Horizon Issue 22

HORIZON Issue 22 August/September/October 13 Page 1

A business Newsletter for Bluescope people Issue 22 August/September/October 13

The team in front of the Illawarra Flame house at the Solar Decathlon

BlueScope technology WINS Energy Olympics A team of University of Wollongong and TAFE Illawarra Institute students, backed by a consortium of supporters including BlueScope, has designed and built the Illawarra Flame house, which last month won gold in the Solar Decathlon China, the world’s largest student-led sustainable buildings competition.

“The Solar Decathlon competition gave university teams from around the world the task of designing and constructing a sustainable and energyefficient building,” explains Lloyd Niccol, a Mechanical Engineering cadet who was seconded from Port Kembla Steelworks to act as Project Manager for the Illawarra Flame project for the University of Wollongong. “The team from Wollongong was the only Australian team amongst the 20 finalists competing in China. While many teams took a futuristic approach, our team came up with an extremely practical concept – demonstrating how to transform a traditional Australian fibro cottage into a highly energyefficient home through an innovative deep retrofit.”

The result was the Illawarra Flame – a house that can produce more energy than it uses, with features such as solar energy generation, an integrated air heating system that uses phase

change material as a thermal store, and grey-water recycling that uses an artificial wetland built into the garden to filter the water.

The Illawarra Flame was the first entry in the Solar Decathlon competition to attempt to retrofit an existing home, making it energy efficient by increasing its air tightness, modifying and adding windows, installing vertical gardens, a photovoltaic thermal air system and a rainwater harvester.

“It was clear this approach resonated with the judges, as the Illawarra Flame House scored 957.6 of a possible 1,000 points, which was the highest score ever awarded in a Solar Decathlon competition,” continues Lloyd. “The judges ranked our team first in the categories of Engineering, Architecture and Solar Application, and second in Communications and in Market Appeal.”

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Welcome to issue 22

OUR BOND SURVEY 2013 7-25 October

All BlueScope employees will be invited to participate in Our Bond Survey 2013 which opens on 7 October. Our Bond Survey 2013 is your chance to have your say about working at BlueScope today, and how you gauge BlueScope’s performance against the principles of Our Bond.

BlueScope has changed since the last Our Bond survey was conducted in 2010: the Company has been restructured into four businesses, and we’ve seen the establishment of the NS BlueScope Coated Products joint venture. We’ve also seen many changes in the global steel industry.

‘The world’s changing. So are we.’

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FY2013 Annual Results – A significant turnaround BlueScope’s financial results for the 12 months to 30 June 2013 demonstrated that we continue to make significant progress in our Company’s turnaround. This is despite the difficult trading conditions in the Australian domestic economy and the global steel sector. Page 2

IN THIS ISSUE 03 Getting the Essentials

05 A first for Thailand

04 New beginning for BlueScope

06 Introducing new Director

05 A new look for COLORBOND steel

07 Big business in tanks

®

HORIZON Issue 22 August/September/October 13 Page 2

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A significant Turnaround The reported net loss after tax (NLAT) was $84 million, a $960 million turnaround in financial performance compared to FY2012. The underlying result was $30 million net profit after tax (NPAT) (including period-end net realisable value adjustments, post tax, of $29 million), a $267 million improvement over FY2012.

“The steel industry has faced substantial challenges since 2008,” said Graham Kraehe,

BlueScope’s Chairman, on the announcement of the results. “Management initiatives and changes across the entire Company, supported by the Board, have delivered a significant turnaround this year. BlueScope’s financial position has been strengthened and the Company is well placed to benefit from any recovery in the Australian economy, with an improved ability to grow in our key overseas markets.”

What the market said: Paul O’Malley, Managing Director and CEO, speaking to investment analysts at a briefing on the results

Deutsche Bank: FY13 result: CIPA recovery gains momentum BSL’s FY13 result highlighted management’s recent restructure of CIPA has been positive....

Nonetheless, 1HFY14 NPAT guidance was disappointing – this largely relates to slower than expected ramp up of NZ iron sands exports.

