Health and Safety - ArcelorMittal Dofasco

1 Company 1 Community 1 Magazine ArcelorMittal Dofasco January/February 2014 Vol. 6, No. 1
D o f a s c o | h a m i lt o n
04
Health and Safety:
We’re all safer
when we Stop.
Challenge. Choose.
03
In conversation
Perspective from our
President and CEO,
Jim Baske
05
Looking for losses
Celebrating the
achievements of
WCM teams
07
A tip of our hat
The 209 newest Quarter
Century and 40-Year
Club members
10
The strength of orange
Team Orange breaks 2,500
volunteer hours in 2013
Global News
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1 | ArcelorMittal Dofasco | January/February 2014
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Health and Safety
Health and safety:
the way ahead
Frank Haers
frank.haers@arcelomittal.com
The first management
committee meeting of the year
took place in London on January
14 and 15, and one of the most
important topics discussed was
Health and Safety.
Frank Haers, VP head of
corporate health and safety, shares
some of the key points and
outcomes of the discussions, giving
a detailed picture of the 2013
results as well as the priorities for
Health and Safety in 2014.
Despite being the best year
ever in some ArcelorMittal
segments, 2013 has been a
mixed year when it comes to our
global Health and Safety
performance. While we
falling from heights and crushing.
Crushing accounts for the biggest
number of fatalities. These
accidents primarily happened
when lockout/isolation procedures
were incorrectly used during load
handling, while moving
unprotected equipment or during
work involving vehicles or rail.
Maintenance and services account
for more than two thirds of
fatalities: non-routine jobs have to
be properly prepared and
supervised to avoid things going
terribly wrong during execution.
Hazard identification and risk
assessment (HIRA) is a key tool for
achieving this, particularly when
combined with appropriate
supervision and guidance.
Thirteen contractors have
lost their lives working in our
plants every year, for the past
2014 Health and Safety
recommendations
•Achieve further, significant progress in fatality reduction by
working on the issues described above; having the fatality
prevention standards in place remains a precondition. Further
progress will also be needed in terms of Lost Time Injury and
Restricted Work Cases
•Ensure complete reporting of all safety events, down to
medical treatments
•Permanent, strong and visible leadership from all levels of the
organization with a frequent presence on the shop floor.
Increased awareness and shared vigilance among all employees
are other essential requirements
recorded good progress in
reducing our overall fatality rate,
we are still a long way from
reaching zero fatalities as 23
colleagues (30 in 2012) lost
their lives working in our plants
last year.
We have once again seen too
many repetitions of similar
accidents, which is unacceptable.
This shows that the improvements
we are making are not sustainable
and that further work is needed to
avoid repetitions.
Looking at the main causes of
fatalities, in 2013 they were again:
>
three years, despite the
considerable work that has been
done to train and educate
contractors on fatality prevention
standards and risk management.
Reviewing and assessing their
safety practices more closely will
help us make sure their lives are
not put at risk, and special
attention is needed for small
teams doing (small) jobs in
remote places.
Looking at the different
segments’ safety performances,
we can see that most segments
are improving. We currently have
nine top priority sites, and I trust
these sites will do all that is in their
power to rapidly improve their
fatality rate. We need to progress,
and we need to do it faster and in a
sustainable way.
Our lost time injury
frequency rate (LTIFR) continues
to improve. LTIFR for 2013 was
0.84, slightly better than our 2013
target; however, more effort is
needed. For 2014, the LTIFR target
is 0.75. We have come a long way,
but we cannot relent in our efforts
since improvement becomes
tougher as we move closer to zero.
Restricted work cases (RWC)
have remained at the same level,
and we need better reporting on
these events to understand the
root cause of these accidents and
how they can be prevented.
Similarly, we need to get all medical
treatments reported to help us be
more proactive.
Our targets will only be
achieved if a strong and consistent
safety culture is in place. All
management levels, including front
line supervisors and foremen, play
a key role in achieving this, by
making sure a safe working
environment is in place, and that
employees work in a way that
doesn’t jeopardise anyone’s safety.
This can only be done through
constant communication with their
teams. Other important safety
guidelines include: leading by
example, ensuring genuine
compliance with the safety rules
and standards, not allowing any
abnormal situation to go
uncorrected and communicating
clearly with those involved.
But safety is not a top-down
process, and everyone has an
ongoing role to play. In 2014, I
would like to see each and every
one of us feel personally
responsible for making sure that no
life is lost in our locations. With the
right mindset and focus from all of
us, I know we will make another
significant stride towards our
Journey to Zero.
Many thanks in advance for
your commitment and your
support.
Organizational Changes
Understanding the
organizational changes
at ArcelorMittal
In December 2013, ArcelorMittal announced some
important organizational changes. In order to
ensure everyone understands what these changes
mean, this article includes some frequently asked
questions and answers.
Henri Blaffart
Henri.blaffart@arcelormittal.com
What has changed?
There is now one GMB
member responsible for each
geographic region (Europe,
Americas and ACIS). This
provides a single point of
responsibility.
The teams and functions
that remain at the corporate
level have a critical strategic role
to play in allocating resources,
ensuring the operating units
leverage the company’s scale
and scope, in financial aspects of
the company and its reputation.
The key area that has
moved to the regional level is
shared services, most of whose
activity relates to our European
business. Shared services will
have a single point of
responsibility allowing the region
to implement the right model.
When do these changes take
effect?
The changes took effect on
Jan. 1, 2014 while work
continued in January to finalize
some aspects, in particular those
relating to purchasing,
communication, HR, strategy, IT,
legal and government affairs
within the regions.
How will these changes
impact people?
The organizational changes
may have an impact on some
positions and we have strong HR
processes, including career
committees, to support the
reorganization. Equally, these
changes may create
opportunities for people to take
up new professional challenges.
In what ways will this change
help reduce the gap with the
competition?
One of the most important
things we have to focus on is
beating the competition.
Simplifying the organization is a
key factor in achieving this. Our
business performance depends
on the motivation and
engagement of our employees
and the new structure reduces
bureaucracy and encourages
higher levels of motivation and
engagement.
Is Health and Safety no
longer our number one
priority, if Mr. Mittal is no
longer the named GMB
member in charge?
As chairman and CEO, Mr.
Mittal will continue to make
Health and Safety his number
one priority. In addition, Gonzalo
Urquijo takes up a new role that
encompasses Health and Safety
and corporate affairs. Having
one GMB member with the
ability to dedicate a significant
amount of time to Health and
Safety – ArcelorMittal’s number
one priority - will accelerate our
Journey to Zero and our ability to
be the Health and Safety
benchmark for steel and mining
companies worldwide.
Why aren’t Mining and
Tubular included in the
regional structure? Is this
because the GMB does not
see any synergies here?
Mining and Tubular are truly
global businesses in their own
right, with no clear “leading”
region this is why they were not
included in the regional structure.
How will this reorganization
help in better allocating
available resources?
The new structure gives one
GMB member overall
responsibility for each geographic
region, simplifying decision
making under one person.
Separately, we have changed the
way the investment allocation
committee (IAC) works to
simplify the process required for
allocating capex. Each region now
is able to take decisions for
amounts of up to US$10m
through a less formal process.
To read the full version of this
article, visit myarcelormittal.com
Performance Excellence Awards
ArcelorMittal Dofasco among the group’s
best in Performance Excellence Awards
Ginette De Matteis
Ginette.DeMatteis@arcelormittal.com
The 2012/2013 Performance
Excellence Awards ceremony was
held on December 16 in France
with Mr. Mittal, Frank Haers, group
chief technology officer (CTO) and
the ArcelorMittal board of
directors. ArcelorMittal Dofasco’s
winning Technical Innovation and
R&D project was joined by five
other notable projects from
around the group.
“We introduced the
Performance Excellence Awards
in 2007, because we wanted to
recognize teams and individuals
like you, who achieved
outstanding results through
innovative thinking and
successful project execution.
Congratulations on the
remarkable results you have
reached,” Mr. Mittal told the
winning teams.
