2021 ESG REPORT
Proven to perform.

ATI 2021 ESG REPORT  |  2
At ATI, we believe a company should be defined not only by near-term financial results, but also by 
its values and the way in which those values inform its actions. Woven into our mindset, our core 
values set the foundation of everything that we achieve. They ensure that we keep our people safe, 
protect the environment while delivering for our customers, create the diverse and inclusive culture 
we aspire to lead, and support the communities in which we operate. 
Last year marked a significant turning point for ATI, defined by crucial transformation of our business that sharpened our focus on the demanding, high-value 
products and markets where our unique materials science capabilities set us apart. Despite rapid change and significant uncertainty, we evolved and strengthened 
our business while maintaining our steadfast commitment to environmental stewardship, social engagement and strong corporate governance. In 2022, we are 
poised for growth and energized by many opportunities to promote these principals while delivering for our investors. 
In particular, we are excited about the many opportunities the “greening” of the global economy presents to our business. Our products are indispensable to our 
customers’ efforts to meet the challenges of the world’s rapidly evolving and demanding sustainability needs and expectations. ATI’s innovative and exacting 
products and services are helping to solve the world’s climate and other environmental challenges through materials science, with applications ranging from lighter, 
more fuel efficient, longer-lasting jet engines, to renewable and other carbon-free energy production, to pollution control and wastewater treatment. 
We do what we say we are going to do, when we say we are going to do it, and we do it the right way. We are committed in our own operations to achieving 
our stated environmental goals, improving the diversity of our workforce, cultivating an inclusive corporate culture, fostering local community involvement and 
sustaining our long and proud tradition of robust corporate governance.  As an industry leader, and as reflected in this Report, we’ve succeeded in advancing each 
of these priorities, and we look forward to continuing progress. 
To that end, I am pleased to report that – as promised – we adopted the Task Force on Climate-Related Financial Disclosures (“TCFD”) reporting framework for 
2021 and published our inaugural stand-alone TCFD Report, which you can find at https://www.atimetals.com/aboutati/Pages/safety-sustainability.aspx. This 
effort reflects our ongoing commitment to addressing the impacts of climate change as part of our broader ESG vision. 
Thank you for your support as we look forward to discovering new ways to solve the world’s challenges through materials science. 
MESSAGE FROM CEO
OUR CORE VALUES
Integrity
We do the right things the right way; it’s 
the cornerstone of our relationship with 
every stakeholder.
Accountability
We do what we say we are going to do. 
We set a standard for excellence and 
hold ourselves and our team accountable 
for our actions, results and delivering 
value for our customers.
Safety & Sustainability
We are committed to a Zero Injury 
Culture, protecting our people and the 
planet through our products and the 
way we operate. 
Teamwork & Respect
We seek and celebrate diverse views, 
capabilities and experiences to power our 
collaborative work environment.
Innovation
We embrace change and unique 
perspectives to create sustainable value, 
acting with urgency and taking calculated 
risks to learn and continuously improve.
Robert S. Wetherbee
Board Chair, President and 
Chief Executive Officer
Message from CEO
Report Highlights
Who We Are
Our Commitment to 
Climate Action
Our Approach
Environmental 
Sustainability
Social Engagement
Corporate 
Governance
Framework Charts

ATI 2021 ESG REPORT  |  3
REPORT HIGHLIGHTS
53% decline in lost time rate, and 
48% decline in recordable incident 
rate, since 2018
WORLD-CLASS 
SAFETY RECORD
TCFD 
REPORT
First stand-alone report 
published in April 2022
7 BILLION
More than
gallons of water recycled
by our manufacturing facilities in 2021
45%
decline in Green House Gas (GHG)
emissions including all of our manufacturing facilities, since 2018
TABLE OF 
CONTENTS
62%
More than
recycled materials
used in production
43.1%
diversity/inclusion 
candidates
of 2021 new hires were 
Enterprise-wide target for 80% of all open job slates to
30% DIVERSE 
CANDIDATES
include a minimum of
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action
2. Message from CEO
4. Who We Are
6. Our Commitment to 
Climate Action
7. Our Environmental, Social and 
Governance (ESG) Approach
8. Environmental 
Sustainability
13. Social Engagement
19. Corporate Governance
25. Sustainability Disclosure Topics 
& Accounting Metrics 
3. Report Highlights

ATI 2021 ESG REPORT  |  4
Our Vision: Solving the World’s Challenges 
through Materials Science.
ATI is a $3 billion global producer of high-performance materials and 
solutions. We are a leader in high-value markets that require suppliers to 
have deep materials science expertise, significant know-how, stringent 
product qualifications and strong customer and supplier relationships.
Through our extraordinary materials science and advanced, integrated process excellence, we 
create new specialty materials, then shape them to meet our customers’ needs for ultimate 
performance, efficiency and long-term value. Whether the challenge is searing heat, crushing 
stress, blistering corrosion or all the above, our technologies make amazing achievements possible. 
Our materials play a critical role in delivering:
► Every new generation of aircraft in the last 50 years, including airframes and jet engines that 
continue to safely push the limits of power, fuel efficiency and reliability; 
► Clean energy solutions such as materials for green hydrogen production, geothermal 
applications, nuclear power generation, energy storage and pollution control; 
► Next-generation defense systems and armor for protecting people and equipment from the 
ever-evolving threat of deadly explosive weapons; and 
► Medical advances ranging from superconducting MRI machines to implantable stents and 
artificial joints that save and improve thousands of lives every day. 
Our rapidly evolving world requires robust and versatile materials and components produced in 
an ecologically sustainable manner, and at ATI, we are determined to help meet that need. We’re 
investing in the capabilities and science that will enable customers to sustainably tackle the next 
generation of life-changing challenges, whatever they may be.
WHO WE ARE
Solving the World’s Climate Challenge
ATI’s innovating and exacting products and processes are helping to solve the 
world’s climate challenges by supporting the transition to a low-carbon economy. 
Customers rely on ATI for materials with enhanced corrosion and/or heat 
resistance, strength, and other properties for a wide array of applications that 
promote green-house gas reduction and environmental sustainability, including 
alloys and components that:
► improve the performance of Land Based Gas Turbines; 
► are used in solar and geothermal power applications; and 
► help enable electrolyzers used in the production of 
hydrogen from water;
► support sustainable nuclear energy applications and fuel 
cell interconnects and solid oxide fuel cells used for on-site 
power generation; 
► help produce next generation aircraft that save fuel, reduce 
emissions, reach new levels of efficiency and reliability, and 
safely carry millions of air travelers every single day; 
► are essential to pollution control equipment in power plants 
and ships and treatment of ship ballast water.
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  5
For ATI, 2021 was a year of marked achievement and accelerating 
recovery following the profound impact of the global pandemic 
in 2020 and the sweeping challenges it presented to the global 
community and economy. Although the pandemic continued to 
impact our business throughout the year, we began to benefit in 2021 
from meaningful improvement in customer demand from our most 
significant end-markets, including the commercial aerospace industry. 
At the same time, we continued to successfully execute our strategy, positioning our business for 
recovery and growth. In December 2020, we announced plans to exit production of low-margin 
standard stainless sheet products, streamline the operations of our Specialty Rolled Products 
(“SRP”) business, and redeploy capital to invest in our specialty capabilities, sharpening our 
focus on higher-margin opportunities, including in aerospace and defense. We succeeded in this 
transformation during 2021, in spite of the ongoing challenges to our business; we no longer 
produce the low-margin standard stainless sheet products that we committed to exiting and are 
on track to complete our plans to streamline operations within our SRP business. 
Moreover, as demonstrated in this Report, we continued to make progress toward our previously-
established environmental and safety goals, as well as on other ESG-related fronts. 
Our business returned to profitability in the third quarter of 2021, more quickly than we had 
anticipated, and we believe that the strategic and operational changes we have achieved and 
continue to pursue are positioning our business for success in 2022 and beyond. 
There are data points in this report that may ultimately appear different or unique 
for 2020 and/or 2021 because of the impacts of the COVID-19 pandemic and other 
recent challenges on our industry and business. Where possible, we will provide 
additional information and explanation.
