HORIZON Issue 26 November/December/January 14-15 Page 1
A BUSINESS NEWSLETTER FOR BLUESCOPE PEOPLE Issue 27 November/December/January 14-15
INTRODUCING THE PEOPLE REPORT “The People Report is for all BlueScope’s people, wherever you are in one of our 17 countries around the world,” said Paul O’Malley, Managing Director & CEO, launching the People Report in November.
“It acknowledges your valuable contribution to our Company’s performance, and to building a profitable future. “The People Report talks about working for BlueScope through your eyes.” The People Report helps employees see many aspects of what it means to work at BlueScope. It highlights areas where we are performing well, and also those areas where we can improve our performance. Much of the People Report is based on case studies and stories that feature BlueScope people in their workplace, showing examples of the opportunities available to employees.
The Report also acknowledges employees’ sentiments and feedback from the Our Bond survey. In speaking about the People Report, Paul also drew employees’ attention to the section on diversity. “We would not have achieved all that we have in recent years without very good, experienced and diverse teams,” he said. “’Diversity’ can mean different things to different people. It is not just about ensuring equal representation of men and women in the workforce. “To encourage the best thinking to meet our business objectives we must foster a diverse workforce and a culture of inclusion. “An inclusive workplace respects and actively encourages the diversity of opinion, background, education, culture, experience, beliefs and attitudes that exist in every team.” In the People Report, you can read Paul O’Malley’s letter to all employees on diversity at BlueScope. You will also find interesting case studies showing diversity at work in BlueScope, as well as many other examples of what it means to work at BlueScope. There are two versions of the People Report – an executive summary covering the four elements of Our Bond, diversity and safety, and a longer version with additional case studies to supplement each topic area. Go to the People Report intranet site for more information. If you have any questions or feedback or would like a hard copy, please email employee.questions@bluescopesteel.com.
WELCOME
IN THIS ISSUE 02 FY2014 Annual General Meeting 03 Diversity at BlueScope 04 A look at Essentials
05 B rilliant new COLORBOND® steel colours 06 No barriers at New Zealand Steel 08 Good catch for safety
HORIZON Issue 27 November/December/January 14-15 Page 2
FY2014 AGM: OUR SHAREHOLDERS ARE OUR FOUNDATIONS Speaking at BlueScope’s Annual General Meeting in Melbourne last month, Graham Kraehe, AO, Chairman, told shareholders that BlueScope continued to grow underlying profitability in the 2014 financial year, as our major turnaround initiatives of recent years began to pay off. “We are encouraged by demand in the Australian new dwelling construction market, by U.S. trading conditions and continued strength of trading conditions in South East Asia,” he said. “The Company’s continued turnaround and progress on growth initiatives have laid a solid foundation for a future return to paying dividends. “This is an ongoing priority for the Board.” Graham highlighted to shareholders that, with an effective performance culture and market driven strategy, a strong balance sheet and financial flexibility, the Company is well positioned to continue to grow its businesses and enhance returns. “Our strategic focus is on product development and improving our product mix; to be strongly positioned in growing markets; lowering costs and better serving our customers. “Good progress is being made on initiatives that support this strategy.” Graham also spoke to shareholders of the importance of a strong manufacturing sector for Australia. “BlueScope is proud to be one of Australia’s largest manufacturing employers. During the year, your company continued to play a key role in engaging with governments to talk about key issues affecting manufacturing companies. “What we seek from governments are policies that improve the competitiveness of the manufacturing sector, and ensure a level playing field with overseas competitors, allowing the sector to leverage its comparative advantages. “Although manufacturing employment has declined both in absolute terms and as a proportion of the workforce, the sector is still vital to our economy, employing some 950,000 Australians. That means around 4-to-5 million Australians rely directly or indirectly on the income generated by manufacturing for their daily lives. “A strong manufacturing sector is key to every successful developed economy.” Paul O’Malley, Managing Director & CEO, confirmed that FY2014 was indeed a significant
Participants in BlueScope’s Essentials for New Professionals program attended the Annual General Meeting, and met BlueScope Directors.
