8-K

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT
Pursuant to Section 13 or 15(d) of the
Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): July 27, 2006

WHEELING-PITTSBURGH CORPORATION

(Exact name of registrant as specified in its charter)

Delaware	000-50300	55-0309927
(State or other jurisdiction of incorporation)	(Commission File Number)	(IRS Employer Identification No.)

1134 Market Street, Wheeling, WV	26003
(Address of principal executive offices)	(Zip code)

Registrant’s telephone number, including area code: (304) 234-2400

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:

o Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

x Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

o Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

o Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

ITEM 8.01 Other Events.

     On July 27, 2006, Wheeling-Pittsburgh Corporation conducted interviews to discuss its three years of progress since its emergence from bankruptcy in August 2003. A copy of the Wheeling-Pittsburgh Corporation materials discussed are attached hereto as Exhibit 99.1 and incorporated by reference herein. A copy of the materials also will be available at www.wpsc.com.

ITEM 9.01 Financial Statements and Exhibits

(c) Exhibits

Exhibit No.	Description
99.1	Wheeling-Pittsburgh Corporation materials of July 27, 2006.

SIGNATURE

     Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this Current Report on Form 8-K to be signed on its behalf by the undersigned hereunto duly authorized.

WHEELING-PITTSBURGH CORPORATION
By:	/s/ Paul J. Mooney
	Paul J. Mooney Executive Vice President and Chief Financial Officer

Dated: July 27, 2006

EX-99.1

Exhibit 99.1

Wheeling Pittsburgh

STEEL            CORPORATION

a rn^Lit predicts Gc-n“ipf3ny

1-;’^:!4 MmrterSlr^f-jt VV^flg’iny. \WZWn

Editor: Jim Kosowski Design: Beyond Marketing

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Tver the years.

¹ “All construction Jobs are important, but its also

•WrKeUn^Ps^Eu^S^hMbsCTagre^crKpoiaEs      , nice to kKowth^ we’re worfdngon p«jjeciali3ffi: Tdghr_W“Paesarm said “When it was stai Wheeling _{: A&ss at} Whaeling-Pimburgh that will keep well- «ed it donated Sand for the park raat is our crown            paying wed imtary jobs in diis arsa,” Klempa said. ewd and more recendy donated 30 acres of land ^jo^profeasesmealcu^w:hen.oiir roembed . •hat will have a great impact on rMs community            needed die -work The economic impact that - md our children for ye^s to come.” . . •Wh^ing-Httsbu^i nas bad in this valley has been         . , . , enurmans, but it’s realV Impossible to describe in ?aesano knows mat even more important than its . rA”&

mpact it has had through its investment in the ‘ollansbee coke plant, now Mountain State Carbon, md the employment it provides.

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SPECIAL EDITION: three years of progress

"• ‘ “ ‘••’’.^’- ‘ • — ••» “‘-I ''"^ ••"' .^-v"⁵‘^:~’’» ‘ sharing. And we will continue to make progress             T*l%’i»jBM»’^; “Vrffcii ‘«*•«? ‘a£ *C««W**»t)» ‘ ^^^^^^^^^^^ on the financial front In the years to come. I Itf C^© Z^tlS.Oir SUCCCSS

technology that has made us more competitive • • 2003, Whee:;r,₅-?;asburi:i SiselHafgenePSte^

and reliable.millions of Whs of steei “products aRd millions During our b^lmipt^m^agemcm and labor _reti_rces. _MiUlons more have gone to pay down com^iu^^d^n’and a common¹ oal*ofdom* ^{tne term} ‘°^an *^^e Company obtained through what was best for the long-term good ofWheeling-its loan guarantee from the Emergency Steel Sl|H^BH^^^al^^H^H            Pittsburgh Steel and its employees. Ultimately, Loan Board and to pay for capital improvements H^Bfl^Hij^^^^^^B ^ worfang relationship resulted in our successful _and maintenance at Company plants. ^^™^H™^^^^^BH renew it because we believe that working together _{Qhjo and} ^_Qn ^ ^^ all,benefited from

will always produce better results.

