1 Com

pany

1 Co

mm

unity

1 M

agaz

ine

Arc

elor

Mitt

al U

SA N

ovem

ber/

Dec

embe

r 202

0 Vo

l. 13

, No.

6

03John Brett: ArcelorMittal to sell USA assets to Cleveland-Cliffs

Shira Cohen

08S’mores, basketball and coding?A STEM partner creates virtual fun

Summer Paris Heidi Umbhau

10History of steelWhat’s a ‘Horsey Headless?’

Liz Johnson

07Supplying steel for stadiumsWhere would the home team be without us?

09An ‘Ideal’ bikeShelby keeps rolling along

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine2

ArcelorMittal has committed to a group-wide target of being carbon neutral by 2050, building on that made in 2019 for its European business to reduce emissions by 30% by 2030, and be carbon neutral by 2050.

Commenting on the 2050 net zero target, Aditya Mittal, President and CFO, said:

“If the world is to achieve net zero by 2050 it will require all parts of the economy in all regions of the world to contribute. As the world’s leading steel company, we believe we have a responsibility to lead the efforts to decarbonize the steel-making process, which today has a significant carbon footprint.

“Steel will remain a vital material for our world and indeed is the most circular of all materials. Our challenge is to be able to make steel using clean energy technologies* on a commercial scale, while remaining competitive in the global steel industry.

“We are working on various pilot technologies which have excellent potential. In Hamburg, where we own and operate Europe’s only DRI-EAF facility, we will test not only the ability of hydrogen to reduce the iron-ore and form DRI, but also then test

that carbon-free DRI in the EAF in the actual steel-making process.

“Hydrogen has a lot of potential but given the significant transition cost, we also believe in working on solutions for the traditional integrated route. This essentially follows the bioenergy, carbon capture and utilization and storage route, which as stressed by both the IPCC and the IEA will be critical to achieving net zero by 2050. What is also interesting about this route is that it has the potential not only to provide carbon neutral steel, but also other products that will help the chemical industry make plastics in a carbon neutral way.

“Critical to turning the target into reality will be policy to enable steel to remain competitive while decarbonizing – particularly given every region of the world is moving at a different pace. We intend to actively engage with governments to chart a way forward that enables the steel industry to make meaningful progress through carefully designed policy that protects against carbon leakage.”

ArcelorMittal has identified two low-emissions steelmaking routes, both of which have the

potential to lead to carbon-neu-tral steelmaking: Hydrogen-DRI and Smart Carbon. However, the Company believes that a

supportive policy framework environment is crucial if carbon-neutral steel making is to be achieved by 2050.

ArcelorMittal will set out further detail in support of its 2050 net zero target in its second climate action report, which is

anticipated to be published before the end of 2020.

ArcelorMittal has entered into a definitive agreement with Cleveland-Cliffs Inc. (Cleveland-Cliffs) whereby Cleveland-Cliffs will acquire 100% of the shares of ArcelorMittal USA for a combina-tion of cash and stock.

Under the terms of the agreement, ArcelorMittal expects to receive an aggregate equity value consideration of $1.4 billion upon closing of the transaction. Approximately one third of the consideration is in upfront cash ($505 million). The remaining two thirds is in the form of equity.

In addition, Cleveland-Cliffs will assume the liabilities of ArcelorMittal USA, including net liabilities of approximately $0.5 billion and pensions and other post-employment benefit liabilities (“OPEB”) which Cleveland-Cliffs values at $1.5 billion.

It is believed that the transaction will bring several

benefits to ArcelorMittal, including:• crystallizing compelling value to ArcelorMittal’s shareholders• significant value creation potential from exposure to a highly synergetic combination• strategic repositioning of ArcelorMittal’s North American platform• positive financial impact on ArcelorMittal enables opportunity for cash returns to shareholders

Commenting, Mr. Lakshmi Mittal, Chairman and CEO, ArcelorMittal, said:“This transaction is a unique opportunity for ArcelorMittal to unlock significant value for shareholders while retaining exposure to the North American economy through our high-quality NAFTA assets alongside a participation in what will be a stronger, better integrated, US business. I would like to thank

all employees of ArcelorMittal USA for their hard work in ensuring the business maintained its reputation as a trusted, quality supplier of steels for American manufacturing. I am confident you will have a bright future with Cleveland-Cliffs.”

Mr. Aditya Mittal, President and CFO, ArcelorMittal, said:“Combining these two companies, which have enjoyed a long and strong supplier/customer relationship, is a unique opportu-nity to create a competitive and resilient company with consider-able synergy potential. As a result, this transaction offers compelling value proposition with further upside potential. The transaction also completes our $2 billion asset portfolio optimization target and enables us to return cash to shareholders.”

Dear colleagues,

As we come into the final quarter of what has been an unexpectedly challenging year, I wanted to share some thoughts on the current Covid-19 situation, and to emphasise the importance of supporting each other as we continue to navigate these new ways of working and living.

Over the past month or so we have seen cases rising again in several regions, particularly in Europe where we appear to be experiencing a second wave, with local restrictions being re-imposed in response. Given what we all went through earlier in the year, I can well understand if people are finding this difficult to deal with. Despite the depressing headline I believe there are reasons to remain calm. Although cases are increasing, this is in part due to increased testing, and fatality rates remain lower than earlier in the year. Doctors and scientists do

now have a greater understanding of how the virus behaves, existing drugs have been identified as effective treatments and progress is being made on a vaccine. I also believe that governments will want to do their best to avoid another total lockdown and will try their best to navigate a path that allows economic activity to continue whilst still prioritising and protecting people’s health.

Please, keep following all the Covid-19 health precautions I know I have said this many times before, but it is important to say it again: It is critically important that we remember everything we have learned about the actions we can take to minimise our risk of catching the virus. It is human nature to follow the rules at first and then to relax our behaviour as time goes on. After more than six months I think we all know by now what we ought to be doing, so let’s all make every effort to

follow the advice and rules and keep ourselves, our friends, our family and our colleagues safe. Wear that mask, wash your hands regularly, carry hand gel and maintain social distance. These actions do make a difference.

Embracing new ways, sup-porting each otherIt is often the case that crises bring out the best in people. I know that we would all have preferred not to live through the last six months, but I have been really impressed by the way that people have bonded together and supported one another. I have heard people say that they feel more connected to colleagues than ever, that they have learned new skills which make them more effective, and that they have surprised themselves by how they have adapted to exceedingly difficult circumstances.

Recognizing such positive aspects is especially important,

and this is something we aim to convey in our new internal engagement campaign, ‘Embracing New Ways,’ which we are launching today. The campaign invites all of you to consider and share how you have adapted to new ways of working, to value what you have learned and discovered during this process, and take pride in your achieve-ments since the start of Covid-19. By doing so, we hope to keep the positive learnings of the pandemic front of mind at a time when many of us face continued adjustments to how we live and work. Thank you again for all you are doing to support the company. I remain proud of our people and proud of what we are achieving together and will provide a further update following the release of our third quarter results.

Yours sincerely, Lakshmi N. Mittal, Chairman and Chief Executive Officer

Global News>

Global News>

Global News>

ArcelorMittal unlocks value through separation of integrated US assets and repositions its footprint in North America

Mr. Mittal’s letter to the organization – Embracing new ways, supporting each other

ArcelorMittal sets 2050 group carbon emissions target of net zero

Lakshmi Mittal is Chairman and CEO of ArcelorMittal.

ArcelorMittal has entered into a definitive agreement with Cleveland Cliffs for the sale ArcelorMittal USA.

ArcelorMittal has announced a group-wide commitment to being carbon-neutral by 2050.

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine3

John Brett

I’m sure that most of you were surprised to learn that ArcelorMittal has entered into a definitive agreement with Cleveland-Cliffs pursuant to which Cleveland-Cliffs will acquire 100 percent of ArcelorMittal USA for an equity consideration of approximately $1.4 billion in a combination of cash and stock. The acquisition will include all ArcelorMittal USA facilities, plus Monessen and Princeton, and is anticipated to close by the end of Q4 2020 subject to regulatory approvals. Research and Development in East Chicago, AM/NS Calvert, ArcelorMittal Tailored Blanks, ArcelorMittal Tubular Products and ArcelorMittal International are not included in the transaction.

The acquisition is based on strong industrial logic and will create a truly vertical integrated business able to leverage Cleveland-Cliffs iron ore assets which will meet 100 percent of the requirements for our high-quality steel producing and finishing assets. The anticipated synergies include optimizing the combined footprint, raw material sourcing and supply chain efficiencies and integrating corporate functions. Once finalized, the acquisition will create the largest vertically integrated flat rolled steel producer in North America with an asset base that is well-positioned to continue to create value for its stakeholders, including our employees, customers and local communities.

