A BUSINESS NEWSLETTER FOR BLUESCOPE PEOPLE Issue 35 March / April / May 17
INTRODUCING
PEOPLE REPORT 2016
This issue of Horizon features extracts from the People Report 2016.
HALF YEAR RESULTS Delivering on our strategic initiatives. On 20 February, BlueScope announced its financial results for the six months to 31 December 2016.
Once again the People Report – published annually for all BlueScope people across our global footprint demonstrates BlueScope people working together and learning from each other to achieve our goals and build on our success. Through stories and case studies of BlueScope people in the workplace, the People Report acknowledges your valuable contribution to our Company’s performance, and highlights many of the opportunities available at BlueScope.
The headlines: • Safety - LTIFR of 0.7 compared to 0.6 for the same period last year. The MTIFR was 5.4, compared to 5.0 for 1H FY2016. • Reported net profit after tax (NPAT): $359.1M, a $159.0M increase on 1H FY2016. • Underlying NPAT: $360.0M, 203% higher. • Underlying earnings before interest and tax: $603.6M, 162% higher than 1H FY2016.
The Report is available on the People Report intranet site. If you would like to read a hard copy of the People Report, please ask your HR Manager.
• BlueScope Board approved payment of a fully franked interim dividend of 4.0 cents per share. As well, the Board has approved an on-market share buy-back of up to $150M.
On the intranet site you can also find copies of the People Report translated into six of the principal languages spoken across BlueScope’s global network.
“The excellent financial results demonstrate all your hard work as the Company’s strategic initiatives are flowing through to the bottom line,” said Paul O’Malley, Managing Director & CEO. “It’s a great result, with a strong outlook for the second half. So well done!
If you have any questions about the People Report, or would like to give feedback, please email : employee.questions@bluescope.com
New FY2016 Sustainability Report BlueScope’s new Sustainability Report marks the transition to a new format of reporting on our governance approach towards health, safety, environment, community, customers and suppliers, and paves the way for more detailed sustainability reporting in FY2017 and beyond. The Sustainability Report is available on our corporate website www.bluescope.com
WELCOME
“The strong growth in EBIT reflects the delivery of productivity and cost improvements, sales growth, improved steel spreads and the benefit of the North Star acquisition. “There are positive trading conditions across most of our businesses and we have been generating strong cash flow. “BlueScope’s strategy is delivering results, with growth in earnings across our entire geographic footprint. We have many growth opportunities for the rest of FY2017 and into FY2018 and beyond.
Cont page 2
Cont page 2
IN THIS ISSUE 02 1H FY2017 What the market said 03 Olympic thrill 04 Innovation sparks up
05 2016 Zero Harm awards 07 BlueScope’s Disney connection 08 Our communities are our homes
HORIZON Issue 35 2017 Page 2
HALF YEAR RESULTS Cont from page 1 “Looking specifically at the performance around the business: “In Coated & Painted Products: • We delivered 70% underlying EBIT growth in our Building Products segment in 1H FY2017. • Our current focus is to further grow our business particularly in Asia, which is seeing a rapid rise in the wealth of the middle class. Our home appliance steels, in partnership with NSSMC, are now in production in Thailand and are gaining customer acceptance. The development of the third metal coating line with in-line painting in Thailand is underway, being built to meet demand in the growing retail/SME building market. We have just established a Lysaght roll-forming facility in Myanmar and there are opportunities to accelerate growth in India. • In Australia, demand for our premium branded coated and painted product continues to be strong. The team is pursuing a number of specific inter-material product opportunities in new markets, and we are working on a longer term innovation pipeline.
