08 15 - arcelormittal/media/files/a/...the employer promise ‘make your world’ using our standard...
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1 Com
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1 Co
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unity
1 M
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Arc
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2019
Vol
. 12,
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03John Brett: The importance of infrastructure investment
USA Communications team
05Fighting fire without fireInnovative safety training uses VR technology
Shira Cohen
08Creating a stronger partnershipArcelorMittal prepares to manage Hibbing Taconite
Jolice Pojeta
15‘Golden’ women of steelThey’ve been on the job for half a century!
Kelly Nissan
04-07The newest industrial revolutionA digital employee, delivery improvements, co-engineering and more
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine2
Our 10 sustainable development outcomes are how we will contribute to making a more sustainable future, from the way we make steel and use resources,
to how we develop new products, and support our people and our communities. 1 Safe, healthy, quality working lives
for our people
2 Products that accelerate more sustainable lifestyles
3 Products that create sustainable infrastructure
4 Efficient use of resources and high recycling rates
5 Trusted user of air, land and water
6 Responsible energy user that helps create a lower carbon future
7 Supply chains that our customers trust 8 Active and welcomed member
of the community
9 Pipeline of talented scientists and engineers for tomorrow
10 Our contribution to society measured, shared and valued
All underpinned by transparent good governance.
Look for “The 10” symbol in 1 Magazine to see how our company works toward a more sustainable future.
Our 10 sustainable development outcomes
At ArcelorMittal, we know that our people are a source of competitive advantage. Because of this, enhancing our ability to attract and retain talented employees needs to be a continuing focus. This is the reason behind the creation of our new Employee Value Proposition (EmVP), and our promise, ‘MAKE YOUR WORLD’.
Development of our EmVP is driven by shifts in the dynamics of the global talent market; an increasing gap has opened between the supply and demand of the skills we need. And this war for talent is only going to get more intense. This talent challenge takes two forms: first, we need to retain the great people we have already, and second, we must attract new talent – the brightest and the best.
Bart Wille, Executive Vice President and Head of Human Resources, commented:
“New technologies and advances in social media have shifted the balance in favor of employees, who now have much more information on potential employers, enabling them to make an informed decision. I believe we are an employer of choice and we have a very strong Employee
Value Proposition – we need to leverage this and communicate it effectively in order to attract and retain the talent we need to meet our business goals.”
Introducing our Employee Value PropositionAn Employee Value Proposition (EmVP) is the unique set of benefits which an employee receives in return for everything that they bring to a company. At ArcelorMittal, this of course goes far beyond financial compensation, to include our entrepreneurial, can-do culture, and the pride we have in the fact that so much of what makes modern life possible is enabled by steel.
The first step towards developing a unique, credible and differentiating EmVP was research, necessary to ensure that the results would be based on facts and not assumptions. Working in partnership with EmVP consultants Hodes, the research included:- Review of feedback from employees during Speak Up! surveys and exit interviews- Onsite and virtual focus groups covering all segments and functions
- Senior internal stakeholder interviews- Analysis of industry and talent competitors- External stakeholder interviews
This research provided valuable insights into our root strengths as an organization, the competitive environment, our aspirations and what differenti-ates us as an employer from our competitors. The ArcelorMittal EmVP concept, consisting of our Employer Promise and four core messages, then gradually emerged from those insights. The proposal was then consid-ered, evaluated and validated through extensive internal and
external online surveys and feedback from senior leadership.
Does the introduction of the EmVP mean that our brand is changing?No, our brand promise remains ‘Transforming Tomorrow,’ as do our three values: Sustainability, Quality and Leadership. Similarly, our logo and overall visual identity are not changing. Our EmVP is a variation to our brand, used only when communicating from an HR point of view with our employees, and with potential recruits.
EmVP visual identityTo bring the employer promise
and the messaging pillars to life, a variation to our visual identity has been developed, illustrated in this article. This variation is for the exclusive use of HR teams around the world when they communi-cate with employee and prospec-tive employee audiences. It uses the key elements of our existing visual identity, and adds in four additional elements.1. An illustrative approach that combines a distinctive photo-graphic style with an overlaid ‘blueprint’ graphic.2. A white ‘frame device’ that focuses attention on the subject matter, and 3. An increased use of blue
together with a decreased use of orange. 4. A typographic treatment for the employer promise ‘MAKE YOUR WORLD’ using our standard VAG Rounded Light typeface, letter-spaced, and in capitals.
Complete guidelines for the usage of this variation to our visual identity have been prepared. They can be found on the ArcelorMittal brand web site: brand.arcelormittal.com.
Our new EmVP is a reflection of what we stand for as an employer, of our culture, and of the aspirations we have for employees. We are confident that it will help us win the war for talent.
Global News>
ArcelorMittal publishes 2018 integrated annual reviewArcelorMittal has published its 2018 integrated annual review. The review underpins the Company’s commitment to transparent reporting. It has been produced in line with the International Integrated Reporting Council’s framework and demonstrates the Company’s approach to ensuring it brings long-term, sustainable value to its broad stakeholder base. It outlines the Company’s progress against its four strategic priorities, namely: improving its safety performance, achieving its financial targets, delivering on its Action 2020 strategic plan, and integrating sustainability into the business.
The review, which can be accessed online at annualre-view2018.arcelormittal.com includes videos of several members of ArcelorMittal’s senior management team, including: Lakshmi Mittal, chairman and CEO; Aditya Mittal, president and CFO, ArcelorMittal and CEO, ArcelorMittal Europe; Brian Aranha, executive vice president; and David Clarke, vice president. Topics covered include:• ArcelorMittal’s health and safety performance in 2018: progress made against its stated ambition of zero injuries and fatalities and the approach being undertaken to drive further improvement and instill a safety-first culture throughout the organization;• ArcelorMittal’s financial and
operational performance in 2018: progress made in the third year of the Company’s five-year strategic plan, Action 2020; how the Company further strengthened its balance sheet; and how it is strengthening its operating platform through selectively investing in high-return opportunities;• The steps the Company is taking to integrate sustainable develop-ment into its business, with a focus on: improving safety performance, addressing the carbon challenge, building a high-performing organization, innovating to support customers and society, providing customer reassurance through global standards and certification, and anticipating and responding to social and environmental trends.
Commenting, Lakshmi Mittal said:“As the world’s leading steel and mining company, our world-class steel solutions have an important role to play in society. Our goal is to ensure that steel remains the world’s material of choice, and ArcelorMittal the world’s preferred steel supplier. We aim to do this in a manner that is as efficient and effective as possible so we can return value to our broad stakeholder base.
“Against a backdrop of positive market conditions, ArcelorMittal delivered its best financial performance for several years, generating Ebitda of $10.3 billion and net income of $5.1 billion. We also now have industry-leading balance sheet strength and are investing in opportunities to create value so that we build an even stronger, more resilient group. Two good examples of this last year were our acquisitions of Ilva in Italy and Votorantim in Brazil. We also progressed our five-year strategic plan, Action 2020, and have now delivered $1.6 billion from our $3 billion Ebitda target. We therefore
have a lot to be pleased about with our performance in 2018.
“Our focus, however, is to ensure that ArcelorMittal is not just successful today, but that our success endures into the future. To do this we must ensure that sustainable development is embedded throughout our business. Addressing climate change and supporting the transition to a low-carbon, circular economy is an important part of this. We are developing a low-emissions technology strategy but need to see public policy evolve to support our efforts.
“Elsewhere, the launch of Steligence® last year is a good example of how we are innovating to meet customers environmental and sustainability goals. It provides our construction sector customers with sustainable building solutions now, while promoting the reuse of steel components at the end of a building’s life. And last year, we also continued to advance our efforts to develop an industry-wide supply-chain assurance scheme, ResponsibleSteel™, which will provide customers with the reassurance they need.
“To conclude, 2018 was a positive year for ArcelorMittal. Our strategic priorities are well established and our focus for the year ahead and beyond is clear. ArcelorMittal is a more resilient, more focused, more capable business than it ever has been.”
Key highlights of ArcelorMittal’s sustainable development approach and progress discussed in the review include:• Further progress in safety performance, with a record low lost-time injury frequency rate of 0.67x.• The steps the Company is taking to address the carbon challenge, how it is developing a broad range of technologies to enable it to transition to low-emissions
steelmaking and support the objectives of the 2015 Paris agreement. The Company is developing a corporate action plan for carbon reduction which will support a new group-wide 2030 target, to be announced next year. It also plans to publish a detailed Climate Action report in the coming weeks. • Case studies on:
• ArcelorMittal’s approach to improving safety performance by spotting potential risks and preventing the most serious accidents.
• How ArcelorMittal is building a business that capitalizes on digital opportunities.
• Steligence®, the Company’s approach to building a sustainable future for the construction sector.
• Work to ensure the safety of its tailings facilities.• A mapping of the UN sustainable development goals against those the Company addresses through its approach to integrat-ing sustainable development into the business;• A summary of value creation for stakeholders in 2018, in the Company’s value creation model. Examples include:
• $4.8 billion total tax contribution;
• $652 million allocated to environmental and energy capital projects;
• A seven percent reduction in dust emissions per tonne of steel over three years and a corresponding reduction in NOx of six percent;
• 70 new patents filed and 26 new products launched aimed at creating sustainable develop-ment value with a further 38 R&D projects for sustainable develop-ment in the pipeline;
• 10 million metric tons of CO2 avoided due to the re-use of blast furnace slag in the cement industry;
• Inclusion in the Bloomberg gender diversity index.
Lakshmi Mittal, chairman and CEO
Global News>
MAKE YOUR WORLD: Our employer promise
An Employee Value Proposition (EmVP) is the unique set of benefits which an employee receives in return for everything that they bring to a company.
ArcelorMittal employer promise: MAKE YOUR WORLD‘MAKE YOUR WORLD’ is our employee promise. It describes not only the essential role of steel in modern life, but as well the opportunity that ArcelorMittal gives to employees to actively develop their own careers.
EmVP core messages1. Fabric of life: This demonstrates the reality that steel is essential to modern life. 2. Driven by excellence: This highlights our leadership position in the industry, and our hunger to keep improving and meet the ever-changing needs of our customers.3. Run with it: Focusing on the entrepreneurial spirit of our employees and the opportunities they have to develop, to grow and to progress in their careers. 4. Shoulder to shoulder: This showcases the strength that comes from diverse, high-performance, multi-cultural teams, each working together effectively to achieve the same organizational goals.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine3
John Brett
It’s almost unbelievable that the last major infrastructure package in the United States was more than sixty years ago, when President Dwight Eisenhower championed the formation of the Interstate Highway System. Going back even further, infrastructure spending as a percentage of the U.S. GDP peaked in the late 1930s and is currently a lower percent-age than in Canada, France, Japan and the United Kingdom.* The American Society of Civil Engineers compiles report cards on infrastructure and gives the United States a “D.”
Earlier this year, I spoke before the Congressional Steel Caucus and told its members one single act could stimulate demand for steel and increase the competitiveness of American manufacturing: Pass a meaningful infrastructure package.
In my remarks to the caucus, I explained that, as an integrated steel producer, ArcelorMittal USA transports iron and coke to our blast furnaces to make steel. We mine taconite in Minnesota’s iron range; turn it into pellets; then move the pellets by rail to the Port of Duluth where they are loaded onto thousand-foot ships, which transit Michigan’s Soo Locks for delivery to our blast furnaces in Indiana and Ohio. That raw iron meets up with coke that began life at our West Virginia coal mines, moved by rail or barge to our coke batteries in Ohio, Indiana and Pennsylvania, and then on to our steel mills.
Once produced, our steel moves by rail, truck and water to our steel finishing operations and our customers.
Not only are these modes of transportation essential to our operations and to those of our customers, but they are also steel-intensive. Rail and rail cars; roads, bridges and trucks; locks, dams and ships; pipelines; electrical generation, transmission and distribution – all require significant amounts of steel to build and maintain.
In addition to creating a robust, infrastructure package, Congress should re-authorize the Fixing America’s Surface Transportation bill (FAST Act), which allotted $305 billion for surface transportation spending. Enacted in 2015, it is set to expire by the end of 2020.
Experts agree that investing in and maintaining our infrastruc-ture would improve our country’s competitiveness, create jobs and boost the economy. Both Democrats and Republicans have signaled their willingness to work together on a bi-partisan solution. What delays action is financing. While most lawmakers agree on the need for investment, finding the best, politically acceptable way to pay for it is the hard part. Experts generally agree there are ways to finance these improve-ments which will ultimately pay for themselves, but unless Congress and the President can finally forge a solution we will be talking about this well past the 2020 elections.
