OneSteel Sustainability Report 2010 (PDF) - Arrium

uilding a sustainable future
sustainability REPORT 2010

Preface
It is difficult to imagine a world without steel.
Steel is a fundamental building
block of modern society, a key
material in the infrastructure we
depend on in our daily lives. The
versatility of steel as a material
delivers an ability for steel products
to be transformed repeatedly after
use in a variety of applications.
As a company OneSteel is involved
in all stages of the steel life cycle.
It mines raw materials such as
iron ore, produces iron and steel,
manufactures and distributes steel
finished products and collects
scrap steel for recycling in the steel
manufacturing process.
This involvement in the production
and re-use of steel ensures that
OneSteel is committed to building
a sustainable future for all of
its stakeholders.
OneSteel first produced a
Sustainability Report as part of its
Annual Report in 2007. This year
OneSteel has chosen to produce a
full separate online sustainability
report that incorporates the
Global Reporting Initiative (GRI)
framework and principles.
The 2010 Sustainability Report was
prepared following research and
consultation with a wide variety of
stakeholders. The report focuses on
the key areas of Safety & People,
Customer & Market, Environment,
Community and Economics.
“ building a
sustainable
future ”

1
Contents
Contents
IFC Preface
2 About this Report
3 Sustainability Governance
4 Managing Director’s Introduction
6 Sustainability Drivers & Core Values
8 Scorecard
10 Safety & People
18 Customer & Market
24 Environment
32 Community
36 Economic
38 GRI Index
40 Glossary & Abbreviations

2
OneSteel
Sustainability
Report 2010
About this Report
Scope & Materiality
OneSteel has elected to transition
its Sustainability Report into a
more comprehensive, standalone
report to provide stakeholders with
a greater level of communication
on the company’s approach to
sustainability. In doing this it was
integral to engage key stakeholders
in the determination of material
aspects and information for the
inclusion in the construction of
the final report.
The process for stakeholder
engagement involved consultation
and discussion of material
aspects with each of the following
stakeholder groups:
• Government and
non‐government organisations
• Customers and industry
• Investors, analysts and
fund managers
• OneSteel employees
The feedback from this consultation
helped to determine the most
relevant and material information
for inclusion in the report.
In preparing the 2010 Sustainability
Report, OneSteel used a five-step
process as outlined to the right.
Throughout the engagement process
to develop the 2010 Sustainability
Report, it has been confirmed
that ongoing commitment to
understanding and updating against
key stakeholders’ information needs
is paramount to creating a report
with the ‘right content’.
Boundary
Approximately 90% of sites under
OneSteel’s operational control
are located in Australia. As this
represents the vast majority of
our interaction with sustainability
issues, the content of this
report has focused on domestic
operations. In situations where
overseas sites have been included
in reported data, a statement to
this effect has been provided.
Report Development Process
1. Market Assessment
a. Our industry review of sustainability
b. Adaptation of Global Reporting Initiative (GRI) to a OneSteel
reporting framework
c. Approval of framework by the OneSteel Sustainability Panel
2. Materiality Modelling
a. Formation of stakeholder hypotheses
b. Stakeholder engagement survey
c. Materiality assessment of stakeholder feedback to determine
scope of report
3. Consolidation
a. Audit of proposed report contents against the assessed
materiality framework
4. Endorsement
a. Internal OneSteel Sustainability Panel Review
b. GRI assessment
5. Output
a.
b.
Produce online Sustainability Report
Begin key stakeholder feedback collection on 2010 Report

3
Sustainability
Governance
Sustainability
Governance
OneSteel’s Board is our most
senior governance body. The Board
operates a number of committees
that deal with a variety of issues.
From a sustainability
perspective there are three
main Board committees;
• The Human Resources Committee
is responsible for developing
OneSteel’s strategic leaders and
monitoring remuneration and
incentive practices to ensure
decision‐making behaviour is
focused on deriving long-term
value creation.
• The Board Audit & Compliance
Committee has the role of
oversight of the establishment and
maintenance of a framework of
internal financial and accounting
control and compliance.
• The Occupational Health, Safety
and Environment Committee
regularly visits site operations
to obtain an overview of the
environment and the safe working
operations of our locations,
overseeing matters of legislative
compliance, management
systems and performance.
The above three committees all
report to OneSteel’s Board.
OneSteel also has a Sustainability
Panel, comprised of senior
company management, that
considers sustainability matters
within the company. The
Sustainability Panel is chaired by
a senior executive who provides
a direct link between the panel
and OneSteel’s CEO. The panel is
comprised of a broad cross‐section
of OneSteel businesses and
functional areas. The Panel
has leadership of the OneSteel
Sustainability Strategy, which is
approved by the OHS&E Committee.
The Panel is also responsible for
the implementation of the OneSteel
Sustainability Principles, which can
be found on the Scorecard.
Governance Structure
ONESTEEL BOARD
ONESTEEL BOARD COMMITTEES COVERING SUSTAINABILITY
AUDIT & COMPLIANCE
COMMITTEE
GENERAL MANAGER
HUMAN RESOURCES
GENERAL MANAGER
SAFETY & ENVIRONMENT
OHS&E COMMITTEE
ONESTEEL SUSTAINABILITY PANEL
EXECUTIVE GENERAL
MANAGER TECHNOLOGY
SAFETY & SERVICES (Chair)
GENERAL MANAGER
INVESTOR RELATIONS
HUMAN RESOURCES
COMMITTEE
GENERAL MANAGER
MARKETING STRATEGY
PROJECT DIRECTOR CPRS
GROUP FINANCIAL
ACCOUNTANT
CORPORATE MANAGER
ENVIRONMENTAL
SUSTAINABILITY (SECRETARY)
THE ONESTEEL
ENVIRONMENT NETWORK
ONESTEEL BUSINESS FUNCTIONS

4
OneSteel
Sustainability
Report 2010
Managing Director’s
Introduction
Welcome
to OneSteel’s
sustainability report
for the year ended
30 June 2010.
geoff plummer / Managing Director
OneSteel’s mission to deliver
superior and sustainable returns
can only be achieved through
sustainable business practices.
Our approach to the way we do
business in the communities in
which we operate is underpinned by
our sustainability principles,
which include:
Value for stakeholders
Operate our businesses in an
efficient and financially sustainable
way in order to supply products
and solutions that satisfy our
customers’ needs and provide value
to our stakeholders.
Environmental protection
Optimise the eco-efficiency of our
products through the product lifecycle,
including increased resource
and energy efficiency in the
production and distribution of our
products and during the use of
steel products. We are committed to
the promotion of the recovery, reuse
and recycling of steel and other
products.
Safety and health
Foster the well-being of our
employees and provide them
with a safe and healthy working
environment.
Local communities
Demonstrate social responsibility
by promoting values and initiatives
that show respect for the people
and communities associated with
our businesses.
Ethical standards
Conduct our business with high
ethical standards in our dealings
with employees, customers,
suppliers and the community.
Shareholder engagement
Engage our stakeholders and
independent third parties in
constructive dialogue to help
fulfil our sustainable development
commitments.
This year we have elected to
report using the Global Reporting
Initiative framework including
providing information on our
performance and initiatives
against the above principles.
I hope you find this new format for
the report informative.
geoff plummer
Managing Director
Geoff Plummer with Laverton
Steel Mill employees.

5
Managing
Director’s
Introduction
Value for stakeholders
Environmental protection
safety & health
local communities
ethical standards
shareholder engagement
onesteel
sustainability
principles

6
OneSteel
Sustainability
Report 2010
Sustainability Drivers
& Core Values
ECONOMIC
COMMUNITY
ENVIRONMENT
PEOPLE
MARKET
CORE VALUES
SAFETY
CUSTOMERS
OneSteel’s Sustainability Reporting
Framework illustrated here as the
content of a Grinding media ball.
Safety is one of two core values in
OneSteel. Our goal is to establish a
workplace free from injuries, incidents
and illness. OneSteel demonstrates a
strong commitment to occupational
health and safety, believing that all
injuries, occupational illnesses and
incidents are preventable.
Customer is a core value at OneSteel.
In meeting our promise to customers,
we sell over 40,000 products to a
wide range of end markets including
residential and non-residential,
engineering construction, mining,
consumables, manufacturing,
automotive and rural.

7
Sustainability Drivers
& Core Values
Sustainability Drivers
& Core Values
Onesteel employs over 10,000 people, services over
30,000 customers, produces 40,000 products and
generates
$6 billion in revenue
MARKET
PEOPLE
ENVIRONMENT
COMMUNITY
ECONOMIC
OneSteel produces and sells over
2 million tonnes of steel products in
Australia and exports over 6 million
tonnes of iron ore to overseas steel
makers as well as having one of
Australia’s largest metal
recycling operations.
OneSteel employs approximately 10,000
people across Australia, New Zealand,
the United States and Asia, of which
over 67% of employees were involved in
safety observations
during FY10.
Environmental material inputs include
iron ore, coal, steel scrap, limestone,
oxygen and water. OneSteel’s outputs
include scrap, carbon dioxide, water,
slag, hot gases and waste products.
55% of steel produced is made from
recycled material collected externally.
OneSteel engages with the community
at major sites through several
consultation groups such as the
Environment Consultation Group in
Whyalla and Waratah Community
Liaison Committee in Newcastle. Across
OneSteel, businesses and sites invest
in improving the local community and
engage with communities, governments
and other representative bodies.
OneSteel‘s total revenue was $6.2 billion
during FY10 with payments to providers
of capital of $212 million.

8
OneSteel
Sustainability
Report 2010
Scorecard
Sustainability
Drivers Sustainability Principles Outcomes 2009-2010 Planned Initiatives 2011-2012
Safety
& People
• Foster the well-being of
our employees and provide
them with a safe and healthy
working environment.
13% improvement in the Lost Time Injury Frequency Rate (LTIFR) to 1.4 per million
hours worked and a further 9% improvement in the Medical Treatment Injury
Frequency Rate (MTIFR) to 8.3 per million hours worked. Despite these
improvements OneSteel incurred a fatality during the year.
OneSteel seeks to achieve ‘Goal Zero’; a workplace free from
injuries, incidents and illness.
Over 67% of our employees were actively engaged in safety observations.
OneSteel was recently recognised at the Self Insurance of South Australia Awards
in a number of categories.
Programs aimed at increasing employee awareness of
hazards in their environment, encouraging employees to
consider potential risks and reporting potential issues or
incidents.
10th Anniversary of the OneSteel Safety Excellence Awards saw a record number
of nominations from across the business. This program has also resulted in over
$12,000 being donated to charity by the winners of these awards.
OneSteel will continue to promote and reward employees and
contractors for their safety excellence.
• Conduct our business with high
ethical standards in our dealings
with employees, customers,
suppliers and the community.
OneSteel has continued to invest in the development of skills for the future with
over 170 apprentices and more than 100 cadets and graduates currently employed.
OneSteel’s employee-initiated turnover rate was approximately 8% this financial
year, the lowest annual rate since 2005.
Continue to develop leaders to ensure ready successors for
key roles to meet the future capability and leadership needs
of OneSteel
Build the capability of front-line leaders in the manufacturing
businesses to both effectively engage employees and to drive
more effective manufacturing processes
Customer
& Market
• Engage our stakeholders and
independent third parties
in constructive dialogue to
help fulfil our sustainable
development commitments.
Provided data (Life Cycle Inventory) on energy consumption and greenhouse gas
production to Worldsteel Association’s Climate Action Program, to contribute to
ongoing efforts of the global steel industry to improve carbon efficiencies.
Worked with the Green Building Council of Australia as part of their Steel Expert
Reference Panel to revise the GreenStar ® steel credit to drive more sustainable
use of steel in construction.
OneSteel is updating Life Cycle Inventory for approximately
60% of steel products to be provided to the Building Products
Innovation Council to be made publically available in 2011.
Work with the Green Building Council of Australia, Australian
Green Infrastructure Council and Steel Stewardship Forum
to engage in further cooperative activities to promote
stewardship and sustainability in steel.
Promoted the more sustainable design of steel buildings with the provision of
a ‘Design for Deconstruction’ note for industry reference.
Support and promote changes to steel standards, with
particular reference to the mandatory marking of steel to
enable product re-use.
Presented at and also attended multiple technical conferences and symposiums,
supporting education and scientific research on the sustainable use of steel.
Conduct a broader awareness campaign to ensure all relevant
stakeholders are informed of the sustainable application
of steel including understanding Green Building Council of
Australia’s GreenStar ® steel credit