year as we moved beyond survival mode to strive for growth across our global portfolio. “I congratulate our entire BlueScope team who have made such an outstanding contribution to this turnaround, at all levels of the company. “BlueScope’s FY2014 turnaround has been substantial – very pleasingly, all six of BlueScope’s operating segments delivered earnings growth.” Paul gave shareholders a trading update for the current financial year to date:
BlueScope ANZ: “The Australian businesses are expected to benefit from higher spreads due to lower raw material costs, higher domestic residential building activity and a positive contribution from the integration of the acquisitions. However, a recent fall in globally traded HRC selling prices, concerns about demand in Australian sectors other than building and construction and cost pressures, including from the sinter plant fire, are expected to partially offset these benefits. “For New Zealand Steel, in the current half, strong domestic activity is increasing volumes in the steel business; however this benefit is being offset by weaker regional steel prices. Iron sands revenue this half will be lower than 2H FY2014 due to the recent fall in global iron ore prices.
Building Products: “We expect a stronger performance over the June 2014 half, driven primarily by market improvement and seasonality in the North America building products business. “The project market in Thailand remains soft following the political unrest but we are seeing early signs of increased activity.
The Vietnam and Malaysia businesses are seeing similar activity levels this half as they did in the June 2014 half. Conditions in our Indonesia business are similar to the June 2014 half, however we are planning for an improvement in the June 2015 half, driven by a stronger focus on sales and efficiency initiatives and market stability post the elections.
Global Building Solutions “The North American buildings business is performing strongly in the peak summer building season with a good growth in order books. We expect earnings this half to be materially better than the December 2013 half. “Market conditions for our China custom engineered buildings business remain difficult; however progress is being made on our initiatives to reduce overheads, rationalise the manufacturing footprint and lift profitability. We expect to see financial benefits from this program in 2H FY2015. “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 “North Star will make a strong contribution again. While spread has softened marginally in the December quarter, our September quarter spread was slightly better than that achieved in the June 2014 half. “Our global portfolio of value-added businesses has provided the foundation for our turnaround in performance, and will enable us to keep striving for returns that are the measure of a truly sustainable, successful business for the future. An exciting future.”
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DIVERSITY AT BLUESCOPE
graduate recruitment programs, and that we employ a mix of people that reflect the communities where we operate. Over the past ten years we have seen steady improvements in the participation of women in senior management, a significant reduction in our reliance on Australian expatriate managers in Asia, and the great benefits that have come from our highly capable local staff being able to participate in decision making that enables us to provide the support our customers need in their markets. We have been really successful leveraging our Australian manufacturing and technology skills to set up our manufacturing facilities in Asia. In many cases, as we have increased the number of talented employees at BlueScope who have grown up in the local markets, we have achieved better sales and marketing, and better business results.
Operators at Lysaght Sarawak. Go to the People Report to read their story.
