1 Com

pany

1 Co

mm

unity

1 M

agaz

ine

Arc

elor

Mitt

al U

SA J

uly/

Aug

ust 2

017

Vol.

10, N

o. 4

03Brett: Progress, but much work remains to achieve sustainability

Mary Beth Holdford

0550 years of innovationGlobal R&D reaches a milestone

Pinakin Chaubal and Kelly Nissan

07Plate powers JeffboatOur steel on the water

Jolice Pojeta

11To the rescue!Our employees save a trucker

Jolice Pojeta

04Steel makes a comebackAnother win for advanced steel

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine2

Our 10 sustainable development outcomes are how we will contribute to making a more sustainable future, from the way we make steel and use resources,

to how we develop new products, and support our people and our communities.

Alan Knight

Looking back is sometimes a valuable exercise, because it gives us an opportunity to learn from good practice across the business and to help ourselves and our stakeholders understand the value we provide to society, value that’s often taken for granted because it surrounds us all day, every day.

Simply, steel makes the quality of life we enjoy possible.

The question of our time is: How do we enable everyone on earth to enjoy the same high standard of living as we do, when resources are becoming limited and without unintended conse-quences, such as climate change?

To try to begin to answer this enormous question, while reminding us all what a significant contribution steel makes to our daily lives, we published our 2016 review, Sustainable Progress. As in 2015, corporate responsibility and sustainable development are integrated within this annual business review.

Throughout the course of 2016, our Action 2020 strategy has deepened our understanding of how good ecology is good for business. This has enabled us to see the links between our sustainability performance and financial results in a new light and to report on these in a more cohesive way. To further our progress toward fully integrated reporting, we’ve added a new value creation model which highlights the resources required to produce the 90 million metric tons of steel we manufacture each year and the value this creates for society. The 2016 report also explores the environ-mental and social trends likely to impact our business plans in the longer-term in a new section called Beyond 2020.

As important as such reports are, they are only a reflection of the leadership our sites around the world demonstrate every day. This quarter, I was lucky enough to visit Brazil, and had the opportunity to see for myself how running a highly responsible operation pays off. A case in point is the measures our Brazilian colleagues put in place to make their scrap industry more reliable. By taking steps to ensure scrap

metal is the desired quality, not only are they improving that market, they’re safeguarding ArcelorMittal’s interests and, in doing so, they’re aligning best practice with commercial outcomes.

It was also good to see the positive relationships which ArcelorMittal Brazil is building with local communities to develop trust and ensure our mutual success. An example of bold leadership in action is their decision to enhance a well- established trust by having their vast forest estate certified by the Forest Stewardship Council.

Speaking of certification, as a founding member of ResponsibleSteel™ and vice chair of its board, I’m pleased with the progress I see the organization making. The draft standard is being reviewed by members and will soon be ready for public consultation. Plus, ResponsibleSteel™ now has an acting managing director and a technical director, both of whom are busy meeting key stakehold-ers and prospective members.

New members will soon be

emerging and over the next quarter we should see some major decisions made, including how the ResponsibleSteel™ standard will integrate existing mining standards into its own, making it the first standard to make standardization exactly that.

I’m also looking forward to some significant milestones in its development. A summit, planned for the autumn, should see its governance structure and draft standard proposed, debated and approved.

Internally, ArcelorMittal has begun piloting the draft standard at some of our key sites, in anticipation of ResponsibleSteel™ being market-ready in 2018-19.

Being able to say our steel is certified as sustainable is something my team and I are enthusiastic about. We see the increased interest in supply chain standards as an opportunity. We want our customers to be confident that the steel they buy has been produced according to robust environmental and social standards. This is the ambition set out in sustainable development outcome seven, supply chains

that our customers trust.Our focus for the rest of the

year will be on this and the rest of our ten sustainable development outcomes and developing these into more specific plans and objectives. To get a glimpse into what this means for us, I invite you to watch a new series of videos on our YouTube channel summing up each outcome, why it matters to us and what we’re doing to develop that ambition.

There is much to look forward to as we continue to find ways to make the lifestyles we enjoy available to all, while caring for the planet. That said, I am delighted with the progress we have already made – progress you can learn more about in our 2016 review.

Dr. Alan Knight is general manager, head of corporate responsibility and sustainable development

Sustainable development leadership review

Corporate Responsibility>

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>

Magnelis® saves the day for a homeowner in BelgiumPatrick Tavernier decided to build an extension to his new home. His initial design ideas were focused on traditional brick houses, the usual choice for many people in Belgium. However, once the inspection of the construction site was finalized, Patrick, our colleague at ArcelorMittal, was in for a surprise – unstable subsoil would significantly increase the cost of a brick design.

“A brick design would have required pilings before construction could even begin,” Patrick explains. “This was significantly more expensive than our budget allowed”.

Patrick and his architect turned to an innovative and sustainable alternative.

“I was looking at different options and came across a steel-framed construction. It seemed an ideal choice,” Patrick says.

Lightweight and self-supportingChristiaan D’herde, architect at 5³ Architecten, was in charge of the extension design.

“The cold-rolled steel frame is light, and the entire structure is self-supporting. That allowed us to do away with load points, and simplify the foundations

significantly,” Christiaan explains. “The steel frame also cut the cost down and got a very positive reaction from our engineer.”

The star of the steel frame was Magnelis®, a champion product from the ArcelorMittal Europe – Flat Products product range. The steel frame was made by beSteel, a local manufacturer of light steel frame construction technology.

“This is the lightest construction solution on the market,” explains Hélène de Troostembergh, sales and marketing manager for beSteel. “The ratio between strength and weight is extremely high.”

Resistance to corrosion adds durabilityAnother key advantage of Magnelis® is its resistance to corrosion.

“We are able to offer our customers long guarantees against rust. The steel structure can also withstand a range of natural problems such as termites and moisture,” Hélène notes. “This increases the lifetime of the building compared to wood or stone structures.”

Magnelis® steel-framed buildings are also good for the environment, Christiaan adds:

“The wall thickness of the profiles allows us to add insulation easily, ensuring excellent energy values. Steel is a very durable product which is 100 percent recyclable.”

Built with easeBefore the extension framework was manufactured, beSteel made a 3D drawing of the house.

“We noted where holes were needed for services such as plumbing and electricity and included them in the custom-designed profiles. Once made, the profiles were packaged and shipped to the site,” Hélène explains.

Sigy Waterschoot, project manager for local contractor Matthijssens, compares the ease of building a steel framework with putting together a Meccano® kit.

“Each part is numbered so we know exactly how the profiles and exterior panels should be screwed together. Once assembled, we installed acoustic insulation on the inside of the frame, and thermal insulation on the outside. We then coated the walls with a plaster layer and added the exterior render. The result is a house that has a traditional finish with many advantages.”

Quick construction, lower costsPatrick could not hide how happy

he was with the end result.“The frame was delivered,

and two days later the steel

construction was complete. Our fixed costs were much lower and we saved cost on bricklayers and

cranes. I am now a fan and I recommend steel-framing to anyone who is planning to build!”

Lightweight steel-frame solution is suitable for buildings up to eight stories in height.Seven reasons to chose a Magnelis® steel frame• less site preparation, saving time and money• speed of construction• lower fixed and variable costs• durability of the Magnelis® solution• outstanding resistance to corrosion• extremely high strength-to-weight ratio• sustainability of steel

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine3

Beth Spurgeon

In May, ArcelorMittal published our second United States Integrated Report. Since 2009, ArcelorMittal has reported on our corporate responsibility and sustainability initiatives in the United States. This second publication of an integrated report continues our dedication to transparency and directly connects our 10 sustainable development outcomes to our business outcomes and financial drivers. We are proud of our progress on the 10 sustainable development outcomes in 2016, and are grateful for our employ-ees’ contributions to this success.

Highlights of the 2016 United States Integrated Report include:• Achieved a 1.24 lost time injury (LTI) frequency rate, which

includes full-time employees and contractors at ArcelorMittal USA LLC and AM/NS Calvert facilities. This is a 7 percent improvement over 2015 and our best on record. • Produced nearly 15 million tons of raw steel and invested $280 million into U.S. operations to enhance production capabilities and improve efficiency.• Contributed $7.8 billion in total economic impact including more than $2.2 billion in employee wages and benefits alone.• Reduced energy intensity by four percent over the last three years and exceeded our annual reduction goal as part of our

10-year commitment.• Contributed $8.2 million in total community investment, including cash grants, employee donations and company matching gifts. Approximately half was in support of education, particularly science, technology, engineering and math (STEM).• Our employees donated more than 4,000 hours of their time to our local nonprofit partners through ArcelorMittal sponsored volunteer projects and doubled STEM, skills-based volunteerism.

beth.spurgeon@arcelormittal.com

ArcelorMittal publishes 2016 United States Integrated Report

Corporate Responsibility>

John Brett

In the United States, ArcelorMittal continues to progress in two extremely important areas to the business: safety and our footprint initiative. Relative to last year’s improved safety performance, we continue to further improve our combined lost time injury (LTI) rate in 2017.

We also made progress in the implementation of our footprint plan, an important aspect of our Action 2020 objectives, which includes ceasing operations of redundant assets and investing in our most efficient operations. Indiana Harbor is at the heart of this process, with the closure of its 84-inch hot strip mill, #1 aluminizing line and #5 galvanizing line.

At the same time, we are investing millions into our USA operations, including significant investment in Indiana Harbor’s #2 caster at No. 3 steel producing and 80-inch hot strip mill. In fact, Indiana Harbor’s 80-inch hot strip mill will essentially be a brand new, world-class mill, offering three walking beam furnaces, automated surface inspection system, best-in-class tempera-ture control, and inside storage. The new 80-inch will offer a wide range of products for a variety of markets including automotive, pipe and tube, and yellow goods (construction equipment). The footprint initiative required tough decisions at the leadership level that impacted other assets, as well as the dedication and trust of our most valuable asset, our employees, to support the transformation.

Thanks to the diligence of

our workforce, we are tracking ahead on total cost savings for Action 2020 and ahead of schedule on all of our improve-ment projects. We are confident that we’ve been maintaining and investing in our operations effectively. It is important to remember our footprint initiative enables us to retain the same productive capability, but with fewer assets. Should market opportunities present themselves, whether they be due to competi-tors taking production downtime or additional trade actions, we stand poised to fulfill increased demand.

Missed opportunities for our USA businessWhile we significantly improved our Q1 2017 results over the same quarter one year ago, our USA business wasn’t fully able to capitalize on today’s high pricing environment. Some of this can be attributed to timing or other market forces, but some of it lies within our control. Steel pricing was undoubtedly up, but so were the prices for nearly every commodity we purchased from external suppliers, meaning our margins remain under significant pressure. We were too slow to retire our backlog as evidenced by our stagnant delivery perfor-mance. We also took a step back from our record 2016 internal quality performance resulting in less profitable non-prime sales.

