

January 2017
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thebossmagazine.com|
4
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R
AP METAL
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There were several places
inside the company that could
use updating, and Hritz was
the man to do it.
“I was invited to India to
give a presentation to The
Jindal Group on how I would
restructure JSW Steel,” Hritz
said. “I had the opportunity
to visit their facilities and was
impressed by their ethical and
corporate practices, as well as
their care for people. I knew it
would be a good fit.”
When he got started in the
U.S. facilities, equipment
needed fixing and upgrading
and the plate mill required
new preventative maintenance
procedures to be put in
place. A cultural shift was a
top priority.
“We treat all of our employees
with dignity,” he said. “The
people in our facilities needed
to be believed in. We defined
our expectations for personal
accountability and began
working on a plan towards
employee empowerment. The
cultural transformation has
taken quite a while, but it’s the
thing I’m most proud of today.”
It was not an easy task: JSW
Steel’s leadership had to
address equipment issues,
and employees had to do
more with less. Prioritization
was key, as investment was
necessary in almost every part
of the company.
But it was worth it. JSW Steel’s
facility is the only giant plate
mill combo with a contiguous
pipe mill for the energy and
the oil and gas transmission
segment in North America.
It’s an important facility in a
crucial location that has now
been approved to work with
nearly every company in the
industries it serves.
Internally, Hritz can see the
difference the new company
culture has brought.
“The cohesion of the group is
incredible. Everyone’s mindset
is focused around a common
goal. We have a meeting every
morning that contains 35
to 40 of our key employees
to discuss everything that
occurred during the last 24-
hour period. Our cultural
transformation has everyone
anticipating everyone else’s