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06Our energy conservation efforts get a turbo boost

03Welcoming our Members of Parliament to ArcelorMittal Dofasco

07Snapshots! The people, places and events of ArcelorMittal Dofasco

04Meet Silgan, the USA’s largest food can manufacturer

03The Manufacturing Excellence Pillar

Learning & Development>

Learning and development continues to create valueArcelorMittal staff around our sites celebrate the company’s fourth annual Learning Week.

Ginette DematteisGinette.dematteis@arcelormittal.com

ArcelorMittal announced its first quarter (Q1) results for 2016 on May 6. Performance in the first three months of the year was influenced by very tough conditions in the second half of last year, when steel spreads – the difference between raw material and steel prices – reached all-time lows. As anticipated, spreads have since recovered in our core markets to more sustainable levels and this is expected to result in improved results in the coming quarters.

Our priorities for 2016 remain the same: • to improve safety

performance, with a specific focus on fatality prevention

• to deliver our financial objectives and remain cash flow positive

• to implement our strategic plan.In a letter to employees about

the results, Mr. Mittal commended the progress made regarding Health and Safety – in improving our lost-time injury frequency rate (LTIFR) – but highlighted that more needs to be done to further reduce the number of fatalities. “We have suffered four fatalities so far this year; four less than in the same period of 2015, but still

four too many,” he said. In a video interview with

Nicola Davidson, Vice President, Corporate Communications and Corporate Responsibility, Mr. Mittal reiterated that we cannot be satisfied until we achieve zero harm, expressing his concern at the increased number of near misses recorded since the beginning of this year. “These are accidents which could have led to a serious injury or fatality. So this is a sign that there could be more fatalities in the future,” he warned, saying this area will require increased focus in the months to come.

Looking at our financial results in Q1, the company recorded an EBITDA of US$0.9bn, 15.9 per cent lower compared with the previous quarter mainly due to the lagged effect of the weak steel pricing environment in 2015. At the time of the full-year results, Mr. Mittal said that although the outlook was challenging, there were encouraging signs we had reached the bottom when it came to steel prices.

Since that time, we have seen higher than anticipated demand from China, pushing spreads to the highest levels for some time. According to our chairman and CEO, “when we see markets improving, we must take every

opportunity to maximize value,” but he also stressed that we should see spreads fall again, and that the market environment will continue to be volatile, as it remains to be seen when the Chinese government’s plan to reduce capacity by 100Mt–150Mt will materialize.

In the mining segment, iron ore prices have also rallied, rising by nearly 50 per cent over the past four months driven by a combination of factors, including improved credit availability and rapidly rising steel prices in China, and a reduction in output from domestic miners as new supply enters the market from Australia and Brazil. But the positive effect of higher pricing has been mitigated by lower volumes of marketable iron ore shipments (down 21.1 per cent quarter-on-quarter) – the result of seasonally-lower shipments in Canada and reduced output in Liberia and Mexico as we maintain our focus on the most cost-competitive operations.

Mr. Mittal commended the mining segment’s “impressive performance” in reducing costs by 20 per cent in 2015 against a target of 15 per cent, which allowed it to maintain a stable EBITDA at US$98m quarter-on-quarter and to get to a point where it is able to break even at an

iron ore price of US$40. The aim now is to achieve a further cost reduction of at least 10 per cent in 2016.

As we move into the second half of the year, our ability to deliver on our financial objectives and remain cash flow positive – which means that we have cash inflows that are higher than cash expenditures – will depend on how well we deliver on our strategic plan: Action 2020.

Mr. Mittal expressed his gratitude towards ArcelorMittal employees, who have shown full commitment towards meeting – and often exceeding – the plan’s strategic targets: “They are generating new ideas, they are creating new working groups and they are telling us that there is more to do. People undertand that volatility in steel will continue, so we have to make some changes which will create the longer-term sustainability of the business and also create value for our shareholders.”

He also welcomed the progress made in the implementation of our Action 2020 plan in the various segments, including the ramp-up of Calvert in the U.S., the transformation plan and clustering of finishing sites in Europe, the value plan and high-added-value (HAV) mix

optimization in Brazil, and the competitiveness gains in ACIS.

With this year marking the 10th anniversary since the creation of ArcelorMittal, Mr. Mittal said:

“We have achieved a lot over the past 10 years, whether in adapting to very difficult market conditions, demonstrating our ability to operate in challenging environments, for example the war in Ukraine or the Ebola outbreak in West Africa, developing increasingly innovative and high-tech steels for our customers, or cementing our position as the leading supplier in important markets and critical segments like automotive.

“As we enter this second decade, our focus must now be on ensuring we can cement and further grow our leadership position. We want to take the company to the next level of excellence.”

For more information on ArcelorMittal’s financial results for 2016, go to myarcelormittal.com where you will find Mr. Mittal’s letter and video interview, as well as the key highlights of the quarterly webcast for the top 500. For more information on ArcelorMittal Dofasco’s first quarter results, check your inbox for CEO Sean Donnelly’s letter to employees (May 6, 2016).

ArcelorMittal’s first quarter 2016 results 1 | ArcelorMittal Dofasco | June 2016 Global News2

This year’s global events were organized around the theme “Are you ready for Action 2020?” – aiming to hone the skills employees need to successfully implement the company’s five-year strategic roadmap.

The success of Action 2020 – which aims to deliver real structural improvements unique to ArcelorMittal’s business – depends on our segments’ ability to achieve their strategic targets. Since employees are the real drivers of Action 2020, this year’s Learning Week focused on the skills colleagues need to successfully execute strategic plans.

Local initiatives are tailored for local needs and priorities, and are “every bit as diverse and creative as in preceding years,” according to Brian Callaghan, Vice President of Leadership Development. Events ranged from “lunch and learn” sessions, to a “hackathon” and online training on the financial aspects of Action 2020. Several sites had parallel “taster” sessions to broaden the activities on offer and attract maximum participation from staff, their children and local students. All sessions are employee-focused, emphasizing the leadership and development skills we need to play an active role in the next phase of our company’s journey.

Brian – who helped make Learning Week a regular fixture in the company calendar – explains how the popular initiative began: “The very first Learning Week took place at ArcelorMittal Dofasco and was a big success. Thanks to this positive experience, the Learning Council introduced the initiative to the wider group in 2013. Our very first event saw more than 11,260 employees get involved, so we knew it would work well as an annual event.”

