DOCSLIB.ORG

Steeling Demand: Mobilising Buyers to Bring Net-Zero Steel to Market Before 2030

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Steeling Demand: Mobilising Buyers to Bring Net-Zero Steel to Market Before 2030 July 2021 Version 1.0 Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Supported by Breakthrough Energy An analysis by Energy Transitions Commission and Material Economics for the Mission Possible Partnership's Net-Zero Steel Initiative Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Steeling Demand: Mobilising buyers to bring net- Breakthrough Energy zero steel to market before 2030 demonstrates that Founded by Bill Gates, Breakthrough Energy is demand signals from steel buyers to steel manufacturers dedicated to helping humanity avoid a climate can help unlock investment decisions. Such signals disaster. Through investment vehicles, philanthropic will secure the next generation of breakthrough programs, policy advocacy, and other activities, technologies needed for primary steel to become truly we’re committed to scaling the technologies we net-zero emissions. This is significant in an industry that need to reach net-zero emissions by 2050. globally accounted for 2.6 Gt of direct CO2 emissions in 2019, representing about one-quarter of industrial Mission Possible Partnership CO2 emissions and 7% of total energy sector emissions Led by the ETC, RMI, the We Mean Business Coalition, (including process emissions). This report provides and the World Economic Forum, the Mission Possible the guidance needed to the critical stakeholders in Partnership (MPP) is an alliance of climate leaders the automotive, construction, renewable energy and focused on supercharging the decarbonisation of white goods sectors on how to seize the associated seven global industries representing 30 percent of commercial opportunity for steel buyers in being early emissions – aluminium, concrete, chemicals, steel, movers and actively participating in the commercialisation aviation, shipping, and trucking. Without immediate of low-CO2 primary steel production technologies. action, these sectors alone are projected to exceed the world’s remaining 1.5°C carbon budget by 2030. This report was developed by the Energy Transitions Commission and Material Economics on behalf of MPP brings together the world’s most influential the Net-Zero Steel Initiative, part of the Mission leaders across finance, policy, industry and business. Possible Partnership. This work was supported by MPP is focused on activating the entire ecosystem Breakthrough Energy. of stakeholders across the entire value chain required to move global industries to net-zero. The Energy Transitions Commission (ETC) ETC is a global coalition of leaders from across the energy Net-Zero Steel Initiative landscape committed to achieving net-zero emissions Global carbon emissions from iron and steel production by mid-century, in line with the Paris climate objective are currently around 2.3Gt per annum – or about 7% of limiting global warming to well below 2°C and ideally of global energy system emissions. Business-as- to 1.5°C. usual scenarios suggest that this could rise to 2.8Gt Our Commissioners come from a range of organisations – per annum by 2050. Multiple technology pathways energy producers, energy-intensive industries, technology to decarbonise steel production are already being providers, finance players and environmental NGOs – developed, but, in a highly competitive sector, market which operate across developed and developing countries signals are lacking to unlock further investment. and play different roles in the energy transition. This The Net-Zero Steel Initiative aims to mobilise steel diversity of viewpoints informs our work: our analyses industry leaders who want to work together to shape are developed with a systems perspective through the favourable policy, market and finance environment extensive exchanges with experts and practitioners. required to transition to zero carbon emissions in steel. Material Economics Learn more at: Material Economics is a management consultancy firm advising leading businesses on how to reduce their www.materialeconomics.com environmental footprints and become more circular. www.breakthroughenergy.org The firm has published leading reports on climate change, heavy materials, and the circular economy, www.missionpossiblepartnership.org and has experience from more than 100 sustainability- www.energy-transitions.org related strategy projects in sectors such as heavy industry, buildings, finance, transportation, manufacturing, and food. 2 Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Contents EXECUTIVE SUMMARY 4 BACKGROUND – THE STEEL INDUSTRY TRANSITION 7 CHAPTER 1. COMMERCIAL OPPORTUNITY FOR EARLY MOVERS IN LOW-CO2 STEEL 9 i. Pressure on supply chain emissions is increasing in major steel-using sectors 9 ii. A few sectors are more likely to be early champions for low-CO2 steel 11 iii. The automotive sector will be a leading sector for low-CO2 steel demand 12 iv. The construction sector could require large volumes of low-CO2 steel 13 CHAPTER 2. TIME FOR VALUE-CHAIN COLLABORATION ON LOW-CO2 STEEL 15 i. A breakthrough around the corner – truly low-CO2 steel at scale is within reach by 2030 15 ii. Value-chain collaboration is required now to make breakthrough steel a reality before 2030 20 iii. Steel buyers have a commercial interest in being early movers 20 CHAPTER 3. DEVELOPING DEMAND SIGNALS TO BRING LOW-CO2 STEEL TO MARKET 26 i. The basic elements of a low-CO2 steel demand signal 26 ii. How a direct demand signal could be set up: The automotive example 29 iii. How a future purchase commitment could be set up: The construction example 31 CHAPTER 4. A