Many of you may be asking,

what does this mean to me and my job? While I cannot speak for Cleveland-Cliffs, I imagine the intention will be to integrate our companies in a way that will combine the best practices of both firms and create a fully integrated company that will continue to be a leader in the North American steel industry. A strong and engaged workforce, like the one we have today, is a prerequisite for this objective. Many of us have lived through acquisition and integration processes in the past, so we can anticipate that there may be changes but, fundamentally, the business will continue to operate and this requires the talents of an experienced and dedicated workforce to be a success.

Clearly, ArcelorMittal and our Chairman and CEO, Mr. Mittal, see the opportunity to create a more competitive and stronger company as evidenced by the form of consideration with approximately 2/3rds consisting of equity.

It continues to be a year of unprecedented change, chal-lenges and now, new opportuni-ties for us all. As we have done in the past, we will continue to adapt quickly and remarkably well. Despite the uncertainty that inevitably arises from a transac-tion like this, first and foremost, we must remain focused on health and safety in even the smaller and more routine jobs that we do every day across all our facilities and operations. Nothing is more important than maintaining a safe and secure workforce and therefore, we must always be ever mindful of our actions and aware of our surroundings.

We will need everyone’s contributions as we progress towards closing this transaction and maximizing the potential of our combined firms in the future. During this transition, I look forward to your ongoing commitment, professionalism and a “business as usual” approach with respect to our operations,

fellow employees, business partners and customers. We believe that shared core values of respect, cooperation, integrity, hard work and transparency, will continue to be important drivers of our collective success. Many times, I have said our sustainability is dependent on our cost competitiveness

and ability to deliver a high- quality product on time. The combined assets of our respective companies provide a tremendous opportunity to realize this vision.

I recognize that many unanswered questions remain, and you have my commitment that we will do our best to keep you informed about relevant

updates as additional information or integration plans become available prior to the closing. Please see the Q&A below for answers to some questions.

And please, be safe, at home and at work.

Sincerely,John

John Brett, CEO, ArcelorMittal USA

ArcelorMittal to sell USA assets to Cleveland-Cliffs

1. Why does the integration with Cleveland-Cliffs make sense for ArcelorMittal USA?Joining forces with Cleveland-Cliffs creates enhanced opportu-nities which were not available on a stand-alone basis to the respective companies. We believe the combination maximizes value for stakeholders, enabling the merged company to be an industry leader with the agility to quickly respond to our customers’ changing needs.

2. When will the integration occur?Cleveland-Cliffs’ acquisition of ArcelorMittal USA is expected to close in the fourth quarter of 2020, subject to regulatory and other approvals being obtained. While integration planning activities have begun, organiza-tion integration will not begin until after the close of the acquisition. Diligent planning is a significant upfront part of any integration effort, which is then followed by the thoughtful implementation of the integration plans, which in this case cannot begin until the transaction is closed.

3. What are the benefits of this transaction for ArcelorMittal USA employees?Cleveland-Cliffs respects the work that we all have done to build ArcelorMittal USA into the strong company it is today. We believe the combination will provide enhanced opportunities for employees of the combined company by providing industry leading solutions to better serve our customers’ rapidly changing needs. Like ArcelorMittal USA, Cleveland-Cliffs is committed to being proactive rather than reactive, anticipating

our customers’ requirements. We will retain our innovative culture and its importance will only deepen throughout the integration process.

4. What process is being followed for people placement in the new organization?The goal is two-fold: (1) Build a structure that will best enable our strategy and sustainability; and (2) Place the right talent in the right roles.

The business leaders will work to design the organization; evaluate and select talent based on organizational needs and best fit for a given role; and ensure a fair decision-making process. The business leaders will make decisions regarding placement of people into roles.

5. Will there be leadership changes?Decisions pertaining to manage-ment structure will be considered as part of the integration process, but will not be effective until the transaction closes.

6. Will there be job elimina-tions as a result of the integration?There will likely be some duplication and overlap of functions in the combined company. While restructuring actions, including identifying redundancies and any resulting reductions in force that are required, are not easy to accept, they are critical to ensuring the long-term health of our business. We recognize the importance of providing timely updates to you, our employees, and commit to sharing information as soon as decisions are made and information is available.

Until the transaction closes, ArcelorMittal USA and Cleveland-Cliffs will continue to operate as independent companies. For now, we must stay focused on meeting our customer requirements, delivered on time and as safely as possible.

7. If I lose my job as a result of the integration, will I receive severance?If you are involuntarily terminated without cause during the twelve-month period after the close, ArcelorMittal USA severance practices will apply, subject to eligibility criteria, including the execution of a release of claims, if applicable.

8. Will my job responsibilities change?All employees are expected to continue to perform their current jobs at this time. As details of the newly announced organiza-tional structure are determined, roles and responsibilities will be identified and shared for the combined company. While it is too early to know which specific jobs will change, this information will be communicated as soon as it becomes available.

9. Will I report to the same manager?Changes in organizational structure and reporting relation-ships may happen as a result of the integration. However, these changes have not yet been determined and will be communi-cated as they are confirmed.

10. Will there be any changes to my compensation after acquisition close?For the twelve months following the closing, your

total compensation and benefits package in aggregate will be no less favorable than what it was prior to the closing.

11. What should I do between now and the close?Until the transaction closes, ArcelorMittal USA and Cleveland-Cliffs will continue to operate as entirely independent companies. Actual integration with Cleveland-Cliffs will not begin until closing, which we expect in the fourth quarter of 2020. It is critical for us to continue to demonstrate to our customers that we are focused on delivering industry-leading, innovative products to our customers in the safest way possible.

12. What benefits does Cleveland-Cliffs offer?Cleveland-Cliffs offers a comprehensive and competitive benefits package to its employ-ees. Cleveland-Cliffs provides medical, dental, vision, basic/supplemental life insurance, spouse/child life insurance, Accidental Death and Dismemberment (AD&D), Flexible Spending Accounts (FSA), Health Savings Account (HSA), and short-term/long-term disability insurance. After the transaction closes, you will learn more about Cleveland-Cliffs’ robust benefits programs.

13. When will I move to Cleveland-Cliffs health and welfare benefit plans (for example, healthcare plans, life insurance, disability, etc.)?Prior to closing, there are no plans to modify benefits. After closing, Cleveland-Cliffs will take over management of the benefit plans. Just like ArcelorMittal USA,

Cleveland-Cliffs is legally able to change benefits at any time within the ERISA regulations.

14. Does Cleveland-Cliffs use the same health insurance vendors as ArcelorMittal USA?Both ArcelorMittal USA and Cleveland-Cliffs use Anthem Blue Cross and Blue Shield as their medical vendor.

15. What will happen to my 401(k) account with Fidelity?You are 100% vested in your 401(k) account. Both ArcelorMittal USA and Cleveland-Cliffs use Fidelity as their vendor for the 401(k) program.

16. What is going to happen to my pension?Prior to the closing, there are no plans to modify pension benefits. After closing, Cleveland-Cliffs will take over management of the pension plan. Just like ArcelorMittal USA, Cleveland-Cliffs is legally able to change benefits at any time within the ERISA regulations. However, accrued benefits earned under ArcelorMittal cannot be changed or taken away.

17. Who do I contact if I want to receive an estimated balance of my PRA account?Please contact the ArcelorMittal Pension Service Center (Aon) at 888-279-6025.

18. Will my years of service at ArcelorMittal USA be recog-nized at Cleveland-Cliffs?All service time you have earned from ArcelorMittal USA will be transferred to Cleveland-Cliffs for benefits purposes.

19. Will I have to relocate to a Cleveland-Cliffs office?There are no immediate plans to relocate ArcelorMittal USA employees to Cleveland-Cliffs offices.

20. Can ArcelorMittal USA and Cleveland-Cliffs employees communicate and share information directly with one another?Until the transaction closes, ArcelorMittal USA and Cleveland-Cliffs will continue to operate as entirely independent companies. As we continue our integration, more information will be commu-nicated about the tools available to access and share documents with integration team members. ArcelorMittal USA and Cleveland-Cliffs legal teams have provided guidance on rules of engage- ment. Please reach out to the ArcelorMittal USA legal depart-ment if you have any questions.

21. Can I comment about this transaction on my personal social media accounts?The ArcelorMittal USA social media policy permits only specified authorized persons to speak on behalf of ArcelorMittal USA.

22. What should I say if approached by someone in the media for comment?Please refer all media inquiries to Shira Cohen at shira.cohen@arcelormittal.com.

23. I have many questions about how things will work after close. When will I learn more?We will continue to keep you updated as information becomes available.

Q&A regarding Cleveland-Cliffs acquisition of ArcelorMittal USA:Following the news that ArcelorMittal has entered into an agreement with Cleveland-Cliffs to acquire all of ArcelorMittal USA as well as ArcelorMittal Monessen and ArcelorMittal Princeton, many employees have questions about how this pending transaction may affect them with regards to employment and benefits as well as other questions. The following information will begin to address some questions that might arise when involved in a transition like this.