It is undeniable that our infrastructure is becoming unreliable. This neglect has the
potential to affect America’s position in the global marketplace. Also, the age of our infrastructure systems raises concerns about the safety of everything from our roads to our water systems. We pay the cost in times of catastro-phe, when a bridge collapses or a dam breaches, but we also lose billions in economic productivity when infrastructure is not properly maintained.**
My testimony in Washington, along with the work of our government relations team, is just one way ArcelorMittal USA works to support the health and sustainability of the steel industry in our country. Our daily sustainability effort is to strive for quality, reliability and on-time delivery for our customers, ensuring we are ready to be the premier steelmaker for today and tomorrow.
ArcelorMittal and the other domestic steel companies and steelworkers testify in Washington year after year about the importance of dealing with our nation’s aging infrastructure. As I testified to Congress, please let this year be the time to stop talking, to put aside political concerns, and to start investing.
John Brett, CEO, ArcelorMittal USA
The importance of infrastructure investmentFrom highways and runways to rivers and railroads, it is imperative that the United States address its aging infrastructure.
#ResponsibleLeadership
Tim Candiano, division manager, coke plant operations, Burns Harbor
Strong, responsible leadership is the key to success for any organization. At ArcelorMittal, responsible leadership means abiding by our Code of Business Conduct, protecting our reputation and making smart business decisions that are in the best interest of our shareholders, employees and communities. As ArcelorMittal employees, we all have a role to play in responsible leadership.
Responsible leadership is protecting and growing the assets that my team and I manage. As responsible leaders, it is our responsibility to plan and make decisions that provide for the safety of our workforce, environmental compliance and protect and grow the assets. Our employees, families and stakeholders rely on us to make these everyday decisions. I have always believed and said, ‘The department needs to be an asset and never a liability’ to the corporation.
Responsible Leadership
What do you view as responsible leadership? Send us your quote and a picture of you/your team to [email protected].
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What initially attracted you to the steel industry?After college, I had a number of job offers and visited many facilities. The size and scope of our industry and our equipment impressed me then and still does so today.
You’ve held positions in the flat carbon finishing areas at Indiana Harbor and AM/NS Calvert. What do you find most exciting, yet challenging, regarding this area of the business?The finishing area of the mill is closest to some of our most demanding customers and is where we have invested the most money into our product. Satisfying our customers’ needs while still maximizing the return on our investments is the most exciting part of the job.
How do you feel your experi-ence has prepared you for this important position?Having worked in finishing for most of my career, I have a strong understanding of what it takes to produce high-quality flat products which we can deliver on-time to our customers.
What is your vision for ArcelorMittal Columbus?To continue to be a high-quality supplier of exposed automotive while improving our cost structure and maximizing our profit.
In your short time at Columbus, what has impressed you the most?Columbus has the ability to produce exposed automotive at any time. Only a few galvaniz-ing lines can make this claim.
What advice would you share with the newer generation of ArcelorMittal employees?Take advantage of all the opportunities afforded you.
Our company is so large, that there are new and exciting possibilities for personal growth everywhere.
What do you enjoy doing when not at work?I have many interests and hobbies away from work. Among my favorite activities is traveling and exploring the back roads and small towns of this great country of ours.
Meet Jerry Cook, operations manager, ArcelorMittal ColumbusJerry Cook was recently named operations manager for ArcelorMittal Columbus. His most recent position was director, exposed automotive, AM/NS Calvert.
Leadership>
Jerry Cook, operation manager for ArcelorMittal Columbus.
Follow ArcelorMittal USA
A Health and Safety message from John BrettOn April 25, ArcelorMittal observed Workers Memorial/Health and Safety Day. Our safety record in 2018 was a source of pride, but in the first quarter of this year, one of our employ-ees was fatally injured in an incident at Indiana Harbor. That day, a family lost a husband, a father, a son and a brother. Just one fatality has ripple effects that spread grief in many directions. We must be more focused on our safety and the safety of those around us if we are truly committed to the Journey to Zero. We must always choose the safest way.
‘Building to Win’The National Association of Manufacturers has created a valuable resource about its vision for an exceptional America. Titled “Building to Win,” it outlines the need for a 21st-century infrastructure system to address America’s need for modern transportation, energy, broadband and water infrastructure. You can download the document by going to the organiza-tion’s website, nam.org, and searching for “Building to Win.”
* Source: Congressional Research Service
** Source: Council on Foreign Relations
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine4
Heidi Umbhau
Has technology changed our lives for the better? Whether your answer is yes or no, everyone must agree that technology has profoundly changed the way people live. The way we talk to each other, harvest food, learn, travel the world – those and virtually all other activities have changed tremendously over the years. And technology is also changing the way we work, even in our steel mills.
Globally, ArcelorMittal is making large investments of resources, time and management attention to understand how we can take advantage of the newest industrial revolution. Across our global footprint, we are using data and analytics to create value for our customers, and to create
value within our operations.Daniel Newman is the
principal analyst and founding partner of Futurum Research. His work centers around digital transformation and how it is influencing workplaces. He says these new tools are improving business at heavy manufacturing companies.
“You have the data that’s being collected from the factories, from your industrial plants, from your mining sites and everywhere. That data can actually be used to improve the equipment efficiency,” says Newman. “You see large double-digit percentage gains in operational efficiency thanks to the Internet of Things (IoT) and the analytics that are being collected. You’re also going to be able to have a better insight to your customer. You’re going to have a better under-standing of ordering patterns,
payment patterns.” The head of IT for
ArcelorMittal USA, Jerry Yothment, agrees this is an exciting time for businesses in every industry, including ours.
“When I think of digitalization I think of emerging technologies, and I think of the large amounts of data that we’re now able to collect. I think about our networks. Our networks are expanding at a phenomenal rate,” says Yothment. ”We now have more than 75,000 things on our networks just in the U.S. It’s an amazing amount of equipment and things. These are not just computers but also operator stations. It could be devices that are measuring equipment or equipment performance. It’s our manufacturing systems. It’s all our telephones. It’s our printers. Everything is on the network these days, and all of those things are generating enormous
amounts of data.” What can we do with all the
data? The answer to that question is almost limitless, but Yothment gives an excellent example in the United States: our delivery initiative, a critical component to our success in the marketplace.
“We created these delivery metrics to measure our delivery performance on a customer by customer basis, and we custom-ized it for the specific way in which a customer wants to receive their material. It’s really pretty amazing because we can go all the way down to the individual customer. We can go down to the individual order. We can also see trends in how our manufacturing is performing, and we can identify bottlenecks in the process before they happen. I can view this information on my computer, of course, but I could also view it on my mobile device, I can view it anywhere.”
The newest industrial revolutionEuropean activitiesTo embrace this new reality, our global company has created centers of digital excellence across Europe near most of our production, where new technolo-gies are developed from prototype to maturity much faster than ever before.
“Today, if you go to our facilities around the world, especially in Europe, you will see small clusters of people working together in finding solutions,” says Aditya Mittal, CFO ArcelorMittal. “To imagine a steel company of this size, to be addressing these challenges in a start-up style, is quite exciting. Most people who join the steel business would not expect to have such opportunities at ArcelorMittal. This is exciting for existing employees as well as for new employees,” he said.
In ArcelorMittal Gent, Belgium, more than 100 engineers have teamed up to work on accelerating the plant’s automation projects, and to support rolling out the technology across the group. In addition, a team of 70 systems and modeling experts has been formed, with engineers from across ArcelorMittal Europe industrial sites working together.
In the AmericasIn the Americas, there are also numerous efforts going on that take advantage of data and analytics, and other facets of this 4th industrial revolution.
Certain changes have enabled us to move forward with digitalization. For example, the cost of capturing and storing information and the cost of computing have decreased, allowing very fast development of new technologies. The affordability of sensors – which are used by the thousands across ArcelorMittal’s plants - and the ability to use big data to process huge volumes of data generated from those sensors, are creating possibilities for saving energy, water and wear and tear on machinery.
Our use of drones at several of our facilities is a good illustration of using digitalization to improve safety, efficiency and accuracy within our operations. Drones are used to check for maintenance needs at some facilities, minimizing the hazards to our employees who would otherwise have to work at heights
to examine our facility structures. At other plants, drones
can perform different tasks, like supporting an infrared camera to track energy usage.
At ArcelorMittal Dofasco in Canada, a completely autono-mous crane which optimizes its own work can identify and pick coils for delivery to customers, enhancing the entire delivery experience.
At ArcelorMittal Tailored Blanks operations throughout Canada, Mexico and the United States, facilities are fully robotic. The robots improve production and quality and have enabled the scaling up needed by some of our most demanding and important automotive customers.
In Brazil, virtual reality is being used to do realistic safety training, and virtual reality is also being used to develop a confined space safety training at ArcelorMittal Burns Harbor.
In an example outside of operations, the internal assurance team in the USA invented a bot that functions as a virtual full-time employee. Using robotic process automation, this team uses the bot in their continuous audit approach, which nets real-time information that can add value to the company for almost no cost.
Whether in operations, the back office or even communica-tions, digitalization is a fantastic enabler for fulfilling our brand promise of transforming tomorrow. Our CFO Aditya Mittal comments, “In the old days it was the big eating the small. These days, it’s the fast eating the slow.”
Digitalization driversThe main driver for digitalization at ArcelorMittal is creating a competitive advantage. New technologies can help to ensure that customers’ product needs can be met right away. Gathering large amounts of data and harnessing the power of analytics can help us to understand where production issues may occur, leading to better product quality.
Digitalization at the world’s largest steel and mining company is not easy. But if we can understand how to harness the digital opportunities available to us, we stand to make a huge leap that will benefit our manufactur-ing processes, and our customers.
The digital version of this article is available under news and media/our stories on usa.arcelormittal.com.
Check it out for related content, including videos on our digitalization initiatives.
Digitalization definitions
Digitization is the process of changing from analog to digital form.
Digitalization is the integration of digital technologies into everyday life by the digitization of everything that can be digitized.
Internet of Things is simply a network of internet-connected objects able to collect and exchange data.
The industrial internet of things (IIoT) is the internet-connected machinery and the advanced analytics platforms that process the data they produce.
The future of mobility in automotiveAutomotive>
Liz Johnson
There are major disrupters in the automotive industry – transformations that are the result of connectivity. From cruise control to autonomous vehicles, our world is changing and our
business will need to adapt. Whatever happens in the future. Bala Krishnan, director of automotive product applications in ArcelorMittal’s Global R&D group, says steel will be there.
“Our challenges have always been the same: How do we make or contribute to the safest vehicle at the lowest cost, at the lightest
weight?,” he believes. “Our industry as a whole has done a very good job of maintaining the role of steel in automotive.”
Krishnan also says relation-ships are critical to remaining
competitive.“We have been able to
work very closely with our customers to understand their needs,” he says. “That is a top priority in everything we do.”
Krishnan says ArcelorMittal has been successful in adapting to the evolution in automotive.
“Thirty years ago, steel was considered a ‘sunset’ industry,” he says with pride. “But the sun never
set in our world because we keep moving in the right direction.”
Bala Krishnan, director of automotive product applications, ArcelorMittal Global R&D
Mobility: Technology that allows people to move around more freely.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine5
Many of the nonprofits that ArcelorMittal funds focus on STEM education, as we need to develop a future workforce with the knowledge and skills required for Industry 4.0.
Digitalization helped create a cost-saving, award-winning solution to reducing the cost of our scrap mix.
Amanda Scott
ArcelorMittal increasingly recognizes the critical importance of digitalizing our processes to drive our company into the future. From autonomous cranes and predictive mainte-nance tools, to Office 365 and auditing bots, Industry 4.0 is affecting all areas of our business and leading to increased efficiency and innovation.
The new technological landscape is not unique to the steel industry, as businesses across all sectors are grappling with how best to leverage technology. This includes the nonprofit organizations ArcelorMittal partners with in our communities. In support of our partners’ efforts to digitalize, we launched “Building Resilience: Investing in Nonprofit Sustainability” in 2017. The two cycles of this grant initiative have supported projects traditionally underfunded by foundations and corporations, including those related to technology implemen-tation, data management and IT.
