• Create the safest steelmaking facility in the world
• Improve quality, service and productivity
• Build a fair and equitable work environment
• Have less stress in the workplace
• Share ideas and information
• Help each other grow

Realizing that Burns Harbor’s success ultimately relies on the performance of its workforce, Division management, in the mid-1980s, began working with the United Steelworkers of America to put in place a system that would enable each employee to understand how his or her efforts contribute to the operation’s success. This was the beginning of what has now developed into a partnership where employees are involved in setting goals, as well as deciding how to reach them.

The objectives established by this strategic partnership between union and management have both an internal and external focus.

1. To improve quality, service, productivity and competitiveness and to seek profitability on a sustained basis;
2. To provide work environments that are safe, fair and equitable, with open communication and less stress.

Safety is first.
Among all goals, the number one priority is to provide a safe workplace for employees. So strong is this commitment shared by both union and management, that a safety and environmental health leadership committee has been established and given an important position in the partnership effort. Staffed by both management and union representatives, the committee works full time in planning, developing, communicating and implementing safety and health programs. Driven by a genuine concern for each employee’s safety, Burns Harbor is continuously striving to reduce injuries and illnesses and be the safest steelmaking operation in the world.

Setting individual goals.
One of the keys to Burns Harbor’s success is the sharing of information. Communications with employees are centered on each department’s business plan. Financial and operational information is shared with employees in the development of individual plans. Monthly meetings are held to track the success each department is having in meeting its plan. Employees also actively participate in making whatever mid- course corrections are necessary to meet or exceed the plan. Suggestions for improvements in any phase of the Division’s operations are welcome at any time. They may be entered via computer, and employees are assured of a written response.

Continuous training and educational programs.
Both the union and management recognize that comprehensive training and education are necessary if the partnership effort is to meet its full potential. With that in mind, an ongoing training program to reach every employee has been developed. This training focuses on methods for determining and achieving joint long-range goals, problem-solving techniques, communication activities, and skills, attitudes, behaviors and techniques to increase participation.

Leadership built on trust and respect.
To maintain its leadership position, Burns Harbor must confront a growing number of challenges. Thanks to a partnership built on trust and mutual respect between management and union, Burns Harbor is able to draw on the talents of over 6,000 men and women to meet those challenges.