Acquisition>

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine4

Curtis Hankins

At ArcelorMittal, making steel is a process that involves just as much innovation as any industry in the world. Our engineers develop new steel solutions that find their way into all manner of businesses and products, such as the automotive industry.

One of our most important developments is the lightweight S-in motion® steel solutions crafted to help make battery electric vehicles (BEVs) safer, more efficient, and more affordable. ArcelorMittal’s belief is that the future of mobility is electric – both for the sake of the environment and driver convenience and their mission is to make them affordable with steel. And at ArcelorMittal Burns

Harbor, several employees are leading by example – each driving a BEV as their car of choice.

“For me, one of the big things is efficiency,” said Andrew Mullen, a shift manager at ArcelorMittal Burns Harbor who drives a Chevy Bolt. “Internal combustion vehicles are only around 20% efficient, compared to 70-80% in a BEV. Resources are important and need to be consumed responsibly. Moving to electric vehicles is one big way we can start moving forward.”

The lightweight steel solutions developed by ArcelorMittal help improve that efficiency, letting BEVs go farther before they need a recharge. They also help decrease the cost of BEVs significantly, lowering the barrier of entry for drivers to try out their first electric car.

“Once more people get

a chance to drive a BEV, they’re going to catch on a lot quicker,” said Bill Rippel, rolling & finishing operations manager at ArcelorMittal Burns Harbor and a Tesla driver. “It’s really important that ArcelorMittal’s work is making them more practical. They become lighter, stronger, safer, and take you further.”

The S-in motion® innovations that uses the right steel for the right applications, also have the added benefit of helping to make the vehicles more fun to drive, since they contribute to giving BEVs a lower center of gravity – as noted by Dave Haushalter, an engineer at ArcelorMittal Burns Harbor. He decided to get an electric vehicle after test driving Mullen’s Bolt, and settled on a BMW i3.

“It’s kind of like getting the best of all worlds,” he said.

“BEVs are quiet like a luxury sedan, with the power-to-weight ratio and quickness of a sports vehicle. So, you get luxury and performance, and part of that is because all the weight is down low to the ground.”

With all those benefits, Mullen believes ArcelorMittal is correct in saying that the future of mobility is electric.

“With long-lasting battery packs declining in cost, you’re going to see a huge adoption from average drivers,” he said. “They’re cheaper and they’re better for the environment. The work ArcelorMittal is doing to develop the next generation steel grades is a huge driver of growth in the industry. I see gas vehicles being obsolete within a couple decades, they might already be now.” In fact, the California Governor recently announced an

executive order requiring that all new passenger cars and trucks sold in the state be zero-emission vehicles by 2035.

To find out more about the work that ArcelorMittal is doing to create high strength,

lightweight steel solutions for battery electric vehicles, visit automotive.arcelormittal.com.

Curtis Hankins is a reporter for Great News Life. This article is reprinted with permission.

ArcelorMittal Burns Harbor employees demonstrate that the future of mobility is electric

ArcelorMittal selected as the sole Gen 3 steel supplier for the 2021 Ford Bronco

Automotive>

Shira Cohen

After years of thorough research, perseverance and strong customer relationships, ArcelorMittal’s Fortiform® 980 GI has been selected as the sole source of 3rd generation advanced high-strength steel

(Gen 3) for the revitalized 2021 Ford Bronco. This sporty vehicle will be the first automobile in the world to incorporate this grade of steel, which is made at AM/NS Calvert in Alabama.

Ford’s main objectives were to create a lightweight and safe vehicle and the company enlisted ArcelorMittal to achieve these critical goals.

“Ford called us to see if we could develop this specific type of steel. We were actually already in the development phase, so we discussed the opportunities as well as where they could utilize this material and for which vehicle,“ said Michael Lizak, global technology coordinator for automotive at ArcelorMittal R&D. “Ford’s chief engineer gave us a goal to decrease the total vehicle weight reduction by 10%. In terms of safety, we selected a higher strength material which gives Ford a huge safety advantage.”

So why is this steel the perfect solution for the Bronco? Ford places a huge priority on the ductility of steel and this grade comes from a family of high formability grades, meaning it has an excellent balance of both strength and ductility. In addition, the weldability was superior to the competition. After performing an inclusive weld study with Ford, it was clear that Fortiform® 980 GI could weld to itself and to most other steels. Additionally, Ford’s

lightweighting strategy and safety requirements align perfectly with this solution. The high strength steel is a lower gage than the original DP800 and DP600 found in the earlier Bronco, which enables weight savings with complex shape through better formability.

ArcelorMittal’s co-engineer-ing capabilities, which fostered the close collaboration between ArcelorMittal R&D and Ford’s design and welding experts, played a pivotal role in this project.

“We had a product, that was engineered to have very good weldability desired by Ford,” said Jayanth Chintamani, director, automotive product research, ArcelorMittal R&D. “Ford conducts many tests before granting the product application ready status (AR). No other steel grade had been tested this much because this steel grade was so new and unique.”

ArcelorMittal R&D in East Chicago was charged with the product design.

“From a process perspective, because this was a coated product, we enlisted the coating experts on my team along with the product design experts,” added Jayanth. “We then made sure that the target-critical processing parameters during various stages of industrial manufacturing were met with support from process experts at R&D as well.”

The R&D team also worked closely with the joint venture (JV) partners at AM/NS Calvert as the steel is made on their upgraded line. “We brought this technology from ArcelorMittal R&D in East Chicago to the JV line in Calvert, Alabama,” added Jayanth. “By designing the product at R&D and bringing it to Calvert for manufacturing we are adding value to Calvert JV operations and ArcelorMittal at large.”

It has been 50 years since a new model of the Ford Bronco hit the roads, but the automotive community is already giving the off-roading vehicle high marks. The sleek aesthetics of the

vehicle, coupled with its ability to navigate difficult terrain, has been a big draw. In fact, there are already 150,000 preorders, despite the poor economy. Although a crash analysis has only been simulated on a computer, experts believe the 2021 Bronco could receive an IHSS Safety Pick+.

The expected production date is scheduled for February 2021 and the new Broncos will be available in showrooms beginning in Q2 2021.

This specific patented steel product was created for applications like the Ford Bronco. However, additional future Ford vehicles, along with other OEMS, are in the preliminary phases of exploring how the world-class Fortiform® 980 GI can meet their stringent lightweighting and safety targets for the vehicles of tomorrow.

What are you waiting for? Are you ready to be number 150,001 on the preorder list?

shira.cohen@arcelormittal.comThe 2021 Ford Bronco made of Gen 3 steel supplied by ArcelorMittal boasts a sporty look and can navigate difficult terrain.

Heather Bockstruck

ArcelorMittal and Diversitak teamed with experts from Oak Ridge and Idaho National Laboratories on an inventive and aggressive automotive lightweighting project funded by the U.S. Department of Energy’s Lightweight Materials Consortium (LightMAT). The project leveraged our advanced high strength steels at ultra-thin levels with a new technology to meet automakers’ performance requirements – a carbon-fiber spray applied to dent-prone spots.

Lightweight design has become the most prominent engineering requirement in the automotive industry. Regardless of how a vehicle is powered, whether it be an internal combustion engine, electric battery or hydrogen fuel cell, optimizing weight is critical for increasing mileage while

maintaining safety and comfort.There has been an intense

drive to accelerate advanced materials development with mixed materials, but design constraints, cost and performance require-ments have limited their usage.

A two-year, $300,000 grant was given to the partners to continue testing started a few years ago by ArcelorMittal, Ford and Diversitak. In the original independent study, the steel roof in a test vehicle was reduced in thickness from 0.75 to 0.65 mm. Then Diversitak’s carbon fiber spray was applied to ArcelorMittal’s bake-hardenable 210 grade steel. The results were excellent, with the carbon-fiber reinforced steel meeting all requirements for stiffness and dent resistance.

“Government funding for this steel-based project underscores the importance and viability of advanced high-strength steel as an automotive material,” said Michael Lizak, global technology

coordinator for automotive at ArcelorMittal R&D. “This was one of the most favorable LightMAT studies with two national labs working on it.”

Oak Ridge National Lab’s carbon materials expertise and Idaho National Lab’s chemistry, metallography and high-resolu-tion imaging capability helped the partners develop and ensure the integrity of the interface between the coating and steel.

The team developed the carbon fiber reinforced epoxy (CFRE) technology with ultra-thin advanced high strength steel

body panels, down from 0.75 to 0.55 millimeters. This new manufacturing process can reduce body mass by 20%! The team also formed a better understanding of how to apply the coating, how it performs in service and the long-term durability of materials manufac-tured using this technology.