“In BlueScope Buildings: • We delivered 45% underlying EBIT growth to $49.5M, through performance improvement initiatives in the North America business. • Looking forward, we anticipate benefits of further performance improvement initiatives in our engineered buildings businesses in both North America and China. Our China Coated business also has good scope to grow through filling available production capacity. “At North Star: • Since our move to full ownership in October 2015, there has been sustained improvement in steel margins. The business recorded a 176% rise in underlying EBITDA (earnings before interest, tax, depreciation and amortisation) to US$180.2M (100%, local currency basis) in 1H FY2017 over 1H FY2016. • The business continues to deliver low-cost incremental volume growth initiatives. “The Australian steelmaking business has done an excellent job in boosting profitability and the business delivered good results, supporting the 2015 decision to continue operations at Port
Kembla. However, we must not be complacent in our pursuit of continued productivity improvements. We need to deliver returns necessary to support a decision in 10 to 15 years to reline the blast furnace at Port Kembla. “Our New Zealand steelmaking business has also made headway on productivity initiatives and cost savings however there is further work to be done to determine whether the Glenbrook operations can be internationally competitive and profitable through the cycle. Further, we are making progress on the sale of our Taharoa export ironsands business. “Looking ahead, we expect 2H FY2017 underlying EBIT approaching 50% higher than 2H FY2016 (which was $340.3M). “All around our business, BlueScope people have worked tirelessly to help achieve this result, and I thank you all for that. Our performance demonstrates that each business is on track to deliver the returns we need to keep reinvesting for the future. We are certainly heading in the right direction, but we cannot be complacent. Wherever you are, please remember to Take 2 and stay safe, always,” concluded Paul.
What the market said: Citi Clarity on capital returns policy completes the picture A key highlight of BSL’s 1H17 result was the announcement of the board’s intention around capital management. Going forward, BSL will pay shareholders a similar level of after-tax returns through dividends and/or share buybacks. BSL remains structurally advantaged to deliver positive shareholder returns through the cycle. These productivity and efficiency improvements are broad based and encompass incremental volume improvement, labour, raw materials, overheads, manufacturing and the like. This cost out is real and remains core to the sustainability of BSL’s steelmaking operations. Despite expectations for mill profitability to revert towards more sustainable levels, our valuation still points to considerable near-term share price support for BSL. BSL’s profitability trajectory has improved dramatically over the last year, particularly within the ASP business. This step change in BSL’s steelmaking cost base has positioned it to deliver positive shareholder returns through the cycle. There is still a lot to like about BSL and we remind ourselves of the significant structural change that has occurred within the business over the last decade. BSL has transitioned its sales mix towards higher value added products, resulting in a more balanced earnings mix with a reduced sensitivity to fluctuations in global steel spreads. Low capital intensity growth options exist within the business and management remain focused on growing BSL’s premium branded presence, particularly across coated and painted products
and in BlueScope Buildings. We maintain our Buy recommendation on BSL with a revised target price of $15.00ps (prev $13.34). BUY.
Macquarie BlueScope Steel - Execution, execution, execution While incremental gains in BSL’s cost-reduction targets are slowing, execution remains very good. The group added to its targets in Australian Steel Products (now >$300M, previously $280M), New Zealand (FY17 at NZ$70M, FY18 ~NZ80M, previous >NZ$60m) and Buildings North America ($30M by FY18, previously $20-25M). Having improved the fundamental position of the business, BSL is focusing more on its growth intentions. While there are some large, longer term payback initiatives (coating line in Thailand, paint capacity in India) much of BSL’s capex will be spent on high returning internal debottlenecking or incremental capacity and efficiency. The group is targeting two-year paybacks on many of these investments. BSL’s acquisition of 100% of North Star continues to feature in its impact on the group’s performance. Management noted some perspectives on demand trends, with improving construction and oil & gas markets more than compensating for slightly slower auto demand. North Star continues to operate at 100% utilisation and further process optimisation is aimed at a 90ktpa capacity expansion. We continue to see a positive investment case. The macro context is framed by subdued Chinese steel exports and US protectionism, while the micro remains supported by solid management execution. MAINTAIN OUTPERFORM.
Morgan Stanley BlueScope Steel - Momentum continues The capital management plans announced today highlight management’s confidence in the medium term outlook for the business. We see the 2H17 guidance as conservative and providing scope for further upgrades through the course of 2H17. We remain OVERWEIGHT post BSL’s 1H17 result.
UBS BlueScope Steel - All engines delivering BSL delivered an impressive 1H17 EBIT result that was up almost threefold on last year and in line with guidance provided in Jan 17. This was underpinned by solid growth across all businesses, helped by a combination of better volumes, higher steelmaker spreads, productivity improvements and cost savings. BUY.