We retain our BUY recommendation (25% upside to the current share price) given: 1) the Australian housing recovery is underway; 2) an expected improvement in US activity; 3) likely upside from a weaker AUDUSD and 4) further likely restructuring benefits.... We note once we have further confidence the Australian business can deliver sustainable returns, we would consider removing the 50% discount on the CIPA business which would increase our valuation 36% to $7.97/share.

CBA: Guidance disappoints. Result in line but outlook surprise to the downside BSL has reported its FY13 result, in line with consensus. However, weaker 1H14 outlook comments took the market and us by surprise....

We were anticipating significant benefits from 1H14. Key driver for the Australian steel business in the near term will be a recovery in domestic building and construction activity (volumes)....

On the positive side, the BP ASEAN and NZ businesses performed ahead of our expectations.

We have downgraded our recommendation to Underweight as we expect the recovery in domestic Australian demand to take longer than we first anticipated. UNDERWEIGHT

CIMB: Don’t get lost in the detail Despite a solid result in line with guidance and our forecasts, investors should not get mired in the detail and remain cognisant of the bigger picture. Parts of BSL’s business remain in structural decline. Australia and China are cyclically weak for some of BSL’s markets and show little signs of near-term improvement.

We have lowered our FY14 NPAT forecast by 18.7% due to a slower-than-expected cyclical recovery in Australia, China and to a lesser extent the US.... We see limited recovery in the next 12 months. We view the weaker-thanexpected FY14 guidance described by management as prudent rather conservative.

NEUTRAL CLSA: Australian acquisitions strategically sound Our June downgrade was predicated on the view that domestic demand remained weak and that near-term catalysts were hard to pin-point.

The weaker than expected guidance confirms this view. BSL have announced the acquisition of the Orrcon and Fielders businesses for a total consideration of A$87.5m.... The strategic rationale appears sound with Fielders’ strength in WA/SA complementing Lysaght’s East coast dominance. Orrcon, while exposed to the commoditised pipe and tube segment, provides the opportunity for greater pull through of BlueScope steel. Synergy benefits of $15m p.a. will be driven by rationalisation of sites....

We reiterate our OUTPERFORM rating.

Looking to FY2014, the Company expects to maintain performance and deliver a profitable 1H FY2014 (pre period-end NRV adjustments), however given uncertainty in domestic Australian demand we do not expect a 1H FY2014 outcome better than the 2H FY2013 outcome (subject to spread, FX and market conditions).

J P Morgan: FY13 Result: Down but Not Out While BSL’s FY13 results were broadly in line with our expectations, a relatively downbeat 1H14 outlook, coupled with a weak Global Building Solutions (GBS) result, weighed heavily on sentiment.... Nevertheless, we have scaled back our forecasts sharply for this year. In the near term, GBS looks set to be hamstrung by weakness on the east coast of China, which is overwhelming positives elsewhere in the division.... The sharp sell-off in BSL today (-14%) was largely, in our view, driven by guidance for 1H14. While conditions appear to be weaker than we had envisaged, timing seems to be a factor, in particular around pricing. What’s more, management looks to be exercising a degree of caution, which is not unreasonable, in our view.

We maintain our OVERWEIGHT Macquarie: Sounding a cautious note 1H13 Coated and Industrial Products Australia despatch volumes of 903kt were 15kt higher than 2H13 despatch volumes of 888kt. With market feedback and BSL’s view that import volumes were down substantially more than this incremental change, it implies that BSL has been taking domestic market share from offshore mills as a result of its antidumping and subsidisation actions. The flat HoH 1H14 guidance was the key negative out of the FY13 result and has resulted in correction of the share price. While this may weigh on sentiment in the near term, the fundamental drivers for BSL of A$ spreads assisting domestic earnings and offshore earnings growth still remain supportive on the investment thesis moving forward.