As an example, the Boys and Girls Club of Greater Cleveland used its Building Resilience investment to purchase an improved database manage-ment system. This provides the organization with a more streamlined online giving platform and prospect research tool and a
digital communication tool to enhance the organization’s capacity to connect with more donors, more frequently. Results included the identification and mapping of major donors, a doubled open rate of their fundraising emails and a dramatic increase in donations.
“With our former donation platform, we processed 2,774 transactions in a 10-year period. In just nine months following implementation of our new system, we processed 1,420 transactions and experienced a 50 percent donation increase in our annual “Race for Kids” campaign,” Robert Koonce, chief development officer said.
Project SYNCERE was awarded a Building Resilience grant in December 2018 to optimize its Salesforce system by integrating its marketing, accounting and website systems and upgrading its student/program database. Once complete, staff can create customized reports and dash-boards that reflect a 360-degree view of the organization, allowing them to deepen their constituent relationships and deliver better programs.
Jason Coleman, executive director of Project SYNCERE, explains, “Having one system in place that is robust enough to handle all of the facets of running our organization will not only reduce the repetitive work that we do, but it will increase
efficiency, productivity and collaboration amongst our team.”
Many of the nonprofits that we fund, including both the Boys and Girls Club of Greater Cleveland and Project SYNCERE, educate students in STEM (science, technology, engineering and math) fields. STEM education is the corner-stone of ArcelorMittal’s commu-nity investment program, as the company needs to develop a future workforce with the knowledge and skills required for Industry 4.0.
Another partner engaged in this work is Safe Harbor Nurturing Minds, which connects engineers directly with students so they can learn to code, solve problems using the engineering design process, and compete on FIRST (For Inspiration and Recognition of Science and Technology) Robotics teams. This exposure to STEM-related technologies and potential STEM career paths prepares these students to enter the workforce as highly-skilled professionals who are prepared to innovate.
As these examples demon-strate, ArcelorMittal is taking a multi-faceted approach to digitalization. As we adapt our internal processes, we are proud to support community partners as they implement new technologies, investing in STEM education to cultivate talent that will drive our company forward.
Nonprofits dive into digitalization with help from ArcelorMittal
Shira Cohen
When Keith Howell, chief operating officer for ArcelorMittal USA, saw an opportunity to reduce the cost of our scrap mix, a multi-site team rose to the challenge.
Howell believed the percentage of purchased prime scrap ArcelorMittal consumed at five USA plants was too high. A team led by Gary Norgren, USA raw materials manager, began a complex program to research the use of prime versus revert scrap (scrap that is a byproduct of our processes).
Although many companies hire a third-party to develop and run algorithms for this project, the team ultimately believed the cost to pay the outside vendor would undermine the goal of cost savings. Therefore, this challenge would be difficult to accomplish
internally, so the team immedi-ately joined forces with members of Global Research and Development to brainstorm.
R&D informed the team about the AMIGO program (ArcelorMittal Integrated Global Optimization system), which is used to optimize the manage-ment of materials. The model was already being used in some of our European facilities and was adapted for scrap optimization.
“Now, we needed to come up with an algorithm that would look at our scraps that were available at each plant, and then do a global optimization across all of USA to decide who should use which scraps, who should purchase which scraps in the various markets,” said Norgren.
After 18 months, the team developed the perfect program in-house. It is comprised of more than 14 million variables and is constantly updated and main-tained. Additionally, it is extremely
user-friendly. The operators fill out a spreadsheet that is automatically uploaded. The model takes just 15 minutes to run. Additionally, the imple-mentation of the algorithm has saved ArcelorMittal $10 million in its first year, based on the prior baseline.
“We couldn’t have done this without digitalization. We made the decision to develop a program internally using the AMIGO platform. This is a perfect example of digitalization now that we live in a world where computing power is so readily available,” added Norgren.
This innovation was also the first-place winner in this year’s Americas IT Emerging Technology Awards.
“It was a nice validation to a lot of work that has gone on over the last two and half years,” stated Norgren.
Fourteen million calculations equal millions of dollars in savings
Recycling>
Digitalization>
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Shira Cohen
How do you put out a fire without risking getting burned? Some ArcelorMittal employees are doing just that, using virtual reality (VR) technology.
At Deerfield Woods Training
Center at Burns Harbor, employ-ees are learning how to fight fires through this dynamic new medium. ArcelorMittal developed the VR program working in tandem with Purdue University Northwest’s Center for Innovation through Visualization and Simulation (CIVS).
“We met several times with
Purdue to incorporate all of the little nuances for someone to put out a fire,” explained Angela Hiller, manager of the Deerfield training center. “We were able to incorporate a 360-degree view of our finishing department, so now when you are sitting in the chair with the headset on, it is a real environ-
ment, not a made-up cartoon.” OSHA (Occupation Safety
and Health Administration) requires many safety trainings that are often stagnant and repetitive. Introducing the VR system creates an interactive component that will also be more memorable.
“We feel that people learn by doing, as opposed to just seeing a PowerPoint or a lecture. The VR experience will stick with you,” added Hiller.
The VR training begins with a tutorial and then an animated fire. After employees become familiar with the controls, they
fight a simulated fire.“People recognize the
location. It’s their job to put out the fire or make a judgment call on whether or not it can be put out or if they should do something else instead,” explained John Moreland, a senior research scientist at CIVS.
Burns Harbor currently has four VR stations, where steelworkers from ages 18-74 have extinguished fires from the comfort of a secure room.
Employees are already looking forward to the next innovative safety training. The training team is considering
VR programs on fall protection, mobile equipment inspections and more.
“We can simulate a fire without putting people in danger. It calms them so that they can take what they’ve learned and apply it in real life,” added Hiller. “Keeping our employees engaged and giving them the best training that we can possibly provide to them is extremely important, and that is why it is vital to keep up with the latest technology.”
Fighting fire without fire in innovative safety training
An employee fights a simulated fire using virtual technology at Deerfield Woods Training Center.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine6
James Bot in ‘Never Say Never Again’ (the story of our first global assurance digital employee)Heidi Umbhau
Industry 4.0 is here and we are applying it to create efficiencies and value in our operations and in every area of our business. This is how global assurance tackled this challenge, creating its first digital employee.
Neel Venkatachalam, who oversees global assurance across the Americas challenged his team to explore synergy opportunities within the company’s developing focus
on Industry 4.0. The challenge was to embrace through innovation the opportunities of technological advancement, at low to no cost while adding significant value to the company. This project would be presented at the Global Assurance KMP (knowledge management program) in Brazil. And his team delivered – in the form of a digital employee, whom they called “Bot, James Bot.”
“We always wanted to apply the continuous audit approach to our job,” says Paulo Blanc, audit supervisor at ArcelorMittal USA.
“It was always a nightmare for us to fully apply this approach because of the amount of resources this takes.” During brainstorm sessions with his team, they wrestled with this question. “With digitaliza-tion, innovation, how can we apply
a robotic solution to our continu-ous audit approach?” says Blanc.
With a two-week timeframe and virtually no budget, Miriam Lara was tapped to lead the technical work. “We needed to learn about the mindset of the RPA (robotic process automation) and think about the tasks that we need to develop, then improve those tasks,” says Lara. Working with another team that was actively undertaking an audit, Lara shadowed them closely to understand every step of what they were manually computing, so she could build each of those tasks into the bot.
James Bots’ unveiling at the KMP in Brazil momentarily stunned the crowd into silence.
Paulo Blanc says, “Everyone knows that this has been tested,
that this has been tried in other places and there is a lot of money being invested in this – a lot of money being spent on consul-tants. Everyone believes that this requires a group of very skilled programmers and we just showed we don’t need to wait for a group of highly paid consultants to come here to help us. We can do this at zero cost. That was the message. And I think that was the thing that surprised everyone.”
“I think they’re truly a dream team,” says Neel. “They went beyond my expectations. I’m really proud to work with them.”
Neel notes that predictive analytics is the area where James Bot would really be an MI6 level asset.
“The idea is to move to more a real-time analysis. If we’re able
to analyze current data to generate valuable new insight to navigate the future as opposed to informing them about what happened in the past, that will add much more value to our business partners.”
Next steps for these auditor agents in their quest to embrace industry 4.0: artificial intelligence, machine learning, predictive analytics. “These are all the latest buzzwords,” says Neel. “People are actually trying to integrate all those with robotic process automation to get more value out of it. I think that (James Bot) will clearly position us right at the front end of technology and as one of the leading audit practices in the world.”
In just two weeks, and with virtually no budget, a global assurance team developed a bot that assists with certain audits.
Eric Darmon
ArcelorMittal Burns Harbor is implementing a new management execution system (MES) aimed at improving on-time delivery for our valued customers, as the facility shifts from made- to-forecast (replenished from inventory) to more made-to-order (meets a specific delivery date) business.
The new MES will replace the current, aging business computer system for the light flat-rolled operations of the facility. Phase one of the 63-month project will be rolled out later this year and will include new flow and order planning, order scheduling and order dressing. It will also introduce a new steelmaking
grade book. Additional benefits will
be reduced metal inventories, improved plant yield, improved workforce efficiency, increased hot charging and reduced slab movement.
Changes in the interfacing processes – which includes order entry, order change and corporate quality, and other operations systems – will be required to support the MES implementation. The MES team is working with different business and IT areas to define and implement these changes.
A team of business and IT experts from across the facility will work with a supplier, PSI Metals, as the initial phases of the project begin. New office space in the lower level of the Burns Harbor main office is
complete and housing this special team. PSI representatives are frequently on-site, working closely with the team, and several Burns Harbor team members have been trained on-site at the PSI campus in Pittsburgh.
Phase two will consist of liquid metal tracking, caster production, slab tracking, burning and scarfing, hot charging and reactive caster scheduling. This will be followed by hot rolling (phase three) and cold rolling (phase four). ArcelorMittal Columbus will migrate to the MES platform at the end of the project in phase five.
Eric Darmon is the manager of operations technology in finishing at ArcelorMittal Burns Harbor.
Using digitalization to improve delivery performanceBurns Harbor progressing with new MES implementation
Delivery>
Accurate coil location, coil weight, real-time coil inventory and warehouse mapping are all necessary inputs for leveraging the full potential of the MES deployment in the shipping warehouses. The hot strip’s No. 4 shipping project allows Burns Harbor to store more coils under the roof (double-stacking on steel racks) and each coil has a well-defined position in the storage bay, thanks to the installation of a Genesis coil-mapping system (see related article on page 7). Additionally, the new coil tongs/grabs, with a built-in weigh scale, allows for coil identity verification during each lift.
Automated labeling increases delivery accuracy, saves money
Delivery>
At AM/NS Calvert in Alabama in the USA, a new labeling process is saving money and increasing accuracy. To avoid fines for shipping labels that did not meet customer requirements, the project team in this case wanted to eliminate the necessity for warehouse operators having to select the type of shipping label they needed to print. Until recently, warehouse operators had to be cognizant of which customer they were printing shipping labels for as there are varying label types and size per customer requirements. Specifically, this accommodates the needs for an automotive customer which uses unique QR code labels.
First, the SAP and production system teams at AM/NS Calvert collaborated with internal logistics to gain a better understanding of the existing processes. Next, the team looked for a solution that would alleviate the manual steps that were susceptible to human error. Since the customer data is primarily housed in SAP, this was the obvious location to add the logic that would select the applicable label types.
By creating a custom table in SAP, the team was able to associate unique customer IDs with the specific label types they required, or default to a standard label if the customer had no requirements. When an operator inputs their list of coils that need shipping labels, the program compares the customer ID for the coil to this table, and if the ID is listed, selects all applicable label types. Then the program gathers the specific data for these labels and transmits the details in XML form to another program called Bartender. In Bartender these XML files are broken down into their respective pieces, and the labels are printed. At the same time the XML files are being passed to Bartender, SAP has recorded these details that will also be shared via messaging when ASN’s are sent to the
customer, assuring that the labels and messages match.
The automatic determina-tion of the label types has helped AM/NS Calvert avoid monetary penalties levied by customers for non-compliant labels, as well as penalties for incomplete or erroneous messaging (ASN) received by those customers. In addition, the innovation reduces the amount of time and iterations warehouse operators spend inputting data into SAP to print labels. Previously, operators had to print labels for specific customers as many as three times for a single coil, once for each kind of label the customer required. The new changes identify every kind of
label required and generates them automatically.