9
Scorecard
Scorecard
Sustainability
Drivers Sustainability Principles Outcomes 2009-2010 Planned Initiatives 2011-2012
Environment
• Optimise the eco-efficiency of
our products through the product
life-cycle, including increased
resource and energy efficiency in
the production and distribution
of our products and during the
use of steel products. We are
committed to the promotion of
the recovery, re-use and recycling
of steel and other products.
OneSteel is deriving some reductions in greenhouse gas emissions through
incremental energy efficiency projects at sites. These gains do not necessarily
translate to overall site greenhouse gas intensity data improvements due to their
size and other factors. In terms of seeking larger step change in greenhouse
intensity work this has continued in Research & Development on biomass and dry
slag granulation projects.
Under the Energy Efficiencies Opportunities (EEO) program OneSteel has reported
implementing projects resulting in a total energy reduction of over 290 TJ/yr,
equating to 55 ktCO 2
-e/yr since 2006.
Established in 2009, OneSteel’s Technical Energy Network (OSTEN) has been
designed to improve our response to energy and resource efficiency.
OneSteel’s Strategic Sustainability Plan will continue to see
improvements across the business in relation to emissions.
Over the coming year, OneSteel’s Technical Energy Network
will be continuing the roll-out of an extensive Change
Management Program with a heavy focus on improving the
organisation’s attitude towards energy conservation.
OneSteel Whyalla reduced its Murray River water consumption by approximately
700 million litres over the past 2 years despite further increases in magnetite
processing and hematite mining & export in the same period.
OneSteel Whyalla has a medium term target of using less
than 5,800 million litres per annum from the Murray River
and is carrying out further water reduction projects and
investigating the installation of a small saltwater reverse
osmosis plant to assist in meeting this goal.
Community
• Demonstrate social responsibility
by promoting values and
initiatives that show respect for
the people and communities
associated with our businesses.
The OneSteel workplace giving program, OneCommunity, donated $219,000 to our
supported charities.
The Whyalla Red Dust Action Group disbanded after successful community
engagement to address the red dust issues in Whyalla, with none of the
allowable 5 p.a. days exceeding the community dust target.
In the coming year, OneSteel is planning to relaunch the
OneCommunity program to increase employee participation
and maximise our impact.
OneSteel Whyalla will increase its already active environmental
and social responsibility program to benefit the community of
Whyalla, and will continue to actively communicate dust and
environmental performance.
Further $50,000 payment to University of New South Wales to continue
undergraduate and postgraduate student development.
OneSteel and University of New South Wales can further
strengthen the relationship with an additional funding pledge
over the next five years beginning in 2011.
$323,000 in regional contributions to the community. OneSteel will continue to encourage regional investment
in the community on an ongoing basis.
Economic
• Operate our businesses in
an efficient and financially
sustainable way in order to supply
products and solutions that
satisfy our customer’s needs and
provide value to our stakeholders.
OneSteel‘s total revenue was $6.2 billion during FY10 with payments to providers
of capital of $212 million.
Expected high prices compared to historical standards in
iron ore, and scrap steel, together with improved demand
from the commencement of infrastructure projects and from
economic recovery, is expected to benefit OneSteel and its
stakeholders in the short term.

10
OneSteel
Sustainability
Report 2010
2010
onesteel
sustainability drivers

11
Safety &
People
Safety & People
1 2 3 4 5 6 7
The MTiFr per million hours
worked improved a further
9% to 8.3
Our Approach to Safety
Safety is one of two core values
that underpins OneSteel’s mission
to deliver superior and sustainable
returns. OneSteel will not
compromise on safety.
In OneSteel, occupational health and
safety is everyone’s responsibility.
Our goal is to establish a workplace
free from injuries, incidents and
12
10
8
6
4
2
0
Perc
2006
2007
2008
2009
2010
%
Medical Treatment Injury
Frequency Rate
illness. The Safety Principles listed
opposite outline the philosophy
guiding Onesteel’s approach to safety.
The role of management is to provide
direction, set the safety standards
and drive improvement within the
business to assist all employees,
contractors and visitors in working
towards the goal of ZERO incidents,
injuries and occupational illnesses.
2.0
1.5
1.0
0.5
0.0
%
2006
2007
2008
2009
Lost Time Injury
Frequency Rate
2010
All employees must value each and
every contribution towards making
OneSteel a safer place to work, and
improving our personal health and
safety (source: OneSteel Occupational
Health, Safety and Environment
Committee Charter).
Our Safety Performance
OneSteel’s injury rate for the
2009/2010 Financial Year continued
the improvement trend previously
evident. The Lost Time Injury
Frequency Rate (LTIFR) improved a
further 13% to 1.4 and the Medical
Treatment Injury Frequency Rate
(MTIFR) improved 9% to 8.3. All
safety statistics on this page include
contractors. LTIFR and MTIFR
statistics include the former Smorgon
Steel sites from 2008.
Despite these improvements we were
deeply saddened to report the fatality
of one of our employees during
the year. The Company carried out
intensive investigations in relation to
the fatality and remains determined
to eliminate fatalities from our
operations.
The OneSteel
Safety
Principles
All injuries can be prevented
Working safely is a condition of employment
Employee involvement is essential
Management is accountable for safety
All operating exposures can be safeguarded
Training employees to work safely is essential
GOAL
NO INCIDENTS
ZERO
MTIFR = (Fatalities + Lost Time Cases
+ Medical Treatment Treated Injuries
but excludes minor injuries)
per million hours worked.
LTIFR = (Fatalities + Lost Time Cases)
per million hours worked.
Recording and reporting of incidents
is in line with applicable legislation
and follows AS1885.1 1990
Note: there was a merger with Smorgon
Steel in 2008
NO INJURIES

12
OneSteel
Sustainability
Report 2010
Safety & People
the onesteel oh&s plan recognises
that injury prevention programs alone will
not prevent significant incidents
1 2 3 4 5 6 7
Our actions in Safety to Build
a Sustainable Future
OneSteel Safety Plan
Throughout the year the CEO led a
review of the OneSteel approach to
safety, including the effectiveness
of the implementation of our
Codes of Practice, a review of our
approach to safety at small sites,
and the suitability of our existing
performance measures to drive the
reduction of significant incidents.
A comprehensive OneSteel
Occupational Health and Safety
(OHS) plan has been cascaded
into the OneSteel business units.
The plan recognises that injury
prevention programs alone will not
prevent significant incidents and
our approach reflects the need to
continue to build the capability and
systems in the organisation so that
the organisation continually improves
its ability to recognise, assess and
manage significant risk.
Safety Leadership
The Occupational Health Safety and
Environment (OHSE) Council oversees
the execution of the OHS plan and
drives continued improvement. The
Council, chaired by the Managing
Director and Chief Executive Officer,
includes the key business leaders
and provides focus, alignment, and
accountability across OneSteel for
key OHS activities.
Throughout the year OneSteel
continued to use the DuPont
organisation to assist in safety
improvement activities.
Safety Management Systems
The OHS Management System Audit
Program utilises the national self–
insurers auditing model to facilitate
an internal safety management
system audit process. This provides
the site with gap analysis and
recommendations for safety system
improvements and supports our
National self–insurance licensing.
A new common OneSteel
computer–based safety information
management system for such
elements as injury and incident
investigation and hazard registers has
been developed. The system has been
implemented within our Recycling
business. The system is designed to
improve consistency of reporting,
facilitate the sharing of information
as well as provide a tool to facilitate
the effective management of
corrective actions. Implementation
of the common system across the
remainder of the organisation will
commence in the second half of 2010.
Risk Management
Emphasis has been placed on building
capability in hazard identification, risk
assessment and risk management.
During the year, implementation
continued for each of the 14 OneSteel
Codes of Practice. The Codes of
Practice represent the minimum
standards for the management
of common significant risks
across OneSteel.
The OneSteel Assurance Program
reviews compliance with the Codes of
Practice through auditing, reporting,
and monitoring close–out of actions.

Safety & People
OneSteel’s LTIFR of 1.4 is well below that
of our global steel industry peers which
averaged a LTIFR of 3.88 for the five–year
period from 2005 until 2009
13
Safety &
People
1 2 3 4 5 6 7
Employee Engagement
Ensuring a high level of employee
involvement in safety activities is
an essential element of OneSteel’s
approach to further reducing
workplace injuries and incidents.
OneSteel is driving towards a culture
of interdependence in regard to
safety, whereby employees accept
responsibility for their own safety but
also actively care for the safety of
one another.
Engagement of all employees is seen
as a key step in reducing incidents
and accidents. A number of programs
operate throughout OneSteel that
are aimed at increasing awareness of
hazards in the working environment,
encouraging employees to take time
to consider potential risks prior to
starting work and reporting potential
issues or incidents. In the 2010
financial year, 67% of our employees
have been actively engaged in
safety observations.
External Environment
Our Occupational Health and Safety
systems, practices and performance
have been an important element
in OneSteel being granted Workers
Compensation Self–Insurance status
in all states where it is eligible.
OneSteel’s LTIFR of 1.4 is well below
that of our global steel industry peers
which averaged a LTIFR of 3.88 for
the five–year period from 2005
until 2009.
At the 2009 Self Insurers of South
Australia Safety Awards, OneSteel
received the Injury Prevention
award for the “Coke Ovens Charger
Sleeve Automation” Project at
Whyalla Coke Making. James
Holmes from Whyalla Steel Products
received the Outstanding Employee
Contribution Award.
The OneSteel Codes of Practice
received a ‘Highly Commended’ award
in the Best Workplace Health and
Safety Management System Category
at the 2009 NSW WorkCover
Safety Awards.
OneSteel was also well represented
in the 2009 Australian Steel
Institute Safety Awards:
• Australian Tube Mills Newcastle
Operations Manager Garry
Meagher received the Safety
Leader Individual Award.
• Sheet Coil and Aluminium National
Safety Manager Dave Beaman
and Steel and Tube Quality, Safety
and Environment Co-ordinator
Max Sayer each received High
Commendation Awards.
• The teams at Sheet Coil
Aluminium — Hemmant and
Australian Tube Mills Newcastle
also received High Commendation
Awards in the site category.
2010 Safety Excellence Awards
Through the OneSteel Safety
Excellence Awards we recognise and
reward those employees, contractors
and suppliers who have made an
outstanding contribution towards
our goal of injury prevention and the
reduction of significant incidents. The
annual Safety Awards, which have
been in place since the formation of
the Company, also provide a platform
to encourage sharing of best practice
across the organisation.
This year marked the 10th Anniversary
of the OneSteel Safety Excellence
Awards, and we again received a
record number of nominations from
across the business.
Workplace Initiative winning project
at Sydney Steel Mill
Case study
Workplace Initiative Winner:
Sydney Steel Mill —
Billet Disconnect
At the Sydney Steel Mill, failure of the billet disconnect
process regularly introduced an operating situation which
required employees to closely interact with hot billets to bring
the production process back into control.
To address this issue a team of Operators, Maintenance
Employees, and Process Engineers worked together to study
the billet disconnect process. Through the application of six
sigma analysis techniques the team was able to identify the
critical process variables, which resulted in a successful start
up, and pinpointed key equipment failures which impacted on
the overall control of the process.
The resulting modifications to the control system, and
implementation of a robust process control plan, have
delivered a sustainable improvement. Since the completion
of the project, the Sydney Steel Mill Billet Caster has had no
delays associated with the caster start up disconnect process.
This initiative has resulted in safer working conditions and
has also delivered an operating cost benefit.
Good Safety is Good Business.

14
OneSteel
Sustainability
Report 2010
Safety & People
1 2 3 4 5 6 7
The OneSteel Safety Excellence Awards categories, winners and finalists for 2010, are shown below (pic).
Safety Leader
of the Year
Contractor/Supplier
of the Year
Safety Frontline Leader
of the Year
Work Team/Department
of the Year
Workplace Safety Initiative
of the Year
Safety Employee
of the Year
Winner Winner Winner Winner Winner Winner
Tony Schreiber,
— ATM
Konarg Pty Ltd
— Brisbane
Robin Unger,
— Laverton Steel Mill
Ironmaking
— Whyalla
Billet Disconnect
— Sydney Steel Mill
Frank Rocchi,
— Whyalla, Steel Products
Finalists Finalists Finalists Finalists Finalists Finalists
Reuben Bird, SCA
— George Ward
Jason Ryan, HWE
— Whyalla Mines and Exports
Chris Draper, Recycling
— Geebung
Welshpool Distribution Centre
— Midalia Steel
Drum Loader,
— Waratah — Grinding Media
Paul Bolch,
— Wire Ropes, Newcastle
Garry Meagher, ATM
— Newcastle
Alex Fraser Demolitions
— Whyalla
Scott Funnell, Piping Systems
— Kembla Grange
Incident Investigation
Committee — ATM
Working at Heights
— Top of Truck, ARC — Pinkenba
Dale Bartlett, ATM
— Acacia Ridge
Bruce Rossow, Iron Duke Mine
— Whyalla
HWE — Sample Tray Collection
Device — Whyalla Mines and
Export
Shayne Daniell, Iron Duke Mine
— Whyalla
Wire Ropes OHSE Committee
— Newcastle
Pneumatic Winch Puller,
— Reinforcing — Acacia Ridge
Nicola Clark, Piping Systems
— Unanderra
1 2 3 4 5 6
Safety Awards photos:
Photo 1 Safety Leader of the Year (left to right) Tony Schreiber & Dean Pritchard (Director)
Photo 2 Safety Contractor of the Year (left to right) Kon Argyros and John Watson (WorkCover NSW)
Photo 3 Safety Front-line Leader of the Year (left to right) Robin Unger and Graham Smorgon (Director)
Photo 4 Work Team/Department of the Year — Whyalla Ironmaking (left to right) Damien Trenwith, Robert Peter and Eileen Doyle (Director)
Photo 5 Workplace Safety Initiative of the Year (left to right): Andrew Unwin, Ghiath Wahbi, Geoff Plummer (Managing Director and CEO) and Cath Skidmore
Photo 6 Safety Employee of the Year — Frank Rocchi