A letter from Paul O’Malley, Managing Director and CEO, first published in the People Report. BlueScope operates across the globe through four business units – Global Building Solutions, NS BlueScope Coated Products, North Star BlueScope Steel and BlueScope Australia and New Zealand. We have around 17,000 employees with major facilities in 17 countries and sales activity in many others. We have seen much change in recent years and we have had to adapt to ensure we can be a great business today and into the future. “The world is changing. So are we.” I believe that ultimately change has presented us all with an opportunity to get ahead of our competition with new products and new service offers so that we can all be part of a growing and profitable business. You will have noted the positive response from the share market to the initiatives we have taken in the past few years: • Radically restructuring the manufacturing business in Australia, while at the same time investing in the next generation ZINCALUME® and COLORBOND® steels and acquiring companies like Fielders, Orrcon and OneSteel Sheet & Coil Distribution to better serve our customers at lower cost; • In New Zealand, acquiring the Pacific Steel Group long products business and ordering a billet caster at New Zealand Steel, and continuing to expand our iron sands business;
We would not have achieved so much without very good, experienced and diverse teams. We must ensure we are always building the capability of our team to face new challenges, develop new products and markets and continue to manufacture the outstanding products for which BlueScope is famous. We must also continue to challenge ourselves to provide opportunities for capable people who can bring different perspectives to solving problems and making decisions. ‘Diversity’ can mean different things to different people. Diversity is not just about ensuring equal representation of men and women in the workforce. To encourage the best thinking possible to meet our business objectives we must foster a diverse workforce and a culture of inclusion. An inclusive workplace respects and actively encourages the diversity of opinion, background, education, culture, experience, beliefs and attitudes that exist in every team. I ask you all to consider how we can work to build diversity within our businesses. Diversity of thought and inclusion is essential for us to be successful in a world that is changing so quickly. For many years we have experienced the benefits of having people with the right mix of skills and experiences, the right mix of thinking styles and the right mix of perspectives, which is essential to our business success. As the pace of change continues to increase, we need to be diligent about the processes we use to ensure that we stay in front of our competitors. We have very structured processes to ensure that we run the right cadet programs and
• Continuing to invest in profitable growth in Asia through the joint venture with Nippon Steel and Sumitomo Metals Corporation to form the NS BlueScope Coated Products JV; • Demonstrating environmental leadership with Global Building Solutions commissioning the first 3-star environmentally rated industrial building in China; and • Undertaking cost cutting and innovative process improvements in North America over the past five years that are now delivering benefits.
Members of the team at the Western Sydney Service Centre.
We should be able to get the right work-life balance between the needs of the business and the needs of the employee during those times in our working lives when we need time away from work for one reason or another – particularly for those who are having families. If we do not get this right, that is not in the best interests of the Company or the employee. To continue to challenge ourselves and to ensure that our processes are effective in promoting an inclusive workforce, my Executive Leadership Team colleagues and I will monitor: 1. The number of promotions, cross-business moves, lateral moves and job rotations; 2. The number of new hires by gender; 3. The participation of female and male employees in structured development programs, including essentials, cadet and graduate programs; 4. Retention rates of women who return to work after maternity leave; and 5. The effectiveness of our recruitment practices in driving diversity, through surveying the level of diversity across the candidate and interviewing groups. All of these measures should, in combination, assure us that we are continuing to select the best candidates for the right roles. Diversity will build team strength, so we can succeed in meeting the challenges that the pace of change will bring.
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A BOND OF FRIENDSHIP IN XINGREN of BlueScope has demonstrated to us that there is no boundary of love. Children are the future of the country. We sincerely appreciate what BlueScope has done to help Xingren students to live and study in such a safe and healthy environment. We are very happy to rename the school the BlueScope School, so that generations of students will remember the generous help of BlueScope forever.”
Bob Moore, Chief Executive Global Building Solutions, Bernie Landy, President BlueScope China, Justin Powell, Vice President Finance, Global Building Solutions, and Walt Ma, General Manager Buildings China celebrate with Xingren School teachers and students.
Five hundred staff and students attended a ceremony at the Xingren School in Sichuan province, China, to recognise BlueScope’s contribution to rebuilding and infrastructure works after the school was destroyed by the devastating Sichuan earthquake in May 2008.
building, completed in 2009 when 300 students moved into the BlueScope Teaching Building, has been followed by funds donated to the Xingren infrastructure project to build new roads, playground and gardens and to purchase education equipment for the school.
In all, BlueScope has given two million RMB to the school. An initial donation of a light gauge steel
Speaking at the ceremony, Luo Xiaohui, headmaster of Xingren school, said “The continuous generosity
“It is our honour to see all the Xingren staff and students living in such a safe and beautiful school with the brand new road, playground and gardens,” said Bob Moore, Chief Executive Global Building Solutions. “We appreciate your kind offer to rename the school to the BlueScope School. The new school name will be a symbol of friendship. We anticipate the strength of our bond will grow stronger for what we have shared together and for what we know is going to be a bright future.” Although the principal rebuilding works are now complete, BlueScope will maintain its partnership with Xingren school into the future.
