DOCSLIB.ORG

Core Strengths, Sustainable Returns

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Core strengths, sustainable returns Annual Report 2011 With revenues of $94 billion and crude steel production of 91.9 million tonnes, ArcelorMittal is the world’s leading steel and mining company, with a presence in more than 60 countries. Through our core values of sustainability, quality and leadership, we commit to operating in a responsible way with respect to the health, safety and well-being of our employees, contractors and the communities in which we operate. The theme for this year’s annual report is ‘core strengths, sustainable returns’. We believe consistency is crucial in a fast-changing world. And at the heart of this belief is a consistent strategy that focuses on our five core strengths. By continually focusing on these strengths throughout our operations, ArcelorMittal can deliver sustainable returns. Cover image Port-Cartier, Canada Global presence ArcelorMittal is the world’s leading steel and mining company. With a presence in more than 60 countries, we operate a balanced portfolio of cost competitive steel plants across both the developed and developing world. We are the leader in all the main sectors – automotive, household appliances, packaging and construction. We are also the world’s fourth largest producer of iron ore, with a global portfolio of 16 operating units with mines in operation or development. In 2011, we employed around 261,000 people. Flat Carbon Long Carbon Belgium France Mexico US Algeria Germany Charleroi Basse Indre Lázaro Cárdenas Burns Harbor, IN Annaba Duisburg Ghent Châteauneuf Cleveland, OH (Ruhrort and Poland Argentina Geel Desvres Coatesville, PA Hochfeld) Chorzów Villa Constitución Genk Dunkerque Columbus, OH Hamburg Dąbrowa Górnicza Huy Florange Conshohocken, PA Bosnia and Kraków Kazakhstan Liège Fos-sur-Mer Double G, MS Herzegovina Sosnowiec Seraing Le Creusot Gallatin, KY Temirtau Šwiętochłowice Zenica Mardyck Gary Plate, IN Luxembourg Brazil Warsaw Brazil Montataire I/N Tek and Differdange Tubarão Zdzieszowice João Monlevade Mouzon I/N Kote, IN Esch-Belval Vega Juiz de Fora Saint-Chamond Romania Indiana Harbor Rodange Piracicaba Canada Saint-Chély Galati (East and West), IN Schifflange Dofasco Monessen, MI Vitória Germany South Africa Mexico (Hamilton) Obetz, OH Canada Bremen Saldanha Celaya Piedmont, NC Contrecœur China Eisenhüttenstadt Vanderbijlpark Pioneer, OH Lázaro Cárdenas Hunan Valin (JV) China Italy Spain Riverdale, IL Tultitlán China Oriental (JV) Czech Republic Avellino Asturias Warren, PA Morocco Frýdek-Místek Canossa (Avilés and Gijón) Weirton, WV Costa Rica Jorf Ostrava Piombino Etxebarri Caldera Lasfar Lesaka Kazakhstan Guápiles Nador Sagunto Temirtau Sestao Czech Republic Poland Luxembourg Zaragoza Ostrava Chorzów ą Dudelange D browa Górnicza France Sosnowiec Macedonia Gandrange Warsaw Skopje Disclaimer – forward-looking statements In this annual report, ArcelorMittal has made certain forward-looking statements with respect to, among other topics, its financial position, business strategy, projected costs, projected savings, and the plans and objectives of our management. Such statements are identified by the use of forward-looking verbs such as ‘anticipate’, ‘intend’, ‘expect’, ‘plan’, ‘believe’, or ‘estimate’, or words or phrases with similar meanings. ArcelorMittal’s actual results may differ materially from those implied by such forward-looking statements due to the known and unknown risks and uncertainties to which it is exposed, including, without limitation, the risks described in this annual report. Please refer to the ‘Risks related to the global economy and the steel industry’ section of this report page 192. ArcelorMittal does not make any representation, warranty or prediction that the results anticipated by such forward-looking statements will be achieved. Such forward-looking statements represent, in each case, only one of many possible scenarios and should not necessarily be viewed as the most likely to occur or standard scenario. ArcelorMittal undertakes no obligation to publicly update its forward-looking statements, whether as a result of new information, future events or otherwise. Unless indicated otherwise or the context otherwise requires, references in this annual report to ‘ArcelorMittal’, the ‘group’ and the ‘company’ or similar terms refer to ArcelorMittal, ‘société anonyme’, having its registered office at 19, Avenue de la Liberté, L-2930 Luxembourg, Grand Duchy of Luxembourg, and to its consolidated subsidiaries. Mining Tubular Romania Algeria Liberia Algeria Saudi Arabia Hunedoara Tebessa Buchanan Annaba Jubail Gbanga South Africa Bosnia and Canada Monrovia South Africa Newcastle Herzegovina Brampton, ON Yekepa Vereeniging Vereeniging Prijedor Hamilton, ON Mexico Woodstock, ON US Spain Brazil Las Truchas Marion, OH Asturias (Gijón) Andrade Czech Republic Peña Colorada Shelby, OH Guipuzcoa (Bergara Serra Azul Karviná Sonora and Zumarraga) Ostrava Venezuela Canada Madrid Russia Unicon (Caracas) Mary River Project France Olaberria Kemerovo Mont-Wright Chevillon Zaragoza US Hautmont Kazakhstan Trinidad Hibbing, MN Vitry Abaiskaya Point Lisas Minorca, MN Atansore Kazakhstan Princeton, WV Ukraine Atasu Aktau Kryviy Rih Karazhal Ukraine Mexico Kazakhstanskaya Kryviy Rih US Kentobe Monterrey Georgetown, SC Kostenko Poland Harriman, TN Kuzembayeva Kraków Indiana Harbor, IN Lenina LaPlace, LA Lisakovsk Romania Pine Bluff, AR Saranskaya Galati Steelton, PA Stepnogorsk Lasi Vinton, TX Temirtau Roman Tentekskaya Overview Contents Our business Our Management report Financial information Sustainability Overview Performance Financial statements Pages 02-13 Pages 40-63 Pages 98-189 Highlights of the year and Key performance data and Detailed fi nancial a look at our business in a summary of our operations’ information for the year the context of the global performance in 2011. ended December 31, 2011. steel and mining sector. Performance 02 Message from the chairman 42 Key performance indicators 99 Consolidated fi nancial and CEO 46 Financial review statements 06 Financial highlights 54 Liquidity and capital resources 177 Annual accounts of 08 Steel and raw materials: 60 Disclosures about market risk ArcelorMittal S.A. market analysis 63 Summary of risks and uncertainties 12 Our fi ve core strengths Governance Our business Governance Additional information Pages 14-31 Pages 64-95 Pages 191-213 A look at our approach to An overview of our 192 Risks related to the global economy health and safety and an management and our and the steel industry overview of our segments. approach to corporate 202 Mining governance. Includes 16 Our business statements Financial 20 Health and safety: share price information. our number one priority 66 Board of directors 22 Our steel and mining operations 68 Senior management 70 Group structure 72 Corporate governance 88 Major shareholders and Sustainability related party transactions Pages 32-39 93 Additional information 94 Shareholder information Our corporate responsibility strategy and update on our research and development. 34 Corporate responsibility 38 Research and development Left Chicago, US 2011 Report Annual ArcelorMittal 1 Message from the chairman and CEO Dear shareholders, At the beginning of 2011 we excellent examples that held a special safety summit at demonstrate what can be achieved. ArcelorMittal Dofasco in Canada. Tubular products has reduced its Thank you for taking This summit concluded with a frequency rate by more than 50% the time to read commitment to embed health from 1.92 to 0.81 – an impressive ArcelorMittal’s 2011 and safety in our core values; achievement. Our mining division annual report, adapt our leadership style to better has improved its frequency rate address employee commitment from 1.63 to 1.18. Tubarão in Brazil ‘Core strengths, and engagement; ensure a stronger now has a frequency rate of 0.25 sustainable returns’. focus on fatality prevention; reduce and Temirtau in Kazakhstan a very contractor injuries and fatalities; impressive 0.17. This shows us that I will start with the result and fi nally, use leading indicators our overall group target of reaching to implement preventative 1.0 by 2013 can be achieved. So that is most important measures to avoid similar incidents valuable was the Canada meeting to us: health and safety. occurring again. that we held a repeat meeting at the We continue to put great end of the year to discuss how to emphasis on our Journey These commitments proved drive further improvement in 2012. valuable as we succeeded in to Zero program through reducing our LTIFR (lost time injury Although we still have some way to which we are aiming to frequency rate) for the year by the travel on our journey, I am very eradicate injuries and 20% target we set ourselves: from pleased with the progress made fatalities in the workplace. 1.77 to 1.42. Furthermore our throughout the year and must performance in the fourth quarter commend the employees of of 2011 – an LTIFR of 1.2 – was ArcelorMittal and our the best we have reported yet for a subcontractors for their efforts. single quarter. As is to be expected Safety is at the heart of everything in an organization of the size and we do and we truly believe that scale of ArcelorMittal, not all plants having a deeply embedded safety and sites are yet at the same culture can only have a positive standard. But we have some 2 Overview effect on ArcelorMittal’s Projects temporarily paused include possible we look to fi nd solutions for In this volatile economic businessOur Sustainability Performance Governance statements
Recommended publications
  • Recovery Underway Annual Report 2010 Arcelormittal Is Well Positioned for Growth