15
Safety &
People
Safety & People
1 2 3 4 5 6 7
Our Approach to Human
Resources
OneSteel recognises that superior
business performance and continued
organisational growth requires
capable and engaged people,
combined with the appropriate
organisational design and processes
to deliver business outcomes.
OneSteel employs around 10,000
people, and our Human Resources
and Organisational Effectiveness Plan
articulates the key strategies and
actions that OneSteel is employing
towards business outcomes, as part
of the overall OneSteel strategic plan.
The key strategies of this plan include:
• Supporting business
improvement and growth
initiatives
• Driving succession, talent and
development outcomes
• Ensuring effective attraction,
engagement and retention of
employees
Our Human Resources
Performance
The majority of OneSteel’s employees
are full–time employees with around
90% based in Australia.
The graphs below show OneSteel’s
employees according to employment
type (Australia only), employment
contract (Australia only) and region.
Employment Type & Contract
OneSteel also engages other labour
either under contracts for services
(eg. maintenance contractors) or
under contracts for labour through
labour hire providers. These equate
Employment Type
to approximately 2,000 full-time
equivalents (FTEs). In FY10 OneSteel’s
employee initiated turnover rate
reduced to approximately 8% for
the year, the lowest annual rate
since 2005.
Region
With the majority of non–staff
employees covered by collective
agreements, OneSteel continues
to effectively manage employee
relations to facilitate ongoing
productivity improvement and to
ensure constructive workplace
relationships. During the financial
Employment Contract
Executives 0.60%
Permanent Full-Time 97.1%
Staff 43.90%
• Permanent Part-time 1.5%
Wages/Award 55.50% Fixed term 0.6%
•
• casual 0.9%
year, OneSteel has efficiently
managed the introduction of the Fair
Work legislation and the associated
introduction of Modern Awards and
the National Employment Standards.
Region
Australia 88.6%
New Zealand/PNG/Fiji 7.0%
Asia 2.0%
• US 2.4%

6
5
-
6
9
16
OneSteel
Sustainability
Report 2010
Safety & People
1 2 3 4 5 6 7
Business Improvement and
Growth Initiatives
During the 2010 Financial Year,
the OneSteel Human Resources
team has played a key role in
facilitating significant business
change. A focus of the first half of
the financial year was facilitating
the company-wide labour cost
reduction program. This program,
which ran throughout P
erc
the 2009
calendar year, resulted in annualised
cost savings of approximately
$160 million, of which $100 million
is expected to be permanent
irrespective of future operating
levels. The program resulted in a
7
0
+
Age Profiles by Employment Group FY10
Percentage of Employees
30
25
20
15
10
5
0
15–19
20–24
25–29
30–34
35–39
40–44
6
Age profiles continue to demonstrate 0
diversity
4
across various types of employees within onesteel
8
reduction of approximately 2,000
full time equivalents during the 2009
calendar year and was achieved
through reductions
3
in the use of
contractors, casuals and labour hire,
as well as approximately 1,000 direct
employees. These 2 reductions were
partly achieved through voluntary
redundancy programs with severance
payments and out-placement
support provided 1 as per our Human
Resources policy.
The OneSteel Recycling Australian
Diversity
1 2 2
OneSteel is an equal opportunity 0 5 0 5
employer where diversity is valued - - -
1 2 2
and actively sought. The key diversity 9 4 9
indicators used to monitor and record
diversity within OneSteel are those
described within this summary and
include:
• Age profiles by employment group
• Gender breakdown by employment
group
6
0
• Gender diversity of talent
business also acquired Metals Trading
management and development
0
and Ace Metals businesses during
program participants 4
2006 2007 2008 2009 2010 8
the year and Human Resources were • Proportion of female recruits and
instrumental in integrating people internal appointments
3
6
from these businesses into OneSteel.
45–49
Age Groups
50–54
Energy (PJ)
2
4
1
2
0
50
40
30
20
10
1
5
-
1
9
2
0
-
2
4
3
6
2
4
1
2
2
5
-
2
9
3
0
-
3
4
3
5
-
3
9
4
0
-
4
4
4
5
-
4
9
3
0
-
3
4
The table below right shows
3the 4proportion 4 of females by
5 0 5 7
occupational - - -
category.
0
Females
3represent 4 4 13% of non-executive
+
9 4 9
directors on the OneSteel Board
and 12% of senior executives who
are defined as reporting no more
than two levels below the CEO. The
proportion of female executives has
increased over the past few years and
is expected to continue this upward
trend of increased representation of
women in senior roles.
During 2010 Financial Year, more
than 20% of new recruits have
been female, representing a
higher proportion of than current
female representation in the
workforce. In addition, 23% of
internal appointments during 2010
were women. Similarly, female
representation on development
programs for high potential
employees is higher than the
general female representation in
the workforce. For example, 33% of
participants on the “YoungSteelers”
7
0
+
program have been female.
OneSteel offers a range of
competitive leave arrangements
including paid maternity and
paternity leave for most employees.
OneSteel has a track record of
Percentage of
Female Employees
by Category
18%
49%
13% 12% 12% 12%
Non-executive
directors
Executives
Managers
1%
Professionals
Clerical
Wages
Total
0
6
7
8
9
t CO2-e/ t Crude Steel
55–59
60–64
65–69
70+
Age Profiles
Executives
Staff
Employees
Wage
Employees
high return rates from maternity
leave for professional employees.
There are many examples of flexible
arrangements being put in place to
accommodate individual needs, to
facilitate return to work after parental
leave and to assist with ongoing
flexibility to provide work-life balance.
OneSteel’s age profiles continue to
demonstrate diversity across various
types of employees.

17
Safety &
People
Safety & People
1 2 3 4 5 6 7
Workers Compensation
OneSteel has maintained self–
insurance status in the relevant
jurisdictions and continues to manage
workers compensation in the non–
self–insured states under existing
commercial insurance arrangements.
Contrary to previous trends,
OneSteel’s outstanding self insurance
claims liabilities increased during
the course of the year. A number
of factors contributed to this
outcome, most notably an increase
in compensation claims due to
substantial labour rationalisation and
organisational change during the
2009 and 2010 financial years.
Our Human Resources Actions
to Build a Sustainable Future
Driving Succession, Talent and
Development Outcomes
Leaders at OneSteel continue to
focus on ensuring high calibre
successors are available for
leadership roles in the future. Over
the past 12 months, approximately
70% of senior management roles
have been filled through internal
succession. Leadership capability
has also been extended through
some targeted external recruitment,
particularly into some key
executive roles.
OneSteel has continued to invest
in the development of skills for the
future with over 170 apprentices and
more than 100 cadets and graduates
currently employed. In addition,
employees continue to be developed
through coaching programs, targeted
development interventions and
development assignments to build
the capability of our future leaders.
OneSteel launched a new targeted
attraction program for graduates
during the 2010 financial year
with a theme of “Extraordinary
People, Extraordinary Careers”. This
attraction program, in partnership
with key relationships with a range of
tertiary institutions and sponsorship
of graduate development initiatives,
has resulted in an increased calibre
of graduates competing for our
graduate roles this year. This is highly
valued as graduates form a key
pipeline for future senior manager
roles in OneSteel.
Workers Compensation Outstanding Claims Provision
2010
$m
2009
$m
2008
$m
New South Wales 21.2 20.1 21.6
Queensland 3.3 2.3 2.7
Victoria 5.3 2.4 3.7
South Australia 2.3 4.4 2.8
Western Australia 1.4 1.0 0.5
Total — Self-insurance
Workers Compensation
Provision 33.6 30.2 31.3
Case study
OneSteel’s Commitment to Graduate
Recruitment and Development
OneSteel has a track record of successfully
developing graduates across a range of
disciplines to meet current and future
business needs. OneSteel currently employs
graduates in the disciplines of commercial/
accounting, law, IT, HR, geology, sales
and marketing, business management,
operations, metallurgy and engineering.
As well as recruiting high calibre graduates
to be OneSteel’s future leaders, OneSteel
also invests significantly in the development
of graduates and other high potential
professionals who are commencing their
careers with OneSteel. In addition to onthe-job
and discipline-specific development,
OneSteel runs an innovative leadership
development program on an annual basis.
The “YoungSteelers” program is designed to
accelerate the development of participants
by building an understanding of the
overall OneSteel business and by assisting
participants to take ownership of their own
development and career management.
This year there were 80 participants from
across OneSteel, with every state and every
business represented. The cohort also
included significant diversity of gender, age
and ethnic background.
The YoungSteelers program has been
running since 2006 and a recent review
showed that 70% of previous participants
were still employed in the business and of
these, 60% had been promoted to a more
senior role.
This year, OneSteel has continued to
engage and partner with a number of
universities and other tertiary institutions.
OneSteel managers have been involved
in presenting guest lectures, providing
work experience and hosting site visits
to OneSteel facilities. This year OneSteel
has again been a sponsor of Students in
Free Enterprise (SIFE), an international
not-for-profit organisation which is run by
volunteers and supported by corporate and
individual donations. Teams of university
students compete to create an ‘economic
opportunity for others’ with the national
championship bringing together teams for
judging by senior business leaders from
numerous organisations including OneSteel.
Involvement in SIFE has proved an effective
way of engaging with high calibre potential
graduates and as a result of OneSteel has
hired a number of successful graduates and
vacation students.

18
OneSteel
Sustainability
Report 2010
Customer & Market
1 2 3 4 5 6
Our Approach
Like Safety, Customer is also a core
value at OneSteel. Whilst explicitly
defined as meeting our promise to
customers today, in order to develop
sustainable market offers of the future,
OneSteel is constantly engaging in
industry and customer partnerships
to better understand, further develop
and communicate steel’s role as a
sustainable solution.
We recognise the steelmaking
process has some significant inherent
environmental impacts; however
OneSteel’s approach involves the
adoption of specific in-market
sustainability initiatives to address
these. Such areas include life cycle
analysis, waste reduction in use,
sustainable construction design,
product certification and compliance
and industry communication and
collaboration.
OneSteel adopts a proactive approach
to understanding and addressing
customers and other stakeholders’
sustainability perceptions and concerns
relating to steel.
Our Performance
In 2009, OneSteel collaborated with
the WorldSteel Association (WSA)
and commissioned an analysis of
Australian stakeholders including
customers, conducted independently
by Technische Universität
Bergakademie Freiberg. This analysis
and its international equivalents
have shown us that our customers
and stakeholders understand steel
to be an essential part of society but
that steel is sometimes thought of
as part of the ‘problem’ rather than
the ‘solution’. However, steel is a
product with inherent sustainability
advantages. Its strength and
recyclability are two key factors that
allow steel to be one of the most
versatile products in the world and a
part of building a sustainable future.
Over the last financial year, OneSteel
Recycling (Australia) collected 1.7
million tonnes of scrap steel by
recycling. This helped enable more
than half our sales (1.3 million
tonnes) to be produced from recycled
scrap, mainly via OneSteel’s three
Electric Arc Furnaces. This resulted
in an average recycled content of
OneSteel products produced and
sold of approximately 55 percent
(excluding OneSteel’s internal scrap
but including post industrial scrap).
While this level of recycling is
certainly significant and important
to OneSteel, the actual proportion of
recycled content is limited due to the
long service life of steel products. For
long products used in construction
this is particularly the case, leading
to a shortage of available scrap
compared to steel demand, not only
in Australia but around the world.
This means that a significant portion
of our steel must be produced from
raw materials such iron ore and
coking coal via Blast Furnaces such as
OneSteel’s in Whyalla.
Steel life cycle RAW
MATERIALS
Raw materials
Steel production
recycling
Manufacturing
use phase
Steel Scrap
Diagram shows the life cycle of steel
from raw material extraction through
to recycling.

