there’s no way a couple of staff members could handle that. So, all of our volunteers – like Brett – are so important to us. Thanks to all of you, we’ve made a great impact on families and children. It’s just been huge,” said Kadletz.
“I like everything I do here,” said Brett. “But my favorite thing is seeing the animals go free – they are going home.”
A cool experience with a snowy owl
Staff and volunteers at Humane Indiana Wildlife Rehabilitation Center work to rescue, rehabilitate and return wild animals so that they can live peacefully in their natural habitat. Some ArcelorMittal volunteers help with day to day care of the animals, while others do laundry. Some make up the diets and help build cages, while others partici-pate in releases and education programming. The opportunities are endless.
ArcelorMittal employee, Brett Arens, had the rare opportunity to hold a snowy owl and assist in its release back into the wild.
The education center, funded in part by ArcelorMittal, is a hub for students exploring their surroundings and getting their hands dirty.
Warren Fab is a steel service center that specializes in large steel fabrications and heavy machining for surface mining equipment, steel mills like ArcelorMittal, power generation and large press manufacturers.
Warren Fab fabricates our steel into items of various shapes and sizes.
This is us
This is us
ArcelorMittal’s powerful partnership with Warren Fab
Our Customers>
Jolice Pojeta
For more than 50 years, Warren Fabricating and Machining (Warren Fab) has served the U.S. manufacturing base from its facilities in Ohio. The company specializes in the fabrication, machining and assembly of large steel weldments.
ArcelorMittal and its predecessor companies have enjoyed a long-standing relationship with this customer. All three ArcelorMittal plate facilities – Burns Harbor, Coatesville and Conshohocken – have supplied steel to Warren Fab.
“We supply Warren Fab many different grades of both general line and specialty plate steel,” said Taylor Groth, product manager, plate, ArcelorMittal. “They buy our full line of plate products in various sizes and grades. Their plant locations are great fits for us due to their geographic proximity to our plate facilities.”
John Rebhan founded Warren Fabrication and Machining in 1967. He started with four employees and an 8,000-square-foot garage. Over the past 50 years, the company has evolved to more than 250 employees and 600,000 square feet of manufac-turing space. In 1985, Rebhan founded Ohio Steel Sheet and Plate (OSSP) as the raw material source for Warren Fab and as a full-line steel service center.
Today, this family business continues to thrive under the ownership of Rebhan’s children, Eric Rebhan and Regina Mitchell.
“We’re still investing heavily in the business,” Regina Rebhan Mitchell, owner and president of WarFab stated. “We just invested millions in new equipment and, in 2012, we built a new manufactur-ing bay devoted to natural gas
turbine products, which was a major capital expenditure. Just like dad, we wanted to get ahead of the trend, which this time was the shift in power generation from coal to natural gas.”
“Warren Fab values relationships, so maintaining a strong supplier/customer relationship with them is key,”
Groth emphasized. “They value quality, service, delivery and competitive pricing from their suppliers. They are one of the largest plate buyers in the country and we look forward to a great 2018 and beyond with them.”
An ‘irruption’ of owls at ArcelorMittal
Every few years, a surprising number of snowy owls migrate all the way from the Arctic to the upper Midwest. The pattern is called an irruption. At least two have been spotted at Indiana Harbor this winter, including one that needed rehabilitation (see story above). Employees have spotted the owl pic-tured above at their facility. He seems to be in good health. No one knows why the snowy owls occasionally migrate further south than usual. It may be because of a plentiful food supply in the region. In one rare occurrence, a snowy owl was spotted in Hawaii.
Employees at ArcelorMittal Cleveland found this owl on company property. Because of an injury to a wing, he can’t live in the wild, but the Medina Raptor Center will use him as an “educational ambassador” in its outreach programs.
8. Active and welcomed member of the community
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine8
Students display STEM skills at ArcelorMittal sponsored science and engineering fair
Brian Biby, a process automation engineer at ArcelorMittal Indiana Harbor, has served as a judge for the fair for a number of years.
Alex Samardzich, a steel producing senior engineer, ArcelorMittal Burns Harbor, discusses a project with students.
Jolice Pojeta
Students from middle school to high school had the opportunity to present their projects and put their academic prowess on display at the Valparaiso University Regional Northwest Indiana Science and Engineering Fair.
ArcelorMittal sponsors the event and several ArcelorMittal employees served as volunteer judges to discuss the various projects and presentations hand-crafted by the student participants.
Taking the top President’s Award, for the second consecu-tive year, was Annie Ostojic, a sophomore at Munster High School. She has been participating in science fairs since the third grade.
Ostojic has an impressive track record, as she has advanced to the state competition every single year, and even made it to the international round of the
competition in Los Angeles last year.