Retain OUTPERFORM. Bank of America Merrill Lynch: Cautious outlook, earnings downgrades The 14% adverse share price reaction to BlueScope’s FY13 result we believe was a function of cautious management outlook commentary where 1H14 is expected to be below 2H13 due to concerns over the domestic volume outlook and despite a now weaker A$. The result itself was a solid outcome with the strongest Australian steel (CIPA) result since FY10 and improvement in the Nippon JV and NZ operations.

We believe that the reasons for our Buy recommendation remain intact however we do concede the earnings recovery profile has been somewhat delayed. BUY maintained

HORIZON Issue 22 August/September/October 13 Page 3

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BlueScope technology behind Energy Olympics win Central to the design of the building was the integration of a combined solar electrical (photovoltaic) and solar thermal product that BlueScope and the University of Wollongong have developed through a project funded by the Australian Renewable Energy Agency.

“The photovoltaic thermal system we have been developing removes hot air from the thin film photovoltaic panels installed on the roof and then uses it to adjust the temperature of the home,” explains Rob Scott, Building and Construction Applications Manager, in BlueScope’s Research team. “It’s exciting that our research and development effort is so quickly translating into a ‘real world’ outcome and helped contribute to the success of the Illawarra Flame house team against world class competition.”

The Illawarra Flame house team at a welcome ceremony back home in Wollongong

A team of 35 students from the University of Wollongong and the TAFE Illawarra, representing the disciplines of engineering, creative design, construction and commerce and supported by a network from industry and academia, pooled their knowledge, skills, research and experience to create their innovative home on a site in Wollongong. After 18 months of planning and three months of initial construction the house was disassembled and rebuilt in 12 days on site in China after a six-week journey across the Pacific.

Exceeding all expectations, over 260,000 spectators arrived at the competition site in Datong, China and the team showed over 35,000 of these through the Illawarra Flame House.

The winning entry has also generated extensive global media coverage.

Phil Shoard, Manager Capital Development & Engineering, with Lloyd Niccol, Mechanical Engineering Cadet, holding the Solar Decathlon trophy

BlueScope was the principal sponsor of the Illawarra Flame House, and provided design insights and concepts in the initial phases of the project, which led to the inclusion of the PV-thermal concept, and its coupling to the phase change material system. The Company

also provided roofing and rainwater goods for the house as in-kind contribution. The BlueScope WIN Community Partners Program made a significant contribution to help fund the project and support the students in travelling to China for the competition.

The Illawarra Flame House is being shipped back to Australia and will be rebuilt at the new Sustainable Buildings Research Centre at the University of Wollongong’s Innovation Campus where it will be open regularly to the public.

It is hoped it will help accelerate the adoption of sustainable retrofit technologies for homes in Australia and overseas.

The Illawarra Flame House

Essentials skills add value BlueScope Australia & New Zealand Leader Essentials and Manager Essentials program participants came together recently to celebrate their graduation at a ceremony at the Port Kembla Steelworks.

Mark Vassella, Chief Executive BlueScope ANZ, spoke to the group about the BANZ business before presenting certificates to the graduates.

The graduation is a significant achievement for program participants and for BlueScope, as the Company will benefit from the additional skills and knowledge the participants acquire during the course of their programs. Many graduates were joined by their managers at the ceremony to help celebrate the occasion.

The Leader Essentials program is aimed at delivering a common set of tools, skills and

language to our leaders. The program has been designed to develop the required skills identified in the BlueScope WITTS (What It Takes To Succeed) Framework for Team Leaders and Professionals. On completing the program participants receive a Certificate IV in Frontline Management through the University of Ballarat.

The Manager Essentials program is built around the delivery of a work based project. This ensures the application of new skills directly in their role and provides the opportunity for participants to receive feedback and coaching from their manager. This group of graduates has delivered a wonderful range of projects that are adding value to the BANZ business.

BlueScope understands the critical impact leadership capability makes to business results, culture and employee satisfaction, and the Essentials program continues to play an important role.

