BlueScope Horizon Issue 36

A BUSINESS NEWSLETTER FOR BLUESCOPE PEOPLE Issue 36 July / August / September 17

MARK VASSELLA APPOINTED NEW MANAGING DIRECTOR & CEO

“I’ve enjoyed 12 very tough but inspiring years at BlueScope. Working with the entire BlueScope team, and being so well supported throughout by such a strong Board, has been the greatest honour of my professional career.

2011 – present Chief Executive BlueScope Australia & New Zealand 2008 – 2011 President BlueScope North America 2007 – 2008 Chief Executive BlueScope Australian Distribution & Solutions

1999 – 2000 Group Manager Strategic Planning, Smorgon Steel Group

EARLIER CAREER • ANI Structural Steel Products Group • Palmer Tube Mills (Aust) Pty Ltd • BHP Steel Limited

“BlueScope is in a very good position, and the Board and I are confident in the strength of the internal management capability, with the support of all employees, to take advantage of the opportunities ahead. Mark will make a significant contribution as global leader of our great Company.

Speaking to employees after the announcement Paul O’Malley, Managing Director & CEO said BlueScope has always been about the team. “Obviously I’m sad to be leaving this superb team. But equally, I’m very pleased that Mark Vassella has been appointed to lead the team on the next phase of the journey.

BlueScope Steel Ltd

2000 – 2007 Chief Executive Smorgon Steel Distribution

“Mark will lead from the front, and his priority is to keep delivering on the strategy, and build on our recent performance and successes,” John said.

“He retires with the warmest thanks and best wishes of the Board and all BlueScope employees.”

SENIOR EXECUTIVE ROLES

Smorgon Steel Group

On 21 August, John Bevan, BlueScope’s Chairman announced the appointment of Mark Vassella as Managing Director & CEO from 1 January 2018, after Paul O’Malley announced his retirement effective 31 December 2017.

“Paul O’Malley has been an outstanding leader for more than ten years,” continued John. “The Company owes him a great debt of gratitude for his strength of vision and purpose as leader. His focus on safety, and on the essential turnaround and transformation of the Company in the decade after the global financial crisis showed leadership of the highest order.

ABOUT MARK VASSELLA

KEY ACHIEVEMENTS Mark has led BlueScope ANZ employees through a major restructure of the business. He oversaw the return of the Australian business to profitability, and was instrumental in the 2015 decision to continue operations at Port Kembla in Australia, and at Glenbrook in New Zealand.

Mark Vassella and Paul O’Malley

“A lasting impression will be the dedication of BlueScope people to working safely and to looking after each other, to getting the job done, sometimes in the most difficult of circumstances, to being innovative in finding new ways of working, and to supporting BlueScope through thick and thin.

“I believe our customers, our employees, the communities in which we operate, and shareholders can feel confident about the future.

“Please join me in congratulating Mark on his appointment, and continue to offer him the same strong levels of support that you have always shown to me over the last ten years,” concluded Paul.

WELCOME

Mark also oversaw a $100 million investment in the next generation ZINCALUME® and COLORBOND® steels coated product technologies, and a $500 million reduction in working capital.

He has run all BlueScope’s buildings businesses in North America, leading the integration of the IMSA Corporation businesses, which included Steelscape, ASC Profiles and VP Buildings, and sat on the Board of North Star BlueScope Steel in Delta, Ohio. He led a major rationalisation of the North American business through the economic downturn flowing from the global financial crisis.

EDUCATION • Bachelor of Commerce, University of Newcastle • Master of Business Administration, University of Queensland

IN THIS ISSUE 02 Building a Bright Future

05 What the market said

03 See, Say, Do

06 Enviro win for COLORSTEEL®

04 FY2017 Financial Results

07 Our communities are our homes

HORIZON Issue 36 2017 Page 2

A BRIGHT FUTURE AHEAD New President BlueScope Buildings North America Miguel Alvarez has been touring sites to talk to employees and meet with customers since taking on the role in July. The insights and information gathered has helped feed into the BlueScope Buildings NA (BBNA) strategic direction.

“I am excited about our path going forward,” Miguel said, introducing the strategic direction to employees in August.

The BBNA vision remains to become the most sought-after construction partner in North America while maximizing the value brought to stakeholders. This means focusing on developing innovative solutions and added value to make the construction process better, and making sure this translates into value for employees and stakeholders.