And the winners are…
Technical innovation and R&D
•D
ofasco, Canada: KOBM
steelmaking innovation
through automation The program has improved the
accuracy and consistency of
end-point carbon control,
reduced the re-blow rate to less
than 1 per cent, reduced
over-oxidation of the steel,
lowered aluminium additions,
improved work safety and
reduced KOBM tapping cycle
time, with a cost saving of more
than CAD$13m per year.
Health and Safety
• Tubarão, Brazil: Internal
benchmarking, best practice
sharing and local innovation to
reach zero lost time injuries
(LTI) during the revamp of
Tubarão’s blast furnace 1, the
biggest blast furnace in the
Americas
The project has proved that it is
possible to achieve zero LTI even
in the most complex, high risk
projects. The safety plan will
prove valuable beyond Tubarão
premises, as it can easily be
replicated in similar projects
across the segment.
Environment and corporate
responsibility
• Maizières R&D centre, FCE,
LCE: Financial and
environmental benefits of
ROMEO, a model developed
for the internal recycling of
by-products
ROMEO is a reliable tool that
calculates the value of byproducts in different scenarios.
It has already been applied in
more than 11 plants with
cumulative savings of around
€30m since its roll-out in 2009.
Operational excellence
•S
aldanha, South Africa:
Achieving operational
excellence through the
implementation of World
Class Manufacturing (WCM) Thanks to thorough WCM
implementation, the plant
improved from being the second
most expensive plant in the
group, to being the second
lowest cost producer in hot rolled
coils, with almost no capex
required.
Customer satisfaction and
margin generation
• E ast Chicago R&D, US: FIRST
- Fast Investigation of Roof
Structures: a user friendly
predictive model for oil
canning and dent resistance
of automotive roof panels
that helps save money, time
and weight
Predictions from the model
are very accurate compared
with existing methods of
evaluation. The project was
officially recognized by Ford and
was granted the Chief Engineer
Award for computer-aided
engineering.
Innovation in leadership,
management and HR
• Cleveland, USA: Accelerated
start-up of No. 2 steel
producing
The facility exceeded the start-up
production curve and achieved
this goal with zero accidents in the
first month of operation. The
successful start-up is a testament
to the power of visionary
leadership, teamwork and creative
thinking across the company.
“The winning projects are
perfectly in line with the
company’s top priorities: Health
and Safety and profitability. Some
achieved great results on a very
low budget, while others were
aimed at reducing production
costs. But what all had in common
was their quest for excellence, as
well as their wish to uphold safety
at all times,” said group chief
technology officer, Frank Haers.
Go to www.myarcelormittal.com
for case studies on each of the
winning projects and to see a video
interview with Tom Kuhl (GM,
Primary Manufacturing
Technology) who accepted our
award on behalf of the company.
Tom Kuhl, GM Primary Manufacturing Technology, (centre) accepted the Dofasco Performance Excellence
Award for Innovation and R&D. Here Tom poses with the award with Jeannot Krecké, member of the
ArcelorMittal Board of Directors (left) and ArcelorMittal Chairman Mr. Mittal (right).
Local News
1 | ArcelorMittal Dofasco | January/February 2014
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In conversation with the President and CEO
Jim Baske recently took some time to talk with 1 Magazine, sharing his perspective on our 2013
accomplishments, the outlook and needs for 2014 as well as his experience living in Canada.
(WCM) process is also essential
– we want all 5,000 employees
engaged in Continuous
Improvement to remain the best
performing North American
steel company.
Are there any big projects or
initiatives happening in 2014?
We have a number of key
projects that must be executed
flawlessly this year, including the
new temper mill, the start up of
Monessen Coke Plant in
Pennsylvania and the completion
of our new No. 6 galvanizing line.
We will also commence work on
a restoration project at No.2 and
No.3 Coke plant, the No. 4
Galvanize Line upgrade, as well
as key energy projects.
From left: President and CEO Jim Baske, with Roy Oommen and Steve Thomas (both of Galvanizing).
Jim, thank you for taking some
time to participate in this
interview. To start, can you
share a few of the highlights
of your first seven months at
ArcelorMittal Dofasco?
My major highlight has been
meeting and working with the
people at every level of the
organization. I have come to
appreciate that “Our strength is
people.” The Quarter Century and
40-Year Club celebration and
annual Christmas Party were also
special moments and another
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highlight, of course, was our stellar
second half business performance.
In 2013, we had many
achievements – what were
the drivers of this success?
Key drivers of our success were
record shipments, record
production performance in many
operations, record quality
performance, great on-time
delivery performance, execution
on our AMD100 initiatives and a
strong performance in Health
and Safety. There were also two
key external factors that aided
our success: high demand in the
Automotive sector and the CAN/
US currency exchange rate.
Based on our 2013
performance, what areas
have we identified for
improvement in 2014?
First, we need to intensify
our focus on “Stop. Challenge.
Choose.”
We must also maintain our
high level of internal and
external quality performance
and customer delivery
performance.
Productivity delay rates
must be improved in select areas
and plans are in place to address
this.
Regarding Continuous
Improvement, we will drive $90
- $105 million of incremental
improvements in run rate
through numerous identified
initiatives in our 2014 Value
Plan.
The maturation of our
World Class Manufacturing
The effects of the economic
crisis are still present in
various parts of the world.
Are the positive aspects of
2013 and a good outlook for
2014 an indication that we’ve
recovered from the crisis?
There still has not been a total
recovery from the recession of
2009. Outside North America,
China’s growth has receded to
lower levels, the Eurozone was
still at a trough point in late 2013,
and India and Japan are still in
stagnation. North America is
arguably a beacon in the
worldwide economy. The United
States is improving, with recent
indicators showing some of the
best numbers since 2007, while
Mexico is definitely on a growth
path. Canada has experienced
challenges, more specifically with
a reduction in demand for steel
due to many manufacturers
leaving the country for the U.S.
and Mexico. For example,
although Canada saw record
vehicle sales in 2013, vehicle
production actually declined.
Other markets, such as nonresidential construction continue
to recover which does present
growth opportunities ahead.
Given your experience with
other ArcelorMittal sites
prior to taking on the
leadership role here at
ArcelorMittal Dofasco, are
there aspects of Dofasco that
you find different or unique?
Two aspects immediately come
to mind regarding ArcelorMittal
Dofasco’s differentiation. The
first is our culture, which is
manifested in a unique “can do”
attitude and work ethic. The
second is our technology and
innovation. We have essentially
the same equipment and market
conditions as our competitors.
But it’s our approach to process,
product and equipment
improvement that separates us
from our competitors.
Have you had any unique
Canadian experiences since
moving from Ohio?
I’ve had to adjust to a number of
differences, including (1) The
most cost-effective way to buy
milk is in plastic bags; (2) I’ve
learned to pronounce “project”,
“process” and “organization”
differently; (3) There are no
dollar bills or pennies, but
instead loonies and toonies; (4) I
need to convert miles per hour
to kilometres per hour quickly on
the roadways; and (5) Electricity
is now hydro. But Canada is a
great country, “eh”, and I’m
happy and privileged to be here.
Customer Corner
Impacting GM’s Impala launch
In the past year, ArcelorMittal USA and ArcelorMittal Dofasco provided tailor-made customer service to
help General Motors successfully re-launch a new and improved Chevrolet Impala.
Candice Olson
candice.olson@arcelormittal.com
ArcelorMittal and GM share a
long history. Both companies
have produced products that
changed the face of transport
over the past 100 years. Making
the most of shared geographies,
our North American plants have
shipped, and continue to ship
steel to neighboring GM plants to
build vehicles of the past, present
and future, including the
approximately 3.2 million vehicles
GM built in NAFTA in 2013.
“ArcelorMittal supplies GM
with steel direct sales as well as
via numerous parts
manufacturers,” says Gordon
O’Neill, Global Account Manager,
General Motors, ArcelorMittal
Detroit. “Every vehicle GM
produces in North America
contains ArcelorMittal steel, and
we are proud of our powerful
partnership.”
The partnership includes a
newly developed “pre-build part
review process” designed to
ensure hard to find grades and
sizes are available for initial tool
build tryouts.
“Each time GM produces a
new or updated vehicle,
together, we review details
regarding specific grade, gauge
and coating they will need,” says
Barry Maccaskill, Global
Technical Coordinator, General
Motors and Tier 1 Stampers,
ArcelorMittal Dofasco. “Armed
with this information we ensure
we have suitable materials in our
pre-build inventory, ready to
handle GM’s requests for steel
to prove out the tools necessary
to manufacture the new model.”