To «^m, in ,/,, mKUng-PMm&fanily, ^the P«y»wte and improvements the Company         ...;... has made during those three years. August 1 is die three-year anniversary of our’:’ emergence from bankruptcy and an opportunity . Following are figures listing Some Of the biggest to review how for we’ve come. cumulative dollar expenditures over the past In this issue of Carbon Copy, we look back at      , three years. many of our accomplishments over the past three *,,..,. _ntnu« c«.if      ,»_{M n}.«>»*M years, including meeting all our financial            The tree years since Wheeling-Pittsburgh Steel ⁵57° “^llllion ‘ Employee payroll obligations, meeting our responsibilities to our            has emerged from bankruptcy have been one of . $₃₁J million — Capital expenditures

employees, retirees and the communities they the most significant periods since this Company

live in, and the major steps taken toward remaking            was incorporated as Wheeling Steel in 1920. It * 5«O million — Contractor employee this Company into a reliable, long-term supplier            has been hard work. There have been setbacks            payroll for WO* dOM tO COHStTUCt EAF to our valued customers. along the way. But we have survived, and more            and 8 Mountain State importandy, we have made great strides in            CarfeOO’S M0. 8 COkC batteTV

What have we accomplished? implementing our strategic plan. We are in a

position to achieve our goal of building this• $5” million — Capital repayments of $250 First, we have paid down a significant portion of _compan_{y mto} a successful and sustainable metal            Term LOOT (not Including Interest paymenls)

our $250 million loan that was guaranteed            products company. , -•*.’•,’ _+ , *_ through the Emergency Steel Loan Guarantee • $7 million — Capital repayments Of Other

board. We have made laigc payments to fand a            Sincerely, _r debt Obligations VEBA that provides healrh care for Company • /.(. i            l\ ,, urn* i- j retiree,. WL, made specid payments?,, «,, ^« V’ • S^.« mfc, — VEBA Cash and jtm tsroouyv            non-cash payments

• $16.4 million * Wage and management

retirees benefit from healthy VEBA.ZS^sS**-,*-* When •Wheding-Pinshur^ Steel makes money, ihe 9,000 (International Steel Group}. Wage retirees at Wheeling- * $5 mHKCffl ‘ Wage employee SpCCJal wage retirees and surrivir^ spouses who depend on die            Pittsburgh Steel also have S3,000 in life insurance in            payment rS^SSSSCSSS^ST ^<°^’»^M<‘^A"°^<^h"ⁱ<™- .$a million. Pensioners special payment o

health care benefits are becoming more secure. “We have been very fortunate,” Saundeis noted. “Our

retirees arc the only ones in the entire seed industry diat • . : . management has not walked away from our retirees. Jim | (^ | || [ ^5 I ^5 ^3 CJ t Bradiey (Chairman and CEO), Dan Keaton {Senior Vke - - -••.-•.-.-...-.. . ‘-. . PresUent Human Resources and Public Relations) and            Obligations Honored . 2 , • ‘         , . . • . • i            Jim Sullivan (Director, Benefits) are involved. We have • actually negotiateci reductions in the cost our Medicate            AUCnpOlt 2 Today, the Wheeling-Pittsburgh Sieel VEBA has aboul            eligible retirees pay as part of their premium at a time when            WPSC Timeline ^ $32 million hi cash and 2.5 million shares of Company            the cost of heahh care is rising much caster than inflation.” llHHEJ stock that are held in mast for retirees and surviving spouses. Keeping’ COStS DOWO 3 19 Saunders notes that Wheeling-Pittsburgh VEBA. ^HSU Union and steel manu&cnireis to provide health benefits            lower rates and better benefits for die Company’s _f W^ ‘^\ for retirees as bankrupt sieel companies either emerged            management retirees and other sted industry retirees in            CBStTf PUSHIng *3O 3 j^g^ from bankruptcy, such as Wiiceliiig-Pittsburgh, or were            the Ohio Valley. 6 rVimmiinHv tmnart            Mt            i^^^^^l consolidated into large, new steel companies, such as ISG . ^^^•zS

