The Manufacturing Excellence Pillar

1 Company 1 Community 1 Magazine ArcelorMittal Dofasco June 2016 Vol. 8, No. 3
03
The Manufacturing
Excellence Pillar
03
Welcoming
our Members of Parliament
to ArcelorMittal Dofasco
04
Meet Silgan,
the USA’s largest food
can manufacturer
06
Our energy
conservation efforts
get a turbo boost
07
Snapshots!
The people, places and events
of ArcelorMittal Dofasco
Global News
2
1 | ArcelorMittal Dofasco | June 2016
ArcelorMittal’s first quarter 2016 results
• Lost-time injury frequency rate (LTIFR)
of 0.72, compared with 0.83 in Q4 2015
• EBITDA of US$0.9bn, down 15.9 per cent
compared with Q4 2015
• Steel shipments of 21.5 million tons, up
8.8 per cent compared with Q4 2015
• Iron ore shipments of 13.1 million tons,
of which 7.8 million tons shipped at
market prices
• Pro-forma net debt of US$13.3bn
Ginette Dematteis
[email protected]
ArcelorMittal announced its first
quarter (Q1) results for 2016 on
May 6. Performance in the first
three months of the year was
influenced by very tough
conditions in the second half of
last year, when steel spreads –
the difference between raw
material and steel prices –
reached all-time lows. As
anticipated, spreads have since
recovered in our core markets to
more sustainable levels and this
is expected to result in improved
results in the coming quarters.
>
Our priorities for 2016
remain the same:
• to improve safety
performance, with a specific
focus on fatality prevention
• to deliver our financial
objectives and remain cash
flow positive
• to implement our strategic plan.
In a letter to employees about
the results, Mr. Mittal commended
the progress made regarding
Health and Safety – in improving
our lost-time injury frequency rate
(LTIFR) – but highlighted that
more needs to be done to further
reduce the number of fatalities.
“We have suffered four fatalities
so far this year; four less than in
the same period of 2015, but still
four too many,” he said.
In a video interview with
Nicola Davidson, Vice President,
Corporate Communications and
Corporate Responsibility, Mr.
Mittal reiterated that we cannot
be satisfied until we achieve zero
harm, expressing his concern at
the increased number of near
misses recorded since the
beginning of this year. “These are
accidents which could have led to
a serious injury or fatality. So this
is a sign that there could be more
fatalities in the future,” he
warned, saying this area will
require increased focus in the
months to come.
Looking at our financial
results in Q1, the company
recorded an EBITDA of US$0.9bn,
15.9 per cent lower compared
with the previous quarter mainly
due to the lagged effect of the
weak steel pricing environment in
2015. At the time of the full-year
results, Mr. Mittal said that
although the outlook was
challenging, there were
encouraging signs we had reached
the bottom when it came to steel
prices.
Since that time, we have seen
higher than anticipated demand
from China, pushing spreads to the
highest levels for some time.
According to our chairman and
CEO, “when we see markets
improving, we must take every
opportunity to maximize value,”
but he also stressed that we
should see spreads fall again, and
that the market environment will
continue to be volatile, as it
remains to be seen when the
Chinese government’s plan to
reduce capacity by 100Mt–150Mt
will materialize.
In the mining segment, iron
ore prices have also rallied, rising
by nearly 50 per cent over the
past four months driven by a
combination of factors, including
improved credit availability and
rapidly rising steel prices in China,
and a reduction in output from
domestic miners as new supply
enters the market from Australia
and Brazil. But the positive effect
of higher pricing has been
mitigated by lower volumes of
marketable iron ore shipments
(down 21.1 per cent quarter-onquarter) – the result of seasonallylower shipments in Canada and
reduced output in Liberia and
Mexico as we maintain our focus
on the most cost-competitive
operations.
Mr. Mittal commended the
mining segment’s “impressive
performance” in reducing costs by
20 per cent in 2015 against a
target of 15 per cent, which
allowed it to maintain a stable
EBITDA at US$98m quarter-onquarter and to get to a point
where it is able to break even at an
iron ore price of US$40. The aim
now is to achieve a further cost
reduction of at least 10 per cent in
2016.
As we move into the second
half of the year, our ability to
deliver on our financial objectives
and remain cash flow positive –
which means that we have cash
inflows that are higher than cash
expenditures – will depend on how
well we deliver on our strategic
plan: Action 2020.
Mr. Mittal expressed his
gratitude towards ArcelorMittal
employees, who have shown full
commitment towards meeting –
and often exceeding – the plan’s
strategic targets: “They are
generating new ideas, they are
creating new working groups and
they are telling us that there is
more to do. People undertand that
volatility in steel will continue, so
we have to make some changes
which will create the longer-term
sustainability of the business and
also create value for our
shareholders.”
He also welcomed the
progress made in the
implementation of our Action
2020 plan in the various
segments, including the ramp-up
of Calvert in the U.S., the
transformation plan and
clustering of finishing sites in
Europe, the value plan and
high-added-value (HAV) mix
optimization in Brazil, and the
competitiveness gains in ACIS.
With this year marking the
10th anniversary since the
creation of ArcelorMittal, Mr.
Mittal said:
“We have achieved a lot over
the past 10 years, whether in
adapting to very difficult market
conditions, demonstrating our
ability to operate in challenging
environments, for example the war
in Ukraine or the Ebola outbreak in
West Africa, developing
increasingly innovative and
high-tech steels for our
customers, or cementing our
position as the leading supplier in
important markets and critical
segments like automotive.
“As we enter this second
decade, our focus must now be on
ensuring we can cement and
further grow our leadership
position. We want to take the
company to the next level of
excellence.”
For more information on
ArcelorMittal’s financial results for
2016, go to myarcelormittal.com
where you will find Mr. Mittal’s
letter and video interview, as well
as the key highlights of the
quarterly webcast for the top 500.
For more information on
ArcelorMittal Dofasco’s first
quarter results, check your inbox
for CEO Sean Donnelly’s letter to
employees (May 6, 2016).
Learning & Development
Learning and development continues to create value
ArcelorMittal staff around our sites celebrate the company’s fourth annual Learning Week.
This year’s global events were
organized around the theme “Are
you ready for Action 2020?” –
aiming to hone the skills
employees need to successfully
implement the company’s
five-year strategic roadmap.
The success of Action 2020
– which aims to deliver real
structural improvements unique
to ArcelorMittal’s business –
depends on our segments’ ability
to achieve their strategic targets.
Since employees are the real
drivers of Action 2020, this year’s
Learning Week focused on the
skills colleagues need to
successfully execute strategic
plans.
Local initiatives are tailored
for local needs and priorities, and
are “every bit as diverse and
creative as in preceding years,”
according to Brian Callaghan, Vice
President of Leadership
Development. Events ranged from
“lunch and learn” sessions, to a
“hackathon” and online training on
the financial aspects of Action
2020. Several sites had parallel
“taster” sessions to broaden the
activities on offer and attract
maximum participation from staff,
their children and local students.