“Multiple automakers have expressed interest in this project – targeting doors, then fenders, body side outers and hoods,” explained Lizak. “One OEM’s goal is to reduce all exposed panels to 0.6 mm and this

solution will get them there.”Future work involves

collaborating with target OEM customers to prove out and validate select panels. The robotic spray application method also needs to be developed, but the product is compatible in

automotive assembly processes in several ways.

This exciting new product will be application ready in the first half of 2021.

heather.bockstruck@arcelormittal.com

Innovative lightweighting project could reduce vehicle weight by 20%Innovation>

The back surface of a door reinforced with carbon fiber spray in areas most susceptible to denting damage.Hot stamped door outer panel (interior and exterior views).

Dave Haushalter, manager burning & heat treat – plate, ArcelorMittal Burns Harbor and Henry Huyser, division manager, quality and techni-cal services, ArcelorMittal Burns Harbor, are proud owners of BEVs.

You can’t miss Bill Rippel’s bright red Tesla zooming around the Burns Harbor plant.

Ryan Hoagland, division manager – process automation, ArcelorMittal Burns Harbor, drives a dark blue Tesla.

Andrew Mullen, shift manager, plate mill burning & heat treat, ArcelorMittal Burns Harbor, drives a Chevy Bolt EV, which has an EPA-estimated 259 miles of range per charge.

automotive.arcelormittal.com

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine5

Shelby recognized for energy management

Energy Champions>

Amanda Scott

ArcelorMittal Shelby, one of our tubular products facilities, strives to be an efficient user of energy. Their employees’ hard work has not gone unnoticed, as they were recently recognized by their local utility provider (AEP Ohio). The certificate praised Shelby for their “commitment to energy efficiency and the environment, and taking part in AEP Ohio’s savings incentives programs for businesses in 2019.” As a result of these efforts, Shelby is eliminating 700 tons of CO2 emissions annually, which is equivalent to the amount of energy required to power 81 homes for a year.

Every year, the team at Shelby embarks on several energy-savings initiatives. One recent example includes replacing 155 old, high-bay HID (high intensity discharge) light fixtures across the plant with new, more efficient LED light fixtures. Many of the new light fixtures also have occupancy sensors which dim the lights for additional energy savings when an area is not occupied.

Rick Gruver, manager of engineering and maintenance at ArcelorMittal Shelby, shares, “This certificate represents one of the many energy savings projects we have done over the years here at Shelby, and we are always looking for ways to save money through energy efficiency programs, incentives and energy management tools. In 2019, we received the Energy Efficiency Champion Award from AEP for our 10-year energy savings.”

amanda.scott@arcelormittal.com

Cory Myers

Finish line No. 1 has been a workhorse for many years in Plant No. 1 at ArcelorMittal Shelby, part of ArcelorMittal Tubular Products. It has produced an astonishing number of tubes, especially when compared to other lines. The smaller product lines it produces, along with its longevity, make it an integral part of our operations.

But the age of the equipment on the line warrants upgrades when possible. One upgrade scheduled was completed during a two-week period. The line No. 1 straightener has been in place for an exceptionally long time and the last time it was repaired it was found to have been worn out, with outdated and obsolete parts. Crews placed several band-aids on it to get through for a while longer, while maintenance and engineering began exploring options for replacement.

A similar style and footprint of a straightener were found through a machinery dealer who wished to sell. It was purchased for $50,000, a fraction of what a new replacement would be. Through many meetings, inputs and planning, the refurbished straightener will be installed. Tom Thomas, Steve Vogt, Ray Humphrey, Jamie Betts, Chad Vanderpool, and Derrick Esterline have spent many hours and days updating and rebuilding. The 1940’s vintage machine was in

particularly decent shape and showed minor wear. The straightener had some innovative ideas applied, including a new lubrication system, locking design and drive, and electrical upgrades.

Safety has come a long way since 1940 and some of the safety improvements are a remotely operated inlet guide for “no-touch”, interlocked guarding to support a safe distance, a larger work platform and a motor that stops much faster when shut off. The machine

has been fully assembled and working in the maintenance shop to test the operation before it is installed.

Unfortunately, the weight of the entire unit well exceeds the lifting ability of what we can handle. The machine had to be torn apart and reassembled in its final location. The installation began during our annual maintenance shutdown during the last week of July and was completed by the first week of August. The removal

of the old straightener and adapting the foundation was a significant task. The two straighteners had to be disman-tled to be moved because of crane lifting limitations. The straightener is fully functioning and working well. Operators practically have a new machine at a much lower cost than a new one.

Cory Myers is the EPT coordinator at ArcelorMittal Shelby

ArcelorMittal Shelby has been recognized by AEP Ohio for being an efficient user of energy.

Millwright Jamie Betts tests the lubrication system.

Getting things ‘straightened’ out

Shira Cohen

Dave Gutting, process manager, financial reporting and analysis, ArcelorMittal Cleveland, has been named plant controller, finance plant accounting, ArcelorMittal Cleveland. In his new role, Dave will be responsible for managing the accounting operational functions, reporting on results to management, working with plant management to provide vital information in the decision making process, directing the budgeting process and working with internal and external auditors. Dave’s career at ArcelorMittal began in 2010 as an associate analyst in finance at Indiana Harbor and held positions of increasing responsi-bility, culminating in his most recent role. Dave has a bachelor’s degree in accounting from Pennsylvania State University and a master’s degree in business administration from Valparaiso University. He will report to Richard Campoli, USA controller.

Paulina Johnson, account manager, automotive sales

traditional – General Motors, has been named global account manager, automotive sales traditional – Ford. In her new role, Paulina will now be respon-sible for providing commercial leadership and management, developing and implementing a selling strategy and driving global cooperation and decision-making for the Ford account. Paulina’s career began with ArcelorMittal USA in 2002 as an account representative, customer service, and has held roles of increasing responsibility within customer service and automotive sales. She has a bachelor’s degree in computer information systems and a master’s degree in business administration from Indiana University Northwest. She will report to John Cardwell, director, NAFTA, automotive sales – traditional.

Kurt Slacik, controller, finance, ArcelorMittal Steelton, has been named general manager, ArcelorMittal Steelton. In his new role, Kurt will manage the overall operations of the Steelton facility. Kurt’s career began with predecessor company Techalloy,

a division of Arcelor SA, as a cost accounting manager. Kurt was later named controller and then appointed chief financial officer at the former ArcelorMittal Long Carbon North America. Since then, Kurt has held various managerial positions within operations and supply chain, culminating in his most recent role as controller at the Steelton facility since 2013. Kurt has a bachelor’s degree in finance from Oregen State University. He will report to John Brett, president and CEO, ArcelorMittal USA.

Mark Verbos, manager, cost accounting, finance, ArcelorMittal Steelton, has been named controller, finance, ArcelorMittal Steelton. In his new role, Mark will be responsible for all finance functions at the Steelton facility. Prior to this new role, Mark has held various position of increasing responsibility within accounting, culminating in his most recent role as manager, cost accounting. Mark has a bachelor’s degree in accounting/business from Shippensburg University. He will report to Kurt Slacik, general manager, ArcelorMittal Steelton.

On the move at ArcelorMittal USAOur People>

DOE funds important environmental program for ArcelorMittal USAArcelorMittal is proud to be the only United States steel company selected to receive funding to research carbon capture technologies from the U.S. Department of Energy (DOE). Together with Dastur International Inc.

and ION Clean Energy, we will research an industrial-scale solution for carbon capture from our blast furnace-based steelmaking operations at Burns Harbor.

As the world’s leading steel company, we recognize

that we have a leading role to play in developing breakthrough technologies that will support and enable a global transition to a low-carbon economy.

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine6

Amanda Scott

Keeping our facilities and people safe requires planning, foresight and coordination, especially as it applies to weather emergencies.

Everett Carpenter oversees the day to day operations of the security and emergency services department at ArcelorMittal Coatesville. This includes preparing for and managing emergency situations, including severe weather events. Every September, Everrett and his team begin preparations for snow emergencies by reviewing the written snow plans, ordering supplies and meeting with contractors. They aim to have all snow resources in place by October 31, which is normally well in advance of any winter weather threats. When it comes to rain events, like they recently experienced with tropical storm Isaias, their planning also begins well in advance. They annually review Coatesville’s flood planning documents and proactively perform tasks such as walking the two waterways running through the facility and looking for debris build-up and water

flow restrictions. As storms are forecasted,

whether it be winter weather, a flood threat or even a severe summertime thunderstorm, they quickly gather as much informa-tion as possible. Systematically, they then begin to execute their response to the weather threat by using their plans as guidance, while continuing to monitor real-time events and adjusting the plan as needed.