Sales of $2.8 billion compared to $3.0 billion in the prior year, notwithstanding our 
exit from standard stainless production
► Reflects building momentum in commercial aerospace markets and the acceleration of 
high-value product sales, consistent with our strategy as we emerge from the pandemic-
related downturn a stronger, more focused business
► Includes fourth quarter revenue of $765 million (a 16% year-over-year improvement) and 
third quarter revenue of $726 million (up 18% sequentially and 21% year-over-year)
Gross profit of $333 million compared to $293 million in 2020
Net loss attributable to ATI of $38.2 million, compared to a net loss attributable 
to ATI of $1,573 million in 2020, which included $1,507 million in restructuring and 
other charges, net of associated tax impacts
► Reflects return to profitability in the third quarter of 2021
Preserved strong liquidity and cash position
► Refinanced $500 million in long-term debt at meaningfully improved interest rates
► Significantly reduced our net pension obligations, ending the year at 84% funded status 
compared to 75% at year-end 2020, representing a $278 million, or 41%, year-over-year 
improvement
► Ended the year with total liquidity of over $1 billion, including $688 million of cash on 
hand at December 31, 2021
Positioned our business for future recovery and growth
► Exited production of low-margin standard stainless steel sheet products, streamlined the 
operations of our SRP business and redeployed capital
Returning capital to stockholders.
► In early 2022, announced a $150 million share repurchase program
2021 FINANCIAL PERFORMANCE HIGHLIGHTS 
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  6
OUR COMMITMENT TO CLIMATE ACTION
Consistent with our values – Integrity; Safety & Sustainability; 
Accountability; Teamwork & Respect; and Innovation – we believe that 
long-term excellence and profitability require us to operate in ways that 
promote environmental and social sustainability, supported by appropriate 
governance structures and enterprise risk oversight practices. We are 
committed to protecting our people, our communities and our planet 
through our products and the way we operate. 
We support the principles of the Paris Accord and global efforts to reduce GHG emissions and 
understand that businesses such as ours have an active role to play in identifying and implementing 
solutions to the challenges posed by climate change. We first publicly articulated climate-related 
targets for reducing GHG emissions and energy intensity, among other sustainability metrics, in 
2017 and since then, have periodically reported on our steady progress in achieving, or exceeding, 
the reduction targets that we set. Recognizing that our investors and other stakeholders benefit 
from the transparency and comparability of disclosure across business and industries that 
commonly-accepted reporting frameworks can drive, we aligned our 2020 ESG Report with the 
Sustainability Accounting Standards Board (“SASB”) standard. This year’s report also aligns with 
the SASB standard, and we intend to continue that practice in future reports. 
For 2021, we adopted the Task Force of Climate-related Financial Disclosures (“TCFD”) reporting 
framework in further recognition of our stakeholders’ growing interest in gaining a deeper 
understanding of the climate-related risks and opportunities that climate change presents to 
our business. Coincident with the publication of this ESG Report, we published our first, stand-
alone TCFD Report, which is available at https://www.atimetals.com/aboutati/Pages/safety-
sustainability.aspx. 
To support the development of our TCFD Report, we established a cross-functional working 
group drawn from leadership in relevant portions of our organization. As discussed in greater 
detail in the Report, the team broadly considered both the physical risks that climate change 
poses to our business, as well as the risks and opportunities that global efforts to transition to 
a low-carbon economy present to our business. Our 2021 TCFD report describes the team’s 
processes and analysis, the governance structures that we have in place to enable appropriate 
risk oversight as it pertains to climate change matters, the principal risks and opportunities 
that climate change and the transition to a low-carbon economy present to our business, 
and our expectations about the extent to which and time horizon over which those risks and 
opportunities may impact our business.  
Ultimately, our operations, and those of our customers and suppliers, produce GHG emissions. 
Although we produce some specialty steel products, we do not burn any coal in our own 
operations, in contrast to integrated carbon steel producers, generally. Additionally, as discussed 
elsewhere in this report, we make extensive use of recycled scrap material in our production 
processes. Nevertheless, producing the highly-specialized alloys and other critical products that 
we provide to the commercial aerospace, defense and other markets requires that we melt raw 
materials at very high heat and engage in other processes that consume energy. While a significant 
portion of those processes are fueled by electricity, a substantial portion of which is sourced from 
carbon-free generators, the majority use natural gas. We believe we have made important strides 
in addressing our environmental impact, including as it pertains to GHG emissions. Work remains, 
however, as we continue to address the risks and opportunities that climate change presents to 
our business. 
As we continue to identify, assess and manage climate-related risks over the course of 2022, 
we intend to re-evaluate our previously-articulated environmental sustainability goals, including 
our specific goals pertaining to GHG reductions, to ensure that our goals are aligned with, and 
meaningful in the context of, changes in our business and the evolving expectations of our 
stakeholders. Additionally, in 2021, we exited production of standard stainless steel products 
and began efforts to streamline our production footprint by consolidating certain parts of our 
operations, which remains on track for completion. These changes are expected to create 
additional operational efficiencies and may also drive changes to our previously-articulated goals.
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Our Commitment to 
Climate Action
Framework Charts
Social Engagement
Corporate 
Governance

ATI 2021 ESG REPORT  |  7
At ATI, we recognize that long-term excellence 
and profitability require that we operate in 
ways that promote environmental and social 
sustainability, supported by appropriate 
governance structures and enterprise risk 
oversight practices. One of our core values is 
Safety & Sustainability, and we’re committed to 
protecting our people and our planet through our 
products and the way we operate. We continually 
refine our efforts to enrich the communities in 
which we operate, lessen our environmental 
impact, improve the health and safety of our 
employees, and ensure the sustainability and 
quality of our workforce. 
► Environmental Sustainability. As described in this report, 
we continue to make progress toward established performance 
targets for reductions in energy intensity, Green House Gas 
(GHG) emissions and freshwater intake, as well as targets for 
full ISO 14001 certification at each of our facilities and increases 
in our already extensive production use of recycled materials. 
This report addresses our progress toward these targets in 2021 
and provides additional disclosures on other air emissions, water 
management and waste management efforts. As discussed 
elsewhere in this Report, we have aligned our disclosures with 
both the SASB and, in relation to climate-change matters, TCFD 
reporting frameworks. 
OUR ENVIRONMENTAL, SOCIAL AND 
GOVERNANCE (ESG) APPROACH
► Social Engagement. Attracting, retaining, developing and 
ensuring the safety and wellbeing of a talented and diverse 
workforce is key to the sustainability of our business. This report 
describes the human capital management initiatives we have 
in place to meet these challenges, including the cultivation of a 
diverse workforce and inclusive culture and engagement in our local 
communities. Additionally, as described in this report, we are deeply 
committed to workplace safety and have an outstanding enterprise-
wide safety record. To that end, we are progressing toward our goal 
of obtaining ISO 45001 certifications at each of our manufacturing 
facilities, one component of our comprehensive efforts to ensure 
continued workplace safety and promote a zero-injury work 
environment. 
► Corporate Governance. ATI has a long tradition of strong 
corporate governance that extends to the governance and 
oversight of ESG matters. We have a diverse, highly credentialed, 
highly experienced and highly engaged Board that guides the 
strategic direction of our business. This report addresses our history 
of Board leadership and diversity, our practices associated with risk 
management and oversight, the governance of our ESG initiatives 
and related matters, including our cybersecurity initiatives and 
ethics and compliance programs.
We are Committed to:
► Conducting business in accordance with 
applicable laws, regulations, permits and ATI’s 
Corporate Guidelines for Business Conduct and 
Ethics;
► Respecting the rights of people affected by our 
activities and fostering a respectful dialogue with 
them;
► Supporting local communities and contributing 
to their sustainability through measures such as 
locally sourcing goods and services and employing 
local people;
► Establishing non-discriminatory conduct 
in the workplace, hiring practices and 
career advancements. Ensuring that hiring, 
advancements and promotions are unbiased and 
based on merit and ability;
► Continually improving safety, health and 
environmental policies, management systems and 
controls so they are fully integrated into company 
activities;
► Promoting a culture of safety and continually 
reinforcing company-wide safety efforts and 
maintaining programs that effectively address 
workplace hazards and monitor and protect 
employee health and safety;
► Conducting operations in a sound environmental 
manner and seeking to continually improve 
performance;
► Promoting the efficient use of energy and material 
resources in all aspects of our business; and
► Practicing product stewardship and promoting 
research to enhance the benefits of our products 
to society.