Hot Strip Mill Graduates and Managers: Back L-R: Sam Gerovasilis, Garry Luyten, Milco Stojanoski, Steve Day, Peter Sellers, Seamus Magrin, Stacey Sutherland, Bob Willetts Front L-R: Wayne Rohosienk, Tom Comerford, Mick McPhan

HORIZON Issue 22 August/September/October 13 Page 4

New brand reflects decade of transformation Michael says that while steel will always be at the core of our business and a key part of our brand DNA, over the years we have become much more than the manufacturing company we once were. “While other business names and identities will still exist within our business, the BlueScope brand will act as the unifying global identity that binds us all together.”

In 2012, with our formal restructure into four businesses – BlueScope Australia and New Zealand, BlueScope Global Building Solutions, BlueScope Building Products and North Star BlueScope Steel – ‘BlueScope’ was officially endorsed as our new corporate brand.

This was reinforced when the new BlueScope story – ‘The world’s changing’ So are we.’ – launched earlier this year featured the new, re-energised BlueScope logo.

Now it is time to also update how we present our Company to the world. As we move forward we will be known simply as ‘BlueScope’ – a global leader in advanced steel products and custom engineered steel buildings.

“The transition to BlueScope as the corporate brand has been subtly taking place over recent years,” says Michael Reay, Manager Corporate Brand.

“It’s over a decade since BlueScope Steel was launched, and the new name better reflects the diverse business we have become during that time. Now a global business, we are recognised as a market leader in steel products, technologies and innovative building solutions.”

The refreshed ‘BlueScope’ brand identity, featuring the new ‘shimmer’ brand mark, is now being rolled out across the business.

This includes new brand identity guidelines, design elements and templates for the suite of communication documents and collateral such as PowerPoint slides, business cards, reports, email addresses, policy documents, and letterhead.

“We are taking a sensible, low cost approach to implementing the new suite of brand elements,” continues Michael. “Digital (electronic) collateral and templates should be updated immediately. However, other collateral items – brochures, business cards, site signs etc – should only be updated when current stocks are exhausted and need replenishment, for example at the next print run, or when moving office.

“We are not expecting to see the change to the new brand overnight. It’s likely to be a two to three-year transition period.”

Another symbolic change we will see is that all BlueScope Steel email addresses will migrate automatically to @bluescope.com. Existing @bluescopesteel.com email addresses will remain live to receive emails, redirecting them indefinitely to the new address so there will be no action required by users. When the redirect is in place, all new emails, replies and forwarded messages will use @bluescope.com.

At this stage, the Company’s legal entity name will remain BlueScope Steel Limited, with the Australian Stock Exchange (ASX) ticker ‘BSL’.

Protecting our brand Our Company brand is a valuable and important business asset. It not only enables us to differentiate and identify ourselves and our products in the market, but also represents our heritage, values and expertise to our various stakeholder audiences.

BlueScope invests millions of dollars each year in developing and delivering innovative products and solutions to our customers. Our research shows that we have been very successful in maintaining a reputation as a trustworthy company that stands behind its products.

To maximise our investment – and at the same time protect and build on our good name – it is vital that we work from a single set of corporate identity guidelines, across all our business communication activities.

Applied consistently across thousands of items daily, including emails, presentations, letters and correspondence, invoices and brand communications collateral, our new visual identity will present a refreshed, professional impression of BlueScope to all our stakeholders.

Employees have an important role to play in managing our corporate identity by reviewing existing communication material and using the new guidelines where possible, and applying the guidelines correctly to all future collateral.

All new brand guidelines, templates and tools are available on the corporate intranet site.

For more information about the new brand identity, email CorporateBrand.Contact@ BlueScopeSteel.com

HORIZON Issue 22 August/September/October 13 Page 5

BUILDING for YOUR future

2013 marks the beginning of a new era in the COLORBOND® steel story with the introduction of next generation COLORBOND® steel which will bring a range of product and technological improvements.

“The launch of the Next Generation gives us a fantastic opportunity to refresh the brand and the product range,” says Lisa Dent, Manager Marketing, BlueScope ANZ Sales & Marketing.

