ArcelorMittal USA 1 Company 1 Community 1 Magazine/media/Files/A/... · My sincerest condolences to all of you who have lost loved ones. ... structural changes are required. Although

03John Brett Looking at COVID-19 and beyond

04Automotive demandCOVID-19 and beyond

08Life getting to youOur EAP can help

04Innovation on the roadSteel highway barrier an alternative to concrete

09Then and nowFrom bed tester to Burns Harbor

06Safety from the skyGetting a birdrsquos-eye view of Minorca

10Supporting students during COVID-19Our partners get creative

07Seeing the lightSaving money and energy at IN Tek and IN Kote

11History of SteelFrom the stars to Hoover Dam

1 | ArcelorMittal USA | SeptemberOctober 20201 Company 1 Community 1 Magazine2

Lakshmi Mittal

In late July we announced our results for the second quarter and first half of the year The results confirm what we said in May ndash that our earnings ability in the second quarter would be significantly impacted by the lockdown measures introduced globally to contain COVID-19 Our second quarter EBITDA (Earnings Before Interest Tax Depreciation and Amortization) was US$707 million with EBITDA for the first half at US$17 billion

Unsurprisingly shipments in the second quarter declined by 24 compared with the first quarter to 148 million metric tons with sales down 26 over the same period to US$109 billion All segments reported a quarterly EBITDA decline except mining where the impact of COVID-19 has been comparatively minimal While all our numbers compare unfavorably with both the first quarter and the same period last year given the realities of the operating environment the business has delivered a resilient performance thanks to the effort of all our teams

The most tragic develop-ment is that we have now lost 33 colleagues to the virus There can be no greater reminder of the danger of this virus than when we

lose family friends or colleagues My sincerest condolences to all of you who have lost loved ones We also lost five colleagues in work-place accidents in the quarter with a further colleague dying in July taking the total number of fatalities for the year to nine The LTIF improved in the second quarter to a record 05x which is a very good result

However the fact that people are dying while working in our plants is a matter of real concern and leaves me to conclude that our safety standards and golden rules are still not fully integrated everywhere I know that many of you are making enormous efforts when it comes to safety and this

is apparent when looking at the results in some segments But we need to see these results everywhere Across the business we need to identify the gaps that exist in safety performance and act swiftly to address them This must be the first priority for everyone

Taking everything into account there is no doubt it has been a very challenging first half of the year In fact I would go as far as to say it has been the most challenging six months I have seen in my 50 years in the steel industry Even in such stressed market conditions however there are some positives which we

should not lose sight of We have done a good job at responding swiftly and effectively across the organization temporary idling assets and reducing fixed costs And the benefit of diversification is clear through the performance of our mining business Going into COVID-19 we already had a strong balance sheet and following the first quarter results

we took the decision to further reduce our debt by raising $2 billion from the market We are now very close to our net debt target of $7 billion

When it comes to the evolution of the virus there are also some positive developments even if the situation remains

concerning in some regions Lockdowns have been lifted in some countries particularly in Europe with governments announcing initiatives to encourage and stimulate economic recovery Last week the EU (European Union) approved a nearly $887 billion recovery fund From this and the $13 trillion 2021-2027 budget $650 billion will be allocated for green projects

And having now had four months to study the virus scientists and medical experts have a better understanding of how it behaves

and how potentially it can be treated with every effort being made to accelerate the readiness of an effective vaccine

I know however that not all of you will feel the worst is behind us and that in some countries there is a still a real struggle to bring the virus under control And all of us wherever we live face the reality that the virus is still with us with new cases recorded every day This necessitates new levels of care when it comes to protecting ourselves our colleagues and our families I have said it before and I will say it again ndash please do

follow all the recommendations both at work and outside work Your behavior is very important ndash maintain distance wear a mask when it makes sense to do so and accept these recommenda-tions are in place for our benefit and safety

We must also accept that the economic fallout from COVID-19 is likely to be consider-able We are unlikely to see the V-shape recovery everyone was hoping for at the beginning of the pandemic Customer activity is picking up in regions where lockdowns have ended and the market is showing signs of

improvement but the shape and pace of the recovery remains uncertain We may have to examine whether additional structural changes are required

Although our focus has very much been on addressing the challenge COVID-19 has presented we must also ensure we continue to address the long-term trends which will shape our industry for years to come Climate change is the most prominent We recently published our Europe carbon report which set out our roadmap to reduce emissions by 30 by 2030 and be net zero by 2050 We are developing two distinct technol-ogy routes incorporating smart carbon hydrogen and carbon capture and storage that we believe will enable us to achieve net zero steel production The potential is real but as a globally traded material we must be able to be competitive everywhere we operate That means if one region takes a tougher approach to climate change ndash as Europe has ndash then it should introduce mechanisms to ensure its steel industry can bear the higher cost that will be required to produce green steel and remain competi-tive I very much hope that ArcelorMittal can demonstrateto the world that low carbon steelmaking is possible But it will

require additional policy support to do so ndash we will continue to work hard to make this a reality

I am confident we can succeed with this as with any challenge because across our group we have strong teams with great people We will look forward together harnessing our experience and skills to invent the smarter steels we know are required for a better world and ensure ArcelorMittal remains the worldrsquos leading steel company I have really noticed during these past months the teamwork and collaboration across the business ndash everyone working together to

find solutions and deliver good results in the face of adversity I remain very proud of the efforts made by everyone and would like to take this opportunity again to thank you for your hard work flexibility and commitment I am very proud of our people and we will look forward together to better times ahead

Keep well and remember nothing is more important than your health and safety in all aspects of work and life

Lakshmi N MittalChairman and CEOArcelorMittal

Global Newsgt

A difficult quarter a difficult year

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

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

1 Safe healthy quality working lives for our people

2 Products that accelerate more sustainable lifestyles

3 Products that create sustainable infrastructure

4 Efficient use of resources and high recycling rates

5 Trusted user of air land and water

6 Responsible energy user that helps create a lower carbon future

7 Supply chains that our customers trust8 Active and welcomed member

of the community

9 Pipeline of talented scientists and engineers for tomorrow

10 Our contribution to society measured shared and valued

All underpinned by transparent good governance

Look for ldquoThe 10rdquo symbol in 1 Magazine to see how our company works toward a more sustainable future

Our 10 sustainable development outcomes

Lakshmi Mittal is Chairman and CEO of ArcelorMittal

ldquo While all our numbers compare unfavorably with both the first quarter and the same period last year given the realities of the operating environment the business has delivered a resilient performance thanks to the effort of all our teamsldquo

ldquo Across the business we need to identify the gaps that exist in safety performance and act swiftly to address them This must be the first priority for everyoneldquoldquo Going into COVID-19

we already had a strong balance sheet and following the first quarter results we took the decision to further reduce our debt by raising $2 billion from the market We are now very close to our net debt target of $7 billionldquo

ldquo We must also accept that the economic fallout from COVID-19 is likely to be considerable We are unlikely to see the V-shape recovery everyone was hoping for at the beginning of the pandemicldquoldquo I very much hope

that ArcelorMittal can demonstrate to the world that low carbon steelmaking is possible But it will require additional policy support to do so ndash we will continue to work hard to make this a realityldquo

John Brett

Now that we have issued our earnings release it is an appropriate time to provide a recap of 2Q and some forward-looking comments Given what has transpired in our country and our economy it feels like a lifetime has elapsed since my initial correspondence on March 20 The economic devastation of COVID-19 been mind-numbingbull 2Q annualized GDP plummeted by nearly 33 the steepest decline since 1947 and four times the decrease experienced in 4Q of the Great Recessionbull Continuing claims for unemployment including those seeking pandemic unemploymentassistance totaled nearly 30 million in the last week of July the 2019 weekly average for traditional claims was 17 millionbull 2Q SAAR auto sales totaled 114 million as compared to 2019 levels of 17 millionbull Service center LFR shipments in 2Q were 31 below 2019 2Q levelsbull For the weeks ending April 10 through July 4 steel capacity utilization was 54 through July of 2019 it averaged 81

Closer to home we have been anything but immune from COVID-19rsquos impact The economic shutdown and the slow pace of recovery has resulted in temporary and indefinite idling of assets Most regrettably we implemented difficult but necessary reductions to our workforce In the face of these far-reaching events our resiliency has been admirable Our efforts have been outstanding however our results have been mixed

Although we have made meaningful strides in LTIs RWDCs and OSHA recordables improving

at least 20 from 2019 in each category we are failing in the most important safety metric ndash a fatality-free company Tragically we lost two of our colleagues We had a fatality in May at Weirton and incurred a second fatality in July at Indiana Harbor These occurrences are painful reminders of the consequences of not acknowledging the hazards surrounding our workplaces We must and can do better I urge each of us to look after our co-workers and give our undivided attention to the task at hand There is absolutely no reason to take unnecessary risk Nothing is as important as your safe return home every day

Regardless of the compari-son business plan or 2019 levels our 2Q volumes were down 30 Further exacerbating anemic demand spot HR prices plunged more than $80ton from 1Q Yet again you collectively exhibited how resourceful our company is when confronted by a crisis The measures which you implemented resulted in controllable fixed cost variabilization of 90 or a reduction in excess of $200 million ndash an impressive accom-plishment to say the least However the combination of depressed market conditions and fixed costs such as healthcare post-retirement expenses property insurance and property taxes which are not easily addressed in the short term were too much to overcome Consequently we incurred an enormous operating loss The per ton outcome was considerably better (at least two times) than other integrateds but significantly worse than the real competition the mini mills which generated positive results So given the circumstances we can be pleased with our performance but we must acknowledge how much work remains to be done

Nothing would delight me more than to communicate the pandemic is behind us and we are zooming towards a V-shaped recovery but I cannot The collapse in economic activity resulted in consumerism coming to a standstill Actions to contain the virus precluded all of us from engaging in everyday activities After an initial sharp rebound when restrictions were relaxed the economy is moderating in part due to a pause or reversal of state reopenings Therefore the recovery is spotty and

uneven Things are better but the economy is still far below pre-pandemic levels Our demand is reflective of this perspective The near-term volume outlook is improved from 2Q levels but still 15 below last yearrsquos levels

