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03John Brett: Navigating turbulent conditions

Summer Paris

08-09Heroes among usA salute to our employees who serve as first responders

Jolice Pojeta

10Health Week 2019Encouraging good health and a good life

USA communications team

14Our partnership with MSIDeveloping a pipeline of future employees

Shira Cohen

07A $1 million treasure huntWarren uncovers big energy savings

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine2

Sheila Dia Vaquero

I have ridden motorbikes since I was 13-years-old.

I love anything with an engine, so my dad and I used to spend most weekends “playing” in the car workshop we’d turned our garage into.

Hard-to-answer questions fascinate me too. I’d like to think that’s because my parents dedicated a lot of time to helping my younger sister and me with our homework, explaining things we didn’t understand and, in doing so, instilling a love of learning in us.

So, neither my dad nor the rest of my family – not even my friends – were surprised when I expressed an ambition to study mechanical things when I grew up.

I trained as a mechanical design engineer at the University of Oviedo, in Asturias, Spain. I joined ArcelorMittal in March 2015.

I had finished my studies six months earlier and was working for another company when I received an offer from ArcelorMittal’s Junior Research Program. I’ve always been a very curious, proactive, science enthusiast who enjoys facing new challenges every day, so I felt research and development was a perfect way for me to channel my interests. The offer was for a two-year contract, during which time I would work while training as a research engineer.

So, I left the job I had to move to ArcelorMittal Global R&D Asturias where I was tasked with researching potential applications of 3D printing, (or additive manufacturing as it is called when applied on an industrial scale as we do here.) For those unfamiliar with 3D printing, it is a computer-controlled process which creates three-dimensional objects by depositing materials, usually in layers.

I didn’t know anything about this style of manufacturing when I came here, so not only was I starting a new job, at a new company, in a new engineering

discipline, to study something totally unfamiliar to me, I was combining all of this with the training that would help me succeed in my new role.

And I needed to learn a great deal! I studied: steelmaking, chemistry, metallurgy, teamwork and financial and project management through courses available on the company’s online university. I also had to master several new software packages for additive manufacturing and change the way I approached my work. As a mechanical engineer, I had used computer-aided design (CAD) software to design parts to solve familiar problems in largely the same way every day. I encountered few challenges I didn’t know how to solve. As a research engineer, the opposite is true. I don’t have the answers and need to figure out how to find them. It’s about learning every day rather than being an ‘expert.’

Learning so much so quickly was a real challenge, but the effort was worthwhile because I gained a lot of skills in those two years that have helped me develop personally and profes-sionally. Before I took on the role, I hadn’t quite realized how technology-driven the steel industry is, the scale of the opportunities in it for people with career aspirations like mine, or even how many other young people are also attracted to high-tech careers in research and development. Being surrounded by brilliant, friendly people who challenge me to grow makes each day in the office a joy and benefits my development and my career too. We’ve built a great team!

A team that collaborates across research disciplines to spot the gaps in available technologies – and the market – to create new research areas and explore new ways of improving production and even to create new steel products.

For instance, once we’d learned it is possible to 3D print in metal, we began to explore the potential of printing spare parts for our steelmaking operations – we are a steel company, after all!

Dear colleagues,

Climate change is a defining issue of our time. Public aware-ness has risen to such an extent that last year, inspired by Swedish teenager Greta Thunberg, we saw children across the globe ‘strike’ from school on Fridays. This trend of public protest has continued and September saw the first-ever global climate strike with the organizers ‘demanding an end to the age of fossil fuel’ and calling for action from governments worldwide.

It’s a simple message and one that is difficult to argue with. However, for the steel industry, things really are not so simple. Decarbonizing the steelmaking process is an immense challenge, as for hundreds of years the science of steelmaking has relied on using coking coal to reduce iron ore in the blast furnace.

Yet it is a challenge we must address given steel production accounts for 7-9% of the world’s carbon emissions. And as the world’s largest steel producer, our carbon footprint is significant. We are aware of the responsibility we have to reduce it and therefore, earlier this year, we outlined our thinking and approach on this in our first-ever Climate Action report. If you haven’t yet had the opportunity to read the report, I encourage you to do so. It is available at https://corporate.arcelormittal.com/sustainability/

arcelormittal-climate-action-report along with videos from our Chairman and CEO, Mr. Mittal and head of strategy, David Clarke.

The report identifies the three pathways we believe could lead to deep decarbonization of steelmaking and provides an overview of the six different technology projects we are piloting as part of our low-emis-sions innovation program. It also outlines our long-term ambitions: to reduce our global CO2 emissions significantly and to be carbon neutral in Europe by 2050.

But we also acknowledge in the report that we don’t have all the answers yet. Much like the message those protesting on the streets worldwide are pushing, we need action from governments and policymakers to develop a supportive regulatory environment. To make low-emis-sion steelmaking a reality we must overcome a technology challenge and a financing challenge. But ultimately the main challenge is the structurally higher operating costs of low-emissions steelmak-ing. This is where we need fundamental change in policy to ensure that low-emissions steel can be competitive compared to the costs of current steelmaking techniques. Again, you can read more about our global policy recommendations in the report.

In collaboration with the ArcelorMittal University, we are in the process of arranging a

thematic conference on this subject, where experts from our corporate strategy, technology, government affairs and corporate responsibility departments will debate the challenge in a moderated panel and take questions from audience members and employees watching online. The conference will take place in November, so please do keep an eye out for further updates on this and how you can get involved.

Warm regards,

Dr. Alan KnightHead of corporate responsibility and sustainable development

ArcelorMittal has commissioned technology provider Midrex Technologies to design a demonstration plant to produce steel with hydrogen. The first project the two companies will collaborate on will demonstrate the large-scale production and use of direct reduced iron (DRI) made with 100% hydrogen as the reductant. The plant will be the world’s first industrial-scale, hydrogen-powered direct reduction plant.

Once up and running, the demonstration plant will produce about 100,000 metric tons of direct reduced iron per year – initially with grey hydrogen sourced from natural gas. Conversion to green hydrogen

from renewable energy sources will take place once available in sufficient quantities and at an economical cost. Energy for hydrogen production could come from wind farms off the coast of Northern Germany.

“We are working with a world-class provider, Midrex Technologies, to learn how to produce virgin iron for large-scale steelmaking using only hydrogen. This project, combined with our ongoing projects exploring the use of non-fossil carbon and carbon capture and use is key to becoming carbon neutral in Europe by 2050. Large-scale demonstrations like this one show our ambition, but the speed of the transformation

will depend on political condi-tions”, says Carl de Maré, Vice President at ArcelorMittal and responsible for technology strategy.

ArcelorMittal Hamburg already produces steel using DRI technology. During the process, iron oxide pellets are reduced to metallic iron, the raw material for high-quality steel, by extracting oxygen using natural gas. “Our site is the most energy-efficient production plant at ArcelorMittal,” says Dr. Uwe Braun, CEO at ArcelorMittal Hamburg, adding that the existing Midrex plant in Hamburg is also the plant with the lowest CO2-emissions for high-quality steel production in Europe.

This led us to think we could save ourselves the time and expense of sourcing and stocking spare parts. The Internet of Things is making it possible to record and analyze performance data about every part in our lines to accurately predict when it will break down. By printing our own custom parts on a just-in-time basis, we can reduce inventory and improve efficiency, while enhancing the steelmaking process with bespoke solutions.

After a year or so of providing such parts to our production plants, we decided to consider how we might design new parts that would improve the steelmaking process itself. We’re also exploring how we could use additive material to improve our products, such as reinforcing certain areas of steel sheet to deliver levels of performance that have not been possible until now. I’m sure these projects will, in turn, lead us to explore other applications for additive manufac-turing. We never stop learning!

I truly believe research is the key to most of society’s issues: disease, climate change, wellbeing, inequality and so on. If I could be known for only one thing in my life, I’d like it to be for improving our steelmaking process to: minimize its impact on the environment as much as possible; improve the health and safety of my colleagues through the customisation of parts which ease their daily work, and make cars safer through our steel products and enable the building of houses and schools in under-resourced communities. In other words, to make the world a better place.

In my opinion, all this only can be done if we trust in new technologies and research. This is why I love working in R&D. My colleagues and I engage with

interesting companies all over the world and are at the cutting edge of very impressive technological developments. We are lucky to be riding the crest of a wave of technology and the work we are doing here makes me very proud. It also makes me feel like I’m closer to being able to start “changing the world,” at least a little.

For me, a lover of science, research, change and challenge, this is my dream career. Every day counts, so being happy in what I do and doing it with passion is very important to me. I feel privileged to enjoy an exciting environment here at ArcelorMittal Global R&D, where every project and every day is different. By channeling my passions into work I really love, I believe I get better results, am more resilient in the

face of adversity, and am fulfilled and happy in myself.

Since those early days in my dad’s garage, my family has supported me in chasing my dreams and have shared in my successes – and my failures too. So, when I achieve my ambition of changing the world, they will have done it with me.

Sheila Díaz Vaquero is a research engineer at ArcelorMittal Global R&D Asturias in Avilés, Spain. She is researching new applications for 3D printing technology to improve the company’s steel production processes and the products it makes. She shares her experience of what it’s like to work with cutting edge technologies to revolutionize how steel is made and what it is used for.

Global News>

Global News>

Global News>

3D printing the future

Addressing climate changeLetter from Alan Knight, head of corporate responsibility and sustainable development

ArcelorMittal commissions Midrex to design demonstration plant for hydrogen steel production in Hamburg

The 3D printer at the Global R&D research center in Avilés, Spain.

Alan Knight, head of corporate responsibility and sustainable development

Sheila Diaz Vaquero loves anything with a motor, especially her motorcycle. Her passion for mechanics combined with her inquisitive nature means she’s always seeking to understand how and why things work – or not.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine3

John Brett

Since we are approaching the end of 2019, it is appropriate to reassess what has transpired throughout the year and briefly touch on early economic indications for what 2020 could present us.

After multiple years of continuous improvement, our 2019 YTD safety performance can only be characterized as disappointing. Tragically, we recently experienced a fatality at our ArcelorMittal Minorca facility. This is our second fatality this year. Through October, our LTI frequency rate is .73; not only is the rate short of our business plan expectations, but it is also worse than our 2018 perfor-mance of .69, and for the first time since 2015, we are not on pace to achieve an improvement on a year-over-year basis. Right now, our performance for LTI + RWDC is modestly better than our 2018 performance, while our OSHA recordable performance is comparable to 2018 levels. Once again, our safety metrics slipped during the summer months. I understand that sometimes we can become distracted during the summer, holidays or difficult market environments, but I urge all of us to focus on the task at hand and to always work safely – nothing is more important.

Without question, 2019has not materialized as we had

envisioned. Our expectation for apparent steel consumption for our products was a grow rate of 2.5%, but what we have seen through the first three quarters of the year is a contraction of 3.5%. It is true that the overall economy has exhibited modest and, lately, slower growth, but since the start of the year the manufacturing sector has struggled. We have seen demand fall for both the automotive and construction segments, the two largest steel-consuming sectors. This decline in demand has been further exacerbated by an approximate one-million-ton inventory destocking at steel service centers. The drop in steel prices has been even more dramatic than the decrease in demand. Over the course of 2018, the hot-rolled price, as reported by CRU, averaged $830 per net ton; through September YTD, the same metric has averaged $630 per ton and, before recently rising, fell as low as $444 per ton. If we apply this difference in HR pricing across all our tons, it amounts to a staggering decrease in excess of $2 billion in our revenues.