All sessions are employeefocused, emphasizing the
leadership and development skills
we need to play an active role in
the next phase of our company’s
journey.
Brian – who helped make
Learning Week a regular fixture in
the company calendar – explains
how the popular initiative began:
“The very first Learning Week
took place at ArcelorMittal
Dofasco and was a big success.
Thanks to this positive experience,
the Learning Council introduced
the initiative to the wider group in
2013. Our very first event saw
more than 11,260 employees get
involved, so we knew it would
work well as an annual event.”
Learning Week provides a
platform to promote our learning
facilities – including ArcelorMittal
University, the functional
academies, and local training
centres – and to encourage
employees to reflect on how
learning can help them progress in
their role and wider career. It also
plays an important role in
highlighting the importance of
learning and development to our
organization, according to Brian:
“At ArcelorMittal, you’ll often
hear people talk about the
70-20-10 model. It means that
70 per cent of what we learn is
done through practice – such as
on-the-job training – 20 per cent
is through interacting with others,
and 10 per cent is through formal
structured training. Learning is a
continuous process, which thrives
and becomes more effective in a
collaborative, interactive, and
supportive environment. That is
the type of environment we want
to foster at ArcelorMittal.
Everyone should be both a trainer
and a learner every day.”
ArcelorMittal University was
created with this philosophy in
mind. In just a short timeframe,
soon after the company merger,
the University grew to include an
impressive portfolio of classroom,
online, and blended programs
which played a key role in uniting
the two companies and building
ArcelorMittal’s culture.
Over the past 10 years, the
University has continued to
expand, offering employees a
network of regional campuses
– across Luxembourg, South
Africa, Ostrava, the Czech
Republic, Spain, Canada, Ukraine
and Kazakhstan – and functional
academies. Today, every
employee has direct access to a
vast offer of online learning, plus a
rich catalogue of face-to-face
training delivered locally and
centrally.
The evolution of the Online
Campus, in particular, has been an
“incredible journey,” according to
Brian. “From humble beginnings,
our online offering today provides
free access to learning with a vast
array of learning paths that can
really help individual’s growth and
development across many areas.
All you need to do is connect to
MyOnlineCampus and look for
opportunities to learn.”
Despite the various
challenges our company has faced
over the years, management has
maintained its support for the
University and its commitment to
learning and development. “The
company recognizes the
importance of investing in people
– who are integral to our business
and its future. Even with this
support, we’ve put in place
initiatives to make learning even
more cost-effective, timely, and
directly applicable to the
“Are you ready for Action 2020?”
business.”
This commitment means we
can expect the company’s
learning programs to continue
evolving. “We are constantly
refreshing our existing programs
based on the business strategy,”
explains Brian. “New initiatives
include an app for new hires and
upcoming easy reference guides
for employees facing a new
challenge after a promotion or a
job switch. We want learning to
integrate seamlessly with your
day-to-day challenges, so our
online courses will soon be
available at the touch of a button
on your smart device.”
So can learning and
development really make a
difference in helping us achieve
Action 2020? “Yes,” says Brian.
“Improving the company’s
performance consistently and
sustainably requires us to improve
performance on an individual
basis. We do this by continually
developing our capabilities, which
in turn enables organizational
growth and better performance.
If every employee at every level
focuses on developing one skill
that will enable him or her to do
their job more effectively, it will
undoubtedly help us achieve
Action 2020.”
He adds: “The University is
well-positioned to support the
capabilities needed to deliver
Action 2020 and beyond. But we
will need to increase our capability
for online learning and virtual
delivery, and focus on local
delivery – in local languages
– wherever possible. Our focus is
to ensure the University continues
to be a key strategic partner for
the entire business.”
Local News
1 | ArcelorMittal Dofasco | June 2016
3
The Manufacturing Excellence Pillar
Through this World Class Continuous Improvement Pillar, our mission is to sustain and improve
the utilization (capacity) of our assets for both optimum cost efficiency and to meet our
prime throughput goals
Tom Vert
[email protected]
First and foremost, we are a
manufacturing plant. That means
Manufacturing Excellence, the
way our plant runs, is at the core
of everything we do. How do you
ensure Manufacturing Excellence?
Great equipment, run by great
people with great processes.
That’s the foundation.
The evolution of the
Manufacturing Pillar finds its roots
in Manufacturing Process
Reliability (MPR). MPR has centred
on asset Maintenance and became
a focus starting approximately 10
years ago. We asked ourselves
‘how can we properly conduct
maintenance?’ and put our
emphasis on equipment. Later, we
expanded this approach to include
all of Manufacturing and also
began to incorporate processes
along with the equipment. Today,
our Manufacturing Excellence
Pillar includes all of the
components of MPR along with
the People Excellence Pillar as an
enabler and route-based
•
improvement teams and Capital
•
projects as needed.
•
Loss Analysis
•
Since the launch of the new
•
Manufacturing Excellence Pillar,
•
Business Units have been assessed •
against the new Manufacturing
Excellence standards along with
>
at different stages. Some are
happened in the last 24 hours, the communication and hand-offs.
working on lagging indicators,
last week, the last month, the last
Loss Prevention
some are working on leading
year.
Where this approach truly
indicators, some have issues with
Where lagging indicators is
SOPs, others have challenges with an indication of performance, we embeds itself is with the
Performance Control System
changing demographics due to
believe leading indicators is the
(PCS). With proper
retirements. It really is business
critical component of
implementation of PCS, when
unit-led on what the key issues
sustainability.
someone comes onto the
are. For example, the Cold
shift they know the status of
Mills recently reported on
the things they control, they
how they’ve gone from
know what is in a good
being capable of 3 million
position and whether they
tons to 3.2 million tons
«
Vision:
A
sustainable
worldcan trust the systems are
based on the work they’ve
class manufacturing asset
working properly. This is
done. They are now
critical information. I see this
pushing towards 3.6 million
base
operating
predictably
all around the facilities – PCS
tons capacity.
boards which show us how
To eliminate the losses
and stably to produce cost
things are looking shift by
and hit our targets, we will
effective
steel
coils
that
meet
shift over the previous days,
require a combination of
which gives a great indication
large capital projects,
our customers’ needs. »
of the environment and
WCCI Improvement Teams
what’s required to ensure
and Research and
good performance. This is the
Development efforts. You
type of environment that
need all three components
creates well-trained
to close the gaps that we have.
Essentially, the leading
knowledgeable people with
indicators are those things that
excellent work instructions
Loss Reduction
give us an idea of how the next
(SOPs), which in turn creates great
To reduce our losses, we are
shift, or next week are going to
results.
working towards monitoring
go. It’s the trends and data that
Loss Prevention is also part
leading indicators as opposed to
provide an indication of what’s to
of MPR through a proactive work
lagging indicators (much like
come. Examples are MPR audit
process currently being
Health and Safety). Lagging
0 Lost Time Injuries!
scores, ratio of reactive to
implemented. This work drives
indicators are the ones we always proactive work, Performance
0 Air/Water/Ground
long term sustainability of our
talk about, such as what was our Control System (PCS) audit
Reportable Incidents
equipment and predictability of
<1% Reapplies; <5% Reworks production tonnage? Well, tons
scores, scheduling efficiency,
our processes through use of
are created by how much uptime Standard Operating Procedure
12,865 nt/day Slabs
you have (planned and unplanned reviews and training plans, among forward looking analysis tools.