Learning Week provides a platform to promote our learning facilities – including ArcelorMittal University, the functional academies, and local training centres – and to encourage employees to reflect on how learning can help them progress in their role and wider career. It also plays an important role in highlighting the importance of learning and development to our organization, according to Brian:

“At ArcelorMittal, you’ll often hear people talk about the 70-20-10 model. It means that 70 per cent of what we learn is done through practice – such as on-the-job training – 20 per cent is through interacting with others, and 10 per cent is through formal structured training. Learning is a continuous process, which thrives and becomes more effective in a collaborative, interactive, and supportive environment. That is the type of environment we want to foster at ArcelorMittal. Everyone should be both a trainer and a learner every day.”

ArcelorMittal University was created with this philosophy in mind. In just a short timeframe, soon after the company merger, the University grew to include an impressive portfolio of classroom, online, and blended programs which played a key role in uniting the two companies and building ArcelorMittal’s culture.

Over the past 10 years, the University has continued to expand, offering employees a network of regional campuses – across Luxembourg, South Africa, Ostrava, the Czech Republic, Spain, Canada, Ukraine and Kazakhstan – and functional academies. Today, every employee has direct access to a vast offer of online learning, plus a rich catalogue of face-to-face training delivered locally and centrally.

The evolution of the Online Campus, in particular, has been an “incredible journey,” according to Brian. “From humble beginnings, our online offering today provides free access to learning with a vast array of learning paths that can really help individual’s growth and development across many areas. All you need to do is connect to MyOnlineCampus and look for opportunities to learn.”

Despite the various challenges our company has faced over the years, management has maintained its support for the University and its commitment to learning and development. “The company recognizes the importance of investing in people – who are integral to our business and its future. Even with this support, we’ve put in place initiatives to make learning even more cost-effective, timely, and directly applicable to the

business.” This commitment means we

can expect the company’s learning programs to continue evolving. “We are constantly refreshing our existing programs based on the business strategy,” explains Brian. “New initiatives include an app for new hires and upcoming easy reference guides for employees facing a new challenge after a promotion or a

job switch. We want learning to integrate seamlessly with your day-to-day challenges, so our online courses will soon be available at the touch of a button on your smart device.”

So can learning and development really make a difference in helping us achieve Action 2020? “Yes,” says Brian. “Improving the company’s performance consistently and

sustainably requires us to improve performance on an individual basis. We do this by continually developing our capabilities, which in turn enables organizational growth and better performance. If every employee at every level focuses on developing one skill that will enable him or her to do their job more effectively, it will undoubtedly help us achieve Action 2020.”

He adds: “The University is well-positioned to support the capabilities needed to deliver Action 2020 and beyond. But we will need to increase our capability for online learning and virtual delivery, and focus on local delivery – in local languages – wherever possible. Our focus is to ensure the University continues to be a key strategic partner for the entire business.”

• Lost-time injury frequency rate (LTIFR) of 0.72, compared with 0.83 in Q4 2015

• EBITDA of US$0.9bn, down 15.9 per cent compared with Q4 2015

• Steel shipments of 21.5 million tons, up 8.8 per cent compared with Q4 2015

• Iron ore shipments of 13.1 million tons, of which 7.8 million tons shipped at market prices

• Pro-forma net debt of US$13.3bn

“Are you ready for Action 2020?”

1 | ArcelorMittal Dofasco | June 2016 Local News 3

Tom Vert tom.vert@arcelormittal.com

First and foremost, we are a manufacturing plant. That means Manufacturing Excellence, the way our plant runs, is at the core of everything we do. How do you ensure Manufacturing Excellence? Great equipment, run by great people with great processes. That’s the foundation.

The evolution of the Manufacturing Pillar finds its roots in Manufacturing Process Reliability (MPR). MPR has centred on asset Maintenance and became a focus starting approximately 10 years ago. We asked ourselves ‘how can we properly conduct maintenance?’ and put our emphasis on equipment. Later, we expanded this approach to include all of Manufacturing and also began to incorporate processes along with the equipment. Today, our Manufacturing Excellence Pillar includes all of the components of MPR along with the People Excellence Pillar as an enabler and route-based improvement teams and Capital projects as needed.

Loss AnalysisSince the launch of the new Manufacturing Excellence Pillar, Business Units have been assessed against the new Manufacturing Excellence standards along with

their performance to determine current gaps. Business Units with performance gaps are driving short-term (three to six month) focus for performance recovery by understanding all the work underway for asset stability, prioritizing and refocusing efforts on high-impact work and prioritizing resources and focusing on hot spots across the plant. Business Units that are currently stable are focused on the “base” to ensure long-term results through implementation of a sustainable framework, which establishes and maintains a solid foundation for asset reliability and predictability. This base engages all levers and tools to drive Capital and Technology led improvements as well as route-based improvement teams.

While we have current good performance, what we see from the dynamics of the industry is that good will not be good enough going forward – we must always improve to stay ahead of our competitors. We have firm zero mindset targets on our journey:

• 0 Lost Time Injuries!• 0 Air/Water/Ground

Reportable Incidents• <1% Reapplies; <5% Reworks• 12,865 nt/day Slabs• 5.4M Hot Mill Capacity• 3.6M Cold Mill Capacity• 2.6M Galv Capacity

Right now, Business Units are

at different stages. Some are working on lagging indicators, some are working on leading indicators, some have issues with SOPs, others have challenges with changing demographics due to retirements. It really is business unit-led on what the key issues are. For example, the Cold Mills recently reported on how they’ve gone from being capable of 3 million tons to 3.2 million tons based on the work they’ve done. They are now pushing towards 3.6 million tons capacity.

To eliminate the losses and hit our targets, we will require a combination of large capital projects, WCCI Improvement Teams and Research and Development efforts. You need all three components to close the gaps that we have.

Loss ReductionTo reduce our losses, we are working towards monitoring leading indicators as opposed to lagging indicators (much like Health and Safety). Lagging indicators are the ones we always talk about, such as what was our production tonnage? Well, tons are created by how much uptime you have (planned and unplanned delays) and then how fast you run (throughput or rate loss). However, this is looking in the rearview mirror – it is what

happened in the last 24 hours, the last week, the last month, the last year.

Where lagging indicators is an indication of performance, we believe leading indicators is the critical component of sustainability.

Essentially, the leading indicators are those things that give us an idea of how the next shift, or next week are going to go. It’s the trends and data that provide an indication of what’s to come. Examples are MPR audit scores, ratio of reactive to proactive work, Performance Control System (PCS) audit scores, scheduling efficiency, Standard Operating Procedure reviews and training plans, among others.

A lot of this work is centred on People and Process, with a fundamental need for effective

communication and hand-offs.

