BEST FOR ALL®
2021 Sustainability 
Report

Sustainability starts with strength. Strength of commitment, 
strength of communities, strength of ideas. “X” not only 
represents that strength, it also happens to be our stock ticker. 
Building the future of steel

U. S. STEEL | 2021 SUSTAINABILITY REPORT | 3
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Our Best for All® strategy builds on the 
success of our transformative Best of Both® 
effort by extending our impact to a broader 
range of customers, constituents, and 
communities — including the planet itself.
In 2021, we took the steps needed to demonstrate the 
power of our Best of Both strategy. Completing the 
acquisition of mini mill leader Big River Steel and ramp 
up of full operations of our Fairfield, Alabama electric 
arc furnace (EAF), gave U. S. Steel the cutting edge, 
industry-best mini mill capabilities to match our century 
of integrated steelmaking leadership.
We proved the value of this powerful combination 
with verdeXTM steel, made with up to 90% recycled 
steel content1 and a reduced carbon footprint — as 
much as 70–80% smaller than traditional integrated 
steelmaking methods.
We are now executing our Best for All strategy to create 
profitable and sustainable steel solutions while embracing 
industry-leading low-carbon process technologies. 
Our Best for All vision is a true transformation that 
goes beyond the steels we make or the manufacturing 
processes we have used in the past, to deliver what’s 
best for our people, our customers, our communities and 
our planet.
At U. S. Steel, we’re excited about the future of steel. 
And we can’t get there fast enough.
Transforming  
the future of  
steel, faster.
1.  This includes processed and downstream internally generated scrap 
as well as post-industrial and post-consumer scrap.
There’s nothing like steel
Steel is not only 100% recyclable, it’s the  
world’s most recycled material and  
the most effective metal for the circular 
economy. 
There are no real substitutes for the 
electrical steel that helps high-efficiency 
electric motors, generators and power 
transformers deliver renewable energy. 
The high strength and flexibility of today’s 
lightweight, impact-resistant steel makes  
it ideal for automobile manufacturing.
The steel from five recycled cars can frame 
a typical home, compared to the 20 trees 
needed for a wood-framed home.
Advanced High-Strength Steels (AHSS)  
are much lighter than concrete, so 
multistory steel buildings are typically 
50% lighter than similar concrete-framed 
buildings, and steel bridges 4–8 times 
lighter than concrete. 
AHSS production leads to fewer CO2 
emissions vs. lower density materials — five 
times less than aluminum and carbon fiber, 
and seven times less than magnesium.      
INTRODUCTION
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Table of 
Contents
Empowering People 
44
Diversity, Equity & Inclusion 
45
Diversity, Equity and  
Inclusion Story 
49
Attracting a More Diverse Workforce  
to the 21st Century Steel Industry 
50
Health & Safety 
51
Health and Safety Story 
53
Applying Big Data for Safety On  
and Off the Job 
54
Community Engagement 
55 
Community Engagement Story 
58
Customizing Community Support  
59
Protecting The Environment 
60
Greenhouse Gas Emissions 
61
2021 GHG Intensity 
64
Greenhouse Gas  
Emissions Story 
65
Working Aggressively Toward a  
Zero Carbon Strategy 
66
Environment 
68
GRI Index 
74
SASB Index 
113
Introduction  
5
About U. S. Steel 
5
2021 By The Numbers 
6
Facilities And Location 
7
How We Make Steel 
8
How Steel Touches Your Life Every Day 
10
CEO Letter 
12
CSO Letter 
14
ESG At U. S. Steel 
16
Sustainability Framework 
17
About this Report 
18
Material Topics and  
Stakeholder Engagement 
19
Ethics & Compliance 
21
Corporate Governance 
26
Celebrating Innovation 
30
Process Innovation 
31
Product Innovation 
34
Innovation Story 
36
Partnering on Products for the Future: 
Designing the Next Generation Railcar 
37
U. S. Steel Košice: Sharing Best Practices 39
Big River Steel: Acquiring the Ability  
to Move Toward Best for All® 
40
Innovation Spotlight: A Pioneer and  
Inclusive Leader at Big River Steel 
42
Collaborations & Associations 
43
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U. S. Steel is a global steel producer that 
combines integrated blast furnace,  
basic oxygen furnace, and mini mill steel 
process technologies to produce the steel 
products that are the building blocks of  
a sustainable future. 
 INTRODUCTION
About  
U. S. Steel
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 INTRODUCTION
2021 by the 
Numbers2
2.  As of 12/31/21
Net earnings
OSHA Days Away  
From Work 
Frequency Rate
Hours volunteered 
in the U.S.
Locations
Grades of flat rolled steel 
currently developed, 
commercialized and 
ready for manufacture 
and shipping customers
Net tons of annual raw 
steel production capacity
North American 
Flat Rolled
Mini Mill
U. S. Steel Europe
Tubular
At U. S. Steel in 
United States
At USSK in Košice, 
Slovakia
Employees worldwide
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$4.2B 
22.4M 
13.2M 
3.3M 
5.0M 
0.9M 
0.06 
24,540 
15,590 
8,950 
24 
1,000 
15,607

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14
18
5
16
17
13
12
10
6
3
4
7
8
1
9
15
2
11
3. Chrome Deposit locations are near major steel mills and are not all reflected on the map above.
 INTRODUCTION 
Facilities and 
Locations
As of December 31, 2021
Map shows global operations 
locations as well as joint 
venture locations.3
Gary Works
Great Lakes Works
Mon Valley Works
Granite City Works
Fairfield Sheet
Minntac
Keetac
Hibbing Taconite
USS-UPI, LLC
PRO-TEC Coating Company
Double G Coatings Company
Worthington Specialty Processing
Chrome Deposit*
Automotive Center
Big River Steel
U. S. Steel Košice
Corporate Headquarters
Research and Technology Center
U. S. Steel Tubular Products Innovation
USSE Research
Flat-Rolled Segment
Mini Mill Segment
USSE Segment
Administrative and Research
1
10
1
18
14
3
3
16
14
Fairfield Tubular
Lorain Tubular
Offshore Operations Houston
Lone Star Tubular
Wheeling Machine Products
Patriot Premium Threading Services
Tubular Segment
6
15
16
17
17
12
13
2
11
2
2
4
3
5
7
7
7
8
9
6
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See Definition of Terms on next page                                               
 
 
 
 
 
 
 
 
 
 
 
  
s 
s
 
 
  
s                                                                                                
                                                                                                               
 INTRODUCTION 
How we 
Make Steel
Integrated Mills and Electric Arc Furnaces 
U. S. Steel uses two primary production processes to make 
steel: the integrated route relies on blast furnaces (BF) and 
basic oxygen furnaces (BOF), while the mini mill route uses 
electric arc furnaces (EAFs). Each route uses different raw 
materials and energy sources, leading to different levels of 
greenhouse gas (GHG) emissions.
Our integrated route uses iron ore, coke (a purified form of  
coal) and some recycled steel. Iron ore is reduced and 
melted in the blast furnace to form liquid iron, using coke as 
the reductant and primary source of heat. The liquid iron is 
either solidified as pig iron or converted to steel, along with 
steel scrap, in the basic oxygen furnace and modified by 
alloying and other secondary processes. After continuous 
casting into slabs, the steel is then hot rolled into coils  
and then can be further processed into other cold rolled 
and/or coated sheet products.
Our mini mill route uses an electric arc furnace to melt scrap  
(recycled) steel and scrap substitutes, including pig iron 
and hot briquetted iron (HBI). Additives such as alloys are 
added to achieve desired product characteristics and 
specifications. The liquid steel is then cast into a coil for 
further processing into flat-rolled sheet products or cast 
into a round for further processing into seamless tubular 
products. Every type of steelmaking has environmental 
effects, which we work hard to minimize. U. S. Steel is 
working to develop lower GHG emission steels with all the 
performance characteristics of existing steel grades. Read 
more about greener steels in Product Innovation, page 34. 
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Definition of Terms
Blast furnace 
A vertical shaft furnace used for smelting iron from iron ore.
Coke 
A purified form of coal consumed in blast furnaces to reduce 
iron ore pellets or other iron-bearing materials to liquid iron 
(hot metal).
Integrated steelmaking 
A process for making steel that uses a blast furnace to 
produce liquid iron, then converts that liquid iron to liquid 
steel in a basic oxygen furnace.
Lower GHG emission steel 
Sometimes referred to as “Green” Steel, is made through 
process technologies that result in Scope 1 and Scope 2 
GHG emissions below approximately 0.5 tons CO2e per 
ton of raw steel.4
Mini mill 
A steelmaking plant that uses an electric arc furnace (EAF) 
to melt steel scrap, and in some cases scrap substitutes, in 
place of a blast furnace and basic oxygen furnace. 
 INTRODUCTION 
How we  
Make Steel  
(cont.)
4. Based on our internal estimates.
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Steel is the most commonly used metal in the world. 
When you hear the word “steel,” images of bridges, 
railroad tracks and the skeletons of skyscrapers may 
come to mind. While those continue to be important uses 
for steel, they are only a part of the story. Steel is also 
essential for many “21st century” applications, including 
wind turbines, solar panel array frames, and the motors 
and bodies of electric cars — all of which are enabling a 
clean energy transition. Steel is also helpful in addressing 
water scarcity. Corrugated steel tanks are essential to 
rainwater harvesting systems that help ensure access 
to clean, safe water for people living in extremely dry, 
high-water-risk areas. 
Similarly, if you assume that steel is made the same way it 
has been for the past century, you would be mistaken. While 
U. S. Steel continues to manufacture some steel grades  
in much the same way it has for decades, our processing 
today is powered by computers and advanced process 
modeling. We have also adopted new technologies such 
as the mini mill, which can produce nearly our full suite of 
products, and unlocks the true potential of steel’s infinite 
100% recyclability. In fact, steel is the world’s most recycled 
material, with about 630 million tons recycled annually.5  
No matter how many times steel is recycled and remelted 
into a new product, it maintains its inherent material 
properties, and many steelmaking byproducts are 
themselves recycled or repurposed into road aggregate 
materials, chemicals or process heat and energy. 
Advanced High-Strength Steels (AHSS), with their 
optimized blend of high strength and high formability, are 
used to lightweight and strengthen passenger vehicles, 
rail cars and heavy trucks and provide safer and lighter 
passenger compartments (roll cages) for recreational 
vehicles and heavy machinery.
Non-grain-oriented (NGO) electrical steels used in motors, 
including motors for electric vehicles, are specialized 
steels with high alloy content and ultra-low carbon levels 
that optimize electrical properties (to ensure that they have 
similar magnetic properties in all directions, for example, as 
motors rotate). Grain-oriented electrical steels (GOES) have 
different compositions and processing requirements and 
are primarily used in electric transformers. 
Tin-plated steel is used in cans for food products, which 
increase the resilience of our food supply chain. Cans are 
highly effective for sealing and preserving food without 
refrigeration during shipping and years of storage. After 
use, they can be recycled and reused repeatedly without 
any loss of steel performance. The recycling of a single 
steel can can save energy equivalent to 24 hours of a 
10-watt LED light bulb. U. S. Steel is the largest producer 
of tin-plated steel in the United States. 
Dave Burritt, CEO, U. S. Steel
“ This is not 20th 
century steel.” 
 INTRODUCTION
How Steel 
Touches 
Your Life 
Every Day
5. https://worldsteel.org/about-steel/steel-facts/
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 Energy efficient. The energy used to produce a ton 
of steel has been reduced by around 60% in the last 
50 years.
Steel is “greener.” The processes used for the production 
of steel have moved from more than 2 tons CO2 per ton of 
steel produced (integrated) to less than 0.5 tons CO2 per 
ton of steel produced (mini mill).
In 2021, 1,950 million metric tonnes of crude steel were 
produced globally6 and this accounted for approximately 
8% of global greenhouse gas (GHG) emissions.7 Steel 
industry experts recognize that reducing the amount  
of fossil fuels to produce steel is crucial to combating  
climate change, and U. S. Steel is actively working  
on ways to make steel manufacturing better coexist with 
the environment. 
The sustainable qualities of steel have increased 
dramatically over the past century:8 
 Circular economy resource. Steel is an integral 
part of the circular economy promoting zero waste, 
reuse of resources and recycling, thus helping build a 
sustainable future. 
 Lighter and stronger. New and better ways of making 
modern steel are invented every year. Advanced High-
Strength Steel (AHSS) is critical to increasing the fuel 
efficiency of autos and helping to reduce emissions. In 
1937, 83,000 tons of steel were needed for the Golden 
Gate Bridge; today, only half of that amount would be 
required for the same structure and strength. 
 Steel is very manufacturing friendly. Components 
may be cold stamped or hot formed into intricate 
shapes and structures, and the steel can be joined by 
many techniques, including welding and brazing, gluing 
and even lock seaming.  
 Water friendly. Around 90% of water used in the steel 
industry is cleaned, cooled and returned to source. Most 
of the loss is due to evaporation. Water returned to rivers 
and other sources is often cleaner than when extracted.
 INTRODUCTION
How Steel 
Touches 
Your Life 
Every Day 
(cont.)
Helping to design the products  
of the future 
Leveraging the safety qualities of our high-
strength XG3 steel, U. S. Steel engaged with 
an automotive manufacturer over three years 
to design a 4-wheel drive vehicle that was 
lightweight, fuel efficient and earned five stars 
for crashworthiness, the highest level possible. 
We are now collaborating with other industries 
to see how we can apply our expertise. 
For example, we’re partnering with GE 
Appliances, a Haier company, to reduce our 
carbon footprint through the use of Advanced 
High-Strength Steels and closed-loop scrap 
programs, and Greenbrier to increase the 
efficiency of railcars. See the story on page 37.
6.  https://worldsteel.org/publications/bookshop/
 
world-steel-in-figures-2022/
7.  https://worldsteel.org/wp-content/uploads/Climate-change-and-
 
the-production-of-iron-and-steel-an-industry-view.pdf
8. All facts are from worldsteel.org
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 INTRODUCTION
CEO Letter
Dear U. S. Steel Stakeholders,
Imagine a world where a consumer walks into a car 
dealership and asks, “Does this vehicle use sustainably 
manufactured steel?” This is a world we not only imagine, 
but are actively working to make a reality through our 
Best for All® strategy. Steel continues to play an important 
role in modern society and provides innovative products 
to a wide range of industries including automotive, 
construction, appliances, energy and more. Steel also has 
a central role to play in creating a more sustainable world, 
something that has only been reinforced by recent events. 
The challenges posed by the ongoing COVID-19 pandemic 
and Russia’s unjustified invasion of Ukraine, along with 
the inflationary pressures resulting from both, reinforce 
the need for countries to strengthen their economic and 
national security by having more self-sufficient supply 
chains. Steel is critical to a healthy manufacturing base, 
and it is incumbent upon companies like ours to take the 
necessary steps to remain economic engines that best 
support their employees, best serve their customers, 
best enrich their communities, and best reward their 
stockholders. We believe the key to achieving all of these 
things is making sustainability central to who we are and 
what we do. 
What you will see in the pages ahead is our Best for All  
approach to sustainability. We cannot and will not 
stand still because our S.T.E.E.L. Principles require us 
to do what’s right for our company and for the many 
stakeholders who depend on us, including employees, 
customers, communities, stockholders, and suppliers. 
Best for All is making it possible for us to get to our future 
faster — a future where we are leading our industry in the 
development of innovative, profitable, and sustainable 
steel solutions that are best for people and the planet. 
Our employees are the heart and soul of our business, and 
their hard work and commitment to Best for All is enabling 
our company to be more resilient and flexible. Continuing 
our century-plus commitment to “Safety First,” the physical 
and psychological safety of our global workforce remains 
paramount. In 2021, we set new standards of excellence 
for safety within our industry. We also made continued 
progress in our efforts to foster diverse, equitable, and 
inclusive workplaces grounded in trust and respect that 
work for all our employees. In addition, we launched our 
“United by Service” volunteer initiative as a new way to 
support a variety of organizations, some of which we 
already partner with, to make the communities where we 
operate better for all who live there. 
We’re investing in highly sustainable and advanced 
steelmaking technologies that will give us distinct 
competitive advantages while also reducing our carbon 
footprint. We’re also collaborating closely with customers 
to deliver the high-quality, sustainably produced steels 
they need to meet their goals. This includes investments in 
new state-of-the-art finishing capabilities, including a new 
line to produce the steels needed for electric vehicles, and 
the development of innovative new steel solutions such as 
our verdeX™ sustainable steel line. 
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While we have built a strong sustainability foundation, 
we continue to raise the bar for ourselves. Last year, 
we announced our ambitious goal to achieve net-zero 
greenhouse gas emissions by 2050. We believe we need 
to take bold action to tackle climate change and we are 
going to do so, in much the same way we have addressed 
other challenges for more than 120 years: through hard 
work, innovation, investment, and transparency.
Our data tells us we’re on the right track in our sustainability  
journey and we’ve also received independent validation  
of our progress from respected third parties. Most 
recently, U. S. Steel became the first North American-based  
steel company to earn a site certification from 
ResponsibleSteel™ for our Big River Steel facility, which 
was also named Daimler’s Global Sustainable Supplier 
for 2021. We’ve also earned recognition from Ethisphere 
as one of the World’s Most Ethical Companies® and 
achieved a perfect score of 100 by the Human Rights 
Campaign Corporate Equality Index for the third year in a 
row. I appreciate all that our 24,000 employees do each 
and every day to make our company worthy of these 
acknowledgments, but importantly we must always do 
more, and better.
 INTRODUCTION
CEO Letter
Achieving Best for All® will certainly require the best 
from all. That’s always the case with something as 
transformational and critical as helping to save our planet.
We thank you for your interest in our sustainability journey, 
and we look forward to updating you on our progress. 
Best,  
David B. Burritt  
President & Chief Executive Officer
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no copy yet
Dear U. S. Steel Stakeholders,
Since April 2021, I have had the honor to serve as 
U. S. Steel’s Chief Strategy & Sustainability Officer. 
U. S. Steel’s decision to combine the responsibilities  
of business strategy with oversight of our sustainability 
reflects the simple belief that what is good for the  
planet is good for business. 
This belief is embodied in our Best for All® strategy to 
get to a more sustainable future faster. Over the past 
year, we’ve made significant progress in all aspects of 
the environmental, social and governance (ESG) pillars 
upon which our sustainability framework is built, while 
continuing the transformation of this iconic company to 
meet tomorrow’s challenges. 
This begins with sustainability-related stakeholder 
engagement, education, and transparency. We’ve 
welcomed Erika L. Chan, an experienced and well-
respected leader in the space, to lead our day-to-day 
efforts. We’ve also increased our public reporting, 
publishing our first-ever Climate Strategy Report and Task 
Force on Climate-related Financial Disclosures Report,  
all of which are available on our enhanced website. 
As Dave Burritt stressed, we cannot — and will not — stand 
still because our S.T.E.E.L. Principles require something 
more from each of us. But we also realize that successfully 
addressing the climate crisis requires partnerships with 
employees, customers, governments, communities, 
academia and non-governmental organizations. 
Our employees are both a central focus and our most 
engaged partners. They are highly involved in efforts to 
make our workplaces safer as well as more diverse and 
inclusive. They also continue to show their selflessness by 
volunteering thousands of hours to make our communities 
better, safer and more equitable for everyone. 
In addition, our employees are enabling us to deliver solid 
environmental compliance performance, including new 
records in 2021. They are also driving projects of all sizes 
that will enable the process changes necessary to reduce 
our environmental footprint and reach our industry-leading 
goal to achieve net-zero greenhouse gas emissions 
by 2050. This includes continued construction of our 
next-generation, highly sustainable, and technologically 
advanced steelmaking facility in Arkansas.
Steel’s adaptability and recyclability make it the ideal 
material to build safe, modern, and sustainable societies. 
That’s why we support the U.S. government’s efforts 
to make sustainability a priority in much-needed 
infrastructure investments and ensure American-made 
steel is prioritized in those projects’ supply chains. We 
look forward to engaging with current and prospective 
customers to help them address their most difficult 
challenges with steel solutions. 
Building these kinds of highly collaborative partnerships 
with our customers is also critical to our strategy. Every 
day, we’re working with our customers to understand 
how we can help them achieve their sustainability goals. 
Those interactions are leading to the development of 
 INTRODUCTION
CSO Letter
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innovative steel solutions as well as investments in both 
new and existing facilities, all of which serve to differentiate 
us from our competitors. 
While we are investing significant resources to achieve  
our sustainability goals, we know we cannot do it all alone.  
That’s why we continue to engage with like-minded 
organizations whose expertise makes us better. That  
includes organizations such as the World Steel Association,  
National Safety Council, and CEO Action for Diversity 
& Inclusion, as well as high-profile organizations in our 
community such as the Pittsburgh Steelers and Pittsburgh 
Penguins, who share our passion for education. We’ve 
also joined a regional alliance exploring technologies 
to make hydrogen production and carbon capture 
and sequestration more practical for carbon-intensive 
manufacturers, and we continue to engage in a variety 
of university, national laboratory and other partnerships 
working to develop the next generation of steelmaking 
technology. Lastly, we’re building on our relationship 
with ResponsibleSteel™ by actively engaging in the 
development of their product certification standards. 
As you’ve read here and will see in the pages ahead, we 
are far from standing still. Inspired by a 120-year legacy of 
innovation, perseverance and progress, today’s U. S. Steel 
embraces the future with purpose and confidence. We 
truly believe our best days lie ahead thanks to Best for All®, 
and we welcome our stakeholders’ ideas on how we can 
continue to improve as we live our S.T.E.E.L. Principles 
each and every day. 
Thank you,
Rich
Richard L. Fruehauf 
Chief Strategy & Sustainability Officer
 INTRODUCTION
CSO Letter 
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Our Best for All® strategy is rooted in producing solutions 
that benefit all our stakeholders, including our communities 
and planet. Our future investments are focused on low 
carbon emissions production and products that support 
the electrification of the world. And we continue working 
together with our customers to innovate new solutions 
for the future.
U. S. Steel Corporate Framework
Celebrate Innovation
U. S. Steel innovation enables the development of 
profitable, sustainable solutions for customers and drives 
positive outcomes for all stakeholders. This pillar includes 
material efficiency, energy management, and process and 
product innovation.
Empower People
U. S. Steel maximizes the potential of the people we 
impact, both internal and external to the organization, 
through employee benefits and development, and 
community outreach. This pillar includes community 
engagement, corporate governance, diversity, equity and 
inclusion, health and safety, relationships with unions, 
and talent management.
Environmental Stewardship
U. S. Steel strives to minimize our environmental footprint 
through implementation of our greenhouse gas (GHG) 
intensity reduction goal, air quality goal and adherence 
to environmental standards. It requires us to engage with 
our stakeholders throughout the year and report on our 
performance to relevant groups across our organization.
ESG AT U. S. STEEL
 ESG AT U. S. STEEL
Sustainability 
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U. S. Steel’s 2021 Sustainability Report covers our progress 
against our sustainability goals. It is the primary source 
of annual disclosure on our environmental, social and 
governance (ESG) performance and should be viewed in 
conjunction with disclosures on our ESG Data Hub. Data 
in this report covers the period from January 1, 2021 to 
December 31, 2021 unless otherwise indicated. 
Reporting on other matters specific to the performance  
of U. S. Steel and its subsidiaries can be found in our 2021 
Annual Report 10-K and in our 2022 Proxy. U. S. Steel 
does not incorporate into this document the contents of 
any website or the documents referred to in this document.
Additional information on climate risks and opportunities 
can be found in our 2021 TCFD Report and our Climate 
Strategy Report.
This report covers U. S. Steel’s global operations, defined 
as facilities or businesses in which U. S. Steel exercises 
operational control. We do not include details concerning 
joint ventures within this report. 
This report has been prepared in accordance with the 
Global Reporting Initiative (GRI) Standards core option. 
We have also provided responses to the Sustainability 
Accounting Standards Board (SASB) standards. Please 
see our GRI and SASB Indices starting on page 74.
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About This 
Report
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Material 
Topics and 
Stakeholder 
Engagement
In 2022, U. S. Steel engaged with an independent third 
party to update the materiality assessment that was 
conducted in 2019 to be more comprehensive and include 
input from external stakeholders. 
We identified an initial universe of material ESG topics 
by conducting research on current and emerging 
sustainability trends, and benchmarked material 
topics and ESG performance of peer steelmakers 
and sustainability leaders. 
In addition, we engaged a broad group of internal and 
external stakeholders to assess and prioritize these 
topics. We conducted interviews and surveys with 16 
executives across U. S. Steel business lines and over 15 
external stakeholders representing investors, customers, 
suppliers, lenders and non-governmental organizations. 
The stakeholders rated the importance of ESG topics 
to themselves and to other stakeholders, as well as to 
U. S. Steel’s corporate goals and strategy. In addition, 
stakeholders commented on the ESG topics they expect 
to grow in importance in the short and medium term 
(bolded on the matrix). 
We then plotted the key ESG risks and opportunities 
relative to their impact on U. S. Steel and our stakeholders. 
U. S. Steel’s Sustainability Team validated the results, 
which are mapped in the materiality matrix above. 
Our assessment identified 16 significant ESG topics to 
U. S. Steel, of which the following nine were considered 
of highest importance (here in alphabetical order): 
 Air quality 
 Customer engagement 
 Diversity, equity and inclusion 
 Energy conservation 
 GHG emissions 
 Innovation 
 Safety and health 
 Talent management 
 Water quality and conservation 
 