5.4M Hot Mill Capacity
These tools help us assess
delays) and then how fast you run others.
3.6M Cold Mill Capacity
(throughput or rate loss).
2.6M Galv Capacity
A lot of this work is centred potential losses due to risks
associated with process control
However, this is looking in the
on People and Process, with a
and equipment condition.
Right now, Business Units are rearview mirror – it is what
fundamental need for effective
their performance to determine
current gaps. Business Units with
performance gaps are driving
short-term (three to six month)
focus for performance recovery
by understanding all the work
underway for asset stability,
prioritizing and refocusing efforts
on high-impact work and
prioritizing resources and focusing
on hot spots across the plant.
Business Units that are currently
stable are focused on the “base”
to ensure long-term results
through implementation of a
sustainable framework, which
establishes and maintains a solid
foundation for asset reliability and
predictability. This base engages
all levers and tools to drive Capital
and Technology led improvements
as well as route-based
improvement teams.
While we have current good
performance, what we see from
the dynamics of the industry is
that good will not be good enough
going forward – we must always
improve to stay ahead of our
competitors. We have firm zero
mindset targets on our journey:
>
MPs Visit
Collectively, using the combined
experience and knowledge of
Operations, Maintenance and
Technology, we identify what the
next potential hot spots could be
and put in measures to mitigate
losses before they occur. This
approach will help us drive our
assets to the next level of
reliability performance.
The biggest difference with
our Manufacturing Excellence
Pillar is that in the past we didn’t
have a sustainable way of getting
employee input in order to have
everyone help solve problems.
We’ve had isolated efforts but
now we have 100 improvement
teams a year in Manufacturing and
everyone is driving forward
whether it’s Environment, Health
and Safety, Quality, Production, or
any other area of focus. We have a
system that for the foreseeable
future provides all employees an
opportunity to be involved in
solving problems. You don’t have
to wait to be on a capital project
– you can solve problems in your
own area of influence. That’s 800
employees a year who we can get
involved that we didn’t have
before, and the system can be
sustained forever.
This story is the fourth in a
series on the WCCI pillars at
ArcelorMittal Dofasco. To learn
more about our World Class
Continuous Pillars, read the
December 2015, February 2016
and April 2016 issues of 1
Magazine.
Awards and Accolades
Members of Parliament from the
Awards,
Hamilton area visit ArcelorMittal Dofasco
On Wednesday, May 25, we were pleased to welcome five Hamilton area members
of Parliament to ArcelorMittal Dofasco. During the visit, we took time to share
information about ArcelorMittal Dofasco as well as discuss the steel industry and
Canadian manufacturing policy.
Marie Verdun
[email protected]
Area Federal Members of
Parliament, Bob Bratina (Hamilton
East -Stoney Creek), David
Christopherson (Hamilton
Centre), Pam Damoff (Oakville
North – Burlington), Scott Duvall
(Hamilton Mountain) and
Filomena Tassi (Hamilton West
– Ancaster – Dundas) as well as
staff members from Hon. Karina
Gould’s (Burlington) office, met
with President and CEO Sean
Donnelly and members of senior
management, while also touring
our facilities to get a first-hand
look at ArcelorMittal Dofasco.
Sean shared a bit about our
company – at the global, national
and local levels. ArcelorMittal
Canada employs more than
9,500 Canadians, creating nearly
40,000 additional jobs. Our
Canadian operations distributed
$1.367B CAD in direct economic
value in 2015 (employee wages
and benefits) and made
investments of $2.1M CAD in the
community. We produced 28.7
million metric tonnes of iron ore
and 5.5 million metric tonnes of
steel used in the automotive,
construction, packaging and
energy markets, along with more
than 100,000 metric tonnes of
tubular steel products for the
automotive and energy markets
and more than 2.4 million welded
blanks used in the automotive
market.
The group discussed the
need to address record levels of
global steel overcapacity, which
Accolades
and KUDOS
ArcelorMittal Dofasco won a
Canadian Industry Program for
Energy Conservation (CIPEC)
Leadership Award in the category
of Corporate Stewardship. The
award is from Natural Resources
Canada and as Sarah Stinson,
Director Industry Division, Office
of Energy Efficiency, wrote in a
letter announcing our win, the
award recognizes our ongoing
results in reducing energy at
Dofasco: “Your integrated energy
efficiency strategy project
demonstrated significant
achievements in energy efficiency
and environmental stewardship
within Canada’s industrial sector
and is well aligned with the
Government of Canada’s
commitment to advancing its
clean growth agenda.” Read more
about our energy efficiency work
on page 6.
Tim Ford (Loss
Prevention) recently published
his first novel, Santa Dies Again.
Tim celebrated his achievement
with a book launch on April 9 at
From left: Hon. Scott Duvall, (Hamilton Mountain), Hon. Pam Damoff, (Oakville North – Burlington), Hon.
Filomena Tassi (Hamilton West – Ancaster – Dundas), Hon. Bob Bratina (Hamilton East -Stoney Creek) and The Ale House in Hamilton and is
looking forward to publishing
Hon. David Christopherson (Hamilton Centre) visited ArcelorMittal Dofasco on May 25, meeting with
several more volumes of the
President and CEO Sean Donnelly and members of senior management, while also touring our facilities to
get a first-hand look at ArcelorMittal Dofasco.
negatively affects the Canadian
Steel Industry and our national
economy. They also discussed the
need to take action on unfair
trade through the
implementation of The Canadian
Steel Producers Trade Remedy
Modernization initiative to
improve the effectiveness of
Canada’s trade tools, as well as
the need for Canada to maintain
China’s status as a non-market
economy beyond December
2016. Other issues discussed
included growing Canadian
advanced manufacturing supply
chains, including Automotive,
Infrastructure and Energy, as well
as Climate Change and Skilled
Trades training.
The discussions and tour
took place in advance of Steel
Days on Parliament Hill, June 6
and 7, during which the Canadian
Steel Producers Association and
member companies meet with
Members of Parliament to
discuss the Canadian Steel
Industry; its place in the
economy, challenges and
opportunities. We look forward
to continuing to work with the
Government of Canada and the
other members of the Canadian
Steel Industry to build a strong
sustainable advanced
manufacturing supply chain in
Canada.
>
story. Congratulations Tim!
Our Hamilton Research
and Development Lab (one of
12 worldwide) recently won a
Global R&D Health and Safety
Award. The team won the
“Together for Safety Award” for
its approach to customized safety
posters and layered
commitments. Read more about
producing your own Stop.
