BlueScope Horizon Issue 31

A BUSINESS NEWSLETTER FOR BLUESCOPE PEOPLE Issue 31 February/March/April 16

THE PEOPLE REPORT IS ABOUT US

HALF YEAR RESULT: A CREDIT TO ALL BLUESCOPE PEOPLE On 22 February BlueScope announced its financial results for the six months to 31 December 2015.

The headlines – best half yearly underlying profit since 2H FY2010: • Safety - LTIFR of 0.6, down from 0.9 and equal to our record low. MTIFR of 5.0, up from 4.6. We have maintained an LTIFR performance of below 1.0 for over 10 years, and the MTIFR has been below 7.0 since 2009 • Reported net profit after tax (NPAT) $200.1 million - a $107.4 million increase from the corresponding period last year • Underlying NPAT of $119.0 million - 47 per cent higher than 1H FY2015, 125 per cent higher than 2H FY2015 • BlueScope Board approved payment of a fully franked interim dividend of 3.0 cents per share “Our financial performance shows we have continued our good momentum in earnings growth,” said Paul O’Malley, Managing Director & CEO. “It is a credit to all BlueScope people around the globe.

The People Report 2015, launched by Paul O’Malley, Managing Director & CEO, is for all BlueScope people, wherever you are across our global footprint.

The theme of the People Report 2015 is ‘Us,’ demonstrating BlueScope people working together to achieve our goals.

Through stories and case studies that feature BlueScope people in the workplace, the People Report acknowledges your valuable contribution to Company performance, and to building a sustainable future. It also highlights many of the opportunities available at BlueScope.

“This result is the outcome of a deliberate strategy that has been underway for over a year. Right across our business we are executing the strategy well. We continue to invest in and build our premium branded steel businesses, and their results rose strongly. And we have a reinvigorated focus on innovation to drive the next generation of products and solutions for our customers.

The People Report 2015 has been produced following a feedback survey of employees in all BlueScope businesses, which showed a favourable response to the inaugural 2014 edition.

“We have moved to full ownership of North Star BlueScope Steel, recognised as the best steelmaking business in the US. It has a clear pathway of incremental growth ahead of it.

The Report is available on the People Report intranet site where there are also links to extra case studies.

If you would like to read a hard copy of the People Report, please ask your HR Manager.

“Equally, our focus on costs and lifting the performance of steelmaking operations in Australia and New Zealand is essential to ensure the ongoing viability of these operations. Our entire focus over the past six months has been to ensure we can deliver a cost structure where producing steel is better than closing operations and importing steel. I thank all of you who have contributed to delivering this outcome.”

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.

If you have any questions about the People Report, or would like to give feedback, please email employee.questions@bluescope.com.

WELCOME

Page 2

IN THIS ISSUE 02 What the market said

05 Zero Harm awards

03 What does diversity mean to you?

06 Lysaght up to the challenge

03 Leading the way in product sustainability

07 Our communities are our homes

HORIZON Issue 31 March 2016 Page 2

WHAT THE MARKET SAID: Citi Domestic strength and improving international spread Whilst the 1H16 underlying EBIT of $230.1m was driven predominantly by the structural adjustments undertaken at PKSW, it also reflected the strength of the robust detached housing construction cycle with the ASP business experiencing its best 1H in seven years.

Today’s result saw management declare an additional $50m of cost out being targeted within the ASP business since the original ‘Plan A’ was announced in Oct-15. This is reflective of further deterioration in steel prices globally but more importantly, of management’s ability to navigate the business competitively through the cycle. BSL also announced the commencement of the sale process of the Taharoa iron sands business. Our forecasts have changed materially on the ASP cost reduction, new steel price forecasts and the expectation for falling input costs as steel prices stabilize. BUY recommendation maintained.

Credit Suisse Management delivery exceeds spread decline BSL’s 1H16 result is pleasing in many ways, being a compelling endorsement of management strategy, management’s capability to execute on complex restructurings and reliability on management projections. Upgrading of the cost out target to $270mn from $200mn is very positive in our view, confirming deeper in-roads into the cost base, further favourably repositioning the

steelmaking cost base relative to its peers.