The main strategies to reach this vision are: • Grow Butler and Varco Pruden market share through an enhanced builder network • Grow conventional and construction businesses by increasing brand engagement and partnership • Focus on strategic innovation for the construction industry • Become a benchmark in project delivery and customer satisfaction by knowing, getting closer, and emotionally connecting with customers better than anyone else in the industry • Strong Continuous Improvement culture that delivers $10-$20M EBIT improvement every year (increasing margins, improving efficiencies, reducing waste and cost)

The BBNA team at Monterrey

To help achieve the strategic direction, BBNA is underpinned by: • Safety - focusing on critical risks, increasing hazard recognition and awareness, and implementing a corrective action system that assures timely addressing of opportunities • Diversity and inclusion - a workforce that reflects the composition of the communities where we operate, and promoting involvement in decision-making • Performance management - a strong system that promotes accountability and talent development • Market intel and technology - strengthening market intelligence for better decision making and developing a workforce that is technology oriented and digitally savvy

of the opportunities we have and achieve a level of success never imagined before,” continued Miguel. “Talking about it will not be enough, we need to go and make it happen. Only things like misalignment and disengagement could get in our way to achieve greatness.”

Miguel invited employees to join forces, work together, and actively participate in making these strategies and plans a reality.

“The engagement of employees is very important to me. If employees think this direction is good for our Company, I hope they start making it a reality.

And I’ve asked any employees who do not agree to please let me know so we can chat about it, align ourselves, and have 100 per cent of us going in the same direction.”

• Manufacturing excellence - continuing the productivity journey and driving toward a more variable cost structure, making sure we fit the Company’s capabilities and resources to meet future demand • Employee engagement - increasing engagement by better communication, inclusion, empowerment and recognition

With the engineering team, BBNA Mexico

“Our Company has an opportunity to not only do much better, but also to achieve greatness. I see us now much better positioned to take advantage

Miguel Alvarez, President BBNA, and Peta Renkin, Vice President People BBNA, speaking with employees during the Monterrey site visit

Up and running at Western Port “MCL5 is being restarted to free up ZINCALUME® steel capacity off MCL1 and produce ZINCALUME® and TRUECORE® steels destined for our domestic southern market,” explains Ron Bange, Asset Manager, Mills & Coating, BlueScope ANZ. “The line has been mothballed since 2011, following BlueScope’s decision to stop producing for export markets.”

It’s exciting times at BlueScope’s Western Port site where around 250 people have been working on the restart and recommissioning of MCL5. The team has included employees from maintenance planning, supervisors, engineering, automation, operational, product specialists, production planning and customer service, who have been supported by external specialists and contractors.

The project team began the recommissioning work on 1 September last year. The project scope included a capital upgrade, as MCL5 had to be capable of producing Next Generation ZINCALUME® and TRUECORE® steels with Activate® technology which ensures a tougher protective coating that is more resistant to scratches and scuffs, and also increases the product lifespan.

The line will be capable of producing product 0.30 – 1.00mm thick and 610 – 1235mm wide, and will supply building, distribution and manufacturing markets.

“It was a proud moment for everyone to see the MCL5 exit conveyor loaded with the first coils of the Next Generation ZINCALUME® steel,” continues Ron. “It takes a big team of diverse people to deliver a big result – congratulations to all on this outstanding result.”

HORIZON Issue 36 2017 Page 3

See Say Do for safety In many workplaces one of the greatest barriers to improving safety performance can be people’s reluctance to ‘speak up.’ This can be for a number of reasons, but the end result is the same – a potential safety issue or an improvement opportunity is missed.

A new safety campaign – ‘See Something, Say Something, Do Something’ – in the BlueScope ANZ Flat Steel Products business aims to help overcome this reluctance to speak up.

The philosophy of ‘See Say Do’ is simple – wherever you are, at work, at home or out with family and friends, never be afraid to speak up if you see something that doesn’t look or feel right.

‘See, Say, Do’ activities include sessions for teams to develop goals and safety commitments.

And of course the ‘See Say Do’ message doesn’t just apply to working safely. If you are striving to improve every day at work or at home and see something that’s not right - make sure you say something, and do something about it!

TAKING OUR PULSE By now, all BlueScope people have had the opportunity to have their say in the Pulse survey.

First off the rank were Steelscape and ASC Profiles in North America, where employees have completed the two rounds of Pulse. The cycle finished in August, when BlueScope ANZ and Corporate employees had their say in their first Pulse survey.