Challenge. Choose. poster on
page 5.
The Utilities Finishing
Environmental Team recently
achieved 10 years without a Lost
Time Injury. The team of
approximately 40 operates and
maintains No.1 and No. 2 Cold Mill
Waste Water Treatment Plants as
well as No.3 Acid Regeneration
Plant. Business Unit Manager
Virginia Valsi attributes their
achievement to a passion for
Health and Safety and
outstanding communication.
Congratulations team!
If you know a team,
employee or retiree that deserves
recognition, please let us know!
Send an email to marie.verdun@
arcelormittal.com.
Correction
Correction: In copies of the April edition of 1
Magazine that were distributed through intercompany mail, there was a misprint of ArcelorMittal
Dofasco’s enduring motto: Our product is steel. Our
strength is people.® The misprint, “Our strength is
steel.” appeared in “Telling the Dofasco Story” on
pages 4 and 5. We regret the error.
4
Local News
1 | ArcelorMittal Dofasco | June 2016
Meet Silgan, the largest food
can manufacturer in the USA
and our valued customer
In this story, the team at Silgan shared a little bit about its
company and our relationship, encouraging ArcelorMittal Dofasco
to join it in ensuring steel food cans continue to be the preferred
package of choice.
Who We Are
Silgan Containers is the largest
food can manufacturer in the
United States with 57 percent
market share. It is a subsidiary of
Silgan Holdings, (NASDAQ: SLGN)
which was founded in 1987 and
today generates $3.9 billion in
annual sales.
Silgan Containers is trusted
by America’s most respected
brands. Its reputation is based on
a foundation of best-in-class
quality, service and unsurpassed
technical expertise. Our 29 plants
across the country are
strategically located to optimally
serve our customer’s supply chain.
We accommodate our customer
needs with 97 different can sizes
producing a total of 15 billion cans
per year.
Silgan is able to fuel its
success as a result of our
continuous improvement culture.
The management team is first
focused on providing a safe work
environment for all employees,
producing a best-in-class safety
record. Secondly, it has created a
culture that empowers employees
to generate ideas/concepts that
lead to tangible cost savings,
reduce the environmental
footprint and support
communities.
Quality starts with our steel
suppliers. The steel must not only
meet quality specifications but it
must arrive on time and our
supply partners must be flexible
enough to meet our customer
demands. The metal food package
will remain a vital means for
feeding the growing global
population. In the United States,
can manufacturers continue to
promote increased usage of
The Steel We Buy
canned foods through a consumer
Silgan purchases tin free steel and communication campaign called
tin plate coated steel coils, which “Cans Get You Cooking.” Funded
are formed into food cans on high primarily by Silgan and Crown, we
speed manufacturing lines. These aim to educate consumers about
are either made next door to our the preserving technology of the
customer plants or shipped to
food can. Canned foods do not
them for filling and sterilization.
need artificial preservatives
It is highly likely you have a Silgan because they are naturally
can in your home pantry. Food
preserved from the canning
packaging requirements call for
process. In fact, canned fruits and
extraordinary quality demands
vegetables are on par nutritionally
throughout the supply chain.
with fresh and frozen varieties,
and in some cases even better.
One example of this is canned
tomatoes. They have more
lycopene, which is associated with
reducing cancer risk and have
more B vitamins than fresh
tomatoes.
Reaching consumers with
messages like that and the very
important sustainability message,
require a significant investment.
Consumers use many different
mediums for receiving information
and making sure this message
reaches them through a surround
sound of techniques is expensive
but has proven to be effective.
Today, consumers report they
have a more positive perception
of canned foods and more of
them report they have increased
their usage of canned foods.
Join us in making sure steel
food cans continue to be the
preferred package of choice.
ArcelorMittal Dofasco
and Silgan Containers
Business (American Can and
Angeline Voo (Commercial) National Can merged to form
[email protected]
American National Can
Company in 1986), Campbell
Soup Company’s can
ArcelorMittal Dofasco’s
manufacturing operations as
relationship with Silgan
well as Van Can, among others.
Containers began when our
Our team is currently
customer American National
involved with Silgan on its
Can was acquired by Silgan in
CanVision 20/20® program,
1995. Silgan Containers is the
a continuous focus that will
single largest consumer of tin
enhance its competitive
products and the largest
advantage in metal food
provider of metal food
packaging. The CanVision 20/20
packaging in the United States. program is aimed at reducing
Our company got its start
the overall supply chain cost of
supplying 10,000 net tons of tin the food can. To support this
plate steel a year to the Silgan
vision, we are leveraging our
Hoopeston, Illinois facility for
strong, collaborative new
use in coffee cans.
product development, creating
Over the years, Silgan has
some unique steel designs
acquired a number of facilities
and applications.
including Carnation’s Can
Division, Del Monte’s
Metal Container
manufacturing division,
American National Can
Co.’s Food Metal &
Specialty
Local News
1 | ArcelorMittal Dofasco | June 2016
Getting more personal
with Health and Safety
New easy-to-use poster template is allowing individual employees
and teams to share their own Stop. Challenge. Choose. “moments”
with colleagues near and far.
Health and Safety
Day shines light on
Journey to Zero,
mental health
Abigail Cukier
“Th“TeheDDuust
st BBu
usstters”
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Stop. Challenge. Choose. is a mindset that is taking hold across
ArcelorMittal Dofasco and the Health and Safety team hopes
that sharing personal stories of Stop. Challenge. Choose.
moments will help further establish the idea in people’s minds.
This is why the team is providing employees with the
opportunity to create their own Stop. Challenge. Choose.
posters highlighting work or risks in your area which you think
others should be aware. This helps call attention to risks in
different areas, as well as encourage helpful discussions.
The existing Stop. Challenge. Choose. posters
throughout the company have been well received, but with a
new, easy-to-use PowerPoint template any individual or
team can create a poster. Once you’ve added your own
photos, text and headline and saved it as a PDF, you can
email it to your area supervisor for approval. When
approved, the PDF can be emailed to others, posted in
your area, printed (by sending to printing3@arcelormittal.
com) or even shared on the in-plant TV network (by
Foreign
sending to Brian Roberts in Health and Safety).
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On Global Health and Safety Day
in April, teams from across
ArcelorMittal Dofasco got
together to discuss the next
step on our Journey to Zero,
Pyramid Builders. Employees
(with access to the Intranet) can
watch a short video to learn how
Pyramid Builders works, the
impact it has made across the
plant, and how participants feel
about deploying it in their areas.
Watch the video at http://
dof-vml-url.mittalco.com/
PyramidBuilders.
On that day, about 200
Commercial employees also
participated in a Not Myself
Today awareness session at the
F.H. Sherman Recreation and
Learning Centre. Not Myself
Today is a program for
organizations in Canada to
educate about mental health,
raise awareness and reduce
stigma. While 44 per cent of
workers in Canada say they have
had mental health issues, only
23 per cent would talk about
their illness with their employer.
Only one-third of Canadians
facing mental health problems
or illness report getting help.