 
 
 
 
 
      
 
 
 
 
 
 
 
 
 
   
       
    
 
 
 
 
 
 
 
 
 
 
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During the stakeholder engagement process, we identified 
two recurring and emerging themes which encompass 
many of the 16 ESG material topics: 
 Just transition – ensuring that the transition to net-zero 
greenhouse gas emissions for the steel industry is 
just and equitable for stakeholders that are directly 
affected.  
 Decarbonization – reducing greenhouse gas 
emissions through product and process innovation, 
responsible supply chain initiatives, energy 
conservation efforts and other activities.
As we transition to a lower carbon footprint we are 
committed to continued engagement with community 
stakeholders, so we can be responsive to local community 
interests that facilitate a just transition of historical 
U. S. Steel group properties that further enable community 
development goals. This process includes working with 
local governments and developers to expedite the 
transition of properties to third parties that create future 
jobs and economic benefit to the impacted communities. In 
an Ohio township, for example, we waived a mortgage on 
a financed U. S. Steel property to allow the city to transition 
that historical U. S. Steel property to a new investor that 
will create future jobs and a higher future taxable income 
base that will support environmental or socioeconomic 
community objectives. As another example, in an Illinois 
city, we allowed a berm to be built on to a U. S. Steel 
property at no cost to help the city reduce its flood 
insurance costs.
As we move forward on our decarbonization journey, 
we anticipate cultivating employment opportunities 
through new technology development in partnership 
with like-minded companies, institutions, academia, and 
non-profit organizations. To the extent our operating 
portfolio changes as a result of our transition to a lower 
carbon footprint, we have programs in place to provide 
retraining/upskilling training and interplant job opportunity 
placement. Later in this report, we highlight some of the 
ways we are progressing on our decarbonization journey.
U. S. Steel will continue to engage with a variety of 
internal and external stakeholders to understand 
evolving perspectives around ESG topic materiality, 
and risks and opportunities across our value chain. The 
insights gathered from this materiality refresh will inform 
U. S. Steel’s Best for All® strategy and enterprise risk 
management mitigation strategies going forward. 
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Material 
Topics and 
Stakeholder 
Engagement 
(cont.)
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Since its founding, U. S. Steel has demonstrated an 
unwavering commitment to doing business ethically, with 
integrity, and in compliance with applicable laws and 
regulations. In the early 1900s, our co-founder and first 
chairman Judge Elbert Gary developed what is widely 
considered to be the first ever corporate code of ethics, 
known as the Gary Principles. The values set forth in those 
nine simple statements emphasizing integrity, fairness,  
and accountability underlie the S.T.E.E.L. Principles that 
we use today to state our long-held core values in a 
meaningful and memorable way:
Safety First 
Trust and Respect 
Environmental Stewardship 
Excellence and Accountability 
Lawful and Ethical Conduct
By conveying our values in this actionable manner, the 
S.T.E.E.L. Principles effectively help our employees keep 
ethics and compliance top of mind in day-to-day business 
activities. We have also implemented a comprehensive 
ethics and compliance program with support from the Board 
of Directors and senior management to further ingrain 
our commitment to lawful and ethical business conduct 
throughout the company. The program is administered by 
the General Counsel and Chief Ethics & Compliance Officer, 
with oversight and guidance from the Audit Committee.
Our ethics and compliance program is designed and 
implemented to focus on the particular compliance risks 
that we face. Importantly, U. S. Steel operates exclusively 
in countries with relatively strong political rights and civil 
liberties ratings per the 2021 Freedom in the World report 
published by the non-governmental research institute 
Freedom House. We do not have mining operations or 
mineral reserves — whether proved or probable — in or 
near areas of active state-based conflict, per the Uppsala 
Conflict Data Program. Likewise, our mining operations 
in Minnesota are located on ceded territory away from 
any reservations, and our proved and probable mining 
reserves in the United States are not located in or near 
land occupied by those who self-identify as indigenous. 
In light of this footprint, human rights, indigenous rights, 
and operation in conflict areas are not significant risks 
for U. S. Steel. Of course, we continuously adapt and 
enhance our program as our footprint and operations 
change over time to ensure that all risk areas remain 
appropriately addressed.  
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Ethics & 
Compliance
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Ethics & 
Compliance 
(cont.)
Employee Training and Communication
To help ensure that employees understand the company’s 
expectations and all applicable rules, U. S. Steel provides 
ethics and compliance training to its employees, with all 
employees completing compliance training courses when 
they first join the company and additional training courses 
that are applicable to their jobs each year. Among the 
topics covered in these courses are our Code of Ethical 
Business Conduct, anti-corruption management system, 
antitrust compliance, and prevention of discrimination 
and harassment. 
Regular communications with information about key 
compliance topics, messages from senior management 
underscoring the importance of doing business with 
integrity, and summaries of current events that demonstrate 
the need to do business lawfully provide regular reminders 
about the company’s expectations. In addition, through our 
annual policy certification process, employees certify their 
ongoing compliance with the Code, our Anti-Corruption 
and Antitrust Compliance policies, and several other key 
compliance policies each year in writing. All of these efforts 
help strengthen our culture of compliance and embed the 
S.T.E.E.L. Principles across our operations.
The U. S. Steel Ethics and Safety Line
In order to further foster a strong ethical culture 
characterized by transparency, responsibility, and 
accountability, U. S. Steel encourages all employees to 
seek guidance, raise concerns, and report suspected 
wrongdoing without fear of retaliation. Employees may 
do so by contacting their manager, a Human Resources 
representative, any member of the Legal Department, or 
another appropriate company resource. Concerns can 
also be raised anonymously through the U. S. Steel Ethics 
and Safety Line, which is managed by an outside service 
provider and available 24 hours a day, 7 days a week. 
Importantly, contact information for the Ethics and Safety 
Line is through our website, so external stakeholders, 
including members of the public, can also use it to raise 
any concerns related to our business. 
In 2021, 100% of global 
employees received 
Code of Ethical Business 
Conduct training.
U. S. Steel strictly prohibits retaliation — including 
termination, demotion, discipline, or harassment — against 
anyone who raises a concern in good faith and will take 
appropriate action against anyone found to have engaged 
in such retaliation. We have adopted Investigation 
Protocols to ensure that all reports alleging misconduct 
are reviewed, processed, escalated if needed, and 
investigated thoroughly. The Protocols cover every step 
of the investigation process in great detail, from receiving 
and assigning each report to conducting and documenting 
an appropriate investigation. Notably, a cross-functional 
committee reviews the results of all investigations, including 
any remedial actions, before they are closed to further 
ensure that each report is handled appropriately. 
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Ethics & 
Compliance 
(cont.)
In order to promote transparency and the efficacy of the 
Ethics and Safety Line, the number and types of reports 
alleging misconduct received, the types of actions taken 
in response to substantiated allegations, and anonymized 
summaries of select cases are provided to employees 
regularly. The Audit Committee receives additional data 
about new reports and closed cases quarterly, as well  
as summaries of significant allegations and investigations, 
to help facilitate its oversight of the ethics and 
compliance program. 
Report Intake
Review and 
Assignment
Investigation
Case Closure
Reporting Out
Legal Department 
reviews report, 
acknowledges 
receipt, and assigns 
it to appropriate 
investigator
Significant issues 
escalated to Audit 
Committee; regular 
updates provided, as 
necessary
Investigators include 
trained personnel in 
Human Resources/
Labor Relations, Safety 
& Security, Internal 
Audit, and Legal
Investigator 
conducts appropriate 
investigation and 
prepares written 
report documenting 
findings and any 
remedial measures
Investigation may 
include document 
review, interviews, and 
other relevant steps
Confidentiality 
maintained to the 
extent possible
Cross-functional Case 
Closure Committee 
reviews investigation 
process, findings, and 
conclusions
Committee consists 
of Legal, Human 
Resources, Safety 
& Security, Internal 
Controls, and 
Internal Audit
Investigation closed 
only if there is 
consensus by Case 
Closure Committee
Reporter advised 
that investigation is 
complete and that 
appropriate action 
has been taken, if 
applicable
Reporter contacts 
Ethics and Safety 
Line (phone/online) 
or raises concern to 
an internal resource 
that enters report into 
case management 
system
Immediate safety 
issues and threats 
escalated to Safety & 
Security
Internal Audit has 
access to all reports
Employees receive 
overview of Ethics  
and Safety Line activity 
and sample cases
Audit Committee 
receives detailed 
quarterly reports:
Updates regarding 
significant reports and 
investigations
Data and trends re: new 
reports (by location, issue, 
anonymity of reporter)
Data and trends re: closed 
cases (remedial actions, 
substantiation rates)
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WWW.ETHISPHERE.COM
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In 2021, we received the Best Compliance  
and Ethics Program (small- to mid-cap) 
award at Corporate Secretary’s annual 
Corporate Governance Awards. It  
recognized our coordination of 
governance, compliance, ethics and 
risk management processes across the 
entire corporation, and integration of 
good governance principles through a 
truly non-siloed approach. We also were 
recognized by Ethisphere as one of the 
2022 World’s Most Ethical Companies.®9 
9. 
Ethics and Compliance Resources: 
The U. S. Steel Code of Ethical Business Conduct 
Corporate Policies and Procedures
Human Rights and Indigenous Rights Policy
Sexual and Discriminatory Harassment Rights 
Policy
Gifts and Entertainment Policy
Anti-Corruption Policy
Conflicts of Interest Policy
Safety and Industrial Hygiene Policy
Climate Change Policy
Environmental Management Policy
Equal Employment Opportunity Policy
Political Contributions Policy
Sustainable Procurement Policy
Supplier Code of Conduct
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Ethics & 
Compliance 
(cont.)
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“World’s Most Ethical Companies” and “Ethisphere” names and marks  
are registered trademarks of Ethisphere LLC.