“The automatic determina-tion for the shipping labels revolutionized the way we can print labels. With Tesla for example, it was a very arduous and time-consuming high-risk task,” says John Lear, team manager in internal logistics. “Tesla needed a specific label format to fit their needs which was outside our process to do. The type, quantity and customer specificity made it difficult to recognize at time of shipping label printing. The automatic label determination made it possible for us to not change our internal label printing process and still meet the needs of our customer.”
A new labeling process at AM/NS Calvert is helping achieve our delivery goals, creating a computerized program that improves accuracy.
The goal of Internal Audit is to protect stakeholders’ interests and assist the Group in accomplishing its objectives through independent, objective assurance and advisory services. Such Services are designed to add value and improve ArcelorMittal’s operations by bringing a systematic disciplined approach to the evaluation and improved effectiveness of its governance, risk management, and internal controls. “We provide various levels of assurance activities to add value through appropriate recommendations and best practice advice that helps the company better understand, respond to, and manage its risk, and fulfill its governance, risk management, and internal control responsibilities,” says Wa’el Shannak, head of global assurance for ArcelorMittal USA.
Industry 4.0
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine7
Co-engineering with our appliance partners to support sustainable manufacturingKelly Nissan
Our appliance manufacturing customers are working to build more resource-efficient operations. As a major supplier to the appliance industry, ArcelorMittal plays a key role in their sustainability stories.
One way we do that is by embedding engineers in our customer’s research and development teams. They become part of our customer’s staff, sit in their space and work in a seamless partnership, called co-engineering.
“Our engineers use forming analysis and computer simulations to help our appliance customers optimize the grade and thickness of steel they use,” said Erik Mantel, engineer, appliance applications, construc-tion and manufacturing products,
ArcelorMittal Global Research and Development. “And we do this in the early stages of the platform design process.”
The software simulates the forming of the steel – how it will perform in a true manufacturing setting against the customer’s parameters. Engineers can identify issues like splitting, cracking and fining before tooling investments are made by the customer.
“They’re investing in custom made stamping tools and our testing helps them identify potential issues during the design phase to make better purchasing decisions,” said Mantel. “If they didn’t know in advance, they would spend time and money-making changes on the stamping line – and that’s expensive to do. We help them maximize what they can get out of our steel so there’s less waste across multiple stages of their production process
and an overall reduction in their use of resources.”
ArcelorMittal Global Research and Development is identified across the world as a leader in product development and solutions. Offering our customers a co-engineering opportunity is a distinct advan-tage and value. Our technical expertise can provide customers with cost-effective steel solutions which ultimately minimizes our collective footprint.
Recently, our design input helped a customer reduce the overall weight of a free-standing range side panel by eleven percent by utilizing higher-strength steel. This change allowed them to reduce the thickness of the side panel, as well as eliminate a complementary structural support which is no longer needed.
Jolice Pojeta Kelly Nissan
Flat rolled facilities at ArcelorMittal Burns Harbor, Cleveland and I/N Tek and I/N Kote are using digital formats that keep track of product movement and improve the overall efficiency of the coil shipment process.
A software program called Genesis, which stands for generic stockyard information system, was originally implemented at ArcelorMittal Gent. Burns Harbor began using Genesis at its cold rolling shipping area about five years ago and recently installed the system at hot rolling shipping.
“Genesis is a coil tracking system that allows the crane operator to see the entire coil inventory in the warehouse,” said Aaron Webster, manager, hot mill finishing and shipping, ArcelorMittal Burns Harbor. “It allows for better crane optimiza-tion because we can stock the warehouse according to shipping method – truck, rail or barge – and by customer.”
Before Genesis, Burns Harbor did not have a live inventory tracking system. Now, a crane operator at No. 4 shipping can pinpoint the exact location of a coil when truck drivers check in to pick up a load. Webster said coils can also be double-stacked which reduces the need to store product outdoors. Other benefits of Genesis include quality improvements such as a reduction in pitting and less material handling, which reduces the
High-tech coil inventory systems help ArcelorMittal stay on trackWith the use of some sophisticated software, ArcelorMittal USA has enhanced its tracking of coil product movement
Sustainability>
Kelly Nissan
Mobile technology is one of the most efficient go-to options for manufacturing due to its convenience, speedy results and versatility. At ArcelorMittal, it is quickly replacing manual, paper-based tasks.
Our employees use mobile, hand-held technology for several purposes. For example, the Indiana Harbor logistics depart-ment has replaced paper rail track inspection forms with Android tablets to improve their mainte-nance turn-around performance.
“It expedites communica-tions between our track inspectors and our maintenance scheduler,” said Tom Harrell, senior analyst, logistics, Indiana Harbor. “When the inspector finds an issue, he can use the device to take a photo and add notes to the image. This provides very specific details so we can judge the severity and prioritize the repair accordingly. It’s all done in real time and the scheduler receives automatic e-mails alerting him that a file has been
uploaded and needs his attention. With the paper system, it was a 24-hour delay and inspectors were drawing rather than taking photos. Drawings made the process somewhat subjective. Our new system eliminates that.”
There are approximately 110 miles of track within Indiana Harbor. And if tracks are out of service, production can be negatively impacted.
“This is one of several improvements we’ve made in the past few years,” said Harrell. “We’re not only more efficient with our time, but now we have standardized data so we can easily create reports to assist in our maintenance efforts. A reliable infrastructure at the plant is important to meet customer delivery expectations.”
Meanwhile, the MTMs and MTEs at Cleveland, Indiana Harbor and Weirton use Android devices to check equipment as part of their inspections.
ArcelorMittal rolled out an EXP platform in 2018. It’s efficient especially for operator inspections and frequent maintenance inspections. Users adjust to
the handheld devices with little to no training and the inspection results can be entered in real time. The process is significantly more efficient and reliable than any of the previous platforms.
On average, more than 150,000 inspection results are entered into the system each month across the USA plants. At Indiana Harbor alone, more than 50,000 equipment inspection points per month are entered. I/N Tek and I/N Kote are collecting about 25,000. And Cleveland and Weirton, that are new to implementation, are just beginning tracking efforts.
“Our Android tablets are a game changer,” said Zach Alexander, reliability manager, east finishing, Indiana Harbor. “Most folks have Android phones or tablets at home, so they pick these up and start using them. We are seeing great gains already in the recording of observations from the operator rounds and the problems found are available immediately to the maintenance department.”
Tablet use in plants gains popularity
Maintenance>
Paul Bluett inspects a track at Indiana Harbor with a track gauge. He takes photos and adds notes via his hand-held device. The information is immediately available to the maintenance scheduler.
Software used by engineers at ArcelorMittal Global Research and Development helps our appliance customers meet their sustainable manufacturing goals.
chances of damaging coils.ArcelorMittal Cleveland
has also been slowly phasing in implementation of Genesis
“Although we are only using Genesis on a limited basis so far, we have reaped the benefits and have already seen improvements in shipping the right coils to our customers,” said John Harris, transportation and logistics manager, ArcelorMittal Cleveland.
Over the last few years, I/N Tek and I/N Kote has worked to replace several of its automatic guided vehicles (AGVs) in the plant. It’s considered one of the most critical upgrade projects ever attempted at the New Carlisle facility.
With this fully automated system, a crane places a coil from the continuous descale cold mill (CDCM) onto a coil skid. An AGV picks up the coil and moves it to the automated storage and retrieval system (ASRS). The ASRS stores the coil in the appropriate bin location and the system traces it. When the coil is needed, the
computer tells the crane where to go to retrieve it. The AGV returns to the storage area and moves coils out of the ASRS to the entry skids of the respective core lines. All of these moves are computer controlled.
The facility didn’t buy this technology off the shelf. The AGVs were designed specifically to meet the needs of the plant.
“The project team did an excellent job in addressing all the needs originally identified at the start of the project,” said Tom Kramer, project manager, I/N Tek and I/N Kote. “They were able to work with the supplier to develop a vehicle that is superior in every way to those replaced.”
Automation makes the entire process reliable and efficient. There is virtually no coil damage and employees know where every single coil is located at any given moment.
[email protected]@arcelormittal.com
Hot rolled coils at Burns Harbor’s No. 4 shipping are tracked and scheduled for shipping using the new Genesis information software.
To provide optimal transportation routing scenarios for material shipped from Calvert to various customers and external process-ing centers, AM/NS Calvert enlisted a major data analytics service provider to mutually design and develop an “optimiza-tion model.” The model output presents optimal material routing based on the following criteria:• Transportation costs
determined from multiple transport mode and route scenarios [rail, truck, barge and vessel multi-mode/leg considerations] • External processor/warehouse capabilities [includes processing capabilities, product types, and material dimensional considerations] • External processor/warehouse capacities [expressed as line-specific weekly throughput]
The “input” data is derived from an annual commercial forecast extracted from AM/NS Calvert’s SAP system, while rate/capability/capacity tables are updated as needed.
Additionally, the model can generate “what if” scenarios [including expanded processor capabilities and/or capabilities, new processor/warehouse facilities, changes to transporta-tion rates], and will display the
resulting changes against a fixed baseline scenario.
This project required an examination of our internal criteria and processes utilized when making material flow network decisions, as well as a thorough data cleansing effort to ensure validity of all test and current data. The key project deliverables were as follows:• Network optimization model;
• Two optimized network scenarios and their results (initial and revised scenarios);• Final transportation savings results from the optimized network;• Project Run-Book, a “how to” manual of running the models;• User interface tool that provides graphical displays of proposed network and the ability to visualize “what-if” scenarios.
Initial results have identified
areas for potential improvements for optimal material routing. Fine-tuning of the model will continue throughout Q2 2018.
Scott Haskew, area manager, SCM/external logistics at Calvert, adds, “The model provides an initial view of our optimal network material flow, and the results will initiate cross-functional collabo-ration to advance our business.”
AM/NS Calvert: Transportation network optimization modelAnalytics>
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine8
Roof repairs are underway at Burns Harbor’s No.2 coke battery. The repaired ovens are shown in the foreground.
In 1974, Stephen King’s first novel, Carrie, was published, Atari released Pong, The Godfather II was number one at the box office and ArcelorMittal Burns Harbor completed construction on the No. 2 coke battery. Now, it’s getting a much-needed rebuild.
Over the last 25 years, the battery has performed exception-ally well, producing more than 900,000 tons of coke per year for Burns Harbor’s two blast furnaces. Its last pad-up rebuild was in 1994. This long life is a testament to the improved design and superior operation of the battery.
The No. 2 battery now requires roof repairs. These repairs are essential in maintaining the highest level of productivity and potentially extending its life beyond the expected 50-year life cycle. The work will allow the No. 2 battery to continue meeting the coke demands of ArcelorMittal USA, including transfers to Indiana Harbor.
The key area of concern for No. 2 battery was the rising of the roof brickwork and tie-rods far above its design elevation. This was the result of the expansion stresses placed on the battery during its production lifetime.
Certain steps were taken to address the issue:
To accurately determine the scope of work, several small sections of the roof were demolished revealing that two to three layers of brick required replacement.
Next, the repair methodol-ogy needed to be refined to ensure that the work could be completed with high-quality at a reasonable cost. For this, a single oven was demolished in 2017 to minimize machine interference. An adjoining oven was then repaired in early 2018 to set the repair methodology in stone and arrive at precise cost estimates.
It was also decided to complete the repairs over five
years, while keeping the battery at full production. This would mitigate the need to purchase expensive coke on the spot market that would increase costs for Burns Harbor and Indiana Harbor by as much as $50 million.
The project was approved in May 2018 for $19.25 million spread over five years.
Since then, an additional 11 ovens have been repaired, for a total of 13 ovens. The project team has had some major successes along the way. No safety incidents have occurred. The repair speed has doubled since the first oven was repaired in 2017 in 14 days. Ovens now take only seven days to repair. While the project began with repairing one oven at a time, the team now repairs sets of three ovens which has made the project both cost-efficient and time-effective.
The project is scheduled to be completed within budget and on-time in 2022.
No. 2 coke battery $19m rebuild underway at Burns HarborAt age 45, it needs a facelift!
Capital Expenditures>
Hibbing Taconite partnership provides quality iron ore pelletsJolice Pojeta
In August, ArcelorMittal USA assumes management responsi-bilities of Hibbing Taconite from Cleveland-Cliffs, building on an already-valuable partnership. Burns Harbor’s two blast furnaces rely on the supply of iron ore pellets that feed the C and D furnaces, which produce 4.5 million tons of iron annually.