Loss PreventionWhere this approach truly

embeds itself is with the Performance Control System (PCS). With proper implementation of PCS, when

someone comes onto the shift they know the status of the things they control, they know what is in a good position and whether they can trust the systems are working properly. This is critical information. I see this all around the facilities – PCS boards which show us how things are looking shift by shift over the previous days, which gives a great indication of the environment and what’s required to ensure good performance. This is the type of environment that

creates well-trained knowledgeable people with excellent work instructions (SOPs), which in turn creates great results.

Loss Prevention is also part of MPR through a proactive work process currently being implemented. This work drives long term sustainability of our equipment and predictability of our processes through use of forward looking analysis tools. These tools help us assess potential losses due to risks associated with process control and equipment condition.

Collectively, using the combined experience and knowledge of Operations, Maintenance and Technology, we identify what the next potential hot spots could be and put in measures to mitigate losses before they occur. This approach will help us drive our assets to the next level of reliability performance.

The biggest difference with our Manufacturing Excellence Pillar is that in the past we didn’t have a sustainable way of getting employee input in order to have everyone help solve problems. We’ve had isolated efforts but now we have 100 improvement teams a year in Manufacturing and everyone is driving forward whether it’s Environment, Health and Safety, Quality, Production, or any other area of focus. We have a system that for the foreseeable future provides all employees an opportunity to be involved in solving problems. You don’t have to wait to be on a capital project – you can solve problems in your own area of influence. That’s 800 employees a year who we can get involved that we didn’t have before, and the system can be sustained forever.

This story is the fourth in a series on the WCCI pillars at ArcelorMittal Dofasco. To learn more about our World Class Continuous Pillars, read the December 2015, February 2016 and April 2016 issues of 1 Magazine.

The Manufacturing Excellence PillarThrough this World Class Continuous Improvement Pillar, our mission is to sustain and improve the utilization (capacity) of our assets for both optimum cost efficiency and to meet our prime throughput goals

« Vision: A sustainable world-class manufacturing asset base operating predictably and stably to produce cost effective steel coils that meet our customers’ needs. »

> MPs Visit > Awards and Accolades

Members of Parliament from the Hamilton area visit ArcelorMittal Dofasco On Wednesday, May 25, we were pleased to welcome five Hamilton area members of Parliament to ArcelorMittal Dofasco. During the visit, we took time to share information about ArcelorMittal Dofasco as well as discuss the steel industry and Canadian manufacturing policy.

Marie Verdun marie.verdun@arcelormittal.com

Area Federal Members of Parliament, Bob Bratina (Hamilton East -Stoney Creek), David Christopherson (Hamilton Centre), Pam Damoff (Oakville North – Burlington), Scott Duvall (Hamilton Mountain) and Filomena Tassi (Hamilton West – Ancaster – Dundas) as well as staff members from Hon. Karina Gould’s (Burlington) office, met with President and CEO Sean Donnelly and members of senior management, while also touring our facilities to get a first-hand look at ArcelorMittal Dofasco.

Sean shared a bit about our company – at the global, national and local levels. ArcelorMittal Canada employs more than 9,500 Canadians, creating nearly 40,000 additional jobs. Our Canadian operations distributed $1.367B CAD in direct economic value in 2015 (employee wages and benefits) and made investments of $2.1M CAD in the community. We produced 28.7 million metric tonnes of iron ore and 5.5 million metric tonnes of steel used in the automotive, construction, packaging and energy markets, along with more than 100,000 metric tonnes of tubular steel products for the automotive and energy markets and more than 2.4 million welded blanks used in the automotive market.

The group discussed the need to address record levels of global steel overcapacity, which

negatively affects the Canadian Steel Industry and our national economy. They also discussed the need to take action on unfair trade through the implementation of The Canadian Steel Producers Trade Remedy Modernization initiative to improve the effectiveness of Canada’s trade tools, as well as the need for Canada to maintain China’s status as a non-market economy beyond December

2016. Other issues discussed included growing Canadian advanced manufacturing supply chains, including Automotive, Infrastructure and Energy, as well as Climate Change and Skilled Trades training.

The discussions and tour took place in advance of Steel Days on Parliament Hill, June 6 and 7, during which the Canadian Steel Producers Association and member companies meet with

Members of Parliament to discuss the Canadian Steel Industry; its place in the economy, challenges and opportunities. We look forward to continuing to work with the Government of Canada and the other members of the Canadian Steel Industry to build a strong sustainable advanced manufacturing supply chain in Canada.

From left: Hon. Scott Duvall, (Hamilton Mountain), Hon. Pam Damoff, (Oakville North – Burlington), Hon. Filomena Tassi (Hamilton West – Ancaster – Dundas), Hon. Bob Bratina (Hamilton East -Stoney Creek) and Hon. David Christopherson (Hamilton Centre) visited ArcelorMittal Dofasco on May 25, meeting with President and CEO Sean Donnelly and members of senior management, while also touring our facilities to get a first-hand look at ArcelorMittal Dofasco.

Awards, Accolades and KUDOS ArcelorMittal Dofasco won a Canadian Industry Program for Energy Conservation (CIPEC) Leadership Award in the category of Corporate Stewardship. The award is from Natural Resources Canada and as Sarah Stinson, Director Industry Division, Office of Energy Efficiency, wrote in a letter announcing our win, the award recognizes our ongoing results in reducing energy at Dofasco: “Your integrated energy efficiency strategy project demonstrated significant achievements in energy efficiency and environmental stewardship within Canada’s industrial sector and is well aligned with the Government of Canada’s commitment to advancing its clean growth agenda.” Read more about our energy efficiency work on page 6.

Tim Ford (Loss Prevention) recently published his first novel, Santa Dies Again. Tim celebrated his achievement with a book launch on April 9 at The Ale House in Hamilton and is looking forward to publishing several more volumes of the

story. Congratulations Tim!Our Hamilton Research

and Development Lab (one of 12 worldwide) recently won a Global R&D Health and Safety Award. The team won the “Together for Safety Award” for its approach to customized safety posters and layered commitments. Read more about producing your own Stop. Challenge. Choose. poster on page 5.

The Utilities Finishing Environmental Team recently achieved 10 years without a Lost Time Injury. The team of approximately 40 operates and maintains No.1 and No. 2 Cold Mill Waste Water Treatment Plants as well as No.3 Acid Regeneration Plant. Business Unit Manager Virginia Valsi attributes their achievement to a passion for Health and Safety and outstanding communication. Congratulations team!

If you know a team, employee or retiree that deserves recognition, please let us know! Send an email to marie.verdun@arcelormittal.com.

> Correction

Correction: In copies of the April edition of 1 Magazine that were distributed through inter-company mail, there was a misprint of ArcelorMittal Dofasco’s enduring motto: Our product is steel. Our strength is people.® The misprint, “Our strength is steel.” appeared in “Telling the Dofasco Story” on pages 4 and 5. We regret the error.

