BlueScope Horizon Issue 30

A BUSINESS NEWSLETTER FOR BLUESCOPE PEOPLE Issue 30 December/January/February 15-16

CHANGING THE GAME BlueScope has formed a partnership with the Australian Institute of Sport (AIS) to establish ‘Change the Game,’ which sees 10 BANZ employees matched with 10 elite champion female athletes for mutual learning and development.

Speaking at the program launch, Paul O’Malley, Managing Director and CEO, said the parallels between sport and business are well known,

but the greatest similarity is the desire to develop people who perform.

‘Whilst this innovative pilot program is mutually beneficial in developing the skills of both sides, from our perspective I’m really excited about how it can help build our next generation of leaders into elite performers.

We are always open to innovative opportunities that help our people grow and give them an edge.

‘Change the Game supports our diversity strategy – to foster a talented workforce of diverse opinion, gender, background, education, culture, experience and beliefs. We are confident our emerging leaders will learn a lot from some of Australia’s most talented and elite sportspeople.

Change the Game will run initially as a 12-month pilot program. The aim is that BlueScope participants will see how athletes pursue elite performance and overcome setbacks, while the athletes will learn how their skills can apply to business with a view to how they manage their career after retiring from sport.

The 10 pairs of BlueScope employees and athletes will arrange regular contact throughout the year – managing around the athletes’ training schedules for the Rio Olympic Games next August. In addition there will be three formal workshops for program participants during the year.

Change the Game participants with Paul O’Malley, Managing Director & CEO, and John Wylie, AM, Chair Australian Sports Commission

The female athletes are from 10 different sports and include Olympians, Commonwealth Games medallists, world champions, Para-athletes and emerging international talent. They are not only successful in the sporting arena, but have demonstrated a well-rounded approach to study, work and the pursuit of excellence.

Varco Pruden a top 10 workplace

CHAIRMAN FAREWELLED AT AGM

The national headquarters of Varco Pruden Buildings (VP) in Memphis, Tenn. has been recognised as a top place to work. The Memphis Commercial Appeal ranked VP in the top 10 Top Workplaces 2015 in the under 100 employees category.

Graham Kraehe, AO, Chairman of BlueScope since July 2002, formally retired at the Company’s Annual General Meeting in November.

The Top Workplaces are determined solely on employee feedback. The survey criteria included topics on salary, benefits, employee engagement, and workplace environment.

Addressing shareholders, Graham said BlueScope was now back in good shape.

“I would like to thank everyone involved in BlueScope over the past 13 years. It has been one of the most turbulent economic periods, but from a personal perspective I am proud that the foundations have been laid for BlueScope’s continued growth,” he said.

“VP is blessed with an enthusiastic and engaged group of associates,” says Chuck Haslebacher, President Varco Pruden Buildings. “This award is recognition of their commitment to making us a great place to work.”

Earlier this year, Varco Pruden was recognised by the Memphis Business Journal as one of the Best Places to Work, as well as Mid-South’s Healthiest Employers for two consecutive years.

Varco Pruden employees at the VP headquarters in Memphis, Tennessee

WELCOME

Page 4

IN THIS ISSUE 02 Full ownership of North Star

05 A distinguished career

03 Get WITTS fit

06 Scholarship opens eyes

04 BlueScope today

08 Our communities are our homes

HORIZON Issue 30 December… 15 Page 2

UPGRADED OUTLOOK CONFIRMED At the Annual General Meeting in November, BlueScope confirmed the upgraded outlook announced on 26 October – that it expected 1H FY2016 underlying EBIT would be approximately $50 million higher, or 40 per cent more than 2H FY2015.

“The outlook upgrade is due to earlier than planned delivery of company-initiated cost reductions in the Australian Steel Products segment, strength in Australian domestic demand, and benefits from the weaker A$:US$,” said Paul O’Malley, Managing Director & CEO. “Looking further forward however, 2H FY2016 will see margin pressure given spot spreads are lower than lagged spreads.”

Paul also gave shareholders a brief update on how each of our segments is performing in the current half of FY2016: “Australian Steel Products is benefitting from the businesses’ earlier delivery of cost reductions, growth in domestic demand, including from residential construction and the lower A$:US$.

These benefits are expected to more than offset weaker steel spreads and give rise to a significant improvement in segment underlying earnings for the half.

“The focus on continuous improvement and cost reductions in Australia has been outstanding and is delivering real value for shareholders.