As we have in the past, we responded to these tough market conditions by controlling our spend and improving our operating performance. Everyone should be proud of the progress we have made in both our delivery and quality performance. From the start of the year, we have done a good job on made-to-forecast business, which is

predominantly comprised of our automotive customers, and, in the third quarter, we exceeded our business plan target for our made-to-order business. These are excellent outcomes that only occurred through outstanding cooperation across all disciplines, but we must acknowledge and accept we have more work to do. Delivery performance is important in all economic periods, but it is crucial in periods of weak demand in which customers have multiple vendor selection opportunities. After starting slowly, we have turned around our quality performance. We had outstanding performance in the third quarter, so much so that, on a year-to-date basis, we are now slightly ahead of our business plan target. Our improvements in our quality rejections are certainly an enabler for better delivery performance. We did reduce spending in repair and maintenance and supplies and expenses, but we did not reduce them enough and, consequently, our third quarter financial performance was worse than it should have been.

Early signs for 2020 suggest that it, too, will be a challenging year. Trade tensions continue to cast uncertainty on significant portions of the economy. The implications for the 2020 presidential election on manufacturing and, thereby, steel demand, are unknown. Most economic forecasts are predicting apparent steel consumption to be flat. The

combination of flat demand and readily available excess supply requires even more attention to and an improvement in our delivery performance. It is imperative that, at a minimum, we maintain our market share. We are embarking on the new year in the lowest pricing environment we have seen since 2015. Recent price improvements are encour-aging, but as late as mid-Novem-ber hot-rolled CRU was still below $500 per ton. Our raw material commodity prices will be lower in 2020, but not low enough to mitigate the current weak pricing environment. Thus, it is of paramount importance that we make progress across all our operating metrics even in light

of a reduction in total spending.The steel industry always

has been and will continue to be cyclical. What has changed is the frequency of the cyclicality; before it was measured in years and now, it can be measured in quarters. Therefore, we must be much more nimble than we have been in the past. When we see the market change, we must immediately respond and do so quicker than our competitors. We have experienced difficult economic conditions in the past and I am confident we can weather this storm just as we have previously done. As we progress through 2020, we need to carefully examine every expenditure and ask ourselves,

does this expenditure or activity give us the “biggest bang for our buck.” That is, is its return on investment higher than all the other projects we are considering? We are living in a world of trade-offs.

Our objective remains the same: to be sustainable across the business cycle. We have imple-mented several initiatives that should better position us for more challenging market environments. These challenging times call for us to work more intelligently, more efficiently and, most importantly, safely. Ultimately, navigating these turbulent times is up to us and that is why I believe we will emerge a stronger and more sustainable company.

John Brett, CEO, ArcelorMittal USA

Navigating turbulent conditions

#ResponsibleLeadership

Representatives from Huntington Ingalls Industries’ Newport News Shipbuilding on a recent Burns Harbor mill tour and delivery performance meeting.

Matt Habenicht, plate sales manager, ArcelorMittal USA

Strong, responsible leadership is the key to success for any organization. At ArcelorMittal, responsible leadership means abiding by our Code of Business Conduct, protecting our reputation and making smart business decisions that are in the best interest of our shareholders, employees and communities. As ArcelorMittal employees, we all have a role to play in responsible leadership.

Responsible Leadership is recognizing you are part of the greater ArcelorMittal team. It often requires our working with multiple disciplines in problem solving, occasionally with those that challenge our perspectives. Conducting oneself with integrity, adhering to our Code of Business Conduct, and respecting others for their differing views are key

attributes for being a Responsible Leader. Supporting this approach often yields surprising solutions to some of the complex business challenges we face daily, ultimately insuring the success of the entire enterprise.

Responsible Leadership

What do you view as responsible leadership? Send us your quote and a picture of you/your team to kathy.smith@arcelormittal.com.

“

”What initially attracted you to the steel industry?Chappell: When I applied to college, I thought I wanted to be a civil engineer. That quickly changed after spending the summer between my freshman and sophomore years working in the electrical maintenance department of the local paper mill. At that point, I knew I needed to change my major and I had to work in manufacturing. I had always assumed I would go back to the paper mill after graduation but, at one of the campus career fairs, I met some guys who worked in the steel business. After talking with them, I decided to apply. Prior to graduation, I was lucky enough to get an interview with Bethlehem Steel, followed by a tour of the plant and, from that moment, I was hooked.

What do you find most exciting, yet challenging, about the industry?Chappell: It is impossible to narrow down the many exciting aspects of this business down to just one, but I can say a common theme across all of them is learning. I can honestly say that every day I come to work, I am learning something new. It might be something technical about the product or the process, or things like finance or cost to produce, yet interwoven through all of them is interacting with people. At the same time, this can be a very challenging, highly competitive business that changes rapidly and often. Being adaptive and flexible is critical to working in this industry.

How do you feel your experi-ence has prepared you for this important position?Chappell: I started as a shift supervisor in the finishing and shipping department, followed by a few years in the rolling mills and maintenance departments before spending a few years in steelmak-ing. More importantly, I have had the honor of working closely with some great people who were and are great leaders. They taught me many things about the business and even more about its people. I feel that all of those interactions have given me a solid foundation to build upon as I transition into this new team of Eastern Plate.

What is your vision for Eastern Plate?Chappell: We will set the bar for quality products that will be delivered on-time to our customers. We have some

work to do to achieve this vision, but we have the team in place to make it happen.

In your short time with Eastern Plate, what has impressed you the most?Chappell: The people. The people are what make Eastern Plate a great place to work. They have all welcomed me and have been very generous of their time to help me integrate into the new team. They are passionate about their process and their products and even more so about their customers. The employees of Eastern Plate have a very rich history in the steel business and one that they proudly share with all.

What advice would you share with the newer generation of ArcelorMittal employees?Chappell: Keep an open mind to every assignment or opportunity that comes your way. At the time, you may not see the value in the work, but when you look back, it will all fit into place. Ask questions, and if you want something, don’t be afraid to work hard to get it.

What do you enjoy doing when not at work?Chappell: Not so long ago, I would have said that when I am not at work, you will find me driving one of my daughters to soccer, volleyball or dance practice. More recently, they have been able to drive themselves, which gives me time to enjoy the outdoor activities of hunting, fishing and the occasional round of golf. I also like tailgating at home Penn State games or enjoying the away games from the comforts of home.

Chappell welcomes opportunity at Eastern PlateCory Chappell was recently named operations manager, Eastern Plate, ArcelorMittal USA and is responsible for managing the operations and maintenance of the ArcelorMittal Coatesville and ArcelorMittal Conshohocken facilities. Cory discussed his new role with Jolice Pojeta, communications and corporate responsibility manager, ArcelorMittal USA. Cory moved into this position following the retirement of Ed Frey, general manager, eastern plate, after his more than 43 years of service.

Leadership>

Cory Chappell, operations manager, Eastern Plate, ArcelorMittal USA

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine4

Jolice Pojeta

Over the years, ArcelorMittal has built its success on our employee’s commitment and talent. Together, we hope this ultimately leads to a rewarding career.

As such, our role as an employer also means a commit-ment to promoting and protecting the safety and well-being of our people. We have purposefully designated our first Sustainable Development Outcome to reflect that commitment to our employees: Safe, healthy, quality working lives for our people. Our success in achieving this outcome is a daily effort and one that we take very seriously. It encom-passes a wide array of areas that reflect who we are as a company. Ultimately, we realize it’s our people who create value for our company, customers and all our stakeholders.

Safety“Protecting the lives of our people is our most critical focus,” says Steve Thompson, director, health and safety, ArcelorMittal USA. “We remain 100% committed to providing a safe workplace for employees – our employees and their families deserve nothing less. Therefore, we are continu-ously looking to improve our safety performance.”

Each year, we strive to improve our safety performance through our Journey to Zero initiative and by reducing injuries. Year-to-date, our U.S. injury rate involving lost time and/or restricted cases is 1.92, which is

better than the full-year 2018 rate of 2.08 and slightly better than the 2019 improvement target of 1.97. This figure includes both employees and contractors and expresses the frequency of injuries per million hours worked.

As part of our continued safety efforts, a significant portion of all managers’ time is to be spent on the shop floor observing practices, procedures and equipment, and then identifying how we might make the workplace safer. We are continuously building on this foundation of safety knowledge by engaging every employee in the proper way to complete tasks and procedures. We believe that it is everyone’s responsibility to work together to achieve a safer work environment.

First-line managers (turn supervisors/shift managers), must conduct four observations per week (16 per month). To provide additional emphasis on HIRAC-Lite use, HIRAC use, and/or employees walking, climbing, boarding/deboarding, there a new requirement this year. First-line managers and middle managers (general managers, senior division managers, division managers and area managers) must conduct four additional observations per week (16 per month) at the job site that are focused on reviewing a HIRAC-Lite, HIRAC, and/or employees walking, climbing, boarding/deboarding. The additional observations must be document-ed in CEBOS and the monthly compliance will be evaluated at 200%. The requirement that each employee be observed at

least quarterly continues.When it comes to workplace

safety, ArcelorMittal USA Chief Operating Officer Keith Howell, stresses the importance of establishing and following the necessary safety procedures.

“We need to constantly review if we have the right procedures in place for perform-ing every operating and mainte-nance task, and if so, make sure employees are aware and trained in those procedures, and make certain those proce-dures are consistently followed,” says Howell.

Some of our safety continuous improvement activities include safety refresher trainings, enhancing shop floor audits, expanding risk assess-ments for all tasks and improving our incident investigation process with a focus on incidents with a potential for serious injury or fatality.

Together, ArcelorMittal and the United Steelworkers (USW) strive to ensure the safety of our employees and improve the safety performance of our operations. The USA leadership – which includes senior executives, union leadership and safety profession-als – continuously monitors safety performance through weekly reports, safety audits, conference calls and monthly meetings.

There is also a global joint health and safety council that consists of senior management and trade union leaders repre-senting ArcelorMittal facilities worldwide. The council supports local joint health and safety efforts with an overarching goal of transforming ArcelorMittal

into a fatality-free company and support joint-union and manage-ment committees.

Gary Bender, USW contract coordinator, USW Joint Health and Safety, adds, “The joint health and safety committee we enjoy in the U.S. between the United Steelworkers Union and ArcelorMittal USA, provides for a higher level of health and safety involvement which translates into a healthier and safer workplace on our shop floor where it matters most. We make the job safe or we don’t do it.”

Another strategy to improve our U.S. safety perfor-mance is maintaining our OHSAS 18001 certification, a voluntary international certification for safety management systems intended to help sites control risks by setting targets and monitoring safety performance. Last year, 13 U.S. facilities, as well as our Global R&D Center in East Chicago, maintained their OHSAS 18001 certification. Sites are in the process of transitioning from OHSAS to the new ISO 45001 Occupational Health and Safety Management Standard (see related article on page 5).

HealthOur Journey to Zero initiative also has a health component that encourages healthy lifestyles and fosters well-being, both at work and home. There are specific initiatives on smoking, drug and alcohol use, as well as exercise and programs to promote and support employees to reduce the risks of obesity, stress and fatigue.

ArcelorMittal’s national health initiatives are focused on encouraging employees to take

preventive measures to protect their health. Salaried employees are encouraged to complete biometric screenings, while represented employees are encouraged to receive wellness/preventive exams.

Each year, our facilities host company-wide education awareness activities, such as our Health and Safety and Workers Memorial Day in April and Health Week in early autumn that emphasizes preventive health care.

Additionally, the ArcelorMittal Employee Discount Program offers regional and national health club discounts, as well as significant discounts for products and services that support employee wellness.

Employee development To help employees with their career development, the company offers a wide range of develop-ment and training programs through the ArcelorMittal University. Our annual Learning Week in June is designed to inspire our workforce with several training options available to them. This year, we saw a 34% increase in salaried employee participation. Follow-up survey responses from 4,896 U.S. employees rated this year’s activities as either excellent or good.

In our company and industry in general, we know that many of our salaried and hourly employees are approaching retirement age. We are left with the challenge of training new employees in various facets of their jobs to avoid the risk of losing that knowledge when long-time employees leave the company. With that in mind, we continue to invest in our

talent, looking for individuals with great potential and managing the succession for key roles as part of our overall workforce planning process.