A look aheadFor the last few years, the domestic steel industry has been hit with unfairly traded imports, which are detrimental to our USA business profitability as well as the entire U.S. economy. The U.S. Department of Commerce (DOC)

and the U.S. International Trade Commission have made significant progress on the trade remedy front in the last year. The government has taken those efforts a step further by launching a Section 232 investigation to determine if steel imports also affect U.S. national security. The last time the U.S. government launched a similar investigation was 2001.

On May 24, I had the opportunity to testify at the U.S. Department of Commerce public hearing on Section 232 (my full testimony is available on the USA website). The hearing allowed the DOC to gather pertinent information from the perspectives of domestic and non-U.S. steel manufacturers, importers and others.

We appreciate the attention this Administration has devoted to the state of the U.S. steel industry since January. We welcome the Section 232 investigation because we need solutions to the unfair import problem at the U.S. border. The antidumping and countervailing duty orders have certainly been helpful but are being circumvented. Furthermore, the problem of global excess steelmaking capacity remains.

As we await the outcome of Section 232, we cannot be complacent. We must continue to monitor and control our costs. We must take full advantage of the investments we are making into key operations and operate our assets in the safest and most efficient way possible. We must meet our customers’ expectations each and every time, the first time.

And, we must continue to innovate and make our products better, safer and more sustainable.

We look no further on where that theme of innovation begins than our Global R&D center in East Chicago. The year 2017 marks the 50th anniversary of the center. The world-re-nowned building designed by Skidmore, Owings and Merrill is home to more than 200 employees representing 20-plus nationalities. Together, these scientists and engineers work tirelessly to provide steel solutions to our global customers and differentiate us from our competition. Advancements by Global R&D East Chicago include the concept of “co-engineering,” which revolutionized the way we work and develop products for our automotive customers. East Chicago plays a major role in the development and promotion of third generation advanced high-strength steels, now a worldwide focus for vehicle lightweighting and

safety enhancement.This is the kind of work that

will allow us to capitalize on the opportunities that are still ahead in 2017 and the years to come. Please join me in congratulating our friends and colleagues at Global R&D East Chicago on 50 years of innovation.

Looking ahead, we must always remember that the long-term sustainability of our company must be our shared goal. To achieve that, we must continue to follow all company safety guidelines, as well as improve our delivery and internal quality performance. There are many factors we cannot control, including certain market forces and decisions made at the govern-ment level. But there are still many things we can control and we can’t be complacent. It will take all of us to succeed.

Editor’s Note: ArcelorMittal has grown through the acquisition of numerous steelmaking and other assets, which constitute our major operating subsidiaries. ArcelorMittal reported net income of $1.0 billion in Q1 2017, but ArcelorMittal USA only represents a portion of the global company. The company is divided into five operating segments: NAFTA, Brazil, Europe, ACIS and Mining. All operating subsidiaries belong to one of these segments. ArcelorMittal USA is a part of the NAFTA business, which includes flat, long, tubular and tailored blanks operations in the USA, Canada and Mexico.

Progress, but much work remains to achieve sustainabilityArcelorMittal USA has made significant progress this year in key areas, including substantial restructuring and an improvement in our LTI rate. But we have missed some opportunities, and it will take systematic and continuous actions to reach our goal of becoming a more sustainable company.

John Brett, CEO, ArcelorMittal USA

Edward Vore, CEO, mechanical-automotive, North America, ArcelorMittal Shelby, testified before Congress earlier this year in his role as vice chairman of the committee on pipe and tube imports (CPTI). The caucus is a volunteer, bipartisan group of representatives who are supportive of the U.S. steel industry. Vore and other industry executives focused on potential opportunities under the Trump administration, as well as the challenges that remain relating to unfair trade practices, currency manipulation and over-regulation.

Government>

Vore testifies before congressional committee

The report is published in a convenient, online format. Find it at usa.arcelormittal.com/sustainabilityWe welcome your feedback on our report! Email USACR@arcelormittal.com with comments or questions.

Parts of this message were previously published in

ArcelorMittal’s Raw Material blog, which can be found at usa.arcelormittal.com/news-and-media/blog.

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine4

ArcelorMittal USA wishes Ronnie and his wife, Susan, a long, healthy and prosperous retirement and wishes Greg the best of luck as he transitions into his new role and the city of Chicago after relocating from Detroit.

We had the chance to catch up with Greg to learn more about his career, his vision and his move across Lake Michigan.

What did you study in college?I attended DePaul University in Chicago where I earned my bachelor’s degree in business administration in 1984. I obtained my MBA from Northwestern University’s Kellogg School of Management in 2003.

Where did you begin your career?Like Ronnie, I started my career with ArcelorMittal predecessor company Inland Steel in 1984 as part of a six-month sales training program that exposed several trainees to multiple parts of the organization. We visited every mill and gleaned first-hand exposure to the operations and products of each location. Upon completion, I joined the inside sales team in Cleveland. Over the next 10 years, I moved between Cleveland, Chicago and Detroit for different sales positions that sold a variety of steel products – flat rolled, plate and bars. My only deviation from sales and marketing was for six months when I joined the external processing group in East Chicago, Ind. In 2000, I was named director of automotive sales for auto at Inland Steel. As the company evolved over the years and became ArcelorMittal, my main responsibilities became the big three automakers in Detroit and I worked out of the Southfield, Michigan, sales office.

What were you responsible for as director of automotive sales? I was responsible for the big three automakers in Detroit – Fiat Chrysler, Ford and General Motors and for ensuring that our customers view ArcelorMittal as their supplier of choice and position us for profitable growth as a strategic global partner and reliable supplier, as well as ensure we successfully implemented our automotive growth strategy with the Detroit 3. I’m confident that my successor, John Cardwell, will be successful in this position, just as he was as the former global account manager for Toyota.

Did you know you always wanted to work in the steel industry, or what attracted you to it?No. In fact, I had no plans to work in the steel industry. Upon graduation, I interviewed with a number of different companies and industries, but what most impressed me about Inland Steel was the caliber of people I interviewed with, the impressive sales trainee program that was in place, and the sense of a positive culture that existed at the company.

What is your expectation for your new role as general manager of marketing for ArcelorMittal USA?In my new position, I’ll have oversight and lead the marketing efforts of all USA flat products. The role entails involvement in strategic capex decisions, identifying and nurturing new markets and customers to support 2020 growth targets, and working with our ArcelorMittal colleagues in Washington D.C. on critical issues that affect our business.

My team and I also work with various sources within ArcelorMittal – sales, product applications, product control and so on - as well as customers. We combine that insight gained with market trend analysis to develop and support our company’s strategic direction and determine what products and quantities will be required now and in the future in order for us to succeed and maintain our position as supplier of choice.

In your previous sales role, you were highly engaged with customers. How engaged will you be with customers in your new marketing position? Customers play an important role in establishing market direction, so I do see myself interacting with customers going forward, but on a much more limited basis. The day-to-day interaction with customers is probably the area I’ll miss the most. While I don’t see myself doing as much interaction going forward, developing and maintaining key relationships with our customers is critical to the sales and marketing function and our company’s success.

What differentiates ArcelorMittal from the competition? A number of things come to mind in terms of ArcelorMittal being ahead of other steelmakers, but I’ll focus on the top three – presence, products and people. ArcelorMittal has an unmatched global presence and is recognized as the only steelmaker with a presence in all major developed and developing countries. Therefore, we offer an impressive and vast portfolio of products and solutions that is available throughout the world. And finally, our employees are viewed as

best-in-class in the marketplace. This is because of the experience our employees possess and the knowledge they have gained through the best practices shared across the organization.

What makes ArcelorMittal an attractive company to work for?The ability to work for and learn from a global company is one of our strongest assets. And, we make a product that the world depends on – for cars, bridges, appliances and so on. There is nothing more rewarding than knowing you play a role in making a product that is strong, sustainable and essential to everyday life.

Any advice to share with the younger generation at ArcelorMittal? Given the wealth of experience and knowledge within this company, everyone – those beginning their career and those more experienced – should take full advantage of the opportunity to learn from those around them, to develop new skills and to progress within the organiza-tion and their own career path.

Is there anything that keeps you up at night?My biggest concern, especially from my years working specifically in the automotive area, is the increased level of competition within the steel industry. While ArcelorMittal certainly has a competitive advantage, other steel mills and material providers are not standing still. They continue to work closely with customers to develop and improve their own products and solutions. It is imperative that we let that threat drive us forward – to expand on our

Meet Greg Wells, new GM of marketingGreg Wells was named general manager of marketing for ArcelorMittal USA, effective May 1, 2017. Greg will assume the role previously held by Ronnie Masliansky, who joined ArcelorMittal predecessor company Inland Steel in 1972.

competitive advantages, improve our delivery performance and maintain our supplier of choice status. We have many initiatives in place to maintain our competi-tive advantage, and I am confident that we will.

Are you proud to work for ArcelorMittal?Yes, absolutely. Our company and our people are well-respected in the marketplace, and I have been and will continue to be a proud ambassador for ArcelorMittal. Since I was hired in 1984, I have witnessed a huge transformation in our company and the domestic steel industry as a whole. Once perceived as a dirty, antiquated industry, we are now recognized as a technology leader, thanks to all of the advancements in both products and processes. The industry, and especially ArcelorMittal, is recognized

as being high-tech, innovative and viable.

Was the move from Detroit to Chicago a hard one?Yes and no. I lived in Michigan for 23 years - that’s where my wife and I raised our family. I’ll miss Michigan, the memories we made there, and the relationships developed while living and working there. At the same time, we were both born and raised in Chicago, so actually, we’re heading home.

What do you enjoy when you’re not working?(Chuckles). Everyone that knows me knows how much I love to play golf, so I have to start with that. My wife and I are empty nesters now, as we have three grown children. When I’m not working (or golfing), I enjoy spending as much time with my family as possible.

Greg Wells, general manager of marketing for ArcelorMittal USA

The 2018 Audi A8 body structure will be made up of more than 40 percent steel, of which 17 percent is press hardenable steel.

Mary Beth Holdford

After experimenting with aluminum in its luxury models, Audi’s next A8 will switch back to steel. Scheduled for release in 2018, the body structure of the new A8 will be made up of more than 40 percent steel, following the trend of automakers opting to use advanced high-strength steels in new vehicles. That’s a marked turnaround from the all-aluminum body-in-white which Audi developed for the A8 in 1994.

Since, steel has evolved dramatically. In fact, steel’s strength has multiplied by almost 10 times over the past 20 years, from 270 to 2000MPa tensile strength. More than 80 new steel products are under development at ArcelorMittal, with an automotive steel grade portfolio of almost 200 unique steel grades, half of which were introduced in just the past decade.