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Supplier Code of Conduct
Beyond our employees, we expect our business partners  
to share our values and act in accordance with the 
S.T.E.E.L. Principles. Our standard contractual terms 
and conditions, Supplier Code of Conduct, and Anti-
Corruption Guidelines for Third Parties detail our 
expectations. 
The Supplier Code of Conduct, which is published on our  
website and distributed to suppliers, establishes our 
minimum requirements for ethical and lawful business 
practices, human rights and working conditions, and 
environmental stewardship throughout the supply chain. 
Suppliers are required to cascade our standards to  
others that support U. S. Steel’s business, such as 
subcontractors and sub-suppliers, and implement an 
appropriate ethics and compliance program.
Suppliers are required to maintain documentation 
demonstrating their compliance with our standards, 
provide such documentation to us upon request, and 
honor our requests to formally audit them, which we have 
done in the past. Suppliers must also promptly inform 
U. S. Steel of any violations or suspected violations of the 
Supplier Code of Conduct and may anonymously raise 
ethics and compliance concerns related to U. S. Steel 
through the U. S. Steel Ethics and Safety Line, as noted 
above. A supplier’s failure to comply with our standards or 
promptly take appropriate corrective actions to remediate 
violations may jeopardize its relationship with U. S. Steel. 
In addition to communicating our expectations, we 
actively vet and monitor our business partners to identify 
and address any issues. We screen them against lists of 
sanctioned and denied parties and conduct additional 
reviews of higher-risk counterparties to identify, among 
other things, any past misconduct or other compliance-
related risks, such as alleged corruption or human 
rights abuses.
We also regularly ask our supply chain partners for 
country-of-origin information to verify that certain goods 
are not sourced from sanctioned parties and that any 
conflict minerals used in our products are not sourced 
from the Democratic Republic of Congo or its adjoining 
countries. Our efforts to prevent slavery and human 
trafficking in our supply chain are detailed in the California 
Transparency in Supply Chains Act of 2010 Disclosures 
posted on our website. All of these steps help ensure that 
our business partners act in accordance with our values 
and the laws that apply to our business.
U. S. Steel maintains a comprehensive ethics and 
compliance program, while recognizing the importance 
of continuous improvement. To that end, we regularly 
benchmark our program against leading compliance 
practices and conduct other assessments, such 
as employee surveys, to identify ways to continue 
strengthening our culture and further enhance our ethics 
and compliance program. 
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Ethics & 
Compliance 
(cont.)
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Corporate 
Governance
When Judge Gary, responsible for our first code of ethics, 
initially made that argument in the formative years of the 
company, it hit big business like a bombshell. In those 
days, revealing the inner workings of a corporation to public 
scrutiny was far from common practice. For our company, 
transparency and sound corporate governance are 
foundational to everything we do. 
We believe that fundamentally good corporate  
governance promotes the long-term interests of not just 
stockholders, but all of our stakeholders — stockholders, 
customers, employees and society. It promotes the long-
term interests of stakeholders, strengthens Board and 
management accountability, and helps build public trust  
in the Corporation. Our corporate governance program  
is described in detail in our proxy statement, available on 
our website. Key governance highlights include:   
Annual election of Directors
10 of our 11 Directors are independent, including the 
Board Chair
Independent Audit, Compensation & Organization, and 
Corporate Governance & Sustainability Committees 
Regular executive sessions of independent Directors 
Robust risk oversight of strategic objectives, risk 
management and sustainability by full Board and 
committees 
Annual Board and committee self evaluations 
Executive compensation driven by 
pay-for-performance philosophy 
Active Board refreshment approach to ensure Board 
composition aligns with corporate strategy 
Proxy access right in line with market standards 
Stock ownership and holding guidelines for Directors 
and executives 
A robust Code of Ethical Business Conduct that is 
based on the Corporation’s S.T.E.E.L. Principles 
Annual stockholder engagement 
Best-in-class compliance commitment 
Regular review of CEO and senior management 
succession planning 
Ability of our Board and its committees, at their sole 
discretion, to hire independent advisors, including 
counsel, at the Corporation’s expense
“ People who have a stake in a company’s 
success should know what the company 
is doing, especially shareholders since the 
company is using their money.”
Judge Elbert H. Gary, the first President and Chairman 
of the Board of Directors (the “Board”) of U. S. Steel
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A strong governance program is essential to the oversight 
of sustainability. The Board of Directors delegates 
oversight of various aspects of our sustainability program 
to each of its three standing committees: Corporate 
Governance & Sustainability, Audit, and Compensation & 
Organization. Each committee meets at least quarterly and 
is comprised of entirely independent directors.
We have a formal sustainability steering team that meets 
monthly, an Executive Environmental and Sustainability 
Committee composed of all of our C-suite executives, 
including our CEO, and a formal Board of Directors 
Corporate Governance & Sustainability Committee that 
meets quarterly, at which time our progress on both 
sustainability and climate-related goals are presented 
and reviewed. 
Our Chief Strategy and Sustainability Officer chairs the 
Sustainability Steering Committee, which is composed of 
key members from departments across the organization. 
The Committee meets on a monthly basis and drives the 
sustainability strategy throughout the company, taking a 
strategic view of the issues and reporting to the CEO and 
Executive Committee. The committee is responsible for 
setting and communicating sustainability metrics, goals, 
and performance in addition to coordinating internal and 
external sustainability-related communications such as  
the annual Sustainability Report, our Task Force on 
Climate-related Financial Disclosures Report and our 
Climate Strategy Report.
The Board of Directors as a whole retains direct oversight 
for our safety and environmental programs, as two of our 
core values. Both safety and environmental performance 
are reported to the Board on a regular basis.
Board of Directors
Corporate Governance  
& Sustainability Committee
CEO and Executive Environmental 
Committee
Corporate Sustainability 
Governance
Implementation 
Corporate
Implementation 
Local
Chief Strategy and  
Sustainability Officer
Material Topic Owners
Plant Coordination
Sustainability Steering  
Committee (SSC)
Sustainability Team
Sustainability
Strategy
Finance/Risk
Operations
Environmental 
Affairs
Procurement
Corporate 
Governance
Commercial
Government Affairs
Human Resources
Public Affairs
USSK
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Corporate 
Governance 
(cont.)
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The Corporate Governance & Sustainability 
Committee: 
 Retains oversight of the Sustainability program 
generally and the risks associated with achieving 
certain sustainability-related measures; 
 Considers risks associated with legislative, regulatory 
and public policy issues affecting the company’s 
operations; 
 Maintains corporate governance guidelines and 
procedures designed to ensure compliance with 
all applicable legal and regulatory requirements, 
governance standards and the S.T.E.E.L. Principles; 
 Reviews sustainability as a standing agenda item, 
including reports and discussions on sustainability 
strategic priorities, implementation of the greenhouse 
gas (GHG) emissions intensity reduction target, and the 
use of reporting and disclosure frameworks; and 
 Makes recommendations to the Board and monitors 
compliance with the company’s programs and 
practices regarding government relations and political 
contributions, and corporate philanthropy.
The Audit Committee: 
 Oversees U. S. Steel’s enterprise risk management 
program and reporting compliance; 
 Receives reports from our Chief Risk Officer on how 
enterprise risk is being addressed, mitigated and 
managed across the company, including sustainability 
considerations that influence market, operational, 
reputational, and political risks within the ERM program; 
and 
 Ensures that our risk management processes are 
functioning properly and effectively.
The Compensation & Organization 
Committee:  
 Oversees executive compensation and performance-
based components and various human capital 
management issues; and 
 Ensures annual incentive programs promote 
achievement of strategic objectives that are 
essential to attaining strong environmental and social 
performance.
We disclose material risk factors in our Annual Report 
(Form 10-K) and update them in subsequent quarterly 
filings (Form 10-Q) as appropriate. We map ERM key risks 
to identify risk factors and ensure alignment.
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Corporate 
Governance 
(cont.)
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Risk Survey
Each year, U. S. Steel conducts a risk survey for managers 
to weigh in on the perceived impact, likelihood, and 
velocity of key risks. Survey results form the basis for our 
annual risk prioritization. In 2021, 89 managers across the 
organization ranked critical risks.
We are currently tracking 19 critical risks, divided into two 
tiers. Safety and environmental risks are always in the 
top tier, given their overriding significance to our business. 
Owners are assigned to all risks to ensure accountability, 
and they prepare action plans for all top-tier risks. 
Climate Risk
In 2021, we conducted two workshops to identify 
potential climate-related risks and opportunities using 
the Task Force on Climate-related Financial Disclosures 
(TCFD) framework. We identified which physical and 
transitional risks were most likely to impact U. S. Steel and 
incorporated these risks into our existing ERM key risks. 
This exercise confirmed that our current risk management 
process was functioning effectively. 
See our 2021 TCFD Report to learn more about how 
U. S. Steel assesses climate risk and opportunities and 
integrates them into our strategy, governance, and risk 
management processes.
Political Advocacy
Our Political Contributions policy mandates compliance 
with applicable campaign finance and lobbying laws 
and transparency regarding our political spending in the 
United States. This includes public disclosure of political 
contributions and certain other expenditures on our 
website each year, since 2015.
Board Composition and Diversity
The Board seeks candidates with experience and abilities 
relevant to serving as a Director of the corporation and 
who will represent the best interests of stockholders 
as a whole, and not any specific interest group or 
constituency. The Corporate Governance & Sustainability 
Committee, in making nomination recommendations to 
the Board, evaluates the qualifications of each Director 
candidate in accordance with the criteria described 
in the Director qualification standards section of our 
Corporate Governance Principles, which include a high 
level of integrity, and sound business judgment, as well 
as diversity. The Board values inclusion and diversity, and 
emphasizes diversity in Board recruiting efforts. As of 
June 1, 2022, 29% of our Directors were diverse in terms 
of gender or ethnicity.
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Corporate 
Governance 
(cont.)
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INNOVATION
Celebrating 
Innovation
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INNOVATION
 CELEBRATING INNOVATION
Process 
Innovation
Collaborating with customers toward 
shared success 
In recent years, U. S. Steel has collaborated with several 
customers to solve specific problems during the design 
process to ensure better end results. What began 
as intermittent customer requests has evolved into 
ongoing collaborations, customized solutions and more 
differentiated products. 
These collaborations have been extraordinarily successful, 
in large part because of the high level of trust we’ve 
built with our customers over time through our strong 
business relationships. There’s a mutual respect for each 
other’s knowledge and expertise, a comprehensive 
understanding of each other’s businesses, and confidence 
that each party will fulfill its commitments. 
As a company, U. S. Steel has continuously 
strived to improve all aspects of our 
business, including optimizing how we 
produce steel, and this is taking us in 
exciting new directions. We believe that 
long-term success depends on our ability 
to adapt to the changing needs of our 
customers and the environment.
These engagements start with understanding our 
customers’ business needs, engineering requirements 
and obstacles. Then we identify a solution, which could 
be creating a specialized product or modifying an existing 
one to fit their needs. Solutions have included using less 
steel, decreasing transportation and production costs, 
and production with reduced greenhouse gas (GHG) 
emissions.
The more our customers learn about the properties of 
steel and the ways it can be used, the more they are 
turning to differentiated steel products as a solution earlier 
in the design process and pushing the boundaries of 
its use.10 
Improving our capabilities
Along with bringing mini mills into our footprint, we 
are focused on improving our product capability at all 
operating sites to ensure that as many products as 
possible can be produced by either the integrated or mini 
mill route. This effort will help us as we continue to work 
toward our 2030 and 2050 GHG emission reduction  
goals. It is only with a deep understanding of metallurgy 
and processing technology that we are able to create  
so many specialized products.
10.  https://www.mckinsey.com/business-
functions/operations/our-insights/
taking-supplier-collaboration-to-the-next-level
Ken Jaycox, SVP and Chief 
Commercial Officer, U. S. Steel 
“ We are changing the 
mindset that steel is a  
commodity — it’s an 
integral part of design.”
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 Partnered with Purdue University (Northwest and 
West Lafayette), Oak Ridge National Laboratory, Linde, 
Cleveland-Cliffs and the Department of Energy’s 
Advanced Manufacturing Office to create a first-of-
its-kind virtual simulation of the blast furnace process. 
This will help operators make physics-based, real-time 
decisions to improve efficiency and asset longevity. 
 Upgraded six electric shovels and purchased two new 
shovels so that we could retire four diesel-operated 
shovels. This action saved (or will save) approximately 
106,000 gallons of diesel per month in the shovel 
process, or 14,500 tons of CO2 at our Minnesota Ore 
operations. 
 Pursued a sustainable project for conversion of two 
diesel-electric switcher locomotives at our ET and 
Clairton facilities to battery-electric switchers, to be 
completed by 2023. The total emissions reduction 
(including CO2, NOx, and SOx) of each converted 
switcher is projected to be the equivalent of taking 
63 transit buses off the road.
2021 Highlights  
 Completed the acquisition of the only LEED-certified, 
lower GHG emission steelmaking facility in the United 
States, Big River Steel. 
 Commenced construction of two new advanced 
finishing lines at Big River Steel which will produce 
1) Non-Grain-Oriented (NGO) electrical steel and 
2) galvalume/galvanized coated steel products that 
can be used for durable metal roofing and other 
construction needs. 
 In 2021 we announced a process to find a new site for  
a second mini-mill steel production facility to be built 
near Big River Steel, for which we will seek LEED  
and ResponsibleSteel certification. With full operation 
anticipated in 2024, it will operate the first endless 
casting and rolling facility in North America.
 CELEBRATING INNOVATION
Process  
Innovation 
(cont.)
106,000
Gallons of diesel saved per month from 
retiring four diesel-operated shovels
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 Increased steel production with less hot metal 
production by increasing the recycled scrap usage 
in basic oxygen process (BOP) furnaces at Granite 
City Works.  
 Developed a real-time, on-line steel sheet flatness tool 
that provides better visibility and control, enabling the 
mill to roll wider widths at thinner gages.
2021 Highlights  
 Added natural gas injection capabilities to a USSK blast 
furnace. This will reduce GHG emissions, improve the 
flexibility of the blast furnace technology, and increase 
the heating value of the blast furnace gas that is used 
to generate steam and electricity for the plant. This 
project is estimated to save nearly 70,000 metric tons 
of CO2, the equivalent of taking 15,000 passenger 
vehicles off the road each year.11
Looking Ahead 
We will continue to explore how we can 
expand on AHSS. We have just begun to 
see what we can do with the strength and 
elongation of the Gen 3 product line, and will 
continue to develop and optimize variations 
along with the many new products and 
solutions in the research phase that we will 
be piloting and commercializing in the next 
few years.
11. Source: https://www.epa.gov/energy/
greenhouse-gas-equivalencies-calculator
 CELEBRATING INNOVATION
Process  
Innovation 
(cont.)
70,000
Metric tons of CO2 saved a year from adding 
natural gas injection capabilities to a USSK 
blast furnace
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David B. Burritt, President & Chief 
Executive Officer, U. S. Steel
“ Steel once changed the 
world. Now the world is 
changing steel.” 
Sustainable Advanced High Strength Steels
Our acquisition of Big River Steel in 2021 opened new 
avenues of steel configuration possibilities. By the end of 
the year, we had commercialized five new low-carbon-
emission variants. We are currently selling the most 
technologically sophisticated portfolio of sustainably made 
Advanced High-Strength Steels (AHSS). 
For one customer, we crafted steel no thicker than a pencil  
that was so strong that a single rod could lift an elephant. 
This ability to elongate steel while retaining high strength 
allows for more creativity in design and provides a greater 
ability to absorb energy. As a practical matter, these 
innovations allow our AHSS to be used to create lighter 
railcars while increasing load capacity by over 7,000 
pounds, or reduce an automobile’s vehicle weight to 
improve fuel efficiency without sacrificing crashworthiness. 
Our customers increasingly seek steel 
products that are stronger, lighter, and 
sustainably made, with a smaller carbon 
footprint and more recycled steel content.  
The versatility and flexibility of our people  
and processes has helped us keep up  
with demand and our customers are excited  
to see our latest innovations. They know  
we can supply the steel-based materials  
they need to create their product or help  
them design a specialty solution.
Greener Steels
Our AHSS products from BRS not only have lower 
greenhouse gas (GHG) emissions, but are actually superior 
products. We’ve developed a steel (XG3™) that is stronger 
and more formable than any other in existence. We are 
developing electrical steel for more fuel-efficient motors, 
and we recently made a large investment in NGO electrical 
steel line to meet the growing electric vehicle demand. 
Our verdeXTM steel can reduce CO2 emissions by up 
to 70%–80% from integrated steels, is 100% infinitely 
recyclable without quality degradation, and contains up  
to 90% recycled steel content. As these examples  
show, we are delivering products today that will ensure  
a better future for all.
 CELEBRATING INNOVATION
Product 
Innovation
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2021 Highlights  
 Began construction of an NGO electrical steel line at 
Big River Steel 
 Began pursuing LEED certification for a new NGO line 
and our sustainable verdeXTM steel brand expansion 
 Commercialized five low-carbon-emission AHSS products 
 Supplied AHSS to aid automobile industry lightweighting 
 Received Daimler Global Supplier Sustainability Award 
2021 for Big River Steel’s exceptionally sustainable 
production  
 Earned Honorable Mention 2021 Altair Enlighten Award 
for Lightweighting Enabling Technology for body-in-white 
automotive assembly using its 980 XG3 Gen3 AHSS
2021 Commitment–ACHIEVED
Leveraged our Best for All® strategy to 
develop and commercialize low-carbon 
and Advanced High-Strength Steels for 
our current and future customers; five new 
grades of steel have been produced at 
our new mini mill that had been previously 
commercialized at our integrated facility,  
in order to leverage the enhanced 
recyclability and reduction in carbon 
footprint of our mini mill process route. 
Looking Ahead 
We are going to keep pushing the boundary 
of what steel can do. U. S. Steel plans to 
develop and commercialize 15–25 additional 
differentiated grades of low-carbon-emission 
and high-recycled-content steels to provide 
more options for customers to reduce 
emissions in their value chain. As mentioned 
earlier, our $3B investment in a second mini 
mill will further enhance our capacity to offer 
low-carbon-footprint steel products, and 
create a more sustainable sales portfolio.
 CELEBRATING INNOVATION
Product 
Innovation 
(cont.)
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Innovation 
Story
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 INNOVATION STORY
Partnering on Products 
for the Future: 
Designing the Next 
Generation Railcar
The project required a stronger, lighter steel to reduce the 
weight of the 52-foot gondola railcar, yet the railcar needed 
to carry a heavier amount of cargo. U. S. Steel developed 
a product that met the performance targets and made the 
railcar design needs a reality. The new gondola railcar that 
was ultimately produced is more energy-efficient, both 
during production and in use:  
 Lowers manufacturing costs by reducing 
the amount of steel needed per railcar by 
up to 7,000 lbs 
 Requires less time for fabrication and less 
structural reinforcement  
 Reduces the amount of fuel used, and 
carbon emitted during use, due to the 
lighter weight 
 Lowers transportation costs per ton by 
transporting more cargo at a time 
 Lowers maintenance costs by resisting 
punctures with a stronger external finish 
 Meets the Authority for Advance Ruling 
interchange rule with a 50-year lifespan 
with steel twice as strong as the steel used 
in the past 
In 2021, Norfolk Southern Railroad and The Greenbrier 
Companies (who design, build and market freight railcars), 
approached U. S. Steel with the need to replace an aging 
railcar fleet. Unfortunately, the steel being used for railcars 
over the past 40 years was heavy and not very durable —  
U. S. Steel agreed to help develop a better product. 
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When the U. S. Steel team explained to Greenbrier that 
it wouldn’t have to buy as much steel per railcar, the 
Greenbrier team was thrilled. With the same volume of 
steel, they could manufacture 12% more railcars. 
A project like this would typically take two to three years, 
but the U. S. Steel team accomplished it in less than a year. 
By the end of 2021, the companies had worked together 
to build prototypes for the new design and realized the 
increased cargo capacity. 
This new railcar equation presents an opportunity for 
a major change in the economics of rail transportation, 
making its shipping costs even more competitive with 
the trucking industry and demonstrating how it’s possible 
to use steel more efficiently. Solutions like these make 
U. S. Steel more profitable over time as we differentiate 
ourselves by dedicated focus to meet our customers’ 
unique needs and solidify long-term relationships.
Old Design: 2,100 railcars carry an average 
of 103.5 tons each
Phase 1 Redesign: 1,923 railcars carry an 
average of 113 tons each 
Phase 2 Estimate: 1,850 railcars carry an 
average of 117.5 tons each 
 INNOVATION STORY
Partnering on Products 
for the Future: 
Designing the Next 
Generation Railcar 
(cont.)
We differentiate 
ourselves by 
dedicated focus to 
meet our customers’ 
unique needs and 
solidify long-term 
relationships.
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 INNOVATION STORY
U. S. Steel Košice: 
Sharing Best 
Practices
Dave Hathaway, Vice President 
Engineering and Innovation,  
U. S. Steel Košice
“ We have to sell our 
knowledge and know-
how, not our processes.” 
U. S. Steel Košice (USSK) plays a major role in the 
U. S. Steel Best for All® sustainable steelmaking strategy. 
The USSK business, located in the European Union, 
has been on a journey to meet substantial greenhouse 
gas (GHG) reduction targets for years. In response to 
increasing EU requirements, it has implemented multiple 
systems and processes to capture large amounts of 
data, which helps them continually improve and meet the 
high EU sustainability targets. U. S. Steel has also been 
implementing data capture initiatives and has realized 
the benefits that come from big data analysis. There is 
frequent communication between USSK and the U. S. Steel 
Environmental Affairs and Sustainability teams to use the 
more advanced EU requirements and disclosures to model 
best practices for reducing GHG emissions across the 
organization.
“At USSK, we continually work on strengthening the 
success of our plant, which has been built by many 
generations of employees with high expertise and 
professional experience. Our team, through our continuous 
improvement culture, is constantly working to be the best 
mill in Europe,” Jim Bruno, President, U. S. Steel Košice.
USSK also works closely with customers to solve 
problems, often reaching out to other U. S. Steel 
colleagues for input. With a world-class research facility 
on the property, it’s convenient for customers to visit 
and collaborate. USSK has helped customers solve 
manufacturing challenges involving cars, engines and 
even heat reflective paint. The USSK Research and 
Development team is also working with Big River Steel 
to develop their new product line of electrical steels. 
Enercon, a wind turbine manufacturer, is one of the 
customers benefiting from USSK expertise. Enercon has 
a patented technology for their wind turbine drives that 
requires a special steel, but they were having trouble 
sourcing the proper material. USSK was quickly able to 
develop a customized electrical steel solution.
Internal motivation pushes USSK to surpass high EU 
sustainability targets and drive down their energy 
consumption and GHG emissions, which in turn leads 
to greater profitability and a cleaner environment.
USSK Facts:  
 Largest integrated steel producer in Central 
Europe  
 One of the largest private employers in 
Slovakia, with almost 9,000 employees 
 5.0 million ton (4.5 million metric ton) annual 
capacity for raw steel production  
 Onsite power plant for internal steam 
and electricity generation, and an onsite 
research and development laboratory
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INNOVATION STORY
Big River Steel: 
Acquiring the 
Capability to Move 
Toward Best for All®
Big River Steel made a big splash in the steel industry when 
it launched in 2014 with the motto, “At our core, we’re a 
technology company. We just happen to make steel.” From 
the start, it dared to redefine what a steel company could 
be. At Big River Steel, the employees insisted on being 
different, being green, and being first. 
Located in Osceola, Arkansas, Big River Steel is the world’s  
first Flex Mill™, which merges the wide product mix and 
superior grade capabilities of an integrated mill with  
the flexibility and technological advancements of a mini  
mill. It is also the world’s first Leadership in Energy  
and Environmental Design (LEED)-certified steel mill. 
As a modern facility, Big River Steel has been able to use 
the latest sustainability technology, including the only 
Ruhrstahl-Heraeus (RH) degasser at a North American  
mini mill. The degasser reduces hydrogen and nitrogen 
levels and removes carbon faster, more efficiently, and  
to the lowest levels possible, enabling the production of 
the highest quality electrical and Advanced High-Strength 
Steels (AHSS). 
Michelle Vachon, Environmental 
Manager, Big River Steel 
“ Customers love coming to 
Big River. They love to ask  
about Scope 1 and Scope 2  
[GHG emissions], and they 
want to know about our 
carbon footprint. Customers 
are asking for this information 
before we can even qualify to  
be a supplier, so it’s really set  
us apart from our competition.”
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These advanced technologies enable Big River Steel 
to set its own sustainability policies, which go beyond 
U.S. EPA standards to conform to the stricter EU rules. In 
2021 the mill earned the Daimler Supplier Sustainability 
Award for its exceptionally sustainable production. These 
capabilities enhance BRS’ ability to attract new customers.
U. S. Steel took an immediate interest in Big River Steel’s 
success. In 2019, we bought a 49.9% stake in the company, 
beginning a venture between the hundred-year-old giant 
and the “little engine that could produce greener steels.” 
In 2020, we began collaborating on AHSS, and now Big 
River Steel produces our portfolio of AHSS, including 
verdeX™ and XG3™ In 2021, we commercialized five AHSS 
grades and completed our acquisition of Big River Steel. The 
acquisition of BRS and the ability to create these new steels 
support our Best for All sustainable steelmaking strategy.
Facts about Big River Steel: 
 Produces steel with an EAF, using less energy and 
producing fewer GHG emissions and emissions 
intensity than our traditional mills. 
 Uses recycled steel (scrap metal) and recycles or 
reuses nearly all of its byproducts (bag house dust, 
slag, pickling oil) 
 Conserves energy with drives and motors that idle 
at lower speeds 
 BRS has a comprehensive water recycling 
program with the capability to recycle over 
400,000 gallons of treated wastewater per 
day that would otherwise be discharged to the 
Mississippi River. BRS utilizes a cascade process 
to further optimize water conservation. The 
effect of this new water system optimization in 
conjunction with good management practices 
allows BRS to double its liquid steel throughput 
while effectively reducing treated wastewater 
discharge per ton of steel.
For these, and many other reasons, Big River Steel is a critical part of U. S. Steel’s sustainability strategy to  
reduce greenhouse gas emissions by 20% by 2030 and achieve net-zero greenhouse gas emissions by 2050.
INNOVATION STORY
Big River Steel: 
Acquiring the 
Capability to Move 
Toward Best for All® 
(cont.)
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A Pioneer and 
Inclusive Leader 
at Big River Steel
When Lenore Trammell started with Big River Steel in 
2014, “It was just some people with a dream and an idea 
that we could do something in the steel industry,” she 
explained. Over the years, in her multifaceted role as Chief 
Administrative Officer, Chief Compliance Officer and General 
Counsel, she has handled everything from state incentives 
to permitting and human resources. On top of that she 
makes sure that BRS is involved in community organizations. 
In her own words, “I’m the mom of the operation — I let them 
know what they can and can’t do to make sure we can keep 
doing all the things that we want to do.”
Lenore was well suited for her role, having been in the 
steel industry since 1997. She’d not only been a steel 
attorney, but also had experience with procurement 
and as an inside sales representative, so she knew 
many suppliers and customers. In addition, as an African 
American woman, she brings a unique voice to the role. 
But sometimes her difference was more about being 
the first General Counsel at BRS and someone focused 
on process.
She found that having an open-door policy and taking 
an interest in her colleagues’ personal lives made her 
accessible and relatable. And BRS staff have come to fully 
appreciate her focus on process. She acknowledges that 
“What Big River has accomplished has absolutely been a 
team effort. Everyone has done a great job of playing the 
role they were given — we couldn’t have done it without 
each other.”
“ It was just some people 
with a dream and an 
idea that we could do 
something in the steel 
industry.”
Lenore Trammell, Chief Administrative 
Officer, Chief Compliance Officer and 
General Counsel, Big River Steel
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INNOVATION SPOTLIGHT