“Attracting, developing and retaining a highly motivated, skilled and engaged workforce is a major priority for us,” said Mary Lynn Gargas-South, general manager, human resources, ArcelorMittal USA. “About 22% of our salaried workforce and 24% of our hourly workforce have more than 30 years of service. Given these statistics, it is crucial to hire, train, and retain skilled employees to meet our future needs.”

ArcelorMittal encourages employees to actively develop their careers and explore the diverse opportunities to learn, grow, and progress within the company, taking pride in the fact that steel enables so much of what makes modern life possible.

Finally, safe and healthy lives are all about people – the 18,000-plus employees across the U.S. who each day, offer their time and talents to ensure ArcelorMittal produces the highest quality products for our valued customers.

“Ultimately, the success of our company rests on the strength of our people,” said John Brett, president and CEO, ArcelorMittal USA. “As we share the successes of our people, processes and products in the U.S., I am encouraged by our continued progress and optimisticabout future possibilities. We have made great strides, and an even greater future awaits through continued innovation.”

jolice.pojeta@arcelormittal.com

ArcelorMittal USA focused on safe, healthy and quality working lives for employees

Department managers conduct several safety audits each month and review risk assessments conducted by employees before completing certain jobs.

ArcelorMittal’s national health initiatives are focused on encouraging employees to take preventive measures to protect their health.

Certain work performed requires employees to fill out HIRAC or HIRAC-Lite forms which ask a series of questions regarding the safety of the specific task. This helps employees identify, evaluate and determine the safest way to perform certain tasks before the work begins.

Safe, healthy, quality working lives for our people

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine5

Liz Johnson

The worldwide figures for deaths from work-related injuries or diseases are staggering: 2.78 million a year. In addition, there are 374 million nonfatal injuries and illnesses. ArcelorMittal USA is committed to improving our safety performance and one way of doing this is to adopt the new ISO standard.

“This is a process-based approach involving top manage-ment and worker participation to

develop methods for improving our health and safety perfor-mance,” according to Beth Hill, project manager, BCA Environmental Consultants.

Hill consults our company and says the new ISO standard “uses systematic procedures and processes, including evaluating the effectiveness of implemented corrective actions.

The transition is complex, according to Mike Paterson, manager of health and safety at Warren. He says, “We spent a significant amount of time updating our policies, our

procedures and some of our processes. We’ve been communi-cating these changes and updates to our workers, employees and contractors.”

Nick Rivich, safety represen-tative and SMS coordinator, Indiana Harbor, adds, “The value of that is to make sure that everything is the same, that all the numbers correlate to each other, making it easier for individuals to understand and follow the system.”

ISO 45001 takes into account the interaction between an organization and its business

environment. The potential benefits include:• a reduction of workplace incidents.• the creation of a culture that encourages employees to take an active role in their own health and safety.• reinforced leadership commit-ment to improve health and safety performance.• reduced absenteeism and employee turnover, leading to increased productivity.• reduced cost of insurance premiums.• the ability to meet legal and

regulatory requirements.• an enhanced reputation.• improved staff morale.

“The result is going to be overall improvement in our health and safety systems,” Paterson believes. “The end goal is continual improvement.”

Ultimately, ISO 45001 is designed to protect both the physical and mental health of workers and aligns with

ArcelorMittal’s first sustainable development outcome: a commitment to provide safe, healthy, quality working lives for our people.

Read more about how the ISO 45001 impacts safety manage-ment systems at Warren in a related article on this page.

liz.johnson@arcelormittal.com

Setting a new standard for safetyHealth and safety are ArcelorMittal’s top priorities, but accidents and injuries still occur. That is one reason our company is adopting the ISO 45001 standard, a framework designed to increase safety, reduce workplace risk and enhance wellbeing at work.

Health and Safety>

Safety interlocks on fixed rail equipment include signage, green light signals and connected swing gates.

Summer Paris

ArcelorMittal Warren is installing safety interlocks on fixed rail equipment throughout the plant.

An interlock is a device that prevents a machine from harming its operator or itself by putting the machine in a safe state. To draw a comparison to our everyday lives, you might think about an elevator, which uses a safety interlock to prevent the elevator doors from being opened while in motion.

“Our goal is to keep people from getting on fixed rail equipment when it’s moving and thereby to eliminate opportunities to get crushed or pinched,” explained Mike Paterson, manager, health and safety, ArcelorMittal Warren. Employees receive training on mobile equipment safety, but this goes further to secure the equipment with interlocks.

Warren’s interlock system includes both visual cues and automatic controls. Specifically, a green light signals employees when it is safe to board and a swing gate triggers an automatic lock on the equipment when a worker opens the gate.

Pusher operator Bill Spitler works around this equipment every day and understands the

need for safety controls.“Due to the constant

movement of the very large machines and limited vision of areas around the machinery, the swing gates allow limited access to boarding. They also help increase awareness by announcing anyone boarding the machine,” added Spitler.

ArcelorMittal’s North American coke plants – including Warren, Burns Harbor, Monessen and Dofasco – meet at an annual roundtable to discuss best practices in safety and other areas. Safety around moving equipment has been a top priority for the group in recent years and each of the plants has developed programs.

“Through our joint union-company safety committee, and with direct input from employees, we developed and tested a safety interlock system on one piece of equipment. Then we gathered feedback from the coke plant roundtable and from hourly employees using the equipment, and we have continued to refine the system, so we are ready to install interlocks on all four pieces of fixed rail equipment at ArcelorMittal Warren,” said Paterson.

As ArcelorMittal facilities like Warren transition from the OHSAS 18001 safety management system standard

to the new ISO 45001 standard, initiatives like this will be necessary.

“The new standard prioritizes employee engagement in workplace safety. This is a great example of what we can accomplish when we work

together,” said Paterson.

summer.paris@arcelormittal.com

New interlocks enhance rail safetyContinuous Improvement>

Summer Paris

In most of the Great Lakes communities where ArcelorMittal operates, water appears to be an abundant resource. Unlike other water-poor regions of the world, we just turn on the tap, open the valve, and let it flow. It’s so easy, so available, so free-flowing, we might think our water is free and unlimited.

But at a recent workshop held at ArcelorMittal Cleveland, participants discovered the true – and sometimes hidden – cost of water to our business. They discovered that the water we use in our operations is actually quite expensive. And the price is going up. Meanwhile, our water resources are also facing a multitude of threats, from scarcity and water quality challenges to aging infrastructure and changing regulations.

So how is ArcelorMittal managing water, and how can we be more efficient and sustainable?

This was the central question of the special in-plant water efficiency training held in August at ArcelorMittal Cleveland. The workshop was developed and led by the U.S. Department of Energy’s (DOE) Better Plants

Program, with expertise from Oak Ridge National Laboratory (ORNL) scientists. The Better Plants Program partners with leading manufacturers like ArcelorMittal to improve energy efficiency and competitiveness in the industrial sector, saving money in the process. ArcelorMittal has been a Better Plants partner since 2013.

“We know that energy and water systems are interdepen-dent,” Bruce Lung of the DOE’s advanced manufacturing office told the group. “ArcelorMittal is a valued partner and has been a leader in helping us develop this pilot training to identify efficiencies at the nexus of energy and water.”

Rishabh Bahel, manager of utilities and energy conservation at ArcelorMittal Cleveland, kicked off the Cleveland workshop with some startling facts: “Water is essential to the steelmaking process, but to have a sustainable business, we must use our resources efficiently. We are spending millions of dollars a year to buy and handle water, and even as the purchase price of water is going up approximately 6% each year, we are consuming more of it. This directly impacts our cost of making steel and our competitive-ness in the marketplace.”

So, that was the goal of the

training: finding opportunities to save water and money through more sustainable water usage practices.

Facilitated by ORNL trainers Sachin Nimbalkar, Kiran Thirumaran, and Mini Malhotra, the workshop engaged a diverse set of employees from plant operations, engineering, maintenance, and research and development. The group chose one of the plant’s largest water consumers, the cold mill operations, as the primary focus for the training. They also looked at water use in the hot mill and powerhouse operations.

Thirumaran explained the approach: “Through this interac-tive workshop, we are able to use sophisticated DOE and Better Plants tools to calculate the facility’s true cost of water and to map the flow of water throughout the facility. Then you can use this information to identify projects that target water and cost savings.”

The hands-on workshop included both classroom training and field visits in the plant. Smaller working groups were assigned to tour specific operations to find leaks, to look for ways to conserve water and to identify opportunities for recycling and reusing. After two and a half

days, teams presented potential cost- and water-saving projects to senior management. Using Better Plants calculators, every proposed project showed real savings to the bottom line.

Vice president and general manager Mike Madar was encouraged that many of the ideas could be part of business

and strategic planning for the year ahead. “We often see improve-ment projects that can be hard to quantify or justify. But energy and water efficiency projects like these equate to real dollars. ArcelorMittal USA and the Cleveland plant have made great strides in tackling energy savings and we’ve built a lot of credibility. It’s clear that if we

don’t prioritize water conservation too, we will negate all of the other cost savings and efficiencies we’ve worked so hard to achieve.”

summer.paris@arcelormittal.com

Finding the true – and hidden – cost of water

Drawing on the workshop experience and tours in Cleveland, the Better Plants program will offer the water in-plant training to other industrial partners with similar goals.

Achievement>

The Burns Harbor Lake Michigan and Indiana Railroad (LM&I) team has worked for more than 1,000 days without an injury. This milestone period began on Oct. 29, 2016, and hit the 1,000-day mark on July 26, 2019... nearly three years injury-free!

“I am very proud of this team,” said Jim Lankford, manager, Lake Michigan and Indiana Railroad, who recently retired. “One thousand days

and counting without a reportable injury is a remarkable achievement for a group that works in all areas of the Burns Harbor plant in the harshest of Indiana weather conditions. Our employees are focused on keeping safety first and foremost on the job and are dedicated to the ultimate goal that everyone goes home to their family every day uninjured.”

Railroad team records safety milestone

Burns Harbor LM&I Railroad crew members continue to add to their latest injury-free safety record.

Congratulations to ArcelorMittal Warren for being our first USA facility to successfully transition to the new ISO 45001 standard for its Safety Management System! (October 2019)

5. Trusted user of air, land and water

1. Safe, healthy, quality working livesfor our people

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine6

Jolice Pojeta

As automakers are challenged to improve safety and fuel economy, they continue to search for new materials to meet higher performance demand of body structures. ArcelorMittal is joining our automotive partners in taking that challenge seriously, adding to its family of advanced high strength steels (AHSS) for the auto industry with the develop-ment of GI Fortiform® 980.

With the second generation of steels, body engineers had some limitations in using the higher strength grades for parts that play a role in energy absorption or parts that were complex in shape. The use of Fortiform® eliminates this limitation.

“The new GI Fortiform® 980 range of AHSS for cold stamping combines superior formability and ductility at higher strengths that exceed the capabilities of the second-generation AHSS, thus opening up significant new opportunities for AHSS in body engineering,” said Hassan Ghassemi-Armaki, lead research engineer, Global Research and Development, East Chicago. “This is a crucial advantage as carmakers come under pressure to further lighten vehicles as a part of their strategy to improve

fuel economy.”“Because of its superior

properties, GI Fortiform® 980 could help achieve weight savings of up to 20% compared to conventional AHSS while meeting the increasingly stringent crash and safety requirements,” said Qaiser Khan, senior engineer, Global Research and Development, East Chicago. “This grade is suitable for use in many structural parts of the vehicle that are affected during impact, including front and rear rails.”

GI Fortiform® 980 is compatible with the current welding systems used in the industry. The product was engineered to mitigate the challenges typical of higher strength AHSS such as liquid metal embrittlement and optimum weld strength. ArcelorMittal has studied four welding types of resistance spot-welding, laser welding, MIG brazing and gas metal arc welding with no signs of surface cracks in critical zones.