This strategic supply
process involves working closely
with GM’s engineering and
purchasing departments to
establish and sustain a
consistent supply of high-quality
steel at critical moments for
GM’s plants. In addition, our
Technical Service Group is
regularly on-hand at GM’s sites
to address any quality issues
with any of our materials,
including, ArcelorMittal’s newest
Ultra High Strength Steels
(UHSS).
Going the extra mile with
Extragal®
In response to the ongoing need
for carmakers to produce lighter
yet safer cars to reduce air
pollution and improve vehicle
safety, ArcelorMittal is helping
GM through the use of UHSS to
meet stringent Corporate
Average Fuel Economy (CAFE)
requirements. This is where
GM’s Chevrolet Impala enters
the market.
The newly launched Impala
contains 33 per cent less steel
than its predecessor, making it
lighter, more environmentally
friendly and cheaper to run, as
well as safer. This improvement
was accomplished through
innovative design, and the
increased use of UHSS and
Usibor®. “This is a foundation we
hope to build on because our
automotive customers have
expressed the strong need for
the next generation of advanced
high strength steels, grades with
tensile strength greater than
1,000 MPa and improved
elongation,” said Barry.
Meanwhile, around
12,500MT of ArcelorMittal’s
Extragal® will be used in the new
Impala each year, in the doors,
fenders, deck lids and bodysides
of the vehicle.
ArcelorMittal worked with
GM to create an Impala launch
team to help re-introduce GM to
Extragal®. Consisting of 12
employees from the commercial,
sales and research and
development (R&D)
departments, the team shared
expertise between the two
companies. During the design
phase, team members
conducted site visits to GM’s
Flint, Mich. stamping facility to
establish relationships, discuss
the upcoming launch and
ArcelorMittal’s support plan,
answer technical questions
about Extragal® and explain the
product nuances compared to
the exposed steel GM-Flint had
previously used. Once the tools
began to arrive at GM-Flint, the
team was on hand to support
trials and resolve any product
quality issues.
Although ArcelorMittal’s
sales, R&D and technical teams
work directly with GM and other
customers to provide excellent
service, they rely on consistently
good quality steel to keep our
customers happy. Producing
steel right the first time so we
can deliver high quality, on-time
products is the key to attracting
and sustaining their business
according to Gordon.
“One of my proudest days
on the job was when GM’s
Vice-President of Purchasing
met with us and said ‘I work with
many suppliers all over the world
and ArcelorMittal has no
problems in giving us what we
want and it has been like that for
some time,’” adds Gordon. “But
that trust must be maintained
and nurtured. If we focus on
making excellent steel without
rejects or delays, ArcelorMittal
employees can help support GM
in their company objective: ‘To
design, build and sell the world’s
best automobiles.’”
Our Hamilton team worked together with colleagues from the US to ensure the success of General Motors’ Impala re-launch in 2013. The Impala
features Extragal™, produced in Hamilton. The Hamitlon team included front, from left: Ron Howard (Automotive Sales), Veronica Tristani (Automotive
Sales), Pat Belanger (Launch Team, Automotive Sales). Back, from left: Dan Dooley (Automotive Sales), Barry McNally (Launch Team, Automotive Sales)
and Chris Urban (Launch Team, Automotive Sales). Not pictured are Joe Scardamaglia (Automotive Sales), Barry Maccaskill (Product Research,
Automotive Applications), Dave Jewett (Automotive Sales), Janet Schaub (Automotive Sales) and Steve Jodouin (DSG). The photo was taken in the
showroom at Queenston Chevrolet on Rymal Road. General Motors offers ArcelorMittal Dofasco employees a discount on its vehicles. Learn more on
the company Intranet.
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Local News
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Health and Safety
1 | ArcelorMittal Dofasco | January/February 2014
We’re all safer when we Stop. Challenge. Choose.
Are you doing everything you can to follow these principles? Meet a few of our colleagues who are.
Peter Bailey
peter.r.bailey@arcelormittal.com
Stop. Challenge. Choose is a
mindset that’s taking hold across
the company and helping to
eliminate risk. Every day, this
simple approach has helped
individuals be safer at work and
at home. Here are just a few of
many examples we’ve heard
about:
Keeping contractors
compliant
Pete Cegnar, Central
Shipping, works out at the Beach
Road Fitness Facility. During one
December visit, he entered the
gym and began using the
elliptical. A third party painting
crew was at work using a five
foot, high rolling work platform.
The painter wasn’t safely tied off
and did not have any fall
protection on. As he worked,
Pete noticed that not only was
the contractor not following our
fall prevention and fall
protection standard, the
platform was shifting from side
to side as the wheels on the
platform weren’t locked.
>
He quickly engaged the
painter: “I just went over to him
and expressed how I believed he
was putting himself in danger. He
was a little surprised because
outside of Dofasco tie-offs are
required at six feet. He stopped
working, got down and we had a
discussion with his lead hand.”
From there, Pete took it upon
himself to call the Onsite
Contractor Coordinator (OSCC)
to make him aware of the
situation. As a result of Peter’s
intervention, no one was injured,
and the OSCC made sure the
contractor understood the
details and importance of
following the Third Party Health
and Safety and Environment
Program Safe Work Permit.
Giving credit where credit
is due
ArcelorMittal Dofasco’s
online recognition website,
Thanks a Ton, is a place to share
appreciation for colleagues,
thanking and recognizing them
for a job well done. It’s also a
place for leadership to let their
team know when they’ve done
something that deserves
recognition and visibility. In
October, John Mills (Cold Roll
and Tin Products) recognized
one of his team members for
using the Stop. Challenge.
Choose. principles in his
everyday work.
While it’s an expectation to
make safety the first priority in
everything we do, sometimes
it’s easy to carry on with our
daily routine and activities
without challenging ourselves
and those around us.
When you make the Stop.
Challenge. Choose. principles a
part of your decisions every day
and encourage others to do the
same, zero gets a little closer.
You can recognize your
colleagues as well. Just use the
Stop. Challenge. Choose.
category in Thanks a Ton.
Making a bold statement
Marty Mcgurk (Cold Roll
and Tin Products) knows a thing
or two about Stop. Challenge.
Choose. As a facilitator of Play
to Win, he was first exposed to
these concepts as part of the
Calvyn Billyard has just received a postcard recognition for “Playing to Win”
from John Mills
Cal, thanks so much for stepping out and being a leader by using our
“Stop. Challenge. Choose.” tactic. While driving crane 685 you were
being directed to move a hood past a parked “C” tec in our area. You
“stopped” the crane and “challenged” the situation, and “chose” to have
the “C” tec move before you would carry the hood though the area. This
provided the required room to travel with the hood and removed the
possibility of contacting the “C” tec. Thank you Cal!
Oct. 29 2013 13:13
Like Comment
Calvyn Billyard Thanks John. It felt great. I didn’t realize it until after it
happened. Kinda feel proud of myself. Again thanks.
Nov. 06 2013 15:18
ropes courses at the 2-day
experiential learning sessions.
Marty recently took some time
to explain how his team decided
to make a statement about Stop.
Challenge. Choose:
“When the Health and
Safety team took it [Stop.
Challenge. Choose.] a step
further, applying the tool to how
we should work safely in the
plant every day, they put more
meaning to the words, and what
we should be thinking about and
doing before performing tasks
at work and at home. In Fall
2013, we started to think about
what the principles would look
like on the Finished Product
Team.
When we heard about the
amazing graffiti artwork of Stop.
Challenge. Choose. by Slavic
Kasolka in the Rewind Line, it
caught our attention – their
team had created a real buzz.
One of our teams approached
the leadership group to let us
know we also had a talented
graffiti artist in our area, Jordan
Cronsberry. We asked Jordan if
he would be interested in doing
something for the Finished
Product Team. We agreed that
this was something completely
different and would make a bold
statement around the
importance of Stop. Challenge.
Choose. We gave him a blank
canvas and his own creative
license. Afterward, we noticed
how well it caught everyone’s
attention and regardless of their
reaction, they were talking
about it. Now Jordan’s services
are being requested in other
areas of the plant. It makes a
clear statement about our
commitment to the Stop.