The session discussed busting
common myths about mental
health and reducing stigma.
Retirees
Parting thoughts…
After 44 years, Eliya Radusin of Utilities signed off from ArcelorMittal Dofasco. Here’s the email
he wrote to friends and colleagues as he prepared to celebrate his last day on the job.
After 44 years and 4 months I will
see my last Dofasco sunset on
April 29th when I will retire with
sadness. I almost reached the
No. 1 position in Dofasco but fell
just a bit short as I am currently
No. 8 in company seniority and
No. 3 in Manufacturing.
I’ve decided I can’t wait to be
No. 1; it’s time to go and maybe
one of you will reach that goal
someday. Dofasco has been my
family for many years. I have seen
a lot of good friends leave prior to
me and many are still in the plant
today. It has been a great career
for me working in Maintenance,
Technology, Human Resources,
and Learning and Development
throughout the plant. I was a very
lucky person to have the
opportunity to advance through
the organization because of many
great mentors past and present.
I must give credit to many
others who have supported me
from CTS, Stores, Purchasing,
Financial, Shops, WCER, IT,
DMACS, and many of our hard
working Admin people who keep
us in check daily.
When I started at Dofasco,
there were 14,400 employees
and now we are approx. 5,400.
What a change. We make better
quality steel today with less
operations and people. It is
amazing what our people can do
when we are put to the challenge.
The company would not be where
it is today if not for our employees
and management and the great
Eliya Radusin (front, centre) with his daughter, Alanna, and wife, Mary, celebrates his last day at ArcelorMittal Dofasco with friends and colleagues at the Utilities offices.
work from all.
As we all know, some of us
have difficulty with change. But in
many cases we have no choice if
we wish to survive economically.
Many of you have stepped up to
the plate to embrace change
which is great and this is why we
are a leader in the industry today.
We still have many opportunities
to improve in our Business Units,
as well as the processes and
systems we have in place.
Many times I have heard
employees saying we need the
company to do more, but before
you ask that question I have a
question for each of you: What
can you do in your job to make our
departments safer and profitable,
to transfer knowledge on the job,
and better mentor our people. I
ask each and every one of you to
take up the challenge and support
our company and management,
and Stop, Challenge and Choose.
I see some great
opportunities for advancement
for our younger people to replace
old dogs like myself, or to be
involved in special projects. To be
successful we must all work hard
and help the people who may be
struggling on the job to be
stronger individuals.
When it comes to family, we
all must remember you have two:
Dofasco and home. They are both
important. Let’s make sure that
we work hard at both and ensure
your personal safety as well as
your family’ safety at home.
I must say in closing I would
have never reached my aspirations
without many of you, the people
are the ones that make us look
good. I have been proud to know
many of you and some I have not
met because you are new to the
work force.
I wish all of our new
employees and our senior people
a great career path and be safe.
It has been my pleasure to
know you!
5
6
Local News
1 | ArcelorMittal Dofasco | June 2016
New turbo generator saves energy,
expenditure and the environment.
ArcelorMittal Dofasco’s energy management team continuously looks for opportunities to reduce energy
consumption, minimize our impact on the environment and remain more competitive. Saving energy lowers
costs while also satisfying government regulations and fulfilling customer requirements.
Candice Olson
[email protected]
Since 2010, ArcelorMittal
Dofasco has initiated 15 energy
reduction projects across the
business, with cross-functional
teams working closely with
Utilities, Engineering, Energy,
Purchasing, Legal Services,
Financial, Corporate Affairs and
Environment to successfully
complete them.
In fact, our company was
recently recognized with a
Natural Resources Canada
Canadian Industry Program for
Energy Conservation (CIPEC)
Leadership Award in the category
for Corporate Stewardship. The
award was presented at an
awards dinner at the Energy
Summit in Niagara Falls on May
17, 2016.
Terry Young, Vice President,
Conservation and Corporate
Relations for the Independent
Electricity System Operator
(IESO), spoke at the dinner and
highlighted Dofasco’s
achievements.
“ArcelorMittal Dofasco has
engaged in projects such as
upgrades at its water treatment
plant (helping conserve 4,000
Mega Watt hours per year), a
new compressed air system
(reducing costs by $400K
annually), installing variable
frequency drives at many spots in
its facility (reducing costs by
$500K per year) and generating
electricity by using by-product
fuels (generating 50,000 Mega
Watt hours per year).
ArcelorMittal Dofasco has an
aggressive energy conservation
agenda and has left no stone
unturned – both large and small
opportunities – to lower its costs.
It has achieved more than
125,000 Mega Watt hours in
recurring annual energy savings,”
he told the audience. “Dofasco
>
also reaps the many non-energy
benefits that come with these
projects – such as a cleaner or
brighter work environment;
higher equipment reliability;
corporate sustainability goals,
among others. We encourage
other industrial customers to
speak to us about how they could
achieve equally significant
results.”
One of the recent projects is
the installation of a turbine
generator. With the closure of
No.1 Coke Plant in 2015, 21
employees from the Utilities,
Engineering, Energy and
Environment departments
worked together to create value
out of the fuel that formally fed
the coke plant. The team
refurbished and installed a 12
Mega Watt turbine generator to
capture by-product fuels from
the blast furnace, generate
additional steam in the
boilerhouse and turn that steam
into electricity that is used by
the plant.
“When the decision was
made to shut down No.1 Coke
plant, we knew we needed to find
a way to capture the flared gases
that no longer had a home,”
explains Mike Cortese (Utilities).
“Successfully completing a
project of this magnitude within
an 18-month timeframe required
a huge team effort. It was a
complex operation because we
needed to integrate a refurbished
turbine-generator into a
brownfield site at No. 2 Boiler
House. We had to to make
extensive modifications to the
site to locate all of the new
equipment. Doing so required
excellent teamwork and close
coordination from Operations,
Maintenance, Technology and
Engineering to do it safely,
efficiently, and without disrupting
existing operations in the area.”
Each team was responsible
for a critical part of the effort.
Utilities led the process design to
Approximately 50 employees participated in the No.2 Turbine Generator project. The No.2 Turbine Generator is the second project of its kind to be
installed at ArcelorMittal Dofasco. In 2012, a similar generator was refurbished and placed at No.1 Boiler House. Together, the generators produce
almost 22 Mega Watts of power, which is enough to power almost 10,000 households for a year. Some of them took some time for a photo in
front of the Generator. Back from left, Dave Bailey, (Utilities), Steve Simpson (Utilities), Robert Poweska (Utilities), Ray Henderson (Utilities), Darren
Bray (Utilities), Grant Zavitz (Utilities), Haneet Randhawa (Engineering), Lorne Johnson (Engineering), Steve Baker (Engineering), Dave Meredith
(Energy) and Brad Stam (Engineering). Front, from left, Ian Shaw (Energy), Nick Bunda (Utilities), Virginia Valsi (Utilities), Dan Ing, (Engineering),
Mike Cannon (Utilities), Matt Luscombe (Engineering), Mike Cortese (Utilities), and Conrad D’Costa (Engineering).
ensure that the generator would
fit within the existing footprint.