We ensure that all ATI employees are involved in the 
enhancement of health and safety initiatives.
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  8
At ATI, we are committed not only to maintaining and operating our businesses in full 
compliance with all applicable environmental laws, regulations, and rules, but also to 
strong ESG practices and effectively managing and reducing our environmental impact.
ENVIRONMENTAL SUSTAINABILITY
A Legacy of Investment in Impact Reduction
► The wastewater treatment facility at our Brackenridge, PA facility, installed in 2007, recycles water up to three times, 
which reduces the volume of water withdrawn from navigable water. 
► A separate facility related to our Brackenridge operations recycles pallets, crates and other wooden packaging material.
► A deionization system installed at our Richburg, SC facility in 2018 enables that facility to reuse water in its largest 
cooling tower multiple times. 
► In 2020, we completed a LED lighting retrofit at our operations in Cudahy, WI, reducing annual energy usage at that 
facility by 8.4 million kWh. This reduction is equivalent to, for example, the aggregate GHG emissions of more than 1,200 
passenger cars driven for one year or the GHG emissions avoided by recycling more than 2,000 tons of waste or the 
carbon sequestered by nearly 100,000 tree seedlings grown for 10 years. A similar investment at our facility in Remscheid 
Germany achieved a reduction in energy usage equivalent to a 45% reduction in CO2 emissions by that facility.
► Our Millersburg, OR facility recovers aqueous ammonia at over 99.5% efficiency, allowing for the recovery and reuse of 
up to 4 million pounds of aqueous ammonia annually. 
► Through a program that returns oily absorbent materials to a processing center that cleans and recycles them for 
reuse, our participating facilities have diverted more than 15,000 pounds of oily waste from landfills in just the last 
two years. 
► In 2010, in partnership with the cities of Albany and Millersburg, OR, we developed the “Talking Water Gardens,” an 
innovative water discharge and treatment system using constructed wetlands to cool and safely return treated water to 
the Willamette River, helping to protect the river’s sensitive habitat.
► A partnership between Harrison Township, PA, ATI and Western Pennsylvania Conservancy resulted in planting trees on 
ATI’s property to provide a barrier between the industrial site and the community and enhance stormwater collection.
► In 2021, We Energies and ATI launched the largest solar power project in the history of Cudahy, WI. ATI’s vacant 
land is now home to WE Energies’ 7,000 solar panels that provide carbon-free power to homes across Wisconsin.
► In 2022, we replaced the argon recapture units in two locations, achieving 90% recapture efficiency.
*Using 2018 as baseline year.
Goals for Reducing Our  
Environmental Impact 
We have established the following near- and longer-term goals relating 
to reductions in energy intensity, GHG emissions and water intake, as 
well as targets for increases in our already extensive production use of 
recycled materials. 
2022
2025*
2030*
Include all 
manufacturing 
facilities in metrics
Reduce Energy 
Intensity 5%
Reduce Energy 
Intensity 7%
Reduce CO2e/
GHG emissions 
intensity by 5%
Reduce CO2e/
GHG emissions 
intensity by 7%
Reduce freshwater 
intake intensity by 
5%
Reduce freshwater 
intake intensity by 
8%
Increase recycled 
materials used in 
production to 80%
Increase recycled 
materials used in 
production to 83%
Performance Targets*
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  9
Our 2021 Performance and Progress Toward Our Goals 
In 2018, we began annually reporting on our progress toward our goals, based on data that generally included our largest domestic manufacturing operations.  Consistent with our goal for 2022, we have 
included all of our manufacturing facilities in our performance target reporting for 2021, expanding beyond our seven largest facilities. Our metrics now include data from our 19 manufacturing locations 
including facilities.
The following tables summarize our recent performance relative to our other environmental sustainability goals for our manufacturing sites. Our data for 2018 has been adjusted to 
include the 19 locations mentioned above and is presented as adjusted and compared to 2021. As illustrated below, we have made significant progress toward our goals since 2018, 
including meaningful reductions in GHG emissions from both an absolute “location based” standpoint and from a “market based” standpoint giving effect to our zero-emission nuclear 
generation supply contract.
In 2018, we also set a goal for all of our manufacturing facilities to be ISO 14001 certified by the end of 2022.  We have made significant progress toward this goal in spite of the pandemic and ongoing 
business transformation efforts, but are re-evaluating it as part of our decision to revise our goals in 2022. 
* See additional Scope I and Scope II detail below
Metric 
Units 
2018 
Performance
2021 
Performance
% Change
2018 Intensity 
unit/ton of 
production
2021 Intensity 
unit/ton of 
production
% Change 
Energy Consumed
Gigajoules
13,878,230
12,047,835
-13.2
3.57
3.77
7
CO2e Emissions*
Metric tons of CO2e
1,188,409
659,942
-44.5
0.31
0.21
-13.8
Fresh Water Intake
Kilo-gallons
5,298,885
4,136,532
-22.0
1.36
1.31
-3.8
Metric  (CO2e Emissions Detail)
2018 
(MT CO2e)
2021 
(MT CO2e)
% Change
2018 Intensity 
unit/ton of 
production
2021 Intensity 
unit/ton of 
production
% Change 
Scope I Emissions
506,660
430,192
-15.1
0.13
0.14
-4.6
Location-based Scope 2 Emissions
681,750
401,605
-41.1
0.18
0.13
-27.7
Market-Based Scope 2 Emissions†
681,750
229,751
-66.3
0.18
0.07
-58.5
Total Location-Based Emissions
1,188,409
831,797
-30
0.3
0.26
-13.3
Total Market-Based Emissions†
1,183,668
659,942
-44.5
0.3
0.21
-3
* “Recycled Materials Used in Production” refers to the percentage of raw materials used in our production of specialty materials that is sourced from scrap metal, either purchased or originating from our 
own manufacturing processes.
Metric*
2018 Tons Recycled
2021 Tons Recycled
2018 Recycled Materials Used in 
Production 
2021 Recycled Materials Used in 
Production
Material Recycled 
26,235
98,145
approximately 63%
62%
† Reflects impact of carbon-free electric power sourcing beginning in 2019
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  10
Energy Intensity
For 2021, our energy consumed by our 19 
manufacturing facilities was lower than our 2018 
baseline year. Specifically, energy consumed 
declined from approximately 13.8 million GJ in 2018 
to approximately 12.0 million GJ in 2021. However, 
this decline may be attributable, at least in part, to 
lower production volumes primarily as a result of 
the COVID-19 pandemic. When operating at lower 
volumes, our facilities are less efficient, resulting 
in an increase in energy intensity of 0.22 GJ/tons 
produced in 2021 compared to 2018. 
Our strategic plans for reducing energy 
intensity and carbon emissions to achieve 
our performance goals include: 
Short term:
► Purchasing carbon-free energy where available
► Conducting energy audits
► Investing in new technology
► Installing energy efficient lighting
Medium term:
► Replacing and/or optimizing compressors
► Maximizing production capabilities and 
schedules to reduce waste 
Long term:
► Purchasing RECs
► Installing carbon-free power sources
Greenhouse Gas (GHG) Emissions
Our GHG emissions (which as reported include gross global Scope 1 emissions and Scope 2 emissions) for 2021 were significantly lower 
than our base year 2018 emissions. Year-over-year total emissions decreased by approximately 45% in 2021 compared to 2018, primarily 
attributable to increased purchases of carbon-free electric generation. Although our performance in 2021 was also impacted by lower 
production activity, we believe that this represents meaningful progress toward our goals for 2025 and beyond. 