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 Missouri University of Science & Technology — Peaslee 
Steel Manufacturing Research Center 
 Purdue University Northwest — Steel Manufacturing 
Simulation and Visualization Consortium 
 University of Michigan — Global CO2 Initiative 
 University of Pittsburgh 
 Carnegie Mellon University — Center for Iron and 
Steel Research 
 Carnegie Foundry 
 Colorado School of Mines — Advanced Steel 
Processing & Products Research Center and 
Continuous Casting Consortium 
 McMaster University — Steel Research Centre 
 Mineland Vision Partnership (MVP)
 CELEBRATING INNOVATION
Collaborations 
and Associations
In an effort to advance decarbonization 
technology in the steel industry, we partner 
with energy companies, non-profits, and 
universities. These collaborations allow 
us to play a critical role in the race to 
decarbonization and support our net-zero 
greenhouse gas emissions by 2050. 
 Association for Iron & Steel Technology (AIST) 
 worldsteel Association Sustainability Charter 
 Equinor 
 Net-Zero Steel Initiative 
 ResponsibleSteel 
 RMI Steel Climate-Aligned Finance Working Group 
 Northern Appalachia Tri-State Regional 
Decarbonization Alliance
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Empowering 
People
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 EMPOWERING PEOPLE
Diversity, 
Equity and  
Inclusion 
(DE&I)
U. S. Steel is committed to attracting, developing, and 
retaining a diverse team of creative, highly-skilled, and 
excellence-driven people who believe in accountability, 
fairness, and respect. Diversity, equity and inclusion 
(DE&I) is built into our business strategy, and we foster 
an inclusive work environment where we want every 
employee to feel a sense of belonging and believe that  
we value their contribution. 
We know that when we welcome and embrace our 
differences, people feel confident and comfortable 
enough to be themselves — that’s when they shine. Investing 
Only with a skilled, 
motivated workforce 
can we be the 
sustainable steel 
solutions provider our 
customers’ evolving 
needs demand.
in and supporting our diverse workforce strengthens 
our U. S. Steel community, sparks innovation, increases 
productivity, and fuels our steady growth year after year. 
Supporting our people and nurturing their development 
is crucial to achieving our Best for All® strategy. Only with 
a skilled, motivated workforce can we be the sustainable 
steel solutions provider our customers’ evolving needs 
demand. Members of our executive leadership team play 
important roles in inclusion initiatives at U. S. Steel, serving 
on our DE&I Council to ensure that we continuously move 
our agenda forward.
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To enhance employee engagement and 
promote a culture of caring, throughout 2021 
we had seven Employee Resource Groups 
(ERGs) that provided leadership development, 
mentorship, and networking opportunities 
for members. These groups hold events 
throughout the year to create internal and 
external connections, including through 
charitable outreach. Membership in each 
of the seven ERGs grew between 15–61% 
in 2021.
LEAD (Leveraging and Enhancing All Diversity):
Promoting an inclusive environment that embraces the 
vision, furthers the value, and aligns with the DE&I strategy 
of U. S. Steel by leveraging the mix of diverse thought, 
personal background, and professional education to 
enhance employee engagement and positively impact 
business goals.
WIN (Women’s Inclusion Network):
Cultivating an inclusive environment that enables women 
to maximize their professional success at U. S. Steel 
through networking, education, recruitment, leadership 
opportunities and community involvement.
SERVE (Strengthening and Enhancing Relationships  
of Veteran Employees):
Honoring and supporting all employees, current and 
prospective, who are veterans of our nation’s military or 
remain active in the National Guard or Reserves.
NextGen Steel:
Building a stronger future for U. S. Steel by empowering 
the next generation of U. S. Steel leaders through business 
and community involvement, on-boarding support, and 
talent upskilling opportunities. 
SteelABILITY:
Fostering an environment that supports employees 
with disabilities and their caregivers in bringing 100% of 
themselves to work by advocating for and empowering 
the individual, increasing awareness and understanding 
of disability-related issues and promoting inclusion, 
trust, and respect throughout the organization and in 
our communities.
SteelPRIDE:
Bringing together and ensuring dignity, respect, and 
inclusivity for members of the lesbian, gay, bisexual, 
transgender, and queer community, along with their allies 
in a positive and respectful environment where they can 
express their identity, share knowledge, and cultivate an 
environment of trust and open, honest communication.
SteelPARENTS:
Supporting working parents and caregivers at U. S. Steel 
by providing resources, access, and opportunities to 
strengthen social networks within the community.
 EMPOWERING PEOPLE
Diversity, 
Equity and  
Inclusion 
(DE&I) 
(cont.)
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DE&I Leadership Development Program 
We encourage our employees to continue to learn new 
skills and expand their knowledge. In 2021, we added 
the Leading at the Front-Line program to our U. S. Steel 
Leadership Academy, our framework for all of our 
leadership development programs. Leading at the Front-
Line was created for non-represented first-line supervisors 
who directly manage union represented employees. 
This six-month program focuses on our talent philosophy 
of setting the right environment, practicing inclusive 
leadership, and effectively managing probationary 
employees. The program launched in May 2021 and was 
delivered in person locally and virtually. To date, 65% of 
our first-line supervisor population have enrolled and 17% 
have completed the program.
Simple formula for retaining employees:  
Listening + Recognition = Feeling Valued
We recognize that employees want to be heard and 
know their work is valued. That’s why we’ve opened lines 
of communication, reached out to check on our team 
members, listened to their feedback and taken action in 
response when appropriate. 
It’s meaningful to us that in 2020, a difficult year for all 
businesses due to the pandemic, our overall attrition rates 
were over 15%, but our voluntary attrition levels were only 
3.6%. This is much lower than the voluntary attrition rates 
for the manufacturing industry, which were 19.5% for 2020 
according to the Bureau of Labor Statistics.
During the Great Resignation in 2021, which happened 
to be a strong recovery year for U. S. Steel, our overall 
attrition fell to 10%, and voluntary attrition increased 
only slightly to 4%. When millions were leaving their jobs 
in search of something better, the vast majority of our 
employees chose to stay with us. We are proud of these 
numbers, especially during a year of such unprecedented 
job upheaval. 
Barry Melnkovic, Senior Vice 
President & Chief Human 
Resources Officer, U. S. Steel
“ We respect that our 
people have a choice 
and choose every day 
to continue working 
with USS, and this 
is evidenced by our 
excellent retention.” 
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Diversity, 
Equity and  
Inclusion 
(DE&I) 
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 Implemented unconscious bias education to 
over 2,300 professional employees with a 99% 
completion rate. 
 Held a Day of Understanding where we shared 
Leadership Insight videos and held sessions to share 
practical DE&I actions with over 500 leaders
Employee Recognition 
 Paid out several of our variable incentive programs 
at record levels and accelerated payouts for certain 
programs to reward employees sooner in recognition 
of their hard work and dedication and exceptional 
financial performance
Equity 
 In 2021, U. S. Steel engaged with an independent third 
party to examine the fairness of our compensation 
practices and confirmed 100% pay equity in all 
workplaces and departments. This analysis affirmed 
our commitment to fair treatment
2021 Highlights 
Recognitions 
 Named to Newsweek’s Most Loved Workplaces list 
and ranked 43 out of 100 for employee happiness 
and satisfaction, based on the number of U. S. Steel 
employees that voted 
 Maintained a perfect 100% Corporate Equality Index 
score on the Human Rights Campaign Foundation’s 
Best Places to Work for LGBTQ Equality in 2020, 2021 
and 2022 
 Recognized as a 2021 Best Place to Work for Disability 
Inclusion (Disability Equality Index) 
 Won external recognition for Leading on Leave 
(National Partnership for Women and Families)
DE&I Activities 
 Held more than 100 events, organized by our seven 
ERGs and designed to develop and engage our 
workforce and our local communities
2021 Commitment — ACHIEVED
We committed to improving representation  
in leadership by ensuring that candidate 
slates for positions at director-level and 
above include at least 40% or more females 
and/or racial/ethnic minorities, cumulatively 
and on an annual basis. 
We far exceeded our goal. Our candidate 
interview slates were 64% diverse and, as a 
result, 78% of these positions were filled by 
diverse hires.
Looking Ahead 
No matter how many accolades we receive, 
we’ll keep looking to see what we can  
do better. We will continue to listen to our 
employees to find out what they need, 
support and improve our engagement 
programs, and reach as many diverse 
applicants as we can. 
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Diversity, 
Equity and  
Inclusion 
(DE&I) 
(cont.)
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Diversity, 
Equity and 
Inclusion Story
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 DE&I STORY
Attracting a More 
Diverse Workforce 
to the 21st Century 
Steel Industry
In 2021, U. S. Steel focused on transforming its Talent 
Acquisition and Recruiting processes. We developed new, 
effective, engagement strategies to expand our reach 
during a very challenging year for many of our employees 
and applicants. We posted open positions on more than 
6,000 diversity-related websites and searched for diverse 
hiring events to attend and host outreach sessions. The 
results far surpassed our expectations. 
Talent Communities
During Women’s History Month, we launched the first of 
three new online communities designed to personalize 
applicants’ introduction to U. S. Steel. The Women of 
Steel Talent Community: 1) sends members job alerts 
on new opportunities, 2) sends quarterly newsletters that 
feature real-life experiences of women working in the 
steel industry, and 3) provides insights and tips for women 
entering the industry. 
In a year when workers were leaving their employers in 
droves, thousands of potential job seekers visited Our 
Women of Steel Talent Community, resulting in record-
breaking female hiring diversity of 16% in our 2021 
hiring class. 
“I was recently elected Vice President of LEAD 
(Leveraging and Enhancing All Diversity) which 
is one of our seven ERGs. I’m proud to be 
part of this ERG that is striving to make a big 
impact both at U. S. Steel and our surrounding 
communities to enhance what Inclusion and 
Diversity really means.”
Women in Steel Employee Spotlight: 
Safia Naqui, Regional Sales Manager
Later in 2021, we launched our Hiring Heroes Talent 
Community, installed a Military Occupation Services Code 
translator on our career website, and began participation 
in a multi-employer Veteran Talent Exchange to support 
our active and former military applicants and their spouses 
more fully. We also took over the Veterans sponsorship  
at Heinz Field as part of our larger partnership with  
the Steelers (see more on Steelers partnerships page 57).
CEO Action for Racial Equity
Our commitment to DE&I extends to all areas of U. S. Steel. 
We dedicate two full-time Fellows to the CEO Action for 
Racial Equity (CEOARE) for two-year terms (doubling our 
original commitment). These Fellows help identify, develop 
and promote public policies and corporate engagement 
strategies to address systemic racism and social injustice. 
They also use their diverse experiences, skill sets and 
perspectives to help bridge gaps, collaborate and facilitate 
change at the local, state and federal levels. 
The Valuable 500
Our involvement with The Valuable 500 ensures disability 
inclusion is at the forefront of our senior leadership agenda, 
along with our efforts to take meaningful actions and find 
solutions to be more inclusive of people with disabilities.
Anthony Ashe, VP, Sales, Marketing 
& Business Development
CEOARE Fellow Spotlight 
“I’m proud that U. S. Steel has made the 
commitment to CEOARE and this purpose 
driven work. I am humbled to be working with 
immensely talented Fellows, and I’m also 
energized to see U. S. Steel collaboratively 
engage with CEOARE and us, as Fellows, to 
ensure that we’re truly leveraging the DE&I 
solutions emanating from the Fellowship.” 
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The steel industry has long been one of the most hazardous 
in manufacturing, which is why U. S. Steel coined the 
mantra “Safety First” around 1908. At U. S. Steel, we have 
a longstanding commitment to the health and safety of 
every person who works in our facilities. Our goal is to 
maintain a sustainable, zero-harm culture that’s supported 
by leadership and owned by an engaged and highly 
skilled workforce. We empower our employees with the 
capabilities and resources needed to assess, reduce, and 
eliminate workplace risks and hazards and appreciate  
their dedication to safety.
Safety is our most important priority. While we have 
industry-leading safety practices and experienced a strong 
year for our overall safety metrics, we have more work to do. 
We grieve the loss of three people from our operations in 
2021 and are focused on preventing similar incidents in the 
future. For more information, see safety metrics on page 107.
In 2021, we initiated new safety communication methods 
and enhanced contractor safety processes. One of our 
most important safety protocols is our fatality prevention 
audit program, which provides proactive assessments 
of the processes and protocols we have in place to 
avoid severe injuries and fatalities. The assessments 
 EMPOWERING PEOPLE
Health  
& Safety
are conducted annually at the enterprise level and more 
frequently at each of our facilities. 
U. S. Steel receives many surveys from customers about 
our safety protocols, visibility, tracking and process 
implementation to assess safety processes and industrial 
hygiene. The reality is that safe companies are productive 
and financially successful companies.
(SRKS). Now our management teams can easily identify, 
analyze, and document the root causes of our incidents and 
prevent their repetition in the future. 
Our leaders ensure that safety processes are integrated into 
our day-to-day operations and consistently emphasize the 
importance of working safely. We partner with the United 
Steelworkers on safety practices and programs and our 
managers lead by example on a daily basis. As part of our 
commitment, we train employees in hazard identification 
and the use of control measures to reduce risk. 
Our CEO David Burritt has served on the National Safety 
Council’s board of directors for the past three years. He 
provides leadership, insights, and guidance in support of 
the council’s mission to eliminate the leading causes of 
preventable death so people can live their fullest lives. 
In addition, our Chief Safety and Security Officer, Robert 
Rudge, serves as a council delegate to assist in formulating 
associated position papers and policy statements.
The U. S. Steel safety team continuously collaborates and 
exchanges information and ideas with the World Steel 
Association (worldsteel) counterparts relative to injury 
trends, reduction techniques and fatality prevention.
We implemented a Safety Management System (SMS) in 
2019 and the data has provided valuable insights. 
In the first quarter of 2021, each plant conducted a safety 
self-assessment against the SMS requirements to measure 
our progress. We then established a safety maturity index 
score for each plant to help prioritize and act on their 
respective risks and identify opportunities for improvement. 
We also developed a user-friendly Root Cause Analysis Tool 
and integrated it with the Safety Recordkeeping System 
Chris Petrouski, Director, Safety & Security Center 
of Excellence and Industrial Hygiene, U. S. Steel
“We’ve always collected safety data, but 
now we’re able to identify, analyze and 
document root causes.”
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Stephen Shaffer, Director 
of Safety and Security for 
North America, U. S. Steel
“ Our goal every day is to send these folks 
home to their loved ones in full health.” 
2021 Highlights  
 Achieved a corporate Days Away From Work (DAFW) 
rate of 0.06, a record performance for U. S. Steel 
and significantly better than the U.S. Bureau of Labor 
Statistics’ Iron and Steel benchmark DAFW rate of 0.60. 
This was only possible due to the commitment of all  
our employees at our locations. 
 Established 2022 targets to measure year-over-year 
safety performance improvement 
 Completed or exceeded our safety targets for 2021
2021 Commitment – IN PROGRESS
We set a goal to achieve ISO 45001 
certification at Big River Steel by the end  
of 2023 and at the balance of our 
operating facilities starting in 2024. ISO 
45001 specifies occupational health and 
safety standards to help reduce accidents 
in the workplace and provides tools to 
continuously improve safety performance.
Looking Ahead 
We’ll never stop working to make our 
employees safer. As we continue to gather 
more safety data, we believe it will give 
us exponentially better insights on how to 
keep improving our training efforts, identify 
and reduce risks and increase workforce 
engagement. 
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& Safety 
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Health & 
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 HEALTH & SAFETY STORY
Applying Big Data 
for Safety on and 
off the Job
A safe workplace takes hard work, attention 
to detail, leadership, training, employee 
engagement, vigilance and constant risk 
reduction.
Distraction translates into risk. There are more than  
24,000 people working at U. S. Steel around the world.  
To maintain a safe workplace, every single person needs 
to be engaged all day, every day. But 24,000 people  
are thinking about 24,000 different things every day. So 
our biggest challenge is getting all our people to focus  
on safety risks and make safe decisions. 
All employees attend multiple training sessions on a 
regular basis. The safety instructions aren’t limited  
to workplace examples — the precautions we share  
also help us stay safe at home.
Robert Rudge, Vice 
President — Chief Safety & 
Security Officer, U. S. Steel
“ To be a safe company working 
in a high-risk manufacturing 
site, you don’t do that by 
accident. We are diligently 
working to make injury-free 
work days a reality, combining 
physical and psychological 
safety to take a 360-degree 
view of our workplaces.” 
Our Safety Management System 
(SMS): The most powerful tool to 
date in the constant battle against 
injury 
We have always measured and collected 
safety data and had processes in place. But 
the SMS sets targets and has a risk register 
that identifies and prioritizes all jobs based 
on their level of risk. It ensures that the safety 
team quickly addresses the highest risk. It 
also measures how much risk is eliminated 
by the team’s actions. The SMS dissects and 
ranks risks methodically and illustrates how 
the safety procedures impact, support and 
integrate with each other, so it’s easier to find 
ways to be more efficient, effective, proactive 
and sustainable.
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Community 
Engagement
Employee volunteerism
To recognize our employees’ contributions and efforts to 
give back to their communities, U. S. Steel established the 
“United by Service” award. We identified 12 volunteers 
as 2021 Service Champions and honored one as 2021 
Volunteer of the Year–Justin Calderone of Mon Valley 
Works — who volunteered with Calderone Caring 
Foundation, a charity dedicated to helping Pennsylvanians 
who encounter problems with the health of their children. 
Our champions were able to direct donations of $5,000 
each to the charity of their choice, and the Volunteer of the 
Year was able to direct a contribution of $15,000.
Community engagement
We strive to maintain open lines of communication and 
engage with community leaders and interested citizens to 
share information about our operations and identify ways 
we can support community initiatives and programs. After 
reaching out to Pennsylvania elected officials, we formed 
Citizen Advisory Panels (CAPs) for two plant locations 
in Mon Valley — Clairton and Braddock — to identify 
opportunities and hear community concerns. 
Since 2004, U. S. Steel Košice (USSK) has offered a 
scholarship program to provide access to higher education 
for talented students from socially disadvantaged 
families in eastern Slovakia. In 2007 the program was 
extended to children of USSK employees. USSK awarded 
25 scholarships for the academic year 2020/2021,  
and 22 more for 2021/2022. Scholarship recipients took 
part in USSK’s volunteer events and several gained 
practical experience at USSK during summer or  
year-long internships.
In 2021, over 320  
U. S. Steel employees 
logged 15,607 hours 
to more than 100 
organizations.
U. S. Steel is passionate about strengthening 
the communities we call home. From 
our employees’ volunteer work to our 
corporate contributions, from partnering 
and awarding scholarships to advancing 
STEM education, our volunteering and 
philanthropic efforts create opportunities 
to deliver on our Best for All® strategy.
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Community  
Engagement 
(cont.)
36%
Community 
Events  
& Programs
17%
Education
14%
Helping 
Hand
9%
Parks & Public 
Spaces
24%
Health & 
Safety
In the U.S., our 2021 corporate contributions12 
were disbursed to the following categories of 
non-profit organizations.
12. Includes contributions from Big River Steel, but not USSK
Corporate contributions
In 2019, U. S. Steel and the Pittsburgh Steelers announced 
a multi-year partnership agreement to support education 
and show community pride. Together, we launched the first  
Steelers-themed STEM education program, and integrated 
initiatives into schools in the Mon Valley area. During the  
2020-2021 school year, nearly 3,750 students in 26 schools  
completed 4,780 hours of learning. During 2021, we  
also saluted our heroes during each Pittsburgh Steelers  
home game.
In 2021, we began a new partnership with another pillar  
of the Pittsburgh community, the Pittsburgh Penguins  
and the Penguins Foundation, to help increase literacy  
and expand access to sports. Launched in the fall, the 
Reading Champions program is an incentive-based 
reading program for students in Mon Valley schools. The  
program reached 200 third grade students with 225 books.  
Students logged nearly 162,000 minutes of reading  
and earned nearly 1,800 prizes. The winning classroom 
with 23 students logging a total 61,000 minutes was 
Ms. Green’s from West Mifflin Homeville Elementary 
School. They were awarded a steel cup trophy specially 
designed and fabricated by U. S. Steel Research and 
Technology Center personnel. U. S. Steel also provides 
a quarterly “Try Hockey for Free Day” at rinks across 
western Pennsylvania to help overcome the financial 
barrier that can prevent kids from trying hockey.
In 2021, for the second year, U. S. Steel partnered with 
the American Heart Association, the Greater Pittsburgh 
Community Food Bank and the Clairton School District to 
fight food insecurity among students on summer vacation. 
U. S. Steel’s contribution of $60,000 per year funds a 
summertime supply of meals for children under 18 who 
live in Clairton. Seven sites operated five days a week and 
served over 7,400 meals.
The U. S. Steel “Sons and Daughters 
Scholarships” program supports the 
higher education and career goals of 
employees’ children who attend a two- 
or four-year college or university or 
vocational-technical school in the United 
States. A third-party administrator awards 
the merit-based scholarships.
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2021 Highlights  
 Contributed more than $3 million to community 
organizations, schools, activities, and a range of causes 
in the United States and Slovakia 
 Embarked on a multi-year literacy program partnership 
with the Pittsburgh Penguins  
 Continued our existing partnership in STEM education 
for local schoolchildren with the Pittsburgh Steelers 
 Sponsored public benefit projects in Slovakia for 
children, and supported causes in healthcare, science 
and education, culture and sports through U. S. Steel 
Košice Group 
 Donated 42 acres of land to the Nashwauk-Keewatin 
School District in Minnesota as a possible site for the 
construction of a new school
2021 Commitment – ACHIEVED
In 2021, U. S. Steel further encouraged 
employees’ volunteer contributions to 
our local communities by providing eight 
hours of paid time off for volunteering to 
full-time, non-represented employees, 
and began tracking volunteer hours and 
benefiting organizations. 
Looking Ahead 
We aim to double the amount of corporate 
contributions we make in 2022 and 
increase our volunteer hours by at least 
10%. We want to keep expanding our 
presence and increasing the good we can 
do in our workplace communities.
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Story
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We believe 
our employees 
know their own 
communities 
and what they 
need best.
 COMMUNITY  
 ENGAGEMENT STORY
Customizing 
Community 
Support
At U. S. Steel, we believe our employees know their own 
communities and what they need best. We encourage 
them to volunteer for any local cause that inspires them. 
We give full-time, non-represented employees the 
flexibility to use their eight hours of paid volunteer time 
wherever they choose. For example, at Big River Steel, we 
have established some favorite annual community events 
in their Osceola, Arkansas hometown. 
Improving the Quality of Life in Osceola
Each year, Big River Steel celebrates Earth Day in Osceola 
by donating a variety of trees to public spaces. For the 
50th anniversary of Earth Day, we donated 50 trees. In 
2021, we donated 51, and each year we’ll add another tree 
to the total. Trees reduce the amount of carbon in the  
atmosphere by sequestering carbon in new growth.  
The goal is to add a tree canopy to the town so everyone 
can enjoy the shade and help to reduce carbon emissions 
in our community. 
For the past two Thanksgivings, Big River Steel has 
partnered with the local Walmart and distributed turkey 
dinners to their neighbors and community members. 
Walmart provided the (uncooked) turkeys, and Big River 
Steel donated all the fixings: mashed potatoes, gravy, 
green beans, cranberry sauce, and dessert. We packaged 
each dinner in a Big River Steel Cares bag for pick up at 
the community center for families to enjoy at home. In 
2021, we expanded distribution from 200 to 250 dinners.
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Protecting the 
Environment
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Steel production is a carbon-intensive process, so  
U. S. Steel is always looking for ways to reduce greenhouse  
gas (GHG) emissions. Approximately 70–80% of the CO2 
emissions from integrated steelmaking are associated with 
the use of coke and coal to melt iron in the blast furnace. 
Steel can also be produced with a significantly smaller 
carbon footprint by melting recycled steel scrap using 
electricity in an electric arc furnace (EAF). 
U. S. Steel is a historic innovator and leader in the energy-
efficient production of steel using blast furnaces. We also 
recognize the synergies between the integrated route 
and EAF techniques that reduce our carbon footprint and 
optimize operations. See page 4, “How We Make Steel” for 
more information on these processes. 
For more information about energy usage, energy intensity 
and GHG intensity, see page 88.
 PROTECTING THE ENVIRONMENT
Greenhouse Gas 
Emissions
In 2021, we announced 
the goal to achieve  
net-zero greenhouse gas 
emissions by 2050.
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Reducing GHG Emissions at U. S. Steel Košice
The USSK Specialist CO2 Reduction Team has been 
working to reduce CO2 output while maintaining their 
current level of production. In 2021, U. S. Steel Košice 
measured a lower emissions intensity of 2.03 tons 
CO2/ton raw steel when compared with 2020’s value of 
2.07 tons CO2/ton raw steel, although absolute emissions 
increased along with increased production. The team 
keeps searching for new ideas and projects that save 
both money and aid the environment. In 2021, USSK led 
a number of projects aimed at reducing electricity usage 
and CO2 intensity, including: 
 Increasing the efficiency of the equipment and 
reducing the specific consumption of coal in the steam 
boilers of the heating plant 
 Regulation of the BOF off-gas energy content by 
melting cycle prediction 
 Increased cooling efficiency in oxygen production 
 Reduction of metallurgical coke humidity 
 Blast furnace hot blast air heating optimization  
 LED project to replace incandescent light bulbs with 
light emitting diodes (LEDs) led to electricity and CO2 
reductions six years in a row and savings of 25,300 
MWh per year. In 2021, we replaced 404 lamps on the 
CGL3 line and in the HRM engine room. 
 PROTECTING THE ENVIRONMENT
Greenhouse Gas 
Emissions 
(cont.)
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2021 Highlights  
 We reduced our Global Scope 1 + Scope 2 Greenhouse 
Gas Intensity to 1.93 tons CO2e/ton raw steel in 2021, 
from 2.31 tons CO2e/ton raw steel in 2020. 
 Set and announced a 2050 goal of Net-Zero Scope 1 
and Scope 2 emissions  
 Announced our sustainable steel product line, verdeX™ 
offering a 70%-80% reduction in CO2 emissions 
 Increased the proportion of melt from EAF-based 
steelmaking, leading to reduced emissions versus the 
integrated route, by completing the acquisition of Big 
River Steel and having a full year operating the Fairfield 
Tubular EAF 
 Announced a second flat-roll mini mill in 2021, with the 
site announced in January 2022  
 Partnered with Equinor to examine the use of hydrogen 
and carbon capture, storage, and use technology in the 
steel industry
2021 Commitment – IN PROGRESS
We are working to achieve a 20% reduction 
in GHG emissions intensity (Scope 1 plus 
Scope 2) by 2030, against our 2018 baseline, 
which was 2.31 metric tons CO2e/metric ton 
raw steel for Scope 1 plus Scope 2. We are 
committed to annual public reporting on 
progress against these goals, as well as the  
measures being implemented to achieve them.
Looking Ahead 
In April 2022, U. S. Steel published its first  
Climate Strategy Report, detailing our path  
toward a greener future in steel manufacturing  
and high-performance green steel products 
(more details on page 68).
 PROTECTING THE ENVIRONMENT
Greenhouse Gas 
Emissions 
(cont.)
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 PROTECTING THE ENVIRONMENT
2021 GHG 
Intensity
U.S. Steel Areas
Units
Scope 1 Intensity
Scope 2 Intensity
Total Intensity
Global
metric tons CO2e/metric tons raw steel
1.77
0.16
1.93
Europe
metric tons CO2e/metric tons raw steel
2.01
0.02
2.03
North America
metric tons CO2e/metric tons raw steel
1.68
0.22
1.90
North America by business
Integrated
metric tons CO2e/metric tons raw steel
1.93
0.05
1.98
Mini mills
metric tons CO2e/metric tons raw steel
0.22
0.19
0.41
Tubular
metric tons CO2e/metric tons raw steel
0.37
0.43
0.80
Pellets
metric tons CO2e/metric tons pellets
0.09
0.05
0.14
1. NA Integrated includes all operations at Gary Works, Granite City Works, and Mon Valley Works, including coke production at the latter.
2. Mini mills include all operations at Big River Steel.
3. Tubular includes the Fairfield Works EAF melt shop and the Fairfield Tubular Seamless Pipe Mill.
4. Pellets includes mining, beneficiation, and pelletizing operations at both Minntac and Keetac.
5. Stand-alone finishing facilities are not included in the splits but are included in the North America and Global roll-ups.
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Greenhouse Gas 
Emissions Story
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In 2021, U. S. Steel earned record profits — the greatest in 
its 120-year history. We are reinvesting a significant portion 
of our profits into advancing our Best for All® strategy, 
enabling an accelerated timeline for current sustainability 
projects and the ability to fund new initiatives. For instance, 
we began construction on another mini mill project and 
announced our greener steel product line, verdeX™. 
Rich Fruehauf, Chief Strategy and 
Sustainability Officer, U. S. Steel
“ We have made decisions that 
will change the long-term future 
of the company to make it 
more sustainable. Best for All 
is really about transitioning 
ourselves for the future. And 
that future is going to rely more 
on low greenhouse gas emission 
technology.” 
 GREENHOUSE GAS EMISSIONS STORY
Working Aggressively Toward 
a Zero Carbon Strategy
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ENVIRONMENT                                                                                                                                                                                                                      
 