Utilities also trained operations
staff to use the newly installed
equipment. Engineering
employees acted as the
construction management group.
They used their expertise to
reroute wires, check pipes and
reinforce foundations. The Energy
and Environmental Management
team initiated the project and
liaised with the Ontario Power
Authority (OPA, now called the
Independent Electricity System
Operator or IESO) to successfully
apply for an incentive for the
project.
The IESO incentive is part of
Ontario’s new energy
conservation efforts. Recently,
the province moved to a lower
carbon intensive electricity mix
by removing coal from its power
plants and investing in wind,
solar and biomass energy. Energy
reduction is also a cost-effective
way for Ontario to protect the
environment. As such, the IESO
provides incentives to encourage
local industries such as
ArcelorMittal Dofasco to recycle
manufacturing by-products and
reduce consumption of energy
from the province’s
electricity grid.
The No.2 Turbine Generator
is the second project of its kind to
be installed at ArcelorMittal
Dofasco. In 2012, a similar
generator was refurbished and
placed at No.1 Boiler House.
Together, the generators produce
almost 22 Mega Watts of power,
which is enough to power almost
10,000 households for a year.
This recycled energy also
prevents 4,500 tons of
greenhouse gases from entering
the atmosphere every year and
reduces demand on the
province’s electricity grid, helping
both the community and the
company.
“It’s a win-win situation,” says
Ian Shaw, (Energy Management
Dept). ”Our capital investment will
be paid back within the first year
because of the amount of
electricity costs we will save.”
The turbo generator project is
part of an ongoing effort to lower
ArcelorMittal Dofasco’s energy
consumption, reduce electricity
purchases, use our by-product
energies effectively, decrease
waste and generate our own
power. Together, these efforts will
help protect the environment for
generations to come and save
costs by decreasing our need to
purchase electricity.
Employee Donations
Hats off to the members of the Employee Donations
Fund for coming together to invest in community
The Employee Donations Fund has been a part of Dofasco since 1943, and so far in 2016, the group has
contributed more than $100,000 to worthy community organizations
of these food banks along with
Mission Services, Good Shepherd
Centre, and Hamilton Food Share
will each receive $10,000 in June
as well.
The Employee Donations Fund is
Employee donations have
having another banner year, with also gone to the Inner City
employees contributing more
Outreach Ministry ($3,500 for its
than $100,000 in the first six
summer camp), Fit Active
months to help local charities.
Beautiful Foundation ($3,300 to
The Dofasco Employee
support its FAB Girls 5K Challenge
Donations Fund started in 1943
program), Hamilton East Kiwanis
as the “Dofasco Charity Chest.”
Boys and Girls Club ($5,400 for
Employees each pledged 10 cents its summer day camp) and Easter
from their weekly pay cheque to Seals ($24,000 for its Financial
support the efforts of the Red
Assistance Program).
Cross during the Second World
“A big thank you to the
War.
employees of ArcelorMittal
In the more than 70 years
Dofasco,” says Joanne Santucci,
since, employees have invested
executive director of Hamilton
more than $41 million to help
Food Share. “You greatly help the
organizations across Hamilton,
20,000 people living in poverty
Burlington and Niagara, including who access local emergency food
children’s charities, hospitals and programs in Hamilton each month
food banks.
by supporting Hamilton Food
This year, Neighbour to
Share. Your support has been a
Susan Smith, Senior Manager Development with Easter Seals Ontario accepts a cheque presented by (from Neighbour, Wesley Urban
vital part of our operation for
left) Eddy Mekli, Don MacVicar and Ron Howard (all from Commercial) on behalf of the Employee
Ministries, and St. Matthew’s
decades and we are so thrilled to
House each received a $10,000
Donations Fund. The money is in support of Easter Seals’ Financial Assistance Program for children with
count you as one of our most
food bank grant in February. Each treasured and passionate
physical disabilities, providing essential mobility, accessibility and/or personal care equipment.
Abigail Cukier
contributors in the fight against
hunger. There is no way we could
do this work without you.”
Contributing to the
Employee Donations Fund is easy.
Fill out a payroll deduction form,
choosing how much you would
like to give, and bi-weekly
donations will automatically be
made in your name. Donations are
recorded on your year end T4 slip
for easy claiming at income tax
time. The Employee Donations
Fund Committee of elected
employees and company
representatives decides where
the money will go.
“It’s in the culture of
employees here to give to people
in need,” said committee member
Lina Stogiannis. “It’s a culture that
has sustained over many
generations. And all contributions
are focused on the local
community and are so important
to the people we support. From
the letters we get from
organizations or their clients, and
the stories we hear, every single
penny we give is so appreciated.”
Local News
1 | ArcelorMittal Dofasco | June 2016
7
Snapshots!
The people, places and events of ArcelorMittal Dofasco
AMD supports junior science
stars
ArcelorMittal Dofasco was once again the presenting sponsor of the
56th Annual Bay Area Science and Engineering Fair (BASEF) – one of
the largest and longest-running science fairs in Canada for students in
Grades 7 to 12. ArcelorMittal Dofasco hosted the BASEF award
winners in the main office lobby April 14 for employees to check out
their amazing projects. Pictured here, Jessica Cotter, student at St
Augustine School, explains her project to Andrew Dziuba (Research).
Auction benefits art school
programs
University of Guelph reception
for environmental sciences
student project
Over the Fall and Winter, a group of students in the Environmental
Sciences program at The University of Guelph conducted a research
project at No.5 Galvanize (DSG), looking at the seasonal issue of small
insects that can be embedded into the galvanized coating being
More than 3,500 people viewed 1,500 works at the Dundas Valley
applied to steel at the line. The students undertook the research
School of Art’s annual art auction. ArcelorMittal Dofasco Team Orange project as part of a course designed to provide students with an
volunteers helped out at the April event, which directs all proceeds to
opportunity to obtain research and/or consulting experience working
help the school continue its programs. Dundas Valley School of Art has on projects provided by clients. The team from Guelph identified the
been a recipient of grants from the ArcelorMittal Dofasco Corporate
insects as midges and provided recommendations to mitigate and
Community Investment Fund (CCIF). Pictured here, auction visitor
control their presence at the Galvanize line. Pictured, Nupura
Peter Smith looks over the catalogue of available art work with John
Krishnamoorthy (far right, Galvanizing Technology) attended a
Stocker (Commercial Sales).
reception for the students.