    Recovery Underway Annual Report 2010 Arcelormittal Is Well Positioned for Growth

    Recovery underway Annual Report 2010 ArcelorMittal is well positioned for growth. To achieve this, the Group has identifi ed fi ve components for success: People and safety, Capital, Knowledge, Growth and Mining. Global presence ArcelorMittal is the largest steel producer in the Americas, Africa and Europe, and is the second largest producer in the CIS region, with a growing presence in Asia, particularly China. ArcelorMittal has steelmaking operations in 20 countries on four continents, including 65 integrated mini-mill and integrated mini-mill steelmaking facilities. Contents Americas Europe 1 Financial highlights 2 Message from the Chairman and CEO 6 Marketplace analysis 10 Our business 12 5 key components for success: 1 – People and safety 2 – Capital 3 – Knowledge 4 – Growth 5 – Mining 24 Questions for the Group Management Board 28 Board of Directors 30 Senior Management 32 Corporate responsibility 36 Operational review 44 Key Performance Indicators (KPIs) 46 Liquidity 51 Summary of risks and uncertainties 52 Corporate governance Flat Carbon Long Carbon Mining Flat Carbon Poland Poland 62 Share capital • Chorzów • Chorzów Brazil Argentina Brazil Belgium • Dabrowa • Dabrowa 65 Additional information • São Francisco • Villa • Andrade Mines • Charleroi 66 Shareholder information Gornicza Gornicza do Sul Constitución • Serra Azul • Geel • Kraków • Kraków Group structure 68 • Vitória Brazil Canada • Genk • Sosnowiec • Sosnowiec Canada • Cariacica • Mont-Wright • Ghent • Świętochłowice • Warsaw • Huy • Hamilton • João • Port-Cartier • Zdzieszowice
  • Case No COMP/M.3334 Œ ARCELOR/ THYSSENKRUPP/ STEEL24-7