We view this as a positive result where good progress has been made on the three key business repositioning objectives: 1) ASP cost based has been structurally repositioned, with further and greater improvement promised for the current half; 2) China Building losses have been largely addressed through successful restructuring; 3) The misadventure on the NZ iron sands investment appears to have an exit opportunity at perhaps no cost through sale of the business. The increased cost out target for ASP is very positive. NEUTRAL

cost competitiveness across all of its operations.

While the cost reduction strategies continue at pace, we do not expect these to fully offset the further contraction in prices and spreads. BSL retains numerous strategic options at its disposal, as afforded by its high quality and more diverse asset portfolio and healthy balance sheet. We raise our estimates on the back of today’s result to incorporate the forward guidance, outlook comments and a degree of the targeted cost reduction benefits. Key risks: A$ appreciation; major deterioration of steel spreads; poor construction recovery. We retain BUY.

Deutsche Bank 1HFY16 Results - strong result and outlook BlueScope reported underlying 1HFY16 EBIT in line with guidance and consensus for $230m largely due to a very strong performance from the Australian Steel Products business. We believe a large part of the strength was driven by successful cost reductions and increased Australian sales/market share. In 2HFY16, management expects up to 60% EBIT growth which we believe is achievable and is now factored into our forecasts. Key risks include a stronger AUD, softer steel prices, faster or slower recovery of the Australian housing market. HOLD

J P Morgan Cost out guidance upgraded; steel spread direction the key catalyst from here BSL reported a solid 1HFY16 release, with key highlights including: 1) an increase in the company’s Australian cost out target to A$270m; 2) better than expected 2HFY16 EBIT guidance of ~A$210m, somewhat offset by 3) higher than expected net debt due to working capital outflows. Management increased its Australian cost out target to A$270m from A$220m, with an incremental A$110-120m expected in 2HFY16 as benefits from lower employee costs hit the bottom line. Management indicated that dividends are likely to be modest until the company achieves its net debt target. With cost out initiatives largely factored in by the market, further share price appreciation is likely to be driven by improving steel spreads and domestic demand momentum. Maintain Overweight

Goldman Sachs Steely resolve drives business momentum BlueScope has delivered another strong set of results in a very difficult macro steel environment - a testament to the strong focus on margins and

Half year result: a credit to all BlueScope people Cont from page 1 This result was achieved even though macroeconomic conditions have continued to worsen over the past six months. “The Australian Steel Products segment must deliver cost savings of $270 million in FY2017,” continued Paul. “We are on track to do this, which is good news for the business. In New Zealand we continue to target at least NZ$50 million cost savings, and we have commenced a sale process of the Taharoa export iron sands business.

“The results today confirm our strategy is working: it has delivered substantial bottom-line benefits in the half.”

Looking ahead, notwithstanding a challenging macroeconomic environment, due to the significant cost reductions and process improvements noted above, 2H FY2016 underlying EBIT is expected to be up to 60% higher than 2H FY2015. These expectations are subject to spread, FX and market conditions.

“I believe we can look forward with confidence as all our actions contribute to building a successful future for BlueScope. Once again, I thank you for your efforts in working safely, reducing costs and serving our customers efficiently,” concluded Paul.

How the business performed: • In Asia and North America our Building Products business delivered underlying EBIT of $65.4 million, up 37 per cent on 1H FY2015.

All businesses except Thailand delivered stronger earnings. Higher margins and favourable translation of earnings were offset by lower volumes in Thailand and Indonesia and higher costs in North America, Malaysia and Vietnam.

• BlueScope Buildings achieved underlying EBIT of $34.2M, a 77 per cent increase on 1H FY2015. Buildings North America’s earnings grew on stronger margins despite softer volumes. Buildings Asia’s result improved significantly, to approach breakeven, and we saw a solid performance at China coating and painting.

• In North America, with steel spreads down considerably over the past year, our Hot Rolled Products segment delivered underlying EBIT of $42.4 million, 37 per cent lower than

1H FY2015. At North Star BlueScope Steel, despatches continued at 100 per cent of production and we enjoyed FX translation benefits with a lower AUD:USD. The team remained focussed on delivering low-cost volume growth from the existing asset base.

• Australian Steel Products delivered underlying EBIT of $173.6 million, up 163 per cent on 1H FY2015. Costs were significantly lower, with early delivery from our savings programs, and domestic volume and mix were better, all contributing to offset weaker spread.