A LOOK AT ESSENTIALS Karen Xia, VP Supply Chain, BlueScope China, graduated from Manager Essentials in 2012, and is now participating in the Essentials for High Performance Leaders program. “I was impressed at how well designed the Leader Essentials program was, delivering an abundance of knowledge and skills and embedding many case studies and practices. The workshops provide opportunities to study with people from other businesses, and were an important contributor to communication and problem solving.
to focus on our customers and our market-facing presence. The scope of my role is now much larger, as the Supply Chain team now supports the whole China building solutions business, with its many businesses, brands and factories. I’m focusing on building a high-performance team through making policies and procedures, clarifying tasks and accountability, and developing individual and team capability.
“The market in China has become more challenging and competitive and we need to renew the business model to ensure future success. We’ve changed our business structure
“As a manager, I’m responsible for coaching and developing high performance employees and maintaining a stable team. The Essentials program shows step-by-step improvements
NIPPON STEEL SUMITOMO CHIEF VISITS THAILAND
The visitors inspected a Switch on Safety space at Map Ta Phut.
to develop employees’ competencies, supporting them in growing in their roles and building their work capabilities. “Diversity is critical to a company’s success and women should have more confidence to build leadership skills and capabilities. Generally, a female’s leadership style may be seen to be more amiable. However, I think female leaders need to put ‘hardness’ and ‘softness’ together, especially when initiating and executing a change.”
This case study is published in the People Report.
Somkiat Pintatham, Country President BlueScope Thailand warmly welcomed Kosei Shindo, Representative Director and President, Nippon Steel & Sumitomo Metal Corporation (NSSMC), and his colleagues Shinichi Fujiwara, Managing Executive Officer, Takahiro Mori, Executive Officer and Kazunari Okuzono Managing Director Nippon Steel & Sumitomo Metal (Thailand) on a visit to BlueScope’s Map Ta Phut facility. Miyake Tsuyoshi, Vice President Manufacturing BlueScope Thailand, showed the guests BlueScope Thailand’s production process and the BlueScope Training Centre. Mr Shindo and his management team colleagues were pleased to see their joint venture partner’s operations and indicated they planned to expand further into the Thailand market.
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BRILLIANT NEW The new COLORBOND® Metallic steel range introduces six new colours to COLORBOND® steel – a pearl white, three variants of grey ranging from light to dark, a rich copper and a deep black – and all with an innovative paint technology that boosts its signature lustre effect.
“It delivers a very refined finish that has traditionally been the preserve of architectural panel systems. Building professionals looking for an economical trade-off from, say, painted aluminium, can now meet clients’ expectations for a premium finish with a custom solution from our customer network and affiliated steel fabricators.”
The new paint type and production method strategically places particles in the paint system to optimise light penetration and colour reflectivity to increase brilliance and producing a new lustre and sheen.
COLORBOND® Metallic steel has been tried and tested in Australia. “It’s ideal for cost-efficient facades, design features and interior portioning,” continues Julia. “And improved production and service methods have allowed for more flexible delivery of products bearing the new range of colours, which translates to an improved service offering that will benefit the entire supply chain.
“The pronounced metallic lustre of new COLORBOND® Metallic steel colours will greatly appeal to new and retro-fitted commercial and industrial market segments,” says Julia Ross, Product Manager – Marketing & Market Development, BANZ.
“We’ve significantly reduced the minimum order quantities to give more design and specification flexibility for smaller projects such as residential housing, and where the product is used as an aesthetic feature of larger-scale commercial buildings.