“It’s great to get real feedback from all these judges because some are actual engineers, and they’re asking you questions you didn’t expect, and they challenge you to look at things in a new way and to keeping improving yourself while learning more and more,” said Ostojic.
This year, Ostojic decided to focus on designing a device for safer texting while walking. It’s a bit of a switch-up from her area of focus last year, which included patenting her own device that charges batteries from indoor lighting.
Projects like Ostojic’s are undoubtedly impressive and, yet, as the judges visited each presenter, it was clear how capable these student-scientists are in putting together astounding and scientifically-rich findings at such a young age.
Dave Sena, operations technology division manager,
ArcelorMittal Burns Harbor, again served as both a judge and award presenter on behalf of ArcelorMittal.
“At ArcelorMittal, we’re always pleased to be part of encouraging and fostering students to get involved in STEM and other related pro-grams,” said Sena. “Over the last three years, ArcelorMittal USA has been a major supporter
of such STEM events, because we see investing in fairs like this as investing in the future of our society.”
With ArcelorMittal’s support, students in the United Way’s Reading Great By 8 program receive books with themes of science, technology, engineering and math (STEM).
4-H Dads and ArcelorMittal USA employee Lou Donkle (right) and Indiana 4-H STEM specialist Erika Bonnett (left) participated in the recent Makers STEM training at the La Porte fairgrounds. They’re working with the Dot and Dash, a part of the 4-H STEM curriculum.
Operations manager celebrates Seuss!
ArcelorMittal grant jumpstarts BoilerMAKER blast STEM projectReprinted with permission from the Indiana 4-H Foundation.
STEM education>
STEM education>
Summer Paris
ArcelorMittal Warren’s operations manager Joe Magni went back to school on March 2 in celebration of Dr. Seuss’ birthday. The United Way of Trumbull County invited Magni to join other community
leaders, including Warren Mayor William Franklin and City Councilwoman Cheryl Saffold, as “guest readers” in more than 200 classrooms around the area. ArcelorMittal volunteers read to first graders in two local schools near the Warren coke facility – Jefferson and Seaborn elementary schools.
Magni read a Dr. Seuss favorite, “Oh, the Thinks You Can Think,” and talked with the children about all the ways they use their imaginations.
The program is part of the United Way’s “Reading Great by 8” program. According to Ginny Pasha, president of United Way of Trumbull County, the program is designed to increase the number of children reading at grade level by third grade. It focuses on children from low- and moderate-income families.
“ArcelorMittal has been a very strong supporter for many years. Our relationship has deepened with the company’s support of our ‘Reading Great by 8’ program and the integration of science, technology, engineering and math (STEM) content with literacy,” Pasha explained.
Jacqueline Lawrence, who coordinates district literacy programs for Warren City Schools agreed that literacy and STEM go hand-in-hand: “Planning the Warren City School’s Literacy Framework with a focus on STEM was really exciting. STEM’s
characteristics correlate with what kind of learning we want to cultivate in literacy: Reading for information about real- world issues, problem-solving, open-ended exploration and teamwork. Helping our students to develop this type of thinking will allow our future generations to develop solutions for chal-lenges facing our world today.
That’s why when Magni visited with students, he also brought along samples of coal and coke from the Warren facility to show the kids, and gave a quick lesson on how steel is made.
Children who participate in the “Reading Great by 8” program receive books to take home. A donation from ArcelorMittal helps United Way purchase books with a STEM theme – stories that feature engineers, architects and problem-solving.
When Lou Donkle stepped up to be a project superintendent for the 4-H Model Bridge Project in Porter County, he wanted to support a project that his kids enjoyed. But his involvement turned into something much, much bigger.
A longtime technical service engineer for ArcelorMittal Burns Harbor, Donkle volunteers with the local Porter County 4-H on the Model Bridge project.
Donkle quickly realized that the project desperately needed qualified judges, and he knew just where to find them. His employer, ArcelorMittal, operates one of the largest integrated steelmaking facilities in North America in Burns Harbor, Indiana. Like many industries, steelmaking is increasingly a high tech, auto-mated business that demands skills in science, technology, engineering and math, commonly known as STEM skills.
An engineer himself, Donkle was easily able to find fellow employees to judge the Model Bridge Project, but the
search for judges led him to something even bigger.
“As I discussed my project and needs for volunteers with ArcelorMittal, we found that not only could volunteers be available to help with the Model Bridge project, but also that the company has an ongoing grant program to support STEM in the community to improve STEM competence among future prospective employees,” said Donkle.
Donkle reached out to Joan Grott, the Porter County 4-H Youth Development Extension Educator, to ask about interest in his company supporting 4-H’s STEM programming to improve STEM competence among future prospective employees.
Grott jumped at the opportunity.