Pulse is a new survey to help measure employee engagement. For BlueScope, employee engagement is all about how involved employees are in their work, and the enthusiasm they have for their work and for the Company. We know that an engaged workforce brings many benefits to our business, including a great work environment, greater productivity and improved performance. To understand the level of engagement across BlueScope, we need to measure it regularly, and Pulse will enable us to do that.

Unlike large employee surveys, Pulse does not generate a score for all of BlueScope. Rather, as the survey is run business by business and team by team, it produces an individual score to help business leaders and managers really understand what’s happening and how employees are feeling in their particular area of the Company.

Once the data has been gathered from each round of Pulse, managers host discussions and ‘listening sessions’ for their teams to help and understand what they are doing well and what they could be doing differently.

Pulse will be offered three times a year to monitor progress and help understand changes in the way employees are feeling towards their work and to BlueScope.

If you have any questions about Pulse for your team, please speak to your manager.

On track in Thailand In Thailand, our third metal coating line with in-line painting is under construction. This major project is in line with our strategy for the Coated and Painted products business - to grow premium branded steel businesses with strong channels to market - and to meet demand in the growing Retail/SME building market.

A major milestone was met in early September when the first equipment was installed inside MCL3. The equipment is part of structure for the Surface Treatment Section, an area where the resin and in-line painting section will be housed.

The installation was on schedule and executed well within specification.

HORIZON Issue 36 2017 Page 4

FY2017 FINANCIAL RESULTS STRATEGY DELIVERING RESULTS On 21 August, BlueScope announced its financial results for FY2017.

The highlights: • Reported net profit after tax (NPAT): $715.9 million, a 102 per cent increase on FY2016 • Underlying NPAT: $650.8 million, 112 per cent higher • Underlying earnings before interest and tax (EBIT): $1,105.0 million, 89 per cent higher than FY2016 Speaking to employees, Paul O’Malley, Managing Director & CEO, said the excellent FY2017 financial performance shows that the successful implementation of our strategy is continuing to deliver right across our business.

“Thanks and congratulations to all of you – your combined contribution has led to this result,” he said.

“But first, let’s look at safety. It is disappointing that LTIFR performance has deteriorated, increasing from 0.6 to 0.8, and MTIFR has also risen – to 5.6 from 5.1. We know that manual handling injuries are the main contributing factor, and we will have a renewed focus on preventing these, and eliminating all risks and hazards in the year ahead. Our goal will always be Zero Harm.

“The growth in underlying EBIT was generated through delivery of productivity and cost improvements, sales growth, improved steel spreads and the full year benefit of the North Star BlueScope Steel acquisition.

“Our strategic initiatives implemented in the last two years are delivering strong cash flow,

Targeting growth through implementing our strategy Our strategy is delivering results. We have many growth opportunities in front of us. In summary: Coated & Painted Products: • Delivered a 32 per cent compound underlying EBIT growth in the Building Products segment over the last five years. This year, there was a strong pick-up in the performance of the North American coated business, with strong growth also in India and Vietnam.

• The current focus is to further grow the business particularly in Asia, which is seeing a rapid rise in the wealth of the middle class. In Thailand, in order to meet demand in the growing Retail/SME building market, our third metal coating line with in-line painting is under construction. A new Lysaght roll-forming facility in Myanmar has been established and there are opportunities to accelerate growth in India.

• In Australia, demand for premium branded coated and painted product continues to be strong. The team is pursuing a number of specific inter-material product and innovation opportunities in new markets.

and net debt was reduced to $232.2 million.”

BlueScope will pay a fully franked final dividend of 5.0 cents per share, and undertake a further on-market share buy-back of up to $150 million during 1H FY2018. The Board believes that, together with paying consistent dividends, share buy-backs achieve an appropriate balance between retaining strong credit metrics, continuing to fund our growth opportunities and returning cash to shareholders.

Paul highlighted that BlueScope is now targeting growth through implementing our strategy. “Our strategy is delivering results. We have many growth opportunities in front of us.”

Outlook for 1H FY2018 Looking ahead, BlueScope’s successful transformation has rebased earnings to a higher level, lowered volatility, improved earnings mix and positioned the company well to fund growth, reduce debt and for capital management.

In the immediate half year there are a number of macro factors impacting the outlook: • US steel margins are lower due to scrap prices increasing ahead of steel prices; • As trade restrictions take hold in global markets, import product offerings are taking advantage of gaps in the Australian antidumping regime, which together with volatility in FX, is leading to lower domestic steel margins; and • Productivity improvements at Australian Steel Products are not yet fully offsetting the scale of energy cost escalation in FY2018.