19
Customer
& Market
Customer & Market
1 2 3 4
5 6
Our Actions to Build a
Sustainable Future
OneSteel has adopted a scientific life
cycle based approach to encourage
better sustainability outcomes for
steel in our marketplace. Life cycle
thinking requires consideration of the
environmental and social externalities
incurred from a product’s raw material
extraction and manufacture through
to its final disposal (see diagram on
previous page). In steelmaking this
is referred to as the impacts of a
product from ‘cradle to grave’ or
‘cradle to cradle’ when recycling or
re-use is employed. At OneSteel, life
cycle thinking encapsulates Life Cycle
Inventory, Life Cycle Analysis and
promoting the Waste Hierarchy.
Life Cycle Inventory & Analysis
Life Cycle Inventory (LCI) defines the
inputs required to produce a product,
its use and key outputs produced.
In FY10 OneSteel provided a set of
LCI data at the major manufacturing
plant level for energy consumption
and greenhouse gas production to
the World Steel Association for their
Climate Action Program. We are
also currently updating LCI data at
the construction product level for
around 60% of our total production
to help enable the long-term benefits
of using steel in construction to
be assessed. OneSteel’s LCI data
will feed into a Building Product
Innovation Council (BPIC) project
that intends to produce a publicly
available database of LCI data for the
major Australian building products
from 2011.
LCI is the starting point for Life Cycle
Analysis (LCA) which is a process
for assessing the environmental
impact of a product from the time of
its creation to its post-consumption
end-of-life.
LCA provides a quantified
environmental account for the
whole life of a given product. This
is an imperative consideration
for the steel industry as the highembodied
energy, water consumption
and greenhouse gas emissions
during steel manufacture, is
often counterbalanced by the low
environmental impact of the product
during its extended use phase. Steel
products in construction for example,
are highly durable and easily
re-used or recycled thus extending
the product’s lifespan and
significantly reducing environmental
impact of having to produce ‘new’
steel from raw materials. See right for
an example of OneSteel’s application
of improving recycled steel’s life cycle
performance using patented Polymer
Injection Technology.
Onesteel is currently updating lci data at the
construction product level for around 60% of our
total production to help enable the long-term
benefits of using steel in construction to
be assessed
Case study
Polymer Injection Technology
To minimise energy use, electric arc furnace (EAF) steelmaking
facilities use coke or anthracite in slag foaming to insulate
molten steel surface, keeping it hot for longer.
The University of New South Wales (UNSW) has demonstrated
that polymers (for example, rubber from tyres) can replace
some of the coke within the EAF steelmaking process and
increase the volume of foamy slag.
The UNSW developed the idea that polymers contain an
essential source of carbon required for slag foaming in EAF
steelmaking. This led to a three-year technology development
and testing program in partnership with OneSteel at its Sydney
EAF facility. Regulatory approval followed, in 2008, for use of
the polymer carbon in steel mills.
At OneSteel’s Sydney Steel Mill, under controlled condition
trials, polymer injection technology reduced electrical energy
consumption per billet tonne from 424 kWh to 412 kWh,
reduced the amount of carbon injectant required from 464
kg/heat to 406 kg/heat, and improved the number of liquid
tonnes per power on time minute from 2.12 to 2.20
tonnes/minute.
Polymer injection of rubber sourced from waste tyres is now
in commercial operation at two of OneSteel’s EAF facilities,
in Sydney and Laverton, Australia. Extrapolating savings
measured under controlled conditions at Sydney to total
annual production means a carbon dioxide saving equivalent
of the removal of approximately 4,000 cars from the road.
Polymer Injection Technology (PIT) has recently been
recognised as a mechanism to enhance the sustainability of
steel by the GBCA through its GreenStar® scheme.

20
OneSteel
Sustainability
Report 2010
Customer & Market
1 2 3 4 5 6
The Waste Hierarchy — 3Rs
OneSteel promotes the three ‘R’s’
Waste Hierarchy to drive life cycle
thinking and decision-making in the
downstream use of steel. The 3Rs
comprise of Reduction, Re-use and
Recycling (see right).
The first and arguably most
important aspect of the waste
hierarchy is to ‘Reduce’ the amount of
steel required for a given application.
Like any material, less steel in use
means less environmental impact
throughout the supply chain during
manufacture and production. This
can be achieved through the use
of a stronger grade of steel with
appropriate design adjustments.
Next is ‘Re-use’. Whilst recycling
has an important environmental
benefit, it is more advantageous
if these products can be re-used
in another building in exactly the
same way. It is the strength and
durability of steel that makes this
possible. When a building reaches
the end of its life, it is usually
demolished and the structural
members, such as steel beams,
columns and trusses, are recovered
and recycled. However if pre-planned
deconstruction is adopted as an
alternative to demolition it is also
possible to extract a portion of these
steel members and re-use them in
another building.
‘Recycle’ is perhaps the most wellknown
sustainability aspect of steel.
Steel is a highly recyclable material
that can be recycled many times over
to produce new steel products; with
the utilisation of considerably less
energy than initially required during
its original production. The fact that
steel has these properties gives scrap
steel a very high intrinsic value and
makes it a highly recycled material.
OneSteel has one of Australia’s largest metal recycling operations
which during FY10 collected 1.7million tonnes of scrap metal.
The Waste Hierarchy
Recycle
reuse
reduce
Using the same steel in different
products for new jobs
Using the steel to do the
same job longer/again
Doing the same job
with less steel
A 2009 study conducted by Hyder Consulting found that approximately
90% of steel that derives from end-of-life construction use in
Australia is currently being recovered which compares
favourably to best practice in the rest of the world

21
Customer
& Market
Customer & Market
1 2 3 4 5 6
Sustainability of Steel
in Construction
As construction is our largest market
consuming over half of our steel
products in Australia, OneSteel
continually supports and promotes
the use of sustainable steel products
and sustainable construction
practices. Specific sustainability
initiatives that OneSteel have
adopted and promoted in the steel
construction market can be broadly
classified under the categories of
Design Support, Design for Re-use
and Steel Use Reduction.
Design Support
OneSteel has a number of
development teams for its individual
product groups that produce design
publications and tools that provide
assistance to steel designers,
architects and engineers to support
more efficient steel building design.
Over 50 design guides, documents
and software packages are available
from OneSteel to help reduce
over-design and specification in
construction. These design aids are
supported by technical personnel
to ensure that designers know of
their availability and how they can
be used. For example, OneSteel
business development managers offer
a redesign service to produce more
efficient steel designs for multi-storey
buildings to developers, builders,
architects and engineers.
Design for Re-use
OneSteel promotes design for Reuse
at two levels. Firstly there is
the re-use of a building or structure
as an alternative to its demolition
and secondly, the re-use of a steel
member. The concept of re-using a
structure rather than demolishing it
has obvious energy and raw material
savings. Research and development
in steel framing and subsequent
promotion through design assistance
tools and literature produced by
OneSteel, has facilitated many
building projects to utilise solutions
such as vertical extension and
upgrading of the existing structure, in
preference to demolition.
If buildings cannot be modified and
re-used at the end of their current
design lives the opportunity exists f
or the structure to be disassembled
rather than demolished. This would
allow structural steel members to
be re-used rather than recycled
(re-melted). This, however, is not
always feasible due to the way
the structure was designed and
constructed or because of the lack
of documentation that exists for the
building in question. To facilitate
this opportunity on buildings that
are currently being designed and
constructed OneSteel produced
a design note titled “Design for
Deconstruction”, providing guidance
on factors that need to be considered
to facilitate deconstruction and
ultimately the re-use of structural
steel from buildings that have reached
the end of their useful life. This can
be found on the OneSteel website
www.onesteel.com
77 King St Sydney, highlights the strength to weight
properties of OneSteel’s 300PLUS ® steel sections that
facilitates the four storey vertical extension and upgrade of
an existing building. This economically viable alternative to
demolition and rebuilding represents a significantly more
sustainable option.
OneSteel business development managers offer
a redesign service to produce more
efficient steel designs for multi-storey
buildings to developers, builders, architects
and engineers

22
OneSteel
Sustainability
Report 2010
Customer & Market
1 2 3 4 5 6
Steel Use Reduction
In many instances a higher grade or
stronger steel will result in a smaller
quantity of steel being required for a
particular application. While OneSteel
has, for many years, produced
a range of higher than standard
grades of steel, they have not been
readily adopted by designers. As
part of its work with the Australian
Steel Institute (ASI) and Green
Building Council of Australia (GBCA)
from 2009, OneSteel has actively
promoted higher strength steel
for hot rolled and tubular sections
respectively recognising the benefits
they bring in terms of sustainability.
As a result high strength steels
have been recognised by the GBCA
through their revised GreenStar ®
steel credit as a desirable mechanism
to enhance the sustainability of steel
in construction.
In reinforcing steel products,
OneSteel has recently supported
many initiatives designed to reduce
wastage of both reinforcing bars and
mesh on a construction site. Products
such as made to order engineered
meshes, off site factory prefabricated
elements and BAMTEC ® roll out rebar
carpets can effectively reduce the
amount of steel used on a project.
Engineered meshes can reduce
wastage by minimising the number
of laps and providing the option to
adjust spacing and placement of bars,
thereby reducing any redundancy.
Prefabricated reinforcing cages for
concrete elements such as slabs,
walls, cores, columns and piles can
utilise design-driven, in-factory
fabrication techniques to optimise
steel intensity and spacing between
bars, thereby reducing on site
material and wastage associated with
reinforcing steel placement.
Another example of achieving the
same outcome using less steel is
the use of OneSteel’s LiteSteel ®
Beams, which due to their unique
patented design, have extremely high
deflection resistance for their weight
(see right).
Engagement to Promote
Sustainability in Steel
OneSteel recognises that it has
an important role to play in the
education and future promotion of
more sustainable production and
application of steel in the markets in
which the company operates.
As a founding member of the
Australian Steel Institute (ASI)
Sustainability Committee, OneSteel
supported and sponsored the ASI’s
inaugural Sustainability Awards in
2009 and helped successfully launch
the Steel Fabricators Charter. The
Charter facilitates the provision
of tools such as environmental
management system guides and
carbon footprint calculators to
improve sustainability outcomes
in downstream structural steel
processing by Australian steel
industry SMEs.
We also maintain current and active
memberships of the Green Building
Council of Australia (GBCA) and
the Australian Green Infrastructure
Council (AGIC). OneSteel personnel
were represented on the GBCA’s Steel
Expert Reference Panel for the review
of their GreenStar ® steel credit in
2009/10. OneSteel is also a supporter
of the Building Products Innovation
Council (BPIC) via the ASI and is
playing its role in developing LCI for
the Australian built environment.
Case study
LiteSteel ® YHA
LiteSteel ® Technologies YHA Building in The
Rocks, Sydney saw the application lightweight
steel products to minimise environmental
impact.
The challenge was to not only reduce materials
used during the process and therefore increase
energy and emissions efficiencies, but also to
balance the need for sensitivity on the historical
site. As one of the few remaining reminders of
European settlement, the location required a
LiteSteel ® Beam truss system to elevate the
building off the ground and minimise contact.
The building is the embodiment of sustainable
responsibility having successfully achieved
demountability and re-use of the structures and
material minimisation.
OneSteel recognises that it has an
important role to play in the education
and future promotion of more sustainable
production and application of steel

23
Customer
& Market
Customer & Market
1 2 3 4 5 6
At a global level, through our
membership of the World Steel
Association (WSA), we also support
international steel industry in
sustainability initiatives including:
• Signatory to the WSA
Sustainability Charter
• Attendance at WSA LCA Experts
Group meeting June 2010
• Member of the WSA Climate
Action Program
• Member of the WSA CO2
Breakthrough Program (see
Environment for more details)
Product Certification
and Compliance
For steel products, compliance
through labelling is achieved in the
form of conformance to standards
and the provision of test certificates
that demonstrate this conformance.
OneSteel is actively involved in
the development and updating
of relevant steel material and
construction standards. For
example, four OneSteel personnel
were recently members of on the
Australian Standards Committee
BD023, which is responsible for
producing the joint Australian and
New Zealand Standard AS/NZS 3679.1
for Hot rolled structural sections
and bars.
As part of the latest revision of
AS 3679 that was approved by the
committee in June 2010, a permanent
rolled-in mark to identify the mill of
manufacture has been introduced as
a mandatory requirement. OneSteel
has always rolled in a permanent
mark to identify its product. Not
all steel manufacturers currently
roll in their mark, however if steel
manufacturers produce steel sections
to this Standard they will now be
required to roll in a mark that will
facilitate identification and future reuse
schemes.
A similar standards revision process
was also conducted with OneSteel
involvement for AS 1163 for coldformed
steel pipe and tube, which
was updated in 2009.
During FY10, OneSteel had no
significant compliance breaches
related to the provision and use of
products to Australian Standards.
OneSteel Steel and Tube
supplied structural steel
including DuraGal ® angles to
the Electricity Trust of South
Australia (ETSA) owned
transmission towers.
OneSteel manufactured 300PLUS ® Universal
Columns are utilised across a variety of
industrial applications. Often used as upright
supports in commercial buildings, bridges and
jetties where tensile strength is required.