We have seen increases in COVID-19 cases in many of our communities so it is essential we maintain the diligence and vigilance we have demonstrated since the onset of the pandemic This uptick caused us to temper the pace at which employees are returning to our offices

Our current plan is for the vast majority of employees to return by mid-September but as previously stated local ordinances and conditions will dictate Of course those with high-risk conditions as defined by the CDC are encouraged to work from home If you are displaying symptoms please do not report to the plant or the office Your health and well-being are of the utmost importance and we want to be respectful of our coworkers

Our actions will continue to be driven by our two pillars

protection of our employeesrsquo well-being and preservation of our companyrsquos future The first is totally within our span of control so letrsquos excel The second is largely dependent on consumersrsquo comfort in returning to pre-pan-demic spending levels Letrsquos hope conditions restore this confidence

Words cannot adequately describe my gratitude and appreciation for your response to the unprecedented circum-stances It fills me with pride and strengthens my confidence in our path to long-term sustainability

John Brett CEO ArcelorMittal USA

Looking at COVID-19 and beyond

Marcia Miller

As of July 1 2020 the North American Free Trade Agreement is no longer For those of us who live in the United States rdquoNAFTArdquo has now become the United States-Mexico-Canada Agreement or ldquoUSMCArdquo Our Canadian colleagues will refer to it as ldquoCUSMArdquo our Mexican associates as ldquoT-MECrdquo No matter the name free trade continues across the borders between the United States Canada and Mexico

First advanced by President Ronald Reagan in the 1980s the original NAFTA of 1994 was the product of negotiations initiated by President George HW Bush and completed by President Bill Clinton Controversial from the start NAFTA was narrowly approved by the US Congress in November 1993 and entered into force on January 1 1994

Since NAFTA took effect trade among the three countries has expanded exponentially US trade with Canada and Mexico quadrupled from less than $300 billion in 1993 to over $12 trillion in 2018 More than one third of total US exports are destined for Canada and Mexico Trade in steel products between the US Canada and Mexico also increased more than doubling since NAFTA entered into force

Despite the deepening supply chains across North America (or perhaps because of them) NAFTA has continued to be a lightning rod for opposition to free trade over its 25+ year lifespan Calls to end or amend the agreement have been a constant part of the political landscape In 2016 then Presidential candidate Donald Trump cited the

renegotiation of NAFTA as his number one priority to protect American workers Within months of his swearing-in formal negotiations to modernize the NAFTA began

At the onset of the 2017 negotiations the North American steel industry identified its key objectives for upgrading NAFTA First and foremost the industry advocated for strengthening the rules that determine whether steel-containing goods receive duty-free treatment when traded within North America The industryrsquos objective was to encourage North American manufactured goods to be built with North American steel through strengthened ldquorules of originrdquo

As the leading steel provider to the North American automo-tive market ArcelorMittalrsquos primary focus during the negotiations has been on the origin rules that apply to our franchise auto business Under NAFTA a vehicle made in North America wholly of foreign steel might still qualify for duty-free treatment There were no incentives to use locally produced steel

Our commercial objective of growing our North American auto steel business aligned well with the Trump Administrationrsquos determination to incentivize investment production and employment in the US automo-tive sector The new Agreement significantly enhances the automotive rules of origin and sets higher regional value content requirements for vehicles and key automotive parts

Key elements of the USMCA automotive rules of origin that directly impact the use of steel include

bull An increase in the regional value content requirement for passenger vehicles and light trucks to 75 bull Higher regional value content requirements for automotive componentsbull A requirement that 70 of the value of auto producersrsquo steel and aluminum purchases originate in North America bull A first-of-its-kind labor value content rule ndash 40-45 of a vehicle must be produced by employees earning an average of $16 per hour Steel used in an automobile may contribute to that content requirement

A study by the Office of the United States Trade Representative (USTR) on the economic effects of the agreement on the automotive sector found that within five years USMCA will create $34 billion in new automotive manufacturing investments in the United States and $23 billion in new annual purchases of US-made automotive partsThese new investments will require more North American steel and ArcelorMittal looksforward to supplying that steelto our automotive customers

After lengthy Congressional consideration the USMCA was overwhelmingly approved by the US Congress earlier this year In contrast to NAFTArsquos narrow approval in 1993 USMCA passed the Senate by a vote of 89 to 10 and the House of Representatives by a vote of 385 to 41 Only time will tell if this strong bipartisan vote for the USMCA will put to rest the decades-old controversy around free trade in North America whatever it may be named

Marcia Miller vice president government relations Americas

USMCA brings new opportunities for steel and auto

Governmentgt

More information about Health Week will be coming soon in the Weekly 1

ArcelorMittal USA will observe

Health Week 2020 October 5-9

Itrsquos a good time toGet up to date on any doctor visits

Get a flu shot at our health partner CVSDevelop a healthy habit

Shira Cohen

Although ArcelorMittal was considered an essential business during the COVID-19 non-essen-tial business shutdowns that same designation did not extend to our key customers including automotive

ArcelorMittal is the leading producer of automotive steels supplying one-fifth of the global market With operations throughout North and South America as well as Asia Africa and Europe we are recognized as a global steel leader Building valuable relationships with our automotive customers is key to our success These key relation-ships were tested during the COVID-19 stay-at-home restrictions Both the steel and automotive industries suffered due to the economic impacts of the crisis and the recovery is still difficult to predict and in its early stages However with constant communication between ArcelorMittal the OEMs and our Tier 1 partners along with the ability for parties to quickly pivot in the face of uncertainty progress is being made

The automotive manufactur-ers in the United States shutdown for an unheard of two months beginning in late March and

cautiously reopening in mid-May ldquoWhen the crisis first hit it turned the world upside down ArcelorMittal carmakers and automotive industry experts were all grappling with the direction of automotive productionrdquo said John Cardwell director of automotive sales ldquoWe had a strong year coming into March but we saw an instantaneous collapse of our business Orders literally stopped on a dime when the crisis hitrdquo

During the shutdown ArcelorMittalrsquos commercial team increased the frequency of forecasts related to automotive production to better predict what the steel demand would look like while expanding communication with both our domestic and foreign automotive customers Additional internal collaboration between many departments within ArcelorMittal also played a critical role in remaining resilient including shifting production

ldquoWe stayed in close contact with each of our automotive OEMs and Tier 1 customers as they cut production We very quickly cut our own production as much as possible while working with our supply chain partners to manage the flow of materialsrdquo said Jack Anderson director of automotive sales

The ArcelorMittal automo-tive sales and product applications team also transitioned to remote

working which was seamless with the aid of technology and the already global nature of the company

With automotive manufac-turers gradually resuming production their biggest challenge was and is still the ability to operate safely Automotive OEMs and their Tier 1 suppliers have implemented some of the same safety procedures and policies as ArcelorMittal ndash such as supplying PPE implementing stringent hygiene standards and staggered worktimes while transitioning to digital when possible as well as limiting external visitors and more The restart took longer than expected and there have been some setbacks but today most automotive OEMs are at approximately 75 percent or more operational capacity

ldquoNow ArcelorMittal is in a place where we can march toward a normal work cadence I give our operations team a lot of credit for adaptingrdquo added John ldquoI have seen an improved day-to-day performance in our teams through this period and itrsquos really to their credit It has blown me away how well theyrsquove stepped uprdquo

Three major challenges will be tough for the automakers and suppliers to navigate Will consumers hold onto their current vehicles longer due to the global

recession How will manufactur-ing companies continue to enhance safety for their workers and customers Will industries have to divert RampD capital to other business areas to remain afloat

ldquoThe future is very uncertain with the automakers previously down for two months which is an incredibly long time and only in the early phase of their recoveryrdquo added John

While there are still many unknowns there are some indications of where the automotive industry will be headed One of the unanticipated impacts is that consumers are buying their vehicles online and in a contactless manner The online buying experience may become a larger part of the business including options such as virtual reality showrooms contactless delivery and test-driving vehicles at the customersrsquo homes The future of mass transit is also uncertain and that could cause individual vehicle sales to rise And if working from home stays the norm than all forms of transpor-tation could drastically change

There is data that suggests automotive demand is already trending positive Chinarsquos vehicle sales were up 44 over last year in May as restrictions began to relax It is possible this trend could reach Europe and North America

ldquoEarly recovery automotive demand is stronger than expected but not back to pre-coronavirus levels We are optimistic about where it is headedrdquo said John

Regardless of what future trends realize ArcelorMittal stays focused on remaining the leading supplier of quality steel for the automotive industry

ldquoI am a big believer in trial by fire This will make us stronger and more resilient We will be more flexible with how we engage

our customers We can forecast faster and better than beforerdquo noted John

ldquoWe have not taken our foot off the gas We are continu-ing to innovative and create new automotive advance high strength steel productsrdquo said Jack ldquoThe need for high value steel solutions is going to be greater than ever ArcelorMittal is still focused on providing steel for the sustainable vehicles of tomorrowrdquo

shiracohenarcelormittalcom

Automotive demand during COVID-19 and into the future

ArcelorMittal employees help fight devastating Iron Range fire

Volunteerismgt

Firefighters work to put out the structure fire

An automotive assembly line where cars are constructed ArcelorMittal partners with the major OEMs to help build a better world with smart steels and smart steel solutions Steels that are cleaner and stronger and steel solutions that can help shape the future of mobility

Shira Cohen

On one of the hottest and most humid summer days in Virginia Minnesota over a dozen fire departments were called to a home that was engulfed in flames On this same scorching day Jaime Johnson manager environmental at ArcelorMittal Minorca was leaving her home for what she thought would be a nice Sunday outing in Duluth when she noticed dark clouds of smoke billowing through her alley

The Gilbert Fire Department was one of the departments dispatched to the scene which includes a special member Casey Omersa who was working the fire that day

ldquoI was observing the firefighters on the scene and said lsquoOh my goodness thatrsquos Caseyrsquo He was repeatedly going in and

out of the fire all day longrdquo noted Jaime ldquoIt got me thinking that this was his Sunday While I was in the comfort of my house he was fighting a fire We have employees that are doing some pretty awesome volunteering outside of work and Casey is one of themrdquo