J P Morgan Capital management initiatives not enough to offset slowing earnings momentum BSL has released its 1HFY17 financial result. Key takeaways included 1) the board announced a $150M buyback to supplement the A4c interim dividend, 2) 2HFY17 EBIT guidance of ~$510M was solid and ~5% ahead of consensus, and, 3) the company has guided towards incrementally better volumes at both the Australian and US steelmaking operations. While the capital management initiatives announced today should help support the stock, we forecast earnings momentum to slow and with the stock trading largely in line with our NPV based price target we downgrade to NEUTRAL.
HORIZON Issue 35 2017 Page 3
Changing the game brings rewards Louis then had the opportunity to try his hand at trap shooting. Catherine went on to win a gold medal in the women’s trap shooting at the Rio 2016 Olympic Games, and at the final Change the Game program workshop hosted by BlueScope and the Australian Institute of Sport, Catherine presented Louis with her Olympic Participant Medal.
(L) Kamini Wijekulasuriya, Manufacturing Manager Western Sydney Service Centre, partnered with (R) Marianna Tolo, Australian basketball player in the Change the Game program, pictured here with Colin Booth, Principal Operations Coordinator.
The Change the Game program was established in November 2015 as a partnership between BlueScope and the Australian Institute of Sport to deliver new ways of thinking and experiences. Under the partnership, ten BlueScope ANZ employees have been matched with ten Olympic, Paralympic and elite athletes from sports including cycling, triathlon, netball, shooting, basketball, boxing and javelin. The program comprised three formal workshops, and then each pair was encouraged to connect at least four times during the year and organise their own program of activities. These included plant visits, speaking at BlueScope events, attending training sessions, networking across social media and cross immersion into each other worlds. The program has highlighted common attributes across business and sport, and the appreciation that high performance is all about attitude, belief
and environment, and the essential element is people who perform.
Louis says Change the Game was an unforgettable and enriching experience. “In our meetings during the year, Catherine and I have come to really understand the challenges we each face and the make-up of the environment we both operate in. We’ve discussed our experiences and investigated strategies on how we can improve in our respective professional and sporting careers. And what a privilege and honour for me to now be considered an honorary Olympian. It was such an incredible and humbling gesture from Catherine.”
This innovative program is aligned to BlueScope’s innovation agenda, and supports BlueScope’s diversity strategy to foster a talented workforce comprised of diverse opinion, gender, background, education, culture, experience and beliefs. Louis Whant, HCPD & UCP Manager, BANZ Manufacturing, was partnered with Catherine Skinner, an elite shooter and qualified Chemical Engineer. Louis and Catherine met several times during the year, and one of their activities was to spend a ‘day in the life’ of each other’s respective career. Catherine visited Port Kembla Steelworks where – given her engineering experience – she was particularly interested in the Gas Processing Plant. Plans are in place for her to visit Western Port Works in 2017.
Louis Whant, HCPD & UCP Manager, BANZ Manufacturing, receives the Olympic Participant Medal from Australian gold medallist Catherine Skinner.
Innovation through teamwork leads the way “ordinary” systems, and for buildings where design is governed by seismic forces.
(L) Igor Marinovic, Senior Research Engineer, and (R) Skip Hyder, Manager Product Excellence, receive the patent certificate from Chuck Haslebacher, President Varco Pruden.
The innovative Web Restrained Brace (WRB), a reliable and resilient all-steel Buckling-Restrained Brace product developed by BlueScope Buildings for use in earthquake prone regions, has received US and Canadian patents. Invented by Igor Marinovic, Senior Research Engineer, and Skip Hyder, Manager Product Excellence, the WRB is a specially built primary structural member used as a long diagonal brace between adjacent columns. It is intended for projects that exceed code-prescribed limits of
Unlike brace rods or angles that easily buckle under the slightest compression forces, the WRB brace will not buckle because the principal resisting element, the steel core, is protected within the restraining system to preclude buckling. The WRB consists of a flat bar – the core – sandwiched between two webs and two flanges–the outer shell – with a layer of Teflon placed along each side of the core plate. Tests have confirmed it can survive many cycles of stretching and shortening, up to several inches of elongation each way, without breaking. Developing the product involved complex inter-department coordination across BlueScope Buildings NA. Igor and Skip carried out the product design and programming, and the Product Excellence group was responsible for most of the R&D work, supported by the Manufacturing Excellence group. Also instrumental to its success was the Rainsville team who built several batches of full scale test specimens, and the team in Visalia, CA who tested the process and improved the WRB production line.