Around 17 percent of the new A8 body structure will be comprised of press-hardenable steel (PHS), some of which will be supplied by ArcelorMittal. These steels have yield strengths up to 1500 MPa after press hardening. The strength-to-weight ratio of these grades outperforms even the most advanced – and costlier – aluminum grades. With the advent of new joining technolo-gies, it has never been easier for automakers to incorporate advanced high-strength steels into their vehicles. As these technologies mature and are adopted by carmakers, the use of PHS in the multi-material vehicles of the future is set to grow rapidly.

“Usibor® is our key product in hot stamping and has been a major commercial and technical success in the global automotive industry,” said Brian Aranha, executive vice president, global automotive, ArcelorMittal. “Looking ahead, the scope of hot stamping products in vehicles will continue to increase with the release of more advanced products like Usibor® 2000, which offers 10 to 15 percent weight savings when compared to existing hot stamping solutions.”

Usibor® is compatible with standard press hardening technologies and processes. Combining Usibor® with Ductibor® into laser welded blanks offers several significant advantages including weight savings, improved crash behavior and cost savings through material and manufacturing optimization.

Dr. Bernd Mlekusch, head of the Audi’s Leichtbauzentrum, or Lightweight Construction Center, said: “There will be no cars made of aluminum alone in the future. Press hardened steels (PHS) will play a special role in this development. PHS grades are at the core of a car’s occupant cell, which protects the driver and passengers in case of a collision. If you compare the stiffness-weight ratio, PHS is currently ahead of aluminum.”

Audi’s switch back to steel is part of a growing trend which is even surpassing the expectations of steelmakers according to data released by the Steel Market Development Institute (SMDI).

Between 2006 and 2015, the use of advanced high-strength steels in vehicles has grown from an average of 81 pounds per vehicle (36.7 kg) to 275 pounds (124 kg) in 2015.

That’s a threefold increase in just 10 years. What’s more surprising is that over the period 2012 to 2015, the use of AHSS has increased by around 10 percent each year, well above steel industry forecasts.

ArcelorMittal and the steel industry as a whole have been working collaboratively to educate automakers and stakeholders on the importance of life cycle analysis, or LCA. LCA looks at

total emissions generated during the three stages of a vehicle’s life – production, drive phase and disposal.

“Right now, regulations only consider tailpipe emissions generated during the drive phase,” said Brad Davey, chief marketing officer, NAFTA and global automotive for ArcelorMittal. “However, each material used in vehicle produc-tion contributes to lightweighting

and improves fuel economy, but each does so at a different cost to the manufacturer – and to the environment.”

Studies show that aluminum produced in North America emits four to five times more GHGs than steel. Additionally, aluminum requires seven times more energy to produce than steel.

“If we want to know how “green” a vehicle really is, we have to measure emissions over its

entire life cycle. Otherwise, choosing an alternative material over advanced steel will result in a huge and irreversible environ-mental mistake,” said Davey.

marybeth.holdford @arcelormittal.com

Audi A8: steel makes a comebackAutomotive>

2. Products that accelerate more sustainable lifestyles

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine5

Kelly Nissan

ArcelorMittal scientists recently commissioned a new piece of equipment which will cut down on product development time and the number of trials needed in a mill setting.

“The new simulator is an important tool,” said John Rotole, scientist, Global Research and Development East Chicago. “But what’s exciting is how it’s going to help us develop new products for our automotive customers. Those steels are very challenging to make, so it’s helpful to reproduce the process here in the laboratory, so we can design good practices to implement on the mill floor.

“The new hot dip simulator allows us to reproduce all the processes of a continuous hot dip galvanizing line in a laboratory setting,” he added.

Scientists can follow surface chemistry as it develops, and quickly change atmospheric compositions to reproduce mill practices. The process can be

stopped at any point to take samples. This level of control will allows scientist to solve very technical problems before products are trialed in a running

mill, which will result in fewer trials overall.

kelly.nissan@arcelormittal.com

Pinakin Chaubal

We combine our resources at ArcelorMittal Global Research and Development in East Chicago, Indiana, with those at our centers throughout the world to develop new steel products and solutions for our customers. Generally, all of the practical experience gained globally is then applied to the region where the innovation will originally launch. Often times, innovations are originally launched in United States before being adopted throughout the global marketplace. Therefore, East Chicago plays an important role in the initial product research and development of those new products, as well as the trials and implementation of the product, before it is cascaded to other regions.

For example, there is global collaboration in the development of third generation advanced high strength steels for the automotive industry. But, the first commercial launch of these new products will take place in the United States, so the East Chicago R&D facility plays a critical role in the testing and trials that take place both in the lab and at our U.S. facilities where they will be produced. Those learnings are then shared with Europe and other regions for implementation outside of North America.

Another example is the development of advanced steel grades for the energy market, for which there have been contribu-tions made from our labs all over the globe. However, the imple-mentation is here, so the work is now being led by East Chicago.

While product is what everyone is most enthusiastic

about, there is important work being done in the East Chicago lab to improve the reliability and efficiency of our processes.

Those learnings are implemented within our U.S. facilities and also shared with sister facilities throughout the world.

We are also investing in equipment at our R&D Center to provide: improved capabilities to simulate how to produce our advanced high strength steels; simulate forming processes that will allow our customers to better understand how our steels will behave in the final part; and advanced analytical equipment that will help us study the complex interaction between structure and properties of our steels.

All of the efforts taking place here in East Chicago support our global R&D mission, which is to develop new products that create

value for our customers, improve ArcelorMittal’s competitiveness, contribute to a more sustainable lifestyle, and continuously

upgrade our knowledge and attract new talent.

Pinakin Chaubal is the general manager, Global Research & Development, East Chicago, Indiana

Simulator takes researchers to a whole new level to develop new automotive products

Collaboration is key at Global R&D

Johnathan Long, senior research technician, prepares to load steel into the new hot dip simulator recently commissioned at Global Research and Development, East Chicago.

Innovation>

Global R&D>

ArcelorMittal Global Research and Development celebrates it’s 50th Anniversary this summer. Did you know the buildings at R&D in East Chicago were designed by famed architectural firm Skidmore, Owings and Merrill? The design won the American Institute of Architecture award in 1969.

Celebrating 50 years of innovation at Global R&D

Get to know Global R&DAs the world’s largest steel company with a truly global presence, including 12 research centers throughout the world, ArcelorMittal is a leader in developing new steel products and solutions that our customers require.

In 2016, we invested $239 million in research and development globally. Our R&D focuses on maintaining the competitiveness of steel over alternative materials, particularly in our unique automotive franchise; creating niche products; and improving the steelmaking process.

In the United States, ArcelorMittal’s Global R&D center in East Chicago, Indiana, employs approximately 200 people devoted to research on flat products.

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine6

New mold benefits include enhanced safety, quality and productivityJolice Pojeta

In an effort to enhance depart-ment safety, productivity and quality products for our custom-ers, ArcelorMittal Burns Harbor steel producing recently completed a mold change of the unit’s No. 2 continuous casting machine (CCM).

In recent years, the Burns Harbor steel producing depart-ment had been experiencing high breakout rates on the No. 2 caster, causing major concerns regarding safety, productivity and the overall quality of slab production. The culprit was the aging mold, recording 13 breakouts in 2012 and nine in 2013. Both casters at Burns Harbor were built in 1986. The No. 1 caster mold, commissioned in 1975, was upgraded a few years ago. Now, it was No. 2 caster’s turn.

“The mold on No. 2 caster, commissioned in 1986, was probably the last in the industry of its type and did not have the

ability to adjust taper when you made size changes,” said Jim Bradley, former division manager, steel producing, ArcelorMittal Burns Harbor. “Taper is the angle of the mold’s end walls that move in and out when size specs are changed to attain good shell formation. If you can’t adjust the taper correctly, you experi-ence a breakout which causes all kinds of problems starting with safety, but also affects productivity and quality.”

The highest concern during a caster breakout is safety. A breakout is when a rupture occurs in the shell of the solidifying steel that is in the casting machine before it has a chance to solidify into a slab. The molten metal leaks out, spewing all over equipment and burning up the caster segments. Such a loss of containment of the liquid steel can also cause an explosion if the breakout comes into contact with water. It also creates a very dangerous situation for those involved in the cleanup. For these reasons, safety is a major factor during any breakout.

In addition to the new mold helping to reduce breakouts, the steel producing team has implemented enhanced secondary cooling practices, along with new spray nozzle designs below the mold. These engineering and automation changes have helped the department go from one of the worst in the company for breakouts to one of the best. The new mold will further enhance these results.

During a 10-day outage earlier this year, the molds and oscillators were replaced, along with the support structure.

“We had to weld some very heavy fabrications to the Y-frames (enormous box girders in Y-shape) that support the oscillator and molds,” said Nick Gregurich, caster preventive maintenance manager, steel producing, ArcelorMittal Burns Harbor. “There were many significant piping changes completed in some very tight spots, so many craftspeople worked in close conditions to remove the old equipment and install the new.

“Conversion to the new molds and oscillators gives us significant operational advantages with the addition of variable taper and asymmetrical oscillation,” adds Gregurich. “We now have the most advanced mold in the industry with the added automa-tion and instrumentation, as well as fail over automation. Now if we lose one sensor, we have two others to back it up.”

The state-of-the-art mold equipment was designed by J.P. Steel Plantech, Yokohama, Japan. In addition, project assistance was provided by Burns Harbor engineering, corporate engineer-ing, SNC Lavlin (mechanical installation engineering), EQ Engineering (electrical installation engineering) and DLZ assisted with the 3-D scanning and model development. Also, Rudolf Moravec and Ken Blazek from ArcelorMittal Global Research and Development provided engineering assistance with the 3-D secondary cooling model.

“Our plan is to make our casting operation the most automated caster in the world

and that includes all the automa-tion that makes it fail safe,” added Bradley. “So now before it breaks out, we can fix whatever’s wrong and not incur the cost of all associated breakout issues.”

No. 2 CCM is a straight mold caster and is primarily used for automotive product. So, in addition to the safety, productiv-ity and reliability benefits from the outage, product quality will also be enhanced. The No. 2 mold will be the first within ArcelorMittal USA’s operations to be capable of adding electro-magnetic stirring, which helps with surface quality and tremendously reduces defects, particularly cracks and slivers.

“With the new molds, we will reduce the amount of off-width slabs that we currently produce,” said Dave Sena, division manager, operations technology for Burn’s Harbor primary operations. “Because we can’t quickly change the sizes of our slabs, we experience some off-width slabs. So we’ll have reduced off-width slabs and lessen the need for scarfing because the new oscillator will help in making specific grade recipes that will reduce the need to scarf, saving us about $10-15 per ton.”

Bradley credits two engineers, Gregurich and Drew Taylor, caster electrical manager, with the successful planning and execution of the mold project.

“Nick and Drew led the effort, but we also got valuable input from our bargaining unit guys and the WCER team,” notes Bradley. “We worked in advance to engineer out all of the issues we had long-term with the existing molds.”