Helping reduce the stigma of mental illness and addiction
May 2 to May 8 was Mental Health Week in Canada and ArcelorMittal Dofasco was actively involved. In partnership with the Canadian Mental
Health Association, the company joined like-minded organizations across the country during the week in the #GETLOUD campaign which saw
landmarks across the country lit up green to shine a figurative and literal light on this important issue. Our Main Office was lit up each night for
the week. The week also featured the continuation of the Not Myself Today campaign, a suite of training and awareness tools that any team at
Dofasco can facilitate or have facilitated for them during a monthly Health and Safety meeting, as well as information about the Employee and
Family Assistance Program (EFAP), as well as a variety of Lifestyle resources aimed at improving mood and symptom management. As always,
should you or a family member need to talk, connect with an EFAP specialist by calling 1-800-663-1142 or by going online at www.homewood
health.com. This is a confidential, no-cost service for a wide range of issues, available 24/7 for all permanent and casual employees.
For the fourth year, ArcelorMittal Dofasco was also the lead sponsor of
A Mental Health Morning, a breakfast to support mental health and
addiction programs at St. Joseph’s Healthcare Hamilton. Keynote
speaker and TSN broadcaster Michael Landsberg shared his experience
with depression. Pictured here, Sean Donnelly, President and CEO,
Nadia Mastroianni (St. Joseph’s Mental Health Spirit of Hope Award
winner in Youth category and Nick J. Petrella (St. Joseph’s Mental
Health Spirit of Hope Award, winner in Individual category).
Nice wheels! Used bikes donated for
New Hope Community Bikes
A new crop of students has joined
ArcelorMittal Dofasco
In April, a team from ArcelorMittal Dofasco and The Engineering Network (TEN) helped organize a used
bicycle drive in support of New Hope Community Bikes. Employees donated more than 70 bikes to New
Hope Community Bikes, a non-profit charity that seeks to get more people on affordable, reliable bicycles,
while providing employment and job training opportunities for youth in basic bike mechanic training.
ArcelorMittal Dofasco’s Corporate Community Investment Fund (CCIF) is a sponsor of New Hope Bikes.
Pictured here from left, Hans Stief, Linda Hayward, Razi Sohail and Brad Stam (all of Engineering) show off
some of the donated bikes.
Each spring we welcome many new grads, summer students, interns, co-ops and work experience training
students to our team. This spring we welcomed seven new grads to our team as well as 23 summer
students and 47 co-op, intern and work experience training students who will be with us for anywhere from
six weeks to 18 months in jobs ranging from general housekeeping to Engineering. In addition, 26
Apprentices in training began a co-op term in April and May. Take some time to welcome our students and
to share some of your knowledge as they embark on their new work assignments at ArcelorMittal Dofasco.
Local News
8
>
1 | ArcelorMittal Dofasco | June 2016
Global News in Brief
In Passing
Our sympathies to the families of the employees and retirees who have recently passed away. Our thoughts and prayers are with you.
Louis Arsenault, on May 11,
2016, at the age of 76. Louis
worked in Hot Band Inventory and
retired in 1991 with 35 years of
service.
Giovanni De Bellis, on Apirl 19,
2016, at the age of 68. Giovanni
worked in Services Refractory and
retired in 2008 with 28 years of
service.
John Lester, on April 29, 2016, at
the age of 76. John worked in the
Sheet Mill Mechanical - Galvanize
Division A and retired in 1992 with
27 years of service.
Nikola Balach, on April 8, 2016,
at the age of 75. Nikola worked in
General Repair Maintenance - Millwright and retired in 2001 with 28
years of service.
Frans Dewit, on April 2, 2016, at
the age of 70. Frans worked in HBI
Coil Prep and retired in 2007 with
33 years of service.
Steve Manning, on May 14, 2016,
at the age of 62. Steve worked in
TPN - OS and retired in 2005 with
33 years of service.
Josip Bermarija, on April 30,
2016, at the age of 81. Josip
worked in the Weld Shop and
retired in 1992 with 27 years of
service.
Trevor Easton, on April 4, 2016,
at the age of 69. Trevor worked in
CTS - Customer Service Contracting and retired in 2007 with 32
years of service.
Alan Norton, on April 2, 2016, at
the age of 76. Alan worked in the
Cold Mill and retired in 1992 with
33 years of service.
Charles Terry, on March 19,
2016, at the age of 88. Charles
worked in Electrical Construction
and retired in 1986 with 26 years
of service.
John Tolys, on April 10, 2016,
at the age of 63. John worked in
Crane Repair Inspection Finishing
and retired in 2012 with 40 years
of service.
Antun Vrekalic, on March 30,
2016, at the age of 71. Antun
worked in Cranes CRP Finished
Product Teams - OPS and retired in
2008 with 32 years of service.
Robert Coat, on April 22, 2016, at
the age of 82. Robert worked in the
Oxygen Plant and retired in 1992
with 22 years of service.
David Peck, on April 20, 2016, at
the age of 78. David worked in Slab
Enzo Galassi, on Apirl 13, 2016, at
Handling and Storage and retired in
the age of 87. Enzo worked in Cen- 1993 with 33 years of service.
tral Shipping and retired in 1990
George Popovic, on April 3, 2016,
with 40 years of service.
at the age of 74. George worked in Albert Wilson, on May 10, 2016,
Gary Grishkewich, on April 29,
at the age of 79. Albert worked
Field Services - Riggers and retired
2016, at the age of 65. Gary
in 1992 with 29 years of service.
in the No.2 Galvanize - OPS and
worked in Dofasco Global Baycoat
retired in 2001 with 33 years of
Josip
Staresinic,
on
May
18,
2016,
- Financial and retired in 2011 with
service.
at
the
age
of
71.
Josip
worked
in
32 years of service.
Iron Services and retired in 2007
Gavrilo Zlatanovic, on April 15,
Thomas Hinkley, on March 6,
with 30 years of service.
2016, at the age of 86. Gavrilo
2016, at the age of 86. Thomas
worked in the Main Office Handy- Hugh Sutherland, on March 21,
worked in Labour Services and
2016, at the age of 90. Hugh
man and retired in 1991 with 17
worked in Time Office and retired in retired in 1992 with 17 years of
years of service.
service.
1987 with 43 years of service.
Mijo Hriblian, on April 15, 2016,
at the age of 82. Mijo worked in
Recent Retirees
Cranes - Bayfront and retired in
1998 with 38 years of service.
To those employees who have recently announced their retirements:
John Cook, on April 13, 2016,
at the age of 72. John worked in
the No.1 Coke Plant and retired in
2004 with 27 years of service.
Derek (Xin) Ji, on April 26, 2016,
at the age of 52. Derek (Xin)
worked in the Coke Technology
with five years of service.
Fraser Burke, on May 6, 2016,
at the age of 76. Fraser worked in
the Cold Mill - No.1-5 Stand and
retired in 1992 with 25 years of
service.
Marian Byrnes, on April 1, 2016,
at the age of 80. Marian worked in
the General Repair Shop and retired
in 1992 with four years of service.
John Cassidy, on March 21, 2016,
at the age of 71. John worked in
Riggers - Maintenance - Rigger AA
and retired in 2002 with 20 years
of service.
Svetko Cucuz, on March 30,
2016, at the age of 78. Svetko
worked in the Foundry - East Core
Room and retired in 1993 with 31
years of service.