BlueScope is the first company in North America to produce all-steel buckling restrained braces, and the team believes they may be the first in the world with a market-ready, all-steel brace of this kind. The WRB brace takes advantage of the key strengths of BlueScope Buildings’ metal buildings production lines to achieve cost-competitive production.
HORIZON Issue 35 2017 Page 4
COLLABORATION BRINGS RECORD RESULTS
The iSpark launch included a range of activities to spark off employees’ imagination and generate innovation ideas.
TAKING ON INNOVATION iSpark, launched in each country across NS BlueScope, aims to create an innovative workplace culture that fuels valuable ideas. Over 1,200 employees in 25 sites participated in the iSpark launch to understand the importance of innovation and how they can contribute. iSpark introduces a systematic approach to encourage and manage innovation across all countries, functions and levels of the business. An iSpark team of 60 employees, led by five iSpark Champions in Indonesia, Thailand, Vietnam, Malaysia and Head Office, has been established to encourage submissions, review ideas and support successful contributors in turning their ideas into innovations.
Through a formal Stage-Gate process, the iSpark Committee will evaluate the ideas submitted – whether country-specific or ASEAN-wide – to determine their potential for implementation and support through concept and business case, testing, review and launch.
A quarterly draw further encourages employees to submit ideas, and there are incentives and rewards for ideas that pass screening by the Country Management Team. The next phase of iSpark will focus on monitoring and supporting the development of iSpark ideas, engaging leaders to embed iSpark across functions and the region, and other activities to promote and encourage participation.
Innovation is now part of day-to-day conversations across all functions and businesses, and more and more employees feel comfortable contributing improvement ideas. Innovation is critical to the capability platform that will help BlueScope Vietnam achieve its business targets.
In its iSpark program, BlueScope Vietnam has designed an Innovation Room to offer an environment where employees can conduct brainstorming sessions to generate new business ideas.
Increasingly customers are demanding small, urgent orders for customised high quality products, and these now make up 30% of total output. This new business mix has presented a number of challenges, including matching employee levels to demanding production needs, managing the complexity and variety of orders, and maintaining equipment to run 50 days consecutively. Manufacturing department employees have taken a range of actions in this new environment:
The iSpark Stage-Gate database captures all the ideas generated and guides project owners through the stages and gates to project completion.
NS BlueScope is now able to tap into the combined innovative power of employees by offering them new ways to contribute ideas that promote market growth, improve customer engagement, or build productivity.
To meet strong customer orders driven by the sales team, production output at BlueScope Coated China increased by 25% in 2016, thanks to a renewed focus on collaboration.
Since the iSpark project was launched, employees have submitted 289 ideas, and five were approved by the Vietnam management team for implementation, with one idea also approved by the regional iSpark team.
• A focus on developing skills has enabled a job rotation system to be introduced. Now, 67.7% of employees can master more than one job skill and are able to work on different tasks. Employees have also participated in team building activities to support the new arrangements, and incentives are offered to teams who complete production tasks timely and efficiently. In addition, new flexible shift schedules support employees’ work/life balance needs. • Working groups have been set up to resolve a range of manufacturing issues, such as product switching and CPL hazardous waste reduction. Optimized product switching technology has increased manufacturing efficiency, and there have been real productivity gains, with OEE (Overall Equipment Effectiveness) increasing from 89.5% to 91.6%, and PFT (Prime First Time) from 98.52% to 98.75%. • In developing maintenance staff into both general and specialist engineers, adopting the “Predictive Maintenance” method has redefined the role of maintenance and contributed to more reliable equipment, with unscheduled downtime decreasing from 3.88% to 2.86%. These new ways of working have seen monthly product line utilisation increase from 60% to 75% and exceed 80% in some months, lines have operated 52 days straight, on time delivery rates are more than 99.8%, and MCL and CPL continue to create new production records.