Other steel producing employees key to the outage pre-planning efforts were MTEs Bob Garber and Terry Filipas, along with Dave Mauer, mechani-cal planner, Alex Samardzich, op-tech engineer, and Doug Fortner, associate electrical

engineer for the caster.To plan for the outage, the

steel producing department built up enough inventory months in advance in order to continue to provide downstream hot rolling, finishing and plate customers with enough product needed throughout the duration of the No. 2 CCM outage and ramp-up.

Green Guardians were also utilized on the outage – a practice that first began at steel producing back in 2012. About a dozen Green Guardians from current crew members to managers to retired union employees helped assist in pointing out and correcting any potential safety hazards throughout the outage.

“There’s definitely been a culture change that has occurred over the years through our use of Green Guardians,” said Jim Giazzon, division manager, steel producing, Burns Harbor. “Over the years, we’ve seen our people become increasingly more comfortable with the Green Guardians. The concept has worked tremendously. Employees and contractors realize that from planning through ramp-up, they are here to help keep everyone safer during these critical outages.”

Dale Heinz, senior division manager primary operations added “the dedication of our workforce in the safe accomplish-ment of this facility improvement is tremendously appreciated. Our salary and bargaining unit employees along with our engineering group and contrac-tors who were used have given their time and talent to see to it that this investment will provide meaningful benefits to our business for years to come at Burns Harbor.”

jolice.pojeta@arcelormittal.com

Ergonomics>

Kelly Nissan

At ArcelorMittal, robots play an important role in steelmaking. From processing samples in a chemistry laboratory to scarfing slabs, robots are reliable, efficient and often safer than using people to do the work.

Before the installation of a tundish spray robot, ArcelorMittal Riverdale tundish technician, Luke Rodgers, would endure various safety hazards associated with spraying the inside of the tundish.

“When I did it manually, I had to jump in and out of the tundish with the hose over my shoulders

and that was a lot of vibration on my neck and back. Carrying it on very hot summer days was tough and it was a lot of stress on my body,” said Rodgers.

Used in the continuous casting process, a tundish is a broad, open container with one or more holes in the bottom. It is used to feed liquid steel into a mold to avoid splashing and give a smoother flow. The tundish allows a reservoir of liquid steel to feed the casting machine while ladles are switched.

The tundish is lined with refractory, which is covered with a safety liner. The safety liner is sprayed with a sacrificial working lining coating. After a

tundish is used, metallic remains left inside need to be removed – typically by scraping – before the next sacrificial coating is sprayed on. This extends the life of the refractory lining.

The number of heats per string length is about five at Riverdale. That means each tundish must be cleaned and sprayed several times a turn. Switching to a robotic system has improved the ergonomics of the spraying job and reduces the risk for back and heat-related injuries.

“The robot makes the job safer,” said Ryan Fritz, manager, LMF/caster operations, Riverdale. “It also provides for a more

consistent spray. Before, the process would vary from operator to operator just based on human element. The robot does it the exact same way each time. And the consistency provides a small cost savings.”

“Having the robot frees up the operators to do other work in the area,” added Fritz. “They get the robot set-up and can walk away. They just have to keep an eye on it throughout the spraying process.”

The robot is enclosed in a cage, which has built-in safety features, and all the robot movements during the spraying work are done inside the cage. If the gate latch should come open,

it shuts down automatically. “We have to enter the

cage to work on the robot,” said Damon Falk, tundish technician, Riverdale. “That requires lock out/tag out procedures. We have a breaker to shut the power off and we lock that out before we get inside. There’s a safety latch on the gate and, as soon as you open the gate, it shuts off the power. Right next to that is a breaker. We switch that down and put on safety locks. You can’t operate the robot while that’s isolated. It’s very safe.”

A crane picks up the 17,000 pound enclosed robot and moves it into position on top of the

tundish. When in place, the operators hook up the connec-tions and turn it on at the control computer.

Automating jobs to improve ergonomics supports ArcelorMittal’s goal to provide safe, healthy, quality working lives for employees. Several other plants in the US use a tundish spray robot including Burns Harbor, Cleveland and Indiana Harbor.

kelly.nissan@arcelormittal.com

Automation improves ergonomics for tundish techs

A crane picks up the 17,000 pound enclosed robot and moves it into position on top of the tundish. When in place, the operators hook up the connections and turn it on at the control computer.

Tundish technician Damon Falk and mechanical maintenance technician Steve Smith oversee operation of the newly installed tundish robot at the Riverdale plant.

A before-and-after look at the old and new molds at Burns Harbor No. 2 CCM.

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

2. Products that accelerate more sustainable lifestyles

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine7

ArcelorMittal USA plate powers JeffboatJolice Pojeta

On the banks of the Ohio River, in Jeffersonville, Indiana, ArcelorMittal steel is transformed into immense nautical vessels by the master shipbuilders of Jeffboat, the nation’s largest and longest continually operated inland shipyard.

Jeffboat shipbuilding specialists take ArcelorMittal Burns Harbor plate, from which they design and fabricate inland barges, towboats, hoppers and ocean-going vessels, as well as a wide range of dry dock, repair and machining services.

The Jeffboat shipyard spans 70-plus acres on a one-mile stretch of the Ohio River shore. It is the second-largest builder of barges and notable for building the General Jackson Showboat (Nashville, Tennessee), the Mississippi steamboat and the Casino Aztar Riverboat Casino (Evansville, Indiana). As many as 25 vessels can be constructed at the site simultaneously on five production lines.

Jeffboat purchases ABS grade plate and A36 grade plate from Burns Harbor. Rose Davis, account manager, ArcelorMittal USA plate, says the relationship

with Jeffboat has been a good one.

“It started off a little rocky but has developed into one of mutual trust and a genuine desire to do business with each other,” she says. In recent years, however, Davis says ArcelorMittal USA plate has become one of Jeffboat’s top suppliers.

“Jeffboat expects a true partnership – a supplier who understands its business and who wants to grow with the company,” notes Davis. “Jeffboat expects ArcelorMittal to supply material that is price-competitive and with good quality. These attributes are critical in order to keep Jeffboat competitive in its own market segment.”

ArcelorMittal USA plate is a leading supplier of steel plates for the shipbuilding industry and is focused on remaining a strong supplier to this market well into the future.

“Jeffboat is a valuable customer to ArcelorMittal USA because they are a major producer within the barge market,” notes Davis. “The company finds value in the relationship with ArcelorMittal USA plate.”

jolice.pojeta@arcelormittal.com

Customer Relationships>

Charlene Cybator

I have spent the majority of my sales career selling coils to service centers, end-users, as well as pipe and tube customers. About three years ago I was given the opportunity to begin selling plate to Dura-Bond. Handling this account has given me a new education, not only about plate, but also about the API grade pipe market.

Dura-Bond was founded in 1960 by J.M. Norris. In 1965, the company opened its corporate headquarters in Export, Pennsylvania, east of Pittsburgh. Dura-Bond is a small, family-owned business, but it’s managed to make quite a name for itself in the API pipe market.

Dura-Bond’s president is Jason Norris. He took over the role when his father, Wayne Norris, retired from the business about a year ago. Jason’s brother, Ryan, is in charge of the company’s Steelton facility, and another brother, Adam, is also involved in the business at their Export location.

Currently, Dura-Bond owns and operates four facilities. The

Export facility fabricates structural steel that is used in marine and heavy highway markets. This facility also provides specialty protective coatings for various steel products.

The main location in Steelton produces pipe ranging in diameter from 24 to 42 inches. This location can also supply external epoxy coating and double jointing. Dura-Bond coating is located in Duquesne, Pennsylvania, and the facility can coat finished pipe ranging in size from four to 36 inches.

The latest acquisition is the former U.S. Steel pipe mill located in McKeesport, Pennsylvania. This purchase will allow Dura-Bond to compete in the ERW (electric resistance welded) market, producing pipe ranging in size from four inches to 20 inches. The company will need coil for this latest purchase and ArcelorMittal is hoping to expand its market share and be a supplier into this facility, as well. This plant should open in fourth quarter of 2017.

Dura-Bond has quite a reputation for excellent quality and service in both the coating of pipe and the production of pipe. Even though Dura-Bond

buys foreign, as well as domestic, the company believes that pipe infrastructure should be made domestically. ArcelorMittal USA is Dura-Bond’s only domestic source for plate. We have managed to gain quite a few orders when customers request that the plate and the pipe be made in the USA.

ArcelorMittal USA plate has had the opportunity to provide the plate for a couple of large projects that were awarded to Dura-Bond over the past few years. The Atlantic Coast Pipeline project was 550 miles of natural gas pipeline and Dura-Bond produced the pipe. The plate for part of this project was provided by ArcelorMittal. The Leach Xpress project was for 160 miles of gas pipeline and is located in Southeastern Ohio and the West Virginia northern panhandle.

All of the plate that ArcelorMittal USA produces for Dura-Bond is made at the Burns Harbor facility. This facility and the people there have done an excellent job with Dura-Bond. When you have a customer of this magnitude, there is so much involved in ensuring that we take care of every little detail. We have

a great team internally to service Dura-Bond and that is why we have been successful in securing key API projects.

Charlene Cybator is an account manager, sales and marketing, ArcelorMittal USA.

ArcelorMittal supplies Dura-Bond with quality plate for pipe market

Dura-Bond provides and coats pipe for the oil and gas industry, often using ArcelorMittal plate from Burns Harbor.

The American Power towboat, made with ArcelorMittal Burns Harbor plate by Jeffboat, was delivered to American Commercial Barge Line in Jeffersonville, Indiana, in October 2016.

The ocean-capable Double Skin 505 barge, owned by Vane Line Bunkering, Inc., was built in 2015 by Jeffboat.

A river barge made by Jeffboat with ArcelorMittal Burns Harbor plate.

This is us

This is us

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine8

A common concern: stairway safety and foot traffic

Liz Johnson

Most of us have tripped going up or down a stairway and many of us have fallen. That’s a problem at home and at work. In fact, recently at ArcelorMittal, there have been an increasing number of injuries from slips, trips and falls on stairs.

In 2016, 33 people were hurt in incidents on stairs. That includes 22 first-aid cases and 11 OSHA recordables. The injuries ranged from bruises to broken bones. Surprisingly, most occurred when the individual was walking up the stairs. Frequently, the misstep occurred near the top or the bottom of the stairs, as one employee knows all too well.

“Recently I took a fall down my own stairs at home.” explained Joya Ware, corporate health and safety, ArcelorMittal USA. “I was using the handrail. I was leaving home, coming down the stairs, having a great conversation with my husband as I do every morning. We were laughing and talking, but I wasn’t paying attention and I missed the last step. I took a serious fall. I banged up my knees very badly. It took them at least three months to heal.”