“We try to keep things as simple as possible by developing a checklist for people to carry with them. It is much easier carrying a single checklist than a 25-page document and it also helps to ensure we are aligning our overall response tactics with the hazard mitigation strategy initiated,” shares Everett.

Our AM/NS Calvert facility located along the Gulf Coast in Alabama must also be prepared in case of weather emergencies – particularly hurricanes, which are a common occurrence in the region. Jed Fulford is the team manager of emergency response at AM/NS Calvert, overseeing a team of 30 fire and security personnel. His department leads the monitoring of extreme weather and assembles the

tropical weather committee which consists of executives, managers and the safety team.

Whenever there is a hurricane, the committee meets at the 72-hour mark before landfall near their coastal area. The weather monitoring occurs each day, as they have severe thunderstorms about every day during the summer and warnings will be issued to all personnel detailing whether they are under a severe thunderstorm warning, tornado watch, or a tornado warning. In those circumstances, they send out a “seek shelter” statement. They issue messages, with instructions, via radio, phone, intercom and a mill-wide siren system when there is a tornado warning.They issue an “all-clear” when the threat diminishes.

According to Jed, “We have a checklist for each mill on what is needed in case of any emer-gency, who handles the comple-tion of said checklist, and the assembly of storm ride out crews. Preparation, accountability and communication are key. Our philosophy is the more proactive we are, the less reactive that we will have to be.”

amanda.scott@arcelormittal.com

ArcelorMittal Princeton’s Mine 43 boasts impressive safety recordShira Cohen

It is no secret that mining can be a dangerous profession. Imagine crawling underground in a wet environment for an 8-hour shift where there are only 42 inches (3 ½ feet) between the ground and the ceiling. This is the reality for the coal miners at Deep Mine 43 at ArcelorMittal Princeton. However, despite the potential for hazardous condi-tions, Billy Rotenberry, mine foreman, ArcelorMittal Princeton, has gone above and beyond to ensure his employees return home the same way they came.

ArcelorMittal Princeton is a coal mining operation in West Virginia that specializes in surface and underground mining of coal to produce coke and pulverized coal injection (PCI) coal. The majority is used at ArcelorMittal facilities.

As of September 1, Deep Mine 43 has gone 475 days without a lost time injury (LTI). This is an incredibly challenging

record to obtain at any under-ground mine, especially a mine that operates with a cavity height of 42 inches and employs a team of 107 dedicated workers.

“It is a tough atmosphere to work in on a daily basis,” said Joshua Judge, head of safety, ArcelorMittal Princeton. “If they make it one year without a LTI that is a huge accomplishment in our world. This is an especially tough mine because you must either crawl or duck walk. The ergonomics adds an extra level of difficulty.”

This outstanding safety record can be attributed to Billy’s daily safety talks, emphasis on safety observations and his work ethic.

Each day before the approximately 100 crew members begin their journey underground, Billy conducts a shift meeting, which includes a safety talk of the day. This consists of reviewing safety procedure updates, HIRACs (hazard identification, risk assessment and control), route

control and ventilation plans.“Shift meetings are

conducted at all of our locations, but the depth and time that Billy puts into this goes above and beyond,” noted Joshua. “Most meetings last about five minutes and cover the basics. However, Billy goes above and beyond and asks for input from each employee, even asking them to join him in conducting meetings.”

The emphasis on safety observations plays a significant role in the strong safety perfor-mance. Each salaried employee must observe one employee per week to ensure they are performing their work in a safe manner. This helps reinforce safe behaviors and correct those which could be improved. At the end of August, Billy completed 403 safety observations, which is 1000% over his goal.

“When our safety observa-tions are high, we typically see fewer accidents and there is a direct correlation between them,” added Joshua.

Billy’s work ethic is second to

none. His dedication to the job and his passion for working safely was sparked by past tragic incidents.

“I had a few friends that have gotten hurt in the mines,” noted Billy. “Twenty years ago, one of my former colleagues was, unfortunately, killed. It takes a toll on everybody and you never forget it.”

Michael Day, CEO of ArcelorMittal Princeton, has also taken note of Billy’s pivotal role in encouraging safe behav-iors, “Safety is the most important aspect of our mining business at ArcelorMittal Princeton and Billy’s commitment to our safety program sets the standard for the entire Princeton team. He leads by

example with his direct contacts, coaching and audits of all parts of our mining operations. His leadership always begins with safety first and he holds everyone accountable for their safety.”

shira.cohen@arcelormittal.com

Protecting our communities through effective tailings management

Community>

As part of our tailings basin monitoring efforts, ArcelorMittal utilizes InSAR, high-definition satellite photos that are taken every 8 days and measure changes in surface altitude and monitor surface movement.

Amanda Scott

The stability of tailings storage facilities is a pressing topic for mining companies across the globe, including ArcelorMittal. This is especially true following the series of high-profile tailings failures that occurred over the past several years.

To provide some context, tailings are what are left after ore has been mined, crushed, processed and the magnetic iron has been removed. In conventional tailings, the silt and sand-like material is mixed with water creating a slurry that is pumped to large basins (tailings storage facilities or TSFs) for permanent storage. Newer technologies

can reduce the water in the tailings to create thickened, paste or filtered (dry-stack) tailings facilities. TSFs are highly-engineered structures that must be continuously regulated, maintained, monitored and inspected for stability.

In 2017, ArcelorMittal performed internal audits at all our operating mines to find opportunities for improving

our dam governance and risk management. With 25 tailings dams across 14 mines in 9 countries, there are many different local standards and regulations. It is critical that we align these local standards with best-in-class international standards and practices. This means preparing new tailings governance and stewardship documents and developing a new tailings management framework.

To guide this work, ArcelorMittal hired Peter Jenner in 2020 as the head of tailings, water and geotech. He has more than 25 years of experience in geotechnics and engineering geology, having worked and lived everywhere from the UK, Ghana, and South Africa, to Laos PDR and New Zealand. In his role at ArcelorMittal, Peter will ensure we are following best available techniques and practices regarding our tailings and geotechnical management across our global operations. The overarching goal is to ensure zero harm to people and the environment throughout the tailings and mining life cycle.

Peter will oversee this initiative and provide support to sites through the design, planning and stewardship processes. He shares, “We must ensure that shareholder returns and stake-holder benefits are maximized through mitigating the risks of a potential failure impacting the company, downstream communi-ties and the environment. This requires introducing long-term sustainable tailings strategies.”

A key part of this strategy is having a high degree of monitor-ing. While it’s not the answer to everything, it is essential to operating safely. There are many different types of instruments that monitor conditions such as pore pressures, surface and sub-surface deformation, water flows, seepage and more. Peter noted that Hibbing and Minorca (ArcelorMittal’s iron ore mines in the U.S.) rank as two of the most mature sites in the company’s portfolio and, as such, have many instruments installed.

While the use of monitoring equipment and technology is important, having people on-site at the mines makes all the difference in mitigating risks.

Peter explains, “The more monitoring data the better, but interpretation is key. We need human brain power to interpret it because while artificial intelligence (AI) can do a lot, it can’t do everything. We’re talking about such complex structures with an incredible number of variables.”

Looking forward, Peter is focused on implementing new technologies to drive ArcelorMittal forward. This includes the development of dashboards using remote monitoring that is real-time, cloud-based, and with added alert levels. We are also utilizing InSAR, high-definition satellite photos that are taken every 8 days and measure changes in surface altitude and monitor surface movement to millimeter accuracy.

With so much uncertainty in 2020, one thing we can guarantee is a strengthened commitment to managing our tailings effectively. This is important not only for the safety of our employees, but for our stakeholders, communities and the land on which we operate.

amanda.scott@arcelormittal.com

Floods, hurricanes and snowstorms – how our facilities prepare for weather emergencies

Safety>

Our AM/NS Calvert facility is located along the Gulf Coast in Alabama, making it particularly vulnerable to hurricanes.

Billy Rotenberry takes safety seriously. He has completed hundreds of safety observations this year, more than 1000% of his goal.

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine7

Allegiant Stadium is one of the newest NFL stadiums on the block, completed in July 2020 and is in Las Vegas. The Raider’s stadium boasts a natural grass field, which sits on a tray outside of the stadium but is transported inside for games.

There is a two-for-one deal happening in Los Angeles. The Los Angeles Rams and the Los Angeles Chargers both call this brand-new, state-of-the-art stadium home. This indoor-outdoor stadium is officially the most expensive stadium in the world with total construction costs around $5.5 billion.

Mercedes-Benz Stadium is home to the Atlanta Falcons and is constructed with ArcelorMittal steel.

Supplying steel for NFL stadiums across the United StatesShira Cohen

Is your favorite NFL team’s stadium constructed with ArcelorMittal steel? There is a good chance it is! ArcelorMittal has been the steel supplier of choice for many stadiums across the United States. Our high value-added steels, in combination with our expert technical support, facilitates the design and construction of high-performance buildings.