“When Lou identified the people in the ArcelorMittal organization that could make things happen, I made the connections with Shelly Bingle at the Indiana 4-H Foundation and Erika Bonnett, the Indiana 4-H STEM specialist,” said Grott.
As a result of that connec-tion, ArcelorMittal awarded a grant to support 4-H program-ming in Lake, LaPorte, Porter and St. Joseph counties. The ArcelorMittal BoilerMAKER Blast 4-H STEM Project focuses on providing youth with hands-on learning and self-guided experiences within STEM subjects. 4-H BoilerMAKER Blasts are planned and coordinated as county events to create excite-ment around STEM and expose youth to new technologies.
These programs help young participants build their skills in creativity, design, problem-solv-ing, teamwork, communication and critical thinking. With the help of adult volunteers, youth advance through the program, learning the basics of robotics, circuits, design, computer programming, complex designs, and ultimately creating full projects using different kinds of robotics and maker skills. The youth participants also explore career options related to engineering and technical skills.
“The partnership between 4-H and ArcelorMittal will allow us to expand our STEM program-ming into underserved areas of Porter County, reaching more youth in more places with content
that will help them build a solid foundation in STEM subjects,” said Grott. “Through this new connection, we’ll be able to seek more volunteers from ArcelorMittal, as their employees
are encouraged to volunteer in the community.”
And as Donkle has shown, one volunteer can make a world of difference.
9. Pipeline of talented scientists and engineers for tomorrow
8. Active and welcomed member of the community
Joe Magni reading “Oh, the Thinks You Can Think”.
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine9
Through the eyes of artists: ‘Weirton – The City Forged by Steel’
“Best in Show”: BOP Shop Welders, mixed media, artist Stephen Opet
Summer Paris
As the landscape in Weirton, West Virginia, changes and evolves, a local art show is seeking to capture the visual beauty of the region and its industrial roots. Renaissance Weirton and Summit Art Gallery launched “Weirton – The City Forged by Steel” and invited artists to submit work showcasing the impact of the steel industry on the Weirton community.
Mayor Harold Miller explained, “The contest was created to reflect the impact of the mill on the community, our history and the coming changes to the city’s skyline. It is exciting to see our downtown preserved
by works from artists from throughout the region.”
ArcelorMittal Weirton sponsored the juried show, joining the Frontier Group of Companies and others in contributing prize money. About a year ago, ArcelorMittal sold approximately 1,100 acres of surplus property to Frontier, and the companies have been working with the city and other stakeholders to transition the former industrial site for productive future use. ArcelorMittal continues to operate steel finishing and tin plate operations in Weirton.
“We are excited about what is on the horizon for Weirton and proud of the role that steel has played and will continue to play in the city’s story. Seeing the city’s
rich past and the hope for the future through the eyes of these talented artists is inspiring,” said Brian James, general manager, ArcelorMittal Weirton.
Artists submitted a total of 48 works in six mediums, including two pieces made from metals produced in the mill, such as Rich Pantaleo’s piece, titled “BOP Study #5”. Stephen Opet received the “Best in Show” prize for his mixed media piece entitled “BOP Shop Welders.”
Alecia Ford chaired the event, which was open January 20-March 23.
“When we look at these pieces a year from now, we’ll see memories of a skyline that housed our early economy, employed our parents and grandparents and, for decades, defined our world. In that moment, the art will move from tribute to treasure. We are so grateful that ArcelorMittal and other Weirton businesses gave their generous support to this project,” Ford said.
Contact [email protected] if you are interested in seeing more or purchasing a piece of art.
Gary firefighters are benefitting from the use of a flashover simulator that has been refurbished with steel from ArcelorMittal Burns Harbor.
BOP Study #5, metal, artist Rich Pantaleo
The strength of steel protects firefighters in training
Learning WeekJune 11 – 15, 2018
Thriving in a digital world
Corporate Responsibility>
Jolice Pojeta
ArcelorMittal is providing important support for some Northwest Indiana firefighters.
An ArcelorMittal Burns Harbor emergency services contractor, Allied Universal, conducts new hire training at the fire department in Gary, Indiana. When ArcelorMittal Burns Harbor security and emergency services process manager Les Swanson observed the training, he noticed the flashover simulator, critical to firefighter training, needed updating.
“I immediately noticed the flashover simulator was in disrepair, due to extensive use at the training facility,” noted Swanson. “The training chief mentioned they were trying to obtain material donations so they could refurbish the facilities. They submitted a letter of request and Burns Harbor approval was given to provide two shipments of sheet steel material to complete the work.”
Flashover is the temperature at which the heat in an area is high enough to ignite all flammable material simultaneously. When flashover occurs, there is little chance of survival.