Since then, Joya has been on a mission to remind her co-work-ers to be cautious on stairs and to use the handrails. She even helped create a video for Health and Safety Day, focusing on stairway safety. And USA Health and Safety has asked all facilities to put safeguards in place to cut down on these types of injuries.

At Cleveland, the message is simple: Don’t fail, hold the rail.

“There are so many steps in our plant and people using stairs all the time – many levels, many different conditions, different lighting. So, we do see a lot of accidents,” noted Eric Hauge, vice president and general manager at Cleveland. “So, we ask people to use the rail. We put out the signs, use the special slogan and we’re increasing our audits.”

Cleveland isn’t alone, most ArcelorMittal USA facilities have been asked to come with action plans to cut down on stairway injuries.

At Burns Harbor, employees are surveying the condition of all steps and handrails, as well as evaluating the lighting. And walking practice is part of new employee orientation. Burns Harbor plate is creating a safety share and discussing any injuries in monthly safety meetings.

Coatesville’s safety team is requiring 25 percent of all audits to focus on safely ascending and descending stairs and improving signage.

Columbus is providing “slingbags” to hold equipment when walking up or down stairs so that employees can maintain three points of contact.

Conshohocken is conducting observations of employees on stairs, checking and replacing, as needed, “use handrail” stickers and placards

I/N Tek and I/N Kote is producing a video about handrail safety, which the team will share through the MTS system.

Indiana Harbor has launched an awareness campaign and has designed new stickers to be placed on all handrails.

Minorca is raising awareness of the “three points of contact” rule and Monessen is auditing all stairways to make sure warning stickers and signs are in place.

Riverdale is checking stairways to ensure they are in good condition and repairing them when necessary. The safety team is also including a stairway safety lesson during its MoveSmart training.

Warren is increasing signage, asking area managers to conduct audits related to handrail safety and checking to make sure housekeeping standards are being observed.

That’s important, because all the signs and training in the world won’t matter, if poor housekeep-ing creates a safety hazard.

liz.johnson@arcelormittal.com

Liz Johnson

Thousands of trains, cars, trucks and mobile equipment roll through ArcelorMittal facilities every day. But there’s also a lot of foot traffic and that can lead to potentially hazardous situations. You have to be alert and cautious with each and every step, and many of our plants have established an extra layer of protection for pedestrians.

Burns HarborAt ArcelorMittal Burns Harbor, a fence guides pedestrians away from slab hauler traffic. Warning signs are posted on the fence, and the team at steel producing plans to add an extra layer of safety by painting a specific crosswalk outside the building.

ClevelandAt Cleveland, truck drivers tie down their loads in an area next to a busy roadway, sometimes putting them dangerously close to passing traffic.

“We wanted to make sure that we had a safe area for the truckers to tie down their loads, so we put in a concrete barrier to force the trucks away from moving traffic,” explains Phil Zeppo, division manager, plant services logistics and railroad, Cleveland. “Before we put the dividers up, the truckers tend to park closer to the yellow line and they were very close to oncoming traffic. So, after putting the barricades up and the signs that tell truckers to keep them in line, it creates a nice space for the driver to be able to get down off of his vehicle and chain down his load without him finding himself near the roadway.”

I/N Tek and I/N KoteAn audible “Falcon” alarm alerts anyone on foot that mobile equipment is moving through certain areas at I/N Tek and I/N Kote.

“The ‘Falcon’ system is installed on various truck doors throughout our facility,” according to Kevin Lackman, safety manager. “We identified some high hazard truck doors, and we wanted to protect pedestrian foot traffic through these areas.”

In addition, the team has installed flashing lights that alert pedestrians when mobile equipment, including forklifts, is nearby.

“The forklift area is a high traffic area, a lot of blind spots, a lot of dangers for our pedestri-ans walking through a main thoroughfare,” Lackman points out. “So the warning light system draws extra attention to be aware of forklift traffic.”

This is an important safeguard. A recent fatality at an ArcelorMittal facility in South Africa involved a contractor who was struck by a forklift. And according to 2008 data from the U.S. Department of Labor’s Bureau of Labor Statistics, the number one cause of industrial truck-related work fatalities is pedestrians being struck by the vehicle. The second leading fatal event associated with lift trucks is when the vehicle overturns. That’s why it’s so important for both drivers and pedestrians to stay focused and avoid distractions.

liz.johnson@arcelormittal.comRichard Robinson

Believe it or not, 15 percent of all occupational fatalities in the U.S. are from being struck by equipment or vehicles, according to the Bureau of Labor Statistics. Anywhere there is mobile equipment and pedestrian interaction, there is certainly an increased risk of a pedestrian being struck.

That’s why AM/NS Calvert has implemented controls to manage this risk – including barriers, signs, audible and visual alarms on mobile equipment, as well as designated walkways and crosswalks.

Designated pedestrian walkways are for employees to safely walk from one location to another. Team members have also noticed several designated pedestrian crosswalks around the mill areas. These walkways and crosswalks are used to reduce the risk of pedestrians being struck by vehicles and other mobile equipment. Vehicular traffic is also

required to stop for pedestrians at the designated crosswalks. Always remember, entry through roll-up doors is not allowed. All employ-ees must enter and exit buildings through pedestrian doors.

Recently, the hot strip mill initiated a project to improve safety related to walkways and mobile equipment. The project included actions to improve mill access from the social building using designated walking routes and physical barriers. Signage was placed over roll-up doors restricting employee access where mobile equipment enters and exits.

The project also included a designated walking route from the entry end to the exit end of the building. This route is colored green and is to remain unob-structed. Tour routes are marked blue and guide tours to the elevated walkway where they can safely view the mill away from all mobile equipment and work areas.

Richard Robinson is a safety representative at AM/NS Calvert.

Stair Safety Pedestrian Awareness Foot Traffic

New walking route in HSM.

Of the 33 injuries on stairs at ArcelorMittal in 2016, 48 percent were abrasions, contusions and/or lacerations. But six percent were fractures.

I/N Tek and I/N Kote has a robust program to warn pedestrians about the presence of forklifts. In addition to signs and alarms, the machines have lights on the sides and base.

Tired of seeing the same old flyers on your department’s bulletin board?We’ve got you covered. Just click on the images to the right or email the communications team at usa1@arcelormittal.com to get access to printable PDFs for: • SummerSafe

(avoiding distractions) • Stay connected!

(our company’s social media outlets)

• Conflict of interest (the shark has you covered)

Freshen up that bulletin board with new content!

Don’t fail – Hold the rail! Protecting pedestrians from mobile equipment

Managing foot traffic to prevent fatalities

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

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine9

Hot weather

Summer funActivities

Vacations

Kids out of school

Summer raises some significant safety concerns. ArcelorMittal’s SummerSafe program is designed to remind employees about safety hazards that can occur in hot weather, when we can all be distracted for a number of reasons. But distractions can be deadly, and we must practice Shared Vigilance. So stay focused. Stay safe.

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine10

Kelly Nissan

In 1906, employee John Christian was fatally injured in an accident at the No. 1 open hearth furnace at Plant 1, Indiana Harbor. A story passed down over the decades since says his co-workers poured an ingot equal to his weight, using iron from the heat. It was buried in his honor near the furnace. They then poured a concrete marker on top of the ingot, engraved with the words, “Aqui murio guardo lobo,” roughly translated to “Here died Guardwolf.”

There it stayed. Over the years, grass grew up around it, the open hearth furnace closed and the buildings vanished. While employees talked about this legendary marker, few ever saw it.

Then one day, Indiana Harbor veteran machinist Gerry Mulloy shared the story with a young co-worker, Chris Guajardo. Chris was curious and set out to find the marker, and he did.

“After seeing the overgrowth

of weeds, I felt the marker deserved a better place,” said Guajardo. “And I hoped we could create a memorial of some kind, not only for John, but to remember all lost lives and their personal stories.”

When he started to clear the debris from around the marker, word spread quickly and other employees wanted to help. A group of machinists helped Guajardo move the ingot and marker to a nearby concrete pad which formerly served as the foundation for the open hearth furnace office building. Employees from the weld shop fabricated a plate for the base and built the yellow hand railing surrounding the marker.

“People got really enthusias-tic about doing something to recognize personal stories and tragedies,” said Tom McDaniel. “I’m proud to say I’ve worked at Indiana Harbor for 39 years and heard the story about the marker and ingot my entire career. It was great to see this memorial come to life.”

For Chris, it made sense to get it moved in time for Health and Safety Day and Workers Memorial Day, so he asked shift manager Tami Galbreath if a dedication could be included in the day’s activities. The answer was yes, and work continued, now with a specific due date.

Employees from the sheet metal and tin shop constructed a weather-proof cover to protect the marker from further deterioration. Employees from the brick mason department constructed a base for the marker using bricks recovered from the original open hearth furnace. And, finally, a sign was engraved to complete the memorial.

Throughout the project, which took about two weeks, employees demonstrated teamwork and treated the situation with the utmost reverence and respect for employees injured in the workplace.

kelly.nissan@arcelormittal.com

Summer Paris

On Global Health and Safety Day, April 28, 2017, Wayne Everitt accomplished something he wasn’t sure would be possible. He walked a mile.

It was the longest distance he’d walked since 2014 when a life-threatening illness required doctors to amputate both of his legs below the knee.

“It’s the farthest I’ve walked since the surgeries, and it was harder than I remember. But I took some breaks and had a lot of support. It was a proud moment for me,” Wayne recounted.

More than 120 ArcelorMittal Cleveland employees and family members turned out for the

group walk organized for Health and Safety Day. Most probably didn’t know Wayne or his story. But a small group of colleagues from Cleveland’s iron producing division was there to walk alongside him and cheer him on.

“I always invite others in the division to join me for the group walks. Wayne had been telling me he would like to participate some time but he wasn’t 100 percent yet. I couldn’t believe it when Wayne came to me and said he was ready; then several others decided to join us,” said Karen Duraney, division administrator, iron producing.

Having worked at the Cleveland plant since 1998, iron producing has become something of a second home to Wayne, who works now as a process engineer. His colleagues

know him to be a determined person with a great sense of humor and positive attitude.

“When I was recovering, it was always in the back of my mind that I wanted to get back to work. That goal kept me pushing forward. And the outpouring of support from my co-workers has been overwhelming. It might sound hokey to say, but it really is like I have a family here.”

Wayne recognizes that walking a mile, or being able to mow his own lawn again, or showing up to work each day may seem like small or mundane things to most people. But he has a new perspective on the “little things that make life worth living” that he wants to share with others.

summer.paris@arcelormittal.com

Employees preserve historical marker to honor fallen co-worker

Walking a mile, after a life-threatening illness

Some of the employees involved in building the memorial are pictured on dedication day. More than 100 attended to hear the story and recognize dozens of employees involved in creating the unique memorial.