ArcelorMittal is uniquely equipped with the support of R&D and technical support services that are specific to the construc-tion industry. Focused on bringing efficiencies to building systems,

the team is involved from the initial stages of design alongside the structural engineers, developers, architects and more through to fabrication and construction, where they support the needs of fabricators and builders.

“This skillset enables us to promote broader innovation,” said Shelley Finnigan, global technical sales engineer, head of technical sales and marketing, ArcelorMittal Americas. “Working alongside the project team, we have a first-person view of construction challenges: cost, quality, sustainability and more. When our technical team collects this information and turns it over to R&D, it enables ArcelorMittal to develop new products and

materials that respond to these challenges and allows project teams to implement more effective solutions in the future.”

An example of this engage-ment is the Mercedes Benz-Stadium, which is home to the Atlanta Falcons. The unique design of the Falcons’ stadium’s retractable roof was an ideal match for ArcelorMittal’s steel solutions. Although the mobile roof is not comprised of our steel, the stationary support is.

“Educating the structural engineers about ArcelorMittal’s unique steels happened before they even started the design of this building,” added Finnigan. “And, through ongoing conversa-tions about demanding conditions in several of their projects, input

from ArcelorMittal unlocked creativity within the team and led to their use of high-strength steels to reduce weight in the structural system for the stadium – a condition that ultimately led to a reduction in construction costs and a more sustainable building.”

For the Mercedes-Benz Stadium, which was the first professional sports stadium to achieve LEED Platinum in the U.S., steel plate came from ArcelorMittal Burns Harbor and ArcelorMittal Coatesville. Steel beams were provided by ArcelorMittal International. A total of 22,000 tons of steel were used in the stadium – nearly three times more than what was used in 1992 to build the Georgia Dome, the previous home of the Falcons.

The $1.2-billion stadium seats approximately 74,000 spectators and opened in fall of 2017.

In addition to the Falcon’s stadium in Atlanta, ArcelorMittal steel can be found in football fields throughout the country. ArcelorMittal’s steel solutions enhanced the design of the stadiums home to the Rams, Chargers, Texans, Cowboys, Colts, Cardinals and Vikings!

The construction of stadiums often poses unique challenges compared to typical construction projects. Between the long spans, moveable structures and placement of steel at soaring heights, there are numerous design and construc-tion hurdles that the project team must overcome. However, with

ArcelorMittal’s ability to provide technical support, research input, and high-strength steel products, designers can arrive at novel solutions that limit weight, costs and the carbon footprint of their structures.

“From the moving roof of the Falcons’ stadium to the base-isolated roof on the Rams’, engineers face non-routine design challenges. Their feedback on how steel helped or hindered their ability to arrive at an efficient solution is invaluable to ArcelorMittal as we strive toward continuous improvement and developing steel that truly transforms tomorrow,” noted Finnigan.

shira.cohen@arcelormittal.com

NRG stadium is home to the Houston Texans and was the first NFL stadium to have a retractable roof.

The Dallas Cowboys call this stadium home and is the fourth largest stadium in the NFL by seating capacity.

Located in Minneapolis, US Bank stadium can hold 73,000 Viking fans.

Lucas Oil Stadium in Indianapolis is not only the home of the Indianapolis Colts football team, it’s also a source of pride for ArcelorMittal. The stadium was built with about 16,000 tons of ArcelorMittal steel at a total cost of $720 million.

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine8

Project Lead The Way to the rescue! Teaching STEM during a pandemicAmanda Scott

Going to school looks quite different in 2020. For many students, their bedrooms and kitchens have turned into make-shift classrooms, and their only interaction with their peers takes place over Zoom. It’s requiring students, teachers and parents alike to adapt to these challenging circumstances.

As a long-time funder of the STEM curriculum Project Lead The Way (PLTW), we checked in with two of our partner schools to see how they’re managing these unique times.

Principal Mary Divincenzo of Clark Shaw Magnet school near our AM/NS Calvert facility shares, “Problem-solving skills are very important in PLTW, and it’s something we work on in every module. Because we are in an unprecedented time of teaching, we’re really using those skills to figure out how to best teach our students, how to make sure they have what they need to under-stand and learn, and how to help

each other. We must have the same ‘don’t give up’ attitude our students have when working through a PLTW course.” A major benefit of the curriculum is its real-world application. Students use the engineering design process as a thinking tool to apply to not just PLTW scenarios, but to other situations as well. In fact, they’re having to use it while adapting to remote learning environments.

In response to the new educational landscape amidst COVID-19, Project Lead The Way released a full suite of resources for schools to enhance their distance learning efforts. It includes distance learning guides, trainings, webinars, course enhancements and more. And best of all, these resources are free for all active PLTW schools during the 2020-2021 school year.

John Kappes, Portage Township School District’s PLTW coordinator, explains that PLTW’s robust, online digital curriculum and resources serve as the backbone of their ability to deliver a high-quality, virtual STEM

experience for kids. “It may look different outside of the brick and mortar setting with interactive demonstrations, virtual simula-tions, collaboration on documents, online breakout groups, or lobbies, but we’re still hands and minds-on.” While experiential and exploratory learning is a crucial component of the classroom, so is being adaptive and resilient. John has witnessed students rising to the occasion, remaining engaged, and being resourceful at home. These skills are transportable to any real-world situation, which is ultimately the driving force behind the PLTW experience.

ArcelorMittal’s funding over the past several years has allowed several educators in the Portage Township school district to receive PLTW training, translating into more opportunities for the students. The district’s PLTW educators meet regularly, often impromptu, to collaborate and exchange ideas and approaches for the benefit of all their students. John shares, “We challenge and elevate one another, but most of all enjoy each other’s company, online

or socially-distanced. From grades 6-12, the relationship we have as a cohesive unit of teachers really pays dividends for the kids.”

They’ve felt a sense of irony being responsible for teaching students various technologies and technical methods, only to find themselves reinventing some of their own instructional methods which are 100% reliant on technology. As a result, they have grown tremendously in the arena of virtual technologies required to deliver a high-quality,

virtual, STEM education. “Our desks look like ‘mission control’: we utilize multiple remote cameras to present content and demonstrate activities, present brief videos, maintain digital notebooks, organize virtual office hours for personalized or group help, host student chats, and utilize collaborative electronic documents, all to make the students feel welcomed and comfortable to participate.”

Both John and Mary agree that this pandemic has resulted in

tremendous cooperation across disciplines and grade levels. They also expect many aspects of the new teaching approach to continue after COVID-19. Mary expressed, “Often we do not value change until we see how it affects our situations specifically. COVID-19 has affected everyone, making us all realize the impor-tance of collaborating, problem solving and fostering connection while being apart.”

amanda.scott@arcelormittal.com

You can learn more about Techie Camp at TechCorps.org.

The pandemic is completely changing the educational landscape this year. Zoom meeting rooms are the new classrooms!

S’mores, basketball and … coding?

Giving boldly for the health of family

STEM Education>

Give Boldly>

Summer Paris

ArcelorMittal’s STEM partner Tech Corps inspired kids to learn to code this summer through virtual Techie Camps. Science, technology, engineering and math (STEM), as well as coding skills, are essential as industries like steel embrace digitalization and Industry 4.0.

Normally, Techie Camps are held in person, which wasn’t possible with the COVID-19 pandemic. But since Tech Corps has been teaching tech skills for 25 years, they were able to transition quickly to a new “virtual” Techie Camp.

In virtual Techie Camp, middle school students met online to learn how to develop and code simple games using an open-source program called Scratch. Campers enjoyed a mix of online instruction, guided activities with classmates and individual work time.

“Techie Camps put students in the role of creating and designing with technology – not just passively using and consuming it,” explained executive director Lisa Chambers.

Campers worked all week to design a custom game, then recorded videos of their games to share with their parents and other students.

Middle-schooler Timothy showed off his game called “60 Seconds” in which the player has 60 seconds to accurately serve up a specific s’mores recipe ordered by a virtual customer. Another student, Delylah, created a game called “Basketball Frenzy” that challenges players to get a basketball past obstacles in order to score hoops.

In their final project videos,

Timothy and Delylah reflect on the challenges they faced, how they solved problems, and ultimately, how proud they were of their projects.

For Chambers, this is where the magic of Techie Camp lies: “Computer science is not about learning how to use a computer, or even just programming. Computer science is about

deeper learning – computational thinking, problem solving and creativity. We believe studying computer science, regardless of a student’s ultimate occupation, provides the knowledge and practices necessary to be ready for college or career.”

summer.paris@arcelormittal.com

Amanda Scott

For ArcelorMittal employee Douglas Mathews, giving boldly hits close to home. He has funds deducted from every paycheck to go to the National Kidney Foundation of Indiana,

and ArcelorMittal matches these donations dollar for dollar.