CALL FOR ACTION 34 i. Two critical actions for steel buyers 34 ii. Two critical actions for steel producers 34 iii. Four critical actions for policymakers & public organisations 35 iv. One critical action for civil society 35 ACKNOWLEDGEMENTS 36 3 Steeling Demand: Mobilising buyers to bring net-zero steel to market before 2030 Executive Summary Primary low-CO2 (and eventually CO2-free) steel low-CO2 primary steel, seize early commercial production will be essential for all actors in the opportunities in premium green markets, value chain, spanning steel production and use, and provide differentiation amidst markets in order to reach voluntary and regulatory climate characterised by tight operating margins. Acting targets by 2030 and beyond. Decarbonising steel is early will also allow companies to adapt to also essential to reach net-zero emissions globally changing policies, such as anticipated regulations by 2050. From wind turbines to electric vehicles, on lifecycle CO2 emissions, and to market forces, steel will be an integral enabler of the energy such as rising carbon prices. They will need transition but it is also a major part of the embodied to engage ‘upstream’ in a way that is new to carbon in many industrial products today. many steel buyers, but the potential pay-off is significant. Early movers already include Volvo’s The pressure to decarbonise is coming from partnerships with SSAB, BMW and BHP Ventures’ a combination of factors, including policy investments in Boston Metal, and Scania, Daimler action, scrutiny from finance players, and and Kingspan’s partnerships with H2 Green changes in consumer preferences. As pressure Steel (H2GS). Further examples can be found grows to deliver deep decarbonisation of as more than ten corporates in the construction production and products, the world needs and renewable energy sectors such as Landsec, solutions that reduce emissions associated Multiplex and Ørsted, have signed up to the Climate with carbon-intensive materials such as steel Group’s SteelZero initiative thereby pledging to in the short term and provide a foundation secure 100% net-zero steel by 2050 at the latest. for deeper cuts in the 2030s and 2040s. Providing low-CO2 primary steel to satisfy the Early movers in the automotive, construction, demand of early mover corporates will require renewable energy and white goods sectors breakthrough production technologies to be can benefit from developing new low-CO2 brought to market. This paper explores the steel supply chains. For all these sectors, early types of action required to catalyse investment action on low-carbon steel is attractive as: in these breakthrough technology pathways. This paper shows how demand signals from • Steel is a major component of their steel buyers can help unlock these investments value-chain emissions. for low-CO2 steel. It explores how such demand signals could be structured while meeting the • They face significant and rising pressure commercial imperatives of sellers and buyers. from regulators and customers to decarbonise It is based on interviews and workshops with supply chains. more than 50 steel manufacturers, steel users, regulators and finance providers, and extensive • Low-CO2 steel will be a market differentiator analytical work on low-carbon technologies and in the next decade and it is hard to stand value-chain dynamics. It provides options to out with incremental CO2 reductions. help steel producers and buyers to design green demand signals and quantitatively describes • The premium for low-CO2 steel is a small the advantages and disadvantages of each. share of the total product cost. The good news is that, compared to just four • Buyers are sufficiently large to effect years ago, these breakthrough technologies have change in supply
Load more

Recommended publications
  • Automotive Sector in Tees Valley
    Invest in Tees Valley A place to grow your automotive business Invest in Tees Valley Recent successes include: Tees Valley and the North East region has April 2014 everything it needs to sustain, grow and Nifco opens new £12 million manufacturing facility and Powertrain and R&D plant develop businesses in the automotive industry. You just need to look around to June 2014 see who is already here to see the success Darchem opens new £8 million thermal of this growing sector. insulation manufacturing facility With government backed funding, support agencies September 2014 such as Tees Valley Unlimited, and a wealth of ElringKlinger opens new £10 million facility engineering skills and expertise, Tees Valley is home to some of the best and most productive facilities in the UK. The area is innovative and forward thinking, June 2015 Nifco announces plans for a 3rd factory, helping it to maintain its position at the leading edge boosting staff numbers to 800 of developments in this sector. Tees Valley holds a number of competitive advantages July 2015 which have helped attract £1.3 billion of capital Cummins’ Low emission bus engine production investment since 2011. switches from China back to Darlington Why Tees Valley should be your next move Manufacturing skills base around half that of major cities and a quarter of The heritage and expertise of the manufacturing those in London and the South East. and engineering sector in Tees Valley is world renowned and continues to thrive and innovate Access to international markets Major engineering companies in Tees Valley export Skilled and affordable workforce their products around the world with our Tees Valley has a ready skilled labour force excellent infrastructure, including one of the which is one of the most affordable and value UK’s leading ports, the quickest road connections for money in the UK.