    Case No COMP/M.3334 ΠARCELOR/ THYSSENKRUPP/ STEEL24-7

    Case No COMP/M.3334 – ARCELOR/ THYSSENKRUPP/ STEEL24-7 Only the English text is available and authentic. REGULATION (EEC) No 4064/89 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 16/02/2004 Also available in the CELEX database Document No 304M3334 Office for Official Publications of the European Communities L-2985 Luxembourg COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, 16.02.2004 SG-Greffe(2004) D/200619/200620 In the published version of this decision, PUBLIC VERSION some information has been omitted pursuant to Article 17(2) of Council Regulation (EEC) No 4064/89 concerning non-disclosure of business secrets and MERGER PROCEDURE other confidential information. The omissions are shown thus […]. Where ARTICLE 6(1)(b) DECISION possible the information omitted has been replaced by ranges of figures or a general description. To the notifying parties : Dear Sir/Madam, Subject: Case No COMP/M.3334 Arcelor/Thyssenkrupp/Steel 24-7 Notification of 14 January 2004 pursuant to Article 4 of Council Regulation No 4064/89 1. On January 14, 2004, the Commission received a notification pursuant to Article 4 of Regulation (EEC) No 4064/891 as last amended by Regulation (EC) No 1310/972 (“the Merger Regulation”) of a proposed concentration by which ThyssenKrupp AG (“ThyssenKrupp”) acquires an additional 25% of the share capital in the existing Joint Venture Steel 24-7. After completion of the transaction, ThyssenKrupp and Arcelor SA (“Arcelor”) will each own 50% of the shares in Steel 24-7. The companies will have joint control over Steel 24-7 within the meaning of Article 3(1) (b) of the Merger Regulation.
  • John Brett: 03 Turbulent Times

    John Brett: 03 Turbulent Times

    September/October 2019 Vol. 12, No. 5 No. 12, Vol. 2019 September/October ArcelorMittal USA 1 Company 1 Community1 Company 1 Magazine 03 John Brett: Turbulent times 3-8 09 10 12 It’s all about energy 50-year employees and From blast to blast furnace Health Week 2019 and the environment 50 years of achievements The Hibbing-Burns Harbor Reviving a co-worker, We’re focusing on our Opening a time capsule supply chain a heart health story challenges and opportunities at Burns Harbor and a journey toward fitness Shira Cohen, Jolice Pojeta USA Communications team Jolice Pojeta Liz Johnson and Amanda Scott 2 1 Company 1 Community 1 Magazine 1 | ArcelorMittal USA | September/October 2019 > Global News In conversation with Lakshmi Mittal A German newspaper, Frankfurter Allgemeine Zeitung (abbreviated FAZ), recently sent correspondent Marcus Theurer to talk with our chairman and CEO in a far-reaching conversation, reprinted with permission here. FAZ: Mr. Mittal, the stock we indirectly secure, for example, Q: Should EU competition Q: But your customers see market value of your group with suppliers, we talk about five oversight be more flexible things differently. They has halved within a year and to six times as many jobs. We are in mergers in the current want to buy steel as cheap the development of your currently in talks with the unions situation? as possible and customs European competitors is about short-time work and we M: Steel is a global product; duties lead to higher prices. similarly bad. How serious expect to separate from some we have global competition.
  • “Social Aspects and Financing of Industrial Restructuring”

    “Social Aspects and Financing of Industrial Restructuring”

    INTERNATIONAL LABOUR ORGANIZATION UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE REGIONAL FORUM “Social Aspects and Financing of Industrial Restructuring” 26 and 27 November 2003, Moscow, Russian Federation Topic 2. Social costs of restructuring and their financing: a closer view Restructuring in the Industry of Luxembourg. Major Issues, Actors and Lessons to Learn By Mr. Albert ZENNER – Director Human Resources, Arbed – Arcelor Group Luxembourg (This paper is being circulated by the secretariat as received from the author) UNITED NATIONS Page 1 sur 13 Restructuring in the Industry of Luxembourg Major issues, Actors and Lessons to learn By Albert ZENNER, Director Human Resources, Arbed – Arcelor Group. Luxembourg might be known by many of You as a banking centre or a country hosting European institutions, and some of You will even know that it is the Headquarters of ARCELOR, the world’s largest steel producer, created by the merger of three companies: the French USINOR, the Spanish ACERALIA, and ARBED, the steel company of LUXEMBOURG. All this is true, but LUXEMBOURG is also an independent country, which has undergone deep changes during the last three decades. These changes result from the restructuring of the steel industry, which for more than a century has been the pillar of the Luxembourg economy. During my presentation I will speak about the major issues of this restructuring, the key players, and the lessons to learn from our point of view. I will also try to show how some of the lessons are applied now within the new group ARCELOR. GEOGRAPHICAL LOCATION AND POPULATION. For locating Luxembourg geographically we have to zoom the map of Western Europe.
  • Assessment of Cumulative Cost Impact for the Steel Industry