24
OneSteel
Sustainability
Report 2010
Environment
1 2 3 4 5 6 7
8
Greenhouse Emissions
Our Approach
OneSteel is committed to pursuing
a high standard of environmental
management throughout its
operations, as outlined in our
Environmental Policy, available
online at www.onesteel.com. We
5
strive for continual improvement
of environmental performance, the
4
efficient use of resources, and the
minimisation or prevention of pollution.
3
OneSteel recognises that steelmaking
has inherent resources requirements
2
and emissions intensity. The following
section details our performance in
1
environmental areas as we seek to
use energy, fresh water and other
0
resources more efficiently where
5
economically viable.
We also seek to comply with applicable
4
environmental laws, regulations and
mandatory standards. Where these do
3
not exist, we apply appropriate internal
standards that reflect OneSteel’s
2
commitment to minimise adverse
environmental impacts resulting from
1
its operations, products and services.
Our Performance:
Greenhouse Gas Emissions
OneSteel’s energy and greenhouse
0
inventory is calculated for Australian
sites that fall under OneSteel’s
operational control. This captures
the vast majority of OneSteel’s
emissions with the non-Australian
operations likely to represent less
than one percent of OneSteel’s
greenhouse inventory.
OneSteel’s current energy and
greenhouse inventory aligns with
the accounting methodologies
of the Australian National
Greenhouse Emissions Reporting
Scheme (NGERS).
OneSteel’s greenhouse emissions for
the 2010 financial year are shown
to the right. Approximately 88% of
OneSteel’s greenhouse gas emissions
derive from the steelmaking and hot–
roll/forging operations at Whyalla in
South Australia, Sydney and Waratah
in New South Wales and Laverton
in Victoria.
OneSteel updates its historical
energy and greenhouse data in
line with changes to governmental
carbon accounting methodologies
and conversion factors so that a
common approach is presented in the
underlying data as far as practicable.
2010 Direct, Indirect and Total Greenhouse Gas Emissions
Greenhouse (Mt Co2-e)
Scope 1
million
tonnes
CO 2
-e
Scope 2
(electricity
only) million
tonnes CO 2
-e
Total
million
tonnes
CO 2
-e
OneSteel Australian Operations 2.55 1.34 3.89
— Whyalla Steelworks 2.23 0.11 2.34
— OneSteel Electric Arc Furnaces
(Sydney, Laverton & Waratah) 0.23 0.87 1.10
— Rest of OneSteel
Australian operations 0.09 0.36 0.45
5
4
3
2
1
0
2006
2007
2008
2009
2010
t CO2-e/ t Crude Steel
3
2
1
0
2006 2007 2008 2009 2010
Steelmaking Processes
• (including coal) 51.7%
Use of Carbonates
Natural Gas 8.0%
Other 2.1%
•
(e.g limestone and dolomite) 3.7%
Indirect Electricity 34.4%
Whyalla
Steel Works 1.5
Sydney
Steel Mill 1.0
Laverton
0.5
Steel Mill
Waratah
0.0
Steel Mill
Others
3.0
2.5
2.0
Greenhouse Gas FY06-FY10
Greenhouse Intensity of Steelmaking Sites FY06-FY10
1. Smorgon Steel data
obtained for FY06, FY07
prior to acquisition in
August 2007.
2. FY09 data shows the
effect of the Global
Financial Crisis on
production, and
therefore energy
use, emissions,
and intensities.
3. Historical data has
been adjusted where
possible against changes
in governmental
methodology and facility
boundaries in energy and
greenhouse accounting
against FY10 for a
comparable basis.
4. Steel Mill sites include all
on–site activities not just
crude steel production
(e.g. including rolling,
forging).
5. Whyalla Steelworks
intensity increased
in FY10 due to blast
furnace problems
and downtime.

25
Environment
Environment
Fitting of variable speed electronic control to existing fume
extraction fans for energy efficiency improvements. This energy
savings project was successful in receiving a government grant
under the Energy Savings Fund.
1 2 3 4 5 6 7
8
Our Actions to Build a
Sustainable Future
At present, there are no economically
viable technologies available
capable of delivering step changes
in carbon steelmaking emissions
in the foreseeable future. Steel is a
staple commodity that underpins
economic prosperity and growth.
Steel is fundamental to buildings,
transport, utilities, infrastructure and
manufacturing within developed and
developing economies.
The steel industry has been
continually improving energy
efficiency. Recent and ongoing
significant rises in energy prices
provide a further powerful incentive
to reduce energy intensity, and the
Australian iron and steel industry is
an efficient energy user in both the
blast furnace (integrated) and EAF
processes. However, in the integrated
steelmaking process carbon is used
Table: OneSteel Whyalla Steelworks Electricity
Purchased Electricity from Grid
Self Generated Electricity
On-Sold Electricity
Export back to Grid
Net site electricity consumption
as a chemical reductant that converts
needed iron ore in iron metal (as
well as an energy source) and there
is no proven alternative available to
significantly reduce the role of carbon
in this process of conversion.
The iron and steel industry is
characterised by mature technologies
with high capital intensity and long
investment cycles. There are no near
to mid term technology improvement
that will deliver large step reductions,
despite investment by the global steel
industry in collaborative research.
Joint research activity is being carried
out with CSIRO through their Minerals
Down-Under Flagship program, in
conjunction with BlueScope Steel
and OneSteel under the Australian
CO 2
Breakthrough banner. This is also
linked to the WorldSteel Association
CO 2
Breakthrough Program
researching concepts for largescale
greenhouse house
50
abatement
40
30
153,517 MWh
20
188,214 MWh
3,814 MWh
5,340 MWh
10
332,576 MWh
0
opportunities over the medium to
long-term. The Australian research
program is continuing its work on
biomass opportunities within the
iron and steel industry and a new
technology for dry slag granulation
with heat recovery.
OneSteel Whyalla has developed
a Marginal Abatement Cost Curve
(MACC) to identify and prioritise
carbon abatement projects. One
carbon abatement project involved
changing operational practices at the
Pellet Plant Waste Gas Cleaning Plant
to remove the requirement to operate
a high‐pressure air compressor
system. This resulted in a saving
of around 10,000 t CO 2
-e p.a. This
has proved to be an effective project
identification process.
Energy (PJ)
50
40
30
20
10
0
2006
2007
2008
2009
2010
Energy Consumption FY06-FY10
GJ / t Crude Steel
35
30
25
20
15
10
0
Our Performance:
Energy Consumption
In the 2010 financial year, OneSteel
consumed approximately 36.61
petajoules (PJ) of energy. Of this,
92 percent was consumed at the
four major steelmaking operations of
the integrated steelworks at Whyalla
(26.89PJ), the electric arc furnaces
and manufacturing operations at
Waratah (2.24PJ), Laverton (2.79PJ)
and Sydney Steel Mills (1.58PJ). See
chart below.
OneSteel Whyalla Steelworks, apart
from purchasing electricity from the
grid, also self-generates a significant
proportion of its energy requirements
through use of blast furnace and coke
ovens off-gases powering boilers in
a powerhouse, and natural gas feed
2006 2007 2008 2009 2010
Energy Intensity of Steelmaking Sites FY06-FY10
to a cogeneration plant. The site also
on-sells surplus electricity to third
parties, and exports some electricity
back to the grid. This electricity,
which is on-sold and sent back to the
grid, is netted off from electricity
purchased and self-generated to
calculate site consumption.
See chart below.
Whyalla
Steel Works
Sydney
Street Mill
Laverton
Steel Mill
Waratah
Steel Mill
Others
1. Smorgon Steel data
obtained for FY06, FY07
prior to acquisition in
August 2007.
2. FY09 data shows the effect
of the 35.000000 Global Financial
Crisis on production, and
therefore energy use,
29.166667
emissions, and intensities.
3. Historical 23.333333 data has
been adjusted where
possible against changes
17.500000
in governmental
methodology and facility
11.666667
boundaries in energy and
greenhouse accounting
5.833333
against FY10 for a
comparable basis.
0.000000
4. Steel Mill sites include all
on–site activities other
than just crude steel
production (e.g. including
rolling, forging).
5. Electricity consumption
includes self generated
electricity at OneSteel
Whyalla Steelworks.
6. Whyalla Steelworks
intensity increased in
FY10 due to blast furnace
problems and downtime.

26
OneSteel
Sustainability
Report 2010
New Electronic System that
controls the Electric Arc
Furnace Electrode position
at the Waratah Steel Mill.
Environment
1 2 3 4 5 6 7
8
Our Actions to Build a
Sustainable Future
OneSteel Technical Energy Network
(OSTEN)
The OneSteel Technical Energy
Network (OSTEN) was formed in
August 2009 to improve our response
to energy and resource efficiency.
The Network’s primary function is to
establish and deploy standardised
compliant energy management
systems, collate and monitor
energy performance and abatement
activity data and identify and
assess opportunities for energy and
greenhouse reduction. OSTEN also
provides a foundation for knowledge
transfer through OneSteel’s Energy
Best Practice Groups.
Over the coming year, OSTEN will
be continuing the roll-out of an
extensive change management
program. OSTEN’s other key
focus over the coming period is to
finalise and promote the use of an
internally developed Energy Audit
Tool to identify and subsequently
assess opportunities for energy and
greenhouse reduction.
Major OneSteel sites must meet
the requirements of the national
Energy Efficiency Opportunities
(EEO) scheme. The Scheme sets
out key minimum requirements for
operational energy management
systems, and includes annual public
reporting of the energy efficiency
opportunities assessed and
implemented through the year. In
October 2009 the Newcastle Rod Mill
volunteered to participate in a trial
governmental Verification Audit, the
mill was found to be fully compliant
in all audited areas in addition
to being rated Leading Practice
across a number of elements. Since
commencement of the EEO program
in 2006 OneSteel has reported
implementing projects resulting in a
total energy reduction of over 290
TJ/yr, equating to 55 ktCO 2
-e/yr. The
2009 public EEO report can be found
on the OneSteel website at
www.onesteel.com.
Case study
Energy Reduction Projects
• Under the NSW Energy Savings Scheme Participation,
Waratah and Sydney Steel Mills have been able to register
eligible energy efficiency projects and generate Energy
Savings Certificates (ESCs). The projects successfully
registered in FY09 included energy efficiencies at our Electric
Arc Furnaces and culminated in an estimated annual saving of
12,000MWh per annum and generated over $600,000 dollars
in sale proceeds from the ESCs.
• In order to shape steel, the Newcastle Rod Mill Reheat Furnace
burns natural gas through multiple burners across three
zones to heat billets to approximately 1100 deg C. In 2008,
oxygen meters were installed to identify where the flame was
burning inefficiently. Work has been done to improve the ratio
of gas to air in each zone, and has resulted in an approximate
3% reduction in the amount of gas being used to heat each
tonne of steel. At Sydney Steel Mill, an oxygen analyzer was
installed and modifications made to the number of steel billets
charged into the furnace at any one time. An approximate 6%
improvement in furnace efficiency has been achieved.
• A comparison of the 2008 and 2009 shutdown periods for
the Newcastle Rod Mill has shown an average improvement
of 21% in baseline electricity load for each shut down period
longer than 24 hours. This improvement in load shedding
represents a saving of approximately 522 MWh in 2009,
which has been maintained into 2010.

5
6400
Greenhouse (Mt Co2-e)
4
3
2
1
0
4800
3200
1600
0
27
Environment
2006
Environment
2007
2008
2009
2010
1 2 3 4 5 6 7
8
FY09
Our Performance:
Water Consumption
For OneSteel and the global steel
industry, water plays an integral part
in the steelmaking process. Whilst our
operations require the withdrawal of
water from sensitive sources such
as regional 7000 and urban townswater
supplies and the Murray River, we
6125
are endeavouring to meet the global
and domestic
5250
water challenge by
implementing
4375
initiatives to minimise
our usage.
FY08 3500 FY07 FY'06
OneSteel’s annual consumption
2625
of townswater from its major
manufacturing 1750 units i.e. Whyalla
operations, OneSteel Market Mills
875
major manufacturing units, and the
0
Townswater Consumption
Top Six Sites
Million Litres
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Whyalla
Steelworks
& Iron Ore
Mines
Laverton
Steel Mill
Waratah
Steel Mill
major Australian Recycling sites, was
approximately 8230 million litres in
Newcastle the 2010 Financial Rod Mill Year.
Townswater consumption from
Sydney Steel Mill
OneSteel’s top six operating sites by
Newcastle usage is shown Wiremill in the chart. These
sites represent approximately 96% of
Waratah Steel Mill
the consumption tracked above.
Laverton The consumption Steel Mill of town water by
the Whyalla steelworks and mines
Whyalla
in 2006
Steelworks
and 2007 is
&
not
Iron
directly
Ore Mines
comparable to the consumption
from 2008 onwards. In 2008, the
steelworks was converted from
dry hematite feed to wet slurried
magnetite feed for the steelworks
increasing water consumption per
tonne of steel. This change in process
Newcastle
Wire Mill
Sydney
Steel Mill
Newcastle
Rod Mill
FY06
FY07
FY08
FY09
FY10
8000
7000
6000
5000
has improved dust levels in the
community as described previously in
OneSteel Annual Reports.
Murray River
The townswater in the Whyalla area
is derived from the Murray River
via pipeline, and is therefore under
significant focus due to low Murray
River water levels.
Whyalla operations townswater use in
FY08 was 6,800 million litres, FY09
was 6,200 million litres and in FY10
6,100 million litres. The reduction
in Murray River water consumption
of 700 million litres since FY08 was
achieved despite the increase in
magnetite feed rate to the steelworks
over this period, as well as an increase
in hematite iron ore for export. Water
used during mining and export is
predominantly for dust suppression.
Whyalla also sources freshwater
from treated towns sewage water
and OneSteel tailings dams.
Approximately 156,500 million litres
of salt water are also used for various
cooling operations at Whyalla and
are generally returned to the sea
after use.
The Newcastle Rod Mill has improved its capture
of waste water draining from the mill saving
approximately 60KL each week.
Newcastle Rod Mill
Sydney Steel Mill
Newcastle Wiremill