GI Fortiform® 980 joins grades Fortiform® 1050 and Fortiform® 1180. The successful launch of these AHSS grades over the past six years is further proof that steel is the most sustainable, adaptable and most affordable material to help automakers produce lighter vehicles and achieve their weight reduction

targets on-time without compromising strength and safety. It demonstrates that

ArcelorMittal has an unwavering focus on delivering value to the industry and the products it needs

into the future.

jolice.pojeta@arcelormittal.com

ArcelorMittal adds durable new steel grade

Hassan Ghassemi-Armaki (standing) and Qaiser Khan (seated) present details of ArcelorMittal’s new GI Fortiform® 980 steel grade at the 2019 Great Designs in Steel conference earlier this year. Inset: GI Fortiform® 980 1.4mm gauge axial crush results.

2. Products that accelerate more sustainable lifestyles

GM honors ArcelorMittal USA for quality and excellence

Accepting the GM Supplier Quality Excellence Award are (from left): Dennis Freeland, manager, customer technical services, ArcelorMittal USA, Kevin Neale, division manager, quality assurance, ArcelorMittal Indiana Harbor, Wendell Carter, vice president and general manager, ArcelorMittal Indiana Harbor, Mark Wu, supplier quality engineer, GM, Larry Crawford, quality manager, I/N Tek and I/N Kote.

GM brands include Chevrolet, Buick GMC and Cadillac (Pictured: Chevrolet Traverse).

Kelly Nissan

ArcelorMittal accepted the General Motors Supplier Quality Excellence Award for 2018 during an Indiana Harbor town hall meeting. General Motors representative, Mark Wu commended the nearly five hundred employees in attendance.

“It’s my great pleasure to

present this award to ArcelorMittal,” said Wu. “General Motors appreciates your effort, dedication and contribution in supplying high-quality steel to General Motors.”

ArcelorMittal Indiana Harbor vice president and general manager, Wendell Carter added, “this award is earned by all of you – each and every one contributes to our success, and we thank General Motors

for this recognition.” Recipients of the award

are ArcelorMittal Indiana Harbor, I/N Tek and I/N Kote, and AM/NS Calvert.

kelly.nissan@arcelormittal.com

10. Our contribution to society measured, shared and valued

Jolice Pojeta

Fincantieri Bay Shipbuilding and The Interlake Steamship Company recently hosted a ceremonial first-cut-of-steel event, celebrating the historic start of construction on the first U.S.-flagged Great Lakes bulk carrier built in more than 35 years.

After careful preparation by Fincantieri Bay Shipbuilding’s blast and prime team, its fabrication team prepped and then cut the steel with automated precision within the shipyard’s largest fabrication building in Sturgeon Bay, Wisconsin.

ArcelorMittal Burns Harbor was the source of the steel used in the ceremony and is the premiere steel provider for the project.

“The first cut of steel is a major milestone that signifies we, along with Fincantieri Bay Shipbuilding, are ready to begin production on this historic project,” says Interlake President Mark W. Barker. “We are extremely proud to build our company’s first ship since 1981 on these freshwater shores with the hardworking women and men who help power our industry and with American-made steel from the iron ore we carry on our U.S.

flag fleet vessels. It’s a true Great Lakes success story.”

“ArcelorMittal is privileged to serve as a steel supplier for the newest bulk carrier on the Great Lakes,” says Gary Mohr, vice president of supply chain management at ArcelorMittal USA. “The expansion of Interlake’s fleet will further support water commerce and the movement of raw materials using the safest, most efficient and environmen-tally friendly method of transpor-tation. The construction of a new bulk carrier is a great example of how the steelmaking process comes full circle.”

The new River-Class, self-unloading bulk carrier is believed to be the first ship for U.S. Great Lakes service built on the Great Lakes since 1983. Measuring 639 feet in length (78 feet W, 45 feet H, 28,000 DWT), the ship will transport raw materials to support manufacturing throughout the Great Lakes region. The Interlake Steamship Company, Fincantieri Bay Shipbuilding and Bay Engineering are jointly designing the bulk carrier, complete with advanced vessel and unloading systems automation.

“Our workforce is very proud to begin construction on what will become a “homeport ship” so to speak,” says Fincantieri Bay

Shipbuilding’s Vice President and General Manager Todd Thayse. “This large-scale bulk carrier will be built on the Great Lakes and operate right here on the Great Lakes, which creates a sense of local and regional pride. Today’s ceremony with Interlake was a great way to demonstrate how excited and appreciative we are for their continued confidence in the quality of our work.”

Fincantieri Bay Shipbuilding’s nearly 700 skilled trade workers will build the carrier, scheduled for completion in mid-2022. It will also generate business for partnering contractors, vendors and suppliers. Major partners for the project include: American Bureau of Shipping (ABS); Bay Engineering (BEI); EMD Engines; Caterpillar; EMS-Tech, Inc.; Lufkin (a GE Company) and MacGregor.

“The Interlake Steamship Company is always proud to build locally, supporting surrounding communities and states – a legacy that we began more than 100 years ago,” Barker says. “We live and work in the Great Lakes region, and promoting growth and the positive economic impact of Great Lakes shipping is integral to our mission and vision as a leader in this industry.”

jolice.pojeta@arcelormittal.com

First cut of steel for new Great Lakes bulk carrier

This Is Us>

The first cut of steel plate, supplied by ArcelorMittal Burns Harbor, was highlighted at a recent “first cut ceremony” celebrated by employees of Fincantieri Bay Shipbuilding and Interlake Steamship Company. Burns Harbor is the premiere steel supplier for the newest bulk carrier that when built, will service the Great Lakes, as well as the Burns Harbor facility.

Awards>

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine7

USA facility begins 50001 Ready process for energy management

50001 Ready program can be an important step to:

Jolice Pojeta

ArcelorMittal Burns Harbor has started the process of becoming a 50001 Ready facility.

The U.S. Department of Energy’s (DOE) 50001 Ready program is a self-guided approach for facilities to establish an energy management system and self-attest to the structure of ISO 50001, a global standard for energy management systems. The 50001 Ready program is designed to set industrial facilities on a path to eventually attain full ISO 50001 certification.

“Burns Harbor is excited to be working toward becoming 50001 Ready and, eventually, 50001 certified,” said John Mengel, vice president and general manager, ArcelorMittal Burns Harbor. “In many ways, Burns Harbor has been preparing for this process for several years now, making great strides in implementing practices that are making us a more energy-effi-cient operation. I have great confidence in the team that has been assembled to execute this important energy manage-ment program.”

Burns Harbor actually began the process in 2018.

“We started the discussion when Dave Erman, our key sales account manager for Nissan, was approached by the auto-maker to see if our company was interested in becoming 50001 Ready through a supplier program offered through the U.S. DOE,” said Larry Fabina, manager, continuous

improvement, ArcelorMittal Burns Harbor. “Most of our automotive customers are becoming either 50001 Ready or ISO 50001 certified and we felt this would be a natural progression for our facilities that have been engaged in various energy reduction activities over the years.”

To receive the 50001 Ready designation, the DOE provides a tracking tool, the 50001 Ready Navigator, through which Burns Harbor will self-assess its progress in four energy topic areas: planning, energy review, continual improvement and system management. There are 25 tasks listed in the tracker that need to be satisfied to become 50001 Ready. Following a gap assessment earlier this year, Burns Harbor already meets the criteria involved in 8 of the 25 steps and partially meets another 13.

After notifying the DOE with the intent to pursue 50001 Ready fully, Burns Harbor was assigned a 50001 consultant to assist in the process. An initial onsite training session this past summer included two other Nissan suppliers. A core energy team will lead the effort, although the entire Burns Harbor workforce will be eventually be involved.

“We anticipate the process will take 12 months to complete,” added Fabina. “Becoming 50001 Ready is important for the sustainability of the Burns Harbor facility. Energy continues to be a major portion of our conversion costs. We need to better control our energy costs and 50001 Ready will help us do just that.”

jolice.pojeta@arcelormittal.com

Summer Paris

After a two-day energy treasure hunt, ArcelorMittal Warren uncovered more than a million dollars in potential energy- and cost-saving projects.

A treasure hunt is a process for engaging employees to look for simple and low-cost ways to save energy. The Warren facility was one of a select group of Better Plants Program partners picked to host the in-plant treasure hunt workshop, facilitated by the U.S. Department of Energy (DOE). ArcelorMittal USA joined the DOE’s Better Plants Program in 2013 with the goal of reducing corporate-wide energy intensity by 10% over 10 years.

In support of that goal, on August 25-26, 2019, a team of Warren facility leaders conducted a treasure hunt. Joining them were colleagues from ArcelorMittal Burns Harbor and Cleveland, USA engineering, and Global R&D, as well as experts from the DOE and Oak Ridge National Lab.

The group split up into two teams and spent the first day in the plant “hunting” for opportuni-ties in both the cokemaking operation and powerhouse facility. On day two, they learned about several smart tools from Better Plants, used to calculate energy and cost savings for each of those opportunities.

“When we are searching for energy efficiencies, no project is too small. Small projects can add up to big savings,” ArcelorMittal Warren Operations Manager Joe Magni told participants.

This is especially true for the Warren cokemaking facility, which already has energy-efficiency embedded into its business model. The facility recycles its coke oven gas at an onsite powerhouse and generates steam and electricity to power the operation. Joe

explained that because the facility already operates so efficiently and its energy costs are low, it can be challenging to find impactful, cost-effective projects.

In other words, much of the energy “treasure” has already been claimed. But the treasure hunt team on the ground was not discouraged. In the end, they identified a handful of measurable, quick-payback projects that, together, could save more than one million dollars if implemented.

Projects like these can be “home runs,” Joe said, directly

hitting the facility’s bottom line by reducing the operating cost per ton of coke produced.

The projects identified were diverse. They focused on everything from reducing compressed air leaks and installing LED lights to implementing boiler blowdown controls. One area of opportunity highlighted as high-potential was to develop a plant-wide strategy to reduce steam leaks.

According to Joe, “The treasure hunt was a tremendous success and we are including

some of the projects into our 2020 business plans.”

David Magni, electrical maintenance manager, helped organize the event and recruited colleagues to get involved. “It is really a privilege to be selected for this Better Plants in-plant training. It can be difficult to get away from the day to day maintenance demands of the plant, but when we dedicate time and resources and work together to develop new and innovative energy-saving ideas, the results can be incredible. The fact that

our team came out on a Sunday for the treasure hunt shows how committed our people are to the success of this plant.”

Sachin Nimbalkar, technical account manager for Better Plants Program, helps and supports program partners every step of the way to reach the Better Plants target with resources, advisors, webinars, workshops, and in-plant trainings.

“One of the major barriers manufacturing facilities face as they are trying to identify energy efficiency opportunities

to improve their energy perfor-mances is a lack of user-friendly energy system and energy management software tools and effective training on how to use them. The DOE’s Better Plants program provides both,” said Sachin.

summer.paris@arcelormittal.com

Treasure hunt uncovers $1 million-plus in savingsSustainability>

Treasure hunt teams explored the Warren facility looking for energy-saving opportunities. Here, Dave Stowe, byproducts manager, shows Better Plants Program technical account manager Sachin Nimbalkar some of the plant’s water and steam systems.

cutting operational costs.

achieving continual operational improvement.

improving risk management.

staying competitive in the marketplace.

6. Responsibleenergy user that helps create a lowercarbon future

ArcelorMittal Cleveland was first recognized as 50001 Ready in 2018, and its 50001 Ready status was renewed for 2019.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine8

Derek RusinOperating technician, 80" hot strip mill, Indiana Harbor

Firefighter and emergency medical technician, Lake Hills Fire Department, Schererville, Indiana

“It’s important for me to a be a first responder to give something back to the community in which I grew up.”

Shannan DuncanCrane operator, finishing, Burns Harbor

Liberty Township Volunteer Fire Department (safety officer/EMT), Notre Dame College Medical Outreach EMT

“I enjoy helping those in their time of need and giving back to my community.”