INNOVATION BREAKTHROUGH With the North American economic recovery well underway and synergies from the integration of Butler Manufacturing and VP Buildings largely achieved, late in 2011 BlueScope Buildings North America (BBNA) identified that a new long spanning secondary structural member would be a strategic product development initiative. BBNA’s Innovation Group had a number of criteria in mind: • Could we eliminate welding and use coated G30 steel made by North Star BlueScope Steel in Ohio? • Could we support significant loads, yet span almost twice as far as traditional Z-shape members? • Could the new product be produced in several locations to keep freight costs down?
Following more than a year of primary research into the performance of various fastening technologies, the Innovation team settled on an initial concept which could meet the requirements and offer a number of additional differentiating features to builders and building owners compared to competing commodity products.
“We see the value proposition being especially attractive to architects, designers and builders engaged in commercial projects featuring exterior and interior walling, and industrial projects such as the growing warehouse and distribution centre segment. It is well suited to everything from institutional projects through to mixed use retail and even residential.” Go to www.steel.com.au for more information about the new COLORBOND® Metallic steel colour range.
The first pilot projects were erected in the winter of 2014 as our design and production teams witnessed the installation on-site. The erector for one of the first jobs commented “This is a super product. I think it is going to be a big seller and I would not change a thing!” BBNA has been successful introducing this project to its distribution networks, marketed as Truss Purlinxt™ in Butler Manufacturing, and WideBay Trussed Purlin in VP Buildings. New capacity at the Laurinburg, North Carolina facility is up and running to meet the production requirements as the product gains further momentum in the marketplace.
Dan Kumm, President BBNA, then assembled a team of operating managers and functional leaders to design and build the first manufacturing line for the new product at the St. Joseph, Missouri facility. The concept required new technology for the management of bolt tightening and assurance of proper bolt tension. The production of web and chord members to tolerances (1/32”) – much tighter than industry standard – led the team to new, automated solutions for part production. Simultaneously additional testing of virtually all permutations and combinations of load/span conditions was conducted in Grandview, Missouri and in St. Joseph, Missouri during cold weather conditions.
Cliff Robinson, Lacey Murphy, Spencer Parr and Ralph Gaitley in front of the Grandview Test fixture.
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TOWARDS A MORE DIVERSE WORKPLACE At a recent meeting of the BlueScope Victoria Diversity Network, over 60 employees from a variety of backgrounds participated in a dynamic, fast-paced thinking session on creating a diverse and inclusive workplace. Not only were the discussions and lessons rich, but the ideas generated were practical and usable, and showed there is clearly a passion for increasing diversity and inclusion at BlueScope.
Andrew Bray, General Manager Business Services, BlueScope Australia & New Zealand, and sponsor of the Diversity Network, with attendees at the network event.
Andrew Bray, General Manager Business Services, BlueScope Australia & New Zealand, and sponsor of the Diversity Network, opened the event by speaking about the meaning of and business case for diversity. “I am committed to progressing diversity because I have seen diverse teams solve business problems that deliver great results. Diversity is the right thing to do.” Guest speaker Penny Lovett, General Manager HR, Dulux, spoke about her Company’s diversity journey and offered some ideas of how to help further diversity at BlueScope. In groups, employees discussed a number of topics, including: • How can everyone drive diversity of thought. • The business case for diversity. • The role of leaders in promoting and progressing diversity. • How to encourage men and women to balance work and caring arrangements.
In groups, employees discussed a number of topics and ideas.
• Encourage different perspectives and listen to others’ ideas. • Be aware of personal bias and how to manage it. • Network and collaborate across business units. • Share ideas about flexible work arrangements.
• The importance of mentors in building capability and confidence
• Talk about diversity as part of our every day job.
The group sessions generated over 50 ideas, many of which showed that everyone can play a role in promoting diversity and inclusion. Here’s just a snapshot:
• Put diversity on the agenda at team meetings.
• Act as a mentor to others.