28
OneSteel
Sustainability
Report 2010
Environment
1 2 3 4 5 6 7
8
Our Actions to Build a
Sustainable Future
Water Wise @ Whyalla Steelworks
Whyalla has a comprehensive water
reduction strategy focused on driving
water reduction across its business.
Through the development of a Water
Abatement Curve (WAC) at least
five water savings projects were
approved for funding during the 2010
Financial Year. Additionally, OneSteel
is investigating the installation of
a small saltwater, reverse-osmosis
desalination plant. Water produced by
this plant would save approximately
1,500 million litres of potable water
per year.
Whyalla continues to support and
work with the University of South
Australia Institute for Sustainable
Systems and Technologies to identify
the optimum technology solution
to produce demineralised water
from saltwater further reducing
OneSteel Whyalla’s reliance on fresh
water from the River Murray, and to
reduce the site’s carbon footprint by
utilising available waste energy. This
support includes a 3-year $100,000
commitment from OneSteel Whyalla.
Water Wise @ Whyalla mine site
Water for mine sites in the South
Middleback Ranges (SMR) is
only available by pipeline from
Whyalla. A number of water saving
programs have been adopted
and are expected to produce
further water savings, including,
re‐using recovered water for dust
suppression from our waste tailings
storage facility by decanting to a
series of dams and automating
Density Control to save water at
the thickener stage of the Ore
Beneficiation Plant and optimising
dewatering at the magnetite
concentrator.
Our Performance:
Recycled Materials
As has been previously indicated,
OneSteel both procures ferrous
scrap and uses it as an input in the
manufacture of steel. Approximately
55% of steelmaking is produced from
recycled steel.
Total tonnes of post and preconsumer
scrap used by OneSteel
in FY09/10 was 1,286,945 tonnes.
Internal-to-site scrap is not included
in these numbers.
Proportion of OneSteel crude steel that is from recycled steel
Site
% Postconsumer*
Material (scrap)
% Post + Preconsumer^
Material (scrap)
OneSteel Whyalla Steelworks 7.5 7.5
OneSteel Electric Arc Furnace
Steelmaking (weighted average)
Water consumption efficiency
initiatives at OneSteel Whyalla.
84.5 91.0
OneSteel Total Steel make 52.0 55.0
^Pre-consumer material diverted from the waste stream during a manufacturing process.
Excluded is reutilization of materials such as rework, regrind or scrap generated in a process and
capable of being reclaimed within the same process that generated it.
*Post-consumer material generated by households or by commercial, industrial and institutional
facilities in their role as end-users of the product which can no longer be used for its intended
purpose. This includes returns of material from the distribution chain.

29
Environment
Environment
1 2 3 4 5 6 7
8
Our Actions to Build a
Sustainable Future
As a business OneSteel endeavours
to minimise resource use across all
areas of our operations.
OneSteel Recycling is working with
the Australian Council of Recyclers
(ACOR) to lift recycling rates within
the community through a number
of activities including input into the
new National Waste Policy Legislative
framework due to be announced in
early 2011.
OneSteel Whyalla has been
conducting a comprehensive iron
mass balance for the site, which
on a bi-monthly basis identifies all
iron unit loss from the value chain.
Processes are now underway to
establish the true cost of these losses
to the business and to develop a
strategy to reduce the loss of this
material. In addition to the reduction
of iron loss as an input material,
OneSteel Whyalla has continued
to investigate the potential use of
crushed air-cooled Blast Furnace slag
(a by-product of steel making) in the
local cement industry.
At Newcastle Wire Mill “zinc
skimmings” from the wire galvanising
zinc baths are now recycled on‐site
with the use of zinc recovery
furnaces. The recovered zinc
ingots are then re-used in the wire
galvanising process. Material that has
not been recovered is collected and
sold for further recycling. This project
represents a significant reduction in
the consumption of replacement zinc
for the galvanising process.
In addition, in 2009, Newcastle
Wire mill trialled and purchased
a wiredrawing lubricant recycling
unit. The unit screens dust and
magnetically removes any steel
particles. The resulting clean material
can be re-used in the wiredrawing
machine. The savings from this
practice have been encouraging with
10 tonnes of lubricant being saved in
12 months from one machine. Three
additional recycling units have been
purchased as a result of the trial.
OneSteel Australian Tube
Mills employees David Clark
and Shaun Ingall discussing
water run off efficiency
improvements at our
Newcastle site.

30
OneSteel
Sustainability
Report 2010
Environment
1 2 3 4 5 6 7
8
Our Performance: OneSteel’s
Environmental Compliance
During the 2010 Financial Year,
OneSteel received three penalty
notices with associated fines. These
notices related to the accidental
release of contaminated water to
storm water (two notices, each
with an associated fine of $1,500)
and the placement of a bin to
receive scrap metal outside the
gates of a premise (one notice with
a fine of $3,000). These notices
included various directives to make
operational changes to ensure
ongoing compliance.
The management of contaminated
sites is another key area of
environmental compliance for
OneSteel. Due to historical activities
there are a number of sites where
soil or groundwater contamination
has occurred. Where these sites
are identified a risk assessment is
undertaken and management or
remediation measures implemented
as appropriate.
For example, in 2000 OneSteel
acquired a former manufacturing site
in Pagewood, NSW, as part of a joint
venture. This site was subsequently
found to be contaminated with
industrial solvents. In 2010 a
voluntary management proposal
was submitted to undertake
extensive investigations into this
contamination and identify potential
remediation options.
Within OneSteel, environmental
incidents, such as spills, are classified
according to severity on a scale
of 1 to 5, with 1 being of negligible
severity and 5 being extreme
severity. An event of negligible
severity is defined as having low-level
impacts on the biological or physical
environment, or limited damage to a
minimal area of low significance. In
the 2010 Financial Year, there were
no spills or similar environmental
incidents that were classified as
greater than Severity 1 (negligible).
The ceasing of trucked ore for export
to northern stockpiles has resulted in a
significant decrease in road train traffic
and allowed remediation of this area.
In the 2010 financial year, there were
no significant spills or similar
environmental incidents

A fauna monitoring study was undertaken during the
year to assess the impact of mining operations on species
of national significance
31
Environment
Environment
1 2 3 4 5 6 7
8
Our Performance: Biodiversity
& Rehabilitation
The South Middleback Ranges (SMR)
in South Australia is an important
feature on the Eyre Peninsula
landscape and the source of iron
ore for the Whyalla Steelmaking
operations and iron ore export.
A fauna monitoring study was
undertaken during the year to assess
the impact of mining operations
on species of national significance
and other indicator species. This
study was the second of its type and
showed that the range and status of
species populations are regionally
healthy. These, plus similar studies
will continue, and are expected to
assist management strategies for
maintaining the natural environment.
OneSteel Whyalla Steelworks
undertakes regular sea grass studies
to monitor the health and distribution
of sea grasses at control sites. The
most recent study was conducted in
2010 and found that the condition of
the seagrass continues to improve.
OneSteel has purchased and
donated the Shirrocoe Pastoral
lease in the Middleback Ranges to
the South Australian Department of
Environment and Natural Resources
(DENR) for conservation purposes
and as an off-set against mining
activities. In January 2009 OneSteel
purchased and destocked
Uplands Station adjacent to the
Iron Chieftain Mining lease and, in
conjunction with the neighbouring
land managers, including the DENR,
is pursuing sound land management
outcomes on both Uplands and
Shirrocoe. OneSteel Whyalla has
been instrumental in setting up
the Middleback Alliance of Land
Managers for the development and
implementation of programs that
cover pest plant and animal control,
threatened species recovery and land
rehabilitation works for the benefit of
the ecology of the whole Middleback
Range region.
Supporting biodiversity
at Whyalla Steelworks
and South Middleback
Ranges mine sites.
OneSteel Whyalla Steelworks Cokemaking
waste water treatment process

32
OneSteel
Sustainability
Report 2010
Community
1 2 3 4
Our Approach
OneSteel recognises that achieving
positive sustainable relationships
within the communities in which
we operate is imperative to doing
business. At OneSteel we have
fostered a responsible approach to
demonstrating social responsibility,
by promoting values and initiatives
such as investment and engagement
that show respect for the people
and communities associated with
our businesses.
There are a number of key initiatives
and consultation based programs
that have been formed, further
strengthened or dissolved, to
reflect key issues that affect our
local communities. In addition,
OneSteel and our employees
pride themselves on physically or
monetarily supporting regional and
local activities across Australia - from
providing education and training,
donations and sponsorships through
to charity fundraising events.
To monitor the ongoing impact of
OneSteel’s operations, we invest,
inform, consult and develop
relationships with local communities
to work towards mutually beneficial
outcomes and continually earn our
social licence to operate.
Our Performance
Investment and Development
This financial year, through donation
via OneSteel’s workplace giving
program “OneCommunity” and
community investment outside
of the program, OneSteel and
our employees have raised and
invested over $542,000 in total
for the community.
OneCommunity
For OneSteel, community is vital to
the success of our operations. The
community supports our people,
providing services that we all use in
our daily lives. The OneCommunity
workplace giving program provides
a way for all employees to give
something back to the community and
assist those that are less fortunate.
Since the OneCommunity workplacegiving
program was established
in December 2003, OneSteel and
its employees have generously
donated around $1.3 million through
the program. OneSteel matches
employee contributions up to
$250,000 per annum.
OneCommunity currently supports
12 charities in our community,
providing necessary financial aid.
Over the past financial year, OneSteel
and its employees have assisted these
charities by donating approximately
$219,000. Current charities include;
Alzheimer’s Australia, Cancer Council,
CARE Australian, Guide Dogs,
Hunter Medical Research Institute,
Landcare Australia, Lifeline, Royal
Flying Doctor Service, RSPCA, The
Smith Family, The Salvation Army
and Westpac Rescue Helicopter
Service. We are currently undertaking
employee engagement activities in
order to better understand how we
can increase employee participation
in community giving programmes
and ultimately our positive impact on
communities.
OneSteel wishes to thank all
employees that have participated
in the OneCommunity workplace
giving program.
Other Investments
OneSteel and our employees
have contributed over $323,000 in
community investments this financial
year; through community fundraising
activities, sponsorships, donations
and other investments at a regional
level. Since 2001, such community
investments outside the OneSteel
workplace giving program have
exceeded $2.5 million.
OneSteel contributed $20,000 in bar,
wire and mesh products to Channel
Nine’s Random Acts of Kindness to
help build a baseball field and boxing
shed for two Aussie heroes.
OneSteel Environment Superintendent,
Jeff Neave, inspecting building
accoustics at our Waratah site to
minimise community disturbance.

33
Community
Sponsorship by Laverton employees has seen a growth in support
provided to students; from 12 in 1989 through to 300 in 2010
Community
1 2 3 4
Random Acts of Kindness
OneSteel contributed $20,000 in bar,
wire and mesh products to two local
heroes through the Nine Network’s
Random Acts of Kindness television
show. The donation of OneSteel’s
products saw the completion of a
baseball field for a Bankstown local
who volunteers his time to teach
disabled children baseball and
sportsmanship. OneSteel’s products
were also used to build a boxing shed
for a couple that fund boxing classes
for youth.
Laverton Steel Mill Saving
our Kids
The Laverton Steel Mill ‘Save our
Kids’ program was established with
the aim of donating funds to a variety
of youth focused initiatives. This year
has seen the contribution of over
$10,500 directly from employees’
wages to a variety of local issues;
from homelessness, illness, education
and special needs based programs.
A highlight of ‘Save our Kids’ is the
contribution Laverton employees and
staff have made to the Open Family’s
‘Back to School’ program, which
totals $8,000. The program aims
to sponsor the education of local
students whom are deemed homeless
by the Commonwealth.
Sponsorship by Laverton employees
has seen a growth in support
provided to students; from 12 in 1989
through to 300 in 2010. Over 50
local high schools are represented in
this figure in addition to a number of
students who are completing tertiary
qualifications in the areas of medicine
and arts.
Banking on Food
This year, OneSteel pledged to
provide $10,000 a year for the
next five years to Foodbank South
Australia. Foodbank comprises of
over 35 social welfare organisations
that have signed up to the program
in an effort to supply packaged food
to those in need. In July, this included
supplying food to those affected by
severe thunderstorms in the Spencer
Gulf region. Foodbank is closely
working with Save the Children,
Australian Red cross and Mission
Australia to assist in food education
programs in schools.
Kids, Karts & Cops
OneSteel has commenced sponsoring
a new crime prevention program
in South Australia, ‘Kids, Karts &
Cops.’ The program aims to help
youths who have been identified as
having committed crime in the past
or at high risk, in discovering a new
interest. In the program, youths get to
drive, maintain and teach each other
about go-karts in addition to building
mutually-beneficial relationships
with police.
Worthy of Gold
OneSteel Whyalla employee Noel
Goldsworthy embarked on a journey
of physical resilience and endurance
to support the families of two local
teenagers who were made paraplegic
within weeks of each other. Noel
says, “Their stories struck a cord
with me as having had a very active
life, all my life, I felt a strong need to
try and do something to help them
and their families.” Noel called on
businesses, colleagues, friends and
the generosity of strangers to raise
a staggering $62,000 for the two
families by cycling 400km through
Whyalla on April 10-11th this year.
OneSteel Steel Magnolias
competing in Relay for
Life which raised
almost $22,000
OneSteel worked with council in Whyalla to improve
the amenity at the Whitehead Street Park.
Noel Goldsworthy and Jim White at the
completion of Noel’s 400km charity Cycle