HORIZON Issue 35 2017 Page 5
FY2016 MANAGING DIRECTOR & CEO ZERO HARM AWARDS The annual Zero Harm Awards recognise significant achievements in our Zero Harm journey, helping make BlueScope a safer place to work. Each business conducted their own health and safety recognition programs to acknowledge exceptional contributions to safety performance and culture.
The winners of these business safety programs were submitted for consideration in each of the Zero Harm award categories. In addition, awards are given for Best Zero Harm performance, and Most Improved Zero Harm performance, as measured by LTIFR and MTIFR results.
Best Zero Harm Performance Award
Safe & Healthy People Award
Tata BlueScope Steel FY2016: LTIFR 0.00 MTIFR 0.00
Safety Culture Improvement Program NS BlueScope Coated HSE Leadership Team
At 30 June 2016 the Tata BlueScope Steel JV in India had maintained zero LTIFR for 8.9 million hours. Some of the contributing factors this performance in 2016 were:
The NS BlueScope HSE team developed a program to accelerate the ‘people’ (as opposed to ‘system’) aspects of safety. The program focuses on changing culture and behaviour through analysing data collected in surveys. Data relating to safety culture was used to communicate the reasons for change and the need to move from ‘good to great’. LTIFR and MTIFR results have been maintained at low levels, and there has been a significant improvement in leading indicators. Leadership behaviours have also improved with line managers taking more ownership of safety, and operators have appreciated being more involved in developing and implementing safety improvement plans and initiatives.
• active involvement of construction employees. • strong contractor management, including selection, induction, activity based safe work systems. • Strict adherence to critical work procedures such as temporary bracing, Skyweb and life line systems. • standardised roof access, lifting tools and PPE usage. • involving customers and other contractors to participate in safety programs to spread the BlueScope safety culture.
Most Improved Zero Harm Performance Award BlueScope Distribution, BANZ FY2016 performance: LTIFR 1.15 (74% improvement on F20Y15), MTIFR 18.0 (28% improvement on F20Y15) This business improved its safety performance during a time of great change and business restructure following the acquisition and integration of Orrcon.
Felt Leadership Award Mohd Akib Mohd Ali – Manufacturing Manager, Lysaght Shah Alam, Malaysia Akib was appointed to this role in February 2015, and has focused on being visible, showing genuine care, being accountable, displaying a sense of urgency and engaging the workforce. Akib’s demonstrated felt leadership in managing improvement activities and good planning has resulted in zero incident and minimal safety issues, and employees have learnt to understand the importance of safety ownership and accountability.
Safety Champion Award Dean Ellery – Melter Operator Ironmaking, New Zealand Steel Dean has taken the lead on several site based initiatives, and through his effort other employees have started generating their own ideas for working more safely. Dean inspires and motivates cultural change through his active involvement and engagement of his peers and with the management team.
Safe & Tidy Plant Elimination of Working on Live Equipment: Canvassing Main Drives Services and Manufacturing Excellence Electrical Team, BANZ Manufacturing One of the highest risk tasks on the Port Kembla site has been the manual stoning or canvassing of large electric motors, which requires a person to work on live equipment using a hand held stone to clean the surface of a live rotating commutator at 600 volts. After striving to find a solution for many years, the team has now succeeded in eliminating the risk altogether by working with the brush supplier to innovate a new “cleaning” brush design that can be installed under full isolation during a down day and used to clean the commutator risk free.
Safe Systems Award Danger Simulation Training Centre Petcharat Wongkamonrat, HSE Manager, and team, BlueScope Coated Thailand The Danger Simulation Training Centre was developed to help employees and contractors understand the common hazards and risks in the workplace. Through the simulation they can see and also ‘feel’ the potential consequences of hazards and unsafe actions. All employees and contractors must complete training, and it is also offered to customers, contractors, authorized dealers and other external parties. The concept has already been transferred to several other sites.