When Casey isnrsquot working at ArcelorMittal Minorca as a crusher planner he is volunteering to fight fires in the Iron Range and has been doing so for seven years Following in his fatherrsquos footsteps Casey knew he wanted to continue the legacy and help his community in his spare time

ldquoThat day around noon we got the page for a structure fire in Virginia It was about 90 degrees and we knew it would be a hot one and a battlerdquo said Casey ldquoWe were there for eight hours and nearly every fire department on the Range was there with us because of the hot weather and

the ramifications that entailsrdquoAnother department called

into action was the volunteer St Louis County Rescue Squad which responds to calls involving first aid public safety and more On this occasion the squadrsquos health and welfare component was onsite with their command vehicle filled with Gatorade and water to keep the firefighters hydrated

Dan Hamilton reliability engineer mobile equipment ArcelorMittal Minorca is a five-year veteran of this group and was also present at the blaze His skills as an emergency responder lend themselves to his role at the mine as well

ldquoBeing involved in emergency response definitely helps at work when managing scenesrdquo noted Dan ldquoI also volunteer as a responder onsite at Minorca I am involved in our confined space rescue and emergency

response teamrdquo No one was injured in the

fire but unfortunately the house didnrsquot survive But both homes on either side survived which is a testament to the fire departments and emergency rescue services

ldquoIt is nice to run across friends or coworkers when yoursquore out on the jobrdquo added Casey ldquoA lot of people donrsquot realize that I am a volunteer firefighter because this is just another day-to-day thing for me Jaime and her husband were checking to make sure if we needed anything and it was really nice to see everyone stepping up to help us out and come togetherrdquo

Other ArcelorMittal Minorca and Hibbing Taconite employees who were on the scene that day included Jake Stachovich Rob Zeiher Ben Mancini and Tony House

In a TL-5 barrier small car crash test our steel median barrier success-fully passed all evaluation criteria It contained and redirected the Nissan Versa pictured

Heather Bockstruck

ArcelorMittal Global Research and Development working in cooperation with US safety barrier manufacturer Gregory Industries has brought to market a proprietary high-containment steel center median safety barrier for use in North America This all-steel MASH TL-5 longitudinal barrier marketed as the Guardian 5 (G5) by Gregory is a safer and more economical alternative to concrete barriers

The new barrier can safely contain and redirect a fully loaded 80000-pound tractor trailer truck ndash as well as a 5000-pound pickup truck and 2500-pound car It is the only Test Level-5 (TL-5) rated steel center median safety barrier available in the US market based on the American Association of State Highway and Transportation Officialrsquos (AASHTO) Manual for Assessing Safety Hardware (MASH) criteria

After successful crash test results our roadside safety solution was accepted and deemed eligible for reimburse-ment from the Federal Highway Administration (FHWA) in 2017 ndash a distinction important to

state departments of transporta-tion (DOTs) as they evaluate and approve roadside barrier solutions

This milestone was also significant from a safety compliance perspective Under an AASHTOFHWA 2016 Joint Implementation Agreement only safety barriers evaluated under the new MASH 2016 crash test criteria could be installed on the National Highway System after certain dates Our steel TL-5 barrier was crash tested under these criteria and as a result could be used after the December 31 2019 sunset date for safety hardware tested under older protocols But achieving FHWA approval is only one step in the process

Product stewardship and customer focusOur research and development expertise is now helping to drive approval of the TL-5 barrier at the state department of transporta-tion and the provincial ministry of transportation-levels

ldquoMany times states have questions concerning their potential applications and locations for the barrier requiring follow-up work andor demon-stration sites prior to formal

approval Through Gregory we are currently working with 32 states five provinces and Australiardquo explained Rich Clausius projects manager Global RampD East Chicago

One location needed a way to connect our steel TL-5 barrier to an existing concrete tall wall barrier We were able to simulate the performance of a newly developed steelconcrete transition Four crash test simulations each were run with and without curbs for a car pickup truck and tractor-trailer plus reverse impact with a pickup truck This showed the TL-5 barrier and transition could safely contain and redirect each vehicle

The high-containment barrier market is typically an urban high-traffic area with significant truck volumes But the solution is also ideal for narrow center medians and the protection of bridge piers

Northeastern states with narrow center medians need a median barrier with minimal deflection to protect bridge piers and not adversely affect opposing traffic We conducted additional simulations to show the perfor-mance of our TL-5 barrier when installed with reduced post spacing (25 ft vs standard 50 ft) Crash

test simulations were run for a car pickup and tractor-trailer Simulations showed the TL-5 barrier with reduced post spacing can contain and safely redirect all three vehicles with 18 (car) to 31 (tractor-trailer) less dynamic deflection (less intrusion of the barrier on the opposing traffic side) And impact severity indexes stayed in preferred or acceptable limits

Other notable simulations included the use of a glare screen with the barrier to block out opposing traffic headlights on curves higher speed crashes than required in MASH tests and the development of a barrier length of need calculator for bridge pier protection

All simulations were checked using the computational validation and verification procedure to ensure the simulation model reflects actual crash test behavior met MASH requirements and safely contained and redirected all three vehicles

When compared to concrete barriers ArcelorMittalrsquos TL-5 steel center median safety barrier has attributes above and beyond its safety benefits Steel is continu-ously recyclable meaning that it can be recycled indefinitely without compromising its quality

It weighs less than concrete so transportation costs are lower The barrier has a long service life and itrsquos easier to repair than concrete making it cost effective The open-bottom design allows for drainage and easy snow removal No foundational work is required compared to traditional concrete cast in-place barriers

ldquoOur technical support has helped expand the versatility of this solution We are now on the

approved product list for seven states and two provinces with four states activity looking for applicationsrdquo said Clausius ldquoWe wrote an installation manual and are continuing to provide follow up modeling for state and provincial use Wersquore doing everything right and patiently await the opportunity to announce the first installationrdquo

heatherbockstruckarcelormittalcom

Innovative steel median safety barrier increases versatilityInnovationgt

Relying on minority-owned suppliers for quality parts

Supply Chaingt

Shira Cohen

Laura Bianchi Eikenmeyer owns Refractory Service Corp a key supplier to ArcelorMittal facilities Laura along with her brother Jeff took over the family business in 1995 It supplies precast shapes tundish furniture dams baffles deltas and more The company is more than 50 percent female-owned and received the Women-Owned Business Certification from the Womenrsquos Business Enterprise National Council (WBENC) Refractory Service Corp is the only refractory supplier owned by women

Laurarsquos father started the company in 1979 while working as a bricklayer at ArcelorMittal predecessor company Inland Steel One day he received a complaint from a customer about a product they received from a supplier and he thought ldquoI can make that betterrdquo And he did He continued to work at the steel mill while starting the refractory business out of his basement

Laura never envisioned herself taking over the business She graduated from St Maryrsquos of Notre Dame with a degree in English and communications Right after she got married and moved to California for her husbandrsquos job where she attended Pepperdine University to receive her masterrsquos in communications From there she attended Loyola University of Chicago and received a doctorate in educational psychology ldquoI thought I wanted to be a professor of psychology

However I realized I just liked working at the family company ndash it made me more comfortablerdquo One of her favorite parts about work is the atmosphere where everyone feels like extended family

As unique as Laurarsquos background is she believed it prepared her for owning her own business in a male-dominated industry

ldquoMy educational experience helped prepare me to work in the steel industry with all menrdquo Laura explained ldquoEveryone has been respectful and given me a chance Itrsquos empoweringrdquo

Refractory Service Corprsquos partnership with ArcelorMittal dates past Laurarsquos time ldquoMy dad was doing business with ArcelorMittal for various plants We have a very good relationship with ArcelorMittal and are appreciative they gave us chance since we are a smaller company Our openness to try new things and to innovate together creates mutual valuerdquo

According to Cathy Wriston plant buyer ArcelorMittal Burns Harbor supplier diversity is a strategic business proposition for ArcelorMittal and demon-strates our commitment to being a sustainable company ArcelorMittalrsquos customers are dependent on the reliability of our internal supply chain to ensure they can meet their sustainability goals ldquoHaving a diversity program allows ArcelorMittal to provide anopportunity for minority women and veteran-owned businesses to participate in the companyrsquos procurement processrdquo she added

Anyone who has worked in or near a steel mill has likely waited for a train carrying steel coils raw materials or even liquid iron to clear the roadway

Each day ArcelorMittal USA handles tens of thousands of tons of raw material and steel products Railcars trucks ore vessels and barges are used to transfer these materials to ensure they reach their proper

destination and ultimately result in a finished product to our customers

Coordinating these activities starts with a single USA operating plan which is developed monthly by the ArcelorMittal USA Supply Chain department The creation of the USA operating plan referred to as the most recent forecast (MRF) is coordinated by Matt Duncan division manager

corporate planning facility loading and order management

Duncan says planning begins by establishing manufacturing capacity (facility operations and facility planning) logistics capacity (facility operations external logistics and procure-ment) looking at market demand and ability to fulfill orders (product control) building and communicating the plan (facility planning and corporate planning) and finally execution (facility planning and facility operations)

ldquoThis process allows for optimizing our USA operating assets making sure we are meeting the sales demand forecast for every product possible and setting a plan for the movement of slabs hot bands and cold roll full hard coilsrdquo says Duncan ldquoWe plan about three million tons per year of iron slab and coil movement between our USA locations and another one million-plus tons of slabs per year from Indiana Harbor to Calvertrdquo

Once the USA plan is developed it is tracked and monitored against the volume

targets If there is a sudden production disruption at any given location the plan can be quickly reset to minimize delivery issues to our customers

One such disruption occurred earlier this year at one of our USA steel shops

ldquoImmediately after the No 60 furnace event there was an assessment of current inventory and which specific product flows and customer parts would be impactedrdquo noted Duncan ldquoWe knew there was slab capacity available at Burns Harbor so the planning and quality departments from each location got together to identify grades that could be sourced from Burns Harbor to support these orders The plan included 10000 tons of slabs a week from Burns Harbor for five weeks This was an example of how our USA supply chain was able to leverage our assets to minimize the impact during this unplanned interruption to our operationsrdquo