1 | ArcelorMittal Dofasco | June 2016Local News4

Angeline Voo (Commercial) angeline.voo@arcelormittal.com

ArcelorMittal Dofasco’s relationship with Silgan Containers began when our customer American National Can was acquired by Silgan in 1995. Silgan Containers is the single largest consumer of tin products and the largest provider of metal food packaging in the United States. Our company got its start supplying 10,000 net tons of tin plate steel a year to the Silgan Hoopeston, Illinois facility for use in coffee cans.

Over the years, Silgan has acquired a number of facilities including Carnation’s Can Division, Del Monte’s Metal Container manufacturing division, American National Can Co.’s Food Metal & Specialty

Business (American Can and National Can merged to form American National Can Company in 1986), Campbell Soup Company’s can manufacturing operations as well as Van Can, among others.

Our team is currently involved with Silgan on its CanVision 20/20® program, a continuous focus that will enhance its competitive advantage in metal food packaging. The CanVision 20/20 program is aimed at reducing the overall supply chain cost of the food can. To support this vision, we are leveraging our strong, collaborative new product development, creating some unique steel designs and applications.

ArcelorMittal Dofasco and Silgan Containers

Meet Silgan, the largest food can manufacturer in the USA and our valued customerIn this story, the team at Silgan shared a little bit about its company and our relationship, encouraging ArcelorMittal Dofasco to join it in ensuring steel food cans continue to be the preferred package of choice.

Who We AreSilgan Containers is the largest food can manufacturer in the United States with 57 percent market share. It is a subsidiary of Silgan Holdings, (NASDAQ: SLGN) which was founded in 1987 and today generates $3.9 billion in annual sales.

Silgan Containers is trusted by America’s most respected brands. Its reputation is based on a foundation of best-in-class quality, service and unsurpassed technical expertise. Our 29 plants across the country are strategically located to optimally serve our customer’s supply chain. We accommodate our customer needs with 97 different can sizes producing a total of 15 billion cans per year.

Silgan is able to fuel its success as a result of our continuous improvement culture.

The management team is first focused on providing a safe work environment for all employees, producing a best-in-class safety record. Secondly, it has created a culture that empowers employees to generate ideas/concepts that lead to tangible cost savings, reduce the environmental footprint and support communities.

The Steel We BuySilgan purchases tin free steel and tin plate coated steel coils, which are formed into food cans on high speed manufacturing lines. These are either made next door to our customer plants or shipped to them for filling and sterilization. It is highly likely you have a Silgan can in your home pantry. Food packaging requirements call for extraordinary quality demands throughout the supply chain.

Quality starts with our steel suppliers. The steel must not only meet quality specifications but it must arrive on time and our supply partners must be flexible enough to meet our customer demands. The metal food package will remain a vital means for feeding the growing global population. In the United States, can manufacturers continue to promote increased usage of canned foods through a consumer communication campaign called “Cans Get You Cooking.” Funded primarily by Silgan and Crown, we aim to educate consumers about the preserving technology of the food can. Canned foods do not need artificial preservatives because they are naturally preserved from the canning process. In fact, canned fruits and vegetables are on par nutritionally with fresh and frozen varieties,

and in some cases even better. One example of this is canned tomatoes. They have more lycopene, which is associated with reducing cancer risk and have more B vitamins than fresh tomatoes.

Reaching consumers with messages like that and the very important sustainability message, require a significant investment. Consumers use many different mediums for receiving information and making sure this message reaches them through a surround sound of techniques is expensive but has proven to be effective. Today, consumers report they have a more positive perception of canned foods and more of them report they have increased their usage of canned foods.

Join us in making sure steel food cans continue to be the preferred package of choice.

Local News1 | ArcelorMittal Dofasco | June 2016 5

On Global Health and Safety Day in April, teams from across ArcelorMittal Dofasco got together to discuss the next step on our Journey to Zero, Pyramid Builders. Employees (with access to the Intranet) can watch a short video to learn how Pyramid Builders works, the impact it has made across the plant, and how participants feel about deploying it in their areas. Watch the video at http://dof-vml-url.mittalco.com/PyramidBuilders.

On that day, about 200 Commercial employees also participated in a Not Myself

Today awareness session at the F.H. Sherman Recreation and Learning Centre. Not Myself Today is a program for organizations in Canada to educate about mental health, raise awareness and reduce stigma. While 44 per cent of workers in Canada say they have had mental health issues, only 23 per cent would talk about their illness with their employer. Only one-third of Canadians facing mental health problems or illness report getting help. The session discussed busting common myths about mental health and reducing stigma.

Health and Safety Day shines light on Journey to Zero, mental health

Retirees>

Getting more personal with Health and SafetyNew easy-to-use poster template is allowing individual employees and teams to share their own Stop. Challenge. Choose. “moments” with colleagues near and far.

Stop. Challenge. Choose. is a mindset that is taking hold across ArcelorMittal Dofasco and the Health and Safety team hopes that sharing personal stories of Stop. Challenge. Choose. moments will help further establish the idea in people’s minds.

This is why the team is providing employees with the opportunity to create their own Stop. Challenge. Choose. posters highlighting work or risks in your area which you think others should be aware. This helps call attention to risks in different areas, as well as encourage helpful discussions.

The existing Stop. Challenge. Choose. posters throughout the company have been well received, but with a new, easy-to-use PowerPoint template any individual or team can create a poster. Once you’ve added your own photos, text and headline and saved it as a PDF, you can email it to your area supervisor for approval. When approved, the PDF can be emailed to others, posted in your area, printed (by sending to printing3@arcelormittal.com) or even shared on the in-plant TV network (by sending to Brian Roberts in Health and Safety).

Employees are also encouraged to share their Stop. Challenge. Choose. moments by bringing them up at the end of meetings or other gatherings. It is a chance to share observations or highlight achievements in health and safety and to get people talking about this important topic.

For more information or instructions to create your own poster, contact Emily Tripp at emily.tripp@arcelormittal.com or ext. 2692.

Parting thoughts…After 44 years, Eliya Radusin of Utilities signed off from ArcelorMittal Dofasco. Here’s the email he wrote to friends and colleagues as he prepared to celebrate his last day on the job.

After 44 years and 4 months I will see my last Dofasco sunset on April 29th when I will retire with sadness. I almost reached the No. 1 position in Dofasco but fell just a bit short as I am currently No. 8 in company seniority and No. 3 in Manufacturing.