Health and Safety Day>

Wayne Everitt (center) was joined by friends and colleagues from the iron producing division for a one-mile walk on Health and Safety Day in Cleveland.

Workers Memorial/Health and Safety Day 2017

Around ArcelorMittal USA

ArcelorMittal Cleveland ArcelorMittal Burns Harbor

ArcelorMittal Burns Harbor ArcelorMittal Indiana Harbor ArcelorMittal Cleveland ArcelorMittal Burns Harbor

ArcelorMittal Weirton

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine11

Jolice Pojeta

What started as a normal work day turned out to be anything but for ArcelorMittal Burns Harbor service technician Jeff Leucuta. He was working at the 80" hot strip mill, gathering coils to load on trucks for outside trucking firms. That’s when he noticed a truck driver laying on the ground behind his trailer.

“I was on my way back to the loading dock when I noticed a gentleman laying on the ground and I immediately headed toward him with the tractor and told Jerry Biesboer (shipping operating technician) to call 911,” said Jeff. “ I drove toward him as fast as I could, stopped my tractor and ran the rest of the way through the coil field. He was unrespon-sive, barely breathing. I just told him to hold on!”

After a few seconds, Jeff put his hand behind the truck driver’s neck when he noticed his eyes had rolled back and he had stopped breathing. Jeff felt for his pulse, but there was nothing. That’s when Jeff began CPR.

A few minutes prior, Kathy Donley, another service technician at No. 5 shipping yard, was outside marking coils when she heard Jeff’s plea to call 911.

“I asked Jeff ‘what’s wrong,’ but I knew he was already out of his tractor because he didn’t answer me on his radio,” recalled Kathy. “I ran as fast as I could toward the truck and noticed Jeff assisting the driver. That’s when

Jeff asked me to make sure 911 was called with help on the way.”

By the time Kathy returned to the scene, the man was breathing.

“All I did was tilt his head back to open his passageway and I could immediately feel the pulse in the back of his neck. I just held my hand behind his neck until the paramedics arrived,” she said.

In the meantime, Tim Holbrook, another shipping service technician, kept traffic from entering the area where the trucker was being treated and helped direct the first responders to the scene.

“I felt blessed that he was breathing again,” said Jeff. “I think I even said ‘thank God he’s breathing.’”

Jeff knew what to do in this situation because he had taken CPR classes offered at ArcelorMittal Burns Harbor. The American Heart Association course is offered monthly to employees, on a volunteer basis, conducted by the AHA or the local fire department at Deerfield Woods Training Center.

“I’ve been at ArcelorMittal for 18 years and decided to take a couple of CPR classes,” said Jeff. “You just never know what you are going to do when faced with this type of situation. But you do recall what you learn and then react. When I saw this gentleman take his last breath, that was my only option. I kept thinking, ‘Please breathe – please breathe.’”

Paramedics took over CPR and the driver was transferred to a local hospital. Upon examining

the driver, the local emergency room physician was overheard saying that if not for the quick actions of those involved – which included Jeff, the other shipping employees, EMS team and local hot mill safety team – the truck driver would not have survived.

Joe Wolodzko, hot mill process shipping manager and Aaron Webster, manager of hot mill finishing and shipping, couldn’t

be more proud of the shipping employees who reacted so quickly to help the truck driver.

“Everyone wonders how they will react in such an emergency situation,” said Joe. “I think Jeff serves as an inspiration for me and if I’m ever in a similar situation, I’m going to think of Jeff and react.”

Everyone had a role to play in this situation and did so with

great timing and expertise. This Burns Harbor hot mill incident is a prime example of shared vigilance in action. It’s all part of the longtime Shared Vigilance initiative established through ArcelorMittal and Burns Harbor. As a reminder, Burns Harbor has adopted the motto: “Every day, every person, every task.”

“We have a lot of veteran people here at the hot mill

and everyone is close because we’ve worked together for such a long time,” said Aaron. “I couldn’t be more proud of our hot mill shipping employees, especially Jeff, who led the way. His courage and actions got everyone in motion and the result is that our people saved a man’s life that day.”

jolice.pojeta@arcelormittal.com

ArcelorMittal employees react quickly to save trucker

Burns Harbor hot mill shipping employees Jeff Leucuta (left), Kathy Donley (right), Jerry Biesboer and Tim Holbrook (not pictured) worked as a team to save the life of a trucker who was found unconscious behind his truck.

Olanrewaju Alwaode, now.

Olanrewaju Alwaode, then.

Ian Mair poses for a before and after picture when donating his hair.

Then and now:From the Navy to the tandem mill

Our People>

Amanda Allen

Olanrewaju Alwaode (known as “Hollywood” by his colleagues), has worked at ArcelorMittal Cleveland since December 2014. He started his career, however, in the Navy, as an aviation electri-cian, working aboard the USS Dwight D. Eisenhower aircraft carrier. During his deployment he traveled to Portugal, Spain, Dubai, and Bahrain, among several other countries.

Following his naval service,

he started working for a military contractor, upgrading electrical systems in fighter jets. During this time, he also enrolled at ECPI University to study engineering. He was quite busy between work and school, with his job requiring a lot of traveling.

“The majority of people working at this company were prior military,” he said. “It was like being in the Navy without the uniform. We traveled to the Philippines, Hawaii, Florida, California, and more.”

Five years later, he attended a jobs conference geared towards

veterans seeking employment opportunities. That’s where he came across ArcelorMittal and was hired as an electrical shift manager at our Cleveland plant. After a year, he was promoted to process manager at the finishing tandem mill.

When working on jets, Hollywood had to pay extreme attention to detail and how things worked since people can die if something does not function correctly. This experience helped him take safety seriously. At the mill he’s also working with dynamic, big equipment that, if you’re not careful, can lead to the same end result.

So how does ArcelorMittal compare to his previous work experience?

“It’s definitely different, and there is a huge learning curve transferring from the military,” he said. “You have to relearn a lot of things – how to deal with people, handle a new working environ-ment, and more. But I’m always up for a challenge and enjoy how every day is different.”

amanda.allen@arcelormittal.com

Give Boldly>

Ian Mair

There are many ways in which I have given boldly over the past year. Through the ArcelorMittal Give Boldly program, I donate money from each paycheck to the Chester County Food Bank. It is the central hunger relief organization serving more than 120 partner agencies in Chester County, PA. Through their network of food cupboards, hot meal sites, shelters and other social service organizations, they distribute more than 2.5 million pounds to community members with limited or uncertain access to adequate food. I’m very pleased to have my donation matched by ArcelorMittal!

I also volunteer my time, including working with ArcelorMittal’s nonprofit partner the Schuylkill Center for Environmental Education.

The Schuylkill Center is one of the first urban environmental education centers in the country, with 340 acres of open land; the largest in Philadelphia city limits. I help support the activities our Council for Stronger Communities funds there, including land stewardship and environmental education.

However, one of the most interesting ways in which I have given boldly this year has been by donating my hair! I have seen firsthand the impact that cancer can have on patients and wanted to help. One issue that people often do not realize is that adults with grey hair who have experienced hair loss from chemotherapy do not have access to grey wigs. As if cancer and chemotherapy were not difficult enough, I met a grey-haired person whose only option was to wear a brown wig and it made him feel ridiculous. Most men with grey hair do not have the

ability to grow enough hair to donate even if they wanted to help. I was able to find an organization, Wig Fund, that specifically accepts grey hair donations to be made into wigs for those in need. It took me two years to grow out my hair for donation. There were times in the process when long hair was inconvenient and I wanted to forget the whole thing, but I persevered and am glad that I did. A buddy and I both donated our hair to honor the memory of our friend, Oliver Crawford, who succumbed to cancer a few years ago.

So I issue this challenge to others. If you have the money, time or hair to donate and the perseverance to see it through, you can touch the life of a person in need. Go ahead – Give Boldly!

Ian Mair is an environmental manager at ArcelorMittal Conshohocken.

I Give Boldly…

In more ways than one

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

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine12

Stay connected!

1 Intranet:myarcelormittal.comIf you have not yet filled out a profile on our global intranet, start there! A few minutes spent filling out your preferences will ensure the delivery of the news you want to read and see, directly to your inbox.

Our company business cards now include both our corporate and USA websites. Be sure to update your email signature with links to both sites. You can also add “Follow us:” as shown below with links to ArcelorMittal USA social pages.

Jane Doe | Communications SpecialistArcelorMittal USA

Communications | 1 South Dearborn Street, 19th Floor, Chicago, IL 60603-9888T +1 312 899 3440 | M +1 312 555 5555

corporate.arcelormittal.com | usa.arcelormittal.com Follow us: facebook | twitter | linkedin | youtube

USA website:usa.arcelormittal.comGet the latest company news, follow our Twitter feed, find the latest stats on our facilities in the US, check out our image and video galleries, read our blog and much more.

Available on personal devices at arcelormittal.sharepoint.com

Questions? Need help? Email usa1@arcelormittal.com

Public site accessible to all desktop, mobile and tablet users

On the web...Update your signature

Join the conversation...

Like ArcelorMittal USA on FacebookWe’ve launched a Facebook page! Like it to keep up with how our company and your co-workers work to produce safe, sustainable steel.

Follow @ArcelorMittalUS on TwitterUsers can send and read short 140-character tweets. Join our thousands of followers and retweet, like or mention us in your own tweets.

Subscribe to our official ArcelorMittal USA YouTube channelWe produce dozens of videos, focusing on everything from safety to sustainability. Learn more about our company and your co-workers by watching and sharing these stories.

Follow ArcelorMittal USA on LinkedInUpdate your personal profile to say you work at “ArcelorMittal USA” to automatically follow the company and see our latest news in your feed.

Follow ArcelorMittal USA on GlassdoorHelp build our employer brand by posting a review about your work experience, salary and benefits. Reviews are completely anonymous and your feedback helps us improve our company.

Follow ArcelorMittal USA on Google+Connect with people and brands that have similar interests. Our interests include manufacturing, materials, STEM education, automotive, energy, sustainability and more.

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine13

Liz Johnson

Searching for garlic mustard, watching a drone fly overhead and seeing molten steel rolling down a line. That added up to a unique learning experience for students in the Embarc program visiting ArcelorMittal Burns Harbor.

“Embarc is a three-year program that provides communi-ty-driven, experience-based learning opportunities to low-income high school students,” said Katie Petersen, senior program manager at Embarc. “Every month, we take them outside of their isolated commu-nities and into top businesses, organizations and institutions. We give them a unique field trip that they can be inspired by and go back and be able to be successful in the world.”

A group of about three dozen Embarc students from Kenwood Academy High School in Chicago recently toured Burns Harbor, as part of our company’s commit-ment to STEM (science, technol-ogy, engineering and math) education through our corporate responsibility initiatives. The day began with a close-up look at the steel-making process.