BlueScope Buildings: • Delivered 30 per cent underlying EBIT growth to $64.0 million, mainly through performance improvement initiatives in the North America business.

• Restructuring initiatives in the China Buildings business saw it achieve a break-even result in 4Q FY2017, and further benefits of the restructuring are expected in 1H FY2018.

• Our China Coated business also has good scope to grow through filling available production capacity.

North Star BlueScope Steel: • Since our move to full ownership in October 2015, there has been sustained improvement in steel margins. The business recorded a 113 per cent rise in underlying EBITDA to US$348.3M in FY2017 over FY2016.

• The business continues to deliver low-cost incremental growth initiatives, with production volume increased by 71kt this year through de-bottlenecking projects.

Continued improvement in Australian & New Zealand steelmaking “The Australian steelmaking business has done an excellent job in boosting profitability and the business delivered good results, supporting the

Paul O’Malley, Managing Director & CEO, speaking to media after the results announcement

The Company currently expects 1H FY2018 underlying EBIT around 80 per cent of 2H FY2017 underlying EBIT (which was $527.3 million).

Expectations are subject to spread, FX and market conditions.

“Our strategy is working, as these results clearly demonstrate,” Paul said. “Once again, thank you for your contribution, and your commitment to helping BlueScope meet its strategic objectives.

“Please stay safe at all times, Take 2, and think about what else you and your team can do to help make our workplaces safer,” Paul concluded.

For more information about the FY2017 annual results go to www.bluescope.com

2015 decision to continue operations at Port Kembla,” continued Paul. “However, we must not be complacent in our pursuit of continued productivity improvements. We need to deliver returns necessary to support a decision in 10 to 15 years to reline the blast furnace.

“A sharp increase in energy costs for our Australian operations risks undermining recent cost and productivity improvements. Combined gas and electricity costs for the Company’s major manufacturing sites at Port Kembla, Springhill and Western Port are forecast to increase 75 per cent between FY2016 and FY2018, to an estimated $145M in FY2018. We are very concerned about tightening of supply in the gas and electricity markets, and have highlighted our concerns to government and regulators, including our views about the need for greater supply of gas to domestic customers and incentives to ensure baseload generation is maintained at least at existing levels.

“The New Zealand steelmaking business made headway on productivity initiatives and cost savings but there is further work to determine whether the Glenbrook operations can be internationally competitive and profitable through the cycle. The sale of the Taharoa export iron sands business was completed in May.”

HORIZON Issue 36 2017 Page 5

What the market said Credit Suisse FY17 NPAT in-line, 1H18F soft.

O’Malley retires Succession no surprise: Paul O’Malley’s ten-year tenure as BlueScope’s CEO is to end, with the well credentialed Mark Vassella appointed CEO from 1 January 2018. Paul’s achievements are numerous and well known. His humility, honesty, respectfulness and patience are attributes that are unusual and have been embedded in BlueScope’s global culture. Paul has always reported facts as they are, never adding spin to make things sound better or lower risk. His judgement has been sound with key decisions including: shutting one blast furnace and the Westernport Hot strip mill; restructuring Port Kembla rather than shutting it; not investing in DRI at North Star; purchasing the other half of North Star from the JV partner; divesting half of the Asian JV business at a good cash price to a strategic partner who could would bring a product market and technology to grow into that new market; continuing to invest in high margin, low capital intensity downstream opportunities in South East Asia; purchasing good downstream assets at a cheap price from willing sellers to acquire high return captive customers (Tube mills and Pacific Steel’s long product rolling mills) Disappointing guidance: Cost pressure not offset in 1H18. Domestic pricing impacted by low priced imports on weak domestic anti-dumping regime.

OUTPERFORM.

Deutsche Bank FY17 result: lowering the steel bar Strong FY17 result. 1HFY18 guidance weaker but appears conservative. BSL has reported underlying FY17 EBIT of A$1,131m, in-line with our A$1,130m estimate. Free cash flow was again strong, net debt has fallen to just A$232m, and BSL has announced a further A$150m on-market buyback. It was all about the guidance though, with BSL indicating EBIT will fall 30% to A$422m in 1H FY18 on higher costs and import steel competition. Guidance appears conservative in our view. We retain the HOLD on valuation.