I’ve decided I can’t wait to be No. 1; it’s time to go and maybe one of you will reach that goal someday. Dofasco has been my family for many years. I have seen a lot of good friends leave prior to me and many are still in the plant today. It has been a great career for me working in Maintenance, Technology, Human Resources, and Learning and Development throughout the plant. I was a very lucky person to have the opportunity to advance through the organization because of many great mentors past and present.

I must give credit to many others who have supported me from CTS, Stores, Purchasing, Financial, Shops, WCER, IT, DMACS, and many of our hard working Admin people who keep us in check daily.

When I started at Dofasco, there were 14,400 employees and now we are approx. 5,400. What a change. We make better quality steel today with less operations and people. It is amazing what our people can do when we are put to the challenge. The company would not be where it is today if not for our employees and management and the great

work from all.As we all know, some of us

have difficulty with change. But in many cases we have no choice if we wish to survive economically. Many of you have stepped up to the plate to embrace change which is great and this is why we are a leader in the industry today. We still have many opportunities to improve in our Business Units,

as well as the processes and systems we have in place.

Many times I have heard employees saying we need the company to do more, but before you ask that question I have a question for each of you: What can you do in your job to make our departments safer and profitable, to transfer knowledge on the job, and better mentor our people. I

ask each and every one of you to take up the challenge and support our company and management, and Stop, Challenge and Choose.

I see some great opportunities for advancement for our younger people to replace old dogs like myself, or to be involved in special projects. To be successful we must all work hard and help the people who may be

struggling on the job to be stronger individuals.

When it comes to family, we all must remember you have two: Dofasco and home. They are both important. Let’s make sure that we work hard at both and ensure your personal safety as well as your family’ safety at home.

I must say in closing I would have never reached my aspirations

without many of you, the people are the ones that make us look good. I have been proud to know many of you and some I have not met because you are new to the work force.

I wish all of our new employees and our senior people a great career path and be safe.

It has been my pleasure to know you!

Eliya Radusin (front, centre) with his daughter, Alanna, and wife, Mary, celebrates his last day at ArcelorMittal Dofasco with friends and colleagues at the Utilities offices.

Stop. Challenge. Choose.

“The Dust Busters”

Foreign body in eye injuries continue to be our #1 H&S concern year after year in Coke.

We can’t change our environment (windy dusty work place) but we can be more diligent

when it comes to eye safety. Steps to Take

Always wear the glasses you were fit tested for

Use head straps to get a snugger fit when able

Don’t let your respirator interfere with the fit of your glasses

“The Dust Busters”

Foreign body in eye injuries continue to be our #1 H&S concern year after year in Coke.

We can’t change our environment (windy dusty work place) but we can be more

diligent when it comes to eye safety.Steps to Take • Always wear the glasses you were fit tested for

• Use head straps to get a snugger fit when able

• Don’t let your respirator interfere with the fit of your glassesStop. Challenge. Choose.

Abigail Cukier

1 | ArcelorMittal Dofasco | June 2016Local News6

Candice Olson candice.olson@arcelormittal.com

Since 2010, ArcelorMittal Dofasco has initiated 15 energy reduction projects across the business, with cross-functional teams working closely with Utilities, Engineering, Energy, Purchasing, Legal Services, Financial, Corporate Affairs and Environment to successfully complete them.

In fact, our company was recently recognized with a Natural Resources Canada Canadian Industry Program for Energy Conservation (CIPEC) Leadership Award in the category for Corporate Stewardship. The award was presented at an awards dinner at the Energy Summit in Niagara Falls on May 17, 2016.

Terry Young, Vice President, Conservation and Corporate Relations for the Independent Electricity System Operator (IESO), spoke at the dinner and highlighted Dofasco’s achievements.

“ArcelorMittal Dofasco has engaged in projects such as upgrades at its water treatment plant (helping conserve 4,000 Mega Watt hours per year), a new compressed air system (reducing costs by $400K annually), installing variable frequency drives at many spots in its facility (reducing costs by $500K per year) and generating electricity by using by-product fuels (generating 50,000 Mega Watt hours per year). ArcelorMittal Dofasco has an aggressive energy conservation agenda and has left no stone unturned – both large and small opportunities – to lower its costs. It has achieved more than 125,000 Mega Watt hours in recurring annual energy savings,” he told the audience. “Dofasco

also reaps the many non-energy benefits that come with these projects – such as a cleaner or brighter work environment; higher equipment reliability; corporate sustainability goals, among others. We encourage other industrial customers to speak to us about how they could achieve equally significant results.”

One of the recent projects is the installation of a turbine generator. With the closure of No.1 Coke Plant in 2015, 21 employees from the Utilities, Engineering, Energy and Environment departments worked together to create value out of the fuel that formally fed the coke plant. The team refurbished and installed a 12 Mega Watt turbine generator to capture by-product fuels from the blast furnace, generate additional steam in the boilerhouse and turn that steam into electricity that is used by the plant.

“When the decision was made to shut down No.1 Coke plant, we knew we needed to find a way to capture the flared gases that no longer had a home,” explains Mike Cortese (Utilities). “Successfully completing a project of this magnitude within an 18-month timeframe required a huge team effort. It was a complex operation because we needed to integrate a refurbished turbine-generator into a brownfield site at No. 2 Boiler House. We had to to make extensive modifications to the site to locate all of the new equipment. Doing so required excellent teamwork and close coordination from Operations, Maintenance, Technology and Engineering to do it safely, efficiently, and without disrupting existing operations in the area.”

Each team was responsible for a critical part of the effort. Utilities led the process design to

ensure that the generator would fit within the existing footprint. Utilities also trained operations staff to use the newly installed equipment. Engineering employees acted as the construction management group.They used their expertise to reroute wires, check pipes and reinforce foundations. The Energy and Environmental Management team initiated the project and liaised with the Ontario Power Authority (OPA, now called the Independent Electricity System Operator or IESO) to successfully apply for an incentive for the project.

The IESO incentive is part of Ontario’s new energy conservation efforts. Recently, the province moved to a lower carbon intensive electricity mix by removing coal from its power plants and investing in wind, solar and biomass energy. Energy reduction is also a cost-effective way for Ontario to protect the environment. As such, the IESO provides incentives to encourage local industries such as ArcelorMittal Dofasco to recycle manufacturing by-products and reduce consumption of energy from the province’s electricity grid.

The No.2 Turbine Generator is the second project of its kind to be installed at ArcelorMittal Dofasco. In 2012, a similar generator was refurbished and placed at No.1 Boiler House. Together, the generators produce almost 22 Mega Watts of power, which is enough to power almost 10,000 households for a year. This recycled energy also prevents 4,500 tons of greenhouse gases from entering the atmosphere every year and reduces demand on the province’s electricity grid, helping both the community and the company.