Douglas’s son Curtis was diagnosed with end-stage kidney failure on April 10, 2018. He’s currently on the organ donor waiting list through Indianapolis, which could take anywhere from four to six more years. He gets dialysis treatments three times

a week and is otherwise a completely healthy 31-year old. This all stems from a rare genetic condition that affects his bones known as hypophosphatasia. He received this diagnosis at one-year old, making him the 30th case ever in the United States. Douglas’s daughter was diagnosed six years later, making her case 32, and now his grandson is case 100.

The genetic mutation results in an imbalance in the system whereby phosphorus and calcium are not processed properly. Because almost everything we consume contains phosphorus, Curtis has to take phosphorus binders. He also has a fistula in his left arm which only allows him to pick up things weighing 10 pounds or less. This will inevitably impact his employment opportu-nities following a successful kidney transplant.

When asked why he gives boldly to the Kidney Foundation, Douglas shares, “The donations will not only help my son but other people throughout the country. The Kidney Foundation is working to formulate better treatments for patients and provide alternatives to waiting on the donation transplant list. The end goal is to prevent kidney disease in the future.”

To learn more about Give Boldly and how you can maximize the impact of your donations, visit www.arcelormittalgiveboldly.com.

amanda.scott@arcelormittal.com

Douglas Mathews (right) gives boldly to the National Kidney Foundation of Indiana to support his son (left) and all others who are suffering from kidney disease.

The American Red Cross has recognized our colleagues from ArcelorMittal Cleveland and USW Local 979 for being Premier Blood Partners for 2020. This prestigious honor recognizes the plant’s and union’s joint support of the community and national blood supply.

In the past year, ArcelorMittal Cleveland employees and USW Local 979 members helped the Red Cross collect more than 150 blood donations as part of their deep-rooted commitment

to help save lives of patients facing illnesses and injuries in this community.

“Our members and colleagues share that same humanitarian value to help our neighbors, and we are grateful for the opportunity to host blood drives that will do just that here in our community,” said Tony Pasquale, USW Local 979 safety chair and blood drive coordinator.

“ArcelorMittal Cleveland is proud to be a part of the Red Cross mission that helps ensure lifesaving blood is available for

hospital patients in need,” added Summer Paris, corporate responsibility manager.

Giving Back: ArcelorMittal Cleveland, USW Local 979 achieve Premier Blood Partner status for work with the Red Cross

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine9

Shelby makes an ‘Ideal’ bikeHeidi Umbhau

Shelby’s first foray in the bicycle industry began in 1895 with the Shelby Cycle Manufacturing Co. The sprawling plant was home to the “Ideal” bicycle.

Two Chicago men moved their cycle business to Shelby to be located closer to the Shelby Steel Tube Works

(currently ArcelorMittal Shelby). It was the largest in the world and provided the best tubing in the market, according to the cycle company’s marketing brochure.

The first order received was for 1,000 bicycles from Thomas Varney of San Francisco, who owned one of the finest retail bicycle shops in the world, according to a newspaper account. With another order destined for British Columbia, the

company quickly put 300 men on the payroll. Men worked all night, in the glow of the plant’s own electric power, to fill the orders.

The company became part of the American Bicycle Company trust by 1900, but closed in 1901.

The tubes works continued producing steel tubes and again began selling them to a bicycle company, this time in 1921. The Shelby Cycle Frame Builders

were lured to the Ohio town by a local supply of seamless tubing and the promise of free factory space. The company began producing frames and forks in Shelby. In 1925, the company name was changed to Shelby Cycle Company and began assembling complete bikes.

Shelby bicycles became nationally known in 1927 when

Clarence Wagner broke the transcontinental

record from Newport Beach to Atlantic City in 20 days, 17 hours, riding a Shelby Whippet.

By 1937, Ohio companies made 50 percent of American bicycles; the Shelby Cycle Company was responsible for a third of the output. Working day and night, 400 employees produced more than 200,000. During World War II, the factory was retooled to produce tank rangefinder telescope tubes,

gun shells, and airplane rockets, all made with Shelby tubing.

Nearly 100 years later, Shelby bicycles are highly collectible and still ridden for pleasure every day, a testament to the strength and quality of ArcelorMittal Shelby and its workforce, which continues to produce high-quality steel tubes today.

heidi.umbhau@arcelormittal.com

#Go

BigOperations>

Talking tongs... yours lift a few ounces of lettuce, ours lift a few tons of steel.

Your ladle vs. our ladle. Steelmaking ladles can hold 300 tons of hot metal.

Founded in 1857 as Saucona Iron Company and assuming the name Bethlehem Steel in 1899, there are any number of incredible feats which Bethlehem Steel (an ArcelorMittal legacy company) accomplished.

Bethlehem Steel built not just bridges and buildings, but monuments. The George Washington Bridge, Golden Gate Bridge, Chrysler Building, Rockefeller Center, Alcatraz Island and the Hoover Dam all have steel from Bethlehem and all are landmarks. The company even had a championship-caliber soccer club.

So, with all that in mind, we turn to Adventure Comics #67. Published by DC in October of 1941, it features Starman as he faces a new villain, with the debut of Mist in this particular comic.

The Mist wants to “cripple the country’s industrial regions” by targeting “Pittsburgh, Bethlehem and other big factory districts!” and Starman must top him.

So, in 1941, Starman is out to save Pittsburgh, Bethlehem and other big factory districts. Does Mist succeed?

[Spoiler Alert]No. Starman rescues the

girl, saves Bethlehem Steel and hurts the bad guy. What were you expecting? This was 1941 and the good guy always won!

*Images are credited to Adventure Comics #67, by DC. Reprinted with permission from discoverlehighvalley.com This article has been edited for clarity.

“The Mist” targets steel mills like ArcelorMittal legacy company, Bethlehem Steel.

Starman, defender of steel mills, takes on “The Mist” in this classic comic book.

A legacy company versus a comic book villain: Can it defeat ‘The Mist?’

Legacy>

ArcelorMittal Shelby (formerly Shelby Steel Works) has produced tubing for bicycles since 1865.

Follow us

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine10

Show us your moves!Although this year’s Health Week was virtual, that did not mean our employees were not staying active, going outdoors and moving around to maintain and work toward a healthy lifestyle. We encouraged our workforce to submit photos and showing us their moves, whether that was walking around the neighborhood, gardening in the front yard, running a marathon or playing catch with their kids.Shira Cohen

“I enjoy the vigorous activity associated with ice hockey, playing weekly in South Bend, IN and Stevensville, MI. This photo is of the recent “Light the Lamp” charity event in Carmel, IN for the fight against leukemia and lymphoma with my son. Lastly, I like to go backpacking. A recent photo (inset) is from a backpacking trip to Patagonia, Chile with my brother, hiking the ‘O’ at Torres del Paine National Park.”

– Barry Felton, senior project manager, ArcelorMittal Burns Harbor

“This summer I have been using my motorcycle as an excuse to clear my mind and explore different places and routes throughout Indiana and Michigan. I especially love cruising to the beach to take in some fresh air and walk through the sand and water.”

– Biz Hartman, project engineer – quality assurance, ArcelorMittal Burns Harbor

“One of my interests is hang gliding. It’s all about the last step, the moment the glider lifts you off the ground! Carrying the glider back up the hill is good exercise too!”

– Don J. Richards, EDI administrator, ArcelorMittal Coatesville

“I compete in Ironman competitions, which are a 2.4-mile swim, followed by a 112-mile bike ride, followed by a 26.2-mile run. Training for and completing an Ironman builds a lot of mental toughness. I know and have trained with several ArcelorMittal employees that have completed the Ironman. Shout out to all my Ironman brothers and sisters!”

– John Sakelaris, division manager, plate mills planning, ArcelorMittal Burns Harbor

“This is a picture of my boyfriend and me walking our Rottweiler named Rocky! We both usually sit down for work, so in order to get our steps in, we walk Rocky after.”

– Jesenia Zendejas, project tax analyst, ArcelorMittal USA

Flu season is here and so is Covid-19Learn the symptoms, the complications and how to reduce your risk of contracting either.

Wellness>

If you’re coughing, sniffling, wheezing... how do you know what’s wrong? Here are the main differences between a flu virus and the coronavirus.

Flu and the coronavirus share certain symptoms:• Fever or feeling feverish/chills• Cough• Shortness of breath or difficulty breathing• Fatigue (tiredness)• Sore throat• Runny or stuffy nose• Muscle pain or body aches• Headache• Some people may have vomiting and diarrhea, though this is more common in children than adults

Flu viruses can cause mild to severe illness, including common signs and symptoms listed above. Other signs and symptoms of COVID-19, different from flu, may include change in or loss of taste or smell.