 
 
 
 
 
 
 
F
 
 
 
 
 
 
 
 
 
 
 
 
        
 
   
      
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
            
 GREENHOUSE GAS EMISSIONS STORY
Working Aggressively Toward 
a Zero Carbon Strategy 
(cont.)
Our Path to Net-Zero Greenhouse Gas 
Emissions
U. S. Steel has developed a roadmap to our 2050 net-zero  
greenhouse gas (GHG) emissions goal while incorporating 
the interim 2030 target of a 20% reduction in GHG 
emissions intensity for our Scope 1 and Scope 2 emissions. 
We’ve already made 16% progress toward our 2030 goal,  
and now expect to make accelerated progress with the  
new sustainable processes and products we are launching. 
The roadmap includes technologies that exist and are 
being implemented today, as well as technologies that 
require further development. The more future-focused 
technologies will require collaboration with customers, 
universities, suppliers and other organizations, as well 
as supportive governmental policies, to implement. We 
commit to being part of that process to advance this 
technology.
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Scott Buckiso, Senior  
Vice President &  
Chief Manufacturing 
Officer — North American 
Flat-Rolled Segment
Environmental stewardship is a core value at U. S. Steel, 
firmly embedded as one of our S.T.E.E.L. Principles — our 
business practices are designed to protect the 
environment. 
The steelmaking process is heavily regulated and we must 
meet extensive environmental compliance requirements 
across our operations. The two most important priorities 
of U. S. Steel Environmental Affairs are to ensure that 
U. S. Steel is acting as a good community member and 
working with facilities to keep the local environment safe 
for use, and environmental compliance. Our environmental 
expenses include annual costs of compliance such 
as testing, sampling, monitoring, inspections, and 
equipment. U. S. Steel’s environmental expenses are 
significant and include annual costs for compliance 
such as testing, sampling, monitoring, inspections and 
equipment. For example, in the Mon Valley Works alone, 
U. S. Steel spends approximately $100 million annually 
on environmental compliance. In addition, every year 
we spend substantial capital on projects that are aimed 
at environmental improvement. For example, one of 
our investments was made at our Great Lakes Works in 
Michigan where we installed an upgraded scrubber at the 
pickle line for approximately $1.8 million.
Our Environmental Excellence campaign combines 
the Environmental Stewardship and Excellence and 
Accountability aspects of our S.T.E.E.L. Principles and is a 
critical part of our Best for All® strategy. 
We also believe that being a good corporate citizen 
requires a dedicated focus on how our industry affects the 
environment. U. S. Steel advocates for the development 
of appropriate air, water and waste laws and regulations at 
the local, state, national and international levels. 
Management Systems
Many of our major production facilities, including Gary 
Works, Mon Valley Works, Great Lakes Works, Granite 
City Works, USSK and Big River Steel have Environmental 
Management Systems that are certified to ISO 14001 — the 
framework for the measurement and improvement of 
environmental impacts. We are committed to reducing 
our emissions in our operations, and are implementing 
innovative best practice solutions to improve our 
environmental performance and reduce energy 
consumption. See our website for a full list of sustainability 
certifications.
By using the 
blast furnace and 
coke oven gas 
generated by our 
operations to 
partially power 
our own facilities, 
we conserved 
enough natural 
gas and other 
fuels from 
2019 to 2021 
to heat more 
than 3.2 million 
households for 
a year. 
 PROTECTING THE ENVIRONMENT
Environment
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Air
U. S. Steel is committed to environmental progress and 
strives for 100% compliance with all federal, state, and local 
agencies’ rules, regulations, and permit conditions, even 
as the regulations become more stringent. 
 Using 2018 as baseline year, U. S. Steel has set a goal 
to reduce corporate NOx emissions intensity by 10% by 
2030 
 We plan to achieve this NOx goal by: 
 Continuing to implement our Best for All® strategy 
 Shutting down Clairton Coke Batteries facilities  
1-3 in early 2023 
 Following our enhanced maintenance and fuel  
use strategy 
 Establishing tracking metrics 
 For the calendar year 2021, the compliance rate for the 
coke oven battery underfire stacks was 99.9% and for 
the federal coke battery standards, the compliance rate 
was 100% 
 Based upon actual monitoring data from the last 
two years, Allegheny County, including the area 
in which the coke plant is located, has met all 
Federal health-based National Ambient Air Quality 
Standards
 PROTECTING THE ENVIRONMENT
Environment 
(cont.)
“ U. S. Steel’s 
facilities strive to 
excel in the area 
of environmental 
compliance. We 
chose that phrase, 
‘Environmental 
Excellence’ because  
it complements 
our core principles 
and it exemplifies 
how we protect the 
environment while 
ensuring everyone 
is accountable.”
Tishie Woodwell, VP 
Environmental Affairs,  
U. S. Steel
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Water
Our facilities use an abundance of water for cooling and 
process purposes. We are committed to reducing our 
water consumption and have implemented conservation 
practices to further this effort. Many of our processes 
use water-recycling systems that return water for reuse 
in operations, drastically reducing the amount of water 
brought into plants. 
Waste
Recycling helps reduce reliance on landfills and improves 
sustainability through raw material and resource 
management. Every year, U. S. Steel recycles substantial 
quantities of scrap metal and other steelmaking 
coproducts and byproducts. In 2021, we recycled 
approximately 3.2 million metric tons of blast furnace 
slag and 235,299 metric tons of steel slag by selling it for 
use as aggregate and in highway construction. For more 
information see page 103.
In 2021, U. S. Steel recycled 
approximately 5.2 million 
tons of scrap steel in our 
integrated and mini mills. 
 PROTECTING THE ENVIRONMENT
Environment 
(cont.)
Steel Recycling
Steel has always been eminently recyclable, so U. S. Steel has 
a long history of recycling. In 2021, U. S. Steel recycled over 
5.2 million metric tons of purchased and produced steel scrap. 
Because of steel’s physical properties, our products can be 
recycled at the end of their useful life without loss of quality, 
contributing to steel’s high recycling rate and affordability. 
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 PROTECTING THE ENVIRONMENT
Environment 
(cont.)
Biodiversity
In 2022, as part of U. S. Steel’s commitment to protecting 
biodiversity, a Biodiversity Management Plan has been 
developed to manage biodiversity risks and adverse 
impacts at the Big River Steel Facility. We are committed 
to respecting protected and conserved areas and 
will continue to manage potential adverse impacts on 
biodiversity. The plan provides guidance to environmental 
staff for monitoring the property and designated mitigation 
areas to ensure that the integrity of the present biodiversity 
is adequate, while identifying issues. Facility activities with 
potential environmental impacts may include construction, 
manufacturing operations, truck hauling, discharges, 
dredging, filling, clearing, and grubbing. The plan may 
be used to assist with the management of biodiversity 
for other sites owned/operated by U. S. Steel. For more 
information, read the plan here. 
Making a Home for Bald Eagles
For the past three years, a family of bald 
eagles has been thriving on property at 
U. S. Steel’s Mon Valley Works Irvin Plant in 
West Mifflin, Pennsylvania. U. S. Steel shares 
the beauty of these majestic birds with the 
community through the installation of a live 
camera. This is believed to be the first such 
camera at a steel plant and only the third 
camera of its kind in Pennsylvania.
Photo: Dana Nesiti
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 Supported the local community in River Rouge 
Michigan by assisting in the safe demolition of the 
Veteran’s Memorial and Ice Rink and Dan Briney Public 
Hall to help the local community by ensuring it would 
be done safely and in accordance with local laws.*
2021 Highlights  
 Set the NOx reduction goal in 2021 
 Completed our 2021 Environmental Audit Program 
 Increased environmental awareness — we launched 
a new Environmental Excellence campaign and 
participated in safety/environmental campaigns 
 Continued work on plant environmental improvement 
projects 
 Reached agreement with U.S. EPA on former Duluth 
Works remediation and commenced construction 
 Continued a multi-year remediation project to address 
impacts from a former Zinc Smelter Site in the town 
of Cherryvale, KS. In 2021, the project completed 
remediation of 280 commercial and residential 
properties resulting in the restoration of over 30 acres 
of private property.
Looking Ahead 
U. S. Steel is committed to continue 
advancing towards a cleaner and healthier 
future. We will work with governments, 
academia and other companies to reduce 
our environmental footprint, push for 
supportive government policy. 
 PROTECTING THE ENVIRONMENT
Environment 
(cont.)
*This project was undertaken in connection with the settlement of an enforcement action taken by EGLE.
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Disclosures
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Disclosure #
Disclosure Title
Reference/Location
102-1
Name of organization
United States Steel Corporation
102-2
Activities, brands, products, and services
2021 10-K, p. 4
102-3
Location of headquarters
Pittsburgh, Pennsylvania.
102-4
Location of operations
2021 10-K, p. 4
102-5
Ownership and legal form
2021 10-K, p. 41
102-6
Markets served
2021 10-K, p. 6
102-7
Scale of the organization
2021 10-K, p. 4
102-8
Information on employees and other workers
2021 Sustainability Report, Empowering People: Diversity Equity and Inclusion p. 45
Total number of employees by employment type (full-time and part-time), by gender 
Female Full Time 9.8% of workforce in US/Female Part Time 37% of workforce in U.S.
102-9
Supply chain
Supplier Code of Conduct
Sustainable Procurement Policy 
102-10
Significant changes to the organization and its supply chain
2021 10-K, Business (Segments pp. 4–5, Human Capital Management p. 9)
 