The Burns Harbor facility receives 100 percent of its pellet supply from Hibbing, with one ton of pellets used for every ton of iron and slabs produced.
“Burns Harbor’s success has been intrinsically linked to the Hibbing supply for over 40 years,” says John Mengel, vice president and general manager, ArcelorMittal Burns Harbor. “The quality of the pellets has helped us produce the iron needed for our blast furnaces and the reliability of supply has helped us melt about 5Mt per year for several years. While Hibbing is many miles away, there has always been a feeling of brotherhood from our plant toward the mine. We have enjoyed varying degrees of interaction with HibTac. We would hope that the upcoming change of mine management will encourage more interaction between the miners and the iron makers as time moves forward.”
Steve Horvath, division manager, iron producing,
ArcelorMittal Burns Harbor, agrees the relationship between Burns Harbor and Hibbing Taconite has been solid over the years.
“What’s important to us in our iron producing capacity, is having a reliable, quality pellet, which is what we get from HibTac,” adds Horvath. “We also look for the supply of compres-sion pellets to have low silica and a consistent pellet size for the permeability of the furnace. Hibbing is world-class in its pellet sizing. Reliability – receiving our supply when we need it – is another important factor in this partnership.”
Burns Harbor uses about 5.4 million tons of pellets for its iron producing operations each year. From April through mid-January, two mighty iron ore boats – the Stewart J. Cort and the Burns Harbor – make their way across the Great Lakes of Superior and Michigan to the Burns Harbor plant. Every 3.5 days, these self-discharging ships alternate to unload their supply of about 65,000 tons of pellets each. That equals to about 85 vessels during the 8.5 months Burns Harbor expects its taconite deliveries.
Horvath noted that another benefit of the partnership is a joint quality task force between Burns Harbor iron producing and Hibbing personnel that meet to review pellet quality and proposed process improvements. Horvath says such meetings have been
very valuable and expects them to continue to work toward continuous improvement of the processes at both facilities. Burns Harbor employees have toured the mine and Hibbing reps have visited the Burns Harbor iron producing and steel producing shops, for a better understanding of each others’ operations.
“Over time, we’ve driven the silica down and we’ve tightened up all of the specifications a little more. In recent years, their conformance to specifications has been crazy good,” adds Horvath. “Every time that happens, we just tighten up the specifications so we continue to improve. They have some really good people
who are always professional, cooperative and honest.”
Once ArcelorMittal assumes full management of the Hibbing Mine, Horvath, and Mark Dutler, senior division manager, primary operations, ArcelorMittal Burns Harbor, only expect the partnership to strengthen moving forward.
“It’s been a very good relationship – they provide us with a great pellet,” said Dutler. “We expect this transition to be as seamless as humanly possible. We’re happy with HibTac’s current performance and appreciate them as true partners.
The raw materials field at ArcelorMittal Burns Harbor is where mounds of iron ore pellets are stored until needed to feed the facility’s C and D blast furnaces. (Inset: ArcelorMittal Burns Harbor’s high-quality supply of Hibbing iron ore pellets.)
Jolice Pojeta
Representatives from the largest shipbuilding company in the U.S. – Huntington Ingalls Industries, Newport News Shipbuilding Division (HII-NNS) – recently toured ArcelorMittal Burns Harbor.
The purpose of the visit was to introduce the Newport News’ director of strategic sourcing, Stephanie Conover and manager of supply chain, Joe White, to the Burns Harbor operations and personnel. Also attending were Gil Titsch, NNS strategic sourcing manager and Moriah Montoya, strategic sourcing analyst.
NNS is ramping up
construction with their teaming partner, General Dynamic’s Electric Boat, on both the new Columbia Class and Virginia Class submarine programs. NNS is past mid-construction on the next Ford Class aircraft carrier, the John F. Kennedy CVN 79 and in the initial phase of building the Enterprise CVN 80.
Lead times and on-time deliveries of plate products are critical to this customer to meet their strict shipbuilding
production schedules. This special customer was
very impressed with the Burns Harbor facilities and the support for their business.
“Thanks for the extensive tour we received,” said Conover. “We could tell Burns Harbor employees share a lot of pride in what they do. Please share our thanks with the team for the tour – it was great.”
Burns Harbor welcomes Newport News Shipbuilding
Our Customers>
Representatives from Newport News Shipbuilding are pictured, along with Matt Habenicht, plate sales manager, ArcelorMittal USA.
This is us
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine9
ArcelorMittal Tailored Blanks is setting the standards for safety In 2018, AMTB logged 2.4 million hours without an LTIShira Cohen
ArcelorMittal’s top priority is to promote and protect the safety and well-being of our people by creating an accident-free work environment, and ArcelorMittal Tailored Blanks (AMTB) is doing just that.
In 2018, AMTB operated with zero recordables, which means no medical aid was given and there were no lost time injuries (LTIs). Creating a robust safety culture where standards and practices are not only followed, but ingrained, made this impressive accomplishment a reality.
“We believe that we have a world-class health and safety management system in place,” said Shayne May, director, health and safety. “When we implement a corporate standard, we take the most stringent regulatory requirement and apply that across the board. We focus on a safety culture where even a minor first aid is completely unacceptable.”
An example of a stringent corporate health and safety standard that AMTB implements is the lockout/tagout require-ment. This requirement includes theory and practical training, which is required annually in only
some facilities, not including AMTB. However, AMTB always chooses to conduct it annually.
In addition to having stringent standards, AMTB implements innovative initiatives to ensure the facilities are operating safely. AMTB developed a safety oversight committee at the end of 2018 to focus on high-risk items. The committee identifies high-level types of risks and determines the best approach to minimizing such risks and ultimately how to dissolve them altogether. Among the high-risk items that the committee is looking into are forklift incidents.
Benchmarking is another initiative that AMTB practices to increase safety. Observing best practices at other organiza-tions and implementing them is important to stay up-to-date on safety measures. After a visit to an external facility, AMTB implemented red LED lights on the side of their forklifts. This improvement is a warning for employees not to enter the space delineated by these LED lights.
Best in class management and leadership has also attributed to the excellent safety record.
“Leadership creates culture. High-visibility level on the floor, preaching and practicing safety, and walking the talk is important,”
said Shayne. “You have to be passionate and sincere about your people on and off the job.”
Passion for this industry and profession is what keeps Shayne going. Over his career, he has investigated two fatalities and has made it a mission never to do that again. This career path piqued his interest while he was working as a bricklayer and observed a safety inspection from the Ministry of Labor in Ontario. He went on to earn a diploma in safety engineer-ing from Humber College in Toronto, Ontario. “It has been a rewarding career. I believe that all injuries are 100 percent prevent-able and that every accident and incident should be investigated like a fatality, no matter how minor. If you do this, you will have an unbelievable investiga-tions and accidents program.”
Looking ahead, AMTB is continuing to build upon its robust safety culture by incorporating digitization and embracing industry 4.0. The group is looking into a health and safety manage-ment system, which Dofasco is already using. The ultimate goal of technology advancements would be predicting incidents before they even occur, due to factors such as turnover rate, absenteeism, overtime and more.
shira [email protected]
2019 Workers Memorial/Health and Safety DayH&S Day>
Stop track tragedies
On April 2nd, an ArcelorMittal Indiana Harbor railroad operator was fatally injured when the engine he was operating struck a railcar on an adjacent track. This tragedy emphasizes the need for employees and contractors to be extra vigilant near railroad tracks. May’s Safe Sustainable Steel video focuses on rail safety and two incidents that resulted in injuries at ArcelorMittal Cleveland.
On March 19, three Burns Harbor MEU employees, Steve Leto, Joe Magallanes and Jonathan Lynch saved the life of co-worker and heart attack victim Kevin Coffman, (far left) by performing CPR and using an AED. All were recognized with a special plaque presented by Burns Harbor Vice President and General Manager John Mengel and USW 6787 President Pete Trinidad at the union hall. Sharing in the special event were the MEU employees’ family members.
Workers Memorial observance at Cleveland
Fire drill at Warren
Fitness focus at Chicago
Workers Memorial observance at Weirton
Guest speaker at I/N Tek and I/N Kote
New awareness banners at Deerfield Woods
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine10
Save the date:Learning Week begins June 10!
What will you learn today?ArcelorMittal will celebrate lifelong learning and development during our company-wide Learning Week. This year, the event will take place from June 10 to 14. A wide range of activities will be offered both on-site and online at various facilities across the USA. More information will become available closer to the date. Stay tuned!
A U.S. Department of Energy program designed to spur the use of high-performance supercomputers to advance U.S. manufacturing is funding a project at ArcelorMittal Global R&D aimed at improving our company’s sustainability.
Kelly Nissan
ArcelorMittal Global Research and Development is one of the recipients of the High-Performance Computing for Manufacturing Program (HPC4Mfg) grants. HPC4Mfg announced $1.2 million in federal funding for four public/private projects aimed at solving key manufacturing challenges in steelmaking and aluminum
production through supercomputing.
The research collaboration between ArcelorMittal and the Lawrence Livermore National Laboratory will apply high-perfor-mance computing and machine learning to enable more energy-efficient, defect-free manufac-turing of steel slabs.
“We are delighted to receive this award from the Department of Energy,” said Mark Atkinson, senior director, ArcelorMittal
Global Research and Development, East Chicago Center. “We have the potential to minimize steelmaking’s environmental footprint which aligns with ArcelorMittal’s sustainability strategy to be a trusted user of air, land and water. We are excited to start working with Lawrence Livermore National Laboratory on this project to improve the quality of steel slabs.”
Global R&D receives supercomputing grant
Sustainability>
Kelly Nissan
Many plants in ArcelorMittal utilize camera-based, automated surface inspection systems (ASIS) to inspect flat-rolled steel. The technology helps our quality assurance team and inspectors identify defects they can’t easily see with the naked eye. But people remain vitally important to the process.
“We have employees that look at steel going through the lines all day long,” said James Chapko, lead engineer, lab services, quality assurance, ArcelorMittal Indiana Harbor. “They are trained, and know what to look for, but are limited because they can only see one side at a time. Steel has two sides, so this technology is utilized to look at both sides one hundred percent of the time. ASIS makes
this examination objective and provides a tool to complement the inspector’s skill and experience.”
Cameras gather data as the steel moves through the line. A computer program identifies potential defects through contrast differences within the images. Once a defect is identified, the software tries to classify it from a previous set of samples.
“We did not design the hardware, that’s an off-the-shelf item. You cannot just put in ASIS and expect it to detect and classify all your defects properly. In steel, we’re dealing with a lot of different grades, so everything looks different. The system has to be “trained” to know what to look for. It builds a model of possibilities based on a library of defects we build into it.”
ArcelorMittal uses this type of digital technology across the
globe. It provides a common metric to evaluate reheat furnace conditions across plants. And to share ideas, users from across borders gathered at ArcelorMittal Global Research and Development for the ASIS North America roundtable.
Participants shared knowledge and experience and discussed collaborative ways to ensure continuous improvement in ASIS deployment and how to take advantage of digitalization opportunities.
“Every industry strives to transform their business through digitization,” said Liwei Zhang, lead engineer, ArcelorMittal Global Research and Development, East Chicago. “And ArcelorMittal is taking coordinated measures to stay ahead of the pack in various applications including product quality.”
Camera inspection system improves qualityIndiana Harbor team received AIST Hot Sheet Rolling Best Paper Award for digitalization project
Quality>
Those attending the North America ASIS roundtable toured Indiana Harbor’s 2CGL, where employees recently began using the new system.
ArcelorMittal Tailored Blanks prioritizes sustainability while contributing to a lower-carbon future Summer Paris
Every facility, department, work team and business unit within our company is account-able to ArcelorMittal’s vision of a low-carbon, sustainable future. Everyone must do their part and the challenge to reduce steelmak-ing’s carbon impact is both very big and very important.
Across the company, this work runs along a continuum that is as wide and diverse as it is deep and impactful. Efforts range from individual actions to be more efficient in our manufac-turing processes to large-scale investments in transformative technologies that will recycle carbon emissions into useful new products. Complementing the work we’re doing within our operations, the very steel we produce is also being used in sustainable applications: renewable energy systems and fuel-efficient vehicles, for example.
One business unit – ArcelorMittal Tailored Blanks, a subsidiary of ArcelorMittal – has embraced the sustainability challenge and is making unique and important contributions toward a lower-carbon future.
