words that SPEAK

When Robert "Steve" Miller, '66, got a call from Bethlehem Steel's board asking him to assume the flagging company's reins as chairman and CEO, he accepted in a matter of hours.

Within weeks of Miller's arrival at Bethlehem Steel, the nation's second largest steel producer, the company became one of more than 30 American steel makers to enter Chapter 11 bankruptcy protection. Adding to Bethlehem's troubles was the September 11 disaster that stunned the world just nine days before Miller arrived, casting a pall of uncertainty over the nation's economy and its demand for steel. But for Miller, coping with hard times and corporate maladies was hardly anything new. "The worse shape a company is in, the more it needs the kind of help I offer," he said.

During the early '80s, Miller served as Chrysler Corporation's chief financial negotiator, leading that firm's widely publicized quest for bank and government financing. In his 13 years at Chrysler, he served the company as a director, CFO, and vice chairman. Prior to Chrysler, he worked for 11 years at Ford Motor Company. But it was his work at Chrysler that earned him a reputation as a corporate medicine man. In 1995, he stepped in to heal the ailing construction giant Morrison Knudsen, and later moved on to rehabilitate Waste Management, the nation's largest trash hauler.

Miller credits much of his career success to his upbringing amid Oregon's majestic timberlands where he cut his career teeth in his family's lumber operations. "That experience taught me firsthand about the important role that labor holds in many companies," he said. "And, working in an industry so closely linked to the environment taught me a great deal about the importance of giving something back." Miller also praises his HLS education. Learning the process of logical thinking and how companies relate to their legal and regulatory environment has been a significant asset in helping troubled companies, he says.

Few industries have had to face the enormous challenges confronting American steel makers, which in recent decades suffered from an influx of less-costly foreign steel, according to Miller. To counter this trend that began a dramatic surge in the late 1990s, he recently led an effort that convinced the Bush administration to impose tariffs of up to 60 percent on imported steel, giving the domestic steel industry time to restructure and address longstanding problems.

Miller says that America's steel makers must consolidate, modernize, and adapt to fit contemporary market demand - actions that Bethlehem Steel initiated during the 1980s and continues today. Another significant obstacle to recovery, he says, is the rapidly escalating cost of providing healthcare and other insurance for some 130,000 Bethlehem retirees. By last year, that annual cost had reached $300 million.

"In earlier times," he says, "companies and unions more or less promised to take care of their employees during retirement. However, due to productivity gains and a 50 percent reduction in manufacturing capacity over the last two decades, Bethlehem's retirees now outnumber its workforce ten-to-one. It's become an unworkable situation."

Other old-line steel makers face much the same challenge. In March 2002, Miller went before the U.S. Senate Committee on Health, Education, Labor and Pensions to seek federal assistance in covering these mushrooming costs that now seem to threaten the survival of America's steel industry. The enormity of these obligations, he contends, is an obstacle to industry consolidation.

He remains confident, however, in his ability to turn around another giant of American industry.

"The retiree benefits costs are clearly an enormous hurdle," says Miller, "but the company will restructure and regain its competitive stance."

-Peter Jacobs