Organizational Profile
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Disclosure #
Disclosure Title
Reference/Location
102-11
Precautionary principle or approach-
Environmental stewardship is a core value at U. S. Steel, firmly embedded as one of our S.T.E.E.L. Principles. We know we must operate our facilities in an 
environmentally responsible manner and take steps to protect and preserve our shared natural resources. As a company, U. S. Steel articulates our core value 
of environmental stewardship through three basic principles that are the responsibility of all our employees and our operations. These principles are:  
 Compliance with environmental laws and regulations 
 Continuous improvement in environmental and resource management  
 Continued reduction of GHG emissions through innovation 
With a focus on these principles, U. S. Steel collaborates with industrial organizations and in collaboration with our peer companies to promote sustainable 
and cost-effective environmental strategies through the development of appropriate air, water, waste and climate-change laws and regulations at the local, 
state, national, and international levels.
102-12
External initiatives
2021 Sustainability Report, Community Engagement p. 55
102-13
Membership of associations
2021 Sustainability Report, Collaborations and Associations p. 43
102-14
Statement from senior decision-maker
2022 Proxy Statement, pp. 3, 5–7. See statements from board chair and CEO.
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Organizational Profile
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Disclosure #
Disclosure Title
Reference/Location
102-15
Key impacts, risks, and opportunities
2021 Sustainability Report, Corporate Governance p. 29
CLIMATE-RELATED RISKS
TIME HORIZON
PHYSICAL
RISKS
Risk of flooding which can lead to increased depreciation costs, productivity loss, and supply chain disruption
Long term
Risk of heat stress at facilities could lead to increased depreciation costs and productivity loss
Long term
Risk of natural disasters leading to supply chain and operational disruptions
Short-medium term
Risk of supply chain disruption due to sea level rise and other weather events
Long term
TRANSITIONAL
RISK
Risk of carbon pricing which could cause increased operating costs
Medium term
Risk of not transitioning to lower emission technologies, which could lead to reduced market share and increased  
capital expenditures
Long term
Risk of shortages and increased cost of raw materials
Long term
Risk of increased cost of electricity
Short-medium term
OPPORTUNITIES
Opportunity to increase consumption of steel used in production and distribution of renewable energy
Short-medium term
Opportunity to expand low-carbon products (sustainable steel) to meet the increased market demand 
Short-medium term
Opportunity to expand specialized products (electrical steel) to meet the increased market demand
Short-medium term
Our Best for All® strategy is focused on providing customers with profitable steel solutions for people and planet, creating a more sustainable future for all our 
stakeholders. This strategy is informed by assessment of the climate-related risks and opportunities in our industry as well as potential climate impacts on our 
facilities, customers and suppliers.
For more information, see 2021 10-K, Item 1A: Risk Factors, pp. 24–32.; 2021 TCFD Report, Strategy p. 5
Strategy
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Ethics & Integrity
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Organizational Profile
Disclosure #
Disclosure Title
Reference/Location
102-16
Values, principles, standards, and norms of behavior
Code of Ethical Business Conduct
102-17
Mechanisms for advice and concerns about ethics
2021 Sustainability Report, Ethics and Compliance, p. 21
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Disclosure #
Disclosure Title
Reference/Location
102-18
Governance structure
2021 Sustainability Report, Corporate Governance p. 26
2022 Proxy Statement, Corporate Governance framework pp. 18–19, Board Committees pp. 24–25
102-19
Delegating authority
2022 Proxy Statement, Board Oversight of Sustainability and Corporate Governance, p. 27
2021 Sustainability Report, Corporate Governance p. 26
The Board of Directors is responsible for managing the business and affairs of the company. Our Board does this by appointing and overseeing officers 
who run the day-to-day operations of the company, and ensuring appropriate governance processes are in place such as regular reporting to the Board on 
a variety of topics, including economic, environmental, and social topics, to appropriately exercise oversight. Certain matters are delegated to the standing 
committees of the Board for more specific oversight, such as sustainability, enterprise risk management, and public policy matters.
A strong governance program is essential to the oversight of sustainability. Each board committee meets at least quarterly and is comprised of entirely 
independent Directors. We have a formal sustainability steering team that meets monthly, and an Executive Environmental and Sustainability Committee 
composed of all of our C-suite executives, including our CEO. 
The Head of Sustainability and the Corporate Sustainability team drive the evolution of the corporate sustainability strategy throughout all business segments 
and lead the development of corporate- and business-level sustainability plans with a particular focus on carbon reduction strategies. This includes evaluating 
and monitoring stakeholder expectations and megatrends such as climate-related risks and opportunities. 
The Head of Sustainability reports to the SVP, Chief Strategy and Sustainability Officer, who has responsibility for the sustainability program throughout 
the enterprise. The Head of Sustainability chairs the Sustainability Steering Committee, which is comprised of key members from Sustainability, Strategy, 
Finance/Risk, Environmental Affairs, Compliance/Legal, Procurement, Operations, Corporate Governance, Government Affairs, Human Resources, and 
Communications/ Public Affairs. The committee meets on a monthly basis and drives the sustainability strategy throughout the company, taking a strategic 
view of the issues and reporting to the CEO and Executive Committee. The committee is responsible for setting and communicating sustainability metrics, 
goals, and performance in addition to coordinating internal and external sustainability-related communications such as the annual Sustainability Report. 
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Disclosure #
Disclosure Title
Reference/Location
102-20
Executive-level responsibility for economic, environmental, 
and social topics
2021 Sustainability Report, Risk Management Structure p. 27
102-21
Consulting stakeholders on economic, environmental, and 
social topics
2021 Sustainability Report, Risk Management p. 27
2021 Sustainability Report, Community Engagement p. 55
2022 Proxy Statement, Commitment to stakeholder engagement pp. 28–29.
102-22
Composition of the highest governance body and its 
committees
2022 Proxy Statement, Election of Directors pp. 8–17
102-23
Chair of the highest governance body
2022 Proxy Statement, Corporate Governance Board Leadership Structure p. 20
The Board regularly considers the appropriate leadership structure for U. S. Steel. It has concluded that the Corporation and its stockholders are best served 
by the Board retaining discretion to determine whether the same individual should serve as both Chief Executive Officer and Board Chair, or whether the 
Board Chair should be an independent director. The Board believes that it is important to retain the flexibility to make this determination at any given point in 
time based on what will provide the best leadership structure, taking into account the needs of U. S. Steel at that time. David S. Sutherland currently serves 
as the independent Board Chair. If the Board Chair is not independent, then the independent directors will elect from among themselves a Lead Director. The 
Board Chair (or Lead Director) is elected annually by the Board. 
102-24
Nominating and selecting the highest governance body
2022 Proxy Statement, Election of Directors pp. 8–17
102-25
Conflicts of interest
2022 Proxy Statement, Election of Directors pp. 8–17
Conflicts of Interest Policy
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Disclosure #
Disclosure Title
Reference/Location
102-26
Role of highest governance body in setting purpose, values, 
and strategy
The Board of Directors oversees the Company’s purpose, values and strategy, including approving our Code of Ethical Business Conduct which outlines our 
S.T.E.E.L. Principles. Through its standing committees, the Board delegates oversight of specific topics, including sustainability, social topics, environmental 
matters and certain policies, as outlined in the respective committee charters. 
Each committee meets quarterly and is comprised of entirely independent Directors. The full Board of Directors maintains direct oversight of health and safety 
and environmental matters. The Corporate Governance & Sustainability Committee has been delegated oversight of the company’s sustainability program, 
initiatives, disclosures and goals. The Audit Committee retains oversight of the company’s enterprise risk management program, which includes monitoring 
risks related to macroeconomic, social, regulatory and climate related topics.
The Board, in overseeing the corporate strategy, considers risks and opportunities, including climate related risks and opportunities. 
2022 Proxy Statement, Corporate Governance pp. 26–27
Corporate Governance & Sustainability Committee Charter 
102-27
Collective knowledge of highest governance body
2022 Proxy Statement, Director Nominee Skill Matrix, p. 11–17
102-28
Evaluating the highest governance body’s performance
2022 Proxy Statement, p.18; Performance Highlights, p. 27
The Board discharges its responsibilities through regularly scheduled meetings as well as through telephonic meetings, actions by written consent and other 
communications with management as appropriate. U. S. Steel expects directors to attend all meetings of the Board and the Board committees upon which 
they serve, and all annual meetings of its stockholders. 
 During the fiscal year ended December 31, 2021, the Board held seven meetings and numerous interim conference calls. 
 All of the directors attended in excess of 75% of the meetings of the Board and the committees on which they served. 
 All of the then-serving directors attended the 2021 Annual Meeting of Stockholders.
102-29
Identifying and managing economic, environmental, and 
social impacts
2021 TCFD Report, Risk Management p. 8–9 
2021 Sustainability Report, Corporate Governance p. 26
2022 Proxy Statement, Corporate Governance Sustainability Framework pp. 26–27, Commitment to Stakeholder Engagement pp. 28–29.
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Disclosure #
Disclosure Title
Reference/Location
102-30
Effectiveness of risk management processes
2021 Sustainability Report, Corporate Governance p. 26
102-31
Review of economic, environmental, and social topics
2021 Sustainability Report: Corporate Governance p. 27
102-32
Highest governance body’s role in sustainability reporting
2021 Sustainability Report: Corporate Governance p. 28
102-33
Communicating critical concerns
2022 Proxy Statement, Communications from Stockholders and Interested Parties p. 29
102-35
Remuneration policies
2022 Proxy Statement, Compensation Discussion and Analysis: Our Compensation Process pp. 49–51, Elements of Compensation pp. 51–52, Compensation 
Policies and Other Considerations pp. 58–60
102-36
Process for determining remuneration
2022 Proxy Statement, Compensation Discussion and Analysis: Our Compensation Process pp. 49–51
102-37
Stakeholders’ involvement in remuneration
2022 Proxy Statement, Proposal 2: Advisory Vote on Executive Compensation, p. 33
102-38
Annual total compensation ratio
2022 Proxy Statement, CEO Pay Ratio p. 75
102-39
Percentage increase in annual total compensation ratio
2022 Proxy Statement, CEO Pay Ratio p. 75
The disclosure below presents the ratio of annual total compensation of our CEO to the annual total compensation of our “Median Employee,” (calculated in 
accordance with Item 402(u) of Regulation S-K) excluding our CEO for the last two years, as reported in our 2022 and 2021 proxy statements. The 47% year-
over-year increase is primarily due to (i) above target payout of annual non-equity incentive compensation following a year of exceptional company financial 
performance, (ii) the grant to the CEO of a strategic transformation award, an equity award linked to rigorous strategic goals, including GHG emissions 
reductions and (iii) the year over year change in the form of long-term performance grants from cash to equity, which, in conformance with SEC requirements, 
are reported in 2021 for equity, while the 2020 performance-award grants were made in cash and will not be reported until a payout is made, if any, in 2023.
2021 was 172 to 1
2020 was 117 to 1
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Stakeholder Engagement
Disclosure #
Disclosure Title
Reference/Location
102-41
Collective bargaining agreements
Approximately 80% of our employees in the United States and Slovakia are covered by collective-bargaining agreements, guided by the National Labor 
Relations Act in the United States and the Law on Collective Bargaining in Slovakia. We work closely with union representatives to provide safe and 
productive workplaces that enable our employees to deliver high-quality products and meet the needs of our customers. Our partnership with the United 
Steelworkers includes not only a commitment to safety programs, but also a common approach to combating the unfairly traded imports that threaten our 
industry, our company, and ultimately, the jobs of our employees.
102-43
Approach to stakeholder engagement
2021 Sustainability Report, Material Topics and Stakeholder Engagement, p. 19
102-44
Key topics and concerns raised
2022 Proxy Statement, p. 28
Reporting Practice
Disclosure #
Disclosure Title
Reference/Location
102-45
Entities included in the consolidated financial statements
2021 10-K, Exhibit 21: Subsidiaries and Joint Ventures as of December 31, 2021 pp. 525–526
102-46
Defining report content and topic Boundaries
2021 Sustainability Report, Material Topics and Stakeholder Engagement p. 19
102-47
List of material topics
2021 Sustainability Report, Material Topics and Stakeholder Engagement p. 19
102-48
Restatements of information
2021 10-K pp. 333, 380
102-49
Changes in reporting
None
102-50
Reporting period
For the fiscal year ended Dec. 31, 2021
102-51
Date of most recent report
2020 Sustainability Report, released June 16, 2021
102-52
Reporting cycle
Annually
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Disclosure #
Disclosure Title
Reference/Location
102-53
Contact point for questions regarding the report
Erika Chan 
General Manager — Sustainability 
Sustainability@uss.com
102-54
Claims of reporting in accordance with the GRI Standards
This report references disclosures from the GRI Standards.
This report has been prepared in accordance with the GRI Standards: Core option.
102-55
GRI content index
2021 Sustainability Report, GRI Index p. 74
102-56
External assurance
U. S. Steel has received limited, third-party assurance over Scope 1 and Scope 2 GHG emissions as well as days away from work safety data that is reported 
in the Sustainability Report. The 2021 Sustainability Report is not externally assured. The letter can be accessed on our website.
 GRI INDEX GENERAL DISCLOSURES
Stakeholder Engagement
Management Approach
Disclosure #
Disclosure Title
Reference/Location
103-1
Explanation of the material topic and its Boundary
2021 Sustainability Report, U. S. Steel ESG Materiality Assessment Results p. 19
103-2
The management approach and its components
2021 Sustainability Report, ESG at U. S. Steel ESG Materiality Assessment Results p. 19
103-3
Evaluation of the management approach
2021 TCFD Report, Risk Management Process and Integration into Overall Risk Management (pp. 8–10)
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Economic Performance
 GRI INDEX ECONOMIC
Market Presence
Disclosure #
Disclosure Title
Reference/Location
201-1
Direct economic value generated and distributed
2021 Form 10-K Summary, Item 7: Management’s discussion Item 7: Management’s Discussion and Analysis of Financial Condition and Results of  
Operations, p. 43 
202-2
Financial implications and other risks and opportunities due 
to climate change
2021 Form 10-K Summary, Item 1A: Risk Factors, p. 24, We designated our three global syndicated revolving credit facilities as Sustainability Linked Loans to 
incorporate our sustainability related goals and values.
2021 Sustainability Report, ESG at U. S. Steel Risk Management, p. 27
2021 TCFD Report Metrics & Targets, Entered into sustainability-linked financing arrangements, with climate-related targets to align the company’s financial 
goals with its sustainability goals, p. 9
Risks, p. 8 
201-3
Defined benefit plan obligations and other retirement plans
2021 10-K, (Pension and Other Post-employment Benefits, Net Periodic Benefit Costs, Funded Status of Pension/OPEB Plans); Note 18: Pensions and other 
Benefits, p. 29, 68
201-4
Financial assistance received from government
2021 10-K, pp. 101–102
Disclosure #
Disclosure Title
Reference/Location
202-1
Ratios of standard entry level wage by gender compared to 
local minimum wage
We pay 100% of our workforce over the minimum wage. Most of our employees are under labor agreements which dictate the starting wage for all 
employees, regardless of gender. For all non-contract employees, we use market data to pay all genders competitively. 
202-2
Proportion of senior management hired from the local 
community
We define senior management as our senior manager level and above roles. In 2021, 57% of our new hires were local. We define local as within driving 
distance of one of our operations. This statistic is for all U.S. locations. 
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Indirect Economic Impacts
Disclosure #
Disclosure Title
Reference/Location
203-1
Infrastructure investments and services supported
U. S. Steel has begun the process of building a new 3 million ton state-of-the-art mini mill in Osceola, Arkansas. This $3 billion investment will provide “built-
for-purpose” steelmaking supported by a comprehensive suite of finishing assets, including Advanced High-Strength Steels. We are expanding our mini mill 
steelmaking capability as we continue to transition towards sustainable, lower greenhouse gas emission steelmaking. This investment is a platform to provide 
our customers with more of the green steel they expect from like-minded partners like U. S. Steel. 
203-2
Significant indirect economic impacts
2021 Sustainability Report, Empowering People Community Engagement, p. 55
Anti-Corruption
Disclosure #
Disclosure Title
Reference/Location
205-1
Operations assessed for risks related to corruption
Anti-Corruption Policy
Although our operations are located entirely in countries in the top third of Transparency International’s Corruption Perceptions Index, we may occasionally 
do business with customers and suppliers in higher-risk countries. Our anti-corruption management system is based on a comprehensive corruption risk 
assessment that is periodically updated and enables us to address the specific risks that we face.
Our procedure for risk-based due diligence reviews of business partners is designed to identify foreign government ties, prior corrupt behavior, and other 
corruption-related risk factors. We have developed an internal monitoring system consisting of periodic reviews of select business partners and transactions 
to ensure that our corruption risks are being mitigated. Of course, our compliance training program, whistleblower reporting mechanisms, and misconduct 
investigation process are integral components of our anti-corruption management system in that they ensure that employees understand what is expected of 
them and that any concerns are promptly raised and addressed.
205-2
Communication and training about anti-corruption policies 
and procedures
2021 Sustainability Report, Ethics & Compliance, p. 21
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Environmental
Environmental stewardship is a core value at U. S. Steel, 
firmly embedded as one of our S.T.E.E.L. Principles. We 
know we must operate our facilities in an environmentally 
responsible manner and take steps to protect and 
preserve our shared natural resources. As a company, 
U. S. Steel articulates our core value of environmental 
stewardship through three basic principles that are the 
responsibility of all our employees and our operations. 
With a focus on these principles, U. S. Steel collaborates 
with industrial organizations and in collaboration with our 
peer companies to promote sustainable and cost-effective 
environmental strategies through the development 
of appropriate air, water, waste and climate-change 
laws and regulations at the local, state, national, and 
international levels.
These principles are:  
 Compliance with environmental laws and 
regulations  
 Continuous improvement in environmental 
and resource management  
 Continued reduction of GHG emissions 
through innovation 
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Materials
Disclosure #
Disclosure Title
Reference/Location
301-3
Reclaimed products and their packaging materials
Steel can be recycled over and over without any loss of quality in the material itself. In 2021 we also recycled approximately 3.2 million metric tons of blast 
furnace slag and an additional 235 thousand metric tons of steelmaking slag by selling it for use in aggregate and in highway construction. By using blast 
furnace and coke oven gases generated in our facilities as energy, between 2018 and 2020 we have saved enough natural gas and other fuels to heat nearly 
1 million households each year.
2021 Recycled Materials
US (metric tons)
USSK (metric tons)
Scrap Steel
4,357,278
878,941
Sinter
1,542,898
3,208,700
Blast Furnace Slag Off-Site Use
2,026,678
1,221,148
Spent Pickle Liquor Regeneration
183,303
90,020
Steel Slag Off-Site Use
77,231
158,068
Briquettes
114,032
28,119
Mill Scale Off-Site Use
109,137
5,578
Byproduct Coke Plant Process Residues
4,635
4,173
Spent Pickle Liquor Off-Site Reuse
22,443
0
EAF Slag Off-Site Use
15,281
0
8,452,916
5,594,747
Total
14,047,663
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Energy
Disclosure #
Disclosure Title
Reference/Location
302-1
Energy consumption within the organization
U. S. Steel Annual Total Energy Usage  
For The North America Operations
(million megawatt hours of energy) 
 
 
 
 
 
 
 
 
 
              
 
 
U. S. Steel Annual Total Energy Usage  
For The European Operations
(million megawatt hours of energy) 
 
 
 
 
 
 
           
 
 
Energy use is reported in megawatt hours and includes all forms of energy consumed converted to megawatt hours
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Disclosure #
Disclosure Title
Reference/Location
302-3
Energy intensity
U. S. Steel Annual Energy Usage Intensity And Production For The North 
America Operations
Intensity units — megawatt hours of energy per metric ton of raw steel produced
Raw Steel Produced units — million metric tons 
 
 
 
 
 
          
 
 
 
 
 
 
 
      
 
 
 
 
      
 
  
   
 
 
 
U. S. Steel Annual Energy Usage Intensity And Production for the 
European Union Operations
Intensity units — megawatt hours of energy per metric ton of raw steel produced
Raw Steel Produced units — million metric tons 
 
 
 
 
 
            
 
 
 
 
 
 
 
 
      
 
 
 
 
      
 
  
   
 
 
 
Energy intensity is based on the total energy consumption in megawatt 
hours divided by the total quantity in metric tons of raw steel produced in 
North America as published in the U. S. Steel Annual Report and that are 
converted into finished steel products.
Energy intensity is based on the total energy consumption in megawatt 
hours divided by the total quantity in metric tons of raw steel produced in 
the EU as published in the U. S. Steel Annual Report and that are converted 
into finished steel products.
 GRI INDEX ENVIRONMENTAL
Energy
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Disclosure #
Disclosure Title
Reference/Location
302-3 (continued)
Energy intensity
U. S. Steel Annual Energy Usage Intensity And Production for the Global Operations
Intensity units — megawatt hours of energy per metric ton of raw steel produced
Raw Steel Produced units — million metric tons 
 
 
 
 
 
         
 
 
 
 
 
 
 
 
    
 
 
 
 
     
 
  
   
 
 
 
Energy intensity is based on the total energy consumption in megawatt hours divided by the total quantity in metric tons of raw steel produced globally as 
published in the U. S. Steel Annual Report and that are converted into finished steel products.
302-5
Reductions in energy requirements of products and 
services
2021 Sustainability Report, Environment — Management Systems, p. 86
 GRI INDEX ENVIRONMENTAL
Energy
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Water And Effluents
Disclosure #
Disclosure Title
Reference/Location
303-1
Interactions with water as a shared resource 
U. S. Steel’s facilities use water for both cooling and process purposes. U. S. Steel is committed to reducing our water consumption and implements 
conservation practices to meet the goal. Numerous processes use water-recycle systems that return water for reuse in operations, drastically reducing the 
amount of water brought into plants. 
Plants are located in areas with low to low-medium water scarcity impacts. Although drought conditions and water conservation regulations have not historically 
impacted operations, U. S. Steel is aware of our responsibility to continually update and implement best management practices to further environmental 
preservation. When recycling is not feasible, proper treatment and discharge to local waterways is utilized in compliance with all state and local regulations.
  