    [Show full text]
  • PIM International Vol 8 No 1 March 2014
    4 1 0 2 H C R A M 1 . o N 8 . l o V in this issue Company visit: Ortho Organizers HIP of MIM components Profile: Centorr Vacuum Industries Published by Inovar Communications Ltd www.pim-international.com MIM in China Publisher & editorial offices Inovar Communications Ltd 2 The Rural Enterprise Centre Battlefield Enterprise Park Shrewsbury SY1 3FE, United Kingdom Tel: +44 (0)1743 454990 Fax: +44 (0)1743 469909 Email: [email protected] Web: www.pim-international.com Managing Director and Editor Nick Williams Tel: +44 (0)1743 454991 For the metal, ceramic and carbide injection moulding industries Email: [email protected] Publishing Director Paul Whittaker Tel: +44 (0)1743 454992 Email: [email protected] New opportunities Consulting Editors Professor Randall M German in established markets Associate Dean of Engineering, Professor of Mechanical Engineering, San Diego State University, USA Welcome to the first issue of PIM International for 2014. With the Dr Yoshiyuki Kato PM World Congress scheduled for May 2014, those in our industry Kato Professional Engineer Office, Yokohama, Japan will once again have an unmissable opportunity to get together Dr Professor Frank Petzoldt Deputy Director, Fraunhofer IFAM, Bremen, Germany with parts producers, industry suppliers and leading researchers Bernard Williams from around the world to share information and discover new Consultant, Shrewsbury, UK opportunities. We look forward to exhibiting at PM2014 Orlando in May and hope to see you in the exhibit hall. Advertising Jon Craxford, Advertising Director Tel: +44 (0) 207 1939 749 This issue of PIM International features two reports on PIM in the Fax: +44 (0) 1743 469 909 dental sector, one of the most important markets for PIM globally, E-mail: [email protected] but particularly in North America.
    [Show full text]
  • Full Programme
    SPONSORS MAIN SPONSOR PLATINUM SPONSORS SPONSORS MEDIA SPONSOR SUPPORTERS TABLE OF CONTENTS Committees International Scientific Committee......................................................................6 Local Turkish Scientific Committee.......................................................................7 Local Turkish Organising Committee...................................................................8 General Information...................................................................................................9 Social Programme.......................................................................................................10 Content Course On Tribocorrosion........................................................................11 Programme at a Glance.....................................................................................12-15 Meetings........................................................................................................................16 Scientific Lecture Programme ..............................................................................17 Opening Plenary Lectures......................................................................................17 Monday, 10 September 2012........................................................................18-26 Tuesday, 11 September 2012........................................................................27-37 Wednesday, 12 September 2012.................................................................38-47 Thursday, 13 September
    [Show full text]
  • 103Rd Annual Report 2009-2010
    A Global Player A Product Pioneer A Corporate Citizen 103rd Annual Report 2009-2010 000_Covers_TSAR'10.indd 2 6/28/10 12:11:26 PM 000_Covers_TSAR'10.indd 3 6/28/10 12:11:40 PM A Global Player >> A Product Pioneer >> A Corporate Citizen It was the best of times, it was the worst of times... Never before has this famous line meant more. The roller coaster ride that the last two years took the global economy through, proved one fact – that a successful enterprise needs to have the resilience to withstand the highs and lows of a future that often comes unheralded. As a global enterprise, Tata Steel was not unaffected by the challenges of the last two years. Yet, the Company demonstrated resilience by taking several proactive initiatives across all geographies. A tough start to the year was balanced by a rebound in the second half, when these initiatives began to pay off. Undeterred by the economic turbulence, the Company continued to place emphasis on working practices in health, safety and corporate citizenship, with specific initiatives taken in all these areas. In addition, a continued focus on engineering solutions for customers, is helping it maintain its position of a product pioneer. Tata Steel believes in staying alert to future opportunities while never letting go of its core values. This is the philosophy that has underpinned its growth over the years and one that remains its key driving force. 001-011_Part01_TSAR10.indd 1 7/7/10 12:55:19 PM Inside the gas holder - part of the BOS gas recovery scheme at Port Talbot, UK.