Evans & Partners FY17 Result: changing of the Guard Coupled with Cost Challenges While FY17 can be considered a success for the company, the steelmaker spread and cost-out tailwinds look set to subside in the coming periods.

FY18 guidance pointed to a more challenging

period in 1H18. Earnings will principally be impacted by lower steel spreads in the US, the roll-off of raw material purchasing and mix benefits in Australia, and rising domestic energy costs. Given the huge success of the cost reduction and productivity improvement programme over the past two years, it will become much more difficult for management pull the cost lever to offset margin headwinds. As a result, we have downgraded our recommendation to NEUTRAL from positive.

Goldman Sachs FY17 Result: 1H18 guidance disappoints, but is it only temporary? Buy BlueScope (BSL.ASX) delivered an in-line FY17 result, but disappointed the market with subdued 1H18 guidance. Key take-outs: Negative 1H18 outlook: Driven down by (i) spread compression in Australia, NZ and North Am; (ii) rising energy prices; and (iii) slowing operating momentum.

Capital management: In line with the current policy of distributing 30-50% of free cash flow, BSL has: (i) declared a 5.0cps fully franked dividend; and (ii) announced a A$150mn on market buyback.

Despite the major decline in our target price, we maintain our BUY rating.

Macquarie Research Speed bump!

What we liked. Inherently, the 2HFY17 performance was solid, with EBIT outcomes only 3% below our expectations and underlying NPAT 5% lower.

What we didn’t like. Guidance for 1HFY18 was disappointing, driving a large FY18 downgrade in estimates. In Australia, price weakness due to imports (~$25m impact), reversing raw material cost benefits (~$17m) and electricity prices (~$16m) are a headwind, while spread compression in the US (~$48m) is expected to pressure 1HFY18. The retirement of CEO, Paul O’Malley, was also a negative, although we think Mark Vassella as a replacement is good. It was undoubtedly a weak 1HFY18 guidance statement, but we think the stock over-reacted (-21.8% down).

While a CEO transition added to the negative surprise factor, we see strategic and operational continuity. The macro picture, especially on China, is a key risk, but we think valuation remains attractive at this juncture and the core fundamental operating performance of BSL remains good. Maintain OUTPERFORM.

A winner in safety Congratulations to Glenn Todd, Warehouse & Logistics Manager, Orrcon Steel, Salisbury, who has been named Individual Safety Leader in the 2017 National Steel Transport Safety Network Awards.

Glenn was recognised for his passion in working to improve site safety. Some of his achievements in supporting Orrcon on its safety journey include: • Focus on reducing the high frequency of injuries relating to manual handling • Risk based load restraint auditing to raise the team’s awareness of high risk loads • Engaging teams in critical risk areas such as Chain of Responsibility, load restraint and mobile equipment, with a focus on the dangers of complacency • Enforcing standards to ensure drivers and other contractors are not in the ‘line of fire,’ are aware of safe zones away from mobile plant and understand the risks.

• Reducing driver waiting time as part of fatigue management Glenn has set a very high benchmark for his team to follow in safety systems, process and culture, and has successfully engaged them in the site’s safety journey.

Continuing to change the game The second round of Change The Game BlueScope’s partnership with the Australian Institute of Sport has been launched at the Australian Institute of Sport in Canberra.

Change the Game brings together ten elite female athletes and ten BANZ employees for mutual learning and development opportunities over the next 12 months. The athletes, from nine different sports, include Olympians, Paralympians, Commonwealth Games medalists, world champions and emerging talent.

“The first year of Change the Game was very

encouraging for the synergies it showed between the sporting and corporate worlds,” said Paul O’Malley, Managing Director & CEO, speaking about the program.

“We continue to be excited about how this program can help make our next generation of leaders, elite performers,” continued Paul.

“It supports our diversity strategy – to foster a talented workforce comprised 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 in this second year of the program.”

HORIZON Issue 36 2017 Page 6

COLORSTEEL® passes the environment test After a rigorous certification audit and review, COLORSTEEL® has received the Environmental Choice New Zealand ‘ecolabel’.

This is a significant achievement for COLORSTEEL® and the New Zealand Steel team.

The ‘ecolabel’ provides access to New Zealand Government projects where Environmental Choice accreditation is a requirement.

It strengthens COLORSTEEL®’s environmental credentials, and comes just a year after New Zealand Steel and its sister company Pacific Steel (NZ) achieved the same endorsement for their flat and long steel products.