In support of the operating plan Conrad Victor division manager central logistics is

responsible for coordinating the shipments laid out in each MRF These shipments include raw materials received at our plants movements of slabs coils and plates between USA facilities as well as shipments to our processors and customers

ldquoOn average about 30 million tons of raw materials (coal coke iron and limestone) are consumed by our facilities each yearrdquo said Victor ldquoAbout half of that volume is shipped to our integrated steel plants via vessels arranged by ArcelorMittal with the balance shipping by rail or delivered by the supplierrdquo

Regarding intercompany moves on average about four million tons of liquid metal slabs plates and coils are moved between our facilities each year Examples of this include a daily train that carries hot bands from Indiana Harbor to New Carlisle to support their cold rolling and coating operation a daily train of liquid iron that ships from Indiana Harbor to Riverdale to support hot rolled coil production as well as over a half million

tons of hot bands per year that ship from Cleveland Indiana Harbor and Burns Harbor to ArcelorMittal Weirton to support their Finishing operation

On the finished goods side of the supply chain on average about 18 million tons per year are shipped from mills to customers mills to processors processors to processors and processors to customers in recent years This requires truck rail and barge volume to be forecast and ordered from the transportation suppliers so that the equipment is available in time to meet the customerrsquos requirements

ldquoThe better our supply chain management the more reliable we are for our customers This allows them opportunities to streamline their inventories affecting their bottom linerdquo adds Duncan ldquoIt also means increased overall revenue lower total costs higher asset utilization and lower inventory for ArcelorMittal USArdquo

These numbers are likely to belower in 2020 due to the COVID-19 pandemic

Laura Bianchi Eikenmeyer owner of Refractory Service Corp is a key supplier to ArcelorMittal facilities and is a Women-owned business

At ArcelorMittal every link is critical for efficient supply chain management

MSAL GA

DEMDDC

British Columbia Canada

Brazil

BurnsHarbor Warren

Cleveland

Duluth Port Inland

LeatherwoodVansant

MonessenCambria

Princeton

MarforkQuincy

Haverhill

PardeeEmmett

IndianaHarbor

AMNS Calvert

ArcelorMittal USA

Raw material movements

mdash Coalmdash Cokemdash Iron oremdash Limestonemdash Slabs

Shira Cohen

ArcelorMittalrsquos safety practices arenrsquot strictly initiatives on the ground in and around the plants In fact if you are on the Iron Range in Minnesota you may be able to tilt your head and see a small 4-seater Cessna plane flying laps around ArcelorMittal Minorca Mine

Alongside the pilot sits a mine engineer whose job is to act as an extra set of eyes before during and after a mine blasting Typically John Jesme mine engineering ArcelorMittal Minorca handles this initiative However other mine engineers will fly during blasts when needed

ldquoWith the mine process we blast about once a week using 200000 pounds of explosives to blast 250000 tons of ore or

waste rockrdquo said Eric Krause manager minecrushing ArcelorMittal Minorca ldquoA major part of this process is clearing the area outside of the blasting radius to maintain safety with the flying rockrdquo

ArcelorMittal enlists Taconite Aviation an aircraft rental service to get the job done There are also personnel on the ground driving trucks throughout the mine to ensure all ArcelorMittal

employees and other personnel are at least 2500 feet outside of the blast radius perimeter

Before a blast John and the pilot take two to three laps around the pit Once the area is deemed clear he radios to the shift manager on the ground As the area is heavily wooded the view from up above is critical in identifying anyone in the surrounding area that may not be noticeable from the ground The plane is low enough to spot people and vehicles that may be in the way

The duo will then continue to circle until the blast is complete ensuring that it was completed smoothly This aerial perspective is critical to confirm the blast was executed safely and that there was not an abnormal blast which is incredibly rare

Utilizing aviation also enhances ArcelorMittal Minorca Minersquos safety practices in the case of temperature inversions Temperature inversions have a negative impact on the air blast as it creates a poor atmospheric condition Normally air gets colder as you increase altitude but with a temperature inversion the opposite occurs which is not conducive to blasting ldquoThere are certain requirements for ground vibrations and noise

A temperature inversion can create elevated noise conditions at the surfacerdquo

Every mine must have procedures properly in place to clear the surrounding area for blasting However using planes to achieve this goal is not a requirement but a best practice

ldquoAs a company we have obligations to both our employees and our communities to ensure that we are following the proper

guidelines and regulations ldquoadded Krause ldquoBy implementing this practice we are complying with industry best practices and ensuring their safetyrdquo

Mine blasting is a critical part of the steelmaking process and integrating small planes into this practice is just another way ArcelorMittal is committed to safety at our workplace

Watch your step to avoid injuryLiz Johnson

At ArcelorMittal we talk a lot about slips trips and falls for some very good reasons

In the four years ending in December of 2019 20 of all OSHA and MSHA recordable injuries in our USA facilities involved slips trips and falls These resulted in 296 injuries

STFs can cause a wide range of injuries ndash from minor bruises to lacerations strains and sprains In more severe cases they can be devastating causing fractures concussions and other serious injuries that can greatly impact your quality of life In fact STFs account for 15 of all accidental deaths second only to motor vehicle crashes

While a smooth and defect-free walking and working surface may not be a realistic expectation in a steel mill a process to identify and prioritize STF problem areas needs to be established

Prevention of STFs takes a multipronged approach involving preventive maintenance good housekeeping practices as well as engineering and administrative controls and employee training and awareness

You should be especially aware of fall hazards in these four areas walkways slippery surfaces ladders and stairs

These potentially hazardous areas are highlighted in more detail in the August Safe Sustainable Steel video You can find it at myarcelormittalcom just click on USA videos or click on the video icon in the online version of USA 1 Magazine

Our companyrsquos top priority is to ensure the health and safety of our people But STFs also hurt our companyrsquos bottom line The average cost associated with a slip trip or fall is $40000 From January of 2016 through December of 2019 ArcelorMittal USA has paid more than $7 million dollars in worker compensation claims related to STFs

lizjohnsonarcelormittalcom

Steel and aviation go hand in handSteel in the Worldgt

A replica of the newest Gerald R Ford Class USS Enterprise CVN 80 aircraft carrier is expected to be commissioned in 2025

Amanda Scott

Nowadays it seems like therersquos a day for everything and August 19

was no different It was National Aviation Day established in 1939 by President Franklin D Roosevelt He chose the date because it was the birthday of an aviation pioneer Orville Wright

While airplanes today are primarily made from aluminum steel still touches the aviation industry in many ways Here are a few examples

AirportsArcelorMittal supplied structural steel for the anticipated 400000-square-foot $680 million expansion to Terminal E of Bostonrsquos Logan International Airport The material that ArcelorMittal supplied included structural wide-flange sections in the ASTM A913 specification with a yield strength of 50 kips per square inch (ksi) (A913 Grade 50) This specific type of steel is produced out of ArcelorMittal Europe Long Productsrsquo Differdange mill in Luxembourg using a specialized controlled cooling and controlled reheat process called quenching and self-tempering (QST) Using the QST process enables ArcelorMittal to produce a steel that is easier for fabricators to work with compared to other steels of 50 ksi yield strength In particular the project team can reduce the amount of energy necessary during fabrication and erection as ASTM A913 Grade 50 does not need preheating for welding

ArcelorMittal steel is also being used in the modernization program for the FedEx Processing Center at Memphis International

Airport The project will use structural wide-flange sections in the ASTM A913 specification with a yield strength of 65 ksi (A913 Grade 65) Use of this type of high-strength steel brings not only the aforementioned welding benefits but also reduces the weight of the buildingrsquos structural system minimizes its environ-mental footprint and ensures a 97 recycled scrap steel content for the structural elements that are A913 steel

Aircraft carriersFor more than 125 years ArcelorMittal USA has been a proud partner of the United States Navy Even before World War I our Coatesville facility in Pennsylvania has been a supplier of plate products for hundreds of navy vessels later joined by our other plate facilities in Conshohocken Pennsylvania and Burns Harbor Indiana

ArcelorMittal and its legacy companies have supplied plate for every aircraft carrier built in the US The older design Nimitz Class Carriers include the Ronald Reagan CVN 76 and George HW Bush CVN 77 The new

Ford-class design includes the first vessel in the class ndash the USS Gerald R Ford CVN 78 There are also two new Ford class carriers under construction the CVN 79 John F Kennedy and CVN 80 the Enterprise The construc-tion cycle for these massive vessels takes between five and seven years to complete

AirplanesWhile ArcelorMittal USA does not produce stainless steel itrsquos still relevant to know that stainless steel is used in modern airplane construction It can be found in the leading edges of heated wings on many turbine-powered airplanes in control cables and in fittings subjected to heat or attack from the elements such as external fittings on seaplanes

amandascottarcelormittalcom

As these examples illustrate steel and the aviation industry go hand in hand To learn more about the role steel plays in sustainable products and infrastructure view our 2019 United States Integrated Report

An aerial view of a mine blastA small airplane from Taconite Aviation that surveys the mine area from above before during and after a blast

Enhancing our safety practices from 1000 feet above groundSafetygt

Preventing slips trips and falls

IN Tek and IN Kote lsquosees the lightrsquo with energy-saving projectSummer Paris

The Department of Energyrsquos Better Plants program recom-mends lighting as one of the best places to start when a business is looking to reduce its energy footprint With that goal in mind IN Tek and IN Kote has replaced 1100 light fixtures throughout the facility with better more energy-efficient lights

ldquoThe original lighting in the facility was mostly high-pressure sodium (HPS) fixtures that produced a characteristic yellow light output Replacing these lights with LED lamps that use less than half the energy has saved money on electricity and maintenance and it has also improved visibility and light qualityrdquo said Tom Kiraly engineer and energy champion who led the project