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Disclosure #
Disclosure Title
Reference/Location
303-1
Interactions with water as a shared resource 
Environmental Management Policy, Water 
2021 Sustainability Report, Environment — Water, p. 93
“Aqueduct Water Risk Atlas” maps by WRI are licensed under CC BY 4.0. Dots added to originals to show U. S. Steel facility locations
 GRI INDEX ENVIRONMENTAL
Water And Effluents
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Water And Effluents
Disclosure #
Disclosure Title
Reference/Location
303-2
Management of water discharge-related impacts
Permitting 
U. S. Steel facilities include more than 20 locations with more than 100 outfalls regulated by the National Pollutant Discharge Elimination System (NPDES) 
program. We regularly sample for submission to the proper regulatory agencies in accordance with permit requirements. Prior to discharging to public 
waterways, process water is treated using both chemical and physical processes, such as pH control, precipitation, sedimentation, filtration, and solids 
removal and dewatering.
Stormwater 
Stormwater is also regulated through the NPDES program. Each facility has its own stormwater management practices that it implements along with routine 
inspections and sampling. Methods to manage stormwater quality are referred to as Best Management Practices (BMPs). Some stormwater-specific BMPs 
include raw material management, street sweeping, catch basin filtration, and stormwater containment areas. In addition to BMPs, several facilities also use 
full-scale treatment for stormwater prior to discharge.
Wastewater Treatment
U. S. Steel is responsible for the operation and maintenance of more than 40 wastewater treatment plants (WWTP). These plants are tasked with treating 
site-specific process water, ranging from waste oil to hazardous waste, before discharging from U. S. Steel property. Some properties also maintain their own 
sanitary plants. 
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Water And Effluents
Disclosure #
Disclosure Title
Reference/Location
303-3
303-4
303-5
Water withdrawal
Water discharge
Water consumption
Facility1
Year
Total 
Withdrawal2 
(megaliters)
Total Recycled 
(megaliters)
Total 
Discharged 
(megaliters)
Total 
Consumption 
(megaliters)
All
2021
1,174,735
874,136
1,009,241
165,494
Water Recycling
The tailings basin utilized at Minntac provides an example of water recycling, ensuring that 90–95% of effluent discharge is reclaimed to satisfy operational 
water demand. This equates to the reuse of 43,000 gallons per minute, or 62 million gallons per day. U. S. Steel is committed to reusing as much of our 
effluent as possible to reduce process water demands and potential downstream impacts. 
Another water conservation measure is to use treated process water as a source of cooling water for the blast furnace slag pits. U. S. Steel also uses leak-
detection measures and monitoring of processes, influent water, and effluent water to assist in conservation measures. An example of this is the addition of a 
seep collection and return system at the western portion of the Minntac plant.
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Biodiversity
Disclosure #
Disclosure Title
Reference/Location
304-1
Operational sites owned, leased, managed in, or adjacent 
to, protected areas and areas of high biodiversity value 
outside protected areas
2021 Sustainability Report, Biodiversity, p. 96
Environmental Management Policy, Biodiversity
304-2
Significant impacts of activities, products, and services on 
biodiversity
Whether within our plants or through our raw material mining operations, U. S. Steel’s footprint stretches over a large portion of the countries where we 
operate. Within that expanse, we operate in a variety of environments that each have different climates, flora, and fauna. It is our responsibility to respect the 
environments surrounding our operations and maintain their biodiversity. Because each site is unique, we tailor operating procedures and protection plans to 
minimize the impacts to biodiversity.  
 We consider the impacts on wildlife, including protected species (such as the northern long-eared bat and the Karner blue butterfly) when applying for 
construction and operating permits 
 We develop and promote the development of wildlife habitats on and around our facilities 
 We remediate and restore former U. S. Steel properties, allowing them to be used for new residential, commercial and industrial purposes
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Disclosure Title
Reference/Location
304-3
Habitats protected or restored
Along with minimizing the negative effects of operations on biodiversity, U. S. Steel also takes steps to have a positive impact on surrounding areas. At Great 
Lakes Works, where a snake habitat was constructed by U. S. Steel to promote native biodiversity. Turtle nesting habitats have been placed along Lake 
Michigan at Gary Works as well. Some of our sites, such as Minntac in Minnesota, peacefully coexist with wildlife including deer, turkey, moose, and lynx. 
A major remediation project was recently completed at our former Geneva Steel mill property in Utah. Approximately 180 acres were restored for future 
redevelopment at the site. To date, more than 90% of the site has been restored, with a large portion now home to new residential, commercial, and industrial 
buildings, warehouses, related manufacturing, and shipping facilities.
We were particularly pleased and excited to find that a pair of bald eagles were nesting at the Irvin plant along the Monongahela River in West Mifflin, 
Pennsylvania. This is the third year that the eagles have nested at the Irvin site.
In 2007, U. S. Steel’s Keetac facility enrolled 10,420 acres of its property in a Minnesota program created by the Sustainable Forest Incentive Act. This allows 
the general public to have year-round, non-motorized access to the property for purposes of hunting, trapping and other outdoor activities. The availability 
of this property to the general public is a significant contribution to the region, providing local residents access to an area that is rich in wildlife and natural 
resources.
U. S. Steel’s Great Lakes Works and the organization Friends of the Detroit River collaborated to complete a habitat restoration project along a portion of 
the Detroit River. Land was cleared and new trees and shrubs were planted. Sand runways were constructed to help turtles reach nesting areas along the 
riverbank. Bird boxes and a snake habitat were also constructed. The project was funded by the U.S. Environmental Protection Agency Great Lakes National 
Program Officer through a Great Lakes Restoration Initiative grant. 
 GRI INDEX ENVIRONMENTAL
Biodiversity
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Emissions
 GRI INDEX ENVIRONMENTAL
Emissions
Disclosure #
Disclosure Title
Reference/Location
305-1
Direct (Scope 1) GHG emissions
U. S. Steel Annual Scope 1 Greenhouse Gas Emissions For The North 
America Operations
(million metric tons of CO2e) 
 
 
 
 
 
 
           
 
 
GHG emissions are reported in metric tons of total carbon, methane and 
nitrous oxide converted to carbon dioxide equivalents and excludes GHG 
emissions from on-site landfills. The annual amounts vary based on a variety 
of factors including facilities operating, production levels, and energy 
efficiency projects implementation.
U. S. Steel Annual Scope 1 Greenhouse Gas Emissions For The European 
Union Operations
(million metric tons of CO2e) 
 
 
 
 
         
 
 
GHG emissions are reported in metric tons of total carbon converted to 
carbon dioxide equivalents and excludes GHG emissions from on-site 
landfills. The annual amounts vary based on a variety of factors including 
facilities operating, production levels, and energy efficiency projects 
implementation.
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Disclosure Title
Reference/Location
305-2
Energy indirect (Scope 2) GHG emissions
U. S. Steel Annual Scope 2 Greenhouse Gas Emissions For The North 
America Operations
(million metric tons of CO2e) 
 
 
 
 
 
          
 
 
GHG emissions are reported in metric tons of total carbon, methane and 
nitrous oxide converted to carbon dioxide equivalents and excludes GHG 
emissions from on-site landfills. The annual amounts vary based on a variety 
of factors including the use of grid specific emissions factors, electricity 
generation, facilities operating, production levels, and energy efficiency 
projects implementation.
U. S. Steel Annual Scope 2 Greenhouse Gas Emissions For The European 
Union Operations
(million metric tons of CO2e) 
 
 
 
 
 
          
 
 
GHG emissions are reported in metric tons of total carbon converted to 
carbon dioxide equivalents and excludes GHG emissions from on-site 
landfills. The annual amounts vary based on a variety of factors including 
the use of grid specific emissions factors, electricity generation, facilities 
operating, production levels, and energy efficiency projects implementation.
 GRI INDEX ENVIRONMENTAL
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Reference/Location
305-4
GHG emissions intensity
U. S. Steel Annual Total Greenhouse Gas Emissions Intensity And 
Production For The North America Operations
Intensity units —metric tons of CO2e per metric ton of raw steel produced 
 
 
 
 
 
           
 
 
 
 
 
 
 
 
      
 
 
 
 
       
 
  
   
 
 
 
 
GHG emissions intensity is based on the total quantity in metric tons of GHG 
emissions calculated in accordance with GHG Protocol standards divided  
by the total quantity in metric tons of raw steel produced in North America 
as published in the U. S. Steel Annual Report and that are processed into 
finished steel products.
U. S. Steel Annual Total Greenhouse Gas Emissions Intensity And 
Production For The European Union Operations
Intensity units —metric tons of CO2e per metric ton of raw steel produced 
 
 
 
 
 
              
 
 
 
 
 
 
 
      
 
 
 
 
       
 
  
   
 
 
 
 
GHG emissions intensity is based on the total quantity in metric tons of 
GHG emissions calculated in accordance with GHG Protocol and EU ETS 
standards divided by the total quantity in metric tons of raw steel produced 
in the EU as published in the U. S. Steel Annual Report and that are 
processed into finished steel products.
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Disclosure #
Disclosure Title
Reference/Location
305-4 (continued)
GHG emissions intensity
U. S. Steel Annual Total Greenhouse Gas Emissions Intensity And Production For The Global Operations
Intensity units —metric tons of CO2e per metric ton of raw steel produced 
 
 
 
 
 
           
 
 
 
 
 
 
 
 
     
 
 
 
 
       
 
  
   
 
 
 
 