Kevin NoirotComputer programmer (contractor), information technology, Indiana Harbor

Former fireman, paramedic and search and rescue coordinator, Cass, West Virginia

“I volunteered as a fireman, paramedic and search and rescue because I wanted to be useful to my community. As a combat veteran, I knew that I could perform well under pressure and remained physically fit. Nothing has ever felt so rewarding than knowing you have helped to keep someone alive when they needed help!”

Matthew MahonMTE in MEU, CPR instructor, grievance committeeman, Cleveland

Deputy Sheriff for Portage County, Ohio, and law enforcement officer since 2000

“I love being a first responder because I like to help people. We often see people at some of the most tragic times of their lives, and it’s a great feeling to be able to help them in any capacity we can.”

R.D. ParpartManager, USA craft training, ArcelorMittal USA

Firefighter Town of Merrillville (Indiana) Fire Department

“It is important to me because it gives me the opportunity to help serve my community in a role that many consider too dangerous or too time-consuming to do.”

Dan HamiltonReliability engineer, mobile equipment, Minorca Mine

St. Louis County (Minnesota) Search and Rescue and Minorca’s medical and confined space rescue teams

“I volunteer with St Louis County Rescue Squad as an opportunity to give back to my community. I specialize in technical rope and swift water rescue, where I can leverage my knowledge in engineering principles for

the benefit of the team. We serve roughly 400 calls a year in an area bigger than the state of Connecticut. This call load provides the opportunity to practice emergency response skills that Minorca benefits from, fortunately only a few times a year. Given the nature of our community, it is not uncommon to be called to help a co-worker in situations away from Minorca.”

ArcelorMittal USA salutes our first responder heroes

Jolice Pojeta

Oct. 28 marks the first National First Responders Day in the United States designated by the U.S. Senate earlier this year. An estimated 4.6 million career and volunteer firefighters, police, emergency medical technicians and paramedic workers serve communities across the nation, according to the Department of Homeland Security.

In honor of National First Responders Day, ArcelorMittal USA salutes some of our very own employees and contract employees for serving their communities. Our people make the best steel products, but they are also volunteering their time in an emergency to help their neighbors in need. Here are some of those hometown heroes who give their time and sacrifice to help others when seconds count. Thank you for all you do to keep our communities safe!

jolice.pojeta@arcelormittal.com

If you’re an ArcelorMittal employee and a first responder, we’d love to feature you in our communications. Please email us at usa1@arcelormittal.com.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine9

Dave GuteliusMTE and medical first responder, I/N Tek and I/N Kote

Firefighter with LaPaz (Indiana) North Township Fire Department

“I joined the fire department because so many volunteer departments are greatly undermanned. Having served six years in the U.S. Navy, I wanted to serve again. I also wanted to show my kids that there is more to being a part of the community than just living in the community. I’m proud that my daughter, Carly (left), recently joined me on the department as a cadet and is learning the skills necessary to become a firefighter.”

Richard CooperOperating technician, finishing, Burns Harbor

Firefighter at New Buffalo, Michigan

“I volunteer as a firefighter because of community pride, plus what kid doesn’t want to ride on a fire truck?”

Barry MessnerSenior operating technician, Coatesville

Firefighter, fire chief and engineer with the Honey Brook (Pennsylvania) Fire Company

“I became a firefighter initially with friends 32 years ago because it was fun to run calls and be part of the camaraderie of the firehouse. As I got older, my view on volunteering changed as a became a family man and homeowner. I volunteer because I would want someone to assist me or my family if need

be. Our local fire company is 100% volunteer and every person is needed 24/7.”

Brad MartinPusher machine operator, Monessen

Firefighter and captain, Stockdale (Pennsylvania) Volunteer Fire Department

“Firefighting is important to me because I have a desire to help people in need and I feel this is a great opportunity to do so and help my local town.”

Our People>

Summer Paris

Dave Trikones wasn’t even supposed to be at Indian Creek High School’s annual summer band camp. His son had already graduated, but Dave goodheart-edly agreed to stay on because they needed the help. He worked his job as a mechanical equip-ment specialist at ArcelorMittal Weirton in the day and then commuted to the camp at West Liberty College to assist in the evenings. Little did he know that the help he would give would save a young student’s life.

On the evening of July 24, Dave was in the school cafeteria after dinner when he heard some of the kids’ panicked screaming.

“She passed out!” they cried.

“Something just told me to run,” Dave recalled. “I ran outside and found a 15-year-old band student unconscious, ashen, and unresponsive. I checked and found she wasn’t breathing

and had no pulse. She had begun to turn purple.”

Dave immediately began to administer CPR while someone alerted the staff nurses and called 911. He had been trained in CPR and AEDs (automated external defibrilla-tors) at ArcelorMittal. Dave continued CPR compressions until a nurse arrived. The nurse took over compressions while Dave and another nurse opened and prepared the AED. “Using the defibrillator, we were able to shock the student, at which point we had gotten a pulse.”

EMS arrived and the student was transported by life flight helicopter to Children’s Hospital in Pittsburgh. She made a full recovery after receiving a defibrillator implant in her heart.

When Dave initially responded to the girl who had collapsed, he didn’t know her name or anything about her. She was a stranger to him, one of the 140-plus kids in the band. But she needed help and he was prepared to give it.

Of course, they will now forever be connected by this life-changing experience and Dave can’t help but get a little emotional about it. He learned her name is Sydney, she has a loving family, and she plays the sousaphone.

“It was such a joyous day when her mom sent me the picture of Sydney sitting up in her hospital bed smiling. The trauma doctor said she should have no ill effects and should be able to return to normal life. We are all anxious to see her carrying and playing her instrument again! She is a small girl and plays a 60-pound instrument,” Dave said.

“Sydney’s family and I want to thank ArcelorMittal for the training in CPR and defibrillator usage. Had it not been for my training, it could have been a much different outcome for this family.”

summer.paris@arcelormittal.com

Weirton employee saves teen’s life using CPR training

Dave Trikones (center) with Sydney (right) and her mother April (left).

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine10

Health Week 2019Taking steps toward good health and a good lifeArcelorMittal employees across the United States took part in our company’s 2019 Health Week activities – from strolls through the city and the countryside, to medical tests and even massages!

Kelly Nissan

Hard-working ArcelorMittal employees dedicate a lot of hours

to their jobs. Many struggle to find the time to take care of their health and enjoy hobbies they love. But according to internal survey results, they place a high value on being able to split time

and energy between work and other aspects of their lives. Achieving this work-life balance can sometimes be a challenge.

Did you know the ArcelorMittal corporate responsi-bility team plays a role in creating quality-of-life opportunities for employees? In cooperation with our nonprofit community partners, the corporate responsi-bility managers craft partnerships which make it convenient and fun for employees – and sometimes family members – to engage.

Health and wellnessOne such partnership for ArcelorMittal Burns Harbor and Indiana Harbor is with Franciscan Health. It is the largest healthcare provider network in Northwest Indiana.

Employees are offered in-plant health fairs and numerous “lunch and learns” during SummerSafe and WinterSafe, on topics from heart health and stroke prevention to weight management and skin cancer spot checks. These free health and wellness offerings are often

available to employees during work hours, which makes it convenient to balance work with personal care.

“We are blessed to be one of ArcelorMittal’s partners,” said Rick Peltier, executive director, Franciscan Health Foundation, Northern Indiana. “ArcelorMittal’s support of our community outreach efforts makes a difference and is a positive impact in Northwest Indiana.”

In addition to employee-focused events, the partnership extends into the community to support programs for hundreds of families. In 2019, community events include “Safe Kids Day,” a time to celebrate kids, prevent injuries and save lives; a car seat safety clinic and “Inspiring Women, Just Dance.” ArcelorMittal employees are offered free, advance registration for sponsored events.

The ArcelorMittal – Franciscan Health partnership is just one example of how our approach to philanthropy extends past the traditional community donation. Our partners play an

important role in helping us live out the commitments identified in our 10 Sustainable Development outcomes.

kelly.nissan@arcelormittal.com

Community partnerships play a role in work-life balanceCorporate Responsibility>

To celebrate National Child Passenger Safety Week, ArcelorMittal provided a grant to Franciscan Health to hold a car seat safety inspection and several employees donated their time and talent to help. At the event, Technicians measured and weighed the children to ensure they properly fit the seat. They also instructed parents on the correct placement and attachment of safety seats.

Each child who attended Safe Kids Day received a bike helmet courtesy of ArcelorMittal.

PiedmontRichfield

Cleveland

Burns Harbor

Research & Development

I/N Tek and I/N KoteIndiana Harbor

ChicagoRiverdale

Weirton

1. Safe, healthy, quality working livesfor our people

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine11

Employee-driven fitness builds muscle and camaraderieKelly Nissan

As a company, ArcelorMittal hosts two annual events which focus on the safety and health of our employees – Health and Safety Day in April and Health Week in October. However, many employees keep the focus going all year long by creating their own events and teams.

In Indiana, our Global Research and Development and Indiana Harbor employees find fun and creative ways to stay active and enjoy camaraderie outside of work.

Scientists, engineers and technicians get sand in their shoes playing volleyball on the court they made on the property at Global R&D in East Chicago. Others play table tennis, basketball or walk on the mile-long trail which encircles the campus.

Dana Junglas sets up several activities for fellow employees, including a stretching program that 30 or so do each morning: a push-up and plank challenge and the biggest loser competition which attracted 80 employees.

“I enjoy promoting group activities here at R&D,” said Junglas, “not only because of the fitness benefits and competition but because it also builds positive morale among co-workers.”

Indiana Harbor employees Bill Sammon and Tom Barnett admit that much of their jobs involve sitting. So they have a tradition to

bike to work one day each year. They peddle their way to work starting in Chesterton and finishing in East Chicago - about 40 miles. They stitch together as many dedicated bike trails as possible to stay off main roads. Traditionally, it’s been just the two of them, but this past year, they were joined by a few new riders and hope to grow in numbers.

“Bill and I ride together a lot during the summer on the trails throughout Northwest Indiana,” said Barnett. “We enjoy riding from Beverly Shores through Michigan City by the zoo into New Buffalo. Our trail system is amazing.”

In Chicago, ArcelorMittal employees participate in a lunchtime fitness class once a month. The schedule alternates between a calming yoga class to a high-intensity interval training session taught by Anthony Fortuna, who is the son of Lisa Fortuna, manager, investor relations. In the high- intensity class, ArcelorMittal employees break a sweat lunging, planking, lifting weights and more! The workout classes are a great way to interact with coworkers while staying fit and active during the day.

kelly.nissan@arcelormittal.com

Gary Lissimore after his healthy transforma-tion and 100-pound weight loss.

Bernard Kolat at his heaviest, posing with his son (left); and after healthy lifestyle changes and 80 pounds lighter (right).

Summer Paris

ArcelorMittal Warren has about 170 employees and it functions a lot like a work “family.” So when a couple of guys started making healthy lifestyle changes and visibly dropping weight, their coworkers took note.

“You look 10 years younger!” Gary Lissimore’s colleagues have told him.

“That’s great to hear,” Gary said, “But it’s even better that I feel so much better.”

Over the past year and a half, Gary has lost 100 pounds. He had battled his weight before and even had some success, only

to gain the weight back. But he knew something had to change when he was losing mobility, was always out of breath, and was frequently in pain.

So this time he took a different approach with a goal of losing the weight … and keeping it off. “To do that, I had to learn the science of nutrition. Fad diets never worked for me.”

What is working for Gary is limiting his carbohydrates and strictly monitoring the glycemic index of the foods he eats. “I don’t count calories, and I don’t really feel like I’m denying myself food. Instead, I’m only eating healthy carbs and replacing unhealthy ones with better choices.” So, for example, he loves pizza, but

now he eats it on a cauliflower crust instead of one made with white flour.

Gary’s cowork-ers have been supportive of the positive changes he’s made. “I’m an electrician and I have to move all over the plant. When I go up a bunch of stairs now at work, I feel like I’m floating up. I don’t feel like I’m trapped in my body anymore.”