Replacing 1100 fixtures was a $1 million-dollar project and a major undertaking A one-time incentive of $200000 from the plantrsquos electricity provider American Electric Power helped maximize the companyrsquos investment and bring the project to scale It took about six months to install all the new lights and it was no easy feat

ldquoMost of the fixtures were in high bay locations 50 to 120 feet above floor level and could only be accessed via overhead cranes requiring careful coordination with our operations and maintenance teamsrdquo Kiraly explained

But the LED lamps are designed to last longer requiring less frequent trips up on a crane to replace them Others were installed with motion sensors in places like warehouses and storage areas where the lights

donrsquot need to be on all the timeThe new LED fixtures will

save about 3300 MWH of electricity a year That is enough to power roughly 300 homes for a year and amounts to more than $200000 in annual savings for the plant Less electricity used and generated also helps reduce CO2 emissions (estimated 3000 tons per year for this project)

In addition to saving money and being more sustainable the project also had the added benefit

of improving the quality of the light in the facility ldquoEven though the rated lumen output was typically lower for the new fixtures the actual light quality is better LEDs provide more light that the eye will see providing sharper vision and better color discriminationrdquo Kiraly said ldquoThe new lighting has been very well received by our team members working in these areasrdquo

summerparisarcelormittalcom

Energy savings would be realized by eliminating portions of the plantrsquos trial phases Testing coils is extremely energy and cost intensive if the trial coils do not meet the property requirements

Flow of liquid steel and slag fraction entrainment during stirring of ladle using electromagnetic stirring

Before and after the lighting upgrade New LED lights are more energy efficient and replace the dull yellow glow of old lamps with brighter light and greater visibility on the shopfloor

DOE again selects ArcelorMittal RampD for two supercomputing grants

Partnershipgt

Shira Cohen

ArcelorMittal Global Research and Development Center in East Chicago is once again the recipient of two prestigious High-Performance Computing for Manufacturing Program (HPC4Mfg) grants through a Department of Energy (DOE) initiative The DOE announced $33 million in federal funding for 11 manufacturing and materials projects aimed at solving technical challenges in manufacturing and materials

development in the United States ldquoThese awards from the DOE

engage national labs and industry to benefit industry and ultimately conserve energyrdquo said Mark Atkinson senior director ArcelorMittal Global Research and Development East Chicago ldquoHigh-performance computing (HPC) capitalizes on the computational horsepower that exists in the national labs that we do not have at ArcelorMittal Together we can solve complicated problems and accelerate product development to meet our stringent quality and sustainability goalsrdquo

Grant 1 ndash ldquoAb-initio Guided Design and Materials Informatics for Accelerated Product Development of Next Generation Advanced High Strength Steelsrdquo ArcelorMittal is partnering with Lawrence Livermore National Laboratory (LLNL) and Argonne National Laboratory (ANL) to establish a method for rapid product development of next generation high strength steels ArcelorMittalrsquos typical product development lifecycle equates to approximately 4-6 years which consists of developing new chemistries and testing the chemistries many times until proven successful The labs along with ArcelorMittal will use HPC at the atomistic scale and artificial intelligence (AI) with the aim of reducing the development time

ldquoThis can be a tedious cycle and we are always looking for new ways to cut down on the product development time to bring new automotive steel grades faster to our customersrdquo added Brian Lin

research engineer product development ArcelorMittal Global Research and Development East Chicago

ArcelorMittal has generated copious amounts of data and chemistries over the years that product development engineers use to develop future grades of steel

ldquoWe cannot always utilize that data to the best of our abilities That is where introducing HPC simulations guided by input from earlier experimental data and AI would be beneficial for usldquo noted Brian ldquoWe will be using AI to identify correlations between chemistry processing and properties from the HPC simulations to ultimately speed up the product development lifecyclerdquo

Grant 2 ndash ldquoReduced Order Modeling and Performance Prediction for Steel Refining Ladle Processing via High Performance Computingrdquo ArcelorMittal is collaborating with Oak Ridge National Laboratory (ORNL) and Purdue University Northwest to reduce the yield loss caused by impurities forming in the refining ladle process In the steelmaking process impurities must be eliminated to achieve optimal product performance The only way to remove impurities is when the steel is molten This study taking place at Indiana Harborrsquos No 3 ladle furnace operation will examine techniques to produce cleaner steels for our customers The goal is to conserve energy for ArcelorMittal USA by increasing the probability of melting steel correctly the first time

ldquoWe have a long history working with Purdue University Northwest and they have vast expertise in the ladle process as

well as simulating that processrdquo said Pallava Kaushik manager steelmaking and casting ArcelorMittal Global Research and Development East Chicago ldquoThis is perfect collaboration with ArcelorMittal representing the operations Purdue Northwest representing academia and ORNL providing computer devices We are expecting usable results which can be effectively implemented during the ladle refining process in multiple plants in our companyrdquo

HPC will allow faster calculations to evaluate multiple scenarios in a shorter time with the end goal of achieving process efficiency which will reduce energy consumption at ArcelorMittal

ArcelorMittal USA

Top Energy ProjectsIn 2019 27 energy projects were implemented at ArcelorMittal USA facilities with an energy savings of more than $198 million the equivalent of powering 14400 homes for a year

Steelmaking is an energy-intensive industry We continually work to identify and implement ongoing innovative solutions to increase the sustainability of our operations reduce greenhouse gas emissions and protect the environment all while saving costs

More than half (587) of the total electrical energy used in steel production at our integrated facilities was generated by capturing and reusing coke oven and blast furnace gas in 2019 Other energy-saving solutions implemented at our plants

include equipment upgrades the installation of high efficiency lighting and technology and innovative operations and maintenance practices to improve efficiency

In 2019 ArcelorMittal continued to work with the US Department of Energy (DOE) in the Better Plants Program to increase energy productivity in the United States The Better Plants Program is a nationwide voluntary partnership initiative that offers companies support to achieve their energy reduction goals through training technical sharing and

educational services along with national recognition ArcelorMittal joined the program in 2013 with a voluntary commitment to reduce its energy intensity by 10 across 12 plants in the USA by 2023 More than halfway on that journey every energy-saving project helps get us closer to that goal

Read more about ArcelorMittal USArsquos efforts to be a responsible energy user at wwwusaarcelormittalcomsustainability

Burns HarborUtilized strategic

operations management maintenance and capital

investment to increase internal electricity

generation$222 million in annual

savings

ClevelandEmployed

energy management to go to 95 power reduction at 2 steel producing overnight$335000 in annual

savings

IN Tek and IN Kote

Changed high bay lighting to energy

efficient LED lighting plantwide

$234000 in annual savings

ClevelandImplemented

new practices to improve fuel rate of blast furnaces

$25 million in annual savings

Burns HarborHot-charged slabs

to hot strip mill reheat furnace to save energy

reverse osmosis system to improve boiler water treatment capacity

to create more power-generating steam

WarrenImplemented

low-cost projects identified through energy

ldquotreasure huntrdquo to improve efficiency and reduce

natural gas consumption$161658 in annual

savings

Burns HarborConducted analysis of steam turbogenerator

performance to improve efficiency

ClevelandRecycled service water for use at steel producing caster strainers

Indiana Harbor

Reduced natural gas usage at hot strip

mill reheat furnace$607000 in annual

savings

ClevelandImproved

operational efficiency of hot strip mill furnaces through new equipment

and modeling$1 million in annual

savings

MinorcaReduced energy consumption by

installing high efficiency multiclone dust

collectors and fans $109000 in annual

savings

ClevelandInstalled meters to measure and monitor sewage

October is National Energy Awareness Month

Before After

Life can be overwhelming Our EAP can helpAmanda Scott

The COVID-19 pandemic and its multi-layered impacts have had a significant effect on everyonersquos lives ArcelorMittal recognizes that on top of navigating this ldquonew normalrdquo our employees have the difficult task of juggling the daily demands of their job family matters and personal well-being

We want you to know ndash there is help Certified professionals are available

through our national or local Employee Assistance Program (EAP) services and through the mental health and substance abuse benefits offered under the health care plan to help you or your eligible dependents cope with unexpected challenges This support is prompt respectful and strictly confidential

Should you or your family ever need the services of our EAP providers please do not hesitate to make contact immediately They are available 24 hours a day 7 days a week Each facility has

a local program that will work with you andor a family member to help you through your challenges If you are a salaried member enrolled in Anthem you can access the Anthem EAP which is included on the list of providers on the benefits website httpwww arcelormittalusacombenefits

For further questions concerning this and other benefits please contact cssbenefitsquestionsarcelor-mittalcom

Christine Fleps has been working at home some the past few months She has this advice Pay attention to ergonomics (seating posture computermonitor height) eliminate distractions to the extent possible and remember that natural light is a ldquopick me uprdquo Christine is the director of pensions and investments and assistant treasurer at ArcelorMittal USA

Dillon Bossel associate engineer Cleveland wears a mask to protect himself and his co-workers from COVID-19

Feeling overwhelmedHelp is just a phone call awayLife can be stressful but ArcelorMittal USA is here to help through our Employee Assistance Program (EAP)

How do I use an EAPItrsquos simple Go to the benefits website at httpwwwarcelormittalusacombenefits and click on Employee Assistance Program (EAP) Contacts to get a list of EAP providers by location Call your locationrsquos designated number and begin receiving help

Get to know your benefitsFor questions concerning this and other benefits contact cssbenefitsquestionsarcelormittalcom

What is an Employee Assistance ProgramAn 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 andor work-related problems

What types of services are availableEAPs 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 servicesEveryone ArcelorMittal wants their employees to be happy and healthy ndash 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