Swanson said the Gary Fire
Department has both a flashover simulator and a rollover simulator for firefighter training.
With a flashover simulator, the temperature of a room rises to the point where everything ignites at once. A firefighter caught in a flashover is in grave danger. There are precursors that lead up to a flashover. The simulator allows trainees to witness these precursors from a safe viewing area and allows participants to learn and use techniques that reduce the possibility of a flashover.
In a rollover simulator, a fire is created on the same level as the training participant. This gives the student an opportunity to observe the growth phases of the fire from incipient to free burn (second stage of a fire where flames are visible) and to the point at which the fire gasses and smoke will ignite over the heads of the participants.
The most effective way for firefighters to minimize their risk of being caught in a flashover is by maintaining an awareness of developing fire conditions and controlling the fire environment with effective water application and ventilation tactics. Flashovers push out of openings, such as doors and windows, faster than firefighters can move on their hands and knees. When a
flashover occurs, there may be little time to escape. That’s why it’s critical for firefighters to practice their skills utilizing flashover training simulators.
“A flashover simulator is typically made using re-purposed shipping containers,” noted Swanson. “They generally have a burning area and a lower area in which the students can observe the flashover phenom-ena. Material ignites in the upper space. When the temperature of the material reaches a critical point, the flashover occurs.”
Not all fire departments can afford flashover simulators and so some units share their training facilities with other firefighters.
“The men and women of the City of Gary Fire Department and District One Fire Professionals thank ArcelorMittal for its donation of steel material for our fire training center. That steel was used to refurbish phase one and two burn chambers. The work could not have been accomplished without ArcelorMittal’s most generous contribution,” said Chief Paul Bradley, Gary Fire Department. “We thank ArcelorMittal for its continued support of public safety personnel here in Northwest Indiana.”
8. Active and welcomed member of the community
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine10
Raw Material blog: Pressing for progress around diversity and inclusionA recent international travel experience was filled with new places and new people and contributed to my growth as a female, African American leader.
#ResponsibleLeadership
Martha L. Gonzalez, director, product control – international (Mexico)
Strong responsible leadership is the key to success for any organization. At ArcelorMittal, responsible leadership means abiding by our Code Of Business Conduct, protecting our reputation and making smart business decisions that are in the best interest of our shareholders, employees and communities. As ArcelorMittal employees, we all have a role to play in responsible leadership.
An authentic, responsible leader has a sense of accountability, obligation, honesty and integrity. These traits are necessary in order to be the leader who is visionary, drives change and makes sustainable business decisions for all stakeholders.
Responsible Leadership
What do you view as responsible leadership? Send us your quote and a picture of you/and your team to [email protected].
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Roney Tucker, Sr. poses with children in their newly painted dormitory complete with brand new beds and mattresses.
Roney Tucker, Sr. shows off the new tables and benches that his colleagues at ArcelorMittal Warren helped purchase.
Johnson took part in many events while in West Africa, but also had time to explore Ghana’s coastline.
Paulina Johnson, automotive account manager, Southfield sales office.
Paulina Johnson
I have worked at ArcelorMittal since 2002 and am currently an automotive account manager at our sales office in Southfield, Michigan. I was recently invited to join a delegation of successful African American corporate leaders for an education and trade mission to Ghana, West Africa. This inaugural historical mission, sponsored by the National Black MBA Association, took place during Black History Month in February.
The National Black MBA Association is a nonprofit organization that champions diversity and inclusion initiatives within corporate America and offers professional development
training to its members. I have been a member of this organiza-tion since 2002, and have had the privilege of serving as the Detroit Chapter’s president since January 2015.
This organization has been instrumental in my success as a leader at ArcelorMittal, exposing me to a global network of proven minority executives and mentors. ArcelorMittal has supported this organization by matching all my contributions via our matching gifts program, Give Boldly.
On our mission in Ghana, we learned about the history, government, culture and economic system within the country. Our host throughout this journey was the Honorable Dr. Alfred O. Vanderpuije, two-term mayor of Accra, Ghana, and current member of Parliament.