“In New Zealand, progress made in cost reductions in both our flat product steel business and the iron sands export business is largely offsetting the impact of weaker steel and iron ore prices. It is a tough economic environment with low steel prices and iron prices bringing significant headwinds.

“We are very pleased with the progress made in commissioning the Glenbrook billet caster. Our Pacific Steel long products mills are now being supplied with billet from Glenbrook and the full earnings potential of the Pacific Steel acquisition is expected in 2H FY2016 onwards.

Paul O’Malley, Managing Director & CEO, addresses shareholders at the Annual General Meeting

“In our Coated Products joint venture, we expect a stronger performance driven primarily by general market growth across the segment, improved margins in the North America building products business and translation benefits of the lower A$:US$. We continue to be well positioned to capture growth in Asian countries.

“For BlueScope Buildings (formerly Global Building Solutions), the North American buildings business is performing strongly in the peak summer building season. We are particularly pleased with sales growth from innovative new products launched in the past 18 months.

“Our Asian building operations are seeing improved performance following cost reductions and productivity improvements in China.

“Our China coated products business, combining coating, painting and roll forming operations is performing well and in line with our expectations.

“North Star BlueScope Steel will make a strong contribution again this half. Steel spread has softened since last half. While scrap is down, steel prices are also down, but we are seeing the translation benefit of the lower A$:US$.”

Investment analysts welcomed the Company’s announcements. “All the comments provided today are consistent with our current views,” said Goldman Sachs analysts. “We remain confident that management will continue to restructure the business in a manner that will effectively offset the deterioration that we have seen to date in A$ steel spreads. With the addition of falling input costs (iron ore, coal), new product launches (CP JV) and synergy benefits (NZ&PS) combined with FX translation benefits, we expect to see a strong uplift in earnings emerge in FY17.”

Go to www.bluescope.com for more information about the AGM.

Full ownership of North Star BlueScope Steel BlueScope has moved to full ownership of North Star BlueScope Steel, acquiring the remaining 50 per cent of the mini mill operation in Delta, Ohio.

“This is a unique investment opportunity,” said Paul O’Malley, Managing Director & CEO. North Star has delivered consistent financial performance and strong returns on invested capital. It is highly regarded within the US steel sector; and full ownership enhances our portfolio value and improves business flexibility.

The North Star BlueScope Steel facility in Delta, Ohio

It is a high quality operation, centrally located within a large scrap pool, its primary source of raw materials; it operates close to its core customers, has low conversion costs and benefits from a highly motivated and capable work force. With 380 employees, North Star produces 2.0 million tonnes per annum (mtpa) of hot rolled coil.

The business is recognised by customers in the independent Jacobson survey as the leading mini-mill in the US based on quality, service and

on-time delivery, and it has consistently operated at full capacity.

With assistance from a motivated workforce, North Star has increased output from 1.5 mtpa in FY2001 to 2.0 mtpa in FY2015 with minimal capital investment. The team is working on further opportunities to boost output at low capital cost – targeting an increase in production capacity of 90,000 tonnes per annum over the next two years by increasing casting width and speed.

HORIZON Issue 30 December… 15 Page 3

WITTS – HELPING YOU SUCCEED AT BLUESCOPE capabilities relating to customer focus, innovation, change leadership and collaboration. So, if you use the framework you are supporting BlueScope’s strategy and setting yourself up for success.

The new framework is simpler and easier to use, and is supported by a suite of self-serve tools on the intranet that include videos, guidelines, self-assessments and an e-learning module.

How WITTS works The key to making WITTS work for you is to firstly identify the right development need by doing an assessment and seeking feedback from others.

Once you have identified the developmental need, you are ready to take action. The WITTS Kit includes a range of development strategies and formal training, so you can select one or two that are most relevant.

“No matter where you work and what role you perform within the company, the WITTS Framework helps align us all to a key set of behaviours and values.

This is powerful!” Stephanie O’Dwyer HSE Manager, Australia The newly launched What it Takes to Succeed – or WITTS – capability framework and development tools will help you succeed in your role, and help you prepare for future career opportunities.

WITTS helps you build on your strengths and identify gaps where you can improve, and how you can make those improvements.

The framework shows the capabilities – or skills and behaviours – required to be successful at BlueScope, such as our ability to solve problems, work with others and deliver results.

The WITTS framework has been updated to align with BlueScope’s strategy, and now includes

WITTS can also be used to guide recruitment and succession processes, as it helps managers select people who demonstrate the required capabilities.

