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and KMC in particular. I hope that this
publication will provide a great way for
us to communicate across the organiza-
tion. I want each of you to have a finger
on the pulse of what is going on. I want
you to not only know the company
strategy, but also understand the role
that you play. I want us to celebrate wins
together and openly discuss challenges
together.
One of the biggest challenges we have
faced in several years is actually hap-
pening right now. The steel market has
always been volatile, and we know that
high highs are typically followed by low
lows. After the record-breaking peak we
had in 2018, we – like everyone else in
the service center business – are strug-
gling with the deep valley that is pricing
in 2019. Because of the market, our lead-
ers have had to face tough decisions. We
have all had to work harder than ever.
Thank you for that hard work. It does
not go unnoticed. Despite the market
slump, KMC continues to gain market
share while improving our cost structure
through increased productivity and effi-
ciency. We are “controlling what we can
control”, and it’s clear that our people
are not backing down. I’m so proud to
be part of such a resilient team. I know
that once the market turns around – and
we know that it eventually will – we will
ear TEAM, realize the fruits of our labor.
We’re proud that today, you What are the factors that will help us
are reading the first issue of continue to succeed under such chal-
our brand new Kloeckner lenging conditions? First and foremost,
DMetals Corporation em- we’re bringing the business decisions
ployee newsletter, “Cutting Edge” In to- back to where the business is run: our
day’s world, we are becoming more and local offices. You may have recently
more connected daily. And as a North heard about the decentralization of the
American employer of close to 2,500, it’s company. Our German holding com-
exciting that we stay connected in new pany agrees that our company is best
ways as an organization. operated at a local level. Each country
You may be wondering, why start a in Klöckner & Co is taking more of the
newsletter? Don’t we have enough autonomy – and therefore responsibility
going on? Well, yes we do. And that is – for their own success.
precisely the reason for “Cutting Edge” As far as strategy is concerned our
In our fast-paced environment, it can be overall mission has not changed. The
hard to keep up with all of the changes KMC 2022 Continuous Improvement
and news regarding the metals industry (previously referred to as VC2) strategy

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