Some highlights from the inspiring week include:• Attending the W.E.B. Du Bois memorial to honor the 150th birthday of W.E.B. DuBois, an esteemed scholar and the first African American to receive a Ph.D. from Harvard University in 1895. At the memorial, we met Mahamudu Bawumia, Vice President of the Republic of Ghana, and the great-grandson of Dr. W.E.B. Du Bois, Arthur McFarlane II. I was excited to meet Mr. McFarlane, and he graciously autographed my copy of The Souls of Black Folk, a best-selling book by Dr. Du Bois.• Visiting the American Chamber of Commerce for Ghana where we learned about the Ghana Free Zones Board, finance, real estate, technology, tourism, healthcare, trade and energy opportunities in
the country. We got the chance to visit two Ghanaian corporations to see this commercial activity in action: Cocoa Niche Company and Suber IT System. • Meeting with the Rt. Honorable Aaron Mike Oquaye, the Speaker of the Parliament of Ghana and other ministers of government. Sitting in the chambers, watching and listening to members debate in Parliament was a remarkable experience. • Walking around Black Star Square provided a glimpse into the history of Ghana’s declaration of independence. Fun, laughter and excitement were in the air as we visited Makola market to purchase items from local vendors.• A candlelight dinner at the Kwame Nkrumah Memorial gave us a moment to enjoy and reflect
on the Ghanaian cuisine and culture.• Getting the royal treatment at a formal reception at the U.S. Embassy in Ghana where we met U.S. Ambassador to Ghana, Robert P. Jackson.
On the last day of our mission, we drove to Cape Coast Castle to the Door of No Return. Walking through various portions of the Castle and the slave dungeons was a humbling experience. This is where the North American slave trade began. That evening, our tour guide welcomed us into his home for a cultural dinner. It was amazing to walk through his door and hear a song called “Paulina” playing throughout the house!
I have countless wonderful memories from the trip and it was life-changing for me in so many ways.
This was my first visit to Africa and, although I was on a different continent, I found so many similarities between Ghanaian and North American culture. The citizens were warm, loving and greeted us with “Akwaaba,” which means, “You are welcome.”
This experience further proved to me that the only thing that separates us from one another is not race, not gender, nor economic status, but the individual mindset.
Summer Paris
Having grown up as an African American in the segregated south, Roney Tucker, Sr. is no stranger to life’s hardships. But a recent mission trip to Liberia, West Africa, reminded him of his own capacity to help others who are struggling. Tucker is a longtime employee of ArcelorMittal Warren. He is also a pastor at We Walk By Faith Bible Church in Youngstown, Ohio. Deeply connected to his faith, Tucker said he felt the influence of a higher power to go to Liberia: “God put it in my heart to go.” The experience was transformative.
“It’s a beautiful place, but it’s not an easy life there. It’s hard to understand some of the things I went through myself, just learning of how hard life is for them. We are so blessed here {in the U.S}, and they have very little. We do a lot of complaining; they don’t. But they are people just like we are.”
It was Tucker’s third time in Liberia, but “This time it had a greater impact on me than ever before.”
Tucker accompanied missionary Mary Hayes for four weeks at Hayes Mission, a 150-acre campus established by Hayes and her late husband Bishop McCarthy Hayes in 1968. About 65 children live, worship and go to school on the campus.
“I loved spending time with the children,” reflected Tucker, who has 10 grandchildren of his own. But in addition to getting to know the kids, Tucker was there to work and make improvements to their quality of life.
Some of the projects Tucker and other volunteers undertook included helping make palm oil, cutting brush along the roadways, and ensuring the children were getting proper nutrition and hearty meals. It was hard work with a lot of manual labor.
Tucker was especially bothered by the condition of the children’s dormitories and wanted to make improvements.
“It just broke my heart to see kids sleeping on the floor on mats, some with no cloth on them, most of them in bad shape.” So Tucker set out to make sure that every child had a new bed and mattress before he left. They also painted the dormitories vibrant colors, chosen by the children, making the living quarters come alive.
While in Liberia, Tucker felt the presence of his ArcelorMittal colleagues back in Warren, Ohio. A group of Warren employees, including his son and daughter Roney Jr. and Kelly, donated $612 to support him.
“I wanted to go there and do a special project so I could come back to ArcelorMittal and say, ‘Okay, this is what your money did’.”
Tucker used the funds to purchase beautiful new wooden tables and benches for the mission’s dining hall.
Tucker is a regular supporter of the United Way and the local food bank. ArcelorMittal calls this “giving boldly.” For Tucker, his faith motivates his giving spirit.
“To give boldly is being able to give even when you don’t know the impact you will have, but you do it from your heart and you believe it is going to work and change someone’s life.”
A calling to volunteer in Liberia
Our People>
1 | ArcelorMittal USA | May/June 20181 Company 1 Community 1 Magazine11
Amanda Scott
Mary Sanchez, executive assistant, engineering, Flat Carbon Americas, and Joe Medellin, manager of human resources at Indiana Harbor, are both related to USA Summer Olympian Jackie Galloway (they are her grandmother and uncle, respectively). Galloway earned a spot in taekwondo at the 2016 Olympics by being in the top six ranked competitors in her weight class. Jackie won the bronze medal at the Rio Olympics and won the silver medal at the 2017 World Taekwondo Championships.