Challenge. Choose. mindset and
principles. We are very happy
with the result.”
Do you have a personal story about
Stop. Challenge. Choose. that you
would like to share? If so, we’d love
to hear about it. Send it to
peter.r.bailey@arcelormittal.com.
Photo: Jordan Cronsberry put his
artistic stamp on the Cold Roll
Sheet Mill and Tinplate’s Packaging
area to reinforce Stop. Challenge.
Choose. Jordan is a member of the
Finishing Products Team and joined
ArcelorMittal Dofasco in 2012.
Health and Wellness
Employees are taking charge of their health and
striving to reach their ‘Personal Best’ in 2014
Candice Olson
candice.olson@arcelormittal.com
With the holiday season over
and the days getting longer,
hundreds of colleagues are
defining and striving towards
their 2014 health and wellness
goals through the Personal Best
program offered through the
Integrated Health department.
“We have helped
employees complete all sorts of
personal challenges over the
years, but everyone has the
same end-goal and that is to live
a healthier, longer and ultimately
happier life,” says Lindsay Knight,
Lifestyle Coordinator. “Each
participant receives a tailored
program to fit their needs and
access to our onsite gyms, a
personal trainer as well as
products like exercise manuals,
nicotine patches and healthy
nutrition guidelines.”
Lindsay’s team launched the
free Personal Best program in
January and it will run through
May. This is the third year of the
program. However, it’s not too
late to sign up if you are
interested in joining your
colleagues in getting fit. Often
the hardest aspect of a healthy
lifestyle program is simply
getting started, but the team has
plenty of tips to help people stay
motivated and Lindsay believes
there is strength in numbers.
“Our most successful
candidates are those who team
with a co-worker or family
member to lose weight or quit
smoking. These participants
usually see the largest decrease
in numbers like body fat or
cholesterol and most
importantly they see Personal
Best through to the end.”
One of Lindsay’s most
successful participants is
Maureen Graszat-Fritz (Cold
Roll and Tin), who had a
compelling reason to complete
the program. In 2010, Maureen
lost her husband, and father of
her three children, when he died
of a heart attack. Seeing her
family go through the pain of
losing a parent too early,
Maureen decided it was time for
a drastic change.
“At the time, I weighed
almost 200 pounds and my
husband’s death was the loud
wake-up call that I needed to
get back into shape, says
Maureen. “I wasn’t going to
allow my children to have to
bury another parent so soon. I
couldn’t put them through that
again, so I asked the Personal
Best team for help.”
Maureen set bold goals of
not only losing weight, but also
lowering her cholesterol, body
fat and adopting a more positive
attitude. With daily exercise, a
healthy eating program and a
new zest for life, Maureen
dropped 60 pounds in just 10
months and significantly lowered
her cholesterol. Most
importantly, she gained a new
attitude towards healthy living.
“Although it was hard at
first to get off the sofa and
exercise, the more I did it the
better I felt, not only physically
but also emotionally. I truly
believe that exercise helped me
through the grieving process.
Whenever I felt tired or came up
with an excuse not to go to the
gym, I thought of my family and
off I went to run on the treadmill,
lift weights or cycle around the
many trails near my house.”
Maureen’s story is an
example of how hundreds of
Dofasco employees have
reached and exceeded their
wellness goals. You can do the
same. The best part of the
Personal Best program is that it
is free and it’s easy to join. Just
call Lindsay Knight at extension
3922 if you want to have a
healthier 2014.
Making the most of Hamilton ‘s outdoor spaces and the F.H. Sherman
Recreation and Learning Centre, Maureen Graszat-Fritz, Sheet Mill Annealing
Operations, ran, rode and hiked her way to good health during ArcelorMittal
Dofasco’s Personal Best program in 2013. Along with a sensible diet,
Maureen’s exercise regime helped her drop 60 pounds in just 10 months.
Local News
| January/February
| December 2014
1 | ArcelorMittal
1 | ArcelorMittal
DofascoDofasco
2013
5
Our World Class Manufacturing Journey
In 2010, a team of six colleagues in the Machine Shop embarked on a journey to reduce the time it was taking
to set up maintenance work on a CNC Milling Machine. To do it, they used the World Class Manufacturing
system and kick started a whole new way of looking at work across our company. In this issue of 1 Magazine
we showcase a few of the more than 100 teams that have completed WCM projects so far.
Marie Verdun
marie.verdun@arcelormittal.com
Team Set Ups R Us:
ArcelorMittal Dofasco’s first
official World Class
Manufacturing Team
Team Members (from left): Bill Tuckett, Tom Copeland, Steve McHugh, Bob Strong, Gary Regis and
Brad Rattray
Overview: At a time when the
company was still testing the
concepts and day to day reality
of World Class Manufacturing, a
team in the Central Trades
Services Machine Shop set out
on a journey to reduce the time
it takes to set up table type jobs
on the CNC Horizontal Milling
Machine. The goal was to cut
the time in half – from 2.82
Team Bottom’s Up: Reducing
planned down time at the
Electric Arc Furnace (EAF)
steelmaking
Overview: When Team
Bottom’s Up learned that each
minute in down time at the EAF
was a loss of $545 in value, the
team members quickly realized
that performing specific
maintenance activities faster
and more efficiently would
contribute significantly to the
company’s success.
Every year, the EAF team
must change the vessel’s bottom
hours to 1.41 hours. The
achievement would boost
overall equipment
effectiveness, increase
throughput and reduce outside
contracting. Following the
WCM Setup Reduction Route,
the team developed and
implemented training standards
for setups, produced training
videos and bought a tool buggy
as well as tooling bins to reduce
the amount of walking required
in the shop. The new best
practices reduced the time it
takes for tool set up as well as
the time spent looking for tools,
bringing the total set up time
down to the 1.41 hour goal. If a
set up exceeds 1.5 hours, it is
recorded as an anomaly and is
investigated to learn what went
wrong. Actions are generated
from these investigations
adding to future efficiency. The
savings total more than
$110,000 per year, or just over
600 machine hours. Since the
project completion more than
90 per cent of the set ups
continue to be less than
1.41 hours.
approximately 10 times,
swapping it out for a spare
bottom waiting in the wings. The
removed bottom then
undergoes repair and
maintenance off site to be ready
for the next change. In the past,
this activity has taken
approximately 12-13 hours to
complete. Team Bottom’s Up set
out to reduce this to 10 hours,
plus or minus 30 minutes.
By learning some of the
concepts for reducing planned
shutdown times through
simulation activities, then
following the WCM Set-Up
Reduction route, the team was
able to hit its project target.
That’s 20 fewer shutdown hours
per year for a benefit of more
than $650,000 annually.
There’s even more
improvement coming as the
team notes in its summary: “10
hour bottom changes are
possible and repeatable.
Additional improvements under
investigation may further reduce
the time and effort required for
bottom changes. Our new
improvement target is 10 hours.”
gearboxes and drive shafts.
The team created two fuel
free zones on the east and west
sides of the table rolls. They
pinpointed the source of the
grease and oil (gearflex couplings
used on the motor, gearbox and
roller table drive train) and
reviewed the re-lubrication
operating procedure. After
consulting with the manufacturer,
they found the procedure was
not correct and that too much oil
was being injected during
re-lubrication – it was being
measured by time, while the
correct procedure is to measure
by volume. That meant most of
the grease was expelled from the
couplings shortly after they had
been lubricated, falling to the
floor below. Lubricating oil was
also leaking through worn drive
shaft seals. To make matters
worse, litter in the area, like cloth
rags, paper and cardboard, could
also be ignited by the scale.
After restoring the drive
units to original condition, the
team used baking trays and
disposable absorbent pads to
collect any grease that might fall.
The lubrication process was
overhauled, seals were replaced,
and a housekeeping area was
created with a garbage bin and
supply locker. All employees in the
area were trained on the new
procedures and the area is
inspected daily, while the supplies
locker is stocked weekly.
Since the project
completion, no fires have been
reported in the fuel free zones
(11 months) and the team also
realized an unanticipated benefit
– the reduction in grease and
labour on all gearboxes and drive
units in the Reheat Furnace and
Roughing Mill areas.