Still working at home Take care of your mental health

Back at work Stay safe from COVID-19

Wellnessgt

Safetygt

The COVID-19 pandemic has taken a toll on everyone and not just physically Taking care of your mental health is important too especially because no one knows when the crisis will end Here are some ways to stay sane during these uncertain times bull Stay connected Maintain your relationships with friends and family Social distancing guidelinesmay be looser these days making things easier but if you or a loved one is in self-quarantine because of a positive test for the coronavirus donrsquot stay isolated Reach outbull Talk about your worries Whether you work with a counselor or just talk to friends donrsquot bottle your emotions up Speak up about whatrsquos worrying you Letting your feelings out is good for your mind and soulbull Take care of yourself physically Eat healthy meals and exercise Take a walk or a bike ride now

that communities have started to open upbull Work in your garden Getting outside and staying in good physical shape will help you maintain a healthy mental statebull Get plenty of sleep Sleep can be elusive when yoursquore nervous about life Stick to a routine that encourages eight or nine hours of sound sleep every night Yoursquoll get the physical rest you need and the mental break necessary for brain healthbull Manage your media consump-tion Therersquos lots of information out there often more negative than positive Donrsquot obsess over every new report Limit your intake of news so you donrsquot start feeling overwhelmed and helpless Check the facts to be sure yoursquore not being exposed to bad informationbull Find things to enjoy Make a point of pursuing pleasurable activities to take your mind off

things Read a good book watch a lighthearted movie finish a jigsaw puzzle cook a gourmet meal ndash do anything that lifts your spirits and makes you feel betterbull Manage your expectations Donrsquot try to become fluent in Chinese or write a novel just because yoursquore cooped up all day Give yourself permission to slack offbull Manage your red flags You may have trouble concentrating difficulty sleeping general anxiety or physical sensations like stomachaches or jitters Recognize them as warning signs Try deep breathing ndash breathe in to a count of four hold for four exhale for four and then hold your breath again for four This can help minimize your symptoms and calm you down

Sources Government UK and Nature websites

Our shop floor employees are essential workers and have been on the job for months Other employees are expected to return in the month ahead depending on community restrictions And as people are returning to work precautions still must be taken to prevent more cases of coronavirus

Here are some reminders that are important for getting back up to speed safely

bull Keep washing your hands Use soap and water for at least 20 seconds If you have hand sanitizer make sure itrsquos at least 60 alcoholbull Know our company policies Follow the policies and proceduresregarding illness cleaning and disinfecting meetings and travel as well as state and local guidelines for wearing face masks in public spacesbull Clean often Disinfect

frequently touched objects and surfaces in your work area including keyboards phones handrails and doorknobsbull Stay home if yoursquore sick Donrsquot come to work and expose your co-workers Advise your supervisor if you have a sick family member at home with COVID-19

Source AgriLife Today

Just for the health of itOE hotline +1 866 268 3489 bull OE email ammailumrcom

Open Enrollment 2021October 15 ndash November 5

ArcelorMittal USA Coronavirus updatesAs new cases of coronavirus continue to be reported ArcelorMittal USA has created a link to official sources of advice you can consult to minimize the risk of transmitting the virus and to learn the latest information relevant to the United StatesJust go to myarcelormittalcom and search for ldquoArcelorMittal USA Coronavirus updatesrdquo or click here in the online version of 1 Magazine

Then and now From bed tester to Burns HarborShira Cohen

Before becoming a materials manager in steel producing at ArcelorMittal Burns Harbor Mike Steinhubel worked in the RampD field Not RampD in the steelmaking industry but for Serta the mattress company

Mike didnrsquot grow up dreaming of assuming the title of professional bed tester but always had his eyes on the steel industry

ldquoI was born and raised in Gary Indiana where you were taught to graduate from high school and go straight to the steel mills until you retirerdquo noted Mike

But the steel mills were struggling when he graduated from high school Instead Mike worked a bunch of odd jobs in construction and completed a computer course After a rejection from an IT position at Serta he received a call for an entirely different opportunity to start their RampD center completely from scratch

ldquoGetting this job was clearly a total flukerdquo added Mike ldquoMy first day on the job I was tasked with building my own office in the giant warehouse to see if I was serious about this new rolerdquo

After his first assignment the real fun began destroying mattresses to figure out how and why they break One of the machines nicknamed ldquoBuns of Steelrdquo consisted of two bowling balls cut in half pieced together to replicate a rear end It was then lifted repeatedly on the edge of a mattress for two to three days with the pressure of a 210-pound person Another machine ldquoThe Rollatorrdquo was a 210-pound barrel that rolled back and forth across the mattress for two to three days simulating people rolling around in their sleep He would then take the bed apart and assess its condition and make any necessary changes to the infrastructure of the mattress

ldquoI was part manager part engineer and part MacGyver It was really funrdquo added Mike ldquoIn addition to taking big heavy things and dropping them on the

mattress Irsquod also light cigarettes and see how long it would take them to burn To do all of this I had to build each test bed which led me to build a mini-mattress factory in the warehouse and a testing center All of this was just merdquo

With his long commute from Northwest Indiana to Chicagoland came unique benefits

ldquoSometimes when there was harsh winter weather Irsquod just build myself a brand-new mattress and sleep there Irsquod get a new bed every three months or sordquo

In addition to this role Mike suited up in his white lab coat labeled ldquoDr Feelgoodrdquo and traveled to various trade shows to demonstrate the science behind finding the correct mattress relating to pressure points and more

At the age of 26 when Mike accepted this role he had no idea what was in store but he is extremely appreciative of everything he learned and the independence he was given ldquoI really valued the freedomrdquo said Mike ldquoI got to do whatever

I wanted to do It didnrsquot matter if it took me two days or two months I just did what it took to make it workrdquo

After starting the RampD center from the ground up Mike spent a total of 14 years at Serta culminating in the role of internal auditor traveling all over North America

In his current position at ArcelorMittal Mike relies heavily on his autonomous nature to be successful Keeping track of inventories placing orders scheduling deliveries and other tasks require the same self-starter go-getter independent mindset

ldquoAlthough I loved being a professional bed tester working at ArcelorMittal has been something I yearned for my entire life My dad worked at Burns Harbor back when it was Bethlehem as an electrician and a lot of my relatives did as wellrdquo added Mike ldquoOn my first day three years ago I put on my greens and thought lsquoman I am homersquordquo

Summer Paris

Larry Fabina and Rishabh Bahel champions for ArcelorMittal USArsquos energy efficiency initiatives have a straightforward but effective approach to saving energy Define a goal determine the intermediate steps yoursquoll need to get there track and measure your progress benchmark against others who are doing it well and share your successes With this approach Larry and Rishabh have helped teams at Burns Harbor Cleveland and ArcelorMittal facilities across the US be more efficient and significantly reduce our companyrsquos energy footprint

On a personal level this same approach has helped these two colleagues tackle an even tougher challenge weight loss Over the past year Larry and Rishabh have lost a combined total of 139 pounds They are feeling lighter and healthier and their friendship is stronger than ever

ldquoActually losing weight is a lot easier than reducing energy

consumption in a steel millrdquo Larry joked

But for both he and Rishabh their individual journeys started with setting a solid goal just like they do when they take on a project to reduce energy at our plants

Rishabhrsquos goal crystallized when he participated in the companyrsquos biometric screening program last summer ldquoI remem-ber the date July 18

They gave me the paper with my results and it was covered in redrdquo Red meant Rishabh was in an unhealthy range for health indicators like weight BMI blood pressure cholesterol triglycer-ides and more ldquoI set a goal that day to change those metrics to greenrdquo he said

Larryrsquos goal was inspired by an upcoming life milestone ldquoIrsquom planning to retire someday and when I do I want to head into that new phase of life healthy and ready to enjoy itrdquo

So Larry set out to reclaim his youth and set a goal to get back to his college football weight

They each got to work

focused on eating healthier and increasing their physical activity ldquoLast year we traveled a lot together for work and were able to support and motivate each other If one of us was going to the hotel gym at 5 am the other one would joinrdquo Larry said

Even though travel bans have prevented them from exercising together in 2020 (Rishabh is in Cleveland and Larry is in Northwest Indiana) they have continued to encourage

each other and check in often Each of them strives to log a minimum of 10000 steps a day and they both have changed the way they eat Larry has added more fruits and healthy proteins to his diet and he tries not to snack after 630 pm With an engineerrsquos discipline what works best for Rishabh is counting calories

ldquoItrsquos simple thermodynam-icsrdquo he explained drawing another parallel to the energy

work he leads at ArcelorMittal A year later theyrsquove got

a lot to celebrate Larry is down 69 pounds having lost nearly a quarter of his original weight ldquoI tried on my college jacket the other day and it fit like a gloverdquo Rishabh has lost more than

70 pounds nearly 30 percent less than his starting weight More importantly when he got his biometric screenings done this summer his metrics had all switched from red to green

Mike is pictured with his father Bill Steinhubel who was a milwright electrician in steel producing and iron producing His career began at Inland Steel then Midwest Steel and later US Steel and ultimately Bethlehem Steel

Larry is down 69 pounds and can fit into his high school football and track letter jacket

Rishabh has lost more than 70 pounds exercises daily and is enjoying significant improvements in his health

Before Since this photo was taken one year ago Larry and Rishabh set out together on a journey to get healthy and lose weight

Steel sistersAlmost nothing can compare to the unique bond that many sisters havehellip some might describe it as strong and unbreakable as steel For these three pairs of sisters the deep connection forged in childhood has transitioned into their careers at ArcelorMittal

Our Peoplegt

Both Jo Anne and Marie work at ArcelorMittal Indiana Harbor for 13 and 10 years respectively but theyrsquove always worked in different departments Still they sometimes get mistaken for each other Jo Anne laughs thinking of some of these stories ldquoWe donrsquot think we look anything alike but we have been confused for one another many timesrdquo

Even though they donrsquot see each other often on the job they are both glad to have each other

out there in the mill ldquoIt is hard for someone

who has never worked at the mill to understand sometimes what itrsquos likerdquo says Jo Anne ldquoBeing in a male-dominated industry it is nice to have that sisterhoodhellip with my biological sister Marie and also the women Irsquove met along the way in my career Itrsquos great to know these women are out working alongside you every dayrdquo

Marie Reyes and Jo Anne Mann-Krause

ldquoSisters are always there for each other through thick and thin It doesnrsquot matter what when where or why we will drop anything for each otherrdquo Barb Ellenberger says about her sister Shirley