You may recognize the first cousin of Nancy Chan, external reporting analyst for ArcelorMittal
USA. Her cousin, Patrick Chan, just competed in his third Winter Olympics in figure skating. He won a gold medal in Pyeongchang in the team figuring skating event in 2018 for Team Canada, as well as silver medals at the 2014 Olympics in Sochi in both the men’s and team events. Patrick is also a three-time world champion (2011, 2012 and 2013). Pyeongchang was his final Olympics appearance, as he has decided to retire from ice skating.
Terry Finnigan, the father of Shelley Finnigan, a technical sales engineer for ArcelorMittal International, had a very unique Olympic experience. Terry was born in Rhodesia (modern day Zimbabwe) and began running competitively at the age of 17. He originally ran the 200 meter
in 22.9 seconds. He went on vacation and on his return learned that he was entered in the Rhodesian Under 17 Championships. He won both the 100 meter and 200 meter at this event.
His coach knew Terry’s goal was to run an Olympic qualifying time of 20.9 seconds for the individual 200 meter race but all Terry could ever run was 21.0 seconds. His coach then suggested that Terry run a 400 meter event to see what he could do. The Rhodesian national record for the individual 400 meter race was 46.7 seconds. Terry ran the 400 meter race in 46.3 seconds in his first individual 400 meter event. The qualifying time for the 1972 games was 46.4 seconds for the 400 meter event, so
Terry qualified to run in the individual 400 meter men’s event in his first attempt at this distance.
Although Rhodesia had declared independence from Great Britain in 1965, the 1972 Rhodesian Olympic Athletic/Track & Field team was required to compete as a British colony in the Munich Olympics if they wished to participate. They had been banned from the 1968 Olympics in Mexico City due to politics. So they chose to participate in Munich under the old Federation of Rhodesia and Nyasaland flag.
The team traveled to Munich and lived in the Olympic Village prior to the Games. They were given documentation supporting the fact that they were partici-pants in the 1972 Olympics. Each team member received an Olympic photo ID and an Olympic Passport. They also each received a participant’s medal in a lucite case.
On August 22, 1972, however, Rhodesia was voted out of the Olympics by a vote of 36-31 with three abstentions following threats by many African nations to boycott the Games if Rhodesia was allowed to participate. They were ordered out of the Olympic village and the Germans relocated them to a barracks at a German Air Force Base.
Although the trip to Munich did not end in actual participation in the Olympic Games, it did lead to Terry receiving a full track scholarship to The Ohio State University.
Jolice Pojeta
Researchers from ArcelorMittal Global Research and Development in East Chicago, Indiana, and operations and maintenance managers from ArcelorMittal Burns Harbor have been honored with The Association for Iron and Steel Technology’s Hunt-Kelly Outstanding Paper Award.
The authors were selected to receive this year’s honor in May at the annual AISTech 2018 conference in Philadelphia, Pennsylvania. The award-winning paper was for “New Pseudo-3D Dynamic Secondary Cooling Model Implementation and Results at Burns Harbor.”
The award recipients are: Ken Blazek, principal scientist, ArcelorMittal Global R&D, East ChicagoRudolph Moravec, senior research engineer, ArcelorMittal Global
R&D, East ChicagoKai Zheng, formerly of ArcelorMittal Global R&D, East ChicagoMichael Lowry, principal research scientist, ArcelorMittal Global R&D, East ChicagoNicholas Gregurich, manager, caster proactive maintenance, steel producing, ArcelorMittal Burns HarborGarrett Flick, manager, casting operations, steel producing, ArcelorMittal Burns Harbor
The award recognizes authors of the best published paper from AISTech conference proceedings or Iron and Steel Technology from the previous year.
“The project involved developing a dynamic spray cooling control program to replace legacy spray cooling programs on both casters at Burns Harbor,” said Blazek. “It allows very close control of the surface tempera-ture profile of the cast slab, which when performed properly, can
reduce cast defects.”“The implementation of
this project has helped us nearly eliminate off-corner transverse cracks on our plate slabs coming off our No. 1 continuous caster,” said Flick. “This has had a positive effect on the reduction of rejects and reconditioning costs at our plate mill. Such improvement has helped us gain customer confidence and aided in securing future orders.”
Flick added the implementa-tion at No. 2 continuous caster, has provided the ability to tune the water models to reduce the occasional bowing of the slabs experienced on certain grade types. This improvement to the water model has helped reduce maintenance costs and improved operational reliability in the runout area of the casters.
“The project was necessary to help us reduce internal rejects and improve the quality of steel we produce for our customers,” said Gregurich. “Given the vintage of our casters, we had to find a
way to make our machines perform and compete to the level of some of the more modern casters.”
Blazek added, “This project involved plant and research personnel and due to such excellent cooperation, it was done very quickly while providing significant cost savings for Burns Harbor. It also incorporated a unique method to determine spray nozzle heat transfer coefficients that had not been previously used in the U.S.”