“Global sustainability starts with leadership, and ArcelorMittal Tailored Blanks has made it an organizational priority. Our entire business is centered on providing sustainable business choices to our customers,” Todd Baker, president of ArcelorMittal Tailored Blanks, has said.
Specifically, ArcelorMittal Tailored Blanks combines innovative new grades of advanced high strength steel with revolutionary laser-welding technology to help automakers reduce the weight and improve the fuel economy of their vehicles.
The result is a unique, lightweight “door ring” application, a critical part of a car’s safety cage contained within the door structure, that absorbs the energy of a crash and protects the driver and passengers in an accident.
“Through collaborative product design with the auto industry, we have found ways to design door rings that utilize multiple gauges of steel, adding strength and safety where needed, while allowing for fewer parts and a reduction in the mass of the vehicle,” explained Travis Connelly, director of business development for ArcelorMittal Tailored Blanks.
A lighter-weight vehicle burns less fuel and thereby has fewer emissions.
“What’s really exciting is that by aligning ArcelorMittal’s leadership and strength in sustainability with our customers’ goals, we have been able to look at the lifecycle of the product and show how it directly reduces CO2 emissions compared to traditional applications of steel or other materials.”
“To make the point directly, ArcelorMittal Tailored Blanks is helping automakers minimize carbon emissions across the entire lifespan of a vehicle.”
Three recent examples
containing ArcelorMittal Tailored Blanks’ innovative door ring are the 2016 Chrysler Pacifica, 2019 new Dodge Ram Truck and 2019 Honda RDX.
“These three examples alone equate to a lifecycle reduction of an estimated 321 million Kg of CO2,” Connelly said. “To put it in perspective, that is enough to offset the carbon footprint of the electricity required to power 48,000 households for a year.”
ArcelorMittal Tailored Blanks
has also extended its focus beyond its technology and products and has developed a sustainability plan aimed at contributing to all 10 of ArcelorMittal’s sustainable development outcomes. The plan includes efforts to improve safety, increase recycling and reduce waste, engage community partners in shared goals, and support employees and their quality of life.
“ArcelorMittal Tailored Blanks is integrating sustainability into everything we do at our facilities across North America. We are committed to protecting the environment for future genera-tions, minimizing our footprint, supporting our employees, collaborating with our customers, and giving back to our local communities,” said Connelly.
ArcelorMittal Tailored Blanks is helping automakers minimize carbon emissions across the entire lifespan of a vehicle.
– Travis Connelly, director of business development
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1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine11
Jolice Pojeta
The Navy’s latest USS Enterprise CVN-80 is the third Gerald R. Ford-class aircraft carrier built and is expected to be completed by 2025. Made with ArcelorMittal plate, she is the ninth U.S. naval vessel to bear the name, Enterprise.
The last USS Enterprise, CVN-65, was featured in the movie “Top Gun,” starring Tom Cruise as fighter pilot “Maverick” Mitchell. ArcelorMittal Indiana Harbor’s own Kirk Ward, a demolition senior planner, served as an aviation electrician, SH-3H Helicopter Squadron, on the CVN-65 carrier from 1984 to 1987.
Ward notes the “Top Gun” movie was filmed in 1985 during a two-week training detachment before the 1986 deployment.
“During the carrier’s 1986 world cruise, it was the first time a nuclear aircraft carrier traversed the Suez Canal,” recalls Ward. “It was literally a self-contained city with its own airport.
“As the sun rose while entering the canal, a car sped alongside the carrier. Four people jumped out and opened the trunk as the Marines onboard aimed their weapons. They unfurled and displayed a large American flag and we all cheered. It was an exciting,
patriotic moment, as no one should have known we were there.”
Newport News is the manufacturer of the new carrier, which takes seven years to build due to the sheer size of the vessel – about 90,000 tons. All three ArcelorMittal USA plate facilities supply material for the Navy’s aircraft carriers. ArcelorMittal supplied plate for the original Enterprise, and Coatesville is providing steel for the new Enterprise using some of the original vessel’s scrapped steel to make new plate.
“I think it’s wonderful that our steel is being reused for the new carrier and I’m happy to be working for the company that is
making that steel,” says Ward. “It was sad for my Navy friends and me knowing the carrier would be scrapped. They’ll be happy to know the old steel and new steel – both made by ArcelorMittal – will be used to build the new Enterprise.”
Ward says it hardly seems like much time has passed since the days when he was a 19-year-old sailor working to maintain the six helicopters aboard the USS Enterprise CVN-65. “Someday, I would love to be able to say that I have stood on the flight deck of both ‘Big E’ supercarriers.”
ArcelorMittal Navy veteran has ties to two USS Enterprise aircraft carriers and to ‘Top Gun’!
Our People>
Shown is the USS Enterprise CVN-65, which after 51 years, was decommissioned in 2012. Scrap from the ship was melted at ArcelorMittal Coatesville and the new steel plate is being used to build the new USS Enterprise CVN-80 supercarrier.
Kirk Ward served in the U.S. Navy as an aviation electrician on the USS Enterprise CVN-65 from 1984 to 1987. Today, Kirk works at Indiana Harbor as a demolition senior planner.
Drones are ‘taking off’ at our plantsSummer Paris
Drones were originally invented for military use, but since the first remote-controlled aircraft took flight, people have discov-ered millions of creative ways – from practical to pure fun – to use these devices. In the steel industry, drone technology has been “taking off,” and at ArcelorMittal, drones have completely changed how we approach certain technical challenges.
Within the last five years, some individual ArcelorMittal plants started experimenting with drones. In some cases, drones equipped with cameras were first used to help map a facility’s geographic footprint. In others, drones were employed to be able to see, or visually inspect, rooftops where it was difficult or dangerous to send a person.
As our facilities started to uncover the power of this technology, a community and knowledge-base began to form. Last year, a formal drone network group was established and is leading efforts to maximize this innovative technology to make our business safer, more efficient,
and more cost-effective.Led by Chris Mathews,
area manager of IT operations at AM/NS Calvert, and Larry Fabina, manager of continuous improvement at ArcelorMittal Burns Harbor, the network now has 46 members from 32 ArcelorMittal facilities worldwide, including many in the U.S.
“This technology is evolving quickly, and we have a lot of expertise throughout our company. ArcelorMittal values learning and leadership and that’s what the network is about. Drones have the potential to help transform our industry and how we do business. We want to be on the cutting-edge of that, so we bring people together to learn and share best practices,” explained Fabina.
The list of ways our plants are utilizing drones currently is extensive: conducting inspections, mapping and surveying, counting inventory, monitoring utilities and more. But this isn’t just about using a fun new gadget. Drones can safely go where people can’t, creating a safety benefit. Drones can help detect equipment failures or weaknesses, preventing expensive repairs. And drones can accomplish some tasks in record time, saving not just valuable time,
but effort and money.Mathews gave an
example of a drone application at AM/NS Calvert that has achieved all of these benefits: “There are important tasks, like furnace inspections, that can take days, even up to a week, to do safely because they involve erecting scaffolding, managing the risks of working in a confined space, etc. With a drone, we can accomplish the same task in only 8 or 9 hours. The drone flies in, collects the data and
video footage we need, and then our team can analyze the video from a safe position and plan what maintenance work needs to be done in the next scheduled outage.”
Although ArcelorMittal is leading the steel industry in strategically using drone technology, Fabina says we are just scratching the surface on the power of drones.
“We want to continue to exploit the power of drone technology. We have successfully
taken the first steps using this technology as a tool to acquire data and information in a safe and reliable manner, which is a huge step. The next step is to stream-line further not only how we use drones to acquire information but also how we interpret and analyze that information. Integrating drones with other technologies like LIDAR, artificial intelligence and augmented analytics is the next frontier.”
Some people are afraid of drones, robots and other
automated technologies, worrying they will take the place of humans. But Henry Cuevas, senior project engineer in the high energy group at ArcelorMittal Cleveland, argues the opposite. “One of the best advantages of our drone program is the human factor. We are protecting the safety of our workers. Plus, our employees are excited and motivated by how our centuries-old industry is using new technologies to be better.”
Some members of ArcelorMittal’s drone network attended at a conference at AM/NS Calvert earlier this spring. A camera mounted on a drone took this team photo.
Gail Richardson*, safety advocate, Indiana Harbor East finishing: “ I work safely to set an example for my friends and coworkers. I am saddened
when someone is seriously injured.”
Isabell Sundin, safety committee, Indiana Harbor West: “ The members of the JSG spend time learning what works or doesn’t work
at all plants and we look for ways to make our jobs safer. Everyone should go home to their family and loved ones the same way they came to work. I don’t want to meet my co-workers’ family and friends in an emergency room or funeral home.”
Jasmine Forbes, safety representative, iron producing, Indiana Harbor: “ I look out for my co-workers when it comes to safety because there are
hazards that they may not recognize but a fresh set of eyes can. Practicing shared vigilance is very important in our work environment.”
Nicole Hanas, safety representative, Indiana Harbor east: “ The Joint Safety Group is important as it allows me the opportunity to
communicate and share in best practices throughout ArcelorMittal USA. I choose to work safely to be able to spend quality time with my son, Jacob, as well as my friends and family.”
Joya Ware, corporate safety and health, ArcelorMittal USA: “ I choose to work safe because I want to be able to enjoy life to the fullest,
without limitations. I believe that leading by example encourages my family, friends, and co-workers to do the same. Safety first and always!”
*Editor’s note: Gail Richardson is celebrating her 50th year with ArcelorMittal. She is featured in another article on page 15 in this edition of 1 Magazine.
In March, we celebrated Women’s History Month, a time to highlight the contributions of women in history and to society. As part of the celebration, we recognized five women who are members of ArcelorMittal USA’s Joint Safety Group. The group’s members include both management and union employees. They meet several times a year for in-depth discussions on how to make our company safer. We asked them why the JSG is important and why safety is important to them.
Women making a difference on the Journey to Zero
Our People>
Pictured (l-r): Gail Richardson, Isabell Sundin, Jasmine Forbes, Nicole Hanas and Joya Ware.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine12
From fat to social media, students tackle tough topics at ArcelorMittal supported eventReprinted with permission from Valpo LifeIn a crowded room at Valparaiso University’s Harre Union, bright young minds explored some of the strangest, yet important topics of the day. How much fat is in your food? Does social media impact mental health? Why do people respond differently to drugs? These topics and more were on the table at Valparaiso University and ArcelorMittal USA’s 2019 Northwestern Indiana Science and Engineering Fair.
The 66th annual fair featured students from schools across Northwest Indiana competing for cash, scholarships and other prizes totaling more than $5,000. There were a variety of projects with a range of topics from agriculture and environmental science, to psychology and medicine. Dominic Forrester, a 7th-grade student, had one of the more clinical but practical projects: he studied antimicrobial gloves.
“People can get sick in hospitals due to cross- contamination. It’s called a hospital-acquired infection,” he said. Forrester learned about antimicrobial gloves and enlisted his mom and science teacher to help him see how effective they were. “The data showed they are very good against bacteria. The romaine lettuce E. coli outbreak could’ve been prevented by wearing these.”
ArcelorMittal USA, where many engineers, scientists, chemists, and others work, has
sponsored the fair for six years. Many of these employees utilize their STEM knowledge, serving as volunteer judges for the event. They tour the student’s booths, ask questions and marvel at the achievements on display.
“Impressive is the right word. These are youngsters just starting their academic careers and it really is impressive to see these young minds at work trying to formulate a sense of what
evidence-based learning is,” said Bill Sammon, a volunteer judge and purchasing manager at ArcelorMittal USA. “It’s a really energizing experience to both judge the competition and be around these young people who are defending, in a scientific sense, what they’re doing and what they’ve learned.”
Some judges, such as ArcelorMittal Chemist Amanda Szentesy, were themselves participants in the fair years ago.
“About 25 years ago I participated in this very fair,” she recalled. “I think it’s really interesting this year. There are quite a few experiments that really tackle current issues, rather than the classic science fair exhibits. They’re taking on social and environmental issues with their very bright minds. It’s so exciting getting to talk to these young scientists.”
The biggest winners of the day will advance to the state competition later next month. If they win there, they qualify for the international finals in Phoenix, Arizona, in May.
The fair’s friendly competi-tion, prizes and entertaining nature get kids invested in a special way, according to Valparaiso University Assistant
Professor and Fair Director Dr. Robert Clark, Ph.D.