“The event has helped me to think about tangible actions I can undertake to ensure I am
advancing the diversity objective.” Said Paul Day, Business Manager, Distribution Metro, BlueScope ANZ. The Diversity Network Committee will oversee how the ideas can be implemented and put into action in the business. The Victorian Diversity Network provides a platform for promotion, discussion, networking and professional development that relates to improving diversity and inclusion at BlueScope. All employees in the Victoria region are welcome to be part of the network and attend events.
NO BARRIERS TO AN INDUSTRIAL CAREER Emma Brown, Graduate Process Engineer, New Zealand Steel, is helping challenge the stereotypical view that working in heavy industry is a man’s job.
she said. “The multiple processes create a good learning environment too, and there are many different people with years of knowledge and experience who I can go to for help.
An interview with Emma has been published in Next Steps, a magazine that aims to help secondary students make important career decisions on leaving school.
“I’m not only constantly learning new skills, meeting new people and learning a great deal about the steel making process, but I’ve also been immersed in a strong safety and community culture, which is an excellent work environment.”
Emma told Next Steps she particularly likes her job at New Zealand Steel because the process continuum, ranging from raw materials to finished painted product, regularly presents new scenarios. “This keeps me from getting bored!”
Emma’s advice to students making a career decision:
• Have an enthusiastic interest in the job. • Get to know and interact with as many people around you as possible. • Having the right technical knowledge and skills and being able to apply them works most effectively in co-operation with others. • Have the ability to work well with colleagues.
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AWARD FOR BLUESCOPE TRAINING CENTRE The BlueScope Training Centre in Thailand has received an honourable mention for ‘outstanding achievements in Construction Industry Workforce Development’ in the 2014 Construction Users Roundtable (CURT) 2014 workforce awards category. The awards were developed by the US based CURT to give significant national and international recognition for extraordinary, exemplary and innovative training and education programs that lead others to a career in the construction industry. The centre in Thailand was developed in collaboration with the Department of Skill Development and the Ministry of Labour to ensure there is a capable workforce for the steel construction industry. “We recognised the challenge of maintaining a capable and skilled workforce in the Thai construction industry, especially in the areas of installing wall and roof steel metal sheet and lightweight steel structures,” says Teerapong Raksasang, Vice President Health Safety & Environment Thailand. “We are very proud that
Mark Bartlett, Senior Global Account Manager, BlueScope Buildings North America (second from right), accepted the award for BlueScope.
the training programs offered by our BlueScope Training Centre take both quality and safety standards to a new level.” The facility, the first of its kind in Thailand, is based on the successful model of a BlueScope training centre in Australia, and is now welcoming interested mechanics and representatives from dealers and business partners. Students study the theory but also
engage in practical workshops that deliver hands-on experience in a variety of topics including occupational safety, occupational health in workplaces, general product knowledge and installation techniques. There is also a Mobile Training Unit, self-contained in a truck fully equipped with the necessary tools and materials, which visits remote areas of Thailand to provide on-site training.
WEB OF PROTECTION: SAFETY FIRST Sky-Web® II, a passive fall protection and insulation support system, has been introduced into BlueScope’s ASEAN construction businesses. Sky-Web® II, used in North America for more than 20 years, is a passive “web” of knotted nylon mesh installed above the purlins and attached to the perimeter of the building to provide fall protection for workers during roof installation.
BlueScope Buildings Thailand led the Sky-Web® II trial, with BlueScope employees from Malaysia, Singapore and Vietnam, and roofing contractors also taking part. A specialist trainer – and co-inventor of Sky-Web® II – attended to support the installation and training. “We continue to improve construction safety at BlueScope, and the introduction of Sky-Web® II Sky-Web® II in place.
in ASEAN will reduce the risk of people falling from heights,” says Sompop Suvanhongkul, General Manager, BlueScope Buildings Thailand and Vietnam. “The trial also showed that using Sky-Web® II speeds up construction time compared to the safety nets we have used in the past.” The trial was a success with roofing contractors and customers keen to learn more about Sky-Web® II. The team continues to resolve some issues identified during the training before the system is fully implemented. Participants received a certificate of competency at the end of the course.