Why WITTS matters First and foremost, organisational capability starts with you – that is, with all BlueScope

WITTS tips for success • Start your development journey by using the self-assessment tool to understand your priorities • Use the WITTS Kit to identify the best development options for you • Seek feedback from others and take on new challenges to increase your learning agility, a key predictor for success • Discuss your development priorities with your manager

people. If you, your department and your team are successful, in the end BlueScope will be successful.

For employees, WITTS clarifies what is required for success, identifies strengths and areas to improve, and provides focus for career and development planning.

For managers, the WITTS tools help clarify expectations, identify capability strengths and gaps, develop team members, and select people.

For BlueScope, WITTS clearly outlines what success looks like at each level of the organisation.

It ensures we have highly skilled people who are capable of delivering our strategy.

As Our Bond states, ‘Our People are Our Strength’, and that is the key to a successful business.

Scan here to access the WITTS Kit on the intranet: http://www.ext.bluescopesteel. com/sites/1676/Pages/ Welcome.aspx

WHAT DOES DIVERSITY MEAN TO YOU? Diversity means different things to different people.

Here at BlueScope we all have our own opinion on what diversity means, depending on our background, beliefs and experiences.

Follow this link to watch what some of your colleagues think about diversity at BlueScope.

You can also hear from Paul O’Malley, Managing Director & CEO, and two of BlueScope’s board members, Penny Bingham-Hall and Rebecca Dee-Bradbury.

HORIZON Issue 30 December… 15 Page 4

BLUESCOPE TODAY – OUR DIRECTION At BlueScope’s Annual General Meeting, Graham Kraehe, AO, Chairman, outlined BlueScope’s strategy to shareholders: BlueScope has built a strong foundation for growth, with a diverse portfolio of businesses in some of the fastest growing economies of the world, and a strong balance sheet, which enables strategic flexibility.

The global steel industry has seen extensive changes in recent times. As an example, China is now exporting finished steel equivalent to 45 times the annual output of Port Kembla Steelworks.

A review of BlueScope’s strategy has been conducted to ensure we get the best from our quality assets, identifying where the greatest value for BlueScope is created, where the greatest opportunities lie, and what we must do to successfully deliver value.

Our strategic focus is outlined below: Grow premium branded steel businesses with strong channels to market BlueScope is a global leader in premium branded coated and painted steel products – the third largest manufacturer of painted and coated steel products globally; we have great strengths in engineered steel buildings in key markets, and are number one in building and construction markets.

We will drive growth in premium branded coated and painted steel markets in Asia Pacific, and build on the strong value proposition we offer customers across the Pacific Rim from Asia, Australia, New Zealand and to the west coast of North America.

In our engineered buildings business we will drive BlueScope Buildings growth in North America, and turn around the business in China. We have a distinctive capability in engineered buildings and are the market leader in the two largest markets, North America and China.

Maximise value from our 100 per cent ownership of North Star BlueScope Steel North Star BlueScope Steel is the best performing steel plant in the US, and one of the best in the world.

Full ownership of North Star improves BlueScope’s portfolio value and business flexibility.

North Star has delivered consistent financial performance, and strong returns on invested capital to BlueScope.

The business is recognised by customers in the independent Jacobson survey as the leading mini-mill in the US based on quality, service and on-time delivery.

Deliver competitive commodity steel supply in our local markets BlueScope is committed to deliver value from steelmaking in Australia and New Zealand by game-changing cost reductions.

The Board of Directors has decided to continue steelmaking at Port Kembla and is confident that the commitments made to eliminate costs will deliver more than $200 million in operational savings in Australia by FY2017.

Further, good progress towards the $50 million cost-out target has been made at New Zealand Steel and the Board has decided that steelmaking at Glenbrook should continue.

For the Australian and New Zealand steelmaking operations to be sustainable, we must remain cost competitive and continue to deliver value through the cycle. This is our continued challenge.

Ensure ongoing financial strength Financial strength is a core pillar of our strategy, and supports value creation for investors.

BlueScope’s framework for value creation is based on quality of earnings, returns on invested capital, credible growth plans and the strength of the balance sheet.

There will more be more detailed information about our strategy and what it means for you and your team in 2016.

Chairman farewelled at AGM

Retiring Chairman, Graham Kraehe AO, centre, incoming Chairman, John Bevan, left, with a group of Port Kembla graduates at the Annual General Meeting

Cont from page 1 Incoming Chairman, John Bevan, said he was excited about the future for BlueScope, and it was a privilege to be part of a Company with a clear future strategy and a strong leadership team.