    [Show full text]
  • Dynamic Temporary Blood Facility Locationallocation During And
    Dynamic temporary blood facility location-allocation during and post-disaster periods Article (Accepted Version) Sharma, Bhuvnesh, Ramkumar, M, Subramanian, Nachiappan and Malhotra, Bharat (2017) Dynamic temporary blood facility location-allocation during and post-disaster periods. Annals of Operations Research. ISSN 0254-5330 This version is available from Sussex Research Online: http://sro.sussex.ac.uk/id/eprint/71673/ This document is made available in accordance with publisher policies and may differ from the published version or from the version of record. If you wish to cite this item you are advised to consult the publisher’s version. Please see the URL above for details on accessing the published version. Copyright and reuse: Sussex Research Online is a digital repository of the research output of the University. Copyright and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable, the material made available in SRO has been checked for eligibility before being made available. Copies of full text items generally can be reproduced, displayed or performed and given to third parties in any format or medium for personal research or study, educational, or not-for-profit purposes without prior permission or charge, provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. http://sro.sussex.ac.uk Dynamic temporary blood facility location-allocation during and post-disaster periods Bhuvnesh Sharma Department of Industrial & Systems Engineering Indian Institute of Technology Kharagpur Kharagpur – 721302, West Bengal, India e-mail: [email protected] M.
    [Show full text]
  • Non-Oriented Electrical Steel from China, Germany, Japan, Korea, Sweden, and Taiwan
    Non-Oriented Electrical Steel from China, Germany, Japan, Korea, Sweden, and Taiwan Investigation Nos. 701-TA-506 and 508 and 731-TA-1238-1243 (Review) Publication 5140 December 2020 U.S. International Trade Commission Washington, DC 20436 U.S. International Trade Commission COMMISSIONERS Jason E. Kearns, Chair Randolph J. Stayin, Vice Chair David S. Johanson Rhonda K. Schmidtlein Amy A. Karpel Catherine Defilippo Director of Operations Staffassigned Julie Duffy, Investigator Daniel Matthews, Industry Analyst Andrew Knipe, Economist Emily Kim, Accountant Cynthia Payne, Statistician Jason Miller, Attorney Douglas Corkran, Supervisory Investigator Address all communications to Secretary to the Commission United States International Trade Commission Washington, DC 20436 U.S. International Trade Commission Washington, DC 20436 www.usitc.gov Non-Oriented Electrical Steel from China, Germany, Japan, Korea, Sweden, and Taiwan Investigation Nos. 701-TA-506 and 508 and 731-TA-1238-1243 (Review) Publication 5140 December 2020 CONTENTS Page Determinations ..................................................................................................................... 1 Views of the Commission ....................................................................................................... 3 Part I: Introduction .............................................................................................................. I-1 Background ...............................................................................................................................
    [Show full text]
  • THESIS FINAL V3 Printed
    Delft University of Technology Engineering sucrose metabolism in Saccharomyces cerevisiae for improved ATP yield Marques, Wesley DOI 10.4233/uuid:d68d443a-d9de-4dae-bf88-dae9f08eb8e5 Publication date 2018 Document Version Final published version Citation (APA) Marques, W. (2018). Engineering sucrose metabolism in Saccharomyces cerevisiae for improved ATP yield. https://doi.org/10.4233/uuid:d68d443a-d9de-4dae-bf88-dae9f08eb8e5 Important note To cite this publication, please use the final published version (if applicable). Please check the document version above. Copyright Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons. Takedown policy Please contact us and provide details if you believe this document breaches copyrights. We will remove access to the work immediately and investigate your claim. This work is downloaded from Delft University of Technology. For technical reasons the number of authors shown on this cover page is limited to a maximum of 10. Engineering sucrose metabolism in Saccharomyces cerevisiae for improved ATP yield. Dissertation for the purpose of obtaining the degree of doctor at Delft University of Technology by the authority of the Rector Magnificus, prof.dr.ir. T.H.J.J. van der Hagen chair of the Board for Doctorates to be defended publicly on Thursday 1 November 2018 at 12:30 o'clock by Wesley Leoricy MARQUES Master of Science - Biotechnology, University of São Paulo, Brazil born in Campinas, Brazil.