“First we learned how the steel got made. There was a coil, it was really hot, it was like thousands of degrees and it went through this machine that made it, that squirted water and it made it thinner and then it coiled up. I liked that the most,” said freshman Kayla Onyeall.

“I think what surprised me the most was that they use drones to check-up on the environment and their property,” Kayla said. “I didn’t expect them to actually use drones because it’s so modernized.”

In addition to the ArcelorMittal grant that Embarc already receives for its STEM programming, students were surprised and excited by the announcement that ArcelorMittal will be giving their school a drone for use in their science classes.

After that high-tech lesson, it was time for an environmental exercise: planting sand grass and searching for an invasive species on Burns Harbor property. Students learned about ArcelorMittal’s restoration and conservation work with the nonprofit organization Wildlife Habitat Council. This includes the restoration of more than 40 acres of on-site dune and swale habitat and an employee

walking trail at Burns Harbor. Students enjoyed the

opportunity to experience environmental restoration firsthand. “We’re having them plant some plugs of some sand grass,” explained Katy Crass of Shirley Heinze Land Trust. “We’re also going to have them pull some garlic mustard, a really nasty invasive. It actually releases toxins into the soil that prevent other plants from growing.”

For Kameron Jones, a junior at Kenwood, the hands-on work was a hit. “Nothing is really as important as hands-on work. I actually got to see how different plants grow. We see the roots when we pull them up. Just being outside of the classroom was the best part. I liked the whole trip.”

And the trip has him thinking about a career in steel. “I was interested in chemical engineering before. Now, I’m actually interested in working in a steel mill since I found out the pay and that it’s a fun job,” Kameron said. “Technical engineering, and just engineering, in general is very important.”

Trips like this are important for students, who otherwise might not understand the education they need to succeed in a field like steelmaking and who have only an

abstract idea of what a company like ArcelorMittal really does.

“I think the students understand the steel industry better and also how it relates to their lives. They also understand where this material is coming from and how many resources go into the steel industry and the

production of steel,” said Darrin Collins, a science teacher at Kenwood Academy.

The field trip addresses two of ArcelorMittal’s sustainable development outcomes: being an active and welcomed member of the community and developing a pipeline of talented scientists and

engineers for tomorrow.

liz.johnson@arcelormittal.com

Steel, drones and weeds: a learning experience

A drone demonstration highlighted one of the areas in which the steel industry is much more advanced than many of the students expected.

Jolice Pojeta

Students from all over Northwest Indiana displayed months of work and discoveries at the 64th Annual Northwestern Indiana Science and Engineering Fair at Valparaiso University. This is the fourth year that ArcelorMittal has served as the regional competition’s platinum title sponsor. About 20 ArcelorMittal employees also served as judges for the science and engineering competition.

With projects titled “Can You Concentrate,” “Solar Connoisseur,” and “Acid Wars,” some 75 students, ranging from sixth grade to 12th grade from Porter, Lake, LaPorte, Starke, Jasper, Pulaski and Newton counties competed for more than $5,000 in cash prizes, including scholarships to the university.

Dave Sena, division manager, operations technology for primary operations, Burns Harbor, distributed the awards to all the student winners and served as judge for the competition.

“The science and engineering fair is a wonderful experience,” said Sena. “As a judge, I had the opportunity to review more

than 30 great exhibits and the students presented and explained their experiments and results very well with great enthusiasm. After interacting with our future scientists, engineers, and teachers, I feel very confident that the world will be in good hands.”

Taking the first place president’s award, was Annie Ostojic, a freshman at Munster High School. Annie said she began preparing for the competition last

summer though she has been entering science fairs since she was in third grade.

“I met a student who uses hearing aids and she goes through 200 button batteries a year. I knew that there were 180,000 tons of batteries dumped into landfills a year, and 86,000 of those are single use, so many think that recharging is the solution, but it’s not,” she explained.

Because charging with electricity utilizes fossil fuels, Annie said she wanted to create a cleaner solution.

“I thought it would be more practical to use indoor light energy and reflect it toward a solar cell and recharge using that source. I wanted it to be small and portable, and so this is my prototype,” she said, demonstrat-ing her optical concentrator reflector design adapted from a jewelry box, cardboard, Velcro, metal paint for conductivity, clips, and wires.

“It will be a full charge to button batteries using sunlight in 20 minutes, using halogen light in 25 minutes, and using LED light in 30 minutes,” she said.

Laura Spickard, director of VU’s Northwestern Indiana Science and Engineering Fair said, “Words cannot express the gratitude we feel towards our volunteer judges. Taking a few hours out of their day to help encourage and mentor our young researchers really impacts these student’s lives.”

jolice.pojeta@arcelormittal.com

ArcelorMittal sponsors science and engineering fair

STEM Education>

Dave Sena presented the awards to the winning students this year, including first place winner Annie Ostojic, a freshman at Munster High School.

9. Pipeline of talented scientists and engineers for tomorrow

Kelly Nissan

ArcelorMittal employees joined forces with community partners on a cold spring day to plant native species as part of an ongoing restoration effort on the property of ArcelorMittal Global Research and Development in East Chicago, Indiana.

About 40 people planted 40 native trees and 30 shrubs in just a few hours. This effort is supported by a Great Lakes Restoration Initiative grant from the U.S. Forest Service and U.S. Environmental Protection Agency made to Wildlife Habitat Council (WHC).

ArcelorMittal has been working with WHC since 2010 in an effort to fulfill one of

ArcelorMittal’s sustainable development goals – to be a trusted user of air, land and water – into tangible and measurable on-the-ground actions.

kelly.nissan@arcelormittal.com

Employees plant native trees and shrubs at Global R&D

Restoration>

Matt Bartz (left) and Robert Joseph transport mulch to protect the trees and shrubs planted in the dune and swale habitat. Efforts like this are key examples of what private land owners can do to sustain local nature.

Diane Holly (left) and Liz Martinez work in the 10 acres of restored dune and swale. The site at Global Research and Development was included in the Chicago Wilderness Green Infrastructure Visioning project which identified 1.4 million acres that can be restored, protected or connected through conservation and thoughtful, sustainable development practices.

5. Trusted user of air, land and water

More than 40 ArcelorMittal Weirton employees and contractors took part in the second annual Earth Day spring cleanup around the facility and surrounding community. In addition to picking up trash and litter at several locations, a lot of attention was paid to the HCL plant hillside, where workers weeded, raked, mulched and planted wildflowers with enthusiasm – despite the challenges of it having a near-vertical slope!

As part of AM/NS Calvert’s commitment to being a good community steward in Mobile County, a group of eleven associate engineers participated in a Day of Giving at the Gordon Smith Campus of Goodwill Easter Seals earlier this year. From sprucing up the landscaping and re-galvanizing an aged chain-link fence, to replacing a broken underground drainage pipe, the group made a huge impact and accomplished much in just over six hours.

Environment>Community>

ArcelorMittal cleans up on Earth DayAssociate engineers take part in “Day of Giving”

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine14

Kelly Nissan

A cross functional team comprised of employees from Global Research and Development and Indiana Harbor has been awarded the 2017 AIST Hot Sheet Rolling Best Paper Award. The paper, Innovative Surface Quality Control, explains the development of a camera inspection system for hot strip mills equipped with pusher reheating furnaces.

A hot strip mill with pusher reheating furnaces has a great potential to tear the slab bottom surface. During the rolling process, the tear defects roll over and entrap scale, creating “v” shape or “w” shape lamination defects, some of which can be severe and further develop into hole defects. This can cause severe strip surface quality issues. The team developed and deployed

a low cost automated surface inspection system for hot band surface quality control, mainly for furnace tear defects.

Their camera system has proven to be a very useful tool in guiding furnace repair and maintenance to reduce or eliminate furnace tear defects. In addition to being used at Indiana Harbor, both Burns Harbor and Cleveland hot strip mills have deployed the system.

The team included: Liwei Zhang, senior research engineer, Global Research and Development; James Chapko, lead engineer lab services, quality assurance, Indiana Harbor; Larry Gansho, consultant, quality assurance, Indiana Harbor; Robert Svenningsen, process manager, 80" hot strip mill, Indiana Harbor; Patrick Trippel, operations technology, hot rolling and finishing, Indiana Harbor.

kelly.nissan@arcelormittal.com

Team wins AIST best paper award

Team members from left, Larry Gansho, Liwei Zhang and James Chapko received awards at the AIST Hot Sheet Rolling Technology Committee meeting held in May. This award recognizes the author(s) of the best technical paper presented within the AISTech sessions sponsored exclusively by the Hot Sheet Rolling Technology Committee, or jointly sponsored along with another AIST Technology Committee.

On April 20, the Association for Iron and Steel Technology held its Road Show at AM/NS Calvert. The show is a grass-roots forum for communicating with mill employees about the benefits of AIST membership. Over the span of about eight hours, the AIST Road Show team served free food, gave away great prizes, spoke with team members about training courses, technology committees and other industry-related technical programs that can help people perform their jobs more effectively.

The goal of the AIST Road Show is to educate employees about the industry-related programs available that can bolster productivity and self-improvement. it is an integral part of AIST’s mission to advance the technical development, production, processing and application of iron and steel. By meeting and interacting directly with personnel in their work environment, AIST is better equipped to understand their concerns and adapt its program-ming to serve the industry.

AIST Road Show rolls into Calvert

Partnerships>

The organization is committed to networking, education and sustainability programs for advancing iron and steel technology through events like the AIST Road Show.

The mission of the Association for Iron & Steel Technology (AIST) is to advance the technical development, production, processing and application of iron and steel.

Global steel leader with best-in-class performance

corporate.arcelormittal.com dofasco.arcelormittal.com usa.arcelormittal.com

BEST PRODUCT INNOVATIONWorld’s first five-piece hot-stamped laser-welded door ring and b-pillar by ArcelorMittal Tailored Blanks

BEST PRODUCT INNOVATIONTagTough™ graffiti resistant prepainted steel by ArcelorMittal Dofasco

BEST PROCESS INNOVATIONArgon injection through tundish upper nozzle on mold fluid flow at ArcelorMittal Dofasco’s No. 1 continuous caster

BEST PROCESS INNOVATIONJourney to produce advanced high-strength steel grade GA DP 1180 at ArcelorMittal Cleveland

BEST OPERATIONAL IMPROVEMENTTransition flap hose reliability improvement project at ArcelorMittal Dofasco

ENVIRONMENTAL RESPONSIBILITY/STEWARDSHIPRecycled energy through implementation of No. 2 turbo generator at ArcelorMittal Dofasco

ENVIRONMENTAL RESPONSIBILITY/STEWARDSHIPEnhanced biodiversity through habitat restoration at ArcelorMittal Burns Harbor

1 | ArcelorMittal USA | July/August 20171 Company 1 Community 1 Magazine15

Amanda Allen

Adam Ballah, process manager – primary, plant accounting , has been named controller, ArcelorMittal Burns Harbor. In his new role, he will be responsible for supervising all of the accounting activities for the Burns Harbor plant. Adam joined ArcelorMittal in October 2008 as a financial analyst supporting the Burns Harbor plate mill operations. In his most recent role as process manager of primary in the Burns Harbor plant accounting department, he was responsible for cost and financial analysis, with a primary focus on coke, iron, and steelmaking. Prior to joining ArcelorMittal, Adam worked as an auditor in public accounting and as the assistant controller at a local beverage distribution company. He received his Bachelor of Science degree in accounting and finance from Cedarville University in Ohio, and a Master of Business Administration from Valparaiso University. He will report to Richard Campoli, controller, ArcelorMittal USA.