The ultimate benefactors of this project are the Burns Harbor customers.
“We make plate steels for critical structures around the world and we must do our best to eliminate any defects that may cause failures in that steel,” noted Flick. “We are extremely pleased with the results of this project, as we have seen improvements in our product, along with a reduction of cost and downtime.”
AIST honors ArcelorMittal for caster quality improvementsRecognition>
See which ArcelorMittal employees have championship blood!It turns out that several ArcelorMittal employees are related to Olympic or world champion athletes! Check out which of your co-workers have Olympic blood running through their veins.
Testing equipment at R&D where new nozzles were tested for their performance.
Jackie Galloway waves the American flag as she receives the bronze medal in taekwondo at the 2016 Olympics in Rio.
ArcelorMittal employee Nancy Chan with her gold-medal winning cousin, Canadian figure skater Patrick Chan.
Terry Finnigan is a championship runner, but politics kept him out of competing in the Olympics. But he did land a full scholarship to Ohio State.
Kelly Nissan
The Association for Iron and Steel Technology has honored ArcelorMittal Indiana Harbor employees with the 2018 Reliability Achievement Award (Gold) for continued winding rate reduction over the past five years at the 80" hot strip mill.
The award, established by the Maintenance Reliability
Technology Committee, recognizes reliability improve-ments and achievements which are unique or first in the iron and steel industry which may result from “out of the box” thinking.
The AIST technology committee held their Maintenance & Reliability and Lubrication & Hydraulics Technology joint committee meeting at Indiana Harbor where they presented the award. Accepting on behalf of the 80" hot strip mill were employees
from maintenance, operations, process automation, management and engineering.
Reprocessing and winding at the coilers in a hot mill is an important aspect. The goal is to achieve a very smooth side wall versus one which is wavy with variation. From 2009 to present, the team has achieved a steady and sustained drop in coiler winding and cobble rates from about six percent to two percent.
“This team is very deserving
of the honor and recognition by AIST. The challenge to improve winding rate was met through a great deal of planning, communi-cation, innovation and execution by all those involved,” said Wendell Carter, vice president and general manager, ArcelorMittal Indiana Harbor. “These types of efforts on the part of employees positions Indiana Harbor to be a valued asset among plants in the United States.”
Indiana Harbor receives AIST 2018 Reliability Achievement Award
Reliability>Amanda Scott
Stan Bona, lead engineer, engineering, ArcelorMittal Indiana Harbor, has been named division manager, engineering, ArcelorMittal Indiana Harbor. Stan began his career with Inland Steel Company in 1975 as an associate electrical engineer. He was an electrical supervisor at No. 1 steel producing, No. 4 slabbing mill, and No. 2 steel producing before transferring to the 12-inch bar mill in 1987 as a senior planner. Stan held various positions at the 12-inch bar mill maintenance section, including the lead engineer position for conversion of the bar mill to a bar and rod mill in 1991. Since 2008, Stan has been working in the engineering department as a project manager. His most recent significant contribution was the revamp of
No. 2 continuous casting machine at No. 3 steel producing in 2016. Stan has an electrical engineering degree from the University of Illinois-Champaign and a master’s degree in industrial management from Purdue University Calumet.
Maxine Stankich, senior analyst, strategic planning and analysis, finance, has been named manager of employee benefits, human resources. Maxine will be responsible for managing, planning, directing and controlling the company’s benefit programs. She joined ArcelorMittal is 2007 as senior internal auditor and transferred to strategic planning and analysis in April 2011 as a senior analyst. Maxine received her Bachelor of Science degree in accounting and finance as well as an MBA from Purdue University. Maxine will report to Mary Lynn Gargas-South, director of human resources for ArcelorMittal USA.
On the move at ArcelorMittal USA
Our People>
1 Company 1 Community 1 Magazine12 ArcelorMittal USA
One South D
earbornChicago, IL 60603USA
GlobalShell’s new petrochemical complex to boast ArcelorMittal’s cryogenic steelArcelorMittal is supplying 770 metric tons of cryogenic steel plates through its subsidiary Industeel for a new major Shell petrochemi-cal complex currently under construction in Pennsylvania, US. The CryElso® 9Q 9 percent nickel plates, produced at Industeel Creusot in France, will be used in the construction of the liquid gas storage units. The steel is built tough, with the ability to withstand the freezing temperatures of -160°C in the units. The plates are delivered in 5-30 millimeter thickness.
AmericasArcelorMittal invests CAD $54.2 million to modernize its Contrecoeur facilitiesArcelorMittal Long Products Canada announced major investments of nearly $54.2 million by 2020 in its Contrecoeur, Quebec steel production facilities. The investment will enable the company to maintain its leading position in steel in North America, with a focus on product quality facilitated through modern plants and a reduced environmental footprint.