Production and quality at alt Wheeling- impact upon our performance. Pittsburgh Steel’s facilities are at all-time            Tnrougb_out the Company, our plants are record levels through the first half of 2006.in better shape than they have ever been.” The reason is a comprehensive and systematic effect to invest in technology Kcaton concedes that Operations faced and maintenance that has improved the coming out of capability, reliability, and quality            bankruptcy in 2003. During bankruptcy, performance of the Company’s mills. money on only the most critical operational needs. As a result “Most employees are aware of the major            the condition of our equipment investments we made in the electric arc            deteriorated and was not operationally furnace, the coke pjant and the automatic            reliable. To the credit of our operation roll changers at the Hot Strip Mill,” said            and maintenance personnel we were able Don Kcaton, Vice President of Steel            to work through the many challenges the Manufacturing and Procurement. “But            equipment and facilities provided, we’ve also made improvements at the blast furnace and our finishing mills. A            Wheeling-Pittsburgh Steel came out of major focus for the last two years has been°™kmptty with J straregic plan that to improve our reliability. This is driven by the desire to service our customers            technology and improved reliability,’ with high quality steel deliveries when they want and expect them. Our reliability over the st three when program is based upon allocation of people and financial resources ,,, reduce W operating at a higher level than we ever infrastructure failures. The program has            have m the past. O

been quite successful and has made a huge

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i wets not wry fevorable,” Mooney noted. “When sihe maAets improwl js the ductwork collapse at the BOF and our coal issues with Massey Energy, i were severe setbacks that we had to deal with.

• “But we’ve done a good job of living within our capabilities, especially

; considering die volatility of the steel markess. As 2 company, we’ve been j j disciplined and spent within our ability to Cam and raise capital. , . j

;. ''What we have accomplished in die past three years has been rattraordinaty            i 1 in its scope,” Mooney said. “We haw funded die VEBA 2isd ws’ve paid            J ;’ profit sharing to our employees. We have invested in our Company and \. ¹ we have spent millions more on maintenance that has improved the            i         . reliability of our equipment. j ; “We have honored all our obligttions.” H ]

The Allenport Plant has come a long way since “It’s hard to beat the knowledge thai the

August 2003 when Wheeling-Pittsburgh employees who operate the mill, day in and day

emerged from bankruptcy. out, have,” said Dean Dellamaiva, Senior Rocess

Manager, Tandem Mill. “Today, we have total

“We have more spare parts and we’re trying co involvement of the entire workforce.” do more maintenance work,” says Ralph Zdravecky, Mill Tender on me Pickle Line. “We At Allenport, one way to make sure information

have the right pans now, we’re fixing dungs gets from the tandem mill floor to those who

correctly, and we’re not having to improvise.” prioritize and schedule maintenance, is a simple

chalk board just outside the tandem mill pulpit.

Bill Reis, Pickle Line Operator, points to a more Anyone working in die mill can write in problems experienced wotkfoice as making a big diffidence, _Or items that should be fixed. “The crews have been together for a couple of

years now. We know each other and how we “It is one of the first things I look at,” Dellamaiva
work and what to expect from each other. Plus, said. “Before the board went up, we’d have a

we’re getting a better quality material from maintenance day and we’d miss making
Sicubenville.” im|K3itant repairs because die info never got

communicated to the right people. The chalk

Ray Moluski, Atlenport Plant Manager, agrees            board has made a big difference.” with his employees’ view on the plants improved performance. Among the many improvements made at

AUenport have been things as small as new hoses

“Nearly half of our workforce changed when ^hat have aU but eliminated clogging in roll

employees took the buyout following ox>iant nozzles, attention to roll roughness and
bankruptcy,” Moluski said. “And we hadn’t _a complete rebuild of roll chocks and backup

spent much money on our equipment through roll chocks. The result of these and many other
the bankruptcy period. Just as important, though, improvements has been a reduction in tandem

is how well union members and our management mifl delays from over 25 percent to 19.33 percent

team are communicating about the issues and            through May. ; working together to get them resolved.” : Dave Pipik, Assistant Roller on the Tandem