“It’s a win-win situation,” says Ian Shaw, (Energy Management Dept). ”Our capital investment will be paid back within the first year because of the amount of electricity costs we will save.”

The turbo generator project is part of an ongoing effort to lower ArcelorMittal Dofasco’s energy consumption, reduce electricity purchases, use our by-product energies effectively, decrease waste and generate our own power. Together, these efforts will help protect the environment for generations to come and save costs by decreasing our need to purchase electricity.

New turbo generator saves energy, expenditure and the environment.ArcelorMittal Dofasco’s energy management team continuously looks for opportunities to reduce energy consumption, minimize our impact on the environment and remain more competitive. Saving energy lowers costs while also satisfying government regulations and fulfilling customer requirements.

> Employee Donations

Approximately 50 employees participated in the No.2 Turbine Generator project. The No.2 Turbine Generator is the second project of its kind to be installed at ArcelorMittal Dofasco. In 2012, a similar generator was refurbished and placed at No.1 Boiler House. Together, the generators produce almost 22 Mega Watts of power, which is enough to power almost 10,000 households for a year. Some of them took some time for a photo in front of the Generator. Back from left, Dave Bailey, (Utilities), Steve Simpson (Utilities), Robert Poweska (Utilities), Ray Henderson (Utilities), Darren Bray (Utilities), Grant Zavitz (Utilities), Haneet Randhawa (Engineering), Lorne Johnson (Engineering), Steve Baker (Engineering), Dave Meredith (Energy) and Brad Stam (Engineering). Front, from left, Ian Shaw (Energy), Nick Bunda (Utilities), Virginia Valsi (Utilities), Dan Ing, (Engineering), Mike Cannon (Utilities), Matt Luscombe (Engineering), Mike Cortese (Utilities), and Conrad D’Costa (Engineering).

Hats off to the members of the Employee Donations Fund for coming together to invest in communityThe Employee Donations Fund has been a part of Dofasco since 1943, and so far in 2016, the group has contributed more than $100,000 to worthy community organizations

Susan Smith, Senior Manager Development with Easter Seals Ontario accepts a cheque presented by (from left) Eddy Mekli, Don MacVicar and Ron Howard (all from Commercial) on behalf of the Employee Donations Fund. The money is in support of Easter Seals’ Financial Assistance Program for children with physical disabilities, providing essential mobility, accessibility and/or personal care equipment.

Abigail Cukier

The Employee Donations Fund is having another banner year, with employees contributing more than $100,000 in the first six months to help local charities.

The Dofasco Employee Donations Fund started in 1943 as the “Dofasco Charity Chest.” Employees each pledged 10 cents from their weekly pay cheque to support the efforts of the Red Cross during the Second World War.

In the more than 70 years since, employees have invested more than $41 million to help organizations across Hamilton, Burlington and Niagara, including children’s charities, hospitals and food banks.

This year, Neighbour to Neighbour, Wesley Urban Ministries, and St. Matthew’s House each received a $10,000 food bank grant in February. Each

of these food banks along with Mission Services, Good Shepherd Centre, and Hamilton Food Share will each receive $10,000 in June as well.

Employee donations have also gone to the Inner City Outreach Ministry ($3,500 for its summer camp), Fit Active Beautiful Foundation ($3,300 to support its FAB Girls 5K Challenge program), Hamilton East Kiwanis Boys and Girls Club ($5,400 for its summer day camp) and Easter Seals ($24,000 for its Financial Assistance Program).

“A big thank you to the employees of ArcelorMittal Dofasco,” says Joanne Santucci, executive director of Hamilton Food Share. “You greatly help the 20,000 people living in poverty who access local emergency food programs in Hamilton each month by supporting Hamilton Food Share. Your support has been a vital part of our operation for decades and we are so thrilled to count you as one of our most treasured and passionate

contributors in the fight against hunger. There is no way we could do this work without you.”

Contributing to the Employee Donations Fund is easy. Fill out a payroll deduction form, choosing how much you would like to give, and bi-weekly donations will automatically be made in your name. Donations are recorded on your year end T4 slip for easy claiming at income tax time. The Employee Donations Fund Committee of elected employees and company representatives decides where the money will go.

“It’s in the culture of employees here to give to people in need,” said committee member Lina Stogiannis. “It’s a culture that has sustained over many generations. And all contributions are focused on the local community and are so important to the people we support. From the letters we get from organizations or their clients, and the stories we hear, every single penny we give is so appreciated.”

Local News1 | ArcelorMittal Dofasco | June 2016 7

Snapshots!The people, places and events of ArcelorMittal Dofasco

Each spring we welcome many new grads, summer students, interns, co-ops and work experience training students to our team. This spring we welcomed seven new grads to our team as well as 23 summer students and 47 co-op, intern and work experience training students who will be with us for anywhere from six weeks to 18 months in jobs ranging from general housekeeping to Engineering. In addition, 26 Apprentices in training began a co-op term in April and May. Take some time to welcome our students and to share some of your knowledge as they embark on their new work assignments at ArcelorMittal Dofasco.

A new crop of students has joined ArcelorMittal Dofasco

For the fourth year, ArcelorMittal Dofasco was also the lead sponsor of A Mental Health Morning, a breakfast to support mental health and addiction programs at St. Joseph’s Healthcare Hamilton. Keynote speaker and TSN broadcaster Michael Landsberg shared his experience with depression. Pictured here, Sean Donnelly, President and CEO, Nadia Mastroianni (St. Joseph’s Mental Health Spirit of Hope Award winner in Youth category and Nick J. Petrella (St. Joseph’s Mental Health Spirit of Hope Award, winner in Individual category).

Nice wheels! Used bikes donated for New Hope Community Bikes

In April, a team from ArcelorMittal Dofasco and The Engineering Network (TEN) helped organize a used bicycle drive in support of New Hope Community Bikes. Employees donated more than 70 bikes to New Hope Community Bikes, a non-profit charity that seeks to get more people on affordable, reliable bicycles, while providing employment and job training opportunities for youth in basic bike mechanic training. ArcelorMittal Dofasco’s Corporate Community Investment Fund (CCIF) is a sponsor of New Hope Bikes. Pictured here from left, Hans Stief, Linda Hayward, Razi Sohail and Brad Stam (all of Engineering) show off some of the donated bikes.