• New Zealand Steel & Pacific Steel made a loss before interest and tax of $47.1 million, down $49.7 million on the same time last year due largely to lower steel and iron sands prices. We have commenced a sale process for the Taharoa iron sands business.

HORIZON Issue 31 March 2016 Page 3

BUILDING A STRONGER INDUSTRY “We believe it is a unique learning model that will boost the employment prospects of the students who take part.”

The three-day program covers a variety of topics including BlueScope’s best practice safe work behaviours for roof and wall cladding installation, and the environmental attributes of coated steel, which are becoming increasingly sought after in the building and construction industry. It complements the series of seminars for architects, engineers and other industry practitioners hosted by BlueScope.

BlueScope Malaysia has joined forces with the Department of Polytechnic Education and the Ministry of Higher Education Malaysia to host its first educational program for students and lecturers from the Faculty of Architectural and Structural Engineering at Port Dickson Polytechnic.

BlueScope believes these students represent the future of the Malaysian building and construction industry, and the program aims to give them an inside look at the evolution of steel products and

the detailed work behind the development of new products, as well as educating them about selecting and using quality steel materials.

“The need to upgrade the quality and number of technical courses available, and a shortage of skilled workers in the building and construction industry encouraged us to work alongside Ministry of Higher Education Malaysia to develop this training program,” explains Pongsak Padungkarn, BlueScope Country President Malaysia, Singapore and Brunei.

The Ministry of Higher Education Malaysia has welcomed the collaboration and partnership with BlueScope, which it believes will help strengthen the knowledge and expertise of steel industry participants.

LAYING THE FOUNDATION FOR A BETTER BUILT ENVIRONMENT BlueScope has released its first Environmental Product Declarations (EPDs) in response to demands for credible, product-specific environmental information from building owners, architects, design engineers and sustainability specialists, who are at the forefront of developing a better built environment for Australia.

EPDs are in line with BlueScope’s commitment to understand and improve the environmental, social and economic performance of its production processes.

The first three EPDs – for XLERPLATE® steel, Hot Rolled Coil and Welded Beams and Columns - detail environmental impacts across a range of categories.

What is an Environmental Product Declaration?

An EPD is an expression of commitment to long-term sustainability, transparency and positive environmental stewardship using information that is quantified and verified.

The disclosure made in an EPD tells the life cycle story of a product’s environmental impact.

Similar to a nutrition label for food, an EPD contains all environmental information about

a product, in one place, and in a meaningful and credible manner.

The information ranges from simple recycling data to in-depth life cycle assessment (LCA) results. BlueScope’s EPDs are product-specific and clearly state the true impacts of the product, differing from industry-average EPDs which do not directly relate to a specific product.

How are Environmental Product Declarations used?

EPDs are best used to support whole-of-life assessment for end uses such as buildings, infrastructure and their components, as well as everyday materials. Using product-specific EPDs in the context of a whole structure or development enables environmental optimisation and progress towards a better built environment.

BlueScope EPDs are verified to be compliant with International Standard ISO 14025 and the best practice European Standard EN 15804, and inform product users about BlueScope’s commitment to environmental responsibility.

For customers, EPDs help earn points for Green Star credits in the sustainable products and LCA of building credits. Specifying BlueScope

products with EPDs can be a fast, costeffective means to increasing Green Star points for a project.

The EPDs for XLERPLATE® steel, Hot Rolled Coil and Welded Beams and Columns are registered under The Australasian EPD® Programme. EPDs for a broader range of products including COLORBOND® steel will be available in 2016.

Follow the link to BlueScope’s EPDs on steel.com.au

(l-r): Tanya Tankoska, Segment Manager - Commercial and Civil Construction, Nicole Sullivan, Technical Manager, Sustainability, BANZ, and Ross Davies, Sustainability Manager, BANZ, who have developed the first three EPDs

What does diversity mean?

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. And go to the People Report to read more case studies about diversity at BlueScope.