34
OneSteel
Sustainability
Report 2010
Community
1 2 3 4
Consultation and Engagement
Red Dust Action Group Dissolves
The Whyalla Red Dust Action Group
(WRDAG) announced that it was
officially dissolving on May 26 2010,
after having successfully worked with
OneSteel Whyalla to address the red
dust related issues at East Whyalla.
Spokesperson for the WRDAG, Ted
Kittel, said that the group’s objectives
had been fulfilled and that over
the past three years, a strong and
valuable partnership based on trust
and goodwill had developed between
the group and OneSteel Whyalla.
He said that OneSteel Whyalla is
now setting benchmarks in the way
it engages with the community in
respect to environmental issues and
also through the positive new and
innovative way it’s tackling these
issues in the workplace.
“No longer are homes and property
stained and ruined by continual
coatings of red iron ore dust, and
the quality of everyday life for east
Whyalla residents has improved
because of this very positive
outcome,” Mr Kittel said.
“Living without red dust impacts
now can only be described as truly
marvellous. Having the knowledge
and understanding of the dedication
that the company now has pledged
to continually improving its
environmental performance augurs
well for me, and it augurs well for the
future residents of east Whyalla.”
This outcome is the culmination
of Project Magnet, which saw the
pelletising plant converted from a
dry to a wet process and paved the
way for the removal of redundant 10.0
equipment and stockpiles at the
pelletising plant.
7.5
5.0
2.5
Community Dust Target
The OneSteel Whyalla community
dust target was established in 2008 in
conjunction with OneSteel, the South
Australian Environment Protection
Agency and local community.
The system is designed to not
only monitor fugitive dust levels
originating from OneSteel’s
operations and ensure OneSteel’s
accountability, but ultimately to also
provide locals with reprieve from high
levels of fugitive dust.
The Steelworks agreed that fugitive
dust impacts related to its operations
would not exceed a certain level of
fine particulate matter in the air
(50ug/m3) on a defined number of
days. This was originally set at 10
days in 2008, followed by eight days
in 2009, before gradually decreasing
to five days in 2011. This gradual
decrease aimed to reflect the stepchanges
anticipated as a result of
Project Magnet.
As can be seen below (graph), 2008
saw three exceedence days (compared
to a year-end target of 10) and none
in 2009. The excellent result in 2009
led to voluntary advancement of the
target by OneSteel to five exceedence
days in 2010 ahead of the original
target set for 2011.
OneSteel continues to monitor dust
levels with 24 hour automatic devices
located around our operations.
Environment Consultation
Group (ECG)
Whilst the WRDAG has finalised
its collaboration, the Whyalla
Environment Consultation Group
continues to remain a strong alliance
between local government, regulatory
associations (such as the EPA), the
community (including schools and
businesses) and OneSteel.
Over the past three years, OneSteel
has worked with the ECG to improve
the amenity buffer between OneSteel
and the community. The Whitehead
Street development project
included a park with barbeque,
plants and walkways. The park was
officially opened on July 4 2010 to
align with Whyalla Council’s 40th
birthday celebrations.
Community Dust target
10
8
5
3
0 0
2008 2009 2010
0.0
Images show imrpovement in fugitive
dust levels at Whyalla between
December 2006 and September 2009.
Dust Exceedance Days
Target for Total Days of
Dust Exceedance

35
Community
Community
1 2 3 4
Waratah Community
Liaison Committee
The Waratah Community Liaison
Committee meets quarterly to discuss
any environmental issues that could
potentially affect neighbours to
OneSteel’s operations. Highlights
for the group last year include the
asphalting of an exposed portion of
the site to prevent dust generation
during windy weather, changing
the location of various activities to
either less exposed locations onsite,
or to other locations offsite so as to
eliminate the chance of noise affecting
the neighbours, and installing an
acoustic roller door to mitigate
noise from a production area. The
Committee remains a valuable forum
for communication between the
Company and its neighbours.
Whyallina Heritage Aboriginal
Corporation Inc, the Barngarla
Native Title Claimants and the
Walga Mining Company
OneSteel continues to support
the Whyallina Heritage Aboriginal
Corporation Inc. — a local Aboriginal
organisation which has as its focus
Aboriginal cultural issues in the local
Whyalla and districts area.
OneSteel’s exploration activities in
and around the Middleback Ranges
of South Australia are wholly within
the the native title claim area of
the Barngarla people. In addition
to its mineral exploration activities,
OneSteel operates four mines in
the Middleback Ranges which are
also within the native title claim
area of the Barngarla people. These
exploration and mining activities are
Left to right: OneSteel’s Manager Mineral Resources Don Dart,
Deputy Chairman Barngarla Native Title Land Management Committee
Elliot McNamara, Chairman Barngarla Native Title Land Management Committee
Howard Richards, Barngarla Legal Representative Philip Teitzel, OneSteel General
Manager Sustainability Jim White
undertaken in accordance with all
legal and statutory requirements,
including all legal and statutory
obligations in relation to Aboriginal
heritage and native title.
OneSteel also continues to support
the local Aboriginal community by
sourcing some of its contract mining
services requirements from the
Walga Mining Company. The Walga
Mining Company is a contract mining
services business whose priority is
to provide employment to Aboriginal
people in the mining industry. The
Walga Mining Company provided
contract mining services to OneSteel
during the past financial year and
has continued to do so in the current
financial year.
Case study
Our Actions to Build
a Sustainable Future
University of New South Wales
Extensive collaboration between the University of New South Wales
(UNSW) and OneSteel is increasingly gaining momentum to further
support student research and development. This financial year saw
a further $50,000 contribution to the second research effort as part
of the Australian Research Council Linkage Project program, which
went towards steelmaking research and development at UNSW. The
Australian Research Council matches a component of the funds
pledged by industry, which ultimately not only increases the amount
received by UNSW but also the developmental benefits this provides
to its students. Since the early 2000s, OneSteel has contributed
$500,000 to steelmaking research at UNSW and as much again
in mentoring, access to our facilities and guidance in real industry
projects. OneSteel and UNSW can further strengthen the relationship
with an additional pledge of funding over the next five years
beginning in 2011.

36
OneSteel
Sustainability
Report 2010
Economic
1 2
Our Approach
Economic Value Management
at OneSteel
As a listed ASX company OneSteel
has a range of governance
processes in place at a board level
to help manage the creation and
distribution of economic value. For
further information on the overall
governance and management of
OneSteel please refer to our 2010
Annual Report.
Our Performance
Our Results for the 2010 financial year are detailed in OneSteel’s Annual
Report. The following are the results at a glance:
Statutory FY10 $M FY09 $M Change %
Sales Revenue 6,205 7,242 (14)
EBITDA 638 597 7
EBIT 423 395 7
Net Profit After Tax 258 230 12
Operating Cashflow 602 368 64
Net Debt 964 1,224 21
Gearing
(net debt/net debt + equity) 18% 22% (4 pts)
Earnings per share
(weighted average) 19.5c 22.6c (14)
Underlying FY10 $M FY09 $M Change %
Sales Revenue 6,205 7,242 (14)
EBITDA 618 661 (7)
EBIT 414 461 (10)
Net Profit After Tax 241 215 12
Operating Cashflow 653 365 79
Net Debt — including Hedging 1,007 1,305 23
Gearing — including Hedging
(net debt/net debt + equity) 18% 23% (5 pts)
Earnings per share —
including Hedging (weighted
average) 18.2c 21.2c (14)
The following table is prepared to show the “Direct economic value generated”
for the 2010 financial year in accordance with the GRI framework using data
extracted from the company’s financial statements.
Direct economic value generated
Revenues
(Total Income)*
Economic value distributed
Operating
costs
Employee
wages and
benefits
Payments
to providers
of capital^
Description FY10 FY09
Net sales plus revenues
from financial investments
and sale of assets 6,260.9 7,307.8
Payments to suppliers,
non‐strategic investments,
royalties, and facilitation
payments**
Total monetary outflows
for employees — current
payments
(5,605.4) (7,029.8)
All financial payments
made to the providers of
the organisation’s capital (212.0) (343.8)
Payments to
government + Gross taxes 47.0 (66.3)
Community
Investments OneCommunity 0.2 0.2
Community
Investments
Other voluntary
contributions and
investment of funds in the
broader community 0.3 0.4
Total (5,769.9) (7,439.3)
Economic
value retained
* Total Income, Note 4 Full Financial Report
** Cash Flow Statement — Payments to
suppliers and employees
Economic value generated
less Economic value
distributed 489.8 (131.5)
^ Interest and other costs of finance paid
(Cash flow) + dividends (Note 23)
+ Cash Flow Statement — Income Taxes paid

37
Economic
Economic
1 2
Actions and Risks of Building
a Sustainable Future
Emissions Trading Scheme (ETS)/
Carbon Tax
OneSteel’s steelmaking operations
are emissions–intensive and trade–
exposed, as they compete with
international competitors, many
of which are not subject to any
carbon costs.
If an ETS or Carbon Tax is introduced
by the Australian Government,
which is not certain, OneSteel will be
exposed to additional operating costs
that will have an adverse impact on
the financial performance of OneSteel.
The extent of this impact, however,
remains uncertain as it will dependent
on the design of the scheme or tax
and the level of assistance OneSteel
may be eligible for, neither of which is
currently known.
Minerals Resource Rent Tax (MRRT)
OneSteel is a miner and seller of iron
ore and also uses iron ore internally
for steel production.
If the proposed MRRT is introduced,
it will have an adverse impact on the
financial performance of OneSteel.
However, the extent of this impact
is uncertain as it is dependent
on the final form of the MRRT, if
it is introduced, and whether the
tax will apply to materials used
internally by our steelworks. It
is our understanding that the
MRRT is not intended to affect the
Whyalla Steelworks.
Environment
The severe drought conditions in
Australia may impact on industrial
water allocations. Any restriction
on OneSteel’s access to water may
have a material adverse impact on
its business operations and financial
performance. Primary risk comes
through government regulation and
programs, secondarily through social
responsibility and company local
environmental track record.
OneSteel’s operations are subject
to environmental and planning
laws and regulations in each of the
jurisdictions in which it operates.
A risk of material environmental
liability may exist in relation to
former sites including where
OneSteel has provided indemnities
in connection with the divestment of
sites and existing sites as a result of
site contamination.
OneSteel exports over
six million tonnes of
iron ore to overseas
steelmakers.
Primary risk comes through
government regulation & programs,
secondarily through social
responsibility & company local
environmental track record

38
OneSteel
Sustainability
Report 2010
GRI Index
1 2
STANDARD DISCLOSURES PART I: Profile Disclosures
1. Strategy and Analysis
Profile
Disclosure Description Cross-Reference
1.1 Statement from the most senior decision-maker of Managing Director’s Introduction
the organization
2. Organizational Profile
Profile
Disclosure Description Cross-Reference
2.1 Name of the organization. OneSteel
2.2 Primary brands, products, and/or services. Annual Report:
— About OneSteel
2.3 Operational structure of the organization, including
main divisions, operating companies, subsidiaries,
and joint ventures.
Annual Report:
— Operational Overview
— Controlled Entities
2.4 Location of organization’s headquarters. OneSteel Limited
Level 40 259 George Street SYDNEY
NSW 2000 Australia
T. +61 2 9239 6666 F. +61 2 9251 3045
2.5 Number of countries where the organization operates,
and names of countries with either major operations or
that are specifically relevant to the sustainability issues
covered in the report.
2.6 Nature of ownership and legal form. Annual Report:
— Controlled Entities
2.7 Markets served (including geographic breakdown,
sectors served, and types of customers/beneficiaries).
Annual Report:
— About OneSteel
The 2010 OneSteel Sustainability Report covers domestic
operations only unless otherwise stated.
Annual Report:
— About OneSteel
— Review of Operations
2.8 Scale of the reporting organization. Safety & People:
— Our Human Resources Performance
Economic:
— Our Performance
Annual Report:
— About OneSteel
2.9 Significant changes during the reporting period
regarding size, structure, or ownership.
Annual Report:
— Calendar of Events
2.10 Awards received in the reporting period. Annual Report:
— Calendar of Events
Safety & People:
— External Environment
3. Report Parameters
Profile
Disclosure Description Cross-Reference
3.1 Reporting period (e.g., fiscal/calendar year) for
FY2010
information provided.
3.2 Date of most recent previous report (if any). Preface
3.3 Reporting cycle (annual, biennial, etc.) Annual
3.4 Contact point for questions regarding the report or
its contents.
3.5 Process for defining report content. About this Report
3.6 Boundary of the report (e.g., countries, divisions,
subsidiaries, leased facilities, joint ventures, suppliers).
See GRI Boundary Protocol for further guidance.
3.7 State any specific limitations on the scope or boundary
of the report
3.8 Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations, and other entities that
can significantly affect comparability from period to
period and/or between organizations.
3.10 Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such restatement
(e.g.,mergers/acquisitions, change of base years/
periods, nature of business, measurement methods).
3.11 Significant changes from previous reporting periods in
the scope, boundary, or measurement methods applied
in the report.
3.12 Table identifying the location of the Standard Disclosures
in the report.
4. Governance, Commitments, and Engagement
sustainabilityreport@onesteel.com
OneSteel Limited
Level 40 259 George Street SYDNEY
NSW 2000 Australia
T. +61 2 9239 6666 F. +61 2 9251 3045
About this Report:
— Boundary
About this Report:
— Scope and Materiality
— Boundary
See footnotes in graphs and tables
Preface
Preface
About this Report
GRI Index
Profile
Disclosure Description Cross-Reference
4.1 Governance structure of the organization, including
committees under the highest governance body
responsible for specific tasks, such as setting strategy
or organizational oversight.
4.2 Indicate whether the Chair of the highest governance
body is also an executive officer.
4.3 For organizations that have a unitary board structure, state
the number of members of the highest governance body
that are independent and/or non-executive members.
4.4 Mechanisms for shareholders and employees to
provide recommendations or direction to the highest
governance body.
Sustainability Governance
Annual Report:
— Corporate Governance Statement
Annual Report:
— Corporate Governance Statement
Annual Report:
— Corporate Governance Statement
4.14 List of stakeholder groups engaged by the organization. About this Report
4.15 Basis for identification and selection of stakeholders with About this Report
whom to engage.
Annual Report:
— Continuous Disclosure and Shareholder Communication