Paramjit Singh, Health and Safety Advisor, Pacific Steel

In New Zealand, Environmental Choice is the official, Government authorised environmental label that offers strong proof of environmental performance and of easing the burden on the environment. The environmental labels are designed to inform consumers of the relative environmental effects of the products they purchase.

Working to achieve ‘ecolabel’ accreditation was a great effort across the paintline, flat and long steel products and Pacific Steel teams.

Chris Page, Vice President Primary Operations & Engineering, and Claire Jewell, Environmental Team Leader

Edward Deam, Technologist, Paint Line Technology, and Mark Leadbetter, Paintline Operations Superintendent

nVision

A NEW WAY FORWARD Great progress is being made in developing BlueScope Buildings’ new nVision engineering system. Technical and training leaders from Varco Pruden, BlueScope Construction, Conventional Steel Services and Butler met recently to plan and frame the requirements for the nVision rollout and training planned for FY2018. nVision – a building design and modelling software package - performs a number of functions to help improve the service BlueScope Buildings can offer: • Sales - fast BIM (Building Information Model) modelling gives more control to the BlueScope Builder network, and makes it much easier for engineers, architects and building accessory suppliers to import models into nVision.

• Automated design - to deliver efficient, consistent design, and able to automatically apply special requirements such as snow loads.

This feature also makes quoting easier and more accurate.

• Automated Detailing - saves significant engineering hours.

• Integration Tool – bringing together supply chain and shop floor to leverage economies of scale for product purchases, and align the design solution with manufacturing capabilities.

“nVision is far superior to our legacy system in many respects,” explains Dan Kumm, Vice President, Innovation & Business Development, BlueScope Buildings.

“As a cloud based system, nVision has substantial benefits for all users, including Builders, such as: less reliance on local machine hardware for performance; direct data transfer instead of emailing files, which reduces risk and increases throughput; and ability to determine which customers and products are in actual use at any time.

“It is also easier and faster to install system updates. By using modern coding techniques and focusing system design into independent components, we are able to pull out and work on sections of functionality without affecting other areas. This will greatly improve our system agility

and decrease the time required to test each future release.”

A video demonstration of nVision is available on Workplace.

It shows how users enter model information into the user interface/model configurator to create a 3-D Tekla model. The Tekla track continues to develop and release ‘plug-ins’ that generate proprietary parts in the model, as part of the auto/ hand detailing process.

Questions or comments about nVision?

Please email: BBNAVisionArchitectureProject@ bluescopebuildingsna.com

HORIZON Issue 36 2017 Page 7

OUR COMMUNITIES ARE OUR HOMES Kansas City employees helped collect school supplies for 130 students in the city for the start of the school year through the Salvation Army.

They have also raised funds for local community agencies Phoenix Family and Start at Zero at a United Way bowling night. The agencies expressed deep appreciation towards the generosity of BlueScope employees.

The start of the school year generates much community activity to help students get a good start.

BlueScope Buildings Annville, PA employees Ben Bishop, Roll Forming Manager, Jeff Dietrich, Roll Forming Team Leader, Jhensen Rohena, Safety Coordinator, and Derek Storm, Plant Manager, delivered over 1,700 success kits to every first grade student in Lebanon County, where the Annville plant is located, for the local United Way - Our Bond in action!

St Joseph employees packed up shoes collected for the local giveaway campaign, with thanks to all who donated the shoes for a good cause.

Ben Bishop, Roll Forming Manager (left) and Jeff Dietrich, Roll Forming Team Leader, packing the delivery boxes.

Training the Seabees The BlueScope Buildings North America construction arm routinely sells buildings to the US Navy around the world.

Recently the Buildings team recommended the Butler Low Profile Metal over Metal roof system as the best solution for a new roof on an old Butler building in Sasebo, Japan. The Navy was happy to proceed, on condition that its own Seabees – the US Naval Construction Battalions - installed the roof.

Rodger Russ, North American Sales Manager – Roof Systems, Butler Manufacturing, was thrilled to have the opportunity to train the Seabees on site in Japan to ensure proper installation of the roof.

“The experience of training the US service men and service women was amazing,” says Rodger.

“Working with a bunch of young ‘can do’ soldiers and watching what they do with a ‘let’s get it done’ attitude was inspiring, especially since they had never done anything like this.

It was also an honour to meet the Commanding Officer who visited while I was on site.”

WHAT’S YOUR OPINION email

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