“Graham has provided great support and counsel to CEO Paul O’Malley and many others in the business. His legacy will be as one of the true industrial leaders in Australia. He is a passionate

and strong leader and we wish him and his family all the best in retirement,” he said.

Paul O’Malley, Managing Director & CEO, also acknowledged Graham’s contribution to BlueScope. “Graham steered the Board and management through the most significant changes the world steel industry has ever seen, and provided early insight and drive in the Company’s growth into Asia.

“I would particularly like to thank Graham for his outstanding leadership through the challenges we experienced as the global steel industry almost fell apart post the global financial crisis.

It was a very difficult time for BlueScope, and Graham was the anchor upon which the Board and management team were able to develop and implement the plan to rebuild the Company.”

HORIZON Issue 30 December… 15 Page 5

GRAHAM KRAEHE, AO – A DISTINGUISHED CAREER Born: Adelaide, South Australia Education: Bachelor of Economics, Adelaide University Career: Chrysler • Started work in the finance department.

Became Manager Cost Accounting, and one of the youngest members of the management team.

Renmano Cooperative Winery • Appointed CEO of the Renmano Cooperative Winery, then one of Australia’s largest wine and brandy producers.

• During his time as CEO, Renmano developed export markets in Europe, the Middle East and North America and then combined with fellow Cooperative Berri to become a 60,000 tonne per annum winery.

• Spent over five years on the Council of the Australian Wine and Brandy Producers Association, including three years as National President.

WH Wiley • Returned to the automotive sector as CEO of WH Wiley, a subsidiary of Mitsubishi Corporation and Mitsubishi Motors. Wiley was the Australian producer of shock absorbers, struts, water

pumps and jacks for the Australian Automotive Industry and one of Australia’s largest users of precision pipe and tube.

• Graham’s achievements as CEO included turning the business around from a loss making operation, partly through applying the techniques of the Japanese manufacturing philosophy – today known as Lean Manufacturing. He also oversaw the acquisition and integration of Armstrong, a Melbourne based competitor, and expanding exports.

Repco • Joined the executive committee as CEO of the largest manufacturing unit, the Brake and Clutch division with responsibility for the manufacturing and marketing of brake, clutch and related componentry for the Australian automotive industry with operations in South Africa and India.

• The business expanded based on the world patented light weight aluminium disc brake callipers supplied to a number of US automakers.

Robotics were introduced to eliminate particularly dirty or unsafe work practices.

• Oversaw diversification of the business from a pure automotive components business with the acquisition of Viscount, a plastics business making packaging, large rubbish bins and automotive components including bumper bars, and a company making gratings for roads, culverts, drains and industrial grates supplied throughout Australia and into Asia • Repco listed on ASX as Pacific BBA. As CEO, Graham drove a strategy of expansion into Asia, the company open packaging plants in China, Malaysia and Indonesia and automotive component operations in Thailand, Malaysia and Indonesia together with gratings in China and Singapore.

15 July 2002, when then BHP Steel was listed on the ASX

Southcorp • In 1994 became CEO of Southcorp Limited, a top 20 ASX diversified industrial company with substantial interests in appliances, wine, a water heater business and a large packaging business.

• During Graham’s tenure the focus was then again on expansion into Asia in and a big wine export program which saw Southcorp at its peak responsible for 50% of all Australia’s wine exports by value. The business also focused on newly emerging opportunities and innovation with the acquisition of a solar water heater operation.

Non-executive roles • Director Email 1987-1989 • Director National Australia Bank 1997-2004 and Chairman for 2 years • Director News Corp Ltd 2000-2004 • Director Djerriwarrah, a listed investment company

With children from Xingren School, which BlueScope helped rebuild after the 2008 Sichuan earthquake

On a visit to New Zealand Steel

• Director Brambles 2001-2004 and later Chairman 2007 – 2014

Welcoming incoming Chairman, John Bevan

• Early 2002 invited to form the Board of the BHP Steel business leading up to the demerger in July 2002 • Inaugural Chairman of BHP Steel – now BlueScope – from 2002 – 2015 Other roles Member and served as National President of the National Council of Metal Trades Industry Association (now Australian Industry Group).

Member of the Reserve Bank of Australia board 2007 – 2012.

Member of the Australian Prime Minister’s Business Advisory Council.