Sky-Web® II has also been introduced into the Tata BlueScope Steel joint venture in India.
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A GOOD CATCH FOR SAFETY
BlueScope Buildings North America has also been actively involved in Switch on Safety:
BlueScope Buildings North America (BBNA) adopted a baseball theme for its ‘Good Catch’ safety program, launched in FY2014 to encourage employees to recognise and correct safety hazards at their site. During the year, employees captured more than 10,000 hazards, with more than 2,000 of these classified ‘Good Catches’. At the end of the year, each site selected a ‘Good Catch All Star’ based on the engagement and leadership they displayed in participating in the program. Dan Kumm, President BBNA, presented each All Star with a plaque recognising their achievement, along with a personalised Kansas City Royals cap, embroidered with their name and the BlueScope logo. The presentations were made during the Kansas City Royals game against the Chicago White Sox.
Jerry McKenzie, BBNA Laurinburg During a capital project, Jerry noticed a contractor employee using an aerial lift to access the roof. The employee was positioning the lift basket near the leading edge of the roof and jumping from the basket onto the roof. Jerry immediately stopped the process, got the individual and his co-workers safely down from the roof and addressed the risky behaviour. He also notified the Plant Superintendent, who contacted the Project Supervisor.
• Switch on Safety spaces actively updated and maintained. • Signs posted at site entrances. • SAO and tiered audit questions modified to include Switch on Safety information. • Logo added to reflective vests and hard hats. Phil Fox, BBNA Visalia.
• New employee orientation now includes Switch on Safety.
Phil Fox, BBNA Visalia
Eric Wilson, BBNA Jackson
Phil leads by example, putting a genuine effort into every Good Catch report that he submits, and helping resolve issues. Phil has epitomised engagement through the Good Catch system and really cares about the health and safety of everyone at Visalia.
Eric, a shipping employee, takes ownership to identify and address potential issues with out-bound loads before the trailers leave the site. Eric identified trailers with product improperly packaged or packages which were not secured, and ensured the issues were addressed.
Mike Dunn, BBNA Annville
Anthony Wininger, BBNA Rainsville
While preparing for oxy-fuel training, Mike realised some torch hoses and regulators for propylene fuel were the wrong grade. If not corrected, over time the fuel could eat through the hose, leak out and cause a fire or explosion. Mike brought the issue to the attention of the Safety Manager and worked with vendors to obtain the correct material. All hoses and gauges were changed on all the torch set-ups throughout the shop.
Anthony designed and helped implement the reach tool for installing edge protectors to loads, helping keep drivers safe from falls. Anthony was engaged in Good Catch throughout the year, submitting and addressing numerous other issues both inside and outside the Shipping Department.
Joe Slye, BBNA Evansville
Not only did Rob find several ‘Good Catches, he took a leadership role and helped his co-workers address issues. He cleaned areas of the shop in need of attention, and built racks for the Seamer Repair employees to store their test panels. Rob has become a ‘go to guy’ who his co-workers can rely on to help address issues and get things done.
Joe has been involved in coil receiving to ensure correct pallet sizes, banding, and wrapping procedures are being followed. He has reported numerous coil packaging variance problems through the Good Catch program resulting in vendor changes, inter-plant transfers, and hands-free improvements. Joe’s opinion is respected by the entire Evansville team, and his efforts have helped improve coil storage compliance.
WHAT’S YOUR OPINION email
HORIZON@bluescope.com
Rob Archdekin, BBNA St. Joseph
Switching on
Published by BlueScope Steel Corporate Affairs For BlueScope Steel Limited ABN 16 000 011 058
Email: HORIZON@bluescope.com Telephone: +61 3 9666 4023 Fax: +61 3 9666 4113
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Joe Slye, BBNA Evansville.
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