“We’re building on 46 years of a brand that has become a big part of Australian homes. A new television campaign, launched in Australia in September, celebrates this heritage and reveals, in a fun way, a truth about COLORBOND® steel that has evolved over many years.”

The campaign shows that, for decades, Australian families have been exploring and experimenting how COLORBOND® steel can add to the fabric of the family home, and that it is much more than just a roof over their heads. “Think about the cubby house, the letter box, pergolas and

garden sculptures,” continues Lisa. “We found so many interesting things that people have created with COLORBOND® steel.”

The campaign themes are based on research that shows consumers have become more knowledgeable and are more conscious of the choices available when choosing building materials. “People are creating a home – not just buying a roof, or choosing a building material,” says Lisa. “They believe that if they get the house right, it’ll see the family right as a happier, more connected and thriving family.

“The new campaign acknowledges we make COLORBOND® steel, we don’t make just roofs or fences or walling. We create the products that enable them – rollformers, architects,

designers, home-owners – to create great things; including of course, their family’s future.”

The campaign also reinforces COLORBOND® steel as the industry leader – not just a roofing leader but a leader in the building category, and consumers would be taking a risk to go with anything other than the main player.

The next generation of COLORBOND® steel will be launched in mid October. This will include a range of new collateral, an updated website and a new consumer look for COLORBOND® steel colour charts and swatches, with six new options included in the 22 colours available.

You can watch the new COLORBOND® steel TV advertisement here.

Thailand builds skills BlueScope Thailand has teamed up with the Department of Skill Development and the Ministry of Labour to launch the BlueScope Training Centre, which aims to ensure there is a sufficient and capable workforce for the steel construction industry.

“It is a challenge today to maintain a workforce that is capable and skilled in the Thai construction industry, and it is especially so when it comes to the installation of wall and roof steel metal sheet and lightweight steel structures,” said Jason Ellis, former President BlueScope Thailand, speaking at the opening.

“Without well-trained mechanics, it is difficult to maintain the quality and safety standards in this field. Our own BlueScope Training Centre will provide appropriate training programs and so take both quality and safety standards to a new level.

Guests at the opening ceremony included James Wise, Australian Ambassador to Thailand (centre)

The Centre, the first of its kind in Thailand, is based on the successful model of a BlueScope Training Centre in Australia, and is now welcoming interested mechanics and representatives from dealers and business partners. The programs are divided into the three levels – Basic, Intermediate and Advanced. Students in all levels not only study the theories but also engage in practical workshops that give hands-on experience.

The training programs incorporate various topics such as occupational safety, occupational health in workplaces, general product knowledge and installation techniques.

The BlueScope Training Centre welcomes all mechanics who use BlueScope products, as well as representatives from dealers and business partners. Enrolment is free of charge.

There is also a Mobile Training Unit fully equipped with the necessary tools and materials which can provide on-site training if required in any place throughout Thailand.

“The establishment of the BlueScope Training Centre reflects BlueScope’s genuine commitment to improving the Thai skilled workforce. Successful students will receive a certificate of achievement from the Department of Skill Development to certify their skills,” said Jason.

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New director appointed to BlueScope Board Lloyd Jones has been appointed to BlueScope’s Board of Directors.

Lloyd has spent 25 years of his career in a variety of senior management roles with Alcoa including General Manager of WA Operations, President of US Smelting and President Asia Pacific, based in Tokyo and Beijing. Most recently he has served as President of Cerberus Capital Management’s Asia Advisors Unit.

His experience encompasses mining, plant operations, energy, construction, mergers and acquisitions, corporate affairs and finance.

He is a director of the Myer Family Company,

Deputy Chairman of Doric Group and an advisory director to a division of Deutsche Bank in Australia.

“We are very pleased to welcome a director of Lloyd’s calibre to the Board,” said Graham Kraehe, BlueScope Chairman. “His significant experience in heavy industrial operations in Australia, Asia and North America, combined with broad commercial and transactional experience will be a great asset to the

BlueScope Board as it goes through a period of renewal.”