    Assessment of Cumulative Cost Impact for the Steel Industry

    ASSESSMENT OF CUMULATIVE COST IMPACT FOR THE STEEL INDUSTRY FINAL REPORT CONTRACTOR Centre for European Policy Studies Prof. Dr. Andrea Renda (Project Coordinator) Prof. Dr. Jacques Pelkmans Federica Mustilli Prof. Christian Egenhofer Federico Infelise Andrei Marcu Wijnand Stoefs Dr. Lorna Schrefler Jonas Teusch Dr. Giacomo Luchetta Julian Wieczorkiewicz Dr. Felice Simonelli Alessandro Fumagalli Dr. Diego Valiante PARTNER Economisti Associati Roberto Zavatta Enrico Giannotti Giulia Maria Stecchi Done in Brussels, 10 June 2013 SPECIFIC CONTRACT NO. SI2.648823 30-CE-0558235/00-06 IMPLEMENTING THE FRAMEWORK CONTRACT NO ENTR/2008/006 LOT 4 DISCLAIMER The information and views set out in this study are those of the authors and do not necessarily reflect the official opinion of the Commission. The Commission does not guarantee the accuracy of the data included in this study. Neither the Commission nor any person acting on the Commission’s behalf may be held responsible for the use which may be made of the information contained therein. Page 2 of 259 TABLE OF CONTENTS 1 THE COMPETITIVENESS OF THE EU STEEL INDUSTRY 26 1.1 Methodology and data source 26 1.2 Production costs for flat products 28 1.2.1 Production cost differential for HRC and CRC 31 1.2.2 Costs for raw materials, electricity, and gas 32 1.2.3 Breakdown of production costs per tonne 36 1.3 Production costs for long products 37 1.3.1 Production cost differential for wire rods 40 1.3.2 Costs for raw materials, electricity, and gas 41 1.3.3 Breakdown of production costs per tonne 43
  • Issue 1 | Autumn 2007 Spirit

    Issue 1 | Autumn 2007 Spirit

    boldIssue 1 | Autumn 2007 spirit 06 India: Asia’s emerging tiger 12 From brand promise to real projects 18 The women of Kazakhstan 20 Health and Safety a number one priority boldinterview 37 How did you become a man of Do you find that there is a special steel? A combination of an sense of community in Africa? In undergraduate metallurgical my previous venture in Liberia we A relaxed engineering and a graduate had to build a road to a remote business management degree gave exploration site. As this road me the opportunity to work in opened access to many villages moment with... various functions in a major US along the way, we were constantly steel company for 20 years. I also being thanked by the village elders. managed a few private equity In one village we were presented funded ventures, one of which with a white goat and five white Joe Mathews introduced me to mining in Liberia. chickens. My Liberian colleagues explained that white is the ultimate What were your thoughts when symbol of gratitude. We had to Get to know the CEO you first saw the country? I first graciously receive these live travelled to Liberia in early 1999, presents and figure out how to of ArcelorMittal’s Mining Project fully confident that I could handle pack them in the back of our jeep any challenges. However, when I as we drove back to Monrovia. in Liberia in 10 minutes saw that the war had left the country without electricity, How did you feel when you met running water and landline President Ellen Johnson Sirleaf, telephones, I quickly realised that Africa’s first elected female When did you join ArcelorMittal? Liberia today lagged behind India in President? In late 2005, the Sirleaf I started with Mittal Steel in development as much as India administration knew little of Mittal early January 2006.
  • SA in Kraków, Poland—Basic Oxygen Furnace Steel Production