Our short-term strategy to manage Scope 1 emissions (those occurring directly from sources we own or control) includes:
Energy Type
2021 GJ
2021 %
Grid Electricity (GJ)
2,293,978 
19.0%
Nuclear Electricity (GJ)
1,421,471 
11.8%
Natural Gas Use (GJ)
7,792,601 
64.7%
Fuels (GJ)
450,746
3.7%
Steam (GJ)
89,039 
0.8%
Total Energy Use (GJ)
12,047,835 
100%
Total Electricity as a % of Total Energy: 30.8%
Nuclear Electricity as a % of Total Electricity: 38%
Covered under emissions-limiting regulations: 0%
Longer term, we continue to evaluate options for 
installing or purchasing power from renewable 
sources, including solar and wind and other 
emissions-free electricity sources, as well as adding 
emission reducing equipment as we upgrade or 
replace equipment in our facilities. 
To manage Scope 2 emissions (purchased energy and fuels) we have implemented a strategy focused on purchasing carbon-free 
sources of power. We are evaluating options for battery storage systems, and constructing renewable energy sources. Developing overall 
emissions reduction targets and analyzing performance against those targets assists in achieving desired reductions. A significant portion 
of our electricity is sourced through a zero-emission EFEC supply contract. We continue to evaluate options for installing or purchasing 
power from renewable sources, including solar and hydropower and other emission-free electricity sources, as well as adding emission 
reducing equipment as we upgrade or replace equipment in our facilities. 
Short-Term (1-3 years):
► installation of low emission sources 
in new equipment installations
► install LED lighting
► maximizing the efficiency of our 
production and operations
► energy auditing
Medium-Term (4-8 years):
► installing equipment powered 
by electricity rather than 
natural gas where feasible
► enhancing emission capture  
if possible 
Long-Term (beyond 8 years):
► Employ alternate energy sources 
like hydrogen and renewable 
natural gas
Our Approach
Environmental 
Sustainability
Message from CEO
Report Highlights
Who We Are
Framework Charts
Social Engagement
Corporate 
Governance
Our Commitment to 
Climate Action

ATI 2021 ESG REPORT  |  11
Water Intake
Our facilities use water for various purposes, and our sources of water vary from 
location to location, including withdrawals from navigable waters and municipal supplied 
sources. Generally, our operations are located in areas where water stress is not an issue. 
Nevertheless, we are focused on reducing use of fresh water in our operations, and water 
reclamation and reuse is paramount to our water use reduction strategy. 
At our 19 manufacturing facilities, we recycled over seven billion gallons of water in 2021. 
Historically we made significant investments in water reclamation equipment at our 
Brackenridge, PA hot rolling and processing facility, and in 2019, our Richburg, SC facility 
added a water treatment unit and other equipment to allow water reuse prior to discharge, 
resulting in a 3.6 million gallon reduction of freshwater usage in 2019 compared to 2018.
Year-over-year total water intake by our 19 manufacturing facilities declined 22% in 2021 
compared to our base year 2018. Although our performance in both 2020 and 2021 was 
impacted by COVID-related declines in production activity, we believe that year-over-year 
trends reflect meaningful progress toward our goal for 2025 and beyond. 
Material Recycled
We use scrap metal, among other raw materials, in the production of our specialty materials. We 
have an interest in recycling the scrap we generate in our production and endeavor to recover as 
much material as we can and return it to our processes. Approximately 62% of the feedstock we 
used in production for 2021 was scrap, compared to 62% in 2020, 77% in 2019 and 75% in our 
base year 2018. Our transformed business and sharpened focus on the demanding, high-value 
products and markets where our unique capabilities give us a durable competitive advantage 
have impacted the extent to which we use scrap metal. Currently, the use of recycled materials 
is less feasible in the production of some of our highly-specialized products than in, for example, 
the production of low-margin standard stainless sheet, which we exited in 2021. Nevertheless, 
we consistently evaluate opportunities to recycle scrap generated in our production back into our 
processes and outlets to recycle materials we cannot use directly.
ISO 14001
At the end of 2021, we had 34 operating facilities, including manufacturing and service centers, 
18 of which had obtained ISO 14001 certification of their environmental management programs. 
In light of the pandemic and the ongoing consolidation and restructuring of our facilities, we are 
re-evaluating our ISO 14001 certification goal as part of our decision to revise our goals in 2022.
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We strive to improve the handling of waste and endeavor to 
recycle, reuse and reclaim waste generated in the course of 
our processes. Our expectation is that sustainability is every 
employee’s job and that they will react when faced with 
an opportunity to eliminate or reduce waste.  Some of our 
byproducts are sold to customers who reclaim them into useful 
products. Some of our material is returned to our process 
and others are recycled by third parties. We are mindful that 
materials disposed of in landfills are wasted resources and we 
aim to reduce the input to landfills where possible. 
In areas that provide access to adequate recycling, we 
manage and recycle business waste including metals, acids, 
oils, packaging materials, wood, office paper and cardboard. 
Approximately 133,400 tons of materials were recycled in 
2021, including revert material, wood wastes, and by-products 
sold to third parties, but excluding scrap metal purchased  
for production. 
Many of our facilities are required to have a spill prevention 
control and countermeasure plan if they meet specific volume 
thresholds for oil or oil products. Plans include employee 
training on spill prevention and response. We use internal 
protocols, procedures and processes to prevent spills and to 
quickly respond in the event a spill does occur. Employees are 
trained to internally respond to and report spills outside of a 
designated containment area as part of our environmental 
management system. We had zero reportable spills in 2021.
Waste Management 
Environmental Compliance and Risks
Additional Environmental Efforts
Toxic Air Emissions
Many of our facilities measure and report air emissions of 
the following parameters. Of those facilities that report, 
the following is an aggregate of emissions in 2021. 
PARAMETER
2021-tons/yr.
CO (carbon monoxide)
1,730.28
NOx (nitrous oxides excluding 
nitrous dioxide)
465.81
SOx (sulfur oxide)
29.77
Particulate Matter
187.18
MnO (manganese)
7.54
Pb (lead)
0.33
VOCs (volatile organic 
compounds)
271.17
PAHs (polycyclic aromatic 
hydrocarbons)
0.66
We consider environmental compliance to be an integral part 
of our operations. All of our operations have a comprehensive 
environmental management and reporting program that 
focuses on compliance with applicable federal, state, regional 
and local environmental laws and regulations. Each system 
includes mechanisms for regularly evaluating environmental 
compliance and managing changes in business operations while 
assessing potential environmental impact. Annual Report
ATI had no significant issues with environmental 
compliance in 2021.
We are subject to various domestic and international 
environmental laws and regulations that govern the discharge 
of pollutants and disposal of wastes, and which may require 
that we investigate and remediate the effects of the release or 
disposal of materials at sites associated with past and present 
operations. We could incur substantial cleanup costs, fines 
and civil or criminal sanctions, third party property damage 
or personal injury claims as a result of violations or liabilities 
under these laws or non-compliance with environmental 
permits required at our facilities. We are currently involved in 
the investigation and remediation of a number of our current 
and former sites as well as third party sites. We also could be 
subject to future laws and regulations that govern greenhouse 
gas emissions and various matters related to climate change and 
other air emissions, which could increase our operating costs.
Significant spills in 2021 = zero
Tailing waste ponds and underground 
injection of waste = zero
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Ensuring Workplace Safety and a Zero-Injury Culture
SOCIAL ENGAGEMENT
Our Safety Record and Certification Goal
Safety is one of our core values. We strive for a Zero Injury Culture committed to the safety of our 
people, our products, and the communities in which we operate. 
As shown in the table below, our outstanding recent safety record consistently reflects meaningful 
year-over-year improvement: 
Our Pandemic Response 
Our immediate and thorough response to the COVID-19 pandemic throughout 2020 and 2021 enabled 
us to quickly extend our existing safety culture and outstanding safety record to management of the 
pandemic and its impact on our people and business.  
Although we sadly experienced some COVID-related employee deaths in the latter part of 2021, as a 
result of the collective actions of our dedicated workforce we experienced very limited known work-
place transmission of the virus. 
As of December 31, 2021, 85% of our operating facilities had obtained OSHAS 45001 certification of 
their safety management program. 