“I am looking forward to joining the BlueScope Board at an exciting time for the Company and making a positive contribution to the Company’s future success,” said Lloyd. He will nominate for election by shareholders at BlueScope’s Annual General Meeting in November, along with Ewen Crouch who was appointed to the Board in March 2013, and Ron McNeilly who is due for re-election.

Building on experience Nobuo Okochi joined the Building Products senior management team six months ago as Deputy Chief Financial Officer, based in Singapore, HORIZON asked Okochi-san about his career, and his impressions of the NS BlueScope Coated Products JV.

Also, I am happy to be supporting the Lead Team here in strategy workshops and coordinating the collaborative discussions we have with NSSMC.

Tell us about your background and career.

I joined Nippon Steel Corporation (NSC) in 1987 after graduating from the Faculty of International Legal Studies at Sophia University in Tokyo. I have been with NSC (now NSSMC) for 26 years now, working in a range of finance and accounting roles.

Through that I am beginning to better understand the key issues for ASEAN, North America, and NBCP as a whole. I am starting to see more and more issues every day and I hope to better assist management in identifying the challenges and evaluating actions and projects.

I have worked twice in the integrated steel mills in Japan – eight years altogether – and six years in finance (Treasury). Most recently I was Head of the Department of Financial Planning and Capital Budgeting in head office.

In the last four years I was engaged in forming the Mid-Term Financial Plan, planning for the merger with Sumitomo Metal and evaluating and supporting capex and investment projects.

Promoting global business has been one of NSSMC’s core strategies and I have worked in evaluating as well as supporting management decisions for overseas projects. The NS BlueScope Coated Products (NBCP) JV has great growth opportunities, and I am quite excited to be working here with the team as one.

What are the key accountabilities of your new role in the JV? My role will be assisting the NBCP CFO in preparing the financial strategy for the JV; business planning and monitoring execution; evaluating capex projects and identifying areas for further strengthening our business.

What have been the key tasks of your first six months?

Understanding the business and operations in depth has been one of the first tasks for me.

I have been visiting each country to see the plants and talk with people in the field as much as possible.

The first practical work will be monitoring and assisting with the implementation of the FY2014 budget. There are various issues in each of the countries and I would like to assist them and the JV management in making decisions on the actions required to realise the budget.

I am also working with the Lead Team to update strategy, collaborate with NSSMC and design the financial strategy for NBCP. Who will you be working with across the business to achieve these tasks?

I will be working closely with the Country Presidents, the commercial team in each country, and the functional teams. Also I am grateful for all the support that the BlueScope and NSSMC corporate teams have been providing to our JV. What are your first impressions of the JV? My impression is that we are all forward looking. We have many growth opportunities and people are willing to take on new challenges. At the same time, I think we have an open atmosphere to share opinions and lessons from each other.

“The NS BlueScope Coated Products JV has great growth opportunities, and I am quite excited to be working here with the team as one” The strength of our business is the strong customer base and reputation in the building materials market. Also having a great team of people sharing the same values – safety, the reputation of being a trusted company – is a big asset. Combining the technology and customer base which NSSMC brings, I believe we could further strengthen our position in this growing market.

Is there anything further you would like to say to BlueScope employees?

During my career of 26 years, I have experienced many new challenges. Some issues have been difficult to overcome at first glance, but I have found that by having open and productive discussions, we can combine the wisdom of people and keep on improving.

I am looking forward to my new assignment and working together with all the people, so that I can contribute to further growth of our business.

HORIZON Issue 22 August/September/October 13 Page 7

Big tanks = big business About the tanks: The Pilbara Tanks have a diameter of 12.0m and a height of 10.0m giving a capacity of 1,000,000 litres.

Specifications include: • Shell design basis AWWA-D103 (US standard)

The BlueScope team on site

BlueScope Solutions Australia is delivering on a major project to supply and install 25 Pilbara Tanks – each with a capacity of one mega litre – that’s 1,000,000 litres – to the Chevron Australia Wheatstone LNG construction site in Western Australia’s Pilbara region, some 1400 km north of Perth.