    SA in Kraków, Poland—Basic Oxygen Furnace Steel Production

    Int J Life Cycle Assess (2012) 17:463–470 DOI 10.1007/s11367-011-0370-y LCI METHODOLOGY AND DATABASES Life cycle inventory processes of the ArcelorMittal Poland (AMP) S.A. in Kraków, Poland—basic oxygen furnace steel production A case study Boguslaw Bieda Received: 8 September 2011 /Accepted: 12 December 2011 /Published online: 11 January 2012 # The Author(s) 2012. This article is published with open access at Springerlink.com Abstract parameters as well as air emissions associated with the BOF Purpose The goal of this paper is to describe the life cycle steelmaking process were presented. The production data inventory (LCI) approach to steel produced by ArcelorMit- (steel) was given. The emissions of SO2,NO2, CO, CH4, ’ tal s Basic Oxygen Furnace (AMBOF) in Kraków, Poland. CO2, dust, heavy metals (Cr, Cd, Cu, Pb, Ni and Mn) and The present LCI is representative for the reference year waste (slag and gas cleaning sludge) are the most important 2005 by application of PN-EN ISO 14040:2009 (PN-EN outcomes of the steel process. ISO 2009). The system boundaries were labeled as gate-to- Results With regard to 1,677,987 Mg of steel produced by gate (covering a full chain process of steel production). The AMBOF, the consumption of natural gas, blast furnace gas background input and output data from the basic oxygen and coke oven gas amounted to 10,671,997, 755,094 and furnace (BOF) steelmaking process has been inventoried as 13,222,537.6 m3/year, respectively. Electric energy, steam, follows: pig iron, scrap, slag forming materials (CaO), fer- air, oxygen and heat input amounts were in the order of roalloys, Al, carbon and graphite carburizer (material for 45,003,611.3 kWh, 21,646.03 Mg, 107,592,526 m3, carburization of steel), isolating powder, consumption of 90,611,298 m3 and 16,779.87 GJ, respectively.
  • Meeting Incentive Congress Ev

    Meeting Incentive Congress Ev

    MORDOVIYA CHUVASHSKAYA Naberezhnnyye Chelny Kamensk-Ural'skiy Ishim RESP. RESP. Chistopol' a lg TOMSKAYA o RESPUBLIKA Shadrinsk V RUSSIAN FEDERATIONIrtysh OBLAST' TATARSTAN TYUMENSKAYA KURGANSKAYA OMSKAYA Tomsk Simbirsk CHELYABINSKAYA OBLAST' NOVOSIBIRSKAYA PENZENSKAYA Al'met'yevsk m UL'YANOVSKAYA Kurgan i Zlatoust h s Omsk OBLAST' I Bulayevo OBLAST' OBLAST' Dimitrovgrad Chelyabinsk OBLAST' Kuybyshev Miass Mamlyutka Oktyabr'skiy Ufa Petropavlosk OBLAST' l o Kuznetsk KemerovoKEMEROVSKAYA b o Ozero Chany Tol'yatti OBLAST' T RESPUBLIKA Novosibirsk Ozero Ozero Syzran' Teke OBLAST' Troitsk Shaglyteniz Ozero Leninsk-Kuznetskiy Samara Sterlitamak Ul'ken-Karoy a Ordynskoye g Kishkenekol' l Ir o Komsomolets Sergeyevka SEVERNYY ty SAMARSKAYA BASHKORTOSTAN Borovskoy s V Fedorovka Ozero h Siletiteniz OBLAST' KAZAKHSTAN Irtyshsk O Novokuznetsk Balakovo Magnitogorsk b' Kokshetau Kustanay Uritskiy Kachiry Saratov ORENBURGSKAYA Shchuchinsk Barnaul OBLAST' Rudnyy Karatomarskoye Makinsk SARATOVSKAYA Vodokhranilishche Ozero Kushmurun Aksu Shcherbakty Lisakovsk Ozero Aleysk ol Kushmurun Karasor Tob Biysk al Semiozernoye m Pavlodar OBLAST' Ur Orenburg hi Zhitikara Is Ural'sk Akkol' Yereymentau Ekibastuz ALTAYSKIY KRAY Yesil' Atbasar i Aksay U t r U PAVLODARSKAYA r e a Gorno-Altaysk r d l i Akku a AKMOLINSKAYA OBLAST' S h Rubtsovsk O l Is OBLAST' b Ozero Orsk him ' Shalkar ASTANA Chapayevo RESPUBLIKA Zhympity Ozero Derzhavinsk Ozero Osakarovka OBLAST' Kuyukhol' Kozhakol' ALTAY Ir Shemonaikha ZAPADNYY Kiyevka tysh Aktyubinsk KUSTANAYSKAYA Semipalatinsk Shalkar
  • EN Update May 2016 24P MR.Pdf