ArcelorMittal Princeton receives safety and environmental awards at the Regional Mining SymposiumArcelorMittal Princeton has been formally recognized with multiple awards at the West Virginia Coal Association (WVCA) 45th Annual Mining Symposium held in Charleston, West Virginia (US). The company was presented with two Mountaineer Guardian Safety Awards in recognition of its outstanding safety performance throughout 2017 at its Grey Hawk Surface Mine and No. 42 Deep Mine operations.
ArcelorMittal’s giant steel reinforcement for Anglo’s iron ore crusherArcelorMittal Brazil delivered a prefabricated 13.8m-long, 3.44m-high, and 3.67m-wide steel structure to strengthen Anglo American’s iron ore crusher at its operations in the city of Conceição do Mato Dentro, Minas Gerias, Brazil. The 26 metric ton structure is the first of its kind for our Brazilian operations, as they had never produced a preassembled structure that large before.
EuropeArcelorMittal Eisenhüttenstadt records 100m metric tons of sinter Our sinter plant in Eisenhüttenstadt, Germany, recorded 100 million metric tons of sinter production in February. The sinter plant was commissioned in 1975, replacing the one erected in 1952. The site has been through several modernization projects, including the conversion of a two-sintering belt operation into a one-sintering belt, the construction of a state-of-the-art electrostatic precipita-tor and the renewal of the automation technology.
For more information, go to www.myarcelormittal.com.
1 is a publication for all ArcelorMittal employees located within the United States of America.Editor:Liz JohnsonUSA Communications Team:Mary Beth Holdford, Kelly Nissan, Summer Paris, Jolice Pojeta, Scott Posey, Heather Ross, Amanda Scott, Beth Spurgeon, Bill Steers, Marcy Twete, Heidi UmbhauGuest Contributors:Hassan Ghassemi-Armaki and Qaiser Khan, Kieffer Gray, Indiana 4-H Foundation, Paulina JohnsonPhotographers/Videographers:Gary Fire Department, Oyvind Hagen for Statoil, Indiana 4-H, Liz Johnson, Sandy Lugosan, Rudolf Moravec, Jolice Pojeta, Heidi Umbhau, Valpo Life, Valparaiso University, Warren Fabricating and Machining, U.S. Senator Todd Young’s officeDesign:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000
1 | ArcelorMittal USA | May/June 2018
Global News in Brief
Content Links
Pictured on cover:Steel makes the impossible possible. We can make electricity out of wind, wave and even sunshine thanks to steel. How we generate the energy to power everyday life changes, but steel’s critical role endures. The world’s first floating offshore windfarm – off the east coast of Scotland – started delivering electricity to the Scottish grid in late 2017. Featuring some 5,300 metric tons of ArcelorMittal heavy plate, the five giant turbines span nearly 600 feet from sea surface to blade tip, extend another 255 feet below the surface and are chained to the seabed to stay in place.
When this icon is shown, a video relating to the story is available for viewing on myarcelormittal.com.
When this icon is shown, more photos relating to the story are available on myarcelormittal.comWhen this icon is shown, more information about this story is available on myarcelormittal.com
@ArcelorMittalUS
Steel Search Trivia Challenge
What is an “irruption” of owls??
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 June 1, 2018.
Another winner in ArcelorMittal’s Steel Search Trivia Challenge
In the March/April edition of 1 Magazine, we asked: “What is the cost of building a Virginia-class submarine?”
We selected our latest winner (in a random drawing)
from hundreds of entries and the winner is Indiana Harbor’s Irene Brack. She had the correct answer ($2.68 billion) and will receive a $100 gift card.
Steel Search Trivia Challenge>
Sustainability
Stay in the picture!Do you need a reason to work safely? How about these? Your family. Your friends. Your co-workers. Your community. Even your pets! Here’s why some of your co-workers work safely.
Send us a picture of the reason(s) you work safely and you may be featured in an upcoming edition of 1 Magazine. Email a high-quality photo to [email protected] and write “Here’s my reason” in the subject line.
Let’s make 2018 ArcelorMittal’s safest year yet.
Here’s my reason. I work safely every day because my family is my everything. My son, Lucas, is autistic and needs a strong family around him to help him grow and develop. My son, David, is my running buddy and we love to compete in races together. My wife, Lisa, is my best friend and my better half. It is because of these three that I can’t allow myself not to work safely and run the risk of not being there for each of them.Jason Petre is a senior engineer, hot rolling, quality assurance, at ArcelorMittal Burns Harbor. Jason and his wife, Lisa, are the parents of David (14) and Lucas (7).