Brian Oliver, the Plant Manager of Phoenix AZ Manufacturing, is nominated for the 2015 Annual Atkore Awards. He is nominated for demonstrating all of Atkore's values of accountability, teamwork, integrity, respect, and excellence. Specific examples provided include Brian's leadership in initiating an extensive repair and maintenance project to improve productivity in Mill 1. Metrics such productivity, quality, and costs improved as a result. Brian is also praised for assembling a cohesive team with diverse backgrounds, keeping all employees informed, treating all employees with respect, and driving results through a focus on metrics. Under Brian's leadership, the Phoenix plant is forecast to significantly reduce its conversion costs compared to prior years. He is nominated for the Presidential Leadership

1. Please use this form to nominate any individual (except for an ELT member) for the 2015 Annual Atkore
Awards to be presented at the Business Conference meeting, which is attended by senior management
leaders. Your nomination forms should be e-mailed to AtkoreAwards@Atkore.com or sent via intra-
company mail to Lisa Winter no later than Noon on September 25, 2015.
Nominating Person’s Name and Phone Number: Bob Stojak, Jack Curless, Tim Hartman
Nominee Information:
Business Unit: Allied Tube & Conduit
Nominee Name: Brian Oliver
Title: Plant Manager
Work Location: Phoenix AZ
Manager: Mike Clark/Rick Erwin
Please mark the box for which Award the nominee should be considered:
□ Accountability □ Teamwork □ Integrity □ Respect □ Excellence
Please mark a box if the nominee should be considered for:
□ Strategic Growth □ Commercial Excellence □ Lean □ Innovation
Please mark the box if the nominee should be considered for the Presidential Leadership Award:
x Atkore Presidential Leadership Award
After reviewing descriptions for each of the Atkore Values and Presidential Leadership on the
attached pages, please provide specific and illustrative examples of the behaviors which demonstrate
the value or leadership that this candidate has exemplified. The form is located on the second page
of this document.
The Atkore Executive Leadership Team (ELT) will review all submissions and choose a
recommended winner for each of the award categories. These recommendations will be presented to
John Williamson, Atkore President and CEO, who will select the final award winners.
(Please use the second page to type your nomination entry.)
OR
OR
Atkore Annual Awards Program

2. Annual Atkore Awards Nomination Form
We are nominating Brian Oliver, Plant Manager, Phoenix AZ Manufacturing, for this award as he
has personally demonstrated all of the Atkore Values of Accountability, Teamwork, Integrity,
Respect, and Excellence.
The following are some examples as why Brian deserves this award:
Accountability – Having only worked at Allied for approximately 18 months, Brian has
brought a sense of urgency to the Phoenix Plant Management, which has in turn, been cascaded
down to the Hourly workforce throughout the plant. An example of this was Brian’s leadership
when deciding to petition Upper Management, Sales, & Demand Planning, to initiate the “Phoenix
Mill 1 Rescue”.
As Mill 1’s productivity had been below par, Brian felt that the entire Mill from entry to exit needed
extensive repairs. In order to be successful, the entire Mill was scheduled down for approximately
two weeks and each piece of equipment on the Mill would be maintained. Daily meetings were
scheduled at 6:30AM, (this was the best time available to engage and align Operations,
Maintenance, Engineering, Safety, Quality, and even Accounting), to plan and execute the Mill 1
Rescue. The Mill was broken down into “gates” and each gate was assigned a leader who was
responsible the executing the plan. The leaders were Phoenix Staff members, Supervision, and even
Hourly Employees. The rescue came with a cost, of approximately $132K of R&M Spending, but
the payback continues to prove successful as Mill 1 metrics improved for Uptime, Quality,
Efficiency, as well as reduced Conversion Cost $/ton. See Table Below:
Mill 1 Mill 1 Mill 1 Mill 1
Uptime % NP % Eff % $/Ton
FY 2014 68.1% 7.9% 75.2% $ 231.88
FY 2015 (*) 73.3% 6.2% 77.1% $ 206.69
(*) - YTD August, 11 mos.
Teamwork – Brian has done an excellent job assembling a team that has many different
backgrounds and experiences. Brian listens to concerns and quickly acts to resolve them. A good
example of this is when an experienced machinist, (Bob Kalas), became available to hire, Brian
reviewed all aspects of Bob’s experience as well as asked for input from other Phoenix Staff
Members. Brian also reviewed the hire from an Hourly Employees point of view to ensure that
other Hourly employees would welcome Bob without fear or resentment due to the skill level that
Bob brought to the organization.
Integrity – Brian has a high level of ethics and values that mirrors the Atkore values. Brian
keeps all employees informed by holding Plant Wide, Monthly Town Hall meetings, so that all
employees are kept aware of everything going on within the Phoenix Plant. He highlights Safety,
Quality, Delivery, Cost, both when results are good as well as when results require improvement.

3. Respect – Brian treats all employees the same even when tough decisions need to be made.
Brian is well respected by his peers as well as associates, both within and outside the organization.
Excellence – Brian’s Management style is results driven. Brian has instilled in the Phoenix
Staff, as well as the Hourly workforce, the management of metrics to measure what you can control
so that we will achieve favorable results to Budget, Forecast, or Daily levels of production output.
An excellent example of this is that sometimes it is ok to sacrifice uptime in order to not generate
scrap. In the past, the Mills would continue to run to achieve an uptime metric, but the level of scrap
generated would result in unacceptable levels. This culture change has become an hour by hour
activity within the plant to ensure that the highest possible results are achieved.
All of the above has resulted in Phoenix Results improving even in the midst of future uncertainty.
Phoenix Actual Conversion cost is forecasted to finish FY 2015 at $265.37/ton compared to the FY
2015 Budgeted Conversion Cost of $269.53/ton, and FY 2014 Actual of $304.49/ton.
The most impressive improvements were achieved in Material Loss $42.46/ton vs. FY 2014
$54.27/ton, and Variable Conversion cost of $85.37/ton vs. FY 2014 Level of $106.42.
Please consider Brian Oliver for this distinguished Award.
Sincerely,
Bob Stojak, Jack Curless, Tim Hartman, & the Phoenix Staff.
Atkore Presidential Leadership Award
The Atkore Presidential Leadership Award showcases individual excellence in leadership as
demonstrated by outstanding initiative, impact of work and inspiration to others.
This award is given to one individual who has provided the appropriate emphasis and effort in
supporting Safety, Quality, Delivery and Cost initiatives as well as who has recognized the value
derived from our Strategy Deployment Process and has embraced the role it plays within Atkore.
This person confronts challenges, addresses concerns, brings ideas to the table, and promotes an
environment where others can contribute suggestions.
In addition, the award winner exemplifies the highest level of Atkore values on daily basis and
inspires others to do the same. This person is a role model and mentor, who has a meaningful impact
on peers, direct reports or others. The winner takes time to provide candid feedback, coaching,
education, and training to individuals so they can perform to their highest potential. The winner
thinks positively, sets a vision, builds commitment and motivates employees at all levels of the
organization to accomplish shared goals.