Both women work in the same department though they donrsquot really interact much in their roles as Account Representative Customer Service ndash Plate (Barb) and Analyst Customer Service (Shirley) Barb is the younger sis but she has worked for the company longer ndash 22 years Shirley caught the steel ldquobugrdquo

and joined the company about eight years ago

Barb and Shirley are actually only two-thirds of a sister-trio Shirley explains ldquoOur other sister Sheila was in the steel industry as well for 30 years We are a steel family with both our father and grandfather both retiring from the steel industryrdquo

But steel isnrsquot the only thing that bonds these sisters They are also huge sports fans and love cheering on their beloved Chicago Cubs and playing softball together

Barb Ellenberger and Shirley McCafferty

On first impressions you might assume these two sisters are more different than they are alike ldquoI am left-handed and she is right-handed I am a brunette and she is a blonde I married a short guy and she married a tall guyrdquo Jacqueline says of herself and her sister Shawna

But if you get the two of them on the phone together ldquoWe sound exactly alike and have the same mannerisms It freaks people out some timesrdquo Shawna adds

This can make things interesting at work since both Jacqueline and Shawna are part of the ArcelorMittal USA sales and marketing team

They enjoy working together ldquoJacqueline has a lot of expertise in customer service and all the related systems She would be my go-to resource whether or not she was my sisterrdquo Shawna explains Likewise Jacqueline says getting an email from her sister at work during a busy work day always brings a smile to her face

A quick-witted and playful sense of humor is another quality these two have in common When asked who they imagined might play them in the movie of their lives Jacqueline doesnrsquot skip a beat ldquoJennifer Aniston would play me Kevin Hart would play Shawnardquo

Jacqueline Bruno and Shawna Kovach

Energy and fitness champions Two men and a 139-pound weight lossFitness Championsgt

Supporting students in the pandemic Our partners get creative to connect with kids

Giving boldly for a more equitable future

Amanda Scott and Summer Paris

Many of ArcelorMittalrsquos commu-nity partners are nonprofits who deliver unique STEM learning and career experiences to students in schools and community settings So when schools closed and communities locked down due to COVID-19 concerns what happened to the important work these organizations do to support youth

Two organizations ndash Embarc in Chicago Illinois and Open Doors Academy (ODA) in Cleveland Ohio ndash have found innovative ways to support the youth they serve outside of their normal operations

At the heart of Embarcrsquos program are what they call ldquojourneysrdquo Over the course of three years Embarc students

in Chicago public high schools move through a curriculum ndash or a journey ndash to understand discover and define their future educational and career choices Pre-pandemic the program included actual journeys to physical destinations These journeys were like immersive field trips with the goal of exposing students to new places and experiences such as tours of manufacturing facilities and college visits With in-person journeys no longer possible the Embarc education team quickly pivoted

ldquoWe created a variety of virtual journeys for teachers to implementrdquo explained Stephanie Truax director of strategic partnerships ldquoThese virtual journeys incorporate the same opportunities for action and reflection as in-person journeys just in a different formrdquo

In fact going virtual unlocked

journeys that never would have been possible with the in-person program Using online tools students journeyed to destina-tions as far away as Beijing They explored US National Parks and even did some self-exploration creating vision boards to imagine their lives after quarantine

Students responded positively telling teachers ldquoI like that I was able to explore a place I honestly always wanted to visitrdquo and ldquoI enjoyed trying different experiences I never knew existedrdquo

And Embarc teachers reported that their Embarc classes had three times the online attendance rates of their other classes For Truax this is proof that ldquostudents really value the sense of connection they get from Embarc classes and experiencesrdquo

Staying connected has been the driving goal for Open Doors Academy too ODA provides

out-of-school academic and enrichment programming to disadvantaged youth in Greater Cleveland Normally ODA staff are embedded in schools and they meet face to face with scholars daily According to CEO Dr Dorothy Moulthrop keeping the same level of connection with ODArsquos scholars and families has been critical even though the engagement has looked very different

ldquoWe shifted to virtual programming when the schools closed and have continued to support our scholars and families through remote programming We are viewing the uncertainty of the time as an opportunity to innovate and do things differentlyrdquo

Some of the new things ODA has implemented include delivering care packages with PPE cleaning supplies and games to their scholarsrsquo homes providing tablets to students who didnrsquot have a way to access online academic support offering virtual summer camps and using new social media tools to engage with families They hosted a virtual scavenger hunt line dancing class and cook-along An online DJ Dance Party attracted more than 1000 views and participants

Not only do these events offer some much-needed fun they are also meant to build connections and a network of support during a time when many ODA families are isolated or struggling

Behind the scenes Moulthrop has prioritized staff training so ODA can continue to meet scholarsrsquo new and emerging needs ldquoWe have invested a lot of time in professional develop-ment for our team really taking advantage of this time to develop our expertise and to pivot to what our families and school partners need most right nowrdquo

ODA has begun to reintro-duce some safe in-person programming but that looks different too ndash smaller groups outside activities masks and social distancing

Both ODA and Embarc say they will continue to adapt and they expect their programs going forward will include a hybrid of virtual and in-person learning experiences Their focus on connections and support will remain

ldquoA fundamental part of the human condition is our desire to be connected to be known and to be understood While much has changed our commitment to our

relationships with our kids families and community partners has notrdquo Moulthrop explained

Truax agreed and students will see it reflected in Embarcrsquos program ldquoThis fall our journeys and curriculum will focus on community connection giving students the opportunity to build relationships and express emotion around loss and missing their own support systemsrdquo

amandascottarcelormittalcomsummerparisarcelormittalcom

Amanda Scott

2020 has been a challenging year leading many people to consider how they can better support their local communities Dave Pilat is one such example He has worked at ArcelorMittal since 2008 In his current role he manages the ArcelorMittal USA and AMNS Calvert credit and collection functions along with the receivable securitization programs for ArcelorMittal USA ArcelorMittal Ontario and ArcelorMittal Tubular He also serves as an active member of the Chicago officersquos diversity and inclusion committee which focuses on raising awareness through social and educational activities

ldquoGiven the recent events in the US I was looking for an avenue to participate further in diversity and inclusion initiatives I donated to the Obama Foundation which provides a very construc-tive and diplomatic way to address the issues at hand in our country In addition President Obama himself has been to our Cleveland mill with Mr Mittal so there is a connection to our companyrdquo The Obama Foundation headquarters is located on Chicagorsquos Southside and is close to ArcelorMittalrsquos Chicago and Northwest Indiana offices

This doesnrsquot mark Daversquos first time participating in the Give Boldly program Historically the majority of his Give Boldly contributions have gone to the Evans Scholars Foundation He was the recipient of a Chick

Evans Caddy Scholarship to Indiana University and is grateful for their support of his college career He is committed to paying it forward to benefit future students and takes advantage of the Give Boldly match to maximize his impact

Dave shares ldquoThe best aspect of the Give Boldly program is that it allows you to be very specific on what you want to support ArcelorMittal USA provides excellent support to the community and various organizations but it cannot

cover everything The Give Boldly program allows the company and its employees to have a much broader positive impact on the communityrdquo

What causes are you passionate about ArcelorMittal Give Boldly program matches up to $1500 per year per employee on direct or payroll giving contributions when a match is requested on qualifying contributions Learn more at wwwarcelormittalgiveboldlycom

ArcelorMittal employee Dave Pilat takes advantage of the Give Boldly program to maximize his impact in the community

The Virginia School Forest is a 120-acre outdoor classroom located on the Laurentian Divide near our Minorca facility Numerous outdoor education activities occur there throughout the school year Note this photo was taken prior to the COVID-19 pandemic

Through virtual journeys Embarc students explored new topics For example Asucena explored nature and photography through a Virtual National Park Journey (left photo) and Shuntia embarked on a journey of self-discovery in creating a vision board for her future (right photo)

In one of Open Doors Academyrsquos summer camps staff delivered kits so families could go outside and learn how to identify plants pick their favorites and use a flower press kit to preserve them

Give Boldlygt

Outdoor learning on the Iron Range

Corporate Responsibilitygt

Amanda Scott

Across the US teachers administrators and parents are currently navigating the complex challenge of returning to school amidst the COVID-19 pandemic Many ideas are being tossed around including 100 virtual learning a hybrid-model classroom pods and the use of alternative spaces that allow for increased social distancing Some are pushing for the use of outdoor classrooms positing that this solution would provide ample social distancing fresh air and ventilation as well as expanded access to in-person instruction This is especially important for disadvantaged students who experience significant barriers to learning remotely

The school district in Virginia Minnesota (where our Minorca Mine is located) is already prepared to use an outdoor classroom should that be part of their return-to-school plan In fact they have been using a school forest as an outdoor learning space since 1994 The Virginia School Forest is a 120-acre outdoor classroom located on the Laurentian Divide

Numerous outdoor education activities for grades 2-6 occur there throughout the school year Activities include plant identification forest manage-ment camping skills instruction birdhouse construction logging outdoor survival lessons field first aid training wildlife studies and water and soil studies

Amy Zadnikar school forest coordinator and 5th-grade teacher at Roosevelt Elementary explains ldquoOur educational system is ever-evolving to provide our students the needed skills for success in the global workforce Through outdoor education we teach problem-solving skills encourage self-exploration and foster team buildingrdquo

ArcelorMittal has proudly been supporting the school forest with an annual grant since 2009 Most recently we funded their initiative to build four shelters at the forest to be used as a gathering place for instruction fieldwork and refuge from the elements in instances of bad weather The project is still underway but the idea is for elementary students to work collaboratively to plan and build shelter models using iPad-com-patible design software and 3D pens The four shelters are to be

low-impact on the environment capable of seating a class of 30 students moveable and functional including seating benches roof coverings and fold-down tables

The project was halted due to the COVID-19 shutdown right after the elementary teams presented their models to the students in the Virginia High School Industrial Technology Design and Engineering program When things resume the high schoolers will serve as mentors to the elementary students working together to finalize the designs and construct the shelters The initiative is an excellent example of the intersection between two of ArcelorMittalrsquos grantmaking priorities the environment and STEM education

ldquoWe are very grateful to provide this innovative approach to learning for our students using our school forest All this is made possible through this grant along with community supportrdquo Amy shares