May 2 to May 8 was Mental Health Week in Canada and ArcelorMittal Dofasco was actively involved. In partnership with the Canadian Mental Health Association, the company joined like-minded organizations across the country during the week in the #GETLOUD campaign which saw landmarks across the country lit up green to shine a figurative and literal light on this important issue. Our Main Office was lit up each night for the week. The week also featured the continuation of the Not Myself Today campaign, a suite of training and awareness tools that any team at Dofasco can facilitate or have facilitated for them during a monthly Health and Safety meeting, as well as information about the Employee and Family Assistance Program (EFAP), as well as a variety of Lifestyle resources aimed at improving mood and symptom management. As always, should you or a family member need to talk, connect with an EFAP specialist by calling 1-800-663-1142 or by going online at www.homewood health.com. This is a confidential, no-cost service for a wide range of issues, available 24/7 for all permanent and casual employees.

Helping reduce the stigma of mental illness and addiction

ArcelorMittal Dofasco was once again the presenting sponsor of the 56th Annual Bay Area Science and Engineering Fair (BASEF) – one of the largest and longest-running science fairs in Canada for students in Grades 7 to 12. ArcelorMittal Dofasco hosted the BASEF award winners in the main office lobby April 14 for employees to check out their amazing projects. Pictured here, Jessica Cotter, student at St Augustine School, explains her project to Andrew Dziuba (Research).

AMD supports junior science stars

More than 3,500 people viewed 1,500 works at the Dundas Valley School of Art’s annual art auction. ArcelorMittal Dofasco Team Orange volunteers helped out at the April event, which directs all proceeds to help the school continue its programs. Dundas Valley School of Art has been a recipient of grants from the ArcelorMittal Dofasco Corporate Community Investment Fund (CCIF). Pictured here, auction visitor Peter Smith looks over the catalogue of available art work with John Stocker (Commercial Sales).

Auction benefits art school programs

University of Guelph reception for environmental sciences student project

Over the Fall and Winter, a group of students in the Environmental Sciences program at The University of Guelph conducted a research project at No.5 Galvanize (DSG), looking at the seasonal issue of small insects that can be embedded into the galvanized coating being applied to steel at the line. The students undertook the research project as part of a course designed to provide students with an opportunity to obtain research and/or consulting experience working on projects provided by clients. The team from Guelph identified the insects as midges and provided recommendations to mitigate and control their presence at the Galvanize line. Pictured, Nupura Krishnamoorthy (far right, Galvanizing Technology) attended a reception for the students.

1 | ArcelorMittal Dofasco | June 2016Local News8

1 Magazine is published six times per year by ArcelorMittal Dofasco for the company’s employees, retirees and their families.Editor: Marie Verdun, marie.verdun@arcelormittal.com Contributors: Peter Bailey, Abigail Cukier, Ginette Dematteis, Richard Do Couto, Candice Olson, Eliya Radusin, Marie Verdun, Lydia WilliamsPhotographers: Cover: Royal Caribbean, Joseph Bucci, Julio Ramos, Tailored Blanks Zaragoza, Stephen Waterfall Layout and Printing: Aylmer ExpressCirculation: 9,000Publication Mail Agreement #40069251No part of this magazine may be reproduced without prior written permission of the publisher. © Copyright 2015 ArcelorMittal Dofasco, 1330 Burlington St. East Hamilton ON L8N 3J5 905 548 7200 ext. 2066 http://dofasco.arcelormittal.com/

1 | ArcelorMittal Dofasco | June 2016

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06Our energy conservation efforts get a turbo boost

03Welcoming our Members of Parliament to ArcelorMittal Dofasco

07Snapshots! The people, places and events of ArcelorMittal Dofasco

04Meet Silgan, the USA’s largest food can manufacturer

03The Manufacturing Excellence Pillar

Join Us

In Passing>

Cover Image:“Harmony of the Seas” – dubbed “Europe’s biggest hotel” – docked at the U.K. port of Southampton in late May after leaving the Saint-Nazaire dockyard in France. ArcelorMittal sites in Spain and France provided 100 per cent of the steel used in this 362m-long, 65m-wide floating city, the largest cruise ship ever built. Longer than the Eiffel tower, “Harmony of the Seas” is made of heavy plates made at our site in Gijón, Spain, and coils produced at ArcelorMittal Fos-sur-Mer and subsequently processed at our service centre in Saint-Nazaire, both in France.

Louis Arsenault, on May 11, 2016, at the age of 76. Louis worked in Hot Band Inventory and retired in 1991 with 35 years of service.

Nikola Balach, on April 8, 2016, at the age of 75. Nikola worked in General Repair Maintenance - Mill-wright and retired in 2001 with 28 years of service.

Josip Bermarija, on April 30, 2016, at the age of 81. Josip worked in the Weld Shop and retired in 1992 with 27 years of service.

Fraser Burke, on May 6, 2016, at the age of 76. Fraser worked in the Cold Mill - No.1-5 Stand and retired in 1992 with 25 years of service.

Marian Byrnes, on April 1, 2016, at the age of 80. Marian worked in the General Repair Shop and retired in 1992 with four years of service.

John Cassidy, on March 21, 2016, at the age of 71. John worked in Riggers - Maintenance - Rigger AA and retired in 2002 with 20 years of service.

Robert Coat, on April 22, 2016, at the age of 82. Robert worked in the Oxygen Plant and retired in 1992 with 22 years of service.

John Cook, on April 13, 2016, at the age of 72. John worked in the No.1 Coke Plant and retired in 2004 with 27 years of service.

Svetko Cucuz, on March 30, 2016, at the age of 78. Svetko worked in the Foundry - East Core Room and retired in 1993 with 31 years of service.

Donald Davies, on April 6, 2016, at the age of 81. Donald worked in the Chemical Lab B and retired in 1991 with 40 years of service.

Giovanni De Bellis, on Apirl 19, 2016, at the age of 68. Giovanni worked in Services Refractory and retired in 2008 with 28 years of service.

Frans Dewit, on April 2, 2016, at the age of 70. Frans worked in HBI Coil Prep and retired in 2007 with 33 years of service.

Trevor Easton, on April 4, 2016, at the age of 69. Trevor worked in CTS - Customer Service Contract-ing and retired in 2007 with 32 years of service.

Enzo Galassi, on Apirl 13, 2016, at the age of 87. Enzo worked in Cen-tral Shipping and retired in 1990 with 40 years of service.

Gary Grishkewich, on April 29, 2016, at the age of 65. Gary worked in Dofasco Global Baycoat - Financial and retired in 2011 with 32 years of service.

Thomas Hinkley, on March 6, 2016, at the age of 86. Thomas worked in the Main Office Handy-man and retired in 1991 with 17 years of service.

Mijo Hriblian, on April 15, 2016, at the age of 82. Mijo worked in Cranes - Bayfront and retired in 1998 with 38 years of service.

Derek (Xin) Ji, on April 26, 2016, at the age of 52. Derek (Xin) worked in the Coke Technology with five years of service.

