Mike Rehwinkel took over as CEO of Evraz Inc. NA on Feb. 10. He hails from Georgia-Pacific, where he led one of the world’s largest wood manufacturing and sales organiza-tions. He was responsible for manufacturing excellence, sales growth and company vision for a team of 13,500 across 60 mills, producing $3.5 billion in revenue annu-ally at its peak. Since starting with Evraz’s North American operations, Mike and his executive team have been hard at work on a successful 2010.

To further introduce Mike, he answered a few questions:

What is most exciting to you about this op-portunity at Evraz Inc. NA?

MR: The potential of this organization. Like all other companies affected by the global economic downturn, we’ve been focused on conserving cash. It’s a testament to the entire organization that Evraz is still strong in North America despite the challenges of the past year. Now I’m eager to see what we can do as a group to fully realize Evraz North America’s value, quality and efficiency.

What experience do you bring that makes you the right person for this job?

MR: I appreciate the value of communication. During my first two months on the job, I plan to learn as much as I can from the men and women who make up this great organization. I also want to focus on communication outside the company too, by connecting with our partners and stake-holders across North America. I come from an accounting background, and that has served me well in terms of understanding business. I believe

my experiences and interests make me well suited to the heavy manufacturing industry. Regardless of the final product, people are people, talent is talent, and customers are customers.

What are some of your priorities for your �rst 100 days?

MR: I’ve just completed a listening tour of all our facilities in North America. One of my top priorities will be to incorporate what I’ve heard from our people, and to use their expert input to help form our strategy going forward. My

first 100 days will be representative of my ongoing goal to increase efficiency, quality and integration across our operation, and emphasize the following five points:

• Focus on safety and environmental compliance

• Talent is important at all levels

• Be the best at what we do

• Place a strong emphasis on communication

• Have a strategic vision that evolves as we do

What is the biggest challenge in your �rst 100 days?

MR: Evraz had a vision when they created the North American group by combining the former Oregon Steel, Rocky Mountain, Claymont Steel and IPSCO assets. Unfortunately, the global economy had other plans. As economic prospects continue to brighten, I want to refocus on the integration, synergies and efficiencies of these combined operating units.

Learning the ins and outs of an on organization as complex and diverse as Evraz North America would be a tall order for anyone. Fortunately, I have the support of our senior management team, all of whom are contributing to a smooth, successful transition. I have also benefitted from the expertise and global knowledge of Pavel Tatyanin and his executive team from Moscow.

Introducing Mike Rehwinkel

First Quarter 2010 Newsletter

2009 by the numbersThe global slowdown and softening prices affected Evraz Inc. NA along with the rest of the industry, but Evraz Group SA’s Q4 results reveal numerous bright spots, giving the North American operations positive momentum into 2010.

Highlights:

• Production of tubular products was up 19.3% for Q4 over Q3

• Crude steel production rose 6.8% in Q4 from the previous quarter

• Rolled product production levels in Q4 increased 9.5% from Q2 lows

“We anticipate that with strong infrastructure exposure in the U.S., Evraz’s North American subsidiaries should play a vital role in Evraz over-seas volume, revenue and margin recovery during 2010.”

- J.P. Morgan, Jan. 13, 2010

2009 Evraz NA steel production in 1000s of tons

Construction Products

Flat-Rolled Products

Railway Products Tubular Products

69

10892

65

112

79 71

121

160186 195

115

266

117139153

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Continued on page 2

04

For the past decade, Evraz's Canadian steel operations have been at the forefront of efforts to eliminate mercury switches from the scrap supply and are regarded as one of the industry’s strongest champions in the fight to eliminate mercury emis-sions entirely. Evraz’s scrap collecting subsidiary, General Scrap Partnership, removes switches at all five of its auto shredders in Canada, and requires all its scrap suppliers in both the U.S. and Canada to do so as well. An instructional manual General Scrap Partnership created for its scrap suppliers is now used across North America as a guide for proper switch removal.

Between 2001 and 2009, Evraz facilities collected some 230,000 switches in Canada alone. We have also joined forces with other businesses and government groups through the Clean Air Foundation in Canada and the National Vehicle Mercury Switch Removal Program in the U.S. As a result of efforts to eliminate mercury from scrap, most original equipment manufacturers no longer use mercury switches.

Environmental champions

More than 50 participants from Evraz Claymont Steel contributed to Claymont Green Day, an annual community clean-up event.

EVRAZ INC. NA1000 SW BroadwaySuite 2200Portland, OR 97205

www.evrazincna.com

Bekaert awardEvraz Rocky Mountain Steel was recognized with a pres-tigious supplier award from Bekaert, a global maker of wire rod products. Presented every two years, the award recog-nizes the greatest improvement in the quality of its wire rod among all of Bekaert’s suppliers.

In Regina, mercury emissions are down 70 percent since the removal program began.

Kelly Brossart Communications Officer Evraz Inc. NA Kelly.Brossart@EvrazIncNA.com

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