Team Members Back row (from left): Doug Maclean, Eva Dillon, Tom Whattam, Dave Kay and Derek Boeckner
(Team Leader). Front row (from left): Paul Hetherington, Nathanael Hotson and Ron Lowes. Not pictured: Paul Bell.
Team Reheat Furnace: Using
the WCM Accident Reduction
route to reduce hazards
and fires
Team Members: Front (from left): Rich Turner, Stefanie Prosdocimi, Mary Dilazzaro and John Strong
(Team Leader). Back (from left): Steve Gillespie, Mike Geric and Dave North.
Overview: When a team from
the Hot Mill learned there were
74 fires in the Hot Mill from
2008 to 2013 and that all of
them happened in the Reheat
Furnace area, the task became
clear: to reduce and eliminate the
hazard.
The team also learned that
14 of the fires in the Reheat
Furnace, where slabs are heated
before making their way through
the Hot Mill, were at the point
where the slabs are taken out of
the furnace (called the Extract
Table). Incident investigations
indicated every fire was the result
of hot scale from the slabs falling
and igniting grease or oil on the
floor beneath the tables’
Looking for losses across the organization
World Class Manufacturing by the numbers
Business units launched
2012
3
(CTS, Galvanize,
Cokemaking)
2013
Totals
additional Pickling and Cold Roll,
Steelmaking, Ironmaking, Hot Mill, Commercial (Prep)
5
8
Participants
148
560
708
Teams opened 28
90 118
Teams closed
7
103
110
$0.67M
$9.05 M
$9.72M
Value captured
Current active teams
8
6
Local News
1 | ArcelorMittal Dofasco | January/February
December 2013 2014
Awards and Accolades
Gas conservation projects leads to smart savings
Last year, ArcelorMittal Dofasco joined the Union Gas EnerSmart program to help conserve natural gas and reduce energy use. As part of the program and to support companies in their energy-saving efforts, Union Gas provides
advice and financial incentives. In 2013, Union Gas supported a number of Dofasco’s projects which resulted in significant energy savings including: steam trap inspections and repairs; boiler economizer repairs; by-products booster
repairs and steam system piping enhancements and major leak repairs. These projects saved 3.2 million cubic meters of natural gas, leading to a total of $134,000 in incentives from Union Gas.
To celebrate, Union Gas visited ArcelorMittal Dofasco to present the incentive cheque. Attending the ceremony were (front row, from left): Darek Johnston (Utilities), Casey Fox (Utilities), Dean Cavallin (Utilities), Michael Cortese
(Energy), Neil Macfadyen (Union Gas), Brad Demaeyer (Union Gas), Sonya Pump (Energy), Robyn Dufresne (Utilities), Darren Bray (Utilities). Back row, from left: Irwin Koziol (Utilities), Ian Shaw (Energy) and Ray Henderson (Utilities).
Congrats to newest apprenticeship graduates
No. 3 Coke Plant ‘Biggest Loser’
In November, ArcelorMittal Dofasco celebrated the graduations of 30 Apprentices, including Steven VanRysell (High Voltage Maintenance, left) and Brad
Meadows (CTS General Maintenance, right), here with Dave Cameron (L&D, centre). The evening featured the presentation of the graduation certificates as
well as a tribute to select mentors who are key contributors to the learning and development of these new skilled trades people.
Rob Parker, Vice President of Human Resources and General Administration, acknowledged the accomplishments of the group and pointed to a bright future
with ArcelorMittal Dofasco. “This is most definitely not the end of anything, it is just the beginning,” he told the grads. “You are now part of an historic
company and trades tradition that has helped to establish ArcelorMittal Dofasco as one of Canada’s foremost advanced manufacturers.”
ArcelorMittal Dofasco has one of Ontario’s largest Apprenticeship programs in conjunction with Mohawk College. Recently, we won a Minister’s Award for
Apprenticeship Training from the Ontario Ministry of Training, Colleges and Universities for leadership in training apprentices, support for the
apprenticeship training system and promotion of careers in the skilled trades.
Proving that there is power in numbers, a team of 14 friends and coworkers in Cokemaking competed in a 12-week weight-loss competition.
After a hard-fought battle involving diet changes, exercise and a lot of
encouragement, Scott Jones from No. 3 Coke Plant was declared the
“Biggest Loser” and won $200. Scott lost an impressive 21 pounds which
equaled 10 per cent of his starting weight! Congratulations Scott and to all
those who competed in the weight-loss challenge!
Movember mustaches raise funds for prostate cancer research
During the month of November, there were more than a few moustaches growing across the company. Several teams were formed to raise funds and awareness for men’s health programs that combat prostate and testicular cancer
and mental health challenges. The Movember Foundation encourages men to join the movement by growing a moustache for the 30 days of November, asking friends and family to donate to their efforts. At ArcelorMittal Dofasco,
Team Move It from Information Systems raised $2,400. From left: Mark Lahaie, Renato De Tina, Bernard Buchanan, Mark Radey and Jim Cran. Over in Purchasing and Logistics, a team including Andrew Cashin, Josh Davy, Sean
Doherty, Zac Ford, Cody Lynch and Paul Smith were joined by Colin Chisholm, Graeme McLeod and Greg Zdelar of Commercial to raise $2,033. Way to go Mo Bros!
Local News
1 | ArcelorMittal Dofasco | January/February 2014
A tip of our hat
On December 4, the newest members of the Quarter Century and
40-Year Clubs were welcomed into the club at an evening celebration
at the Michelangelo Banquet Centre. This year, we honoured 114
colleagues entering the Quarter Century Club and 95 marking the
admirable milestone of 40 years of service. Congratulations to all of
the new members!
On right: Joe Wilczynski (Commercial Supply Chain) and his son Nick pose
on their way in to the Banquet Centre.
Below, from left: Debilia and Andrew Wong (IT Services), Antonio Cheung
(Hot Mill Technology), Angeline Voo (Galvanize Technology) and Teresa
(Process Automation) and Ray Young (IT Services) enjoy the evening.