HORIZON Issue 31 March 2016 Page 4

TAKING UP THE INNOVATION CHALLENGE

BUILDINGS NORTH AMERICA A LEADER IN INNOVATION

Steelscape’s Maintenance Team in Kalama was invited to participate in a Creativity Contest to develop the most creative metal shed design, with key drivers being to reduce installation time and increase aesthetics. The challenge was met with enthusiasm, and in a few weeks the team built a very impressive design. Employees contributed to the project by completing a survey and providing suggestions on how to improve the initial prototype. Apparently creativity is contagious!

This case study is published in the People Report 2015.

Mark Henry, Senior Research Engineer, BlueScope Buildings North America, demonstrates the Roof Runner, the machine that seams the MR-24 Roof System, to participants in the Essentials Leadership Training Program.

The group visited the BBNA Research, Testing and Innovation Centre in Grandview, Missouri and inspected recently introduced product innovations

as well as a number of new products that are planned to be introduced in 2016.

The Research, Testing and Innovation Centre hosts more than 50 groups each year including prospective building buyers, representatives of multi-national corporations, and Builders.

This case study is published in the People Report.

SUPPLY CHAIN INNOVATION Like other parts of the business, the Butler China supply chain team is focusing on innovation and different ways of working to help BlueScope maintain its position in a steel construction market where demand is weak but competition fierce. The purchase of raw materials – hot rolled coil and zinc coil – is the team’s primary task, and has become the priority focus area of innovation.

Typically, Butler China purchases through trade dealers, as annual purchase volumes are not big enough to warrant dealing directly with the steel manufacturer.

However, by negotiating with a steel manufacturer and its service provider, the team worked out an innovative solution.

The service provider purchases coil from the manufacturer directly, and then cuts the coil to Butler’s specifications.

The benefits of this creative purchase model are: • Transparent purchase price – Butler benefits from prices available for larger purchase volumes, and pays only a service fee to the service provider.

• More flexible lead times, as inventory is prepared based on order and forecast.

• Improved cash flow as a result from this payment method.

This case study is published in the People Report 2015.

Butler China has now used this purchasing method for more than six months and, by tracking the spot market price against the actual purchasing price, has secured annual savings of five per cent, which helps improve BlueScope’s competitiveness in the market.

The purchasing project team

Learning from experience

In support of Coated Products Bamboo200 strategy, significant growth opportunities have been identified for Tier-3 products in Malaysia’s residential flat steel market. To meet the growing demand, BlueScope Malaysia has established new inline painting capability, and in doing so successfully completed its first ever capital intensive project entailing a complex engineering solution.

Other innovative initiatives and programs are underway in the BlueScope China supply chain, such as direct sourcing zinc coil from manufacturers, centralising all sourcing activity and production planning, consolidating transport, and localising raw materials; all of which contribute to business growth.

The project faced a number of challenges, compounded by contractors on site who were not familiar with BlueScope’s safety standards.

A dedicated safety officer was appointed to oversee safety training and procedures and daily site meetings, and to manage this risk.

Over thirty BlueScope Malaysia employees worked on the project, led by experts in

brownfields and capital intensive projects, and they gained invaluable skills in project management and new technology. Being involved from the outset means the Malaysia team is familiar with operating and maintaining the new equipment, and the new line is now delivering high volume demand for Tier-3 products to customer specification. The team also learnt from the experience of BlueScope Vietnam and Thailand where inline painting metal coating lines have been installed.

In addition to reducing overall production costs, the inline painting system will fill idle capacity on the metal coating line and reduce fixed costs per tonne, as well as free up painting capacity on the coated painting line.

This case study is published in the People Report 2015

HORIZON Issue 31 March 2016 Page 5

FY2015 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 BlueScope Vietnam FY2015: LTIFR 0.00, MTIFR 0.90. As at 30 June 2015 BlueScope Vietnam had maintained zero LTIFR for 6.1 million hours Most Improved Zero Harm Performance award New Zealand Steel & Pacific Islands FY2015: LTIFR 0.48 – 75 per cent improvement on FY2014, MTIFR 3.60 – 41 per cent improvement Felt Leadership award Richard Beker – Victorian Processing Leader, BANZ Processing & Logistics, Sunshine In the last three years Richard has led safety improvements and engagement at Sunshine, coaching employees to challenge and improve safety standards and to make site improvements.

He uses creative ideas to keep safety fresh, and has led sessions on forklift damage prevention, load restraint training, and driver safety zones. Site safety statistics have improved over this time.