Helen Kaleta, on March 24, 2016, at the age of 92. Helen worked in Cleaning Services and retired in 1989 with 15 years of service.

Luther Lemmon, on April 3, 2016, at the age of 85. Luther worked in the Coke Prod - Labourer and retired in 1992 with 11 years of service.

John Lester, on April 29, 2016, at the age of 76. John worked in the Sheet Mill Mechanical - Galvanize Division A and retired in 1992 with 27 years of service.

Steve Manning, on May 14, 2016, at the age of 62. Steve worked in TPN - OS and retired in 2005 with 33 years of service.

Alan Norton, on April 2, 2016, at the age of 76. Alan worked in the Cold Mill and retired in 1992 with 33 years of service.

David Peck, on April 20, 2016, at the age of 78. David worked in Slab Handling and Storage and retired in 1993 with 33 years of service.

George Popovic, on April 3, 2016, at the age of 74. George worked in Field Services - Riggers and retired in 1992 with 29 years of service.

Josip Staresinic, on May 18, 2016, at the age of 71. Josip worked in Iron Services and retired in 2007 with 30 years of service.

Hugh Sutherland, on March 21, 2016, at the age of 90. Hugh worked in Time Office and retired in 1987 with 43 years of service.

Charles Terry, on March 19, 2016, at the age of 88. Charles worked in Electrical Construction and retired in 1986 with 26 years of service.

John Tolys, on April 10, 2016, at the age of 63. John worked in Crane Repair Inspection Finishing and retired in 2012 with 40 years of service.

Antun Vrekalic, on March 30, 2016, at the age of 71. Antun worked in Cranes CRP Finished Product Teams - OPS and retired in 2008 with 32 years of service.

Albert Wilson, on May 10, 2016, at the age of 79. Albert worked in the No.2 Galvanize - OPS and retired in 2001 with 33 years of service.

Gavrilo Zlatanovic, on April 15, 2016, at the age of 86. Gavrilo worked in Labour Services and retired in 1992 with 17 years of service.

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Global ArcelorMittal moves towards integrated reporting with launch of 2015 annual review Our company recently published its 2015 online annual review, “Structural resilience.” The online review is the company’s first step towards integrated reporting, combining ArcelorMittal’s sustainability developments and progress with operational and financial performance highlights in a single report. You can visit the online annual review at http://annualreview2015.arcelormittal.com. 05/04/2016

ArcelorMittal to mark 10th anniversary with a dedicated appJune 25, 2016 will mark the 10th anniversary of the agreement between Arcelor and Mittal Steel that created ArcelorMittal. To mark the occasion, the company will be launching a digital campaign to celebrate some of the great things that we have achieved – together – in the last 10 years. Stay tuned to myarcelormittal.com for more information. 05/19/2016

Americas ArcelorMittal cements position as one of Mexico’s most responsible companies ArcelorMittal Mexico has been named as one of the country’s most socially responsible companies for the fifth consecutive year by the Mexican Center for Philanthropy (CEMEFI) and the Alliance for Corporate Social Responsibility (AliaRSE). 05/10/2016

ArcelorMittal Dofasco recognized by the American Iron and Steel InstituteArcelorMittal Dofasco colleagues were recognized by the American Iron and Steel Institute (AISI) for a paper on implementing high-turbulence roll cooling at the hot strip mill. The team was awarded the Institute Medal – the “highest technical honour given by the steel industry to recognize the critical R&D (research and development) work that continues to move our industry forward as a leader in manufactory innovation,” according to AISI CEO, Thomas Gibson. 05/17/2016

Europe ArcelorMittal Ostrava commissions 13 new investments that will cut dust emissions to historic low New technologies worth US$84m (CZK2bn) - the largest environmental investment made at the plant in the past five years – have been installed at ArcelorMittal Ostrava, in the Czech Republic. The new technology, which goes beyond European Union legislation requirements, will capture an additional 520 tons of dust emissions a year. 05/11/2016

For more information, go to www.myarcelormittal.com

Global News in Brief

Our sympathies to the families of the employees and retirees who have recently passed away. Our thoughts and prayers are with you.

Recreation News>

Mark your calendar!

Recent Retirees>To those employees who have recently announced their retirements: “Thank you for your service and best wishes for a wonderful retirement!”

Cathy Biggs, with 39 years of service, Financial Accounting

Douglas Broadribb, with 40 years of service, Steelmaking

David Connolly, with 32 years of service, Utilities

Irwin Koziol, with 40 years of service, Utilities

Q. Blake McBlain, with 39 years of service, No.1 Coke Plant - Combustion and Instrumentation

John McLean, with 39 years of service, Tubular Products

Phil Renaud, with 40 years of service, Central Trades and Services

Gord Speare, with 38 years of service, Steelmaking Auxiliary Maintenance

John Williams, with 38 years of service, Iron Making – Mechanical

Barry Young, with 42 years of ser-vice, Utilities – Compressors and Driers

July 1, 2016 – Canada Day Celebrations2016 marks the 32nd anniversary of Canada Day at the F.H. Sherman Recreation & Learning Centre! See more details at dofasco.arcelormittal.com – click on “Corporate Responsibility,” then “Recreation and Learning Centre”.

If you would like to volunteer or know a student in need of volunteer hours, please contact Gemma Di Giovanni or call the Recreation & Learning Centre office at 905-560-5886 ext. 0

REMINDER: The F.H. Sherman Recreation and Learning Centre is a pet, alcohol and tobacco free environment.

It’s the time of year that many of us wait for all winter – golf season!Enjoy some time on the green at our Golf Centre at the F.H. Sherman Recreation and Learning Centre. Until Sept. 5, practice your swing at the 250-yard driving range for $7 per bucket of balls. Driver/iron rentals are $2 each.

Bring the whole family for a round of 18-hole miniature golf. Adults, $5, children 12 and under, $2. Toddlers 3 and under are free. On Tuesdays, Thursdays and Fridays, the golf centre is open 9 a.m. to 9 p.m. It is open Mondays, noon to 9 p.m. and Wednesday, 1 p.m. to 9 p.m. No new customers after 8:15 p.m.

Steelmaking Social!The Steelmaking Retiree Social will be Thursday, Oct. 13 at the Knights of Columbus Hall, 222 Queenston Rd. This year, 19 retirees will be honoured. Doors open at 3:30 p.m., procession at 6 p.m., dinner at 6:30 p.m. Tickets are $20 each. For more information, please contact Ron Gyoker (ron.gyoker@arcelormittal.com, extension 2939 ) or Anna Shinkar (anna.shinkar@arcelormittal.com, extension 7055).