>
Quarter Century Club
Our newest Quarter Century Club Members
Laurie Abell
Ronald W Adams
Michele Adamson
Carl (Bob) Aiton
Giovinella Andreoli
Gord Andrisevich
George Glenn Arsenault
Michael Frank Ashbaugh
Jeffery Aultman
David Stephen Austin
Michael J Bakarich
Max Barbon
Carolyn Barnes
Susan Barnfield
Scott Cameron Baylis
Paul A Bennett
Barry E Bennett
Robert F Berendt
Matthew W Bergin
William Bernert
>
Mike Biancaniello
R Cameron Bond
Tom Boric
Randy M Breau
Cheryl A Buckborough
Stephen Buckingham
Darrin Campbell
Richard George Carr
Wade Allen Carter
Bradley J Charlong
Antonio Cheung
Americo J Cipriani
Jeffrey D Clark
McCoy Anthony Codner
Robert Coleman
Donald W Cooper
Richard Cote
David Curtis
Domenic D’Alfonso
Leonardo J De Meo
David Della Maestra
Roger John Dennis
Dalton J Derby
Danny H Duguay
Stanley R Durkacz
Peter Dykstra
Neil W Falconi
Kevin A Falusi
Gord Michael Farkas
Gregory T Farr
John T Fitzgerald
Bret M Foran
Franco Fortino
Hugh Fraser
Luis Garcia
Dennis J Gerencser
Gus Gordon III
David L Hastings
Robert C Hazard
Michael D Hendsbee
Jeffrey A Hogg
Terry J Holek
Kevin Hunt
Adriana Ico
Keith Jawahir
Milan John Kosic
Thomas Kuhl
Barry M Lemaitre
James R Lindsay
Hugh Thomas Locke
Stephen Lynes
Blair MacCabe
Charles MacEachern
Douglas J MaClean
George Ross Magur
Keivan Mahboubi
Andrew P Mataseje
Larry John Matone
Monty Mcgrath
Stephen C McGregor
Donald L Miller
Frederick S Monte
Cameron M Napholc
Steven Nedelko
Marc Nowacki
John D O’Grady
Angela M Pappin
Daniel Pavan
Andrew John Pocock
Anna Presta
David P Rae
Michael Ranger
Robert Rumpler
Wolfgang R Schnieber
Vasudha Seth
Robert M. Smith
Grant C Stephen
Daniel Bruce Stewart
Gary G Stewart
Steven Swick
Vince A Tesone
Henryk Tomala
Christy Towers
Stephen J Umolac
Joseph A Vanderlip
Susan M Vankleef
Jan Varkevisser
Angeline Voo
Neil Wilson
Gordon L Wilson
Terrance E Wira
Ben Joseph Wolarek
Andrew Wong
Ray Young
40-Year Club
Our newest 40-Year Club Members
Ronald Adams
Keith J Barker
Stephen E Bonk
Douglas E Boughner
Douglas P Brignull
Fredrick Christensen
Nikola Ciglar
Frederick Cleminson
Mervin Cox
Edward Culp
Jim A Davis
William Denny
Bruce T Dexter
Brian L Drehmer
William Droogendyk
Wayne M Dumanski
John A Esselment
Lyle Everets
Barry A Faulkner
Michael Fisher
Brian G Fluke
Jeffrey Foster
Anthony D Galante
Gary Giavedoni
Randolph Golob
Keith A Harris
Gary C Heathcote
William John Hill
Timothy Hysert
Garry Jeffrey
Jason J Johnson
Arthurs Kalnins
Gary A Konowal
Richard E Kovacs
Raymond Kranyak
Kim S Krouse
Waldemar Lesniak
David M Lloy
Michael MacCharles
Murray D MacDougall
Gerald Mamela
Edward Mandris
Wesley D C Mann
Robert Marhal
Paul Mavin
Thomas McGrattan
Robert McLennan
Larry McNutt
Joseph M McSweeney
Russell V Meskey
Ronald F Mio
Michael J Moore
Edward J Moriarity
John P Munnery
Douglas J Nie
Leonard O’Hoski
Thomas C Oliphant
John Pecaric
Patricia A Penney
James R Phillips
Patrick H Pinder
Paul P Quinn
Bradley T Renshaw
Richard Revoy
Richard Ruzycki
David Ruzylo
James R Salisbury
Jacques L Seguin
Karl Seifried
Martin Serba
Salvatore Sferrazza
Eric Shields
Leonard Short
Josip Skrtic
Ross A Smith
Gordon W Smith
Lawrence Snaidero
Glenn T Souter
Michael Szczuryk
Peter W Szpak
David B Taylor
Deborah L Taylor
Edward Thomson
Earle Topley
Colin Trdin
Josip Trzok
Gordon K Turner
Peter John Turner
Merle Walker
Joe W Wilczynski
George Williams
James S Wilson
Timothy Woods
Barry Young
Archie Young
7
8
Local News
1 | ArcelorMittal Dofasco | January/February
December 2013 2014
Snapshots!
The people, places and events of ArcelorMittal Dofasco
A good time was had by all
More than 8,000 employees, retirees and their families attended the 77th annual ArcelorMittal Dofasco Christmas Party at the F.H. Sherman Recreation and Learning Centre on Sunday, December 15. The crowd
enjoyed snacks, entertainment from Zero Gravity, the Dofasco Pipe Band and the Clown Band. There were plenty of activities including clowns handing out candy and making balloon animals and figures, face painting,
caricaturists, games/inflatables, presents for the kids, family photos and of course Santa Claus.
Morgan (7) granddaughter of Jack Younghusband (Tubular Products) puts
her order in with Santa Claus.
John Tran (Automotive Sales) and his son Kai (1.5 yrs) pose for
a caricature.
The Doyle family was out in full force for their annual Christmas Party day.
Marie Doyle (second from left, Financial) joined her mother Raymonde
Charles (Retired, Tin Mill), daughter Charlene Doyle (former summer
student) and granddaughter Heather Doyle-Scarlett (9 months) at the
party. Marie’s husband Michael Doyle is also an employee (EMT), while her
father, Joseph Charles (deceased), worked at Dofasco for 40 years. Her
daughter Charlene was even featured in a Christmas edition of the News ‘n
Views as a child. Now that’s a Dofasco family!!
‘Please Share, Please Care:’ ArcelorMittal Dofasco
employees help feed those in need
From left: Rick Petzold’s (CTS) children Tanner (4), Wyatt (5) and Isaac (7)
pose with Waldo the Christmas Elf.
Supporting our troops in
Afghanistan wearing the
company colours
Many ArcelorMittal Dofasco employees have friends and family members
serving our country overseas in the Canadian military. For Christmas,
Lynn Lampman, Office Adminstrator (Tubular Products), sent a care
package to her daughter, Master Corporal Ashleigh Hommersen, a
To help others enjoy a happy holiday season, hundreds of employees donated food and funds to support the Hamilton Food Share program. Employees
Communications Technician in the Canadian Army who was recently
gave items like pasta, cereal, cookies, soups and peanut butter. Participating on the day of the effort were (from left): Don MacVicar (Construction Sales based in Kabul, Afghanistan. Along with some other items, Lynn packed an
and Employee Donations Fund Representative), Laurel Hines (Commercial Technology), Michele Adamson (Manufacturing), Tom Vert (General Manager, ArcelorMittal Dofasco branded baseball cap, towel and golf shirt. Lynn,
Primary Manufacturing & Corporate Community Investment Fund Member) and Joanne Santucci (Hamilton Food Share). Joanne stopped by
who has worked at our company for 38 years, shared this photo of her
ArcelorMittal Dofasco to collect the donations. Last year the Dofasco Employee Donations Fund gave a total of $30,000 to the Food Share program. In daughter sporting ArcelorMittal Dofasco’s 100th anniversary
addition, the ArcelorMittal Dofasco Corporate Community Investment Fund 2013 gave $25,000. These investments allowed FoodShare to purchase
commemorative baseball cap. A big thanks to Ashleigh and all of our
$275,000 worth of food for families in need.
Canadian troops for their dedication, service and sacrifices.
‘Wrapping’ up 2013 with volunteer
effort for United Way
In December, Team Orange volunteers tested their gift wrapping skills to help raise money for the local
United Way. Here, William Khuu (Metallurgy) and Katie Coon (Organizational Development), wrap gifts at
Burlington Mall. Throughout December, Christmas shoppers were encouraged to have their purchases
wrapped in exchange for a donation to United Way.
International Volunteer Day lends a helping hand
to neighbours in need
Team orange members helped to sort and package Christmas Hampers for the Neighbour to Neighbour Centre
during International Volunteer Day on Dec. 5, 2013. From left: Krystal Legge (Automotive Sales) and Michele
Taylor -Thomas (Taxation) were part of the day’s team. Team Orange crews also volunteered at St. Matthew’s
House and St. Martin’s Manor on the same day.
Local News
1 | ArcelorMittal Dofasco | January/February 2014
9
Learning beyond the classroom with Take Your Kids to Work Day
In November, more than 100 kids attended Take Your Kid to Work Day at ArcelorMittal Dofasco. The annual day provides Grade 9 students with an opportunity to experience a wide range of areas and jobs in the
company, learning more about their parents’ profession and about the potential for their own careers in the coming years. Top left, In the Roll Shop, Tim Notto (CTS) greets Bridgette Ferdinand (daughter of Don
Ferdinand, (CTS) and Jake Cino, son of Sam Cino (CTS), while Tim Earle (CTS) looks on. Top right, Devis Milani (CTS) and his son Zac take a moment out of a tour of the Hot Mill.
Cold Roll and Tin Products fundraiser
for Children’s Wish
‘Treasuring’ time together: Treasury employees
volunteer at St. Martin’s Manor
Our Cold Roll and Tin colleagues donated all of the proceeds from their fall Health and Safety Days barbeque
lunches, totaling $2,211, to the Children’s Wish Foundation. Accepting on behalf of Children’s Wish were
Liam Gibson (4) and his family. Liam was diagnosed as a baby with a skeletal muscle cancer. He is now in
remission and had his wish of a Disney World vacation fulfilled by Children’s Wish. Here, Liam poses with his
family and representatives of Cold Roll and Tin Products (from left): Mary Gluck, Stephanie Kwan, his mom
Trish, John Mills, Rick Pegg, Gary Karzol as well as his grandparents Clint and Mary Fox. Clint is a Dofasco
retiree (Payroll). The strings of beads represent every procedure that Liam underwent during his treatment.