2021
2020
2019
2018
Fatalities=0
Fatalities=0
Fatalities=0
Fatalities=0
Recordable 
Incident Rate 
=0.85
Recordable 
Incident Rate 
=0.87
Recordable 
Incident Rate =1.14
Recordable 
Incident Rate =1.63
Lost Time Rate = 
0.16
Lost Time Rate = 
0.21
Lost Time Rate = 
0.21
Lost Time Rate = 
0.34
Facility
Consecutive Wins
Bakers North 
17 years
Bakers Powder 
6 years
Monroe 
46 years
Bakers South 
12 years
East
13 years
Awards
ATI Specialty Materials won the N.C. 
Department of Labor Safety Gold 
Award for outstanding on-the-job safety 
achievements during 2021.
The Gold Award is based on the days away, restricted, 
transferred (DART) rate, which includes cases of days 
away from work, restricted activity or job transfer.
Per 200,000 hrs. worked
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Promoting Effective Human Capital Management
We believe that world-class leadership and fostering a culture 
that enables us to build and grow a talented team through career 
development and opportunities is foundational to our vision. 
Attracting, retaining and developing members of our workforce 
is key to the sustainability of our business. As the economy and 
our business grow, so do both demand for qualified candidates 
and the retirement rate for older workers; hence we are always 
competing for talent in an environment of increasingly challenged 
supply. To that end, we have developed — and continue to 
enhance and refine — a robust and comprehensive talent 
management program that spans from recruitment and selection 
to performance management, career development and retention 
of our top talent and, ultimately, to succession planning across 
our organization.
Talent Acquisition
► Partner closely with a targeted number of colleges and universities specifically known for 
programs that are relevant to our business in order to identify materials science, STEM 
expertise and other relevant talent, and have developed similar partnerships with high 
schools and relevant trade schools. 
► Engage with external professional recruiting firms to enhance our recruiting efforts for 
key positions. 
► Use pre-employment assessment tools to identify candidates who we believe would 
adapt well to our culture and be most suited to a particular opportunity. 
► Actively engage with campus and professional diversity groups. 
Professional Development 
► Global Leadership Development Program (GLDP). The GLDP is our Company-wide, 
flagship program designed to build the skills of our employees across each level of leadership. 
It includes a series of multi-day training programs tailored to reach and serve a broad range of 
current and potential leaders across the ATI organization. 
► Business Acumen Series. This more narrowly focused leadership education program is 
designed to develop skills in key areas, such as finance. The purpose of this program is to 
facilitate a common framework and understanding of financial business acumen to improve 
decision making critical to the sustainable success of our business. 
► Early Career Leadership Development Program. Our selective Early Career Leadership 
Program is designed for high-potential and motivated college graduates. This five-year 
program, which is designed to prepare our future leaders, accelerates participants’ professional 
development by rotating them through a variety of business-critical assignments and 
development opportunities. 
► Insights Discovery Program. This program, which we incorporate as an element of our 
other professional development programs, is designed to support employees in exploring 
and developing targeted competencies such as self-awareness, communication, conflict 
management, giving and receiving feedback, influencing others and other skills. 
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Engagement and Performance Management 
► Senior Leader Communication and Transparency. We actively seek opportunities for regular 
engagement and communication by our CEO and other senior executive leaders with our 
broader employee population. For example, we hold a quarterly CEO Review that follows 
the release of our quarterly earnings and is accessible to hundreds of employees across the 
Company. These reviews provide an opportunity for our CEO and other senior leaders to 
communicate their perspectives on our recent financial results, as well as financial education 
and enterprise-level education on topics such as global commercial and other growth initiatives, 
cybersecurity, ethics and compliance, talent and development programs, opportunities for 
community engagement and safety. 
► Annual Employee Engagement Surveys. Annually, we conduct a confidential company-wide 
employee engagement survey. Feedback from these surveys provides our management team 
with valuable information about our workplace culture. It is reviewed with our Board and used 
to develop and refine other aspects of our overall human capital management and other growth 
strategies. 
► Performance Management Framework. We maintain a robust annual performance management 
process across the organization. Together with their supervisors, employees identify annual 
goals and, at the end of the year, provide their own self assessments as to goal achievement and 
defined core competencies. Employees are reviewed based on the same criteria by both their 
managers and a second-level reviewer. The results of each annual assessment inform short term 
incentive compensation and career advancement decisions and are reviewed with employees in 
one-on-one sessions with their managers. 
Succession Planning 
► We maintain a formal succession planning process and career mapping framework that is 
designed to work in concert with our performance management processes and ensure a 
systematic and ongoing dialogue regarding career development and succession planning at both 
the individual employee level and more broadly at an enterprise level. We believe that the robust 
and systematic nature of these programs is critical to optimizing our talent management and 
ensuring sustainably high-quality management of our business over the long term. 
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Fostering Diversity and Inclusion
Ultimately, continuing ATI’s long tradition of innovation and 
operational excellence demands the contributions of leaders 
and other team members with a wide array of characteristics, 
backgrounds, experiences, knowledge and skills. One of the principal 
aspirations of our comprehensive human capital management effort 
is the cultivation of a workforce that is diverse in every sense and a 
climate of inclusion that promotes the development, advancement 
and well-being of our key talent. Simply put, for our business to 
continue thriving, we must attract, coach and retain the best. That 
requires a commitment to workforce diversity.  
To identify opportunities to improve our recruiting efforts and enhance the inclusiveness of our 
workplace culture, we collect and regularly review with our senior leadership various diversity 
statistics relating to gender, ethnicity, age, military service and other attributes, some of which 
are illustrated below. We also use our annual Employee Engagement Survey to solicit employee 
perceptions of the diversity and inclusiveness of our company-wide culture. Quantitative 
analysis of our employee population, coupled with a more qualitative understanding of how we 
are perceived and of the particular challenges we may face as a manufacturing company in the 
specific regions in which we operate, helps to inform our policy decisions and initiatives related 
to workforce diversity.
We are committed to increasing the representation of women and of racial and ethnic minorities 
and military veterans of all backgrounds among our employee ranks. To support this objective, 
we have an enterprise-wide target for 80% of all job candidate slates to include a 
minimum of 30% diverse candidates. 
Gender and Ethnic Diversity 
We recognize that the proportions of women and ethnic and racial minorities included in 
our leadership and total workforce do not reflect the composition of the general population. 
However, we have long benefited from gender diversity on our Board, and women contribute 
to our business at the highest levels of senior leadership. In fact, we have been recognized 
for at least ten consecutive years by 2020 Women on Boards for having a Board comprised 
at least 20% of women. From May 2019 to May 2021, when she retired from our Board, Diane 
Creel served as our first Independent Board Chair, following her multi-year service as our Lead 
Independent Director. Additionally, two of the seven current members of our Executive Council, 
including our Executive Vice President and Chief Operating Officer and our Chief Human 
Resources Officer, are women. 
Our most recent employee engagement survey results demonstrated year-over-year 
improvement in employee perceptions of the diversity and inclusiveness of our corporate culture. 
A majority of respondents agreed that as an organization we value diversity and cultivate a work 
environment that is accepting of individual differences. However, our ultimate goal is that all 
respondents take a positive view of our efforts to promote diversity and inclusion.
Veterans 
Understanding that we have many opportunities to improve our diversity initiatives, we believe 
that ATI stands out in its efforts to support and provide career opportunities to veterans of 
the U.S. armed forces. More than 5% of our senior leadership and more than 8% of our total 
employee population are military veterans. The defense market is critical to ATI and is a growing 
component of our business, and we have a formal company-wide strategy and commitment 
to the recruitment, career development and retention of veterans and the extended military 
community. We value the contributions of our military community members and recognize the 
technical and leadership skills earned through the devotion to our company and country.
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Employee and New Hire Diversity & Inclusion
Diversity & Inclusion in Leadership
Board of Directors
Women
22.2%
Senior Leadership
Women
25%
Ethnic/Racial Minority
8.3%
Military Veterans
5.5%
44.4%
Total D&I
32.8%
Total D&I
Women
10.3%
17.1%
Ethnic/Racial Minorities
16.7%
27.6%
Military Veterans
8.7%
5.9%
Total Diversity & Inclusion
32.2%
48.4%
Total Employee Population
2021 New Hires
► Additionally, we are making extensive efforts to identify and attract diverse candidates through 
comprehensive recruiting strategies that include, among other initiatives, campus partnerships 
with female and minority student chapters of targeted professional groups, such as the Society of 
Women Engineers, Society of Hispanic Engineers, and Society of Asian Scientists and Engineers at 
our partner universities and increased outreach through engagement with additional networking 
groups, such as the National Society of Black Engineers, the National Association of Black 
Accountants and the Association of Latino Professions in Accounting and Finance. 