“It’s kind of two-fold. One of the key things is it’s a chance to get kids engaged with learning math and science on their own and get engaged with the process for themselves,” said Clark. “On the flip side, these kids represent our future and will go on to potentially pursue these subjects as career options. That’s important for 21st century America.”
Fair winners were:Most Outstanding Team Award: “Sensory Aid for the Visually Impaired Using Time-of-Flight Sensors” by Joseph Henning, Wyatt Hooper, and Ben Swihart from New Prairie High School.
President’s Award: “Impact of Targeted Defect Introduction in Metal-Organic Frameworks on Catalytic Behavior” by Shreyas Iyer from Munster High School.
Biological and Life Science: Dominic Forrester: Evaluation of the Efficacy of Antimicrobial Gloves Against Bacteria. St John Evangelist School.
Physical Science, Mathematics, and Computers: Madison Gresham: Making Music with Bottles. Barker Middle School.
One of the fair’s participants is quizzed about her project by Arun Balakrishnan, IT division manager, ArcelorMittal USA.
Bill Sammon, procurement category manager, sales and lime, ArcelorMittal USA, discusses a project with one of the science and engineering fair participants.
Jolice Pojeta
High school students looking to get a jump on planning their futures can tour ArcelorMittal steelmaking facilities to learn more about manufacturing careers, including the company’s Steelworker for the Future program.
The program is a partnership with local colleges, providing students with an associate degree in applied science. It’s focused on
career opportunities for electrical and mechanical technician positions.
A group of students from two Porter County Indiana schools – Boone Grove High School and Wheeler High School – recently spent the day at ArcelorMittal Burns Harbor to get a feel for the steelmaking operations and local training program.
After touring the 80" hot strip mill, Burns Harbor Vice President and General Manager John Mengel and members of
the Deerfield Woods Training Center team welcomed the students.
“We’re always looking to add to our local talent here at Burns Harbor,” Mengel told the students. “Depending on your interest and satisfaction in the work you do, this could be the place for you. We can provide career opportunities that will challenge you, yet make you feel like you’ve accomplished something at the end of the day.”
Students also had the chance to try hands-on training activities at the center, visiting several training stations. They included a virtual reality fire safety simulator, overhead crane simulator and a welding demonstration.
Max Drinski, a sophomore at Boone Grove, enjoyed the experience.
“ArcelorMittal was a cool field trip. My favorite part was seeing the hot strip mill. At Deerfield, I got to operate an overhead crane and virtual reality simulator. This was a great experience for me.”
High school guidance counselors also joined the tour, including Mallory Horvat. Her father, John, works at Burns Harbor in central shops.
“I believe that a student’s success comes from hands-on opportunities like what we saw
here today at ArcelorMittal. It’s an eye-opening experience for counselors and especially the students. I would highly recom-mend this opportunity for other schools to consider.”
“It’s great to see youth looking for a career path early, rather than later,” said Jeff Eckert, training coordinator, Deerfield Woods Training Center. “We can bring students here and let them see and experience what we do in the areas of electrical and mechanical training.”
Since 2010, Steelworker for the Future has offered participat-ing students paid internships and
the opportunity to join the company, after receiving their associate degree. The program is currently in need of those interested in pursuing electrical maintenance technician positions.
Steelworker for the Future is also offered at other ArcelorMittal USA facilities and plans are underway to expand high school tours to our Indiana Harbor and Riverdale locations, as well.
R.D. Parpart, who manages ArcelorMittal’s craft training program says, “Visiting our facilities like Burns Harbor provides students with a great opportunity to learn about the
industry because so many of them aren’t familiar with what manufacturing has to offer,” said Parpart. “Site tours allow us to reach out to students and show them these are great jobs as a career choice. Having this knowledge can help them decide whether a program like Steelworker for the Future is right for them.” ArcelorMittal Cleveland frequently hosts similar tours for partner schools, including Max Hayes Career Tech High School and East Tech High School.
High school students receive hands-on learning opportunities through Steelworker for the Future® facility tours
Steelworker for the Future>
High school students were able to try a “steady hand” in carefully placing coils in the right place as part of Burns Harbor’s overhead crane training simulation exercise.
A virtual reality experience at Burns Harbor’s Deerfield Woods Training Center, offers students a chance to extinguish a simulated fire, as part of the new type of training available at the center.
Chemist fulfills childhood STEM dream
Our People>
Jolice Pojeta
Even as a young girl, Amanda Szentesy knew she wanted to be a scientist one day. Today, Amanda is fulfilling that dream working as a highly skilled chemist for the largest steel company in the world – ArcelorMittal.
Back in 1992, as a sixth- grade student at Willowcreek Middle School in Portage, Indiana, young Amanda tested her science skills as she participated in a local science and engineering fair. Her project was “How do changes in a hermit crab’s environment affect the crab?” For her experiment, she modified and monitored key environmental factors in two crabs’ habitats and recorded any side-effects. While she took home top honors for her experiment, sadly, one crab didn’t survive.
“My greatest memory was how nervous I was and how awesome the other projects were,” recalls Amanda. “Every extra-curricular activity I participated in at that time focused around science, placing me further down the path of chemistry. The science fair showed me there were so many more types of sciences out there and every one of them had their merits.”
Fast forward to 2019. Amanda was one of several ArcelorMittal USA employees serving as judges for the annual Valparaiso University Northwestern Indiana Science and Engineering Fair. This was the same competition young Amanda participated in back when she was in sixth grade. Not only did the Burns Harbor chemist serve as judge, but she also awarded medals to some of the top students at this year’s ceremony in February.
Although Amanda took first place at her middle school fair, she did not place when she advanced to the regional fair. Fortunately, that did not deter her. Amanda went on to receive a bachelor of science
degree in chemistry and biology from Valparaiso University and later on to her current role as a chemist in quality assurance at ArcelorMittal Burns Harbor.
“I really think science is awesome! It’s amazing because your successes are driven by your failures,” adds Amanda. “My greatest advice to students interested in a STEM career, especially girls, is never to give up – even if you are the only girl in the class and your ideas get dismissed. Speak up, share your ideas and be proud of your accomplishments.”
Young Amanda took top honors in her local science fair back in 1992. Even then, she had STEM aspirations.
Amanda Szentesy, today, volunteered as a judge and handed out awards to the winning students. She is a scientist in the Burns Harbor chem lab.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine13
Olympic style competition develops STEM skills and future leadersKelly Nissan
One of the best ways to learn a new skill is through hands-on, active participation. In a world where technology is at our fingertips, the need for people with skills in science, technology, engineering, and mathematics (STEM) continues to grow.
Students from all over Northwest Indiana are fostering their STEM skills through Science Olympiad, an academic competi-tion with emphasis on teamwork, commitment and fun.
With ArcelorMittal volun-teers by their sides, students competed in the Science Olympiad Regional Competition. It’s hosted by Purdue University Northwest (PNW) in Hammond.
“ArcelorMittal and Purdue Northwest share many goals – from building a pipeline of talented scientist and engineers, to engaging with teachers and preparing our students to compete in a global marketplace,” said Karen Bishop-Morris, dean, Honors College, Purdue Northwest. “Beginning this year, the ArcelorMittal – Science Olympiad partnership has expanded to more closely
involve PNW and to reach our goals to provide candidates to fill ArcelorMittal’s needs for talented STEM employees.”
Employees serve as industry advisors by donating their time and talents ArcelorMittal employee Jerry Yothment assisted with the Battery
with my friends and have a great time while we learn new skills.”
Kameron Baker, a new employee at ArcelorMittal, knows first-hand how exposure to STEM at an early age can spark a lifelong interest. Baker completed projects in 4-H and took a few engineering classes in high school. He gave back to the kids in his community by assisting in the Rollercoaster event.
“We volunteer here not to help us, but to help the kids. We’re inspiring these boys and girls to get involved with the STEM world,” said Kameron.
ArcelorMittal volunteer, Tracy Brough, helped students in the Boomilever event. Students brought structures they made from lightweight wood. They are designed to hold significant
loads at their endpoint. Pounds and pounds of sand were loaded into a bucket on the cantilevered side until the structure failed.
Tracy related the event to her first years of college when she constructed bridges.
“STEM is important. Kids are important. We want to be
able to help them have a venue to compete,” said Tracy.
Buggy, an event where students built a small vehicle. The battery-powered vehicles were designed to run a certain distance and to stop as close as possible to a target.
“It’s amazing what they are
doing,” said Jerry. “These kids work so hard on these events, and they take it seriously. These middle school children are capable, and you can see a lot of science in action on display here today.”
Battery Buggy is just one event. Kylie Currin, a sixth-grader from Westville Middle School, awaited her time to compete in Fossils, Road Scholar, and Elastic Launched Glider.
“I’m involved in Science Olympiad because it
challenges me and it makes me better,”
said Kylie. “I get to hang out
Tyler Preall
A new year means a new challenge for the “techie” students on the Michigan City Safe Harbor FIRST Robotics team.
Last year’s Indiana State Champions of the FIRST Robotics Challenge, Michigan City Robotics Team RoboBlitz, opened their new competition season on Jan. 5. Each year, the students design and build a 150-pound robot to compete in the international robotics competition and every year the goals of the challenge change. Additionally, the build season only lasts for six weeks so the students are under pressure to complete their robot in time for the competition.
The 2019 challenge, named Deep Space, involves a space-themed game where robots act as space rovers, collecting cargo and repairing spaceships. Robots are grouped into two teams of three and compete to place disc-shaped cargo hatches and kick-ball sized cargo spheres onto the spaceships for points. A hatch is worth two points and cargo is worth three points, however the hatches must be placed first to prevent the
cargo spheres from rolling out of the ship. While most of the cargo slots are accessible from the ground level, two spaceships on each side of the field have slots that reach up to seven feet high and additional points are awarded when a team fills one of these ships with cargo and hatches.
In addition to the main game, there are special rules at the beginning and end of each match. For the first 15 seconds of the game, players are in ‘Sandstorm’ mode, where curtains block the view of the field and the robots must be controlled autonomously or with a camera system. At the end of the game, robots can return to their starting points and climb a series of raised platforms for additional points. The platforms are set at three levels, each taller than the previous, and the higher the robot climbs the more points the team receives.
ArcelorMittal Burns Harbor supports Michigan City’s Robotics Team 3936 RoboBlitz through funding, equipment donations and mentor support, with the team claiming its first state champion-ship last year. For the 2019 competition, RoboBlitz is building a robot with a complex robot arm and manipulator to place cargo in
the tallest rocket ships. This plan requires custom designed and machined parts including gearboxes, joints, supports and a claw-shaped manipulator, all of which will be built by the students.
A team of mentors assists the students. They come from the school district and from local companies, including ArcelorMittal. This is my second year as a mentor and I am happy to be joined by two Burns Harbor co-workers: Tina Mahone, engineer, information technology, and John White, associate engineer, operations technology, finishing. Mentors supervise the robot design and construct and teach the students the tools they need to complete such a challenging task.
I enjoy working with the team because of the rewarding feeling of giving back to the community and the satisfaction of working with the students. Nothing beats the challenge of trying to build a robot in six weeks and our students step up to the task every year!
Tyler Preall is an operations technology engineer in the steel producing department at ArcelorMittal Burns Harbor.
Safe Harbor FIRST Robotics enters space ageSTEM Education>
ArcelorMittal partners with Science Olympiad because we believe that students like these, with an interest in science, are the future of our country, our company and the economy.
Members of the Safe Harbor FIRST Robotics RoboBlitz team meet each week and sometimes more often when preparing their robot for competition. Burns Harbor employee Tyler Preall (plaid shirt) volunteers as a mentor for the Michigan City team, along with Tina Mahone and John White, also Burns Harbor employ-ees (unavailable for photo).
Freshen up that bulletin board with new content!Tired of seeing the same old stuff on your department’s bulletin board?USA Communications has you covered. Just click on these images or email the communications team at [email protected] to get access to printable PDFs.
Learning WeekBenefits 5 steps
You can also find these PDFs and others by going to myarcelormittal.com and clicking on USA Publications.
1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine14
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You’ll find these discounts, other national specials and much more at arcelormittalusa.com/benefits/.
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1 | ArcelorMittal USA | May/June 20191 Company 1 Community 1 Magazine15
Women of steel
Shira Cohen
Andrew Handa, process manager, operations technology, finishing, is named manager, operations technology, finishing and coated products. In this role, Andrew will be responsible for leading the process technology group for finishing and coated products. Andrew joined ArcelorMittal in 2007 as a maintenance engineer at west finishing and has held various roles with increasing responsibili-ties in operations and process technology. Andrew has a bachelor’s degree in mechanical engineering from Ohio State University. He will report to Mehmet Ataman, division manager, operations technology, hot rolling and finishing.