ArcelorMittal Dofasco’s Treasury Department decided to spend some time together while collectively
volunteering to spruce up St. Martin’s Manor in preparation for the holidays. Since 1954, St. Martin’s Manor
has been a young parent resource centre and residence that provides a safe, caring home and programming
for pregnant and parenting young women and their children. The Treasury team repaired and painted
classrooms and living spaces. Front row, from left: Mark Kowalczyk and Pam Sterkowicz (both sitting).
Middle row, from left: Geoff Blain, Usman Sajid and Lorraine Callaghan. Back row, from left: Mark Skoczylas,
Kristin Petten, Pat Walton, Doreen Sheehan and Kelly Coldham.
A hearty welcome for the MV Algoma Equinox
Winter coat campaign warms up holiday season
Each year, ArcelorMittal Dofasco employees generously donate gently used coats to help those in need. In
December, 120 coats were gathered by volunteers like (from left) Shannon Dimanis (Corporate Taxation) and
Emily Tripp (Health and Safety) and donated to Mission Services to distribute to those less fortunate. At the same
time, Matt Kool (Cokemaking) took up his own collection, with a final tally of 55 coats, 22 pairs of gloves, seven
snow pants and eight scarves that were donated to needy families.
Enjoying the fellowship of retirement
More than 70 members of the Dofasco Retired Employees’ Association enjoyed the group’s Annual Christmas
Turkey Lunch on December 12 at the Moose Lodge in Hamilton. Association members meet Thursdays at the
Lodge. Enjoying lunch are retirees from Cold Roll Products including:
11
On December 5, we welcomed Algoma Central Corporation’s first new Equinox class vessel. The ship docked with
her first official cargo load - 29,000 metric tons of iron ore pellets from the ArcelorMittal mining operation in
Port Cartier, QC. The new vessel and her crew departed for their maiden voyage from Nantong City, China on
October 1, sailing 14,700 nautical miles over 61 days before arriving in Port Cartier on Dec. 1, 2013. Algoma
Central says its new Equinox Class fleet design “balances hull form, power and speed with cargo-carrying
capability for optimal performance and environmental efficiency.” The company adds, “The new ships will emit an
average of 45 per cent less air emissions per ton kilometre of cargo carried.” Here an ore bridge bucket unloads 20
net tons of pellets from one of the vessels’ five hulls. Our dock welcomes about 150 iron ore boats a year, or 4
million metric tons of iron ore, as well as 50 coal boats a year, or 1.6 net tons of coal.
12
7
10 8
9
3
1
4
6
1 George Kellar
2 E. Bothen
3 Arnold Zurbrigg
4 Fred Simon
5 Al Ranndal
6 Dennis Olexiuk
7 Brent Gasson
8 Jim Scales
9 Doug Newton
10 Chris Garbella
11 Alex Guthro
12 Bob Thornberry
10 Local News
>
1 | ArcelorMittal Dofasco | January/February 2014
Global News in Brief
Team Orange
The strength of Team Orange
Throughout 2013, record numbers of Team Orange volunteers could be found
working around the region and raising funds to make our community stronger
Richard Do Couto
richard.do.couto@arcelormittal.com
While it started modestly in
2012, Team Orange came on
strong in 2013 with hundreds of
our colleagues joining together
to help build a stronger
community.
ArcelorMittal Dofasco and
its employees have a long
history of building healthy,
vibrant and sustainable
communities and with our
relatively new volunteer team,
that legacy continues. The team
fosters camaraderie and team
building, while providing
community organizations with
the benefits from our company’s
greatest asset – our people and
the passion and expertise that
they bring to everything they do.
Our more than 300
member strong Team Orange
volunteers have supported many
local organizations in 2013,
including:
• Bay Area Restoration Council,
•B
urlington Community
Foundation
•C
anadian Diabetes
Association
•D
undas Cactus Festival
•H
abitat For Humanity
Hamilton
•H
amilton Health Sciences
•H
amilton SPCA
•H
eart & Stroke Association
•S
t. Joseph’s Healthcare
•U
nited Way of Greater
Burlington and Hamilton
•Y
MCA
We accomplished a
tremendous amount in 2013.
Here are some of our favorite
Team Orange achievements:
•T
eam Orange participated in
more than 45 community
>
activities, contributing more
than 2,500 volunteer hours
and more than $60,000
raised for donation to a wide
range of local charitable
organizations
• In March, Team Orange was
recognized by the St. Joseph’s
Healthcare Foundation for
entering the largest
corporate team, nearly 100
members, in the annual
Around The Bay Road Race in
support of medical research
at St. Joseph’s Hospital in
Hamilton
• The Heart and Stroke
Foundation of Hamilton
presented Team Orange with
its Corporate Spirit Award for
a team Big Bike ride in May,
2013 as well as its Longevity
Award, in recognition of 14
consecutive years of support
• Team Orange members
joined with the Bay Area
Restoration Council, the Royal
Botanical Gardens (RBG) and
Trout Unlimited Canada in
two different environmental
projects. In August, Team
Orange members
participated in a Hamilton
Harbour - Cootes Paradise
Marsh planting program and a
stream assessment work day
at Courtcliffe Park in Carlisle.
•T
hanks to the generous
support and donations from
Team Orange members we
were able to partner with St.
Matthew’s House in their
“Christmas Adopt-A-Family”
program and provide some
holiday happiness to 35
families from our community
with new toys/gifts, holiday
meals and other household
goods
While 2013 was a great
year, we have our sights set on
making an even bigger impact in
2014. We continue to look for
more opportunities that provide
Team Orange volunteers with
the chance to make positive and
lasting impacts in the
community in which we live,
work and play. Already we have
been out working in the
community and have a number
of exciting activities planned
such as the 120th edition of the
Around the Bay Road Race, the
annual Dundas Valley School of
Art Auction and the Ultimate
Chef Competition in support of
Bereaved Families of Ontario.
Join Team Orange! Each
volunteer chooses to sign up for
the events in which he/she
wishes to participate, so
whether you have a lot of time
to give, or just a little, there is
something for you! To learn
more, contact team captain
Richard DoCouto at richard.
do.couto@arcelormittal.com or
at 905-548-7200
ext. 2490.
Team Orange recently chipped in to make Living Rock’s annual Soupfest fundraiser a success. Front row, from left:
Jackie Cote (Pickling & Cold Roll), Jane Wood (Metallurgy & Quality), Jamie Napholc (Retired, Utilities), Jay, (EMT)
Vesna and Matt (sitting) Milne, Lori Fitzpatrick (Galvanize) and Ken Rogerson (Steelmaking Technology). Back row,
from left: Franco Valconi (Recreation), Cody Lynch (Purchasing), Gary Regis (CTS), Mark Mainprize (Galvanize),
Greg McFarlane (Cold Roll Products), Jim Monkelbaan (Steelmaking) and Sheila Foey (Retired).
Leo Franey, on January 2, 2014,
at the age of 68. Leo worked in the
Blast Furnace and retired in 2004
with 30 years of service.
John Carrick, on November 20,
2013, at the age of 94. John worked
in Metallurgy and retired in 1984
with 44 years of service.
Robert Green, on November 21,
2013, at the age of 77. Robert
worked in Central Shipping Production Planning and retired in
1992 with 30 years of service.
Harold Cooper, on December 22,
2013, at the age of 90. Harold worked
in the No. 3 Pickle Line and retired in
1982 with 36 years of service.
Robert Cousins, on December
5, 2013, at the age of 82. Robert
worked in Communications & Public
Affairs and retired in 1992 with 41
years of service.
Peter Cruickshank, on Novermber
27, 2013, at the age of 82. Peter
worked in Central Maintenance and
retired in 1992 with 28 years of
service.
Allan Dankort, on December 2,
2013, at the age of 74. Allan worked
in Steel Castings and retired in 2004
with 40 years of service.
Nikola Dejanovic, on January 8,
2014, at the age of 84. Nikola
worked in Cokemaking - Mechanical
and retired in 1995 with 25 years of
service.