39
GRI Index
STANDARD DISCLOSURES PART III: Performance Indicators
Economic
Performance
Indicator Description Cross-Reference
EC1
Direct economic value generated and distributed, Economic:
including revenues, operating costs, employee
— Our Performance: Direct Economic
compensation, donations and other community
Value Generated
investments, retained earnings, and payments to capital Community:
providers and governments.
— Our Performance
Annual Report:
— Key Financials
EC2
Financial implications and other risks and opportunities
for the organization’s activities due to climate change.
Sustainability Governance at OneSteel
Customer & Market:
— Our Performance
— Actions to Build a Sustainable Future
(including PIT Case Study)
Economic:
— Actions and Risks of Building a
Sustainable Future
Annual Report:
— Finance and Risk Management
Environmental
Performance
Indicator Description Cross-Reference
EN2 Percentage of materials used that are recycled
Environment:
input materials.
— Our Performance: Recycled Materials
EN3 Direct energy consumption by primary energy source. Environment:
— Our Performance: Energy Consumption
EN6
EN7
Initiatives to provide energy-efficient or renewable
energy based products and services, and reductions
in energy requirements as a result of these initiatives.
Initiatives to reduce indirect energy consumption and
reductions achieved.
Environment:
— Actions to Build a Sustainable Future
— OneSteel Manufacturing Energy
Reduction Projects
Environment:
— Actions to Build a Sustainable Future
— OneSteel Manufacturing Energy
Reduction Projects
EN8 Total water withdrawal by source. Environment:
— Our Performance: Water Consumption
EN9
EN12
Water sources significantly affected by withdrawal
of water.
Description of significant impacts of activities, products,
and services on biodiversity in protected areas and areas
of high biodiversity value outside protected areas.
Environment:
— Murray River
Environment:
— Our Performance: Biodiversity
& Rehabilitation
EN13 Habitats protected or restored Environment:
— Our Performance: Biodiversity
& Rehabilitation
EN16
Total direct and indirect greenhouse gas emissions
by weight.
Environment:
— Our Performance: Greenhouse
Gas Emissions
EN23 Total number and volume of significant spills. Environment:
— Our Performance: OneSteel’s
Environmental Compliance
Further
Explanation
Fully
Reported
Fully
Reported
Further
Explanation
Partially
Reported
Fully
Reported
Fully
Reported
Partially
Reported
Partially
Reported
Partially
Reported
Partially
Reported
Partially
Reported
Fully
Reported
Fully
Reported
EN26
Initiatives to mitigate environmental impacts of products
and services, and extent of impact mitigation.
EN28 Monetary value of significant fines and total number
of non-monetary sanctions for non-compliance with
environmental laws and regulations.
Social: Labour Practices and Decent Work
Community:
— Our Performance: Consultation
and Engagement
Environment:
— Our Performance: OneSteel’s
Environmental Compliance
Performance
Indicator Description Cross-Reference
LA1
LA3
LA7
LA13
Total workforce by employment type, employment
contract, and region.
Benefits provided to full-time employees that are not
provided to temporary or part-time employees, by major
operations.
Rates of injury, occupational diseases, lost days, and
absenteeism, and number of work-related fatalities by region.
Composition of governance bodies and breakdown of
employees per category according to gender, age group,
minority group membership and other indicators of diversity.
Safety & People:
— Our Human Resources Performance
Annual Report:
— Employee Benefits
Safety & People:
— Our Safety Performance
Safety & People:
— Our Performance
Social: Human Rights
Performance
Indicator Description Cross-Reference
MM5 Total number of operations taking place in or adjacent Community:
to Indigenous Peoples’ territories, and number and — Whyalla Whyallina Indigenous Group
percentage of operations or sites where there are formal and the Walga Mining Company
agreements with Indigenous Peoples’ communities.
Social: Society
Performance
Indicator Description Cross-Reference
SO1 Nature, scope, and effectiveness of any programs
and practices that assess and manage the impacts
of operations on communities, including entering,
operating, and exiting.
SO8 Monetary value of significant fines and total number of
non-monetary sanctions for non-compliance with laws
and regulations.
Social: Product Responsibility
Performance
Indicator Description Cross-Reference
PR6
PR9
Programs for adherence to laws, standards, and voluntary
codes related to marketing communications, including
advertising, promotion, and sponsorship.
Monetary value of significant fines for non-compliance
with laws and regulations concerning the provision and
use of products and services.
Community:
— Our Approach
— Consultation and Engagement
— Our Actions to Build a Sustainable Future
Environment:
— OneSteel’s Environmental Compliance
Customer & Market:
— Product Certification and Compliance
Customer & Market:
— Product Certification and Compliance
MM11 Programs and progress relating to materials stewardship. Sustainability Governance at OneSteel
Customer & Market:
— Our Performance
— Our Actions to Build a Sustainable Future
Economic:
Actions and Risks of Building a
Sustainable Future
Fully
Reported
Fully
Reported
Further
Explanation
Partially
Reported
Fully
Reported
Partially
Reported
Partially
Reported
Further
Explanation
Fully
Reported
Further
Explanation
Fully
Reported
Fully
Reported
Further
Explanation
Fully
Reported
Fully
Reported
Fully
Reported

40
OneSteel
Sustainability
Report 2010
Glossary & Abbreviations
Glossary
AS/NZS3679.1 Australian and New Zealand standard for
hot rolled structural sections and bars
AS1163 Australian standard for cold-formed structural
steel hollow sections
AS1885.1 1990 Australian standard for classification
of injuries
AS3679 As part of the latest revision of AS 3679,
a permanent rolled-in mark to identify the mill of
manufacture has been introduced as a mandatory
requirement.
BAMTEC BAMTEC involves prefabricating steel ‘carpets’
for reinforcing, greatly improving speed, quality and
safety in construction.
BD023 1163 Australian Standards Committee. This Joint
Australian/New Zealand Standard was prepared by Joint
Technical Committee BD-023, Structural Steel.
Billet Section of cast steel approximately 127mm to
175mm square and 12 meters long which is used to
produce rod and bar.
Blast furnace Furnace used for converting iron ore into
pig iron.
Boundary Refers to scope of the report. The 2010
OneSteel Sustainability Report includes information and
data from approximately 90% of sites under OneSteel’s
operational control.
CO 2
Carbon dioxide
Coke Carbonised coal used in blast furnaces to produce
steel or the solid product resulting from the destructive
distillation of coal in an oven or closed chamber or by
imperfect combustion, consisting principally of carbon:
used chiefly as a fuel in metallurgy to reduce metallic
oxides to metals.
CRU London based consulting firm that provides
business information and market analysis in the areas
of non-ferrous metals, steel and ferro-alloys and wire
and cable.
Electric Arc Furnace (EAF) Converts scrap steel into
molten steel.
Employee initiated turnover rate Number of
employees who voluntarily leave OneSteel
Grade Refers to composition and physical properties
of steel
GreenStar® OneSteel worked with the Green Building
Council of Australia as part on their Steel Expert
Reference Panel to revise the GreenStar steel credit to
drive more sustainable use of steel in construction.
Hematite A type of iron ore
Integrated steelworks An integrated steelworks uses
blast furnace and basic oxygen steelmaking technology
to manufacture steel from iron ore.
Loss Time Injury Frequency Rate (LTIFR)
A statistical measure of safety performance.
A lost time injury is an injury which is attributable to a
workplace incident and which results in at least one full
shift of work being lost at some time (not necessarily
immediately) after the shift during which the injury
occurred. Lost time injury frequency rate is the number
of lost time injuries per million hours worked and is
calculated as follows: lost time injury frequency rate
equals number of lost time injuries per reporting
period times one million, divided by hours worked per
reporting period
Magnetite Iron Ore Type of iron ore used for
pellet processing
Materiality Refer to ‘Boundary’.
Mpa Grade Unit of pressure/stress
Medical Treatment Injury Frequency Rate (MTIFR)
A medical treatment injury is an injury which is
attributable to a workplace incident, required medical
treatment (including restricted work) and results in less
than a full shift of work being lost. Injuries which result
in at least one full shift of work being lost are classified
as lost time injuries. The medical treatment injury
frequency rate is the number of medical treatment
injuries per million hours worked and is calculated as
follows: medical treatment injury frequency rate equals
number of medical treatment injuries per reporting
period times one million, divided by hours worked per
reporting period.
Ore Mineral bearing rock
Pellet Plant The pellet plant takes iron ore and
produces hard balls of iron ore that can be fed into
the blast furnace
Post-consumer scrap Scrap arising from end-of-life
consumer items
* Where possible, definitions align with previous OneSteel Annual Reports
Post-industrial scrap Scrap arising from industrial/
manufacturing processes, other than those on-site
Raw steel Raw steel is produced at the Whyalla
Steelworks and the Sydney Steel Mill and is cast in the
form of billet, bloom and slab steel.
Rod and Bar Rod and bar is a semi-finished product
that can be used for further value-added products such
as wire, reinforcing steel, grinding media, posts etc.
Safety observations Whereby employees are asked to
assess day-to-day operations for safe working conditions
Scope 1 Direct emissions generated. Emissions that are
the release of greenhouse gases into the atmosphere as a
direct result of an activity, or series of activities (including
ancillary activities) that constitute the facility.
Scope 2 Indirect emissions generated. Emissions
that are the release of greenhouse gases into the
atmosphere as a direct result of one or more activities
that generate electricity, heating, cooling or steam
that is consumed by the facility but do not form part
of the facility.
Scrap Post consumer and post-industrial steel waste
Sheet and coil Sheet and coil is purchased from
outside steel producers and processed and distributed
by OneSteel or used in the manufacture of pipe and tube.
Structural steel Large steel sections used for frames
for buildings, factories, bridges and other infrastructure.
Total scrap Combination of internal returs, post
consumer and post industrial scrap
Townswater Water withdrawn from a climate
sensitive source that provides water to regional
and urban populations
Waste Hierarchy Reduce, Reuse and Recycle
YoungSteelers Accelerated development program for
OneSteel Graduates
Abbreviations
ACCC Australian Competition and Consumer Commission
ACOR Australian Council of Recyclers
AGIC Australian Green Infrastructure Council
ASI Australian Steel Institute
BER Building and Education Resolution
BPIC Building Product Innovation Council
CEO Chief Executive Officer
CPRS Carbon Pollution Reduction Scheme
CSIRO Commonwealth Scientific Industrial Research Organisation
DENR Department of Environment and Natural Resources
ECG Environment Consultation Group
EEO Energy Efficiencies Opportunities
EITE Emission Intensive Trade Exposed
EPA Environmental Protection Authority
ESCs Energy Savings Certificates
FY Financial Year
GBCA Green Building Council of Australia
GFC Global Financial Crisis
GRI Global Reporting Initiative
ICN Industry Capability Network
ILO International Labour Organisation
ktCO2-e/yr Kilotons of carbon dioxide emissions per year
KWh Kilowatt hour
LCA Life Cycle Analysis
LCI Life Cycle Inventory
MACC Marginal Abatement Cost Curve
NGERS National Greenhouse and Energy Reduction
NIEIR National Institute of Economic Industry Research
OHS Occupational Health and Safety
OHS&E Occupational Health, Safety & Environment Committee
OSTEN OneSteel Technical Energy Network
PIT Polymer Injection Technology
PJ Petajoules
SIFE Students in Free Enterprise
SMR South Middleback Ranges
TPA Trade Practices Act
TJ/py Terajoules per year
ug/m3 Micrograms per cubic meter of air
UNSW University of New South Wales
VMP Voluntary Management Plan
WAC Water Abatement Curve
WACC Whyalla Abatement Cost Curve
WSA Worldsteel Association
ZUDS Zero Usable Discharge Strategy

d e s i g n e d a n d p r o d u c e d b y d e s i g n at e i n v e s to r
Credit: Some Whyalla photography by Nigel Cooper, Media Pit

sustainabilityreport@onesteel.com
OneSteel Limited
Level 40 259 George Street
SYDNEY
NSW 2000 Australia
T: +61 2 9239 666
F: +61 2 9251 3045