    [Show full text]
  • Tata Steel Europe Contents
    AI, Labor, and Economy Case Studies Tata Steel Europe Contents Preface 4 Background and objectives 5 Methodology 5 Definition of terms 6 Advanced Analytics at Tata Steel Europe 6 01 Introduction 7 1.1. Background on Tata Steel Europe 9 1.2. Background on the steel industry 10 02 Business context prior to Advanced Analytics (AA) 12 2.1. Business challenges facing TSE 13 2.2. Context prior to Advanced Analytics (AA) implementation 14 03 Move to Advanced Analytics 16 3.1. Decision to implement AA 17 3.2. Management team’s view of Advanced Analytics 18 3.3. Evaluation of AA initiatives 20 3.4. Setting goals and KPIs for AA initiatives 20 04 Development of AA initiatives 21 4.1. Breadth of AA initiatives 22 4.2. Training teams and working model 23 4.3. Data sources 23 4.4. AI techniques used 24 4.5. Challenges in AA implementation 24 4.5.1. Infrastructure challenges 24 4.5.2. Data quality challenges 24 4.5.3. Change management challenges 25 02 Contentspage title 05 Observations 26 5.1. Business and productivity impact 26 5.1.1. EBITDA impact with high ROI 26 5.1.2. Varying benefits across use cases 28 5.1.3. Raw material savings and yield improvements 28 5.1.4. Rapid model development, longer implementations 28 5.2. Workforce impact 30 5.2.1. History of physical automation at TSE 30 5.2.2. Workforce size 32 5.2.3. Shifts in workforce tasks 32 5.2.4. Workforce training 33 5.2.5.
    [Show full text]
  • Tata Steel in Europe Fact Sheet Sept 2020
    TATA STEEL IN EUROPE Tata Steel is one of Europe’s leading steel producers, with steelmaking in the Netherlands and the UK, and manufacturing plants across Europe. The company makes high-quality strip steel products for demanding markets such as construction, automotive, packaging and engineering. KEY FACTS KEY DATES Headquarters Global: Mumbai, India 1905: Original Port Talbot European: London, UK steelworks opens Tata Steel Chairman Natarajan Chandrasekaran 1907: Tata Steel established Tata Steel group Chief 1912: T V Narendran Executive Ocer of steel at Jamshedpur, India Tata Steel Europe's Henrik Adam, Chief Executive Ocer 1918: IJmuiden steelworks company founded Executive Committee Karl Haider, Chief Commercial Ocer Sandip Biswas, Executive Director and Chief 1999: Corus formed through Financial Ocer merger of British Steel and Tor Farquhar, Executive Director Human Resources Koninklijke Hoogovens Helen Matheson, Director Legal and Company 2007: Tata Steel acquires Corus Secretary Ernst Hoogenes, Chief Technical Ocer DEDICATED CUSTOMER Deliveries from Tata 9.3 million tonnes in year to March 2020 Steel Europe SERVICE, BACKED BY INNOVATION Tata Steel has operations in 26 countries and a Global presence commercial presence in more than 50 countries Tata Steel’s whole business is geared towards understanding its customers’ needs. Primary steelmaking IJmuiden, Netherlands The company oers a range of dierent (Europe) Port Talbot, Wales, UK services backed up by world-class research and development facilities, a customer- European downstream
    [Show full text]
  • Newspaper Publication- Board Meeting – August 10, 2020
    KEC INTERNATIONAL LTD. RPG House 463, Dr. Annie Besant Road Worli, Mumbai 400030, India +91 22 66670200 www.kecrpg.com August 04, 2020 National Stock Exchange of India Limited BSE Limited Exchange Plaza, Phiroze Jeejeebhoy Towers, Bandra Kurla Complex, Dalal Street, Fort, Bandra (East), Mumbai 400 051 Mumbai – 400 001 Symbol: KEC Script Code: 532714 Dear Sir / Madam, Sub: Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 In terms of Regulation 30 of the SEBI (Listing Obligations and Disclosures Requirements) Regulations, 2015, please find enclosed herewith a copy of the newspaper notice published to give intimation of the meeting of Board of Directors of the Company scheduled to be held on Monday, August 10, 2020, inter-alia to consider and approve Unaudited Standalone and Consolidated Financial Results for the quarter ended June 30, 2020. The above is for your information and records. Thanking you, Yours faithfully, For KEC International Limited Amit Kumar Gupta Company Secretary & Compliance Officer Encl: as above Registered Office: RPG House, 463, Dr. Annie Besant Road An Company Worli, Mumbai 400030, CIN: L45200MH2005PLC152061, India. MUMBAI | TUESDAY 4 AUGUST 2020 TAKE TWO 7 . < financial investment and had a per- ed with a large base of public and GROUP THINK sonal character to it. institutional shareholders. The Tata > To bolster this argument, the Trusts are public charitable trusts, What SP Group seeks from the SC: Mistry family said that since 1951, not a private trust controlled by any Proportionate representation on Tata vs Mistry: The the family’s representation on the family members. Tata Sons Board board evolved from group compa- On the argument that the Mistry Deletion of Article 121 from the nies to Tata Sons.