“This is a major piece of business for us,” says Daniel Wyatt, General Manager BlueScope Water Australia for BlueScope Solutions Australia, who visited the site recently. “The project’s management contractor, Bechtel, awarded BlueScope the material supply contract in 2012. Following that we successfully bid to Monadelphous to be the approved tank installer for the construction and commissioning phases.”

• General design basis AS2304/2011, plus other relevant Australian standards The 25 tanks have been designed, manufactured and delivered to site. Thirteen tanks are now at full height, with 12 remaining to be built.

“Recently we also won the contract to construct eight CST Aquastore tanks at site,” continues Daniel. “These large glass-fused-tosteel non-liner tanks have aluminium geodesic domed roofs, and at the moment tanks of this type are imported from suppliers in the US and Europe. We are developing the capability to design, manufacture and construct these large non-liner tanks up to 10 mega litre capacity, using Australian steel, as a key component of our growth strategy.”

For Daniel, the site visit confirmed that BlueScope’s customers for the project – Bechtel and Monadelphous – are very happy with our product supply and construction services. “The 22 people in our on site construction team are doing a fantastic job, working injury-free, winning a number of safety awards along the way and doing the BlueScope name proud,” says Daniel.

• HR plate wall panels ranging in thickness from 3mm to 6mm (373 tonnes coil plate) • Tank shell plates are hot dip galvanised • Roof structure is a welded truss Region D cyclonic dome design (40 tonnes SHS) • Roof sheeting is COLORBOND Ultra® steel 0.48 mm Surfmist® (18.5 tonnes) • Liners are Industratex 650 (supplied by BlueScope Bartlett Liners)

The BlueScope team has been recognised for its continuing commitment to safety on site with a ‘Crew of the Week’ award during construction. The award reinforces BlueScope’s construction capability, and is especially significant given that the project is the largest undertaken by the water construction team to date.

New appointments in Building Products

Somkiat Pintatham, President Malaysia, Singapore and Brunei, has been appointed President Thailand. Somkiat returns to Thailand after four years in Malaysia where he and his team have delivered consistently excellent business performances including record profits in two of the four years.

Pongsak Padungkarn, Vice President Manufacturing Thailand, has been appointed President Malaysia, Singapore and Brunei.

He has implemented several manufacturing and customer service improvements that have contributed significantly to the revival of the Thailand business.

Boon Hong Koh, Vice President, Midstream Business Development, Indonesia, has been appointed Vice President, Sourcing & Supply Chain, NS BlueScope. In 2010/11 he led the successful implementation of the M3 ERP system and more recently has been driving significant change in the marketing and sales activities of the Indonesian business focused on improving our market presence there.

“I am especially delighted to be appointing leaders who have a demonstrated record of strong leadership and growth over the past four years and who will ensure we meet our Bamboo 200 aspirations,” said Sanjay Dayal, Chief Executive Building Products.

HORIZON Issue 22 August/September/October 13 Page 8

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OUR BOND SURVEY 2013 7-25 October

It’s important that employees are able to have their say on how BlueScope is performing against the principles of Our Bond, and what you think is important to our future success.

WHAT’S YOUR OPINION email

By taking part in Our Bond Survey 2013 employees can have a say in BlueScope’s future, and help the Company develop action plans to improve its performance.

All employees will receive a personal invitation to participate in the survey.

Most employees will complete the survey online. Survey kiosks will be available for those employees who do not have access to the internet. A small number of employees will complete paper versions of the survey.

The survey can be accessed and completed on any computer, tablet, or phone with internet access.

The results of the survey will be communicated to all employees in November. In consultation with employees, teams will develop action plans to address any areas of concern raised in the survey.

In the spirit of living Our Bond – Our Communities are our Homes – each area that reaches a participation rate of 70% or greater will enter into a business unit draw to win a A$1,000 donation to a community organisation of their choice. In addition, each area that reaches a participation rate of 80% or greater will enter into a company-wide draw to win a A$2,000 donation to a community organisation of their choice.

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

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