Paul O’Malley, Managing Director & CEO, congratulates Richard Beker

Safety Champion award Nuin Anak Sekop – Factory Supervisor, Lysaght Sarawak, Malaysia Nuin is a site safety leader and the only factory employee to achieve the highest top 3 SOR (safety auditing) reporting award for three years running. Nuin always talks to new employees, family, friends and his local village community about his own safety experiences and BlueScope safety practices such as Switch On Safety and the hand safety campaign. Nuin practices a ‘lead by example’ approach with operators and other colleagues, and never misses an opportunity to lead a safety audit.

Nuin Anak Sekop receives his award from Pongsak Padungkarn, Country President Malaysia, and Lydia Toh, President Lysaght Sarawak

Safe & Healthy People award iCare Recipes for Safety Services & Manufacturing Excellence team, BANZ Manufacturing, Port Kembla

The Services and Manufacturing Excellence team adopted ‘iCare’ to brand their safety philosophy. One initiative was to encourage the team to collate their safety knowledge and expertise in ‘iCare -Recipes for Safety’ which has been recognised as contributing to increased engagement and improved safety performance.

In FY2015 LTIFR reduced from 1.26 to zero, and MTIFR came down from 3.76 to 2.73.

Safe & Tidy Plant award Exhaust Fume Reduction at MCL Nguyen Van Linh - Maintenance Team Leader, BlueScope Vietnam, Phu My The Maintenance and Engineering Team volunteered to lead a project to address a fume hazard at the paint oven exit, which successfully reduced fumes by 80-90 per cent, and contributed to other improvements including removing the need to wear a full mask respirator, improving visibility in the area, eliminating a slippery floor hazard and reducing the need to clean from monthly to six monthly. In addition, it has increased operator productivity, reduced work load and reduced the safety risk.

Safe Systems award Pickle Line De-Banding Robot, Steelscape Kalama, North America A team was put together to research a robot that would remove bands from coils and reduce human interactions. The Kalama site now has “Robbie” the robot for de-banding coils that has helped eliminate employee interactions with forklifts, ergonomic issues from manually cutting banding, and laceration hazards. The robot has reduced employee manually debanding of coils by around 90 per cent, and has eliminated 95 per cent of forklift and pedestrian interactions in the area.

A SAFE COMMUNITY In Vietnam, BlueScope leads the industry in the high safety standard it expects all employees, customers and contractors to maintain. Overall, the manufacturing industry is characterised by a high rate of workplace injuries due to low safety standards and inadequate reinforcement.

BlueScope Vietnam has invited customers and contractors to participate in Felt Leadership

safety workshops designed to help them improve their safety management systems and practices. In addition, BlueScope has provided safety coaching for construction industry customers and contractors.

The success of the workshops is already being seen through a greater general awareness of safety and notable improvements at customer

and contractor sites. BlueScope Vietnam also expects there will be fewer safety breaches by contractors, and injury-free performance at sites it controls.

This case study is published in the People Report 2015.

HORIZON Issue 31 March 2016 Page 6

Powering up A BROAD APPROACH TO professionals CAREER DEVELOPMENT With the market becoming more challenging and the customer more demanding, and with BlueScope China now working under a new business structure, its professional team needed to improve its effectiveness and skills to continue to meet customer demands.

A new training and development program – “Power-up for Professionals” – was developed for the 500 strong professional team who work in engineering, manufacturing, sales and customer service, as well as supporting functions such as marketing, finance, HR and IT. Power-up for Professionals focuses on developing capabilities through three dimensions: managing oneself, managing others and managing the task.

Participants choose which module to complete, based on individual skill gaps identified in their development plan.

In Thailand, the Emerging Talent Alliance Program nurtures young managers by giving them exposure to their peers at other companies through a structured 12 month program of learning and cross-training.

spend one week with each alliance company and are introduced to its strategy and operating procedures to help expand their knowledge in specific areas in line with their individual development plan.

The program objectives are to help participants:

Understanding leadership behaviours is also an important element of the program. The program offers a once-in-a-lifetime opportunity to gain exposure to different business settings, and encourages participants to use their new knowledge and skills in the workplace and discuss what they have learnt with their colleagues.

Participants also work through a leadership toolkit to build their skills.