    [Show full text]
  • Group CHRO, Tata Sons
    Tata Network Forums Global updates November 2017 S Padmanabhan Group CHRO, Tata Sons From the Desk of the Group CHRO, Tata Sons These are exciting times for the Tata group. Companies are increasingly coming together to leverage the Tata ecosystem to learn from each other, and deal with common issues. Tata Network Forums (TNFs) are increasingly playing an important role in enabling companies to come together and seek solutions to common issues. A case in point was the TNF MENA meeting which took place to address the diplomatic situation in the Gulf, when Arab nations cut off ties with Qatar. Tata companies came together at Dubai using the TNF MENA to understand the impact on their businesses and plan for mitigation measures. In the past six months, TNFs also enabled companies to seek knowledge and share best practices in various areas like Customer, HR, Ethics, Business Excellence, Digitisation, Communications, Corporate Responsibility and Sustainability. I must mention that the Tata Sustainability Group is increasingly utilising the TNF forum to spread its messages through the Tata Sustainability month celebrations and other workshops. Sustainability events featured in most TNFs across the world in the past two quarters. All these TNF events brought together many more Tata employees during these past few months, which is proof of the growing popularity of the TNFs. The reach and impact of TNF activities is gradually building, and I am sure that it will achieve greater heights in the coming times. As the Tata group celebrates its one-ness, TNFs will be able to connect many more employees and enable the proliferation of knowledge and best practices.
    [Show full text]
  • News Handling Processing Conference Report
    STI jan 2_Layout 1 7/18/11 10:18 AM Page 1 July/August 2011 – Vol.35 No.5 – www.steeltimesint.com NEWS HANDLING PROCESSING CONFERENCE REPORT STEEL TIMES INTERNATIONAL – July/August 2011 TIMES INTERNATIONAL STEEL – Vol.35 No.5 – Vol.35 jul aug_Contents_STI_Mar10 7/21/11 10:30 AM Page 3 July/August 2011 Contents Vol.35/No.5 Front cover image courtesy of Woodings Equipment, the hydraulic distributor EDITORIAL Editor Tim Smith PhD, CEng, MIM Tel: +44 (0) 1737 855154 [email protected] Deputy Editor Greg Morris Handling – Page 19 Handling – Page 24 Tel:+44 (0) 1737 855132 Production Editor Annie Baker SALES International Sales Manager Paul Rossage [email protected] Tel: +44 (0) 1737 855116 Area Sales Manager Anne Considine [email protected] Tel: +44 (0) 1737 855139 Group Sales Manager Ken Clark [email protected] Tel: +44 (0) 1737 855117 Processing – Page 36 Heat recovery – Page 45 Marketing Executive Annie O’Brien [email protected] News Tel: +44 (0) 1737 855284 News – Australia wins $300M ‘relief’ in carbon tax 2 Advertisement Production Martin Lawrence Statistics & Events – Production up 4.2% in May and 5% in April 8 [email protected] USA Update – Steel industry urges Congress to crack down on unfair trading practices by foreign countries 10 Tel: +44 (0) 1737 855332 Latin America Update – CSN’s internationalisation phase three: Commercial flow in the opposite direction 12 SUBSCRIPTION China Update – Resumed power cut policy impacts production 14 Katerina Smith Tel +44 (0) 1737 855032 India Update – Steel consumption up in India in FY 2010-11 16 Fax +44 (0) 1737 855358 Email [email protected] Handling Steel Times International is published eight times a year and is available on subscription.
    [Show full text]