Whatever the 2020-2021 school year looks like the school forest will surely continue to be a treasured asset to the Virginia community

These articles written by Liz Johnson

Construction on Hoover

Dam began 90 years ago An

ArcelorMittal legacy company

made it possible to create this

valuable source of energy which

has become one of the most

popular tourist attractions in

the United States When you look at Hoover

Dam yoursquore likely to think

ldquoconcreterdquo After all it took

nearly 875 million cubic feet of

concrete to construct the dam

But if it were only made of

concrete it still wouldnrsquot be

finished Steel forms held the

concrete in place while it ldquocuredrdquo

or cooled and it would have

taken 125 years to cure were

it not for steel And that steel

came from an ArcelorMittal

legacy company Bethlehem

SteelInstead of a continuous

pour engineers decided to

pour the concrete in 230 large

columns reinforced with 600

miles of steel pipes By running

cold water through the pipes

the curing was done in much

less time Then they filled the

pipes with concrete for added

support All in all the construc-

tion of Hoover Dam required

45 million pounds of reinforce-

ment steelSteel was also used in the

giant buckets that delivered

concrete to the site The buckets

measured nearly 7x7 feet and

when filled weighed 20 tons

The buckets moved from

a concrete plant in Nevada

by rail on steel tracks then

traveled down a steel cable to

the construction site At the

height of construction a bucket

arrived every 78 seconds

The inner tunnels of the

dam contain 30-foot diameter

steel pipes or penstocks in

concrete lined tunnels that

are 37 and 50 feet in diameter

They connect the intake towers

with the power plant and canyon

wall outlet works It took 44

thousand tons of steel to form

the penstock and outlet pipes

Each section of the largest pipes

are 12 feet long 30 feet in

diameter and 2frac34 inches thick

They were formed from three

steel plates and each section

weighs nearly 68 tons

All in all it took 96 million

pounds of steel and metal to

create this man-made wonder

Hoover Dam solved a

significant problem putting an

end to a series of historic floods

that destroyed crops Now it can

irrigate two million acres of crops

and provide electricity for more

than two million homes

Todayrsquos steelworkers can

thank the men who worked on

the Hoover Dam for an important

safety improvement the

development of the hard hat

The first hard hats were made

of cloth coated in tar When

they hardened they could

deflect falling objects They were

called ldquohard-boiled hatsrdquo This

eventually led to the commercial

production of hard hats

Did you know that steel camefrom the stars Long before man walked the earth a starexploded shooting iron and carbon into the universe Asthese cosmic materials slammedinto each other they created planets including Earth

On a day lost to historyman discovered a glittering meteorite and he and his descendants would begincrafting tools and weaponsOne of the first objects knownto have been created with iron was a dagger discoveredin King Tutrsquos tomb

They called iron theldquometal from heavenrdquo But

around 2500 BC theyeventually discovered it wasright under their feet exceptit was lumped together with other stones and minerals It took 700 years for man to develop a process that separated the iron from theother material That discoverymarked the end of the Bronzeage and the beginning of the Iron age

For centuries manexperimented with iron andcarbon heating it in hearths andfurnaces to create wrought iron

and cast iron Then around 400BC Indian metalworkers added just the right amount of carbon

to iron heated it in a clayreceptacle and created steel

And then came hundredsof years of innovationhellip from weapons and armor to wheelsand tools Today steel is the

foundation of our world a vitalcomponent of buildings and bridges of cars and countlessconsumer goods

But it all began in thestars

Early on steel was produced in bloomeries and crucibles A bloomery has nothing to do with flowers And a crucible doesnrsquot have anything to do with the Salem Witch trialsA bloomery was the earliest form of smelter capable of smelting iron Bloomeries produce a porous mass of iron and slag called a bloom That bloom then needs to be hammered to squeeze out slag When the gaps are molded shut

you have a solid piece of metalA crucible is ceramic or metal container in which metals or other substances may be melted or subjected to very high temperatures A crucible was one way to separate ore from impuritiesThey were first used in Eastern Europe and IranThese processes were innovative in their time And modern steelmaking is the result of thousands of years of innovation

The backbone of Hoover Dam

It came from space

Bloomeries andcrucibles

In 1856 Henry Bessemer patented a new process for melting low-carbon iron This led to the production of cheapsteel in great quantities andan amazing era of progress in transportation constructionand industrialization

In 1864 Dmitri Mendeleev

devised the periodic table of

elements Iron was given the

symbol ldquoFerdquo and the atomic

number 6 Iron is the most

common element on earth

Around 3500 BC

Egyptians smelt iron

for the first time They

could only smelt

small amounts and

most were used for

ornamentation

In 1865 AndrewCarnegie was building

his wealth on steel He

owned stakes in bridge

building companies

rail and locomotive

works and an iron millIn 1847 WilliamSiemens built a newglass furnace thatallowed a furnaceto maintain peaktemperature byrecycling heat fromthe process

In 1948 RobertDurrer developedthe basic oxygenprocess It combinedthe advantages ofthe Bessemer andSiemens-Martinfurnaces

Around 300 BCmetal workers insouth India developcrucible steel

1 Company 1 Community 1 Magazine12 ArcelorMittal USA

One South D

earbornChicago IL 60603USA

Group Worldsteel Association recognizes ArcelorMittal as a Steel Sustainability Champion for third year runningThe accolade for 2019 maintains ArcelorMittalrsquos perfect run as a Steel Sustainability Champion since the program was launched in 2017 Being named a Sustainability Champion distinguishes steel companies that like ArcelorMittal are leading by example in creating a truly sustainable steel industry The program seeks to encourage other steel companies to increase their efforts set higher standards and demonstrate a strong commitment to sustainable development and the circular economy

EuropeArcelorMittal Europe launches first climate action report setting out its roadmap for carbon-neutral steelmakingArcelorMittal Europe has published its first climate action report detailing the ground-breaking work underway to reduce its CO2 emissions by 30 by 2030 and make its steelmaking operations carbon neutral by 2050 To realize these ambitions and in recognition of the need to act now to combat climate change the company is pioneering two potentially carbon-neutral routes for steelmaking Smart Carbon and a DRI-based route By investing in both routes ArcelorMittal Europersquos flat long and Industeel businesses can significantly reduce scope 1 CO2 emissions which includes all process emissions by 2030 over a 2018 baseline without having to wait for the large-scale affordable renewable energy needed for hydrogen-based steelmaking To achieve full carbon neutrality incorporating circular carbon into the process by using sustainable biomass to produce bioenergy will be needed

ACISArcelorMittal Kryvyi Rih purchases new medical equipment for its ambulancesArcelorMittal Kryvyi Rihrsquos medical center has received new portable isolation pods defibrillators nebulizers and antibacterial recirculators for the safe transportation of patients with suspected coronavirus This equipment will be installed in the companyrsquos six ambulances supplementing the up-to-date equipment already available and ensuring they are even better prepared to transport and monitor potential COVID-19 cases should the pandemic worsen in Kryvyi Rih

AmericasArcelorMittal Mining Canada supports the United Wayrsquos emergency community assistance fundArcelorMittal Mining Canada has given $66000 to Centraide Duplessis (United Way Canada) to fund essential support services for vulnerable people in the community of Sept-Icircles Quebec during the COVID-19 pandemic Its employees have also pledged to contribute a further $61000 for a total donation of $127000

For more information go to wwwmyarcelormittalcom

1 is a publication for all ArcelorMittal employees located within the United States of AmericaEditorLiz JohnsonUSA Communications TeamHeather Bockstruck Shira Cohen Summer Paris Amanda Scott Beth Spurgeon Bill Steers Heidi UmbhauContributorsMarcia MillerPhotographersVideographersArjavec Photography Rishabh Bahel Christine Fleps Liz Johnson Port of IndianaDesignGoodnight and AssociatesPrinterAccucraft ImagingCirculation17000

1 | ArcelorMittal USA | SeptemberOctober 2020

Global News in Brief

Pictured on coverRecovering from the lockdowns imposed around the world to limit the spread of COVID-19 will be a long winding uphill road for everyone In Liberia and across the developing nations of West Africa however this challenge is more acute and itrsquos one ArcelorMittal Liberia is collaborating to address

Sustainability

AwardsContent Links

When this icon is shown a video relating to the story is available for viewing on myarcelormittalcom

When this icon is shown more photos relating to the story are available on myarcelormittalcomWhen this icon is shown more information about this story is available on myarcelormittalcom

Stay in the pictureDo you need a reason to work safely How about these Your family Your friends Your co-workers Your community Even your pets Herersquos 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 usa1arcelormittalcom and write ldquoHerersquos my reasonrdquo in the subject line

Letrsquos make 2020 ArcelorMittalrsquos safest year yet

I choose the safest way by wearing a mask when out in public and when I cannot maintain a safe distance from others outside my family I do this to protect others in case I have contracted the COVID-19 virus and donrsquot know it Itrsquos one very small act that I can do to help protect my community and especially the most vulnerable around me Itrsquos just the right thing to doTom Dower senior director government relations ArcelorMittal

Steel Search Trivia Challenge

What was the name on ArcelorMittal RampDrsquos Mike Steinhubelrsquos lab coat when he was working as a bed tester for Serta

In each issue of 1 Magazine yoursquoll find our Steel Search Trivia Challenge Answer the question correctly (yoursquoll find the answer in this edition) email your response to USA1arcelormittalcom and yoursquoll be entered into a random drawing for a $100 gift card (one winner per issue ArcelorMittal USA employees only) Deadline for entries for this editionrsquos contest is October 2 2020

Another winner in ArcelorMittalrsquos Steel Search Trivia Challenge

Steel Search Trivia Challengegt

In the JulyAugust edition of 1 Magazine we asked What was the name of the dog rescued by the team at ArcelorMittal Warren

We selected our latest winner (in a random drawing) from dozens of entries and the winner is Michelle Baumgarten who works in IT in East Chicago She had the correct answer (Payton) and will receive a $100 gift card

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