Both COVID-19 and flu can result in complications, including:• Pneumonia• Respiratory failure• Acute respiratory distress syndrome (fluid in lungs)• Sepsis• Cardiac injury (heart attacks and stroke)• Multiple-organ failure (respira-tory failure, kidney failure, shock)• Worsening of chronic medical conditions (involving the lungs, heart, nervous system or diabetes)• Inflammation of the heart, brain or muscle tissues

• Secondary bacterial infections (infections that occur in people who have already been infected with flu or COVID-19)

There are differences. Most people who get flu will recover in a few days to less than two weeks, but some people will develop the complications listed above. Other complications associated with COVID-19 can include: Blood clots in the veins and arteries of the lungs, heart, legs or brain and multisystem inflammatory syndrome in children (MIS-C).

MIS-C is a condition where different body parts can become inflamed, including the heart, lungs, kidneys, brain, skin, eyes, or gastrointestinal organs. Doctors do not yet know what causes MIS-C. However, we know that many children with MIS-C had the virus that causes COVID-19, or had been around someone with COVID-19. MIS-C can be serious, even deadly, but most children who were diagnosed with this condition have gotten better with medical care.

To reduce your risk of contracting coronavirus (and the flu):

Wash your hands often. • Wash with soap and water for at least 20 seconds, especially after you have been in a public place, or after blowing your nose, coughing, or sneezing. If soap and water are not readily available, use a hand sanitizer that contains at least 60% alcohol. Cover all

surfaces of your hands and rub them together until they feel dry. Avoid touching your eyes, nose, and mouth with unwashed hands.

Avoid close contact.• Inside your home: Avoid close contact with people who are sick. If possible, maintain six feet between the person who is sick and other household members.• Outside your home: Put six feet of distance between yourself and people who don’t live in your household. Remember that some people without symptoms may be able to spread virus. Keeping distance from others is especially important for people who are at higher risk of getting very sick.

Cover your mouth and nose with a mask when around others.• You could spread COVID-19 to others even if you do not feel sick.• The mask is meant to protect other people in case you are infected.• Everyone should wear a mask in public settings and when around people who don’t live in your household, especially when other social distancing measures are difficult to maintain. Masks should not be placed on young children under age two, anyone who has trouble breathing, or is uncon-scious, incapacitated or otherwise unable to remove the mask without assistance.• Continue to keep about six feet between yourself and others. The mask is not a substitute for social distancing.

Cover coughs and sneezes.• Always cover your mouth and nose with a tissue when you cough or sneeze or use the inside of your elbow and do not spit.• Throw used tissues in the trash.• Immediately wash your hands with soap and water for at least 20 seconds. If soap and water are not readily available, clean your hands with a hand sanitizer that contains at least 60% alcohol.

Clean and disinfect.• Clean AND disinfect frequently touched surfaces daily. This includes tables, doorknobs, light switches, countertops, handles, desks, phones, keyboards, toilets, faucets, and sinks.• If surfaces are dirty, clean them. Use detergent or soap and water prior to disinfection.• Then, use a household disinfectant. Most common

EPA-registered household disinfectants will work.

Monitor your health daily.• Be alert for symptoms. Watch for fever, cough, shortness of breath or other symptoms of COVID-19. This is especially important if you are running essential errands, going into the office or workplace, and in settings where it may be difficult to keep a physical distance of six feet.• Take your temperature if symptoms develop. But don’t take your temperature within 30 minutes of exercising or after taking medications that could lower your temperature, like acetaminophen.

Most healthy adults may be able to infect others beginning one day before symptoms develop and up to five to seven

days after becoming sick. Children and some people with weakened immune systems may pass the virus for longer than 7 days.

Symptoms can begin about two days (but can range from one to four days) after the virus enters the body. That means that you may be able to pass on the flu to someone else before you know you are sick, as well as while you are sick. Some people can be infected with the flu virus but have no symptoms. During this time, those people may still spread the virus to others.

It may be hard to tell the difference between the coronavirus and the flu based on symptoms alone, and testing may be needed to help confirm a diagnosis.

Source: Centers for Disease Control

Did you know that reducing stress can make you safer at work? Stress can lead to accidents and injuries, but there are ways to manage your stress.• Build strong relationships. Spending time with friends and family outside of work can help you better deal with the demands of your job. Connecting with others will build emotional resources that let you deal with

work-related stressors better.• Practice mindfulness. Meditation, yoga, or other mindfulness techniques activate your nervous system and help you stay calm when the pressure hits. You’ll be able to slow down, assess the situation, and avoid the fight-or-flight response that’s common in stressful situations.• Cultivate meaningful hobbies. Having challenging activities

outside of work can take your mind off your job worries so you arrive at your workplace fresh and ready to respond to crises. You don’t have to climb mountains or race dirt bikes, but any activity that occupies your mind will help reset your priorities and see problems with a more relaxed perspective.

Source: Inverse.com

Less stress, fewer injuries: Three practices that could lead to a safer workplace!

1 | ArcelorMittal USA | November/December 20201 Company 1 Community 1 Magazine11

In 1856, Henry Bessemer patented a new process for melting low-carbon iron. This led to the production of cheap steel in great quantities and an amazing era of progress in transportation, construction and industrialization.

Around 3500 B.C.,

Egyptians smelt iron

for the first time. They

could only smelt

small amounts and

most were used for

ornamentation.

In 1865 Andrew

Carnegie was building

his wealth on steel. He

owned stakes in bridge

building companies,

rail and locomotive

works and an iron mill.

In 1847, William Siemens built a new glass furnace that allowed a furnace to maintain peak temperature by recycling heat from the process.

Hannah Hakim

Bethlehem Steel (an ArcelorMittal legacy company) was an integral part of the war effort during World War II. Bethlehem Steel was in operation from 1863-1995. It was a crucial part of the success of the United States during World War II. Pennsylvania’s steel mills manufactured one-third of the United States’ steel supply. Bethlehem Steel was based in Bethlehem, PA. At the start of World War II, there were 13,055 employed at Bethlehem Steel. In 1943, there were 31,523 people working in Bethlehem Steel. The

number of employees more than doubled. Bethlehem Steel also had plants throughout the state and in Baltimore, Buffalo, Los Angeles, San Francisco, Massachusetts, and Seattle. Throughout the whole country, there were a total of 283,765 people employed by Bethlehem Steel during World War II.Bethlehem Steel supplied the United States military with much needed supplies. A few weeks after Pearl Harbor was bombed, Bethlehem Steel had $1.3 billion in orders to make all sorts of military supplies including bomb casings, armor piercing shells, gun forgings, airplane parts and warships. Bethlehem Steel made parts for the radial, air-cooled engines

mounted on Navy planes. Bethlehem Steel also made parts for all Army Air Corps Bombers, and they made forgings for submarine air flasks. Bethlehem Steel produced 70% of all airplane cylinder forgings, one-fourth of the warships’ armor plates, and one-third of the cannon forgings, during World War II. Bethlehem Steel’s most important production was steel ships. Bethlehem Steel produced 1,127 ships for World War II. The plant trained thousands of workers to build the ships. Bethlehem Steel made almost every part of the ship too, not just the frame. They made the engines and the armor plates that protected the engines. Bethlehem Steel also produced the guns and shells used on the ships. It was responsible for making one-fifth of the entire US Navy’s fleet. Pennsylvania industries also produced radio crystals, parachutes, rations and 100-octane aircraft fuel.Bethlehem Steel’s contribu-tion to the military ensured the success of the Americans and the Allies during World War II.Hannah Hakim was in 9th grade when she wrote this article featured on salutetofreedom.org, the website of the National World War II Museum. Our thanks to Hannah, who is now in college, and the museum for permission to reprint this article.

Steel at war

Liz JohnsonU.S. automakers produce some great cars: from the ‘55 Chevy to the Corvette Stingray to the Ford Mustang. But Detroit has also produced cars that just never caught on or were downright dangerous: from the Edsel to the Gremlin to the Pinto. But among the worst is a car that was probably never manufactured: the Horsey Horseless.

In the late 1800s and early 1900s, cars shared the road with horses. And the horses often bolted at the sight of the cars. In fact, in 1900, horses killed 200 people in New York City alone.

That’s when Uriah Smith, a Michigan minister, came up with the idea of making a car look like a horse. He patented the idea for the Horsey Horseless, a full-size, wooden horse head that could be attached to the front of a car. He believed real horses would be more comfortable around a wooden horse. He also made the horse head hollow, to contain fuel. But horses recognize other horses by smell, not just sight. And, of course, the idea of a wooden head filled with fuel probably wasn’t a great idea either. Smith’s dream never caught on and lives on only in his patent application.

In 2007, in advance of the Detroit Auto Show, Time Magazine named the Horsey Horseless one of