John Di Paolo, on November 28,
2013, at the age of 97. John worked
in the Melt Shop and retired in 1981
with 31 years of service.
Gary Duncan, on December 2,
2013, at the age of 69. Gary worked
in Quality Systems and retired in
2005 with 37 years of service
Europe
ArcelorMittal strengthens raw material supply chain in
Central and Eastern Europe
ArcelorMittal Kryvyi Rih, Ukraine started a new route that
involves both rail and ship transportation. This route will
carry raw materials from Kryvyi Rih via rail to the
southeastern port of Izmail in Ukraine’s Odessa region,
which will carry the material on a ship to its final destination
of ArcelorMittal Galati in Romania. 12/06/2013
Africa
Commitment to operational efficiency pays off for
Saldanha Works
After the 2008-2009 economic downturn, our Saldanha
site in South Africa was left significantly weakened. It had
to find a way to address poor operational performance and
poor reliability at nearly all of the operational units. After
introducing World Class Manufacturing, Saldanha Works
had made energy savings of ZAR176m (US$16.75m) by
June 2013 and joined ArcelorMittal Dofasco as a multiple
winner of the Performance Excellence Awards.
12/09/2013
ArcelorMittal Monlevade focuses on safety and operational
stability
Our Monlevade unit in Brazil is running initiatives to ensure
sustainable growth of the business. The unit launched a
maturity project to educate employees on risk issues and
at the same time it is investing US$42.2m to extend the
life of its blast furnace A. The aim of the maturity project is
to ensure operational stability through safety. 12/23/2013
Donald Bent, on October 26, 2013,
at the age of 61. Donald worked in
Material Handling and retired in 2012
with 32 years of service.
Richard Clayton, on December
5, 2013, at the age of 79. Richard
worked in Galvanize Operations and
retired in 1992 with 27 years of
service.
Gijón helps bring high-speed rail to Morocco
ArcelorMittal Gijón has signed an agreement with
Moroccan rail operator ONCF to supply steel for what will
be Africa’s first high-speed railway line. The line will be
completed in 2015 and is currently under construction. It
will link Morocco’s largest city, Casablanca, to Tangier on
the northern coast. The journey time will be reduced from
nearly six hours to two hours. 12/10/2013
Americas
In Passing
Amedeo Cipriani, on December
25, 2013, at the age of 84. Amedeo
worked in Material Handling and
retired in 1991 with 29 years of
service.
International
John Rosewell, on November 27,
2013, at the age of 73. John worked
in the Central Shops Project Office
and retired in 1993 with 16 years of
service.
Pasquale Sagliocco, on January 4,
2014, at the age of 57. Pasquale
worked in Hot Rail and retired in
2009 with 32 years of service.
Rudolph Hanc, on November 19,
2013, at the age of 72. Rudolph
worked in Steel Castings and retired
in 1992 with 28 years of service.
Franco Salis, on January 1, 2014,
at the age of 87. Franco worked in
Iron Production - Blast Furnaces and
retired in 1992 with 27 years of
service.
Helmut Heuberger, on January
2, 2014, at the age of 69. Helmut
worked in the Hot Mill and retired in
2010 with 41 years of service.
William Skinner, on November
5, 2013, at the age of 97. William
worked in the Tin Mill and retired in
1981 with 42 years of service.
Ugo Leone, on January 8, 2014,
at the age of 85. Ugo worked in
Finishing - Metallurgy and retired in
1991 with 21 years of service.
Dennis Smith, on December 18,
2013, at the age of 62. Dennis
Carmine Martino, on December
1, 2013, at the age of 78. Carmine
worked in MHL - Transportation and
retired in 1992 with 12 years of
service.
Ron McInnes, on September 9,
2013, at the age of 82. Ron worked
in the Slitter Lines and retired in
1992 with 26 years of service.
Wilbert Nash, on December 5,
2013, at the age of 86. Wilbert
worked in Material Handling Railroad and retired in 1987 with 31
years of service.
Joseph Plausini, on December 16,
2013, at the age of 83. Joseph was
VP Operations and retired in 1991
with 38 years of service.
Denis Richmond, on November
2, 2013, at the age of 70. Denis
worked in the Cold Mill and retired in
2005 with 37 years of service.
Edward Romanyshyn, on November
3, 2013, at the age of 70. Edward
worked in Material Handling Locomotive and retired in 1992 with
25 years of service.
>
worked in Cranes and retired in 2008
with 34 years of service.
James Stuart, on December 15,
2013, at the age of 81. James
worked in HVAC Cold Roll Finishing
Maintenance and retired in 1986
with 35 years of service.
John Timothy, on November 7,
2013, at the age of 57. John worked
in Hot Mill Maintenance and had 39
years of service.
Milan Uzelac, on November 1,
2013, at the age of 57. Milan
worked in DSG Line and had 37 years
of service.
Petar Zegarac, on November 5,
2013, at the age of 91. Petar worked
in the Cold Mill and retired in 1987
with 32 years of service.
Recent Retirees
Congratulations to the following employees who recently
announced their retirements:
Mike Birkin, with 38 years service,
Galvanize Planning & Scheduling
Jim Salisbury, with 40 years
service, Crane Maintenance
Douglas Brignull, with 40 years
service, CTS – FEFN
Gavin Sheppard, with 35 years
service, Quality Systems (Financial)
David Daniels, with 38 years
service, CTS – HVAC
Ray Simaitis, with 34 years
service, Central Shipping
Randy Golob, with 40 years
service, Steelmaking –
Maintenance
Mike Gould, with 28 years service,
Hot Mill - Roll Shop
Raymond Lewis, with 38 years
service, Metallurgy - Central
Mechanical Test Lab
Bud Middelkamp, with 37 years
service, Steelmaking Services
Refractory
Richard Trojnar, with 34 years
service, Tubular Products
Gord Turner, with 40 years
service, Steelmaking - KOBM
Mechanical
Jon Van Deventer, with 41 years
service, Research
Alan Weddum, with 34 years
service, Predictive Technology
Services
James Moore Jr., with 39 years
service, Commercial
Ron Whalen, with 40 years
service, Tin Mill
Dave Page, with 40 years service,
No. 2 Hot Mill – Electrical
James Woodhall, with 40 years
service, Pickling & Cold Rolling
Robert Rittenhouse, with 39
years service, CTS
Timothy Woods, with 40 years
service, Utilities Steam
ArcelorMittal to reopen long product finishing facility in
Harriman, Tennessee
ArcelorMittal USA has announced the reopening of
ArcelorMittal Harriman, a product finishing facility, located
in Harriman, Tenn., USA. The goal is to be fully operational
by April 2014 and the site will hire 61 new employees over
the next two years. The facility, which produces steels for
the construction market, closed down in 2011 due to poor
market conditions. 01/02/2014
Acindar ranks fifth in Argentina’s ‘best companies to work
for’ list
ArcelorMittal Acindar has been named in a list of the 100
best companies to work for in Argentina. Published by Latin
America’s leading employment portal, Zona Jobs, Acindar
was the only industrial company in the top five which
included Citibank, Tarjeta Naranja, Phillips and Ey.
01/06/2014
1 | ArcelorMittal Dofasco | January/February 2014
1 Magazine is published six
times per year in January,
March, May, July, September
and November by
ArcelorMittal Dofasco for the
company’s employees, retirees
and their families.
Editor:
Marie Verdun, marie.verdun@
arcelormittal.com
Contributors:
Frank Haers, Henri Blaffart,
Peter Bailey, Ginette
De Matteis, Richard Do Couto,
Candice Olson, Marie Verdun,
Lydia Williams
Photographers:
carlospictures, Joseph Bucci,
Banko Media
Layout and Printing:
Aylmer Express
Circulation: 13,000
Publication Mail Agreement
#40069251
No part of this magazine may
be reproduced without prior
written permission of the
publisher.
© Copyright 2014
ArcelorMittal Dofasco,
1330 Burlington St. East
Hamilton ON L8N 3J5
www.arcelormittal.com/
hamilton/dofasco
Cover Image:
ArcelorMittal Asturias firemen practise
an emergency drill for rescuing colleagues from a confined space, as one of
the activities organized on the company’s
annual Health and Safety Day.
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