► We believe that we are seeing the impact of our diversity initiatives. Notably, our 2021 new hire 
statistics outpace the composition of our existing employee base for both women and ethnic 
minorities. While military veterans as a proportion of our total workforce exceeds the percentage 
of veteran new hires in 2021, at 5.9% of 2021 new hires, our success in recruiting veterans during 
2021 is consistent with the representation of military veterans in the general U.S. population. 
Military veterans comprise more than 8% of our total workforce, or nearly 50% higher than their 
proportion of the general U.S. population.
Ethnic/Racial Minority
11.1%
Military Veterans
11.1%
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Human Rights 
Community Involvement 
In 2021, We Energies and ATI cut the ribbon on the 
largest solar power project in the history of Cudahy, 
Wisconsin. ATI’s vacant land is now home to We 
Energies’ 7,000 solar panels, which provide carbon-free 
power to homes across Wisconsin. The Solar Array 
project also won the inaugural ATI CEO Award for 
Safety and Sustainability.
Also in 2021, a partnership between Harrison Township, 
PA, ATI and Western Pennsylvania Conservancy 
planted trees on ATI’s property, providing a barrier 
between the industrial site and the community and 
enhancing stormwater collection.
ATI is committed to conducting its business activities in a manner that respects 
human rights and in compliance with applicable local, national and international 
laws and regulations related to the protection of human rights including prohibition 
of human trafficking and slave labor. ATI’s Human Rights policy, which applies 
to employees, contractors, suppliers and agents, supports ATI’s commitment to 
protecting human rights and is designed to support compliance with applicable 
laws and regulations such as the United States Government’s Federal Acquisition 
Regulations clauses related to combating trafficking in persons and the UK 
Modern Slavery Act.
ATI is a proud supporter of United Way and through 
its employee campaigns contributed over $300,000 
to United Way Chapters throughout the United 
States in 2021.
All of our business units are engaged with their 
communities through monetary donations, food 
bank drives, school supplies and toy drives for the holidays. Our extremely generous employees deserve 
special recognition for all the time, effort and resources they committed to charitable causes, even during 
a global pandemic. 
Located less than 90 miles from the Ukrainian border, our 400+ colleagues at ATI Forged Products 
in Stalowa Wola, Poland, together with their community, are embracing and supporting refugees 
displaced by the Russian invasion. In support of their efforts, we contributed a total of $50,000 to Polish 
Humanitarian Action (PAH), which supports emergency response to refugees, including providing shelter 
and access to food and necessities.
Each year, ATI SM employees and their families help those in need in our community during United Way’s 
Day of Caring. The Day of Caring projects involve activities such as lawn care, weeding flowerbeds, 
pruning shrubs, picking up trash, washing windows, and light painting. The majority of project sites are at 
the homes of the elderly.  
ATI participated in Partner4Work’s Learn & Earn Summer Youth Employment Program (Learn & Earn) 
that is designed to provide meaningful work experiences and career exposure to low-income young adults 
residing in Allegheny County, Pennsylvania.
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We are committed to a strong self-governance program. Our corporate 
governance practices are designed to maintain high standards of oversight, 
compliance, integrity and ethics, while promoting growth in long-term 
stockholder value. The role of our Board of Directors is to ensure that ATI is 
managed for the long-term benefit of our stockholders and other stakeholders.
Each year, we review our corporate governance and compensation policies and practices and engage with our 
stockholders. In our ongoing effort to ensure that our governance policies and practices consistently reflect best 
practices, we take suggestions from our stockholders into consideration, along with developments and evolving trends 
reflected in the standards established by proxy advisory firms, as well as in the policies, practices and disclosures of 
other public companies. In this way, we affirm our commitment to performance and innovation by continually evolving 
our programs to benefit all of our stakeholders. You can learn more on our website ATImetals.com
CORPORATE GOVERNANCE
► Board independence (8 out of 9 
directors are independent) 
► Lead Independent Director 
► Independent directors regularly meet in 
executive sessions without management present 
► 100% independent Audit & Risk, Personnel 
& Compensation, and Nominating 
& Governance Committees 
► Annual Board and committee self-assessments 
► Strong corporate governance 
guidelines and policies 
► Majority voting/director resignation 
policy for uncontested elections 
► Board diversity (female and minority directors 
comprise over 30% of our current Board)
► Mandatory director retirement age 
► Proxy access 
► Limits on future severance arrangements 
► Robust stock ownership guidelines for 
directors and executive management 
► Intensive succession planning for our 
Board and executive leadership 
► Well-established Board strategic 
and risk oversight function 
Governance Highlights
Our commitment to good corporate governance is 
illustrated by the following practices:
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ATI has a diverse, highly credentialed and highly experienced Board. 
Our directors possess a variety of tenure, qualifications, backgrounds, 
skills and experiences contributing to a Board that is well-rounded and 
well-positioned to effectively oversee our business and promote the 
interests of our stakeholders.
Highly Engaged Board Guides the Strategic Direction of Our Company 
► Actively oversees long-term strategic planning and capital allocation decisions, including through 
an annual, multi-day strategic planning meeting in addition to regular quarterly and other Board 
meetings. 
► Regularly assesses and oversees management and mitigation of known and emergent risks to 
our business. 
► Conducts site visits at our facilities throughout the United States. Though our recent ability to 
conduct these visits has been curtailed by the ongoing COVID-19 pandemic, they are a valuable 
component of our normal governance practices; visiting our facilities allows our directors to meet 
with management and other employees and to gain both firsthand exposure to the technologies 
that drive our success and deeper knowledge of the strengths and challenges of our business 
and how they tie to our near and long-term strategic goals. 
► Actively and continuously engages in robust Board and senior management succession planning. 
► 93% overall attendance rate for Board and Committee meetings during 2021, and more than 
96% over the last three years. 
► Market-driven stock ownership guidelines.
ATI Board Of Directors
Robert S. Wetherbee
Board Chair, President and Chief Executive Officer, Allegheny Technologies 
Incorporated
J. Brett Harvey
Lead Independent Director of ATI. Retired Chairman and Chief Executive Officer 
of CONSOL Energy, Inc., a leading diversified energy company in the United 
States.
Leroy M. Ball
President and Chief Executive Officer, Koppers Holdings, Inc., a leading 
integrated global provider of treated wood products, wood treatment chemicals 
and carbon compounds
Herbert J. Carlisle
President and Chief Executive Officer of the National Defense Industrial 
Association (NDIA), and retired four-star general from the United States Air 
Force (USAF)
Carolyn Corvi
Retired Vice President, General Manager of Airplane Programs of The Boeing 
Company
James C. Diggs
Retired Senior Vice President and General Counsel of PPG Industries, Inc., a 
producer of coatings, glass and chemicals
David P. Hess
Retired EVP and Chief Customer Officer for Aerospace, United Technologies 
Corporation, a global leader in aerospace and technology; formerly President, 
Pratt & Whitney
Marianne Kah
Retired Chief Economist for ConocoPhillips and current adjunct senior research 
scholar at Columbia University’s Center on Global Energy Policy
David J. Morehouse
Chief Executive Officer and President of Pittsburgh Penguins LLC, which owns 
and operates the Pittsburgh Penguins National Hockey League team
OUR BOARD
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Focused and Thoughtful Board Refreshment 
► Our Board routinely engages in succession planning and adds new members 
on an opportunistic basis when it identifies candidates whom it believes 
have experience, skill sets and other characteristics that will enhance Board 
effectiveness. 
► We have a mandatory retirement age, and our Board engages in recruitment as 
appropriate to support its refreshment efforts. 
► Our annual Board evaluation process assesses the Board’s existing skill sets and 
the need or desirability of adding members; the Board can appoint new members 
when presented with candidates who fill a particular need or otherwise would 
serve as an asset to the Board.