    EN Update May 2016 24P MR.Pdf

    ArcelorMittal Europe – Flat Products updateClient magazine | May 2016 4 Electrifying efficiency 10 Steel Envelope leads to success 15 Keeping our canned food safe 18 Hybrid vehicles get S-in motion® weight savings ContentsContents 04 ArcelorMittal Tailored Blanks goes 16 Transforming ef ciency 4 Electrifyingthe efficiency extra mile 18 Hybrid vehiclesImproved grain get oriented S-in motion electrical® steels meet 2015 energy effi ciency targets. New Newinvestments partnership to keep sees pace ArcelorMittal with weight savings carmakers. electrical steels included in world’s most New study demonstrates lightweight advanced modelling tool. potential of advanced steels in hybrid vehicles. 06 Going orange, staying green! 18 Increasing the life and load capacity 6 New resourcesArcelorMittal help Europe customers brands coils infind the 20 Quality ofand heavy sustainability equipment guaranteed new livery. right steel ArcelorMittalGranite® pre-painted promotes full steels and forglobal outdoor offer for yellow and green good Discover and explore our new product applications qualify for ECCA Premium® manufacturers. catalogue. label. Find the right product with Steel Advisor. 07 VAMA inaugurates landmark 19 Meeting the world’s need for energy automotive steel plant 8 Investing in the future of steel 21 HarmonyOil onand gas:the from seas steel to solutions. New Wecontinuous continuously annealing invest line to rollsimprove out ArcelorMittal logistics and steels help STX fi rst thecoil inenergy China. efficiency and environmental France meet demanding schedule. performance of our mills. 08 In the same boat! 20 Steel can, and does! 10 ImpressiveArcelorMittal steels Europe transform presents complete 22 SecuringArcelorMittal’s Europe’s steels energy for beverage supply cans shipbuildingour built offer environmentat SMM.
  • Annual Report 2019 Contains a Full Overview of Its Corporate Stakeholder Expectations As Well As Long-Term Trends Governance Practices

    Annual Report 2019 Contains a Full Overview of Its Corporate Stakeholder Expectations As Well As Long-Term Trends Governance Practices

    Table of Contents Management report Company overview 4 Business overview 5 Disclosures about market risk 44 Group organizational structure 47 Key transactions and events in 2019 50 Recent developments 53 Research and development 54 Sustainable development 57 Corporate governance 67 Luxembourg takeover law disclosure 108 Additional information 110 Chief executive officer and chief financial officer’s responsibility statement 115 Financial statements of ArcelorMittal parent company for the year ended December 31, 2019 116 Statements of financial position 117 Statements of operations and statements of other comprehensive income 118 Statements of changes in equity 119 Statements of cash flows 120 Notes to the financial statements 121 Report of the réviseur d’entreprises agréé 170 4 Management report Company overview other countries, such as Kazakhstan, South Africa and Ukraine. In addition, ArcelorMittal’s sales of steel products History and development of the Company are spread over both developed and developing markets, which have different consumption characteristics. ArcelorMittal is the world’s leading integrated steel and ArcelorMittal’s mining operations, present in North and mining company. It results from the merger in 2007 of its South America, Africa, Europe and the CIS region, are predecessor companies Mittal Steel Company N.V. and integrated with its global steel-making facilities and are Arcelor, each of which had grown through acquisitions over important producers of iron ore and coal in their own right. many years. Since its creation ArcelorMittal has experienced periods of external growth as well consolidation Products: ArcelorMittal produces a broad range of high- and deleveraging (including through divestments), the latter quality finished and semi-finished steel products (“semis”).
  • 6. Images and Identities