Since announcing his retirement from BlueScope Graham has joined the Australian Advisory Board of The Nature Conservancy, and the Advisory Board of the ‘China in the World’ centre at the Australian National University.

In 2003 Graham was made an Officer of the Order of Australia for service to Australian corporate life as a leader in the development of the manufacturing, financial and wine sectors, the expansion of export markets, the fostering of trade relations, and recognition of industry responsibilities to employees, the natural environment and the community.

HORIZON Issue 30 December… 15 Page 6

EXPERIENCING A DIVERSE WORLD Lucy Carson, BANZ State Manager, Building Market, Victoria/Tasmania, has participated in the ‘Learning to Lead’ program at the Singapore campus of INSEAD, one of the world’s leading and largest graduate business schools, thanks to a scholarship awarded by the organisation Chief Executive Women.

The ‘Learning to Lead’ program is designed to support new leaders in the transition from being an individual contributor to an effective leader of others. It teaches how to set effective goals, motivate others, reinforce correct behaviours, resolve conflicts, build team spirit and evaluate individual capabilities.

around the central theme of diversity, and of being comfortable with differences in others.

“The program opened my mind to the diversity and internationalism of the world – for example, hearing the overwhelming influence religion plays in the lives of other participants contrasted dramatically with what I am used to in Australia.

Similarly we learnt how to give feedback to people from different cultures, such as Japan and Oman, who value inter-personal respect highly. I have never been in a more diverse environment, and it was a unique opportunity to reflect on myself in this context.”

Lucy was one of four scholarship recipients for the ‘Learning to Lead’ program, chosen from over 100 applications.

Chief Executive Women represents senior women in Australia from the corporate, public service, academic and not-for-profit sectors, and aims to increase the business skills and leadership capabilities of managers who form the path to top leadership. Each year it offers a wide range of scholarships to women at different levels of their career.

“The course taught me to learn more about myself,” says Lucy. “What I loved, and what was so different from any other experience, was the international and reflective nature of the discussion. I found sharing experiences with people from all across the world to be the most unique learning experience I have ever participated in. As well as Australia and New Zealand, the other participants were from Asia, the Middle East, North America, Europe and United Kingdom.

“I also valued the opportunity to take time out from my day-to-day life to reflect on what makes me who I am, on what challenges I face at work and how I can plan to overcome them.”

Lucy says INSEAD lived up to its motto of being ‘The Business School for the World.’

“Everything about the course was designed

Lucy Carson, seated 6th from left, with ‘Learning to Lead’ program participants

NEW BILLET CASTER A ROLLING VICTORY! The first billets have been cast on New Zealand’s new billet caster, a key milestone in integrating Pacific Steel into New Zealand and Pacific Islands and in realising the significant value from the Pacific Steel acquisition in June 2014.

It was a memorable occasion for members of the team who tapped a billet grade at steelmaking, treated the ladle at the new ladle metallurgy furnace, cast billets on the billet caster and finally ramped up the billet production as they completed commissioning. Seven billets were processed from the first cast and the mechanical properties of the end product were well within specification and desired range.

The billet caster at New Zealand Steel will enable liquid steel to be redirected from loss making flat steel exports to profitable domestic reinforcing and wire products through Pacific Steel.

Every grade produced has been trialled using the new billet feed through the rolling mill and wire mill at the Pacific Steel mill, and through customers’ processes to confirm that the new

product meets required properties and attributes.

Once each grade is confirmed as successful through the full supply chain, it will be released for commercial production and ramped up on the new billet caster. Full production will see around 1,000 ton of billet transported daily from New Zealand Steel to Pacific Steel.

Congratulations to the many people involved in establishing and executing the business processes and physical infrastructure required for this new supply chain.

HORIZON Issue 30 December… 15 Page 7

NEW SUPPLY CONTRACT BRINGS COST SAVINGS In line with BlueScope ANZ’s focus on Strive 2 Thrive, a team of employees from Port Kembla, Western Port, Orrcon Steel, Distribution and Lysaght has made a significant contribution to cost reduction targets in negotiating a market tender for the supply of bearings across BANZ.

Statewide Bearings Managing Director, Philip Bruce signs the new contract with Andrew Watson, Manager BANZ Procurement, with Paul Todoroski, Project Manager – Strategic Sourcing, Commercial\ Procurement, Mark Phelan from Statewide and Riste Tomeski, Business Analyst – Procurement

Not only was the team able to achieve a 23 per cent price reduction equating to over $715,000 in annual savings, but also worked with the successful tenderer – Statewide Bearings – to develop an innovative solution to reduce BlueScope’s bearing inventory.