Bernard Kolat’s inspiration to get

healthy travels at about 43 miles per hour. That’s how fast his nationally ranked speed skating 12-year-old son can race.

“My own father died of a massive heart attack at age 42. I stepped on the scale six months ago, saw the number and kind of freaked out. I have three kids, including my 12-year-old Kyle, who speed skates, and I want to be around to see him compete. I don’t want to miss out on the things my father missed out on,” Bernard confided.

Like Gary, Bernard had tried diets before that didn’t work. Following what is popularly known as the “keto” approach, Bernard has been able to lose 80 pounds by making healthy nutritional choices. He too limits carbohy-drates and sugars, which was especially important because he was being treated for diabetes.

“Since losing the weight, my doctor has taken me off all diabetes, cholesterol and blood pressure medication. I feel like a million bucks.”

Bernard admits the changes weren’t easy at first, but his family tackled them together and after a while, his appetite for sweets and starches was gone. “I’ve completely changed my life,” he said, and he’s thankful he is healthy enough now to travel the country watching Kyle compete.

Summer.paris@arcelormittal.com

Two employees minus 180 pounds equals a healthier life

Health>

The volleyball team at Global Research and Development plays during lunch four times per week. On Fridays, they rest up and enjoy eating lunch together.

Indiana Harbor bikers include (from left) Tom Barnett, Bill Sammon, Sergey Trenkinshu and Tony Lemon.

Employees run for fun and fitness

Despite overcast skies and spitting rain, more than 1,200 people – including nearly 100 ArcelorMittal employees – stretched their legs and got their hearts pumping at the YMCA’s Hub Run in Crown Point, Indiana. Complimentary registration for the Hub Run was available to ArcelorMittal employees on a first-come, first-serve basis. It’s one aspect of the Crossroads YMCA partnership which supports our company goal to provide safe, healthy, quality working lives for our employees.

• CVS pharmacies and MinuteClinics provideflu shots for plan participants and their eligible dependents from Oct. 1, 2019, through Feb. 29, 2020.* Bring yourprescription card, photo ID and medicalinsurance ID card.

• You may also get the vaccine through yourmedical plan at your doctor’s office.

* For covered USW working spouses with primary coverage through their own employers,any costs incurred beyond that coverage for flu shots at CVS, can be submitted to CVS Caremark for reimbursement.

Avoid close contact with sick people. Avoid touching your eyes, nose and mouth. Cover your coughs and sneezes and wash your hands often (with soap and water).

A yearly flu vaccine is the first and most important step in protecting against flu viruses.Everyone six months or older should get an annual flu vaccine. Protect yourself. Protect your family. Get vaccinated.

You may be tough, but you’re not as tough as the flu.

Antiviral drugs can be used to treat flu illness and can make illness milder and shorten the time you are sick.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine12

MTEs show initiative, improving crane safety and reliability

Jolice Pojeta

Enhanced supply chain manage-ment is the goal of a system of kiosks at some operating facilities across ArcelorMittal USA.

These touch-screen kiosks allow truck drivers to check themselves in when they enter the gate. In less than one minute, truckers can be on their way into the facility to pick up a load or to exit the plant with their cargo. At the integrated locations, the average time from check-in to check-out can be about one hour, depending on how long it takes a carrier to prepare his/her load for shipping.

“The system provides a more efficient flow of truck delivery traffic,” says Brandon Rafacz, manager, central logistics, ArcelorMittal Burns Harbor. “In dealing with our carrier base, they want the simplest check-in process possible and prefer an

automated solution. Since the check-in and check-out process is autonomous, shipping hours can potentially be expanded at the scale gates.”

The kiosk resembles an automated teller machine (ATM). Truck drivers picking up or delivering a shipment simply key in some basic information at the kiosk right from their truck cab.

“The simple and organized layout of the screens, coupled with the fact that kiosks of varying sorts are widely used throughout the world, means the drivers didn’t have much trouble using them,” says Jason Kresal, engineer, power and utilities, MEU, ArcelorMittal Burns Harbor. “If there are any issues, there is a means of communication at the kiosk to allow the dispatcher in the scale house to assist.”

The self-service kiosks are available at Indiana Harbor East (two), Cleveland (six) and Riverdale (one). Burns Harbor had two units installed in June

with service starting in July.Rafacz says Burns Harbor

and Indiana Harbor are using the system only for outbound steel shipments. Cleveland has drivers using them for both coil shipments and any inbound or outbound commodity shipments that require a scale weight.

Truck carriers like the system because drivers spend less time waiting to get processed going in and out of our gates. ArcelorMittal also benefits because it makes the truck shipment process work faster and reduces costs.

“Eventually, we would like to expand kiosk use at Burns Harbor to include commodity shipments like Cleveland,” adds Rafacz. “The central logistics organization is always looking for process improvement opportunities and these kiosks are effective examples of that.”

jolice.pojeta@arcelormittal.com

Automated gate kiosks help carrier drivers ‘keep on truckin’

Supply Chain>

Truck drivers are using automated kiosks at all three ArcelorMittal USA integrated facilities: Burns Harbor, Cleveland and Indiana Harbor. The technology is similar to that of ATMs.

Follow ArcelorMittal USA

Kelly Nissan

To enhance crane reliability and safety, employees at Indiana Harbor’s 80" hot strip mill took it upon themselves to install a static timer system to replace an outdated relay control system.

The original devices were mechanically complex, making it difficult to set them uniformly. The cranes had inconsistent accelerations on the bridge drives, which resulted in broken driveshafts and gearboxes, stripped couplings and excessive wear on the wheels.

The mill had previously invested in updating one panel, moving it from relays to static timers to control crane accelera-tion. But more needed to be done and that would take time and money.

“We saw how well it worked on the one that was upgraded from the Cutler-Hammer to the Square D system,” said MTE Roger Bailey.

His co-worker Vance Gardner thought they could build the other timer systems and finish the upgrades themselves. So, the two MTEs sat down with pencil and paper and drew the plans. Once their idea was solid, they took it to Dan Hatten, process manager at the 80" hot strip mill.

Hatten credits them with the successful planning and execution of the in-house project, noting that they often come to him with ideas.

“All my guys come to me with ideas and I love that. But Roger and Vance led the effort on this one and showed a lot of initiative. We also had valuable

Indiana Harbor MTEs Vance Gardner and Roger Bailey demonstrated the kind of initiative our company appreciates and encourages. They designed and built a static timer system to improve crane reliability at the 80" hot strip mill.

input from the electrical group. Together, we worked out all of the issues for long term success.”

The upgrade resulted in replacing twenty components with five static timers. With the new static timers, the crane operates smoothly, and sudden acceleration has stopped.

“Anything we can do to keep from going up and down that

crane all day is good for me,” said Vance. “If a crane is broken down and we run out of steel, that’s not good for the company or me.”

kelly.nissan@arcelormittal.com

1. Safe, healthy, quality working livesfor our people

Work instructions are a vital component in ensuring workplace safety. Qualified team members should always review the instructions to make sure they are clear and accurate.

Liz Johnson

One of the best ways to make sure you and your co-workers are safe on the job is to make sure you have proper work instructions. And there are some simple steps you can take to create them.

To begin, the person writing the instructions must know how to do the task and it’s good to get help from others who know how to do the job. The steps should be in order and the explanations should be in small, easily understandable segments.

The instructions should begin with a verb because the reader must do something with each step. Each step should be a small piece. One step shouldn’t contain multiple things to do at the same time.

Steps should be written in a logical order. Don’t assume that a worker will read all steps before beginning the task.

Work instructions should be carefully reviewed before publishing. Ask others who are familiar with the task to check them and make sure they can be understood.

Remember: opinions, preferences or choices don’t have a place in work instructions. Instructions are not about what might happen. Instructions are factual, stating an action that must be performed.

In the anatomy of a work instruction, there should always be a title, safety section, procedures section, picture number referring to steps in the procedure and a page number. Additionally, include the purpose and scope of the work instruction, a summary of any changes made to the work instruction and the revision date, as well as who approved the document.

“We continue to see too many injuries on jobs that don’t have proper work instructions,” said Brian Wagner, manager, USA

How to create effective work instructions

Health and Safety>

safety. “It’s everyone’s responsi-bility to make sure that, before beginning a job, you have the proper work instructions.”

liz.johnson@arcelormittal.com

Work instructions are the focus of October’s Safe

Sustainable Steel video.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine13

Tinkering their way to the topSummer Paris

A group of middle school students from Open Doors Academy (ODA) in Cleveland spent a week tinkering. They took things apart, put them back together, experimented with tools, and explored curious questions like “How does this work?” and “How is it made?” The experience was part of a

unique summer camp called “From Tinkerer to Thinker to Manufacturer,” designed and led by a team of STEM profes-sionals at ArcelorMittal Cleveland.

During the school year, the nonprofit Open Doors Academy engages students in extensive afterschool programming, offering academic and social support in hopes of breaking the cycle of poverty for students and their families. To prevent the “summer slide” that many

students experience when school’s out, ODA works with partners like ArcelorMittal to engage students in more than 60 individual weeklong summer camps. Camps allow kids to have fun and explore new interests, as well as expose them to future career paths.

“ArcelorMittal needs to develop and attract the next generation of engineers and skilled workers. This program presents a unique opportunity

for these kids that I never really had. Even if it just gets one student interested in our industry, it’s worth it,” said Mike Silla, process manager, mechanical maintenance and one of the program volunteers.

Mike Poggi, ODA’s middle school program manager agreed, “Experiences like the summer camp with ArcelorMittal are essential for our scholars’ development. It’s a key part of what Open Doors Academy aims to do for the kids we serve. By exposing them to STEM learning through a partnership with ArcelorMittal, we help them grow and see the real-world application of what they learn in and out of the classroom.”

The philosophy of the camp was that kids would learn some STEM fundamentals from our

industry – mechanical and electrical concepts – through engaging, hands-on activities. For example, after learning about how gears work, the scholars used special kits to build a miniature working crane that could lift a plastic water bottle.

Volunteer Ed Cogan, manager, mechanical mainte-nance, said, “It was a great learning moment when one of the campers realized the impact of adjusting gearing inputs and output – and then tried to redesign his crane to lift one of the conference room chairs!”

Later, mechanical engineer Dylan Wynn led the students on a behind-the-scenes tour of the hot strip mill and showed off how gears and cranes are utilized in a real manufacturing environment.

Other activities included

building an electromagnet, assembling a solar-powered toy car, taking apart a motor, learning how circuits work and experi-menting with basic coding for industrial automation and robotics. They might not have realized it because they were having too much fun, but every activity required students to practice specific critical skills such as measuring and doing basic math, using hand tools, following written instructions, problem-solving and more.

“ODA’s partnership with ArcelorMittal has become a model we have used over and over again with other partners. These are opportunities that ODA scholars and other kids might never otherwise experience,” said Poggi.

summer.paris@arcelormittal.com

ArcelorMittal Weirton partnered again this summer with Ohio River Valley Water Sanitation Commission (ORSANCO) for the annual River Sweep litter cleanup event on June 15.

The Ohio River Sweep extends the entire length of the Ohio River, including sites in and around Weirton, West Virginia, where ArcelorMittal operates

a finishing facility. Volunteers from six states participated and among them were 12 dedicated volunteers from ArcelorMittal Weirton. Rich McCullough organizes the Weirton team’s participation. McCullough is the manager of railroad and MEU services and a member of the facility’s Council for Stronger Communities. The ArcelorMittal

team collected 15 giant bags of trash at this year’s event.

The volunteers for the Ohio River Sweep have made tremen-dous progress cleaning the Ohio River. Yet, litter continues to be a global problem. Volunteers make a positive impact in the Ohio River watershed by participating in the Ohio River Sweep.

Our employees help clean up Ohio River watershed

Environment>

Inset: ArcelorMittal Weirton volunteers at River Sweep: RJ McCullough, Larry Droppleman, Rich McCullough, and John Vallone (from left to right).