Follow this link www.ext.bluescopesteel.com/Pages/2016-Zero-Harm-awards for more information about the Zero Harm awards.
Standing up for safety In Malaysia, the ‘Stand up for safety’ program is helping embed a sustainable, independent safety culture. The challenge is to move from a dependent safety mindset characterised by a ‘wait and see’ attitude, to one where employees take responsibility and are proactive in taking action on safety issues. Through workshops, brainstorming sessions, coaching and small group activities, employees learn the importance of safety independence and of their commitment to ensuring a safe workplace. After focusing initially on employees working in high risk areas, the HSE team hopes the ‘Stand up’ program will become part of the way of working at BlueScope. Individual progress in moving to an independent safety mindset is tracked on a scoreboard with safety goals and targets prominently displayed for all to see.
HORIZON Issue 35 2017 Page 6
Getting closer to customers BlueScope Vietnam has converted traditional roll-formers into BlueScope Zacs® stores, supported by initiatives to create demand and focus on recruiting and engaging next level customers in the value chain. The Company provides stores with support tools ranging from infrastructure investment to training, sales resources, quality management system implementation and safety improvements. In addition, Zacs® outlets are responsible for extending the BlueScope brand to endconsumers in remote areas that the stores can’t reach. Local builders and specifiers, with support from BlueScope in product knowledge,
installation and technical training and sales toolkits, also have an important role in converting sales into BlueScope Zacs® product. The success of the retail initiative is evident at the end of FY2016, with 50 BlueScope Zacs® stores having been established, and partnerships created with 500 Zacs® outlets and 12,000 listed local builders. By FY2020, the goal is 100 BlueScope Zacs® stores, 2,500 Zacs® outlets, 20,000 listed local builders and 350 specifiers. Getting closer to next-level customers is key to BlueScope successfully achieving its strategic goals for the retail sector of the market.
A new approach to recruitment In China a number of actions are being taken to help attract more women to join the Company. In Xi’an, BlueScope has established partnerships with two technical universities, and actively participates in campus recruitment for civil engineering students each year. Women now represent 50% of graduate detailing engineers employed at the Xi’an facility, and the Company uses this forum to reinforce BlueScope’s inclusive culture. Under the recruitment model, students participate in a one year tailored apprentice program which gives them the opportunity to experience the engineering working environment and culture before they graduate and are formally appointed. The benefits to BlueScope are being seen through a new vitality in the workplace.
New approach makes a difference Having traditionally had an all male workforce, the Port Kembla Steelworks Plate Mill presented the ideal opportunity to test a new recruitment model designed to attract women. The new model puts more emphasis on personal attributes and behaviours than technical skills, which are now taught as part of induction to the new role and in training on site. The employment offer includes shorter shifts and flexible hours, which allow women to better manage work and family responsibilities.
The model also uses contractors to help match periods of variable demand. Plate Mill employees attended briefing sessions to help them prepare to welcome the new recruits, and the workplace facilities were improved to make sure the work environment is as attractive as possible. To date three intakes of operators have been employed under the new arrangements, and 16 women are now working as casual operators. All Plate Mill employees are regularly asked for their feedback on the new arrangements.
The response has been overwhelmingly positive, and the diversity has brought a positive change to the workplace.
Elsewhere, to help BlueScope China meet its goal of recruiting more female operators, changes are being introduced to ensure the working environment and facilities make women feel comfortable and respected. This includes renovating the women’s bathroom and shower facilities, and adjusting equipment to be better suited to women.
HORIZON Issue 35 2017 Page 7
An innovative and safe approach In Thailand, an innovative solution to moving roofing sheet into position has created a safer working environment – and improved productivity. When BlueScope Lysaght was awarded a large roofing project with a very tight timeframe, a team set to work on a prototype of a roller that, using existing Lysaght materials, could carry a load of at least five sheets of any nine metre long profile, be operated by just one employee, and was light enough to be raised up to the roof by a general service crane.
Building trusted partnerships In China, BlueScope Lysaght aims to be the trusted partner for building systems, and is working to build closer relationships with customers. Through a series of targeted seminars and site visits to major projects, customers see first-hand BlueScope Lysaght’s innovative design capability and range of products and systems.
