By John W. Miller 

Cliffs Natural Resources Inc. plans to join steelmakers in filing complaints over steel imported into the U.S., its chief executive said, a move that could increase pressure on the U.S. government to add more tariffs on steel products.

Under chief executive Lourenco Goncalves, who took over last August, Cliffs has been restructuring to focus on five profitable iron ore mines in Minnesota and Michigan that sell exclusively to U.S. Steel, ArcelorMittal and other steelmakers with U.S. mills.

Those mines are now vulnerable to the sudden slide in steel prices. Most steel experts have attributed, principally, to the collapse in oil prices. As energy companies have pulled back, they have canceled orders for steel pipe.

But Mr. Goncalves said in an interview that a rise in steel imports is the biggest factor in depressing prices. Steel imports rose 34% to 41.5 million during the first 11 months of 2014, according to Global Trade Information Services.

"The collapse of the steel price is not about the oil price," Mr. Goncalves said. "The reason is the avalanche of imports."

Adopting an aggressive trade stance is the latest move in the Cleveland-based iron-ore and coal miner's struggle to return to profitability amid falling steel, iron ore and oil prices.

Mr. Goncalves highlighted Cliffs' stance on trade after the company reported a net loss of $1.3 billion in the fourth quarter, or $8.25 per share, compared to a net profit of $30.5 million, or 20 cents per share, in the same quarter a year ago. For the year, Cliffs reported a net loss of $7.2 billion, compared to a profit of $364.8 million in 2013, due mainly to falling iron-ore prices and a $6 billion charge related to a disastrous 2011 investment in a Canadian iron ore mine.

It has been a bleak year so far. Benchmark prices on hot-rolled coil are down 9% to $548 per ton since the start of the year. U.S. Steel last month said it would likely have to lay off almost 3,000 workers.

Although the steelmakers have pointed to falling oil prices for their malaise, some have also fingered imports and threatened possible trade action. "We'll be aggressive," Nucor Corp. CEO John Ferriola told analysts last week.

Cliffs is the U.S.'s biggest iron ore miner, and by joining the fray, Mr. Goncalves strengthened the steelmakers's case.

So far this year, no unfair-trade challenges over steel have been filed with the International Trade Commission. Last summer, U.S. Steel and others won import tariffs on imports of energy-related steel from South Korea and other exporting countries.

Mr. Goncalves needs all the help he can get. Cliffs' share price has fallen almost 40% since he took over, as global iron ore prices are down 26%.

The CEO has based his turnaround strategy on paring down the company to the profitable Midwestern mines--and his ability to cut costs. He has sold off coal mines in West Virginia, and put a flailing Canadian operation under a form of bankruptcy protection, but has been unable to sell assets in Australia.

For the fourth quarter, the company said it cut spending 9%--compared to a year ago--to $1.1 billion, because of mine closures, layoffs, hiring fewer contractors and more favorable exchange rates.

Mr. Goncalves says that, thanks to geography, Cliffs' Midwestern business "is the most protected iron ore market in the world, so that's still our focus." Even though global iron ore prices fell almost in half over the year, Cliffs' average "revenue from product sales and services" in U.S. iron ore fell only 9% on the year, to $102.36 per ton. U.S. production costs dropped to about $59 per ton in 2014, down from $61.86 in 2013.

For the quarter, Cliffs increased U.S. iron ore sales volumes 26% to 7.8 million tons from 6.2 million tons, and reported a profit of $248.7 million, down slightly from $254.8 million in the same quarter in 2013.

Cliffs benefited from American steel mills "restocking their inventory ahead of winter," said Mr. Goncalves. Also, he added, he was able to unlock bottlenecks with the railroads "by explaining that our business is important to them, and that we have to be treated as an important client."

Write to John W. Miller at john.miller@wsj.com

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