Donald Davies, on April 6, 2016,
at the age of 81. Donald worked in
the Chemical Lab B and retired in
1991 with 40 years of service.
>
>
“Thank you for your service and best wishes for a wonderful retirement!”
Cathy Biggs, with 39 years of
service, Financial Accounting
Douglas Broadribb, with 40 years
Helen Kaleta, on March 24, 2016, of service, Steelmaking
at the age of 92. Helen worked
David Connolly, with 32 years of
in Cleaning Services and retired in
service, Utilities
1989 with 15 years of service.
Luther Lemmon, on April 3, 2016, Irwin Koziol, with 40 years of
service, Utilities
at the age of 85. Luther worked
in the Coke Prod - Labourer and
retired in 1992 with 11 years of
service.
John McLean, with 39 years of
service, Tubular Products
Phil Renaud, with 40 years of
service, Central Trades and Services
Gord Speare, with 38 years of
service, Steelmaking Auxiliary
Maintenance
John Williams, with 38 years of
service, Iron Making – Mechanical
Q. Blake McBlain, with 39 years of
service, No.1 Coke Plant Barry Young, with 42 years of serCombustion and Instrumentation
vice, Utilities – Compressors and Driers
Global
ArcelorMittal moves towards integrated reporting with
launch of 2015 annual review
Our company recently published its 2015 online annual
review, “Structural resilience.” The online review is the
company’s first step towards integrated reporting,
combining ArcelorMittal’s sustainability developments
and progress with operational and financial performance
highlights in a single report. You can visit the online
annual review at http://annualreview2015.arcelormittal.
com. 05/04/2016
ArcelorMittal to mark 10th anniversary with a
dedicated app
June 25, 2016 will mark the 10th anniversary of
the agreement between Arcelor and Mittal Steel
that created ArcelorMittal. To mark the occasion,
the company will be launching a digital campaign
to celebrate some of the great things that we have
achieved – together – in the last 10 years. Stay tuned to
myarcelormittal.com for more information. 05/19/2016
Americas
ArcelorMittal cements position as one of Mexico’s most
responsible companies
ArcelorMittal Mexico has been named as one of the
country’s most socially responsible companies for
the fifth consecutive year by the Mexican Center for
Philanthropy (CEMEFI) and the Alliance for Corporate
Social Responsibility (AliaRSE). 05/10/2016
ArcelorMittal Dofasco recognized by the American Iron
and Steel Institute
ArcelorMittal Dofasco colleagues were recognized
by the American Iron and Steel Institute (AISI) for a
paper on implementing high-turbulence roll cooling at
the hot strip mill. The team was awarded the Institute
Medal – the “highest technical honour given by the
steel industry to recognize the critical R&D (research
and development) work that continues to move our
industry forward as a leader in manufactory innovation,”
according to AISI CEO, Thomas Gibson. 05/17/2016
Europe
Recreation News
Mark your calendar!
ArcelorMittal Ostrava commissions 13 new investments
that will cut dust emissions to historic low
New technologies worth US$84m (CZK2bn) - the
largest environmental investment made at the plant in
the past five years – have been installed at ArcelorMittal
Ostrava, in the Czech Republic. The new technology,
which goes beyond European Union legislation
requirements, will capture an additional 520 tons of dust
emissions a year. 05/11/2016
For more information, go to www.myarcelormittal.com
1 | ArcelorMittal Dofasco | June 2016
July 1, 2016 –
Canada Day Celebrations
2016 marks the 32nd anniversary of Canada Day at the F.H. Sherman
Recreation & Learning Centre! See more details at dofasco.
arcelormittal.com – click on “Corporate Responsibility,” then
“Recreation and Learning Centre”.
If you would like to volunteer or know a student in need of
volunteer hours, please contact Gemma Di Giovanni or call the
Recreation & Learning Centre office at 905-560-5886 ext. 0
Editor:
Marie Verdun,
[email protected]
Contributors:
Peter Bailey, Abigail Cukier,
Ginette Dematteis,
Richard Do Couto, Candice Olson,
Eliya Radusin, Marie Verdun,
Lydia Williams
Photographers:
Cover: Royal Caribbean,
Joseph Bucci, Julio Ramos,
Tailored Blanks Zaragoza,
Stephen Waterfall
Layout and Printing:
Aylmer Express
Circulation: 9,000
It’s the time of year that many of us
wait for all winter – golf season!
Enjoy some time on the green at our Golf Centre at the F.H. Sherman
Recreation and Learning Centre. Until Sept. 5, practice your swing at
the 250-yard driving range for $7 per bucket of balls. Driver/iron
rentals are $2 each.
Bring the whole family for a round of 18-hole miniature golf.
Adults, $5, children 12 and under, $2. Toddlers 3 and under are free.
On Tuesdays, Thursdays and Fridays, the golf centre is open 9 a.m. to
9 p.m. It is open Mondays, noon to 9 p.m. and Wednesday, 1 p.m. to 9
p.m. No new customers after 8:15 p.m.
Steelmaking Social!
The Steelmaking Retiree Social will be Thursday, Oct. 13 at the Knights
of Columbus Hall, 222 Queenston Rd. This year, 19 retirees will be
honoured. Doors open at 3:30 p.m., procession at 6 p.m., dinner at
6:30 p.m. Tickets are $20 each. For more information, please contact
Ron Gyoker ([email protected], extension 2939 ) or
Anna Shinkar ([email protected], extension 7055).
REMINDER: The F.H. Sherman Recreation and Learning Centre is a pet, alcohol and tobacco free environment.
1 Company 1 Community 1 Magazine ArcelorMittal Dofasco June 2016 Vol. 8, No. 3
1 Magazine is published six times
per year by ArcelorMittal Dofasco
for the company’s employees,
retirees and their families.
Publication Mail Agreement
#40069251
No part of this magazine may be
reproduced without prior written
permission of the publisher.
© Copyright 2015
ArcelorMittal Dofasco,
1330 Burlington St. East
Hamilton ON L8N 3J5
905 548 7200 ext. 2066
http://dofasco.arcelormittal.com/
03
The Manufacturing
Excellence Pillar
03
Welcoming
our Members of Parliament
to ArcelorMittal Dofasco
04
Meet Silgan,
the USA’s largest food
can manufacturer
06
Our energy
conservation efforts
get a turbo boost
07
Snapshots!
The people, places and events
of ArcelorMittal Dofasco
Cover Image:
“Harmony of the Seas” – dubbed “Europe’s
biggest hotel” – docked at the U.K. port of
Southampton in late May after leaving the
Saint-Nazaire dockyard in France.
ArcelorMittal sites in Spain and France
provided 100 per cent of the steel used in
this 362m-long, 65m-wide floating city,
the largest cruise ship ever built. Longer
than the Eiffel tower, “Harmony of the
Seas” is made of heavy plates made at our
site in Gijón, Spain, and coils produced at
ArcelorMittal Fos-sur-Mer and
subsequently processed at our service
centre in Saint-Nazaire, both in France.
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