Statewide Bearings has agreed to purchase $1.2 million of BlueScope’s bearing inventory and manage the stock to ensure one hour service levels, thereby reducing BlueScope’s balance sheet burden and generating revenue.

The successful project and three year contract is a good example of how working with suppliers can identify opportunities which offer innovative solutions for all parties.

OPENING DOORS TO INDUSTRY Demonstrating one way the BlueScope ANZ specification team is building relationships with industry representatives who influence how and where BlueScope products are used, Braden Leiner and Mike Brinkman, Specification Account Managers, BANZ Sales & Marketing, hosted six senior architects from NH Architecture, one of Australia’s leading architecture firms, on a tour through the MCL6 and CPL2 at BlueScope’s Western Port facility.

“It was very beneficial to be able to demonstrate some of the new technologies we are looking to develop, and to get some insight on what industry would like to see from us,” says Mike.

The architects welcomed the opportunity to see the products being created. “We now have a true understanding of the products and an ability to

talk about steel cladding with absolute confidence,” said Adrian Costa from NH Architecture. “But the main thing that stood out was the passion BlueScope people exhibited towards the products, and the commitment to quality.”

NH Architecture specified COLORBOND® metallic steel in ‘Copper Penny’ in the redevelopment of the Margaret Court Arena at Melbourne Park, home of the Australian Open Tennis Championships. The Australian Open is viewed on TV all around the world, and the architects wanted to use a material that would make the roof stand out. This project has been recognised in several architectural and design awards in Australia, and was a finalist in the World Architecture Festival 2015 awards.

STEEL WINS IN ARCHITECTURE AWARDS The redevelopment of Adelaide Oval has received the 2015 National COLORBOND® Award for Steel Architecture at the Australian Institute of Architects’ National Architecture Awards.

“BlueScope’s most prestigious COLORBOND® steel award has been given to a project with a contemporary form that clearly demonstrates the suitability of steel to complement heritage

buildings,” says Fiona Robinson, Group Marketing Manager – Sales & Marketing, BANZ. “Steel as a material has allowed us to design structures with a lightness and elegance that are defining characteristics of Adelaide Oval.

Spanning further and doing so with strength and the least amount of material could only be achieved with steel,” said Patrick Ness, Director Cox Architecture.

In addition, the Australian Institute of Architects National Award for Commercial Architecture went to the GPT Group’s Wollongong Central development that features 15 different steel products specified during construction and made locally at the Port Kembla Steelworks.

The partnership between GPT Group and BlueScope included fast-track production of the new Low-Glare Coated (LGC) DECKFORM® steel, so that Wollongong Central could be the first large-scale project to use the product.

The new product features a proprietary resin coating that reduces the reflected glare of structural steel decking, making it a safer product to work with compared with regular decking steel.

GPT also specified over 2000 square metres of XLERPLATE LITE® steel to create a shroud of 750 blades finished in an iron oxide-style paint that adorn the building’s southern façade.

HORIZON Issue 30 December… 15 Page 8

REBUILDING AFTER CYCLONE PAM BlueScope Lysaght and New Zealand Steel have donated roofing materials to help rebuild eight schools damaged by Cyclone Pam in March this year.

Narcisse Sumptoh from BlueScope’s office in Noumea has been working closely with local authorities to ensure that the materials went to the most severely damaged schools.

“We are thrilled that BlueScope’s Pacific Region network has been able to help in rebuilding the schools,” says Narcisse. “Without our help, the schools would not be able to pay for the materials.”

In all, BlueScope Lysaght donated 19 tons of ZINCALUME® steel, while New Zealand Steel supplied 37.4 tons of pre-painted steel.

The aim is to ensure that children are back in the school buildings and out of tent classrooms before the onset of the next cyclone season.

New Zealand Steel hosts family and friends Around 1000 employee employees and their families enjoyed the Open Day held to mark New Zealand Steel’s 50th anniversary.

The cornerstone attractions were the tours of the Hot Strip Mill and the general site bus tour.

Over 800 people went through the Rolling Mills and an equal number rode on the general site bus tour.

Employees proudly showed the operations to their families, pointing out special features along the way, and the museum marquee proved to be a popular destination for both past and present employees.

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

HORIZON newsletter is published online on the BlueScope intranet. Please display on your notice board (if possible, print A3 size for best results).