Mechanical engineer Dylan Wynn (yellow hat) led Open Doors Academy scholars on a one-of-a-kind tour of the hot strip mill. ArcelorMittal Cleveland employees who developed and led the camp included Ed Cogan, Tom Dinh, Patrick Dobrowolski, Kevin Forrest (intern), Mark Heflin, Brian Kammer, Greg Oprisu, Rich Repuzinsky, Debbie Santora, Mike Silla, Dave Umerley, Dylan Wynn and Katy Ziats.

Kathy Abretske

When we heard there was going to be a celebration of the 150th anniversary of the Transcontinental Railroad at Promontory National Historic site in Utah on May 10th, we decided to plan our 2019 road trip. Since my partner, Greg, and I are history buffs, as well as railfans, it seemed like the perfect adventure. To make it even better, Union Pacific Railroad was ready to take the rebuilt Big Boy steam engine 4014 from their shops in Cheyenne, Wyoming, to Ogden, Utah, to join the fun.

The 4014 is one of eight Big Boy class engines left from the group of 25 that American Locomotive Company in Schenectady, New York, released to Union Pacific (UP) in the early 1940s. Our legacy company, Bethlehem Steel, provided the steel for their fireboxes and boilers. These huge engines (1,250,000 pounds), were

needed to haul freight over the Wasatch Mountains in Wyoming and Utah. Originally designated Wasatch class, a workman chalked “Big Boy” on the engine and that name stuck.

The diesel era pushed all 25 Big Boys into retirement by 1962. Eight went to the scrap pile and the others went to rail museums across the country. When UP decided to restore one to service, they looked at all eight and found that 4014, in Pomona, California, had the greatest potential for restoration. They pulled 4014 to Cheyenne and went to work. They managed to get finished by late April and headed to Ogden in early May.

We managed to catch up with it in Evanston, Wyoming and took a few photos. We found the UP team again in Ogden, where they did a reenactment of the Transcontinental engines by placing 4014 and the 844 steam locomotive face to face. While the actual engines at Promontory were tiny compared to either of these big steam engines, it was

still a cool photoshoot. After the May trip, UP

announced a tour east, as far as the end of their track rights in West Chicago, Illinois. Even though this engine had never run any further east than Cheyenne, they thought that it would be a thrill for folks to see and hear the largest operational steam engine in the world. So, we made a trip to Wisconsin to see 4014 one more time. The most memorable experience was at Adams. We witnessed them as they passed very close to us while we stood behind the safety line at the crossing. Steam literally enveloped us and the sound of the horn brought tears to my eyes.

While we had to wave goodbye in Caledonia, Wisconsin, we are eagerly awaiting the next 4014 adventure.

Kathy Abretske is the manager of the chemical laboratory in quality assurance at ArcelorMittal Burns Harbor

‘Big Boy’ is a big deal for ArcelorMittal train enthusiast

Our People>

Kathy and “Big Boy 4014” on one of her many trips chasing the historic locomotive.

Health and Safety>

Liz Johnson

If you’ve ever been to the 80" hot strip mill at Indiana Harbor, you may have noticed an unusual collection of art.

The walls of a pedestrian walkway leading from the offices

to the shop floor feature dozens of cartoons promoting safety and quality.

The ideas came from Indiana Harbor employees, but one employee made them a reality.

John Hoogeveen, who retired in 2009, painted the signs. They feature celebrity

caricatures, cartoon characters and more.

It’s just one way our employees are sending an important message to everyone who walks by.

liz.johnson@arcelormittal.com

Signs, signs – everywhere a sign!Indiana Harbor uses art to send a safety message.

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine14

Cultivating the manufacturers of tomorrow Shira Cohen

The sky, avocadoes, pennies and chameleons – what do they all have in common? They all change colors! At the Museum of Science and Industry’s (MSI) “Engineer Your Future” event, sponsored by ArcelorMittal, guests of all ages manipulated the zinc-coating on pennies to change the copper coloring.

ArcelorMittal is a long-time partner of the Museum of Science and Industry, collaborating to create a talented pipeline of scientists and engineers for tomorrow. These individuals are vital to both our business and our industry. We also recognize the importance of cultivating the scientists and engineers in our communities.

Seven ArcelorMittal researchers and engineers from ArcelorMittal Indiana Harbor, ArcelorMittal Burns Harbor, ArcelorMittal Riverdale and R&D in East Chicago facilitated an electro-plating activity, teaching

many of the 4,500 guests. Museum-goers learned what it was like to be a manufacturing engineer for the day by not only participating in the activity but dressing up in PPE and speaking to ArcelorMittal engineers about their jobs.

“Electroplating is a process that we use in some of our finishing lines to produce a zinc coating on the steel strip,” explained Tom Moran, lead engineer, coatings and surface technology, Global R&D. “While we were plating the pennies with the students, we explained to them how ArcelorMittal applies zinc as corrosion protection for our steel in products they were familiar with, such as cars and appliances.”

The guests were not the only attendees who had a good time: “My favorite part of the day was watching the kids get excited to dress up in all the PPE and willing to get their hands dirty with our electroplating experiment,” said Lauren Hart, engineer, finishing, ArcelorMittal Burns Harbor.

“Our ArcelorMittal team was

so enthusiastic, which made the students and parents excited to learn about chemistry and electroplating,” said Tom. “My favorite moments were when the students started asking the ‘what if’ questions. These kids displayed the curiosity and creativity that is needed to increase the knowledge in all scientific fields.”

MSI is the largest science center in the western hemisphere. The museum hosts nearly 1.5 million visitors each year, including approximately 360,000 children on field trips.

Most recently, ArcelorMittal has engaged with the museum by sponsoring the Makers United Lab, the museum’s newest hands-on experience allowing guests to build wearable technology. Students of all ages have already been sparking their curiosity in STEM by designing their own bracelets and more!

“The Makers Lab is an excellent way to engage with the next generation of innovators that will be responsible for driving the product innovations that will lead to a more sustainable future,” said

Beth Spurgeon, division manager, corporate responsibility, Americas, and executive director of the ArcelorMittal USA Foundation.

“Ensuring students have access to STEM opportunities, such as the Makers Lab, fosters a lifelong love of STEM while increasing these

necessary skills the workforce of tomorrow needs.”

shira.cohen@arcelormittal.com

Marlene Pachko is a division administrator at ArcelorMittal Cleveland, but first, she is the mother of three boys. It’s always been important to her to teach her children the habit of giving back. Knowing that ArcelorMittal partners with many amazing organizations in the Cleveland community, she had the idea to plan a community service project in which ArcelorMittal employees could volunteer with their families. So, she teamed up with the Cleveland Metroparks and recruited several ArcelorMittal and USW families to spend a couple of hours cleaning up and weeding a large rain garden at Edgewater Park. The rain garden helps sustainably capture and manage stormwater at the park, which is located on the shores of Lake Erie. Marlene says she was inspired by this quote from Leigh Ann Errico, CEO and founder of Wear the Cape and the kidkind foundation: “Volunteering with your kids touches hearts, teaches important life lessons and engraves fond, lifelong memories of family bonding.”

Employees get families involved in rain garden project

Community>

Teresa Law volunteered with her granddaughters, Laila and Noelle.

Emma Spurgeon, daughter of Beth Spurgeon, division manager of corporate responsibility, Americas, enjoyed making her own wearable technology at the Makers United Lab.

Our 10 sustainable development outcomes are how we will contribute to making a more sustainable future, from the way we make steel and use resources, to how we develop new products, and support our people and our communities.

1 Safe, healthy, quality working lives for our people

2 Products that accelerate more sustainable lifestyles3 Products that create sustainable infrastructure

4 Efficient use of resources and high recycling rates5 Trusted user of air, land and water

6 Responsible energy user that helps create a lower carbon future7 Supply chains that our customers trust8 Active and welcomed member of the community

9 Pipeline of talented scientists and engineers for tomorrow10 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

New website, new features! • No minimum donation amount

required for corporate match (maximum corporate match remains $1,500 per year per employee)

• No limit to the number of annual transactions

• Users can create, change or cancel payroll deductions anytime throughout the year

Participate by donating directly to a nonprofit, setting up a recurring payroll donation or requesting a match for a donation you already made.

Visit arcelormittalgiveboldly.com for your username and first-time password credentials, eligibility information and access to the new Give Boldly portal.

Give Boldly.Be Bold,

arce lo r m i t t a l g i vebo ld l y. com

Give Boldly is ArcelorMittal USA’s employee matching gifts program. ArcelorMittal matches up to $1,500 per employee annually on charitable contributions to qualified nonprofit organizations.

Questions? USACR@arcelormitta l .com

HAVE YOU CHECKED OUT THE NEW GIVE BOLDLY WEBSITE?

Making your year-end

charity donations?Don’t forget to

request a match from ArcelorMittal

for your eligible contributions.

Follow ArcelorMittal USA

1 | ArcelorMittal USA | November/December 20191 Company 1 Community 1 Magazine15

Richard Beaulieu

It’s hard to imagine what $3.7 trillion would look like. But that is how much businesses lose due to fraud on a global scale.

Each year, the Association of Certified Fraud Examiners (ACFE) promotes Fraud Awareness during International Fraud Awareness Week (November 17-23). During this week, we strive to educate ArcelorMittal employees and stakeholders about what drives people to commit fraud.

Experts believe that for embezzlement to occur, there must be a non-sharable problem (motivation), an opportunity for trust violation (opportunity) and a set of excuses that define the behavior as appropriate in each situation (rationalization). All three elements must be present for fraud to occur and are referred to as the “Fraud Triangle.”*

MotivationThe first element is motivation. The triggers include financial pressures (such as a gambling or drug addiction, medical bills, the desire to maintain a particular lifestyle or to meet management or investor’s requirements). When these financial pressures can’t be reached through legitimate means, fraudsters begin to commit illegal acts (stealing, embezzling, manipulating financial records) to resolve them.

OpportunityThe second element of the fraud triangle is opportunity. The fraudster identifies the best way(s) to execute the fraud scheme by abusing his/her position of trust within an organization to address the financial problem with a low

Safety is more than physical healthShira Cohen

Did you know that in any given year, one out of five individuals has a mental illness in the United States? As September is Suicide Prevention Awareness Month and October is Mental Health Awareness Month, now is the time to break the stigma by talking about mental health.

At ArcelorMittal, our number one priority is the safe, healthy, quality working lives for our people. In the steelmaking environment, we typically view this as external-facing, as the work can often be very labor-intensive. However, health and safety should not be limited to only the physical, as mental health is equally as important, and often not talked about due to the stigma associated with it. Harriet King, administrative assistant, ArcelorMittal Steelton, is paving the way to change this while helping those in need.

“I lost a cousin two years ago to suicide. This happened again in 2015, with one of the young people my husband coached in our community. After these two events, we realized there wasn’t enough help available and that mental health still had such a stigma,” Harriet remarked.

Not only did the tragedies in her local community inspire her to become involved, but Harriet experienced this struggle herself after a gallbladder surgery, which resulted in clinical depression.

“I attribute getting through that difficult time to my faith, people around me and resources available.”

The combination of these life events was a catalyst for her and her husband’s involvement in numerous mental health organizations in her local community. They even founded their own organization in October of 2015, No Way Out Ministries, which offers resources to those who are battling depression or suicidal thoughts. Through numerous events and program-ming, their charity has touched thousands of people.

After experiencing depres-sion and founding her own organization, Harriet knows how to help a coworker, friend or peer in need, “The most important thing is to be there for them. Secondly, if you see something or hear something, then say something to the individual. Also, never be afraid to talk to someone because there is always someone that will listen. Lastly, know what resources are available in your community before they are needed.”