Ted Fenicle, division manager, quality assurance, ArcelorMittal Burns Harbor, has been named director, quality, ArcelorMittal USA. In his new assignment, Ted will be responsible for leading the USA quality effort, both within ArcelorMittal USA and in technically servicing our customers at their plants. He began his steel career with the predecessor company Bethlehem Steel in 1982 as a research & development engineer. Ted transferred to the Burns Harbor plant in 1984 and worked in various positions in technology, steelmaking operations, and quality assurance. In 2006, he became division manager, USA quality, and was responsible for technical service to the Traditional Automotive Manufacturers and outside processing. In 2014, he was named to his most recent position of division manager, quality assurance, ArcelorMittal Burns Harbor. Ted earned a Bachelor of Science degree in metallurgy and material science from Lehigh University in 1980, and a Master of Science degree in metallurgical engineering from Colorado School of Mines in 1982. He will report to Alan Barsophy, CTO, USA operations.

Troy Graver, manager - steel-yard/transportation, has been named manager – maintenance steelmaking at ArcelorMittal Coatesville. Troy joined the

company in 2007 as manager – maintenance plate. Troy received his Bachelor of Science degree in industrial technology from Millersville University. He will report to Christopher Muller, manager – steelmaking at ArcelorMittal Coatesville.

Paul Horning, manufacturing engineer - finishing, has been named quality assurance manager at ArcelorMittal Conshohocken. Paul joined the company in 2007 as an associate metallurgical engineer at Conshohocken. As part of his cross training in the plant, he worked as a shift manager at the shear line before returning to the metallurgy department. His steel education continued when he was trans-ferred to Coatesville to become familiar with the melt shop. He later returned to Conshohocken for his most recent role. He graduated from the University of Michigan School of Engineering with a bachelor’s degree in material science engineering. Paul will report to Paul Waterman, senior division manager ArcelorMittal Conshohocken.

Tom Paterson, manager, central spares, has been named division manager, services and spares at ArcelorMittal Indiana Harbor. Tom began his career with Youngstown Sheet & Tube in 1969 in the transportation department. He held various positions of increasing responsi-bility in the maintenance planning department at LTV before being named area manager of central spares in 1990. In 1995, Tom was named part of the SAP business system transition team. In 2001 and 2002, he was part of the LTV asset preservation team and was part of the ISG startup team as manager of central spares. In 2006, Tom was part of the Mittal Steel/ISG merger team and was then named manager of central spares with responsibilities that included central spares, motor repair shop, blueprinting, and mailroom. Tom attended Purdue Calumet with courses in management. He will report to William Dalzotto, senior division manager – MEU, ArcelorMittal Indiana Harbor.

Christopher Sammetinger, EGL operations resource, has been named manager of cold roll technology at I/N Tek and Kote. In this role he will oversee technological applications to ensure the highest quality in the continuous descale cold mill and the continuous anneal process line. Chris joined the company in July 2007 as a technology

engineer, CAPL quality resource. He received his bachelor’s degree in chemical engineering from Ohio State University. He will report to Aaron Langness, division manager of quality, technology and reliability I/N Tek and Kote.

David Wayne, senior engineer, servers and desktop, has been named lead engineer, servers and desktop for ArcelorMittal USA. In this role, Dave will provide technological leadership on the selection, standardization, architecture, implementation, support and upgrades of the storage, server, and backup solutions deployed across ArcelorMittal USA. Dave joined ArcelorMittal’s IT department in 2006 with a focus on servers and storage as part of the infrastructure team. Prior to joining ArcelorMittal, he worked as a contractor for Bethlehem Steel and ISG at the Burns Harbor plant supporting the communica-tions systems between the plant floor systems and the mainframe. Dave received his bachelor’s degree in computer networking from Purdue University –

West Lafayette in 1998. He will report to David Lister, manager, IT infrastructure servers and desktop, ArcelorMittal USA.

LeVon Whittaker, senior reliability engineer at ArcelorMittal Indiana Harbor, has been named manager mainte-nance technology. In his new role he will lead the plant reliability implementation comprised of developing and enhancing preventative maintenance for existing and new equipment based on delays while providing training in reliability principles to operating departments. LeVon joined ArcelorMittal nearly 9 years ago and has provided plant-wide reliability engineering expertise ever since. He received his Bachelor of Science degree in mechanical engineering technol-ogy from Purdue University Technology, and a certification in public administration from Indiana University Northwest. He will report to Mike Traczyk, division manager, MEU field forces ArcelorMittal Indiana Harbor.

amanda.allen@arcelormittal.com

On the move at ArcelorMittal USA

Transitions>

A potential conflict of interest arises in the workplace when an employee has competing interests as an employee and as a private individual, or loyalties that either are, or potentially can be, at odds with each other.

Such situations do not necessarily imply wrong-doing or inappropriate activities. However, they can compromise, or be perceived as compromising, your integrity and obligations as an ArcelorMittal employee towards the Company.

As such, employees should refrain from the following:• competing with the company• demanding or accepting substantial gifts from the company for themselves or

significant others• providing unjustified advantages to third parties at the company’s expense• taking advantage of business opportunities to which the company is entitled to for themselves or for their significant others

While all conflicts are not forbidden, all must be clearly and fully disclosed to your manage-ment so that the conflict may be authorized, managed, modified or prohibited, and made of record.

Disclosure of potential conflict of interest is key! If you have an existing or potential conflict of interest, please disclose it to your N+1 and apply your common sense!

Avoiding conflicts of interest in the workplaceEthics and integrity are at the heart of how we do business at ArcelorMittal. As part of this, all of our employees must strictly comply with our conflict of interest policy. This involves identifying, disclosing and properly managing conflicts with upmost integrity.

ArcelorMittal is a proud sponsor of Lincoln Park Zoo’s “Run for the Zoo.” This year, our tent featured a “guesstimation jar” filled with steel nails, and we challenged the runners to guess how many nails there were for the chance to win a $250 gift card. The winner “nailed” it… with a guess that was just one off the correct number. About 200 ArcelorMittal employees took part in the run this year.

Community>

1 Company 1 Community 1 Magazine16 ArcelorMittal USA

One South D

earbornChicago, IL 60603USA

GlobalArcelorMittal relaunches its website for architects, engineers and the construction industryConstructalia, one of the construction sector’s leading websites, has improved its materials for architects, engineers and building owners. As well as new content, including over 500 steel construction case studies, additional features and services have been added, giving decision makers in the construction business comprehensive information about the use of structural and aesthetic steels and provides environmental product declarations on the sustainability of our products.

ArcelorMittal publishes 2016 annual reviewArcelorMittal 2016 integrated online annual review, “Sustainable Progress,” has been published. The review marks a further step in the company’s journey to fully integrated reporting, combining operational and financial performance reporting with progress made against its sustainable development (SD) framework, ArcelorMittal’s 10 SD Outcomes. The review, which can be accessed online at http://annualre-view2016.arcelormittal.com includes videos of several members of ArcelorMittal’s senior management team, including Chairman and CEO, Lakshmi Mittal, and ArcelorMittal Europe CEO and Group CFO, Aditya Mittal, commenting on key 2016 issues and events.

Architects to design our showpiece of sustainable construction shortlistedArcelorMittal and the “Fonds d’Urbanisation et d’Aménagement du Plateau de Kirchberg” have shortlisted three architectural practices to design ArcelorMittal’s new Luxembourg headquarters, which will showcase steel as the material of choice for building innovative designs which support the circular economy. The shortlist, based on the sketches submitted by eight firms during the invitational round is: Foster & Partners, Rem Koolhas OMA, and Wilmotte & Associés. These practices have been asked to develop a more advanced architectural design for the jury, which will then rank these projects and propose them to ArcelorMittal and to the Board of Fonds Kirchberg.

EuropeArcelorMittal engineering plant in Ostrava to manufacture tram axles for the 2018 FIFA World Cup in RussiaSteel produced by ArcelorMittal in Ostrava will be part of the tram cars that will transport fans and players during the 2018 FIFA World Cup in Russia. ArcelorMittal Engineering Products Ostrava, a subsidiary of ArcelorMittal Ostrava, has won a contract to manufacture more than 1,000 axles for new tram cars.

For more information, go to www.myarcelormittal.com.

1 is a publication for all ArcelorMittal employees located within the United States of America.Editor:Liz JohnsonUSA Communications Team:Amanda Allen, Kelly Nissan, Mary Beth Holdford, Summer Paris, Jolice Pojeta, Scott Posey, Heather Ross, Thomas Smith, Beth Spurgeon, Bill Steers, Marcy Twete, Heidi UmbhauGuest Contributors:Pinakin Chaubal, Charlene Cybator, Ian Mair, Richard RobinsonPhotographers/Videographers:Matt Caprarese, JeffBoat, Liz Johnson, Tony Kaliszewski, Jesse Lamone, Jolice PojetaDesign:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000

1 | ArcelorMittal USA | July/August 2017

Global News in Brief

Content Links

Pictured on cover:Two colleagues inspect a laser welded blank at ArcelorMittal’s state-of-the-art processing facility in Woodstock, Ontario (Canada). Our company invested heavily in the development of one of the world’s most advanced facilities to meet the needs of our automotive customers.

@ArcelorMittalUS

Steel Search Trivia Challenge

How much did ArcelorMittal USA reduce its energy use over the past three years??

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 USA1@arcelormittal.com 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 August 4, 2017.

Another winner in ArcelorMittal’s Steel Search Trivia Challenge

In the May/June edition of 1 Magazine, we asked: How many falcons have learned to fly at Indiana Harbor?

We selected our latest winner (in a random drawing)

from hundreds of entries and the winner is Amanda Trom, claims manager, logistics, ArcelorMittal USA. She had the correct answer (55) and will receive a $100 gift card.

Steel Search Trivia Challenge>

Sustainability

10 years, countless contributions

These 10 hard hats represent the thousands of men and women who work for ArcelorMittal USA. They are vital to our goal of producing safe, sustainable steel. Through our 10 sustainable development outcomes, we will always focus on outcome one: to provide “safe, healthy, quality working lives for our people.” As we celebrate ArcelorMittal’s 10th anniversary year, we salute the hard-working men and women of our company.

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

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

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