► 1 completed nearly 40 years of military service
► 1 qualifies as an audit committee financial expert
► 4 have extensive experience related to aerospace/defense
► 2 served as senior executives in the commercial aerospace 
industry, our largest end market
► 2 have extensive executive experience in energy markets
Diversity of Background
33%
67%
67%
3 are women/
minority
5 are current or 
former CEOs
5 currently serve 
on other public 
company boards
Board Refreshment & Independence
► 3 longer-tenured directors retired concurrently with our 2021 Annual Meeting.
► All non-management Directors (89% of our directors) are independent.
over the last 5 years
+5 directors added
-7 directors retired
Director Tenure
Diversity of Experience
100% executive leadership
9
89% industry/manufacturing knowledge
8
100% financial
9
67%
operational or technical
6
7.7 years
Average tenure
5
2
2
6-10 years
11 years+
1-5 years
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ESG Governance and Oversight
Our Board is elected by our stockholders to safeguard their interests through oversight of 
management and the good faith exercise of its members’ business judgment. At the same 
time, our Board recognizes that the long-term interests of ATI are advanced by recognition 
of the concerns of other constituencies, including employees, customers, suppliers and the 
communities in which ATI operates. Accordingly, while not involved in our day-to-day operations, 
our Board actively oversees matters of key importance to the overall conduct of our business, 
including among other matters, our financial performance and expectations, development and 
implementation of our strategic plans, capital structure and allocation, matters impacting our 
corporate governance and culture, and the identification and mitigation of known and emergent 
enterprise risks and opportunities, including those pertaining to environmental, workforce and 
community safety and sustainability. 
Our Board has four standing committees, its: Audit and Risk Committee; Nominating and 
Governance Committee; Personnel and Compensation Committee; and Technology Committee. 
Each standing committee of the Board is comprised entirely of independent directors, and each 
has a written charter that describes its responsibilities. Among other matters, each Committee 
assists the full Board in its oversight of ESG matters as follows:
Environmental Sustainability
The Audit and Risk Committee is broadly responsible for assisting the Board in overseeing risks 
associated with climate change and other environmental compliance and sustainability matters. 
The Committee regularly discusses with management the Company’s significant risk exposures 
and the steps management has taken to monitor and control such exposures, including the 
Company’s risk assessment and risk management guidelines and policies.
The Technology Committee is responsible for assessing the technical capabilities of the Company 
in all phases of its activities and the risks and opportunities such capabilities present in relation 
to corporate strategies and plans. Among other matters, it is charged with assisting the Board in 
identifying and analyzing significant emerging scientific, technological, and product or process-
related innovations and current or emerging industry or geopolitical developments regarding the 
same, that could disrupt or present opportunities to the Company’s overall business strategy. From 
an ESG perspective, it is expected in particular that the Technology Committee’s work will enhance 
that of the Audit and Risk Committee in overseeing the impact of, and the Company’s response to, 
the many challenges and opportunities presented by climate change.
Cybersecurity
Our Chief Information Security Officer leads a dedicated cybersecurity team that drives a global 
program based on risk management and defense-in-depth strategies. We place a high priority on the 
security of our information and operational technologies in each of our global business units. We focus 
on continuous improvement to meet and exceed industry and regulatory cybersecurity standards 
to protect our personnel, our intellectual property, and our customers’ sensitive data. We protect, 
control, monitor, and test our systems by leveraging governance processes, and both proactive and 
reactive technology. We also closely track national vulnerability databases and threat intelligence 
reporting from several national, international, public, and private organizations. Our employees are 
trained to be an additional line of defense through education and awareness training programs and 
regular phishing exercises to have a “healthy sense of paranoia” against cyber threats.
Social Responsibility
The Personnel and Compensation Committee assists the Board in its oversight responsibility 
concerning executive compensation and management organization matters generally. Among other 
specific matters, it monitors and encourages the development of intellectual capital and oversees 
the Company’s human capital management policies and procedures, including its workforce and 
professional development and diversity and inclusion initiatives, the impact to the Company of 
current or anticipated political, legislative or regulatory trends or developments regarding human 
capital management, including without limitation diversity and inclusion in the workplace, and 
management’s efforts to mitigate any resulting risks to the Company.
Governance
The Nominating and Governance Committee assists the Board in overseeing the Company’s 
corporate governance practices and profile, including as appropriate, the legal standards, prevailing 
recommended practices, investor views and potential benefits and risks associated with or 
impacting such governance practices and profile. It leads the Board’s director succession planning 
and recruitment efforts and makes recommendations to the Board concerning its committee 
structure, the membership of committees of the Board and the chairpersons of the respective 
committees, including committee member qualification, appropriate delegations of authority to its 
various committees, and exercise of its oversight function with regard to ESG matters through the 
operation of its committees.
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ATI 2021 ESG REPORT  |  23
Ethics and Compliance
ATI is committed to more than just adherence to laws and regulations. 
Our commitment is to reflect the highest level of integrity and ethics 
in our dealings with each other, our customers, our suppliers, our 
stockholders, the public, and the government agencies with whom 
we engage. ATI’s Corporate Guidelines for Business Conduct and 
Ethics (our “Code of Ethics”) are a reminder and summary of key 
Company policies applicable to the conduct of all of our employees in 
every part of the world.
Our Corporate Guidelines for Business Conduct and Ethics (our “Code of Ethics”) apply 
to all directors, officers and employees, including our principal executive officer, our principal 
financial officer, and our controller and principal accounting officer. We require all directors, 
officers and employees to adhere to our Code of Ethics in addressing legal and ethical issues 
encountered in their work. Ongoing training and annual compliance questionnaires ensure 
compliance and diligence.
Our Code of Ethics requires that our directors, officers and employees avoid conflicts of interest, 
comply with applicable laws, conduct business in an honest and ethical manner, and otherwise 
act with integrity and honesty in all of their actions by or on behalf of the Company. It includes a 
financial code of ethics specifically for our Chief Executive Officer, our Chief Financial Officer, and 
all other financial officers and employees, which supplements the general principles in the Code 
of Ethics and is intended to promote honest and ethical conduct, full and accurate reporting, and 
compliance with laws, as well as other matters.
Only the Audit Committee of the Board can amend or grant waivers from the provisions of 
the Code of Ethics relating to the Company’s executive officers and directors, and any such 
amendments or waivers will be promptly posted on our website at ATImetals.com. To date, no 
such amendments have been made or waivers granted.
All employees are provided with a copy of the Code of Ethics. Each year, we require all officers 
and managers to certify as to their understanding of and compliance with the Code of Ethics. In 
addition, all directors, officers and other employees must annually complete an interactive online 
ethics course addressing the Code of Ethics. This course is part of ATI’s broader ethics and 
compliance program, which includes online ethics training that is administered by a third party. 
In 2021, ATI’s online ethics courses addressed:
► Anti-corruption/anti-bribery
► Cybersecurity
► Protecting intellectual property
► Sexual harassment
► Diversity and inclusion
► Reporting ethical concerns	
We encourage employees to communicate concerns before they become problems. We believe 
that building and maintaining trust, respect and communication between employees and 
management and between fellow employees is critical to the overarching goal of efficiently 
producing high quality products, providing the maximum level of customer satisfaction, and 
ultimately fueling profitability and growth.
The ATI Ethics Helpline provides for confidential, secure, and anonymous reporting and is available 
24 hours a day. Additionally, our Chief Compliance Officer and ethics officers at our operating 
companies also provide confidential resources for employees to surface their concerns without 
fear of reprisal.
Additionally, we have joined the Business Ethics Leadership Alliance which has over 330 member 
companies and focuses on leadership in ethics.
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ATI 2021 ESG REPORT  |  24
Supply Chain Responsibility and Supplier Expectations
Compliance with our Supplier Expectations and Supply Chain Policies is a fundamental requirement 
of conducting business with ATI. In the event a supplier fails to comply with our Supplier Expectations 
and Supply Chain Policies, ATI reserves the right to take appropriate action, which may include, without 
limitation, suspension and/or termination of engagement with the supplier. ATI’s Supplier Expectations 
and Supply Chain Policies are outlined on our public website and address the following:
A. Integrity + Ethics - ATI expects all of our suppliers to conduct their business ethically and with 
integrity and to comply with the basic principles set forth in ATI’s Corporate Guidelines for Business 
Conduct and Ethics. This includes compliance with all applicable local, national, and international 
laws and regulations.