GHG emissions intensity is based on the total quantity in metric tons of GHG emissions calculated in accordance with GHG Protocol and EU ETS standards 
divided by the total quantity in metric tons of raw steel produced globally as published in the U. S. Steel Annual Report and that are processed into finished 
steel products.
 GRI INDEX ENVIRONMENTAL
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Reference/Location
305-4 (continued)
GHG emissions intensity
Area
Units
Scope 1 Intensity
Scope 2 Intensity
Total Intensity
Global
metric tons CO2e/metric tons raw steel
1.77
0.16
1.93
Europe
metric tons CO2e/metric tons raw steel
2.01
0.02
2.03
North America
metric tons CO2e/metric tons raw steel
1.68
0.22
1.90
North America by business
Integrated
metric tons CO2e/metric tons raw steel
1.93
0.05
1.98
Mini mills
metric tons CO2e/metric tons raw steel
0.22
0.19
0.41
Tubular
metric tons CO2e/metric tons raw steel
0.37
0.43
0.80
Pellets
metric tons CO2e/metric tons pellets
0.09
0.05
0.14
6. NA Integrated includes all operations at Gary Works, Granite City Works, and Mon Valley Works, including coke production at the latter.
7. Mini mills include all operations at Big River Steel.
8. Tubular includes the Fairfield Works EAF melt shop and the Fairfield Tubular Seamless Pipe Mill.
9. Pellets includes mining, beneficiation, and pelletizing operations at both Minntac and Keetac.
10. Stand-alone finishing facilities are not included in the splits but are included in the North America and Global roll-ups.
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Disclosure Title
Reference/Location
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other 
significant air emissions
In order to protect air quality, the United States Environmental Protection Agency and state and local environmental agencies have enacted laws to regulate 
air emissions from various sources.
Many of our facilities have Title V operating permits that are required by the Clean Air Act. These permits are enforceable by the issuing agency, usually the 
state, as well as the USEPA. The Title V permit is unique for each facility, is comprehensive, and is intended to include “all applicable requirements” under the 
Clean Air Act and underlying regulations that apply to the facility. The permits include emissions limits and standards and work-practice requirements, as well 
as air pollution control equipment, stack testing, monitoring, record-keeping, and reporting requirements. U. S. Steel is required to provide periodic monitoring 
reports to the regulatory authorities and certify compliance at least annually, identifying any deviations from the applicable requirements.
Some of our facilities are not required to have a Title V permit. These facilities are typically regulated by installation permits, construction permits, minor 
source operating permits, permit-by-rules, or a combination of these regulatory and permitting mechanisms. Included in the various permit or rule types are 
conditions that limit the amount of air emissions; applicable federal, state, and local authority regulations; work practice standards; and monitoring related to 
the operations and maintenance of air pollution control equipment, reporting of process conditions, and record-keeping requirements.
U. S. Steel is committed to environmental progress and strives for 100% compliance with all federal, state, and local agencies’ rules, regulations, and permit 
conditions, even as the regulations become more stringent.
Air Emissions — Tons
2021
NOx
26,511
SO2
11,837
VOC
1,754
CO
179,365
Lead
2.32
PM10*
8,239
PM2.5*
6,506
* PM10 and PM2.5 for Kosice based on average PM10/PM and PM2.5/PM ratio for other U. S. Steel sites
NOx is produced from a variety of sources, such as car engines, agricultural activities, industrial operations, and even lightning. At our facilities, the primary 
source of NOx generation is from the combustion of fuels. NOx is a regulated pollutant but is also a precursor to ozone and PM2.5 (particulate matter of 
2.5 microns or smaller). In 2021, we set a corporate NOx intensity goal of a 10% reduction by 2030, using 2018 as a baseline year.
 GRI INDEX ENVIRONMENTAL
Emissions
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Waste
Disclosure #
Disclosure Title
Reference/Location
306-4
Waste diverted from disposal
Steel Scrap
In 2021, U. S. Steel recycled approximately 5.2 million metric tons of scrap steel in our integrated and mini mills. Steel can be recycled over and over without 
any loss of quality to the products being produced.
Blast Furnace and Steel Slag
In 2021, U. S. Steel recycled approximately 3.2 million metric tons of blast furnace slag and 235,299 metric tons of steel slag. Blast furnace (iron) slag and 
basic oxygen furnace (steel) slag are highly sustainable products that are used in place of natural aggregates, such as limestone and gravel, in numerous 
construction and product applications. Blast furnace slag is used in cement manufacturing, asphalt mixes, glass manufacturing, precast concrete, wallboard, 
mineral wool, and sub-base for road and interstate highway construction. Steel slag, which like blast furnace slag can be used in cement manufacturing and 
asphalt mixes, is also recycled in applications such as landfill daily cover and internal haul roads, phosphorus removal in wastewater treatment, ground water 
remediation, reactive barrier walls, and agricultural applications, including as a liming agent and micronutrient in fertilizer. Use of iron and steel slag in place of 
mined and quarried rock and mineral aggregates saves these natural resources and reduces the impact to the environment.
U. S. Steel also works with outside organization to repurpose our used equipment. Examples include transforming used conveyor belts into rubber mats and 
used tires from our mining mobile equipment into feeding and water troughs for livestock. At USSK, construction waste like concrete, debris, and ceramics 
from reconstruction and modernization projects is reused by third parties, a recycling effort that has continuously minimized the use of landfills.
Other Cokemaking and Steelmaking Recyclable Materials
U. S. Steel recycles several other materials from the byproduct, cokemaking, ironmaking, steelmaking, and steel finishing operations. In 2021, 8,808 metric 
tons of process materials from the cokemaking byproducts plant were collected and returned directly to coke ovens. Carbon, iron, and steel bearing 
residuals, such as coal and coke fines, taconite pellet fines, blast furnace and steel furnace air pollution control dusts and sludges are used to produce sinter 
and briquettes, which are then used as feedstocks for ironmaking and steelmaking, respectively. This included the production of approximately 4.8 million 
metric tons of sinter, which was used in the blast furnaces, along with 142,151 metric tons of briquettes that was used in the blast furnaces and Basic Oxygen 
Process (BOP) furnaces. 
An additional 114,715 metric tons of mill scale not used internally to make sinter or briquettes was sold to cement manufacturers, which use the mill scale for 
its iron content, a critical ingredient in cement. Hydrochloric acid, which is used in steel pickling operations to remove heavy iron oxide rust from the surface 
of steel coils to prepare the coils for surface coating, results in an iron oxide rich material called spent pickle liquor. The spent pickle liquor is recycled by 
being sent to a recycling plant to regenerate the hydrochloric acid and return it to plants for reuse in pickling, or it is sold for beneficial use as a wastewater 
treatment chemical. 
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Disclosure #
Disclosure Title
Reference/Location
306-4 (continued)
Waste diverted from disposal
In 2021, U. S. Steel reused 273,323 metric tons of regenerated hydrochloric acid in the pickling lines and sent 22,443 metric tons off-site for direct beneficial 
use in wastewater treatment.
Coke Oven Gas and Blast Furnace Gas 
We reduce the amount of waste generated and emissions produced in steelmaking by reusing the byproduct gases produced in our blast furnaces and coke 
ovens because it is good for the environment and good for business. 
U. S. Steel Mon Valley Works is one of the most energy-efficient integrated iron and steel facilities in the world. The Mon Valley Works reuses gases from 
blast furnaces and coke ovens to support combustion processes at U. S. Steel’s Clairton, Edgar Thomson, and Irvin facilities, as well as to generate electricity 
at the Edgar Thomson and Clairton plants. The Mon Valley Works is a certified Alternative Energy System recognized by the Pennsylvania Department of 
Environmental Protection (PADEP). 
Company wide, by using the blast furnace and coke oven gas generated in our cokemaking and steelmaking activities to power our facilities, we avoided 
consuming enough natural gas and other fuels from 2018 to 2021 to heat more than 3.2 million households each year. 
306-5
Waste directed to disposal
Mineral Waste Management
At our Minnesota Ore Operations in the Mesabi Iron Range, we operate several highly efficient taconite mines —“Keetac” and “Minntac.” The stockpiling of 
materials not suitable for processing is regulated by the Minnesota Department of Natural Resources (MNDNR). 
Waste rock and surface material must be removed to uncover the taconite that will be processed. Waste rock and surface overburden are stockpiled around 
the active mining area and back within previously mined areas. U. S. Steel complies with MNDNR design and construction standards for stockpiles, as well as 
reclamation standards. Annual reports are sent to MNDNR that address both completed and planned reclamation activities. 
Approximately 70% of the processed taconite is non-iron-bearing materials that are generated as tailings. Minntac and Keetac both operate tailings basins for 
the storage of tailings that are approximately 8,000 and 6,000 acres, respectively. Each of the tailings basins features active interior tailings disposal basins 
(6,000 acres and 2,400 acres, respectively) with separate exterior perimeter dams. They utilize an instrumentation network around the tailings impoundment 
to routinely monitor the dam. Routine inspections are performed at both facilities, including observing for dam see page. Inspections are performed by 
knowledgeable personnel or third-party engineers. Inactive areas of the tailings basins are reclaimed. Dam safety reports that review the annual activities and 
monitoring are provided to MNDNR annually. MNDNR also conducts independent inspections of reclamation success and dam safety.
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Disclosure #
Disclosure Title
Reference/Location
306-5 (continued)
Waste directed to disposal
Tailings Basin Management
At our Keetac and Minntac facilities, the ore mining process requires the beneficiation of taconite to produce high-grade iron ore pellets. The beneficiation 
process results in 28–30% of the crude ore that is mined becoming product, and 70–72% becoming waste tailings stored in on-site tailings basins.
In 2020, additional monitoring instrumentation was installed at various locations around both basins to help ensure the ongoing safety and stability of 
the facilities.
Tailings basin dams are regulated by the Minnesota Department of Natural Resources. Minnesota Rules 6130 lays out the requirements for metallic mineral 
mining in Minnesota, including the mine and tailings basin areas. This includes the requirement to obtain a Permit to Mine, which regulates the operation, 
maintenance, closure, and post-closure of the facilities. Minnesota Rules 6115 includes the requirements for dam safety, which is applicable to the tailings basin 
storage facilities in the state.
U. S. Steel is a member of the Mineland Vision Partnership (MVP), working with regulatory agencies, mining companies, and communities to plan and design 
future landscapes that benefit all. The MVP is a regional collaboration that develops opportunities for changing of dynamic minescapes, preserving lands to 
sustain current and future mining, and providing resources and education.
Both the Keetac and Minntac facilities conduct reclamation activities in compliance with Minnesota Rules 6130, planting vegetation to provide several benefits, 
including dust mitigation and stormwater controls, in addition to providing wildlife habitats. The facilities work with regulatory agencies to ensure the proper 
seed mixture is used to maximize growth with use of native species. 
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Waste
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Employment
Disclosure #
Disclosure Title
Reference/Location
401-1
New employee hires and employee turnover
While our overall attrition rate in 2021 was 10%, we experienced a low voluntary attrition level of 4%.
2021 Employee Turnover
New hires/Rehires
Age Group
Female
Male
Under 30
13%
88%
30–50
15%
85%
Over 50
17%
83%
Attrition
Age Group
Female
Male
Under 30
17%
83%
30–50
13%
87%
Over 50
10%
90%
401-2
Benefits provided to full-time employees that are not 
provided to temporary or part-time employees
As part of our commitment to cultivating a culture of caring, we have inclusive benefits available for our U.S. non-represented workforce, including expanded 
parental leave, backup dependent care, infertility coverage, gender-confirmation coverage, and healthcare continuation for the families of employees who 
suffer work-related or military service fatalities. In each of 2020 and 2021, U. S. Steel earned a 100% score on the Human Rights Campaign annual Corporate 
Equality Index in recognition of our comprehensive and inclusive benefits.
2021 10-K, Steel Industry Background and Competition p. 7
401-3
Parental leave
U. S. Steel provides up to eight weeks of paid time off for either parent following the birth of a child, the birth of a child of a domestic partner, or the placement 
of a child for foster care or adoption. For birth mothers, this new parental leave is in addition to the available short-term disability period of six or eight weeks 
depending on the type of delivery.
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Labor/Management  
Relations
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Occupational  
Health And Safety
Disclosure #
Disclosure Title
Reference/Location
403-1
Occupational health and safety management system
Safety and Industrial Hygiene Policy
2021 Sustainability Report, Safety, p. 54 
403-2
Hazard identification, risk assessment, and incident 
investigation
In 2021, we made significant improvements to our hazard identification and risk assessment (HIRA) process, including: 
 Defining a more systematic approach  
 Development of a customized HIRA module in our Safety Recordkeeping System (SRKS) 
 Leveraging data from our Risk Registers and HIRA process to guide our safety improvement initiatives
We now have a better understanding of our risk profile within each department at our U. S. Steel locations. Our revised HIRA process will enable us to easily 
prioritize our risk and put our focus and attention on the most hazardous jobs within each operating facility.
One of the principal opportunities for improvement we had in 2021 was the identification and development of an easy-to-use Root Cause Analysis Tool. 
5-Why and Fishbone Analysis tools were built directly into the SRKS that allow our management teams to easily identify, analyze, and document the root 
causes of our incidents with the intention to eliminate repeat events from occurring in the future.
Disclosure #
Disclosure Title
Reference/Location
402-1
Minimum notice periods regarding operational changes
U. S. Steel follows all applicable laws, rules and regulations regarding notification to employees prior to operational changes that may affect them. Advance 
notification and/or consultation of certain operational changes is provided for in certain labor agreements that cover represented U. S. Steel employees.
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Disclosure #
Disclosure Title
Reference/Location
403-3
Occupational health services
U. S. Steel employs dedicated internal industrial hygiene professionals who, under the supervision of a Certified Industrial Hygienist, coordinate sampling 
plans and exposure mitigations with our internal plant medical services to ensure compliance with local, state and federal regulations.
We have established protocols for access to medical records that comply with HIPAA requirements to ensure confidentiality with the affected employees. 
Access to all medical records and exposure documentation is controlled through our licensed medical professionals. These services are available to all 
employees through onsite medical facilities.
403-4
Worker participation, consultation, and communication on 
occupational health and safety
Three seasonal safety campaigns were held this year across U. S. Steel that emphasized worker engagement and the sharing of best practices throughout 
the corporation. 
1. March to Zero 2021: Success is No Accident (March–April) 
2. All Summer Long … Stay Safe and Stay Green (May –August) 
3. Safety and Environmental … Never Take a Holiday (November –January) 
These three safety campaigns included 15 worker engagement activities covering topics such as safety risk identification and elimination, fatality prevention, 
and safety management processes. We also partnered with our Environmental Affairs Department which coordinated five environmental activities throughout 
our 2021 safety campaigns. Surveys were conducted, employees were recognized, and best practices were shared routinely throughout the safety 
campaigns. Every other week, each organization would share the outputs of their engagement efforts on a report out call. In 2022, we look forward to finding 
new ways to engage our employees on the identification of hazards and the determination of controls to make our workplace safer.
403-5
Worker training on occupational health and safety
U. S. Steel recognizes the importance of ensuring our employees have the education, qualification, and experience necessary to carry out their daily work 
duties in a manner that will keep them and their coworkers safe. All employees receive routine safety and health training in a multitude of formats to ensure 
we equip our employees with the skills and knowledge that will positively impact their safety performance. New employee orientation and annual safety 
awareness training are provided on an annual basis, and task-specific on-the-job training is performed and built into the job qualification requirements of 
every employee.
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Occupational  
Health And Safety
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Disclosure #
Disclosure Title
Reference/Location
403-6
Promotion of worker health
In 2021, we continued our commitment to cultivating a culture of caring and inclusivity by maintaining inclusive and family-focused benefit programs for our 
U.S. non-represented workforce. Programs designed to support an inclusive workplace culture and to attract and retain a diverse workforce include: 
 Domestic partner coverage: The allowance of eligible domestic partners and eligible children to receive coverage under U. S. Steel’s health and welfare 
programs  
 Healthcare continuation for work-related or military service fatalities: Healthcare continuation for surviving eligible family members of employees who are 
fatally injured at work or in the line of duty while on military leave  
 Gender confirmation procedure coverage: Additional medical coverage for treatments and medications associated with gender confirmation 
In addition, we are fostering our culture of caring through benefit programs designed to further support our employees and their families with new programs, 
such as:  
 Parental leave: Up to eight weeks paid time off for either parent following the birth of a child, the birth of a child of a domestic partner, or the placement of 
a child for foster care or adoption. For birth mothers, this new parental leave is in addition to the available short-term disability period of six or eight weeks 
depending on the type of delivery  
 Infertility coverage: Additional medical coverage for infertility treatments and medications  
 Bereavement leave: Provides for up to 15 days for immediate family  
 Adoption assistance: The company will reimburse up to $4,000 for eligible expenses related to the adoption of a child  
 Emergency backup care (New for 2021): Provides emergency child or adult dependent care up to 10 times per year (available for both represented and 
non-represented employees) 
COVID-19-Related Data Analytics: A dashboard continues to track COVID-related absences, medical/disability claims, and pandemic-related healthcare usage 
for each location. 
2021 10-K, Employee Health & Safety p. 10
2022 Proxy Statement, Social: Employee Health & Safety, p. 22–23
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Disclosure #
Disclosure Title
Reference/Location
403-7
Prevention and mitigation of occupational health and safety 
impacts directly linked by business relationships
2021 Sustainability Report, Health and Safety, p. 51
403-8
Workers covered by an occupational health and safety 
management system
2021 Sustainability Report, Health and Safety, p. 51
403-9
Work-related injuries
2021 Annual Report, Employee Health and Safety, p. 10
403-10
Work-related ill health
2021 Annual Report, Employee Health and Safety, p. 10
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Occupational  
Health And Safety
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Training And Education
Disclosure #
Disclosure Title
Reference/Location
404-1
Average hours of training per year per employee or training 
days per employee
Throughout the year, we delivered 1,422 distinct Learning & Development training courses to more than 13,000 employees for more than 360,000 hours of 
employee training. Learning & Development offerings were mainly focused on leadership development and DE&I.
Employee Category Rollup
Avg Training Hours per Employee Trained
 Union 
31.14 
 Non-Union 
14.44 
 Other 
7.24 
 Grand Total 
27.70
404-2
Programs for upgrading employee skills and transition 
assistance programs
2021 Sustainability Report, p. 110
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Diversity And  
Equal Opportunity
Disclosure #
Disclosure Title
Reference/Location
405-1
Diversity of governance bodies and employees
Job Classification
Female
Male
Total
Non-union
18.0%
82.0%
100.0%
Union
7.4%
92.6%
100.0%
Grand Total
9.6%
90.4%
100.0%
Job Classification
Under 30
30–50
Over 50
Total
Non-union
13.8%
53.9%
32.3%
100.0%
Union
9.2%
48.4%
42.4%
100.0%
Grand Total
10.2%
49.6%
40.3%
100.0%
Job Classification
POC
White
Total
Non-union
13.3%
86.7%
100.0%
Union
22.1%
77.9%
100.0%
Grand Total
20.2%
79.8%
100.0%
405-2
Ratio of basic salary and remuneration of women to men
We conduct Pay Equity analysis of our salaried positions and in the organization the average ratio of female to male salary by job level is 100%. For union 
represented employees covered by a collective bargaining agreement, remuneration is governed by the terms of the relevant labor agreement.
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Freedom Of Association 
And Collective Bargaining
Disclosure #
Disclosure Title
Reference/Location
407-1
Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
Approximately 80% of our employees in North America and Slovakia are covered by collective-bargaining agreements, guided by the National Labor 
Relations Act in the U.S. and the Law on Collective Bargaining in Slovakia. We work closely with union representatives to provide safe and productive 
workplaces that enable our employees to deliver high-quality products and meet the needs of our customers. Our partnership with the United Steelworkers 
includes not only a commitment to safety programs, but also a common approach to combating the unfairly traded imports that threaten our industry, our 
company, and ultimately, the jobs of our employees.
Disclosure #
Disclosure Title
Reference/Location
413-1
Operations with local community engagement, impact 
assessments, and development programs
2021 Sustainability Report, Community Engagement, p. 55
413-2
Operations with significant actual and potential negative 
impacts on local communities
2021 Sustainability Report, Community Engagement, p. 55
Disclosure #
Disclosure Title
Reference/Location
415-1
Political contributions and/or lobbying
Political Contributions Policy
Political Contributions and Expenditures Report
Local Communities
Public Policy
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SASB Index
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 SUSTAINABLE ACCOUNTING STANDARDS BOARD (SASB) INDEX
IS — Iron & Steel Producers
Sector
Code
Accounting Metric
Response
EM-IS
110a.1
Gross global Scope 1 emissions, percentage covered under 
emissions-limiting regulations
29 million metric tons 
Percentage covered under emissions-limiting regulations is 31% within European operations.
EM-IS
110a.2
Discussion of long-term and short-term strategy or plan to manage 
Scope 1 emissions, emissions reduction targets, and an analysis of 
performance against those targets
2021 Sustainability Report, Working Aggressively Toward a Net Zero Carbon Target for 2050, p. 102
Greenhouse Gas Emissions
Air Emissions
Sector
Code
Accounting Metric
Response
EM-IS
120a.1
Air emissions of the following pollutants: (1) CO, (2) NOx (excluding 
N2O), (3) SOx, (4) particulate matter (PM10), (5) manganese (MnO), 
(6) lead (Pb), (7) volatile organic compounds (VOCs), and (8) 
polycyclic aromatic hydrocarbons (PAHs)
GRI 305-7, p. 67
U. S. Steel does not report on MnO or PAHs at this time.
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Sector
Code
Accounting Metric
Response
EM-IS
130a.1
(1) Total energy consumed, (2) percentage grid electricity, (3) 
percentage renewable
1. 374.35 MGJ total energy consumed
2. 7.2% grid electricity
3. Insufficient data on renewables
EM-IS
130a.2
(1) Total fuel consumed, (2) percentage coal, (3) percentage natural 
gas, (4) percentage renewable
1. 342.76 MGJ
2. 65.6% coal
3. 30.9% natural gas
4. 0.3% renewable 
Energy Management
Water Management
Waste Management
Sector
Code
Accounting Metric
Response
EM-IS
140a.1
(1) Total fresh water withdrawn, (2) percentage recycled, (3) 
percentage in regions with High or Extremely High Baseline 
Water Stress
1. GRI 303-3, p. 94
2. 74%
3. 0%
Sector
Code
Accounting Metric
Response
EM-IS
150a.1
Amount of waste generated, percentage hazardous, 
percentage recycled
GRI 301-3, p. 87
U. S. Steel does not report on amount of waste generated and hazardous waste at this time.
 SUSTAINABLE ACCOUNTING STANDARDS BOARD (SASB) INDEX
IS — Iron & Steel Producers
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IS — Iron & Steel Producers
Sector
Code
Accounting Metric
Response
EM-IS
320a.1
(1) Total recordable incident rate (TRIR), (2) fatality rate, and (3) 
near-miss frequency rate (NMFR) for (a) full-time employees and (b) 
contract employees
U. S. Steel reports 0.06 OSHA Days Away From Work for the Workforce Health & Safety metric.
Workforce Health & Safety
Supply Chain Management
Activity Metric
Sector
Code
Accounting Metric
Response
EM-IS
430a.1
Discussion of the process for managing iron ore and/or coking 
coal sourcing risks arising from environmental and social issues
GRI 102-9, p. 74
Sector
Code
Accounting Metric
Response
EM-IS
000.A
Raw steel production, percentage from: (1) basic oxygen furnace 
processes, (2) electric arc furnace processes
Total steel production: 16.389 million metric tons
1. 82%
2. 18%
EM-IS
000.B
Total iron ore production
2021 10-K, Iron Ore, p. 17
EM-IS
000.C
Total coking coal production
2021 10-K, Coke, p. 18
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UN SDG Alignment
The Sustainable Development Goals (SDGs) are an 
issue-based agenda launched by the United Nations and 
adopted by all UN member states in 2015. As the world 
seeks to unite around these goals, the SDGs have gained 
significant traction from business organizations across 
the world. U. S. Steel recognizes the importance of and 
supports the SDGs through our corporate mission and 
sustainability program. 
We have aligned our sustainability pillars and material 
topics to the relevant SDGs below.
Celebrate Innovation
We enable the development of profitable, sustainable 
solutions for customers and drive positive outcomes for 
all stakeholders. This involves material efficiency, energy 
management, and process and product innovation.
Empower People
We maximize the potential of people we impact, internally 
through employee benefits and development, and 
externally through community outreach. This includes 
community engagement, corporate governance, DE&I, 
health and safety, relationships with unions, and talent 
management.
Protect the Environment
We strive to minimize our environmental footprint through 
implementation of our greenhouse gas intensity reduction 
goal, air quality goal and adherence to environmental 
standards. It requires us to engage with our stakeholders 
throughout the year and report on our performance to 
relevant groups across our organization. We are working to 
ensure our transition to net-zero greenhouse gas emissions 
is just and equitable for directly affected communities.  
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Legal Disclaimer
This report contains information that may constitute “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, 
and Section 21E of the Securities Exchange Act of 1934, as amended. We intend the forward-looking statements to be covered by the safe harbor provisions 
for forward-looking statements in those sections. Generally, we have identified such forward-looking statements by using the words “believe,” “expect,” 
“intend,” “estimate,” “anticipate,” “project,” “target,” “forecast,” “aim,” “should,” “will,” “may” and similar expressions or by using future dates in connection with 
any discussion of, among other things, the construction or operation of new or existing facilities, operating performance, trends, events or developments that 
we expect or anticipate will occur in the future, changes in global supply and demand conditions and prices for our products, statements regarding our future 
strategies, products and innovations, statements regarding our greenhouse gas emissions reduction goals, risk management, including climate-related risks and 
opportunities, and statements expressing general views about future operating results. However, the absence of these words or similar expressions does not 
mean that a statement is not forward-looking. Forward-looking statements are not historical facts, but instead represent only the Company’s beliefs regarding 
future events, many of which, by their nature, are inherently uncertain and outside of the Company’s control. It is possible that the Company’s actual results may 
differ, possibly materially, from the anticipated results indicated in these forward-looking statements. Management believes that these forward-looking statements 
are reasonable as of the time made. However, caution should be taken not to place undue reliance on any such forward-looking statements because such 
statements speak only as of the date when made. Our Company undertakes no obligation to publicly update or revise any forward-looking statements, whether 
as a result of new information, future events or otherwise, except as required by law. In addition, forward-looking statements are subject to certain risks and 
uncertainties that could cause actual results to differ materially from our Company’s historical experience and our present expectations or projections, including 
any failure to meet stated greenhouse gas emissions goals and commitments, and execute our strategies in the timeframe expected or at all. These risks and 
uncertainties include, but are not limited to, the risks and uncertainties described in this report and in “Item 1A. Risk Factors” in our Annual Report on Form 10-K 
and those described from time to time in our reports filed with the Securities and Exchange Commission. 
References to “we,” “us,” “our,” the “Company,” and “U. S. Steel,” refer to United States Steel Corporation and its consolidated subsidiaries and references to “Big 
River Steel” refer to Big River Steel Holdings LLC and its direct and indirect subsidiaries unless otherwise indicated by the context. References to “partner” and 
“partnership” refer to collaborative arrangements with various third parties, and do not imply or create a joint venture, partnership or any other similar relationship 
between the parties or any legal obligations on behalf of U. S. Steel or its subsidiaries, directors, officers, employees or agents. 
The inclusion of information in this report should not be construed as a characterization regarding the materiality or financial impact (or potential impact) of 
that information or confirmation or other expectation that the actions described in this report (or related capital investments) will be taken within the time 
frame described, or at all. For additional information regarding U. S. Steel, please see our current and periodic reports filed with the Securities and Exchange 
Commission, including our Annual Report on Form 10-K and Quarterly Reports on Form 10-Q.
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Contact Us
Corporate Headquarters
600 Grant Street
Pittsburgh, PA 15219
(412) 433-1121
www.ussteel.com       
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