Nick Pappas, lead representative, labor relations, is named division manager, labor relations. In his new role, Nick will have overall responsibility for labor relations at Indiana Harbor. Throughout his 38 years at ArcelorMittal and predecessor companies, Nick has held various positions, from shift manager to industrial engineer. Nick has a bachelor’s degree in industrial management and industrial engineering technology from Purdue University. He will report to Wendell Carter, vice president and general manager, ArcelorMittal Indiana Harbor.
Christopher Melnyczenko, senior representative, labor relations, is named lead represen-tative, labor relations, reporting to Nick Pappas. In addition to his responsibilities administering
Indiana Harbor’s collective bargaining agreements, Chris will serve as the company’s primary advocate for step three proce-dures and arbitrations. Chris joined ArcelorMittal in 2015 with previous experience as an attorney for the city of Chicago’s law department. He has a Bachelor of Science in finance from DePaul University and a juris doctor from The John Marshall Law School.
Barry Siqueira, senior analyst, corporate planning and analysis, supply chain management, is named manager, corporate planning and analysis, supply chain management. In his new role, Barry will be responsible for MRF process improvements and reporting for supply chain management. Before joining ArcelorMittal in October 2017, Barry worked for PECO Pallet as a planning scenario specialist responsible for creating and optimizing monthly sales and operations plan, reducing transportation and operation costs while servicing customers and meeting safety stock and storage capacities across the entire PECO network. Barry also has prior experience with ArcelorMittal in supply chain management. He originally began his career at ArcelorMittal USA as an associate analyst, supply chain management, and has held positions in continuous improve-ment and planning & analysis, Indiana Harbor. He has a Bachelor of Science in management from Purdue University.
Jessica Hermenitt- Faath, manager, NAFTA, automotive sales, OEM/stampers, is named
sales manager, NAFTA, automo-tive sales, traditional. In her new role, Jessica will be responsible for providing strategic direction to the Fiat Chrysler Automotive (FCA) team, ensuring alignment with overall sales and strategic goals. Jessica joined ArcelorMittal in 2011 as an account manager for NAFTA automotive sales. Before joining the company, she spent ten years at ThyssenKrupp Steel North America as a project manager. During her career, Jessica has held numerous positions of increasing responsi-bility within NAFTA, automotive. Jessica has a bachelor’s degree in English and German language & literature and an MBA from the University of Michigan. She will report to John Cardwell, director, NAFTA, automotive sales, traditional.
Joe Catlow, account manager, NAFTA, automotive sales, new domestics, is named sales manager, NAFTA, automotive sales, Europe OEM/stampers. In his new role, Joe will be respon-sible for providing strategic direction to the Europe OEM stampers team, ensuring alignment with overall sales and strategic goals. He joined ArcelorMittal in 2006 as a representative, customer service. During his career, Joe has held numerous positions of increasing responsibility within NAFTA automotive managing accounts such as Toyota, Honda, and Subaru/Mazda. Joe has a bachelor’s degree in public management from Indiana University Northwest. He will report to Keith Laurin, director, automotive sales, NAFTA.
On the move at ArcelorMittal USAOur People>
Kelly Nissan
Gail Richardson is one of many women celebrating 50 years at ArcelorMittal. A native of East Chicago, Indiana, Gail remembers that, back in the day, getting a job working at ArcelorMittal legacy company Inland Steel was quite prestigious.
“Most women were waitressing back in those days. So if you got a job at the mill – people would say you must be on the ball,” she recalls. “I was proud to have a job at Inland Steel. Just about everyone in East Chicago wanted to work at the mill, it meant something. You had to be a hard worker to get a job there,” said Gail.
Gail’s sister worked in the office and her dad was in the sinter plant where he retired after 39 years.
“Most of my family was either in the automotive business or worked in the mill. I really wanted to be a nurse and worked at a local hospital for a few years. But the job in the mill paid more and I had obligations. So, I went in for an interview.”
Gail arrived wearing a yellow
skirt, a light blue blouse and dress shoes. She got the job and it was the last time she would dress like that.
“I didn’t want an office job, I wanted something more. I wasn’t afraid to be in operations. So, I hired in at the cold strip as a coil weigher. I wore steel-toed shoes and a hard hat from then on.”
Today, Gail is still at Indiana Harbor in east finishing, but no longer weighs coils. She has been a full-time safety advocate since the late 1990s.
“I’ve seen safety change for the better over the last 50 years,” she said. “It’s a priority over production. And we have training and initiatives focused on ensuring our safety and that of contractors.”
And while she never fulfilled her young girl dream to become a nurse, she is proud to say her son is a doctor.
“It was a good living back then, and it still is.”
John Ricketts has been an ironmaker for 42 years and loves the metal so much that he’s made it a hobby and a career. The steel engineer and process specialist for ArcelorMittal’s Global Research and Development Center has traveled the world sharing the best of ironmaking practices. In the process, he has amassed a collection of iron artifacts and memorabilia that deserves a museum.
So he made one.In a hallway inside the Global Research Center in East Chicago lives Ricketts’ collection, spanning thousands of years of ironmaking history, all personally encased by him behind protective glass and containers.
“As I travel around the world doing technical support and training, I visit flea markets, antique shops, street markets – anywhere I can find things made of iron – and I buy and add them to the collection,’ Ricketts said.
Pieces up to 2,000 years old from the Roman Empire grace the walls, weaving iron’s story of global importance through the middle ages into the modern day. From his travels to Africa, he brought back small iron rods that were carried on ropes and used as currency. A leather hat with a candle – once the gold standard for mining helmets – rests in stark contrast next to today’s electric-lamp helmets. Coins, weapons, spurs, cannonballs, lamps – the list goes on.
And then there are the models – dozens of intricate, realistic, and perfectly-crafted miniatures of the steel plants he has visited all over the world.
Ricketts grew up on the southeast side of Chicago in the shadow of the steel mills.
“My interest in making models started with my father, with a model railroad in the basement of our family home,” he said.
He combined his love of the steel industry with his interest in model-building in creating his steel city, flanked by a Civil War-era blast furnace exhibit and models of today’s modern mills. He built them from scratch, using blueprints, drawings, and photographs of plants such as the hot strip mill, blast furnace, coke plant, and others.
Ricketts’ passion for
iron-making and engineering started when he was at the Illinois Institute of Technology, where he received his Bachelor of Science in Metallurgical Engineering in 1978. After toying with a career in teaching, he opted to pursue engineering instead. His mom inspired him to recognize the value of history, which helped solidify his roots in his iron-collecting hobby and steel work. The museum is his monument to an industry that has been very good to him.
“If you love your job, you never work a day in your life,” he said, citing the adage. “The feedback [to the museum] has been very, very positive. When I’m here, I will give tours, and I enjoy sharing it.”
Story provided by Ideas in Motion
Iron man preserves historyOur History>
John has written a book about his collection, which includes more than 300 items.
Martha Drewniak was hired in at Indiana Harbor as a keyboard operator. Today she is a clerk at No. 3 and No. 4 blast furnace.
Maria Garcia is a materials management coordinator in the logistics department at Indiana Harbor. “I like to say that I was born at the ‘Mighty 80"’ hot strip mill, which is where I started working in September 1969.”
Judith Studer is a senior clerical technician in the maintenance, environmental and utilities department at Burns Harbor “My first job was working in the old farm house clinic for the produc-tion shops, then I went to MEU - 160 Plate Mill I believe.”
Gail Richardson is one of many women at ArcelorMittal who are celebrating 50 years in 2019.
1 Company 1 Community 1 Magazine16 ArcelorMittal USA
One South D
earbornChicago, IL 60603USA
GlobalGlobal Automotive & Mobility Solutions website now liveArcelorMittal has launched a brand new Global Automotive & Mobility Solutions website. The site provides all our automotive stakeholders with tailored information, creative and interactive elements, that will enable an exciting journey into the ArcelorMittal’s global automotive business. Visit the website: https://automotive.arcelormittal.com.
ArcelorMittal named Steel Sustainability Champion for second consecutive yearArcelorMittal is recognized as a Steel Sustainability Champion for the second year running by the World Steel Association (world-steel) at its board meeting in Madrid, Spain. The accolade distinguishes the steel companies that, like ArcelorMittal, are leading by example in creating a truly sustainable steel industry. The Steel Sustainability Champion 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.
ArcelorMittal offers steel for Notre-Dame Cathedral restorationFollowing the fire that destroyed the roof and spire of Notre-Dame de Paris, a world heritage masterpiece, ArcelorMittal, with a major manufacturing presence in France, wishes to support the recon-struction of the cathedral. The company is ready to donate steel as part of the reinforcing and reconstruction process.
EuropeArcelorMittal opens a modern training center for its employees in PolandArcelorMittal Poland has opened a modern training center for employees in its Dabrowa Górnicza unit. The country’s 14,000 ArcelorMittal employees will have access to the facilities. Poland is the eighth country to open an ArcelorMittal University campus, following the footpath of Luxembourg, Spain, South Africa, Canada, Brazil, Kazakhstan and Ukraine.
ArcelorMittal Kryvyi Rih named top mining and steelmaking employer in UkraineRandstad Employer Brand Research 2019, the first-ever major international research held in Ukraine, was focused on the appeal of employers across different sectors in the country. The findings identified ArcelorMittal Kryvyi Rih as the most attractive employer within steelmaking and mining industry in Ukraine. The company was presented with a certificate at an awards ceremony held in Kiev, the country’s capital city.
For more information, go to www.myarcelormittal.com.
1 is a publication for all ArcelorMittal employees located within the United States of America.Editor:Liz JohnsonUSA Communications Team:Shira Cohen, Brooke Dolbare, Mary Beth Holdford, Kelly Nissan, Summer Paris, Jolice Pojeta, Heather Bockstruck, Amanda Scott, Beth Spurgeon, Bill Steers, Heidi UmbhauPhotographers/Videographers:Matt Habenicht, Liz Johnson, Jolice Pojeta, Safe Harbor FIRST Robotics, Valparaiso University, Valpo Life Design:Goodnight and AssociatesPrinter:Accucraft ImagingCirculation:20,000
1 | ArcelorMittal USA | May/June 2019
Global News in Brief
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Pictured on cover:ArcelorMittal has launched the
new Employee Value Proposition (EmVP), and accompanying promise, ‘MAKE YOUR WORLD’.
Development of our EmVP has been driven by shifts in the dynamics of the global talent market; an increasing gap has opened between the supply and demand of the skills we need. And, this war for talent is only going to get more intense.
Read this month’s cover story to find out more.
When this icon is shown, a video relating to the story is available for viewing on myarcelormittal.com.
When this icon is shown, more photos relating to the story are available on myarcelormittal.comWhen this icon is shown, more information about this story is available on myarcelormittal.com
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Stay in the picture!Do you need a reason to work safely? How about these? Your family. Your friends. Your co-workers. Your community. Even your pets! Here’s why some of your co-workers always choose the safest way.
Send us a picture of the reason(s) you choose to work the safest way and you may be featured in an upcoming edition of 1 Magazine. Email a high-quality photo to [email protected] and write “Here’s my reason” in the subject line.
Let’s make 2019 ArcelorMittal’s safest year yet.
My reasons? Our precious grandbabies, three of the most positive reasons to stay in the picture!Dion and Arvella Greenlaw, ArcelorMittal Burns Harbor
Steel Search Trivia Challenge
What is the name of ArcelorMittal’s first global assurance digital employee?
?
In each issue of 1 Magazine, you’ll find our Steel Search Trivia Challenge. Answer the question correctly (you’ll find the answer in this edition), email your response to [email protected] and you’ll be entered into a random drawing for a $100 gift card (one winner per issue, ArcelorMittal USA employees only). Deadline for entries for this edition’s contest is June 7, 2019.
Another winner in ArcelorMittal’s Steel Search Trivia Challenge
Steel Search Trivia Challenge>
In the March/April edition of 1 Magazine, we asked: “What is predicted to be the color of the year in automotive?”
We selected our latest winner (in a random drawing) from dozens of entries and the winner is Riverdale’s Keith Warn. He had the correct answer (Sahara) and will receive a $100 gift card.