In Shanghai Disneyland, LYSAGHT® building systems were used in about 40 buildings in the new Disney Town – including BONDEK® II decking in the castle – as well as in six theme districts. Customers are also impressed by the sophisticated roofing system products and technologies supplied by BlueScope Lysaght China in the 2014 APEC conference precinct.
Scholarship opens doors Corey Davies is the second recipient of the BlueScope Indigenous Scholarship, which supports an Aboriginal or Torres Strait Islander undergraduate student of Business at the University of Sydney. The scholarship criteria include strong academic skills and demonstrated leadership capability. “The BlueScope Steel Indigenous Scholarship in Business has been life changing,” says Corey. “It has given me confidence and reassurance to help me to settle into city and university life, and taken the strain off my family by enabling me to support myself through my studies. “I believe that working closely with the BlueScope team and the University of Sydney will broaden my employment prospects when I graduate.”
Corey was awarded the scholarship as acknowledgement of his considerable academic ability and the leadership potential he has displayed through building awareness of indigenous values at school and his involvement in sporting activities. In making its recommendation for the scholarship, the University of Sydney stated: “Corey demonstrated both strong academic performance and key contributions as a leader. We see him on a trajectory to make a significant contribution in business.” Under the three year scholarship, Corey will work as an intern in the BlueScope ANZ Sales, Marketing, Innovation and Trade department during the university vacation.
The roller also needed to comply with Lysaght’s fall prevention standard. After the prototype was successfully tested, ten sets of rollers were made and launched at the project site, and have also been used on a second roofing project. The rollers have been a sound success – at least 30% less man power is required to move roofing sheets, there is reduced exposure to risks of working at height, projects are completed more quickly and customers are very satisfied. A project has now been presented to the iSpark innovation committee with agreement in principle to develop a motorised, remote controlled roller system that creates a safer work environment, further reduces project costs, and makes the BlueScope brand more recognised as a leader in roofing technology.
HORIZON Issue 35 2017 Page 8
Our communities are our homes in Vietnam On the occasion of the Tet Holidays - Lunar New Year - in Vietnam, almost 400 BlueScope Vietnam employees supported local communities through a range of activities, including distributing gifts to underprivileged families, visiting children in orphanages and
children’s hospitals, and helping renovate and upgrade houses of disadvantaged people. The Company, customers and employees also donated a total of US$6,500 to community organisations.
Thanks for saving lives The Red Cross has thanked and congratulated everyone at Port Kembla Steelworks who donated blood at the Mobile Blood Bank in 2016. BlueScope led the Corporate category for the most number of donations, and contributed to saving 1821 lives. The award was presented to Tricia Hamilton, Manager BlueScopeWIN Community Partners Program.
Community action in Malaysia BlueScope Malaysia has provided roofing for a community training centre and five satellite buildings for the Orang Asli community in Chenderiang, Perak. The Orang Asli are the indigenous people of the Malay peninsula.
engagement and corporate social responsibility.
The project is part of BlueScope Malaysia’s CONNACTION program - “Continuous” and “Action” – which represents the cornerstone of the Company’s commitment to community
“The Orang Asli Training Centre will benefit the entire community,” said Pongsak Padungkarn, Country President Malaysia, Singapore and Brunei. “More than 150 Orang Asli are being trained in sustainable agriculture practices that address community needs without compromising the environment, and over 60 children are participating in regular community-based training
WHAT’S YOUR OPINION email
HORIZON@bluescope.com
Published by BlueScope Steel Corporate Affairs For BlueScope Steel Limited ABN 16 000 011 058
Email: HORIZON@bluescope.com Telephone: +61 3 9666 4023 Fax: +61 3 9666 4113
Level 11, 120 Collins Street Melbourne, Victoria 3000 Australia
Design: Truly Deeply
with a supplementary education and sports activities program. In undertaking the project with project partner Swissma Building Technologies, BlueScope engaged with local NGO Malaysian Care to confirm its benefit to the community in building individual skills and competencies.
HORIZON newsletter is published online on the BlueScope intranet. Please display on your notice board (if possible, print A3 size for best results).