In 2006, Allenport is breaking both production MJlh likes the direction jn which Allenport is

and quality records. And its just not luck There            heading. “Our mill is running pretty good,

has been a systematic approach to making            They’ve put a lot of money into it and done

improvements, with a Jot of infbrmarion coming things that needed to be done to tighten up the

from the employees who run the mills. _mill. And a tight mill is a good mill.” &

xUl5fe2- “£**&£

y£^\Employee/Retiree OperationsIlr-oaoiok fmsMpsxa “Fij-i.mwCorporate

· A^,2W,’>-WPSe«fflefgt»foml’aB’iJK’M4ii«y

· Aug. 20C3.- 50B₁OOfl sban* ofWPSC Mock deposited

into management employees’ 401k accounts • Atxg. 200.1-VER^^viJni with 4 million diara of Wl’SCttotk

’ «S«pt.2903-Gn*imdbn»lttfifciEAF      ,

· Sept. 2003 — Nov. 2004 — $50 mjffion In payroll paid to

mo4dy local skilled craftsmen invoked in building ike EAF

· Nov. 2003 — $3,225,400 surviving spouse payments

· May 2WH — WfSC M«i Harnwui Suaiiss, loc, aiM&ouias* swttttgk stirajJ agr«mem

· Aug. 2004- 52,493 WPSC shut* deposited ta» management

employees’401k accounts as part of profit sharing payment

· Ang.2004- ] 87,924 WPSC shares deposited into wage

employees’ 401k accounts as pan of profit sharing payment

· Aug. 2004 — SI .8 million VESA cask contribution

· Aug. 2004 — $2.4 million VESA stock contribution

· Nov. 2004 — $2,697,700 surviving spouse payments

· Nor. 2004-67,695 Vn^Csharta deposed into management

employees’ 401 k accounts as part of profit sharing payment

· Nov. 2004 — 239,194 WPSC shares deposited into wage

employees’ 401k accounts as part of profit sharing payment

· Nov. 2004-51,458,595 cash VEBA payment

· Nov.2004-Rmhe«fromEAF

· Nov.20O4$2,410,088VEBAprofitsliaringstock

contribution payment

” Dec. 10lM — WPSC xru-1 Iswrstal ]\V|.r& fl-rtltfi’” *%H

· March 20O5 — Announces record annual net income —

of $62.5 million

· April 2005 — S1,753,695 VEBA profit sharing stock

contribution payment

O.ti’rij&aBji’ si»r brsarlL of !ti l»K,«-iwi?i .i):si s.ajsjpis’ :ijtwj;.’Mtit«

· May 2005 — $25,746 VEBA cash payment

· May 2005-$2,038,979 Profit sharing stock contribution

· May 2005-PwmaaeJiHyiiflcs No. 1 Blast Furnace

· }uh/ 2005 — Refinances revolving credit facility

^B jMiyt.. 2W, — WKW.; aai Swt’rswl NvHiife jba*«ai, bn.v M:]U_JWJM«thc*Mm!l£»!lLi1.fMH)1^H^»SE^K7«i^lI-3X;_!, wtiKX (soasiirt,S oi’ib’C i«3:nJ.sf’WrSC; «fes pl^.i: iK Fawsbci;