At ArcelorMittal, there are many resources available for mental health and substance abuse as part of the health care plan. In general, coverage is provided for inpatient, outpatient and physician office services for the treatment of mental health conditions or substance abuse covered for the diagnosis, crisis intervention and short-term treatment of mental health disorders or for detoxification and/or rehabilitation of substance abuse. The employee assistance plan (EAP) offers a free, confiden-tial resource via counseling sessions with a licensed therapist to help the employee and family with life issues, including depression, anxiety, alcohol or substance abuse, family or relationship problems with access 24/7.

“I actually used the EAP services that were provided through the company, and I am very thankful that was a resource for me,” Harriet added.

“In our industry, where I know safety is first, everyone’s health is just as important and that includes mental health. We talk about going home the same way we came, and we need to take care of our mental health just as we do with our physical health.”

shira.cohen@arcelormittal.com

probability of being caught.It is also important to point

out that the fraudster must use deception to go undetected for as long as possible. Many fraudsters commit their crimes to maintain their social status and conceal financial problems caused by addictions or compulsive behaviors. If a perpetrator is caught embezzling or falsifying financial information, this will hurt their status at least as much as the underlying problem they were trying to conceal. Therefore, the fraudster not only has to be able to steal funds but must do it in such a way that they will not likely be caught and the crime itself will not be detected.

RationalizationThe last element of the fraud triangle is rationalization, which includes a cognitive component that requires the fraudster to be able to justify the crime in a way that is compatible with their own set of values and moral compass. In their 2018 Report to the Nation, the ACFE suggested that most occupational fraudsters are first-time offenders and thereby don’t see themselves as criminals. They often see themselves as ordinary, honest people who

are caught in an unfortunate set of circumstances.

Examples of rationalization include: “They owe me that money since I should have gotten that promotion or salary increase;” “I am just borrowing the money and am planning to give it back;” “I had to commit fraud in order to pay my medical bills/support my family;” “My employer has been stealing from their customers and it is accepted by senior manage-ment – I was just doing what everyone else is already doing!”

Every employee can play an essential role in helping to reduce fraud, thereby improving our company’s bottom line, which positively impacts us all. Employees are encouraged to report fraudulent practices anonymously by calling 1-888-242-7305 or log in at www.arcelormittal.alertline.com.

Find out more about fraud week at www.fraudweek.com.

*Source: Sociologists DonaldCressey and Edwin Sutherland, along with Professor Steve Albrecht.

Richard Beaulieu is a forensic supervisor for ArcelorMittal USA.

ArcelorMittal’s Dave Scott, maintenance coordinator, 44" mill, ArcelorMittal Steelton (third from right), participated in No Way Out Ministry’s fourth annual Day of Hope, which is a big fundraiser for the organization as well as raises awareness. This day includes a motorcycle ride, “Saturday’s ride was bittersweet with a great group of riders benefiting a good cause. It is bittersweet because the mental health and suicide rates are alarmingly high. However, with programs such as EAP that ArcelorMittal and The United Steelworkers support as well as programs like No Way Out Ministeries, we eventually may not need rides like these.” Harriet King is pictured second from right.

Shira Cohen

Michael Almeida, process manager, central logistics and external processing, supply chain management, ArcelorMittal USA, is named manager, planning and scheduling, supply chain management, ArcelorMittal Indiana Harbor. In his new role, Michael will be responsible for monthly and annual forecasts and balancing commercial demand and production capacity for the Indiana Harbor facility. Michael began his career with ArcelorMittal Brazil in August 2014 as a supply chain analyst, where he managed a team responsible for the operational routine of 250+ dedicated trucks servicing numerous plants countrywide. He later transferred to ArcelorMittal USA in April 2018 as a truck planner supporting the

Indiana Harbor facility before his most recent role where he was responsible for managing both rail and truck shipments for the Indiana Harbor facility. He received a bachelor’s degree in industrial engineering from University Centre of Leste Minas Gerais and a business manage-ment certificate of business administration from Ibmec Belo Horizonte in Brazil. He will report to Michelle Ruiz, division manager, planning and scheduling, ArcelorMittal Indiana Harbor, ArcelorMittal Riverdale, and I/N Tek and I/N Kote.

Amy Balka, process manager, order management, supply chain management, ArcelorMittal USA, is named manager, order management, supply chain management, ArcelorMittal USA. In her new role, Amy will be responsible for managing teams that are responsible for

entering orders into the COS, OFS, and Axiom legacy systems. She will also be responsible for managing the master data team, which is responsible for entering materials into SAP. Amy joined ArcelorMittal in December 2005 as a project analyst in order management where she entered and reviewed orders in the COS order entry system. Later, she was promoted to an analyst in order management where she maintained automotive and appliance parts in the master parts database. In 2015, she was promoted to process manager, initially for the COS order entry system and later transitioned to the OFS order entry system, as well as the master parts database and other process improvement initiatives. She received a bachelor’s degree in business administration from Purdue University. Amy will report to

Matthew Duncan, division manager, corporate planning & analysis and order management, supply chain management, ArcelorMittal USA.

Michael Bean, process manager, global assurance, ArcelorMittal USA, is named manager, global assurance, ArcelorMittal USA. In his new role, Mike will be responsible for managing the Sarbanes-Oxley (SOX) compli-ance program for ArcelorMittal USA and AM/NS Calvert. He began his career with ArcelorMittal in June 2008 as an internal auditor supporting ArcelorMittal USA and has since taken on increasing responsibilities culminating in his most recent role as a process manager. Michael received a bachelor’s degree in accounting with a minor in finance from Purdue University and is certified in internal audit and fraud examination. He will report

to Wa’el Shannak, director, global assurance, ArcelorMittal USA.

Cory D. Chappell, division manager, operations, ArcelorMittal Steelton, is named operations manager, ArcelorMittal Eastern Plate. In his new role, Cory will be responsible for managing the operations and maintenance of ArcelorMittal Coatesville and ArcelorMittal Conshohocken. Cory joined the predecessor company Bethlehem Steel in 1997 as a technical assistant in the rail mill at the Steelton facility. Since then, Cory has assumed positions of greater responsibility within the rail mill, rolling mill, and steelmak-ing operations at the Steelton facility. He received a bachelor’s degree in electrical engineering technology from Pennsylvania State University. Cory will report to John Battisti, chief operating officer, ArcelorMittal Eastern Plate.

Bryan C. Thompson, process manager, mechanical mainte-nance, #1 steel producing, ArcelorMittal Cleveland, is named manager, mechanical mainte-nance, #1 steel producing, ArcelorMittal Cleveland. In his new role, Bryan will be responsible for managing the mechanical function in steel producing to maintain high equipment reliability and prioritize mainte-nance projects as well as ensure that the skills of both salaried and hourly maintenance personnel are current, and equipment is being maintained. Bryan began his career as co-op at ArcelorMittal in June 2010. He was later hired as a shift manager, steel producing in 2012. He received a bachelor’s degree in mechanical engineering from the University of Toledo. He will report to James (Jim) Cottrell, division manager, steel producing.

On the move at ArcelorMittal USA

Understanding why people commit fraud

Fraud triangle

Our People>

Awareness>

Feeling overwhelmed?Help is just a phone call away!Life can be stressful, but ArcelorMittal USA is here to help through our Employee Assistance Program (EAP).

How do I use an EAP?It’s simple! Go to the benefits website at http://www.arcelormittalusa.com/benefits/ and click on Employee Assistance Program (EAP) Contacts to get a list of EAP providers by location. Call your location’s designated number and begin receiving help.

Get to know your benefits!For questions concerning this and other benefits, contact css.benefitsquestions@arcelormittal.com.

What is an Employee Assistance Program?An EAP is a voluntary, work-based program that offers free and confidential assessments, short-term counseling, referrals and follow-up services to employees who have personal and/or work-related problems.

What types of services are available?EAPs cover a broad range of services including legal services, parenting tools, financial services, dependent adult care, ID theft protection and recovery, emotional and mental health and well-being, grief and loss, and travel and leisure.

Who can utilize these free services?Everyone! ArcelorMittal wants their employees to be happy, and healthy – and to make the best choices. Left untreated in the workplace, issues like anxiety, family problems or drug abuse translate into poor performance, missed work, bad customer service and workplace injuries. An EAP is designed to give employees the help they need to resolve all kinds of issues so that they can remain on-the-job and productive.

1 Company 1 Community 1 Magazine16 ArcelorMittal USA

One South D

earbornChicago, IL 60603USA

GroupArcelorMittal commits to carbon capture and storage project to reduce CO2 emissionsArcelorMittal has signed a memorandum of understanding with international energy firm Equinor to develop value chains in carbon capture and storage. Equinor is a partner in the Northern Lights project, together with partners Shell and Total, which includes transport, reception and permanent storage of CO2 in a reservoir in the northern part of the North Sea.

AmericasLong Products Canada’s Contrecoeur complexes connected via new internal road ArcelorMittal Long Products Canada has built a new road connecting its East and West complexes in Contrecoeur. The 1.1km road, designed for heavy vehicles and representing an investment of more than $225 million, will enable materials to be transported between the two facilities without using municipal roads. This means up to 150 fewer trucks a day on local streets, reducing the company’s impact on traffic and the environment.

EuropeArcelorMittal Ghent boasts largest solar roof in BelgiumThe largest solar roof in Belgium is at ArcelorMittal in Ghent where more than 27,000 solar panels have been installed. The panels will produce 10,000-megawatt hours a year, equivalent to the energy consumption of 2,900 households. Through crowdlending, the 5,800 employees of ArcelorMittal Belgium, who work at sites in Ghent, Genk, Geel and Liège, will now be able to invest in the solar panels and benefit from the revenue the panels generate.

ACISLviv’s tallest skyscraper contains ArcelorMittal Kryvyi Rih steelArcelorMittal Kryvyi Rih has shipped over 320 metric tons of its metal products for the construction of a modern housing complex called Avalon Up, which includes the tallest skyscraper in Lviv, Ukraine. The project consists of four apartment blocks which range in height from 19 to 25 floors and feature panoramic glazing, underground parking, terraces, a playground, a recreational area and built-in commercial premises.

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:Shira Cohen, Mary Beth Holdford, Kelly Nissan, Summer Paris, Jolice Pojeta, Heather Bockstruck, Amanda Scott, Beth Spurgeon, Bill Steers, Heidi UmbhauPhotographers/Videographers:Kathy Abretske, Fincantieri Bay Shipbuilding and Interlake Steamship Company, Great Designs in Steel Conference, Liz Johnson, Tony Kaliszewski, Jason Kresal, Mark Mercer, Summer Paris, Michael Paterson, Jolice PojetaDesign:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000

1 | ArcelorMittal USA | November/December 2019

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Pictured on cover:As demonstrated in this sample, 3D printing has huge potential for manufacturing even the most complex shapes. As this technology matures, it will increasingly impact the way we and our customers do business.

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

When this icon is shown, more photos relating to the story are available on myarcelormittal.comWhen this icon is shown, more information about this story is available on myarcelormittal.com

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Sustainability

Awards

Stay in the picture!Do you need a reason to work safely? How about these? Your family. Your friends. Your co-workers. Your community. Even your pets! Here’s why some of your co-workers always choose the safest way.

Send us a picture of the reason(s) you choose to work the safest way and you may be featured in an upcoming edition of 1 Magazine. Email a high-quality photo to usa1@arcelormittal.com and write “Here’s my reason” in the subject line.

Let’s make 2019 ArcelorMittal’s safest year yet.

I have six beautiful grandkids that I love so much. I need to see them grow up. So I am careful every day at work to make sure that I come home to them every day.Jeff Thornsberry, electrical manager, iron producing, Indiana Harbor

Steel Search Trivia Challenge

When was the first National First Responders Day??

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 December 20, 2019.

Another winner in ArcelorMittal’s Steel Search Trivia Challenge

Steel Search Trivia Challenge>

In the September/October edition of 1 Magazine, we asked: “How many energy-saving projects saved ArcelorMittal USA $15.9 million?”

We selected our latest winner (in a random drawing) from dozens of entries and the winner is Hibbing’s Christopher Schmalz. He had the correct answer (30) and will receive a $100 gift card.