    6. Images and Identities

    6. Images and Identities Wilhelm Amann, Viviane Bourg, Paul Dell, Fabienne Lentz, Paul Di Felice, Sebastian Reddeker 6.1 IMAGES OF NATIONS AS ‘INTERDISCOURSES’. PRELIMINARY THEORETICAL REFLECTIONS ON THE RELATION OF ‘IMAGES AND IDENTITIES’: THE CASE OF LUXEMBOURG The common theoretical framework for the analysis of different manifestations of ‘images and identities’ in the socio-cultural region of Luxembourg is provided by the so-called interdiscourse analysis (Gerhard/Link/Parr 2004: 293-295). It is regarded as an advancement and modification of the discourse analysis developed by Michel Foucault and, as an applied discourse theory, its main aim is to establish a relationship between practice and empiricism. While the discourses analysed by Foucault were, to a great extent, about formations of positive knowledge and institutionalised sciences (law, medicine, human sciences etc.), the interdiscourse analysis is interested in discourse complexes which are precisely not limited by specialisation, but that embrace a more comprehensive field and can therefore be described as ‘interdiscursive’ (Parr 2009). The significance of such interdiscourses arises from the general tension between the increasing differentiation of modern knowledge and the growing disorientation of modern subjects. In this sense, ‘Luxembourg’ can be described as a highly complex entity made up of special forms of organisation, e.g. law, the economy, politics or also the health service. Here, each of these sectors, as a rule, develops very specified styles of discourse restricted to the respective field, with the result that communication about problems and important topics even between these sectors is seriously impeded and, more importantly, that the everyday world and the everyday knowledge of the subjects is hardly ever reached or affected.
  • 2020-Arcelormittal-Annual-Report.Pdf

    2020-Arcelormittal-Annual-Report.Pdf

    Table of Contents Page Page Share capital 183 Management report Additional information Introduction Memorandum and Articles of Association 183 Company overview 3 Material contracts 192 History and development of the Company 3 Exchange controls and other limitations affecting 194 security holders Forward-looking statements 9 Taxation 195 Key transactions and events in 2020 10 Evaluation of disclosure controls and procedures 199 Risk Factors 14 Glossary - definitions, terminology and principal 201 subsidiaries Business overview Chief executive officer and chief financial officer’s 203 Business strategy 35 responsibility statement Research and development 36 Sustainable development 40 Consolidated financial statements 204 Products 54 Consolidated statements of operations 205 Sales and marketing 58 Consolidated statements of other comprehensive 206 Insurance 59 income Intellectual property 59 Consolidated statements of financial position 207 Government regulations 60 Consolidated statements of changes in equity 208 Organizational structure 67 Consolidated statements of cash flows 209 Notes to the consolidated financial statements 210 Properties and capital expenditures Property, plant and equipment 69 Report of the réviseur d’entreprises agréé - 322 consolidated financial statements Capital expenditures 91 Reserves and Resources (iron ore and coal) 93 Operating and financial review Economic conditions 99 Operating results 120 Liquidity and capital resources 132 Disclosures about market risk 137 Contractual obligations 139 Outlook 140 Management and employees Directors and senior management 141 Compensation 148 Corporate governance 164 Employees 173 Shareholders and markets Major shareholders 178 Related party transactions 180 Markets 181 New York Registry Shares 181 Purchases of equity securities by the issuer and 182 affiliated purchasers 3 Management report Introduction Company overview ArcelorMittal is one of the world’s leading integrated steel and mining companies.