B. Safety, Health, & Environmental Compliance - ATI expects its suppliers to commit to 
operating a safe workplace and to follow and proceed with using all applicable safety, health and 
environmental laws, regulations, and rules.
C. Anti-Corruption & Anti-Bribery Compliance - ATI expects its suppliers to comply in all respects 
with the U.S. Foreign Corrupt Practices Act, the UK Bribery Act and all other anti-corruption and 
anti-bribery laws and regulations applicable throughout the world.
D. Human Rights – 
a. ATI’s Policy Regarding Combatting Trafficking in Persons - ATI expects all of its suppliers 
to conduct business in a manner that respects human rights and to comply with all local, national 
and international laws, regulations and standards related to employment and labor practices 
and the prohibition of human trafficking and slave labor. ATI also expects all of its suppliers 
to comply with the basic principles and standards of the ATI Policy Regarding Combatting 
Trafficking in Persons. ATI reserves the right to immediately suspend or discontinue engagement 
with suppliers and will take appropriate action if we suspect any supplier has violated any law 
or regulation related to prohibition of human trafficking and slave labor or has not met the 
standards of the ATI Policy Regarding Combatting Trafficking in Persons.
b. Conflict Minerals - ATI expects all of its suppliers to conduct business in a manner that 
respects human rights and not to support sources or parties that contribute to human rights 
abuses. ATI expects its suppliers to be aware of the requirements of the Dodd-Frank Act and to 
fully support ATI’s Dodd-Frank Act compliance efforts by providing transparency into the supply 
chain from the original source to ATI. ATI will immediately suspend or discontinue engagement 
with any supplier where we have identified that such supplier is sourcing from, or linked to, any 
party that supports illegal armed groups, fuels conflict, contributes to human rights abuses, or is 
not in compliance with the rules promulgated under the Dodd-Frank Act.
See more at ATIMetals.com About ATI-Suppliers.
Responsible Procurement/Ethical Sourcing 
ATI’s policy is to only purchase materials from legitimate and reputable suppliers, and to maintain a 
sustainable and responsible supply chain that does not in any way contribute to human rights abuses, 
fuel conflict, or benefit illegal armed groups. In accordance with this policy, ATI has implemented 
internal risk-based due diligence procedures designed to provide transparency to the origin of conflict 
minerals in our supply chain. These procedures are based around three main elements:
1. Product Risk Assessment 
2. Supplier Risk Assessment 
3. Reasonable Country of Origin Inquiry 
In accordance with these procedures, for products that we manufactured in 2021, the responses to 
ATI’s Reasonable Country of Origin inquiry during the 2021 calendar year reporting period gave ATI 
no reason to believe that any tin, tungsten, tantalum or gold not from scrap or recycled sources that 
are intentionally added and necessary to the functionality or production of our products (“necessary 
conflict minerals”) originated in the Democratic Republic of the Congo or adjoining countries (the 
“Covered Countries”). 
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ATI 2021 ESG REPORT  |  25
Under the Sustainability Accounting Standards Board (“SASB”) sustainable industry classification system, we fall within the Iron & Steel 
Producers industry classification.  We do not engage in integrated steelmaking. Although our operations include Electric Arc Furnaces (EAFs), 
which use scrap steel, we do not melt carbon steel or operate iron and steel foundries, nor is our production limited to ferrous products. Our 
operations could also be included within the Aerospace and Defense category on the basis of the SASB standards and inclusion of certain value-
added processing of aerospace materials.  Accordingly, the following also references certain components of the Aerospace and Defense SASB 
reporting framework.
TABLE 1. SUSTAINABILITY DISCLOSURE TOPICS & 
ACCOUNTING METRICS 
TOPIC
ACCOUNTING METRIC
CATEGORY
2021 - UNIT OF MEASURE
CODE
REPORT LOCATION
Greenhouse Gas 
Emissions
Gross global Scope 
1 and 2 emissions, 
percentage covered 
under emissions-limiting 
regulations 
Quantitative
430,192 Scope 1 and 
229,751 Scope 2 Metric 
tons (MT) CO2e (-15% and 
-53%, respectively, compared 
to 2018) 0% covered under 
emissions-limiting regulations
EM-IS-110a.1 
Environmental Sustainability
- Our 2021 Performance 
and Progress Toward Our 
Goals
- GHG Air Emissions
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
Discussion and Analysis
n/a
EM-IS-110a.2 
Environmental Sustainability 
- GHG Air Emissions
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ATI 2021 ESG REPORT  |  26
TOPIC
ACCOUNTING METRIC
CATEGORY
2021 - UNIT OF MEASURE
CODE
REPORT LOCATION
Air Emissions1
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)
Quantitative
Metric tons (t) 
See in body of report for 
detail on 2021 Performance
EM-IS-120a.1 
Environmental Sustainability 
- Additional Environmental 
Efforts
Energy Management
Energy Management (1) 
Total energy consumed, (2) 
percentage grid electricity, 
(3) percentage renewable
Quantitative
12,047,835 
Gigajoules (GJ) consumed
19% grid electricity
Using a market based grid 
mix for 2021 12% of total 
energy consumed was 
purchased from renewable 
sources, including nuclear 
power
EM-IS-130a.1
Environmental Sustainability
- Our 2021 Performance 
and Progress Toward Our 
Goals
- Energy Intensity
(1) Total fuel consumed, 
(2) percentage coal, (3) 
percentage natural gas, (4) 
percentage renewable
Quantitative
Total Fuel consumed (other 
than electricity) 
8,243,347 MMbtu 
0% coal, 
0% renewable
EM-IS-130a.2
N/A
1 Data includes facilities that are otherwise required to report
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ATI 2021 ESG REPORT  |  27
TOPIC
ACCOUNTING METRIC
CATEGORY
2021 - UNIT OF MEASURE
CODE
REPORT LOCATION
Water Management
(1) Total fresh water 
withdrawn, (2) percentage 
recycled, (3) percentage 
in regions with High or 
Extremely High Baseline 
Water Stress 
Quantitative
(1) Approximately 4.1 
million kilo-gallons
(2) Not reported
(3) 0%
EM-IS-140a.1
Environmental Sustainability
- Our 2021 Performance 
and Progress Toward  
Our Goals
- Freshwater Intake
Waste Management
(1) Amount of waste 
generated, (2) percentage 
hazardous, (3) percentage 
recycled
Quantitative
165,501 Metric tons (t) of 
waste was generated and 
disposed of in 2021, of 
which 2% was hazardous 
waste and 81% was 
recycled
EM-IS-150a.1 
Environmental Sustainability 
- Material Recycled
Workforce Health & 
Safety
(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
Quantitative
(1) 0.85 per 200,000 hours 
worked
(2) 0
(3) Not reported
EM-IS-320a.1
Social Engagement - 
Ensuring Workplace Safety 
and a Zero-Injury Culture
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ATI 2021 ESG REPORT  |  28
TOPIC
ACCOUNTING METRIC
CATEGORY
2021 - UNIT OF MEASURE
CODE
REPORT LOCATION
Product Safety
Number of recalls issued; 
total units recalled
Quantitative
0
RT-AE-250a.1
N/A
Number of counterfeit 
parts detected; percentage 
avoided
Quantitative
0
RT-AE-250a.2
N/A
Number of Airworthiness 
Directives received, total 
units affected
Quantitative
0
RT-AE-250a.3
N/A
Total amount of monetary 
losses as a result of legal 
proceedings associated 
with product safety
Quantitative
0
RT-AE-250a.4
N/A
Data Security
(1) Number of data 
breaches, (2) percentage 
involving confidential 
information
Quantitative
0
RT-AE-230a.1
N/A
Description of approach to 
identifying and addressing 
data security risks in (1) 
company operations and 
(2) products
Qualitative
N/A
RT-AE-230a.2
Corporate Governance - 
Cybersecurity
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