· Od. 2005- Work begins to rebuild coke plant No. Sbatttry

· Nov. 2005 — $2,977*218 surviving spouse payment

· Dec. 2005 — $5 million USW special bonus payment

· May 20O6-S 163,690 VESA profit sharing stock contribution

In-House Project Team Keeps Costs Down

What started out as agroup of steehroikers helping*“We started small and have been getting bigger to track outside contractors at the Mingo junctionjobs all the time,” said Jimmy “Williamson, who Plant has evolved into a group of 16 employees            along with Jul Verhovec, lead the team. The blast —trained as welders, pipe 8tters and iron workersfurnace reaps the biggest benefit from us. They —taking on projects and bringing down costs. know what we are capable o£” “They do jobs for one fourth or less of whatWilliamson and \ferhovec regularly take part in outside contractors were charging us,” said Ed            daily meetings for the blast furnace team, which Asbury, Division Manager of Ironmalting andhas improved communications. “They’ve shown Transportation. “And now that the contractorsa willingness to work widi us,” Williamson says, know we have this internal resource, their bids“and the meetings have opened my eyes to a lot have come down to be competitive widi our            of the problems they face.” Project Team. So they’re not just saving Wheeling- Pittsburgh on the projects they take on, they’re ^ «W«« ^m ** “W*¹ enhancement project helping keep down costs on jobs that go to outsidefor the blast furnace, mey have replaced trestle contractors as weO.” ^{beams and ncarlv} completed the fabrication and installation of replacement 30” coke oven The size and complexity of the team’s projects            gas lines. ti

has increased during the more than two years that

it has been in place.

Hot iron production fromtfieNo, 5 Blast Furnace “The blast furnace is producing iron at a cost to
lit a record high for June of 3,S50 tons per day. Wheeling-Pittsburgh that provides us with a solid

Hie increased performance comes primarily from profit margin,” Asbuiy said. “We have plans to
i feirly inexpensive improvement in the valve train further revitalize the blast furnace in 2007 so that

hat injects oxygen into the bfese fomacc and from it can continue producing well into die future.”

i change in the burden distribution that came ifterasprayedon ............................. In March 2007, a 12- ‘AndwTrnade°the            lurnace around tbr a

morovements using            Left to right: John NeaVIn, Greg Jones, longtime.” mprovements usingindovinla, and Bill Brown

iut own Project            Mark Indovina, ream, which is made            Maintenance Manager ipot employees, said, “Everyone here knows how to squeeze a nany who had been part of Central Maintenance._Mht ^ ^ ^ _{Qm ofi( Wre} ^j. fhe sprayed on refractory Improved the burden^ _ianawivl. _{w d(1 min and wc}-_{re< /SUB> ^k™ distribution in the blast furnace, saving about ^ ^ ^ rf fc , j,}

⁷0 pounds of coke tor each ton or liquid iron
t produced,

caster production pushing ‘30’

M hat hid beers s • high -leyef of performance by teS are puoasSiVe *md helped Improve the reliability

.he csst&r has now bscoma “^ ,” In May, of our operations.” :he caster produced 241,726 Eons, breaking die• . ₃td record of₂3o,o94bymore^a_nil,oootQn_S Mo^ noted y^t sopM^ted tods that m_eas^ md ‘^vera^nr 3° &&& per day during the ^ ^80al^ ^{V!braton and haat} ^ “^ ^to ^n ju . preventive maintenance, impmving me caster’s

performance.

‘Right now, the caster is on the threshold of YgularVreacMnc its capabtllfles,” said «Ste “E«w»a here knows ttat we came dose to

Vkmfc, OMsion Manager, SEes!makir,_s. -WeVe ^losl“S^this “P”* W”*⁵ « « ‘•> t>ank»pt«”

ract«tthep₀lr«»te«₅vK_!re*tetoco«la«lv !*"* ^5aW- “!>**>nt-Bne «"»mw *«r»e a epeat ourpertermat.ee. We share a swse of            lotofcredltbroursuccessfcrsetSngBpectattons, irlde m our performance and have expectationsP¹"™’^ ^{for SUCCMS and kee}P^toS »“es of Jf hfttlng 30 or more heats on o da»» basis forommuracatior, open. There has been a shift In fte caster” how people rhink. We do the big things and the

little things that wili help make sure we don’t go

torns pmises the enfjre Steelmaking Division            down that road (bankruptcy) again.” Mid the No. 5 blast furnace’s accomplishments

br the caster’s recent success. “Our operators ^{Rkfl vwlson}’ ^Process Manager, added, “Our ire seasoned and really understand the process            employees are working toward a common goal, ind make good adjustments,” Morris said. “Our^We ™"' Wheeling-Pittsburgh to have a name In maintenance group has evolved Into a high ^{the ind}“stry as a high-quality producer, which is echnology dupartment. We have a top-notch            something that will separate us from the ;roup of electrical and mechanical technicians            competition.” •