• understand the keys to building an effective career path; • gain real experience in the operating procedures of other companies; and • learn leadership skills that will help guide their career to middle and senior management.

Joining BlueScope in the alliance are GM Motors (Thailand), Dusit International, McThai Co. Ltd. and MAERSK Line (Thailand). Program participants

The program has been well-received, and participants have praised the relevance of the content and tools to help them in meeting the challenges facing the business.

This case study is published in the People Report.

LYSAGHT CHINA UP TO THE CHALLENGE BlueScope Lysaght China’s attention to detail has helped the business meet the challenge of supplying roofing materials for the National Ice Hockey Hall in Kazakhstan, where severe winter weather – with a difference of 60 degrees between indoor and outdoor temperatures – requires absolute protection against water, wind, snow and condensation.

The oval-shaped roof added to the complexity of the project.

After in-depth discussions with the client, the Lysaght team designed the roof with tapered panel layout, and focused on the integrity of the waterproofing and gutter joints. Extensive tunnel tests were carried out to calculate the bearing capacity of the structure against the strong wind and snow load. The thickness of the insulating layer was carefully calculated, and two layers of breathable waterproof film

installed to ensure each layer of roofing material was strictly airtight. The eaves of the building are a feature of the design, and Lysaght carefully selected specialist subcontractors and stationed engineers on-site to supervise this stage of construction.

The building has passed its first test of both a heavy snowfall and summer rain storm without any leaks.

The Lysaght team was proud to attend the grand opening ceremony in the presence of the President of Kazakhstan, and with its demonstrated record of excellent technical and service capabilities, has already won two more projects, including one for the 2017 Expo to be held in Astana, Kazakhstan.

This case study is published in the People Report

This case study is published in the People Report 2015.

PREPARING FOR LIFE AFTER SCHOOL In support of a healthy community

Hidayat Muharam, Human Resources Manager, BlueScope Indonesia, coaches students at the SMKN 2 Cilegon school

Hidayat Muharam, Human Resources Manager, BlueScope Indonesia, has delivered a presentation to a group of twelve graders at SMKN 2 Cilegon school on how to conduct a proper presentation, public speaking, team building, and how to facilitate an effective meeting.

The presentation program, to be conducted regularly at schools around BlueScope’s Cilegon site, aims to help prepare students for life after school, whether they decide to enter the business world or to continue to higher education.

“These are skills students need to help them become more independent and creative,” says Hidayat. They also help build self-esteem, which also prepares them to enter the business world.

“It is important to acquire these skills and knowledge as early as possible to develop organisational skills at school, as well as being an important investment for future study and career.”

BlueScope Indonesia has signed a Memorandum of Understanding with SMKN 2 Cilegon school, whereby BlueScope will offer guidance and support to the school and to students preparing to enter the business world, especially in the industrial sectors of Cilegon City.

BlueScope Malaysia joined forces with a local hospital to host a health fair for the community of Kapar, Selangor.

cholesterol tests to 300 people. BlueScope also arranged activities and gifts for young children who attended.

The fair coincided with World Heart Day and offered basic health screening services to help educate the community about cardiovascular health and how to minimise the risk of coronary heart disease, the number one cause of death in Malaysia.

The hospital was very grateful to BlueScope for helping the community be more conscious of heart disease, and learn how to choose healthy eating habits and take up physical activities.

Healthcare workers provided free blood pressure, glucose, body mass index and

The fair was part of BlueScope Malaysia’s longstanding “BlueScope Steel and Community” corporate social responsibility program in the Kapar community.

EMPLOYEE DONATIONS MAKE A DIFFERENCE Donating blood is a simple thing that can make a big difference to the lives of people. For the third year BlueScope Suzhou has made arrangements for employees to donate blood at a local community centre. This time round 38 healthy employees took part. The need was more greatly felt as employees remembered those injured in the Tianjin Port explosion in August.

In the past five years, the Suzhou site has also arranged collections of unwanted clothes and other goods. Employees embraced this activity with passion, and each year several boxes of donated items have been distributed to those most in need.

The program demonstrates BlueScope’s connections to its communities and its desire to help the community and support a stronger local economy.

WHAT’S YOUR OPINION email

HORIZON@bluescope.com

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